APPENDIX 4E FOR THE YEAR ENDED 30 JUNE 2014 (PREVIOUS CORRESPONDING PERIOD: YEAR ENDED 30 JUNE 2013) RESULTS FOR ANNOUNCEMENT TO MARKET FY2014 FY2013 % $’000 $’000 Revenue down 1.9 253,336 258,311 Profit after tax down 44.9 7,725 14,018 Profit after tax attributable to members down 44.9 7,725 14,018 Net profit for the period attributable to members down 44.9 7,725 14,018 The decline in profit after tax is due to continued deterioration of the economy which saw passenger numbers drop 3.4%, higher fuel expense due to record high fuel prices and lower interest income as a result of the heavy investments undertaken during the financial year. Amount Franked Amount Dividends (Ordinary Shares) Per Security Per Security Final dividend: - current reporting period - - - previous reporting period - - Interim dividend: - current reporting period - - - previous reporting period - - Previous Earnings per Ordinary Current Corresponding Fully Paid Share (EPS) Period Period Basic EPS 7.0 cents 12.8 cents Diluted EPS 7.0 cents 12.8 cents Net Tangible Asset Backing Per Ordinary Security $1.64 $1.57 The attached Annual Report for the year ended 30 June 2014, prepared pursuant to Appendix 4E and ASX Listing Rule 4.3A, has been audited. For personal use only Last Man Standing For personal use only ANNUAL REPORT FOR THE FINANCIAL YEAR ENDED 30 JUNE 2014 REGIONAL EXPRESS HOLDINGS LIMITED REGIONAL EXPRESS VALUE STATEMENT LAST MAN STANDING What does it profit a company if it gains the whole world and loses its soul It would be an understatement to say that Australian aviation is in crisis. Both the Qantas and Virgin Australia groups are losing money at a rate that Customer • All staff members must embrace the ‘can do’ and ‘will would see their net tangible assets wiped out in three years or less unless do’ spirit that has been the defining characteristic of they manage to recapitalise. We are committed to providing our customers with safe our initial success. and reliable air transportation with heartfelt hospitality. The situation is much worse in the regional aviation sector. In the last nine • Hard work is the cornerstone of our work ethic. months alone, three more names have been added to the graveyard of As a regional carrier, we constantly strive to keep fares low Australian regional carriers since 9/11: through our commitment to simplicity, efficiency and good • All staff share in the profits and so all staff are expected value. to contribute his/her fair share. Horizon Airlines (2004), Great Western Airlines (2005), Airlines of South Australia (2005), Emu Airways (2005), Aboriginal Air Services (2006), Sunshine We value open communication and will strive to create an We are committed to treating our customers as individuals Express (2006), Big Sky Express (2006), Transair (2006), O’Connor Airlines environment that removes barriers to communication: and will respond to all their comments and complaints. (2007), Aero-Tropics Air Services (2008), MacAir Airlines (2009), Regional • Staff members have a right to be heard regardless of Pacific Airlines (2010), Tasair (2012), Aeropelican (2013), Brindabella Airlines Community their position. (2013), and Vincent Aviation (2014). Rex is mindful of the tremendous social and economic • Staff members are encouraged to contact directly the Rex has not been spared, and I have the unpleasant task of reporting a steep impact its services have on the regional communities and members of the Management Committee and Board if profit decline of 44% following the prior year’s 45% decline. However, the works in partnership with these communities to balance they see the need. Rex Group still remains profitable with $10.7 million (M) PBT. This makes us their needs against Rex commercial imperatives. Australia’s most profitable listed passenger airline for the third year running. We respect the dignity of each staff member and will treat We are also committed to giving back to the regional each other with respect and fairness: In fact, incredible as it sounds, Rex has more accumulated profits than communities by supporting worthwhile charitable causes Qantas over the last six years! • The customer does not always come first and we which are focused on helping the less fortunate. will stand by our staff member if the customer is Why is Rex so resilient? It is inbuilt in our DNA that we can only rely on We are committed to preserving the environment to the unreasonable. ourselves and so we must save for a rainy day. From the very first day of measure of our capabilities. our existence 12 years ago, we have consciously eschewed borrowings, • While we can be single-minded in tackling issues choosing to grow at a pace that is in harmony with our cash flow. Just as and problems, we will focus on the issue and not the Contractors we see in the story of Joseph in the Bible, we made use of the good years person. for shoring up our defences against the bad years. We believe that our suppliers are partners in our business. • We accept that staff members may have different With its very strong balance sheet, Rex has not hesitated to embark on its In all our dealings with suppliers we will seek to be fair talents and capabilities and will strive to fit the job to most ambitious investment programme to date, acquiring over $56 M worth and honest and will strive to work only with like-minded the person rather than the other way around. of productive assets in the financial year, just as we also invested heavily the suppliers. • Important decisions concerning staff matters are year after the Global Financial Crisis. always referred to the Management Committee to Company So as we embark on yet another uncertain year ahead, we face it with ensure transparency, fairness and consistency. serenity and muted optimism. Rex is the only listed passenger airline left Staff members are part of the Rex family. This comes with We are committed to standing behind our staff members that is making a profit, and as long as we continue to do so, we have the both privileges and responsibilities. and their families and will do all we can to help them in their capability to ride out this crisis. There are already some very preliminary We expect every staff member to take ownership of issues times of special need: signs that we are near the bottom of the economic downturn and the recent encountered: • We believe in the value of the family and will strive to removal of the carbon tax should give the economy a further boost. When create a working environment that is supportive of the the inevitable recovery takes place Rex will be there, stronger and better • Ownership means that if something is wrong then it is prepared than ever, and I am confident that our best is yet to be. everyone’s job to fix it. family. • All staff members have the right to appeal to the Thank you for your continued confidence in the company and the patience • Matters that cannot be handled by the staff member you have exercised. God willing, I and all 1,000 staff in the Group will make ought to be pursued further with senior management. Management Committee if special assistance or consideration is needed. this worth your while. • Staff have the right to make mistakes if they act in the best interest of the customer and the company. Capital We strive to be a learning organisation where we actively Rex believes that its shareholders’ interest is best served seek to identify issues no matter how small in order to by pursuing a path of steady but sustainable growth of its continually transform ourselves to a better organisation: earnings. •For personal use only This entails a culture where issues are highlighted as Lim Kim Hai We believe that maximizing shareholders’ returns in the long learning experiences even though they may place our Executive Chairman term is not incompatible with our duties and responsibilities colleagues in a bad light. 28 August 2014 towards our other stakeholders outlined above. • An excellent airline is one that is outstanding in a thousand small ways. We believe that we can only count on ourselves for our continued success: FOREWORD corporate contents information This annual report covers both Regional Express Holdings Limited as an individual entity and the consolidated entity comprising Regional Express Holdings Limited and its subsidiaries. The Group’s functional and presentation currency is AUD ($). Directors Solicitor PART I Directors’ Report 7-25 Lim Kim Hai Baker & McKenzie Auditor’s Independence Declaration 26 The Hon. John Sharp Level 27, AMP Centre James Davis 50 Bridge Street PART II Financial Statements 27-61 Chris Hine Sydney, NSW 2000 Lee Thian Soo Consolidated Statement of Profit or Loss and Other Comprehensive Income 28 Banker Ronald Bartsch Consolidated Statement of Financial Position 29 Garry Filmer Westpac Banking Corporation Neville Howell Consolidated Statement of Cash Flows 30 Auditor Consolidated Statement of Changes in Equity 31 Company Secretaries Deloitte Touche Tohmatsu Notes to the Consolidated Financial Statements 32 Irwin Tan Benjamin Ng Directors’ Declaration 62 Registered Office PART III Regulatory Reports 64-70 81 – 83 Baxter Road For personal use only Independent Auditor’s Report 65 Mascot, NSW 2020 Corporate Governance Statement 67 (Ph): 02 9023 3555 (Fax): 02 9023 3599 ASX Additional Information 71 Share Registry Link Market Services Limited Level 12, 680 George Street Sydney, NSW 2000 01 BOARD OF DIRECTORS In compliance with the provisions of the Corporations Act 2001, the directors of Regional Express Holdings Limited (‘Rex’) submit herewith the annual report for Rex and its consolidated entities (the ‘Group’) for the financial year (FY) ended 30 June 2014.