CONNECTING OUR COMMUNITY CONTENTS Stories from our community...... 04 Operational excellence as an infrastructure provider...... 16 WITH UNLIMITED Job Done – network build completed...... 06 Financial performance...... 18 Our people believe in our business...... 08 Engaging with industry and Government...... 20 2018 – Our Annual Review...... 10 OPPORTUNITY 2019 – The year ahead...... 22 Chair and CEO introduction...... 10 2019 – Another year of ambitious growth for Enable...... 24 Every local family, business, school, healthcare provider and Record demand for fibre broadband...... 11 community service provider that embraces fibre broadband is Board of Directors...... 26 bringing us a step closer to realising our purpose. A customer centric business...... 12 Governance...... 28 Health, Safety and Wellness - part of our DNA...... 13

Our people – realising our purpose...... 14 Financial statements...... 30

Supporting our community...... 15 Independent auditor’s report...... 69

2 / Enable Services Limited Enable Services Limited / 3 STORIES FROM 68,707 156 OUR COMMUNITY Homes connected Schools connected ALL 77,000 homes, businesses, 8,276 schools, healthcare providers Businesses connected and community organisations HOSPITALS in greater Christchurch are Connected connected with unlimited opportunity to Enable fibre broadband. This translates into hundreds of thousands of people within our community making the most of the digital world – running Stephen Walters Laura Bateman businesses, delivering Rangiora New Life School Owner, Float Club community services, learning, and living more “Distance is no longer a barrier - we “Fibre has now made everything we do connected lives. can connect our students to another online so much easier for business.” teacher in another school in a virtual class, and with everything being instant there’s no lag - it’s just as good as being in the same room as them.”

Helen Vessey Geoff Gale Sue Mercer Halswell Rangiora Prebbleton

“On Christmas day, I was Skyping “We’ve got a hectic household. We “Spending time connecting with with my Dad in the UK and it was an don’t have time to be mucking friends and family is important to us absolutely perfect picture. He was around waiting for a slow internet – we do a lot of it online, particularly able to watch our son opening his connection. Fibre broadband has put with family overseas. We won’t let Christmas presents - it was a huge a stop to this.” an inferior connection get in the thing. Dad felt like he was in the room way of this.” - the next best thing.”

4 / Enable Services Limited Enable Services Limited / 5 NETWORK BUILD

COMPLETED Steve Fuller Hon. Lianne Dalziel John Greenhough Enable Chief Executive Mayor of Christchurch Crown Infrastructure Partners

“We met our original commitment “Christchurch has ambitions to be a “The handover quality of UFB to Christchurch, Rangiora, Kaiapoi, smart city. We need the building blocks deployment in Christchurch and the Woodend, Rolleston, Lincoln, and that’s what Enable have given us. surrounding areas has been the Templeton and Prebbleton 18 months We are now ready for the future.” highest in the country.” early. Plus, extended our fibre broadband to more communities at the same time – including Kennedys Bush, Ohoka, Tuahiwi, Clearwater, Tai Tapu and more areas on the fringe of Christchurch.”

We completed our network build across greater Christchurch bringing fibre broadband to 200,000 homes, businesses and schools – even better, we did this 18 months ahead of schedule.

Since the beginning of this enormous project in November Limited brought innovation to the way the network was 2011, we have built a network that is more than five times built. It is this Alliance and innovation that was instrumental the length of New Zealand, and with quality and safety to delivery of the network early. front of mind. We also collaborated closely with the Government, Crown We were immensely proud to announce to our greater Infrastructure Partners Limited (CIP), the Christchurch City Christchurch community that we had completed our Council (CCC) and our shareholder Christchurch City network rollout to every home and business in our Holdings Limited (CCHL), other local councils and many coverage area, and that everyone can now connect to our infrastructure contracting companies to achieve what we world-class fibre broadband services. have. We thank all of them for their support. We enjoyed the opportunity to celebrate this huge infrastructure build It is fair to say that the construction of the network was achievement together at the end of May. an enormous challenge in a city that was devastated by earthquakes. The Network Delivery Alliance formed Most importantly we thank the Christchurch community for between Enable and Broadspectrum (Australia) Pty their patience and tolerance while we built the network.

6 / Enable Services Limited Enable Services Limited / 7 OUR PEOPLE BELIEVE IN OUR BUSINESS

Quality Officer Garth Lancaster reflects on the role he has played in helping his community connect with unlimited opportunity.

“I’ve worked on projects throughout New Zealand and trusted in our build partners’ expertise. It’s been a real Australia, but the build and rollout of fibre broadband team effort to connect our community to fibre broadband. in Christchurch has definitely been the best one. “Fibre has been around for a while now, and it’s great that “The people in our business are genuinely good people; all our community can make the most of it in their homes I’ve met members of our community from all walks of life. and businesses.” Christchurch is a beautiful city and because the network coverage area is so vast, some days I have gone from my Garth himself made sure he connected his home to favourite part of Christchurch, Taylors Mistake, through to Enable fibre broadband when he and his family moved Woodend. to their home in Rolleston.

“The challenges were the best part; it brought a lot of job “It was my youngest son who demanded we got Enable satisfaction. Connecting the hill suburbs, specifically Lyttelton, fibre broadband. It really does remove the frustration of was interesting; dealing with volcanic rock and narrow, waiting for things to load. The advancement of technology one-way streets. We always found a way though, and we makes life so much easier.”

8 / Enable Services Limited Enable Services Limited / 9 2018 – OUR RECORD DEMAND FOR FIBRE ANNUAL REVIEW BROADBAND Brett Gamble, Steve Fuller, Chair Chief Executive We connected 27,043 homes, businesses and schools to fibre broadband – 2,754 more than the year before and 4,927 more than the target set out in our Statement of Intent (SoI). We finished the year with 77,149 customers connected.

As more and more customers connect to fibre broadband and we quickly approach 50 percent share of fixed broadband market share, we know we need to work harder to help potential customers understand what fibre broadband means to them.

We have invested in creating a strong market persona for the Enable brand emphasising that fibre broadband delivers the next generation of connectivity solution. The faces of Enable in this successful campaign are our Generation Fibre (Gen-F) experts – Bri and Bostyn – who were discovered in our community via a social media competition.

Targeting areas as we completed the network build, for example in Rangiora, we placed great emphasis CHAIR AND CEO on digital and social media, including reinvigorating our own digital platforms and investing in more content. This approach generated a closer INTRODUCTION connection and more engagement with potential customers. 2018 was Enable’s eleventh year of business, and it was another significant Wholesale product innovation was front and one, where we set ourselves ambitious goals and exceeded them. cente as we focused on further differentiating fibre broadband from our competitors – Our community continued to demonstrate a remarkable customer experience, caring for each other, our partners copper, hybrid fibre-coaxial and fixed demand for our fibre broadband services that far and our customers, and maintaining a world-class fibre wireless networks that all compete in outstretches every prediction made when we began our network for our community to enjoy. our market. We set a market-leading fibre broadband project in 2011. We have grown Enable into an asset worth over half a billion wholesale price for our fastest residential Our Annual Review focuses on how we have responded to dollars which is owned by our community. We are well set to fibre product – capable of delivering close our community’s demand for fibre broadband to finish the deliver significant future dividends back to our community to Gigabit speeds – to enable our internet year with over 77,000 customers connected. It examines as we continue to meet our growth expectations. We will service providers to offer more compelling how we continued to accelerate our network build to the ensure our business is a valuable strategic asset with a retail pricing. point that our final months of mass build were some of our long future that can support CCC’s long-term investment We also launched a plan doubling the most efficient – finishing the network build 18 months early in community growth. download speed of the most popular residential and helping us finish the year ahead of our revenue target. Everyone involved in our business is firmly focused on fibre broadband service – the 100Mbps plan These remarkable high-level achievements have only been our shared purpose of ‘connecting our community with – to 200Mbps, and offered this to our internet made possible by our people and our shared organisational unlimited opportunity’ through our fibre broadband service providers at no extra cost. This means culture – with a focus on continuously improving our services and the growth of our business. approximately 45,000 customers may enjoy an even faster fibre broadband experience. 10 / Enable Services Limited Enable Services Limited / 11 HEALTH, SAFETY AND WELLNESS - PART OF OUR DNA

We continue to emphasise Health, Safety and Wellness above all else through our vision - “We CARE for each other.” Everyone at Enable is a part of this vision and live it every day.

We invested in Health, Safety and Wellness leadership We conducted 7,618 site audits and safety interactions, training for all our people and for key leaders in our and continued to work closely with our contract partner organisations. This empowered our people to own partners to support their performance and create a work their Health, Safety and Wellness decisions and support environment where our people, their people and our each other, our partner organisations and even their community are safe. families to be safe, healthy and well. Our Total Recordable Injury Frequency Rate was 3.7 injuries All new Enable people are invited to sign up to our Health, per million hours worked. This result was slightly above our Safety and Wellness Pledge – this sets out the vision, our target of 3.0 but was a significant improvement on last beliefs and the actions we all take. This is visibly displayed year’s result of 5.5. in our office. Enable has an extensive wellness programme within our We collaborate with our network build and connection business – led by our people who are passionate about partners to take shared responsibility for Health, Safety supporting each other to live healthy and rewarding lives. A CUSTOMER and Wellness, jointly own risk, and ensure transparency The vast majority of people voluntarily participate in this in applying controls and taking actions to minimise risk. programme.

CENTRIC Total Recordable Injury Frequency Rate BUSINESS 2015 2016 2017 2018 8.6 8.5 5.5 3.7

Customer experience remains a cornerstone of our business – as we continuously work to improve on delivering an excellent experience in every interaction with our internet service providers and their customers.

We built on strong customer experience momentum from at a time that suits them. In the eight months since it the previous year to deliver an industry-leading average launched, more than 7,000 new Enable customers had net promoter score of 37, an increase of 42 percent. used the tool to book their appointments.

We worked in collaboration with our internet service We ran a number of sizeable trials of smarter, more providers and our partners to improve how we connect streamlined ways of connecting customers (such as customers. We also made significant investments in our completing all aspects of an installation in a single day); internal systems, processes and training programmes we improved our customer education and consenting aimed at empowering our people to deliver the best material; automated much of the processing of our customer outcomes. orders; and worked closely with our connection partners to upskill their people. The most significant project was the release of ConnectMe, our self-service tool for customers to book Today, we will have a customer in a standalone property and manage their own appointments with Enable online, connected in less than 2 weeks from receiving the order.

12 / Enable Services Limited Enable Services Limited / 13 OUR SUPPORTING OUR PEOPLE: COMMUNITY

We are committed to investing in growth and innovation within our REALISING community that maximises the potential of connectivity as well as breaking OUR down barriers to access this potential. We maintain several strategic partnerships and smaller We are also proud to provide opportunities for our people sponsorships aimed at benefiting our community – in terms to bring Enable to life within their own communities. This PURPOSE of social and economic growth. year we sponsored eleven clubs and organisations around We are a major sponsor of the Canterbury Employers’ Canterbury that our people are directly involved in. Chamber of Commerce and partner with them to Our people have led our culture journey Enable is committed to sustainability for the betterment of deliver the Enable Digital Series aimed at educating and over the last 12 months. We started the our community – both by sponsoring initiatives as well as inspiring local businesses to grab and take full advantage in our own business practices. Fibre broadband supports year with our purpose in place. It was of digital technology. created by our people - and they truly local businesses to utilise solutions that reduce their We are also the inaugural sponsor of the Christchurch environmental impact, reduce commuting, support flexible believe in it. This year has been about chapter of Future Leaders in Technology (a national working arrangements and strengthen communities by industry programme aimed at providing development identifying what needs to be true within helping people work closer to home. our organisation to realise our purpose and networking opportunities to future leaders in the technology sector) launched during the year by the and deliver our business objectives, Throughout the deployment of our network, we have Telecommunications Users Association of New Zealand. worked to minimise our environmental and community with a focus on our values and positive We worked closely with CCC to provide free Wi-Fi in impact – deploying a passive optical network, designing behaviours. Cathedral Square to align with Tech-week NZ, and the network to minimise waste, using longlife (50 year) continued to support Youthline Central South Island and ducting products and utilising low impact deployment People from across our business created four values that underpin small business hub GreenHouse with free fibre connectivity. methods – such as drilling and shallow trenching. what it means to work at Enable. These are Smash Boundaries; Keep it Simple and Fresh; Own the Experience; and Show the Love. These values have taken on a real life in our business and are used as a yard stick in decision making. They have become powerful statements with clear meaning for our people.

We have launched a Leadership Growth Programme to provide opportunities for top performing people to explore their own leadership journey. This includes training opportunities, internal mentoring, opportunities to play a greater role in decision making and project leadership across our business.

We continued to improve our internal communications, our reward and recognitions programmes and our performance management programme – targeted at empowering and motivating to deliver outstanding results for our business, customers and community.

The Enable team consists of 159 people, and we have a considerable partner workforce representing our business with our customers and community, as we undertake connections, maintain and operate our network.

14 / Enable Services Limited Enable Services Limited / 15 OPERATIONAL EXCELLENCE AS AN INFRASTRUCTURE PROVIDER

Our network was deployed to our entire coverage area Our three connection partners – Downer, MultiMedia visibility and management of our business assets, and Enable’s central 18 months earlier than our contractual requirements and Communications and Clearvision Communications – improving our customers’ experience. Throughout the six months ahead of the anticipated finish date from a year installed more physical connections than in any other year we deployed more than 100 system improvements focus remains to ago. We ensured it was of a high quality and delivers on year as they continued to scale their capability to match – ranging from large-scale introductions of new ways of performance and reliability to our community. customer demand. We worked closely with all three working to small incremental changes. operate a world-class partners throughout the year to innovate our installation In total, we deployed our network to 160,051 premises, We consistently delivered network performance well above methodologies and processes – with a focus on delivering including 11,291 premises in new suburbs and commercial contracted service levels with 100 percent core network fibre broadband the best customer experience outcomes. areas. We built to 31,856 premises in FY18. The total availability and 99.994 percent total network availability, network that delivers network deployment took approximately six and a half We made significant internal systems and process and all customer downtime metrics being within service on our community’s years and with 40 percent built in the final two years. Our improvements with a focus on smart automation, better level targets. productivity peaked at circa three kilometres of completed needs today and network per day. In addition, the latter end of the network was built in the hill suburbs of Christchurch, a particularly in the future. challenging part of the city to deploy new infrastructure. Core network availability Total network availability

The Network Delivery Alliance we established with Broadspectrum (New Zealand) Limited has delivered an excellent outcome for our community in completing 100% 99.994% this project. Network Deployment - Premises Passed We continued to manage our network with great efficiency – completing the connection of new customers, ensuring FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 uninterrupted fibre broadband service and network 2,111 13,025 25,158 27,207 27,787 32,908 31,856 operations, providing outstanding service to internet service providers and their customers, and augmenting network capacity and capability to meet customer needs today and in the future.

16 / Enable Services Limited Enable Services Limited / 17 FINANCIAL $476m $98m PERFORMANCE Network asset value Up We delivered another year of strong Gross telecommunications revenue growth with financial performance grew from $26m to $39m – exceeding all 2018 SoI financial targets. an increase of over 50 percent. $ $ The total value of the Enable UFB network asset grew to We generated EBITDA of $25m which exceeded the SoI m target by $5m. Again, this was achieved because of the 39 $476m – an increase of $98m against the previous year. 13m This increase was driven primarily by the accelerated strong increase in telecommunications revenue and our Telecommunications Growth network deployment. The core network is now essentially focus on operational efficiency and cost control. revenue completed apart from infill, and connection build volumes We delivered a net trading loss of $4m. This was well were above expectation. A revaluation of the network ahead of target. The UFB network asset revaluation assets at 30 June 2018 contributed $35m to the increased boosted total comprehensive income after tax to $21m. asset value. Enable’s total asset value of $523m compares CCHL’s strong support of the business as our shareholder $ $ favourably to total borrowings. and major funder during our growth phase continued. 25m 5m Total group operating revenue increased from $36m Loans increased by $13m to $271m, and share capital to $48m. This was a result of a significant growth in increased by $53m to $218m. EBITDA Above target underlying telecommunications revenue – resulting Our financial results are consistent with or above directly from strong uptake of fibre broadband across expectation, within the context of the network asset that is our community. not yet 50 percent utilised. These results place the business in a strong position to become profitable and return dividends to our community in line with CCHL’s expectations. $218m $53m Share capital Increase $4m $48m Net trading loss Total operating revenue

18 / Enable Services Limited Enable Services Limited / 19 Enable has invested in ensuring its voice has been heard We actively participated in a number of industry and throughout the consultation period for this new regime. local business-related forums and bodies. We are ENGAGING WITH We advocated for a fair regulatory outcome that will members of the Canterbury Tech Cluster, Christchurch promote ongoing investment in telecommunications in and Canterbury Employers’ Chamber of Commerce, New Zealand and deliver the best outcome for customers. Telecommunications User Association of New Zealand INDUSTRY AND Discussions relating to the final regulatory outcome in and the Telecommunications Carriers Forum (TCF). the shape of the Telecommunications (New Regulatory We have strengthened our relationship with two of these Framework) Amendment Bill are ongoing and we continue organisations through new sponsorships. We actively GOVERNMENT to engage Government and officials. contribute to the TCF’s work programme through working parties addressing various matters across the sector, policy We worked closely with CIP and we were pleased to be and communications, and includes the UFB Product Forum. It was a very significant year not only for Enable but for the able to extend our planned coverage area under UFB2+ entire telecommunications industry as the industry worked to reach even more towns in our community – including closely with Government and other key stakeholders to Ohoka, Tuahiwi and Tai Tapu. develop an effective and appropriate telecommunications regulatory environment for the future.

20 / Enable Services Limited Enable Services Limited / 21 Our people are our greatest asset Our people have defined our purpose, values and how we want to behave – bringing these to life through what we do and how 2019 – we do it is a huge focus for Enable. Connecting our community drives us We will ensure our growth trajectory continues and end the THE YEAR year with 104,000 customers connected to fibre broadband. Customer experience is our life blood We will leverage our momentum to be a market leader in AHEAD delivering outstanding customer experience to our internet service providers and our community. Having completed our network build programme, we are focused on ensuring our community maximises the Build on our strong financial foundations potential of our world-class fibre broadband connectivity. We will move beyond our core capital investment programme closer to being a financially sustainable business.

Deliver more to our community We will work with our community stakeholders to grow Enable’s role in Christchurch’s digital future.

22 / Enable Services Limited Enable Services Limited / 23 2019 – ANOTHER YEAR OF AMBITIOUS GROWTH FOR ENABLE

The vast majority of 1. Our people are 2. Connecting our 3. Customer experience 4. Build on our strong 5. Deliver more to our focus and resources our greatest asset community drives us is our life blood financial foundations our community will be on continuing It’s our people’s ideas, determination Our goal is to finish 2019 with 104,000 We are in the final phase of developing We will keep a constant focus on We know we are at the beginning to grow our business and dedication that will drive us customers connected – an increase and launching our largest ever systems operating below our peak debt levels of the next technology revolution forward and ensure we achieve our of another 27,000 total connections – enhancement, Customer Interaction through the upcoming two year period – built around the likes of Artificial by connecting more of long-term ambitions to grow our leveraging our connection momentum, Manager, which is set to transform how as we continue to invest in customer Intelligence, Internet of Things and our community. business. the maximum number of potential our frontline people interact with our connections. Smart Cities. What is more, we know customers and our significant customers – empowering them to have we have a significant role to play With our purpose, values and desired We will continue to maximise our We are committed to connection partner resource. better informed conversations, answer in ensuring greater Christchurch behaviours in place, our people connection revenue to put us in the growing our value questions immediately, help customers maximises this potential and the are focused on what they need to We know we have strong market best position to become a financially and progress orders more quickly. opportunities that this revolution and impact on our achieve and how to achieve it. competition from the copper, hybrid sustainable business. We will also will provide. fibre-coaxial and fixed wireless We will work with our connection continue to reduce and manage cost community. We’ll do Under our Enable Way people networks operating in greater partners and internet service providers right across our business. We expect a We will build on our current this by working to strategy we will continue to support Christchurch, and that as we approach to leverage this considerable step net loss of $1m in the next financial year partnerships and establish new the growth and development of each maximise the potential 50 percent market share, customers forward and enhance the end-to-end before becoming and staying profitable. ones that will help us smash the individual, caring for each other, and benefit of our fibre become harder to convince to make customer journey to remove any and digital divide that exists within our rewarding our people appropriately, We will continue to work closely with the switch to fibre broadband. all barriers to customers choosing community – including any barrier connectivity so we can holding them to account for Government and the telecommunications fibre broadband over competing between an individual, family, their actions, and nurturing their To combat this, we will continue to industry to ensure the future regulatory realise Christchurch’s connectivity options. We are community, business or organisation collective capability to deliver to our innovate in how we reach and connect environment will provide a fair opportunity future city goals. committed to delivering a simple, and their ability to truly embrace the with our community. We will continue to meet our forecasted long-term returns. community. single day fibre connection experience digital world. to evolve our marketing approach with for a significant proportion of our We will continue to empower our a suburb-by-suburb approach aimed customers and continuously people to own their Health, Safety at areas with the maximum growth improving in all other aspects of and Wellness actions and behaviours. opportunities and communicate in a customer experience. way that resonates strongly with very localised communities. 24 / Enable Services Limited Enable Services Limited / 25 BOARD OF DIRECTORS

Brett Gamble Craig Kathy Mark Bill Former (Chair) Elliott Meads Bowman Luff Directors

Brett Gamble is the CEO of the Ben Craig has 30 years experience in Kathy has extensive commercial Mark Bowman is a Christchurch-based Bill Luff has spent the last 35 Three Directors resigned from the Gough Family Office and Tailorspace Silicon Valley as an international and financial experience and has professional Director specialising in years working in government and Board throughout the year. Owen Ltd managing a local and global technology executive focusing on held senior executive positions the governance and leadership of high multinational business roles. Much of Scott and Tim Lusk’s resignations were investment portfolio and philanthropic networking. Craig spent ten years with Telecom/ConnecTel, Ngai growth businesses. his experience has been with British effective from 24 October 2017, and activities. He has a 20-year background at Apple Computer in a variety of Tahu Holdings Corporation and Petroleum (BP) in New Zealand and Charlotte Walshe’s resignation was Mark has experience in the technology, in corporate finance and private equity executive positions in their networking Lyttelton Port Company. overseas. effective from 13 February 2018. telecommunications, healthcare, investment and has held executive and communications divisions. He then She is currently an independent tourism, industrial, and energy sectors. Since returning to New Zealand he has roles in the energy and technology founded, and was CEO of, Packeteer consultant, working with a range of Prior to his governance roles, Mark held a number of significant executive sectors. He joined the Enable Board - the company that developed deep clients on process improvements, held senior executive roles with and board positions. Bill is currently of Directors in June 2012 and became packet inspection and application business performance and Navman, HP and Hitachi. Chairman of Ballantynes, a Director Chair in August 2017. based networking. He also founded strategic planning. of Isaac Construction and Central Pertino, which built the first cloud In addition to Enable, Brett is a Director Plains Water and a Trustee of the based, global business network. He Kathy has governance of Southbase Construction Ltd, Mike Christchurch Symphony Orchestra, the also served as CEO. experience from previous Board Greer Homes Ltd and LJ Partnership Isaac Conservation and Wildlife Trust appointments, and is currently (NZ) Ltd. Brett also chairs the Chalky Craig is currently an independent and the Lighthouse Vision Trust. Bill a Director on the Board of Carr Trust, a charity supporting cancer consultant working with companies was Chair of Enable Services Limited Shipowners Club (UK), Chair of affected families. to develop their technical and global from its establishment through until 30 its Audit and Risk Committee, expansion strategies. June 2013. and a Trustee of the Christchurch Symphony Orchestra.

26 / Enable Services Limited Enable Services Limited / 27 GOVERNANCE Enable Services Limited (ESL) is a fully owned subsidiary of Christchurch City Holdings Limited (CCHL). ESL partnered with Crown Infrastructure Partners Limited (CIP), formerly Crown Fibre Holdings Limited, to build and operate the ultra-fast broadband (UFB) network for Christchurch and surrounding centres – which resulted in the establishment of Enable Networks Limited (ENL).

On 29 June 2016, ESL became the sole shareholder in Board Sub-Committees ENL, meaning ENL and its world-class fibre infrastructure The Audit and Risk Committee assists the Boards in became fully owned by Christchurch City. Combined, discharging their responsibilities in financial reporting ESL and ENL make up the Enable Group (Enable). and external audits, risk management and assurance, and capital structure and treasury. The Committee is Governing documents made up of no more than four members. The documents that govern the establishment of the Enable Group and the on-going partnership are as follows: The Health, Safety and People Sub-Committee assists the Boards to fulfil their corporate governance • The Network Infrastructure Project Agreement sets out responsibilities relating to Health, Safety and Wellness the relationship between, and the obligations of ENL, policies and practices of the company and to improve ESL and CIP in creating and managing the network. the Health and Safety performance of the company and • The Network Infrastructure Assets Transfer Agreement our contractors. This Sub-Committee also assists the transferred ESL’s existing fibre network to ENL. Boards to establish remuneration, recruitment, retention and termination policies and practices. The Sub- In addition, and as required by the Telecommunications Committee is made up of at least three members. Act 2001, Enable has entered into a Deed of Open Access Undertakings for Fibre Services in favour of the The Future Technology and Products Sub-Committee Crown. The purpose of the Deed is to promote market assists the Boards to fulfil their corporate governance competition in telecommunications. responsibilities relating to future technology and product investment and performance of the company. Board role and responsibilities The Sub-Committee is made up of at least two members. The Board of each company is responsible for the overall direction of that company and the formulation Management Services Agreement ESL operates under a thin company structure with of policies that will support the deployment and uptake strategic and operational services provided to ESL by of fibre broadband within Enable’s coverage area. ENL under contract. A Management Services Agreement Board structure and appointment (MSA) between ESL and ENL sets out this relationship. The Board of ESL consists of no more than seven The MSA covers the provision of Chief Executive, Directors appointed by CCHL. The Board of ENL consists Finance, Legal, Administrative, People and Culture, of no more than seven Directors appointed by ESL. Health and Safety services, and other executive management services required by ESL.

28 / Enable Services Limited Enable Services Limited / 29 FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2018

CONTENTS Page Page FINANCIAL STATEMENTS OTHER ASSETS AND LIABILITIES Statement of responsibility ...... 32 10 Cash and cash equivalents...... 51 Statement of comprehensive income ...... 33 11 Trade and other receivables...... 51 Statement of financial position ...... 34 12 Inventories...... 52 Statement of changes in equity ...... 35 13 Construction contract work in progress...... 52 Statement of cash flows ...... 36 14 Intangible assets...... 53 15 Creditors and other liabilities...... 54 NOTES TO THE FINANCIAL STATEMENTS 16 Employee entitlements...... 54 1 Statement of accounting policies...... 37 17 Deferred revenue...... 55 2 Critical judgements, estimates and assumptions...... 38 OTHER DISCLOSURES KEY ASSETS AND LIABILITIES 18 Share capital ...... 56 3 Property, plant and equipment...... 39 19 Related party disclosures...... 57 4 Borrowings...... 42 20 Reconciliation of profit to net cash operating flows...... 59

PROFIT AND LOSS INFORMATION 21 Classification of assets and liabilities...... 60 22 Statement of service performance...... 60 5 Operating revenue...... 43 6 Operating expenses...... 43 UNRECOGNISED ITEMS 6 (a). Remuneration of auditors...... 44 23 Capital and operating lease commitments...... 62 6 (b). Employee costs...... 44 24 Contingent liabilities and assets...... 62 7 Finance income and costs...... 44 25 Events after the balance sheet date...... 62 8 Income taxes...... 45 8 (a). Components of tax expense...... 45 Governance and related information ...... 63 8 (b). Reconciliation of prima facie income tax...... 45 Independent auditor’s report ...... 69 8 (c). Current tax asset...... 45 Glossary 72 8 (d). Deferred taxation...... 46 Directory 73 8 (e). Imputation credits...... 46

FINANCIAL RISK MANAGEMENT 9 Financial risk management...... 48 9 (a). Liquidity risk...... 48 9 (b). Interest rate risk...... 49 9 (c). Credit risk...... 49

30 / Enable Services Limited Enable Services Limited / 31 STATEMENT OF RESPONSIBILITY STATEMENT OF COMPREHENSIVE INCOME For the year ended 30 June 2018

The Board is responsible for the preparation of Enable Services Limited’s financial statements and for the Group 2018 Group 2017 judgements made in them. Note $’000 $’000 The Board of Enable Services Limited has responsibility for establishing and maintaining a system of internal Operating revenue 5 48,473 36,272 control designed to provide reasonable assurance as to the integrity and reliability of financial reporting. Total revenue 48,473 36,272 In the Board’s opinion, the financial statements fairly reflect the financial position and operations of Enable Operating expenses 6 (22,527) (21,982) Services Limited for the year ended 30 June 2018.

Earnings before interest, tax, depreciation and amortisation 25,946 14,290

Signed on behalf of the Board Depreciation and amortisation 3, 14 (18,489) (14,223)

Earnings before interest and tax 7,457 67

Finance income 7 201 181 Finance costs 7 (13,064) (11,987) Net finance costs (12,863) (11,806)

Loss before income tax (5,406) (11,739) Brett Gamble Kathy Meads Chair Chair of Audit and Risk Committee Income tax credit 8 1,623 3,221 21 August 2018 21 August 2018

Loss for the year (3,783) (8,518)

Other comprehensive income Items that will not be recycled to profit or loss: Revaluation of assets 3 34,519 - Income tax relating to other comprehensive income (9,665) - Other comprehensive income for the year, net of tax 24,854 -

Total comprehensive income/(loss) for the year, net of tax 21,071 (8,518)

The accompanying notes form an integral part of these financial statements and should be read in conjunction with them.

32 / Enable Services Limited Enable Services Limited / 33 STATEMENT OF FINANCIAL POSITION STATEMENT OF CHANGES IN EQUITY For the year ended 30 June 2018 For the year ended 30 June 2018

Group 2018 Group 2017 Share Revaluation Retained Note $’000 $’000 Note capital reserve earnings Total $’000 $’000 $’000 $’000 Current assets Balance as at 1 July 2016 117,896 - (17,097) 100,799 Cash and cash equivalents 10 1,772 6,483 Profit for the year - - (8,518) (8,518) Trade and other receivables 11 3,865 4,955 Issue of ordinary shares 18 10,000 - - 10,000 Inventories 12 3,600 3,856 Issue of redeemable preference shares 18 36,607 - - 36,607 Current tax asset 8(c) 2,582 4,394 Balance as at 30 June 2017 164,503 - (25,615) 138,888 Total current assets 11,819 19,688 Loss for the year - - (3,783) (3,783) Non-current assets Revaluation of P,P&E 3 - 24,854 - 24,854 Property, plant and equipment 3 476,008 378,438 Issue of ordinary shares 18 23,500 - - 23,500 Construction contract work in progress 13 28,787 22,220 Issue of redeemable preference shares 18 29,493 - - 29,493 Intangible assets 14 6,907 4,360 Balance as at 30 June 2018 217,496 24,854 (29,398) 212,952 Total non-current assets 511,702 405,018

Total assets 523,521 424,706

Current liabilities Creditors and other liabilities 15 15,819 14,870 Employee entitlements 16 2,044 1,839 Deferred revenue 17 86 111 Total current liabilities 17,949 16,820

Non-current liabilities Borrowings 4 270,900 257,900 Employee entitlements 16 322 493 Deferred tax liability 8(d) 20,820 9,921 Deferred revenue 17 578 684 Total non-current liabilities 292,620 268,998

Total liabilities 310,569 285,818 Net assets 212,952 138,888

Equity Share capital 18 217,496 164,503 Retained earnings (29,398) (25,615) Revaluation reserve 3 24,854 - Total equity 212,952 138,888

The accompanying notes form an integral part of these financial statements and should be read in conjunction with them. The accompanying notes form an integral part of these financial statements and should be read in conjunction with them.

34 / Enable Services Limited Enable Services Limited / 35 STATEMENT OF CASH FLOWS NOTES TO THE FINANCIAL STATEMENTS For the year ended 30 June 2018 For the year ended 30 June 2018

Group 2018 Group 2017 1. Statement of accounting policies Note $’000 $’000 Reporting entity Cash flows from operating activities The financial statements are for the Group, consisting of Enable Services Limited (ESL) and its subsidiary Enable Receipts from customers and other sources 49,706 37,197 Networks Limited (ENL). ESL is a limited liability company incorporated in New Zealand under the Companies Act Interest received 201 181 1993, and is a profit-oriented entity. Payments to suppliers and employees (27,920) (13,937) ESL is a wholly-owned subsidiary of Christchurch City Holdings Limited, itself a wholly owned subsidiary of Interest and other finance costs paid (13,273) (13,498) Christchurch City Council (CCC). Subvention receipts 19 4,669 2,223 Statement of compliance Net cash provided by operating activities 20 13,383 12,166 The consolidated financial statements of the Group have been prepared in accordance with New Zealand generally Cash flows from investing activities accepted accounting practice (NZ GAAP). Payment for property, plant and equipment 3 (80,657) (92,423) The financial statements comply with New Zealand equivalents to International Financial Reporting Standards (NZ IFRS), as appropriate for profit-oriented entities. Payment for intangible assets (3,430) (1,923) These financial statements were approved by the Board of Directors on 21 August 2018. Net cash used in investing activities (84,087) (94,346)

Cash flows from financing activities Basis of preparation Proceeds from borrowing 19 13,000 39,000 The financial statements have been prepared on the basis of historical cost, except for the UFB network assets, which has been measured at fair value as described in Note 3. Proceeds from issue of shares 52,993 46,607 Net cash provided by financing activities 65,993 85,607 Functional and presentation currency The financial statements are presented in New Zealand dollars, and all values are rounded to the nearest one Net increase in cash and cash equivalents (4,711) 3,427 thousand dollars ($’000). The functional currency of the Group is New Zealand dollars. Cash and cash equivalents at beginning of year 6,483 3,056 Accounting policies Cash and cash equivalents at end of year 10 1,772 6,483 Accounting policies are included in the individual notes to the financial statements, as follows:

Note Note Property, plant & equipment 3 Borrowings 4 Operating revenue 5 Operating expenses 6 Finance income and costs 7 Income taxes 8 Cash and cash equivalents 10 Trade and other receivables 11 Creditors and other liabilities 15 Deferred revenue 17 Share capital 18 Classification of assets and liabilities 21

The accompanying notes form an integral part of these financial statements and should be read in conjunction with them.

36 / Enable Services Limited Enable Services Limited / 37 NOTES TO THE FINANCIAL STATEMENTS (CONT.) KEY ASSETS AND LIABILITIES For the year ended 30 June 2018

New accounting standards and interpretations 3. Property, plant and equipment NZ IFRS 16 Leases is effective for annual periods beginning on or after 1 January 2019. NZ IFRS 16 sets out the principles for the recognition, measurement, presentation and disclosure of leases. The accounting requirements UFB UFB Other for lessors are substantially the same as those in NZ IAS 17, and while the company is yet to assess NZ IFRS 16’s full network network Central plant and impact, it is not expected to be material. The company will apply this standard from 1 July 2019. Layer 1 Layer 2 offices equipment Total NZ IFRS 15 Revenue Recognition and NZ IFRS 9 Financial instruments are effective for annual periods beginning $’000 $’000 $’000 $’000 $’000 on or after 1 January 2019. The company is yet to assess or perform preliminary assessments of NZ IFRS 15 and NZ IFRS 9, but does not expect their impact to be material. The company will apply these standards from 1 July 2019. Gross carrying amount Cost/valuation at 1 July 2016 266,048 21,753 10,991 929 299,721 Changes in accounting policies and disclosures Additions 83,545 8,575 6 297 92,423 There have been no changes in accounting policies and all policies have been applied on bases consistent with Disposals - - - (1) (1) the prior year. Cost/valuation at 30 June 2017 349,593 30,328 10,997 1,225 392,143 Revaluation adjustments 3,907 - - - 3,907 2. Critical judgements, estimates and assumptions Additions 71,575 8,488 113 481 80,657 In preparing these financial statements the Group has made estimates and assumptions concerning the future. Disposals - - - (1) (1) These estimates and assumptions may differ from subsequent actual results. Cost/valuation at 30 June 2018 425,075 38,816 11,110 1,705 476,706 Estimates and assumptions are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Accumulated depreciation and impairment Areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates Accumulated balance at 30 June 2017 - - - (1) (1) are significant to the financial statements are disclosed within the specific accounting note as shown below. Depreciation expense (7,640) (5,507) (254) (303) (13,704) Accumulated balance at 30 June 2018 (7,640) (5,507) (254) (304) (13,705) Area of estimate or judgement Note Depreciation expense (9,542) (7,416) (253) (394) (17,605) Valuation of UFB network assets 3 Property, plant & equipment Written back on revaluation adjustment 17,182 12,923 507 - 30,612 Deferred tax recognition 8 Income taxes Accumulated balance at 30 June 2018 - - - (698) (698)

Carrying amount at 30 June 2017 341,953 24,821 10,743 921 378,438 Carrying amount at 30 June 2018 425,075 38,816 11,110 1,007 476,008

Property, plant and equipment includes the original fibre optic network owned by the Group and the subsequent capital cost of deploying the UFB network covering all of Christchurch; Rolleston and Lincoln; and parts of Rangiora, Kaiapoi and Woodend. The UFB network assets are long term infrastructure assets with long term investment horizons. UFB network Layer 1 assets comprise the physical fibre network assets which are essentially the unlit pipeline or pathway that the light pulses use to transmit data, otherwise known as dark fibre. These assets include ducting and optical fibre. UFB network Layer 2 assets comprise the electronics necessary to light the optical fibre or the means by which communication occurs down the Layer 1 pathway. These assets are located in Central Offices and in the premises of end users. Central Offices include both building costs and setup costs – fire protection, security and backup generator assets.

38 / Enable Services Limited Enable Services Limited / 39 KEY ASSETS AND LIABILITIES (CONT.) KEY ASSETS AND LIABILITIES (CONT.)

Recognised fair value measurements An incorrect estimate of the useful life or residual value will impact on the depreciation expense recognised in the profit or loss, and the carrying amount of the asset in the statement of financial position. The Group minimises the The UFB network Layers 1 and 2 assets, together with the Central Offices (collectively described as UFB network risk of this estimation uncertainty by: assets), are owned by ESL’s 100% subsidiary ENL. These UFB network assets were revalued to fair value as at • investing in high quality, class-leading assets and infrastructure 30 June 2018 by independent valuers Ernst & Young Transaction Advisory Services Limited (EY). EY are considered to have the appropriate qualifications and experience in the fair value measurement of such assets. • physical inspections of assets; and • asset replacement programmes in line with useful life expectations. EY considered that the discounted cash flow (DCF) methodology was the most appropriate method of valuation, given that: Security • long term cash flow forecasts were available CIP has a first ranking security over the Group’s assets. • there is a reasonable degree of predictability around the cash flows • a potential buyer of these assets would primarily be interested in the future economic benefits they could generate. Accounting policy – property, plant and equipment The DCF methodology involved assessing: • the future free cash flows of the business (excluding expansionary capital expenditure and related revenue) Property, plant and equipment asset classes consist of the UFB network assets, being Layer 1 (relating to the provision of unlit optical fibre), Layer 2 (relating to the provision of communication equipment on the unlit fibre), and Central Offices (buildings which contains Layer 2 • a terminal value for cash flows beyond the forecast period assets, with fire protection, security and backup generator assets). • discounting the above cash flows using a discount rate based on weighted average cost of capital UFB network assets, and Central Offices are recognised at fair value based on valuations by external independent valuers, less subsequent • whether there were any surplus assets. depreciation. The estimated value of UFB network of $475m. Valuations are performed with sufficient regularity to ensure that the fair value of the assets does not vary materially from their carrying value. Any revaluation increase arising on the revaluation of these assets is credited to the asset revaluation reserve included in other The sensitivity of the valuation of $475m to relevant factors is summarised as follows: comprehensive income, except to the extent that it reverses a revaluation decrease for the same asset previously recognised as an expense through profit and loss, in which case the increase is credited to profit and loss to the extent of the decrease previously charged. A decrease in carrying amount arising on the revaluation of these assets is charged as an expense through profit and loss to the extent that it exceeds Upper Value Lower Value the balance, if any, held in the asset revaluation reserve relating to a previous revaluation of that asset. Movement in Range $m $m Any accumulated depreciation at the date of the revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset. Peak connection % + or – 5.0% $513m $432m All other property, plant and equipment are recognised at historical cost less depreciation. WACC + or – 0.5% $508m $446m Additions Terminal growth rate + or – 0.5% $490m $463m Additions are recorded at historical cost less depreciation until the next revaluation. The cost of an item is recognised as an asset only when it is probable that the future economic benefits or service potential associated with the item will flow to the Group and the cost of the item All property, plant and equipment is classified as Level 3 within the fair value hierarchy under NZ IFRS 13 – Fair Value can be measured reliably. Measurement. Assets are classified as Level 3 where one or more significant inputs into the determination of fair value Disposals are not based on observable market data. The Group had no other Level 1, Level 2 or Level 3 non-financial assets Gains and losses on disposals are determined by comparing the proceeds with the carrying amount, these are recognised through profit measured at fair value during the year. or loss. When revalued assets are sold, any revaluation reserve relating to the particular asset is transferred to retained earnings.

If UFB network was stated at historical cost, the carrying value would be as follows: Subsequent costs Costs incurred subsequent to initial acquisition are capitalised only when it is probable that the future economic benefits or service Group 2018 Group 2017 potential associated with the item will flow to the Group and the cost of the item can be measured reliably. $’000 $’000 The costs of day-to-day servicing of UFB network assets are recognised in the profit or loss as they are incurred. UFB network assets Depreciation Cost 471,094 390,918 Depreciation is provided on a straight-line basis at rates that will write off the cost (or valuation) of the assets to their estimated residual values over their useful lives. The useful lives and associated depreciation rates of major classes of assets have been estimated as follows. Accumulated depreciation (30,612) (13,401) UFB Network assets: Net book value 440,482 377,517 Layer 1 (Provision of unlit optical fibre) 20 – 50 years Layer 2 (Ethernet communication equipment) 5 – 12 years Useful lives and residual values of UFB network assets Central Offices 5 – 50 years Property, plant and equipment 1 – 25 years At balance date, the Group reviews the useful life and residual value of its UFB network assets. Assessing the appropriateness of useful life and residual value estimates of UFB network assets requires the Group to consider a Land is not depreciated. number of factors, such as the physical condition of the assets, expected period of use of the assets by the Group, The residual value and useful life of an asset is reviewed, and adjusted, if applicable, annually. and expected disposal proceeds from the future sale of the assets.

40 / Enable Services Limited Enable Services Limited / 41 KEY ASSETS AND LIABILITIES (CONT.) PROFIT AND LOSS INFORMATION

5. Operating revenue Impairment of non-financial assets UFB network assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amounts might not be recoverable. An impairment loss is recognised if the asset’s carrying amount exceeds its recoverable amount. The recoverable Group 2018 Group 2017 Note amount is the higher of an asset’s fair value less costs to sell and value in use. $’000 $’000 If an asset’s carrying amount exceeds its recoverable amount, the asset is impaired and the carrying amount is written down to the recoverable amount. Gross telecommunications revenue (i) 39,336 25,675 Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable Sale of inventory 6,628 8,781 amount, but the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior periods. A reversal of an impairment loss is recognised immediately in profit or loss. Other 2,509 1,816 48,473 36,272

(i) Gross telecommunications revenue is required to be disclosed in accordance with the information disclosure 4. Borrowings requirements under section 83 of the Telecommunications Act 2001. There were no allowable deductions.

Group 2018 Group 2017 Note Accounting policy - revenue $’000 $’000 Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Group and the revenue can be reliably Loan from CCHL 19 270,900 257,900 measured, regardless of when the payment is being made. Revenue is measured at the fair value of the consideration received or receivable. 270,900 257,900 The Group recognises revenue as it provides services to its customers. Billings are generally made on a monthly basis. Unbilled revenues from the billing cycle date to the end of each month are recognised as revenue during the month the service is provided. Revenue is deferred in respect of the portion of fixed monthly charges that have been billed in advance. Revenue from installations and connections The Group has a subordinated loan agreement with CCHL. The loan is unsecured and the interest rate is a base rate is recognised upon completion of the installation or connection. reflecting CCHL’s cost of borrowing plus a 1% margin. At 30 June 2018 the weighted average interest rate was 4.9% (2017: 4.9%). The line of credit under the loan agreement is available to the Group until March 2023 and totals $285m (2017: $285m). 6. Operating expenses

Accounting policy – borrowings Group 2018 Group 2017 Note Debt is initially measured at fair value net of transaction costs and subsequently at amortised cost using the effective interest method, $’000 $’000 with interest expense recognised on an effective interest basis. Audit fees 6(a) 178 139 Amounts which may be required to be settled within 12 months are presented as current liabilities, and the remainder is presented as non-current liabilities. Directors’ fees 332 349 Net foreign exchange losses/(gains) 21 (23) Operating leases 931 741 Employee costs 6(b) 4,994 5,109 Other 16,071 15,667 22,527 21,982

To align with industry standards, there has been a change in approach as to the classification of employee capital expenditure being offset against employee costs, rather than other expenditure for $9.7m (2017: $6.6m).

42 / Enable Services Limited Enable Services Limited / 43 PROFIT AND LOSS INFORMATION (CONT.) PROFIT AND LOSS INFORMATION (CONT.)

6 (a). Remuneration of auditors Accounting policy – finance income and costs Group 2018 Group 2017 Finance income Note $’000 $’000 Interest income is recognised using the effective interest method. Audit New Zealand Financing costs Audit of the financial statements 123 110 Financing costs primarily comprise interest on the Group’s borrowings, and are expensed in the period in which they are incurred and reported in finance costs. Regulatory audit work 14 15 Total 137 125

Other auditor - KPMG 8. Income taxes Assurance-related 41 14 8 (a). Components of tax expense 41 14 Group 2018 Group 2017 Total auditor remuneration 6 178 139 $’000 $’000 Current tax credit (2,582) (4,281) 6 (b). Employee costs Adjustments to current tax of prior years (275) - Deferred tax expense 1,234 1,060 Group 2018 Group 2017 Note Total income tax credit (1,623) (3,221) $’000 $’000 Employee costs Salaries and wages 4,581 4,310 Defined contribution plan employer contributions 379 301 8 (b). Reconciliation of prima facie income tax Other 34 498 Group 2018 Group 2017 Total employee costs 6 4,994 5,109 $’000 $’000 Employee costs represents costs related to non-capital expenditure. Loss before tax (5,406) (11,739)

Tax at statutory rate of 28% (1,514) (3,287) 7. Finance income and costs Over provision of income tax in previous year (109) 66 Group 2018 Group 2017 Note Income tax credit (1,623) (3,221) $’000 $’000 Finance income Interest - bank 140 172 8 (c). Current tax asset Interest - other 61 9 Group 2018 Group 2017 201 181 $’000 $’000 Financing costs Opening balance 4,394 2,336 Interest paid/payable to CCHL 19 13,064 11,987 Tax asset for the year 2,857 4,281 Subvention receipts (4,669) (2,223) Closing balance 2,582 4,394

44 / Enable Services Limited Enable Services Limited / 45 PROFIT AND LOSS INFORMATION (CONT.) PROFIT AND LOSS INFORMATION (CONT.)

8 (d). Deferred taxation Accounting policy - income tax 30 June 2017 30 June 2018 Income tax expense includes current tax and deferred tax. Current tax is the amount of income tax payable based on the taxable surplus for the current year, plus any adjustments to income tax Other Opening Profit/ Closing Profit/ Closing payable in respect of prior years. Current tax is calculated using tax rates (and tax laws) that have been enacted or substantively enacted comprehensive balance loss balance loss balance at balance date. income $’000 $’000 $’000 $’000 $’000 $’000 The tax currently payable is based on taxable profit for the reporting period. Taxable profit differs from profit as reported in the statement of comprehensive income because it excludes items of income or expense that are taxable or deductible in other periods and it further Deferred tax liabilities: excludes items that are never taxable or deductible. The liability for current tax is calculated using tax rates that have been enacted or substantively enacted by the end of the reporting period. Property, plant and equipment 9,796 734 10,530 1,091 9,665 21,286 Deferred tax is recognised on differences between the carrying amounts of assets and liabilities in the financial statements and the 9,796 734 10,530 1,091 9,665 21,286 corresponding tax bases used in the computation of taxable profit, and is accounted for using the balance sheet liability method. Deferred tax liabilities are generally recognised for all taxable temporary differences, and deferred tax assets are generally recognised for Deferred tax assets: all deductible temporary differences to the extent that it is probable that taxable profits will be available against which those deductible temporary differences can be utilised. Such deferred tax assets and liabilities are not recognised if the temporary difference arises from Provisions/employee entitlements 214 388 602 (138) - 464 the initial recognition of other assets and liabilities in a transaction that affects neither the taxable profit nor the accounting profit. Doubtful debts - 7 7 (5) - 2 The carrying amount of deferred tax assets is reviewed at the end of each reporting period and reduced to the extent that it is no longer and impairment losses probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered.

Other 721 (721) - - - - Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the liability is settled or 935 (326) 609 (143) - 466 the asset realised, based on tax rates (and tax laws) that have been enacted or substantively enacted by the end of the reporting period. The measurement of deferred tax liabilities and assets reflects the tax consequences that would follow from the manner in which the Group expects, at the reporting date, to recover or settle the carrying amount of its assets and liabilities. Net deferred tax liability 8,861 1,060 9,921 1,234 9,665 20,820 Deferred tax assets and liabilities are offset when there is a legally enforceable right to set-off current tax assets against current tax liabilities and when they relate to income taxes levied by the same taxation authority and the Group intends to settle its current tax ESL is a member of the CCC tax group, which comprises CCC, CCHL and a number of other group entities. The assets and liabilities on a net basis. Group pays or receives subvention payments to/from other members of the CCC tax group. The amount recognised as a receivable for the 2018 tax year is $2.7m (2017: $4.4m), in relation to the tax effect of tax losses transferred. The Current and deferred tax are recognised as an expense or income in profit or loss, except when they relate to items recognised directly Group received a subvention payment from other members of the CCC tax group of $4.7m (2017: $2.2m). These in equity, in which case the tax is also recognised directly in equity. payments are treated as if they were payments/receipts of income tax and they are reflected as part of the taxation payable/(receivable) amount. Following the change in shareholding as part of the re-organisation in June 2016, the Group reviewed its ability to utilise previous tax losses. While the matter is finely balanced, the ability to utilise historical ENL losses may not meet the probable threshold for financial reporting purposes, and therefore no deferred tax asset has been recognised in 2018 with respect to these losses, which in total amount to $29.5m. Unrecognised deferred tax assets are reassessed at each reporting date.

8 (e). Imputation credits The amount of imputation credits available for use in subsequent reporting periods by the Group is $485k (2017: $485k).

46 / Enable Services Limited Enable Services Limited / 47 FINANCIAL RISK MANAGEMENT FINANCIAL RISK MANAGEMENT (CONT.)

9. Financial risk management 9 (b). Interest rate risk The Group’s activities expose it to a variety of financial instrument risks, including liquidity risk, interest rate risk and Fair value interest rate risk credit risk. The Group has a series of policies to manage the risks associated with financial instruments and seeks to minimise exposure from financial instruments. These policies do not allow any transactions that are speculative Fair value interest rate risk is the risk that the value of a financial instrument will fluctuate owing to changes in market in nature to be entered into. interest rates. The Group’s exposure to fair value interest rate risk is with its bank current account balances. Borrowings from CCHL are at floating rates of interest. These are not accounted for at fair value and fluctuations in interest rates do not have an impact on the profit/loss of the Group or the carrying amount of the financial instruments recognised 9 (a). Liquidity risk in the statement of financial position. The average interest rate on ESL’s bank current account is 1.8% (2017: 1.8%). Liquidity risk is the risk that the Group will encounter difficulty raising liquid funds to meet commitments as they fall due. The Group’s primary mechanism for managing liquidity risk is through issuing shares and debt to CCHL. Cash flow interest rate risk As described in Note 4, the Group has guaranteed debt funding from CCHL of up to $285m until March 2023. Following the 2016 re-organisation, CCHL passes on funding to the Group received from CIP for stage sale Cash flow interest rate risk is the risk that the cash flows from a financial instrument will fluctuate because of changes settlements, equivalent to the amounts that would have been provided directly by CIP to ENL under the original in market interest rates. At call cash deposits and borrowings at variable interest rates expose the Group to cash flow UFB contract. This funding is in the form of redeemable preference shares or debt. interest rate risk. In meeting its liquidity requirements, the Group maintains a target level of cash which is available within specified To mitigate interest rate risk, the Group has completed agreements with CCHL whereby CCHL has entered into timeframes. a series of forward start swaps in respect of its own borrowing to on-lend to the Group. The swaps are in CCHL’s name and accounted for by CCHL. The effect of the swaps is to fix the rate for a significant portion of the on-lending Contractual maturity analysis of financial liabilities that CCHL provides to the Group. However, the remainder of the Group’s borrowing from CCHL is at floating rate. As CCHL charges the Group a weighted average interest rate based on its total lending to the Group, including The following table analyses the Group’s financial assets and liabilities into relevant maturity groupings based on hedging, effectively the whole CCHL loan is at floating rate (albeit moderated by the hedging entered into by CCHL). the remaining period at the balance sheet date to the contractual maturity date. The amounts disclosed are the contractual undiscounted cash flows. The contractual undiscounted amounts are equal to the carrying amounts. Sensitivity analysis

Greater In managing interest rate risks, the Group aims to reduce the impact of short term fluctuations on its earnings. Balance Contractual Within 1-2 years 2-5 years than Over the longer term however, changes in interest rates will affect reported profits. sheet cash flows 1 year $’000 $’000 5 years $’000 $’000 $’000 The following table summarises the impact of a 1% movement in the interest rates, all other variables being held constant. $’000 30 June 2018 Effect on Effect on Effect on Effect on Cash, cash equivalents equity equity profit profit 1,772 1,772 1,772 - - - and deposits Group 2018 Group 2017 Group 2018 Group 2017 Trade and other receivables 3,865 3,865 3,865 - - - $’000 $’000 $’000 $’000 Creditors and other payables (15,819) (15,819) (15,819) - - - 1% increase in interest rates (1,550) (807) (1,550) (807) Borrowings from CCHL (270,900) (341,987) (13,941) (13,941) (41,823) (272,282) 1% decrease in interest rates 1,550 807 1,550 807 (281,082) (352,169) (24,123) (13,941) (41,823) (272,282) 9 (c). Credit risk 30 June 2017 Credit risk is the risk that a third party will default on its obligation to the Group, causing the Group to incur a loss. Cash, cash equivalents and 6,483 6,483 6,483 - - - Credit risk arises in the Group from exposure to counterparties from trade and other receivables and cash deposits. deposits The Group invests surplus cash with major registered trading banks and limits exposure to any one institution. Trade and other receivables 4,955 4,955 4,955 - - - Creditors and other payables (14,870) (14,870) (14,870) - - - The Group’s maximum credit exposure for each class of financial instrument is represented by the total carrying amount of cash and cash equivalents (Note 10) and trade and other receivables (Note 11). There is no collateral held Borrowings from CCHL (257,900) (340,289) (13,508) (13,508) (40,525) (272,748) as security against these financial instruments and no instruments are overdue or impaired. The Group’s deposits are (261,332) (343,721) (16,940) (13,508) (40,525) (272,748) currently held with the BNZ, a registered New Zealand bank.

48 / Enable Services Limited Enable Services Limited / 49 FINANCIAL RISK MANAGEMENT (CONT.) OTHER ASSETS AND LIABILITIES

Ageing of receivables 10. Cash and cash equivalents

Group 2018 Group 2017 Note Group 2018 Group 2017 $’000 $’000 $’000 $’000 Gross receivables Cash balances 1,772 6,483 Not past due 1,411 2,623 1,772 6,483 Past due 0-30 days 709 836 Past due 31-60 days 150 30 All cash on hand is held with the Bank of New Zealand. The carrying value approximates its fair value. Past due more than 60 days 115 47 11 2,385 3,536 Accounting policy - cash and cash equivalents Cash and cash equivalents comprise cash at bank and in hand and short-term deposits with an original maturity of three months or less. Impairment Not past due - - Past due 0-30 days - - 11. Trade and other receivables Past due 31-60 days - - Past due more than 60 days (8) (24) Group 2018 Group 2017 Note 11 (8) (24) $’000 $’000 Current Gross trade receivables 2,385 3,536 Trade receivables 2,385 3,536 Individual impairment - - 9(c) 2,385 3,536 Collective impairment (8) (24) Prepayments 742 247 Trade receivables (net) 2,377 3,512 GST receivable 746 1,196 The Group maintains a provision for impairment losses when there is objective evidence of its customers being 3,873 4,979 unable to make required payments and makes provision for doubtful debt where debt is more than 90 days overdue. There have been no significant individual impairment amounts recognised as an expense. Trade receivables are net Provision for impairment - trade receivables 9(c) (8) (24) of disputed balances with customers. Total trade debtors, other receivables and prepayments 3,865 4,955

The carrying value of receivables and prepayments approximates their fair value.

Accounting policy - trade and other receivables Trade and other receivables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment. Impairment of a receivable is established when there is objective evidence that the Group will not be able to collect amounts due according to the original terms of the receivable.

50 / Enable Services Limited Enable Services Limited / 51 OTHER ASSETS AND LIABILITIES (CONT.) OTHER ASSETS AND LIABILITIES (CONT.)

12. Inventories 14. Intangible assets

Group 2018 Group 2017 Work in $’000 $’000 Note Goodwill Software progress Total $’000 $’000 $’000 $’000 Current Gross carrying amount Inventory 3,600 3,856 Cost/valuation at 1 July 2016 848 1,920 1,578 4,346 3,600 3,856 Additions - 796 1,127 1,923 Inventory is generally held short term for resale to contractors building the UFB network and connecting customers Transfers 3 - 1,563 (1,563) - to it. Certain inventories are subject to security interests created by retention of title clauses. Disposals - (17) - (17) Cost/valuation at 30 June 2017 848 4,262 1,142 6,252 Accounting policy – inventories Additions - - 3,431 3,431 Inventories are stated at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course Transfers 3 - 1,840 (1,840) - of business, less the estimated costs of completion and selling expenses. Cost/valuation at 30 June 2018 848 6,102 2,733 9,683 The cost of other inventories is based on average cost and includes expenditure incurred in acquiring the inventories and bringing them to their existing location and condition. Accumulated depreciation and impairment Accumulated balance at 1 July 2016 - (1,375) - (1,375) 13. Construction contract work in progress Amortisation expense - (519) - (519) Disposals - 2 - 2 Group 2018 Group 2017 Accumulated balance at 30 June 2017 - (1,892) - (1,892) $’000 $’000 Amortisation expense - (884) - (884) Current Accumulated balance at 30 June 2018 - (2,776) - (2,776) Opening balance 22,220 10,609 Additions 86,630 103,731 Carry amount at 30 June 2017 848 2,370 1,142 4,360 Transferred to property, plant and equipment (80,063) (92,120) Carry amount at 30 June 2018 848 3,326 2,733 6,907 Total construction contract work in progress 28,787 22,220 Intangible asset costs are predominantly software-related. The intangible asset work in progress relates primarily to the development of operating support systems and business support systems. Management have reviewed intangible assets at balance date and concluded that there were no indicators of impairment (2017: nil).

Accounting policy – intangible assets Intangible assets comprise costs incurred in purchasing and installing software systems for use by the business. The software is a non-monetary asset without physical substance. The costs relating to the project can be reliably measured from invoices and allocation of internal costs. They are accounted for using the cost model whereby capitalised costs are amortised on a straight-line basis at a rate of 25-40% over their estimated useful lives, from when the asset is available for use. They are reviewed at each reporting date to determine whether there is any indication of impairment.

52 / Enable Services Limited Enable Services Limited / 53 OTHER ASSETS AND LIABILITIES (CONT.) OTHER ASSETS AND LIABILITIES (CONT.)

15. Creditors and other liabilities 17. Deferred revenue

Group 2018 Group 2017 Group 2018 Group 2017 Note $’000 $’000 $’000 $’000 Trade payables and accrued expenses 14,404 13,845 Current portion 86 111 Income in advance 1,048 672 Non-current portion 578 684 Interest payable to CCHL 19 367 353 664 795 15,819 14,870 Deferred revenue arises from IRUs (irrevocable rights of use) sold to retail service providers. This revenue is amortised Creditors and other payables are non-interest bearing and are normally settled on 30-day terms, therefore the over the life of the IRUs. carrying value of creditors and other payables approximates their fair value. Accounting policy – deferred revenue Accounting policies - creditors and other liabilities, employee entitlements and GST Where the Group receives payment in advance for network access (an indefeasible right of use), the revenue is deferred and recognised on a straight line basis over the period of access. The deferred revenue is recognised as a liability in the statement of financial position. Creditors and other payables Creditors and other payables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method. Employee entitlements Employee entitlements that the Group expects to be settled within 12 months of balance date are measured at undiscounted nominal values based on accrued entitlements at current rates of pay. A liability and an expense are recognised for bonuses where there is a contractual obligation. Goods and services tax All items in the financial statements are presented exclusive of goods and services tax (GST), except for receivables and payables, which are presented on a GST-inclusive basis. Where GST is not recoverable as input tax, it is recognised as part of the related asset or expense.

16. Employee entitlements

Group 2018 Group 2017 $’000 $’000 Current Accrued pay 705 614 Annual leave 682 553 Employee incentives 657 672 2,044 1,839

Non-current Employee incentives 322 493 322 493

54 / Enable Services Limited Enable Services Limited / 55 OTHER DISCLOSURES OTHER DISCLOSURES (CONT.)

18. Share capital 19. Related party disclosures Identification of related parties Redeemable Ordinary Preference Total The Group is 100% owned by CCHL. CCHL is 100% owned by CCC. ENL is a 100%-owned subsidiary of ESL. Note shares shares shares Related parties of the Group comprise CCHL, other members of the CCC Group, CCHL and CCC key management $’000 $’000 $’000 personnel, and the key management personnel of the Group. Balance at 1 July 2016 34,000 83,896 117,896 During the period, no transactions were entered into by the Group with any of its Directors other than the payment Shares issued during year: 10,000 36,607 46,607 of Directors’ fees and the reimbursement of valid Group-related expenses. Balance at 1 July 2017 44,000 120,503 164,503 Payments made by the Group to its key management personnel including Directors were as follows. Shares issued during year 19 23,500 29,493 52,993 Balance at 30 June 2018 67,500 149,996 217,496 Group 2018 Group 2017 $’000 $’000 ESL issued 23,500,000 fully paid ordinary shares to CCHL in 2018. ESL has 67,500,000 fully paid shares to CCHL, carrying one vote per share and the rights to dividends. Key management personnel compensation ESL issued 29,492,525 fully paid redeemable preference shares to CCHL in 2018. ESL has 149,995,680 fully paid Short term employee benefits (inc. salaries and Directors’ fees) 3,438 3,300 redeemable preference shares, paid to $1 to CCHL. The redeemable preference shares have the same dividend KiwiSaver employer contributions 97 82 entitlement rights on a per share basis, as holders of the ordinary shares and no voting rights. ESL may elect at Other long term employee benefits 212 249 any time to redeem all or part of the redeemable preference shares. Total 3,747 3,631 During the year there were no costs associated with share issues (2017: Nil). Key management personnel comprise the Directors and the members of the executive team. Capital management Key management personnel of the Group did not make any purchases of goods and services from either ESL or ENL The Group’s capital is its equity, which comprises retained earnings and share capital. Equity is represented by net assets. during the period. The Group manages its equity as a by-product of prudently managing revenues, expenses, assets, liabilities, investments CCHL is a party to the UFB contract documents signed with CIP on 31 May 2011 under which it undertakes some and general financial dealings to ensure the Group effectively achieves its objectives and purpose, whilst remaining of the obligations of ESL, and has provided a performance bond of $30m as at 30 June 2018 (2017: $40m). a going concern. Balances and transactions between ESL and its subsidiary, which are related parties, have been eliminated on consolidation and are not disclosed in this note. Details of transactions between the Group and other related parties are disclosed below. Accounting policy – equity instruments An equity instrument is any contract that provides a residual interest in the assets of the Group after deducting the Group’s liabilities. Equity instruments issued by the Group are recorded at the proceeds received, net of any direct issue costs.

Accounting policy - consolidation Subsidiaries are all entities over which the Group has control. The Group controls an entity when the Group 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 to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are deconsolidated from the date that control ceases. The acquisition method of accounting is used to account for business combinations by the Group. Intra-group transactions, balances and unrealised gains on transactions between group companies are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the transferred asset. Accounting policies of the subsidiaries are changed where necessary to ensure consistency with the policies adopted by the Group.

56 / Enable Services Limited Enable Services Limited / 57 OTHER DISCLOSURES (CONT.) OTHER DISCLOSURES (CONT.)

Significant transactions and balances with related entities Other related party disclosures The Group enters into various transactions with Government departments, Crown entities, state-owned enterprises, Group 2018 Group 2017 CCC and related council organisations. These transactions occur within a normal supplier or client relationship on Note $’000 $’000 terms and conditions no more or less favourable than those that it is reasonable to expect the Group would have adopted if dealing with those entities at arms-length in the same circumstances. These have not been disclosed as Transactions during year related party transactions Issue of equity to CCHL (i) 52,993 46,607 In conducting its activities, the Group is required to pay various taxes and levies (such as income tax, GST, PAYE, ACC Borrowed from CCHL (ii) 13,000 39,000 levies, and rates) to the Crown and entities related to the Crown and CCC. The payment of these taxes and levies is Interest paid to CCHL (iii) 13,064 11,987 based on the standard terms and conditions that apply to all tax and levy payers. Interest option paid to CCHL (iii) 297 - Subvention payments from CCC tax group (iv) 4,669 2,223 20. Reconciliation of profit to net operating flows Sales to CCC 67 37 Group 2018 Group 2017 Sales to City Care Ltd 2 5 Note $’000 $’000 Payments to Crown, CCC and controlled entities 1,129 390 Profit/(loss) for the year (3,783) (8,518) Payments to Canterbury Development Corporation for services - 13 Payments to Christchurch International Airport Ltd for services 1 - Add/(less) non-cash items Payments to City Care Ltd for services 12 - Depreciation, amortisation and impairment expense 3, 14 18,489 14,223 Payments to Connetics Ltd for network-related services 3 9 Deferred tax charged/(credited) to income 8(d) 1,234 1,060 Payments to Vbase Ltd for services 23 31 Deferred revenue - 359 Net foreign exchange losses/(gains) 21 (23) Group 2018 Group 2017 Note 19,744 15,619 $’000 $’000 Balances at end of year Add/(less) items classified as investing or financing activities Loan balance due to CCHL (v) 270,900 257,900 Loss on disposal of non-current assets - 16 Interest payable to CCHL (vi) 367 353 Other (21) 23 Accounts payable to CCC 14 14 (21) 39 Accounts payable to Canterbury Development Corporation 15 15 Add/(less) movement in working capital items Accounts receivable from City Care Ltd 2 - Trade and other receivables, prepayments - current 1,090 14,459 (i) The Group issued $23.5m of ordinary shares and $29.5m of redeemable preference shares during the year as Inventories and work in progress - current (6,311) (11,187) per Note 18. Creditors and other payables 818 3,314 (ii) The Group borrows from CCHL under a subordinated loan agreement, as outlined in Note 4, to fund its operations. Employee entitlements - current 205 466 (iii) Interest is charged on the CCHL loan at CCHL’s weighted average cost of borrowing, plus a fixed margin of 1%. Employee entitlements - non-current (171) 32 The Group purchased a 3 year interest option on $70m of debt, from CCHL for $0.3m. Income tax 1,812 (2,058) (iv) The Group is a member of the CCC tax group, which comprises CCC, CCHL and a number of subsidiaries of (2,557) 5,026 each entity. In exchange for the use of its tax losses, the Group receives subvention payments from other CCC tax group entities. In 2018 the subvention payment of $4.7m was received from Lyttelton Port Company Group, Net cash used in operating activities 13,383 12,166 a subsidiary of CCHL. (v) The loan balance due to CCHL at balance date is outlined in Note 4. (vi) Interest is payable to CCHL on a quarterly basis, and the balance accrued at balance date is included in trade creditors.

58 / Enable Services Limited Enable Services Limited / 59 OTHER DISCLOSURES (CONT.) OTHER DISCLOSURES (CONT.)

Variances between the actual results for the year ended 30 June 2018 and the targets contained within the SoI are as follows. 21. Classifications of assets and liabilities Gross telecommunications revenue Group 2018 Group 2017 Gross telecommunications revenue represents all sales to retail service providers. The positive variance is driven by $’000 $’000 the increase in customers connected. Loans and receivables EBITDA Cash and cash equivalents 1,772 6,483 EBITDA represents Group profitability prior to the deduction of net interest, tax, depreciation and amortisation expenses. Trade and other receivables 3,865 4,955 5,637 11,438 Net profit / (loss) after tax Net profit after tax was $28.0m greater than SoI target of ($7.4m) at $20.6m, because of the $34.5m revaluation of Financial liabilities measured at amortised cost assets and $4.8m of additional gross telecommunications revenue, and the tax implications therein. Creditors and other payables 15,819 14,870 Borrowings from CCHL 270,900 257,900 Number of connections / Businesses/residences connected (uptake) achievement 286,719 272,770 A larger potential market for fibre broadband services, due to an ahead of schedule network deployment, has resulted in an above target connection result. This is emphasised by the overall uptake rate being aligned with target.

22. Statement of service performance Ducting and optical fibre underground / Operational service level agreement The Statement of Intent (SoI) issued by ESL last year in respect of the 2018 financial year included both financial 100% of the business’ communal infrastructure has been deployed underground – this result, well above target, and non-financial performance measures. The following table compares ESL’s actual results for the year ended demonstrates the business’ commitment to sustainability. Operational service levels (with >97% of customers connected 30 June 2018 with the targets contained within the SoI. on time) performance was a reflection of close management of our connection field force careful management. TRIFR per million hours / Serious harm injuries / Site audits Actual Target Unit Group 2018 Group 2018 The business continues to set very high standards and improvement goals in health and safety. This is reflected in the number of site audits and safety observations undertaken being much higher than anticipated. The success of Financial our health and safety programme is evidenced by our zero serious harm injury record. The business’ high standards Gross telecommunications revenue $’000 39,336 34,600 are emphasis in our TRIFR target of <3, which was close to being achieved. EBITDA $’000 25,946 20,600 Net profit/(loss) after tax $’000 21,071 (7,400)

Operational performance targets Number of connections (cumulative) Number 77,149 72,222 Operational service level agreement achievement % 97% >=90% Core network availability % 100% >=99.999%

Health and safety performance targets TRIFR (per million hours) Number 3.70 <3 Serious harm injuries Number Nil Nil Site audits and safety observations conducted Number 7,618 >5,000

Corporate social responsibility targets Businesses/residences connected (uptake) % 40% 39% Ducting and optical fibre underground % 100% 90%

ESL completed building the communal infrastructure to 149,203 premises in June 2018, 18 months ahead of plan.

60 / Enable Services Limited Enable Services Limited / 61 UNRECOGNISED ITEMS GOVERNANCE AND RELATED INFORMATION

23. Capital and operating lease commitments Governance

Capital commitments Corporate governance framework Under the terms of the UFB contract and subsequent Re-organisation as outlined in Note 1, the Group is required to Enable’s Board and management are committed to ensuring that our people act ethically, with integrity and in build Communal Infrastructure and Central Offices, and to connect the network to relevant premises when an end accordance with Enable’s policies and values. user requests this from a retail service provider. Enable (which for the purposes of this governance statement, comprises ESL and ENL) is ultimately owned by The estimated cost of network connections through to December 2019 is $42m. The Group will use net operating CCC, and its corporate governance practices and policies reflect the wider public accountability that this ownership cashflows and committed funding from CCHL to meet these obligations, as outlined in Note 9(a). structure entails. The contractual arrangements with CIP regarding the construction of the UFB network also have a major influence on Enable’s policies and practices. Lease payments as lessee under operating leases The Board regularly reviews and assesses Enable’s policies, processes and practices to ensure they reflect Enable’s The future aggregate minimum lease payments to be paid as lessee under operating leases are as follows. operations and culture, and to identify opportunities for improvement.

Group 2018 Group 2017 Board role and responsibilities $’000 $’000 The Board is appointed by 100% shareholder CCHL, and is responsible for Enable’s strategy, culture, governance and performance. Not later than one year 786 628 The Board effectively represents, and promotes the interests of the shareholders with a view to adding long- Later than one year and not later than five years 179 676 term value to the company’s shares. The Board has all the powers necessary for managing, and for directing and Later than five years - - supervising the management of the business and affairs of the Group. Having regard to its role, the Board directs Total non-cancellable operating leases 965 1,304 and overviews the business and affairs of the Group, including in particular: • ensuring that Enable’s goals are clearly established, and that strategies are in place for achieving them; The Group’s premise lease on 106 and 114 Wrights Road has 13 to 15 months remaining, with two further rights • establishing policies for strengthening the performance of Enable, to ensure enhancement of shareholder value; of renewal for six years each. • deciding on whatever steps are necessary to protect Enable’s financial position and the ability to meet its debts and other obligations when they fall due, and ensuring that such steps are taken; 24. Contingent liabilities and assets • ensuring the financial statements present fairly Enable’s financial position and financial performance and otherwise conform with law; Contingent liabilities • ensuring that Enable adheres to high standards of ethics and corporate behaviour; As part of the 2016 re-organisation, the Group has provided a guarantee of CIP’s loan to CCHL. At 30 June 2018 • ensuring that Enable has appropriate risk management/ regulatory compliance policies in place; this loan amounted to $150.0m (2017: $120.5m). • approving and implementing the business plan and Statement of Intent; and The Group had no other material contingent liabilities as at 30 June 2018 (2017: $nil). • reviewing and approving capital investments and distributions. Contingent assets The Board monitors economic, political, social and legal issues and other relevant external matters that may influence or affect the development of the business or the interests of the shareholder and, if thought appropriate, will take Network Delivery Alliance (NDA) outside expert advice on these matters. BroadSpectrum has lodged a $22.5m performance bond with the Group under the Network Delivery Alliance agreement (2017: $45m). Board relationship with shareholder The Group had no other material contingent assets as at 30 June 2018 (2017: Nil). The Board uses its best endeavours to familiarise itself with issues of concern to the shareholder. The Board aims to ensure that CCHL is informed of all major developments affecting Enable’s state of affairs. Information is communicated to CCHL through periodic reports and briefings, and through both the annual report and the 25. Events after the balance sheet date half yearly report. There were no significant events after the balance date requiring disclosure or adjustment in these financial statements.

62 / Enable Services Limited Enable Services Limited / 63 GOVERNANCE AND RELATED INFORMATION (CONT.) GOVERNANCE AND RELATED INFORMATION (CONT.)

Conduct of Directors Chief executive officer’s remuneration The conduct of Directors is required to be consistent with their duties and responsibilities to Enable and, indirectly, The Chief Executive Officer’s (CEO) remuneration consists of fixed and variable remuneration. The CEO’s package to the shareholder. In carrying out their roles the Boards place emphasis on strategic issues and policy. is reviewed annually by the People and Performance Committee and the Board after reviewing the CEO’s and Directors are expected to keep themselves abreast of changes and trends in the business and in Enable’s environment Enable’s performance, taking advice from external remuneration specialists. and markets. Directors use their best endeavours to attend board meetings and to prepare thoroughly and are The CEO’s total remuneration paid in the year ending 30 June 2018 was as follows: expected to participate fully, frankly and constructively in Board discussions and other activities and to bring the benefit of their particular knowledge, skills and abilities to the board table. Note $’000 A Director may, with the Chairperson’s prior approval, take independent professional advice (including legal advice) and request the attendance of such an advisor at a Board or Board Committee meeting. Fixed remuneration 450 Performance-based (i) 484 Directors are entitled to have access, at all reasonable times, to all relevant company information and to management. Directors are expected to strictly observe the provisions of the Companies Act 1993 applicable to the use and Total 934 confidentiality of company information. Notes: Board Chairperson (i) Performance based remuneration includes a short-term incentive payment relating to the prior year and a The Chairperson is responsible for representing the Board to the shareholder, and for ensuring the integrity and payment relating to the long term incentive scheme established in 2012. The short-term incentive is set at a effectiveness of the governance process of the Board. maximum of 35% of base remuneration and is linked to the achievement of targets in health & safety, employee engagement, customer connections and satisfaction, and financial performance set annually by the Board. The Chairperson is responsible for maintaining regular dialogue with the Chief Executive Officer over all operational The long-term incentive is linked to the achievement of financial return targets over a longer period. matters and consults with the remainder of the Board promptly over any matter that gives him or her cause for major concern. (ii) Any holiday pay has been excluded from the remuneration paid. The Chairperson acts as facilitator at meetings of the Board to ensure that discussion results in logical and (iii) In addition to the compensation noted above, $30k in KiwiSaver employer contributions were made on behalf understandable outcomes. The Chairperson leads a Board and Director evaluation exercise every two years. of the CEO in the year ended 30 June 2018.

Employee remuneration range Remuneration and Performance The following table shows the number of employees and former employees who, in their capacity as such, received remuneration and other benefits in excess of $100,000 during the year ended 30 June 2018: Enable’s remuneration model is based on principles of alignment to shareholder value, simplicity, clarity and fairness, and remuneration outcomes based on both individual and company performance. Number of employees in the $ year ended 30 June 2018 Directors’ remuneration (Based on actual payment) Total remuneration paid to Directors for the year ended 30 June 2018 was determined by the shareholder, and was 100,000 - 109,999 13 allocated as follows: 110,000 - 119,999 5 120,000 - 129,999 6 Group 130,000 - 139,999 8 ESL ENL Total 140,000 - 149,999 3 $ $ $ 150,000 - 159,999 1 Brett Gamble 22,050 66,150 88,200 160,000 - 169,999 2 Mark Bowman 12,175 36,524 48,699 170,000 - 179,999 1 Craig Elliott (appointed 24 October 2017) 8,519 25,556 34,075 180,000 - 189,999 - Bill Luff 12,634 37,902 50,536 190,000 - 199,999 3 200,000 - 209,999 - Tim Lusk (ceased 24 October 2017) 3,967 11,900 15,867 210,000 - 219,999 1 Kathy Meads (appointed 1 August 2017) 12,421 37,264 49,685 220,000 - 229,999 1 Owen Scott (ceased 24 October 2017) 3,750 11,250 15,000 230,000 - 239,999 - Charlotte Walshe (ceased 13 February 2018) 7,503 22,510 30,013 240,000 - 249,999 1 83,019 249,056 332,075 250,000 - 259,999 1 260,000 - 269,999 1 930,000 - 939,999 1

64 / Enable Services Limited Enable Services Limited / 65 GOVERNANCE AND RELATED INFORMATION (CONT.) GOVERNANCE AND RELATED INFORMATION (CONT.)

Other disclosures Former Directors

Principal activities Tim Lusk Director of Enable Networks Limited, Transpower Limited (ceased 24 October 2017) The principal activity of the Group is the supply of communication infrastructure and services in Christchurch. Director & Shareholder of Dublin Days Limited Member of Transpower Limited Board Sub Committee on Network Risk, Environmental Directors’ interests Protection Authority ESL maintains an interests register in which particulars of certain transactions and matters involving the Directors are recorded. These are requirements under the Companies Act 1993. The following entries were recorded in the Owen Scott Director of Enable Networks Limited (ceased 24 October 2017) interests register during the year ended 30 June 2018. Director and Shareholder of Concentrate Limited, Concentrate NZ Limited, Scott Afforestation Limited, Elliotvale Afforestation Limited Director Directors’ Interests Trustee of Madgeo Trust, The New Zealand Hi-Tech Trust

Brett Gamble Director of Enable Networks Limited, Gough Group Limited (and related companies), Charlotte Walshe Director of Enable Networks Limited, Cluster Limited, Invacare Holdings Limited, Dynamic Chair LJ Partnership (NZ) Limited (and related companies), Mike Greer Homes NZ Limited, (ceased 13 February 2018) Controls, Culture by Design Limited, Dynamic Suzhou Holdings New Zealand, New Zealand Southbase Construction Limited Trade and Enterprise Director and Shareholder of Aoraki Services Limited, Chart Notice Boards Limited, Member of Callaghan Innovation Stakeholder Advisory Group Masterguard Fire and Security Limited, Positano Holdings Limited Trustee of Hammersmith Property Trust Officer of Mobile Surgical Services, Mobile Medical Technologies, Tailorspace Limited, Ben Gough Family Office

Mark Bowman Director of Enable Networks Limited, Comrad Holdings Limited, Claremont Investments Limited, Napoleon Investments Limited Director & Shareholder of Magic Memories Group Holdings Limited, Scarlett Hydraulics Limited Trustee of MJ & RM Bowman Family Trust

Craig Elliott Director of Enable Networks Limited, Magic Memories Group Holdings Limited (appointed 24 October 2017) Council Member of Yosemite Conservation Council

Bill Luff Director of Enable Networks Limited, Luff Trading Limited, Isaac Construction Limited, J Ballantyne Company Limited, Central Plains Water Limited, Harewood Gravels Company Limited, Overseer Limited Trustee of Christchurch Symphony Orchestra Trust, Isaac Wildlife Conservation Trust, The Lighthouse Vision Trust

Kathy Meads Director of Enable Networks Limited, Port Taranaki Limited, Shipowners’ Mutual Protection (appointed 1 August 2017) and Indemnity Association (Luxembourg) Trustee of Christchurch Symphony Orchestra Trust Consultant to Lyttelton Port Company Limited

66 / Enable Services Limited Enable Services Limited / 67 GOVERNANCE AND RELATED INFORMATION (CONT.) INDEPENDENT AUDITOR’S REPORT

Attendances of ENL Board and Committee meetings during the 2018 financial year

ARC P&P H&S Board To the readers of Enable Services Limited’s group financial statements and performance information for the year Total number of meetings 4 5 4 11 ended 30 June 2018. Brett Gamble 4 3 N/A 11 The Auditor-General is the auditor of Enable Services Limited Group (the Group). The Auditor-General has Mark Bowman N/A 4 N/A 11 appointed me, Chantelle Gernetzky, using the staff and resources of Audit New Zealand, to carry out the audit of the financial statements and the performance information of the Group, on his behalf. Craig Elliott (appointed 24 October 2017) N/A N/A N/A 6 Bill Luff 4 1 4 11 Opinion Tim Lusk (ceased 24 October 2017) N/A 2 2 4 We have audited: Kathy Meads (appointed 1 August 2017) 4 1 2 10 • the financial statements of the Group on pages 33 to 62, that comprise the statement of financial position as Owen Scott (ceased 24 October 2017) N/A N/A 2 4 at 30 June 2018, the statement of comprehensive income, statement of changes in equity and statement of Charlotte Walshe (ceased 13 February 2018) N/A 4 N/A 4 cash flows for the year ended on that date and the notes to the financial statements that include accounting policies and other explanatory information; and Attendances of ESL Board and Committee meetings during the 2018 financial year • the performance information of the Group on pages 60 to 61. In our opinion: ARC P&P H&S Board • the financial statements of the Group on pages 33 to 62: Total number of meetings 4 5 4 11 • present fairly, in all material respects: Brett Gamble 4 3 N/A 11 • its financial position as at 30 June 2018; and Mark Bowman N/A 4 N/A 11 • its financial performance and cash flows for the year then ended; and Craig Elliott (appointed 24 October 2017) N/A N/A N/A 6 • comply with generally accepted accounting practice in New Zealand in accordance with New Zealand Bill Luff 4 1 4 11 equivalents to International Financial Reporting Standards; and Tim Lusk (ceased 24 October 2017) N/A 2 2 4 • the performance information of the Group on pages 60 to 61 presents fairly, in all material respects, the Group’s actual performance compared against the performance targets and other measures by which performance was Kathy Meads (appointed 1 August 2017) 4 1 2 10 judged in relation to the Group’s objectives for the year ended 30 June 2018. Owen Scott (ceased 24 October 2017) N/A N/A 2 4 Our audit was completed on 31 August 2018. This is the date at which our opinion is expressed. Charlotte Walshe (ceased 13 February 2018) N/A 4 N/A 4 The basis for our opinion is explained below. In addition, we outline the responsibilities of the Board of Directors and our responsibilities relating to the financial statements and the performance information, we comment on other ARC – Audit and Risk Committee information, and we explain our independence. P&P – People and Performance Committee H&S – Health and Safety Committee Basis for our opinion Insurance We carried out our audit in accordance with the Auditor-General’s Auditing Standards, which incorporate the Professional and Ethical Standards and the International Standards on Auditing (New Zealand) issued by the The Group has effected Directors’ and Officers’ Liability insurance. The Group indemnifies the Directors against costs New Zealand Auditing and Assurance Standards Board. Our responsibilities under those standards are further and liabilities incurred by Directors for acts or omissions made in their capacity as Directors to the extent permitted described in the Responsibilities of the auditor section of our report. by the Group’s Constitution and the Companies Act 1993. We have fulfilled our responsibilities in accordance with the Auditor-General’s Auditing Standards. Donations We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. No Donations were made during the year.

Dividends No dividends were paid during the year.

68 / Enable Services Limited Enable Services Limited / 69 INDEPENDENT AUDITOR’S REPORT (CONT.) INDEPENDENT AUDITOR’S REPORT (CONT.)

Responsibilities of the Board of Directors for the financial statements and the performance information • We conclude on the appropriateness of the use of the going concern basis of accounting by the Board of The Board of Directors is responsible on behalf of the Group for preparing financial statements that are fairly Directors and, based on the audit evidence obtained, whether a material uncertainty exists related to events presented and that comply with generally accepted accounting practice in New Zealand. The Board of Directors or conditions that may cast significant doubt on the Group’s ability to continue as a going concern. If we is also responsible for preparing the performance information for the Group. conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements and the performance information or, if such disclosures are inadequate, The Board of Directors is responsible for such internal control as it determines is necessary to enable it to prepare to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s financial statements and performance information that are free from material misstatement, whether due to fraud report. However, future events or conditions may cause the Group to cease to continue as a going concern. or error. • We evaluate the overall presentation, structure and content of the financial statements and the performance In preparing the financial statements and the performance information, the Board of Directors is responsible on information, including the disclosures, and whether the financial statements and the performance information behalf of the Group for assessing the Group’s ability to continue as a going concern. The Board of Directors is also represent the underlying transactions and events in a manner that achieves fair presentation. responsible for disclosing, as applicable, matters related to going concern and using the going concern basis of accounting, unless the Board of Directors intends to liquidate the Group or to cease operations, or has no realistic • We obtain sufficient appropriate audit evidence regarding the financial statements and the performance alternative but to do so. information of the entities or business activities within the Group to express an opinion on the consolidated financial statements and the consolidated performance information. We are responsible solely for the direction, The Board of Directors’ responsibilities arise from the Local Government Act 2002. supervision and performance of the group audit. We remain solely responsible for our audit opinion. We communicate with the Board of Directors regarding, among other matters, the planned scope and timing of the Responsibilities of the auditor for the audit of the financial statements and the performance information audit and significant audit findings, including any significant deficiencies in internal control that we identify in our audit. Our objectives are to obtain reasonable assurance about whether the financial statements and the performance information, as a whole, are free from material misstatement, whether due to fraud or error, and to issue an auditor’s Our responsibilities arise from the Public Audit Act 2001. report that includes our opinion. Other information Reasonable assurance is a high level of assurance, but is not a guarantee that an audit carried out in accordance with the Auditor-General’s Auditing Standards will always detect a material misstatement when it exists. Misstatements are The Board of Directors is responsible for the other information. The other information comprises the information differences or omissions of amounts or disclosures, and can arise from fraud or error. Misstatements are considered included on pages 2 to 32 and 63 to 73, but does not include the financial statements and the performance material if, individually or in the aggregate, they could reasonably be expected to influence the decisions of readers, information, and our auditor’s report thereon. taken on the basis of these financial statements and the performance information. Our opinion on the financial statements and the performance information does not cover the other information and For the budget information reported in the performance information, our procedures were limited to checking that we do not express any form of audit opinion or assurance conclusion thereon. the information agreed to the Group’s statement of intent. In connection with our audit of the financial statements and the performance information, our responsibility is to We did not evaluate the security and controls over the electronic publication of the financial statements and the read the other information. In doing so, we consider whether the other information is materially inconsistent with the performance information. financial statements and the performance information or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on our work, we conclude that there is a material misstatement of this other As part of an audit in accordance with the Auditor-General’s Auditing Standards, we exercise professional judgement information, we are required to report the fact. We have nothing to report in this regard. and maintain professional scepticism throughout the audit. Also: • We identify and assess the risks of material misstatement of the financial statements and the performance Independence information, whether due to fraud or error, design and perform audit procedures responsive to those risks, and We are independent of the Group in accordance with the independence requirements of the Auditor-General’s obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting Auditing Standards, which incorporate the independence requirements of Professional and Ethical Standard 1 a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve (Revised): Code of Ethics for Assurance Practitioners, issued by New Zealand Auditing and Assurance Standards Board. collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. In addition to the audit we were engaged to perform an assurance engagement pursuant to the Local Fibre Company • We obtain an understanding of internal control relevant to the audit in order to design audit procedures that are Information Disclosure Determination 2012 for the 2018 disclosure year for a Group subsidiary. This engagement is appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the compatible with those independence requirements. Group’s internal control. Other than the audit and this engagement, we have no relationship with, or interests in, the Group. • We evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board of Directors. • We evaluate the appropriateness of the reported performance information within the Group’s framework for reporting its performance.

Chantelle Gernetzky Audit New Zealand On behalf of the Auditor-General Christchurch, New Zealand

70 / Enable Services Limited Enable Services Limited / 71 GLOSSARY DIRECTORY

Shareholder Parties involved Christchurch City Holdings Limited ENL Enable Networks Limited (previously jointly-owned by CIP and ESL – now, since 29 June 2016, wholly owned by ESL) Registered office Enable House ESL Enable Services Limited (previously Christchurch City Networks Limited) 2nd Floor 106 Wrights Road CFH Crown Fibre Holdings Limited – the Crown entity that negotiated and administers Christchurch 8024 the UFB contract. New Zealand CCHL Christchurch City Holdings Limited – the 100% owner of ESL Contact address CCC Christchurch City Council – the 100% owner of CCHL PO Box 9228 Tower Junction Christchurch 8149 Physical network New Zealand UFB Network Ultra-Fast Broadband network, as contracted between CIP, ENL, ESL and CCHL Web: www.enable.net.nz Network Layer 1 Passive fibre optic network infrastructure - the physical fibre network assets which are Email: [email protected] essentially the unlit pipeline or pathway that the electronics use to transmit, otherwise Phone: 0800 434 273 known as dark fibre. These assets include ducting and optical fibre Auditor Network Layer 2 The electronics necessary to light the optical fibre or the means by which communication occurs down the Layer 1 pathway. These assets are located The Auditor-General is the auditor pursuant to section 14 of the Public Audit Act 2001. in ENL central offices, points of interconnect and in the premises of end users Chantelle Gernetzky of Audit New Zealand was appointed to perform the audit on behalf of the Auditor-General.

Central Office Point of interconnect facility - building which contains Layer 2 assets, with fire Solicitor protection, security and backup generator assets Simpson Grierson Communal Infrastructure Fibre optic cables running down every street, to the boundary of premises Banker BNZ Contractual/financial

Re-organisation The series of transactions that took place on 29 June 2016, which resulted in ESL acquiring full ownership of ENL.

CPPP Cost per Premise Passed for Communal Infrastructure

CPPC Cost per Premises Connected to Communal Infrastructure

IRU Indefeasible Right to Use

UAT User Acceptance Testing

A shares A shares in the capital of ENL having the rights and restrictions set out in the ENL Constitution; in particular, they carry voting but not dividend rights

B shares B shares in the capital of ENL having the rights and restrictions set out in the ENL Constitution; in particular, they carry rights to dividends but not voting rights

Concession period The period commencing on the date ENL was incorporated and ending on the tenth anniversary of the date of ENL’s incorporation (31 May 2021)

72 / Enable Services Limited Enable Services Limited / 73