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CNOOC Limited

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FY2013 Annual Report · CNOOC Limited
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2013
Chorus Annual Report

HIGHLIGHTS

NPAT

$171m

Net profit after tax

EBITDA

$663m

Earnings before interest, income tax, depreciation and amortisation

ANNUAL DIVIDEND

25.5

Cents per share (see page 7 for details)

FIXED LINE CONNECTIONS

1,784,000

UFB PROGRAMME

18%

UFB completion

P2    A good operating result

P4    Management Commentary

Chorus accepted in FTSE4Good Index 
(Corporate Sustainability, page 4)

P18   Financial Statements

P42  Governance & Disclosures 

For a second year, Chorus received  
Aon Hewitt Employers Accreditation

 
A good  
operating result

Ultra-fast broadband build on track but regulatory headwinds  
and capital expenditure demands remain 

Report from chairman Sue Sheldon and CEO Mark Ratcliffe

Dear shareholder

The financial year ended 30 June 2013  
was Chorus’ first full year of operation  
as New Zealand’s largest wholesale  
only fixed line communications 
infrastructure company.

Revenue was $1,057m for the full financial 
year, and our operational costs have 
continued to increase as expected to 
$394m. This resulted in earnings before 
interest, depreciation, tax and amortisation 
(EBITDA) of $663m and net profit after tax 
(NPAT) of $171m for the period. Prior period 
comparisons are challenging as this was  
the first full year of operation for Chorus 
and a normalised comparison is included  
to assist shareholders. 

Chorus has declared dividends totalling  
25.5 cents per share for the financial year. 

This has been a good operating result,  
with both the Ultra-Fast Broadband (UFB) 
and Rural Broadband Initiative (RBI) 
programmes slightly ahead of target,  
a small increase in the number of access 
lines and a 6% increase in copper 
broadband connections. 

On the downside, capital expenditure 
demands continue to be significant and 
regulatory headwinds remain. We are 
pleased with the principled approach the 
Crown is taking to the regulatory review. 
However, we note that while the outcome 
of the Government’s regulatory review is 
uncertain, all potential options contained 
within the discussion paper imply reduced 
future earnings for Chorus. The discussion 

paper suggests a potential decrease of 
Chorus’ pricing within a range of $2.48  
to $7.48 per broadband connection per 
month. Based on 30 June 2013 connection 
volumes, Chorus anticipates this could 
imply a reduction in annual EBITDA in the 
range of $20 million to $100 million.

Overall fixed line connections remained 
stable for the period, at about 1.8 million 
lines, and the number of those copper 
connections that provide broadband 
services grew by more than 64,000 to  
a total of 1.112 million lines. 

By the end of June we had built fibre past 
153,000 premises, surpassing the 149,000 
targeted. This means we are now 18%  
of the way through the UFB rollout and, 
through UFB and other initiatives, have 
added more than 3,000km of new fibre 
infrastructure during the year.

Alongside Crown funding, Chorus is 
investing a significant amount of its own 
capital. In February we provided updated 
guidance to the market that the total 
estimated cost to build the communal 
infrastructure for the network has increased 
from $1.4 - $1.6 billion to $1.7 -$1.9 billion. 

At this stage we are around 18% of the way 
through the communal build programme 
but have incurred over 25% of the estimated 
cost of the programme for build completed. 
To achieve a total programme cost within 
this guidance range, we have put in place a 
range of initiatives to drive cost savings and 
efficiencies. We also expect less challenging 
build in the second half of the programme.

While Chorus is undertaking one of the largest 
infrastructure upgrades in New Zealand’s 
history, it has been an ongoing concern that 
the telecommunications industry faces 
significant regulatory uncertainty.

In a move to address this uncertainty, a wide 
ranging review of the regulation that applies 
to the telecommunications sector was 
announced in February and a consultation 
document was released in early August. 

When announcing the review, Minister Amy 
Adams said “The options we are canvassing 
give us an opportunity to provide clarity  
and certainty during a period when  
large investments are being made in a 
once-in-a-many-generation upgrade  
of our telecommunications infrastructure 
that will deliver significant benefits for  
New Zealanders well into the future.” 

We welcome the review and the 
opportunity now exists for the industry  
to engage in the establishment of a  
forward looking, coherent and stable policy 
environment that ensures a sustainable  
and efficient transition to fibre for the  
years ahead. 

Despite the twin challenges of regulatory 
uncertainty and increased capital demands, 
we are pleased with the progress Chorus 
has made over the last 12 months. 

New Zealand now has one of the fastest 
growing rates of broadband penetration  
in the OECD.

In May we announced new pricing and 
specifications for very high speed copper 

plans, using a technology known as VDSL. 
This delivers higher quality broadband  
to retail service providers at the same 
regulated price as the standard copper 
broadband product. Retail service providers 
then take this product and develop their 
own plans and pricing for end-users. 

Faster copper-based technology forms an 
important stepping stone to fibre. Like any 
technology upgrade, the move to fibre will 
be a long term transition, and VDSL has an 
important role in the interim and in areas 
where UFB is not being rolled out.

Chorus now employs 763 permanent  
and fixed term employees directly, along 
with a further 4,434 people who are either 
employed directly by our service company 
partners or are sub-contracted by the 
service companies. This means the overall 
workforce has doubled since Chorus’ 
demerger from Telecom.

We have been recognised for a second year 
as one of the best employers in Australasia, 
our people have retained a high level of 
engagement with our business and our 
culture promotes diversity and inclusiveness. 
Health and safety will continue to be  
a key focus for the company.

We have this year been accepted into a 
globally recognised corporate sustainability 
index and, in partnership with Downer, won 
a Ministry for the Environment green award. 

Chorus’ operational performance is good 
and we will continue to work hard on your 
behalf to address the challenges in the  
year ahead.

This report is dated 29 August 2013 and is  
signed on behalf of the Board of Chorus Limited:

Sue Sheldon, Chairman

Mark Ratcliffe, Director and CEO

A simple business

Fundamentally, Chorus is a simple  
business. The core of the business is the 
New Zealand wide network of fibre optic 
and copper cables that connect homes  
and businesses to each other. 

The fibre network continues to grow rapidly 
and Chorus now has about 32,000km  
of fibre and 130,000km of copper cabling. 
These cables typically connect back to local 
telephone exchanges, of which Chorus 
has about 600 nationwide. Chorus fibre 
also connects many mobile phone towers 
owned by mobile service providers, so even 
mobile phone calls generally connect via 
the Chorus network at some point.

Chorus has about 1.8 million connections 
on the fixed line network, with about 1.1 
million of these using a broadband service 
provided by Chorus’ broadband equipment.

About 7,000 cabinets provide interconnection 
points for around 50% of the lines in the 
Chorus network. A large number of these 
cabinets are like mini telephone exchanges 
and have electronic broadband equipment 
installed in them.

In some cases, retail service providers  
have chosen to install their own  
broadband equipment in an  
exchange and pay Chorus  
just for the rental of the  
access line. This is called  
‘unbundling’ and about  
7% of Chorus’ lines  
have been unbundled.

32,000km 
fibre

Fibre backhaul links 
local exchanges to other 
exchanges or retail service 
provider networks

2

Fibre-fed broadband cabinets 
provide broadband of at least 
10Mbps to 80 percent of  
New Zealanders

Chorus Network Overview

KEY

Fibre

Copper

Fibre to the premises 
enables ultra-fast 
broadband services

602 
local exchanges

Mobile service  
provider  
cell tower

The access network connects a 
home, business or structure to the 
telecommunications equipment – 
often a local exchange

DIRECTORS

Sue Sheldon CNZM, BCom, FCA
Chairman; director since 1 July 2011; independent

Anne Urlwin, BCom, CA, F InstD,  
FNZIM, ACIS 

Clayton Wakefield, BSc  
(Computer Science), GradDip Mgmt 

Director since 1 December 2011; independent

Director since 1 December 2011; independent

Sue is a professional company director. She is 
chairman of Freightways and Paymark, deputy 
chairman of the Reserve Bank of New Zealand 
and a director of FibreTech Holdings and Contact 
Energy. Sue is a former director of Telecom, 
Smiths City Group and Meridian Energy, among 
others. She has extensive experience as both  
a chairman and member of audit and risk 
committees and is a former president of the  
New Zealand Institute of Chartered Accountants. 
Sue was made a Companion of the New Zealand 
Order of Merit for services to business in 2007.

Anne has more than 20 years’ directorship 
experience across many sectors, including 
energy, health, construction, regulatory services, 
internet infrastructure, research, banking, forestry 
and the primary sector, as well as education, 
sports administration and the arts. She is a 
director of Southern Response Earthquake 
Services Ltd, Steel & Tube Holdings Ltd and 
OnePath Life (NZ) Ltd. She is chairman of  
Naylor Love Enterprises Ltd and an independent 
chairman of Ngai Tahu Te Runanga Audit & Risk 
Committee. Anne is a former chairman of Lakes 
Environmental Ltd, the New Zealand Blood 
Service and New Zealand Domain Name Registry, 
and a former director of Meridian Energy.

Clayton has over 30 years’ experience in the 
banking, financial services, telecommunications 
and technology industries. He is an executive 
director and owner of Techspace, a leading  
New Zealand independent IT advisory company 
working with New Zealand’s major corporates. 
From 2001 to 2007 he was Head of Technology 
and Operations at ASB Bank. He was previously  
a director and chairman of Electronic Transaction 
Services and of Visa New Zealand and  
also previously an independent director  
of Endace Ltd. 

Jon Hartley, BA Econ Accounting (Hons), 
Fellow ICA (England & Wales), Associate ICA 
(Australia), Fellow AICD 

Director since 1 December 2011; independent

Jon is a Chartered Accountant and Fellow  
of the Australian Institute of Company Directors. 
He has held senior roles across a diverse range  
of commercial and not for profit organisations in 
several countries, including chairman of SkyCity, 
director of Mighty River Power, CEO of Brierley 
New Zealand and Solid Energy, and CFO of  
Lend Lease in Australia. Jon is currently deputy 
chairman of ASB Bank, Sovereign Assurance 
Company and vice chairman of VisionFund 
International. He is a director of VisionFund 
Cambodia and a trustee of World Vision  
New Zealand and of the Wellington City Mission.

Keith Turner, BE (Hons), ME, PhD 
Director since 1 December 2011; independent

Mark Ratcliffe, BA Accounting
Director since 9 December 2011; non-independent

Prue Flacks, LLB, LLM 
Director since 1 December 2011; independent

Dr Keith Turner was CEO of New Zealand 
electricity generator and retailer Meridian Energy 
for nine years from its establishment in 1999.  
He is now chairman of Fisher and Paykel 
Appliances, deputy chairman of Auckland 
International Airport and a director of Spark 
Infrastructure, an Australian listed company.  
He is also chairman of Solar City New Zealand. 
Keith has had an extensive career in electricity, 
taking part in much of its reform, including 
separation of Transpower from Electricity 
Corporation of New Zealand Ltd (ECNZ) in 1992, 
the separation of Contact Energy from ECNZ  
in 1996 and the eventual break up of ECNZ  
into three companies in 1999.

Mark has been CEO of Chorus since it was 
established in 2007 as an operationally separate 
business unit within Telecom and was then 
appointed as the first CEO of the listed entity  
in 2011. In a 20 year career with Telecom, Mark 
held finance, marketing, product development, 
product management and IT roles and was 
promoted to the executive team in 1999 where  
he was CIO (including a period as joint CEO of 
AAPT in Australia) and then COO Technology and 
Wholesale before becoming CEO of Chorus. From 
May 2010, he led the team that secured Chorus’ 
participation in the Government’s UFB initiative 
and the demerger of Chorus and Telecom.

Prue is a director of Bank of New Zealand  
and Mighty River Power, and a trustee of the 
Victoria University Foundation. She is a barrister 
and solicitor with extensive experience in 
commercial law and, in particular, banking, 
finance and securities law. Her areas of expertise 
include corporate and regulatory matters, 
corporate finance, capital markets, securitisation 
and business restructuring. Prue is a consultant  
to Russell McVeagh, where she was previously  
a partner for 20 years.

EXECUTIVE
TEAM

*  During the year Ed Beattie assumed the role of General 
Manager IBuild after a reorganisation following the 
resignation of Chris Dyhrberg. 

^  Sara Broadhurst left Chorus on 23 August 2013

Mark Ratcliffe
Chief Executive Officer 
See above.

Andrew Carroll, MCA (Hons)
Chief Financial Officer

Ed Beattie*
General Manager, IBuild

Andrew joined Chorus after nine years with 
Telecom where, as Head of Mergers & Acquisitions, 
he was involved in the Gen-i acquisition and  
the sale of Yellow Pages. Prior to this he worked 
in investment banking for a decade. Andrew 
worked closely with the Chorus team on the  
UFB negotiations with Crown Fibre Holdings  
and throughout the demerger process.

Ed has more than 30 years’ experience in  
building and maintaining fixed line and mobile 
telecommunications networks in New Zealand. 
Most recently, he managed the delivery of the 
successful Fibre to the Node programme and 
played a lead role in the Christchurch crisis 
response and restoration activities.

Ewen Powell, BE 
Chief Technology Officer

Irene Lovejoy
Executive Assistant

Nick Woodward
General Manager, Customer Service

Ewen has nearly 20 years’ experience in 
managing the technology, services and 
partnerships that operate a national 
communications network. Much of his career 
was spent at Telecom where he was at the 
forefront of a wide range of technology changes, 
most recently driving the technology changes 
required to achieve Chorus’ operational 
separation requirements.

Irene has worked with Chorus CEO Mark Ratcliffe 
for more than 14 years, bringing a unique insight 
that adds value to the development of the 
Chorus executive team. Before joining Chorus, 
Irene spent 22 years with Telecom where she 
held roles in the marketing, technology and 
corporate teams. 

Nick’s career combines a wide range of IT,  
sales and customer management experience in 
the financial and telecommunications industries. 
His roles have seen him work across the  
United States and Europe for Hutchison 3G  
UK and Household Bank in the United Kingdom. 
Before joining Chorus, Nick headed up Telecom’s 
Channel Planning and Operations group.

Sara Broadhurst^, BA, Dip (Bus),  
Dip (Psych), PG Dip (Psych)

Vanessa Oakley, LLB (Hons), PGCert (MgtSt), 
PGCert (CompPolicy) (UK), GAICD, MInstD 

Victoria Crone, MCA 
General Manager, Sales and Marketing

General Manager, Human Resources

General Counsel & Company Secretary

Sara joined Chorus in 2008, bringing more  
than 10 years’ experience in human resources  
in New Zealand and the United Kingdom from  
a wide range of industries, including housing, 
manufacturing, banking and not for profit 
organisations. She previously held human 
resources roles in New Zealand for  
ANZ National Bank, EFTPOS and Barnardos.

Vanessa has extensive experience in law and policy, 
especially in relation to regulated infrastructure 
businesses. A qualified lawyer in New Zealand and 
England and Wales, Vanessa joined Chorus after 
playing a key role in the UFB contract, legislative 
and demerger processes. Prior to that she has held 
roles in the public and private sectors including as 
a key adviser to United Kingdom and New Zealand 
regulators and across the Telecom group.

Victoria has extensive experience in bringing 
telecommunications products and services to 
market. She has held several senior business, 
sales and marketing roles with Telecom, 
including responsibility for the sales strategy  
and operations for its retail business, managing 
offerings for the business market and developing 
Telecom’s proposition for next generation 
products and services.

3

Ultra-Fast Broadband

In May 2011, Chorus was selected by Crown Fibre Holdings Ltd (CFH) to roll out UFB  
in 24 of the 33 areas nationwide. This contract will see Chorus deploy around 17,000km  
of new fibre optic cables to areas covering around 70% of the UFB footprint.

By 2020, Chorus will have drilled, dug  

or hauled the new network past about 

830,900 premises. With 60% to 70% of 

deployment costs relating to civil work, 

Chorus is using as much of its existing 

duct and fibre network as possible. 

Chorus is also working with councils  

and utility companies to further reduce 

deployment costs by, for example,  

trench sharing and linking with footpath 

UFB – an inter-generational 
investment 

building the UFB and RBI networks is  

$5.5 billion GDP growth over 20 years.

Fibre can deliver high speed connectivity 

over much greater distances than copper, 

opening up possibilities and services that 

aren’t yet perceived. Fibre is also easier  

to maintain and will help future-proof the 

network for continuing growth in demand 

for bandwidth.

The Government’s UFB policy, through 

public private partnerships with the 

Crown, brings forward the network 

investment ahead of demand and earlier 

than would have otherwise been made  

by the private sector alone. This means 

New Zealand can realise the economic 

and social benefits sooner.

replacement programmes where possible.

Alcatel Lucent’s Bell Labs estimated  

in 2012 that the economic impact of 

205,500 end-users now  
within reach of UFB

250

200

d
n
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s
u
o
h
T

150

100

50

0

FY12

FY13

Premises passed with 
UFB (cumulative)

End-users within reach 
of UFB (cumulative)

Rural Broadband Initiative 

Regulatory environment 

Chorus and Vodafone are working 
together to deliver the Government’s RBI 
programme. This joint project is bringing 
better broadband to rural schools, health 
providers and tens of thousands of rural 
residents. There are several elements to 
this Government subsidised project. The 
main task for Chorus is laying fibre, often 
to exchange areas where there isn’t fibre 
today. In addition, Chorus will deliver fibre 
to 154 new Vodafone mobile sites that will 

be used to deliver fixed wireless broadband 
to rural communities.

As part of RBI, Chorus is laying approximately 
3,350km of fibre and upgrading or installing 
about 1,000 new broadband cabinets.  
At 30 June 2013 Chorus had laid 2,150km 
of fibre and brought 51,200 lines within 
reach of better broadband.

People

Total people numbers at 30 June 2013

2142 service 
company  
sub-contractors  

763 Chorus permanent  
and fixed term employees

2292 service  
company  
employees

As the largest copper and fibre network 
operator in New Zealand, Chorus is subject 
to regulation. 

On 3 December 2012, the Commerce 
Commission (Commission) released  
two decisions: 

•	 The	final	benchmarked	Unbundled	
Copper Local Loop (UCLL) decision 
reduced the price by 3.8% to $23.52  
per month. Chorus and retail service 
providers have applied for a ‘final 
pricing principle’ review of the decision.

•	 The	draft	benchmarked	Unbundled	
Bitstream Access (UBA) decision 
proposed a reduction in price of around 
60% from $21.46 to $8.93 per month. 

On 7 August 2013, the Government 
released a discussion paper proposing  
a phased approach to a review of the 
telecommunications regulatory framework 
with an immediate focus on copper 
pricing. It proposes that Chorus’ combined 
copper (UCLL and UBA) prices should be 
roughly equivalent with Chorus’ contracted 
entry level fibre prices. 

There are three options proposed – which 
generally differ in terms of whether the 
Commission or Government selects the 
appropriate price point between a range of 
$37.50 – $42.50, how the UCLL and UBA 
copper prices are set within that overall 
cap and whether new pricing applies from 
November 2014 or November 2015.

While the outcome of the Government’s 
regulatory review is uncertain, all potential 

options contained within the discussion 
paper imply reduced future earnings for 
Chorus. The discussion paper suggests  
a potential decrease of Chorus’ pricing 
within a range of $2.48 to $7.48 per 
broadband connection per month.  
Based on 30 June 2013 connection 
volumes, Chorus anticipates this could 
imply a reduction in annual EBITDA in  
the range of $20 million to $100 million.

For UFB to be successful and for Chorus  
to maintain its current capital management 
settings, it is important to get an appropriate 
mix of Layer 1 (UCLL/UCLFS) and Layer 2 
(UBA) pricing. The outcomes of this process 
and the Commission’s parallel processes 
reviewing the UBA and UCLL prices  
are uncertain. 

Later phases of the regulatory review  
are proposed to focus on the appropriate 
regulatory framework once the UFB build 
is complete in 2020 (amongst other things). 
Submissions are due on 13 September. 

On 9 July 2013 the Government also issued 
a discussion document for the review of 
the Telecommunications Service Obligation 
(TSO). Chorus provides wholesale services 
that enable the provision of the retail  
TSO. Submissions on a number of potential 
future options for the TSO were due on  
20 August 2013. 

For a complete overview of Chorus’ 
regulatory environment, please see  
the competition and regulation section  
in the Management Commentary.

Corporate Sustainability

Chorus aims to achieve a balance 

commitment to manage the energy that 

Social highlights

between our economic, environmental 

made up 60% of our carbon footprint.  

and social requirements that delivers our 

We also calculated our base year carbon 

needs of today without compromising our 

and submitted it to the Carbon Disclosure 

needs of tomorrow. Chorus has this year 

Project, a leading global carbon benchmark. 

been accepted into the FTSE4Good index, 

which measures the performance of 

companies that meet globally recognised 

corporate responsibility standards.

In addition, Chorus, in partnership with 

Downer, won the Ministry for the 

Environment Green Ribbon Award for 

waste minimisation through our efforts to 

Last year, 274 Chorus staff took the 

opportunity to spend a day helping others 

in our community, through our Volunteer 

Day programme. 

Starship children’s hospital was nominated 

by Chorus people to receive a $50,000 

donation from Chorus.

Environmental highlights

recycle approximately 2,400 UFB drums 

We also continued to combat graffiti with 

During the year Chorus established an 
energy manager’s role as part of our 

and 20km of ducts. 

our cabinet art programme, with another 

35 cabinets now complete. 

Artist Monique Endt
Location Huia Road, Woodlands Park, Auckland

4

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Chorus Financial Statements 
 
 
 
 
 
 
  
 
 
 
 
 
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
 
 
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Governance & Disclosures

Contents

Governance at Chorus 
The Chorus Board 
Diversity at Chorus 

42
42
43

Remuneration at Chorus  
Disclosures 
Directory 

44
45
48 

GOVERNANCE AT CHORUS

Chorus’ Board and management are committed to ensuring that our people act ethically,  

for monitoring compliance with that framework. The ARMC and the Board regularly receive 

with integrity and in accordance with our policies and values. 

reports on risk management and the effectiveness of Chorus’ management of its material 

Framework
Chorus is incorporated in New Zealand and listed on the New Zealand and Australian  

stock exchanges. 

The governance practices and policies we have adopted therefore reflect, and are consistent 

with, the:

•	 NZX	Listing	Rules	and	Corporate	Governance	Best	Practice	Code;	

•	 New	Zealand	Securities	Commission’s	(now	Financial	Markets	Authority	(FMA))	 

‘Corporate Governance in New Zealand Principles and Guidelines’; and

•	 ASX	Listing	Rules	and	the	ASX	Corporate	Governance	Council’s	Principles	 

and Recommendations.

The Board regularly reviews and assesses Chorus’ governance policies, processes and 

practices to identify opportunities for enhancement and to ensure they reflect Chorus’ 

operations and culture.

Compliance with corporate governance codes, principles and recommendations

Chorus considers that during the reporting period:

•	

the	corporate	governance	principles	adopted	and	followed	by	it	did	not	materially	differ	
from NZX’s Corporate Governance Best Practice Code; and

business risks. 

Chorus requires its CEO and CFO to make an annual declaration in relation to Chorus’ 

financial statements relating to the matters set out in s295A of the Australian Corporations  

Act 2001, namely that in their opinion:

•	

•	

the	financial	records	of	Chorus	have	been	properly	maintained;

the	financial	statements	of	Chorus	and	accompanying	notes	set	out	in	this	annual	report	
comply with generally accepted accounting practice in New Zealand and International 
Financial Reporting Standards; and

•	

the	financial	statements	of	Chorus	and	accompanying	notes	set	out	in	this	annual	report	

give a true and fair view of the financial position and performance of Chorus.

The CEO and CFO also provide the Board with an assurance that the above declaration  

is founded on a sound system of risk management and internal control and that system  

is operating effectively in all material respects in relation to financial reporting risks.

The non-audit related fees paid to the auditor during the financial period (as detailed in Note 8 

to the Financial Statements) were permitted non-audit services under Chorus’ External Auditor 

Independence Policy. 

Code of ethics

Chorus expects its directors and employees to conduct themselves in accordance with the 

•	

it	followed	each	of	the	recommendations	set	by	the	ASX	Corporate	Governance	Council.

highest ethical standards. Chorus has Codes of Ethics for its directors and employees that set 

Managing risk

Chorus has a Managing Risk Policy that mandates one framework for the management  

of risk in Chorus to: 

•	 ensure	the	Board	sets	the	risk	appetite	and	reviews	principal	risks	annually;	

•	

integrate	risk	management	in	line	with	the	Board’s	risk	appetite	into	structures,	policies,	
processes and procedures; and

•	 deliver	regular	principal	risk	reviews	and	monitoring.	

A copy of Chorus’ Managing Risk Policy is available at http://www.chorus.co.nz/governance. 

the expected standards for their professional conduct. These codes are intended to facilitate 

decisions that are consistent with Chorus’ values, business goals and legal and policy 

obligations. The director Code of Ethics is available at www.chorus.co.nz/governance.

Chorus has communicated the Codes of Ethics to directors and employees and has provided 

training to its employees. Chorus encourages its people to report any unethical behaviour 

through a compliance function that investigates any such reports. 

A whistle blowing policy allows for confidential reporting of serious misconduct or 

wrongdoing and a fraud policy for the reporting of suspected fraud or corruption. 

Chorus has not received any reports of serious instances of unethical behaviour during  

As part of its role, the Audit and Risk Management Committee (ARMC) is responsible for 

assisting the Board to ensure that a risk management framework has been established and  

the financial period.

THE CHORUS BOARD

Role of the Board and delegation of authority
The Board is appointed by Chorus’ shareholders and has statutory responsibility for the 

business and affairs of Chorus. The Board has overall responsibility for the strategy, culture, 

governance and performance of Chorus working with, and through, the CEO. 

As described in the Board Charter, to allow for the effective day-to-day management and 

and the relevant person or organisation (eg customer, supplier or adviser) with which the 

director is related. Materiality is assessed in the context of each relationship and from the 

perspective of both parties to that relationship.

Board Committees
Each standing Board Committee has a Board approved Charter and a chairman. The Board 

leadership of Chorus, the Board has delegated its authority, in part, to the CEO. The CEO  

Committees assist the Board by focusing on specific responsibilities in greater detail than  

may, in turn, sub-delegate authority to other Chorus people. Formal policies and procedures 

is possible for the Board as a whole. 

govern the parameters and operation of these delegations. 

The Board has also appointed three standing Board Committees to assist it in carrying out  

its responsibilities and has delegated some of its responsibilities, powers and authorities  

to those Board Committees. Those Committees are described below. The Board may also 

establish other ad-hoc or standing committees and delegate specific responsibilities, powers 

and authorities to those committees and to particular directors. 

Audit and Risk Management Committee 

The ARMC assists the Board in ensuring oversight of all matters relating to risk management, 

financial management and controls and the financial accounting, audit and reporting of Chorus. 

All Committee members are non-executive directors. For information on Committee 

members’ qualifications, see page 3.

The Board and Board Committee Charters and other key governance documents are available 

Members: Anne Urlwin (chairman), Jon Hartley and Sue Sheldon.

on Chorus’ website at www.chorus.co.nz/governance. The annex to the Board Charter 

contains a diagram that illustrates the key governance documents and the roles and 

responsibilities of the Board and Board Committees.

Board membership
The Board seeks to ensure that through its skills mix and composition it is positioned to add 

value to Chorus, as outlined in the Board Charter. 

Human Resources and Compensation Committee

The Human Resources and Compensation Committee (HRCC) assists the Board in overseeing 

people policies and strategies, including:

•	 Chorus’	remuneration	frameworks;	and
•	

reviewing	candidates	for,	and	the	performance	and	remuneration	of,	the	CEO.	

Members: Clayton Wakefield (chairman), Prue Flacks and Keith Turner. 

The Board currently has seven directors (six independent directors and an executive director) 

with a broad range of managerial, financial, accounting and industry experience. See page 3 

Nominations and Corporate Governance Committee

for more information on the skills and experience of the directors. 

The Nominations and Corporate Governance Committee (NCGC) assists the Board  

The independence status of each director is noted in their biographies on page 3. For a 

director to be considered independent, the Board must affirmatively determine that the 

director does not have a disqualifying relationship (other than solely as a consequence of 

being a director). The disqualifying relationships are set out in the Board Charter. While the 

Board has not set financial materiality thresholds for determining independence, it considers 

in promoting and overseeing continuous improvement of good corporate governance.  

The NCGC’s role includes identifying and recommending suitable candidates for nomination 

to be members of the Board and Board Committees, and establishing, developing and 

overseeing a process for the Board to annually review and evaluate the performance  

of the Board, its Committees and individual directors. 

the materiality basis of all relationships having regard to the materiality to Chorus, the director 

Members: Sue Sheldon (chairman), Prue Flacks and Jon Hartley.

42

Director restrictions

All changes in any interests in Chorus Securities held by directors are required to be reported 

The Chorus Constitution provides that no person who is an ‘associated person’ of a person 

that provides telecommunications services in New Zealand (other than the services provided 

by Chorus) shall be appointed or hold office as a director. NZX has granted Chorus a waiver  

to allow the Chorus Constitution to include this restriction on the persons who may hold 

office as director.

to the Board, the NZX and the ASX.

Director induction and education

The Board seeks to ensure new directors are appropriately introduced to management and 

the Chorus business, that all directors are acquainted with relevant industry knowledge and 

economics and that they receive a copy of the Board and Board Committee Charters and the 

Board and Board Committee meeting attendance

key governance documents. 

The table below sets out attendance at the Board and Board Committee meetings in the year 

ended 30 June 2013. 

It is expected that all directors continuously educate themselves to ensure they have 

appropriate expertise to effectively perform their duties. 

BOARD 
MEETINGS

SPECIAL  
BOARD 
MEETINGS

ARMC

HRCC

NCGC

key advisers to Chorus, together with educational and stakeholder visits, briefings or meetings 

In addition, visits to Chorus operations, briefings from key management, industry experts and 

Total number of meetings held

Sue Sheldon (chairman)

Anne Urlwin

Clayton Wakefield

Jon Hartley

Keith Turner

Mark Ratcliffe

Prue Flacks

9

9

9

9

9

9

9

9

5

5

5

5

3

3

5

5

5

5

5

1*

5

2*

3^

4*

7

7*

5*

7

5*

7

6^

7

2

2

-

-

2

-

1^

2

are arranged for the Board. 

Independent advice

A director may, with the chairman’s prior approval, take independent professional advice 

(including legal advice). A director may request the attendance of such an adviser at a Board  

or Board Committee meeting where this is necessary to fulfil their role and responsibilities  

for Chorus. The costs of any such adviser is paid for by Chorus.

Review and evaluation of Board performance

The chairman meets regularly with directors to discuss individual performance. 

*  Attended meetings as an observer and not as a Committee member.

^  Mark Ratcliffe is not a member of any Board Committees but attends all Board Committee meetings 

The Board has carried out, in the reporting period, an annual review of the Board’s 

performance, that of individual directors and Board Committees utilising the Board evaluation 

as CEO and as an observer, and may be asked to leave at any time. 

process developed and overseen by the NCGC. 

Trading in Chorus shares

Market disclosures

All non-executive directors are encouraged to hold Chorus ordinary shares (Chorus Shares).

Chorus is committed to providing timely, orderly, consistent and credible information 

Directors are subject to limitations on their ability to deal in Chorus Shares and other relevant 

Chorus securities (Chorus Securities) by Chorus’ Insider Trading Policy, the New Zealand 

Securities Market Act 1988 and the Australian Corporations Act 2001. These limitations 

prohibit directors from dealing in Chorus Securities while in possession of inside information.

As a matter of policy, Chorus also requires that directors, prior to dealing in Chorus Securities, 

notify and obtain consent from the chairman and that trading may only occur in accordance 

with Chorus’ Insider Trading Policy. 

DIVERSITY AT CHORUS

Diversity and inclusiveness at Chorus
Chorus has a Board approved Diversity and Inclusiveness Policy. Chorus believes that  

having a team of individuals working together who all have different experiences, views  

and self-reflections makes it stronger and better as an organisation. Chorus defines diversity  

as the characteristics that make one individual similar to or different from another. It defines 

inclusiveness as the recognition that diverse backgrounds, experiences and perspectives lead 

to a better experience of work for its people, makes teams stronger, leads to greater creativity 

and performance, contributes to a more meaningful relationship with its retail service provider 

customers and stakeholders, and ultimately leads to increased value to shareholders.

Valuing diversity is more than a moral imperative; it is also sensible business practice. 

The focus of the policy is to leverage differences as a competitive advantage through  

its attraction and development practices, develop inclusiveness as a core capability for  

its people leaders and as a channel to its people, and to continue to recognise individual 

contribution and performance.

consistent with legal and regulatory requirements, to enable orderly behaviour in the market 

and to promote investor confidence. Chorus believes it is imperative that disclosure be evenly 

balanced during good times and bad and that all parties in the investment community have 

fair access to this information.

Working preferences
Chorus uses a tool to assess the working 

preferences of its people. This promotes 

diversity of thought, working style and 

contribution across teams, and understanding 

of how to leverage differences. 

The graphic here shows Chorus has  

the full spectrum of working preferences 

across the distribution. This fully validated 

self-assessment tool is a Team Management 
Index* of the 507 contributors who had 
completed the workshops at the time  

of preparing this data.

S
R
E
S

I

V
D
A

  E X P LORERS 

11%

11%

16%

3%

22%

3%

25%

9%

CONTROL L E R S

O

R
G
A
N
I
S
E
R
S

The HRCC recommends measurable objectives to the Board that are set and assessed annually. 

Chorus is a funder of DiverseNZ Inc. DiverseNZ Inc is a collaboration project with support 

from the New Zealand public and private sectors to harness the economic benefit, business 

gain and GDP uplift that results from diverse leadership and diversity of thought. 

Chorus has embedded diversity and inclusiveness into its culture through  

its values, communications, leadership and diversity dialogues.

*   The distribution only reflects the Major Role preference of the 507 contributors  

– as opposed to a representation of their preference across all factors at all levels.  
For more information go to www.tms.co.nz

Diversity metrics as at 30 June 2013
The Board has set the following measurable objectives for achieving greater diversity at Chorus

MEASURE

DESCRIPTION

ACTUAL AS AT 30 JUNE 2013

ACTUAL AS AT 30 JUNE 2012

BENCHMARK

Age profiles

Median age

41.4 years

42.7 years

Employee 
satisfaction

Response to the diversity question  
“The work environment is very open 
and accepting of individual differences”

84%

83%

Ethnicity by role

Organisational groupings by ethnicity

Not currently available

Not available

42 years. Statistics New Zealand 
National Labour Force Projections 
updated August 2012

83% Aon Hewitt Best Employer 

People leader population distribution 
= total company population 
distribution

Flexible working 
arrangements

Percentage of the population utilising 
flexible working arrangements

Gender by role

Organisational groupings by gender

4.3% working part-time hours

4.5% working part-time hours

>4% working part-time hours

38% 
33% 
40% 
43% 
50% 

62% 
67% 
60% 
57% 
50% 

all
people leaders
executive team
Board
non-executive Board

39% 
34% 
40% 
43% 
50% 

61% 
66% 
60% 
57% 
50% 

all
people leaders
executive team
Board
non-executive Board

People leader population distribution 
= total company population 
distribution

Rookie ratio

The previous year’s intake by age, 
ethnicity and gender

Average age 37.2 years. Gender 41% 

 59% 

Average age 37.8 years. Gender 42% 

 58% 

No measure – for information

Ethnicity not available

Ethnicity not available

Internal hire rate

The previous year’s appointments 
identifying internal vs external hire rate

39% of all appointments have been internal.  
61% of roles in layers 1-3 were recruited internally.

59% of all appointments have been internal.  
86% of roles in layers 1-3 were recruited internally.

66% of roles in layers 1-3

Based on the annual review of the effectiveness of Chorus’ Diversity and Inclusiveness Policy 

Chorus’ Diversity and Inclusiveness Policy can be found at www.chorus.co.nz/governance.

and Chorus’ measurable diversity objectives, the Board considers that overall Chorus is making 

good progress towards achieving its diversity and inclusiveness objectives and has performed 

well against the policy generally.

43

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
REMUNERATION AT CHORUS

Directors’ fees 
The total remuneration available to non-executive directors in the year ended  

30 June 2013 was fixed at Chorus’ 2012 AGM at $980,000.

During the year ended 30 June 2013, the total remuneration earned by the directors  

of Chorus (in their capacity as such) was as follows:

CEO remuneration

Remuneration package for the financial period

Mark Ratcliffe’s remuneration as CEO consists of a mixture of fixed remuneration, short term 

incentives (STI) and long term incentives (LTI). The actual remuneration paid to Mark Ratcliffe 

in the financial period is as follows: 

Fixed remuneration (1 July 2012 - 30 June 2013)

$782,971.16  (gross)

Short term incentive for the period (1 July 2012 - 30 June 2013)

$661,000.00  (gross)

TOTAL FEES $

Long term incentive and non-taxable accommodation payments

$358,508.10 

DIRECTOR

Sue Sheldon (chairman)

Anne Urlwin

Clayton Wakefield

Jon Hartley

Keith Turner

Mark Ratcliffe

Prue Flacks

Total

Notes:

Total remuneration received 

$1,802,479.26    (gross)

In addition, in the year to 30 June 2013, payments totalling $45,183.88 with regard  

to KiwiSaver and medical insurance were made on behalf of Mark Ratcliffe.

The following LTI payments were made, or liabilities are due to be calculated and paid,  

in the following manner. They are all cash payments:

208,000

135,000

125,000

127,500

145,500

-

122,500

863,500

GRANT 
YEAR

VESTING 
YEAR

DETAIL

2011

2012

Following a cash LTI payment of $200,000 (gross)  
in December 2012, Mark Ratcliffe purchased shares  
in Chorus, which he agreed to retain for the term of 
his employment. 

A cash LTI grant was made by Telecom in September 
2011. Chorus carried across a liability for the value 
of $250,000 (gross). The cash value was converted 
into Equity Equivalent Units (EEUs) based on dividing 
the target value by the volume weighted average 
price (VWAP) of Chorus Shares for the first 20 days 
of trading, following demerger. A number of post-
allocation performance hurdles have been introduced 
by the Board for this grant. Performance against these 
measures is considered annually but for the purposes 
of the grant it is the collated three year performance 
that determines the vesting multiplier on the grant.

A cash LTI grant was made by Chorus in September 
2012 for the value of $349,779 (gross). The cash value 
was converted into EEUs based on dividing  
the target value by the VWAP of Chorus Shares for  
a defined 20 day trading period. A number of post-
allocation performance hurdles have been introduced 
by the Board for this grant. Performance against these 
measures is considered annually but for the purposes 
of the grant it is the collated three year performance 
that determines the vesting multiplier on the grant. 

POTENTIAL VALUE

n/a (payment made/
shares purchased)

A maximum of 82,281 
EEUs converted back  
into a cash value at 
vesting based on share 
price performance at 
that time.

A maximum of 104,853 
EEUs converted back 
into a cash value at 
vesting based on share 
price performance at 
that time.

(i)  The figures shown are gross amounts and exclude GST where applicable.

(ii)  Directors are entitled to be paid or reimbursed for reasonable travelling, accommodation 
and other expenses incurred in relation to management of Chorus without requiring 
authorisation of shareholders. Any such expenses are not included in the table above.

2011

2014

(iii)  All non-executive directors receive a base fee. 

(iv)  Board Committee fees are not paid to the chairman of the Board.

(v)  A fee for being a member of a Board Committee or the UFB Steering Committee  

is paid in addition to the base fees.

(vi)  Directors (other than the CEO) do not receive any other benefits.

(vii) Mark Ratcliffe, as CEO, does not receive any remuneration in his capacity as a director  

of Chorus. The remuneration of the CEO is summarised below.

The HRCC reviews the remuneration of directors based on criteria developed  

2012

2015

by that Committee.

Based on advice from independent consultants:

•	

•	

for	the	year	ended	30	June	2013	the	Board	used;	and

from	1	July	2013	the	Board	has	set,

the Board fee structure below:

BASE FEES:

Chairman of the Board

Non-executive director

BOARD COMMITTEE FEES:

Audit and Risk Management Committee

Chairman

Member

Human Resources and Compensation Committee

Chairman

Member

Nominations and Corporate Governance Committee

Chairman

Member

UFB Steering Committee

Chairman

Member

Notes:

ANNUAL FEE 
STRUCTURE  
YEAR TO  
30 JUNE 2013
($)

ANNUAL FEE 
STRUCTURE 
FROM  
1 JULY 2013
($)

208,000

104,000

214,000

107,000

31,000

15,500

21,000

10,500

15,500

8,000

32,000

16,000

21,500

11,000

16,000

8,500

The CEO remuneration package is reviewed annually by the HRCC and Board, after seeking 

advice from external remuneration specialists and reviewing CEO and Chorus’ performance. 

In future years, the target values may be revised as a result of future adjustments to the CEO 

remuneration package and components.

Chorus remuneration model
The Board reviews the remuneration model for Chorus and has established principles  

of alignment to shareholder outcomes, simplicity, clarity and fairness, and remuneration 

outcomes which are based on performance. 

All Chorus employees have a fixed remuneration and STI component in their remuneration 

packages. A limited number of employees also have an LTI component.

Fixed remuneration

The fixed remuneration model is informed and adjusted each year based on data from 

multiple independent remuneration specialists. Employees’ fixed remuneration is based  

on a matrix of their own performances and their current remuneration position in the  

market range. 

STI plan

Not applicable

Not applicable

on the complexity of the roles. Employees’ STI payments are determined following review  

31,000

32,000

of company performance and individual performance and may be paid out at a multiplier  

of 0x to 2.8x. This model is focussed on articulating performance goals, driving for outcomes, 

STI values are calculated as a percentage of fixed remuneration and determined based  

differentiating high performance and rewarding delivery.

(i)  With the exception of the chairman of the Board, directors receive a fee for each Board 

Committee of which the director is the chairman or a member.

LTI plan

(ii)  Directors may be paid an additional daily rate of $2,400 for additional work as determined 
and approved by the chairman of the Board and where the payment is within the total fee 
pool available for the relevant financial year based on advice of the General Counsel & 
Company Secretary. No such fees were paid in the year ended 30 June 2013.

No director receives compensation in share options. No director (except the CEO) participates 

in a bonus or profit-sharing plan. 

No superannuation was paid to, or other scheme for retirement benefits exist for, any director 

(except for the CEO) in the year ended 30 June 2013. 

Chorus operates an LTI plan for its executives and an identified number of senior leaders.  

The Board has reviewed this model, on the basis of independent advice, and will be 

introducing a new model in 2013. This will involve the incorporation of a new subsidiary  

to act as trustee of the scheme.

Managing performance
Chorus’ performance management process is based on all Chorus people having 

performance and development plans for the year, which are regularly reviewed with their 

people leaders. The performance plan is developed initially by the individual after participating 

in ‘Line of Sight’ sessions, which enable them to link Chorus’ strategy with their day to day 

work and focus areas. The performance plan includes both outcome based objectives and 

behavioural measures, along with a development plan. End of year performance reviews are 

undertaken for all Chorus people. In these the people leader for the individual seeks additional 

feedback and participates in a peer review and moderation process, resulting in an overall 

rating and remuneration recommendation that impacts the individual’s total reward (fixed 

remuneration and target STI). 

This same process has been undertaken for the Chorus executive team, with the CEO making 

recommendations to the HRCC for the executive team and the chairman of the HRCC leading 

the performance review of the CEO and making recommendations to the Board. This process 

is consistent with that set out in the HRCC Charter and allows the Board to provide input into 

these individuals’ performance outcomes, total reward approvals (fixed remuneration, target 

STI and LTI) and development plans.

44

 
 
 
 
Employee remuneration range
The table alongside shows the number of employees and former employees who, in their 

capacity as employees, received remuneration and other benefits in excess of $100,000 

during the year to 30 June 2013. 

Employees can choose to receive telephone concessions, including contributions  

towards telephone line rental, national and international phone calls and online services.  

In addition, certain employees receive contributions towards membership of the Marram  

Trust (a community healthcare and holiday accommodation provider), contributions to the 

Government Superannuation Fund (a legacy benefit provided to a small number of employees) 

and, if the individual is a KiwiSaver member, a contribution of up to 3% of gross earnings 

towards that individual’s KiwiSaver scheme. These amounts are not included in these 

remuneration figures. 

Any benefits received by employees that do not have an attributable value are  

not included. 

DISCLOSURES

Directors

Directors during the year ended 30 June 2013

Current directors are listed on page 3. No directors resigned during the year ended  

30 June 2013.

Indemnities and insurance

As permitted by its Constitution, Chorus has entered into deeds of indemnity with each  

of the directors for potential liabilities or costs they may incur for acts or omissions in their 

capacity as directors. 

Deeds of indemnity have also been given to certain senior staff for potential liabilities and 

costs they may incur for acts or omissions in their capacity as employees of Chorus, 

NUMBER OF 
EMPLOYEES  
IN THE YEAR ENDED  
30 JUNE 2013 
(BASED ON ACTUAL 
PAYMENTS)

NUMBER OF 
EMPLOYEES  
IN THE YEAR ENDED  
30 JUNE 2013 
(BASED ON ACTUAL 
PAYMENTS)

REMUNERATION RANGE 
$ (GROSS)

230,001-240,000

220,001-230,000

210,001-220,000

200,001-210,000

190,001-200,000

180,001-190,000

170,001-180,000

160,001-170,000

150,001-160,000

140,001-150,000

130,001-140,000

120,001-130,000

110,001-120,000

100,000-110,000

1

1

1

1

1

1

1

1

1

1

1

3

2

5

3

2

10

4

8

9

6

3

12

14

26

23

32

31

44

REMUNERATION RANGE 
$ (GROSS)

1,780,001-1,790,000

820,001-830,000

480,001-490,000

440,001-450,000

420,001-430,000

410,001-420,000

400,001-410,000

390,001-400,000

330,001-340,000

320,001-330,000

310,001-320,000

290,001-300,000

270,001-280,000

250,001-260,000

240,001-250,000

directors of Chorus subsidiaries or as directors of non-Chorus companies in which Chorus 

holds interests.

Chorus has a directors’ and officers’ liability insurance policy in place. This provides insurance 

for the liabilities of the directors and employees of Chorus for acts or omissions in their 

capacity as directors or employees. It does not cover dishonest, fraudulent, malicious  

or wilful acts or omissions.

Director interests in Chorus Shares

As at 30 June 2013, directors had a relevant interest (as defined in the Securities Markets Act 

1988) in Chorus Shares as follows: 

DIRECTOR

Sue Sheldon

Clayton Wakefield

Keith Turner

Anne Urlwin

Mark Ratcliffe

Prue Flacks

AS 30 JUNE 2013

TRANSACTIONS DURING THE REPORTING PERIOD

SHARES

INTEREST

NUMBER OF SHARES 
PURCHASED (SOLD)

CONSIDERATION

DATE OF TRANSACTION

15,000

19,647

5,686

10,000

Registered holder as trustee of family trust

Beneficial interest

Legal and beneficial interest

Director and shareholder of registered holder

100,778

Beneficial interest 

10,118

Legal and beneficial interest

Trustee of family trusts

Legal and beneficial interest

Legal and beneficial interest

15,000

10,000

7,000

643*

186*

10,000

84,000

2,900

5,240

98*

1,880

$51,767.45

$34,900.00

$20,711.95

$1,768.25

$511.50

$34,000.00

$248,747.40

$10,004.84

$18,168.30

$269.50

$4,888.00

20 September 2012

10 September 2012

14 March 2013

12 April 2013

12 April 2013

19 September 2012

12, 13 and 15 March 2013

6 September 2012

6 September 2012

12 April 2013

31 May 2013

Total

161,229

* Purchased under Chorus’ Dividend Reinvestment Plan

As at 30 June 2013, directors had a relevant interest representing approximately 0.041%  

Shares and shareholders

of the Chorus Shares outstanding.

Interests Register

Directors disclosed, pursuant to section 140 of the Companies Act 1993, a change in,  

or cessation of, interest in the following entities during the year ended 30 June 2013:

Sue Sheldon: Changes in interests: Paymark Ltd (chairman), Reserve Bank of New Zealand 

(deputy chairman), Global Women Trust (trustee). Cessation of interests: Nil.

Anne Urlwin: Changes in interests: Ngai Tahu Te Runanga Audit & Risk Committee 

(independent chairman), OnePath Insurance Services (NZ) Ltd (director), OnePath Life (NZ) Ltd 
(director), Steel & Tube Holdings Ltd (director), Naylor Love Properties Ltd (director)*. Cessation 
of interests: Lakes Environmental Ltd (chairman), SR 2 Ltd (director), SR 3 Ltd (director), SR 4 

Stock exchange listings and American Depositary Receipts

Chorus Shares are quoted on the NZX Main Board and on the ASX. Chorus trades under  

the ticker ‘CNU’.

American Depositary Shares (ADSs), each representing five ordinary shares and evidenced by 

American Depositary Receipts (ADRs), are not listed but are traded on the over-the-counter 

(OTC) market in the United States under the ticker symbol ‘CHRYY’. Chorus’ depositary is the 

Bank of New York Mellon.

NZX waivers

A summary of all waivers granted and published by NZX within or relied upon by Chorus  

in the 12 month period ending on the date two months before the date of this annual report, 

Ltd (director), SR 5 Ltd (director), SR 6 Ltd (director), SR 7 Ltd (director),  

is available on Chorus’ website at www.chorus.co.nz. This summary will be published for  

SR 8 Ltd (director), SR 9 Ltd (director), SR 10 Ltd (director), SR 11 Ltd (director).

12 months following publication of this annual report.

Clayton Wakefield: Changes in interests: Nil. Cessation of Interests: Endace Ltd (director).

ASX disclosures

Jon Hartley: Changes in interests: Mission Foods Ltd (director). Cessation of interests: Mighty 

River Power Ltd (director).

Keith Turner: Changes in interests: Nil. Cessation of interests: Waitaki Wind Ltd (director)*.

Mark Ratcliffe: Changes in interests: Telecom Corporation of New Zealand Ltd (shareholder). 

Cessation of interests: Nil.

Prue Flacks: Changes in interests: Mighty River Power LTI Ltd (director). Cessation of interests: 
BNZ Life Insurance Ltd (chairman)^, BNZ Insurance Services Ltd (chairman)^.

*  Disclosed after 30 June 2013 

^  Prue Flacks ceased to be a director of these companies after 30 June 2013. 

Chorus has been admitted to the official list of the ASX. As a result, Chorus is required  

to make the following disclosures:

•	 Chorus’	place	of	incorporation	is	New	Zealand.

•	 Chorus	is	not	subject	to	Chapters	6,	6A,	6B	and	6C	of	the	Australian	Corporations	 

Act 2001 dealing with the acquisition of shares (including substantial shareholdings  
and takeovers).

•	 Chorus’	Constitution	contains	limitations	on	the	acquisition	of	securities,	 

as disclosed below.

•	 Chorus	used	the	cash	and	assets	in	a	form	readily	convertible	to	cash	that	it	had	 

at the time of admission in a way consistent with its business objectives as set out  
in the scheme booklet.

Registration as a foreign company

Chorus has registered with the Australian Securities and Investments Commission (ASIC)  

as a foreign company. Chorus has been issued an Australian Registered Body Number 

(ARBN) of 152 485 848.

45

Quoted securities

Twenty largest holders of Chorus Shares as at 19 August 2013

As at 30 June 2013 there were 389,299,049 Chorus Shares on issue.

RANK HOLDER NAME

Each Chorus Share confers on its holder the right to attend and vote at a meeting of Chorus, 

including the right to cast one vote on a poll on any resolution.

Non-standard designation

NZX has attached a ‘non-standard’ designation to the listing of the Chorus Shares owing  

to the ownership restrictions in Chorus’ Constitution, as described below. 

Chorus’ constitutional ownership restrictions

Chorus’ Constitution includes ownership restrictions that prohibit any person:

•	

from	having	a	relevant	interest	in	10%	or	more	of	Chorus	Shares,	unless	the	prior	written	
consent of the New Zealand Government is obtained; or

•	 other	than	a	New	Zealand	national,	from	having	a	relevant	interest	in	more	than	49.9%	of	

Chorus Shares, unless the prior written consent of the New Zealand Government is obtained.

If the Board or the New Zealand Government determines there are reasonable grounds  

for believing that a person has a relevant interest in voting shares in excess of the ownership 

restrictions, the Board may, after following certain procedures, prohibit the exercise of voting 

rights (in which case the voting rights shall vest in the chairman) and may force the sale of 

shares. The Board may also decline to register a transfer of shares if it reasonably believes  

the transfer would breach the ownership restrictions.

NZX has granted Chorus waivers allowing Chorus’ Constitution to include the power  

of forfeiture, the restrictions on transferability of Chorus Shares and the Board’s power  

to prohibit the exercise of voting rights relating to these ownership restrictions.

Chorus has been advised by the Crown that AMP Capital Holdings Ltd and its related 

companies have been granted approval, should they choose to exercise it in future,  

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

National Nominees New Zealand Limited*

JP Morgan Chase Bank NA*

Accident Compensation Corporation*

JP Morgan Nominees Australia Limited

HSBC Nominees (New Zealand) Limited A/C State Street*

HSBC Nominees (New Zealand) Limited*

National Nominees Limited

FNZ Custodians Limited

Citibank Nominees (New Zealand) Limited*

Forsyth Barr Custodians Limited

BNP Paribas Nominees (NZ) Limited*

Westpac NZ Shares 2002 Wholesale Trust*

Citicorp Nominees PTY Limited

Forsyth Barr Custodians Limited

New Zealand Superannuation Fund Nominees Limited*

HSBC Custody Nominees (Australia) Limited

Premier Nominees Ltd – Onepath Wholesale Australasian Shr Fund*

3,828,928

Investment Custodial Services Limited

BT NZ Unit Trust Nominees Limited*

20.

RBC Investor Services Australia Nominees PTY Limited

HOLDING

%

60,288,503

15.48

32,029,843

23,341,750

18,258,067

16,799,898

16,396,338

11,758,593

11,361,287

9,664,089

7,891,023

7,557,664

4,942,584

4,547,173

4,497,699

4,367,784

4,229,021

2,594,204

2,492,160

2,486,293

8.22

5.99

4.68

4.31

4.21

3.02

2.91

2.48

2.02

1.94

1.26

1.16

1.15

1.12

1.08

0.98

0.66

0.64

0.63

to acquire a relevant interest in 10% or more (but not exceeding 15%) of Chorus Shares.

* Held through New Zealand Central Securities Depository Limited (NZCSD). NZCSD provides 

Unquoted securities

NUMBER OF 
SECURITIES ISSUED 
IN YEAR ENDED  
30 JUNE 2013

TOTAL NUMBER  
OF SECURITIES ON 
ISSUE AS AT  
19 AUGUST 2013

52,708,669

71,729,203

52,708,669

71,729,203

SECURITY

CFH Equity 
Securities

CFH Debt 
Securities

CFH Warrants

2,838,382*

3,532,423*

a custodial depository service which allows electronic trading of securities by its members.  

As at 19 August 2013, 186,797,319 Chorus Shares (or 47.98% of the ordinary shares on issue) 

were held through NZCSD.

HOLDER

PERCENTAGE 
HELD

Shareholders holding less than a marketable parcel

Crown Fibre 
Holdings Ltd 

Crown Fibre 
Holdings Ltd 

Crown Fibre 
Holdings Ltd 

100%

100%

100%

As at 19 August 2013, there were 6,071 shareholders holding between 1 and 99 Chorus  

Shares (less than a minimum holding under the NZX Listing Rules) and, based on the market 

price of A$2.55, there were 11,808 holders that held less than a marketable parcel of A$500  

of Chorus Shares under the ASX Listing Rules. 

On-market buy-back: There is no current on-market buy-back.

Net tangible assets per security

* The CFH warrants have been issued in two series, with different repayment schedules.  

On 30 June 2020 one series will be cancelled depending on whether the 20% fibre up-take 

As at 30 June 2013, the consolidated net tangible assets per share was NZ$1.21 (30 June 2012: 

0.90). Net tangible assets per share is a non-GAAP financial measure and is not prepared in 

threshold is met.

The CFH equity securities are a unique class of security that carry no right to vote at  

meetings of holders of Chorus Shares but entitle the holder to a right to a repayment 

preference on liquidation. 

accordance with NZ IFRS.

Company Secretary

Vanessa Oakley

Donations

The CFH debt securities are unsecured, non-interest bearing and carry no voting rights  

Chorus New Zealand Ltd made a donation of $50,000 to the Starship Foundation  

at meetings of holders of Chorus Shares.

The CFH warrants are an option to acquire Chorus Shares on a specified exercise date  

at a set strike price. 

in the financial period.

Subsidiaries

Chorus New Zealand Ltd

The terms of the issue for each of the CFH equity securities, CFH debt securities and  

Directors: Mark Ratcliffe (Chairman), Andrew Carroll, Brian Hall, Vanessa Oakley  

the CFH warrants are summarised on pages 139-142 of the scheme booklet (available  

and Lucy Riddiford (as alternate director for Vanessa Oakley).

here http://www.chorus.co.nz/file/4926/scheme-booklet.pdf).

No directors of Chorus New Zealand Ltd resigned during the reporting period. 

Distribution of shareholders and shareholdings of Chorus Shares as at 19 August 2013

Director Remuneration:

SIZE OF 
SHAREHOLDING

1 to 1,000

1,001 to 5,000

5,001 to 10,000

10,001 to 100,000

100,001 and over

Total 

NUMBER OF HOLDERS

NUMBER OF  
SHARES HELD

% OF CHORUS  
SHARES ISSUED

26,121

8,619

2,442

1,995

112

39,289

8,038,131

21,577,906

18,329,383

47,084,011

294,269,618

389,299,049

2.06

5.54

4.71

12.09

75.60

100

Substantial security holders as at 19 August 2013

As at 19 August 2013 Chorus had received notices under Section 26 of the Securities Markets 

The directors of Chorus New Zealand Ltd are all employees and do not receive any 

remuneration in their capacity as directors.

Directors’ interests:

Mark Ratcliffe: Changes in interests: Telecom Corporation of New Zealand Ltd (shareholder), 

Cessation of interests: Nil.

Andrew Carroll: Changes in interests: Nil. Cessation of interests: Nil.

Brian Hall: Changes in interests: Chorus Ltd (shareholder). Cessation of interests: Nil.

Lucy Riddiford: Changes in interests: Chorus Ltd (shareholder). Cessation of interests: 

Telecom Corporation of New Zealand Ltd (shareholder).

Act 1988 that the following shareholders were substantial security holders in respect of 

Vanessa Oakley: Changes in interests: Nil. Cessation of interests: Nil.

Chorus Shares: 

SUBSTANTIAL SECURITY HOLDER

NUMBER OF  
VOTING SECURITIES

DATE  
OF NOTICE

Accident Compensation Corporation

24,046,750

23 July 2013

Schroder Investment Management Australia Limited

38,288,978

4 February 2013

The Bank of New York Mellon Corporation

28,681,648

31 December 2012

Indemnities and Insurance:

See Indemnities and Insurance on page 45 for further information.

Other subsidiaries

The Board will be introducing a new long term incentive scheme for the CEO and Executive  

in 2013. A new subsidiary will be incorporated to act as a trustee of the scheme.

46

Glossary

Basic UBA 

Basic Unbundled Bitstream Access

CFH  

Crown Fibre Holdings Limited

Chorus 

Chorus Limited and, where the context requires, its subsidiary

Commission 

Commerce Commission

CPI 

CPPP 

DSL  

Consumer Price Index

Cost per premises passed

Digital Subscriber Line, a family of communications technologies allowing high-speed data over existing copper

EBITDA 

Earnings before interest, income tax, depreciation and amortisation

EMTN 

Euro Medium Term Note

Enhanced UBA 

Enhanced Unbundled Bitstream Access

FY 

Financial period – twelve months ended 30 June

HSNS Lite (Fibre) 

High Speed Network Service Lite over fibre

HSNS Lite (Copper)  High Speed Network Service Lite over copper

HSNS Premium 

High Speed Network Service Premium (Bitstream 4)

IP 

MBIE 

Internet Protocol

Ministry of Business, Innovation and Employment

Naked UBA 

Broadband only UBA connections

POTS 

RBI 

Plain Old Telephone Service

Rural Broadband Initiative

Scheme booklet 

The Telecom demerger scheme booklet, published on 13 September 2011 

SLES 

SLU 

TDL 

Sub Loop Extension Service

Sub Loop Unbundling

Telecommunications Development Levy

Telecom 

Telecom Corporation of New Zealand Limited and subsidiaries

TRL 

TSO 

UBA 

Telecommunications Regulatory Levy

Telecommunications Service Obligation 

Unbundled Bitstream Access

UCLFS 

Unbundled Copper Low Frequency Service

UCLL 

UFB 

VDSL 

Unbundled Copper Local Loop

Ultra-Fast Broadband

Very High Speed Digital Subscriber Line  

– a DSL technology

VoIP 

Voice over Internet Protocol

7
4

Chorus Financial StatementsDIRECTORY
Registered	Offices

New Zealand

Level 9, North Tower

Datacom House, 

68 - 86 Jervois Quay

Wellington 6011

New Zealand

Phone: +64 4 471 0220

Australia

C/- Allens Corporate Services Pty Limited

Level 5, Deutsche Bank Place

126 Phillip Street

Sydney

NSW 2000

Australia

Phone: +61 2 9230 4000

ARBN 152 485 848

Registrars

New Zealand

Depository

BNY Mellon Depositary Receipts 

Computershare Investor Services Limited

PO Box 43006 

Providence, RI 02940-3006 

United States

Phone:   +1 201 680 6825 

Email:   shrrelations@bnymellon.com

www.bnymellon.com/shareowner

Private Bag 92119

Auckland 1142

New Zealand

Phone:   +64 9 488 8777

Fax:  

+64 9 488 8787

Email:   enquiry@computershare.co.nz

www.investorcentre.com/nz

Australia

Computershare Investor Services Pty Limited

GPO Box 3329

Melbourne 3001

Australia

Freephone: 1 800 501 366

Fax:  

+61 3 9473 2500

Email:   enquiry@computershare.co.nz

www.investorcentre.com/nz

FORWARD LOOKING STATEMENTS AND DISCLAIMER

This annual report may contain forward looking statements regarding future 

as to the fairness, accuracy or completeness of the information contained, 

events and the future financial performance of Chorus, including forward 

referred to or reflected in this annual report, or any information provided 

looking statements regarding industry trends, strategies, capital expenditure, 

orally or in writing in connection with it. Please read this annual report in  

the construction of the UFB network, credit ratings and future financial and 

the wider context of material previously published by Chorus and released 

operational performance. These forward looking statements are not 

guarantees or predictions of future performance, and involve known and 

through the NZX Main Board and ASX.

unknown risks, uncertainties and other factors, many of which are beyond 

Except as required by law or the listing rules of the NZX Main Board and ASX, 

Chorus’ control, and which may cause actual results to differ materially  

Chorus is not under any obligation to update this annual report at any time 

from those expressed in the statements contained in this annual report.  

after its release to you, whether as a result of new information, future events 

No representation, warranty or undertaking, express or implied, is made

or otherwise.