Chairman’s StatementI am pleased to report another successful year for the <strong>Aer</strong> L<strong>in</strong>gus Group with an <strong>in</strong>crease of7% <strong>in</strong> operat<strong>in</strong>g profits on cont<strong>in</strong>u<strong>in</strong>g operations to e71.6 million. This was achieved on aturnover of e1,134.2 million, an <strong>in</strong>crease of 12% over 1998.For <strong>Aer</strong> L<strong>in</strong>gus, the year was also marked by the completion of new bilateral allianceagreements with both American Airl<strong>in</strong>es and British Airways which led to <strong>Aer</strong> L<strong>in</strong>gus’ entry as afull member of the oneworld alliance.The Government decision to float shares <strong>in</strong> <strong>Aer</strong> L<strong>in</strong>gus is a very positive development <strong>in</strong> mov<strong>in</strong>gtowards the full commercialisation of the airl<strong>in</strong>e. This is vital for the Group to grow <strong>in</strong> the<strong>in</strong>tensely competitive modern air transport environment. I believe it is especially positive for ourcustomers provid<strong>in</strong>g them with a greater range of choice and value whilst cont<strong>in</strong>u<strong>in</strong>g with ourgrowth performance of recent years.Further significant <strong>in</strong>itiatives <strong>in</strong> <strong>Aer</strong> L<strong>in</strong>gus, <strong>in</strong>clud<strong>in</strong>g the acquisition of new aircraft, routeexpansion with new gateways added <strong>in</strong> the US and UK together with record passengernumbers, contributed to a strong performance.Group operat<strong>in</strong>g profit before <strong>in</strong>terest, exceptional items and Employee Share ParticipationScheme, and <strong>in</strong>clud<strong>in</strong>g discont<strong>in</strong>ued operations, was e74.2 million, an <strong>in</strong>crease of 1.8% on1998.There was a net <strong>in</strong>terest charge of e0.8 million <strong>in</strong> <strong>1999</strong>, aga<strong>in</strong>st e6.0 million earned <strong>in</strong> theprevious year and, after allocation of profits to staff through the Employee Share ParticipationScheme of e2.6 million (1998: e7.2m), profit before exceptional items decl<strong>in</strong>ed by 1.3% toe70.8 million.The <strong>1999</strong> results <strong>in</strong>clude a number of changes <strong>in</strong> account<strong>in</strong>g policies and methodologieswhich, <strong>in</strong> accordance with account<strong>in</strong>g standards, have given rise to a restatement of prior yearresults <strong>in</strong> certa<strong>in</strong> cases and significant exceptional items also. These changes follow a detailedreview of <strong>in</strong>dustry practice undertaken <strong>in</strong> advance of the IPO and <strong>in</strong> close consultation with theGroup’s f<strong>in</strong>ancial advisers.Exceptional items represented a net loss of e11.3 million, compared to a net ga<strong>in</strong> of e4.3million <strong>in</strong> 1998. After a significantly <strong>in</strong>creased charge for taxation and m<strong>in</strong>ority <strong>in</strong>terests ofe7.6 million (1998: e1.4 million), the net profit for the year was e51.9 million (1998: e74.6million).Once aga<strong>in</strong> the Group enjoyed strong cash flows, with net cash <strong>in</strong>flow from operat<strong>in</strong>g activities<strong>in</strong>creas<strong>in</strong>g by 72% to e253.7 million. Net cash and liquid resources at 31 December <strong>1999</strong> weree162.2 million, an 83% improvement on the 1998 figure of e88.7 million. Shareholders’funds showed a 23% improvement to e296.7 million.Fac<strong>in</strong>g the Future with ConfidenceLast year, I cautioned that there were external elements which could impact negatively onoperat<strong>in</strong>g performance with<strong>in</strong> the <strong>in</strong>dustry. Issues such as transatlantic capacity <strong>in</strong>creases, ris<strong>in</strong>gfuel costs and the economy <strong>in</strong> the Far East were core to many successful commercial airl<strong>in</strong>es2
warn<strong>in</strong>g of lower profits. Those early signs have contributed to a number of major airl<strong>in</strong>essuffer<strong>in</strong>g profit setbacks as yields cont<strong>in</strong>ued to fall and <strong>in</strong>creases <strong>in</strong> fuel prices impacted onoperat<strong>in</strong>g costs.<strong>Aer</strong> L<strong>in</strong>gus, however, operates <strong>in</strong> the European and transatlantic markets where economicgrowth has cont<strong>in</strong>ued. Dur<strong>in</strong>g <strong>1999</strong>, the airl<strong>in</strong>e also benefited from the performance ofsterl<strong>in</strong>g. However, the strength of the dollar and, <strong>in</strong> particular, the significant <strong>in</strong>crease <strong>in</strong> fuelprices have impacted negatively on costs.The aviation <strong>in</strong>dustry as a whole has cont<strong>in</strong>ued to grow, with <strong>in</strong>creased prosperity and<strong>in</strong>ternational bus<strong>in</strong>ess stimulat<strong>in</strong>g demand for air transport, <strong>in</strong> both the full service and the nofrills sectors. Demands of consumers of full service airl<strong>in</strong>es have never been greater. Comfort,flight frequency, punctuality, reliability and service are just some of the dist<strong>in</strong>guish<strong>in</strong>gcharacteristics that our customers have come to expect as “a given” from <strong>Aer</strong> L<strong>in</strong>gus.We have put <strong>in</strong> place a programme to deliver, on a consistent basis, those characteristics whichrepresent value for our customers. That programme has <strong>in</strong>creased further our service levels andI am confident that <strong>Aer</strong> L<strong>in</strong>gus will cont<strong>in</strong>ue to develop its position as a quality service provider.There are, however, issues which impact on our ability to deliver these standards. With therapid growth <strong>in</strong> passenger traffic, it is <strong>in</strong>evitable that airports throughout our network need toupgrade and expand their facilities. In some <strong>in</strong>stances, this necessary work may lead to atemporary deterioration <strong>in</strong> some service levels for our customers while the work is be<strong>in</strong>g carriedout. Although we are not responsible for the disruption aris<strong>in</strong>g from the refurbishment work,I want to assure our customers that we regret the <strong>in</strong>convenience to them and that we arestriv<strong>in</strong>g to work with the relevant authorities to m<strong>in</strong>imise the disruption.Increased traffic can also lead to greater congestion <strong>in</strong> the skies over Europe and consequentair traffic control delays. Deliver<strong>in</strong>g a first class punctuality performance for our customers is akey objective for <strong>Aer</strong> L<strong>in</strong>gus and we <strong>in</strong>vest heavily <strong>in</strong> pursuit of this objective. As a member ofthe Association of European Airl<strong>in</strong>es (AEA), we are also <strong>in</strong>volved <strong>in</strong> an <strong>in</strong>ternational <strong>in</strong>dustrylobby to br<strong>in</strong>g about an improved <strong>in</strong>frastructure to address the congestion issue.Our future lies <strong>in</strong> cont<strong>in</strong>u<strong>in</strong>g to provide services to dest<strong>in</strong>ations to which people wish to travelor send goods. This <strong>in</strong>volves cont<strong>in</strong>ued selective expansion of our own route network anddevelopment of new dest<strong>in</strong>ations <strong>in</strong> alliance with other high quality, full service airl<strong>in</strong>es.We opened new routes to Los Angeles and London City <strong>in</strong> <strong>1999</strong>, followed by London Gatwick,Munich, Stockholm and, most recently, Baltimore / Wash<strong>in</strong>gton, <strong>in</strong> the current year.We also formed two strong bilateral alliance agreements with American Airl<strong>in</strong>es and BritishAirways. These relationships paved the way for <strong>Aer</strong> L<strong>in</strong>gus to become a partner <strong>in</strong> theoneworld alliance of <strong>in</strong>ternational airl<strong>in</strong>es, compris<strong>in</strong>g American Airl<strong>in</strong>es, British Airways,Cathay Pacific, Qantas, F<strong>in</strong>nair, Iberia and Lan Chile. These strategic alliances provide for mutualco-operation and are significantly more extensive than traditional alliance agreements. They<strong>in</strong>volve co-operation between the alliance partners <strong>in</strong> such areas as schedul<strong>in</strong>g, new services,connect<strong>in</strong>g traffic, code-shar<strong>in</strong>g and worldwide market<strong>in</strong>g. Most importantly of all they br<strong>in</strong>gmajor customer benefits <strong>in</strong>clud<strong>in</strong>g “seamless travel” <strong>in</strong>itiatives and reciprocity of frequent flyerprogrammes, airport lounge access and passenger support worldwide.3