Notes 17 -20
Note 17: Categories of financial instruments
Financial liabilities
Financial liabilities are recognised initially at fair value less transaction costs and subsequently measured at amortised cost using the effective interest rate method. Financial liabilities entered into with duration less than 12 months are recognised at their nominal value.
Amortisation and, in the case of monetary items, foreign exchange gains and losses, are recognised in the Statement of Comprehensive Revenue and Expense as is any gain or loss when the liability is derecognised. There have been no financial liabilities designated as hedge items, therefore, no hedge accounting applied.
| 2015/16 | 2016/17 | |
|---|---|---|
| Actual ($000) |
Actual ($000) |
|
| Loans and receivables | ||
| 19,007 | Cash and cash equivalents | 35,470 |
| 30,272 | Debtors and other receivables | 38,773 |
| 49,279 | Total loans and receivables | 74,243 |
| Financial liabilities measured at amortised cost | ||
| 14,014 | Creditors and other payables | 19,309 |
| 14,014 | Total financial liabilities measured at amortised cost | 19,309 |
Note 18: Related party information
The New Zealand Customs Service is a wholly owned-entity of the Crown.
Related parties
Related party disclosures have not been made for transactions with related parties that are within a normal supplier or client/recipient relationship on terms and conditions no more or less favourable than those that it is reasonable to expect the New Zealand Customs Service would have adopted in dealing with the party at arm’s length in the same circumstances.
The Government reporting entity comprises a large number of commonly controlled entities, which includes the New Zealand Customs Service. These entities, and their key management personnel, transact among themselves on a regular basis, for example, for the purchase of postage stamps and the registration of vehicles.
These transactions are conducted at arm’s length. Any transactions not conducted at arm’s length will be disclosed in the financial statements.
| 2015/16 | 2016/17 | |
|---|---|---|
| Actual | Actual | |
| Leadership Team, including the comptroller | ||
| $3,171,000 | Salaries and other short-term employee benefits | $3,072,902 |
| 12.0 | Full-time equivalent staff | 11.1 |
The above key management personnel disclosure for the New Zealand Customs Service consists of the members of Customs’ senior management. It excludes the remuneration of the Minister of Customs. The Minister’s remuneration and other benefits are set by the Remuneration Authority under the Members of Parliament (Remuneration and Services) Act 2013 and are paid under Permanent Legislative Authority, and not paid by the New Zealand Customs Service.
If close family members of key management personnel are employed by the New Zealand Customs Service, the terms and conditions of those arrangements are no more favourable than would be adopted if there were no relationship to key management personnel.
Note 19: Capital management
The New Zealand Customs Service’s capital is its equity, which comprises taxpayers’ funds and the memorandum account.
Equity is represented by net assets. The New Zealand Customs Service manages its revenues, expenses, assets, liabilities, and general financial dealings prudently. The New Zealand Customs Service’s equity is largely managed as a by-product of managing income, expenses, assets, liabilities, and compliance with the Government Budget processes and with Treasury Instructions and the Public Finance Act 1989.
The objective of managing the New Zealand Customs Service’s equity is to ensure the New Zealand Customs Service effectively achieves its goals and objectives for which it has been established, whilst remaining a going concern.
Note 20: Reconciliation of net surplus/deficit to net cash flow from operating activities for the year ended 30 June 2017
| 2015/16 | 2016/17 | |
|---|---|---|
| Actual ($000) |
Actual ($000) |
|
| 6,293 | Net operating surplus/(deficit) | 12,296 |
| 13,723 | Depreciation and amortisation expense | 15,054 |
| 13,723 | Total non-cash items | 15,054 |
| Working capital movements | ||
| (22,960) | (Increase)/decrease in debtors and receivables | (8,501) |
| (1,878) | (Increase)/decrease in prepayments | (53) |
| 7,352 | Increase/(decrease) in creditors and payables | 5,295 |
| 1,157 | Increase/(decrease) in employee entitlements | 1,051 |
| 37 | Increase/(decrease) in other short term liabilities | 405 |
| (16,293) | Working capital movements - net | (1,803) |
| Movements in non-current liabilities | ||
| - | Provisions for premises make good | - |
| 560 | Increase/(decrease) in employee entitlements | (518) |
| 560 | Movements in non-current liabilities | (518) |
| 1,762 | (Increase)/decrease in investing activity items | 166 |
| 84 | Net (gain)/loss on sale of fixed assets/impairment | 566 |
| 1,846 | Total investing activity items | 732 |
| 6,129 | Net cash from operating activities | 25,761 |