Annual Report

AITKEN SPENCE HOTEL HOLDINGS PLC | ANNUAL REPORT 2016/17
ANNUAL REPORT FORMATS
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At Aitken Spence Hotels we are reputed for our pioneering attitude and
bold approach, never fearing to take a new road in our quest to deliver
better value to the many stakeholders we serve. This is why our property
portfolio is now an outstanding one, including the chain of Heritance
luxury resorts in Sri Lanka and Adaaran in the Maldives.
We also own and operate several other properties in Sri Lanka, four
hotels in Oman and our most recent venture: Turyaa Chennai, designed
to attract a more youthful market segment.
As always we’re keeping our focus on the long-term perspective, as

we improve and develop our existing hotel properties to contribute
value to our future bottom-line. At a time when far-sighted strategies
for sustainable success are more important than ever before,
we look to the future; passionate, eager and ready to fly.
CONTENTS
14-19
CHAIRMAN’S STATEMENT
MANAGEMENT INFORMATION &
PERFORMANCE HIGHLIGHTS
12
14
20
Across the Region
Chairman’s Statement
Managing Director’s Review
20-25
MANAGING DIRECTOR’S
26 Board of Directors REVIEW
30 Corporate Management Team
35 Group Performance Highlights
92
94
Group Structure
Milestones
94-95
MILESTONES
97-99
THE GROUP’S KEY STRATEGIC
IMPERATIVES
INTEGRATED MANAGEMENT
DISCUSSION & ANALYSIS
96 Introduction
97 The Group’s Key Strategic
Imperatives
99 Stakeholder Engagement &
Inclusion
102 Backdrop to Performance
114 Group Performance
By Tourist Board
4
150-167
CORPORATE GOVERNANCE
GOVERNANCE
150 Corporate Governance
168 Audit Committee Report
171 Remuneration Committee Report
173 Nomination Committee Report
175 Related Party Transactions Review
Committee Report
177 Statement of Directors’ Responsibilities
178 Annual Report of the Board of Directors
184 The Board of Directors’ Statement on
Internal Controls
186 Risk Management
FINANCIAL REPORTS
200 Financial Calendar
201 Independent Auditors’ Report
202 Income Statement
203 Statement of Profit or Loss and
Other Comprehensive Income
204 Statement of Financial Position
206 Statement of Changes in Equity
208 Statement of Cash Flow
210 Notes to the Financial Statements
SUPPLEMENTARY INFORMATION
293 Quarterly Statistics
294 Indicative US Dollar Financial Statements
297 Decade at a Glance
298 Investor Information
303 Real Estate Holdings of the Group
304 Group Directory
307 Independent Assurance Statement
311 GRI G4 Content Index
316 Corporate Information
317 Notice of Meeting
318 Glossary of Financial Terms
319 Form of Proxy
321 Investor Feedback Form
5
Heritance Negombo
Hotel RIU Sri Lanka
Heritance Aarah, Maldives
G4-04 G4-09
ACROSS
THE REGION
We will continue to expand and harness many synergies of being

a multi destination player whilst leveraging the same values and
unique brand attributes that have differentiated us to sustain a
position of market leadership
OMAN MALDIVES SRI LANKA INDIA

Group’s newest acquisition Al Construction work continued Heritance Negombo and Hotel Turyaa Chennai was
Falaj - Muscat completed its at the 5-star resort under RIU Sri Lanka commenced awarded the deluxe five-star
first full year in operation. The development in the island operations adding over 600 classification by the Indian
Group is planning for a phased of Aarah. The property is rooms to the group’s portfolio Government
refurbishment of the property scheduled to be operational in
in the coming years. early 2018.
12
NEW ROOMS ADDED

160 rooms projected to be
added next year
+640
INCREASE IN REVENUE
Total revenue crosses
1. Heritance Ahungalla Rs 16 billion
2. Heritance Kandalama
2 9
+20%
3. Heritance Tea Factory
4. Heritance Ayurveda Maha Gedara
7 10
5. Heritance Negombo
3
6. Turyaa Kalutara
11
7. Hotel Hilltop
5 INCREASE IN ASSETS
8. Hotel RIU Sri Lanka Total assets exceed
6
9. Amethyst Resort Passikudah Rs 52 billion
4
10. Earl’s Regency
1, 8 11. Bandarawela Hotel
+36%
IN SRI LANKA IN MALDIVES IN SRI LANKA

Heritance Kandalama Adaaran Club Rannalhi Turyaa Kalutara
Heritance Ahungalla Adaaran Select Hudhuran Fushi Hotel Hilltop
Heritance Tea Factory Adaaran Select Meedhupparu Amethyst Resort Passikudah
Heritance Ayurveda Maha Gedara Adaaran Prestige Vadoo Earl’s Regency
Heritance Negombo Adaaran Prestige Water Villas Bandarawela Hotel
Adaaran Prestige Ocean Villas
IN INDIA
Turyaa Chennai
IN OMAN
Al Falaj Hotel
Desert Nights Camp
Al Wadi Hotel
Find out more about Sur Plaza Hotel
Aitken Spence Hotels Online at
13
G4-01 G4-13
CHAIRMAN’S
STATEMENT
D.H.S Jayawardena
Chairman
14
The investments we continue to make to expand and diversify

our portfolio and to constantly expand the value we create
for all our stakeholders and constantly fine tune our product
offerings stand as testimony to the confidence with which we
look to the future and the long term.
Dear Stakeholder, 3 months adversely impacted arrivals during the peak

It is my pleasure to welcome you to the fortieth Annual winter period. Western Europe continued to be the largest
General Meeting of Aitken Spence Hotel Holdings PLC source of visitors to Sri Lanka accounting for over 31% of
and share with you its performance for the year ending total arrivals with an increase of over 16% compared to the
31st March 2017. Your Group augmented its platform and previous year. The share of tourist arrivals from East Asia
consolidated its recent ventures, creating pathways to continued its increasing trend since 2010, accounting for
expand its footprint with the same pioneering spirit. over 20% of total arrivals compared with 10.5% in 2010, led
by impressive growth in arrivals from China. Arrivals from
During the year, Group revenue increased by 20% to all major regions, except Africa, increased in 2016. India
Rs. 16 bn. whilst net profit decreased due to investments in remained the largest country of tourist origin in 2016, while
expanding our portfolio and the resulting financing costs. China remained second, followed by the UK, Germany and
In addition, the partial closure of three of our properties France. These 5 largest tourist source markets accounted
for refurbishment, coupled with political and economic for 51% of tourist arrivals to Sri Lanka reflecting a high
challenges in some of the key operating markets as well as dependency on a few markets thereby creating a need to
source markets impacted results. diversify the country’s portfolio.
We understand that Tourism in Sri Lanka is an industry Sri Lanka’s earnings from tourism also continued to be
which must be based on sustainable tourism. Your Group’s a major foreign exchange earner, growing by 18% during
properties, in their design construction and operating the year to over US Dollars 3.5 Bn. in 2016, supported by
models, strive to abide by such principles. The number the increase in arrivals and higher per capita spend. The
of accolades that the Group continues to win for its average spend per day by a tourist, US dollars 168 in 2016
sustainability efforts spur us on. was a marginal increase over 2015. Further, the average
duration of stay by a tourist remained almost static at 10.2
Let me begin by providing a brief overview of the industry’s days in 2016.
performance.
As a worldwide export, tourism continued to rank third in
TOURISM INDUSTRY PERFORMANCE: the world according to the UNWTO’s 2016 World Tourism
Barometer. UNWTO’s 2016 results on expenditure from
The Sri Lankan tourism industry, continued its growth
major outbound markets reflect increasing demand for
momentum during the year to achieve an annual growth of
international tourism across the world. International
14% with arrivals crossing a milestone of 2 million. Increase
tourism expenditure grew by US$ 11 Billion to US$ 261
in tourism related infrastructure development as well as
billion. With a 12% increase in spending, China continued
geo-political tension in major tourist destinations of the
to lead international outbound tourism, followed by the
world helped Sri Lanka to attract tourists although the
United States, Germany, the United Kingdom and France as
closure of Sri Lanka’s international airport for little over
the top five spenders.
15
CHAIRMAN’S
STATEMENT
It is most heartening that two of our other premium branded

hotels - Heritance Kandalama and Heritance Tea Factory
continued to achieve excellent results in terms of revenue
and profitability.
Outbound tourism from some commodity exporters well poised to harness the new economies of scale and the
continued to be depressed due to their weaker economy Group’s reputation for excellence in service and cuisine to
and currencies and expenditure from the Russian become a noteworthy contributor to the group’s results in
Federation declined further. the future.
GROUP PERFORMANCE CONTINUING TO EXPAND OUR FOOTPRINTS

Hotel RIU Sri Lanka, the 501 key Five Star all inclusive Aitken Spence has pioneered in Sri Lanka, the venture of
property which your Group invested in partnership with the country’s hospitality industry into overseas markets;
the renowned Spanish hotel developer and operator RIU being the first to own properties in the Maldives, India and
international, commenced operations in August 2016. It is more recently, Oman. The strategy to venture out has paid
today the largest resort hotel in Sri Lanka. Its performance off significantly over the years and we are confident it will
was most commendable, achieving an operating profit continue to contribute to the profitability of the group.
(EBITDA) in the first eight months of operations. RIU was
also the catalyst for the commencement of charter flights As intimated to you in my message of last year, the year
to Sri Lanka, from UK and Scandinavia by TUI, one of the under review saw the Group commenced construction of
world’s leading tour operators, during the winter season. its newest property in the Maldives, a state of the art 160
roomed Five Star property, on the island of Aarah. The
The newest addition to our premium brand - Heritance construction is progressing well and is scheduled to be
Negombo, which opened in April 2016 performed well to operational in early 2018.
achieve an operating profit, despite teething issues of a
new property and intensifying competition from a large As we mentioned last year, your Group, as a new revenue
hotel room inventory in the area. stream as well as a risk mitigation strategy and a stepping
stone to expand its footprint in the region, acquired Al
It is most heartening that two of our other premium Falaj, one of the four properties it has been managing in
branded hotels -Heritance Kandalama and Heritance Oman. The Group will enhance certain facilities of this 150
Tea Factory continued to achieve excellent results in roomed hotel to better harness the potential we identify
terms of revenue and profitability. On the other hand, in Oman and the Middle East, despite the immediate
Heritance Ahungalla did not operate at full capacity due challenges that the region faces. Oman, amidst the security
to the refurbishment of one third of its room inventory, and political turmoil in the Middle East, remains a safe
to enhance the offering and hence failed to make profits haven in the region. Whilst lower Oil prices also impacted
during the year under review. economic activity in Oman and hence the performance of
our properties, the rising trend of oil prices, following the
“Turyaa Kalutara”, which opened with a new wing, additional curtailing of production by OPEC in December, also augur
facilities and expanded inventory of 200 rooms in well for a better performance in 2017/18.
November 2015, also had its first full year of operations
since the expansion and enhancements. The property is
16
“Turyaa Chennai” the five star city property located in the challenges to the long term profitability of the industry and
IT corridor of India, saw its first full year of operations. The all its stakeholders. Thus, increasing arrivals across a wider
excellent guest reviews it has received and the revenues spectrum of travelers is an urgent imperative to avoid
for the year are most encouraging, and underscores the intense price based competition and harness economies of
prospects to harness the more youthful business travelers, scale for Sri Lanka to be more competitive vis a vis other
which it targets. regional players.
GOVERNANCE Just as much as attracting higher volumes would benefit

Aitken Spence Group’s (our parent Company’s) history Sri Lanka as we mentioned above, it is also of critical
spans 149 years of leadership in diverse business sectors; importance that we stay conscious of the long term
reflecting its sustainable model of value creation which sustainability of our heritage sites and national parks.
is founded on an uncompromising commitment to the Numbers of visitors permitted at national parks and cultural
highest standards in governance and ethics. At Aitken sites must be managed at any given time at a healthy
Spence Hotels, which has been a market leader for number to avoid the proverbial “killing of the goose that
over 30 years, the Board sets the tone at the top by lays the golden egg”. As we are aware, Sri Lanka’s natural
promoting professional standards and corporate values resources are already in danger due to a lack of policies and
that are cascaded down to senior management and other controls, and over crowding at national parks has not only
employees of the Company. The Group also ensures that its become an eye sore but also threatens the safety of their
mechanisms for good governance are constantly reviewed, inhabitants. Thus, is the need for a long term sustainable
benchmarked and strengthened to meet evolving needs policy framework and regulations and the effective
and requirements. implementation of such regulations.
The impacts of intense price based competition are further

THE SUSTAINABILITY & GROWTH OF SRI LANKA’S
exacerbated by the high costs of energy, infrastructure
TOURISM INDUSTRY (INDUSTRY ISSUES)
development and construction which impede return on our
Sri Lanka has long since been blessed with a uniquely investments and reduces the nation’s competitiveness vis
diverse natural environment, and cultural endowments, a vis regional players who enjoy lower input costs. Hence
which position it uniquely in the world, with a multiple it is an urgent need for the government to play the role of
offering of sun, sea, hill climate, history and culture within catalyst and facilitator for infrastructure development in
a small land mass. Today Sri Lanka is also one of the safest the country.
destinations in the world. However, as we have repeatedly
articulated, the nation has been unable to harness its The need for infrastructure development is made all
remarkable potential due to the lack of a concerted the more urgent by the need for speedy travel and for
destination marketing campaign. A strategic destination accessibility of tourist attractions. The duration taken
marketing campaign across the world, through selected to reach the Eastern coast or the North, for example,
channels of communication remain an urgent need of is a key impediment to promoting these destinations.
the day. We are however encouraged this year, by signs Domestic airports and aviation services, and expediting the
of such a campaign seeing the light of day and fervently construction of the planned highways are hence important.
hope that a cohesive and integrated campaign which befits
the country’s unique product offering, spearheaded at a We welcome the efforts taken to improve the standards of
national level will be launched this year. It is also vital that Sri Lanka’s tourism industry, with the introduction of a new
such a campaign does not become a one-off effort, but is classification for tourist hotels by the SLTDA in April 2016,
sustained over a long period. replacing the earlier outdated classification guidelines.
The new classification requires all tourist hotels registered
Such a campaign will help to bolster demand for with SLTDA to have a star classification, which would then
destination Sri Lanka, which we believe is vital as a solution be reviewed every 3 years. However, the implementation
to meet excess capacity in hotel inventory in some areas must also be accompanied by stringent monitoring and
of the country. The excess capacity has led to unhealthy enforcement to protect the image of the industry as well as
competition which is based on price per se, posing the client’s welfare.
17
CHAIRMAN’S
STATEMENT
The strategy to venture out has paid off significantly over the
years and we are confident it will continue to contribute to
the profitability of the Group.
A country’s tourism sector benefits from having a diverse The industry would also benefit from a gathering and
portfolio of options to meet the varying requirements analysis of more sophisticated and insightful tourism
and capacities of diverse travelers. The unregistered and statistics by the relevant authorities in order to facilitate
non traditional segments such as Air BnB and Home Stays insight and more informed decision making by the hotel
which have grown in popularity over the last two years, industry.
cater to a different segment of those who do not seek
the premium brands. However, the playing field needs to THE FUTURE
be an even one in which legitimate players do not have to
Your Group continued to invest significantly in IT hardware
compete with an informal sector which may circumvent the
and software as a prerequisite to growing our revenues as
regulatory system due to lack of monitoring and enforcing
well as profitability in the year ahead. Tourism is increasingly
mechanisms. It is also vital that regulations are enforced
becoming a technology led industry. The statistics for this
to ensure that this sector meets certain standards in order
year which shows a higher growth in arrivals through online
to maintain Sri Lanka’s competitiveness in the long run
bookings compared with tour operator business, reflects
and that they pay taxes in order to ensure fair play for
this trend.
the legitimate players. The importance of regulations is
further underscored by the need for the government to Tourism worldwide has witnessed a growing trend of
enhance its tax revenues and the fact that tax revenues as a an enthusiasm for nature, adventure and experiential
percentage of GDP in 2016 remained unchanged from the tourism. Our array of properties encompass such diverse
previous year at 12.4 %. A proposal in the 2016 budget to experiences in their offering.
absorb the informal sector into the formal tourism sector is
hence welcome but needs implementation. The Group will continue to expand its regional footprint
not merely as a strategy of mitigating risks associated with
The dearth of skilled human resources in Sri Lanka’s one destination but also as a means to benefit from the
hospitality industry requires a cohesive effort by all exponential growth in selected markets. We will continue
stakeholders of the industry. The challenge for Sri Lanka to expand and harness the many synergies of being a
is further exacerbated by the rise in inventory and the multi destination player whilst leveraging the same values
advent of several leading international hotel chains to the and unique brand attributes that have differentiated us to
country. The rise in demand has begun to increase the sustain a position of market leadership.
cost and scarcity of skilled labour and hence the need for
greater investments into skills training and development The investments we continue to make to expand and
in hospitality through Public-Private Partnership (PPP). diversify our portfolio and to constantly expand the value
Your Group maintains its own, Aitken Spence school we create for all our stakeholders and constantly fine tune
of hospitality training in Ahungalla and also intensified our product offerings stand as testimony to the confidence
its focus on training and development of staff at all its with which we look to the future and the long term.
properties and across all categories.
18
ACKNOWLEDGEMENTS
I wish to convey my sincere appreciation to the Board
of Directors for their guidance, unstinted support and
cooperation and for the entire team of employees across
led by the Senior Management team whose talents, passion
and commitment have been the cornerstone of your
Group’s success. My sincere thanks also goes out to all our
stakeholders, including tour operator partners, our clients
and shareholders for their continued support.
D.H.S Jayawardena
Chairman
26th May 2017
19
G4-13
REVIEW
J.M.S. Brito
Managing Director
20
Whilst we will continue to look to expand our regional

footprint to mitigate risks, capture opportunities across
other markets and harness synergies, we will also look for
opportunities to complete our portfolio of product offerings
in Sri Lanka.
Dear Stakeholder, 2016 saw Sri Lanka reach an agreement with the IMF for
It is my pleasure to share our Group’s performance, an Extended Fund Facility (EFF), which was an important
outlook and strategies as it ends a year in which it has milestone during the year, not only to boost the Country’s
further strengthened its platform for Long term growth. foreign reserves but also to boost investor confidence and
The Group’s involvement in the industry, which spans over provide a sustainable fiscal and monetary policy framework.
3 decades along with its pioneering strides which saw Sri
Lanka’s hospitality sector venture overseas for the first Unfavourable weather conditions and a sluggish global
time, a Triple Bottom line approach and the uniqueness of economic recovery however, caused the economy to
our properties have all been a result of, or propelled by, a grow at a slower 4.4% in real terms in comparison to 4.8%
Long Term perspective; with investments made to sustain in the previous year, although a steady acceleration in
dividends well in to the future. quarterly growth was observed from the second quarter
of the year amidst tightened fiscal and monetary policies.
Whilst the economic backdrop is discussed at length in the As per the expenditure approach estimates of the Central
ensuing integrated MD&A of this report, let me provide a Bank, economic growth in 2016 was primarily driven by the
brief overview of factors that influenced our performance. expansion in investment expenditure.
ECONOMIC BACKDROP The CBSL (Central Bank of Sri Lanka) projects Sri Lanka’s
economy to grow at a moderate pace of around 5% in
World growth, as per the IMF’s (International Monetary
2017 amidst the adverse impact of unfavourable weather
Fund) latest estimates, is expected to rise from 3.1 %
conditions, whilst the IMF estimates the Sri Lankan
in 2016 to 3.5 % in 2017 and 3.6 % in 2018. However,
economy to grow by 4.5% in 2017 and 4.8% in 2018. As
structural impediments which could hold back a stronger
per the CBSL estimates economy is expected to improve
recovery and a balance of risks that remains tilted to
gradually thereafter to record an annual growth rate of 7 %
the downside, especially over the medium term, remain
by 2020.
important challenges. Structural problems such as low
productivity growth and high income inequality have begun
to exert pressures for inward-looking policies in advanced GROUP PERFORMANCE
economies thus threatening economic integration and Group revenue increased by 20% in 2017 although Group
a cooperative global economic order that has until Profit After Tax dropped to Rs.1 bn, less than the previous
now served the world economy, emerging markets and year due to the closure of parts of our room inventory
developing economies well. for refurbishment, rise in cost of financing for capital
expenditure and the depreciation charge resulting from
Sri Lanka’s economic activity began to gather momentum the new inventory added. Your Group continues to follow
and showed signs of stabilization as the year 2016 left a model of financing for projects through debt. However,
behind some of the policy uncertainties that characterized Group operating profits (EBITDA) dropped marginally by 1%
the preceding year of elections and transitions. June compared to the previous year to reach Rs.4.05bn. It
21
REVIEW
is most encouraging that two of our premium properties, The lack of a strategic destination marketing of Sri Lanka,
Heritance Kandalama and Heritance Tea Factory were once which we have repeatedly articulated, has been a significant
again the highest contributors to Group profits. Although void in promoting Sri Lanka tourism. However, we are
the contribution to Group profits from South Asian and hopeful and optimistic that the year ahead might see the
Middle East sector reduced during the year compared to launch of a much needed and long awaited campaign in key
last year, the sector picked up during the 2nd half providing markets across the globe.
renewed optimism of results improving in the coming
financial year. OVERSEAS
The Group’s Adaaran brand portfolio of 6 hotels in the
SRI LANKA Maldives, experienced a decline in profits over the past
Construction of Hotel RIU Sri Lanka, the 501 room resort two years due to several factors. For one, arrival growth
in which your Group has invested, in partnership with to the atolls decreased on the back of economic strife
Spanish Hotel Developer and operator RIU international, in key source markets such as Russia, and the impact of
was completed during the year and became operational the depreciation of the Euro on some of the European
in August 2016, bringing with it a globally renowned nations – another key market segment. Moreover, the
international brand, and best practices to Sri Lanka’s declined growth in arrivals was also exacerbated by the
Southern coastline. RIU has also paved the way for negative publicity that Male suffered on a few occasions
the arrival of charter flights to Sri Lanka commencing due to political unrest. In addition, a release of islands and
in October 2016, bringing tourists from the UK and lagoons by the Maldivian tourism authorities over the past
Scandinavia. RIU in its first year of operations has three years, has resulted in a proliferation of properties
performed up to expectation. of varying standards; thus intensifying the competition.
Russia is one of the key source markets for some of your
It is also most heartening that three of our premium brand Group’s properties, hence the decline in travelers from
properties - Heritance Kandalama, Heritance Tea Factory Russia during the first three quarters of the year also
and Heritance Ayurveda Mahagedera continued to impacted our properties such as Meedhupparu in particular.
perform remarkably and well above the industry. Heritance The last quarter of the year however saw a resurgence in
Auyuveda Mahagedera which provides a distinct offering arrivals from Russia, Ukraine and China, which helped our
of Auyrvedic wellness in a serene and deluxe beach resort, properties perform well, albeit insufficient to offset the
was recognized as a premium quality hotel in the category lackluster performance of the summer season. The closure
of “Ayurveda & Yoga” presented by FIT Reisen Germany, for of some parts of our properties for refurbishment during
the third consecutive year. the year, was another key factor for lower occupancy rates
and hence, low profitability. At Adaaran Club Rannalhi, the
Heritance Ahungalla, another of the premium brand Group refurbished all of its 34 water bungalows in order
properties performed below its potential due to the partial to sustain its competitive advantage and has planned to
closure of its inventory for refurbishment. The refurbished refurbish its 96 beach villas and ensure their completion
rooms are now reopened to offer guests an enhanced by September 2017. The refurbished water bungalows,
experience. since being reopened in June 2016 have enjoyed 95%
occupancy - which we are encouraged by, as an excellent
Heritance Negombo – based on a novel concept of a ‘City endorsement of our efforts to enhance our product. The
Hotel on the Beach”, which came on board in April 2016, closure of the pool and the main bar area at Adaaran Select
recorded an operating profit, despite the challenges of a Meedhupparu resulted in a significant drop in occupancy
high inventory in the area that intensified competition. during summer. However, the investment in the facelift has
shown dividends during winter with substantial appreciation
Following the completion of the construction of a new from our clients. The refurbishment of 45 of the 130 beach
wing and an addition of 90 new rooms by end 2015, rooms as well as the reception, lounge, restaurant and bar
Turyaa Kalutara was in its first full year of operations as an areas at Hudhuran Fushi was completed during the year;
expanded hotel with 200 rooms, and is now well positioned another 95 rooms and selected public spaces are to be
for enhanced growth.
22
Construction of Hotel RIU Sri Lanka - the 501 room resort

in which your Group has invested, in partnership with
Spanish Hotel Developer and operator RIU international, was
completed during the year and became operational
in August 2016
refurbished in the year ahead. It is most encouraging that considerable growth in the year ahead. Turyaa Kalutara
the enhancements to the allure of our properties have is also poised to benefit from economies of scale
been very well received by guests, whilst positioning the due to its expanded capacity and facilities. The Aitken
Group well on a launch pad to harness the expected surge Spence premium properties remain inimitable and well
in arrivals in the year ahead. differentiated from any other in the Sri Lankan market, for
their unique concept, design and service standards and we
Occupancy, and hence profitability, of our Oman will continue to leverage and strengthen these competitive
properties were adversely impacted by the country’s advantages for future growth.
economic down turn due to the low oil prices, the security
situation in the region and the depreciation of the Euro Aitken Spence Hotels’ portfolio of Adaaran brand
which impacted arrivals from one of its key source markets, properties in the Maldives has always been the stellar
Germany. The low oil prices dampened economic activity in contributor to the Group’s profits in previous years, we
Oman and curtailed spending by the country’s government remain extremely buoyant that the Maldives market
and corporate sector which accounts for a significant would return to its high growth trajectory and become
proportion of the guests at business hotels in Muscat. a significant contributor to your Group’s profitability.
However, identifying significant potential in the future, the The arrivals statistics for the period January – April 2017
hotel revamped its F&B outlets, the night club and invested (with a 30% and 35% growth in arrivals from the two main
in a Tea Lounge at Al Falaj Hotel, the newest addition to the source markets of China and Russia, respectively) fuel this
Group acquired in February 2016. prognosis for a much higher number of guests in 2017
and 2018. Following the acquisition of two islands in 2014
Turyaa Chennai our Deluxe Five Star property located in and 2015, the construction of our latest property in the
the IT corridor of Southern India which opened in February Maldives is now in progress on the island of Aarah on the
2016, performed well, in its maiden year competing with Raa atoll and is expected to be ready for occupation early
well-established international brands in Chennai. 2018.
Our intensive training and development initiatives which The group acquired the city hotel Al Falaj located in
helped enhance service levels was one of the factors which Muscat Oman, at the end of the previous financial year,
contributed to high revenues and the property’s growing and envisages it to be a stepping stone to expanding its
popularity. presence in Oman and the middle east in which it has
identified tremendous potential for the future. Oman
LOOKING AHEAD remains a safe haven in the crisis ridden Middle East and we
We expect our Sri Lanka properties, three of which were are confident that the current economic downturn is likely
experiencing gestation periods with 2016 being their to be short-lived.
first full year of operations; and three other properties
which were partially closed for refurbishment, to achieve
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REVIEW
Amongst our groups plan for the year ahead in Oman is in the area, on hospitality aspects such as housekeeping,
a phased refurbishment and rebranding of AL Falaj, the F&B and front office operations. Upon the successful
newest addition to the portfolio. The groups expectation of completion of the training course, students are equipped
AL Falaj are further underpinned by some of the projects with a certificate and over 90% of them are absorbed by
envisaged by the Oman Government, such as the Port our hotels. During the year your Group also focused on
Sultan Qaboos Waterfront Project which would see the strengthening its Learning and Development unit with the
former port of Muscat make way for construction of a launch of several strategic initiatives to meet the skills
large all inclusive tourist entertainment complex at a close gap and to enable us to continuously enhance our service
proximity to the hotel. proposition.
IN IT FOR THE LONG TERM …. AS ALWAYS Taking a long term approach in business to us, is also
(Envisioning … and creating new horizons) about the social and environmental sustainability of our
enterprise and we have long since recognized this fact as
Whilst we will continue to look to expand our regional reflected in our Parent Company’s history which spans
footprint to mitigate risks, capture opportunities across 149 years. Our premier properties such as Heritance
other markets and harness synergies, we will also look Kandalama, Heritance Tea Factory and Heritance Auyrveda
for opportunities to complete our portfolio of product Mahagedera in fact were built and are managed on a
offerings in Sri Lanka. The Group is currently looking at model interwoven with their neighbouring social and
developing its existing land banks in Sri Lanka. We will also natural environment as discussed in detail in the ensuing
build on the partnerships we have with international tour MD&A. Heritance Negombo for instance opened in 2016 is
operators to cross sell and leverage our strengths. equipped with the best of its kind in staff accommodation,
raising the bar for the entire industry. This is once again a
Our journey has comprised many pioneering initiatives investment for the future as it aims to make the Sri Lanka
for Sri Lanka. We pioneered Sri Lanka’s entry into the hospitality sector more attractive for overseas employees
hospitality sector overseas and also pioneered the entry to return to employment in Sri Lanka. It would also enhance
into the other three markets we are in, by venturing into our employee value proposition amidst the intensifying
the Maldives in 1993, India in 2007 and to Oman in 2008. competition for human resources in the industry.
Our entry into Oman and India began with the venture
into the management of hotels which then prompted At Aitken Spence, its hotels will always be about people
us to seek ownership of a property as a foundation for centered service, warmth and a spirit of hospitality,
further expansion of our footprint in these regions. Our about being attuned to customer needs and wants, about
operational properties in the Maldives command about 5% ambience, cultures and people. However, the importance
of the entire market of guest nights in the atolls, spurring of IT for the sustainability of the leisure industry cannot be
us on to further increase our market share. The Group’s overstated, as the internet is fast displacing the traditional
two new islands which are now under development are channels of business. Your Group thus continued to invest
an implementation of this strategy based on the future significantly in upgrading and incorporating state of the
potential of this luxurious sun and sea destination. art in MIS and technology in areas such as marketing
communication and brand building; enhancing customer
As we have repeatedly articulated, the sustainability of Sri convenience in reservations to creating new possibilities
Lanka’s tourism industry requires some urgent imperatives in the offer of customized guest experiences through
and the better implementation of regulations. The dearth customer profiling and data mining. The year ahead will
of skilled Human resources to meet a rising demand also see the pioneering launch of several novel technology
threatens the industry like never before; due to surge led offerings for customers at our properties. Technology
in growth in the number of properties and the arrival driven channels of business will also be a vital element
of several leading international hotel chains. The Aitken in our strategy of increasing the percentage of the FIT
Spence Hospitality Training School launched in Ahungalla amongst our guest portfolio.
in 2009, is one of our key strategic initiatives towards
meeting this challenge as it also provides training, to youth
24
The investments we have made over the past few years

reflect the significant potential we recognise in the future,
despite the many immediate challenges that the industry
environment posed. We will continue to envision just as we
have done in the past and expand our footprint for new
growth opportunities and to diversify our risks.
IN CONCLUSION
I would like to convey my sincere appreciation to our
Chairman and my colleagues on the Board for their
guidance, unstinted support and cooperation. My heartfelt
thanks also to our senior management team and all
employees at our Corporate office, properties located
across the country and across the seas, for their passion
and commitment to delight, deliver and innovate.
I also wish to convey my sincere appreciation to our,

shareholders, numerous other stakeholders and customers
for the loyalty and the inspiration they give us to keep
raising the bar for ourselves and the industry on what we
offer.
It is our firm belief that our business must be sustainable

for the long term which propels us to adopt a pioneering
attitude and a bold approach in our quest to enhance the
value we create for all our stakeholders.
J.M.S. Brito
Managing Director
26th May 2017
25
OUR
LEADERSHIP
BOARD OF DIRECTORS
DESHAMANYA D.H.S. JAYAWARDENA MR. J.M.S. BRITO

Chairman Managing Director
MS. D.S.T. JAYAWARDENA MR. C.M.S. JAYAWICKRAMA
26
MR. G.P.J. GOONEWARDENE MR. R.N. ASIRWATHAM
MR. N.J. DE SILVA DEVA ADITYA MR. C.H. GOMEZ
27
BOARD OF
DIRECTORS
DESHAMANYA D.H.S. JAYAWARDENA from University of London, MBA degree from London City
Deshamanya Harry Jayawardena is one of Sri Lanka’s Business School and is a Fellow of the Institutes of Chartered
most successful businessmen and heads many successful Accountants of both Sri Lanka and England & Wales.
enterprises in very diverse fields of activity. He is the
Founder Director and current Chairman/ Managing MS. D.S.T. JAYAWARDENA
Director of the Stassen Group of Companies – a diversified Ms. Stasshani Jayawardena joined the Aitken Spence Group
group in the import and export trade, and the Chairman of in January 2010 as a Management trainee. After gaining
Lanka Milk Foods (CWE) PLC. He is also the Chairman of experience in several of its key strategic business units
the Distilleries Company of Sri Lanka PLC, Browns Beach and group companies she was appointed to the Board of
Hotels PLC, Balangoda Plantations PLC, and Madulsima Aitken Spence PLC, in December 2013 and to the Board of
Plantations PLC. In addition to being the Chairman of Lanka Aitken Spence Hotel Holdings PLC, in July 2014. She was
Bell Ltd., Melstacorp Limited, Milford Exports (Ceylon) then appointed as Chairperson of Aitken Spence Hotel
(Pvt) Ltd., Ambewela Livestock Company Ltd., Ambewela Managements (Private) Limited in January 2016 and is overall
Products (Pvt) Ltd., Lanka Dairies (Pvt) Ltd., Periceyl (Pvt) responsible for the tourism sector of the Group that includes
Ltd., Texpro Industries Ltd., Ceylon Garden Coir (Pvt) Ltd. hotels, destination management and overseas travel.
He is also the Chairman/ Managing Director/ Director of
several other successful and reputable companies. He is a A graduate of St. James’ & Lucie Clayton College and Keele
former Director of Hatton National Bank PLC, the largest University in the United Kingdom, Ms. Jayawardena was the
listed bank in Sri Lanka. Mr. Jayawardena was the former youngest intern to work under US Senator Hilary Rodham
Chairman of Ceylon Petroleum Corporation and Sri Lankan Clinton and the Former US President Bill Clinton in 2003.
Airlines. She is the Sri Lankan Ambassador of the EY NextGen Club.
Mr. Jayawardena is presently the Honorary Consul for She is the Chairperson of Splendor Media, a leading
Denmark and on 9th February 2010, was knighted by Her advertising and communication company. She is also a
Majesty the Queen of Denmark with the prestigious honour Director at Stassen Exports (Pvt) Ltd., Milford Exports
of “Knight Cross of Dannebrog”. (Ceylon) (Pvt) Ltd., Stassen Natural Foods (Pvt) Ltd., Ceylon
Garden Coir (Pvt) Ltd., Milford Developers (Pvt) Ltd.,
He has also been awarded in November 2005, the title, Stassen Foods (Pvt) Ltd., C D B Exports (Pvt) Ltd., EcoCorp
“Deshamanya” in recognition of his services to the Asia (Pvt) Ltd.
Motherland.
At present Ms. Jayawardena leads a team of international
Mr. Jayawardena has been Chairman of Aitken Spence PLC professionals in strengthening the service foundations and
since 25th April 2003. formulating a strategic road map for the tourism sector of
the group.
MR. J.M.S. BRITO
Mr. Rajan Brito joined the Board of Aitken Spence PLC, in MR. C.M.S. JAYAWICKRAMA
April 2000. Together with his multi-disciplined knowledge Mr. Jayawickrama has been with the Company for almost
from being a Bachelor of Law and a Chartered Accountant, 27 years and at present, he is the Joint Managing Director
he brought with him a wealth of 35 years of international of Aitken Spence Hotel Managements (Pvt) Ltd. He is
experience working with several International organizations. responsible for managing all Group Hotels in overseas
He was then appointed as the Deputy Chairman and markets. Mr. Jayawickrama serves on the Boards of most
Managing Director of Aitken Spence PLC in 2002 and hotel companies in the Group including that of Aitken
presently continues in these roles. Spence Hotel Holdings PLC. A Fellow of the Chartered
Institute of Management Accountants UK, he has
Mr. Brito is an acclaimed senior professional in both private substantial experience in senior management positions
and public sector industries of Sri Lanka. He is currently in the Group’s hotel sector with exposure in the tourism
a Director of Sri Lankan Airlines, a former Chairman of industry in Sri Lanka and overseas.
DFCC Bank, Employers’ Federation of Ceylon and Sri
Lankan Airlines and has also served on the Board of the Mr. Jayawickrama is a past Vice President of the Tourist
Sri Lanka Insurance Corporation. He holds a LLB degree Hotels Association of Sri Lanka (THASL).
28
MR. G.P.J. GOONEWARDENA Merchant Bank, Dankotuwa Porcelain PLC, Colombo City
Mr. Gemunu Goonewardena is the Consultant/ Culinary Holdings PLC, Browns Beach Hotels PLC, and several other
Visionary responsible for the development of the strategic private companies.
vision for Heritance Cuisine at the iconic Heritance
properties in Sri Lanka. Additionally, he is a consultant for MR. N.J. DE SILVA DEVA ADITYA
resource development at the Aitken Spence hotels in the Mr. Niranjan Deva Aditya, born in Sri Lanka, was educated
Maldives. in England with a Degree in Aero Engineering and a Post
Graduate Research Fellowship in Economics. He has had an
He is a graduate of the Ceylon Hotel School. He received
illustrious career as one of the most recognised and long
his Post Graduate Education at the Culinary Institute
serving politicians in the U.K. with over 35 years in public
of America. He serves as an Honorary Consultant for
service.
the Post Graduate Diploma in Tourism Economics &
Hotel Management (leading to a Masters Degree) at the Among his many inspirational and pivotal achievements
University of Colombo. are; being the first Asian to be elected as a Conservative
Member of the British Parliament, first Asian MP to serve
Mr. Goonewardena is a member of the Hotel Classification
in the British Government, the first Asian to be appointed
Committee of the Sri Lanka Tourism Development
as Her Majesty’s Deputy Lord Lieutenant for Greater
Authority for 2016/17 and is a key member of the team that
London, and the first Asian born MP to be elected to the
drafted the new Sri Lanka Hotel Classification Criteria and
European Parliament. As a recognition of his proficiency,
Standards.
he was nominated as a candidate for Secretary General to
Presently, as a key member of Aitken Spence Hospitality the UN in 2006 and has been honoured for his public and
Leadership with over 40 years work experience and international services by the UK, the Vatican, Sri Lanka,
extensive exposure in USA, Europe and Australia, he is a India and China. Mr. Deva Aditya joined Aitken Spence PLC
respected Mentor and continues as a value share partner/ in 2006 as a Non-Executive Independent Director and
coach in Succession Planning and Executive Development. holds the post to date.
He is a Fellow of the Royal Society for Arts, Manufacture

MR. R.N. ASIRWATHAM and Commerce (Est. 1765).
Mr. Asirwatham was appointed to the Board of Aitken
Spence PLC, in September 2009. At present, he is MR. C.H. GOMEZ
the Chairman of the Audit committee, Related Party
Mr. Charles Gomez is a former Banker with over 30 years
Transactions Review committee, a member of the
experience in the finance industry. He has worked for
Remuneration committee and the Nomination committee.
major financial institutions including Barclays Bank PLC,
He was the Senior Partner and Country Head of KPMG Lloyds TSB Bank PLC, and SG Hambros. He brings to the
from 2001 to 2008. Further, he was the Chairman of the Company a wealth of experience in regard to international
Steering Committee for the Sustainable Tourism Project financial markets, financial services regulations, compliance
funded by the World Bank for the Ministry of Tourism and and controls, and it was through his intervention that major
was also a member of the Presidential Commission on investors were brought into Aitken Spence PLC and to
Taxation, appointed by His Excellency the President of Sri other business sectors in Sri Lanka. Mr. Gomez is a Director
Lanka. as well as a part owner of regulated financial services
companies based in Gibraltar. He also serves on the Boards
Mr. Asirwatham is a Fellow of the Institute of Chartered of foreign companies which have investments world-wide.
Accountants of Sri Lanka. He is also a Board member of the
Post Graduate Institute of Medicine and a member of the Mr. Gomez was appointed to the Board of Aitken Spence
council of the University of Colombo. PLC, in 2002 and to the Board of Aitken Spence Hotel
Holdings PLC, in 2010. His role in the Company is that of
He also serves on the Boards of Dilmah Tea Services an Independent Non-Executive Director. He also serves in
PLC, Royal Ceramics PLC, CIC Holdings PLC, Mercantile the Audit Committee and the Related Party Transactions
Review Committee.
29
OUR
LEADERSHIP
CORPORATE MANAGEMENT TEAM
MS. STASSHANI JAYAWARDENA
MR. SUSITH JAYAWICKRAMA MR. RANIL DE SILVA
MR. MANGALA WIJESEKERA MR. ROHITHA RAJARATNE
30
MR. BJORN VAN DER HORST MR. JEEVAKA WEERAKONE
MR. SRINITH DE SILVA MR. BHADIYA GUNATILAKE
MR. DANESHA PERERA MR. DAMMIKA EKANAYAKE
MS. IRANDI WIJEGUNAWARDANE MR. ARUN RAJ
31
OUR
LEADERSHIP
MS. STASSHANI JAYAWARDENA MR. ROHITHA S RAJARATNE

(Profile on page 28) Mr. Rohitha Rajaratne is the Head of Engineering for the
hotels in the Aitken Spence group.
MR. SUSITH JAYAWICKRAMA
He is a Chartered Mechanical Engineer by profession and
(Profile on page 28)
counts over two decades of professional experience after
graduating from the University of Moratuwa. He served in
MR. RANIL DE SILVA the Sri Lanka Navy for over a decade and has had extensive
Mr. de Silva is the Jt. Managing Director of Aitken overseas training and work experience in Australia and New
Spence Hotel Managements (Pvt) Ltd., with specific Zealand.
responsibility for the Group’s local hotel portfolio, having
joined the Group in February 2017. He was formerly the He has obtained a Postgraduate Marine Engineering
Managing Director of the Hemas Hotel Sector and has qualification from Germany, holds a MBA from the
expansive experience in both local and overseas markets University of Colombo and MSc. in Sustainable Engineering
encompassing diverse industries. from the University of KTH Sweden. He is a Fellow of the
Institute of Engineers – Sri Lanka, and also an accredited
He is a Fellow of the Chartered Institute of Management International Professional Engineer.
Accountants UK, an Associate of the Institute of Chartered
Accountants of Sri Lanka and a Member of the Chartered MR. BJORN VAN DER HORST
Institute of Marketing UK.
Mr. Bjorn van der Horst is a multiple Michelin starred Chef,
Food & Beverage Director and Creative Entrepreneur. He
Currently, he also serves as an Independent Non-Executive
heads all Food & Beverage Strategy and Operations for
Director of Singer (Sri Lanka) PLC, Singer Industries
Aitken Spence Hotels in Sri Lanka and overseas.
(Ceylon) PLC and Regnis (Lanka) PLC.
Bjorn brings with him a wealth of experience opening and

MR. MANGALA WIJESEKERA building successful independent and branded hotel food
Mr. Mangala Wijesekera is the Chief Operating Officer/ & beverage businesses from New York to London and
Vice President, of Aitken Spence Hotels’ Overseas Sector. Maldives.
He counts over two decades of experience in the Hotel He obtained his first Michelin star in New York City as
industry mainly in the Finance field. He has had extensive Executive Chef of Picholine restaurant in 2002 at the
overseas and local training and work experience in General tender age of 30. He soon went on to gain further Michelin
and Project Management. stars in NYC and London.
He has a Bachelor’s Degree in Mathematics from the In 2006, Bjorn set up his first independent business in
University of Colombo and holds a MBA from the partnership with Gordon Ramsay which triggered a desire
University of Southern Queensland, Australia. Prior to to learn more and slowly step away from the kitchens. In
the present position, he was Vice President - Finance and 2010, Bjorn sold his businesses in London and took the
Administration, for the Overseas Hotels and Projects of the position of Director of Food & Beverage with Six Senses,
Group. overseeing the Hotel F&B operations in Maldives and
Thailand. At Soneva Fushi, he created the first fully Carbon
Neutral restaurant in Maldives re-inventing traditional
Maldivian recipes into contemporary dishes.
32
Most recently, Bjorn was a member of the Strategic MR. BHADIYA GUNATILAKE
Executive Committee for Rosewood hotels and resorts as Mr. Badhiya Gunathilake is the Chief Operating Officer of
Director of Food, Beverage and Kitchens overseeing the the Adaaran Resorts, the Maldives Sector of Aitken Spence
renovations and opening of the iconic Rosewood London, Hotels.
and planning the renovations and strategy for Rosewood
Crillon in Paris, opening this year. He is a Graduate of the Ceylon Hotel School, and is a
professional hotelier, counting more than twenty years
Forever the entrepreneur, he remains Director and Co- of experience in the hospitality industry, including senior
Founder of Bone Tea LTD, a small but burgeoning quick managerial positions, handling hotel operations in Sri Lanka,
service restaurant and retail brand in the UK, and an Oman & Maldives.
honorary member of the Chefs Guild of Sri Lanka.
MR. DANESHA PERERA
MR. JEEVAKA WEERAKONE
Mr. Danesha Perera, Asst. Vice President - Supply Chain,
Mr. Jeevaka Weerakone, is Director – Operations for Maldives Operation - Aitken Spence Hotel Managements
Aitken Spence Hotels, Sri Lanka. Before taking up this (Pvt) Ltd. and Director of Aitken Spence Exports (Pvt) Ltd.
appointment, he was Vice President – Operations in charge He is the Head of Corporate Merchandising Department
of hotels in the northern sector. Prior to this he held the (CMD) - Maldives, ASHM Exports Operation (ASE) and
positions of Assistant Vice President – Human Resources Hethersett Bottled Drinking Water Plant (HBWP).
/ Learning & Development for hotels in the Aitken Spence
Group and also was the Executive General Manager He held the office as the President of Institute of Supply
– Heritance Kandalama and General Manager – Earl’s & Materials Management Sri Lanka (ISMM) for 2011/12 and
Regency. He is a professional hotelier counting more than 2012/13 for two years. He is currently representing ISMM as
twenty six years in the hospitality industry in Sri Lanka and a Past President.
overseas.
He is a Fellow of the Institute of Supply & Materials
He holds an MBA and is a graduate of the Sri Lanka Management.
Institute of Tourism & Hotel Management (SLITHM)
specializing in Food & Beverage Operations, and a Fellow of He also held office as a Vice President of the Organisation
the Ceylon Hotel School Graduates Association (FCHSGA). of Professional Association in Sri Lanka (OPA). Currently,
He is also a Consultant for ISO 9000 quality systems. he is the Association Member who represents Institute
He has served as an Executive Committee Member of of Supply & Materials Management Sri Lanka at the
the Regional Economic Development Agency (REDA) Organisation of Professional Association of Sri Lanka as
representing the tourism industry in the Central Province a Forum Member and Executive Council Member. Also,
under the Central Provincial Council and also served as a he serves as a member of the Membership Committee at
committee member of the CHSGA in 2010. OPA.
MR. SRINITH DE SILVA He was presented with the “Garner Themion” prestigious
Mr. Srinith De Silva, Vice President/ Chief Executive international award by International Federation of Supply
Officer – Oman Sector. He is a Graduate of the Victoria Management (IFPSM) in 2012.
University, Melbourne and counts many years of
experience in international hotel chains, such as Sheraton,
Raffles and Stamford. He has more than 22 years of
experience in the hospitality industry in senior managerial
positions handling operations and marketing in Singapore,
Saudi Arabia, Australia, Sri Lanka and India.
33
OUR
LEADERSHIP
MR. DAMMIKA EKANAYAKE Prior to joining the Group, she worked in many prestigious
Mr. Dammika Ekanayake is the Asst. Vice President Finance hotels in Sri Lanka and overseas, was also a Senior Faculty
of Aitken Spence Hotels. member of SLITHM – Colombo and was the Principal
of SLITHM – Kandy. She has been actively involved in
He has local and international exposure in senior numerous curriculum development projects to uplift the
management positions spanning over a decade. He service standards of the industry.
counts over two decades of experience in the fields of
Auditing, Finance, Operations and General Management. She is also a Fellow of the Ceylon Hotel School Graduates
Prior to joining the group, he was the Director Business Association and is an active member of the association.
Administration for CMA-CGM SSC Lanka.
MR. ARUN RAJ. D
He obtained his MBA from University of Colombo. He Mr. Arun Raj. D, serves as the Director/General Manager
is a Fellow of the Institute of Chartered Accountants of Turyaa Chennai – the Group’s five star deluxe business
of Sri Lanka, an Associate of the Chartered Institute of hotel in Southern India. He is a graduate from SRM Institute
Management Accountants UK, and a Fellow of the Institute of Hotel Management, which is one of the most renowned
of Certified Management Accountants of Sri Lanka. He is a private institutes for producing Hoteliers in India.
gold medalist from the Sri Lanka Institute of Marketing.
He started his career with Taj in the prestigious Butlers
MRS. IRANDI WIJEGUNAWARDANE Management Team and moved to Adaaran Prestige
Mrs. Irandi Wijegunawardane is the Assistant Vice Water Villas as a pre-opening member. He was part of the
President of Accommodation sector for Sri Lanka and India. management team responsible for gaining international
Prior to taking over this new role, she handled Learning recognition and accolades. He leads the team at Turyaa
& Development for the same sector. She is a graduate of Chennai, which position he has held for the past 5 years.
the Sri Lanka Institute of Tourism and Hotel Management
(SLITHM) and counts over 33 years of extensive experience He is a member of FHRAI (Federation of Hotels and
in the Hospitality Operations and Training & Development Resorts Association of India), SIHRA (South Indian Hotels
in Sri Lanka and Overseas. and Resorts Association and also a member of SKAL
International.
She has obtained a National Diploma in Training and
Human Resources Development (NDTHRD) from IPM
and holds a Commonwealth MBA from the Department
of Management Studies of the OUSL in partnership with
the Commonwealth of Learning (COL) in Vancouver,
Canada. She is a qualified assessor for National Vocational
Qualification under Tertiary and Vocational Educational
Commission (TVEC). She is also a Certified Hospitality
Educator (CHE) from American Hotel and Lodging
Association (AHLA).
34
G4-09 G4-EC01 G4-EN18
GROUP PERFORMANCE
HIGHLIGHTS
Performance for the Year ended 31st March 2017 2016 Change
Gross Revenue - Rs. ‘000 16,055,386 13,378,071 20%

Group Profit Before Tax - Rs. ‘000 1,549,562 2,520,651 -39%
Group Profit After Tax - Rs. ‘000 1,013,739 2,087,762 -51%
Group Profit Attributable to Equity Holders of Parent - Rs. ‘000 675,873 1,403,766 -52%
Dividend Interim/Final (Proposed) - Rs. ‘000 * 252,218 420,363 -40%
Dividend per Share - Rs. * 0.75 1.25 -40%
Earnings per Share (EPS) - Rs. (Diluted EPS) 1.97 4.13 -52%
Cost of Finance - Rs. ‘000 745,013 347,314 115%
Interest Cover - Number of Times 3.31 8.73 -62%
Return on Equity - % 3.55 7.87 -55%
Position as at the Year ended 31st March

Total Assets - Rs. ‘000 52,177,987 38,448,214 36%
Long term interest bearing borrowings - Rs. ‘000 14,450,707 8,186,477 77%
Total Equity - Rs. ‘000 27,432,688 23,834,903 15%
Number of shares in issue - Number 336,290,010 336,290,010 0%
Net Assets per Share - Rs. 56.49 54.24 4%
Gearing - Debt/(Debt+Equity) - % 34.90 26.08 34%
Debt/Total Assets - % 28.01 21.72 29%
Current Ratio 0.95:1 0.97:1 -2%
Quick Asset Ratio 0.90:1 0.92:1 -2%
Market / Shareholder Information as at year ended 31st March

Market Price per Share - Rs. 35.20 53.00 -34%
Market Capitalization - Rs. ‘000 11,837,408 17,823,371 -34%
Price Earnings Ratio - Number of Times 17.91 12.83 40%
Dividend Payout - % 38.16 30.27 26%
Dividend Yield - % 2.13 2.36 -10%
Value Added for the year

To Government - Rs. ‘000 958,171 643,199 49%
To Employees - Rs. ‘000 2,746,929 2,122,117 29%
To Providers of Capital - Rs. ‘000 1,082,879 1,031,310 5%
To Shareholders - Rs. ‘000 252,218 420,363 -40%
Retained for reinvestment and future growth - Rs. ‘000 2,006,892 2,038,467 -2%
Total Value Added - Rs. ‘000 7,047,089 6,255,456 13%
Total Economic Value Added - Rs ‘000 1,362 202,707 -99%
Sustainability indicators
Total Energy Consumption GJ 321,778 267,869 20%
Energy Consumption Per Guest Night - MJ 394.61 393.71 0%
GHG Emissions Per Guest Night Kg eq (Scope 1 & 2) 40.55 34.31 18%
Water Consumption m^3 769,313 572,521 34%
Water Consumption Per Guest Night - Litres 943.44 841.48 12%
Waste to Landfill – Per Guest Night - Kg 1.56 1.55 1%
Lost work days due to work related injuries 247 270 -9%
Average Training hours per Employee - Hours 14.18 10.07 41%
Community Engagement - No. of Persons Impacted 14,942 14,573 3%
* The Directors of the company declared an interim dividend of Rs. 0.50 per ordinary share and recommended a final dividend of Rs. 0.25
per ordinary share for the financial year 2016/17
35
Heritance Ahungalla Turyaa Kalutara

Heritance Kandalama Hotel Hilltop
Heritance Tea Factory Amethyst Resort Passikudah
Heritance Ayurveda Maha Gedara Earl’s Regency
Heritance Negombo Bandarawela Hotel
36
MAGICAL
Sri Lanka
Pearl of the Indian Ocean. Serendib. Taprobane. Zeilan…..
For centuries, travellers and traders have named and re-named

Sri Lanka, yet every visitor’s fascination with the tiny island remains
the same. Laze on hot, sleepy beaches, cool off in the misty mountains
of the tea country or wander the crumbling ruins of ancient temples
and monasteries. Exotic wildlife, fiery cuisine, fascinating history and
welcoming smiles…its all part of the magic of Sri Lanka.
37
HERITANCE
AHUNGALLA
38
Another of the Heritance properties with a design that inspires,

relaxes and brings tranquility as you enter... with its wide open
spaces and view of an infinity pool that appears one with the ocean;
is also idyllic in its location. Visit the Kosgoda Turtle Hatchery
or the historical fort of Galle or experience the way of life of
Southern coastal towns, view their crafts or a river cruise along
the Madhu Ganga, all within few minutes from this
luxurious beach front resort.
ABOUT HERITANCE AHUNGALLA
Designed by legendary Sri Lankan architect Geoffrey

Bawa, Heritance Ahungalla is a five-star luxury hotel
with 152 rooms, located on 12 acres of beachfront on Sri
Lanka’s southwest coast. Award-winning cuisine, relaxing
spa treatments, spacious and luxurious accommodation
coupled with a variety of outdoor activities in and around
the area is on offer for guests at Heritance Ahungalla.
With such star-class offerings to its guests, Heritance

Ahungalla was recognized and awarded the Travelife Gold
Award for Hotels & Accommodation in 2015. Travelife is an
international sustainability certification scheme for hotels
and accommodations designed to improve environmental
and social impacts and support local people, businesses and
culture.
Find out more about

Heritance Ahungalla online at
39
HERITANCE
AHUNGALLA
PROPERTY PERFORMANCE
During the summer of 2016, Heritance Ahungalla
underwent a 52-room refurbishment in order to upgrade
the product offering. The reduction of the total available
room inventory caused the property revenues to report
a reduction against the preceding year despite a strong
performance in the winter months, in spite of the increase
in available room inventory in the south coast. As in the
previous year, German and the Chinese markets were
the mainstay at the property with the Chinese market
significantly increasing their overall contribution to the
property mirroring the national statistics. However, the Certifications
resort witnessed a reduction in the overall contribution by
the Sri Lankan segment which can be mainly attributable to
non-availability of the total room inventory during the peak
local travel period during the summer.
40
GUEST REVIEW
“Amazing stay and a definite food heaven” “Couldn’t be a better place”

by charanifernando - 26th April 2017 by Madhuhansi M - 20th April 2017
We had the opportunity to book a few rooms just by the This is my second experience at a Heritance. I absolutely
pool side which indeed was all what the kids needed! loved every bit of the day. I visited this place with my
Rooms were spacious and the atmosphere was fantastic. besties for a spend the day. The hotel was magnificent and
The highlight of the stay was the variety of food that was attractive. It has a nice view of the beach. And the food
available for each meal and the excellent taste they had. was amazing. The buffet was extremely satisfying, it was so
Compliments to the chef and the staff on such an amazing delicious. We never missed any food item on the buffet. The
spread and hitting all the right taste buds. Overall the hotel pool adds more value to the whole experience and they
staff were very friendly and helpful as we had a few specific have two gigantic pools. Me and my friends had a lovely
requests like late check-out etc. I would definitely be time there. And I really appreciate the service also. The staff
visiting Heritance Ahungalla when I am next in Sri Lanka. was really friendly and helpful. Hoping to visit Heritance
Ahungalla again, and of course for a vacation.
AVERAGE ROOM RATE CAPITAL EXPENDITURE REDUCTION IN CARBON

INCREASED BY FOR THE YEAR FOOTPRINT YOY
13% RS. 170 MN 4%
41
HERITANCE
KANDALAMA
42
A property that is unique in design, ambience and location.

Heritance Kandalama, designed by Sri Lanka’s most renowned
architect Geoffrey Bawa, and almost camouflaged as a
natural extension of the mountain and forest of Dambulla
overlooking the Kandalama tank, is an ideal get away from it
all... to experience nature and visit some world heritage sites
and Sri Lanka’s cultural triangle.
ABOUT HERITANCE KANDALAMA
An architectural masterpiece by Geoffrey Bawa, Heritance Heritance Kandalama has also won the Gold Award for Built
Kandalama overlooks another masterpiece, the majestic Environment at the Green Apple Awards and is currently
rock fortress of Sigiriya. The hotel’s stylish bedrooms and Travelife Gold Certified.
suites offer wonderful views over the Kandalama lake and
it is recognized for fine dining and a range of activities
and excursions to help guests learn more about the local
wildlife and community and Sri Lanka’s amazing heritage.
Heritance Kandalama has won numerous awards for its

architecture, cuisine, service and environmental standards.
It is to Heritance Kandalama’s credit that it became the
first hotel in the region to win Green Globe 21 certification
and become the first LEED Certified Hotel in Asia.
Find out more about

Heritance Kandalama online at
43
HERITANCE
KANDALAMA
PROPERTY PERFORMANCE Repeating the performance from last year, the Chinese
Financial year 2016/17 was another record-breaking year and the British nationals were the largest foreign clientele
for Heritance Kandalama with the property recording its at the property with the hotel maintaining its significant
highest ever revenue and profit. Annual revenue increased contribution from the Sri Lankans over the years.
by 18% and the property continued to be the largest
contributor in terms of both revenue and profit in the Sri
Lankan sector.
During the year, the property continued to reap the

benefits of the strong technological infrastructure laid
by the group with online sales reporting the highest
increase. With major investments already planned for the Certifications
coming year, the group expects a further increase in the
contribution from the channel in the coming years.
44
GUEST REVIEW
“Simply Magnificent” “Fell in love with the hotel!”

by CristinaSoares63 - 30th April 2017 by payalsondhi87 - 7th May 2017
An architectural masterpiece blending the hotel into the We stayed in this hotel on our visit to Sigiriya. The moment
natural environment. My husband was there 20 years ago we stepped into the hotel, we fell in love with it. The
and had always promised to take me. I was overwhelmed, I service, maintenance, rooms - everything was top notch. It
loved every minute that I stayed there and was very sorry is a very unconventional hotel and gives you the experience
to leave. The pools are amazing, not only the infinity pool of living with the nature. We had an amazing view of the
bending with the lake but the rock pool on a slightly higher lake & hills from our room. The stay was very comfortable.
level offers stunning views and privacy. I just let myself relax Would definitely visit again on our next trip to Srilanka.
lying on a rock but inside the pool. Although it is a big hotel
you don’t feel it at all and a visit to the library is worth it.
Coming back after the climb up Sigirya was fantastic. One
of my favourite hotels from now on!
REVENUE EXTRA SALES PER GUEST REDUCTION IN CARBON

INCREASED BY NIGHT INCREASED BY FOOTPRINT YOY
18% 7% 2%
45
HERITANCE
TEA FACTORY
46
Nestled in the mountain area of Nuwara Eliya in Sri Lanka’s

cool climes, this is the world’s only tea factory to be
converted to a hotel. Be charmed by its unique allure
and indulged by the Aitken Spence warmth, and pick
your own tea...
ABOUT HERITANCE TEA FACTORY
Heritance Tea Factory sits 6,800 feet above sea level, only Gold Award for Architectural Heritage at the prestigious
six degrees from the equator in the heart of the mountain Green Apple Awards and is currently Travelife Gold
range, which gave the world Pure Ceylon Tea. Unused since certified.
1972, the Hethersett factory and estate was converted
through sheer vision and innovation to be the only tea
factory in the world that is a hotel. The 54-roomed resort is
a reminder of the past in perfect blend with innovations of
the present.
The property has won more than 20 awards for its

architecture, heritage and environmental policies including
the PATA Grand Award for Heritage and Culture and the
Find out more about

Heritance Tea Factory online at
47
HERITANCE
TEA FACTORY
The property concluded another impressive year of
financial performance with the company reporting its
highest ever revenue and profits with the strategy of
managing yield through targeted marketing strategies
paying dividend. The British nationals continued to be
the mainstay at the hotel with a significant increase in
contribution from online sales.
The group hopes to further differentiate the product

offering in the coming years at the property, building on
the unique positioning of the hotel to drive yield. Certifications
48
GUEST REVIEW
“Quiet and peaceful” “Unique experience “

by tan-jonathan -7th May 2017 by Thommo178 - 20th April 2017
Set away from the town, the hotel which used to be an Had a most magnificent two night stay at this unique and
old tea factory is an excellent escape to be in a quiet historic hotel set in in the high country of Nuwara Eliya.
and peaceful setting. It is about an hour drive from From a very warm welcome to the beautifully appointed
Nuwara Eliya. Well maintained with excellent service. rooms ( recommend the Executive Floor) the experience
Recommended to get half board as it is a distance to was exquisite. The decor reflects the golden age of the
travel out for food. Other activities provided by the hotel British Colonial tea making era. The restaurant offers high
included tea plucking which cost only 500LKR. You’ll get a class fare which could not be faulted. Also participated
tea pack after this. I stayed one night. in the tea plucking excursion, lots of fun and they even
packaged it for you.
AVERAGE ROOM RATE GROSS OPERATING REDUCTION IN CARBON

INCREASED BY PROFIT INCREASED BY FOOTPRINT YOY
24% 21% 9%
49
HERITANCE AYURVEDA
MAHA GEDARA
50
The Heritance Ayurveda Maha Gedara provides the

complete authentic ayurvedic experiance, with luxurious
accommodation and professional treatment in a serene
surrounding. Relax and revitalise your mind, body and spirit
amidst acres of lush tropical gardens, and discover the
art of tranquilty.
ABOUT HERITANCE AYURVEDA MAHA GEDARA
An ayurvedic treatment destination, Heritance Ayurveda The resort is a sustainable product that promotes
Maha Gedara is an iconic beach property nestled in responsible tourism, with the Art and Craft Centre at
manicured gardens and enveloped in calm serenity. As the resort, a special gift to the traditional craftsmen and
guests enjoy the ultimate in spiritual, physical and mental women of Sri Lanka. Award-winning artisan craftsmen
harmony through custom-designed healing rituals, their are provided a platform to demonstrate their skills at the
experience is further enriched by extraordinary cuisine and Centre, and by doing so, it uplifts the indigenous arts and
outstanding hospitality. crafts of the country.
Formally known as The Neptune Hotel – Beruwela, the

property underwent a complete refurbishment and
commenced operations in late 2011 as a “wellness” resort.
Find out more about

Heritance Ayurveda Maha Gedara online at
51
HERITANCE AYURVEDA
MAHA GEDARA
Heritance Ayurveda Maha Gedara enjoyed an impressive
2016/17 financial year despite challenges it experienced in
the macro environment. The property saw a commendable
increase in revenue despite the overall depreciation of the
euro against the rupee during the year with majority of the
volume been driven by euro denominated accommodation
contracts.
Germany and Switzerland continued to be the major

generating markets to the property. Online sales increased
by 44% with the group identifying and catering to Certifications
specialised requirements of the target market.
52
GUEST REVIEW
“just so relaxing” “Perfect Hotel for starting the ayurvedic

by irmabollhalder - 29th Oct 2016 experience”
by Sonja F - 12th Jan 2017
The Heritance Maha Gedara is great place , very friendly
Staff, and great treatments, The Ayurveda center has great Ayurvedic Hotel. So be aware that the whole lifestyle is
doctors , the gardens are full of Frangipanis trees and adapted to ayurveda (no coffee, softdrinks, smoke, etc.)
they smell beautiful, I felt totally relaxed and will definitely Ive chosen it to try Ayurveda the first time and I was
Return. positively surprised, even I had high expectations before.
For me it was a perfect stay in a great located hotel with
very friendly and welcoming, happy employees, awesome
ayurvedic food (special thanks to the kitchen), perfect
ayurvedic treatments and professional doctors. Absolutely
recommendable and nothing to critizise.
AVERAGE ROOM RATE GROWTH IN ONLINE TOTAL CARBON

INCREASED BY VOLUME FOOTPRINT
8% 44% 799 TONS eCO2
53
HERITANCE
NEGOMBO
54
City chic is combined with a resort ambience at this

“City Hotel on the Beach”, located in close proximity
to the international airport.
ABOUT HERITANCE NEGOMBO
The newest addition to our premium brand - Heritance

Negombo commenced operations in April 2016. The
brand new 139 - roomed five star resort further enhanced
our existing portfolio in the destination. Located just 20
minutes from the airport, 40 minutes from Colombo, the
newest addition to the Group’s portfolio is a resort hotel
within a city. Its contemporary design combined with
wide sandy beaches and chic living spaces by the shore, is
the ideal getaway for you to experience the allure of the
island’s west coast in relaxing luxury.
Find out more about

Heritance Negombo online at
55
HERITANCE
NEGOMBO
In April 2016, Heritance Negombo commenced operations
to positive market feedback and completed a satisfactory
first year of operations with the property reporting an
operational profit.
German and the British markets were the primary

foreign source markets while a high contribution was also
observable from the Sri Lankan clientele. As in all other
properties in the group, online marketing played a pivotal
role in driving revenue at the resort with the segment
providing the highest contribution in room nights. Certifications
56
GUEST REVIEW
“Excellent staff!“ “Provided an excellent getaway !!”

by calletravels2016 - 7th May 2017 by dsenadhira - 7th April
This place is perfect! We had just 3 nights here following I had heard about this hotel from Family members but had
an 8 day tour of the country. We wanted a hotel to come not visited until recently i got the chance to do so. From
to and not leave and that’s exactly what this haven can the time i walked in the staff at the hotel were more than
offer. The staff are simply a delight. Nothing is too much accommodating and extremely pleasant. The rooms are laid
trouble. They have humour, like to chat and attend to you out beautifully and provide you with everything you need
in the most outstanding and professional manner. The gym for a comfortable holiday. Lunch was fantastic and the visit
is great as is the swimming pool and facilities. The hotel to the pool/pool bar was very relaxing. I would definitely
joins on to the beach and is nice for a short stroll. If you go recommend this hotel to all those who are interested in
over the road there are some restaurants which are also visiting the Negambo area.
connected to the hotel but have a different food offering
(pizza/tapas). We have had a the most enjoyable and
relaxing stay at this wonderful hotel. Thank you.
ROOMS ADDED DURING CONTRIBUTION FROM ONLINE TOTAL CARBON

THE YEAR SEGMENT VOLUME FOOTPRINT
139 38% 3,169 TONS eCO2
57
TURYAA HOTEL
KALUTARA RIU SRI LANKA
ABOUT TURYAA KALUTARA ABOUT RIU
Sprawled on six acres of ocean-front land, Turyaa Kalutara Hotel RIU Sri Lanka is located on a magnificent beach set
is a five star hotel with 200 rooms complete with private against a stunning backdrop in Ahungalla and is the ideal
balconies. Conveniently located just 37 km from the place to enjoy an authentic vacation in Sri Lanka together
cosmopolitan capital of Colombo, Turyaa Kalutara is a with your family and friends and to discover the all-inclusive
luxurious seaside sanctuary on the south coast 24 hour a day service offered by RIU Hotels & Resorts.
58
AITKEN SPENCE
HOTELS
ABOUT HOTEL HILLTOP ABOUT AMETHYST RESORT
Hotel Hilltop is a charming 73 roomed hotel situated in the Amethyst Resort Passikudah has 39 rooms and is located
lush hills, overlooking the historic city of Kandy. The hotel by the stunning Passikudah bay, in close proximity to
offers exceptional amenities and superior service, in true Batticaloa.
Kandyan style.
ABOUT EARL’S REGENCY ABOUT BANDARAWELA HOTEL
Earl’s Regency is a five star 134 roomed getaway located in Bandarawela Hotel is a charming colonial hotel of 34
the heart of the island’s cultural capital, Kandy. Surrounded rooms, nestled amidst the misty mountains of Bandarawela
by history and royal tradition, Earl’s Regency offers a - a hilly town known for its lush tea plantations, cool
luxurious base from which to explore the Central hills. weather and scenic mountain landscapes.
59
IRRESISTIBLE
Maldives
Sunbathe all day on warm white sand. Go snorkeling or scuba diving and
enter a world of dazzling coral colours and exotic fish, rays, sharks and
turtles. For the less adventurous, a stroll through Male, visiting the Fish
Market, Sultan’s Park or the National Art Gallery are also fascinating
options. It’s what makes the Maldives simply irresistible.
Adaaran Prestige Vadoo

Adaaran Prestige Water Villas
Adaaran Select Meedhupparu
Adaaran Club Rannalhi
Adaaran Select Hudhuran Fushi
60
61
ADAARAN
PRESTIGE VADOO
62
Pristine white beaches and brilliant waters on the island of

Vadoo, combined with Aitken Spence hospitality and cuisine..
what more could you ask for?
ABOUT ADAARAN PRESTIGE VADOO
Time ceases to exist at Adaaran Prestige Vadoo where a

sun kissed exotic coral reef teeming with vibrant aquatic
flora and fauna beckons the sun-worshipping traveller. The
tropical escape offers the most luxurious amenities and
facilities to enrich a captivating experience.
“Vadoo” sits on 4.5 acres in an island surrounded by a

breathtaking reef. Just 15 minutes by speedboat from
the Airport and the City of Male, the resort is a haven of
exclusivity. Fifty luxurious water villas including six Japanese
style water bungalows and a Japanese themed restaurant
sets Adaaran Prestige Vadoo apart from the rest.
Find out more about

Adaaran Prestige Vadoo online at
63
ADAARAN
PRESTIGE VADOO
Adaaran Prestige Vadoo had a satisfactory year with
the property reporting a 6% increase in revenue despite
a competitive market environment which caused the
occupancy to remain flat against the previous year.
As in the previous year, far eastern region remained the key

source market for the property with the resort receiving
a significant clientele from China, South Korea and Japan.
Online sales increased by 16% during the year and provided
the highest contribution in room nights.
Certifications
64
GUEST REVIEW
“The most beautiful nature” “Awesome”

by Radosveta7 - 9th May 2017 by Gayathri S - 28th January 2017
This island is a fantastic place to feel the relax in each Had a wonderful experience. Right from entry to the resort
aspect. We visited it for a day, but it was enough to till departure. All the staff were very courteous Especially
estimate it like a one of the best resorts i have ever been. we would like to appreciate the services rendered by Mr.
They have a paradise garden with so many and so beautiful Nalaka at the main restaurant ,who was very accomdating
flowers and trees. You feel calm and happy there. The and ever willing to serve us whatever food we wanted with
atmosphere is perfect. Another great thing is that you have a very pleasant smile. Special thanks to Mr Shiham our
free drinks consumation for you whole staying there. It is butler for making our holiday wonderful. The rooms and
also lunch included. location excellent. Overall adaaran prestige vadoo was a
great experience.
INCREASE IN EXTRA F&B REVENUE INCREASE TOTAL ENERGY

SALES CONSUMPTION
18% 6% 27,792 GJ
65
ADAARAN SELECT
MEEDHUPPARU
66
Adaaran Select Meedhupparu with private beaches, deluxe

cabins with wooden interiors and sun decks complemented by
a serene blue lagoon and shallow coral reef is an ideal venue
to soak up the sun and sea. Be mesmerized by
an exotic underwater world.
ABOUT ADAARAN SELECT MEEDHUPPARU
Adaaran Prestige Water Villas offers paradise on earth.

The private beaches of Adaaran Prestige Water Villas are
complemented by a serene blue lagoon and shallow coral
reef. The property offers sophisticated comforts and
personalised details to envelop guests in the splendour of
the Maldives.
The resort is located in Raa Atoll, 136 km to the north of

the capital, Male with a sea plane journey taking only 45
minutes. The location also makes it an ideal venue for water
sports with an officially certified diving school offering
programs for divers at any level, from beginner to expert.
Find out more about

Adaaran Select Meedhupparu online at
67
ADAARAN SELECT
MEEDHUPPARU
Adaaran Select Meedhupparu experienced a year of mixed
fortunes during 2016/17 despite the resort continuing to
be the highest contributor to sector profits. The hotel
undertook a renovation of the pool during the summer
of 2016 which lasted 3 months and had a negative impact
on resort rates due to the European travel regulations
requiring the property to offer a minimum concession of
20% on contracted rates due non-availability of all listed
hotel facilities.
During the year in review, the room nights from the Certifications
German market increased by 23% and eclipsed the British
market to become the largest contributor of room nights
at the resort.
68
GUEST REVIEW
“Amazing!!!!” “Best holiday ever!”

by Ruskit21 - 4th May 2017 by Hala S - 30th May 2016
My husband and I spent two weeks on the island,our 3rd My husband and I travelled to the Maldives for the first
visit to the Maldives.Really is paradise-the staff are amazing time. We read about so many places in Maldives and we
and they work sooo hard-must try cafe mass if you are a were so unsure about which place to choose. Until we
steak eater-probably the best steak I have ever had,was found this piece of paradise! To be honest, the pictures
superb! We had massages at the spa and the reflexology honestly don’t do it justice...it’s so much nicer in reality. We
place both excellent and met a little turtle whilst having had a very helpful butler, Yamin and he was always happy to
the spa done that lives in the waters surrounding it The help whenever we needed him. We loved snorkelling and
food was always nice with lots to choose from... Definitely the food was unbelievably delicious. The service was also
recommend had a fab time Sooo sad to be back :( fantastic and we will definitely be returning to this location!
INCREASE IN EXTRA F&B OCCUPANCY INCREASE CARBON FOOTPRINT PER

SALES GUEST NIGHT
17% 2% 36.2 Kg eCO2
69
ADAARAN
CLUB RANNALHI
70
Luxury and tranquility by crystal clear blue waters. Bask in the

sun or laze in the water, for this property is an exotic getaway,
yet located on the tip of the South Male atoll with easy access
to the capital city of Male.
Club
ABOUT ADAARAN CLUB RANNALHI
If excellent scuba diving is on the holiday agenda, then a

visit to Adaaran Club Rannalhi located at the tip of the
South Male atoll, is a must. Close to the city of Male,
this resort offers sumptuous cuisine, well-appointed
accommodation and waters full of beautiful marine life like
no other resort in the area.
The 130 roomed, 4-star resort boasts of water villas and

was one of the first resorts in the Maldives to popularise
the concept of over water accommodation. Located in
an island of lush green vegetation, the resort boasts of a
beautiful beach and a reef that is home to exotic tropical
fish. The resort offers 34 water villas and 96 beach villas.
Find out more about

Adaaran Club Rannalhi online at
71
ADAARAN
CLUB RANNALHI
During the year in review, the resort undertook a
refurbishment of 34 water villas reducing the availability of
the total room inventory in the summer months which had
a negative impact on the revenue and the profitability of
the property.
Western Europe continued to be the largest source market

for the property with the largest contribution of room
nights been generated from German and British nationals.
However, it should be noted that a 35% growth was
recorded from the Chinese market making the region the Certifications
third largest source market for Adaaran Club Rannalhi
72
GUEST REVIEW
“Great place for good vacation” “Trip to Paradise”

by Radosveta7 - 9th May 2017 by Yekaterina B - 4th April 2017
We were 2 couples visited that amazing island. All of us I’ve just back from our family vacation with 2 kids from
liked it. Lunch was very delicious. The beach was very Maldives. I really glad than I chose Adaaran Club Rannalhi
pleasant. We also got snorkeling and I can say it was one for our holiday. The hotel is really nice. The island is not very
of the best I have ever got. In our daily visit we have free big. The beach is clean. The food is really good. I was really
drinks consumation. Another wonderful thing was feeding enjoying the place. The transfer provided by hotel was in
the sharks in the end of the day. You can go in the water time. I’m happy with service and really looking forward to
and look at them. That was great experience. coming back! Love the bar with their coconut cocktails!
INCREASE IN AVERAGE INCREASE IN EXTRA CARBON FOOTPRINT PER

ROOM RATE F&B SALES GUEST NIGHT
7% 11% 26.43 Kg eCO2
73
ADAARAN SELECT
HUDHURAN FUSHI
74
Located on 83 acres of lush tropical beach property, and

surrounded by pristine blue water on the “Island of White
Gold”, the property blends with its surroundings and offers
peaceful seclusion to enjoy the sun and sea.
ABOUT ADAARAN SELECT HUDHURAN FUSHI
A true paradise hidden away in 83 acres of lush tropical

beauty in the seclusion of the North Male Atoll is Adaaran
Hudhuran Fushi, which is blessed with thriving vegetation
and pristine waters. The resort is designed to preserve the
hushed calmness of a tranquil village basking in the bright
sunshine.
The resort’s close proximity to Male makes it one of the

most sought after holiday spots in Maldives. The newly
refurbished resort boasts of 215 villas including 37 prestige
water villas and is the 2nd largest resort of the Adaaran
group. The 4-star resort also known as the surf island,
conducts surfing holidays in summer. The resort ocean
villas have dedicated bar and lounge facilities and the resort
offers a number of over water restaurants.
Find out more about

Adaaran Select Hudhuran Fushi online at
75
ADAARAN SELECT
HUDHURAN FUSHI
During the year, Adaaran Select Hudhuran Fushi undertook
and completed a refurbishment of 45 beach villas
which had a negative impact on the resort revenues and
profitability.
Chinese, German and British markets were the largest

source markets for the property mirroring the industry
stats of the destination.
Certifications
76
GUEST REVIEW
“Felt privileged to be on this island” “A beautiful honeymoon experience!”

by Thomas M - 24th March 2017 by kpparikh57 - 25th February 2017
Stayed in beach villa 222. so peaceful with short stroll to We came here for our honeymoon and stayed in the
restaurant and main bar or long stroll after dinner round the ocean villas! It was a great stay for the price, the service
beach path. Staff fantastic and so helpful. Water so clear was amazing, the beach was beautiful, and the food was
and warm. Accomodation first class. Spent 14 glorious days delicious. The rooms were spacious and clean and the staff
relaxing and eating. Menu changed every day. Fabulous to did a great job making sure we were comfortable. The island
see all the variety of sea creatures (sharks , fish(all colours) was big with a lot to do. There were a lot of excursions and
, sting rays, eels, turtles. Dinner at the sunset restaurant fun things to do on the island. I would highly recommend
highly recommended. Grounds were immaculate well done this place for couples looking for a romantic getaway.
groundstaff ! . Clean towels , beach towels every day. A
true Paradise. Welcomed with towel to freshen up before
welcome meeting and made to feel special for the rest of
our stay.
INCREASE IN AVERAGE INCREASE IN OCCUPANCY CARBON FOOTPRINT PER

ROOM RATE GUEST NIGHT
7% 10% 35.41 Kg eCO2
77
Al Falaj Hotel - Muscat

Desert Nights Camp - Al Wasil
Al Wadi Hotel - Sohar
Sur Plaza Hotel - Sur
78
AMAZING
Oman
Oman offers travellers a host of intriguing experiences. Explore
stunning desert landscapes, mountains and beaches, or wander through
a traditional Arab souk where you can buy anything… from carpets and
jewellery to coffee and beads. Visit a 17th century Arab Fort. Explore an
underground cave. It’s just a few of the things that make Oman…simply
amazing.
79
AL FALAJ HOTEL
- MUSCAT
80
Experiance the warmth of Omani hospitality right at the

heart of the city. Equipped with one of the best conference
facilities in town, and conveniently located in proximity to
the business district and many tourist hotspots, Al Falaj Hotel
is the ideal location for the discerning business traveller.
Bask in luxury and elegance, surrounded by exotic cusine and
cheerful hospitality, and partake in a range of recreational
activities to help you unwind.
ABOUT AL FALAJ HOTEL - MUSCAT
Al Falaj Hotel, Muscat is conveniently located in the heart

of the city with easy access to both the business district as
well as to tourist attractions. A pleasant 25 km drive from
the Seeb International Airport, the Hotel is an ideal meeting
point for business or pleasure.
Al Falaj Hotel offers you the opportunity to see the real

Muscat with a central location, and easy access to the
beach. The hotel grounds are pleasant with tennis and
squash courts, as well as two outdoor pools to cool off
during hot afternoons. Special lessons for swimming, tennis
and karate are also provided.
Find out more about

Al Falaj Hotel - Muscat online at
81
AL FALAJ HOTEL
- MUSCAT
During the year in review, Al Falaj completed its first full
year of operations since the acquisition of the property by
the group. Amongst the Group’s plans for the year ahead
in Oman is a phased refurbishment and a rebranding of Al
Falaj.
The hotel experienced lower operational activity during the

year due to curtailed spending by the country’s corporate
sector which accounts for a significant proportion of
revenue at the property due to dampened economic
activity in the destination arising from lower oil prices
82
GUEST REVIEW
“Great Stay” “Everything is available”

by BrianWarrington - 15th March 2017 by PeterKoueik - 26th Aug 2016
My wife and I have just spent 8 nights at the Al Falaj Hotel,
The staff were very friendly and helpful. Good restaurants,
the staff are friendly, very helpful and kind. We enjoyed the
club, gym, pool, and tennis court. The rooms were
comfort of the bed. The large swimming pool is great and
comfortable and shad stable internet connection. I would
we also enjoyed having a glass of wine in the Pub and Souq
definitely stay there again and recommend others to do
Café. The location is ideal, just a 15 minute walk to Ruwi
so as it is the best value for money hotel i found in Muscat
Bus Station from where you can get a cheap bus to the
so far.
Corniche and all over Muscat. The hotel breakfast is great,
large variety which caters to every taste. We had a great
stay and its well worth the money.
NEW F&B OUTLETS GROWTH IN ONLINE SALES TOTAL ENERGY

CONSUMPTION
+2 +53% 18,902 GJ
83
DESERT NIGHTS CAMP

- AL WASIL
ABOUT DESERT NIGHTS CAMP - AL WASIL

The Desert Nights Camp in Oman is two hours away from
Muscat. The camp is sprawled across 10-acres of silken
sands, secluded 11km within the vast isolation of the Omani
desert. 30 sumptuous Bedouin style tents with en suite
baths offer a world of unparalleled luxury and comfort.
84
OMAN
HOTELS
ABOUT AL WADI HOTEL - SOHAR
Al Wadi Hotel is located in Sohar, the ancient maritime capital of Oman. Ideal for business and leisure travellers alike, Al Wadi
hotel has 79 standard rooms, bars and restaurants, recreational facilities and a conference room.
ABOUT SUR PLAZA HOTEL - SUR
Enjoy age-old Omani hospitality at the Sur Plaza Hotel in Sur, reputed for its old fishing village and traditional dhows. 220
km from Muscat, this comfortable 3-star hotel offers business and holiday travellers a superlative service with a touch of
tradition.
85
MAGNIFICENT
India
Vast, mysterious and wild. Cosmopolitan, fun and funky. Amble through
the Red Fort, ride a camel in the Thar desert, laze on an empty beach
or party till dawn. The choices are endless and invigorating, like the
great subcontinent itself. Take a trip and discover for yourself why India
remains a truly magnificent destination experience.
Turyaa Chennai - India
86
87
TURYAA
CHENNAI
88
Located in the commercial, cultural, economic and

educational centre of South India, Turyaa Chennai offers
convenience and elegant and comfortable accommodation
and is the place of choice for the discerning, tech savvy
business and leisure traveler.
ABOUT TURYAA CHENNAI
Turyaa Chennai is conveniently located near the heart of

the city, on Chennai’s IT corridor. Now recognised as one
of the city’s finest business hotels, Turyaa offers the best
of both worlds in an amalgamation of business and leisure
facilities. Although positioned primarily as a business hotel,
Turyaa Chennai transforms into an idyllic sanctuary in the
evening, where guests can relax by the pool while enjoying
the view from the rooftop overlooking the bustling
cityscape.
Find out more about

Turyaa Chennai online at
89
TURYAA
CHENNAI
Turyaa Chennai completed its first full year of operations
in the year under review, seeing a significant increase
in revenue over the preceding year. In January 2017,
the property was classified as ‘five-star deluxe’ by the
Government of India, making it one of the first resorts in
Chennai and one of just 92 in all of India, to receive such
classification.
Hotel revenue is projected to increase further in the

coming year and the property is confident of diversifying its
revenue streams, with a significant contribution expected
from banquets and external catering.
90
GUEST REVIEW
“Great ambience, yummy food and good “Lovely place to stay”

service” by Sneha K - 24th April 2017
by MaliniMaruth - 18th April 2017
It has a gym, swimming pool, spa and 4 restaurants inside-
The hotel is located close to tidel, ramanujam IT park, all maintained very well. Rooms are spacious. Breakfast
international tech park and many other tech parks in the Buffet is amazing. Staff is readily available on the press of a
area. The ambience is very good and the hotel interiors button. Amazing ambiance. The location of the hotel is also
have been tatstefully decorated, very different from the very convenient. Not too far from airport and has many
normal business hotels. The food is outstanding, menu is eating joints nearby. Hotel provides free wifi. Had a really
well planned. One thing that is worth mentioning is the pleasant stay there.
service, they have good staff with the right attitude. I would
definitely like to visit again, this time with family.
INCREASE IN OCCUPANCY INCREASE IN RevPAR TOTAL ENERGY

CONSUMPTION
195% 135% 13,101 GJ
91
G4-17
GROUP
STRUCTURE
51%
Aitken
Spence Hotel
Managements Asia
(Pvt) Ltd.
98%
Aitken Spence
Hotels Ltd.
Heritance Ayurveda
Maha Gedera
AITKEN SPENCE HOTEL

HOLDINGS PLC
100%
Crest Star (BVI) Ltd.
60%
Cowrie Investment
(Pvt) Ltd.
Adaaran Select
Meedhupparu
51%
Aitken Spence Hotels
(International) (Pvt) Ltd.
92
100%
84.57% 100% 27.89% Paradise Resorts
PR Holiday Perumbalam Amethyst Leisure (Pvt) Ltd. Passikudah (Pvt) Ltd.
Homes (Pvt) Resorts (Pvt) Amethyst Resort
Ltd. (India) Ltd. (India)
100%
Turyaa Resorts (Pvt) Ltd.
11% Turyaa Kalutara
Floatels India (Pvt) Ltd.
Poovar Island Resort
100%
Turyaa (Pvt) Ltd.
Turyaa Kalutara
100% 100%
37.42% Negombo Beach
Heritance (Pvt) Ltd.
Browns Beach Hotels PLC Resorts (Pvt) Ltd.
(Formerly - Pearl Beach Hotel)
Heritance Negombo
63%
100%
Kandalama Hotels (Pvt) Ltd.
MPS Hotel (Pvt) Ltd.
Heritance Kandalama
Hotel Hilltop
87.65%
Hethersett Hotels Ltd.
95% Heritance Tea Factory
Jetan Travel Services Co. (Pvt) Ltd.
Adaaran Club Rannalhi 60%
Ahungalla Resorts Ltd.
Hotel RIU Sri Lanka
100%
Ace Resorts (Pvt) Ltd.
100%
Raafushi Island
Neptune Ayurvedic
Village (Pvt) Ltd.
100%
ADS Resorts (Pvt) Ltd. 100%
Adaaran Select Hudhuran Fushi Nilaveli Holidays (Pvt) Ltd.
100% 100%
Unique Resorts (Pvt) Ltd. Nilaveli Resorts (Pvt) Ltd.
Adaaran Prestige Vadoo Resort
100% 100%
Aitken Spence Hotel Galle Heritage (Pvt) Ltd.
Services (Pvt) Ltd. - India
100% 100%
Aitken Spence Hotel Management Meeraladuwa (Pvt) Ltd
(South India) Pvt. Ltd.
Turyaa Chennai
0.12%
99.88%
Aitken Spence Resorts (Middle East) LLC
Aitken Spence Resorts
Hotel Al Falaj
(Middle East) LLC
Al-Falaj Hotel
93
MILESTONES
Incorporates Ahungalla Hotels Ltd., as a public The Company changes its name to Aitken
1978 1997
quoted company. Spence Hotel Holdings Ltd.
Commences commercial operations of Triton The third hotel in Maldives, the 215 room
1981 2000
Hotel with 126 rooms. Meedhupparu Island Resort is launched in June
2000.
Triton Hotel is awarded five star status. The Company’s new “Heritance” brand is
1986 2006
launched.
Triton Hotel increases the room strength The Company ventures into India and is
1990 2007
to 160. successful in securing management contracts
for resorts.
The Company enhances its share capital from

1993 The Company made further investments in
Rs. 100Mn to Rs. 500Mn. 2008
Maldives through the acquisition of Vadoo Island
Resort. The Company ventures into Oman by
securing management contracts for four hotels.
Investment in Browns Beach Hotel and Hotel

1994
Hilltop.
Adaaran Prestige Vadoo, the latest addition to
2009
the Adaaran Resorts commences operations.
Secured a management contract for a luxury

The Company acquires a majority holding in
1995 desert camp in Oman.
Hethersett Hotels Ltd., the owning company of
Tea Factory Hotel
The Company acquires ownership of Golden Sun

“The Tea Factory” in Nuwara Eliya commences 2010
Resorts, Kalutara.
1996
operations.
94
Heritance Kandalama, is rated as the Best EXPANDING HORIZONS

2011
5 Star Resort in the island for the third
Highlights during the year
consecutive year and is welcomed to the
prestigious Hall of Fame, at the Presidential
Awards for Travel and Tourism.
Neptune undergoes a complete renovation

2012
and opens as a specialised ayurvedic resort -
Heritance Ayurveda Maha Gedara.
Aitken Spence Hotels unveils
The Company acquires total ownership of Heritance Negombo. Located in
Hotel Hilltop, Kandy. close proximity to the City and
the International Airport, making
it a popular hotel for travellers
keen to be near the city and
Completes the construction of “Kathikawa”, explore its attractions
2013
Heritance Kandalama’s scenic new conference
centre.
Heritance Tea Factory secures the First

2014
Organic Tea Certification in Sri Lanka,
awarded by the SLSI.
The group’s collaboration with

RIU Hotels – Spain, Hotel
Acquisition of a strategic stake in Amethyst RIU Sri Lanka commenced
2015 operations
Resort Passikudah
The Company made further investments in

Maldives through the acquisition of Aarah
Island in Raa Atoll
The group acquires its sixth island in Maldives,

2016
Raafushi in the Noonu Atoll.
Launch of Turyaa Chennai, the first property in

India under the group’s ownership. Construction continued on the
island of Aarah in Raa Atoll with
the property in set to open in
Turyaa Kalutara commences operations with early 2018
an increased inventory of 200 rooms
The group acquires Al Falaj Hotel in Oman

making it the group’s first acquisition/
investment in the sultanate
95
G4-02 G4-06 G4-09 G4-18 G4-28
The Group will continue to expand its regional footprint not merely
as a strategy of mitigating risks associated with one destination but
also as a means to benefit from the exponential growth in selected
markets. We will continue to expand and harness the many synergies
of being a multi destination player whilst leveraging the same values
and unique brand attributes that have differentiated us to sustain
a position of market leadership and are well poised to harness the
opportunities created by our long-term view.
INTRODUCTION In preparing this report, we have drawn on concepts,

We are happy to present below the Group’s Integrated guidance and methodology given in the International
Management Discussion & Analysis in our sixth report to Integrated Reporting Council’s framework and Sri Lanka
follow an integrated format of reporting. It reflects the Accounting Standards (SLFRS/LKAS) applicable for
Group’s value creation model by evaluating its performance financial periods beginning on or after 1st January 2012. The
in the wider context of social and environmental accounting policies adopted are described in detail in the
performance. Financial Statements. Further, we are in compliance with
the laws and regulations of the Companies Act No. 07 of
2007 and subsequent amendments and Listing Rules of the
Report Boundary and Scope
Colombo Stock Exchange (CSE).
The details contained herein, report on the financial year
from 1st April 2016 to 31st March 2017. The financial results The Social and Environmental sustainability reporting
reported are those of Aitken Spence Hotel Holdings is based on the universally applicable and comparable
PLC., its subsidiaries and the interest in equity accounted framework for Sustainability Reporting developed by the
investees. The complete list of hotels within the Group is Global Reporting Initiative (GRI) and its G4 guidelines. It
provided on pages 12 and 13 in “Across the Region”. The also reports on the Group’s initiatives towards meeting
Integrated MD&A reports on operations which fall directly the Ten Principles of the United Nations Global Compact
under our control as a Group and as individual properties. (UNGC).
The management of Aitken Spence Hotel Holdings

About the Group
PLC. commissioned DNV GL represented by DNV GL
Business Assurance Lanka (Private) Limited to carry out an Aitken Spence Hotel Holdings PLC. operates a chain of 22
independent assurance engagement (Type 2, Moderate distinct properties in Sri Lanka, Maldives, India and Oman.
level) for the non-financial - qualitative and quantitative It is one of the largest resort operations in Sri Lanka and
information (sustainability performance) reported. The largest international resort chain in the Maldives in terms
Assurance is based on Core reporting option of the of capacity. The portfolio of hotels and resorts offers a
Global Reporting Initiative (GRI) Sustainability Reporting range of choices for varying needs and budgets including
Guidelines Version 4 (GRI G4). The opinion of the above is niche market hotels, award winning resorts and layover
given on pages 307 to 310. hotels, whilst maintaining the same exceptional standards
of hospitality.
96
The hotels in Sri Lanka cover all of the country’s key THE GROUP’S KEY STRATEGIC IMPERATIVES
attractions, of beach, the cultural triangle, the East Coast, The Hotels Group arrived at 9 key strategic imperatives
Central Hills and most recently the West Coast. The Group (as set forth in 2015), taking into consideration the
possesses many years of experience and expertise in the Group’s vision, objectives, strengths, weaknesses and the
local and regional hospitality industry and is renowned for opportunities and constraints in the operating environment
its proficiency in hotel design, building, management and a as well as the Holding Company’s vision and strategic
commitment to excellence. The international award winning objectives. We consider these strategies still relevant for
properties have thus set industry benchmarks for service the next three years and they are presented below.
quality, culinary standards and sustainable tourism.
Aitken Spence Hotel Holdings PLC is a subsidiary of

Aitken Spence PLC, one of Sri Lanka’s leading diversified
conglomerates with a history that spans 149 years since
its inception in 1868. Its portfolio includes Hotels, Travel,
Maritime Services and Logistics Solutions
97
Strategy Strategies in action in 2016/17 Plans for 2017/18

Strengthen our regional Commenced construction of two resorts on Commence operations at the resort being
presence. the newly acquired islands in the Maldives. constructed on the island of Aarah.
Formulate a comprehensive branding strategy
to incorporate and maximise the efficiencies in
the Group’s portfolio of properties.
Source new partners The new 501 room 5-star property – Hotel RIU Enter into new partnerships and collaborative
in order to expand our Sri Lanka, in Ahungalla - a joint venture with efforts to develop existing land banks.
product offering and RIU Hotels Spain, came into operation during
market linkages. the year. As envisaged, Charter flights to Sri
Lanka commenced as a result of the linkages
with RIU.
Expand our presence 139 roomed 5 star resort Heritance Negombo The Group is actively looking at opportunities
across Sri Lanka in commenced operations in April 2016. within Sri Lanka, with a focus on developing
order to complete our existing land banks.
portfolio of product
offerings.
Harness the synergies Set up marketing representation offices in key Build on the measures set in place in 2015
and marketing source markets such as China and India. & 2016 and expand partnerships with tour
opportunities as operators to cross sell. Leverage on our
a regional player strengths.
to benefit each
destination.
Reinforce and expand We are currently engaged in a brand Sustain and leverage the developed brand
brand attributes. enhancement exercise to target the different proposition based on the results of the brand
segments of the market. exercise.
Consolidate our branding portfolio to be the
vehicle for planned enhancements
Leverage on Implemented Duetto in one of our properties Introduce more properties in our portfolio to
technology as a to assess its impact. the revenue management platform.
competitive advantage.
Implemented internationally recognised Increase the contribution to revenue from
booking engine/channel management online channels vis a vis the tour operator
software system, enabling the integration channel.
of web booking channels with our property
Continue to expand and harness the
management system.
capabilities of the new CRM software and
other technology to offer more customised
solutions and a superior service to customers.
Taking initiatives to Aitken Spence School of Hospitality continued The Group continues to monitor any training
meet industry skills gap to train youth. gaps which may arise and provide continuous
and dearth of trained training to enable employees to perform on par
Continued to train internal trainers to sustain
HR. with standards and expectations.
the Learning & Development culture into the
future.
98
G4-27
Strategy Strategies in action in 2016/17 Plans for 2017/18

Retaining talent. Enhanced the Learning and Development Further enhance facilities provided to increase
centre and launched new initiatives to provide managerial level training.
continuous training.
Heritance Negombo which opened in 2016
is equipped with the best of its kind in staff
accommodation
Continue our Triple Obtained Travelife certification for our Adopt a focused, differentiated and branded
Bottom Line focused properties at Adaaran in the Maldives. sustainability initiative which is in sync with the
model with a focus on Group’s values, passion and objectives to make
Ayurveda Maha Gedara was recognized as
sustaining communities a significant impact.
a premium quality hotel in the category of
and the environment.
“Ayurveda & Yoga” presented by FIT Reisen
Germany for the 3rd consecutive year.
STAKEHOLDER ENGAGEMENT AND INCLUSION We outline below the engagement mechanisms in place
The scope and extent of our business leads to impacts on with each stakeholder group through multiple channels and
a multitude of stakeholders, both internal and external. the priority issues identified for both the Stakeholder and
Engaging meaningfully with these stakeholders enables us the Company.
to identify our priorities within the wider socioeconomic
context. By understanding the concerns and needs of
our stakeholders, we are in a better position to align our
business value proposition with their goals thereby creating
mutual and lasting value.
99
COMMUNITY ENVIRONMENT
REASON FOR ENGAGEMENT REASON FOR ENGAGEMENT
y To ensure harmonious co-existence and the social y To ensure protection of the environment and
licence to operate resources for future generations and business
operations
METHODS OF ENGAGEMENT
y Dialogue with community representatives METHODS OF ENGAGEMENT
y Seminars and gatherings to share best practices y Dialogue with policy makers and regulators
y Participation in community events y Reports on compliance with standards and
y Supporting community groups through social and regulations
financial donations y Meetings with experts, environmental NGO’s and
lobby groups
PRIORITIES
y Rural development and community welfare PRIORITIES
y Integration with the community y Resource and process efficiency, waste management
y Job creation and community-based sourcing y Climate change
y Manage and mitigate impacts
y Compliance
GUEST EXPERIENCE SUPPLY CHAIN

y To ensure business continuity and create sustainability y To ensure that the Group maintains pre-determined
consciousness standards of service and to transpose our
sustainability ethic along the supply chain
y Customer feedback forms METHODS OF ENGAGEMENT
y Guest satisfaction surveys y Seminars and workshops to sensitise them on
y Tent cards creating awareness on how they can standards expected towards sustainable action
manage their environmental footprint y Direct dialogue and site visits
y Contracts and agreements
PRIORITIES y Supplier performance reviews
y Product excellence and delivering brand promise
y Value for money PRIORITIES
y Eco-friendliness and sustainability y Material and Service quality and availability
y Quality standards and Innovation y Fair pricing and profitability
y Safety and security y Ethical conduct and sustainability
y Efficiency and professionalism
100
EMPLOYEES INVESTOR RELATIONSHIP

y Employees play a key role in the implementation of y Investors and the Investment community as well
operational strategies of hotels and maintaining the as banks and financial institutions are critical to
requisite standards obtain the financial resources needed to ensure the
continuity of our business
y Open door culture METHODS OF ENGAGEMENT
y Performance reviews y Annual General Meeting
y Employee satisfaction survey y Investor feedback form
y Grievance handling mechanism y Annual report and quarterly reports
y Newsletters and intranet y Media, including web and social media
y Employee events & suggestion schemes y Direct dialogue
PRIORITIES PRIORITIES
y Remuneration and benefits y Performance of the Company
y Training and development y Dividends and capital gains
y Performance and career progression y Governance and transparency
y Health and safety at work y Sustainability
y Diversity and equal opportunity
y Work life balance
REGULATORS INDUSTRY ASSOCIATES

y To build trust and constructive partnerships through y To become a meaningful partner in the growth of
compliance and proactive action, to obtain the the tourism industry as a whole, thereby ensuring
permits to operate business continuity
METHODS OF ENGAGEMENT METHODS OF ENGAGEMENT

y Reports and submissions, including compliance y Participation in industry forums and lobby groups
documentation y Membership in industry bodies and business
y Direct dialogue and meetings with policymakers and chambers
regulators
y Participation in events and forums PRIORITIES
y Partnership and collaboration
PRIORITIES y Business ethics and fair competition
y Compliance y Industry goals and standards
y Policy and regulatory development y Collective industry readiness and responses to
y Business ethics and corporate citizenship potential risks
y Anti-corruption
y Job creation and economic value addition
101
G4-08
Our Contribution to the Sri Lankan Economy

Value Creation by an enterprise occurs in the context of its operating environment. This discussion of the Group’s strategies
and performance hence begins with a review and preview of relevant aspects of the local and global economic backdrop and
outlook.
Statement of Value Added

% 2016/17 % 2015/16 % 2014/15 % 2013/14 % 2012/13
Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000
Total Revenue 16,055,386 13,378,071 13,270,918 12,947,076 12,035,870
Purchase of Goods & Services (8,906,108) (7,177,398) (6,877,703) (6,442,670) (6,013,939)
7,149,278 6,200,673 6,393,215 6,504,406 6,021,931
Other Income 69,013 219,813 679,604 661,034 209,652
Share of Profit of Equity (171,202) (165,030) (14,390) 34,891 70,248
Accounted Investees
Total Value Added 7,047,089 6,255,456 7,058,429 7,200,331 6,301,831
Distributed as follows:
To Government 14 958,171 10 643,199 11 801,195 14 976,610 15 934,170
(Income tax & turnover tax)
To Employees 39 2,746,929 34 2,122,117 26 1,828,866 24 1,753,081 26 1,648,248
(Salaries & other costs)
To Lenders of Capital 15 1,082,879 16 1,031,310 20 1,386,309 19 1,368,333 19 1,201,456
(Interest on loan capital &
minority interest)
To shareholders 4 252,218 7 420,363 7 504,435 7 504,435 5 336,290
(Dividends)
Retained for Reinvestment &
Future Growth 28 2,006,892 33 2,038,467 36 2,537,624 36 2,597,872 35 2,181,667
(Depreciation & retained
profits)
7,047,089 6,255,456 7,058,429 7,200,331 6,301,831
THE BACKDROP TO PERFORMANCE: deflationary pressures and optimistic financial markets all
Global Economic Performance & Outlook: augur well for higher growth.
The global political environment sprung two significant
According to the IMF’s (International Monetary Fund)
surprises during the year, in the form of Brexit and the
latest estimates, World growth is expected to rise from
United States’ election of Donald Trump as its president.
3.1 % in 2016 to 3.5 % in 2017 and 3.6 % in 2018. But
Both these events, in a general sense, appear to imply a
structural impediments which could hold back a stronger
worldwide trend of rising nationalism and protectionism.
recovery and a balance of risks that remains tilted to
However, whilst the global markets were in turmoil in the
the downside, especially over the medium term, remain
immediate aftermath of these events, they soon reverted
important challenges. Structural problems such as low
to their previous status quo. Economic activity is picking
productivity growth and high income inequality have begun
up with a long-awaited cyclical recovery in investment,
to exert pressures for inward-looking policies in advanced
manufacturing, and trade. Robust demand, reduced
economies thus threatening economic integration and
102
a cooperative global economic order that has served For the first time since the onset of the great recession, the
the world economy, emerging markets and developing first quarter of 2017 has seen a synchronized upturn in the
economies well. USA, Europe and Japan and some key emerging markets.
Such growth is expected to be propelled by the effects of
Oil prices increased by approximately 20% between August broad accommodative monetary policy and expansionary
2016 and February 2017, in part due to the agreement by fiscal policy measures of advanced economies that are
the Organization of the Petroleum Exporting Countries expected to spill over to emerging market and developing
(OPEC) and other producers to restrict oil production. economies. Growth is also projected to remain strong in
Stronger activity and expectations of more robust future China and many other commodity importers. China’s high
global demand also contributed to strengthening oil prices growth is expected to be supported by policy stimulus,
since their troughs in early 2016. Following slight weakening though its effects on credit expansion and budgetary
in recent weeks, oil prices stood at about $50 a barrel as of constraints may require abrupt policy adjustments in the
end-March, still some 12% stronger than in August 2016. period ahead. India’s growth, which at present is considered
the highest amongst large economies, is forecast to be
Since the U.S. election, expectations of looser fiscal somewhat lower than expected in 2017 due to the impact
policy in the United States have contributed to a stronger of the withdrawal of high denomination currency notes
Dollar and higher U.S. Treasury interest rates, pushing up from circulation. Growth rates in economies that are
yields elsewhere as well. Market sentiment has generally dependent on oil incomes, particularly those in the Middle
been strong, with notable gains in equity markets in both East, are also expected to slow down due to lower levels
advanced and emerging market economies. Fiscal policy of oil production, in spite of the expected increase in oil
as per the IMF is expected to be more expansionary in the prices.
USA in 2017.
World Growth Percentage Change Actual Projections

2016 2017 2018
World output 3.1 3.5 3.6
Advanced economies 1.7 2.0 2.0
USA 1.6 2.3 2.5
Euro 1.7 1.7 1.6
UK 1.8 2.0 1.5
Japan 1.0 1.2 0.6
CIS 0.3 1.7 2.1
Russia -0.2 1.4 1.4
China 6.7 6.6 6.2
India 6.8 7.2 7.7
ASEAN 4.9 5.0 5.2
Emerging & Developing Asia 6.4 6.4 6.4
Emerging & Developing economies 4.1 4.5 4.8
World Trade Volumes (goods & services) 2.2 3.8 3.9
Imports by Advanced economies 2.4 4.0 4.0
Imports by Emerging & Developing economies 1.9 4.5 4.3
Oil Prices (U.S. Dollar) (average price of intermediate crude oil) -15.7 28.9 -0.3
London Interbank Offer Rate (LIBOR) (on US Dollar deposits) 1.1 1.7 2.8
Source: IMF, World Economic Outlook April 2017
103
Sri Lankan economy Unfavourable weather conditions and a sluggish global

economic recovery however, caused the economy to
Sri Lanka GDP Growth grow at a slower 4.4% in real terms in comparison to 4.8%
in the previous year although a steady acceleration in
Rs. Bn. Growth Rate %
14,000 10 quarterly growth was observed from the second quarter
9 of the year amidst tightened fiscal and monetary policies.
12,000
8 As per the expenditure approach estimates of the Central
10,000 7 Bank, economic growth in 2016 was primarily driven by the
8,000
6 expansion in investment expenditure.
5
6,000
4
Higher investment growth predominantly emanated from
4,000 3
the expansion in construction activities during the year.
2
2000 Meanwhile, consumption expenditure, which is the largest
1
0 0
expenditure category of the economy, recorded a modest
2012 2013 2014 2015 2016 growth of 4.1 % in nominal terms, which was a considerable
moderation compared to the growth of 10.3% recorded in
GDP at Market Prices Real GDP Growth
the previous year. The slowdown in consumption was mainly
due to the moderation in private sector consumption
Sri Lanka’s economic activity began to gather momentum expenditure due to tightened monetary and fiscal policies,
and showed signs of stabilization as the year 2016 left and higher cost of living, while public sector consumption
behind some of the policy uncertainties that characterized expenditure also moderated in 2016 with ongoing fiscal
the preceding year of elections and transitions. June consolidation efforts. Although domestic demand grew
2016 saw Sri Lanka reach an agreement with the IMF for by 8.2 % in nominal terms (6.2 % in real terms) during the
an Extended Fund Facility (EFF), which was an important year, net external demand declined by 9.6 % in nominal
milestone during the year, not only to boost the Country’s terms (22.5 % in real terms) in 2016 reflecting both
foreign reserves but also to boost investor confidence and weakness in Sri Lanka’s export markets and a decline in
provide a sustainable fiscal and monetary policy framework. the competitiveness of the economy as evidenced by the
continued fall in the country’s share of global exports.
1999-2008 avg 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2022
5.1 3.5 8.0 8.4 9.1 3.4 4.9 4.8 4.3 4.5* 4.8 * 5.3 *
Source, Central Bank of Sri Lanka; *IMF forecasts
The Agriculture sector contracted by 4.2% (compared to Industries sector. In addition, sub sectors of Electricity, Gas
a growth of 4.8% in the previous year) due to the adverse and Water also contributed to the growth in the Industries
weather conditions that caused a decline in the paddy, tea sector.
and rubber sectors resulting in a reduction in the share in
real GDP to 7.1% in 2016. The Services related activities Inflation
which constitute 56.5% of real GDP grew by 4.2% in
Consumer price inflation moved upwards during the first
2016 on a year on year basis supported by the expansion
half of 2016, although it stabilised somewhat during the
in financial services, insurance telecommunications, as
remainder of the year, while core inflation broadly followed
well as transportation and wholesale and retail trade. The
an upward trend in 2016. Year-on-year headline inflation
value addition in the Industry sector recorded a significant
based on the NCPI, which peaked at 6.4% in June 2016,
growth of 6.7% in 2016 compared with a growth of 2.1%
gradually decelerated to 4.2% by end 2016, thus registering
recorded in 2015. The Construction, mining and quarrying
the same rate as at end 2015. On an annual average basis,
activities which recovered from the contraction recorded
however, NCPI based headline inflation increased to 4% by
in 2015 were the main contributors to the growth in the
end 2016 compared to 3.8% at end 2015.
104
Following a similar trend, CCPI (2013=100) based headline y Standing Deposit Facility Rate (SDFR) and the Standing
inflation also reached a peak of 5.8% cent in July 2016, Lending Facility Rate (SLFR) were raised by 50 basis
before registering 4.5 % at end 2016, while on an annual points each in February 2016 to 6.50% and 8.00%
average basis, it stood at 4% by end 2016. Core inflation, respectively
which measures the underlying inflationary pressures in
the economy, continued an upward trend in 2016 although y Increased the SDFR and the SLFR by an additional 50
some volatility was observed on a monthly basis. Although basis points to 7.00% and 8.50% respectively in July
core inflation stabilised for a few months as a result of the 2016
suspension of the changes made to the government tax
structure, the reimposition of the tax changes caused core The gradual tightening of monetary policy and the gradual
inflation to move upwards towards end 2016. Accordingly, decline in excess liquidity contributed to a considerable
NCPI based core inflation stood at 6.7% by end 2016, year- rise in both lending and deposit rates during the year.
on-year, remaining higher than 5.8% recorded at end 2015. Accordingly, the Average Weighted Deposit Rate (AWDR)
The prevailing drought conditions, the effect of the tax increased to 8.17% by end 2016 from 6.20% at end 2015,
changes and rising international commodity prices affected while the Average Weighted Fixed Deposit Rate (AWFDR)
the movements in inflation in the first quarter of the year also increased to 10.46% by end 2016 from 7.57% at end
2017 as well, although tightened monetary and fiscal 2015. Interest rates offered on new deposits also increased
policies enabled reining in of demand pressures on inflation substantially during the year. At the same time, the weekly
to a great extent. Average Weighted Prime Lending Rate (AWPR), which is
based on interest rates applicable on loans and advances
granted by commercial banks to their prime customers,
Inflaon and Interest Rates
increased by 399 basis points to 11.52% by end 2016 from
% 7.53% at end 2015,
14.0
12.0 Exchange Rate

10.0 The Rupee depreciated against all major currencies except
8.0
the Pound Sterling in 2016; with depreciation pressure
resulting from increased imports, continued foreign debt
6.0
service payments and outflows on account of reversal
4.0 of foreign investments from the government securities
2.0 market amidst monetary policy normalisation in the
0.0
Oct-15
Oct-16
Jan-15
Jan-16
Jan-17
Apr-15
Apr-16
Jul-15
Jul-16
Exchange Rate Fluctuaons 2016/17
AWPLR (Month) Annual Avg. Inflaon Rate Rs.

220
210
Interest Rates 200

190
Stabilising inflation at mid-single digits over the medium
180
term, without compromising growth prospects of the
170
economy, remained the primary focus of the Central Bank‘s
160
monetary policy in 2016. Accordingly, the Bank carried out
150
several monetary policy tightening steps in 2016 as follows:
140
130
y Raised the SRR applicable on all rupee deposit liabilities
August
November
December
May
June
September
March
July
April
January
February
October
of listed commercial banks by 1.50% to 7.50% with effect

from 16th January 2016 GBP EUR USD
105
USA. The rupee, which remained broadly stable due to in aggregate on the BOP and domestic price indices,
intervention by the Central Bank in the first four months of while stagnant growth in the Middle East could reduce
the year, was allowed to reflect market demand and supply the income from tea exports and remittances by migrant
conditions to a great extent in the second half of the year, workers. Tourist arrivals may pick up with high economic
resulting in an overall depreciation of the rupee against the growth in Europe, China, India and Russia, which are Sri
US dollar by 3.83 % in 2016. Lanka’s major sources of tourism. Sri Lanka, along with
other small economies in Asia, could experience higher
Outlook direct investment inflows, given the rising levels of South-
South FDIs. The proposed trade and economic partnership
Real GDP Growth -Projections
arrangements in the region could enable Sri Lanka to gain
by the Central Bank % Change access to larger regional markets with higher income levels.
2017 2018 2019 2020
5.0 6.0 6.5 7.0 The tightening of key global financial markets, however,
pose numerous challenges to Sri Lanka, in relation
The Central Bank projects Sri Lanka’s economy to grow at to borrowing in international financial markets that
a moderate rate of around 5% in 2017 amidst the adverse are necessary to rollover previous borrowings, and in
impact of unfavourable weather conditions, whilst the IMF relation to payment of interest on floating rate US dollar
estimates the Sri Lankan economy to grow by 4.5% in 2017 denominated instruments that are being used to finance
and 4.8% in 2018. As per the CBSL estimates economy the budget deficit.
is expected to improve gradually thereafter to record an
annual growth rate of 7% by 2020. Industry Landscape
Global Tourism Industry
The private sector is expected to play a key role in
achieving this higher growth momentum by exploiting
potential growth opportunities in the economy and World Tourist Arrivals and Receipts
external markets. Accordingly, economic expansion
Pax Mn. USD Bn
would be supported through increased investment from 1450 2000
the private sector. Foreign investors are expected to
contribute towards a higher level of investment with 1250
1500
particular emphasis on services related activities and
export oriented industries. The opportunities for the 1050
private sector would include the planned establishment 1000
of the Colombo Financial City, new opportunities under 850
the Western Region Megapolis Project and the proposed 500

650
establishment of economic corridors in the North East and
South West of the island, and also in the areas surrounding
450 0
the Hambantota and Trincomalee ports. In addition
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
to these initiatives, domestic investment activities are Tourism receipts

also expected to continue with emphasis on improving Internaonal Tourist Arrivals
productivity through the adoption of new technology
including mechanisation initiatives in the Agriculture and
Industry sectors together with the adoption of information As a worldwide export, tourism continued to rank third
technology (IT) related improvements. An acceleration in the world. UNWTO’s 2016 results on expenditure from
in global growth and the resultant increase in global major outbound markets reflect increasing demand for
interest rates could have diverse effects on the Sri Lankan international tourism across the world, as reported in
economy. the latest UNWTO World Tourism Barometer. With a 12%
increase in spending, China continued to lead international
The increase in oil prices as well as prices of other outbound tourism, followed by the United States, Germany,
commodities in the global markets will weigh negatively the United Kingdom and France as top five spenders.
106
The latest data on outbound tourism spending are very

encouraging. Despite the many challenges of recent years, results
of spending on travel abroad are consistent with the 4% growth
to 1.2 billion international tourist arrivals reported earlier this year
for 2016. People continue to have a strong appetite for travel and
this benefits many countries all around the world, translating into
economic growth, job creation and opportunities for development
- UNWTO Secretary-General, Taleb Rifai.
Chinese tourists spent 12% more on tourism abroad in

World's Top Tourism Spenders 2016
2016 - Another strong year for outbound tourism from
Mn China, the world’s leading outbound market. International
300 tourism expenditure grew by US$ 11 billion to US$ 261
billion, an increase by 12% (in local currency). The number
250
of outbound travellers rose 6% to 135 million in 2016. This
200 growth consolidates China’s position as number one source
market in the world since 2012, following a trend of double-
150
digit growth in tourism expenditure every year since 2004.
100
The growth in outbound travel from China benefited many
50
destinations in Asia and the Pacific, most notably Japan,
0 the Republic of Korea and Thailand, but also long-haul
China USA Germany UK France Italy
destinations such as the United States and several in
Europe. In line with this increasing trend, China accounted
for the second highest arrivals to Sri Lanka in 2016 as well.
Arrivals across the world

In addition to China, three other Asian outbound markets
Tourist Arrivals into each region in 2016 among the first ten showed very positive results. The
Republic of Korea (US$ 27 billion) and Australia (US$ 27
Million
billion) both spent 8% more in 2016 and Hong Kong (China)
Europe 615 entered the top 10 following 5% growth in expenditure
USA 200 (US$ 24 billion).
Asia Pacific 309
Africa 58 Second largest market the United States maintains
strength - Tourism spending from the United States, the
Middle East 54
world’s second largest source market increased 8% in 2016
Source: World Tourism Council to US$ 122 billion, up US$ 9 billion on 2015. For a third
year in a row, strong outbound demand was fueled by a
107
robust US dollar and economy. The number of US residents By contrast, outbound tourism from some commodity
travelling to international destinations increased 8% exporters continued to be depressed as a consequence of
through November 2016 (74 million in 2015). their weaker economy and currencies. Expenditure from
the Russian Federation declined further in 2016 to US$
By contrast, Canada, the second source market from the 24 billion. International tourism spending from Brazil also
Americas in the top ten, reported flat results, with US$ 29 decreased in 2016.
billion spent on international tourism, while the number of
outbound overnight trips declined by 3% to 31 million.
Maldives
Germany, the United Kingdom, France and Italy lead Total arrivals growth into the Maldives for the period
tourism spending in Europe - Germany, the United January to December 2016 grew by a marginal 4.2% whilst
Kingdom, France and Italy are the four European markets the month of December (the winter month for most key
in the top ten and all reported growth in outbound demand markets) remained same as in the previous year. Some of
last year. Germany, the world’s third largest market, the key markets for your Group, such as Russian arrivals
reported 5% growth in international tourism spending last declined by 4.1% in December although increasing by 5% in
year, rebounding from weaker figures in 2015, reaching 2016 compared with the previous year. European arrivals
US$ 81 billion. also declined in December by 4.1% whilst growing by 7.3%
for the year.
Demand from the United Kingdom, the world’s fourth
largest source market, remained sound despite the Annual Tourist Arrivals - Maldives
significant depreciation of the British pound in 2016. UK
Arrivals (Mn)
residents’ visits abroad were up by 5 million (+7%) in 2016 2.0
to 70 million, with expenditure close to US$ 64 billion. 1.8
1.6
France, the world’s fifth largest market, reported 7% 1.4
growth in tourism expenditure in 2016 to reach US$ 41 1.2
billion. Italy recorded 1% growth in spending to US$ 25 1.0

0.8
billion and a 3% increase in overnight trips to 29 million.
0.6
0.4
Many more source markets report growing outbound
0.2
expenditure - Among the largest 50 source markets, there
0.0
were another nine that recorded double-digit growth in 2012 2013 2014 2015 2016
spending in 2016: Vietnam (+28%), Argentina (+26%),

Egypt (+19%), Spain (+17%), India (+16%), Israel and Ukraine
(both +12%), Qatar and Thailand (both +11%).
Contribution of Travel & Tourism to Maldives’s GDP

Actual Projections
% of Total Growth % of Total
2016 2017 2027
Direct contribution to GDP 40.9 7.3 44.3
Total contribution to GDP 79.4 6.4 86.5
Direct contribution to Employment 19.7 5.5 22.4
Total contribution to Employment 43.6 4.5 49.2
Source: World Travel & Tourism Council
108
Visitor exports are a key component of the direct

contribution of Travel & Tourism. In 2016, Maldives Annual Tourist Arrivals - India
generated MVR 42,943 million in visitor exports. In Arrivals (Mn)
2017, this is expected to grow by 7.3%, and the country is 10
expected to attract 1,412,000 international tourist arrivals. 9
Leisure travel spending (inbound and domestic) generated 8
96.7% of direct Travel & Tourism GDP in 2016 (MVR 42,688 7

6
million) compared with 3.3% for business travel spending
5
(MVR 1,467 million). Business travel spending is expected to
4
grow by 4.2% in 2017 to MVR 1,528 million, and rise by 3.9%
3
pa to MVR 2,241 million in 2027. 2
1
Leisure travel spending is expected to grow by 7.3% in 2017 0
2012 2013 2014 2015 2016
to MVR 45,816 million, and rise by 4.2% pa to MVR 68,819
million in 2027.
By 2027, international tourist arrivals are forecast to total

2,108,000, generating expenditure of MVR 69,186 million, Money spent by foreign visitors to a country (or visitor
an increase of 4.1% per annum. exports) is a key component of the direct contribution
of Travel & Tourism. In 2016, India generated INR 1,529
billion in visitor exports. In 2017, this is expected to grow
Major Generang Markets - Maldives
by 5.4%, and the country is expected to attract 9,450,000
10% international tourist arrivals.
Major Generang Markets - India
43% 6%
47%
17%
16%
Europe Asia Other 22%

39%
India
Europe Asia Americas
As per the IMF statistics, India’s GDP grew by 6.8 % in
Middle East Oceania
2016, at a lesser rate than the 7.9% growth in 2015; and is
estimated to grow at 7.2 % in 2017. And as per the World
Tourism Council, the direct contribution to GDP from the By 2027, international tourist arrivals are forecast to total
country’s travel and tourism industry amounted to 3.3% 17,284,000, generating expenditure increase of 6.1% to INR
in 2016 and is estimated to grow by 6.9% in 2017. Leisure 2,097 billion pa.
travel spending (inbound and domestic) generated as
much as 94.6% of Direct Travel & Tourism GDP in 2016
(INR 12,079 million) compared with 5.4% for business travel
spending (INR 689 million). Business travel spending is
expected to grow at a faster rate than in 2017, by 5.5% in
2017 to INR 727 million, and rise by 7.2% pa to INR 1,456
million in 2027.
109
Percentage Change in India’s Real GDP

Actual Projections
1999-2008 Average 2015 2016 2017 2018 2022
6.9 7.9 6.8 7.2 7.7 8.2
Source: IMF, April 2017
Contribution of Travel & Tourism to India’s GDP

Actual Projections
2016 2017 2027
Oman
Major Generang Markets - Oman
According to the IMF, Oman’s GDP grew by 3.1 % in
2016, at a lesser rate than the 4.2% growth in 2015; and is
19%
estimated to grow at a slower pace of 0.4% % in 2017 and
as per the World Tourism Council, the direct contribution
to GDP from the country’s travel and tourism industry
4%
amounted to 3.2% in 2016 and is estimated to grow by 8.2%
54%
in 2017. Leisure travel spending (inbound and domestic)
generated 69.7% of Direct Travel & Tourism GDP in 2016
(OMR 1,001 million) compared with 30% for business travel 21%
spending (OMR 362 million). Business travel spending is
expected to grow at a faster rate than in 2016, by 6.8% in 2%
2017 to OMR 465.9 million, and rise by 3.8% pa to OMR Middle East Africa Asia
679.5 million in 2027. America Europe
Annual Tourist Arrivals - Maldives

Leisure travel spending is expected to grow by 8.1% in 2017
Arrivals (Mn) and by 6.6% pa to OMR 2,052 million in 2027 Domestic
3.5
travel spending generated 38.2% of Direct Travel & Tourism
3.0 GDP in 2016 compared with 61.8% for visitor exports (i.e.:
2.5
foreign visitor spending or international tourism receipts).
2.0
Domestic travel spending is expected to grow by 6.4% in
1.5 2017 to OMR 584.2 million, and rise by 3.3% pa to OMR
1.0 727 million in 2027. Visitor exports are expected to grow by
8.5% in 2017 and by 7.6% in 2027.
0.5
0.0
2012 2013 2014 2015 2016
110
Percentage Change in Oman’s Real GDP

Actual Projections
1999-2008 Average 2015 2016 2017 2018 2022
2.9 4.2 3.1 0.4 3.8 2.2
Source: IMF, April 2017
Contribution of Travel & Tourism to Oman’s GDP

Actual Projections
2016 2017 2027
Direct contribution to Employment 3.4 -2.6 4.5
Total contribution to Employment 7.2 -2.6 9.2
Sri Lanka’s tourism sector performance and prospects: As per the Central Bank data, Tourist arrivals from all major
The Sri Lankan tourism industry, continued its growth regions, except Africa, increased in 2016. Western Europe
momentum during 2016 reaching a milestone of 2 million continued to be the largest region of tourist origin for
for the first time, with arrivals reaching 2,050,832; and Sri Lanka, representing 31.4%, with the number of tourist
achieving an impressive annual growth of 14% in 2016. arrivals increasing by 16.5% to 643,333. The share of
Growth in tourism related infrastructure development and tourist arrivals from East Asia has increased continuously
investments, increased connectivity through the operation since 2010, accounting for 20.7% of total arrivals in 2016
of new airlines and cruise lines, together with country compared to 10.5% in 2010, contributed by the impressive
specific promotional campaigns, contributed to this growth recorded in tourist arrivals from China. India
impressive growth. Increased geo-political tension in major remained the largest country of tourist origin with 356,729
tourist destinations of the world compared with Sri Lanka arrivals in 2016, while China remained second, followed
having one of the safest political environments today, also by the UK, Germany and France. These 5 largest tourist
helped Sri Lanka to attract more tourists. source destinations together have accounted for 51 % of
tourist arrivals to Sri Lanka in 2016, reflecting the market
Major Generang Markets - Sri Lanka concentration of tourism.
5%
4% The highest contribution to growth was from China with
6% 271,577 tourist arrivals, followed by India and the UK. In
31%
terms of the purpose of visit, a majority of tourists, as many
8% as 83.4 % visited the country for holidays. Tourist arrivals
for business purposes was 1.8 %, while the share of tourist
arrivals for other purposes, such as visiting friends and
relatives, religious and cultural purposes, official, MICE
21% (Meetings, Incentives, Conferences & Events), health,
25%
education and sports, was 14.8 % of total arrivals in 2016.
Western Europe South Asia East Asia Eastern Europe

Middle East & Africa Americas Australasia
111
Source country Highest sources of arrivals in 2016 activities and hotel and other related infrastructure
development during the post conflict era. The upward
2016 2015 Growth % trend in the performance of the tourism sector is expected
India 356,729 316,247 13 to continue in the coming years, with efforts to uplift Sri
China 271,577 214,783 26 Lanka’s brand value through tactical marketing campaigns
United Kingdom 188,159 161,845 16 and continued investments in enhancing the tourism
infrastructure of the country. Meanwhile, outflows related
Germany 133,275 115,868 15
to travel are also estimated to have increased by 8.6 % to
Maldives 95,167 90,617 5 US dollars 1,542 million in 2016. Given these developments,
France 96,440 86,126 12 the travel and tourism sub sector recorded a surplus of US
Regions: dollars 1,977 million.
Western Europe 643,333 552,442 16
The tourism sector investment expanded further in 2016.
Eastern Europe 161,171 148,458 9
During 2016, approval was granted for 41 new hotel
projects with 1,526 rooms with an investment of US dollars
Annual Tourist Arrivals - Sri Lanka 126 million compared to 37 projects approved in 2015.
Several international hotels, including Shangri-La, RIU and
Arrival Pax '000 Earnings USD (Mn) Best Western, commenced their operations adding 1,569
2,500 4.0
rooms to the industry, while several major hotel projects,
3.5
such as Hyatt, Sheraton, ITC and NEXT continued their
2,000
3.0 construction work during the year. Further, supplementary
1,500 2.5 establishments, which include boutique villas, guest houses,
2.0 home stays, heritage homes, bungalows and rented
1,000 1.5 apartments, increased in 2016 by 149 to 1,558, with a total
1.0
room capacity increased by 833 rooms to 11,535. These
500 new hotel projects will help the government to achieve
0.5
its target of building 75,000 rooms to cater to 4.5 million
0 0.0
2012 2013 2014 2015 2016 tourist arrivals by 2020.
Annual Arrivals Tourism Earnings The tourism industry in the Eastern and Northern provinces
of the country continued to grow with local and foreign
investors, focusing their attention on harnessing the high
Earnings from tourism continued its growth momentum potential for tourism in these provinces. Reflecting this
in 2016, contributing towards the strengthening of the development, many new projects related to tourism have
services account. As a result of the increase in tourist been completed in the Eastern and Northern provinces,
arrivals, together with higher spending and the increased particularly in Passikudah, Nilaweli and Jaffna, since the
duration of stay by tourists, earnings from tourism grew by end of the conflict. In addition, proposals have been made
18 % to US dollars 3,518 million in 2016, in comparison to to establish new tourism projects in islands of Jaffna and
US dollars 2,981 million in 2015. Mannar, Mullativu, and Kuchchaweli in the North and East.
Further, proposals have been made to develop integrated
According to the latest annual survey on tourist spending
tourism resort projects in Kalpitiya and a resort and
and duration of stay, conducted by the Sri Lanka Tourism
recreation development in Dedduwa by the BOI. Although
Development Authority (SLTDA), the average spending per
vigorous promotional campaigns carried out during the last
day by a tourist increased to US dollars 168.2 in 2016 from
few years and initiatives taken to develop infrastructure
US dollars 164.1 in 2015. Further, the average duration of
related to the tourism industry helped attract tourists, Sri
stay by a tourist was estimated at 10.2 days in 2016, which
Lanka is yet to tap into its full potential in the global market.
was a marginal improvement in comparison to 10.1 days
in 2015. The healthy growth in earnings from tourism can
be mainly attributed to extensive tourism promotional
112
As reported by the Central Bank of Sri Lanka, coordinated 2016. Recognising the growth potential in the tourism
efforts were taken to improve the standards of Sri Lanka’s industry, the budget 2017 introduced several proposals
tourism industry. A new classification for tourist hotels mainly to increase the quality of the tourism industry and
was introduced by the SLTDA in April 2016, replacing the tourist attractions, construction of a convention centre
earlier classifications created in 1968 and 1999. Under the to develop MICE tourism and financial support schemes
new classification requirement, all tourist hotels registered for tourist organisations aiming towards the sustainable
with SLTDA are required to have a star classification, development of the tourism industry of Sri Lanka. (Sourced
which will have to be reclassified every 3 years. Further, from Central Bank of Sri Lanka, Annual Report 2017).
as per the budget 2016, a programme for the absorption
of the informal sector into the formal tourism sector was According to World Tourism Council’s projections by 2027,
launched for the purpose of regulating and improving the Travel & Tourism will account for 607,000 jobs directly in
quality of service. “Sri Lanka Tourism”, which comprises Sri Lanka, an increase of 3.7% pa over the next ten years.
SLTDA, Sri Lanka Tourism Promotion Bureau (SLTPB), Sri
Lanka Institute of Tourism and Hotel Management, and Sri Sri Lanka’s Leisure travel spending which accounted for
Lanka Convention Bureau, celebrated its golden jubilee in 79.1% of Travel & Tourism GDP is projected to rise by 5.1% in
May 2016, and organised many activities on par with this 2017 to Rs. 836.1 Bn and by 6.9% to 1636.4 Billion by 2027.
event. The SLTDA, together with other tourism institutions, Business travel which accounted for 20.9% of Travel &
organised a tourists’ holiday festival, with cultural Tourism GDP is estimated to rise by 4.9% by 2017 to
shows, seasonal events, food festivals, exhibitions and Rs. 220.6 Bn., and by 4.9% to 2027 to Rs. 357.3 Bn.
entertainment to cater to peak tourist arrivals in December
Contribution of Travel & Tourism to Sri Lanka’s GDP

Actual Projections
2016 2017 2027
113
G4-15 G4-16
Sustainability can’t be like some sort of a moral sacrifice or political

dilemma or a philanthropical cause. It has to be a design challenge
Bjarke Ingels
GROUP PERFORMANCE Turyaa Kalutara was awarded as the Leading Family Hotel/
The Aitken Spence model of value creation has Resort – Sri Lanka at the South Asian Travel Awards 2016
endeavoured to do just that. Our properties such as Heritance Ayurveda Maha Gedara was the winner of the
Heritance Kandalama, has at the stage of design of the Silver award at the Presidential (National) Green Awards,
physical property over two decades ago, created a building 2016 for its commitment to environment & society. (The
that blends in with the rich natural capital of the area and award reflects our commitment to continual improvement
one which in fact facilitates an appreciation of it by people as it follows the Bronze award in 2015)
from across the world nurturing a green consciousness.
Heritance Auyrveda Maha Gedara is a classic example of Heritance Ahungalla won 3rd place at the National
a business model which is win-win in sustaining a valuable Productivity Awards 2016 in the large-scale service sector
heritage of ayurveda and traditional craftsmanship. The category and was the only hotel to be awarded in this
processes across our properties are designed, redesigned category.
and constantly fine-tuned to incorporate social and
environment sustainability and to reduce our Carbon Memberships in Associations
footprint. Sri Lanka Tourism Development Authority
Maldives Association of Tourism Industry
It is thus most heartening that our efforts and the facets The Pacific Asia Travel Association
of our properties continued to be recognized by external The Ceylon Chamber of Commerce
awards and accolades during the year spurring us on in our The Hoteliers’ Association of Sri Lanka
commitment to excellence. The Employers’ Federation of Ceylon
The Field Ornithological Group of Sri Lanka
Gold Award winner in the hospitality sector category at The Environmental Management System Users and
the Institute of Chartered Accountants of Sri Lanka Annual Promoters Association
Report Awards 2016 Business and Bio Diversity Platform – Heritance
Joint Winner in the service sector category at the SAFA Kandalama
Best Presented Annual Report Awards 2016 organised by Sri Lanka Bureau of Foreign Employment
the South Asian Federation of Accountants Institute of Supply and Materials Management
Exporters’ Association of Sri Lanka
Runners up in the Leisure & Connected Services Category Lanka Fruit & Vegetables Producers, Processors &
at the ACCA Sri Lanka Sustainability Reporting Awards Exporters Association
2016 Responsible Tourism Partnership
Winner of the Reader’s Choice “Favorite Spa – Global” at Commitments to External Initiatives & Endorsements
the 10th asiaSpa – India Awards 2017
- UN Global Compact
Heritance Kandalama was awarded as the Leading Eco - UNWTO Global Code of Ethics for Tourism
Resort/Hotel at the South Asian Travel Awards 2016 - The Women’s Empowerment Principles
- Global Reporting Initiative (GRI) G4
Heritance Negombo won the Leading Designer Hotel/
- Travelife
Resort - Sri Lanka at the South Asian Travel Awards 2016
114
Performance Highlights
>> Heritance Negombo commenced operations in April 2016

>> The 501-roomed Hotel RIU Sri Lanka, our joint venture with RIU international came into operation in August 2016
>> Charter flights to Sri Lanka by RIU commenced in November
>> Heritance Ahungalla completed a refurbishment of 52 rooms
>> Our Adaaran brand of properties in the Maldives achieved Travelife Gold standards, following an audit conducted
during the year, whilst the Heritance properties were re-certified, bringing the total number of Travelife Gold
certified properties in our portfolio to eight
>> Turyaa Chennai was awarded the five-star classification by the Tourist board of India and in its first year of operations,
was ranked 20th amongst 500 city hotels in Chennai by Trip Advisor
>> Construction work continued at the newly acquired island of Aarah in the Raa atolls in the Maldives
>> Adaaran Club Rannalhi completed a refurbishment of 34 water villas during the summer of 2016
115
G4-19 G4-20 G4-21
Material Aspects What aspects are material to Aitken Spence Hotel

Holdings?
Why do we monitor and report on material aspects?
As a leisure sector company with a portfolio of 22 hotels,
A material aspect indicates financial, social and
Aitken Spence Hotels has many operations and many
environmental impacts that are relevant to an organisation
impacts. The group has identified aspects that can be
and are sufficiently important for an organisation to
material to our diverse operations. Action to be taken for
monitor and implement preventive or corrective measures.
those aspects are customised according to the nature and
scale.
Aitken Spence Hotel Holdings PLC considers an aspect to
be ‘material’ to the group if the potential to have an impact
The Group’s sustainability strategy looks at aspects that
on the long-term viability, profitability and integrity of the
are commonly applicable across all its properties and
company become sufficiently significant that it warrants
uses a prioritization framework to allow our Hotels to
proactive action on our part to manage the specific area.
customise their action consistent with the nature and scale
of its operation and its impacts. The aspects material to
How do we identify material aspects? the Group can be broadly grouped into a few categories
- Internal assessments (discussions, internal audits, in line with the GRI G4 reporting framework’s approach;
inspections, management reviews, and evaluations etc.) economic, environment, labour practices and decent
- Direct input from key stakeholders work, human rights, society and product responsibility.
Aspects identified within these broader categories can be
- Results of external stakeholder engagement activities seen in the table overleaf. These are picked based on our
- Customer feedback current operational priorities and are bound to change with
action taken and the outcome of our action. We have also
- Feedback from external inspections (system audits, tour identified several aspects that we intend to act on in the
operator/travel agent inspections etc.) next 2 – 3 years (Please refer diagram on page 118).
Aitken Spence PLC, our Parent Company has also identified

seven Sustainable Development Goals (SDGs) which
are also adapted by Aitken Spence Hotels that all our
sustainability driven action can be aligned to. They are;
Aitken Spence Hotels aligns their specific initiatives with different targets of SDGs that are in line with their selected
sustainability priorities which are not necessarily the same as the Group priorities highlighted here. These are discussed in
detail in the following pages.
116
Identified material aspect Why the aspect is material The SDG to which the
outcome is expected to
contribute
Economic; Economic value generated
Economic performance
Financial sustainability
Market presence
Indirect economic impacts
Procurement practices
Environment; Environmental impact
Energy
Potential to create positive
Water
change
Biodiversity
Emissions The Group’s commitment to
Effluents and waste environmental sustainability
Compliance
Stakeholder expectations
Overall
Social – Labour practices and decent work; Potential to disrupt the
Employment business
Labour/ Management relations
Reputation risk
Occupational health and safety
Training and education Compliance with laws,
Equal remuneration for men and women regulations and voluntary
Labour practices grievance mechanisms standards endorsed
Human rights
Talent retention and
Investment
acquisition
Non-discrimination
Security practices
Identified for future action:
Supplier assessment for labour practices
Supplier human rights assessment
Human rights grievance mechanisms
Society; Building relationships with key
Local communities stakeholders
Anti-corruption
Potential to create positive
Compliance
value for local communities
Identified for future action
Supplier assessment for impacts on society Legal, financial and
reputational risk
Product Responsibility; Impact on customers
Customer health & safety
Reputational risk
Product and service labelling
Marketing communications Compliance with laws,
Customer privacy regulations and voluntary
Compliance standards endorsed
117
Priorities of action;
Within each aspect, there are many actions that can be taken. However, not every action is considered as requiring
immediate prioritized action and not every activity will be presently ‘essential’ for every hotel. For that reason, our framework
helps to identify priorities for the action we take towards each material aspect.
Exemplary - i.e. Optional from a group perspective where the action adds
potentially transformational value to the property
These are action that properties take which are above expected levels to show
their commitment and to champion their causes.
Expected - i.e. Expected action from properties to strengthen performance on
sustainability priorities
Some action is recommended to properties based on the nature and scale of the
organisation. Such action would not be commonly applicable to all properties.
Essential - i.e. High priority (Foundation level action)
For every aspect there are certain action that Group companies are required
to take to maintain our ability to sustain the business. These are the actions
applicable to all properties irrespective of the nature or scale of the organisation.
Level of Priority from a Group

Deciding Factors
perspective
Environmental or social impact is

Environmental or social impact is
high
moderate or low but frequency of
occurrence is high
Essential - i.e. High Priority Industry requirement for action
Action within each material aspect that is
specified as “essential” Action Required in line with company
Action has been highlighted by a policy of and/or voluntary standard
key stakeholder as a requirement
Legally required action
Expected
Strengthens sustainability Action highlighted by a key stakeholder as
Action within the aspect is recommended
priorities of the property an expectation from the property
to properties based on the nature and
scale of the organisation. Such action
Action adds value to the business Action is expected within a management
would not be relevant to all properties
operation system
commonly and priority will differ.
Exemplary - i.e. Optional action Action adds potentially transformational

These are action that properties take Action direction for sustainability value to the operation or key stakeholders
which are above expected levels to show best practices/movements in the
their commitment and to champion their industry Action will create differentiation for
causes. chosen priorities of the property
118
Stage of GRI G4 Group level action Property level Action

materiality process
Identify material aspects (Policy) Discuss material aspects with

relevant stakeholders and plan action
to meet group level property specific
strategies
PLAN Identify
Identify action for each aspect Allocate team members

(Implementation framework) (Responsibility mapping) to manage
Essential action planned programme or specific tasks
Prioritise Expected action Plan necessary educational programs
Exemplary action for the responsible team members
Discuss commitments with properties Implement programs and monitor

and the management teams progress on identified priorities
Discuss action plans with properties Collect performance data and
communicate on action taken to
DO
stakeholders
Document planned action and Analyse performance data
conduct necessary capacity building
programs
Monitor action. Seek feedback from Conduct internal audits, validate

the properties and other stakeholders performance information
Discuss areas for improvements with Conduct management reviews for
Validate
properties and the management sustainability performance
CHECK
Analyse performance data and report Report on performance for group

level reporting and analysis
Review Grade properties on performance

ACT Conduct group level management
reviews
Energy, Water, Bio Diversity, Emissions, Effluents and Waste,

Occupational Health and Safety, Local Communities, Food
safety, Product and Service responsibility and Economic
performance were identified as key material aspects for
all our owned and managed properties. The boundary and
scope of these aspects have not changed over the previous
reporting cycle unless specifically mentioned.
119
FINANCIAL PERFORMANCE Our Group is one of the largest hotel operators in Sri Lanka
with a portfolio of 22 properties spread across South Asia
An overview of the Group structure:
and the Middle East. Please refer table below for the total
Aitken Spence Hotel Holdings PLC represents the rooms in operation (owned and managed).
consolidated financial statements of the holding company,
its subsidiaries and the share of profits of equity accounted
investees (Please refer Group Structure on pages 92 to 93).
2015/16 2016/17 2017 & Beyond

Total Owned Managed Total Under
Operational Operational Development
Sri Lanka 903 1,195 348 1,543 -
Maldives 617 617 617 410
India 140 140 140 -
Oman 476 150 226 376 -
Total 2,136 2,102 574 2,676 410
Over the years, the group has adapted a strategy of portfolio in Sri Lanka. In April 2017, the group launched its
expansion with its entry in to the Maldives in the early flagship property Heritance Negombo while August saw
90’s been the first instance of an investment by a Sri the opening of Hotel RIU Sri Lanka, the 501 roomed 5-star
Lankan hospitality company overseas. During the past resort constructed in collaboration with Spanish based
few years, the company built on its strong fundamentals operator RIU. With these developments, the company
with acquisitions of two properties in India (2015) and currently owns/manages over 2,600 rooms across four
Oman (2016) and thus moving in to an investment countries and plans to increase its overall room inventory
strategy from an exclusively management model at the to over 3,000 rooms in the coming years. Projects under
two destinations all the while continuously expanding its development are tabulated below.
Destination Project Rooms Status

Maldives Aarah in Raa Atoll - A 5+ star 160 Island was acquired in 2014 and design work completed during
resort in the Maldives 2015. Construction has commenced and the property will be
operational in early 2018
Raa Fushi in Noonu Atoll 250 Planning/design work is on-going
410
3D drawing of the resort being constructed at Aarah in Raa Atoll in the Maldives
120
Table - Summary of Key Income Statement Items

Rs. Millions 2016/17 2015/16 Change Explanatory Notes
Revenue 16,055 13,378 20% Growth in Sri Lankan sector revenue by 38% &
South Asian and Middle East Sector revenue by
13%
Other operating income (99) 70 -241% Rs. 123 Mn exchange loss is reported for 2016/17
against an exchange gain of Rs 54 Mn reported
in the preceding year.
Staff costs (2,747) (2,122) 29% Increased staff cadre due to expansion and salary
revisions across all staff grades
Depreciation & Amortisation (1,583) (1,055) 50% Increased depreciation due to increased
investment in new projects/capex
Other operating expenses - Direct (3,351) (2,546) 32% Due to increase in operational activities
Other operating expenses - Indirect (5,555) (4,632) 20% Mainly attributable to increase in operational
cost in line with commencement of operations in
Hotel RIU Sri Lanka and the acquisition of Al Falaj
in Oman
Finance income 168 150 12% Due to increase in interest rates
Finance expense (745) (347) 115% In line with increased borrowings obtained for
the utilisation/funding of new hotel projects
Share of profit/(loss) of equity (171) (165) -4% Due to group’s share of losses at Browns Beach
accounted investees net of tax Hotels PLC
Taxation (536) (433) 24%
Revenue destination. However, the group experienced a recovery

The Group recorded a consolidated revenue of Rs. 16,055 during the latter part of the year with overall occupancies
million during the financial year which is a growth of picking up providing encouraging signs of recovery in the
20% against the Rs. 13,378 million achieved during the destination.
corresponding year. The Sri Lankan sector revenue grew
by 38% year on year resulting in the sector contribution Segmental Revenue
to revenue increasing to 32% from 28% recorded in the Rs. Mn
preceding year. The sector revenues were boosted by the 18,000
launch of Hotel RIU Sri Lanka and commendable growth in 16,000
revenue was achieved in most of the Sri Lankan resorts with 14,000
the only noticeable exception being Heritance Ahungalla, 12,000
as the resort undertook a 52-room refurbishment during 10,000
summer limiting its total available room inventory. 8,000
6,000
The South Asian and Middle East sector, headed by the 4,000
Group’s Maldivian resorts continued to be the main 2,000
contributor to Group revenue accounting for 68% of the 0
2013 2014 2015 2016 2017
total revenue. Sector revenue increased by 13% largely
on account of Al Falaj Hotel, Muscat and Turyaa Chennai
Sri Lankan Sector South Asian Sector
accounting for their first full year of operations. The group’s
Maldivian resorts experienced a lackluster first half of the
year continuing from what was a turbulent last year for the
121
Moreover, the Group strongly believes that the

contribution from the destination will further increase with Composion of Revenue 2017
construction of the resort in the island of Aarah nearing
completion with the resort projected to be in operation 15%
during early 2018. 51%

8%
Group revenue grew by a 5-year compounded annual
growth rate (CAGR) of 11% (FY13-FY17), with the local
resorts growing at a rate of 18% and the South Asian
and Middle East sector reporting a growth of 8% during
26%
the same period. The composition of group revenue is
presented below.
Apartment Food Beverage Other
Income and Expenditure Distribution
Group Expenses and Profit from Operations as a Percentage of Net Revenue

2017 2016 Annual
Rs Mn % Rs Mn % Increase
Net Revenue 15,633 13,168 19%
Other Income (99) -1% 70 1% -241%
Staff Costs 2,747 18% 2,122 16% 29%

Depreciation & Amortisation 1,583 10% 1,055 8% 50%
Other Operating Expenses - Direct 3,351 21% 2,546 19% 32%
Other Operating Expenses - Indirect 5,555 36% 4,632 35% 20%
Gross Profit 12,282 79% 10,622 81% 16%
Profit From Operations 2,298 15% 2,883 22% -20%
Group profit from operations decreased by 20% to Rs The decrease in the gross profit margin as discussed
2,298 million from Rs 2,883 million reported in 2016 mainly above and the increase in operational overheads due to
due to the increase in depreciation & amortization by 50% the increase in the number of resorts in the portfolio,
to Rs 1,583 million in 2017 and the exchange loss of Rs 123 resulted in the earnings before interest, tax, depreciation
million (reported under other income) arising from the & amortization (EBITDA) to decrease by 1% to Rs 4,049
translation of foreign currency denominated debt. With million in 2017 against Rs 4,088 million in the previous year
the increase in available room inventory, gross profit of the with the EBITDA margin reducing to 26% (2016 – 31%).
group increased to Rs 12,282 million, an increase on 16% The group expects an improvement in the margins in the
from last year albeit a decrease in the gross profit margin coming years with the new properties that were launched
from 81% in 2016 to 79% in the year in review. However, the recently establishing themselves in the market.
group expects margins to improve in coming years as the
new properties that came in to operation during the year
gains a scale effect with the maturity and the establishment
of the product. Indirect overheads of the group increased
by 20% keeping in line with the increase in operational
room inventory/resorts.
122
EBITDA Finance Expense
Rs. Mn Margin % Rs. Mn Times

5,000 45 800 25
4,500 40
4,000 20
35 600
3,500
30
3,000 15
25
2,500 400
20
2,000 10
15
1,500
200
1,000 10 5
500 5
0 0 0 0
2013 2014 2015 2016 2017 2013 2014 2015 2016 2017
EBITDA EBITDA Margin Finance Expense Interest Cover
With the increase in finance expenses the interest cover

Finance Expenses
dipped to 3.3 times in 2017 from 8.7 times reported in
The finance expenses of the Group increased to Rs the preceding year. Given the sound fundamentals and
745 million during the year, an increase of 115% over the projected incremental future cash flows, the Group
the preceding year. The Group acquired additional debt is confident that it is in a strong position to service the
finance to fulfil the funding requirements for its new increased debt.
projects initiated during the year with interest bearing
borrowings increasing by 77% to Rs. 17,762 million as at Net Profit
31st March 2017. Net loan receipts during the year was
The inevitable increase in finance expenses and
Rs. 864 million with a settlement Rs. 2,720 million. With
depreciation arising from the aggressive expansion strategy
a number of expansion/refurbishment projects in the
persured by the group contributed to a reduction of
pipeline, the group is keenly monitoring the developments
post-tax profits to Rs 1,014 million, a 51% drop from 2016.
in the macro environment to source any additional funding
However, the group remains confident that a significant
requirements.
growth in profitability will be achieved in the short to
medium term given the projected cash flows expected
from recent investments.
Analysis of Group Profitability

Rs Mn 2017 2016 %
Net revenue 15,633 13,168 19%
Less - Other operating expenses & Staff costs (11,653) (9,300) 25%
Share of profit /(loss) of equity accounted investees (171) (165) -4%
Profit before interest, tax, depreciation, amortization & other income 3,809 3,703 3%
Other Income & Finance Income 69 220 -69%
Finance expense (745) (347) 115%
Depreciation & Amortization (1,583) (1,055) 50%
Profit before taxation 1,550 2,521 -39%
Less - Tax (536) (433) 24%
Profit for the year 1,014 2,088 -51%
123
The main contributor to Group profits during the year was to winter which is in keeping with the industry norm.
the South Asian and Middle East sector with a pre-tax profit The year on year quarterly revenue increase/(decrease)
of Rs. 1,342 million while the Sri Lankan sector contributed ranged between (1%) to 31% with the highest growth being
Rs. 208 million. reported in the third quarter.
Segmental Profit Before Tax EBITDA - Quarterly
Rs. Mn Rs. Mn
3,500 2,000
1,800
3,000
1,600
2,500 1,400
1,200
2,000
1,000
1,500 800
600
1,000
400
500 200
0 0
2013 2014 2015 2016 2017 Q1 Q2 Q3 Q4
Sri Lankan Sector South Asian Sector 2016 2017
A figure of Rs. 171 million was accrued as loss arising from Financial Position
equity accounted investees net of tax from the Group’s The Group’s balance sheet in the year under review
investment in Browns Beach Hotels PLC and Amethyst continued to reflect the strength and stability of its core
Leisure Ltd. Heritance Negombo commenced operations business practices over the years.
on 2nd April 2016 and reported an operational profit during
the year in review. Capital Expenditure & Investments
Rs. Mn
Quarterly Performance
12,000
Revenue Analysis - Quarterly 10,000
Rs. Mn 8,000
6,000
6,000
5,000
4,000
4,000
2,000
3,000
0
2013 2014 2015 2016 2017
2,000
1,000 Capital Expenditure & Investments
0
Q1 Q2 Q3 Q4
Keeping in line with the strategy of aggressive expansion
the Group invested Rs 5,132 million on additions to
2016 2017
property, plant and equipment, which brought the total
investment on capital expenditure, property acquisitions
Consolidated quarterly performance, as illustrated in and development during the past 3 years to exceed Rs 20
graph below, depicts an increase in revenue from summer billion.
124
Gearing and Composition of Debt

Capital Expenditures by Desnaon 2017
Reflecting the increase in debt finance, gearing levels
0% (measured as debt/(debt+equity)) of the Group increased
to 35% from 26% reported 2016. However, the Group is
42%
57% confident of its ability to sustain this increase comfortably,
with increased cash inflows projected in the medium
term once the properties being developed become fully
operational.
Gearing
1% Rs. Mn Gearing
45,000 100
India Maldives Middle East Sri Lanka 40,000
35,000 80
30,000
During the year under review, 57% of the investment was 60
25,000
made in Sri Lanka with majority of the investment being
20,000
made on account of the construction of Hotel RIU Sri 40
15,000
Lanka, a collaboration with RIU Hotels and Resorts, Spain.
10,000 20
Maldives accounted for 42% of the total expenditure with
5,000
the construction of the 5-star resort on the island of Aarah
0 0
in Raa atoll absorbing the lion’s share of the investment. 2013 2014 2015 2016 2017
Equity Gearing (D/(D+E))

87% of the total capital expenditure during the year under Debt
review has been incurred for the increase in room inventory
with operational capital expenditure incurred on routine
Resorts funded with USD/EUR loans mitigated the impacts
operational requirements accounting for 10% of the total
through creation of a “natural hedge” where USD/EUR
spend while 3% of the total expenditure was incurred on
denominated revenues were offset by creating USD/EUR
product enhancement and upgrades.
denominated liabilities. The upward revision in interest
rates during the financial year increased the cost of Rupee
Capital Expenditure & Investments
financing, particularly in the Sri Lankan sector.
10%
3% Composion of Debt by Currency
87%
36%
48%
Capacity Enhancement Product Enhancement
Operaonal Capex 5%
11%
EUR Total INR Total LKR Total USD Total
125
Table - Summary of Key Balance Sheet Items

Rs. Millions 31st March 31st March Change Explanatory Notes
2017 2016
Assets
Property, plant and equipment, 41,521 26,919 54% + Mainly due to investments carried out at
Leasehold property & Prepaid Hotel RIU Sri Lanka and Aarah in Maldives
operating leases
Investment in equity accounted 1,294 4,982 -74% Mainly due to the change in ownership
investees status at Ahungalla Resorts Ltd (Hotel RIU
Sri Lanka), from joint venture to subsidiary
Other non current assets 689 731 -6% Fair value adjustment
Inventory 477 303 57% As per operational requirements
Cash and cash equivalents & 4,665 3,110 50%
Other financial assets
Other current assets including 3,532 2,403 47%
trade and other receivables
Total Assets 52,178 38,448 36%
Shareholders Equity 19,162 18,406 4%
Non controlling interests 8,271 5,429 52%
Total interest bearing borrowings 17,762 10,013 77% Increase in long term debt for funding the
ongoing projects
and acquisitions.
Short term borrowings 1,746 837 109% In line with short term operational
requirements
Other non current liabilities 1,144 412 178% Increase mainly due to the accrued lease
rent of operating leases of islands Aarah
and Raafushi as a result of recognising the
rent expense on a straight -line basis over
the lease term.
Other current liabilities 4,093 3,352 22% Increase in advances & Accrued payables
(Including trade and other
payables)
Total Equity & Liabilities 52,178 38,448 36%
Shareholders’ Equity Share Performance

Shareholders’ funds as at 31st March 2017 increased by 15% Company shares closed trading at Rs. 35.20 at financial
against the preceding year and stood at Rs. 27,433 million year end declining by 34% from 31st March, 2016 whilst
as against Rs. 23,835 million on 31st March 2016; mainly the highest and lowest price of the share traded during the
on account of earnings during the year and the effect of year was Rs. 64.00 and Rs. 34.00 respectively. The market
change in the status of ownership of Ahungalla Resorts capitalisation at the last traded price for the financial year
(Pvt) Ltd (Holding Company of Hotel RIU Sri Lanka) from was Rs. 11,837 million.
Joint Venture to Subsidiary. The Group reported a return on
equity (ROE) of 3.55% during the year under review, which
reflects a reduction from the 7.87% reported in 2016
126
G4-EC01
The Earnings per Share (EPS) for 2017 decreased to Rs. 1.97 The dividend amounts to a total outflow of Rs. 252 million
from Rs. 4.13 reported in the preceding year while Price recording a dividend pay-out ratio of 38% for the year.
Earnings Ratio (PER) increased to 17.91 times from 12.83
times in 2016. Dividend Oulow
Rs. Mn %
Net Assets per share of the Group increased to Rs. 56.49 600,000 40
from Rs. 54.24 reported in 2016. 35
500,000
30
Dividends 400,000
25
The dividend policy of the Company seeks to ensure a 300,000 20
dividend pay-out which correlates to the Group profits, whilst
15
retaining sufficient funds for future investments and ensuring 200,000
10
that shareholder returns are sustainable in the short, medium 100,000
5
and long term. Accordingly, the directors of the company
have declared and paid an interim dividend of Rs. 0.50 per 0 0
2013 2014 2015 2016 2017
share on 29th March 2017 and has recommended a final
Interim/Proposed Ordinary Dividend
dividend of Rs. 0.25 per share for shareholder approval. Dividend Payout Rao
Economic Value Added (EVA)

The Economic Value Added is a measure of the total economic value created over and above the average cost of funding of
the Company (Weighted Average Cost of Capital - WACC). It is the profit generated in excess of the rate of return required by
the investors. The Company’s WACC is a function of the Group’s average cost of borrowing, required rate of return on equity
and the cost of preference share capital. The economic value added by the Group for the past five years is tabulated below.
Economic Value Added (EVA)

2016/17 2015/16 2014/15 2013/14 2012/13
Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000
Profit for the year 1,013,739 2,087,762 3,435,622 3,517,015 2,739,987
Add:
Depreciation and Amorization 1,583,237 1,055,064 807,255 761,373 732,803
Non cash & Non operational adjustments 340,310 135,776 (18,408) (34,864) (44,337)
Total Interest on debt 745,013 347,314 185,491 192,252 246,623
Adjusted Profit After Tax 3,682,299 3,625,916 4,409,960 4,435,776 3,675,076
Total Investment Capital
Total Equity 27,432,688 23,834,903 21,869,232 19,167,842 15,829,440
Add:
Interest Bearing Borrowings-Long Term 14,450,707 8,186,477 5,363,625 2,913,898 2,790,090
Interest Bearing Borrowings (Current) + 5,057,481 2,663,196 2,386,745 1,090,808 1,113,831
Short Term Debt
Cumulative Depreciation 9,729,586 8,031,791 6,789,099 5,987,351 4,849,064
Adjusted Investment Capital 56,670,462 42,716,367 36,408,701 29,159,899 24,582,425
Economic Value Added
Weighted Average Cost of Capital 6.50% 8.01% 7.78% 8.90% 8.50%
Cost of Average Investment 3,680,937 3,423,209 2,832,129 2,596,610 1,958,100
Economic Value Added 1,362 202,707 1,577,831 1,839,166 1,716,976
127
G4-56
Aitken Spence became one of five tourism enterprises to sign the Private
Sector Commitment to the Global Code of Ethics for Tourism (GCET)
on the occasion of the UNWTO Conference on Tourism: a Catalyst for
Development, Peace and Reconciliation
SUSTAINABILITY APPROACH & STRATEGY: – redefining what can be achieved and how it can be
Aitken Spence Hotels has been a pioneer in the achieved.
sustainable tourism movement in the region, paving the
way for many industry initiatives to follow. Strategic and Some of the Group’s pioneering initiatives include being
inventive decisions by the Management team at pivotal the first hotel in the world and first property outside the
moments have broadened horizons for the entire industry USA to receive a LEED certification for its building design.
Integrated Sustainability Policy
Aitken Spence Hotels strives to:

A. Exceed all legal and other requirements necessary for the sustainable operation and development of our company
B. Facilitate the achievement of the UN Sustainable Development Goals and strengthen the adoption of the ten principles
of the UN Global Compact
C. Conduct all business in an ethical manner, promoting the adherence to the UNWTO Global code of ethics for Tourism
and encourage and support our partners to conduct business ethically
D. Use environmental management systems in all organizational operations and activities and commit to prevent pollution
E. Engage with stakeholders, consider their opinions at all stages of planning and operations
F. Encourage supply chains to implement and manage sustainable strategies
G. Inculcate sustainability concepts and views in strategic decision making
H. Use sustainable processes in organizational operations considering all relevant risks
I. Promote innovation in the processes and products & services provided to customers
J. Continually enhance quality of products, services and value provided to customers while ensuring profitability
K. Get involved in community development projects and ensure employee participation
L. Support local communities by providing employment and purchasing from local suppliers wherever possible
M. Use the occupational health and safety management system as a basis to provide employees with a safe and healthy
working environment
N. Harness a strong and competitive human resource
O. Support and promote the protection of internationally proclaimed human rights
P. Report performance in a timely and accurate manner for the benefit of our stakeholders
Q. Be diligent to information security and comply with all relevant rules, regulations, industry standards and guidelines to
safeguard the internal information assets, maintain information confidentiality, integrity and availability
R. Avoid depicting attitudes that are discriminatory or offensive to a gender, religion, ethnicity, culture or a social group; or
are politically biased in company’s communications
S. Uphold annual performance review and planning
T. Support and promote the protection of internationally proclaimed ethical treatment of animals
128
Moreover, the 7 R approach developed internally is one Company to the top management of the Hotels, which are
pioneered by Aitken Spence Hotels which has helped then implemented in consultative collaboration across the
establish new benchmarks for greener footprints. hotel properties.
The Hotel sector has also led by example and guided other The sustainability agenda at each of the Group’s resorts is
Companies within the Group, for example, Heritance governed by the integrated sustainability policy which is
Kandalama was the first within the Aitken Spence Group to presented on page 128.
follow the ISO 14001 Environmental Management System
(EMS). A sustainability focus is today intrinsic to our business
and extends to an evaluation of social and environmental
While sustainable thinking has been a core driver of Aitken impacts at the stage of financial feasibility.
Spence Hotels for many years, a formal structure came
into being in 2008 with the appointment of a sustainability Becoming a signatory to the Private Sector Commitment
team by the Group’s Holding Company. The team is led by to the Global Code of Ethics (as detailed in box story on
the Managing Director and takes a top down approach, page 130), during the year was thus a natural extension
cascading strategies and policies from the Holding of our long-standing commitment to a socially and
environmentally integrated model of enterprise.
129
Aitken Spence became one of five tourism enterprises to sign the Private Sector Commitment to the Global Code of
Ethics for Tourism (GCET) on the occasion of the UNWTO Conference on Tourism: a Catalyst for Development, Peace
and Reconciliation
GCET is a comprehensive set of principles designed to

guide key-players in tourism development. Addressed
to governments, the travel industry, communities and
tourists alike, it aims to help maximise the sector’s
benefits while minimising its potentially negative impact
on the environment, cultural heritage and societies across
the globe.
Adopted in 1999 by the General Assembly of the World

Tourism Organization, its acknowledgement by the
United Nations two years later expressly encouraged
UNWTO to promote the effective follow-up of its
Chairperson Ms. D. S. T. Jayawardena signing the commitment on 13th provisions. Although not legally binding, the Code
July 2016, on the occasion of the UNWTO Conference on Tourism: A features a voluntary implementation mechanism through
Catalyst for Development, Peace and Reconciliation, held in Passikudah, its recognition of the role of the World Committee on
Sri Lanka, in the presence of Mr. Taleb Rifai, UNWTO Secretary-General.
Tourism Ethics (WCTE), to which stakeholders may refer
matters concerning the application and interpretation of
the document.
The Code’s 10 principles cover the economic, social, cultural and environmental components of travel and tourism:
Article 1: Tourism’s contribution to mutual understanding and respect between peoples and societies
Article 2: Tourism as a vehicle for individual and collective fulfilment
Article 3: Tourism, a factor of sustainable development
Article 4: Tourism, a user of the cultural heritage of mankind and contributor to its enhancement
Article 5: Tourism, a beneficial activity for host countries and communities
Article 6: Obligations of stakeholders in tourism development
Article 7: Right to tourism
Article 8: Liberty of tourist movements
Article 9: Rights of the workers and entrepreneurs in the tourism industry
Article 10: Implementation of the principles of the Global Code of Ethics for Tourism
130
G4-LA09 G4-LA10 G4-LA11
DERIVING AND DELIVERING VALUE WITH OUR

HUMAN CAPITAL
Aitken Spence is renowned for its architecturally unique
and appealing properties. However, our brands Heritance
and Adaaran today have become well established
household names because of how our brand values are
lived, communicated and translated into action, to delight
our guests and exceed their expectations. Our people are
thus, our strongest asset.
Our expertise in hotel management developed over the

years has been a result of selecting, recognising and
The V Learning program launched by our learning and development team
molding high performers and offering all our employees
learning and development opportunities and mentoring, to
growth to facilitate excellence. Training needs are
help become the best in the industry. A key strength of our
identified during the annual performance evaluation and
employee proposition is the opportunities we provide for
career development review processes, conducted for
overseas exposure at the Group’s properties in Maldives,
and with every employee. The calendar includes training
Oman and India. Our employees have the opportunity to
courses conducted by internal and external experts, as
gain overseas exposure in the hospitality industry to enrich
well as programmes conducted internationally. We also
themselves, and on their return, to enrich the country.
continued to train internal trainers to sustain the Learning
& Development culture into the future.
Investing in the future of the company and our people……
through Learning & Development Average training hours by category
Our Learning and Development Division, with a focused 2016/17 2015/16
theme to be “Brilliant in basics”, has launched some best in
Executive 12.47 3.90
class practices and learning tools. It launched a V Learning
program (in house video based learning) which focuses Supervisor/Clerical 14.58 11.80
on fundamental learning solutions for the 10 properties Staff 11.34 13.10
in Sri Lanka. To facilitate this initiative the Company added
30 learning based PC’s, distributed to all its properties Employee Perception Surveys
and developed a competency based learning curriculum Although a separate employee satisfaction survey was
which identifies all staff levels and delivers programs that not conducted at the hotels during the year, a broader
are tailor made to develop the competencies required for stakeholder engagement study was conducted by the
each job category and level. Technical and behavioural Holding Company, through a third party independent
curriculums will ensure that learning is streamlined across research group with the mandate to qualitatively assess the
all locations. Another important implementation is the perception of the key stakeholders of the Aitken Spence
introduction of the corporate foundation program for Group and all its subsidiaries. Employees were one of
all new associates. In addition, there are over 100 newly the key stakeholder groups in the perception interviews.
trained and certified internal AASK Trainers (Aitken Spence Whilst no significant concerns were expressed a high
Attitude, Skills, Knowledge Trainers) who ensure that the turnover amongst junior staff was an issue that came up
training programmes are carried out as they should be and with better career prospects given as a reason for leaving.
also take on the role of being mentors to new recruits. The Company is taking measures to address all negative
findings and strengthen and ensure the sustainability of the
Another key element of our talent management focus
positives, which were substantiated by findings from Exit
is training to ensure the continuous learning and
interviews conducted by Group HR.
development and career enhancement of our Associates.
The Company’s training calendar focuses on technical as
well as soft skills development and encourages holistic
131
G4-09 G4-10 G4-LA01 G4-LA13
Taking on the Gender Gap Employees by Gender & Grade Males Females
The gender gap is common to most areas of life but Executive 474 106
Tourism tends to be an industry in which it is more
Managers 2488 147
prevalent than others. The Tourism industry in Sri Lanka has
traditionally been a sector in which females are reluctant
to be employed, due to perceptions of the industry being Employees by Region
incongruous with Sri Lankan cultural norms. The male to
1% 2% 6%
female ratio is heavily skewed towards the male gender
with females constituting less than 10% of the hospitality
18%
industry workforce in Sri Lanka. Aitken Spence hotels has
taken on a project to educate and allay concerns in a bid to
encourage more women to seek employment in this sector.
We aim to increase the recruitment of women across
the board. From engineering and senior management to
housekeeping and restaurant assistants all employees are 73%
provided equal pay for equal work irrespective of gender.

We also consider this a win-win objective for many reasons,
Indian Bangladeshi Maldivian
as women tend to bring certain unique attributes to job Sri Lankan Others
roles.
Moreover, the Company is also introducing certain Industry Challenges

conditions and fine tuning its working facilities to make As previously articulated and mentioned elsewhere in this
work - life balance easier for the working women. We report including the Chairman’s Statement, the leisure
consider these incentives as positive discrimination. In industry in particular is hampered by a dearth of skilled
addition, the Company began to work with an NGO to labour and spiraling wage costs amidst a rising demand.
invite and engage entire families of prospective employees, Ensuring the long-term sustainability of the industry’s
to erase the stigma associated with work in the tourism profitability thus requires urgent strategic measures to
sector and create awareness of opportunities for global address these challenges, as the rapid rise in properties
mobility which is much greater for women employees. and the expansion of the industry in post war Sri Lanka,
A Tourism Day introduced to schools is also intended to is beginning to exacerbate this challenge. Although our
provide opportunities to encourage greater participation retention rates compare well with industry averages, we
by women. Our conscious efforts also contributed to a are cognizant of the importance of addressing this for the
higher percentage of women completing the course at the future, and our HR initiatives are geared towards this end.
Aitken Spence school of hospitality during the year, with
women making up 26, of the total of 65 who completed it. The Aitken Spence Hospitality Training School -a Win-win
for industry and community
Employees by Type The Aitken Spence Hospitality Training School launched in
2009, is one of our key win-win strategic initiatives towards
2% meeting this challenge. The school provides training, free
9%
of charge to youth in the area, on hospitality aspects
such as housekeeping, F&B and front office. Upon the
successful completion of the training course, the students
are equipped with a certificate and over 90% of them are
absorbed by our hotels. During the year, the school in
Ahungalla provided training and industry placement to 65
youth from the Southern province, out of which 39 were
males and 26 were females.
89%
Non-Execuve Execuve Managers & above
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G4-11 G4-LA04 G4-LA06
This year the Group also extended its initiatives to meet

this industry wide challenge of a dearth of skilled HR
for the industry, by launching training programmes and
creating awareness of the industry opportunities amongst
A’Level and pre A’Level students of some of Colombo’s
leading schools to enable them to find an alternative career
stream.
In addition, our properties in Oman provided Hospitality

management and apprentice training for youth during the
year whilst our Adaaran resorts in the Maldives provided
10 Maldivian youth with 200 hours of theoretical training
and 2300 hours of hands on practical training in all aspects
Fire Drill conducted at Heritance Ahungalla
of resort operations. Please refer page 134 under Social
& Relationship Capital for more details of educational
OHS Teams, made up of representatives of all departments
programmes conducted by the Group.
and functions have been appointed at each property and
they are charged with leading the OHS initiatives at hotels,
Human Rights at the Workplace empowered by regular training sessions conducted by
As a signatory to the United Nations Global Compact internal and external experts.
(UNGC), we have made a commitment to protect human
rights at the workplace. Accordingly, the Company’s Special attention is given to minimizing potential fire risks
policies, practices and procedures were assessed vis- a- vis at our properties – fire drills and evacuation drills are
the Human Rights Protection Matrix of the UNGC and the conducted twice a year while clear signage and maps are
Business Leaders Initiative on Human Rights. A network made available for guests to enable evacuation in case
of support givers for human rights at the workplace was of fire. Fire extinguishers are checked and maintained in
appointed across all Hotel’s by our Holding Company working condition and are made available at all key points
during the year and a Peer Forum was launched among of the properties. In addition, several properties conducted
the Human Rights Support Givers to enable increased First Aid training using external resource persons during
awareness of human rights at the workplace. We nominated the year.
7 support givers to this network with representation from
Heritance Ayurveda Maha Gedara conducts regular
across different levels of management and operational
meetings and briefings with local drivers and tour guides
divisions. The support givers work with the human resource
to encourage safe working practices and a high quality of
partners of the sector to ensure human rights at the
service to guests.
workplace is protected. It should also be noted that close
to 50% of employees are covered by collective bargaining Employees in the tourism industry are a group which is
agreements, a minimum of four weeks’ notice period for more vulnerable to certain life threatening diseases such as
significant changes in work conditions. HIV/AIDS. We ensure that our staff as well as their families
and the wider community are educated on prevention and
Occupational Health & Safety risk control, while counselling and treatment are provided
In an industry, such as ours where resident guests and for serious diseases where relevant.
employees are our responsibility for 24 hours of the day;
The Group has not faced any regulatory or court imposed
safety and health aspects of our properties and processes
fines, settlements or awards related to violations in product
become that much more significant, requiring careful, 24/7
safety.
attention and care.
34 workplace related accidents have been reported this
The hotels adhere to the Aitken Spence Occupational
year, while a collective 247 work days were lost due to work
Health and Safety (OHS) Standards, ensuring adherence by
conducting regular audits and routine training sessions to related accidents and illnesses, including cuts in the kitchen
refresh staff awareness levels. In keeping with Group policy, department.
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Our pioneering initiatives and continuous enhancement The relationships we nurture with our stakeholders are
of our impacts on the community and the environment, an integral part of how we operate. This is because the
in an industry which is dependent on the culture and relationships we have developed with our stakeholders over
nature of the country, is often a result of the culture we time enhance our ability to sustain long term, competitive
nurture across the Company. Many of the small steps or value. In return, we are committed to create sustainable
the giant strides we take to make our business model more value for our stakeholders. Please refer the stakeholder
sustainable are often a result of individual and team efforts. engagement and inclusion table below.
SOCIAL AND RELATIONSHIP CAPITAL
Stakeholder engagement and inclusion

Stakeholder Group Our value proposition in the relationship How we aim to deliver on our promise
Employees Provide a working environment that is conducive For more details on action taken to achieve this
to personal and professional growth of our objective, refer to the Human Capital section on
employees. Pages 131 to 133.
Investors & Work towards the long-term viability, profitability For more details on action taken to achieve this
Shareholders, and integrity of the businesses we are in objective, refer to the Financial Performance
Banks and Financial and ensure sustainable financial returns and section on pages 120 to 127 and Key strategic
Institutions dividends from well managed operations. imperatives on Pages 97 to 99.
Industry Lead the movement for economic, social and Our partnerships and associations will be
Partnerships and environmental sustainability, build trusted discussed in this section.
Associations relationships, and collaborate for inclusive
growth and sustainable development in the
industries we operate in.
Customers Provide reliable, high quality, sustainable For more details on action taken to achieve this
products and services to the customers objective, refer also to the Product responsibility
section on pages 138-139.
Suppliers/Service Build trusted, long standing relationships with We will discuss how we work with our suppliers in
Providers our suppliers and service providers by working Supply chain analysis on pages 137 to 138.
with them to inculcate social and environmental
governance within the supply chain.
Community Cascade value to our communities through The group engages in diverse activities to create
investment in job security, extending sustainable value to our community members.
opportunities for inclusive economic growth,
enhanced social sustainability and promoting
environmental protection.
Government Work towards the long-term viability, profitability For more details on action taken to achieve this
& Regulatory and integrity of the business we are in and objective, refer to the Compliance section on
Authorities contribute towards the achievement of the page 145 as well as the GRI Index on pages 311
Sustainable Development Goals. to 315.
Environment/ Lead the movement for environmental For more details on action taken to achieve this
Environmental sustainability, enrich biodiversity and engage objective, refer to the Natural Capital section on
Interest Groups in industry collaborations to create new page 139.
movements for sustainability.
134
Impact of Social Aspects - Benefit to our immediate community or key

stakeholders
Social aspects as per the
GRI classification - Positively affect relationships and enables engagement
with community members/ license to operate
Labour practices and decent work High - Meets a regulatory requirement/ system requirement
Human Rights Medium - Serves a prominent need in the community

Society - Local Communities High - Will enable employee volunteerism
Society - Anti Corruption High
- The potential to create positive environmental, social
Product Responsibility High and economic benefit to target beneficiaries
Compliance High - Any other reason that can be justified by the need for
the project to be carried out
In the Human Capital section and the Corporate
Governance section of this report, we have discussed the
general practices, standard procedures and processes
in place to manage and monitor our performance
on labour practices and decent work, occupational
health and safety, human rights at the workplace, anti-
corruption and governance procedures to manage
compliance to protect the interests of the company and
our stakeholders. In this section of the report, we take a
closer look at the relationships we build which sustain our
ability to be commercially viable, socially acceptable and
environmentally healthy.
Community Engagement at our Hotels

Local Communities
We operate in communities that are constantly evolving Our social and relationship capital also consists of
and have diverse needs for social and economic intangible value such as shared values, commitment, skills,
development. Our ability to be commercially viable sustains reputation, knowledge etc., The relationships we maintain
the economic sustainability of over 3,500 associates who with our stakeholders on many occasions converts to value
are employed by our hotels and many more members for our communities, when our partners, associates etc.,
of local communities who are indirectly linked to our choose to channel funds for community development
operations. At the same time, our ability to remain projects through our Hotels due to the Company’s
commercially viable depends on the development and transparency and reliability and the trust they have placed
sustainability of the communities we operate in. in us.
We give priority for strategic relevance to the organisation As discussed in the Human Capital section of this report,
and our immediate community. The value created and Aitken Spence gives priority to local community members
how well the projects would meet the actual needs of our when recruiting Associates especially at our operations
immediate communities are preceded by an evaluation of outside Colombo. It should be noted that our definition
the connection to our Triple Bottom Line strategies and of ‘local’ for the operations in Sri Lanka is the immediate
then we assess the needs of the value created and how well vicinity of 20 to 30 km. Many such associates who join the
the projects would meet the actual needs of our immediate Company progress to senior levels of management (note:
communities before we commit to any project. Decisions senior in this context is referred to as above Assistant
to initiate community development projects at Aitken Manager category which is a senior decision making
Spence Hotels are based on any one or a combination of position at our hotels).
the following factors;
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G4-EC6
Percentage of Managers from Local Community Adaaran Apprenticeship Program - Covering the areas of
Housekeeping, Front Office and Food & Beverage, the
Heritance Ahungalla 20
objective of the Adaaran apprenticeship program is to train,
Heritance Ayurveda Maha Gedara 50 develop & provide employment opportunities to young
Heritance Kandalama 17 Maldivians. Trainees receive an allowance, accommodation
Heritance Tea Factory 45 and meals, and upon successful completion, are absorbed
Hotel Hilltop 75 to the cadre at the resorts. The program will be covered in
fields.
Turyaa Kalutara 26
Maldives 25
Other Projects
Other projects carried out by our Hotels focus on
Educational Programmes
community needs voiced by our stakeholders and can
Many of our efforts to facilitate inclusivity focuses on vary from infrastructure development, healthcare
Education as we hope to see it as a means to increase the programmes, financial literacy programmes, donation of
employability of our community members in their chosen supplies to employee volunteerism based activities such as
fields. shramadana campaigns and blood donation drives.
“Adaaran Kurimagu Program” - Conducted by the Learning Working with animal welfare organisations and catering to
& Development division of Adaaran Resorts, Maldives is a the need in the community, Hotel Hilltop and Heritance
one-year management-training program for 10 selected Tea Factory conducted a vaccination and sterilisation
Maldivian youth. The selected candidates are either programme to ensure the health of the community dogs
graduates or diploma holders of the Faculty of Hospitality in the vicinity of the hotels. The sector hopes to carry out
– University of Maldives, while 3 of the candidates are sterilisation and vaccination programmes at all operations
experienced employees of Adaaran resorts, thereby in Sri Lanka where community dogs co-habit so that the
forming a team of talented youth with diverse experience. population can be managed ethically while ensuring the
The trainees undergo 200 hours of theoretical training and safety of stakeholders.
2,300 hours of hands-on practical training in all aspects
of resort operations. The programme is fully sponsored by The Heritance Ayurveda Maha Gedara organizes a
Adaaran Resorts and includes an allowance paid during the health camp every Wednesday to provide Associates the
entire program. At the conclusion of the programme, each opportunity to seek medical assistance. The hotel is also
trainee is evaluated and absorbed to the executive cadre of working with the National Child Protection Authority
the resort, based on their competency level. to create awareness on protecting children from being
exploited and subject to abuse.
The hotel also houses a resort crafts workshop, which was

launched in 2011 with the objective of promoting uniquely
Sri Lankan indigenous arts, crafts and skills and providing a
platform for award-winning artisans and craftsmen/women
to demonstrate their skills, knowledge and creativity as well
as find links to markets overseas.
Empowerment for Social Governance

‘Empowerment’ is the process of enhancing the capacity
of individuals or groups to make choices and to transform
The “Adaaran Kurimagu Program” those choices into desired actions and outcomes. An
important aspect of strengthening social and relationship
capital is building the necessary capacities of the
stakeholders who are expected to uphold the systems and
136
G4-12 G4-HR07 G4-HR10
social and environmental governance frameworks of the SUPPLY CHAIN ANALYSIS

Company. As a leading hospitality group in the region, our reputation
is built on high ethical, social and environmental standards
As part of the Human Rights at the Workplace framework that we apply throughout our operations. It is why we
at Aitken Spence Hotels, we work with Group Security to expect these same standards from all our suppliers as well.
educate our security personnel on human rights concerns
that apply to them. We conduct training programmes for Our aim is to ensure that all suppliers, service providers, or
security personnel on how they should respond in specific subcontractors should comply with the requirements of
situations. We hope to continue this dialogue and maintain Group’s supplier guidelines and Integrated Sustainability
a forum where security personnel can be educated on the Policy, which takes into consideration issues such as; the
relevant topics and they in turn also have a platform to suppliers human rights record, labour conditions (including
voice any concerns or grievances of their own. We estimate abolition of child and forced labour), environmental issues,
over 90% of Security Personnel have been covered anti-corruption, and regulatory compliance. The Central
through this program. Purchasing Unit scrutinizes all suppliers for these key
requirements before entering to purchase agreements.
Heritance Kandalama works with a network of 39 schools Further, the Group procurement policy requires that
located close to the hotel to disseminate knowledge all purchase decisions are supported with at least 3
about environmental conservation and sustainability. quotations, with at least one being a local supplier.
The purpose of this initiative is to empower the growth
of the next generation with sustainable development as
Sourcing from Local Suppliers
a core value to guide their decisions in whatever field
they choose to be in. The Eco Park at the hotel is also A key element of our efforts to ensure maximum
used to educate school children and visitors alike on engagement with local communities is the purchase of
waste management, protection of biodiversity and on the goods and services from them, whenever possible to
successful coexistence with natural ecosystems. During the support livelihoods whilst enabling us to source fresh
last financial year, about 9,304 visitors were educated at produce. Our properties also engage with suppliers to
the Eco Park. ensure continuous improvement of their products and that
they meet our standards.
Some of the win-win ways in which we engage Suppliers:

• Provide all Supply chain partners an opportunity to
introduce their products and services to our hotels.
Blind testing is carried out with the participation of
corporate heads to ensure transparency, fairness and
highest quality levels.
• Reduce, re use packaging guidelines given to supply
chain partners in line with our 7R waste reduction policy.
• Inform supply chain partners regarding our energy
conservation policies and methods at the time of
Distribution of Tree Saplings at Heritance Kandalama delivering goods to the hotel.
• Invite supply chain partners for awareness sessions on
Compliance with applicable laws and regulations is essential
environmental, health & safety, child protection and
to build trust with our stakeholders and to also manage
animal welfare policies.
risks. It also enhances our social and relationship capital by
strengthening the trust between stakeholders. • Carry our periodic inspections to ensure consistency
and quality standards.
137
G4-EC09 G4-PR01 G4-PR05
• Long term contracts and agreements are signed PRODUCT RESPONSIBILITY & GUEST EXPERIENCE
with key supply chain partners to ensure stability and Everything we do is driven by the demands of the
commitment. customer, because ultimately our success depends on
• Priority is given for environmentally friendly goods & how well we respond to these needs. It is why we remain
services. committed to diversify our portfolios and investing in
technology to upgrade our processes to meet the quality
and service assurance levels that our customers demand.
Percentage of Procurement Expenditure to Local
Given the diversity of our operating locations, each
Suppliers
property has put in place quality assurance parameters
Heritance Kandalama 35 that are relevant to their respective operation. The group
Heritance Ahungalla 37 undertakes regular reviews to ensure operations stay
Heritance Tea Factory 25 relevant to current market trends.
Heritance Auyrveda Maha Gedara 32
Our demonstration of product responsibility arises from
Heritance Negombo 35
our commitment to the highest possible standards of
Hotel Hilltop 36 business excellence. In our pursuit of quality, we have
Turyaa, Kalutara 30 complied with international standards on a range of
Amethyst Resort 65 product and service delivery criteria. Areas of food
safety and entertainment were continuously assessed for
Maldives 10-13
improvment.
Oman 97
Endorsements of our commitment to quality standards
Our impacts through supplier engagement also include the include the following;
following:
- All our Heritance and Adaaran branded properties are
• Over 500 farmers sell agricultural produce to us and Travelife Gold certified.
over 200 families sell wood fuel for the bio mass plant. - Nine of our properties maintain ISO 22000:2005 (Food
• We have afforded a considerable number of craftsmen Safety Management System) certified (Re certified in
and women the opportunity to showcase their products. 2016 following third party independent audits).
• Villagers directly benefit from village tours conducted to - Heritance Negombo became the first property in our
educate tourists on local living practices. portfolio to be LEED GOLD certified in recent times.
Whilst Heritance Kandalama, remains LEED certified,
• The Group has also facilitated safe drinking water to since becoming the only hotel in the region to receive
over 600 families. The hotel properties themselves are LEED certification in 2000.
a tremendous driver for numerous economic activities
and have been the impetus for the creation of a - All our properties in Sri Lanka & Maldives have been
number of businesses based primarily on easy access to assessed for EMS (Environment Management System)
compliance and five are third party certified for ISO
transport.
140001:2004 compliant.
We provide our employees with the best hospitality training
and a family culture which helps to deliver the best service
standards which helps to surpass customer expectations.
Our Hotels are located in memorable cities and we want
our guests to explore the cities we call home and obtain an
experience of our rich culture, uniqueness of each of these
cities and the rich history and heritage.
Customer feedback is an essential element in our quest to

continuously improve our offering, as feedback allows us
to fine tune our product to suit the needs and desires of
138
customers. Customer feedback forms are submitted to all ENVIRONMENTAL PERFORMANCE & NATURAL
guests at the end of their stay in our resorts with the results CAPITAL
collated resort-wise and reviewed periodically. Shortfalls In an industry such as Tourism, the importance of natural
highlighted by guests are attended to immediately while capital to a company’s value creation model is high.
areas that require service adjustment are identified for Moreover, the industry is dependent on the enhancement
improvement. and preservation of the natural capital rather than the
extraction of natural resources, as in the case of many
With the advent of social media, the way we interact with
other economic sectors. Just as much as we value how
the community and obtain feedback has become easier and
socially integrated our hotels are with the local community,
more informal. Social media such as Facebook and Twitter
we also follow an integrated model with regards to the
enable us to interact on a one-on-one basis with customers
environment. Some of our properties such as Heritance
and potential customers.
Kandalama are in-fact case studies for integrating a win-win
outcome with the environment.
Integrating our greening efforts, community impacts and
enhancement of guest experience is often intertwined and
The potential impacts from our hotel operations are
is a part of our holistic model. We continuously add to and
fine tune these offers. Some of the steps we took during monitored and priority is assigned based on the aspects
the year: that are likely to create the most adverse impacts. This is
done through an internal evaluation. The following points
- The elephant dung paper factory – which combines are considered to select priorities;
community and environmental impacts, located at
Heritance Kandalama was renovated during the year and - Environmental impact
guests are able to gain know how of the recycling and - Frequency of the impact
paper making process using elephant dung.
- Legal requirement/ industry requirement/ requirement
- Heritance Kandalama re printed the “birds of of a voluntary standard to take action
Kandalama”, its bird watching guide handbook, with
better illustrations for guests interested in bird watching - Risks emanating from inaction
and excursions. - Public perception about the potential impact of the
- Heritance Ayurveda Maha Gedara introduced a spiritual activity
calming programme every other Wednesday of the week Based on the outcome of this evaluation, hotels select
initiated by hotel staff and Ayurveda doctors, and it has
the aspects that are most important to work on and plan
received excellent feedback from attendees.
programmes and establish control measures to reduce if
- Heritance Tea Factory and Hotel Hilltop launched not eliminate the impacts.
a programme to spay and neuter the stray dogs in
the neighborhoods in order to control the stray dog Impacts of Environmental aspects
population as well as increase safety of guests and Environmental aspects as per
community. This project conducted in partnership
GRI classification
with KACPAW (The Kandy Association for Community
Protection through Animal Welfare) treated 52 dogs
during the year. Energy High
- Turyaa Chennai launched a F&B Loyalty programme to Water High
provide exclusive offers. Emissions High
Effluents and Waste High
The above measures contributed to the enhancement
of guest experiences. It is most encouraging that Guest Bio Diversity High
Satisfaction levels have seen a sharp rise, especially in Compliance High
the area of personalized services and the delivery of
experiential offerings, which in turn have led to a higher
demand for our brands.
139
Overview of our environmental management system
PLAN DO CHECK ACT
Decide on the Appoint an environmental

Monitor and measure Conduct management
environmental policy of management
operational performance reviews
the company representative
Identify aspects causing Review program plans

Discuss areas for
most impacts to the with management for Manage records
improvement
environment approval/improvements
Identify legal
Implement programs and Conduct internal EMS
requirements for the Take corrective action
establish controls audits
company
Identify requirements Document the system

of voluntary standards manual and procedure Evaluate compliance Decide on future action
endorsed manual
Analyse performance
Agree on qualitative Provide training to
against objectives and
objectives appointed team members
targets
Provide training for

Plan programs to achieve
all employees on their
the objectives and targets
responsibilities
140
G4-EN03 G4-EN06 G4-EN07 G4-EN08 G4-EN10
Energy Management with these at our older properties. Monitoring of fuel

The need for conservation of energy and sources of consumption by stand alone generators on a daily basis.
renewable energy in the world has been made more urgent
Water Management
today than ever. And closer to home, in our business,
Energy costs (comprising electricity and fuel) account Although water has not been a critical challenge for Sri
for 10% of our operating costs and reducing energy Lanka, we consider water conservation as vital for the
consumption is, hence, a Triple Bottom Line objective. We medium to long term future which is made all the more
continually seek ways to reduce our energy costs and to urgent by global warming. Water conservation is hence a
switch to renewable energy. key focus area of our Environmental sustainability strategy
and we continuously strive to improve the efficiency of our
During the year, we launched the development of a solar operations in water usage as well as to understand water
photovoltaic system at Turyaa Kalutara which provides 150 conditions of the localities in which we operate.
kWp of power.
In water stressed locations such as the Maldives,
A decrease in energy intensity over the past three years desalination is the only means of fresh water provision.
reflects improved energy efficiency of our operations, as
per the data below. At our Sri Lankan properties, 100% of the waste water
generated and close to 90% of the total water withdrawn
is treated and recycled. An assumption is made that 10% of
Total Energy Consumption -GJ
the total withdrawn water is lost due to evaporation.
2016/17 2015/16 2014/15
SL 108,607 82,473 75,486 Total Water Consumption per guest night - litres
MV 181,167 185,396 217,205 2016/17 2015/16 2014/15
OM 18,902 N/A N/A SL 983.49 866.36 921.25
IN 13,102 N/A N/A MV 812.50 815.57 812.46
OM 1477.25 N/A N/A
Energy Consumption IN 967.01 N/A N/A
2016/17 2015/16 2014/15
Total Energy 321,778 266,568 292,692
Total Water Consumption -m3 *
consumption (GJ)
2016/17 2015/16 2014/15
Energy consumption 394.61 391.80 422.83
per guest night (MJ) SL 392,907 300,723 280,626
MV 269,359 271,798 300,859
An overarching energy conservation policy applies to our N/A N/A
OM 73,601
entire portfolio, incorporating standard operating practices
IN 33,446 N/A N/A
which include the following:
• Key card control and master switch turn off to * Does not include water obtained for drinking purposes
ensure that no power is consumed when the room is through bottled water and bowsers obtained during
unoccupied in 90% of the rooms. drought period.
• Lights on outside locations are timer controlled to Total Water Withdrawal by Source
ensure they are switched off at a given time.
2016/17 2015/16 2014/15
• Preventive and regular maintenance albeit costing more. Ground Water m3 339,667 300,723 345,406
• The use of low energy consuming LED or plasma bulbs Sea Water m3 673,398 679,495 752,148
at our new properties and replacement of Halogen bulbs
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G4-EN23
The team of Aitken Spence Hotels has also identified areas prior to the point of purchase itself. Any waste items
to improve the data collection and monitoring process of generated in a hotel property, from a bottle cap to a fruit
their energy management system. This has been picked as a peel, is segregated so that it can be either sold for reuse,
priority for action in the year ahead. handed over for recycling or be disposed in line with CEA
requirements. Most hotels re-use plastic containers to
plant vegetables at the properties. Ramanan Sadail of
Hotel Hilltop has set an inspiring example of this practice
by utilizing the available space on the rooftops of the hotel
to plant vegetables. The hotel is able to source much of its
needs for herbs, bell pepper and other vegetables from this
crop.
The Clarifier Tanks at Turyaa Kalutara
Effluents and Solid Waste

Emissions, effluents and solid waste are a natural output
of any operation. However, if these outputs are not
properly managed, it can cause harm to the environment,
create disruptions for the immediate community and pose
Vegetable Plantation utilizing the space on the rooftop at Hotel Hilltop
compliance risk for the operation.
Heritance Ayurveda Maha Gedara has replaced the use

Our work to reduce emissions by reducing our energy
of plastic bottled water with glass pitchers to eliminate
consumption and by replacing energy sources with
one plastic item from the hotel. Other properties are
renewable energy where possible was discussed previously
also trying to duplicate this action. The Heritance Tea
in this IMD&A. Treated water is tested to ensure we meet
Factory hotel adopts vermin composting and the use of
the stipulated criteria before it is reused or disposed.
organic compost fertilizer in the tea plantation and garden
Aitken Spence Hotels has its own in house developed 7R of the hotel to increase soil quality and to nurture the
approach -an expanded version of the 3 R’s (launched environment. Manual weeding is carried out in order to
at the Earth summit in 1992), system that guides our avoid the use of weedicides. With the support and guidance
operation and is used in the management and minimizing of the management, Shantha – the Snr. Air Conditioning
of waste. This principle guides our operations to continually Technician at Heritance Ahungalla, has established a
work towards achieving zero waste dumping status training component for his team so that in-house repairs
by tackling the generation of waste and by seeking to can be conducted without delay and as per technical
convert the generated waste to a resource as much as specifications to increase the efficiency of the machines
possible. All our hotels including those in the Maldives and to reduce the wastage of resources by the Air
have adopted the 7R approach, and we have also given Conditioners.
leadership to promoting the 7R approach by other resorts
All beachfront properties carry out regular beach
in the Maldives who are interested in expanding their
cleaning programmes with voluntary assistance from staff
environmental sustainability efforts.
members and the community. Training and education on
At Aitken Spence Hotels, the 7Rs are implemented and environmental protection is also conducted often to create
practiced with the aim of achieving zero waste to landfills. awareness among the community.
For example, stocks are bought in bulk to reject packaging
142
The 7 R’s approach pioneered by Aitken Spence
This internally developed method by Aitken Spence encourages reuse before recycling and is aimed at reaching zero
waste to land fill status. The hotels segregate waste by type, and thereafter different waste is dealt with in the most
effective and suitable manner. For example, food waste is either used for compost or handed over to pig farms as
animal feed or converted to Bio Gas. Water used in our bathrooms are aerated and used for gardening and other
outdoor activities; kitchen waste is treated to trap the oils and fats and used for fertilizer whilst human waste is
sundried and converted to fertilizer.
1. Reject – all non-biodegradable material, such as packaging material and plastics wherever possible.
2. Reduce – the use of resources, especially those based on non-biodegradable material that cannot be rejected.
Use technologies such as Cleaner Production (CP) and Green Productivity (GP).
Includes reducing Energy usage – “Switching Off” policy
Water usage – “Closing Taps” policy
3. Reuse –every possible resource especially those that cannot be rejected or reduced such as paper, plastic
packaging material, construction material etc.
Eg: Durables against Disposables
4. Reclaim - what cannot be totally reused.
5. Replace – what cannot be rejected, reduced or reused with more environmentally friendly options.
Eg: Oil based paints with water based.
Plastic with other biodegradable options.
6. Repair - Cycle or walk without burning fossil fuels

Eg: Waste water and sewage sludge – reclaimed, treated and converted to compost.
Machine parts from discarded machinery.
Cycle or walk without burning fossil fuels
7. Recycle – every material, so that nothing goes to waste.

Eg: Waste water, cooking oil, engine oil, metal cans, plastic containers, PET bottles etc.
In short all materials that cannot be rejected, reduced, reused, reclaimed, replaced, or repaired.
143
G4-EN23
Waste Details Sri Lankan and Maldivian Hotels

Measurement 2016/17 2015/16 2014/15 Remarks
Paper Kg 11,505 12,927 14,921 Segregated and sold/sent for recycling
Cardboard Kg 19,249 17,990 32,172 Segregated and sold/sent for recycling
Plastic Kg 12,250 12,069 13,840 Segregated and sold/sent for recycling
Polythene Kg 5,011 4,800 5,015 Segregated and sold/sent for recycling,
Supplier education on reducing packaging
material planned
CFL Bulbs Units 886 873 324/1021 Sent for recycling, Energy efficient LED
lighting replacement program
Lead Acid Kg 581 572 6/595 Segregated and sold/ Stored for later
Batteries recycling
Alkaline Units/Kg - 485/283 485/223 Segregated and sold/ Stored for later
Batteries recycling
Tires Units/Kg - - 36/856 Sent for Retreading/Sold to recycle
Scrap Metal Kg 22,625 22,291 17,945 Segregated and sold
Glass nos/Kg 9,302.95/ 10,551/ 23,275 Segregated and sold/sent for recycling
29,744 31,041
Soiled Cotton Kg 629 620 744 Sent to Thilafushi
Food Waste Kg 2,341,355 2,306,754 2,456,781 Composted, Used in Bio Gas Generators,
Sold / Given to piggery
Waste Oil l 5,674 5,590 Previously Sold to Soap manufacturer
not reported
E–Waste Units/Kg 13/341 4/268 4/268 Sold/sent for recycling
Climate Change, Mitigation and Adaptation The Group in general also continues to study how the
Much of the action we have explained above contributes potential impacts of climate change are likely to affect our
towards climate change mitigation. It is also necessary to industry.
proactively look at how climate change can have impacts
on our industries.
Creating better awareness about the potential impacts of

climate change is an important aspect of climate action as
action would not be successful without the endorsement of
the people who must sustain that action. With the intention
of highlighting to our stakeholders the importance of
climate change mitigation, a team from the Adaaran chain
of hotels signed a policy statement under water on the 13th
of November 2016 committing themselves to uphold the
sustainability strategy of the hotels. Adaaran thus became
the first resort chain in the world to endorse a policy
Signing of the Under-Water Policy Statement by Adaaran Hotels
statement under water. The message was thus loud and
clear -that this could become a reality if no action is taken.
144
G4-EN11 G4-EN15 G4-EN16
Bio Diversity Carbon Footprint

Although none of the Group’s Sri Lankan operations are GHG emissions of the group are tabulated below.
located within very close proximity to national reserves or
protected areas, the Group takes initiative to ensure that GHG Emissions
areas of high bio diversity are protected and preserved. 2016/17 2015/16
Some of our properties are able to do more due to their Scope 1 (Tons eCO2) 14,999.36 15,339.52
location. Heritance Kandalama is one which acts as a Scope 2 (Tons eCO2) 18,009.06 9,027.65
preservation agent in conserving the bio diversity and eco
systems in the area. GHG emissions were calculated based on the assumptions
stated below.
Heritance Kandalama has seamlessly integrated itself into
a natural preservation of 198 acres of conservation forest • 1kWh of electricity consumed producers equivalent
in its perimeter and this ensures that the bio-diversity of 0.740, 0.820, 0.936 Kg CO2 in Sri Lanka, India and
is protected. This 198-acre land also is home to an Eco Oman respectively.
Park launched by the Hotel. In addition, the Hotel also • 1 litre of diesel producers equivalent of 2.494 Kg CO2.
conserves 58 acres of forest area, flora and fauna within
the hotel. The preservation also protects the origins of • 1 litre of furnace oil producers equivalent of 2.933 Kg
11 natural streams that provide irrigation water to 34 dry CO2.
zone reservoirs. Paddy fields that had been abandoned for • 1 Kg of LPG producers 3.090 Kg eCO2.
almost 12 years are now being cultivated after the hotel
improved and maintained irrigation in the area. Compliance
It is an endorsement of the hotel’s design sensitivity that One of the key steps in establishing an environmental
the animals that lived in the area before its construction still management system is to identify the compliance
roam free. The impressive biodiversity indicators reported requirements for the organization, in line with
from the hotel property are 128 species of native flora, environmental protection. Each property maintains a
183 species of birds, 19 species of reptiles and amphibians, Legal Register which includes a list of laws and regulations
17 species of mammals and 64 species of butterflies and applicable. Compliance checks are part of routine
dragonflies. The hotel supports the natural environment, internal audits where hotel teams check the expiry dates
ensuring least possible disturbance is caused and has four of licenses, certifications and permits and makes sure
types of primates using the green spaces of the hotel. Of renewals are done on time.
these, two are endemic – the Macaque Monkey and Purple
Our primary focus is to ensure our systems are sustainable
Faced Leaf Monkey, the other two being the Gray Langur
in the long term and our service offering is in turn
and Slender Loris. The large open areas and the green cover
sustainable. Hence our investment on environmental
over the building welcome even the most timid amongst
protection is primarily to maintain the management
birds. Among those sighted at the hotel has been the very
systems which are already in place and to implement the
rare Ceylon Shama (long tail Jungle Robin). Sanctuaries
programmes and action plans in line with the respective
and policies against the invasion/interference with natural
environmental management systems.
habitats have ensured the protection of biodiversity and
ecosystems. No alien fauna and flora has been introduced
and there is zero negative impact on the Kandalama Lake
due to the operations of the hotel.
145
146
147
148
Outlook The Group will continue to expand its regional footprint

Post war Sri Lanka’s tourism industry has been on a strong not merely as a strategy of mitigating risks associated with
growth trajectory with annual tourist arrivals surpassing one destination but also as a means to benefit from the
2 million in 2016 and all factors point towards continuing exponential growth in selected markets. We will continue
growth. However, achieving significant increases in arrivals to expand and harness the many synergies of being a
and the number of high yielding tourists to Sri Lanka remain multi destination player whilst leveraging the same values
paramount for the medium to long term growth and and unique brand attributes that have differentiated us to
sustainability of the industry. Towards this end, an urgent sustain a position of market leadership and are well poised
imperative is a focused and strategic destination marketing to harness the opportunities created by our long-term
campaign integrated across all media to augment the view.
efforts of our tour operators in those nations; the cost of
not doing so in the past few years, has been considerable.
Sri Lankan sector is projected to report increased revenue

and profitability during the next financial year with all
properties in the portfolio expected to be fully operational
and recently launched properties Heritance Negombo,
Turyaa Kalutara and Hotel RIU Sri Lanka establishing
themselves in the market. The Group is also actively
exploring opportunities within Sri Lanka, with a focus
on developing existing land banks, such as in Galle and
Trincomalee.
The Group’s portfolio of resorts in the Maldives saw a

decline in profitability mainly due to the drop-in arrivals
as a result of the political turmoil and the scare of an
H1N1 influenza outbreak. In addition to the above market
competition intensified with a number of new resorts
commencing operations. However, the Group is confident
that the impact on its operations in the destination is short-
term and with the stabilisation of the political environment
increased returns could be expected in the coming years
with the group expecting to strengthen its presence in
Maldives with the completion of the resort construction
work on the island Aarah in the Raa atolls.
The group feels optimistic on the recent investments

made in India and Oman, and projects significant returns
from the investments once the inevitable gestation period
associated with such investments end. The group firmly
believes that the above investments are a stepping stone in
diversifying our portfolio in the respective destinations.
149
G4-34 G4-35 G4-36 G4-37 G4-42 G4-43 G4-56 G4-57 G4-58
CORPORATE
GOVERNANCE
“Corporate Governance is concerned with holding a Corporate governance is meant to hold an organization
balance between economic and social goals and between accountable while helping it steer clear of financial, legal
individual and common goals. The aim is to align as nearly and ethical pitfalls.
as possible the interests of individuals, corporations
and society” (Sir Adrian Cadbury in ‘Global Corporate Our formal governance structure provides and facilitates
Governance Forum’, World Bank, 2000) empowerment and a comprehensive policy framework.
This policy framework goes beyond legal requirements
At Aitken Spence Hotel Holdings PLC, we strongly encompassing voluntary frameworks, international best
believe that a sound corporate governance structure practices and stakeholder engagement, ensuring high
ensures transparency leading to a strong and balanced standards of ethics and professionalism. The Company
growth by formulating, communicating and adopting the operates within an integrated governance framework
highest standards of policies and practices and thereafter formulated after taking into consideration the mandatory
controlling and monitoring all its activities within an compliance of the Listing Rules of the Colombo Stock
established control system which will ultimately add Exchange, voluntary compliance of The Code of Best
value to all stakeholder groups of the Company and its Practice of Corporate Governance issued jointly by the
subsidiaries. Good governance is not just about compliance. Institute of Chartered Accountants of Sri Lanka (ICASL)
It is a culture and an environment of consistency, and the Securities and Exchange Commission (SEC) of Sri
responsibility, accountability, fairness, transparency, and Lanka and the codes of relevant professional institutions
effectiveness that is deployed throughout the organisation. which are outlined in the diagram below and set out in the
report that follows;
Governance Structure
Shareholders
External Auditors
FUNCTIONS INTERNAL GOVERNANCE COMPLIANCE & ASSURANCE
Companies Act No. 7 of 2007

MANDATORY COMPLIANCE
Chairman & Board of Directors

Sri Lanka Accounting Standards - ICASL
Company’s Articles of Association

Business Development Audit Committee
Listing Rules of the Colombo Stock
Financial Reporting Exchange
Remuneration
Committee Central Depository System Rules
Risk Management &
Internal Controls
Securities and Exchange Commission
Nomination
Rules
Legal Framework Committee
Human Resource Group Supervisory Board The Code of Best Practice on Corporate
Related Party Governance - ICASL & SEC
Development
Transactions
Review Group Code of Ethics
IT Security & Assurance
Committee
Board of Management Aitken Spence Integrated Sustainability
VOLUNTARY COMPLIANCE
Policy and it’s Implementation Framework

Sustainability
Codes of regulatory authorities,
professional institutions and trade
Corporate Management Team associations
United Nations Global Compact
GRI G4 Reporting / International

Functional Committees Integrated Reporting Framework
Women’s Empowerment Principles
Management Systems
Employees (Environment & Social)
150
SHAREHOLDER ENGAGEMENT Aitken Spence Hotel Holdings PLC held its 39th AGM
In view of our commitment towards maintaining effective on June 30, 2016 at the Auditorium of the Institute of
two-way communication with all investors, the Board Chartered Accountants of Sri Lanka and 87.7% of the
conducts regular discussions with Institutional Investors shares were represented.
based on mutual understanding of objectives, particularly
those relating to governance and strategy. Decisions taken at the AGM 2016 are as follows;
Receive and Consider the Annual Report of the Board of
The principal communication methods used to reach out to Directors on the affairs of the Company and the financial
existing and potential individual investors are the Company statements for the year ended 31st March 2016 and the
website, financial statements published every quarter, report of the Auditors thereon.
corporate disclosures, annual report and the Annual
General Meeting at which investors are encouraged to be Approval of a first and final ordinary dividend of Rs. 1.25 per
present, actively participate and vote. The Annual General share as recommended by the Directors for the year ended
Meeting provides an opportunity for shareholders to make 31st March 2016.
any relevant comments or observations, seek clarifications
and cast their vote on relevant issues. Shareholders are free Appointment of Messrs. KPMG, Chartered Accountants,
to informally meet with our Directors after the conclusion as the Auditor of the Company for the financial year
of the meeting. 2016/17 and authorisation of the Directors to approve their
remuneration.
At the end of the financial year 2016/17, Aitken Spence
Hotel Holdings PLC had 3,391 shareholders (3,356 at Authorisation of the Board of Directors to determine
financial year end 2015/16). 99.15% of the total share capital contribution to charity for the financial year 2016/17.
was owned by National Institutions and Individual Investors
whereas 0.85% was held by Non-National Institutions and Re-election of Mr. N J de Silva Deva Aditya to the Board of
Individual Investors. the Company pursuant to his retirement in terms of Article
83 of the Articles of Association of the Company.
Aitken Spence PLC is the largest shareholder, holding
71.21% of the share capital. The twenty largest shareholders Re-election of Mr. C H Gomez to the Board of the
accounted for 91.46% of the share capital in the Company. Company pursuant to his retirement in terms of Article 83
More information on Aitken Spence Hotel Holdings PLC of the Articles of Association of the Company.
shareholders can be found on pages 298 to 302.
Re-election of Deshamanya D.H.S. Jayawardena, to the
ANNUAL GENERAL MEETING Board of the Company by passing the following resolution:
Annual General Meeting (AGM) is the supreme decision-
“the age limit stipulated in Section 210 of the Companies
making body of Aitken Spence Hotel Holdings PLC which
Act No. 7 of 2007 shall not apply to Deshamanya D.H.S.
is a mandatory yearly gathering of its shareholders. All
Jayawardena who attained the age of 73 years and that he
shareholders registered in the shareholders’ register are
be re-elected a Director of the Company.”
given due notice of the AGM so that they may attend the
meeting and vote for their total shareholdings. Aitken
Re-election of Mr. R N Asirwatham to the Board of the
Spence Hotel Holdings PLC encourages all shareholders to
Company by passing the following resolution:
attend the AGM and shareholders who cannot participate
personally may be represented by proxy holders. All the
“the age limit stipulated in section 210 of the Company Act
shareholders have a right to exercise their voting to deal
No. 7 of 2007 shall not apply to Mr. R N Asirwatham who
with matters such as consideration of financial statements,
attained the age of 73 years and that he be re-elected a
adoption of the proposed distribution of profits, election of
Director of the Company”
Board members and appointment of auditors.
151
CORPORATE
GOVERNANCE
BOARD OF DIRECTORS the corporate governance, risk management and control

The Board of Directors comprises of eight Directors processes that the management has put in place. The Board
including the Chairman and the Managing Director as of Directors is responsible to ensure that Aitken Spence
at the end of financial year 2016/17. The Board has three Hotel Holdings PLC has adequate internal control systems
Directors who are Non-Executive Directors of whom two in place for financial reporting. Read more on pages
are Independent. The Company believes that the present 184 to 185.
composition of the Board, which has at its disposal, a vast
reservoir of knowledge and experience in all areas of the CORPORATE MANAGEMENT TEAM
Company’s operations such as Hoteliering, Marketing, The Corporate Management Team consists of thirteen
Finance, Legal, Commerce and Entrepreneurship enables members with a vast reservoir of knowledge and
optimum efficiency and effectiveness. The names and the experience in all areas of the Company’s operations such
profiles of the Directors are given on pages 26 to 29 of this as Hoteliering, Engineering, Marketing, Finance, Legal,
Annual Report. Mr. R E V Casie Chetty who was a director Commerce and Entrepreneurship and enables optimum
resigned from the directorate w.e.f. 30th June 2016. efficiency and effectiveness. The Corporate Management
Team is responsible for implementation and carrying out
BOARD SUB COMMITTEES strategic development plans made at Board level. It works
Board sub committees include Nomination Committee, as the steering committee through which overall Company
Audit Committee, Remuneration Committee and Related goals are communicated to sub divisions. The names and
Party Transactions Review Committee. the profiles of the members of the Corporate Management
Team are given on pages 30 to 34 of this Annual Report.
Aitken Spence Hotel Holdings PLC is the tourism sector
business unit of the Aitken Spence Group under its Parent STATEMENT OF COMPLIANCE
Company Aitken Spence PLC. Therefore, the Board Sub The disclosures below reflect conformance to the Code of
Committees of Aitken Spence PLC act as the Board Best Practice on Corporate Governance which consist of
Sub Committees of Aitken Spence Hotel Holdings PLC seven (7) fundamental principles, which are as follows;
as well. The Company has complied with the policies
and procedures set out by the Group Sub Committees. A. Directors
More information on the Nomination Committee, Audit
B. Directors’ Remuneration
Committee, Remuneration Committee and Related Party
Transactions Review Committee can be found on pages 168 C. Relations with Shareholders
to 176 of this Annual Report respectively. D. Accountability and Audit
E. Institutional Investors
EXTERNAL AUDITOR F. Other Investors
An external auditor is a qualified independent external G. Sustainability Reporting
party whose objective is to determine whether the financial
statements of an organization represents a true and fair The structures in place, the conformance to the
view of its financial performance, position and cash flow requirement and expectations are tabulated below under
status. The audit firm KPMG, Chartered Accountants, was the said seven fundamental principles.
re-appointed at the AGM 2016 as external auditors of
Aitken Spence Hotel Holdings PLC for the financial year
2016/17.
INTERNAL AUDIT AND ASSURANCE

Internal audit division is responsible to provide an
independent assurance service to the Board of Directors,
Audit Committee and Management of Aitken Spence
Hotel Holdings PLC by reviewing the effectiveness of
152
G4-38 G4-41
SECTION 1 of the Code deals with the Company and it mainly covers the governance aspects with regard to Company
Directors, their Remuneration, Relations with Shareholders and Accountability and Audit. (See pages 153 to 165)
SECTION 2 of the Code deals with the Shareholders and discusses how a good corporate citizen discharges its
responsibilities towards both Institutional Investors and Other Investors. (See pages 165 to 167)
Corporate Reference to Compliance Details of Compliance

Governance SEC & ICASL
Principle Code CSE Listing
Rules
SECTION 1. COMPANY
A. DIRECTORS
Principle A.1 / Listing Rule 7.10.1(a), 7.10.2(a) and 7.10.3(c-d) - The Board
The Board of Directors comprise of Eight Directors including the Chairman and the Managing Director. The Board has
three Directors who are Non-Executive Directors of whom, two are Independent Non-Executive Directors. The names and
the profiles of the Directors are given on pages 26 to 29 of this Annual Report. Mr. R E V Casie Chetty who was a director
resigned from the directorate w.e.f 30th June 2016.
Board Meetings A.1.1 Complied Board Meetings were held five times during the financial year and
presided over by the Chairman.

5 The Board meetings are scheduled in
advance to enable the Directors to plan
4
their commitments in order to facilitate
No. of Meengs
3
attendance. Any instances of non-
2 attendance at the meetings were due to
1
personal commitments or illness.

0 Apart from taking decisions at the
1 2 3 4 5 6 7 8 9
Aendance Non Aendance Board meetings, the Board also takes
Board Of Directors decisions by way of Circular Resolutions.
1. Deshamanya D H S Jayawardena
2. Mr. J M S Brito
The Directors are provided with the
3. Ms. D S T Jayawardena Agenda and Board papers in advance
4. Mr. C M S Jayawickrama giving them adequate time to study
5. Mr. G P J Goonewardena
6. Mr. R E V Casie Chetty -
the contents prior to the meetings.
(Resigned w.e.f. 30.06.2016) The Board meetings are arranged in
7. Mr. R N Asirwatham advance and all Directors are informed
8. Mr. N J de Silva Deva Aditya
9. Mr. C H Gomez
of the meetings. When decisions are
taken by way of circular resolutions, all
relevant information are sent together
with the circular resolution to enable
the Directors to clearly comprehend
the purpose for which a resolution is
being circulated prior to obtaining their
consent.
Attendance at these meetings is

indicated in the table on page 167 and
graphically depicted above.
153
CORPORATE
GOVERNANCE

Rules
Responsibilities of A.1.2 Complied The Board of Directors is responsible for:
the Board
a. The formulation of business strategies with regard to short,
medium and long term goals and objectives of the Company
and its subsidiaries after taking into consideration the Group’s
strength, competencies and risks while giving independent
opinions on issues of strategy, performance, key appointments,
standards of business conduct and all other relevant matters
which are considered by the Board. The Board is also
responsible for implementing and monitoring of such strategies.
b. Reviewing and ratifying systems in operation relating to risk

management, internal control, codes of conduct and strict
compliance with the laws, statutes and regulations.
In this process, compliance with all applicable laws and

regulations both national and international and adherence to
the Company’s ethical standards and corporate values are of
utmost importance in order to ensure that the interests of
all stakeholders are taken into consideration in the corporate
decision-making process.
c. Reviewing, approving and monitoring all capital expenditure,

acquisitions and divestitures recommended by the Corporate
Management Team.
The Board is further responsible for;
* Ensuring that effective information and audit systems are in

place.
* Ensuring that due attention is given to annual and interim

financial statements prior to publication by ensuring the
adoption of appropriate accounting policies and complying
with relevant statutes and accounting regulations.
* Determining the quantum of interim dividend and

recommending final dividend for approval by the
shareholders at the AGM.
* Approving and monitoring financial and other reporting.

Compliance with A.1.3 Complied In discharging its duties, the Board seeks independent professional
laws and access advice from external parties when necessary at the Company’s
to independent expense to ensure that the Company complies with the applicable
professional laws and regulations of the country, regulations of authorities,
advice professional institutes and trade associations.
154
G4-45 G4-48

Rules
Company A.1.4 Complied The Company Secretaries advise the Board on matters relating
Secretary to the Companies Act No. 07 of 2007, the Listing Rules of
the Colombo Stock Exchange and other applicable rules and
regulations and ensures that appropriate, timely and accurate
information is submitted to the Board and its sub-committees. The
Company Secretaries play the role of a facilitator ensuring that a
healthy relationship is maintained between Directors, Auditors and
Board sub-committee members to strengthen accountability and
investor confidence.
Independent A.1.5 Complied Each Director exercises independent judgment in all matters
judgment of the considered by the Board and acts free from any undue influence
Directors and bias from other parties. Matters considered include making
decisions on issues relating to strategy, implementation of such
strategies, financial and operational review, resource allocation and
standards of conduct and business ethics.
Two of our Board Members Deshamanaya D.H.S. Jayawardena

and Miss D.S.T Jayawardena are related to each other. However
they act in the best interest of the Group in their spirit, intention,
purpose and attitude in their decision making.
Board A.1.6 Complied The Board of Directors devotes adequate time to fulfil their duties
Commitment as Directors of the Company. The Board has delegated the day to
day operations of the Company to the Corporate Management
Team. The Corporate Management Team comprises of the
Managing Director, the Executive Directors and a specialist team
of Senior Managers of the Company.
The Board papers are received by the Directors ahead of Board

Meetings enabling the Directors to review the papers and obtain
clarifications prior to the meetings.
Training of A.1.7 Complied Directors are provided with opportunities to attend workshops,
Directors seminars and professional training programmes in Sri Lanka and
Overseas.
Directors are briefed on changes in laws and regulations, tax laws

and accounting standards from time to time either during Board
meetings or at specially convened sessions. Directors are further
encouraged to participate in workshops and/or seminars in their
capacity as speakers, moderators or panelists in their respective
areas of proficiency.
155
G4-39
CORPORATE
GOVERNANCE

Rules
A.2. Chairman and the Chief Executive Officer
There is a clear distinction of responsibilities between the Chairman and the Managing Director who is our Chief Executive
Officer. The functions performed by the Chairman and the Managing Director are distinct and separate, which ensures
the balance of power and authority within the Company, so that no person has unfettered powers of decision making. The
Chairman controls and preserves order at Board meetings and provides the Board with strategic direction and guidance.
The Managing Director is responsible for the performance of the day to day operation of the Company with the support of
the Corporate Management Team.
Clear division of A.2.1 Complied The roles of the Chairman and the Managing Director are distinct
responsibilities of and separate, which ensures a balance of power within the
the Chairman and Company, so that no individual has unfettered powers of decision
the CEO making.
A.3 Chairman’s Role
The Chairman of the Company who is one of the most successful and experienced business leader in this country is
responsible for guiding the Board in formulating the appropriate business strategies and giving direction to the Group. He
is responsible for preserving good corporate governance in the Company.
Role of Chairman A.3.1 Complied The Chairman provides leadership and strategic direction to
the Board and ensures that the Board effectively performs its
functions, adheres to procedures and the relevant statutes.
The Chairman encourages effective participation of all the
Directors in decision making, seeks and ascertains the views of
the Directors and thereby ensures that the Board functions in
an efficient manner which is beneficial to the Company and its
stakeholders.
A.4 Financial Acumen
Financial Acumen A.4.1 Complied As apparent from the profiles of the Board, the Directors with
their academic and/or entrepreneurial, financial skills and business
acumen contribute substantial value and independent judgement
to decision making on matters concerning financial investment.
A.5 Board Balance
Presence of A.5.1 Complied The Board comprises of the Chairman, Managing Director, three
Non-Executive 7.10.1 (a) Executive Directors and three Non-Executive Directors of whom
Directors two are Independent Directors. The profiles of the Non-Executive
7.10.2 (a)
Directors are provided on page 29 of this Annual Report.
7.10.3 (a)
156

Rules
Independence of A.5.2, A.5.3 & Complied The Board comprises of three Non-Executive Directors namely Mr.
Non-Executive A.5.5 R. N. Asirwatham, Mr. N. J. de S. Deva Aditya and Mr. C. H. Gomez.
Directors
7.10.2 (a-b) and Mr. R. N. Asirwatham and Mr. C. H. Gomez are Directors of the
7.10.3 (a-b) Parent Company in which a majority of the other Directors of the
Company are Directors and which has a significant shareholding
in the Company. However, in view of the fact that they are
Independent Non-Executive Directors of the Parent Company,
their positions as Directors of the Parent Company do not
compromise their independence and objectivity in discharging
their functions as Directors of the Company. Hence Mr. R. N.
Asirwatham and Mr. C. H. Gomez are determined by the Board to
be Independent Directors.
Annual A.5.4 Complied Each Non-Executive Director submits a signed declaration annually
Declaration of 7.10.2 (b) with regard to his independence / non-independence against the
Non-Executive specific criteria.
Directors
Alternate A.5.6 Not During the period under review, there were no appointments of
Director to a applicable alternate Directors.
Non-Executive
Director
Requirement to A.5.7 & A.5.8 Not This principle is not applicable to the Company as the roles of the
appoint a applicable Chairman and the Managing Director are distinct.
‘Senior
Independent
Director‘
Chairman A.5.9 Complied The Chairman meets with the Non-Executive Directors as and
meeting with the when necessary.
Non-Executive
Directors
Recording of A.5.10 Complied Any concerns raised by the Directors which cannot be resolved
concerns unanimously are recorded in Board minutes.
A.6 Supply of Information
Obligation of the A.6.1 Complied The Group has a modern Management Information System in
Management place. All the Board Members receive information on the operation
to provide and performance of the Group on a monthly basis. In addition, the
appropriate Company has a centralised accounting process which is monitored
and timely by the respective Group Companies.
information
157
G4-40
CORPORATE
GOVERNANCE

Rules
Adequate time A.6.2 Complied The Board is provided with timely and appropriate information by
for circulation of the management by way of board papers and proposals. The Board
respective Board members have access to additional information at all times. The
documents Board minutes, agenda and papers are circulated, giving adequate
time for individual Directors to study same, thus enabling the
active and effective participation of each Board member.
A.7 Appointments to the Board
Nomination A.7.1 & A.7.2 Complied The Nomination Committee which is a sub-committee of the
Committee and Parent Company’s Board consists of two Independent Non-
the assessment Executive Directors, of the Parent Company in addition to the
of composition of Chairman and Managing Director of the Company.
the Board
The Nomination Committee Report is on pages 173 to 174 of
this Annual Report which includes names of the members of the
Committee.
The functions of the Nomination Committee are to recommend
to the Board of Directors the suitability of appointments and
the re-appointments of Directors to the Company and to its
Subsidiaries and to regularly review the structure, size, composition
and competencies of the Board and make recommendations to
the Board.
Disclosure to A.7.3 Complied There were no new appointments to the Board of Directors during
Shareholders of 7.10.3.d the year under review. However, upon the appointment of a new
appointment of a Director to the Board, the Company informs the Colombo Stock
new director Exchange with a brief resume of such Director containing the
nature of his expertise, other directorships held, memberships in
Board Committees and the nature of the appointment.
A.8 Re Election
Re-election A.8.1 & A.8.2 Complied All Directors who are retiring by rotation in terms of the Articles
of Directors of Association of the Company and over the age of seventy years
including in terms of the Companies Act No. 7 of 2007, submit themselves
Chairman for re-election at the Annual General Meeting to be held on
30.06.2017 to be elected by the shareholders of the Company.
The Nomination Committee has declared to the Board that the

contributions made by the Directors offering themselves for re-
election at the forthcoming Annual General Meeting are effective
and affirms the Company’s continuous support of their re-election.
A.9 Appraisal of Board performance
Appraisals of the A.9.1,A.9.2 & A.9.3 Complied Assessment of the performance of the Board, its sub-committees
Board and the sub and individual Directors forms an integral part and takes place
committees annually on a self-appraisal basis within the terms of reference
to its/their key responsibilities outlined in the Nomination
Committee Report (see pages 173 to 174).
158
G4-44 G4-51 G4-52

Rules
A.10 Disclosure of information in respect of Directors
Directors’ A.10.1 Complied The names of the Directors of the Board and their profiles are
disclosures 7.10.3 (c-d) disclosed on pages 26 to 29 of this report.
Directors’ interest in transactions are disclosed in Note 43 of this

annual report. The number of Board meetings attended by the
Directors is given on page 167 of this report.
Names of the Chairmen and the members of the Board Sub-

Committees are provided in the respective reports and in the
Corporate Information on page 316 of the Annual Report.
A.11 Appraisal of Chief Executive Officer
Setting of the A.11.1 & A.11.2 Complied The Board in consultation with the Managing Director, reviews and
annual targets and approves the operational and financial budgets and monitors the
the appraisal of performance. The evaluation of performance is conducted half
the CEO/MD yearly, and at the end of the financial year, to ascertain whether
the targets set by the Board have been achieved and if not,
whether the failure to meet such targets was reasonable in the
circumstances.
B DIRECTORS REMUNERATION
B.1 / 7.10.5 Remuneration Procedure
Establishment of B.1.1, B.1.2 & B.1.3 Complied The Board has delegated powers to the Remuneration Committee
a Remuneration 7.10.5 (a) which is a sub-committee of the Parent Company’s Board to
Committee and formulate and review remuneration packages of Executive
7.10.5 (b)
its composition Directors and key management personnel according to their
responsibilities and performance. The evaluation of performance
is conducted bi-annually and at the end of the financial year. The
Group Remuneration Committee consists of three Non-Executive
Independent Directors of the Parent Company, one of whom
functions as the Chairman of the Remuneration Committee. The
names of the members of the Committee are listed on page 171 of
this Annual Report.
Determination of B.1.4 Complied The Board determines the fees and expenses payable to Non-
the remuneration Executive Directors as per the Articles of Association of the
of the Non- Company. Their fees and reimbursable expenses are paid in
Executive consideration of the basis of contribution and service performed
Directors at the Board and committee meetings.
Consultation with B.1.5 Complied The Remuneration Committee consults the Chairman and the
the Chairman and Managing Director regarding the remuneration proposals to
the CEO Executive Directors and the Corporate Management Team. No
Director is involved in determining his own remuneration.
159
CORPORATE
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Rules
B.2 Level and Make up of Remuneration
Level and B.2.1, B.2.2 & B.2.3 Complied The Remuneration Committee is responsible for evaluating the
makeup of the performance of the Managing Director, Executive Directors and
Remuneration the individual and collective performance of the Directors and
of Directors and the Senior Management. The Committee structures remuneration
comparison of packages to attract, retain and motivate Directors and the senior
remuneration with management. The remuneration packages are based on cost
other companies of living, inflation rates, comparative industry norms and the
contribution of the individual to the Group and the respective
subsidiary to which such individual is attached.
Performance B.2.4 Complied The Remuneration Committee reviews the performance of the
based Executive Directors and senior management and the performance
Remuneration bonus is based upon the achievement of goals and targets by the
individual and the respective subsidiary to which such individual is
attached.
Executive share B.2.5 Not During the year under review, there were no share option schemes.
options applicable
Designing the B.2.6 Complied The procedure followed in deciding of remuneration of employees
remuneration is set out in the Remuneration Committee report which is given on
pages 171 to 172.
Early Termination B.2.7 & B.2.8 Complied The Remuneration Committee determines the remuneration of
of Directors Directors in the event of early termination.
Remuneration of B.2.9 Complied The Board determines the remuneration payable to Non-Executive
Non-Executive Directors as per the Articles of Association of the Company. Their
Directors fees and reimbursable expenses are paid in consideration of the
basis of contribution and service performed at the Board and
Committee meetings. Non-Executive Directors receive a fee for
their participation in meetings.
B.3 / 7.10.5 (c) Disclosure of Remuneration
Disclosure of B.3.1 Complied The report of the Remuneration Committee is given on pages 171
remuneration to 172 along with the names of the members of the Committee.
Refer note 9 and 43.4 to the financial statements for the details
of remuneration paid to Board of Directors and Key Management
Personnel.
160

Rules
C. RELATIONS WITH SHAREHOLDERS
C.1 Constructive use of the Annual General Meeting
Use of Proxy C.1.1 & C.1.5 Complied A Form of Proxy is forwarded to the shareholders along with
and procedures the Annual Report of the Company. All the proxy instructions
governing voting are categorised according to the instructions given by the
shareholders, and unless otherwise specified, the proxy holder is
deemed to have been authorised to exercise their discretion in
voting of any resolution. Proxy summaries are duly tabulated and
given to the Chairman and the Managing Director prior to the
Annual General Meeting.
In the event the appropriate numbers of shareholders give their

intimation in writing and request for a poll, the procedure involved
in voting would be circulated. In the absence of such intimation, all
issues at the general meeting will be passed by a show of hands.
Separate C.1.2 Complied Separate resolutions are proposed for all substantially separate
resolution for issues to provide shareholders with the opportunity to deal with
substantially each significant matter separately. This mechanism promotes
separate issues better stewardship while assuring transparency in all activities of
the Company.
Chairmen C.1.3 Complied At the Annual General Meeting, the relevant Chairmen of the
of Board respective Committees are presented to answer queries of the
Committees to be shareholders directed to them by the Chairman of the Company.
present
Adequate notice C.1.4 & C.1.5 Complied The notice and the agenda for the Annual General Meeting
of Annual General together with the Annual Report of the Company are dispatched
Meeting and to the shareholders at least 15 working days prior to the Annual
summary of General Meeting as per the Articles of Association of the
Procedure Company and the Companies Act No. 7 of 2007.
C.2 COMMUNICATION WITH SHAREHOLDERS
Effective C.2.1, C.2.2 & Complied The Company encourages effective communication with the
communication C.2.3 shareholders and answers queries and concerns of shareholders
with shareholders through the Company Secretaries, Registrars and/or Corporate
communications team.
Contact person in C.2.4 & C.2.6 Complied Persons to contact in relation to shareholders is the Company
relation to Secretaries/Registrars.
shareholders
matters.
161
CORPORATE
GOVERNANCE

Rules
Process to make C.2.5 & C.2.7 Complied The Company Secretaries maintain a record of all correspondence
Directors aware received and will deliver such correspondence to the Board or
of the issues individual Director as applicable.
and concerns of
Shareholders and The Board or individual Director, as applicable, will generate
disclosing same an appropriate response to all validly received shareholder
and the process correspondence and will direct the Company Secretaries to send
responding to the response to the particular shareholder.
shareholder
matters
C.3 MAJOR AND MATERIAL TRANSACTIONS
Disclosures of C.3.1 Complied During the financial year, there were no major transactions,
major transactions which materially altered the Company’s net asset base or the
consolidated Group’s net asset base.
D. ACCOUNTABILITY AND AUDIT
D.1 Financial Reporting
Board D.1.1 Complied The Board of Directors confirms that the financial statements
responsibility of the Company and its subsidiaries have been prepared in
to present accordance with the Companies Act No. 7 of 2007, the Sri Lanka
the financial Financial Reporting Standards/Sri Lanka Accounting Standards and
statements the Listing Rules of the Colombo Stock Exchange. The Company
has duly complied with all the relevant laws and reporting
requirements of regulatory authorities. The consolidated financial
statements and the financial statements of the Company were
audited by Messrs KPMG, Chartered Accountants.
Annual report D.1.2 Complied Refer the “Annual Report of the Board of Directors” on pages 178
of the Board of to 183.
Directors
Statement by the D.1.3 Complied The Independent Auditors’ Report on the financial statements is
Directors and the presented on page 201 of this Annual Report. The Statement of
Auditors Directors’ Responsibilities for Financial Statements is available on
page 177.
Management D.1.4 Complied The Integrated Management Discussion and Analysis is given on
discussion and pages 96 to 149.
analysis
Declaration by D.1.5 Complied The relevant declaration is presented in the Annual Report of the
the Board as Board of Directors on page 180 of this Annual Report.
to whether the
business is a going
concern
162

Rules
Requirement for D.1.6 Not This is not applicable to the Company but should a situation arises,
an Extraordinary applicable an Extraordinary General Meeting would be called upon and the
General Meeting shareholders would be notified.
in a situation of
serious loss of
capital
Disclosure of D.1.7 Complied The Related Party Transactions Review Committee of the Parent
related party Company functions as the Related Party Transactions Review
transactions Committee of Aitken Spence Hotel Holdings PLC, in compliance
with the Listing Rules of the Colombo Stock Exchange.

The Directors disclose their interest in transactions in companies

on an as and when basis. However, they make disclosures of their
interest in transactions with the Company in compliance with the
requirements of the Companies Act and other relevant statutory
requirements. The Company maintains an interest register as
stipulated in the Companies Act.

All related party transactions as defined in Sri Lanka Accounting
Standard -24 (LKAS 24) on “Related Party Transactions” is
disclosed in note 43 to the Financial Statements on pages
285 to 292.
D.2 Internal Control
Directors to D.2.1 & D.2.4 Complied The Board is responsible for formulating and implementing
maintain and appropriate systems of internal control for the Group and in turn
review a sound assessing its effectiveness. The Group’s internal audit division
system of Internal assists the Board of Directors and the Audit Committee in carrying
Controls out the above task. Any internal control system has its inherent
limitations. The Board is aware of the inherent limitations and has
taken appropriate steps to minimise same.
The Directors’ responsibility for maintaining a sound system

of internal control is given in “The Board of Directors’ Statement
of Internal Control” on pages 184 to 185.
Internal Audit D.2.2 Complied The Group has an internal audit division to assist in the
function maintenance of a sound system of internal control for purposes of
protecting stakeholder investment and assets.
Risk management D.2.3 Complied The Internal Audit Division of the Group carries out regular
and Internal reviews on the internal control system including internal control
Controls over financial reporting. The Audit Committee monitors, reviews
and evaluates the effectiveness of the risk management and
internal control system including the internal controls over
financial reporting.
163
CORPORATE
GOVERNANCE

Rules
D.3 / 7.10.6 Audit Committee
Composition D.3.1 & D.3.2 Complied The Audit Committee which is a sub-committee of the Parent
of the Audit 7.10.6 (a) Company’s Board, functions as the Audit Committee of Aitken
Committee and Spence Hotel Holdings PLC. The Audit Committee comprises of
7.10.6 (b)
the Duties four Non-Executive Directors, of whom, three are Independent
Non-Executive Directors. The names of the members of the
Committee are listed on page 168 of this Annual Report.
The Audit Committee’s main purpose is to assist the Board in the

effective discharge of its responsibilities on financial reporting,
risk management and internal control. It assists the Board in
monitoring compliance with applicable laws and other regulatory
requirements. The Audit Committee plays a key role in reviewing
the effectiveness of the internal control system. It also ensures
the balance among objectivity, independence and value for money
of the services provided by the Company’s Auditors with special
attention for the provision of non-audit services by the Auditor.
Terms of D.3.3 Complied The Audit Committee assists the Board in discharging its duty
Reference for 7.10.6 (b) in ensuring that the Group’s internal controls and conduct of
Audit Committee business are in accordance with the best practices appropriate to
the Company. The Audit Committee evaluates the performance of
the external auditors and makes its recommendation to the Board
of Directors on their re-appointment or removal which is subject
to the approval of the shareholders at the Annual General Meeting.
Disclosures of D.3.4 Complied The report of the Audit Committee is available on pages 168 to 170
names of the 7.10.6 (c) which includes the names of the members.
members of the
Audit Committee
D.4 Code of Business Conduct and Ethics
Code of business D.4.1 Complied The Aitken Spence Group has a Code of Ethics which includes the
conduct and code of conduct and is circulated to Directors and all employees.
ethics The Board ensures that the Directors and the employees strictly
adhere to the Code of Ethics of the Company in their duties so as
not to adversely affect the brand of Aitken Spence in any manner.
The violation of the code of ethics is an offence which is subject to
disciplinary action.
Affirmation of the D.4.2 Complied The Chairman affirms that there has not been any violation of any
code of conduct of the provisions of the Code of Ethics. Please refer The Board of
and ethics Directors’ Statement on Internal Controls on page 184 of this report.
164

Rules
D.5 Corporate Governance Disclosures
Disclosures D.5.1 Complied The Company aims to achieve greater year-on-year growth and
of Corporate value creation, improve stakeholder satisfaction and relationships
Governance in all its business activities whilst adhering to highest standards of
corporate governance as is evident in this report from pages 150
to 167.
SECTION 2. SHAREHOLDERS
E. INSTITUTIONAL INVESTORS
E.1 Shareholder voting
Shareholder E.1.1 Complied The Company conducts regular discussions with Institutional
voting Investors. Existing and prospective investors are given a balanced
report that enables them to make well-informed decisions in
their dealings with the Company. Shareholders are provided an
opportunity to comment, discuss and seek clarifications on any
relevant issues with the Chairman and the Board of Directors at
the Annual General Meeting. Further, shareholders are free to
informally meet with the Directors at the conclusion of general
meetings.
E.2 Evaluation of Governance Disclosures
Encouraging E. 2 Complied The Institutional Investors are encouraged to give due weight
Institutional on matters relating to the Board structure and composition
Investors to Board structure. The Annual Report gives the shareholders
to evaluate sufficient information on such related matters which allows them
Company’s to evaluate same.
governance
arrangements
F. OTHER INVESTORS
F.1 Investing and Divesting Decision
Investing and F.1 Complied The Company has no restriction with regards to investors carrying
divesting out adequate analysis and obtaining independent advice regarding
decision their investment in the Company and encourages any shareholder
to do so.
F.2 Shareholder Voting
Individual F.2 Complied All shareholders are encouraged to be present, actively participate
shareholders and vote at general meetings. The Annual General Meeting
voting provides an opportunity for shareholders to seek and obtain
clarifications and information on the performance of the Company
and to meet with the Directors informally after the meeting.
165
CORPORATE
GOVERNANCE

Rules
G. SUSTAINABILITY REPORTING
G.1 Principles of Sustainability Reporting
Principle 1 - G. 1.1 Complied Refer pages 102 to 127 of the ‘Integrated Management Discussion
Reporting of & Analysis’ for this requirement.
Economic
Sustainability
Reporting on the & Analysis’ for this requirement.
Environment
Reporting on & Analysis’ for this requirement.
Labour Practices
Society
Reporting & Analysis’ for this requirement.
on Product
Responsibility
Stakeholder
identification,
engagement and
effective
communication
Principle 7 - G. 1.7 Complied Refer pages 116 to 119 of the ‘Integrated Management Discussion &
Sustainable Analysis’ for this requirement.
reporting to be
formalised as part
of the reporting
process and to
take place
regularly
166
Attendance at Board Meetings

Name of Directors 12-May-16 30-Jun-16 11-Aug-16 21-Nov-16 9-Feb-17 Total
Chairman
3 3 3 3 3 5
Deshamanya D.H.S. Jayawardena
Managing Director
3 3 3 3 3 5
Mr. J.M.S. Brito
Executive/Non-Independent Directors
Ms. D.S.T. Jayawardena 3 3 3 3 3 5
Mr. C.M.S. Jayawickrama 3 3 3 3 4
Mr. G.P.J. Goonewardene 3 3 3 3 4
Mr. R.E.V. Casie Chetty (Resigned w.e.f
3 3 N/A N/A N/A 2
30.06.2016)
Non Executive/Independent Directors
Mr. R.N. Asirwatham 3 3 3 3 3 5
Mr. C.H. Gomez 3 3 3 3
Non Executive Director
Mr. N.J. de Silva Deva Aditya 3 3 2
3 = Present = Excused
167
AUDIT COMMITTEE
REPORT
Aitken Spence Hotel Holdings PLC is the tourism sector Committee believes that there are many reasons for the
business unit of the Aitken Spence Group under its parent Audit Committee to be confident that it has carried out its
Company Aitken Spence PLC. The Audit Committee of duties successfully and to a high standard during the year,
Aitken Spence PLC thus acts as the Audit Committee of thereby helping to enrich the value of the Group.
Aitken Spence Hotel Holdings PLC which has complied with
the policies and procedures set out by the Group Audit COMPOSITION OF THE GROUP AUDIT COMMITTEE
Committee.
The Audit Committee is comprised of four Non-Executive
Directors, of whom, three are Independent Non-Executive
The Committee has sought to balance independent
Directors and the Committee is chaired by an Independent
oversight of the Group’s businesses with the support and
Non-Executive Director. Mr. H.K.A. Rathnaweera, Chief
guidance to the Board of Directors to fulfil their obligations
Internal Auditor of Aitken Spence serves as the Secretary
and responsibilities in relation to financial reporting
to the Committee with effect from June 30, 2016,
processes, adequacy and effectiveness of internal control
subsequent to the resignation of Mr. R.E.V. Casie Chetty,
systems, external audit, and the Group’s process for
Company Secretary, Aitken Spence PLC.
monitoring compliance with laws and regulations. The
Member Since
Chairman Mr. R.N. Asirwatham Independent Non-Executive 2009
Members Mr. G.C. Wickremasinghe Independent Non-Executive 2002
Mr. C.H. Gomez Independent Non-Executive 2002
Mr. N.J. de S Deva Aditya/ Non-Independent Non-Executive 2009
Mr. A. L. Gooneratne
(Alternate Director for
Mr. N. J. de S Deva Aditya)
Secretary Mr. R.E.V. Casie Chetty Company Secretary, Aitken Spence PLC
(Resigned w.e.f 30.06.2016)
Mr. H. K. A Rathnaweera Chief Internal Auditor, Aitken Spence PLC

(Appointed as Secretary to the
Committee w.e.f 30.06.2016)
Attendance by invitation
Mr. J. M. S Brito Deputy Chairman/Managing Director-Aitken

Spence PLC, Managing Director-Aitken Spence
Hotel Holdings PLC
Ms. D. S. T Jayawardena Executive Director, Aitken Spence PLC/Aitken

Spence Hotel Holdings PLC
Ms. N Sivapragasam Chief Financial Officer, Aitken Spence PLC
168
COMMITTEE MEETINGS
The Audit Committee functioned throughout the financial year and held 9 formal meetings.
Attendance of the Members

Dates of Meetings
13.05.2016 01.07.2016 08.08.2016 24.08.2016 31.08.2016 01.11.2016 22.11.2016 07.02.2017 01.03.2017
Chairman
Mr. R. N. Asirwatham 3 3 3 3 3 3 3 3 3
Members
Mr. G. C. Wickremasinghe 3 3 y y 3 3 3
Mr. C. H. Gomez 3 y 3 3 y
Mr. N.J. de S Deva Aditya/ 3 3 3 3 3 3
Mr. A. L. Gooneratne
3 = Present = Excused y = Via teleconference
ATTENDANCE BY INVITATION
Mr. J.M.S. Brito, the Deputy Chairman and Managing Director, Ms. D.S.T. Jayawardena, Executive Director, Ms. N.
Sivapragasam, Chief Financial Officer and other Senior Officers of the Group as well as the Partner of KPMG responsible for
the Group’s audit attended the meetings by invitation as and when required.
SUMMARY OF KEY FOCUS AREAS IN THE YEAR ENDED 31ST MARCH 2017
Responsibility Activity
Risk Management and ∫ Reviewed the adequacy and effectiveness of the Group’s internal controls and risk
Internal Control management activities and highlighted the areas which required attention, and
suggested recommendations to the Board.
Review the adequacy of
∫ Ensured that the Group adheres to and complies with all relevant laws, rules and
Company’s internal control
regulations of the country, international laws and codes of conduct; and standards of
and risk management
conduct required by regulatory authorities, professional bodies and trade associations.
systems.
Financial Reporting and ∫ Reviewed the Group’s quarterly and annual financial statements, adequacy of
Financial Control disclosures, uniformity and appropriateness of the accounting policies adopted, major
judgmental areas and ensured that they were in compliance with the Companies Act
Monitor the integrity No. 7 of 2007, applicable Sri Lanka Accounting Standards and requirements of other
of the Group’s financial regulatory bodies as applicable for the Group, and suggested recommendations in line
statements and review with those requirements.
significant financial
∫ Reviewed the operational and other management information reports submitted by
reporting judgments
the Group’s management to the Audit Committee and made recommendations for
contained in them.
improvements.
169
G4-56
AUDIT COMMITTEE
REPORT
Responsibility Activity
External Audit ∫ Assessed the performance and effectiveness of the external auditors, and their
independence and professional capabilities and made recommendations to the Board.
Make a recommendation
∫ Reviewed the audit plan presented by the external auditors and provided advice and
to the Board on
support regarding the execution of the plan.
the appointment,
reappointment and removal ∫ Discussed the audited financial statements with external auditors and ensured that
of the external auditor they were in conformity with the Sri Lanka Accounting Standards and other regulatory
requirements.
∫ Held discussions with Messrs KPMG, pertaining to the Management Letter issued by
them at the conclusion of the audit and instructed the management to take appropriate
and follow up action on matters highlighted therein.
∫ Reviewed the fees & out of pocket expenses proposed by external auditors and
suggested recommendations to the Board.
Internal Audit ∫ Reviewed and evaluated the independence and effectiveness of the Group’s internal
audit department and their resource requirements, and made recommendations for any
Review the operation and required changes.
effectiveness of the Group
∫ Reviewed and approved the annual internal audit plan together with the Information
internal audit function
Technology (IT) security plan and strategic risk plan and made appropriate
recommendations for improvements.
∫ Reviewed and discussed the periodic reports submitted by the Group Internal Audit
Department with management responses, on financial and operational audits, IT security,
and risk assessments carried out in line with the approved annual internal audit plan.
∫ The Audit Committee continued to ensure the co-ordination between the Group
Internal Audit Department and external auditors.
Reporting ∫ The Chairman of the Audit Committee reports to the Board at each meeting on the
activities of the Committee.
∫ The Annual Report incorporates the Audit Committee Report.
∫ The Chairman of the Audit Committee attends the Annual General Meeting.
RE-APPOINTMENT OF EXTERNAL AUDITORS

The Audit Committee having evaluated the performance of the external auditors, recommended to the Board the re-
appointment of Messrs KPMG, Chartered Accountants as the auditors of the Company for the current year, subject to
approval of the shareholders at the forthcoming Annual General Meeting.
R.N. Asirwatham
Chairman
Audit Committee
Colombo
26th May 2017
170
G4-51
REMUNERATION COMMITTEE
REPORT
Aitken Spence Hotel Holdings PLC is the tourism sector COMPOSITION OF THE COMMITTEE
business unit of the Aitken Spence Group under its Parent The Committee is currently composed of three
Company Aitken Spence PLC. Therefore, the Remuneration Independent Non-Executive Directors, one of whom
Committee of Aitken Spence PLC acts as the functions as the Chairman. The members of the Committee
Remuneration Committee of Aitken Spence Hotel Holdings have wide experience and knowledge of finance, business
PLC as well. The Company has complied with the policies and industry.
and procedures set out by the Group Remuneration
Committee.
Member Since
Chairman Mr. G.C. Wickremasinghe Independent Non-Executive 2002
Members Mr. R.N. Asirwatham Independent Non-Executive 2010
Mr. C. H. Gomez (Appointed w.e.f. Independent Non-Executive
2016
01.07.2016)
Deshamanya D.H.S. Jayawardena Chairman, Aitken Spence PLC/Aitken Spence
Hotel Holdings PLC
Mr. J.M.S. Brito Deputy Chairman/Managing Director-Aitken
Spence PLC, Managing Director - Aitken Spence
Hotel Holdings PLC
COMMITTEE MEETINGS
The Committee formally met once during the year under review.

Date of the Meeting 25.06.2016
Chairman Mr. G. C. Wickremasinghe 3
Members Mr. R. N. Asirwatham 3
3 = Present
INDEPENDENCE OF THE COMMITTEE RESPONSIBILITIES

The members of the Committee are independent of The committee is responsible to the Board for;
management and are completely free from any business,
personal or other relationships that may interfere with the ∫ Determining the policy of the remuneration package
exercise of their independent, unbiased judgement. of the Directors and the Board of Management,
KEY OBJECTIVE ∫ Evaluating performance of the Managing Directors,

Executive Directors as well as the individual and
The Committee advises the Board on the policy to be
collective performance of Directors and Senior
followed on Executive remuneration packages for individual
Management of the Strategic Business Units,
Directors and Senior Management.
∫ Deciding on overall individual packages, including
compensation on termination of employment.
171
REMUNERATION COMMITTEE
REPORT
THE SCOPE OF THE COMMITTEE

∫ Remuneration policy and its specific application to the
CEO and Executive Directors and general application
to the Key Management Personnel below the Main
Board,
∫ Performance evaluation of the CEO, management

development and succession planning,
∫ Reviewing, monitoring and evaluating performance

of Key Management Personnel as well as their
management development and succession planning.
KEY FUNCTIONS OF THE COMMITTEE

The Group remuneration policy which was reviewed by the
Committee remained unchanged during the year under
review.
The Remuneration Committee operates with the key

objective of attracting the most suitable talent and
retaining them in the Group in order to enhance the
performance of the Strategic Business Units. Performance
of employees is evaluated using a well-structured
performance evaluation mechanism that is accepted by all
employees thereby ensuring that they are treated equally.
The Remuneration Committee approved promotions and
the revision of individual remuneration packages after
evaluating performance of the Group, Strategic Business
Units and the contribution of employees to his/her
respective Strategic Business Unit. Cost of living, inflation
and comparative industry norms are also given the due
consideration in determining the remuneration packages.
No Director was involved in deciding his/ her remuneration.
The Remuneration Committee’s decisions were made in

keeping with these policies.
G.C. Wickremasinghe
Chairman
Remuneration Committee
Colombo
26th May 2017
172
G4-40
NOMINATION COMMITTEE
REPORT
business unit of the Aitken Spence Group under its Parent The Committee is composed of two Independent non-
Company Aitken Spence PLC. Therefore, the Nomination executive Directors along with the Chairman and the
Committee of Aitken Spence PLC acts as the Nomination Deputy Chairman and Managing Director of Aitken Spence
Committee of Aitken Spence Hotel Holdings PLC as PLC who served as members of the Committee throughout
well. The Company has complied with the policies and the year under review. The members of the Committee
procedures set out by the Group Nomination Committee. possess wide experience, financial and business acumen.
Member Since
Chairman Mr. G.C. Wickremasinghe Independent Non-Executive 2009
Members Deshamanya D.H.S. Jayawardena Chairman, Aitken Spence PLC/Aitken Spence
2009
Hotel Holdings PLC
Spence PLC, Managing Director - Aitken Spence 2010
Hotel Holdings PLC
Mr. R.N. Asirwatham Independent Non-Executive 2010
COMMITTEE MEETINGS
The full Committee formally met once during the year under review.

Date of the Meeting 26.06.2016
Chairman Mr. G. C. Wickremasinghe 3
Members Deshamanya D.H.S. Jayawardena 3
Mr. J.M.S. Brito 3
Mr. R. N. Asirwatham 3
3 = Present
SUMMARY OF RESPONSIBILITIES OF THE COMMITTEE ∫ Oversee the performance of the Board, its Group
∫ Broaden, balance and diversify the effectiveness and Committees and Individual Directors and evaluate their
composition of the boards of Aitken Spence and its performance,
Group Companies,
∫ Ensure the Boards consist of persons possessing
∫ Identify and recommend suitable candidates as a large reservoir of knowledge, experience and
Directors to the boards of Aitken Spence and its entrepreneurial skills to advance the effectiveness of
Group Companies considering the succession plan and the Boards.
requirements of the Board and the Group,
∫ Review the Charter for the appointment and the
∫ Review the structure, size and composition of the re-appointment of Directors to the Boards of the
Boards of Group Companies, Group Companies and suggest amendments wherever
necessary.
173
NOMINATION COMMITTEE
REPORT
KEY FUNCTIONS PERFORMED DURING THE YEAR

UNDER REVIEW
The Committee strives to review and make
recommendations that are fair, free from any bias and
not influenced by personal or business relationships. This
enables the Committee to make sound and measured
judgments in attracting the best talent to the Group while
retaining the services of talented employees by providing
them fair and equal opportunities for promotion within
the Group. During the year under review the Committee
performed the following functions:
∫ Ensured the consideration and promotion diversity and

effectiveness in the boards of the Group Companies.
∫ Reviewed and recommended necessary appointments

to the Boards of the Group Companies wherever
necessary.
∫ The Committee evaluated and recommended suitable

internal and external candidates to higher levels of
management.
∫ Reviewed the policy and guidelines for appointment,

re-appointment and succession planning.
ANNUAL GENERAL MEETING 2017

In terms of Section 210(2) of the Companies Act No.7 of
2007 Deshamanya D.H.S. Jayawardena, Mr. J.M.S. Brito
and Mr. R.N. Asirwatham retires from the Board at the
conclusion of the forthcoming AGM. Further, Ms. D S T
Jayawardena retires by rotation in terms of Article 83 of
the Articles of Association.
Having given due consideration to each Director’s

competencies, the Committee believes the said Directors
are eligible for re-election and continue their commitment
as Directors of the Company.
G.C. Wickremasinghe
Chairman
Nomination Committee
Colombo
26th May 2017
174
RELATED PARTY TRANSACTIONS

REVIEW COMMITTEE REPORT
business unit of the Aitken Spence Group under its Parent In terms of Section 9 of the Listing Rules of the Colombo
Company Aitken Spence PLC. Therefore, the Related Party Stock Exchange, the Board established the Related Party
Transactions Review Committee of Aitken Spence PLC acts Transactions Review Committee with effect from 01st
as the Related Party Transactions Review Committee of January 2016. The Audit Committee is composed of four
Aitken Spence Hotel Holdings PLC as well. The Company Non-Executive Directors, of whom, three are Independent
has complied with the policies and procedures set out by Non-Executive Directors. The Committee is chaired by
the Group Related Party Transactions Review Committee. Mr. R.N. Asirwatham who is an Independent Non-Executive
Director.
Member Since
Chairman Mr. R.N. Asirwatham Independent Non-Executive 2016
Members Mr. G.C. Wickremasinghe Independent Non-Executive 2016
Mr. C.H. Gomez Independent Non-Executive 2016
Mr. N.J. de S Deva Aditya/ Mr. A. L. Non-Executive 2016
Gooneratne
(Alternate Director to Mr. N. J. de S
Deva Aditya)
Spence PLC, Managing Director, Aitken
Ms. N Sivapragasam Chief Financial Officer, Aitken Spence PLC
COMMITTEE MEETINGS
The Committee held five formal meetings during the year under review. Deputy Chairman and Managing Director, Chief
Financial Officer and an Executive Director of the Company attended the meetings by invitation.

Dates of Meetings 13.05.2016 01.07.2016 21.11.2016 09.02.2017 28.03.2017
Chairman Mr. R. N. Asirwatham 3 3 3 3 3
Members Mr. G. C. Wickremasinghe 3 3 3 3 3
Mr. C. H. Gomez 3 3 3 y
Mr. N.J. de S Deva Aditya/ Mr. A. L. 3 3 3
Gooneratne
3 = Present = Excused y = Via teleconference
175
RELATED PARTY TRANSACTIONS REVIEW

COMMITTEE REPORT
SUMMARY OF RESPONSIBILITIES OF THE COMMITTEE KEY FUNCTIONS PERFORMED DURING THE YEAR
The Committee’s key focus is to review all proposed UNDER REVIEW
Related Party Transactions prior to the completion of the The Committee reviewed all proposed Related Party
transaction according to the procedures laid down by Transactions as well as post quarter confirmations and the
the Section 9 of the Listing Rules of the Colombo Stock activities of the Committee have been communicated to
Exchange and its responsibilities are as follows: the Board quarterly through tabling the minutes of the
meeting of the Committee at Board Meetings.
∫ Evaluate any proposed Related Party Transactions
quarterly basis,
∫ Review any post quarter confirmations on related party

transactions, R.N. Asirwatham
Chairman
∫ Obtain approval from the Board wherever necessary,
Related Party Transactions Review Committee
∫ Review the threshold for Related Party Transactions

Colombo
which require either shareholders’ approval or
26th May 2017
immediate market disclosures
∫ Review the criteria of Key Management Personnel,
∫ Regularly report to the Board on the Committee’s

activities.
KEY MANAGEMENT PERSONNEL

Aitken Spence Hotel Holdings PLC consider its Board of
Directors as the Key Management Personnel (KMPs) of the
Company. Further, the Board of Directors, Vice Presidents
and Assistant Vice Presidents of subsidiary companies
are considered as KMPs of such companies. Such KMPs
were identified to establish greater transparency and
governance. Declarations were obtained from each
KMP of the Company and subsidiaries for the purpose of
identifying related parties and for the purpose of annual
disclosure.
176
STATEMENT OF DIRECTORS’
RESPONSIBILITIES
The Companies Act No. 07 of 2007 requires the Directors financial year ended 31st March 2017 reflect a true and fair
of the Company to be responsible for the preparation view of the Company and the Group.
and presentation of the financial statements and other
statutory reports. The responsibilities of the Directors, in The Directors have provided the Auditors with every
relation to the financial statements of Aitken Spence Hotel opportunity to carry out any reviews and tests that they
Holdings PLC and the Consolidated Financial Statements consider appropriate and necessary for the performance of
of the Group are set out in this report. their duties. The responsibility of the Independent Auditors
in relation to the financial statements is set out in the
The Directors confirm that the financial statements and Independent Auditors Report.
other statutory reports of the Company and its Subsidiaries
for the year ended 31st March 2017 incorporated in The Directors confirm that to the best of their knowledge
this report have been prepared in accordance with the all payments to employees, regulatory and statutory
Companies Act No. 07 of 2007, the Sri Lanka Accounting authorities due and payable by the Company and its
and Auditing Standards Act No. 15 of 1995 and the Listing Subsidiaries have been either duly paid or adequately
Rules of the Colombo Stock Exchange. provided for in the financial statements. The Directors
further confirm that they promote the highest ethical,
The Directors have taken appropriate steps to ensure environmental and safety standards within the Group.
that the Companies within the Group maintain adequate The Directors also ensure that the relevant national laws,
and accurate records which reflect the true financial international laws and codes of regulatory authorities,
position of each such Company and hence the Group. The professional institutes and trade associations have been
Directors have taken appropriate and reasonable steps to complied with by the Group.
safeguard the assets of the Company and the Group. The
Directors have instituted appropriate systems of internal
control in order to minimise and detect fraud, errors and By order of the Board,
other irregularities. The Directors in maintaining a sound Aitken Spence Hotel Holdings PLC
system of internal control and in protecting the assets
of the Company, have further adopted risk management
strategies to identify and evaluate the risks which the
Company could be exposed and its impact to the Company.
P W Corporate Secretarial (Pvt) Ltd.
The Directors having considered the Group’s business
Secretaries
plans, and a review of its current and future operations,
are of the view that the Company and the Group have
adequate resources to continue in operation. The Directors
26th May 2017
have adopted the going concern basis in preparing the
Colombo
financial statements.
The financial statements presented in this Annual Report

for the year ended 31st March 2017, have been prepared
based on the Sri Lanka Accounting Standards (SLFRSs/
LKASs) which came into effect from 1st January 2012.
The Directors have selected the appropriate accounting
policies and such policies adopted by the Group are
disclosed and explained in the financial statements.
The Board of Directors confirms that the Company and

the Group’s Consolidated Statements of Financial Position
as at 31st March 2017 and the Comprehensive Income
Statements for the Company and the Group for the
177
ANNUAL REPORT OF THE BOARD

OF DIRECTORS
The Board of Directors of Aitken Spence Hotel Holdings Integrated Management Discussion and Analysis of
PLC, has pleasure in presenting the Annual Report and the the Annual Report. These Reports together with the
audited financial statements for the year ended 31st March audited financial statements of the Company and
2017 which were approved by the Board of Directors on the Group reflect the respective state of affairs of
26th of May 2017. The details set out herein provide the the Company and the Group.
pertinent information required by the Companies Act No.
07 of 2007, the Colombo Stock Exchange Listing Rules and The Group consists of the subsidiaries and equity
the best accounting practices. accounted investees of Aitken Spence Hotel
Holdings PLC and details of the Group structure is
1. PRINCIPAL ACTIVITIES given on page 92 and 93 of the Annual Report
The principal activities of the company are that of
an investment holding company and hoteliering, 3. ACCOUNTING POLICIES AND CHANGES
and the subsidiary companies are also engaged in DURING THE YEAR
the business of hoteliering, and there has been no The Company and the Group prepared the financial
change in the nature of such activities during the statements in accordance with Sri Lanka Accounting
year. Standards (SLFRSs/LKASs). The significant
accounting policies adopted in the preparation of
2. REVIEW OF OPERATIONS the financial statements of the Company and the
Group are given in pages 210 to 227. There were no
A review of operational and financial performance,
significant changes to the accounting policies used
the future of the Company and the Group are
by the company and subsidiaries during the year
described in greater detail in the Chairman’s
under review vis-à-vis those used in the previous
Statement, Managing Director’s Review and the
year.
Group
For the year ended 31st March 2017 2016
Rs. ‘000 Rs. ‘000
Net Profit before tax 1,549,562 2,520,651
Provision for taxation including deferred tax (535,823) (432,889)
Net profit after tax 1,013,739 2,087,762
Other comprehensive income 974,116 756,009
Total comprehensive income for the year 1,987,855 2,843,771
Total comprehensive income attributable to non-controlling interest (598,623) (1,030,525)
Total comprehensive income attributable to equity shareholders 1,389,232 1,813,246
Transactions directly recognised in the equity statement (14,990) (119,384)
Balance brought forward from the previous year 14,851,205 13,676,628
Amount available for appropriations 16,225,447 15,370,490
Interim/final dividend (618,208) (519,285)
Total reserves and earnings 15,607,239 14,851,205
Stated Capital 3,554,587 3,554,587
Balance attributable to equity holders of the Company at the end of the period 19,161,826 18,405,792
178
4. SYNOPSIS OF THE INCOME STATEMENT OF dividend and cents 32 of the ordinary dividend
THE COMPANY AND THE GROUP were paid out of taxable dividends received from
Subsidiary Companies from which 10% withholding
4.1. Group Revenue and Profits
tax has been deducted and the balance dividend
Revenue generated by the Company during the on ordinary shares of cents 18 was paid out of
year amounted to Rs.690 million. (2016 - Rs.815 dividends received from companies incorporated
million). The Group revenue was Rs. 16,055 million outside Sri Lanka which is subject to 10%
(2016 - Rs. 13,378 million) which is a growth of withholding tax.
20% compared to the previous year. An analysis of
Group revenue based on geographical and business In addition to the aforesaid interim dividend, the
segments is disclosed in notes 4 & 5 to the financial Directors have recommended a final dividend
statements on pages 228 and 229. of 25 cents per ordinary share for the financial
year 2016/2017 (2015/16 Rs. 1.25). The total
The profit after tax of the Group was Rs.1,014 dividend is paid out of dividend received by the
million (2016 - Rs.2,088 million). The Group’s profit Company where 10% withholding tax on dividends
attributable to the equity shareholders of the has been deducted. The Directors are confident
Parent Company for the year was Rs. 676 million that the Company would meet the solvency test
(2016 - Rs. 1,404 million). The segmental profits are requirement under Section 56 (2) of the Companies
disclosed in note 4 of the financial statements on Act No.07 of 2007 immediately after the payment
page 228. of final dividend.
4.2. Donations 5. SYNOPSIS OF THE STATEMENT OF FINANCIAL

During the year, donations amounting to POSITION OF THE COMPANY AND THE GROUP
Rs. 120,000/- were made by the Company, while
5.1 Stated Capital and Reserves
the donations made by the Group during the year
amounted to Rs. 920,371/-. As at 31st March 2017 the Company had issued
336,290,010 ordinary shares and 16,500,000
redeemable cumulative preference shares. The
4.3 Taxation
stated capital of the Company was Rs.3,555 million.
A detailed statement of the income tax rates The Company’s reserves as at 31st March 2017 were
applicable to the individual companies in the Group Rs.5,805 million (2016 - Rs.5,706 million) whereas
and a reconciliation of the accounting profits the total Group’s reserves as at 31st March 2017
with the taxable profits are given in note 11 of the were Rs.15,607 million (2016 - Rs.14,851 million).
financial statements. The movement in these reserves is shown in the
Statement of Changes in Equity - Group on Page
It is the policy of the Group to provide for deferred
206.
taxation on all known timing differences on the
liability method.
5.2. Property, Plant and Equipment
The deferred tax balances of the Group companies The carrying value of property plant and equipment
are given in notes 21 and 31 of the financial for the Company and the Group as at 31st March
statements. 2017 amounted to Rs. 1,541 million and Rs. 37,687
million respectively. The total expenditure on the
4.4 Dividends acquisition of property, plant and equipment during
the year in respect of new assets acquired by the
The Directors have declared and paid an interim
Company and the Group amounted to Rs.170 million
dividend of cents 50 per ordinary share for 2016/17
and Rs.5,132 million respectively.
and a 9% cumulative dividend on the preference
shares for the year ended 31st March 2017 on
30th March 2017. The entirety of the preference
179

OF DIRECTORS
5.3 Market Value of Freehold Properties 6. EVENTS OCCURRING AFTER THE REPORTING
Land recognised as property, plant and equipment DATE
in the financial statements in the Group is recorded No event of material significance that requires
at either fair value or revalued amounts. Revaluation adjustments to the financial statements has arisen
of land is performed with sufficient regularity so other than that disclosed in note 45 to the financial
that the carrying value of the land does not differ statements on page 292.
materially to its market value. Revaluation was
performed by professionally qualified independent 7. GOING CONCERN
valuers having appropriate experience in valuing
The Board of Directors is satisfied that the
properties in the locality of the land being revalued.
Company and the Group have adequate resources
If the fair value of land does not change other than
to continue their operations without any disruption
by an insignificant amount at each reporting date
in the foreseeable future. The Company’s and the
the Group revalues such land every five years.
Group’s financial statements are therefore prepared
on a going concern basis.
Details of the revalued land , revaluation surplus,
and the original cost are given in note 14.3 of the
financial statements. The Group records all other 8. INFORMATION ON THE BOARD OF
assets at cost and check for any impairment of DIRECTORS AND THE BOARD SUB-
these assets when the Group identifies any trigger COMMITTEES
for impairment. 8.1 Board of Directors
The names of the Directors of the Company who
5.4 Contingent Liabilities held office during the financial year is given in the
The details of contingent liabilities are disclosed in following table and their brief profiles are given on
note 38 of the financial statements on page 270. pages 26 to 29 of the Annual Report.
Name of Director Executive Non-Executive Independent

Non-Executive
Deshamanya D.H.S. Jayawardena (Chairman) 3
Mr. J.M.S. Brito (Managing Director) 3
Ms. D.S.T Jayawardena 3
Mr. R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016) 3
Mr. C.M.S. Jayawickrama 3
Mr. G.P.J. Goonewardena 3
Mr. R.N. Asirwatham 3
Mr. C.H. Gomez 3
Mr. N.J. de Silva Deva Aditya 3
All of the above Directors held office during the 8.2 Board Sub-Committees
entire year, with the exception of Mr. R.E.V. Casie The following Committees of the Parent Company
Chetty who resigned w.e.f. 30th June 2016. namely Aitken Spence PLC function as the Audit,
Remuneration, Nomination and Related Party
Transactions Review Committees as permitted by
the Listing Rules.
180
Audit Committee of the Companies Act shall not apply to the said
Mr. R.N. Asirwatham (Chairman) Director
Mr. G.C. Wickremasinghe
Mr. C.H. Gomez Ms. D S T Jayawardena retires by rotation in terms
Mr. N.J. de Silva Deva Aditya/His alternate of Article 83 of the Articles of Association of the
Mr. A.L. Gooneratne Company and being eligible offers herself for re-
election.
Remuneration Committee
8.4 Directors’ Shareholding
Mr. G.C. Wickremasinghe (Chairman)
Mr. R.N. Asirwatham The Directors’ shareholdings are provided on pages
Mr. C.H. Gomez (Appointed w.e.f. 01.07.2016) 301 of the Annual Report.
Nomination Committee 8.5 Interest Register
Mr. G.C. Wickremasinghe (Chairman) An Interest Register is maintained by the Company

Deshamanya D.H.S. Jayawardena as per the Companies Act No. 07 of 2007.
Mr. J.M.S. Brito
Mr. R.N. Asirwatham 8.6 Directors’ Remuneration
The Directors’ remuneration and fees in respect of
Related Party Transactions Review Committee the Company and the Group for the financial year
Mr. R.N. Asirwatham (Chairman) ended 31st March 2017 are disclosed on page 231 of
Mr. G.C. Wickremasinghe the financial statements.
Mr. C.H. Gomez
Mr. N.J. de Silva Deva Aditya/ His alternate 8.7 Related Party Transactions
Mr. A.L. Gooneratne Related party transactions of the Company
and the Group are disclosed in note 43 to the
8.3 Re-appointment of Directors who are over 70 years Financial Statements. These are Recurrent and
of age and Re-election of Directors Non-Recurrent Related Party Transactions,
Upon the recccomondation of the Nomination which required disclosure in the Annual Report in
Committee and the Board, it is recommended accordance with the Sri Lanka Accounting Standard
that Deshamanya D.H.S.Jayawardena and No.24-Related Party Disclosures. However, there
Mr.R.N.Asiriwatham , who are over 70 years of were no Recurrent Related Party Transactions
age and who vacate office in term of Section 210 which in aggregate value exceeded 10% of the
(2) (b) of the Companies Act, be re-appointed as Consolidated Revenue of the Group as per the
Directors, in terms of Section 211 of the Companies latest Audited Financial Statements.
Act, specially declaring that the age limit stipulated
in Section 210 of the Companies Act shall not apply There were no Non-Recurrent Related Party
to the said Directors. Transactions which in aggregate value exceeding
lower of 10% of the equity or 5% of the total assets
Mr.J.M.S.Brito, who attained the age of 70 years of the Company as per the latest Audited Financial
on 21st August 2016 and vacates office at the Statements, which required additional disclosures in
conclusion of the Annual General Meeting in terms the Annual Report under Listing Rule 9.3.2(a)
of Section 210(2) (a) of the Companies Act, is also
recommended by the Nomination Committee The Key Management Personnel and the Group
and the Board , for re-appointment as a Director companies (including the Company) have disclosed
under Section 211 of the Companies Act, specially on a quarterly basis, the proposed transactions
declaring that the age limit stipulated in Section 210 (if any) failing under the ambit of Rule 9 of the
Listing Rule of the Colombo Stock Exchange which
were to be entered into with the Company and
181

OF DIRECTORS
or with another company within the Group and or The Company has no restrictions with regard to
with any other ‘related party’ as defined in the Sri shareholders carrying out analysis or obtaining
Lanka Accounting Standards (as applicable). The independent advice of a non-price sensitive nature
disclosures so made were tabled at the meetings of regarding their investment in the Company and
the Related Party Transactions Review Committee has made all endeavors to ensure the equitable
held on a quarterly basis, in compliance with the treatment of shareholders. The Company’s
requirements of the above-mentioned Rule. corporate governance practices are set out on
pages 150 to 167 of this Annual Report.
The Directors declare that the Company is in
compliance with Rule 9 of the Listing Rules of the 11. RISK MANAGEMENT
Colombo Stock Exchange pertaining to Related
The Directors have established and adhere to a
Party Transactions during the financial year ended
comprehensive risk management framework at
31st March 2017.
both Strategic Business Units and Group levels
to ensure the achievement of their corporate
8.8 Subsidiary Board of Directors objectives. The categories of risks faced by the
The names of Directors of the subsidiary companies Group are identified, the significance they pose are
who held office as at 31st March 2017 and Directors evaluated and mitigating strategies are adopted
who ceased to hold office during the accounting by the Group. The Board of Directors reviews
period are set out on pages 304 to 306 of this the Risk Management Process through the Audit
Annual Report. Committee. The Risk Management Report of the
Group is on pages 186 to 197 of this Report.
9. HUMAN RESOURCES
Our Human Resources strategies and practices 12. INTERNAL CONTROLS
have translated into the creation of a dynamic The Board of Directors ensures that the Group has
and competent human resource team with sound an effective internal control system which ensures
succession planning and a remarkably low attrition that the assets of the Company and the Group are
rate. Our employment strategies are reviewed safeguarded and appropriate systems are in place
periodically by the relevant Committees and the to minimise and detect fraud, errors and other
Board of Directors. irregularities. The system ensures that the Group
adopts procedures which result in financial and
10. CORPORATE GOVERNANCE operational effectiveness and efficiency.
The Group has not engaged in any activity, which
Board of Director’s Statement on Internal Controls
contravenes the national and international laws.
is on page 184, the Statement of Directors’
The Group rigidly adheres to relevant national
Responsibilities on page 177 and the Audit
and international laws and the regulations of
Committee Report set out on pages 168 to 170 of
Professional Institutes and Associations, Industrial
this Report provide further information in respect
Associations, Chambers of Commerce and
of the above.
Regulatory Bodies. The Group complies with the
Listing Rules of the Colombo Stock Exchange
and the Code of Best Practice on Corporate 13. STATUTORY PAYMENTS
Governance issued jointly by the Institute of The Directors to the best of their knowledge
Chartered Accountants of Sri Lanka and the and belief are satisfied that all statutory financial
Securities and Exchange Commission of Sri Lanka. obligations to the Government and to the
The Group applies very high standards to protect employees have been either duly paid or adequately
and nurture the environment in which it operates provided for in the financial statements. A
and ensures strict adherence to all environment confirmation of same is included in the Statement
laws and practices. of Directors’ Responsibilities on page 177 of this
Annual Report.
182
14. CORPORATE SUSTAINABILITY the Company are also the auditors of certain
The Board of Directors guides and supports the subsidiaries and associate companies of the Group.
Group’s sustainability strategy. It welcomes the The list of the subsidiaries and associate companies
implementation of the structured and dynamic audited by them are included on pages 304 to 306
integrated sustainability framework. Awards and of the Annual Report.
recognition received during the year and previous
years are a testament to our commitment as we The amount payable by the Group to Messrs
continue to benchmark our practices against global KPMG, Chartered Accountants as audit fees was
standards and best practices in a myriad of aspects Rs.8,977,337/- while a further Rs.467,332/- was
that affect or potentially affect delivery of growth. payable for permitted non audit related services
More details of the Group’s sustainability efforts are including tax advisory services.
included in the Integrated Management Discussion
and Analysis of this Report. In addition to the above, Rs.1,029,724/- was
payable to other auditors for carrying out audits
in subsidiaries and associates where the audits
15. SHAREHOLDER INFORMATION
were conducted by them. The amount payable to
There were 3,402 shareholders as at 31st March such other auditors for non-audit related services
2017. The distribution schedule of the number of including tax advisory services was Rs.8,450,005/.
shareholders and their shareholdings are detailed As far as the Directors are aware the auditors
on page 298 of this Annual Report. The names of neither have any other relationship with the
the twenty largest shareholders, together with their Company nor any of its subsidiaries and associates
shareholdings as at 31st March 2017 are given on that would have an impact on their independence
page 301 of this Annual Report. The percentage
of the shares held by the public as at 31st March
2017 was 25.41% and the number of shareholders
who held the public holding was 3,391 . Information
relating to earnings per share and the net assets per
share for the Company and the Group, the dividend D.H.S. Jayawardena
per share and the market price per share are given Chairman
on pages 35 and 299 of this Annual Report.
16. AUDITORS
The independent auditors’ Report on the financial
J.M.S. Brito
statements is given on page 201 of this Annual
Managing Director
Report. The retiring auditors Messrs KPMG,
Chartered Accountants have expressed their
willingness to continue in office and a resolution to
re-appoint them as auditors and grant authority to
the Board to determine their remuneration will be P W Corporate Secretarial (Pvt) Ltd
proposed at the Annual General Meeting. The fees Secretaries
payable to the Company auditors Messrs KPMG,
Chartered Accountants was Rs.815,000/- Colombo
26th May 2017
In addition to the above, Rs.410,722/- was payable
by the Company for permitted non audit related
services including tax advisory services. Messrs
KPMG, Chartered Accountants the auditors of
183
G4-56
THE BOARD OF DIRECTORS’ STATEMENT

ON INTERNAL CONTROLS
The Board of Directors is responsible for formulating and In this connection, the Board and the Audit committee
implementing a sound system of internal controls and concludes that an effective system of risk management and
for periodically reviewing its effectiveness and integrity internal control is in place to safeguard the shareholders’
in terms of mitigating any risks associated with such, investment and the Group’s assets.
safeguarding the Group assets and prevention of their
misused or unauthorized disposal. WHISTLE BLOWING POLICY
The Group has implemented a whistle blowing policy
The Board is of the opinion that the system of internal
which aims to provide an avenue for employees to raise
controls is sound and adequate to provide reasonable
concerns about possible irregularities in financial reporting,
assurance regarding the reliability of financial reporting,
internal controls or other matters within the Group. Proper
and the preparation of Financial Statements for external
arrangements have been put in place to facilitate fair and
stakeholders and that they are in accordance with
independent investigation for such matters (if any). The
acceptable accounting principles and the applicable
effectiveness of this policy will be monitored and reviewed
regulatory requirements.
regularly by the Audit Committee.
INTERNAL AUDIT
CODE OF BUSINESS CONDUCT AND ETHICS
Any internal control system has its inherent limitations.
The Group’s Code of Ethics, which is articulated to
However, the Board believes that adequate internal
Directors and all employees includes a strong set of
controls are in place to mitigate such limitations. We have
corporate values and required conduct. The Board ensures
a fully-equipped Internal Audit Department to assist the
that Directors and employees strictly comply with the
maintenance of our sound system of internal control for
Group’s Code of Ethics at all levels in the performance of
purposes of protecting all stakeholder interests and the
their official duties, communications, role modelling and in
Group assets.
any other circumstances, so as to prevent the tarnishing of
the Group’s image in any manner. The violation of the Code
The Group’s Internal Audit function is an independent
of Ethics is an offence that is subject to disciplinary action.
function that reports directly to the Audit Committee.
It undertakes regular reviews of the Group’s operations
and system of internal controls based on annual audit GOING CONCERN
plans approved by the Audit Committee. The Internal The Statement of Going Concern is set out in the ‘Annual
Audit function carries out the reviews with impartiality, Report of Board of Directors’ on page 180 of this report.
proficiency and due professional care. The Internal Audit
findings are discussed at management level and actions RISK MANAGEMENT
are agreed in response to the Internal Audit function’s An overview of the Group’s framework for identifying and
recommendations. The progress of implementation of managing risk, both at an operational and strategic level, is
the agreed actions is reviewed and verified by the Internal set out on pages 186 to 197 of this report.
Audit function through its follow-up reviews. The Audit
Committee reviews all internal audit findings, management
ANNUAL REPORT
responses and the adequacy and effectiveness of the
internal controls. The Board of Directors is responsible for the preparation of
the Annual Report and confirm that the quarterly reports,
Annual Financial Statements and the annual review of
REVIEW ADEQUACY AND EFFECTIVENESS
operations of the Company and its subsidiaries, associate
The Board and the Audit committee have reviewed the companies and joint venture that are incorporated in this
effectiveness of the financial, operational, and compliance Annual Report have been prepared and presented in a
controls, and internal control systems, including risk reliable manner, based on a balanced and comprehensive
management for the period and have taken appropriate assessment of the financial performance of the entire
remedial steps where necessary. Group.
184
CONFIRMATION
All financial statements are prepared in accordance with
the requirements of the Companies Act No. 7 of 2007, Sri
Lanka Accounting and Auditing Standards Act, Listing Rules
of the Colombo Stock Exchange and other regulatory
bodies as applicable for the Group.
We have duly complied with all the requirements prescribed

by the regulatory authorities including the Colombo
Stock Exchange and the Registrar of Companies. The
consolidated financial statements and the Company
financial statements for the year ended 31st March
2017 have been audited by Messrs. KPMG, Chartered
Accountants,
Deshamanya D H S Jayawardena
Chairman
J M S Brito
Managing Director
R N Asirwatham
Chairman
Audit Committee
Colombo
26th May 2017
185
G4-02 G4-14 G4-46 G4-47 G4-SO03 G4-SO04
RISK
MANAGEMENT
Recent events both global & domestic have clearly However, we also recognize that risk management is a
demonstrated the need to have an adequate risk shared responsibility of all employees within the Group,
management process in place. This demands a proactive rather than being a separate and standalone process,
approach to risk management, from risk identification to hence it is integrated into all business and decision-
risk mitigation, at all levels of the organisation. making processes including strategy formulation, business
planning, business development, investment decisions,
Aitken Spence Hotel Holdings PLC, has therefore capital allocation, internal control and day-to-day functions.
established an integrated risk management processes to
identify the types risks specific to the industry in which it Our integrated approach identified the importance of risk
operates, measure those potential risks and to develop management by
strategies in order to mitigate risks. Risk management is an
y Cultivating a proactive risk management culture
essential element of our corporate governance structure
and strategic development process. Therefore, appropriate y Embedding risk management activity across our
systems, policies and procedures are in place in all areas business
of operations and they are periodically reviewed to ensure
y Developing comprehensive and accurate risk content
adequacy and adherence. At Aitken Spence Hotel Holdings,
risk management is an integrated discipline. We recognize y Robust risk management process and framework
the pivotal role it plays in balancing strategic planning
with business execution and compliance. This facilitates PROACTIVE RISK MANAGEMENT CULTURE
informed decision-making and a conscious evaluation of Having in place an effective system of internal controls
opportunities and risks. and risk management is essential to being a Responsible
Business. Therefore, the Board aims to embed proactive
Aitken Spence Hotel Holding’s overall risk management risk management capability and culture throughout the
process is overseen by the Board through the Audit business. In achieving this, the Board is supported by the
Committee as a pivotal part of corporate governance. Audit Committee and Management Committee.
Review Risk Management Process

* Continuous improvement
Risk Identification Risk Prioritization and Develop Risk Implementation of Risk Reporting
Process Assessment Response Strategy Strategy
* Reporting the
* Identify all possible * Determine the Decide how to * Cost benefit status of the risk
risks (Internal / probability of manage the risk: analysis will be reduction actions
External) occurrence and the * avoided, accept, carried out ascertain and provides
consequence of mitigate, transfer, if the benefits gained information on how
occurrence.
* Develop a response in implementing the risks are being
*Determine the to the risk, in line with the strategy managed.
risk category using the decision made outweighs the cost
the risk assessment how the risk is to implementation
matrix. be handled, that is
* Classify the risk practical and can be
(High, Moderate, Low) implemented.
* Determine the
causes of the
significant risks
Monitoring of Controls
* Implement the risk response, Monitor and re evaluate if required, Update the risk management plan for changes or new risks,
Implement changers in a controlled Manner
186
At Aitken Spence Hotels, sustainability and risk Aitken Spence Hotels Holdings’ major risks are categorized
management are interrelated with the focus firmly on in terms of three facets as follows:
minimising risk and seizing opportunities in a socially and
environmentally responsible manner. Business and These are mainly long-term
strategic risk uncertainties and untapped
Aitken Spence Hotel Holdings has developed and follows opportunities embedded in group
a comprehensive risk management framework to evaluate strategic intent and how well they are
new opportunities to diversify and to build competitive executed. As such, they are key matters
advantage over competitors. In formulating this framework, for the board and affect the whole
the Board of Directors and Senior Management have business.
identified and taken into consideration the Group’s key
business objectives, goals and strategies. Risk Management Competitive risk – Socio economic and
Process is a continuous cycle as risks will change on a political risk – Environmental risk
regular basis. Hence, Risk Management process comprises Financial risk Risks faced by the Group relate to
of different steps, such as identification, evaluation, the availability of funds to meet
response and subsequent monitoring of risks. business needs and ability to deliver
adequate return to the group.
RISK IDENTIFICATION
This is the starting point of the Risk Management Process. Risks of losses arising from the adverse
The success of the entire Risk Management Process hinges movements in market prices, risks that
on the comprehensiveness and clarity of risks identified. the Company may not have sufficient
Aitken Spence Hotel Holdings PLC, has a comprehensive funds to meet financial obligations
system in place to identify risks. Both a “top – down” and failure of a customer to meet its
approach and a “bottom – up” approach are adopted contractual obligations.
to facilitate the identification of all risks across a broad
spectrum. Credit risk – Foreign exchange risk –
Interest rate risk – Liquidity risk
Aitken Spence Hotel Holdings PLC, operates in a dynamic Operational Risks directly affect business operations
business environment, resulting in new risks emerging from risk with a potential impact on financial
time to time. Thus, it is imperative to identify and treat such position and business performance or
risks before they become threats. The strategic risk unit the external activities which affect day
continuously monitors the external environment, to identify to day activities of the group.
such emerging risks.
Health and safety risk – Fraud risk
– Project implementation risk –
Operations risk – Human resources and
talent management risk – Technology
risk – Legal risk.
187
RISK
MANAGEMENT
RISK PROFILE AND KEY RISKS

Aitken Spence Hotel Holdings PLC, uses a risk management ranking matrix to identify the key risks specific to the Group .
To understand the impact to the Group, the identified risks are assessed by analysing the inherent risks faced by the Group.
The prioritisation process assists in deciding which risk is to be treated as a priority while formulating the risk management
strategy.
Risk Ranking Matrix Severity of Consequence
Negligible Low Medium Major Extreme
i Probable
e High 05 12, 13 03, 08
i
07, 09, 10 06
Medium
h
o
11 01, 02, 04, 14
o Low
Remote
All the prioritised risks will be rated based on the likelihood Major: Initiate mitigation activities at next available
of occurrence and impact it will have. The risk rating matrix opportunity to reduce risk. If such activities cannot
will be used to facilitate the risk ranking process. The level sufficiently reduce risk level, Board of Directors approval is
of risk absorbed by the business will depend on the Group’s required to confirm acceptance of this level of risk.
risk appetite.
Medium: Level of risk is acceptable within tolerances of the
Our key risks, in terms of residual severity of consequence risk management policy. Additional risk mitigation activities
and likelihood, are displayed as follows: may be considered if benefits significantly exceed cost.
Extreme: Initiate mitigation activities immediately to Low: Monitor risk according to risk management policy
reduce risk. If such activities cannot sufficiently reduce risk requirements, but no additional activities required.
level, consider discontinuation of the applicable business
operation to avoid the risk. Negligible: Consider discontinuing any related mitigation
activities so resources can be directed to higher-value
188
activities, provided such discontinuance does not adversely Before rolling out the implementation, Aitken Spence Hotel
affect any other risk areas. Holdings PLC, evaluates the cost benefit for the proposed
mitigation to ensure that the treatment is economically
RISK APPETITE feasible, where benefits gained outweighs the cost of
implementation.
Aitken Spence Hotel Holdings PLC, defines risk appetite as
the amount and type of risks deemed reasonable before
rolling out its business strategy. This in turn, helps the MONITORING OF CONTROLS
Group to maintain its normal course, even in the event of Monitoring and control are enabling activities which are
unexpected circumstances. Several severe scenarios are essential so that continuous improvement can be achieved
taken into account that could have a negative impact on and to ensure the prevalence and relevance of the tourism
the levels of capital, liquidity, profitability and the share risk management process. Risk doesn’t remain static, so
price. it’s essential that tourism risk management is an on-going
process with regular monitoring and reviewing of hazards,
RISK RESPONSE STRATEGY elements at risk, process, outcome and efficiency of the
risk treatment measures. Regular reviews will be carried out
Based on the risks identified, their drivers or root causes
in order to ensure that there are sound internal controls
and their susceptibility to measurement, the Management
and procedures in place to manage and mitigate risks.
decides on the appropriate risk response. There are four
The internal audit department of the parent company is
categories of risk responses – avoid, accept, mitigate and
responsible for providing assurances on the effectiveness
transfer. Aitken Spence Hotel Holdings PLC first decides
of internal controls within the group and reports directly
whether to accept or reject a risk based on an assessment
to the Audit Committee of Aitken Spence Hotel Holdings
of whether the risk is desirable or undesirable. A desirable
PLC which ensures separation of duties and assists in good
risk is one that is inherent in the entity’s business model
governance. The ultimate responsibility for the group’s
or normal future operations and is one in which the
internal controls and reviewing its effectiveness rests with
company believes it can monitor and manage effectively.
the Board of Directors. External Auditors are also engaged
An undesirable risk is one that is off-strategy, offers
in carrying-out special assignments wherever appropriate
unattractive rewards or cannot be monitored or managed
to ensure transparency and compliance.
effectively. If an entity chooses to accept a risk it can
accept it at its present level; reduce its severity and/or its
likelihood of occurrence. REVIEW RISK MANAGEMENT PROCESS
The Group continuously monitors its risk management
RISK REPORTING procedures and will make improvements to the existing
model, considering the dynamic business environment it
Depending on the risk response selected, the management
operates in.
identifies any gaps in risk management capabilities and
improves those capabilities as necessary to implement
Annually, the Board sets and updates the risk appetite of
the risk response. Over time, the effectiveness of risk
the Group, it also monitors the Group’s risk profile while
mitigation activities will be monitored.
ensuring the consistency between both.
IMPLEMENTATION OF MITIGATION STRATEGIES Further, the Audit Committee, through the internal audit
Aitken Spence Hotel Holding PLC, has in place a department, ensures the conformity and consistency of the
systematic, step by step implementation plan, which risk management process exercised across all hotels in the
cascades to all levels of the organisation. Group, without exception.
The risk mitigation strategy ensures the risk profile is Indicated below are the risks deemed to have the most
maintained within the levels set by the risk appetite and significant impact on the group’s strategic, financial and
the other limits. It also incorporates the adoption of the operational objectives, performances and the relevant risk
necessary corrective and mitigation measures to maintain management strategies initiated, categorised according to
risk levels in line with the defined objectives. risk type and rating.
189
RISK
MANAGEMENT
ANALYSIS OF GROUP RISK, IMPACT AND RISK MITIGATION STRATEGIES

Strategic Risk
01 . Business Risk Impact Risk Management Strategies
Failure to implement strategic Reduced revenue, Integrating risk awareness directly into strategic decision making
plans, Revenue improvement cash flow and by holding regular meetings of Board of Directors and members
& cost saving initiatives profitability. of the management committee in order to formalize future
and under take profitable strategies and plans and to revise and update plans, taking in to
investments. consideration the changing circumstances of the group.
The inability of the group to Hinder future growth. A sophisticated and streamlined management information
achieve its business objectives. system, using the latest property management and enterprise
resource planning software, and the preparation of detailed

operational and capital expenditure budgets enables the group
to assess actual performance against planned, and take remedial
action wherever necessary.

Damages investor Focus on strategic resilience by considering how strategic
confidence. decisions can affect resilience, incorporate resilience into
all decision making, and always be on the lookout for more

strategically resilient alternatives in order to build greater
corporate agility.
All members of the Board attend regular workshops, seminars
and professional training programs in order to update their skills
and knowledge.
Thorough due diligence and project feasibility studies are
conducted for all major investments. In addition, professional
advices are obtained from outside sources when necessary.
The group monitors its main competitors in order to lower
the response time needed to counter any new strategies
implemented by them.
Implementation of cost control procedures and innovative cost
saving initiatives particularly with regard to energy costs.
190

02 . Socio-Economic, Political Impact Risk Management Strategies
& Environmental Risk
Major events affecting either Lowering the The group works closely with lobby groups, relevant authorities
economic or political stability competitiveness and trade associations to ensure the best interests of the
on a global and local level of the group’s tourism industry are fulfilled at all times.
which exposes the group to product offering
a risk. on the national and
international market.

Reduction in revenue The group is not reliant on any single geographical region for
and increase in cost its returns and has forayed in to other regions in Asia such as
thereby reducing cash Maldives, India and Oman, significantly reducing the adverse
flow and profitability. impact from this risk. (Risk Diversification).
Possible restrictions Making prudent investments in various countries such as
on movement of Maldives, India and securing hotel management contracts in
capital / repatriation India and Oman ensures that the group is not reliant on any
of profits between single geographical region for its revenues and cash flow.
countries.
Reduction in control The group continuing to monitor the macroeconomic situation
over the ownership of within countries it operates and make necessary adjustments,
assets. including cost optimization programmes where suitable and
developing revenue management tools and guidelines to assist
hotels to monitor local developments in supply and demand and
to inform decisions on pricing, promotional channels and room
inventory.
Risks from natural or man- Loss of assets resulting Appropriate disaster recovery and business continuity plans are
made disasters. in significant losses to in place at all the hotels, which drives prompt recovery, in an
the group. unlikely event of a disaster and also safeguards the assets of the
group.
03 . Competitive Risk Impact Risk Management Strategies
Due to the rapid growth Reduced market share The group’s service excellence, committed and award winning
of the tourism industry the and rates reducing staff, uniqueness of properties, innovative product and service
number of hotel rooms has revenue, cash flow and developments and the strength of its brands enables the group
significantly increased, leading profitability. to counter threats from new and existing players via sustainable
to a price war among hotels. competitive advantage.
Increased promotional Leveraging the group’s long-term relationship with major tour
expenditure. operators, and the strength of the sister company in the travel
industry (Aitken Spence Travels Ltd.) gives the group a significant

advantage over its competitors.
Maintaining a positive relationship with employees with a better
remuneration and performance appraisal scheme.
During off peak season, the group floats promotional rates and
offers, mostly in collaboration with banks, in order to boost sales
amidst competition.
191
RISK
MANAGEMENT

OPERATIONAL RISK
04. Reputation Risk Impact Risk Management Strategies
Risks to the group’s reputation Decline in the The group employs a well-defined hygiene quality assurance
and Brand image. customer base and system to ensure the highest quality of service. At operational
difficulties in securing level, systems are in place to promptly address any issues /
future management complaints brought about by the clients and to take proactive
contracts resulting in steps to mitigate similar occurrences in the future.
reduced market share,
revenues, cash flow
and profitability.
Ensuring all statutory and legal obligations are met in all
transactions.
Deterioration of Regular training sessions are held to educate staff on quality
corporate image. standards and new developments in the hospitality industry
ensuring the quality of the group’s product offering and to
maintain our trusted reputation.
The group may have Deployment of an effective compliance system. The group is
to face litigation which committed to best environmental practices to ensure strict
can be costly. compliance with local regulations and maintains harmonious
relationships with the localities in which the hotel operate.

Relevant loyalty programmes and intellectual property

mechanisms are in place to ensure trade mark protections.
The Board ensures that the company strictly complies with all
relevant laws and codes of best practices and is not involved in
any unethical business practices. A group code of ethics booklet
is given to all executives of the group and they confirm their
acceptance of the same.
05 . Fraud Risk Impact Risk Management Strategies
Risks from break down of Wastage of Regular reviews of the effectiveness of internal controls
internal controls, processes management time and are performed by the corporate internal audit department
and procedures. resources. supplemented by regular management audits carried out by
internal teams with in the group ensure the robustness and

adequacy of internal controls.
The Company uses comprehensive general & specific reporting
and monitoring systems to identify, assess and manage risks.
Possible loss of data. Making each employee accountable for ethical behavior, high
standards for business conduct and adherence to laws ensures

that transactions occur in a reliable manner.
Staff rotation & Special verification audits across the group.
Increased possibility of External auditors are also engaged as and when required to carry
fraud and misuse. out special reviews wherever necessary.
Disruptions to the The group uses comprehensive general & specific reporting and
normal course of monitoring systems to identify, assess and manage risks.
operations.
192

Lack of ability to track Ensuring that only trained, trustworthy, knowledgeable and
performance against competent personnel perform critical tasks in order to prevents
budgets, forecasts and errors, irregularities and fraud.
schedules.
Illegal transactions The group has implemented a whistle blowing policy, where any
include theft or staff member can report potential frauds and misappropriations
misappropriation of anonymously.
assets by employees.
06 . Debtors Impact Risk Management Strategies
Risk of default by debtors. Reduced cash flow Proactive credit policies and procedures are in place to verify
and profitability. the creditworthiness and determine the potential credit risk
associated with a client.
07 . Operations Risk Impact Risk Management Strategies
Project Implementation Risk. Unbudgeted spending, Realistic project timelines and scopes are decided after
cost over runs and consulting all required stake holders.
delays in project
Communicating the strategic planning messages and associated
implementation may
data to middle and first line managers helps them educate their
have a significant
cadre. Well informed employees are most likely to commit to
impact on the
and support the plan.
estimated profit
margins. Standardized processes have been set up to cover project
consultancy, project award and material procurement.
Dedicated teams monitor the project progress against the
defined timelines and check whether the achievements comply
with the group sustainability credentials.
Health and Safety Risk. Affect group Heating, ventilation and air conditioning (HVAC) systems are
reputation and brand the lifeline systems of a building’s operations and health. These
image. systems are regularly inspected and maintained by qualified
operators.
The groups centralized security division constantly review and
monitor security status of individual resorts.
Conducting quality audits and risk management reviews, guests’
satisfaction surveys & intelligence gathering.
Food safety Risk. Increase food and hygiene standards through obtaining ISO
22000 and HACCP certifications.
Risk of Fire. Adequate automatic and manual fire detection and suppression
systems are in place and are tested frequently.
Supply Chain Risk. Hinders operational An effective group wide supply chain risk management (SCRM)
efficiencies leading to is practiced to ensure that supply chain risks are kept at minimal

the inability to meet levels.
guest’s demands.
Adequate inventory levels are maintained at all hotels to
compensate for any unforeseen supply disruptions.
193
RISK
MANAGEMENT

Contractual Risk arising from May result in claims The hotel has adequate contractual risk transfer clauses built
third party service providers. and loss of reputation into the agreements.
of the hotel, if service
Where necessary, insurance policies have been obtained from
standards are not met
service providers to cover potential claims arising due to poor
by these third-party
service standards.
service providers.
Few group hotels offer Each hotel ensures that such service providers are licensed to
number of services (spa, gem provide their respective services.
shop, water sport etc.), which
are outsourced to third party.
Risk of increasing energy cost. Significant impact on The group has implemented energy management systems at all
profit margins due to its properties.

fluctuations in fuel/
Further, the group’s energy management strategy extends to its
energy prices.
purchasing function. Energy consumption is a criteria which is
strictly looked at when purchasing lighting equipment, chillers,
air conditioners etc.
08 . Employee Risk Impact Risk Management Strategies
Due to the rapid growth of Reduced productivity. Significant resources are invested in strengthening our human
the tourism industry, there is a capital through the deployment of the latest Human Resource
significant shortage of skilled Information Systems, regular staff training & development,
labour. succession planning and fostering a performance-based culture.
Reduced quality of Tap into target resource pools by attending job fairs and
service resulting in strategic partnerships with hotel schools, technical colleges,
reduced market share universities and professional institutes.
and group’s image.
Offering competitive monetary and non-monetary benefits to
attract and retain skilled employees.
Rewards and Recognition (E.g.: Employee of the month).
Risk of organized labor Adverse impact Maintain cordial relationship with Trade Unions and adopting
activities and Trade Union on service levels, interest-based negotiations for win-win solutions.
actions. expected quality
Development of a Multi-skilled work force through structured
standards, operational
and focused training programmes.
efficiency and group’s
reputation. Standardization of policies, procedures and practices in order to
achieve ease of work.
Loss of revenue, due Practice an open-door policy where employees are free to
to potential down time express their concerns openly.
resulting from strikes.
09 . Technology Risk Impact Risk Management Strategies
Risks relating to Information Loss of revenue and The group has implemented the latest in Property Management
Technology and security. business opportunities and Reservation software, along with the group-wide Enterprise
due to outdated Resource Planning software, facilitating faster, more accurate
software resulting in information for decision making. Regular review of systems and
reduction in cash flow upgrades where appropriate.
and profitability.
194

Loss of key Implementation of a comprehensive IT policy within the group,
confidential supported by adequate systems and controls, ensures the safety
information to and security of data. Contingency plans are in place to mitigate
competitors resulting any short-term loss on IT services.
in reduced market
share.
Loss of data and All employees are bound by the group code of ethics to
transactions. safeguard the group’s information, a copy of which is given to all
employees.

Aitken Spence Hotel Holdings PLC allocates significant

proportion of its marketing budget for innovative promotional
tools such as online search engines and loyalty programmes and
mobile apps.

Aitken Spence Hotel Holdings PLC continues to aim to be fully
compliant with payment card Industry-Data security standards
using tools and services from a leading specialist third party
provider with respect to payment card processing.
The information security division performs routine vulnerability
assessments on all IT related systems.
A dedicated central IT team in place to support all IT related
aspects of the group.
10 . Legal Risk Impact Risk Management Strategies
Risk of legal action due to High cost of legal A comprehensive internal control system in place supplemented
non-performance of legal and penalty fees by regular audit from the corporate internal audit department in
and statutory requirements, resulting in reduced collaboration with the corporate legal division.
further vague clauses in profitability.
contracts and agreements
could be misinterpreted by
third parties to their benefit.
Adverse impact to the Ensuring all statutory and legal obligations are met in all
group’s reputation and transactions.
Brand image.
195
RISK
MANAGEMENT

May result in legal All contracts and agreements are vetted by the group legal
litigations. division, so as to safe guard the interest of the group.
FINANCIAL RISK
11 . Credit Risk Impact Risk Management Strategies
Risks from high operational Significantly reduced Increased flexibility of the group’s operational cost structure
gearing. cash flow and through seasonal recruitments, using rental agreements as
profitability during low opposed to outright purchase and outsourcing non-core
occupancy periods. operations.
Sound capital structure and availability of adequate funding
options in the group.

Obtain adequate bank guarantees from tour operators as a risk

transfer mechanism.

The management actively monitors and reviews debtors
periodically, and intensive follow-up actions are taken on long
outstanding debts.
Entering in to guaranteed performance contracts with travel
agents and tour operators. All the assigned rates, credit limits,
settlement procedures, termination and penalties imposed for
delayed payments are incorporated in to the agreements.
12 . Foreign Exchange Risk Impact Risk Management Strategies
Risks from adverse exchange Reduced cash flow Negotiation of room rates in stronger currencies. Strong
rate fluctuations. and profitability. counter party backing and use of sophisticated financial
instruments where appropriate.

Matching outflows with inflows of the same currency to the

extent that is permitted by the prevailing laws.

The treasury division of the parent company monitors exchange
rates on daily basis and advices the company on the best rates to
obtain for foreign currency. conversions.

Considering the possibility of contracting in local currency
with local travel agents instead of foreign currency, in order to
transfer the possible exchange rate risk.
Apply a bottom-up approach to identifying consolidated foreign
currency exposures. Determine in what currencies each foreign
subsidiary collects receivables and makes payments.
Develop a strategy to manage consolidated exposure.
196

13 . Interest Rate Risk Impact Risk Management Strategies
Risk arising due to the volatility Reduced cash flow Entering in to loans with interest rate caps mitigated this risk and
of fair value or future cash and profitability. other instruments to minimize the volatility of cash flows.
flows of a financial instrument
Working closely with the parent company treasury department
fluctuating because of
to negotiate favorable terms and conditions for loan facilities
changes in market interest
obtained.
rates.
14 . Liquidity Risk Impact Risk Management Strategies

Risk of not being able to meet Penalty charges and Preparation of regular cash flow forecasts in line with projected
financial commitments as and unfavourable terms occupancy fluctuations in order to assess the liquidity position of
when they fall due. when obtaining future the group in the short term.
loans resulting in
Strong capital structure of the group with sustainable growth in
reduced profitability.
operating earnings.

Making optimum use of cash inflows with the help of the

corporate treasury division, ensuring the group-wide interest
exposure is kept to a minimum.

Regular review of actual performance against planned to ensure
achievement of budgeted targets.
197
G4-22
FINANCIAL
INFORMATION
198
FINANCIAL REPORTS
201 Independent Auditors’ Report
202 Income Statement
203 Statement of Profit or Loss and
204 Statement of Financial Position
206 Statement of Changes in Equity
208 Statement of Cash Flow
210 Notes to the Financial Statements
199
FINANCIAL CALENDAR
Events / Information 2017

Fortieth Annual General Meeting 30th June
Final Dividend for 2016/2017 11th July
Ex Dividend 3rd July
Interim Statement for the three months ended 30th June 1st week of August
Interim Statement for the six months ended 30th September 1st week of November
2018
Interim Statement for the nine months ended 31st December 1st week of February
200
INDEPENDENT AUDITORS’ REPORT
TO THE SHAREHOLDERS OF AITKEN SPENCE HOTEL of the entity’s internal control. An audit also includes evaluating
HOLDINGS PLC the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by Board, as well as
Report on the Financial Statements evaluating the overall presentation of the financial statements.
We have audited the accompanying financial statements of
Aitken Spence Hotel Holdings PLC, (“the Company”), and We believe that the audit evidence we have obtained is sufficient
the consolidated financial statements of the Company and and appropriate to provide a basis for our audit opinion.
its subsidiaries (“Group”), which comprise the statement of
financial position as at March 31, 2017, and the income statement, Opinion
statements of profit or loss and other comprehensive income,
In our opinion, the consolidated financial statements give a true
changes in equity and cash flows for the year then ended, and
and fair view of the financial position of the Group as at March 31,
notes, comprising a summary of significant accounting policies
2017, and of its financial performance and cash flows for the year
and other explanatory information set out on pages 202 to 292 of
then ended in accordance with Sri Lanka Accounting Standards.
the annual report.
Report on Other Legal and Regulatory Requirements

Board’s Responsibility for the Financial Statements
As required by section 163 (2) of the Companies Act No. 07 of
The Board of Directors (“Board”) is responsible for the
2007, we state the following:
preparation of these financial statements that give a true and fair
view in accordance with Sri Lanka Accounting Standards, and for a) The basis of opinion and scope and limitations of the audit
such internal control as Board determines is necessary to enable are as stated above
the preparation of financial statements that are free from material
misstatement, whether due to fraud or error. b) In our opinion:
Auditors’ Responsibility - we have obtained all the information and explanations that
were required for the audit and, as far as appears from our
Our responsibility is to express an opinion on these financial examination, proper accounting records have been kept by the
statements based on our audit. We conducted our audit in Company,
accordance with Sri Lanka Auditing Standards. Those standards
require that we comply with ethical requirements and plan and - The financial statements of the Company give a true and fair
perform the audit to obtain reasonable assurance about whether view of its financial position as at March 31, 2017, and of its
the financial statements are free from material misstatement. financial performance and cash flows for the year then ended
in accordance with Sri Lanka Accounting Standards.
An audit involves performing procedures to obtain audit evidence - The financial statements of the Company, and the Group
about the amounts and disclosures in the financial statements. comply with the requirements of sections 151 and 153 of the
The procedures selected depend on the auditors’ judgment, Companies Act No. 07 of 2007.
including the assessment of the risks of material misstatement
of the financial statements, whether due to fraud or error. In
making those risk assessments, the auditor considers internal
control relevant to the entity’s preparation of the financial
CHARTERED ACCOUNTANTS
statements that give a true and fair view in order to design audit
procedures that are appropriate in the circumstances, but not Colombo
for the purpose of expressing an opinion on the effectiveness May 26, 2017
201
G4-09
INCOME STATEMENT
Group Company
For the year ended 31 st March 2017 2016 2017 2016
Notes Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Revenue 5 16,055,386 13,378,071 689,545 814,923

Revenue taxes (422,348) (210,310) (15,089) (18,168)
Net revenue 15,633,038 13,167,761 674,456 796,755
Other income / (expenses) 6 (98,600) 69,841 853,147 614,907

Staff costs (2,746,929) (2,122,117) (149,189) (158,113)
Depreciation (1,470,418) (983,567) (59,128) (95,860)
Amortisation and impairment (112,819) (71,497) (60,968) (174)
Other operating expenses - direct 7 (3,351,276) (2,545,794) (178,574) (191,885)
Other operating expenses - indirect 8 (5,554,832) (4,631,604) (314,981) (279,808)
Profit from operations 9 2,298,164 2,883,023 764,763 685,822
Finance income 167,613 149,972 29,819 41,204

Finance expense (745,013) (347,314) (164,221) (2,737)
Net financing income / (expense) 10 (577,400) (197,342) (134,402) 38,467
1,720,764 2,685,681 630,361 724,289
Share of profit /(loss) of equity accounted investees
(net of tax) 19 (171,202) (165,030) - -
Profit before taxation 1,549,562 2,520,651 630,361 724,289
Income tax expense 11 (535,823) (432,889) 20,927 (11,814)
Profit for the year 1,013,739 2,087,762 651,288 712,475
Attributable to:
Equity holders of the parent company 675,873 1,403,766 651,288 712,475
Non - controlling interests 337,866 683,996 - -
1,013,739 2,087,762 651,288 712,475
Earnings per ordinary Share - Basic / Diluted (Rs) 12 1.97 4.13 1.89 2.07
Figures in brackets indicate deductions
The notes on pages 210 to 292 form an integral part of these financial statements.
202
STATEMENT OF PROFIT OR LOSS AND

OTHER COMPREHENSIVE INCOME
Group Company
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Profit for the year 1,013,739 2,087,762 651,288 712,475

Items that will never be reclassified to profit or loss
Revaluation of property, plant and equipment 207,669 - 60,000 -
Share of other comprehensive income of equity
accounted investees 51,513 (177) - -
Actuarial gains/ (losses) on defined benefit obligations 7,515 (2,896) 6,000 (899)
Income tax on actuarial gains / (losses) arising from (1,160) 371 (720) 108
retirement benefit obligations
265,537 (2,702) 65,280 (791)
Items that are or may be reclassified to profit or loss

Foreign currency translation differences of foreign operations 784,324 736,507 - -
Net change in fair value of available for sale financial assets (75,745) 22,204 - -
708,579 758,711 - -
Other comprehensive income for the year net of tax 974,116 756,009 65,280 (791)
Total comprehensive income for the year net of tax 1,987,855 2,843,771 716,568 711,684
Attributable to:
Equity holders of the parent company 1,389,232 1,813,246 716,568 711,684
Non - controlling interests 598,623 1,030,525 - -
1,987,855 2,843,771 716,568 711,684
203
STATEMENT OF FINANCIAL POSITION
Group Company
As at 31 st March 31.03.2017 31.03.2016 31.03.2017 31.03.2016
Notes Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
ASSETS
Non-Current Assets
Property, plant and equipment 14 37,687,160 23,101,360 1,541,933 1,370,811
Leasehold properties 15 2,042,460 2,006,728 - -
Prepaid operating leases 16 1,791,169 1,811,071 - -
Intangible assets 17 404,612 380,166 1,423 14
Investment in subsidiaries 18 - - 7,585,526 4,234,420
Investment in equity accounted investees 19 1,294,427 4,982,212 1,094,994 4,024,336
Other financial assets 20 126,650 202,395 - -
Deferred tax assets 21 157,760 147,969 24,356 5,349
43,504,238 32,631,901 10,248,232 9,634,930
Current Assets
Inventories 22 476,821 303,420 22,836 18,633
Trade and other receivables 23 1,946,990 1,267,940 110,119 128,863
Amounts due from holding company 24 355,663 33,823 - 14,436
Amounts due from parent's group entities 25 442,096 374,290 321,952 359,106
Deposits and prepayments 704,549 689,950 23,410 5,173
Prepaid operating lease 71,557 32,746 - -
Current tax receivable 11,077 4,640 3,433 -
Other financial assets 26 2,349,518 2,151,263 100,000 -
Cash and cash equivalents 26 2,315,478 958,241 742,323 114,113
8,673,749 5,816,313 1,324,073 640,324
TOTAL ASSETS 52,177,987 38,448,214 11,572,305 10,275,254
EQUITY AND LIABILITIES

Equity Attributable to Equity Holders of the Company
Stated capital 27 3,554,587 3,554,587 3,554,587 3,554,587
Reserves 28 4,352,819 3,646,200 722,139 662,139
Retained earnings 11,254,420 11,205,005 5,082,452 5,044,092
19,161,826 18,405,792 9,359,178 9,260,818
Non -controlling interests 8,270,862 5,429,111 - -

Total Equity 27,432,688 23,834,903 9,359,178 9,260,818
204
Group Company
As at 31 st March 31.03.2017 31.03.2016 31.03.2017 31.03.2016
Notes Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Non-Current Liabilities
Interest - bearing borrowings 29 14,450,707 8,186,477 933,400 -
Government grants 30 143 299 - -
Deferred tax liabilities 31 368,880 237,166 - -
Other Liabilities 32 597,833 - - -
Employee benefits 33 177,462 174,333 29,361 32,935
15,595,025 8,598,275 962,761 32,935
Current Liabilities
Trade payables 640,690 417,712 27,109 33,418
Other provisions and payables 34 2,847,517 2,351,448 170,339 101,790
Amounts due to holding company 348,329 155,804 207,530 24,326
Amounts due to parent's group entities 35 129,916 97,581 660,903 801,338
Interest bearing borrowings 29 3,311,162 1,826,509 66,600 -
Current tax payable 126,341 329,295 - 4,381
Short term bank borrowings 1,746,319 836,687 117,885 16,248
9,150,274 6,015,036 1,250,366 981,501
TOTAL LIABILITIES 24,745,299 14,613,311 2,213,127 1,014,436
TOTAL EQUITY AND LIABILITIES 52,177,987 38,448,214 11,572,305 10,275,254
The above Statements of Financial Position are to be read in conjunction with notes to the financial statements on pages 210 to 292
I certify that the financial statements for the year ended 31st March 2017 are in compliance with the requirements of the Companies
Act No. 07 of 2007.
D. G. P. Ekanayake
Assistant Vice President - Finance
The Board of Directors is responsible for the preparation and presentation of these financial statements.
Approved and signed for and on behalf of the Board
D.H.S Jayawardena J.M.S Brito

Chairman Managing Director
26th May 2017

Colombo
Sri Lanka
205
……….………………………….......……..Attributable to equity Holders of the Parent……………………………………
206
Group Stated General Foreign Available for Revaluation Retained Total Non Total
Capital Reserve Currency Sale Reserve Earnings Controlling Equity
Translation Reserve Interests
Reserve
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Balance as at 01st April 2015 3,554,587 22,929 804,529 27,306 2,378,602 10,334,990 17,122,943 4,609,288 21,732,231
Profit for the year - - - - - 1,403,766 1,403,766 683,996 2,087,762

Other comprehensive income - - 401,510 11,324 (3,354) 409,480 346,529 756,009
Total comprehensive income for the year - - 401,510 11,324 - 1,400,412 1,813,246 1,030,525 2,843,771
Effect of acquisitions of subsidiaries during
the year - - - - - - - 17,094 17,094
Share issue expenses - - - - - (11,112) (11,112) (9,738) (20,850)
Dividends (Note 13) - - - - - (519,285) (519,285) - (519,285)
Dividends of Subsidiaries to non controlling - - - - - - - (218,058) (218,058)
interest
Balance as at 31st March, 2016 3,554,587 22,929 1,206,039 38,630 2,378,602 11,205,005 18,405,792 5,429,111 23,834,903
Profit for the year - - - - - 675,873 675,873 337,866 1,013,739
Other comprehensive income - - 512,913 (38,630) 232,336 6,740 713,359 260,757 974,116
Total comprehensive income for the year - - 512,913 (38,630) 232,336 682,613 1,389,232 598,623 1,987,855
Share of net assets of equity-accounted - - - - - (14,990) (14,990) - (14,990)

investees
Effect of change in percentage holding in - - - - - - - (17,094) (17,094)
subsidiaries
Effect of acquisitions of subsidiaries during - - - - - - - 2,385,486 2,385,486
the year
Dividends (Note 13) - - - - - (618,208) (618,208) - (618,208)
Dividends of Subsidiaries to non controlling - - - - - - - (125,264) (125,264)
interest
Balance as at 31st March, 2017 3,554,587 22,929 1,718,952 - 2,610,938 11,254,420 19,161,826 8,270,862 27,432,688
STATEMENT OF CHANGES IN EQUITY
Dividend per ordinary share - Interim (Note 13) Cts. 50 ( 2015/16 - Nil)
Dividend per ordinary share - Final Proposed (Note 13) Cts. 25 ( 2015/16 - Rs. 1.25)

Company Stated General Revaluation Retained Total
Capital Reserve Reserve Earnings Equity
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Balance as at 01st April 2015 3,554,587 22,929 639,210 4,851,693 9,068,419

Profit for the year - - - 712,475 712,475
Other comprehensive income - - - (791) (791)
Total comprehensive income for the year - - - 711,684 711,684
Dividends (Note 13) - - - (519,285) (519,285)
Balance as at 31st March, 2016 3,554,587 22,929 639,210 5,044,092 9,260,818
Profit for the year - - - 651,288 651,288
Other comprehensive income - - 60,000 5,280 65,280
Total comprehensive income for the year - - 60,000 656,568 716,568
Dividends (Note 13) - - - (618,208) (618,208)
Balance as at 31st March, 2017 3,554,587 22,929 699,210 5,082,452 9,359,178
Dividend per ordinary share - Interim (Note 13) Cts. 50 ( 2015/16 - Nil)
Dividend per ordinary share - Final Proposed (Note 13) Cts. 25 ( 2015/16 - Rs. 1.25)

207
STATEMENT OF CASH FLOW
Group Company
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Profit before taxation 1,549,562 2,520,651 630,361 724,289
Adjustments for
Depreciation 1,470,418 983,567 59,128 95,860
Amortisation of leases and intangible assets 112,819 71,497 191 174
Impairment/ (reversal of impairment) of trade debtors 5,648 5,006 351 343
Impairment of investment in equity accounted investees - - 60,777 -
Amortisation of government grant (156) (156) - -
Interest expense 745,013 347,314 164,221 2,737
Interest income (167,613) (149,972) (29,819) (41,204)
(Gain)/ Loss on disposal of property, plant & equipment 2,720 (1,927) 22 249
Provision for retirement benefit obligations 37,439 21,650 5,680 5,615
Share of profit/(loss) of equity accounted investees (net of tax) 171,202 165,030 - -
Effect of movement in exchange rates 123,457 (54,421) (7,155) (48,829)
Operating profit before working capital changes 4,050,509 3,908,239 883,757 739,234
(Increase)/decrease in inventories (173,401) (2,695) (4,203) 552

(Increase)/decrease in trade and other receivables (86,670) (158,047) 22,198 (31,933)
(Increase)/decrease in amounts due from holding company (321,840) 100,027 14,436 10,569
(Increase)/decrease in amount due from parent's group entities (67,806) 351,518 37,154 (120,927)
(Increase)/ decrease in deposits & prepayments (2,004) (274,014) (18,237) (683)
Increase/(decrease) in trade payables 222,978 131,380 (6,309) 10,679
Increase/(decrease) in other provisions & payables 141,528 412,296 68,549 13,869
Increase/(decrease) in amounts holding company 192,525 118,286 183,204 268
Increase/ (decrease) in amount due to parent's group entities 32,335 5,266 (140,435) 536,336
Cash generated from operations 3,988,154 4,592,256 1,040,114 1,157,964
Interest expenses paid (745,013) (347,314) (164,221) (2,737)

Retirement benefit obligations paid (30,347) (20,177) (3,254) (6,930)
Income taxes paid (625,309) (744,996) (6,614) (42,537)
Net cash flow generated from operating activities 2,587,485 3,479,769 866,025 1,105,760
Cash flow from investing activities

Investments made during the year (57,760) (2,049,921) (482,540) (2,049,921)
Acquisition of property, plant & equipment (5,131,734) (2,042,088) (170,272) (13,918)
Purchase of intangible assets (10,113) (3,351) (1,600) -
Assets and Liabilities acquired on business combinations (Note A) 2,948,687 (5,476,675) - -
Purchase of prepaid operating leases - (668,500) - -
Proceeds from disposal of property, plant & equipment 23,216 15,957 - 269
Interest received from deposits 146,371 178,263 26,013 52,464
Proceeds / (Purchase) of term deposits (198,255) 3,538,707 (100,000) 1,436,031
Net cash used in investing activities (2,279,588) (6,507,608) (728,399) (575,075)
208
Group Company
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Cash flow from financing activities

Proceeds from long term borrowings 3,583,830 4,355,415 1,000,000 -
Repayment of long- term borrowings (2,719,576) (2,188,504) - (16,442)
Dividends paid to equity holders of the parent (618,208) (519,285) (618,208) (519,285)
Share issue expenses of subsidiary companies - (19,874) - -
Dividend paid to shareholders of non controlling interest (125,264) (218,058) - -
Net cash generated / (used) in financing activities 120,782 1,409,694 381,792 (535,727)
Net increase / (decrease) in cash & cash equivalents 428,679 (1,618,145) 519,418 (5,042)
Cash & cash equivalents at the beginning of the year 140,480 1,739,699 105,020 102,907
Cash & cash equivalents at the end of the year 569,159 121,554 624,438 97,865
Analysis of cash & cash equivalents at the end of the year

Cash at bank and in hand 1,386,325 286,178 172,361 28,113
Short term deposits 929,153 672,063 569,962 86,000
Short term bank borrowings (1,746,319) (836,687) (117,885) (16,248)
Cash & cash equivalent as previously reported 569,159 121,554 624,438 97,865
Effect of movement in exchange rates - 18,926 - 7,155
Cash & cash equivalent at the end of the year 569,159 140,480 624,438 105,020
Note A - Assets and Liabilities acquired on business combination

The (assets) and liabilities vested in business combination on reclassifying Ahungalla Resorts Ltd from a joint venture to a subsidiary on 1st
August 2016 are as follows:
Rs. ’000
Property, plant and equipment (9,290,212)

Trade and other receivables (576,786)
Deposits and prepayments (12,595)
Interest-bearing borrowings 6,509,164
Income taxation 858
Other provisions and payables 354,541
Cash and cash equivalents (2,948,687)
Total identifiable net assets (5,963,717)
Re-classified under Subsidiaries 3,578,231

Changes in non-controlling interest 2,385,486
Cash and cash equivalents acquired 2,948,687
Net cash inflow on business combination 2,948,687

209
NOTES TO THE FINANCIAL STATEMENTS
1. REPORTING ENTITY 2.2 Responsibility for financial statements

Aitken Spence Hotel Holdings PLC (the ‘Company’) The Board of Directors of the Company acknowledges
is a public limited liability company incorporated and their responsibility for the Financial Statements, as set
domiciled in Sri Lanka and listed on the Colombo Stock out in the “Annual Report of the Board of Directors”,
Exchange. The Company’s registered office and the “Statement of Directors’ Responsibilities for Financial
principal place of business is located at No. 315, Vauxhall Statements” and the “certification on the Statement of
Street, Colombo 02. Financial Position”.
The consolidated financial statements of the Company 2.3 Reporting date

as at and for the year ended 31st March 2017 comprise
The financial statements of all companies in the group
the financial statements of Company and its subsidiaries
are prepared for a common financial year, which ends on
(together referred to as the “Group” and individually
31st March except for Jetan Travel Services Co. (Pvt) Ltd.,
as “Group entities”) and the Group’s interest in equity-
ADS Resorts (Pvt) Ltd., Unique Resorts (Pvt) Ltd. Cowrie
accounted investees.
Investment (Pvt) Ltd. and Ace Resorts (Pvt) Ltd whose
financial year ends on 31st December.
The immediate and ultimate parent of Aitken Spence
Hotel Holdings PLC is Aitken Spence PLC.
2.4 Approval of financial statements by Directors
1.1 Principal activities and nature of operations The financial statements of the Group and the Company
for the year ended 31st March 2017 were approved and
The principal activities of the company are that of an
authorised for issue by the Board of Directors on 26th
investment holding company and hoteliering, and the
May 2017.
subsidiary companies are also engaged in the business of
hoteliering, and there has been no change in the nature
of such activities during the year. 2.5 Basis of measurement
The financial statements of the Group and the Company
2 BASIS OF PREPARATION have been prepared on the historical cost basis, except
for the following material items in the statement of
2.1 Statement of compliance financial position.
The Consolidated financial statements of the Group
Item Basis of Note
and the separated financial statements of the Company Measurement Number
which comprise of the Income Statement, Statement
of Profit or Loss and Other Comprehensive Income, Land Measured at cost 14.3
Statement of Financial Position, Statement of Changes in at the time of
Equity, Statement of Cash Flow and Notes thereto have acquisition and
subsequently at
been prepared in accordance with Sri Lanka Accounting revalued amounts
Standards (herein referred to as SLFRSs/LKASs) effective which are the fair
from 1st January 2012, laid down by the Institute of values at the date of
Chartered Accountants of Sri Lanka (CA Sri Lanka) and in revaluation
compliance with the requirement of the Companies Act Financial assets Measured at fair 20
No. 07 of 2007 and Sri Lanka Accounting and Auditing classified as Value
Standards Act No.15 of 1995. These Financial Statements, available-for-sale
financial assets
except for information on cash flows have been prepared
following the accrual basis of accounting. Retirement Measured at the 33
benefit obligations present value of
the defined benefit
The Group did not adopt any inappropriate accounting obligation
treatment, which is not in compliance with the
requirements of the SLFRSs and LKASs, regulations
2.6 Functional and presentation currency
governing the preparation and presentation of the
Financial Statements. Items included in these financial statements are measured
using the currency of the primary economic environment
in which the Company operates (the Functional
Currency), the Sri Lankan Rupee.
210
These financial statements are presented in Sri Lankan 2.8 Use of materiality and offsetting
Rupees. All financial information presented has been
rounded to the nearest thousand except where otherwise Materiality and aggregation
indicated as permitted by the Sri Lanka Accounting Each material class of similar items is presented separately
Standard – LKAS 1 on ‘Presentation of Financial in the Financial Statements. Items of dissimilar nature
Statements’. or function are presented separately unless they are
immaterial as permitted by the Sri Lanka Accounting
Each entity in the Group determines its own functional Standard – LKAS 1 on ‘Presentation of Financial
currency and items included in the Financial Statements Statements’ and amendments to the LKAS 1 on ‘Disclosure
of these entities are measured using that Functional Initiative’ which was effective from January 01, 2016.
Currency. There was no change in the Group’s
Presentation and Functional Currency during the year Notes to the Financial Statements are presented in a
under review. systematic manner which ensures the understandability
and comparability of Financial Statements of the
2.7 Use of estimates and judgments Group and the Company. Understandability of the
The preparation of the financial statements of the Group Financial Statements is not compromised by obscuring
and the Company in conformity with SLFRSs/LKASs material information with immaterial information or by
requires management to make judgments, estimates and aggregating material items that have different natures or
assumptions that affect the application of accounting functions.
policies and the reported values of assets, liabilities,
income and expenses, accompany disclosures (including Offsetting
contingent liabilities). Those which management has Financial assets and financial liabilities are offset and
assessed to have the most significant effect on the the net amount reported in the statement of financial
amounts recognised in the consolidated financial position, only when there is a legally enforceable right to
statements have been discussed in the individual notes of offset the recognised amounts and there is an intention
the related financial statement line items. The estimates to settle on a net basis or to realise the assets and settle
and associated assumptions are based on historical the liabilities simultaneously. Income and expenses are
experience and various other factors that are believed not offset in the income statement, unless required
to be reasonable under the circumstances, the results or permitted by Sri Lanka Accounting Standards and
of which form the basis of making a judgment about the as specifically disclosed in the Significant Accounting
carrying values of assets and liabilities that are not readily Policies of the Company.
apparent from other sources. Actual results may differ
from these estimates. 2.9 Going concern
The Directors have made an assessment of the Group’s
Estimates and underlying assumptions are reviewed on
ability to continue as a going concern, and being satisfied
an ongoing basis. Revisions to accounting estimates
that it has the resources to continue in business for the
are recognised in the period in which the estimates are
foreseeable future confirm that they do not intend either
revised and in any future periods affected.
to liquidate or to cease operations of any business unit of
the Group. The financial statements are prepared on the
The key assumptions concerning the future and other
going concern basis.
key sources of estimation uncertainty at the reporting
date, that have a significant risk of causing a material
adjustment to the carrying amounts of assets and 3. SUMMARY OF SIGNIFICANT ACCOUNTING
liabilities within the next financial year, are also described POLICIES
in the individual notes of the related financial statement The accounting policies set out below have been applied
line items below. The Group based its assumptions consistently to all periods presented in the financial
and estimates on parameters available when the statement of the Group and the Company.
consolidated financial statements were prepared.
Existing circumstances and assumptions about future 3.1 Basis of consolidation
developments, however, may change due to market
The group’s financial statements comprise consolidation
changes or circumstances arising that are beyond the
of the financial statements of the company its
control of the Group. Such changes are reflected in the
assumptions when they occur. subsidiaries prepared in terms of Sri Lanka Accounting
211
standard (SLFRS -10) - Consolidated Financial Statements After initial recognition, goodwill is measured at cost less
and share of profit and loss and net assets of equity any accumulated impairment losses. For the purpose
accounted investees prepared in terms of Sri Lanka of impairment testing, goodwill acquired in a business
Accounting standard (LKAS 28) - Investments in combination is, from the acquisition date, allocated
Associates and Joint Ventures. to each of the Group’s cash-generating units that are
expected to benefit from the combination, irrespective
3.1.1 Business combinations of whether other assets or liabilities of the acquiree are
assigned to those units.
Business combinations are accounted for using the
acquisition method as at the acquisition date, which is the
If the Group’s interest in the net fair value of the
date on which control is transferred to the Group.
identifiable assets, liabilities and contingent liabilities of
the entity acquired exceed the cost of the acquisition of
As per the requirements of Sri Lanka Accounting Standard
the entity, the surplus, which is a gain on bargain purchase
(SLFRS 3) - Business Combinations when the Group
is recognised immediately in the consolidated income
acquires a business it assesses the financial assets and
statement.
liabilities assumed under classifications or designations
on the basis of the contractual terms, economic
Where goodwill has been allocated to a cash-generating
conditions, its operating or accounting policies and other
unit and part of the operation within that unit is disposed
pertinent conditions exist at the acquisition date as at
of, the goodwill associated with the operation disposed of
the acquisition date, which is the date on which control
is included in the carrying amount of the operation when
is transferred to the Group. Control exists when the
determining the gain or loss on disposal of the operation.
Company has the power, directly or indirectly to govern
Goodwill disposed of in this circumstance is measured
the financial and operating policies of an entity so as to
based on the relative values of the operation disposed of
obtain benefits from its activities. In assessing control,
and the portion of the cash generating unit retained.
the Group takes into consideration potential voting rights
that are currently exercisable and other contractual
arrangements. 3.1.2 Non-controlling interests
The proportion of the profits or losses after taxation
The Group measures goodwill at the acquisition date as applicable to outside shareholders of subsidiary
the fair value of the consideration transferred plus the companies is included under the heading “ Non –
recognized amount of any non-controlling interests in controlling interest “in the Consolidated Income
the acquiree plus if the business combination achieved Statement. Losses applicable to the non-controlling
in stages, the fair value of the pre-existing interest in the interests in a subsidiary is allocated to the non-controlling
acquiree less the net recognized amount (generally fair interest even if doing so causes the non-controlling
value) of the identifiable assets acquired and liabilities interests to have a deficit balance.
assumed, all measured as of the acquisition date.
Transaction costs, other than those associated with the The interest of the minority shareholders in the net assets
issue of debt or equity securities, that the Group incurs in employed of these companies are reflected under the
connection with a business combination are expensed as heading “Non – controlling interest” in the Consolidated
incurred. Statement of Financial Position.
Any contingent consideration payable is measured Acquisitions of non-controlling interests are accounted
at fair value at the acquisition date. If the contingent for as transactions with equity holders in their capacity as
consideration is classified as equity, then it is not re- owners and therefore no goodwill is recognised as a result
measured and settlement is accounted within equity. of such transactions. Adjustments to non-controlling
Otherwise, subsequent changes in the fair value of the interest arising from transactions that do not involve the
contingent consideration are recognised in the income loss of control are based on a proportionate amount of
statement. the net assets of the subsidiary.
The goodwill arising on acquisition of subsidiaries is 3.1.3 Subsidiaries

presented as an intangible asset.
Subsidiaries are those entities that are controlled by the
Group. Control is achieved when the Group is exposed,
212
or has rights to variable returns from its involvement with control until the date the Group ceases to control the
the investee and has the ability to affect those returns subsidiary.
through its power over the investees. The group controls
an investee if only if, the Group has During the year under review the Group reassessed its
control over Ahungalla Resorts Ltd and concluded that it
y Power over the investee (i.e.; existing rights that give would be treated as a subsidiary based on the underlying
it the current ability to direct the relevant activities of circumstances. This decision was based on the following:
the investee) subsequent to completion of construction of the resort
y Exposure or rights to variable returns from its facility owned by Ahungalla Resorts Ltd (investee), the
involvement with the investee group reassessed its ability to control this investee.
On reassessment it was determined that the Group
y The ability to use its power over the investee to is exposed and has rights, to variable returns from its
affect the amount of the investor’s returns involvement with the investee and has the ability to affect
those returns through its power over the investee, as a
When assessing control of an investee, an investor shall result of the ability to appoint a majority of the directors.
consider the purpose and design of the investee in order During the construction phase the relevant activities of
to identify the relevant activities, how decision about the Ahungalla Resorts Ltd were jointly controlled by the group
relevant activities are made, who has the current ability and the minority shareholder.
to direct those activities and who receives returns from
those activities. Entities that are subsidiaries of another entity which is a
subsidiary of the company are also treated as subsidiaries
When an investee’s purpose and design are considered, of the company.
it may be clear that an investee is controlled by means
of equity instruments that give the holder proportionate
3.1.4 Loss of control
voting rights, such as ordinary shares in the investee. In
this case in the absence of any additional arrangements On the loss of control, the Group derecognises the
that alter decision making, the assessment of control assets and liabilities of the subsidiary, any non-controlling
focuses on which party, if any, is able to exercise voting interests and the other components of equity related to
rights sufficient to determine the investee’s operating and the subsidiary. Any surplus or deficit arising on the loss
financing policies. The investor that holds a majority of of control is recognized in profit or loss. If the Group
those voting rights, in the absence of any other factors, retains any interest in the previous subsidiary, then such
controls the investee. interest is measured at fair value as at the date that
control is lost. Subsequently, It is accounted for an equity
Therefore Group considers all relevant facts and accounted investee or as an available for sale financial
circumstances in accessing whether it has power over an asset depending on the level of influence retained.
investee including:
A change in the ownership interest of a subsidiary,
y The contractual arrangement with the other vote without a loss of control, is accounted for as an equity
holders of the investee transaction.
y Rights arising from other contractual arrangements
3.1.5 Investments in equity accounted investees (investment in
y The Group’s voting rights and potential voting rights
associates and joint venture)
The Group reassesses whether or not it controls an Associates are those entities in which the Group has
investee if facts and circumstances indicate that there are significant influence, but does not have control, over the
changes to one or more of the above. financial and operating policies. Significant influence is
the power to participate in the financial and operating
Consolidation of a subsidiary begins when the Group policy decisions of the investee, but does not have the
obtains control over the subsidiary and ceases when the control or joint control over those policies. Significant
Group loses control of the subsidiary. Assets, liabilities, influence is presumed to exist when the Group holds
income and expenses of a subsidiary acquired or disposed between 20% - 50% of the voting rights of another entity.
of during the year are included in the consolidated
financial statements from the date the Group gains
213
Joint ventures are arrangements in which the Group represents profit or loss after tax and non-controlling
has joint control and have rights to the net assets of the interests in the subsidiaries of the associate or joint
arrangement. The group has joint control in a venture venture.
when there is contractually agreed sharing of control of
the venture and the decisions about the relevant activities At each reporting date the Group determines whether
of the venture require the unanimous consent of the there is objective evidence that the investment in
parties sharing control. associate or joint venture is impaired. If there is such
evidence that the investment in associate or joint
The Group determines significant influence or joint venture is impaired, the Group calculates the amount of
control by taking into account similar considerations impairment as the difference between the recoverable
necessary to determine control over subsidiaries. amount of the associate or joint venture and its carrying
values and then recognises the loss as share of profit of
The Group’s investment in associate and joint venture are an associate and joint venture in the income statement.
treated as equity accounted investees and accounted for
using the equity method and are recognised initially at The Group discontinues the use of the equity method
cost. The carrying amount of the investment is increased from the date it ceases to have significant influence
or decreased to recognise the investor’s share of net over an associate or joint control over the joint venture
assets of the investee after the date of acquisition. The and accounts for the investment in accordance with the
investor’s share of Investee’s profit or loss is recognised in Group’s accounting policy for financial instruments. Any
the investor’s profit or loss. Distributions received from an difference between the carrying amount of the associate
investee reduces the carrying amount of the investment. or the joint venture upon loss of significant influence or
Adjustment to the carrying amount may also be necessary joint control and fair value of the retained investment and
for changes in the investor’s proportionate interest in proceeds from disposal is recognised in profit or loss.
the investee arising from changes in investee’s other
comprehensive income. Goodwill relating to the associate 3.1.6 Transactions eliminated on consolidation
or joint venture is included in the carrying amount of the
Intra-group balances and transactions, and any unrealised
investment and not tested for impairment individually.
gains and losses or income and expenses arising from
intra-group transactions, are eliminated in preparing the
When the Group’s share of losses exceeds its interest
consolidated financial statements. Unrealised gains arising
in an equity-accounted investee, the carrying amount
from transactions with equity accounted investees are
of that interest, including any long-term investments,
eliminated against the investment to the extent of the
is reduced to nil and the recognition of further losses is
Group’s interest in the investee. Unrealised losses are
discontinued except to the extent that the Group has
eliminated in the same way as unrealised gains, but only to
an obligation or has made payments on behalf of the
the extent that there is no evidence of impairment.
investee. If the Associate subsequently reports profits,
the Group resumes recognising its share of those profits
only after its share of the profits equal the share of losses 3.2 Foreign currency
not recognised previously. 3.2.1 Foreign currency transactions
Transactions in foreign currencies are translated to the
The statement of profit or loss reflects the Group’s
respective functional currencies of Group entities at
share of the results of operations of the associates or
exchange rates at the dates of transactions. Monetary
joint venture. Any changes in OCI of those investees is
assets and liabilities denominated in foreign currency
presented as part of the Group’s OCI. In addition when
at the reporting date are retranslated to the functional
there has been a change recognised directly in equity of
currency at the exchange rate at that date. The foreign
the associate or joint venture the Group recognises its
currency gain or loss on monetary items is the difference
share of any changes when applicable in the statement of
between the amortised cost in the functional currency
changes in equity.
at the beginning of the period, adjusted for effective
interest and payments during the period, and amortised
The aggregate of the Groups share of profit or loss of an
cost in foreign currency translated at the exchange rate
associate and a joint venture is shown on the face of the
at the end of the reporting period.
statement of profit or loss outside operating profit and
214
Non-monetary assets and liabilities in a foreign 3.3 Financial Instruments

currency that are measured in terms of historical cost Financial assets and financial liabilities are recognised
are translated using the exchange rate at the date when a Group company becomes a party to the
of transaction. Non-monetary assets and liabilities contractual provisions of the instrument.
denominated in foreign currencies that are measured at
fair value are retranslated to reporting currency using The classification of financial instruments at initial
the exchange rate that was prevailing on the date the fair recognition is dependent on their purpose and
value was determined. characteristics and the management’s intention in
acquiring them.
Foreign currency differences arising on retranslation
are recognized in income statement, except for Financial instruments are initially measured at fair value.
differences arising on the retranslation of available for Transaction costs that are directly attributable to the
sale equity investments which was recognised in other acquisition or issue of financial assets or financial liabilities
comprehensive income. Foreign currency gains and losses other than financial instruments recognised as fair value
are reported on a net basis in the income statement. through profit and loss, are added to or deducted from
the fair value of the financial instruments. Transaction
3.2.2 Foreign operations costs, which are insignificant are expensed immediately to
Subsidiaries incorporated outside Sri Lanka are treated the income statement.
as foreign operations. The assets and liabilities of foreign
operations, including goodwill and fair value adjustments 3.3.1 Non–derivative financial assets
arising on acquisition, are translated at the rate of Financial assets are classified as financial assets at fair
exchange prevailing on the reporting date. Income value through profit or loss, loans and receivables, held-
and expenses of the foreign entities are translated at to-maturity financial assets and available-for-sale financial
exchange rate approximating to the actual rate at the assets.
time of the transaction. For practical purposes this is
presumed to be the average rate during each month. The Group initially recognises loans and receivables and
deposits on the date that they are originated. All other
Foreign currency differences are recognised in other financial assets (including assets designated at fair value
comprehensive income and presented in the foreign through profit or loss) are recognized initially on the
currency translation reserve in equity. When a foreign trade date at which the Group becomes a party to the
operation is disposed of such that control, significant contractual provisions of the instrument. The Group
influence or joint control is lost, the cumulative amount in determines the classification of its financial assets at
the translation reserve related to that foreign operation initial recognition.
is reclassified to profit or loss as part of the gain or loss
on disposal. On the partial disposal of a subsidiary that The Group derecognises a financial asset when the
includes a foreign operation, the relevant proportion of contractual rights to the cash flows from the asset expire,
such cumulative amount is reattributed to non-controlling or it transfers the rights to receive the contractual cash
interest, in any other partial disposal of foreign operation, flows on the financial asset in a transaction in which
the relevant proportion is reclassified to profit or loss. substantially all the risks and rewards of ownership of the
financial asset are transferred. Any interest in transferred
Foreign exchange gains or losses arising from a monetary financial assets that is created or retained by the Group is
items receivable from or payable to a foreign operation, recognized as a separate asset or liability.
the settlement of which is neither planned nor likely to
occur in the foreseeable future and which in substance Financial assets and liabilities are offset and the net
is considered to form part of the net investment in the amount presented in the statement of financial position
foreign operation, are recognised in other comprehensive when, and only when, the Group has a legal right to offset
income in the foreign currency translation reserve. the amounts and intends either to settle on a net basis or
to realize the asset and settle the liability simultaneously.
215
The Group classifies its non-derivative financial assets into The Group has not classified any financial assets as held to
following categories: maturity of the reporting date and during the reporting
period.
y Financial assets at fair value through profit or loss
y Held-to-maturity Loans and Receivables
y Loans and receivables Loans and receivables are financial assets with fixed or
y Available for sale financial assets determinable payments that are not quoted in active
market. Such assets are recognised initially at fair
Financial Assets at fair value through profit or loss value plus any directly attributable transaction costs.
A financial asset is recognized at fair value through profit Subsequent to initial recognition loans and receivables are
or loss if it is classified as held for trading or is designated measured at amortised cost using the effective interest
as such upon initial recognition. Financial assets are rate method (EIR) less any impairment losses.
designated at fair value through profit or loss if the Group
manages such investments and make purchases and sale Loans and receivables comprise cash and cash equivalents
decisions based on their fair value in accordance with the trade and other receivables.
Group’s documented risk management or investment
strategy. Upon initial recognition attributable transaction Available for sale financial assets
costs are recognized in profit or loss as incurred. Financial Available for sale financial assets are non derivative
assets at fair value through profit or loss are measured at financial assets that are designated as available for sale
fair value, and changes therein, which takes into account or are not classified in any of the previous categories.
any dividend income, are recognised in income statement. The Group investments in equity securities and certain
debt securities are classified as available for sale financial
Attributable transaction costs of fair value through profit assets.
or loss financial assets are recognised in the income
statement when incurred. Available for sale financial assets are recognised initially at
fair value plus any directly attributable transaction costs.
Financial assets at fair value through profit or loss Subsequent to initial recognition, they are measured at
comprise of its portfolio of investments in treasury bills fair value and changes therein, other than impairment
and treasury bonds losses and foreign currency differences on available
for sale debt instruments are recognized in other
The Group has not classified any financial assets as fair comprehensive income and presented in the fair value
value through profit or loss as of the reporting date and reserve in equity. When an investment is derecognised
during the reporting period. the gain or loss accumulated in equity is reclassified to
income statement.
Held-to-maturity financial assets
If the Group has the positive intent and ability to hold The Group recognizes listed and unlisted equity
debt securities to mature, then such financial assets investments that are not held for trading purposes as
are classified as held-to –maturity. Held-to-maturity available for sale financial assets.
financial assets are recognised initially at fair value plus
any directly attributable transaction costs. Subsequent 3.3.2 Impairment of financial assets
to initial recognition held-to-maturity financial assets A financial asset not carried at fair value through profit
are measured at amortised cost using the effective or loss is assessed at each reporting date to determine
interest method, less any impairment losses. Any sale or whether there is objective evidence that is impaired. A
reclassification of a more than insignificant amount of financial asset is impaired if, there is objective evidence
held-to-maturity investment not closed to their maturity as a result of one or more events that has occurred after
would result in the reclassification of all held-to maturity the initial recognition of the financial asset (an incurred
investments as available for sale, and prevent the Group ‘loss event’) and the estimated future cash flows of the
from classifying investments securities as held-to- investment have been affected.
maturity for the current and the following two financial
years.
216
3.3.2.1 Loans & Receivables is the difference between the acquisition cost, net of any
The objective evidence of impairment could include principal repayment and amortisation, and the current fair
significant financial difficulty of the issuer or counter value, less any impairment loss previously recognised in
party, breach of contract such as default in interest or the income statement. Changes in impairment provisions
principal payments, or it becomes probable that the attributable to time value are reflected as a component
borrower will enter bankruptcy or financial reorganisation. of interest income.
The Group considers impairment of trade receivables If, in a subsequent period, the fair value of an impaired
at both a specific significant individual debtor level available-for-sale debt security increases and the increase
and collectively. Any Group company which has any can be objectively related to an event occurring after the
individually significant debtors assesses them for specific impairment loss was recognised in the income statement,
impairment. All individually insignificant debtors that are the impairment loss is reversed, with the amount of the
not specifically impaired are then collectively assessed reversal recognised in the income statement. However,
for any impairment that has been incurred but not any subsequent recovery in the fair value of an impaired
yet identified by grouping together based on similar available-for-sale equity security is recognised in other
risk characteristics. In assessing collective impairment comprehensive income.
the Group uses historical trends of the probability of
default, the timing of recoveries and the amount of loss 3.3.3 Derecognition of financial assets
incurred and adjusted for the management’s judgment. The Group derecognises a financial asset when;
The carrying amount of the trade receivables is reduced
through the use of the bad debt provision account and The right to receive cash flows from the asset have
the amount of the loss is recognised in the income expired or the entity has transferred its rights to receive
statement. If there is no realistic prospect of future cash flows from the asset or has assumed an obligation to
recovery of a debt, the amount is written off. pay the received cash flows in full without material delay
to a third party under a pass-through arrangement; and
An impairment loss in respect of other financial assets either
measured at amortised cost is calculated as the
difference between its carrying amount and the present y The entity has transferred substantially all the risks
value of the estimated future cash flows discounted at and rewards of the asset, or
the current market rate of return for a similar financial
y The entity has neither transferred nor retained
asset. When a subsequent event causes the amount of
substantially all the risks and rewards of the asset, but
impairment loss to decrease, the decrease in impairment
has transferred control of the asset.
loss is reversed through the income statement to the
extent that the carrying amount of the financial asset at
On derecognition of a financial asset, the difference
the date the impairment is reversed, does not exceed
between the carrying amount of the asset or the carrying
what the amortised cost would have been had the
amount allocated to the portion of the asset transferred
impairment not been recognised.
and the sum of the consideration received together with
receivable and any cumulative gain or loss that had been
3.3.2.2 Available for sale recognised in other comprehensive income is recognised
For equity instruments classified as available for sale in the income statement.
financial assets a significant or prolonged decline in the
fair value of the investment below its cost is considered 3.3.4 Non - derivative financial liabilities
to be objective evidence of impairment.
Initial recognition and measurement
Impairment losses of an available-for-sale security
The Group initially recognizes debt securities issued
investment are recognised by transferring the cumulative
and subordinated liabilities on the date that they are
loss that has been recognised in other comprehensive
originated. All other financial liabilities (including liabilities
income to the income statement as a reclassification
designated at fair value through profit or loss) are
adjustment. The cumulative loss that is reclassified from
recognized initially on the trade date at which the Group
other comprehensive income to the income statement
becomes a party to the contractual provisions of the
instrument.
217
The Group classifies its non-derivative financial liabilities and risks of the host contract and the embedded
into following categories: derivative are not closely related, a separate instrument
with same terms as the embedded derivative would
y Financial liabilities at fair value through profit or loss meet the definition of a derivative, and the combined
instrument is not measured at fair value through profit
y Other financial liabilities
and loss.
Financial liabilities at fair value through profit or loss
Derivatives are recognized initially at fair value;
Financial liabilities at fair value through profit or loss attributable transaction costs are recognized in profit
include financial liabilities held for trading and financial or loss as incurred. Subsequent to initial recognition,
liabilities designated upon initial recognition as at fair derivatives are measured at fair value, and changes
value through profit loss. in its fair value are recognized immediately in income
statement.
Gains or losses on liabilities held for trading are
recognized in the income statement.
3.3.8 Stated capital
The Group has not designated any financial liabilities upon Ordinary shares
initial recognition as at fair value through profit or loss
Ordinary shares are classified as equity. Incremental costs
Other financial liabilities directly attributable to the issue of ordinary shares are
recognised as a deduction from equity.
All financial liabilities other than those at fair value
through profit and loss are classified as other financial
Preference Shares
liabilities
Preference Share capital is classified as equity if it is non
All other financial liabilities are recognized initially at redeemable or redeemable only at the company’s option
fair value plus directly attributable transaction costs. and any dividends are discretionary. Dividends thereon are
Subsequent to initial recognition these financial liabilities recognized as distributions within equity upon approval by
are measured at amortised cost using the effective the company’s shareholders.
interest rate method. The financial liabilities include trade
and other payables, bank overdrafts, loans and borrowings Preference share capital is classified as a financial
and financial guarantee contracts. liability if it is redeemable on a specific date or at the
option of the shareholders, or if dividend payments are
not discretionary. Dividends thereon are recognized as
3.3.5 Derecognition of financial assets and liabilities
interest expense in income statement as accrued.
The Group derecognises a financial liability when its
contractual obligations are discharged, cancelled or
3.3.9 Impairment
expired.
3.3.9.1 Non financial assets
3.3.6 Offsetting of financial instruments The carrying amounts of the Group’s non financial assets,
Financial assets and financial liabilities are offset and other than investment property, inventories and deferred
the net amount reported in the consolidated statement tax assets, are reviewed at each reporting date to
of financial position if, and only if, there is a currently determine whether there is any indication of impairment.
enforceable legal right to offset the recognised amounts If any such indication exists, then the asset’s recoverable
and there is an intention to settle on a net basis, or to amount is estimated. Goodwill and intangible assets that
realise the assets and settle the liabilities simultaneously. have indefinite useful lives or that are not yet available for
use, are tested annually for impairment.
3.3.7 Derivative financial instruments
The recoverable amount of an asset or cash generating
The Group holds derivative financial instruments to hedge unit is the greater of its value in use and its fair value
its interest rate risk exposures and foreign exchange less costs to sell. In assessing value in use, the estimated
rate risks including foreign exchange forward contracts, future cash flows are discounted to their present value
interest rate swaps and cross currency swaps. Embedded using a pre tax discount rate that reflects current market
derivatives are separated from the host contract and
accounted for separately if the economic characteristics
218
assessments of the time value of money and the risks The cost of property, plant and equipment comprises
specific to the asset. For the purpose of impairment its purchase price and any directly attributable costs of
testing assets that cannot be tested individually are bringing the asset to working condition for its intended
grouped together into the smallest group of assets that use. The cost of self constructed assets includes the cost
generates cash inflows from continuing use that are of materials, direct labour and any other costs directly
largely independent of the cash inflows of other assets attributable to bringing the asset to the working condition
or groups of assets (the cash generating unit or CGU). of its intended use. This also includes costs of dismantling
For the purpose of goodwill impairment testing, goodwill and removing the items and restoring the site on which
acquired in a business combination is allocated to the they are located and borrowing costs on qualifying assets.
group of CGU’s that is expected to benefit from the
synergies of the combination. The allocation is subject to All items of property, plant and equipment are recognised
an operating segment ceiling test and reflects the lowest initially at cost.
level at which that goodwill is amortised for internal
reporting purposes. The Group recognizes land owned by them in the
statement of financial position at their revalued amount.
An impairment loss is recognized if the carrying amount Revaluations are performed with sufficient regularity
of an asset or its CGU exceeds its estimated recoverable such that the carrying amount does not differ materially
amount. Impairment losses are recognized in income from that which would be determined using fair
statement. Impairment losses recognized in respect of values at the end of each reporting period.
CGU’s are allocated first to reduce the carrying amount Any surplus arising on the revaluation is recognized in
of any goodwill allocated to the units, and then reduce other comprehensive income except to the extent that
the carrying amounts of the other assets in the unit the surplus reverses a previous revaluation deficit on the
(group of units) on a pro rata basis. same asset recognized in income statement, in which
case the credit to that extent is recognized in income
An impairment loss in respect of goodwill is not reversed. statement. Any deficit on revaluation is recognized in
In respect of other assets, impairment losses recognized income statement except to the extent that it reverses
in prior periods are assessed at each reporting date a previous revaluation surplus on the same asset, in
for any indications that the loss has decreased or no which case the debit to that extent is recognized in other
longer exists. An impairment loss is reversed if there comprehensive income. Therefore, revaluation increases
has been a change in the estimate used to determine and decreases cannot be offset, even within a class of
the recoverable amount. An impairment loss is reversed assets.
only to the extent that the asset’s carrying amounts
does not exceed the carrying amount that would have External, independent qualified valuers having appropriate
been determined, net of depreciation or amortization, experience in valuing properties in locations of properties
if no impairment loss had been recognized. Reversal being valued, value the land owned by the Group
of impairment losses are recognized in the income based on market values, this is the price that would be
statement. Goodwill that forms part of the carrying received to sell an asset or paid to transfer a liability in an
amount of an investment in an associate is not recognized orderly transaction between market participants at the
separately, and therefore is not tested for impairment measurement date.
separately. Instead, the entire amount of the investment
in an associate is tested for impairment as a single asset Upon disposal, any related revaluation reserve is
when there is objective evidence that the investment in transferred from the revaluation reserve to accumulated
an associate may be impaired. profits and is not taken into account in arriving at the
gain or loss on disposal. The details of land valuation are
disclosed in note 14.3.1 to the financial statements.
3.4 Assets and bases of their valuation
3.4.1 Property, plant and equipment When parts of an item of property, plant and equipment
have different useful lives, they are accounted for as
3.4.1.1 Recognition and measurement
separate items of property plant and equipment and
Items of property, plant and equipment other than land, depreciated separately based on their useful life.
are stated at costs less accumulated depreciation and
accumulated impairment losses.
219
Gains and losses on disposal of an item of property, Furniture & Fittings 10- 20 years
y
plant and equipment are determined by comparing the
y Crockery, Cutlery & 03-05 years
proceeds from disposal of with the carrying amount of
Glassware
property, plant and equipment and are recognized net
y Soft Furnishing 05-10 years
within other income in income statement.
Depreciation is not provided on land and assets under

3.4.1.2 Subsequent costs
construction.
The cost of replacing a component of an item of
property, plant and equipment is recognised in the The depreciation methods, useful lives and residual values
carrying amount of the item if it is probable that the are reviewed at each financial year end and adjusted if
future economic benefits embodied with the item will appropriate.
flow to the Group, and the cost of the item can be
measured reliably. The costs of the day-to-day servicing 3.4.2 Leased assets
and any other costs are recognised in the income
Leases in terms of which the Group assumes substantially
statement as and when incurred.
all the risks and rewards of ownership are classified as
finance leases. The owner occupied property acquired
3.4.1.3 Depreciation
by way of finance lease is stated at an amount equal to
Depreciation is based on the cost of an asset less its the lower of its fair value and the present value of the
residual value. Significant components of individual minimum lease payments at inception of the lease, less
assets are assessed and if a component has a useful life accumulated depreciation and impairment losses if any.
that is different from the remainder of that asset, that
component is depreciated separately. 3.4.3 Leasehold property - land
Depreciation is recognised in the income statement Leasehold property comprising of land use rights and is
on a straight line basis over the estimated useful lives amortised on a straight line basis over the period of the
of each component of an item of property, plant and lease in accordance with the pattern of benefits expected
equipment. Depreciation is provided proportionately in to be derived from the lease. Leasehold property is tested
the year of purchase and in the year of disposal of the for impairment annually. The impairment loss if any is
asset. Depreciation of an asset begins when it is available recognised in the income statement.
for use and ceases at the earlier of the date that the
asset is classified as held for sale or on the date that the 3.4.4 Intangible assets
asset is disposed. Leased assets are depreciated over the Initial Recognition and measurement
shorter of the lease term and their useful lives unless it The Group recognises intangible assets if it is probable
is reasonably certain that Group will obtain ownership by that the expected future economic benefits that are
the end of the lease term. attributable to the asset will flow to the entity and the
cost of the asset can be measured reliably.
The estimated useful lives are as follows:
Separately acquired intangible assets are measured on
y Leasehold Premises over the remaining
lease period initial recognition at cost. The cost of such separately
acquired intangible assets include the purchase price,
Buildings 08- 50 years
import duties, non-refundable purchase taxes and any
y Plant & Equipment 10-20 years
directly attributable cost of preparing the asset for its
y Kitchen Equipment 05 -15 years intended use.
y Office Equipment 03- 10 years
Sports Equipment 05-10 years The cost of intangible assets acquired in a business
y
combination is the fair value of the asset at the date of
y Motor Vehicles 04-06 years
acquisition.
y Boats 5 years
y Swimming Pool & 15- 30 years
Equipment
220
The cost of an internally generated intangible asset Subsequent measurement

arising from the development phase of an internal project Goodwill is measured at cost less accumulated
which is capitalised includes all directly attributable impairment losses. In respect of equity accounted
costs necessary to create, produce, and prepare the investees, the carrying amount of goodwill is included in
asset to be capable of operating in the manner intended the carrying amount of the investment, and impairment
by the Management. Other development expenditure loss on such an investment is allocated to the carrying
and expenditure on research activities, undertaken with amount of the equity accounted investee.
the prospect of gaining new technical knowledge and
understanding is expensed in the income statement as
3.4.6 Computer software
and when incurred.
All computer software cost incurred, licensed for use by
Subsequent costs the Group, which does not form a integral part of related
hardware and which can be clearly identified, reliably
Subsequent expenditure on intangible assets is capitalised
measured and it is probable that they will lead to future
only when it increases the future economic benefits
economic benefits are included under intangible assets
embodied in the specific asset to which it relates.
and carried at cost less accumulated amortization and any
Subsequent Measurement
After initial recognition an intangible asset is stated at Subsequent measurement
its costs less any accumulated amortisation and any
Expenditure incurred on software is capitalized only when
it is probable that this expenditure will enable the asset
to generate future economic benefits in excess of its
The useful economic life of an intangible asset is assessed
originally assessed standards of performance and this
to be either finite or indefinite.
expenditure can be measured and attributed to the asset
reliably.
Intangible assets with finite lives are amortised over the
useful economic life of the asset. The amortisation period
Amortisation
and the amortisation method for an intangible asset
with a finite useful life is reviewed at least at the end of Amortisation is calculated over the cost of the asset, or
each reporting date. Changes in the expected useful other amount substituted for cost, less its residual value.
life or the expected pattern of consumption of future
economic benefits embodied in the asset is accounted Amortisation is recognized in the income statement on
for by changing the amortisation period or method, as a straight line basis over the estimated useful lives of
appropriate, and are treated as changes in accounting intangible assets, other than goodwill, from the date that
estimates. The amortisation expense on intangible assets they are available for use, since this most closely reflects
with finite lives is recognised in the income statement the expected pattern of consumption of the future
economic benefits embodied in the asset. The estimated
Intangible assets with indefinite useful lives are not useful lives for the current and comparative periods are
amortised, but are tested for impairment annually, three years.
either individually or at the cash-generating unit level.
The assessment of indefinite life is reviewed annually Amortisation methods, useful lives and residual values
to determine whether the indefinite life continues to are reviewed at each financial year end and adjusted if
be supportable. If not, the change in useful life from appropriate.
indefinite to finite is made on a prospective basis.
3.4.6.1 Website costs
3.4.5 Goodwill Costs incurred on development of websites are
Goodwill that arises upon the acquisition of subsidiaries is capitalized when the entity is satisfied that the web
included in intangible assets, The policy on measurement site will generate probable economic benefits in the
of goodwill is at initial recognition. future. The estimated useful lives for the current and
comparative periods are three years.
221
G4-EC04
3.4.7 Investment properties to sell. Any impairment loss on the above assets is first
Investment properties are land and buildings that are held allocated to goodwill, and then to the remaining assets
either to earn rental income or for capital appreciation and liabilities on a pro rata basis, except that no loss is
or for both, but not for sale in the ordinary course of allocated to inventories, financial assets, deferred tax
business, use in the production or supply of goods and assets, employee benefit assets and investment property,
services or for administrative purposes. Investment which are continued to be measures in accordance with
property is measured at cost at initial recognition and the Group’s accounting policies. Impairment losses on
subsequently at cost less aggregate depreciation. initial classification as held for sale and subsequent gains
However, if there is impairment in value, other than of or losses on re-measurement are recognised in profit or
a temporary nature, the carrying amount is reduced to loss. Gains are not recognized in excess of any impairment
recognize the decline. loss.
3.4.8 Inventories 3.5 Liabilities and Provisions

Inventories are measured at the lower of cost and net 3.5.1 Liabilities
releasable value. The cost of inventories is based on a Liabilities classified as current liabilities on the statement
weighted average principle and includes expenditure of financial position are those which fall due for payment
incurred in acquiring the inventories and bringing them to on demand or within one year from the reporting date.
their existing location and condition. Non-current liabilities are those balances payable after
one year from the reporting date.
Net realisable value is the estimated selling price in the
ordinary course of business, less the estimated costs of All known liabilities are accounted for in the statement of
completion and selling expenses. financial position.
3.4.9 Trade and other receivables 3.5.2 Provisions

Trade and other receivables are stated at the amounts A provision is recognised if, as a result of a past event,
estimated to be realised after providing for impairment on the Group has a present legal or constructive obligation
trade and other receivables. that can be estimated reliably, and it is probable that an
outflow of economic benefit will be required to settle the
Other receivables and dues from related parties are obligation.
recognised at cost, less provision for impairment.
Provisions are determined by discounting the expected
3.4.10 Cash and cash equivalents future cash flows at a pre-tax rate that reflect current
Cash and cash equivalents comprise cash in hand and market assessments of the time value of money and the
short term deposits with original maturity of three risks specific to the liability. The unwinding of discount is
months or less. Bank overdrafts are shown within recognised as finance cost.
borrowings in current liabilities. For purpose of Cash flow
Bank overdrafts that are repayable on demand and form 3.5.3 Trade and other payables
an integral part of the Group’s cash management are Trade payables are obligations to pay for goods or
included as components of cash and cash equivalent. services that have been acquired in the ordinary course of
business from suppliers. Accounts payable are classified
3.4.11 Non-current assets held for sale as current liabilities if payment is due within one year or
Non-current assets that are expected to be recovered less. If not, they are presented as non-current liabilities.
primarily through a disposal rather than through
continuing use are classified as held for sale. Immediately 3.5.4 Government grants
before classification as held for sale, the assets (or A government grant is recognised initially as deferred
components of a disposal group) are re- measured income at fair value when there is a reasonable assurance
in accordance with the Group’s accounting policies. that it will be received and the Group will comply with the
Thereafter the assets (or disposal group) are measured at conditions associated with the grant.
the lower of their carrying amount and fair value less cost
222
G4-EC03 G4-LA02
Grants that compensate the Group for expenses incurred respect of defined benefit plans is the present value of
are recognised in income statement on a systematic the defined benefit obligation at the reporting date. The
basis in the periods in which the expenses are recognised. defined benefit obligation is calculated annually using the
Grants that compensate the Group for the cost of an Projected Unit Credit method. The present value of the
asset is recognised in income statement on a systematic defined benefit obligation is determined by discounting
basis over the useful life of the asset. he estimated future cash flows using interest rates that
are denominated in the currency in which the benefits will
3.5.5 Employee benefits be paid, and that have terms of maturity approximating to
the terms of the liability.
3.5.5.1 Defined contribution plan
A defined contribution plan is a post-employment benefit Provision has been made in the financial statements for
plan under which an entity pays fixed contributions to retiring gratuities from the first year of service for all
a separate entity and will have no legal or constructive employees.
obligations to pay further amounts. All employees of
the Company are members of the Employees’ Provident However, according to the Payment of Gratuity Act No.
Fund and Employees’ Trust Fund, to which their 12 of 1983, the liability for payment to an employee arises
employers contribute 12% - 15% and 3% respectively of only after the completion of 5 years continued service.
such employees’ basic or consolidated wage or salary,
cost of living and all other allowances. Obligations for The liability is not externally funded.
contributions to defined benefit plans, EPF & ETF, are
recognised as an employee benefit expense in income The Group recognizes all actuarial gains and losses arising
statement in the periods during which services are from defined benefit plans in other comprehensive
rendered by employees. income and all expenses related to defined benefit plans
in staff cost in income statement.
3.5.5.2 Contribution to Retirement Pension Scheme-Maldives
All Maldivian employees of the Group are members of the 3.5.5.6 Defined Benefit Plans – Oman
Retirement Pension Scheme established in the Maldives. Under the labour law of Oman gratuity is due to expatriate
Both employer and employee contributes 7% respectively employees upon termination of employment. Gratuity is
to this scheme of such employees’ pensionable wage. computed based on half month’s basic salary for each year
Employers’ obligations for contributions to pension during the first three years of employment and a full months
scheme is recognised as an employee benefit expense in basic salary for each year of employment thereafter. An
income statement in the periods during which services employee who has been in employment for less than one
are rendered by employees. year is not entitled to receive gratuity.
3.5.5.3 Employee Provident Fund - India 3.5.5.7 Short-term benefits

Group companies in India contribute a sum of 12% of Short-term employee benefit obligations are measured
the basic salaries of all employees as provident fund on an undiscounted basis and are expensed as the related
benefits to the Employee Provident Organisation of India. service is provided. A liability is recognised for the amount
expected to be paid under short-term cash bonus if the
3.5.5.4 Defined contribution Fund - Oman Company has a present legal or constructive obligation to
pay this amount as a result of past service rendered by the
Group companies in Oman contribute a sum of 10.5% of
employee and the obligation can be measured reliably.
the gross salary + 1% in respect of work related injuries
and illness for Omani employees in accordance with
Social Security Insurance Law. Whilst the employee is 3.6 Revenue
required to contribute 7% of the salary. Group revenue represents sales to customers outside
the Group and excludes value added tax. Revenue is
3.5.5.5 Defined Benefit Plans – retiring gratuities recognised to the extent that it is probable that the
economic benefits will flow to the Group and the revenue
A defined benefit plan is a post-employment benefit
can be reliably measured, regardless of when the payment
plan other than a defined contribution plan. The liability
is being received. Revenue is measured at the fair value
recognised in the statement of financial position in
223
of the consideration received or receivable, net of trade Interest income is recognised as it accrues in income
discounts, value added taxes and intra-group revenue. No statement, using the effective interest method
revenue is recognised if there are significant uncertainties
regarding recovery of the consideration due. Finance expenses comprise interest expense on
borrowings, preference dividends of preference shares
The following specific criteria are used for the purpose of classified as debt and impairment losses recognised on
recognition of revenue: financial assets. Borrowing costs that are not directly
attributable to the acquisition, construction or production
y Apartment revenue is recognised for the rooms
of a qualifying asset are recognised in income statement
occupied on a daily basis, whilst food and beverage
using the effective interest method. However, borrowing
sales are accounted for at the time of sale. All
costs that are directly attributable to the acquisition ,
revenues are recognised on an accrual basis and
construction or production of a qualifying asset that
matched with the related expenditure.
takes a substantial period of time to get ready for its
y Dividend income is recognised when the right to intended use or sale, are capitalized as part of the asset.
receive dividends is established. Dividend income is
included under other operating income. 3.9 Income tax expenses
y Interest income is recognised as it accrues. Interest Income tax expense comprises both current and
income is included under finance income in the deferred tax. Income tax expense is recognised in income
income statement. statement except to the extent that it relates to items
recognised directly in equity, in which case is recognised
y The Group has a customer loyalty program whereby
in the statement of comprehensive income or statement
customers are awarded credits (reward points) known
of changes in equity, in which case it is recognised directly
as “Diamond points”, which allows customers to
in the respective statements.
accumulate points when they occupy group hotels.
These points can then be redeemed for future hotel
accommodation. 3.9.1 Current taxes
Current tax is the expected tax payable on the
The fair value of the consideration received or receivable taxable income for the year, using tax rates enacted
in respect of initial sale is allocated between “diamond or substantially enacted at the reporting date and any
points” and the current sales. The fair value of the adjustment to tax payable in respect of previous years.
“diamond points” is based on a statistical analysis,
adjusted to take into account the expected forfeiture Taxation for the current and previous periods to the
rate. The fair value of the points issued is deferred and extent unpaid is recognised as a liability in the financial
recognised as revenue when the points are redeemed. statements. When the amount of taxation already paid in
The Group has not included extensive disclosure respect of current and prior periods exceeds the amount
regarding the loyalty programme as the amounts are not due for those periods, the excess is recognised as an asset
significant. in the financial statements.
3.7 Expenses 3.9.1.1 Companies incorporated in Sri Lanka

All expenditure incurred in the running of the business Provision for current tax for companies incorporated
and in maintaining the property, plant & equipment in a in Sri Lanka has been computed in accordance with the
state of efficiency has been charged to income statement Inland Revenue Act No. 10 of 2006 and its amendments
in arriving at the profit for the year. thereto.
3.8 Financing Income /(Expenses) 3.9.1.2 Companies incorporated outside Sri Lanka
Finance income comprises interest income on funds Provision for current tax for companies incorporated
invested, including the income from investment outside Sri Lanka have been computed in accordance to
categorized under available for sale financial assets. the relevant tax statutes as disclosed in note 11.3 to the
Gains on the disposal of interest generating investment financial statements.
classified under available for sale financial assets is
recognised under finance income.
224
3.9.2 Deferred tax commitments and contingent liabilities of the Company

Deferred tax is recognised in respect of temporary are disclosed in Note No. 14.4 and 38 to the financial
differences between the carrying amounts of assets and statements.
liabilities for financial reporting purposes and the amounts
used for taxation purposes. 3.12 Events occurring after the reporting date.
All material post reporting date events have been
Deferred tax is not recognised for temporary differences considered and where appropriate adjustment to or
arising on initial recognition of goodwill, the initial disclosures have been made in the financial statements.
recognition of assets or liabilities in a transaction that
is not a business combination and that affects neither
3.13 Earnings per share (EPS)
accounting nor taxable profits and differences relating to
investment in subsidiaries and jointly controlled entities The Group presents basic and diluted earnings per share
to the extent that they probably will not reverse in the (EPS) for its ordinary shares. Basic EPS is calculated
foreseeable future. by dividing the profit or loss attributable to ordinary
shareholders of the company by the weighted average
Deferred tax is measured at the tax rates that are number of ordinary shares outstanding during the period.
expected to be applied to the temporary differences Diluted EPS is determined by adjusting the profit or loss
when they reverse, based on the laws that have been attributable to ordinary shareholders and the weighted
enacted or substantively enacted by the reporting date. average number of ordinary shares outstanding for the
effects of all dilutive potential ordinary shares.
A deferred tax asset is recognised for unused tax losses
and deductible temporary differences to the extent that 3.14 Segmental Information
it is probable that future taxable profits will be available An operating segment is a component of the Group
against which they can be utilised. Deferred tax assets are that engages in business activities from which it may
reviewed at each reporting date and are reduced to the earn revenues and incur expenses, including revenues
extent that it is no longer probable that the related tax and expenses that relate to transactions with any of the
benefit will be realised. Group’s other components. All operating segments’
operating results are reviewed regularly by the Group’s
Deferred tax assets and liabilities recognised by individual CEO to make decisions about resources to be allocated
companies within the Group are disclosed separately as to the segment and assess its performance, and for which
assets and liabilities in the Group statement of financial discrete financial information is available.
position and are not offset against each other.
3.14.1 Primary and Secondary Segments
3.9.3 Economic Service Charge (ESC)
The Group in the hospitality industry and cannot segment
As per the provisions of the Economic Service Charge its products and services. The Group manages hotels in
Act No 13 of 2006, ESC is payable on the liable turnover two principal geographical areas, Sri Lanka and South Asia.
at specified rates. ESC is deductible from the income tax In presenting segmental information segment revenue
liability. Any unclaimed liability can be carried forward and and assets are based on the geographical locations
set off against the income tax payable as per the relevant of the assets. The primary segment is considered to
provisions in the Act. be the geographical segments based on the Group’s
management and internal reporting structure.
3.10 Statement of cash flows
The cash flow statement has been prepared using the ii) Segmental information analysed by geographical
“Indirect Method”. segments is disclosed in Notes 4 & 36 to the financial
statements.
3.11 Capital commitments and contingencies iii) All transfers made between the hotels in the Group
Contingencies are possible assets or obligations that are based on normal market price.
arise from a past event and would be confirmed only on
the occurrence or non occurrence of uncertain future
events, which are beyond the Group’s control. Capital
225
3.15 Determination of fair values The fair value of an asset or a liability is measured using
A number of the Group’s accounting policies and the assumptions that market participants would act in
disclosures require the determination of fair values, for their economic best interest when pricing the asset or
both financial and non-financial assets and liabilities. liability.
Fair value is the price that would be received to sell an A fair value measurement of a non-financial asset takes
asset or paid to transfer a liability in an orderly transaction into account a market participant’s ability to generate
between market participants at the measurement date. economic benefits by using the asset in its highest and
best use or by selling it to another market participant that
When measuring fair value of an asset or liability, the would use the asset in its highest and best use.
Group uses observable market data as far as possible.
Fair values are categorised into different levels in a fair The Group uses valuation techniques that are appropriate
value hierarchy based on the inputs used in the valuation in the circumstances and for which sufficient data are
techniques. available to measure fair value, maximising the use of
relevant observable inputs and minimising the use of
Level 1 inputs are unadjusted quoted prices in active unobservable inputs.
markets for identical assets or liabilities.
3.16 New Accounting Standards issued but not effective as at
Level 2 inputs are inputs other than quoted prices the reporting date
included within Level 1 that are observable for the asset The Institute of Chartered Accountants of Sri Lanka has
or liability either directly (i.e. as prices) or indirectly (i.e. issued the following standards which become effective
derived from prices). for annual periods beginning after the current financial
year. Accordingly these standards have not been applied
Level 3 inputs are inputs that are not based on observable in preparing theses financial statements and the Group
market data (unobservable inputs). plans to apply these standards on the respective effective
dates. The Group is currently in the process of evaluating
If inputs used to measure the fair value of an asset or
the potential effect of adoption of these standards and
liability fall into different levels of the fair value hierarchy,
amendments on its financial statements. Such impact
then the fair value measurement is categorised in its
has not been quantified as at the balance sheet date. The
entirety in the same level of the fair value hierarchy as
Group will be adopting these standards as and when they
the lowest level input that is significant to the entire
become effective.
measurement.
Fair values have been determined for measurement and 3.16.1 SLFRS 9 – Financial Instruments – effective for annual
disclosure purposes based on the following methods. periods beginning on or after 1st January 2018
Where applicable further information about the The final version of SLFRS 9 Financial Instruments that
assumptions made in determining fair value is disclosed in replaces LKAS 39 Financial Instruments: Recognition and
the notes specific to that asset or liability. Measurement and all previous versions of SLFRS 9.
SLFRS 9 brings together all three aspects of the
Fair value of non-financial assets accounting for the financial instruments project:
The fair value used by the Group in the measurement of classification and measurement; impairment; and hedge
non-financial assets is based on the presumption that accounting. SLFRS 9 is effective for annual periods
the transaction to sell the asset or transfer the liability beginning on or after 1st January 2018, with early
takes place either in the principal market for the asset application permitted. Except for hedge accounting,
or liability, or in the absence of a principal market, in retrospective application is required, but providing
the most advantageous market that is accessible by the comparative information is not compulsory. For hedge
Group for the asset or liability. accounting, the requirements are generally applied
prospectively, with some limited exceptions.
226
The Group plans to adopt the new standard on the asset during the lease term (i.e., the right-of-use asset).
required effective date. During 2016/17, the Group has Lessees will be required to separately recognise the
performed a high-level impact assessment of all three interest expense on the lease liability and the depreciation
aspects of SLFRS 9. This preliminary assessment is based expense on the right-of-use asset.
on currently available information and may be subject
to changes arising from further detailed analyses or Lessees will be also required to remeasure the lease
additional reasonable and supportable information being liability upon the occurrence of certain events (e.g.,
made available to the Group in the future. Overall, the a change in the lease term, a change in future lease
Group expects no significant impact on its balance sheet payments resulting from a change in an index or rate used
and equity. to determine those payments). The lessee will generally
recognise the amount of the remeasurement of the lease
3.16.2 SLFRS 15 – Revenue from Contracts with Customers– liability as an adjustment to the right-of-use asset.
effective for annual periods beginning on or after 1st
January 2018 Lessor accounting under SLFRS 16 is substantially
unchanged from the current requirements under LKAS
SLFRS 15 establishes a five-step model to account for
17. Lessors will continue to classify all leases using the
revenue arising from contracts with customers. Under
same classification principle as in LKAS 17 and distinguish
SLFRS 15, revenue is recognised at an amount that
between two types of leases: operating and finance
reflects the consideration to which an entity expects to
leases.
be entitled in exchange for transferring goods or services
to a customer.
SLFRS 16 also requires lessees and lessors to make more
extensive disclosures than under LKAS 17.
The new revenue standard will supersede all current
revenue recognition requirements under SLFRS. Either a
SLFRS 16 is effective for annual periods beginning on
full retrospective application or a modified retrospective
or after 1st January 2019. Early application is permitted,
application is required for annual periods beginning on
but not before an entity applies SLFRS 15. A lessee
or after 1 January 2018. Early adoption is permitted. The
can choose to apply the standard using either a full
Group plans to adopt the new standard on the required
retrospective or a modified retrospective approach. The
effective date using the full retrospective method. During
standard’s transition provisions permit certain reliefs.
2016/17, the Group performed a preliminary assessment
of SLFRS 15, which is subject to changes arising from a In 2017/18, the Group plans to assess the potential effect
more detailed ongoing analysis. of SLFRS 16 on its consolidated financial statements.
3.16.3 SLFRS 16 – Leases – effective for annual periods

beginning on or after 1st of January 2019
SLFRS 16 replaces LKAS 17 Leases and related
interpretations (IFRIC 4 Determining whether an
arrangement contains a Lease, SIC-15 Operating
Leases-Incentives and SIC-27 Evaluating the Substance
of Transactions Involving the Legal Form of a Lease).
SLFRS 16 sets out the principles for the recognition,
measurement, presentation and disclosure of leases and
requires lessees to account for all leases under a single
on-balance sheet model similar to the accounting for
finance leases under LKAS 17. The standard includes two
recognition exemptions for lessees – leases of ’low-value’
assets (e.g., personal computers) and short-term leases
(i.e., leases with a lease term of 12 months or less). At the
commencement date of a lease, a lessee will recognise
a liability to make lease payments (i.e., the lease liability)
and an asset representing the right to use the underlying
227
4 OPERATING SEGMENTS
4.1 Analysis of Geographical Segmental Results - Revenue
Group
External Intra Group Total Revenue
2016/2017 2015/2016 2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lankan Sector

Resorts & Hotels 5,048,145 3,612,030 10,114 31,746 5,058,259 3,643,776
Others 55,871 94,397 400,445 401,392 456,316 495,789
Total Sri Lankan Sector 5,104,016 3,706,427 410,559 433,138 5,514,575 4,139,565
South Asian and Middle East Sector 10,951,370 9,671,644 147,335 133,775 11,098,705 9,805,419
16,055,386 13,378,071 557,894 566,913 16,613,280 13,944,984
Intra group revenue (557,894) (566,913)
Total 16,055,386 13,378,071
4.2 Analysis of Geographical Segmental Results - Income Tax & Profits

Group
Income Tax Profit/(Loss) from Profit/(Loss) before
Expenses Operations Taxation
2016/2017 2015/2016 2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lankan Sector

Resorts & Hotels 252,253 77,988 477,629 667,883 293,724 671,504
Others 42,603 40,867 185,415 366,080 85,411 331,617
294,856 118,855 663,044 1,033,963 379,135 1,003,121
Share of Profit/(Loss) of equity - - - - (171,202) (165,030)
accounted investees (net of tax)
Total Sri Lankan Sector 294,856 118,855 663,044 1,033,963 207,933 838,091
South Asian and Middle East Sector 240,967 314,034 1,635,120 1,849,060 1,341,629 1,682,560
Total 535,823 432,889 2,298,164 2,883,023 1,549,562 2,520,651
228
4.3 Analysis of Geographical Segmental Results - Finance Income & Finance Expense
Finance Income Finance Expense
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lankan Sector

Resorts & Hotels 107,103 58,672 291,008 55,051
Others 7,728 57,112 107,732 91,575
Total Sri Lankan Sector 114,831 115,784 398,740 146,626
South Asian and Middle East Sector 52,782 34,188 346,273 200,688
Total 167,613 149,972 745,013 347,314
5 REVENUE
5.1 Revenue Breakdown
Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Total revenue 16,613,280 13,944,984 689,545 814,923

Less: Intra group revenue (557,894) (566,913) - -
Revenue 16,055,386 13,378,071 689,545 814,923
Less: revenue tax (422,348) (210,310) (15,089) (18,168)
Net revenue 15,633,038 13,167,761 674,456 796,755
5.2 Categories of Revenue

Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Rendering of hotel services 16,055,386 13,378,071 689,545 814,923

Total 16,055,386 13,378,071 689,545 814,923
229
5.3 Revenue generated from rendering of hotel services

Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Apartment 8,185,055 6,463,476 219,834 232,037

Restaurant 4,128,476 3,538,133 387,874 478,951
Bar 1,358,271 1,040,561 60,228 74,557
Spa related 209,377 182,203 11,085 16,393
Transfers & excursions 1,646,275 1,617,713 386 1,256
Rent and shop income 199,328 211,571 9,127 10,419
Telephone 33,481 22,221 74 194
Diving and windsurfing 226,736 196,765 - -
Laundry 12,516 11,031 937 1,116
Management fees 55,871 94,397 - -
Total 16,055,386 13,378,071 689,545 814,923
The group operates for Sri Lanka hotels a customer reward programme identified as “Diamond Club” as a value addition service
to its customers. Reward points are granted to customers who utilises hotel services for more than a designated value. Points
could be redeemed in Group Hotels in Sri Lanka.
6 OTHER INCOME/(EXPENSES)
Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Recreation 1,005 264 69 48

Dividends (net) from investments - - 844,505 563,870
Gain / (Loss) on sale of property, plant & equipment (2,720) 1,927 (22) (249)
Net foreign exchange gain/(loss) (123,457) 54,421 7,155 48,829
Insurance claims received 9,364 421 - 421
Amortisation of government grant 156 156 - -
Sundry income 17,052 12,652 1,440 1,988
Total (98,600) 69,841 853,147 614,907
7 OTHER OPERATING EXPENSES - DIRECT

Direct Operating Expenses disclosed in the income statement refers to the cost of material and services other than staff costs,
which are directly related to revenue.
230
8 OTHER OPERATING EXPENSES - INDIRECT

Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Administration & establishment 2,635,073 2,250,083 128,867 109,366

Repairs and maintenance 897,224 831,312 50,311 22,948
Energy 908,115 800,607 68,496 69,072
Selling & marketing 820,955 545,015 42,120 38,605
Management fees 293,465 204,587 25,187 39,817
Total 5,554,832 4,631,604 314,981 279,808
9 PROFIT FROM OPERATIONS

Profit from operations is stated after charging all expenses including the following:
Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Cost of inventories & services 3,351,276 2,545,794 178,574 191,885

Directors fees and emoluments 7,272 10,521 7 7
Auditors’ remuneration
- KPMG 8,977 5,897 815 730
- Other auditors 1,030 1,673 - -
Fees paid to Auditors for non audit services
- KPMG 467 598 411 503
- Other auditors 8,450 4,028 - -
Impairment of trade receivables 5,648 5,006 351 343
Impairment of investment in equity accounted investees - - 60,777 -
Donations 920 372 120 70
Defined contribution plan cost - EPF 78,954 56,731 15,939 15,499
Defined contribution plan cost - ETF 16,038 11,391 2,835 2,625
Defined contribution plan cost - Oman 10,049 - - -
Defined contribution plan cost - Maldives 15,888 21,732 - -
Defined benefit plan cost - retirement benefit 37,439 21,650 5,680 5,615
Legal expenses 4,828 2,947 360 1,161
Operating lease rentals 374,539 353,861 - -
231
10 NET FINANCING INCOME /(EXPENSE)

Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Finance income
Finance income from receivables 167,613 149,972 29,819 41,204
167,613 149,972 29,819 41,204
Finance expense
Interest expense on financial liabilities measured at 731,888 334,189 164,221 2,737
amortised cost
Interest expense on preference shares 13,125 13,125 - -
745,013 347,314 164,221 2,737
Net Financing income /(expense) (577,400) (197,342) (134,402) 38,467
11 INCOME TAX EXPENSE

11.1 Aitken Spence Hotel Holdings PLC.,being a Company involved in the promotion of tourism is liable to Income Tax at a
concessionary rate of 12% on the Hotel’s operating profits in terms of section 46 of the Inland Revenue Act. No. 10 of 2006.
The Taxation details of the other Companies in the Group are as follows:
11.2 Sri Lankan Sector

11.2.1 The business profits of Aitken Spence Hotel Management Asia (Pvt) Ltd., and Aitken Spence Hotels International (Pvt) Ltd are
exempt from tax in Sri Lanka, under Section 13 (b) of the Inland Revenue Act No. 10 of 2006. Management fee income received
from Republic of Maldives is subject to 10% withholding tax at source as per the Business Profit Tax Act of Republic of Maldives.
Further profits earned by the Company in Oman is taxed at 12%.
11.2.2 The business profits and income of Hethersett Hotels Ltd , Aitken Spence Hotels Ltd., Kandalama Hotels (Pvt) Ltd., Turyaa (Pvt)
Ltd (formerly Golden Sun Resorts (Pvt) Ltd) and MPS Hotels (Pvt) Ltd being Companies involved in the promotion of tourism
are liable to tax at a concessionary rate of 12% in terms of section 46 of the Inland Revenue Act No. 10 of 2006.
11.2.3 The business profits and income of Neptune Ayurvedic Village (Pvt) Ltd. arising from leasing out land, is liable for income tax at
standard rate of 28% as per the Inland Revenue Act No. 10 of 2006.
11.2.4 The business profits of Turyaa Resorts (Pvt) Ltd ( formerly Aitken Spence Resorts (Pvt) Ltd) would be exempt from income tax
under section 17A of Inland Revenue (amendment) Act No. 8 of 2012 for a period of 10 years ending 2026/2027.
11.2.5 The business profits of Ahungalla Resorts Ltd., would be exempt from income tax under section 17A of Inland Revenue Act
No. 10 of 2006 for a period of 12 years either from the first year the Company makes profits or not later than two years from the
commencement of commercial operations.
11.2.6 The profits and income earned in foreign currency (other than any commission, discount or similar receipt) from services rendered
in or outside Sri Lanka to a party outside Sri Lanka for tax payment in foreign currency are exempt from income tax in terms of
section 13(ddd) of the Inland Revenue Act No. 10 of 2006 and amendments thereto.
11.2.7 In addition, a maximum of 25% qualifying payment deduction is available for expansions under section 34 of the Inland
Revenue Act No 10 of 2006, for investments not less than Rs.50 million in fixed assets made by any undertaking on investments
specified in section 16C or 17A.
232
11.3 Overseas Sector

11.3.1 The business profits of Jetan Travel Services Co. Pvt Ltd., Cowrie Investment Pvt Ltd., ADS Resorts (Pvt) Ltd, Unique Resorts
(Pvt) Ltd. Ace Resorts (Pvt) Ltd., Crest Star Ltd., Crest Star (BVI) Ltd., P.R Holiday Homes (Pvt) Ltd, Aitken Spence Hotel Services
Ltd, Aitken Spence Resorts (Middle East) LLC and Aitken Spence Hotel Managements South India (Pvt) Ltd being non resident
companies in Sri Lanka and not deriving Income from Sri Lanka are out of the scope of income taxation in Sri Lanka.
11.3.2 The business profits of Jetan Travel Services Co. Pvt Ltd., Cowrie Investment Pvt Ltd., ADS Resorts (Pvt) Ltd., Ace Resorts (Pvt)
Ltd and Unique Resorts (Pvt) Ltd Companies incorporated in the Republic of Maldives are liable for corporate tax in Maldives at a
rate of 15% as per Business Profit Tax Act of Republic of Maldives.
11.3.3 Crest Star Ltd., a Company incorporated in Hong Kong is not liable for Income Tax. Crest Star (BVI) Ltd., a company incorporated
in the British Virgin Islands is exempt from Income Tax. Management fee income received from Republic of Maldives is subject to
10% withholding tax at source as per the Business Profit Tax Act of Republic of Maldives.
11.3.4 The business profits of P.R Holiday Homes (Pvt) Ltd., Perumbalam Resorts (Pvt) Ltd and Aitken Spence Hotel Services (Pvt)
Ltd. being Companies incorporated in India would be liable for tax at a rate of 30.9% in India , when the Company commences
commercial operations.
11.3.5 The business profits of Aitken Spence Hotel Managements South India (Pvt) Ltd., being a Company incorporated in India would
be liable to an effective income tax rate of 34.61% as per the Indian tax law.
11.3.6 The business profits of Aitken Spence Resorts (Middle East) LLC., being a Company incorporated in Oman would be liable for
income tax rate of 12% as per the Oman tax law.
11.4 Equity accounted investees

11.4.1 The business profits and income of Browns Beach Hotels PLC. arising from leasing of land to “” Negombo Beach Resorts (Pvt)
Ltd to construct and operate a Hotel is liable for income tax at a standard rate of 28% as per the Inland Revenue Act No. 10
of 2006.
11.4.2 The business profits of Negombo Beach Resorts (Pvt) Ltd, would be exempt from income tax under section 17 A of Inland
Revenue (amendment) Act No. 08 of 2012 for a period of 12 years from either the first year the company makes profits or not
later than two years from the commencement of commercial operations.
11.4.3 The business profits and income of Amethyst Leisure Ltd., is liable for income tax at standard rate of 28% as per the Inland
Revenue Act No. 10 of 2006.
11.4.4 The business profits and income of Paradise Resorts Passikudah (Pvt) Ltd., being a Company involved in the promotion of tourism
is liable to tax at a concessionary rate of 12% in terms of section 46 of the Inland Revenue Act No. 10 of 2006.
233
11.5 Income Tax Expense

Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Taxation on current year profits (Note No 11.7) 410,932 433,302 5,400 14,200
(Over) / Under provision in previous years (21,704) - (6,600) -
Withholding Tax on dividends paid by subsidiaries 25,606 30,822 - -
414,834 464,124 (1,200) 14,200
Deferred tax expense/ (income) (Note No 11.8) 120,989 (31,235) (19,727) (2,386)
Total 535,823 432,889 (20,927) 11,814
Income tax expense excludes, the Group’s share of tax expense of the Group’s equity-accounted investees recognised in profit and
(loss) is nill. (2015/16 3.4 million) which has been included in “Share of Profit /(Loss) of equity-accounted investees (net of tax)
11.6 Income Tax expense recognised in Other Comprehensive Income

Group
2016/2017 2015/2016
Before Tax Tax expense/ Net of Tax Before Tax Tax expense/ Net of Tax
(income) (income)
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Foreign Currency translation differences

of foreign operations 784,324 - 784,324 736,507 - 736,507
Revaluation of property, plant &
equipment 207,669 - 207,669 - - -
Share of other comprehensive income of
equity accounted investees (net of tax) 51,513 - 51,513 (177) - (177)
Net change in fair value of available for
sale financial assets (75,745) - (75,745) 22,204 - 22,204
Actuarial gains / (losses) arising from
retirement benefit obligations 7,515 (1,160) 6,355 (2,896) 371 (2,525)
Total 975,276 (1,160) 974,116 755,638 371 756,009
Company
2016/2017 2015/2016
Before Tax Tax expense/ Net of Tax Before Tax Tax expense/ Net of Tax
(income) (income)
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Revaluation of property, plant &

equipment 60,000 - 60,000 - - -
Actuarial gains / (losses) arising from
retirement benefit obligations 6,000 (720) 5,280 (899) 108 (791)
Total 66,000 (720) 65,280 (899) 108 (791)
234
11.7 Reconciliation of Accounting Profit to Tax on current year.

Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Profit before tax 1,549,562 2,520,651 630,361 724,289

Consolidation adjustments 171,202 165,030 - -
Profit after adjustments 1,720,764 2,685,681 630,361 724,289
Profits and income (Net of exempt losses) not liable 1,468,093 (653,222) (465) (59,032)
for income tax
* Effect of revenue taxed at source 473,946 537,043 - -
Adjusted Profits 3,662,803 2,569,502 629,896 665,257
Non taxable receipts gains - - (844,505) (563,870)
Aggregate disallowed expenses 1,943,349 1,426,191 131,367 125,668
Capital allowances (3,449,866) (1,634,605) (48,275) (23,679)
Aggregate allowable expenses (198,536) (139,426) (26,596) (22,860)
Utilisation of tax losses (15,569) (68,547) (10,274) (63,181)
Qualifying payment deductions (6,848) (66,132) - -
Current year losses not utilised 967,414 1,096,390 187,467 -
Taxable Income 2,902,747 3,183,373 19,080 117,335
Income Tax charged at

Standard rate of 28% 44,610 4,373 5,400 -
Concessionary rate of 12% 79,376 78,554 - 14,200
Varying rates on overseas company profits 286,946 350,375 - -
Taxation on current years profits 410,932 433,302 5,400 14,200
11.8 Deferred tax expenses / (income)

Origination / (reversal) of temporary differences arising from;
Property, plant and equipment 140,927 24,662 1,763 (8,718)
Defined benefit obligations (1,132) (191) (290) 157
Tax losses carried forward (18,806) (55,706) (21,200) 6,175
Total 120,989 (31,235) (19,727) (2,386)
11.9 Tax Losses Carried Forward

Tax Losses brought forward 2,531,268 1,491,377 773,628 825,080
Adjustments to prior year tax liability and tax losses
arising during the year 849,218 1,108,438 186,937 11,729
Utilisation of tax losses (15,569) (68,547) (10,274) (63,181)
Total 3,364,917 2,531,268 950,291 773,628
Group tax expense is based on the taxable profit of individual companies within the group.
* Income derived from the provision of services by non resident companies operating in the Maldives is subject to
withholding tax of 10% .
11.10 As specified in Note No. 11.9, the companies in the Group have carried forward tax losses which are available to be set off
against the future tax profits of those companies. From these losses, companies in the Group have not accounted for deferred
tax assets, amounting to Rs. Rs. 292,593,899/- (2015/16 - Rs. 50,808,079/-) since utilisation against future taxable profits are
not probable. For Aitken Spence Hotel Holdings PLC, there were no deferred tax assets unaccounted on losses as at 31.03.2017.
(2015/16 - Nil).
235
12 EARNINGS PER ORDINARY SHARE

Basic earnings per share is calculated by dividing the profit for the year attributable to the ordinary shareholders by the weighted average
number of ordinary shares outstanding during the year.
The following reflects the income and share data used in the basic earnings per share computation.
Group Company
2016/2017 2015/2016 2016/2017 2015/2016
Rs. Rs. Rs. Rs.
Amounts used as numerator
Profit after taxation and non-controlling interest
attributable to Aitken Spence Hotel Holdings PLC. 675,873,049 1,403,766,012 651,287,551 712,474,981
Preference dividend (14,850,000) (14,850,000) (14,850,000) (14,850,000)
661,023,049 1,388,916,012 636,437,551 697,624,981
Number of ordinary shares used as the denominator

Weighted Average No. of shares in issue applicable to basic
earnings per share 336,290,010 336,290,010 336,290,010 336,290,010
Earnings per ordinary share - (Rs.) 1.97 4.13 1.89 2.07
There were no potentially dilutive ordinary shares outstanding at any time during the year, hence the diluted earnings per share is equal to
the basic earnings per share.
13 DIVIDENDS
Company
2016/2017 2015/2016
Rs. ’000 Rs. ’000
Final dividends declared and paid for 2015/16
Preference Dividend
Preference dividend paid for 2015/16 (14,850) (14,850)
Ordinary Dividend
Final ordinary dividend paid for 2015/16 (420,363) (504,435)
(435,213) (519,285)
Interim dividends declared and paid for 2016/17

Preference Dividend
Preference dividend paid for 2016/17 (14,850) -
Ordinary Dividend
Interim ordinary dividend paid for 2016/17 (168,145) -
(182,995) -
Total (618,208) (519,285)
Final ordinary dividend proposed 84,073 420,363

Preference dividend proposed (2015/16) - 14,850
Ordinary Dividend per Share - (Rs.) 0.75 1.25
The Directors have recommended a final ordinary dividend of cents 25 per ordinary share for 2016/17 (2015/16 Rs. 1.25). If approved
at the Annual General Meeting on 30th June 2017 the total ordinary dividends will be paid out of taxable dividends received from
Subsidiary Companies from which 10% withholding tax has been deducted.
In accordance with LKAS 10 - Events After the Reporting Period, the recommended final dividends has not been recognised as a liability
as at 31st March 2017.
However for the purpose of computing dividends per share, dividends to be approved has been taken into consideration.
236
14 PROPERTY PLANT AND EQUIPMENT
14.1 Group
Land Buildings Plant Motor Furniture Furnishing, Capital Total
(Freehold) Machinery & Vehicles & Cutlery, work-in
Equipment Fittings Crockery & progress
Glassware
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Cost or Valuation
Balance as at 01.04.2016 5,256,689 17,995,695 5,061,146 319,611 1,289,208 605,177 605,625 31,133,151
Additions - 563,526 350,841 35,516 106,246 51,201 4,024,404 5,131,734
Assets acquired from business combinations 855,000 - 85 3,580 - - 8,432,843 9,291,508
Capitalisation of amortised leases and - - - - - - 623,437 623,437
lease accruals (note 15, 16 & 32)
Transfers - 8,939,516 1,272,353 403 843,050 3,325 (11,058,647) -
Revaluations 207,668 - - - - - - 207,668
Disposals/write - offs - (28) (33,265) (7,872) (2,739) (30,808) (14,165) (88,877)
Effect of movement in exchange rates 168,204 710,026 151,143 10,693 33,004 19,542 25,338 1,117,950
Balance as at 31.03.2017 6,487,561 28,208,735 6,802,303 361,931 2,268,769 648,437 2,638,835 47,416,571
-
Accumulated Depreciation
Balance as at 01.04.2016 - 4,192,112 2,191,242 209,192 859,083 580,162 - 8,031,791
Assets acquired from business combinations - - 42 1,253 - - - 1,295
Transfers - (3,018) 10,945 - (7,880) (47) - -
Charge for the year - 689,834 540,324 29,581 134,910 75,769 - 1,470,418
Disposals/write - offs - (28) (27,793) (3,372) (2,587) (29,161) - (62,941)
Effect of movement in exchange rates - 171,838 74,556 6,239 19,693 16,522 - 288,848
Balance as at 31.03.2017 - 5,050,738 2,789,316 242,893 1,003,219 643,245 - 9,729,411
Carrying value
As at 31.03.2017 6,487,561 23,157,997 4,012,987 119,038 1,265,550 5,192 2,638,835 37,687,160
As at 31.03.2016 5,256,689 13,803,583 2,869,904 110,419 430,125 25,015 605,625 23,101,360
The gross carrying amount of fully depreciated property plant and equipment that is still in use for the Group as at 31st March 2017 was Rs. 2,035,849/- (Company
Rs. 591,158,252/-)
The exchange difference has arisen as a result of the translation of property, plant and equipment of foreign entities which are accounted for in United States Dollars,
Oman Riyal, Indian Rupees and translated to the reporting currency at the closing rate.
Assets pledged as security against borrowings are disclosed in Note No. 29.1.
Capital work in progress represents the amount of expenditure recognised under property, plant and equipment during the construction of capital assets.
237
14.2 Company
Land Buildings Plant Motor Furniture Furnishing, Total
(Freehold) Machinery & Vehicles & Cutlery,
Equipment Fittings Crockery &
Glassware
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Cost or Valuation
Balance as at 01.04.2016 570,207 957,687 434,024 647 222,696 105,963 2,291,224
Revaluation 60,000 - - - - - 60,000
Additions - 100,102 32,135 - 26,213 11,822 170,272
Disposals/write - offs - - - - - (805) (805)
Balance as at 31.03.2017 630,207 1,057,789 466,159 647 248,909 116,980 2,520,691
Accumulated Depreciation
Balance as at 01.04.2016 - 294,604 329,307 635 207,414 88,453 920,413
Charge for the year - 25,526 16,258 12 7,314 10,018 59,128
Disposal/write - offs - - - - - (783) (783)
Balance as at 31.03.2017 - 320,130 345,565 647 214,728 97,688 978,758
Carrying value
As at 31.03.2017 630,207 737,659 120,594 - 34,181 19,292 1,541,933
As at 31.03.2016 570,207 663,083 104,717 12 15,282 17,510 1,370,811
During the year borrowing cost amounting to Rs. 59,924,795/- was capitalised by the Group. The total interest cost capitalised to
date under property plant and equipment amounted to Rs. 456,629,657/-
238
14.3 Freehold Land

14.3.1 Land carried at revalued amounts
Company Location Last revaluation Land extent Carrying Revaluation Carrying
date Amount Surplus Amount at
at at 31st Cost
March 2017
Rs. ’000 Rs. ’000 Rs. ’000
Aitken Spence Hotel "Heritance Ahungalla" 15.12.2016 11A 3R 34.02P 625,000 606,798 18,202
Holdings PLC (i) Galle Road, Ahungalla
Heritance (Pvt) Ltd (i) Moragalla, Beruwala 23.01.2014 5A 3R 6.80P 278,000 266,920 11,080
Meeraladuwa (Pvt) Ltd (i) Meeraladuwa Island 23.01.2014 29A 2R 09P 450,830 360,398 90,432
Balapitiya
Kandalama Hotels (Pvt) Kandalama , Dambulla 23.01.2014 169A 2R 22.P 9,000 1,616 7,384
Ltd (i)
Neptune Ayurvedic Ayurvedic Village, 23.01.2014 0A 0R 19.30P 4,425 362 4,063
Village (Pvt) Ltd (i) Moragalla,
Beruwala
P.R. Holiday Homes (Pvt) Cochin - Kerala 07.02.2017 14A, 0R. 7.52P 200,533 66,708 133,825
Ltd (ii)
Turyaa (Pvt) Ltd 418, Parellel Road 06.12.2016 5A 1R 37.9P 380,000 360,235 19,765
Kudawaskaduwa,
Kalutara
49, Sea Beach Road, 06.12.2016 0A 1R 30.32P 22,250 20,762 1,488
Kalutara
Turyaa Resorts (Pvt) Kudawaskaduwa, 21.01.2014 1A 3R 33.20P 86,000 29,221 56,779
Ltd (i) Kalutara
Kudawaskaduwa, 21.01.2014 0A 1R 34.30P 16,700 7,526 9,174
Kalutara
M.P.S Hotels (Pvt) 200/21, Peradeniya 29.01.2014 3 A 3R 1.52P 300,500 59,324 241,176
Ltd (i) Road - Kandy
Perumbalam Resorts Cochin - Kerala 07.02.2017 4A, 0R, 0.9P 52,203 42,478 9,725
(Pvt) Ltd (ii)
Total 2,425,441 1,822,348 603,093
The above valuations were carried out by following qualified valuers who have recent experience in the location and category of
the property being valued on the basis of current market value.
(i) Valuation of the land was carried out by Mr. K.C.B. Condegama, A.I.V. (Sri Lanka)
(ii) Valuation of the land carried out by Mr. T.T. Kripananda Singh B.S.C. (Eng.) Civil MICA, F.I.E, F.I.V (Eng.) of Messers N. Raj
Kumar and Associates (India)
239
14.3.2 Land carried at Cost

Company Location Acquisition date Extent Carrying
amount
as at
31.03.2017
Rs. ’000
Aitken Spence Hotel Holdings PLC "Heritance Ahungalla" 10.06.2013 39.26P 5,207
Galle Road, Ahungalla
Aitken Spence Resorts (Middle East) LLC Muscat, Oman 11.02.2016 20437 Square 2,652,965
Meters
Aitken Spence Hotel Management 144/7, Kottivakkam , OMR 09.06.2014 0A. 3R. 15.14P 548,948
South India (Pvt) Ltd Chennai
Ahungalla Resorts Ltd Galle Road, Ahungalla 01.07.2016 12A 2R 75.17P 855,000
Total 4,062,120
Revaluation of the above properties have not being carried out as the carrying values are consistent with the market values.
14.3.3 Total carrying amount of land

Land carried at revalued amounts (Note 14.3.1) 2,425,441
Land carried at cost (Note 14.3.2) 4,062,120
Total 6,487,561
14.4 Capital Expenditure Commitments

The following commitments for capital expenditure approved by the Directors as at 31st March, 2017 have not been provided for in
the accounts.
Group
31.03.2017 31.03.2016
Rs. ’000 Rs. ’000
Approximate amount approved but not contracted for 1,606,915 1,145,641

Approximate amount contracted for but not accounted 7,979,475 2,976,994
Total 9,586,390 4,122,635
240
15 LEASEHOLD PROPERTIES
Group
31.03.2017 31.03.2016
Rs. ’000 Rs. ’000
Acquisition Cost
Balance brought forward 2,461,014 2,267,623
Effect of movement in exchange rates 124,164 193,391
Balance carried forward 2,585,178 2,461,014
Accumulated Amortisation
Balance brought forward (454,286) (361,096)
Effect of movement in exchange rates (24,805) (33,228)
Amortised during the year (53,222) (50,132)
Amortisation capitalised to property,plant and equipment (10,405) (9,830)
Balance carried forward (542,718) (454,286)
Unamortised leasehold properties as at 31st March 2,042,460 2,006,728
Leasehold properties represents the acquisition cost of leasehold rights of some of the hotel properties in the Maldives.
16 PREPAID OPERATING LEASES

Group
31.03.2017 31.03.2016
Rs. ’000 Rs. ’000
Cost
Balance brought forward 1,911,852 1,101,563
Effect of movement in exchange rates 89,429 141,789
Additions during the year - 668,500
Balance carried forward 2,001,281 1,911,852
Balance brought forward (68,035) (34,500)
Amortised during the year (55,321) (19,066)
Amortisation capitalised to property,plant and equipment (15,199) (14,469)
Balance carried forward (138,555) (68,035)
Unamortised prepaid operating leases as at 31st March 1,862,726 1,843,817
Current portion of unamortised operating leases (71,557) (32,746)
Non Current portion of unamortised operating leases as at 31st March 1,791,169 1,811,071
Prepaid operating leases represents the amounts paid in advance for leasehold rights of some of the hotel properties.
241
16.1 Unexpired Lease periods of leasehold land:

Company Name Location of Unexpired lease
the property period as at
31st March
2017
Kandalama Hotels (Pvt) Ltd. Dambulla 25 years

Hethersett Hotels Ltd. Nuwara Eliya 77 years
Aitken Spence Hotels Ltd. Beruwela 26 years
Jetan Travel Services Co. (Pvt) Ltd. Maldives 24 years
Cowrie Investment (Pvt) Ltd. - (existing land) Maldives 31 years
- (new island) Maldives 48 years
ADS Resorts (Pvt) Ltd. Maldives 9 years
Unique Resorts (Pvt) Ltd. Maldives 28 years
Ace Resorts (Pvt) Ltd. Maldives 48 years
16.2 Lease Commitments

Group
31.03.2017 31.03.2016
Rs. ’000 Rs. ’000
Lease rentals payable within one year 385,667 367,191

Lease rentals payable within one to five years 1,990,146 1,890,203
Lease rentals payable after five years 5,799,497 5,897,118
Total 8,175,310 8,154,512
Lease commitments have been estimated based on remaining lease periods disclosed under Note 16.1 above.
US Dollar conversion rate prevailing as at the reporting date 31st March 2017 has been used to convert the future lease
commitments of Maldives properties.
242
17 INTANGIBLE ASSETS
17.1 Group
Goodwill Computer Total
Software
Rs. ’000 Rs. ’000 Rs. ’000
Cost or Valuation
Balance as at 01st April 2016 376,190 64,874 441,064
Effect of movement in exchange rates 18,590 2,157 20,747
Additions - 10,113 10,113
Balance as at 31st March 2017 394,780 77,144 471,924
Accumulated amortisation / impairment

Balance as at 01st April 2016 - (60,898) (60,898)
Effect of movement in exchange rates - (2,138) (2,138)
Amortisation (4,276) (4,276)
Balance as at 31st March 2017 - (67,312) (67,312)
Carrying value as at 31st March 2017 394,780 9,832 404,612

Carrying value as at 31st March 2016 376,190 3,976 380,166
Goodwill relates to the acquisition of 70% of equity in Aitken Spence Resorts (Middle East) LLC during the year 2015/16.
The recoverable amount of goodwill is determined based on value-in-use calculations. These calculations use cash flow projections
based on financial budgets approved by management covering five year periods. The key assumptions used are given below.
Business growth - Based on the long term average growth rate for each business unit.
The weighted average growth rate used is consistent with the forecast included in industry reports.
Inflation - Based on current inflation rate.
Discount rate - Risk free rate adjusted for the specific risk relating to the industry.
Margin - Based on past performance and budgeted expectations
17.2 Company
Computer Total
Software
Rs. ’000 Rs. ’000
Cost or Valuation
Balance as at 01st April 2016 5,537 5,537
Additions 1,600 1,600
Balance as at 31st March 2017 7,137 7,137
Accumulated amortisation / impairment

Balance as at 01st April 2016 (5,523) (5,523)
Amortisation (191) (191)
Balance as at 31st March 2017 (5,714) (5,714)
Carrying value as at 31st March 2017 1,423 1,423

Carrying value as at 31st March 2016 14 14
Intangible assets as at 31st March 2017 includes fully amortised assets of the group having a gross carrying amount of
Rs 52,305,829/- that is still in use (Company Rs. 5,779,845/-) There were no intangible assets pledged by the Group as security for
facilities obtained from banks.
243
18 INVESTMENT IN SUBSIDIARIES
18.1 Investments in Subsidiaries – Unquoted
Company
Country of Number Company Group 31.03.2017 31.03.2016
incorporation of Shares Holding Holding Rs. ’000 Rs. ’000
Subsidiary Companies
a) Equity Shares
Aitken Spence Hotels Ltd. Sri Lanka 14,701,204 98.00% 98.00% 149,736 149,736
Crest Star Ltd. Hong Kong 10,000 100.00% 100.00% 9,921 9,921
(Ordinary Shares of HK$ 1 each)
Crest Star (BVI) Ltd. British Virgin
(Ordinary Shares of US$ 1 each) Island 3,415,000 100.00% 100.00% 185,628 185,628
Cowrie Investment (Pvt) Ltd. Maldives 52,740 60.00% 60.00% 321,733 321,733
(Ordinary Shares of Mrf 1000 each)
Aitken Spence Resorts (Middle East) Oman 10,000 0.12% 0.12% 3,780 -
LLC
(Ordinary Shares of OMR 1 each)
Hethersett Hotels Ltd. Sri Lanka 24,542,000 87.65% 87.65% 161,421 161,421
Neptune Ayurvedic Village (Pvt) Ltd. Sri Lanka 500,000 100.00% 100.00% 5,000 5,000
Aitken Spence Hotels International Sri Lanka
(Pvt) Ltd. 10,744,582 51.00% 51.00% 181,024 181,024
Aitken Spence Hotel Managements Sri Lanka
Asia (Pvt) Ltd. 5,125,500 51.00% 51.00% 51,255 51,255
Turyaa (Pvt) Ltd. Sri Lanka 219,812,322 100.00% 100.00% 1,583,679 1,393,679
MPS Hotels (Pvt) Ltd Sri Lanka 4,753,025 100.00% 100.00% 307,745 307,745
Turyaa Resorts (Pvt) Ltd Sri Lanka 104,600,000 100.00% 100.00% 1,046,000 815,000
Ahungalla Resorts Ltd Sri Lanka 78,369,024 60.00% 60.00% 2,926,326 -
Meeraladuwa (Pvt) Ltd Sri Lanka 20,227,801 100.00% 100.00% 202,278 202,278
7,135,526 3,784,420
b) Preference Shares
Hethersett Hotels Ltd. Sri Lanka 5,000,000 50,000 50,000
Aitken Spence Hotels Ltd Sri Lanka 40,000,000 400,000 400,000
Net carrying amount of
Investments in subsidiaries –
unquoted as at 31st March 7,585,526 4,234,420
244
18.2 Investments in Subsidiaries by the Group Companies

Group
Country of Number Company Group 31.03.2017 31.03.2016
incorporation of Shares Holding Holding Rs. ’000 Rs. ’000
Investments by Subsidiary Companies

a) Equity Shares
Aitken Spence Hotels Ltd.
- Kandalama Hotels (Pvt) Ltd Sri Lanka 10,216,216 63.00% 61.74% 234,406 234,406
- Heritance (Pvt) Ltd. Sri Lanka 2,125,627 100.00% 98.00% 35,751 35,751
270,157 270,157
Crest Star (Bvi) Ltd

- Jetan Travel Services Co. (Pvt) Ltd Maldives 47,500 95.00% 95.00% 436,559 415,591
436,559 415,591
Aitken Spence Hotels International
(Pvt) Ltd
- ADS Resorts (Pvt) Ltd Maldives 1,275,000 100.00% 51.00% 103,970 103,970
- Unique Resorts (Pvt) Ltd Maldives 6,375,000 100.00% 51.00% 562,663 562,663
- Aitken Spence Hotel Services India
(Pvt) Ltd 10,000 100.00% 51.00% 271 271
- Aitken Spence Hotel India
Managements (South India)
Pvt Ltd 132,672,867 100.00% 51.00% 2,976,264 2,766,306
- Ace Resorts (Pvt) Ltd Maldives 8,480,999 100.00% 51.00% 740,155 740,155
- Aitken Spence Resorts (Middle Oman
East) LLC 8,089,678 99.88% 50.94% 3,088,670 39,887
7,471,993 4,213,252
Aitken Spence Hotel Managements

Asia (Pvt) Ltd
- PR Holiday Homes (Pvt) Ltd India 621,310 84.57% 43.13% 174,949 174,949
(ordinary shares)
- Aitken Spence Hotels Sri Lanka 2,906,138 100.00% 100.00% 581,227 -
International (Pvt) Ltd
(preference shares)
756,176 174,949
- PR Holiday Homes (Pvt) Ltd
- Perumbalam Resorts (Pvt) Ltd India 10,000 100.00% 43.13% 233,953 212,956
233,953 212,956
Kandalama Hotels (Pvt) Ltd., and Heritance (Pvt) Ltd., are Subsidiaries of Aitken Spence Hotels Ltd.
Jetan Travel Services Co. Pvt Ltd., is a Subsidiary of Crest Star (BVI) Ltd.
ADS Resorts (Pvt) Ltd, Unique Resorts (Pvt) Ltd, Aitken Spence Hotel Services (Pvt) Ltd, Aitken Spence Hotel Management
(South India) Pvt Ltd., Ace Resorts (Pvt) Ltd and Aitken Spence Resorts (Middle East) LLC are subsidiaries of Aitken Spence Hotels
International (Pvt) Ltd.
P.R Holiday Homes (Pvt) Ltd is a Subsidiary of Aitken Spence Hotel Managements Asia (Pvt) Ltd.
Perumbalam Resorts (Ltd)., is a subsidiary of P.R Holiday Homes (Pvt) Ltd.
245
18.3 Non Controlling Interest - Subsidiaries

The following Subsidiaries have material NCI
Ownership interest
held by NCI
Name Principle place of Operating Segment As at As at
Business and Country of 31st March 31st March
incorporation
2017 2016
Aitken Spence Hotels International Sri Lanka Sri Lanka Sector - Others 49% 49%
(Pvt) Ltd
Ahungalla Resorts Ltd Sri Lanka Sri Lanka Sector 40% 40%
Cowrie Investments (Pvt) Ltd Republic of Maldives South Asian Sector 40% 40%
ADS Resorts (Pvt) Ltd Republic of Maldives South Asian Sector 49% 49%
Unique Resorts (Pvt) Ltd Republic of Maldives South Asian Sector 49% 49%
Aitken Spence Hotel Management India South Asian Sector 49% 49%
South India (Pvt) Ltd
During the year, based on the reassessment made on the underlying circumstances, Ahungalla Resorts Ltd was considered a
subsidiary. This investment was previously accounted as a Joint Venture using the equity method.
Except for Ahungalla Resorts Ltd and Cowrie Investments (Pvt) Ltd., the non-controlling interest of other subsidiaries are held by
the ultimate holding Company, Aitken Spence PLC
Summarised financial information of Subsidiaries with material NCI

Cowrie Investments (Pvt) Ltd Ahungalla Resorts Ltd
For the year ended 31st March 2017 2016 2017 2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Revenue 3,217,755 3,230,559 1,166,155 -

Profit/(Loss) after tax 583,551 777,168 (264,899) (87,666)
Profit/(Loss) attributable to NCI 233,420 310,867 (105,960) (35,066)
Other comprehensive income 203,713 267,350 - -
Total comprehensive income 787,264 1,044,518 (264,899) (87,666)
Total comprehensive income attributable to NCI 314,906 417,807 (105,960) (35,066)
Current Assets 1,639,824 1,617,295 1,199,744 2,261,108
Non current assets 5,670,496 3,564,937 11,429,264 7,273,312
Current Liabilities (976,517) (959,575) (1,764,521) (317,220)
Non- Current liabilities (1,747,524) (266,138) (5,210,736) (3,297,400)
Net Assets 4,586,279 3,956,519 5,653,751 5,919,800
Net assets attributable to NCI 1,834,512 1,582,608 2,261,500 2,367,920
Cash flow from operating activities 709,645 750,234 143,254 259,137

Cash flow from investing activities (1,768,484) (461,876) (4,470,010) (5,248,451)
Cash flow from financing activities 1,139,925 (72,345) 3,056,011 6,710,692
Net increase in cash and cash equivalents 81,086 216,013 (1,270,745) 1,721,378
Dividends paid to NCI during the year - - - -
The above figures are before elimination of inter company transactions.
246
19 INVESTMENT IN EQUITY ACCOUNTED INVESTEES
19.1 Investment in Associates
19.1.1 Investment in Associates - Quoted
Group Company
No. of Group 31.03.2017 31.03.2016 No. of Company 31.03.2017 31.03.2016
Shares Holding Rs. ’000 Rs. ’000 Shares Holding Rs. ’000 Rs. ’000
Browns Beach Hotels PLC 48,492,451 37.42% 925,110 925,110 47,455,750 36.62% 906,602 906,602
(Consolidated with Negombo Beach
Resorts (Pvt) Ltd)
Investments made during the year - - - - - - - -
Net book value as at 31st March 48,492,451 37.42% 925,110 925,110 47,455,750 36.62% 906,602 906,602
Share of movement in equity value (81,822) 99,489 - -
Surplus on revaluation 314,880 263,525 - -
Equity value of Investment as at 31st March 1,158,168 1,288,124 Net Book Value as at 31st March 906,602 906,602
Market value of quoted investment as at Market value of quoted
31st March 1,032,889 1,576,005 investment as at 31st March 1,010,807 1,542,312
19.1.2 Investment in Associates - Unquoted

Group Company
Amethyst Leisure Ltd

(Consolidated with Paradise Resorts 86,532,335 23.44% 191,409 191,409 86,532,335 23.44% 191,409 191,409
Passikudah (Pvt) Ltd)
Investments made during the year 48,133,720 4.45% 57,760 - 48,133,720 4.45% 57,760 -
Net book value as at 31st March 134,666,055 27.89% 249,169 191,409 134,666,055 27.89% 249,169 191,409
Share of movement in equity value (112,910) (81,148)
Equity value of Investment as at 31st March 136,259 110,261 249,169 191,409
Less Provision for impairment of investment - - (60,777) -
136,259 110,261 188,392 191,409
Total Equity Value of
Investments - Quoted (19.1.1) 1,158,168 1,288,124 906,602 906,602
Investments - Unquoted (19.1.2) 136,259 110,261 188,392 191,409
247
Total equity value of investments as at 31st

March 1,294,427 1,398,385 1,094,994 1,098,011
19.2 Investment in Joint Ventures
248
Group Company
Ahungalla Resorts Ltd 33,846,957 60.00% - 876,404 33,846,957 60.00% - 876,404

Investments made during the year 44,522,067 60.00% - 2,049,921 44,522,067 60.00% - 2,049,921
Net book value as at 31st March 78,369,024 60.00% - 2,926,325 78,369,024 60.00% - 2,926,325
Share of movement in equity value - 657,502
Equity value of Investment as at 31st March - 3,583,827 - 2,926,325
Investments in Associates (19.1) 1,294,427 1,398,385 1,094,994 1,098,011
Investments in Joint Ventures - 3,583,827 - 2,926,325
Total Equity Value of Investments in equity
Accounted Investees 1,294,427 4,982,212 1,094,994 4,024,336
During the year,based on the reassessment made on the underlying circumstances, Ahungalla Resorts Ltd was considered a subsidiary. This investment was previously
accounted as a Joint Venture using the equity method.

19.3 Equity Accounted Investees - Associates

Name Principle place of Nature of relationship Ownership interest Fair Value of
Business / with the Group % Voting rights held ownership interest
Country of As at (if listed)
incorporation 31st March
2017 Rs.000
Browns Beach Hotels PLC Sri Lanka Owns “Negombo Beach
Resorts (Pvt) Ltd 37.42% 1,032,889
Negombo Beach Resorts (Pvt) Ltd Sri Lanka Owns and Operates
(100% subsidiary of Browns Beach "Heritance Negombo" 37.42%
Hotels PLC) -
Amethyst Leisure Ltd Sri Lanka Owns Paradise Resorts
Passikudah (Pvt) Ltd 27.89% -
Paradise Resorts Passikudah (Pvt) Ltd Sri Lanka Owns and Operates -
(100% subsidiary of Amethyst " Amethyst Resorts 27.89%
Leisure Ltd) Passikudah"
Summerised financial information of material Associates

Amethyst Leisure Ltd Browns Beach Hotels PLC
(Consolidated with (Consolidated with
Paradise Resorts Negombo Beach Resorts
Passikudah (Pvt) Ltd. (Pvt) Ltd )
For the year ended 31st March 2017 2016 2017 2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Revenue 90,093 38,905 580,827 -

Profit /(Loss) after tax (66,288) (309,783) (482,909) (105,019)
Other comprehensive income 277 218 137,468 (2,839)
Total comprehensive income (66,011) (309,565) (345,441) (107,858)
Attributable to NCI (47,601) (237,003) (216,177) (67,844)
Attributable to Investees Shareholders (18,410) (72,562) (129,264) (40,353)
Current Assets 14,668 13,338 142,601 19,566
Non Current Assets 661,206 678,811 5,906,680 5,635,322
Current Liabilities (100,388) (208,013) (1,980,695) (144,315)
Non- Current liabilities (359,981) (338,901) (970,960) (2,067,955)
Net Assets 215,505 145,235 3,097,626 3,442,618
Attributable to NCI 155,401 111,192 1,939,458 2,154,494
Attributable to Investees Shareholders 60,104 34,043 1,158,168 1,288,124
Groups’ interest in net assets of investee at the beginning 110,261 191,409 1,288,124 1,328,477
of the year
Investments made during the year 57,760 - - -
Total comprehensive income attributable to the Group (31,762) (81,148) (129,956) (40,353)
Group's interest in net assets of investee at the end of the year 136,259 110,261 1,158,168 1,288,124
249
20 OTHER FINANCIAL ASSETS

20.1 Available for sale financial assets
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Floatels India (Pvt) Ltd.

(988,764 shares at INR 55/- each) 202,395 180,191 - -
Change in fair value (75,745) 22,204 - -
Total 126,650 202,395 - -
21 DEFERRED TAX ASSETS

21.1 Movement in deferred tax assets
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Balance as at the beginning of the year 147,969 119,017 5,349 2,855

Effect of movement in exchange rates 6,727 13,412 - -
Reversal of temporary differences
-Recognised in income statement 3,708 15,412 19,727 2,386
-Recognised in other comprehensive income (644) 128 (720) 108
Balance as at the end of the year 157,760 147,969 24,356 5,349
21.2 Composition of deferred tax assets

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred tax assets attributable to;

Defined benefit obligations 4,502 4,906 3,523 3,952
Tax losses carried forward 154,250 169,044 114,035 92,835
Other items 31,086 29,093 - -
Property, plant and equipment (32,078) (55,074) (93,202) (91,438)
Net deferred tax assets 157,760 147,969 24,356 5,349
250
21.3 Movement in tax effect of temporary differences - Group

2016/2017
Balance as at Recognised Recognised Exchange Balance as at
01st April in profit & in other gain/(loss) 31st March
2016 (loss) comprehensive 2017
income
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred Tax Asset

Defined benefit obligations 4,906 240 (644) - 4,502
Tax losses carried forward 169,044 (14,794) - - 154,250
Other items 29,093 - - 1,993 31,086
203,043 (14,554) (644) 1,993 189,838
Deferred Tax Liabilities
Property, plant & equipment (55,074) 18,262 - 4,734 (32,078)
(55,074) 18,262 - 4,734 (32,078)
Net deferred tax assets 147,969 3,708 (644) 6,727 157,760

2015/2016
Balance as at Recognised Recognised Exchange Balance as at
01st April in profit & in other gain/(loss) 31st March
2015 (loss) comprehensive 2016
income
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred Tax Asset

Defined benefit obligations 4,781 (3) 128 - 4,906
Tax losses carried forward 144,225 24,819 - - 169,044
Other items 22,673 - - 6,420 29,093
171,679 24,816 128 6,420 203,043
Deferred Tax Liabilities
Property, plant & equipment (52,662) (9,404) - 6,992 (55,074)
(52,662) (9,404) - 6,992 (55,074)
Net deferred tax assets 119,017 15,412 128 13,412 147,969
251
21.5 Movement in tax effect of temporary differences - Company

2016/2017
Balance Recognised in Recognised Balance as at
01st April profit & (loss) in other 31st March
2016 comprehensive 2017
income
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred tax assets

Defined benefit obligations 3,952 291 (720) 3,523
Tax losses carried forward 92,835 21,200 - 114,035
96,787 21,491 (720) 117,558
Less: Deferred tax liabilities
Property, plant & equipment (91,438) (1,764) - (93,202)
(91,438) (1,764) - (93,202)
Net deferred tax assets 5,349 19,727 (720) 24,356
21.6 Movement in tax effect of temporary differences - Company

2015/2016
Balance Recognised in Recognised Balance as at
01st April profit & (loss) in other 31st March
2015 comprehensive 2016
income
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred tax assets

Defined benefit obligations 4,001 (157) 108 3,952
Tax losses carried forward 99,009 (6,174) - 92,835
103,010 (6,331) 108 96,787
Less: Deferred tax liabilities
Property, plant & equipment (100,155) 8,717 - (91,438)
(100,155) 8,717 - (91,438)
Net deferred tax assets 2,855 2,386 108 5,349
22 INVENTORIES
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Food 135,070 95,515 7,116 6,379

Beverage 72,108 50,475 4,504 3,762
Maintenance 153,131 69,585 7,149 4,949
Stationery 12,177 10,767 669 591
Housekeeping 27,189 32,338 1,425 1,130
Ayurveda Stocks 1,982 1,296 - -
Fuel & Others 75,164 43,444 1,973 1,822
Total 476,821 303,420 22,836 18,633
There were no inventories pledged as security for borrowings as at 31st March 2017. ( as at 31st March 2016- nil)
252
23 TRADE AND OTHER RECEIVABLES

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Trade receivables 1,622,098 1,121,027 102,330 125,039

Provision for impairment (22,875) (17,227) (695) (344)
1,599,223 1,103,800 101,635 124,695
Interest income receivable 23,811 2,569 3,823 18
Non trade receivables 150,189 52,417 3,964 3,956
1,773,223 1,158,786 109,422 128,669
Taxes recoverable 52,843 16,918 - -
Other receivables 120,924 92,236 697 194
Total 1,946,990 1,267,940 110,119 128,863
No loans were given to Employees over and above Rs. 20,000/-.

No loans have been given to Directors of the company.
24 AMOUNTS DUE FROM HOLDING COMPANY

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Short term investments 355,663 33,823 - 14,436

Total 355,663 33,823 - 14,436
The above short term investments were made on normal market interest rates.
253
25 AMOUNTS DUE FROM PARENT’S GROUP ENTITIES

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Aitken Spence Travels (Pvt) Ltd. 269,959 252,753 55,293 31,583

Aitken Spence Hotel Managements (Pvt) Ltd. 166,500 81,117 161 291
Aitken Spence Exports (Pvt) Ltd 225 - - -
Aitken Spence Cargo (Pvt) Ltd. 37 18 33 -
Ace International Express (Pvt) Ltd. 68 65 - -
Aitken Spence Aviation (Pvt) Ltd - 28 - 28
Elevators (Pvt) Ltd - 23 - 23
Ace Printing and Packaging (Pvt) Ltd. - 156 - 25
Aitken Spence Garments Ltd - 139 - -
Aitken Spence Property Developments Ltd - 20 - -
Aitken Spence Resources (Pvt) Ltd - 122 - -
Ace Containers (Pvt) Ltd 18 - - -
Ace Exports (Pvt) Ltd 25 - - -
MMBL Money Transfer (Pvt) Ltd - 58 - 58
Shipping and Cargo Logistics (Pvt) Ltd - 25 - -
Aitken Spence PLC 30 41 2 11
Negombo Beach Resorts (Pvt) Ltd 36 108 - -
Ahungalla Resorts Ltd. - 375 196 375
Aitken Spence Hotels Ltd. - - 35,941 -
Hethersett Hotels Ltd - - 6,300 -
Aitken Spence Hotels International (Pvt) Ltd - - 31,235 -
Neptune Ayurvedic (Pvt) Ltd - - 54 -
Turyaa Resorts (Pvt) Ltd - - 123,018 28,018
Aitken Spence Hotel Managements Asia (Pvt) Ltd. - - 55,080 55,080
Turyaa (Pvt) Ltd - - 1,239 173,168
MPS Hotels (Pvt) Ltd - - 8,192 31,192
Meeraladuwa (Pvt) Ltd - - 57 12
Paradise Resorts Passikudah (Pvt) Ltd 5,198 39,242 5,151 39,242
Total 442,096 374,290 321,952 359,106
254
26 OTHER FINANCIAL ASSETS

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Fixed Deposits 2,349,518 2,151,263 100,000 -

Total 2,349,518 2,151,263 100,000 -
26.1 Cash and Cash Equivalents

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Short term deposits less than 90 days 929,153 672,063 569,962 86,000
Cash at bank and in hand 1,386,325 286,178 172,361 28,113
Cash and cash equivalents 2,315,478 958,241 742,323 114,113
Less: Short term Bank Borrowings (1,746,319) (836,687) (117,885) (16,248)
Total cash and cash equivalents for cash flow statement 569,159 121,554 624,438 97,865
Effect of movement in exchange rates - 18.926 - 7,155
Cash and cash equivalents at the end of the year 569,159 140,480 624,438 105,020
255
27 STATED CAPITAL
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Issued & fully paid

Ordinary Share Capital
At the beginning of the year - 336,290,010 ordinary shares 3,389,587 3,389,587 3,389,587 3,389,587
Issued during the year - - - -
At the end of the year - 336,290,010 ordinary shares 3,389,587 3,389,587 3,389,587 3,389,587
Preference Share Capital - Redeemable Cumulative

At the beginning of the year - 16,500,000 preference shares 165,000 165,000 165,000 165,000
Issued during the year - - - -
At the end of the year - 16,500,000 preference shares 165,000 165,000 165,000 165,000
Total 3,554,587 3,554,587 3,554,587 3,554,587
The holders of Ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per
individual present at the meeting of shareholders or one vote per share in case of a poll.
Preference shares do not carry the right to vote. All shares rank equally with regard to residual assets, except that preference
shareholder participate only to the extent of the face value of shares adjusted for dividends in arrears.
Preference shareholder is entitled to dividends at 9% annually.(Cents 90 per share)
28 RESERVES
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Revaluation reserve (Note 28.1) 2,610,938 2,378,602 699,210 639,210

General reserve (Note 28.2) 22,929 22,929 22,929 22,929
Available for sale reserve (Note 28.3) - 38,630 - -
Foreign currency translation reserve (Note 28.4) 1,718,952 1,206,039 - -
Total 4,352,819 3,646,200 722,139 662,139
Transaction movement
Balance as at 01st April 3,646,200 3,233,366 722,139 662,139
Transfers to / (from) foreign currency translation reserve 512,913 401,510 - -
during the year
Transfer to / (from) available for sale reserve (38,630) 11,324 - -
Surplus on revaluation 232,336 - - -
Balance as at 31st March 4,352,819 3,646,200 722,139 662,139
256
28.1 Revaluation Reserves

The revaluation reserve relates to property plant and equipment which has been revalued by the Group.
28.2 General Reserves

The general reserve relates to retained earnings set aside by the Group.
28.3 Available for Sale Reserve

This represents the fair value movement of assets classified as available for sale in the statement of financial position.
28.4 Foreign Currency Translation Reserve

The foreign currency translation reserve comprise of all foreign exchange difference arising from the translation of the financial
statements of foreign operations.
29 INTEREST BEARING BORROWINGS

29.1 Analysed by Lending Institutions
Group Company
Lending Institution 31.03.2017 31.03.2016 31.03.2017 31.03.2016 Borrowing terms
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Habib Bank Ltd 1,000,000 - 1,000,000 - Loan 1 (in LKR) - Repayable in 15 quarterly
instalments commencing from January 2018
for which a Corporate Guarantee from Aitken
Spence PLC has been provided as security.
Interest linked to AWPLR. ( Balance outstanding
as at 31st March 2017 is Rs 1 billion)
Hongkong & Shanghai 13,153,803 8,857,463 - -
Banking Corporation Comprises of seven USD loans one Euro
Limited loan and two INR loans
Loan 1 (USD) -Repayable in 60 monthly
instalments commencing from October 2012
for which Corporate Guarantee from Aitken
Spence Hotel Holdings PLC and mortgage over
leasehold rights of the Maldives Hotel property
has been provided as security. Interest linked to
LIBOR (Balance outstanding as at 31st March
2017 is Rs 32.8 million)
instalments commencing from December
2012 for which a Corporate Guarantee
from Aitken Spence Hotel Holdings PLC
and a mortgage over leasehold rights of
Maldives Hotel Property has been provided
as security. Interest linked to LIBOR ( Balance
outstanding as at 31st March 2017 is Rs 273.6
million)
257
Group Company
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Hongkong & Shanghai Loan 3 (USD) -Repayable in 60 monthly

Banking Corporation instalments commencing from April 2015.
Limited (Contd.) Loan provided on clean basis. Interest linked
to LIBOR. ( Balance outstanding as at 31st
March 2017 is Rs 101.3 million)
instalments commencing from February
2015 for which a Corporate Guarantee from
Aitken Spence Hotel Holdings PLC has been
provided as security. Interest linked to LIBOR
(Balance outstanding as at 31st March 2017 is
Rs 183.6 million)
for which a Corporate Guarantee from
provided as security. Interest Linked to LIBOR
Rs 570 million)
instalments commencing from June 2015
for which a Corporate Guarantee from
provided as security. Interest linked to LIBOR.
Rs 2.121 billion)
instalments commencing from January
2017 for which a Corporate Guarantee
from Aitken Spence Hotel Holdings PLC
and mortgage over land and buildings of the
Hotel Property has been provided as security.
Interest linked to LIBOR (Balance outstanding
as at 31st March 2017 is Rs. 2.662 billion)
Loan 8 (Euro) -Repayable in 60 monthly
for which a Corporate Guarantee from Aitken
Spence Hotel Holdings PLC and RIUSA II SA
and primary mortgage over the Hotel Property
has been provided as security. Interest is fixed
for the term. (Balance outstanding as at 31st
March 2017 is Rs. 6.353 billion)
258
Group Company
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Hongkong & Shanghai Loan 9 (INR) -Repayable in 16 quarterly

Banking Corporation instalments commencing from February
Limited (Contd.) 2016 for which a Corporate Guarantee from
Aitken Spence Hotels International Ltd. has
been provided as security. Interest linked to
LIBOR (Balance outstanding as at 31st March
2017 is Rs. 198 million)
Loan 10 (INR) -Repayable in 16 quarterly
instalments commencing from June 2016 for
which a Corporate Guarantee from Aitken
Spence Hotels International Ltd has been
provided as security. Interest linked to LIBOR.
Rs.657 million)
Hatton National 1,402,910 105,000 - - Comprises of two loans ( in LKR) and one
Bank PLC loan in USD
Loan 1 (in LKR) - Repayable in 60 monthly
instalments commencing from October
provided as security. Interest linked to AWDR.
(Balance outstanding as at 31st
March 2017 is Rs. 15 million)
instalments commencing from October
Aitken Spence Hotel Holdings PLC has
been provided as security. Interest Linked to
AWDR. (Balance outstanding as at 31st
March 2017 is Rs.20 million)
Loan 3 (USD) -Bullet payment due on
finalisation of the term loan. Interest linked to
LIBOR. (Balance outstanding as at 31st March
2017 is Rs 1.367 billion)
DFCC Bank 2,030,156 875,523 - - Comprises of one LKR loan and one USD loan
instalments commencing from November
provided as security. Interest linked to AWPR.
Rs.814.2 million)
259
Group Company
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
DFCC Bank (Contd.) Loan 2 (USD) -Bullet payment due on

finalisation of the term loan. Interest linked to
LIBOR. (Balance outstanding as at 31st March
2017 is Rs 1.215 billion)
Total Loans 17,586,869 9,837,986 1,000,000 -
Preference Shares
17,500,000
redeemable cumulative
preference shares of 175,000 175,000 - -
Subsidiary Company
Total borrowings 17,761,869 10,012,986 1,000,000 -
Current portion (3,311,162) (1,826,509) (66,600) -

of interest bearing
borrowings
Non Current portion 14,450,707 8,186,477 933,400 -
of interest bearing
borrowings
29.2 Movement in Interest bearing borrowings

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Balance brought forward 10,012,986 7,365,315 - 16,442

Effect of movement in exchange rates 375,465 480,760 - -
Liabilities assumed from business combination 6,509,164 - - -
Loans received during the year 3,583,830 4,355,415 1,000,000 -
20,481,445 12,201,490 1,000,000 16,442
Loan repayments during the year (2,719,576) (2,188,504) - (16,442)
17,761,869 10,012,986 1,000,000 -
Current portion of interest bearing borrowings (3,311,162) (1,826,509) (66,600) -
Non current portion of interest bearing borrowings 14,450,707 8,186,477 933,400 -
260
29.3 Currency Analysis of Interest Bearing Borrowings

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lankan Rupees 2,024,236 1,155,523 1,000,000 -

United States Dollars 8,529,186 7,946,642 - -
Euro 6,353,411 - - -
Indian Rupees 855,036 910,821 - -
Total 17,761,869 10,012,986 1,000,000 -
29.4 Analysed by repayment period

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Payable within one year 3,311,162 1,826,509 66,600 -

Payable between one and two years 3,388,563 2,113,022 532,800 -
Payable between two and five years 6,257,784 3,147,041 400,600 -
Payable after five years 4,804,360 2,926,414 - -
Total 17,761,869 10,012,986 1,000,000 -
30 GOVERNMENT GRANTS
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Receipts
Balance brought forward 1,560 1,560 - -
Received during the year - - -
Balance carried forward 1,560 1,560 - -
Balance brought forward (1,261) (1,105) - -
Amortised during the year (156) (156) - -
Balance carried forward (1,417) (1,261) - -
Net balance 143 299 - -
The Group has been awarded a government grant amounting to Rs. 1,560,000/- for the construction of an alternative fuel
plant for Boiler operation at Heritance Tea factory - Kandapola Nuwaraeliya. The project has been in operation since December
2007 and the grant, recognised as deferred income, is being amortised over the useful life of the plant.
261
31 DEFERRED TAX LIABILITIES

31.1 Movement in deferred tax liabilities
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Balance as at the beginning of the year 237,166 243,817 - -

Effect of movement of exchange rates 6,500 9,415 - -
Origination of temporary differences
- recognised in income statement 124,698 (15,823) - -
- recognised in other comprehensive income 516 (243) - -
Balance as at the end of the year 368,880 237,166 - -
31.2 Composition of deferred tax liabilities

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred tax liabilities attributable to;

Property.plant & equipment 474,655 309,052 - -
Defined benefit obligations (6,501) (6,125) - -
Carried forward tax losses (99,274) (65,761) - -
Net deferred tax liabilities 368,880 237,166 - -

2016/2017
Balance as at Recognised Recognised in Exchange Balance as at
01st April in profit & Other gain/(losses) 31st March
2016 (loss) Comprehensive 2017
Income
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred tax - liabilities

Property, plant & equipment 309,052 159,190 - 6,413 474,655
Total liabilities 309,052 159,190 - 6,413 474,655
Deferred tax - assets

Defined benefit obligations (6,125) (892) 516 - (6,501)
Tax losses carried forward (65,761) (33,600) - 87 (99,274)
Total assets (71,886) (34,492) 516 87 (105,775)
Net deferred tax liabilities 237,166 124,698 516 6,500 368,880
262

2015/2016
Balance as at Recognised Recognised in Exchange Balance as at
01st April in profit & Other gain/(losses) 31st March
2015 (loss) Comprehensive 2016
Income
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Deferred tax - liabilities

Property, plant & equipment 284,379 15,258 - 9,415 309,052
Total liabilities 284,379 15,258 - 9,415 309,052
Deferred tax - assets

Defined benefit obligations (5,688) (194) (243) - (6,125)
Tax losses carried forward (34,874) (30,887) - - (65,761)
Total assets (40,562) (31,081) (243) - (71,886)
Net deferred tax liabilities 243,817 (15,823) (243) 9,415 237,166
32 OTHER LIABILITIES
32.1 Lease Accruals
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Balance at the beginning of the year

Lease accruals recognised and capitalised to property
plant and equipment 597,833 - - -
Balance at the end of the year 597,833 - - -
This represents the accrued lease rent of operating leases of the island of Aarah of Raa Atoll (Cowrie Investment (Pvt) Ltd.) and
island of Raafushi of Noonu Atoll (Ace Resorts (Pvt) Ltd.) resulting from recognising the total lease rent payable over the lease
term on a straight line basis.
263
33 EMPLOYEE BENEFITS
33.1 Retirement benefit obligations
Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Retirement benefit obligations

Present value of unfunded obligations 177,462 174,333 29,361 32,935
Recognised liability for defined benefit obligations 177,462 174,333 29,361 32,935
33.2 Movement in present Value of the defined benefit obligations

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Defined benefit obligations at the beginning of the year 174,333 99,924 32,935 33,351
Expenses recognised in the income statement 37,439 21,650 5,680 5,615

Expenses recognised in other comprehensive income (7,515) 2,896 (6,000) 899
Liabilities assumed from business combination - 70,361 - -
Benefits paid (30,347) (20,177) (3,254) (6,930)
Effect of movement in exchange rates 3,552 (321) - -
Defined benefit obligations at the end of the year 177,462 174,333 29,361 32,935
33.3 Expenses recognised in the income statement

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Expenses recognised in the income statement

Current service cost 25,784 12,024 2,057 2,447
Interest cost 11,655 9,626 3,623 3,168
37,439 21,650 5,680 5,615
Expenses recognised in other comprehensive income
Net actuarial (gains) /losses (7,515) 2,896 (6,000) 899
(7,515) 2,896 (6,000) 899
Total 29,924 24,546 (320) 6,514
264
33.4 Sensitivity Analysis

The following table demonstrate the sensitivity to a reasonable possible change in the key assumptions employed with all other
variables held constant in the employment benefit liability measurement, in respect of the year 2016/17
The sensitivity of the Comprehensive Income and Statement of Financial Position is the effect of the assumed changes in
discount rate and salary increment rate on the profit or loss for the year and employment benefit obligations as at 31st March
2017.
Effect on Effect on
comprehensive employment
income benefit liability
(reduction)/ (reduction)/
increase increase
Rs. ’000 Rs. ’000
Increase /(decrease) in discount rate

-1% (8,128) 8,128
+1% 7,201 (7,201)
Increase /(decrease) in salary escalation rate

-1% 7,834 (7,834)
+1% (8,732) 8,732
33.5 The principal actuarial assumptions used in determining the liability were:
(i) Discount rate of 12.5% ( 2015/16 - 11%)
(ii) Salary increment rate - for executive staff - 11% ( 2015/16 -11%)
- for non - executive staff - 7.50% ( 2015/16 -7.5%)
(iii) Retirement age of 55 years.
(iv) The Company will continue in business as a going concern.
(v) Staff turnover rates at each age category
2016/2017 2015/2016
- 20 years 0.07 0.07

- 25 years 0.05 0.05
- 30 years 0.05 0.05
-35 years 0.04 0.04
- 40 years 0.03 0.03
- above 40 years 0.00 0.00
265
33.6 The actuarial valuation was made on 31st March 2017. It is proposed that a valuation is obtained every year.
33.7 The liability is not externally funded.
33.8 The actuarial valuation was carried out by professionally qualified actuaries, Mr. Poopalanathan of M/s Actuarial Management
Consultants (Pvt) Ltd using projected unit credit (PUC) method.
34 OTHER PROVISIONS AND PAYABLES

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Accrued payables 1,306,222 854,690 80,889 48,474

Advances received 1,038,105 947,179 7,560 10,015
2,344,327 1,801,869 88,449 58,489
Unclaimed dividends 51,239 1.376 47,912 1,376
Taxes and other miscellaneous payables and provisions 451,951 548,203 33,978 41,925
Total 2,847,517 2,351,448 170,339 101,790
35 AMOUNTS DUE TO PARENT’S GROUP ENTITIES

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Aitken Spence Exports Ltd. 21,073 21,215 20,314 20,354

Aitken Spence Travels (Pvt) Ltd 222 - - -
Elevators (Pvt) Ltd. - 932 - -
Elpitiya Plantations PLC 53 176 - 68
Aitken Spence Printing and Packaging (Pvt) Ltd. 3 38 - 2
Aitken Spence Hotel Managements (Pvt) Ltd. 108,386 75,169 1,681 18,379
Aitken Spence Cargo (Pvt) Ltd - 51 - -
Aitken Spence Agriculture (Pvt) Ltd 179 - - -
Kandalama Hotels (Pvt) Ltd. - - 638,413 586,229
Aitken Spence Hotels Ltd - - - 26,504
Turyaa (Pvt) Ltd - - 495 24
Hethersett Hotels Ltd - - - 149,778
Total 129,916 97,581 660,903 801,338
266
36 SEGMENTAL INFORMATION
36.1 Assets
Group
Total Assets Net Assets
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lanka Sector

Resorts & Hotels
Aitken Spence Hotel Holdings PLC. - Heritance Ahungalla 2,627,573 2,827,331 1,056,322 2,575,406
Ahungalla Resorts Ltd. Hotel RIU Sri Lanka 12,713,271 - 5,686,388 -
Aitken Spence Hotels Ltd. - Heritance Ayurveda Maha Gedara 877,636 718,162 793,061 620,333
Heritance (Pvt) Ltd. 285,959 285,966 282,784 283,732
Meeraladuwa (Pvt) Ltd 450,963 450,964 450,467 450,669
Turyaa Resorts (Pvt) Ltd - Turyaa Kalutara 1,899,096 1,827,017 987,689 899,866
Neptune Ayurvedic Village (Pvt) Ltd. 21,114 22,672 20,861 22,476
Kandalama Hotels (Pvt) Ltd. - Heritance Kandalama 1,288,124 1,145,373 717,672 577,260
Hethersett Hotels Ltd. - Heritance Tea Factory 939,600 653,012 802,468 545,565
MPS Hotels (Pvt) Ltd - Hotel Hilltop 482,716 489,323 422,745 440,938
Turyaa (Pvt) Ltd - Turyaa Kalutara 1,751,141 1,661,273 1,529,085 1,400,850
23,337,193 10,081,093 12,749,542 7,817,095
Others
Aitken Spence Hotels International (Pvt) Ltd 514,457 291,846 (2,228,127) (2,805,388)
Aitken Spence Hotel Managements Asia (Pvt) Ltd 196,294 575,629 115,476 475,881
710,751 867,475 (2,112,651) (2,329,507)
Equity accounted investees 1,272,952 3,862,727 1,272,952 3,862,727
Total Sri Lanka Sector 25,320,896 14,811,295 11,909,843 9,350,315
South Asian and Middle East Sector

Crest Star (BVI) Ltd. 110,925 226,842 87,550 186,963
Cowrie Investment (Pvt) Ltd. - Adaaran "Select" 7,315,763 5,026,566 4,622,093 3,854,174
Meedhupparu
Jetan Travel Services Co. (Pvt) Ltd. - Adaaran "Club" Rannalhi 1,762,482 1,809,066 1,193,970 1,360,437
ADS Resorts (Pvt) Ltd - Adaaran "Select " Hudhuran Fushi 2,436,419 2,333,523 248,121 368,720
Unique Resorts (Pvt) Ltd - Adaaran "Prestige" Vadoo 3,868,514 3,765,126 2,712,914 2,413,041
Aitken Spence Hotel Management South India (Pvt) Ltd 3,935,397 3,687,728 2,417,827 2,309,485
Ace Resorts (Pvt) Ltd 1,062,229 738,730 782,415 738,548
Aitken Spence Hotel Services (Pvt) Ltd 412 383 (2) (8)
Perumbalam Resorts (Pvt) Ltd 52,203 9,060 52,070 8,941
P. R Holiday Homes (Pvt) Ltd 239,343 223,440 217,367 202,683
Aitken Spence Resorts (Middle East) LLC 6,073,404 5,816,455 3,188,520 3,041,604
Total South Asian and Middle East Sector 26,857,091 23,636,919 15,522,845 14,484,588
Total 52,177,987 38,448,214 27,432,688 23,834,903
267
36.2 Property, plant and equipment

Group
Capital Expenditure Depreciation
& Amortisation
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lanka Sector

Resorts & Hotels
Aitken Spence Hotel Holdings PLC. - Heritance Ahungalla 170,273 13,918 59,319 96,034
Aitken Spence Hotels Ltd. - Heritance Ayurveda Maha Gedara 5,201 18,552 36,671 37,289
Ahungalla Resorts Ltd. - Hotel RIU Sri Lanka 2,488,970 - 317,282 -
Turyaa Resorts (Pvt) Ltd. - Turyaa Kalutara 180,712 354,747 93,904 33,098
Neptune Ayurvedic Village (Pvt) Ltd. - - 644 818
Kandalama Hotels (Pvt) Ltd. - Heritance Kandalama 19,899 25,098 66,104 81,964
Hethersett Hotels Ltd. - Heritance Tea Factory 4,775 14,009 20,282 20,031
Turyaa (Pvt) Ltd - Turyaa Kalutara 30,083 162,896 100,547 92,488
2,907,621 625,840 705,845 373,082
Others
Aitken Spence Hotels International (Pvt) Ltd - 16,500 2,915 1,495
Aitken Spence Hotel Managements Asia (Pvt) Ltd 401 380 355 360
401 16,880 3,270 1,855
Total Sri Lanka Sector 2,908,022 642,720 709,115 374,937

Cowrie Investment (Pvt) Ltd. - Adaaran "Select" 1,801,300 471,366 170,738 139,017
Meedhupparu
Jetan Travel Services Co. (Pvt) Ltd. - Adaaran "Club" Rannalhi 150,158 72,915 96,394 72,579
ADS Resorts (Pvt) Ltd - Adaaran "Select " Hudhuran Fushi 70,698 226,386 230,431 227,673
Unique Resorts (Pvt) Ltd - Adaaran "Prestige" Vadoo 105,373 312,754 186,142 154,037
Ace Resorts (Pvt) Ltd 6,567 13,604 - -
Aitken Spence Hotel Managements South India (Pvt) Ltd 11,142 303,108 116,453 80,649
P.R Holiday Homes (Pvt) Ltd 222 - 28 23
Aitken Spence Resorts (Middle East) LLC 78,252 - 73,936 6,149
Total South Asian and Middle East Sector 2,223,712 1,400,133 874,122 680,127
Total 5,131,734 2,042,853 1,583,237 1,055,064
268
36.3 Liabilities & Non-Cash Expenses

Group
Total Liabilities Non-Cash Expenses
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs. ’000 Rs. ’000 Rs. ’000 Rs. ’000
Sri Lanka Sector

Resorts & Hotels
Aitken Spence Hotel Holdings PLC. - Heritance Ahungalla 1,571,251 251,925 (342) 6,266
Aitken Spence Hotels Ltd. - Heritance Ayurveda Maha Gedara 84,575 97,829 2,221 802
Ahungalla Resorts Ltd. - Hotel RIU Sri Lanka 7,026,882 - - -
Meeraladuwa (Pvt) Ltd 496 295 - -
Heritance (Pvt) Ltd 3,174 2,234 - -
Turyaa Resorts (Pvt) Ltd - Turyaa Kalutara 911,407 927,151 3,148 925
Neptune Ayurvedic Village (Pvt) Ltd. 253 196 - -
Kandalama Hotels (Pvt) Ltd. - Heritance Kandalama 570,452 568,113 2,884 6,283
Hethersett Hotels Ltd. - Heritance Tea Factory 137,133 107,447 513 3,157
Turyaa (Pvt) Ltd - Turyaa Kalutara 222,056 260,423 224 3,837
10,587,650 2,263,998 10,366 22,811
Others
Aitken Spence Hotels International (Pvt) Ltd 2,742,584 3,097,234 261 3,569
Aitken Spence Hotel Managements Asia (Pvt) Ltd 80,819 99,748 4,480 1,428
2,823,403 3,196,982 4,741 4,997
Total Sri Lanka Sector 13,411,053 5,460,980 15,107 27,808

Crest Star (BVI) Ltd. 23,376 39,879 - -
Cowrie Investment (Pvt) Ltd. - Adaaran "Select" 2,693,670 1,172,392 - 171
Meedhupparu
Jetan Travel Services Co. (Pvt) Ltd. - Adaaran "Club" Rannalhi 568,512 448,629 (1,596) 1,931
ADS Resorts (Pvt) Ltd - Adaaran "Select " Hudhuran Fushi 2,188,297 1,964,803 (938) -
Unique Resorts (Pvt) Ltd - Adaaran "Prestige" Vadoo 1,155,599 1,352,085 (2,405) (6,019)
Ace Resorts (Pvt) Ltd 279,814 181 - -
Aitken Spence Hotel Managements South India (Pvt) Ltd 1,517,571 1,378,243 1,809 575
Aitken Spence Hotel Services (Pvt) Ltd 414 392 - -
P R Holiday Homes (Pvt) Ltd 21,976 20,757 - -
Perumbalam Resorts (Pvt) Ltd 133 119 - -
Aitken Spence Resorts (Middle East) LLC 2,884,884 2,774,851 14,540 730
South Asian and Middle East Sector 11,334,246 9,152,331 11,410 (2,612)
Total 24,745,299 14,613,311 26,517 25,196
269
37 FOREIGN CURRENCY TRANSLATION

The Principle exchange rates used for translation of assets and liabilities as at the Balance Sheet date is as follows:
31.03.2017 31.03.2016
US Dollar 151.99 144.69

Indian Rupee 2.34 2.19
Oman Riya 394.78 376.19
Euro 162.27 164.87
38 CONTINGENT LIABILITIES
The contingent liability as at 31st March 2017 on guarantees given by Aitken Spence Hotel Holdings PLC. to third parties on
facilities obtained by subsidiaries amounted to Rs. 14,169,092,000 ( 31.03.2016 - Rs.12,192,659,960/-) Liability as at 31st March
2017 on guarantees given by subsidiaries to third parties amounted to Rs. 2,126,741,000/- (31.03.2016 - Rs. 910,821,000/-)
270
39 FINANCIAL INSTRUMENTS
Financial assets and financial liabilities are measured on an ongoing basis at either fair value or amortised cost. The following table
analyse the carrying amount of financial assets and liabilities by category as defined in LKAS 39- Financial Instruments :
Recognition and measurement under headings reported in the Statement of Financial Position.
Group - 2016/2017
Financial Assets Financial Assets Financial Liabilities Total
Available for Sale Loans & Other Financial
Receivables Liabilities
Note Rs.’000 Rs.’000 Rs.’000 Rs.’000
Financial Assets
Other Investments - 20 126,650 126,650
(Unquoted equity shares)
Trade and other receivables 23 - 1,773,223 1,773,223
Other financial assets 26 - 2,349,518 2,349,518
Cash and cash equivalents 26.1 - 2,315,478 2,315,478
Total financial Assets 126,650 6,438,219 - 6,564,869
- Total non current 126,650 126,650
- Total current 6,438,219 6,438,219
126,650 6,438,219 - 6,564,869
Financial Liabilities
Interest bearing borrowings 29 17,761,869 17,761,869
Trade payables 640,690 640,690
Provisions and other payables 34 2,344,327 2,344,327
Short term bank borrowings 1,746,319 1,746,319
Total financial Liabilities - - 22,493,205 22,493,205
- Total non current 14,450,707 14,450,707
- Total current 8,042,498 8,042,498
- - 22,493,205 22,493,205
Group - 2015/2016
Note Rs.’000 Rs.’000 Rs.’000 Rs.’000
Financial Assets
Other Investments - 20 202,395 202,395
(Unquoted equity shares)
Trade and other receivables 23 1,158,786 1,158,786
Other financial assets 26 2,151,263 2,151,263
Cash and cash equivalents 26.1 - 958,241 958,241
Total financial Assets 202,395 4,268,290 - 4,470,685
- Total non current 202,395 202,395
- Total current - 4,268,290 4,268,290
202,395 4,268,290 - 4,470,685
Provisions and other payables 34 1,801,869 1,801,869
Short term bank borrowings 836,687 836,687
- Total non current 8,186,477 8,186,477
- Total current 4,882,777 4,882,777
- - 13,069,254 13,069,254
271
Company - 2016/2017
Note Rs.’000 Rs.’000 Rs.’000 Rs.’000
Financial Assets
Trade and other receivables 23 109,422 109,422
Other financial assets 26 100,000 100,000
Cash and cash equivalents 26.1 742,323 742,323
Total financial Assets - 951,745 - 951,745
- Total non current - -
- Total current 951,745 951,745
- 951,745 - 951,745
Provisions and other payables 34 88,449 88,449
- Total non current - - 933,400 933,400
- Total current - - 300,043 300,043
- - 1,233,443 1,233,443
Company - 2015/2016
Note Rs.000 Rs.000 Rs.000 Rs.000
Financial Assets
Trade and other receivables 23 128,669 128,669
Other financial assets 26 - -
Cash and cash equivalents 26.1 114,113 114,113
Total financial Assets - 242,782 - 242,782
- Total current 242,782 242,782
- 242,782 - 242,782
Interest bearing borrowings 29 - -
Provisions and other payables 34 58,488 58,488
Total financial Liabilities - - 108,154 108,154
- Total current 108,154 108,154
- - 108,154 108,154
272
39.1 Fair value of assets and liabilities

The fair value of financial assets and liabilities, together with the carrying amounts shown in the statement of financial position as
at the reporting dates are as follows:
Group - 2016/17 Company - 2016/17

Carrying amount Fair value Carrying amount Fair value
Rs.’000 Rs.’000 Rs.’000 Rs.’000
Financial Assets
Other Investments - (Unquoted equity shares) 126,650 126,650 - -
Trade and other receivables 1,773,223 1,773,223 109,422 109,422
Other financial assets 2,349,518 2,349,518 100,000 100,000
Cash and cash equivalents 2,315,478 2,315,478 742,323 742,323
Total financial Assets 6,564,869 6,564,869 951,745 951,745
Interest bearing borrowings 17,761,869 17,761,869 1,000,000 1,000,000
Trade payables 640,690 640,690 27,109 27,109
Provisions and other payables 2,344,327 2,344,327 88,449 88,449
Short term bank borrowings 1,746,319 1,746,319 117,885 117,885
Total financial Liabilities 22,493,205 22,493,205 1,233,443 1,233,443
Group - 2015/16 Company - 2015/16

Carrying amount Fair value Carrying amount Fair value
Rs.’000 Rs.’000 Rs.’000 Rs.’000
Financial Assets
Other Investments - (Unquoted equity shares) 202,395 202,395 - -
Trade and other receivables 1,158,786 1,158,786 128,669 128,669
Other financial assets 2,151,263 2,151,263 - -
Cash and cash equivalents 958,241 958,241 114,113 114,113
Total financial Assets 4,470,685 4,470,685 242,782 242,782
- -
Interest bearing borrowings 10,012,986 10,012,986 - -
Trade payables 417,712 417,712 33,418 33,418
Provisions and other payables 1,801,869 1,801,869 58,488 58,488
Short term bank borrowings 836,687 836,687 16,248 16,248
Total financial Liabilities 13,069,254 13,069,254 108,154 108,154
273
A number of the Group’s accounting policies and disclosures require the determination of fair value, for both financial and
non financial assets and liabilities. Fair values have been determined for measurement and disclosure purposes based on the
following methods.
Property plant and equipment

The fair value of freehold land is determined based on market values.
The market value of land is the estimated amount for which a property could be exchanged on the date of valuation between
a willing buyer and a willing seller in an arm’s length transaction after proper marketing wherein the parties had each acted
knowledgeably and willingly. This involves evaluation of recent active market prices of similar assets making appropriate
adjustments for difference in size, nature and location of the property.
Quoted and Unquoted equity Shares

The fair value investments in quoted equity shares for which there is an active share market is determined using the closing
market prices. Investments in non quoted shares are determined based on present value of future cash flows discounted at the
market interest rates at the reporting date.
Trade and other receivables

Fair value of trade receivables is determined at amount estimated to be realised after making provision for impairment which
is computed based on a loss rate using past three years debtors data.
Fair value of other receivables are determined based on the amount estimated to be reasonably realised.
Fair value of interest bearing borrowings, Trade and other payable and short term bank borrowings are determined based on
the amount estimated to be reasonably incurred in the foreseeable future.
39.2 Determination of Fair Value Hierarchy

The Group uses the following hierarchy for determining and disclosing the fair value of assets and liabilities by valuation
techniques: The different levels have been defined as follows:
(i) Quoted prices (unadjusted) in active markets for identical assets or liabilities ( Level 1)
(ii) Directly or indirectly observable prices in active market for similar assets or liabilities (level 2)
(iii) Inputs that are unobservable that reflect management own assumptions (level 3)
274
39.2.1 Fair Value Measurement Hierarchy
Group -2016/17 Company 2016/17
Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total
Notes Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000
Assets measured at fair value

Property, plant and equipment
- Freehold Land 14.3.1 - - 2,425,441 2,425,441 - - 625,000 625,000
Other Financial Assets
- Other Investments - Unquoted
equity shares 20 - - 126,650 126,650 - - - -
- - 2,552,091 2,552,091 - - 625,000 625,000
Assets for which fair values are disclosed
- Quoted equity shares 19.1.1 1,032,889 - - 1,032,889 1,010,807 - - 1,010,807
- Term deposits 26 - 2,349,518 - 2,349,518 - 100,000 - 100,000
1,032,889 2,349,518 3,382,407 1,010,807 100,000 1,110,807
Liabilities for which fair values are disclosed
- Interest bearing borrowings 29.1 17,761,869 - 17,761,869 - 1,000,000 - 1,000,000
- 17,761,869 - 17,761,869 - 1,000,000 - 1,000,000
Group -2015/16 Company 2015/16

Level 1 Level 2 Level 3 Total Level 1 Level 2 Level 3 Total
Notes Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000
Assets measured at fair value

Property, plant and equipment
- Freehold Land 14.3.1 - - 2,200,624 2,200,624 - - 565,000 565,000
- Other Investments - Unquoted
equity shares 20 - - 202,395 202,395 - - - -
- - 2,403,019 2,403,019 - - 565,000 565,000
Assets for which fair values are disclosed
- Quoted equity shares 19.1.1 1,576,005 - - 1,576,005 1,542,312 - - 1,542,312
- Term deposits 26 - 2,151,263 - 2,151,263 - - - -
1,576,005 2,151,263 3,727,268 1,542,312 - 1,542,312
Liabilities for which fair values are disclosed
- Interest bearing borrowings 29.1 - 10,012,986 - 10,012,986 - 16,442 - 16,442
- 10,012,986 - 10,012,986 - 16,442 - 16,442
275
39.2.2 Reconciliation of fair value measurement of “Level 3” Financial Instruments

Freehold land
The reconciliation of property plant and equipment (land) is given in Note 14.1 and 14.2 to the financial statements.
Unquoted equity shares

Group Company
31.03.2017 31.03.2016 31.03.2017 31.03.2016
Rs.000 Rs.000 Rs.000 Rs.000
Balance as at 01st April 202,395 180,191 - -

Change in fair value (75,745) 22,204 - -
Balance as at 31st March 126,650 202,395 - -
40 FINANCIAL RISK MANAGEMENT

40.1 Overview
The Group has exposure to the following risks from its use of financial instruments
* Credit risk
* Liquidity risk
* Market risk
This note presents information about the Group’s exposure to each of the above risks, the Group’s objectives, policies and
processes for measuring and managing risks, and the Group’s management of capital.
40.2 Risk management framework

The Board of Directors have overall responsibility for the establishment and oversight of the Group’s risk management framework.
The Board is supported by the Board of management, and the Audit committee in managing all risks affecting the Group. The Group
audit committee is assisted in its oversight role by Group’s internal audit. Internal audit undertakes both regular and ad hoc reviews of
risk management controls and procedures the results of which is reported to the audit committee. Central Treasury Department of
the Holding Company also implement and carries out specific risk management policies laid down and approved by the management.
Central Treasury in close co-corporation with the Group’s operating units identifies, evaluates and formulates principles for risk
management covering specific areas such as foreign exchange risk and interest rate risk.
40.3 Credit risk

Credit risk is the risk of finance loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual
obligations, and arises principally from the Group’s receivables from customers and investments.
276
Credit risk exposure

The Group’s maximum exposure to credit risk as at the year end based on the carrying value of financial assets in the statement of
financial position is given below. There were no off balance sheet exposure as at the year end date.
Group % Company %
2017 allocation 2017 allocation
As at 31st March Rs.'000 Rs.'000
Financial Assets
Available for sale investments
Other Investments - Unquoted equity shares 126,650 2% - -
Loans and receivables

Trade and other receivables 1,773,223 27% 109,422 11%
Other financial assets 2,349,518 36% 100,000 11%
Cash and cash equivalents 2,315,478 35% 742,323 78%
Total credit exposure 6,564,869 100% 951,746 100%
Credit Exposure on receivables

Trade receivables
The Group’s maximum exposure to credit risk on trade receivables as at the year end based on the carrying value in the
statement of financial position is given below:
Group Company
2017 2017
As at 31st March Note Rs.'000 Rs.'000
Trade receivables 23 1,622,098 102,330

Total 1,622,098 102,330
The Group’s exposure to credit risk is influenced mainly by the individual characteristics of each customer. However, management
also considers various statistics of the group’s customer base, including the default risk, business relationships with due attention
given to past performances, stability in the industry and creditworthiness, as these factors may have an influence on credit risk.
In monitoring customer credit risk customers are grouped according to their business volumes and consider separately for
granting credit limits. Some customers are graded as “high risk” based on the credit worthiness established through past
experience. Such customers are monitored carefully and future sales are made on a prepayment basis.
The group has established a credit policy under which each new customer is analysed individually for creditworthiness. The
Group’s review includes obtaining bank guarantees (collaterals) and references. As at the reporting date value of collaterals
obtained from customers amounted to Rs. 8.7 million. Credit limits are established for each customer and these limits are
reviewed frequently. Customers that fail to meet the Group’s benchmark creditworthiness may transact with the Group only on a
prepayment basis.
277
Impairment losses
The group establishes an allowance for impairment that represents its estimate of incurred losses in respect of trade receivables.
The main component of this allowance is a specific loss component that relates to individually significant exposures based on
aging of the outstanding. A collective loss component established for groups of similar aging in respect of losses that have been
incurred but not yet identified. The collective loss allowance is determined based on historical data for past three years.
The aging of trade receivables - out side the Group as at the reporting date was:
Group Company
2017 2017
Less than 30 days 1,054,362 63,375

30-60 days 373,870 21,264
60-90 days 70,303 11,891
90-180 days 133,159 5,523
180-365 days 24,275 890
more than 365 days 21,697 668
Advances received (55,568) (1,281)
1,622,098 102,330
Less: Impairment on trade receivable (22,875) (695)
Carrying value of trade receivables 1,599,223 101,635
The movement in the allowance for impairment in respect of trade receivables during the year was:
Group Company
2017 2017
Balance at the beginning of the year (17,227) (344)

Impairment provision recognised (4,646) (351)
Effect of movement in exchange rate (1,002) -
Balance at the end of the year (22,875) (695)
Short term deposits

The Group’s maximum exposure to credit risk on term deposits as at the year end based on the carrying value in the
statement of financial position is given below .
Group % Company %
2017 allocation 2017 allocation
Government owned Banking Institutions 300,050 13% - -

Commercial Banks 2,049,468 87% 100,000 100%
Total 2,349,518 100% 100,000 100%
278
Commercial Banks
Investments made with Commercial Banks consist of fixed deposits and term deposits held with government owned banks and
private commercial banks.
Credit exposure on available for sale assets

Cash and cash equivalents
The Group limits its exposure to credit risk by investing only in liquid instruments with reputed banking Institutions. The Group
also use broad investment portfolio and limit investments with a single counterparty.
40.4 Liquidity risk

Liquidity risk is the risk that the group will encounter difficulty in meeting the obligations associated with its financial liabilities
that are settled by delivering cash or another financial asset. The group’s approach to managing liquidity is to ensure, as far as
possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed conditions,
without incurring unacceptable losses or risking damage to the Group’s reputation.
The group continuously prepare and monitors rolling cash flow forecasts and access the liquidity requirements of each
operating unit to ensure it has sufficient cash to meet operational needs. Regular reviews are also carried out to check actual
performance against budgeted targets.
Surplus cash held by the operating units over and above balance required for working capital management are invested in interest
bearing time deposits or with group treasury. At the reporting date, the group held term deposits that are expected to readily
generate cash inflows for managing liquidity risk.
The table below analyses the group’s non-derivative financial liabilities into relevant maturity grouping based on the maturity of
liabilities as at the reporting date.
Group
Carrying Current Non Current Payable on
Amount demand
2017
As at 31st March Rs.'000 Rs.'000 Rs.'000 Rs.'000
Interest bearing borrowings 17,761,869 3,311,162 14,450,707 -
Trade payables 640,690 621,236 19,454 -
Other provisions and payables 2,344,327 1,938,066 406,261 -
Short term bank borrowings 1,746,319 - - 1,746,319
Total 22,493,205 5,870,464 14,876,422 1,746,319
279
Company
Carrying Current Non Current Payable on
Amount demand
2017
As at 31st March Rs.'000 Rs.'000 Rs.'000 Rs.'000
Interest bearing borrowings 1,000,000 66,600 933,400 -
Trade payables 27,109 25,265 1,844 -
Other provisions and payables 88,449 55,452 32,997 -
Short term bank borrowings 117,885 - - 117,885
Total 1,233,443 147,317 968,241 117,885
“Current” represents financial liabilities which are due to mature within one year
40.5 Market risk

Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and equity prices will affect the
Group’s income or the value of its holdings of financial instruments. The objective of market risk management is to manage and
control market risk exposure within acceptable parameters, while optimising the return.
40.5.1 Foreign exchange risk

The Group being involved in hoteliering operates internationally and is exposed to foreign exchange risk arising from various
currency exposures. Certain room contracts are entered into in foreign currencies and invoiced in SLR using the conversion
rates established by the industry. Purchases such as import of capital goods for hotel operations are also transacted in foreign
currency.
The Group has investment in foreign operations, who’s net assets are exposed to foreign currency translation risk. Currency
exposure arising from the net assets of the group’s foreign operations is managed,primarily through borrowings denominated
in the relevant foreign currencies. The total interest bearing borrowings of the Group denominated in USD amounted to Rs.8.5
million . All overseas investments is mostly financed through USD denominated borrowings. The translation exposure resulting
from USD borrowings has been minimised to a high degree through these investments.
However for purposes of disclosure the exposure for currency risk is only provided on Group’s foreign currency denominated
financial instruments.
280
The Group’s exposure to foreign currency risk as at 31st March 2017 and sensitivity analysis to Profit & loss and Equity if
exchange rate increased / (decrease) by Rs.1/=.
Profit & Loss
Group Company
Rs.'000 Rs.'000
Foreign Currency exposure for 2016/17

Foreign currency denominated income -USD 319,852 -
Foreign currency denominated expenses -USD (750,252) -
Net exposure - in foreign currency - USD (430,400) -
Avg conversion rate used for the year 2016/17 147.60 147.60
Net exposure - in Rs'000 (63,527) -
Sensitivity Analysis
Avg conversion rate with Rs. 1.00 increase 148.60 148.60
Avg conversion rate with Rs. 1.00 decrease 146.60 146.60
Net exposure - in SLR with Rs. 1.00 increase in the average conversion rate
- in Rs'000 (63,957) -
Net exposure - in SLR with Rs. 1.00 decrease in the average conversion rate
- in Rs'000 (63,097) -
Impact to Profit & Loss
with Rs. 1.00 increase in the average conversion rate - in Rs'000 (430) -
with Rs. 1.00 decrease in the average conversion rate - in Rs'000 430 -
281
Equity
282
Group Company
USD GPB EURO OMR USD GPB EURO
Foreign Currency denominated

financial assets as at 31st March 2017
Trade and other receivables 51,720 251,174 3,182,145 25,609 - 135,797 183,870
Other financial assets 5,828,585 - - - 3,750,000 -
Cash and cash equivalents 1,993,336 - 222,046 - 61,801 - 113,291
Trade payables (6,428) (970,568) - - -
Interest bearing borrowings (17,708,333) - (39,153,333) - - - -
Net exposure - in foreign currency (9,841,120) 251,174 (36,719,710) 25,609 3,811,801 135,797 297,161
Conversion rate used as at 31st March 2017 151.99 189.22 162.27 394.78 151.99 189.22 162.27
Net exposure - in Rs. ‘000 (1,495,752) 47,527 (5,958,507) 10,110 579,356 25,696 48,220
Sensitivity Analysis
Avg conversion rate with Rs. 1.00 increase 152.99 190.22 163.27 395.78 152.99 190.22 163.27
Avg conversion rate with Rs. 1.00 decrease 150.99 188.22 161.27 393.78 150.99 188.22 161.27
Net exposure - in SLR with Rs. 1.00 increase in

the average conversion rate -Rs'000 (1,505,593) 47,778 (5,995,227) 10,136 583,167 25,831 48,517
Net exposure - in SLR with Rs. 1.00 decrease in
the average conversion rate -Rs'000 (1,485,911) 47,276 (5,921,788) 10,084 575,544 25,560 47,923
Impact to Profit and Loss

with Rs. 1.00 increase in the average conversion

rate - Rs'000 (9,841) 251 (36,720) 26 3,812 136 297
with Rs. 1.00 decrease in the average
conversion rate - Rs'000 9,841 (251) 36,720 (26) (3,812) (136) (297)
The above table demonstrate the sensitivity to a reasonably possible change in the USD exchange rate by Rs. 1/- with all other variables held constant.
40.5.2 Interest rate risks

Interest rate risk is the risk of fluctuation of the value or cash flows of an instrument due to changes in the market interest rates.
The Group has borrowings with variable interest rates such as AWDR. AWPLR and LIBOR and would expose the Group to
cash flow/profits as the amount of interest paid would be changed depending on market interest rates.
The Group’s exposure to interest rate risk as at 31st March 2017 and sensitivity analysis to Profit & loss if interest rate
increased /decrease by 100 basis points for Rupee loans and 10 basis points for USD loans and Euro loans.
Increase/ Effect on Profit before Tax

decrease Group Company
in basis points
Rs.'000 Rs.'000
Financial year - 2016/17

Sri Lanka rupee loans +100 20,242 10,000
USD loans +10 8,529 -
Euro loans +10 3,915 -
Sri Lanka rupee loans -100 (20,242) (10,000)

USD loans -10 (8,529) -
Euro loans -10 3,915 -
The above table demonstrate the sensitivity to a reasonably possible change in interest rates on loans where floating rates are
applicable by 100 basis points for Rupee loans and 10 basis points for USD loans and Euro loans with all other variables held
constant.
Constant monitoring of market interest rates is carried out to ensure appropriate steps are taken to maximise the return on financial
management and to minimise the cost of borrowings. Group very strongly negotiate with banks and obtains best possible interest rates
for the Group’s borrowings. listed below are steps adopted by the group to minimise the effect of interest rate risks:
1 Entering into loans with interest rate caps and fixed rates.
2 Re negotiating with banks on interest rates when ever there is favorable fluctuations in the market rates.
40.5.3 Equity prices

The Group has adopted that its investments in joint ventures and associates are recorded at cost as per LKAS 27 and 28 and
therefore scoped out from LKAS 32 and 39 - Financial Instruments.
The Group does not carry quoted investments other than investment in equity accounted investees in their Consolidated
Statement of Financial Position which is scoped out as stated above. Equity investments carried in the Consolidated Statement
of Financial Position as available for sale are non quoted and there is no risk of variations in the prices. Non quoted investments
are fair valued as at each reporting date.
283
41 CAPITAL MANAGEMENT
The Groups objectives when managing capital are to safeguard the group’s ability to continue as a going concern in order to
provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital structure to reduce the
cost of the capital.
The capital of the company consist of the following:

Equity Capital
- Ordinary share capital
- Preference share capital
Debt
- Long term borrowings
The group monitors capital on the basis of the debt equity ratio. This ratio is calculated based on the long term interest bearing
debt and preference shares divided by total equity capital. Total debt consist of total non current borrowings and total equity
consist of total equity less preference shares capital. The following factors are also objectively taken into consideration in
managing capital of the group.
1. Maintain sufficient capital to meet minimum regulatory requirements. (Companies Act)

2. Maintain strong equity base as opposed to debt capital
3. Group’s future developments, investments and business strategies
4. Group cash flow projections and ability to pay higher returns to shareholders
284
42 DIRECTOR’S FEES
The Directors of the Company have received fees amounting to Rs. 28,800/- from subsidiaries for the year ended 31st March 2017
43 RELATED PARTY TRANSACTIONS
Aitken Spence Hotels Holdings Group carries out transactions in the ordinary course of business with parties who are defined as
related parties as per Sri Lanka Accounting Standard LKAS 24 - Related Party Disclosures, which are transacted at normal business
terms. The pricing policy applicable to such transactions are comparable with those that would have been charged from unrelated
companies.
Mr. D.H.S. Jayawardena Chairman of the Company is also the Chairman of the Parent Company Aitken Spence PLC. and Aitken
Spence Hotel Management Asia (Pvt) Ltd. He is also the Chairman of Browns Beach Hotels PLC, and Negombo Beach Resorts
(Pvt) Ltd which are associate companies of the Group and the Chairman, of Distilleries Company of Sri Lanka PLC, Stassen Exports
(Pvt) Ltd., Lanka Milk Foods (CWE) PLC., Lanka Bell (Pvt) Ltd., Periceyl (Pvt) Ltd. Lanka Diaries (Pvt) Ltd. and Pattipola Live Stock
Company Ltd. Transactions carried out by the Group with these companies in the ordinary course of business is disclosed in Note.
No. 43.1.1, 43.1.3 and 43.1.5.
Mr. J.M.S. Brito, Managing Director of the Company is also the Managing Director of the Parent Company Aitken Spence PLC.
He is also the Chairman, Deputy Chairman or a Director of Browns Beach Hotels PLC, Crest Star (BVI) Ltd., Ace Resorts (Pvt) Ltd.,
Cowrie Investments (Pvt) Ltd., Aitken Spence Travels (Pvt) Ltd, Ace Resorts (Pvt) Ltd., Aitken Spence Hotel Managements South
India (Pvt) Ltd., Aitken Spence Resorts (Middle East) LLC., Aitken Spence Hotels International (Pvt) Ltd., P.R Holiday Homes (Pvt)
Ltd., Perumbalam Resorts (Pvt) Ltd., Aitken Spence Hotels Ltd., Heritance (Pvt) Ltd., Aitken Spence Hotel Managements (Pvt) Ltd.,
Kandalama Hotels (Pvt) Ltd., Ahungalla Resorts Ltd., Hethersett Hotels Ltd., Neptune Ayurvedic Village (Pvt) Ltd., Turyaa Resorts
(Pvt) Ltd., Turyaa (Pvt) Ltd., M.P.S Hotels (Pvt) Ltd, Meeraladuwa (Pvt) Ltd., Elevators (Pvt) Ltd. and Elpitiya Plantations PLC.,
which are Subsidiaries, joint ventures and equity-accounted investees of the Group and Parent company. Transactions carried out
by the group with these companies in the ordinary course of business is disclosed in Note No. 43.1.1. 43.1.2 and 43.1.4.
Ms. D.S.T Jayawardena a Director of the Company is also the Chairperson of Aitken Spence Hotel Managements (Pvt) Ltd., Aitken
Spence Hotels Ltd., Turyaa (Pvt) Ltd., Turyaa Resorts (Pvt) Ltd., Kandalama Hotels (Pvt) Ltd., MPS Hotels (Pvt) Ltd., Hethersett
Hotels Ltd., Heritance (Pvt) Ltd, Neptune Ayurvedic Village (Pvt) Ltd., Meeraladuwa (Pvt) Ltd., Jetan Travel Services Company (Pvt)
Ltd., Cowrie Investments (Pvt) Ltd., A D S Resorts (Pvt) Ltd. Unique Resorts (Pvt) Ltd, Ace Resorts (Pvt) Ltd., Aitken Spence Hotels
International (Pvt) Ltd.,Ahungalla Resorts Ltd., and Aitken Spence Hotel Managements Asia (Pvt) Ltd., which are subsidiaries of the
Group. Transactions carried out by the Group with these companies in the ordinary course of business is disclosed in Note
No. 43.1.2.
Ms. D.S.T Jayawardena is also a Director of the parent Company Aitken Spence PLC. and a Director of Amethyst Leisure Ltd.,
Paradise Resorts Passikudah (Pvt) Ltd, Browns Beach Hotels PLC., and Negombo Beach Resorts (Pvt) Ltd., which are equity
accounted investees of the Group. She is also the Chairperson of Splendor Media (Pvt) Ltd. and a Director of Stassen Exports
(Pvt) Ltd. Transactions carried out by the Group with these companies in the ordinary cource of business is disclosed in Note
No 43.1.2, 43.1.3 and 43.1.5.
Mr. C.H. Gomez a Director of the company is also a Director of the Parent Company Aitken Spence PLC.
R. N.J. De S Deva Adithya a Director of the company is also a Director of the Parent Company Aitken Spence PLC. He is also a
Director of Distilleries Company of Sri Lanka PLC. Transactions carried out by the Group with these companies in the ordinary
course of business is disclosed in Note No. 43.1.1 and 43.1.5.
285
Mr. R. N. Asirwatham a Director of the company is also a Director of the Parent Company Aitken Spence PLC. He is also a Director
of CIC Holdings PLC,Browns Beach Hotels PLC and Royal Ceramics PLC. Transactions carried out by the Group with these
companies in the ordinary course of business is disclosed in Note No. 43.1.1, and 43.1.5.
Mr. G.P.J Goonewardena a Director of the Company is also a Director of Aitken Spence Hotel Managements (Asia) Pvt Ltd which
is a subsidiary of the Group with which company, Group carried out transactions in the ordinary course of business as disclosed in
Note No. 43.1.2
Mr. C.M.S Jayawickrama a Director of the Company is also the Managing Director of Aitken Spence Hotel Managements (Pvt)
Ltd., a Director of Aitken Spence Hotels Ltd., Turyaa (Pvt) Ltd., Turyaa Resorts (Pvt) Ltd., Kandalama Hotels (Pvt) Ltd., MPS Hotels
(Pvt) Ltd., Hethersett Hotels Ltd., Heritance (Pvt) Ltd, Neptune Ayurvedic Village (Pvt) Ltd., Meeraladuwa (Pvt) Ltd.,Ahungalla
Resorts Ltd., Crest Star (BVI) Ltd, Jetan Travel Services Company (Pvt) Ltd., Cowrie Investments (Pvt) Ltd., A D S Resorts (Pvt)
Ltd. Unique Resorts (Pvt) Ltd, Ace Resorts (Pvt) Ltd., P R Holiday Homes (Pvt) Ltd., Perumbalam Resorts (Pvt) Ltd. Aitken Spence
Hotel Managements South India (Pvt) Ltd., and Aitken Spence Hotels International (Pvt) Ltd., which are subsidiaries of the Group.
Transactions carried out by the Group with these companies in the ordinary course of business is disclosed in Note No. 43.1.2
Mr. C.M.S Jayawickrama is also a Director of Negombo Beach Resorts (Pvt) Ltd., which is a equity accounted investees of the
Group.
Details of transactions carried out by the Group with related parties and outstanding balances with the related parties are given in
Note No. 43.1.1 to 43.1.5.
286
43.1 Details of transactions carried out with Related Companies
Group Company
Name of the Related Party Relationship Nature of transaction Terms of the Transaction Outstanding as Transaction Outstanding as
transaction Value at 31.03.2017 Value at 31.03.2017
Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000
43.1.1. Transactions with Parent Company

Aitken Spence PLC Parent Interest earned / paid Market terms - (1,674) -
Company (net)
Lease Rent paid Contractual 1,500 14,290 -
Payment
Corporate guarantee Market terms 13,333 13,333
Fee
Fees paid for services Market terms 94,870 (348,329) 13,421 (207,530)
Short term investments Market terms - 355,663 - -
43.1.2 Transactions with Subsidiaries

Aitken Spence Hotel Subsidiary Management fees for Percentage of 233,352 - - 55,080
Management (Asia) Pvt Ltd managing hotels revenue and profits
Aitken Spence Hotels Subsidiary Management fees for Percentage of 215,311 - - 31,235
International (Pvt) Ltd managing hotels revenue and profits
Aitken Spence Hotels Ltd Subsidiary Dividends receivable Short term - - 35,941 35,941
Turyaa (Pvt) Ltd. Subsidiary Issue of shares Market terms - - 190,000 744
Turyaa Resorts (Pvt) Ltd Subsidiary Issue of shares Market terms - - 231,000 -
Short term advances Short term - - 123,018 123,018
Kandalama Hotels (Pvt) Ltd Subsidiary Short term advances Short term - - (52,184) (638,413)
obtained
Hethersett Hotels Ltd Subsidiary Preference dividends Short term - - 6,300 6,300
receivable
Neptune Ayurvedic Village Subsidiary Dividends receivable Short term - - 54 54
(Pvt) Ltd
MPS Hotels (Pvt) Ltd Subsidiary Settlement of Short term - - (23,000) 8,192
temporary advances
Meeraladuwa (Pvt) Ltd Subsidiary Short term advances Market Terms - - 45 57
287
Group Company
288
Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000
Ahungalla Resorts Ltd. Subsidiary Settlement of Market Terms - - (179) 196

temporary advances
Aitken Spence Resorts Subsidiary Issue of shares Market Terms - - 3,780 -
(Middle East) LLC
43.1.3 Transactions with Equity
Accounted Investees
Paradise Resorts Passikudah Associate Transactions with
(Pvt) Ltd Parent Company
Investments in equity Market terms - - 57,760 5,151
Transactions with
Parents Group Entities
Sale of Hotel Rooms Market terms 3,936
Printing of hotel Market terms
promotional literature 87
Central Purchasing Market terms

unit handling charges 180 5,198 - -
Negombo Beach Resorts Associate Transactions with
(Pvt) Ltd Parents Group Entities
Sale of Hotel Rooms Market terms 60,186
Printing of hotel Market terms
promotional literature 2,201
Central purchasing / Market terms

merchandising unit
handling charges 1,076
Purchase of mineral Market terms
water 3,973
Clearing of imported Market terms
items 2,396 - - -
Group Company
Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000
43.1.4 Transactions with Parent’s Group Entities

Aitken Spence Travels (Pvt) Ltd. Subsidiary of the Sale of Hotel rooms in Market terms
Parent Company the ordinary course of
business 1,394,886 269,737 157,337 55,293
Purchase of Air Tickets Market terms
for overseas travel 3,158 222 - -
Aitken Spence Exports (Pvt) Subsidiary of the Purchase of mineral Market terms
Ltd. Parent Company water 14,372 (21,073) 3,324 (20,314)
Aitken Spence Printing & Subsidiary of the Printing & Typesetting Market terms
Packaging (Pvt) Ltd. Parent Company hotel promotional
literature and Annual
Reports 4,274 (3) 3,122 -
Aitken Spence Hotel Subsidiary of the Management fees for Percentage of
Managements (Pvt) Ltd. Parent Company managing the hotels revenue and profits 293,465 25,187
Central Purchasing & Market terms
Merchandising unit
handling charges 62,602 14,152
Export of Hotel Market terms
Supplies to Maldives 229,786 58,114 - (1,520)
Elevators (Pvt) Ltd Subsidiary of the Repairs and Market terms
Parent Company Maintenance of Hotel
Elevators 9,394 - 1,028 -
Elpitiya Plantations PLC Subsidiary of the Purchase of tea leaves Market terms
Parent Company 3,135 (53) 614 -
Aitken Spence Cargo (Pvt) Ltd Subsidiary of the Clearing of imported Market terms
Parent Company items 50,664 - 121 33
Aitken Spence Agriculture Subsidiary of the Purchase of vegetables Market terms
(Pvt) Ltd Parent Company 1,468 (179) - -
289
Group Company
290
Rs. ‘000 Rs. ‘000 Rs. ‘000 Rs. ‘000
43.1.5 Transactions with Other Related Companies

Distilleries Company of Other related Purchase of beverages Market terms
Sri Lanka PLC Company 27,365 (3,194) 4,745 (974)
Stassen Exports (Pvt) Limited Other related Purchase of food items Market terms
Company 441,835 (30,736) 33,392 (3,395)
Lanka Milk Foods (CWE) PLC Other related Purchase of milk Market terms
Company powder 12,599 (878) 2,672 (183)
Lanka Diaries (Pvt) ltd Other related Purchase of food items Market terms
Company 1,463 (286) - -
Lanka Bell Ltd. Other related Provision of Market terms
Company telecommunication
services. 8,280 (611) 954 -
Periceyl (Pvt) Ltd Other related Purchase of beverages Market terms

Company 25,405 (4,160) 5,912 (654)

CIC Holdings PLC Other related Purchase of food items Market terms
Company 972 - 156 -
Pattipola Live Stock Other related Purchase of food items Market terms
Company Ltd Company 1,113 (118) - -
Royal Ceramic PLC Other related Purchase of goods Market terms
Company 6,015 (95) 3,054 -
Splendor Media (Pvt) Ltd Other related Purchase of services Market terms
Company 1,210 - - -
43.1.6 The Company and the Subsidiaries in the ordinary course of business have for the sale of hotel rooms, contracted with certain Tour operators, for whom Aitken Spence
Travels (Pvt) Ltd., has contracted with for provision of hotel services. The total revenue generated by such company and the balance outstanding as at 31st March 2017 is
disclosed above.
43.1.7 The Company and the Subsidiaries in the ordinary course of business have generated revenues amounting to Rs. 14.2 million (Company Rs 4.1 million) from sale of hotel
packages to Aitken Spence PLC and its Subsidiaries (excluding Hotel Companies). Balances outstanding from these companies as at 31st March 2017 is reflected in
Note No. 25 - Amounts due from Parent’s Group Entities.
43.2 Non Recurrent Transactions with Related Parties
Name of the Related Party Relationship The rationale for entering Value of the related party Value of the Value of the Terms and
into the transaction transactions entered into related party related party conditions of the
during the financial year transactions as transactions as a % related party
ending 31st March 2017 a % of equity of total assets. transaction
Rs.'000
43.2.1 Transaction with Parent Company

Aitken Spence PLC Parent Company Corporate guarantee for 1,000,000 4% 2% Monthly Guarantee
the term loan obtained fee payable
from Habib Bank Ltd.
43.2.2 Transaction with Subsidiaries

Turyaa (Pvt) Ltd Subsidiary Investment in equity 190,000 1% 0.36% Market Terms
Turyaa Resorts (Pvt) Ltd Subsidiary Investment in equity 231,000 1% 0.44% Market Terms
Aitken Spence Resorts Subsidiary Investment in equity
(Middle East) LLC 3,780 0.01% 0.01% Market Terms
43.2.3 Subsidiaries with Joint Ventures

Amethyst Leisure Ltd Associate Investment in equity 57,760 0.21% 0.11% Market Terms
There were no non recurrent transactions carried out with related parties during the year where the aggregate value of transaction exceeds 10% of equity or 5% of total
assets which ever is lower.
43.3 Recurrent Transactions with Related Parties

Name of the Related Party Relationship The rationale for entering Value of the related party Value of the Terms and
into the transaction transactions entered into related party conditions of the
during the financial year transactions as related party
ending 31st March 2017 a % of Revenue transaction
Rs.'000
43.3.1 Aitken Spence Travels (Pvt) Subsidiary of the Parent Company Sale of Hotel rooms in the
Ltd. ordinary course of business 1,394,886 9% Market Terms
There were no recurrent transactions carried out with related parties during the year where the aggregate value of transaction exceeds 10% of consolidated gross
revenue of the group.
291
G4-09
43.4 Transactions with Key Management Personnel.

Aitken Spence Hotel Holdings PLC., considers its Board of Directors as the key management personnel of the Company. The
Board Directors, Vice Presidents and Assistant Vice Presidents of Subsidiary Companies are considered as key management
personnel of Group Companies.
There were no transactions other than employments benefits disclosed below carried out during the year with Key management
personnel and their close family members which require disclosure per LKAS - 24 - Related Party Disclosures .
Group Company
2017 2016 2017 2016
Year Ended 31st March Rs.’000 Rs.’000 Rs.’000 Rs.’000
Short term employment benefits 18,168 19,437 -

Post employment benefits - 2,759 - -
Total 18,168 22,196 - -
44 ACQUISITION OF NON CONTROLLING SHARES

The Company made an offer to the Minority Shareholders of Aitken Spence Hotels Ltd. on 8th June, 1999 to purchase their shares
at Rs. 31/-per share.(subsequently revised to Rs. 20/- per share) . During this financial year no shares were acquired . The Company
as at 31 st March, 2017 held 98% of the equity share capital of Aitken Spence Hotels Ltd.
45 EVENTS AFTER REPORTING DATE

The Board resolved to recommend the payment of :
A final dividend of Cents 25 per Ordinary Share for the financial year 2016/17 once approved by the shareholders at the Annual
General Meeting.
There has been no other material events occurring after the reporting date that requires adjustment to or disclosure in the
Financial Statements.
46 ULTIMATE HOLDING COMPANY.

The Ultimate Holding Company of Aitken Spence Hotel Holdings PLC., is Aitken Spence PLC.
47 CAPITAL EXPENDITURE COMMITMENTS

There are no capital expenditure commitments other than those disclosed in Note No 14.4 to the financial Statements.
48 AVERAGE NUMBER OF EMPLOYEES

The average number of employees as at 31st March 2017 amounts to 3,215 (2015/2016 - 2,251)
49 COMPARATIVE INFORMATION
No comparative information were changed during the year which require disclosure or adjustments in the financial statements.
However the presentation and classification of financial statements of the comparative year has been amended where relevant
to be comparable with those of the current year.
50 DIRECTORS RESPONSIBILITY.
The Board of Directors of the Company are responsible for the preparation of financial statements.
292
QUARTERLY STATISTICS
INCOME STATEMENT - GROUP

30th June 30th September 31st December 31st March
2016 2016 2016 2017
For the three months ended Rs.’000 Rs.’000 Rs.’000 Rs.’000
Net Turnover 2,696,017 3,146,940 4,320,211 5,469,870

Other income (9,412) 17,200 124,575 (230,963)
Staff Costs (647,569) (609,492) (745,594) (744,274)
Depreciation (278,622) (287,093) (477,685) (427,018)
Amortisation (29,933) (27,143) (27,958) (27,785)
Other Operating Expenses - Direct (619,703) (691,696) (1,000,086) (1,039,791)
Other Operating Expenses - Indirect (1,120,041) (1,226,861) (1,522,276) (1,685,654)
Profit/ (Loss) from operations (9,263) 321,855 671,187 1,314,385
Finance Income 47,272 27,397 29,366 63,578
Finance Expenses (155,723) (148,429) (226,710) (214,151)
Share of Profit of equity accounted investees net of tax (28,663) (176,337) 81,658 (47,860)
Income Tax Expense (55,895) (159,659) (55,734) (264,535)
Net Profit /(Loss) for the period (202,272) (135,173) 499,767 851,417
Profit attributable Equity holders of the Parent (173,146) (174,585) 405,020 618,584
Non - controlling interests (29,126) 39,412 94,747 232,833
(202,272) (135,173) 499,767 851,417
STATEMENT OF FINANCIAL POSITION - GROUP

As at 2016 2016 2016 2017
Assets
Non Current Assets 32,866,295 33,147,736 41,804,714 43,504,238
Current Assets 4,887,744 4,790,467 8,633,418 8,673,749
Total Assets 37,754,039 37,938,203 50,438,132 52,177,987
Equity and Liabilities

Equity 17,937,134 17,731,184 18,442,183 19,161,826
Non - controlling interest 5,493,786 5,340,571 7,957,981 8,270,862
Total Equity 23,430,920 23,071,755 26,400,164 27,432,688
Non Current Liabilities 8,141,994 8,967,171 16,680,890 15,595,025
Current Liabilities 6,181,125 5,899,277 7,357,078 9,150,274
Total Equity & Liabilities 37,754,039 37,938,203 50,438,132 52,177,987
SHARE INFORMATION - GROUP

As at 2016 2016 2016 2017
Earnings / (Loss) Per Ordinary Share (Rs) (0.53) (0.53) 1.19 1.84
Net Asset Value Per Share (Rs) 52.85 52.24 54.35 56.49
Market Price Per Share
Highest (Rs) 64.00 57.00 50.00 44.40
Lowest (Rs) 51.60 47.10 43.00 34.00
Last Trade Price (Rs) 54.00 48.00 43.10 35.20
293
INDICATIVE US DOLLAR FINANCIAL STATEMENTS

CONSOLIDATED INCOME STATEMENT IN US $
2017 2016
For the year ended 31 st March US $'000 US $'000
Revenue 105,634 92,461

Revenue tax (2,779) (1,453)
Net revenue 102,855 91,008
Other income / (expenses) (649) 483

Staff costs (18,073) (14,667)
Depreciation (9,674) (6,798)
Amortisation (742) (494)
Other operating expenses - direct (22,049) (17,595)
Other operating expenses - indirect (36,548) (32,011)
Profit from operations 15,120 19,926
Finance income 1,103 1,037

Finance expenses (4,902) (2,401)
Net finance income / (expenses) (3,799) (1,364)
11,321 18,562
Share of profit of equity accounted investees net of tax (1,126) (1,141)
Profit before income tax 10,195 17,421
Income tax expenses (3,525) (2,992)
Profit for the year 6,670 14,429
Attributable to:
Equity holders of the parent 4,447 9,702
Non - controlling interest 2,223 4,727
6,670 14,429
Earnings per ordinary share (US $.) 0.02 0.03

Exchange Rate used for translation (One US $ ) = 151.99 144.69
294
STATEMENT OF PROFIT OR LOSS AND OTHER

COMPREHENSIVE INCOME IN US $
2017 2016
For the year ended 31 st March US $'000 US $'000
Profit for the year 6,670 14,429

Items that will never be reclassified to profit or loss
Revaluation of property, plant and equipment 1,366 -
Share of other comprehensive income of equity accounted investees 339 (1)
Actuarial gains/ (losses) on defined benefit plans 49 (20)
Income tax on actuarial gains / (losses) arising from retirement benefit obligations (8) 2
1,747 (19)
Items that are or may be reclassified to profit or Loss

Foreign currency translation differences of foreign operations 5,160 5,091
Net change in fair value of available for sale financial assets (498) 153
4,662 5,244
Other comprehensive income for the year net of tax 6,409 5,225
Total comprehensive income for the year net of tax 13,079 19,654
Attributable to:
Equity holders of the parent company 9,139 12,531
Non - controlling interests 3,939 7,123
13,079 19,654
295
CONSOLIDATED STATEMENT OF
FINANCIAL POSITION IN US $
2017 2016
As at 31st March US $'000 US $'000
ASSETS
Non-Current Assets
Property, plant & equipment 247,958 159,661
Leasehold properties 13,438 13,869
Prepaid operating leases 11,785 12,517
Intangible assets 2,662 2,627
Investment in equity accounted investees 8,517 34,434
Other financial assets 833 1,399
Deferred tax assets 1,038 1,023
286,231 225,530
Current Assets
Inventories 3,137 2,097
Trade and other receivables 12,810 8,763
Amounts due from holding company 2,340 234
Amount due from parent’s group entities 2,909 2,587
Deposits & prepayments 4,635 4,768
Prepaid operating leases 472 226
Current tax receivable 74 32
Term deposits 15,458 14,868
Cash and cash equivalents 15,234 6,623
57,068 40,198
TOTAL ASSETS 343,299 265,728
EQUITY AND LIABILITIES
Equity Attributable to Equity Holders of the Company
Stated capital 23,387 24,567
Reserves 28,639 25,200
Retained earnings 74,047 77,441
126,073 127,208
Non -controlling interests 54,417 37,523
Total Equity 180,490 164,731
Non-Current Liabilities
Interest - bearing borrowings 95,077 56,579
Government grants 1 2
Deferred tax liabilities 2,427 1,639
Other liabilities 3,933 -
Employee benefits 1,168 1,205
102,606 59,425
Current Liabilities
Other provisions and payables 18,735 16,251
Amounts due to holding company 2,292 1,077
Amounts due to parent’s group entities 855 674
Interest bearing borrowings 21,785 12,624
Current tax payable 831 2,276
60,203 41,572
TOTAL LIABILITIES 162,809 100,997
TOTAL EQUITY AND LIABILITIES 343,299 265,728
296
DECADE AT A GLANCE
Rs. ‘000
Year ended 31st March 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008
OPERATING RESULTS
Revenue 16,055,386 13,378,071 13,270,918 12,947,076 12,035,870 9,614,828 8,059,152 7,137,672 6,611,893 6,412,699
Profit / (Loss) before Taxation 1,549,562 2,520,651 3,920,116 4,078,450 3,204,882 2,427,770 1,394,853 792,853 845,333 810,860
Taxation (535,823) (432,889) (484,494) (561,435) (464,895) (346,299) (37,242) (18,056) (20,975) (21,294)
Profit/(Loss) after Taxation 1,013,739 2,087,762 3,435,622 3,517,015 2,739,987 2,081,471 1,357,611 774,796 824,358 789,566
Profit/(Loss) attributable to Equity
675,873 1,403,766 2,234,804 2,340,934 1,785,154 1,377,976 1,304,073 523,776 592,587 512,651
Holders of the parent
SHAREHOLDERS’ FUNDS
Stated Capital 3,554,587 3,554,587 3,554,587 3,554,587 3,554,587 3,554,587 3,554,587 1,056,433 1,056,433 1,055,810
Reserves and Retained Earnings 15,607,239 14,851,205 13,676,628 11,823,701 9,371,120 7,614,992 5,468,654 4,132,761 3,667,632 2,701,001
Shareholders’ Funds 19,161,826 18,405,792 17,231,215 15,378,288 12,925,707 11,169,579 9,023,241 5,189,194 4,724,065 3,756,811
LIABILITIES
Non-Current Interest bearing Borrowings 14,450,707 8,186,477 5,363,625 2,913,898 2,790,090 2,790,308 3,007,565 2,962,320 3,746,361 2,930,155
Amount due to ultimate Holding Company 348,329 155,804 37,518 92,315 109,340 204,779 59,861 646,434 779,109 -
Current Liabilities 8,801,945 5,859,232 5,173,696 3,481,725 3,326,203 3,249,987 2,164,471 2,004,139 2,001,455 2,543,913
Other Liabilities & Charges 1,144,318 411,798 344,196 321,148 304,726 287,278 147,925 163,131 114,317 117,401
Non-Controlling Interest 8,270,862 5,429,111 4,638,017 3,789,554 2,903,733 2,189,351 1,372,530 1,589,136 1,346,064 1,219,998
Total Equity and Liabilities 52,177,987 38,448,214 32,788,267 25,976,928 22,359,799 19,891,282 15,775,593 12,554,354 12,711,371 10,568,278
ASSETS
Property, Plant & Equipment 37,687,160 23,101,360 16,402,491 12,571,903 11,962,472 11,087,739 8,879,249 8,756,041 8,686,707 6,664,681
Leasehold Property 2,042,460 2,006,728 1,906,526 1,461,100 1,463,930 1,521,100 1,354,026 1,516,449 1,554,651 1,407,987
Prepaid Operating Leases 1,791,169 1,811,071 1,067,063 1,048,621 1,020,553 1,067,800 46,500 - - -
Intangible Assets 404,612 380,166 2,842 13,390 26,929 26,862 - - 1,524 3,048
Investments 1,294,427 4,982,212 3,098,474 1,336,814 1,302,694 1,227,371 960,878 192,915 185,118 188,358
Long-Term Investments 126,650 202,395 180,191 197,478 221,072 233,207 222,395 211,770 218,081 86,600
Deferred Tax Assets 157,760 147,969 119,017 115,977 132,722 130,018 48,399 2,713 - -
Current Assets 8,673,749 5,816,313 10,011,662 9,231,645 6,229,427 4,597,185 4,254,320 1,874,466 2,065,290 2,217,604
Assets Held for sale - - - - - - 9,826 - - -
Total Assets 52,177,987 38,448,214 32,788,267 25,976,928 22,359,799 19,891,282 15,775,593 12,554,354 12,711,371 10,568,278
CASH FLOW
From Operating activities 2,601,651 3,479,769 3,986,229 3,820,890 3,528,361 3,156,697 663,257 1,484,828 1,503,360 793,933
From Investing activities (2,279,588) (6,507,608) (6,137,472) (3,446,368) (1,686,804) (2,533,371) (1,023,336) (662,377) (2,025,844) (2,201,116)
From Financing activities 120,782 1,409,694 2,412,926 (607,312) (389,776) (765,864) 1,965,198 (638,280) 605,561 1,377,478
Net Cash Inflow/(Outflow) 442,845 (1,618,145) 261,682 (232,790) 1,451,781 (142,538) 1,605,119 184,171 83,077 (29,705)
KEY INDICATORS
Earnings per ordinary share (Rs.) 1.97 4.13 6.60 6.92 5.26 4.05 3.03 1.77 2.15 1.85
Net Assets value per Ordinary share (Rs.) 56.49 54.24 50.75 45.24 37.95 32.72 26.34 14.93 16.95 13.35
Market value per share (Rs.) 35.20 53.00 67.00 70.00 74.00 70.00 98.00 385.00 90.00 93.00
Dividend per share (Rs.) * 0.75 1.25 1.50 1.50 1.00 0.70 0.50 0.21 0.50 1.00
Dividend cover (Times) 2.62 3.30 4.40 4.61 5.26 5.79 6.06 8.42 30.06 12.95
Price to Earnings Ratio (Times) 17.91 12.83 10.15 10.12 14.07 17.28 32.33 29.08 5.99 7.18
Gearing (Debt/(Debt+Equity)) % 34.90 26.08 20.30 13.94 15.87 18.30 23.67 32.11 39.84 39.14
Interest cover (Times) 3.31 8.73 22.21 22.03 13.71 12.40 7.08 3.09 3.30 3.22
Return on Average Shareholders’funds (%) 3.55 7.87 13.75 16.63 14.90 13.73 14.68 10.57 13.97 14.53
* The Directors of the company declared an interim dividend of Rs. 0.50 per ordinary share and recommended a final dividend of Rs. 0.25 per ordinary share for the financial year 2016/17
297
INVESTOR INFORMATION
1. STOCK EXCHANGE LISTING

Aitken Spence Hotel Holdings PLC is a public quoted company, the issued ordinary shares of which have been listed with the
Colombo Stock Exchange.
The Stock Exchange Code for Aitken Spence Hotel Holdings PLC shares is “AHUN.N0000”
2. SHAREHOLDERS
There were 3,402 registered ordinary shareholders as at 31st March, 2017 distributed as follows:
Range 31.03.2017 31.03.2016

No.of No. of % No.of No. of
Shareholders Shareholding Shareholders Shareholding %
1 to 1,000 shares 1,926 658,059 0.20 1,880 654,763 0.19
1,001 to 10,000 shares 1,096 3,700,814 1.10 1,089 3,685,511 1.09
10,001 to 100,000 shares 301 8,495,477 2.53 305 8,655,354 2.58
100,001 to 1,000,000 shares 65 21,469,308 6.38 68 21,947,465 6.53
1,000,001 & Above 14 301,966,352 89.79 14 301,346,917 89.61
3,402 336,290,010 100.00 3,356 336,290,010 100.00
3. ANALYSIS OF SHAREHOLDERS
31.03.2017 31.03.2016
Shareholding % Shareholding %
Category
Nationals 333,426,960 99.15 331,773,451 98.66
Non - Nationals 2,863,050 0.85 4,516,559 1.34
336,290,010 100.00 336,290,010 100.00
Shareholding % Shareholding %
Category
Aitken Spence PLC, and subsidiaries 250,507,418 74.49 250,507,418 74.49
Other Institutions 63,437,350 18.86 63,616,301 18.92
Individuals 22,345,242 6.65 22,166,291 6.59
336,290,010 100.00 336,290,010 100.00
*Percentage of the shares held by the public as at 31st March, 2017 is 25.41%. Number of public shareholders as at 31st March 2017
is 3,391.
4. SHARE TRADING
2016/17 2015/16 2014/15 2013/14 2012/13

Number of Shares traded during the year 5,053,600 8,188,438 14,623,056 5,879,926 7,101,727
Value of Shares traded during the year ( Rs.) 256,834,808 530,954,107 1,171,857,188 418,255,629 511,061,713
Number of Transactions 2,362 2,335 3,395 2,404 2,980
298
5. MARKET VALUE
AHUN Relative Performance vs Market
Financial Year Highest Lowest Year End
Index
Rs. Rs. Rs. 120.00 50
2012/13 81.00 61.00 74.00 110.00

40
2013/14 81.00 62.10 70.00 100.00
2014/15 87.00 67.00 67.00 90.00

30
2015/16 83.90 50.00 53.00 80.00

20
2016/17 64.00 34.00 35.20 70.00
10
60.00
50.00 0
1-Apr-16
1-May-16
1-Jun-16
1-Jul-16
1-Aug-16
1-Sep-16
1-Oct-16
1-Nov-16
1-Dec-16
1-Jan-17
1-Feb-17
1-Mar-17
S&P SL 20 ASPI Hotel Sector
Price Turnover
6. RATIOS
2016/17 2015/16 2014/15 2013/14 2012/13

Earnings per Share (Rs.) 1.97 4.13 6.60 6.92 5.26
Price Earnings Ratio (Times) 17.91 12.83 10.15 10.12 14.07
Net Asset per Share as at 31st March (Rs.) 56.49 54.24 50.75 45.24 37.95
7. DIVIDENDS
Year Dividend per share Dividend Yield

Rs %
2012/13 1.00 1.35%
2013/14 1.50 2.14%
2014/15 1.50 2.24%
2015/16 1.25 2.36%
2016/17 * 0.75 2.13%
* The Directors of the company declared an interim dividend of Rs. 0.50 per ordinary share and recommended a final dividend of
Rs. 0.25 per ordinary share for the financial year 2016/17
8. MARKET CAPITALIZATION (AS AT 31ST MARCH)
Stated Capital & Market

Reserves Capitalization
(Rs.’000) (Rs.’000)
2012/13 12,925,707 24,885,461
2013/14 15,378,288 23,540,301
2014/15 17,231,215 22,531,431
2015/16 18,405,792 17,823,371
2016/17 19,161,826 11,837,408
299
9. GROUP EFFECTIVE HOLDING IN SUBSIDIARY AND ASSOCIATE COMPANIES
%
As at 31st March 2017 2016
Company -
Aitken Spence Hotel Managements Asia (Pvt) Ltd. 51.00 51.00
Aitken Spence Hotels Ltd. 98.00 98.00
Crest Star (BVI) Ltd. 100.00 100.00
Cowrie Investment (Pvt) Ltd. 60.00 60.00
Aitken Spence Hotels (International) (Pvt)Ltd. 51.00 51.00
PR Holiday Homes (Pvt) Ltd. (India) 84.57 84.57
Floatels India (Pvt) Ltd. 11.00 11.00
Heritance (Pvt) Ltd. 100.00 100.00
Kandalama Hotels (Pvt) Ltd. 63.00 63.00
Jetan Travel Services Co. (Pvt) Ltd. 95.00 95.00
Ace Resorts (Pvt) Ltd. 100.00 100.00
ADS Resorts (Pvt) Ltd. 100.00 100.00
Unique Resorts (Pvt) Ltd. 100.00 100.00
Aitken Spence Hotel Services (Pvt) Ltd. - India 100.00 100.00
Aitken Spence Hotel Management (South India) Pvt. Ltd. 100.00 100.00
Aitken Spence Resorts (Middle East). 99.88 70.00
Perumbalam Resorts (Pvt) Ltd. - India 100.00 100.00
Amethyst Leisure Limited 27.89 23.44
Turyaa Resorts (Pvt) Ltd. 100.00 100.00
Golden Sun Resorts (Pvt) Ltd. 100.00 100.00
Browns Beach Hotels PLC 37.42 37.42
MPS Hotel (Pvt) Ltd. 100.00 100.00
Hethersett Hotels Ltd. 87.65 87.65
Ahungalla Resorts Ltd. 60.00 60.00
Neptune Ayurvedic Village (Pvt) Ltd. 100.00 100.00
Nilaveli Holidays (Pvt) Ltd. 100.00 100.00
Nilaveli Resorts (Pvt) Ltd. 100.00 100.00
Galle Heritage (Pvt) Ltd. 100.00 100.00
Meeraladuwa (Pvt) Ltd 100.00 100.00
Paradise Resorts Passikudah (Pvt) Ltd. 100.00 100.00
Negombo Beach Resorts (Pvt) Ltd. 100.00 100.00
300
10. SHAREHOLDING OF DIRECTORS TOGETHER WITH THEIR SPOUSES IN AITKEN SPENCE HOTEL
HOLDINGS PLC.
As at 31st March 2017 2016

Mr. D H S Jayawardena - -
Mr. J M S Brito 278,023 106,596
Ms. D S T Jayawardena 16,000 16,000
Mr. R E V Casie Chetty - 202,426
Mr C M S Jayawickrama - -
Mr. G P J Goonewardena 5,460 5,460
Mr. R N Asirwatham 1,000 1,000
Mr. N J de S Deva Aditya - -
Mr. C H Gomez - -
Total 300,483 331,482
11. TWENTY LARGEST SHAREHOLDERS AS AT 31ST MARCH
2017 2016
Twenty Largest Shareholders as at 31st March No.of Shares % No.of Shares %
1 Aitken Spence PLC-A/C No. 1 239,472,667 71.21 239,472,667 71.21
2 Employees Provident Fund 31,501,601 9.37 30,667,113 9.12
3 Sri Lanka Insurance Corporation Ltd - Life Fund 5,518,727 1.64 5,518,727 1.64
4 Ace Cargo (Pvt) Ltd 4,423,601 1.32 4,423,601 1.32
5 Aitken Spence Hotel Managements (Pvt) Ltd 3,530,639 1.05 3,530,639 1.05
6 Aitken Spence Aviation (Private) Limited 2,604,140 0.77 2,604,140 0.77
7 Bank Of Ceylon No. 1 Account 2,547,422 0.76 2,547,422 0.76
8 Employees Trust Fund Board 2,370,705 0.71 2,370,705 0.70
9 The Ceylon Guardian Investment Trust PLC A/C # 02 2,245,982 0.67 2,245,982 0.67
10 National Savings Bank 2,102,133 0.63 2,102,133 0.63
11 Mr. G C Wickremasinghe 2,082,241 0.62 2,082,241 0.62
12 The Ceylon Investment PLC A/C # 02 1,283,675 0.38 1,283,675 0.38
13 Miss. A T Wickremasinghe 1,245,004 0.37 860,004 0.26
14 Bank Of Ceylon A/C Ceybank Century Growth Fund 1,037,815 0.31 1,033,615 0.31
15 Mr. M J Fernando 1,000,000 0.30 1,000,000 0.30
16 Mrs. K Fernando 991,149 0.30 991,149 0.30
17 Ms. F A A Mack 990,950 0.30 964,550 0.29
18 Ceylon Investment PLC A/C # 01 985,900 0.29 985,900 0.29
19 Phoenix Ventures (Private) Limited 831,390 0.25 - -
20 Rubber Investment Trust Limited A/C # 01 792,093 0.24 792,093 0.24
Total Ordinary Shares 307,557,834 91.49 305,476,356 90.83
301
12. HISTORY OF MOVEMENT IN ORDINARY SHARE CAPITAL
Year Issue Number of Shares Share Capital

Rs.
Shares in issue at the time of listing 1,281,612 12,816,120
1979/80 Initial Public Offer 500,000 5,000,000
1980/81 Private Placement 300,000 3,000,000
1980/81 Rights Issue 368,743 3,687,430
1981/82 Rights Issue 1,839,063 18,390,630
1982/83 Rights Issue 1,429,806 14,298,060
1983/84 Rights Issue 791,792 7,917,920
1984/85 Rights Issue 822,790 8,227,900
1994/95 Bonus Issue 2,444,602 24,446,020
1994/95 Share swap to acquire Aitken Spence Hotels Ltd 9,699,199 96,991,990
1994/95 Share swap to acquire Brown’s Beach Hotels Ltd 638,020 6,380,200
1994/95 Share swap to acquire M. P. S. Hotels Ltd 473,557 4,735,570
1999/00 Bonus Issue 3,431,531 34,315,310
1999/00 Rights Issue 14,412,429 144,124,290
2010/11 Rights Issue (1 for 4) 9,608,286 2,498,154,360
Share Split (7 for 1) 288,248,580 -
Total as at 31st March, 2017 336,290,010 2,882,485,800
13. HISTORY OF MOVEMENT IN PREFERENCE SHARE CAPITAL
Year Issue Number of Shares Share Capital

Rs.
1981/82 12% Cum. Redeemable Preference Shares 200,000 2,000,000
1982/83 Redemption (40,000) (400,000)
1983/84 Redemption (40,000) (400,000)
1984/85 Redemption (40,000) (400,000)
1985/86 Redemption (40,000) (400,000)
1990/91 Redemption (40,000) (400,000)
1996/97 9% Cum Redeemable Preference Shares 16,500,000 165,000,000
Total as at 31st March, 2017 16,500,000 165,000,000
302
REAL ESTATE HOLDINGS

OF THE GROUP
Description of the Property No of Location Building in Land Extent Acres Net Book Value as at
Rooms Sq.Ft 31/03/17 (Rs.’000)
Freehold Leasehold Land Buildings
Aitken Spence Hotel Holdings PLC

Heritance Ahungalla 152 Ahungalla 253,590 11.96 - 630,207 737,659
Meeraladuwa (Pvt) Ltd
Meeraladuwa Island - Balapitiya 29.55 - 450,830 -
Kandalama Hotels (Pvt) Ltd
Heritance Kandalama 152 Dambulla 426,553 169.64 50.00 9,000 456,081
Hethersett Hotels Ltd
Heritance Tea Factory 54 Nuwara Eliya 50,999 - 25.00 - 122,611
Aitken Spence Hotels Ltd
Heritance Ayurveda Maha Gedara 64 Beruwala 125,349 - 6.44 - 383,056
Heritance (Pvt) Ltd - Beruwala - 5.79 - 278,000 -
Neptune Ayurvedic Village (Pvt) Ltd - Beruwala 12,500 0.12 - 4,425 14,586
Turyaa (Pvt) Ltd 110 Kalutara 192,686 5.93 - 402,250 770,717
Turyaa Resorts (Pvt) Ltd 90 Kalutara 113,060 2.42 - 102,700 1,192,181
M P S Hotels (Pvt) Ltd
Hotel Hilltop 73 Kandy 65,514 3.76 - 300,500 112,306
Ahungalla Resorts Ltd
RIU Hotel 501 Ahungalla 601,751 12.97 - 855,000 8,667,016
Jetan Travel Services Co. (Pvt) Ltd
Adaaran Club Rannalhi 130 Maldives 105,553 - 11.69 - 649,347
Cowrie Investments (Pvt) Ltd
Adaaran Select Meedhupparu 235 Maldives 299,989 - 44.45 - 2,199,766
Island of Aarah in Raa Atoll - - - 26.90 -
ADS Resorts (Pvt) Ltd
Adaaran Select Hudhuran Fushi 215 Maldives 181,779 - 78.00 - 922,975
Unique Resorts (Pvt) Ltd
Adaaran Prestige Vadoo 50 Maldives 42,606 - 4.48 - 1,639,362
Ace Resorts (Pvt) Ltd
Raafushi Island Maldives - Maldives - - 45.25 - -
Aitken Spence Hotel Managements
(South India) Pvt Ltd
Turyaa Chennai 140 Chennai/India 126,825 0.84 - 548,948 2,684,515
Perumbalam Resorts (Pvt) Ltd - Cochin/India - 4.05 - 9,725 -
P.R Holiday Homes (Pvt) Ltd - Cochin/India - 14.04 - 135,960 -
Aitken Spence Resorts
(Middle East) LLC - Al Falaj Hotel 150 Oman 16,408 5.05 - 2,652,965 2,620,112
303
GROUP DIRECTORY
Aitken Spence Hotel Holdings PLC * Hethersett Hotels Limited *

The holding company of the Group’s hotel interests. Owns Owns and operates Heritance Tea Factory.
and operates Heritance Ahungalla.
Directors:
Directors: J.M.S. Brito (Appointed w.e.f. 17.10.2016)
Deshamanya D.H.S. Jayawardena (Chairman) Ms. D.S.T. Jayawardena (Chairperson)
J.M.S. Brito (Managing Director) C.M.S. Jayawickrama
Ms. D.S.T Jayawardena R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016)
R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016)
Neptune Ayurvedic Village (Private) Limited *
C.M.S. Jayawickrama
G.P.J. Goonewardena Leases company owned land & buildings to Aitken Spence
R.N. Asirwatham Hotels Ltd.
C.H. Gomez Directors:
N.J. de Silva Deva Aditya J.M.S. Brito (Appointed w.e.f. 17.10.2016)
Aitken Spence Hotels Limited * Ms. D.S.T. Jayawardena (Chairperson)
C.M.S. Jayawickrama
Owns and operates Heritance Ayurveda Maha Gedera,
Holding Company of Kandalama Hotels (Private) Limited
and Heritance (Private) Limited. Turyaa Resorts (Private) Limited *
Directors: Owns and operates Turyaa Kalutara.
J.M.S. Brito (Appointed w.e.f. 17.10.2016) Directors:
Ms. D.S.T. Jayawardena (Chairperson) J.M.S.Brito (Appointed w.e.f. 17.10.2016)
C.M.S. Jayawickrama Ms. D.S.T. Jayawardena (Chairperson)
Ahungalla Resorts Limited * C.M.S. Jayawickrama
Owns and operates RIU Hotels.
Turyaa (Private) Limited *
Directors:
J.M.S. Brito (Appointed w.e.f. 06.05.2016) Owns and operates Turyaa Kalutara.
Ms. D.S.T. Jayawardena (Chairperson) Directors:
C.M.S. Jayawickrama J.M.S.Brito (Appointed w.e.f. 17.10.2016)
L. Riu Guell Ms. D.S.T. Jayawardena (Chairperson)
C.L.M. Riu Guell C.M.S. Jayawickrama
Heritance (Private) Limited * R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016)
Owns a land for a proposed hotel project. Crest Star Limited
Directors: Directors:
J.M.S. Brito (Appointed w.e.f. 17.10.2016) J.M.S. Brito
Ms. D.S.T. Jayawardena (Chairperson) C.M.S. Jayawickrama
C.M.S. Jayawickrama R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016)
Crest Star (B.V.I.) Limited
Kandalama Hotels (Private) Limited * The holding company and managing agents of Jetan Travel
Owns and operates Heritance Kandalama. Services Company Private Ltd.
J.M.S. Brito (Appointed w.e.f. 17.10.2016) J.M.S. Brito (Chairman)
304
Jetan Travel Services Company Private Limited * Perumbalam Resorts Private Limited
Owns and operates Adaaran Club Rannalhi - Maldives. Owns a land in Cochin – India.
Ms. D.S.T. Jayawardena (Chairperson) J.M.S. Brito
C.M.S. Jayawickrama (Managing Director) C.M.S. Jayawickrama
H. Mohamed A.K.M.P. Wijesekera
M. Mahdy M.R. Narayanan
A.K.M.P. Wijesekara K.K.M. Rawther
Ms. R. Narayanan
Cowrie Investment (Pvt) Ltd *
Owns and operates Adaaran Select Meedhupparu Island Aitken Spence Hotel Services (Private) Limited
Resort -Maldives. To perform marketing & promotional activities of Indian
hotels
Directors:
J.M.S. Brito (Chairman and Managing Director) Directors:
Ms. D.S.T. Jayawardena R.S. Rajaratne
C.M.S. Jayawickrama A.K.M.P. Wijesekara
I.M. Didi
Aitken Spence Hotels International (Private) Limited *
M. Salih
Owns resorts in the Maldives and provides international
A D S Resorts Private Limited * marketing services to overseas resorts
Owns and operates Adaaran Select Hudhuran Fushi –
Directors:
Maldives
J M S Brito
Directors: Ms. D.S.T.Jayawardena
C.M.S. Jayawickrama (Managing Director) R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016)
M. Mahdy
Aitken Spence Hotel Managements Asia (Private) Limited *
A.K.M.P. Wijesekara
Manages resorts in India, Maldives and in Oman.
Unique Resorts (Pvt) Ltd *
Directors:
Owns and operates Adaaran Prestige Vaadhoo Resort –
Maldives
Ms. D.S.T. Jayawardena
Directors: Dr. R.M. Fernando
Ms. D.S.T. Jayawardena (Chairperson) Ms. N. Sivapragasam
C.M.S. Jayawickrama (Managing Director) G.P.J. Goonewardena
A.K.M.P. Wijesekara
Ace Resort Private Limited
M.D.B.J. Gunatilake
Owns Raafushi Island to operate a future hotel project
PR Holiday Homes (Private) Limited
Directors:
Owns a land in Cochin – India, for a Proposed hotel project.
J.M.S. Brito
Directors: C.M.S. Jayawickrama (Managing Director)
J.M.S. Brito Ms. D.S.T. Jayawardena
C.M.S. Jayawickrama A.K.M.P. Wijesekara
A.K.M.P. Wijesekera M. Mahdy
M.R. Narayanan
K.K.M. Rawther
305
GROUP DIRECTORY
Aitken Spence Resorts (Middle East) LLC * The Galle Heritage (Private) Limited *
Owns and operates “Al Falaj Hotel-Muscat” To operate a future hotel project
J.M.S. Brito J.M.S.Brito (Appointed w.e.f. 17.10.2016)
Ms. D.S.T. Jayawardena Ms. D.S.T. Jayawardena (Chairperson)
C.M.S. Jayawickrema C.M.S. Jayawickrama
A. Perera R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016)
A.K.M.P. Wijesekera Meeraladuwa (Private) Limited *
S.N. de Silva
Owns a land for future hotel project
Aitken Spence Hotel Managements (South India) Private Limited
Directors:
Owns & Manage resorts in India. J.M.S. Brito (Appointed w.e.f. 17.10.2016)
Directors: Ms. D.S.T. Jayawardena (Chairperson)
J.M.S. Brito C.M.S. Jayawickrema
T.K. Dewanarayana (Appointed w.e.f. 09.05.2016)
A. Durairaj (Appointed w.e.f. 09.05.2016) ASSOCIATE COMPANIES
Nilaveli Holidays (Private) Limited * Browns Beach Hotels PLC *
To operate a future hotel project. Holding Company of Negombo Beach Resorts (Private)
Limited
Directors:
J.M.S. Brito (Appointed w.e.f. 17.10.2016) Negombo Beach Resorts (Private) Limited *
Ms. D.S.T. Jayawardena (Chairperson) Owns and operates Heritance Negombo
C.M.S. Jayawickrama
R.E.V. Casie Chetty (Resigned w.e.f. 30.06.2016) Amethyst Leisure Limited *
Holding Company of Paradise Resort Passikudah (Private)
Nilaveli Resorts (Private) Limited *
Limited
To operate a future hotel project.
Paradise Resort Passikudah (Private) Limited *
Directors:
Owns and operates Amethyst Resort – Passikudah
J.M.S. Brito (Appointed w.e.f. 17.10.2016)
Ms. D.S.T. Jayawardena (Chairperson)
* The companies’ financial statements are audited by
C.M.S. Jayawickrama
M/S KPMG.Chartered Accountants
M. P. S. Hotels (Private) Limited *
Owns and operates Hotel Hilltop Kandy.
Directors:
J.M.S. Brito (Appointed w.e.f. 17.10.2016)
Ms. D.S.T. Jayawardena (Chairperson)
C.M.S. Jayawickrama
306
G4-33
INDEPENDENT ASSURANCE STATEMENT
SCOPE AND APPROACH RESPONSIBILITIES OF THE DIRECTORS OF COMPANY AND

DNV GL represented by DNV GL Business Assurance Lanka OF THE ASSURANCE PROVIDERS
(Private) Limited has been commissioned by the management of The Management of Aitken Spence Hotels have the sole
Aitken Spence Hotel Holdings PLC (‘Aitken Spence Hotels’ or ‘the responsibility for the preparation of the Report as well as the
Company’) to carry out an independent assurance engagement processes for collecting, analysing and reporting the information
(Type 2, Moderate level) for the non-financial - qualitative and presented in the Report. In performing our assurance work,
quantitative information (sustainability performance) reported DNV GL responsibility is to the Management of Aitken Spence;
in Aitken Spence Hotels Annual Report 2016/17 (‘the Report’) in however, this statement represents DNV GL’s independent
its printed format for the financial year ending 31st March 2017. opinion and is intended to inform the outcome of assurance to
The sustainability disclosures in this Report is prepared by Aitken the stakeholders of the Company. DNV GL was not involved in
Spence Hotels, based on the ‘in accordance’ – Core reporting the preparation of any statements or data included in the Report
option of the Global Reporting Initiative (GRI) Sustainability except for this Assurance Statement.
Reporting Guidelines Version 4 (GRI G4).
DNV GL’s assurance engagements are based on the assumption
We performed our work using AccountAbility’s AA1000 that the data and information provided by the client to us as part
Assurance Standard 2008 (AA1000 AS) and DNV GL’s assurance of our review have been provided in good faith. We were not
methodology VeriSustainTM , which is based on our professional involved in the preparation of any statements or data included
experience, international assurance best practice including in the Report except for this Assurance Statement. DNV GL
International Standard on Assurance Engagements 3000 (ISAE expressly disclaims any liability or co-responsibility for any
3000) Revised* and GRI G4. Our assurance engagement was decision a person or an entity may make based on this Assurance
planned and carried out in April 2017 – May 2017. Statement.
The intended user of this assurance statement is the Management BASIS OF OUR OPINION
of Aitken Spence Hotels (‘the Management’). We disclaim any
A multi-disciplinary team of sustainability and assurance specialists
liability or responsibility to a third party for decisions, whether
performed work at Company’s Corporate Office, and as part of
investment or otherwise, based on this assurance statement. The
assurance we visited sample Hotel/resort operations in Sri Lanka
reporting aspect boundary of sustainability performance is based
and Maldives. We undertook the following activities:
on internal and external materiality assessment carried out by
the Company and predominantly covers operations in Sri Lanka,
• Review the approach to stakeholder engagement and
Maldives and India.
materiality determination process and the outcome as stated
in this Report. We did not have any direct engagement with
The Report does not include performance data and information
external stakeholders;
related to the hotels in Sri Lanka ( Earl’s Regency, Bandarawela
Hotel) and Oman (Dessert Nights Camp, Sur Plaza Hotel, Al Wadi
• Interviews with selected senior managers responsible for
Hotel) i.e. entities over which Aitken Spence Hotels does not
management of sustainability issues and review of selected
own these hotels and managers on behalf of principles thus does
evidence to support issues discussed. We were free to choose
not have control on investment decisions and also for Hotel RIU
interviewees and interviewed those with overall responsibility
Sri Lanka wherein though majority of stake is owned by Aitken
to deliver the Company’s sustainability objectives;
Spence Hotel Holdings PLC, but day to day Management is done
by RIU International. • Site visits to sample operations related to Tourism Sector i.e.
(i) Heritance Kandalama, Dambulla (ii) Heritance Ahungalla,
We planned and performed our work to obtain the evidence
Ahungalla (iii) Adaaran Select Meedhupparu – Maldives,
we considered necessary to provide a basis for our assurance
to review processes and systems for preparing site level
opinion and the process did not involve engagement with external
sustainability data and implementation of management
stakeholders.
approach. We were free to choose sites we visited;
307
• Review of supporting evidence for key claims and data in the Environmental
Report; − Energy - G4-EN3, G4-EN6;
− Water – Water – G4-EN8, G4-EN10;
• Review of the processes for gathering and consolidating
the specified performance data and, for a sample, checking − Biodiversity -G4-EN11;
the data consolidation. The reported data on economic − Emissions – G4-EN15, G4-EN16, G4-EN18;
performance, expenditure towards Corporate Social − Effluents and Waste - G4-EN23;
Responsibility (CSR) and other financial data are based
− Compliance - G4-EN29;
on audited financial statements issued by the Company’s
statutory auditors;
Social Labour Practices and Decent Work
• An independent assessment of non-financial reporting against − Employment - G4-LA1, G4-LA2;
the Global Reporting Initiative (GRI) G4 Guidelines and the − Labour/Management Relations - G4-LA4;
reporting requirements for its ‘in accordance’ – Core option of
− Training and Education - G4-LA9, G4-LA10;
reporting.
− Equal Remuneration for Women and Men G4-LA13;
During the assurance process, we did not come across limitations
to the scope of the agreed assurance engagement. Human Rights
− Non-discrimination – G4-HR3;
OPINION
On the basis of the verification undertaken, nothing came to our Society
attention to suggest that the Report does not properly describe − Local Communities - G4-SO1;
adherence to the GRI G4 reporting requirements including − Anti-Corruption - G4-SO3, G4-SO4;
the Principles for Defining Report Content, identified material
− Compliance - G4-SO8;
Aspects, related Strategies and Disclosures on Management
Approach and Performance Indicators as below:
Product Responsibility
• General Standard Disclosures: The reported information on − Customer Health and Safety – G4-PR1, G4-PR2;
General Standard Disclosure generally meets the disclosure − Product and Service Labeling - G4-PR5;
requirements for the ‘in accordance’ – Core option of
− Marketing Communications - G4-PR7;
reporting.
− Customer Privacy – G4 – PR8;
• Specific Standard Disclosures: The Report describes the − Compliance - G4-PR9.
generic Disclosures on Management Approach (DMA) and
Performance Indicators for identified material Aspects OBSERVATIONS
presented within the Report as below:
Without affecting our assurance opinion, we also provide
the following observations. We have evaluated the Report’s
Economic adherence to the following principles on a scale of ‘Good’,
− Economic Performance - G4-EC1, G4-EC3,G4-EC4; ‘Acceptable’ and ‘Needs Improvement’:
− Market Presence - G4-EC6;
Materiality
The process of determining the issues that is most relevant to an
organization and its stakeholders.
308
The report has articulated identified material aspect relevant Report could be further improved upon in line with the GRI G4
for the Hotel and Resort sector, based on materiality analysis performance disclosures requirements. In our opinion, the level at
exercise, considering the sustainability context. The report may which the Report adheres to this principle is ‘Needs improvement’.
bring out the outcome could bring out all significant material
issues related to the Leisure sector based on peer comparison. Specific Evaluation of the Information on Sustainability
The identified materiality of Aspects is fairly explained in the Performance
Report along with the management approach. In our opinion, the
We consider the methodology and process for gathering
level at which the Report adheres to this principle is ‘Acceptable’.
information developed by Aitken Spence Hotels for its
sustainability performance reporting to be appropriate, and the
Inclusivity qualitative and quantitative data included in the Report was found
The participation of stakeholders in developing and achieving an to be identifiable and traceable; the personnel responsible were
accountable and strategic response to Sustainability. able to demonstrate the origin and interpretation of the data. We
observed that the Report presents a faithful description of the
The report has articulated the established process to identify reported sustainability activities for the reporting period.
key stakeholders to engage with, the engagement mechanism
and process, and key outcomes of stakeholder engagement. The Additional principles as per DNV GL VeriSustain
Report has attempted to describe the process of engagement
with stakeholders through various channels. In our opinion, the Completeness
level at which the Report adheres to this principle is ‘Good’. How much of all the information that has been identified as
material to the organisation and its stakeholders is reported.
Responsiveness
The Report has fairly attempted to disclose General and Specific
The extent to which an organization responds to stakeholder
Standard Disclosures including the disclosure on management
issues.
approach covering the strategy, management approach and
sustainability performances indicators against GRI G4’s – ‘in
The report brings out the responses to identified material aspects
accordance’ – Core option of reporting within the chosen
in terms of its Policies, Strategies, Management systems and
reporting boundary i.e. where the management has adequate
Governance mechanisms in place across the business sectors. In
management and financial control and excludes entities where
our opinion, the level at which the Report adheres to this principle
management cannot make investment decisions. In our opinion,
is ‘Acceptable’.
the level at which the Report adheres to this principle is
‘Acceptable’.
Reliability
The accuracy and comparability of information presented in the Neutrality
report, as well as the quality of underlying data management
The extent to which a report provides a balanced account of an
systems.
organization’s performance, delivered in a neutral tone.
The majority of data and information verified at Corporate
The disclosures related to sustainability issues and performances
Office and at sampled operational sites were found to be based
are presented in a neutral tone, in terms of content and
on established data management system. Some of the data
presentation; however, the Report may further bring out reasons
inaccuracies identified during the verification process were found
for underperformance and challenges during the period with
to be attributable to transcription, interpretation and aggregation
respect to achieving its short, medium and long term targets. In
errors and the errors have been communicated for changes.
our opinion, the level at which the Report adheres to the principle
Hence in accordance with the AA1000AS (2008) requirements
of Neutrality is ‘Acceptable’.
for a Type 2, moderate level assurance engagement, we conclude
that sustainability data and information presented in the
309
OPPORTUNITIES FOR IMPROVEMENT For DNV GL

The following is an excerpt from the observations and further
opportunities for improvement reported to the management and
are not considered for drawing our conclusion on the Report;
however, they are generally consistent with the Management’s
objectives: Rathika de Silva
Country Head and Lead Verifier
• A documented standrad operating procedures for data
management along with an internal verification mechanism DNV GL Business Assurance Lanka (Private) Limited, Colombo,
may be evolved, which would improve the reliability of Sri Lanka
data further, as well as help in improving the internal
communication on sustainability reporting.
• The future report may consider reporting on:
Vadakepatth Nandkumar
- Explictly report on Material aspects external to
Regional Manager - Sustainability and Supply Chain Services –
organisation;
Region India and Middle East
- Aspect-specific DMA related to identified material aspects DNV GL Business Assurance India Private Limited, India.
and further strengthen disclosure on supply chain activities
related to impact on Aitken Spence Hotelsdue to risks in
supply chain;
- Disclosure of short medium and long-term sustainable Prasun Kundu

strategies, goals and targets as response to stakeholder Assurance Reviewer
concerns and identified material aspects; Global Service Responsible – Social Accountability
DNV GL Business Assurance India Private Limited, India.
- Disclosure of results of supply chain risk assessment
covering the partners and appropriate sustainability
29th May 2017, Colombo, Sri Lanka.
strategies adopted to manage supply chain risks and
mitigation strategies; DNV GL Business Assurance Lanka (Private) Limited is part of DNV GL –
Business Assurance, a global provider of certification, verification, assessment
and training services, helping customers to build sustainable business
performance. www.dnvgl.com
310
GRI G4 CONTENT INDEX
THE GLOBAL REPORTING INITIATIVE (GRI) G4 CONTENT INDEX

This report contains Standard Disclosures from the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines and is in
accordance with the GRI G4 Core Option Guidelines.
GENERAL STANDARD DISCLOSURES
Indicator Description Location Reference

Strategy and Analysis
G4-1 Statement from most senior decision maker * Chairman’s Statement 14-19
Organisational Profile
G4-3 Name of the Organisation * Corporate Information 316
G4-4 Primary brands, products and/ or services * Across the Region 12-13
G4-5 Location of the organisation’s headquarters * Corporate Information 316
G4-6 Number of countries where the organisation operates * Integrated MD&A-Report Boundary and Scope 96
G4-7 Nature of ownership and legal form * Corporate Information 316
G4-8 Markets served * Integrated MD&A-The backdrop to 102-113
Performance
G4-9 Scale of the reporting organisation * Integrated MD&A 96-137
Total number of employees * Notes to the financial statements 292
Total number of operations * Across the region 12-13
Net sales * Income Statement 202
Total capitalization broken down * Group Performance Highlights 35
G4-10 Total workforce by employment type, employment contract, and * Integrated MD&A-Deriving and Delivering 132
region value with Our Human Capital
G4-11 Percentage of total employees covered by collective bargaining * Integrated MD&A-Deriving and Delivering 133
agreements value with Our Human Capital
G4-12 Describe the organisation’s supply chain * Integrated MD&A-Supply Chain Analysis 137
G4-13 Significant changes during the reporting period regarding size, * Managing Directors Review 20-25
structure or ownership
Commitments to External Initiatives
G4-14 Precautionary approach or principle is addressed by the * Risk Management 186-197
organisation
G4-15 Externally developed economic, environmental, and social charters, * Integrated MD&A-Commitments to external 114
principles, or other initiatives to which the organisation subscribes initiatives & Endorsements
or which it endorses
G4-16 Memberships in Associations (such as industry associations) * Integrated MD&A-Commitments to external 114
and/or national/ international advocacy organisations in which initiatives & Endorsements
the organisation: Has positions in governance bodies Provides
substantive funding beyond routine membership dues Views
membership as strategic
Identified Material Aspects and Boundaries
G4-17 All entities included in the organization’s consolidated financial * Group Structure 92-93
statements or equivalent documents and whether any of these
entities is not covered by the report
G4-18 Explain the process for defining the report content and the * Integrated MD&A-Report Boundary and 96
Aspect Boundaries and how the organization has implemented the Scope
Reporting Principles for Defining Report Content
311

G4-19 All the Material Aspects identified in the process for defining report * Integrated MD&A-Material Aspects 116 -119
content
G4-20 Aspect Boundary within the Organisation * Integrated MD&A- Material Aspects 116
G4-21 Aspect Boundary outside the Organisation * Integrated MD&A- Material Aspects 116
G4-22 Effect of any restatements of information provided in previous * Financial Information 198-296
reports, and the reasons for such restatements
G4-23 Significant changes from previous reporting periods in the scope * None -
and aspect boundries
Stakeholder Engagement
G4-24 List of stakeholder groups engaged by the organisation * Integrated MD&A-Stakeholder Engagement 134-135
and Inclusion (Table)
G4-25 Basis of identification and selection of stakeholders * Integrated MD&A-Stakeholder Engagement 134-135
G4-26 Approaches to stakeholder engagement * Integrated MD&A-Stakeholder Engagement 134-135
G4-27 Key topics and concerns from stakeholders * Integrated MD&A-Stakeholder Engagement 99-101
and Inclusion
Report Profile
G4-28 Reporting period * Integrated MD&A-Report Boundary and 96
Scope
G4-29 Date of the most recent previous report * 31st March, 2016 -
G4-30 Reporting cycle * Annual -
G4-31 Contact point for further information * Corporate Information 316
G4-32 The ‘in accordance’ option chosen * Core -
G4-33 Organisations policy and current practice on seeking external * Assured 307-310
assurance for the report
Governance
G4-34 Governance structure of the organisation * Corporate Governance 150-167
Ethics and Integrity
G4-56 The organization’s values, principles, standards, and norms of * Corporate Governance 150-167
behavior such as codes of conduct and codes of ethics
* The Board of Directors’ Statement On 184

Internal Controls
128
*Integrated MD&A-Integrated Sustainability
Policy
Specific Standard Disclosures
Category: Economic
DMA-EC Disclosure on Management Approach EC (Economic) * Integrated MD&A-Environmental 96-148
Performance
Aspect:Economic Performance
G4-EC1 Direct economic value generated and distributed * Economic Value Added 127
* Group Performance Highlights 35
G4-EC3 Coverage of the organisations defined benefit plan obligations * Financial Information - Employee Benefits 223
312

G4-EC4 Significant financial assistance received from the government * Financial Information 222-223
Aspect:Market Presence
G4-EC6 Proportion of Senior Management hired from the Local Community * Integrated MD&A- Percentage of Managers 136
at significant locations of operation from Local Community (Table)
Category: Environmental
DMA-EN Disclosure on Management Approach EN (Environmental) * Integrated MD&A-Environmental 139
Performance
Aspect:Energy
G4-EN3 Direct energy consumption by primary energy source * Integrated MD&A-Energy Management 141
G4-EN6 Reduction of energy consumption * Integrated MD&A-Energy Management 141
Aspect:Water
G4-EN8 Total water withdrawal by source * Integrated MD&A -Water Management 141
G4-EN10 Percentage and total volume of water recycled and reused * Integrated MD&A -Water Management 141
Aspect:Biodiversity
G4-EN11 Location and size of land owned, leased, managed in, or adjacent * Integrated MD&A -Bio diversity 145-148
to, protected areas and areas of high biodiversity value outside
protected areas
Aspect:Emissions
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) * Carbon Footprint 35 & 145
G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2) * Carbon Footprint 35 & 145
G4-EN18 GHG emissions intensity * Group Performance Highlights 35
Aspect:Effluents and Waste
G4-EN23 Total Weight of Waste by type and Disposal Method * Waste and Effluent Management 144
Aspect:Compliance
G4-EN29 Monetary value of significant fines and total number of non- Nil -
monetary sanctions for non-compliance with environmental laws
and regulations
Labour Practices and Decent Work
DMA-LA Disclosure on Management Approach LA (Labour Practices and * Integrated MD&A 131-134
Decent Work)
Aspect:Employment
G4-LA1 Total number and rates of new employee hires and employee * Industry Challenges 132
turnover by age group, gender and region
G4-LA2 Benefits provided to full-time employees that are not provided * Financial Information - Employee Benefits 233
to temporary or part time employees, by significant locations of
operations
Aspect:Labour/Management Relations
G4-LA4 Minimum notice periods * Integrated MD&A-Our Human Capital 133
Aspect:Occupational Health and Safety
G4-LA6 Rates of injury, occupational diseases etc. * Integrated MD&A-Occupational Health and 133
Safety
Aspect: Training and Education
G4-LA9 Average hours of training per year per employee by employee * Integrated MD&A-Deriving and Delivering 131
category Value with Our Human Capital
313

G4-LA10 Programmes for skills management and lifelong learning * Integrated MD&A-Deriving and Delivering 131
Value with Our Human Capital
G4-LA11 Percentage of employees receiving regular performance and career * Integrated MD&A-Deriving and Delivering 131
development reviews, by gender and by employee category Value with Our Human Capital
Aspect: Equal Remuneration for Women and Men
G4-LA13 Ratio of basic salary of men to women by employee category * Integrated MD&A-Our Human Capital 132
Human Rights
DMA-HR Disclosure on Management Approach HR (Human Rights) * Integrated MD&A-Our Human Capital 133
Aspect:Investment
G4-HR3 Total number of incidents of discrimination and action taken Nil -
Society
DMA-SO Disclosure on Management Approach SO (Society) * Integrated MD&A - Social and Relationship 134-137
Capital
Aspect: Anti-Corruption
G4-SO3 Percentage and total number of business units analyzed for risks 100% (refer Risk Management) 186-197
related to corruption
G4-SO4 Percentage of employee trained in organization’s anti-corruption 100% (refer Risk Management) 186-197
policies and procedures
Aspect: Compliance
G4-SO8 Monetary value of significant fines and total number of non- Nil -
monetary sanctions for non-compliance
Product Responsibility
DMA-PR Disclosure on Management Approach PR (Product Responsibility) * Integrated MD&A - Product Responsibility 138-139
and Guest Experience
Aspect: Customer Health and Safety
G4-PR1 Health and safety impact assessments of products and services * Integrated MD&A - Product Responsibility 138-139
and Guest Experience
Aspect: Product and Service Labeling
G4-PR5 Practices related to customer satisfaction, including results of * Integrated MD&A - Product Responsibility 138-139
surveys measuring customer satisfaction and Guest Experience
Aspect: Marketing Communications
G4-PR7 Total number of incidents of non-compliance in marketing Nil -
communications including advertising, promotion etc.
Aspect: Customer Privacy
G4-PR8 Total number of substantiated complaints regarding breaches of Nil -
customer privacy and losses of customer data
Aspect: Compliance
G4-PR9 Monetary value of significant fines for non-compliance with the Nil -
provision and use of products and services
314
Other Disclosures beyond in accordance of GRI G4.

Strategy and Analysis
G4-2 Key impacts, risks and opportunities
a. Organisation’s key impacts on sustainability * Integrated MD&A-Our Sustainability Strategy 96
b. Impact of sustainability trends, risks and opportunities * Risk Management 186-197
Governance
G4-35 Delegation of authority for economic, environmental and social * Corporate Governance 150-167
topics
G4-36 Executive- level position and positions with responsibility for * Corporate Governance 150-167
economic, environmental and social topics
G4-37 Consultation between stakeholders and the highest governance * Corporate Governance 150-167
body on economic, environmental and social topics. * Proxy Statement 319-320
G4-38 Composition of the highest governance body and its committees * Corporate Governance - A.1 The Board 153
G4-39 Role of the chair of the highest governance body * Corporate Governance - A.3 Chairman’s Role 156
G4-40 The nomination and selection processes for the highest governance * Corporate Governance - A. 7.1 and A. 7.2 158
body and its committees * Nomination Committee Report 173-174
G4-41 Process of the highest governance body to avoid/manage conflicts * Corporate Governance - A.1 The Board 153
of interest
G4-42 Role of the highest governance body’s and senior executives’ roles * Corporate Governance 150-167
in the development, approval, and updating of the organisation’s
guiding principles and business models
G4-43 Capacity building for the highest governance body’s collective * Corporate Governance 150-167
knowledge on economic, environmental and social topics
G4-44 Evaluation of the highest governance body’s performance on the * Corporate Governance - B.1 Remuneration 159
governance of economic, environmental and social topics Procedure
G4-45 The highest governance body’s role in the identification and * Corporate Governance - A1.6 Dedicating 155
management of economic, environmental and social impacts, risks adequate time and effort CSR issues are also
and opportunities discussed at Board meetings
G4-46 Role of the Highest governance body in reviewing the effectiveness * Risk Management 186-197
of the organisation’s risk management process
G4-47 Frequency of the highest governance body’s review of economic, * Risk Management 186-197
environmental, and social impacts, risks and opportunities
G4-48 The highest committee or position that formally reviews and * Corporate Governance - A1.6 Dedicating 155
approves the organization’s sustainability report and ensures that all adequate time and effort CSR issues are also
material aspects are covered discussed at Board meetings
G4-49 Process for communicating critical concerns to the highest * Investor Feedback Form 321
governance body
G4-51 Remuneration policies for the highest governance body and senior * Corporate Governance - B. Directors’ 159
executives Remuneration
G4-52 Process for determining remuneration * Corporate Governance - B. Directors’ 159
Remuneration
G4-53 Stakeholders’ views are sought and taken into account regarding * Investor Feedback Form 321
remuneration, including the results of votes on remuneration
policies and proposals
Ethics and Integrity
G4-57 The internal and external mechanisms for seeking advice on ethical * Corporate Governance 150-167
and lawful behavior, and matters related to organisational integrity,
such as helplines or advice lines
G4-58 The internal and external mechanisms for reporting concerns about * Corporate Governance 150-167
unethical or unlawful behavior, and matters related to organisational
integrity, such as escalation through line management,
whistleblowing mechanisms, or hotlines
315
G4-03 G4-05 G4-07 G4-31
CORPORATE INFORMATION
NAME Union Bank

Aitken Spence Hotel Holdings PLC ICICI Bank
Nations Trust Bank
LEGAL FORM DFCC Bank
A Public Quoted Company with limited liability, Deutsche Bank
incorporated in Sri Lanka on March 14, 1978 Standard Chartered Bank
Commercial Bank
STOCK EXCHANGE LISTING Habib Bank
The ordinary shares of the company are listed with the
Colombo Stock Exchange of Sri Lanka GROUP AUDIT COMMITTEE
Mr. R.N. Asirwatham – Chairman
COMPANY REGISTRATION NUMBER Mr. G.C. Wickremasinghe
PQ 97 Mr. C.H. Gomez
Mr. N.J. de S Deva Aditya/ His alternate Mr. A. L.
Gooneratne
ACCOUNTING YEAR
31st March
GROUP REMUNERATION COMMITTEE
Mr. G.C. Wickremasinghe – Chairman
REGISTERED OFFICE
Mr. R.N. Asirwatham
No. 315, Vauxhall Street Colombo 2, Sri Lanka
Mr. C. H. Gomez (Appointed w.e.f. 01.07.2016)
DIRECTORS
GROUP NOMINATION COMMITTEE
Deshamanya D H S Jayawardena - Chairman
Mr. G.C. Wickremasinghe – Chairman
Mr. J M S Brito LLB, FCA, MBA - Managing Director
Ms. D S T Jayawardena
Mr. J.M.S. Brito
Mr. R E V Casie Chetty - (Resigned w.e.f. 30.06.2016)
Mr. R.N. Asirwatham
Mr. C M S Jayawickrama FCMA
Mr. G P J Goonewardena
Mr. R N Asirwatham FCA GROUP RELATED PARTY TRANSACTIONS REVIEW
Mr. N J de Silva Deva Aditya COMMITTEE
Mr. C H Gomez Mr. R.N. Asirwatham - Chairman
Mr. G.C. Wickremasinghe
Mr. C.H. Gomez
SECRETARIES & REGISTRARS
Mr. N.J. de S Deva Aditya/ His alternate Mr. A. L.
P W Corporate Secretarial (Pvt) Ltd.
Gooneratne
3/17, Kynsey Road,
Colombo 08.
Tel: (94 11) 4640360-3 HOLDING COMPANY
Fax:(94 11) 4740588 Aitken Spence PLC
AUDITORS WEBSITE
KPMG www.aitkenspencehotels.com
32A, Sir Mohamad Macan Marker Mawatha,
P.O Box 186, Colombo 03 CONTACT DETAILS
Aitken Spence Corporate Finance (Private) Limited
BANKERS No. 315, Vauxhall Street
Hatton National Bank PLC Colombo 02
People’s Bank Sri Lanka
Bank of Ceylon Tel : (94 11) 2308308
Hongkong and Shanghai Banking Corporation Fax : (94 11) 2445406
Citibank N A E-mail : comsec@aitkenspence.lk
316
NOTICE OF MEETING
Notice is hereby given that the Fortieth Annual General 7. To authorise the Directors to determine contributions
Meeting of Aitken Spence Hotel Holdings PLC will be to charities.
held at the Auditorium of the Institute of Chartered
Accountants of Sri Lanka, 30A, Malalasekera Mawatha, 8. To re-appoint the retiring Auditors, Messrs. KPMG,
Colombo 7, at 10.30 a.m. on Friday, June 30, 2017, for the Chartered Accountants and authorise the Directors to
following purposes: - determine their remuneration.
1. To receive and consider the Annual Report of the 9. To consider any other business of which due notice has
Board of Directors together with the Financial been given.
Statements for the year ended 31st March 2017 with
the Report of the Auditors’ thereon. By Order of the Board
2. To declare a dividend as recommended by the
Directors.
3. To re-appoint Deshamanya D H S Jayawardena who is P W Corporate Secretarial (Pvt) Ltd.

over the age of 70 years, as a Director by passing the Secretaries
following Resolution as an Ordinary Resolution.
26 May, 2017
“IT IS HEREBY RESOLVED that the age limit stipulated Colombo
in Section 210 of the Companies Act No. 7 of 2007
shall not apply to Deshamanya D H S Jayawardena Note:
who has attained the age of 74 years and that he be re- 1. A member entitled to attend and vote at the meeting
appointed a Director of the Company.” is entitled to appoint a Proxy to attend, speak and vote
in his/her stead and a Form of Proxy is enclosed for
4. To re-appoint Mr. R N Asirwatham who is over the this purpose. A Proxy need not be a member of the
age of 70 years, as a Director by passing the following Company.
Resolution as an Ordinary Resolution.
2. The completed Form of Proxy must be deposited
“IT IS HEREBY RESOLVED that the age limit stipulated at the Registered Office No. 315, Vauxhall Street,
in Section 210 of the Companies Act No. 7 of 2007 Colombo 2, not less than forty eight hours before the
shall not apply to Mr. R N Asirwatham who has attained time fixed for the meeting.
the age of 74 years and that he be re-appointed a
Director of the Company.” 3. Should the Dividend recommended is approved by
the Shareholders at the Annual General Meeting, it is
5. To re-appoint Mr. J M S Brito who attained the age of proposed to post the dividend warrants on 11th July
70 years on 21st August 2016, as a Director, by passing 2017 and in accordance with the Rules of the Colombo
the following Resolution as an Ordinary Resolution: Stock Exchange, the shares of the Company will trade
ex- dividend with effect from 3rd July 2017.
“IT IS HEREBY RESOLVED that the age limit stipulated
in Section 210 of the Companies Act No. 7 of 2007
shall not apply to Mr. J M S Brito who has attained the
age of 70 years on 21st August 2016 and that he be
re-appointed a Director of the Company.”
6. To re-elect Ms. D S T Jayawardena who retires in

terms of Article 83 of the Articles of Association, as a
Director.
317
GLOSSARY OF FINANCIAL TERMS
ACCOUNTING POLICIES - The specific principles, bases, EBITDA - Earnings before interest, taxes, depreciation and
conventions, rules and practices adopted by an enterprise in amortization.
preparing and presenting Financial Statements.
EFFECTIVE RATE OF TAXATION - Income tax over profit before tax.
ACCRUAL BASIS - Recording revenue & expenses in the period in
which they are earned or incurred regardless of whether cash is EPS GROWTH - Percentage of increase in the EPS over the
received or disbursed in that period. previous year.
AMORTISATION - The systematic allocation of the depreciable FINANCIAL LEVERAGE - Total average assets divided by total
amount of an intangible asset over its useful life. average equity.
ASSET HELD FOR SALE- The carrying amount of the asset value GEARING - Borrowings to capital employed.
which will be recovered through a sale transaction rather than
through continuing use. IMPAIRMENT - This occurs when recoverable amount of an asset is
less than its carrying amount.
AVERAGE WEIGHTED PRIME LENDING RATE (AWPLR) - Reflects
rates applicable on loans and advances granted by commercial INTEREST COVER - This indicates the ability of an entity to cover
banks to their most creditworthy customers. long-term and short-term interest expenses with EBIT.
(Profit before Interest & Taxation divided by total Interest charged
ASSET TURNOVER - Total revenue divided by average total asset. for the year).
CAPITAL EMPLOYED - Total shareholders’ funds plus debt and MARKET CAPITALISATION - The number of ordinary shares in issue
minority interest. multiplied by the market price per share as at the reported date.
CASH EQUIVALENTS- High liquid investments that are readily NET ASSETS PER SHARE - Shareholders’ funds divided by the
convertible to know amounts of cash and which are subject to an number of ordinary shares in issue as at the end of the year.
insignificant risk of change in value.
NON-CONTROLLING INTEREST - Part of the net results of
COMPOUND ANNUAL GROWTH RATE (CAGR) - The year-over-year operations and of net assets of a subsidiary attributable to
growth rate of an investment over a specified period of time. interests which are not owned, directly or indirectly, through
Subsidiaries, by the Parent company.
CONTINGENT LIABILITIES - A condition or situation at the Balance
Sheet date of which the financial effect will be determined only PRICE EARNINGS RATIO (PER) - Market price per share divided by
on the occurrence, or non-occurrence of one or more uncertain the earnings per share.
future events.
PRICE TO BOOK VALUE RATIO (PBV) - Market price per share
COLLATERAL - Monetary or non-monetary asset pledged or divided by net assets per share.
received as security in lieu of a loan or credit terms obtained or
provided. RETURN ON CAPITAL EMPLOYED - Profit before Tax divided by
total shareholder’s funds, minority interest, non-current interest
CURRENT RATIO - Current assets divided by current liabilities. bearing borrowings and differed taxation.
DEBT/EQUITY RATIO - Ratio between interest bearing borrowing RETURN ON EQUITY - Profit attributable to shareholders as a
and shareholder’s equity. percentage of average shareholders’ funds.
DEFERRED INCOME TAX - The net tax effect on items which have RETURN ON SHAREHOLDER’S FUNDS -
been included in the Income Statement, which would only qualify Attributable profits divided by average Shareholders’ funds.
for inclusion on a tax return at a future date.
SEGMENTAL ANALYSIS - Analysis of financial information by
DERIVATIVE - A security whose price is dependent upon or derived segments of an entity specifically, the different geographical areas
from one or more underlying assets. in which it operates.
DIVIDEND PAY OUT RATIO - The percentage of earnings paid to SHAREHOLDER’S FUNDS - The sum of Share capital, Capital
shareholders in dividends. Reserves and Revenue Reserves.
DIVIDEND YIELD RATIO - The yield a company pays out to its VALUE ADDED - The wealth created by the operation of the
shareholders in the form of dividends. company. The value is distributed among the stakeholders and the
(Ordinary dividend per share divided by market value per share) balance retained within the business.
EARNINGS PER SHARE (EPS) - Profit attributable to Equity Holders YIELD TO MATURITY - The discount rate that equals present value
of the Company divided by weighted average number of ordinary of all expected interest payment and the repayment of principal.
shares in issue.
EBIT - Earnings before interest and tax.
318
G4-37
FORM OF PROXY
I/We….........................................................................................................................................................................................................................................
of…...................................................................................................................................................................................... being a member/members of
Aitken Spence Hotel Holdings PLC hereby appoint .…………………………………………………….............…….…………………………….....................................
of .…………………………………………...............................……………………………………………..………..……………………………………………………………………………………………………
………...................................................................…..(whom failing)
Don Harold Stassen Jayawardena (whom failing)

Joseph Michael Suresh Brito (whom failing)
Don Stasshani Therese Jayawardena (whom failing)
Chrisanthus Mohan Susith Jayawickrama (whom failing)
Gemunu Prasanna Jayasundera Goonewardena (whom failing)
Rajanayagam Nalliah Asirwatham (whom failing)
Charles Humbert Gomez (whom failing)
Niranjan Joseph de Silva Deva Aditya
as my/our Proxy to represent me/us, to speak and to vote for me/us and on my/our behalf at the Annual General Meeting of
the Company to be held on the 30th day of June 2017, and at any adjournment thereof and at every poll which may be taken
in consequence thereof.
Signed this ….…………....……… day of …………....................…… Two Thousand Seventeen.
……………………….…
Signature
Note : Instructions as to completion are noted on the reverse hereof
319
INSTRUCTIONS AS TO COMPLETION
1. Kindly perfect the form of proxy by filling in legibly your full name and address, signing in the space provided and filling in
the date of signature.
2. If the proxy form is signed by an Attorney, the relative power of attorney should also accompany the proxy form for
registration, if such power of attorney has not already been registered with the Company.
3. In the case of a Company/Corporation, the proxy must be executed in the manner prescribed by its Articles of
Association.
4. The completed form of proxy should be deposited at the Registered Office of the Company, No. 315, Vauxhall Street,
Colombo 02 not later than 10.30 a.m. on June 28, 2017.
320
G4-49 G4-53
INVESTOR FEEDBACK FORM
To request information or submit a comment/query to the Company, please complete the following and return the page to -
Chief Financial Officer,

No. 315, Vauxhall Street,
Colombo 02.
Sri Lanka
Name : …………………......…………………………………………………………………………………………………………………............……………..
Permanent Mailing Address : …………………......…………………………………………………………………………………………………………………............……………..
Contact Number - (Tel) : …………...…………….. ………………...……….. ……………………….

Country Code Area Code Number
E-mail : …………………......…………………………………………………………………………………………………………………............……………..
Name of Company : …………………......…………………………………………………………………………………………………………………............……………..

(If Applicable)
Designation : …………………......…………………………………………………………………………………………………………………............……………..
(If Applicable)
Company Address : …………………......…………………………………………………………………………………………………………………............……………..

(If Applicable)
Queries/Comments
321

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AITKEN SPENCE HOTEL HOLDINGS PLC | ANNUAL REPORT 2016/17

ANNUAL REPORT FORMATS

Read the Report

As always we’re keeping our focus on the long-term perspective, as

We will continue to expand and harness many synergies of being

OMAN MALDIVES SRI LANKA INDIA

NEW ROOMS ADDED

IN SRI LANKA IN MALDIVES IN SRI LANKA

The investments we continue to make to expand and diversify

Dear Stakeholder, 3 months adversely impacted arrivals during the peak

It is most heartening that two of our other premium branded

GROUP PERFORMANCE CONTINUING TO EXPAND OUR FOOTPRINTS

GOVERNANCE Just as much as attracting higher volumes would beneﬁt

The impacts of intense price based competition are further

26th May 2017

Whilst we will continue to look to expand our regional

Construction of Hotel RIU Sri Lanka - the 501 room resort

The investments we have made over the past few years

I also wish to convey my sincere appreciation to our,

It is our ﬁrm belief that our business must be sustainable

26th May 2017

DESHAMANYA D.H.S. JAYAWARDENA MR. J.M.S. BRITO

MS. D.S.T. JAYAWARDENA MR. C.M.S. JAYAWICKRAMA

MR. G.P.J. GOONEWARDENE MR. R.N. ASIRWATHAM

MR. N.J. DE SILVA DEVA ADITYA MR. C.H. GOMEZ

He is a Fellow of the Royal Society for Arts, Manufacture

MS. STASSHANI JAYAWARDENA

MR. SUSITH JAYAWICKRAMA MR. RANIL DE SILVA

MR. MANGALA WIJESEKERA MR. ROHITHA RAJARATNE

MR. BJORN VAN DER HORST MR. JEEVAKA WEERAKONE

MR. SRINITH DE SILVA MR. BHADIYA GUNATILAKE

MR. DANESHA PERERA MR. DAMMIKA EKANAYAKE

MS. IRANDI WIJEGUNAWARDANE MR. ARUN RAJ

CORPORATE MANAGEMENT TEAM

MS. STASSHANI JAYAWARDENA MR. ROHITHA S RAJARATNE

Bjorn brings with him a wealth of experience opening and

CORPORATE MANAGEMENT TEAM

G4-09 G4-EC01 G4-EN18

Gross Revenue - Rs. ‘000 16,055,386 13,378,071 20%

Position as at the Year ended 31st March

Market / Shareholder Information as at year ended 31st March

Value Added for the year

Heritance Ahungalla Turyaa Kalutara

For centuries, travellers and traders have named and re-named

Another of the Heritance properties with a design that inspires,

ABOUT HERITANCE AHUNGALLA

Designed by legendary Sri Lankan architect Geoffrey

With such star-class offerings to its guests, Heritance

Find out more about

“Amazing stay and a deﬁnite food heaven” “Couldn’t be a better place”

AVERAGE ROOM RATE CAPITAL EXPENDITURE REDUCTION IN CARBON

13% RS. 170 MN 4%

A property that is unique in design, ambience and location.

ABOUT HERITANCE KANDALAMA

Heritance Kandalama has won numerous awards for its