OUR BRILLIANT
CONNECTED FUTURE
Telstra Annual Report 2015
C
The sections of our Annual Report titled Our Business, The Year at
a Glance, Chairman and CEO Message, Strategy and Performance and
Full Year Results and Operations Review comprise our operating and
financial review and form part of the Directors’ Report. An overview
of selected aspects of our corporate governance arrangements is set
out in the Governance at Telstra section of this Annual Report. A copy of
our full Corporate Governance Statement and ASX Appendix 4G outlining
how we comply with the third edition of the ASX Corporate Governance
Principles and Recommendations is available on our website at
telstra.com/governance
Telstra Corporation Limited
ABN 33 051 775 556
CONTENTS
Our Business
The Year at a Glance
Chairman and CEO Message
Strategy and Performance
Improve Customer Advocacy
Drive Value from the Core
Build New Growth Businesses
Our Material Business Risks
Outlook
Full Year Results and Operations Review
Sustainability
Our Approach
Customer Experience
Connecting Communities
Our People
Environmental Stewardship
Responsible Business
Board of Directors
Senior Management Team
Governance at Telstra
Directors’ Report
Remuneration Report
Financial Report
Financial Statements
Directors’ Declaration
Shareholder Information
Reference Tables
Glossary
Index
02
04
06
09
10
12
14
16
18
20
27
28
29
30
31
33
34
35
38
40
44
48
69
70
175
177
179
182
186
OUR BUSINESS
OUR PURPOSE
To create a brilliant connected future for everyone.
To create
A brilliant connected future
For everyone
The brilliant connected future won’t
happen on its own. It has to be created.
Telstra can bring together the parts
to create it.
This is our aspiration for every
one of our customers. And in every
market in which we operate.
We can only create such a future
for everyone when enough people can
access technologies that create social,
economic and cultural change.
OUR VISION
To be a world class technology company that empowers people to connect.
OUR STRATEGY
Our strategy is focused on driving growth and creating long term shareholder value. It has three key pillars.
Our Strategic Priorities
Improve Customer Advocacy
Drive Value from the Core
Build New Growth Businesses
We’re dedicated to improving
customer service and creating
advocates in all our customers.
We strive to deliver customer and
revenue growth, network leadership
and productivity improvements
through simplifying our business.
We continue to look for new
opportunities in new geographies
and in new business sectors.
OUR VALUES
At Telstra, we have five values. Our values express what we stand for and are core to our business.
As a values-led organisation, they shape our peoples’ decisions and actions. They guide how we work
together. We align everything we do with them.
Show
you care
Better
together
Trust each other
to deliver
Make the
complex simple
Find
your courage
WHO WE ARE
An iconic Australian
company with a rich
history – dating back
to 1901
371
Retail
Stores
84
Business
Centres
137
Business and
Enterprise Partners
18,700
Retail Points
of Presence
36,000
TELSTRA EMPLOYEES
ACROSS 20 COUNTRIES
WORLDWIDE
MORE THAN 2,000
network points of presence
across the globe
02
Our Business_
_Telstra Annual Report 2015
INDUSTRY CONTEXT
Technology is changing our world and we are
seeing profound change in the way people
connect and communicate.
The telecommunications industry is dynamic and growing,
with network traffic increasing rapidly and the continued
evolution of IP based products and services.
WHAT WE DO
We help customers connect to the people and
things that matter most to them.
Telstra is Australia’s leading telecommunications company,
offering a full range of communications services.
We believe the more connected people are, the more
opportunities they have.
We aim to build technology and content solutions that
are simple and easy to use.
Twenty years ago there were less than 100 million mobile
devices in the world. Today there are more than five billion.
Globally, mobile data grew nearly 70 per cent in 20141. Video now
represents more than 50 per cent of all internet traffic. It is a
time of enormous opportunity. We know that having the best
network is going to matter to the next generation even more than
it does to this one – and Telstra is going to make sure they get it.
We have built Australia’s largest national mobile network,
with faster speeds in more places.
We strive to know and serve our customers better than
anyone else – offering a choice of not just digital connection,
but digital content as well.
We actively seek out new growth opportunities and new
technology in Australia and around the world, with our
international presence spanning 20 countries, including
a growing footprint in Asia.
OUR BUSINESS
Retail
Consumer
Business
Media
Health
Providing a portfolio of
Fixed voice, Data, Mobile,
Media and value added
products to customers
nationally including Post
and Pre-paid mobile and
mobile broadband, PSTN,
ADSL, HFC, and NBN.
Serving Australian small
to medium businesses as
a trusted advisor, providing
products and bundles including
fixed, mobile, data and IP,
business software applications
and Networks Applications
and Services (NAS).
Portfolio of media content
and platforms including
subscription TV, streaming
video, music, and leading
sport and news content
across fixed and mobile
connectivity.
eHealth solutions for
primary care, aged and
residential care, hospitals,
radiology and pathology,
pharmacy, Indigenous
care and telemedicine.
Global Enterprise and Services
Serving our global enterprise and
government customers with fully
integrated end-to-end solutions and
products, including: innovation, product
development, telephony, mobile and
data connectivity, IP networks and cloud.
Licenses in Asia, Europe and the US.
Wholesale
Network Applications and Services,
including: managed network services,
collaboration, cloud, unified comms,
security services and a range of
software as a service solutions.
Responsible for the Telstra Software
Group (TSG), focused on intelligent video
solutions and muru-D®, a start-up
accelerator program.
Australia’s leading supplier of wholesale telecommunications services across fixed, data and IP, mobiles, facilities access and NBN.
Operations
Responsible for the planning, design, engineering, construction, operation, maintenance, service installation and restoration of
Telstra’s networks and information technology. The group is also responsible for the company’s innovation portfolio, encouraging
company-wide innovation and creation of new service opportunities.
1 Source – Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, 2014 – 2019, White Paper, 2015 www.cisco.com
03
THE YEAR AT A GLANCE
+
Financial highlights
30.5
CENTS TOTAL
DIVIDEND PER SHARE
$4.3b
NET PROFIT AFTER TAX2
$1b
SHARE BUY-BACK
$26.6b
TOTAL INCOME3
=
$4.7b
DISTRIBUTION TO
SHAREHOLDERS
$1b
INVESTED IN
WIRELESS NETWORK
Driving value from the core
4G
4GX™
SERVICE NOW REACHING 94%
of the Australian population
INTO 1,200
suburbs and towns
2.2m
16.7m
CUSTOMERS ON
A BUNDLED PLAN
DOMESTIC RETAIL
MOBILE CUSTOMERS
18.4%
FOXTEL FROM
TELSTRA SUBSCRIBERS
Sustainability
BETTER-VALUE PLANS
more data allowances and
real time mobile data alerts
4,000
Wi-Fi hotspots for
Telstra Air® launch
NAMED AUSTRALIA’S MOST
RESPECTED COMPANY4
$214m
SOCIAL AND COMMUNITY
CONTRIBUTIONS
TELSTRA FOUNDATION™
PHILIPPINES LAUNCHED
TELSTRA SAFE CONNECTIONS®
LAUNCHED TO HELP WOMEN IMPACTED
BY DOMESTIC VIOLENCE STAY CONNECTED
2 Profit for the year from continuing operations. For more detail refer to page 20 of the Full Year Results and Operations Review.
3 Total income figures are on a continuing operations basis and exclude finance income. On a guidance basis total income was $26.3b. Please refer to the Full Year Results
and Operations Review on page 20 and page 180 for more detail and guidance reconciliation.
4 Announced in November 2014. The Most Respected Companies list is the result of a study conducted by Financial Review Group in partnership with global management
consultancy Hay Group.
04
The Year at a Glance_
_Telstra Annual Report 2015
Customer service
+5
OVERALL NET
PROMOTER SYSTEM
(NPS) IMPROVEMENT
>8m
52%
>5m
350k
UNIQUE VISITORS
to telstra.com each month
LIVE CHAT SESSIONS
on average each month
OF CUSTOMER SERVICE TRANSACTIONS ONLINE
SERVICE AND INSTALLATION
JOBS COMPLETED
13k
PER DAY
2.3m
REGULAR USERS
of our Telstra 24x7® App
Growth and international expansion
US$697m5
ACQUISITION OF PACNET
including the largest privately
owned intra-Asia cable network
+
MURU-D®
SINGAPORE
launched
Sustainability
29 DATA
CENTRES
109 POINTS
OF PRESENCE
23.2%
NAS REVENUE
TELKOMTELSTRA
Launched Indonesian
Joint Venture
OOYALA
increased ownership
NOW 97.3%
FORMALLY LAUNCHED
TELSTRA HEALTH™
and continued to build capabilities
117k PEOPLE
~
476 PEOPLE
reached through our digital literacy programs
27%
REDUCTION IN CARBON
EMISSIONS INTENSITY
>15m SMS SENT
with a disability or from a disadvantaged background
employed through our Supported Workforce program
to customers highlighting responsible phone use
5 Including gross debt.
05
CHAIRMAN
AND CEO
MESSAGE
Catherine Livingstone AO, Chairman
Andrew Penn, CEO
Dear Shareholders,
Telstra continued to perform strongly,
growing revenues, adding fixed and mobile
customer services, continuing to invest
in our network advantage and returning
$4.7 billion in dividends and buy-back
proceeds to our shareholders.
We continued to execute on our strategy
to improve customer advocacy, drive
value from our core business and build
pathways to future growth. We made
good progress on our transition from a
traditional telecommunications company
into a world class technology company
that empowers people to connect.
The markets within which we compete
continue to undergo significant change,
in Australia and around the world.
Technology is driving rapid change and
constant innovation across industries,
with software and digitisation improving
delivery of services to customers and
creating new opportunities for growth.
Within this dynamic environment, which,
in Australia, includes the structural
change of the industry as we transition
to the National Broadband Network, we
remain absolutely committed to improving
the service we provide to our customers.
Financial results and capital
management
In our first full financial year operating
without Hong Kong mobile business CSL,
which we sold in May 2014, our results show
that our business continues to perform
strongly. On a reported basis, our total
income was up 1.2 per cent and EBITDA
was down 3.5 per cent. On a guidance
basis6, and excluding the CSL operating
results from the prior period, our total
income was up 6.6 per cent and EBITDA
was up 4.5 per cent.
The reduction in EBITDA on a reported
basis reflects the one off profit of $561
million from the sale of CSL included in
our 2014 results.
We are pleased to have again delivered
on our financial commitments and to have
delivered, in total, a 30.5 cent fully franked
dividend for the 2015 financial year,
distributing $3.7 billion to shareholders
and representing a 3.4 per cent increase
in dividends from FY14.
We continued to create shareholder
value through capital and portfolio
management. Our off market $1 billion
share buy-back was substantially
oversubscribed, a sign of the strong
market support for this as an efficient
way to return capital to shareholders.
Following feedback from our shareholders
we also announced the reactivation of
the Dividend Reinvestment Plan, which
enables shareholders to reinvest either
all or part of their dividend payments
into additional fully paid Telstra shares
in an easy and cost-effective way from
the 2015 final dividend.
Our strategy
During the year we maintained our
focus on our three strategic pillars:
improving customer advocacy, driving
value from the core and building new
growth businesses.
Improve customer advocacy
Our customers remain our highest
priority and we continue to improve the
way we interact with them every day.
We are giving our customers more value
and confidence, through our suite of
products, as well as providing more
personalised service experiences for both
our business and consumer customers.
We continue to measure our progress
and we actively seek feedback from our
customers using our Net Promoter System
(NPS). Our overall NPS score improved
by five points over the 2015 financial
year, building on the improvements
we saw last year. While we have made
significant progress, we know we have
more to achieve.
Driving value from the core
Our investment in network superiority and
customer advocacy initiatives continue
to attract new customers and have led to
the net addition of 664,000 retail mobile
customer services, and 189,000 retail
fixed broadband customers during FY15.
We are committed to maintaining our
network leadership and will increase
our investment in our mobile network,
providing an additional half a billion
dollars for mobiles over the next two years.
In total, over three years to June 2017,
we expect to have invested more than
$5 billion in Telstra’s mobile network.
In June, we were selected to
participate in one of the largest ever
expansions of mobile coverage in
regional and remote Australia through
the Federal Government’s Mobile
Black Spot Programme.
This will build on our existing 4G network,
which already covers 94 per cent of the
Australian population. Our objective is to
expand this footprint to reach 99 per cent
of the population, bringing coverage to
more communities across the country.
We also launched our new 4GX™ service,
which utilises our newly acquired 700
MHz spectrum to offer customers in over
1,200 suburbs and towns some of the
fastest mobile data speeds in the world.
6 Guidance basis assumed wholesale product price stability, no impairments to investments, excluded any proceeds on the sale of businesses, mergers
and acquisitions (M&A) and purchase of spectrum. The FY15 guidance excluded the FY14 CSL profit on sale of $561m from FY14 Income and EBITDA.
06
Chairman and CEO Message_
_Telstra Annual Report 2015
We have also switched on Australia’s
largest Wi-Fi network, Telstra Air®, with
4,000 Wi-Fi hotspots already provided in
more than 250 towns and cities at launch.
More than 50,000 Telstra Air members
have joined the network.
We aspire to offer Australians access
to two million hotspots across the
nation by 2020, and we already provide
access to more than 16 million
international hotspots through our
partnership with Fon Wireless Ltd.
Throughout the year, we continued
to transform our internal business
processes to streamline the way we
work and remove internal barriers that
impede productivity. The total value
achieved through our productivity program
in FY15 was approximately $1 billion,
including expense benefits, revenue
benefits, cash and capital expenditure
benefits and avoided costs. We have
reinvested these benefits in the business
to support our customer advocacy
initiatives, growth in our customer base
and building new growth businesses.
Build new growth businesses
Our strategic growth plan is designed
to position the company for continuing
success into the future.
Investing in new businesses and
growing telecommunications services
in Asia supports our growth ambitions,
and significant progress has been made
this year. We have made a number of
acquisitions, including Pacnet Limited,
a provider of connectivity, managed
services and data centres in the Asia
Pacific region.
The Pacnet acquisition increased
the scale and capability of our fixed
infrastructure, network density and
reach across the region, as well as
our customer base and operational
capability. In a recently published
Gartner report7 on network services
in the Asia Pacific, as a combined entity,
Telstra and Pacnet were ranked number
one for low-latency and high capacity
networks, with the best submarine
cable infrastructure in the region.
We announced our joint venture (JV)
with Telkom Indonesia in the first half
of the year. The JV launched a suite
of Network Applications and Services
(NAS) in the second half, for domestic
enterprises and multinationals
operating throughout Indonesia.
Another growth opportunity, Telstra
Health™, was formally launched during
the 2015 financial year and will develop
and deliver innovative technology
solutions across the health industry.
National Broadband Network (NBN)
During the year we finalised revised
NBN Definitive Agreements with NBN Co
and the Commonwealth, preserving value
for shareholders, as we maintained the
overall value of the original agreements.
These Agreements became effective
in June 2015.
As with the original agreements,
the estimated value of the revised
agreements is based on a range of
dependencies and assumptions over
the long term life of the agreements.
Part of the community
Telstra is committed to showing we
care in the way we respond to important
economic, social and environmental
challenges.
Our longstanding investment in building
people’s digital skills and capabilities
reflects our belief that digital connectivity
is an increasingly essential service.
This year we reached almost 117,000
people through our digital literacy training
programs, and helped over one million
vulnerable customers stay connected.
We are also committed to minimising
our environmental impacts and to working
with our customers to achieve better
environmental outcomes. This year,
our total carbon emissions decreased
by 1.3 per cent despite data loads on
our network increasing by 36 per cent.
This meant our carbon emissions intensity
reduced by 27 per cent, leaving us well
positioned to meet our three year target.
Looking ahead
We have a clear strategy, and our focus
for the year ahead remains on improving
our customer service, ongoing investment
in our network advantage and building
pathways toward future, sustainable
and long term growth.
We operate in a dynamic and competitive
environment where technology is taking
us into a world of rapid change, constant
innovation and competition. We see
great opportunity to embrace change,
great opportunity for those of us that
embrace technology innovation and great
opportunity for Australian companies
and Australia.
We understand that we need to continue
to innovate and to ensure we can build our
capability in our growth areas. At Telstra,
we are investing in becoming a truly world
class technology company that empowers
people to connect.
In 2016 Telstra expects to deliver
mid-single digit income growth and
low-single digit EBITDA growth.
Free cashflow is expected to be
between $4.6 billion and $5.1 billion
and capital expenditure to be around
15 per cent of sales to fund increased
mobile network investment.
This guidance assumes wholesale
product price stability and no impairments
to investments, and excludes any proceeds
on the sale of businesses, mergers and
acquisitions and purchase of spectrum.
Capex to sales guidance excludes
externally funded capex.
The Australian Competition and
Consumer Commission is consulting on
new Access Determinations including
a draft determination on Fixed Line
Services. While Telstra disagrees with the
draft decision on fixed line services, the
EBITDA reduction in FY16 would be up to
$90 million if implemented from October.
We would like to thank the leadership
team and all of our employees for their
commitment, effort and initiative. We also
thank you for your loyalty as shareholders.
Catherine Livingstone AO, Chairman
Andrew Penn, CEO
Your comments and feedback are welcome and can be provided to
investor.relations@team.telstra.com, via phone on 1800 880 679, or in the mail
to the Investor Relations Department, Telstra, Level 25, 242 Exhibition Street,
Melbourne, VIC 3000.
7 Source – Critical Capabilities for Network Services, Asia/Pacific, Gartner 2015 – www.gartner.com
07
Chairman and CEO Message_
Leadership changes
On behalf of the Telstra Board, I would sincerely like to thank
David Thodey for his contribution to our company and the Australian
telecommunications industry.
During his 14 years with Telstra, including the last six as CEO,
he provided incredible leadership, vision and energy as our
industry underwent fundamental and substantial change.
With telecommunications being a critical enabler in our increasingly
networked society, he was able to strike a balance between his
responsibilities to protect the interests of Telstra shareholders and
the broader need to ensure Australians can capitalise on the exciting
possibilities that come from being connected.
David’s focus included ensuring significant and ongoing investment
in infrastructure and new technologies. He always maintained an
eye to the future and championed the drive to improve Australia’s focus
on innovation through support for partnerships with educational
institutions, governments and businesses of all sizes.
His professional skills and personal values and integrity have rightly
earned him the deep respect of business, government and community
stakeholders both in Australia and in many forums around the world.
We thank him and extend our best wishes for the future.
David Thodey
In May, Andrew Penn, Telstra’s former Chief Financial Officer, became Chief Executive Officer, following the retirement of
David Thodey. Telstra’s new Chief Financial Officer, Warwick Bray, was previously the Group Managing Director of Products.
That we were able to make these appointments from within the company is a reflection of the depth of the leadership
talent at Telstra.
On behalf of my fellow Directors I would also like to take this opportunity to acknowledge Geoffrey Cousins AM and John Zeglis,
who have announced their intention to retire from the Telstra Board at our Annual General Meeting on 13 October 2015.
Both Geoff and John joined in 2006, and have played a significant role in helping to oversee the evolution of Telstra through
this period of substantial change. We will miss their contribution and similarly extend our best wishes to them for the future.
As part of our ongoing program of Board renewal, the Board intends to nominate US-based technology executive, investor and
advisor Trae Vassallo, for election as a non-executive Director at our AGM in October 2015. Ms Vassallo is a strong candidate
who, given her experience in a range of sectors and technologies of strategic interest, we expect to make an immediate
contribution to the Telstra Board if her nomination is supported by shareholders.
The Board and leadership team have together developed comprehensive plans to enhance and expand Telstra’s capabilities
as an increasingly global technology company and to position us for future growth.
It is a time of enormous opportunity and the ability to create, to innovate, and to stay focused on our customers will be critical
as we pursue our aspiration to become a world class technology company.
Catherine Livingstone AO
Telstra Chairman
08
rara ra ara araaa AnnAnnAnnAnnAnnAnnn ualuaualualual ReReRReReReReReReReeporpppoporpoporporporporpororrporporpororppp t 2t 2t 2ttt 2t 2t 2t 2t 2t 2t 2t 2t 20150150150150150150150150150151551515151511111155015
_Telstra Annual Report 2015
_TeTeTeTe_TeTe_Te_Te_Te_Teelstlstlstlslstlstlstlslslsllstl
STRATEGY AND
PERFORMANCE
We work hard to create a
profitable business that cares
for customers and provides
quality products and services
to the market.
We are also looking to the
future, pursuing new ideas
and innovation to serve our
customers’ needs and succeed
in the changing, dynamic markets
we will face in the future.
Our strategy is focused on driving growth
and creating long term shareholder value.
It has three key pillars.
Our strategic priorities
• Improve customer advocacy
• Drive value from the core
• Build new growth businesses
This section outlines our progress against
our strategic priorities over the past year,
including some of our key achievements
for customer advocacy, our core and
growth businesses.
We also explore some of the challenges,
risks and opportunities the business is
managing now and into the future.
Adam
Customer Advisor
09
Strategy and Performance_
IMPROVE
CUSTOMER
ADVOCACY
Improving customer advocacy
remains our number one priority
at Telstra.
The better our customers feel about Telstra,
the more likely they are to recommend
Telstra’s products and services.
Our advocacy strategy and programs
address the key areas we need to improve
across our product and service offerings
for our customers.
Our employees strive to put the customer
at the centre of everything they do.
We want to be known for creating
personalised experiences for every single
customer, whether through one of our
digital options, over the phone, in our
stores, or with one of our field technicians
at our customers’ homes or offices.
We recognise there is more to do to
improve the experience our customers
have with Telstra. Over the past year
we have made good progress and
introduced a number of initiatives
and changes that demonstrate our
commitment to caring for customers
and improving value.
Listening to our customers
We recognise that listening to our
customers is critical to continuously
improving. We ask customers about
their experience with us so that we
can act on that feedback. We also know
that our customers’ views on Telstra
go beyond their direct experiences,
so we ask for feedback about us as
a company. We use this feedback to
help us work on the most important
things to our customers.
Net Promoter System (NPS)
We use the Net Promoter System
to measure how well we are serving
our customers.
10
OVERALL NPS
IMPROVEMENT
+5
52%
CUSTOMER SERVICE
TRANSACTIONS ONLINE
INVITED MILLIONS OF CUSTOMERS
to come into our stores for an
account health check
2.3m
REGULAR USERS OF
TELSTRA 24X7 APP
More customers managing accounts
on digital channels
>67k
CUSTOMERS ON AVERAGE PER DAY
were sent the name and contact details of the consultant they spoke with
This approach involves us surveying
customers in three different ways: at the
end of a conversation/contact with Telstra,
at the end of a series of contacts (eg moving
house) and via external market research.
Personal service
All our front line teams are focused on
getting it right for customers the first
time and recovering quickly if something
goes wrong.
On average, we receive over 30,000
surveys including 11,000 comments
from our customers each day. We use
this feedback to:
• help our frontline teams learn
how to improve their conversations
with customers
• improve our processes
• improve our products and services.
Our overall NPS score has improved
by five points over the past 12 months.
Customer Check-In
This year, we invited millions of customers
to come into one of our stores for an
account ‘health check’, to make sure their
services with us are supporting their
lifestyle. Customers are telling us they
really appreciate this ‘check-in’ and being
given the opportunity to adjust their
plans to better suit their needs.
We are simplifying our approach
to help customers get the best service
experience possible.
• First contact resolution – when our
customers contact us we aim to get
it right, on first contact.
• Providing our name – when a consultant
speaks with a customer, they provide
their name and contact details so that
the customer can follow up directly with
them. On average, more than 67,000
customers per day are sent an email or
SMS with the details of the consultant
they spoke with. Customers who speak
to consultants at our stores or through
LiveChat are also provided with their
consultant’s contact details.
Strategy and Performance_
_Telstra Annual Report 2015
Online services
Increasingly, our customers want to engage
with us online. Over half of all customer
service transactions with Telstra are now
taking place through digital channels, with
customers appreciating the convenience
of self-service and having the right tools
at their fingertips.
The Telstra 24x7® App and the My Account
portal give our customers control over
their services. The Telstra 24x7 App has
around 2.3 million regular users, which
demonstrates our customers’ increasing
preference for managing their lives on
the go. Using these tools, customers can
manage their data, view and pay their
bills, purchase new products or get help
for products and services.
We are also seeing more than 8 million
unique visitors to Telstra.com each month
and 350,000 customers making use of
our live chat sessions to ask questions
of our consultants.
To better cater to the on the go preference
of many of our customers, we relaunched
telstra.com to improve the digital
experience, making it as user friendly
on a mobile or tablet as it is from a large
screen. Our focus is on offering choice
and being where our customers want us
to be, when they want to deal with us.
More value and confidence
We want our customers to enjoy using
the services we offer with confidence.
We recognise that customers are rapidly
changing their habits. Similarly, new
software and applications are changing
the way people use our services.
We are committed to providing our
customers with more value and the
confidence that they won’t encounter
unexpected usage charges.
Extra Data and Real Time alerts
In May, Telstra launched ‘Extra Data’,
giving eligible mobile customers the
option to receive additional data in 1GB
blocks when they reach their monthly
data limit for a flat rate of $10 per
block (or part block). The feature gives
customers greater confidence and
control over their data use.
Extra Data works with our industry leading,
real time data alerts, to significantly
reduce the chance of customers receiving
unexpectedly high bills. We were the first
to introduce real-time mobile data usage
alerts for post-paid mobile customers
in Australia.
This service provides alerts to customers
when they reach 50 per cent, 85 per cent
and 100 per cent of their included monthly
data allowance, to help them manage
their data use.
Go Mobile plans
We launched new Go Mobile plans
and Go Business Mobile plans for new
customers and for customers who are
changing plans, giving them more value
with higher baseline data inclusions
and more entertainment with bonus
content subscriptions.
Data top ups
This year, 1.8 million consumer fixed
broadband customers benefitted from
data allowance top ups, as a permanent,
free addition to their existing plans.
Additionally, we at least doubled
data allowances for most of our small
business fixed broadband plans.
Mobile Protect
We launched Mobile Protect, a free
service giving parents and carers the
ability to closely monitor and manage
the use of their households’ mobile
devices on our mobile network. The service
allows site blocking, limiting periods of
network connection, restricting calling
and SMS, and setting up notifications of
activity; with complete management of
services through My Account and the
Telstra 24x7 App.
Telstra Travel Pass
This year, we introduced the Telstra
Travel Pass. Travel Passes allow
customers to make and receive unlimited
calls, send and receive unlimited text
messages to standard numbers and
browse the web using an included data
allowance while abroad. Travel Passes
are available for more than 40 popular
holiday destinations.
Small and medium business benefits
We have made it easier for our small
and medium business customers to
work on the move, with a focus on mobility,
applications and cloud. Our Go Business
Mobile plans allow businesses to share
data across eligible services on their
account and use that data with a range
of business applications.
Telstra Thanks®
The Telstra Thanks rewards program
continues to grow in popularity with
our customers, with special deals and
offers for movies, live music and sporting
events. Our customers have accessed
more than 4.7 million tickets or
experiences since the launch of the
Telstra Thanks program in 2013.
Check-In
Local Check-In invited customers
to ‘Come in and Check-in’ with us
face-to-face at one of our 371 stores
across Australia. As part of the program,
our consultants reviewed customers’
accounts and gave them an account
health check, making recommendations
as to how they could get better value
from Telstra.
As part of Local Check-In, more
than 460,000 customers connected
with us across Australia during the
financial year. In parallel, we ran
the Work in Store program, where
more than 1,200 Telstra employees
from different parts of the business
spent a day working in a local store
to help serve our customers and
support our retail teams.
Isabella, Jean Margaret
Telstra Store Brookside
11
Strategy and Performance_
DRIVE
VALUE FROM
THE CORE
Andrew
Field Technician
Team Leader
280k
7.3%
MORE CUSTOMERS
on bundled plans
RETAIL FIXED
DATA REVENUE
SUBURBS AND TOWNS
1,200 Ultra fast 4GX™ available now
TELSTRA AIR®
SIGNED
REVISED NBN
AGREEMENTS
Launched Australia’s
largest Wi-Fi network
664k
RETAIL MOBILE
CUSTOMER
SERVICES
TOTAL OF 16.7m
4G SERVICE
NOW REACHING 94%
of the Australian population
With mobile connectivity a key part
of modern life, the availability of high
speed mobile services has expanded
significantly. Our 4G service now reaches
94 per cent of the Australian population.
We have also expanded the reach of
4GX, with the service now available in
over 1,200 suburbs and towns.
4GX is based on Telstra’s newly acquired
700MHz spectrum band and delivers
higher typical mobile download speeds
and better in-building 4G coverage on
compatible devices in 4GX areas. This allows
more Australians to experience ultra-fast
mobile internet and gives our customers
a better experience.
In June, we were selected to participate in
one of the largest ever expansions of mobile
coverage in regional and remote Australia,
through the Federal Government’s Mobile
Black Spot Programme.
We will build 429 new 3G/4G towers
over the next three years and a further 250
4G data only small cells, representing a
combined investment of more than $340
million in regional and remote Australia
by Telstra, the Federal Government and
several State and Local Governments.
Making Wi-Fi more accessible
In June, we also launched Australia’s
largest Wi-Fi Network, Telstra Air®, which
gives Telstra home broadband customers8
the ability to use their broadband allowance
at thousands of hotspots in Australia
and millions of hotspots overseas.
The Telstra Air Network® in Australia
comprises Telstra built Wi-Fi hotspots at
selected payphone sites and retail stores,
as well as hotspots created by our Telstra
Air members, known as ‘homespots’.
Uniquely in Australia, Telstra Air member’s
homespots are created using innovative
Wi-Fi sharing technology which sees
members share a piece of their home
broadband bandwidth and in return gain
access to the Telstra Air Network.
Telstra has reached a number of deals
with local governments to bring Telstra Air
to civic spaces and will start to roll out
hundreds of additional public hotspots
in the first half of FY16.
We have also joined exclusively with
world leading Wi-Fi provider Fon to allow
Telstra Air members to access their
home broadband allowance at more
than 16 million Fon hotspots overseas.
To continue to grow our
revenue and our customer
base, we are focused on driving
value from our core including
through network leadership
and simplifying the business.
Our core refers to our key domestic
products, services and costs that make
up the bulk of our business today.
Investing in network superiority
Telstra’s customers have come to rely
on our networks to connect them to the
people and things they love.
We recently announced a further increase
to our mobile network investment with
the aim of providing our customers with
the best possible network experience.
We will increase our total capex
investments to 15 per cent of sales for
the next two years, providing over half
a billion dollars more for investment in
our mobile services. In total, over the
three years to June 2017, we expect to
have invested more than $5 billion into
Telstra’s leading mobile network.
Increasing coverage across Australia
Our mobile network remains the
largest and most reliable mobile
network in Australia and now covers
over 2.4 million square kilometres
of the Australian landmass and 99.3
per cent of the Australian population.
We pride ourselves on delivering a world
class mobile network experience for our
customers and our focus is on extending
and enhancing the network’s capability
to deliver reliability, performance and
functionality for our customers.
Our core network not only supports
Telstra’s services, but underpins the
operations of some of Australia’s largest
organisations.
8 With an eligible gateway device.
12
Strategy and Performance_
_Telstra Annual Report 2015
Customer and revenue growth
Our network superiority and customer
advocacy initiatives continue to attract
new customers. With an increasing
appetite for data, our higher value
plans with increased data allowances
are becoming even more attractive
to customers.
We had another strong year in the
mobiles product portfolio, with the
strongest revenue growth in four years.
Retail customer services increased
by 664,000, bringing the total number
to 16.7 million.
With the expansion of our 4G network
there are now 7.7 million 4G devices on
our network.
While there was continued decline in
the number of fixed voice services, this
decline was the lowest seen in five years,
driven by successful bundling of our fixed
products. The total number of customers
on a bundled plan increased by 280,000
to 2.2 million, or 71 per cent of the retail
fixed data customer base.
Retail fixed data revenue increased
7.3 per cent due to increased subscriber
growth and higher average revenue per
user. We now have 3.1 million retail fixed
data customers, an increase of 189,000.
NBN
The revised NBN Definitive Agreements
we reached with NBN Co and the
Commonwealth to support a multi-
technology model for the NBN have
now come into effect. While these were
finalised, NBN Co continued to deploy
its fibre-to-the-premise network in
parts of Australia, as well as their fixed
wireless network in regional areas.
Telstra is Australia’s leading provider of
consumer and business services on the
NBN fibre-to-the-premises network. As the
NBN roll-out continues, we are seeing good
momentum. As at 30 June 2015 we had
211,000 NBN connections, made up of
161,000 voice and data bundles, 9,000
data only and 41,000 voice only services.
These customers now have access to
higher speeds, which is driving increased
use of video streaming, as well as helping
businesses take advantage of online sales,
cloud computing and video collaboration.
In the first areas where NBN Co built
its fibre-to-the-premise network, the
migration of eligible services has taken
place and the disconnection of Telstra’s
legacy copper and HFC networks has
occurred. This represents a fundamental
change in industry structure and a
lot of work has gone into ensuring the
migration of services to the NBN has
occurred with minimum disruption.
Across the sector, the experience of
Australian consumers and businesses
adopting an NBN service is not a
consistently positive one. Telstra has
developed a number of initiatives to
improve the experience of Telstra
customers connecting to the NBN, such
as giving consumer customers greater
flexibility through a simple Self Install
Kit for connecting on NBN fibre and
establishing an NBN customer service
centre of excellence in Hobart.
These initiatives have underpinned
a significant increase in customer
advocacy scores for our NBN services
year-on-year. We look forward to
continued improvements in this area,
which should be helped by changes to
the Migration Plan that were recently
accepted by the Australian Competition
and Consumer Commission (ACCC).
Simplifying the business
The rate of technology innovation
is accelerating and changing the
face of our industry. Simplifying our
business is therefore a critical
component of our strategic agenda,
both in removing complexity from
our core, and being more adaptable
and responsive to market needs.
Our simplification strategy is centred on
driving customer advocacy, productivity
and organisational agility through
simplified processes, products, systems
and networks.
Enhancing the customer experience
We continued to roll out our multi-year
Digital First program, aimed at using
digital tools throughout the company
to improve the speed and quality of
the service we offer to customers.
The program included:
• significant customer experience
improvements for our Global Enterprise
and Services and Telstra Business
Managed Customers in the way
they manage invoices through the
enhancement of T Analyst®, our online
billing and reporting tool
• with the launch of Contextual Care,
some new ADSL customers can scan
a unique QR code to instantly receive
personalised help via a 24x7 tailored
self-service mobile support website.
Simplifying our products
We saw significant cost savings as
a result of our product and platform
simplification agenda, where we
removed under utilised products,
exited unused applications, and
simplified our pricing plans and parts
of our IT and network infrastructure.
Telstra Air
At launch, Telstra switched on more
than 4,000 hotspots in more than
250 towns and cities across Australia.
How to log on
Eligible Telstra home broadband
customers with an ADSL, Cable or NBN
connection and a compatible gateway
can become members of Telstra Air.
More than a million home broadband
customers already have a Telstra
Air-ready gateway so can join the
Telstra Air Network if they wish to do so.
After they are enrolled to use the service,
customers can use the Telstra Air App
(available on iOS and Android devices).
Customers are able to locate and
automatically connect to their nearest
Telstra Air hotspot in Australia or Fon Spot
when travelling overseas. Customers can
find out more, including information on
compatible gateways at telstra.com/air.
13
Strategy and Performance_
BUILD NEW
GROWTH
BUSINESSES
>$1.2b
INVESTED IN ACQUISITIONS
including a controlling stake
in 15 new businesses
OOYALA
increased ownership
NOW 97.3%
TELKOMTELSTRA
Launched our joint venture
with Telkom Indonesia
Jason
GM Innovation & Strategy
ACQUIRED
PACNET
LIMITED
expanding our
reach in Asia
LAUNCHED
TELSTRA
HEALTH™
Asia
Our Asian growth strategy has three
pillars: to leverage Telstra’s strong
foundation of connectivity in the
region to deliver integrated solutions
to enterprise and wholesale carrier
customers; to pursue deeper in-country
investment opportunities in mobility
and connectivity; and to bring a suite of
innovative new software based solutions
to market over the longer term, through
targeted investments in the region.
We provide wholesale and enterprise
customers with a wide range of end-
to-end solutions across data, voice,
satellite and managed network services.
Through our strategic investments,
we now have the largest subsea cable
network in Asia Pacific, with licences
in Asia, Europe and the Americas and
we facilitate access to more than 2,000
Points of Presence around the world.
We also have a 54.3 per cent stake in
Autohome, the leading online destination
for car buyers in China.
Pacnet
In April 2015, we substantially extended
our reach and asset base in Asia by
completing the acquisition of Pacnet
Limited, a provider of connectivity, managed
services and data centre services to
carriers, multinational corporations and
governments in the Asia-Pacific region.
Pacnet increases the scale and scope
of our international connectivity assets.
The completed acquisition doubles
Telstra’s customers in Asia, and greatly
increases our network reach and data
centre capabilities.
The Pacnet Business Services joint
venture in China offers IP VPN connectivity
services and together with state-of-the-
art data centres in Tianjin and Chongqing,
will enable us to provide a seamless
service offering to our customers in
and out of China.
telkomtelstra
Our joint venture with Telkom Indonesia,
telkomtelstra launched in May 2015,
with a suite of NAS solutions aimed at
domestic enterprises and multinationals
operating in Indonesia.
Emerging opportunities
Telstra Health
Telstra Health was formally launched as a
standalone business unit in October 2014
and is working to become Australia’s
leading provider of integrated eHealth
solutions. We are creating new solutions
that leverage Telstra’s existing strengths in
connectivity and build on our investment
in successful eHealth companies.
Our strategy for our growth
businesses is designed to
realise opportunities in new
portfolios and to pursue growth
opportunities that leverage
our existing strengths.
The strategy focuses on our Network
Applications and Services (NAS) portfolio,
Asian growth and longer term growth
opportunities such as Telstra Health,
Telstra Media, the Telstra Software
Group (TSG) and Telstra Ventures.
Network Applications & Services
(NAS)
The NAS portfolio provides our business,
enterprise and government customers
in Australia and internationally with
managed network services, collaboration
and security services along with a range
of software as a service solutions.
With another year of strong growth,
we continued to make progress in
growing scale and regional capabilities
while making progress improving
profitability for our NAS business,
with revenue growth of 23.2 per cent.
During the year we established
partnerships with leading global
technology partners like Cisco,
Amazon Web Services, VMware and
IBM to expand our cloud services
and deliver future innovation.
We also acquired Bridge Point, one
of Queensland’s leading providers of
information, security, networking and
data management solutions as part
of our strategy to accelerate Telstra’s
expertise in emerging technologies.
14
Strategy and Performance_
_Telstra Annual Report 2015
Digital media
Telstra is Australia’s leading aggregator
of entertainment products, including
subscription TV, streaming video, music,
and leading sport and news content
across all fixed and mobile platforms.
This year, we saw solid growth of our
premium television product, Foxtel from
Telstra, with a 18.4 per cent increase in
subscribers driven by the introduction
of new $25 Entertainment packs and
the new iQ3 set top box.
Our goal is for Telstra to lead the
industry in giving customers a great
content experience. We want to do this
by not only aggregating great content,
but also providing the broadest content
experience of any Australian provider.
Rather than restrict our customers’
choices, we are open to hosting all
Subscription Video on Demand services
on our platforms and making it easy
for them to get all the content they want
in the one place.
Growth also continued across key
content areas, particularly in our AFL
and NRL digital sports properties
where live video views increased by
over 70 per cent and 100 per cent
respectively in the past year.
We partnered with the three major
streaming video providers – Presto,
Stan^^^ and Netflix@ – and agreed a
partnership with the market leader
in streaming entertainment devices,
Roku^^, to launch Telstra TV™ our next
generation of streaming device, in the
new year.
We also recently announced we would
give Australian music fans a great music
experience as the only telco in Australia
to offer a 12 month membership to
Apple Music^.
By partnering with the health sector,
our aim is for these new solutions to
bring the digital revolution to healthcare.
Telstra Health made a number of
additional acquisitions and investments
during the year, including global health
analytics firm Dr Foster, aged care
software vendor iCare Health, hospital
software vendor Emerging Systems,
GP desktop and hospital software
vendor CloudMed.
We also recently launched ReadyCare™,
a joint venture between Telstra and
Swiss telemedicine provider, Medgate.
ReadyCare is a GP telemedicine service
that gives Australians the choice to
connect to a GP 24/7 via phone or video
to receive advice, diagnosis, treatment
and prescriptions.
This means Telstra Health now offers
solutions for primary care, aged and
residential care, hospitals, radiology and
pathology, pharmacy, Indigenous care,
specialists, analytics and telemedicine.
In addition to these investments and
acquisitions, the business has been able
to bring a number of new solutions to
market to solve key health challenges.
Telstra Software Group (TSG)
Software will continue to be a key
focus area as we drive our growth for
the future in new technologies and
new technology companies.
The TSG aims to create long term global
growth in markets adjacent to Telstra’s
core business, where software disrupts
traditional business models.
Ooyala
A key milestone for TSG was the
acquisition of Ooyala, a Silicon Valley-
based leader in video streaming and
analytics. Ooyala has a fast growing
global customer base of large-scale
broadcasters, operators, media companies,
enterprises and high profile enterprises
that use Ooyala to build more engaged
and more profitable audiences.
We increased our investment in Ooyala,
building on the stake already held by
Telstra Ventures Group. Our ownership
interest is now 97.3 per cent. We have
since enhanced Ooyala’s capability by
acquiring Videoplaza, with its video
ad-serving platforms and programmatic
trading solutions, and Nativ, which
offers cloud based media logistics and
workflow software.
muru-D®
Another key priority for Telstra is to
foster technology innovation. Our start-up
accelerator program, muru-D, a subsidiary
of TSG, identifies and supports start-ups
to create valuable technology products
and services through a six month
acceleration program, with muru-D taking
a small equity stake in each start-up.
Building on the great success of the
inaugural program, our second group
of start-ups graduated in May, with
all teams securing paying customers.
In April, muru-D launched in Singapore,
aspiring to attract the region’s best
digital talent and the successful
start-ups will commence the program
in September 2015.
Telstra Ventures
Telstra Ventures, our corporate venture
capital group founded in 2011, continued
to invest in breakthrough companies that
are strategically important to Telstra.
Telstra Ventures invests in high growth
opportunities offering technology and
solutions that leverage Telstra’s assets
and enable us to offer new products
and services to our customers.
For example, we work with Whispir***
and DocuSign to sell their products
into Telstra’s business, enterprise and
government customer base. During the
year, we made nine new investments.
Telstra Ventures’ portfolio now consists
of investments in 20 companies in
Australia, the United States and Asia.
Globecast Australia
Telstra acquired Globecast Australia
in June 2015, as part of our strategy
to develop deeper capabilities in media
services for the global broadcast industry.
Globecast Australia has specific
capabilities in the delivery of media
services, over both satellite and fibre
as well as strong linkages between its
domestic networking capabilities and
international points of media connectivity.
Globecast Australia also provides the
innovative Globecam live point of view
camera at sporting events, Direct to
Home satellite transmission, IPTV
managed services, IP streaming, encoding
and satellite management services.
MyCareManager
In April 2015, Telstra Health launched
MyCareManager, an integrated
eHealth product designed to help
disability, community and residential
aged care providers deliver innovative
services and information from a
distance. MyCareManager allows
clients, family members and carers
to be more involved in the treatment
and monitoring of illness or injury
through an online portal, telemonitoring
through wireless health devices and
video conferencing. It allows carers to
better utilise clinic-based specialists,
manage chronic disease and reduce
staff travel while helping clients to
engage in their own care and remain at
home for longer. For more information
visit, www.mycaremanager.com.au.
15
Strategy and Performance_
OUR MATERIAL
BUSINESS
RISKS
Mick
General Counsel
Finance & Strategy
Telstra operates in a rapidly
changing environment
characterised by profound
change in the way people
connect and communicate.
Our industry is dynamic and growing,
with network traffic increasing rapidly and
the continued evolution of technologies
and markets. These trends contribute to
the different risks that pose a challenge
to achieving our strategic objectives,
including our growth ambitions and future
financial performance. The following
describes the material risks that could
affect Telstra, including any material
exposure to economic, environmental
and social sustainability risks, and
how we seek to mitigate or manage
them. These risks are not listed in
order of significance, nor are they all
encompassing. Rather, they reflect the
most significant risks identified at a
whole-of-entity level. We have identified
these risks through our risk management
process. Further detail about our risk
management process is set out in the
Governance at Telstra section.
Material Business Risk and Key Drivers
Management Plans
Business Model
The risk that we are not able to respond to technology and market
developments in a productive and cost-effective way. Our exposure
to this risk is increasing due to changing market conditions,
including accelerated technology advancements, increasing customer
expectations of performance, and competitors with disruptive and
simpler business models in both domestic and global markets.
Our strategy involves a combination of driving efficiencies in our business,
monitoring new and disruptive technologies, and actively investing in
innovation and technology-driven business opportunities. To improve
our responsiveness and agility, and rationalise our cost base, we are
undertaking a multi-year portfolio of work that focuses on simplifying
our systems, processes and technology. We are also focused on
developing our capability to innovate internally, while accessing and
acquiring the required people capability, technology innovations and
business models through our relationships with key suppliers, joint
venture partners and acquisitions. This includes addressing capability
and capacity requirements to succeed in critical growth areas, such as
the NBN and health.
Business Resilience
The risk of disruption to the services we provide to our customers
due to factors such as rapidly growing demand and reliance on
telecommunications services, greater exposure to complex
international networks, and external shocks, such as extreme
weather events and natural disasters. Sustained or significant
disruption to our services can have significant impacts on
our customers and the communities we serve, and could also
significantly affect our corporate reputation.
We are developing and maintaining our capability to anticipate,
prevent, withstand, respond to and recover from events that can
disrupt services to our customers. Key areas of focus include: business
continuity management, technology and network service continuity,
incident management and emergency management. These activities
are centrally governed by our Business Resilience Team who seek
to ensure we continue to meet our operational needs while taking
advantage of opportunities to grow our business.
Data Management
The risk of collecting, using or managing customer and corporate
data in a way that is inconsistent with our regulatory obligations or
doesn’t meet the expectations of our customers. This is a growing
risk as our business changes, data volumes grow, cyber-security
threats become more dynamic, and some data sets converge.
Failure to manage our customer and corporate data can result
in significant reputational, financial and regulatory implications.
It can also damage the trust our customers have in us to keep their
information secure.
We have implemented a number of company-wide controls to manage
this risk, including in relation to data security and privacy compliance.
We have mandatory data security awareness training for our staff
and business partners, as well as mandatory vendor compliance with
our data security requirements. We continually review and update the
security controls on our network, based on known security threats and
the latest intelligence. We also have a group-wide program of work to
support compliance with our privacy obligations, which is underpinned
by our privacy policy and mandatory privacy training. Additionally, we are
working to improve our governance and decision making processes with
regard to the use of customer and corporate data. Further information
on how we manage privacy and data protection is provided under
‘Customer Experience’ in the Sustainability section.
16
Strategy and Performance_
_Telstra Annual Report 2015
Material Business Risk and Key Drivers
Management Plans
Regulatory Environment
The emergence of unfavourable regulatory requirements resulting
in increased complexity and cost of doing business.
Telstra is heavily regulated in Australia and as people are increasingly
relying on telecommunications the risk of regulatory intervention
on issues such as consumer protection, service and competition
remains high.
New regulation and enforcement of existing regulation could
significantly affect our revenues and costs, pricing and product
strategy, or result in an additional compliance burden that hampers
our capacity to operate in line with our strategy.
Executing our strategy could also heighten this risk as it creates
new exposure from governments and regulators in new jurisdictions
and less familiar regulatory environments, both domestically and
internationally.
National Broadband Network
Risks related to successfully transitioning and serving our customers
in an ‘NBN world’.
Transitioning to the NBN exposes us to increased competition from
retail service providers and new and powerful ‘over the top competitors’
in the longer term. Our exposure to this risk has also increased as
a result of NBN Co’s adoption of the multi-technology model and its
faster planned rollout.
This risk can result in a potential loss in market share, increased
costs and delivery of a poor customer experience.
People Capability
The risk that we do not have the capability to drive value from our
core and build new growth businesses.
As we move from a largely Australian telecommunications business
to a multi-faceted technology company with a global focus, the
capability of our people will need to change.
In our core business, we need to be able to simplify our business
and deliver innovative products and services. In growth areas,
our people capabilities are a critical enabler to achieving our growth
targets and realising the benefits of our mergers, acquisitions and
joint venture activities.
Reputation and Communication
The risk that we do not effectively protect and enhance our reputation.
Telstra’s reputation with customers and in the community is one of
our most valuable assets, but a significant reputational issue could
quickly erode our position with long term consequences.
If not managed effectively, a reputational issue can result in
heightened government or regulatory scrutiny and intervention,
act as a disincentive to investors, undermine our performance in
achieving customer advocacy, and create employee disruption
and engagement issues.
Our risk management strategy is focused on limiting the adverse
consequences of existing and new regulations so that we can meet
the needs of our customers in a way that is efficient and minimises
compliance costs.
We proactively develop relationships with relevant regulatory
stakeholders and policy makers, community groups and industry.
In particular, we engage with: ACCC and Australian Communications
and Media Authority on the scope and outcomes from regulation,
with all our stakeholders on regulatory reform opportunities, and
with government in a way that seeks to achieve optimal policy and
regulatory decisions.
We’re also focused on developing our relationships with
government and regulators in jurisdictions outside of Australia
where Telstra operates.
To remain competitive and reduce our costs we are focused
on simplifying our systems, processes and technology. We have
programs in place to enhance our customer engagement and to
deliver innovative NBN products and services for our customers
so we can differentiate ourselves from our competitors.
We are actively focused on adapting and scaling our business so
we can cost-effectively deliver services under the multi-technology
model NBN.
We are focused on delivering the capabilities required to simplify
our business, transition to an NBN operating environment and extract
value from our core. Key capabilities include the areas of IT network
simplification, product development and data analytics.
In terms of building new growth businesses, we are focused on
delivering the capabilities required for our Health business, enterprise
managed services, software application integration and development,
and international growth.
In international markets, we are setting up mobility and remuneration
policies and practices that better attract talented people from around
the world. We have established an experienced recruitment team in
Asia and identified recruitment partners who are able to help us access
international talent.
Further information on how we attract and retain capable employees
so we can better serve our customers is provided in ‘Our People’ in the
Sustainability section.
We know that the link between our reputation and customer
advocacy is strong so we continue to foster relationships with our
key stakeholders, operate at best practice in issues management,
build our reputation through ongoing promotion of positive activity,
and leverage our technology and expertise to make positive
contributions to the community.
Our core strategy is to build robust working relationships with key
decision and opinion makers and ensure clear, consistent messages
are delivered in a way that maximises the potential of positive
outcomes and minimises the risk of reputational harm.
We have recently created the position of Chief Social Officer, who
is responsible for enhancing the way in which we communicate
and engage with our stakeholders through the use of social media.
Further information on how we make positive contributions to
the community, including minimising our environmental impacts,
is provided in ‘Connecting Communities’ and ‘Environmental
Stewardship’ in the Sustainability section.
17
Strategy and Performance_
OUTLOOK
Our vision is to make Telstra a world class technology
company that empowers people to connect.
We remain committed to implementing our strategy,
to improve advocacy among customers, to drive value
from the core of our business, and to invest in and build
new growth businesses.
Customer advocacy remains our first
priority. We know we don’t always get it
right, which is why we are focused on
improving both our service interactions
and the value we offer in our products
and services. We will listen and respond
to the feedback our customers provide
and work on the things that are most
important to them.
The telecommunications industry is
changing, which in Australia includes
the structural change of the industry
as we transition to the NBN. Within this
dynamic environment, we remain
committed to improving the service
we provide to our customers.
We operate in a competitive landscape
and we will need to continually invest
and improve to maintain our advantage.
We are committed to maintaining our
network leadership and the quality of
services across our network, on which
our customers rely. We want to offer
superior experiences for what matters
most to customers – coverage, call
and speed reliability, fewer drop outs
and the reliable delivery of video.
Investment in our mobile network
will be accelerated further, providing
an additional half a billion for mobiles
over the next two years. Over the three
years to June 2017, we expect to have
invested more than $5 billion into our
leading mobile network.
We will continue to expand our 4G
footprint to 99 per cent of the population,
bringing coverage to more communities
across rural and regional Australia.
Simplifying our business will remain
a key focus.
Our focus on simplification, execution,
and agility is critical for us in order to
stay competitive and to make it easier for
our customers to interact with us through
all our channels, including on our digital
platforms. Our simplification strategy is
centred on driving customer advocacy,
productivity, and organisational agility
through simplified processes, products,
systems and networks.
Growing our business in Asia and
internationally is an important priority
for the business and we will continue
to leverage our core capabilities and
look for new opportunities.
We will continue to build our NAS
business, where profitability continues
to improve, driven by portfolio growth,
scalable standardised offerings and
a global, lower cost delivery model.
We will also continue to identify
and invest in key emerging trends
and build on our growing portfolio of
investments, including in Telstra Health,
the Telstra Software Group and Telstra
Ventures, to drive growth opportunities
where long term shareholder value
can be created.
18
_Te_Te_Te_TeTTe_Te_ lstlstlstlststststlstlsttlstttstlstra ra arara raarara aaaaraa AAAnnAnnAnnAnnAnnAnnAnnnAnnnnA ualualaualualualalual ReReReReRRReReReR porporpororororpoporrrrrporp t 2t 2t t t 2t 2t t 2tt 2015015015015115150
_Telstra Annual Report 2015
Jaime Lee
Head of Cloud Practice
19
19
FULL YEAR
RESULTS AND
OPERATIONS REVIEW
Reported results
Summary financial results
Our financial year 2015 results
demonstrate that our strategy is
working. Customer advocacy has
improved, we continued to invest
and drive value from our core business
and we have laid the foundations
for sustainable growth in our new
businesses.
The numbers and commentary in
the product, expense and segment
performance sections have been
prepared on a continuing operations
basis and align with the statutory
financial statements. This means that
the results from CSL New World Mobility
Limited (“CSL”), sold in the prior year,
are included in the financial year 2014
comparatives. Results from the
70 per cent stake in our Sensis directories
business, also sold in the prior year,
are classified as a discontinued operation
and as such are not included in the
comparatives. The financial position
section has been prepared on a
continuing and discontinued operations
basis (that is, they include the results
of the Sensis directories business),
unless otherwise noted.
20
Sales revenue
Total income (excluding finance income)
Operating expenses
Share of net profit from joint ventures
and associated entities
FY15
$m
25,845
26,607
15,881
FY14
Change
$m
25,119
26,296
15,185
%
2.9
1.2
4.6
19
24
(20.8)
EBITDA
10,745
11,135
Depreciation and amortisation
EBIT
Net finance costs
Income tax
Profit for the period from
continuing operations
Profit/(loss) for the period from
discontinued operation
Profit for the period from continuing
and discontinued operations
Profit attributable to equity holders
of Telstra
Capex(i)
Free cashflow from continuing
and discontinued operations(ii)
Earnings per share (cents)
3,983
6,762
689
1,787
4,286
3,950
7,185
957
1,679
4,549
19
(204)
4,305
4,345
4,231
3,589
2,619
34.5
4,275
3,661
7,483
34.4
(3.5)
0.8
(5.9)
(28.0)
6.4
(5.8)
n/m
(0.9)
(1.0)
(2.0)
(65.0)
0.3
(i) Capex is defined as additions to property, equipment and intangible assets including capital lease additions,
excluding expenditure on spectrum, measured on an accrued basis. Excludes externally funded capex.
(ii) Free cashflow in the prior period includes the sale of CSL ($2,107 million) and 70 per cent of our Sensis directories
business ($454 million).
n/m = not meaningful.
Results on a guidance basis(i)
Total income growth(ii)
EBITDA growth
Capex/sales ratio
Free cashflow
FY15
FY15 guidance
2.3%
2.0%
Broadly flat
Broadly flat
13.9%
~ 14% of sales
$5.0 billion
$4.6 – $5.1 billion
(i)
This guidance assumed wholesale product price stability, no impairments to investments, excluded any
proceeds on the sale of businesses, mergers and acquisitions and purchase of spectrum. The FY15 guidance
excluded the FY14 CSL profit on sale of $561m from FY14 Income and EBITDA. Please refer to the guidance
versus reported results reconciliation on page 180. This reconciliation has been reviewed by our auditors.
(ii) Excludes finance income.
Full Year Results and Operations Review_
_Telstra Annual Report 2015
Guidance versus reported results(i)
FY15
FY15
FY15
FY14
Reported
results $m
Adjustments
$m
Guidance
basis $m
Guidance
basis $m
Total income(ii)
EBITDA
Free cashflow
26,607
10,745
2,619(iii)
(288)
37
2,400
26,319
10,782
5,019
25,735
10,574
4,922
(i)
This guidance assumed wholesale product price stability, no impairments to investments, excluded
any proceeds on the sale of businesses, mergers and acquisitions and purchase of spectrum. The FY15
guidance excluded the FY14 CSL profit on sale of $561m from FY14 Income and EBITDA. Please refer to
the guidance versus reported results reconciliation on page 180. This reconciliation has been reviewed
by our auditors.
(ii) Excludes finance income.
(iii) The difference between our reported free cashflow and free cashflow on a guidance basis is mainly due
to spectrum payments of $1,302 million and M&A activity of $1,151 million.
On 13 August 2015, the Directors of Telstra resolved to pay a fully franked final
dividend of 15.5 cents per share. Shares will trade excluding entitlement to the
dividend on 25 August 2015 with payment on 25 September 2015.
Segment performance
We report segment information on the same basis as our internal management reporting
structure as at reporting date. Segment comparatives reflect organisational changes
that have occurred since the prior reporting period to present a like-for-like view.
Segment total income
2%
2%
10%
21%
65%
FY15
$m
Telstra Retail
Global Enterprise and Services
Telstra Wholesale
Telstra Operations
Other
FY14
Change
$m
Telstra Retail
17,252
16,383
Global Enterprise and Services
Telstra Wholesale
Telstra Operations
Other (excluding Sensis)
5,674
2,586
424
671
5,257
2,328
289
2,039
Total Telstra segments (excluding Sensis)
26,607
26,296
Other – Sensis
–
552
Total Telstra segments
26,607
26,848
%
5.3
7.9
11.1
46.7
(67.1)
1.2
n/m
(0.9)
Alisha
Contact Centre Capability Lead
Telstra Retail
Telstra Retail brings together our key retail
businesses including Telstra Consumer,
Telstra Business, Telstra Media Group and
Telstra Health™. Telstra Retail provides
a full range of telecommunications
products, services and solutions to
consumer customers and to Australia’s
small to medium sized enterprises,
as well as the provision of Foxtel and
digital content services. Income in
this segment grew by 5.3 per cent to
$17,252 million and EBITDA increased
by 0.9 per cent to $9,449 million.
We saw strong growth in our Consumer
business unit with income growing
by 6.5 per cent. As a result of the
continued focus on customer advocacy
and innovative new products and plans
introduced during the year, we saw good
growth in mobiles and fixed data with
post-paid handheld average revenue per
user (ARPU) increasing by 6.3 per cent to
$61.72 and an increase of 158,000 fixed
data subscribers. In Telstra Business,
income grew by 2.9 per cent driven
by a 3.3 per cent growth in mobile
services revenue, revenue from unified
communications, cloud hosted solutions
and contributions from TSM (formerly
SNP Security) and AFN Solutions which
were acquired during the first half of
the year. Telstra Health also contributed
income of $78 million.
21
Full Year Results and Operations Review_
Global Enterprise and Services
Global Enterprise and Services (GES)
is responsible for sales and contract
management support for business and
government customers in Australia and
globally. It provides product management
for advanced technology solutions
including data and IP networks,
and NAS products such as managed
networks, unified communications,
cloud, industry solutions and integrated
services. GES provides technical delivery
support for all NAS customers globally
and the recently formed Telstra Software
Group and its acquisitions also form
part of GES.
Income for GES increased by 7.9 per cent
to $5,674 million due to strong growth in
NAS and enterprise mobility in Australia,
our international GES customers (GES
Global) and Telstra Software. GES EBITDA
declined by 1.7 per cent to $2,439 million
largely due to the ongoing change in
product mix from higher profit carriage
to lower profit NAS products and
GES Global businesses, along with
the negative EBITDA impact from the
Telstra Software Group acquisitions
which are businesses in their early
stages. The NAS profitability margin
continued its trend of improvement in
FY15 driven by scalable standardised
offerings, a lower cost delivery model
and operational leverage.
Telstra Wholesale
Telstra Wholesale is responsible
for the provision of a wide range of
telecommunication products and
services delivered over Telstra networks
and associated support systems to
non-Telstra branded carriers, carriage
service providers and internet service
providers. Wholesale income grew
by 11.1 per cent to $2,586 million.
This was largely driven by an increase
in NBN infrastructure receipts which
have increased in line with the NBN
rollout. EBITDA contribution increased
by 12.7 per cent to $2,398 million.
Telstra Operations
Telstra Operations is primarily a service
delivery centre supporting the revenue
generating activities of other segments.
It also has NBN and property revenue.
The EBITDA contribution improved by
4.4 per cent with increases in NBN and
property revenue and reductions in
labour expenses, partially offset by
higher service contracts to support new
business growth and NBN related works.
Other
Our Other segment includes the costs
of corporate centre functions, receipts
received under certain NBN agreements,
adjustments to employee provisions for
bond rate movements and short term
incentives, and redundancy expenses
for the parent entity. It also includes
China digital media results.
22
Product performance
Product sales revenue breakdown
Key product revenue
Fixed
Mobile
Data and IP
NAS
27%
8%
4%
11%
9%
41%
Fixed
Mobile
NAS
Data & IP
Media
Other
FY15
$m
6,944
10,651
2,883
2,418
FY14
Change
$m
7,076
9,668
2,968
1,963
%
(1.9)
10.2
(2.9)
23.2
Product profitability EBITDA margins(i)
Mobile
Fixed voice(ii)
Fixed data(ii)
Data and IP
FY15
FY14
2H15
1H15
%
40
55
41
64
%
40
59
41
65
%
40
54
39
65
%
40
56
42
64
(i) The data in this table includes minor adjustments to historic numbers to reflect changes in product hierarchy.
(ii) Margins include NBN voice and data products.
Fixed
Our fixed portfolio offers fast and reliable broadband, clear and reliable calling,
premium entertainment and expert technology advice through our Telstra Platinum®
service. We are also creating Australia’s largest Wi-Fi network, Telstra Air®, to provide
Australians’ connectivity in and out of the home.
Total fixed revenue declined by 1.9 per cent to $6,944 million. While fixed voice
revenue decreased by 7.1 per cent to $3,746 million, fixed data revenue increased by
7.3 per cent to $2,379 million. Fixed voice revenue decline continues to moderate as a
result of a strong focus on customer retention. The pace of disconnections was stable
compared to the prior year with retail fixed voice line loss of 264,000, taking total retail
fixed voice customers to 6.0 million. This was partly offset by additional wholesale lines
of 53,000. Fixed voice ARPU decline was consistent with the prior year, decreasing by
4.3 per cent to $42.05.
Full Year Results and Operations Review_
_Telstra Annual Report 2015
The increase in fixed data revenue was a result of subscriber growth. ARPU was flat
in a competitive environment. We now have 3.1 million retail fixed data subscribers, an
increase of 189,000 during the year. The total number of customers taking up a bundle
has also increased by 280,000 and there are now 2.2 million customers on a bundled
plan, or 71 per cent of the retail fixed data customer base. This increase was driven by
the success of our bundled offerings which were refreshed during the year to deliver
more value for our customers.
As the NBN roll-out continues, we are seeing good momentum. As at 30 June 2015 we
had 211,000 NBN connections made up of 161,000 voice and data bundles, 9,000 data
only and 41,000 voice only services.
Other fixed revenue decreased by 0.8 per cent to $819 million with an increase in
inter-carrier access services revenue offset by lower customer premise equipment
and other fixed telephony revenue. Included in other fixed revenue is revenue from
our Platinum customers. 254,000 customers used a Telstra Platinum service this
year which provides customers with expert technical advice for either a monthly or
on-demand fee.
Fixed voice EBITDA margins declined to 55 per cent as a result of lower revenue while
fixed data EBITDA margins remained steady at 41 per cent despite the costs incurred
to connect our NBN customers.
Domestic retail customer services (millions)
FY13
FY14
FY15
15.1
16.0
16.7
2.8
6.5
3.0
3.1
6.2
6.0
Mobile
Fixed data
Fixed voice
Mobile
Mobile revenue ($b)
FY13
FY14
FY15
9.2
9.7
10.7
For the 2015 financial year, revenue in
our mobile portfolio increased by 10.2
per cent to $10,651 million. This was a
result of growth in ARPU and subscribers
in our key mobile categories of post-paid
handheld and pre-paid. EBITDA margin
remained flat at 40 per cent driven by
improved ARPU offset by higher hardware
costs due to increased recontracting
activity during the year.
We invested $1 billion in our mobile
network during the year to provide our
customers with the best connectivity
and coverage. Telstra’s 4G coverage now
reaches 94 per cent of the Australian
population and we will continue to
expand our 4G footprint to 99 per cent of
the population. We now have 7.7 million
4G devices on our network.
The success of our 4G network in
supporting increased data usage across
all our mobile products has seen mobile
services revenue growth of 7.2 per cent
to $8,765 million. Retail customer services
increased by 664,000, bringing the total
number to 16.7 million.
We now have 7.3 million post-paid
handheld retail customer services, an
increase of 113,000. Post-paid handheld
revenue grew by 7.7 per cent to $5,389
million. While there was a slow-down in
ARPU growth in the second half due to
lower excess data rates and higher data
allowances, for the full year ARPU
increased by 5.5 per cent, from $58.70
to $61.94 (including the impact of mobile
repayment options) with customers
using more data and moving to higher
plans resulting in higher minimum
monthly commitments and increased
data pack penetration.
Pre-paid handheld revenue growth of
13.1 per cent to $994 million was driven
by an increase in unique users and ARPU
due to higher recharge values with the
average data usage per user per month
increasing. Our Boost pre-paid offerings
have also contributed to the increase.
Mobile broadband (MBB) revenue grew
by 0.2 per cent to $1,290 million with
customer growth, largely due to growth in
data share SIMs, offset by a 3.7 per cent
reduction in ARPU. In total, we added
187,000 customer services in this
category. Machine to machine (M2M)
experienced another year of double-digit
revenue growth, with revenue growing by
11.9 per cent to $113 million.
We continue to provide productivity
solutions to our M2M customers in the key
areas of transport logistics, banking, public
safety and security and energy and utilities.
Mobile hardware revenue grew by
26.3 per cent to $1,886 million due to an
increase in average revenue per post-paid
handset (higher average recommended
retail price), together with an increase
in handset recontracts as a result of the
iPhone^ 6 launch during the year.
Data and IP
Data and IP revenue declined by 2.9 per
cent to $2,883 million with growth in IP
Access revenue not enough to offset the
declines in ISDN and other legacy calling
products. IP Access revenue grew by
1.2 per cent to $1,180 million as a result
of increased customer connections
however price pressures have impacted
yields. There was strong growth in IP MAN,
Telstra’s next generation data access
service providing high-speed IP access
solutions for large to medium corporate
enterprises and government departments.
IP MAN revenue grew by 6.8 per cent
with services in operation increasing by
6.1 per cent.
Other data and calling products
revenue decreased by 4.5 per cent to
$1,041 million. Migration to IP solutions,
including unified communications
products in our Network Applications
and Services portfolio, is the primary
driver for the decline in legacy calling
products. EBITDA margins remained
strong at 64 per cent despite some
price pressures in the IP market.
23
Full Year Results and Operations Review_
Network Applications and Services (NAS)
NAS revenue ($b)
While there was an increase in cable subscribers, there was an offsetting reduction
in ARPU in line with new Foxtel pricing introduced in November 2014.
FY13
FY14
FY15
1.5
2.0
2.4
NAS revenue continued to grow at double-
digit rates, increasing by 23.2 per cent to
$2,418 million, exceeding market growth
in all key NAS portfolios. This increase
was driven by existing and new contracts,
and acquisitions. Included in NAS revenue
is International NAS which increased by
41.4 per cent to $99 million. The Pacnet
acquisition, completed in April 2015,
contributed $14 million to International
NAS. Managed network services revenue
increased by 21.8 per cent driven by
increased professional service and
security activity and includes revenue
from the acquisitions of O2 last financial
year and Bridge Point in October 2014.
Revenue growth of 8.1 per cent in unified
communications was driven by increased
IP telephony customer connections.
Industry Solutions revenue growth of
41.6 per cent was led by NBN commercial
works and contributions from TSM (formerly
SNP Security). Overall, NAS profitability
continued to improve driven by portfolio
growth, scalable standardised offerings
and a global, lower cost delivery model.
Media
Media product portfolio revenue
increased by 3.4 per cent to $931 million.
This portfolio includes Foxtel from Telstra
(previously Premium Pay TV), IPTV, (which
includes T-Box® sales, Foxtel on T-Box,
BigPond® Movies and Presto), Mobility
and other content (which includes
exclusive AFL and NRL rights and music
subscriptions) and cable revenue.
Foxtel from Telstra revenue increased
by 9.4 per cent to $662 million. This was
driven by growth in subscribers as a
result of the reintroduction of “Foxtel
from Telstra” bundles in May 2014 and
Foxtel price reductions in November 2014.
A shift in focus to Foxtel from Telstra
has reduced T-Box sales revenue by
$33 million. Excluding T-Box sales, IPTV
revenue increased by 19.6 per cent
due to Foxtel on T-Box and Presto sales
growth. Mobility and other content
revenue declined by 2.5 per cent to
$79 million. The continued decline in
legacy mobile download services has
been partly offset by the increased
take up of NRL and AFL subscribers.
Cable revenue declined by 1.7 per cent
to $118 million. This represents income
from the supply of HFC cable services
to Foxtel.
24
Other
Global connectivity revenue grew by 27.7 per cent to $780 million driven by the
continued increase in wholesale carrier data. The Pacnet acquisition also contributed
$90 million to global connectivity. Other sales revenue increased by 39.4 per cent
to $1,238 million. Other sales revenue includes revenue from our China digital media
portfolio which increased by 81.3 per cent to $504 million. This was largely driven by
Autohome with revenue increasing by 98.0 per cent as a result of increased advertising
services and dealer subscriber growth.
Operating expenses
Labour
Goods and services purchased
Other expenses
FY15
FY14
Change
$m
4,921
6,847
4,113
$m
4,732
6,465
3,988
%
4.0
5.9
3.1
4.6
Total operating expenses
15,881
15,185
Expense performance
Labour
Total labour expenses increased by 4.0 per cent or $189 million to $4,921 million. Our total
full time staff and equivalents (FTE) increased to 36,165. This increase in FTE was mainly
driven by organic growth and M&A activity across our NAS portfolio (in particular the
Pacnet acquisition), Telstra Business, and our nascent Software and Health businesses.
Additionally, business growth and the conversion of contractors to permanent staff in our
China business also contributed to the increase. Offsetting these increases were reductions
in FTE driven by our restructuring programs across various parts of the business.
Salary and associated costs increased by 8.4 per cent or $287 million to $3,686 million.
This increase was mainly driven by the increase in FTE, as well as salary and wage
increases which also incorporated the change in the statutory superannuation
contribution. These increases were partially offset by a favourable year on year bond
rate impact of $58 million, driven by a favourable outcome of $71 million from the
transition to a high quality corporate bond rate for the calculation of employee long
service leave provisions, in accordance with AASB 119. This change resulted from the
G100 concluding in May 2015 that a deep corporate bond market exists in Australia.
Labour substitution costs increased by 3.7 per cent or $29 million to $816 million.
This increase was mainly driven by the establishment of global operations to support
the expansion of our NAS business, higher field fault volumes due to adverse weather
events, and increased costs in support of NBN activations.
Redundancy expenses decreased by 55.0 per cent or $138 million to $113 million,
driven mainly by restructuring work returning to normal levels within our core
business, the impact of the Sensis divestment on the prior year, and redundancy
expense savings from the redeployment of staff to growing areas of the business.
Goods and services purchased
Goods and services purchased increased by 5.9 per cent or $382 million to $6,847
million. Cost of goods sold (COGS) (which includes mobile handsets, tablets, dongles,
broadband modems) increased by 6.0 per cent or $173 million to $3,079 million.
This was driven mainly by the strong demand for our iPhone^ 6 offerings. This increase
was significantly offset by a $397 million decrease in COGS driven by our divestment
of CSL in the prior year.
Network payments decreased by 0.3 per cent or $6 million to $1,725 million. This decrease
was mainly attributable to our divestment of CSL and reduced payments to overseas
carriers due to lower negotiated roaming rates. Offsetting these decreases were higher
onshore carrier network outpayments in support of increased mobile subscribers and
increased NBN network payments as we migrate customers to the NBN.
Other goods and services purchased increased by 11.8 per cent or $215 million to
$2,043 million. This was mainly driven by increased service fees for Foxtel, cloud
services, IPTV and digital content, and mobile insurance in support of increased
subscribers. This increase was partially offset by our divestment of CSL.
Full Year Results and Operations Review_
_Telstra Annual Report 2015
Summary Statement of Cash Flows
Net cash provided by operating activities
FY15
$m
8,311
Total capital expenditure
(6,206)
(4,018)
Other expenses
Total other expenses increased
by 3.1 per cent or $125 million to
$4,113 million. This increase was the
result of higher service contracts and
agreements, promotion and advertising
costs and the accounting impact of the
Sensis divestment. This was partially
offset by the divestment of CSL, and
the recognition of unrealised losses
driven by the liquidation of our subsidiary
Octave, both in the prior year.
Service contracts and agreements
increased by 6.0 per cent or $88 million
to $1,556 million, largely driven by
increased investment in the simplification
of our core business, and costs associated
with increased NBN commercial works.
Promotion and advertising expenses
increased by 21.7 per cent or $75 million
to $421 million, mainly in support of
growth in our China Autohome business,
and domestically in support of the iPhone
6 launch, customer advocacy programs
and Belong™, our low cost ISP brand.
For the purposes of reporting our
consolidated results, the translation
of foreign operations denominated in
foreign currency to Australian dollars
increased our expenses by $97 million on
the prior period, across labour, goods and
services purchased, and other expenses.
Net finance costs
Net finance costs decreased by 28.0
per cent to $689 million largely due to
an $87 million reduction in net borrowing
costs and a $175 million reduction in
other finance costs.
The reduction in borrowing costs was
predominantly due to lower average debt
levels resulting from debt maturities
which were funded out of existing liquidity.
The average interest yield on gross debt
for the year was 5.8 per cent compared to
5.9 per cent in the prior year. The closing
gross debt interest yield at 30 June 2015
was 5.7 per cent compared to 5.9 per cent
at 30 June 2014. The reduction in yield
arose through a combination of a reduction
in short term market base rates year on year,
resulting in lower costs on the floating
rate debt component of our portfolio and
from refinancing at lower rates.
The reduction in other finance costs
primarily relates to non-cash revaluation
impacts of our offshore debt portfolio and
associated hedges that result in a floating
position (fair value hedges). Volatility from
these revaluation impacts has been
significantly reduced due to changes
implemented in the way we designate
fair value hedges for accounting purposes
and the adoption of the new accounting
framework (under AASB 9 (2013)) which
allows a component of Telstra’s borrowing
margin to be treated as a cost of hedging
and deferred to equity.
Sale of shares in controlled entities
(net of cash disposed)
Other investing cash flows
Net cash used in investing activities
Free cashflow
Net cash used in financing activities
Net (decrease)/increase in cash
and cash equivalents
Cash and cash equivalents at the
beginning of the year
Effects of exchange rate changes
on cash and cash equivalents
Cash and cash equivalents at the end
of the period
Residual volatility from market
movements has not been significant.
Notwithstanding changes to accounting
treatment all cash flows continue to
remain economically and effectively
hedged.
Financial position
Capital expenditure and cash flow
Our operating capital expenditure for
the year was 13.9 per cent of sales
revenue or $3,589 million (excluding
spectrum). This investment has enabled
us to meet ongoing strong customer
demand from the growth in our customer
base. This includes building the nation’s
largest Wi-Fi network, continuing
investment in growth areas (such as
network access services and cloud
services) and supporting the accelerated
rollout of mobile 4G and 4GX™ networks.
Free cashflow generated from operating
and investing activities was $2,619 million,
representing a decline of 65.0 per cent.
The difference between our reported free
cashflow and free cashflow on a guidance
basis of $5,019 million is mainly due to
spectrum payments of $1,302 million and
M&A activity of $1,151 million including
the acquisitions of Pacnet Limited,
Ooyala Inc., Videoplaza AB and Nativ
Holdings Limited. These increased
payments were partly offset by lower
cash capital expenditure. Increased cash
from operating activities, predominantly
as a result of revenue growth and
working capital timing, were offset by
decreases due to cash from divested
entities included in the prior period.
FY14
Change
2,397
(99.8)
$m
8,613
491
(1,130)
7,483
(4,430)
%
(3.5)
54.5
3.9
n/m
(65.0)
55.3
n/m
4
510
(5,692)
2,619
(6,882)
(4,263)
3,053
5,527
2,479
123.0
132
(5)
n/m
1,396
5,527
(74.7)
Financial settings
FY15
FY15
Actual
Target
zone
1.3x
1.3 – 1.9x
Debt
servicing(i)
Gearing(ii)
48.3%
50% to
70%
Interest
cover(iii)
15.0x
>7x
(i) Debt servicing ratio equals net debt to EBITDA.
(ii) Gearing ratio equals net debt to net debt plus
total equity.
(iii) Interest cover equals EBITDA to net interest.
Debt position
Our gross debt position at 30 June 2015
decreased by $1,086 million to $14,962
million. Gross debt comprises borrowings
of $15,634 million and net derivative asset
of $672 million (which includes assets and
liabilities both current and non current).
The net decrease in gross debt reflects
a combination of the following impacts.
An increase of $2,060 million due to a
$1,308 million United States dollar bond
debt issuance, $580 million debt acquired
from the acquisition of Pacnet (repaid
during the year), $82 million finance lease
additions and $90 million relating to loans
from associated entities and within our
subsidiaries. This was offset by a decrease
of $3,146 million due to $2,798 million term
debt maturities, $220 million repayment
of commercial paper, $47 million finance
lease repayments and $81 million
revaluation impacts.
25
Full Year Results and Operations Review_
Net debt at 30 June 2015 was $13,566
million, an increase of $3,045 million
from the prior year. This movement
comprises the reduction in gross debt
of $1,086 million offset by a reduction
in cash and cash equivalents of
$4,131 million.
Our gearing ratio at the start of FY15
was 43.0 per cent, following the sale
of CSL and the 70 per cent stake of our
Sensis directories business in FY14.
This was below the low end of our target
range in anticipation of significant
outflows in the current year, including
$1.3 billion to acquire spectrum licences
and the $1 billion off market buy-back.
Our gearing ratio has increased to
48.3 per cent at 30 June 2015 reflecting
the increase in net debt, and remains just
below the conservative end of our target
range. Debt servicing (net debt/EBITDA)
remains comfortable at 1.3x and we
have extended the average debt maturity
profile from 4.7 years to 5.0 years.
Summary Statement of Financial Position
Current assets
Non current assets
Total assets
Current liabilities
FY15
$m
6,970
FY14
Change
$m
%
10,438
(33.2)
33,475
28,922
40,445
39,360
8,129
8,684
Non current liabilities
17,806
16,716
Total liabilities
Net assets
Total equity
25,935
25,400
14,510
13,960
14,510
13,960
Return on average assets (%)
Return on average equity (%)
18.9
30.3
20.4
32.3
(1.5)pp
(2.0)pp
15.7
2.8
(6.4)
6.5
2.1
3.9
3.9
Statement of Financial Position
Our balance sheet remains in a strong
position with net assets of $14,510
million. Current assets decreased
by 33.2 per cent to $6,970 million.
This decrease is largely a result of a
reduction in cash and cash equivalents
of $4,131 million used to fund the
acquisition of Pacnet, debt maturities,
spectrum license payments and the
share buy-back. The prior period balance
also included proceeds of approximately
$2.5 billion from divestments. Offsetting
the decrease in cash and cash equivalents
was an increase in trade and other
receivables of $549 million due to a
higher customer deferred debt as a
result of higher average recommended
retail prices of our smartphone range,
increased debtors resulting from an
increase in sales revenue and debtors
in newly acquired entities. Inventories
also increased by $129 million due to
the Planning Design Services Agreement
and the Joint Deployment Works Contract
with NBN Co. Inventories also increased
to support higher mobile hardware sales.
Non current assets increased by
15.7 per cent to $33,475 million.
Intangible assets increased by $2,950
million due to the acquisition of spectrum
licenses and an increase in goodwill
resulting from acquisitions of controlled
entities and businesses. An increase
of $468 million in derivative financial
assets is primarily attributable to net
foreign currency and other valuation
impacts arising from measuring to fair
value. Defined benefit assets increased
by $252 million due to a change in the
bond rate, in accordance with AASB 119,
and higher investment returns.
Current liabilities decreased by 6.4 per cent
to $8,129 million. Borrowings decreased
by $781 million due to a reduction in short
term commercial paper and the maturity
of domestic and offshore debt, partially
offset by the reclassification of debt due
to mature within 12 months to current
borrowings. Derivative financial liabilities
decreased by $186 million due to foreign
currency and other valuation impacts from
measuring to fair value. Revenue received
in advance increased by $187 million
mainly due to newly acquired entities.
Non current liabilities increased
by 6.5 per cent to $17,806 million.
Borrowings increased by $591 million
primarily as a result of long term debt
issuance, offset by reclassifications
to current borrowings. The decrease
in derivative financial liabilities of
$258 million reflects foreign currency
and other valuation impacts from
measuring to fair value and also
includes the reclassification to current
for transactions maturing within the
next 12 months. Revenue received in
advance increased by $450 million
mainly due to newly acquired entities.
Deferred tax liabilities increased
by $272 million due to deferred tax
liabilities acquired in new investments,
an excess of tax deductions over
accounting expenses for fixed assets,
and the tax effect of actuarial gains
recognised for the Telstra Super™
defined benefit fund.
26
SUSTAINABILITY
Our goal is to embed social
and environmental considerations
into our business in ways that
create value for the company
and our stakeholders.
27
Sustainability_
OUR APPROACH
At Telstra, our purpose is to create a brilliant connected
future for everyone. The success of our business relies
on it, and our sustainability agenda is key to achieving it.
We seek to identify ways we can use
our technology, expertise, skills and scale
to operate more responsibly, contribute
to communities and help safeguard the
environment. We deliver on this ambition
by identifying and responding to the key
sustainability issues and opportunities
that are important to our business
and stakeholders. Understanding and
integrating stakeholder values and
expectations into organisational decision
making is important to help ensure the
long term sustainability of our business.
We consider sustainability issues,
risks and opportunities that come from
a wide variety of sources including
regular stakeholder consultation,
participation in industry and cross
sector initiatives, customer research,
benchmarking and future trends analysis.
We prioritise issues according to their
impact on our business and stakeholders.
The key topics identified through this
process during the 2015 financial year
are outlined in the diagram below.
This section highlights some of the
more significant aspects of sustainability
at Telstra. Our Bigger Picture 2015
Sustainability Report, available online
at telstra.com/sustainability/report,
provides a more detailed overview of
these issues and our performance.
Key sustainability topics
G
T I N
T
U
P
O U R C U STOMERS AT THE CENTRE
U S T O M ER EXPERIENCE
C
Customer experience
Privacy & data protection
Cyber safety
ICT innovation enabling
sustainability
eHealth
Network &
Wi-Fi investment
TAL OUTCOMES
TEWARDSHIP
N
E
M
N
O
R
I
V
N
E
R
E
T
T
L S
A
T
N
E
M
N
O
R
I
V
N
E
C
O
Energy efficiency
& carbon emissions
Resource use, waste
& e-waste
Sustainable procurement
ICT innovation enabling
sustainability
Renewable energy
Cloud computing
Digital access
& inclusion
Digital literacy
Cyber safety
Community investment
Social impacts of increased
ICT use
Disaster relief
& recovery
B
R
I
D
N
N
E
C
TIN
G
I
N
G T
H
G C
O
M
MUNITIES
E DIGITAL DIVIDE
C
O
N
D
U
C
T
I
N
G
R
E
S
P
O
N
O
U
R
S
I
B
L
E
B
U
S
B
U
S
I
N
E
S
S
I
N
E
S
S
E
T
H
I
C
A
L
L
Y
Ethics, values
& governance
Sustainable procurement
Human rights
Mobile phones, towers
& health
Sustainable development
in emerging markets
Indigenous Australians
Diversity & inclusion
Culture & engagement
Attracting talent & employee
development
Health, safety & wellbeing
Workplace relations
Volunteering & giving
R E AT PLACE TO WORK
R P E O PLE
G A G
U
O
C R E A T I N
E
B
28
AT TELSTRA, WE HAVE
THREE KEY SUSTAINABILITY
PRIORITIES:
Everyone connected
We believe that the more connected
people are, the more opportunities they
have. We want everyone – regardless of
age, income, ability or location – to enjoy
the benefits that new communication
technologies can bring. Our Everyone
Connected programs focus on making
our products and services more
accessible, enhancing digital literacy
and cyber safety and supporting
technological innovation for social good.
Environmental leadership
We are working to be more proactive
and strategic in our approach to the
environment. We’re doing this by
identifying and minimising the material
environmental impacts of our operations,
working with our suppliers to improve
their environmental performance, and
assisting our customers to manage
their environmental impacts.
Employee involvement
We aim to make Telstra a great place
to work, enhance our reputation and
strengthen the communities in which
we operate by providing opportunities for
our people to get involved with their local
communities and the issues that matter.
Sustainability_
_Telstra Annual Report 2015
CUSTOMER EXPERIENCE
We are committed to creating a brilliant
connected future for our customers.
Digital technologies and enhanced
connectivity have transformed the
way we live and connect. It is now more
important than ever for us to deliver
brilliant customer experiences.
To achieve this, we must put the
customer at the centre of everything
we do.
>1m
VULNERABLE
CUSTOMERS
benefited from our
Access for Everyone program
NEW ACCESSIBILITY
PORTAL ON TELSTRA.COM
World first for a telco, making it easier
for people with disability to choose
devices that are right for them
REAL TIME MOBILE DATA USAGE ALERTS
introduced for post-paid mobile customers to help manage bills
Vulnerable customers
Through our Access for Everyone program,
we help people on a low income or facing
financial hardship to stay connected.
Since its inception in 2002, we’ve provided
benefits to the value of more than $2 billion,
by working with more than 2,000 community
organisations across Australia to deliver
these programs. In FY15, the benefit
provided was $128.8 million, a reduction
of 11 per cent compared to FY14, largely
reflecting a lower take up of our pensioner
discount on fixed-line home phone services
as more customers are moving to bundles.
Around 885,000 pensioners received the
discount this year, compared to 980,000 in
FY14. We also provided home phone line
rental relief for around 74,500 households
and distributed around 72,500 pre-paid
calling cards. Every month we also provided
rebates on Telstra bills for around 2,000
customers seeking emergency relief.
This year we launched a new accessibility
portal that assists people with disability
to identify the mobile communications
products and services that best suit their
needs. A world first for a telecommunications
company, the portal assists customers by
letting them search for features that may
assist specific disabilities such as speech,
vision, cognitive and dexterity impairment.
To find out more, visit telstra.com.au/
mobile-phones/find-accessible-devices.
Managing usage charges
We are committed to providing our
customers with more value and the
confidence that they will not encounter
unexpected usage charges.
This year we became the first telco in
Australia to make calls from mobiles to
1800 numbers free of charge. We were
also the first to introduce real time mobile
data usage alerts for our post-paid mobile
customers when they reach 50 per cent,
85 per cent and 100 per cent of their
included monthly data allowance.
Privacy and data protection
Millions of people trust us to protect
their privacy and keep their data secure
and we continue to work diligently every
day to honour this trust. We take customer
privacy and data security very seriously.
Our priority is making sure we keep
personal information safe and secure, as
well as listening and responding to the
concerns of our customers, particularly as
the way in which we communicate with
them continues to change. We continue
to invest in controls to protect the privacy
of our customers and be transparent in
the way we manage this information.
This year we continued to build on our
commitment to transparency, introducing
new measures aimed at providing our
customers with a greater understanding of,
and access to the data we hold. In a first
for the Australian telecommunications
industry, we now offer customers the
same access to their metadata as we
are required to offer to law enforcement
agencies without a warrant (subject to
certain conditions). This new approach is
aimed at providing our customers with a
clearer picture of the data we provide in
response to lawful requests. To find out
more, visit telstra.com.au/privacy/
customer-access.
It builds upon our Transparency
Report, which outlines our legal
obligation to assist national security
and law enforcement agencies, as
well as the types of law enforcement
requests we receive each year.
The importance of our efforts to protect
our customer and corporate data was
underscored when, shortly after we
completed our acquisition of Pacnet Limited
in April 2015, we were advised that Pacnet’s
corporate IT network had been accessed
by an unauthorised third party. We took
immediate action to investigate and respond
to the breach, including addressing the
security vulnerability and putting in place
additional monitoring and incident response
capabilities. We also took active steps to
notify employees, customers and relevant
regulators around the world of the breach.
The Pacnet corporate IT network remains
isolated from Telstra’s IT systems and we
have found no evidence of any activity
related to this incident on Telstra’s networks.
Cyber safety
We want people to participate safely in
the online world by providing the networks,
products and services that make it easy to
do so. This year we introduced a number of
new consumer products including Telstra
Broadband Protect and Telstra Mobile
Protect to help our customers stay safely
connected. We are committed to providing
consumers with the information they
need to have a positive online experience.
To access our free cyber safety materials,
visit telstra.com/cybersafety.
29
Sustainability_
CONNECTING COMMUNITIES
We use our technology, expertise,
scale and presence to make a difference
in the community.
Digital connectivity is increasingly an
essential service, with access to the
internet now underpinning everything
from social interactions to employment
and social services. Finding a job or
accommodation, paying bills or staying
in touch are all made simpler and
quicker thanks to the internet and
technology – provided you can get online.
As a result we focus on ensuring that
everyone can connect and benefit from being
connected to communications technologies.
Digital literacy
Being confident and literate with
technology is an essential skill in the
digital age. This year, our Everyone
Connected digital literacy programs
reached almost 117,000 people. To extend
the reach of these programs we partnered
with the New South Wales and Victorian
state governments to deliver Tech Savvy
Seniors. This year, we provided face to
face training to almost 32,000 people.
Supporting victims of domestic
violence
In November 2014, we launched Telstra
Safe Connections® in partnership with the
Women’s Services Network to help women
impacted by domestic violence to stay
safely connected to their friends, family,
essential services and vital information.
Through the program, we provide up to
5,000 smartphones each year, along
with $30 pre-paid credit and educational
materials on the safe use of technology.
Telstra Foundation®
Through the Telstra Foundation social
innovation grants program we invest in
‘tech for good’ collaborations across
Australia and look to the power of smart
devices, social media, platforms and apps to
champion social change and community
connection. In FY15, the Telstra Foundation
approved five social innovation grants,
including with Code Club Australia (see
case study), to the value of $2.4 million.
This year we officially launched the
Telstra Foundation™ Philippines, our first
international Foundation, which aims
to assist Filipino youth and promote
education in the Philippines.
30
~117k9
PEOPLE
reached through our digital
literacy training programs
40%
OF ALL AUSTRALIAN
PUBLIC LIBRARIES
have started their eSmart journey
TELSTRA SAFE CONNECTIONS LAUNCHED TO
HELP WOMEN IMPACTED BY DOMESTIC VIOLENCE
TO STAY SAFELY CONNECTED
9 This figure is a combination of actual and estimated data. Our Bigger Picture 2015 Sustainability Report provides more
detail on our approach and methodology.
eSmart Libraries
In August 2012, we launched eSmart
Libraries, a multi year, $8 million partnership
between the Telstra Foundation and
The Alannah and Madeline Foundation.
This program is designed to better equip
Australia’s 1,500 public libraries to
support library users with the skills
they need for smart, safe and responsible
use of technology. To date, more than
40 per cent of public libraries across
Australia (more than 600 libraries) have
commenced the eSmart journey.
Indigenous Digital Excellence
This year we continued to implement
our $5 million, multi year Indigenous
Digital Excellence (IDX) partnership
with the National Centre of Indigenous
Excellence. IDX aims to inspire Aboriginal
and Torres Strait Islander people to take
the next step towards ‘making digital
objects’ such as apps and devices,
build relevant skills and connect
Indigenous ‘digital makers’ with each
other and to meaningful opportunities
in the digital space.
Helping kids code their way
to a brighter future
It’s typically not until high school that
Australian kids get the opportunity
to participate in a concentrated ICT
program as part of the curriculum.
Studies show that by this stage, young
people – especially girls – are already
self selecting out of STEM subjects
(science, technology, engineering
and mathematics).
Code Club Australia is changing that. Its
mission is to give every child in Australia
the chance to learn code, via a network
of after school clubs for kids aged 9 to
11 years. Code Club Australia is designed to be inclusive of kids who face
barriers to thriving in STEM education. The sessions emphasise fun, creativity,
problem solving skills and learning through exploring.
The Telstra Foundation is investing $532,000 in Code Club Australia to
raise awareness about coding and to support the delivery of an accelerated
‘train the trainer’ program, targeting 500 teachers and prioritising schools in
low socioeconomic areas. For more information, visit telstrafoundation.com/
projects/code-club-australia.
Sustainability_
_Telstra Annual Report 2015
OUR PEOPLE
We are working to attract and retain
employees with the skills and passion
to best serve our markets.
Technology is evolving rapidly, customer
expectations are changing and we’re
facing a more competitive global market.
To ensure we thrive in these conditions,
we’re taking a values led approach to
driving engagement and collaboration,
as well as embracing generational change
and diversity. We’re providing targeted
learning and development opportunities
and are continuously improving our
approach to health and safety. We’re also
investing in programs to attract and retain
employees with the skills and passion to
help transform Telstra into a world class
technology company.
Employee engagement
Having completed an Employee
Engagement Survey in May 2014,
we did not undertake a company
survey in FY15, opting instead to focus
on our known areas for development.
Our next whole of company employee
engagement survey is expected to be
conducted in the first half of FY16, with
results reported in our 2016 Telstra
Annual Report.
Health and safety
The health and safety of our people is
paramount to us and we are committed
to developing a values based health and
safety culture that is an extension of
our overall organisational culture.
Through our health, safety and
environment (HSE) strategy we continue
to embed a strong risk management
culture across our global operations.
In FY15 we continued to develop our
HSE incident reporting culture and
worked with cross sections of our
workforce and subject matter experts
to improve our knowledge, understanding
and management of our key HSE risks.
We have seen an ongoing improvement
in incident reporting and importantly a
continued reduction in our injury rates.
We have also maintained our Workers
Compensation Self Insurance licence,
Office of Federal Safety Commission
accreditation, and AS/NZS4801
(H&S Systems) certification.
LOST TIME INJURY
FREQUENCY RATE
DOWN TO 0.98
31%
FEMALE REPRESENTATION
across Telstra Corporation Limited
and its wholly owned subsidiaries
Our employees contributed over
7,200 DAYS VOLUNTEERING IN THE COMMUNITY
The activities undertaken in FY15 have
allowed us to develop a strong program
of work to further improve our HSE
performance in FY16.
Lost Time Injury Frequency Rate (LTIFR)(i)
FY13
FY14
FY15
1.36
1.12
0.98
(i) LTIFR is the reported number of accepted workers’
compensation claims for work related injury or
disease that incur lost time for each million hours
worked. This data relates to Telstra Corporation
Limited only and does not include subsidiaries
or contractors.
Diversity and inclusion
Promoting diversity and inclusion across
Telstra helps us to improve our business
results, enhance our reputation and
attract, engage and retain talented people.
In addition, having a diverse range of
employees better enables us to understand
our customers’ needs, and provide them
with excellent customer service.
Our focus on diversity and inclusion relates
to differences in gender, age, ethnicity,
race, cultural background, disability,
religion and sexual orientation. It also
includes differences in background and
life experience, communication styles,
interpersonal skills, education, functional
expertise and problem solving skills.
Roxanne
Security Operations Support
31
Sustainability_
Gender equality
Overall female representation across
Telstra Corporation Limited and its wholly
owned subsidiaries increased this year to
31 per cent. This increase was the result
of an upwards shift across all segments
other than the number of women in
executive management, which decreased
slightly from 25.9 per cent at 30 June 2014
to 25.6 per cent at 30 June 2015. This year
we were named as an Employer of Choice
for Gender Equality by the Federal
Government’s Workplace Gender Equality
Agency and recognised by the Agency for
our leading practice in promoting pay
equity. We launched Brilliant Connected
Women, a network designed to better
connect women across Telstra and engage
our leaders in more actively recruiting,
retaining and developing female talent.
As a White Ribbon accredited workplace
we took active steps to support our
employees, launching a Family and
Domestic Violence Support Policy, which
provides employees in Australia who are
experiencing violence with up to 10 days
of additional paid leave each year.
Flexible working
We know that our people have different
priorities, passions and interests that must
be balanced with work, so this year we
continued to enable All Roles Flex, our
Group wide approach whereby flexibility
is now considered the starting point for
all roles.
Ageing population
In Australia, people aged 45 and over
make up the fastest growing employee
category. It’s therefore important for us
to consider how we can best promote age
and generational diversity, and offer the
flexibility required to attract and retain
talent of all ages. This year we piloted a
program that supports mature age workers
to make positive plans for their future work,
life and eventual transition to retirement.
Employment pathways
We are committed to providing
employment pathways for candidates
with diverse backgrounds and needs.
This year our intake of Indigenous trainees
increased to 11 thanks to a greater level
of business sponsorship of the program.
All of the 18 Indigenous employees who
joined us during FY15 remain employed
as at 30 June 2015. Additionally, over the
past three years we’ve hired more than
100 new employees who identify as living
with disability.
More information on Diversity and
Inclusion at Telstra, including our Diversity
Measurable Objectives, can be found
in our 2015 Corporate Governance
Statement which is available on our
website at telstra.com/governance.
32
Jo
GM HR Shared
Services Operations
Representation of women in Telstra as at 30 June 2015
Role
Number
Percentage
Board (non-executive Directors)
Executive management*(i)
CEO
CEO-1 (Band A)
CEO-2 (Band B)
CEO-3 (Band C)
Middle management*(ii)
Operational*(iii)
Telstra Total*
Telstra Group Total**
3
72
0
3
18
51
2,856
7,237
10,165
11,757
30
25.6
0
21.4
24
26.6
27.8
32.5
31
31.3
FY14 %
result
33.33
25.9
0
23.1
19.7
28.7
27.2
31.4
30.1
30.2
*
Includes full time, part time and casual staff in Telstra Corporation Limited and its wholly owned subsidiaries,
excluding contractors and agency staff. It does not include staff in any other controlled entities within the
Telstra Group.
** Includes full time, part time and casual staff in controlled entities within the Telstra Group, excluding
contractors and agency staff.
Information regarding the controlled entities in the Telstra Group can be found in Note 25 to the Financial
Statements in this report.
Notes:
(i)
Executive management comprises persons holding roles within Telstra designated as Band A, B or C, or equivalent.
(ii) Middle management comprises persons holding roles within Telstra designated as Band 1 or 2, or equivalent.
(iii) Operational comprises persons holding roles within Telstra designated as Bands 3 or 4, or equivalent.
Learning and development
Volunteering and giving
We encourage our people to get involved
in the community. Our people contributed
over 7,200 days volunteering their time
and expertise to a range of community
organisations. Our dollar for dollar
matched payroll giving resulted in a total
contribution of $1.5 million in donations
to over 300 charities. During FY15,
5.8 per cent of our employees made
donations through Telstra’s payroll giving
program, compared with 5.3 per cent for
the previous year.
This year we refined our induction
experience to deliver a more consistent
program across the Telstra Group.
All new employees are introduced to
our culture and strategic priorities
through this program, with a particular
focus on driving customer advocacy.
We also redesigned our Business
Essentials training program, through
which we ensure our people are aware
of their legal, regulatory and compliance
responsibilities. Mandatory refresher
training is completed annually, with
each compliance topic covered every
two years at a minimum.
As at 30 June 2015, 96.3 per cent of
Telstra Group employees and contractors
have completed this year’s mandatory
refresher course.
Sustainability_
_Telstra Annual Report 2015
ENVIRONMENTAL STEWARDSHIP
We are committed to minimising our environmental
impacts and working with our customers and suppliers
to achieve better environmental outcomes.
Our long term vision is to become
an Australian environmental leader.
The extent of our network coverage
and depth of our technical expertise
provide an opportunity for Telstra to
support government, businesses and
consumers to reduce their energy
consumption, leading to considerable
cost savings and reduced greenhouse
gas emissions.
Environment Strategy
Our Environment Strategy is aimed
at addressing our most material
environmental impacts across three
strategic focus areas:
• Environmental customer value
proposition: quantifying and
communicating how our products
and services can enable our customers
to reduce their environmental
impacts, particularly energy use
and carbon emissions
• Operational excellence: actively
identifying and minimising material
environmental impacts and
operating costs
• Sustainable supply chain: working
with and influencing suppliers to
manage and reduce the environmental
and social impacts of their operations
and of the products and services they
provide to Telstra.
Energy efficiency and carbon
emissions
Energy use in our networks is our most
material environmental impact, accounting
for around 87 per cent of our total carbon
emissions (Scope 1, 2 and 3) in FY15.
Large amounts of energy are required to
power our network equipment and keep
it at an optimum operating temperature.
In FY14 we set a long term target to
reduce our carbon emissions per terabyte
of data used (emissions intensity) by
55 per cent over the three year period
from FY15 to FY17, from a baseline
year of FY14. This year there has been
a 27 per cent decrease in our emissions
intensity, putting us on track to meet
our FY17 target.
27%
CARBON EMISSIONS INTENSITY
1.3% TOTAL EMISSIONS
(SCOPE 1, 2 AND 3)
Diverted 15.6 tonnes
of mobile phones and
accessories from landfill
We also help our customers deal more
effectively with e-waste. Throughout FY15
we collected 15.6 tonnes of mobile phones
and accessories from Telstra retail stores,
offices and repair centres through the
MobileMuster program, a two per cent
increase in collections for the year.
Total carbon emissions and emissions
intensity
0.83
2
1
7
,
3
3
6
,
1
0.58
6
7
3
,
2
9
5
,
1
0.42
6
6
0
,
1
7
5
,
1
FY13
FY14
FY15
Total carbon emissions(i) (Scope 1, 2 & 3)
Tonnes of carbon dioxide equivalent (tCO2e)
Carbon emissions intensity(i)
Tonnes of carbon dioxide equivalent
per terabyte (tCO2e/TB)
(i) Australian operations for Telstra Corporation
Limited. This includes relevant Australian
subsidiaries, joint ventures and partnerships.
10 Global e-waste system, Insights for Australia
from other developed countries, The Economist
Intelligence Unit, 2014, page 4.
While data loads carried over our network
increased by 36 per cent in FY15, total
carbon emissions (Scope 1, 2 and 3)
decreased by 1.3 per cent, as a result
both of our energy efficiency initiatives
and a reduction in the emission factors
published by the Australian Federal
Government for the reporting period.
In FY15 we completed the fourth year
of our $41.3 million capital investment
program, aimed at making our facilities
more energy and carbon efficient. As part
of this program we invested $6 million
and implemented more than 540 energy
and carbon reduction projects. We also
invested a further $3.5 million in capital
expenditure to improve the operating
efficiency of our rectifiers, which convert
AC mains power to the DC power required
to run our telecommunications equipment
and battery backup systems. Collectively,
these initiatives, along with a program
of work to decommission redundant
equipment across our network sites,
have reduced carbon emissions by
35,180 tCO2e and saved more than
33,239 MWh of electricity in FY15.
E-waste
Australia is one of the highest per
capita producers of electronic waste
(e-waste) in the world, generating
more than 25 kilograms of e-waste
per person each year10. E-waste is an
important element of Telstra’s
Environment Strategy. We collected
3,940 tonnes of e-waste this year,
including 21 tonnes from an internal
e-waste collection campaign across
29 corporate offices and 38 exchange
buildings.
33
Sustainability_
RESPONSIBLE BUSINESS
We’re committed to excellence in corporate
governance, transparency and accountability.
As a large telecommunications
company with a presence across
Australia and a global footprint,
we recognise that our long term
ability to prosper is dependent on
how we respond to the changing social
and environmental expectations of
our employees, customers, investors,
regulators and the wider public.
These expectations increasingly
extend beyond our own operations and
into our supply chain and relationships
with our business partners.
UPDATED
OUR HUMAN
RIGHTS POLICY
in line with
global standards
PARTNERED WITH
LOCAL INDIGENOUS GROUPS
to conduct grounds maintenance at
more than 500 regional and remote sites
>15m
SMS SENT TO CUSTOMERS
highlighting responsible mobile phone use
United Nations Global Compact
Supply chain
We have been a signatory to the United
Nations Global Compact since 2011
and are committed to supporting its
principles – on human rights, labour
rights, environment and anti-corruption –
wherever we operate. We implement our
commitment through a range of policies,
management systems, strategies and
initiatives that reflect the diverse range
of conditions our business operates in.
This year we updated our Human Rights
Policy to more closely align with external
developments such as the publication of
the United Nations Guiding Principles on
Business and Human Rights – the global
standard for preventing and addressing
adverse human rights impacts linked to
business activity – and internal policy
changes including updates to our Code
of Conduct.
Mike
GM EME Management,
Education & Compliance
34
This year, the Telstra Group purchased
$6.8 billion in goods and services from
about 4,800 suppliers.
The Telstra Supplier Code of Conduct
sets out our minimum standards in
the areas of labour and human rights,
health and safety, environment, ethical
dealings and supply chain diversity.
The Code applies to all suppliers of
goods and services to Telstra worldwide.
We have a three year sustainable
procurement strategy in place
(FY14-16) that focuses on embedding
sustainability into processes and
procedures, supplier engagement,
building capability and partnerships,
and monitoring compliance.
Our spend can be leveraged to
positively influence the behaviour
and actions of our suppliers and,
in turn, benefit the environment
and communities. We significantly
expanded our Indigenous Workforce
Program to more than 500 sites across
Queensland, the Northern Territory
and Western Australia this year.
Through the program, we partner
with local Indigenous groups to
undertake grounds maintenance
at our sites, employing more than
60 people. We also continue to partner
with 14 not for profit groups around
Australia to create employment
opportunities for people with
disability or who are disadvantaged.
At 30 June 2015, 620 people, including
144 support workers, were employed
through the program.
Mobile phones, towers and health
We acknowledge that some people are
genuinely concerned about possible
health effects from electromagnetic
energy (EME), and we are committed to
addressing these concerns responsibly.
We are proactive, transparent and fact
based in our communications regarding
EME and comply with the standards
set by regulators. We rely on the expert
advice of national and international
health authorities including the
Australian Radiation Protection and
Nuclear Safety Agency (ARPANSA) and
the World Health Organization (WHO)
and actively contribute to scientific
research in EME and health.
Helping our customers and the
community keep abreast of the latest
information is important to us. We provide
information on EME on our website
at telstra.com/eme. We also invite
customers to go directly to the WHO,
ARPANSA and ‘EMF Explained’ websites
for further information.
We have a dedicated EME help desk
and team that proactively reviews
new site proposals, develops community
consultation plans and works with the
community to determine acceptable
sites for new base stations. This year,
we continued our mobile safety SMS
campaign, sending out more than
15 million messages referring customers
to telstra.com/mobiletips, our information
site for safe and responsible phone use.
BOARD OF
DIRECTORS
_Telstra Annual Report 2015
35
Board of Directors_
Non-executive Director since November 2000, Chairman from May 2009 and last re-elected in 2014.
Chairman of the Nomination Committee, and a member of the Audit & Risk Committee and the Remuneration
Committee. Ms Livingstone is a Chartered Accountant and has held several finance and general management
roles, primarily in the medical devices sector. She was the Chief Executive of Cochlear Limited from 1994 to 2000
and Chairman of CSIRO from 2001 to 2006. She has also served on the boards of Goodman Fielder Limited
and Rural Press Limited. In 2008, Ms Livingstone was appointed an Officer of the Order of Australia for service
to the development of Australian science, technology and innovation policies for the business sector. In 2014,
Ms Livingstone was appointed President of the Business Council of Australia.
Catherine B Livingstone AO
Age 59 BA (Hons), Hon DBus
(Macquarie), Hon DSc (Murdoch),
Hon DLitt (USyd), Hon D Bus (UTS),
FCA, FTSE, FAICD, FAA
Directorships of listed companies (past three years) and other directorships/appointments:
Director, WorleyParsons Limited (from 2007), Macquarie Bank Limited (2003-2013) and Macquarie Group
Limited (2007-2013). Other: President, Business Council of Australia (from 2014) and President, Australian
Museum Trust (from 2012). Member, The Growth Centres Advisory Committee (from 2015), Commonwealth
Science Council (from 2014) and the Prime Minister’s Business Advisory Council (from 2013). Director, The
George Institute for Global Health (from 2012) and Saluda Medical Pty Ltd (from 2013).
Andrew R Penn
Age 52 BEc, MBA (Kingston),
AMP (Harvard), FCCA, HFAIPM
Geoffrey A Cousins AM
Age 72
Peter R Hearl
Age 64 B Com (UNSW), MAIM, GAICD,
Member – AMA
Chief Executive Officer and Managing Director since 1 May 2015. Mr Penn joined Telstra in 2012 as Chief
Financial Officer. In this role, he was responsible for strategy, mergers and acquisitions, treasury, internal audit,
risk management, tax, corporate planning, reporting and analysis, external reporting and investor relations.
In addition, as Group Executive, International, he was responsible for expanding Telstra’s operations outside
Australia. Mr Penn is an experienced chief executive and chief financial officer with a career spanning more than
30 years. Prior to joining Telstra, he was with AXA Asia Pacific in a variety of positions around Asia for 20 years,
including Group Chief Executive (2006-2011), Chief Executive Officer Australia and New Zealand, Group Chief
Financial Officer and Chief Executive for Asia. Mr Penn has also contributed widely to not for profit and
community organisations.
Other directorships/appointments:
Life Governor and Foundation Board member, Very Special Kids (from 2003). Member, Juvenile Diabetes
Research Foundation Advisory Council, The Big Issue Advisory Group, and Ambassador, Amy Gillet Foundation.
Non-executive Director since November 2006 and last re-elected in 2012. Member of the Nomination
Committee and the Remuneration Committee. Mr Cousins has more than 26 years’ experience as a company
director. Previously Chairman of George Patterson Australia, he is also a former Director of Publishing and
Broadcasting Limited, the Seven Network, Hoyts Cinemas group and NM Rothschild & Sons Limited. He was the
first Chief Executive of Optus Vision and before that held a number of executive positions at George Patterson,
including Chief Executive of George Patterson Australia. In 2014, Mr Cousins was appointed a Member of the
Order of Australia for significant services to the community and to the visual and performing arts.
Mr Cousins was previously a consultant to the Prime Minister. He was also Chairman of Cure Cancer Australia
and of the St James Ethics Foundation, and has served on the boards of the Insurance Australia Group Ltd,
Globe International Limited and a number of cultural institutions and not for profit foundations.
Other directorships/appointments:
President, Australian Conservation Foundation (from 2014).
Non-executive Director since 15 August 2014, elected in October 2014. Member of the Nomination Committee
and the Remuneration Committee. Mr Hearl is an experienced company director with substantial international
experience as a senior executive in the fast moving consumer goods sector. Mr Hearl served in senior executive
roles with Yum! Brands Inc from 1997 to 2008, including Chief Operating and Development Officer for Yum!
Brands globally from 2006 until 2008. He previously worked for PepsiCo Inc in Sydney and London reaching
regional vice-president level, as well as in various roles with Exxon in the United States and Australia.
Directorships of listed companies (past three years) and other directorships/appointments:
Director, Treasury Wine Estates (from 2012) and Goodman Fielder Ltd (2010-2015). Other: Member, UNSW’s
Australian School of Business Alumni Leaders Group and previously honorary Chairman of the US-based
UNSW Study Abroad-Friends and US Alumni Inc.
Non-executive Director since September 2009 and last re-elected in 2012. Member of the Audit & Risk Committee.
Mr Higgins is an experienced company director who has worked at very senior levels of both government and
private sectors. He has served on the boards of a wide range of listed companies, private companies, government
business enterprises and international organisations, including as Chairman of the Snowy Mountains Hydro
Electric Scheme and the Global Carbon Capture and Storage Institute. From 2003 to 2004, he was Chairman of
the then Prime Minister’s Energy Task Force and prior to that he was Secretary of the Department of Industry,
Science and Resources. In 2006, Mr Higgins was appointed an Officer of the Order of Australia for service to the
community in financial management and accountability, microeconomic reform and science and innovation.
Russell A Higgins AO
Age 65 BEc, FAICD
Directorships of listed companies (past three years):
Director, APA Group (from 2004), Argo Investments Limited (from 2011), Leighton Holdings Limited (2013-2014)
and Ricegrowers Limited (SunRice) (2005-2012).
36
Board of Directors_
_Telstra Annual Report 2015
Chin Hu Lim
Age 56 B Applied Science, Dip EEE
Non-executive Director since August 2013 and elected in October 2013. Mr Lim is an experienced company
director and has almost 30 years of experience in the technology sector across the Asia Pacific Region. He is
the Managing Partner of Stream Global Pte Ltd, a venture fund providing seed funding for technology start-ups.
He was CEO of Frontline Technologies Corp Inc., a Singapore Exchange listed company, from 2000 to 2008 and
BT South East Asia from 2010 to 2011. Previously, he was Managing Director for Sun Microsystems in Singapore
and country director for Sun in Thailand, Indonesia, the Philippines and Vietnam during the 1990s, after a career
in Hewlett Packard in the 1980s.
Directorships of listed companies (past three years) and other directorships/appointments:
Director, Kulicke & Soffa Industries Inc (NASDAQ: KLIC) (from 2011), Keppel DC Reit Pte Ltd (from 2014).
Other: Director, Heliconia Capital Management Pte Ltd (from 2014), Citibank Singapore Ltd (from 2013),
G-Able (Thailand) Ltd (from 2011) and Changi General Hospital & Integrated Health Information Systems
(from 2009). Fellow and Council member of Singapore Institute of Directors (from 2012) and Infocomm
Development Authority – Personal Data Protection Advisory Committee (from 2013).
Non-executive Director since July 2008 and last re-elected in 2014. Chairman of the Remuneration Committee
and a member of the Nomination Committee. Mr Mullen is the Managing Director and Chief Executive Officer of
Asciano Ltd and has served in that role since 2011. He has worked for more than two decades in a multitude of
senior positions with different multinationals including 10 years with the TNT Group – two years of those as its
Chief Operating Officer. From 1991 to 1994, he held the position of Chief Executive Officer of TNT Express Worldwide.
Mr Mullen joined Deutsche Post World Net as an Advisor in 1994, becoming Chief Executive Officer of DHL Express
Asia Pacific in 2002 and Joint Chief Executive Officer, DHL Express, in 2005. Mr Mullen was Global Chief Executive
Officer, DHL Express, from 2006 to 2009.
John P Mullen
Age 60 BSc
Directorships of listed companies (past three years) and other directorships/appointments:
Director, Asciano Ltd (from 2011), Brambles Limited (2009-2011), Embarq Corporation USA (2006-2009) and
MAp Airports Limited (2010-2011). Other: Member, Australian Graduate School of Management (from 2005).
Non-executive Director since August 2010 and last re-elected in 2013. Chairman of the Audit & Risk Committee.
Dr Scheinkestel is an experienced company director with a background as a senior banking executive in international
and project financing. She consults to government, corporate and institutional clients in areas such as corporate
governance, strategy and finance. She is also an Associate Professor in the Melbourne Business School at Melbourne
University and a member of the Takeovers Panel. Dr Scheinkestel has served as Chairman and Director of a number
of utilities. Other prior directorships include AMP Limited and its funds management and banking subsidiaries,
Mayne Group Limited and Mayne Pharma Limited, Medical Benefits Fund of Australia Ltd, Newcrest Mining
Limited and North Limited. In 2003, she was awarded a centenary medal for services to Australian society in
business leadership.
Directorships of listed companies (past three years):
Chairman, Macquarie Atlas Road Limited (from 2015 (Director from 2014)), Director, Macquarie Atlas Roads
International Limited (from 2015), Stockland Corporation Ltd (effective 19 August 2015), Orica Limited (from
2006 and retiring effective 1 December 2015), Insurance Australia Group Limited (from 2013-2014), Pacific
Brands Limited (2009-2013) and AMP Limited (2003-2013).
Non-executive Director since May 2012 and elected in October 2012. Member of the Audit & Risk Committee.
Ms Seale has more than 25 years’ experience in senior executive roles in Australia and overseas, including in
consumer goods, global publishing and the transition of traditional business models to adapt and thrive in a digital
environment, and in sales and marketing. She was Managing Director of Random House, Australia (with managerial
responsibility for Random House New Zealand) and President, Asia Development for Random House Inc, the global
company. She was Chief Executive Officer of The Macquarie Dictionary and Lansdowne Publishing (1997-1999),
and also of the Juvenile Diabetes Research Foundation (1994-1997). She served on the boards of the Australian
Publishers’ Association, the Powerhouse Museum, the Sydney Writers Festival and on the Council of Chief
Executive Women, chairing its Scholarship Committee (2011-2012).
Directorships of listed companies (past three years) and other directorships/appointments:
Director, Ramsay Health Care Limited (from 2015), Bank of Queensland Limited (from 2014).
Other: Director, Random House Australia, New Zealand (from 2001).
Non-executive Director since September 2009 and last re-elected in 2012. Member of the Nomination
Committee and the Remuneration Committee. Mr Vamos has more than 30 years’ experience in the information
technology, internet and online media industry. He led Microsoft Australia and New Zealand from 2003 to
January 2007 before moving to the United States to become the company’s online business head of worldwide
sales and international operations. Previously, he was Chief Executive Officer of ninemsn. Mr Vamos also worked
for Apple Computer in the 1990s after spending 14 years in senior management roles at IBM Australia.
Directorships of listed companies (past three years) and other directorships/appointments:
Director, Fletcher Building Limited (from 2015), David Jones Limited (2012-2014). Other: Director, Medibank Private
Limited (2011-2014), Reading Room Inc (from 2013), BDB Soti Pty Ltd (from 2012), eGeneration Investments Pty
Limited (from 1999). Member, Advisory Board of the University of Technology Sydney Business School (from 2011).
Non-executive Director since May 2006 and last re-elected in 2012. Mr Zeglis has had a long and
distinguished career in the US telecommunications sector. He joined AT&T in 1984, and was elected its
President in 1998 and Chairman and Chief Executive Officer of the AT&T Wireless Group in 1999. He continued
as CEO of AT&T Wireless until retiring in November 2004 following the company’s sale to Cingular Wireless.
He has also served on the boards of Georgia Pacific Corporation, Illinois Power Company and Sara Lee
Corporation. Mr Zeglis has a legal background, and became partner with the law firm Sidley & Austin in 1978.
He was General Counsel of AT&T from 1986 to 1998.
Directorships of listed companies (past three years) and other directorships/appointments:
Director, Helmerich & Payne Corporation (from 1989). Other: Director, The Duchossois Group (from 2011)
and State Farm Automobile Insurance (from 2004).
37
Nora L Scheinkestel
Age 55 LLB (Hons), PhD, FAICD
Margaret L Seale
Age 54 BA, FAICD
Steven M Vamos
Age 57 BEng (Hons)
John D Zeglis
Age 68 BSc Finance, JD Law (Harvard)
SENIOR
MANAGEMENT
TEAM
In 2015 we made some changes
to our senior management team
and corporate structure.
We appointed Warwick Bray to the
role of Chief Financial Officer in May,
following Andrew Penn’s appointment
as CEO. Warwick’s previous role was
Group Managing Director, Products
with responsibility for our mobile, fixed,
NBN and Wi-Fi products. He brings more
than 25 years of global experience in
finance, strategy, telecommunications
and business development and a
deep understanding of the worldwide
telecommunications industry.
We also integrated our Business
Support & Improvement (BS&I) business
unit into other parts of the company.
BS&I, led by Robert Nason was created
in 2010 to solve a number of specific
cross-company issues Telstra was
facing at the time. Since then, we have
delivered productivity gains, our NPS
score has improved significantly and
we have established tools, processes
and programs to help us simplify the
business, which provided the opportunity
to integrate the unit.
Earlier this year, Robert decided to retire
after championing this productivity and
customer advocacy agenda across Telstra.
He will remain until October 2015 to help
manage the transition of work into our
other business units.
We made some changes to our
International team to ensure we
continue our focus on this strategically
important part of our business and
maintain our momentum. Tim Chen,
President of Telstra International, will
leave Telstra at the end of the calendar
year however he will continue as the
Chairman of Autohome. Tim has played
a fundamental role for International
as we have developed our relationships
and capabilities in Asia. His contribution
to navigating our growth paths in the
region and in China position us well
for the future success.
Cynthia Whelan will take on the role of
Group Executive of Telstra International
in an acting capacity.
38
Andrew Penn
Chief Executive Officer
Mr Penn became Chief Executive Officer
in May, 2015.
Prior to his appointment as Chief Executive,
Andrew led the Finance and Strategy and
International teams as Chief Financial
Officer and Group Executive International.
Gordon Ballantyne
Group Executive, Telstra Retail
Telstra Retail brings together Telstra’s core
domestic activities covering consumer,
business, sales and marketing, fixed and
mobiles, our National Broadband Network
and media products, and our Telstra
Health™ business.
Warwick Bray
Chief Financial Officer
The Finance and Strategy team is
responsible for corporate planning and
strategy, accounting and administration,
treasury, risk management and assurance,
corporate security, investor relations,
capital planning and delivery, billing and
credit management, procurement and
supply chain and mergers and
acquisitions.
Tracey Gavegan
Group Executive, Human Resources
Human Resources is responsible for
organisational effectiveness and capability,
talent and succession management,
implementation of people and culture
initiatives, leadership development,
health, safety and environment,
workplace relations and all employment
and remuneration policies and practices
that work towards making Telstra a great
place to work and its people a source
of competitive advantage.
Stuart Lee
Group Executive, Telstra Wholesale
Telstra Wholesale is responsible for
telecommunication products and services
delivered over Telstra networks and
associated support systems to non-Telstra
branded carriers, carriage service providers
and internet service providers as well
as NBN Co. Telstra Wholesale also buys
services from NBN Co and other carriers
on behalf of the whole company.
Kate McKenzie
Chief Operations Officer,
Telstra Operations
Telstra Operations is responsible
for the planning, design, engineering,
construction, operation, maintenance,
service installation and restoration of
Telstra’s networks and information
technology. The group is also responsible
for the company’s innovation portfolio,
encouraging company-wide innovation
and creation of new service opportunities.
Carmel Mulhern
Group General Counsel,
Telstra Legal Services
Telstra Legal Services provides operational
and strategic legal support and advice
to the Board and across the company,
including on corporate governance and
compliance, contracts, consumer law,
mergers and acquisitions, regulatory
issues and dispute resolution.
Brendon Riley
Group Executive,
Global Enterprise and Services
Global Enterprise and Services provides
enterprise and Government customers
in Australia and around the world with
leading networks, advanced products
and solutions, together with supporting
services to enable the connected business
world. It is also responsible for incubating
Telstra Software Group, a new division
focused on intelligent video solutions for
the personalised TV world, and muru-D®
a start-up accelerator supporting the
next generation of entrepreneurship.
Tony Warren
Group Executive, Corporate Affairs
Corporate Affairs is responsible
for Telstra’s internal and external
communications, government relations,
regulatory affairs and sustainability
(including the Telstra Foundation®).
Cynthia Whelan
Acting Group Executive,
Telstra International
International is responsible for developing
Telstra operations and activities outside
of Australia to deliver on the company
strategy. This includes identifying growth
opportunities in target markets, with a
particular focus on Asia.
Senior Management Team_
_Telstra Annual Report 2015
Andrew Penn
Gordon Ballantyne
Warwick Bray
Tracey Gavegan
Stuart Lee
Kate McKenzie
Carmel Mulhern
Brendon Riley
Tony Warren
Cynthia Whelan
Timothy Chen
Robert Nason
39
GOVERNANCE
AT TELSTRA
Our governance framework plays
an integral role in supporting
our business and helping us
deliver on our strategy.
It provides the structure through which
our strategy and business objectives are
set, our performance is monitored, and
the risks we face are managed. It includes
a clear framework for decision making
and accountability across our business
and provides guidance on the standards
of behaviour we expect of each other.
We are committed to excellence in
corporate governance, transparency
and accountability. This is essential
for the long term performance and
sustainability of our company, and to
protect and enhance the interests of our
shareholders and other stakeholders.
We regularly review our governance
arrangements, to reflect developments
in market practice, expectations and
regulation as appropriate. We comply
with the third edition of the ASX
Corporate Governance Principles
and Recommendations.
This section provides an overview of
our shareholder engagement initiatives
and our Board and its operating rhythm,
as well as some of the other important
elements of our governance framework.
Our full corporate governance statement,
which provides detailed information
about governance at Telstra, is available
on our website at telstra.com/governance.
Our governance
framework includes:
• open, clear and timely
communications with
our shareholders
• a skilled, experienced,
diverse and independent
Board, with a Board
Committee structure
suited to our needs
• clear delegation, decision
making and accountability
frameworks
• robust systems of
risk management and
assurance
• Telstra Values, Code
of Conduct and policy
framework which define
the standards of
behaviour we expect
of each other as we
deliver on our purpose
and achieve our strategy.
Shareholders
Telstra Board
Remuneration
Committee
Audit & Risk
Committee
Nomination
Committee
Chief Executive Officer
Our People
40
_Telstra Annual Report 2015
2014 Annual General Meeting
Engaging with our shareholders
We value a direct, two-way dialogue
with our shareholders and investors
about our company. We believe it is
important not only to provide relevant
information as quickly and efficiently as
possible (recognising the importance of
meeting our continuous disclosure and
other legal obligations to the market),
but also to listen to and understand
their perspectives and respond to
their feedback.
We have a number of initiatives in
place to promote effective communication
with our shareholders and investors,
and to encourage participation at our
shareholder meetings. During FY15
these included:
• Retail shareholder information
briefings – as we have done in recent
years, before our 2014 Annual General
Meeting (AGM) we held four retail
shareholder information briefings
with the CEO and/or CFO. Briefings were
held in Sydney, Melbourne, Perth and
Adelaide and attended by about 1,000
retail shareholders. We intend to hold
similar briefings again this year ahead
of our 2015 AGM
• Encouraging questions in advance of
our AGM – we encouraged shareholders
to provide us with their questions
ahead of our 2014 AGM, consistent
with our approach in previous years,
and we received more than 1,300
questions and comments. This helped
us understand shareholder issues and
concerns and enabled us to address
the key areas of shareholder feedback
• Investor briefings – we held various
briefings for investors during the year,
including our April 2015 Investor day on
growth through network and product
differentiation, which provided investors
with insights into our mobiles business,
our networks, security and innovation
• Electronic communications – we
continued to encourage shareholders
to provide us with their email addresses
so we could communicate with them
electronically. We utilised electronic
communications to inform shareholders
about events and matters relevant to
our company, such as the appointment
of our new CEO, our strategy to improve
customer advocacy and our April 2015
investor event
• Webcasting important company
events – we webcast important events
such as our financial results briefings,
our AGM and other investor events
discussing the performance and
strategy of our business.
Following shareholder feedback and
consistent with our capital management
framework, in February 2015 we also
announced the reactivation of our
Dividend Reinvestment Plan for our
shareholders.
The Board
The Board actively seeks to
ensure it has an appropriate mix
of diversity (including gender
diversity), skills, experience and
expertise to enable it to discharge
its responsibilities effectively
and to be well equipped to help
our company navigate the range
of opportunities and challenges
we face.
Composition
As at the date of this report, we have
11 Directors on the Board, comprising
10 non-executive Directors and the CEO.
With the exception of the CEO, all our
Directors are non-executive Directors
and have been determined by the Board
to be independent. Details of the Directors
can be found in the Board of Directors
section of this report.
The Board has identified the set of skills,
experience and expertise it currently
has and is looking to achieve in its
membership, reflecting areas particularly
relevant to the three pillars of our strategy
(improve customer advocacy, drive
value from the core and build new
growth businesses), as well as other
areas of general relevance to the
composition of our Board. The Board
reviews this on a regular basis and it
helps the Board identify areas of focus
and to maintain an appropriate and
diverse mix in its membership.
During FY15, one new non-executive
Director, Peter Hearl, was appointed to
the Board. The Board considered it would
benefit from additional experience in
the area of building customer advocacy.
Mr Hearl brings considerable experience
from industries including consumer goods
and energy, and in building customer
advocacy for brands. He was appointed to
the Board in August 2014 and was elected
by shareholders at our 2014 AGM.
Directors also welcomed Andrew Penn to
the Board as Managing Director on 1 May
2015, when he became our CEO following
David Thodey’s retirement as CEO and as
a Director on 30 April 2015.
For FY15, the Board’s measurable
objective about Board diversity was that
there would be at least three women on
the Board, representing a female gender
representation among non-executive
Directors of at least 30 per cent. As at
30 June 2015, there were three female
Directors on the Board (including the
Chairman of the Board and Chairman of
the Audit & Risk Committee), representing
a female gender representation among
non-executive Directors of 30 per cent.
For FY16, the Board has maintained its
diversity objective, with an additional
aspiration to achieve 40 per cent female
representation among non-executive
Directors by 2020.
The Board has three standing
Committees – the Audit & Risk Committee,
the Remuneration Committee and the
Nomination Committee. Together they
play a significant role by focusing in
more detail on specific areas of our
operations and governance framework,
which assists in strengthening the
Board’s oversight of Telstra.
41
Governance at Telstra_
Board operating rhythm
The Board has an established Board
cycle, which provides a high level overview
of items to be considered over a 12 month
period. Its key purpose is to link the Board
program with strategic and operational
priorities and to ensure the Board devotes
appropriate time to consideration of
the various dimensions of our business
across the cycle. The items covered
across the cycle include matters ranging
from implementation of our strategy,
performance against our corporate plan,
the status of our material business risks
and matters requiring Board approval,
to matters relating to our people, culture
and governance framework. The Board
cycle is reviewed on an ongoing basis
to ensure it reflects the current needs
of the Board and the business.
Some of the activities and areas of focus
of the Board during FY15 included:
• in depth consideration of our strategy
over the short, medium and longer term
• a Board visit to our overseas operations
in Hong Kong and the Philippines in
April 2015. The Directors met with our
people, customers and stakeholders
and it provided the Board with valuable
insight into our operations in Asia, as
well as aspects of our customer service
initiatives and new growth businesses
• selecting and appointing our new CEO,
Andrew Penn, and overseeing his smooth
transition into the role.
Managing our risks
Understanding and managing
our risks is part of how we work.
It helps us meet our business
objectives and our legal and
regulatory obligations, and
to make better decisions
and act ethically in the best
interests of Telstra Group and
our shareholders.
We have a risk management framework
in place that provides the foundations
and organisational arrangements for
how we manage risks across the Group.
The framework aligns with ISO 31000:2009,
the International Standard for risk
management, and consists of a set of
components for designing, implementing,
monitoring, reviewing and continually
improving risk management at Telstra.
The objective is for our risk management
framework to be embedded within our
governance, strategic decision-making,
business activities, operations and culture.
42
Telstra’s Risk Management Framework
MANDATE & COMMITMENT
D ESIGN
RISK MANAGEMENT
PROCESS
Establish the context
Identify
Analyse
Evaluate
Treat
E
V
O
R
P
M
I
T
L
U
S
N
O
C
&
E
T
A
C
N
U
M
M
O
C
I
M
O
N
I
T
O
R
&
R
E
V
E
W
I
I
M
P
L
E
M
E
N
T
MONITOR & R E V I E W
PEOPLE | CULTURE | TOOLS | TECHNOLOGY
The framework is designed, implemented and reviewed via our ‘three lines of defence’
accountability model, which comprises the following:
• First Line – business stakeholders and operational management who are responsible
for identifying, assessing and managing their risks
• Second Line – the Chief Risk Office, and risk management teams in the business units,
who are responsible for risk and compliance frameworks, oversight and monitoring
• Third Line – our Group Internal Audit function, who are responsible for providing
independent assurance on governance, risk management and internal control processes.
One of the core components of our framework is the risk management process
which provides the business with a process for assessing our risks. Through this risk
management process, we identify, monitor and report on risks to the achievement of
our plans and objectives. The risk management process is inclusive of all types of risks
from internal and external sources, including strategic, operational, financial, regulatory,
and sustainability risks.
A summary of our material business risks (including any material exposure to
economic, environmental and social sustainability risks), their key drivers and our plans
to manage them is provided in the Strategy and Performance section of this report.
Our material business risks, which are strategic in nature and can have a material
impact on the achievement of our strategic growth objectives and future financial
prospects, are monitored for changes in their exposure and are reported to the Board
during the course of the financial year, along with their related controls and treatment
plans. Our principal risk exposures, which are operational in nature, are monitored and
reported to our Management Risk Committee and the Audit & Risk Committee.
Also core to our framework are the activities we undertake to monitor and review
its design and implementation. We conduct reviews and self-assessments of our
framework across the enterprise, and report the results to our Management Risk
Committee and the Audit & Risk Committee. We use the results of those reviews,
as well as recommendations from Group Internal Audit, our third line of defence, to
identify and implement opportunities for improving our framework. In respect of FY15,
the Audit & Risk Committee has reviewed Telstra’s risk management framework and
satisfied itself that it continues to be sound.
Governance at Telstra_
_Telstra Annual Report 2015
Acting ethically and responsibly
OUR PURPOSE
Why we exist
OUR STRATEGY
Where we are going
What we are going to do
OUR VALUES
What we stand for
How we do things
Our Telstra Values
Show
you care
Better
together
Trust each
other to
deliver
Make the
complex
simple
Find your
courage
Our purpose is to create a
brilliant connected future for
everyone. Our Telstra Values,
together with our Telstra Group
Code of Conduct and policy
framework, define the standards
of behaviour that we expect of
each other as we deliver on our
purpose and achieve our strategy.
Our values express what we stand
for and are core to our business. As a
values-led organisation, our values
shape our people’s decisions and
actions. They guide how we work together.
We align everything we do with them.
Our Code of Conduct and policy
framework
Our Code of Conduct and policy
framework underpin our Telstra Values.
Together they set out, in more detail,
the standards of behaviour we expect of
our people. They define our commitment
to good corporate governance, responsible
business practice, our customers, our
workforce, the communities in which
we operate and the environment.
They also provide the structure through
which we maintain compliance with
our legal obligations.
Our governance framework includes
elements that address the following
key areas. These are central to how we
promote good governance, and ethical
and responsible behaviour:
Our people and our community
• Health and safety – recognising our
commitment to the health, safety and
wellbeing of our staff, contractors and
community. In addition to highlighting
the importance of caring about health
and safety, it sets out our commitment
to providing a safe and healthy
workplace and our expectations of
our staff, contractors and suppliers.
• Diversity – setting out our strategy
and principles in relation to diversity.
This provides the framework for the
establishment of our diversity measurable
objectives, and monitoring and reporting
on diversity matters across Telstra.
• Discrimination and bullying – aiming
• Whistleblowing – providing an
to ensure that we have a workplace free
of all forms of unlawful discrimination,
harassment, bullying and victimisation.
• Sustainability – seeking to manage our
business to produce an overall positive
impact for our customers, employees,
shareholders, the wider community and
other stakeholders, while minimising
our environmental impacts.
Our customers
• Privacy – setting out our commitment
to the protection of our customers’
personal information. This outlines
how we protect customer personal
information, how and why we collect
it, how we may use and disclose it,
how we keep it secure and accurate,
and how customers may access their
personal information.
Good corporate governance and
responsible business practice
• Anti-bribery and anti-corruption –
aiming to ensure we comply with all
applicable anti-bribery and anti-corruption
laws. We also seek to ensure that gifts,
prizes and hospitality are not given or
accepted in inappropriate circumstances,
including where the offering or acceptance
may (or may be perceived to) compromise
independence or be construed as a bribe.
• Conflicts of interest and outside
activities – helping our employees
and contractors understand what
would be a conflict of interest, how
to avoid actual, potential or apparent
conflicts of interest, and how to
manage them if a conflict arises.
avenue for anyone to report suspected
unethical, illegal or improper behaviour.
Our whistleblowing process is supported
by an independent service provider and
all disclosures are treated confidentially
and can be made anonymously.
• Securities trading – setting out the
rules and restrictions relating to buying,
selling and otherwise dealing in Telstra
securities by our Directors, CEO, senior
management, specified other employees
and their closely related parties, through
a trading windows approach.
• Market disclosure – outlining
responsibilities and the process for
the approval of our ASX announcements,
including where Board approval is
required, as well as the role of our
CEO, CFO and Continuous Disclosure
Committee in relation to disclosure
matters. We aim to ensure that we
provide our shareholders, investors
and the financial community with
appropriate and timely information
while ensuring we fulfil our statutory
reporting obligations under the
Corporations Act and the ASX Listing
Rules.
• Social media – providing guidance
to employees and contractors who
use social media, either as part of
their job or in a personal capacity,
about our expectations when they
talk online about us, our products and
services, our people, our competitors
and/or other business related
individuals or organisations.
43
DIRECTORS’
REPORT
In accordance with a resolution of the Board, the Directors present
their report on the consolidated entity (Telstra Group) consisting
of Telstra Corporation Limited (Telstra) and the entities it
controlled at the end of, or during the year ended, 30 June 2015.
Financial comparisons used in this report are of results for the
year ended 30 June 2015 compared with the year ended 30 June
2014.
The historical financial information included in this Directors’
Report has been extracted from the audited Financial Report on
pages 70 to 174 of the Annual Report accompanying this Directors’
Report.
Principal activity
Our principal activity during the financial year was to provide
telecommunications and information services for domestic and
international customers. There has been no significant change in
the nature of this activity during the year.
Review and results of operations
Information on the operations and financial position for the
Telstra Group is set out in our Operating and Financial Review
(OFR), consisting of Our Business, The Year at a Glance, Chairman
and CEO Message, Strategy and Performance and Full Year
Results and Operations Review on pages 2 to 26 of this Annual
Report.
Dividends
On 13 August 2015, the Directors resolved to pay a final fully
franked dividend of 15.5 cents per ordinary share ($1,894 million),
bringing dividends per share for financial year 2015 to 30.5 cents
per share. The record date for the final dividend will be 27 August
2015, with payment being made on 25 September 2015. Shares
will trade excluding entitlement to the dividend on 25 August
2015.
The Dividend Reinvestment Plan (DRP) remained suspended with
respect to the interim dividend for the financial year 2015. The
Board has determined that the DRP will operate for the final
dividend for financial year 2015 to be paid in September 2015. The
election date for participation in the DRP is 28 August 2015.
Dividends paid during the year were as follows:
Fully
franked
dividend
per
share
Total
dividend
($ million)
Date
resolved
Date
paid
14 Aug
2014
26 Sept
2014
15.0
cents
12 Feb
2015
27 March
2015
15.0
cents
1,866
1,833
Dividend
Final dividend for
the year ended
30 June 2014
Interim dividend
for the year ended
30 June 2015
Capital management
On 6 October 2014, Telstra announced the completion of an off-
market share buy-back pursuant to which 217,418,521 shares,
representing 1.75 per cent of Telstra's issued share capital, were
purchased off-market and cancelled. These shares were bought
back at a price of $4.60 for an aggregate consideration of $1billion.
This represented a discount of 14 per cent to the Telstra market
price of $5.34 (volume weighted average price of Telstra ordinary
shares over the five trading days up to and including the closing
date of 3 October 2014).
Significant changes in the state of affairs
There were no significant changes in the state of affairs of our
company during the financial year ended 30 June 2015.
Business strategies, prospects and likely developments
The OFR sets out information on the business strategies and
prospects for future financial years, and refers to likely
developments in Telstra's operations and the expected results of
those operations in future financial years (see Our Business, The
Year at a Glance, Chairman and CEO Message, Strategy and
Performance and Full Year Results and Operations Review on
pages 2 to 26 of this Annual Report). Information in the OFR is
provided to enable shareholders to make an informed assessment
of the business strategies and prospects for future financial years
of the Telstra Group. Detail that could give rise to likely material
detriment to Telstra (for example, information that is
commercially sensitive, is confidential or could give a third party a
commercial advantage) has not been included. Other than the
information set out in the OFR, information about other likely
developments in Telstra's operations and the expected results of
these operations in future financial years has not been included.
Events occurring after the end of the financial year
Apart from the final dividend for financial year 2015 and the DRP
operating in respect of that dividend, the Directors are not aware
of any matter or circumstance that has arisen since the end of the
financial year, that, in their opinion, has significantly affected, or
may significantly affect in future years, Telstra’s operations, the
results of those operations or the state of Telstra’s affairs.
Details of Directors and executives
Changes to the Directors of Telstra Corporation Limited during the
financial year and up to the date of this report were:
• Peter R Hearl was appointed as a non-executive Director
effective 15 August 2014
• Andrew R Penn was appointed as Chief Executive Officer and
Managing Director effective 1 May 2015
• David I Thodey retired as Chief Executive Officer and Managing
Director effective 30 April 2015. He commenced in the role from
19 May 2009. Mr Thodey (BA, FAICD) joined Telstra in April 2001
as Group Managing Director of Telstra Mobiles. From
December 2002 to May 2009 he was Group Managing Director
Telstra Enterprise and Government where he was responsible
for the Company's corporate, government and large business
customers in Australia, TelstraClear in New Zealand and
Telstra's International sales division.
44
Telstra Corporation Limited and controlled entities
Directors’ Report
_Telstra Annual Report 2015
Information about our Directors and senior executives is provided
as follows:
• names of our current Directors and details of their
qualifications, experience, special responsibilities, periods of
service and directorships of other listed companies are given in
the Board of Directors section on pages 36 to 37of this Annual
Report
• details of Director and senior executive remuneration are set
out in the Remuneration Report on pages 48 to 67 which forms
part of this Directors’ Report.
Details of Directors’ shareholdings in Telstra are shown in the
table below:
(a) Directors’ shareholdings in Telstra
As at 13 August 2015
Director
Catherine B Livingstone
Andrew R Penn
Geoffrey A Cousins
Peter R Hearl
Russell A Higgins
Chin Hu Lim
John P Mullen
Nora L Scheinkestel
Margaret L Seale
Steven M Vamos
John D Zeglis
David I Thodey(2)
Number of shares held(1)
170,000
394,979
101,765
45,000
88,404
10,000
26,159
84,154
212,500
40,000
103,993
4,668,739
(1) The number of shares held refers to shares held either directly or indirectly by
Directors as at 13 August 2015. Shares in which the Director does not have a relevant
interest, including shares held by the Directors’ related parties (including relatives), are
excluded. Refer to the Remuneration Report (Table 5.8) for total shares held by
Directors, representing those shares held directly, indirectly and beneficially as at 30
June 2015. For Margaret Seale includes 175,000 shares held by a related party in which
she has relevant interest.
(2) The number of shares disclosed is the number held as at the date of cessation as a
Director.
Board and Committee meeting attendance
Details of the number of meetings held by the Board and its
Committees during financial year 2015, and attendance by Board
members, are set out below:
Board
Remuneration
C B Livingstone
A R Penn(2)
G A Cousins
P R Hearl(3)(4)
R A Higgins
C H Lim
J P Mullen
N L Scheinkestel
M L Seale
S M Vamos
J D Zeglis
D I Thodey(5)
Total number of meetings held during the year
Column a: number of meetings held while a member.
Column b: number of meetings attended.
(1) Committee meetings are open to all Directors to attend. Where a Director has attended a meeting of a Committee of which he or she was not a member, this is indicated by ( ).
(2) Appointed as Chief Executive Officer and Managing Director effective 1 May 2015.
(3) Appointed as non-executive Director effective 15 August 2014.
(4) Appointed as a member of the Nomination Committee effective 11 February 2015 and as a member of the Remuneration Committee effective 4 February 2015.
(5) Retired as Chief Executive Officer and Managing Director effective 30 April 2015.
11
8
6
7
b
7
(1)
6
2(1)
(1)
-
7
(1)
(1)
7
(1)
(5)
Audit & Risk
b
a
5
6
(1)
-
(1)
-
-
-
6
6
(1)
-
-
-
6
6
6
6
-
-
-
-
(5)
-
Committees (1)
Nomination
b
a
8
8
-
-
8
8
3
3
(7)
-
(7)
-
8
8
(7)
-
(7)
-
8
8
(7)
-
-
-
a
11
2
11
9
11
11
11
11
11
11
11
9
b
11
2
11
9
11
11
11
10
11
11
11
9
a
7
-
7
3
-
-
7
-
-
7
-
-
Telstra Corporation Limited and controlled entities
45
Directors’ Report
Company Secretary
(a) Damien Coleman B Ec, LLB (Hons), FCIS
Damien Coleman was appointed Company Secretary of Telstra
Corporation Limited effective 1 January 2012.
Mr Coleman joined Telstra in 1998 and has served in senior legal
roles across the company, including in Sensis, Mergers and
Acquisitions and Telstra Operations. Most recently, he was
General Counsel, Finance and Administration, Office of the
Company Secretary and National Broadband Network (NBN). In
that role he was responsible for Telstra’s continuous disclosure
compliance and all legal aspects of the Annual Report preparation
and Annual General Meeting, as well as annual financial results
announcements. Mr Coleman also played a key role in the
negotiation of the Definitive Agreements for Telstra’s participation
in the rollout of the NBN. Before joining Telstra, Mr Coleman was a
senior lawyer at a leading Australian law firm. He holds a Bachelor
of Economics and a Bachelor of Laws (Hons) from the Australian
National University.
Directors’ and officers’ indemnity and insurance
(a) Constitution
Telstra’s constitution provides for it to indemnify each officer, to
the maximum extent permitted by law, for any liability and legal
costs incurred as an officer of Telstra or a related body corporate.
If one of Telstra’s officers or employees is asked by Telstra to be a
director or other officer of a company that is not related to it,
Telstra’s constitution provides for it to indemnify the officer or
employee for any liability he or she incurs. This indemnity applies
only if the liability was incurred in the officer’s or employee’s
capacity as an officer of that other company. This indemnity is to
the maximum extent permitted by law, as if that liability had been
incurred in the capacity as an officer of Telstra. Telstra’s
constitution also allows it to indemnify employees and outside
officers in some circumstances. The terms "officer", "employee"
and "outside officer" are defined in Telstra’s constitution.
(b) Deeds of indemnity in favour of directors, officers and
employees
Telstra has also executed deeds of indemnity in favour of
(amongst others):
• Directors of Telstra (including past Directors)
• secretaries and senior managers of Telstra and directors,
secretaries and senior managers of Telstra’s wholly owned
subsidiaries (other than Telstra Super Pty Ltd)
• directors, secretaries and senior managers of a related body
corporate of Telstra (other than a wholly owned subsidiary)
while the director, secretary or senior manager was also an
employee of Telstra or a director or employee of a wholly owned
subsidiary of Telstra (other than Telstra Super Pty Ltd)
the officers listed above (other than Telstra Directors) and
certain employees of Telstra or a related body corporate of
Telstra who are appointed as directors or secretaries of a
company which is not a related body corporate of Telstra, at the
request of Telstra
•
• certain employees of non-wholly owned subsidiaries of Telstra
who are appointed as directors of such non-wholly owned
subsidiaries at the request of Telstra.
Each of these deeds provides an indemnity as permitted under
Telstra’s constitution and the Corporations Act 2001
(Corporations Act). The term “senior manager” is defined in the
Corporations Act. The deeds in favour of Directors of Telstra also
give Directors certain rights of access to Telstra’s books and
require it to maintain insurance cover for the Directors.
Telstra has also executed a deed of indemnity in favour of certain
employees (including certain officers) in respect of liabilities and
legal costs that may be incurred as part of the NBN transaction.
The indemnity is to the maximum extent permitted by law and is
subject to the employee performing his or her duties, such as
acting in good faith and complying with all applicable laws.
Telstra also has in place other indemnities that have been granted
in the past (and disclosed in previous Directors’ Reports) that are
ongoing but relate to matters that Telstra considers historical.
(c) Directors’ and officers’ insurance
Telstra maintains directors' and officers' insurance policies that,
subject to some exceptions, provide worldwide insurance cover to
past, present and future directors, secretaries and officers and
certain employees of Telstra and its subsidiaries. Telstra has paid
the premiums for the policies. The directors' and officers'
insurance policies prohibit disclosure of the premiums payable
under the policies and the nature of the liabilities insured.
Environmental regulation and performance
Information on Telstra's environmental and sustainability
performance is included in the Sustainability section on pages 27
to 34 of this Annual Report and on the Telstra website.
Telstra, as a minimum, seeks to be compliant with all applicable
environmental laws and regulatory permissions relevant to its
operations. Where instances of non-compliance may occur,
Telstra has procedures requiring that internal investigations are
conducted to determine the cause of the non-compliance and to
ensure that any risk of recurrence is minimised. Telstra
procedures further require that the relevant governmental
authorities are notified of any environmental incidents (where
applicable) in compliance with statutory requirements.
Telstra has not been prosecuted for, or convicted of, any
significant breaches of environmental regulation during the
financial year. On 6 July 2015, Telstra received an infringement
notice penalty of $8,538 for contravention of the Environmental
Protection Act 1994 (Qld) as a result of a diesel spill from a fuel
storage tank at a Telstra site in Cape Kimberly that occurred in
April 2015. Telstra subsequently undertook clean up work to
remediate the site.
In Australia, Telstra is subject to the reporting requirements of
both the Energy Efficiency Opportunities Act 2006 and the
National Greenhouse and Energy Reporting Act 2007.
On the 4th September 2014, the Commonwealth Government
repealed the Energy Efficiency Opportunities Act 2006. The repeal
applied retrospectively effective from 29 June 2014. Telstra has
no outstanding reporting obligations relating to this legislation.
The Commonwealth National Greenhouse and Energy Reporting
Act 2007 requires Telstra to report its annual Australian
greenhouse gas emissions, energy consumption and energy
production. Telstra has implemented systems and processes for
the collection and reporting of data and has, in accordance with
our obligations, reported to the Clean Energy Regulator on an
annual basis. The next report is due on 31 October 2015 and will
again be supported with an independent assurance audit to a
reasonable assurance standard.
46
Telstra Corporation Limited and controlled entities
Directors’ Report
_Telstra Annual Report 2015
A copy of the Board resolution granting approval has been lodged
with ASIC in accordance with section 324DAC of the Corporations
Act. This is available from the corporate governance section of our
website (www.telstra.com/governance). The statutory disclosures
required under section 300(11AA) of the Corporations Act in
relation to this approval will appear in the Directors' Report for
financial year 2016, being the year in which Mr Ferguson will play
a significant role in the audit of the Company in reliance on the
approval granted under section 324DAA of the Corporations Act.
Non-audit services
During financial year 2015, Telstra’s auditor, Ernst & Young (EY),
has been employed on assignments additional to its statutory
audit duties. Details of the amounts paid or payable to EY for audit
and non-audit services provided during the year are detailed in
note 8 to the financial statements.
The Directors are satisfied, based on advice provided by the Audit
& Risk Committee, that the provision of non-audit services during
financial year 2015 is consistent with the general standard of
independence for auditors imposed by the Corporations Act and
that the nature and scope of each type of non-audit service
provided did not compromise the auditor independence
requirements of the Corporations Act for the following reasons:
• all EY engagements, including non-audit services, were
approved in accordance with the external auditor services
policy adopted by the Company and subject to confirmation by
both management and EY that the provision of these services
does not compromise auditor independence
the external auditor services policy clearly identifies prohibited
services, which include reviewing or auditing the auditor’s own
work or EY partners or staff acting in a managerial or decision-
making capacity for Telstra
fees earned from non-audit work undertaken by EY are capped
at 1.0 times the total audit and audit related fees
the provision of non-audit services by EY is monitored by the
Audit & Risk Committee via periodic reporting to the Audit &
Risk Committee.
•
•
•
A copy of the auditor’s independence declaration is set out in the
Auditor’s Independence Declaration to the Directors of Telstra
Corporation Limited on page 68 and forms part of this report.
Auditor
On 11 February 2015, the Board granted approval under section
324DAA of the Corporations Act for Mr Stephen John Ferguson to
continue, as lead auditor, to play a significant role in the audit of
the Company for one additional successive financial year, being
the financial year ending 30 June 2016. The approval was granted
in accordance with a recommendation from the Audit & Risk
Committee which was satisfied the approval:
•
is consistent with maintaining the quality of the audit provided
to the Company
• would not give rise to a conflict of interest situation (as defined
in section 324CD of the Corporations Act).
Reasons supporting this decision include:
• Mr Ferguson’s appointment as lead auditor for Telstra
occurred during the second half of FY2011 and whilst he had
full carriage of the audit in relation to Telstra’s FY2011
reporting, in practical terms he has been involved in the audit
for only approximately 4 calendar years
the Audit & Risk Committee has been satisfied with the quality
of Ernst & Young and Mr Ferguson’s work as auditor
the Company maintains, and will continue to maintain, robust
auditor independence policies and controls to ensure the
independence of the auditor is maintained.
•
•
Telstra Corporation Limited and controlled entities
47
REMUNERATION
REPORT
Executive Summary
Key changes in FY15
This report details the remuneration framework and
outcomes for Key Management Personnel (KMP) of the
Telstra Group for the year ended 30 June 2015 (FY15).
Our aim in preparing this report is to enable you, our
shareholders and interested stakeholders, to understand
the links between remuneration, company strategy and
Telstra’s performance, and the framework we have in place
to provide effective governance over remuneration at Telstra.
To support this we have sought to provide a comprehensive
overview of our performance and remuneration outcomes,
including additional voluntary disclosures, as well as a
summary of our governance practices.
The report has been prepared in accordance with section
300A of the Corporations Act 2001 (Corporations Act).
The information in this report has been audited as required
by section 308(3C) of the Corporations Act.
Remuneration outcomes in FY15
The overall structure and philosophy of Telstra’s approach
to remuneration remained consistent throughout FY15.
Telstra continued to perform well in FY15 across key measures,
including fi nancial results, growth and customer service.
Our remuneration philosophy is based on linking fi nancial
rewards directly to employee contributions and company
performance. The remuneration outcomes for FY15 therefore
refl ect the strong performance of the business and the value
created for shareholders over the past four years.
THE KEY OUTCOMES UNDER
OUR INCENTIVE PLANS THIS YEAR WERE
Short term
incentives
Long term
incentives
Senior Executives received an average
of 61.0% of the maximum opportunity
available based on the assessment
of fi nancial, customer advocacy and
individual performance.
The FY13 LTI plan was tested on 30 June 2015.
The outcome was that 85.5% of the maximum
opportunity vested as Restricted Shares.
The results of the two plan measures were
that the Telstra Relative Total Shareholder
Return (RTSR) ranked at the 72nd percentile
of the comparator group and Telstra achieved
a Free Cash Flow Return on Investment (FCF
ROI) outcome of 20.5%, which exceeded the
target of 19.3% for the FY13 LTI plan. The value
of these Restricted Shares refl ects the fact that
Telstra’s share price increased by more than
66% over the three year performance period.
During the year there were signifi cant changes to our Senior
Executive team, with the Chief Executive Offi cer (CEO) announcing
his retirement, appointment of a new CEO and a new Chief
Financial Offi cer (CFO), and the Group Executive (GE) Business
Support and Improvement (BS&I) announcing his retirement.
In FY15 Telstra also reviewed its non-executive Director fees
relative to the ASX20.
The remuneration implications of these changes are:
• Since David Thodey ceased to be CEO on 30 April 2015, he has
continued to receive his ordinary fi xed remuneration throughout
his six month notice period which ends on 21 August 2015.
Upon ceasing employment Mr Thodey will receive his accrued
statutory entitlements. He will receive a cash STI payment of
$3,402,600 based on actual company performance and individual
performance at target for FY15. For FY16, he will receive a pro rata
STI payment of $377,534 up to 21 August 2015 based on
performance at target. These are both in accordance with the STI
plan policy. The Board exercised its discretion to permit Mr Thodey
to retain 274,083 of the 939,716 performance rights allocated to
him under the FY15 LTI plan. He will also receive his entitlements
under the FY12, FY13 and FY14 LTI plans. All of these are subject
to the original performance conditions and restriction periods
of the relevant plan terms. He will forfeit half of his FY14 STI
Restricted Shares (62,432 shares) consistent with the plan rules.
• Andrew Penn commenced in the role of CEO on 1 May 2015.
His reported remuneration includes 10 months where he held
the role of CFO and GE International and two months as CEO.
Mr Penn’s fi xed remuneration as CEO of $2,325,000 was set
between the 25th percentile and median of the ASX20 which
the Board considered appropriate for a new CEO, with maximum
annual STI and LTI opportunities set at 200 per cent of fi xed
remuneration respectively.
• Warwick Bray was appointed CFO effective 1 May 2015, moving
from the role of Group Managing Director Products. Mr Bray’s
fi xed remuneration as CFO of $1,100,000 was set between the
25th percentile and median of the ASX20 which the Board
considered appropriate for a new CFO, with maximum annual
STI and LTI opportunities set at 200 per cent and 160 per cent
of fi xed remuneration respectively.
• Robert Nason announced his retirement from the role of
GE BS&I on 17 April 2015. Mr Nason continued in his role until
30 June 2015 and will continue to provide transition support
and other assistance within the business until his cessation date
of 30 September 2015. He will receive his accrued entitlements as
well as his entitlements under relevant incentive plans. He will
forfeit the FY15 LTI allocation and half of FY14 STI Restricted
Shares (23,768 shares) consistent with the plan rules.
• Following a review, the Board (other than the Chairman) decided
to increase the Chairman’s fee, to position it appropriately against
the ASX20. The increase was 9.9 per cent to $775,000, effective
1 October 2014. Prior to this, the last change to the Chairman’s
fee was made in 2012. No other changes were made to any of
the Committee or non-executive Director fees.
The overall structure of our Remuneration Report
remains consistent with the way in which it has been
presented for the last few years. We hope you fi nd it
helpful and informative in evaluating our performance
and the effectiveness of our governance framework.
48
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
Section
1. Remuneration snapshot
What is covered
Page
1.1
1.2
1.3
Key Management Personnel
Lists the names and roles of the Key Management Personnel whose
remuneration details are disclosed in this report.
Actual pay and benefits which
crystallised in FY15
Lists the actual crystallised pay and benefits received by Senior
Executives in FY15.
Looking forward
Provides an overview of remuneration changes proposed for FY16.
2. Setting Senior Executive remuneration
2.1
2.2
Remuneration policy, strategy and
governance
Policy and practice
2.3
Remuneration components
3. Executive remuneration outcomes
Explains Telstra’s remuneration policy and strategy, and how the
Board and Remuneration Committee make decisions, including the
use of external consultants.
Provides examples of how we implement our policy in practice,
explaining the executive remuneration mix as well as our shareholding,
trading and hedging policies.
Shows how executive remuneration is structured to support business
objectives and how it aligns with company performance, and explains
the FY15 Short Term Incentive (STI) plan and Long Term Incentive (LTI)
grants made in FY15.
3.1
3.2
3.3
3.4
Financial performance
Short Term Incentive outcomes
Long Term Incentive outcomes
Senior Executive contract details
Provides a breakdown of our performance, share price and dividends
over the past five years.
Details the STI outcomes, including payments as a percentage of the
maximum opportunity, achievement by key performance indicators
(KPI) and a comparison of payments to the previous year.
Details the LTI outcomes for plans with a performance test at 30 June
2015.
Lists the key contract terms governing the employment of Senior
Executives (including termination entitlements where relevant).
4. Non-executive director remuneration
4.1
4.2
4.3
Remuneration structure
Remuneration policy and strategy
Remuneration components
Provides details of the fee structure for Board and Committee roles.
Provides a summary of our approach to non-executive Director fees,
together with a summary of our shareholding policy for non-executive
Directors.
Describes how non-executive Directors can allocate their
remuneration between cash and superannuation components.
5. Remuneration tables and glossary
5.1 — 5.8 Remuneration tables
5.9
Glossary
1. REMUNERATION SNAPSHOT
Provides the remuneration disclosures required by the Corporations
Act and in accordance with relevant Australian Accounting Standards.
Explains abbreviations and key terms used in the Report.
49
50
50
51
51
52
54
54
55
56
56
57
57
58
67
1.1 Key Management Personnel
Telstra's KMP comprise the Directors of the company and Senior Executives. The term "Senior Executives" refers to the CEO and those
executives with authority and responsibility for planning, directing and controlling the activities of the Company and the Group, directly
or indirectly. The Senior Executives disclosed in this report are:
Name
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
David Thodey
Most recent Senior Executive role in FY15
CEO effective 1 May 2015
CFO and GE International until 30 April 2015
GE Telstra Retail
CFO effective 1 May 2015
GE Telstra Wholesale
Chief Operations Officer
GE Business Support and Improvement
GE Global Enterprise and Services
CEO until 30 April 2015
Telstra Corporation Limited and controlled entities
49
Remuneration Report
1.2 Actual pay and benefits which crystallised in FY15
The table below details actual pay and benefits for Senior
Executives who were employed as at 30 June 2015. This is a
voluntary disclosure and some of the figures in this table have not
been prepared in accordance with the Australian Accounting
Standards, as explained below.
We have continued to include this table in our remuneration report
because we believe it is helpful to assist shareholders in
understanding the cash and other benefits actually received by
Senior Executives from the various components of their
remuneration during FY15.
Our approach to presenting this table has been as follows:
• The amounts shown in this table include Fixed Remuneration,
STI payable as cash under the FY15 STI plan, as well as any
restricted STI or LTI that has been earned as a result of
performance in previous financial years but was subject to a
Restriction Period that ended in either June 2015 or August
2015. We believe that including amounts in this table, even
though they may not be paid (or the relevant Restriction Period
for equity may not end) until early FY16, is an effective way of
showing the link between executive remuneration outcomes
and the relevant performance year.
• The pay and benefits for Mr Thodey and Mr Bray are shown for
the full duration of FY15 even though they were only Senior
Executives for part of FY15. We believe this is the most effective
way to show pay and benefits actually received as they were
both employed by Telstra for the whole of FY15.
• Our sustained share price growth over the past three years has
driven much of the value in the table below. The Telstra share
price at the time of allocation for the FY12 LTI plan that will
become unrestricted on 19 August 2015 was $3.11. On 30 June
2015 the closing share price was $6.14. This increase of 97.4 per
cent is reflected in the value of the equity that will become
unrestricted, demonstrating the link between executive
remuneration and shareholder returns.
As a general principle, the Australian Accounting Standards
require the value of share-based payments to be calculated at the
time of grant and accrued over the performance period and
Restriction Period. The Corporations Act and Australian
Accounting Standards also require that pay and benefits be
disclosed for the period that a person is a Senior Executive. This
may not reflect what Senior Executives actually received or
became entitled to during FY15.
The figures in this table have not been prepared in accordance
with the Australian Accounting Standards. They provide additional
and different disclosures to Table 5.1 (which provides a
breakdown of Senior Executive remuneration in accordance with
statutory requirements and the Australian Accounting
Standards).
Name
Andrew Penn
Gordon Ballantyne
Warwick Bray (1)
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
David Thodey (1)
Fixed
Remuneration
($)
Non-
monetary
benefits ($) (2)
1,625,274
1,350,000
820,951
1,040,000
1,200,000
1,080,000
1,350,000
2,650,000
32,612
214,591
11,280
13,229
14,209
20,709
9,443
11,669
Short Term
Incentive
payable as
cash ($) (3)
1,638,696
975,038
537,961
569,205
1,181,850
1,386,720
1,337,550
3,402,600
Value of STI
Restricted
Shares that
became
unrestricted
($) (4)(5)
Value of LTI
that became
unrestricted
($)
(6)(7)(8)(9)(10)
FY15 Total ($)
489,880
423,107
274,556
361,014
366,134
356,034
387,139
913,577
296,255
-
368,400
714,518
2,345,204
2,468,630
3,085,792
7,523,170
4,082,717
2,962,736
2,013,148
2,697,966
5,107,397
5,312,093
6,169,924
14,501,016
(1) For Mr Thodey and Mr Bray we have included remuneration for the entire FY15 even though they were not Senior Executives for the full year. This is different from the statutory
disclosures in Section 5 which only reflects the period for which they were Senior Executives. The values disclosed under Fixed Remuneration, Non-monetary benefits and Short
Term Incentive payable as cash for the remaining Senior Executives are as detailed in Table 5.1.
(2) Includes the value of personal home security services provided by Telstra, provision of car parking and in the case of Gordon Ballantyne, return flight benefits to the United
Kingdom and assistance with taxation services provided under the terms of his service agreement.
(3) Amount relates to the cash component (75 per cent) of STI earned for FY15, which will be paid in September 2015. The remaining 25 per cent will be provided as Restricted
Shares. The Restriction Period for half of the shares will end on 30 June 2016 and the other half on 30 June 2017. For Mr Thodey and Mr Nason the amount reflects 100 per cent
of the STI earned as none will be deferred as per the STI policy in the event of retirement.
(4) Amount relates to the value of STI earned in prior financial years, which was provided as Restricted Shares and the Restriction Period for these shares ends on 30 June 2015.
These represent 50 per cent of the Restricted Shares relating to each of the FY13 and FY14 performance periods. Equity in this table has been valued based on the Telstra closing
share price on 30 June 2015 of $6.14.
(5) Mr Bray's Restricted Shares include an allocation from an FY12 STI Deferral plan that had a three year restriction period ending August 2015.
(6) Amount relates to Performance Rights with a final test date of 30 June 2014, which vested as Restricted Shares under the FY12 LTI plan. The Restriction Period for these shares
ends in August 2015. Equity in this table has been valued based on the Telstra closing share price on 30 June 2015 of $6.14.
(7) The LTI value for Mr Penn represents 48,250 shares vesting on 14 December 2014 from his initial allocation of 96,500 Performance Shares disclosed in the FY12 remuneration
report. The equity valued is based on the Telstra closing share price on 30 June 2015 of $6.14.
(8) Both Mr Penn and Mr Ballantyne did not participate in the FY12 LTI plan.
(9) Mr Bray was allocated a retention share plan on 2 July 2012, which included 60,000 Performance Rights that vested in July based on performance in FY15.
(10) Mr Thodey retained 1,225,272 shares from his FY12 LTI plan as his employment continues until after the restriction period ends.
1.3 Looking forward
For FY16, we do not anticipate any change in our approach to Senior Executive remuneration. In particular, there will be no Fixed
Remuneration increases and no changes to the STI and the LTI opportunities as a percentage of Fixed Remuneration for the Senior
Executives.
50
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
2. SETTING SENIOR EXECUTIVE REMUNERATION
2.1 Remuneration policy, strategy and governance
Our remuneration policy is designed to:
• support the business strategy and reinforce our culture and
values
• link financial rewards directly to employee contributions and
company performance
• provide market competitive remuneration to attract, motivate
and retain highly skilled employees
• achieve remuneration outcomes of internal consistency to
ensure employees performing at similar levels in similar roles
are remunerated within a broadly similar range
• ensure that all reward decisions are made free from bias and
support diversity within Telstra
• support commercially responsible pay decisions.
Our governance framework for determining Senior Executive
remuneration includes the aspects outlined below.
a) The Remuneration Committee
The Remuneration Committee monitors and advises the Board on
remuneration matters and consists only of independent non-
executive Directors. It assists the Board in its responsibilities by
monitoring and advising on Board and Senior Executive
remuneration, giving due consideration to the law and corporate
governance principles.
The Remuneration Committee also reviews and makes
recommendations to the Board on Telstra's overall remuneration
strategy, policies and practices, and monitors the effectiveness of
Telstra's remuneration framework in achieving Telstra's
remuneration policy objectives.
The governance of Senior Executives' remuneration outcomes
remains a key focus of the Board generally and the Remuneration
Committee in particular. We regularly review our policies to ensure
that remuneration outcomes for our executives continue to be
aligned with company performance.
b) Annual remuneration review
The Remuneration Committee reviews Senior Executive
remuneration annually to ensure there is a balance between fixed
and at risk pay, and that it reflects both short and long term
performance objectives aligned to Telstra's strategy.
The Board reviews the CEO's remuneration based on market
practice, performance against agreed measures and other
relevant factors, while the CEO undertakes a similar exercise in
relation to Senior Executives. The results of the CEO's annual
review of Senior Executives' performance and remuneration are
subject to Board review and approval.
c) Incentive design and performance assessment
The Remuneration Committee oversees the process of setting
robust measures and targets to encourage strong Senior
Executive performance and behaviour that is aligned to our
values.
STI and LTI performance measures are set at the beginning of each
year. The performance measures in the STI plan and LTI plan have
been selected as the Board believes they are the most relevant
measures to reflect our business strategy and increase
shareholder value.
Telstra uses a volume weighted average share price (VWAP) to
determine the number of Restricted Shares to be allocated under
the STI plan (see 2.3c STI deferral), and the number of
Performance Rights to be allocated under the LTI plans.
The calculation is based on the VWAP for the 5 trading days after
the full year results announcement in the year in which the
relevant allocation is made.
If performance targets are achieved we award 50 per cent of the
total maximum potential, which is set between 150 per cent to 200
per cent of Fixed Remuneration. The maximum level is only paid if
there is significant over achievement of targets. There is no
incentive awarded unless a threshold level of performance is
achieved.
At the end of each financial year, the Board reviews the company’s
audited financial results and the results of the other non financial
measures. The Board then determines the percentage outcome of
the STI and LTI by assessing performance against each
performance measure. The Board considers this is the most
appropriate method for assessing whether these performance
measures have been satisfied.
d) Engagement with consultants
External consultants are required to engage directly with the
Remuneration Committee Chairman as the first point of contact
whenever market data for Senior Executive positions is supplied
to Telstra. To assess market competitiveness in FY15, the
Committee engaged Guerdon Associates for the provision of
ASX20 market data but did not require a remuneration
recommendation.
2.2 Policy and practice
a) Plan variation guidelines
The Board may, in its absolute discretion, amend the terms or
targets of the STI and LTI plan where an event occurs that means
the targets of the relevant plan are no longer appropriate.
Situations where this discretion can be applied include:
• Board approved material change to the strategic business plan
• material regulatory or legislative change
• significant out of plan business development such as
acquisitions and divestments.
In these circumstances the Board may also exercise discretion to
determine the outcome under the STI plan and LTI plan to take
account of the relevant events.
During FY15 no plan terms were amended, however the Board did
exercise its discretion in determining the outcome of the FY15 STI
plan and the FY13 LTI plan as outlined in 3.2 b) and 3.3
respectively.
b) NBN and remuneration
From FY13 the NBN Transaction was incorporated into Telstra's
established corporate planning processes and Senior Executives
continue to be accountable for achieving planned outcomes,
including NBN related cash flows.
Performance measures for future STI and LTI plans will continue
to be developed using the most up to date forecasts for the
financial impacts of the NBN Transaction.
The Board may use its discretion as outlined in 2.2 a) if, due to
external factors, the NBN rollout does not proceed according to
NBN Co's published business plan at the time the measures are
developed. The Board’s objective in considering the exercise of
this discretion is to avoid windfall gains and losses.
An NBN adjustment was made for the FY15 STI plan for the GE
Telstra Wholesale as outlined in 3.2 b). No NBN adjustments were
made in determining the outcome for the FY15 STI plan in which
the other Senior Executives participate.The NBN adjustment in
determining the FY13 LTI plan outcome is outlined in 3.3.
Telstra Corporation Limited and controlled entities
51
Remuneration Report
c) Executive Share Ownership Policy
The intent of Telstra's Executive Share Ownership Policy is to align
a significant portion of executive remuneration to the creation of
longer term shareholder value. Under the policy, Senior Executives
are required to hold Telstra shares to the value of 100 per cent of
their Fixed Remuneration by the later of 30 June 2015, or within
five years of first appointment to Senior Executive level.
Any Restricted Shares held by Senior Executives are included in
calculating their shareholding for the purposes of this policy.
Senior Executives must obtain Board or, in certain circumstances,
CEO or Chairman approval before they sell shares if they have not
yet met their share ownership requirements under the policy.
Progress is monitored by the Board on an ongoing basis. All Senior
Executives met the policy's shareholding requirement as at 30
June 2015.
d) Restrictions and governance
All KMP must comply with Telstra's Securities Trading Policy,
which includes a requirement that Telstra securities can only be
traded during specified trading windows and with prior written
approval. KMP must also consider how any proposed dealing in
Telstra securities could be perceived by the market and must not
deal if the proposed dealing could be perceived as taking
advantage of their position in an inappropriate way.
They are also prohibited from speculative dealing in Telstra
securities for short term gain, using Telstra securities as collateral
in any financial transactions, (including margin loan
arrangements), or engaging in stock lending arrangements.
KMP are prohibited from entering into any hedging arrangement
that limits the economic risk of holding Telstra securities under
Telstra equity plans. This helps align executives' and
shareholders' interests.
KMP are required to confirm on an annual basis that they comply
with our Securities Trading Policy, which thereby enables Telstra
to monitor and enforce our policy.
2.3 Remuneration components
a) Remuneration mix of senior executives
The graph below shows the FY15 remuneration mix for Senior
Executives. The variable components of STI (including any
potential Restricted Shares) and LTI are expressed at target
(which is 50 per cent of the maximum opportunity as explained in
2.1).
CEO
33.3%
25.0%
8.4%
33.3%
41.7% EQUITY
Other
Senior
Executives
GE Telstra
Wholesale
35.7%
26.8%
8.9%
28.6%
37.5% EQUITY
46.5%
26.2%
8.7% 18.6%
27.3% EQUITY
FR
STI
Deferred STI
LTI
Our remuneration structure is designed to support our
remuneration strategy and is consistent for our Senior Executives.
The remuneration mix for the Senior Executives reflects the nature
of, and the appropriate market benchmark for, their roles. The GE
Telstra Wholesale has different STI and LTI plans to comply with
Telstra’s Structural Separation Undertaking (SSU).
Remuneration structure
ATTRACT, MOTIVATE
AND RETAIN
HIGHLY SKILLED PEOPLE
REINFORCE VALUES AND
CULTURAL PRIORITIES
REWARD ACHIEVEMENT
OF FINANCIAL AND
STRATEGIC OBJECTIVES
ALIGN TO LONG TERM
SHAREHOLDER
VALUE CREATION
Fixed
Remuneration
Short Term Incentive
(at risk)
Long Term Incentive
(at risk)
CASH
EQUITY
• Base salary plus
superannuation
•
Set based on market
and internal relativities,
performance, qualifications
and experience
• 75% of STI outcome paid
in September after the
fi
financial year end
•
STI outcome based
on Telstra’s financial,
customer and individual
performance
• 25% of the STI outcome is
deferred as Restricted Shares
• Performance Rights subject
to performance conditions
•
Half of the shares are
restricted for 1 year and
the other half for 2 years
•
Subject to clawback and
forfeiture in circumstances
outlined below
•
50% subject to RTSR and
50% subject to FCF ROI
•
Performance is measured
over 3 years with an additional
1 year Restriction Period
•
Subject to clawback and
forfeiture in circumstances
outlined below
Base reward
market competitive
Encourages sustainable performance in the medium
to longer term and provides a retention element
52
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
b) FY15 STI Plan
For FY15, all Senior Executives participated in the same STI plan
with the exception of the GE Telstra Wholesale who participates in
a standalone plan for regulatory reasons. The performance
measures of the FY15 STI plan were FCF for STI, EBITDA, Total
Income, our customer advocacy measure, which is our Net
Promoter Score (NPS), and individual performance objectives. The
Board selected these performance measures as it believes they
are a critical link between achieving the outcomes of Telstra's
business strategy and increasing shareholder value. In relation to
these performance measures:
• the financial measures were set in accordance with our FY15
financial plan and strategy
• the NPS supports Telstra's strategy of creating customer
advocates. An explanation of the way in which NPS is calculated
is included in 3.2 b)
• the individual performance objectives were set at the beginning
of FY15 and were based on each Senior Executive's expected
individual contribution to the achievement of our strategy.
The performance measures of the STI plan operate independently
of each other and each measure has a defined performance
threshold, target and maximum. Each Senior Executive has a
maximum STI opportunity ranging from 150 per cent to 200 per
cent of their Fixed Remuneration depending on the role they
perform.
The FY15 STI plan for the GE Telstra Wholesale must comply with
Telstra's SSU, which was completed as part of the NBN
Transaction. This provides that the GE Telstra Wholesale may only
participate in incentive plans that reflect solely the objectives and
performance of the Wholesale business unit. The performance
measures for the FY15 STI plan applicable to the GE Telstra
Wholesale were Wholesale Total Income, Wholesale EBITDA,
Wholesale NPS and individual performance.
Details of the STI outcomes for Senior Executives for FY15 are
provided in 3.2.
c) STI deferral
Twenty five per cent of Senior Executives' actual STI award is
provided as Restricted Shares. Half the shares are restricted for
one year, and the other half are restricted for two years.
During the Restriction Period, Senior Executives are entitled to
dividends and can vote their Restricted Shares, as all performance
hurdles of the STI plan have been met. They are, however,
restricted from dealing with the shares during this period.
If a Senior Executive leaves Telstra for any reason, other than a
Permitted Reason, before the end of the relevant Restriction
Period, the Restricted Shares are forfeited.
Restricted Shares may also be forfeited if a clawback event occurs
during the Restriction Period. A clawback event includes
circumstances where a Senior Executive has engaged in fraud,
dishonesty or gross misconduct, or where the financial results
that led to the Restricted Shares being granted are subsequently
shown to be materially misstated, and also situations where the
behaviour of a Senior Executive brings Telstra into disrepute or
has an impact on Telstra's long term financial strength.
d) FY15 LTI Plan
Participation
The FY15 LTI plan is limited to 17 executives, being Telstra's
Executive Committee members, including the Senior Executives
whose remuneration is included in this report (with the exception
of the GE Telstra Wholesale).
Performance Rights form the basis of the reward under the LTI
plan. Senior Executives are not required to pay for the
Performance Rights. However, for any Performance Rights to vest
as Restricted Shares, a minimum threshold performance against
the relevant measure must be satisfied.
The LTI plan has two separate performance measures, being RTSR
and FCF ROI.
Details of the Performance Rights granted to Senior Executives in
relation to the FY15 LTI plan are provided in Section 5.
Plan structure
Plan component
Performance Measure
Weighting
Detail
50% to RTSR; 50% to FCF ROI
Performance Period
1 July 2014 to 30 June 2017
Restriction Period End Date
30 June 2018
Minimum Threshold for RTSR
Vesting
RTSR Vesting Schedule
50th percentile of peer group
25% vests at 50th percentile,
straight-line vesting to 75th
percentile where 100% vests
Minimum Threshold for FCF ROI
Vesting
15.0%
FCF ROI Vesting Schedule
50% vests at target of 15.0%,
straight line vesting to stretch
target of 16.6% where 100%
vests
Retesting
No
Relative Total Shareholder Return (RTSR)
RTSR measures the performance of an ordinary Telstra share
(including the value of any cash dividends and other shareholder
benefits paid during the period) relative to the other companies in
the comparator group over the same period.
The Board believes that RTSR is an appropriate performance
hurdle because it links executive reward to Telstra's share price
performance relative to its global peers.
The comparator group for the FY15 LTI plan included the following
large market capitalisation telecommunication firms: AT&T Inc;
Belgacom Group; Bell Canada Enterprises Inc; BT Group plc;
Deutsche Telekom AG; Orange SA; Koninklijke KPN N.V.; KT
Corporation; Nippon Telegraph & Telephone Corp; NTT DoCoMo
Inc; Portugal Telecom SGPS SA; Singapore Telecommunications
Ltd; SK Telecom Co Ltd; Swisscom AG; Telekom Austria AG;
Telecom Italia S.p.A.; Spark NZ Ltd (formerly Telecom Corporation
of NZ Ltd until 8 August 2014); Telefonica S.A.; Telenor ASA;
TeliaSonera AB; Verizon Communications Inc and Vodafone Group
Plc.
The FY15 LTI comparator group is consistent with previous LTI
plans except that Sprint Nextel Corporation has been removed
due to a prior acquisition by Softbank Corporation. Telecom
Corporation of New Zealand Ltd, part of the FY14 comparator
group changed to Spark NZ Ltd on 8 August 2014 and remains in
the FY15 comparator group under its new name.
The Board has discretion to change members of the comparator
group under the LTI plan terms.
Telstra Corporation Limited and controlled entities
53
Remuneration Report
Free Cashflow Return On Investment (FCF ROI)
FCF ROI as determined by the Board is calculated by dividing the
average annual FCF for LTI over the three year performance period
by Telstra's Average Investment over the same period.
The Board selected the FCF ROI measure as an absolute LTI target
on the basis that cash generation by the business over the longer
term is central to the creation of shareholder value.
Vesting of Performance Rights as Restricted Shares
At the end of FY17, the Board will review Telstra's audited financial
results for FCF ROI and RTSR to determine the percentage of
Performance Rights that vest as Restricted Shares under the FY15
LTI plan.
Until the Performance Rights vest as Restricted Shares, a Senior
Executive has no legal or beneficial interest in any Telstra shares
to be granted under the FY15 LTI plan, no entitlement to receive
dividends and no voting rights in relation to those shares.
If a Senior Executive leaves Telstra for any reason, other than a
Permitted Reason, any unvested Performance Rights lapse unless
the Board exercises its discretion otherwise. If they leave Telstra
for a Permitted Reason, a pro rata number of Performance Rights
will lapse based on the proportion of time remaining until 30 June
2018. The pro rata portion relating to the Senior Executive's
completed service may still vest subject to achieving the
performance measures of the FY15 LTI plan on 30 June 2017.
Performance Rights that vest as Restricted Shares are subject to
a Restriction Period expiring on 30 June 2018. If a Senior Executive
leaves Telstra for any reason other than a Permitted Reason
before the end of the Restriction Period, the Restricted Shares are
forfeited, unless the Board exercises its discretion otherwise.
Similar to the clawback provisions for STI deferral under 2.3 c), the
Performance Rights may lapse and Restricted Shares may be
forfeited if a clawback event occurs during the performance
period or Restriction Period.
Group Executive Telstra Wholesale
Due to the requirements of the SSU, the GE Telstra Wholesale
participates in a separate equity plan.
In FY15, the GE Telstra Wholesale was allocated 117,277
Restricted Shares in lieu of the FY14 LTI plan for other Senior
Executives based on performance against the FY14 STI measures.
They are subject to a Restriction Period that will end on 30 June
2017, during which time the GE Telstra Wholesale is entitled to
earn dividends on, and exercise voting rights attached to those
shares.
If the GE Telstra Wholesale leaves Telstra before the end of the
three year Restriction Period for any reason, other than a
Permitted Reason, the Restricted Shares will be forfeited. If he
leaves for a Permitted Reason he will retain a pro rata number of
Restricted Shares that remain subject to the original Restriction
Period.
In lieu of participation in the Senior Executive FY15 LTI plan, the GE
Telstra Wholesale will be allocated Restricted Shares in FY16
based on his performance against his FY15 STI plan measures,
namely Wholesale Total Income, Wholesale EBITDA, Wholesale
NPS and individual performance.
Both of these plans contain the same clawback provisions as the
FY15 STI Deferral plan for other Senior Executives.
3. EXECUTIVE REMUNERATION OUTCOMES
The table in 3.1 provides a summary of the key financial results for
Telstra over the past five financial years. The tables in 3.2 and 3.3
provide a summary of how those results have been reflected in the
remuneration outcomes for Senior Executives.
3.1 Financial performance
Details of Telstra's performance, share price and dividends over
the past five years are summarised in the table below:
Performance
measures
Earnings
Total Income
(2)
EBITDA (2)
Net Profit (3)
FY15
$m
FY14
$m
FY13(1)
$m
FY12
$m
FY11
$m
26,607
26,296
24,776
25,503
25,304
10,745
11,135
10,168
10,234
10,151
4,231
4,275
3,739
3,405
3,231
Shareholder value
Share price ($)
(4)
Total
dividends paid
per share
(cents)
6.14
30.0
5.21
4.77
3.69
2.89
28.5
28.0
28.0
28.0
(1) FY13 results have been restated due to the retrospective adoption of changes to
AASB 119: "Employee Benefits".
(2) Following the disposal of a 70 per cent stake in our Sensis directories business in
FY14, our FY15, FY14 and FY13 Total Income and EBITDA include only continuing
operations.
(3) FY15, FY14 and FY13 Net Profit attributable to equity holders of the Telstra entity
include continuing and discontinued operations (Sensis Group).
(4) Share prices are as at 30 June for the respective year. The closing share price for
FY10 was $3.25
3.2 Short Term Incentive outcomes
a) Average STI payment as a percentage of STI opportunity
The average STI payment for Senior Executives as a percentage of
the maximum potential payout is shown in the following table:
Performance
year
STI received as
% of maximum
FY15
FY14
FY13
FY12
FY11
61.0
53.6
66.0
65.6
48.4
b) Overall FY15 STI Plan outcomes
At the end of FY15, the Board reviewed Telstra's audited financial
results and the results of the other performance measures for the
FY15 STI plan and the FY15 STI plan for the GE Telstra Wholesale.
The Board has assessed performance against each measure and
determined the percentage of STI that is payable, of which 25 per
cent will be provided through Restricted Shares.
The Board determined the outcomes of the financial measures to
ensure there were no windfall gains or losses due to the timing of
the NBN rollout, spectrum purchases and material acquisitions
and divestments.
The calculation of the NPS measure was based on asking Telstra's
customers to rate their likelihood of recommending Telstra, out of
a score of 10. The overall NPS result for Telstra was the weighted
average of the surveys from Telstra's Consumer (50 per cent),
Small Business (15 per cent), Telstra Managed Business (10 per
cent) and Global Enterprise and Services (25 per cent) customers.
The surveys were undertaken by third party research companies.
54
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
The FY15 outcome was based on the three month average from
1 April 2015 to 30 June 2015 for Consumer and Business, and the
six month consolidated result from 1 January 2015 to 30 June
2015 for Global Enterprise and Services.
The Wholesale NPS measure that applied to the GE Telstra
Wholesale, was calculated based on a survey of Wholesale
customers only, undertaken by a third party research company
from 28 April 2015 through to 16 May 2015. The final result was
audited by Telstra's Group Internal Audit team.
The Board believes the methods of calculating the financial and
NPS outcomes are appropriate, and a rigorous assessment of
Telstra's performance.
Senior Executive STI (excluding Group Executive Telstra
Wholesale)
Measure
Total Income
EBITDA
Free Cashflow
NPS
Group Executive Telstra Wholesale STI
Measure
Wholesale Total Income
Wholesale EBITDA
Wholesale NPS
Outcome
(% of maximum)
100.0
82.0
77.5
50.0
Outcome
(% of maximum)
94.5
98.0
-
Definitions for the STI financial measures of Total Income, EBITDA
and Free Cashflow are provided in the Glossary at the end of this
remuneration report.
c) FY15 STI plan payment results
The table below displays FY15 STI payments as a percentage of
Fixed Remuneration and also as a percentage of the maximum
opportunity for both FY15 and FY14 STI plans for current Senior
Executives:
Name
FY15 % of FR
FY15
% of max
FY14
% of max
Andrew Penn
Gordon
Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
David Thodey
Senior Executive
Average:
133.4
96.3
128.4
73.0
131.3
128.4
132.1
128.4
118.9
66.7
48.2
64.2
48.7
65.7
64.2
66.1
64.2
61.0
53.2
49.7
-
79.5
53.2
49.7
37.2
53.2
53.6
The graph below shows the STI payments as a percentage of the
maximum opportunity relative to total revenue growth over four of
the past five years. Telstra's incentive plans measure
performance against a range of financial and non financial
metrics with varied weightings. Accordingly, the pay for
performance relationship is based on the performance against
these metrics as a whole and may not always align with total
revenue growth, as was the case for FY14, where the lower STI
payment reflected that we did not achieve our NPS target. The
higher STI payout in FY15 is in part reflective of the NPS outcome
for that year.
h
t
w
o
r
g
%
e
u
n
e
v
e
r
l
a
t
o
T
4%
3.5%
3%
2.5%
2%
1.5%
1%
0.5%
0%
3.5%
2.8%
1.1%
1.2%
0.7%
FY11
FY12
FY13
FY14
FY15
Total Revenue % Growth
% of STI max
100%
90%
80%
70%
60%
50%
40%
m
u
m
i
x
a
m
f
o
I
T
S
%
3.3 Long Term Incentive outcomes
The performance period for the FY13 LTI plan concluded on 30
June 2015.
The results of Telstra's RTSR was calculated by an external
provider and audited by Telstra's Group Internal Audit team. The
RTSR vesting result was based on Telstra ranking at the 72nd
percentile of the global peer group. As Sprint Nextel Corporation
was acquired by Softbank Corporation during the performance
period, the Board exercised its discretion under the LTI plan terms
to remove it from the comparator group prior to calculation of the
results.
Consistent with prior years, the Board determined the FCF ROI
outcome to ensure there were no windfall gains or losses due to
the timing of the NBN roll out. Accordingly, the FCF and Average
Investment has been adjusted for the impacts of NBN.
The Board also adjusted for non recurring items including
spectrum purchases, acquisitions and divestments (for example
CSL and the Sensis advertising and directories business) as well
as the impact of a change in the timing of tax instalments during
FY14.
The outcome was reviewed by Telstra’s Group Internal Audit team
and our external auditor EY. The Board approved the vesting
outcomes in accordance with the LTI plan rules.
Telstra Corporation Limited and controlled entities
55
Remuneration Report
a) FY13 LTI Plan testing as at 30 June 2015
The vesting table for the FY13 LTI plan is detailed below, reflecting
performance up to 30 June 2015 against the two performance
measures of RTSR and FCF ROI.
Name
Test date
Performance measure
30 June 2015
RTSR (91% vesting)
FCF ROI (80% vesting)
Total:
% of total plan
vested
45.5
40.0
85.5
Upon vesting, each participant was allocated Restricted Shares
which are subject to a Restriction Period that ends on 17 August
2016.
b) Historical LTI plan performance relative to Telstra share price
The following chart compares Telstra's LTI plan vesting results for
the past five LTI plans, (as a percentage of plan maximum
opportunity), to the share price history during the same
performance period:
e
c
i
r
P
e
r
a
h
S
a
r
t
s
l
e
T
$7.0
$6.5
$6.0
$5.5
$5.0
$4.5
$4.0
$3.5
$3.0
$2.5
100.0%
85.50%
66.0%
22.10%
30/06/2012
LTI plan: FY09
LTI plan: FY10
78.15%
30/06/2013
LTI plan: FY11
30/06/2014
LTI plan: FY12
30/06/2015
LTI plan: FY13
In FY12 Telstra had two LTI plans with a final performance test as
the FY09 LTI was the last LTI plan where performance testing was
done in years 2, 3 and 4. This was different from the current
structure where there is a 3 year performance period plus 1 year
Restriction Period.
3.4 Senior Executive contract details
The key terms and conditions of the ongoing service contracts for
current Senior Executives are summarised in the table below.
Upon notice being given, Telstra can require a Senior Executive to
work through the notice period, or may terminate employment
immediately by providing payment in lieu of notice, or a
combination of both. Any payment in lieu of notice is calculated
based on the Senior Executive's Fixed Remuneration as at the
date of termination.
There is no payment if termination is a result of serious
misconduct or redundancy (in which case Telstra's redundancy
policy overrides the termination provisions of a Senior Executive's
service contract).
Fixed
Remuneration
at the end of
FY15
2,325,000
1,350,000
1,100,000
1,040,000
1,200,000
1,080,000
1,350,000
Notice
period
Termination
payment
6 months
6 months
6 months
6 months
6 months
6 months
6 months
6 months
6 months
6 months
12 months
6 months
6 months
12 months
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
As detailed in Table 1.1, Mr Thodey ceased to be a Senior Executive
after 30 April 2015, therefore, he is not included in the table above.
The termination payment provisions in each executive contract
reflect the company’s policy at the time the contract was entered
into. Telstra’s current policy is to provide for a 6 month termination
payment in executive contracts.
4. NON-EXECUTIVE DIRECTOR REMUNERATION
4.1 Remuneration structure
The Telstra Board and Committee fee structure (inclusive of
superannuation) during FY15 was:
Board fees
Board
Committee fees
Audit & Risk Committee
Remuneration Committee
Nomination Committee
Chairman
Non-executive
Director
775,000
235,000
Committee
Chair
Committee
member
70,000
50,000
-
35,000
25,000
7,000
The Chairman of the Board does not receive Committee fees in
respect of her role as a Chair or a member of any Board Committee.
In FY15, Telstra reviewed its non-executive Director fees relative
to other major companies in the ASX20. Following the review, the
Board, (other than the Chairman), decided to increase the
Chairman's fee by 9.9 per cent to $775,000, effective 1 October
2014, to position it more appropriately against other companies in
the ASX20. No other changes were made to any of the Committee
or non-executive Director fees.
Telstra's non-executive Directors are remunerated in accordance
with Telstra's Constitution, which provides for an aggregate fee
pool that is set, and varied, only by approval of a resolution of
shareholders at the Annual General Meeting (AGM). The current
annual fee pool of $3.5 million was approved by shareholders at
Telstra's 2012 AGM.
The total of Board and Committee fees, including superannuation,
paid to non-executive Directors in FY15 remained within the
approved fee pool.
56
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
4.2 Remuneration policy and strategy
Telstra's non-executive Directors are remunerated with set fees
and do not receive any performance based pay. This enables non-
executive Directors to maintain independence and impartiality
when making decisions affecting the future direction of the
company.
To align the non-executive Directors' interests with the interests
of our shareholders, the Board has established a policy which
encourages non-executive Directors to hold Telstra shares
equivalent to at least 50 per cent of the annual non-executive
Director base fee. This holding requirement should be met by the
end of the five year period from the date of appointment.
Progress is monitored on an ongoing basis. Directors'
shareholdings as at 13 August 2015 are set out in the Directors'
Report on page 45 of this Annual Report.
4.3 Remuneration components
Superannuation contributions are included within each non-
executive Director's Total Remuneration, in accordance with the
ASX Listing Rules and Telstra policy. Non-executive Directors may
choose to increase the proportion of their remuneration taken as
superannuation, subject to legislative requirements.
Telstra does not provide retirement benefits for non-executive
Directors other than the superannuation contributions noted
above.
Table 5.7 provides full details of non-executive Director
remuneration for FY15.
Section 2.2 d) of this report provides details on the Telstra
securities trading restrictions that apply to all KMP, including
non-executive Directors.
Telstra Corporation Limited and controlled entities
57
Remuneration Report
)
$
(
r
e
h
t
O
e
v
a
e
l
)
$
(
s
t
i
f
e
n
e
b
n
o
i
t
a
u
n
n
a
)
$
(
s
t
i
f
e
n
e
b
)
5
(
)
4
(
)
$
(
d
e
u
r
c
c
A
n
o
i
t
a
n
m
r
e
T
i
-
r
e
p
u
S
s
t
i
f
e
n
e
b
m
r
e
t
g
n
o
l
r
e
h
t
O
n
o
i
t
a
n
m
r
e
T
i
s
t
i
f
e
n
e
b
-
t
s
o
P
s
t
i
f
e
n
e
b
t
n
e
m
y
o
l
p
m
e
s
t
i
f
e
n
e
b
e
e
y
o
l
p
m
e
m
r
e
t
t
r
o
h
S
r
e
d
n
u
d
e
d
i
v
o
r
p
s
e
r
u
g
i
f
e
h
T
.
s
d
r
a
d
n
a
t
S
g
n
i
t
n
u
o
c
c
A
n
a
i
l
a
r
t
s
u
A
t
n
a
v
e
l
e
r
e
h
t
d
n
a
t
c
A
s
n
o
i
t
a
r
o
p
r
o
C
e
h
t
f
o
s
t
n
e
m
e
r
i
u
q
e
r
e
h
t
h
t
i
w
e
c
n
a
d
r
o
c
c
a
n
i
d
e
r
a
p
e
r
p
n
e
e
b
s
a
h
w
o
l
e
b
e
l
b
a
t
e
h
T
)
e
l
b
a
t
n
i
a
m
(
n
o
i
t
a
r
e
n
u
m
e
r
s
e
v
i
t
u
c
e
x
E
r
o
i
n
e
S
1
.
5
.
5
1
Y
F
n
i
i
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
y
b
d
e
v
i
e
c
e
r
s
t
n
e
m
y
a
p
l
a
u
t
c
a
t
c
e
l
f
e
r
l
t
o
n
o
d
d
n
a
s
e
u
a
v
g
n
i
t
n
u
o
c
c
a
n
o
d
e
s
a
b
e
r
a
s
n
m
u
l
o
c
s
t
n
e
m
y
a
p
d
e
s
a
b
-
e
r
a
h
s
d
e
l
t
t
e
s
y
t
i
u
q
e
e
h
t
.
5
1
0
2
i
l
i
r
p
A
0
3
g
n
d
n
e
e
v
i
t
u
c
e
x
E
r
o
n
e
S
s
a
e
m
i
i
t
s
i
h
f
o
e
v
i
t
a
t
n
e
s
e
r
p
e
r
s
i
y
e
d
o
h
T
r
M
o
t
d
e
t
a
l
e
r
n
o
i
t
a
r
e
n
u
m
e
r
l
l
a
,
h
c
u
s
s
A
.
n
o
i
t
a
m
r
o
f
n
i
P
M
K
e
s
o
l
c
s
i
d
n
o
i
t
c
e
s
s
i
h
t
n
i
s
e
l
b
a
t
e
h
T
Y
R
A
S
S
O
L
G
D
N
A
S
E
L
B
A
T
N
O
I
T
A
R
E
N
U
M
E
R
.
5
58
.
5
1
0
2
y
a
M
1
e
v
i
t
c
e
f
f
e
e
v
i
t
u
c
e
x
E
r
o
n
e
S
s
a
e
m
i
i
t
s
i
h
f
o
e
v
i
t
c
e
l
f
e
r
s
i
n
o
i
t
a
r
e
n
u
m
e
r
s
'
y
a
r
B
r
M
,
y
l
r
a
l
i
m
S
i
7
4
2
,
1
3
8
,
4
8
2
0
,
9
2
0
,
1
2
6
5
,
5
6
4
)
$
(
l
a
t
o
T
)
$
(
y
t
i
u
q
e
r
e
h
t
O
)
8
(
m
r
e
t
t
r
o
h
S
e
v
i
t
n
e
c
n
i
)
$
(
s
e
r
a
h
s
)
7
(
-
e
r
a
h
s
d
e
l
t
t
e
s
y
t
i
u
q
E
s
t
n
e
m
y
a
p
d
e
s
a
b
t
a
(
e
u
l
a
v
g
n
i
t
n
u
o
c
c
A
)
6
(
)
$
(
)
k
s
i
r
,
7
3
8
2
4
8
3
,
,
9
8
0
0
2
8
5
6
7
,
4
0
6
,
3
6
7
2
,
0
9
6
,
8
4
0
2
0
7
7
,
5
7
5
3
2
3
,
-
-
9
4
8
,
0
3
4
9
8
2
,
3
3
4
7
7
,
4
0
5
,
2
6
2
3
,
5
9
5
,
8
0
5
5
0
8
2
,
1
0
6
0
1
5
,
6
1
0
,
4
5
7
,
3
9
3
1
,
8
7
9
,
7
8
0
2
4
1
3
,
1
7
3
4
4
7
,
-
,
3
2
9
6
8
3
2
7
5
,
1
4
3
3
4
8
7
7
3
,
2
7
2
,
0
3
0
7
3
,
1
6
2
9
3
6
6
9
2
,
9
2
2
,
0
5
3
7
7
9
8
1
3
,
1
5
9
,
6
7
2
,
3
3
9
4
,
2
8
6
9
9
3
,
0
8
,
8
9
3
2
0
0
3
,
7
4
5
8
6
7
,
8
2
7
2
1
3
,
6
0
5
,
7
0
3
,
4
3
5
5
,
7
1
2
,
1
2
7
6
,
9
5
3
,
5
2
4
7
7
2
3
,
,
1
6
8
6
9
7
,
1
0
5
7
4
3
0
6
0
,
9
7
7
,
7
6
3
9
,
2
0
5
,
2
4
1
9
,
0
7
1
,
0
5
2
1
1
2
8
,
,
0
7
0
0
8
5
2
,
,
1
3
9
3
9
7
8
6
1
,
9
8
4
,
0
3
0
4
0
,
9
2
7
,
7
0
9
9
,
9
5
0
,
2
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
,
8
4
5
9
7
5
4
,
-
5
7
0
,
0
4
5
3
9
5
3
,
8
8
2
,
3
3
0
2
1
3
3
,
3
3
5
,
4
4
4
6
,
5
2
8
4
7
5
2
,
9
8
5
,
9
2
5
8
0
7
2
,
0
3
6
,
6
2
1
1
8
6
2
,
8
8
2
,
3
3
5
3
4
3
3
,
2
2
4
,
4
5
0
5
2
6
6
,
9
6
4
,
7
4
2
4
8
3
8
4
2
,
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
8
7
,
8
1
6
7
7
7
1
,
1
5
7
,
8
3
4
4
7
7
3
,
9
3
1
,
3
3
8
7
,
8
1
6
7
7
7
1
,
3
8
7
,
8
1
3
0
2
4
4
,
3
8
7
,
8
1
6
7
7
7
1
,
3
8
7
,
8
1
6
7
7
7
1
,
4
4
6
,
1
3
6
7
7
9
2
,
-
n
o
N
m
r
e
t
t
r
o
h
S
y
r
a
t
e
n
o
m
s
e
v
i
t
n
e
c
n
i
d
n
a
y
r
a
l
a
S
)
$
(
s
t
i
f
e
n
e
b
)
$
(
)
h
s
a
c
(
)
1
(
)
$
(
s
e
e
f
0
8
4
6
,
2
1
6
,
2
3
)
3
(
)
2
(
6
9
6
,
8
3
6
,
1
1
9
4
,
6
0
6
,
1
,
3
1
0
6
5
1
1
,
,
1
2
6
9
1
4
1
,
1
9
5
,
4
1
2
8
3
0
,
5
7
9
9
4
2
,
1
1
3
,
1
-
5
8
8
,
1
4
5
7
7
5
,
9
2
2
,
3
1
2
5
4
2
1
,
9
0
2
,
4
1
7
5
5
1
1
,
9
0
7
,
0
2
,
3
1
4
5
0
0
1
,
,
1
5
0
7
8
2
1
,
4
3
0
,
7
7
1
7
9
6
,
0
8
1
-
5
0
2
,
9
6
5
0
5
1
0
3
9
,
-
7
1
2
,
1
2
0
,
1
,
2
4
1
2
1
0
1
,
0
5
8
,
1
8
1
,
1
7
1
2
,
1
8
1
,
1
0
0
7
6
5
9
,
,
4
9
1
9
3
0
1
,
0
2
7
,
6
8
3
,
1
7
1
2
,
1
6
0
,
1
4
4
5
7
1
,
0
3
3
4
0
8
,
,
2
6
6
4
5
0
1
,
3
4
4
,
9
2
7
1
8
,
9
1
7
,
9
6
8
2
8
,
0
5
5
,
7
3
3
,
1
7
1
2
,
1
3
3
,
1
9
5
0
4
5
7
,
,
1
2
6
9
1
3
1
,
6
4
9
,
3
3
8
,
2
9
7
4
,
5
7
1
,
2
,
3
1
7
2
1
1
2
,
,
4
2
2
0
2
6
2
,
r
a
e
Y
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
5
1
0
2
4
1
0
2
r
e
c
i
f
f
O
e
v
i
t
u
c
e
x
E
f
e
h
C
i
n
n
e
P
w
e
r
d
n
A
e
n
y
t
n
a
l
l
a
B
n
o
d
r
o
G
l
i
a
t
e
R
a
r
t
s
l
e
T
E
G
)
9
(
y
a
r
B
k
c
i
w
r
a
W
e
l
t
i
T
d
n
a
e
m
a
N
r
e
c
i
f
f
O
l
i
a
i
c
n
a
n
F
f
e
h
C
i
r
e
c
i
f
f
O
s
n
o
i
t
a
r
e
p
O
f
e
h
C
i
e
l
a
s
e
l
o
h
W
a
r
t
s
l
e
T
E
G
e
i
z
n
e
K
c
M
e
t
a
K
d
n
a
t
r
o
p
p
u
S
s
s
e
n
i
s
u
B
E
G
n
o
s
a
N
t
r
e
b
o
R
t
n
e
m
e
v
o
r
p
m
I
y
e
l
i
R
n
o
d
n
e
r
B
d
n
a
e
s
i
r
p
r
e
t
n
E
l
a
b
o
l
G
E
G
y
e
d
o
h
T
d
i
v
a
D
s
e
c
i
v
r
e
S
e
v
i
t
u
c
e
x
E
f
e
h
C
r
e
m
r
o
F
i
r
e
c
i
f
f
O
D
N
A
T
N
E
R
R
U
C
L
A
T
O
T
P
M
K
R
E
M
R
O
F
e
e
L
t
r
a
u
t
S
Telstra Corporation Limited and controlled entities
,
3
5
5
3
8
9
1
3
,
,
4
1
1
4
4
5
6
,
,
2
4
5
4
3
8
2
,
,
8
4
5
9
7
5
4
,
9
4
4
,
7
6
1
7
9
3
,
6
1
3
9
3
0
,
0
0
1
,
0
1
4
8
7
,
8
6
8
,
9
7
2
8
2
8
1
,
5
4
2
2
2
1
,
,
8
7
3
9
1
7
7
,
,
5
1
5
2
5
7
9
,
Remuneration Report
_Telstra Annual Report 2015
s
'
r
a
e
y
t
s
a
l
n
i
d
e
t
r
o
p
e
r
s
i
l
l
E
k
c
i
R
,
i
a
d
e
M
a
r
t
s
l
e
T
E
G
r
e
m
r
o
f
e
h
t
,
,
r
o
f
7
0
1
3
3
5
1
$
e
h
t
e
d
u
l
c
n
i
,
,
t
o
n
s
e
o
d
t
i
s
a
0
6
6
6
1
5
3
3
$
f
o
t
r
o
p
e
R
n
o
i
t
a
r
e
n
u
m
e
R
4
1
Y
F
e
h
t
n
i
4
1
Y
F
r
o
f
l
a
t
o
t
e
h
t
n
a
h
t
s
s
e
l
s
i
e
l
b
a
t
s
i
h
t
n
i
,
,
3
5
5
3
8
9
1
3
$
f
o
4
1
Y
F
r
o
f
l
a
t
o
t
e
h
T
.
t
r
o
p
e
r
.
:
1
5
e
l
b
a
T
o
t
s
e
t
o
n
t
o
o
F
.
x
a
t
s
t
i
f
e
n
e
b
e
g
n
i
r
f
d
n
a
)
n
o
i
t
a
u
n
n
a
r
e
p
u
S
r
e
d
n
u
d
e
d
u
l
c
n
i
s
i
i
l
h
c
i
h
w
n
o
i
t
a
u
n
n
a
r
e
p
u
s
e
c
i
f
i
r
c
a
s
y
r
a
a
s
g
n
d
u
l
c
x
e
(
s
t
i
f
e
n
e
b
e
c
i
f
i
r
c
a
s
y
r
a
a
s
,
y
r
a
a
s
s
e
d
u
l
c
n
l
l
I
)
1
(
r
e
p
s
a
e
c
n
a
t
s
i
s
s
a
n
o
i
t
a
x
a
t
i
f
o
n
o
i
s
i
v
o
r
p
e
h
t
d
n
a
m
o
d
g
n
K
d
e
t
i
n
U
e
h
t
o
t
s
t
i
f
e
n
e
b
t
h
g
i
l
f
n
r
u
t
e
r
,
e
n
y
t
n
a
l
l
a
B
r
M
f
o
e
s
a
c
e
h
t
n
i
i
d
n
a
g
n
k
r
a
p
r
a
c
f
o
n
o
i
s
i
v
o
r
p
,
a
r
t
s
l
e
T
y
b
d
e
d
i
v
o
r
p
s
e
c
i
v
r
e
s
y
t
i
r
u
c
e
s
e
m
o
h
l
l
a
n
o
s
r
e
p
f
o
e
u
a
v
e
h
t
s
e
d
u
l
c
n
I
)
3
(
.
l
a
u
d
i
v
i
d
n
i
e
h
t
d
n
a
a
r
t
s
l
e
T
r
o
f
e
c
n
a
m
r
o
f
r
e
p
l
a
u
t
c
a
n
o
d
e
s
a
b
s
i
d
n
a
y
l
e
v
i
t
c
e
p
s
e
r
4
1
Y
F
d
n
a
5
1
Y
F
n
i
e
c
n
a
m
r
o
f
r
e
p
o
t
s
e
t
a
l
e
r
)
h
s
a
c
(
s
e
v
i
t
n
e
c
n
i
m
r
e
t
t
r
o
h
S
)
2
(
d
e
t
t
i
m
r
e
p
n
o
i
t
p
m
e
x
e
e
h
t
n
i
d
e
d
u
l
c
n
i
e
r
o
f
e
r
e
h
t
e
r
e
w
d
n
a
2
0
0
2
r
e
b
m
e
v
o
N
7
o
t
r
o
i
r
p
d
e
u
s
s
i
e
r
e
w
y
e
h
t
s
a
d
e
s
n
e
p
x
e
n
e
e
b
t
o
n
e
v
a
h
h
c
i
h
w
(
9
9
P
O
S
E
T
r
e
d
n
u
s
n
a
o
l
e
s
r
u
o
c
e
r
n
o
n
f
o
e
u
a
v
e
h
t
s
e
d
u
l
c
n
l
i
o
s
l
A
.
t
n
e
m
e
e
r
g
a
e
c
i
v
r
e
s
s
i
h
f
o
s
m
r
e
t
e
h
t
.
.
5
1
Y
F
r
o
f
2
0
8
0
2
$
d
n
a
4
1
Y
F
r
o
f
7
4
6
0
2
$
f
o
e
t
a
r
p
u
s
s
o
r
g
T
B
F
e
h
t
e
d
u
l
c
n
.
i
s
t
i
f
e
n
e
b
y
r
a
t
e
n
o
m
-
n
o
n
e
h
t
l
f
o
e
u
a
v
e
h
T
.
)
"
s
d
r
a
d
n
a
t
S
g
n
i
t
r
o
p
e
R
l
a
i
c
n
a
n
F
i
l
a
n
o
i
t
a
n
r
e
t
n
I
o
t
e
c
n
e
l
a
v
i
u
q
E
n
a
i
l
a
r
t
s
u
A
f
o
n
o
i
t
p
o
d
A
e
m
i
t
-
t
s
r
i
F
"
1
B
S
A
A
r
e
d
n
u
i
l
.
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
y
b
e
c
i
f
i
r
c
a
s
y
r
a
a
s
h
g
u
o
r
h
t
e
d
a
m
s
n
o
i
t
u
b
i
r
t
n
o
c
n
o
i
t
a
u
n
n
a
r
e
p
u
s
l
a
n
o
i
t
i
d
d
a
y
n
a
s
a
l
l
e
w
s
a
n
o
i
t
a
u
n
n
a
r
e
p
u
s
o
t
s
n
o
i
t
u
b
i
r
t
n
o
c
y
n
a
p
m
o
c
s
t
n
e
s
e
r
p
e
R
)
4
(
l
a
i
c
n
a
n
i
f
e
h
t
f
o
t
n
e
m
e
c
n
e
m
m
o
c
e
h
t
t
a
s
a
d
e
t
s
e
v
y
l
l
u
f
t
e
y
t
o
n
d
a
h
t
a
h
t
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
d
n
a
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
i
,
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
f
o
e
u
a
v
r
i
a
f
e
h
t
l
f
o
n
o
i
t
r
o
p
a
s
t
n
e
s
e
r
p
e
r
e
u
a
v
g
n
i
t
n
u
o
c
c
a
e
h
t
l
,
2
B
S
A
A
h
t
i
w
e
c
n
a
d
r
o
c
c
a
n
I
)
6
(
e
h
t
f
o
e
v
i
t
a
c
i
d
n
i
r
o
n
,
o
t
d
e
t
a
l
e
r
t
o
n
s
i
n
o
i
t
a
r
e
n
u
m
e
r
s
a
d
e
d
u
l
c
n
i
t
n
u
o
m
a
e
h
T
.
d
o
i
r
e
p
g
n
i
t
s
e
v
e
h
t
f
o
d
n
e
e
h
t
t
a
t
s
e
v
l
l
i
w
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
d
n
a
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
i
,
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
t
a
h
t
n
o
i
t
p
m
u
s
s
a
n
a
s
e
d
u
l
c
n
i
l
e
u
a
v
s
i
h
T
.
r
a
e
y
.
5
1
Y
F
n
i
i
d
a
p
e
r
e
w
s
t
i
f
e
n
e
b
n
o
i
t
a
n
m
r
e
t
o
N
i
)
5
(
.
n
o
i
t
a
m
r
o
f
n
i
r
e
h
t
r
u
f
.
r
o
f
4
5
e
l
b
a
T
d
n
a
)
8
(
e
t
o
n
t
o
o
f
o
t
r
e
f
e
R
.
t
s
e
v
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
d
n
a
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
i
l
,
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
e
h
t
d
u
o
h
s
e
v
i
t
u
c
e
x
E
r
o
n
e
S
h
c
a
e
y
b
d
e
s
i
l
i
a
e
r
e
b
y
l
e
t
a
m
i
t
l
u
y
a
m
t
a
h
t
)
y
n
a
f
i
(
t
i
f
e
n
e
b
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
s
a
d
e
d
i
v
o
r
p
s
a
w
t
n
e
m
y
a
p
I
T
S
e
h
t
f
o
t
n
e
c
r
e
p
5
2
y
b
e
r
e
h
w
s
n
a
p
l
I
T
S
5
1
Y
F
d
n
a
4
1
Y
F
,
3
1
Y
F
,
)
s
e
v
i
t
a
r
a
p
m
o
c
4
1
Y
F
o
t
e
l
b
a
c
i
l
p
p
a
y
l
n
o
(
2
1
Y
F
e
h
t
r
e
d
n
u
d
e
t
a
c
o
l
l
l
a
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
f
o
e
u
a
v
d
e
s
i
t
r
o
m
a
e
h
t
s
e
d
u
l
c
n
i
s
i
h
T
)
7
(
I
O
R
F
C
F
e
h
t
y
f
s
i
t
a
s
o
t
d
e
l
i
a
f
l
t
a
h
t
n
a
p
3
1
Y
F
e
h
t
f
o
n
o
i
t
r
o
p
a
r
o
f
d
e
r
r
u
c
c
o
s
i
h
t
,
5
1
Y
F
r
o
F
.
4
1
Y
F
d
n
a
5
1
Y
F
h
t
o
b
n
i
d
e
s
r
e
v
e
r
n
e
e
b
s
a
h
n
o
i
t
a
r
e
n
u
m
e
r
s
a
d
e
s
i
n
g
o
c
e
r
y
l
s
u
o
i
v
e
r
p
s
a
w
t
a
h
t
e
s
n
e
p
x
e
g
n
i
t
n
u
o
c
c
a
,
2
B
S
A
A
r
e
d
n
u
d
e
r
i
u
q
e
r
s
A
)
8
(
e
c
n
a
m
r
o
f
r
e
p
I
O
R
F
C
F
e
h
t
y
f
s
i
t
a
s
o
t
d
e
l
i
a
f
t
a
h
t
n
a
p
l
I
T
L
2
1
Y
F
e
h
t
f
o
n
o
i
t
r
o
p
a
r
o
f
d
e
r
r
u
c
c
o
s
i
h
t
,
4
1
Y
F
r
o
f
y
l
r
a
l
i
m
S
i
.
g
n
i
s
p
a
l
s
t
n
e
m
u
r
t
s
n
i
y
t
i
u
q
e
n
i
g
n
i
t
l
u
s
e
r
,
e
r
u
s
a
e
m
)
R
S
T
R
-
n
o
n
.
e
.
i
(
t
e
k
r
a
m
-
n
o
n
a
,
5
1
0
2
e
n
u
J
0
3
t
a
t
e
g
r
a
t
e
c
n
a
m
r
o
f
r
e
p
.
n
o
i
t
a
m
r
o
f
n
i
r
e
h
t
r
u
f
r
o
f
5
1
Y
F
r
o
f
s
e
m
o
c
t
u
o
I
T
L
n
o
3
3
o
t
.
r
e
f
e
R
.
g
n
i
s
p
a
l
s
t
n
e
m
u
r
t
s
n
i
y
t
i
u
q
e
n
i
g
n
i
t
l
u
s
e
r
,
4
1
0
2
e
n
u
J
0
3
t
a
t
e
g
r
a
t
i
r
o
n
e
S
a
e
m
a
c
e
b
e
h
r
e
t
f
a
5
1
0
2
y
l
u
J
n
i
i
s
e
r
a
h
s
s
a
m
h
o
t
d
e
d
i
v
o
r
p
e
r
e
w
h
c
i
h
w
f
o
0
0
0
0
6
,
,
s
t
h
g
i
r
e
c
n
a
m
r
o
f
r
e
p
d
e
d
u
l
c
n
i
l
t
a
h
t
n
a
p
n
o
i
t
n
e
t
e
r
a
d
e
t
n
a
r
g
s
a
w
)
s
t
c
u
d
o
r
P
y
t
i
l
i
b
o
M
-
r
o
t
c
e
r
i
D
e
v
i
t
u
c
e
x
E
s
a
e
l
o
r
s
i
h
n
i
(
y
a
r
B
r
M
,
2
1
0
2
y
l
u
J
2
n
O
)
9
(
.
d
o
i
r
e
P
n
o
i
t
c
i
r
t
s
e
R
a
o
t
t
c
e
j
b
u
s
e
r
a
h
c
i
h
w
.
5
1
0
2
e
n
u
J
0
3
l
i
t
n
u
4
1
0
2
y
l
u
J
1
m
o
r
f
d
o
i
r
e
p
e
h
t
o
t
g
n
i
t
a
l
e
r
a
r
t
s
l
e
T
y
b
d
e
s
s
e
s
s
a
s
a
e
c
n
a
m
r
o
f
r
e
p
f
o
l
e
v
e
l
y
r
o
t
c
a
f
s
i
t
a
s
a
g
n
i
v
e
h
c
a
d
n
a
d
e
y
o
l
p
m
e
y
l
s
u
o
u
n
i
t
n
o
c
g
n
n
a
m
e
r
e
r
e
w
s
n
o
i
t
i
d
n
o
c
e
c
n
a
m
r
o
f
r
e
p
e
h
T
i
i
i
.
e
v
i
t
u
c
e
x
E
Telstra Corporation Limited and controlled entities
59
Remuneration Report
5.2 STI Payments (cash and shares)
Name
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason (3)
Brendon Riley
David Thodey (3)
Current year grant of STI ($)(2)
Maximum
potential STI
opportunity
($) (1)
75% cash
component
(3)
25% deferred
shares
component
(3) (4)
% of the
maximum
potential
opportunity
earned
% of the
maximum
potential
opportunity
forfeited
Total grant of
STI ($)
3,275,753
1,638,696
2,900,000
1,156,013
2,700,000
975,038
2,700,000
1,005,413
367,671
177,034
-
1,560,000
1,560,000
-
569,205
930,150
2,400,000
1,181,850
2,400,000
956,700
2,160,000
1,386,720
2,160,000
804,330
2,700,000
1,337,550
2,700,000
754,059
4,414,247
2,833,946
546,232
385,337
325,013
335,137
59,011
-
189,735
310,050
393,950
318,900
-
268,110
445,850
251,354
-
5,300,000
2,112,713
704,237
66.7%
53.2%
48.2%
49.7%
64.2%
-
48.7%
79.5%
65.7%
53.2%
64.2%
49.7%
66.1%
37.2%
64.2%
53.2%
33.3%
46.8%
51.8%
50.3%
35.8%
-
51.3%
20.5%
34.3%
46.8%
35.8%
50.3%
33.9%
62.8%
35.8%
46.8%
2,184,928
1,541,350
1,300,051
1,340,550
236,045
-
758,940
1,240,200
1,575,800
1,275,600
1,386,720
1,072,440
1,783,400
1,005,413
2,833,946
2,816,950
Year
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
(1) Represents the maximum potential STI specific to FY15 and FY14 respectively, adjusted for any variation in Fixed Remuneration throughout FY15 and FY14 that impacts the
maximum potential STI available. If the minimum threshold performance is not met, the minimum possible STI payment is nil.
(2) The STI plan outcomes for FY15 and FY14 were approved by the Board on 12 August 2015 and 13 August 2014 respectively.
(3) In accordance with the provisions for retirement of Telstra's policy for the FY15 STI plan, no STI deferral will be made for Mr Thodey and Mr Nason. Their FY15 STI payment will
be paid as 100 per cent cash.
(4) The Restricted Shares awarded are expected to be allocated in November 2015 and are subject to a Restriction Period. Half are restricted for one year and half for two years
ending 30 June 2016 and 30 June 2017 respectively, subject to the Senior Executive's continued employment. Refer to 2.3 c) for further details.
60
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
5.3 Summary of LTI plans and other equity plans as at 30 June 2015
Name (*)
Plan
Type of instrument
granted
Performance period
Restriction
Period end date
(1)
Future
financial
years in
which grants
may Vest
Accounting value yet to
vest (2)
Min ($)
Max ($)
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee (3)
Kate McKenzie
Robert Nason
Brendon Riley
Total
FY13
FY14
FY15
FY14
FY15
FY14
FY15
FY13
FY14
FY15
FY12
FY13
FY14
FY15
FY12
FY13
FY14
FY15
FY12
FY13
FY14
FY15
Performance Rights
1/07/12 - 30/06/15
17-08-2016
Performance Rights
1/07/13 - 30/06/16
30-06-2017
Performance Rights
1/07/14 - 30/06/17
30-06-2018
Performance Rights
1/07/13 - 30/06/16
30-06-2017
Performance Rights
1/07/14 - 30/06/17
30-06-2018
Performance Rights
1/07/13 - 30/06/16
30-06-2017
Performance Rights
1/07/14 - 30/06/17
30-06-2018
Restricted Shares
Restricted Shares
Restricted Shares
n/a
n/a
n/a
17-08-2015
01-07-2016
30-06-2017
Performance Rights
1/07/11 - 30/06/14
19-08-2015
Performance Rights
1/07/12 - 30/06/15
17-08-2016
Performance Rights
1/07/13 - 30/06/16
30-06-2017
Performance Rights
1/07/14 - 30/06/17
30-06-2018
Performance Rights
1/07/11 - 30/06/14
19-08-2015
Performance Rights
1/07/12 - 30/06/15
17-08-2016
Performance Rights
1/07/13 - 30/06/16
30-06-2017
Performance Rights
1/07/14 - 30/06/17
30-06-2018
Performance Rights
1/07/11 - 30/06/14
19-08-2015
Performance Rights
1/07/12 - 30/06/15
17-08-2016
Performance Rights
1/07/13 - 30/06/16
30-06-2017
Performance Rights
1/07/14 - 30/06/17
30-06-2018
FY17
FY17
FY18
FY17
FY18
FY17
FY18
FY16
FY17
FY17
FY16
FY17
FY17
FY18
FY16
FY17
FY17
FY18
FY16
FY17
FY17
FY18
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
350,110
695,089
1,222,341
647,149
1,100,104
122,997
244,467
-
226,666
440,962
-
250,080
498,547
977,874
-
262,582
64,715
-
-
325,103
647,149
1,100,104
9,176,039
(1) Restriction period end date refers to the end of the Restriction Period for Performance Rights and Restricted Shares.
(2) The values included in the table above have been calculated by applying valuation methodologies or are based on the market value of Telstra shares at the grant date, as
described in note 27 to the financial statements.
(3) The FY15 Restricted Shares grant to Mr Lee was made in lieu of participation in the FY14 LTI plan. See 2.3 d) for more information. Mr Lee was granted TESOP99 shares in 1999,
with an interest free loan. The loan can be repaid at any time. There are no outstanding performance or restriction periods and the shares will vest if and when the loan is repaid in
full. As these instruments were issued prior to 7 November 2002 and were therefore included in the exemption permitted under AASB 1 "First-time Adoption of Australian
Equivalence to International Financial Reporting Standards", no expense has been recognised therefore there is no minimum or maximum accounting value yet to vest to be
disclosed. Refer to note 27 of the financial statements for further information.
(*) As Mr Thodey ceased to be a Senior Executive as at 30 April 2015, he has been excluded from the table above. As per the FY12 LTI plan outcome, 1,225,272 shares will be released
from restriction to him on 19 August 2015. In accordance with the FY13 LTI plan outcome, Mr Thodey has 1,189,371 Restricted Shares. Following retirement, he will retain 564,013
of the 1,041,256 FY14 LTI Performance Rights allocation and 274,083 of the 939,716 FY15 LTI Performance Rights allocation. The FY13 Restricted Shares and both the FY14 and
FY15 LTI Performance Rights remain subject to the original performance conditions and restriction period of the respective plan terms.
Telstra Corporation Limited and controlled entities
61
Remuneration Report
5.4 Accounting value of all LTI and other equity instruments (*)
Name
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
David Thodey
Accounting value of all LTI equity allocations (1) (2)
Performance
Performance
Shares ($)
Rights ($)
Restricted
Shares ($)
1,008,683
745,864
690,276
323,575
33,289
-
-
135,756
978,139
744,371
682,493
768,547
1,217,553
796,861
2,502,936
2,580,070
20,345
74,225
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
595,326
374,845
-
-
-
-
-
-
-
-
Year
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
Total
($)
1,029,028
820,089
690,276
323,575
33,289
-
595,326
510,601
978,139
744,371
682,493
768,547
1,217,553
796,861
2,502,936
2,580,070
(1) The value of each equity instrument is calculated by applying valuation methodologies or is based on the market value of Telstra shares at the grant date as described in note
27 to the financial statements and is then amortised, based on the maximum achievable allocation, over the relevant vesting period. The values included in the table relate to the
current year amortised value of all LTI instruments detailed in the Equity Settled share-based payments in the remuneration Table 5.1.
(2) As required under AASB 2, accounting expense that was previously recognised as remuneration has been reversed in both FY15 and FY14. For FY15, this occurred for a portion
of the FY13 plan that failed to satisfy the FCF ROI performance target at 30 June 2015, a non-market (i.e. non-RTSR) measure, resulting in equity instruments lapsing. Similarly for
FY14, this occurred for a portion of the FY12 LTI plan that failed to satisfy the FCF ROI performance target at 30 June 2014, resulting in equity instruments lapsing. Refer to 3.3 on
LTI outcomes for FY15 for further information.
(*) STI Restricted Shares are excluded from this table, refer to tables 5.2 and 5.8 for further information.
62
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
s
e
m
o
c
t
u
o
y
t
i
u
q
E
8
7
6
2
0
5
,
8
7
6
2
0
5
,
d
e
v
e
i
h
c
A
d
e
v
e
i
h
c
A
)
5
(
5
1
0
2
e
n
u
J
)
4
(
5
1
Y
F
e
c
n
a
m
r
o
f
r
e
p
e
c
n
a
m
r
o
f
r
e
p
0
3
t
a
s
a
t
e
g
r
a
t
g
n
i
r
u
d
t
e
g
r
a
t
,
6
0
0
4
8
3
1
,
t
a
d
l
e
h
l
a
t
o
T
5
1
0
2
e
n
u
J
0
3
)
*
(
)
^
(
)
8
4
2
5
8
(
,
-
s
e
g
n
a
h
c
r
e
h
t
O
d
e
s
i
c
r
e
x
e
)
3
(
5
1
Y
F
g
n
i
r
u
d
)
2
(
s
t
n
e
m
e
v
o
m
y
t
i
u
q
E
/
d
e
t
s
e
V
2
3
5
5
2
4
,
)
1
(
,
2
2
7
3
4
0
1
,
)
^
(
-
-
-
-
-
-
2
1
0
1
4
7
,
,
5
6
0
9
7
7
,
5
4
3
9
6
9
,
2
7
2
5
2
2
1
,
-
-
-
-
-
-
-
,
7
5
0
9
5
3
,
8
0
0
7
7
3
,
3
7
7
6
6
4
-
8
3
3
7
0
8
,
,
0
6
7
5
2
2
-
0
0
4
3
4
2
7
6
3
,
,
4
5
3
8
0
4
1
,
,
5
3
9
4
2
4
1
,
,
3
8
6
6
7
7
1
,
,
0
2
3
7
9
5
4
,
-
-
-
-
-
-
-
)
1
9
8
0
6
(
,
)
6
3
9
3
6
(
,
)
9
5
1
9
7
(
,
)
0
5
2
8
4
(
,
-
-
-
-
-
)
8
8
1
1
1
3
(
,
-
)
4
4
5
2
0
3
(
,
)
0
0
9
3
9
2
(
,
,
)
2
3
9
5
5
3
1
(
,
-
-
8
7
9
2
8
3
,
-
7
7
2
7
1
1
,
6
2
4
0
4
3
,
2
8
3
6
0
3
,
8
7
9
2
8
3
,
6
1
7
9
3
9
,
0
5
2
8
4
,
0
6
3
4
2
4
,
0
6
7
5
2
2
,
8
8
1
1
1
3
,
6
6
9
9
4
2
,
0
0
4
,
3
6
3
1
3
4
1
,
,
9
8
3
6
7
4
1
,
,
4
6
8
2
7
4
1
,
,
6
3
5
3
1
0
5
,
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
n
n
e
P
w
e
r
d
n
A
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
e
n
y
t
n
a
l
l
a
B
n
o
d
r
o
G
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
9
9
P
O
S
E
T
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
)
6
(
y
a
r
B
k
c
i
w
r
a
W
e
i
z
n
e
K
c
M
e
t
a
K
n
o
s
a
N
t
r
e
b
o
R
y
e
l
i
R
n
o
d
n
e
r
B
)
7
(
y
e
d
o
h
T
d
i
v
a
D
e
e
L
t
r
a
u
t
S
)
y
t
i
u
q
e
r
e
h
t
o
d
n
a
I
T
L
(
5
1
Y
F
g
n
i
r
u
d
d
e
s
i
c
r
e
x
e
d
n
a
d
e
t
s
e
v
,
d
e
t
n
a
r
g
s
t
n
e
m
u
r
t
s
n
i
y
t
i
u
q
e
f
o
r
e
b
m
u
N
5
.
5
5
1
Y
F
g
n
i
r
u
d
4
1
0
2
e
n
u
J
0
3
d
e
t
n
a
r
G
t
a
d
l
e
h
l
a
t
o
T
t
n
e
m
u
r
t
s
n
I
e
m
a
N
d
n
a
n
o
i
t
c
i
r
t
s
e
r
m
o
r
f
d
e
s
a
e
l
e
r
n
e
e
b
s
a
h
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
t
n
a
t
l
u
s
e
r
e
h
t
d
n
a
d
e
t
s
e
t
e
c
n
a
m
r
o
f
r
e
p
n
e
e
b
s
a
h
t
i
i
n
e
h
w
s
t
s
e
v
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
A
.
s
d
r
a
d
n
a
t
S
g
n
i
t
n
u
o
c
c
A
n
a
i
l
a
r
t
s
u
A
e
h
t
n
i
i
d
e
n
i
f
e
d
g
n
n
a
e
m
e
h
t
s
a
h
t
s
e
v
,
e
v
o
b
a
e
l
b
a
t
e
h
t
n
I
.
5
1
Y
F
g
n
i
r
u
d
d
e
d
i
v
o
r
p
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
h
c
u
s
f
o
s
l
i
a
t
e
d
s
e
d
u
l
c
n
i
.
8
5
e
l
b
a
T
.
e
v
i
t
u
c
e
x
e
e
h
t
o
t
d
e
d
i
v
o
r
p
t
n
e
m
u
r
t
s
n
i
y
t
i
u
q
e
h
c
a
E
.
t
n
a
r
g
f
o
r
a
e
y
t
n
a
v
e
l
e
r
h
c
a
e
r
o
f
t
r
o
p
e
r
n
o
i
t
a
r
e
n
u
m
e
r
e
h
t
n
i
d
e
s
i
r
a
m
m
u
s
e
r
a
5
1
Y
F
n
i
d
e
s
i
c
r
e
x
e
n
e
e
b
r
o
d
e
t
s
e
v
e
v
a
h
t
a
h
t
d
n
a
s
r
a
e
y
l
a
i
c
n
a
n
i
f
s
u
o
i
v
e
r
p
n
i
d
e
t
n
a
r
g
s
t
h
g
i
r
r
o
f
s
n
o
i
t
i
d
n
o
c
e
c
n
a
m
r
o
f
r
e
p
d
n
a
e
c
i
v
r
e
s
l
l
A
.
d
e
s
i
c
r
e
x
e
r
o
d
e
t
s
e
v
,
d
e
t
n
a
r
g
t
n
e
m
u
r
t
s
n
i
y
t
i
u
q
e
r
e
p
e
r
a
h
s
a
r
t
s
l
e
T
y
r
a
n
d
r
o
e
n
o
n
i
i
t
l
u
s
e
r
l
l
i
w
r
o
d
e
t
l
u
s
e
r
d
n
a
a
r
t
s
l
e
T
y
b
d
e
u
s
s
i
s
a
w
e
v
o
b
a
e
l
b
a
t
e
h
t
n
i
)
e
l
b
a
c
i
l
p
p
a
e
r
e
h
w
(
5
1
Y
F
n
i
d
e
s
i
c
r
e
x
e
r
o
d
e
t
s
e
v
,
d
e
t
n
a
r
g
n
i
n
o
i
t
a
p
i
c
i
t
r
a
p
f
o
u
e
i
l
n
i
e
d
a
m
,
n
a
p
l
I
T
L
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
e
l
a
s
e
l
o
h
W
a
r
t
s
l
e
T
E
G
5
1
Y
F
e
h
t
o
t
e
t
a
l
e
r
d
e
t
n
a
r
g
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
.
4
1
0
2
r
e
b
m
e
v
o
N
1
1
n
o
d
e
t
a
c
o
l
l
a
s
a
w
h
c
i
h
w
n
a
p
l
I
T
L
5
1
Y
F
e
h
t
o
t
e
t
a
l
e
r
d
e
t
n
a
r
g
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
)
1
(
.
n
o
i
t
a
m
r
o
f
n
i
e
r
o
m
r
o
f
)
.
d
3
2
e
e
S
.
4
1
0
2
r
e
b
m
e
v
o
N
1
1
n
o
d
e
t
a
c
o
l
l
a
s
a
w
d
n
a
n
a
p
l
I
T
L
4
1
Y
F
e
h
t
d
n
o
c
e
s
e
h
t
e
r
a
5
1
Y
F
n
i
d
e
t
s
e
v
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
.
n
a
p
l
I
T
L
1
1
Y
F
e
h
t
o
t
e
t
a
l
e
r
5
1
Y
F
g
n
i
r
u
d
d
e
t
s
e
v
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
.
e
v
o
b
a
d
e
n
i
f
e
d
s
a
g
n
i
t
s
e
v
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
r
o
n
o
i
t
c
i
r
t
s
e
r
i
i
f
o
t
u
o
g
n
m
o
c
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
o
t
s
e
t
a
l
e
R
)
2
(
.
.
8
5
e
l
b
a
T
o
t
r
e
f
e
r
s
e
r
a
h
S
a
r
t
s
l
e
T
n
i
s
t
s
e
r
e
t
n
i
P
M
K
r
u
o
n
o
n
o
i
t
a
m
r
o
f
n
i
e
r
o
m
r
o
F
.
n
n
e
P
r
M
r
o
f
2
1
Y
F
n
i
d
e
t
a
c
o
l
l
a
s
e
r
a
h
S
e
c
n
a
m
r
o
f
r
e
P
e
h
t
f
o
e
h
c
n
a
r
t
l
a
n
i
f
d
n
a
n
i
d
e
t
l
u
s
e
r
d
n
a
5
1
Y
F
f
o
d
n
e
e
h
t
t
a
d
e
t
s
e
t
e
c
n
a
m
r
o
f
r
e
p
s
a
w
t
a
h
t
n
a
p
l
I
T
L
3
1
Y
F
e
h
t
o
t
e
t
a
l
e
r
n
m
u
l
o
c
s
i
h
t
n
i
s
t
h
g
i
r
e
c
n
a
m
r
o
f
r
e
P
.
i
i
d
e
v
e
h
c
a
g
n
e
b
t
o
n
s
e
l
d
r
u
h
e
c
n
a
m
r
o
f
r
e
p
d
e
i
f
i
c
e
p
s
e
h
t
o
t
e
u
d
g
n
i
s
p
a
i
l
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
o
t
s
e
t
a
l
e
R
)
3
(
.
g
n
i
s
p
a
l
l
n
a
p
e
h
t
f
o
%
5
4
1
.
s
a
w
t
a
h
t
n
a
p
l
I
T
L
3
1
Y
F
e
h
t
o
t
e
t
a
l
e
r
n
m
u
l
o
c
s
i
h
t
n
i
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
i
.
s
e
l
d
r
u
h
e
c
n
a
m
r
o
f
r
e
p
d
e
i
f
i
c
e
p
s
e
h
t
t
e
m
d
n
a
5
1
0
2
e
n
u
J
0
3
n
o
g
n
d
n
e
d
o
i
r
e
p
e
c
n
a
m
r
o
f
r
e
p
e
h
t
r
o
f
d
e
t
s
e
t
e
c
n
a
m
r
o
f
r
e
p
n
e
e
b
e
v
a
h
t
a
h
t
s
t
n
e
m
u
r
t
s
n
i
o
t
s
e
t
a
l
e
R
)
4
(
i
l
i
r
p
A
0
3
n
o
e
v
i
t
u
c
e
x
E
r
o
n
e
S
a
e
b
o
t
d
e
s
a
e
c
e
h
s
a
n
m
u
l
o
c
s
i
h
t
n
i
d
e
d
u
l
c
n
i
n
e
e
b
t
o
n
e
v
a
h
s
l
i
a
t
e
d
s
'
y
e
d
o
h
T
r
M
.
6
1
Y
F
n
i
y
l
r
a
e
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
s
a
d
e
d
i
v
o
r
p
e
b
o
t
n
a
p
e
h
t
f
o
%
5
5
8
n
l
.
i
d
e
t
l
u
s
e
r
d
n
a
5
1
Y
F
f
o
d
n
e
e
h
t
t
a
d
e
t
s
e
t
e
c
n
a
m
r
o
f
r
e
p
.
5
1
0
2
s
a
d
e
d
i
v
o
r
p
e
b
l
l
i
w
d
n
a
5
1
Y
F
f
o
d
n
e
e
h
t
t
a
d
e
t
s
e
t
e
c
n
a
m
r
o
f
r
e
p
e
r
e
w
t
a
h
t
n
a
p
l
I
T
L
3
1
Y
F
e
h
t
e
d
u
l
c
n
i
n
m
u
l
o
c
s
i
h
t
n
i
i
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
.
5
1
0
2
e
n
u
J
0
3
t
a
s
a
s
e
l
d
r
u
h
e
c
n
a
m
r
o
f
r
e
p
d
e
i
f
i
c
e
p
s
e
h
t
t
e
m
e
v
a
h
t
a
h
t
s
t
n
e
m
u
r
t
s
n
i
o
t
s
e
t
a
l
e
R
)
5
(
r
o
F
.
5
1
Y
F
g
n
i
r
u
d
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
s
a
d
e
d
i
v
o
r
p
n
e
e
b
e
v
a
h
d
n
a
4
1
Y
F
f
o
d
n
e
e
h
t
t
a
n
a
p
l
I
T
L
2
1
Y
F
e
h
t
r
e
d
n
u
d
e
t
s
e
t
e
c
n
a
m
r
o
f
r
e
p
e
r
e
w
i
t
a
h
t
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
s
e
d
u
l
c
n
i
o
s
l
a
e
c
n
a
a
b
s
i
h
T
l
.
r
a
e
y
l
a
i
c
n
a
n
i
f
t
x
e
n
e
h
t
n
i
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
.
.
8
5
e
l
b
a
T
o
t
r
e
f
e
r
s
e
r
a
h
S
a
r
t
s
l
e
T
n
i
s
t
s
e
r
e
t
n
i
P
M
K
r
u
o
n
o
n
o
i
t
a
m
r
o
f
n
i
e
r
o
m
e
r
a
h
s
n
o
i
t
n
e
t
e
r
a
f
o
t
r
a
p
a
s
a
d
e
t
a
c
o
l
l
a
e
r
e
w
i
t
a
h
t
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
0
0
0
0
6
s
e
d
u
l
c
n
,
i
d
n
a
5
1
0
2
y
a
M
1
g
n
e
b
i
,
i
i
i
e
v
i
t
u
c
e
x
E
r
o
n
e
S
a
s
a
e
t
a
d
t
n
e
m
t
n
o
p
p
a
s
i
h
t
a
s
a
g
n
d
l
o
h
s
i
h
s
t
c
e
l
f
e
r
4
1
0
2
e
n
u
J
0
3
r
o
f
d
e
t
r
o
p
e
r
s
a
e
c
n
a
a
b
s
'
y
a
r
B
r
l
M
)
6
(
.
n
o
i
t
a
m
r
o
f
n
i
r
e
h
t
r
u
f
.
r
o
f
1
5
e
l
b
a
T
f
o
)
9
(
e
t
o
n
t
o
o
f
o
t
r
e
f
e
R
.
2
1
0
2
y
l
u
J
2
n
o
n
a
p
l
o
t
n
o
i
t
c
i
r
t
s
e
r
m
o
r
f
d
e
s
a
e
l
e
r
e
b
l
l
i
w
s
e
r
a
h
s
2
7
2
5
2
2
1
,
,
,
e
m
o
c
t
u
o
n
a
p
l
I
T
L
2
1
Y
F
e
h
t
r
e
p
s
A
.
5
1
0
2
l
i
r
p
A
0
3
g
n
e
b
i
,
i
e
v
i
t
u
c
e
x
E
r
o
n
e
S
a
s
a
d
e
r
i
t
e
r
e
h
e
t
a
d
e
h
t
i
t
a
s
a
g
n
d
l
o
h
s
i
h
s
t
c
e
l
f
e
r
5
1
0
2
e
n
u
J
0
3
r
o
f
d
e
t
r
o
p
e
r
s
a
e
c
n
a
a
b
s
'
y
e
d
o
h
T
r
l
M
)
7
(
.
e
l
b
a
s
i
c
r
e
x
e
n
u
d
n
a
d
e
t
s
e
v
r
o
e
l
b
a
s
i
c
r
e
x
e
d
n
a
d
e
t
s
e
v
,
i
d
e
t
s
e
v
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
r
o
s
n
o
i
t
p
o
o
n
e
r
e
w
e
r
e
h
t
,
5
1
0
2
e
n
u
J
0
3
t
a
s
A
)
*
*
(
.
s
e
i
t
r
a
p
d
e
t
a
l
e
r
r
i
e
h
t
r
o
P
M
K
r
u
o
y
b
y
l
l
a
i
c
i
f
e
n
e
b
r
o
y
l
t
c
e
r
i
d
n
i
i
d
l
e
h
s
n
o
i
t
p
o
r
o
s
t
h
g
R
e
c
n
a
m
r
o
f
r
e
P
o
n
e
r
a
e
r
e
h
T
)
^
(
.
n
o
i
t
a
m
r
o
f
n
i
r
e
h
t
r
u
f
.
r
o
f
8
5
d
n
a
2
5
s
e
l
b
a
t
o
t
.
r
e
f
e
r
,
e
l
b
a
t
s
i
h
t
m
o
r
f
d
e
d
u
l
c
x
e
e
r
a
s
e
r
a
h
S
d
e
t
c
i
r
t
s
e
R
I
T
S
)
*
(
.
5
1
0
2
t
s
u
g
u
A
9
1
n
o
m
h
i
Telstra Corporation Limited and controlled entities
63
Remuneration Report
5.6 Value of LTI and other equity instruments granted, exercised and expired/forfeited in FY15 (*)
Name
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
David Thodey
Granted during period ($) (1) (2)
Performance Rights
1,629,788
1,466,806
325,956
-
1,303,832
1,173,443
1,466,806
3,599,112
Restricted Shares
-
-
-
661,442
-
-
-
-
Vested/exercised ($) (3)
Performance Rights Performance Shares
275,025
-
-
-
-
-
-
-
-
-
811,214
1,761,324
1,712,399
1,663,474
-
7,674,575
(1) The fair value of the RTSR and FCF ROI Performance Rights granted in FY15 at the grant date of 15 October 2014 is $3.07 and $4.59 respectively. The fair value reflects the
valuation approach required by AASB 2 using an option pricing model, as explained in note 27 to the financial statements.
(2) The FY15 Restricted Share grant to Stuart Lee was made in lieu of participation in the FY14 LTI plan, see 2.3 d) for more information. The fair value of the Restricted Shares
granted during FY15 at the grant date of 15 August 2014 was $5.64 and was based on the market value of Telstra shares.
(3) The value of the equity instruments vested/exercised reflects the market value at the date the instruments vested and were released from restriction.
(*) STI Restricted Shares are excluded from this table, refer to tables 5.2 and 5.8 for further information.
64
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
5.7 Non-executive Director remuneration
Name
Catherine B Livingstone
Chairman
Geoffrey A Cousins (3)
Director
Peter R Hearl (4)
Director
Russell A Higgins
Director
Chin Hu Lim (5) (6)
Director
John P Mullen
Director
Nora L Scheinkestel (7)
Director
Margaret L Seale
Director
Steven M Vamos
Director
John D Zeglis (6)
Director
Total
Year
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
Short term employee benefits
Post-employment
benefits
Salary and fees ($)
(1)
Non-monetary
benefits ($) (2)
Superannuation ($)
Total ($)
738,573
687,225
248,217
267,000
202,314
-
251,217
252,225
230,923
199,033
273,217
274,225
292,327
287,225
251,217
252,225
248,217
249,225
231,022
230,672
7,304
4,425
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
18,783
17,775
18,783
4,444
16,467
-
18,783
17,775
4,077
5,701
18,783
17,775
18,783
17,775
18,783
17,775
18,783
17,775
3,978
4,328
764,660
709,425
267,000
271,444
218,781
-
270,000
270,000
235,000
204,734
292,000
292,000
311,110
305,000
270,000
270,000
267,000
267,000
235,000
235,000
2,967,244
2,699,055
7,304
4,425
156,003
121,123
3,130,551
2,824,603
(1) Includes fees for membership on Board Committees.
(2) For FY14 and FY15, Telstra has applied the exemption for transactions with KMP that are not remuneration and are trivial or domestic in nature (Corporations Regulation
2M.3.03 (3B)) such as Foxtel or the provision of phones or computers. The non-monetary value of $7,304 for FY15 is the value of a car parking benefit. The value of the non-monetary
benefits include the FBT gross up rate of $2.0647 for FY14 and $2.0802 for FY15.
(3) As noted in the FY14 remuneration report, the insufficient superannuation contribution of $13,331 and salary and fees overpayment of $4,444 for Geoffrey Cousins were
rectified in FY15 via a payment by Mr Cousins to Telstra Corporation Limited.
(4) Peter Hearl qualifies as a KMP from 15 August 2014, when he was appointed as a non-executive Director of the Company.
(5) As noted in the FY14 remuneration report, the excess superannuation contribution of $2,274 for Chin Hu Lim was rectified in FY15 via a payment by Mr Lim to Telstra Corporation
Limited.
(6) As Mr Lim and John Zeglis are overseas residents, their superannuation contributions for FY15 are less than the contributions for Australian resident non-executive Directors.
(7) Nora Scheinkestel's fees for FY15 includes additional fees of $6,110 for services provided in relation to the 2014 Telstra off-market share buy-back.
Telstra Corporation Limited and controlled entities
65
Remuneration Report
5.8 KMP interests in Telstra Shares
During FY15, our KMP and their related parties held Telstra shares directly, indirectly or beneficially as follows:
Total shares
held at
30 June 2014
(1)(2)
Equity
instruments
vested/
exercised
STI
Restricted
Shares
granted (3)
LTI
Restricted
Shares
received
during FY15
(4)
Net shares
acquired or
disposed of
and other
changes
Total shares
held at
30 June 2015
(1)(5)
Shares held
nominally at
30 June 2015
(6)
185,816
101,765
-
88,404
-
26,159
74,115
240,641
40,000
103,993
860,893
278,407
274,958
87,578
1,082,861
806,940
621,587
383,310
3,319,003
6,854,644
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
10,000
-
45,000
-
10,000
-
12,389
46,000
-
-
123,389
48,250
-
-
-
-
-
-
-
48,250
68,322
59,420
-
54,972
56,542
47,536
44,566
124,864
456,222
-
-
-
117,277
381,955
402,057
502,572
1,225,272
2,629,133
-
-
-
-
(607,882)
(415,000)
-
-
(1,022,882)
195,816
101,765
45,000
88,404
10,000
26,159
86,504
286,641
40,000
103,993
984,282
394,979
334,378
87,578
1,255,110
637,555
656,180
930,448
4,669,139
8,965,367
189,379
21,765
-
88,404
-
26,159
86,504
286,641
40,000
37,493
776,345
172,746
98,620
87,578
548,593
469,857
483,811
930,448
4,669,139
7,460,792
7,715,537
48,250
456,222
2,629,133
(899,493)
9,949,649
8,237,137
Non-Executive Directors
Catherine B Livingstone
Geoffrey A Cousins
Peter R Hearl
Russell A Higgins
Chin Hu Lim
John P Mullen
Nora L Scheinkestel
Margaret L Seale
Steven M Vamos
John D Zeglis
Total
Senior Executives
Andrew Penn
Gordon Ballantyne
Warwick Bray
Stuart Lee
Kate McKenzie
Robert Nason
Brendon Riley
David Thodey
Total
Each equity instrument exercised or granted in FY15 (where applicable) in the table above, was issued by Telstra and resulted or will result in one ordinary Telstra share per equity
instrument exercised or granted.
(1) Total shareholdings include shares held by our KMP and their related parties. Unless related to our employee share plans, shares acquired or disposed by our KMP during FY15
were on an arm's length basis at market price.
(2) For Mr Hearl, the total shares held at 30 June 2014, was the balance held when he commenced as a non-executive Director on 15 August 2014. Similarly for Mr Bray, the total
shares held at 30 June 2014, was the balance held when he commenced as a Senior Executive on 1 May 2015.
(3) STI Restricted Shares granted during FY15 relate to the FY14 STI plan which were allocated on 11 November 2014. However, the allocation of Restricted Shares under the FY15
STI plan will be made after the reporting date of 30 June 2015, therefore they have not been included in the table above.
(4) This column relates to those equity instruments that have been provided as Restricted Shares during this financial year. For FY15, this relates to the FY12 LTI plan that was
performance tested last financial year. However, for Stuart Lee only, this relates to the FY15 GE Wholesale Restricted Share LTI plan.
(5) For Mr Thodey, the total shares held at 30 June 2015 was the balance held when he ceased as a Senior Executive on 30 April 2015.
(6) Nominally refers to shares held either indirectly or beneficially, including (for non-executive Directors) those acquired under Directshare, as well as (for Senior Executives)
certain Restricted Shares. These shares are subject to a restriction period, such that the non-executive Director or Senior Executive is restricted from dealing with the shares until
the restriction period ends. Refer to note 27 to the financial statements for further details.
66
Telstra Corporation Limited and controlled entities
Remuneration Report
_Telstra Annual Report 2015
5.9 Glossary
Average Investment
EBITDA
EBITDA for STI
FCF for LTI
FCF ROI
FCF for STI
Average investment over the period is the average of the sum of net debt and shareholders'
funds over the entire three year performance period
Earnings Before Interest, Tax, Depreciation and Amortisation
Earnings Before Interest, Tax, Depreciation and Amortisation (excluding profit/loss on land &
building disposals)
Annual FCF adjusted for interest paid and non-recurring factors such as spectrum licence
purchases, acquisitions, divestments and material regulatory adjustments
The average of the annual FCF for LTI over the period of the scheme expressed as a percentage
of the Average Investment over the period of the scheme
FCF adjusted for spectrum license purchases, acquisitions and divestments
Fixed Remuneration
Base salary plus company and private salary sacrificed superannuation contributions.
FCF
GE
GMD
KMP
LTI
NBN
NBN Transaction
NPS
Performance Right
Permitted Reason
Free Cashflow from operating and investing activities
Group Executive
Group Managing Director
Key Management Personnel
Long Term Incentive
National Broadband Network
Agreements with NBN Co and the Government in relation to Telstra's participation in the rollout
of the NBN
Net Promoter Score. A non financial measure in Telstra's STI plan. Refer to 3.2 b) for further
information
A right to a Restricted Share at the end of a performance period, subject to the satisfaction of
certain performance measures
For both LTI plans and STI Deferral plans death, total and permanent disablement, certain
medical conditions, redundancy, or retirement (where notice of retirement is given six months
after the actual date of allocation) are permitted reasons. For LTI plans (other than GE
Wholesale) separation by mutual agreement is also considered as permitted reason. For STI
plans, fixed term contract expiry more than six months after the actual date of allocation is a
permitted reason.
Performance Share
A right to a Telstra share at the end of a performance period, subject to the satisfaction of
certain performance measures
Restricted Share
A Telstra share that is subject to a Restriction Period
Restriction Period
A period during which a Telstra share is subject to a service condition and cannot be traded.
Restricted Shares are transferred to a Senior Executive on the first day after the end of the
Restriction Period that the Senior Executive is able to deal in shares under Telstra's Securities
Trading Policy.
RTSR
Relative Total Shareholder Return
Senior Executive
Refers to the CEO and those executives who are KMP with authority and responsibility for
planning, directing and controlling the activities of the company and Group, directly or
indirectly
Service Agreement
A Senior Executive's contract of employment
SSU
STI
STI Deferral plan
Straight-line Vesting
Structural Separation Undertaking
Short Term Incentive
Senior Executives are provided with a percentage of their actual STI payment in the form of
Restricted Shares
Describes the vesting calculation between target and stretch of an LTI plan, where the payout
between two levels is based on equal increments determined by performance
Total Income
Total Telstra income excluding profit/loss on land & building disposals
Total Remuneration
The sum of all the fixed and variable components of remuneration as detailed in Table 5.1 for
Senior Executives, and all the remuneration components as detailed in Table 5.7 for non-
executive Directors
Telstra Corporation Limited and controlled entities
67
Directors’ Report
Ernst & Young
680 George Street
Sydney NSW 2000 Australia
GPO Box 2646 Sydney NSW 2001
Tel: +61 2 9248 5555
Fax: +61 2 9248 5959
ey.com/au
Rounding of amounts
The Telstra Entity is a company of the kind referred to in the
Australian Securities and Investments Commission Class Order
98/100, dated 10 July 1998 and issued pursuant to section 341(1)
of the Corporations Act. As a result, amounts in this Directors’
Report and the accompanying financial report have been rounded
to the nearest million dollars ($m), except where otherwise
indicated.
This report is made on 13 August 2015 in accordance with a
resolution of the Directors.
Auditor’s Independence Declaration to the Directors of
Telstra Corporation Limited
In relation to our audit of the financial report of Telstra
Corporation Limited for the financial year ended 30 June 2015, to
the best of my knowledge and belief, there have been no
contraventions of the auditor independence requirements of the
Corporations Act 2001 or any applicable code of professional
conduct.
Catherine B Livingstone AO
Chairman
13 August 2015
Ernst & Young
Andrew R Penn
Chief Executive Officer and Managing Director
13 August 2015
SJ Ferguson
Partner
Sydney
13 August 2015
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards
Legislation
68
Telstra Corporation Limited and controlled entities
FINANCIAL
REPORT
TELSTRA CORPORATION LIMITED
AND CONTROLLED ENTITIES
Australian Business Number (ABN): 33 051 775 556
Financial Report
As at 30 June 2015
Financial Statements
Income Statement
Statement of Comprehensive Income
Statement of Financial Position
Statement of Cash Flows
Statement of Changes in Equity
Notes to the Financial Statements
- Basis of preparation
Note 1
- Summary of significant accounting policies, estimates, assumptions and judgements
Note 2
- Earnings per share
Note 3
- Dividends
Note 4
- Segment information
Note 5
- Income
Note 6
- Expenses
Note 7
- Remuneration of auditors
Note 8
- Income taxes
Note 9
- Trade and other receivables
Note 10
- Inventories
Note 11
- Non current assets held for sale and discontinued operation
Note 12
- Property, plant and equipment
Note 13
- Intangible assets
Note 14
- Trade and other payables
Note 15
- Provisions
Note 16
- Capital management and financial instruments
Note 17
- Financial risk management
Note 18
- Share capital
Note 19
- Notes to the statement of cash flows
Note 20
- Impairment
Note 21
- Expenditure commitments
Note 22
- Contingent liabilities and contingent assets
Note 23
- Post employment benefits
Note 24
- Investments in controlled entities
Note 25
- Investments in joint ventures and associated entities
Note 26
- Employee share plans
Note 27
- Key management personnel compensation
Note 28
- Related party disclosures
Note 29
- Parent entity information
Note 30
- Events after reporting date
Note 31
Directors’ Declaration
Independent Auditor’s Report
Page
Number
71
72
73
74
75
77
78
93
94
95
98
99
101
102
104
106
107
109
111
113
114
116
124
133
134
140
142
143
144
148
155
159
168
169
172
174
175
176
70
Telstra Corporation Limited and controlled entities
INCOME
STATEMENT
For the year ended 30 June 2015
Continuing operations
Income
Revenue (excluding finance income)
Other income
Expenses
Labour
Goods and services purchased
Other expenses
Share of net profit from joint ventures and associated entities
_Telstra Financial Report 2015
Telstra Group
Year ended 30 June
2014
$m
2015
$m
Note
6
6
7
26
26,023
25,320
584
976
26,607
26,296
4,921
6,847
4,113
4,732
6,465
3,988
15,881
15,185
19
24
15,862
15,161
Earnings before interest, income tax expense, depreciation and amortisation (EBITDA)
10,745
11,135
Depreciation and amortisation
Earnings before interest and income tax expense (EBIT)
Finance income
Finance costs
Net finance costs
Profit before income tax expense
Income tax expense
Profit for the year from continuing operations
Discontinued operation
Profit/(loss) for the year from discontinued operation
7
6
7
9
3,983
6,762
157
846
689
6,073
1,787
4,286
3,950
7,185
156
1,113
957
6,228
1,679
4,549
12
19
(204)
Profit for the year from continuing and discontinued operations
4,305
4,345
Attributable to
Equity holders of Telstra Entity
Non-controlling interests
Earnings per share from continuing operations (cents per share)
Basic
Diluted
Earnings per share (cents per share)
Basic
Diluted
The notes following the financial statements form part of the financial report.
4,231
4,275
74
70
4,305
4,345
cents
cents
34.3
34.3
34.5
34.5
36.1
36.0
34.4
34.3
3
3
3
3
Telstra Corporation Limited and controlled entities
71
STATEMENT OF
COMPREHENSIVE INCOME
For the year ended 30 June 2015
Profit for the year from continuing and discontinued operations
Attributable to equity holders of Telstra Entity
Attributable to non-controlling interests
Items that will not be reclassified to the income statement
Retained profits:
- actuarial gain on defined benefit plans attributable to equity holders of Telstra Entity
- income tax on actuarial gain on defined benefit plans
- actuarial gain on defined benefit plans attributable to non-controlling interests
Fair value of equity instruments reserve:
- gains from investments in equity instruments designated at fair value through other comprehensive
income
- income tax on gains from investments in equity instruments
Foreign currency translation reserve:
- translation differences of foreign operations attributable to non-controlling interests
Items that may be subsequently reclassified to the income statement
Foreign currency translation reserve:
- translation differences of foreign operations attributable to equity holders of Telstra Entity
- income tax on movements in the foreign currency translation reserve
- translation differences transferred to the income statement on disposal of controlled entities
- income tax on translation differences transferred to the income statement on disposal of controlled
entities
- translation differences transferred to the income statement for controlled entities deregistered or in
liquidation
Cash flow hedging reserve:
- changes in fair value of cash flow hedges
- changes in fair value transferred to other expenses
- changes in fair value transferred to goods and services purchased
- changes in fair value transferred to finance costs
- changes in fair value transferred to property, plant and equipment
- income tax on movements in the cash flow hedging reserve
Foreign currency basis spread reserve:
- changes in the value of the foreign currency basis spread
- income tax on movements in the foreign currency basis spread reserve
Total other comprehensive income
Total comprehensive income for the year
Total comprehensive income attributable to equity holders of Telstra Entity
Total comprehensive income attributable to non-controlling interests
The notes following the financial statements form part of the financial report.
Telstra Group
Year ended 30 June
2014
$m
2015
$m
4,231
4,275
74
70
4,305
4,345
233
(69)
-
7
(1)
48
218
196
9
2
-
-
91
(277)
(13)
212
(2)
(3)
72
(22)
265
116
(34)
1
-
-
(4)
79
39
(13)
239
48
100
(116)
(140)
(17)
228
-
15
-
-
383
483
4,788
4,666
122
462
4,807
4,740
67
72
Telstra Corporation Limited and controlled entities
STATEMENT OF
FINANCIAL POSITION
As at 30 June 2015
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Derivative financial assets
Current tax receivables
Prepayments
Assets classified as held for sale
Total current assets
Non current assets
Trade and other receivables
Inventories
Investments - accounted for using the equity method
Investments - other
Property, plant and equipment
Intangible assets
Derivative financial assets
Deferred tax assets
Defined benefit asset
Total non current assets
Total assets
Current liabilities
Trade and other payables
Provisions
Borrowings
Derivative financial liabilities
Current tax payables
Revenue received in advance
Liabilities classified as held for sale
Total current liabilities
Non current liabilities
Other payables
Provisions
Borrowings
Derivative financial liabilities
Deferred tax liabilities
Defined benefit liability
Revenue received in advance
Total non current liabilities
Total liabilities
Net assets
Equity
Share capital
Reserves
Retained profits
Equity available to Telstra Entity shareholders
Non-controlling interests
Total equity
_Telstra Financial Report 2015
Telstra Group
As at 30 June
2015
$m
2014
$m
Note
20
10
11
17
10
11
26
13
14
17
9
24
15
16
17
17
15
16
17
17
9
24
19
1,396
4,721
491
7
9
346
-
6,970
1,171
32
201
137
20,450
9,332
1,790
66
296
33,475
40,445
4,045
970
1,496
214
291
1,113
-
8,129
74
284
14,138
911
1,558
4
837
17,806
25,935
14,510
5,198
372
8,533
14,103
407
14,510
5,527
4,172
362
23
2
329
23
10,438
973
29
196
127
19,842
6,382
1,322
7
44
28,922
39,360
3,834
932
2,277
400
296
926
19
8,684
66
261
13,547
1,169
1,286
-
387
16,716
25,400
13,960
5,719
(228)
8,331
13,822
138
13,960
The notes following the financial statements form part of the financial report.
Telstra Corporation Limited and controlled entities
73
STATEMENT OF
CASH FLOWS
For the year ended 30 June 2015
Cash flows from operating activities
Receipts from customers (inclusive of goods and services tax (GST))
Payments to suppliers and to employees (inclusive of GST)
Government grants received
Net cash generated by operations
Income taxes paid
Net cash provided by operating activities
Cash flows from investing activities
Payments for:
- property, plant and equipment
- intangible assets
Capital expenditure (before investments)
- shares in controlled entities (net of cash acquired)
- payments for joint ventures and associated entities
- payments for businesses and other investments
Total capital expenditure (including investments)
Proceeds from:
- sale of property, plant and equipment
- sale of shares in controlled entities (net of cash disposed) and other investments
Proceeds from finance lease principal amounts
Interest received
Settlement of hedges in net investments
Term deposits
Distributions received from joint ventures and associated entities
Net cash used in investing activities
Operating cash flows less investing cash flows
Cash flows from financing activities
Proceeds from borrowings
Proceeds from borrowings from joint ventures and associated entities
Repayment of borrowings
Repayment of borrowings to joint ventures and associated entities
Repayment of finance lease principal amounts
Share buy-back
Staff repayments of share loans
Purchase of shares for employee share plans
Proceeds received from exercise of equity instruments
Proceeds from sale of controlled entity shares
Finance costs paid
Issue of equity by controlled entities
Payment for share buy-back of non-controlling interests
Proceeds from sale of controlled entity shares on behalf of non-controlling interests
Payments to non-controlling interests for sale of their shares in controlled entity (including tax paid on
their behalf)
Dividends paid to equity holders of Telstra Entity
Dividends paid to non-controlling interests
Net cash used in financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Effects of exchange rate changes on cash and cash equivalents
Cash and cash equivalents at the end of the year
The notes following the financial statements form part of the financial report.
Telstra Group
Year ended 30 June
2014
$m
2015
$m
Note
29,521
(19,621)
166
10,066
(1,755)
8,311
28,950
(18,710)
147
10,387
(1,774)
8,613
(2,845)
(2,257)
(5,102)
(984)
(48)
(72)
(6,206)
94
4
92
167
(31)
4
184
(5,692)
2,619
1,714
79
(3,368)
(45)
(47)
(1,004)
2
(54)
-
333
(916)
121
-
57
(54)
(3,699)
(1)
(6,882)
(4,263)
5,527
132
1,396
(2,868)
(894)
(3,762)
(165)
(3)
(88)
(4,018)
94
2,397
98
150
(21)
4
166
(1,130)
7,483
1,572
-
(1,387)
-
(91)
-
3
(61)
29
-
(947)
160
(149)
8
-
(3,545)
(22)
(4,430)
3,053
2,479
(5)
5,527
20
20
26
20
20
20
20
20
4
20
74
Telstra Corporation Limited and controlled entities
STATEMENT OF
CHANGES IN EQUITY
For the year ended 30 June 2015
Telstra Group
Foreign
currency
trans-
lation (a)
$m
(499)
-
413
413
Cash flow
hedging
(b)
$m
(92)
-
(30)
(30)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Share
capital
$m
5,711
-
-
-
-
-
-
-
3
(61)
29
37
5,719
(86)
(122)
-
-
-
-
(509)
-
-
-
-
2
(54)
40
-
207
207
-
-
-
-
-
-
-
-
-
-
8
8
-
-
-
-
-
-
-
-
-
Balance at 1 July 2013
Profit for the year
Other comprehensive
income
Total comprehensive
income for the year
Dividends
Non-controlling
interests on
acqusitions
Non-controlling
interests on disposals
Transactions with
non-controlling
interests (g)
Amounts repaid on
share loans provided
to employees
Additional shares
purchased
Exercise of employee
share options
Share-based
payments
Balance at 30 June
2014
Profit for the year
Other comprehensive
income
Total comprehensive
income for the year
Dividends
Share buy-back (net of
income tax) (f)
Non-controlling
interests on
acqusitions
Non-controlling
interests on disposals
Transfers to income
statement (e)
Transactions with
non-controlling
interests (g)
Amounts repaid on
share loans provided
to employees
Additional shares
purchased
Share-based
payments
Balance at 30 June
2015
_Telstra Financial Report 2015
Reserves
Foreign
currency
basis
spread
(c)
$m
-
-
Fair
value of
equity
instru-
ments (d)
$m
-
-
General
reserve
(e)
$m
(28)
-
Retained
profits
$m
7,519
4,275
Non-
control-
ling
interests
$m
264
70
Total
$m
12,611
4,275
Total
equity
$m
12,875
4,345
-
-
-
-
-
-
-
-
-
-
-
-
50
50
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
6
6
-
-
-
-
-
-
-
-
-
6
-
-
-
-
-
8
-
-
-
-
82
465
(3)
462
4,357
4,740
67
4,807
(3,545)
(3,545)
(22)
(3,567)
-
-
-
-
-
-
-
-
-
8
3
(61)
29
37
6
6
(198)
(198)
13
-
-
-
8
21
3
(61)
29
45
(20)
8,331
13,822
138
13,960
-
-
-
-
-
-
-
(27)
356
-
-
-
4,231
4,231
164
435
74
48
4,305
483
4,395
4,666
122
4,788
(3,699)
(3,699)
(1)
(3,700)
(494)
(1,003)
-
(1,003)
-
-
-
-
-
-
-
-
-
(27)
22
22
(13)
-
(13)
(27)
356
113
469
2
(54)
40
-
-
26
2
(54)
66
309
8,533
14,103
407
14,510
5,198
121
(114)
50
The notes following the financial statements form part of the financial report.
Telstra Corporation Limited and controlled entities
75
STATEMENT OF
CHANGES IN EQUITY (CONTINUED)
For the year ended 30 June 2015
(a) The foreign currency translation reserve is used to record
exchange differences arising from the conversion of the non-
Australian controlled entities’ financial statements into
Australian dollars. This reserve is also used to record our
percentage share of exchange differences arising from our equity
accounted non-Australian investments in joint ventures and
associated entities.
(b) The cash flow hedging reserve represents the effective portion
of gains or losses on remeasuring the fair value of hedge
instruments, where a hedge qualifies for hedge accounting.
The closing balance of the cash flow hedging reserve at 30 June
relates to continuing hedges, which are used to hedge the foreign
currency and interest rate risk of a portion of our borrowing
portfolio and highly probable forecast transactions settled in a
foreign currency.
(c) The foreign currency basis spread reserve is used to record
changes in the fair value of our derivative financial instruments
attributable to movements in foreign currency basis spread.
Currency basis is included in interest on borrowings in the income
statement over the life of the borrowing.
The closing balance of the foreign currency basis spread reserve
at 30 June represents amounts deferred in relation to hedges of
foreign currency risk of a portion of our borrowings. During
financial year 2015, $6m has been recognised within finance
costs.
Foreign currency basis is not separately accounted for in
transaction related hedges such as hedges of forecast
transactions.
(d) Fair value of equity instruments reserve represents changes in
fair value of equity instruments we have elected to measure at fair
value through other comprehensive income.
(e) The general reserve represents other items we have taken
directly to equity.
On 10 December 2013, Telstra Octave Holdings Limited acquired
the remaining 33 per cent interest in Octave Investments Holdings
Limited in exchange for selling the net assets of the five variable
interest entities controlled by Sharp Point Group Limited.
Subsequently, on 12 December 2014, we liquidated Octave
Investments Holdings Limited and Telstra Octave Holdings
Limited and as a result a $27 million gain was transferred from the
general reserve to the income statement.
(f) On 6 October 2014, we completed an off-market share buy-
back of 217,418,521 ordinary shares as part of our capital
management program. Refer to note 19 for further details.
(g) Our ownership of Autohome Inc. decreased from 63.2 per cent
at 30 June 2014 (this percentage takes into account shares that
Autohome Inc. has reserved but not granted, pursuant to
Autohome Inc.'s employee equity compensation plans) to 54.3 per
cent at 30 June 2015 due to employee share issues, sale of a
portion of our Autohome Inc. shares and Autohome Inc.’s on-
market share issue. None of these transactions resulted in a
change of control and we recognised a $356 million increase in
general reserve.
During the comparative period, we acquired the minority interests
of the Octave Group and we decreased our ownership of Autohome
Inc. from 66.0 per cent at 30 June 2013 to 63.2 per cent at 30 June
2014, via share buy-back, subsequent initial public offering (IPO)
and employee share issues. Neither of these transactions
resulted in a change of control. Changes in valuation of non-
controlling interests resulting from these transactions are
recorded in the general reserve.
Refer to note 20 for further details.
76
Telstra Corporation Limited and controlled entities
NOTES TO THE FINANCIAL STATEMENTS
_Telstra Financial Report 2015
1.2 Clarification of terminology used in our income
statement
Under the requirements of AASB 101: “Presentation of Financial
Statements”, we must classify all of our expenses (apart from any
finance costs and our share of net profit/loss from joint ventures
and associated entities) according to either the nature (type) of
the expense or the function (activity to which the expense relates).
We have chosen to classify our expenses using the nature
classification as it more accurately reflects the type of operations
we undertake.
Earnings before interest, income tax expense, depreciation and
amortisation (EBITDA) reflects our profit for the year prior to
including the effect of net finance costs, income taxes,
depreciation and amortisation. Depreciation and amortisation are
calculated in accordance with AASB 116: “Property, Plant and
Equipment” and AASB 138: “Intangible Assets” respectively. We
believe that EBITDA is a relevant and useful financial measure
used by management to measure the Company’s operating
performance.
Our management uses EBITDA and earnings before interest and
income tax expense (EBIT), in combination with other financial
measures, primarily to evaluate the Company’s operating
performance before financing, income tax and non-cash capital
related expenses. In addition, we believe EBITDA is useful to
investors because analysts and other members of the investment
community largely view EBITDA as a key and widely recognised
measure of operating performance.
EBIT is a similar measure to EBITDA, but takes into account
depreciation and amortisation.
1.3 Rounding
All dollar amounts in this financial report (except where indicated)
have been rounded to the nearest million dollars ($m) for
presentation. This has been done in accordance with Australian
Securities and Investments Commission (ASIC) Class Order 98/
100, dated 10 July 1998, issued under section 341(1) of the
Corporations Act 2001. Telstra is an entity to which this class
order applies.
NOTE 1. BASIS OF PREPARATION
In this financial report, we, us, our, Telstra, the Telstra Group and
the Group all mean Telstra Corporation Limited, an Australian
corporation and its controlled entities as a whole. Telstra Entity is
the legal entity, Telstra Corporation Limited. Telstra Entity, the
Company, is a company limited by shares incorporated in
Australia whose shares are publicly traded on the Australian
Securities Exchange.
Our financial year ends on 30 June. Unless we state differently, the
following applies:
• year or financial year means the year ended 30 June
• reporting date means 30 June
• 2015 means financial year 2015 and similarly for other financial
years.
The financial report of the Telstra Group for the year ended 30
June 2015 was authorised for issue in accordance with a
resolution of the Telstra Board of Directors on 13 August 2015. The
Directors have the power to amend and reissue the financial
report.
The principal accounting policies used in preparing the financial
report of the Telstra Group are set out in note 2 to our financial
statements.
1.1 Basis of preparation of the financial report
This financial report is a general purpose financial report,
prepared by a for-profit entity, in accordance with the
requirements of the Australian Corporations Act 2001, Accounting
Standards applicable in Australia and other authoritative
pronouncements of the Australian Accounting Standards Board
(AASB). This financial report also complies with International
Financial Reporting Standards (IFRS) and Interpretations
published by the International Accounting Standards Board
(IASB).
Both the functional and presentation currency of the Telstra Entity
and its Australian controlled entities is Australian dollars. The
functional currency of certain non Australian controlled entities is
not Australian dollars. As a result, the results of these entities are
translated into Australian dollars for presentation in the Telstra
Group financial report.
This financial report is prepared in accordance with historical
cost, except for some categories of financial instruments, which
are recorded at fair value; and assets held for sale, which are
measured at fair value less costs to sell. Cost is the fair value of the
consideration given in exchange for net assets acquired.
In preparing this financial report, we are required to make
judgements and estimates that affect:
• income and expenses for the year
• the reported amounts of assets and liabilities
• the disclosure of off-balance sheet arrangements, including
contingent assets and contingent liabilities.
We continually evaluate our judgements and estimates. We base
our judgements and estimates on historical experience, various
other assumptions we believe to be reasonable under the
circumstances and, where appropriate, practices adopted by
international telecommunications companies. Actual results may
differ from our estimates.
Telstra Corporation Limited and controlled entities
77
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS
Financial liabilities
The requirements in AASB 139 regarding classification and
measurement of financial liabilities have been retained, including
the related application and implementation guidance. Financial
liabilities continue to be measured at either fair value through
profit or loss or amortised cost. The criteria for designating a
financial liability at fair value through profit or loss also remain
unchanged.
Where financial liabilities are designated at fair value through
profit or loss, changes in the fair value due to changes in our own
credit risk can be recognised in other comprehensive income and
there is no subsequent recycling of these amounts to profit or loss
(accumulated gains or losses may be transferred within equity).
Where this creates an accounting mismatch in profit or loss, all
fair value movements must be recognised in profit or loss.
Impact of changes
On adoption of AASB 9 (2013) we have classified our financial
assets as subsequently measured at either amortised cost or fair
value, depending on the business model for those assets and on
the assets' contractual cash flow characteristics.
As at 1 July 2014, we elected to measure our existing investments
in securities, previously held at cost as available-for-sale, at fair
value through other comprehensive income, with the exception of
our investment in Ooyala Inc., which was measured at fair value
through profit or loss prior to obtaining control via a step
acquisition (refer to note 20 for further details). The fair value of all
the investments approximated their carrying value at 30 June
2014.
There were no changes in classification or measurement of our
financial liabilities.
There was no impact on the statement of comprehensive income
or the statement of changes in equity on adoption of AASB 9 (2013)
in relation to classification and measurement of financial assets
and financial liabilities.
2.1 Changes in accounting policies
The following accounting policy changes occurred during the year
ended 30 June 2015:
(a) Financial Instruments: classification and measurement of
financial assets and financial liabilities and hedge accounting
(AASB 9 (2013))
In December 2013, the AASB issued AASB 2013-9: “Amendments
to Australian Accounting Standards - Conceptual Framework,
Materiality and Financial Instruments” which consolidated a
series of amendments to AASB 9: “Financial Instruments” (AASB 9
(2013)). AASB 9 (2013) replaces the relevant sections of AASB 139:
“Financial Instruments: Recognition and Measurement” (AASB
139) and applies to annual reporting periods beginning on or after
1 January 2018, with early adoption permitted. We early adopted
AASB 9 (2013) on a retrospective basis, with the exception of
hedge accounting, from 1 July 2014 without restatement of prior
periods. Hedge accounting must be applied on a prospective
basis. No material differences were identified on the adoption of
AASB 9 (2013).
AASB 9 (2013) simplifies the classification and recognition of
financial instruments and aligns hedge accounting more closely
with common risk management practices.
(i) Changes to classification and measurement of financial
assets and financial liabilities
Financial assets
AASB 9 (2013) requires that an entity classifies its financial assets
as subsequently measured at either amortised cost or fair value
depending on the entity's business model for managing the
financial assets and the contractual characteristics of the
financial assets.
A financial asset is measured at amortised cost if two criteria are
met:
• the objective of the business model is to hold the financial asset
for the collection of the contractual cash flows
• the contractual cash flows under the instrument solely
represent payments of principal and interest.
The new standard removes a requirement to separate embedded
derivatives from financial asset hosts. Instead, a hybrid contract
should be classified in its entirety at either amortised cost or fair
value.
An election can be made to designate a financial asset as
measured at fair value through profit or loss on initial recognition
if this significantly reduces an accounting mismatch. The
designation at fair value through profit or loss is irrevocable.
AASB 9 (2013) prohibits reclassifications, except in rare
circumstances when the entity's business model changes, in
which case, the entity is required to reclassify affected financial
assets prospectively.
All equity investments in the scope of AASB 9 (2013) should be
measured at fair value. The new standard provides the option to
present separately in other comprehensive income unrealised and
realised fair value gains and losses on equity investments that are
not held for trading. Such designation is only available on initial
recognition on an instrument by instrument basis and it is
irrevocable. There is no subsequent recycling of fair value gains
and losses to profit or loss; however, dividends from such
investments will continue to be recognised in profit or loss. AASB
9 (2013) removes the exemption that allowed unquoted equity
instruments to be recognised at historical cost but provides
guidance on when cost may be an appropriate estimate of fair
value.
78
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.1 Changes in accounting policy (continued)
(a) Financial Instruments: classification and measurement of
financial assets and financial liabilities and hedge accounting
(AASB 9 (2013)) (continued)
(i) Changes to classification and measurement of financial
assets and financial liabilities (continued)
Impact of changes (continued)
The following table summarises the impact on the classification
and measurement of our financial assets as at 1 July 2014:
Presented in statement of
financial position
Cash and cash equivalents
Trade and other
receivables – current
Trade and other
receivables – non current
Financial asset
Bank deposits and
negotiable certificates of
deposit
Loans and receivables -
current
Loans and receivables -
non current
Telstra Group
As at 1 July 2014
Reported Restated
AASB 139
AASB 9 (2013)
$m
$m
Available-for-sale
Amortised cost
5,222
5,222
Loans and receivables
Amortised cost
4,172
4,172
Loans and receivables
Amortised cost
973
127
973
127
Investments other – non
current
Equity investments not
held for trading
Available-for-sale
Fair value through profit or
loss / other comprehensive
income
For more details on the classification of financial assets see note
17.
(ii) Changes to hedge accounting
AASB 9 (2013) aligns hedge accounting more closely with common
risk management practices. Hedge ineffectiveness will continue
to be recognised in profit or loss. An entity is still required to
prepare contemporaneous documentation; however, the
information to be documented under AASB 9 (2013) differs.
The following summarises the key changes:
• risk components that are separately identifiable and reliably
measurable will be eligible as hedged items, including non-
financial items
• effectiveness measurement testing is required only on a
prospective basis and new hedge effectiveness criteria include
existence of an economic relationship between the hedged item
and the hedging instrument
• certain requirements must be met for discontinuing a hedge
relationship. Changes to the hedge relationship may result in
rebalancing of the hedge ratio rather than de-designation
• hedging of groups of net positions is permitted subject to
certain criteria.
The accounting and presentation requirements for hedge
accounting remain largely unchanged, however additional
disclosures are required under the new standard.
Hedge relationships
Transactions previously de-designated from fair value hedge
relationships relating to a portion of our borrowing portfolio have
been re-instated in fair value hedges with effect from 1 July 2014.
These transactions were and continue to be in effective economic
relationships based on contractual amounts and cash flows over
the life of the transaction, however previously they did not satisfy
the requirements for hedge accounting. We have also redefined
our hedge relationships relating to the portion of our offshore
borrowing portfolio in fair value hedges to exclude borrowing
margins from the hedged risk. This has resulted in de-designating
our existing fair value hedge relationships and re-designating
from 1 July 2014 without any change to the underlying economic
objective of the hedging, i.e. to convert foreign currency
borrowings to floating Australian dollar borrowings. The above
changes did not result in any market transactions.
Foreign currency basis spreads and forward element of forward
contracts
We have the option to exclude the forward element of forward
contracts and the foreign currency basis spreads of financial
instruments that hedge transaction related or time-period related
hedged items.
We have elected to separate and exclude foreign currency basis
spreads from financial instruments that are designated hedging
instruments of our foreign currency overseas borrowings. The
cumulative change in fair value of the foreign currency basis
spreads is recognised in a separate component of equity. Cross
currency basis spreads are included in interest on borrowings in
the income statement over the life of the borrowing.
Telstra Corporation Limited and controlled entities
79
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.1 Changes in accounting policy (continued)
(a) Financial Instruments: classification and measurement of
financial assets and financial liabilities and hedge accounting
(AASB 9 (2013)) (continued)
(ii) Changes to hedge accounting (continued)
Foreign currency basis spreads and forward element of forward
contracts (continued)
For designated hedge relationships of forecast transactions we
may choose to separate the forward element of forward contracts
that hedge transaction related items such that only the change in
the spot element of the forward contract is designated as the
hedging instrument. Where this is the case, the cumulative change
in fair value of the forward elements of forward contracts is
recognised in a separate component of equity. These amounts are
reclassified from equity to profit or loss in the same period as the
hedged items affect profit or loss.
Upon transition to AASB 9 (2013), the balance of foreign currency
basis spread was a loss of $69m. We have elected not to
retrospectively apply the provisions in relation to the accounting
treatment of foreign currency basis spread. Accordingly, this
amount will be unwound partly to the income statement and partly
to the cash flow hedging reserve over the remaining life of the
borrowing to which the amount relates to.
(iii) Accounting policies
The following accounting policies have been updated and are
applicable from 1 July 2014:
• Foreign currency transactions and balances
• Cash and cash equivalents
• Trade and other receivables
• Investments in listed securities and other corporations
• Impairment of financial assets
• Fair value hedges
• Derivatives and borrowings de-designated from fair value hedge
relationships or not in a designated hedging relationship
• Embedded derivatives.
(b) Other
In addition to the above changes in accounting policy, we note the
following new accounting standards that are applicable to us from
1 July 2014:
• AASB 1031: “Materiality”
• AASB 2012-3: “Amendments to Australian Accounting
Standards - Offsetting Financial Assets and Financial Liabilities
[AASB 132]”
• AASB 2013-9: “Amendments to Australian Accounting
Standards - Part B: Materiality”
• AASB 2014-1: “Amendments to Australian Accounting
Standards - Part A: Annual Improvements 2010-2012 and 2011-
2013 Cycles, Part B: Defined Benefit Plans: Employee
Contributions (Amendments to AASB 119), Part C: Materiality”
• Interpretation 21: “Levies”.
These new accounting standards do not have any material impact
on our financial results.
2.2 Principles of consolidation
The consolidated financial report includes the assets and
liabilities of the Telstra Entity and its controlled entities as a whole
as at the end of the year and the consolidated results and cash
flows for the year. The effect of all intra-group transactions and
balances are eliminated in full from our consolidated financial
statements.
An entity is considered to be a controlled entity where we are
exposed, or have rights, to variable returns from our involvement
with the entity and have the ability to affect those returns through
our power to direct the activities of the entity.
Where we do not control an entity for the entire year, results and
cash flows for those entities are only included from the date on
which control commences, or up until the date on which there is a
loss of control.
Non-controlling interests in the results and equity of controlled
entities are shown separately in our income statement, statement
of comprehensive income and statement of financial position.
We account for the acquisition of our controlled entities using the
acquisition method of accounting. This involves recognising the
acquiree’s identifiable assets, liabilities and contingent liabilities
at their fair value at the date of acquisition. Any excess of the fair
value of consideration over our interest in the fair value of the
acquiree’s net identifiable assets is recognised as goodwill.
The financial statements of controlled entities are prepared for
the same reporting period as the Telstra Entity, using consistent
accounting policies. Adjustments are made to bring into line any
dissimilar accounting policies.
2.3 Foreign currency translation
(a) Transactions and balances
Foreign currency transactions are converted into the relevant
functional currency at market exchange rates applicable at the
date of each transaction. Amounts payable or receivable in foreign
currencies at reporting date are converted into the relevant
functional currency at market exchange rates at reporting date.
Any currency translation gains and losses that arise are included
in our income statement. Where we enter into a hedge for a
specific expenditure commitment or for the construction of an
asset, hedging gains and losses are accumulated in other
comprehensive income over the period of the hedge and are
transferred to the carrying value of the asset upon completion, or
included in the income statement at the same time as the
discharge of the expenditure commitment.
Non-monetary items in foreign currency that are measured at fair
value (i.e. certain equity instruments not held for trading) are
translated using the exchange rates at the date when the fair
value was determined with the translation differences reported as
part of the fair value gain or loss. The fair value changes presented
in other comprehensive income in accordance with AASB 9 (2013)
include any related foreign exchange component.
(b) Financial reports of foreign operations that have a functional
currency that is not Australian dollars
Our operations include controlled entities, associates and joint
ventures, whose activities and operations are in an economic
environment where the functional currency is not Australian
dollars.
The financial statements of these entities are translated into
Australian dollars (our presentation currency) using the following
method:
• assets and liabilities are translated into Australian dollars using
market exchange rates at reporting date
• equity at the date of investment is translated into Australian
dollars at the exchange rate current at the date. Movements
post-acquisition (other than retained profits/accumulated
losses) are translated at exchange rates current at the dates of
those movements
80
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.3 Foreign currency translation (continued)
(b) Financial reports of foreign operations that have a functional
currency that is not Australian dollars (continued)
• income statements are translated into Australian dollars at
average exchange rates, unless there are significant
identifiable transactions, which are translated at the exchange
rate that existed on the date of the transaction
• current translation gains and losses are recorded in other
comprehensive income.
Refer to note 2.22(c) for details regarding our accounting policy for
derivative financial instrument items that are used to hedge our
net investment in entities whose functional currency is not
Australian dollars.
2.4 Cash and cash equivalents
Cash and cash equivalents include cash at bank and on hand,
bank deposits and negotiable certificates of deposit that are held
for the purposes of meeting short term cash commitments rather
than investment purposes.
Bank deposits and negotiable certificates of deposit are classified
as financial assets held at amortised cost.
2.5 Trade and other receivables
Trade and other receivables are financial assets. They are initially
recorded at the fair value of the amounts to be received and are
subsequently measured at amortised cost using the effective
interest method. These financial assets are derecognised when
the rights to receive cash flows from the financial assets have
expired or have been transferred and we have transferred
substantially all the risks and rewards of ownership.
An allowance for doubtful debts is raised to reduce the carrying
amount of trade receivables, based on a review of outstanding
amounts at reporting date. The allowance for doubtful debts is
based on historical trends and management's assessment of
general economic conditions. An allowance for doubtful debts is
raised when management considers there is a credit risk, an
insolvency risk or an incapacity to pay a legally recoverable debt.
Bad debts specifically provided for in previous years are
eliminated against the allowance for doubtful debts. In all other
cases, bad debts are eliminated directly against the carrying
amount and written off as an expense in the income statement.
2.6 Inventories
Our finished goods include goods available for sale and material
and spare parts to be used for less than one year in constructing
and maintaining the telecommunications network. We also
purchase strategic inventories for use in maintenance of network
assets beyond one year. We value inventories at the lower of cost
and net realisable value.
For the majority of inventory items, we assign cost using the
weighted average cost basis.
Net realisable value of items expected to be sold is the estimated
selling price in the ordinary course of business less estimated
costs of completion and the estimated costs incurred in
marketing, selling and distribution. It approximates fair value less
cost of disposal. We calculate net realisable value of inventories
by making certain price assumptions to project selling prices into
the future and assumptions about technologies at reporting date.
Net realisable value of items expected to be consumed, for
example, used in the construction of another asset, is the net
value expected to be earned through future use.
2.7 Construction contracts
(a) Valuation
We record construction contracts in progress at cost, include any
profits recognised less progress billings and any provision for
foreseeable losses. Cost includes:
• both variable and fixed costs directly related to specific
contracts
• amounts that are attributable to contract activity in general and
can be allocated to specific contracts on a reasonable basis
• costs expected to be incurred under penalty clauses, warranty
provisions and other variances.
Where a significant loss is estimated to be made on completion, a
provision for foreseeable losses is brought to account and
recorded against the gross amount of construction work in
progress.
(b) Recognition of revenue and profit
Revenue and profit is recognised on an individual project basis
using the percentage of completion method. The percentage of
completion is calculated based on estimated costs of completion.
Refer to note 2.17(c) for further details.
Profits are recognised when:
• the stage of contract completion can be reliably determined
• costs to date can be clearly identified
• total contract revenues to be received and costs to complete
can be reliably estimated.
(c) Disclosure
The construction work in progress balance is recorded in current
inventories after deducting progress billings. Where progress
billings exceed the balance of construction work in progress, the
net amount is shown as a current liability within trade and other
payables.
2.8 Investments
(a) Joint arrangements
A joint arrangement is a contractual arrangement whereby two or
more parties have joint control. Joint control involves the
contractually agreed sharing of control over an arrangement
where decisions about the relevant activities require the
unanimous consent of the parties sharing control. The
classification of a joint arrangement as a joint operation or joint
venture depends on the rights and obligations of the parties to the
arrangement.
(i) Joint ventures
A joint venture is a joint arrangement whereby the parties that
have joint control of the arrangement have rights to the net assets
of the arrangement. In the Telstra Group financial statements our
interests in joint ventures are accounted for using the equity
method of accounting.
Under the equity method of accounting, we adjust the initial
recorded amount of the investment for our share of:
• profits or losses after tax for the year since the date of
investment
• reserve movements since the date of investment
• unrealised profits or losses
• dividends or distributions received
• deferred profit brought to account.
Telstra Corporation Limited and controlled entities
81
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.8 Investments (continued)
(a) Joint arrangements (continued)
(i) Joint ventures (continued)
Where the equity accounted amount of our investment in an entity
falls below zero, we suspend the equity method of accounting and
record the investment at zero. When this occurs, the equity
method of accounting does not recommence until our share of
profits and reserves exceeds the cumulative prior years’ share of
losses and reserve reductions. Where we have long term assets
that in substance form part of our investment in equity accounted
interests and the equity accounted amount of the investment falls
below zero, we reduce the value of these long term assets in
proportion to our cumulative losses.
Assets with an indefinite useful life are not subject to amortisation
and are tested for impairment on an annual basis or whenever an
indication of impairment exists. Assets that are subject to
amortisation are reviewed for impairment whenever events or
changes in circumstances indicate that the carrying amount may
not be recoverable.
The recoverable amount of an asset is the higher of its fair value
less cost of disposal and its value in use. Value in use represents
the present value of the future amount expected to be recovered
through the cash inflows and outflows arising from the asset’s
continued use and subsequent disposal. We recognise any
reduction in the carrying value as an expense in the income
statement in the reporting period in which the impairment loss
occurs.
(ii) Joint operations
A joint operation is a joint arrangement whereby the parties that
have joint control of the arrangement have rights to the assets and
obligations for the liabilities relating to the arrangement. We
recognise our own, and our share of any jointly held or incurred,
assets, liabilities, revenue and expenses under the appropriate
headings. We are not party to any joint operations at present.
Fair value less cost of disposal is measured with reference to
quoted market prices in an active market. In determining value in
use, we apply management judgement in establishing forecasts of
future operating performance, as well as the selection of growth
rates, terminal rates and discount rates. These judgements are
applied based on our understanding of historical information and
expectations of future performance.
(b) Associated entities
Where we hold an interest in the equity of an entity, generally of
between 20 per cent and 50 per cent, and are able to significantly
influence the decisions of the entity, that entity is an associated
entity. In the Telstra Group financial statements associated
entities are accounted for using the equity method of accounting.
(c) Investments in listed securities and other corporations
Our investments in listed securities and in other corporations
where we do not have control, joint control or significant influence,
are initially measured at fair value. The subsequent changes in fair
value of investments held for trading are recognised in the income
statement. For the investments not held for trading we can elect to
present the subsequent changes in fair value in the income
statement or in other comprehensive income. The election is made
on initial recognition, is irrevocable and is made on an investment
by investment basis.
Fair values are calculated on the following basis:
• for listed securities traded in an active market, we use the
current quoted market bid price at reporting date
• for investments in unlisted entities whose securities are not
traded in an active market, we establish fair value by using other
valuation techniques, including reference to discounted cash
flows and fair values of recent orderly transactions between
market participants involving instruments that are
substantially the same, maximising the use of observable
(market) inputs and minimising the use of unobservable (non-
market) inputs.
We remeasure the fair value of our investments in listed securities
and other corporations. Purchases and sales of investments are
recognised on settlement date, being the date on which we receive
or deliver an asset.
2.9 Impairment
(a) Non-financial assets
Our tangible and intangible assets (excluding inventories, assets
arising from construction contracts, current and deferred tax
assets, defined benefit assets and financial assets) are measured
using the cost basis and are written down to recoverable amount
where their carrying value exceeds recoverable amount.
The expected net cash flows included in determining recoverable
amounts of our assets are discounted to present values using a
market determined, risk adjusted discount rate. When
determining an appropriate discount rate, we use the weighted
average cost of capital (WACC) as an initial point of reference,
adjusted for specific risks associated with each different category
of assets assessed.
For assets that do not generate largely independent cash inflows,
the recoverable amount is determined for the cash generating unit
(CGU) to which that asset belongs. In addition, when goodwill is
allocated to a CGU, the unit cannot be larger than an operating
segment. Our CGUs are determined according to the lowest level
of aggregation for which an active market exists and the assets
involved generate largely independent cash inflows.
We apply management judgement to establish our CGUs. We have
determined that assets forming part of our ubiquitous
telecommunications network work together to generate net cash
inflows. No one item of telecommunications equipment is of any
value without the other assets to which it is connected in order to
achieve the delivery of products and services. As a result, we have
determined that the ubiquitous telecommunications network is a
single CGU. In our financial report we have referred to this CGU as
the Telstra Entity CGU.
The Telstra Entity CGU excludes the hybrid fibre coaxial (HFC)
cable network, which we consider not to be integrated with the
rest of our telecommunications network for the purposes of
generating independent cash flows. Refer to note 21 for further
details.
(b) Financial assets
At each reporting date we assess whether there is objective
evidence to suggest that any of our financial assets, other than
investments in equity instruments, are impaired. Our investments
in securities are measured at fair value and are not tested for
impairment.
For financial assets held at amortised cost, we consider the
financial asset to be impaired when there is objective evidence, as
a result of one or more events, that the present value of estimated
discounted future cash flows is lower than the carrying value. Any
impairment losses are recognised immediately in the income
statement.
82
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.10 Property, plant and equipment
(a) Acquisition
Items of property, plant and equipment are recorded at cost and
depreciated as described in note 2.10(b) below. The cost of our
constructed property, plant and equipment is directly attributable
in bringing the asset to the location and condition necessary for its
intended use and includes:
• the cost of material and direct labour
• an appropriate proportion of direct and indirect overheads
• where we have an obligation for removal of the asset or
restoration of the site, an estimate of the cost of restoration or
removal if that cost can be reliably estimated.
Management judgement is required in the assessment of the
types of costs that are directly attributable to the construction of
our property, plant and equipment. Satisfying the directly
attributable criteria requires an assessment of those unavoidable
costs that, if not incurred, would result in the property, plant and
equipment not being constructed. We capitalise borrowing costs
that are directly attributable to the acquisition, construction or
production of a qualifying asset.
We review our property, plant and equipment assets and property,
plant and equipment under construction on a regular basis to
ensure that the assets are still in use and that the projects are still
expected to be completed. Refer to note 7 for details of
impairment losses recognised on our property, plant and
equipment.
Where settlement of any part of the cash consideration is
deferred, the amounts payable in the future are discounted to
their present value as at the date of acquisition. The unwinding of
this discount is recorded within finance costs.
We account for our assets individually where this is practical,
feasible and in line with commercial practice. Where it is not
practical and feasible to do so, we account for assets in groups.
Group assets are automatically removed from our financial
statements on reaching the group life. Therefore, any individual
asset may be physically retired before or after the group life is
attained. This is the case for certain communication assets as we
assess our technologies to be replaced by a certain date.
(b) Depreciation
Items of property, plant and equipment, including buildings and
leasehold property but excluding freehold land, are depreciated
on a straight line basis to the income statement over their
estimated service lives. We start depreciating assets when they
are installed and ready for use. The service lives of our significant
items of property, plant and equipment are as follows:
Telstra Group
As at 30 June
2015
Service
life
(years)
2014
Service
life
(years)
31 - 52
-
4 - 40
10 - 53
3 - 49
2 - 30
3 - 16
3 - 10
4 - 10
3 - 18
3 - 32
3 - 7
7 - 25
4 - 12
2 - 13
4 - 7
4 - 7
11 - 15
8 - 20
32 - 52
10 - 20
4 - 40
10 - 58
3 - 51
4 - 30
3 - 16
3 - 10
4 - 10
3 - 18
3 - 30
3 - 7
9 - 21
4 - 12
2 - 13
4 - 7
3 - 7
5 - 15
8 - 20
Property, plant and equipment
Buildings
Buildings
Fitouts (a)
Leasehold improvements
Communication assets
Network land and buildings
Network support infrastructure
Access fixed
Access mobile
Content/IP products - core
Core network - data
Core network - switch
Core network - transport
Specialised premise equipment
International connect
Managed service
Network control layer
Network product
Other plant and equipment
IT equipment
Motor vehicles/trailer/caravan/huts
Other plant and equipment
(a) From financial year 2015, fitouts are included as part of
buildings and have an immaterial impact on the buildings service
life.
The service lives and residual values of our assets are reviewed
each year. We apply management judgement in determining the
service lives of our assets. This assessment includes a
comparison with international trends for telecommunications
companies and, in relation to communication assets, includes a
determination of when the asset may be superseded
technologically or made obsolete.
The net effect of the assessment of service lives within the ranges
above for financial year 2015 was a decrease in depreciation
expense of $166 million (2014: $200 million) for the Telstra Group.
Our major repairs and maintenance expenses relate to
maintaining our exchange equipment and the customer access
network. We charge to operating expenses the cost of repairs and
maintenance, including the cost of replacing minor items that are
not substantial improvements.
2.11 Leased plant and equipment
We distinguish between finance leases, which effectively transfer
substantially all the risks and benefits incidental to ownership of
the leased asset from the lessor to the lessee, and operating
leases under which the lessor effectively retains substantially all
such risks and benefits. The determination of whether an
arrangement is, or contains a lease is based on the substance of
the arrangement at inception date, whether fulfilment of the
arrangement is dependent on the use of a specific asset or assets
and the arrangement conveys a right to use the asset, even if that
right is not explicitly specified in an arrangement.
Telstra Corporation Limited and controlled entities
83
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.11 Leased plant and equipment (continued)
(a) Telstra as a lessee
Where we acquire non current assets via a finance lease, the lower
of the fair value of the asset and the present value of future
minimum lease payments is capitalised as equipment under
finance leases at the beginning of the lease term. Capitalised
lease assets are depreciated on a straight line basis over the
shorter of the lease term or the expected useful life of the assets.
A corresponding liability is also established and each lease
payment is allocated between the liability and finance charges.
Operating lease payments are charged to the income statement
on a straight line basis over the term of the lease.
Where we lease properties, costs of improvements to these
properties are capitalised as leasehold improvements and
amortised over the shorter of the useful life of the improvements
and the term of the lease.
(b) Telstra as a lessor
Where we lease non current assets via a finance lease, a lease
receivable equal to the present value of the minimum lease
payments receivable plus the present value of any unguaranteed
residual value expected to accrue at the end of the lease term is
recognised at the beginning of the lease term. Finance lease
receipts are allocated between finance income and a reduction of
the lease receivable over the term of the lease in order to reflect a
constant periodic rate of return on the net investment outstanding
in respect of the lease.
Rental income from operating leases is recognised on a straight
line basis over the term of the relevant lease.
2.12 Intangible assets
Intangible assets are assets that have value but do not have
physical substance. In order to be recognised, an intangible asset
must be either separable or arise from contractual or other legal
rights.
(a) Goodwill
On the acquisition of investments in controlled entities, joint
ventures and associated entities, when we pay an amount greater
than the fair value of the net identifiable assets of the entity, this
excess is considered to be goodwill. We calculate the amount of
goodwill as at the date of purchasing our ownership interest in the
entity.
When we purchase an entity that we will control, the amount of
goodwill is recorded in intangible assets. When we acquire a joint
venture or associated entity, the goodwill amount is included as
part of the cost of the investment.
Goodwill is not amortised but is tested for impairment on an
annual basis or when an indication of impairment exists in
accordance with note 2.9(a).
(b) Internally generated intangible assets
Research costs are recorded as an expense as incurred.
Management judgement is required to determine whether to
capitalise development costs. Development costs are capitalised
if the project is technically and commercially feasible, we are able
to use or sell the asset and we have sufficient resources and intent
to complete the development.
We capitalise borrowing costs that are directly attributable to the
acquisition, construction or production of a qualifying asset.
(i) Software assets
We record direct costs associated with the development of
business software for internal use as software assets if the
development costs satisfy the criteria for capitalisation described
above.
Costs included in software assets developed for internal use are:
• external direct costs of materials and services consumed
• payroll and direct payroll-related costs for employees (including
contractors) directly associated with the project.
We review our software assets and software assets under
development on a regular basis to ensure the assets are still in use
and projects are still expected to be completed. Refer to note 7 for
details of impairment losses recognised on our intangible assets.
Software assets developed for internal use have a finite life and
are amortised on a straight line basis over their useful lives to us.
Amortisation commences once the software is ready for use.
(c) Acquired intangible assets
We acquire other intangible assets either as part of a business
combination or through separate acquisition. Intangible assets
acquired in a business combination are recorded at their fair value
at the date of acquisition and recognised separately from
goodwill. Intangible assets acquired through specific acquisition
are recorded at cost. We apply management judgement to
determine the appropriate fair value of identifiable intangible
assets.
Intangible assets that are considered to have a finite life are
amortised on a straight line basis over the period of expected
benefit. Intangible assets that are considered to have an indefinite
life are not amortised but tested for impairment on an annual
basis or when an indication of impairment exists in accordance
with note 2.9(a).
(d) Deferred expenditure
Deferred expenditure mainly includes direct incremental costs of
establishing a customer contract, costs incurred for basic access
installation and connection fees, for existing and new services, as
well as deferred costs related to the NBN Definitive Agreements.
Significant items of expenditure are deferred to the extent that
they are recoverable from future revenue and will contribute to our
future earning capacity. Any costs in excess of future revenue are
recognised immediately in the income statement. Handset
subsidies are considered to be separate units of accounting and
are expensed as incurred.
We amortise deferred expenditure over the average period in
which the related benefits are expected to be realised.
84
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.12 Intangible assets (continued)
(e) Amortisation
The weighted average amortisation periods of our identifiable
intangible assets are as follows:
Telstra Group
As at 30 June
2015
Expected
benefit
(years)
8
-
-
15
15
9
4
2014
Expected
benefit
(years)
9
5
5
15
14
8
4
Identifiable intangible assets
Software assets
Patents and trademarks
Mastheads
Licences
Brand names
Customer bases
Deferred expenditure
The service lives of our identifiable intangible assets are reviewed
each year. Any reassessment of service lives in a particular year
will affect the amortisation expense through to the end of the
reassessed useful life for both that of current year and future
years.
The net effect of the reassessment for financial year 2015 was a
decrease in our amortisation expense of $51 million (2014: $72
million) for the Telstra Group.
In relation to acquired intangible assets, we apply management
judgement to determine the amortisation period based on the
expected useful lives of the respective assets. In some cases, the
useful lives of certain acquired intangible assets are supported by
external valuation advice on acquisition. In addition, we apply
management judgement to assess annually the indefinite useful
life assumption applied to certain acquired intangible assets.
2.13 Trade and other payables
Trade and other payables, including accruals, are recorded when
we are required to make future payments as a result of purchases
of assets or services. Trade and other payables are carried at
amortised cost.
2.14 Provisions
Provisions are recognised when:
• the Group has a present legal or constructive obligation to make
a future sacrifice of economic benefits as a result of past
transactions or events
• it is probable that a future sacrifice of economic benefits will
arise
• a reliable estimate can be made of the amount of the obligation.
(a) Employee benefits
We accrue liabilities for employee benefits relating to wages and
salaries, annual leave and other current employee benefits at
their nominal amounts. These are calculated based on
remuneration rates expected to be current at the date of
settlement and include related costs.
Certain employees who have been employed by Telstra for at least
10 years are entitled to long service leave of three months (or more
depending on the actual length of employment), which is included
in our employee benefits provision.
We accrue liabilities for other employee benefits not expected to
be paid or settled within 12 months of reporting date, including
long service leave, at the present values of future amounts
expected to be paid. This is based on projected increases in wage
and salary rates over an average of 10 years, experience of
employee departures and periods of service.
We calculate present values using rates based on high quality
corporate bonds (2014: government guaranteed securities) with
due dates similar to those of our liabilities.
We apply management judgement in estimating the following key
assumptions used in the calculation of our long service leave
provision at reporting date:
• weighted average projected increases in salaries
• discount rate.
As at 30 June 2015 we have used a 10 year high quality corporate
bond rate (2014: State and Commonwealth blended 10 year
Australian government bond rate) to determine the discount rate.
This change resulted in a $71 million decrease in our long service
leave expense and long service leave provision.
Refer to note 16 for further details on the key management
judgements used in the calculation of our long service leave
provision.
(b) Workers’ compensation
We self insure our workers’ compensation liabilities. We take up a
provision for the present value of these estimated liabilities,
based on an actuarial review of the liability. This review includes
assessing actual accidents and estimating claims incurred but
not reported. Present values are calculated using appropriate
rates (determined by reference to a State and Commonwealth
blended Australian government bond rate) based on the risks
specific to the liability with a similar due date.
Certain controlled entities do not self insure but pay annual
premiums to third party insurance companies for their workers’
compensation liabilities.
(c) Redundancy and restructuring costs
We recognise a provision for redundancy costs when a detailed
formal plan for the redundancies has been developed and a valid
expectation has been created that the redundancies will be
carried out in respect of those employees likely to be affected.
We recognise a provision for restructuring when a detailed formal
plan has been approved and we have raised a valid expectation in
those affected by the restructuring that it will be carried out.
2.15 Borrowings
Borrowings are included as non current liabilities except for those
with maturities less than 12 months from the reporting date,
which are classified as current liabilities.
Borrowing costs that are directly attributable to the acquisition,
construction or production of a qualifying asset form part of the
cost of that asset. All other borrowing costs are recognised as an
expense in our income statement when incurred.
We recognise borrowings initially on the trade date, which is the
date on which we become a party to the contractual provisions of
the instrument. We derecognise borrowings when our contractual
obligations are discharged or cancelled or expire.
Our borrowings fall into two categories: borrowings in a
designated hedging relationship and borrowings not in a
designated hedging relationship.
Telstra Corporation Limited and controlled entities
85
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.15 Borrowings (continued)
(a) Borrowings in a designated hedging relationship
Our offshore borrowings that are designated as hedged items are
either in fair value or cash flow hedges. The method by which they
are hedged determines their accounting treatment.
Borrowings subject to fair value hedges are recognised initially at
fair value. The carrying amount of our borrowings in fair value
hedges is adjusted for fair value movements attributable to the
hedged risk (being changes in value due to interest rate and
currency movements).
Fair value is calculated using valuation techniques that utilise
data from observable markets. Assumptions are based on market
conditions existing at each reporting date. The fair value is
calculated as the present value of the estimated future cash flows
using an appropriate market based yield curve that is
independently derived and representative of Telstra’s cost of
borrowing. These borrowings are remeasured each reporting
period and the gains or losses are recognised in the income
statement along with the associated gains or losses on the
hedging instrument.
Borrowings subject to cash flow hedges are recognised initially at
fair value plus any transaction costs that are directly attributable
to the issue of the borrowing. These borrowings are subsequently
carried at amortised cost and translated at the applicable spot
exchange rate at reporting date. Any difference between the final
amount paid to discharge the borrowing and the initial borrowing
proceeds (including transaction costs) is recognised in the income
statement over the borrowing period using the effective interest
method.
When currency gains or losses on the borrowings are recognised in
the income statement, the associated gains or losses on the
hedging instrument are also transferred from the cash flow
hedging reserve to the income statement.
(b) Borrowings not in a designated hedging relationship
Such borrowings are initially recognised at fair value plus any
transaction costs that are directly attributable to the issue of the
instruments and are subsequently measured at amortised cost.
Any difference between the final amount paid to discharge the
borrowing and the initial borrowing proceeds (including
transaction costs) is recognised in the income statement over the
borrowing period using the effective interest method.
As a result of the adoption of AASB 9 (2013) all offshore
borrowings previously ineligible for hedge accounting were re-
designated into hedge relationships.
(c) Statement of cash flows presentation
Where our short term borrowings are held for the purposes of
meeting short term cash commitments, we report the cash
receipts and subsequent repayments on a net basis in the
statement of cash flows.
2.16 Share capital
Issued and paid up capital is recognised at the fair value of the
consideration received by the Telstra Entity.
Any transaction costs arising on the issue of ordinary shares are
recognised directly in equity, net of tax, as a reduction of the share
proceeds received.
Where we undertake a share buy-back, contributed equity is
reduced in accordance with the structure of the buy-back
arrangement. Costs associated with the buy-back, net of tax, are
also deducted from contributed equity. We also record the
purchase of Telstra Entity shares by our employee share plan
trusts as a reduction in share capital.
Share-based remuneration associated with our employee share
plans is recognised as additional share capital. Non-recourse
loans provided to employees to participate in these employee
share plans are recorded as a reduction in share capital.
Refer to note 2.21 for further details on our accounting for
employee share plans.
2.17 Revenue recognition
Our categories of sales revenue are recorded after deducting sales
returns, trade allowances, discounts, sales incentives, duties and
taxes.
(a) Services revenue
Services revenue includes the provision of telecommunication
services, rent of our fixed and mobile networks to retail and
wholesale customers and provision of advertising services.
(i) Telecommunication services
Revenue from the provision of our telecommunications services
includes telephone calls and other services and facilities
provided, such as internet and data.
We record revenue earned from:
• telephone calls on completion of the call
• other services generally at completion, or on a straight line basis
over the period of service provided, unless another method
better represents the stage of completion.
Installation and connection fee revenues that are not considered
to be separate units of accounting are deferred and recognised
over the average estimated customer life. Incremental costs
directly related to these revenues are also deferred and amortised
over the customer contract life in accordance with note 2.12(d). In
relation to basic access installation and connection revenue, we
apply management judgement to determine the estimated
customer contract life.
Based on our reviews of historical information and customer
trends, we have determined that our average estimated customer
life is 5 years (2014: 5 years).
(ii) Rent of network facilities
We earn rent mainly from access to retail and wholesale fixed and
mobile networks and from the rent of dedicated lines, customer
equipment, property, plant and equipment and other facilities.
The revenue from providing access to the network is recorded on
an accrual basis over the rental period.
(iii) Advertising services
Revenue from online advertising services is recognised when the
advertisements are published over the stated display period in the
case of websites or when the services have been rendered in the
case of promotional activities. The amount recognised is limited to
the amount that is not contingent upon delivery of additional
deliverables or meeting other specified performance conditions.
Voice directory revenues are recognised at the time of providing
the service to customers.
86
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.17 Revenue recognition (continued)
(b) Sale of goods
Our revenue from the sale of goods includes revenue from the sale
of customer equipment and similar goods. This revenue is
recorded on delivery of the goods sold.
(c) Construction contracts
We record construction revenue and profit on a percentage of
contract completion basis. The percentage of completion is
calculated based on estimated costs to complete the contract.
Our construction contracts are classified according to their type.
There are two types of construction contracts: material intensive
and short duration. Revenue and profit are recognised on a
percentage of completion basis using the appropriate measures
as follows:
• for material intensive projects: (actual costs divided by planned
costs) multiplied by planned revenue, including profit
• for short duration projects (those that are expected to be
completed within a month): revenues, profit and costs are
recognised on completion.
(d) Royalties
Royalty revenue is recognised on an accrual basis in accordance
with the substance of the relevant agreements.
(e) Interest revenue
We record interest revenue on an accruals basis. For financial
assets, interest revenue is determined by the effective yield on the
instrument.
(f) Revenue arrangements with multiple deliverables
Where two or more revenue generating activities or deliverables
are sold under a single arrangement, each deliverable that is
considered to be a separate unit of accounting is accounted for
separately. When the deliverables in a multiple deliverable
arrangement are not considered to be separate units of
accounting, the arrangement is accounted for as a single unit.
A separate unit of accounting exists where the deliverable has
value to the customer on a stand-alone basis and any undelivered
items cannot be terminated by the customer without incurring
penalties if the delivered item was returned.
We allocate the consideration from the revenue arrangement to its
separate units based on the relative selling prices of each unit. If
there is neither vendor specific objective evidence nor third party
evidence for the selling price, then the item is measured based on
the best estimate of the selling price of that unit. When allocating
revenue to the separate units within an arrangement, the amount
allocated to a delivered item is limited to the amount that is not
contingent upon the delivery of additional items or meeting other
specified performance conditions (non-contingent amount). The
non-contingent revenue allocated to each unit is then recognised
in accordance with our revenue recognition policies described
above.
(g) Principal versus agency relationship (gross versus net
revenue recognition)
Generally, we record the full gross amount of sales proceeds as
revenue. However, if we are acting as an agent, revenue is
recorded on a net basis (being the gross amount billed less the
amount paid to the supplier acting as a principal in the
arrangement). We review the facts and circumstances of each
sales arrangement to determine if we are acting as an agent or as
a principal.
Indicators supporting that we are the principal include:
• Telstra is primarily responsible for the fulfilment of the
customer order
• Telstra has risks of ownership of the product or delivery of the
services
• Telstra is involved in price setting
• Telstra is involved in determining the product or service
specifications
• Telstra bears the credit risk.
(h) Sales incentives
Sales incentives are provided by Telstra to customers in the form
of either cash consideration or non-cash consideration and are
accrued for up to the point where it is probable that the customer
will earn the incentives.
A cash consideration (for example, cash payment, credit or rebate)
provided to a customer is generally recorded as a reduction in
revenue.
A sales incentive provided to a customer in the form of non-cash
consideration (for example, in the form of a free product or service
or a gift voucher) is considered to be a separate deliverable in a
multiple deliverable arrangement, regardless of whether it is
provided to customers at the commencement of a contract or is an
amount that can be used to purchase future products and
services. A portion of the total revenue under the arrangement is
allocated to the non-cash consideration in accordance with note
2.17(f). The sales revenue allocated to the incentive is recognised
when the customer redeems or utilises the award (i.e. when
Telstra provides the product or service).
Cash sales incentives are generally paid to customers in cases
where Telstra provides a number of different products and
services to the customer under a single arrangement. If this is the
case then the reduction in revenue must be allocated to each
product/service that contributed towards the customer earning
the incentive. The allocation should be based on the relative
amounts of revenue earned for each product and service, unless a
more appropriate methodology is available.
(i) Government grants
Grants from the government are recognised at their fair value
where there is a reasonable assurance that the grant will be
received and Telstra will comply with all attached conditions.
Government grants relating to costs are deferred and recognised
in the income statement over the period necessary to match them
with the costs that they are intended to compensate.
Government grants relating to the purchase of property, plant and
equipment are included in non current liabilities as deferred
income and are credited to the income statement on a straight line
basis over the expected lives of the related assets.
The benefit of a government loan at a below-market rate of
interest is treated as a government grant. The loan is measured at
amortised cost. The benefit of the below-market rate of interest is
measured as the difference between the initial carrying value of
the loan, which is measured at amortised cost, and the actual
proceeds received. The benefit is accounted for in accordance
with our accounting policy for government grants described
above.
Telstra Corporation Limited and controlled entities
87
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.18 Taxation
(a) Income taxes
Our income tax expense represents the sum of current tax and
deferred tax. Current tax is calculated on accounting profit after
allowing for non-taxable and non-deductible items based on the
amount expected to be paid to taxation authorities on taxable
profit for the period. Deferred tax is calculated at the tax rates that
are expected to apply to the period in which the asset is realised or
the liability is settled. Both our current tax and deferred tax are
calculated using tax rates that have been enacted or substantively
enacted at reporting date.
Our current and deferred tax is recognised as an expense in the
income statement, except when it relates to items directly debited
or credited to other comprehensive income or equity, in which
case our current and deferred tax is also recognised directly in
other comprehensive income or equity.
We apply the balance sheet method for calculating our deferred
tax. Deferred tax is the expected tax payable or recoverable on all
taxable and deductible temporary differences determined with
reference to the tax bases of assets and liabilities and their
carrying amount for financial reporting purposes as at the
reporting date.
We offset deferred tax assets and deferred tax liabilities in the
statement of financial position where they relate to income taxes
levied by the same taxation authority and to the extent that we
intend to settle our current tax assets and liabilities on a net basis.
Our deferred tax assets and deferred tax liabilities are netted
within the tax consolidated group, as these deferred tax balances
relate to the same taxation authority. We do not net deferred tax
balances between controlled entities unless they are within the
tax consolidated group.
(b) Goods and Services Tax (GST) (including other value added
taxes)
We record our revenue, expenses and assets net of any applicable
GST, except where the amount of GST incurred is not recoverable
from the Australian Taxation Office (ATO). In these circumstances
the GST is recognised as part of the cost of acquisition of the asset
or as part of the expense item.
Receivables and payables balances include GST where we have
either included GST in our price charged to customers or a supplier
has included GST in their price charged to us. The net amount of
GST due to the ATO but not paid is included under payables.
2.19 Earnings per share
We generally recognise deferred tax liabilities for all taxable
temporary differences, except to the extent that the deferred tax
liability arises from:
• the initial recognition of goodwill
• the initial recognition of an asset or liability in a transaction that
Basic earnings per share are determined by dividing the profit
attributable to ordinary shareholders after tax, excluding any
costs of servicing equity other than ordinary shares, by the
weighted average number of ordinary shares outstanding during
the period.
is not a business combination and affects neither our
accounting profit nor our taxable income at the time of the
transaction.
In respect of our investments in controlled entities, joint ventures
and associated entities, we recognise deferred tax liabilities for all
taxable temporary differences, except where we are able to
control the timing of our temporary difference reversal and it is
probable that the temporary difference will not reverse in the
foreseeable future.
Management judgement is required to determine the amount of
deferred tax assets that can be recognised. Deferred tax assets
are recognised to the extent that it is probable that taxable profit
will be available against which the deductible temporary
differences, and the carry forward of unused tax losses and tax
credits, can be utilised.
The carrying amount of our deferred tax asset is reviewed at each
reporting date. We reduce the carrying amount to the extent that it
is no longer probable that sufficient taxable profit will be available
to allow the benefit of part or all of the deferred tax asset to be
utilised. At each reporting date, we subsequently reassess our
unrecognised deferred tax assets to determine whether it has
become probable that future taxable profit will allow this deferred
tax asset to be recovered.
The Telstra Entity and its Australian resident wholly owned
entities have formed a tax consolidated group. The Telstra Entity
is the head entity and recognises, in addition to its transactions,
the current tax liabilities and the deferred tax assets arising from
unused tax losses and tax credits for all entities in the tax
consolidated group. The Telstra Entity and the entities in the tax
consolidated group account for their own current tax expense and
deferred tax amounts arising from temporary differences. These
tax amounts are measured as if each entity in the tax consolidated
group continues to be a separate taxpayer.
Diluted earnings per share are calculated by dividing the profit
attributable to ordinary shareholders after tax by the weighted
average number of ordinary shares outstanding during the period
(adjusted for the effects of the instruments in the Telstra
Growthshare Trust and the Telstra Employee Share Ownership
Plans).
2.20 Post employment benefits
(a) Defined contribution plans
Our commitment to defined contribution plans is limited to
making contributions in accordance with our minimum statutory
requirements. We do not have any legal or constructive obligation
to pay further contributions if the fund does not hold sufficient
assets to pay all employee benefits relating to current and past
employee services.
Contributions to defined contribution plans are recorded as an
expense in the income statement as the contributions become
payable. We recognise a liability when we are required to make
future payments as a result of employee services provided.
(b) Defined benefit plans
(i) Telstra Superannuation Scheme
We currently sponsor a post employment defined benefit plan
under the Telstra Superannuation Scheme.
At reporting date, where the fair value of the plan assets is less
than the present value of the defined benefit obligations, the net
deficit is recognised as a liability. If the fair value of the plan assets
exceeds the present value of the defined benefit obligations, the
net surplus is recognised as an asset. We recognise the asset as
we have the ability to control this surplus to generate future funds
that will be available to us in the form of reductions in future
contributions or as a cash refund. Fair value is used to determine
the value of the plan assets at reporting date and is calculated by
reference to the net market values of the plan assets.
88
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.20 Post employment benefits (continued)
2.21 Employee Share Plans
(b) Defined benefit plan (continued)
(i) Telstra Superannuation Scheme (continued)
Defined benefit obligations are based on the expected future
payments required to settle the obligations arising from current
and past employee services. These obligations are influenced by
many factors, including final salaries and employee turnover. We
engage qualified actuaries to calculate the present value of the
defined benefit obligations which are measured gross of tax.
The actuaries use the projected unit credit method to determine
the present value of the defined benefit obligations of the plan.
This method determines each year of service as giving rise to an
additional unit of benefit entitlement. Each unit is measured
separately to calculate the final obligation. The present value is
determined by discounting the estimated future cash outflows
using rates based on high quality corporate bonds (2014:
government guaranteed securities) with similar due dates to
these expected cash flows.
We recognise all our defined benefit costs in the income
statement, with the exception of actuarial gains and losses that
are recognised directly in other comprehensive income.
Components of defined benefit costs include current and past
service cost, interest cost and return on assets. Past service cost
is recognised immediately.
Actuarial gains and losses are based on an actuarial valuation of
each defined benefit plan at reporting date. Actuarial gains and
losses represent the differences between previous actuarial
assumptions of future outcomes and the actual outcome, in
addition to the effect of changes in actuarial assumptions.
We apply judgement in estimating the following key assumptions
used in the calculation of our defined benefit liabilities and assets
at reporting date:
• discount rates
• salary inflation rate.
As at 30 June 2015 we have used a nine year high quality corporate
bond rate (2014: State and Commonwealth blended 10 year
Australian government bond rate) to determine the discount rate.
This change resulted in a $247 million increase in other
comprehensive income and the defined benefit asset, and
contributed to a $233 million actuarial gain recognised in other
comprehensive income for the financial year 2015.
The estimates applied in the actuarial calculation have a
significant impact on the reported amount of our defined benefit
plan liabilities and assets. If the estimates prove to be incorrect,
the carrying value may be materially affected in the next reporting
period. Additional volatility may also potentially be recorded in
other comprehensive income to reflect differences between
actuarial assumptions of future outcomes applied at the current
reporting date and the actual outcome in the next annual
reporting period.
We account for our proportionate share of assets, liabilities and
costs of our defined benefit divisions and our contributions to the
defined contribution divisions.
Refer to note 24 for details on the key management judgements
used in the calculation of our defined benefit liabilities and assets.
(ii) Other defined benefit schemes
Our controlled entities also participate in both funded and
unfunded defined benefit schemes, which are individually and in
aggregate immaterial.
We own 100 per cent of the equity of Telstra ESOP Trustee Pty Ltd,
the corporate trustee for the Telstra Employee Share Ownership
Plan Trust (TESOP97) and Telstra Employee Share Ownership Plan
Trust II (TESOP99). We consolidate the results, position and cash
flows of TESOP97 and TESOP99.
The Telstra Growthshare Trust (Growthshare) was established to
allocate equity based instruments as required. Current equity
based instruments include options, performance rights,
restricted shares, incentive shares and Ownshare instruments.
Restricted shares and incentive shares are subject to a specified
period of service. Options and performance rights can be subject
to performance hurdles or a specified period of service.
We own 100 per cent of the equity of Telstra Growthshare Pty Ltd,
the corporate trustee for Growthshare. We also consolidate the
results, position and cash flows of Growthshare.
We recognise an expense for all share-based remuneration
determined with reference to the fair value at grant date of the
equity instruments issued. The fair value of our equity instruments
is calculated using a valuation technique that is consistent with
the Black-Scholes methodology and utilises Monte Carlo
simulations. The fair value is recognised in the income statement
over the relevant vesting periods, adjusted to reflect actual and
expected levels of vesting.
2.22 Derivative financial instruments
We use derivative financial instruments such as forward exchange
contracts, cross currency swaps and interest rate swaps to hedge
risks associated with foreign currency and interest rate
fluctuations.
The use of hedging instruments is governed by the guidelines set
by our Board of Directors (the Board).
Derivative financial instruments are included as non current
assets or liabilities except for those with maturities less than 12
months from the reporting date, which are classified as current
assets or liabilities.
Derivatives are initially recognised at fair value on the date on
which a derivative contract is entered into and are subsequently
remeasured to fair value. Refer to note 17 for details on the basis
used to estimate fair value. The method of recognising the
resulting remeasurement gain or loss depends on whether the
derivative is designated as a hedging instrument, and, if so, the
nature of the item being hedged. Where we hold derivative
financial instruments that are not designated as hedges, they are
categorised as “held for trading” financial instruments. All our
derivative financial instruments are stated at fair value.
Derivative assets are derecognised when the rights to receive cash
flows from the derivative assets have expired or have been
transferred and we have transferred substantially all the risks and
rewards of ownership. Derivative liabilities are derecognised when
the contractual obligations are discharged, are cancelled or
expire.
The carrying value of our cross currency and interest rate swaps
refers to the fair value of our receivable or payable under the swap
contract. We do not offset the receivable or payable with the
underlying financial asset or financial liability being hedged, as
the transactions are usually with different counterparties and are
not generally settled on a net basis.
Telstra Corporation Limited and controlled entities
89
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
2.22 Derivative financial instruments (continued)
Where we have a legally recognised right to offset the derivative
asset and the derivative liability, and we intend to settle on a net
basis or simultaneously, we record this position on a net basis in
our statement of financial position. Where we enter into master
netting arrangements relating to a number of financial
instruments, have a legal right of set-off, and intend to exercise
that right, we also include this position on a net basis in our
statement of financial position.
Our derivative financial instruments that are held to hedge
exposures can be classified into three different types, according
to the reason we are holding them: fair value hedges, cash flow
hedges and hedges of a net investment in a foreign operation.
Hedge accounting can only be utilised where effectiveness tests
are met on a prospective basis. For all our hedging instruments,
except where we are hedging equity instruments when we have
elected to measure changes in their fair value through other
comprehensive income, any gains or losses on remeasuring to fair
value any portion of the instrument not considered to be effective
are recognised directly in the income statement for the period in
which they incur.
We formally designate and document at the inception of a
transaction the relationship between hedging instruments and
hedged items, as well as our risk management objective and
strategy for undertaking various hedge transactions, together
with the methods that will be used to assess the effectiveness of
the hedge relationship. We also document, both at hedge
inception and on an ongoing basis, our assessment of whether the
hedging instruments that are used in hedging transactions are
and will continue to be highly effective in offsetting changes in fair
values or cash flows of hedged items.
Purchases and sales of derivative financial instruments are
recognised on the date on which we commit to purchase or sell an
asset or liability.
(a) Fair value hedges
Where fair value hedges qualify for hedge accounting, the gains or
losses on the hedging instruments are recognised in the income
statement, except where those hedging instruments hedge
investments in equity instruments where we have elected to
present changes in fair value in other comprehensive income, in
which case the gains or losses on the hedging instrument will be
recognised within other comprehensive income. The hedging gain
or loss on the hedged item will adjust the carrying amount of the
hedged item and is recognised in the income statement except
where the hedged item is an equity instrument where we have
elected to present fair value in other comprehensive income, in
which case the hedging gain or loss on the hedged item shall
remain in other comprehensive income.
When a hedged item is an unrecognised firm commitment, the
cumulative change in its fair value subsequent to designation is
recognised as an asset or a liability with a corresponding gain or
loss recognised in the income statement.
We use fair value hedges to mitigate the risk of changes in the fair
value of our foreign currency borrowings from foreign currency
and interest rate fluctuations over the hedging period. Where
these fair value hedges qualify for hedge accounting, gains or
losses from remeasuring the fair value of the hedging instrument
are recognised within finance costs in the income statement,
together with gains or losses in relation to the hedged item where
those gains or losses relate to the risk intended to be hedged.
If the hedged item is an equity instrument where we have elected
to present changes in fair value in other comprehensive income,
and the hedged exposure is one that could affect other
comprehensive income, recognised hedge ineffectiveness is
presented in other comprehensive income.
(b) Cash flow hedges
We use cash flow hedges to mitigate the risk of variability of future
cash flows attributable to foreign currency fluctuations over the
hedging period associated with our foreign currency borrowings
and our ongoing business activities, predominantly where we have
highly probable purchase or settlement commitments in foreign
currencies. We also use cash flow hedges to hedge variability in
cash flows due to interest rate movements associated with some
of our domestic borrowings.
Where a cash flow hedge qualifies for hedge accounting, the
effective portion of gains or losses on remeasuring the fair value of
the hedging instrument is recognised directly in other
comprehensive income in the cash flow hedging reserve until such
time as the hedged item affects profit or loss, and then the gains
or losses are transferred to the income statement. However, in our
hedges of forecast transactions, when the forecast transaction
that is hedged results in the recognition of a non-financial asset
(for example, property, plant and equipment or inventory), the
gains and losses previously deferred in other comprehensive
income are transferred from other comprehensive income and
included in the measurement of the initial cost or carrying amount
of the asset. Gains or losses on any portion of the hedge
determined to be ineffective are recognised immediately in the
income statement. The application of hedge accounting will
create volatility in equity reserve balances.
When a hedging instrument expires or is sold or terminated, or
when a hedge no longer meets the criteria for hedge accounting,
any cumulative gains or losses existing in other comprehensive
income at that time remain in other comprehensive income and
are recognised when the hedged item is ultimately recognised in
the income statement.
If a forecast hedged transaction is no longer expected to occur, the
cumulative gains or losses on the hedging instrument that were
reported in other comprehensive income are transferred
immediately to the income statement.
(c) Hedges of a net investment in a foreign operation
Our investments in foreign operations are exposed to foreign
currency risk, which arises when we translate the net assets of our
foreign investments from their functional currency to Australian
dollars. We hedge our net investments to mitigate exposure to this
risk by using forward foreign currency contracts, cross currency
swaps and/or borrowings in the relevant currency of the
investment.
Gains and losses on remeasurement of our derivative instruments
designated as hedges of foreign investments are recognised in the
foreign currency translation reserve in equity to the extent that
they are considered to be effective.
The cumulative amount of the recognised gains or losses included
in equity is transferred to the income statement when the foreign
operation is sold.
90
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
We first determine whether an obligation should be recorded as a
liability or a contingent liability. This requires management to
assess the probability that Telstra will be required to make
payment as well as an estimate of that payment.
This assessment is made based on the facts and circumstances,
factoring in past experience and, in some cases, reports from
independent experts. The evidence considered includes any
additional evidence provided by events after the reporting date.
Refer to note 23, note 26 and note 30 for further details on
contingent liabilities.
2.24 Non current assets (or disposal groups) held for sale
and discontinued operations
Non current assets (or disposal groups) are classified as held for
sale if their carrying amount will be recovered principally through
a sale transaction, rather than through continuing use, and a sale
is considered highly probable. They are measured at the lower of
their carrying amount and fair value less costs to sell, except for
assets such as deferred tax assets, assets arising from employee
benefits and financial assets that are carried at fair value.
An impairment loss is recognised for any initial or subsequent
write-down of the asset (or disposal group) to fair value less costs
to sell. A gain is recognised for any subsequent increases in fair
value less costs to sell of an asset (or disposal group), but not in
excess of any cumulative impairment loss previously recognised.
A gain or loss not previously recognised by the date of the sale of
the non current asset (or disposal group) is recognised at the date
of derecognition.
Non current assets (including those that are part of a disposal
group) are not depreciated or amortised while they are classified
as held for sale. Interest and other expenses attributable to the
liabilities of a disposal group classified as held for sale continue to
be recognised.
Non current assets classified as held for sale and the assets of a
disposal group classified as held for sale are presented separately
from other assets in the statement of financial position. The
liabilities of a disposal group classified as held for sale are
presented separately from other liabilities in the statement of
financial position.
A discontinued operation is a component of the entity that has
been disposed of or is classified as held for sale and that
represents a separate major line of business or geographical area
of operations, is part of a single coordinated plan to dispose of
such a line of business or area of operations, or is a subsidiary
acquired exclusively with a view to resale. The results of
discontinued operations are presented separately in the income
statement.
Refer to note 12 for further details.
2.22 Derivative financial instruments (continued)
(d) Derivatives and borrowings de-designated from fair value
hedge relationships or not in a designated hedging relationship
We will discontinue hedge accounting prospectively only when the
hedging relationship, or part of the hedging relationship, no longer
qualifies for hedge accounting, which includes where there has
been a change to our risk management objective and strategy for
undertaking the hedge and instances when the hedging
instrument expires or is sold, terminated or exercised. For this
purpose, the replacement or rollover of a hedging instrument into
another hedging instrument is not an expiration or termination if
such a replacement or rollover is consistent with our documented
risk management objective.
Derivatives associated with borrowings de-designated from fair
value hedge relationships or not in a designated hedge
relationship for hedge accounting purposes are classified as “held
for trading”.
For borrowings de-designated from fair value hedge relationships,
from the date of de-designation the derivatives continue to be
recognised at fair value and the borrowings are accounted for on
an amortised cost basis consistent with a revised effective
interest rate as at the de-designation date. The gains or losses on
both the borrowings and derivatives are included within finance
costs on the basis that the net result primarily reflects the impact
of movements in interest rates and the discounting impact of
future cash flows on the derivatives. The cumulative gains or
losses previously recognised from the remeasurement of these
borrowings as at the date of de-designation are unwound and
amortised to the income statement over the remaining life of the
borrowing. This amortisation expense is also included within
finance costs.
For borrowings not in designated hedge relationships for hedge
accounting purposes, the derivatives are recognised at fair value
and the borrowings are accounted for on an amortised cost basis.
The gains or losses on both the borrowings and derivatives are
included within finance costs on the basis that the net result
primarily reflects the impact of movements in interest rates and
the discounting impact of future cash flows on the derivatives.
Any gains or losses on remeasuring to fair value forward exchange
contracts that are not in a designated hedging relationship are
recognised directly in the income statement in the period in which
they occur within other expenses or other income.
(e) Embedded derivatives
Derivatives embedded in host contracts that are financial assets
are not separated from financial asset hosts and a hybrid contract
is classified in its entirety at either amortised cost or fair value.
Derivatives embedded in other financial liabilities or other host
contracts are treated as separate financial instruments when
their risks and characteristics are not closely related to those of
the host contracts and the host contracts are not measured at fair
value through profit or loss.
2.23 Contingent liabilities
A contingent liability is a liability of sufficient uncertainty that it
does not qualify for recognition as a liability, or a liability whose
existence will be confirmed only by the occurrence or non-
occurrence of one or more uncertain future events not wholly
within the control of Telstra. In addition, the term contingent
liability is used for liabilities that do not meet the recognition
criteria.
Telstra Corporation Limited and controlled entities
91
Notes to the Financial Statements (continued)
NOTE 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES, ESTIMATES, ASSUMPTIONS AND
JUDGEMENTS (continued)
(c) Other
In addition to the above recently issued accounting standards that
are applicable in future years, we note the following new
accounting standards that are applicable in future years:
• AASB 2014-3: “Amendments to Australian Accounting
Standards – Accounting for Acquisitions of Interests in Joint
Operations [AASB 1 & AASB 11]”
• AASB 2014-4: “Amendments to Australian Accounting
Standards – Clarification of Acceptable Methods of
Depreciation and Amortisation [AASB 116 & AASB 138]”
• AASB 2014-9: “Amendments to Australian Accounting
Standards - Equity Method in Separate Financial Statements
[AASB 127]”
• AASB 2014-10: “Amendments to Australian Accounting
Standards - Sale or Contribution of Assets between an Investor
and its Associate or Joint Venture [AASB 10 & AASB 128]”
• AASB 2015-1: “Amendments to Australian Accounting
Standards - Annual Improvements to Australian Accounting
Standards 2012-2014 Cycle”
• AASB 2015-2: “Amendments to Australian Accounting
Standards - Disclosure Initiative: Amendments to AASB 101”
• AASB 2015-3: “Amendments to Australian Accounting
Standards arising from the Withdrawal of AASB 1031
Materiality”.
We do not expect these accounting standards will have any
material impact on our financial results upon adoption.
2.25 New accounting standards to be applied in future
reporting periods
The accounting standards that have not been early adopted for the
year ended 30 June 2015 but will be applicable to the Telstra
Group in future reporting periods are detailed below.
Apart from these standards, we have considered other accounting
standards that will be applicable in future periods but are
considered insignificant to Telstra.
(a) Financial Instruments
In December 2014, AASB issued the final version of AASB 9:
“Financial Instruments” (AASB 9 (2014)), AASB 2014-7:
“Amendments to Australian Accounting Standards arising from
AASB 9 (December 2014)” and AASB 2014-8: “Amendments to
Australian Accounting Standards arising from AASB 9 (December
2014) - Application of AASB 9 (December 2009) and AASB 9
(December 2010)”.
AASB 9 (2014) is the final version of a new principal standard that
consolidates requirements on the classification and
measurement of financial assets and liabilities; hedge accounting
and an expected credit losses model for impairment of financial
assets that replaces the incurred loss impairment model used
today. It supersedes AASB 9 issued in December 2009 (as
amended) and AASB 9 issued in December 2010.
AASB 9 (2014) and AASB 2014-7 apply to Telstra from 1 July 2018,
with early adoption permitted.
AASB 2014-8 limits the application of the existing versions of
AASB 9 (AASB 9 (December 2009) and AASB 9 (December 2010))
from 1 February 2015. We have early adopted the previous version
of the standard, AASB 9 (2013), from 1 July 2014. This version
excludes the impairment section.
We are currently assessing the impact of the new impairment
model on our financial results.
(b) Revenue from Contracts with Customers
In December 2014, the AASB issued AASB 15: “Revenue from
Contracts with Customers” and AASB 2014-5: “Amendments to
Australian Accounting Standards arising from AASB 15”.
AASB 15 establishes principles for reporting the nature, amount,
timing and uncertainty of revenue and cash flows arising from an
entity’s contracts with customers. AASB 15 and AASB 2014-5
apply to Telstra from 1 July 2017, with early application permitted.
The International Accounting Standards Board (IASB) has
confirmed a one-year deferral of the effective date of IFRS 15. As
a result, we anticipate that AASB will follow and AASB 15 will only
apply to Telstra from 1 July 2018. We are currently assessing the
impact of AASB 15 on our financial results.
92
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 3. EARNINGS PER SHARE
Earnings per share from continuing operations
Basic
Diluted
Earnings used in the calculation of basic and diluted earnings per share
Profit for the year from continuing operations attributable to equity holders of Telstra Entity
Earnings per share
Basic
Diluted
Earnings used in the calculation of basic and diluted earnings per share
Profit for the year attributable to equity holders of Telstra Entity
Weighted average number of ordinary shares
Weighted average number of ordinary shares on issue (a)
Effect of shares held by employee share plan trusts (b)(c)
Weighted average number of ordinary shares used in the calculation of basic earnings per share
Effect of dilutive employee share instruments (d)
Weighted average number of ordinary shares used in the calculation of diluted earnings per share
Telstra Group
Year ended 30 June
2014
cents
2015
cents
34.3
34.3
$m
4,212
cents
34.5
34.5
$m
36.1
36.0
$m
4,479
cents
34.4
34.3
$m
4,231
4,275
Number of shares
(millions)
12,284
12,443
(20)
(25)
12,264
12,418
16
27
12,280
12,445
(a) On 6 October 2014 we completed an off-market share buy-
back of 217,418,521 ordinary shares as a part of our capital
management program. The effects of this off-market buy-back
have been included in the calculation of the weighted average
number of ordinary shares on issue. Refer to note 19 for further
details.
(b) In order to underpin the equity instruments issued under the
Growthshare plan, the Telstra Growthshare Trust purchases
Telstra shares already on issue. These shares are not considered
to be outstanding for the purposes of calculating basic and diluted
earnings per share.
(c) Loan shares held under the Telstra Employee Share Ownership
Plan Trust II (TESOP99) are not considered outstanding for the
purpose of calculating basic earnings per share.
(d) The following equity instruments are considered dilutive to
earnings per share:
• restricted shares granted under the Growthshare short term
incentive (STI) scheme
• certain restricted shares granted under the Growthshare long
term incentive (LTI) scheme, which have satisfied the relevant
performance hurdles and are expected to vest
• certain loan shares held under TESOP99, which are considered
to be issued at no consideration.
Refer to note 27 for details of equity instruments issued under the
Growthshare and TESOP99 share plans.
Telstra Corporation Limited and controlled entities
93
Notes to the Financial Statements (continued)
NOTE 4. DIVIDENDS
Dividends paid
Previous year final dividend paid
Interim dividend paid
Total dividends paid
Dividends paid per ordinary share
Previous year final dividend paid
Interim dividend paid
Total dividends paid
Dividends paid are fully franked at a tax rate of 30 per cent.
Dividends per share in respect of each financial year are detailed below.
During the financial year 2015, we have also completed an off-
market share buy-back, which comprised a fully franked dividend
component of $494 million. Refer to note 19 for further details.
Dividends per ordinary share
Interim dividend paid
Final dividend to be paid (a)
Total dividends
Franking credits available for use in subsequent reporting periods
Franking account balance
Franking credits that will arise from the payment of income tax payable as at 30 June (b)
(a) As the final dividend for financial year 2015 was not
determined or publicly recommended by the Board as at 30 June
2015, no provision for dividend has been raised in the statement of
financial position. The final dividend has been reported as an
event subsequent to reporting date. Refer to note 31 for further
details.
(b) Franking credits that will arise from the payment of income tax
are expressed at the 30 per cent tax rate on a tax paid basis.
We believe that our current balance in the franking account,
combined with the franking credits that will arise on tax
instalments expected to be paid, will be sufficient to fully frank our
final 2015 dividend.
Telstra Entity
Year ended 30 June
2014
$m
2015
$m
1,866
1,833
3,699
1,742
1,803
3,545
cents
cents
15.0
15.0
30.0
14.0
14.5
28.5
Telstra Entity
Year ended 30 June
2014
cents
2015
cents
15.0
15.5
30.5
14.5
15.0
29.5
Telstra Entity
As at 30 June
2015
$m
2014
$m
32
232
264
111
253
364
94
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 5. SEGMENT INFORMATION
5.1 Operating segments
We report segment information on the same basis as our internal
management reporting structure, which determines how our
Company is organised and managed.
Segment results are reported according to the internal
management reporting structure at the reporting date. Segment
comparatives reflect the organisational changes that have
occurred since the prior reporting period to present a like-for-like
view.
In our segment results, the “All Other” category consists of various
business units that do not qualify as reportable segments in their
own right. The comparative period also includes the results of
entities fully or partially divested in prior periods, namely CSL New
World Mobility Limited and its controlled entities (CSL Group) and
Sensis Pty Ltd and its controlled entities (Sensis Group).
Following the disposal of the CSL Group in May 2014, our Telstra
International Group (TIG) operating segment mainly consists of
the results of Autohome Inc., our controlled entity listed on the
New York Stock Exchange (NYSE). The results of the TIG operating
segment have been disclosed in the “All Other” category.
There have been no other changes to our operating segments
during the year ended 30 June 2015.
For the financial year 2015 the Telstra Group is organised for
internal management reporting purposes into the following
reportable segments:
Telstra Retail (TR) is responsible for:
• supporting consumer customers and small to medium
enterprises in Australia
• providing a full range of telecommunication products, services
and solutions across mobiles, fixed and mobile broadband,
telephony and Pay TV
• the operation of inbound and outbound call centres, Telstra
shops (owned and licensed) and the Telstra dealership network
• delivering self-care capabilities for Telstra customers, across
all phases of the customer experience, from browsing to buying,
billing and service requests
• the supply of Hybrid Fibre Coaxial (HFC) cable services to our
Foxtel joint venture and the distribution of Foxtel products
• providing a connected health IT ecosystem and delivering
transformative change in the healthcare sector.
Global Enterprise and Services (GES) is responsible for:
• sales and contract management support for business and
government customers in Australia and globally
• management of Telstra's networks outside Australia
• product management for advanced technology solutions,
including data and Internet Protocol (IP) networks and Network
Applications and Services (NAS) services such as managed
network, unified communications, cloud, industry solutions and
integrated services in Australia and globally
• development of industry vertical solutions based on Telstra's
networks and technology
• development and management of Telstra's software assets.
Telstra Operations (TOps) is responsible for:
• overall planning, design, engineering and architecture of Telstra
networks, technology and information technology
• construction of infrastructure for our Australian fixed, mobile, IP
and data networks
• delivery of customer services across these networks
• operation, assurance and maintenance (including activation
and restoration of these networks)
• supply and delivery of information technology solutions to
support our products, services, customer support functions and
our internal needs
• provision of network services to NBN Co under the NBN
Definitive Agreements or separate commercial contracts
• provision of various telecommunication services to meet our
Telecommunication Universal Service Management Agency
(TUSMA) obligations. Going forward this will be known as the
Telstra Universal Service Obligation Performance Agreement
(TUSOPA).
Telstra Wholesale (TW) is responsible for:
• provision of a wide range of telecommunication products and
services delivered over Telstra networks and associated
support systems to non-Telstra branded carriers, carriage
service providers and internet service providers.
5.2 Segment results
The measurement of segment results is in line with information
presented to management for internal management reporting
purposes. The result of each segment is measured based on its
“earnings before interest, income tax expense, depreciation and
amortisation (EBITDA) contribution”. EBITDA contribution
excludes the effects of all inter-segment balances and
transactions (with the exception of transactions referred to in
footnote (a)). As such, only transactions external to the Telstra
Group are reported.
We have no reconciling items between segment results and
Telstra Group’s reported EBITDA. The reconciliation of segment
results to Telstra Group’s reported EBIT and profit before income
tax expense in the financial statements includes only depreciation
and amortisation expenses and net finance costs.
Certain items of income and expense are recorded by our
corporate areas, rather than being allocated to each segment.
These items include:
• the adjustment to defer our basic access installation and
connection fee revenues and costs in accordance with our
accounting policy (our reportable segments record these
amounts upfront)
• the majority of redundancy expenses for the Telstra Entity.
In addition, the following narrative further explains how some
items are allocated and managed and, as a result, how they are
reflected in our segment results:
• revenue associated with mobile handsets sold via dealers for
the GES segment is allocated to the TR segment along with the
associated costs of goods and services purchased, as the TR
segment manages our supplier, delivery and dealership
arrangements. Ongoing prepaid and postpaid mobile revenues
derived from our mobile usage services are recorded in the TR
and GES segments depending on the type of customer serviced
• NAS costs associated with revenue from the Telstra Business
(TB) customers, included in the TR segment, are reported in the
GES segment
• the TOps segment result includes network service delivery costs
for the TR, GES and TW customers
• the TOps segment recognises certain expenses in relation to the
installation and running of the HFC cable network
• domestic promotion and advertising expenses for the Telstra
Entity are recorded centrally in the TR head office function
• call centre costs associated with the GES segment are included
in the TR segment
• the TW segment result includes revenue from rental under the
NBN Definitive Agreements, while the associated costs are
reported in the TOps segment.
Telstra Corporation Limited and controlled entities
95
Notes to the Financial Statements (continued)
NOTE 5. SEGMENT INFORMATION (continued)
5.2 Segment results (continued)
The following tables detail our segment results based on our
reporting structure as at 30 June 2015:
Revenue from external customers (a)
Other income
Total income
Labour expenses
Goods and services purchased (a)
Other expenses
Share of equity accounted profits/(losses) (b)
EBITDA contribution
Revenue from external customers (a)
Other income
Total income
Labour expenses
Goods and services purchased (a)
Other expenses
Share of equity accounted profits/(losses) (b)
EBITDA contribution
TR
$m
17,192
60
17,252
1,256
5,390
1,158
1
9,449
TR
$m
16,308
75
16,383
1,179
4,676
1,159
-
9,369
(a) Revenue from external customers in the GES segment includes
$187 million (2014: $168 million) of inter-segment revenue
treated as external expenses in the TR and TW segments, which is
eliminated in the “All Other” category.
External expenses in the GES segment also include $23 million
(2014: $22 million) of inter-segment expenses treated as external
revenue in the TW segment and eliminated in the “All Other”
category.
(b) The “All Other” category includes a $22 million share of net
profit (2014: $24 million share of net profit) from our 30 per cent
investment in Project Sunshine I Pty Ltd, the new holding company
of the Sensis Group. Refer to note 26 for further details.
(c) Following the disposal of our entire 55 per cent shareholding in
Sequel Media Inc. and its controlled entities (Sequel Media Group)
on 26 November 2014, the current period includes only four
months of the Sequel Media Group results. The comparative
period includes 12 months, as well as a $12 million goodwill
impairment recorded in other expenses. Refer to note 12 for
further details.
As a result of the Octave Group entering into voluntary liquidation,
the comparative period includes a $98 million loss reclassified
from the foreign currency translation reserve.
Following the sale of the CSL Group in May 2014, the comparative
period includes 10 months of the CSL Group results, including a
$561 million profit on disposal. Refer to note 20 for further details.
Telstra Group
Year ended 30 June 2015
GES
$m
5,658
16
5,674
1,118
1,586
531
-
TOps
$m
266
158
424
1,584
7
1,605
-
TW All Other (c)
$m
$m
463
2,444
142
2,586
75
86
27
-
208
671
888
(222)
773
18
Total
$m
26,023
584
26,607
4,921
6,847
4,094
19
2,439
(2,772)
2,398
(750)
10,764
Telstra Group
Year ended 30 June 2014
GES
$m
5,252
5
5,257
888
1,389
499
-
TOps
$m
127
162
289
1,601
11
1,577
-
TW All Other (c)
$m
$m
1,923
2,262
66
2,328
72
78
51
-
668
2,591
1,203
378
1,052
24
(18)
Total
$m
25,872
976
26,848
4,943
6,532
4,338
24
11,059
2,481
(2,900)
2,127
On 28 February 2014, we divested 70 per cent of our directories
business via disposal of our 100 per cent shareholding in the
Sensis Group and acquisition of 30 per cent of Project Sunshine I
Pty Ltd, the new holding company of the Sensis Group. Following
the disposal of the Sensis Group, the current period includes $19
million net profit (reduction in other expenses) related to the
discontinued operation. The comparative period includes eight
months of the Sensis Group results, including the total income
from the discontinued operation of $552 million and a net loss of
$204 million. Refer to notes 12 and 20 for further details.
96
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 5. SEGMENT INFORMATION (continued)
5.2 Segment results (continued)
A reconciliation of EBITDA contribution for reportable segments to
Telstra Group’s EBITDA, EBIT and profit before income tax expense
is provided below:
EBITDA contribution
All other
Telstra Group EBITDA from continuing and discontinued operations
Depreciation and amortisation
Telstra Group EBIT from continuing and discontinued operations
Net finance costs
Telstra Group profit before income tax expense
Telstra Group profit before income tax expense, including:
Profit before income tax expense from continuing operations
Profit/(loss) before income tax expense from discontinued operation
Telstra Group profit before income tax expense
Telstra Group
Year ended 30 June
2014
$m
11,077
2015
$m
11,514
(750)
(18)
10,764
11,059
(3,983)
(4,042)
6,781
7,017
(689)
(957)
6,092
6,060
6,073
6,228
19
(168)
6,092
6,060
Information about our geographic
operations (d)
Revenue from external customers
Australian customers
Offshore customers
Carrying amount of non current assets (e)
Located in Australia
Located offshore
Telstra Group
Year ended/As at
30 June
2015
$m
2014
$m
24,770
24,011
1,253
1,861
26,023
25,872
27,225
25,953
2,758
467
29,983
26,420
(d) Our geographical operations are split between our Australian
and offshore operations. Our offshore operations include
Autohome Inc. (China), Telstra Limited (United Kingdom), Telstra
International Limited (Hong Kong), Telstra Inc. (United States),
Ooyala Inc. (United States), Videoplaza (Sweden/United Kingdom),
Pacnet Group (Asia), Nativ Holdings (United Kingdom) and Sequel
Media Group (China) up to the date of disposal. The comparative
period also includes the CSL Group (Hong Kong) up to the date of
disposal. No individual geographical area, other than our
Australian operations, forms a significant part of our operations.
(e) The carrying amount of our segment non current assets
excludes financial instrument assets, inventories, defined benefit
assets and deferred tax assets.
Telstra Group
Year ended 30 June
2014
$m
2015
$m
Note
Income from our products and
services
Fixed
Mobile
Data & IP
Network applications and services
Media
CSL Group
Global connectivity
Other sales revenue (f)
Other revenue (g)
Other income
Sensis Group
Total income (excluding finance
income)
6
6
12
6
6,944
10,651
2,883
2,418
931
-
780
1,238
178
584
-
7,076
9,668
2,968
1,963
900
1,045
611
888
201
976
552
26,607
26,848
(f) Other sales revenue includes China Digital Media, NBN rental of
our infrastructure, late payment fees and miscellaneous revenue.
Financial year 2014 also includes revenue for the build of the NBN
related infrastructure.
(g) Other revenue primarily consists of distributions from our
Foxtel Partnership and rental income.
Telstra Corporation Limited and controlled entities
97
Notes to the Financial Statements (continued)
NOTE 6. INCOME
Continuing operations
Sales revenue
Rendering of services
Sale of goods
Construction contracts
Other revenue (excluding finance income)
Distribution from Foxtel Partnership
Rent from property
Total revenue (excluding finance income)
Other income
Net gain on disposal of:
- property, plant and equipment and intangibles (a)
- investments (b)
Fair value gain on equity investments
Net foreign currency translation gains
Government grants (c)
NBN disconnection fees
Other miscellaneous income
Total income (excluding finance income)
Finance income
Interest on cash and cash equivalents
Interest on finance lease receivables
Interest on loans to joint ventures and associated entities
Interest on receivables
Interest on defined benefit plan
Total income from continuing operations
Total income from discontinued operation
(a) Net gain on disposal of property, plant and equipment includes
a net gain on sale of assets to NBN Co under the NBN Definitive
Agreements.
(b) The 2014 net gain on disposal of investments relates to the
$561 million net gain on disposal of the CSL Group. Refer to note
20 for further details.
(c) We recognised income from government grants under the
Telecommunications Universal Services and Management Agency
National Broadband Network (NBN) Definitive Agreement, which
replaced the Universal Services Obligation (USO), the Retraining
Fund Deed NBN Definitive Agreement (which was received in
financial year 2012 and is being used to retrain certain employees
over a period of eight to 10 years) and other individually immaterial
contracts accounted for as government grants.
Telstra Group
Year ended 30 June
2014
$m
2015
$m
Note
23,022
22,497
2,426
397
2,358
264
25,845
25,119
125
53
178
165
36
201
26,023
25,320
156
(2)
6
21
138
163
102
584
76
561
-
-
175
66
98
976
26,607
26,296
62
18
54
18
5
85
14
54
3
-
157
156
26,764
26,452
-
552
20
24
12
There are no unfulfilled conditions or other contingencies
attached to these grants.
98
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 7. EXPENSES
Continuing operations
Labour
Included in our labour expenses are the following:
Employee redundancy
Share-based payments
Defined contribution plan expense
Defined benefit plan expense
Cost of goods sold
Other expenses
Impairment losses
- impairment in value of inventories
- impairment in value of trade and other receivables
- impairment in value of property, plant and equipment
- impairment in value of intangibles (a)
- impairment in value of goodwill (a)
- impairment in investments
Reversal of impairment in value of trade and other receivables
Rental expense on operating leases
Net foreign currency translation losses (b)
Service contracts and other agreements
Promotion and advertising
General and administration
Other operating expenses
Other expenses
Depreciation of property, plant and equipment
Amortisation of intangible assets
Finance costs
Interest on borrowings
Net interest on defined benefit plan
Loss on fair value hedges - effective (c)
Loss/(gain) on cash flow hedges - ineffective
Loss on borrowing transactions not in a designated hedge relationship/de-designated from fair value
hedge relationships (c)
Other
Less: interest on borrowings capitalised (d)
Research and development expenses
Total expenses from discontinued operation
Telstra Group
Year ended 30 June
2014
$m
2015
$m
Note
24
13
14
14
26
10
13
17
24
113
66
202
61
251
45
199
107
3,079
2,906
23
189
10
5
-
2
229
(12)
587
-
1,556
421
1,007
325
4,113
2,922
1,061
3,983
875
-
6
1
-
28
910
(64)
846
30
220
15
1
12
2
280
(20)
632
111
1,468
346
977
194
3,988
2,896
1,054
3,950
961
10
128
(11)
64
19
1,171
(58)
1,113
2
4
12
(19)
720
Telstra Corporation Limited and controlled entities
99
Notes to the Financial Statements (continued)
NOTE 7. EXPENSES (continued)
(a) We have recognised a $5 million impairment loss relating to
intangible assets (2014: $13 million relating to goodwill and other
intangible assets). Refer to note 14 for further details.
(b) During the financial year 2014, we recognised $111 million net
foreign currency translation losses, including a $98 million foreign
currency translation reserve written off as a result of the Octave
Group entering into voluntary liquidation.
(c) On adoption of AASB 9 (2013) “Financial Instruments” we de-
designated existing fair value hedge relationships and re-
designated them in new fair value hedge relationships to exclude
borrowing margins from the hedged risk. Also, transactions
previously de-designated from fair value hedge relationships
relating to a portion of our borrowings portfolio have been
reinstated in fair value hedges with effect from 1 July 2014. The
resulting cumulative fair value adjustment as at the date of de-
designation is unwound and amortised to the income statement
and included within other finance costs over the remaining life of
the borrowings. There has been no change to the underlying
economic objective of this hedging which is to convert fixed rate
borrowings to floating Australian dollar borrowings.
The current year revaluation impacts of our offshore debt portfolio
and associated hedges that are in fair value hedges have been
reduced. This is partly due to changes implemented in the way we
designate fair value hedges for accounting purposes and the
adoption of AASB 9 (2013), which allows a component of Telstra’s
borrowing margin associated with cross currency swaps to be
treated as a cost of hedging and deferred to equity. Residual
volatility from market movements has also not been significant.
In general, it is our intention to hold our borrowings and associated
derivative instruments to maturity. Accordingly, unrealised
revaluation gains and losses will be recognised in finance costs
over the life of the financial instrument and for each transaction
will progressively unwind to nil at maturity.
(d) Interest on borrowings has been capitalised using a
capitalisation rate of 6.2 per cent (2014: 6.2 per cent).
100
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 8. REMUNERATION OF AUDITORS
Telstra Group
Year ended 30 June
2014
$m
2015
$m
8.104
9.138
1.324
1.338
0.015
0.105
1.444
0.011
0.100
1.449
Audit fees
Ernst & Young (EY) has charged for auditing and reviewing the financial reports
Other services
Audit related (a)
Non-audit services
- Tax services
- Advisory services
Total other services provided by EY
Other services comprise audit related fees and non-audit
services.
(a) Audit related fees charged by EY are for services that are
reasonably related to the performance of the audit or review of our
financial statements and other assurance engagements. These
services include assurance services over debt raising
prospectuses, additional control assessments, various
accounting advice and additional audit services related to our
controlled entities.
We have processes in place to maintain the independence of the
external auditor, including the level of expenditure on non-audit
services. EY also has specific internal processes in place to ensure
auditor independence.
The Audit & Risk Committee approves the recurring audit and non-
audit fees. The provision of additional audit and non-audit
services by EY must always be approved by either the Chief
Financial Officer, the Chairman of the Audit & Risk Committee or
the Audit & Risk Committee, unless covered by the Audit & Risk
Committee pre-approval. The level of approval will depend upon
the nature of the services provided and fees involved, subject to
confirmation by both management and EY that the provision of
these services does not compromise auditor independence. Our
auditor independence guidelines clearly identify prohibited
services. All additional approved EY engagements are reported to
the Audit & Risk Committee at the next meeting.
Telstra Corporation Limited and controlled entities
101
Notes to the Financial Statements (continued)
NOTE 9. INCOME TAXES
Major components of income tax expense
Current tax expense
Deferred tax resulting from the origination and reversal of temporary differences
(Over)/under provision of tax in prior years
Effective income tax rate (a)
Reconciliation of notional income tax expense to actual income tax expense:
Profit/(loss) before income tax expense from discontinued operation
Profit before income tax expense from continuing operations
Profit before income tax expense
Notional income tax expense calculated at the Australian tax rate of 30%
Notional income tax expense differs from actual tax income expense due to the tax effect of:
Impact of different tax rates in overseas jurisdictions
Non assessable and non deductible items (b)
Amended assessments
(Over)/under provision of tax in prior years
Income tax expense on profit
Comprising:
Income tax expense from continuing operations
Income tax expense from discontinued operation
Income tax expense/(benefit) recognised directly in other comprehensive income or equity during the year
Deferred tax (liabilities)/assets
Deferred tax items recognised in the income statement (including impact of foreign exchange
movements in deferred tax items recognised in the income statement)
Property, plant and equipment
Intangible assets
Borrowings and derivative financial instruments
Provision for employee entitlements
Revenue received in advance
Allowance for doubtful debts
Defined benefit (asset)/liability (c)
Trade and other payables
Provision for workers' compensation and other provisions
Income tax losses
Other
Deferred tax items recognised in other comprehensive income or equity (d)
Defined benefit (asset)/liability (c)
Financial instruments
Other
Net deferred tax liability
Our net deferred tax liability is split as follows:
Deferred tax assets recognised in the statement of financial position
Deferred tax liabilities recognised in the statement of financial position
Telstra Group
Year ended 30 June
2014
$m
2015
$m
1,722
67
(2)
1,787
29.3%
1,799
(90)
6
1,715
28.3%
19
6,073
6,092
1,828
14
(39)
(14)
(2)
1,787
1,787
-
85
(168)
6,228
6,060
1,818
(44)
(56)
(9)
6
1,715
1,679
36
(16)
Telstra Group
As at 30 June
2015
$m
2014
$m
(1,175)
(953)
(17)
342
55
29
99
140
27
34
(9)
(1,428)
(188)
123
1
(64)
(1,492)
66
(1,558)
(1,492)
(1,110)
(881)
(14)
307
103
34
105
95
47
1
13
(1,300)
(120)
141
-
21
(1,279)
7
(1,286)
(1,279)
102
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 9. INCOME TAXES (continued)
Deferred tax assets not recognised (e)
Income tax losses
Capital tax losses
Deductible temporary differences
Telstra Group
As at 30 June
2015
$m
2014
$m
316
549
311
1,176
48
349
306
703
(a) The effective income tax rate is calculated as income tax
expense divided by profit before income tax expense from
continuing and discontinued operations.
(b) Non assessable and non deductible items in the current period
include non assessable capital distributions, franked dividends
received, estimated research and development tax offset, tax
losses not recognised and various other items.
Non assessable and non deductible items in the prior period
included a non assessable gain on disposal of the CSL Group, a
non deductible goodwill impairment loss on disposal of the Sensis
Group, a non deductible write off of Octave foreign currency
translation reserve and various other items.
(c) Our net deferred tax liability on our net defined benefit asset for
the Telstra Group is $89 million (2014: $15 million).
(d) When the underlying transactions to which our deferred tax
relates are recognised directly in other comprehensive income or
equity, the temporary differences associated with these
adjustments are also recognised directly in other comprehensive
income or equity.
(e) Our deferred tax assets not recognised in the statement of
financial position may be used in future years if the following
criteria are met:
• our controlled entities have sufficient future taxable profit to
enable the income tax losses and temporary differences to be
offset against that taxable profit
The Telstra Entity, as the head entity in the tax consolidated group,
recognises, in addition to its own transactions, the current tax
liabilities and the deferred tax assets arising from unused tax
losses and tax credits for all entities in the group. However, the
Telstra Entity and its Australian resident wholly owned entities
account for their own current tax expense and deferred tax
amounts.
Current tax expense includes an estimate of the tax payable on
2015 taxable income for the Australian tax consolidated group of
$1,711 million (2014: $1,763 million).
Upon tax consolidation, the entities within the tax consolidated
group entered into a tax sharing agreement. The terms of this
agreement specified the methods of allocating any tax liability in
the event of default by the Telstra Entity on its group payment
obligations and the treatment where a subsidiary member exits
the group. The tax liability of the group otherwise remains with the
Telstra Entity for tax purposes.
For entities within the tax consolidated group, a tax funding
arrangement is also in place under which:
• the Telstra Entity compensates its Australian resident wholly
owned controlled entities for any current tax receivable
assumed
• the Telstra Entity compensates its Australian resident wholly
owned controlled entities for any deferred tax assets relating to
unused tax losses and tax credits
• Australian resident wholly owned entities compensate the
• we have sufficient future capital gains to be offset against the
Telstra Entity for any current tax payable assumed.
The funding amounts are based on the amounts recorded in the
financial statements of the wholly owned entities.
Amounts receivable by the Telstra Entity of $41 million (2014: $35
million) and amounts payable by the Telstra Entity of $73 million
(2014: $74 million) under the tax funding arrangements are due in
the next financial year upon final settlement of the current tax
payable for the tax consolidated group.
above capital losses
• we continue to satisfy the conditions required by tax legislation
to be able to use the tax losses
• there are no future changes in tax legislation that will adversely
affect us in using the benefit of the tax losses.
As at 30 June 2014 and 30 June 2015, our deferred tax assets not
recognised in the statement of financial position include an
estimate of the capital loss on disposal of the Sensis Group in
February 2014, and impact of acquisitions and divestments of
other controlled entities.
9.1 Tax consolidation
The Telstra Entity and its Australian resident wholly owned
entities previously elected to form a tax consolidated group. As a
consequence of the election to enter tax consolidation, the tax
consolidated group is treated as a single entity for income tax
purposes.
Telstra Corporation Limited and controlled entities
103
Notes to the Financial Statements (continued)
NOTE 10. TRADE AND OTHER RECEIVABLES
10.1 Current and non current trade and other receivables
Current
Trade receivables (a)
Allowance for doubtful debts (a)
Finance lease receivable (b)
Accrued revenue
Other receivables
Non current
Trade receivables (a)
Note
Amounts owed by joint ventures and associated entities
Allowance for amounts owed by joint ventures and associated entities - loans
29
29
Finance lease receivable (b)
Other receivables
(a) Trade receivables and allowance for doubtful debts
The ageing of current and non current trade receivables is detailed
below.
Telstra Group
As at 30 June
2015
$m
2014
$m
3,438
2,950
(113)
3,325
102
1,172
122
1,396
4,721
(120)
2,830
93
1,155
94
1,342
4,172
476
317
459
(7)
452
201
42
243
1,171
457
(6)
451
184
21
205
973
Not past due
Past due 0 - 30 days
Past due 31 - 60 days
Past due 61 - 90 days
Past due 91 - 120 days
Past 120 days
Telstra Group
As at 30 June
2015
2014
Gross
Allowance
Gross
Allowance
$m
2,727
732
197
75
62
121
3,914
$m
(13)
(13)
(6)
(7)
(12)
(62)
$m
2,297
631
135
62
49
93
$m
(25)
(12)
(8)
(12)
(10)
(53)
(113)
3,267
(120)
104
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 10. TRADE AND OTHER RECEIVABLES (continued)
Our trade receivables include our customer deferred debt. Our
customer deferred debt program allows eligible customers the
opportunity to repay the cost of their mobile handset, other
hardware and approved accessories monthly over 12, 24 or 36
months. The loan is provided interest free to our mobile postpaid
customers.
Trade receivables have been aged according to their original due
date in the above ageing analysis, including where repayment
terms for certain long outstanding trade receivables have been
renegotiated.
We hold security for a number of trade receivables, including past
due or impaired receivables in the form of guarantees, letters of
credit and deposits. During financial year 2015, the securities we
called upon were insignificant.
We have used the following basis to assess the allowance for
doubtful debts for trade receivables:
• a statistical approach to apply risk segmentation to the debt
and applying the historical impairment rate to each segment at
the end of the reporting period
• an individual account by account assessment based on past
credit history
• any prior knowledge of debtor insolvency or other credit risk.
As at 30 June 2015, trade receivables with a carrying amount of
$1,087 million (2014: $875 million) for the Telstra Group were past
due but not impaired.
These trade receivables, along with our trade receivables that are
neither past due nor impaired, comprise customers who have a
good debt history and are considered recoverable.
The interest rate inherent in the leases is fixed at the contract date
for the entire lease term. The average effective interest rate
contracted is 6.0 per cent (2014: 6.1 per cent) per annum.
10.1 Current and non current trade and other receivables
(continued)
(a) Trade receivables and allowance for doubtful debts
(continued)
Movement in the allowance for doubtful debts in respect of trade
receivables is detailed below:
Opening balance
- additional allowance from continuing
operations
- additional allowance from discontinued
operation
- amount used
- amount reversed from continuing
operations
- amount reversed from discontinued
operation
- foreign currency exchange differences
- acquisition of controlled entities
- disposal of controlled entities
Closing balance
Telstra Group
Year ended 30 June
2014
$m
(180)
2015
$m
(120)
(49)
(34)
-
52
12
-
(2)
(6)
-
(113)
(6)
51
20
9
-
-
20
(120)
Our policy requires customers to pay us in accordance with agreed
payment terms. Depending on the customer segment, our
settlement terms are generally 14 to 30 days from date of invoice.
All credit and recovery risk associated with trade receivables has
been provided for in the statement of financial position.
(b) Finance lease receivable
We enter into finance leasing arrangements predominantly for
communication assets dedicated to solutions management and
outsourcing services that we provide to our customers. The
weighted average term of finance leases entered into is 5.3 years
(2014: 3.8 years).
Amounts receivable under finance leases
Within 1 year
Within 1 to 5 years
After 5 years
Total minimum lease receivables
Less unearned finance income
Present value of minimum lease
receivables
Included in the financial statements as:
Current finance lease receivables
Non current finance lease receivables
Telstra Group
As at 30 June
2015
$m
2014
$m
116
182
55
353
(50)
303
102
201
303
106
178
30
314
(37)
277
93
184
277
Telstra Corporation Limited and controlled entities
105
Notes to the Financial Statements (continued)
NOTE 11. INVENTORIES
Current
Finished goods recorded at cost
Finished goods recorded at net realisable value
Total finished goods
Raw materials and stores recorded at cost
Construction contracts (a)
Non current
Finished goods recorded at net realisable value
(a) Construction contract disclosures are shown as follows
Contract costs incurred and recognised profits
Progress billings
Telstra Group
As at 30 June
2015
$m
2014
$m
234
77
311
40
140
491
32
32
201
78
279
11
72
362
29
29
701
(561)
140
589
(517)
72
106
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 12. NON CURRENT ASSETS HELD FOR SALE AND DISCONTINUED OPERATION
12.1 Current Year
There were no non current assets held for sale or discontinued
operations as at and for the financial year ended 30 June 2015.
12.2 Prior Year
(a) Sensis disposal group and discontinued operation
On 28 February 2014, we divested 70 per cent of our directories
business via disposal of our 100 per cent shareholding in the
Sensis Group for a total cash consideration of $454 million and
acquisition of 30 per cent shareholding in Project Sunshine I Pty
Ltd, the new holding company of Sensis Pty Ltd and its controlled
entities (Sensis Group). The sale excluded voice services
(including the 1234 and 12456 services) which are a part of our
core telecommunication offering and continue to be operated by
us.
On disposal we deconsolidated 100 per cent of the balance sheet
of the Sensis Group and recorded, at fair value of $157 million, our
30 per cent interest in Project Sunshine I Pty Ltd. From 1 March
2014, the investment in the associate is equity accounted.
Adjustments of $19 million shown below (reduction in other
expenses) related to the discontinued operation in the current
period and eight months of the Sensis Group results to the date of
disposal in the comparative period are reported in the “All Other”
category in our segment disclosures in note 5. This adjustment is
distinct from our share of profits in the current year of $22 million
from our 30 per cent investment in Project Sunshine I Pty Ltd
which is included in the total share of equity accounted profits of
$19 million (2014: $24 million), after share of losses from other
associated investments.
Financial information related to the discontinued operation is set
out below.
Revenue
Expenses
Profit/(loss) before income tax expense
Income tax expense
Profit/(loss) after income tax expense from discontinued operation
(Loss) on disposal of discontinued operation (a)
Profit/(loss) after tax on disposal of discontinued operation
Profit/(loss) for the year from discontinued operation
Net cash provided by operating activities
Net cash provided by investing activities (includes proceeds from sale)
Net cash (used in) financing activities
Net increase in cash and cash equivalents
Earnings per share for profit/(loss) from discontinued operation (cents per share)
Basic
Diluted
Sensis Group
Year ended 30 June
2014
$m
2015
$m
-
(19)
19
-
19
-
-
19
-
-
-
-
552
570
(18)
36
(54)
(150)
(150)
(204)
339
414
(2)
751
cents
cents
0.2
0.2
(1.7)
(1.7)
Telstra Corporation Limited and controlled entities
107
Notes to the Financial Statements (continued)
NOTE 12. NON CURRENT ASSETS HELD FOR SALE AND DISCONTINUED OPERATION (continued)
12.2 Prior year (continued)
(a) Sensis disposal group and discontinued operation
(continued)
The effect of the disposal of the Sensis Group is detailed below:
The Sequel Media Group is included in “All Other” category in our
segment disclosures in note 5, with four months of its results
reported in the current period to the date of disposal and 12
months in the comparative period.
Sensis
Group
Year
ended
30 June
2014
$m
454
157
611
1,002
(391)
611
-
Consideration on disposal
Cash consideration
Fair value of investment in the associate
Total consideration on disposal
Assets/(liabilities) at disposal date
Assets classified as held for sale (a)
Liabilities classified as held for sale (a)
Net assets classified as held for sale (a)
Loss on disposal after impairment (a)
(a) In accordance with AASB 5: “Non current Assets Held for Sale
and Discontinued Operations”, the carrying value of assets and
liabilities of the Sensis Group were classified as held for sale.
Based on the sale price of $454 million, $157 million fair value of
the 30 per cent shareholding in Project Sunshine I Pty Ltd, and
final completion adjustments, on the re-measurement of assets
and liabilities of the disposal group the carrying value of the
Sensis Group goodwill was impaired by $150 million and
recognised in the loss for the year from the discontinued
operation.
Profit/(loss) attributable to equity
holders of Telstra Entity
Profit for the year from continuing
operations
Profit/(loss) for the year from discontinued
operation
Telstra Entity
Year ended 30 June
2014
$m
2015
$m
4,212
4,479
19
(204)
4,231
4,275
(b) Sequel Media disposal group
On 2 July 2014 we signed a binding term sheet to dispose of our
entire 55 per cent shareholding in Sequel Media Inc. and its
controlled entities (Sequel Media Group) for total consideration of
$3 million subject to completion adjustments. In accordance with
AASB 5: “Non Current Assets held for Sale and Discontinued
Operations”, as at 30 June 2014, the assets and liabilities of the
Sequel Media Group (with the exception of cash balances) were
classified as held for sale and measured at the lower of the
carrying amount and fair value less costs to sell.
Based on the agreed sale price, subject to completion
adjustments, the carrying value of the Sequel Media Group
goodwill was impaired by $12 million in the prior financial year.
The disposal was completed on 26 November 2014. Refer to note
20 for further details.
108
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 13. PROPERTY, PLANT AND EQUIPMENT
Land and site improvements
At cost
Buildings (including leasehold improvements)
At cost
Accumulated depreciation and impairment
Communication assets
At cost
Accumulated depreciation and impairment
Other plant, equipment and motor vehicles
At cost
Accumulated depreciation and impairment
Total property, plant and equipment
At cost
Accumulated depreciation and impairment
Written down value at 1 July 2013
- additions
- additions due to acquisitions of controlled entities
- disposals
- disposals through the sale of controlled entities
- impairment losses from continuing operations
- depreciation expenses from continuing operations
- depreciation expenses from discontinued operation
- transfer to non current asset held for sale
- net foreign currency exchange differences
Written down value at 30 June 2014
- additions
- additions due to acquisitions of controlled entities
- disposals
- impairment losses from continuing operations
- depreciation expenses from continuing operations
- net foreign currency exchange differences
- transfers
Written down value at 30 June 2015
Telstra Group
As at 30 June
2015
$m
2014
$m
52
51
1,267
1,209
(620)
647
(606)
603
62,156
59,761
(42,974)
(41,055)
19,182
18,706
1,854
1,647
(1,285)
(1,165)
569
482
65,329
62,668
(44,879)
(42,826)
20,450
19,842
Telstra Group
Land and
site
improve-
ments
Buildings
(a)
$m
52
-
-
(1)
-
-
-
-
-
-
51
-
5
(2)
-
-
-
(2)
52
$m
580
106
1
(7)
(9)
-
(73)
-
-
5
603
82
9
(2)
(3)
(64)
12
10
647
Other
plant,
equip-
ment and
motor
vehicles
Total
property,
plant and
equipment
(c)
$m
515
159
5
(20)
(47)
(1)
(127)
(3)
(1)
2
482
201
27
(2)
-
(137)
15
(17)
569
$m
20,326
2,849
7
(40)
(390)
(15)
(2,896)
(3)
(1)
5
19,842
2,605
817
(9)
(10)
(2,922)
67
60
20,450
Commu-
nication
assets (b)
$m
19,179
2,584
1
(12)
(334)
(14)
(2,696)
-
-
(2)
18,706
2,322
776
(3)
(7)
(2,721)
40
69
19,182
(a) Includes leasehold improvements and the $58 million (2014:
$53 million) net book value of buildings under finance lease.
(c) Includes $40 million (2014: $39 million) of capitalised
borrowing costs directly attributable to qualifying assets.
(b) Includes certain network land and buildings which are
essential to the operation of our communication assets.
Telstra Corporation Limited and controlled entities
109
Notes to the Financial Statements (continued)
NOTE 13. PROPERTY, PLANT AND EQUIPMENT (continued)
13.1 Work in progress
As at 30 June 2015, the Telstra Group has property, plant and
equipment under construction amounting to $598 million (2014:
$550 million). As the assets are not installed and ready for use,
there is no depreciation being charged on these amounts.
110
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 14. INTANGIBLE ASSETS
Goodwill
At cost
Accumulated impairment
Internally generated intangible assets
Software assets developed for internal use
Accumulated amortisation and impairment
Acquired intangible assets
Mastheads
Accumulated amortisation and impairment
Patents and trademarks
Accumulated amortisation and impairment
Licences
Accumulated amortisation and impairment
Customer bases
Accumulated amortisation and impairment
Brand names
Accumulated amortisation and impairment
Total acquired intangible assets
Deferred expenditure
Deferred expenditure
Accumulated amortisation and impairment
Total intangible assets
At cost
Accumulated amortisation and impairment
Telstra Group
As at 30 June
2015
$m
2014
$m
1,652
-
1,652
489
(94)
395
9,518
8,733
(5,053)
(4,468)
4,465
4,265
-
-
-
12
-
12
447
(447)
-
12
-
12
2,441
1,168
(399)
2,042
288
(104)
184
30
(8)
22
(352)
816
129
(87)
42
14
(5)
9
2,260
879
1,823
1,667
(868)
955
(824)
843
15,764
12,659
(6,432)
(6,277)
9,332
6,382
Telstra Corporation Limited and controlled entities
111
Notes to the Financial Statements (continued)
NOTE 14. INTANGIBLE ASSETS (continued)
Telstra Group
Patents
and
trade-
marks (c)
$m
Licences
(d)
$m
18
1,053
Mast-
heads
$m
67
Cus-
tomer
bases
Brand
names
Software
assets
devel-
oped
(a)(b)
$m
Goodwill
$m
1,382
4,740
-
116
907
38
(944)
(459)
(12)
(150)
(1)
-
-
-
3
-
395
-
-
1,173
-
-
84
-
(85)
2
-
4,265
1,035
2
130
(4)
(919)
21
(65)
Written down value at
1 July 2013
- additions
- acquisition of controlled entities
- disposal through sale of
controlled entities (f)
- impairment losses from
continuing operations (g)
- impairment losses from
discontinued operation (h)
- amortisation expense from
continuing operations
- amortisation expense from
discontinued operation
- net foreign currency exchange
differences
- transfers to non current assets
held for sale (g)
Written down value at
30 June 2014
- additions
- acquisition of business
- acquisition of controlled entities
(i)
- impairment losses from
continuing operations
- amortisation expense from
continuing operations
- net foreign currency exchange
differences
- transfers
Written down value at
30 June 2015
(877)
(67)
$m
11
2
42
(2)
-
-
1
-
(145)
-
-
(93)
(11)
-
-
-
816
1,336
-
12
-
-
-
-
42
-
2
151
-
-
-
(5)
-
-
-
(1)
-
-
12
1
-
-
(1)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Deferred
expen-
diture (e)
$m
855
840
-
Total
intan-
gible
assets
$m
8,202
1,750
199
$m
76
-
3
(55)
(33)
(1,643)
-
-
(6)
(2)
(1)
(6)
9
-
-
13
-
-
-
(13)
(150)
(819)
(1,873)
-
-
-
843
950
-
-
-
(88)
4
(6)
6,382
3,322
4
1,479
(5)
1,652
4,465
12
2,042
184
(128)
(12)
(2)
(838)
(1,899)
1
5
1
-
2
-
22
-
-
109
(60)
955
9,332
(a) As at 30 June 2015, we had software assets under
development amounting to $335 million (2014: $214 million). As
these assets were not installed and ready for use, there is no
amortisation being charged on the amounts.
(b) Includes $24 million (2014: $19 million) of capitalised
borrowing costs directly attributable to software assets.
(c) The patents have an indefinite life and they are reviewed on an
annual basis for impairment.
(d) During financial year 2015, we recognised $1,321 million for
the 700MHz, 1800MHz and 2.5GHz spectrum licences won at
auction in the previous financial year.
(e) The deferred expenditure relates mainly to:
• the deferral of direct incremental costs of establishing a
customer contract, which are amortised to goods and services
purchased in the income statement
• basic access installation and connection fees for in place and
new services
• deferred costs related to the NBN Definitive Agreements.
(f) During financial year 2014, we disposed of our interests in the
Sensis Group and the CSL Group. Refer to notes 12 and 20 for
further details.
(g) As at 30 June 2014, Sequel Media Group’s assets and liabilities
were classified as held for sale and subsequently disposed of in
November 2014. Impairment loss of $12 million was recognised
against goodwill for the Sequel Media cash generating unit (CGU).
Refer to notes 12 and 20 for further details.
(h) During financial year 2014, we recognised an impairment
charge of $150 million against goodwill for the Sensis Group and
Location Navigation CGUs disposed of in that period. Refer to note
12 for further details.
(i) During financial year 2015, on acquisition of controlled entities
we recognised goodwill of $1,173 million, including $317 million
for Ooyala, $72 million for Videoplaza, $614 million for Pacnet and
$58 million for Nativ. Refer to note 20 for further details.
112
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 15. TRADE AND OTHER PAYABLES
Current
Trade creditors (a)
Accrued expenses
Accrued capital expenditure
Accrued interest
Contingent consideration
Other creditors (a)
Non current
Contingent consideration
Other creditors
(a) Trade creditors and other creditors are non-interest bearing
liabilities. Our payment terms vary but we generally process
payments within 30 to 45 days from the invoice date.
Telstra Group
As at 30 June
2015
$m
2014
$m
1,256
1,675
271
313
20
510
1,164
1,519
257
386
10
498
4,045
3,834
4
70
74
-
66
66
Telstra Corporation Limited and controlled entities
113
Notes to the Financial Statements (continued)
NOTE 16. PROVISIONS
16.1 Current and non current provisions
Current
Employee benefits (a)
Workers' compensation (b)
Redundancy (a)(b)
Other (b)
Non current
Employee benefits (a)
Workers' compensation (b)
Other (b)
(a) Aggregate employee benefits
Current provision for employee benefits
Non current provision for employee
benefits
Current provision for redundancy
Accrued labour and on-costs (a)
Telstra Group
As at 30 June
2015
$m
2014
$m
844
838
21
11
94
22
40
32
970
932
147
117
20
284
135
121
5
261
Telstra Group
As at 30 June
2015
$m
844
2014
$m
838
147
11
553
135
40
440
1,555
1,453
Employee benefits are measured at their present value. Refer to
note 2.14 for further details. The following assumptions were
adopted in measuring this amount.
Weighted average projected
increase in salaries, wages and
associated on-costs
Discount rates
Telstra Group
As at 30 June
2015
%
2014
%
4.8
4.4
4.8
3.7
(a) Accrued labour and related on-costs are included within our
current trade and other payables (note 15).
Provision for employee benefits consists of amounts for annual
leave and long service leave accrued by employees.
For long service leave, these amounts cover all unconditional
entitlements where employees have completed the required
period of service and also those where employees are entitled to
pro-rata payments in certain circumstances. The amounts of the
current provision are presented as current, since we do not have
an unconditional right to defer settlement for any of these
obligations. However, based on past experience, we do not expect
all employees to take the full amount of accrued leave or require
payment within the next 12 months.
The following amounts have been determined in accordance with
an actuarial assessment and reflect leave that is not expected to
be taken or paid within the next 12 months:
Leave obligations expected to be
settled after 12 months
Telstra Group
As at 30 June
2015
$m
2014
$m
524
521
114
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
(iii) Other
Other provisions include provision for legal claims, lease
incentives, reinstatement costs, and other provisions.
NOTE 16. PROVISIONS (continued)
16.1 Current and non current provisions (continued)
(b) Movement in provisions other than employee benefits
Workers' compensation (i)
Opening balance
- additional provisions
- amount used
- unwinding of discount on liabilities
recognised at present value
- effect of any change in the discount rate
Closing balance
Redundancy (ii)
Opening balance
- additional provisions
- reversal of amounts unused
- amount used
Closing balance
Other (iii)
Opening balance
- additional provisions
- foreign currency exchange differences
- acquisition of controlled entities
- disposal of controlled entities
- amount used
- reversal of amounts unused
Closing balance
Telstra Group
Year ended 30 June
2014
$m
2015
$m
143
8
(23)
5
5
149
8
(22)
5
3
138
143
40
1
(2)
(28)
11
37
92
1
9
-
(21)
(4)
114
6
42
(1)
(7)
40
55
22
-
-
(9)
(30)
(1)
37
(i) Workers’ compensation
We self insure for our workers’ compensation liabilities. We
provide for our obligations through an assessment of accidents
and estimated claims incurred. The provision is based on a semi-
annual actuarial review of our workers’ compensation liability.
Actual compensation paid may vary where accidents and claims
incurred vary from those estimated. The average time for which
these payments are expected to be made is eight years (2014:
eight years).
Certain controlled entities do not self insure but pay annual
premiums to third party insurance companies for their workers’
compensation.
(ii) Redundancy
A provision exists only for those redundancy costs for which a
detailed formal plan has been approved and we have raised a valid
expectation in those affected that the plan will be carried out. Only
those costs that are not associated with the ongoing activities of
the Company have been included. The costs included in the
redundancy provision are based on current estimates of the likely
amounts to be incurred and include an estimate of the termination
benefits that affected employees will be entitled to. The execution
of these detailed formal plans, for which the redundancy provision
has been raised, is expected to be completed during financial year
2016.
Telstra Corporation Limited and controlled entities
115
Notes to the Financial Statements (continued)
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS
This note includes information on our gross and net debt positions
including carrying values as disclosed in the statement of
financial position, fair values and contractual face values of our
financial instruments.
We also provide details on our interest costs and yields.
Our exposures to market, credit and liquidity risks and our risk
management strategies are disclosed in note 18.
(b) Borrowings
Our borrowings comprise debt issued offshore and in the domestic
market. Offshore borrowings comprise the major component of
our total debt portfolio and are denominated in various currencies.
The carrying amount of the offshore borrowings are shown in
Table A. Our policy is to swap these foreign currency denominated
borrowings into Australian dollars using cross currency and
interest rate swaps.
17.1 Capital management
Table A
Australian dollar
Euro
United States dollar
British pound sterling
Japanese yen
New Zealand dollar
Swiss franc
Hong Kong dollar
Indian rupee
Telstra Group
As at 30 June
2015
$m
189
8,920
2,786
-
396
88
336
58
10
12,783
2014
$m
190
9,533
1,210
361
494
236
282
47
4
12,357
Borrowings issued in the domestic market as at 30 June 2015
amounted to $2,353 million (2014: $2,793 million) and were
denominated in Australian dollars.
Our borrowings are unsecured, except for finance leases, which
are secured, as the rights to the leased asset transfer to the lessor
in the event of a default by us. No assets are pledged as security
for our borrowings. All our borrowings are interest bearing, except
for some loans from wholly owned controlled entities and other
organisations.
Table B shows the carrying amount of the components of our gross
debt, including derivatives, which totals to the applicable line item
in the statement of financial position. We also have potential
financial liabilities not included in the table below which may arise
from certain contingencies disclosed in note 23 and note 30.
Our objectives when managing capital are to safeguard our ability
to continue as a going concern and to maintain an optimal capital
structure and cost of capital that provides flexibility for strategic
investments whilst continuing to provide returns for shareholders
and benefits for other stakeholders.
In order to maintain or adjust the capital structure, we may issue
or repay debt, adjust the amount of dividends paid to
shareholders, return capital to shareholders or issue new shares.
During financial year 2015, we paid dividends of $3,699 million
(2014: $3,545 million). Refer to note 4 for further details.
During the year we completed an off-market share buy-back at a
price of $4.60 per share for a total cost of $1,003 million (including
associated transaction costs net of income tax). This comprised a
capital component of $2.33 per share and a fully franked dividend
component of $2.27 per share. Refer to note 19 for further details.
We are not subject to any externally imposed capital
requirements.
(a) Agreement with lenders
During the current and prior years there were no defaults or
breaches on any of our agreements with our lenders.
(b) Gearing and net debt
A parameter used to monitor capital management is the gearing
ratio. This ratio is calculated as net debt divided by total capital.
Net debt is calculated as total interest bearing financial liabilities
and derivative financial instruments, less cash and cash
equivalents. Total capital is calculated as equity, as shown in the
statement of financial position, plus net debt.
Our target for the net debt gearing ratio is currently 50 to 70 per
cent (2014: 50 to 70 per cent). Refer to section 17.2(d) for
information on net debt and gearing.
17.2 Financial instruments
(a) Derivative financial instruments
We enter into derivative transactions in accordance with Board
approved policies to manage our exposure to market risks and
volatility of financial outcomes that arise as part of our normal
business operations. We do not speculatively trade in derivative
financial instruments.
Derivative financial instruments used to hedge interest rate and
foreign currency risk include:
• cross currency swaps
• interest rate swaps
• forward foreign currency contracts.
All of our derivatives are in effective economic relationships based
on contractual face value amounts and cash flows over the life of
the contract.
The fair value of our derivative instruments equates to the carrying
amounts in the statement of financial position, which differs from
the face values that are also provided in Table E.
116
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
17.2 Financial instruments (continued)
(b) Borrowings (continued)
Table B
Borrowings by hedge designation
Fair value hedges (a)
Offshore borrowings
Domestic borrowings
Commercial paper
Cash flow hedges
Offshore borrowings
Domestic borrowings
Not in a hedge relationship
Finance leases payable
Commercial paper
Offshore borrowings
Domestic borrowings
Total borrowings
Derivative assets by hedge designation
Fair value hedges
Cross currency swaps
Interest rate swaps
Cash flow hedges
Cross currency swaps
Interest rate swaps
Forward contracts
Not in a hedge relationship
Cross currency swaps
Interest rate swaps
Forward contracts
Total derivative assets
Derivative liabilities by hedge designation
Fair value hedges
Cross currency swaps
Forward contracts
Cash flow hedges
Cross currency swaps
Interest rate swaps
Forward contracts
Not in a hedge relationship
Cross currency swaps
Interest rate swaps
Forward contracts
Total derivative liabilities
Net derivative assets/(liabilities)
Gross debt
Face
value
$m
Carrying value
Non-
Current
current
As at 30 June 2015
$m
$m
Telstra Group
Total
Face
value
$m
$m
Carrying value
Non-
Current
current
As at 30 June 2014
$m
$m
Total
$m
(4,829)
(950)
-
(7,360)
(275)
(488)
(155)
(150)
(1,109)
(15,316)
399
-
546
-
1
-
-
3
949
(73)
-
(419)
-
(4)
(966)
-
-
(245)
-
(4,349)
(979)
-
(5,315)
(979)
-
(3,774)
(950)
(265)
(7,077)
(275)
(7,322)
(275)
(6,105)
(275)
-
-
(265)
(894)
-
(4,211)
(964)
-
(4,211)
(964)
(265)
(5,178)
(274)
(6,072)
(274)
(93)
(154)
-
(38)
(1,496)
(251)
-
(146)
(1,061)
(14,138)
(344)
(154)
(146)
(1,099)
(15,634)
(444)
(100)
(2,098)
(1,568)
(15,579)
(78)
(100)
(440)
(500)
(2,277)
(231)
-
(1,634)
(1,055)
(13,547)
(309)
(100)
(2,074)
(1,555)
(15,824)
-
2
-
-
2
-
-
3
7
(60)
-
(141)
(11)
(2)
386
381
608
415
-
-
-
-
1,790
(9)
-
(291)
(611)
-
386
383
608
415
2
-
-
3
1,797
(69)
-
(432)
(622)
(2)
326
-
286
-
-
36
-
-
648
(19)
(12)
(626)
-
(7)
-
-
20
1
-
-
1
1
23
-
(12)
(238)
(2)
(5)
272
294
250
414
-
36
56
-
1,322
(18)
-
(431)
(545)
-
272
294
270
415
-
36
57
1
1,345
(18)
(12)
(669)
(547)
(5)
-
-
-
(496)
453
(14,863)
-
-
-
(214)
(207)
(1,703)
-
-
-
(911)
879
(13,259)
-
-
-
(1,125)
672
(14,962)
(290)
-
(1)
(955)
(307)
(15,886)
(141)
-
(2)
(400)
(377)
(2,654)
(140)
(35)
-
(1,169)
153
(13,394)
(281)
(35)
(2)
(1,569)
(224)
(16,048)
(a) The carrying amount is adjusted for fair value movements
attributable to the hedged risk.
Telstra Corporation Limited and controlled entities
117
Notes to the Financial Statements (continued)
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
17.2 Financial instruments (continued)
(c) Valuation and disclosure within fair value hierarchy
Our derivatives are measured at fair value in the statement of
financial position. We also disclose fair value for all of our financial
instruments in Table E. A portion of our borrowing portfolio that is
in fair value hedges is also remeasured for fair value movements
attributable to hedged risks, including interest rate and foreign
currency risk. Changes in fair value from movements in exchange
rates are minimal as we swap our foreign currency denominated
borrowings into Australian dollars. Refer to note 18 for further
details.
In determining fair value we use observable and unobservable
inputs. We classify the inputs used in the valuation of our financial
instruments according to the following three level hierarchy. The
highest ranking is given to market quoted prices for identical
instruments. The classification is determined based on the lowest
level input that is significant to the fair value measurement as a
whole.
• Level 1: quoted (unadjusted) market prices in active markets for
identical assets or liabilities
• Level 2: valuation techniques for which the lowest level input
that is significant to the fair value measurement is directly (as
prices) or indirectly (derived from prices) observable
• Level 3: valuation techniques for which the lowest level input
that is significant to the fair value measurement is
unobservable.
The classification of our financial instruments within the fair value
hierarchy is shown in Table E.
There were no changes in valuation techniques during the year.
Assumptions are based on market conditions existing at each
reporting date.
(i) Borrowings, cross currency and interest rate swaps
The fair value is calculated as the present value of the estimated
future cash flows using an appropriate market based yield curve,
which is independently derived and representative of Telstra's
cost of borrowing. Yield curves are sourced from readily available
market data quoted for all major currencies.
Pricing data used to estimate Telstra's borrowing margins is not
directly observable. Sensitivity analysis on changes to this
unobservable input does not result in a significant change to the
valuation.
Accordingly, we have classified these financial instruments as
Level 2.
(ii) Forward contracts
The fair value of forward exchange contracts is calculated by
reference to forward exchange market rates at reporting date for
contracts with similar maturity profiles. These market rates are
observable and therefore these derivatives have been classified
as Level 2.
(iii) Investments in equity instruments
We hold a number of securities not listed on any stock exchange
and where a quoted market price in an active market is not
available. We establish the fair value by using valuation
techniques, including reference to discounted cash flows and fair
values of recent orderly sell transactions between market
participants involving instruments that are substantially the
same.
The fair value of these unlisted securities is classified as Level 3
and shown in Table C.
As at 1 July 2014 (upon adoption of AASB 9 (2013): “Financial
Instruments”) we elected to present subsequent changes
resulting from remeasurement of fair values of our investments in
equity instruments, with the exception of our investment in Ooyala
Inc., in other comprehensive income. This presentation basis is
considered appropriate as these investments are not held for
short term trading purposes.
Our investment in Ooyala Inc. was measured at fair value through
profit or loss prior to obtaining control during the year and
subsequently consolidating its results (refer to note 20 for further
details).
Table C
Opening balance 1 July 2014 (a)
Purchases (b)
Remeasurement recognised in other
comprehensive income (c)
Remeasurement recognised in the income
statement (d)
Disposals (d)
Transfers out of Level 3 (e)
Closing balance 30 June 2015 (f)
Unlisted
securities
Level 3
$m
126
53
10
6
(73)
(9)
113
(a) As at 30 June 2014 and under AASB 139: "Financial
Instruments: Recognition and Measurement", our available-for-
sale investments comprising unlisted securities were measured
at historical cost. On adoption of AASB 9 (2013): “Financial
Instruments” fair value estimates were determined and
accordingly these investments were restated into Level 3 of the
fair value hierarchy on 1 July 2014 (refer to note 2.1 for further
details). These fair value estimates approximated the carrying
value at 30 June 2014.
(b) During the financial year we acquired a number of individually
insignificant investments in unlisted securities.
(c) During the financial year, we have recognised in other
comprehensive income a $10 million net gain on remeasurement
of our unlisted equity instruments.
(d) $6 million gain on remeasurement of our equity investment
and $70 million included in disposals related to Ooyala Inc. in
which we obtained control during the year. Refer to note 20.3(a)(i)
for further details.
(e) During the financial year Box Inc. listed its shares on NASDAQ
stock exchange. These shares are currently actively traded in that
market. The equity shares now have a published price quotation in
active market, the fair value measurement was transferred from
Level 3 to Level 1 of the fair value hierarchy at 30 June 2015.
(f) During the financial year, we have not received any dividends
from our investments in equity instruments.
118
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
17.2 Financial instruments (continued)
(c) Valuation and disclosure within fair value hierarchy
(continued)
(iv) Contingent consideration payable
Trade and other payables as shown in the statement of financial
position include contingent consideration liabilities arising on a
number of business combinations and related to additional
consideration payable for acquisitions of our controlled entities if
certain future conditions are met. Amounts classified as a
financial liability are recognised at fair value at the date of
acquisition and subsequently remeasured to fair value, with
changes in fair value recognised in profit or loss.
Table D
Opening balance 1 July 2013
Additions
Closing balance 30 June 2014
Additions (a)
Remeasurement recognised in the income
statement
Amounts used
Closing balance 30 June 2015
Contingent
consideration
Level 3
$m
-
10
10
24
(2)
(8)
24
(a) During the year we acquired the following controlled entities
where total consideration included a contingent consideration
amount:
• Videoplaza AB and its controlled entities
• Nativ Holdings Limited
• Other individually immaterial entities.
Refer to note 20 for further details.
On initial recognition the fair value of contingent consideration
was estimated based on our expectations of future performance
of the businesses. Subsequent measurement is based on the
present value of the future expected cash flows.
(d) Net debt and gearing
The carrying amounts, fair values and face values of each category
of our financial instruments are shown in Table E. For foreign
denominated balances face value equates to the face value in the
underlying currency converted at the spot exchange rate as at 30
June. Face value represents contractual obligations excluding the
effect of fair value measurements. Fair values are provided for
each category of financial instruments including those not
recognised at fair value for accounting purposes.
Telstra Corporation Limited and controlled entities
119
Notes to the Financial Statements (continued)
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
17.2 Financial instruments (continued)
(d) Net debt and gearing (continued)
Table E
Telstra Group
Commercial paper
Offshore borrowings
Domestic borrowings
Finance lease payable
Total borrowings
Derivative assets
Derivative liabilities
Gross debt
Fair value
hierarchy
Level 2
Level 2
Level 2
As at 30 June 2015
As at 30 June 2014
Carrying
value
Fair value Face value
Carrying
value
Fair value Face value
$m
(154)
$m
(154)
$m
(155)
$m
(365)
$m
(365)
$m
(365)
(12,783)
(13,932)
(12,339)
(12,357)
(13,041)
(11,977)
(2,353)
(2,545)
(2,334)
(2,793)
(2,952)
(2,793)
(344)
(344)
(488)
(309)
(309)
(444)
(15,634)
(16,975)
(15,316)
(15,824)
(16,667)
(15,579)
Level 2
Level 2
1,797
1,797
(1,125)
(1,125)
949
(496)
1,345
(1,569)
1,345
(1,569)
648
(955)
(14,962)
(16,303)
(14,863)
(16,048)
(16,891)
(15,886)
Cash and cash equivalents
1,396
1,396
1,396
5,527
5,527
5,557
Net debt
Other interest bearing financial assets at
amortised cost
Finance lease receivable
Amounts owed by joint ventures and
associated entities
Other receivables (a)
(13,566)
(14,907)
(13,467)
(10,521)
(11,364)
(10,329)
303
451
4
303
451
4
353
451
4
277
451
3
277
451
3
314
451
3
Net interest bearing financial liabilities
(12,808)
(14,149)
(12,659)
(9,790)
(10,633)
(9,561)
Equity investments at fair value
Listed securities
Unlisted securities (b)
Loans and receivables at amortised cost
Trade/other receivables and accrued revenue
(a)
Amounts owed by joint ventures and
associated entities
Financial liabilities at amortised cost
Trade/other creditors and accrued expenses
(a)
Financial liabilities at fair value through
profit or loss
Contingent consideration
Net financial liabilities
Level 1
Level 3
24
113
24
113
n/a
n/a
1
126
1
n/a
n/a
n/a
5,133
5,133
5,247
4,414
4,414
4,534
1
1
7
-
-
6
(4,095)
(4,095)
(4,095)
(3,890)
(3,890)
(3,890)
(24)
(11,656)
(24)
(12,997)
n/a
(10)
(9,149)
(10)
(10,118)
n/a
(a) For financial assets and financial liabilities with a short term to
maturity, the carrying amount is considered to approximate fair
value.
(b) As at 30 June 2014 and under AASB 139: "Financial
Instruments: Recognition and Measurement", our available-for-
sale investments comprising unlisted securities were measured
at historical cost. On adoption of AASB 9 (2013): “Financial
Instruments” fair value estimates were determined and
accordingly these investments were restated into Level 3 of the
fair value hierarchy on 1 July 2014.
The movement in the carrying amount of our net debt and our
gearing ratio is shown in Table F.
120
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
Long term debt of $1,453 million will mature during financial year
2016. This represents the contractual face value amount after
hedging including offshore borrowings that were swapped into
Australian dollars from the date of issuance.
This amount differs from the carrying amount of $1,249 million
that is included in current borrowings (along with commercial
paper of $154 million and finance leases of $93 million) in the
statement of financial position. The carrying amount reflects the
amount of our borrowings due to mature within 12 months prior to
netting offsetting risk positions of associated derivative financial
instruments hedging these borrowings. The carrying amount
reflects a mixed measurement basis, with part of the borrowing
portfolio recorded at amortised cost and part adjusted for fair
value movements attributable to hedged risks.
(e) Interest and yields
The gross interest on borrowings is shown in Table G below. Where
applicable, finance costs are assigned to categories on the basis
of the hedged item.
Table G
Telstra Group
Year ended 30 June
2014
$m
2015
$m
Note
Interest on borrowings (a)
Financial instruments in hedge
relationships (b)
Domestic borrowings in cash flow
and fair value hedges
Offshore borrowings in cash flow
and fair value hedges hedges
Commercial paper in fair value
hedges
Derivatives hedging net
investments in foreign operations
Other financial instruments
Commercial paper
Offshore borrowings not in a hedge
relationship
Domestic borrowings not in a hedge
relationship
Finance leases
Other
Total interest on borrowings
7
53
662
11
-
5
8
98
21
17
875
51
633
21
(9)
7
117
114
20
7
961
(a) The interest expense is categorised based on the classification
of financial instruments applicable as at 30 June.
(b) Interest expense is a net amount after offsetting interest
income and interest expense on associated derivative
instruments.
17.2 Financial instruments (continued)
(d) Net debt and gearing (continued)
Table F
Telstra Group
Year ended 30 June
Opening net debt
Debt issuance
Net commercial paper
Debt repayments
Finance lease repayments
Net cash (outflow)/inflow
Fair value (gains)/losses impacting:
Equity
Other expenses
Finance costs
Other movements:
Borrowings on acquisition of domestic
controlled entity
Debt on acquisition of Pacnet Limited
Finance lease additions
Total (decrease)/increase in gross debt
Net decrease/(increase) in cash and
cash equivalents (a)
Total increase/(decrease) in net debt
Closing net debt
Total equity
Total capital
Gearing ratio
2015
$m
10,521
1,398
(220)
(2,798)
(47)
(1,667)
(85)
(22)
26
-
580
82
(1,086)
2014
$m
13,149
498
252
(565)
(91)
94
(19)
23
200
1
-
121
420
4,131
(3,048)
3,045
13,566
(2,628)
10,521
14,510
28,076
%
48.3
13,960
24,481
%
43.0
(a) Includes foreign exchange differences
Debt issuances during the year comprised:
• $1,308 million United States public bond maturing on 7 April
2025
• $79 million loan from associated entities
• $11 million other controlled entity loans.
Our commercial paper is used principally to support working
capital and short term liquidity. Commercial paper will continue to
be supported by liquid financial assets and ongoing committed
bank facilities.
We repaid the following long term debt during the year (Australian
dollar equivalent):
• $858 million Euro public bond, matured 15 July 2014
• $584 million British pound public bond, matured 6 August 2014
• $65 million Japanese yen private placement, matured 29
September 2014
• $62 million Japanese yen private placement, matured 4
November 2014
• $123 million New Zealand dollar public bond, matured 24
November 2014
• $500 million domestic public bond, matured15 April 2015
• $561 million repayment of the whole debt acquired on
acquisition of Pacnet Limited (including foreign exchange
differences)
• $45 million repayment of loan from associated entities.
Telstra Corporation Limited and controlled entities
121
Notes to the Financial Statements (continued)
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
17.2 Financial instruments (continued)
(f) Offsetting and netting arrangements
The following tables present our financial assets and financial
liabilities subject to offsetting, enforceable master netting
arrangements or similar agreements:
Table H
Telstra Group
Gross amounts not offset in the
statement of financial position
(a)
Trade and other receivables
Trade and other payables
Derivative financial assets
Derivative financial
liabilities
Total
Table I
Gross amounts
of recognised
financial
instruments
Amounts that
are offset in
the statement
of financial
position
Net amounts of
financial
instruments
presented in
the statement
of financial
position
Financial
instruments (b)
Collateral
received or
pledged
Net amounts
that are not
subject to
offsetting
arrangements
$m
A
$m
B
As at 30 June 2015
$m
$m
D
C=A-B
$m
E
$m
F=C-D+E
801
(520)
1,797
(1,125)
953
96
(96)
-
-
-
705
(424)
1,797
(1,125)
953
181
(181)
781
(781)
-
(8)
-
-
-
(8)
516
(243)
1,016
(344)
945
Telstra Group
Gross amounts not offset in the
statement of financial position
(a)
Gross amounts
of recognised
financial
instruments
Amounts that
are offset in the
statement of
financial
position
Net amounts of
financial
instruments
presented in
the statement
of financial
position
Financial
instruments (b)
Collateral
received or
pledged
Net amounts
that are not
subject to
offsetting
arrangements
$m
A
$m
B
As at 30 June 2014
$m
$m
D
C=A-B
$m
E
$m
F=C-D+E
Trade and other receivables
Trade and other payables
Derivative financial assets
Derivative financial
liabilities
Total
500
(463)
1,345
(1,569)
(187)
73
(73)
-
-
-
427
(390)
1,345
(1,569)
(187)
156
(156)
748
(748)
-
(3)
-
-
-
(3)
268
(234)
597
(821)
(190)
122
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 17. CAPITAL MANAGEMENT AND FINANCIAL INSTRUMENTS (continued)
17.2 Financial instruments (continued)
(f) Offsetting and netting arrangements (continued)
(a) Reflects amounts subject to conditional offsetting
arrangements.
(b) Below is a description of our material rights of set-off that are
not otherwise included in column B in Tables H and I above:
• for our inter operative tariff arrangements with some of our
international roaming partners, we have executed agreements
that allow the netting of amounts payable and receivable by us
on cessation of the contract
• for our wholesale customers we have executed Customer
Relationship Agreements which allow for the netting of
amounts payable and receivable by us in certain circumstances
where there is a right to suspend the supply of services or on the
expiration or termination of the agreement
• for all our derivative financial instruments, we have executed
master netting arrangements under our International Swaps
and Derivatives Association agreements. These arrangements
allow for the netting of amounts payable and receivable by us or
the counterparty in the event of default or a credit event. In line
with contractual provisions, in the event of insolvency all
derivatives with a positive or negative fair value that exist with
the respective counterparty are offset against each other,
leaving a net receivable or liability.
Telstra Corporation Limited and controlled entities
123
Notes to the Financial Statements (continued)
NOTE 18. FINANCIAL RISK MANAGEMENT
Our underlying business activities result in exposure to
operational risk and a number of financial risks, including market
risk (interest rate risk and foreign currency risk), credit risk and
liquidity risk.
Our overall risk management program seeks to mitigate these
risks in order to reduce volatility on our financial performance and
to support the delivery of our financial targets. Financial risk
management is carried out centrally by our treasury department,
under policies approved by the Board that cover foreign exchange
risk, interest rate risk, credit risk, use of derivative financial
instruments and liquidity management.
We undertake the following transactions in relation to the
management of our net debt portfolio and associated financial
risks:
• invest surplus cash in bank deposits and negotiable certificates
of deposit
• issue commercial paper and have committed bank facilities in
place to support working capital and short term liquidity
requirements
• issue long term debt including bank loans, private placements
and public bonds both in the domestic and offshore markets
• use derivative financial instruments including cross currency
swaps, interest rate swaps and forward foreign exchange
contracts to hedge foreign currency and interest rate risk.
In addition we have financial instruments that result from our
underlying business activities, including receivables, payables,
listed and unlisted investments.
Section 18.1 of this note sets out the key financial risk factors that
arise from our activities, including our policies for managing these
risks.
Sections 18.2 and 18.3 provide details of our hedging strategies
and hedge relationships that are used for financial risk
management.
18.1 Risk and mitigation
(a) Interest rate risk
Our risk exposure to changes in market interest rates arises
primarily as a result of our debt obligations. Borrowings issued at
fixed rates expose us to fair value interest rate risk. Variable rate
borrowings give rise to cash flow interest rate risk; this is partially
offset by cash and cash equivalents balances held at variable
rates.
We manage interest rate risk on our net debt portfolio by:
• adjusting our target ratio of fixed interest debt to variable
interest debt, as required by our debt management policy
• ensuring access to diverse sources of funding
• reducing risks of refinancing by establishing and managing in
accordance with target maturity profiles
• entering into cross currency and interest rate swaps (refer
sections 18.2 and 18.3 for further information).
The weighted average interest rates on our financial instruments
as at 30 June, and the principal/notional balances on which
interest is calculated, are shown in Table A. Principal/notional
amounts shown are net of discounts and therefore may differ from
the face values disclosed in note 17.
The reported balances represent our economic residual position
after netting offsetting risks of our derivative and non-derivative
financial instruments in a hedge relationship. It is our policy to
swap foreign currency borrowings into Australian dollars using
derivative financial instruments, therefore the amounts
predominantly reflect our Australian dollar end positions.
124
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.1 Risk and mitigation (continued)
(a) Interest rate risk (continued)
Table A
Australian interest rates
Fixed rate instruments
Post hedge borrowings (a)
Finance lease payable
Domestic borrowings
Offshore borrowings
Variable rate instruments
Cash and cash equivalents (b)
Post hedge borrowings (a)
Domestic borrowings
Loans from associates
Commercial paper
Net forward contract liability (d)
Total Australian dollar instruments
Foreign interest rates
Fixed rate instruments
Finance lease payable
Offshore borrowings
Variable rate instruments
Cash and cash equivalents (b)
Total foreign dollar instruments
Other interest bearing financial assets
Fixed rate instruments - Australian interest rates
Finance lease receivable
Amounts owed by joint ventures
Floating rate instruments - foreign interest rate
Other receivables
Total other financial assets
(a) Refer to Table I, which details the use of cross currency and
interest rate swaps used to hedge offshore and domestic
borrowings.
(b) Weighted average rates earned on net positive cash balances
after taking into account bank set-off arrangements and
excluding non-interest bearing balances.
(c) Weighted average effective interest rate based on principal/
notional value as at reporting date.
(d) Includes final pay legs $654 million (2014: $603 million) as
described in Table J. The balances offset by receive legs relating to
hedges of forecast purchases, trade and other non-interest
bearing liabilities of $654 million (2014: $318 million).
Telstra Group
As at 30 June 2015
As at 30 June 2014
Principal/
notional
$m
Weighted
average (c)
%
Principal/
notional
$m
Weighted
average (c)
%
(7,124)
(272)
(1,061)
(140)
502
(5,837)
(3)
(34)
(154)
-
(14,123)
(72)
(10)
894
812
303
451
4
758
6.66
5.79
7.12
6.10
2.32
4.00
4.90
8.00
2.28
-
8.92
11.00
1.44
6.02
12.00
4.33
(6,200)
(250)
(1,056)
(140)
5,162
(7,145)
(499)
-
(100)
(285)
(10,513)
(59)
(4)
365
302
277
451
3
731
7.26
6.14
7.14
6.10
3.15
4.58
6.50
-
2.84
2.41
9.41
11.06
1.84
6.13
12.00
2.86
Telstra Corporation Limited and controlled entities
125
Notes to the Financial Statements (continued)
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.1 Risk and mitigation (continued)
(a) Interest rate risk (continued)
(i) Sensitivity analysis - interest rate risk
The sensitivity analysis in Table B is based on the interest rate risk
exposures of our net debt portfolio as at 30 June. In accordance
with our policy to swap foreign currency borrowings into
Australian dollars, interest rate sensitivity relates primarily to
movements in Australian interest rates.
The analysis shows the impact that a 10 per cent shift in interest
rates would have on our profit after tax and on equity. A sensitivity
of 10 per cent has been selected as a reasonably possible change
in interest rates based on the current level of both short term and
long term interest rates; this is not a forecast or prediction of
future market conditions.
The results are driven by the following main assertions:
• the analysis takes into account all underlying exposures and
related hedges and does not include the impact of any
management action that might take place if a 10 per cent shift
were to occur
• our net unhedged floating rate position will directly impact
profit or loss as a result of interest rate movements
• there is a parallel shift in all components of interest rates
including credit and foreign currency basis spreads with all
other variables held constant
• changes in the fair value of derivatives which are in effective
cash flow hedge relationships are assumed to be reported
solely in equity
• there is no material net impact to finance costs as a result of fair
value movements on derivatives designated in effective fair
value hedge relationships as there will be an offsetting
adjustment to the underlying borrowing
• changes in the fair value of foreign currency basis spreads, a
component of interest rates, associated with our cross currency
swaps are reported in equity.
Table B
Telstra Group
As at 30 June 2015
As at 30 June 2014
Net profit
or loss
Gain/
(loss)
Equity
Gain/
(loss)
Net profit
or loss
Gain/
(loss)
Equity
Gain/
(loss)
$m
(24)
24
$m
53
(55)
$m
(7)
7
$m
47
(49)
Interest rates
(+10%)
Interest rates
(-10%)
(b) Foreign currency risk
We are exposed to foreign exchange risk from various currencies,
however, our largest concentration of risk is attributable to the
Euro and the United States dollar. Foreign currency risk is the risk
that the value of a financial commitment, forecast transaction,
recognised asset or liability will fluctuate due to changes in
foreign exchange rates. Our risk exposure arises primarily from:
• borrowings denominated in foreign currencies
• trade and other creditor balances denominated in foreign
currencies
• firm commitments or highly probable forecast transactions for
receipts and payments settled in foreign currencies or with
prices dependent on foreign currencies
• net investments in foreign controlled entities.
Borrowings denominated in foreign currency are converted to
Australian dollar borrowings using derivative financial
instruments, unless the borrowing is held to offset the translation
of a foreign controlled entity.
Our policy for managing foreign exchange transaction risk arising
from firm commitments or highly probable forecast transactions
denominated in foreign currencies is to hedge a proportion of the
exposure in accordance with our risk management policy. We also
economically hedge a proportion of foreign currency risk
associated with trade and other liability and asset balances.
Our controlled entities may also be exposed to transactions, both
forecast and committed, in currencies other than their functional
currency. These risks are managed through the use of forward
foreign exchange contracts in accordance with our overall risk
management policy.
We may choose to hedge foreign currency risk arising from the
translation of the net assets of our foreign controlled entities.
Refer to section 18.2 “Hedging strategies” and section 18.3
“Hedge relationships” in this note for further information,
including the various instruments used to hedge our exposures.
(i) Sensitivity analysis - foreign currency risk
The sensitivity analysis included in Table C is based on foreign
currency risk exposures arising from both our financial
instruments and forecast transactions (transaction risk) and net
foreign investment balances (translation risk) as at 30 June.
The analysis shows the impact that a 10 per cent shift in
applicable exchange rates against the Australian dollar would
have on our profit after tax and on equity. This sensitivity is
considered reasonable taking into account the current level of
exchange rates and the volatility observed both on an historical
basis and on market expectations for future movements; it is not a
forecast or prediction.
126
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.1 Risk and mitigation (continued)
(b) Foreign currency risk (continued)
(i) Sensitivity analysis - foreign currency risk (continued)
The results are driven by the following main assertions:
• we are exposed to equity impacts from foreign currency
movements associated with our investments in foreign
controlled entities and our derivatives in cash flow hedges of
offshore borrowings. This foreign currency risk is spread over a
number of currencies and accordingly we have disclosed the
sensitivity analysis on a total portfolio basis and not separately
by currency
• any unhedged foreign exchange positions associated with our
transactional exposures will directly impact profit or loss as a
result of foreign currency movements
• there is no material net impact to finance costs as a result of
foreign currency movements associated with derivatives
designated in effective fair value hedge relationships as there
will be an offsetting adjustment to the underlying borrowing
• the analysis does not include the impact of any management
action that might take place if a 10 per cent shift in foreign
exchange rates were to occur.
Table C
Telstra Group
As at 30 June 2015
Net profit
or loss
Gain/
(loss)
Equity
Gain/
(loss)
As at 30 June 2014
Net profit
or loss
Gain/
(loss)
Equity
Gain/
(loss)
$m
$m
$m
$m
Foreign exchange
rates (+10%)
Translation of
foreign controlled
entities (a)
Transaction
exposures (b)
Foreign exchange
rates (-10%)
Translation of
foreign controlled
entities (a)
Transaction
exposures (b)
-
25
(159)
(31)
-
193
-
4
-
(30)
38
(5)
(38)
(44)
46
54
(a) The higher sensitivity in the current year reflects the
acquisition during the year of foreign controlled entities, Ooyala
Inc. and Pacnet Limited.
At 30 June 2015 we had no hedges of foreign controlled entities in
place (2014: no hedges).
(b) Where net exposures relate to forecast purchases of property,
plant and equipment, profit and loss will be impacted as the
assets are depreciated over their useful lives.
(c) Credit Risk
Credit risk is the risk that a counterparty will default on its
contractual obligations and will cause us to incur a financial loss.
We are exposed to credit risk from our operating activities
(primarily customer credit risk) and financing activities. To help
manage this risk we:
• have a policy for performing credit risk assessments on new and
existing customers and, where required, establishing credit
limits and payment terms for entities we deal with
• monitor exposure to high risk debtors on a predictive and
proactive basis
• may require collateral where appropriate
• assign credit limits to all financial counterparties with whom we
transact or enter into derivative contracts.
We may also be exposed to credit risk on transactions not included
in the statement of financial position, such as when we provide a
guarantee for another party. Details of our contingent liabilities
are disclosed in notes 23 and 30.
(i) Customer credit risk
Trade and other receivables consist of a large number of
customers, spread across the consumer, business, enterprise,
government and international sectors. We do not have any
significant credit risk exposure to a single customer or group of
customers. Ageing analysis and ongoing credit evaluation are
performed on the financial condition of our customers and, where
appropriate, an allowance for doubtful debts is raised. In addition,
receivable balances are monitored on an ongoing basis to ensure
that our exposure to bad debts is not significant. Refer to note 10
for further details about our trade and other receivables.
(ii) Treasury credit risk
We are exposed to credit risk from investments in money market
instruments (primarily deposits) and from the use of derivatives.
We have policies that limit the amount of credit exposure to
individual counterparties, and these risk limits are regularly
monitored. Our policy minimises the concentration of risk by
spreading our financial instruments across a number of financial
institutions.
We also manage our credit exposure using a value at risk (VaR)
methodology. This measures the maximum potential exposure of
risk positions in the future as a result of movements in market
rates over a specified time horizon, given a specified confidence
level (which is statistically determined). This helps to ensure that
we do not underestimate credit exposure with any single
counterparty.
All money market instruments and derivative contracts are held
with counterparties of investment grade credit rating. At 30 June
2015, no material credit risk exposure existed in relation to
potential counterparty failure on our financial instruments.
Telstra Corporation Limited and controlled entities
127
Notes to the Financial Statements (continued)
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.1 Risk and mitigation (continued)
(d) Liquidity risk
Liquidity risk refers to the risk that we will be unable to meet our
financial obligations as they fall due. To address this risk, we have
established an appropriate liquidity risk policy that targets a
minimum and average level of cash and cash equivalents to be
maintained, and that ensures we have readily accessible
committed bank facilities in place. Our objective is to maintain a
balance between continuity of funding and flexibility through the
use of liquid instruments, borrowings and available committed
bank facilities.
We monitor rolling forecasts of liquidity reserves on the basis of
expected cash flow. We also endeavour to use instruments that
trade in highly liquid markets and have a liquidity portfolio
structure that requires surplus funds to be invested within various
bands of liquid instruments.
We believe that our contractual obligations can be met through
existing cash and cash equivalents, business cash flows, and
other funding arrangements we reasonably expect to have
available to us, including the use of committed bank facilities if
required.
Table D shows our financial liabilities categorised into relevant
maturity periods based on contractual maturity date. The
contractual maturity amounts represent the future undiscounted
cash flows and therefore do not necessarily equate to the carrying
values as disclosed in the statement of financial position. For all
line items, the amounts shown are based on the earliest date at
which we can be required to pay. Floating rate interest is
estimated using a forward interest rate curve as at 30 June.
Table D
Telstra Group
Contractual maturity (nominal cash flows)
Less than
1 year
As at 30 June 2015
2 to 5
years
1 to 2
years
Over 5
years
Total
Less than
1 year
As at 30 June 2014
2 to 5
years
1 to 2
years
Over 5
years
Total
Non – Derivative
financial liabilities
Borrowings, excluding
finance lease
liabilities
Interest payments on
borrowings
Finance leases
Other (a)
Derivative Financial
instruments (b)
Cross currency swaps
payable
Cross currency swaps
receivable
Forward foreign
exchange contracts
payable
Forward foreign
exchange contracts
receivable
Net interest rate
swaps payable (c)
Net interest rate
swaps receivable (c)
Total
$m
$m
$m
$m
$m
$m
$m
$m
$m
$m
(1,405)
(1,846)
(3,241)
(8,336)
(14,828)
(2,199)
(1,167)
(3,511)
(8,258)
(15,135)
(583)
(534)
(1,230)
(777)
(3,124)
(627)
(528)
(1,211)
(887)
(3,253)
(113)
(4,045)
(87)
(16)
(93)
(19)
(195)
(39)
(488)
(4,119)
(99)
(3,843)
(82)
(3)
(109)
(21)
(154)
(33)
(444)
(3,900)
(1,856)
(2,090)
(3,082)
(7,719)
(14,747)
(2,172)
(1,866)
(3,294)
(8,136)
(15,468)
1,407
1,647
2,519
8,235
13,808
1,522
1,338
2,378
8,144
13,382
(696)
695
-
-
-
-
-
-
(696)
(651)
695
631
-
-
-
-
-
-
(651)
631
(218)
(204)
(274)
(58)
(754)
(208)
(176)
(274)
(74)
(732)
268
231
348
105
952
284
229
348
109
970
(6,546)
(2,899)
(5,072)
(8,784)
(23,301)
(7,362)
(2,255)
(5,694)
(9,289)
(24,600)
(a) Includes trade and other creditors, accrued expenses, and
contingent consideration.
(b) Includes derivative assets as they have a direct relationship to
an underlying financial liability.
(c) Interest rate swaps are net settled.
128
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.1 Risk and mitigation (continued)
(d) Liquidity risk (continued)
(i) Financing arrangements
We have commercial paper facilities in place in the United States
and Australia. As at 30 June 2015 we had on issue $155 million
(2014: $365 million) under these facilities. We also have
committed bank facilities in place, as back up to our borrowings.
Table E shows the lines of credit that are available to us at 30 June.
During the current and prior years there were no defaults or
breaches under any of our facility agreements.
Table E
Telstra Group
As at 30 June
2015
$m
2014
$m
Unsecured committed cash standby
facilities (a)
Unsecured syndicated bank loan facility
Unsecured bank term loan facility (b)
Amount of credit unused
195
1,500
300
1,995
559
-
-
559
(a) Cancelled in full effective 27 July 2015
(b) Fully drawn down on 24 July 2015
18.2 Hedging strategies
Hedging refers to the way in which we use financial instruments,
primarily derivatives, to manage our exposure to financial risks
(described in 18.1). The gain or loss on the underlying item (the
“hedged item”) is expected to move in the opposite direction to the
gain or loss on the derivative (the “hedging instrument”), therefore
offsetting our risk position. Hedge accounting is a technique that
enables the matching of the gains and losses on associated
hedging instruments and hedged items in the same accounting
period to minimise volatility in the income statement.
The applicable accounting standard (AASB 9 (2013): “Financial
Instruments”) requires that certain criteria be met in order for
hedge accounting to be applied. We are also required, under AASB
7: “Financial Instruments: Disclosures”, to provide a number of
specific disclosures in regards to our hedging activities.
(a) Hedge accounting
Our major exposure to interest rate risk and foreign currency risk
arises from our long term borrowings. We also have translation
foreign currency risk associated with investments in foreign
operations and transactional foreign currency exposures, such as
purchases in foreign currencies.
We enter into cross currency swaps, interest rate swaps, and
forward foreign exchange contracts to offset these risks. To the
extent permitted by AASB 9 (2013), we formally designate and
document these financial instruments as fair value, cash flow or
net investment hedges for accounting purposes. In order to qualify
for hedge accounting, AASB 9 (2013) requires that prospective
hedge effectiveness testing meet all of the following criteria:
• an economic relationship exists between the hedged item and
hedging instrument
• the effect of credit risk does not dominate the value changes
resulting from the economic relationship
• the hedge ratio is the same as that resulting from actual
amounts of hedged items and hedging instruments for risk
management.
Each hedge accounting method is described below:
(b) Fair value hedges
The objective of our fair value hedging is to convert fixed interest
rate borrowings to floating interest rate borrowings.
We enter into interest rate and cross currency swaps to mitigate
our exposure to changes in the fair value of our long term
borrowings. Changes in the fair value of the hedging instrument,
and changes in the fair value of the hedged item that is
attributable to the hedged risk (‘fair value hedge adjustment’) are
recognised in the income statement. Ineffectiveness reflects the
extent to which the fair value movements do not offset and is
primarily driven by movements in Telstra’s borrowing margins.
AASB 9 (2013) allows a component of Telstra’s borrowing margin
associated with cross currency swaps (“foreign currency basis
spread”) to be deferred in equity. This component is included in
interest on borrowings in the income statement over the
remaining maturity of the borrowing. Refer to note 7 for the impact
on finance costs relating to borrowings in fair value hedges.
Our fair value hedges have an economic relationship on the basis
that the critical terms of the hedging instrument and hedged item
(including face value, cash flows, and maturity date) are aligned.
The relationship between the hedged risk and the corresponding
value of the hedging derivatives results in a hedge ratio of one.
The cumulative amount of fair value hedge adjustments which are
included in the carrying amount of our borrowings in the
statement of financial position is shown in Table F:
Table F
Telstra Group
As at 30 June 2015
Offshore
borrow-
ings (a)
Commer-
cial
paper
Domestic
borrow-
ings
As at 30 June 2014
Offshore
borrow-
ings (a)
Commer-
cial
paper
Domestic
borrow-
ings
Face value as at 30 June (a)
Unamortised discounts/premiums
Amortised cost
Cumulative fair value hedge adjustments (b)
Carrying amount
Telstra Corporation Limited and controlled entities
$m
-
-
-
-
-
$m
4,829
(23)
4,806
509
5,315
$m
950
(5)
945
34
979
$m
265
-
265
-
265
$m
3,774
(26)
3,748
463
4,211
$m
950
(6)
944
20
964
129
Notes to the Financial Statements (continued)
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.2 Hedging strategies (continued)
(b) Fair value hedges (continued)
Table G
(a) For offshore borrowings, face value equates to the face value
in the underlying currency converted at the spot exchange rate as
at 30 June. Revaluation impacts since inception of the borrowing
due to foreign exchange movements are reflected in the amortised
cost balance.
(b) Fair value revaluation impacts arising from movements in
foreign currency exchange rates and market interest rates (that
relate to the hedged risk) are effectively hedged. We use cross
currency and interest rate swaps as fair value hedges to convert
fixed rate borrowings into Australian dollar floating rate
borrowings.
(c) Cash flow hedges
The objective of our cash flow hedging is to hedge the exposure
arising from variability in future interest and foreign currency cash
flows arising from borrowings that bear interest at variable rates,
or are denominated in foreign currency. Cash flow hedging is also
used to mitigate the foreign currency exposure arising from
anticipated future transactions.
We enter into interest rate and cross currency swaps as hedges of
future cash flows arising from our borrowings. Ineffectiveness is
recognised in the income statement if the change in the fair value
of the hedging instrument exceeds the change in fair value of the
underlying borrowing. The portion of fair value movement
qualifying as effective movement is recognised in the cash flow
hedging reserve in equity.
Forward foreign exchange contracts are used to hedge a portion of
highly probable forecast transactions denominated in foreign
currency. These contracts hedge foreign currency risk arising from
spot rate changes. During the year, there has been no material
impact on profit or loss as a result of discontinuing hedge
accounting for forecast transactions no longer expected to occur.
All our cash flow hedges are in effective economic relationships on
the basis that the critical terms of the hedging instrument and
hedged item are aligned (including face values, cash flows and
currency). During the year, there has been no material
ineffectiveness attributable to our cash flow hedges.
(i) Cash flow profile
Table G shows the maturities of the payments in our cash flow
hedges (i.e. when the cash flows are expected to occur). These
amounts represent the undiscounted cash flows reported in
Australian dollars based on the applicable exchange rate as at 30
June and represent the identified foreign currency exposures at
reporting date.
Telstra Group
Nominal cash
outflows
As at 30 June
2015
$m
2014
$m
(801)
(306)
(135)
(2)
(539)
(4,168)
(4,559)
(10,204)
-
-
(1,156)
(2,485)
(4,055)
(8,002)
Highly probable forecast transactions
Non-capital items (a)
Within 1 year
Capital items (b)
Within 1 year
After 1 year
Borrowings (c)
Within 1 year
Within 1 to 5 years
After 5 years
(a) These amounts will affect our income statement in the same
period in which the cash flows are expected to occur.
(b) For purchases of property, plant and equipment, the gains and
losses on the associated hedging instrument are included in the
measurement of the initial cost of the assets. The hedged assets
affect profit or loss as the assets are depreciated over their useful
lives.
(c) The impact on our income statement from foreign currency
movements associated with these hedged borrowings will affect
profit or loss over the life of the borrowing, however the impact on
profit or loss is expected to be nil as the borrowings are effectively
hedged.
(d) Hedges of net investments in foreign operations
Foreign exchange exposure arises from our investments in foreign
operations. This risk arises from the translation of the net assets
of these entities from their functional currency into Australian
dollars. We may designate forward foreign currency contracts,
cross currency swaps and/or foreign currency borrowings as
hedges of this risk. By applying hedge accounting, foreign
exchange gains or losses on the hedging instruments are
transferred to the foreign currency translation reserve in equity to
offset gains or losses on translation of the net investment. No
material ineffectiveness arises from our net investment hedges as
we designate on a spot to spot basis only the nominal amount of
hedging instruments required to match the desired hedge
percentage of the investment, in accordance with our risk
management policy.
As at 30 June 2015, we had no hedges of net investments in foreign
controlled entities in place.
(e) Derivatives not in a designated hedge relationship
We hold some derivative financial instruments that are not
formally designated in hedging relationships as natural offset
achieves substantially the same accounting results. This primarily
includes forward foreign currency contracts that are used to
economically hedge fair value movements attributable to
exchange rate fluctuations associated with trade creditors and
other liability and asset balances denominated in foreign
currency.
On adoption of AASB 9 (2013), we were able to reinstate a portion
of fair value hedges which were previously ineligible for hedge
accounting; refer note 2.1(a) for further details. All other financial
liabilities that do not meet the strict criteria for hedge accounting
are in effective economic relationships based on contractual face
value amounts and cash flows over the life of the transaction.
Refer to note 7 for the impact on finance costs relating to
transactions not in designated hedge relationships.
130
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.2 Hedging strategies (continued)
(f) Hedge effectiveness
Refer to note 17 Table B for a detailed breakdown of the carrying
amounts and face values of designated financial instruments.
The adoption of AASB 9 (2013) has resulted in less ineffectiveness
being recognised as certain costs of hedging may now be excluded
from designated hedge relationships. We have utilised the option
to exclude foreign currency basis spreads from our designated fair
value and cash flow hedge relationships, refer to note 2.1(a) for
further details.
Table H shows the ineffectiveness relating to financial
instruments in designated fair value hedges that are included in
net debt.
Table H
Re-measurement of hedged item used to
measure ineffectiveness
Change in value of hedging instruments
Net loss before tax
Net loss after tax
Telstra Group
Year ended 30 June
2015
(Gain)/
loss
2014
(Gain)/
loss
$m
184
(178)
6
4
$m
331
(203)
128
90
The cash flow hedge reserve is adjusted to the lower of (in absolute
amounts) the cumulative gain or loss on the hedging instrument
and the cumulative change in fair value of the hedged item. This
adjustment did not result in any material ineffectiveness.
For hedge gains or losses transferred to and from the cash flow
hedging reserve refer to the statement of comprehensive income.
For cash flow hedges of highly probable forecast transactions
settled in a foreign currency and hedges of net investments in
foreign operations, the change in value of the hedged item was not
materially different to the change in value of the hedging
instruments with no resulting material ineffectiveness.
18.3 Hedge relationships
The following tables give context to our hedge transactions and
shows our economic residual risk position as a result of the
hedges executed. It should be noted that the economic residual
position in each of the tables will not be equal to the carrying
values.
Table I describes each of our hedge relationships which use cross
currency and interest rate swaps. The post hedge position
represents our net final currency and fixed/float positions.
Table I
Telstra Group
As at 30 June 2015
Post hedge
position:
(pay) float
Post hedge
position:
(pay) fixed
As at 30 June 2014
Post hedge
position:
(pay) float
Post hedge
position:
(pay) fixed
Australian dollar
Australian dollar
Pre hedge
exposure
Local
currency
Pre hedge
exposure
Local
currency
In hedge relationships
Offshore borrowings - fixed
Swiss francs
Euros
Hong Kong dollar
Japanese yen
United States dollar
New Zealand dollar
Australian dollar
Offshore borrowings - floating (a)
Euros
British pounds sterling
New Zealand dollar
United States dollar
Japanese yen
Domestic borrowings - fixed
Australian dollar
Domestic borrowings - floating
Australian dollar
m
$m
$m
m
$m
$m
(225)
(5,325)
(330)
(10,000)
(2,000)
(100)
(50)
(500)
-
-
(150)
(27,000)
(252)
(3,059)
(50)
(62)
-
-
(50)
(781)
-
-
(203)
(430)
(950)
(950)
-
(4,447)
-
(60)
(2,263)
(79)
-
-
-
-
-
-
-
(225)
(5,825)
(330)
(37,000)
(1,150)
(100)
(50)
(500)
(200)
(155)
-
(10,000)
(251)
(3,841)
(50)
(108)
(203)
-
(50)
(858)
(584)
(123)
-
(127)
(950)
(950)
-
(4,447)
-
(444)
(955)
(79)
-
-
-
-
-
-
-
(275)
-
(5,837)
(275)
(7,124)
(275)
-
(7,145)
(275)
(6,200)
(a) Borrowings due to mature within 12 months are classified as
floating.
Telstra Corporation Limited and controlled entities
131
Notes to the Financial Statements (continued)
NOTE 18. FINANCIAL RISK MANAGEMENT (continued)
18.3 Hedge relationships (continued)
(a) Forward foreign exchange contracts
Table J summarises the impact of outstanding forward contracts
based on contractual face value amounts, which are formally
designated as hedging instruments or act as an economic hedge
of currency exposures as at 30 June. Hedged exposures include
commercial paper liabilities, highly probable forecast
transactions and foreign currency trade and other liabilities.
The fair value of forward contracts outstanding as at 30 June 2015
was $3 million asset (2014: ($18) million liability).
Table J
Telstra Group
Pre hedge
exposure
Forward contract
(pay)/receive
As at 30 June 2015
Pre hedge
exposure
Forward contract
(pay)/receive
As at 30 June 2014
Forward contracts hedging
interest bearing debt
Commercial paper
United States dollars
Loans to and from wholly owned
controlled entities
British pounds sterling
Japanese yen
United States dollars
New Zealand dollars
Hong Kong dollars
Forward contracts hedging
forecast payments and other
liabilities
Forecast transactions
United States dollars
Euro
Philippine peso
New Zealand dollars
British pounds sterling
Indonesian rupiah
Japanese yen
Other assets and liabilities -
non-interest bearing
United States dollars
Total in Australian dollars
Local currency
m
-
(13)
240
(80)
(1)
(26)
m
-
13
(313)
58
1
26
(569)
(4)
(5,848)
(16)
(1)
(166)
(345)
274
2
4,600
8
1
166
172
(34)
34
Australian
dollars
Average
exchange
rate
Local currency
Australian
dollars
Average
exchange
rate
$m
$
m
m
$m
$
-
-
(250)
250
(278)
0.8998
(24)
3
(75)
(1)
(4)
0.5217
94.15
0.7727
1.1079
5.9997
0.7646
0.6851
34.28
1.1316
0.5007
48.93
94.69
(358)
(3)
(134)
(7)
(1)
(4)
(2)
(44)
(654)
(28)
83
(68)
(1)
(8)
(289)
-
-
-
-
-
-
55
(136)
47
1
4
138
-
-
-
-
-
-
(98)
1
(50)
(1)
(1)
0.5548
94.59
0.9268
1.0871
7.1738
(154)
-
-
-
-
-
-
(22)
(603)
0.8993
-
-
-
-
-
-
0.9487
0.7714
(21)
21
132
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 19. SHARE CAPITAL
Telstra Group
As at 30 June
2015
$m
5,284
2014
$m
5,793
(15)
(93)
22
(17)
(107)
50
5,198
5,719
Contributed equity
Share loan to employees
Shares held by employee share plans
Net services received under employee share plans
19.1 Contributed equity
Our contributed equity represents our authorised and issued fully
paid ordinary shares. Each of our fully paid ordinary shares carries
the right to one vote at a meeting of the Company. Holders of our
shares also have the right to receive dividends and to participate
in the proceeds from sale of all surplus assets in proportion to the
total shares issued in the event of the Company winding up.
As part of our capital management program, on 6 October 2014 we
completed an off-market share buy-back of 217,418,521 ordinary
shares (or 1.75 per cent of our total shares on issue). The ordinary
shares were bought back at $4.60 per share, which represented a
14 per cent discount to the Telstra market price and comprised a
fully franked dividend component of $2.27 per share (or $494
million in total) and a capital component of $2.33 per share (or
$506 million in total). The shares bought back were subsequently
cancelled. The total cost of the share buy-back amounted to
$1,003 million, including $3 million of associated transaction
costs (net of income tax).
We have 12,225,655,836 (2014: 12,443,074,357) authorised fully
paid ordinary shares on issue.
19.2 Share loan to employees
The share loan to employees represents the outstanding balance
of the non recourse loans provided to our employees under the
Telstra Employee Share Ownership Plan Trust II (TESOP99). Refer
to note 27 for further details regarding this plans.
19.3 Shares held by employee share plans
The shares held by employee share plans represent the cost of
shares held by the Telstra Growthshare Trust (Growthshare) in
Telstra Corporation Limited. The purchase of these shares has
been fully funded with contributions and intercompany loans from
Telstra Corporation Limited. As at 30 June 2015, the number of
shares totalled 17,584,122 (2014: 21,550,102). These shares are
excluded from the calculation of basic and diluted earnings per
share. Refer to note 3 for further details.
The total number of shares acquired on market during the
financial year by Growthshare for employee incentive schemes
was 9,484,108 shares. The average price per share at which the
shares were acquired during the financial year was $5.68.
19.4 Net services received under employee share plans
The net services received under employee share plans represents
the cumulative value of our options, performance rights,
restricted shares, Directshare and Ownshare issued under
Growthshare. Contributions by Telstra Corporation Limited to
Growthshare are also included in this account.
Telstra Corporation Limited and controlled entities
133
Notes to the Financial Statements (continued)
NOTE 20. NOTES TO THE STATEMENT OF CASH FLOWS
20.1 Reconciliation of profit to net cash provided by operating activities
Profit for the year from continuing operations
Profit/(loss) for the year from discontinued operation
Profit for the year
Add/(subtract) the following transactions
Depreciation and amortisation
Finance income
Finance costs
Distribution from Foxtel Partnership
Share based payments
Defined benefit plan expense
Consideration in kind
Net gain on disposal of property, plant and equipment
Fair value gain on equity instruments
Net loss/(gain) on disposal of controlled entities
Share of net (profit) from joint ventures and associated entities
Impairment losses (excluding inventories, trade and other receivables)
Foreign exchange (gain)/loss
Other miscellaneous income
Cash movements in operating assets and liabilities (net of acquisitions and disposals of controlled
entity balances)
Increase in trade and other receivables
(Increase)/decrease in inventories
Increase in prepayments and other assets
Increase/(decrease) in trade and other payables
Increase in revenue received in advance
Increase/(decrease) in net taxes payable
Increase in provisions
Net cash provided by operating activities
20.2 Cash and cash equivalents
Cash at bank and on hand
Bank deposits and negotiable certificates of deposit
Cash and cash equivalents in the statement of cash flows
Telstra Group
Year ended 30 June
2014
$m
4,549
2015
$m
4,286
19
(204)
4,305
4,345
3,983
4,042
(157)
846
(125)
66
61
(11)
(156)
(6)
2
(19)
17
(21)
(28)
(457)
(122)
(208)
165
143
32
1
(156)
1,113
(165)
45
107
(23)
(76)
-
(561)
(24)
180
111
-
(164)
35
(49)
(192)
54
(59)
50
8,311
8,613
Telstra Group
Year ended 30 June
2014
$m
305
2015
$m
581
815
1,396
5,222
5,527
134
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 20. NOTES TO THE STATEMENT OF CASH FLOWS (continued)
20.3 Acquisitions
(a) Current year
(i) Ooyala Inc.
On 30 September 2014, our newly incorporated controlled entity,
Ooyala Holdings Inc., in which we held a 98.9 per cent
shareholding, acquired additional shares in our existing
investment, Ooyala Inc. (Ooyala). Ooyala Holdings Inc. now owns
all of the shares in Ooyala, which has a number of controlled
entities.
Ooyala enables broadcasters, operators, and media organisations
to deliver digital TV and video content across any device to mass
audiences, using analytics to provide recommendations,
personalised content and advertising to the end user.
The goodwill arising from the Ooyala acquisition is to create an
integrated software business. None of the goodwill recognised is
expected to be deductible for income tax purposes.
As at 30 June 2014, we owned 27 per cent (undiluted) of equity in
Ooyala Inc. valued at $64 million. The investment was accounted
for as an available-for-sale investment because it did not meet
the AASB 128: "Investments in Associates and Joint Ventures"
criteria for equity accounting as an associate. On 1 July 2014, i.e.
the first time adoption date of AASB 9 (2013): "Financial
Instruments", the existing investment was remeasured at fair
value with subsequent changes to be recorded through profit or
loss. The investment was revalued immediately before the
acquisition of the additional shares resulting in a $6 million gain
recognised in the income statement.
The total consideration for Ooyala amounted to $364 million,
including a non cash consideration of $72 million ($70 million
representing the fair value of our existing investment in Ooyala
and $2 million representing the portion of an employee cash
incentive plan replacing the existing shared based payments plan
at the date of acquisition).
The costs incurred in completing this transaction amounted to $1
million and are included in "Other expenses" in the income
statement.
The effect of the acquisition is detailed below:
Consideration for acquisition
Cash consideration
Non cash consideration
Total purchase consideration
Cash balances acquired
Non cash consideration
Outflow of cash on acquisition
Assets/(liabilities) at acquisition date
Cash and cash equivalents
Trade and other receivables
Property, plant and equipment
Intangible assets
Other assets
Trade and other payables
Revenue received in advance
Other liabilities
Deferred tax liabilities
Net assets
Adjustment to reflect non-controlling
interests
Goodwill on acquisition
Total purchase consideration
Ooyala
Year ended 30 June
2015
$m
2015
$m
292
72
364
(18)
(72)
274
Fair
value
Carrying
value (a)
18
39
5
3
3
(34)
(28)
(1)
-
5
18
39
5
60
3
(34)
(22)
(1)
(20)
48
(1)
317
364
(a) Carrying value in entity’s financial statements
The fair value of trade and other receivables amounted to $39
million and equalled the gross contractual amount which is
expected to be collectible.
The $1 million non-controlling interest recognised at the
acquisition date was measured as a proportionate share of
identifiable net assets.
Since the date of acquisition, Ooyala has contributed income of
$49 million and a loss before income tax expense of $65 million.
Telstra Corporation Limited and controlled entities
135
Notes to the Financial Statements (continued)
NOTE 20. NOTES TO THE STATEMENT OF CASH FLOWS (continued)
20.3 Acquisitions (continued)
(a) Current year (continued)
(ii) Videoplaza AB
On 20 October 2014, our controlled entity Ooyala Holdings Inc., in
which we held a 98.9 per cent shareholding, acquired 100 per cent
shareholding in Videoplaza AB and its controlled entities
(Videoplaza) for a total consideration of $79 million, including $3
million contingent on the entities achieving predetermined
financial and non-financial targets by 30 June 2016.
Videoplaza is a leader in video advertising technology and
monetization. It operates premium video advertising serving
platforms and programmatic trading solutions, delivering
advertising to viewers across all devices. It is used by
broadcasters and media companies in Europe and the Asia Pacific
region to maximise video monetisation.
Goodwill arising from the acquisition relates to Ooyala gaining
access to the fast growing video advertising market and build out
of a new business dimension in advertising. None of the goodwill
recognised is expected to be deductible for income tax purposes.
The costs incurred in completing this transaction amounted to $1
million and are included in "Other expenses" in the income
statement.
The effect of the acquisition is detailed below:
(iii) Nativ Holdings Limited
On 29 June 2015, our controlled entity Videoplaza Limited, in
which we held 98.9 per cent, acquired 100 per cent shareholding
in Nativ Holdings Limited and its controlled entities (Nativ) for a
total consideration of $77 million, including equity consideration
of $12 million in Ooyala Holdings Inc. and $13 million contingent
consideration on the entity achieving predetermined revenue
targets by 30 June 2016. The acquisition price is subject to
completion adjustments.
Nativ is a provider of TV and video management solutions for
content owners, broadcasters and brands. Goodwill arising from
the acquisition relates to Nativ in conjunction with Ooyala and
Videoplaza, allowing content distributors to leverage audience,
content and advertising data to create personalised viewing
experiences. None of the goodwill recognised is expected to be
deductible for income tax purposes.
The costs incurred in completing this transaction amounted to $1
million and are included in "Other expenses" in the income
statement.
The effect of the acquisition is detailed below:
Consideration for acquisition
Cash consideration
Contingent consideration
Total purchase consideration
Cash balances acquired
Contingent consideration
Outflow of cash on acquisition
Assets/(liabilities) at acquisition date
Cash and cash equivalents
Trade and other receivables
Intangible assets
Other assets
Trade and other payables
Deferred tax liabilities
Net assets
Goodwill on acquisition
Total purchase consideration
Videoplaza
Year ended 30 June
2015
$m
2015
$m
76
3
79
(5)
(3)
71
Consideration for acquisition
Cash consideration
Equity consideration
Contingent consideration
Total purchase consideration
Cash balances acquired
Equity consideration
Contingent consideration
Outflow of cash on acquisition
Fair
value
Carrying
value (a)
5
2
-
1
(4)
-
4
5
2
4
1
(4)
(1)
7
72
79
Assets/(liabilities) at acquisition date
Cash and cash equivalents
Trade and other receivables
Intangible assets
Goodwill
Trade and other payables
Revenue received in advance
Deferred tax liabilities
Net assets
Goodwill on acquisition
Total purchase consideration
Nativ
Year ended 30 June
2015
$m
2015
$m
52
12
13
77
(3)
(12)
(13)
49
Fair
value
Carrying
value (a)
3
3
-
2
(1)
(1)
-
6
3
3
20
-
(1)
(2)
(4)
19
58
77
(a) Carrying value in entity’s financial statements
The fair value of trade and other receivables amounted to $2
million and equalled the gross contractual amount which is
expected to be collectible.
Since the date of acquisition, Videoplaza has contributed income
of $7 million and a loss before income tax expense of $8 million.
(a) Carrying value in entity's financial statements
The fair value of trade and other receivables amounted to $3
million and equalled the gross contractual amount which is
expected to be collectible.
Since the date of acquisition, Nativ has contributed nil income and
nil profit before income tax expense.
136
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 20. NOTES TO THE STATEMENT OF CASH FLOWS (continued)
20.3 Acquisitions (continued)
(a) Current year (continued)
(iv) Pacnet Limited
On 15 April 2015, our controlled entity Telstra Holdings Pty Ltd
acquired a 100 per cent shareholding in Pacnet Limited and its
wholly and partly owned controlled entities (Pacnet) for a total
consideration of $454 million. The acquisition included $580
million of gross debt which has been repaid before 30 June 2015.
Pacnet is an Asian telecommunications and services provider of
connectivity, managed services and data centre services to
carriers, multinational corporations and governments in the Asia
Pacific region.
The goodwill comprises the value of Pacnet’s infrastructure,
technology and expertise and the operational and cost synergies
expected to be achieved from the acquisition. None of the goodwill
recognised is expected to be deductible for income tax purposes.
The costs incurred in completing this transaction amounted to $4
million and are included in "Other expenses" in the income
statement.
The effect of the acquisition is detailed below:
Consideration for acquisition
Cash consideration
Total purchase consideration
Cash balances acquired
Outflow of cash on acquisition
Assets/(liabilities) at acquisition date
Cash and cash equivalents
Trade and other receivables
Property, plant and equipment
Intangible assets
Goodwill
Other assets
Trade and other payables
Revenue received in advance
Other liabilities
Deferred tax liabilities
Net assets
Adjustment to reflect non-controlling
interests
Goodwill on acquisition
Total purchase consideration
Pacnet
Year ended 30 June
2015
$m
2015
$m
454
454
(31)
423
Fair
value
Carrying
value (a)
31
151
803
3
127
85
(75)
(769)
(684)
(8)
(336)
31
151
803
129
-
85
(75)
(438)
(756)
(91)
(161)
1
614
454
(a) Carrying value in entity's financial statements
The fair value of trade and other receivables amounted to $151
million. Of the $157 million gross contractual amount, $6m is
expected to be uncollectable.
Since the date of acquisition, Pacnet has contributed income of
$104 million and a loss before income tax expense of $22 million.
(v) Other acquisitions
On 15 July 2014, we acquired a 100 per cent shareholding in
Medinexus Pty Ltd (Medinexus). Medinexus provides a cloud
based solution to diagnostic imaging providers that enables them
to receive e-referrals from healthcare providers and deliver
digitised images and reports back to the referrer via the internet.
On 1 August 2014, we acquired a controlling 51 per cent
shareholding in Telstra SNP Monitoring Pty Ltd (TSM). TSM
provides back-to-base monitoring of alarm systems from two
monitoring centres and delivers security installation projects.
On 13 October 2014, our controlled entity O2 Networks Pty Ltd (O2
Networks) acquired a 100 per cent shareholding in Bridge Point
Communications Pty Ltd (Bridge Point). Bridge Point is a provider
of information security, networks and data management
solutions.
On 13 November 2014, we acquired a 100 per cent shareholding in
iCareHealth Pty Ltd (iCareHealth). iCareHealth provides e-health
solutions for residential aged care.
On 28 November 2014, we acquired a controlling 50.1 per cent
shareholding in AFN Solutions Pty Ltd (AFN). AFN provides
products, services and consulting in the security sector.
On 1 December 2014, we acquired a 100 per cent shareholding in
Emerging Holdings Pty Ltd and its controlled entities (Emerging
Holdings). Emerging Holdings provides e-health solutions to
hospitals.
On 15 December 2014, our controlled entity CloudMed Pty Ltd
(CloudMed) acquired the assets of Cloud 9 Software Pty Ltd and
IdeaObject Software Private Limited. CloudMed provides eHealth
cloud software solutions to general practitioners in Australia and
hospitals in Asia.
On 25 March 2015, our controlled entity Telstra Limited acquired a
100 per cent shareholding in Dr Foster Intelligence Ltd and its
controlled entities (Dr Foster). Dr Foster provides health service
benchmarking data and quality improvement services for
hospitals in various countries.
On 31 May 2015, we acquired a controlling 51 per cent
shareholding in Neto E-Commerce Solutions Pty Ltd (Neto). We
also subscribed to capital of $10 million as part of this
transaction. Neto produces a SaaS e-commerce solution.
On 16 June 2015, we acquired a 100 per cent shareholding in
Globecast Australia Pty Ltd (Globecast) and its controlled entity.
Globecast is a leading provider of media services for broadcasters
in Australasia.
On 25 June 2015, we acquired a 100 per cent shareholding in
Cygnus Satellite Pty Ltd (Cygnus). Cygnus operates as a wholesale
satellite managed service provider.
The aggregate consideration paid for the above acquisitions
amounted to $182 million, including $8 million contingent
consideration and $9 million deferred consideration.
During the financial year 2015 total cash consideration paid for
shares in controlled entities (net of cash acquired) amounted to
$984 million, as disclosed in the Statement of Cash Flows.
The aggregate non-controlling interests amounting to $22 million
recognised at the acquisition dates of the above acquisitions were
measured as a proportionate share of identifiable net assets.
Telstra Corporation Limited and controlled entities
137
Notes to the Financial Statements (continued)
NOTE 20. NOTES TO THE STATEMENT OF CASH FLOWS (continued)
20.3 Acquisitions (continued)
(a) Current year (continued)
(v) Other acquisitions (continued)
The costs incurred in completing these transactions amounted to
$6 million and are included in "Other expenses" in the income
statement.
The effect of all these acquisitions on payments for shares in
controlled entities is detailed below:
Consideration for acquisition
Cash consideration
Contingent consideration
Deferred consideration (a)
Total purchase consideration
Cash balances acquired
Contingent consideration
Deferred consideration (a)
Outflow of cash on acquisition
Assets/(liabilities) at acquisition date
Cash and cash equivalents
Trade and other receivables
Property, plant and equipment
Intangible assets
Goodwill
Other assets
Trade and other payables
Revenue received in advance
Other
Deferred tax liabilities
Net assets
Adjustment to reflect non-controlling
interests
Goodwill on acquisition
Total purchase consideration
Other acquisitions
Year ended 30 June
2015
$m
2015
$m
165
8
9
182
(15)
(8)
(9)
150
Fair
value
Carrying
value (b)
15
35
9
1
36
11
(35)
(16)
(5)
-
51
15
35
9
93
-
11
(35)
(16)
(5)
(15)
92
(22)
112
182
(a) Deferred consideration of $9 million was paid for iCareHealth
during the financial year 2015.
(b) Carrying value in entities’ financial statements
The fair value of trade and other receivables amounted to $35
million and equalled the gross contractual amount which is
expected to be collectible.
If all the acquisitions made in the financial year had occurred on 1
July 2014, our adjusted consolidated income and consolidated
profit before income tax expense for the year ending 30 June 2015
for the Telstra Group would have been $27,116 million and $5,957
million, respectively.
(b) Prior year
(i) Acquisitions
We acquired the following controlled entities during the financial
year 2014:
NSC Group Pty Ltd and its controlled entities
DCA eHealth Solutions Pty Ltd and its controlled entities
Fred IT Group Pty Ltd and its controlled entities (Fred IT Group)
O2 Networks via an acquisition of three holding entities: Prentice
Management Consulting Pty Ltd, Kelzone Pty Ltd and Goodwin
Enterprises (Vic) Pty Ltd.
The effect of these acquisition is detailed below:
Consideration for acquisition
Cash consideration
Contingent consideration
Total purchase consideration
Cash balances acquired
Contingent consideration
Loan
Outflow of cash on acquisition
Assets/(liabilities) at acquisition date
Cash and cash equivalents
Trade and other receivables
Property, plant and equipment
Intangible assets
Other assets
Trade and other payables
Revenue received in advance
Other liabilities
Deferred tax liabilities
Net assets
Adjustment to reflect non-controlling
interests
Goodwill on acquisition
Total purchase consideration
Total acquisitions
Year ended 30 June
2014
$m
2014
$m
166
10
176
(5)
(10)
4
165
Fair
value
Carrying
value (a)
5
28
7
54
11
(25)
(15)
(12)
(2)
51
5
28
7
82
11
(25)
(15)
(12)
(15)
66
(6)
116
176
(a) Carrying value in entities’ financial statements
Since the dates of acquisition, all these acquired entities have
contributed income of $101 million and a loss before income tax
expense of $10 million.
During the financial year 2015, contingent consideration of $6
million and $2 million was paid for Fred IT Group and O2 Networks,
respectively, for targets achieved by 30 June 2014.
The goodwill comprises the value of expected synergies arising
from the acquisitions. There is no goodwill that is expected to be
deductible for tax purposes.
The remaining $2 million of O2 Networks contingent consideration
has been reversed to the income statement.
138
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 20. NOTES TO THE STATEMENT OF CASH FLOWS (continued)
20.4 Disposals
(a) Current Year
20.5 Other transactions
(a) Current year
(i) Sequel Media Inc.
On 26 November 2014, our controlled entity Telstra Holdings Pty
Ltd disposed of our entire 55 per cent shareholding in Sequel
Media Inc. and its controlled entities (Sequel Media Group) for a
total consideration of $18 million (including cash balances),
resulting in a $2 million net loss on sale, largely representing the
$2 million foreign currency translation loss reclassified on the
disposal from reserves to the income statement. On completion of
the sale we deconsolidated the Sequel Media Inc. balance sheet,
including $26 million of cash balances disposed.
(b) Prior Year
(i) Sensis Group and CSL Group
On 28 February 2014, we divested 70 per cent of our directories
business via disposal of our 100 per cent shareholding in Sensis
Pty Ltd and its controlled entities (Sensis Group) for total
consideration of $454 million and acquisition of 30 per cent of
Project Sunshine I Pty Ltd, the new holding company of Sensis Pty
Ltd and its controlled entities. The Sensis Group was classified as
a discontinued operation and, on the remeasurement of assets of
the disposal group, the carrying value of its goodwill was impaired
by $150 million. Refer to note 12 for further details.
On 14 May 2014, we disposed of our entire 76.4 per cent
shareholding in CSL New World Mobility Limited and its controlled
entities (CSL Group). The effect of the disposal is detailed below:
Consideration on disposal
Cash consideration
Cash and cash equivalents disposed
Total inflow of cash on disposal
Contingent consideration
Total consideration on disposal
Assets/(liabilities) at disposal date
Assets classified as held for sale (including cash
disposed)
Liabilities classified as held for sale
Net assets classified as held for sale
Foreign currency translation reserve disposed
(net of income tax)
Adjustments for non-controlling interests
Other adjustments
Profit on disposal
CSL Group
Year ended
30 June
2014
$m
2,107
(164)
1,943
33
1,976
1,957
(473)
1,484
287
(198)
6
561
Unlike the Sensis Group, the CSL Group does not meet the criteria
of a discontinued operation under AASB 5: “Non Current Assets
Held for Sale and Discontinued Operations”.
(i) Share buy back
On 6 October 2014, we completed an off-market share buy-back of
217,418,521 ordinary shares as part of our capital management
program. Refer to note 19 for further details.
(ii) Changes in Autohome ownership
Our ownership interest in Autohome Inc. decreased from 63.2 per
cent at 30 June 2014 (this percentage takes into account shares
that Autohome has reserved but not granted, pursuant to
Autohome's employee equity compensation plans) to 62.9 per
cent following employee share issues. Following this on 25
November 2014, our controlled entity Telstra Holdings Pty Ltd
disposed of a 6.4 per cent interest in Autohome Inc. for a total
consideration of $333 million (net of underwriting commissions).
At the same time Autohome Inc. completed an on-market share
issue for total consideration of $116 million. The combined effect
of the two transactions decreases Telstra Holdings Pty Ltd
ownership in Autohome Inc. from 62.9 per cent to 55.3 per cent. A
further employee share issue has decreased our ownership to
54.3 per cent at 30 June 2015. None of these transactions resulted
in a change of control. Changes in valuation of non-controlling
interests resulting from these transactions are recorded in the
general reserve.
(iii) Other
On 12 December 2014, we contributed $5 million cash to
incorporate PT Teltranet Aplikaski Solusi, with an additional $5
million contributed by other shareholders. We own 49 per cent
shareholding in the entity, however, we control it through our
decision making ability on the board.
During the period we borrowed $79 million (2014: nil) under a loan
agreement with an associated entity, Project Sunshine I Pty Ltd.
The loan interest is eight per cent per annum and has a maturity
date of 31 December 2015. As at 30 June 2015 the loan payable is
$34 million.
During the financial year 2015, Project Sunshine I Pty Ltd returned
capital of $45 million and paid dividends of $14 million (2014: nil).
(b) Prior year
(i) Changes in Autohome ownership
On 4 November 2013, Telstra Holdings Pty Ltd acquired an
additional 2.8 per cent interest in Autohome Inc. from minority
shareholders for total consideration of $60 million. At the same
time Autohome Inc. completed a share buy-back from minority
shareholders for total consideration of $84 million. The combined
effect of the two transactions increased Telstra Holdings Pty Ltd
ownership in Autohome Inc. from 66.0 per cent at 30 June 2013 to
71.5 per cent immediately prior to the initial public offering (IPO).
Following this, on 11 December 2013 Autohome Inc. was listed on
the New York Stock Exchange with gross proceeds to Autohome
Inc. of $160 million. Immediately following the IPO, our ownership
interest decreased from 71.5 per cent to 65.4 per cent. Our
ownership interest further decreased to 63.2 per cent at 30 June
2014 resulting from employee share issues.
(ii) Other
On 10 December 2013, Telstra Octave Holdings Limited acquired
the remaining 33 per cent interest in Octave Investments Holdings
Limited for a total consideration of $5 million, including $1 million
of cash disposed, in exchange for selling the net assets of the five
variable interest entities controlled by Sharp Point Group Limited.
Telstra Corporation Limited and controlled entities
139
Notes to the Financial Statements (continued)
NOTE 21. IMPAIRMENT
21.1 Cash generating units
For the purposes of undertaking our impairment testing, we
identify cash generating units (CGUs). Our CGUs are determined
according to the smallest group of assets that generate cash
inflows that are largely independent of the cash inflows from other
assets or groups of assets.
(a) Cash generating units with allocated goodwill
The carrying amount of goodwill has been allocated to the CGUs as
detailed below:
CGUs
Telstra UK Group (a)
1300 Australia Group
Autohome Group (a)
O2 Networks Group
HealthConnex Group (previously DCA
Health Group)
Fred IT Group
Telstra Enterprise & Services Group (c)
Ooyala Group (a)
Videoplaza Group (a) (b)
Pacnet Group (a) (b)
Nativ Group (a) (b)
Other
Telstra Group
Goodwill
As at 30 June
2015
$m
2014
$m
74
16
130
57
16
21
122
361
73
619
58
105
1,652
65
16
108
47
16
21
122
-
-
-
-
-
395
(a) These CGUs operate in overseas locations, therefore the
goodwill allocated to these CGUs will fluctuate in line with
movements in applicable foreign exchange rates during the
period.
(b) Refer to note 20 for further details on acquisitions during the
year. There are no indicators of impairment in relation to these
assets since their acquisition dates.
(c) The Telstra Enterprise & Services Group includes goodwill from
past acquisitions integrated into our business.
(b) Ubiquitous telecommunications network and Hybrid Fibre
Coaxial (HFC) cable network
In addition to the aforementioned CGUs, we have two further
significant CGUs that are reviewed for impairment. These are:
• the Telstra Entity CGU, excluding the HFC cable network
• the CGU comprising the HFC cable network.
The Telstra Entity CGU consists of our ubiquitous
telecommunications network in Australia, excluding the HFC
cable network as we consider it not to be integrated with the rest
of our telecommunications network. Assets that form part of the
ubiquitous telecommunications network, comprising the
customer access network and the core network, are considered to
be working together to generate our cash inflows. No one item of
telecommunications equipment is of any value without the other
assets to which it is connected in order to achieve delivery of our
products and services.
21.2 Impairment testing
(a) Cash generating units with allocated goodwill
Our impairment testing compares the carrying amount of an
individual asset or CGU with its recoverable amount as
determined using a value in use calculation, with the exception of
Autohome whose recoverable amount was determined using fair
value less cost of disposal as an observable market price is
available for Autohome following its listing on the New York Stock
Exchange (NYSE).
Our assumptions for determining the recoverable amount using
value in use of each asset and CGU are based on past experience
and our expectations for the future. Our cash flow projections are
based on a maximum five year management approved forecasts
unless a longer period is justified. These forecasts use
management estimates to determine income, expenses, capital
expenditure and cash flows for each asset and CGU.
(i) Value in use
We have used the following key assumptions in determining the
recoverable amount of our CGUs to which goodwill or indefinite
useful life intangible assets have been allocated:
Telstra Group
Discount rate (a)
As at 30 June
2015
%
6.6
2014
%
7.5
Terminal value
growth rate (b)
As at 30 June
2015
%
3.0
2014
%
3.0
10.4
11.1
10.6
10.4
13.7
11.1
11.7
12.4
11.7
11.5
14.3
n/a
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
n/a
Telstra UK Group
1300 Australia
Group
O2 Networks Group
HealthConnex
Group (previously
DCA Health Group)
Fred IT Group
Telstra Enterprise
& Services Group
Ooyala Group
(a) Discount rate represents the pre tax discount rate applied to
the cash flow projections. The discount rate reflects the market
determined, risk adjusted discount rate which is adjusted for
specific risks relating to the CGU and the countries in which it
operates.
(b) Terminal value growth rate represents the growth rate applied
to extrapolate our cash flows beyond the five year forecast period.
These growth rates are based on our expectation of the CGUs’ long
term performance in their respective markets.
Sensitivity analysis was undertaken to examine the effect of a
change in a variable on each CGU. The discount rate would need to
increase by 210 basis points (2014: 431 basis points) or the
terminal value growth rate would need to be 0.5 per cent (2014:
negative 3.0 per cent) before the recoverable amount of any of the
CGUs would be equal to the carrying value.
140
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
We will reassess our network CGUs going forward in light of the
terms of the revised NBN DAs to determine if our ubiquitous
network CGU should include the HFC assets.
NOTE 21. IMPAIRMENT (continued)
21.2 Impairment testing (continued)
(a) Cash generating units with allocated goodwill (continued)
(ii) Fair value less cost of disposal
From 30 June 2014 onwards and following the Autohome Inc.
listing on 11 December 2013, the recoverable amount calculation
for this CGU was based on fair value less cost of disposal
measured with reference to quoted market prices in an active
market (Level 1). Our assumption for determining the fair value
less cost of disposal for the Autohome CGU was based on the
NYSE 30 June 2015 closing share price of US$50.54 (2014:
US$34.43). Telstra holds 61,824,328 shares (2014: 68,788,940
shares) valued at $4,070 million (US$3,125 million) (2014: $2,514
million (US$2,368 million)).
(b) Ubiquitous telecommunications network and Hybrid Fibre
Coaxial (HFC) cable network (“the networks”)
On 14 December 2014 we signed revised Definitive Agreements
(DAs) with NBN Co and the Commonwealth Government to enable
the rollout of the Government's Optimised Multi-Technology Mix
(OMTM) National Broadband Network (NBN). The agreements
came into effect on 26 June 2015 when all conditions precedent
had been satisfied, including approval by the Australian
Competition and Consumer Commission (ACCC) of our varied
Migration Plan and an acceptable ruling from the Australian
Taxation Office.
The main change to the original agreements relates to the
approach taken to our copper and HFC networks. Under the
original agreements, we were required to progressively disconnect
premises connected to our copper and HFC broadband networks
as the NBN is rolled out. Under the revised agreements, we will
continue to disconnect premises. However, where NBN Co uses
the copper and HFC networks to deliver an NBN service, we will
progressively transfer ownership, and the operational and
maintenance responsibilities for the relevant copper and HFC
assets to NBN Co. The payment structure remains linked to the
rollout of the NBN. We will also continue to deliver Foxtel Pay TV
services through continued access to the HFC network negotiated
with NBN Co and NBN Co has agreed to reimburse us for any
direct, reasonable, substantiated and incremental costs we incur
as a result of the move by NBN Co to the OMTM rollout.
The estimated net present value (NPV) that the revised
agreements are expected to deliver is equivalent, on a like for like
basis, to the estimated NPV of the original agreements and is
based on a range of dependencies and assumptions over the long
term life of the agreements.
Our discounted expected future cash flows support the carrying
amount of the networks. This is based on:
• forecast cash flows from continuing to:
- use the core network
- provide Pay TV services through continued access to the HFC
network negotiated with NBN Co into the future
• the consideration we expect to receive under the NBN DAs for:
- the progressive disconnection of copper-based Customer
Access Network services and broadband services on our HFC
cable network (excluding Pay TV services on the HFC cable
network) provided to premises in the NBN footprint
- providing access to certain infrastructure, including dark fibre
links, exchange rack spaces and ducts
- the sale of our copper and HFC network assets and lead-in-
conduits within scope of the revised agreements.
Given the above, the results of our impairment testing for the
networks show that the carrying amounts are recoverable at 30
June 2015.
Telstra Corporation Limited and controlled entities
141
Notes to the Financial Statements (continued)
NOTE 22. EXPENDITURE COMMITMENTS
22.1 Capital expenditure commitments
Total capital expenditure commitments contracted for at balance
date but not recorded in the financial statements:
22.3 Finance lease commitments
Property, plant and equipment
commitments (a)
Intangible assets commitments (b)
Telstra Group
As at 30 June
2015
$m
2014
$m
684
174
880
1,350
(a) This includes the Telstra Entity capital expenditure
commitments of $666 million (2014: $847 million). Refer to note
30 for further details.
(b) During financial year 2015, we paid $1,302 million for the
700MHz and 2.5GHz spectrum licences which we were committed
to in the prior financial year. Refer to note 14 for further details.
22.2 Operating lease commitments
Future lease payments for non-cancellable operating leases not
recorded in the financial statements:
Finance lease commitments
Within 1 year
Within 1 to 5 years
After 5 years
Total minimum lease payments
Future finance charges on finance leases
Present value of net future minimum lease
payments
The present value of finance lease
liabilities is as follows:
Within 1 year
Within 1 to 5 years
After 5 years
Total finance lease liabilities
Telstra Group
As at 30 June
2015
$m
2014
$m
113
180
195
488
99
191
154
444
(144)
(135)
344
309
93
139
112
344
78
155
76
309
Within 1 year
Within 1 to 5 years
After 5 years
Telstra Group
As at 30 June
2015
$m
570
2014
$m
476
1,368
1,003
2,941
1,273
1,029
2,778
We have operating leases for the following types of assets:
• rental of land and buildings
• rental of motor vehicles, caravan huts and trailers, mechanical
aids and heavy excavation equipment
• rental of personal computers, laptops, printers and other
related equipment that are used in non communications plant
activities.
The weighted average lease term is:
• 16 years for land and buildings
• 2 years for motor vehicles, 4 to 5 years for light commercial
vehicles, and 7 to 12 years for trucks and mechanical aids and
heavy excavation equipment
• 3 years for personal computers and related equipment.
The majority of our operating leases relate to land and buildings.
We have several subleases with total minimum lease payments of
$36 million (2014: $39 million) for the Telstra Group. Our property
operating leases generally contain escalation clauses, which are
fixed increases generally between 3 and 5 per cent, or increases
subject to the consumer price index or market rate. We do not have
any significant purchase options.
We have finance leases for the following types of assets:
• property lease in our controlled entity, Telstra Limited
• computer mainframes, computer processing equipment and
other related equipment.
The weighted average lease term is:
• 25 years for the property lease, with a remaining average life of
22 years
• 5 years for computer mainframes and associated equipment.
Interest rates for our finance leases are:
• property lease interest rate of 9.5 per cent
• computer mainframes, computer processing equipment
associated equipment weighted average interest rate of 5.8 per
cent.
We sublease computer mainframes, computer processing
equipment and other related equipment as part of the solutions
management and outsourcing services that we provide to our
customers. Refer to note 10 for further details on these finance
subleases.
During financial year 2013, we restructured the property head
leases held by Telstra Limited and entered into a lease back
transaction, whereby a finance lease asset and finance lease
liability of $52 million were recognised. The lease term is 25 years,
with two 10 year options to extend. There is no purchase option.
Rent is based on market prices, reviewed on an annual basis and
subject to a cap and collar of 5 per cent and 2 per cent
respectively.
Information on our share of our joint ventures’ commitments is
included in note 26.
142
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 23. CONTINGENT LIABILITIES AND CONTINGENT ASSETS
We have no significant contingent assets as at 30 June 2015. The
details and maximum amounts (where reasonable estimates can
be made) are set out below for our contingent liabilities.
23.1 Telstra Entity
Refer to note 30 for Telstra Entity contingent liabilities.
23.2 Other
Other contingent liabilities identified for the Telstra Group relate
to the ASIC deed of cross guarantee.
A list of the companies that are part of our deed of cross guarantee
is included in note 25. Each of these companies (except Telstra
Finance Limited) guarantees the payment in full of the debts of the
other named companies in the event of their winding up. Refer to
note 25 for further details.
Telstra Corporation Limited and controlled entities
143
Notes to the Financial Statements (continued)
NOTE 24. POST EMPLOYMENT BENEFITS
We participate in or sponsor defined benefit and defined
contribution schemes. It is our policy to contribute to the schemes
at rates specified in the governing rules for defined contribution
schemes or at rates determined by the actuaries for defined
benefit schemes.
The defined contribution divisions receive fixed contributions and
our legal or constructive obligation is limited to these
contributions.
The present value of our obligations for the defined benefit plans
is calculated by an actuary using the projected unit credit method.
This method determines each year of service as giving rise to an
additional unit of benefit entitlement and measures each unit
separately to calculate the final obligation.
Details of our defined benefit plans are set out below.
Fair value of defined benefit plan assets
Present value of the defined benefit obligation
Net defined benefit asset/(liability) at 30 June
Attributable to:
Telstra Super Scheme
Other
(b) Amounts recognised in the income statement and in other
comprehensive income
24.1 Net defined benefit plan asset/(liability)
(a) Historical summary
Our net defined benefit plan asset/(liability) recognised in the
statement of financial position for the current and previous
periods is as follows:
Telstra Group
As at 30 June
2014
$m
2,953
2,909
44
44
n/a
44
2013
$m
2,944
2,983
(39)
(42)
3
(39)
2012
$m
2,559
3,390
(831)
(825)
(6)
(831)
2011
$m
2,599
2,793
(194)
(205)
11
(194)
2015
$m
2,694
2,402
292
296
(4)
292
Components of the defined benefit plan expense recognised in the income statement
Service cost (including settlement gain)
Net interest (income)/expense on net defined benefit (asset)/liability
Total expense from continuing operations recognised in the income statement
Actuarial gain recognised directly in other comprehensive income
Cumulative actuarial gains recognised directly in other comprehensive income
Telstra Group
Year ended 30 June
2014
$m
2015
$m
61
(5)
56
107
10
117
233
117
312
79
24.2 Telstra Superannuation Scheme (Telstra Super)
The Telstra Entity participates in Telstra Super, a regulated fund in
accordance with Superannuation Industry Supervision Act
governed by the Australian Prudential Regulatory Authority.
Responsibility for governance of the plan, including investment
decisions and plan rules, rests solely with the board of directors of
Telstra Super. Contribution levels are determined by Telstra after
obtaining the advice of the actuary and consulting with the
Trustee. The board of directors comprises of an equal number of
member and employer representatives and an independent chair.
Telstra Super has both defined benefit and defined contribution
divisions. The defined benefit divisions, which are closed to new
members, provide benefits based on years of service and final
average salary paid as a lump sum. Post employment benefits do
not include payments for medical costs.
Contribution levels made to the defined benefit divisions are
designed to ensure that benefits accruing to members and
beneficiaries are fully funded as the benefits fall due. The benefits
received by members of each defined benefit division take into
account factors such as each employee’s length of service, final
average salary and employer and employee contributions.
144
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 24. POST EMPLOYMENT BENEFITS (continued)
24.2 Telstra Superannuation Scheme (Telstra Super)
(continued)
(d) Reconciliation of changes in the present value of the wholly
funded defined benefit obligation
Present value of defined benefit
obligation at beginning of year
Current service cost
Interest cost
Member contributions
Benefits paid
Actuarial (gain)/loss due to change in
financial assumptions
Actuarial gain due to change in
demographic assumptions
Actuarial loss/(gain) due to experience
Settlement/curtailment (gain)
Present value of wholly funded defined
benefit obligation at end of year
Telstra Super
As at 30 June
2015
$m
2014
$m
2,909
2,903
101
114
21
(554)
(144)
(29)
6
(26)
127
114
15
(327)
124
-
(34)
(13)
2,398
2,909
(e) Amounts recognised in the income statement and in other
comprehensive income
Components of the defined benefit plan
expense recognised in the income
statement
Service cost (including settlement gain)
Net interest (income)/expense on net
defined benefit (asset)/liability
Total expense from continuing
operations recognised in the income
statement
Telstra Super
Year ended 30 June
2014
$m
2015
$m
61
(5)
56
104
10
114
Actuarial gain recognised directly in other
comprehensive income
233
113
Cumulative actuarial gains recognised
directly in other comprehensive income
312
79
We engage qualified actuaries on an annual basis to calculate the
present value of the defined benefit obligations. Furthermore, an
actuarial investigation of this scheme is carried out at least every
three years to comply with the legislative requirement. The
purpose of the investigation is to assess the scheme’s financial
position and to recommend the rate at which Telstra should
contribute to the scheme.
Telstra Super is exposed to Australia’s inflation, credit risk,
liquidity risk and market risk. Market risk includes interest rate
risk, equity price risk and foreign currency risk. The strategic
investment policy of the fund is to build a diversified portfolio of
assets across equities, alternative investments, fixed interest
securities and cash to generate sufficient growth to match the
projected liabilities of the defined benefit plan while providing
appropriate liquidity to meet the expected timing of such
liabilities, in line with the fund’s actuarial reviews.
(a) Measurement dates
For Telstra Super, we use actual membership data as at 30 April,
details of assets, benefit payments and other cash flows as at 31
May and contributions as at 30 June to value the defined benefit
plan. The April and May figures were rolled forward to 30 June to
allow for changes in the membership and actual asset return.
The fair value of the defined benefit plan assets and the present
value of the defined benefit obligations are determined by our
actuaries. The details of the defined benefit divisions are set out in
the following pages.
(b) Defined benefit scheme settlement event
On 6 November 2014, 708 members covered by the defined benefit
scheme accepted a voluntary offer from Telstra Super to transfer
from the defined benefit scheme to a defined contribution
scheme. As a result, we settled all defined benefit obligations
relating to these employees and recognised a $28 million gain on
settlement. This is reflected in the settlement/curtailment (gain)
movement for the year.
(c) Reconciliation of changes in fair value of defined benefit plan
assets
Fair value of defined benefit plan assets
at beginning of year
Employer contributions
Member contributions
Benefits paid (including contributions tax)
Plan expenses after tax
Interest income on plan assets
Actual asset gain
Fair value of defined benefit plan assets
at end of year
Telstra Super
As at 30 June
2015
$m
2014
$m
2,953
2,862
75
54
(554)
(19)
119
66
86
44
(327)
(19)
104
203
2,694
2,953
The actual return on defined benefit plan assets was 6.5 per cent
(2014: 10.6 per cent).
Telstra Corporation Limited and controlled entities
145
Notes to the Financial Statements (continued)
NOTE 24. POST EMPLOYMENT BENEFITS (continued)
24.2 Telstra Superannuation Scheme (Telstra Super)
(continued)
(f) Categories of plan assets
The weighted average asset allocation as a percentage of the fair
value of total plan assets for defined benefit divisions as at 30
June is as follows:
(h) Sensitivity analysis of actuarial assumptions
The sensitivity analysis is based on a change in an assumption
while holding all other assumptions constant. The following table
summarises how the defined benefit obligation as at 30 June
would have increased/(decreased) as a result of a change in the
respective assumptions by 1 percentage point (1pp):
Asset allocations
Equity instruments
- Australian equity (a)
- International equity (a)
- Private equity
Debt instruments
- Fixed Interest (a)
Property
Cash and cash equivalents (a)
International hedge funds
Opportunities (a)
Telstra Super
As at 30 June
2015
%
2014
%
15
15
8
39
1
16
6
-
14
15
8
36
1
19
5
2
100
100
(a) These assets have quoted prices in active markets.
Telstra Super’s investments in debt and equity instruments
include bonds issued by, and shares in Telstra Corporation
Limited. Refer to note 29 for further details.
(g) Principal actuarial assumptions
We used the following major annual assumptions to determine our
defined benefit obligations for the year ended 30 June:
Discount rate
Expected rate of increase in future
salaries
Telstra Super
Year ended 30 June
2014
%
3.7
2015
%
4.3
3.5
3.5
Telstra Super
Defined benefit
obligation
1pp
increase
$m
(195)
1pp
decrease
$m
223
202
(180)
Discount rate (a)
Expected rate of increase in future
salaries (b)
(a) The present value of our defined benefit obligation is
determined by discounting the estimated future cash outflows
using a discount rate based on high quality corporate bond
securities (2014: government guaranteed securities) with due
dates similar to those of these expected cash flows.
For Telstra Super we have used a nine year high quality corporate
bond rate (2014: blended 10-year Australian government bond
rate) as the term matches the closest to the term of the defined
benefit obligations. Refer to note 2.20(b) for further information.
(b) Our assumption for the salary inflation rate for Telstra Super is
3.5 per cent, which is reflective of our long term expectation for
salary increases.
(i) Employer contributions
Our employer contributions are currently determined by the
funding deed we have with Telstra Super. Under the terms of the
deed, contributions are required to be made with reference to the
average vested benefits index (VBI). Our actual contribution rates
are also influenced by the actuary’s recommendations and
legislative requirements. At VBI levels greater than 103 per cent,
we are not required to pay any contributions under the funding
deed.
For the quarter ended 30 June 2015, the VBI was 112 per cent
(2014: 109 per cent). While no contributions are required under the
funding deed, consistent with the actuarial recommendation, we
have continued to contribute at a rate of 15 per cent of defined
benefit members’ salaries effective June 2015 (2014: 15 per cent).
During the year we paid contributions totalling $75 million (2014:
$86 million).
146
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 24. POST EMPLOYMENT BENEFITS (continued)
24.2 Telstra Superannuation Scheme (Telstra Super)
(continued)
(i) Employer contributions (continued)
We expect to continue to contribute at the rate of 15 per cent to our
defined benefit divisions for financial year 2016, although this is
subject to review in the actuarial investigation of Telstra Super as
at 30 June 2015 (to be completed by 31 March 2016 and
conducted every three years). This contribution rate could also
change depending on market conditions during financial year
2016.
The following table shows the expected proportion of benefits paid
from the defined benefit obligation in future years:
Less than 1 year
Between 2 and 4 years
Between 5 and 10 years
Between 11 and 19 years
Beyond 20 years
Telstra Super
Year ended 30 June
2014
%
4
2015
%
7
21
22
41
9
16
23
45
12
100
100
The average duration of the defined benefit plan obligation at the
end of the reporting period is 9 years (2014: 10 years).
24.3 Other defined benefit schemes
Our controlled entities also participate in both funded and
unfunded defined benefit schemes, which are individually and in
aggregate immaterial.
Telstra Corporation Limited and controlled entities
147
Notes to the Financial Statements (continued)
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES
25.1 List of our investments in controlled entities
Telstra Group
Name of entity
Parent entity
Telstra Corporation Limited (a)
Controlled entities
Chief Entertainment Pty Ltd
Research Resources Pty Ltd
Telstra 3G Spectrum Holdings Pty Ltd
Telstra Communications Limited (a)
Telstra ESOP Trustee Pty Ltd
Telstra Finance Limited (a)
Telstra Foundation Limited
Telstra Foundation (Philippines) Inc.
Telstra Growthshare Pty Ltd
Telstra SNP Monitoring Pty Ltd (f)
Telstra International (Aus) Limited (a)
Telstra Media Pty Ltd
Telstra Multimedia Pty Ltd (a)
Telstra OnAir Holdings Pty Ltd
Telstra Pay TV Pty Ltd (a)
Telstra Plus Pty Ltd (a)
Telstra Services Solutions Holdings Limited (a)
Telstra Ventures Pty Ltd (a)
Telstra Readycare Pty Ltd
CloudMed Pty Ltd (f)
AFN Solutions Pty Ltd (e) (f)
Medinexus Pty Ltd (f)
iCareHealth Pty Ltd (f)
Network Design and Construction Limited (a)
Fred IT Group Pty Ltd (d) (e)
• ERX Script Exchange Pty Ltd (e)
Telstra iVision Pty Ltd (a)
Cygnus Satellite Pty Ltd (f)
Globecast Australia Pty Ltd (c) (f)
• Mediasat Pty Ltd (c) (f)
Neto E-Commerce Solutions Pty Ltd (f)
• Neto (Hong Kong) Limited (f)
1300 Australia Pty Ltd
• Alpha Phone Words Pty Ltd
DCA eHealth Solutions Pty Ltd (a)
• Argus Connecting Care Pty Ltd
• Communicare EHealth Solutions Pty Ltd
• DCA Direct Health Pty Ltd (a)
• KCS Solutions Pty Ltd
Emerging Holdings Pty Ltd (f)
• Emerging Systems Pty Ltd (f)
• R&R Holdings Asia Pacific Pty Ltd (f)
Goodwin Enterprises (Vic) Pty Ltd (a)
• O2 Networks Pty Ltd (a)
(continued over page)
Telstra Entity’s
recorded amount
of investment ($)
As at 30 June
2014
2015
% of equity held by
immediate parent
As at 30 June
2014
2015
Country of
incorporation
$m
$m
%
%
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Philippines
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Hong Kong
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
-
-
302
29
-
-
-
-
-
20
5
393
2,678
478
-
-
303
173
2
19
6
4
26
20
27
-
41
5
37
-
18
-
20
-
44
-
-
-
-
14
-
-
16
-
-
-
302
29
-
-
-
-
-
-
2
393
2,678
478
-
-
303
-
-
-
-
-
-
20
27
-
41
-
-
-
-
-
20
-
44
-
-
-
-
-
-
-
16
-
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
51.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
87.5
100.0
50.1
100.0
100.0
100.0
50.0
100.0
100.0
100.0
100.0
100.0
51.0
100.0
85.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
31.6
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
-
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
-
-
-
-
-
100.0
50.0
100.0
100.0
-
-
-
-
-
85.0
100.0
100.0
100.0
100.0
100.0
100.0
-
-
-
100.0
31.6
148
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES (continued)
25.1 List of our investments in controlled entities (continued)
Telstra Group
Name of entity
Kelzone Pty Ltd (a)
• O2 Networks Pty Ltd (a)
Prentice Management Consulting Pty Ltd (a)
• O2 Networks Pty Ltd (a)
O2 Networks Pty Ltd (a)
• Bridge Point Communications Pty Ltd (a) (f)
NSC Group Pty Ltd (a)
• NSC Enterprise Solutions Pty Ltd (a)
• NSC NZ Limited
Telstra Holdings Pty Ltd (a)
• Pacnet Limited (c) (f) (i)
Country of
incorporation
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
New Zealand
Australia
Bermuda
• Asia Communications Investment Holdings (Taiwan) Ltd (c) (f) (i) Taiwan
• Pacnet Services Corporation Limited (c) (f) (i)
• Pacnet Internet (S) Pte Ltd (c) (e) (f) (i)
• Pacnet Network Limited (c) (f) (i)
• Pacnet Cable Group Limited (c) (f) (i)
• Autohome Inc.(c)(d)(g)
• Cheerbright International Holdings Limited (c)
• Beijing Cheerbright Technologies Co. Ltd (c)
• Autohome (Tianjin) Automobile Sales Co. Ltd (c) (f)
• Autohome (Hong Kong) Limited (c)
• Autohome Media Limited (c)
• Autohome Shanghai Advertising Co. Ltd (c)
• Beijing Prbrownies Software Co. Ltd (c)
• Beijing Autohome Technologies Co. Ltd (c)
• Tianjin Autohome Technologies Co. Ltd (c) (f)
• Beijing Autohome Advertising Co. Ltd (c)
• Guangzhou Autohome Advertising Co. Ltd (c)
• Beijing Australia Telecommunications Technical Consulting
Services Co. Ltd
• Reach Holdings Limited (c)
• Reach Network India Private Limited (c)
• Reach Data Services India Private Limited (c)
• Sequel Media Inc. (h)
• China Topside Limited (h)
• Beijing Topside Technologies Co. Ltd (h)
• Norstar Advertising Media Holdings Limited (h)
• Shengtuo Shidai (Beijing) Information Technology Co. Ltd (h) China
• Union Tough Advertisement Limited (h)
• Haochen Shidai (Beijing) Advertisement Co. Ltd (h)
• Telstra Asia Holdings Limited (c)
• Telstra Octave Holdings Limited (b)
• Octave Investments Holdings Limited (b)
• Sharp Point Group Limited (h)
• Beijing Liang Dian Shi Jian Technology Co. Ltd (h)
• Telstra Robin Holdings Limited (b)
• Telstra Asia Limited (c)
• Telstra SE Asia Holdings Limited (c)
• PT Reach Network Services Indonesia
(continued over page)
Telstra Corporation Limited and controlled entities
Bermuda
Singapore
Bermuda
Bermuda
Cayman Islands
British Virgin Islands
China
China
Hong Kong
Hong Kong
China
China
China
China
China
China
China
Mauritius
India
India
Cayman Islands
British Virgin Islands
China
Cayman Islands
Hong Kong
China
British Virgin Islands
British Virgin Islands
British Virgin Islands
British Virgin Islands
China
British Virgin Islands
British Virgin Islands
British Virgin Islands
Indonesia
Telstra Entity’s
recorded amount
of investment ($)
As at 30 June
2014
2015
% of equity held by
immediate parent
As at 30 June
2014
2015
$m
16
-
16
-
22
-
45
-
-
8,012
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$m
16
-
16
-
9
-
45
-
-
7,474
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
%
100.0
31.7
100.0
31.7
5.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
54.3
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
99.9
99.9
-
-
-
-
-
-
-
100.0
-
-
-
-
-
100.0
100.0
90.0
%
100.0
31.7
100.0
31.7
5.0
-
100.0
100.0
100.0
100.0
-
-
-
-
-
-
63.2
100.0
100.0
-
100.0
100.0
100.0
100.0
100.0
-
100.0
100.0
100.0
100.0
99.9
99.9
55.0
100.0
100.0
100.0
100.0
100.0
30.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
90.0
149
Notes to the Financial Statements (continued)
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES (continued)
25.1 List of our investments in controlled entities (continued)
Telstra Group
Name of entity
• Telstra Asia Regional Holdings Limited (c)
• Telstra Malaysia Sdn. Bhd.
• Telstra (Thailand) Limited (d)
• Telstra Network (Thailand) Limited
• Telstra Network (Thailand) Limited
• Telstra Philippines Holdings Limited (c)
• Incomgen Holdings Inc. (d)
• Telstra Web Holdings Inc.
• Telstra Philippines Inc.
• Telstra Philippines Inc.
• Telstra Web Holdings Inc.
• Thai Cyber Web Co. Ltd (d)
• Telstra Global Holdings Limited
• Telstra International Limited
• Telstra Global Limited
• Telstra Limited
• Dr Foster Intelligence Limited (c) (f)
• Dr Foster Research Limited (c) (f)
• Dr Foster Limited (c) (f)
• Dr Foster Inc. (c) (f)
• Telstra Holdings (Bermuda) No 1 Limited
• Telstra Holdings (Bermuda) No 2 Limited
• Telstra Holdings Singapore Pte. Ltd
• PT Teltranet Aplikasi Solusi (d) (f)
• Telstra Inc.
• Telstra India (Private) Limited (c)
• Telstra International HK Limited
• Telstra International Holdings Limited
• Telstra International Philippines Inc.
• Telstra International PNG Limited (c)
• Telstra Japan K. K.
• Telstra Network Services NZ limited
• Telstra NZ Limited
• Telstra Services Korea Limited
• Telstra Singapore Pte. Ltd
• Telstra Technology Services (Hong Kong) Limited
• Telstra Telecommunications Private Limited (c)
• Willoughby (602) Limited
• Telstra Software Group Pty Ltd (f)
• Ooyala Holdings Inc. (c) (f)
• Ooyala Inc. (c) (f)
• Ooyala International Inc. (c) (f)
• Ooyala Mexico, S. De R.L.De C.V. (c) (f)
• Ooyala Singapore Pte Ltd (c) (f)
• Ooyala Australia Pty Ltd (c) (f)
• Ooyala UK Limited (c) (e) (f)
• Videoplaza AB (c) (e) (f)
• Videoplaza Limited (c) (e) (f)
(continued over page)
Telstra Entity’s
recorded amount
of investment ($)
As at 30 June
2014
2015
% of equity held by
immediate parent
As at 30 June
2014
2015
$m
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$m
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
%
100.0
51.0
49.0
68.0
32.0
100.0
40.0
60.0
60.0
40.0
40.0
48.8
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
49.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
74.0
100.0
100.0
97.3
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
%
100.0
51.0
49.0
68.0
32.0
100.0
40.0
60.0
60.0
40.0
40.0
48.8
100.0
100.0
100.0
100.0
-
-
-
-
100.0
100.0
100.0
-
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
100.0
74.0
100.0
-
-
-
-
-
-
-
-
-
-
Country of
incorporation
British Virgin Islands
Malaysia
Thailand
Thailand
Thailand
British Virgin Islands
Philippines
Philippines
Philippines
Philippines
Philippines
Thailand
British Virgin Islands
Hong Kong
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United States
Bermuda
Bermuda
Singapore
Indonesia
United States
India
Hong Kong
Bermuda
Philippines
Papua New Guinea
Japan
New Zealand
New Zealand
Republic of Korea
Singapore
Hong Kong
India
United Kingdom
Australia
United States
United States
United States
Mexico
Singapore
Australia
United Kingdom
Sweden
United Kingdom
150
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES (continued)
25.1 List of our investments in controlled entities (continued)
Telstra Group
Country of
incorporation
United Kingdom
United Kingdom
United Kingdom
Spain
Australia
Telstra Entity’s
recorded amount
of investment ($)
As at 30 June
2014
2015
% of equity held by
immediate parent
As at 30 June
2014
2015
%
100.0
100.0
100.0
100.0
100.0
%
-
-
-
-
-
$m
-
-
-
-
-
12,791
(8,579)
4,212
$m
-
-
-
-
3
11,916
(7,635)
4,281
Name of entity
• Nativ Holdings Limited (c) (f)
• Nativ Limited (c) (f)
• Nativ Systems Limited (c) (f)
• Aunia Publicidad Interactiva SLU (Spain) (c) (f)
• muru-D Pty Ltd (h)
Investment in controlled entities
Allowance for impairment in value
Total Investment in controlled entities
*We have not disclosed dormant entities.
(a) ASIC deed of cross guarantee financial information
A deed of cross guarantee, as defined in ASIC Class Order 98/1418
(Class Order), was entered into on 17 May 2010.
The following entities form part of the deed of cross guarantee:
• Telstra Corporation Limited
• Telstra Multimedia Pty Ltd
• Telstra International (Aus) Limited
• Telstra Pay TV Pty Ltd
• Telstra Ventures Pty Ltd
• Telstra iVision Pty Ltd
• Telstra Communications Limited
• Telstra Holdings Pty Ltd
• Network Design and Construction Limited
• Telstra Services Solutions Holdings Limited
• NSC Group Pty Ltd
• NSC Enterprise Solutions Pty Ltd
• DCA eHealth Solutions Pty Ltd
• DCA Direct Health Pty Ltd
• Kelzone Pty Ltd
• Goodwin Enterprises (Vic) Pty Ltd
• Prentice Management Consulting Pty Ltd
• O2 Networks Pty Ltd.
The following entities were added via an assumption deed on 22
June 2015:
• Telstra Plus Pty Ltd
• Bridge Point Communications Pty Ltd.
Telstra Finance Limited is trustee of the closed group. However, it
is not a group entity under the deed.
The relevant group entities under the deed:
• form a closed group and extended closed group as defined in the
ASIC Class Order 98/1418 (Class Order)
• do not have to prepare and lodge audited financial reports under
the Corporations Act 2001
• guarantee the payment in full of the debts of the other parties to
the deed in the event of their winding up.
Telstra Corporation Limited and controlled entities
151
Notes to the Financial Statements (continued)
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES (continued)
25.1 List of our investments in controlled entities (continued)
(a) ASIC deed of cross guarantee financial information (continued)
The statement of financial position and statement of comprehensive income of the closed group are presented according to the Class
Order as follows. This excludes Telstra Finance Limited. All significant transactions between members of the closed group have been
eliminated.
Closed group statement of financial position
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Derivative financial assets
Current tax receivables
Prepayments
Total current assets
Non current assets
Trade and other receivables
Inventories
Investments - accounted for using the equity method
Investments in controlled entities
Investments - other
Property, plant and equipment
Intangible assets
Deferred tax assets
Derivative financial assets
Defined benefit asset
Total non current assets
Total assets
Current liabilities
Trade and other payables
Provisions
Borrowings
Derivative financial liabilities
Current tax payables
Revenue received in advance
Total current liabilities
Non current liabilities
Other payables
Provisions
Borrowings
Derivative financial liabilities
Deferred tax liabilities
Revenue received in advance
Total non current liabilities
Total liabilities
Net assets
Equity
Share capital
Reserves
Retained profits
Equity available to the closed group
Closed group
As at 30 June
2015
$m
2014
$m
485
3,785
479
7
8
294
5,058
1,152
32
196
2,674
136
19,162
7,443
-
1,790
296
32,881
37,939
3,558
954
1,967
214
257
890
7,840
66
267
14,058
911
1,401
402
17,105
24,945
12,994
5,156
3,429
361
23
2
315
9,286
966
29
196
1,536
126
19,391
6,064
1
1,322
44
29,675
38,961
3,525
925
3,618
400
259
852
9,579
63
259
13,484
1,169
1,238
375
16,588
26,167
12,794
5,198
(54)
7,850
12,994
5,719
(118)
7,193
12,794
152
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES (continued)
25.1 List of our investments in controlled entities (continued)
(a) ASIC deed of cross guarantee financial information (continued)
Closed group statement of comprehensive income
Continuing operations
Income
Revenue (excluding finance income)
Other income
Expenses
Labour
Goods and services purchased
Other expenses
Share of net profit from joint ventures and associated entities
Earnings before interest, income tax expense, depreciation and amortisation (EBITDA)
Depreciation and amortisation
Earnings before interest and income tax expense (EBIT)
Finance income
Finance costs
Net finance costs
Profit before income tax expense
Income tax expense
Profit for the year from continuing operations
Profit for the year from continuing and discontinued operations available to the closed group
Items that will not be reclassified to the closed group income statement
Retained profits:
- actuarial gain on defined benefit plans
- income tax on actuarial gain on defined benefit plans
Fair value of equity instruments reserve:
- gains from investments in equity instruments designated at fair value through other comprehensive
income
- income tax on gains from investments in equity instruments
Items that may be subsequently reclassified to the closed group income statement
- changes in fair value of cash flow hedging reserve
- income tax on movements in the cash flow hedging reserve
- changes in the value of the foreign currency basis spread reserve
- income tax on movements in the foreign currency basis spread reserve
Total other comprehensive income for the closed group
Total comprehensive income for the year for the closed group
Retained profits reconciliation
Retained profits at the beginning of the financial year available to the closed group
Effect on retained profits from removal of entities from the closed group
Effect on retained profits from addition of entities to the closed group
Share buy-back (net of income tax)
Total comprehensive income recognised in retained profits
Dividends
Retained profits at the end of the financial year available to the closed group
Closed group
Year ended 30 June
2014
$m
2015
$m
24,773
930
25,703
4,428
6,500
3,866
14,794
19
14,775
10,928
3,822
7,106
148
840
692
6,414
1,781
4,633
4,633
233
(69)
7
(1)
170
11
(3)
72
(22)
58
228
4,861
7,193
-
53
(494)
4,803
(3,699)
7,856
25,493
441
25,934
4,349
5,730
5,681
15,760
24
15,736
10,198
3,798
6,400
152
1,096
944
5,456
1,780
3,676
3,676
114
(34)
-
-
80
(45)
15
-
-
(30)
50
3,726
6,725
257
-
-
3,756
(3,545)
7,193
Telstra Corporation Limited and controlled entities
153
Notes to the Financial Statements (continued)
NOTE 25. INVESTMENTS IN CONTROLLED ENTITIES (continued)
25.1 List of our investments in controlled entities
(continued)
We have control over Fred IT Group Pty Ltd and PT Teltranet
Aplikasi Solusi through our decision making ability on the board.
(b) Liquidations
During the year the following entities were liquidated:
• Telstra Octave Holdings Limited (liquidated on 12 December
(e) Controlled entities not individually audited by EY
These companies are not audited by EY, our Australian statutory
auditor.
(f) New incorporations and business combinations
On 8 August 2014 we incorporated Ooyala Holdings Inc. in which
we held a 98.9 per cent shareholding. On 29 June 2015, our
shareholding reduced to 97.3 per cent, following the issuance of
equity as part of the consideration to acquire Nativ Holdings
Limited. Refer to note 20.
On 12 December 2014 we incorporated PT Teltranet Aplikasi
Solusi in which we own 49 per cent.
On 10 November 2014 we incorporated CloudMed Pty Ltd in which
we own 100 per cent.
Refer to note 20 for details of business combinations for the
financial year 2015.
(g) Changes in controlling interest
During the year we decreased our ownership of Autohome Inc.
from 63.2 per cent at 30 June 2014 to 54.3 per cent at 30 June
2015, via share buy-back, subsequent initial public offering and
employee share issues. None of these transactions resulted in a
change of control. Changes in valuation of non-controlling
interests resulting from these transactions are recorded in the
general reserve. Refer to note 20 for further details.
(h) Sales and disposals
Refer to note 20 for details of sales and disposals of our controlled
entities.
We transferred our 100 per cent shareholding in muru-D Pty Ltd to
Telstra Software Group Pty Ltd during the financial year.
(i) Pacnet
We acquired Pacnet Limited and its wholly and partly owned
controlled entities on 15 April 2015. Given the size of the Pacnet
structure we have only disclosed the holding entities within this
group. We have not disclosed all of the trading entities nor all of
the holding and partly owned entities.
2014)
• Octave Investments Holdings Limited (liquidated on 12
December 2014)
• Telstra Robin Holdings Limited (liquidated on 28 November
2014).
(c) Controlled entities with different reporting dates
The following companies have reporting dates that differ from our
reporting date of 30 June for the financial year 2015:
31 December:
• Autohome Inc. and its controlled entities
• Telstra Asia Holdings Limited
• Telstra Asia Limited
• Telstra SE Asia Holdings Limited
• Telstra Asia Regional Holdings Limited
• Telstra Philippines Holdings Limited
• Telstra International PNG Limited
• Reach Holdings Limited
• Dr Foster Intelligence Limited and its controlled entities
• Globecast Australia Pty Ltd and its controlled entity
• Ooyala Holdings Inc. and its controlled entities
• Pacnet Limited and its controlled entities.
31 March:
• Reach Network India Private Limited
• Reach Data Services India Private Limited
• Telstra India (Private) Limited
• Telstra Telecommunications Private Limited.
These entities have different reporting dates due to jurisdictional
requirements. Financial reports prepared as at 30 June are used
for consolidation purposes.
(d) Controlled entities in which our equity ownership is less than
or equal to 50 per cent
We have no direct equity interest in the following entities within
the Autohome Inc. (Autohome) group:
• Beijing Autohome Information Technology Co. Ltd
• Shanghai You Che You Jia Advertising Co. Ltd
• Guangzhou You Che You Jia Advertising Co. Ltd.
The purpose of these entities is to hold the licences and approvals
required to operate Autohome’s internet content provision and
advertising business in China. Laws and regulations in the
People’s Republic of China (PRC) currently limit foreign ownership
of such companies, therefore Autohome’s operations in China are
conducted primarily through contractual agreements between
these entities and Beijing Cheerbright Technologies Co. Ltd. The
contractual arrangements enable Autohome to exercise effective
control over the entities, receive substantially all of the economic
benefits of the entities and have exclusive options to purchase all
of the equity interests in these entities when and to the extent
permitted under PRC law. Based on this, we have consolidated the
financial results, financial position and cash flows of these
entities into our Telstra Group financial report.
We have effective control over the following entities through
economic dependency and contractual arrangements with the
majority shareholders and have consolidated them into our group:
• Telstra (Thailand) Limited
• Incomgen Holdings Inc.
• Thai Cyber Web Co. Ltd.
154
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 26. INVESTMENTS IN JOINT VENTURES AND ASSOCIATED ENTITIES
Investments in joint ventures accounted for using the equity method
Investments in joint ventures
Carrying amount of investments in joint ventures
Investments in associated entities accounted for using the equity method
Investments in associated entities
Allowance for impairment in value
Carrying amount of investments in associated entities
26.1 List of our investments in joint ventures and
associated entities
Name of Entity
Principal activities
Joint ventures
Foxtel Partnership (e)(f)
Foxtel Television Partnership (e)(f)
Customer Services Pty Ltd (e)(f)
Foxtel Management Pty Ltd (e)(f)
Foxtel Cable Television Pty Ltd (a)(e)(f)
Reach Ltd (incorporated in Bermuda) (d)(e)(f)
3GIS Pty Ltd (d)(e)
HealthEngine Pty Ltd (b)(e)
Associated entities
Australia-Japan Cable Holdings Limited (incorporated
in Bermuda) (d)(e)(f)
Telstra Super Pty Ltd (a)(e)(f)
Mandoe Pty Ltd (e)
IPscape Pty Ltd (e)
Whispir Limited (c)(e)
IP Health Pty Ltd (e)
Project Sunshine I Pty Ltd (c)(e)
Adnear Pte Ltd (incorporated in Singapore)(c)(d)(e)
Panviva Pty Ltd (e)
Gorilla Technology Group Inc (incorporated in the
Cayman Islands, principal place of business in
Taiwan)(c)(d)(e)
Zimperium Inc (incorporated in the United States of
America)(c)(d)(e)
Dacom Crossing Inc (incorporated in Korea) (d)(e)(f)
enepath Group Holdings Pte Ltd (incorporated in
Singapore)(d)(e)
Pay television
Pay television
Customer service
Management services
Pay television
International connectivity services
Management of former 3GIS Partnership (non-
operating)
Online healthcare booking
Network cable provider
Superannuation trustee
Signage software provider
Cloud based call centre solution
Software as a solution provider
Software development
Holding entity of Sensis Pty Ltd (directory services)
Advertiser focused demand side platform provider
Cloud based business process guidance software
Video analytics software provider
Mobile security system provider
Network cable provider
Voice software provider
Unless otherwise noted, all investments have a reporting date of
30 June, are incorporated in Australia and our voting power is the
same as our ownership interest.
Telstra Group
As at 30 June
2015
$m
2014
$m
5
5
221
(25)
196
201
4
4
216
(24)
192
196
Telstra Group
Ownership interest
As at 30 June
2015
%
2014
%
50.0
50.0
50.0
50.0
80.0
50.0
50.0
34.8
46.9
100.0
28.4
27.3
23.7
32.1
30.0
12.3
22.4
9.3
19.8
49.0
13.4
50.0
50.0
50.0
50.0
80.0
50.0
50.0
33.3
46.9
100.0
26.7
24.9
18.0
32.1
30.0
-
-
-
-
-
-
Telstra Corporation Limited and controlled entities
155
Notes to the Financial Statements (continued)
NOTE 26. INVESTMENTS IN JOINT VENTURES AND ASSOCIATED ENTITIES (continued)
26.1 List of our investments in joint ventures and
associated entities (continued)
(a) Joint ventures and associated entities in which we own more
than 50 per cent equity
• We own 80 per cent of the equity of Foxtel Cable Television Pty
Ltd. This entity is disclosed as a joint venture because our
effective voting power is restricted to 50 per cent due to the
participative rights of the other equity shareholder and we have
joint control
• We own 100 per cent of the equity of Telstra Super Pty Ltd, the
trustee for the Telstra Superannuation Scheme. We do not
consolidate Telstra Super Pty Ltd as we do not control the board
of directors. The board of directors consists of an equal number
of employer and member representatives and an independent
chairman. Our voting power over the relevant activities is 44 per
cent, which is equivalent to our representation on the board. The
entity is therefore classified as an associated entity as we have
significant influence over it.
(b) Joint ventures in which we own less than or equal to 50 per
cent equity
We own 34.8 per cent (2014: 33.3 per cent) of HealthEngine Pty Ltd
and we have joint control through our decision making ability on
the board.
(c) Associated entities in which we own less than or equal to 20
per cent equity
We own less than 20 per cent of Adnear Pte Ltd, enepath Group
Holdings Pte Ltd, Zimperium Inc. and Gorilla Technology Group
Inc., however we have significant influence over these entities
through our decision making ability on the board.
(d) Joint ventures and associated entities with different
reporting dates
Several of our joint ventures and associated entities have
reporting dates that differ from our reporting date of 30 June for
financial year 2015, as follows:
• Reach Ltd - 31 December
• 3GIS Pty Ltd - 31 December
• Australia-Japan Cable Holdings Limited - 31 December
• Dacom Crossing Inc. - 31 December
• Gorilla Technology Group Inc - 31 December
• Zimperium Inc. - 31 December
• Adnear Pte Ltd - 31 December
• enepath Group Holdings Pte Ltd - 31 March
The differences in reporting dates are due to jurisdictional
requirements. Financial reports prepared as at 30 June are used
for equity accounting purposes. Our ownership interest in joint
ventures and associated entities with different reporting dates is
the same at that reporting date as at 30 June unless otherwise
noted.
(e) Other disclosures for joint ventures and associated entities
The movements in the consolidated equity accounted amount of
our joint ventures and associated entities are summarised as
follows:
Telstra Group
Year ended/As at 30 June
Joint ventures
2015
$m
4
2014
$m
5
Associated entities
2014
$m
13
2015
$m
192
2
-
-
-
6
(1)
-
-
5
4
6
2
(2)
-
-
5
(1)
-
-
4
5
4
46
-
-
(2)
236
20
(15)
(45)
196
-
-
158
-
(1)
(2)
168
25
(1)
-
192
-
-
Carrying amount of investments at beginning of year
Additional investments made during the year
Disposal of investments during the year
Investment reclassifed to equity instruments during the year
Impairment loss recognised in the income statement
Share of net profit/(loss) for the year (a)
Dividends received (b)
Capital return (b)
Carrying amount of investments at end of year
Our share of contingent liabilities of joint ventures and associated entities
Our share of capital commitments contracted for by our joint ventures and
associated entities
(a) Share of the net profit/(loss) from associated entities includes
a $22 million profit (1 March 2014 to 30 June 2014: $24 million)
from our 30 per cent investment in Project Sunshine I Pty Ltd, the
holding company of the Sensis Group.
(b) During the year, Project Sunshine I Pty Ltd returned capital of
$45 million and paid dividends of $14 million (2014: nil).
156
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 26. INVESTMENTS IN JOINT VENTURES AND ASSOCIATED ENTITIES (continued)
26.1 List of our investments in joint ventures and
associated entities (continued)
Full financial information of the Foxtel Partnership and its
controlled entities is presented in the table below:
(e) Other disclosures for joint ventures and associated entities
(continued)
(i) Commitments
Our joint venture Foxtel has other commitments amounting to
approximately $2,779 million (2014: $4,658 million), with our
share equal to 50 per cent. Majority of these commitments relate
to broadcasting and minimum subscriber guarantees (MSG) for
pay television programming agreements. The reduction in
commitments resulted mainly from new agreements for pay
television programming signed by Foxtel during the period. The
agreements are for the periods of between one and five years and
are based on current prices and costs under agreements entered
into between the Foxtel Partnership and various other parties. The
minimum subscriber payments fluctuate in accordance with price
escalation, as well as foreign currency movements.
(ii) Other disclosures
Our joint venture Foxtel includes Foxtel Partnership and its
controlled entities, Foxtel Television Partnership, Customer
Services Pty Ltd, Foxtel Cable Television Pty Ltd and Foxtel
Management Pty Ltd and its controlled entities. Foxtel is not a
publicly listed entity.
Telstra has a strategic partnership with Foxtel primarily delivering
subscription television services over cable, satellite and
broadband to our customers in Australian regional and
metropolitan areas.
Equity accounting of our investment in Foxtel is currently
suspended. Refer to section (f) for further details.
Current assets
Non current assets
Total assets
Current liabilities
Non current liabilities
Total liabilities
Net liabilities
Foxtel joint venture
Year ended 30 June
2014
$m
526
2015
$m
600
3,140
3,740
933
3,166
4,099
2,989
3,515
816
3,068
3,884
(359)
(369)
Cash and cash equivalents
Current financial liabilities (a)
41
8
34
37
Non current financial liabilities (a)
3,134
3,034
Revenue
Expenses
Depreciation and amortisation
Interest income
Interest expense
Other finance costs
Income tax expense
Profit for the year
Other comprehensive income
Total comprehensive income for the year
3,165
2,267
3,107
2,120
387
1
235
2
36
239
23
262
394
1
236
11
24
323
(40)
283
(a) Financial liabilities exclude trade and other payables and
provisions.
Telstra Corporation Limited and controlled entities
157
Notes to the Financial Statements (continued)
NOTE 26. INVESTMENTS IN JOINT VENTURES AND ASSOCIATED ENTITIES (continued)
26.1 List of our investments in joint ventures and
associated entities (continued)
(e) Other disclosures for joint ventures and associated entities
(continued)
(ii) Other disclosures (continued)
We also have interests in a number of individually immaterial joint
ventures and associated entities. Our share of the aggregate
financial information (including joint ventures and associated
entities where equity accounting has been suspended) is
presented in the table below:
Profit/(loss) for the year
Other comprehensive income
Total comprehensive income
(f) Suspension of equity accounting
Our unrecognised share of (profits)/losses for the period and
cumulatively, for our entities where equity accounting has ceased
and the investment is recorded at zero due to losses made by
these entities and/or reductions in the equity accounted carrying
amount, is shown below:
Joint ventures
Foxtel
Reach Ltd
Associated entities
Australia - Japan Cable Holdings Limited
Equity accounting has been suspended for Telstra Super Pty Ltd.
There is no significant unrecognised (profits)/losses in this entity.
A $125 million (2014: $165 million) distribution was received from
Foxtel during the year. This has been recorded as revenue in the
income statement. Our share of Foxtel's profit for the year of $119
million together with our share of reserve movements of $12
million exceeded the $125 million distribution, resulting in a net
decrease in our cumulative share of unrecognised losses in Foxtel.
Telstra Group
Year ended 30 June
Joint ventures
2015
$m
1
(18)
(17)
2014
$m
(2)
1
(1)
Associated entities
2014
$m
36
2015
$m
35
(9)
26
1
37
Telstra Group
Year ended 30 June
Cumula-
tive
2015
$m
Period
2014
$m
Cumula-
tive
2014
$m
179
556
101
836
31
-
(11)
20
185
558
115
858
Period
2015
$m
(6)
(2)
(14)
(22)
158
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 27. EMPLOYEE SHARE PLANS
The executives are able to vote and receive dividends as and from
the actual allocation date. Performance hurdles are applied in
determining the number of restricted shares allocated and
therefore restricted shares are not subject to any further
performance hurdles.
(ii) Summary of movements and other information
Allocations of Telstra’s shares have been made in the form of
restricted shares under our STI plans and are detailed in the
following table:
Telstra Group
Restricted shares (a)
Weighted
average fair
value (b)
3.10
3.96
2.98
3.67
3.46
5.64
3.50
4.43
4.07
Number
4,048,652
3,156,996
(162,702)
(928,022)
6,114,924
2,460,563
(378,465)
(923,108)
7,273,914
Outstanding at 30 June 2013
Granted
Forfeited
Exercised (c)
Outstanding at 30 June 2014
Granted
Forfeited
Exercised (c)
Outstanding at 30 June 2015 (d)
(a) The weighted average share price for restricted shares
exercised during the financial year was $5.59 (2014: $5.01).
(b) The fair value of restricted shares granted is based on the
market value of Telstra shares on grant date.
(c) Exercise refers to restricted shares being released from
restriction. As at 30 June 2015, there were no exercisable STI
instruments.
(d) The number outstanding includes restricted shares that are
subject to a restriction period.
(b) Long term incentive (LTI) plans
The purpose of LTI plans is to align key executives’ rewards with
shareholders’ interests and reward performance improvement
whilst supporting business plans and corporate strategies.
Telstra Growthshare Pty Ltd administers the plans as trustee of
the Telstra Growthshare trust, and the Remuneration Committee
and the Board determine who is invited to participate in these
plans.
Performance of the LTI plans is measured with respect to the
relevant performance period and subject to subsequent
verification, ratification and sign off by the Remuneration
Committee and approval by the Board.
We have a number of employee share plans that are available for
executives and employees of the Telstra Group. These include
those conducted through the Telstra Growthshare Trust, the
Telstra Employee Share Ownership Plan Trust (TESOP99) and our
controlled entity Autohome Inc.
The nature of each plan, details of plan holdings, movements in
holdings, and other relevant details are disclosed below.
27.1 Telstra Growthshare Trust
The Telstra Growthshare Trust commenced in financial year 2000.
Under the trust, we operate a number of different equity plans,
including:
• short term incentive plans
• long term incentive plans
• other equity plans.
The trustee for the trust is Telstra Growthshare Pty Ltd. This
company is 100 per cent owned by Telstra. Funding is provided to
the Telstra Growthshare Trust to purchase Telstra shares to
underpin the equity instruments issued.
In financial year 2015, we recorded an expense of $40 million
(2014: $37 million) for our share-based payment plans operated
by the Telstra Growthshare Trust. As at 30 June 2015, we had an
estimated total expense yet to be recognised of $28 million (2014:
$29 million), which is expected to be recognised over a weighted
average of 1.7 years (2014: 1.7 years).
(a) Short term incentive (STI) plans
The purpose of the STI is to link key executives’ rewards to
individual key performance indicators and to Telstra's financial
performance. The STI is delivered in cash and restricted shares
and the executive is paid an annual STI only when the threshold
targets are met or exceeded.
(i) Description of equity instruments
Restricted shares
For financial years 2015, 2014, 2013 and 2012, the Board
approved 25 per cent of executives’ STI to be allocated as
restricted shares. The effective allocation dates were 1 July 2015,
1 July 2014, 1 July 2013 and 17 August 2012 for financial years
2015, 2014, 2013 and 2012 respectively.
For Telstra’s Executive Committee, half these shares are
restricted for 12 months and half for 24 months. For other
executives, these shares are restricted for three years from their
effective allocation date.
The shares will be forfeited in certain circumstances where the
executive ceases, before the end of the restriction period, to be
employed by any entity in the Telstra Group. However, in certain
other circumstances the shares may be retained if the executive
ceases employment, for example in case of death, total and
permanent disablement or redundancy (in each case subject to
applicable law relating to the provision of benefits).
Restricted shares may also be retained if the executive ceases
employment due to retirement or expiry of a fixed term contract,
providing that notice of retirement or fixed term contract expiry is
more than six months after the actual allocation date. Restricted
shares allocated in financial years 2015, 2014 and 2013 may be
forfeited if certain clawback events occur during the restriction
period.
Telstra Corporation Limited and controlled entities
159
Notes to the Financial Statements (continued)
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Growthshare Trust (continued)
(b) Long term incentive (LTI) plans (continued)
(i) Outstanding equity based instruments
Allocations have been made over a number of years in the form of
performance rights and restricted shares under our LTI plans.
These represent a share or a right to acquire a share in Telstra
subject to certain conditions. Further information regarding each
type of LTI plan that was outstanding during the year is detailed in
the following table:
Allocation date
Telstra Group
Performance period
to
from
Exercise price
End date (a)
Growthshare 2011
RTSR performance rights
FCF ROI performance rights
Growthshare 2012
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
Growthshare 2013
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
20 Aug 2010
1 Jul 2010
30 Jun 2013
20 Aug 2010
1 Jul 2010
30 Jun 2013
19 Apr 2012
n/a
n/a
19 Aug 2011
1 Jul 2011
30 Jun 2014
19 Aug 2011
1 Jul 2011
30 Jun 2014
21 Feb 2013
n/a
n/a
17 Aug 2012
1 Jul 2012
30 Jun 2015
17 Aug 2012
1 Jul 2012
30 Jun 2015
GE Telstra Wholesale restricted shares
17 Aug 2012
Growthshare 2014
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
Growthshare 2015
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
28 Feb 2014
1 Jul 2013
1 Jul 2013
1 Jul 2013
27 Feb 2015
1 Jul 2014
1 Jul 2014
1 Jul 2014
n/a
n/a
n/a
n/a
1 Jul 2013
30 Jun 2016
1 Jul 2013
30 Jun 2016
n/a
n/a
n/a
n/a
1 Jul 2014
30 Jun 2017
1 Jul 2014
30 Jun 2017
n/a
n/a
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
nil
20 Aug 2014
20 Aug 2014
19 Apr 2015
19 Aug 2015
19 Aug 2015
21 Feb 2016
17 Aug 2016
17 Aug 2016
17 Aug 2015
28 Feb 2017
30 Jun 2017
30 Jun 2017
1 Jul 2016
27 Feb 2018
30 Jun 2018
30 Jun 2018
1 Jul 2017
(a) End date refers to end of the restriction period for Employee
Share Plan (ESP) restricted shares or end of the service period for
performance rights and Group Executive (GE) Telstra Wholesale
restricted shares to vest.
Refer to section (b)(ii) for a description of the following equity
instruments:
• Relative Total Shareholder Return (RTSR) performance rights
• Free-Cashflow Return-on-Investment (FCF ROI) performance
rights
• ESP restricted shares
• GE Telstra Wholesale restricted shares.
In relation to these executive LTI plans, the Board may, in its
discretion, reset the hurdles governing the financial year 2015,
2014 and 2013 equity instruments to make them consistent with
the changed circumstances resulting from the occurrence of
certain factors, including:
• a material change in strategic business plan
• a material regulatory change or
• a significant out-of-plan business development (this could
include a major acquisition outside the current business plan,
resulting in a significant change to the business of Telstra or the
Telstra Group that means (in the reasonable opinion of the
Board) the targets for that class of equity instruments are no
longer appropriate).
In financial year 2015, the Board did not reset the hurdles
governing the equity instruments issued in financial years 2015,
2014 and 2013.
(ii) Description of equity instruments
Performance rights
Executive LTI performance rights
In respect of performance rights, an executive has no legal or
beneficial interest in the underlying shares, no entitlement to
dividends received from the shares and no voting rights in relation
to the shares until the performance rights become restricted
shares.
160
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Growthshare Trust (continued)
(b) Long term incentive (LTI) plans (continued)
(ii) Description of equity instruments (continued)
Performance rights (continued)
Executive LTI performance rights (continued)
In relation to performance rights issued, if the performance hurdle
is satisfied during the applicable performance period, a specified
number of performance rights, as determined in accordance with
the trust deed and terms of issue, will become restricted shares.
Although the trustee holds the shares in trust, the executive will
retain beneficial interest (dividends, voting rights, bonuses and
rights issues) in the shares until they vest and are transferred to
them following the end of the restriction period.
There are two types of Executive LTI performance rights that
existed in financial year 2015:
• Relative Total Shareholder Return (RTSR) performance rights -
the performance hurdle for these rights is based on growth in
Telstra's total shareholder return relative to the growth in total
shareholder return of the companies in a peer group
• Free Cashflow Return on Investment (FCF ROI) performance
rights - the performance hurdle for these rights is based on
Telstra’s average annual free cashflow (less finance costs) paid
over the performance period divided by the average investment
over the performance period.
Restricted shares
GE Telstra Wholesale restricted shares
Due to the Structural Separation Undertaking (SSU) arising from
the National Broadband Network (NBN) transaction, GE Telstra
Wholesale is prohibited from participating in the financial year
2015, 2014, 2013 and 2012 LTI plans. As a result, an alternative
remuneration arrangement has been provided, which is a
restricted share plan where the number of restricted shares
allocated is based on the same performance measures as his
financial year 2014, 2013 and 2012 STI plans.
Employee Share Plan (ESP) restricted shares
Restricted shares provided under the ESP in financial years 2015,
2014, 2013 and 2012 were allocated at no cost to certain eligible
employees (excluding executives). The shares are held by the
Trustee on behalf of employees until the restriction period ends.
During the restriction period, employees are entitled to exercise
the voting rights attached to the shares and to receive dividends
on the shares. The shares are released from trust on the earlier of
three years from the date of allocation or the date on which the
participating employee ceases relevant employment.
(iii) Performance hurdles
Performance rights
Details of the relevant performance hurdles in relation to
performance rights, are set out below.
Relative Total Shareholder Return (RTSR) performance rights
For financial years 2015, 2014, 2013, 2012 and 2011 RTSR
performance rights, the single performance period is the three
year period ending on 30 June 2017, 30 June 2016, 30 June 2015,
30 June 2014 and 30 June 2013 respectively.
If Telstra achieves a result placing it in at least the 50th percentile
for the performance period, then:
• the number of RTSR performance rights that will meet the
hurdle for that performance period is scaled proportionately
from the 50th percentile (which equates to 25 per cent of the
allocation) to the 75th percentile (which equates to 100 per cent
of the allocation)
• any performance rights that do not meet the hurdle will lapse.
If Telstra does not reach the 50th percentile, all of these RTSR
performance rights will lapse.
Any RTSR performance rights that meet the hurdle become
restricted shares and are held by the Trustee until transferred to
the executive after the restriction period ends (four years after the
effective allocation date of the performance rights).
Free Cashflow Return on Investment (FCF ROI) performance rights
For financial years 2015, 2014, 2013, 2012 and 2011 FCF ROI
performance rights, the single performance period is the three
year period ending on 30 June 2017, 30 June 2016, 30 June 2015,
30 June 2014 and 30 June 2013 respectively.
The number of FCF ROI performance rights that will meet the
hurdle is calculated as follows:
• if the threshold target is achieved, then 50 per cent of the
allocation of FCF ROI performance rights will meet the hurdle
• if the result achieved is between the threshold and stretch
targets, then the number of FCF ROI performance rights that will
meet the hurdle is scaled proportionately between 50 per cent
and 100 per cent
• if the stretch target is achieved or exceeded, then 100 per cent
of the FCF ROI performance rights will meet the hurdle
• if the threshold target is not achieved, all of these FCF ROI
performance rights will lapse.
Any FCF ROI performance rights that meet the hurdle become
restricted shares and are held by the Trustee until transferred to
the executive after the end of the restriction period (four years
after the effective allocation date of the performance rights).
Restricted shares
Details of the relevant performance hurdles in relation to
restricted shares are set out below.
GE Telstra Wholesale restricted shares
As part of the financial year 2015, 2014 and 2013 GE Telstra
Wholesale restricted share plans, the GE Telstra Wholesale was
provided with restricted shares. Performance hurdles were
applied in determining the number of restricted shares allocated
and therefore the restricted shares are not subject to any further
performance hurdles.
Employee Share Plan (ESP) restricted shares
As part of the financial year 2015, 2014, 2013 and 2012 ESP,
certain eligible employees were provided with restricted shares.
There are no performance hurdles for these restricted shares.
Telstra Corporation Limited and controlled entities
161
Notes to the Financial Statements (continued)
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Growthshare Trust (continued)
(b) Long term incentive (LTI) plans (continued)
(iv) Summary of movements and other information
Growthshare 2011
RTSR performance rights
FCF ROI performance rights
Growthshare 2012
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
Growthshare 2013
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
Growthshare 2014
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
Growthshare 2015
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
Telstra Group
Number of equity instruments
Outstanding
at 30 June
2014
Granted
Forfeited (a)
Exercised
(b)
Expired (c)
Outstanding
at 30 June
2015
4,915,419
4,905,186
1,923,900
2,418,690
1,361,722
2,229,900
2,275,378
2,275,378
116,371
2,605,600
2,560,235
2,560,235
133,595
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,499,400
1,938,147
1,938,147
117,277
(11,633)
(11,633)
(4,903,786)
(4,893,553)
-
(174,141)
(174,138)
(1,923,900)
-
-
-
(191,076)
(191,076)
-
-
(143,025)
(143,025)
-
-
-
-
-
(194,400)
-
-
-
(237,800)
-
-
-
(56,900)
-
-
-
-
-
-
-
-
-
-
-
2,244,549
1,187,584
-
(187,582)
(416,856)
-
2,035,500
1,896,720
1,667,446
116,371
-
-
-
-
-
-
-
-
2,367,800
2,417,210
2,417,210
133,595
2,442,500
1,938,147
1,938,147
117,277
(a) Forfeited refers to either instruments that lapsed on cessation
of employment or the instrument lapsing unexercised.
(b) Exercised refers to performance rights and restricted shares
released from restriction.
(c) Expired refers to the performance hurdle not being met.
There are no equity instruments exercisable as at 30 June 2015.
162
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Growthshare Trust (continued)
(b) Long term incentive (LTI) plans (continued)
(iv) Summary of movements and other information (continued)
Growthshare 2009
ESOP options
US ESOP options
RTSR options
Growthshare 2010
RTSR performance rights
FCF ROI performance rights
Growthshare 2011
ESRP performance rights
RTSR performance rights
FCF ROI performance rights
Growthshare 2012
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
Growthshare 2013
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
Growthshare 2014
ESP restricted shares
RTSR performance rights
FCF ROI performance rights
GE Telstra Wholesale restricted shares
Telstra Group
Number of equity instruments
Outstanding
at 30 June
2013
Granted
Forfeited (d)
Exercised
(e)
Expired (f)
Outstanding
at 30 June
2014
9,169,697
29,000
2,329,659
3,674,716
2,116,894
982,905
5,069,579
5,059,346
2,138,600
2,453,859
2,453,859
2,483,900
2,469,604
2,469,604
116,371
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,695,300
2,705,618
2,705,618
133,595
(4,734,733)
(17,500)
(55,329)
(4,434,964)
(11,500)
(2,274,330)
-
-
(3,674,716)
(2,116,894)
(13,400)
(154,160)
(154,160)
(969,505)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4,915,419
4,905,186
-
(35,169)
(35,169)
(214,700)
-
-
-
-
(1,056,968)
1,923,900
2,418,690
1,361,722
-
(194,226)
(194,226)
-
-
(145,383)
(145,383)
-
(254,000)
-
-
-
(89,700)
-
-
-
-
-
-
-
-
-
-
-
2,229,900
2,275,378
2,275,378
116,371
2,605,600
2,560,235
2,560,235
133,595
(d) Forfeited refers to either instruments that lapsed on cessation
of employment or the instrument lapsing unexercised.
(e) Exercised refers to performance rights and restricted shares
released from restriction.
(f) Expired refers to the performance hurdle not being met.
There are no equity instruments exercisable as at 30 June 2014.
Telstra Corporation Limited and controlled entities
163
Notes to the Financial Statements (continued)
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Growthshare Trust (continued)
(b) Long term incentive (LTI) plans (continued)
(iv) Summary of movements and other information (continued)
Outstanding at 30 June 2013
Granted
Forfeited
Exercised (l)
Expired
Outstanding at 30 June 2014
Granted
Forfeited
Exercised (m)
Expired
Outstanding at 30 June 2015
Options (g)
Telstra Group
Performance rights (h)
Restricted Shares (i)
Weighted
average fair
value (j)
$0.21
-
$0.22
$0.20
-
-
-
-
-
-
-
Weighted
average fair
value (j)
$2.03
$3.05
$2.50
$1.71
$2.68
$2.31
$3.83
$2.68
$1.74
$2.93
$3.00
Number
26,750,366
5,411,236
(1,071,276)
(6,761,115)
(1,056,968)
23,272,243
3,876,294
(1,039,747)
(9,797,339)
(604,438)
15,707,013
Number
4,738,871
2,828,895
-
(558,400)
-
7,009,366
2,616,677
-
(2,413,000)
-
7,213,043
Weighted
average fair
value (k)
$4.01
$5.10
-
$4.19
-
$4.44
$6.46
-
$3.70
-
$5.42
Number
11,528,356
-
(4,807,562)
(6,720,794)
-
-
-
-
-
-
-
Exercisable at 30 June 2015
-
-
-
-
-
-
(g) Options include RTSR, ESOP and US ESOP options. For further
information on these plans, refer to the 2014 financial report.
(h) Performance rights include RTSR, FCF ROI and ESRP
performance rights. For further information on the ESRP
performance rights, refer to the 2014 financial report.
(i) Restricted shares relate to GE Telstra Wholesale and ESP
restricted shares.
(j) The fair value of these instruments is calculated using an option
pricing model that takes into account various factors, including
the exercise price and expected life of the instrument, the current
price of the underlying share and its expected volatility, expected
dividends, the risk free rate for the expected life of the instrument,
and the expected average volatility of Telstra’s peer group
companies.
(k) The fair value of these instruments is based on the market
value of Telstra shares at the allocation date.
(l) The weighted average share price for instruments exercised
during financial year 2014 was $5.03 for the financial year 2009
allocation of options, $4.92 for the financial years 2010 and 2011
allocations of performance rights, and $5.11 for financial years
2012, 2013 and 2014 allocations of ESP restricted shares
respectively. These share prices were based on the closing market
price on the exercise dates.
(m) The weighted average share price for instruments exercised
during financial year 2015 was $5.66 for the financial years 2011
allocations of performance rights, and $6.10 for financial years
2012, 2013, 2014 and 2015 allocations of ESP restricted shares
respectively. These share prices were based on the closing market
price on the exercise dates.
164
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Growthshare Trust (continued)
(b) Long term incentive (LTI) plans (continued)
(v) Fair value of equity instruments granted
The fair value of LTI instruments granted during the financial year
was calculated by an independent qualified valuer using a
valuation technique that is consistent with the Black-Scholes
methodology and utilises Monte Carlo simulations. The following
weighted average assumptions were used in determining the
valuation:
Telstra Group
Growthshare LTI
FCF ROI
performance
rights
Oct 2014
Growthshare LTI
RTSR
performance
rights
Oct 2014
Growthshare LTI
FCF ROI
performance
rights
Oct 2013
Growthshare LTI
RTSR
performance
rights
Oct 2013
Share price
Risk free rate
Dividend yield
Expected stock volatility
Expected life
Expected rate of achievement of TSR performance hurdles
$5.38
2.60%
6.0%
15.0%
(a)
n/a
$5.38
2.60%
6.0%
15.0%
(a)
59.6%
$4.96
3.17%
7.0%
17.0%
(a)
n/a
$4.96
3.17%
7.0%
17.0%
(a)
39.4%
(a) The date on which the instruments become exercisable.
For financial year 2015 LTI FCF ROI and RTSR performance rights,
the fair value was measured at a grant date of 15 October 2014
and has been allocated over the period for which the service is
received, which commenced on 1 July 2014.
The expected stock volatility is a measure of the amount by which
the price is expected to fluctuate during a period. This was based
on historical daily and weekly closing share prices.
The fair value of financial year 2015 ESP restricted shares is based
on the market value of Telstra shares at the grant date of 27
February 2015.
The fair value of financial year 2015 GE Telstra Wholesale
restricted shares is based on the market value of Telstra shares at
the grant date of 15 August 2014.
Telstra Ownshare
The Ownshare plan, previously operated by the Company, has not
been offered since October 2013 and will not be offered in the
future. Under the Ownshare plan, certain eligible employees
could, at their election, be provided with part of their remuneration
in Telstra shares. Shares were acquired by the trustee from time to
time and allocated to these employees at the time when their
application was accepted. Although the trustee holds the shares
in trust, the participant retains the beneficial interest in the
shares (dividends, voting rights, bonuses or rights issues) until
they are transferred at the expiration of the restriction period.
The restriction period continues until the earliest of:
• three years from the date of allocation
• the time when the participant ceases employment with the
Telstra Group
• the time when the Board of Telstra determines that an ‘event’
(c) Telstra Directshare and Ownshare
has occurred
At the end of the restriction period, the Ownshare instruments will
be transferred to the participant. The participant is not able to
deal in the shares until this transfer has taken place.
Existing grants under the plan will remain on foot under the terms
of the Ownshare plan and the relevant trust deed will continue to
apply to such grants.
(ii) Instruments granted during the financial year
No instruments were granted under the Ownshare plan during
financial year 2015 or 2014.
(i) Nature of Telstra Directshare and Ownshare
Telstra Directshare
The Directshare plan, previously operated by the Company, was
cancelled with effect from August 2012 as it is no longer in use.
Under the Directshare plan, non-executive Directors could
nominate to receive a percentage of their total remuneration
package as Telstra shares (allocated to participating Directors at
market price). As a result of its cancellation, no new grants may be
made under the Directshare plan. Existing grants under the plan
will remain on foot and, under the terms of the Directshare plan
and the relevant trust deed, will continue to apply to such grants.
The restriction period on Directshares already allocated continues
until the earliest of:
• 10 years from the date of allocation of the shares
• the time when the participating Director is no longer a Director
of, or is no longer employed by, a company in the Telstra Group
• the time when the Trustee determines that an ‘event’ under the
terms of Directshare has occurred.
Telstra Corporation Limited and controlled entities
165
Notes to the Financial Statements (continued)
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.1 Telstra Directshare and Ownshare (continued)
(c) Telstra Directshare and Ownshare (continued)
(iii) Summary of movements
The table below provides information about our Directshare and
Ownshare plans.
Outstanding
at 30 June
2013
Telstra Group
Number of equity instruments
Outstanding
at 30 June
2014
Distributed
(a)
Distributed
(a)
Outstanding
at 30 June
2015
Directshares
5 September 2003 allocation
20 February 2004 allocation
20 August 2004 allocation
19 February 2005 allocation
19 August 2005 allocation
17 February 2006 allocation
18 August 2006 allocation
23 February 2007 allocation
17 August 2007 allocation
29 February 2008 allocation
21 August 2008 allocation
6 March 2009 allocation
21 August 2009 allocation
19 February 2010 allocation
Ownshares
5 November 2010 allocation
21 October 2011 allocation
23 October 2012 allocation
(a) Directshares and Ownshare instruments are not required to be
exercised. The fully paid shares held by the Telstra Growthshare
Trust relating to these instruments are transferred to the
participants at the completion of the restriction period.
(d) Other equity plans
In exceptional circumstances, Telstra has put in place structured
retention incentive plans. These are designed to protect Telstra
from the loss of employees who possess specific skill sets
considered critical to the business and where Telstra is vulnerable
to losing key personnel. The plans are granted on an ad hoc basis
and the participants receive Telstra shares subject to satisfaction
of certain conditions.
As part of his service agreement negotiated upon his appointment
to the role of Chief Financial Officer (CFO), Andrew Penn was
allocated 96,500 performance shares of which 50 per cent were
eligible to vest after two years and the remaining 50 per cent were
eligible to vest after three years from the date of commencement
of his employment. During financial year 2015, the second and
final tranche of 48,250 performance shares vested on 14
December 2014.
1,877
2,017
543
2,000
2,373
3,731
6,646
9,461
10,507
15,685
19,367
41,907
6,313
6,809
129,236
138,382
164,913
154,793
458,088
(1,877)
(2,017)
-
-
-
-
-
-
-
-
-
-
-
-
(3,894)
(138,382)
(20,945)
(13,691)
(173,018)
-
-
543
2,000
2,373
3,731
6,646
9,461
10,507
15,685
19,367
41,907
6,313
6,809
125,342
-
143,968
141,102
285,070
-
-
(543)
(2,000)
-
-
-
-
-
-
-
-
-
-
(2,543)
-
(143,968)
(11,382)
(155,350)
-
-
-
-
2,373
3,731
6,646
9,461
10,507
15,685
19,367
41,907
6,313
6,809
122,799
-
-
129,720
129,720
27.2 TESOP99
As part of the Commonwealth’s sale of its shareholding in
financial years 2000 and 1998, Telstra offered eligible employees
the opportunity to buy ordinary shares of Telstra.
The applicable share plans were:
• the Telstra Employee Share Ownership Plan II (TESOP99)
• the Telstra Employee Share Ownership Plan (TESOP97), which
no longer has any equity instruments outstanding.
Although the Telstra ESOP Trustee Pty Ltd (wholly owned
subsidiary of Telstra) is the trustee for TESOP99 and holds the
shares in the trust, a participating employee retains the beneficial
interest in the shares (dividends and voting rights).
Generally, Telstra offered employees interest free loans to acquire
certain shares and in some cases the employees became entitled
to certain extra shares and loyalty shares as a result of
participating in the plans. All shares acquired under the plans
were transferred from the Commonwealth either to the employees
or to the trustee for the benefit of the employees.
166
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 27. EMPLOYEE SHARE PLANS (continued)
27.2 TESOP99 (continued)
While a participant remains an employee of an entity within the
Telstra Group, there is no date by which the employee must repay
the loan. However, a participant may, at any time:
• elect to repay the loan and have the shares transferred into their
name or
• arrange through the trustee the sale of the shares where the
proceeds of the sale (after deducting the costs of sale) will be
enough to repay the loan.
There are no remaining restriction periods under the plan. If a
participant ceases to be employed by an entity within the Telstra
Group, the employee must repay their loan within two months of
leaving to acquire the relevant shares.This is the case except
where the employee ceases to be employed due to death or
disablement (in which case the loan must be repaid within 12
months).
If the employee has ceased employment and does not repay the
loan when required, the trustee must sell the shares if the sale
proceeds (after deducting the costs of sale) will be enough to
repay the loan. The sale proceeds must then be used to pay the
costs of the sale and any amount outstanding on the loan, after
which the balance will be paid to the employee. Telstra’s recourse
under the loan is limited to the amount recoverable through the
sale of the employee’s shares.
The Telstra ESOP Trust Trustee continues to hold loan shares
where the employee ceased employment and elected not to repay
the loan, until the share price is sufficient to recover the loan
amount and associated costs of sale. The Trustee is then required
to sell the shares. As at 30 June 2015, there were 83,800 (2014:
148,800) shares held for this purpose.
The following table provides information about our TESOP99 share
plan.
Telstra Group
TESOP99
Weighted
average
fair value
(a)
$4.77
$5.09
$5.17
$5.21
$5.85
$5.72
$6.14
Number
4,149,800
(96,000)
(236,400)
3,817,400
(125,800)
(217,000)
3,474,600
Total fair
value ($m)
20
-
1
20
1
1
21
Equity instruments outstanding and exercisable at 30 June 2013
Exercised (b)
Sold (c)
Equity instruments outstanding and exercisable at 30 June 2014
Exercised (b)
Sold (c)
Equity instruments outstanding and exercisable at 30 June 2015
(a) The fair value of these shares is based on the market value of
Telstra shares at reporting date and exercise date.
(b) The amount exercised relates to the shares released from trust
as a result of the interest free loan to employees being fully repaid
during the year.
(c) The amount sold relates to loan shares disposed of to external
third parties during the year.
The employee share loan balance as at 30 June 2015 was $15
million (2014: $17 million). For TESOP99, the weighted average
loan still to be repaid was $4.19 (2014: $4.42) per instrument.
27.3 Autohome Inc.
Our subsidiary, Autohome Inc., operates two share incentive
plans, the 2011 Plan and the 2013 Plan, which allows the company
to grant equity-settled and cash-settled share-based awards to
its employees, directors and consultants. Options, restricted
shares, restricted share units and share appreciation rights
(applicable to the 2011 plan only) may be granted under these
plans. Since the implementation of the plans and, as at 30 June
2015 only options and restricted shares have been granted under
the 2011 Plan and the 2013 Plan, respectively. Both awards are
equity-settled.
The maximum aggregate number of Class A Autohome Inc.
ordinary shares which may be issued for the awards is 7,843,100
shares under the 2011 Plan and 3,350,000 shares under the 2013
Plan.
Telstra Corporation Limited and controlled entities
167
Notes to the Financial Statements (continued)
NOTE 28. KEY MANAGEMENT PERSONNEL COMPENSATION
In accordance with AASB 124: “Related Party Disclosures”, key
management personnel (KMP) have authority and responsibility
for planning, directing and controlling the activities of the Telstra
Group. Hence, KMP are deemed to include the following:
• the non-executive Directors of the Telstra Entity
• certain executives in the Chief Executive Officer’s (CEO’s) senior
leadership team, including the CEO.
28.1 KMP aggregate compensation
During financial years 2015 and 2014, the aggregate
compensation provided to our KMP was as follows:
Short term employee benefits
Post employment benefits
Other long term benefits
Termination benefits
Telstra Group
As at 30 June
2015
$
23,259,768
2014
$
20,991,753
323,452
322,011
247,469
4,845,292
-
1,020,456
Share-based payments
9,789,030
9,161,751
33,619,719
36,341,263
Refer to the Remuneration Report, which forms part of the
Directors’ Report for further details regarding KMP’s
remuneration.
28.2 Other transactions with our KMP and their related
parties
During financial year 2015, apart from transactions trivial and
domestic in nature and on normal commercial terms and
conditions, there were no other transactions with our KMP and
their related parties.
168
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 29. RELATED PARTY DISCLOSURES
29.1 Transactions involving our controlled entities
Interests in controlled entities are set out in note 25. Transactions
with our controlled entities recorded in the income statement and
statement of financial position were as follows.
Income from controlled entities
Sale of goods and services (a)
Dividend revenue (b)
Expenses to controlled entities
Purchase of goods and services (a)
Finance costs
Total current amounts receivable at 30 June
Controlled entities - receivables (d)
Controlled entities - loans (e)(f)
Allowance for amounts owed by controlled entities (e)
Movement in allowance for amounts owed by controlled entities
Opening balance
Reversal of impairment loss (c)
Impairment loss (c)
Closing balance (e)
Total current amounts payable at 30 June
Controlled entities - payables (a)(d)
Controlled entities - loans (e)
(a) The Telstra Entity sold and purchased goods and services and
received and paid interest to its controlled entities. These
transactions are in the ordinary course of business and are on
normal commercial terms and conditions.
Details of our individually significant transactions involving our
controlled entities during financial year 2015 were as follows:
• the Telstra Entity received income from its controlled entity
Telstra Multimedia Pty Ltd amounting to $375 million (2014:
$367 million) for access to ducts that store the hybrid fibre
coaxial (HFC) cable network
• the Telstra Entity paid for international connectivity and
management services to Telstra International Limited
amounting to $264 million (2014: $249 million).
In February 2014, we divested 70 per cent of our directories
business, Sensis Pty Ltd and its controlled entities (Sensis Group).
As a result, the financial year 2014 included only eight months of
transactions with the Sensis Group and any transactions
subsequent to the date of disposal, have been included in
transactions with our joint ventures and associated entities. The
transactions with Sensis Group as a controlled entity were as
follows:
• the Telstra Entity received procurement fees from Sensis Pty
Ltd for the use of Yellow Pages** and White Pages**
trademarks amounting to $63 million
Telstra Entity
Year ended/As at
30 June
2015
$m
2014
$m
399
1,586
634
3
541
217
713
9
71
60
3,493
3,466
(3,224)
(3,074)
340
452
(3,074)
(3,163)
-
(150)
89
-
(3,224)
(3,074)
87
1,695
1,782
77
3,826
3,903
• the Telstra Entity paid management fees to Sensis Pty Ltd
amounting to $190 million for undertaking agency and contract
management services for the national directory service.
(b) During financial year 2015, the Telstra Entity recorded dividend
revenue, including mainly:
• $240 million (2014: $150 million) from Telstra Media Pty Ltd
• $1,343 million (2014: $64 million) from Telstra Holdings Pty Ltd.
(c) The profit before income tax expense of the Telstra Entity
includes impairment loss of $150 million (2014: $89 million
reversal of impairment loss) relating to a movement in allowance
for amounts owed by controlled entities.
(d) The Telstra Entity and its Australian controlled entities have
formed a tax consolidated group, with a tax funding arrangement
currently in place. The amounts receivable or amounts payable to
the Telstra Entity under this arrangement are due in the next
financial year upon final settlement of the current tax payable for
the tax consolidated group. Refer to note 9 for further details.
Telstra Corporation Limited and controlled entities
169
Notes to the Financial Statements (continued)
NOTE 29. RELATED PARTY DISCLOSURES (continued)
29.1 Transactions involving our controlled entities
(continued)
29.2 Transactions involving our joint ventures and
associated entities
Interests in our joint ventures and associated entities are set out
in note 26. Transactions with our joint ventures and associated
entities recorded in the income statement and statement of
financial position were as follows.
(e) The Telstra Entity operates a current account with some of its
controlled entities, being an internal group bank account used to
settle transactions with these controlled entities or between two
controlled entities. Cash deposit balances in the current account
owed to these controlled entities are recorded as loans. All loan
balances with our controlled entities are unsecured, with
settlement required in cash. As at 30 June 2015, $3,351 million
(2014: $3,324 million) related to loans owed by controlled entities,
and $1,695 million (2014: $3,826 million) related to loans payable
to controlled entities. We also have an allowance for amounts
owed by controlled entities as at 30 June 2015 of $3,224 million
(2014: $3,074 million).
(f) As at 30 June 2015, the Telstra Entity had a loan of $142 million
(2014: $142 million) with Telstra OnAir Holdings Pty Ltd. This loan
is an interest free loan.
Income from joint ventures and associated entities
Sale of goods and services (a)
Distribution from Foxtel Partnership (b)
Interest on loans to joint ventures and associated entities (c)
Expenses to joint ventures and associated entities
Purchase of goods and services (a)
Finance cost on loans from joint ventures and associated entities (d)
Total amounts receivable at 30 June
Current
Joint ventures and associated entities - trade receivables (a)
Non current
Joint ventures and associated entities - loans (c)
Allowance for amounts owed by joint ventures and associated entities (c)
Movement in allowance for amounts owed by joint ventures and associated entities
Opening balance
Foreign currency exchange differences
Closing balance
Total amounts payable at 30 June
Current
Joint ventures and associated entities - payables (a)
Joint ventures and associated entities - loans (d)
Telstra Group
Year ended/As at
30 June
2015
$m
2014
$m
231
125
54
899
1
4
4
459
(7)
452
(6)
(1)
(7)
77
34
111
177
165
54
775
-
3
3
457
(6)
451
(6)
-
(6)
58
-
58
170
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 29. RELATED PARTY DISCLOSURES (continued)
29.3 Transactions involving other related entities
(i) Post employment benefits
As at 30 June 2015, the Telstra Superannuation Scheme (Telstra
Super) owned 39,737,735 shares in the Telstra entity (2014:
38,774,394) at a cost of $152 million (2014: $135 million) and a
market value of $243 million (2014: $202 million). All of these
shares were fully paid at 30 June 2015. In financial year 2015, we
paid dividends to Telstra Super of $11 million (2014: $11 million).
We own 100 per cent of the equity of Telstra Super Pty Ltd, the
trustee of Telstra Super.
Telstra Super also holds bonds issued by the Telstra entity. These
bonds had a cost of $14 million (2014: $16 million) and a market
value of $15 million (2014: $16 million) at 30 June 2015.
All purchases and sales of Telstra shares and bonds by Telstra
Super are on arm’s length basis and are determined by the trustee
and/or its investment managers on behalf of the members of
Telstra Super.
(ii) Key management personnel (KMP)
Refer to note 28 for further details on our KMP’s remuneration and
their other related parties transactions.
29.2 Transactions involving our joint ventures and
associated entities (continued)
(a) We sold and purchased goods and services, and received
interest from our joint ventures and associated entities. These
transactions were in the ordinary course of business and on
normal commercial terms and conditions.
Details of individually significant transactions involving our joint
ventures and associated entities during financial year 2015 are as
follows:
• We purchased pay television services amounting to $742 million
(2014: $668 million) from our joint venture Foxtel. The
purchases were to enable the resale of Foxtel services,
including pay television content, to our existing customers as
part of our ongoing product bundling initiatives. In addition, we
made sales to Foxtel for our broadband system services of $117
million (2014: $119 million)
• We sold telecommunication services to our associated entity
Project Sunshine I Pty Ltd amounting to $33 million (2014: $12
million)
• We received $27 million (2014: $10 million) for the sub lease of
property to our associated entity, Project Sunshine I Pty Ltd
• We made purchases of $31 million (2014: $23 million) from our
joint venture Reach Ltd (Reach) in line with market prices. These
were for the purchase of, and entitlement to, capacity and
connectivity services.
(b) A $125 million (2014: $165 million) distribution was received
from our joint venture Foxtel during the year.
(c) Loans provided to joint ventures and associated entities mainly
relate to loans provided to Reach of $7 million (2014: $6 million)
and Foxtel Management Pty Ltd of $451 million (2014: $451
million).
The loan provided to Reach is an interest free loan and repayable
upon the giving of 12 months’ notice by both PCCW Limited and us.
We have fully provided for the non-recoverability of the loan as we
do not consider that Reach is in a position to be able to repay the
loan amount in the medium term.
In April 2012, Telstra Corporation Limited provided a loan to Foxtel
Management Pty Ltd to fund the acquisition of shares in AUSTAR.
The loan is interest bearing and it has a minimum term of just over
10 years and a maximum of 15 years.
(d) During the period, we borrowed $79 million (2014: nil) under a
loan agreement with an associated entity, Project Sunshine I Pty
Ltd. The loan interest rate is eight per cent per annum and the loan
has a maturity date of 31 December 2015. After repayment of $45
million during the year, the loan payable amount at 30 June 2015
was $34 million.
(i) Commitments with our joint ventures and associated entities
Our purchase commitments to Project Sunshine I Pty Ltd,
primarily for advertising services, amount to $45 million over the
remaining four year contract term (2014: $69 million).
Telstra Corporation Limited and controlled entities
171
Notes to the Financial Statements (continued)
NOTE 30. PARENT ENTITY INFORMATION
Statement of financial position
Total current assets
Total non current assets (a)
Total assets
Total current liabilities
Total non current liabilities
Total liabilities
Share capital
Cashflow hedging reserve
Foreign currency basis spread reserve
General reserve
Retained profits
Total equity
Statement of comprehensive income
Profit for the year (a)
Total comprehensive income
(a) Includes $1,093 million of impairment losses (2014: $595
million of reversal of impairment losses) relating to the value of
our investments in, and amounts owed by, our controlled entities.
The impairment losses have been eliminated on consolidation of
the Telstra Group.
Except for those noted below, our accounting policies for the
Telstra Entity are consistent with those for the Telstra Group:
• under our tax funding arrangements, amounts receivable (or
payable) recognised by the Telstra Entity for the current tax
payable (or receivable) assumed from our wholly owned entities
are booked as current assets or liabilities
• investments in controlled entities, included within non current
assets above, are recorded at cost less impairment of the
investment value. Where we hedge the value of our investment
in an overseas controlled entity, the hedge is accounted for in
accordance with note 2.22. Refer to note 25 for details on our
investments in controlled entities
• our interests in associated entities and joint ventures, including
partnerships, are accounted for using the cost method of
accounting and are included within non current assets in the
table above.
Telstra Entity
As at 30 June
2015
$m
2014
$m
5,720
33,849
39,569
8,970
17,091
26,061
5,198
10,137
31,896
42,033
12,077
16,586
28,663
5,719
(114)
(122)
50
194
-
194
8,180
7,579
13,508
13,370
Telstra Entity
Year ended 30 June
2014
$m
2015
$m
4,631
4,859
3,407
3,457
30.1 Property, plant and equipment commitments
Total property, plant and equipment expenditure commitments
contracted for at balance date but not recorded in the financial
statements amounted to $666 million (2014: $847 million).
30.2 Contingent liabilities and guarantees
(a) Common law claims
Certain common law claims by employees and third parties are yet
to be resolved. As at 30 June 2015, management believes that the
resolution of these contingencies will not have a significant effect
on the Telstra Entity’s financial results. The maximum amount of
these contingent liabilities cannot be reliably estimated.
172
Telstra Corporation Limited and controlled entities
Notes to the Financial Statements (continued)
_Telstra Financial Report 2015
NOTE 30. PARENT ENTITY INFORMATION (continued)
30.2 Contingent liabilities and guarantees (continued)
(b) Indemnities, performance guarantees and financial support
We have provided the following indemnities, performance
guarantees and financial support through the Telstra Entity:
• indemnities to financial institutions to support bank guarantees
to the value of $241 million (2014: $483 million) in respect of the
performance of contracts
• indemnities to financial institutions and other third parties in
respect of performance and other obligations of our controlled
entities. The maximum amount of our contingent liabilities for
this purpose is $141 million (2014: $130 million)
• indemnities to financial institutions in respect of the obligations
of TelstraClear to third parties of $26 million (2014: $27 million).
We have, however, received an indemnity for an equal amount
from the acquirer as part of the TelstraClear disposal in October
2012
• financial support for certain controlled entities to the amount
necessary to enable those entities to meet their obligations as
and when they fall due. The financial support is subject to
conditions, including individual monetary limits totalling $72
million (2014: $45 million) and a requirement that the entity
remains our controlled entity
• during financial year 1998 we resolved to provide IBM Global
Services Australia Limited (IBMGSA) with guarantees issued on
a several basis up to $210 million as a shareholder of IBMGSA.
During financial year 2000 we issued a guarantee of $68 million
on behalf of IBMGSA. During financial year 2004, we sold our
shareholding in this entity. The $68 million guarantee, provided
to support service contracts entered into by IBMGSA and third
parties, was made with IBMGSA bankers or directly to IBMGSA
customers. As at 30 June 2015, this guarantee remains
unchanged and $142 million (2014: $142 million) of the $210
million guarantee facility remains unused. Upon sale of our
shareholding in IBMGSA and under the deed of indemnity
between shareholders, our liability under these performance
guarantees has been indemnified for all guarantees that were in
place at the time of sale. Therefore, the overall net exposure to
any loss associated with a claim has effectively been offset.
Telstra Corporation Limited and controlled entities
173
Notes to the Financial Statements (continued)
NOTE 31. EVENTS AFTER REPORTING DATE
We are not aware of any matter or circumstance that has occurred
since 30 June 2015 that, in our opinion, has significantly affected
or may significantly affect in future years:
• our operations
• the results of those operations
• the state of our affairs
other than the following:
31.1 Final dividend
On 13 August 2015, the Directors of Telstra Corporation Limited
resolved to pay a fully franked final dividend of 15.5 cents per
ordinary share. The record date for the final dividend will be 27
August 2015, with payment being made on 25 September 2015.
Shares will trade excluding the entitlement to the dividend on 25
August 2015.
A provision for dividend payable amounting to $1,894 million has
been raised as at the date of resolution.
The final dividend will be fully franked at a tax rate of 30 per cent.
The financial effect of the dividend resolution was not brought to
account as at 30 June 2015.
There are no income tax consequences for the Telstra Group
resulting from the resolution and payment of the final ordinary
dividend, except for $812 million of franking debits arising from
the payment of this dividend that will be adjusted in our franking
account balance.
The board has determined that Dividend Reinvestment Plan (DRP)
will operate for the final dividend for financial year 2015 to be paid
in September 2015. The election date for participation in the DRP
is 28 August 2015.
174
Telstra Corporation Limited and controlled entities
DIRECTORS’
DECLARATION
This Directors’ Declaration is required by the Corporations Act
2001 of Australia.
The Directors of Telstra Corporation Limited have made a
resolution that declared:
(a) in the Directors’ opinion, the financial statements and
notes of the Telstra Group for the financial year ended 30
June 2015 set out on pages 70 to 174:
(i)
comply with the Accounting Standards applicable in
Australia, International Financial Reporting
Standards and Interpretations (as disclosed in note
1.1 to the financial statements), and Corporations
Regulations 2001
(ii) give a true and fair view of the financial position of
Telstra Corporation Limited and the Telstra Group as
at 30 June 2015 and of the performance of Telstra
Corporation Limited and the Telstra Group, for the
year ended 30 June 2015
(iii) have been made out in accordance with the
Corporations Act 2001.
(b) they have received declarations as required by section
295A of the Corporations Act 2001
(c) at the date of this declaration, in the Directors’ opinion,
there are reasonable grounds to believe that Telstra
Corporation Limited will be able to pay its debts as and
when they become due and payable
(d) at the date of this declaration there are reasonable
grounds to believe that the members of the extended
closed group identified in note 25.1(a) to the financial
statements, as parties to a Deed of Cross Guarantee, will
be able to meet any obligations or liabilities to which they
are, or may become subject to, under the Deed of Cross
Guarantee described in note 25.1(a).
For and on behalf of the board
Catherine B Livingstone AO
Chairman
Andrew R Penn
Chief Executive Officer and
Managing Director
13 August 2015
Sydney, Australia
Telstra Corporation Limited and controlled entities
175
Ernst & Young
8 Exhibition Street
Melbourne VIC 3000 Australia
GPO Box 67 Melbourne VIC 3001
Tel: +61 3 9288 8000
Fax: +61 3 8650 7777
ey.com/au
Independent Auditor's report to the Members of Telstra Corporation Limited
Report on the Financial Report
Independence
We have audited the accompanying financial report of Telstra
Corporation Limited, which comprises the consolidated
statement of financial position as at 30 June 2015, the
consolidated income statement, the consolidated statement of
comprehensive income, the consolidated statement of changes
in equity and the consolidated statement of cash flows for the
year then ended, notes comprising a summary of significant
accounting policies and other explanatory information, and the
directors' declaration of the consolidated entity comprising the
company and the entities it controlled at the year's end or from
time to time during the financial year.
Directors’ Responsibility for the Financial Report
The directors of the company are responsible for the
preparation of the financial report that gives a true and fair view
in accordance with Australian Accounting Standards and the
Corporations Act 2001 and for such internal controls as the
directors determine are necessary to enable the preparation of
the financial report that is free from material misstatement,
whether due to fraud or error. In note 1, the directors also state,
in accordance with Accounting Standard AASB 101
Presentation of Financial Statements, that the financial
statements comply with International Financial Reporting
Standards.
Auditor’s Responsibility
Our responsibility is to express an opinion on the financial report
based on our audit. We conducted our audit in accordance with
Australian Auditing Standards. Those standards require that we
comply with relevant ethical requirements relating to audit
engagements and plan and perform the audit to obtain
reasonable assurance about whether the financial report is free
from material misstatement.
An audit involves performing procedures to obtain audit
evidence about the amounts and disclosures in the financial
report. The procedures selected depend on the auditor's
judgment, including the assessment of the risks of material
misstatement of the financial report, whether due to fraud or
error. In making those risk assessments, the auditor considers
internal controls relevant to the entity's preparation and fair
presentation of the financial report in order to design audit
procedures that are appropriate in the circumstances, but not
for the purpose of expressing an opinion on the effectiveness of
the entity's internal controls. An audit also includes evaluating
the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by the directors,
as well as evaluating the overall presentation of the financial
report.
We believe that the audit evidence we have obtained is
sufficient and appropriate to provide a basis for our audit
opinion.
In conducting our audit we have complied with the
independence requirements of the Corporations Act 2001. We
have given to the directors of the company a written Auditor's
Independence Declaration, a copy of which is included in the
directors' report.
Opinion
In our opinion:
a. the financial report of Telstra Corporation Limited is in
accordance with the Corporations Act 2001, including:
i giving a true and fair view of the consolidated entity’s
financial position as at 30 June 2015 and of its
performance for the year ended on that date; and
ii complying with Australian Accounting Standards and the
Corporations Regulations 2001; and
b. the financial report also complies with International Financial
Reporting Standards as disclosed in note 1.
Report on the Remuneration Report
We have audited the Remuneration Report included in pages 44
to 63 of the directors' report for the year ended 30 June 2015.
The directors of the company are responsible for the
preparation and presentation of the Remuneration Report in
accordance with section 300A of the Corporations Act 2001. Our
responsibility is to express an opinion on the Remuneration
Report, based on our audit conducted in accordance with
Australian Auditing Standards.
Opinion
In our opinion, the Remuneration Report of Telstra Corporation
Limited for the year ended 30 June 2015, complies with section
300A of the Corporations Act 2001.
Ernst & Young
SJ Ferguson
Partner
Sydney
13 August 2015
176
A member firm of Ernst & Young Global Limited
Liability limited by a scheme approved under Professional Standards Legislation
SHAREHOLDER
INFORMATION
Stock Exchange Listings
We are listed, and our issued shares are quoted on the Australian Securities Exchange (ASX) and the New Zealand Stock Exchange
(NZX).
As an overseas listed issuer on the NZX, Telstra is deemed to satisfy and comply with the NZX Listing Rules, so long as it remains
listed on the ASX. The only NZX requirements applicable to the company are to give the NZX the same information and notices the
company is required to give to the ASX and to include the statement appearing below in Telstra’s Annual Report.
In compliance with NZX Listing Rule 5.1.8(d), Telstra notes that the ASX Corporate Governance Council’s Corporate Governance
Principles & Recommendations may materially differ from the NZX’s corporate governance rules and principles in the NZX Corporate
Governance Best Practice Code. More information about the corporate governance rules and principles of the ASX can be found at
www.asx.com.au and, in respect of the NZX, at www.nzx.com. Further information in relation to Telstra’s corporate governance
practices are set out in the Governance At Telstra section of this Annual Report and in our 2015 Corporate Governance Statement
which can be found at www.telstra.com/governance.
Debt Listings
We also have debt securities listed on the London Stock Exchange, the Singapore Stock Exchange and the Swiss Stock Exchange.
Distribution of securities and security holdings
The following table shows the number of listed shares on issue at 20 July 2015:
Title of class
Listed Shares
Identity of person of group
Listed shareholders
Amount owned
12,225,655,836
%
100
Distribution of shares
The following table summarises the distribution of our listed shares as at 20 July 2015:
Size of Holding
1-1,000
1,001-5,000
5,001-10,000
10,001-100,000
100,001 and over
Total
Number of Shareholders
650,394
507,488
123,513
103,016
3,675
1,388,086
%
Number of Shares
%
46.86
36.56
8.90
7.42
0.26
100.00
362,155,727
1,221,827,337
881,485,973
2,462,993,913
7,297,192,886
12,225,655,836
2.96
9.99
7.21
20.15
59.69
100.00
The number of shareholders holding less than a marketable parcel of shares was 9,802 holding 360,360 shares (based on the closing
market price on 20 July 2015).
Telstra Corporation Limited and controlled entities
177
SHAREHOLDER
INFORMATION
Substantial shareholders
As at 20 July 2015, we are not aware of any substantial shareholders.
Twenty largest shareholders as at 20 July 2015
The following table sets out the Top 20 holders of our shares (when multiple holdings are grouped together):
Shareholders
Number of shares
HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
J P MORGAN NOMINEES AUSTRALIA LTD
NATIONAL NOMINEES LIMITED
CITICORP NOMINEES PTY LIMITED
BNP PARIBAS NOMS PTY LTD
RBC INVESTOR SERVICES AUSTRALIA NOMINEES PTY LTD
AMP LIFE LIMITED
AUSTRALIAN FOUNDATION INVESTMENT COMPANY LIMITED
UBS WEALTH MANAGEMENT AUSTRALIA NOMINEES PTY LTD
ARGO INVESTMENTS LIMITED
UBS NOMINEES PTY LTD
NEWECONOMY COM AU NOMINEES
QUESTOR FINANCIAL SERVICES LIMITED
NAVIGATOR AUSTRALIA LTD
TELSTRA GROWTHSHARE PTY LTD
EQUITAS NOMINEES PTY LTD
NULIS NOMINEES (AUSTRALIA) LIMITED
NETWORK INVESTMENT HOLDINGS PTY LTD
MILTON CORPORATION LIMITED
NETWEALTH INVESTMENTS LIMITED
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Total for Top 20
Voting Rights
1,880,929,148
1,479,490,033
1,436,519,881
615,221,927
311,750,368
96,111,401
88,332,388
52,445,000
46,158,887
43,004,800
38,395,736
36,418,851
32,048,135
28,669,646
24,403,374
23,218,179
21,485,155
17,309,017
14,672,253
12,852,678
6,299,436,857
% of Issued Capital
15.39
12.10
11.75
5.03
2.55
0.79
0.72
0.43
0.38
0.35
0.31
0.30
0.26
0.23
0.20
0.19
0.18
0.14
0.12
0.11
51.53
Shareholders (whether residents or non-residents of Australia) may vote at a meeting of shareholders in person, directly or by proxy,
attorney or representative, depending on whether the shareholder is an individual or a company.
Subject to any rights or restrictions attaching to our shares, on a show of hands each shareholder present in person or by proxy,
attorney or representative has one vote and, on a poll, has one vote for each fully paid share held. Presently, we have only one class
of fully paid ordinary shares and these do not have any voting restrictions. If shares are not fully paid, on a poll the number of votes
attaching to the shares is pro-rated accordingly.
178
178
Telstra Annual Report
Telstra Corporation Limited and controlled entities
Telstra Corporation Limited and controlled entities
REFERENCE
TABLES
Five year summary – financial results
Total income (excluding finance income)
EBITDA(1)
EBIT(2)
Profit for the period from continuing operations
Profit/(loss) for the period from discontinued operation
Profit for the period
Dividends declared per share (cents)
Total assets
Gross debt
Net debt
Total equity
Capital expenditure
Free cashflow from continuing and discontinued operations
Earnings per share (cents)
Dividend payout ratio (%)
_Telstra Annual Report 2015
2015
$m
26,607
10,745
6,762
4,286
19
4,305
30.5
40,445
14,962
13,566
14,510
3,589
2,619
34.5
88
2014
$m
26,296
11,135
7,185
4,549
(204)
4,345
29.5
39,360
16,048
10,521
13,960
3,661
7,483
34.4
86
2013(3)
$m
24,776
10,168
6,090
3,640
151
3,791
28.0
38,527
15,628
13,149
12,875
3,689
5,024
30.1
93
2012
$m
25,503
10,234
5,822
n/a
n/a
3,424
28.0
39,525
17,222
13,277
11,689
3,591
5,197
27.5
102
2011
$m
25,304
10,151
5,692
n/a
n/a
3,250
28.0
37,913
16,232
13,595
12,292
3,410
5,477
26.1
107
(1) Operating profit before interest, depreciation and amortisation and income tax expense. EBITDA is used as a measure of financial performance by excluding certain
variables that affect operating profits but which may not be directly relate to all financial aspects of the operations of the company. EBITDA is not a measure of operating
income, operating performance or liquidity under A-IFRS. Other companies may calculate EBITDA in a different manner to us.
(2) EBITDA less depreciation and amortisation.
(3) Restated for the retrospective adoption of AASB:119 “Employee Entitlements”.
Non financial results
Key performance indicator
Employee engagement – Score (%)
Health and safety(ii) – Lost Time Injury Frequency Rate (LTIFR)
Gender equality(iii) – Women in executive management (%)
FY15
FY14
FY13
n/a
0.98
25.6
82
1.12
25.9
80(i)
1.36
25.4
Volunteering during Telstra time(ii) – Total (days)
7,225
5,122
4,248
Payroll giving – Participation rate (%)
Social and community investment(iv) – Value ($m)
Everyone Connected – Targeted community programs (people reached) (’000s)
Carbon emissions(vi) – Tonnes of carbon dioxide equivalent (tCO2e) (’000s)
Carbon emissions intensity(vi) – tCO2e per terabyte of data
E-waste – Mobile phones (tonnes collected)
5.8
214
117(v)
1,571
0.42
15.6
5.3
217
143
1,592
0.58
15.3
3.6
231
146
1,634
0.83
14.0
(i) Telstra Group. FY13 results adjusted to exclude CSL and Sensis Group (79% was previously reported).
(ii) This data relates to Telstra Corporation Limited only and does not include subsidiaries or contractors.
(iii) Includes full time, part time and casual staff in Telstra Corporation Limited and its wholly owned subsidiaries, excluding contractors and agency staff. It does not include staff
in any other controlled entities within the Telstra Group. Executive management comprises persons holding roles within Telstra designated as Band A, B or C, or equivalent.
(iv) Our social and community investment covers four key focus areas: Everyone Connected (customer and community digital inclusion programs, comprising 87 per cent of
total investment), employee volunteering and giving, sponsorship and disaster relief. Our contribution consists of revenue foregone, cash, in kind, time, management costs
and leverage.
(v) This figure is a combination of actual and estimated data. The number of people reached has decreased in FY15 due to a stronger focus on delivering face to face training.
Our Bigger Picture 2015 Sustainability Report provides more detail on our approach and methodology.
(vi) Australian operations for Telstra Corporation Limited. This includes relevant Australian subsidiaries, joint ventures and partnerships.
179
REFERENCE
TABLES
Guidance versus reported results
This schedule details the adjustments made to the reported results for the current year to reflect the performance of the business
on the basis which we provided guidance to the market. This guidance assumed wholesale product price stability, no impairments
to investments, excluded any proceeds on the sale of businesses, mergers and acquisitions and purchase of spectrum.
Reference Tables_
Reported
Adjustments FY15
FY14
Guidance Basis
FY15
FY14
Growth
Sensis(i)
M&A(ii)
Controlled
Entities
M&A(ii)
JVs/
Associates
M&A(ii)
Other
Investments
Dimmi(iii)
CSL(iv)
Octave(v)
Sequel
Media(vi)
Spectrum(vii)
CSL &
Sensis(viii)
FY15
FY14
Growth
$m
$m
$m
$m
$m
$m
Sales revenue
Total revenue
Total income (excl. finance income)
Labour
Goods and services purchased
Other expenses
Operating expenses
$m
$m
25,845
25,119
26,023
25,320
26,607
26,296
4,921
6,847
4,113
4,732
6,465
3,988
15,881
15,185
%
2.9
2.8
1.2
4.0
5.9
3.1
4.6
Share of net profit from joint ventures and associated entities
19
24
(20.8)
EBITDA
10,745
11,135
Depreciation and amortisation
EBIT
Net finance costs
Profit before income tax expense
Income tax expense
Profit for the year from continuing operations
Profit/(loss) for the year from discontinued operation
Profit for the year from continuing and discontinued operations
Attributable to:
Equity holders of the Telstra Entity
Non-controlling interests
Free cashflow
This table has been subject to review by our auditors.
957
(28.0)
3,983
6,762
689
6,073
1,787
4,286
19
4,305
3,950
7,185
6,228
1,679
4,549
(204)
4,345
4,231
4,275
74
70
(3.5)
0.8
(5.9)
(2.5)
6.4
(5.8)
n/m
(0.9)
(1.0)
5.7
$m
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$m
(255)
(255)
(261)
(117)
(129)
(62)
(308)
0
47
(54)
101
(4)
105
3
102
0
102
101
1
0
0
0
0
0
0
0
2
2
0
2
0
2
0
2
0
2
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$m
0
0
(27)
0
0
0
0
0
(27)
0
(27)
0
(27)
0
(27)
0
(27)
(27)
0
0
0
0
0
0
0
(15)
(15)
0
15
0
15
0
15
0
15
0
15
15
0
10
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
8
21
24
(13.5)
$m
0
0
$m
$m
25,590
25,119
25,768
25,320
(561)
26,319
25,735
4,804
6,718
4,036
4,732
6,465
3,988
15,558
15,185
0
0
0
0
0
(561)
10,782
10,574
0
(561)
0
(561)
0
(561)
0
3,929
6,853
685
6,168
1,790
4,378
19
(561)
4,397
3,950
6,624
957
5,667
1,679
3,988
(204)
3,784
0
0
4,322
4,275
75
70
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
%
1.9
1.8
2.3
1.5
3.9
1.2
2.5
2.0
(0.5)
3.5
(28.4)
8.8
6.6
9.8
n/m
16.2
1.1
7.1
2.0
2,619
7,483
(65.0)
(68)
1,031
48
72
(3)
1,302
(2,561)
5,019
4,922
Note:
On a guidance basis, income growth on the prior period was 2.3% and EBITDA growth on the prior period was 2.0%. On a guidance basis and excluding CSL operating results
from the prior period, income growth was 6.6% and EBITDA growth was 4.5%. Free cashflow in the prior period included $205m M&A outlay related to DCA eHealth Solutions,
Fred IT Group, NSC Group, O2 Networks and Ooyala. On a guidance basis and excluding the prior period M&A, FY15 free cashflow of $5,019m represents a decline on the prior
period of 2.1%.
There are a number of factors that have impacted our results this year. In the table above, we have adjusted the results for:
(i) Sensis adjustments:
Adjustments related to Sensis discontinued operation. Free cashflow adjustment of $9m related to the receipt from completion adjustment on Sensis sale, and $59m for
capital return and dividends received for the year to 30 June 2015.
(ii) Mergers & Acquisitions:
Adjustments relating to mergers and acquisition activities (including operating results). This includes Ooyala, VideoPlaza, Pacnet, Nativ Holdings, Medinexus, Telstra SNP
Monitoring, Bridge Point Communications, iCareHealth, AFN Solutions, Emerging Holdings, Cloud 9 Software, Dr Foster Intelligence, Neto E-commerce Solutions, Cygnus
Satellite, Globecast Australia, and Other investments to 30 June 2015.
(iii) Dimmi disposal adjustments:
Dimmi Pty Ltd was disposed on 31 May 2015.
180
(iv) CSL adjustments:
CSL tax indemnity paid ($10m) and provided for ($5m) as a result of regulatory events subsequent to the sale.
(v) Octave adjustments:
On 10 December 2013, Telstra Octave Holdings Limited acquired the remaining 33 per cent interest in Octave Investments Holdings Limited in exchange for selling the net
assets of the five variable interest entities controlled by Sharp Point Group Limited. As our control did not change in Octave Investments Holdings Limited, the associated
gain of $27m was held in our General Reserve in equity at June 2014. On 12 December 2014, we liquidated Octave Investments Holdings Limited and Telstra Octave Holdings
Limited and as a result of us ceasing to own both the entities, the $27m gain held in equity was transferred to the Income Statement in accordance with accounting standards.
(vi) Sequel Media adjustments:
On 26 November 2014 our controlled entity Telstra Holdings Pty Ltd disposed of our entire 55 per cent shareholding in Sequel Media Inc. and its controlled entities (Sequel Media Group)
for a total consideration of $18 million, resulting in a $2 million net loss on sale, largely representing the $2 million foreign currency translation loss reclassified on the disposal from
reserves to the income statement. On completion of the sale we deconsolidated 100 per cent of the Sequel Media Inc. balance sheet, including $26 million of cash balances disposed.
(vii) Spectrum adjustments:
Adjustments relating to the impact of free cashflow associated with our spectrum purchases and renewals for the year ($1,302m, 2 x 20MHz in the 700 MHz band
(40 MHz in total) and 2 x 40 MHz in the 2.5 GHz band (80 MHz in total)).
(viii) CSL and Sensis FY14 adjustments:
Adjustments relating to the impact of $561m CSL profit on sale and free cashflow associated with the sale of CSL ($2,107m) and Sensis ($454m) in FY14 excluded for
guidance purpose.
181
_Telstra Annual Report 2015 GLOSSARY
TECHNOLOGY TERMS
4G (or 4G-LTE)
Bundle
Fourth generation of wireless networks.
It gives users faster download and
upload speeds and better response
times than previous generations. 4G lets
customers do things like downloading
files, sending large attachments, web
browsing and online multi-tasking faster
than previous generations. 4G-LTE also
provides more network capacity and thus
delivers benefits for network operators.
The faster you can deliver data, the
greater the capacity you make available
for other users on the network.
4GX™ (LTE + LTE A)
The next step in our 4G evolution.
4GX is based on 4G using our 20MHz
(FDD) holding of 700MHz frequency
band which, by itself, allows peak
network speeds to 150Mbps and better
4G in-building coverage. 4GX also
encompasses our LTE-Advanced
capability where the new 4G700MHz
is aggregated with our existing 4G on
1800MHz or new 4G on 2600MHz.
4GX using LTE-Advanced is capable of
even greater peak network speeds of
up to 300Mbps and adds another lane
of capacity to the Telstra mobile
broadband super highway.
ADSL
Asymmetric Digital Subscriber Line.
A broadband technology that provides
access to the internet at fast speeds.
Data is carried over the copper network
phone lines. These data speeds can
enable the delivery of voice, data and
video services.
ADSL 2+
Extends the capability of basic ADSL
by increasing the potential speeds that
customers experience. Telstra’s ADSL 2+
service can deliver a maximum download
speed of 20Mbps. (The actual customer
download speed can vary depending on
line conditions. Typical download speeds
are 10Mbps.)
182
A product that has one or more
base products.
Cable
See HFC cable.
Cloud
Can refer to the provision of services,
software, storage and security over the
internet, typically on a pay-for-use basis.
In simple terms, it allows access to
information and programs on multiple
devices in multiple locations.
Cyber safety
The safe use of information and
telecommunications technology
(including mobile phones) and
the internet.
Fibre to the Premises (FTTP)
A broadband access solution that
delivers fibre from a telco’s exchange
facility directly to the outside of a
building. Because fibre can deliver
faster data transfer speeds than
copper, FTTP solutions, which do not
depend on copper, offer potential
internet speeds faster than FTTN
solutions (see definition of FTTN).
HFC
Hybrid Fibre Coax. A way of delivering
video, voice and data using both coaxial
cables (like the ones used for connecting
your television to an antenna) and fibre
optic cables. Optical fibre connects a
telco’s facility (called a headend) to hubs
in suburban streets, and then coaxial
cables connect the hubs and customer
premises. Telstra uses an HFC network
to deliver Foxtel and Big Pond Cable
Internet services.
eHealth
IP
eHealth is the sharing of health
resources and provision of health
care by electronic means.
Fixed wireless (NBN Co)
The NBN Co Fixed Wireless network
uses advanced wireless technology
such as LTE or 4G to deliver services
to a fixed number of premises within
each coverage area.
Fibre to the Node (FTTN)
A broadband access solution that
delivers fibre from a telco’s exchange
facility to a street cabinet (the “node”),
with the final connections to a premises
being the copper network phone lines.
Internet Protocol. Part of the family of
protocols describing software that tracks
Internet addresses, directs outgoing
messages, and recognises incoming
messages. Used in gateways to connect
networks at a high level.
IPTV
Television, video signals or other
multimedia services that are distributed
to subscribers or viewers using Internet
Protocol over a broadband connection.
Examples include Telstra’s T-Box and
Foxtel on T-Box services.
Live chat
Telstra LiveChat is an application
which allows visitors to Telstra.com
the opportunity to communicate ‘Live’
with a Telstra consultant. Customers
can have their questions answered
and/or purchase any number of
products in one single web chat.
Glossary_
_Telstra Annual Report 2015
Migration plan
Spectrum
Capex
FINANCIAL TERMS
Capital expenditure. This is expenditure
on assets such as property, equipment,
intangible assets, etc.
DPS
Dividend per share.
EBITDA
Earnings before interest, income tax
expense, depreciation and amortisation.
An indicator of a company’s operational
profitability.
EPS
Earnings per share. A company’s profit
divided by the number of shares on issue.
Free cashflow
Represents the cash that a company is
able to generate from its operations after
spending money required to maintain or
expand its asset base.
NPAT
Net profit after tax.
The migration plan outlines how Telstra
will progressively migrate voice and
broadband services from its copper and
HFC networks to the NBN as its fixed line
network is rolled out across Australia.
The migration plan was originally
approved by the ACCC on 27 February
2012 and was varied by approval of the
ACCC on 26 July 2015 to accommodate
NBN Co’s shift to a multi-technology
approach to its rollout.
Mobile data
Wireless internet access delivered
over the mobile phone network to
computers and other digital devices
using portable modems.
Points of presence (network)
An access point (port) that enables
Internet Service Provider (ISP) customers
to enter the internet network from outside
the Telstra network.
Post paid
Credit provided to a customer and
billed in arrears.
All wireless communications signals
travel through the air via radio frequency,
known also as spectrum. The government
grants telcos licences for dedicated use
of portions (bands) of the spectrum.
As people increase their use of wireless
networks, more spectrum is required.
Unified Communications
An integrated hardware and software
offering that combines enterprise
communications on a single platform.
It is any communications system that
encompasses a broad range of
technologies and applications that
have been designed as a single
communications platform. A unified
communications system generally
enables companies to use integrated
data, video and voice from multiple
locations in one supported product.
Wi-Fi
The most prevalent form of WLAN
technology. Wireless local area
networks (WLANs) are small-scale
wireless networks with a typical
radius of several hundred feet.
PSTN
Public switched telephone network.
Generic term for public telephone networks.
Often referred to as “fixed line”, it is
the standard home telephone service,
delivered over copper wires.
Wi-Fi hotspot
A device that other devices can connect
to wirelessly in order to access the
Internet. (Wi-Fi refers to a set of wireless
standards commonly used by devices for
short-distance wireless communication).
Roaming
A service which allows customers to use
their mobile phone while in a service area
of another carrier, for example overseas.
183
NOTES
184
NOTES
_Telstra Annual Report 2015
185
INDEX
A
Advocacy ......2, 6-7, 9-10, 13, 17-18, 48, 53
Apple Music ...............................................15
Asia .....................................................3, 7, 14
Auditor Independence ............... 47, 68, 101
Autohome Inc. ............. 76, 95, 97, 139-141,
..................................................150, 154, 167
B
Balance Sheet ...........................................73
Board of Directors ...............................35-37
Buy-back .........................4, 6, 26, 65, 74-76,
............................. 86, 94, 116, 133, 139, 154
C
Carbon Emissions .............................5, 7, 33
Cash Flow Statement .........................25, 74
CEO remuneration...............................48, 50
Chairman and CEO’s Message ............... 6-8
Check-In ...............................................10, 11
Code Club ...................................................30
Committees of the Board ...................40-41
Community ............................................7, 30
Controlled Entities ......................... 148-154
Contact Details ....................................... 188
Corporate Governance........................40-43
Credit Rating ........................................... 127
CSL .................... 6, 20, 24-26, 95, 96, 97, 98,
......................... 103, 112, 139, 179, 180-181
Customer Service .......................2, 5, 6, 7,10
Cyber safety ...............................................29
D
Directors’ Report ..................................44-68
Diversity .................................. 31-32, 41, 43
Dividends .............. 6, 44, 49, 53-54, 94, 179
E
Earnings Per Share ......20, 88, 93, 179, 183
eHealth ........................... 3, 14-15, 137, 138,
................................. 155, 156, 157, 158, 182
Electromagnetic Energy (EME) ................34
Employee Engagement.................... 31, 179
Employee Share and
Option Plans ..........................133, 159-167
Environment ......... 17-18, 28, 31, 33-34, 46
Expenses ............................... 24-26, 99-100
F
Financial Calendar ................................. 188
Financial Statements and Notes ... 71-174
Five Year Summary ................................ 179
Fon ....................................................7, 12, 13
Foxtel ................4,15, 21, 24, 95, 97, 98, 182
G
Globecast Australia ......................... 15, 137
Glossary .......................................... 182-183
Goodwill and
Other Intangible Assets ................. 111-112
Guidance ..... 4, 6, 7, 20, 21, 25, 78, 180-181
H
Health and Safety ...................... 31, 43, 179
I
Impaired Financial Assets ............ 140-141
Income Statements ............................71-72
Independent Auditor’s Report .............. 176
Indigenous .....................................30, 32, 34
Information Security ........................ 14, 137
J
Joint Venture (JV) .............14, 15, 16, 17, 20,
............................................33, 155-158, 180
M
Material Business Risks.....................16-17
Mobile Black Spot Programme ............6, 12
Mobiles .............................3, 6, 13, 18, 21, 29
muru-D ...................................................5, 15
N
National Broadband Network (NBN)
..............................3, 7, 13, 17, 18, 22, 24, 46,
..................................51, 53-55, 98, 141, 161
Netflix .........................................................15
Net Promoter System (NPS)
.................................................5, 6, 10, 53-55
Network .............................12-13, 16, 18, 29,
.................................... 33, 82-83, 86, 95, 141
Network Applications
and Services (NAS) .........3, 7, 14, 23-24, 95
Notes to the
Cash Flow Statements .................. 134-139
Notes to the
Financial Statements ...................... 77-174
O
Ooyala ..... 5, 15, 78, 118, 135-136, 150, 154
Operating and Financial
Review (OFR) ..........................................2-26
P
Pacnet ..................... 5, 7, 14, 24-25, 29, 137
Presto .........................................................15
Privacy ............................................16, 29, 43
R
Remuneration ......................................48-67
Risk Management .........................16, 17, 40
S
Sales Revenue ........................ 86-87, 97-98
Senior Management ...........................38-39
Sensis .......................... 20-21, 24-26, 95-96
Shareholder Information ............... 177-178
Stan ............................................................15
Statement of Cash Flows ...................23, 74
Statement of Financial Position ..............73
Strategy ...................................... 2, 6-7, 9-19
Sustainability ..................................5, 27-34
T
telekomtelstra ....................................... 5,14
Telkom Indonesia ..................................7, 14
Telstra 24x7 App ........................................11
Telstra Air ...............................4, 6, 12-13, 22
Telstra Foundation ..................... 30-31, 148
Telstra Foundation Philippines ..................4
Telstra Health ..................5, 7, 14-15, 18, 21
Telstra Software Group ...........3, 14-15, 17,
.................................................... 22, 150, 154
U
United Nations Global Compact ..... 34, 187
W
Wi-Fi ...........................4, 6-7, 12, 22, 25, 183
186
_Telstra Annual Report 2015
Online Shareholder Information
Keeping Informed
Sustainability Reporting
Telstra’s Investor Centre at
telstra.com/investor has all the
latest news and information
available for shareholders.
Shareholders can also easily
manage their shareholding online at
www.linkmarketservices.com.au/telstra.
Shareholders require their SRN/HIN
and postcode for access and then can
view and update information under the
following menu options:
To keep up to date with the latest news
about Telstra:
• follow us on twitter @Telstra_news
• follow us on Facebook
• subscribe to our media releases
on our website at telstra.com.au/
aboutus/media/rss-feeds
• visit Telstra Exchange
exchange.telstra.com.au
Holdings – transaction history,
holding balance and value and
latest closing share price.
Payment and Tax – dividend payment
history, tax information, payment
instructions and TFN details.
Update bank details here.
Communication – become an
e-Shareholder and update
postal/email addresses and
communication elections here.
Annual Report
Telstra’s 2015 Annual Report is available
to all shareholders from our Investor
Centre at telstra.com/annualreport.
To receive a hardcopy of the Annual
Report (free of charge), you can call our
Share Registry on (+61) 1300 88 66 77
and request a report be sent to you.
You may also update your communication
preferences online to change the way you
receive future copies of the Annual Report.
Please refer to the Online Shareholder
Information section for instructions on
how to do this at www.linkmarketservices.
com.au/telstra.
Selected graphs and data presented
in this Report are included in the
Bigger Picture 2015 Sustainability
Report, which is available online at
telstra.com/sustainability/report.
Our sustainability report provides
more detailed information and
analysis for our stakeholders on
Telstra’s sustainability approach and
performance. You can also subscribe
to our sustainability newsletter at
telstra.com/sustainability/subscribe.
We develop our sustainability
reporting with reference to industry
and sustainability standards, including
the United Nations Global Compact
Communication on Progress, and
in accordance with the Global
Reporting Initiative G4 Sustainability
Reporting Guidelines. The full GRI
Index can be found online at
telstra.com/sustainability/report.
The spectrum device and ™ and ® are trade marks and
registered trade marks of Telstra Corporation Limited,
ABN 33 051 775 556.
® Registered trademark of Telstra Corporation Limited.
™ Trademark of Telstra Corporation Limited.
** Registered trade mark of Sensis Pty Limited.
*** Registered trade mark of Whispir Limited.
^ Registered trademark of Apple Inc.
^^ Registered trade mark of Roku Inc.
^^^ Registered trade mark of Stan Entertainment Pty Ltd.
@ Registered trade mark of Netflix Inc.
Foxtel marks are used under licence by Foxtel Management
Pty Ltd.
All amounts are expressed in Australian dollars ($A) unless
otherwise stated.
Designed by thatworks.
187
CONTACT DETAILS
Registered Office
Investor Relations
Level 41, 242 Exhibition Street
Melbourne Victoria 3000 Australia
Damien Coleman
Company Secretary
Email: companysecretary@team.telstra.com
Level 25, 242 Exhibition Street
Melbourne Victoria 3000 Australia
Australia: 1800 880 679
All Other: +61 (3) 8647 4954
Email: investor.relations@team.telstra.com
General Enquiries – Registered Office
Sustainability
Australia: 1300 368 387
All Other: +61 (8) 8308 1721
Level 37, 242 Exhibition Street
Melbourne Victoria 3000 Australia
Email: sustainability@team.telstra.com
Shareholder Enquiries
Australian Share Register
Australia: 1300 88 66 77
All Other: +61 1300 88 66 77
Fax: +61 (2) 9287 0303
Email: telstra@linkmarketservices.com.au
Website: www.linkmarketservices.com.au/telstra
Link Market Services Limited
PO Box A942
Sydney South NSW 1234 Australia
New Zealand Share Register
New Zealand: 0800 835 787
All Other: +64 9 375 5998
Fax: +64 (9) 375 5990
Email: enquiries@linkmarketservices.co.nz
Website: www.linkmarketservices.co.nz
Link Market Services Limited
PO Box 91976
Auckland 1142 New Zealand
Telstra Corporation Limited
ABN 33 051 775 556
Incorporated in the Australian Capital Territory
Telstra is listed on Stock Exchanges in
Australia and in New Zealand (Wellington)
Websites
Telstra Investor Centre
telstra.com/investor
Telstra Sustainability
telstra.com/sustainability
INDICATIVE FINANCIAL CALENDAR1
Final dividend paid
Friday 25 September 2015
Annual General Meeting
Tuesday 13 October 2015
Half Year Results announcement
Thursday 18 February 2016
Ex-dividend share trading commences
Tuesday 1 March 2016
Record date for interim dividend
Thursday 3 March 2016
DRP election date
Interim dividend paid
Friday 4 March 2016
Friday 1 April 2016
Annual Results announcement
Thursday 11 August 2016
Ex-dividend share trading commences2
Wednesday 24 August 2016
Record date for final dividend
Thursday 25 August 2016
DRP election date
Final dividend paid
Friday 26 August 2016
Friday 23 September 2016
Annual General Meeting
Tuesday 11 October 2016
1 Timing of events may be subject to change. Any change will be notified to the Australian Securities Exchange (ASX).
2 The ex-dividend share trading date for the final dividend reflects proposed amendments to the ASX Listing Rules
associated with the implementation by the ASX of a T+2 settlement cycle in March 2016.
188
FF
telstra.com/investor