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BY ELECTRONIC LODGEMENT Aurizon – 2013 Annual Report

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BY ELECTRONIC LODGEMENT Aurizon – 2013 Annual Report Dominic D Smith Senior Vice President & Company Secretary Aurizon Holdings Limited ABN 14 146 335 622 T +61 7 3019 9000 F +61 7 3019 2188 E [email protected] W aurizon.com.au Level 17, 175 Eagle Street Brisbane QLD 4000 GPO Box 456 Brisbane QLD 4001 ASX Market Announcements ASX Limited 20 Bridge Street Sydney NSW 2000 19 August 2013 BY ELECTRONIC LODGEMENT Aurizon – 2013 Annual Report Please find attached a copy of the Company’s 2013 Annual Report. In accordance with the relief from dual lodgment of financial statements under ASIC Class Order 98/104, the Annual Report will not be lodged separately with ASIC. Copies of the Annual Report are expected to be dispatched to all shareholders who have elected to receive a copy of the Annual Report, in mid-September 2013. Aurizon’s Annual General Meeting will be held at 10.00am (Brisbane time) on Wednesday 13 November 2013. A copy of the Notice of Annual General Meeting is expected to be sent to all shareholders in mid-September 2013. Yours faithfully Dominic D Smith SVP & Company Secretary Aurizon is Australia’s largest rail freight operator with almost 150 years of experience. Each day the Company moves on average more than 700,000 tonnes of coal, iron ore and other minerals as well as agricultural and general freight across the nation. Aurizon operates a coal network made up of approximately 2,670 kilometres of heavy haul rail infrastructure in Central Queensland. The Company also provides a range of specialist services in rail design, engineering, construction, management and maintenance, and offers large-scale supply chain solutions to a diverse range of customers Australia-wide. Aurizon has played a critical role in the economic development and growth of the minerals-rich state of Queensland, providing the transport backbone for one of the world’s largest coal supply chains. Over recent years Aurizon has extended its business focus beyond its Queensland heritage and applied its expertise and capabilities to coal and iron ore opportunities in New South Wales and Western Australia, as well as intermodal freight across the nation. Aurizon’s business comprises four major product lines – Coal, Iron Ore, Intermodal & Bulk and Network. The Company’s performance and future growth is linked to the key demand drivers of the Australian resources sector and ongoing strength of the Australian economy. Aurizon is well placed to benefit from the continued long-term growth in demand for coal and iron ore, particularly from fast growing Asian economies such as China and India. Our Vision Grow our People. Grow with our Customers. Grow the Nation. Contents Our Mission To be a world leading transport business, to partner with customers Highlights ................................................................3 for growth and to double the value of the Company every five years, Chairman’s Report ...............................................4 while becoming the safest transport company in the world. Managing Director & CEO’s Report ..............6 Our Employee Promise Year in Review .......................................................8 To build a diverse, collaborative and creative workplace where people know what they are accountable to do and can count on Sustainability ......................................................16 having what they need to succeed. Directors’ Report ................................................22 Our Values Remuneration Report ......................................28 Safety – Safety of ourselves and others is our number one priority. Corporate Governance Statement ..............49 Integrity – We are honest and fair and conduct business with the Financial Report.................................................57 highest ethical standards. Shareholder Information ............................ 101 Leadership, Passion & Courage – We are passionate about leading change. We deliver results with energy and conviction. Glossary .............................................................. 103 World Class Performance – We deliver world class performance Corporate Information ................................. 105 and superior value for our shareholders, customers and staff. On track for Operating Ratio in respect of FY15. 754 1,251 3,766 3,536 3,203 1,048 584 194 186 182 +7% 840 +19% 383 +29% +4% 33% 88% 83% 30% 80% 26% FY11 FY12 FY13 FY11 FY12 FY13 FY11 FY12 FY13 FY11 FY12 FY13 Coal volumes (mt) Revenue ($m) EBITDA1 ($m) EBIT1 ($m) EBITDA Margin Operating Ratio 1 Underlying, which adjusts for significant items. FINANCIAL RESULTS SUMMARY FY13 FY12 VARIANCE Total revenue(1) 3,766 3,536 7% EBITDA - Statutory 1,182 1,057 12% - Underlying(2) 1,251 1,048 19% EBIT - Statutory 685 593 16% - Underlying(2) 754 584 29% Net finance costs (103) (39) (164%) Tax expense - Statutory (135) (113) (19%) - Underlying(2) (164) (125) (31%) NPAT - Statutory 447 441 1% - Underlying(2) 487 420 16% EPS(3) - Statutory 19.8 18.1 9% - Underlying(2) 21.6 17.2 26% (1) FY12 revenue has been adjusted to reflect reclassification of diesel fuel rebate (2) Underlying adjusts for significant items (3) EPS calculated on weighted average number of shares on issue 2,257,248,177 in FY2013 and 2,440,000,000 in FY2012 OPERATING HIGHLIGHTS FY13 FY12 VARIANCE Revenue / NTK ($/000 NTK) 55.8 56.0 0% Labour Costs / Revenue 29% 32% 3ppt NTK / employee (MNTK) 8.4 7.0 20% Opex / NTK ($/000 NTK) 44.5 46.7 5% Operating Ratio(4) 79.8% 83.4% 3.6ppt ROIC 8.0% 6.7% 1.3ppt NTK (bn) 67.0 62.9 7% Tonnes (m) 267.7 252.2 6% People(5) 7,969 8,969 11% Final dividend (cps) 8.2 4.6 78% Gearing 26.7% 13.1% (13.6ppt) (4) FY2012 Operating Ratio restated to reflect reclassification of diesel fuel rebate (5) The 11% variance in FY2013 vs. FY2012 for people, reflects the favourable impact of the voluntary redundancy program on headcount SEGMENT SUMMARY – UNDERLYING EBIT FY13 FY12 VARIANCE Network 424 334 27% Coal 320 257 25% Iron Ore 97 32 203% Freight 23 68 (66%) Unallocated (110) (107) (3%) Group 754 584 29% Image: Mario Marinelli and Heather Swinson at the Mt Arthur coal loading station, Hunter Valley NSW PERFORMANCE HIGHLIGHTS | AURIZON 3 Highlights 19.26 3.08 10.74 2.40 0.95 4.90 -60% -54% FY11 FY12 FY13 FY11 FY12 FY13 Lost Time Injury Frequency Rate Medically Treated Injury Frequency Rate (per million man-hours worked) (per million man-hours worked) reduction in the reduction in the Medically Treated Lost Time Injury Rate. Injury Frequency Rate. 8.00 88.00 83.40 79.80 6.70 -3.6ppt 4.40 +1.3ppt FY11 FY12 FY13 FY11 FY12 FY13 Operating Ratio Return on Invested Capital (ROIC) reduction in the increase in return group Operating Ratio. on invested capital. 4 ANNUAL REPORt 2012–13 Chairman’s Report The completion of Aurizon’s second full financial year as a publicly listed company is another important milestone in our history of almost 150 years. Over the last year we have continued to focus on shareholder wealth, cost reductions and improving efficiency for long-term growth. In December 2012, QR National adopted the new name Aurizon. Aurizon is a combination of Australia and horizon. The new name conveys the geographical scope of the Company’s operations as well as the long-term growth opportunities on the horizon and beyond. At Aurizon we strive to be a world class company that global investors want to invest in; a company that values its people and keeps them safe; and, that delivers outstanding service to customers with rail and road transportation services in the coal, iron ore and bulk freight markets. The Board regularly reviews the Company strategy. Significant work has been undertaken to better define and articulate Aurizon’s three strategic pillars to success: 1. Developing a world class core business 2. Operating, developing and integrating bulk supply chains 3. Maximising the value of freight and logistics. The first pillar of this strategy is all about achieving the core capabilities and level of performance to put us among the world’s best. These are fundamental drivers of company performance, including having a competitive cost base; a safety and performance-driven culture; deep engagement with our customers; and strength in technology. The second pillar means we will leverage our core business and competitive strengths to take advantage of medium to long-term growth opportunities. Good examples can be seen in the business development work we’re doing in the Image: Linkin Quakawoot and Kaio Kris manual welding on the Northern Missing Link Project Bowen and Galilee Basins, the Hunter Valley and iron ore in the Pilbara, Western Australia. Total Shareholder Return. CHaIrMan’s reporT | AURIZON 5 The third and final pillar is how Aurizon maximises These achievements and the positive cultural Resources are fundamentally a cyclical, long-run the value from freight and logistics. We believe change we are progressing make Aurizon a better sector. While we’ve put intense focus on costs there’s a range of options for the Company to be place to work and a better company to partner with. during the down cycle, the Company will not lose more involved in the Australian general freight and Our commitments and progress in the areas of sight of long-term growth opportunities and value logistics market, including linehaul and terminal safety, environment, community and people are creation for shareholders. Aurizon will continue to work, partnering with major logistics players and discussed in detail on pages 16-21 of this report. invest prudently Australia-wide through the cycle encouraging a broader modal shift from road to rail. as we did in 2012-13 and strategically position ourselves for the decades ahead. Our focus on our strategy is unwavering. An intense Capital management round of work is underway across the Company, The year has seen a number of very significant In doing so, we will continue to collaborate with with scores of separate initiatives, to execute the capital management initiatives that have both our customers on supply chain solutions across strategy.
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