FRASERS HOSPITALITY TRUST ANNUAL REPORT 2015
179
NOTES TO THE FINANCIAL STATEMENTS
FOR THE FINANCIAL PERIOD FROM 20 JUNE 2014 (DATE OF CONSTITUTION) TO 30 SEPTEMBER 2015
24.
COMMITMENTS AND CONTINGENCIES (CONT’D)
(c)
Capital commitments
Capital expenditures contracted for as at the end of the reporting period but not recognised in the
financial statements are as follows:
FHT and FH-REIT Group
30 Sep 2015
$’000
Commitments in respect of:
– contracted capital expenditure for investment properties
11,203
25.
CLASSIFICATION OF FINANCIAL INSTRUMENTS
The table below summarises the accounting classification of FHT’s, FH-REIT Group’s and FH-BT’s financial
assets and liabilities at the reporting date:
FHT FH-REIT Group
FH-BT
30 Sep 2015
30 Sep 2015
30 Sep 2015
$’000
$’000
$’000
Loans and receivables
Trade and other receivables (Note 13)
5,973
5,973
–
Cash and cash equivalents (Note 14)
52,308
52,298
10
58,281
58,271
10
Financial assets at fair value through profit or loss
Derivative financial instruments (Note 18)
2,228
2,228
–
Financial assets at fair value - hedging instruments
Derivative financial instruments (Note 18)
6,599
6,599
–
Financial liabilities at amortised cost
Trade and other payables (Note 15)
12,723
12,721
2
Borrowings (Note 17)
785,003
785,003
–
Rental deposits
17,099
17,099
–
814,825
814,823
2
Financial liabilities at fair value through profit or loss
Derivative financial instruments (Note 18)
484
484
–
26.
FINANCIAL RISK MANAGEMENT
Risk management is integral to the business of the Stapled Group. The Stapled Group has a system of controls
in place to create an acceptable balance between the cost of risks occurring and the cost of managing the
risks. The management continually monitors the Stapled Group’s risk management process to ensure that an
appropriate balance between risk and control is achieved.
The Managers are responsible for setting the objectives and underlying principles of financial risk management
for the Stapled Group. This is supported by comprehensive internal processes and procedures which are
formalised in the Manager’s organisational and reporting structure, operating manuals and delegation of
authority guidelines.
