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EVENT HOSPITALITY & ENTERTAINMENT LIMITED ABN: 51 000 005 103

FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2018

(INCLUDING ADDITIONAL APPENDIX 4E DISCLOSURES)

ASX CODE: EVT

RELEASED 23 AUGUST 2018

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Results for announcement to the market (Appendix 4E)

Annexure to the Appendix 4E

Consolidated financial report

INTERNET

These results will be available on the internet at www.evt.com under the Investor Centre menu.

ENQUIRIES

Media enquiries should be directed to:

Jane Hastings – CEO Phone: (02) 9373 6600 David Stone – Company Secretary

Street address Postal address 478 George Street GPO Box 1609 SYDNEY NSW 2000 SYDNEY NSW 2001

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APPENDIX 4E (Rule 4.3A)

PRELIMINARY FINAL REPORT

FOR THE YEAR ENDED 30 JUNE 2018

RESULTS FOR ANNOUNCEMENT TO THE MARKET

(All comparisons to the year ended 30 June 2017)

Revenue and other income Down 0.4% to Total revenues and other income Down 0.4% to Profit before individually significant items, net finance costs and income tax Up 12.0% to Net finance costs Profit before individually significant items and income tax expense Up 13.8% to Individually significant items Profit before income tax expense Up 5.2% to Income tax expense Profit for the year attributable to members of the parent entity Up 1.0% to	Revenue and other income Down 0.4% to Total revenues and other income Down 0.4% to Profit before individually significant items, net finance costs and income tax Up 12.0% to Net finance costs Profit before individually significant items and income tax expense Up 13.8% to Individually significant items Profit before income tax expense Up 5.2% to Income tax expense Profit for the year attributable to members of the parent entity Up 1.0% to	Revenue and other income Down 0.4% to Total revenues and other income Down 0.4% to Profit before individually significant items, net finance costs and income tax Up 12.0% to Net finance costs Profit before individually significant items and income tax expense Up 13.8% to Individually significant items Profit before income tax expense Up 5.2% to Income tax expense Profit for the year attributable to members of the parent entity Up 1.0% to	Revenue and other income Down 0.4% to Total revenues and other income Down 0.4% to Profit before individually significant items, net finance costs and income tax Up 12.0% to Net finance costs Profit before individually significant items and income tax expense Up 13.8% to Individually significant items Profit before income tax expense Up 5.2% to Income tax expense Profit for the year attributable to members of the parent entity Up 1.0% to	2018 A$’000 2017 A$’000
				1,289,738 1,294,269
				1,289,738 1,294,269
				190,270 169,932 (7,056) (8,995)
				183,214 160,937 (17,673) (3,616)
				165,541 157,321 (53,631) (46,502)
				111,910 110,819

Dividends	Amountper security		Franked amountper security
Final dividend - Current year - Previous corresponding period		31.0 ¢ 31.0 ¢	31.0 ¢ 31.0 ¢
Interim dividend - Current year - Previous corresponding period		21.0 ¢ 20.0 ¢	21.0 ¢ 20.0 ¢
Total dividend (interim and final): - Current year - Previous corresponding period	xxxxxxxxxx	xxxxxxxx 52.0 ¢ 51.0 ¢	xxxxxxxxxxxxxxxxxx 52.0 ¢ 51.0 ¢
Record date for determining entitlements to the dividend For an explanation of the figures reported refer to commentary on results.		6 September 2018

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APPENDIX 4E (Rule 4.3A) PRELIMINARY FINAL REPORT FOR THE YEAR ENDED 30 JUNE 2018

1. Comments by Directors

See commentary attached to this report.

2. NTA Backing

Current period Previous corresponding period Net tangible asset backing per ordinary $6.14 $5.86 security Annual Meeting The annual meeting will be held as follows: Place: Event Cinemas 505-525 George Street Sydney NSW 2000 Date: 19 October 2018 Time: 10:00 am Sydney time Approximate date the annual report will be available: 14 September 2018

3. Annual Meeting

4. Dividend Re-Investment Plan

The Dividend Reinvestment Plan (“DRP”) was suspended in August 2010 and will not operate for the 2018 final dividend.

5. Compliance statement

The report is based on accounts which have been subject to audit.

ANNEXURE TO THE APPENDIX 4E

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The information presented below is the Operating and Financial Review, which forms part of the 2018 Directors Report

OPERATING AND FINANCIAL REVIEW

Overview of the Group

Net profit after tax was $111,910,000 (2017: $110,819,000), an increase of $1,091,000 or 1.0% above the prior year result. The normalised result before interest and income tax expense was $190,270,000 (2017: $169,932,000), an increase of $20,338,000 or 12.0% and the normalised result after tax was $124,281,000 (2017: $113,684,000), an increase of $10,597,000 or 9.3% above the prior year result.

The individually significant items for the year are set out on page 3. The individually significant items were a net expense item after tax of $12,371,000 (2017: net expense item after tax of $2,865,000).

ANNEXURE TO THE APPENDIX 4E

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Overview of the Group (continued)

A summary of the normalised result is outlined below:

Overview of the Group (continued) A summary of the normalised result is outlined below:
	2018		2017 2016 Normalised result Reconciliation to reported net profit Normalised result Reconciliation to reported net profit $’000 $’000 $’000 $’000**
	Normalised	Reconciliation to
	result*	reported netprofit
	$’000	$’000
Entertainment Australia New Zealand Germany Hospitality and Leisure Hotels and Resorts Thredbo Alpine Resort Property and Other Investments Unallocated revenue and expenses Normalised profit before interest and tax Finance revenue Finance costs Normalised profit before tax Income tax expense Normalised profit after tax Individually significant items – net of tax Profit for the year		68,600 78,957 11,150 10,787 19,918 22,246 69,270 52,734 21,838 18,187 16,528 9,343 (17,034) (22,322)		78,957 88,515 88,515 10,787 10,508 10,508 22,246 36,042 36,042 52,734 51,597 51,597 18,187 15,007 15,007 9,343 5,584 5,584 (22,322) (21,308) (21,308)
	68,600
	11,150
	19,918

	69,270
	21,838
	16,528
	(17,034)
	190,270	190,270 169,932 599 807 (7,655) (9,802)		169,932 185,945 185,945 807 915 915 (9,802) (8,946) (8,946)
	599
	(7,655)
	183,214	183,214 160,937 (58,933) (47,253)		160,937 177,914 177,914 (47,253) (51,934) (51,934)
	(58,933)
	124,281	124,281 113,684		113,684 125,980 125,980 (2,865) 4,268 110,819 130,248
		(12,371) 111,910

Normalised result is profit for the year before individually significant items (as outlined in Note 2.3 to the financial statements and in the table below). As outlined in Note 2.2 to the financial statements, this measure is used by the Group’s CEO to allocate resources and in assessing the relative performance of the Group’s operations. The normalised result is an unaudited non-International Financial Reporting Standards measure.
2 -

ANNEXURE TO THE APPENDIX 4E

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Overview of the Group (continued)

An analysis of the last five years is outlined below:

Overview of the Group (continued) An analysis of the last five years is outlined below:
	2018 2017 2016 2015 2014
Total revenue and other income ($’000) Basic earnings per share (cents) Dividends declared(a)($’000) Dividends per share (cents) Special dividend per share (cents)	1,289,738 1,294,269 1,280,889 1,174,662 1,097,138 69.9 69.6 82.2 68.9 49.7 83,670 81,886 81,886 85,097 67,435 52 51 51 45 42 – – – 8 –

(a) Includes the interim dividend paid and the final and special dividends declared in relation to the financial year ended 30 June.

Individually significant items

Individually significant items comprised the following:

Individually significant items Individually significant items comprised the following:
	2018 $’000 2017 $’000
Impairment charges Managing Director retirement and transition costs Net proceeds from insurance Write-back of expired voucher stock Other individually significant items (net) Individually significant items before income tax Income tax benefit Individually significant items after income tax	(18,525) (10,986) – (5,526) 1,148 5,457 – 5,184 (296) 2,255
	(17,673) (3,616) 5,302 751
	(12,371) (2,865)

The individually significant items for the year included impairment charges, restructure, redundancy and closure costs, and hotel pre-opening expenses offset by termination fees in relation to certain hotel management agreements. The individually significant items for the prior year included impairment charges, Managing Director retirement and transition costs and hotel pre-opening expenses offset by net proceeds from insurance, the write-back of expired voucher stock, profit on sale of a cinema circuit in Fiji and profit on sale of apartments.

Investments

The Group acquired property, plant and equipment totalling $169,388,000 during the year. The significant acquisitions and capital additions include the following:

QT Queenstown, QT Perth and Atura Adelaide Airport hotel developments;
the redevelopment of QT Museum Wellington;
cinema developments at Smithfield (QLD), Palmerston (NT), Whitford (WA), Plenty Valley (VIC), Coomera (QLD) and Kawana (QLD); and
refurbishment requirements for the cinemas, hotels and resorts.

Property

The Group’s interest in land and buildings and integral plant and equipment, including long term leasehold land and improvements, is independently valued by registered qualified valuers on a progressive three year cycle. Independent valuations for the majority of the Group’s properties have been obtained at 30 June 2018, and the revised total value of the Group’s interest in land and buildings, excluding investment properties, based on these independent valuations is $1,963,300,000 (refer to Note 3.3 to the financial statements) whilst the total written-down book value of these land and buildings including integral plant and equipment at 30 June 2018 was $1,118,029,000. The total value of the investment properties at 30 June 2018 was $74,000,000.

Capital structure

Cash and term deposits at 30 June 2018 totalled $95,564,000 and total bank debt outstanding was $375,540,000.

ANNEXURE TO THE APPENDIX 4E

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Treasury policy

The Group manages interest rate risk in accordance with a Board approved policy covering the types of instruments, range of protection and duration of instruments. The financial instruments cover interest rate swaps and forward rate agreements. Maturities of these instruments are up to a maximum of five years. Interest rate swaps and forward rate agreements allow the Group to raise long term borrowings at floating rates and swap a portion of those borrowings into fixed rates.

The approved range of interest rate cover is based on the projected debt levels for each currency and reduced for each future year. At 30 June 2018, the Group had no interest rate hedges (2017: no interest rate hedges) due to the low level of Group debt.

Liquidity and funding

The Group’s secured bank debt facilities were amended and restated on 15 August 2017 and comprise the following:

$545,000,000 revolving multi-currency loan facility; and
$15,000,000 credit support facility (for the issue of letters of credit and bank guarantees).

Cash flows from operations

Net operating cash inflows increased to $207,749,000 from $188,681,000 recorded in the prior comparable year. This increase was driven by an overall increase in operating cash flow from the Group’s major operating businesses and a reduction in tax paid due to timing differences.

Impact of legislation and other external requirements

There were no changes in environmental or other legislative requirements during the year that have significantly impacted the results of operations of the Group.

REVIEW OF OPERATIONS BY DIVISION

ENTERTAINMENT Entertainment – Australia

REVIEW OF OPERATIONS BY DIVISION ENTERTAINMENT Entertainment – Australia
As at 30 June	2018 2017 Movement
Cinema locations Cinema screens **	77 73 4 703 674 29

Managed and joint venture cinema sites (excludes Moonlight Cinema sites and screens).

The normalised profit before interest and income tax expense was $68,600,000, a decrease of $10,357,000 or 13.1% below the prior comparable year.

The total Australian Box Office for the year finished 4.7% below the prior year and the Group’s box office traded in line with market. The titles that grossed over $30 million at the Australian Box Office during the year included: Avengers: Infinity War ($61.7 million); Star Wars: The Last Jedi ($58.0 million); Jumanji: Welcome to the Jungle ($48.6 million); Black Panther ($40.7 million); Deadpool 2 ($35.5 million); Thor: Ragnarok ($35.2 million); and The Greatest Showman ($34.4 million). The top 50 films grossed $893.2 million, only $1.2 million behind the top 50 films of 2017 which grossed $894.5 million however the balance of the 2018 slate outside of the top 50 films was 16.1% below the prior year.

The total revenues for the division were correspondingly impacted by the fall in the Australian Box Office. The average admission price declined by 1.7% due to targeted discounting which was largely offset by increased admissions and merchandising spend. Strong growth in Merchandising spend per admission of 4.3% was achieved as a result of new digital conversion campaigns and a greater focus on core range sales. Cost of goods sold reduced by 3.4% resulting in an overall increase in merchandising profit per customer. Good growth in other revenues including advertising up 7% and online booking fees up 22% underpinned by a 42% increase in online transactions. Costs were impacted by rising energy and electricity charges which increased by 12% ($1,161,000) and new site opening expenses of $826,000.

ANNEXURE TO THE APPENDIX 4E

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The Group’s focus on a premium and value cinema model has delivered good results, with most value sites benefitted from a combination of increased admissions and merchandising spend. In premium locations, the Group has been able to achieve an increase in the average admission price at peak times and an increase in the percentage of customers choosing premium cinemas relative to traditional cinemas during the year.

The Group continued to pursue increased market share and visitation loyalty through the Cinebuzz program with membership increasing by a record 33% which represents an increase of over 500,000 members since 30 June 2017. Cinebuzz member bookings now represent 64% of total admissions and the program is a powerful marketing and sales channel.

During the year the Group opened four new cinemas, totalling 29 screens. These included new Event Cinemas in Smithfield (Cairns) which includes one Vmax and five traditional screens, Palmerston (Darwin), which includes two Vmax and four traditional screens, and Whitford (Perth) which includes two Gold Class, two Vmax and four traditional screens. In addition, Village Plenty Valley opened in April 2018 including Gold Class and Vmax auditoria. These new sites contributed negatively to earnings, as expected in the first year of trading. With the exception of Palmerston, the cinemas are trading in line with initial expectations. New Event Cinemas in Coomera (Gold Coast) and Kawana (Sunshine Coast) are due to open later in 2018 and will incorporate premium cinemas and new concepts.

Entertainment – New Zealand

Entertainment – New Zealand
As at 30 June	2018 2017 Movement
Cinema locations Cinema screens **	19 18 1 129 124 5

Managed and joint venture cinema sites.

The normalised profit before interest and income tax expense was $11,150 000, an increase of $1,105,000 or 11.0% above the prior year after adjusting for the contribution from the Fiji Cinema Joint Venture in the prior year.

Total New Zealand Box Office fell by 1.5% whilst the Group’s box office revenues were marginally above the prior year. The five highest-grossing titles within the New Zealand market included: Avengers: Infinity War (NZ$9.8 million); Star Wars: The Last Jedi (NZ$8.4 million); Black Panther (NZ$ 6.8 million); Thor: Ragnarok (NZ$6.8 million); and Jumanji: Welcome to the Jungle (NZ$6.4 million). These five titles achieved a combined total of NZ$38.2 million compared to the top five titles in the prior year which collectively grossed NZ$30.6 million. Whilst these highest-grossing titles performed very well, mid-tier film product was comparatively weaker with only 51 films grossing over NZ$1.0 million compared to 57 titles in the prior year. Local film content was also comparatively weak, with New Zealand titles comprising 2.4% of box office compared to 3.5% in the prior year.

Merchandising spend per admission increased by 3.5%, driven by a focus on the core product range and a number of successful candy bar combo promotions. There was a strong increase in online booking fee revenue of 44% over the prior year, with 30% of all admissions booked online. Costs decreased by $1,556,000 on flat admissions driven by a focus on new operating models.

Income from the Virtual Print Fee (“VPF”) arrangements totalled $932,000 (2017: $1,397,000). These arrangements are expected to conclude in the 30 June 2019 year with remaining income of approximately $732,000.

The New Zealand circuit continues to pursue market share through the Cinebuzz loyalty program, with membership increasing by 17% since 30 June 2017.

The Group disposed of its two-thirds interest in the Fiji Cinema Joint Venture on 29 June 2017. The prior year result included the Group’s share of earnings from the Fiji Cinema Joint Venture of $742,000.

ANNEXURE TO THE APPENDIX 4E

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Entertainment – Germany

Entertainment – Germany
As at 30 June	2018 2017 Movement
Cinema locations Cinema screens **	54 52 2 418 409 9

Managed and joint venture cinema sites.

The normalised profit before interest and income tax expense was $19,918,000, a decline of $2,328,000 or 10.5% below the prior comparable year.

The result reflects an 8.9% fall in the total German market admissions which was impacted by the relative underperformance of the release slate, extreme and record weather conditions and disruption caused by the staging of the FIFA World Cup that was held in June and July 2018. The top ten titles at the German Box Office during the year were: Fack Ju Göhte 3 (6.1 million admissions); Star Wars: The Last Jedi (5.9 million admissions); Despicable Me 3 (4.6 million admissions); Avengers: Infinity War (3.3 million admissions); IT (3.1 million admissions); Fifty Shades Freed (2.8 million admissions); Deadpool 2 (2.0 million admissions); Dieses Bescheuerte Herz (2.0 million admissions); Jumanji: Welcome to the Jungle (2.0 million admissions); and Bullyparade – Der Film (1.9 million admissions). The top ten films achieved total market admissions of 33.70 million, consistent with the top ten films of the 2017 year which achieved 33.74 million admissions. Outside of the top ten films, the market underperformed on a comparative basis, down 12.5%. German-produced films represented 21.2% (2017: 13.9%) of the German Box Office and admissions to German films increased by 36% over the previous year. The online ticketing percentage increased 16.8%.

Average admission price and screen advertising revenues were consistent with the prior year whilst merchandising profit per admission increased by 7.3% and booking fee income was up 7.4%. Costs were well managed and the strengthening of the Euro by 5.7% against the Australian dollar also assisted with the conversion.

Income from the Virtual Print Fee (“VPF”) arrangements totalled $6,819,000 (2017: $5,795,000) and this income item is expected to wind-down over the next two years and conclude in the 30 June 2020 year. The VPF income for the 2019 and 2020 financial years is expected to deliver approximately $2,632,000 and $2,630,000 respectively.

The Cinestar loyalty program was enhanced and has increased the membership base by 27.8%. A strong focus on increasing loyalty members and the introduction of online package sales is expected to deliver further growth.

Cinema locations increased during the year with the addition of the two-screen leased site Weimar Atrium and the 7-screen freehold site Neumünster. There are three new leasehold sites under current development including: Augsburg, with 9- screens and expected to open in October 2018; Remscheid with 5-screens and expected to open in the first quarter of the 2019 calendar year; and Freising with 5-screens and also expected to open in the first quarter of the 2019 calendar year. The three new cinemas will incorporate traditional as well as introduce premium seating concepts.

HOSPITALITY AND LEISURE Hotels and Resorts As at 30 June	2018 2017 Movement
Locations Rooms **	55 58 (3) 8,975 9,132 (157)

Owned and managed hotels.

The normalised profit before interest and income tax expense was $69,270,000, an increase of $16,536,000 or 31.4% above the prior comparable year.

ANNEXURE TO THE APPENDIX 4E

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Occupancy in the Group’s owned hotels (all brands) increased three percentage points to 79.5% whilst the average room rate increased by 3.4% to $185, resulting in an increase in revenue per available room (“revpar”) of 7.5%. In locations where comparable competitive statistics are available, the majority of the Group’s owned and managed hotels exceeded market RevPar growth. The majority of the Group’s owned hotels delivered earnings growth with a total of 56% of growth coming from new hotels QT Melbourne (opened September 2016), QT Queenstown (opened December 2017) and Rydges Geelong (acquired March 2017), and 44% from all other owned hotels. The Sydney market continues to perform well, albeit with some supply induced softening impacting demand in the second half, and new supply in Melbourne capped growth in that location.

Occupancy in the Group’s owned Rydges hotels increased by two percentage points to 80.3% and the average room rate increased marginally to $159, resulting in an increase in revpar of 3.6%. Demand levels remained close to all time highs for the majority of the Group’s owned Rydges Hotels and this was particularly the case in Queenstown, Rotorua and Cairns. A strong first full year contribution from Rydges Geelong (acquired March 2017) also assisted the result with 33% of the overall growth in earnings from Rydges owned hotels coming from Geelong.

Occupancy in the Group’s QT hotels increased by 4.4 percentage points over the prior comparable period to 80.7% and the average room rate increased by 5.7% to $235, resulting in an increase in revpar of 11.7%. QT Queenstown (opened December 2017) attained optimal occupancy levels soon after opening and the impact of QT Queenstown, together with the first full year of trading for QT Melbourne (opened September 2016), contributed 57% of the overall growth in earnings from owned QT hotels. QT Sydney continues to trade well albeit with a marginal impact from new supply in the Sydney market. Strong growth in Conference & Events business underpinned profit uplifts from Canberra and the Gold Coast and, in addition, the Gold Coast also benefitted from the activity associated with the staging of the Commonwealth Games in April 2018.

Occupancy in the Group’s Atura hotels increased 2.1 percentage points over the prior comparable year to 72.3% and average room rate increased by 1.2% to $141, resulting in an increase in revpar of 4.3%.

Managed hotels across New Zealand and most Australian mainland capital cities produced good results. The Brisbane properties recorded solid growth despite recent increased supply within that market and regional centres, such as Bathurst and Kalgoorlie, also traded well.

The management services agreements for the Art Series Hotels ended in October 2017, whilst hotels located in Brisbane, Mackay, Newcastle, Melbourne and Tailem Bend in South Australia joined the managed portfolio in the second half of the year. In addition, Rydges Darwin Central joined the portfolio in July 2018, and a management development consulting agreement has been signed for The Hermitage Aoraki Mount Cook.

Thredbo Alpine Resort

The normalised profit before interest and income tax expense was $21,838,000, an increase of $3,651,000 or 20.1% above the prior comparable year.

The 2017 snow season was consistent with the 2016 season in July and August however September 2017 experienced good snowfall resulting in a 40% increase in skiers which largely contributed to an overall increase in visitation of 12% for the season. Total revenue for the year grew 10% to $72,971,000 with lift pass revenue for the 2017 snow season from 1 July 2017 increasing by 13%, and similar increases achieved in other ski-related ancillary revenue streams. Strong food and beverage revenues contributed to overall growth, with revenue improving by 15% over the prior year.

Summer revenues continue to grow, underpinned by growth in mountain biking visitation with total summer revenue increasing by 19% over the prior year.

PROPERTY AND OTHER INVESTMENTS

The normalised profit before interest and income tax expense was $16,528,000, an increase of $7,185,000 or 76.9% above the prior year. The improved result includes rental income from the two properties located at 458-472 George Street, Sydney, which were acquired in May 2017 and are currently leased to several retail and commercial tenants. The result was further assisted by a fair value increment of the investment properties of $5,750,000.

ANNEXURE TO THE APPENDIX 4E

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Updated independent valuations for the majority of the Group’s properties have been obtained at 30 June 2018, and based on these valuations the fair value of the Group’s property portfolio at 30 June 2018 is approximately $2.0 billion (including investment properties), whilst the book value of these interests is $1.2 billion. Further information regarding the fair value of the Group’s property portfolio is disclosed in note 3.3 to the financial statements.

UNALLOCATED REVENUES AND EXPENSES

The unallocated revenues and expenses include the Group’s corporate functions and various head office expenses. The decrease in the net expense reflects the new corporate structure, reduced incentive payments and general cost saving initiatives.

END

EVENT HOSPITALITY & ENTERTAINMENT LIMITED A B N 5 1 0 0 0 0 0 5 1 0 3

2018 ANNUAL REPORT

Section


Section	Page
Directors’ Report	2
Message from the Chairman regarding the Remuneration Report	16
Directors’ Report: Remuneration Report – Audited	17
Lead Auditor’s Independence Declaration	30
Statement of Financial Position	31
Income Statement	32
Statement of Comprehensive Income	33
Statement of Changes in Equity	34
Statement of Cash Flows	35
Notes to the Financial Statements
Section 1 – Basis of preparation
1.1 – Reporting entity	36
1.2 – Basis of preparation	36
1.3 – Foreign currency	37
1.4 – New standards and interpretations not yet adopted	37
Section 2 – Performance for the year
2.1 – Revenue	39
2.2 – Segment reporting	40
2.3 – Individually significant items	45
2.4 – Taxation	45
2.5 – Earnings per share	48
Section 3 – Operating assets and liabilities
3.1 – Trade and other receivables	49
3.2 – Inventories	50
3.3 – Property, plant and equipment	50
3.4 – Investment properties	54
3.5 – Goodwill and other intangible assets	55
3.6 – Trade and other payables	57
3.7 – Provisions	57
3.8 – Other liabilities	58
Section 4 – Capital structure and financing
4.1 – Share capital	59
4.2 – Dividends	60
4.3 – Reserves	61
4.4 – Loans, borrowings and financing arrangements	62
4.5 – Financial risk management	63
Section 5 – Group composition
5.1 – Business combinations	68
5.2 – Subsidiaries	70
5.3 – Interests in other entities	73
Section 6 – Employee benefits and related party transactions
6.1 – Share-based payments	76
6.2 – Director and executive disclosures	79
6.3 – Related parties	80
Section 7 – Other information
7.1 – Commitments and leases	81
7.2 – Contingent liabilities	82
7.3 – Reconciliation of profit for the year to net cash provided by operating activities	82
7.4 – Auditors’ remuneration	83
7.5 – Parent entity disclosures	83
7.6 – Events subsequent to reporting date	84
7.7 – Deed of Cross Guarantee	85
Directors’ Declaration	87
Independent Auditor’s Report	88

1 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

The directors present their report together with the financial report of EVENT Hospitality & Entertainment Limited, being the Company and its controlled entities (“Group”), for the year ended 30 June 2018 and the auditor’s report thereon.

DIRECTORS

The directors of the Company in office at any time during or since the end of the year are:

AG Rydge (Chairman)

Director since 1978

KG Chapman Director since 2010

PR Coates

Director since 2009

VA Davies

Director since 2011

DC Grant

Director since 2013

JM Hastings (Managing Director) Appointed 1 July 2017

PM Mann

Director since 2013

RG Newton Director since 2008.

Directors’ qualifications, experience and independent status

Alan Rydge

Non-executive Chairman, Board member since 1978, Chairman of the Board since 1980. Member of the Audit and Risk Committee and Member of the Nomination and Remuneration Committee.

Experience

A company director with 40-plus years experience in the film, hospitality, leisure and tourism industries. Joined the Greater Union group in 1971 and was formerly the Group Managing Director.

Directorships

Mr Rydge is also a director of the listed company, Carlton Investments Limited (appointed 1980, chairman since 1980). In addition, Mr Rydge is chairman of Alphoeb Pty Limited and Enbeear Pty Limited.

Kenneth Chapman MB BS, FAICD, FAIM, AFRACMA

Independent non-executive director and Board member since 2010.

Experience

A company director with 20-plus years senior executive experience in the tourism and real estate sectors. Currently, chief executive officer of Skyrail-ITM and executive director of the Chapman group of companies.

Directorships

Positions held by Mr Chapman during the last three years include:

director of Aquis Entertainment Limited (appointed 14 August 2015, resigned 3 November 2016);
chairman of Skyrail Pty Ltd trading as Skyrail Rainforest Cableway;
chairman of Far North Queensland Hospital Foundation;
chairman of Skyrail Rainforest Foundation Limited; and
director of various entities associated with the privately held Chapman group of companies.

2 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Directors’ qualifications, experience and independent status (continued)

Peter Coates AO, BSc (Mining Engineering), FAICD, FAusIMM

Independent non-executive director and Board member since 2009. Mr Coates served as a member of the Audit and Risk Committee and as a member and Chairman of the Nomination and Remuneration Committee until 2015. Mr Coates is the lead independent director.

Experience

A company director with more than 50 years of resource industry experience including as CEO of Xstrata and Glencore’s global coal businesses until his retirement in December 2007. Mr Coates was a past non-executive chairman of Santos Limited, Sphere Minerals Limited and Minara Resources Ltd, and a past chairman of the Minerals Council of Australia, NSW Minerals Council and Australian Coal Association. He was made an Officer of the Order of Australia in 2009 and awarded the Australasian Institute of Mining and Metallurgy Medal in 2011.

Directorships

Positions held by Mr Coates during the last three years include:

director of Glencore plc;
chairman of the Industry Advisory Council for the School of Minerals and Energy Resource Engineering, UNSW;
director of Santos Limited (resigned 19 February 2018); and
director and chairman of Sphere Minerals Limited (resigned 22 June 2016).

Valerie Davies FAICD

Independent non-executive director and Board member since 2011.

Experience

A company director with more than two decades of broad experience across diverse sectors, including tourism, property, health and media. In parallel, Ms Davies has more than 20 years senior executive experience in corporate communications, as Principal of her own consultancy One.2.One Communications Pty Ltd.

Directorships

Positions held by Ms Davies during the last three years include:

director of Cedar Woods Properties Limited;
director of HBF Health Limited (resigned 24 October 2017); and
commissioner of Tourism Western Australia.

David Grant BComm, CA, GAICD

Independent non-executive director, Board member since 2013, Chairman of the Audit and Risk Committee and Chairman of the Nomination and Remuneration Committee.

Experience

Mr Grant is a Chartered Accountant with 25-plus years accounting and finance experience spanning both the accounting profession and the commercial sector. Mr Grant’s executive career included roles with Goodman Fielder Limited and Iluka Resources Limited as well as co-founding a privately held resource exploration venture in New Zealand. Mr Grant was formerly a non-executive director of Consolidated Rutile Limited.

Directorships

Positions held by Mr Grant during the last three years include:

director of iiNet Limited (resigned 7 September 2015); and
director of Murray Goulburn Co-operative Co. Limited (appointed 27 October 2017).

3 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Directors’ qualifications, experience and independent status (continued)

Jane Hastings BComm

Managing Director and Chief Executive Officer (“CEO”) from 1 July 2017.

Experience

Ms Hastings has more than 20 years’ experience in the tourism, hospitality and entertainment sectors. Ms Hastings − previously held a number of senior positions with APN News & Media Limited, including CEO of The Radio Network (2012 − 2014) and CEO of New Zealand Media and Entertainment (NZME) (2014 2016). Ms Hastings was appointed as the Group’s Chief Operating Officer with effect from 29 August 2016 and on 27 April 2017, the Group announced that Ms Hastings would succeed Mr DC Seargeant as the Group’s Managing Director and CEO from 1 July 2017.

Directorships

Ms Hastings is also a New Zealand Film Commission board member.

Patria Mann BEc, CA, FAICD

Independent non-executive director and Board member since 2013. Member of the Audit and Risk Committee and Member of the Nomination and Remuneration Committee.

Experience

Mrs Mann is a Chartered Accountant, a former partner of KPMG and a company director with over 25 years’ experience. She has been a professional non-executive director for over 15 years. Mrs Mann has extensive audit, investigation, risk management and corporate governance experience.

Directorships

Positions held by Mrs Mann during the last three years include:

director of Bellamy’s Australia Limited (appointed 10 March 2016, resigned 18 May 2017);
director of Ridley Corporation Limited;
director of Perpetual Superannuation Limited (resigned 31 October 2016); and
director of Allianz Australia Limited.

Richard Newton BBus (Marketing), FAICD

Independent non-executive director and Board member since 2008.

Experience

A company director with 20-plus years senior executive experience in property investment and development, specifically in hotel operations.

Directorships

Positions held by Mr Newton during the last three years include:

chairman of Capricorn Village Joint Venture, WA;
chairman and director of Selpam (Australia) Pty Limited and a director of various companies wholly owned by Selpam (Australia) Pty Limited; and
director of Bonsey Jaden Pte Ltd, a digital advertising agency.

Explanation of abbreviations and degrees: AFRACMA Associate Fellow of The Royal Australasian College of Medical Administrators; AO Officer in the Order of Australia; BBus (Marketing) Bachelor of Business (Marketing ); BComm Bachelor of Commerce ; BEc Bachelor of Economics ; BSc (Mining Engineering) Bachelor of Science (Mining Engineering) ; CA Member of Chartered Accountants Australia and New Zealand; FAICD Fellow of the Australian Institute of Company Directors; FAIM Fellow of the Australian Institute of Management; FAusIMM Fellow of the Australasian Institute of Mining and Metallurgy; GAICD Graduate Member of the Australian Institute of Company Directors; and MB BS Bachelor of Medicine and Bachelor of Surgery.

COMPANY SECRETARIES

GC Dean CA, ACIS was appointed to the position of Company Secretary for EVENT Hospitality & Entertainment Limited in December 2002. GC Dean was Accounting Manager for the Company (2001 – 2002) and is a Chartered Accountant and a member of the Governance Institute of Australia.

DI Stone FCA, ACIS was appointed to the position of Company Secretary for EVENT Hospitality & Entertainment Limited in February 2012. Prior to this appointment, DI Stone was an audit senior manager at KPMG. DI Stone is a Fellow of the Institute of Chartered Accountants in England and Wales and a member of the Governance Institute of Australia.

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DIRECTORS’ REPORT

CORPORATE GOVERNANCE

The Board endorses the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations, 3rd Edition. The Group has disclosed its 2018 Corporate Governance Statement in the Corporate Governance section on the EVENT website (https://www.evt.com/investors/). As required, the Group has also lodged the 2018 Corporate Governance Statement and Appendix 4G with the ASX.

DIRECTORS’ MEETINGS

The number of directors’ meetings (including meetings of committees of directors) and the number of meetings attended by each of the directors of the Company during the year are set out below:

			Audit	and Risk	Nomination and	Nomination and
	Directors’		Committee		Remuneration
	meetings		meetings		Committee meetings
	Entitled		Entitled		Entitled
	to attend	Attended	to attend	Attended	to attend	Attended
AG Rydge	9	9	4	4	5	5
KG Chapman	9	9	–	–	–	–
PR Coates	9	9	–	–	–	–
VA Davies	9	9	–	–	–	–
DC Grant	9	9	4	4	5	5
JM Hastings(a)	9	9	4	4	4	4
PM Mann	9	8	4	4	5	5
RG Newton	9	9	–	–	–	–

(a) JM Hastings attended Audit and Risk Committee and certain Nomination and Remuneration Committee meetings by invitation. Other directors who are not members of a committee may attend meetings by invitation from time to time.

During the year, directors also visited various sites to improve their understanding of the Group’s locations and operations.

PRINCIPAL ACTIVITIES

The principal activities of the Group during the course of the year included the following:

cinema exhibition operations in Australia, including technology equipment supply and servicing, and the State Theatre;
cinema exhibition operations in New Zealand;
cinema exhibition operations in Germany;
ownership, operation and management of hotels and resorts in Australia and overseas;
operation of the Thredbo resort including property development activities; and
property development, investment properties, and investment in shares in listed and unlisted companies.

There were no significant changes in the nature of the activities of the Group during the year.

SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS

There were no significant changes in the state of affairs of the Group during the year.

OPERATING AND FINANCIAL REVIEW

Overview of the Group

The individually significant items for the year are set out on page 7. The individually significant items were a net expense item after tax of $12,371,000 (2017: net expense item after tax of $2,865,000).

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Overview of the Group (continued)

A summary of the normalised result is outlined below:

	2018	2018	2017 2016 Normalised result Reconciliation to reported net profit Normalised result Reconciliation to reported net profit $’000 $’000 $’000 $’000**
	Normalised	Reconciliation to
	result*	reported netprofit
	$’000	$’000
Entertainment Australia New Zealand Germany Hospitality and Leisure Hotels and Resorts Thredbo Alpine Resort Property and Other Investments Unallocated revenue and expenses Normalised profit before interest and tax Finance revenue Finance costs Normalised profit before tax Income tax expense Normalised profit after tax Individually significant items – net of tax Profit for the year		68,600 78,957 11,150 10,787 19,918 22,246 69,270 52,734 21,838 18,187 16,528 9,343 (17,034) (22,322)	78,957 88,515 88,515 10,787 10,508 10,508 22,246 36,042 36,042 52,734 51,597 51,597 18,187 15,007 15,007 9,343 5,584 5,584 (22,322) (21,308) (21,308)
	68,600
	11,150
	19,918

	69,270
	21,838
	16,528
	(17,034)
	190,270	190,270 169,932 599 807 (7,655) (9,802)	169,932 185,945 185,945 807 915 915 (9,802) (8,946) (8,946)
	599
	(7,655)
	183,214	183,214 160,937 (58,933) (47,253)	160,937 177,914 177,914 (47,253) (51,934) (51,934)
	(58,933)
	124,281	124,281 113,684	113,684 125,980 125,980 (2,865) 4,268 110,819 130,248
		(12,371) 111,910

Normalised result is profit for the year before individually significant items (as outlined in Note 2.3 to the financial statements and in the table below). As outlined in Note 2.2 to the financial statements, this measure is used by the Group’s CEO to allocate resources and in assessing the relative performance of the Group’s operations. The normalised result is an unaudited non-International Financial Reporting Standards measure.

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Overview of the Group (continued)

An analysis of the last five years is outlined below:

Overview of the Group (continued) An analysis of the last five years is outlined below:
	2018 2017 2016 2015 2014
Total revenue and other income ($’000) Basic earnings per share (cents) Dividends declared(a)($’000) Dividends per share (cents) Special dividend per share (cents)	1,289,738 1,294,269 1,280,889 1,174,662 1,097,138 69.9 69.6 82.2 68.9 49.7 83,670 81,886 81,886 85,097 67,435 52 51 51 45 42 – – – 8 –

(a) Includes the interim dividend paid and the final and special dividends declared in relation to the financial year ended 30 June.

Individually significant items

Individually significant items comprised the following:

Individually significant items Individually significant items comprised the following:
	2018 $’000 2017 $’000
Impairment charges Managing Director retirement and transition costs Net proceeds from insurance Write-back of expired voucher stock Other individually significant items (net) Individually significant items before income tax Income tax benefit Individually significant items after income tax	(18,525) (10,986) – (5,526) 1,148 5,457 – 5,184 (296) 2,255
	(17,673) (3,616) 5,302 751
	(12,371) (2,865)

Investments

The Group acquired property, plant and equipment totalling $169,388,000 during the year. The significant acquisitions and capital additions include the following:

QT Queenstown, QT Perth and Atura Adelaide Airport hotel developments;
the redevelopment of QT Museum Wellington;
cinema developments at Smithfield (QLD), Palmerston (NT), Whitford (WA), Plenty Valley (VIC), Coomera (QLD) and Kawana (QLD); and
refurbishment requirements for the cinemas, hotels and resorts.

Property

Capital structure

Cash and term deposits at 30 June 2018 totalled $95,564,000 and total bank debt outstanding was $375,540,000.

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DIRECTORS’ REPORT

Treasury policy

Liquidity and funding

The Group’s secured bank debt facilities were amended and restated on 15 August 2017 and comprise the following:

$545,000,000 revolving multi-currency loan facility; and
$15,000,000 credit support facility (for the issue of letters of credit and bank guarantees).

Cash flows from operations

Impact of legislation and other external requirements

There were no changes in environmental or other legislative requirements during the year that have significantly impacted the results of operations of the Group.

REVIEW OF OPERATIONS BY DIVISION

ENTERTAINMENT Entertainment – Australia

REVIEW OF OPERATIONS BY DIVISION ENTERTAINMENT Entertainment – Australia
As at 30 June	2018 2017 Movement
Cinema locations * Cinema screens *	77 73 4 703 674 29

Managed and joint venture cinema sites (excludes Moonlight Cinema sites and screens).

The normalised profit before interest and income tax expense was $68,600,000, a decrease of $10,357,000 or 13.1% below the prior comparable year.

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Entertainment – New Zealand

Entertainment – New Zealand
As at 30 June	2018 2017 Movement
Cinema locations * Cinema screens *	19 18 1 129 124 5

Managed and joint venture cinema sites.

The New Zealand circuit continues to pursue market share through the Cinebuzz loyalty program, with membership increasing by 17% since 30 June 2017.

Entertainment – Germany

Entertainment – Germany
As at 30 June	2018 2017 Movement
Cinema locations * Cinema screens *	54 52 2 418 409 9

Managed and joint venture cinema sites.

The normalised profit before interest and income tax expense was $19,918,000, a decline of $2,328,000 or 10.5% below the prior comparable year.

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DIRECTORS’ REPORT

(3.3 million admissions); IT (3.1 million admissions); Fifty Shades Freed (2.8 million admissions); Deadpool 2 (2.0 million admissions); Dieses Bescheuerte Herz (2.0 million admissions); Jumanji: Welcome to the Jungle (2.0 million admissions); and Bullyparade – Der Film (1.9 million admissions). The top ten films achieved total market admissions of 33.70 million, consistent with the top ten films of the 2017 year which achieved 33.74 million admissions. Outside of the top ten films, the market underperformed on a comparative basis, down 12.5%. German-produced films represented 21.2% (2017: 13.9%) of the German Box Office and admissions to German films increased by 36% over the previous year. The online ticketing percentage increased 16.8%.

Cinema locations increased during the year with the addition of the two-screen leased site Weimar Atrium and the 7-screen freehold site Neumünster. There are three new leasehold sites under current development including: Augsburg, with 9-screens and expected to open in October 2018; Remscheid with 5-screens and expected to open in the first quarter of the 2019 calendar year; and Freising with 5-screens and also expected to open in the first quarter of the 2019 calendar year. The three new cinemas will incorporate traditional as well as introduce premium seating concepts.

HOSPITALITY AND LEISURE Hotels and Resorts

HOSPITALITY AND LEISURE Hotels and Resorts
As at 30 June	2018 2017 Movement
Locations * Rooms *	55 58 (3) 8,975 9,132 (157)

Owned and managed hotels.

The normalised profit before interest and income tax expense was $69,270,000, an increase of $16,536,000 or 31.4% above the prior comparable year.

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Thredbo Alpine Resort

The normalised profit before interest and income tax expense was $21,838,000, an increase of $3,651,000 or 20.1% above the prior comparable year.

Summer revenues continue to grow, underpinned by growth in mountain biking visitation with total summer revenue increasing by 19% over the prior year.

PROPERTY AND OTHER INVESTMENTS

UNALLOCATED REVENUES AND EXPENSES

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DIRECTORS’ REPORT

BUSINESS STRATEGIES AND PROSPECTS FOR FUTURE FINANCIAL YEARS

The Group’s strategic plan will depend on industry, economic and political conditions, the potential impact of global events, the future financial performance and available capital, the competitive environment, evolving customer needs and trends, and the availability of attractive opportunities. It is likely that the Group’s strategies will continue to evolve and change in response to these and other factors, and there can be no absolute assurance that these current strategies, as detailed below, will be achieved.

PROPERTY

The Group has a property portfolio including land and buildings, integral plant and equipment and long term leasehold land and improvements with a fair value at 30 June 2018 of $1.96 billion (see note 3.3 to the financial statements). The Group will pursue the following strategies in relation to the property portfolio:

optimising the potential future development of the properties located at 458-472 George Street, Sydney;
identifying other potential future developments of the Group’s freehold properties; and
managing and maximising rental income associated with the Group’s investment properties.

Industry developments and risk factors

The independently determined fair value of the Group’s property portfolio may rise or fall according to a number of factors outside of the Group’s control including changes in applicable property market conditions.

The Group’s property portfolio includes property in zones of earthquake risk in New Zealand. A catastrophic incident affecting a Group property could have a material adverse impact on the Group’s earnings as a result of catastrophic damage and loss of future profits.

ENTERTAINMENT

Whilst the Group has no control over the general audience appeal of available films, providing consumers with a demonstrably superior experience in the cinema to that which can be achieved in the home is a central strategic platform. To achieve this, the Group will pursue the following strategies:

refurbishing key premium locations and reviewing and where appropriate closing underperforming locations;
implementing new pricing strategies to drive improvements in the average admission price and / or admission numbers;
developing new food and beverage concepts to drive improvements in spend per head;
enhancing the Cinebuzz loyalty program to grow membership and customer engagement;
growing alternative content to reduce reliance on Hollywood film titles;
identifying other sources of entertainment income;
sustaining audiences to grow advertising and sponsorship revenue; and
leveraging technology to increase efficiency through automation.

Industry developments and risk factors

The Group believes that there are certain current issues pertaining to the industry that have the capacity to impact the strategic plans and future direction of the cinema operations. The Group will continue to monitor developments in relation to the following issues:

alternative film delivery methods and the rise in popularity of other forms of entertainment (including over-the-top (“OTT”) internet content, subscription-based streaming services and video on demand (“VOD”));
shortening of the release window of film to other formats such as OTT and VOD;
increase in unauthorised recording (piracy) of visual recordings for commercial sale and distribution via the internet;
increase in competition including in relation to pricing;
international media industry consolidation which may reduce the number of distributors of Hollywood film titles;
changes in operating expenses including employee expenses and energy costs; and
impact of weather on cinema attendance.

HOTELS AND RESORTS

The Group will continue to provide hotel guests with accommodation that consistently delivers a product and service that meets or exceeds guest expectations. To provide this, the Group will continue to pursue the following strategies:

upgrading key properties to deliver growth in earnings;
adding new rooms to the Group’s portfolio including through new hotel management or other agreements, redevelopment of existing properties and freehold acquisitions;
enhancing the Priority Guest Rewards loyalty program to grow membership and customer engagement;
• growing conference and events revenue;
improving and innovating food and beverage offerings in the Group’s hotels to build incremental spend and enhance each hotel’s reputation; and
leveraging technology to increase efficiency through automation.

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DIRECTORS’ REPORT

Industry developments and risk factors

The Group believes that there are certain current issues pertaining to the industry that have the capacity to impact the strategic plans and future direction of the hotel operations. The Group will continue to monitor developments in relation to the following issues:

new hotel supply in key markets increasing competition for the Group’s hotels in those markets;
competition for the distribution of rooms from online travel agents;
changes in operating expenses including employee expenses and energy costs; and
growth and market penetration of alternative accommodation providers.

THREDBO ALPINE RESORT

The key strategy for the Thredbo Alpine Resort is to maintain the facility as one of the premier Australian holiday destinations. This strategy includes:

continuing to ensure the popularity, high quality and ambience of the winter-time resort facility;
continuing to improve snowmaking capability to mitigate risk in poor snow seasons;
increasing the number and quality of sporting and cultural events to increase visitation outside of the snow season;
expanding the mountain bike trail network to appeal to a broader range of riders; and
ensuring that the environmental integrity of the Resort is maintained and, where possible, improved.

Industry developments and risk factors

The Group believes that there are certain current issues pertaining to the industry that have the capacity to impact the strategic plans and future direction of Thredbo’s operations. The Group will continue to monitor developments in relation to the following issues:

reliance on natural snowfall, which is partially mitigated by the Group’s snow making capability;
changes in operating expenses including employee expenses and energy costs; and
short and long-term climate-related physical, regulatory and transition risks. Further information regarding the Group’s response to climate change is available in section 5.8 of the 2018 Corporate Governance Statement.

DIVIDENDS

Dividends paid or declared by the Company since the end of the previous year were:

		Total amount $’000 Date ofpayment Tax rate for franking credit
	Per share Cents
Declared and paid during the year Final 2017 dividend Interim 2018 dividend Declared after the end of the year Final 2018 dividend

	31	49,774 21 September 2017 30%
	21	33,790 15 March 2018 30%
		83,564
		49,880 20 September 2018 30%
	31

All the dividends paid or declared by the Company since the end of the previous year were 100% franked.

REMUNERATION REPORT

The Remuneration Report, which forms part of the Directors’ Report, is set out on pages 17 to 29 and has been audited as required by section 308(3C) of the Corporations Act 2001 .

EVENTS SUBSEQUENT TO REPORTING DATE

There has not arisen in the interval between the end of the year and the date of this report, any item, transaction or event of a material and unusual nature likely, in the opinion of the directors of the Company, to affect significantly the operations of the Group, the results of those operations, or the state of affairs of the Group, in future years.

LIKELY DEVELOPMENTS

Likely developments in the operations of the Group are referred to in the Review of Operations by Division, set out within this report.

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DIRECTORS’ REPORT

DIRECTORS’ INTERESTS

The relevant interest of each director of the Company in share capital of the Company, as notified by the directors to the ASX in accordance with section 205G(1) of the Corporations Act 2001, at the date of this report is as follows:

		Ordinary shares held
		by companies in which
	Ordinary shares held	a director has a	Performance shares	Performance rights
Director	directly	beneficial interest(a)	held directly	held directly
AG Rydge	4,431,663	68,948,033	−	−
KG Chapman	3,000	54,000	−	−
PR Coates	−	46,960	−	−
VA Davies	−	14,000	−	−
DC Grant	7,000	−	−	−
JM Hastings	−	−	−	113,040
PM Mann	−	6,000	−	−
RG Newton	−	66,000	−	−

(a) Relevant interest under the Corporations Act 2001 differs from the disclosure required under Australian Accounting Standards as presented in the Remuneration Report.

INDEMNIFICATION AND INSURANCE OF DIRECTORS AND OFFICERS

The Company’s constitution provides an indemnity to each person, including AG Rydge, KG Chapman, PR Coates, VA Davies, DC Grant, JM Hastings, PM Mann and RG Newton, who is or who has been a director or alternate director of the Company or of any related body corporate of the Company. The indemnity also extends to such other officers or former officers, including executive officers or former executive officers, of the Company and of any related body corporate of the Company as the directors of the Company determine.

In terms of the indemnity, the Company will indemnify the directors and other officers of the Company acting as such, to the full extent permitted by law, against any liability to another person (other than the Company or a related body corporate) incurred in acting as a director or officer of the Company, unless the liability arises out of conduct involving a lack of good faith. The indemnity includes any liability for costs and expenses incurred by such person in defending any proceedings, whether civil or criminal, in which judgement is given in that person’s favour, or in which the person is acquitted and in making an application in relation to any proceedings in which the court grants relief to the person under the law.

The Company has provided directors’ and officers’ liability insurance policies that cover all the directors and officers of the Company and its controlled entities. The terms of the policies prohibit disclosure of details of the amount of the insurance cover, its nature and the premium paid.

OFFICERS WHO WERE PREVIOUSLY PARTNERS OF THE AUDIT FIRM

Mrs PM Mann was previously a partner of the current audit firm, KPMG, at a time when KPMG undertook an audit of the Group.

AUDITOR INDEPENDENCE

The lead auditor’s independence declaration is set out on page 30 and forms part of the Directors’ Report for the year ended 30 June 2018.

NON-AUDIT SERVICES PROVIDED BY KPMG

During the year, KPMG, the Group’s auditor, performed certain other services in addition to their statutory duties.

The Board has considered the non-audit services provided during the year by the auditor and in accordance with written advice provided by resolution of the Audit and Risk Committee is satisfied that the provision of those non-audit services during the year by the auditor is compatible with, and did not compromise, the auditor independence requirements of the Corporations Act 2001 for the following reasons:

all non-audit services were subject to the corporate governance procedures adopted by the Group and have been reviewed by the Audit and Risk Committee to ensure they do not impact the integrity and objectivity of the auditor; and
the non-audit services provided do not undermine the general principles relating to auditor independence as set out in APES 110 Code of Ethics for Professional Accountants , as they did not involve reviewing or auditing the auditor’s own work, acting in a management or decision-making capacity for the Group, acting as an advocate for the Group or jointly sharing risks and rewards.

14 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

A copy of the auditors’ independence declaration as required under section 307C of the Corporations Act 2001 has been included in this Directors’ Report.

Details of the amounts paid to the auditor of the Group, KPMG, and its related practices for audit and non-audit services provided during the year are set out in Note 7.4 to the financial statements.

ROUNDING OFF

The Company is of a kind referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191 as issued by the Australian Securities and Investments Commission (“ASIC”). In accordance with that Instrument, amounts in the Directors’ Report and financial report have been rounded off to the nearest thousand dollars, unless otherwise stated.

Signed in accordance with a resolution of the directors:

==> picture [58 x 42] intentionally omitted <==

AG Rydge Director

==> picture [40 x 43] intentionally omitted <==

JM Hastings Director

Dated at Sydney this 23[rd] day of August 2018.

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DIRECTORS’ REPORT

MESSAGE FROM THE CHAIRMAN REGARDING THE REMUNERATION REPORT

Dear Shareholder

On behalf of the Board, I am pleased to introduce the EVENT Hospitality & Entertainment Limited 2018 Remuneration Report.

Remuneration arrangements for the CEO

Jane Hastings commenced as the Group’s new CEO with effect from 1 July 2017. Ms Hastings’ remuneration arrangements were set by the Board following advice from remuneration consultants in the prior year and full details of Ms Hastings’ remuneration for the year ended 30 June 2018 are disclosed in the remuneration table on page 23.

In accordance with the CEO’s contract, a review of Ms Hastings’ remuneration arrangements was conducted by the Board in the year ended 30 June 2018, including consideration of updated market benchmarking information. Market benchmarking for the CEO role considers the market capitalisation of the Group and the size, diversity and complexity of the Group’s operations, noting that by market capitalisation the Group is within the top 150 companies in the All Ordinaries index. Following this review, reasonable adjustments were made to the CEO’s fixed annual remuneration and maximum short term incentive opportunity with effect from 1 July 2018. Details of these new arrangements are set out on page 21.

Review of long term incentive arrangements

As foreshadowed in the 2017 Annual Report, the Board conducted a review of the Group’s long term incentive arrangements during the year ended 30 June 2018, with assistance from remuneration consultants as disclosed on page 22. The review found that the existing structure of the Executive Performance Rights Plan remained appropriate, and that the hurdles continued to provide appropriately challenging targets for plan participants and an alignment with shareholder interests. The Board continues to consider opportunities to further align the Group’s incentive arrangements with the Group’s long-term strategic objectives.

Changes in key management personnel

As CEO, Ms Hastings has reviewed and amended the internal organisational structure and this has resulted in some changes in the determination of which other executives meet the definition of “key management personnel” requiring disclosure in the remuneration report. Details of the key management personnel for the year ended 30 June 2018 are set out on page 22.

The Remuneration Report provides further details regarding the above matters as well as important material on remuneration strategy, structure and outcomes. The Board commends the Remuneration Report to you.

==> picture [58 x 42] intentionally omitted <==

AG Rydge Chairman

16 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

REMUNERATION REPORT – AUDITED

This report outlines the remuneration arrangements in place for the Group’s key management personnel (“KMP”) as defined in AASB 124 Related Party Disclosures including non-executive directors, the CEO (who is also the Managing Director), and other senior executives who have authority for planning, directing and controlling the activities of the Group. The KMP for the financial year are set out on page 22.

Remuneration philosophy

The Nomination and Remuneration Committee is responsible for making recommendations to the Board on remuneration policy and packages applicable to the Board members and senior executives. The objective of the remuneration policy is to ensure the remuneration package properly reflects the person’s duties and responsibilities, and that remuneration is competitive in attracting, motivating and retaining people of the appropriate quality.

Remuneration levels are competitively set to attract appropriately qualified and experienced directors and executives. The Nomination and Remuneration Committee obtains independent advice on the level of remuneration packages. The remuneration packages of the CEO and senior executives include an at-risk component that is linked to the overall financial and operational performance of the Group and based on the achievement of specific goals of the Group. Executives participate in the Group’s Executive Performance Rights Plan. The long term benefits of the Executive Performance Rights Plan are conditional upon the Group achieving certain performance criteria, details of which are outlined below.

Further details in relation to the Group’s share plans are provided in Note 6.1 to the financial statements.

Remuneration structure

In accordance with best practice corporate governance, the structure of non-executive director remuneration is separate and distinct from senior executive remuneration.

Non-executive director remuneration

Objective

The Group’s remuneration policy for non-executive directors aims to ensure that the Group can attract, retain and appropriately remunerate suitably skilled, experienced and committed individuals to serve on the Board and its committees.

Structure

The constitution and the ASX Listing Rules specify that the aggregate remuneration of non-executive directors shall be determined from time to time by a general meeting. The latest determination was at the Annual General Meeting held on 22 October 2010 when shareholders approved a maximum aggregate remuneration of $1,500,000 per year. Non-executive directors do not receive any performance related remuneration nor are they issued shares or performance rights.

The amount of aggregate remuneration sought to be approved by shareholders and the manner in which it is apportioned among directors are reviewed annually. The Board considers advice from external consultants as well as the fees paid to non-executive directors of comparable companies when undertaking the annual review process.

Each director receives a fee for being a director of the Company. A committee fee is also paid for being a member of the Audit and Risk Committee and the Nomination and Remuneration Committee. The payment of the committee fee recognises the additional time commitment required by directors who serve on those committees. Other Board committees may be appointed from time to time to deal with issues associated with the conduct of the Group’s various activities, and directors serving on such committees may receive an additional fee in recognition of this additional commitment.

The Board has approved non-executive director fees for the year ending 30 June 2019 as follows:

	2019 $ 2018 $
Chairman (including committee fees) Other non-executive directors Base fee Committee fee Additional fee for the Chairman of the Board committees	328,000 321,000 134,000 131,000 21,000 21,000 18,000 18,000

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DIRECTORS’ REPORT

Structure (continued)

The remuneration of non-executive directors for the year ended 30 June 2018 is detailed on page 23.

Directors’ fees cover all main Board activities. Non-executive directors are also entitled to be reimbursed for all reasonable business related expenses, including travel, as may be incurred in the discharge of their duties.

CEO and other executive remuneration

Objective

The Group’s remuneration policy aims to reward the CEO and other executives with a level and mix of remuneration commensurate with their position and responsibilities within the Group, and to:

reward executives for Group, business unit and individual performance against targets set by reference to appropriate benchmarks and key performance indicators (“KPIs”);
align the interests of executives with those of shareholders;
link reward with the strategic goals and performance of the Group; and
ensure total remuneration is competitive by market standards.

Structure

In determining the level and composition of executive remuneration, the Nomination and Remuneration Committee obtains independent advice on the appropriateness of remuneration packages for senior executives, based on remuneration trends in the market, from which recommendations are made to the Board.

It is the Group’s policy that employment contracts are entered into with the CEO and other senior executives. Details of these employment contracts are provided on page 21.

Remuneration consists of both fixed and variable remuneration components. The variable remuneration component includes a short term incentive (“STI”) plan and a long term incentive (“LTI”) plan. The proportion of fixed and variable remuneration (potential STI and LTI) is set and approved for each senior executive by the Nomination and Remuneration Committee.

Fixed annual remuneration

Objective

Remuneration levels for executives are reviewed annually to ensure that they are appropriate for the responsibilities, qualifications and experience of each executive and are competitive with the market.

The Nomination and Remuneration Committee establishes and issues an appropriate guideline for the purpose of the annual review of fixed annual remuneration levels. The guideline is based on both current and forecast Consumer Price Index and market conditions. There are no guaranteed fixed remuneration increases in any executives’ contracts.

Structure

Executives have the option to receive their fixed annual remuneration in cash and a limited range of prescribed fringe benefits such as motor vehicles and car parking. Fixed annual remuneration includes superannuation and all prescribed fringe benefits, including fringe benefits tax.

Variable remuneration – STI

Objective

The objective of the STI program is to link the achievement of the operational targets with the remuneration received by the executives charged with meeting those targets. The total potential STI available is set at a level to provide sufficient incentive to the executive to achieve the operational targets and such that the cost to the Group is reasonable in the circumstances.

Structure

Actual STI payments to each executive are determined based on the extent to which specific operating targets, set at the beginning of the year, are met. The operational targets consist of a number of KPIs covering both financial and non-financial measures of performance. Typically, KPIs and assessment criteria include:

meeting of pre-determined growth in Group earnings over the prior year;
meeting of strategic and operational objectives; and
assessed personal effort and contribution.

The Group has pre-determined benchmarks which must be met in order to trigger payments under the STI. The measures were chosen to directly align the individual’s STI to the KPIs of the Group and to its strategies and performance.

18 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Structure (continued)

On an annual basis, an earnings performance rating for the Group and each division is assessed and approved by the Nomination and Remuneration Committee. The individual performance of each executive is also assessed and rated and the ratings are taken into account when determining the amount, if any, of the STI to be allocated to each executive.

The aggregate of annual STI payments available for executives across the Group is subject to the approval of the Nomination and Remuneration Committee. STI payments are delivered as a cash bonus.

For the CEO and other executive KMP, the general target bonus opportunity range is from 50% to 80% of fixed annual remuneration. The target bonus range for the CEO and other executive KMP is detailed below:

Maximum STI calculated on fixed annual remuneration(a)	Allocated between:
	Group earnings Divisional earnings Special projects Other KPIs
Managing Director and CEO JM Hastings(b) 80% Other executive KMP NC Arundel 50% GC Dean 50% MR Duff 50% HR Eberstaller 50% JM Rodgers 50%	40% – 20% 20% 15% 20% – 15% 25% – – 25% 25% – 11% 14% 16.7% 16.7% 4% 12.6% 15% 20% – 15%

(a) Fixed annual remuneration is comprised of base salary, superannuation and benefits provided through salary sacrificing arrangements.

(b) The targets set for the CEO’s STI relate to the Group’s performance, the management of current property developments and other business growth targets. These targets may include, for example, the identification of new hotel developments that will provide an acceptable return and fit within the Group’s overall strategic objectives, the delivery of property development projects having regard to timing and budget, and the identification, negotiation and delivery of new cinema sites. The Board considers the specific targets to be commercially sensitive and accordingly further details of these targets have not been disclosed.

Bonuses may be paid above these levels at the discretion of the Nomination and Remuneration Committee and the Board, if it is assessed that an exceptional contribution has been made by an executive. There is no separate profit-share plan.

Variable remuneration – LTI

Objective

The objectives of the LTI plan are to:

align executive incentives with shareholder interests;
balance the short term with the long term Group focus; and
retain high calibre executives by providing an attractive equity-based incentive that builds an ownership of the Group mindset.

Structure

Executives are awarded performance rights which will only vest on the achievement of certain performance hurdles and service conditions. An offer is made under the Executive Performance Rights Plan to executives each financial year and is based on individual performance as assessed by the annual appraisal process. If an executive does not sustain a consistent level of high performance, they will not be nominated for Executive Performance Rights Plan participation. The Nomination and Remuneration Committee reviews details of executives nominated for participation subject to final Board approval. In accordance with the ASX Listing Rules, approval from shareholders is obtained before participation in the Executive Performance Rights Plan commences for the CEO.

Only executives who are able to directly influence the long term success of the Group participate in the Executive Performance Rights Plan.

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DIRECTORS’ REPORT

Structure (continued)

Each award of performance rights is divided into equal portions, with each portion being subject to a different performance hurdle. The performance hurdles are based on earnings per share (“EPS”) growth and relative total shareholder return (“TSR”) of EVENT Hospitality & Entertainment Limited as determined by the Board over a three year period (“Performance Period”). The extent to which the performance hurdles have been met will be assessed by the Board at the expiry of the Performance Period.

Performance rights do not carry the right to vote or to receive dividends during the Performance Period.

The performance hurdles for the awards of performance rights to executives in the financial year ended 30 June 2018 are based on EVENT Hospitality & Entertainment Limited’s EPS growth and relative TSR performance over the Performance Period of the three years to 30 June 2020, with EPS performance measured against the year ended 30 June 2017 (being the base year).

The performance hurdles for the awards of performance rights to executives in the financial year ended 30 June 2018 are as follows:

EPS hurdle

The EPS hurdle requires that the Group’s EPS growth for the Performance Period must be greater than the target set by the Board. The EPS hurdle was chosen as it provides evidence of the Group’s growth in earnings. The hurdle is as follows:

if annual compound EPS growth over the Performance Period is less than 4%, no performance rights will vest with the executive;
if annual compound EPS growth over the Performance Period is equal to or greater than 4% but less than 6%, the proportion of performance rights vesting will be increased on a pro-rata basis between 50% and 100%; or
if annual compound EPS growth over the Performance Period is equal to or greater than 6%, all of the performance rights awarded (and attaching to this hurdle) will vest with the executive.

TSR hurdle

The TSR hurdle requires that the Group’s relative TSR performance must be above the median of the Company’s comparator group (“comparator group”). The comparator group is the S&P/ASX 200 (excluding trusts, infrastructure groups and mining companies). TSR is defined as share price growth and dividends paid and reinvested on the ex-dividend date (adjusted for rights, bonus issues and any capital reconstructions) measured from the beginning to the end of the Performance Period.

The TSR performance hurdle was chosen as it is widely recognised as one of the best indicators of shareholder value creation. The comparator group for TSR purposes has been chosen as it represents the group with which the Group competes for shareholders’ capital. The hurdle is as follows:

if the Company’s TSR ranking relative to the comparator group over the Performance Period is less than the 51st percentile, no performance rights will vest;
if the Company’s TSR ranking relative to the comparator group over the Performance Period is equal to or exceeds the 51st percentile but is less than the 75th percentile, the proportion of performance rights vesting will be increased on a pro-rata basis between 50% and 100%; or
if the Company’s TSR ranking relative to the comparator group over the Performance Period is equal to or greater than the 75th percentile, all of the performance rights awarded will vest.

After the Board has assessed the extent to which the above performance hurdles and criteria have been achieved, executives will be allocated ordinary shares equal to the number of vested performance rights held.

The Board has retained the discretion to vary the performance hurdles and criteria.

Group performance

To provide further context on the Group’s performance and returns for shareholders, the following table outlines a 5 year history of key financial metrics:

of key financial metrics:
	2018 2017 2016 2015 2014
Net profit before individually significant items and income tax ($)(a) Dividends per share (cents) Special dividend per share (cents) Shareprice atyear end($)	183,214,000 160,937,000 177,914,000 152,367,000 108,304,000 52 51 51 45 42 – – – 8 – 13.39 13.37 14.53 12.54 9.33
(a) Refer to page 6 in the Directors’ Report for a reconciliation to reported net profit for the year.

20 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Employment contract for the CEO and other executive KMP

A summary of the key terms of Ms Hastings’ employment agreement is set out in the table below:

Contract term	Ms Hastings’ appointment is ongoing, and there is no fixed term.
Fixed annual remuneration	Effective from 1 July 2018, a remuneration package to the value of $1,450,000 per annum gross, comprising base salary, superannuation and, if applicable, any fringe benefits or additional superannuation contributions.
Incentives	Ms Hastings is eligible to participate in the Group’s incentive arrangements (including STI and LTI). Ms Hastings is eligible to receive an annual STI bonus payment with a target award of up to 80% of her fixed annual remuneration, subject to the achievement of performance criteria determined by the Board. The maximum award to Ms Hastings under the STI plan is 90% of fixed annual remuneration. Ms Hastings is also eligible to participate in the Group’s Long Term Incentive Plan (“LTIP”). The current LTIP is the Performance Rights Plan approved by shareholders at the 2013 Annual General Meeting. Subject to any required or appropriate shareholder approval, Ms Hastings’ allocation of performance rights under the LTIP will be determined based on a face value of 80% of the fixed annual remuneration.
Termination	Either party may terminate the agreement at any time by giving six months’ notice. On termination, the Group may at its discretion make a payment in lieu of all or part of the notice period based on Ms Hastings’ fixed annual remuneration at the time of the notice of termination. Ms Hastings may terminate immediately if there is a fundamental change in her responsibilities or authority without her consent. In that case, Ms Hastings is entitled to a payment equivalent to six months’ fixed annual remuneration. The Group may terminate the agreement immediately in circumstances of misconduct, or if Ms Hastings breaches any material term of the agreement, in which case there is no payment in lieu of notice.
Restraint	The agreement contains non-solicitation and other restraints that apply for a restriction period of up to 12 months. Ms Hastings may receive a restraint payment for some or all of the restriction period, calculated based on her fixed annual remuneration at the termination date.

The CEO’s contract provides for an annual review of the CEO’s fixed annual remuneration and maximum incentive opportunities. Employment contracts typically outline the components of remuneration paid to the CEO and other senior executives but do not prescribe how remuneration levels are to be modified from year to year. Generally, remuneration levels are reviewed each year to take into account Consumer Price Index changes, remuneration trends in the market, any change in the scope of the role performed by the executive and any changes required to meet the principles of the remuneration policy.

Termination provisions in the employment contracts with other executive KMP are summarised in the table below:

Termination by the executive	Termination by the Group	Expiry date of contract
The notice period is one month.	The notice period is one month. On termination, the Group may make a payment in lieu of notice, equal to the notice period. The Group retains the right to terminate the contract immediately under certain conditions. On termination, the executive is entitled to accrued annual and long service benefits. There are no other termination payments. Payment of any LTI (or pro-rata thereof) is subject to the rules in operation at the termination date and at the discretion of the Board.	Not applicable, rolling contracts.

21 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Use of remuneration consultants

During the year, the Nomination and Remuneration Committee employed the services of Godfrey Remuneration Group Pty Limited (“GRG”) to provide a minor update to previous advice relating to the Group’s LTI arrangements. Under the terms of the engagement, GRG provided remuneration recommendations as defined in section 9B of the Corporations Act 2001 and was paid $5,000 for these services. No other services or advice were provided by GRG during the year.

GRG has confirmed all recommendations have been made free from undue influence by members of the Group’s KMP. The following arrangements were made to ensure that the remuneration recommendations were free from undue influence:

GRG was engaged by, and reported directly to, the Chairman of the Board. The agreement for the provision of remuneration consulting services was executed by the Chairman on behalf of the Board;
the report containing the remuneration recommendations was provided by GRG directly to the Chairman; and
GRG was not required to speak to management in relation to the engagement and did not provide any member of management with a copy of their draft or final report that contained the remuneration recommendations.

As a consequence, the Board is satisfied that the recommendations were made free from undue influence from any members of the KMP.

Key management personnel

The KMP for the financial year are set out in the table below:

Name	Position	Period of responsibility	Employing company
Non-executive directors
Alan Rydge	Chairman and non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Kenneth Chapman	Independent non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Peter Coates	Independent non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
	and lead independent director		Entertainment Limited
Valerie Davies	Independent non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
David Grant	Independent non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Patria Mann	Independent non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Richard Newton	Independent non-executive director	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Executive director
Jane Hastings	Managing Director and CEO	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Other executive KMP
Norman Arundel	Director of Hotels and Resorts	1 July 2017 to 30 June 2018	Rydges Hotels Limited
	Operations
Gregory Dean	Director Finance & Accounting,	1 July 2017 to 30 June 2018	EVENT Hospitality &
	Company Secretary		Entertainment Limited
Mathew Duff	Director Commercial	1 July 2017 to 30 June 2018	EVENT Hospitality &
			Entertainment Limited
Hans Eberstaller	Managing Director of Commercial,	1 July 2017 to 30 June 2018	The Greater Union
	UK and Europe		Organisation Pty Limited
Jordan Rodgers	Director of Thredbo Operations	1 July 2017 to 30 June 2018	Kosciuszko Thredbo Pty
			Limited

22 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Directors’ and executives’ remuneration

Details of the nature and amount of each major element of the remuneration of each director of the Company and other KMP of the Group are set out below:

	Short term Post- employment	Share-based Other long term	Other Total
				Proportion of remuneration performance related
	Fixed annual remuneration and fees $ STI bonuses $ Non-cash benefits $ Insurance premiums(a) $ Superannuation contributions $	Performance rights(b) $ Accrued annual leave $ Accrued long service leave $	Termination payments $ $
DIRECTORS *Non-executive* AG Rydge 2018 2017 KG Chapman 2018 2017 PR Coates 2018 2017 VA Davies 2018 2017 DC Grant 2018 2017 PM Mann 2018 2017 RG Newton 2018 2017 *Executive* JM Hastings(c) 2018 2017	300,951 – – – 20,049 293,384 – – – 19,616 119,635 – – – 11,365 116,895 – – – 11,105 119,635 – – – 11,365 116,895 – – – 11,105 119,635 – – – 11,365 116,895 – – – 11,105 155,251 – – – 14,749 151,598 – – – 14,402 138,813 – – – 13,187 135,160 – – – 12,840 119,635 – – – 11,365 116,895 – – – 11,105 1,279,951 143,051 – 2,885 20,049 735,588 – – 1,650 17,311	– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – 195,376 41,647 – 31,877 21,634 –	– 321,000 – 313,000 – 131,000 – 128,000 – 131,000 – 128,000 – 131,000 – 128,000 – 170,000 – 166,000 – 152,000 – 148,000 – 131,000 – 128,000 – 1,682,959 – 808,060

				–
				–

				–
				–

				–
				–

				–
				–

				–
				–

				–
				–

				–
				–

				20.1%
				3.9%

23 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Directors’ and executives’ remuneration (continued)

	Short term Post- employment	Share-based Other long term	Other Total

	Fixed annual remuneration and fees $ STI bonuses $ Non-cash benefits $ Insurance premiums(a) $ Superannuation contributions $	Performance rights(b) $ Accrued annual leave $ Accrued long service leave $	Termination payments $ $	Proportion of remuneration performance related
OTHER EXECUTIVE KMP NC Arundel(d) 2018 2017 GC Dean 2018 2017 MR Duff 2018 2017 HR Eberstaller 2018 2017 JM Rodgers(e) 2018 2017	479,415 65,050 – 8,287 20,049 72,660 105,750 – 1,046 3,043 629,951 76,250 – 6,886 20,049 590,384 282,500 – 5,241 19,616 629,951 116,952 – 5,163 20,049 590,384 263,686 – 3,848 19,616 367,541 63,308 – 2,762 20,049 360,384 185,000 – 2,183 19,616 429,951 119,531 – 2,762 20,049 – – – – –	148,078 13,951 (5,341) 30,370 5,087 1,527 210,726 (30,992) 17,326 215,961 (13,419) 24,518 212,384 90,526 17,537 223,380 8,563 25,099 109,440 (6,362) 11,704 124,240 (41,036) (35,599) 109,949 1,065 9,494 – – –	– 729,489 – 219,483 – 930,196 – 1,124,801 – 1,092,562 – 1,134,576 – 568,442 – 614,788 – 692,801 – –

				29.2%
				62.0%

				30.9%
				44.3%

				30.1%
				42.9%

				30.4%
				50.3%

				33.1%
				–

24 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Directors’ and executives’ remuneration (continued)

(a) Amounts disclosed above for remuneration of directors and other executive KMP exclude insurance premiums paid by the Group in respect of directors’ and officers’ liability insurance contracts as the contracts do not specify premiums paid in respect of individual directors and officers. Information relating to the insurance contracts is set out within the Remuneration Report. The amounts disclosed in the table above relate to premiums paid by the Group for group salary continuance insurance.
(b) Amounts disclosed above for remuneration relating to performance shares and performance rights have been determined in accordance with the requirements of AASB 2 Share-based Payment . AASB 2 requires the measurement of the fair value of performance shares and performance rights at the grant date and then to have that value apportioned in equal amounts over the period from grant date to vesting date. Details of performance shares and performance rights on issue are set out within the Remuneration Report and further details on the terms and conditions of these performance shares and performance rights are set out in Note 6.1 to the financial statements.

(d) NC Arundel ceased to be a key management person of the Group effective 29 August 2016 and became a key management person of the Group effective 1 July 2017. Comparative amounts disclosed in the table above are in respect of the period for which NC Arundel was a key management person in the prior year.
(e) JM Rodgers became a key management person of the Group effective 1 July 2017. Consequently, no comparative information has been presented for Mr Rodgers in the table above.

Analysis of STI bonuses included in remuneration

The bonus table below is calculated on the basis of including bonuses awarded during the year ended 30 June 2018. It only includes remuneration relating to the portion of the relevant periods that each individual was a KMP. Details of the vesting profile of the STI bonuses awarded as remuneration to the CEO and other executive KMP of the Group are shown below:

	Included in remuneration(a)
	$	Awarded inyear	Not awarded inyear(b)
Managing Director and CEO
JM Hastings(c)	143,051	31.7%	68.3%
Other executive KMP
NC Arundel	65,050	26.7%	73.3%
GC Dean	76,250	25.0%	75.0%
MR Duff	116,952	38.3%	61.7%
HR Eberstaller	63,308	33.3%	66.7%
JM Rodgers	119,531	53.1%	46.9%

(a) Amounts included in remuneration for the year represent the amounts that were awarded in the year based on achievement of personal goals and satisfaction of specified performance criteria for the 30 June 2017 year. No amounts vest in future years in respect of the STI bonus schemes for the 2017 year.

(b) The amounts not awarded are due to the performance criteria not being met in relation to the assessment period.

Other transactions with key management personnel and their related parties

AG Rydge is a director of Carlton Investments Limited. Carlton Investments Limited rents office space from a controlled entity. Rent is charged to Carlton Investments Limited at a market rate. Rent and office service charges received during the year were $21,368 (2017: $20,240). The Company holds shares in Carlton Investments Limited. Dividends received during the year from Carlton Investments Limited totalled $755,213 (2017: $780,420).

AG Rydge paid rent, levies and other costs to Group entities during the year amounting to $101,539 (2017: $98,527). Rent is charged to AG Rydge at market rates.

A controlled entity has entered into a lease agreement for a cinema complex in Townsville with an entity related to KG Chapman. Rent paid under the lease is at market rates.

25 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Other transactions with key management personnel and their related parties (continued) Apart from the details disclosed in the Remuneration Report, no KMP has entered into a material contract with the Group since the end of the previous year and there were no material contracts involving directors’ interests existing at reporting date.

From time to time, KMP of the Group, or their related parties, may purchase goods or services from the Group. These purchases are usually on the same terms and conditions as those granted to other Group employees. Where the purchases are on terms and conditions more favourable than those granted to other Group employees, the resulting benefits form part of the total remuneration outlined within the Remuneration Report.

− Executive Performance Rights Plan current LTI plan

Analysis of LTI performance rights granted as remuneration

Details of the vesting profile of performance rights granted as remuneration to the CEO and other executive KMP are shown below:

below:
Number Grant date Vested during theyear Forfeited during the year Year in which the grant vests	Fair value
	Performance right – EPS $ Performance right – TSR $
Managing Director and CEO JM Hastings 82,737 15 Feb 2018 – – 30 Jun 2021 30,303 16 Feb 2017 – – 30 Jun 2020 Other executive KMP NC Arundel 19,888 15 Feb 2018 – – 30 Jun 2021 13,144 16 Feb 2017 – – 30 Jun 2020 13,650 18 Feb 2016 – – 30 Jun 2019 19,548 19 Feb 2015 18,845 703 30 Jun 2018 GC Dean 25,855 15 Feb 2018 – – 30 Jun 2021 20,538 16 Feb 2017 – – 30 Jun 2020 19,755 18 Feb 2016 – – 30 Jun 2019 23,870 19 Feb 2015 23,011 859 30 Jun 2018 MR Duff 25,855 15 Feb 2018 – – 30 Jun 2021 20,538 16 Feb 2017 – – 30 Jun 2020 19,755 18 Feb 2016 – – 30 Jun 2019 25,667 19 Feb 2015 24,744 923 30 Jun 2018 HR Eberstaller 12,333 15 Feb 2018 – – 30 Jun 2021 10,235 16 Feb 2017 – – 30 Jun 2020 10,349 18 Feb 2016 – – 30 Jun 2019 14,825 19 Feb 2015 14,292 533 30 Jun 2018 JM Rodgers 14,319 15 Feb 2018 – – 30 Jun 2021 12,121 16 Feb 2017 – – 30 Jun 2020 12,587 18 Feb 2016 – – 30 Jun 2019 15,277 19 Feb 2015 14,728 549 30 Jun 2018	11.82 6.80 11.09 3.92 11.82 6.80 11.09 3.92 14.01 11.40 10.74 8.40 11.82 6.80 11.09 3.92 14.01 11.40 10.74 8.40 11.82 6.80 11.09 3.92 14.01 11.40 10.74 8.40 11.82 6.80 11.09 3.92 14.01 11.40 10.74 8.40 11.82 6.80 11.09 3.92 14.01 11.40 10.74 8.40

26 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

− Executive Performance Rights Plan current LTI plan (continued)

Analysis of movements in performance rights

The movement during the year, by value, of performance rights in the Company held by the CEO and other executive KMP is detailed below:

	Granted during	Exercised during	Performance	Amount paid per
	the year(a)	the year	rights exercised	right exercised
	$	$	Number	$
Managing Director and CEO
JM Hastings	770,279	–	–	–
Other executive KMP
NC Arundel	185,157	243,654	18,845	–
GC Dean	240,708	297,518	23,011	–
MR Duff	240,708	319,924	24,744	–
HR Eberstaller	114,818	184,786	14,292	–
JM Rodgers	133,307	190,424	14,728	–

(a) The value of performance rights granted in the year is the fair value of the performance rights calculated at grant date, estimated using a Binomial tree model for those rights that have EPS hurdles and a Monte Carlo model for those rights that have TSR hurdles. The total value of the performance rights granted is included in the table above. This amount is allocated to remuneration over the vesting period.

No performance rights have been granted since the end of the year.

Performance rights holdings and transactions

The movement during the year in the number of performance rights in EVENT Hospitality & Entertainment Limited held by the CEO and other executive KMP is detailed below:

		Held at					Held at
		the beginning of					the end of
		theyear	Granted	Exercised	Forfeited	Other	theyear
Managing Director and	CEO
JM Hastings	2018	30,303	82,737	–	–	–	113,040
	2017	–	30,303	–	–	–	30,303
Other executive KMP
NC Arundel	2018	46,342	19,888	(18,845)	(703)	–	46,682
	2017	56,083	13,144	(22,885)	–	–	46,342
GC Dean	2018	64,163	25,855	(23,011)	(859)	–	66,148
	2017	64,981	20,538	(21,356)	–	–	64,163
MR Duff	2018	65,960	25,855	(24,744)	(923)	–	66,148
	2017	68,405	20,538	(22,983)	–	–	65,960
HR Eberstaller	2018	35,409	12,333	(14,292)	(533)	–	32,917
	2017	42,485	10,235	(17,311)	–	–	35,409
JM Rodgers	2018	39,985	14,319	(14,728)	(549)	–	39,027
	2017	45,718	12,121	(17,854)	–	–	39,985

No performance rights have been granted since the end of the year. No performance rights are held by any related parties of KMP.

27 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Executive Performance Share Plan − previous LTI plan

Performance shares exercised during the year

Details of performance shares in the Company exercised during the year by the CEO and other executive KMP are shown below:

	Exercised during	Performance	Amount paid per
	the year(a)	shares exercised	performance share
	$	Number	$
Managing Director and CEO
JM Hastings	–	–	–
Other executive KMP
NC Arundel	–	–	–
GC Dean	–	–	–
MR Duff	149,251	11,105	Nil
HR Eberstaller	145,716	10,842	Nil
JM Rodgers	–	–	–

(a) The value of performance shares exercised during the year is calculated as the market price of shares of the Company on the ASX as at close of trading on the date that the performance shares were exercised.

Performance share holdings and transactions

The movement during the year in the number of performance shares in EVENT Hospitality & Entertainment Limited held by the CEO and other executive KMP is detailed below:

		Held at					Held at
		the beginning					the end of
		of theyear	Granted	Exercised	Forfeited	Other	theyear
Managing Director and CEO
JM Hastings	2018	–	–	–	–	–	–
	2017	–	–	–	–	–	–
Other executive KMP
NC Arundel	2018	23,502	–	–	–	–	23,502
	2017	23,502	–	–	–	–	23,502
GC Dean	2018	–	–	–	–	–	–
	2017	–	–	–	–	–	–
MR Duff	2018	47,048	–	(11,105)	–	–	35,943
	2017	85,665	–	(38,617)	–	–	47,048
HR Eberstaller	2018	26,614	–	(10,842)	–	–	15,772
	2017	35,529	–	(8,915)	–	–	26,614
JM Rodgers	2018	–	–	–	–	–	–
	2017	–	–	–	–	–	–

No performance shares have been granted since the end of the year. There were no performance shares held by the related parties of KMP.

28 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

DIRECTORS’ REPORT

Equity holdings and transactions

The movement during the year in the number of ordinary shares of EVENT Hospitality & Entertainment Limited held, directly, indirectly or beneficially, by each KMP, including their related parties, is as follows:

				Received on
				release of
		Held at		performance			Held at
		the beginning of		shares or			the end of
		theyear	Purchases	rights	Sales	Other	theyear
Directors
AG Rydge (Chairman)	2018	72,788,603	607,500	–	–	–	73,396,103
	2017	72,788,603	–	–	–	–	72,788,603
KG Chapman	2018	57,500	–	–	–	–	57,500
	2017	57,500	–	–	–	–	57,500
PR Coates	2018	46,960	–	–	–	–	46,960
	2017	46,960	–	–	–	–	46,960
VA Davies	2018	14,000	–	–	–	–	14,000
	2017	10,000	4,000	–	–	–	14,000
DC Grant	2018	5,000	2,000	–	–	–	7,000
	2017	3,000	2,000	–	–	–	5,000
PM Mann	2018	6,142	–	–	–	–	6,142
	2017	6,000	142	–	–	–	6,142
RG Newton	2018	66,840	–	–	–	–	66,840
	2017	66,840	–	–	–	–	66,840
JM Hastings	2018	–	–	–	–	–	–
(CEO)	2017	–	–	–	–	–	–
Other KMP
NC Arundel	2018	32,666	–	18,845	(11,500)	–	40,011
	2017	59,781	–	22,885	(50,000)	–	32,666
GC Dean	2018	122,864	–	23,011	–	–	145,875
	2017	101,508	–	21,356	–	–	122,864
MR Duff	2018	23,199	–	35,849	(22,439)	–	36,609
	2017	–	–	61,600	(38,401)	–	23,199
HR Eberstaller	2018	11,100	–	25,134	(24,434)	–	11,800
	2017	–	–	26,226	(15,126)	–	11,100
JM Rodgers	2018	17,854	–	14,728	(20,000)	–	12,582
	2017	–	–	17,854	–	–	17,854

No shares were granted to KMP as compensation in the year ended 30 June 2018. Performance rights were granted to certain KMP as disclosed on page 26.

End of Directors’ Report: Remuneration Report – Audited

29 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

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Lead Auditor’s Independence Declaration under Section 307C of the Corporations Act 2001

To the Directors of Event Hospitality & Entertainment Limited

I declare that, to the best of my knowledge and belief, in relation to the audit of Event Hospitality & Entertainment Limited for the financial year ended 30 June 2018 there have been:

i. no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and
ii. no contraventions of any applicable code of professional conduct in relation to the audit.

==> picture [109 x 67] intentionally omitted <==

KPMG

==> picture [85 x 54] intentionally omitted <==

Anthony Travers Partner

Sydney 23 August 2018

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.

Liability limited by a scheme approved under Professional Standards Legislation.

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2018

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2018
Note	2018 $’000 2017 $’000
ASSETS Current assets Cash and cash equivalents 4.4 Trade and other receivables 3.1 Inventories 3.2 Prepayments and other current assets Total current assets Non-current assets Trade and other receivables 3.1 Other financial assets Available-for-sale financial assets 4.5 Investments accounted for using the equity method 5.3 Property, plant and equipment 3.3 Investment properties 3.4 Goodwill and other intangible assets 3.5 Deferred tax assets 2.4 Other non-current assets Total non-current assets Total assets LIABILITIES Current liabilities Trade and other payables 3.6 Loans and borrowings 4.4 Current tax liabilities 2.4 Provisions 3.7 Deferred revenue 2.1 Other current liabilities 3.8 Total current liabilities Non-current liabilities Loans and borrowings 4.4 Deferred tax liabilities 2.4 Provisions 3.7 Deferred revenue 2.1 Other non-current liabilities 3.8 Total non-current liabilities Total liabilities Net assets EQUITY Share capital 4.1 Reserves 4.3 Retained earnings Total equity	95,564 92,318 55,293 55,051 21,552 20,409 16,482 10,458
	188,891 178,236
	1,042 1,519 1,396 1,396 20,924 19,928 14,368 10,942 1,321,917 1,237,708 74,000 68,250 101,323 108,899 4,771 6,333 1,947 3,115
	1,541,688 1,458,090
	1,730,579 1,636,326
	106,947 106,895 1,127 325,441 1,298 790 20,665 20,613 90,170 88,235 5,852 3,841
	226,059 545,815
	376,355 2,360 11,731 12,192 16,443 14,340 9,202 8,720 2,191 2,610
	415,922 40,222
	641,981 586,037
	1,088,598 1,050,289
	219,126 219,126 64,896 54,933 804,576 776,230
	1,088,598 1,050,289

The Statement of Financial Position is to be read in conjunction with the notes to the financial statements on pages 36 to 86.

31 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

INCOME STATEMENT FOR THE YEAR ENDED 30 JUNE 2018

Note	2018 $’000 2017 $’000
Revenue and other income Revenue from sale of goods and rendering of services 2.1 Other revenue and income 2.1 Expenses Employee expenses Occupancy expenses Film hire and other film expenses Purchases and other direct expenses Depreciation, amortisation and impairments Other operating expenses Advertising, commissions and marketing expenses Finance costs Equity accounted profit Share of net profit of equity accounted associates and joint ventures 5.3 Profit before tax Income tax expense 2.4 Profit for the year Earnings per share Basic earnings per share 2.5 Diluted earnings per share 2.5	1,223,216 1,217,058 66,522 77,211
	1,289,738 1,294,269
	(307,856) (308,536) (261,394) (256,145) (228,430) (244,231) (110,613) (118,698) (96,387) (84,591) (77,158) (80,291) (36,972) (37,338) (7,655) (9,802)
	(1,126,465) (1,139,632)
	2,268 2,684
	165,541 157,321 (53,631) (46,502)
	111,910 110,819
	2018 Cents 2017 Cents
	69.9 69.6 69.3 68.7

The Income Statement is to be read in conjunction with the notes to the financial statements on pages 36 to 86.

32 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2018

	2018 $’000 2017 $’000
Profit for the year *Other comprehensive income* Items that may be reclassified to profit or loss Foreign currency translation differences for foreign operations – net of tax Transfer from foreign currency translation reserve to the Income Statement on sale of interest in Fiji Cinema Joint Venture Net change in fair value of available-for-sale financial assets – net of tax Net change in fair value of cash flow hedges – net of tax Other comprehensive income for the year – net of tax Total comprehensive income for the year	111,910 110,819
	5,192 381 – 306 697 (97) 18 (20)
	5,907 570
	117,817 111,389

The Statement of Comprehensive Income is to be read in conjunction with the notes to the financial statements on pages 36 to 86.

33 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2018

	Share capital $’000 Reserves $’000 Retained earnings $’000 Total equity $’000
Balance at 1 July 2017 Profit for the year Other comprehensive income Foreign currency translation differences for foreign operations – net of tax Net change in fair value of available-for-sale financial assets – net of tax Net change in fair value of cash flow hedging instruments – net of tax Total other comprehensive income recognised directly in equity Total comprehensive income for the year Employee share-based payments expense – net of tax Dividends paid Total transactions with owners Balance at 30 June 2018 Balance at 1 July 2016 Profit for the year Other comprehensive income Foreign currency translation differences for foreign operations – net of tax Transfer from foreign currency translation reserve to the Income Statement on sale of interest in Fiji Cinemas Joint Venture Net change in fair value of available-for-sale financial assets – net of tax Net change in fair value of cash flow hedging instruments – net of tax Total other comprehensive income recognised directly in equity Total comprehensive income for the year Employee share-based payments expense – net of tax Dividends paid Total transactions with owners Balance at 30 June 2017
	219,126 54,933 776,230 1,050,289
	– – 111,910 111,910

	– 5,192 – 5,192
	– 697 – 697
	– 18 – 18
	– 5,907 – 5,907
	– 5,907 111,910 117,817
	– 4,056 – 4,056
	– – (83,564) (83,564)
	– 4,056 (83,564) (79,508)
	219,126 64,896 804,576 1,088,598
	219,126 46,321 747,297 1,012,744
	– – 110,819 110,819
	– 381 – 381 – 306 – 306 – (97) – (97) – (20) – (20)
	– 570 – 570
	– 570 110,819 111,389
	– 8,042 – 8,042 – – (81,886) (81,886)
	– 8,042 (81,886) (73,844)
	219,126 54,933 776,230 1,050,289

The Statement of Changes in Equity is to be read in conjunction with the notes to the financial statements on pages 36 to 86.

34 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2018

Note	2018 $’000 2017 $’000
Cash flows from operating activities Cash receipts in the course of operations Cash payments in the course of operations Cash provided by operations Dividends from associates and joint ventures Other revenue Dividends received Interest received Finance costs paid Income tax paid Net cash provided by operating activities 7.3 Cash flows from investing activities Payments for property, plant and equipment and redevelopment of properties Purchase of management and leasehold rights, software and other intangible assets Payments for interest in joint venture Decrease in loans from other entities Payments for businesses acquired, including intangible assets Proceeds from disposal of other non-current assets Proceeds from disposal of interest in joint operation Net cash used by investing activities Cash flows from financing activities Proceeds from borrowings Repayments of borrowings Dividends paid 4.2 Net cash (used)/provided by financing activities Net decrease in cash and cash equivalents Cash and cash equivalents at the beginning of the year Effect of exchange rate fluctuations on cash held Cash and cash equivalents at the end of the year	1,333,797 1,366,585 (1,131,180) (1,162,968)
	202,617 203,617 2,252 3,692 59,024 56,745 771 795 599 807 (7,736) (9,793) (49,778) (67,182)
	207,749 188,681
	(169,388) (258,956) (3,352) (1,405) (3,266) − (1,609) (472) (1,141) (31,249) 91 5 − 9,088
	(178,665) (282,989)
	169,665 275,765 (115,191) (150,127) (83,564) (81,886)
	(29,090) 43,752
	(6) (50,556) 92,318 145,040 3,252 (2,166)
	95,564 92,318

The Statement of Cash Flows is to be read in conjunction with the notes to the financial statements on pages 36 to 86.

35 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

N O T E S T O T H E F I N A N C I A L S T A T E M E N T S F O R T H E Y E A R E N D E D 3 0 J U N E 2 0 1 8

S E C T I O N 1 – B A S I S O F P R E P A R A T I O N

This section explains the basis of preparation for the Group’s financial statements, including information regarding the impact of the adoption of new accounting standards.

1.1 – REPORTING ENTITY

EVENT Hospitality & Entertainment Limited (“Company”) is a company domiciled in Australia. The consolidated financial report of the Company as at and for the year ended 30 June 2018 comprises the Company and its subsidiaries (collectively referred to as the “Group”) and the Group’s interest in associates, joint ventures and joint operations.

EVENT Hospitality & Entertainment Limited is a for-profit company incorporated in Australia and limited by shares. The shares are publicly traded on the ASX. The nature of the operations and principal activities of the Group are described in Note 2.2.

The financial report was authorised for issue by the Board of Directors of EVENT Hospitality & Entertainment Limited on 23 August 2018.

1.2 – BASIS OF PREPARATION

Statement of compliance

The financial report is a general purpose financial report which has been prepared in accordance with Australian Accounting Standards (“AASBs”) (including Australian Accounting Interpretations) adopted by the Australian Accounting Standards Board and the Corporations Act 2001. The financial report also complies with International Financial Reporting Standards and interpretations adopted by the International Accounting Standards Board.

Basis of measurement

The financial report is prepared on the historical cost basis except for the following material items in the Statement of Financial Position which are measured at fair value: derivative financial instruments, financial assets classified as availablefor-sale, liabilities for cash-settled share-based payments and investment properties. Assets held for sale are stated at the lower of carrying amount, and fair value less costs to sell.

The Company is of a kind referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191 and in accordance with the Instrument, amounts in the financial report and Directors’ Report have been rounded off to the nearest thousand dollars, unless otherwise stated.

Use of estimates and judgements

The preparation of a financial report in conformity with AASBs requires management to make judgements, estimates and assumptions that affect the application of accounting policies and reported amounts of assets, liabilities, income and expenses. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and in any future periods if affected. Judgements made by management in the application of AASBs that have a significant effect on the financial report are discussed in note 3.3 (Property, plant and equipment) and 3.5 (Goodwill and other intangible assets).

Measurement of fair values

A number of the Group’s accounting policies and disclosures require the measurement of fair values, for both financial and non-financial assets and liabilities. When measuring the fair value of an asset or a liability, the Group uses market observable data as far as possible. Fair values are categorised into different levels in a fair value hierarchy based on the inputs used in the valuation techniques as follows:

Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities;
Level 2: inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).

36 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

N O T E S T O T H E F I N A N C I A L S T A T E M E N T S F O R T H E Y E A R E N D E D 3 0 J U N E 2 0 1 8 S E C T I O N 1 – B A S I S O F P R E P A R A T I O N

1.2 – BASIS OF PREPARATION (continued)

If the inputs used to measure the fair value of an asset or a liability might be categorised in different levels of the fair value hierarchy, then the fair value measurement is categorised in its entirety in the same level of the fair value hierarchy as the lowest level input that is significant to the entire measurement. The Group recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred. Further information about the assumptions made in measuring fair values is included in Notes 3.3 (Property, plant and equipment), 3.4 (Investment properties) and 4.5 (Financial risk management).

1.3 – FOREIGN CURRENCY

Functional and presentation currency

All amounts are expressed in Australian dollars, which is the Group’s presentation currency. Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (“functional currency”). The functional currency of the Company is Australian dollars.

Foreign currency transactions

Transactions in foreign currencies are translated at the foreign exchange rate ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies at the year end date are translated to Australian dollars at the foreign exchange rate ruling at that date. Foreign exchange differences arising on translation are recognised in profit or loss, except for differences arising on retranslation of a financial liability designated as a hedge of the net investment in a foreign operation that is effective, which are recognised in other comprehensive income. Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the dates of the transactions. Non-monetary assets and liabilities denominated in foreign currencies that are stated at fair value are translated to Australian dollars at foreign exchange rates ruling at the dates the fair value was determined.

Financial statements of foreign operations

The assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on acquisition, are translated to Australian dollars at foreign exchange rates ruling at the reporting date. The income and expenses of foreign operations are translated to Australian dollars at rates approximating the foreign exchange rates ruling at the dates of the transactions. Foreign exchange differences arising on retranslation are recognised in other comprehensive income, and presented in the foreign currency translation reserve in equity.

When a foreign operation is disposed of in its entirety or partially such that control, significant influence or joint control is lost, the cumulative amount in the foreign currency translation reserve related to that foreign operation is reclassified to profit or loss as part of the gain or loss on disposal. If the Group disposes of part of its interest in a subsidiary but retains control, then the relevant proportion of the cumulative amount is reattributed to non-controlling interests. When the Group disposes of only part of an associate or joint venture whilst retaining significant influence or joint control, the relevant proportion of the cumulative amount is reclassified to profit or loss.

Net investment in foreign operations

Exchange differences arising from the translation of the net investment in foreign operations, and the effective portion of related hedges, are taken to the foreign currency translation reserve. They are released to profit or loss as an adjustment to profit or loss on disposal. Foreign exchange gains and losses arising from a monetary item receivable from or payable to a foreign operation, the settlement of which is neither planned nor likely in the foreseeable future, are considered to form part of a net investment in a foreign operation and are recognised directly in other comprehensive income and presented in the foreign currency translation reserve in equity.

1.4 – NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED

A number of new standards, amendments to standards and interpretations are effective for annual periods beginning on or after 1 July 2018, and have not been applied in preparing these consolidated financial statements. None of these is expected to have a significant effect on the consolidated financial statements of the Group, except for:

AASB 9 Financial Instruments ;
AASB 15 Revenue from Contracts with Customers ; and
• AASB 16 Leases .

37 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

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S E C T I O N 1 – B A S I S O F P R E P A R A T I O N

1.4 – NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED (continued)

AASB 9 Financial Instruments

The adoption of this standard will not have a material impact on the amounts recognised in the Group’s financial statements. However, the new standard introduces expanded disclosure requirements and changes in presentation which will change the nature and extent of the Group’s disclosures regarding its financial instruments in the financial statements for the year ending 30 June 2019.

AASB 15 Revenue from Contracts with Customers

This standard will be effective for the Group’s financial statements with effect from 1 July 2018 and will have the following impacts on the Group’s revenue:

Revenue from gift cards that are not redeemed by customers (“breakage”) is required to be estimated and recognised when the gift cards are sold based on historical patterns of redemption by customers. The Group currently recognises breakage only when gift cards expire. This will have the effect of decreasing the Group’s deferred revenue balance at 1 July 2018.
The determination of the fair value of points earned by customers in the Group’s loyalty programs will change under AASB 15 as a result of specific guidance on the methodology required to be used in this calculation. This will have the effect of increasing the Group’s deferred revenue balance at 1 July 2018.
Contract acquisition costs related to hotel management agreements will be recognised over the term of the contracts as a reduction in revenue instead of as amortisation expense, with no net effect on the Group’s profit or loss or net asset position.

The Group has assessed the estimated impact that the initial application of AASB 15 will have on its financial statements and determined that the cumulative effect on adoption at 1 July 2018 will not be significant.

AASB 15 allows entities to apply certain transitional provisions on initial adoption of this standard. The Group has determined to apply the cumulative effect adjustment approach to adoption of the standard and consequently there will be no restatement of 30 June 2018 comparative information in the financial statements for the year ending 30 June 2019.

AASB 16 Leases

This standard will have a material impact on the Group’s accounting for operating leases. The Group has extensive operating lease arrangements, details of which are disclosed in Notes 5.3 and 7.1 in accordance with AASB 117 Leases . The new standard requires the recognition of a right-of-use (“ROU”) asset and lease liability for each operating lease, with certain limited exceptions. Rental expense will no longer be recognised in respect of operating leases. Instead, the ROU asset will be depreciated over the lease term, whilst interest expense will be incurred in respect of the lease liability. These changes will have the effect of materially increasing the Group’s earnings before interest, tax, depreciation and amortisation, and materially increasing the Group’s depreciation and interest expenditure, whilst also potentially having a material impact on net profit after tax, which will vary from year to year, and has yet to be quantified by the Group.

AASB 16 allows entities to apply certain transitional provisions on initial adoption of the standard. The Group has determined to apply the modified retrospective transition approach to adoption of the standard and consequently the date of initial application will be 1 July 2019. Under the transitional provisions, the Group is required to determine the discount rate for each lease at 1 July 2019. The calculation of the impact on the Group’s financial statements is materially sensitive to the discount rate used for each lease and consequently it is not yet possible to quantify the impact of AASB 16.

The Group’s transition project is well advanced and the Group will be in a position to quantify the impact once the discount rate at 1 July 2019 is determined. The expected quantitative impact of adoption of AASB 16 will be disclosed in the Group’s financial statements for the year ending 30 June 2019.

38 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

N O T E S T O T H E F I N A N C I A L S T A T E M E N T S F O R T H E Y E A R E N D E D 3 0 J U N E 2 0 1 8 S E C T I O N 2 – P E R F O R M A N C E F O R T H E Y E A R

This section focuses on the results and performance of the Group. On the following pages are disclosures explaining the Group’s revenue, segment reporting, individually significant items, taxation and earnings per share.

2.1 – REVENUE

Accounting policy

Revenue represents the total amount received or receivable, usually in cash, for goods sold or services provided to customers and excludes sales related taxes, discounts and intra-Group transactions.

Revenue recognition criteria for the Group’s key classes of revenue are as follows:

Rendering of services

Box office ticket revenue is recognised on the date the customer views the relevant film. When tickets are sold in advance or gift cards are sold to customers, this revenue is recorded as deferred revenue in the Statement of Financial Position until this date or expiry, whichever is earlier;
Hotel room revenue is recognised when the room is occupied; and
Ski pass revenue is recognised as the customer uses the service. For season and other passes, revenue is recorded as deferred revenue in the Statement of Financial Position initially and is then recognised over the period that the pass is valid.

The Group also operates loyalty programs in its cinema exhibition and hotel businesses where customers earn points when they purchase cinema tickets or stay at a qualifying hotel. These points can be redeemed by the customer at a later date for discounts on future purchases.

The consideration received from the customer who is a member of the loyalty program is allocated at the point of sale between the award points earned and the respective box office or hotel room revenue. This is the fair value of the points, which is adjusted to take into account the expected rates of forfeiture, and is recognised in deferred revenue in the Statement of Financial Position. The awards revenue is then recognised when the points are redeemed or expire, whichever is earlier.

Sale of goods

Merchandise (including food and beverages) is recognised at the point of sale.

Other revenue and income

Rental revenue is recognised on a straight-line basis over the term of the lease;
Management and consulting fees are earned from hotels managed by the Group, usually under long term contracts with the hotel owner; and
Other revenue, including interest, dividends and profit on disposal of non-current assets, is recognised in the period to which it relates.

Revenue Rendering of services Sale of goods Other revenue Rental revenue Management and consulting fees Apartment sales Finance revenue Dividends Sundry Other income Insurance proceeds Increase in fair value of investment properties Profit on sale of the Group’s interest in the Fiji Cinema Joint Venture Profit on sale of property, plant and equipment	2018 $’000 2017 $’000
	839,894 849,453 383,322 367,605
	1,223,216 1,217,058
	29,982 26,470 22,940 20,594 508 15,130 599 807 771 795 837 961
	55,637 64,757
	5,041 8,720 5,750 – – 3,729 94 5
	10,885 12,454
	1,289,738 1,294,269

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2.2 – SEGMENT REPORTING

Accounting policy

An operating segment is a component of the Group that engages in business activities from which it earns revenues and incurs expenses, including revenues and expenses from transactions with other Group segments. All segments’ operating results are regularly reviewed by the Group’s CEO to make decisions about resources to be allocated to a segment and to assess its performance, and for which discrete financial information is available.

Segment results that are reported to the CEO include items directly attributable to a segment, before individually significant items, as well as those that can be allocated on a reasonable basis. Unallocated items comprise mainly corporate head office assets, head office expenses, and income tax assets and liabilities.

Additions to non-current segment assets are the total cost incurred during the period to acquire assets that include amounts expected to be recovered over more than 12 months after the year end date. Amounts include property, plant and equipment, but exclude financial instruments and deferred tax assets.

Segment information is presented in respect of the Group’s reporting segments. These are the Group’s main strategic business segments and have differing risks and rewards associated with the business due to their different product or service and geographic markets. For each of these operating segments, the Group’s CEO regularly reviews internal management reports.

Information regarding the results of each reportable segment is included below. Performance is measured based on segment profit before income tax as included in the internal management reports. Segment profit is used to measure performance as management believes that such information is the most relevant in evaluating the results of segments relative to those of other businesses. Inter-segment pricing is determined on an arm’s length basis.

Segment results, assets and liabilities include items directly attributable to a segment as well as those that can be allocated on a reasonable basis. Unallocated items mainly comprise interest bearing loans and borrowings and borrowing costs, interest income and corporate head office assets and expenses.

Operating segments

The Group comprises the following main operating segments:

Entertainment Australia

Includes the cinema exhibition operations in Australia, technology equipment supply and servicing, and the State Theatre.

Entertainment New Zealand

Includes cinema exhibition operations in New Zealand.

Entertainment Germany

Includes the cinema exhibition operations in Germany.

Hotels and Resorts

Includes the ownership, operation and management of hotels in Australia and overseas.

Thredbo Alpine Resort

Includes all the operations of the resort including property development activities.

Property and Other Investments

Includes property rental, investment properties and available-for-sale financial assets.

Geographical information

Also presented is information on the Group’s split of revenue and non-current assets by geographic location. Geographic revenue is based on the geographical location of customers. Segment assets are based on the geographical location of the assets. The Group operates in Australia, New Zealand and Germany.

40 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

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S E C T I O N 2 – P E R F O R M A N C E F O R T H E Y E A R

2.2 – SEGMENT REPORTING (continued) Operating segments	Entertainment	Hotels and Resorts Thredbo Alpine Resort $’000 $’000

	Australia New Zealand Germany $’000 $’000 $’000		Property and Other Investments
				Consolidated
			$’000	$’000
2018 Revenue and other income External segment revenue Finance revenue Other unallocated revenue Revenue and other income before individually significant items Individually significant items Revenue and other income Result Segment result before individually significant items Share of net profit of equity accounted investees Total segment result before individually significant items Unallocated revenue and expenses Net finance costs Individually significant items Profit before related income tax expense Income tax expense Profit after income tax expense Amortisation and depreciation (net of impairment write-downs) Impairment write-downs Amortisation, depreciation and impairments	455,121 87,308 307,383	337,093 72,971

			23,776	1,283,652
	68,294 11,150 18,427 306 – 1,491	68,799 21,838 471 –		599
				27
				1,284,278
				5,460
				1,289,738

			16,528	205,036
			–	2,268
	68,600 11,150 19,918	69,270 21,838	16,528	207,304
	(27,230) (5,868) (10,988) (14,500) – (3,071)	(26,915) (3,867) (954) –		(17,034)
				(7,056)
				(17,673)
				165,541
				(53,631)
				111,910

			(2,994)	(77,862)
			–	(18,525)
	(41,730) (5,868) (14,059)	(27,869) (3,867)	(2,994)	(96,387)

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2.2 – SEGMENT REPORTING (continued) Operating segments	Entertainment Australia New Zealand Germany Hotels and Resorts Thredbo Alpine Resort Property and Other Investments $’000 $’000 $’000 $’000 $’000 $’000	Entertainment Australia New Zealand Germany Hotels and Resorts Thredbo Alpine Resort Property and Other Investments $’000 $’000 $’000 $’000 $’000 $’000
			Consolidated
			$’000
2018 Assets Reportable segment assets Equity accounted investments Deferred tax assets Unallocated corporate assets Total assets Liabilities Reportable segment liabilities Deferred tax liabilities Unallocated corporate liabilities Total liabilities Acquisitions of non-current assets 2018 Geographical information	288,284 61,007 162,839 773,410 41,845 352,727 8,706 – 2,201 3,461 – –

			1,680,112
			14,368
	296,990 61,007 165,040 776,871 41,845 352,727		1,694,480
	108,511 12,685 59,350 46,221 20,733 –		4,771
			31,328
			1,730,579



			247,500
	38,502 2,907 12,127 112,865 3,533 3,947		11,731
			382,750
			641,981

			173,881
	Australia $’000 New Zealand $’000 Germany $’000	Consolidated $’000 1,273,400 1,680,112 14,368 173,881
External segment revenue Reportable segment assets Equity accounted investments Acquisitions of non-current assets	832,489 133,528 307,383
	1,328,313 186,295 165,504
	8,706 3,461 2,201
	144,485 17,269 12,127

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2.2 – SEGMENT REPORTING (continued) Operating segments	Entertainment	Hotels and Resorts Thredbo Alpine Resort $’000 $’000

	Australia New Zealand Germany $’000 $’000 $’000		Property and Other Investments
				Consolidated
			$’000	$’000
2017 Revenue and other income External segment revenue Finance revenue Other unallocated revenue Revenue and other income before individually significant items Individually significant items Revenue and other income Result Segment result before individually significant items Share of net profit of equity accounted investees Total segment result before individually significant items Unallocated revenue and expenses Net finance costs Individually significant items Profit before related income tax expense Income tax expense Profit after income tax expense Amortisation and depreciation (net of impairment write-downs) Impairment write-downs Amortisation, depreciation and impairments	471,188 94,076 307,107	306,403 66,609

			15,512	1,260,895
	78,492 10,787 20,027 465 – 2,219	52,734 18,187 – –		807
				27
				1,261,729
				32,540
				1,294,269

			9,343	189,570
			–	2,684
	78,957 10,787 22,246	52,734 18,187	9,343	192,254
	(28,705) (6,678) (10,316) – – –	(21,433) (3,820) (8,870) (2,116)		(22,322)
				(8,995)
				(3,616)
				157,321
				(46,502)
				110,819

			(2,653)	(73,605)
			–	(10,986)
	(28,705) (6,678) (10,316)	(30,303) (5,936)	(2,653)	(84,591)

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2.2 – SEGMENT REPORTING (continued) Operating segments	Entertainment Australia New Zealand Germany Hotels and Resorts Thredbo Alpine Resort Property and Other Investments $’000 $’000 $’000 $’000 $’000 $’000	Entertainment Australia New Zealand Germany Hotels and Resorts Thredbo Alpine Resort Property and Other Investments $’000 $’000 $’000 $’000 $’000 $’000

			Consolidated
			$’000
2017 Assets Reportable segment assets Equity accounted investments Deferred tax assets Unallocated corporate assets Total assets Liabilities Reportable segment liabilities Deferred tax liabilities Unallocated corporate liabilities Total liabilities Acquisitions of non-current assets 2017 Geographical information	291,632 74,682 150,426 688,432 41,940 345,440 8,400 – 2,542 – – –

			1,592,552
			10,942
	300,032 74,682 152,968 688,432 41,940 345,440		1,603,494
	105,669 12,826 59,475 42,766 19,529 –		6,333
			26,499
			1,636,326



			240,265
	25,725 8,658 16,909 115,263 2,494 122,698		12,192
			333,580
			586,037

			291,747
	Australia $’000 New Zealand and Fiji $’000 Germany $’000	Consolidated $’000 1,260,095 1,592,552 10,942 291,747
External segment revenue Reportable segment assets Equity accounted investments Acquisitions of non-current assets	820,620 132,368 307,107
	1,250,069 192,057 150,426
	8,400 – 2,542
	240,330 34,508 16,909

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2.3 – INDIVIDUALLY SIGNIFICANT ITEMS

Individually significant items comprised the following:

Individually significant items comprised the following:
	2018 $’000 2017 $’000
Impairment charges Managing Director retirement and transition costs Net proceeds from insurance Write-back of expired voucher stock Other individually significant items (net) Individually significant items before income tax Income tax benefit Individually significant items after income tax	(18,525) (10,986) – (5,526) 1,148 5,457 – 5,184 (296) 2,255
	(17,673) (3,616) 5,302 751
	(12,371) (2,865)

2.4 – TAXATION

Accounting policy

Income tax expense in the Income Statement for the periods presented comprises current and deferred tax. Income tax is recognised in profit or loss except to the extent that it relates to a business combination, or items recognised directly in equity or in other comprehensive income.

Current tax

Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantially enacted at the balance sheet date, and any adjustment to tax payable in respect of previous years.

The Company and its Australian wholly-owned subsidiaries are part of a tax consolidated group. As a consequence, all members of the tax consolidated group are taxed as a single entity. EVENT Hospitality & Entertainment Limited is the head entity within the tax consolidated group.

Deferred tax

Deferred tax arises due to certain temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and those for taxation purposes. The following temporary differences are not provided for:

taxable temporary differences on the initial recognition of goodwill;
the initial recognition of assets or liabilities that affect neither accounting nor taxable profit other than in a business combination; and
differences relating to investments in subsidiaries to the extent that they will probably not reverse in the foreseeable future.

Deferred tax assets and liabilities are disclosed net to the extent that they relate to taxes levied by the same authority and the Group has the right of set off.

The amount of deferred tax provided is based on the expected manner of realisation or settlement of the carrying amount of assets and liabilities. A deferred tax asset is recognised only to the extent that it is probable that sufficient taxable profit will be available to utilise the temporary difference.

The Group has unrecognised deferred tax assets in respect of certain foreign tax revenue losses as disclosed on page 47. The utilisation of the tax revenue losses is dependent upon the generation of sufficient future taxable profits within the applicable foreign tax entities and a deferred tax asset is only recognised to the extent that it is supported by sufficient forecast taxable profits. Assumptions regarding the generation of future taxable profits relevant to those foreign tax entities has been based upon management’s budget estimates and forecasts. Management considers that the forecast of taxable profits for the applicable foreign tax entities is subject to risk and uncertainty; hence, the Group has not recognised all of the losses as a deferred tax asset.

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2.4 – TAXATION (continued)	2018 $’000 2017 $’000
Income tax expense The major components of income tax expense are: Income tax recognised in profit or loss Current income tax Current income tax expense Income tax under/(over) provided in prior year Deferred income tax Relating to origination and reversal of temporary differences Income tax expense reported in the Income Statement Income tax (credited)/charged directly in equity Deferred income tax related to items (credited)/charged directly in equity: Relating to other comprehensive income Effective portion of changes in fair value of cash flow hedges Unrealised loss/(gain) on available-for-sale financial assets Currency translation movements of deferred tax balances of foreign operations Net (gain)/loss on hedge of net investment in overseas subsidiaries Income tax benefit reported in equity Reconciliation between income tax expense and pre-tax profit A reconciliation between income tax expense and accounting profit before income tax multiplied by the Group’s applicable income tax rate is as follows: Accounting profit before income tax expense Prima facie income tax expense calculated at the Group’s statutory income tax rate of 30% (2017: 30%) on accounting profit Increase/(decrease) in income tax expense due to: Impairment write-down of land and buildings Non-deductible items and losses in non-resident controlled entities Amortisation of management rights and other intangible assets Tax losses from prior years now recognised or utilised Depreciation and amortisation of buildings Other Decrease in income tax expense due to: Share of incorporated joint venture net profit Non-assessable profit on disposal of interest in the Fiji Cinema Joint Venture Other Income tax under/(over) provided in prior year	53,631 46,502
	49,696 49,958 780 (1,908) 3,155 (1,548)
	53,631 46,502
	4 (4) 299 (42) (727) (373) (1,622) 32
	(2,046) (387)
	165,541 157,321
	49,662 47,196
	1,632 1,057 1,421 1,757 914 936 39 (523) 472 404 152 542
	4,630 4,173
	842 969 – 212 599 1,778
	1,441 2,959
	780 (1,908)
	53,631 46,502

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2.4 – TAXATION (continued)	2018 $’000 2017 $’000
Unrecognised deferred tax assets Revenue losses – foreign	2,487 2,027
	2,487 2,027

Included in the deferred tax assets not recognised is the gross value of tax revenue losses arising in Germany of $8,290,000 (2017: $6,757,000). The availability of these tax losses is subject to certain utilisation limits and ongoing availability tests under German tax law. At 30 June 2018, there was no recognised deferred income tax liability (2017: $nil) for taxes that would be payable on the unremitted earnings of certain of the Group’s subsidiaries, associates or incorporated joint ventures.

Deferred tax liabilities and assets Deferred tax liabilities Deferred tax liabilities comprise: Difference in depreciation and amortisation of property, plant and equipment for accounting and income tax purposes Investment properties Available-for-sale financial assets Share of joint arrangement timing differences Expenditure immediately deductible for tax but amortised for accounting purposes Accrued revenue Prepayments Interest and deferred financing costs Share-based payments immediately deductible for tax but deferred and amortised for accounting purposes Unrealised foreign exchange gains not currently assessable Sundry items Less: deferred tax assets of the tax consolidated group offset against deferred tax liabilities Deferred tax assets Deferred tax assets comprise: Difference in depreciation and amortisation of property, plant and equipment and intangible assets for accounting and income tax purposes Share of joint arrangement timing differences Provisions and accrued employee benefits not currently deductible Deferred revenue Accrued expenses Discounted long term lease and non-interest bearing loan liabilities Difference between book and tax values of residential apartment development Share-based payments not currently deductible for tax Capital losses offsetting unrealised capital gains Tax losses carried forward Unrealised foreign exchange losses not currently deductible Sundry items Less: deferred tax liabilities of the tax consolidated group offset against deferred tax assets Deferred tax expense/(benefit)	Statement of Financial Position	Income Statement
	2018 $’000 2017 $’000	2018 $’000 2017 $’000
	32,940 29,888 10,754 8,801 4,760 4,461 42 49 4,494 4,342 188 262 66 79 742 563 – 321 68 1,518 568 557	3,348 3,049 1,953 681 – – (7) (26) 147 (267) (88) (375) (13) (4) 179 (323) (321) (1,111) – (147) 17 (311) 283 (1,879) (866) (898) (2,795) 543 (1,071) (200) 845 (1,037) – – 17 479 803 (1,288) (286) – 865 2,072 – 211 145 (719)
	54,622 50,841 (42,891) (38,649)
	11,731 12,192
	6,102 6,296 10,971 10,105 11,334 8,527 5,927 4,864 1,177 2,024 34 34 – 17 2,669 3,472 286 – 4,842 5,398 2,924 2,744 1,396 1,501
	47,662 44,982 (42,891) (38,649)
	4,771 6,333
		3,155 (1,550)

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2.5 – EARNINGS PER SHARE

Basic earnings per share (“EPS”) is calculated by dividing the profit for the period attributable to members of the Company by the weighted average number of ordinary shares of the Company.

Diluted EPS adjusts the figures used in the determination of basic EPS to take into account the after-income tax effect of interest and other financing costs associated with dilutive potential ordinary shares and the weighted average number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares.

to have been issued for no consideration in relation to dilutive potential ordinary shares.
Profit attributable to ordinary shareholders (basic and diluted) Weighted average number of ordinary shares (basic) Effect of performance shares and performance rights Weighted average number of ordinary shares (diluted)	2018 2017 $’000 $’000
	111,910 110,819
	Number Number 160,195,475 159,162,961 1,368,020 2,076,392
	161,563,495 161,239,353

Further details in relation to the Executive Performance Rights Plan and Executive Performance Share Plan are provided in Note 6.1.

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S E C T I O N 3 – O P E R A T I N G A S S E T S A N D L I A B I L I T I E S

This section shows the assets used to generate the Group’s trading performance and the liabilities incurred as a result. Liabilities relating to the Group’s financing activities are addressed in section 4. Deferred tax assets and liabilities are shown in Note 2.4.

On the following pages, there are sections covering working capital balances, property, plant and equipment, investment properties, intangible assets and provisions.

3.1 – TRADE AND OTHER RECEIVABLES

Trade and other receivables are recognised initially at fair value, and subsequently at the amounts considered recoverable (amortised cost). Where the payment terms for the sale of an asset are deferred, the receivable is discounted using the prevailing rate for a similar instrument of an issuer with similar credit terms. The unwinding of the discount is treated as finance revenue.

Trade receivables are non-interest bearing and are generally on 30 to 90 day terms. The Group’s exposure to credit and foreign exchange risks related to trade and other receivables is disclosed in Note 4.5.

Estimates are used in determining the level of receivables that will not be collected, and these estimates take into account factors such as historical experience. Allowances are made for impairment losses when there is sufficient evidence that the Group will not be able to collect all amounts due. These allowances are made until such time that the Group is satisfied that no recovery of the amount owing is possible; at that point, the amount considered irrecoverable is written off against the asset directly.

The carrying value of trade and other receivables is considered to approximate fair value.

Receivables are stated with the amount of goods and services tax (“GST”) or equivalent tax included.

Current Trade receivables Less: allowance for trade receivables Other receivables Non-current Other receivables Receivable from associates	2018 $’000 2017 $’000
	23,683 26,581 (617) (615)
	23,066 25,966 32,227 29,085
	55,293 55,051
	1,000 1,476 42 43
	1,042 1,519

As at 30 June 2018, trade receivables with a value of $617,000 (2017: $615,000) were impaired and fully provided for. The movement in the allowance is not considered material.

As at 30 June 2018, trade receivables for the Group that were past due but not impaired were $4,533,000 (2017: $4,048,000), of which $3,113,000 (2017: $2,112,000) was less than 30 days overdue. The remainder is not considered material and consequently an ageing analysis has not been provided.

Other current receivables of $32,227,000 (2017: $29,085,000) do not contain impaired assets and are not past due. Based on the credit history of these other receivables, it is expected that these amounts will be recovered when due.

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3.2 – INVENTORIES

Inventories are measured at the lower of cost and net realisable value. Work in progress is valued at cost. Cost is based on the first-in-first-out principle and includes expenditure incurred in bringing inventories to their existing condition and location.

3.3 – PROPERTY, PLANT AND EQUIPMENT

Property, plant and equipment

Property, plant and equipment are the physical assets used by the Group to generate revenue and profit. These assets include land and buildings, and plant and equipment. Property, plant and equipment are recognised at cost (which is the amount initially paid for them) less accumulated depreciation (the estimate of annual wear and tear) and impairment losses.

The Group leases properties in the normal course of business, principally to conduct its cinema exhibition businesses. On inception of a lease, the estimated cost of decommissioning any additions to these properties (known as leasehold improvements) is included within property, plant and equipment and depreciated over the lease term. A corresponding provision is set up as disclosed in Note 3.7.

Where parts of an item of property, plant and equipment have different useful lives, they are accounted for separately.

Depreciation is charged to the Income Statement on a straight-line basis over the asset’s estimated useful life. The major categories of property, plant and equipment are depreciated as follows:

•	plant and equipment	3 – 20 years;
•	buildings and improvements subject to long term leases	Shorter of estimated useful life and term of lease;
•	freehold buildings	40 – 80 years; and
•	resort apartments and share of common property	40 – 80 years.

Freehold land and land subject to long term leases are not depreciated. Similarly, assets under construction (classified as capital work in progress) are not depreciated until they come into use, when they are transferred to buildings or plant and equipment as appropriate.

Impairment of property, plant and equipment

Property, plant and equipment that are subject to depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. Indicators of impairment may include changes in technology and business performance.

The process of impairment testing is to estimate the recoverable amount of the assets concerned, and recognise an impairment loss in the Income Statement whenever the carrying amount of those assets exceeds the recoverable amount.

Impairment testing of property, plant and equipment is performed at an individual hotel or cinema site level, with the exception of cinema sites within a single geographic location, which are tested as one cash-generating unit. Details regarding impairment testing performed at 30 June 2018 is set out below.

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3.3 – PROPERTY, PLANT AND EQUIPMENT (continued)

2018 Gross balance at the beginning of the year Accumulated depreciation, amortisation and impairments at the beginning of the year Net balance at the beginning of the year Additions Additions from acquisitions Transfers Disposals Depreciation and amortisation Impairment Effect of movement in foreign exchange At 30 June 2018 Gross balance at the end of the year Accumulated depreciation, amortisation and impairments at the end of the year Net balance at the end of the year 2017 Gross balance at the beginning of the year Accumulated depreciation, amortisation and impairments at the beginning of the year Net balance at the beginning of the year Additions Additions from acquisitions Transfers Disposals Disposal of business Depreciation and amortisation Impairment Effect of movement in foreign exchange At 30 June 2017 Gross balance at the end of the year Accumulated depreciation, amortisation and impairments at the end of the year Net balance at the end of the year	Freehold land and buildings Land subject to long term leases Buildings and improvements subject to long term leases Resort apartments and share of common property Plant and equipment Capital work in progress Total $’000 $’000 $’000 $’000 $’000 $’000 $’000

	741,091 1,344 347,610 34,055 759,056 209,944 2,093,100
	(114,799) – (203,420) (26,074) (511,099) – (855,392)
	626,292 1,344 144,190 7,981 247,957 209,944 1,237,708
	1,696 – 7,267 – 18,908 141,517 169,388
	– – – – 397 – 397
	148,624 – 19,675 – 33,014 (201,853) (540)
	(39) – (39) – (833) – (911)
	(10,270) – (13,351) (229) (47,284) – (71,134)
	(4,931) – (993) – (7,188) – (13,112)
	1,759 (39) (676) – 19 (942) 121

	763,131 1,305 156,073 7,752 244,990 148,666 1,321,917

	893,547 1,305 376,775 34,055 787,421 148,666 2,241,769
	(130,416) – (220,702) (26,303) (542,431) – (919,852)
	763,131 1,305 156,073 7,752 244,990 148,666 1,321,917
	662,557 1,345 340,045 31,860 730,939 96,491 1,863,237 (114,799) – (193,266) (23,652) (488,837) – (820,554)
	547,758 1,345 146,779 8,208 242,102 96,491 1,042,683 27,911 – 5,189 – 16,990 229,473 279,563 – – 377 – 1,385 – 1,762 68,183 – 5,089 – 41,924 (114,091) 1,105 (141) – – – (3,420) – (3,561) (2,096) – (430) – (3,177) – (5,703) (9,177) – (12,778) (227) (44,804) – (66,986) (6,179) – – – (2,691) (2,116) (10,986) 33 (1) (36) – (352) 187 (169)
	626,292 1,344 144,190 7,981 247,957 209,944 1,237,708
	741,091 1,344 347,610 34,055 759,056 209,944 2,093,100 (114,799) – (203,420) (26,074) (511,099) – (855,392)
	626,292 1,344 144,190 7,981 247,957 209,944 1,237,708

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3.3 – PROPERTY, PLANT AND EQUIPMENT (continued)

Independent valuations of interest in land and buildings

In assessing current values for the Group’s interest in land and buildings and integral plant and equipment, including long term leasehold land and improvements, the directors have relied in most cases upon independent valuations from registered qualified valuers or management value in use calculations. Except for investment properties, which are revalued every half year (refer to Note 3.4), valuations are generally carried out on a progressive three year cycle. The last valuations were completed as at June 2018 and June 2016.

Measurement of fair values

Amounts disclosed below represent the fair value of the Group’s interest in land and buildings, excluding investment properties, as determined at the time of the most recent independent valuation report. Independent registered qualified valuers are engaged to perform the valuations. The values are determined based on the highest and best use of each property. In most cases, the existing use is the highest and best use and values are determined on a going concern basis. For certain properties, the highest and best use may differ from the current use, and consideration may be given to the development of such properties at an appropriate time in the future in order to realise the full value of the property.

This fair value disclosure has been categorised as a Level 3 fair value based on the inputs to the valuation techniques used. Going concern value is based on capitalisation and discounted cash flow methodologies, and significant unobservable inputs include the forecast net income for each property, and the capitalisation and discount rates used in determining fair value. In the most recent valuations, capitalisation rates utilised ranged from 4.75% to 12.25% and pre-tax discount rates utilised ranged from 6.5% to 13.75% per annum. For certain sites where the going concern value was not the highest and best use, fair value was determined using a direct comparison methodology with reference to recent sales of similar properties.

The fair values determined by the independent registered qualified valuers are sensitive to changes in these significant unobservable inputs. However, overall the fair value of the Group’s interest in land and buildings, excluding investment properties, is significantly higher than the book value of these interests as noted below.

properties, is significantly higher than the book value of these interests as noted below.
Most recent valuations of interest in land and buildings, excluding investment properties A summary of recent independent valuations, by year of the last valuation, is set out as follows: Existing use is highest and best use Independent valuation – 2018 – 2016 – 2015 Alternate use is highest and best use Independent valuation – 2018 – 2015 Land and buildings not independently valued Book value of land and buildings not independently valued	2018 $’000 2017 $’000
	1,367,255 – 206,580 474,326 – 576,110
	1,573,835 1,050,436 101,707 – – 75,600 287,758 389,626
	1,963,300 1,515,662

The book value of the above interests at 30 June 2018 was $1,118,029,000 (2017: $1,044,822,000). The written-down book value of plant and equipment which is deemed integral to land and buildings, has been determined to total approximately $134,917,000 as at 30 June 2018 (2017: $139,857,000).

The above valuations do not take into account the potential impact of capital gains tax.

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3.3 – PROPERTY, PLANT AND EQUIPMENT (continued)

Impairment considerations at 30 June 2018

Hotel properties are treated as separate cash-generating units and their recoverable values were based upon the independent valuations from registered qualified valuers at 30 June 2018, using the valuation parameters outlined above. The independent valuations were compared to the carrying amount of hotel properties and, as a result of these assessments, no impairment losses (2017: $10,986,000) were recognised in respect of hotel properties.

For hotels that had been subject to impairments in previous years, the trading performance and recoverable amount were also reviewed during the year. As a result of the review, there were no impairment charges (2017: nil) booked in previous years, that were required to be reversed in the year.

The trading performance of certain cinema sites caused the Group to assess their recoverable amount. Cinema sites are treated as separate cash-generating units, with the exception of cinema sites within a single geographic location, which are tested as one cash-generating unit. The recoverable values for each cinema site under review was based upon the independent valuations from registered qualified valuers at 30 June 2018, using the valuation parameters outlined above. Impairment losses totalling $13,112,000 (2017: nil) were recorded as a result of this assessment.

Security

The following assets, whose carrying values are listed below, are subject to mortgage security to secure the Group’s bank loan facilities (refer to Note 4.4):

Freehold land and buildings Freehold land and buildings classified as investment properties Capital commitments Capital expenditure commitments contracted but not provided for and payable	2018 $’000 2017 $’000
	253,092 257,622 16,750 13,750
	269,842 271,372
	2018 $’000 2017 $’000
	46,959 70,715

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3.4 – INVESTMENT PROPERTIES

Accounting policy

Investment properties comprise land and buildings which are held for long term rental yields or for capital appreciation, or both, and are not occupied by the Group in the ordinary course of business or for administration purposes. Initially, investment properties are measured at cost including transaction costs. Subsequent to initial recognition, investment properties are stated at fair value with any change therein recognised in profit or loss. Property that is being constructed or redeveloped for future use as an investment property is also measured at fair value (unless a fair value cannot be reliably determined).

When the use of a property changes from owner occupied to investment property, the property is reclassified as an investment property. Any difference at the date of transfer between the carrying amount of the property immediately prior to transfer and its fair value is recognised directly to the investment property revaluation reserve if it is an increase and to profit or loss if it is a decrease. A gain may be recognised to profit on remeasurement only to the extent it reverses a previous impairment loss on the property. Subsequent transfers from investment property to property, plant and equipment or inventories occur when there is a change in use of the property, usually evidenced by commencement of redevelopment for own use.

Investment properties are derecognised when they have either been disposed of or when the investment property is permanently withdrawn from use and no future benefit is expected from its disposal. Any gains or losses on derecognition of an investment property are recognised in profit or loss in the period of derecognition.

Fair value of investment properties

Investment properties are independently revalued to fair value each reporting period, with any gain or loss arising on remeasurement being recognised in profit or loss. The fair value of investment property has been categorised as a Level 3 fair value based on the inputs to the valuation technique used. In assessing the fair value of investment properties, a number of assumptions are made at the end of each reporting period regarding future cash flows, future property market economic conditions and other factors including cash flow discount rates, rental capitalisation rates, and recent market transactions for similar properties.

The carrying amount of investment properties is the fair value of the properties as determined by an independent registered qualified valuer. The significant unobservable inputs used by the valuer in determining the fair value of the investment properties held by the Group at 30 June 2018 included capitalisation rates on reversionary rental yields in the range of 6.25% to 7.25% (2017: 6.75% to 8.50%).

Investment properties comprise a number of commercial properties that are leased to third parties and which are held to derive rental income or capital appreciation or both. Each of the leases for investment properties contains an initial non-cancellable period of between five and 15 years. Subsequent renewals are negotiated with the lessee. No contingent rents are charged for these investment properties.

During the year ended 30 June 2018, $6,004,000 (2017: $6,494,000) was recognised as rental income for investment properties in the Income Statement, with $1,645,000 (2017: $1,377,000) incurred in respect of direct costs, including $243,000 (2017: $145,000) for repairs and maintenance.

$145,000) for repairs and maintenance.
Freehold land and buildings At fair value (Level 3 fair values) Summary of movements: Balance at the beginning of the year Fair value increment/(decrement) Balance at the end of the year	2018 $’000 2017 $’000
	74,000 68,250
	68,250 68,500 5,750 (250)
	74,000 68,250

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3.5 – GOODWILL AND OTHER INTANGIBLE ASSETS

Accounting policy

Goodwill

Goodwill arises from business combinations as described in Note 5.1 and represents the future economic benefits that arise from assets that are not capable of being individually identified and separately recognised.

Following initial recognition, goodwill is measured at cost less any accumulated impairment losses. Goodwill is not amortised, but instead is reviewed for impairment annually or more frequently if events or changes in circumstances indicate that the carrying value may be impaired.

Goodwill is allocated to cash-generating units, and impairment is determined by assessing the recoverable amount of the cashgenerating unit to which the goodwill relates. Where the recoverable amount of the cash-generating unit is less than the carrying amount, an impairment loss is recognised. An impairment loss recognised in respect of goodwill cannot be reversed.

The carrying amount of goodwill in respect of associates and joint ventures is included in the carrying amount of the investment in the associate or joint venture.

Construction rights

Construction rights relate to the Group’s ability to develop accommodation in the Thredbo Alpine Resort. Construction rights are recognised at cost and are derecognised as the rights are either sold or developed. The carrying value of construction rights is reviewed annually. Any amounts no longer considered recoverable are written off, with the impairment loss recorded in profit or loss.

Other intangible assets

Other intangible assets, which largely comprise management and leasehold rights and software, are stated at cost less accumulated amortisation and impairment losses. Management and leasehold rights are amortised over the life of the agreements, which range from 10 to 20 years, on a straight-line basis. Software for major operating systems is amortised over a four to five year period on a straight-line basis.

Impairment

The carrying amounts of the Group’s non-financial assets, other than investment properties (see Note 3.4), are reviewed at each reporting date to determine whether there is any indication of impairment. Where an indicator of impairment exists, the Group makes a formal estimate of the asset’s recoverable amount. For goodwill, the recoverable amount is estimated each year at the same time.

The recoverable amount of assets or cash-generating units is the greater of their fair value less costs to sell, and their value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset or cash-generating unit. For an asset that does not generate largely independent cash inflows, the recoverable amount is determined for the cashgenerating unit to which the asset belongs.

Where the carrying amount of an asset or its related cash-generating unit exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. Impairment losses recognised in respect of cash-generating units are allocated first to reduce the carrying value of any goodwill allocated to the cash-generating unit, and then to reduce the carrying amounts of the other assets in the cash-generating unit on a pro-rata basis.

Impairment losses are recognised in profit or loss unless the asset or its cash-generating unit has previously been revalued, in which case the impairment loss is recognised as a reversal to the extent of the previous revaluation, with any excess recognised in profit or loss.

An impairment loss in respect of goodwill cannot be reversed. In respect of other assets, impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised.

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3.5 – GOODWILL AND OTHER INTANGIBLE ASSETS (continued)

Reconciliations

Summaries of the carrying amount movements of each class of intangible assets between the beginning and end of the year are set out below:

2018 Gross balance at the beginning of the year Accumulated amortisation and impairment losses at the beginning of the year Net balance at the beginning of the year Acquisitions and initial contributions Transfers Amortisation and impairment Disposals Net foreign currency differences on translation of foreign operations Net balance at the end of the year Gross balance at the end of the year Accumulated amortisation and impairment losses at the end of the year Net balance at the end of the year 2017 Gross balance at the beginning of the year Accumulated amortisation and impairment losses at the beginning of the year Net balance at the beginning of the year Acquisitions and initial contributions Transfers Amortisation Disposals Net foreign currency differences on translation of foreign operations Net balance at the end of the year Gross balance at the end of the year Accumulated amortisation and impairment losses at the end of the year Net balance at the end of the year	Goodwill $’000 Construction rights $’000 Liquor licences $’000 Management and leasehold rights $’000 Software $’000	Total $’000

	63,472 1,388 196 59,154 14,210	138,420

	– – – (19,879) (9,642)	(29,521)
	63,472 1,388 196 39,275 4,568	108,899
	– – – 2,440 1,656	4,096
	– – – – 137	137
	(954) – – (8,164) (2,068)	(11,186)
	– – – – (2)	(2)
		(621)
	(500) – – (286) 165
	62,018 1,388 196 33,265 4,456	101,323

	62,018 1,388 196 60,340 15,054	138,996

	– – – (27,075) (10,598)	(37,673)
	62,018 1,388 196 33,265 4,456	101,323
	62,079 1,388 196 54,368 15,055 – – – (17,067) (9,424)	133,086 (26,491)
	62,079 1,388 196 37,301 5,631 3,593 – – 5,712 1,117 – – – – 146 – – – (3,684) (2,114) (2,164) – – – (43) (36) – – (54) (169)	106,595 10,422 146 (5,798) (2,207) (259)
	63,472 1,388 196 39,275 4,568	108,899
	63,472 1,388 196 59,154 14,210 – – – (19,879) (9,642)	138,420 (29,521)
	63,472 1,388 196 39,275 4,568	108,899

Impairment losses recognised

Impairment losses in relation to goodwill, management and leasehold rights totalling $5,413,000 were recognised during the year ended 30 June 2018. No impairment losses were recognised in the previous year.

Impairment tests for cash-generating units containing goodwill The following units have carrying amounts of goodwill: Entertainment – Australia Entertainment – New Zealand Entertainment – Germany Hotels – New Zealand Hotels – Australia Multiple units without significant goodwill	2018 $’000 2017 $’000
	33,260 33,260 9,250 9,605 4,051 3,817 9,823 10,200 3,593 3,593 2,041 2,997
	62,018 63,472

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3.5 – GOODWILL AND OTHER INTANGIBLE ASSETS (continued)

The recoverable value of goodwill relating to the exhibition business in Australia and New Zealand, and goodwill relating to the Group’s share of a cinema joint venture in Germany, has been determined by value in use calculations. This calculation uses cash flow projections based on operating forecasts and projected five year results, with cash flows beyond the five year period being projected using a per annum growth rate of 2.5%, which is considered appropriate given economic indicators and the expected long term increase in revenue and operating costs in these markets. Pre-tax discount rates of 8.18% to 12.0% (2017: 7.86% to 12.0%) per annum have been used in discounting the projected cash flows. In management’s assessment, there are no reasonable possible changes in assumptions that would give rise to an impairment.

3.6 – TRADE AND OTHER PAYABLES

Trade and other payables are recognised initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, these financial liabilities are measured at amortised cost. Trade payables are normally non-interest bearing and settled within 30 days. Payables are stated with the amount of GST or equivalent tax included.

The carrying value of trade and other payables is considered to approximate fair value.

The carrying value of trade and other payables is considered to approximate fair value.
Trade payables Other payables and accruals	2018 $’000 2017 $’000
	30,759 20,381 76,188 86,514
	106,947 106,895

3.7 – PROVISIONS

Accounting policy

Employee benefits

Provision is made for employee benefits including annual leave and long service leave for employees. The provision is calculated as the present value of the Group’s net obligation to pay such benefits resulting from the employees’ services provided up to the reporting date. The provisions due or available to be settled within 12 months have been calculated at undiscounted amounts based on the remuneration rates the employer expects to pay after the reporting date and includes related on-costs.

The liability for employees’ benefits to long service leave represents the present value of the estimated future cash outflows to be made by the employer resulting from employees’ services provided up to the reporting date.

Liabilities for employee benefits which are not due to be settled within 12 months are discounted using the rates attaching to national government securities at reporting date, which most closely match the terms of maturity of the related liabilities.

In determining the liability for employee benefits, consideration has been given to future increases in wage and salary rates, and the Group’s experience with staff departures. Related on-costs have also been included in the liability.

Insurance loss contingencies and other claims

The insurance loss contingencies and other claims provision relates to estimated costs to be incurred in respect of various claims that are expected to be settled within 12 months of the balance date.

Decommissioning of leasehold improvements

A provision for the estimated cost of decommissioning leasehold improvements is made where a legal or constructive obligation exists.

In determining the provision for decommissioning costs, an assessment is made for each location of the likelihood and amount of the decommissioning costs to be incurred in the future. The estimated future liability is discounted to a present value, with the discount amount unwinding over the life of the leasehold asset as a finance cost in profit or loss. The estimated decommissioning cost recognised as a provision is included as part of the cost of the leasehold improvements at the time of installation or during the term of the lease, as the liability for decommissioning is reassessed. This amount capitalised is then depreciated over the life of the asset.

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3.7 – PROVISIONS (continued)

Decommissioning of leasehold improvements (continued)

The decommissioning of leasehold improvements provision has been raised in respect of “make-good” obligations under long term lease contracts for various cinema sites. In determining the provision, an assessment has been made, for each location, of the likelihood that a decommissioning cost will be incurred in the future and, where applicable, the level of costs to be incurred. Uncertainty exists in estimating the level of costs to be incurred in the future because of the long term nature of cinema leases. The basis of accounting is set out in Note 3.3.

Other

Other provisions are recognised in the Statement of Financial Position when the Group has a present legal or constructive obligation as a result of a past event, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability. The unwinding of the discount is recognised as a finance cost.

Current Employee benefits Insurance loss contingencies and other claims Onerous contract Non-current Employee benefits Onerous contract Decommissioning of leasehold improvements Movements in provisions Movements in the carrying amounts of each class of provisions, except for employee benefits, are set out below: Insurance loss contingencies and other claims Carrying amount at the beginning of the year Payments Provided Carrying amount at the end of the year Onerous contract Carrying amount at the beginning of the year Provided Carrying amount at the end of the year Decommissioning of leasehold improvements Carrying amount at the beginning of the year Provided Reversed Notional interest Net foreign currency differences on translation of foreign operations Carrying amount at the end of the year	2018 $’000 2017 $’000
	20,385 20,532 75 81 205 –
	20,665 20,613
	3,025 2,830 286 – 13,132 11,510
	16,443 14,340
	81 75 (34) (20) 28 26
	75 81
	− − 491 −
	491 −
	11,510 11,377 1,140 96 (62) (50) 200 114 344 (27)
	13,132 11,510

3.8 – OTHER LIABILITIES

Other liabilities include contract deposits received in advance and deferred lease incentive balances arising from operating leases. Refer to Note 7.1 for further details regarding operating lease arrangements.

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S E C T I O N 4 – C A P I T A L S T R U C T U R E A N D F I N A N C I N G

This section outlines the Group’s capital structure, including how much is raised from shareholders (equity) and how much is borrowed from financial institutions (debt).

On the following pages, there are sections on the Group’s share capital, dividends, reserves, loans and borrowings, and financial risk management.

4.1 – SHARE CAPITAL

Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of ordinary shares are recognised as a deduction from equity, net of any tax effects. The Company does not have authorised capital or par value in respect of its issued shares.

Ordinary shares entitle the holder to participate in dividends and the proceeds on winding up of the Company in proportion to the number of and amounts paid on the shares held. On a show of hands, every holder of ordinary shares present at a meeting in person or by proxy, is entitled to one vote, and upon a poll each share is entitled to one vote.

Share capital Fully paid ordinary shares Movements in share capital Balance at the beginning of the year Share capital issued pursuant to the Executive Performance Rights Plan for nil consideration Performance shares exercised and withdrawn from the trust Balance at the end of the year Share capital consists of: Ordinary shares Tax Exempt Share Plan shares Employee Share Plan shares Treasury shares Performance shares	2018 Shares 2017 Shares	2018 $’000 2017 $’000
	160,560,596 159,488,932	219,126 219,126
	159,488,932 158,732,489 343,973 – 727,691 756,443	219,126 219,126 – – – –
	160,560,596 159,488,932	219,126 219,126
	160,536,333 159,369,264 24,263 27,548 – 92,120
	160,560,596 159,488,932 343,300 1,070,991
	160,903,896 160,559,923

Share buy-back

There is no current on-market buy-back.

Dividend Reinvestment Plan

The Dividend Reinvestment Plan was suspended in August 2010.

Treasury shares

Treasury shares consist of shares held in trust in relation to the Group’s Executive Performance Share Plan. As at 30 June 2018, a total of 343,300 (2017: 1,070,991) shares were held in trust and classified as treasury shares. Information relating to the Group’s share-based payment arrangements is set out in Note 6.1.

Options

Other than the performance rights disclosed in Note 6.1, there were no share options on issue as at 30 June 2018 (2017: nil).

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4.1 – SHARE CAPITAL (continued)

Capital management

The Group manages its capital with the objective of maintaining a strong capital base so as to maintain investor, creditor and market confidence and to have the capacity to take advantage of opportunities that will enhance the existing businesses and enable future growth and expansion. The Board monitors the return on capital, which the Group defines as operating profit after income tax divided by shareholders’ equity and long term debt. The Board also monitors the Group’s gearing ratio, being net debt divided by shareholders’ equity.

It is recognised that the Group operates in business segments in which operating results may be subject to volatility and the Board continuously reviews the capital structure to ensure sufficient:

surplus funding capacity is available;
funds are available for capital expenditure and to implement longer term business development strategies; and
funds are available to maintain appropriate dividend levels.

There were no changes in the Group’s approach to capital management during the year. No Group entity is subject to externally imposed capital requirements.

4.2 – DIVIDENDS

Per share Cents Total amount $’000 Date ofpayment Tax rate for franking credit Percentage franked Dividends on ordinary shares paid during the year were: 2018 Final 2017 dividend 31 49,774 21 September 2017 30% 100% Interim 2018 dividend 21 33,790 15 March 2018 30% 100% 83,564 2017 Final 2016 dividend 31 49,774 22 September 2016 30% 100% Interim 2017 dividend 20 32,112 16 March 2017 30% 100% 81,886 Subsequent events Since the end of the year, the directors declared the following dividends: Final 2018 dividend 31 49,880 20 September 2018 30% 100%	Per share Cents Total amount $’000 Date ofpayment Tax rate for franking credit Percentage franked Dividends on ordinary shares paid during the year were: 2018 Final 2017 dividend 31 49,774 21 September 2017 30% 100% Interim 2018 dividend 21 33,790 15 March 2018 30% 100% 83,564 2017 Final 2016 dividend 31 49,774 22 September 2016 30% 100% Interim 2017 dividend 20 32,112 16 March 2017 30% 100% 81,886 Subsequent events Since the end of the year, the directors declared the following dividends: Final 2018 dividend 31 49,880 20 September 2018 30% 100%	Total amount $’000 Date ofpayment Tax rate for franking credit Percentage franked


	31	49,774 21 September 2017 30% 100%
	21	33,790 15 March 2018 30% 100%
		83,564
		49,880 20 September 2018 30% 100%

The financial effect of the final dividend in respect of the year has not been brought to account in the financial statements for the year ended 30 June 2018 and will be recognised in subsequent financial statements.

the year ended 30 June 2018 and will be recognised in subsequent financial statements.
Franking credit balance The amount of franking credits available for future reporting periods	2018 $’000 2017 $’000
	143,183 140,314

The impact on the franking account of dividends proposed or declared before the financial report was authorised for issue but not recognised as a distribution to equity holders during the period is to reduce the balance by $21,377,000 (2017: $21,332,000). The ability to utilise franking credits is dependent upon the Company being in a sufficient positive net asset position and also having adequate available cash flow liquidity.

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4.3 – RESERVES

Available-for-sale financial assets revaluation reserve

This reserve includes the cumulative net change in the fair value of available-for-sale financial assets. Amounts are recognised in the Income Statement when the associated assets are sold or impaired.

Investment property revaluation reserve

This reserve relates to property that has been reclassified as an investment property and represents the cumulative increase in the fair value of the property at the date of reclassification.

Hedging reserve

This reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments related to hedged transactions that have not yet occurred.

Share-based payments reserve

This reserve includes the cumulative fair value of the executive performance shares and performance rights which have been recognised as an employee expense in the Income Statement. See Note 6.1 for further details regarding share-based payment arrangements.

Foreign currency translation reserve

This reserve records the foreign currency differences arising from the translation of foreign operations, the translation of transactions that hedge the Group’s net investment in a foreign operation or the translation of foreign currency monetary items forming part of the net investment in a foreign operation and the Group’s share of associates’ increment or decrement in their foreign currency translation reserve.

Available-for- sale financial assets revaluation $’000 Investment property revaluation $’000 Hedging $’000	Share-based payments $’000 Foreign currency translation $’000
		Total $’000

13,994 5,121 (10)	29,821 6,007	54,933

697 – –	– –	697

– – 18	– –	18

– – –	2,948 –	2,948

– – –	– 5,192	5,192
– – –	1,108 –	1,108

14,691 5,121 8	33,877 11,199	64,896

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4.4 – LOANS, BORROWINGS AND FINANCING ARRANGEMENTS

Cash and cash equivalents

Cash and cash equivalents comprise cash balances and call deposits with an original maturity of three months or less. Bank overdrafts that are repayable on demand and form an integral part of the Group’s cash management are included as a component of cash and cash equivalents for the purpose of the Statement of Cash Flows.

Loans and borrowings

Interest bearing and non-interest bearing loans and borrowings are recognised initially at fair value less attributable transaction costs. Subsequent to initial recognition, loans and borrowings are stated at amortised cost with any difference between cost and redemption value being recognised in profit or loss over the period of the borrowings using the effective interest method. The carrying value of loans and borrowings is considered to approximate fair value.

Finance costs

Finance costs include interest, unwinding of discounts or premiums relating to borrowings, amortisation of ancillary costs incurred in connection with arrangement of borrowings and lease finance charges. Ancillary costs incurred in connection with the arrangement of loans and borrowings are capitalised and amortised over the life of the borrowings. Finance costs are expensed as incurred unless they relate to qualifying assets. Qualifying assets are assets which take more than 12 months to get ready for their intended use or sale. Where funds are borrowed specifically for the acquisition, construction or production of a qualifying asset, the amount of borrowing costs capitalised is that incurred in relation to that borrowing, net of any interest earned on those borrowings. Borrowing costs that are not directly attributable to the acquisition, construction or production of qualifying assets are recognised in profit or loss using the effective interest method.

Bank debt – secured

The Group’s secured bank debt facilities were amended and restated on 15 August 2017 and comprise the following:

$545,000,000 revolving multi-currency loan facility; and
$15,000,000 credit support facility (for the issue of letters of credit and bank guarantees).

The above facilities mature on 15 August 2020 and are supported by interlocking guarantees from most Group entities and are secured by specific property mortgages. Debt drawn under these facilities bears interest at the relevant inter-bank benchmark reference rate plus a margin of between 1.15% and 2.1% per annum. At 30 June 2018, the Group had drawn $375,540,000 (2017: $323,905,000) under the debt facilities, of which $nil (2017: $nil) was subject to interest rate swaps used for hedging, and had drawn $2,939,000 under the credit support facility (2017: $2,948,000).

Other facility – secured

Certain wholly-owned German subsidiaries have arranged a secured five year guarantee facility of €17,000,000 (A$26,797,000) (for the issue of letters of credit and bank guarantees).

The facility is supported by interlocking guarantees from certain (non-Australian based) Group entities and is secured against a specific property in Germany. Debt drawn under the facility bears interest at the relevant inter-bank benchmark rate plus a margin of between 0.75% and 2.75% per annum. At 30 June 2018, the Group had drawn €14,094,000 (A$22,216,000) under the facility.

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4.4 – LOANS, BORROWINGS AND FINANCING ARRANGEMENTS(continued)	2018 $’000 2017 $’000 – 323,905 – (98)
Current Interest bearing loans and borrowings Bank loans – secured Deferred financing costs Non-interest bearing loans and borrowings Loans from other companies – unsecured Non-current Interest bearing loans and borrowings Bank loans – secured Deferred financing costs Non-interest bearing loans and borrowings Loans from other companies – unsecured
	– 323,807 1,127 1,634
	1,127 325,441
	375,540 – (1,173) –
	374,367 – 1,988 2,360
	376,355 2,360

4.5 – FINANCIAL RISK MANAGEMENT

Derivative financial instruments

From time to time, the Group uses derivative financial instruments to hedge its exposure to interest rate and foreign exchange risks arising from operating activities, investing activities and financing activities. In accordance with its treasury policy, the Group does not hold or issue derivative financial instruments for trading purposes.

Derivative financial instruments are recognised at fair value within prepayments and other current assets. The gain or loss on remeasurement to fair value is recognised immediately in profit or loss. However, where derivatives qualify for hedge accounting, recognition of any resultant gain or loss depends on the nature of the item being hedged.

The fair value of interest rate swaps is the estimated amount that the Group would receive or pay to terminate the swap at the reporting date, taking into account current interest rates and the creditworthiness of the swap counterparties. The fair value of forward exchange contracts is their quoted market price at the reporting date, being the present value of the quoted forward price.

Available-for-sale financial assets

All investments are initially recognised at cost, being the fair value of the consideration given and including acquisition charges associated with the investment.

After initial recognition, investments, which are classified as available-for-sale, are measured at fair value. Available-for-sale financial assets comprise marketable equity securities.

For investments that are actively traded in organised financial markets, fair value is determined by reference to securities exchange quoted market bid prices at the close of business at reporting date.

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S E C T I O N 4 – C A P I T A L S T R U C T U R E A N D F I N A N C I N G

4.5 – FINANCIAL RISK MANAGEMENT (continued)

Gains or losses on available-for-sale financial assets are recognised as a separate component of equity in the available-for-sale financial assets revaluation reserve until the investment is sold, collected or otherwise disposed of, or until the investment is determined to be impaired, at which time the cumulative gain or loss previously reported in equity is included in profit or loss.

An impairment loss recognised in profit or loss in respect of an available-for-sale investment is reversed through profit or loss to the extent that the investment’s carrying amount does not exceed the carrying amount that would have been determined if no impairment loss had been recognised.

the extent that the investment’s carrying amount does not exceed the carrying amount that impairment loss had been recognised.	would have been determined if no
Available-for-sale financial assets Investment in a listed company	2018 $’000 2017 $’000
	20,924 19,928

The Group’s investment is in a company listed on the ASX. No reasonably possible change in the share price of this company would have a material effect on the available-for-sale financial assets balance or the related revaluation reserve at the reporting date.

Financial risks

The Group’s exposure to financial risks, objectives, policies and processes for managing the risks including methods used to measure the risks, and the management of capital are presented below.

The Group’s activities expose it to the following financial risks:
credit risk;
liquidity risk; and
market risk, including interest rate and foreign exchange risks.

The Board has overall responsibility for the oversight of the risk management framework. Risk management policies are established to identify and analyse the risks faced by the Group, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly and modified as appropriate to reflect changes in market conditions and the Group’s activities.

The Audit and Risk Committee oversees how management has established and monitors internal compliance and control systems and to ensure the appropriate and effective management of the above risks. The Audit and Risk Committee is assisted in its oversight role by the Internal Audit function. The Internal Audit function undertakes reviews of risk management controls and procedures in accordance with an annual plan approved by the Audit and Risk Committee. The results of these Internal Audit reviews are reported to the Audit and Risk Committee.

Credit risk

Credit risk arises from trade and other receivables outstanding, cash and cash equivalents, derivative financial instruments and deposits with banks and financial institutions. It is the risk of financial loss to the Group if a customer or counterparty to the financial instrument fails to meet its contractual obligations, and arises principally from the Group’s trade receivables. Information regarding the Group’s trade receivable balances is disclosed in Note 3.1. The Group’s exposure to credit risk is not considered material.

The Group’s maximum exposure to credit risk at the reporting date was considered to approximate the carrying value of receivables at the reporting date.

Investments and derivatives

Investments of surplus cash and deposits and derivative financial instruments are with banks with high credit ratings. Given their high credit ratings, management does not expect any counterparty to fail to meet its obligations.

At 30 June 2018, there were no significant concentrations of credit risk. The maximum exposure to credit risk is represented by the carrying amount of each financial asset, including derivative financial instruments, in the Statement of Financial Position.

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4.5 – FINANCIAL RISK MANAGEMENT (continued)

Guarantees

All guarantees are in respect of obligations of subsidiaries, associates, joint ventures or joint operations in which the Group has an interest, and principally relate to operating lease arrangements. The Group’s operating lease commitments are disclosed in Note 7.1, and details of guarantees given by the parent entity are provided in Note 7.5.

Security deposits

Security deposits relate to the Group’s operating lease arrangements. Certain lease agreements require an amount to be placed on deposit, which should then be returned to the Group at the conclusion of the lease term.

Liquidity risk

Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The Group manages liquidity risk by continuously monitoring forecast and actual cash flows. The Group’s treasury function aims to maintain flexibility in funding by maintaining committed credit lines with a number of counterparties.

The Group’s financial liabilities

The contractual maturities of the Group’s financial liabilities, including interest payments and excluding the impact of netting agreements, are as follows:

2018 Non-derivative financial liabilities Secured bank loans Unsecured non-interest bearing loans from other companies Trade payables Other payables and accruals Derivative financial assets Forward exchange contracts 2017 Non-derivative financial liabilities Secured bank loans Unsecured non-interest bearing loans from other companies Trade payables Other payables and accruals Derivative financial liabilities Forward exchange contracts	Carrying amount $’000 Contractual cash flows $’000 6 months or less $’000 6 to 12 months $’000 1 to 2 year(s) $’000	2 to 5 years $’000 Over 5 years $’000



	375,540 (401,869) (6,185) (5,916) (12,792)	(376,976) −

	3,115 (3,115) (564) (564) (971)	(763) (253)
	30,759 (30,759) (30,759) − −	− −
	76,188 (76,188) (76,188) − −	− −


	(11) 11 11 − −	− −
	485,591 (511,920) (113,685) (6,480) (13,763)	(377,739) (253)
	323,905 (325,754) (325,754) − − 3,994 (3,994) (817) (817) (1,128) 20,381 (20,381) (20,381) − − 86,514 (86,514) (86,514) − − 14 (14) (14) − −	− − (1,328) 96 − − − − − −
	434,808 (436,657) (433,480) (817) (1,128)	(1,328) 96

For derivative financial assets and liabilities, maturities detailed in the table above approximate periods that cash flows and the impact on profit or loss are expected to occur.

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4.5 – FINANCIAL RISK MANAGEMENT (continued)

Market risk

Market risk is the risk that changes in market prices, such as interest rates and foreign exchange rates, will affect the Group’s income or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, whilst optimising the return.

The Group uses derivative financial instruments such as interest rate swaps and forward exchange contracts to hedge exposures to fluctuations in interest rates and foreign exchange rates. Derivatives are used exclusively for hedging purposes and are not traded or used as speculative instruments. This is carried out under Board approved treasury policies.

Hedge of net investment in foreign operations

The portion of the gain or loss on an instrument used to hedge a net investment in a foreign operation, that is determined to be an effective hedge, is recognised in other comprehensive income and presented in equity in the foreign currency translation reserve. The ineffective portion is recognised immediately in profit or loss.

Interest rate risk

The Group manages interest rate exposures on borrowings in accordance with a Board approved treasury policy that specifies parameters for hedging including hedging percentages and approved hedging instruments. The policy specifies upper and lower hedging limits set for specific timeframes out to five years. These limits may be varied with the approval of the Board.

At reporting date, the interest rate profile of the Group’s interest bearing financial instruments was:

Fixed rate instruments Financial assets Financial liabilities Variable rate instruments Financial assets Financial liabilities		2018 $’000 2017 $’000
		– − – −


		– −
		87,355 83,506 (375,540) (323,905)


		(288,185) (240,399)

The Group manages interest rate risk in accordance with a Board approved treasury policy covering the types of instruments, range of protection and duration of instruments. The financial instruments cover interest rate swaps and forward rate agreements. Maturities of these instruments are up to a maximum of five years. Interest rate swaps and forward rate agreements allow the Group to raise long term borrowings at floating rates and swap a portion of those borrowings into fixed rates.

The approved range of interest rate cover is based on the projected debt levels for each currency and reduced for each future year. There were no interest rate hedges at 30 June 2018 (2017: no interest rate hedges).

The Group classifies interest rate swaps as cash flow hedges and recognises them at fair value in the Statement of Financial Position.

The Group accounts for fixed rate financial assets and liabilities at fair value. The Group had no fixed rate instruments for the year ended 30 June 2018 (2017: no fixed rate instruments) and accordingly no sensitivity analysis has been prepared in the current or prior year.

Foreign exchange risk

The Group is exposed to currency risk on purchases, borrowings and surplus funds that are denominated in a currency other than the respective functional currencies of Group entities, primarily the Australian dollar (“AUD”), but also the New Zealand dollar (“NZD”), Euro (“EUR”) and Great British pound (“GBP”). Transactions undertaken by Group entities are primarily denominated in AUD, NZD, EUR and the US dollar (“USD”).

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4.5 – FINANCIAL RISK MANAGEMENT (continued)

The Group manages foreign currency exposures in accordance with a Board approved treasury policy that specifies parameters for hedging, including hedging percentages and approved hedging instruments. At any point in time, the Group hedges up to 60% of “highly probable” foreign currency exposures and 100% of confirmed foreign currency exposures. Typically, foreign currency exposures are hedged with the utilisation of forward exchange contracts.

The Group’s exposure to foreign currency risk in AUD equivalents at the reporting date was as follows, based on notional amounts:

Cash and cash equivalents Trade receivables Secured bank loans Trade payables Gross balance sheet exposure Forward exchange contracts Net exposure	2018	2017 USD $’000 NZD $’000 EUR $’000 GBP $’000 USD $’000
	NZD $’000 EUR $’000 GBP $’000
	387 4,956 199	1,143 842 4,666 10 1,270 – 108 – – – – (81,905) – – – – (316) – – –
	126 – –
	(71,540) – –
	(298) – –
	(71,325) 4,956 199	1,143 (81,271) 4,666 10 1,270
		11 – – – (14)
	– – –
	– – –	11 – – – (14)
	(71,325) 4,956 199	1,154 (81,271) 4,666 10 1,256

Sensitivity analysis

No reasonably possible change in prevailing foreign exchange rates would have a significant impact on the Income Statement or hedging reserve in the current or prior year.

Hedging of net investment in foreign subsidiaries

The Group’s NZD denominated bank loan is designated as a hedge of the foreign currency exposure to the Group’s net investment in its subsidiaries in New Zealand. The carrying amount of the loan at 30 June 2018 was $71,540,000 (2017: $81,905,000). A foreign exchange gain of $2,838,000 (2017: loss of $25,000) was recognised in equity on translation of the loan to AUD.

Financial instruments fair value determination method grading

Valuation methods for financial instruments carried at fair value are defined as follows:

Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities;
Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).

Available-for-sale financial assets are classified as Level 1 financial instruments. Derivative financial instruments are classified as Level 2 financial instruments.

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S E C T I O N 5 – G R O U P C O M P O S I T I O N

This section explains the composition of the Group.

On the following pages, there are sections on businesses acquired during the year, a list of subsidiaries, investments in associates and joint ventures, and disclosures regarding interests in other entities including cinema partnership interests.

5.1 – BUSINESS COMBINATIONS

Accounting policy

Business combinations are accounted for using the acquisition method as at the date when control is transferred to the Group. Under the acquisition method, consideration transferred in a business combination is generally measured at fair value, as are the identifiable net assets acquired. Consideration transferred includes the fair value of any contingent consideration, and share-based payment awards of the acquiree that are required to be replaced in the business combination.

The Group measures goodwill arising from the business combination at the acquisition date as the fair value of the consideration transferred, including the recognised amount of any non-controlling interest in the acquiree, less the net recognised amount (generally fair value) of the identifiable assets acquired and liabilities assumed. Any goodwill that arises is tested annually for impairment (refer to Note 3.5). If the consideration transferred is lower than the fair value of the net identifiable assets of the subsidiary acquired, the difference is recognised in profit or loss.

A contingent liability of the acquiree is assumed in a business combination only if the liability represents a present obligation and arises from past events, and its fair value can be measured.

The Group measures any non-controlling interest at its proportionate interest of the fair value of identifiable net assets of the acquiree.

Transaction costs incurred by the Group in connection with a business combination, such as due diligence fees, legal fees and other professional costs, are expensed as incurred.

Business combination in the year ended 30 June 2018

There were no material business combinations in the year ended 30 June 2018.

Business combination in the year ended 30 June 2017

The Group acquired the following businesses during the prior year:

Downtown Cinemas

Effective 28 July 2016, Event Cinemas Limited, a wholly-owned subsidiary in New Zealand, acquired three cinemas in Palmerston North, Paraparaumu and Havelock North, New Zealand. The consideration paid was $7,255,000 (NZ$7,650,000).

The Group recognised the fair value of the following identifiable assets and liabilities relating to this acquisition:

Plant and equipment Inventories Sub-total Leasehold and management rights Total net value of identifiable assets	Fair value at acquisition date $’000
	1,762 69
	1,831 5,424
	7,255

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5.1 – BUSINESS COMBINATIONS (continued)

Leasehold and management rights

Leasehold and management rights were recognised as a result of the acquisition as follows:

Total cash consideration paid, net of cash acquired Less: net value of other identifiable assets and liabilities Leasehold and management rights	$’000
	7,255 (1,831)
	5,424

Leasehold and management rights will be amortised over the remaining term of the lease. Amortisation of leasehold and management rights is not expected to be deductible for income tax purposes.

The Group incurred direct costs relating to this acquisition of $33,000 which were expensed in the Income Statement for the prior year.

The Income Statement included revenue and net profit for the year ended 30 June 2017 of $6,734,000 and $625,000 respectively as a result of this acquisition.

Rydges Geelong

On 3 March 2017, the Group acquired a hotel property in Geelong in Victoria, Australia. The total consideration paid for the acquisition was $23,994,000.

The Group recognised the fair value of the following identifiable assets and liabilities relating to the acquisition:

Property, plant and equipment Other assets and liabilities Total net value of identifiable assets	Fair value at acquisition date $’000
	20,607 (206)
	20,401

Goodwill

Goodwill was recognised as a result of the acquisition as follows:

Total cash consideration paid, net of cash acquired Less: net value of identifiable assets and liabilities Goodwill	$’000
	23,994 (20,401)
	3,593

The goodwill was attributable mainly to the trading reputation and other intangible assets which were not separately identifiable. Goodwill recognised is not expected to be deductible for income tax purposes.

The Group incurred direct costs relating to this acquisition of $1,160,000 which were expensed in the Income Statement for the prior year.

The Income Statement includes revenue and net loss for the year ended 30 June 2017 of $2,150,000 and $9,000 respectively as a result of this acquisition. Had the acquisition occurred at the beginning of the year, it is estimated that the Income Statement would have included additional revenue and net profit of approximately $7,597,000 and $1,465,000 respectively.

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5.2 – SUBSIDIARIES

Accounting policy

Subsidiaries are entities controlled by the Group. The Group controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. The financial statements of subsidiaries are included in the consolidated financial statements from the date on which control commences until the date on which control ceases.

Intra-Group balances and transactions, and any unrealised gains and losses or income and expenses arising from intra-Group transactions, are eliminated in preparing the consolidated financial report.

Subsidiaries
Note
Albury Hotel Property Unit Trust
Amalgamated Cinema Holdings Limited
(c)
Amalgamated Holdings Superannuation Fund Pty Limited
Ancona Investments Pty Limited
Atura Adelaide Airport Unit Trust
Atura Holdings Pty Limited
Atura Hotels and Resorts Pty Limited
Bay City Cinemas Limited
(c)
Birch, Carroll & Coyle Limited
BLN Hotels Property Unit Trust
Bryson Centre Unit Trust
Bryson Hotel Property Unit Trust
Bryson Hotel Pty Limited
Canberra Theatres Limited
CMS Cinema Management Services GmbH & Co. KG
(a)(e)
CMS Cinema Verwaltungs GmbH
(a)(e)
Edge Digital Cinema Pty Limited
Edge Digital Technology Pty Limited
Edge Investments BV
(a)(d)
Elsternwick Properties Pty Limited
Event Cinema Entertainment Pty Limited
Event Cinemas (Australia) Pty Limited
Event Cinemas Limited
(c)
Event Cinemas Nominees Limited
(c)
Event Cinemas (NZ) Limited
(c)
Event Cinemas Queen Street Nominees Limited
(c)
Event Hotels and Resorts Pty Limited
Event Hotels (NZ) Limited
(c)
EVT Administration Pty Limited
Filmpalast am ZKM Karlsruhe Beteiligungs GmbH
(a)(e)
Filmpalast Konstanz Beteiligungs GmbH
(a)(e)
First Cinema Management BV
(a)(d)
2015 First Holding GmbH
(a)(e)
Flaggspelt Vermogensverwaltungsgesellschaft mbH
(a)(e)
458 to 468 George Street Holding Pty Limited
458 to 468 George Street Holding Trust
458 to 468 George Street Development Pty Limited
458 to 468 George Street Development Trust
Glenelg Theatres Pty Limited

Ownership
interest
2018
%
2017
%

100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
−
100
−
100
−
100
−
100
100

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5.2 – SUBSIDIARIES (continued)
Note

Ownership
interest
2018
%
2017
%

Greater Entertainment Pty Limited
Greater Occasions Australia Pty Limited
Greater Union Betriebsmittel GmbH
(a)(e)
Greater Union Filmpalast Cubix in Berlin GmbH
(a)(e)
Greater Union Filmpalast Dortmund GmbH & Co. KG
(a)(e)
Greater Union Filmpalast GmbH
(a)(e)
Greater Union Filmpalast in der Kulturbrauerei Berlin GmbH
(a)(e)
Greater Union Filmpalast in Hamburg GmbH
(a)(e)
Greater Union Filmpalast Rhein-Main GmbH
(a)(e)
Greater Union First Cinema BV and Co. KG
(a)(e)
Greater Union International BV
(a)(d)
Greater Union International GmbH
(a)(e)
Greater Union International Holdings Pty Limited
Greater Union Limited
(a)(b)
Greater Union Media & Event GmbH
(a)(e)
Greater Union Nominees Pty Limited
Greater Union Real Estate 40 GmbH
(a)(e)
Greater Union Real Estate Mainz GmbH
(a)(e)
Greater Union Screen Entertainment Pty Limited
Greater Union Theaters Beteiligungs GmbH
(a)(e)
Greater Union Theaters Dritte GmbH & Co. KG
(a)(e)
Greater Union Theaters Dritte Verwaltungs GmbH
(a)(e)
Greater Union Theaters GmbH
(a)(e)
Greater Union Theaters Management Mainz GmbH
(a)(e)
Greater Union Theaters Verwaltungs GmbH
(a)(e)
Greater Union Theaters Zweite GmbH & Co. KG
(a)(e)
Greater Union Theaters Zweite Verwaltungs GmbH
(a)(e)
Greattheatre Pty Limited
GU Real Estate Mainz Management GmbH
(a)(e)
GUO Investments (WA) Pty Limited
Gutace Holdings Pty Limited
Haparanda Pty Limited
Haymarket’s Tivoli Theatres Pty Limited
Kidsports Australia Pty Limited
Kosciuszko Thredbo Pty Limited
KTPL Unit Trust
Kvarken Pty Limited
Lakeside Hotel Property Unit Trust
Lakeside Hotel Pty Limited
Lakeside International Hotel Unit Trust
Mamasa Pty Limited
Multiplex Cinemas Magdeburg GmbH
(a)(e)
Multiplex Cinemas Oberhausen GmbH
(a)(e)
Neue Filmpalast GmbH & Co. KG
(a)(e)
Neue Filmpalast Management GmbH
(a)(e)
NFP Erste GmbH & Co. KG
(a)(e)
NFP Erste Verwaltungs GmbH
(a)(e)
Noahs Hotels (NZ) Limited
(c)
Noahs Limited
Northside Gardens Hotel Property Unit Trust
Northside Gardens Hotel Pty Limited
Pantami Pty Limited

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5.2 – SUBSIDIARIES (continued)
Note

Ownership
interest
2018
%
2017
%

203 Port Hacking Road Pty Limited
QT Gold Coast Pty Limited
QT Hotels and Resorts Pty Limited
QT Resort Port Douglas Pty Limited
RH Hotels Pty Limited
RQ Motels Pty Limited
Rydges Bankstown Pty Limited
Rydges Cronulla Pty Limited
Rydges Gladstone Hotel Property Unit Trust
Rydges Hobart Hotel Property Unit Trust
Rydges Hobart Hotel Pty Limited
Rydges Hotels Limited
Rydges Hotels Property Unit Trust
Rydges HPT Pty Limited
Rydges Property Holdings Pty Limited
Rydges Rotorua Hotel Limited
(a)(c)
Rydges Townsville Hotel Property Unit Trust
Sonata Hotels Pty Limited
Southport Cinemas Pty Limited
Sunshine Cinemas Pty Limited
Tannahill Pty Limited
The Geelong Theatre Company Limited
The Greater Union Organisation Pty Limited
Thredbo Resort Centre Pty Limited
Tourism & Leisure Pty Limited
Vierte Kinoabspielstatten GmbH & Co. KG
(a)(e)
Vierte Kinoabspielstatten Verwaltungs GmbH
(a)(e)
Western Australia Cinemas Pty Limited
Zollverein Pty Limited
Zweite Kinoabspielstatten GmbH & Co. KG
(a)(e)
Zweite Kinoabspielstatten Verwaltungs GmbH
(a)(e)

(a) These companies are audited by other member firms of KPMG International.

(b) This company was incorporated in and carries on business in the United Kingdom.

(d) These companies were incorporated in and carry on business in The Netherlands.

(e) These companies were incorporated in and carry on business in Germany.

All companies, except those stated above, were incorporated in Australia. All trusts were established in Australia.

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5.3 – INTERESTS IN OTHER ENTITIES

Accounting policy

Interests in equity accounted investees

The Group’s interests in equity accounted investees comprise interests in associates and interests in joint ventures. Associates are those entities in which the Group has significant influence, but not control or joint control, over the financial and operating policies. Significant influence is presumed to exist when the Group holds between 20% and 50% of the voting power of another entity.

Interests in associates and joint ventures (see below) are accounted for using the equity method. They are recognised initially at cost, which includes transaction costs. Subsequent to initial recognition, the consolidated financial statements include the Group’s share of the profit or loss and other comprehensive income of equity accounted investees, until the date on which significant influence or joint control ceases.

Unrealised gains arising from transactions with equity accounted investees are eliminated to the extent of the Group’s interest in the entity. Unrealised losses are eliminated in the same way as unrealised gains, but only to the extent that there is no evidence of impairment.

Joint arrangements

A joint arrangement is an arrangement of which two or more parties have joint control, in which the parties are bound by a contractual arrangement, and the contractual arrangement gives two or more of those parties joint control of the arrangement.

The Group classifies its interests in joint arrangements as either joint operations or joint ventures depending on the Group’s rights to the assets and obligations for the liabilities of the arrangements. When making this assessment, the Group considers the structure of the arrangements, the legal form of any separate vehicles, the contractual terms of the arrangements and other facts and circumstances.

The Group’s interests in joint operations, which are arrangements in which the parties have rights to the assets and obligations for the liabilities, are accounted for on the basis of the Group’s interest in those assets and liabilities. The Group’s interests in joint ventures, which are arrangements in which the parties have rights to the net assets, are equity accounted.

Investments in associates and joint ventures Associates Joint ventures	2018 $’000 2017 $’000
	114 147 14,254 10,795
	14,368 10,942

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5.3 – INTERESTS IN OTHER ENTITIES (continued)

Joint ventures

Details of the Group’s investments in joint ventures, which are accounted for using the equity method, are as follows:

Country of Name Principal activities incorporation	Ownership interest 2018 2017 % %	Investment carrying amount Contribution to operating profit 2018 2017 2018 2017 $’000 $’000 $’000 $’000
Browns Plains Cinemas Pty Limited Operator of a multiscreen cinema complex Australia Filmpalast am ZKM Karlsruhe GmbH & Co. KG Operator of a multiscreen cinema complex Germany Filmpalast Konstanz GmbH & Co. KG Operator of a multiscreen cinema complex Germany Rydges Latimer Holdings Limited Hotel owner New Zealand Loganholme Cinemas Pty Limited Operator of a multiscreen cinema complex Australia Red Carpet Cinema Communication GmbH & Co. KG Event management Germany	(a)50 (a)50 50 50 50 50 16 – (a)50 (a)50 50 50	750 816 (66) (65) 1,295 1,446 767 1,341 710 809 829 879 3,461 – 471 – 7,842 7,437 405 532 196 287 (105) –
		14,254 10,795 2,301 2,687

(a) Browns Plains Cinemas Pty Limited owns 33% of the Browns Plains Multiplex Joint Venture. The Group also has a direct 33% share in the Browns Plains Multiplex Joint Venture which is accounted for as a joint operation. The Group’s total effective interest in the Browns Plains Multiplex Joint Venture is 50%.

Dividends received from joint ventures for the year ended 30 June 2018 amount to $2,252,000 (2017: $3,692,000). The balance date of each of the Group’s joint ventures is 30 June.

Associates

Details of the Group’s investments in associates, which are accounted for using the equity method, are as follows:

Associates Details of the Group’s investments in associates, which are accounted for using the equity method, are as follows:
Ownership interest Name Principal activities Country of incorporation 2018 % 2017 %	Investment carrying amount Contribution to operating profit 2018 $’000 2017 $’000 2018 $’000 2017 $’000
Cinesound Movietone Productions Pty Limited Film owner and distributor Australia 50 50 DeinKinoticket GmbH Operator of DeinKinoticket website Germany 24 24 Digital Cinema Integration Partners Pty Limited Administration Australia 48 48 Digital Cinema Integration Partners NZ Pty Limited Administration New Zealand (a)60 (a)60 Movietimes Australia and New Zealand Pty Limited Operator of Movietimes website Australia (a)53 (a)53	114 147 (33) (3) – – – – – – – – – – – – – – – –
	114 147 (33) (3)

(a) Digital Cinema Integration Partners NZ Pty Limited and Movietimes Australia and New Zealand Pty Limited are not consolidated as the Group does not have control.

Dividends received from associates for the year ended 30 June 2018 amount to $nil (2017: $nil). The balance date of each of the Group’s associates is 30 June.

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S E C T I O N 5 – G R O U P C O M P O S I T I O N

5.3 – INTERESTS IN OTHER ENTITIES (continued)

Joint operations

Details of the Group’s investments in joint operations, which are accounted for on a line-by-line basis, are as follows:

			Ownership interest	Ownership interest
			2018	2017
Name	Principal activities	Country of operation	%		%
Australian Theatres Joint Venture	Operator of multiscreen cinema complexes	Australia	50		50
Browns Plains Multiplex Joint Venture	Operator of a multiscreen cinema complex	Australia	(a)33	(a)	33
Castle Hill Multiplex Cinema Joint Venture	Operator of a multiscreen cinema complex	Australia	50		50
Casuarina Cinema Centre Joint Venture	Operator of a multiscreen cinema complex	Australia	50		50
Garden City Cinema Joint Venture	Operator of a multiscreen cinema complex	Australia	33		33
Rialto Joint Venture	Operator of multiscreen cinema complexes	New Zealand	50		50
Toowoomba Cinema Centre Joint Venture	Operator of a multiscreen cinema complex	Australia	50		50

(a) In addition to the 33% interest in the Browns Plains Multiplex Joint Venture held directly, the Group has a 50% interest in Browns Plains Cinemas Pty Limited which is classified as a joint venture and equity accounted. Browns Plains Cinemas Pty Limited owns 33% of the Browns Plains Multiplex Joint Venture. The Group’s total effective interest in the Browns Plains Multiplex Joint Venture is 50%.

Operating lease commitments of joint operations

The Group’s share of future minimum operating lease rentals in respect of the above joint operations is not provided for but is payable:

Within one year Later than one year but not later than five years Later than five years	2018 2017 $’000 $’000
	32,785 31,591 87,091 85,649 106,562 92,152
	226,438 209,392

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S E C T I O N 6 – E M P L O Y E E B E N E F I T S A N D R E L A T E D P A R T Y T R A N S A C T I O N S

This section explains the remuneration of executives and other employees, and transactions with related parties including directors.

On the following pages, there are sections on share-based payments, director and executive disclosures and related party transactions.

6.1 – SHARE-BASED PAYMENTS

The Group’s share-based payment arrangements include the Executive Performance Share Plan and the Executive Performance Rights Plan. Grants were made under the Executive Performance Share Plan from 2007 to 2013 inclusive. The Group conducted a review of its long term incentive (“LTI”) arrangements in 2013 and resolved that the existing performance share-based LTI should be replaced with a performance rights-based LTI. Shareholders approved the Executive Performance Rights Plan at the 2013 Annual General Meeting. Grants have subsequently been made under the Executive Performance Rights Plan in February 2014, February 2015, February 2016, February 2017 and February 2018.

Accounting policy

The fair value of performance shares and rights granted under the Executive Performance Share Plan and the Executive Performance Rights Plan is recognised as an employee expense over the period during which the employees become unconditionally entitled to shares in the Company. There is a corresponding increase in equity, being recognition of a sharebased payments reserve. The fair value of performance shares and rights granted is measured at grant date.

To facilitate the operation of the Executive Performance Share Plan and Executive Performance Rights Plan, a third party trustee is used to administer the trust which holds shares in the Company allocated under the Executive Performance Share Plan or otherwise held or acquired on market in order to satisfy the Group’s future obligations under the Executive Performance Rights Plan. The trust is controlled by the Group and therefore its financial statements are included in the consolidated financial statements. The shares in the Group held by the trust are therefore shown as treasury shares (Note 4.1). The Group incurs expenses on behalf of the trust. These expenses are in relation to administration costs of the trust and are recorded in the Income Statement as incurred.

Performance shares and performance rights are subject to performance hurdles. The performance shares are recognised in the Statement of Financial Position as restricted ordinary shares. Performance shares are included within the weighted average number of shares used as the denominator for determining basic earnings per share and net tangible asset backing per share. Performance rights are not recognised in the Statement of Financial Position, but are included within the weighted average number of shares issued as the denominator for determining diluted earnings per share.

The Group measures the cost of the Executive Performance Share Plan and Executive Performance Rights Plan by reference to the fair value of the equity instruments at the date at which the instruments are granted. The fair value of performance rights granted is determined by an external valuer using a Monte Carlo simulation model and Binomial tree model using the assumptions detailed below.

Executive Performance Rights Plan

The establishment of the Executive Performance Rights Plan was approved by shareholders at the 2013 Annual General Meeting. Employees receiving awards under the Executive Performance Rights Plan are those of a senior level and above (including the CEO).

An employee awarded performance rights is not legally entitled to shares in the Company before the performance rights under the plan vest, and during the vesting period the performance rights do not carry the right to vote or to receive dividends. Once the rights have vested, which is dependent on the Group achieving its earnings per share (“EPS”) and total shareholder return (“TSR”) targets, participants are issued one ordinary share in the Company for each vested performance right held. Award, vesting and the issue of ordinary shares under the plan are made for no consideration. The performance period is three years.

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6.1 – SHARE-BASED PAYMENTS (continued)

Set out below are summaries of performance rights awarded under the plan:

Type of right Grant date Balance at the start of theyear Granted	Exercised	Forfeited Balance at the end of theyear
2018
Performance rights 19 February2015 632,560 −	(609,054)	(23,506) −
Performance rights 18 February2016 515,683 −	−	(48,465) 467,218
Performance rights 16 February 2017 578,240 −	−	(53,895) 524,345
Performance rights 15 February2018 − 567,956	−	(23,854) 544,102
1,726,483 567,956	(609,054)	(149,720) 1,535,665
2017 Performance rights 20 February 2014 611,269 − Performance rights 19 February 2015 663,443 − Performance rights 18 February 2016 550,958 − Performance rights 16 February2017 − 581,616	(611,269) − − −	− – (30,883) 632,560 (35,275) 515,683 (3,376) 578,240
1,825,670 581,616	(611,269)	(69,534) 1,726,483

Fair value of performance rights granted

The assessed fair value at grant date of performance rights granted under the Executive Performance Rights Plan during the year ended 30 June 2018 was $11.82 (2017: $11.09) for those rights that have EPS hurdles and $6.80 (2017: $3.92) for those rights that have TSR hurdles. The fair value of each performance right is estimated on the date of grant using a Binomial tree model for those rights that have EPS hurdles, and a Monte Carlo simulation model for those rights that have TSR hurdles with the following weighted average assumptions used for each grant:

	Granted	Granted	Granted
	15 February 2018	16 February 2017	18 February 2016
Dividend yield (per annum)	4.0%	4.2%	3.4%
Expected volatility	20%	19%	19%
Risk-free rate (per annum)	2.07%	1.92%	1.85%
Share price	$13.09	$12.38	$15.31
Expected life	3years	3years	3years

The expected life of the performance rights is based on historical data and is not necessarily indicative of exercise patterns that may occur. The expected volatility reflects the assumption that the historical volatility is indicative of future trends, which may also not necessarily be the actual outcome.

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6.1 – SHARE-BASED PAYMENTS (continued)

Executive Performance Share Plan

Employees who received awards under the Executive Performance Share Plan were those of a senior level and above (including the CEO). An employee awarded performance shares is not legally entitled to shares in the Company before the performance shares allocated under the plan vest. However, the employee can vote and receive dividends in respect of shares allocated to them. Once the shares have vested, which is dependent on the Group achieving its EPS and TSR targets, they remain in the trust until the earliest of the employee leaving the Group, the seventh anniversary (for grants made from 2010) or the 10[th] anniversary (for grants made from 2007 to 2009) of the date the performance shares were awarded, or the date the Board approves an application for their release. Award, vesting and exercise under the plan are made for no consideration. The performance period is three years.

Set out below are summaries of performance shares awarded under the plan:

		Balance at			Forfeited	Balance at
		the start of			shares	the end of
Year	Type of right	theyear	Granted	Exercised	reallocated	theyear (a)
2018	Performance shares	1,070,991	–	(727,691)	–	343,300
2017	Performance shares	1,827,434	–	(145,174)	(611,269)	1,070,991

(a) The balance at the end of the prior year included a total of 183,261 shares that had been forfeited by employees due to cessation of employment. The forfeited shares were held within the trust and utilised in settlement of the Group’s obligation under the Executive Performance Rights Plan award on 19 February 2015.

No performance shares were granted during the year ended 30 June 2018 (2017: nil).

Share-based payment expense

Total share-based payment expense included within employee expenses for the year ended 30 June 2018 was $2,948,000 (2017: $8,042,000).

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S E C T I O N 6 – E M P L O Y E E B E N E F I T S A N D R E L A T E D P A R T Y T R A N S A C T I O N S

6.1 – SHARE-BASED PAYMENTS (continued)

Superannuation

Group entities contribute to several defined contribution superannuation plans. The superannuation contributions recognised as an employee expense in the Income Statement are detailed below:

as an employee expense in the Income Statement are detailed below:
Superannuation contributions recognised as an employee expense	2018 $’000 2017 $’000
	16,544 15,917

6.2 – DIRECTOR AND EXECUTIVE DISCLOSURES

Information regarding individual directors’ and executives’ compensation and some equity instruments disclosures, as permitted by the Corporations Regulations 2001, are provided in the Remuneration Report contained within the Directors’ Report. The relevant sections of the Remuneration Report are outlined below:

Section of Remuneration Report	Directors’ Report page reference
Non-executive director remuneration	17
CEO and other executive remuneration	18
Fixed annual remuneration	18
Variable remuneration – short term incentive	18
Variable remuneration – long term incentive	19
Employment contracts	21
Directors’ and executives’ position and period of responsibility	22
Directors’ and executives’ remuneration	23
Performance rights holdings and transactions	26
Performance share holdings and transactions	28
Equity holdings and transactions	29

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6.2 – DIRECTOR AND EXECUTIVE DISCLOSURES (continued)

Key management personnel remuneration

The key management personnel remuneration included in employee expenses is as follows:

Employee benefits Short term Other long term Termination payments Equity compensation Post employment	2018 $ 2017 $
	5,613,036 9,842,862 50,720 54,645 − 1,959,618 985,953 4,111,152 213,740 208,077
	6,863,449 16,176,354

Other transactions with the Company or its controlled entities

AG Rydge paid rent, levies and other costs to Group entities during the year amounting to $101,539 (2017: $98,527). Rent is charged to AG Rydge at market rates.

A controlled entity has entered into a lease agreement for a cinema complex in Townsville with an entity related to KG Chapman. Rent paid under the lease is at market rates.

Apart from the details disclosed in the Remuneration Report, no KMP has entered into a material contract with the Group since the end of the previous year and there were no material contracts involving directors’ interests existing at reporting date.

6.3 – RELATED PARTIES

Relationships with associates

Transactions with associates included the receipt of property rental income from an associate of $60,000 (2017: $57,000). Costs paid on behalf of an associate totalled $92,000 (2017: $104,000) and these costs were not refundable (2017: $nil) by that associate.

Refer also to Notes 3.1 and 5.3.

Relationships with joint ventures and joint operation partners

Refer to Note 5.3.

Key management personnel

Disclosures relating to directors of the Company and named executives are set out in the Remuneration Report contained within the Directors’ Report, and in Note 6.2.

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S E C T I O N 7 – O T H E R I N F O R M A T I O N

This section contains other disclosures required by accounting standards and the Corporations Act 2001.

7.1 – COMMITMENTS AND LEASES

The Group leases various properties, including cinema sites, under operating leases. The leases typically run for periods up to 20 years, with varying terms, escalation clauses and renewal or extension options. The head lease in respect of the Thredbo Village and ski area is for a longer period, being 50 years from 29 June 2007.

A small number of leases have commitments in respect of contingent rental payments which arise when the operating performance of a site exceeds a pre-determined amount. Also, there are rentals which are determined as the higher of a base rental and a fixed percentage of a defined amount reflecting the operating performance of a site or a base rental plus a fixed percentage of the net profit from the site. Contingent rental payments recognised as an expense in the period for the Group amounted to $6,005,000 (2017: $6,907,000).

Payments made under operating leases are charged to profit or loss in equal instalments over the accounting periods covered by the lease term, except where an alternative basis is more representative of the pattern of benefits to be derived from the leased property. Lease incentives, for example a rent-free period on commencement of a lease, are deferred and recognised over the lease term on a straight-line basis. Deferred lease incentives are recognised within other liabilities in the Statement of Financial Position. Operating lease rental expense (including contingent rent) for the year ended 30 June 2018 was $140,841,000 (2017: $136,516,000).

The Group does not have finance lease or hire purchase arrangements either as a lessor or a lessee.

Lease commitments for future years are set out below:

Operating lease commitments – as lessee Future minimum operating lease rentals not provided for and payable: Within one year Later than one year but not later than five years Later than five years	2018 $’000 2017 $’000
	100,748 96,737 271,245 279,791 228,867 214,146
	600,860 590,674

The Group receives rental income from a number of properties, both leased and owned. With the exception of sub-leases under the Thredbo head lease, leases are for periods ranging between one to 15 years and have varying terms, escalation clauses and renewal or extension options. There are approximately 700 sub-leases under the Thredbo head lease. Thredbo sub-leases consist of long term accommodation sub-leases for holiday apartments, chalets and lodges and also retail premises. Long term accommodation sub-leases are typically for periods mirroring the head lease, which was renewed for a further 50 year period from 29 June 2007.

Operating lease rental income for future years is set out below:

Sub-lease receivables – as lessor Future lease receivables in relation to sub-leases of property space under operating leases not recognised and receivable: Within one year Later than one year but not later than five years Later than five years Operating leases – as lessor Future operating lease rentals for owned properties not recognised and receivable: Within one year Later than one year but not later than five years Later than five years	2018 $’000 2017 $’000
	7,446 10,654 29,029 32,872 239,164 238,959
	275,639 282,485
	16,002 14,334 43,067 49,474 13,705 21,689
	72,774 85,497

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7.2 – CONTINGENT LIABILITIES

Claims for personal injury

The nature of the Group’s operations results in claims for personal injury being received from time to time. The directors believe that the outcome of any current claims outstanding, which are not provided against in the financial statements, will not have a significant impact on the operating result of the Group in future reporting periods.

The directors are of the opinion that provisions are not required in respect of these matters, as it is not probable that a future sacrifice of economic benefits will be required or the amount is not capable of reliable measurement at balance date.

7.3 – RECONCILIATION OF PROFIT FOR THE YEAR TO NET CASH PROVIDED BY OPERATING ACTIVITIES

Reconciliation of profit for the year to net cash provided by operating activities Profit for the year Adjustments for: Depreciation and amortisation Loss/(profit) on sale of non-current assets Impairment adjustments Fair value (increment)/decrement of investment properties Equity accounted investment dividends Share of equity accounted investees’ net profit Share-based payments expense Receivables impairment adjustment Unrealised foreign exchange (gains)/losses Net cash provided by operating activities before change in assets and liabilities Change in assets and liabilities adjusted for effects of consolidation of controlled entities acquired/disposed during the year: Decrease/(increase) in trade and other receivables (Increase)/decrease in inventories Increase in prepayments and other current assets Increase/(decrease) in deferred tax items Increase/(decrease) in income taxes payable Increase in trade and other payables Increase in provisions Increase/(decrease) in other liabilities Increase in deferred revenue Increase in financing costs payable Net cash provided by operating activities	2018 $’000 2017 $’000
	111,910 110,819 77,862 73,605 820 (5) 18,525 10,986 (5,750) 250 2,252 3,692 (2,268) (2,684) 2,948 8,042 2 (128) (312) 369
	205,989 204,946 478 (16,445) (1,014) 12,307 (5,996) (1,178) 2,018 (1,853) 705 (19,009) 1,397 7,477 1,595 1,573 1,712 (1,303) 664 2,156 201 10
	207,749 188,681

Cash flows are included in the Statement of Cash Flows on a gross basis. The GST or equivalent tax components of cash flows arising from investing and financing activities which are recoverable from, or payable to, taxation authorities are classified as operating cash flows.

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S E C T I O N 7 – O T H E R I N F O R M A T I O N

S E C T I O N 7 – O T H E R I N F O R M A T I O N
7.4 – AUDITORS’ REMUNERATION	2018 $ 2017 $
Audit services: Auditors of the Group – KPMG Australia Audit and review of financial statements Other assurance services Overseas KPMG firms Audit and review of financial statements Other assurance services Other auditors Audit and review of financial statements Other services: Auditors of the Group – KPMG Australia Tax compliance and advice Other services Overseas KPMG firms Tax compliance and advice Other auditors Tax compliance and advice Other services 7.5 – PARENT ENTITY DISCLOSURES	1,276,000 1,187,000 337,663 146,756 407,000 438,000 103,717 86,192
	2,124,380 1,857,948
	58,960 57,618
	58,960 57,618

	2,183,340 1,915,566
	239,184 263,949 233,346 172,016
	472,530 435,965
	245,243 362,039
	18,507 3,663 8,240 75,029
	26,747 78,692
	744,520 876,696

As at, and throughout the financial year ended, 30 June 2018, the parent entity of the Group was EVENT Hospitality & Entertainment Limited. 2018 $’000 2017 $’000 Results of parent entity Profit for the year 73,309 68,598 Other comprehensive income for the year 1,883 4,895 Total comprehensive income for the year 75,192 73,493 Financial position of parent entity at year end Current assets 6,055 646 Total assets 394,209 402,095 Current liabilities 6,867 9,175 Total liabilities 11,856 14,239 Net assets 382,353 387,856
	73,309 68,598 1,883 4,895
	75,192 73,493
	6,055 646
	394,209 402,095
	6,867 9,175
	11,856 14,239
	382,353 387,856

As at, and throughout the financial year ended, 30 June 2018, the parent entity of the Group was EVENT Hospitality & Entertainment Limited.

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S E C T I O N 7 – O T H E R I N F O R M A T I O N

S E C T I O N 7 – O T H E R I N F O R M A T I O N
7.5 – PARENT ENTITY DISCLOSURES(continued)	2018 $’000 2017 $’000
Total equity of parent entity comprises: Share capital Available-for-sale financial assets revaluation reserve Share-based payments reserve Retained earnings Total equity Parent entity contingencies Controlled entities The Company has guaranteed the obligations of some subsidiary entities in respect of a number of operating lease commitments. Operating lease commitments of subsidiary entities that have been guaranteed are due: Not later than one year Later than one year but not later than five years Later than five years Joint ventures and joint operations The Company has guaranteed the obligations of some joint ventures and joint operations in respect of a number of operating lease commitments. Operating lease commitments of joint ventures and joint operations are due: Not later than one year Later than one year but not later than five years Later than five years	219,126 219,126 14,691 13,994 33,877 29,821 114,659 124,915
	382,353 387,856
	51,291 50,938 66,535 74,582 49,756 43,735
	167,582 169,255
	37,794 34,368 105,990 92,259 150,481 117,433
	294,265 244,060
	461,847 413,315

Parent entity guarantees

Subsidiaries

The Company has entered into a Deed of Cross Guarantee with the effect that the Company guarantees debts in respect of most of its Australian incorporated subsidiaries. Further details of the Deed of Cross Guarantee and the subsidiaries subject to the deed, are disclosed in Note 7.7.

Bank debt facilities

The Company is a guarantor under the Group’s secured bank debt facilities, as disclosed in Note 4.4.

7.6 – EVENTS SUBSEQUENT TO REPORTING DATE

Dividends

For final dividends declared after 30 June 2018, refer to Note 4.2.

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S E C T I O N 7 – O T H E R I N F O R M A T I O N

7.7 – DEED OF CROSS GUARANTEE

Pursuant to ASIC Corporations (Wholly-owned Companies) Instrument 2016/785, the wholly-owned subsidiaries listed below are relieved from the Corporations Act 2001 requirements for preparation, audit and lodgement of financial reports, and directors’ reports.

It is a condition of the Instrument that the Company and each of the subsidiaries enter into a Deed of Cross Guarantee. The effect of the deed is that the Company guarantees to each creditor, payment in full of any debt in the event of winding up of any of the subsidiaries under certain provisions of the Corporations Act 2001. If a winding up occurs under other provisions of the Act, the Company will only be liable in the event that after six months any creditor has not been paid in full. The subsidiaries have also given similar guarantees in the event that the Company is wound up.

The subsidiaries subject to the deed are:

Atura Hotels and Resorts Pty Limited Kvarken Pty Limited Birch, Carroll & Coyle Limited Lakeside Hotel Pty Limited Bryson Hotel Pty Limited Mamasa Pty Limited Canberra Theatres Limited Noahs Limited Edge Digital Technology Pty Limited Northside Gardens Hotel Pty Limited Elsternwick Properties Pty Limited Pantami Pty Limited Event Cinema Entertainment Pty Limited 203 Port Hacking Road Pty Limited Event Cinemas (Australia) Pty Limited QT Hotels and Resorts Pty Limited Event Hotels and Resorts Pty Limited QT Resort Port Douglas Pty Limited Glenelg Theatres Pty Limited RQ Motels Pty Limited Greater Entertainment Pty Limited Rydges Bankstown Pty Limited Greater Occasions Australia Pty Limited Rydges Cronulla Pty Limited Greater Union International Holdings Pty Limited Rydges Hotels Limited Greater Union Nominees Pty Limited Sonata Hotels Pty Limited Greater Union Screen Entertainment Pty Limited Tannahill Pty Limited Greattheatre Pty Limited The Geelong Theatre Company Limited GUO Investments (WA) Pty Limited The Greater Union Organisation Pty Limited Gutace Holdings Pty Limited Thredbo Resort Centre Pty Limited Haparanda Pty Limited Tourism & Leisure Pty Limited Haymarket’s Tivoli Theatres Pty Limited Western Australia Cinemas Pty Limited Kidsports Australia Pty Limited Zollverein Pty Limited. Kosciuszko Thredbo Pty Limited

A consolidated Statement of Comprehensive Income and a consolidated Statement of Financial Position, comprising the Company and controlled entities which are a party to the deed, after eliminating all transactions between parties to the deed, for the year ended, and as at, 30 June 2018 respectively are set out on the following page:

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S E C T I O N 7 – O T H E R I N F O R M A T I	O N
7.7 – DEED OF CROSS GUARANTEE(continued)	2018 $’000 2017 $’000
Statement of Comprehensive Income Profit before tax Income tax expense Profit for the year Retained earnings at the beginning of the year Dividends paid Retained earnings at the end of the year Statement of Financial Position ASSETS Current assets Cash and cash equivalents Trade and other receivables Inventories Prepayments and other current assets Total current assets Non-current assets Trade and other receivables Loans to controlled entities Other financial assets Available-for-sale financial assets Investments in controlled entities Investments accounted for using the equity method Property, plant and equipment Investment properties Goodwill and other intangible assets Deferred tax assets Other non-current assets Total non-current assets Total assets LIABILITIES Current liabilities Trade and other payables Other loans and borrowings Current tax liabilities Provisions Deferred revenue Other current liabilities Total current liabilities Non-current liabilities Loans from controlled entities Other loans and borrowings Provisions Deferred revenue Total non-current liabilities Total liabilities Net assets EQUITY Share capital Reserves Retained earnings Total equity	130,423 110,283 (41,480) (35,315)
	88,943 74,968 589,859 596,777 (83,564) (81,886)
	595,238 589,859
	32,361 29,541 26,740 29,943 16,011 15,627 14,039 7,579
	89,151 82,690
	1,042 1,519 161,630 188,506 1,393 1,392 20,924 19,928 71,227 71,227 8,706 8,400 1,006,656 926,004 74,000 68,250 67,780 74,034 2,525 2,979 913 2,158
	1,416,796 1,364,397
	1,505,947 1,447,087
	59,663 68,715 − 324,059 4,384 2,352 16,888 17,193 56,161 56,358 3,753 2,216
	140,849 470,893
	109,981 103,053 375,226 859 8,957 7,339 5,519 5,936
	499,683 117,187
	640,532 588,080
	865,415 859,007
	219,126 219,126 51,051 50,022 595,238 589,859
	865,415 859,007

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DIRECTORS’ DECLARATION

In the opinion of the directors of EVENT Hospitality & Entertainment Limited:
(a) the consolidated financial statements and notes that are set out on pages 31 to 86 and the Remuneration Report in the Directors’ Report set out on pages 17 to 29, are in accordance with the Corporations Act 2001, including:
- (i) giving a true and fair view of the Group’s financial position as at 30 June 2018 and of its performance for the financial year ended on that date; and
- (ii) complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations Regulations 2001; and
(b) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable.
There are reasonable grounds to believe that the Company and the Group entities identified in Note 7.7 to the financial statements will be able to meet any obligations or liabilities to which they are or may become subject to by virtue of the Deed of Cross Guarantee between the Company and those subsidiaries pursuant to ASIC Corporations (Wholly-owned Companies) Instrument 2016/785.
The directors have received the declarations required by section 295A of the Corporations Act 2001 from the Chief Executive Officer and the Director Finance & Accounting for the year ended 30 June 2018.
The directors draw attention to Note 1.2 to the financial statements, which includes a statement of compliance with International Financial Reporting Standards.

Signed in accordance with a resolution of the directors:

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AG Rydge Director

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JM Hastings Director

Dated at Sydney this 23[rd] day of August 2018.

87 EVENT Hospitality & Entertainment Limited – 2018 Annual Report

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Independent Auditor’s Report

To the shareholders of Event Hospitality & Entertainment Limited

Report on the audit of the Financial Report

Opinion

We have audited the Financial Report of Event Hospitality & Entertainment Limited (the Company).

In our opinion, the accompanying Financial Report of the Company is in accordance with the Corporations Act 2001 , including:

giving a true and fair view of the Group ’s financial position as at 30 June 2018 and of its financial performance for the year ended on that date; and
complying with Australian Accounting Standards and the Corporations Regulations 2001 .

The Financial Report comprises:

Statement of Financial Position as at 30 June 2018
Income Statement, Statement of Comprehensive Income, Statement of Changes in Equity, and Statement of Cash Flows for the year then ended
Notes including a summary of significant accounting policies
Directors’ Declaration.
The Group consists of the Company and the entities it controlled at the year-end or from time to time during the financial year.

Basis for opinion

We conducted our audit in accordance with Australian Auditing Standards . We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the Financial Report section of our report.

We are independent of the Group in accordance with the Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the Financial Report in Australia. We have fulfilled our other ethical responsibilities in accordance with the Code.

Key Audit Matters

Key Audit Matters are those matters that, in our professional judgement, were of most significance in our audit of the Financial Report of the current period.

This matter was addressed in the context of our audit of the Financial Report as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on this matter.

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.

Liability limited by a scheme approved under Professional Standards Legislation.

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Asset valuation – Hotel and Cinema Property, Plant and Equipment Assets

Refer to Note 3.3 to the Financial Report ($1,322M)

The key audit matter

How the matter was addressed in our audit Our procedures included:

This is a key audit matter due to:

the significant value of property, plant and  For external valuations obtained by the equipment (being 76% of total assets); and Group, we assessed the competency of the valuer. We considered evidence of
the high level of judgement required by us in capability and objectivity along with the
assessing the significant judgements used by nature and scope of work the valuer was
the Group to determine the carrying value of engaged by the Group to complete.
property, plant and equipment.  Evaluating the valuation approach adopted
The Group use a combination of external valuation in the value in use models, external and
experts and internal analysis to determine asset internal, considering the accounting
valuations. standards and industry practice.
External valuations were obtained by the  Comparing key amounts in the value in use
Group in the current year for owned hotels. models, to a combination of board
External valuations are based on value in use approved budgets and business forecast
models. plans.
Internal analysis was prepared by the Group to  Assessing the accuracy of previous
assess for indicators of impairment in Cinema forecasting, including cash flows and
CGUs. Where an indicator of impairment was capital expenditure, to inform our
present the Group prepared value in use evaluation of forecasts included in the value
models. in use models. We applied increased
There are a number of judgements, made by the scepticism to forecasts in areas where Group and their external valuation experts when previous forecasts were not achieved estimating the recoverable value of these assets. and/or where future uncertainty is greater, Some are more complex as they are dependent on volatility is expected, or specific local assumptions about the future, such as revenue conditions are present.

There are a number of judgements, made by the Group and their external valuation experts when estimating the recoverable value of these assets. Some are more complex as they are dependent on assumptions about the future, such as revenue and cost growth rates, discount rates and terminal growth rates.

 Comparing forecasts with external data, such as forecast tourism visitation and box office scheduling.  Performing sensitivity analysis on those CGU’s with a higher risk of impairment in key areas being the cash flow forecasts, discount rate and terminal growth assumptions.

Examples of specific judgments made in relation to hotel asset valuations include forecasted occupancy and room rates. Examples of specific judgements made in relation to cinema valuation include forecasted ticket and merchandising revenue. For each asset valuation, the geographic location and local economic conditions, such as the continuing decline of mining activity in central Queensland, are also taken into consideration when assessing the carrying value.

These forward-looking estimations and the current market conditions increase the range of possible outcomes and the complexity for the audit.

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Other Information

Other Information is financial and non-financial information in Event Hospitality & Entertainment Limited’s annual reporting which is provided in addition to the Financial Report and the Auditor’s Report. The Directors are responsible for the Other Information.

Our opinion on the Financial Report does not cover the Other Information and, accordingly, we do not and will not express an audit opinion or any form of assurance conclusion thereon, with the exception of the Remuneration Report and our related assurance opinion.

In connection with our audit of the Financial Report, our responsibility is to read the Other Information. In doing so, we consider whether the Other Information is materially inconsistent with the Financial Report or our knowledge obtained in the audit, or otherwise appears to be materially misstated.

We are required to report if we conclude that there is a material misstatement of this Other Information, and based on the work we have performed on the Other Information that we obtained prior to the date of this Auditor’s Report we have nothing to report.

Responsibilities of the Directors for the Financial Report

The Directors are responsible for:

preparing the Financial Report that gives a true and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001
implementing necessary internal control to enable the preparation of a Financial Report that gives a true and fair view and is free from material misstatement, whether due to fraud or error
assessing the Group and Company’s ability to continue as a going concern and whether the use of the going concern basis of accounting is appropriate. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate the Group and Company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the Financial Report

Our objective is:

to obtain reasonable assurance about whether the Financial Report as a whole is free from material misstatement, whether due to fraud or error; and
to issue an Auditor’s Report that includes our opinion.

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error. They are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the Financial Report.

A further description of our responsibilities for the audit of the Financial Report is located at the Auditing and Assurance Standards Board website at:

http://www.auasb.gov.au/auditors_responsibilities/ar1.pdf. This description forms part of our Auditor’s Report.

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Report on the Remuneration Report

Opinion

In our opinion, the Remuneration Report of Event Hospitality & Entertainment Limited for the year ended 30 June 2018 , complies with Section 300A of the Corporations Act 2001 .

Directors’ responsibilities

The Directors of the Company are responsible for the preparation and presentation of the Remuneration Report in accordance with Section 300A of the Corporations Act 2001 .

Our responsibilities

We have audited the Remuneration Report included in pages 17 to 29 of the Directors’ report for the year ended 30 June 2018.

Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian Auditing Standards .

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KPMG

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Anthony Travers Partner

Sydney 23 August 2018

KPMG

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Tracey Driver Partner

Sydney 23 August 2018

AI assistant

EVT LIMITED — Annual Report 2018

64888_rns_2018-08-22_205df290-26fc-463e-a85c-c9cc1257c3f8.pdf

FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2018

CONTENTS

INTERNET

ENQUIRIES

APPENDIX 4E (Rule 4.3A)

PRELIMINARY FINAL REPORT

FOR THE YEAR ENDED 30 JUNE 2018

RESULTS FOR ANNOUNCEMENT TO THE MARKET

APPENDIX 4E (Rule 4.3A) PRELIMINARY FINAL REPORT FOR THE YEAR ENDED 30 JUNE 2018

1. Comments by Directors

2. NTA Backing

3. Annual Meeting

4. Dividend Re-Investment Plan

5. Compliance statement

OPERATING AND FINANCIAL REVIEW

Overview of the Group

Overview of the Group (continued)

Overview of the Group (continued)

Individually significant items

Investments

Property

Capital structure

Treasury policy

Liquidity and funding

Cash flows from operations

Impact of legislation and other external requirements

REVIEW OF OPERATIONS BY DIVISION

Entertainment – New Zealand

Entertainment – Germany

Thredbo Alpine Resort

PROPERTY AND OTHER INVESTMENTS

UNALLOCATED REVENUES AND EXPENSES

END

2018 ANNUAL REPORT

CONTENTS

Section

DIRECTORS’ REPORT

DIRECTORS

Directors’ qualifications, experience and independent status

Alan Rydge

Experience

Directorships

Kenneth Chapman MB BS, FAICD, FAIM, AFRACMA

Experience

Directorships

DIRECTORS’ REPORT

Directors’ qualifications, experience and independent status (continued)

Peter Coates AO, BSc (Mining Engineering), FAICD, FAusIMM

Experience

Directorships

Valerie Davies FAICD

Experience

Directorships

David Grant BComm, CA, GAICD

Experience

Directorships

DIRECTORS’ REPORT

Directors’ qualifications, experience and independent status (continued)

Jane Hastings BComm

Experience

Directorships

Patria Mann BEc, CA, FAICD

Experience

Directorships

Richard Newton BBus (Marketing), FAICD

Experience

Directorships

COMPANY SECRETARIES

DIRECTORS’ REPORT

CORPORATE GOVERNANCE

DIRECTORS’ MEETINGS

PRINCIPAL ACTIVITIES

SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS

OPERATING AND FINANCIAL REVIEW

Overview of the Group

DIRECTORS’ REPORT

Overview of the Group (continued)

EVT LIMITED Annual Report 2018