2012 Annual Financial Report

Annual Financial Results | 2012
Directors Statement
The directors of Air New Zealand Limited are pleased to present to shareholders the Annual Report* and financial statements for Air New Zealand and its controlled entities (together the Group) for the year to 30 June 2012. The directors are responsible for presenting financial statements in accordance with New Zealand law and generally accepted accounting practice, which give a true and fair view of the financial position of the Group as at 30 June 2012 and the results of the Groups operations and cash flows for the year ended on that date. The directors consider the financial statements of the Group have been prepared using accounting policies which have been consistently applied and supported by reasonable judgements and estimates and that all relevant financial reporting and accounting standards have been followed. The directors believe that proper accounting records have been kept which enable with reasonable accuracy, the determination of the financial position of the Group and facilitate compliance of the financial statements with the Financial Reporting Act 1993. The directors consider that they have taken adequate steps to safeguard the assets of the Group, and to prevent and detect fraud and other irregularities. Internal control procedures are also considered to be sufficient to provide a reasonable assurance as to the integrity and reliability of the financial statements. This Annual Report is signed on behalf of the Board by:
John Palmer 30 August 2012
Roger France
CHAIRMAN DIRECTOR
Financial Statements
Statement of Financial Performance Statement of Comprehensive Income Statement of Changes in Equity Statement of Financial Position Statement of Cash Flows 2 3 4 5 6 Statement of Accounting Policies Notes to the Financial Statements Independent Audit Report Five Year Statistical Review 7 16 49 51
General information
Directors Profiles Directors Interests in Air New Zealand Securities Directors Interests Directors Remuneration Indemnities and Insurance 59 60 61 62 62 Employee Remuneration Shareholder Statistics Operating Fleet Statistics General Information Shareholder Directory 65 68 70 71 73
AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012
Corporate Governance at Air New Zealand
56
Subsidiary Companies
63
*This document, in conjunction with the Air New Zealand Annual Shareholder Review 2012, constitutes the 2012 Annual Report to shareholders of Air New Zealand Limited.
Statement of Financial Performance

For the year to 30 June 2012
NOTES GROUP 2012 $M GROUP 2011 $M COMPANY 2012 $M COMPANY 2011 $M
Operating Revenue Passenger revenue Cargo Contract services Other revenue 1 Operating Expenditure Labour Fuel Maintenance Aircraft operations Passenger services Sales and marketing Foreign exchange losses Other expenses Earnings Before Finance Costs, Depreciation, Amortisation, Rental Expenses and Taxation Depreciation and amortisation Rental and lease expenses Earnings Before Finance Costs and Taxation Finance income Finance costs Profit Before Taxation Taxation (expense)/credit Net Profit Attributable to Shareholders of Parent Company Per Share Information: Basic and diluted earnings per share (cents) Interim and final dividend declared per share (cents) Net tangible assets per share (cents) 2 3
3,634 298 316 235 4,483 (1,050) (1,219) (303) (390) (233) (270) (68) (235) (3,768) 715 (348) (209) 158 31 (95) 94 (23) 71
3,525 278 329 209 4,341 (1,034) (1,084) (311) (381) (242) (274) (118) (234) (3,678) 663 (316) (238) 109 36 (72) 73 8 81
3,069 293 233 432 4,027 (898) (1,120) (230) (309) (223) (252) (70) (84) (3,186) 841 (231) (289) 321 36 (89) 268 19 287
2,986 273 248 442 3,949 (881) (993) (252) (305) (232) (256) (104) (216) (3,239) 710 (189) (321) 200 44 (65) 179 44 223
4 20
6.5 5.5 148

GROUP 2012 $M
7.5 5.5 133

GROUP 2011 $M
NOTE
Supplementary Information Earnings before Taxation (per NZ IFRS above) Reverse net (gains)/losses on derivatives that hedge exposures in other financial periods:
94
73
Fuel derivatives Foreign exchange derivatives Normalised Earnings before Taxation Normalised Earnings after Taxation Per Share Information: Basic normalised earnings per share (cents)
(11) 8 91 69 6.3
7 (5) 75 82 7.6
Normalised Earnings represents Earnings stated in compliance with NZ IFRS after excluding net gains and losses on derivatives that hedge exposures in other financial periods. The adjustments align the timing of recognition of derivative gains or losses with the underlying hedged transaction.
The accompanying accounting policies and notes form part of these financial statements.
Statement of Comprehensive Income

NOTE GROUP 2012 $M GROUP 2011 $M COMPANY 2012 $M COMPANY 2011 $M
Net Profit for the Year Other Comprehensive Income/(Loss): Changes in fair value of cash flow hedges Transfers to net profit from cash flow hedge reserve Transfers to asset carrying value from cash flow hedge reserve Changes in fair value of investment in quoted equity instruments Net translation gain on investment in foreign operation Taxation on above reserve movements Other Comprehensive Income/(Loss) for the Year, Net of Tax Total Comprehensive Income/(Loss) for the Year Attributable to Shareholders of the Parent Company 12
71 63 75 10 40 1 (42) 147
81 (185) 64 121 (81) (4) (85)
287 67 78 10 (44) 111
223 (204) 66 121 3 (14)
218
(4)
398
209
Statement of Changes In Equity

Notes GROUP 2012 $M GROUP 2011 $M COMPANY 2012 $M COMPANY 2011 $M
Issued Capital Balance at the beginning of the year Shares issued Equity-settled share-based payments Balance at the end of the year Cash Flow Hedge Reserve Balance at the beginning of the year Changes in fair value of cash flow hedges Transfers to net profit ("Fuel") Transfers to net profit ("Foreign exchange losses") Transfers to asset carrying value Taxation on above reserve movements Balance at the end of the year Investment Revaluation Reserve Balance at the beginning of the year Changes in fair value of investment in quoted equity instruments Balance at the end of the year Foreign Currency Translation Reserve Balance at the beginning of the year Net translation gain on investment in foreign operation Taxation on above reserve movements Balance at the end of the year Retained Deficit Balance at the beginning of the year Net profit for the year Dividends on Ordinary Shares Balance at the end of the year Total Equity attributable to Shareholders of the Parent Company Non-controlling Interests Balance at the beginning of the year Acquired through business combinations Total Equity attributable to Non-controlling Interest Total Equity at the End of the Year
22 22
2,269 8 5 2,282
2,252 14 3 2,269
2,277 8 5 2,290
2,260 14 3 2,277
18
(20) 63 14 61 10 (42) 86
(18) (185) (63) 127 121 (2) (20)
(30) 67 14 64 10 (44) 81
(16) (204) (63) 129 121 3 (30)
12
(81) 40 (41)
(81) (81)
(10) 1 (9)
(8) (2) (10)
20
(654) 71 (49) (632) 1,686
(660) 81 (75) (654) 1,504
(1,701) 287 (49) (1,463) 908
(1,849) 223 (75) (1,701) 546
13
2 2 1,688
1,504
908
546
Total Equity Balance at the beginning of the year Shares issued Equity-settled share-based payments Acquired through business combinations Dividends on Ordinary Shares Total comprehensive income/(loss) for the year, net of tax Balance at the End of the Year
22 22 13 20
1,504 8 5 2 (49) 218 1,688
1,566 14 3 (75) (4) 1,504
546 8 5 (49) 398 908
395 14 3 (75) 209 546
Statement 0f Financial Position

As at 30 June 2012
Current Assets Bank and short term deposits Trade and other receivables Inventories Derivative financial assets Income taxation Assets held for resale Other assets Total Current Assets Non-Current Assets Trade and other receivables Property, plant and equipment Intangible assets Investment in quoted equity instruments Investments in other entities Derivative financial assets Other assets Total Non-Current Assets Total Assets Current Liabilities Bank overdraft and short term borrowings Trade and other payables Revenue in advance Interest-bearing liabilities Derivative financial liabilities Provisions Other liabilities Total Current Liabilities Non-Current Liabilities Revenue in advance Interest-bearing liabilities Derivative financial liabilities Provisions Other liabilities Deferred taxation Total Non-Current Liabilities Total Liabilities Net Assets Equity Issued capital Reserves Parent interests Non-controlling interests Total Equity
5 6 7 18 8 9
1,029 374 170 40 20 9 58 1,700 48 3,092 63 203 60 1 292 3,759 5,459
860 377 167 13 14 3 41 1,475 52 2,714 56 120 54 1 430 3,427 4,902
1,021 335 141 41 49 8 176 1,771 7 1,968 54 408 1 525 2,963 4,734
852 326 136 14 56 1 419 1,804 13 1,519 49 285 2 417 2,285 4,089
6 10 11 12 13 18 9
5 14 15 18 16 19
2 373 902 155 14 61 176 1,683 135 1,537 94 25 297 2,088 3,771 1,688
369 888 152 166 79 162 1,816 122 1,103 7 88 31 231 1,582 3,398 1,504
6 332 893 83 15 60 862 2,251 134 1,039 1 94 117 190 1,575 3,826 908
1 331 868 53 168 77 1,033 2,531 122 555 9 88 105 133 1,012 3,543 546
14 15 18 16 19 21
13
John Palmer Roger France CHAIRMAN DIRECTOR
For and on behalf of the Board, 30 August 2012

22
2,282 (596) 1,686 2 1,688
2,269 (765) 1,504 1,504
2,290 (1,382) 908 908
2,277 (1,731) 546 546
Statement of Cash Flows

Cash Flows from Operating Activities Receipts from customers Dividends received from subsidiaries Payments to suppliers and employees Income tax (paid)/received Interest paid Interest received Rollover of foreign exchange contracts * Net Cash Flow from Operating Activities Cash Flows from Investing Activities Disposal of property, plant and equipment and intangibles Acquisition of property, plant and equipment and intangibles Acquisition of quoted equity instruments Capital and equity loan repayment from related entities Rollover of foreign exchange contracts * Other assets Interest-bearing assets Acquisition of subsidiaries and joint ventures Net Cash Flow from Investing Activities Cash Flows from Financing Activities Shares issued Interest-bearing liabilities drawdowns Net decrease in related party funding Interest-bearing liabilities payments Rollover of foreign exchange contracts * Dividend on Ordinary Shares Net Cash Flow from Financing Activities Increase/(Decrease) in Cash and Cash Equivalents Cash and cash equivalents at the beginning of the year Cash and Cash Equivalents at End of the Year 5 20 2 574 (165) (19) (43) 349 167 860 1,027 6 458 (175) (47) (69) 173 (207) 1,067 860 2 574 (152) (63) (19) (43) 299 164 851 1,015 6 431 (425) (35) (47) (69) (139) (210) 1,061 851 13 12 8 (610) (30) (13) (10) 1 (654) 102 (797) (201) 83 (33) (846) 4 (553) (13) (10) (572) 125 (759) 1 83 (33) (583) 5 4,515 (3,997) (5) (87) 29 455 17 472 4,375 (3,909) 3 (64) 41 446 20 466 3,826 198 (3,543) (5) (90) 34 420 17 437 3,760 256 (3,514) 5 (63) 48 492 20 512
* Relates to gains/losses on rollover of foreign exchange contracts that hedge exposures in other financial periods.
Statement of Accounting Policies

Entities reporting The financial statements presented are those of Air New Zealand Limited (the Company) and its subsidiaries, joint ventures and associates (the Group). References to Air New Zealand are used where the Group and Company are similarly affected. Air New Zealands primary business is the transportation of passengers and cargo on scheduled airline services. Statutory base Air New Zealand Limited is a company domiciled in New Zealand, registered under the Companies Act 1993 and listed on the New Zealand and Australian Stock Exchanges. The Company is an issuer under the Financial Reporting Act 1993. Basis of preparation Air New Zealand prepares its financial statements in accordance with New Zealand Generally Accepted Accounting Practice (NZ GAAP). NZ GAAP consists of New Zealand equivalents to International Financial Reporting Standards (NZ IFRS) and other applicable financial reporting standards as appropriate to profit-oriented entities. These financial statements comply with NZ IFRS and International Financial Reporting Standards (IFRS). Air New Zealand is a profit-oriented entity. The financial statements were approved by the Board of Directors on 30 August 2012. Basis of measurement The financial statements have been prepared on the historical cost basis, with the exception of certain items as identified in specific accounting policies below and are presented in New Zealand Dollars which is the Companys functional currency. Use of accounting estimates and judgements The preparation of financial statements requires the use of certain critical accounting estimates. It also requires the directors to exercise their judgement in the process of applying the Groups accounting policies. Estimates and associated assumptions are based on historical experience and other factors, as appropriate to the particular circumstances. The Group reviews the estimates and assumptions on an ongoing basis. Areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are disclosed below: (a) Revenue in advance Revenue in advance includes transportation sales in advance and loyalty programmes. Unused tickets are recognised in revenue using estimates regarding the timing and recognition based on the terms and conditions of the ticket and historical trends. The fair value of consideration received in respect of loyalty programmes is deferred, net of estimated expiry, until such time as the member has redeemed their Airpoints. Further information is disclosed in the accounting policies under Airline revenue and Loyalty programmes. (b) Maintenance provisions Where there is a commitment to maintain aircraft held under operating lease arrangements, a provision is made during the lease term for the lease return obligations specified within those lease agreements. The provision is based upon historical experience, manufacturers advice and, where appropriate, contractual obligations in determining the present value of the estimated future costs of major airframe inspections and engine overhauls. Estimates are required to be made in respect of the timing and cost of maintenance. Further information is disclosed in the accounting policies under Maintenance costs and within Note 16 Provisions. (c) Estimated impairment of non-financial assets Non-financial assets (including property, plant and equipment, intangible assets, assets held for resale and investments in other entities) are reviewed at each reporting date to determine whether there are any indicators that the carrying amount may not be recoverable. Goodwill is tested for impairment annually. Value in use models are prepared to support the carrying value of the assets and require estimates and assumptions to be applied to derive future cash flows. Further details are provided in the accounting policies under Impairment and Note 10 Property, Plant and Equipment, Note 11 Intangible Assets, Note 13 Investments in Other Entities and Note 27 Related Parties. (d) Residual values and useful lives of aircraft related assets Estimates and judgements are applied by management to determine the expected useful life of aircraft related assets. The useful lives are determined based on the expected service potential of the asset and lease term. The residual value, at the expected date of disposal, is estimated by reference to external projected values. Further information is provided in the accounting policies under Property, plant and equipment and Note 10 Property, Plant and Equipment.
Statement of Accounting Policies (Continued)

(e) Taxation The preparation of the financial statements requires management to make estimates about items that are not known at balance date or prior to the Group reporting its final result. These items may ultimately impact the amount of tax payable by the Group. Judgements are also required about the application of income tax legislation. These judgements and assumptions are subject to risk and uncertainty, hence there is a possibility that changes in circumstances will alter expectations, which may impact the amount of deferred tax assets and deferred tax liabilities recognised in the Statement of Financial Position and the amount of other tax losses and temporary differences not yet recognised. In such circumstances, some or all of the carrying amounts of recognised deferred tax assets and liabilities may require adjustment, resulting in a corresponding credit or charge to the Statement of Financial Performance. Further information is provided in the accounting policies under Taxation, Note 3 Taxation Expense and Note 21 Deferred Taxation. (f) Contingent liabilities Judgements and estimates are applied to determining the probability that an outflow of resources will be required to settle an obligation. These are made based on a review of the facts and circumstances surrounding the event and advice from both internal and external parties. Further information is disclosed within Note 25 Contingent Liabilities. Significant accounting policies The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all periods presented, unless otherwise stated. Comparative information has been reclassified to achieve consistency in disclosure with the current period. FRS 44 - New Zealand Additional Disclosures (April 2011) and Amendments to FRS 44 - New Zealand Additional Disclosures (June 2011) were adopted on 1 July 2011. In addition, Amendments to New Zealand Equivalents to International Financial Reporting Standards to Harmonise with International Financial Reporting Standards and Australian Accounting Standards was adopted on 1 July 2011. The adoptions have not had a significant impact on the financial statements presented and have resulted in a minor reduction in the level of disclosure. Air New Zealand has elected to early adopt all other NZ IFRSs and Interpretations that had been issued by the New Zealand Accounting Standards Board as at 30 June 2012, except as noted below. The early adoption did not have a material impact on the financial statements. Revised NZ IFRS 9 (2010) - Financial Instruments has not been adopted early. This standard adds requirements related to the classification and measurement of financial liabilities, and derecognition of financial assets and financial liabilities to NZ IFRS 9 (2009). This standard is applicable for annual periods commencing on or after 1 January 2015. The impact of the application of this standard on the financial statements has not yet been quantified. NZ IFRS 10 - Consolidated Financial Statements has not been adopted early. NZ IFRS 10 builds on existing principles by identifying the concept of control as the determining factor in whether an entity should be included in the consolidated financial statements of the parent company. The standard, which becomes effective for annual periods commencing on or after 1 January 2013, is not expected to have any impact on the financial statements. NZ IFRS 11 - Joint Arrangements has not been adopted early. NZ IFRS 11 focuses on the rights and obligations of joint arrangements as opposed to the legal form, and requires the equity method of accounting for joint ventures. The standard, which becomes effective for annual periods commencing on or after 1 January 2013, is not expected to have any impact on the financial statements. NZ IFRS 12 - Disclosure of Interests in Other Entities has not been early adopted. NZ IFRS 12 sets out disclosure requirements for entities that have interests in subsidiaries, joint arrangements, associates and unconsolidated structured entities. The standard, which becomes effective for annual periods commencing on or after 1 January 2013, is not expected to have a significant impact on the financial statements.
NZ IFRS 13 - Fair Value Measurement has not been adopted early. NZ IFRS 13 replaces the fair value measurement guidance contained in individual IFRSs with a single source of guidance. It defines fair value, establishes a framework for measuring fair value and sets out disclosure requirements. The standard, which becomes effective for annual periods commencing on or after 1 January 2013, is not expected to have a significant impact on the financial statements other than additional disclosures. The amendments to NZ IAS 1 - Presentation of Financial Statements concerning the presentation of items of Other Comprehensive Income have not been adopted early. The amendments require separate presentation of items that will subsequently be reclassified to profit or loss from those that will not be reclassified. The effective date is for periods commencing on or after 1 July 2012. The amendments to NZ IAS 19 - Employee Benefits have not been adopted early. The amendments prohibit the use of the corridor method for recognising actuarial gains or losses, instead requiring immediate recognition as a remeasurement through other comprehensive income. Additional disclosures will also be required. The effective date is for periods commencing on or after 1 January 2013. If these amendments had been applied as at 30 June 2012, unrecognised actuarial losses of $27 million would have been recognised through other comprehensive income.

NZ IAS 27 (2011) - Separate Financial Statements has not been adopted early. NZ IAS 27 (2011) carries forward the existing accounting and disclosure requirements for separate financial statements with some minor clarifications. The amendments, which become effective for annual periods commencing on or after 1 January 2013, are not expected to have a significant impact on the financial statements. NZ IAS 28 (2011) - Investments in Associates and Joint Ventures has not been adopted early. NZ IAS 28 (2011) clarifies that an investment in an associate or joint venture that meets the criteria to be classified as held for sale is within the scope of NZ IFRS 5 - Non-Current Assets Held for Sale and Discontinued Operations. The amendments, which become effective for annual periods commencing on or after 1 January 2013, are not expected to have a significant impact on the financial statements. Basis of consolidation The consolidated financial statements include those of the Company and its subsidiaries, accounted for using the purchase method, and the results of its associates and joint ventures, accounted for using the equity method. Subsidiaries are entities that are controlled either directly or indirectly, by the Company. Joint ventures are entities whose activities are jointly controlled by the Group and have been established by a contractual agreement. Associates are those entities in which the Group, either directly or indirectly, holds a significant but not a controlling interest. All material intercompany transactions, balances and unrealised gains on transactions between group companies are eliminated on consolidation. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred. Unrealised gains on transactions between the Group, joint ventures and its associates are eliminated to the extent of the Groups interest in the joint ventures and associates. Investments in subsidiaries are recognised in the financial statements at their cost of acquisition less any provision for impairment. Foreign currency translation Functional currency Items included in the financial statements of each of the Groups entities are measured using the currency of the primary economic environment in which the entity operates (the functional currency). Transactions and balances Foreign currency transactions are converted into the relevant functional currency using exchange rates approximating those ruling at transaction date. Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are translated at the rate ruling at that date. Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the date of the transaction. Foreign exchange gains or losses are recognised in the Statement of Financial Performance, except when deferred in equity as qualifying cash flow hedges and qualifying net investment hedges. Group companies The results and financial position of all group entities that have a functional currency different from the presentation currency are translated into the presentation currency as follows: (a) assets and liabilities for each Statement of Financial Position presented are translated at the closing rate at the date of that Statement of Financial Position; (b) income and expenses for each Statement of Financial Performance are translated at exchange rates approximating those ruling at transaction date; and (c) all resulting exchange differences are recognised as a separate component of equity and in Other Comprehensive Income. On consolidation, exchange differences arising from the translation of the net investment in foreign entities, and of borrowings and other currency instruments designated as hedges of such investments, are taken to equity. Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and translated at the closing rate. Revenue recognition Airline revenue Passenger and cargo sales revenue is recognised in revenue in advance at the fair value of the consideration received. Amounts are transferred to revenue in the Statement of Financial Performance when the actual carriage is performed. Unused tickets are recognised as revenue using estimates regarding the timing of recognition based on the terms and conditions of the ticket and historical trends. The Group operates various code share and alliance arrangements. Revenue under these arrangements is recognised when the Group performs the carriage or otherwise fulfils all relevant contractual commitments.

Contract revenue Where contract related services are performed over a contractually agreed period, and the amount of revenue, related costs and stage of completion of the contract can be reliably measured, revenue is recognised by reference to the stage of completion of the contract at balance date. Other contract related revenue is recognised on completion of the contract. Other revenue Other revenue is recognised at the time the service is provided. Loyalty programmes The fair value of revenues associated with the award of Airpoints Dollars to Airpoints members as part of the initial sales transaction is deferred, net of estimated expiry (non-redeemed Airpoints Dollars), until the Airpoints member has redeemed their points. The fair value of consideration received in respect of sales of Airpoints Dollars to third parties is deferred, net of estimated expiry, until such time as the Airpoints member has redeemed their points. The estimate of expiry is based upon historical experience and is recognised in net passenger revenue at the time of the initial sales transaction. Deferred Airpoints revenue is recorded within revenue in advance in the Statement of Financial Position. Investment revenue Dividend revenue is recognised when the right to receive payment is established. Interest revenue from investments and fixed deposits is recognised as it accrues, using the effective interest method where appropriate. Cash flows Cash flows are included in the Statement of Cash Flows net of Goods and Services Tax. Borrowing costs Borrowing costs directly attributable to the acquisition of qualifying assets, such as aircraft, are added to the cost of those assets until such time as the assets are substantially ready for their intended use or sale. Qualifying assets are assets which necessarily take a substantial period of time to get ready for their intended use. All other borrowing costs are recognised in the Statement of Financial Performance in the period in which they are incurred. Lease payments Operating leases Leases under which a significant proportion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received) are recognised as an expense in the Statement of Financial Performance on a straight-line basis over the term of the lease. Finance leases Payments made under finance leases are apportioned between the finance expense and the reduction of the outstanding liability. The finance expense is allocated to each period during the lease term so as to produce a constant periodic rate of interest on the remaining balance of the liability. Maintenance costs
The cost of major engine overhauls for aircraft owned by the Group is capitalised and depreciated over the period to the next expected inspection or overhaul. Where there is a commitment to maintain aircraft held under operating lease arrangements, a provision is made during the lease term for the lease return obligations specified within those lease agreements. The provision is based upon historical experience, manufacturers advice and, where appropriate, contractual obligations in determining the present value of the estimated future costs of major airframe inspections and engine overhauls by making appropriate charges to the Statement of Financial Performance, calculated by reference to the number of hours or cycles operated during the year. All other maintenance costs are expensed as incurred. Financial instruments Non-derivative financial instruments Non-derivative financial instruments include cash and cash equivalents, trade and other receivables (excluding prepayments), amounts owing from related parties, interest-bearing assets, non interest-bearing assets, investment in quoted equity instruments, interest-bearing liabilities, trade and other payables and amounts owing to related parties. These are recognised initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, non-derivative financial instruments are recognised as described below.
10

Financial Assets Cash and cash equivalents Cash and cash equivalents include cash on hand, demand deposits, current accounts in banks net of overdrafts and other short-term highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. Trade and other receivables Trade and other receivables are recognised at cost less any provision for impairment. A provision for impairment is established when collection is considered to be doubtful. When a trade receivable is considered uncollectible, it is written-off against the provision. Interest-bearing assets Interest-bearing assets are measured at amortised cost using the effective interest method, less any impairment. Non interest-bearing assets Non interest-bearing assets are measured at amortised cost, less any impairment. Investment in quoted equity instruments Changes in the fair value of investments in quoted equity instruments, including any related foreign exchange component, are recognised through other comprehensive income where an irrevocable election has been made at inception to do so. This election is made in order to ensure the appropriate representation of long-term, strategic investments as distinct from those held for trading. Dividends from such investments are recognised in profit or loss when the right to receive payment has been established. The cumulative gains or losses held in other comprehensive income are not transferred to profit or loss on derecognition or otherwise, although they may be transferred within equity. Amounts owing from subsidiaries, joint ventures and associates Amounts owing from related parties are recognised at cost less any provision for impairment. A provision for impairment is established when collection is considered to be doubtful. When an amount owing from a related party is considered uncollectible, it is written-off against the provision. Financial Liabilities Interest-bearing liabilities Borrowings and Bonds Borrowings and Bonds are initially recognised at fair value, net of transaction costs incurred. They are subsequently stated at amortised cost using the effective interest rate method, where appropriate. Borrowings and Bonds are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for more than 12 months after the balance sheet date. Finance leases Finance lease obligations are initially stated at fair value, net of transaction costs incurred. The obligations are subsequently stated at amortised cost. Trade and other payables
Trade and other payables are stated at cost. Amounts owing to subsidiaries, joint ventures or associates Amounts owing to related parties are stated at cost. Derivative financial instruments Air New Zealand uses derivative financial instruments to manage its exposure to foreign exchange, fuel price, and interest rate risks arising from operational, financing and investment activities. Equity derivatives were used to provide price protection in the event of a further purchase of shares in Virgin Australia Holdings Limited. Derivative financial instruments are recognised initially at fair value and transaction costs are expensed immediately. Subsequent to initial recognition, derivative financial instruments are recognised as described below:
11

Derivative financial instruments at fair value through profit or loss Derivative financial instruments, other than those designated as hedging instruments in a qualifying cash flow hedge (refer below), are classified as held for trading. Subsequent to initial recognition, derivative financial instruments in this category are stated at fair value. The gain or loss on remeasurement to fair value is recognised immediately in the Statement of Financial Performance. Hedge accounted financial instruments Where financial instruments qualify for hedge accounting in accordance with NZ IAS 39: Financial Instruments: Recognition and Measurement, recognition of any resultant gain or loss depends on the nature of the hedging relationship, as detailed below. Cash flow hedges Changes in the fair value of hedging instruments designated as cash flow hedges are recognised within Other Comprehensive Income and accumulated within equity to the extent that the hedges are deemed effective in accordance with NZ IAS 39: Financial Instruments: Recognition and Measurement. To the extent that the hedges are ineffective for accounting, changes in fair value are recognised in the Statement of Financial Performance. If a hedging instrument no longer meets the criteria for hedge accounting, expires or is sold, terminated or exercised, or the designation of the hedge relationship is revoked or changed, then hedge accounting is discontinued. The cumulative gain or loss previously recognised in the cash flow hedge reserve remains there until the forecast transaction occurs. If the underlying hedged transaction is no longer expected to occur, the cumulative, unrealised gain or loss recognised in the cash flow hedge reserve with respect to the hedging instrument is recognised immediately in the Statement of Financial Performance. Where the hedge relationship continues throughout its designated term, the amount recognised in the cash flow hedge reserve is transferred to the Statement of Financial Performance in the same period that the hedged item is recorded in the Statement of Financial Performance, or, when the hedged item is a non-financial asset, the amount recognised in the cash flow hedge reserve is transferred to the carrying amount of the asset when it is recognised. Net investment hedge Hedges of net investments in foreign operations are accounted for similarly to cash flow hedges. Any gain or loss on the hedging instrument relating to the effective portion of the hedge is recognised in other comprehensive income and accumulated in the foreign currency translation reserve within equity. The gain or loss relating to the ineffective portion of the hedge is recognised immediately in the Statement of Financial Performance. Fair value estimation The fair value of investments in quoted equity instruments is determined by reference to quoted market prices in an active market. This equates to Level 1 of the fair value hierarchy defined within Amendments to NZ IFRS 7: Financial Instruments: Disclosures. The fair value of derivative financial instruments is based on published market prices for similar assets or liabilities at balance date (Level 2 of the fair value hierarchy). The fair value of interest-bearing liabilities for disclosure purposes is calculated based on the present value of future principal and interest cash flows, discounted at the market rate of interest for similar liabilities at reporting date. Property, plant and equipment Owned assets Items of property, plant and equipment are stated at cost or deemed cost less accumulated depreciation and accumulated impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the item and in bringing the asset to the location and working condition for its intended use. Cost may also include transfers from equity of any gains or losses on qualifying cash flow hedges of foreign currency purchases of property, plant and equipment. Where significant parts of an item of property, plant and equipment have different useful lives, they are accounted for separately.
A portion of the cost of an acquired aircraft is attributed to its service potential (reflecting the maintenance condition of its engines) and is depreciated over the shorter of the period to the next major inspection event, overhaul, or the remaining life of the asset. Leased assets Leases under which the Group assumes substantially all the risks and rewards of ownership are classified as finance leases. All other leases are classified as operating leases. Upon initial recognition, assets held under finance leases are measured at amounts equal to the lower of their fair value and the present value of the minimum lease payments at inception of the lease. A corresponding liability is also established. Subsequent to initial recognition, the asset is accounted for in accordance with the accounting policy applicable to that asset. Manufacturers credits The Group receives credits and other contributions from manufacturers in connection with the acquisition of certain aircraft and engines. Depending on the reason for which the amounts are received, the credits and other contributions are either recorded as a reduction to the cost of the related aircraft and engines, or offset against the associated operating expense. When the aircraft are held under operating leases, the amounts are deferred and deducted from the operating lease rentals on a straight-line basis over the period of the related lease as deferred credits.
12

Depreciation Aircraft Depreciation of the aircraft fleet is calculated to write down the cost of these assets on a straight line basis to an estimated residual value over their economic lives. The aircraft and related engines, simulators and spares are being depreciated on a straight line basis as follows: Airframe Engines Engine overhauls The residual values of aircraft are reviewed annually by reference to external projected values. Non-aircraft Non-aircraft assets are depreciated on a straight line basis using the following estimated economic lives: Buildings Aircraft specific plant and equipment 50 100 years 10 20 years 10 22 years 5 22 years period to next overhaul
Non-aircraft specific leasehold improvements, plant, equipment, furniture and vehicles 3 10 years Gains and losses on disposal are determined by comparing proceeds with carrying amounts. These are included in the Statement of Financial Performance. Intangible assets Goodwill Goodwill represents the cost of an acquisition over and above the fair value of the Groups share of the net identifiable assets acquired. Goodwill arising on acquisition of a subsidiary is included in intangible assets. Goodwill arising on acquisition of an associate or joint venture is included in the carrying value of the investment in that associate or joint venture. Goodwill is tested annually for impairment and carried at cost less accumulated impairment losses. Gains and losses on the disposal of an entity include the carrying amount of goodwill relating to the entity sold. Computer software and licences Computer software acquired, which is not an integral part of a related hardware item, is recognised as an intangible asset. The costs incurred internally in developing computer software are also recognised as intangible assets where the Group has a legal right to use the software and the ability to obtain future economic benefits from that software. Acquired software licences are capitalised on the basis of the costs incurred to acquire and bring to use the specific software. These assets have a finite life and are amortised on a straight-line basis over their estimated useful lives of three to six years. Expenditure on research activities is recognised as an expense in the period in which it is incurred. Development costs Expenditure related to development costs which is applied to external customer products and services is recognised as an asset and stated at cost. The assets are amortised on a straight line basis over the period of the expected benefits. All other development costs are recognised in the Statement of Financial Performance as incurred. Impairment Impairment of financial assets at amortised cost Financial assets carried at amortised cost are assessed each reporting date for impairment. If there is objective evidence of impairment, the difference between the assets carrying amount and the present value of estimated future cash flows, discounted at the financial assets original effective interest rate, where appropriate, is recognised in the Statement of Financial Performance. Impairment of non-financial assets Non-financial assets are reviewed at each reporting date to determine whether there are any indicators that the carrying amount may not be recoverable. If any such indicators exist, the assets recoverable amount is estimated. The recoverable amount is the higher of an assets fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. An impairment loss is recognised in the Statement of Financial Performance for the amount by which the assets carrying amount exceeds its recoverable amount. For the purposes of assessing impairment, assets are grouped at the lowest level for which there are separately identifiable cash flows (cash-generating units). Aircraft are operated by the airline as a single network and are assessed for impairment as one cash-generating unit, inclusive of related infrastructural assets. Estimated net cash flows used in determining recoverable amounts are based on the directors current assessment of the Groups future trading prospects and the assets ultimate net sale proceeds and have been discounted to their net
13

present value. Aircraft which have been withdrawn from service and have no intention of being reintroduced into the operating fleet are assessed for impairment on an individual basis. Where an impairment loss subsequently reverses, the carrying amount of the asset or cash-generating unit is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised in prior years. Assets held for resale Non-current assets are classified as held for resale if their carrying amount will be recovered through a sale transaction rather than through continuing use. The sale must be highly probable and the asset available for immediate sale in its present condition. Management must be committed to the sale, which should be expected to qualify for recognition as a completed sale within one year from the date of classification. Non-current assets classified as held for resale are measured at the lower of the assets previous carrying amount and its fair value less costs to sell. Work in progress Contract work in progress is stated at cost plus the profit recognised to date, using the percentage of completion method, less any amounts invoiced to customers. Cost includes all expenses directly related to specific contracts and an allocation of direct production overhead expenses incurred. Capital work in progress includes the cost of materials, services, labour and direct production overheads. Inventories Inventories are measured at the lower of cost and net realisable value. Cost is determined using the first-in, first-out (FIFO) cost method. Net realisable value is the estimated selling price in the ordinary course of business, less applicable variable selling expenses. Share 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 taxation, from the proceeds. Where a member of the Group purchases the Companys share capital, the consideration paid is deducted from equity under the treasury stock method, until they are reissued or otherwise disposed of. Reserves Cash flow hedge reserve The cash flow hedge reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments related to hedged transactions that have not yet occurred. Foreign currency translation reserve The foreign currency translation reserve comprises foreign exchange differences arising on consolidation of foreign operations together with the translation of foreign currency borrowings designated as a hedge of net investments in those foreign operations. Investment revaluation reserve The investment revaluation reserve comprises changes in the fair value of the investment in quoted equity instruments. Financial guarantee contracts
Where the Company enters into financial guarantee contracts to guarantee the indebtedness of other companies within the Group, the Company considers these to be insurance contracts (as defined by NZ IFRS 4 - Insurance contracts) and accounts for them as such. Taxation The income taxation expense for the period is the taxation payable on the current periods taxable income at tax rates enacted or substantively enacted at reporting date. This is adjusted by changes in deferred taxation assets and liabilities. Income taxation expense is recognised in the Statement of Financial Performance except where it relates to items recognised directly in equity, in which case it is recognised in equity. Deferred income taxation is provided in full, using the balance sheet liability method, on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements. Deferred income tax is determined using tax rates (and laws) that have been enacted or substantively enacted by the balance sheet date and are expected to apply when the related deferred income tax asset is realised or the deferred income tax liability is settled. Deferred income tax assets and unused tax losses are only recognised to the extent that it is probable that future taxable amounts will be available against which to utilise those temporary differences and losses.
14

Employee benefits Pension obligations Payments to defined contribution retirement plans are charged as an expense as they fall due. Payments made to multi-employer retirement benefit schemes are treated in the same way as payments to defined contribution schemes where sufficient information is not available to use defined benefit accounting. Air New Zealands net obligation in respect of defined benefit pension plans is calculated separately for each plan by an independent actuary, as being the present value of the future obligations to the members less the fair value of the plans assets, adjusted for any unrecognised actuarial gains or losses and unrecognised past service costs. The discount rate reflects the yield on government bonds that have maturity dates approximating the terms of Air New Zealands obligations. When the calculation results in a benefit to Air New Zealand, the value of the asset recognised cannot exceed in aggregate the value of any unrecognised net actuarial losses and past service cost, and the present value of any future refunds from the plan or reductions in future contributions to the plan. Any actuarial gains or losses are amortised under the corridor method over the members expected average remaining working lives. Share based compensation All equity options are disclosed in the notes to the financial statements. The fair value (at grant date) of options granted to employees is recognised as an expense, within the Statement of Financial Performance, over the vesting period of the options, with a corresponding entry to Issued Capital. The amount recognised as an expense is adjusted at each reporting date to reflect the extent to which the vesting period has expired and managements best estimate of the number of share options that will ultimately vest. Termination costs Termination costs are recognised as an expense when the Group is demonstrably committed, without realistic possibility of withdrawal, to a formal detailed plan to terminate employment before the normal retirement date. Provisions A provision is recognised when the Group has a present legal or constructive obligation as a result of a past event, it is probable that an outflow of economic benefits will be required to settle the obligation, and the provision can be reliably measured.
15
Notes to the Financial Statements

1. SEGMENTAL INFORMATION Air New Zealand operates predominantly in one segment, its primary business being the transportation of passengers and cargo on an integrated network of scheduled airline services to, from and within New Zealand. Resource allocation decisions across the network are made to optimise the consolidated Groups financial result. Geographical An analysis of operating revenue by geographical region of original sale is provided below.
GROUP 2012 $M GROUP 2011 $M
Analysis of revenue by geographical region of original sale New Zealand Australia and Pacific Islands United Kingdom and Europe Asia North America Total operating revenue
2,593 677 363 363 487 4,483
2,496 611 374 397 463 4,341
The principal non-current asset of the Group is the aircraft fleet which is registered in New Zealand and employed across the worldwide network. Accordingly, there is no reasonable basis for allocating the assets to geographical segments. 2. PROFIT BEFORE TAXATION
GROUP 2012 $M GROUP 2011 $M COMPANY 2012 $M COMPANY 2011 $M
Profit before taxation has been determined after (debiting)/crediting the following: Total operating revenue, including finance income Share of the profit of associates Audit and review of financial statements * Termination costs Bad and doubtful debts (included within Other expenses) Net foreign exchange (loss)/gain on working capital balances Loss on disposal of property, plant and equipment and intangible assets Gain on disposal of assets held for resale Impairment losses on assets held for resale Impairment losses on goodwill Reversal of impairment on investments in subsidiaries Dividend income from related parties Derivative financial instruments (refer Note 18) Accounting ineffectiveness on cash flow hedges Components of derivatives excluded from hedge designations Non-hedge accounted derivatives ** Total earnings impact of derivative financial instruments *** Rental and lease expenses Aircraft Buildings Total rental and lease expenses
4,514 6 (1) (11) (1) (8) (7) 1 (3) (2) 12 (24) 21 9 (161) (48) (209)
4,377 3 (1) (3) (1) 9 (10) 2 (1) (3) (28) (105) (136) (190) (48) (238)
4,063 (1) (11) (1) (8) (4) 1 (1) 129 198 12 (24) 21 9 (250) (39) (289)
3,993 (1) (1) (1) (8) 2 256 (3) (28) (105) (136) (281) (40) (321)
* Other fees of $63k (30 June 2011: $38k) were paid for tax compliance work and other assurance services (relating to business process controls and review of a bond prospectus). ** Largely offset by foreign exchange gains/losses on United States denominated interest-bearing liabilities and aircraft lease return provisions within Foreign exchange losses as noted below. *** The transfer of the effective portion of qualifying hedge relationships from the cash flow hedge reserve to earnings upon the occurrence of the underlying hedged item is disclosed in both the Statement of Changes in Equity and the Statement of Comprehensive Income. Foreign exchange losses as disclosed in the Statement of Financial Performance comprise realised gains/(losses) from operating hedge derivatives, the translation of monetary assets and liabilities denominated in foreign currencies and ineffective and non-hedge accounted foreign currency derivatives. Normalised earnings, disclosed as supplementary information at the foot of the Statement of Financial Performance, shows earnings after excluding movements on derivatives that hedge exposures in other financial periods. The adjustments align the timing of recognition of derivative gains or losses with the underlying hedged transaction. Such movements comprise amounts required to be recognised as ineffective for accounting purposes (refer Note 18). The amounts recognised in the Statement of Financial Performance in relation to (gains)/losses on derivatives which hedge exposures in other financial periods are $11 million of gains for fuel derivatives (30 June 2011: losses of $7 million) and $8 million of losses on foreign exchange derivatives (30 June 2011: gains of $5 million).
16
Notes to the Financial Statements (Continued)

3. TAXATION EXPENSE
Current taxation expense Current year Adjustment for prior periods Deferred taxation expense Origination and reversal of temporary differences Unused tax loss Total taxation (expense)/credit recognised in earnings Reconciliation of effective tax rate Profit before taxation Taxation at 28% (30 June 2011: 30%) Adjustments Non-deductible expenses Non-taxable income Over provided in prior periods * Other Taxation (expense)/credit (4) 5 2 (23) (5) 35 8 (3) 96 2 (1) 19 (1) 77 18 4 44 94 (26) 73 (22) 268 (75) 179 (54) (42) 13 (29) (23) (25) (25) 8 (32) 13 (19) 19 (29) (29) 44 4 2 6 28 5 33 34 4 38 69 4 73
* The balance of Over provided in prior periods in the year ended 30 June 2011 largely relates to non-taxable income derived from the sale of two Boeing 747-400 aircraft in the 2009 income year. The Inland Revenue Department has agreed with this position given the particular circumstances and application of historical tax legislation only applying to certain leases entered into prior to May 1999. The Group and Company have nil imputation credits as at 30 June 2012 (30 June 2011: $3 million debit Group and Company). 4. EARNINGS PER SHARE
GROUP 2012 GROUP 2011
Earnings per share attributable to equity holders of the Company Basic and diluted earnings per share (cents) 6.5 $M Earnings for the purpose of basic and diluted earnings per share: Net Profit Attributable to Shareholders of the Parent Company Weighted average number of shares (in millions of shares) Weighted average number of Ordinary Shares for basic earnings per share Effect of dilutive ordinary shares: - Share options Weighted average number of Ordinary Shares for diluted earnings per share 1,096 3 1,099 1,084 1 1,085
7.5 $M 81
71
17

5. NOTES TO THE STATEMENT OF CASH FLOWS Composition of closing cash and cash equivalents Cash and cash equivalents, as stated in the Statement of Cash Flows, are reconciled to the related balances in the Statement of Financial Position as follows:
Cash balances Other short term deposits and short term bills Bank and short term deposits Bank overdraft and short term borrowings Total cash and cash equivalents
46 983 1,029 (2) 1,027
27 833 860 860
37 984 1,021 (6) 1,015
20 832 852 (1) 851
Reconciliation of Net Profit Attributable to Shareholders to Net Cash Flows from Operating Activities: Net profit attributable to shareholders Plus/(less) non-cash items: Depreciation and amortisation Loss on disposal of property, plant and equipment, intangible assets and assets held for resale Impairment on property, plant and equipment, intangible assets and assets held for resale Reversal of impairment on investments in subsidiaries Share of profit of joint ventures and associates Unrealised (gains)/losses on fuel derivatives Gain on equity derivative Foreign exchange (gains)/losses Other non-cash items Net working capital movements: Assets Revenue in advance Deferred foreign exchange losses Liabilities Net cash flow from operating activities 71 348 6 5 (6) (6) (13) (4) 13 414 27 17 14 58 472 81 316 8 1 (3) 11 1 9 424 (53) 108 20 (33) 42 466 287 231 3 7 (129) (6) (13) (13) 6 373 (10) 37 17 20 64 437 223 189 6 11 (11) 418 (33) 105 20 2 94 512
18

As at 30 June 2012
6. TRADE AND OTHER RECEIVABLES
Current Trade receivables Other receivables Less: allowance for doubtful debts Prepayments 308 4 (2) 310 64 374 Non-current Other receivables Prepayments 48 48 Trade and other receivables is represented by: Current Past due 1- 90 days Past due greater than 90 days Allowance for doubtful debts 281 23 8 (2) 310 7. INVENTORIES
307 5 (2) 310 67 377
290 4 (2) 292 43 335
276 4 (2) 278 48 326
1 51 52
7 7
1 12 13
280 30 3 (2) 311
268 19 7 (2) 292
259 20 2 (2) 279
Engineering expendables Consumable stores
142 28 170 150 20 170
139 28 167 149 18 167
118 23 141 120 21 141
109 27 136 118 18 136
Held at cost Held at fair value less costs to sell
Movement in the provision for inventory obsolescence Balance at the beginning of the year Net increase in provision Balance at the end of the year
(26) (1) (27)
(23) (3) (26)
(23) (3) (26)
(20) (3) (23)

19

As at 30 June 2012
8. ASSETS HELD FOR RESALE
Current Aircraft related assets
9 9
3 3
8 8
1 1
9. OTHER ASSETS
Current Contract work in progress Amounts owing from subsidiaries Amounts owing from associates Non interest-bearing assets Other assets (including defined benefit assets)
30 1 13 14 58
31 2 8 41
13 135 1 13 14 176
17 392 2 8 419
Non-current Capital work in progress Amounts owing from subsidiaries Progress payments on aircraft, engines and simulators Interest-bearing assets Other assets
27 74 180 11 292
56 193 170 11 430
20 245 74 180 6 525
48 193 170 6 417
Non interest-bearing assets include equity derivative prepaid forwards held in Virgin Australia Holdings Limited which mature in September 2012. Interest-bearing assets include registered transferable certificates of deposit (RTDs) that have been provided as security over credit card obligations incurred by Air New Zealand. The RTDs bear floating rate interest, and mature after seven years.
20

As at 30 June 2012
10. PROPERTY, PLANT AND EQUIPMENT
Property, plant and equipment comprises: Aircraft, spare engines and simulators Spares Plant and equipment Land and buildings 2,606 128 126 232 3,092 AIRCRAFT, SPARE ENGINES AND SIMULATORS Cost Accumulated depreciation Carrying value at the beginning of the year Additions Disposals Depreciation Transfer to assets held for resale Carrying value at the end of the year Represented by: Cost Accumulated depreciation Carrying value at the end of the year Aircraft, spare engines and simulators comprise: Finance leased aircraft and spare engines Owned aircraft, spare engines and simulators 1,769 837 2,606 SPARES Cost Accumulated depreciation Carrying value at the beginning of the year Additions Disposals Depreciation Transfer to assets held for resale Carrying value at the end of the year Represented by: Cost Accumulated depreciation Carrying value at the end of the year 264 (136) 128 265 (129) 136 219 (115) 104 222 (110) 112
2,228 136 122 228 2,714
1,543 104 108 213 1,968
1,091 112 104 212 1,519
3,328 (1,100) 2,228 665 (6) (270) (11) 2,606 3,822 (1,216) 2,606
2,740 (981) 1,759 714 (3) (242) 2,228 3,328 (1,100) 2,228
1,608 (517) 1,091 622 (162) (8) 1,543 2,112 (569) 1,543
1,053 (498) 555 662 (126) 1,091 1,608 (517) 1,091
1,307 921 2,228
1,322 221 1,543
830 261 1,091
265 (129) 136 14 (6) (15) (1) 128
256 (123) 133 25 (8) (14) 136
222 (110) 112 10 (4) (13) (1) 104
215 (106) 109 22 (7) (12) 112
21

As at 30 June 2012
10. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
PLANT AND EQUIPMENT Cost Accumulated depreciation Carrying value at the beginning of the year Additions Acquisitions from business combinations Disposals Depreciation Carrying value at the end of the year Represented by: Cost Accumulated depreciation Carrying value at the end of the year LAND AND BUILDINGS Cost Accumulated depreciation Carrying value at the beginning of the year Additions Disposals Depreciation Carrying value at the end of the year Represented by: Cost Accumulated depreciation Carrying value at the end of the year Land and buildings comprise: Leasehold properties Freehold properties 219 13 232 213 15 228 200 13 213 198 14 212 346 (114) 232 326 (98) 228 317 (104) 213 302 (90) 212 326 (98) 228 24 (20) 232 315 (88) 227 18 (2) (15) 228 302 (90) 212 19 (18) 213 298 (81) 217 9 (1) (13) 212 368 (242) 126 375 (253) 122 330 (222) 108 339 (235) 104 375 (253) 122 31 2 (2) (27) 126 378 (267) 111 38 (1) (26) 122 339 (235) 104 28 (1) (23) 108 346 (252) 94 33 (1) (22) 104
The useful lives and residual values applied to property, plant and equipment are reviewed annually to ensure that they continue to be appropriate. During the year ended 30 June 2011 the useful lives and residual values of the Boeing 747-400 fleet were reassessed and depreciation expense was reduced by $13 million. Aircraft and aircraft related assets of $1,923 million as at 30 June 2012 (30 June 2011: $1,539 million) are pledged as security over borrowings and finance lease obligations. New Zealand generally accepted accounting practice requires book values to be written down to the higher of fair value less costs to sell or value in use. The indicative market valuations of aircraft were less than the book value. In the opinion of the directors, the recoverable value from continued use of the aircraft as part of a network and their ultimate sale proceeds exceeded the book value of the aircraft, based on the directors current assessment of the Groups future trading prospects. The aircraft carrying values were tested for impairment based on a value in use discounted cash flow valuation. Cash flow projections were prepared for 5 years using Board reviewed business plans. Key assumptions include exchange rates, jet fuel costs, passenger load factors and route yields. These assumptions have been based on historical data and current market information. The cash flow projections are particularly sensitive to fluctuations in fuel prices, exchange rates and economic demand and are extrapolated using an average growth rate of approximately 2.0 percent (30 June 2011: 2.0 percent). The cash flow projections are discounted using rates of 8.0 and 10.0 percent (30 June 2011: 8.0 and 10.0 percent). The valuation confirmed that there was no impairment to the aircraft assets required.
22

As at 30 June 2012
11. INTANGIBLE ASSETS
Intangible assets comprise: Internally developed software Externally purchased software Development costs Goodwill 49 11 2 1 63 INTERNALLY DEVELOPED SOFTWARE Cost Accumulated amortisation Carrying value at the beginning of the year Additions Amortisation Carrying value at the end of the year Represented by: Cost Accumulated amortisation Carrying value at the end of the year EXTERNALLY PURCHASED SOFTWARE Cost Accumulated amortisation Provision for impairment Carrying value at the beginning of the year Additions Acquisitions from business combinations Amortisation Carrying value at the end of the year Represented by: Cost Accumulated amortisation Provision for impairment Carrying value at the end of the year 173 (160) (2) 11 180 (165) (2) 13 165 (155) 10 173 (161) 12 180 (165) (2) 13 1 1 (4) 11 186 (172) (2) 12 7 (6) 13 173 (161) 12 2 (4) 10 180 (169) 11 6 (5) 12 150 (101) 49 134 (94) 40 143 (99) 44 127 (90) 37 134 (94) 40 21 (12) 49 125 (95) 30 23 (13) 40 127 (90) 37 18 (11) 44 120 (93) 27 21 (11) 37 40 13 2 1 56 44 10 54 37 12 49
Development costs arise from the Groups engineering activities and will be applied to external customer products and services. There were $2 million of additions in the year ended 30 June 2011. During the year ended 30 June 2012 the Group acquired VCubed Pty Limited which resulted in goodwill of $2 million. The goodwill in VCubed Pty Limited was fully impaired during the year ended 30 June 2012. 12. INVESTMENT IN QUOTED EQUITY INSTRUMENTS
Investment in Virgin Australia Holdings Limited Balance at the beginning of the year Acquisitions Fair value changes recognised in other comprehensive income Transaction costs Balance at the end of the year 120 43 40 203 200 (81) 1 120 -
During the year ended 30 June 2011, the Group acquired a 14.99% interest in Virgin Australia Holdings Limited (Virgin Australia). A further 3.5% interest was acquired in the year ended 30 June 2012. The investment is denominated in Australian Dollars. The investment is part of the Groups strategy to widen its exposure to the Australasian market. The cost of the acquisition for the year ended 30 June 2012 was A$23 million or 30 cents per share after allowing for the financial gain from the equity derivatives referred to in Note 18, which was recognised in the Statement of Financial Performance (30 June 2011: A$145 million or 44 cents per share).
23

As at 30 June 2012
13. INVESTMENTS IN OTHER ENTITIES
Investments in subsidiaries Investments in associates Investments in other entities
59 1 60
54 54
407 1 408
285 285
During the year ended 30 June 2012, the Company reversed $129 million of impairment losses in subsidiaries (30 June 2011: nil). Refer to Note 2 and Note 27 for further details. SUBSIDIARIES Significant subsidiaries comprise: NAME Air Nelson Limited Air New Zealand Aircraft Holdings Limited Air New Zealand Associated Companies Limited Air New Zealand Tasman Pacific Limited Altitude Aerospace Interiors Limited Eagle Airways Limited Mount Cook Airline Limited Safe Air Limited TAE Gas Turbines Pty Limited TAE Aviation Pty Limited Valetport Limited PRINCIPAL ACTIVITY Aviation Aircraft leasing and financing Investment Aviation crew resourcing Aviation design engineering Aviation Aviation Engineering services Engineering services Aviation engineering Car parking services COUNTRY OF INCORPORATION New Zealand New Zealand New Zealand New Zealand New Zealand New Zealand New Zealand New Zealand Australia Australia New Zealand
All subsidiary entities above have a balance date of 30 June and are 100 percent owned. Subsidiaries are accounted for using the cost method. ASSOCIATES Significant associates comprise: NAME Christchurch Engine Centre (CEC) % OWNED 49 PRINCIPAL ACTIVITY Engineering services COUNTRY OF INCORPORATION New Zealand BALANCE DATE 31 December
VCubed Pty Limited was held as an associate in the year ended 30 June 2011. On 6 October 2011 the Group increased the shareholding in VCubed Pty Limited from 26% to 70% (refer to the Acquisitions section).
GROUP 2012 $M
GROUP 2011 $M
Carrying amount Christchurch Engine Centre VCubed Pty Limited Summarised financial information of associates - 100%: Assets Liabilities Revenue Profit after taxation Results of associates Share of profit before taxation Taxation expense Share of profit after taxation of associates 6 6 3 3 151 39 289 12 175 77 353 5 59 59 51 3 54
24

As at 30 June 2012
13. INVESTMENTS IN OTHER ENTITIES (CONTINUED) JOINT VENTURES Significant joint ventures comprise: NAME Pacific Leisure Group Limited % OWNED 50 PRINCIPAL ACTIVITY Wholesale travel distributor COUNTRY OF INCORPORATION New Zealand BALANCE DATE 30 June
GROUP 2012 $M GROUP 2011 $M
Summarised financial information of joint ventures - 100%: Current assets Non-current assets Current liabilities Revenue Expenses 9 1 9 12 12 -
ACQUISITIONS The following entities were acquired or incorporated during the year: NAME OF ENTITY ANZGT Field Services LLC Pacific Leisure Group Limited VCubed Pty Limited PRINCIPAL ACTIVITY Engineering services Wholesale travel distributor Online booking exchange ACQUISITION DATE 29 July 2011 20 October 2011 6 October 2011 % OF VOTING RIGHTS 51 50 70 RELATIONSHIP Subsidiary Joint Venture Subsidiary
The Group acquired a 51% share of ANZGT Field Services LLC on 29 July 2011. The Group invested in ANZGT Field Services LLC to support and enhance its marine and industrial engine business. The company is incorporated in the United States of America. Pacific Leisure Group Limited was incorporated on 20 October 2011 and commenced trading as a joint venture on 25 November 2011. The Group invested in the company to expand the Air New Zealand Holidays wholesale travel business to support growth of the ancillary revenue strategy by combining its operations with Australias largest domestic wholesaler of Australian travel products and services. VCubed Pty Limited was previously held as an associate with the Group holding a 26% interest. On 6 October 2011, the Group increased the shareholding in VCubed Pty Limited as a result of the conversion of 3 million convertible notes. Immediately following the conversion, the Group subscribed for an additional 2,225,313 Ordinary Shares in the Company under a pro-rata rights issue at a cost of A$800k. Upon consolidation of VCubed Pty Limited into the Air New Zealand Group goodwill of $2 million was recognised. The goodwill was subsequently fully impaired. The acquisitions had the following impact on the Groups assets and liabilities at the date of purchase:
Consolidated fair value on acquisition
Bank and short term deposits Property, plant and equipment Intangible assets Other liabilities Net Assets and Liabilities Acquired Transferred from: Investment in other entities (associates) Goodwill arising on acquisition Non-controlling interest in acquired net assets Cash Consideration Paid Cash and cash equivalents acquired Net Cash Flow The value of non-controlling interests was determined in VCubed Pty Limited based on a 30% interest, and in ANZGT Field Services LLC based on a 49% interest, in the fair value of the identified net assets as at the date of acquisition.
3 2 (1) 5 (3) 2 (2) 2 3 1

Operating revenue (including finance income) of $4,847k and net loss after tax of $1,020k was recognised in respect of these entities in the Statement of Financial Performance from the date of acquisition. If the acquisitions had been effected at the start of the financial year (1 July 2011) total operating revenue (including finance income) for the Group would have been $4,515 million and net profit after tax of $71 million.
25

As at 30 June 2012
14. REVENUE IN ADVANCE
Current Transportation sales in advance Loyalty programme Other
779 103 20 902
767 106 15 888
776 103 14 893
758 107 3 868
Non-current Loyalty programme Other
131 4 135
122 122
131 3 134
122 122
15. INTEREST-BEARING LIABILITIES

Current Secured borrowings Finance lease liabilities
14 141 155
60 92 152
83 83
53 53
Non-current Secured borrowings Unsecured bonds Finance lease liabilities
83 150 1,304 1,537
94 1,009 1,103
150 889 1,039
555 555
Interest rates: Fixed rate Floating rate At amortised cost At fair value
762 930 1,692 1,605
188 1,067 1,255 1,276
559 563 1,122 1,053
608 608 614
All borrowings are secured over aircraft or aircraft related assets and are subject to floating interest rates. Finance lease liabilities are secured over aircraft and are subject to both fixed and floating interest rates. Fixed interest rates ranged from 2.4 percent to 5.1 percent in 2012 (30 June 2011: 2.5 percent to 5.1 percent). Purchase options are available on expiry or, if applicable under the lease agreement, on early termination of the finance leases. The Companys finance lease liabilities are with related parties. On 28 September 2011 Air New Zealand issued $150 million of unsecured, unsubordinated fixed rate bonds. The bonds have a maturity date of 15 November 2016 and an interest rate of 6.90% payable semi-annually.
GROUP 2012 $M
GROUP 2011 $M
COMPANY 2012 $M
COMPANY 2011 $M
Finance lease liabilities Repayable as follows: Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Less future finance costs Present value of future rentals Repayable as follows: Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years
171 724 739 1,634 (189) 1,445
113 539 594 1,246 (145) 1,101
106 444 549 1,099 (127) 972
66 281 332 679 (71) 608
26
141 629 675 1,445
92 471 538 1,101
83 375 514 972
53 243 312 608

As at 30 June 2012
16. PROVISIONS
Provisions Aircraft lease return costs Restructuring Other
150 4 1 155
166 1 167
150 4 154
165 165
Represented by: Current Non-current
61 94 155
79 88 167
60 94 154
77 88 165
Aircraft lease return costs Balance at the beginning of the year Amount provided Amount utilised Foreign exchange differences Balance at the end of the year Represented by: Current Non-current
166 60 (83) 7 150
202 60 (64) (32) 166
165 60 (82) 7 150
202 59 (64) (32) 165
56 94 150
78 88 166
56 94 150
77 88 165
Where a commitment exists to maintain aircraft held under operating lease arrangements, a provision is made during the lease term for the lease return obligations specified within those lease agreements. The provision is based on the present value of the estimated future costs of major airframe inspections and engine overhauls by making appropriate charges to the Statement of Financial Performance, calculated by reference to the number of hours or cycles operated during the year. The provision is expected to be utilised over the shorter of the period to the next inspection or overhaul or the end of the lease.
Restructuring Balance at the beginning of the year Amount raised Amount utilised Balance at the end of the year Represented by: Current
11 (7) 4
3 (3) -
11 (7) 4
1 (1) -
A restructuring provision is created where a detailed formal plan is developed and a valid expectation exists. Costs relating to ongoing activities are not provided for. Other provisions include amounts relating to insurance and warranties. Insurance provisions are expected to be utilised within 12 months based on historical claim experience. Warranty provisions represent an estimate of potential liability for future rectification work in respect of past engineering services performed. The usual warranty period is less than 12 months from the date of delivery of the serviced aircraft. There were no additions during the year ended 30 June 2012 (30 June 2011: $1 million).
27
4 4
4 4

As at 30 June 2012
17. FINANCIAL RISK MANAGEMENT Air New Zealand is subject to credit, foreign currency, interest rate, fuel and equity price risks. These risks are managed with various financial instruments, using a set of policies approved by the Board of Directors. Compliance with these policies is reviewed and reported monthly to the Board and is included as part of the internal audit programme. Group policy is not to enter, issue or hold financial instruments for speculative purposes. Credit risk Credit risk is the potential loss from a transaction in the event of default by a counterparty during the term of the transaction or on settlement of the transaction. Air New Zealand incurs credit risk in respect of trade receivable transactions and other financial instruments in the normal course of business. The maximum exposure to credit risk is represented by the carrying value of financial assets. Air New Zealand places cash, short term deposits and derivative financial instruments with good credit quality counterparties, having a minimum Standard and Poors credit rating of A. Limits are placed on the exposure to any one financial institution. Credit evaluations are performed on all customers requiring direct credit. Air New Zealand is not exposed to any concentrations of credit risk within receivables, other assets and derivatives. Air New Zealand does not require collateral or other security to support financial instruments with credit risk. A significant proportion of receivables are settled through the International Aviation Travel Association (IATA) clearing mechanism which undertakes its own credit review of members. Market risk Foreign currency risk Foreign currency risk is the risk of loss to Air New Zealand arising from adverse fluctuations in exchange rates. Air New Zealand has exposure to foreign exchange risk as a result of transactions denominated in foreign currencies, arising from normal trading activities, foreign currency borrowings and foreign currency capital commitments and sales. Air New Zealand has a formal foreign exchange management policy (approved by the Board of Directors) to enter into foreign exchange contracts to manage economic exposure to fluctuations in foreign exchange rates impacting operating cash flows, capital expenditure and foreign currency denominated liabilities. Any exposure to gains or losses on these contracts is offset by a related loss or gain on the item being hedged. Foreign currency operating cash inflows are primarily denominated in Australian Dollars, European Community Euro, Japanese Yen, Chinese Renminbi, United Kingdom Pounds and United States Dollars. Foreign currency outflows are primarily denominated in United States Dollars. Excluding the Chinese Renminbi (which has a pegged exchange rate), the Groups treasury risk management policy is to hedge between 70% and 90% of forecast net operating cash flows for the first 6 months, with progressive reductions in percentages hedged over the next six months. In accordance with this policy, the underlying forecast revenue and expenditure transactions in respect of foreign currency cash flow hedges in place at reporting date, are expected to occur over the next 12 months. The parameters align the hedge terms for foreign currency and fuel price risk. Hedges of foreign currency capital transactions are only undertaken if there is a large volume of forecast capital transactions over a short period of time. Prior to 1 July 2011, the Groups treasury risk management policy was to hedge between 75% to 95% of forecast net operating cash flows for the first 6 months, with progressive reductions in percentages hedged in subsequent months out to 2 years. In accordance with this policy, the underlying forecast revenue and expenditure transactions in respect of foreign currency cash flow hedges in place at 30 June 2011, were expected to occur over the following 24 months. Where exposures were certain, such as foreign currency borrowings and capital commitments and sales, it was the Groups policy to elect to hedge these risks as they arose, within Board approved parameters. The remaining hedge accounted capital transactions as at 30 June 2011 have run their course and will affect earnings as the underlying hedged asset is depreciated over the useful economic life of that asset. A proportion of United States Dollar denominated borrowings is designated as the hedging instrument in qualifying cash flow hedges of highly probable forecast foreign currency sales of non-financial assets. A further proportion of United States denominated borrowings remains unhedged to provide a natural offset to foreign currency movements within depreciation expense, resulting from revisions made to aircraft residual values during the year. Japanese Yen denominated finance lease obligations are designated as the hedging instrument in qualifying cash flow hedges of highly probable forecast Japanese Yen revenues. These strategies reduce the level of derivative cover required to offset the foreign exchange exposure on the remaining unhedged United States borrowings and finance lease obligations. The Group has certain investments in foreign operations, whose net assets are exposed to foreign currency translation risk. Currency exposure arising on the net assets of the Groups foreign operations is managed primarily through borrowings denominated in the relevant foreign currencies.
28

As at 30 June 2012
17. FINANCIAL RISK MANAGEMENT (continued) With the exception of foreign currency denominated working capital balances, which together are immaterial to foreign currency fluctuations, Air New Zealands exposure to foreign exchange risk arising on financial instruments outstanding at reporting date is summarised as follows:
GROUP As at 30 June 2012
In NZ$M Foreign currency risk Non-derivative financial instruments Non interest-bearing assets Interest-bearing assets Investment in quoted equity instruments Interest-bearing liabilities Net financial position exposure before hedging activities Foreign currency derivatives Notional principal (NZ$M) Cash flow hedges Non-hedge accounted Cash flows in respect of foreign currency cash flow hedges are expected to occur as follows: Not later than 1 year Later than 1 year and not later than 2 years
NZD
USD
AUD
EUR
JPY
GBP OTHER
TOTAL
140 (747) (607)
(751) (751)
13 40 203 256
(194) (194)
13 180 203 (1,692) (1,296)
(496) (678) (1,781)
1,125 727 1,101
(277) (56) (77)
(58) 3 (55)
(65) (259)
(119) 6 (113)
(95) 3 (92)
15 5 (1,276)
(457) (39) (496)
1,057 68 1,125
(265) (12) (277)
(55) (3) (58)
(63) (2) (65)
(113) (6) (119)
(90) (5) (95)
14 1 15
In NZ$M Foreign currency risk Non-derivative financial instruments Interest-bearing assets Investment in quoted equity instruments Interest-bearing liabilities Net financial position exposure before hedging activities Foreign currency derivatives Notional principal (NZ$M) Cash flow hedges Non-hedge accounted Cash flows in respect of foreign currency cash flow hedges are expected to occur as follows: Not later than 1 year Later than 1 year and not later than 2 years
NZD
USD
AUD
EUR
JPY
GBP OTHER
TOTAL
130 (660) (530)
(595) (595)
40 120 160
170 120 (1,255) (965)
(758) (567) (1,855)
1,551 560 1,516
(393) (35) (268)
(86) 1 (85)
(133) (133)
(181) 2 (179)
(128) 2 (126)
(128) (37) (1,130)
(681) (77) (758)
1,381 170 1,551
(339) (54) (393)
(77) (9) (86)
(128) (5) (133)
(164) (17) (181)
(114) (14) (128)
(122) (6) (128)
29

As at 30 June 2012
17. FINANCIAL RISK MANAGEMENT (continued)
COMPANY As at 30 June 2012
In NZ$M Foreign currency risk Non-derivative financial instruments Non interest-bearing assets Interest-bearing assets Amounts owing from subsidiaries* Interest-bearing liabilities Net financial position exposure before hedging activities Foreign currency derivatives Notional principal (NZ$M) Cash flow hedges Non-hedge accounted Cash flows in respect of foreign currency cash flow hedges are expected to occur as follows: Not later than 1 year Later than 1 year and not later than 2 years
NZD
USD
AUD
EUR
JPY
GBP OTHER
TOTAL
140 664 (539) 265
(294) (389) (683)
13 40 9 62
1 (194) (193)
13 180 380 (1,122) (549)
(503) (678) (916)
1,131 727 1,175
(277) (56) (271)
(58) 3 (55)
(65) (258)
(119) 6 (113)
(95) 3 (92)
14 5 (530)
(459) (44) (503)
1,058 73 1,131
(265) (12) (277)
(55) (3) (58)
(63) (2) (65)
(113) (6) (119)
(90) (5) (95)
13 1 14
* Foreign currency derivatives executed through the Parent company are used to provide an offset at an Air New Zealand Group level of translation gains or losses on United States dollar denominated interest-bearing liabilities (primarily held by a wholly owned subsidiary). Foreign currency exposure is managed at a legal entity level within the Group through related party foreign currency deposits and loans. A United States dollar denominated payable to a subsidiary forms part of a set-off arrangement with a New Zealand dollar denominated intercompany receivable from that subsidiary. Other foreign currency balances with related parties are immaterial to foreign currency fluctuations.
In NZ$M Foreign currency risk Non-derivative financial instruments Interest-bearing assets Amounts owing from subsidiaries* Interest-bearing liabilities Net financial position exposure before hedging activities Foreign currency derivatives Notional principal (NZ$M) Cash flow hedges Non-hedge accounted Cash flows in respect of foreign currency cash flow hedges were expected to occur as follows: Not later than 1 year Later than 1 year and not later than 2 years
NZD
USD
AUD
EUR
JPY
GBP OTHER
TOTAL
130 712 (429) 413
(350) (179) (529)
40 29 69
1 1
170 392 (608) (46)
(770) (567) (924)
1,561 560 1,592
(393) (35) (359)
(86) 1 (85)
(133) (132)
(181) 2 (179)
(128) 2 (126)
(130) (37) (213)
(684) (86) (770)
1,383 178 1,561
(339) (54) (393)
(77) (9) (86)
(128) (5) (133)
(164) (17) (181)
(114) (14) (128)
(123) (7) (130)
* Foreign currency derivatives executed through the Parent company are used to provide an offset at an Air New Zealand Group level of translation gains or losses on United States dollar denominated interest-bearing liabilities (primarily held by a wholly owned subsidiary). Foreign currency exposure is managed at a legal entity level within the Group through related party foreign currency deposits and loans. A United States dollar denominated payable to a subsidiary forms part of a set-off arrangement with a New Zealand dollar denominated intercompany receivable from that subsidiary. Other foreign currency balances with related parties are immaterial to foreign currency fluctuations.
30

As at 30 June 2012
17. FINANCIAL RISK MANAGEMENT (continued) Sensitivity analyses The sensitivity analyses which follow are hypothetical and should not be considered predictive of future performance. They only include financial instruments (derivative and non-derivative) and do not include the future forecast hedged transactions. As the sensitivities are only on financial instruments the sensitivities ignore the offsetting impact on future forecast transactions which many of the derivatives are hedging. Changes in fair value can generally not be extrapolated because the relationship of change in assumption to change in fair value may not be linear. In addition, for the purposes of the below analyses, the effect of a variation in a particular assumption is calculated independently of any change in another assumption. In reality, changes in one factor may contribute to changes in another, which may magnify or counteract the sensitivities. Furthermore, sensitivities to specific events or circumstances will be counteracted as far as possible through strategic management actions. The estimated fair values as disclosed should not be considered indicative of future earnings on these contracts. Foreign currency sensitivity on financial instruments The following table demonstrates the sensitivity of the above financial instruments at reporting date to a reasonably possible appreciation/depreciation in the United States Dollar against the New Zealand Dollar. Other currencies are evaluated by converting first to United States Dollars and then applying the above change against the New Zealand Dollar. All other variables are held constant. This analysis does not include future forecast hedged operating or capital transactions.
In NZ$M On profit before taxation 5 cents appreciation 5 cents depreciation On cash flow hedge reserve (within equity) 5 cents appreciation 5 cents depreciation
USD
AUD
EUR
JPY
GBP
OTHER
(5) 6 (61) 70
5 (5)
3 (4)
15 (18)
7 (8)
6 (6)
In NZ$M On profit before taxation 5 cents appreciation 5 cents depreciation 5 cents appreciation 5 cents depreciation
USD (4) 5 (83) 95
AUD 16 (18)
EUR 5 (6)
JPY 8 (9)
GBP 10 (12)
OTHER 7 (8)
On cash flow hedge reserve (within equity)
company As at 30 June 2012
USD (3) 3 (68) 77
AUD 17 (19)
EUR 3 (4)
JPY 15 (18)
GBP 7 (8)
OTHER AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012
6 (6)
company As at 30 June 2011
USD (2) 2 (90) 102
AUD (2) 2 23 (26)
EUR 5 (6)
JPY 8 (9)
GBP 10 (12)
OTHER 7 (8)
31

As at 30 June 2012
17. FINANCIAL RISK MANAGEMENT (continued) SIGNIFICANT FOREIGN EXCHANGE RATES USED AT BALANCE DATE FOR ONE NEW ZEALAND DOLLAR ARE:
2012 2011
Australian Dollar European Community Euro Japanese Yen United Kingdom Pound United States Dollar Fuel price risk
0.7840 0.6330 62.60 0.5080 0.7875
0.7720 0.5710 66.60 0.5130 0.8240
Air New Zealand has entered into fuel swap and option agreements to reduce the impact of price changes on fuel costs in accordance with policy approved by the Board of Directors. Uplift in the first three months is hedged around 50% with the volume falling to zero in the seventh month. The intrinsic value component of these fuel derivatives is designated as a cash flow hedge. All other components are marked to market through earnings, as are any short-dated outright derivatives. As at 30 June 2012, the Group had hedged 2.2 million barrels (30 June 2011: 4.5 million barrels) with a fair value of $3 million (30 June 2011: $6 million). The agreements mature within 6 months (30 June 2011: 1 year). Prior to 1 July 2011, the Groups policy was to hedge between 75% to 95% of estimated fuel costs for the first 3 months, with progressive reductions in percentages hedged in subsequent months out to 1 year. Fuel price sensitivity on financial instruments The sensitivity of the fair value of these derivatives as at reporting date to a reasonably possible change in the price per barrel of crude oil is shown below. This analysis assumes that all other variables, including the refining margin, remain constant and the respective impacts on profit before taxation and equity are dictated by the proportion of intrinsic/time value of the options at reporting date as well as the proportion of effective/ineffective hedges. In practice, these elements would vary independently. This analysis does not include the future forecast hedged fuel transactions. The sensitivity has been changed to USD35 per barrel in the current year to reflect the volatility with fuel markets and the economic situation in Europe.
GROUP AND COMPANY 2012 $M + USD 35 2012 $M - USD 35 2011 $M + USD 20 2011 $M - USD 20
Price movement per barrel: On profit before taxation On cash flow hedge reserve (within equity) Interest rate risk
32 -
(7) -
12 61
(19) (53)
Interest rate risk is the risk of loss to Air New Zealand arising from adverse fluctuations in interest rates. Air New Zealand has exposure to interest rate risk as a result of the long-term borrowing activities which are used to fund ongoing activities. It is the Groups policy to ensure the interest rate exposure is maintained to minimise the impact of changes in interest rates on its net floating rate long-term borrowings. The Groups policy is to fix between 70% to 100% of its exposure to interest rates, including fixed interest operating leases, in the next 12 months. Interest rate swaps are used to achieve an appropriate mix of fixed and floating rate exposure if the volume of fixed rate loans or fixed rate operating leases is insufficient. In the year to 30 June 2012, there were no interest rate derivatives in place, nor any impact on earnings (30 June 2011: Nil).
Interest rate sensitivity on financial instruments Earnings are sensitive to changes in interest rates on the floating rate element of borrowings and finance lease obligations and the fair value of interest rate swaps. Their sensitivity to a reasonably possible change in interest rates with all other variables held constant, is set out below:
2012 $M +50 bp* 2012 $M -50 bp* 2011 $M +50 bp* 2011 $M -50 bp*
Interest rate change: On profit before taxation Group Company * bp = basis points
(5) (3)
5 3
(5) (3)
5 3
The above assumes that the amount and mix of fixed and floating rate debt, including finance lease obligations, remains unchanged from that in place at reporting date, and that the change in interest rates is effective from the beginning of the year. In reality, the fixed/ floating rate mix will fluctuate over the year and interest rates will change continually.
32

As at 30 June 2012
17. FINANCIAL RISK MANAGEMENT (continued) Equity price risk Equity price risk is the risk of loss to Air New Zealand arising from adverse fluctuations in the price of an equity investment or equity derivative. Air New Zealand has exposure to equity price risk arising on the equity investment and derivative held in Virgin Australia Holdings Limited. This investment is held for strategic rather than trading purposes. The Group does not hedge this risk. Equity investment price risk sensitivity on financial instruments The sensitivity to reasonably possible changes in the quoted price of an equity investment or derivative with all other variables held constant, is set out below.
2012 $M + 25% 2012 $M - 25% 2011 $M + 25% 2011 $M - 25%
Equity investment price change: On profit before taxation Group Company On investment revaluation reserve (within equity) Group
4 4 51
(4) (4) (51)
30
(30)
Liquidity risk Liquidity risk is the risk that the Group will be unable to meet its obligations as they fall due. Air New Zealand manages the risk by targeting a minimum liquidity level, ensuring long term commitments are managed with respect to forecast available cash inflow and managing maturity profiles. Air New Zealand holds significant cash reserves to enable it to meet its liabilities as they fall due and to sustain operations in the event of unanticipated external factors or event. The following table sets out the contractual, undiscounted cash flows for non-derivative financial liabilities:
STATEMENT CONTRACTUAL OF FINANCIAL cash flows POSITION $M $M < 1 year 1-2 years 2-5 years 5+ years
$M
$M
$M
$M
Bank overdraft and short-term borrowings Trade and other payables Secured borrowings Unsecured bonds Finance lease obligations Amounts owing to associates Total non-derivative liabilities
2 373 97 150 1,445 6 2,073
2 373 104 197 1,634 6 2,316
2 373 16 10 171 6 578
16 10 162 188
55 177 563 795
17 738 755
STATEMENT CONTRACTUAL OF FINANCIAL cash flows POSITION $M $M
< 1 year
1-2 years
2-5 years
5+ years
$M
$M
$M
$M
Trade and other payables Secured borrowings Finance lease obligations Amounts owing to associates Total non-derivative liabilities
369 154 1,101 2 1,626
369 163 1,246 2 1,780
369 62 113 2 546
16 131 147
62 408 470
23 594 617
33

As at 30 June 2012
$M
$M
$M
$M
Bank overdraft and short-term borrowings Trade and other payables Unsecured bonds Finance lease obligations Amounts owing to subsidiaries Amounts owing to associates Total non-derivative liabilities
6 332 150 972 803 6 2,269
6 332 197 1,099 803 6 2,443
6 332 10 106 706 6 1,166
10 108 118
177 336 513
549 97 646

$M
$M
$M
$M
Bank overdraft and short-term borrowings Trade and other payables Finance lease obligations Amounts owing to subsidiaries Amounts owing to associates Total non-derivative liabilities
1 331 608 972 2 1,914
1 331 679 972 2 1,985
1 331 67 889 2 1,290
67 67
214 214
331 83 414
The following tables set out the contractual, undiscounted cash flows for derivative financial instruments:
$M
$M
$M
$M
Foreign exchange derivatives: - Inflow - Outflow 20 Fuel derivatives

2,083 (2,064) 19 19 3 4 27
2,009 (1,995) 14 14
74 (69) 5 5
Equity derivatives

$M
$M
$M
$M
Foreign exchange derivatives: - Inflow - Outflow (165) Fuel derivatives 6 (159) 2,409 (2,468) (59) 10 (49) 2,225 (2,276) (51) 10 (41) 184 (192) (8) (8) -
34

As at 30 June 2012
$M
$M
$M
$M
Foreign exchange derivatives: - Inflow - Outflow 19 Fuel derivatives Equity derivatives 3 4 26 2,107 (2,091) 16 16 2,028 (2,016) 12 12 79 (75) 4 4 -

$M
$M
$M
$M
Foreign exchange derivatives: - Inflow - Outflow (167) Fuel derivatives 6 (161) Capital risk management The Groups objectives when managing capital are to safeguard the companys ability to continue as a going concern and to continue to generate shareholder value and benefits for other stakeholders, and to provide an acceptable return for shareholders by removing complexity, reducing costs and pricing our services commensurately with the level of risk. The Group is not subject to any externally imposed capital requirements. The Groups capital structure is managed in the light of economic conditions and the risk characteristics of the underlying assets. The Groups capital structure may be modified by adjusting the amount of dividends paid to shareholders, initiating dividend reinvestment opportunities, returning capital to shareholders, issuing new shares or selling assets to reduce debt. The capital management policies and guidelines are regularly reviewed by the Board of Directors. The Group monitors capital on the basis of gearing ratios. These ratios are calculated as net debt (both including and excluding capitalised operating leases) over net debt plus equity. Net debt is calculated as total borrowings, bonds and finance lease obligations (including net open derivatives on these instruments) less cash and cash equivalents, non interest-bearing assets and interest-bearing assets. Capital comprises all components of equity. These ratios and their calculation are disclosed in the Five Year Statistical Review.
2,438 (2,499) (61) 10 (51)
2,237 (2,289) (52) 10 (42)
201 (210) (9) (9)
35

As at 30 June 2012
18. DERIVATIVE FINANCIAL INSTRUMENTS This note summarises the impact of derivative financial instruments on the Statement of Financial Position, Statement of Changes in Equity, Statement of Comprehensive Income and Statement of Financial Performance. The nature and purpose of derivative financial instruments is detailed in Note 17. Derivatives are required to be recognised in the Statement of Financial Position at their fair market value, with subsequent changes in fair value being recognised through earnings. Changes in the fair value of those derivatives which have been successfully designated as part of a cash flow hedge relationship are recognised through the cash flow hedge reserve, to the extent that they are effective. Any accounting ineffectiveness is recognised through earnings. Derivative financial instruments recognised on the Statement of Financial Position are as follows:
Current derivative financial assets Term derivative financial assets Current derivative financial liabilities Term derivative financial liabilities Net derivative financial instruments Of which: Designated as cash flow hedges Non-hedge accounted Net derivative financial instruments Derivatives designated as cash flow hedges
40 1 41 (14) (14) 27
13 1 14 (166) (7) (173) (159)
41 1 42 (15) (1) (16) 26
14 2 16 (168) (9) (177) (161)
22 5 27
(122) (37) (159)
21 5 26
(124) (37) (161)
Air New Zealand manages its exposure to highly probable future foreign currency and fuel transactions through the use of derivatives designated within qualifying cash flow hedges. The use of cash flow hedges allows the timing of the recognition of gains or losses on the hedging instrument to be aligned with that of the gains or losses arising on the underlying hedged exposures, subject to the requirements of NZ IAS 39: Financial Instruments: Recognition and Measurement. NZ IAS 39 requires hedge effectiveness to be determined for accounting purposes within strict parameters. Each derivative transaction used to hedge identified risks must be documented and proven to be effective in offsetting changes in the value of the underlying risk within a range of 80% - 125%. This measure of effectiveness may result in economically appropriate hedging transactions being deemed ineffective for accounting purposes. In particular, the use of crude oil derivatives as a proxy for jet fuel, and the high volatility of fuel markets may cause cash flow hedges in respect of fuel derivatives to fail the accounting hedge effectiveness test. Risk management practices are determined on an economic basis, rather than being designed to achieve a particular accounting outcome. Consequently, it is expected that this will result in some transactions failing the accounting hedge effectiveness criteria from time to time and ineffectiveness being recorded through earnings in periods other than when the hedged item occurs, causing some volatility through earnings. Some components of hedge accounted derivatives are excluded from the designated risk. Cash flow hedges in respect of fuel derivatives only include the intrinsic value of the fuel options with all other components of the option value (mainly time value) being marked to market through earnings. Similarly, forward points (the differential in interest rates between currencies) are excluded from the hedge designation in respect of foreign currency derivatives which hedge account forecast foreign currency operating revenue and expenditure transactions. These components are not hedge accounted and, accordingly, marked to market through earnings. To the extent that qualifying cash flow hedges were assessed as highly effective, a summary of the amounts that were included in the cash flow hedge reserve, together with the nature of the hedged risk exposure is as follows:
Future foreign currency operating revenue and expenditure Future foreign currency capital expenditure Future foreign currency sales of non-financial assets Future fuel expenditure Tax effect Cash flow hedge reserve
29 87 6 122 (36) 86
(99) 51 12 10 (26) 6 (20)
28 87 115 (34) 81
(101) 51 10 (40) 10 (30)
36

As at 30 June 2012
18. DERIVATIVE FINANCIAL INSTRUMENTS (continued) Foreign currency hedges The Group hedge accounts the foreign currency risk arising on future foreign currency operating revenue, operating expense and capital expenditure transactions. Forward points are excluded from the hedge designation in respect of operating revenue and expenditure transactions and are marked to market through earnings. Forward point costs of $29 million in respect of these derivatives were marked to market through Finance costs in the year to 30 June 2012 (30 June 2011: $23 million of costs). Accounting ineffectiveness arising in the year to 30 June 2012 on these cash flow hedges was nil on both operating and capital transactions (30 June 2011: nil on operating transactions; $1 million loss on capital transactions). A proportion of United States Dollar denominated borrowings are designated as the hedging instrument in qualifying cash flow hedges of highly probable future foreign currency sales of non-financial assets. This reduces the level of derivative cover required to offset the foreign currency risk arising on foreign currency borrowings and lease obligations. No accounting ineffectiveness arises on these hedge relationships. Fuel hedges Where the Group uses crude oil options or collar options to hedge price risk in jet fuel, the intrinsic value component of these derivatives is designated as a cash flow hedge. All other components (mainly time value) are marked to market through earnings, with gains of $5 million recognised within Fuel in the year to 30 June 2012 (30 June 2011: $5 million loss). Accounting ineffectiveness arising in the year to 30 June 2012 of $12 million gain was recognised within Fuel (30 June 2011: $2 million loss). NON-HEDGE ACCOUNTED DERIVATIVES Foreign currency derivatives Where changes in the fair value of a derivative provide a natural offset to the underlying hedged item as it impacts earnings, hedge accounting is not applied. Both the changes in value of the hedged item and the hedging instrument are recognised through the same line within the Statement of Financial Performance. Foreign currency translation gains or losses on lease return provisions and non-hedge accounted United States Dollar denominated interest-bearing liabilities are recognised in the Statement of Financial Performance within Foreign exchange losses. Marked to market gains or losses on non-hedge accounted foreign currency derivatives provide a natural offset to these foreign exchange movements, and are also recognised within Foreign exchange losses. During the year to 30 June 2012, a gain of $30 million was recognised in respect of the above non-hedge accounted foreign currency derivatives (30 June 2011: $119 million loss), which was offset by exchange movements on the underlying exposures. Forward point costs of $19 million in respect of these derivatives were marked to market through Finance costs in the year to 30 June 2012 (30 June 2011: $17 million of costs). Fuel derivatives Short-dated fuel derivatives are not hedge accounted due to the short term nature of these instruments, and are marked to market through earnings. In the year to 30 June 2012, nil was recognised within Fuel (30 June 2011: $19 million gain). Equity swaps During the year Air New Zealand entered into an equity derivative whereby the Group was guaranteed a minimum additional exposure of 3.5% interest in Virgin Australia Holdings Limited (Virgin Australia) and up to a maximum additional exposure of 5% interest. Air New Zealand exercised the derivatives over the 3.5% interest during the year which yielded a $13 million gain. This, together with unrealised gains recognised in respect of the remaining derivatives offset by option costs lead to a net gain of $10 million being recognised during the year to 30 June 2012. The Groups total interest in Virgin Australia is 18.49% with potential to increase to 19.99%. During the comparative year to 30 June 2011, a gain of $12 million was recognised in respect of the marked to market valuation of equity swaps which did not provide any right to buy shares but provided price protection prior to Air New Zealand taking a physical share position of 14.99% in Virgin Australia. The gain/(loss) in respect of these equity derivatives is included in the Non-hedge accounted derivatives line in Note 2 and in Other expenses in the Statement of Financial Performance.
37

As at 30 June 2012
19. OTHER LIABILITIES
Current Employee entitlements Amounts owing to subsidiaries Amounts owing to associates Deferred credits with subsidiaries Other liabilities (including defined benefit liabilities) 157 6 13 176 Non-current Employee entitlements Other liabilities Amounts owing to subsidiaries 14 11 25 12 19 31 13 7 97 117 12 10 83 105 147 2 13 162 139 706 6 11 862 130 889 2 1 11 1,033
20. DISTRIBUTIONS TO OWNERS

Distributions recognised Final dividend on Ordinary Shares Interim dividend on Ordinary Shares 27 22 49 Distributions paid Final dividend on Ordinary Shares Interim dividend on Ordinary Shares 24 19 43 39 30 69 24 19 43 39 30 69 43 32 75 27 22 49 43 32 75
On 29 August 2012, the Board of Directors declared a final dividend for the 2012 financial year of 3.5 cents per Ordinary Share, payable on 26 September 2012 to registered shareholders at 14 September 2012. The total dividend payable will be $38 million. No imputation credits will be attached. This dividend has not been recognised in the June 2012 financial statements. An interim dividend of 2.0 cents per Ordinary Share was paid on 21 March 2012. No imputation credits were attached. Under the dividend reinvestment plan, interim dividends payable of $3 million were settled by the issue of 3,341,345 Ordinary Shares, at $0.8483 per Ordinary Share. A final dividend in respect of the 2011 financial year of 2.5 cents per Ordinary Share was paid on 21 September 2011. No imputation credits were attached. Under the dividend reinvestment plan, dividends payable of $3 million were settled by the issue of 2,965,084 Ordinary Shares, at $1.0818 per Ordinary Share. The dividend reinvestment plan is currently suspended.
38

As at 30 June 2012
21. DEFERRED TAXATION Deferred tax assets and liabilities are attributable to the following:
Nonaircraft assets $M Aircraft related $M Provisions Derivative and financial accruals instruments $M $M UNUSED TAX LOSSES $M Tax rate change* $M Total $M
GROUP As at 1 July 2010 Amounts recognised in equity Amounts recognised in earnings As at 30 June 2011 Amounts recognised in equity Amounts recognised in earnings As at 30 June 2012 COMPANY As at 1 July 2010 Amounts recognised in equity Amounts recognised in earnings As at 30 June 2011 Amounts recognised in equity Amounts recognised in earnings As at 30 June 2012
27 3 30 (5) 25
301 22 323 23 346
(81) (81) 9 (72)
3 (29) (26) 37 11
(13) (13)
(15) (15) 15 -
235 (29) 25 231 37 29 297
23 1 24 (3) 21
198 27 225 19 244
(80) 1 (79) 8 (71)
4 (33) (29) 38 9
(13) (13)
(8) (8) 8 -
137 (33) 29 133 38 19 190
* The New Zealand corporate income tax rate reduced from 30% to 28% at the commencement of the 2012 income year. Deferred tax assets and liabilities are offset on the face of the Statement of Financial Position where they relate to entities within the same taxation authority. Unused tax losses of $48 million (30 June 2011: nil) are available to carry forward against future taxable profits. 22. ISSUED CAPITAL
Authorised, Issued and Fully Paid in Capital Ordinary Shares Balance at the beginning of the year Shares issued Equity-settled share-based payments Balance at the end of the year Represented by: Paid in capital Equity-settled share-based payments 2,269 8 5 2,282 2,267 15 2,282
GROUP 2012 GROUP 2011
2,252 14 3 2,269 2,259 10 2,269
2,277 8 5 2,290 2,275 15 2,290
2,260 14 3 2,277 2,267 10 2,277

COMPANY 2011
COMPANY 2012
Number of Ordinary Shares on issue Balance at the beginning of the year Mandatory shares issued under Long Term Incentive Plan Dividend reinvestment plan Exercise of Long Term Incentive Plan options Balance at the end of the year 1,090,833,451 463,389 6,306,429 2,103,905 1,099,707,174 1,076,747,302 456,324 6,902,848 6,726,977 1,090,833,451 1,090,833,451 463,389 6,306,429 2,103,905 1,099,707,174 1,076,747,302 456,324 6,902,848 6,726,977 1,090,833,451
39

As at 30 June 2012
22. ISSUED CAPITAL (continued) SHARE ISSUE DETAILS AND RIGHTS Ordinary Shares At 30 June 2012, there were 1,099,707,174 fully paid Ordinary Shares on issue (30 June 2011: 1,090,833,451). On 16 September 2011, 463,389 Ordinary Shares were issued to executives under the Mandatory Shareholding section of the Long Term Incentive Plan (17 September 2010: 456,324 Ordinary Shares). The issue price of $0.83 per Ordinary Share represented a discounted price determined on the basis of an independent valuation, reflecting restrictions placed on the transfer of the shares under the terms of the Long Term Incentive Plan Rules (17 September 2010: $0.965 per Ordinary Share). During the year ended 30 June 2012, 6,306,429 Ordinary Shares were issued under the dividend reinvestment plan (30 June 2011: 6,902,848 Ordinary Shares). Non New Zealand nationals are restricted from holding or having an interest in 10 percent or more of voting shares unless the prior written consent of the Kiwi Shareholder is obtained. In addition, any person that owns or operates an airline business is restricted from holding any shares in the Company without the Kiwi Shareholders prior written consent. EQUITY-SETTLED SHARE-BASED PAYMENTS Options over Ordinary Shares Share options are granted to a number of senior executives on attainment of predetermined performance objectives. The outstanding options at 30 June 2012 may convert to approximately 80.2 million Ordinary Shares (30 June 2011: 55.7 million Ordinary Shares). The total expense recognised in the year ended 30 June 2012 in respect of equity-settled share-based payment transactions was $5 million (30 June 2011: $3 million).
GROUP AND COMPANY 2012 Long Term Incentive Plan 2012 CEO OPTION PLAN 2011 Long Term Incentive Plan 2011 CEO OPTION Plan
Number of options outstanding Outstanding at the beginning of the year Granted during the year Exercised during the year Forfeited during the year Lapsed during the year Outstanding at the end of the year* Number of options exercisable as at the end of the year Weighted average exercise price for those options exercisable as at the end of the year ($) Weighted average exercise price for those options exercised during the year ($) Weighted average share price at the date of exercise ($) Weighted average remaining period to contractual maturity (years)
42,791,447 19,991,539 (2,103,905) 60,679,081 17,913,588 0.91 0.75 1.08 2.69
12,861,842 6,708,075 19,569,917 2.21
40,722,469 11,884,690 (6,726,977) (2,823,829) (264,906) 42,791,447 6,243,048 1.07 0.74 1.22 3.24
8,794,045 4,067,797 12,861,842 3.55
* The People Remuneration and Diversity Committee of the Board will adjust option terms, if necessary, to ensure that the impact of share issues, share offers or share structure changes is value neutral as between participants and shareholders.
40

As at 30 June 2012
22. ISSUED CAPITAL (continued) Long Term Incentive Plan (LTIP) On 16 September 2011, 19,991,539 options with a fair value of $3.8 million were issued to executives under the LTIP (17 September 2010: 11,884,690 options with a fair value of $2.8 million). Total options outstanding under the LTIP are 60,679,081 (30 June 2011: 42,791,447). The unamortised fair value of outstanding LTIP options (measured at grant date) is $4.2 million (30 June 2011: $3.3 million). The options may be exercised at any time between three and five years after the date of issue (subject to compliance with insider trading restrictions and the rules of the scheme), but may lapse if the participants leave the Group in certain specified circumstances. The exercise price will be set three years after issue, and will be based on the Company share price at the issue date increased or decreased by the percentage movement in a specified index over the three years, and decreased by any distributions made by the Company over the same period. The specified index comprises the total shareholder return for the NZSX All Gross Index and the Dow Jones World Airline Total Return Index in 50:50 proportions. The general principles underlying the Black Scholes option pricing model have been used to value these options using a Monte Carlo simulation approach. The key inputs to this model for options granted in that year were as follows:
GROUP AND COMPANY 2012 2011 2010 2009 2008
Weighted average share price (cents) Expected volatility of share price (%) Expected volatility of performance benchmark index (%) Correlation of volatility indices Contractual life (years) Risk free rate (%) Expected dividend yield Discount to reflect negotiability restrictions (%)
111 35 17 0.45 5.0 4.09 5.0 25
129 37 17 0.45 5.0 4.72 5.4 25
124 40 17 0.50 5.0 5.50 5.2 25
114 37 15 0.45 5.0 5.90 7.5 25
216 35 13 0.45 5.0 6.42 3.7 15
The exercise price has been modelled as a stochastic variable, using the volatility, correlation, dividend yield and risk free rate assumptions detailed above. The volatility and correlation estimates were derived from measuring these parameters using historical data over the preceding three to five years. The risk free rate was based on the five year zero coupon bond yield implied from short to medium term yields for government bonds. The expected life used in calculating the value of options was determined by analysis of the attrition rates and early exercise behaviour of staff in long term incentive programmes in similar large corporates. CEO Option Plan On 16 September 2011, 6,708,075 options with a fair value of $1.1 million were issued to the Chief Executive Officer under the CEO Option Plan (17 September 2010: 4,067,797 options with a fair value of $1.0 million). Total options outstanding under the CEO Option Plan are 19,569,917 (30 June 2011: 12,861,842). The unamortised fair value of outstanding CEO Option Plan options (measured at grant date) is $0.5 million (30 June 2011: $1.3 million). The options may be exercised at any time between one to three years after the date of issue (2011: two to four years after the date of issue) for the CEO Option Plan (subject to compliance with insider trading restrictions and the rules of the scheme), but may lapse if the participant leaves the Group in certain specified circumstances.
The exercise price will be set one year after issue (2011: two years after issue), and will be based on the Company share price at the issue date increased or decreased by the percentage movement in a specified index over the year (2011: two years), and decreased by any distributions made by the Company over the same period. The specified index comprises the total shareholder return for the NZSX All Gross Index and the Dow Jones World Airline Total Return Index in 50:50 proportions.
41

As at 30 June 2012
22. ISSUED CAPITAL (continued) The general principles underlying the Black Scholes option pricing model have been used to value these options using a Monte Carlo simulation approach. The key inputs to this model for options granted in that year were as follows:
GROUP AND COMPANY 2012 2011 2010 2009
Weighted average share price (cents) Expected volatility of share price (%) Expected volatility of performance benchmark index (%) Correlation of volatility indices Contractual life (years) Risk free rate (%) Expected dividend yield Discount to reflect negotiability restrictions (%)
111 30 17 0.40 3.0 3.54 5.0 12.5
129 37 17 0.45 4.0 4.46 5.4 20
124 40 17 0.50 5.0 5.50 5.2 25
114 37 15 0.45 6.0 5.90 7.5 25
The exercise price has been modelled as a stochastic variable, using the volatility, correlation, dividend yield and risk free rate assumptions detailed above. The volatility and correlation estimates were derived from measuring these parameters using historical data over the preceding one to three years (2011: two to four years). The risk free rate was based on the three year zero coupon bond yield (2011: four year zero coupon bond yield) implied from short to medium term yields for government bonds. The expected life used in calculating the value of options was determined by analysis of the attrition rates and early exercise behaviour of staff in long term incentive programmes in similar large corporates. Application of treasury stock method Unallocated shares of the Air New Zealand Staff Share Schemes are accounted for under the Treasury Stock method, and deducted from Ordinary Share capital on consolidation. The number of unallocated shares as at 30 June 2012 was 93 (30 June 2011: 93). Kiwi Share One fully paid special rights convertible share (the Kiwi Share) is held by the Crown. While the Kiwi Share does not carry any general Voting Rights, the consent of the Crown as holder is required for certain prescribed actions of the Company as specified in the Constitution. Voting rights On a show of hands or by a vote of voices, each holder of Ordinary Shares has one vote. On a poll, each holder of Ordinary Shares has one vote for each fully paid share. All Ordinary Shares carry equal rights to dividends and equal distribution rights on wind up. 23. CAPITAL COMMITMENTS
Aircraft and engines

2,324 2 2,326
2,022 6 2,028
2,272 2 2,274
2,018 4 2,022
Other property, plant and equipment and intangible assets
Commitments shown are for those asset purchases committed and contracted for and converted at the year end exchange rate. The Group has a contractual commitment to acquire ten Airbus A320 aircraft and associated engines. The aircraft will be delivered between June 2013 and September 2016. Under the agreement the Group secured the right to purchase up to an additional eleven aircraft. On 30 November 2011 the Group entered into a sale and purchase agreement for seven firm ATR72-600 aircraft. The Group also has purchase options on a further five aircraft as well as the rights to acquire another five. The aircraft subject to firm commitments are scheduled for delivery between October 2012 and January 2016. The Group entered into a firm commitment to purchase eight Boeing 787-9 (B787-9) aircraft and associated engines and spares. The B787-9 aircraft that were subject to firm commitments were originally scheduled for delivery between the period December 2010 to September 2013. The Group received notification from Boeing in February 2009 and March 2011 that the aircraft deliveries have been delayed. On 23 February 2012, Air New Zealand reached an agreement with Boeing in relation to the delays. Under the agreement the Group will acquire an additional two aircraft, by converting existing options into firm orders, bringing the total on order to ten aircraft. The Group has options to acquire a further eight aircraft. The firm aircraft are expected to be delivered between the second quarter of the 2014 calendar year to October 2017.
42

As at 30 June 2012
24. OPERATING LEASE COMMITMENTS
Aircraft leases payable Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Property leases payable Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years 35 96 87 218 43 101 103 247 31 90 84 205 38 93 98 229 139 467 164 770 152 476 253 881 42 142 54 238 73 149 91 313
The Company leases a number of aircraft from its wholly owned subsidiary, Air New Zealand Aircraft Holdings Limited. Subject to negotiation, certain aircraft operating leases give the Group the right to renew the lease. 25. CONTINGENT LIABILITIES
Uncalled capital of subsidiaries Guarantee of subsidiary operating lease commitments Guarantee of subsidiary indebtedness and performance Letters of credit and performance bonds
26 26
34 34
12 777 1,548 20 2,357
12 876 1,262 28 2,178
All significant legal disputes involving probable loss that can be reliably estimated have been provided for in the financial statements. There are no contingent liabilities for which it is practicable to estimate the financial effect. Air New Zealand has been named in five class actions. Two (one in Australia and the other in the United States) make allegations against more than 30 airlines, of anti competitive conduct in relation to pricing in the air cargo business and one class action (in the United States) alleges that Air New Zealand together with many other airlines conspired in respect of fares and surcharges on transPacific routes. The likelihood of any liability on the remaining two class actions (one in Australia and the other in Canada) is considered remote. All class actions are being defended. The allegations made in relation to the air cargo business are also the subject of proceedings by regulators. Following a detailed, formal investigation, the European Commission advised in November 2010 that it had closed its file in relation to Air New Zealand. Similarly, an intensive investigation by the US Department of Justice was concluded by a letter in July 2011 confirming that Air New Zealand is no longer a subject or target of the ongoing grand jury investigation. Air New Zealand has paid no fine nor incurred any penalty in relation to the European Commission or US Department of Justice investigations. Two regulators are continuing proceedings in relation to the air cargo business. In December 2008 the New Zealand Commerce Commission filed proceedings against 13 airlines including Air New Zealand alleging breaches of the Commerce Act 1986. In May 2010 the Australian Competition and Consumer Commission filed proceedings alleging breaches of the (Australian) Trade Practices Act 1974. Air New Zealand, together with certain other airlines, are defending these remaining proceedings. In the event that a court determined, or it was agreed with a regulator, that Air New Zealand had breached relevant laws, the Company would have potential liability for pecuniary penalties and to third party damages under the laws of the relevant jurisdictions. No other significant contingent liability claims are outstanding at balance date. There is some uncertainty regarding the tax outcomes associated with foreign exchange movements on the Groups contracts to purchase aircraft. The treatment adopted in the annual financial statements is consistent with the approach jointly proposed by the Inland Revenue Department and the New Zealand Treasury in a discussion document recently released to clarify the intent of the legislation. If this approach was not adopted, the potential impact may be a temporary difference giving rise to a deferred tax asset and current tax liability estimated to be in the region of $65 million. In the unlikely event this temporary difference arose it is expected to reverse in the short to medium term.
43

As at 30 June 2012
25. CONTINGENT LIABILITIES (continued) The Group has a partnership agreement with Pratt and Whitney in relation to the CEC in which it holds a 49 percent interest (Note 13). By the nature of the agreement, joint and several liability exists between the two parties. Total liabilities of the CEC are $39 million (30 June 2011: $77 million). The Company enters into financial guarantee contracts to guarantee the indebtedness of other companies within the Group. Air New Zealand treats the guarantee contract as a contingent liability until such time as it becomes probable that the Company will be required to make a payment under the guarantee. The Company guarantees aircraft end of lease obligations of Air New Zealand Aircraft Holdings Limited and New Zealand International Airlines Limited. 26. RETIREMENT BENEFIT OBLIGATIONS Defined benefit plans The Group operates two defined benefit plans for qualifying employees in New Zealand and overseas. The New Zealand plan is now closed to new members. The plans provide a benefit on retirement or resignation based upon the employees length of membership and final average salary. Each year an actuarial calculation is undertaken using the Projected Unit Credit Method to calculate the present value of the defined benefit obligation and the related current service cost. The most recent actuarial valuations were provided for 30 June 2012.
GROUP AND COMPANY 2012 $M 2011 $M
Amounts recognised in the Statement of Financial Position: Present value of funded obligations Fair value of plan assets Unrecognised actuarial losses Included in Statement of Financial Position Expense recognised in the Statement of Financial Performance: Current service cost Interest cost Expected return on plan assets Total included in "Labour" Actual return on plan assets Changes in the present value of the defined benefit obligation: Defined benefit obligation at the beginning of the year Current service cost Interest cost
(130) 113 (17) 27 10
(116) 110 (6) 10 4
(2) (3) 6 1 2
(2) (4) 5 (1) 6
(116) (2) (3) (2) (14) 6 1 (130)
(112) (2) (4) (2) 1 3 (116)
Contributions by plan participants Actuarial (losses)/gains Benefits paid Settlements Defined benefit obligation at the end of the year
44

As at 30 June 2012
26. RETIREMENT BENEFIT OBLIGATIONS (continued)
Fair value of plan assets at the beginning of the year Expected return on plan assets Contributions by employer Contributions by participants Actuarial (losses)/gains Benefits paid Settlements Fair value of plan assets at the end of the year The Group expects to contribute approximately $8 million to its defined benefit plans in 2013.
110 6 5 2 (3) (6) (1) 113
100 5 5 2 1 (3) 110
Major categories of plan assets: Fixed interest unit fund Property unit fund New Zealand equity unit fund Overseas equity unit fund Commodities fund Other assets 54% 8% 7% 25% 3% 3% 100% 55% 8% 7% 24% 3% 3% 100%
None of the above relate to the Companys own financial instruments, nor property occupied by or other assets used by the Company. Assumptions used The following table provides the weighted average assumptions used to develop the net periodic pension cost and the actuarial present value of projected benefit obligations for the Groups plans:
GROUP AND COMPANY 2012 2011
Gross discount rate (year 1) Gross discount rate (long term) Expected return on plan assets Future base salary increases
2.2% 5.2% 3.9% 2.5%
2.5% 5.1% 5.0% 2.5%
Defined contribution plans The Group operates defined contribution retirement plans for qualifying employees. The assets of the plan are held separately from those of the Group and invested in funds under the control of trustees. Employees receive a benefit on retirement or upon resignation, based upon the employees accumulated contributions plus a proportion of the companys contributions depending upon their period of membership. Where employees leave service prior to vesting fully in the contributions, the forfeited contributions are retained in the plan and may be used by the plan to meet expenses, fund the companys future contributions or provide other benefits for members. The Group contributes to the NPF Defined Benefit Plan Contributors retirement plan, to which other employers contribute in respect of their own employees. This has been accounted for as a defined contribution plan as insufficient information is available to allocate the plan across all participants on a meaningful basis. The Group is not a dominant participant in the plan, contributing approximately 11.3% of the plans total annual contributions (30 June 2011: 10.2%). The information in respect of 2012 is the same as that disclosed for 2011 as the actuarial valuation for the scheme was not available at the time of preparing these financial statements.
45
The expected rates of return on individual categories of plan assets are determined by independent actuaries with reference to relevant indices published by the New Zealand Stock Exchange. The overall expected rate of return is calculated by weighting the individual rates in accordance with the anticipated balance in the plans investment portfolio.

As at 30 June 2012
26. RETIREMENT BENEFIT OBLIGATIONS (continued)
Overall position of the plan in respect of all employers: Present value of defined benefit obligation Fair value of plan assets Past service surplus (229) 267 38 (229) 267 38
The past service surplus of the plan is actuarially valued each year using the attained age valuation methodology. Participating employers are contractually obliged to contribute at rates specified by the trustee who act on the advice of the actuary. The agreed contribution requirements seek to fund any deficit over the future working lifetime of the members. Should the fund be in deficit at the time of winding up the scheme, the Group would be obliged to fund its share of that deficit. Contributions of $39 million were made to Group defined contribution plans during the year (30 June 2011: $39 million). Contributions of $33 million were made to Company defined contribution plans during the year (30 June 2011: $33 million). 27. RELATED PARTIES Crown The Crown, the major shareholder of the Company, owns 73 percent of the issued capital of the Company (30 June 2011: 74 percent). The balance is owned by the public. Air New Zealand enters into numerous transactions with Government Departments, Crown Agencies and State Owned Enterprises on an arms length basis. All transactions are entered into in the normal course of business. In December 2011, following a tender process, the Group was awarded a contract to supply air travel services to all New Zealand Government agencies, as sole preferred supplier for all domestic travel and a preferred supplier for international travel. The contract has been awarded initially for a five year term. All members of the Group are considered to be related parties of the Company. This includes the subsidiaries, joint ventures and associates identified in Note 13. Key management personnel Compensation of key management personnel (including directors) was as follows:
Short-term employee costs Directors' fees Share-based payments
5 1 5 11
6 1 3 10
5 1 5 11
6 1 3 10
Certain key management personnel (including directors) have relevant interests in a number of companies (including non-executive directorships) to which Air New Zealand provides aircraft related services in the normal course of business, on standard commercial terms.
Jane Freeman was a Director of Air New Zealand Limited during the period 1 July 2010 to 24 August 2011. Chris Hunter (Husband) at the time of Jane Freemans directorship was CEO of Hawkins Construction Limited. During the period 1 July 2011 to 24 August 2011 Air New Zealand paid to Hawkins Construction Limited and Hawkins Interiors $1 million (30 June 2011: $3 million) for construction related services. All amounts for the period up to 24 August 2011 were settled (30 June 2011: no amount outstanding). All transactions between Air New Zealand, Hawkins Construction Limited and Hawkins Interiors are conducted on standard commercial terms. Paul Bingham (Director), is also a Director of Christchurch & Canterbury Marketing Limited (trading as Christchurch & Canterbury Tourism). During the year Christchurch & Canterbury Marketing entered into a joint promotional agreement with Air New Zealand to promote domestic travel to Christchurch as part of an earthquake recovery promotional initiative. Christchurch & Canterbury Marketing promoted Christchurch to the Visiting Friends and Relatives Market through a marketing campaign funded by itself. Air New Zealand contributed to the campaign by offering customers a special $50 off any domestic airfare to Christchurch and also promoted the offer through its own channels. During the year ended 30 June 2011 Air New Zealand provided $115,000 to Christchurch & Canterbury Tourism to enter into an Australian Joint Venture Marketing Campaign.
46

As at 30 June 2012
27. RELATED PARTIES (continued) Staff share purchase schemes The Air New Zealand A and B Staff Share Purchase Schemes were established by the Group in 1998. All full time and regular part-time employees were invited to participate in the Schemes with a share allotment date, being 12 August 1998. The shares were held by the Trustees during a three year restrictive period, which expired in September 2001. As at 30 June 2012, the Scheme held 93 unallocated Ordinary Shares (30 June 2011: 93 shares). Executive share option plans Executive share option plans are detailed in Note 22. Transactions between the Company and its subsidiaries During the year there have been transactions between the Company and its subsidiaries as follows:
COMPANY 2012 $M COMPANY 2011 $M
Operating revenue (excluding dividend revenue) Dividend revenue Finance costs * Operating expenditure Included within Operating expenditure ("Other expenses") are the following amounts: Reversal of impairment of investment in subsidiaries
76 198 (28) (132)
66 256 (17) (290)
129
* Finance costs include finance income of $5 million (30 June 2011: $8 million) and finance costs of $33 million (30 June 2011: $25 million). The Company has undertaken finance and operating lease arrangements with its wholly owned subsidiary, Air New Zealand Aircraft Holdings Limited, relating to its aircraft. Lease expense of $237 million was recognised by the Company during the year (30 June 2011: $264 million). Related party balances have no fixed settlement dates and are unsecured. Non-current amounts owing to subsidiaries (as shown in Note 19) reflect deposits held in respect of capital investments. Certain balances are non interest-bearing and the remainder are subject to interest at current floating rates. For balances outstanding at year end refer to Notes 9 and 19. Provisions for doubtful debts of $106 million were held by the Company against outstanding balances from subsidiaries (30 June 2011: $106 million). The Company has provided guarantees of financial indebtedness to Air New Zealand Aircraft Holdings Limited of $1,542 million (30 June 2011: $1,255 million). As at 30 June 2012, the Company has guaranteed the obligations of Air New Zealand Aircraft Holdings Limited and New Zealand International Airlines Limited under aircraft operating lease arrangements amounting to $770 million (30 June 2011: $866 million), and property lease obligations of subsidiaries of $7 million (30 June 2011: $10 million). The Company guarantees aircraft end of lease obligations of Air New Zealand Aircraft Holdings Limited and New Zealand International Airlines Limited. During the year ended 30 June 2012, the investment in Air New Zealand Aircraft Holdings Limited, was assessed for impairment using a value in use model. The model resulted in a reversal of impairment losses of $114 million which had been provided for in prior years. The discount rate applied in the value in use model was 6.3 percent and the growth rate was 2.5 percent as at 30 June 2012. On 26 February 2012, the Group disposed of a 65% interest in ADP Pty Limited. The Group has a set-off arrangement on certain Bank of New Zealand balances, allowing the offset of overdraft amounts against in-fund amounts. Interest is earned (or accrued) by Air New Zealand Limited based on the net position across the Group. This interest is not allocated to subsidiary companies. The following entities are included in the set-off arrangement: Air Nelson Limited Air New Zealand Holidays Limited Air New Zealand Limited Eagle Airways Limited Mount Cook Airlines Limited Safe Air Limited
47

As at 30 June 2012
27. RELATED PARTIES (continued) Transactions between Air New Zealand and its associates and joint ventures Associates Transactions between Air New Zealand and its associates were as follows:
Operating revenue Operating expenditure Included within Operating expenditure (Other expenses) are the following amounts: Provision for impairment in investment
5 (16)
5 (25)
During the period the Group engaged the Christchurch Engine Centre (CEC) to provide maintenance services on certain V2500 engines. In addition the Group provides certain administration services to CEC. Amounts outstanding at the end of the year are disclosed within Note 19. VCubed Pty Limited was previously held as an associate with the Group holding a 26% interest. On 6 October 2011, the Group increased the shareholding in VCubed Pty Limited as a result of the conversion of 3 million convertible notes. Following the conversion, VCubed Pty Limited was recognised as a subsidiary and consolidated into the Group. During the year ended 30 June 2011, an impairment provision of $3 million was recognised against the associate investment in VCubed Pty Limited. The impairment was calculated using a value in use model with a discount rate of 30% being applied. Joint venture Pacific Leisure Group Limited was incorporated on 20 October 2011 and commenced trading as a joint venture on 25 November 2011. Other related party disclosures Other balances and transactions with related parties are not considered material to Air New Zealand and are entered into in the normal course of business on standard commercial terms. There have been no related party debts forgiven during the year.
48
Independent Audit Report

TO THE SHAREHOLDERS OF AIR NEW ZEALAND LIMITED FOR THE YEAR ENDED 30 JUNE 2012 The Auditor-General is the auditor of Air New Zealand Limited (the Company) and Group. The Auditor-General has appointed me, Andrew Dick, using the staff and resources of Deloitte, to carry out the audit of the financial statements of the Company and Group on her behalf, for the year ended 30 June 2012. We have audited the financial statements of the Company and Group on pages 2 to 48, that comprise the Statement of Financial Position as at 30 June 2012, the Statement of Financial Performance, Statement of Comprehensive Income, Statement of Changes in Equity and Statement of Cash Flows for the year ended on that date and the notes to the financial statements that include accounting policies and other explanatory information. Opinion on the financial statements In our opinion the financial statements of the Company and Group on pages 2 to 48: comply with generally accepted accounting practice in New Zealand; comply with International Financial Reporting Standards; and give a true and fair view of the Company and Groups: - financial position as at 30 June 2012; and - financial performance and cash flows for the year ended on that date. Opinion on other legal requirements In accordance with the Financial Reporting Act 1993 we report that, in our opinion, proper accounting records have been kept by the Company and Group as far as appears from an examination of those records. Our audit was completed on 30 August 2012. This is the date at which our opinion is expressed. The basis of our opinion is explained below. In addition, we outline the responsibilities of the Board of Directors and our responsibilities, and we explain our independence. Basis of opinion We carried out our audit in accordance with the Auditor-Generals Auditing Standards, which incorporate the International Standards on Auditing (New Zealand). Those standards require that we comply with ethical requirements and plan and carry out our audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. Material misstatements are differences or omissions of amounts and disclosures that would affect a readers overall understanding of the financial statements. If we had found material misstatements that were not corrected, we would have referred to them in our opinion. An audit involves carrying out procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on our judgement, including our assessment of risks of material misstatement of the financial statements whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the preparation of the Company and Groups financial statements that give a true and fair view of the matters to which they relate. We consider internal control in order to design audit procedures that are appropriate in the circumstances but not for the purpose of expressing an opinion on the effectiveness of the Company and Groups internal control. An audit also involves evaluating: the appropriateness of accounting policies used and whether they have been consistently applied; the reasonableness of the significant accounting estimates and judgements made by the Board of Directors; the adequacy of all disclosures in the financial statements; and the overall presentation of the financial statements. We did not examine every transaction, nor do we guarantee complete accuracy of the financial statements. In accordance with the Financial Reporting Act 1993, we report that we have obtained all the information and explanations we have required. We believe we have obtained sufficient and appropriate audit evidence to provide a basis for our audit opinion. Responsibilities of the Board of Directors The Board of Directors is responsible for preparing financial statements that: comply with generally accepted accounting practice in New Zealand; and give a true and fair view of the Company and Groups financial position, financial performance and cash flows. The Board of Directors is also responsible for such internal control as it determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. The Board of Directors responsibilities arise from the Financial Reporting Act 1993.
49
Independent Audit Report (Continued)

Responsibilities of the Auditor We are responsible for expressing an independent opinion on the financial statements and reporting that opinion to you based on our audit. Our responsibility arises from section 15 of the Public Audit Act 2001. Independence When carrying out the audit, we followed the independence requirements of the Auditor-General, which incorporate the independence requirements of the New Zealand Institute of Chartered Accountants. In addition to the audit we have carried out assignments in the areas of taxation and other assurance services which are compatible with those independence requirements. In addition to these assignments, principals and employees of our firm deal with the Company and Group on arms length terms within the ordinary course of trading activities of the Company and Group. Other than the audit and these assignments and arms length transactions, we have no relationship with or interests in the Company, or any of its subsidiaries.
Andrew Dick DELOITTE On behalf of the Auditor-General Auckland, New Zealand
Matters Relating to the Electronic Presentation of the Audited Financial Statements This audit report relates to the financial statements of Air New Zealand Limited (the Company) and Group for the year ended 30 June 2012 included on Air New Zealand Limiteds website. The Companys Board of Directors is responsible for the maintenance and integrity of the Air New Zealand Limited website. We have not been engaged to report on the integrity of the Air New Zealand Limited website. We accept no responsibility for any changes that may have occurred to the financial statements since they were initially presented on the website. The audit report refers only to the financial statements named above. It does not provide an opinion on any other information which may have been hyperlinked to/from these financial statements. If readers of this report are concerned with the inherent risks arising from electronic data communication they should refer to the published hard copy of the audited financial statements and related audit report dated 30 August 2012 to confirm the information included in the audited financial statements presented on this website. Legislation in New Zealand governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
50
Historical Summary of Financial Performance

Five Year Statistical Review
For the year to 30 June
Operating Revenue Passenger revenue Cargo Contract services Other revenue Operating Expenditure Labour Fuel Maintenance Aircraft operations Passenger services Sales and marketing Foreign exchange (losses)/gains Other expenses Earnings Before Finance Costs, Depreciation, Amortisation, Rental Expenses and Taxation Depreciation and amortisation Rental and lease expenses Earnings Before Finance Costs and Taxation Finance income Finance costs Profit Before Taxation Taxation (expense)/credit Net Profit Attributable to Shareholders of Parent Company Normalised Earnings Before Taxation* Normalised Earnings After Taxation* (1,050) (1,219) (303) (390) (233) (270) (68) (235) (3,768) 715 (348) (209) 158 31 (95) 94 (23) 71 91 69 (1,034) (1,084) (311) (381) (242) (274) (118) (234) (3,678) 663 (316) (238) 109 36 (72) 73 8 81 75 82 (976) (939) (326) (369) (240) (261) 6 (233) (3,338) 708 (294) (263) 151 43 (71) 123 (41) 82 137 92 (1,019) (1,687) (327) (423) (275) (295) 366 (261) (3,921) 688 (276) (334) 78 98 (169) 7 14 21 145 118 (966) (1,122) (247) (412) (254) (330) (128) (261) (3,720) 947 (318) (270) 359 117 (172) 304 (86) 218 197 146 3,634 298 316 235 4,483 3,525 278 329 209 4,341 3,305 255 322 164 4,046 3,734 374 331 170 4,609 3,808 416 287 156 4,667
2012 $M 2011 $M 2010 $M 2009 $M 2008 $M
Certain comparatives within the five year statistical review have been reclassified for comparative purposes, to ensure consistency with the current year. * Normalised Earnings represents Earnings stated in compliance with New Zealand IFRS after excluding net gains and losses on derivatives that hedge exposures in other financial periods. Normalised Earnings is a non-IFRS financial performance measure that aligns the timing of recognition of derivative gains or losses with the underlying hedged transaction. The measure is subject to review by the Groups external auditors. Refer to page 2 of the Groups Financial Statements for a reconciliation to IFRS earnings.
51
Historical Summary of Financial Position

As at 30 June
2012 $M 2011 $M 2010 $M 2009 $M 2008 $M
Current Assets Bank and short term deposits Other current assets Total Current Assets Non-Current Assets Property, plant and equipment Other non-current assets Total Non-Current Assets Total Assets Current Liabilities Net debt1 Other current liabilities Total Current Liabilities Non-Current Liabilities Net debt1 Other non-current liabilities Total Non-Current Liabilities Total Liabilities Net Assets Total Equity 1,537 551 2,088 3,771 1,688 1,688 1,103 479 1,582 3,398 1,504 1,504 900 524 1,424 3,031 1,566 1,566 1,107 574 1,681 3,440 1,605 1,605 1,167 572 1,739 3,446 1,577 1,577 157 1,526 1,683 152 1,664 1,816 175 1,432 1,607 172 1,587 1,759 158 1,549 1,707 3,092 667 3,759 5,459 2,714 713 3,427 4,902 2,230 679 2,909 4,597 2,337 433 2,770 5,045 2,534 377 2,911 5,023 1,029 671 1,700 860 615 1,475 1,067 621 1,688 1,573 702 2,275 1,289 823 2,112
1. Net debt is comprised of bank overdraft, borrowings, bonds and finance lease liabilities.
Historical Summary of Cash Flows

2012 $M 2011 $M 2010 $M 2009 $M 2008 $M
Cash flow from operating activities Cash flow from investing activities Cash flow from financing activities Increase/(decrease) in cash holding Total cash and cash equivalents
472 (654) 349 167 1,027
466 (846) 173 (207) 860
334 (450) (390) (506) 1,067
486 (216) 14 284 1,573
743 (290) (221) 232 1,289
52
Financial Ratios
PROFITABILITY EBIT/Revenue EBITDRA/Revenue Return on Assets1 Return on Equity2 Basic Earnings Per Ordinary Share Fixed Cover3 Passenger Revenue/RPK

2012 2011 2010 2009 2008
% % % % cps times c
3.5 15.9 2.9 4.2 6.5 2.6 13.5
2.5 15.3 2.2 5.4 7.5 2.4 13.1
3.7 17.5 3.3 5.2 7.6 2.4 12.8
1.7 14.9 1.5 1.3 2.0 1.7 13.8
7.7 20.3 7.1 13.8 20.7 2.9 13.0
LIQUIDITY Operating Cash Flow Per Share4 cps 43.1 43.0 31.1 45.8 70.5
BALANCE SHEET Gearing (excl. net capitalised aircraft operating leases) 5 Gearing (incl. net capitalised aircraft operating leases) 6 Debt to Equity Ratio7 Net Tangible Assets Per Share4 Working Capital Ratio8 % % % $ % 21.7 46.1 223.4 1.48 50.3 14.4 46.7 225.9 1.33 44.8 (9.1) 47.3 193.6 1.41 51.2 (25.3) 45.0 214.3 1.47 56.4 (7.2) 45.3 218.5 1.45 55.3
SHAREHOLDER VALUE Closing Share Price 30 June Weighted Average Number of Ordinary Shares Total Number of Ordinary Shares Total Market Capitalisation Total Shareholder Return $ m m $m % 0.86 1,096 1,100 946 (23.2) 1.12 1,084 1,091 1,222 4.7 1.07 1,073 1,077 1,152 18.9 0.90 1,061 1,065 959 (17.4) 1.09 1,055 1,057 1,152 (58.7)
1. EBIT/Total Assets 2. Net Profit After Tax/Total Equity 3. EBITDRA/(Rental and Lease Expenses and Net Finance Costs) 4. Per-share measures based upon Ordinary Shares 5. Net Debt (excluding capitalised operating leases)/Net Debt plus Equity 6. Net Debt (including capitalised operating leases)/Net Debt plus Equity 7. Total Liabilities/Total Equity 8. Current Assets/(Current Assets plus Current Liabilities)
53
Key Operating Statistics

2012 2011 2010 2009 2008
PASSENGERS CARRIED (000) Domestic International Australia and Pacific Islands Asia and Europe North America and Europe 3,020 652 950 4,622 13,122 2,919 662 992 4,573 13,103 2,656 668 982 4,306 12,324 2,781 778 994 4,553 12,368 3,005 865 1,100 4,970 13,176 8,500 8,530 8,018 7,815 8,206
Total Total Group AVAILABLE SEAT KILOMETRES (m) Domestic International Australia and Pacific Islands Asia and Europe North America and Europe
4,969 9,278 7,495 10,876 27,649 32,618
4,904 8,962 7,432 11,055 27,449 32,353
4,724 8,424 7,557 10,873 26,854 31,578
4,783 9,383 8,780 11,370 29,533 34,316
4,987 9,761 9,748 12,495 32,004 36,991
Total Total Group REVENUE PASSENGER KILOMETRES (m) Domestic International Australia and Pacific Islands Asia and Europe North America and Europe
4,050 7,795 5,979 9,189 22,963 27,013
4,021 7,470 6,077 9,428 22,975 26,996
3,733 6,776 6,095 9,225 22,096 25,829
3,586 7,094 7,016 9,416 23,526 27,112
3,722 7,612 7,711 10,304 25,627 29,349
Total Total Group PASSENGER LOAD FACTOR (%) Domestic International Australia and Pacific Islands Asia and Europe North America and Europe
81.5 84.0 79.8 84.5 83.1 82.8 10,453
82.0 83.3 81.8 85.3 83.7 83.4 10,861
79.0 80.4 80.6 84.8 82.3 81.8 10,499
75.0 75.6 79.9 82.8 79.7 79.0 10,726
74.6 78.0 79.1 82.5 80.1 79.3 11,111
Total Total Group

GROUP EMPLOYEE NUMBERS (Full Time Equivalents)
New Zealand, Australia and Pacific Islands represent short haul operations. Asia, North America and Europe represent long haul operations.
54
Historical Summary of Debt

As at 30 June
2012 $M 2011 $M 2010 $M 2009 $M 2008 $M
DEBT Secured borrowings Unsecured bonds Finance lease liabilities Bank overdraft and short term borrowings Bank and short term deposits Net open derivatives held in relation to interest-bearing liabilities1 Non interest-bearing deposit (included within Other assets) Interest-bearing secured deposit (included within Other assets) NET DEBT Net aircraft operating lease commitments2 NET DEBT (INCLUDING OFF BALANCE SHEET) 97 150 1,445 2 1,694 1,029 4 13 180 468 973 1,441 154 1,101 1,255 860 (28) 170 253 1,064 1,317 263 812 1,075 1,067 1 137 (130) 1,533 1,403 391 888 1,279 1,573 (100) 130 (324) 1,638 1,314 445 880 1,325 1,289 12 130 (106) 1,413 1,307
1. Unrealised gains/losses on open debt derivatives. 2. Net aircraft operating lease commitments for the next twelve months, multiplied by a factor of seven.
55

This section of the Annual Report provides an overview of Air New Zealands main corporate governance policies, practices and processes adopted and followed by the Board. More information is available to view at www.airnzinvestor.com, including policies referred to in this section. ETHICAL STANDARDS Air New Zealand expects its directors and employees to act legally, ethically and with integrity in a manner consistent with Air New Zealands policies, guiding principles and values. The following measures have been put in place to assist with achieving this expectation: Guide to Business Conduct This guide has been developed by the Group summarising the basic principles of legal and ethical conduct expected of everyone at Air New Zealand. Open Communication and Just Culture The Group has a policy on Open Communication and Just Culture to encourage open and honest communication by staff about any current or potential problem, complaint, suggestion, concern or question. Avoiding Conflicts of Interest To maintain integrity in decision making each director must advise the Board of any potential conflict of interest. If a significant conflict of interest exists the director concerned will have no involvement in the decision making process relating to that matter. Trading in Air New Zealand Securities Directors and employees of Air New Zealand are subject to limitations on their ability to buy or sell Air New Zealand shares in accordance with Air New Zealands Securities Trading Policy, the NZSX and ASX Listing Rules and the Securities Markets Act 1988. This policy has been updated to reflect recent legislative changes. Gifts, Entertainment and Inducements Air New Zealand has a gifts, entertainment and inducements policy governing the acceptance and reporting of benefits given to staff by third parties. Donations The Air New Zealand Group has made donations totalling $117,416 in the financial year to 30 June 2012, including donations to Air New Zealand Environmental Trust and NZCE Trustees Limited. No donations were made to any political party. It is Air New Zealands policy not to make donations, in cash or in kind, or to provide free of charge travel to political parties. Interests Register In accordance with the Companies Act 1993 and the Securities Markets (Disclosure of Relevant Interests by Directors and Officers) Regulations 2003, Air New Zealand maintains an interests register in which relevant transactions and matters involving the directors are recorded. BOARD COMPOSITION Air New Zealands Constitution provides that the Board may have between five and eight directors plus a Managing Director, if one has been appointed. At least three directors must be ordinarily resident in New Zealand and a majority of the Board (including the Managing Director and the Chairman) must be New Zealand citizens. Air New Zealand currently has seven non-executive directors (including the Chairman), six of whom are New Zealand citizens and one an Australian citizen. BOARD ROLE AND RESPONSIBILITIES The Board has responsibility for taking appropriate steps to protect and enhance the value of the assets of Air New Zealand in the best interests of its shareholders. The Board has adopted a formal Board Charter detailing its authority, responsibilities, membership and operation which is published on Air New Zealands website.
MANAGEMENT DELEGATION The business and affairs of Air New Zealand are managed under the direction of the Board. The Board is responsible for guiding the corporate strategy and direction of Air New Zealand and has overall responsibility for decision making. The Board delegates to the Chief Executive Officer responsibility for implementing the Boards strategy and for managing the operations of Air New Zealand. The Chief Executive Officer has Board approved levels of authority and he, in turn, sub-delegates authority to the Chief Financial Officer, the Executive management team and senior management. These authorisation levels are subject to internal and external audit. Chairman Mr John Palmer has been Chairman of Air New Zealand since 2001. Mr Roger France was appointed Deputy Chairman in 2002. The chairmans role includes managing the Board; ensuring the Board is well informed and effective; acting as the link between the Board and the Chief Executive Officer; and ensuring effective communication with shareholders.
56

(Continued)
Director Independence The Boards standards for determining the independence of a director including the requirements of the NZSX Listing Rules and the ASX Recommendations are set out in full in the Boards Charter. All seven of Air New Zealands directors, including the Chairman, are independent directors under those criteria. Directors are required to inform the Board of all relevant information which may affect their independence. BOARD COMMITTEES The Board has delegated certain of its responsibilities to the Audit Committee, the Safety Committee and the People Remuneration and Diversity Committee. The committees play the following roles: The Audit Committee assists the Board in discharging its responsibilities in relation to the financial reporting, compliance and risk management practices of Air New Zealand. The People Remuneration and Diversity Committee (formerly the People Development and Remuneration Committee) monitors issues related to management structure, diversity and remuneration of the Chief Executive Officer and other senior executives. The Safety Committee ensures that, at all times, Air New Zealand has workable systems and processes in place to provide the best practicable safety, security and environmental performance. DIVERSITY Air New Zealand is focusing Diversity Initiatives across the business. We recognise that a diverse workforce will stimulate breadth of thought, innovation and customer insights to enable us to better service our broad customer base, and ultimately to deliver enhanced business performance. The People Development and Remuneration Committee (PDRC) has updated its name and charter to the People Remuneration and Diversity Committee (PRDC) to confirm its focus and emphasis on the governance of Diversity. Diversity issues will focus initially on gender and ethnicity. Key diversity achievements at Air New Zealand for the 2012 financial year include updating the diversity policy, commencement of programmes to mentor high potential women, the roll-out of a Leaders Toolkit for middle management addressing diversity with a specific emphasis on unconscious-bias, and providing seminars for women to network and address the challenges returning from parental leave. The proportion of women within the Air New Zealand workforce is set out in the graph below.
Female Percentage of Workforce

40% 35% 30% 25% 20% 15% 10% 5% 0 BOARD Direct Reports to CEO SENIOR MANAGEMENT OTHER
The key measurable objectives for enhancing diversity at Air New Zealand for the 2013 financial year are: Diversity Project Delivery Team which will prioritise and implement key initiatives, check action plans, review reporting and monitor progress; Reviewing programmes, processes and systems to ensure that we support a diverse and inclusive workforce; Introducing greater variation to our individual employment contracts to attract and retain a more diverse workforce; Targeted recruitment initiatives to increase diversity in Engineering; and Building a database on ethnic diversity in the workforce.
57

(Continued)
REPORTING AND DISCLOSURE Air New Zealand has written policies and procedures in place to keep investors and staff informed of all material information about Air New Zealand and to ensure compliance with disclosure requirements under legislation and stock exchange listing rules. Board and Committee charters and policies of public relevance are published on Air New Zealands web site at www.airnzinvestor.com. REMUNERATION AND PERFORMANCE EVALUATION Executives Air New Zealands performance management system applies to the executive management group. The focus is on establishing goals, measures and targets linked directly to the business plan and to the leadership behaviours needed to achieve business success. Air New Zealands remuneration policies and practices are linked directly to the performance and development processes so that executive managers achievement of Air New Zealands goals is appropriately recognised and rewarded. Non-executive Directors Air New Zealands non-executive directors do not participate in any executive remuneration scheme or employee share schemes; nor do they receive options, bonus payments or any incentive-based remuneration. Directors are entitled to be reimbursed by Air New Zealand for reasonable travelling, accommodation and other expenses they may incur whilst travelling to or from meetings of the directors or committees. Board Evaluation The Board has included in its Charter a requirement to conduct an annual performance review of the Board as a whole after the financial year end. Individual director views and the views of members of the senior management team are sought on Board process, efficiency, and effectiveness, and are discussed by the Board as a whole. In conjunction with this process, those directors retiring annually by rotation who are standing for re-election have their performance evaluated by their fellow directors in a process co-ordinated by the Chairman, with individual feedback to each director as their evaluation is completed. Differences in practice to NZX Code and ASX Recommendations Under the NZSX and ASX Listing Rules, Air New Zealand is required to disclose in this annual report the extent to which its corporate governance practices materially differ from the principles set out in the NZX Code and the ASX Recommendations. A summary of Air New Zealands corporate governance practices have been provided above. Any divergence from the NZX Code and the ASX Recommendations is explained in the table below. ASX Corporate Governance Principles and Recommendations 2.4 The board should establish a nomination committee. NZX Corporate Governance Best Practice Code 2.2 Unless constrained by size, an Issuer should establish a nomination committee as recommended below in paragraph 3.10. 3.10 3.12 Composition, charter and review of nomination committee. Reason for not following The Board believes that a nomination committee is not required for Air New Zealand, as its whole Board should be (and is) involved in the selection and appointment process of any new Board members.
58
Directors Profiles
John Palmer ONZM, B.AGR.SC, FNZID Chairman Appointed 29 November 2001 Mr Palmer has considerable experience as a director and chairman of companies in the agricultural and finance sectors. Mr Palmer is Chairman of Solid Energy New Zealand Limited and Rabobank NZ Limited serves as a Director of AMP Limited, AMP Life Limited and Rabobank Australia Limited. Since 2001 he has led the board through a successful period of rebuilding Air New Zealand, and was named as Company Chairman of the Year in 2007 and 2009. Roger France BCOM, FCA Deputy Chairman Appointed 1 October 2001 Mr France is the Chancellor of the University of Auckland, a Director of Fisher & Paykel Healthcare Corporation Limited and Chairman of Tappenden Holdings Limited. He was a partner at PricewaterhouseCoopers and one of its predecessor firms, Coopers & Lybrand, for over 15 years and was the Chief Financial Officer of two listed companies for 10 years. He was the Managing Partner of Coopers & Lybrand in Auckland for five years. Following the merger with PricewaterhouseCoopers, he led the firms Corporate Value consulting practice in the Asia Pacific region and served as a member of its New Zealand Governance Board. As Deputy Chairman, Mr France brings strong financial analysis and business strategy skills to the Board and to his role as Chairman of the Audit Committee. Paul Bingham Appointed 1 July 2008 Mr Bingham is Managing Director of Black Cat Cruises Limited, an award winning cruise operator based at Banks Peninsula, near Christchurch. He is Chair of Christchurch and Canterbury Marketing Limited. Prior to his current position, he had a number of senior marketing roles at Tourism Holdings Limited and Air New Zealand Limited. He was a winner of the PATA Young Tourism Professional Award in 2003 and under his leadership Black Cat Group has won numerous accolades, including the Supreme Award at the New Zealand Tourism Awards in 2003 and the SKAL International Eco-tourism Award in 2004. Antony (Tony) Carter BE (HONS), ME, MPHIL Appointed 1 December 2010 Mr Carter was born and raised in Christchurch, New Zealand and attended the University of Canterbury where he studied chemical engineering, graduating with a Bachelor in Engineering with honours and a Masters in Engineering in 1980. He then went on to study at Loughborough University of Technology in the United Kingdom and graduated in 1982 with a Master of Philosophy degree. After leaving University, Mr Carter worked for the family company, Carter Group Limited, in Christchurch until 1986 when he purchased a Mitre 10 hardware store in Christchurch. He then developed another Mitre 10 store, also serving as a Director of Mitre 10 New Zealand Limited and becoming Chairman of Mitre 10 New Zealand Limited in 1993. In 1994 Mr Carter was appointed General Manager and Chief Executive designate of Foodstuffs (South Island) Limited, sold his interests in the Mitre 10 stores and resigned from the Mitre 10 Board. In 1995 he was appointed Chief Executive of Foodstuffs (South Island) Limited and served in that role until 2001 when he was then appointed Managing Director of Foodstuffs (Auckland) Limited and Managing Director of Foodstuffs (New Zealand) Limited until he retired in December 2010. The Foodstuffs Group is New Zealands largest retail organisation and the second largest commercial organisation by revenue in New Zealand, with annual sales in excess of NZ$8 billion, employing 30,000 staff. Mr Carter is a Director of a number of New Zealand companies; Fletcher Building Limited, Fisher and Paykel Healthcare Corporation Limited, ANZ National Bank Limited and Co-Chairman of The New Zealand Initiative Limited.
Janice (Jan) Dawson BCOM, FCA Appointed 1 April 2011 Ms Dawson is Deputy Chair of Counties-Manukau District Health Board, a Director of Westpac New Zealand Limited, a member of the University of Auckland Council, the Capital Investment Committee of the National Health Board and a Trustee of the National Maritime Museum. Ms Dawson has been President of Yachting New Zealand since 2007 and was appointed Chair of the Audit Committee of the International Sailing Federation in 2009. Ms Dawson was a partner of KPMG for 30 years, specialising in audit and risk advisory, and the Chair and Chief Executive of KPMG New Zealand from 2006 until 30 June 2011. She has been a Board Member for KPMG Asia-Pacific Region, a Board Member for KPMG Australia, KPMG ASPAC and Councillor of KPMG International. Ms Dawson holds a Bachelor of Commerce from the University of Auckland. She is a Fellow of the New Zealand Institute of Chartered Accountants, a Member of the Institute of Directors in New Zealand, a Fellow of FINSIA, a Paul Harris Fellow and a North Shore Business Hall of Fame Laureate (2010). Ms Dawson was named Chartered Accountant of the Year in 2011 by the New Zealand Institute of Chartered Accountants.
59
Directors Profiles (Continued)

Dr James (Jim) Fox BE, M.ENG.SCI, PHD. Appointed 21 November 2006 Dr Fox has more than 25 years experience as a public company director across a range of internationally based businesses. His particular track record is in the building of innovative, technology based companies in competitive international markets. After eight years working around the world with a large international management consulting company, he started his own technology based product and service company in 1987. Following the merger of Dr Foxs company with the then listed Vision Systems Limited in 1993, he took over as the CEO of the combined group. In December 2006, Dr Fox retired as the CEO of Vision Systems Limited following a heavily competed takeover of the company by a large USA based corporate which resulted in significant returns (close to $1 billion) to shareholders. Dr Fox is also a Director of TTP Group (UK) Plc, Multiple Sclerosis Research Australia Limited, Genmark Diagnostics Inc (USA) and BIOTA Holdings Limited. Warren Larsen CNZM, BBS, CA, CMA, M.AG.SC (HONS), FNZIM, AF INST. D, DSC (HONS) Appointed 27 February 2002 Mr Larsen is a director of a wide range of companies including Chairman of Centreport Limited, Deputy Chairman of Landcorp Farming, Director of Alpine Energy Limited and he maintains an active interest in aviation matters. Mr Larsen brings significant international business and marketing experience to the Board. He was formerly Chief Executive Officer of the New Zealand Dairy Board for nine years and Bay Milk Products for 10 years prior to that. Mr Larsen is Chairman of the Safety Committee. He is a graduate of Massey University where he qualified as a Master of Agricultural Science (First Class Honours) and a Bachelor of Business Studies. Mr Larsen holds professional accounting qualifications and is an alumni of the Insead Business School.
Directors Interests in Air New Zealand Securities

The relevant interests of directors in Air New Zealands securities at the date of this Annual Report are summarised in the table below: NAME BENEFICIAL SHARES / INTEREST At BONDs 30 JUNE 2012 SOLD Shares 259,216 SHARES / BONDS PURCHASED 75,000 2,7471 4,0301 DATE OF TRANSACTION COST NONBENEFICIAL INTEREST John Palmer 19 Dec 2011 21 Sep 2011 21 Mar 2012 $65,138 $2,972 $3,419
Roger France2 Shares Paul Bingham Shares Bonds Tony Carter Shares 97,1894 46,000 1,4581 1,5121 30,000 20,000 50,000 2 Sep 2011 21 Sep 2011 21 Mar 2012 28 Sep 2011 12 & 13 Oct 2011 28 Sep 2011 $51,874 $1,578 $1,282 $30,000 $21,600 $50,000 5,000 50,000 50,000 28 Sep 2011 $50,000 27,0612
933
Bonds Jan Dawson Shares Bonds Jim Fox Shares Warren Larsen Shares
1. 2. 3. 4. 5.
30,0004 20,0005 50,0005 36,500 15,311
2291 2381
21 Sep 2011 21 Mar 2012
$248 $202
Pursuant to the terms of the Dividend Reinvestment Plan. All shares are owned by the France Family Trusts of which Mr France is a discretionary beneficiary. Mr France is a trustee of the Staff Share Purchase Scheme. In custody by First NZ Capital for Loughborough Investments Limited. The shares and bonds are owned by Jan Dawson and Jeremy Dillon as Trustees of the Kinross Trust.
60
Directors Interests
The following are particulars of general disclosures of interest by Directors of Air New Zealand Limited holding office at 30 June 2012, pursuant to section 140(2) of the Companies Act 1993. Where applicable, the disclosures also include directorships of subsidiaries of the relevant companies. John Palmer AMP Life Limited AMP Limited Rabobank Australia Limited Rabobank New Zealand Limited Solid Energy New Zealand Limited The Fresh Fruit Company of Nelson Limited Roger France Blue Star Group Holdings Limited Fisher & Paykel Healthcare Corporation Limited Tappenden Holdings Limited Tappenden Management Limited University of Auckland Paul Bingham Akaroa Harbour Cruises Limited Black Cat Group 2007 Limited Black Cat Trust Christchurch & Canterbury Convention Bureau Limited Christchurch & Canterbury Marketing Limited Dolphin Experience Limited Lyttelton Harbour Cruises Limited Pajo Trust Tony Carter ANZ National Bank Limited Fisher & Paykel Healthcare Corporation Limited Fletcher Building Limited Foodstuffs Auckland Protection Trust Maurice Carter Charitable Trust The New Zealand Initiative Limited Jan Dawson Counties-Manukau District Health Board Disciplinary Tribunal of the New Zealand Institute of Chartered Accountants Erua Limited Jan Dawson Limited National Health Board Capital Investment Committee University of Auckland Voyager New Zealand Maritime Museum Westpac New Zealand Limited Yachting New Zealand Deputy Chair Member Director Director (appointed 15 August 2011) Member Councillor (appointed 7 September 2011) Trustee (appointed 1 May 2012) Director (appointed 19 July 2011) President
Director Director Director Chairman (appointed 27 March 2012) Chairman Director (appointed 25 August 2011)
Director (resigned 1 August 2012) Director Chairman Director Chancellor
Director Managing Director Trustee Director Chairman Director Director Trustee
Director (appointed 26 August 2011) Chairman Director Trustee Trustee Co-Chairman (appointed 30 March 2012)
61
Directors Interests (Continued)

Dr Jim Fox BIOTA Holdings Limited Genmark Diagnostics Inc (USA) Multiple Sclerosis Research Australia Limited TTP Group (UK) Plc Warren Larsen Accreditation Board Institute of Directors Alpine Energy Limited Centreport Limited Landcorp Farming Limited Larsen Consultancy Services Limited Netcon Limited New Zealand Animal Evaluation Limited Member Director Chairman Deputy Chairman Director / Shareholder Director Chairman Chairman Director Director Director
Directors Remuneration
The directors remuneration is paid in the form of directors fees. Additional fees are paid to the Chairman and Deputy Chairman and in respect of work carried out by individual directors on various Board Committees to reflect the additional responsibilities of these positions. The total of fees to be paid to directors is subject to shareholder approval. Air New Zealand meets directors reasonable travel and other costs associated with Air New Zealand business. Directors received the following fees and remuneration from Air New Zealand Limited in the year to 30 June 20121: Name John Palmer (Chairman) Roger France (Deputy Chairman) Paul Bingham Tony Carter4 Jan Dawson Jane Freeman3, 4 Jim Fox Warren Larsen Total DIRECTORS Fees 249,948 94,767 82,921 82,684 82,921 14,623 81,974 82,447 772,285 Committee Fees 47,384 16,584 28,430 18,953 3,342 40,276 33,168 188,137 Total Remuneration 249,948 142,151 99,505 111,114 101,874 17,965 122,250 115,615 960,422 Value of Travel Entitlement 2 26,594 43,245 20,600 10,056 13,171 50,924 164,590
1. No employee of the Group received or retains any remuneration or other benefits as a director of any subsidiary company. 2. Includes value of travel benefits for related parties and benefits accrued in prior years availed in current year. 3. Retired during the year. 4. GST exclusive.
Indemnities and Insurance

Pursuant to section 162 of the Companies Act 1993 and the Constitution, Air New Zealand has entered into deeds of access, insurance and indemnity with the directors of the Group to indemnify them to the maximum extent permitted by law, against all liabilities which they may incur in the performance of their duties as directors of any company within the Group. Insurance cover extends to directors and officers for the costs and expenses of successfully defending legal proceedings. Specifically excluded are penalties and fines which may be imposed for breaches of law and criminal actions. In accordance with commercial practice, the insurance contract prohibits further disclosure of the terms of the policy. All directors who voted in favour of authorising the insurance certified that in their opinion, the cost of the insurance is fair to the Company.
62
Subsidiary Companies
The following people were directors of Air New Zealands subsidiary and joint venture companies in the financial year to 30 June 2012. No director of any subsidiary received beneficially any directors fees or other benefits except as an employee. New Zealand Companies ADP (New Zealand) Limited Air Nelson Limited Air New Zealand Aircraft Holdings Limited Air New Zealand Associated Companies Limited Air New Zealand Associated Companies (Australia) Limited Air New Zealand Consulting Limited Air New Zealand Holidays Limited Air New Zealand Express Limited Air New Zealand International Limited Air New Zealand Tasman Pacific Limited Air New Zealand Travel Business Limited Altitude Aerospace Interiors Limited ANEX Holdings Limited - amalgamated with Air New Zealand Associated Companies Limited on 29 May 2012 ANNZES Engines Christchurch Limited Ansett Australia & Air New Zealand Engineering Services Limited C.I. Air Services Limited Eagle Air Maintenance Limited Eagle Airways Limited Eagle Aviation Limited Freedom Air Limited Jetaffair Holidays Limited - amalgamated with Air New Zealand Associated Companies Limited on 29 May 2012 Mount Cook Airline Limited National Airlines Company Limited New Zealand International Airlines Limited New Zealand Tourist Promotion Company Limited Pacific Leisure Group Limited Safe Air Limited Tasman Empire Airways 1965 Limited Tasman Express Limited Teal Insurance Limited The Mount Cook Group Limited Tourism New Zealand Limited TXNZ Limited ValetPort Limited
3
Directors JHB/MAS/SWW2/BP1 DWM/JGM/BP/GCK JHB/RSM/DWM JHB/NJT/RSM JHB/NJT/RSM JHB/RSM/MJF2 DWM/NJT2/LKL/BP/DBS1 JHB/NJT/RSM JHB/NJT/RSM DWM/BP/GRS JHB/NJT/RSM NJT/RSM/JCF/VCMS JHB/NJT/RSM JHB/RSM JHB/RSM JHB/NJT/TT DWM/JGM/BP DWM/JGM/BP/CLH JHB/NJT/RSM JHB/NJT/RSM JHB/NJT/RSM DWM/JGM/BP/SW JHB/NJT/RSM JHB/RSM/DWM JHB/NJT/RSM JGM1/DBS1/AJB1/DBF1 TNH/CET/VCMS JHB/NJT/RSM JHB/NJT/RSM JHB/RSM/HJBR JHB/NJT/RSM JHB/NJT/RSM NJT/SLW/SFJ/DBS DWM/BP/LKL JHB/NJT/RSM
Zeal 320 Limited
63
Subsidiary Companies (Continued)

Australian Companies ADP Pty Ltd4 Air New Zealand (Australia) Pty Limited Masling Industries Pty Limited Safe Air Australia Pty Limited TAE Aviation Pty Limited TAE Gas Turbines Pty Ltd TAE Pty Limited Directors JHB2/BP 2/TNH2/SWW/MAS2 JHB/CPW AMS/TNH/RSM/VCMS JHB/DLMK/VCMS AMS/TNH/RSM/VCMS AMS/TNH/RSM/VCMS AMS/TNH/RSM/VCMS
VCubed Pty Ltd
DBS/DWM/SFJ/SLW/SRC
Non-Australasian Companies Air New Zealand Travel Services Limited ANZGT Field Services LLC Mount Cook Tours Limited (USA) 5
Directors DWM/ESAS2/EJO/CML1 RI1/TNH1 JHB/PW
DIRECTORS
AJB AMS ASC BP CET CLH CM CML CPW DBF DBS DLMK
Andrew J Burns Andrew M Sanderson Alan S Carr Bruce Parton Craig E Tolley Carrie L Hurihanganui Chris Myers Christopher M Luxon Cameron P Wallace Desmond B Fielding David B Simmons Douglas L M Keesing David W Mackrell Ed S A Sims Edward J Overy Grant C Kerr Glen R Sowry
JGM JHB LKL MAS MJF NJT PW RI RSM SFJ SLW SRC SW SWW TNH TT
Jeffrey G McDowall John H Blair Leeanne K Langridge Mark A Siladi Michael J Flanagan Norman J Thompson Peter Walsh Richard Ison Robert S McDonald Stephen Jones Stephen L Wells Shane R Crockett Sarah Williamson Steve W Watts Trevor N Hughes TamariI Tutangata
DWM ESAS EJO GCK GRS
VCMS WJW
Vanessa Stoddart William J Whittaker
HJBR JCF
Hannah J Ringland James C Fox
1. Appointed during the financial year. 2. Resigned during the financial year. 3. The company is a joint venture. 4. Sold February 2012. 5. Disestablished August 2011.
64
Employee Remuneration
Remuneration earned in FY12 including base, incentive payments and options issued under the LTI Scheme relating to FY12 performance NZ Mgmt & Exec
100,000-110,000 110,000-120,000 120,000-130,000 130,000-140,000 140,000-150,000 150,000-160,000 160,000-170,000 170,000-180,000 180,000-190,000 190,000-200,000 200,000-210,000 210,000-220,000 220,000-230,000 230,000-240,000 240,000-250,000 250,000-260,000 260,000-270,000 270,000-280,000 280,000-290,000 290,000-300,000 300,000-310,000 310,000-320,000 320,000-330,000 330,000-340,000 340,000-350,000 350,000-360,000 360,000-370,000 370,000-380,000 380,000-390,000 390,000-400,000 400,000-410,000 410,000-420,000 420,000-430,000 430,000-440,000 440,000-450,000 450,000-460,000 460,000-470,000 480,000-490,000 490,000-500,000 500,000-510,000 510,000-520,000 520,000-530,000 530,000-540,000 550,000-560,000 560,000-570,000 590,000-600,000 600,000-610,000 640,000-650,000 660,000-670,000 690,000-700,000 700,000-710,000 720,000-730,000 740,000-750,000 760,000-770,000 770,000-780,000 980,000-990,000 1,000,000-1,010,000 1,010,000-1,020,000 1,040,000-1,050,000 1,050,000-1,060,000 1,060,000-1,070,000 1,100,000-1,110,000 1,110,000-1,120,000 1,120,000-1,130,000 1,230,000-1,240,000 1,330,000-1,340,000 2,660,000-2,670,000 2,710,000-2,720,000 2,730,000-2,740,000 Grand Total 580 532 1 1 582 2,086 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 4 1 1 2 1 2 1 1 1 1 1 1 1 2 2 1 2 1 1 1 2 2 1 127 85 53 56 63 31 27 29 22 10 7 8 9 8 5 7 3 2
Remuneration earned in FY11 including base, incentive payments and options issued under the LTI scheme relating to FY11 performance NZ Mgmt & Exec
124 66 66 49 45 34 34 23 14 7 9 6 8 5 8 1 3 1 1 2 2 2
Remuneration paid in FY12 including base for FY12, but incentive payments including options issued under the LTI scheme that relate to FY11 performance but paid in FY12 NZ Mgmt & Exec
137 83 52 51 54 32 31 37 12 13 7 7 9 12 4 6 4 1 3 2 1 1 1
Aircrew, Tech Staff, Overseas & Others

363 297 265 191 122 134 92 53 31 28 43 73 51 23 41 26 30 15 16 21 13 17 24 25 24 8 8 7 6 7 7 9 6 1
Forty-eight employees included in the table above were made redundant during the period, resulting in redundancy and other termination payments exceeding their normal levels of remuneration. Please refer to pages 66 and 67 for a more detailed breakdown of CEO remuneration.
65
Employee Remuneration (Continued)

REMUNERATION PHILOSOPHY In order to attract and retain talented individuals, Air New Zealands performance and reward strategy is aligned with both the recruitment philosophy to source inspiring people, and our capability development agenda to nurture future leaders and provide succession pipelines into key roles. The key objectives of the strategy are attracting high performing individuals, providing rich developmental opportunities and recognising achievement through targeted performance and reward initiatives. Air New Zealands remuneration strategy is underpinned by a pay for performance philosophy and accordingly positions base pay for competent performance below the market median for all Individual Employee Agreements including the Chief Executive Officer (CEO), and uses annual performance incentives to create opportunities for everyone to achieve market competitive remuneration levels and in the case of superior performance, total remuneration in excess of market. The overall remuneration strategy is designed to provide remuneration based on performance against agreed targets, align actions with shareholder interests and balance competitiveness with affordability. The CEO and executive remuneration packages are made up of three components: Fixed base salary; Annual performance incentive; and Long term incentives. FIXED BASE SALARY Air New Zealands philosophy is to set fixed base salaries at 90 percent of the market median for executives who are fully competent in their role. ANNUAL PERFORMANCE INCENTIVE The annual performance incentive component is delivered through the Air New Zealand Short Term Incentive Scheme (STI). The measures used in determining the quantum of the STI are set annually. Targets relate to both Company financial performance and individual targets. For the CEO the STI weighting is based 70% on Company financial performance and 30% on individual performance against specific targets. For all other employees the weighting is 50% Company financial performance and 50% individual performance. The main factors for assessment are: Financial performance falling within an executives specific responsibilities; Business performance; Strategy development and implementation; and People, culture and leadership performance. At the beginning of each financial year the Board confirms a financial target for the Company for incentive payments which is set 10% above the average Normalised Earnings before Taxation achieved by the Company over the previous five year period. LONG TERM INCENTIVE The Air New Zealand Long Term Incentive Plan (LTIP) is designed to align the interests of senior executives with those of our shareholders and to incentivise participants in the plan to enhance long term shareholder value. There are two main elements to the plan: Mandatory Shareholding Participants are required to commit to investing a specified amount to purchase shares in the Company, which lies in the range of 25% to 66% of their base salary, according to seniority. Until the minimum shareholding level is attained, one third of the CEO or executives after-tax annual performance incentive payment is retained to purchase shares in the Company up to the point where this mandatory shareholding level is achieved. The holding must be maintained to enable the CEO or executive to exercise any options.
Options LTIP participants must achieve a performance rating of on target or better against individual STI targets to be eligible to receive a grant of options. Any grant of options is at the discretion of the People Remuneration and Diversity Committee (PRDC) of the Board of Directors but, in the normal course of events, is expected to equate to a value of 2 times the STI earned on individual targets for the CEO, or 1 times the STI earned on individual targets for all other scheme participants (the factor for the CEO being higher to reflect the lower proportion of STI based on individual performance (30% versus 50%)). The number of options to be allocated will be determined by an independent valuation of the options carried out each year at the time of issue.
66
Employee Remuneration (Continued)

The exercise price of the options is set three years from issue date, and is calculated by multiplying the share price of the Companys shares at the date of issue by the movement in an index over the three years to exercise date, decreased by any distributions made by Air New Zealand over the same period. The index comprises the Total Shareholder Return (TSR) for the NZSX All Gross Index and the TSR for the Dow Jones World Airline Total Return Index in equal proportions. The share price at the date of issue is measured as the average daily closing price of ordinary shares over the ten business days starting on the third business day following the announcement of the Companys annual results. Options may be exercised at any time after the third anniversary and before the fifth anniversary of the date of issue assuming any conditions outlined and any additional conditions set by the PRDC have been met. Unless Air New Zealands share price outperforms the index as outlined above, no value will accrue to the participating executive. CEO REMUNERATION Fixed Base Salary Over the course of the 2012 financial year, the CEO, Rob Fyfe, earned a base salary of $1,431,000 (2011 financial year: $1,350,000) paid in cash. Annual Performance Incentive The annual value of the STI scheme for the CEO is set at 55% of base salary if all performance targets are achieved. If a performance rating below 90 is achieved, no STI is payable. Up to 110% of base salary is payable for outstanding performance. For the 2012 financial year, Rob Fyfe earned a total STI payment to the value of $338,809 (2011 financial year: $349,718). This payment will be made in the 2013 financial year. Long Term Incentive Rob Fyfe has access to two long term incentives schemes: the Air New Zealand Long Term Incentive Plan (LTIP); and the CEO Long Term Incentive Plan (CLTIP). LTIP The mandatory shareholding commitment for the CEO is 66% of his fixed cash amount. For the 2012 financial year the value is $944,460. This holding must be maintained to enable the CEO to exercise any options. Rob Fyfe owns or has a beneficial interest in 1,192,321 shares of which 892,061 are held as part of the mandatory shareholding. Rob Fyfe earned 4,553,613 options under the LTIP for the 2011 financial year valued independently at $0.192 each, for a total value of $874,294 (which were issued in September 2011). CLTIP The CEO Long Term Incentive Plan is solely an option based scheme and has a five year time horizon. It was established as a further incentive to retain the services of the current CEO for an extended period. The CEO option scheme commenced in the 2008 financial year and the issue of options will cease in the 2012 financial year. Each year, at the absolute discretion of the Board, options can be issued to the CEO based on 80% of the CEOs fixed cash remuneration. Options issued under this scheme are not earned nor do they vest unless the CEO remains employed by Air New Zealand through to September 2012. If this condition is met the options may be exercised within two years after this date. The exercise price and valuation methodology of the options under the CLTIP mirror the LTIP scheme. So unless Air New Zealands share price outperforms the index, no value will accrue to the CEO. Under the CLTIP, Rob Fyfe received a grant of 6,708,075 options for the 2011 financial year valued at $0.161 each, for a total value of $1,080,000 (which were issued in September 2011). SUPERANNUATION The CEO is a member of Air New Zealands group superannuation scheme, KoruSaver. As a member of the scheme Rob Fyfe is eligible to contribute and receive a matching Company contribution up to 4% of gross taxable earnings (including STI). For the 2012 financial year the Company contribution was $71,229 (2011 financial year $71,536).
67
Shareholder Statistics
Top Twenty Shareholders 1 August 2012 Number of Ordinary Shares Her Majesty the Queen in right of New Zealand acting by and through her Minister of Finance HSBC Nominees (New Zealand) Limited Accident Compensation Corporation Citibank Nominees (NZ) Limited J P Morgan Nominees Australia Limited National Nominees Limited JP Morgan Chase Bank Citicorp Nominees Pty Limited HSBC Custody Nominees (Australia) Limited AMP Investment Strategic Equity Growth Trust Fund National Nominees New Zealand Limited HSBC Nominees (New Zealand) Limited New Zealand Superannuation Fund Nominees Limited NZGT Nominees Limited AIF Equity Fund Garth Barfoot New Zealand Depository Nominee Limited Cogent Nominees Limited TEA Custodians Limited Robert Ian Fyfe FNZ Custodians Limited TOTAL Substantial Security Holders The following information is provided in compliance with Section 35F of the Securities Markets Act 1988 and records Substantial Security Holder Notices received in the period up to 10 August 2012. The total number of listed voting securities of Air New Zealand Limited at that date was 1,099,707,174 ordinary shares.
Substantial Security Holder Voting securities in the company in which a relevant interest is held
% of Ordinary Shares 73.13 2.84 2.31 1.84 1.75 1.69 1.55 1.53 1.29 0.89 0.77 0.68 0.65 0.46 0.18 0.14 0.12 0.11 0.10 0.10 92.13
804,191,058 31,212,246 25,383,819 20,264,297 19,262,428 18,538,125 17,024,728 16,862,763 14,132,490 9,795,503 8,510,565 7,526,576 7,157,372 5,013,680 1,942,241 1,554,816 1,346,121 1,221,436 1,192,321 1,079,629 1,013,212,214
Her Majesty the Queen in right of New Zealand. Orbis Investment Management (Australia) Pty Ltd and its related bodies corporate as investment manager for various funds or investment mandates.
810,877,863 ordinary shares*
54,605,617 ordinary shares
In 1989 the Crown issued a Notice that arises through its holding of a special rights Convertible Share, the Kiwi Share and the power of the Kiwi Shareholder under the Constitution. Full details of the rights pertaining to the Kiwi Share are set out in the Companys Constitution. The Kiwi Share does not confer any right on its holder to vote at a shareholders meeting unless the Kiwi Share has been converted into an Ordinary Share by its holder. The Kiwi Share is not listed on any stock exchange. *Relevant interests held as follows: Her Majesty the Queen in right of New Zealand acting by and through her Minister of Finance (804,191,058 ordinary shares) and New Zealand Superannuation Fund Nominees Limited (6,686,805 ordinary shares) as nominee for the New Zealand Superannuation Fund being property of Her Majesty the Queen in right of New Zealand and managed by the Guardians of New Zealand Superannuation.
68
Shareholder Statistics (Continued)

Shareholder Statistics 1 August 2012
Size of Shareholding Ordinary Shares 1 to 1,000 1,001 to 5,000 5,001 to 10,000 10,001 to 100,000 100,001 and Over TOTAL Current On-Market Share Buybacks The Company is not, at the date of this Annual Report, undertaking any on-market share buy-backs. Non-Marketable Parcels of Shares As at 1 August 2012, 9,880 shareholders held Ordinary Shares of less than a marketable parcel (as defined by the NZSX Listing Rules). Shareholders Number 16,251 6,773 1,348 1,327 99 25,798 % 62.99 26.25 5.23 5.14 0.39 100.00 Number 6,469,084 15,506,734 10,054,065 33,461,761 1,034,215,530 1,099,707,174 Shares % 0.59 1.41 0.91 3.04 94.05 100.00
69
Operating Fleet Statistics

As at 30 June 2012
Boeing 747-400
Number: 2 Average Age: 17.4 years Maximum Passengers: 379 Cruising Speed: 920 km/hr Av. Daily Utilisation: 6:54 hrs
Boeing 777-300ER
Boeing 777-200ER
Boeing 767-300ER
Airbus A320-200
Number: 17 Average Age: 6.3 years Maximum Passengers: 168 Shorthaul or 171 Domestic Cruising Speed: 850 km/hr Av. Daily Utilisation: 8:00 hrs Shorthaul or 10.18 hrs Domestic
Boeing 737-300
Number: 13 Average Age: 14.4 years Maximum Passengers:133 Cruising Speed: 790 km/hr Av. Daily Utilisation: 6:24 hrs
ATR 72-500
Bombardier Q300
Beech 1900D
Number: 18 Average Age: 10.5 years Maximum Passengers:19 Cruising Speed: 510 km/hr Av. Daily Utilisation: 6:00 hrs
70
General Information
Stock Exchange Listings Air New Zealands Ordinary Shares are listed on: NZSX Market Ticker: Date of full listing: Place of Incorporation New Zealand In New Zealand, the Companys Ordinary Shares are listed with a non-standard (NS) designation. This is due to particular provisions of the Companys Constitution, including the rights attaching to the Kiwi Share1 held by the Crown and requirements regulating ownership and transfer of Ordinary Shares. Neither the New Zealand Stock Exchange nor the Australian Stock Exchange has taken any disciplinary action against the Company during the financial year ended 30 June 2012. New Zealand STOCK Exchange General: An ongoing waiver granted to all companies dual listed on the NZX and the ASX from Listing Rules 11.1.1 and 11.1.4 to enable dual listed issuers to comply with the ASX Listing Rules relating to the restrictions on transfer of restricted (vendor) securities during an escrow period. The following waivers from the NZSX Listing Rules were granted to the Company or relied upon by the Company during the 12 month period ending on the date two months before the publication of the annual report: 1. A waiver from NZSX Listing Rule 8.1.7(b) to enable the issue of Long Term Incentive Scheme Options to be adjusted following a capital restructure such as a rights issue, in accordance with an approach suggested by PricewaterhouseCoopers. The decision by NZXR of 3 December 2007 noted that an independent experts opinion had confirmed that the approach suggested by PricewaterhouseCoopers would create economic neutrality for the option holders and all other Air New Zealand shareholders. 2. A waiver from NZSX Listing Rule 8.1.3 to allow Air New Zealand to issue options under the Executive Officer Option Incentive Plan to the Chief Executive Officer of Air New Zealand with an exercise price which may be less than 90% of the Average Market Price of Air New Zealands ordinary shares at the date of issue of the shares. The decision by NZXR of 31 October 2007 noted that Air New Zealand did not expect the percentage of shares to be issued under the Plan to be more than 1.1% of total shares on issue and that dilution of voting rights would be negligible. 3. A waiver from NZX Listing Rule 9.1.1 and 10.5.5(f) on July 23 2009 to allow Air New Zealand exemption from seeking shareholder approval for a transaction to acquire up to 14 narrow body A320 aircraft having a total market value of up to US$750 million, which amounts to an acquisition (either through purchase or lease) of assets with a relatively high value when measured against Air New Zealands Average Market Capitalisation. 4. In December 2011 Air New Zealand and Her Majesty the Queen in Right of New Zealand acting by and through the Chief Executive of the Ministry of Economic Development (the Crown) entered into an agreement for the provision by Air New Zealand of air travel services (the Agreement). The initial term of the Agreement is five years, with the potential for two rights of renewal for one year each. Under the Agreement Air New Zealand is appointed the sole preferred supplier of domestic New Zealand air travel services and a non-exclusive supplier of air travel services on Trans Tasman and international routes to all participating New Zealand Government Agencies. Air New Zealand was granted a waiver by NZX Market Supervision (NZXMS) from NZSX Listing Rule 9.2.1 so that it was not required to obtain shareholder approval by ordinary resolution for the entry into the Agreement (the Transaction). That waiver was granted on the following conditions: (a) two independent directors of Air New Zealand certify in writing to NZX that the Transaction has been negotiated on arms length commercial terms, entry into the Transaction is in the best interests of Air New Zealand shareholders (other than the Crown) and the Crown as the majority shareholder in Air New Zealand has not influenced the Boards decision to enter into the Agreement;
Australian Stock Exchange AIZ 1 July 2002
AIR 24 October 1989
(b) when the initial term of the Transaction ends and if Air New Zealand and the Crown decide to renew the Transaction for a further term, at the time of such renewal two directors of Air New Zealand will make the certifications described above; and (c) the key terms of the Transaction (other than those which are commercially sensitive), the waiver, its condition and its effect are disclosed in the half year and annual reports for the year in which the Transaction takes place.
1 In 1989, the Crown issued a Notice that arises through its holding of special rights Convertible Share, the Kiwi Share and the power of the Kiwi Shareholder under the Constitution. Full details of the rights pertaining to these shares are set out in the Companys Constitution. The Kiwi Share does not confer any right on its holder to vote at a shareholders meeting unless the Kiwi Share has been converted into an Ordinary Share by its holder. The Kiwi Share is not listed on any stock exchange.
71
General Information (Continued)

5. In connection with Air New Zealands offer of unsecured, unsubordinated fixed rate bonds (Bonds) by way of a simplified disclosure prospectus dated 25 August 2011, NZXMS granted Air New Zealand a waiver from NZDX Listing Rule 11.1.1 to enable Air New Zealand to decline to accept or register a transfer of Bonds if the transfer is not of an amount that is a multiple of $1,000 or the transfer would result in the transferor or transferee holding Bonds of an aggregate Principal Amount of less than $5,000. Australian Stock Exchange When Air New Zealand fully listed on the ASX in July 2002, it undertook to include the following information in its Annual Report. Limitations on the Acquisition of Securities Constitution The limitations on the acquisition of securities imposed by the Companys Constitution are summarised below (capitalised terms are defined either in the Constitution or the Takeovers Code2): 1. Under clause 3.3 of the Constitution any person that owns or operates an airline business and any of its Associated Persons may not hold or have an Interest in any Equity Security unless the prior written consent of the Kiwi Shareholder has been obtained. 2. Under clause 3.4 of the Constitution any non-New Zealand National must obtain the prior written consent of the Kiwi Shareholder to hold or have an interest in 10 percent or more of the total Voting Rights in the Company. 3. The Board must decline to register a transfer of Equity Securities if it is aware that the Equity Securities have been transferred in contravention of the provisions referred to in (1) or (2) above. 4. The Board has other powers to decline to register a transfer of Shares, including in cases where the Board is of the opinion that the Shares would become, or be capable of being treated as, Affected Equity Securities. 5. Section 10 of the Companys Constitution confers powers on the Board (and the Kiwi Shareholder) to treat Equity Securities as Affected Equity Securities in certain circumstances. In general terms those powers arise if the Board considers that it is necessary to treat any Equity Securities as Affected Equity Securities to protect the Companys international airline operating rights. Where Equity Securities are treated as Affected Equity Securities the Voting Rights attaching to them may be suspended and the registered holder may be required to dispose of them. The Takeovers Code The powers of the Board outlined above in relation to limiting acquisitions of its securities are in addition to the requirements of the New Zealand Takeovers Code. The Takeovers Code contains the following rules regulating acquisitions of substantial holdings. The Takeovers Code creates a general rule under which the acquisition of 20 percent or more of the voting rights in the Company or the increase of an existing holding of 20 percent or more of the voting rights in the Company can only occur in certain permitted ways. These include a full takeover offer in accordance with the Takeovers Code, a partial takeover offer in accordance with the Takeovers Code, an acquisition approved by an ordinary resolution, an allotment approved by an ordinary resolution, a creeping acquisition (in certain circumstances) or compulsory acquisition if a shareholder holds 90% or more of the voting rights in the Company. Corporations Act 2001 (Australia) The Company is not subject to Chapters 6, 6A, 6B and 6C of the Corporations Act dealing with the acquisition of shares (such as substantial holdings and takeovers).
2 The Takeovers Code approved by the Takeovers Code Approval Order 2000 (SR2000/210).
72
Shareholder Directory
Share Registrar New Zealand Link Market Services Limited Level 16, Brookfields House 19 Victoria Street West, Auckland 1010 PO Box 91976, Auckland 1142 New Zealand Investor Enquiries Phone: Fax: Email: Australia Link Market Services Limited Level 12, 680 George Street Sydney 2000, Australia Locked Bag A14, Sydney South NSW 1235 Investor Enquires Phone: Fax: (61 2) 8280 7111 (61 2) 9287 0303 (64 9) 375 5998 (New Zealand) (61 2) 8280 7111 (Australia) (649) 375 5990 [email protected] Registered Office New Zealand Air New Zealand Limited Air New Zealand House 185 Fanshawe Street Auckland 1010 Postal: Private Bag 92007 Auckland 1142, New Zealand Phone: (64 9) 336 2400 Fax: (64 9) 336 2401 AK/104799 Australia Level 11, 151 Clarence Street, Sydney Postal: GPO 3923 Sydney NSW 2001 Australia Phone: (61 2) 8235 9999 Fax: (61 2) 8235 9946 ABN 70 000 312 685 Board of Directors John Palmer, Chairman Roger France, Deputy Chairman Paul Bingham Antony (Tony) Carter Janice (Jan) Dawson James (Jim) Fox Warren Larsen Chief Executive Officer Rob Fyfe CEO Designate Christopher Luxon Chief Financial Officer Rob McDonald General Counsel and Company Secretary John Blair
Investor Relations Investor Relations Office Private Bag 92007, Auckland 1142 New Zealand Phone: Fax: (64 9) 336 2287 (64 9) 336 2664
Email: [email protected] Web site: www.airnzinvestor.com Annual Meeting Date: Time: Venue: 28 September 2012 2.00 pm Wigram Airforce Museum, 45 Harvard Avenue, Christchurch.
Current Credit Rating Moodys rate Air New Zealand Baa3 Auditor Deloitte (on behalf of the Auditor-General) Deloitte Centre 80 Queen Street, Auckland Central PO Box 115033, Shortland Street Auckland 1140, New Zealand
The report was printed on Alpine Laser. Alpine Laser contains pulp from tree farms and is Chain of Custody certified. Manufactured in an Elemental Chlorine Free (ECF) process the mill is ISO 14001 certified.
73

2012 Annual Financial Report

Uploaded by

Copyright:

Available Formats

2012 Annual Financial Report

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2012 Annual Financial Report

Uploaded by

Copyright:

Available Formats

Annual Financial Results | 2012

John Palmer 30 August 2012

Corporate Governance at Air New Zealand

Statement of Financial Performance

6.5 5.5 148

7.5 5.5 133

Statement of Comprehensive Income

81 (185) 64 121 (81) (4) (85)

287 67 78 10 (44) 111

223 (204) 66 121 3 (14)

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Statement of Changes In Equity

(18) (185) (63) 127 121 (2) (20)

(16) (204) (63) 129 121 3 (30)

(8) (2) (10)

(654) 71 (49) (632) 1,686

(660) 81 (75) (654) 1,504

(1,701) 287 (49) (1,463) 908

(1,849) 223 (75) (1,701) 546

1,504 8 5 2 (49) 218 1,688

1,566 14 3 (75) (4) 1,504

546 8 5 (49) 398 908

395 14 3 (75) 209 546

Statement 0f Financial Position

1,029 374 170 40 20 9 58 1,700 48 3,092 63 203 60 1 292 3,759 5,459

860 377 167 13 14 3 41 1,475 52 2,714 56 120 54 1 430 3,427 4,902

John Palmer Roger France CHAIRMAN DIRECTOR

For and on behalf of the Board, 30 August 2012

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

2,282 (596) 1,686 2 1,688

2,269 (765) 1,504 1,504

2,290 (1,382) 908 908

2,277 (1,731) 546 546

Statement of Cash Flows

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Statement of Accounting Policies

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Statement of Accounting Policies (Continued)

Statement of Accounting Policies (Continued)

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Statement of Accounting Policies (Continued)

Statement of Accounting Policies (Continued)

Statement of Accounting Policies (Continued)

Statement of Accounting Policies (Continued)

Statement of Accounting Policies (Continued)

Statement of Accounting Policies (Continued)

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Notes to the Financial Statements

2,593 677 363 363 487 4,483

2,496 611 374 397 463 4,341

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Notes to the Financial Statements (Continued)

Notes to the Financial Statements (Continued)

46 983 1,029 (2) 1,027

27 833 860 860

37 984 1,021 (6) 1,015

20 832 852 (1) 851

AIR NEW ZEALAND ANNUAL FINANCIAL RESULTS 2012

Notes to the Financial Statements (Continued)