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The DIRECTV Group 2003 ANNUAL REPORT

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The DIRECTV Group 2003 ANNUAL REPORT The DIRECTV Group 2003 ANNUAL REPORT THEDIRECTVGROUP DIRECTV U.S. (100% owned by The DIRECTV Group, Inc.) • Largest digital multi-channel service provider in the U.S. DIRECTV U.S. Cumulative Subscribers with 12.2 million customers as of year-end 2003 ()(Total Platform) 12.2M • Increased revenues 19% to $7.7 billion and operating 11.2M 10.3M profit before depreciation and amortization improved 9.1M 59% to $970 million in 2003 7.7M • Increased owned and operated customer base approximately 13% by adding approximately 1.2 million net new owned and operated customers in 2003 1999 2000 2001 2002 2003 - Added over 3 million gross owned and operated sub- scribers in 2003, an all-time record for a single year DIRECTV U.S. Average Monthly Revenue per Customer (ARPU) • Generates the highest average monthly video revenue (Owned and Operated Subscribers) in the U.S. multi-channel entertainment industry with $63.90 $63.90 per customer in 2003, an increase of 7% over 2002 $59.80 $58.70 $57.70 • Broadcasts all of the local channels in 64 top markets, $55.80 representing 72% of U.S. television households as of year-end 2003 - Expects to expand local channel coverage to at least 1999 2000 2001 2002 2003 130 top markets representing 92% of U.S. television households during 2004 DIRECTV U.S. Monthly Customer Churn (Owned and Operated Subscribers) • Ranked “#1 in Customer Satisfaction Among Satellite 2.0% 1.8% and Cable TV Subscribers Two Years in a Row” by J.D. 1.7% 1.6% 1.6% Power and Associates 1.5% 1.5% • Distributes over 850 digital video and audio channels, expanding significantly with the expected successful 1.0% launch of the DIRECTV 7S satellite in 2004 1999 2000 2001 2002 2003 DIRECTV Latin America (86% owned by The DIRECTV Group, Inc.) • A leading digital multi-channel service provider in Latin THEDIRECTVGROUP America with 1.5 million customers in 28 countries as of year- end 2003 • Emerged from Chapter 11 bankruptcy process in February 2004 as a more competitive and financially stronger company The DIRECTV Group, Inc. DIRECTV Latin America Subscribers by Country Other Businesses As of Year-end 2003 PanAmSat All Other Argentina Venezuela 127K 257K (80% owned by The DIRECTV Group, Inc.) 262K • Leading global provider of commercial satellite-based video and data broadcast services with a fleet of 25 in-orbit satellites reaching 98% of the world’s population Puerto Rico Hughes Network Systems Brazil 162K (100% owned by The DIRECTV Group, Inc.) 412K Mexico ® 279K • Global satellite-based broadband leader with its DIRECWAY products and services serving both enterprises and consumers Total = 1.5M - Developing SPACEWAY®, a more advanced satellite broadband communications platform, with service expected to begin in 2005 • A leading manufacturer of DIRECTV® receiving equipment—shipped 3.6 million units in 2003 and 14 million units cumulatively FINANCIAL HIGHLIGHTS For The Years Ended December 31, 2003 2002 2001 (Dollars in Millions, Except Per Share Amounts) Total revenues $10,121 $8,863 $8,237 CONTENTS Operating profit (loss) $146 $(152) $(615) Depreciation and amortization 1,083 1,020 1,111 Operating profit before 1 Financial Highlights depreciation and amortization(1) $1,229 $868 $496 Loss from continuing operations before cumulative effect of 2 A Message to Shareholders accounting changes $(292) $(31) $(520) Loss from discontinued operations, net of taxes (5) (182) (94) 5 The DIRECTV Group, Inc. 2003 Form 10-K Cumulative effect of accounting changes, net of taxes (65) (681) (8) Net income (loss) $(362) $(894) $(622) Basic and diluted loss per common share: Loss from continuing operations before cumulative effect of accounting changes $(0.21) $(0.06) $(0.47) Loss from discontinued operations, net of taxes – (0.13) (0.07) Cumulative effect of accounting changes, net of taxes (0.05) (0.51) (0.1) Loss per common share $(0.26) $(0.70) $(0.55) Weighted average number of common shares outstanding (in millions) 1,382.5 1,343.1 1,300.0 Capital expenditures $858 $1,244 $1,703 At Year-End 2003 Operating Profit (Loss) Before 2003 Depreciation and Cash and cash equivalents $2,263 $1,129 $700 Revenues Amortization ($M) ($M) Total current assets 4,935 3,656 3,341 Total assets 18,954 17,885 19,210 DIRECTV Total current liabilities 2,860 3,203 4,407 U.S. $7,696 $970 Total debt 4,361 3,118 2,647 DIRECTV Total stockholders’ equity 9,631 9,977 11,072 Latin America 598 (85) Number of employees (in thousands) 12 12 14 (1) Operating profit (loss) before depreciation and amortization, which is a financial measure that is not determined in accordance with PanAmSat 831 591 accounting principles generally accepted in the United States of America, or GAAP, can be calculated by adding amounts under the caption “Depreciation and amortization” to “Operating Profit (loss).” This measure should be used in conjunction with GAAP financial measures and is not presented as an alternative measure of operating results, as determined in accordance with GAAP. For a further discussion of operating Hughes profit (loss) before depreciation and amortization, see Summary Data in Item 7. Management’s Discussion and Analysis of Financial Condition Network and Results of Operations in The DIRECTV Group, Inc.’s Form 10-K for the year ended December 31, 2003 included in this Annual Report. Systems 1,322 3 Eliminations and Other (326) (250) Total $10,121 $1,229 1 Rupert Murdoch A MESSAGE TO SHAREHOLDERS Late last year, News Corporation completed the acquisition of a 34% interest in Hughes Electronics Corporation, which was recently renamed The DIRECTV Group, Inc. The goals for this business are quite simple. We want DIRECTV to be the best television experience in the world and The DIRECTV Group to realize its value potential for our shareholders. News Corporation and the new management team will bring a unique mix of expertise, assets and vision that will enable us to accomplish these goals. DIRECTV has great strengths that we will capitalize on as we drive the business forward. DIRECTV is the leading brand in pay television—it is a market leader in quality, service and technological advances. It has distinct programming such as NFL SUNDAY TICKET™ and unique strengths in important distribution channels. As the second largest pay television distributor in the United States with more than 12.2 million subscribers, DIRECTV’s growing customer base provides opportunities for significant economies of scale. We ended 2003 with excellent operating momentum—for example, in the fourth quarter, both subscriber growth and customer churn were the best they have been in over four years. However, even with its competitive advantages and strong operating performance, DIRECTV has only just scratched the surface of its potential. The strategy we are implementing to take DIRECTV forward has several key components. First, we will become a leader in bringing new and exciting technologies to our customers. Today, this means the best in digital video recorders (DVRs) and high definition television. In the future, this means wireless technologies, integration of television and broadband, and set-top boxes that will have applications for music, games and photography. In the 2 near term, we plan to make more investments in satellites and other technologies to help us attain these goals. A second key component of our strategy is to provide content that is both compelling and distinct, and offers our customers the widest range of choice. Leadership provided by News Corporation and Fox in news, sports and entertainment on both a national and local level will be critical strengths for establishing DIRECTV’s content leadership. Moreover, we must do more than simply provide customers with hundreds of channels. Interactivity, video on demand, specialized content for DVRs, an enhanced electronic program guide and other innovations will become important aspects of our content offering. Service excellence must be another hallmark for DIRECTV. While DIRECTV is recognized as a leader in customer service, we still have much room for improvement. Our call centers, installers, Web sites and other services can— We want DIRECTV and will—be much better. At DIRECTV, we will make to be the best service excellence a goal second to none. television experience in the We also have critical challenges in sales and marketing, and we look to bring new energy and enhancements to world and The each of DIRECTV’s operating areas. These initiatives will DIRECTV Group to emphasize not only growth and a commitment to realize its value excellence, but also improved profitability. Operationally, potential for our DIRECTV is not as efficient as it should be and our cost shareholders. structure is not on par with our key competitors. We plan to change this through focusing on financial discipline, eliminating bureaucracy, and implementing operational best practices. In addition, News Corporation’s global scale will bring cost efficiencies to DIRECTV in areas such as set-top boxes, technology and programming. We plan to reinvent DIRECTV into an entrepreneurial, efficient and agile business. Our management team will establish DIRECTV as the leader in exciting, rewarding and compelling television and we are determined to grow our business while maximizing profitability. In terms of the competitive environment, we believe that DIRECTV will continue to have the best television service in the United States, and we are well-positioned to compete with cable operators that are still burdened with a hybrid architecture that includes both analog and digital programming. In addition, DIRECTV has inherent advantages over cable such as a national footprint, greater flexibility and lower costs. We expect to take advantage of these strengths while maximizing the potential of exciting new alliances— such as those we’ve announced with Verizon and BellSouth—to continue creating entertainment services that are more attractive than those offered by cable.
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