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W W W. C O A S S E T S . C O M

COASSETS LIMITEDACN 604 341 826

30 JUNE 2017

ANNUAL REPORT2017

1

CONTENTSCorporate Directory 2 Chairman’s Letter 3 Directors’ Report 7Auditor’s Independence Declaration 35Financial Report 37Directors’ Declaration 67Independent Auditor’s Report 69to the Members ASX Additional Information 73

1 C O N T E N T S

2C O R P O R A T E D I R E C T O R Y 2

Nicholas OngNon-executive Director Jeffrey ChiNon-executive Director David Garry Non-executive Director

Directors

Getty Goh Te-WinCEO and Executive Chairman Seh Huan KiatCTO

Company SecretarySwapna Keskar

Registered Officec/o Company Matters Level 12 680 George Street Sydney NSW 2000Telephone: +61 2 8280 7355Facsimile: +61 2 9287 0350

Share RegistrySecurity Transfer Registrars Pty Ltd770 Canning HighwayApplecross, WA 6153 +61 8 9315 2333

Company Website www.coassets.com

AuditorsBDO Audit (WA) Pty Ltd38 Station StreetSubiaco, WA 6008

Stock Exchange ListingCoAssets Limited sharesare listed on the Australian Securities Exchange Code: CA8

3 C H A I R M A N ’ S L E T T E R

CHAIRMAN’S LETTER Dear Shareholder,

BEYOND CROWDFUN-DING – TRANSFORMING TO BECOME AN ONLINE FINANCIAL PLATFORM

When CoAssets was founded in early 2013, the term “finan-cial technology” (or “fintech” for short) and crowdfunding was almost unheard of. As crowdfunding was still a new concept and we wanted to anchor it onto something (i.e. property investing) that users in our target market understo-od, we positioned ourselves as a real estate crowdfunding platform.

In 2014 and 2015, we star-ted organizing expos as a cost-neutral way to market our brand/services. During that period of time, there were still no clear crowdfun-ding regulations, hence we used such events as a way to create greater awareness and to grow the crowdfunding business. It also made sense to offer expo and events then as it provided us with another

income stream and was something that other online platforms were doing. As a result, some people were of the impression that CoAssets was a media or events com-pany. Those were the early days and we have changed considerably since then.

So what exactly is our busi-ness model? CoAssets is an online financial intermediary. In essence, we are in the business of matching liquidity to ventures in need of funds – with particular emphasis on working with investors who can collectively fill the funding gap of between S$100k and S$5 million.

In the broader sense, funding can apply to both debt and equity deals. However, in the near- and medium-term, our focus will be on debt deals, as it is more straightforward for our user base. From the perspective of lenders, we want CoAssets to be viewed as a platform that offers curated and secured loan deals. To the borrowers, we want CoAssets to be viewed

Getty Goh,Executive Chairman

44C H A I R M A N ’ S L E T T E R

as an alternative source of funding. As an online financial intermediary, we rely on technology to lend more, lend faster and more importantly lend safer.

ACTIVITIES IN THE LAST 12 MONTHS – OUR S.M.A.R.T. INITIATIVE

To achieve our objective of becoming a true fintech platform, we embarked on our S.M.A.R.T Initiative at end 2016. S.M.A.R.T. covers the following areas: (1) Strategy, (2) Markets, (3) Acquisition, (4) Revenue and (5) Technology. S.M.A.R.T. is more than just a chic acronym and it provides an overarching framework to guide the company’s short-term to long-term growth plans. Based on these 5 areas, we have started transforming our business to focus on enhancing our 2 core expertise – funding and technology.

More details on S.M.A.R.T. as well as how we have started to roll out various initiati-ves in the last few months will be covered in the annual report. Nonetheless, some of the notable highlights for FY16/17 were as follows:

• Jul 2016: Successful organisation of EPIC Singapore 2016.

• Aug 2016: Successful listing of CoAssets on the Australian Stock Exchange (ASX) at A$0.40 with a market capitalisation of A$66.6million.

• Nov 2016: Successful completion of EPIC Fu Zhou 2016.

• Jan 2017: Investment in Da Xiang Bing, a China based product crowdfunding platform.

• Mar 2017: CoAssets Real Estate (CARE) Agency, a real estate subsidiary of CoAssets, was awarded an Estate Agency license by Singapore’s Council of Estate Agents (CEA)

• Apr 2017: Investment into Fintech Pte Ltd, a Hong Kong based online cash management platform.

• Jun 2017: CoAssets was awarded the Capital Markets Services License (CMSL) by the Monetary Authority of Singapore (MAS)

As a result of our transformation efforts, I believe that CoAssets is currently in a much better position and is ready for gre-ater growth. This can be seen from how our user base has increased considerably in the last 12 months. At the end of 30 Jun 2017, CoAssets has more than 230,540 registered lenders – this works out to be a 347% increase since 1 July 2016. While we are now in the process of converting the user base into active lenders, such membership numbers are encouraging signs.

Another encouraging development was the award of the Capital Markets Services License (CMSL) by the Monetary Authority of Singapore (MAS). CoAssets was foun-ded and is headquartered in Singapore, therefore the Singapore market currently forms the bulk of the group’s business activity. As the Singapore crowdfunding rules were implemented in Jul 2016 and we were in the process of applying for a license, our Singapore crowdfunding business has slowed down considerably (about 70% to 80%). With the award of the license, business activity in Singapore is expected to resume, which will translate to increased revenue from Singapore in the year ahead. More importantly, with this license, we will be able to reach out to not only accredited investors but regular investors as well. This means that we will be able to add value to a larger segment of people and realize the true potential that online funding has to offer.

Apart from the CMSL, we are also actively partnering, or investing into other finance related platforms to increase our product offerings. I believe that regional expan-sion will be key for our long-term viability and we have been actively growing our presence beyond Singapore. In the last 12 months, we have announced our investment in and collaboration with a Chinese product crowdfunding platform – Da Xiang Bing (DXB). Even though we are still in the process of settlement, the collaboration with DXB saw greater user acquisition and conversion for CoAssets China. This in turned led to our China

office achieving operational breakeven in Jun 2017. Quite significantly, revenue from China jumped by 3,921% in the last 12 months. Admittedly, CoAssets China started from a low based the year before, nonetheless the increase in business activity is a positive sign and the growth in revenue is expected to continue.

CONCLUSION

Having reached this point in the last 4 years, CoAssets is continuously progres-sing and there is still lots to do. What is my vision for the company?

I look forward to the day when our users can confidently and safely use CoAssets to finance deals – in different countries and in different asset classes. I envisage there will come a time when CoAssets can harness the benefits of big data and accurately assess viable deals. I believe there will come a day when CoAssets will be able to play a role to serve the region’s “unbanked” communities and busines-ses, by offering then access to financing through their handheld devices. In reality, we have started taking the first steps in these areas and I am confident that with the right team and, most importantly, our investors’ support, it is only a matter of time before we get there.

In conclusion, we are at the crossroads of the company’s growth. While our current year’s financial results will be symptoma-tic of an organisation undergoing transfor-mation, investors will be heartened to note that the most challenging phase is behind us. As our S.M.A.R.T. initiative starts to take root, I believe that it will get much better from this point on. I would like to thank all our long-term investors for stick-ing with the company through thick and thin. The board of directors look forward to another exciting year ahead and we aim to deliver on the Company’s objecti-ves to reward shareholders, existing and new, with continued growth.

5

KEY NUMBERS AT A GLANCE

USERS NUMBERS

173,054 55,150 2,337Registered Users From China

Registered Users From Singapore

Registered Users From Australia

230,540 347% 74.8%No. of Registered Users as at 30 Jun 2017

increase in user number in the last 12 months

Users are from China

6

FINANCIAL NUMBERS

TECHNICAL ACHIEVEMENTS

> 6 1,121,283security attacks per day thatis prevented by the IT team

S$9.56million S$5.45millionCorporate loan amount deployed to date

worth of corporate loans were made in 2017H1.It translated to interest income of S$965,000

lines of codes that make up theCoAssets platforms

and counting

1.46%3,921% 54%corporate loan write off rate

increase in revenue from China in the last 12 months

increase in interest income for corporate loans

7

DIRECTORS’ REPORT PAGE 7

8D I R E C T O R S ’ R E P O R T

DIRECTORS’ REPORTYour directors present their financial report of the con-solidated entity consisting of CoAssets Limited (“CA8 or the “Company”) and the entities it controlled at the end of, or during the period (together the “Group”) ended 30 June 2017. All amounts are stated in Singapore dollars (S$) unless otherwise noted.

DIRECTORS OF COASSETS LIMITED

The names of each person

who has been a director during the period and who continue in office at the date of this report (unless otherwise stated) are:

• Getty Goh Te-Win (Chief Executive Officer)

• Seh Huan Kiat (Chief Technology Officer)

• Chen Chik (Nicholas) Ong (Independent Non- executive Director)

• Daniel Smith (Executive Director)

(Resigned effective 1 March 2017)

• Jeffrey Chi (Independent Non-executive Director)

• David Garry (Independent Non-Executive Director) – Appointed 1 March 2017

INFORMATION ON DIRECTORS DURING AND SINCE THE END OF THE FINANCIAL YEAR UNDER REVIEW

Getty Goh Te-Win (Appointed 18 March 2015; Executive Chairman since 1 March 2017)(Executive Chairman and a member of the Audit & Risk Committee)

Mr Goh is the Chief Executive Officer and co-founder of CoAssets Pte Ltd. He holds both a Bachelor in Building Science and a Masters of Real Estate from National University of Singapore. Mr Goh resides in Singapore.

Directorships in the Last Three YearsMr Goh did not serve as a Director of any other listed companies in the last three years.

Huan Kiat Seh (Appointed 18 March 2015) (Executive Director and a member of the Remuneration and Nomination Committee) Dr Seh is a co-founder of CoAssets Pte Ltd. He holds a Bachelors degree from Imperial College London and a PhD from Massachusetts Institute of Technology. Before working on CoAssets, he worked at Intel for six years, managing suppliers in Japan and Taiwan. During that time he deployed and managed supplier data portals for rapid manufacturing data exchan-ges and real-time reporting. Dr Seh is in charge of product and IT archite-cture design. Dr Seh resides in Singapore.

Directorships in the Last Three YearsDr Seh did not serve as a Director of any other listed companies in the last three years.

9 D I R E C T O R S ’ R E P O R T

Daniel Smith (Appointed 18 March 2015; resigned effective 1 March 2017)(Executive Director)

Mr Smith holds a BA and is a member of the Australian Institute of Company Directors and the Governance Institute of Australia. He has primary and secondary capital markets expertise, having been involved in a number of IPOs and capital raisings. Mr Smith is currently a direc-tor of Minerva Corporate, a private corporate consulting firm. Mr Smith resides in Western Australia.

Directorships in the Last Three YearsMinerals Corporation Limited (ASX:MSC) (resigned 15 January 2015)Fraser Range Metals Group (ASX:FRN) (resigned 20 November 2015)Taruga Gold Limited (ASX:TAR) (current)Global Gold Holdings Ltd (ASX:GGH) (current)

Chen Chik (Nicholas) Ong (Appointed 18 March 2015; Non-Executive Chairman to 1 March 2017) (Independent Non-executive Director, a member of the Audit & Risk Committee and Chairman of the Remuneration & Nomination Committee)

Mr Ong was a Principal Adviser at the Australian Securities Exchange in Perth and brings ten years’ experience in listing rules compliance and corporate governance. He was an active member of the ASX JORC Group and has overseen the admission of over 100 companies to the official list of the ASX. Mr Ong is a member of the Governance Institute of Australia and holds a Bachelor of Commerce and a Master of Busi-ness Administration from the University of Western Australia. Mr Ong resides in Western Australia.

Directorships in the Last Three YearsExcelsior Gold Limited (ASX:EXG) (resigned 22 September 2016)Fraser Range Metals Group Ltd (ASX:FRN) (resigned 8 March 2016)Auroch Minerals Limited (ASX:AOU) (resigned 29 June 2016)Segue Resources Limited (ASX:SEG) (current)

Jeffrey Chi (Appointed 15 February 2016)(Independent Non-executive Director, Chairman of the Audit & Risk Committee and member of the Remuneration & Nomination Committee)

Dr. Chi is a Managing Director of Vickers Venture Partners, and a member of its Investment Committee and is currently Chairman of the Singapore Venture Capital & Private Equity Association. Dr. Chi also sits on the Engineering & Technology Management Departmental Consultative Committee at the National University of Singapore. Dr. Chi is a Chartered Financial Analyst holder, and graduated from Cambridge University with 1st Class Honours in Engineering. He earned his PhD from the Massachusetts Institute of Technology in Organizational Know-ledge and Information Technology.

Directorships in the Last Three YearsDr Chi did not serve as a Director of any other listed companies in the last three years.

1 0D I R E C T O R S ’ R E P O R T

COMPANY SECRETARY

Ms Swapna Keskar, (a Company Matters’ practitioner) was appointed as the Company Secretary on 7 March 2017. Company Matters is a specialist Company Secretarial and Governance Advisory services provider. Swapna has been a member of the Company Matters’ team since 2007, having performed many secondments at Company Matters’ S&P/ASX 100 clients during this time, including with Lendlease, Qantas and the Commonwe-alth Bank of Australia and is the company secretary of a number unlisted companies. Previously, Swapna was a Company Secretary at ASX listed Ainsworth Game Technology Limited and prior to that, Swapna was part of a specialist company secretarial services team in India. Ms Keskar is a member of the Governance Institute of Australia, the Institute of Company Secretaries and Administrators, UK and the Institute of Company Secretaries of India.

Mr Daniel Smith was appointed to the position of Company Secretary on 24 September 2015 and resigned on 7 March 2017.

David Garry (Appointed 1 March 2017)(Independent Non-executive Director and a member of the Audit & Risk Committee)

David has a wealth of experience in the Australian Small and Medi-um Enterprise (SME) sector. He is Fellow of the Institute of Company Directors, Governance Institute of Australia, as well as the Institute of Public Accountants. He was involved in listing his own firm David Garry Holdings Limited on the ASX in 1991. He also owned an unlisted Public Company (acquired in 2000) in the financial services industry that has A$45million funds under management.

PRINCIPAL ACTIVITIES IN THE LAST 12 MONTHS

In the last few months, CoAssets embarked on the S.M.A.R.T. initiative. The impetus of the initiative was for CoAssets to gradually wean off traditional business models (i.e. events and publications) and focus more on growing the funding and technology aspect of the business. As part of the transformati-on, we reviewed our processes as well as rationali-sed business units that did not fit into our long-term plan of becoming an online financial platform.

Our market niche – Where does CoAssets fit in the existing financial system?

CoAssets is an online financial intermediary where we match liquidity to ventures in need of funds. Our niche is working with investors who can collectively fill the funding gap of between S$100k and S$5 million. In the broader sense, funding can apply to both debt and equity deals. However, in the near- and medi-um-term, our focus will be on debt deals, as it is more straightforward for our user base. Mapping our role onto the existing funding ecosystem, we are opera-ting in the debt and mezzanine financing niche (see Figure 1).

11 D I R E C T O R S ’ R E P O R T

With this in mind, the company has been focusing in the 5 key areas covered by the S.M.A.R.T. initiative –

1. Strategy, 2. Markets, 3. Acquisition, 4. Revenue and 5. Technology.

FOCUS 1: STRATEGY – SHARPENING COASSETS’ BUSINESS MODEL

CoAssets’ business model is shown in Figure 2. In aligning our business to this model, less emphasis was placed on generating revenue via expo, events and publications in the last financial year. Since the start of

2017, the company did not organise any large-scale events and the last expo was EPIC China in November 2016. This realignment gave CoAs-sets the opportunity to streamline our non-essential operations and channel resources to enhance our financial and technical capabilities.

Figure 1: Funding Niche that CoAssets operates in


In line with the shift in focus, CoAssets channelled resources to grow the following areas:

1. Develop multiple channels of funding. Apart from organically growing our user base, we started reaching out to other funding platforms and funding stakeholders from around the region. An example of such a partnership that worked well is the investment and collaboration with a Chinese product crowdfunding platform – Da Xiang Bing (DXB). Even though we are still in the process of settlement, the collaboration with DXB saw greater user acquisition for CoAssets China. This resulted in CoAssets China’s user base jump from 432 on 1 Jul 2016 to 172,338 on 30 Jun 2017.

2. Develop multiple sources of deals. Instead of relying on loan brokers and/or piecemeal deals that come onto

the site, we focused on establishing working relationships with finance companies who had consistent deal flow. An example of such a strategic partnership that was developed in the last 12 months was with Brighten Management Limited (BML). BML is an indirect subsidiary of a Hong Kong mainboard listed company. With this partnership, BML has provided a source of deals and funding for CoAssets Group.

3. Securitization of deals. Prior to the S.M.A.R.T. initiative, CoAssets mainly relied on obtaining a borrower’s personal guarantee as a safeguard against defaults. As a result of enhancing our financial competency, CoAssets undertook a legal review to explore various possi-bilities of providing added security for investors. The review saw CoAssets developing processes to securitise assets of borrowers as well as the

establishment of CoAssets Real Estate (CARE) in Singapore. CARE is a channel to sell secured assets that might have been repossessed from a defaulted borrower. To avoid any conflict of interests, CARE mainly acted as a facilitator and worked with other property agencies to sell any repossessed assets in Singapore.

FOCUS 2: MARKETING & OUTREACH – FOCUSING ON USER ENGAGEMENT & CONVERSION

Unlike a “brick-and-mortar” finance company, CoAssets relies on techno-logy to reach out to potential lenders. Apart from outreach, CoAssets relies on data analytics to understand the type of deals our users look for. In the last year, the company has been working to understand our users and has developed the Investor funnel to increase our investor conversion rates (see Figure 3).

Figure 2: CoAssets Business Model (updated on 27 Dec 2016)

1 3 D I R E C T O R S ’ R E P O R T

Based on the figure above, V0 is the phase where the public has not yet heard of CoAssets and we rely on traditional forms of marketing, PR, partnerships, etc. to create the brand/service awareness. V1 to V4 is whe-re CoAssets, through a combination of online and offline activities, aims to get users to do KYC and to invest in their first crowdfunding deal. Apart from making service fees via succes-sfully crowdfunding the deal, the V1 to V4 phase gives us the opportunity to understand users’ investment pre-ferences. The initial amount invested ranges from S$1,000 to S$10,000. As users get to know the company and have a positive user experience, the investment amount is expected to increase. This will culminate in investors reaching the V5 phase where they would be prepared to invest in amounts that are in excess of S$100,000. The key difference between a traditional finance com-

pany is that they are predominantly focused on the V0 and V5 phase. However, the technologically scalable part is from V1 to V4 – the gap that crowdfunding fills. That is also the technological edge that CoAssets has over traditional finance companies.

FOCUS 3: ACQUISITION – GROWING IN NEW MARKETS

On 21 Apr 2017, CoAssets announ-ced that it was making a 49% acquisi-tion into Fintech Pte Ltd, that owns an online corporate cash management system call “Piggiebank” (see Figure 4). The S$9.8 million investment will allow CoAssets to grow FPL’s online platform and provide registered users with multiple investment products in the future. Piggiebank has raised more than S$8million in Apr 2017 and the funding figure jumped by more than 100% to $16.9million by end Jun 2017. Through Piggie Bank, CoAs-

sets has access to both deals and investors in Hong Kong, which was a region that we previously did not operate in.

Figure 3: CoAssets Investor Conversion Model

v0 v1 v2 v3 v4 v5

Key Focuses How to let more people know about us

Initial KYC (name, phone) Determine JEDI profile

Participate in our activity - e.g. join a CAT project, take part in quizesFurther refine-ment of JEDI

KYC with Bank Acct and submission of IC

Exposure to productsDetermine investment sizeUnderstand their invest-ment triggers

Close engagement/meet up to explain products detailsPrizes/Gift inten-ded to make them invest (E.g. Bali Trip)

After Investment

NA NA Unlike to invest again - keep them updated on company progress and invested project. Demonstrate trust and reliability

If they are unlikely to invest before the payout - keep them updated on project progress. Essentially keep them engaged

They are still interested - introduce products that can diversify their portfolio. Offer incentive to result in another invest-ment after 2-4 weeks

- Likely to invest again very soon. Continue with close engagement/meet up. Offer incentive to increase invest-ment size


FOCUS 4: REVENUE – REDEFINING OUR REVENUE SOURCES

In the last 12 months, CoAssets made money in two ways. Firstly is by charging a fee for our crowdfun-ding services (between 3% and 5%) in China. Secondly is by providing corporate lending services around the region.

Since 2015, the company has done small-scale trials to ascertain the viability of the corporate loans busi-ness. However, the company only

started growing that business from January 2017, as an additional way of generating revenue for the group. In the first half of 2017, CoAssets deployed a total of $5.45million into corporate loans and generated interest income amounting to a total of $965,000 (see Figure 5 on past examples of corporate loans done by CoAssets). As at 30 June 2017, CoAssets has deployed a total of about S$9.56million worth of corpo-rate loans with a total write-off rate of 1.46% due to bankruptcy and 1.36% that were currently undergoing legal proceedings).

As a listed entity, CoAssets Limited was able to raise debt and/or equity from the capital markets and the source of funds for the corporate lending business primarily came from CoAssets’ balance sheet. Nonetheless, the company aims to maintain a healthy cash balance of at least S$1million and will constantly review this amount as the loan book increases. Moving forward, mana-gement intends to grow the lending business and would explore the possibility of acquiring a licensed money lending company to increase CoAssets’ financial service offerings.

Figure 4: Screenshots of Piggiebank – a corporate online cash management platform


FOCUS 5: TECHNOLOGY – SECURING OUR TECHNOLOGICAL ADVANTAGE

Given the company’s focus on developing our technological assets, resources were channelled to grow the tech team. When it comes to financial technology, it is not easy to differentiate between platforms as most of the heavy lifting is done at the back end. These days, it does not take much for platforms to come up with professional looking websites. However, the key differentiator is in factors such as data security, online

service reliability, protection against hacking and the ability to integrate new technology into existing business processes. From that perspective, CoAssets is deemed as having a significant edge over our competitors. Our present functionality is as the functionality that is supported by tech is shown in Figure 6.

Figure 5: Examples of Corporate Loan deals done by CoAssets


To guide our technological devel-opment, CoAssets has adopted a S.H.A.R.E. model. While the acro-nym is representative of the sharing economy that is enabled through technology, under CoAssets’ tech master plan, S.H.A.R.E. covers the following domains:

1. Security, 2. Holistic, 3. Automation, 4. Reliability and 5. Experience.

Figure 6: Overview of CoAssets’ Tech Development

USER ANALYTICS (GOA)

• Management Dashboard

• EDM/Newsletter• Landing Page• Call List• Events Attendance• Qualification (KYC)

INVESTMENT ACCOUNTING PLATFORM (COPA)

• Investment - Balance - Fund Account

• Projects - Receive Payouts - Release Payouts

• Admin - Reports - Withdrawal

Admin Platform (Internal)Customer Facing Platform (External)

DOMAIN 1: SECURITY – GIVING USERS A PEACE OF MIND

As a fintech platform, user data integrity is of the utmost importance for the company. Hence, we have invested heavily in building our data storage and security system (Figu-re 7 shows the screen capture of a user’s past transaction data). When it comes to signing of contracts, we have incorporated the Adobe e-sign system into our process – in order

to ensure the electronic signatures are all auditable and in compliance with legislations. Data integrity also means that it will be extremely hard to alter transaction data – we have incorporated several checks to pre-vent alteration of transactions once the transaction has been approved. The tech team is constantly hard at work to come up with new ways to keep our users’ sensitive information (i.e. bank account details, personal particulars, etc.) safe.

With User Data Analytics


DOMAIN 2: HOLISTIC – MAPPING OUR TECH MODULES TO OUR USERS’ JOURNEY

Our tech development must be holistic in order to support our users’ journeys. Whether they are funders looking for deals or businesses in need of a loan, they go through a similar 4-steps user journey, starting with:

1. On-boarding, 2. Assessment, 3. Transaction management and 4. Record management.

Based on this 4-step user journey, we have mapped our tech products to support the efficiency of the process (see Figure 8).

In tandem with business require-ments, some of the tech modules that are currently in development are:

1. E-wallet, 2. Automation in documentation

(in order to streamline internal business processes),

3. Tech review on e-contracts using blockchain technology and

4. The usage of Big Data to profile and classify investors.

Figure 7: Screen capture of a user’s past transaction data


DOMAIN 3: AUTOMATION – THE APPLICATION OF AI TO STREAM-LINE OUR BUSINESS PROCESSES

In early 2016, CoAssets commissio-ned a joint review with one of the “Big Four” Accounting Firms to co-develop CoAssets’ risk assessment model. This review is the company’s first step in developing a working algo-rithm toward risk assessment as well as fraud detection.

An internal review was done in Jan 2017 on the effectiveness of the CRAM (see decision process flow in Figure 9). Based on a sample size of 210 SME funding applicants, some key findings were obtained:

a. The presence of CRAM, as op-posed to not having one, is seen to have a positive correlation towards higher “paid on time” loan rates, as well as with lower late repayments. In other words, the usage of CRAM was found to help lower the com-pany’s non-performing loan rate.

b. There is evidence to show that smaller loan amounts do not automa-tically translate to higher tendency for “on-time” repayments. There-fore, companies that do not pass CRAM will likely have problems with repayment even if the loan amount is small.

c. The presence of a quantitative CRAM score has a positive corre-lation towards higher quality deals. Hence, higher CRAM score has a positive correlation towards a higher rate of loans that were repaid on time.

Figure 8: Mapping our Tech Product on to our Users’ journey

1. ONBOARDING 2. ASSESSMENT 3. TRANSACTION MANAGEMENT

4. RECORDMANAGEMENT

INVESTORS/FUNDERS

- CoAssets Investor Interface: to attract and convert lenders addressed in the Marketing segment. Data such as channels, viewers-hip, frequency and duration of engagements, and user investment preferences are tracked and recorded. We have also added CoAssets Tokens (CATs), a reward currency for the user. CAT can be used in investment and yield actual returns (but CAT itself expires and cannot be exchanged for money). All above modules are currently in operational.

- CoAssets Customer Relationship Management (CRM): this is an online customer management platform that is developed in-house that helps Users Engagement Managers (UEM) keep track of customers they have served. Data collected in CoAssets Investor Interface are also used to construct CoAssets proprietary investor model (consisting of investment tendencies, financial commit-ment, engagement levels, and likeability scores) - which is then used to provide the optimal investment journey for the user. This module is currently in operational.

- Cashless payment (currently available in China via 可爱财): this allows our China users to fund deals with monies being transferred/ returned directly to the user’s bank account.

- Virtual Currency E-Wallet (under development-Fintech Pte Ltd): allow users to buy, store and transfer both actual and game tokens/currencies on Piggiebank Platform. It will also allow currency conversions if required. As Piggiebank shares code-base with CoAssets, the feature sets can be activated for CoAssets platform as needed.

- CoAssets User Transaction Interface: this will show the financial records and transactions made by the user. User KYC/AML records are also filed online and renewal process is automated. This module is currently in operational.

CORPORA-TES/BUSINESSES

- CoAssets Corporate Interface: to collect data from businesses that are looking for funding. This module is currently in operational.

- CoAssets Risk Assessment Model (CRAM): this is a risk assessment model that was developed with one of the Big 4 auditors to assess the risk of businesses that are looking for funding. This module is currently in operational.

- Cash Management System (currently available in Hong Kong via Fintech Pte Ltd): this allows businesses to track and make payment to other mer-chants that are on the platform. Busines-ses with excess cash also earn returns by making corporate loans through the Cash Management System.

- Virtual Currency E-Wallet (under development-Fintech Ptd Ltd): as above. In addition, for businesses, it is possible to sign up as partners so that they can use game tokens/currencies for rewards or becomes reward providers themselves.

- E-Signing and record keeping of loan records: E-signing and approval processes are incorporated so that documents can be signed online and funding of accounts are triggered automatically.

USER / FUNDERS JOURNEY


Using this model as well as our findings, CoAssets’ tech team is cur-rently working to marry CRAM with the different aspects of corporate and individual know-your-client proces-ses. This initiative will ultimately lead to a comprehensive risk manage-ment tool to assess the corporates that come to CoAssets for loans as well as a recommendation engine for users who come to us looking for viable deals.

DOMAIN 4: RELIABILITY – MINIMISING DOWN TIME

The technical team is continuously keeping abreast with any technical changes to ensure that users experi-ence minimum down time, other than the scheduled system maintenance. Tech team has implemented DDOS protection and created redundancy to deal with any increased server load.

The team also continuously monitor and patch security bugs. A case in point is the recent case of the “He-artbleed Bug”. While the OpenSSL Bug affected quite a number of sites, CoAssets platform remained unaf-fected and users could continue to have access to the site. Apart from minimising downtime, the focus of the tech team is to ensure timeliness of service. Based on Figure 10, the tech team ensures prompt response time from our online platform and APP by benchmarking the performan-ce against other well-known crowd-funding and fintech platforms.

Figure 9: Decision Process Flow for CoAssets Risk Assessment Model

Inputs

Decision Form

Calculations

Solvency

Liquidity

Profitability

Company Management

Qualitative FactorsQuantitative Factors

Business Risk

WeightsIndustry Risk


DOMAIN 5: EXPERIENCE – MAKING USERS ENJOY USING THE SITE

For the first 2 years, not much emp-hasis was placed on User Interface (UI) or User Experience (UX) as the company was still trying to establish a viable business model. However, in the last 12 months, the platforms were redesigned to have a “cleaner” look. In addition, due to our China operations,

we also rolled out a mandarin version of the platform as well as an APP for the mainland China market (see Figure 11).

Figure 10: Tech Team benchmarking 可爱财 response time with the other Chinese platforms

CN CoAssets vs Other Platforms (Web)

跳转页面 Landing Page Product Page Profile Page

所用浏览器 sogou QQ 360 火狐 sogou QQ 360 火狐 sogou QQ 360 火狐

可爱财 6.8 7.45 4.5 6.28 11.83 10.05 11.12 11.13 5.34 7.18 5.85 5.57

玖富 4s 10s 4.5s 4.5s 3s 4s 5s 5s 3s 3.5s 3s 3.5s

拍拍贷 3.5s 2.5s 7s 2s 2s 2s 2s 2s 3.4s 2.8s 2s 2s

积木盒子 3.3s 1s 3s 3s 2s 4s 2s 2s 1s 3s 2.5s 2.5s

CN CoAssets vs Other Platform (WAP)

跳转页面 Landing Product Profile

所用网络 4G Wifi 4G Wifi 4G Wifi

可爱财 2.3 2.34 11 10.18 10 10

玖富 1.5 3.5 1s 1s 1s 1s

拍拍贷 1s 1s 1s 1s 1s 1s

积木盒子 1s 1s 1s 1s 1s 1s

CN CoAssets vs Other Platform (APP)

跳转页面 Landing Product Profile

所用网络 4G Wifi 4G Wifi 4G Wifi

可爱财 2.3 2.34 13 10.18 3 4.51

玖富 1.5 3.5 1s 1s 1s 1s

拍拍贷 1s 1s 1s 1s 3.1s 2.8s

积木盒子 1.3s 1s 1s 1s 1s 1s


REVIEW OF FINANCIAL RESULTS

As a whole, group expenses saw a +26.1% increase while full year revenue saw a +70.2% drop. These financial results reflect the transformation pro-cess, as highlighted in earlier portions of this annual report,that CoAssets was undertaking. However, from the cash flow perspective, the company achie-ved breakeven in the last quarter of FY016/2017 – signalling that the initia-tives we have put in place were starting to yield results.

The top 5 items that saw the largest increase in investment is shown in Figure 11. These expenses are repre-sentative of a growing tech company and employee benefits as well as rental costs constituted the largest increase. Another area that saw a large increase was in the legal and professional fees. This reflected CoAssets’ larger foot-print around the region and this could be seen from the 3,921% and 100% increase in revenue from China and other regions (apart from Singapore) respectively.

Figure 11: Screen shots of 可爱财 APP(left) and CoAssets Mobile Web View


Figure 11: Top 5 expense items that had the largest investment on the last 12 month

30/6/17 30/6/16Percentage

change

Employee benefits expense 2,786,382 1,200,972 +132%Rental of premises 360,966 160,531 +125%Legal and professional fees 360,190 199,049 +81%Other operating costs 907,918 633,458 +43%Internet, website and software maintenance 266,475 198,460 +34%

In terms of savings, the top 5 items that saw the most significant drop were events and advertising/marketing (see Figure 12). This is in line with the company’s realignment of strategic direction as CoAssets aimed to wean off the event and publication business. The savings in turn were used to finance the company’s growth in the funding and technology aspects of the business.

Figure 12: Top 5 expense items that the company saved on the last 12 months

30/6/17 30/6/16Percentage

change

Events expenses 292,615 464,020 -37%Advertising and marketing 221,936 362,753 -39%Administrative expenses 63,146 107,482 -41%Directors’ fees and remuneration 267,792 621,102 -57%Training expenses 5,958 136,808 -96%

Revenue wise, with exception from interest income, the revenue dropped across the board. This is in line with expecta-tions as the company shifted focus on funding and technology. As a result of this shift, there was an increase in corporate lending activities – which resulted in the +54% increase in interest income. Not surprisingly, income from non-funding activity dropped considerably. The company also moved away from the lucrative microsite development business so that our tech capabilities could be better focused in servicing our own needs.

The only funding related drop is in crowdfunding income (-59%). This was primarily due to the slowing down of Singa-pore’s crowdfunding business, while CoAssets applied for the CMSL. However, with CoAssets being awarded the license in late Jun 2017, income derived from crowdfunding services is expected to pick up in the coming financial year.


2017 2016Percentage change

Interest income 390,483 253,468 +54%Consultancy 110,583 160,000 -31%Crowdfunding income 233,045 568,561 -59%Other income 15,143 75,766 -80%Event income 69,095 788,975 -91%Microsite development income -87,000 665,000 -113%

As seen from the figures above, investments were made in growth areas while reductions were made in sectors that did not fit into CoAssets S.M.A.R.T. initiative. Despite this year’s financial performance, management opined that these changes are essential to put CoAssets on the path of exponential growth and believes that results will start to show in the coming months.


CORPORATE

Corporate restructuringIn the last 12 months, CoAssets went through a minor restructuring as part of the CMSL requirements. The corporate structure as at 30 Jun 2017 is as follows.

Figure 13: Corporate Structure

DIVIDENDS No dividends were paid or are propo-sed to be paid to members during the financial year under review.

FUTURE DEVELOPMENTS, PROSPECTS AND BUSINESS STRATEGIESCoAssets’ aim is to create a more diversified credit landscape, looking to win business from traditional lenders by providing debt funding opportuniti-es that are not funded by the banks. Lenders traditionally receive higher

risk adjusted yields than for other debt instruments. In terms of borrowers, apart from small and medium enterpri-se, the Company will explore the possi-bility of working with partners like loan brokers and alternate financing com-panies/platforms as additional sources of deals. With CoAssets securing the

CMSL and offering Corporate Loans, it is envisaged that the Company will continue to grow and evolve to become the region’s leading online financial platform.

SIGNIFICANT CHANGES IN STATE OF AFFAIRSThere have been no other significant changes in the state of affairs of the Group during the financial period.

EVENTS SUBSEQUENT TO REPORTING DATEOther than the matters discussed below, in the opinion of the directors, there has not arisen in the interval between the end of the financial year and the date of the report any matter or circumstance that has significantly affected, or may significantly affect the Consolidated Group’s operations, results or the state of affairs in future financial years:

As announced to the ASX on 28 July 2017, the company issued 1,100,043 shares and 2,200,095 performance rights to eligible employees. The terms of these performance rights are set out in the Company’s ASX announcement.

As at the date of this report, $1,367,000 of borrowings with maturi-ty dates after 30 June 2017 had alrea-dy been rolled-over by our financiers, which continues to provide a good funding source for the Group.

LIKELY DEVELOPMENTS The Group intends to continue its prin-cipal activities as described above in this report. Certain information about the likely developments in, and expe-cted results of, the operations of the Group in future years, the strategies of the Group and its prospects for fu-ture financial years has been omitted from this Directors’ Report because disclosure of the information is likely to result in unreasonable prejudice to the implementation and execution of the Group’s business strategies.

CoAssets Limited(AU)

CoAssets Pte Ltd(SG)

Fujian Shanding Network Technology Co. Ltd (China) (40%)

CoAssets International Pte Ltd

(SG)

PT CoAssets Javaland Indonesia

(49%)

CoAssets AustraliaPty Ltd

(AU)

CoAssets Sdn Bhd(Malaysia)

(100%)


ENVIRONMENTAL REGULATIONThe Group’s operations are not regu-lated by any significant environmental regulation under a law of the Australi-an Commonwealth or of any jurisdicti-on where it intends to operate.

UNISSUED SHARES UNDER OPTION

Options As at the date of this report, the Com-pany has 10,108,597 options on issue (exercisable at $0.65 each before 30 May 2019).

No shares were issued during or since the end of the financial year under review as none of the options over unissued shares were exercised or vested. As at 30 June 2017, there are no options that have vested or are exercisable.

Details of options granted to any dire-ctors and any such options granted as part of their remuneration are set out in the Remuneration Report.

Performance Rights Following the completion of the IPO on 19 August 2016, the Company had on issue 6,032,500 performance rights to KMPs. On vesting, each perfor-mance right converts to one fully paid ordinary share for NIL consideration. Out of these, 982,500 performance rights vested during the year as a result of which the Company issued 982,500 fully paid ordinary shares. As at the end of the financial year under review and as at the date of this report, the Company has 5,050,000

performance rights issued to KMPs.

On 28 July 2017, the Company issued 2,200,095 performance rights to emplo-yees. These performance rights vest in two tranches as follows, subject to the employee being employed by CoAssets as on the date of vesting: 1,100, 043 on 31 July 2018; and 1,100, 052 on 31 July 2019. On vesting, each performance right converts to one fully paid ordinary share for NIL consideration.

Included within the 2,200,095 perfor-mance rights issued on 28 July 2017 are 1,000,000 performance rights which were issued to a member of the KMP, as set out in the Remuneration Report.

MEETINGS OF DIRECTORSThe number of meetings of the Com-pany’s Board and of each Committee held during the financial year under review, and the numbers of meetings attended by each director are:

On 29 March 2017, the existing Com-mittees were dissolved and reconsti-tuted as Audit & Risk Committee and Remuneration and Nomination Com-mittee.

Director Board Meeting Risk Committee Remuneration Committee

Number Eligible to Attend

Number Attended


Number Attended


Number Attended

Getty Goh 6 6 1 1 N/A N/A

Huan Kiat Seh

6 6 N/A 1 1

Nicholas Ong 6 6 1 1 1 1

Jeffrey Chi 6 6 1 1 1 1

David Garry 2 2 N/A N/A N/A N/A

Dan Smith 4 4 N/A N/A 1 1

REMUNERATION REPORT - AUDITED

This Remuneration Report forms a part of the Directors’ Report and has been prepared in accordance with Section 300A of the Corporations Act, Accounting Standard AASB 124 Related Party Disclosures and Principle 8 of the ASX Corporate Governance Principles and Recommendations. The information provided in this Remuneration Report has been audited as required by section 308(3C) of the Corporations Act.

This Remuneration Report is set out under the following main headings:

1. Principles used to determine the nature and amount of remuneration;2. Details of remuneration;3. Share based remuneration;4. Company performance, shareholder wealth and Key Management Personnel (KMP) remuneration;5. Remuneration governance; and6. Employment contracts of Directors and Senior Executives.

The information provided under headings 1 to 5 above includes remuneration disclosures that are required under Accounting Standard AASB 124, Related Party Disclosures. These disclosures have been transferred from the financial report and have been audited.

1. Principles used to determine the nature and amount of remuneration The objective of the Company’s executive reward framework is to ensure reward for performance is competitive and appropriate for the results delivered. The fra-mework aligns executive reward with achievement of strategic ob-jectives and the creation of value for shareholders and conforms to market best practice for delivery of reward. The Board ensures that executive reward satisfies the fol-lowing key criteria for good reward governance practices:

i. competitiveness and reasonableness;

ii. acceptability to shareholders;iii. performance linkage / alignment

of executive compensation;iv. transparency; andv. capital management.

The Board has structured an executive remuneration framework that is market competitive and complimentary to the reward strategy of the organisation.

Alignment to shareholders’ interests:

i. focuses on sustained growth in shareholder wealth; and

ii. attracts and retains high calibre executives.

Alignment to program participants’ interests:

i. rewards capability and experi-ence; and

ii. provides a clear structure for earning rewards.

Executive and Non-executive DirectorsFees and payments to directors,

including the Chairman reflect the de-mands which are made on, and the re-sponsibilities of, the directors. Directors’ fees and payments are reviewed annu-ally by the Board. The Board ensures that directors’ fees and payments are appropriate and in line with the market. The Board also regularly reviews the remuneration policies and practices of CoAssets to ensure that it remunerates fairly and reasonably.

Retirement allowances and benefits for directors There are no retirement allowances or other benefits paid to non-executive directors.Statutory superannuation is provided for the executive directors.

Use of Remuneration ConsultantsThe Company did not engage any Remuneration Consultants during the period under review.


2 Details of Remuneration

The amount of remuneration of the KMP is set out below.

2017 Short term employee benefits

Post-employment

benefits

Share based

payments

Proportion of Remuneration

that is Performance

related % Name Salary*

S$Consulting

fees S$

S$ Shares S$

Total S$

Getty Goh Te-Win 90,000 12,240 - 102,240 -Seh Huan Kiat 90,000 12,240 - 102,240 -Daniel Smith (1) 136,525 - 136,525 -Chen Chik (Nicholas) Ong

- 36,979 - 36,979 -Jeffrey Chi - 36,979 - 36,979 -Siang Chee Chew (2) 211,530 13,469 - 224,999 -David Garry (3) - 12,326 - 12,326 -Lawrence Lim (4) 126,000 11,220 - 137,220 -

TOTAL 654,055 86,284 49,169 - 789,508

Comparative figures are provided below:

(1) Daniel Smith ceased to be a KMP on 1 March 2017

(2) Siang Chee was considered to be a KMP as he was the Company’s Chief Investment Officer up to 31 May 2017

(3) David Garry commenced as a KMP on 1 March 2017 as an independent non-executive director

(4) Lawrence Lim commenced as a KMP on 1 July 2016 as Chief Operating Officer

2016 Short term employee benefits

Post- employment

benefits

Share based

payments

Proportion of Remuneration

that is Performance

related % Name Salary

S$Consulting

fees S$

3

S$Shares

S$Total S$

Getty Goh Te-Win2 105,230 - 11,564 104,978 221,772 54%Seh Huan Kiat 2 105,230 - 11,564 104,978 221,772 54%Daniel Smith1 37,063 - 3,521 91,856 132,440 69%Chen Chik (Nicholas) Ong1

- - - 91,856 91,856 100%Jeffrey Chi 13,575 - - - 13,575 -Siang Chee Chew 12,020 - - - 12,020 -TOTAL 273,118 - 26,649 393,668 693,435 61%

1 Messrs Smith and Ong provided Director services through Minerva Corporate Pty Ltd, of which they are both shareholders. 2 Includes discretionary cash bonus of S$15,230


Shares and Options Directors’ Interests in Shares and Performance Rights Particulars of directors’ interests in securities are as follows:

Balance at the start of the period

Acquired during the period

Sold during the period

Balance at end of period

Shares Executive DirectorsGetty Goh 45,416,810 262,000 - 45,678,810 Huan Kiat Seh 35,421,030 262,000 - 35,683,030 Nicholas Ong 1 229,250 - 229,251 Daniel Smith 1 229,250 - 229,251 Non-Executive DirectorsJeffrey Chi 1,092,200 - - 1,092,200 David Garry - - - -Other KMPLawrence Lim - - - -Siang Chee Chew 220,534 - - 220,534Total 82,150,576 982,500 - 83,133,076


Vested during the period

Lapsed during the period


Performance Rights Executive DirectorsGetty Goh 2,000,000 262,000 138,000 1,600,000Huan Kiat Seh 2,000,000 262,000 138,000 1,600,000Nicholas Ong (i) 800,000 229,250 120,750 450,000Daniel Smith (i) 1,300,000 229,250 120,750 950,000Non-Executive DirectorsJeffrey Chi 450,000 - - 450,000David Garry - - - -Other KMPLawrence Lim - - - -Siang Chee Chew - - - -

Total 6,550,000 982,500 517,500 5,050,000

Other than as stated above, there are no contracts to which a director is a party or under which a director is entitled to a benefit that confer a right for the director to call for shares in the Company. The 982,500 Performance Rights that vested into shares during the year were accounted for as a share based payment in the year ended 30 June 2017. There were no other shares or share options issued to KMP during the year.


500,000 shares were issued to Lawrence Lim on 28 July 2017 as part of securities issued to eligible employees by the Board. In accordance with AASB 2.14, this benefit is recognised on grant date.

Performance Rights No new performance rights were issued to KMP during the year. As explained previously in the Report, 982,500 Performance Rights vested and were converted to shares during the year under review.


3. Share based remuneration

The CoAssets Limited Incentive Scheme (“the Scheme”) is used to reward Directors and employees for their performance and to align their remuneration with the creation of shareholder wealth. Approved by Shareholders on 25 May 2015, the Scheme is designed to provide medium to long-term incentives to deliver long-term shareholder returns. Participation in the Scheme is at the discretion of the Board and, other than the Director’s Performance Rights plan approved by shareholders, no individual has a contractual right to participate in the plan or to receive any guaranteed benefits.

The 982,500 Performance Rights that vested into shares during the year were accounted for as a share based payment in the year ended 30 June 2017. There were no other shares or share options issued to KMP during the year.

Performance shares are issued to directors as part of their remuneration as part of the prospectus. These performance shares were approved by shareholders at the 2015 Annual General Meeting.

Details of the performance shares outstanding at 30 June 2017 are as follows:

Tranche Number Grant Date At start of

periodVested Number

Lapsed Number

At end of period Probability* Share Price

1 30/11/2015 1,500,000 962,500 517,500 -2 30/11/2015 1,050,000 - - 1,050,000 0% $0.403 30/11/2015 1,300,000 - - 1,300,000 0% $0.404 30/11/2015 1,400,000 - - 1,400,000 0% $0.405 30/11/2015 1,300,000 - - 1,300,000 0% $0.40

*Prudent Director assessment of the probability of the milestones being achieved.

(1) These rights were to vest upon the Company successfully listing on the ASX with a minimum A$5m raising and up to A$10m. The share based payment expense was recorded in the period ending 30 June 2016 and subsequent to year end, the shares were issued to Directors.

(2) These shares are to be issued upon achievement of $10,000,000 project funding in China or Australia (over a 12 month period). The granted number of shares is attributable to the Directors in the following split:

Getty Goh Te-Win 350,000Seh-Huan Kiat 350,000Daniel Smith 350,000

(3) These shares are to be issued upon the achievement of greater than $6,500,000 revenue in any 12 month period.

Getty Goh Te-Win 400,000Seh-Huan Kiat 400,000Daniel Smith 200,000Chen Chik (Nicholas) Ong 150,000Jeffery Chi 150,000

(4) These shares are to be issued upon the achievement of greater than $1,000,000 EBITDA in any 12 month period.





4 Company Performance, shareholder wealth and KMP remuneration

The following table shows gross revenue, profits/losses and loss per share of the Company at the end of the current and previous financial periods since incorporation.

30/06/17S$

30/06/16S$

Revenue from continuing operations 731,349 2,511,770Net loss (5,587,454) (2,747,326)Loss per share (cents per share) 3.38 1.91

The remuneration policy has been tailored to increase goal congruence between shareholders, directors and executives. This will be achieved via offering performance incentive bonuses to deliver long-term shareholder returns.

5 Remuneration Governance

The Board’s policy for determining the nature and amount of remuneration for KMP of the Group is as follows:

The remuneration policy, setting the terms and conditions for KMP, was developed and approved by the Board. All ex-ecutives receive a base salary (which is based on factors such as length of service and experience), superannuation (or equivalent), and fringe benefits.

The Remuneration and Nomination Committee reviews executive packages annually by reference to the Group’s perfor-mance, executive performance, and comparable information from industry sectors and other listed companies in similar industries.

All remuneration paid to KMP is valued at the cost to the Group and expensed. Options (if applicable) given to KMP are valued using an appropriate option pricing methodology.

The Board policy is to remunerate non-executive Directors at the lower end of market rates for comparable companies for time, commitment, and responsibilities. The Remuneration & Nomination Committee determines payments to the non-executive Directors and will review their remuneration annually based on market practice, duties, and accountability. The maximum amount of fees payable to non-executive directors is A$250,000 per annum. During the financial year under review A$49,306 of the fee pool was used.

Independent external advice is sought when required. Fees for non-executive Directors are not linked to the performance of the Group. However, to align Directors’ interests with shareholder interests, the Directors are encouraged to hold shares in the Company.


The Board expects that the remuneration structure implemented will result in the Company being able to attract and re-tain the best executives to run the Company. It will also provide executives with the necessary incentives to work to grow long-term shareholder value.

The payment of bonuses, options and other incentive payments are reviewed by the Board as part of the review of execu-tive remuneration. The Board can exercise its discretion in relation to approving incentives, bonuses and options. Any changes must be justified by reference to measurable performance criteria.

6 Employment contracts of Directors and Senior Executives

On appointment to the Board, all non-executive directors sign a letter of appointment. The letter summarises the Board policies and terms, including compensation, relevant to the office of director.

Remuneration and other terms of engagement for the Chief Executive Officer, the Chief Technology Officer, the Chief Operating Officer, the Chief Investment Officer and the Chief Financial Officer are also formalised in service agreements which include provision for participation in the Employee Incentive Plan.

Name Term of Agreement Base salary including any superannuation

Getty Goh - CEO Ongoing, commenced 18 March 2015. Notice period 3 months or termination payment in lieu of notice period. S$102,240

Huan Kiat Seh - CTO Ongoing, commenced 18 March 2015. Notice period 3 months or termination payment in lieu of notice period. S$102,240

Siang Chee Chew - CIO Resigned 31 May 2017. $$224,999

Lawrence Lim – COO Ongoing, commenced 1 May 2016. Notice period 2 months S$137,220

Transactions with directors, key management personnel and their related entitiesOther than the above, there were no transactions during the period with related entities. In the previous period, transac-tions occurred between COPA-SPV Pte Ltd, Ascendant Assets Pte Ltd and the Company. These entities are no longer related parties.

KMP are not permitted to enter into transactions with securities (or any derivative thereof) which limits the economic risk of any unvested entitlements awarded under an equity based remuneration scheme. As part of the Company’s due dili-gence undertaken at the time of and full-year results, equity plan participants are required to confirm that they have not entered into any such prohibited transactions.

The Board will continually review all elements of its remuneration philosophy to ensure that they are appropriate from the perspectives of governance, disclosure, reward and market conditions.

This is the end of audited Remuneration Report


INDEMNIFICATION AND INSURANCE OF OFFICERS In accordance with the constitution of the Company, except as may be prohibited by the Corporations Act 2001 every Of-ficer of the Company shall be indemnified out of the property of the Company against any liability incurred by him in his capacity as Officer, auditor or agent of the Company or any related corporation in respect of any act or omission whatso-ever and howsoever occurring or in defending any proceedings, whether civil or criminal. During the period under review, the Company paid S43,569 in premiums for Directors and Officer Insurance.

PROCEEDINGS ON BEHALF OF THE COMPANYNo person has applied to the court under section 237 of the Corporations Act 2001 for leave to bring proceedings on behalf of the Company, or to intervene in any proceedings to which the Company is a party, for the purpose of taking responsibility on behalf of the Company for all or part of those proceedings. No proceedings have been brought or inter-vened in on behalf of the Company with leave of the court under section 237 of the Corporations Act 2001.

AUDITORBDO Audit (WA) Pty Ltd continues in office in accordance with section 327 of the Corporations Act 2001.

NON-AUDIT SERVICESThe Company may decide to engage the auditor, BDO Audit (WA) Pty Ltd, on assignments in addition to their statutory audit duties where the auditor’s expertise and experience with the Company and/or Group are important.

The Board of Directors advises that non-audit services were provided by the Group’s auditors during the period. Details of the amounts paid or payable to the auditor for audit and non-audit services provided during the period are set out below:

2017 2016S$ S$

Non Audit Services BDO (WA) Pty Ltd - preparation of an Independent Accountant’s Report and general taxation advice

4,109 13,625

The board of directors has considered the position and is satisfied that the provision of the non-audit services is compat-ible with the general standard of independence for auditors imposed by the Corporations Act 2001.

The directors are satisfied that the provision of non-audit services by the auditor, as set out below, did not compromise the auditor independence requirements of the Corporation Act 2001 for the following reasons:

• All non-audit services have been reviewed by the Board to ensure they do not impact the impartiality and objectivity of the auditor.

• None of the services undermine the general principles relating to auditor independence as set out in APES 110 Code of Ethics for Professionals Accountant.


CORPORATE GOVERNANCE

The Board of Directors of CoAssets Limited is responsible for the corporate governance of the Company. The Board guides and monitors the business and affairs of the Company and its controlled entity on behalf of the shareholders by whom they are elected and to whom they are accountable. The Corporate Governance Statement sets out the Company’s current compliance with the ASX Corporate Gover-nance Council’s Corporate Governance Principles and Recommendations (Principles and Recommendations). The Principles and Recommendations are not mandatory. The Statement discloses the extent to which the Company has followed the Principles and Recommendations and explains any departures from the Principles and Recommendations. Information on Corporate Governance is available on the Company’s website at https://coassets.com/asx/ under Corpo-rate Governance.

Signed in accordance with a resolution of the board of directors

Getty Goh

Director

Singapore

31 August 2017


3 5

AUDITOR’S INDEPENDENCE DECLARATION

PAGE 35

Tel: +8 6382 4600Fax: +8 6382 4601www.bdo.com.au

38 Station StreetSubiaco, WA 6008PO Box 700 West Perth WA 6872Australia

BDO Audit (WA) Pty Ltd ABN 79 112 284 787 is a member of a national association of independent entities which are all members of BDO (Australia) Ltd ABN 77 050110 275, an Australian company limited by guarantee. BDO Audit (WA) Pty Ltd and BDO (Australia) Ltd are members of BDO International Ltd, a UK company limitedby guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional StandardsLegislation (other than for the acts or omissions of financial services licensees) in each State or Territory other than Tasmania.

DECLARATION OF INDEPENDENCE BY PHILLIP MURDOCH TO THE DIRECTORS OF COASSETS LIMITED

As lead auditor of CoAssets Limited for the year ended 30 June 2017, I declare that, to the best of myknowledge and belief, there have been:

1. No contraventions of the auditor independence requirements of the Corporations Act 2001 inrelation to the audit; and

2. No contraventions of any applicable code of professional conduct in relation to the audit.

This declaration is in respect of CoAssets Limited and the entities it controlled during the period.

Phillip Murdoch

Director

BDO Audit (WA) Pty Ltd

Perth, 31st August 2017

3 7

FINANCIAL REPORT PAGE 37

Note2017 S$

2016 S$

Revenue 3 731,349 2,511,770

Interest Expense (270,346) (54,958)

Net operating income 461,003 2,456,812

Operating expenses 4 (6,200,932) (4,862,146) Allowance for impairment (585,387) (288,340)Depreciation and amortisation expense (99,935) (53,652)

Loss before income tax (6,425,251) (2,747,326)

Income tax expense 5 - -

Loss after income tax (6,425,251) (2,747,326)

Loss is attributable to:Owners of CoAssets Limited (6,258,854) (2,675,822)Non-controlling interests (166,397) (71,504)

(6,425,251) (2,747,326)

Other comprehensive profit/ (loss)Items that may be reclassified to profit or loss

Exchange differences on translation of foreign operations 68,057 (87,859)

Other comprehensive profit/ (loss) for the period net of tax 68,057 (87,859)

Total comprehensive loss for the period (6,357,193) (2,835,185)

Total comprehensive loss for the year is attributable to:Owners of CoAssets Limited (6,196,692) (2,763,681)Non-controlling interests (160,501) (71,504)

(6,357,193) (2,835,185)

Basic and diluted loss per share attributable to owners of CoAs-sets Limited (cents per share) 13 (3.8) (1.9)

The above Consolidated Statement of Profit or Loss and Other Comprehensive Income should be read in conjunction with the accom-panying notes.

3 8F I N A N C I A L R E P O R T

C o A s s e t s L i m i t e d C o n s o l i d a t e d S t a t e m e n t o f P r o f i t o r L o s s a n d O t h e r C o m p r e h e n s i v e I n c o m eF o r t h e y e a r e n d e d 3 0 J u n e 2 0 1 7

Note 30 June 2017 S$

30 June 2016 S$

Current assetsCash and cash equivalents 6 1,942,997 4,752,397Trade and other receivables 7 1,163,501 4,538,452Loans and advances 8(a) 5,534,087 1,263,728Total current assets 8,640,585 10,554,577

Non-current assetsLoans and advances 8(a) 482,686Property, plant & equipment 9 155,663 203,308Intangible assets 10 178,172 200,755Available for sale financial assets 8(b) 1,139,447 -Total non-current assets 1,955,968 404,063

Total assets 10,596,553 10,958,640

Current liabilitiesTrade and other payables 11 1,083,207 6,985,355Borrowings 15 4,703,456 793,378Deferred income - 7,720Total current liabilities 5,786,663 7,786,453

Total liabilities 5,786,663 7,786,453

Net assets 4,809,890 3,172,187EquityIssued capital - ordinary 12 13,508,990 5,824,675Reserves 14 (26,990) 211,763Accumulated losses (9,205,773) (2,946,919)Non-controlling interest 533,663 82,668Total equity 4,809,890 3,172,187

The above Consolidated Statement of Financial Position should be read in conjunction with the accompanying note

3 9 F I N A N C I A L R E P O R T

C o A s s e t s L i m i t e dC o n s o l i d a t e d S t a t e m e n t o f F i n a n c i a l P o s i t i o n

F o r t h e y e a r e n d e d 3 0 J u n e 2 0 1 7

Year ended 30 June 2017Issued Capital

- Ordinary

Share Based Payments Reserve

Foreign Currency

Translation Reserves

Accu-mulated Losses

Non-controlling interests

Total

S$ S$ S$ S$ S$ S$Balance at 1 July 2016 5,824,675 300,915 (89,152) (2,946,919) 82,668 3,172,187Loss attributable to members of parent entity - - - (6,258,854) - (6,258,854)Loss attributable to non- controlling interests - - - - (166,397) (166,397)Exchange difference on foreign operations

- - 62,162 - 5,896 68,058Total comprehensive loss for the period - 62,162 (6,258,854) (160,501) (6,357,193)Transactions with owners in their capacity as owners

Shares Issues 7,684,315 (300,915) - - - 7,383,400Transactions with non-con-trolling interests Transactions with non-controlling interests - - - - 611,496 611,496Balance at 30 June 2017 13,508,990 - (26,990) (9,205,773) 533,663 4,809,890

Prior Period Issued Capital

- OrdinaryShare Based

Payments Reserve

Foreign Currency

Translation Reserves

Accumulat-ed Losses (restated)

Non- controlling interests

Total

S$ S$ S$ S$ S$ S$Balance at 1 July 2015 1,189,001 - (1,293) (271,097) - 916,611

Loss attrib’ to members of parent entity - - - (2,675,822) - (2,675,822)Loss attributable to non-controlling interests (71,504) (71,504)

Exchange difference on foreign operations - - (87,859) - - (87,859)Total comprehensive loss for the period

- - (87,859) (2,675,822) (71,504) (2,835,185)Transactions with owners in their capacity as owners Shares Issues 4,635,674 300,915 - - - 4,936,589Transactions with non-controlling interests - - - - 154,172 154,172Balance at 30 June 2016 5,824,675 300,915 (89,152) (2,946,919) 82,668 3,172,187

The above Consolidated Statement of Changes in Equity should be read in conjunction with the accompanying notes.


C o A s s e t s L i m i t e dC o n s o l i d a t e d S t a t e m e n t o f C h a n g e s i n E q u i t yF o r t h e y e a r e n d e d 3 0 J u n e 2 0 1 7

1/7/16 to 30/6/17 S$

1/7/15 to 30/6/16 S$

Operating activitiesReceipts from customers 1,061,327 615,585Payments to directors and staff (3,079,333) (1,521,561)Payments to suppliers (4,209,351) (1,809,191)Increase in investor deposits (339,072) -Cash absorbed by operations, representing net cash used in operating activities (note 26) (5,888,286) (2,715,167)

Investing activitiesPurchase of plant, equipment and intangible assets (26,788) (348,906) Interest received 353,518 160,667 Loans and advances made (6,259,320) (2,808,728)Proceeds from redemption of loans and advances 1,316,127 1,480,000Net cash used in investing activities (4,616,463) (1,516,967)

Financing activitiesFunds received for issued shares 3,213,234 3,510,139 Funds received for shares to be issued - 4,572,915Receipt of borrowings 4,334,256Repayment of borrowings (422,178)Share of Chinese JV subscription 611,497 154,172Interest paid (115,898) (4,055)Net cash from financing activities 7,620,911 8,233,171

Net change in cash and cash equivalents (2,883,838) 4,001,033 Cash and cash equivalents at beginning of financial period 4,752,397 670,899 Effects of foreign exchange 74,438 80,465 Cash and cash equivalents at end of financial period 1,942,997 4,752,397

The above Consolidated Statement of Cash Flows should be read in conjunction with the accompanying notes.


C o A s s e t s L i m i t e d C o n s o l i d a t e d S t a t e m e n t o f C a s h F l o w s


1 Statement of Significant Accounting Policies

Basis of PreparationThe financial statements of CoAssets Limited (“Company”) for the period ended 30 June 2017 were authorised for issue in accordance with a resolution of directors on 30 August 2017.

The financial report is a general purpose financial report that has been prepared in accordance with Australian Account-ing Standards including Australian Accounting Interpretations, other authoritative pronouncements of the Australian Accounting Standards Board and the Corporations Act 2001.

CoAssets Limited is a public company listed on the ASX, incorporated in Australia and operating in Singapore. CoAssets Limited is a for-profit entity for the purpose of preparing the financial statements.

The financial report of CoAssets Limited complies with Australian Accounting Standards, which include Australian equivalents to International Financial Reporting Standards (AIFRS). Compliance with AIFRS ensures that the financial report, comprising the financial statements and notes thereto, complies with International Financial Reporting Standards (IFRS).

The financial statements, which are presented in Singapore Dollar (S$), have been prepared on an historical cost basis except as disclosed in the accounting policies below.

(a) Principles of consolidation The consolidated financial statements incorporate the financial statements of the Company and entities controlled by the Company (“Group”). Control is achieved when the Company:

• has power over the investee;

• is exposed, or has rights, to variable returns from its involvement with the investee; and

• has the ability to use its power to affect its returns.

The Company reassesses whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of the three elements listed above.

When the Company has less than a majority of the voting rights of an investee, it has the power over the investee when the voting rights are sufficient to give it the practical ability to direct the relevant activities of the investee unilaterally. The Company considers all relevant facts and circumstances in assessing whether the Company’s voting rights are suf-ficient to give it power, including:

• the size of the Company’s holding of voting rights relative to the size and dispersion of holdings of the other vote holders;

• potential voting rights held by the Company, other vote holders or other parties, rights arising from other con-tractual arrangements; and

• any additional facts and circumstances that indicate that the Company has, or does not have, the current ability to direct the relevant activities at the time that decisions need to be made, including voting patterns at previous shareholder meetings.

Consolidation of a subsidiary begins when the Company obtains control over the subsidiary and ceases when the Com-pany loses control of the subsidiary. Specifically, income and expenses of a subsidiary acquired or disposed of during the period included in the consolidated statement of profit or loss and other comprehensive income from the date the Company gains control until the date when the Company ceases to control the subsidiary.


C o A s s e t s L i m i t e d N o t e s t o t h e F i n a n c i a l S t a t e m e n t sF o r t h e y e a r e n d e d 3 0 J u n e 2 0 1 7

Profit or loss and each component of other comprehensive income are attributed to the owners of the Company and to the non-controlling interests. Total comprehensive income of subsidiaries is attributed to the owners of the Company and to the non-controlling interests even if this results in the controlling interest having a deficit balance.

When necessary, adjustments are made to the financial statements of subsidiaries to bring their accounting policies in line with the Group’s accounting policies. All intragroup assets and liabilities, equity, income, expenses and cash flows relating to transactions between members are eliminated in full on consolidation.

1 Statement of Significant Accounting Policies (continued)(b) Adoption of new and revised accounting standards

Standards and Interpretations applicable to 30 June 2017 In the period ended 30 June 2017, the directors have reviewed all of the new and revised Standards and Interpretations issued by the AASB that are relevant to the Group and effective for the current reporting period.

Standards and Interpretations in issue not yet adopted The directors have also reviewed all new Standards and Interpretations that have been issued but are not yet effective for the period ended 30 June 2018.

AASB 15 Revenue from Contracts with Customers. This standard is applicable to annual reporting periods beginning on or after 1 January 2018. The nature of the change is that an entity will recognise revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. This means that revenue will be recognised when control of goods or services is transferred, rather than on transfer of risks and rewards as is currently the case under IAS 18 Revenue. The majority of the Group’s revenue comes from Commissions earned on providing crowd funding arrangements, where the timing of the control of the service and the transfer of the risks and rewards broadly occurs at the same time. The other main component of revenue comes from interest income which outside of the scope of this Standard. Hence, the Group does not expect there to be any material impact on its consolidated financial statements resulting from the ap-plication of AASB 15.

AASB 16 Leases. This standard and its consequential amendments are applicable to annual reporting periods begin-ning on or after 1 January 2019. This Standard sets out the principles for the recognition, measurement, presentation and disclosure of leases. The objective is to ensure that lessees and lessors provide relevant information in a manner that faithfully represents those transactions.. The consolidated entity will adopt this standard and the amendments from 1 July 2019.

AASB 9 Financial Instruments. AASB 9 supersedes AASB 139 Financial instruments: Recognition and Measurement with new requirements for the classification and measurement of financial assets and liabilities, impairment of financial assets and hedge accounting. Under AASB 9, financial assets are classified into financial assets measured at fair value or at amortised cost depending on the Company’s business model for managing the financial assets and the contractual cash flow characteristics of the financial assets. Fair value gains or losses will be recognised in profit or loss except for certain equity investments, for which the Company will have a choice to recognise the gains and losses in other comprehensive income. A third measurement category has been added for debt instruments - fair value through other comprehensive income. This measurement category applies to debt instruments that meet the Solely Payments of Principal and Interest contractual cash flow characteristics test and where the Company is holding the debt instru-ment to both collect the contractual cash flows and to sell the financial assets.

AASB 9 carries forward the recognition, classification and measurement requirements for financial liabilities from AASB 139, except for financial liabilities that are designated at fair value through profit or loss, where the amount of change in fair value attributable to change in credit risk of that liability is recognised in other comprehensive income unless that would create or enlarge an accounting mismatch. In addition, AASB 9 retains the requirements in AASB 139 for de-recognition of financial assets and financial liabilities.


C o A s s e t s L i m i t e dN o t e s t o t h e F i n a n c i a l S t a t e m e n t s


AASB 9 introduces a new forward-looking impairment model based on expected credit losses to replace the incurred loss model in AASB 139. This determines the recognition of impairment provisions as well as interest revenue. For financial assets at amortised cost or fair value through other comprehensive income, the Company will now always recognise (at a minimum) 12 months of expected losses in profit or loss. Lifetime expected losses will be recognised on these assets when there is a significant increase in credit risk after initial recognition. AASB 9 also introduces a new hedge accounting model designed to allow entities to better reflect their risk management activities in their financial statements.

The Company plans to adopt AASB 9 in the financial year beginning on 1 July 2018 with retrospective effect in accor-dance with the transitional provisions. Given that the Company does not have a complex structure of different types of fi-nancial assets, and has relatively low impairment experience, the directors have assessed that the opening accumulated losses at 1 July 2018 will increase by circa S$300,000, equating to the 12 month expected losses on un-impaired loans and advances as at 30 June 2017. Predominantly, the Company has Loans and advances with terms less than one year, hence there is an immaterial difference between ‘Life time expected losses’ and ‘12 month expected losses’.

1 Statement of Significant Accounting Policies (continued) (c) Income Tax

The charge for current income tax expense is based on the result for the year adjusted for any non-assessable or disal-lowed items. It is calculated using tax rates that have been enacted or any substantially enacted at the reporting date.

Deferred tax is accounted for using the liability method in respect of temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements.

No deferred income tax will be recognised from the initial recognition of an asset or liability, excluding a business com-bination, where there is no effect on accounting or taxable profit or loss.

Deferred tax is calculated at the tax rates that are expected to apply to the period when the asset is realised or liability is settled. Deferred tax is credited in the Statement of Profit or Loss and Other Comprehensive Income except where it relates to items that may be credited directly to equity, in which case the deferred tax is adjusted directly against equity.

Deferred income tax assets are recognised to the extent that it is probable that future tax profits will be available against which deductible temporary differences can be utilised. The amount of benefits brought to account or which may be realised in the future is based on the assumption that no adverse change will occur in income taxation legislation and the anticipation that the consolidated entity will derive sufficient future assessable income to enable the benefit to be realised and comply with the conditions of deductibility imposed by the law.

Current income tax liabilities for current and prior periods are recognised at the amounts expected to be paid to the tax authorities, using the tax rates that have been enacted or substantially enacted by the balance date.

Deferred income tax assets / liabilities are recognised for all deductible taxable temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements. Deferred income tax asset is recognised to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilised. Deferred income tax assets and liabilities are measured at:

(a) the tax rates that are expected to be applied when the related deferred income tax asset is realised or the deferred income tax liability is settled based on tax rates that have been enacted or substantially enacted by the balance date; and

(b) the tax consequence that would follow from the manner in which the Company expects, at the balance date, to recover or settle the carrying amounts of its assets and liabilities.



(d) Functional currency

Items included in the financial statements are measured using the currency that best reflects the economic substance of the underlying events and circumstances relevant to the Company (the “functional currency”). The functional currency of the Group is Singapore Dollars. The functional currencies of individual group entities are set out in note 20. These financial statements are presented in Singapore Dollars (S$), since the majority of the Group’s operations take place in Singapore.

(e) Foreign currency translation

Transactions in foreign currencies are initially recorded in the functional currency by applying the exchange rates ruling at the date of the transaction.

As at balance date, the assets and liabilities are translated into the presentation currency at the rate of exchange ruling at balance date and income and expense items are translated at the average exchange rate for the period.

The exchange differences arising on translation are taken directly to a separate component of equity, being recognised in the foreign currency translation reserve.

(f) Revenue recognition

Revenue is measured at the fair value of the consideration received or receivable for the sale of goods and services rendered in the ordinary course of business. Revenue is recognised to the extent that it is probable that the economic benefits will flow to the entity and the revenue can be reliably measured. Revenue is presented, net of rebates, dis-counts and sales related taxes.

1 Statement of Significant Accounting Policies (continued)

Revenue from events and administrative fees is recognised when the services have been performed and accepted by the customers in accordance with the relevant terms and conditions of the contract.

When the Company acts in the capacity of an agent rather than as the principal in a transaction, the revenue recog-nised is the net amount of commission made by the Company. Commission income is recognised upon the completion of a transaction in which the commission relates to.

Revenue from microsite development is recognised upon passage of title to the customers which generally coincides with their delivery and acceptance.

See section (t) (i) below for the revenue recognition policy relating to interest income.

(g) Plant and Equipment

Plant and equipment are stated at cost less accumulated depreciation and impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset and costs of bringing the asset to working condition for its intended use.

Expenditure for additions, improvements and renewals, including any obligation for dismantlement, removal or restora-tion costs, are capitalised and expenditure for maintenance and repairs are charged to the statement of profit or loss and other comprehensive income. The cost of replacing part of an item of plant and equipment is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Group and its cost can be measured reliably. The costs of the day-to-day servicing of plant and equipment are recog-nised in the statement of profit or loss and other comprehensive income as incurred.




An item of plant and equipment is derecognised upon disposal or when no future economic benefits are expected from its use or disposal. Any gain or loss arising on derecognition of the asset is included in the statement of profit or loss or other comprehensive income in the period the asset is derecognised.

Depreciation of plant and equipment is calculated on the straight-line basis to write off the cost less residual value of the assets over their estimated useful lives as follows:

Computer and software 3 yearsFurniture and fittings 5 years

Fully depreciated plant and equipment are retained in the financial statements until they are no longer in use. Depre-ciation methods, useful lives and residual values are reviewed, and adjusted prospectively as appropriate, at each financial period end.

Impairment The carrying values of plant and equipment are reviewed for impairment at each balance date, with recoverable amount being estimated when events or changes in circumstances indicate that the carrying value may be impaired.

The recoverable amount of plant and equipment is the higher of fair value less costs to sell and value in use. In assess-ing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

For an asset that does not generate largely independent cash inflows, recoverable amount is determined for the cash-generating unit to which the asset belongs, unless the asset’s value in use can be estimated to approximate fair value.


An impairment exists when the carrying value of an asset or cash-generating unit exceeds its estimated recoverable amount. The asset or cash-generating unit is then written down to its recoverable amount. For plant and equipment, impairment losses are recognised in the statement of profit or loss and other comprehensive income in the cost of sales line item.

(h) Intangible assets Intangible assets acquired separately are measured initially at cost. The cost of intangible assets acquired in a business combination is their fair value as at the date of acquisition. Following initial acquisition, intangible assets are carried at cost less any accumulated amortisation and any accumulated impairment losses. Internally generated intangible as-sets, excluding capitalised development costs, are not capitalised and expenditure is reflected in the statement of profit or loss and other comprehensive income in the period in which the expenditure is incurred. The useful lives of intangible assets are assessed as either finite or indefinite.

Intangible assets with finite useful lives are amortised over the estimated useful lives and assessed for impairment whenever there is an indication that the intangible asset may be impaired. The amortisation period and the amortisation method are reviewed at least at each financial period end. Changes in the expected useful life or the expected pattern of consumption of future economic benefits embodied in the asset is accounted for by changing the amortisation period or method, as appropriate, and are treated as changes in accounting estimates. The amortisation expense on intangible assets with finite useful lives is recognised in the statement of profit or loss and other comprehensive income in the expense category consistent with the function of the intangible asset.



Research and development costs of crowdfunding platform

Research costs are expensed as incurred. Deferred development costs arising from development expenditures on an individual project are recognised as an intangible asset when the Group can demonstrate the technical feasibility of completing the intangible asset so that it will be available for use or sale, its intention to complete and its ability to use or sell the asset, how the asset will generate future economic benefits, the availability of resources to complete and the ability to measure reliably the expenditures during the development.

Following initial recognition of the deferred development costs as an intangible asset, it is carried at cost less accumu-lated amortisation and any accumulated impairment losses. Amortisation of the intangible asset begins when devel-opment is complete and the asset is available for use. Deferred development costs have a finite useful life and are amortised over the period of expected sales from the related project of 5 years on a straight line basis.

At each reporting date, the Company reviews the carrying values of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the as-set’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the Statement of Profit or Loss and Other Comprehensive Income.

Impairment testing is performed annually for goodwill and intangible assets with indefinite lives. Where it is not possible to estimate the recoverable amount of an individual asset, the Group estimates the recoverable amount of the cash-generating unit to which the asset belongs.

(i) Trade and other receivables

Trade receivables are measured on initial recognition at fair value and are subsequently measured at amortised cost using the effective interest rate method. Appropriate bad and doubtful debts for estimated irrecoverable amounts are recognised in the statement of profit or loss and other comprehensive income when there is objective evidence that the asset is impaired. The bad and doubtful debts recognised is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the effective interest rate computed subse-quent to initial recognition.


(j) Cash and Cash Equivalents

Cash and cash equivalents include cash on hand, deposits held at call with banks and other short-term highly liquid instruments with original maturities of three months or less.

(k) Trade and other payables

Trade payables and other payables are carried at amortised costs and represent liabilities for goods and services pro-vided to the Group prior to the end of the financial period that are unpaid and arise when the Group becomes obliged to make future payments in respect of the purchase of these goods and services. Trade and other payables are presented as current liabilities unless payment is not due within 12 months.

(l) Issued Capital

Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds.




(m) Earnings/loss per share

(i) Basic earnings/loss per share

Basic earnings per share is calculated by dividing the profit/loss attributable to equity holders of the Company, excluding any costs of servicing equity other than ordinary shares, by the weighted average number of ordinary shares outstanding during the financial period, adjusted for the bonus elements in ordinary shares issued during the period.

(ii) Diluted earnings/loss per share

Diluted earnings/loss per share adjusts the figures used in the determination of basic earnings/loss per share to take into account the after income tax effect of interest and other financing costs associated with dilutive potential ordinary shares and by the weighted average number of shares assumed to have been issued for no consideration in relation to dilutive potential ordinary shares.

(n) Borrowing Costs

Borrowing costs directly attributable to the acquisition, construction or production of assets that necessarily take a sub-stantial period of time to prepare for the intended use or sale, are added to the cost of those assets, until such time as the assets are substantially ready for their intended use or sale. All other borrowing costs are recognised in expense in the period in which they are incurred.

(o) Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office/Inland Revenue Authority of Singapore. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the statement of financial position are shown exclusive of GST.

Cash flows are presented in the statement of cash flows on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(p) Segment Reporting

Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating deci-sion maker. The chief operating decision maker, which is responsible for allocating resources and assessing performance of the operating segments, has been identified as the Board of Directors.


(q) Share-based Payment Transactions

Under AASB 2 Share-based Payment, the Group must recognise the fair value of options granted to directors, employees and consultants as remuneration as an expense on a pro-rata basis over the vesting period in the statement of profit or loss and other comprehensive income with a corresponding adjustment to equity.

The Group can provide benefits to employees (including directors) of the Group in the form of share based payment transactions, whereby employees render services in exchange for shares or rights over shares (“equity-settled transac-tions”).

The cost of these equity-settled transactions with employees (including directors) is measured by reference to fair value at the date they are granted. The fair value is determined using the Black Scholes option pricing model.



(r) Critical Accounting Estimates and Judgments

The directors evaluate estimates and judgments incorporated into the financial report based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally by the Company.

The preparation of a financial report in conformity with Australian Accounting Standards requires management to make judgments, estimates and assumptions that affect the application of policies and reported amounts of assets and liabili-ties, income and expenses.

The estimates and associated assumptions are based on historical experience and various other factors that are be-lieved to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources.

Actual results may differ from these estimates. These accounting policies have been consistently applied by each entity in the consolidated entity.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the year in which the estimate is revised if the revision affects only that year or in the year of the revision and future years if the revision affects both current and future years.

In particular, information about significant areas of estimation uncertainty and critical judgments in applying accounting policies that have the most significant effect on the amount recognised in the financial statements are described in the following notes:

Share-based payment arrangements The Group measures the cost of equity settled share based payments at fair value at the grant date using the Black-Scholes model taking into account the exercise price, the term of the option, the impact of dilution, the share price at grant date, the expected volatility of the underlying share, the expected dividend yield and risk free interest rate for the term of the option.

Impairment The Group assesses impairment at each reporting date by evaluating conditions specific to the Company that may lead to impairment of assets. Where an impairment trigger exists, the recoverable amount of the asset is determined.

The Group follows the guidance of AASB 136 Impairment of assets and AASB 139 Financial instruments: recognition and measurement on determining whether financial assets are impaired. This determination requires significant judge-ment. The Company evaluates, among other factors, the duration and extent to which the fair value of the financial as-sets are less than their cost and the financial health of and near-term business outlook for the financial assets, including factors such as industry and sector performance, changes in technology and operational and financing cash flows.


Allowance for impairment loss on receivables and loans and advances The management establishes allowance for impairment loss on loans and receivables on a case-by-case basis when they believe that payment of amounts owed is unlikely to occur. In establishing this allowance, the management consid-ers its historical experience and changes to its customers’ financial position. If the financial conditions of the customers were to deteriorate, resulting in impairment of their ability to make the required payments, additional allowance may be required.




Consolidation of Chinese JV CoAssets owns 40% of the joint venture entity Fujian Shanding Network Technology Co. Ltd, with the partner Fujian Yaosheng Zichan owning 60%. CoAssets is considered to have the ability to exercise control over the joint venture entity through majority Board representation, control of relevant activities and the use of CoAssets’ own platform and therefore has consolidated the financial statements of the joint venture entity in the group financial statements.

(s) Parent entity financial information

The financial information for the parent entity, CoAssets Limited, disclosed in Note 24 has been prepared on the same basis as the consolidated financial statements.

(t) Financial assets

The Company classifies its financial assets as loans and receivables or available for sale financial assets, dependent on their purpose. The management determines the classification of the financial assets at initial recognition and re-evaluates this designation at the end of the reporting period, where allowed and appropriate.

(i) Loans and advances

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. Loans and receivables are classified within “trade and other receivables” and “Loans and advances” on the statement of financial position.

Recognition and derecognition Financial assets are recognised on the statement of financial position when, and only when, the Company becomes a party to the contractual provisions of the financial instruments.

Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Company has transferred substantially all risks and rewards of ownership. On derecognition of a financial asset, the difference between the carrying amount and the net consideration proceed is recognised in profit or loss.

Initial and subsequent measurement Financial assets are initially recognised at fair value plus in the case of financial assets not at fair value through profit or toss, directly attributable transaction costs. After initial recognition, loans and receivables are carried at amortised cost using the effective interest method, less impairment loss, if any.

The effective interest method is a method of calculating the amortised cost of a financial instrument and of allocating in-terest income or expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts or payments through the expected life of the financial instrument, or where appropriate, a shorter period, to the net carrying amount of the financial instrument. Income and expense are recognised on an effective inter-est basis for debt instruments other than those financial instruments at fair value through profit or loss.

(ii) Available for sale financial assets

Investments are designated as available-for-sale financial assets if they do not have fixed maturities and fixed or deter-minable payment, and management intends to hold them for the medium to long term.

2 Segment Information

The Group operates in one industry, operating a real estate crowdfunding and advertising platform. The Group primarily operated in one geographical segment, that being Singapore. The chief operating decision maker, which is responsible for allocating resources and assessing performance of the operating segment, has been identified as the Board of Directors. Intersegment pricing is on an “arms-length” basis.



2017Singapore China Other Total

2017 2017 2017 2017S$ S$ S$ S$

Total segment revenue 534,751 172,761 31,837 731,349Interest Expense (270,346) - - (270,346)Operating expenses (4,287,074) (444,433) (1,469,425) (6,200,932)Allowance for impairment (585,387) - - (585,387)Depreciation and amortisation (94,100) (5,656) (179) (99,935)Segment result (4,702,156) (277,328) (1,445,767) (6,425,251)Income tax expense - - - -Net profit (loss) (4,702,156) (277,328) (1,445,767) (6,425,251)

Balance SheetSegment assets 8,227,831 900,188 1,468,534 10,596,553Segment liabilities (5,635,784) (10,750) (140,129) 5,786,663

Prior Year Singapore China Other Total2016 2016 2016 2016S$ S$ S$ S$

Total segment revenue 2,491,516 4,296 15,958 2,511,770Interest Expense (54,958) - - (54,958)Operating expenses (3,496,463) (122,561) (1,243,122) (4,862,146)Allowance for impairment (288,340) - - (288,340)Depreciation and amortisation (54,958) (909) 2,215 (53,652)Segment result (1,403,203) (119,174) (1,224,949) (2,747,326)Income tax expense -Net profit (loss) (1,403,203) (119,174) (1,224,949) (2,747,326)

Balance SheetSegment assets 6,868,518 157,125 3,932,997 10,958,640Segment liabilities (7,315,685) (14,779) (455,989) (7,786,453)

3 Revenue from continuing operations 30/06/17 30/06/16S$ S$

Interest income 390,483 253,468Crowdfunding income 233,045 568,561Other income 107,821 1,689,741

731,349 2,511,770




4 Operating ExpensesS$ S$

Advertising and marketing 221,936 362,753 Consulting fees 370,982 582,717Directors’ fees and remuneration 267,792 621,102 Employee benefits expense 2,786,382 1,200,972Events expenses 292,615 464,020Legal and professional fees 360,190 199,049 Training expenses 5,958 136,808 Audit Fee 67,357 76,577Copyright - 673 Administrative expenses 63,146 107,482 Rental of premises 360,966 160,531 Internet, website and software maintenance 266,475 198,460 Travelling and transport 229,215 172,502 Other operating costs 907,918 578,500

6,200,932 4,862,146

5 Income Tax

The tax expense / (benefit) on profit / (loss) before income tax differs from the amount that would arise using the Singapore standard rate of income tax as follows:

30/06/17 30/06/16S$ S$

Loss before income tax (6,425,251) (2,747,326)

Tax calculated at a tax rate of 30% (2015: 30%)1 (1,927,575) (824,198)Effects of:- Expenses not deductible for tax purposes - 70,327- Income not taxable for tax purpose - (23,694)- Deferred tax benefit not recognised 1,394,202 458,094Effect of overseas tax rates (various rates) 533,373 319,471Total income tax expense - -

The franking account balance at the year end was $nilDeferred tax assets and liabilities not recognised relate to the following:



Deferred tax assets Tax losses 1,394,202 460,064Other temporary differences - 3,351Net deferred tax assets 1,394,202 463,415

1 Corporate tax rate in Australia

6 Cash and Other Financial Assets30/6/17 30/6/16

S$ S$Cash and cash equivalents 1,942,997 4,752,397

The Group’s exposure to interest rate risk is discussed in note 16. The maximum exposure to credit risk at the end of the reporting period is the carrying amount of cash at bank and on hand.

7 Trade and Other Receivables 30/6/17 30/6/16S$ S$

Trade receivables 623,949 1,375,320Allowance for Impairment loss (586,850) (223,340)

37,099 1,151,980Other receivables (i) 1,126,403 3,386,472

1,163,501 4,538,452

(i) Other Receivables 30/6/17 30/6/16S$ S$

Application funds held in trust (note 21) - 2,730,594Third parties 801,570 271,617Interest receivables 110,655 76,815Prepayments 7,889 193,460Related parties - 12,316Advance payment to suppliers 45,049 35,330Deposits 161,240 66,340

1,126,403 3,386,472

Trade receivables are unsecured, non-interest bearing and generally on 7 to 360 (2015: 7 to 30) days’ credit terms.




8 Financial Assets

(a) Loans and advances - secured

30/06/17 30/06/16S$ S$

Balance at beginning of financial year/period 1,328,728 -Loans and advances made(i) 6,259,320 2,808,728Redemption of loans and advances (1,316,127) (1,480,000)Balance at end of financial year/period 6,271,921 1,328,728Impairment provision held against loans and advances (255,148) (65,000)

6,016,773 1,263,728

Repayable within 1 year 5,534,087 1,263,728Repayable after 1 year 482,686 -Total net of impairment provisions 6,016,773 1,263,728

As at 30 June 2017, the unquoted debt securities had effective interest rates ranging from 4% to 40% and maturity period ranging from 3 to 12 months. The loans and advances made are secured by various means, mostly by the project assets to which the loan relates.

As at 30 June 2017, there were loans and advances of S$74,077 which exceeded the agreed matured period. However, the Company granted extension of repayment for periods between 2 to 3 months as at or subsequent to the end of the reporting period.

(b) Available for sale financial assets - Investments

30/06/17 30/06/16

S$ S$Investment in Unquoted equity securities – At fair valueInvestment in Fintech Pte Ltd (i) 935,947 -Investment in Da Xian Bing (ii) 203,500 -

1,139,447 -

(i) On 15 May 2017 CoAssets issued 6,016,671 ordinary shares to acquire 10.8% of the share capital of Fintech Pte Ltd. The fair value of the CoAssets shares, based on the quoted market price and exchange rate on that day, was $935,947. Given the short period of time since this transaction, the directors’ valuation of the holding of Fintech equity securities is not expected to have changed materially from the fair value of the CoAssets shares issued on the day of acquisition.

(ii) On 23 January 2017 CoAssets subsidiary entered into a contract to purchase 10% of the share capital of Da Xian Bing for a cash consideration of RMB1m (S$203,500). Given the short period of time since this transaction, the directors’ valuation of the holding of Da Xian Bing is not expected to have changed materially from the fair value of the cash consideration.



9 Plant and Equipment

ComputerFurniture

and fittings

Renovation and

improvement TotalS$ S$ S$ S$

Cost Balance at 30 June 2015 30,375 233 - 30,608Additions 83,289 18,097 113,700 215,086Balance at 30 June 2016

113,664

18,330 113,700 245,694Additions 15,536 581 16,116Other movements (1,779) (1,779)Balance at 30 June 2017 127,420 18,911 113,700 260,031

Accumulated depreciationBalance at 30 June 2015 15,269 94 - 15,363Depreciation charge for the financial period 21,943 1,280 3,800 27,023Balance at 30 June 2016 37,212 1,374 3,800 42,386Depreciation charge for the financial period 36,569 4,180 22,740 63,489Other movements (1,507) (1,507)Balance at 30 June 2017 72,273 5,554 26,540 104,368

Net carrying amountAs at 30 June 2017 55,147 13,356 87,160 155,663As at 30 June 2016 76,452 16,956 109,900 203,308

10 Intangible assetsCrowdfunding

platformComputer software Total

S$ S$ S$Cost Balance at 30 June 2016 158,718 78,999 237,717Additions 2,256 8,416 10,672Other movements 4,902 - 4,902Balance at 30 June 2017 165,876 87,415 253,291

Accumulated amortisationBalance at 30 June 2016 31,333 5,629 36,962Amortisation charge during the period 19,279 17,167 36,446Other movements 1,711 1,711Balance at 30 June 2017 52,323 22,796 75,119




Net carrying valueAs at 30 June 2017 113,553 64,619 178,172As at 30 June 2016 127,385 73,370 200,755

11 Trade and Other Payables 30/6/17 30/6/16S$ S$

Trade and other payables – third parties 596,039 862,363Investor deposits 341,072 -Application funds held (a) - 5,965,831Accruals 146,096 157,161

1,083,207 6,985,355

Amounts due to investors bear interest at the rate of 3% to 10% (2015: Nil%) per annum and maturity period ranging from 3 to 12 months (2015: Nil).

Refer to note 16 for the Company’s risk management policy. All amounts are expected to be settled within 12 months.

(a) Application funds held represented total funds received for shares unissued at 30 June relating to the capital rais-ing that was in progress at that time.

12 Issued Capital30/6/17 30/6/16

Share capital S$ S$Fully paid ordinary shares (a), (b) 14,739,710 5,824,675

(a) Movement in shares - period ended 30 June 2017(1) Fully paid ordinary shares Date 2017

No.2017 S$

Opening balance 150,148,594 5,824,675Issuance of shares 5/9/16 16,345,778 6,742,372Conversion of performance rights 16/9/16 982,500 300,915Shares issued for acquisition (note 8(b)) 15/5/17 6,016,671 935,947Equity raising costs (294,919)Closing balance 30/6/2017 173,493,543 13,508,990

(b) Movement in shares - period ended 30 June 2016(1) Fully paid ordinary shares Date 2016

No.2016 S$

Opening balance 1/7/15 130,630,010 1,189,001Placement 26/10/15 8,500,000 1,754,910 Placement 19/11/15 5,000,500 1,032,403



Placement 1/03/16 6,018,084 2,114,692 Equity raising costs - (266,330)Closing balance 30/6/2016 150,148,594 5,824,675

Ordinary shares participate in dividends and the proceeds on winding up of the parent entity in proportion to the number of shares held. At shareholders’ meetings each ordinary share is entitled to one vote when a poll is called, otherwise each shareholder has one vote on a show of hands.

(c) Movement in performance rights - period ended 30 June 2017Date

2017 No.

2017 S$

Opening balance 30/6/16 6,550,000 -Vested, shares issued 16/9/16 (962,500) -Lapsed 16/9/16 537,500 - Closing balance 30/6/2017 5,050,000 -

A share based payment was recognised during the period ending 30 June 2016 for the vested performance rights above, as at that time the group expected to meet the minimum raising requirements.

13 Loss Per Share 30/06/17 30/06/16No. No.

Weighted average number of shares used as the denominator:Weighted average number of ordinary shares used as the denominator in calculating basic loss per share 165,088,679 141,469,189Weighted average number of ordinary shares used as the denominator in calculating diluted loss per share 165,088,679 141,469,189

Reconciliation of profit / (loss) used in calculating loss per share: 30/06/17 30/06/16

S$ S$Basic loss per share from continuing operations: (0.038) (0.019)Net loss from continuing operations (6,258,854) (2,675,822)

14 Reserves 30/6/17 30/6/16 S$ S$

Share Based Payment Reserve - 300,915Foreign currency translation reserve (26,990) (89,152)

(26,990) 211,763

Share Based Payment Reserve2017

S$

2016

S$Balance at beginning of the period 300,915 -Performance shares recognised during the period - 300,915




Transfer to share capital on issuance of Performance shares (300,915)Balance at end of the period - 300,915

Foreign Currency Translation Reserve2017 S$

2016 S$

Balance at beginning of the period (87,859) (1,293)Reserve arising on translation of foreign subsidiaries 68,058 (86,566)Non-controlling interest share of translation (5,896) (86,566)Balance at end of the period (26,990) (87,859)

Nature and purpose of ReservesForeign currency translation The foreign currency translation reserve is used to record exchange differences arising from the translation of the finan-cial statements of foreign subsidiaries. It is also used to record the effect of hedging net investments in foreign opera-tions.

Share based payments

The share based payments reserve is used to recognise:

The fair value of options issued to employees and consultants but not exercised

The fair value of shares issues to employees

The fair value of performance shares issued to employees

15 Borrowings

2017 2016 S$ S$

Borrowings 4,703,456 793,378

Borrowings have terms of 3 to 12 months with applicable interest rates of 7 to 12%

16 Financial Risk Management Policy

The Group is exposed to financial risks arising from its operations and the use of financial instruments. The key financial risks include credit risk, market risk (including currency risk, interest rate risk and price risk) and liquidity risk. The direc-tors carried out their financial risks management in accordance with established policies and procedures.

The following sections provide the Group’s exposure to the above-mentioned financial risks and the objectives, poli-cies and processes for the management of these risks.



(a) Market risk

(i) Currency risk

The Group’s exposure to foreign currency risk arises on financial assets and liabilities recognised at the end of the reporting period whereby a future change in foreign exchange rates will affect future cash flows or the fair value of financial instruments. The financial instruments that expose the Group to foreign currency risk are limited to cash and cash equivalents held in currencies other than Singapore Dollars.

Foreign exchange risk arises from future commercial transactions and recognised assets and liabilities that are denominated in a currency that is not the consolidated entity’s functional currency.

The Group did not have any formal policies in place regarding currency risk during the year as it was not considered significant. This will be monitored as appropriate going forward and introduced as necessary.

(ii) Interest rate risk

The Group is not exposed to material interest rate risk as all material interest-bearing assets and liabilities have fixed rates and have maturities of a similar short-term nature.

(b) Credit risk

Credit risk refers to the risk that counterparty will default on its contractual obligations resulting in a loss to the Company. The Company has adopted a policy of only dealing with creditworthy counterparties as a means of mitigating the risk of financial loss from defaults. The Company performs ongoing credit evaluation of its counterparties’ financial condition and generally do not require a collateral.

As at 30 June 2017, the Company had 4 credit exposures exceeding S$0.5m, arising from loans and advances. (2016: nil).

The carrying amounts of financial assets recorded in the financial statements, grossed up for any allowances for losses, represent the Company’s maximum exposure to credit risk.

The Company’s major classes of financial assets are cash and cash equivalents, trade and other receivables and loans and advances. Cash and cash equivalents are mainly deposit with reputable bank with minimum risk of default. Trade receivables that are neither past due nor impaired are substantially creditworthy debtors with collection track record with the Company.

All impaired trade receivables ($586,850) and loans and advances ($255,148) are 100% provided for and are past due over 3 months. The comparative figures are as follows:

ImpairedPast due but not impaired

2016 2016S$ S$

Past due less than 1 month 25,000 178,460Past due 1 to 2 months - 25,000Past due 2 to 3 months 71,500 137,060Past due over 3 months 296,698 302,048




The credit quality of financial assets that are neither past due nor impaired has been assessed by reference to external credit ratings (if available), by reference to the Group’s internal assessment process – ‘CoAssets Risk assessment model’ (CRAM) scoring, or directly by the Group’s Executive Committee with respect to counterparty default history.

2017 2016The counterparties with external credit rating were: S$ S$Cash and cash equivalents – ‘AA’ S&P Rating 1,942,997 4,752,397

Counterparties without external credit rating:Directly Assessed by Executive Committee -History of default 499,810 -No history of default 4,862,320 1,263,728High Risk (CRAM <45) 14,400 -Medium Risk (CRAM 45 – 54) 200,567 -Low Risk (CRAM >55) 439,676 -

6,016,773 1,263,728

(c) Liquidity risk

Liquidity risk is a risk that the Group will encounter difficulty in meeting financial obligations due to shortage of funds. The Group’s exposure to liquidity risk arises primarily from mismatches of loan repayment and borrowing repayment timing. The Group’s objective is to maintain a balance between funding and financing by managing the maturity profiles and car-rying sufficient cash balances.

The Group’s liquidity risk management policy is to maintain sufficient liquid financial assets to pay for liabilities that are due in the next six months. The table below summarises the maturity profile of the Group’s financial liabilities at the bal-ance date based on contractual payments:

30/6/17 30/6/16S$ S$

One year or less

One year or less

Trade and other payables – third parties 596,039 862,363Amounts due to investors 341,072 793,378Application funds held (note 24) - 5,965,831Accruals 146,096 157,161

1,083,207 7,778,733

17 Remuneration of Auditor 2017 2016

S$ S$Audit ServicesBDO (WA) Pty Ltd 22,790 20,100Other entities related to BDO (WA) Pty Ltd auditors 22,122 30,000Non related entities - 22,000



Non-Audit Services

BDO (WA) Pty Ltd - preparation of an Independent Accountant’s Report and general taxation advice 4,109 13,625Total 44,912 85,725

18 Fair Values of Financial Instruments

The carrying values of all financial assets and liabilities of the Group approximate their fair values, due to the relatively short term maturity of the financial instruments measured at amortised cost; or for investments, as the carrying amounts are equal to fair value which has been determined by using the fair value hierarchy below.

Fair value hierarchy

The Group classifies assets and liabilities carried at fair value using a fair value hierarchy that reflects the significance of the inputs used in determining that value. The following table analyses financial instruments carried at fair value by the valuation method. The different levels in the hierarchy have been defined as follows:

Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities; Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices); and Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).

The Fair value of financial instruments that are not traded in an active market (for example investments in unlisted sub-sidiaries) are determined using valuation techniques. At 30 June 2017, the group only valued one investment using the fair value hierarchy, see note 8 (b)(i)

The carrying amounts are estimated to approximate fair values of financial assets and financial liabilities as follows:

30/06/17 S$

30/06/16 S$

Financial AssetsCash and cash equivalents 1,942,997 4,752,397Trade and other receivables 1,163,501 4,538,452Loans and advances 6,016,773 1,263,728Investments 1,139,447 -Total Financial Assets 10,262,718 10,554,577

Financial LiabilitiesBorrowings 4,703,456 793,378Trade and other financial liabilities 1,083,207 6,993,075Total financial liabilities 5,786,663 7,786,453

The methods and assumptions used to estimate the fair value of financial instruments are outlined below:

Cash/financial liabilities and loans The carrying amount is fair value due to the short term or liquid nature of these assets. Receivables/payables Due to their short-term nature, the carrying amount of the current receivables and current payables is assumed to ap-




proximate their fair value. Investment The method of determining the fair value of investments is set out in note 8 (b)

19 Related Parties

Key management personnel compensation

The key management personnel compensation is as follows:

2017 2016S$ S$

Short-term benefits 740,339 273,118Post-employment benefits 49,169 26,649Share-based payments - 393,668

789,508 693,435

Transactions with directors, key management personnel and their related entitiesOther than the above, there were no transactions during the period with related entities. In the previous period, transac-tions occurred between COPA-SPV Pte Ltd, Ascendant Assets Pte Ltd and the Company. These entites are no longer related parties.

There were no loans made to key management personnel during the period.

20 Subsidiaries and non-controlling interests

(a) Subsidiaries The consolidated financial statements incorporate the assets, liabilities and results of the following subsidiaries:

Name of entity

Country of Incorpora-

tion

Class of shares

Equity holding

2017

Equity holding

2016

Functional-Currency

CoAssets Pte Ltd Singapore Ordinary 100% 100% Singapore $CoAssets International Pte Ltd Singapore Ordinary 100% 100% Singapore $CoAssets Real Estate Pte Ltd Singapore Ordinary 100% - Singapore $CoAssets Sdn Bhd Malaysia Ordinary 100% 100% Malaysian

RingitFujian Shanding Network Technology Co. Ltd

China Ordinary 40% 40% Chinese Yuan

RenminbiCoAssets Australia Pty Ltd Australia Ordinary 100% 100% Australian $



(b) Non-controlling interests

The group has only one subsidiary which has non-controlling interests; summarised financial information is set out below before intercompany eliminations.

Fujian Shanding Network Technology Co. Ltd 30/06/17 30/06/16S$ S$

Summarised statement of financial positionCash and cash equivalents 70,635 143,922Trade and other receivables 816,569 1,724Property, Plant and Equipment 12,984 11,479Total Assets 900,188 157,125Current Liabilities 10,750 14,779Non-current Liabilities - -Total Liabilities 10,750 14,779Net Assets 889,439 142,346Accumulated NCI 533,663 85,408

Summarised statement of profit or loss and other comprehensive incomeRevenue 172,760 4,296Profit/(Loss) for the period (277,328) (119,174)Other comprehensive income 5,896 -Total comprehensive income (300,190) (119,174)Total Comprehensive income allocated to NCI (160,501) (71,504)Dividend paid to NCI - -

Summarised cash flowsCash flows from operating activities (1,109,153) (105,257)Cash flows from investing activities (7,025) 91,605Cash flows from financing activities 1,040,000 154,172Effects of foreign exchange 2,891 3,402Net (decrease) /increase in cash and cash equivalents (73,287) 143,922

21 Notes to cash flow statement

1/7/16 to 30/6/17 S$

1/7/15 to 30/6/16 S$

Reconciliation of Profit/loss to Operating cash flow Profit/(Loss) before income tax (6,425,251) (2,747,326) Adjustments for: Impairment loss provisioning 585,387 318,515 Depreciation and amortisation 99,935 53,604 Interest expense 270,346 54,958




Interest income (387,356) (237,482) Share based payments - 300,513 Operating cash flows before working capital changes (5,856,939) (2,257,218)

Working capital changes: Trade and other receivables 270,877 (1,658,703) Non-trade payables (306,153) 1,407,534

Other working capital changes 3,929 (206,780)Cash absorbed by operations, representing net cash used in op-

erating activities (5,888,286) (2,715,167)

22 Contingent Liabilities

There are no contingent liabilities at 30 June 2017 and 30 June 2016.

23 Commitments for Expenditure

There are no commitments at 30 June 2017 and 30 June 2016.

24 Events Subsequent to Reporting Date

Other than the matter noted below, in the opinion of the directors, there has not arisen in the interval between the end of the financial year and the date of the report any matter or circumstance that has significantly affected, or may significantly affect the Consolidated Group’s operations, results or the state of affairs in future financial years:

On 28 July 2017, the company issued 1,100,043 shares and 2,200,095 performance rights to eligible employees. The terms of these performance rights are set out in the Company’s ASX announcement. In accordance with AASB 2.14, the impact of these share based payments are recognised on grant date.

As at the date of this report, $1,367,000 of borrowings with maturity dates after 30 June 2017 had already been rolled-over by our financiers, which continues to provide a good funding source for the Group.

25 Parent entity disclosureThe statement of financial position of the parent company CoAssets Limited as at 30 June 2016, and the loss for the period then ended, is set out below.

Financial Position 30/6/17 30/6/16S$ S$

Cash and Cash Equivalents 245,988 753,449 Trade and other receivables 6,483 7,606,766 Total current assets 252,471 8,360,215 Intercompany loans 3,752,072 -Investments in subsidiaries 870,964 -Other non-current assets 62,076 1,243,927 Total non-current Assets 4,715,112 1,243,927TOTAL ASSETS 4,937,583 9,604,142



Trade and other payables 127,693 6,431,955Total current liabilities 127,693 6,431,955NET ASSETS 4,809,890 3,172,187

Issued capital 13,508,990 5,824,675Reserves 355,168 204,329Accumulated losses (9,054,268) (2,856,817)TOTAL EQUITY 4,809,890 3,172,187

Financial Performance 30/6/17 S$

30/6/16 S$

Loss for the period (6,197,451) (1,002,107)Other comprehensive income (23,260) -Total comprehensive loss (6,220,711) (1,002,107)

The parent entity has no commitments or contingent liabilities at period end (2016: none).

26 Share Based Payments

The Group provides benefits to Directors in the form of share-based payment transactions, where performance shares are issued as an incentive to improve Director and shareholder goal congruence. The expiry date of the performance shares outstanding at the reporting date varies, as shown in the details below.

Performance shares carry no dividend or voting rights. When each performance condition is satisfied, each performance share is converted in to one ordinary share of the Company with full dividend and voting rights. Set out below is a sum-mary of the performance shares movements during the year:


Vested during the period

Lapsed during the period


Performance Rights DirectorsGetty Goh 2,000,000 262,000 138,000 1,600,000Huan Kiat Seh 2,000,000 262,000 138,000 1,600,000Nicholas Ong (i) 800,000 229,250 120,750 450,000Daniel Smith (i) 1,300,000 229,250 120,750 950,000Jeffrey Chi 450,000 450,000EmployeesLawrence Lim - - -Siang Chee Chew - - -Total 6,550,000 982,500 517,500 5,050,000




26 Share Based Payments (continued)

Details of the performance shares outstanding at 30 June 2016 are as follows:

Tranche Number Grant Date At start of

periodVested Number

Lapsed Number

At end of period Probability* Share

Price1 30/11/2015 1,500,000 962,500 517,500 -2 30/11/2015 1,050,000 - - 1,050,000 0% $0.403 30/11/2015 1,300,000 - - 1,300,000 0% $0.404 30/11/2015 1,400,000 - - 1,400,000 0% $0.405 30/11/2015 1,300,000 - - 1,300,000 0% $0.40

*Prudent Director assessment of the probability of the milestones being achieved.

(6) These rights were to vest upon the Company successfully listing on the ASX with a minimum A$5m raising and up to A$10m. The share based payment expense was recorded in the period ending 30 June 2016 and subsequent to year end, the shares were issued to Directors.

(7) These shares are to be issued upon achievement of $10,000,000 project funding in China or Australia (over a 12 month period). The granted number of shares is attributable to the Directors in the following split:

Getty Goh Te-Win 350,000Seh-Huan Kiat 350,000Daniel Smith 350,000



(9) These shares are to be issued upon the achievement of greater than $1,000,000 EBITDA in any 12 month period.






DIRECTORS’ DECLARATION

PAGE 67

Directors’ Declaration

In the opinion of the Directors of CoAssets Limited (the “Company”):

1. The attached consolidated financial statements, notes thereto and the additional disclosures included in the Directors’ Report designated as audited are in accordance with the Corporations Act 2001, including:

(a) complying with Australian Accounting Standards, the Corporations Regulations 2001 and other mandatory professional reporting requirements;

(b) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2017 and of its performance for the financial year ended on that date; and

(c) the financial statements also complies with International Financial Reporting Standards as disclosed in note 2(a) to the financial statements.

2. There are reasonable grounds to believe that the consolidated entity will be able to pay its debts as and when they become due and payable.

This declaration has been made after receiving the declarations required to be made to the Directors in accordance with sections 295A of the Corporations Act 2001 for the financial year ended 30 June 2017.

Getty GohDirector Singapore31 August 2017

C o A s s e t s L i m i t e dD i r e c t o r s ’ D e c l a r a t i o nF o r t h e p e r i o d e n d e d 3 0 J u n e 2 0 1 7

6 8D I R E C T O R S ’ D E C L A R A T I O N

6 9

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS

PAGE 69

38 Station StreetSubiaco, WA 6008PO Box 700 West Perth WA 6872Australia

Tel: +61 8 6382 4600Fax: +61 8 6382 4601www.bdo.com.au

BDO Audit (WA) Pty Ltd ABN 79 112 284 787 is a member of a national association of independent entities which are all members of BDO Australia Ltd ABN77 050 110 275, an Australian company limited by guarantee. BDO Audit (WA) Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UKcompany limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved underProfessional Standards Legislation, other than for the acts or omissions of financial services licensees.

INDEPENDENT AUDITOR'S REPORT

To the members of CoAssets Limited

Report on the Audit of the Financial Report

Opinion

We have audited the financial report of CoAssets Limited (the Company) and its subsidiaries (theGroup), which comprises the consolidated statement of financial position as at 30 June 2017, theconsolidated statement of profit or loss and other comprehensive income, the consolidated statementof changes in equity and the consolidated statement of cash flows for the year then ended, and notesto the financial report, including a summary of significant accounting policies and the directors’declaration.

In our opinion the accompanying financial report of the Group, is in accordance with the CorporationsAct 2001, including:

(i) Giving a true and fair view of the Group’s financial position as at 30 June 2017 and of itsfinancial performance for the year ended on that date; and

(ii) Complying with Australian Accounting Standards and the Corporations Regulations 2001.

Basis for opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities underthose standards are further described in the Auditor’s responsibilities for the audit of the FinancialReport section of our report. We are independent of the Group in accordance with the CorporationsAct 2001 and the ethical requirements of the Accounting Professional and Ethical Standards Board’sAPES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of thefinancial report in Australia. We have also fulfilled our other ethical responsibilities in accordancewith the Code.

We confirm that the independence declaration required by the Corporations Act 2001, which has beengiven to the directors of the Company, would be in the same terms if given to the directors as at thetime of this auditor’s report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basisfor our opinion.

Key audit matters

Key audit matters are those matters that, in our professional judgement, were of most significance inour audit of the financial report of the current period. These matters were addressed in the context ofour audit of the financial report as a whole, and in forming our opinion thereon, and we do not providea separate opinion on these matters.

Recoverability of Loan and Advances

Key audit matter How the matter was addressed in our audit

Loans and advances as disclosedin notes 1(r) and 8(a) representa significant asset to the Groupas at 30 June 2017.

This area is considered a keyaudit matter due to thesignificant increase in value andsignificant managementjudgement in the application ofassumptions surrounding thecollectability of amountsincluding any security.

Our procedures included, amongst others:

Selecting a sample of balances and obtaining promissory notes tosupport the existence of those loans and advances;

Evaluating the ability of borrowers to repay, including reviewing historicpayment history and credit quality of loans and advances;

Checking, on a sample basis, that payment terms of loans and advancesrecognised at 30 June 2017 were being met subsequent to reportingdate;

Challenging management’s assumptions regarding the level ofprovisioning against the ageing loans and advances; and

Assessing the adequacy of relevant disclosures in the financial report.

Other information

The directors are responsible for the other information. The other information comprises theinformation in the Group’s annual report for the year ended 30 June 2017, but does not include thefinancial report and the auditor’s report thereon.

Our opinion on the financial report does not cover the other information and we do not express anyform of assurance conclusion thereon.

In connection with our audit of the financial report, our responsibility is to read the other informationand, in doing so, consider whether the other information is materially inconsistent with the financialreport or our knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work we have performed, we conclude that there is a material misstatement of thisother information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of the directors for the Financial Report

The directors of the Company are responsible for the preparation of the financial report that gives atrue and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001and for such internal control as the directors determine is necessary to enable the preparation of thefinancial report that gives a true and fair view and is free from material misstatement, whether due tofraud or error.

In preparing the financial report, the directors are responsible for assessing the ability of the group tocontinue as a going concern, disclosing, as applicable, matters related to going concern and using thegoing concern basis of accounting unless the directors either intend to liquidate the Group or to ceaseoperations, or has no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the Financial Report

Our objectives are to obtain reasonable assurance about whether the financial report as a whole is freefrom material misstatement, whether due to fraud or error, and to issue an auditor’s report thatincludes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that anaudit conducted in accordance with the Australian Auditing Standards will always detect a materialmisstatement when it exists. Misstatements can arise from fraud or error and are considered materialif, individually or in the aggregate, they could reasonably be expected to influence the economicdecisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at theAuditing and Assurance Standards Board website at:

http://www.auasb.gov.au/auditors_responsibilities/ar1.pdf

This description forms part of our auditor’s report.

Report on the Remuneration Report

Opinion on the Remuneration Report

We have audited the Remuneration Report included in pages 19 to 24 of the directors’ report for theyear ended 30 June 2017.

In our opinion, the Remuneration Report of CoAssets Limited, for the year ended 30 June 2017,complies with section 300A of the Corporations Act 2001.

Responsibilities

The directors of the Company are responsible for the preparation and presentation of theRemuneration Report in accordance with section 300A of the Corporations Act 2001. Our responsibilityis to express an opinion on the Remuneration Report, based on our audit conducted in accordance withAustralian Auditing Standards.

BDO Audit (WA) Pty Ltd

Phillip MurdochDirector

Perth, 31 August 2017

7 3

ASX ADDITIONAL INFORMATION

PAGE 73

SHAREHOLDER INFORMATION AS AT 28 AUGUST 2017

Shareholder Information required by the Australian Securities Exchange Limited (ASX) Listing Rules and not disclosed elsewhere in the Report is set out below.

1. A statement disclosing the extent to which the entity has followed the recommendations set by the ASX Corporate Governance Council during the reporting period; identify recommendations that have not been followed and reasons for not following them.

In accordance with the 3rd edition ASX Corporate Governance Council’s Principles and Recommendations, the FY2017 Corporate Governance Statement, as approved by the Board, is available on the Company’s website at https://coassets.com/asx/ under Corporate Governance. The Corporate Governance Statement sets out the extent to which the Company has followed the ASX Corporate Governance Council’s Recommendations during the finan-cial year ended 30 June 2017.

2. Substantial shareholders

The number of securities held by substantial shareholders and their associates as per the substantial shareholding notices lodged with the ASX are set out below:

Fully paid Ordinary Shares

Name Number of shares

Percentage Notice Date

Mr Getty Goh 45,416,810 27.28 7 September 2016

Dr Huan Kiat Seh 35,421,030 21.27 7 September 2016

Expara 15,869,970 9.54 7 September 2016

3. Number of security holders and securities on issue

CoAssets has issued the following securities:

(a) 174,593,587 fully paid ordinary shares held by 356 shareholders;

(b) 10,108,597 listed $0.65 options held by 315 option holders, exercisable before 30 May 2019;

(c) 5,050,000 performance rights issued to 5 holders with expiry dates ranging from 31 December 2017 to 31 December 2018; and

(d) 2,200,095 performance rights issued to 25 holders with expiry dates of 31 July 2018 and 31 July 2019.

4. Voting rights

Ordinary shares

The voting rights attached to ordinary shares are that on a show of hands, every member present, in person or proxy, has one vote and upon a poll, each share shall have one vote.

Options and Performance Rights

Option holders and Performance Rights holders do not have any voting rights on the securities held by them.

C o A s s e t s L i m i t e dA S X A d d i t i o n a l I n f o r m a t i o nF o r t h e f i n a n c i a l y e a r e n d e d 3 0 J u n e 2 0 1 7

7 4A S X A D D I T I O N A L I N F O R M A T I O N

5. Distribution of security holders

(a) Fully paid Ordinary Shares

Category Fully paid Ordinary shares Holders Shares %

1 - 1,000 12 4,162 0.00 1,001 - 5,000 30 99,719 0.06 5,001 - 10,000 99 662,785 0.38 10,001 - 100,000 137 5,158,213 2.95100,001 and over 78 168,668,708 96.91Total 356 174,593,587 100

CoAssets Limited ASX Additional Information For the financial year ended 30 June 2017

(b) $0.65 Options

Category $0.65 Options Holders Options %

1 - 1,000 0 0 0.00 1,001 - 5,000 175 544,824 5.39 5,001 - 10,000 86 242,250 2.40 10,001 - 100,000 83 2,449,906 24.24100,001 and over 21 6,871,617 67.98Total 322 10,108,597 100

(c) Performance Rights with expiry dates ranging from 31 December 2017 to 31 December 2018

Category Performance Rights (with expiry dates ranging from 31 December

2017 to 31 December 2018)Holders Performance

Rights%

1 - 1,000 0 0 0 1,001 - 5,000 0 0 0 5,001 - 10,000 0 0 0 10,001 - 100,000 0 0 0100,001 and over 5 5,050,000 100Total 5 5,050,000 100

C o A s s e t s L i m i t e dA S X A d d i t i o n a l I n f o r m a t i o n

F o r t h e f i n a n c i a l y e a r e n d e d 3 0 J u n e 2 0 1 7

7 5 A S X A D D I T I O N A L I N F O R M A T I O N

(d) Performance Rights with expiry dates of 31 July 2018 and 31 July 2019

Category Performance Rights (with expiry dates of 31 July 2018 and 31 July

2019)Holders Performance

Rights%

1 - 1,000 2 1,720 0.08 1,001 - 5,000 10 31,218 1.42 5,001 - 10,000 6 51,237 2.33 10,001 - 100,000 6 115,920 5.27100,001 and over 1 2,000,000 90.91Total 25 2,200,095 100

6. Unmarketable parcel of shares

The number of shareholders holding less than a marketable parcel of fully paid ordinary shares is 16 based on the Company’s closing share price of $0.30 on 28 August 2017.

The number of option holders less than a marketable parcel of $0.65 options is 294 based on the Company’s closing option price of $0.005 on 28 August 2017

7. Twenty largest shareholders of quoted equity securities

Fully paid ordinary shares Details of the 20 largest shareholders by registered shareholding:

Name No. of shares %

1 Goh Te Win Getty 45,678,810 26.162 Seh Huan Kiat 35,683,030 20.443. Citicorp Nom PL 19,371,659 11.104 Leong Teep Yhee 9,728,000 5.575 Wu Jianyu 7,504,727 4.306 Chen Xiaoqing 6,018,084 3.457 Tan Beng Ghee 4,644,300 2.668 HSBC Custody Nom Aust Ltd 3,762,000 2.159 BNP Paribas Noms PL 3,127,964 1.7910 Ong Beng Eng 2,277,000 1.3011 Chia Boon Hwi 1,980,000 1.1312 Kok Joyce Pei Li 1,932,435 1.1113 Tan Jing Thong 1,579,821 0.9014 Meng Koh Tat 1,500,000 0.8615 Sim Hui Shan 1,350,000 0.7716 Tse Tze Kim 1,275,788 0.7317 Imusictech Ltd 1,275,788 0.7318 Chi Jeffrey Chien Chuen 1,092,200 0.6319 Teong Lim Kheng + Yen L S 1,000,000 0.57



20 Chia Blossom Shuen Mei 950,000 0.54151,736,636 86.89

$0.65 Options Details of the 20 largest option holders are:

Name No. of shares %

1 Soucik Michael + Heather 1,355,000 13.402 Wu Jinayu 1,249,984 12.373. HSBC Custody Nom Aust Ltd 625,000 6.184 CPS Cap Grp PL 580,705 5.745 Chia Boon Hwi 400,000 3.966 Ong Yan Fen 375,000 3.717 Ong Beng Eng 368,500 3.658 Yen Leu Siau 187,500 1.859 Chew Cheok Kim 184,500 1.8310 Shan Sim Hui 175,000 1.7311 Kwan Tan Tok 158,880 1.5712 Huay Mdm Lim Guay 135,000 1.3413 Gabrielle Wu Peining 125,000 1.2414 Soong Alwin HC + Pei LC 125,000 1.2415 Lin Fan Kwai 125,000 1.2416 Arthur Boo Hai Seah 125,000 1.2417 Choy Bong Seng 125,000 1.2418 Thong Ng Ying 125,000 1.2419 Yeon Kuek Yak 125,000 1.2420 Xianyue Hue 101,500 1.00

6,771,569 67.01

8. The number and class of restricted securities or securities subject to voluntary escrow that are on issue and the date that the escrow period ends:

(a) 83,133,074 fully paid ordinary shares held in escrow until 5 May 2018;

(b) 1,935,705 options exercisable at $0.65 on or before 30 May 2019; and

(c) 5,050,000 performance rights with expiry dates ranging from 31 December 2017 to 31 December 2018;

(d) 2,200,095 performance rights with expiry dates of 31 July 2018 and 31 July 2019.

C o A s s e t s L i m i t e dA S X A d d i t i o n a l I n f o r m a t i o n

F o r t h e f i n a n c i a l y e a r e n d e d 3 0 J u n e 2 0 1 7

7 7 A S X A D D I T I O N A L I N F O R M A T I O N

9. Unquoted securities

(a) Unlisted Performance Rights with expiry dates ranging from 31 December 2017 to 31 December 2018

5,050,000 unlisted performance rights held by 5 holders. Details of holders of 20% or more of the 5,050,000 unlisted performance rights are as follows:

Name Number %Getty Goh 1,600,000 31.68Huan Kiat Seh 1,600,000 31.68

(b) Unlisted Performance Rights with expiry dates of 31 July 2018 and 31 July 2019

2,200,095 unlisted performance rights held by 25 holders. Details of holders of 20% or more of the 2,200,095 unlisted performance rights are as follows:

Name Number %Lawrence Lim 2,000,000 90.91

10. On market buy-back

There is no current on market buy-back.

11. Statement regarding use of cash and assets.

During the period between 1 July 2017 and 30 June 2017, CoAssets has used its cash and assets readily convert-ible to cash that it had at the time of ASX admission in a way consistent with its business objectives set out in the prospectus dated 19 August 2016.



7 Temasek Boulevard, #12-05, Suntec Tower OneSingapore 038987Tel: +65 6532 7008www.coassets.com

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