Sats Ar 2011-12

sats LtD.
AnnuAl RepoRt 2011-12
Vision
We are one of the largest services companies in the world. We are driven by our capabilities in gateway services and food solutions to delight users and exceed customers expectations. We inspire employees, partners and associates with a passion to excel. We are socially and environmentally responsible, creating sustainable value for all stakeholders.
Mission
To be the first choice provider of gateway services and food solutions by leveraging on our capabilities to delight users and exceed customers expectations.
Contents
1 8 12 17 18 21 22 26 28 30 32 Key Figures Chairmans Statement Board of Directors Significant Events In Conversation with President and CEO Financial Calendar Executive Management Investor Relations Group Structure & Investments SATS at a Glance Operations Review - Gateway Services - Food Solutions 40 41 43 51 53 70 73 165 166 168 175 IBC Awards and Accolades Corporate Social Responsibility Financial Review Five-Year Group Financial and Operational Summary Corporate Governance Report Internal Control Statement Financial Statements Additional Information Information on Shareholdings Notice of Annual General Meeting Proxy Form Corporate Information
Key Figures
Revenue
FY2011-12
$1,685.4m
+24.1%
Revenue increased 24.1% due to organic growth in both gateway services (+9.4%) and food solutions (excluding TFK: +6.9%) businesses, as well as full year consolidation of TFK.
FY2010-11
$1,357.8m
profit attributable to Owners of the Company

FY2011-12
$170.9m
-10.7%
FY2010-11
$191.4m
Profit attributable to owners of the Company declined as a result of lower profit contributions from Associates and Joint Ventures, absence of contribution from Daniels Group and higher operating expenses driven by higher business volumes and inflationary pressure. Excluding Daniels Group and one-off items, underlying net profit fell at a lower rate of 4.3% to $177.5m.
Dividend per share

FY2011-12
26 cents *
+52.9%
FY2010-11
17 cents **
Ordinary dividend of 11 cents and special dividend of 15 cents ** Ordinary dividend of 11 cents and special dividend of 6 cents
Ordinary dividend per share remains at 11 cents, representing a payout ratio of 71.4%, higher than 63.7% in the corresponding period. Including proposed special dividend of 15 cents per share, the proposed total dividend amounts to 26 cents per share, representing a payout ratio of 168.6% of profit attributable to owners of the Company for FY2011-12.
Return on equity
FY2011-12
11.3%
-1.4ppt
Return on equity declined to 11.3% from 12.7% in the corresponding period due to lower Group net profit reported for FY2011-12.
FY2010-11
12.7%
sats LtD. annual Report 2011-12
YouR memoRaBLe expeRienCe

Just as every journey begins with a single step forward, SATS is committed to fostering customer intimacy and creating memorable moments that accompany our customers and guests at every touch point along the way.
ouR DIstInct pleasuRe

From smooth check-ins to a safe departure, every detail is well taken care of, simply because we care.
We take pride in what we do, and delight in creating and delivering innovative solutions to meet our customers needs.
YouR eveRY satIsfactIon
We serve with our heart and work as one to uphold the highest standards, ensuring our customers needs are fulfilled each and every time.
ouR utmost pRiORitY

5
Our greatest satisfaction lies in the knowledge that we are able to leave a lasting positive impact in the communities we serve.
YouR LastInG joY
We are in turn inspired by our customers and their guests memorable experiences, which serve as a testament to our commitment in surpassing excellence.
ouR GReatest DeligHt

7
Chairmans Statement
Dear Shareholders,
FY2011-12 has been a significant year for SATS, despite the numerous challenges we have had to face. Uncertainties in the global economy coupled with the protracted Eurozone debt crisis have caused some turbulence to the aviation industry. The aftermath of Japans March 11 earthquake also directly affected our inflight catering operations in Tokyo. I am heartened that despite macro circumstances and the deconsolidation of the Daniels Groups (Daniels) results since October 2011, the Group recorded a net profit of $170.9 million after tax and non-controlling interests for the financial year ended 31 March 2012. We also kept to our business strategy, managed our risks and assets allocation, and more importantly, sharpened our strategic focus on growing our gateway and food businesses in Asia and the Middle East. At the same time, we launched a new brand identity to better reflect our strategic directions and our commitment to continually delight customers with strong value propositions. Through this new brand identity, we aim to build a unified and consistent representation across our two businesses as we continue to grow our presence in the Asia Pacific region.
fY2011-12 ResuLts anD DIvIDenDs

In the year under review, I am pleased to report that Group revenue rose 24.1% year-on-year to $1,685.4 million. Our gateway services revenue improved 9.4% to $602.7 million, led by increased flights and passengers handled at Singapore Changi Airport as well as better performance by our Hong Kong subsidiary, SATS HK. Our food solutions revenue grew 35.2% due mainly to the full-year consolidation of TFK Corporation (TFK), an inflight caterer in Tokyo which we acquired in December 2010. We started consolidating TFKs results in the fourth quarter of FY2010-11 and as a result, its contribution to Group revenue was only $72.6 million in FY2010-11, compared to $302.6 million in FY2011-12. Excluding TFK, our food solutions revenue grew organically by 6.9% on the back of higher inflight meal volumes in Singapore. Group operating profit remained at $169 million as operating expenses increased 27.6% to $1,516.4 million. Excluding TFK, operating expenses rose 8.9%, with higher staff and raw material costs being the key contributors to the increase.
We also kept to our business strategy, managed our risks and assets allocation, and more importantly, sharpened our strategic focus on growing our gateway and food businesses in Asia and the Middle East.
Share of results of associates and joint ventures, net of tax, fell 12.2% to $41.2 million due to a stronger Singapore dollar and weaker performance from those associates that were affected by the soft cargo demand. On 25 October 2011, we sold our entire stake in Daniels, a chilled food manufacturer in the UK. The absence of Daniels contribution, coupled with the loss arising from its divestment, saw our profit attributable to owners of the Company declining 10.7% to $170.9 million. Excluding the $22.1 million year-on-year impact from Daniels as well as one-off items, our underlying net profit declined at a lower rate of 4.3% to $177.5 million. As at 31 March 2012, the Groups total assets amounted to $2.12 billion, down 8.5% from a year ago due mainly to the deconsolidation of Daniels, and payments of ordinary and special dividends to shareholders during the year. Cash and cash equivalents rose from $296.1 million to $470.1 million and gross debt-to-equity ratio remained at a healthy 0.1 times. In view of our financial performance and liquidity position, and taking into account our capital management considerations, your Board is pleased to recommend a final ordinary dividend of 6 cents per share and a special dividend of 15 cents per share. Including the interim ordinary dividend of 5 cents per share paid on 9 December 2011, the proposed total dividends will be 26 cents per share, compared to 17 cents per share in the previous financial year. This represents a dividend payout ratio of 168.6% of profit attributable to owners of the Company. The proposed final and special dividends, if approved at the forthcoming Annual General Meeting on 26 July 2012, will be paid on 15 August 2012.
The favourable performance of our gateway business is testimony to the commitment we have to our customers and more importantly, our drive to constantly innovate and provide better services to our customers. Earlier in the year, we extended our capabilities in gateway services beyond the aviation sector to include the cruise sector. We collaborated with both cruise lines and airlines to introduce the FlyCruise and CruiseFly services, providing cruise passengers a seamless check-in experience when they arrive or depart from Singapore either by air or sea. Winning the tender in December 2011 to operate and manage the new Marina Bay Cruise Centre Singapore (MBCCS) provided the Group with an opportunity to deploy its competencies just as effectively in the cruise sector. We are looking forward to this challenge as MBCCS commences operations to receive its first vessel on 26 May 2012 and we will do our utmost to deliver a delightful experience for cruise passengers.
BusIness RevIew gateway services

SATS continues to be the leading ground handler at Singapore Changi Airport in FY2011-12, serving close to 75% of the scheduled flights there. In the year under review, we continued to build on our service offerings and grow our customer base by securing new ground handling contracts, including those from Air China Cargo, Lao Airlines and Lufthansa. In addition, we renewed our contracts with existing customers such as Air China, China Southern Airlines, China Cargo Airlines, Hainan Airlines, Japan Airlines, Jetstar Asia, SilkAir, Tiger Airways, TNT Airways and Turkish Airlines. In Hong Kong, our subsidiary SATS HK successfully secured Hong Kong Airlines and Vladivostok Air as new customers. It also renewed several contracts with customers including Air Canada, Cebu Pacific Air, Jet Airways and Tiger Airways.
food solutions
Our food solutions business continued to grow in FY2011-12. In the area of aviation food, we maintained our leading market position at Singapore Changi Airport. We secured new customers such as Drukair, Lao Airlines and TransAsia Airways, and renewed contracts with existing customers including All Nippon Airways, Jet Airways, SilkAir and United Airlines.
Chairmans Statement
In Japan, our subsidiary TFK has turned around faster than expected. Despite meal volumes plummeting more than 40% in the immediate aftermath of the March 11 disasters, TFK weathered this difficult period and saw steady recovery in its meal volumes month after month. It also successfully renewed contracts with several existing customers such as Air France, FedEx, Lufthansa, Qantas Airways and Scandinavian Airlines, while winning a new contract from Hong Kong Airlines. For the full year ended 31 March 2012, TFK reported revenue of $302.6 million and net profit after tax and minority interests of $4.5 million. Excluding a one-off adjustment arising from its revised retirement benefit plan, TFK reported an underlying net loss of $1 million. Nonetheless, we remain positive about the long-term growth prospects of the Japanese aviation market. In April 2011, we acquired a 40% equity stake in Adel Abuljadayel Flight Catering (AAFC) for US$18.5 million. AAFC is a niche inflight caterer based in Jeddah and Riyadh, Saudi Arabia. Serving mainly private jets and Hajj and Umrah charters, AAFC is part of our strategic thrust to leverage our core competencies to access attractive opportunities, serve our key customers at more locations, and grow our footprint in the Middle East. AAFC will be commencing the construction of its new inflight kitchen in Riyadh this year to cater to the private jets, scheduled airlines and the premier lounge at Riyadh airport. In the non-aviation food sector, our growth momentum continues. We made our foray into providing remote catering services through Food and Allied Support Services Corporation (FASSCO), a 51:49 joint venture company with OCS Ventures. With our strong food solutions capabilities and uncompromising food safety standards, we will open
new markets and begin to offer remote catering services to large institutional clients in the onshore/offshore oil and gas, mining and construction industries. For a start, FASSCO will target specifically the Asia Pacific market. On 25 October 2011, we fully divested our stake in Daniels in the UK for 151 million. The Board and Management made the decision during their periodic review of the Groups strategy and business options. They also took into consideration the deteriorating Eurozone conditions, the medium-term business outlook in the UK as well as its exposure to the pound sterling. While Daniels had been earnings accretive since our acquisition of Singapore Food Industries (SFI) in 2009, we believe that it made more sense if Daniels were part of another company in the branded products market, who would be in a better position to boost its growth in this space. The impact of the divestment to SATS should, on balance, be positive in the near to medium term. Going forward, the Group continues to view the non-aviation sector as an integral part of its food business. The SFI platform is key to grow our food catering and provisioning services in the non-aviation sector both in Singapore and overseas.
ouR effoRts RecoGnIseD

Our efforts in providing a delightful service experience to our customers continue to be widely recognised. During the year, the following accolades, among others, were received by the Group: SATS clinched 37 awards - 15 golds, 15 silvers and 7 stars - at the Excellent Service Award organised by the Singapore Hotel Association and supported by SPRING Singapore; China Southern Airlines named its Singapore station, which is supported by SATS, as the Best Station for 2011 out of its network of 176 stations. The award was presented to SATS for its high standards of service; SATS was named the Most Reliable Caterer by United Airlines; SATS was conferred the Airport Operations Individual Award and Flight Delay Handling Team Award at the Singapore Airlines CEO Transforming Customer Service Awards 2011, in recognition of its excellent customer service and outstanding team effort in operations management; TFK was named the Overseas Best Caterer by Vietnam Airlines and the Mabuhay Best Airline Caterer by Philippine Airlines in recognition of its outstanding catering service.
10
In addition, we are gratified that our efforts in other areas have also been recognised: SATS came in 5th amongst 657 Singapore listed companies in the Governance and Transparency Index (GTI) 2011. Jointly launched by NUS Business Schools Centre for Governance, Institutions and Organisations and The Business Times, the GTI assesses the governance standards and transparency of listed companies, including their investor relations practices; SFI was amongst 13 companies to be conferred the Best Employers in Singapore 2011 Award by Aon Hewitt, based on its measures of companies effectiveness in providing a working environment that facilitates employee engagement.
low, especially when inflationary pressure on costs persists in the near term. To do that, we must drive productivity improvement by constantly reviewing our processes and streamlining them, whilst pursuing skills upgrading for our workforce. We will continue to foster a close relationship with our unions and also proactively implement more progressive manpower policies. The Board and Management remain resolute in enforcing safety at the workplace as the nature of our business requires us to stay vigilant at all times and make no compromise in adhering to safety standards. We will continue our efforts to instil safety consciousness in every member of our staff to ensure that SATS remains a safe place to work.
WitH appReCiatiOn
On behalf of the Board, I would like to extend my utmost appreciation to every member of our staff, unions, and management. As a service company, our people are the foundation upon which our every success lies. I am grateful for their continued and consistent passion, loyalty and commitment. I wish to thank my fellow Board members for their wise counsel and support throughout the year. I am sad to bid farewell to two fellow Directors, Ng Kee Choe and Yeo Chee Tong, who will be stepping down from the Board at the forthcoming annual general meeting. Amongst the members of the Board, Kee Choe is the longest serving Director. He has, through his invaluable insights and experience, made a decisive contribution to SATS successful development over the last 12 years. I also wish to acknowledge Chee Tong for his unstinting service over the last six years. Together with the rest of the Board, I thank them both for their invaluable service and solid contributions to SATS, and they will definitely be missed. In FY2011-12, we saw the departure of Clement Woon as SATS President and CEO. During his term, Clement was instrumental in transforming SATS into a leading provider of gateway services and food solutions. The Board would like to thank him for his contributions to SATS and wishes him the very best in his future endeavours. Finally, to our customers, business partners and shareholders, my sincere thanks for your continued confidence and support.
CHaRting OuR FutuRe

SATS has formally confirmed the appointment of Tan Chuan Lye as its President and CEO on 1 April 2012. Chuan Lye has been with SATS for more than 35 years and has extensive experience and knowledge in the aviation and food industries. The Board is confident that Chuan Lye is well placed to steer SATS in achieving its long-term vision with his leadership. In FY2012-13, the outlook of the global economy and the aviation industry in particular remain uncertain. At home, slower growth is expected for the Singapore economy, which potentially would weigh on demand for air freight. Nevertheless, there remain bright spots for organic growth as passenger traffic at Changi Airport is set to increase on the back of growing regional traffic as well as network expansion by some airlines at Changi Airport. In 2012, Singapores visitor arrivals are also forecasted to grow, albeit moderately, to between 13.5 million and 14.5 million. With general cargo demand anticipated to remain weak as well as a strong Singapore dollar, the earnings of some of our overseas associates may continue to be impacted when translated to the home currency. In charting our growth going forward, we will seek opportunities that will further strengthen our position as a leading services provider in Asia Pacific. This region is the bright spot in the global economy and we will continue to extend our reach here and build our businesses for profitable long-term growth. With our strong balance sheet, we remain confident and ready to access inorganic opportunities in the areas of gateway services and food solutions in key overseas markets. As we look to strengthen and grow our businesses, we must ensure that we build a strong foundation internally. A key challenge that we face is in keeping our operating costs
edmund Cheng Wai Wing

Chairman 23 May 2012
11
Board of Directors
(As at 23 May 2012)
Date of first appointment as a Director 22 May 2003 Date of last re-election as a Director 30 Jul 2010 length of service as a Director 9 years 0 month Board committee(s) served on Chairman, Board Executive Committee Chairman, Remuneration and Human Resource Committee Present directorships Listed companies Deputy Chairman, Wing Tai Holdings Limited Executive Director, Wing Tai Malaysia Berhad Others Chairman, Mapletree Investments Pte Ltd Chairman, TFK Corporation, Japan Major appointments (other than directorships) Chairman, National Arts Council Member, Presidential Council of Real Estate Developers Association of Singapore (REDAS) Member, International Council for Asia Society
Past directorships in listed companies held over the preceding three years SNP Corporation Ltd (now known as Toppan Leefung Pte. Ltd.) Past key appointments Member, Board of Trustees, Nanyang Technological University Founding Chairman, DesignSingapore Council Chairman, Singapore Tourism Board Director, Urban Redevelopment Authority Director, Singapore Airlines Limited Achievements Officier de IOrdre des Arts et des Lettres by the Government of the Republic of France The Public Service Star (BAR) from the Singapore Government The Public Service Star (BBM) from the Singapore Government Outstanding Contribution to Tourism Award from the Singapore Government Academic and professional qualification(s) Bachelor of Science degree in Civil Engineering, Northwestern University, USA Master of Architecture, Carnegie Mellon University, USA
mr edmund Cheng Wai Wing Chairman Non-executive and independent Director
Date of first appointment as a Director 15 May 2008 Date of last re-appointment as a Director 27 Jul 2011 length of service as a Director 4 years 0 month Board committee(s) served on Chairman, Nominating Committee Audit Committee Present directorships Listed companies Chairman, Ariadne Australia Limited Others Chairman, Investa Funds Management Limited Indigenous Land Corporation Sydney Olympic Park Authority Major appointments (other than directorships) Hononary Chairman, Accor Asia Pacific Founding Director and Life Member, Australian Tourism Task Force Trustee and Chairman of Audit & Risk Management Committee, Art Gallery of New South Wales Member, Australian Governments Advisory Group on National Security
Past directorships in listed companies held over the preceding three years nil Past key appointments Executive Chairman, Accor Asia Pacific Chairman, Citistate Corporation Limited Director, Edenred Pte Ltd Founder, Tourism Asset Holdings Limited Director, Singapore Tourism Board Achievements Officer, General Division of the Order of Australia (AO) Centenary Medal for Service to Australian Society through Business Indigenous Affairs and the Arts Chevalier in lOrdre National de la Legion dHonneur Asia Pacific Hotelier of the Year by Jones Lang LaSalle Academic and professional qualification(s) Bachelor of Law, University of Sydney, Australia
mr David Zalmon Baffsky Non-executive and independent Director
12
Date of first appointment as a Director 15 Oct 2009 Date of last re-election as a Director 30 Jul 2010 length of service as a Director 2 years 7 months Board committee(s) served on Board Executive Committee Board Risk Committee Present directorships Listed companies nil Others Cavanagh Investments Pte Ltd Duxton Investments Pte Ltd Perikatan Asia Sdn Bhd TFK Corporation, Japan Fung Brands Limited Major appointments (other than directorships) Senior Managing Director, Investment and Co-Head of SEA, Temasek International Private Limited
Past directorships in listed companies held over the preceding three years nil Past key appointments Director, Bugis Investments (Mauritius) pte ltd Director, Sorak Financial Holdings Pte. Ltd. Director, Olyn Investments Limited Director, Chartwell Investments Pte. Ltd. Vice-President of Investment Banking, Deutsche Bank AG Academic & professional qualification(s) Bachelor of Engineering, University of Canterbury, New Zealand Master of Business Administration, University of Hull, UK mr David Heng Chen seng Non-executive and non-independent Director
Date of first appointment as a Director 27 Jul 2011 Date of last re-election as a Director N.A. length of service as a Director 9 months Board committee(s) served on Remuneration and Human Resource Committee Present directorships Listed companies nil Others The Hongkong and Shanghai Banking Corporation Limited and its group of companies Hang Seng Asset Management Pte Ltd HSBC Trustee (Singapore) Limited Major appointments (other than directorships) Chief Executive Officer, The Hongkong and Shanghai Banking Corporation Limited, Singapore
Council Member, The Association of Banks in Singapore Member, National Youth Achievement Award Association Advisory Board Past directorships in listed companies held over the preceding three years nil Past key appointments Member, HSBCs Group Management Board and Risk Management Committee Director, HSBC Bank Turkey A.S. Director, HSBC Bank Egypt S.A.E. Global Head of Personal Financial Services and Marketing, HSBC Managing Director, Reuters, Asia Pacific Non-Executive Chairman, Factiva Strategy Consultant, Booz Allen & Hamilton Academic & professional qualification(s) Master of Arts in Engineering, Economics and Management, Oxford University, UK Master of Business Administration Program (Baker Scholar), Harvard Business School, uSA mr alexander Charles Hungate Non-executive and independent Director
13
Board of Directors
Date of first appointment as a Director 30 Jul 2010 Date of last re-election as a Director N.A. length of service as a Director 1 year 10 months Board committee(s) served on Audit Committee Board Risk Committee Present directorships Listed companies Chairman, Akzo Nobel India Limited Chairman of Strategy Committee, Starhub Limited DBS Group Holdings Ltd GlaxoSmithKline Pharmaceuticals Limited, India mr nihal Vijaya Devadas Kaviratne cBe Non-executive and independent Director Others President Commissioner, PT TVS Motor Company, Indonesia TVS Motor Company (Europe) BV, The Netherlands Wildlife Reserves Singapore Pte Ltd DBS Bank Limited Major appointments (other than directorships) Chairman, The Indian Cancer Society Founder, St Jude India ChildCare Centres
Founder President of the International Wine & Food Society, Bombay Branch Member, International Advisory Panel, Global Alliance for Improved Nutrition Past directorships in listed companies held over the preceding three years Agro Tech Foods Limited, India (an affiliate of ConAgra Foods Inc) Titan Industries Ltd, India Past key appointments Chairman and Chief Executive Officer of PT Unilever, Indonesia Achievements Stars of Asia Award, one of the 25 leaders at forefront of change by Business Week Queens 2004 New Year Honours List and conferred the Commander of the British Empire (CBE), UK Academic & professional qualification(s) Bachelor of Arts (Honours), Bombay University, India Advanced Management Program, Harvard Business School, USA Advanced Executive Program, Northwestern University, USA
Date of first appointment as a Director 1 November 2011 Date of last re-election as a Director N.A. length of service as a Director 6 months Board committee(s) served on Audit Committee Board Risk Committee Present directorships Listed companies Vice Chairman and Senior Advisor, Ezra Holdings Limited The Great Eastern Life Assurance Company Raffles Medical Group Limited United Engineers Limited Petra Foods Limited mr Koh poh tiong Non-executive and independent Director Others PSA Corporation Limited PSA International Pte Ltd National Kidney Foundation Major appointments (other than directorships) Chairman, Singapore Kindness Movement Past directorships in listed companies held over the preceding three years nil
Past key appointments Chief Executive Officer, Food and Beverage, Fraser and Neave, Limited Chief Executive Officer, Asia Pacific Breweries Limited Chairman, Agri-Food & Veterinary Authority Member of Organising Committee, Singapore Youth Olympic Games Chairman of Advisory Committee, Gan Eng Seng School Member of MBA Advisory Board, Nanyang Technological University Member of Resource Panel, Government Parliamentary Committee (Finance, Trade & Industry) Board Director, National Healthcare Group pte ltd Board Director, Wildlife Reserves Singapore pte ltd Achievements Outstanding CEO Award from DHL/ The Business Times The Public Service Medal from the Singapore Government Service to Education Award by the Ministry of Education Academic & professional qualification(s) Bachelor of Science, University of Singapore
14
Date of first appointment as a Director 1 Mar 2000 Date of last re-election as a Director 28 Jul 2009 length of service as a Director 12 years 2 months Board committee(s) served on Board Executive Committee Remuneration and Human Resource Committee Present directorships Listed companies Singapore Exchange Ltd Chairman, CapitaLand Ltd Chairman, SP Australia Networks (Distribution) Ltd* Chairman, SP Australia Networks (Transmission) Ltd* Chairman, SP Australia Networks (RE) Ltd* President Commissioner, PT Bank Danamon Indonesia, Tbk
* Subsidiaries of Singapore Power Limited
Major appointments (other than directorships) Chairman, Tanah Merah Country Club Member, Temasek Advisory Panel of Temasek Holdings (Private) Limited Member, International Advisory Council of China Development Bank Past directorships in listed companies held over the preceding three years nil Past key appointments Vice Chairman, DBS Group Holdings Ltd Achievements The Public Service Star Award from the Singapore Government Academic & professional qualification(s) Bachelor of Science (Honours), University of Singapore
mr ng Kee Choe Non-executive and non-independent Director
Others Chairman, Singapore Power Limited Chairman, NTUC Income Insurance Cooperative ltd Fullerton Financial Holdings Pte Ltd
Date of first appointment as a Director 26 Jul 2007 Date of last re-election as a Director 30 Jul 2010 length of service as a Director 4 years 10 months Board committee(s) served on Chairman, Audit Committee Board Executive Committee Present directorships Listed companies FJ Benjamin Holdings Ltd Rotary Engineering Limited Singapore Post Limited Singapore Reinsurance Corporation Limited Others Chairman, Stirling Coleman Capital Limited TFK Corporation, Japan YTL Starhill Global REIT Management Limited Major appointments (other than directorships) Council member, Singapore Institute of Directors Board member, Singapore International Chamber of Commerce
Past directorships in listed companies held over the preceding three years Allgreen Properties Ltd Aviva Limited Singapore Power Limited Past key appointments Chairman and Managing Partner, KPMG Peat Marwick Singapore President, Institute of Certified Public Accountants of Singapore (ICPAS) Adj. Professor, Nanyang Technological University Achievements First International Award for Outstanding Contribution to the Profession by the Institute of Chartered Accountants in England & Wales The Public Service Star Award (BBM) from the Singapore Government Gold Medal for distinguished service to the profession by ICPAS Academic & professional qualification(s) Honorary Fellow, Institute of Certified Public Accountants of Singapore Fellow, Institute of Chartered Accountants in England & Wales Associate Member, The Chartered Institute of Taxation, UK
mr Keith tay ah Kee Non-executive and independent Director
15
Board of Directors
Date of first appointment as a Director 19 May 2006 Date of last re-election as a Director 27 Jul 2011 length of service as a Director 6 years 0 month Board committee(s) served on Chairman, Board Risk Committee Nominating Committee Present directorships Listed companies nil Others Director, Toppan Leefung and its group of companies mr Yeo Chee tong Non-executive and independent Director Major appointments (other than directorships) President and Chief Executive Officer, Toppan Leefung Pte. Ltd.
Past directorships in listed companies held over the preceding three years nil Past key appointments Vice President, Singapore Technologies Telemedia Pte Ltd Academic & professional qualification(s) Bachelor of Electrical & Electronic Engineering (Honours), National University of Singapore Master in Science (Engineering), National University of Singapore Master in Business Administration, National University of Singapore Advanced Management Program, Harvard Business School, USA
Date of first appointment as a Director 1 Sep 2010 Date of last re-election as a Director 27 Jul 2011 length of service as a Director 1 year 8 months Board committee(s) served on Nominating Committee Remuneration and Human Resource Committee Present directorships Listed companies nil Others Chairman, EDB Investments Pte Ltd Chairman, EDBI Pte Ltd Human Capital Leadership Institute Lucasfilm Animation Singapore Pte. Ltd. Major appointments (other than directorships) Chairman, Singapore Economic Development Board Member, National Research Foundation Member, Board of Trustees, Singapore University of Technology and Design
Past directorships in listed companies held over the preceding three years nil Past key appointments Permanent Secretary, Ministry of Manpower Chief Executive Officer, Singapore Workforce Development Agency Principal Private Secretary to then Senior Minister Lee Kuan Yew Director (Operations), Singapore Police Force Achievements The Public Administration Medal (Gold) from the Singapore Government The Public Administration Medal (Silver) from the Singapore Government Academic & professional qualification(s) Bachelor of Arts (Economics), University of Cambridge, UK Masters of Business Administration, University of Warwick, UK Masters in Public Administration, JFK School of Government, Harvard University, USA
mr leo Yip seng Cheong Non-executive and independent Director
16
Significant Events
2011
27 April 2011 SATS acquired a 40% equity stake in Adel Abuljadayel Flight Catering Company (AAFC) for US$18.5 million. A niche inflight caterer with presence in Jeddah and Riyadh, AAFC serves mainly private jets and Hajj charters. 28 April 2011 SATS was conferred the Best Air Cargo Terminal Asia for the 13th time at the Asian Freight & Supply Chain Awards 2011 organised by Cargonews Asia. 16 May 2011 The Group reported full year net profit of $191.4 million, up 5.6% from a year ago. Excluding exceptional items, our underlying net profit would be $197.4 million, up 20.3% year-on-year. 7 June 2011 We launched our new brand identity, marking the start of our journey to build a unified, consistent representation across our food and gateway businesses as we continue to grow our presence in the Asia Pacific region. 11 July 2011 SATS was ranked 5th amongst 657 Singapore listed companies in the Governance and Transparency Index (GTI) 2011. 22 July 2011 SATS announced the appointment of Mr Tan Chuan Lye as the Acting CEO following the resignation of President and CEO, Mr Clement Woon. 26 July 2011 The Group reported net profit of $42.5 million for the first quarter ended 30 June 2011. 27 July 2011 We welcomed Mr Alexander Charles Hungate as our Director. 18 August 2011 SATS Investment and OCS Ventures inked an agreement to form a joint venture (JV) company to offer food and allied services to customers operating in remote sites in the oil and gas, mining, marine, defence and construction industries. The 51:49 JV company with SATS holding the majority stake was subsequently incorporated on 9 November 2011 as Food and Allied Support Services Corporation. 25 October 2011 We announced the disposal of our UK operations, Daniels Group, to Hain Frozen Foods UK for a cash consideration of 151 million. 1 November 2011 We welcomed Mr Koh Poh Tiong as our Director. 10 November 2011 The Group achieved net profit of $40.1m for the second quarter ended 30 September 2011. 22 December 2011 SATS won the tender to manage and operate the new Marina Bay Cruise Centre Singapore (MBCCS) and formed a 60:40 JV company with our consortium partner, Creuers del Port de Barcelona (Creuers). Named SATS-Creuers Cruise Centre, the JV company has been granted a 10-year lease to operate MBCCS.
2012
7 February 2012 For the third quarter ended 31 December 2011, the Group earned a net profit of $38.2m. 10 February 2012 SATS completed the acquisition of the remaining 30% equity stake in Aerolog Express from YCH Group. Consequently, Aerolog Express becomes a wholly-owned subsidiary. 23 March 2012 Mr Tan Chuan Lye was appointed the President and CEO of SATS. 14 May 2012 The Group reported net profit of $50.1m for the fourth quarter ended 31 March 2012. This was the highest among the four quarters in FY2011-12. For the full year, our net profit amounted to $170.9 million. 22 May 2012 SATS-Creuers Cruise Services announced the first ship call by Royal Caribbeans Voyagers of the Seas at MBCCS on 26 May 2012.
17
In Conversation with President and CEO

Q: What is sats strategy to grow? a: We have positioned ourselves well as the leading services provider in Singapore and Asia. Singapore is an important aviation hub. It is our home. The size of our operations, the facilities that we have built to cater for future demand as well as our beliefs, high service standards, and product and service innovation which revolve around the needs of our customers, all stemmed from many years of conscientiously growing and strengthening the Singapore Hub for SIA and Changi Airport. In recent years, our success has been driven by the strategic thrusts of customer intimacy, operational excellence, innovation and growth. We have sharpened our focus on strengthening our gateway services and food solutions businesses. We have achieved reasonable outcomes from these initiatives. We grew our footprint by adding SATS HK to our network. We now provide passenger and ramp services at a hub located in one of the fastest growing regions in the world. India is also important in terms of potential and scalability. Air India-SATS Airport Services, our ground handling joint venture with Air India, today operates in Bangalore, Delhi, Hyderabad, Mangalore and Trivandrum. We intend to scale up this business to deepen our presence in India. In Singapore, we launched Asia-Pacific Star (APS) to cater to the fundamentally different ground handling and inflight catering needs of the low-cost carriers (LCCs). We added technical ramp handling to our scope of gateway capabilities, creating new opportunities for us to offer a wider suite of services to new and existing customers, including the private jets. We recently extended our gateway business to the cruise sector and will soon be managing and operating the new Marina Bay Cruise Centre Singapore (MBCCS) from 26 May 2012. Our presence at the airport and the cruise terminal provide opportunities to offer new value propositions to our customers through services like CruiseFly and FlyCruise. In the area of food solutions, we acquired Singapore Food Industries (SFI), which provided immediate scale and size to our non-aviation food business. We successfully secured new contracts in event catering, including for the 2010 Youth Olympic Games held in Singapore. We continued to grow our non-aviation food business through ongoing product innovation as well as expanding our institutional catering business and venturing into remote catering services. We also established our presence in new locations including the Narita and Haneda airports in Japan as well as in Jeddah and Riyadh, Saudi Arabia through strategic acquisitions. Moving ahead, there continue to be many exciting growth opportunities that we can pursue in both gateway services and food solutions, be it increasing our footprint in strategic hubs, broadening the customer segments that we currently serve or developing new product and service offerings. We remain focused on leveraging our capabilities in gateway and food businesses as well as our financial strength and long standing relationships with our customers and partners, to deepen our presence in the Asia Pacific and the Middle East regions.
18
Q: What will be the focus of sats gateway business in the near to medium term? a: There are two sectors within the gateway business that we will continue to focus on aviation and non-aviation. On the aviation front, we continue to forge strong ties with our customers across three segments, namely the full service carriers, LCCs and private jets. It is important that we customise our operating model to meet their diverse and yet specific needs, and develop innovative solutions that will help them surmount operational and business challenges. A good example to demonstrate this is the recent collaboration by SATS Catering, APS and SFI to design the premium-class meals for Scoot. Through this collaboration, APS is able to offer a customised solution to the newly-launched LCC. We also collaborated with some of our key customers in joint projects and shared savings derived from productivity improvements with them. I am sure there will be more of such opportunities with other customers and industry stakeholders going forward. Outside of aviation, we have extended our capabilities in gateway to the cruise sector. We took a big step forward when we inked a partnership with Creuers del Port de Barcelona, to bid for the tender to manage and operate the new MBCCS at Marina South. While MBCCS is an asset-light investment for SATS, it is a landmark project as it not only marks our entry into the cruise sector, it also presents us with opportunities to offer our services to new customers in the areas of passenger handling, security services, event catering, provisioning of raw material and food supplies, and cool chain logistics. Though currently in its nascent stage, the cruise sector in Asia is expected to grow steadily in the medium term as this region offers many new and exciting itineraries for cruise lines to set sail here. With Singapores close proximity to the industrys major source markets including China and India, the country offers cruise lines an ideal port of call as well as a homeport for their ships. As such, we can expect bigger ships to call at the more spacious MBCCS. There are also many exciting opportunities that we can work on to grow in Singapore and elsewhere in the region.
Q: Following the divestment of Daniels group, how do you intend to grow your non-aviation food business in the near to medium term? a: Today, our food solutions business accounts for nearly 65% of SATS total revenue, with the aviation segment contributing more than two-thirds to the food solutions revenue. Despite this, the non-aviation segment remains an integral part of our food business. Following the divestment of Daniels, we have stayed focused on growing our catering and food supplies provisioning businesses in the non-aviation food segment. We have a proven capability in institutional catering and will use the SFI vehicle to grow this segment locally and overseas. To do that, we will capitalise on our expertise as a total food solutions provider and work on specific targets. These include hospitals, schools and large-scale events. We will also tap into the premium catering sector where we can leverage our capabilities in consultancy, F&B master planning, menu design and food safety management. In November 2011, we made our first move into remote catering by forming a 51:49 joint venture company Food and Allied Support Services Corporation (FASSCO) with OCS Ventures. With our strong food solutions capabilities and food safety management expertise, we intend to offer remote catering services to institutional clients at onshore/ offshore oil and gas and mining locations.
19
In Conversation with President and CEO
Q: given your strong balance sheet, what kind of m&a opportunities will sats be pursuing in the next 12 months? How would they affect your capital management? a: Our focus remains on growing our gateway and food businesses in both aviation and non-aviation sectors in the Asia Pacific and Middle East regions. We will continue to seek opportunities in these areas where we can accelerate growth and strengthen our position as a leading services provider in Asia. In the aviation business, we will continue to look for ground handling and airline catering opportunities in the first and second-tier airports in China and India. In the area of non-aviation food, where the barriers to entry are considerably lower, we will look at opportunities to strengthen our institutional catering and food production competencies. Given our strong balance sheet and cash reserves, we have the financial flexibility to access these opportunities. While our leaning is towards leverage, we will consider internal funding for smaller acquisitions and will continue to be prudent in our capital management. Q: What are the key challenges facing sats in 2012 and beyond? a: We launched our new brand identity in June 2011. This was just the start of our journey to consolidate our operations and achieve tighter focus in the way we manage our work processes and customer expectations. We will review our operations periodically to identify areas where we can achieve greater synergy. This is necessary, especially when the business landscape remains uncertain. We have a workforce of 14,000 within the Group and our people are at the core of our business philosophy. As we navigate through this challenging period, we will work hand-in-hand with our colleagues from the unions and ensure that our employees are well looked after. We will continue to manage costs and labour productivity without compromising service and safety. We will focus on people development and retention in order to achieve this. We believe that job enlargement and job enrichment will benefit our employees in their career development and in turn, will benefit SATS.
Other key thrusts are change management and innovation. While each of our business units has been implementing projects to drive automation and to improve efficiency, much more can be achieved if we adopt a holistic approach across the Group. We have instituted an innovation and productivity (IP) framework that outlines key focus areas and the desired outcomes. An IP Steering Committee, which I will chair, will oversee this initiative and guide our business units in driving projects focused on innovation, exploitation of technology, process re-engineering and intellectual property creation. Eventually, we aim to create scalable solutions that can benefit the Group as a whole, including our overseas subsidiaries and other joint venture companies.
tan Chuan lye

23 May 2012
President and CEO
20
Financial Calendar
fInancIaL YeaR enDeD 31 maRCH 2012
26 July 2011 Announcement of 1Q FY2011-12 results Results conference call with live webcast 17 August 2011 Payment of final and special dividends 10 November 2011 Announcement of 2Q FY2011-12 results Results conference call with live webcast 9 December 2011 Payment of interim dividend 7 February 2012 Announcement of 3Q FY2011-12 results Results conference call with live webcast 14 May 2012 Announcement of 4Q FY2011-12 results Results briefing for analysts and media with live webcast 21 June 2012 Despatch of Summary Report to shareholders 5 July 2012 Despatch of Annual Report to shareholders 26 July 2012 39th Annual General Meeting 3 August 2012 Book closure date 15 August 2012 Proposed payment of final and special dividends
fInancIaL YeaR enDInG 31 maRCH 2013

25 July 2012 Proposed announcement of 1Q FY2012-13 results 6 November 2012 Proposed announcement of 2Q FY2012-13 results January/February 2013 Proposed announcement of 3Q FY2012-13 results May 2013 Proposed announcement of 4Q FY2012-13 results
21
Executive Management
From left: Philip Lim Chern Tjunn, Denis Suresh Kumar Marie, Ronald Yeo Yoon Choo, Yacoob Bin Ahmed Piperdi, Ferry Chung Qing An, Leong Kok Hong and Peter Tay Kay Phuan.
22
From left: Tony Goh Aik Kwang, Chang Seow Kuay, Tan Chuan Lye, Lim Chuang, Tan Li Lian, Andrew Lim Cheng Yueh and Poon Choon Liang.
23
Executive Management
1. tan CHuan lYe Mr Tan is the President and Chief Executive Officer of SATS. He was appointed to his present position on 1 April 2012. Prior to this, he was Acting Chief Executive Officer since July 2011. He was also concurrently Executive Vice President, Food Solutions since October 2009, overseeing and growing SATS aviation and non-aviation food businesses. Mr Tan joined SATS in May 1976. In a career spanning over 35 years, he has held managerial positions in SIA Ground Services and SATS Airport Services Pte Ltd, and was responsible for both SIA and SATS Changi Airport Terminal 2 operations. He was appointed Senior Vice President, Catering in 2000. Mr Tan is the Chairman of Singapore Food Industries Pte. Ltd., SFI Manufacturing Private Limited, Food and Allied Support Services Corporation Pte. Ltd., SATS-Creuers Cruise Services Pte. Ltd. and Asia Airfreight Terminal Co Ltd. He is also the Vice Chairman of Beijing Airport Inflight Kitchen Ltd. In addition, he sits on various Boards of SATS subsidiaries and associated companies. Mr Tan graduated from the University of Singapore with a Bachelor of Social Science (Honours) degree, majoring in Economics. 2. lim CHuang Mr Lim is the Chief Financial Officer of SATS. He joined SATS in November 2008. Prior to that, he was the Chief Financial Officer of NCS Pte Ltd, a subsidiary of Singapore Telecommunications Limited (SingTel). He also held other senior positions in SingTel, including as its Finance Director for the Consumer Division and Deputy Chief Financial Officer for Australian-based SingTel Optus Pty Ltd. Mr Lim sits on some of the Boards of SATS subsidiaries and associated companies. He graduated from the University of Singapore with a Bachelor of Accountancy (First Class Honours) degree and a Masters of Business Administration from the National University of Singapore. He also holds a Diploma in Financial Management from the New York University. An Esso scholar, Mr Lim is a Fellow of the Chartered Association of Certified Accountants (UK) and a member of the Institute of Certified Public Accountants of Singapore. 3. FeRRY CHung Qing an Mr Chung joined SATS in August 2011 as Executive Vice President, Enterprise Development. He oversees SATS risk management, corporate strategy and planning, business development, sales and marketing, information technology and the centre of excellence. Prior to this, Mr Chung was the Global Vice President with CISCO Systems Inc, a global networking and telecommunications company in the US. He was based in Singapore and Shanghai for the position. He was instrumental in setting up the Integrated Solutions Group in the Asia Pacific region and China, focussing on major enterprise customers brought about by the huge urbanisation opportunities in China. Mr Chung also held other key senior positions in Cap Gemini Ernst & Young, KPMG Consulting Asia Pacific, Deloitte & Touche Consulting and Accenture.
Mr Chung is the Vice President Commissioner of PT Jasa Angkasa Semesta Tbk and sits on the Boards of a number of SATS subsidiaries and associated companies. He graduated from the University of Auckland with a Bachelor of Computer Science degree. 4. YaCOOB Bin aHmeD pipeRDi Mr Piperdi is the Executive Vice President, Food Solutions of SATS. He was promoted to this position in April 2012. Prior to this, he was holding the concurrent appointments of Acting Executive Vice President, Gateway Services and Senior Vice President, Cargo Services. Mr Piperdi joined SATS in April 1981 and assumed various positions including Vice President, Cargo, Vice President, SATS Inflight Catering Centre 2 and other managerial positions in apron and baggage, passenger services, and marketing as well as SIA Ground Services. Mr Piperdi is the Chairman of Aerolog Express Pte Ltd. He sits on various Boards of SATS subsidiaries and associated companies. He graduated from the National University of Singapore with a Bachelor of Arts (Honours) degree, majoring in English. 5. CHang seOW KuaY Mr Chang is the Senior Vice President, Gateway and Food (Overseas Operations) of SATS. He joined SATS in June 1990 and was appointed to his present position in April 2012. Prior to this, he was the Senior Vice President, Food Solutions (Overseas Operations) and has held other senior positions including Chief Executive Officer of Country Foods Pte. Ltd., Senior Vice President, Special Projects, and Vice President, Business Planning & Development. He also assumed other managerial positions in catering production and marketing, and was seconded to Beijing Airport Inflight Kitchen Ltd in 1995 to start up its catering operations. Mr Chang sits on various Boards of SATS subsidiaries and associated companies. He graduated from the National University of Singapore with a Bachelor of Science (Honours) degree, majoring in Biochemistry. 6. tOnY gOH aiK KWang Mr Goh is the Senior Vice President, Sales & Marketing of SATS. He is responsible for network and relationship marketing (airlines), management of key accounts, Singapore ground handling contracts and corporate branding. He joined SATS in 1978 and assumed his current position in November 2011. Prior to this, he has held various executive and managerial positions in SATS. He also spent a few years in SIA Ground Services. Mr Goh sits on the Boards of some of SATS subsidiaries. He graduated from the University of Singapore with a Bachelor of Business Administration (Honours) degree. 7. leOng KOK HOng Mr Leong is the Senior Vice President, Corporate Business Development of SATS since November 2011 and is responsible for corporate business development, mergers and acquisitions, joint venture opportunities, strategic relations and
24
partnerships. Mr Leong joined SATS in July 1976. Prior to his current appointment, he was Senior Vice President, Strategic Partnership. He also served as Senior Vice President, Apron Services, Senior Vice President, Cargo Services, and Senior Vice President, North Asia and Chief Representative China, responsible for business development and joint ventures for the North Asia region. Previously, he has held several managerial positions covering catering, cargo, IT Systems and corporate planning. Mr Leong sits on various Boards of SATS subsidiaries and associated companies. He is the Chairman of SATS HK Limited and Vice Chairman of Tan Son Nhat Cargo Services Ltd. He graduated from the University of Singapore with a Bachelor of Science (Honours) degree in Physics. 8. anDReW lim CHeng YueH Mr Lim is the Senior Vice President, Greater China of SATS. He joined SATS in May 1979 and has assumed his present position since August 2009. Prior to this, he was Senior Vice President, Apron & Passenger Services and has held other managerial positions in SATS covering cargo, security services, passenger services, human resources and training as well as in SIA Cargo. Mr Lim is the Chairman of Asia Airfreight Services Limited. He is also a Board member for a number of SATS subsidiaries and associated companies. He graduated from the University of Singapore with a Bachelor of Social Science (Honours) degree, majoring in Sociology. 9. pHilip lim CHeRn tjunn Mr Lim joined SATS in April 2010 as Senior Vice President, Apron Services. He also oversees Asia-Pacific Star Private Limited, a wholly-owned subsidiary of SATS. Prior to this, he served in the Singapore Armed Forces for 25 years. He held various command and staff appointments including Chief of Staff (General Staff) and Chief Armour Officer/Commander 25 Division. Mr Lim sits on the Boards of a number of SATS subsidiaries and associated companies. He graduated from the University of Manchester Institute of Science and Technology with a Bachelor of Science (First Class Honours) degree. He also holds a Masters of Technology (Knowledge Engineering) from the National University of Singapore, Masters of Science (Management of Technology) from the Massachusetts Institute of Technology, and Masters of Military Arts and Science from the US Army Command and General Staff College in Leavenworth. 10. Denis suResH KumaR maRie Mr Marie is the Senior Vice President, Passenger Services of SATS, a position he assumed since August 2009. He is also responsible for the critical SATS Integrated Operations Centre and oversees the operations of SATS Security Services Private Limited. With 18 years of experience in security and law enforcement, he has held senior positions in training and security management. He left with the rank of Deputy Assistant Commissioner and in 2001 was appointed as General Manager of SATS Security Services Private Limited. Mr Marie sits on various Boards of SATS subsidiaries. He holds a Bachelor of Science degree, majoring in Business Administration from the Oklahoma City University in the US.
11. pOOn CHOOn liang Mr Poon is the Chief Operating Officer of Singapore Food Industries Pte. Ltd. (SFI), a wholly-owned subsidiary of SATS. He joined SFI in a marketing role in 1998 and was appointed to his current position in December 2009. He was formerly a senior military officer with the Singapore Armed Forces, specialising in supply and transportation. Mr Poon is the Chairman of Primary Industries (Qld) Pty Ltd and Urangan Fisheries Pty Ltd. He also sits on various Boards of SFIs subsidiaries. He holds a Bachelor of Commerce (Economics) degree from the Nanyang University (Singapore) and a Bachelor of Social Science (Economics) Honours degree from the National University of Singapore. 12. tan LI LIan Ms Tan is Senior Vice President, Human Capital of SATS. She joined SATS in August 2010 as Vice President, Human Capital and was promoted to her current position in April 2012. Ms Tan leads the Human Capital team in talent attraction and resource planning, rewards and performance management, human capital development, employee relations, organisation development and all other human capital related programmes at the group level. Prior to joining SATS, Ms Tan has held various appointments in KPMG Consulting Asia Pacific and SingTel. She has over 18 years of experience in the field of human capital. Ms Tan graduated from Texas A&M University with a Bachelors degree in Business Administration. 13. peteR taY KaY pHuan Mr Tay is the Senior Vice President, Catering Services of SATS. He joined SATS in November 1981 and was appointed to his present position in August 2010. Prior to this, he served as Vice President, Catering Operations, overseeing production at SATS Inflight Catering Centre 2 and Vice President, Cargo Services where he was responsible for designing, developing and managing operations at SATS Airfreight Terminals. Mr Tay sits on various Boards of SATS subsidiary and associated companies. He graduated from the University of Dundee in the UK, with a Bachelor of Engineering (First Class Honours) degree and a Masters of Business Administration from the National University of Singapore. 14. ROnalD YeO YOOn CHOO Mr Yeo is the Senior Vice President, Cargo Services of SATS. He was appointed to this position in April 2012. Prior to this, he was Senior Vice President, Gateway Services (Overseas Operations), responsible for the performance of SATS overseas operating units. Mr Yeo joined SATS in 1978 and has held various positions in SATS covering regional operations, business planning and development, marketing, cargo, passenger and baggage services, and in SIA Ground Services. Mr Yeo sits on the Boards of a number of SATS associated companies. He graduated from the University of Singapore with a Bachelor of Engineering (Honours) degree.
25
Investor Relations
SATS Investor Relations (IR) aims to communicate pertinent information to shareholders and the investment community in a clear, forthcoming, detailed and prompt manner, and on a regular basis, taking into consideration their views and addressing their concerns. We also ensure that the dissemination of material, price-sensitive information is made publicly available on a timely and non-selective basis. Information is disseminated via: media releases and announcements, which are issued through the SGXNet. They relate to the Groups financial performance, business, and strategic developments, and are sent to the media and the investment community. They are also uploaded on SATS corporate website at www.sats.com.sg; and corporate website, which has a dedicated section for IR. Annual reports, quarterly financial results, webcasts of quarterly earnings briefings, latest corporate presentations and other information considered to be of interest to shareholders and the investment community are readily available in this section of our corporate website. shareholders, we have added a feature in our live audio webcast, enabling participants to email their questions to management during the Q&A session. There were 15 sell-side analysts covering SATS during FY2011-12. While this has now been reduced to 14, we continue to maintain active dialogues with other leading brokerages to initiate coverage on SATS. At end-March 2012, Temasek Holdings remained the largest shareholder of SATS with a shareholding interest of 43.2%. Other Singapore shareholders accounted for 29.8% of SATS shareholdings. Outside of Singapore, investors from the US, Canada and Europe held the most number of shares.
sHaReHOlDings BY geOgRapHY
US & Canada 13% europe 11% Asia Pacific ex Singapore 3% Singapore 73%
We also maintain a database of shareholders, analysts and investors that allows us to electronically disseminate media releases and financial results announcements to them on a timely basis. Every quarter, with the exception of the fourth quarter, we hold an earnings conference call with live audio webcast to brief the media and the investment community on our financial performance as well as key business and corporate developments. For the fourth quarter, a face-to-face briefing with live audio webcast is held for the media and analysts. An on-demand audio webcast is made available on our website on the same day of each earnings conference call or briefing for shareholders and the investment communitys access. SATS IR, together with the President and CEO, and CFO, actively engage our shareholders and the investment community through regular meetings, conference calls, roadshows and investment conferences to help them better understand our business model, business environment, growth strategies and strategic developments. In FY201112, we met more than 180 investors in over 120 meetings in Singapore and overseas. To grow and achieve a wider geographical spread in our shareholder base, we track changes in our share register on a regular basis. Our participation in non-deal roadshows and investment conferences held in Singapore and overseas help increase the visibility of SATS amongst our shareholders and potential investors, providing them direct access to our management. Held every July, our annual general meeting (AGM) provides an opportunity for us to communicate directly with shareholders. Our Board of Directors and key members of Management are present to address shareholders queries during the AGM. To improve our outreach to retail 26
IR caLenDaR foR fY2011-12

First Quarter (1 April 30 June 2011) FY2010-11 results briefing for the media and analysts Deutsche Bank Access Asia Conference, Singapore Second Quarter (1 July 30 September 2011) 1Q FY2011-12 earnings conference call with live audio webcast 38th AGM SGX-UBS Global Market Conference, Hong Kong Non-deal roadshow with Deutsche New York, Boston and Toronto Third Quarter (1 October 31 December 2011) Conference call with analysts on Daniels Group disposal 2Q FY2011-12 earnings conference call with live audio webcast Post-results investor lunch hosted by UBS Non-deal roadshow with Macquarie Sydney Fourth Quarter (1 January 31 March 2012) 3Q FY2011-12 earnings conference call with live audio webcast Non-deal roadshow with Nomura Tokyo CLSA Asean Corporate Access Forum, Bangkok Tiffin Lunch by Macquarie, Singapore
sHaRe pRiCe anD tuRnOVeR

S$ Share Volume (million) 45
3.00
2.80
40
2.60
35
2.40 30 2.20 25 2.00 20 1.80 15 1.60 10
1.40
1.20
1.00 APR11 MAY11 JUN11 JUL11 AUG11 SEP11 OCT11 NOV11 DEC11 JAN12 FEB12 MAR12
Volume
SATS
STI (rebased to SATS share price)
share price ($) and Volume (million stock units)

Highest closing price during the year Lowest closing price during the year Closing price on 31 March Total volume for the year Average daily volume
fY2011-12
FY2010-11
2.72 2.06 2.49 261.19 1.04
2.96 2.42 2.51 547.99 2.17
market Value Ratios (based on 31 march closing price)

Price/Earnings Price/Book value
#
16.15 1.83 9.84
14.45 1.82 9.62
Price/Cash earnings *
Book value is defined as net asset value. Cash earnings is defined as profit attributable to equity holders of the Company plus depreciation and amortisation. Source: Factset & Bloomberg
27
Group Structure & Investments*

As at 23 May 2012
sats Ltd.
suBsIDIaRIes gateway services
singapore
100% Asia-Pacific Star Private Limited 100% Aerolog Express pte ltd 100% SAtS Airport Services Pte Ltd 60% SATS-Creuers Cruise Services Pte. Ltd. 100% SATS Security Services Private Limited
food solutions
singapore
100% Aero Laundry And Linen Services Private Limited 100% Country Foods Pte. Ltd. 100% SATS Catering pte ltd 100% SATS Investments Pte. Ltd. 51% Food And Allied Support Services Corporation Pte. Ltd. 100% Singapore Food Industries Pte. Ltd. 100% SFI Food Pte. Ltd. 100% Primary Industries (Qld) Pty Ltd Australia 96% Shanghai ST Food Industries Co., Limited China 50.7% TFK Corporation ** Japan 51% Country Foods Macau, Limited Macau 100% Inflight Foods Co., Ltd Japan 100% Narita Dry Ice Co., Ltd Japan 100% New Tokyo Service Co., Ltd Japan 100% Tokyo Flight Kitchen Restaurantes LTDA Brazil 51% Urangan Fisheries Pty Ltd Australia
overseas
100% SATS HK Limited Hong Kong 100% SATS (India) Co. Private Limited India
overseas
100% SFI Manufacturing Private Limited 100% Singapore Food Development Pte ltd 100% Singfood Pte. Ltd.
78.5% Primary Industries Private Limited
* **
Excluding dormant/inactive companies. Excluding treasury shares held by TFK Corporation, SATS Investments Pte. Ltd.s shareholding in TFK Corporation would be 53.8%.
100% Farmers Abattoir pte ltd 100% Hog Auction Market Pte Ltd
28
sats Ltd.
Investments gateway services
50% Air India SAtS Airport Services Private Limited India 49.8% PT Jasa Angkasa Semesta, Tbk Indonesia
food solutions
49.8% TASCO Foods Co., Ltd * Japan 49% Aviserv Limited ** Pakistan
49% Asia Airfreight Terminal Co Ltd Hong Kong
100% Asia Airfreight Services Limited Hong Kong
100% Asia Airfreight Services (Shenzhen) Limited China
49% Servair-SAtS Holding Company pte ltd Singapore 49% Taj SATS Air Catering Limited India 40% Adel Abuljadayel Flight Catering Company Limited *** Saudi Arabia 40% Beijing Airport Inflight Kitchen Ltd China 35% Maldives Inflight Catering Private Limited Maldives 30% Jilin CSD Food Co., Ltd **** China 30% Taj Madras Flight Kitchen Private Limited India 27.7% International Airport Cleaning Co., Ltd * Japan
34% Macau Catering Services Company Ltd Macau
40% Beijing Aviation Ground Services Co., Ltd China 30% Tan Son Nhat Cargo Services Ltd Vietnam
46% Tianjin Aviation Cargo Services Co Ltd China 40% Tianjin Aviation Ground Services Co Ltd China 37% Beijing Airport Trucking Services Co Ltd China 35% Beijing Airport Cargo Consolidation Services Co., Ltd China
60% Tianjin Airport Kitchen Ltd China 50% Shenyang Airport Inflight Kitchen Co Ltd China
25% Evergreen Air Cargo Services Corporation Taiwan 20% Evergreen Airline Services Corporation Taiwan
* ** *** ****
Held through SATS subsidiary, TFK Corporation. Incorporated in Ireland, place of business in Pakistan. Held through SATS wholly-owned subsidiary, SATS Investments Pte. Ltd. Held through SATS wholly-owned subsidiary, Singapore Food Industries Pte. Ltd.
20% MacroAsia Catering Service, Inc Philippines 15% Evergreen Sky Catering Corporation Taiwan
29
SATS at a Glance
sats BusInesses GatewaY seRvIces
SATS gateway business encompasses a complete range of ground handling services to handle passengers, flights and cargo, starting from the check-in process at the point of departure to ones arrival at the final destination. With extensive experience and the most rigorous standards of operations, we ensure seamless coordination between departments for the complete safety of each passenger and security of air cargo. Leveraging on our gateway capabilities, we have extended our services to the cruise industry. Today, SATS is the leading ground handler at Singapore Changi Airport, serving 51 airlines and 74% of all scheduled flights. Our offerings: Ramp and baggage handling Airfreight handling and logistics Passenger services and lounge management Aviation security Warehousing/Perishables handling Cruise handling and terminal management
+9.4%
GatewaY seRvIces Revenue
gROup ReVenue (COntinuing OpeRatiOns)
BY BusIness
63.9% 35.8% 40.6% 0.3% 0.7%
58.7%
$1,685.4m
fY2011-12 FY2010-11
24.1%
Revenue
$1,685.4m
fY2011-12
FY2010-11
2011-12 ($m)
2010-11 ($m)
Change %
Gateway services Food solutions Corporate total
602.7 1,077.0 5.7 1,685.4
551.0 796.7 10.1 1,357.8
9.4 35.2 (43.6) 24.1
$1,357.8m
FY2009-10
$1,172.8m $999.8m
FY2008-09
FY2007-08
$958.0m
Notes: Gateway services: Revenue from ground and cargo handling, aviation security, aircraft interior cleaning and cargo delivery and management. Food solutions: Revenue from inflight catering, food logistics, industrial catering, chilled and frozen food manufacturing, and airline linen and laundry. Corporate: Revenue from the corporate arm.
30
fooD soLutIons
SATS food business offers the finest quality, uncompromised food safety standards and delectable signature cuisines. We are the first-choice airline caterer at the Singapore Changi Airport. With over 60 years of experience in inflight catering, our aim is to delight every passenger with an unforgettable gastronomical experience. With the support of a large network of partners, our food business has extended its reach beyond Asia to the Middle East, and across sectors to industries such as defence, healthcare and hospitality. SATS is the leading caterer at Singapore Changi Airport, serving 45 airlines and 86% of all scheduled flights. Our offerings: Airline catering Food distribution and logistics Institutional catering Chilled and frozen food manufacturing Airline linen laundry
+35.2%
fooD soLutIons Revenue
BY InDustRY
BY geOgRapHiCal lOCatiOn
80.6%
75.5%
77.0% 5.0%
88.8% 5.8% 5.4%
0.3%
19.1%
23.8% 0.7%
18.0%
fY2011-12
FY2010-11
fY2011-12
FY2010-11
Revenue
2011-12 ($m)
2010-11 ($m)
Change %
Revenue
2011-12 ($m)
2010-11 ($m)
Change %
Aviation non-Aviation Corporate total
1,357.6 322.1 5.7 1,685.4
1,024.6 323.1 10.1 1,357.8
32.5 (0.3) (43.6) 24.1
Singapore Japan Others total
1,298.5 302.6 84.3 1,685.4
1,206.2 72.6 79.0 1,357.8
7.7 316.8 6.7 24.1
Notes: Aviation: Revenue from aviation-related businesses in gateway services and food solutions. Non-aviation: Revenue from Singapore Food Industries Group of companies (Singapore and Australia), Country Foods (Singapore) and Country Foods Macau. Corporate: Revenue from the corporate arm.
Notes: Singapore: Revenue from gateway services and food solutions businesses within Singapore. Japan: Revenue from TFK. Others: Revenue from Singapore Food Industries (Australia and China), SATS India, Country Foods Macau and SATS HK.
31
Operations Review
gateway services
singapORe
At Singapore Changi Airport, SATS remains the leading gateway services provider, serving 51 out of 77 scheduled airlines and close to 75% of all scheduled flights as at 31 March 2012. Reflecting the growth of Changi Airport, we handled a total of 115,190 flights, representing an 11% increase year-on-year. Passengers handled rose 7.2% to about 38 million while cargo throughput remained constant from a year ago, at 1.5 million tonnes.
Once again, SATS was appointed the official ground handler for the biennial Singapore Airshow that took place in February 2012. We benefitted from handling more flights from various customers who participated in the air show. Coolport@Changi, our on-airport perishables handling centre, successfully clinched a contract from the Dairy Farm Group to provide inventory management, pick-and-pack and distribution services for its chain of supermarkets. In FY2011-12, Coolport@Changi handled close to 200,000 tonnes of perishables, representing 80% of its total capacity. In the area of security services, we won several new access control security contracts, including one awarded by a government agency. We renewed our aviation security contract with Singapore Airlines Cargo and continued to provide access control services to SIA Engineering and Resorts World Sentosa following successful contract renewals with them.
new Contracts and Renewals

For the year under review, we grew our customer base by securing new ground handling contracts, including those from Air China Cargo, Lao Airlines and Lufthansa, and renewed contracts with our existing customers such as Air China, China Southern Airlines, China Cargo Airlines, Hainan Airlines, Japan Airlines, SilkAir, TNT Airways and Turkish Airlines. Asia-Pacific Star (APS), our wholly-owned subsidiary serving the low-cost carrier market, also renewed its contracts with Jetstar Asia and Tiger Airways. Due to the oncoming closure of the Budget Terminal (BT) announced on 1 March 2012, some of APS airline customers, who are operating at the terminal, will have to move their operations to Terminal 2. APS has started working with the affected airlines as well as the Changi Airport Group to ensure minimal disruptions to these airlines operations right up till 25 September this year when BT will officially close to make way for the new Terminal 4.
entry into the Cruise sector

In FY2011-12, we extended our capabilities in gateway services beyond aviation to the cruise sector. We collaborated with Royal Caribbean International for the CruiseFly service, and with Star Cruises and Changi Airport Group to launch the FlyCruise service. Both services allow us to provide a seamless check-in experience to cruise passengers when they arrive or depart from Singapore either by air or sea.
32
The integration of United and Continentals Singapore station operations was a great success, thanks to the dedication of the SATS team. While it was challenging, the team held on well and made the transition a smooth one. We would not have made it without SATS support and commitment.
Mr Edwin Yee General Manager Airport Operations & Cargo United Airlines, Singapore Station
of cargo was further enhanced with additional features to support all SIA Cargos e-AWB shipments. At Coolport@Changi, a dedicated process flow was implemented to ensure secure handling of pharmaceutical shipments. This involved using specialised equipment such as thermo-readers and RFID temperature tags for pharmaceutical handling. In August 2011, Coolport@Changi became an AVA-licensed cold store. It also obtained the Good Distribution Practice certification from the Health Sciences Authority of Singapore in March 2012.
oveRseas nORtH asia
In December 2011, we won the tender together with Creuers del Port de Barcelona (Creuers) to operate and manage the new Marina Bay Cruise Centre Singapore (MBCCS) at Marina South. We formed a 60:40 joint venture company, SATSCreuers Cruise Services (SATS-Creuers), with our partner to manage the new terminal. Commencing operations on 26 May 2012, MBCCS will double Singapores berth capacity and be able to accommodate the new generation of Oasisclass cruise liners. Leveraging the respective strengths and competencies of SATS and Creuers in aviation gateway services and cruise terminal operations, SATS-Creuers is well-positioned to offer innovative gateway solutions and quality services to the cruise lines while at the same time, enhance the travel experiences of cruise passengers by offering state-of-the-art facilities as well as exceptional service standards at the various touch points within MBCCS.
sats HK limited (sats HK)

SATS HK is a wholly-owned subsidiary of SATS, providing passenger and ramp handling services at Hong Kong International Airport (HKIA). It currently serves 33 airlines, retaining its market share in passenger handling at 17% while increasing its market share in ramp handling to 24%. Its client list includes Cebu Pacific Air, Hong Kong Airlines, Hong Kong Express, Malaysia Airlines and Singapore Airlines. In FY2011-12, SATS HK reported a 68% year-on-year increase in flights handled to about 23,000 and a 16% rise in the number of passengers handled to 3.2 million due mainly to the Hong Kong Airlines contract win in October 2011. SATS HK also secured Vladivostok Air and P C Airlines as new customers while renewing contracts with several customers such as Air Canada, Jet Airways, Orient Thai Airlines, Tiger Airways and Turkish Airlines.
upgrades and improvements

We constantly strive to deliver excellence in our operations and seek creative ways to delight our customers with new service and product offerings. To strengthen our Singapore hub operations, we recently launched the Cargo Network Solutions (CNS) to further enhance the round-the-clock monitoring of cargo activities. Not only does the CNS enable real-time monitoring of cargo processes, it also facilitates timely co-ordination of operational activities and serves as a single contact point for cargo agents to contact our airline customers. In our bid to go paperless to support e-freight, we commenced the pilot launch for SIA Cargos electronic airway bill (e-AWB) in September 2011. This replaces the paper AWBs and facilitates the transfer of e-AWB data between the freight forwarders and the airline. Our COSYS Intelligent Solutions a cargo management system which automatically captures details
asia airfreight terminal Co ltd (aat)

AAT is a cargo terminal operator providing total airfreight solutions at HKIA. SATS has an equity stake of 49% in the joint venture, making it the largest of the five shareholders in an international consortium that owns AAT. AAT serves a total of 61 airlines at HKIA. They include All Nippon Airways, Asiana Airlines, FedEx, Thai Airways and Singapore Airlines. In the year under review, AATs market share by number of airlines served remained at 37%. It signed new contracts with Airphil Express, Continental Airlines, Royal Brunei Airlines, South East Asian Airlines and Vladivostok Air, and renewed contracts with several airlines including Jet Airways, Lufthansa Cargo, Qantas Airways, Swiss International Air Lines and Tiger Airways. It saw a 4% decline in cargo tonnage handled to about 703,000 tonnes as a result of the weak macroeconomic environment.
33
Operations Review
gateway services
We are happy with APS recent on-timeperformance ratings. It has scored more than 90% and even up to 100% on certain days. This is certainly impressive in view of our intensive operations in Singapore. As we will be moving to T2 later this year, I look forward to working with the dedicated team at APS in ensuring a smooth and successful transition. Keep up the good work!
Mr Daniel Soh Head of Ground and Cargo Operations Tiger Airways
Beijing aviation ground services Co., ltd (Bgs)

BGS is a joint venture between SATS and Capital Airports Holding Company (CAH). A leading ground handler at Beijing Capital International Airport (BCIA), it provides a comprehensive suite of services encompassing passenger, cargo, apron and technical ramp handling. It currently serves 54 international and domestic carriers at BCIA, including China Southern Airlines, Delta Airlines, Emirates, Hainan Airlines and Singapore Airlines. For the year in review, BGS saw flights handled increasing 9% year-on-year to 96,000 while cargo throughput rose 17% to about 683,000 tonnes. It added eight new airline customers such as China Eastern Airlines, Jetstar Airways, Juneyao Airlines and Swiss International Air Lines, commanding 55% of the market share at BCIA based on the number of airline customers served. It also renewed contracts with several airlines including Air France, Alitalia Airlines, KLM Royal Dutch Airlines and Philippine Airlines. In February 2012, SATS and CAH signed a new joint venture agreement with China Eastern Airlines and China Southern Airlines for BGS. Subject to the approval of the Chinese regulatory authority, this agreement will replace the current one and will serve to introduce the two new partners into BGS while at the same time renew its operating tenure by another 20 years. The new partners will each own a 30% stake in BGS, while SATS and CAH will hold the balance 28% and 12% stakes respectively.
evergreen air Cargo service Corporation (egaC)

SATS holds a 25% equity stake in EGAC, which provides a comprehensive range of cargo handling services at Taiwan Taoyuan International Airport (Taoyuan Airport). An experienced airfreight terminal operator, EGAC runs a fully automated airfreight terminal which is one of the two on-airport cargo facilities in Taiwan. The increase in cross-straits flights between Taiwan and China helped EGAC gain market share during the year to 32%. In FY2011-12, EGAC recorded cargo throughput of 442,000 tonnes and was awarded new contracts by Hong Kong Airlines and KLM Royal Dutch Airlines. These wins added to EGACs ongoing relationships with major international airlines such as All Nippon Airways, Cathay Pacific Airways, FedEx, Singapore Airlines Cargo and Thai Airways.
evergreen airline services Corporation (egas)

SATS owns a 20% equity stake in EGAS, a ground handler based in Taiwan. EGAS offers a suite of services including ramp, baggage and airfreight handling as well as aircraft interior and exterior cleaning and maintenance services for airport equipment and vehicles. Its airline customers include All Nippon Airways, Asiana Airlines, Dragonair, EVA Airways and Singapore Airlines. EGAS serves a total of 15 airlines at Taipei Songshan Airport (Songshan Airport) and Taoyuan Airport. Its market share at Songshan Airport stands at 36% while at Taoyuan Airport, its market share is 26% by the number of airlines served.
34
In FY2011-12, EGAS handled close to 34,000 flights, representing a 17% increase from a year ago. It secured a new contract with Hong Kong Airlines to handle both passenger and freighter flights.
west asIa air india sats airport services private limited (aisats)
A 50:50 joint venture between SATS and Air India, AISATS currently provides ground and cargo handling services at three metro airports in India, namely in Bangalore, Delhi and Hyderabad, and at two other airports in Mangalore and Trivandrum. It serves a total of 40 carriers in these hubs, including Air India, Cathay Pacific Airways, Emirates, FedEx, Singapore Airlines and Thai Airways. At the metro airports, it has a market share of 70% and 50% at the Bengaluru International Airport in Bangalore and Rajiv Gandhi International Airport in Hyderabad respectively, while at Indira Gandhi International Airport in Delhi, its market share is about 25% by the number of airlines served. AISATS list of airline customers continued to grow in FY2011-12. It signed new contracts with carriers such as Bangkok Airways, Cathay Pacific Airways, Etihad Airways and Tiger Airways in Bangalore, Emirates and Singapore Airlines in Delhi, flydubai in Hyderabad, and Jet Airways in Trivandrum. In total, AISATS handled close to 65,600 flights, marking a 68% increase from a year ago while its cargo throughput grew 45% to about 137,000 tonnes. In Delhi, AISATS launched a new service for metro check-in at New Delhi, Shivaji Stadium and Dhaula Kuan stations. Started since 23 February 2012, this service is offered to both international and domestic passengers travelling with Air India.
In its effort to continually improve its service and product offerings, PT JAS launched a priority check-in lounge at Soekarno-Hatta International Airport in Jakarta. With its own dedicated immigration counters and direct access to the JAS Premier Lounge, this new facility offers fast and convenient service to first and business class passengers of participating airline customers. Recently, PT JAS also introduced a mobile check-in service for passengers flying with Singapore Airlines and Cathay Pacific Airways from Soekarno-Hatta International Airport and Denpasar International Airport in Bali.
tan son nhat services ltd (tCs)

SATS holds a 30% equity stake in TCS which provides cargo terminal services at Tan Son Nhat International Airport (Tan Son Nhat), the largest airport in Vietnam. Based in Ho Chi Minh City, TCS is a joint venture between Vietnam Airlines, Southern Airport Services Company and SATS. It currently serves about 82% of airlines operating at Tan Son Nhat, including Cathay Pacific Airways, China Airlines, EVA Airways, Korean Air and Vietnam Airlines. In FY2011-12, TCS handled 201,000 tonnes of cargo. It won new cargo handling contracts from carriers such as Lao Airlines, Air Hong Kong and Air China Cargo while renewing contracts with existing customers including All Nippon Airways, Japan Airlines, Malaysia Airlines, Philippine Airlines and Qantas Airways. In its bid to offer a comprehensive range of value-added services to its airline clients, TCS launched Airfreight Terminal 2, a new perishables handling centre, in July 2011. Commencing operations in May 2012, the new terminal will increase TCS total handling capacity to 350,000 tonnes.
sOutHeast asia pt jasa angkasa semesta tbk (pt jas)

PT JAS is a joint venture between SATS and PT Cardig Air Services. A leading ground and cargo handler in Indonesia, PT JAS operates in 11 key stations across the archipelago, serving over 40 airlines including AirAsia, Cathay Pacific Airways, Emirates, Jetstar Airways and Singapore Airlines. For the year in review, PT JAS served 15 million passengers and 52,000 flights. It also handled more than 267,000 tonnes of cargo, up 8% from the previous year. Contracts were secured and renewed with several airline customers including China Eastern Airlines, EVA Airways, Lufthansa, Malaysia Airlines Cargo, Qatar Airways, Singapore Airlines Cargo and Turkish Airlines.
35
Operations Review
food solutions
singapORe
SATS continues to retain its market position as the leading caterer at Singapore Changi Airport. As at 31 March 2012, we served 45 scheduled airlines and over 85% of all scheduled flights, producing a total of 26.5 million meals, up 6% from a year ago.
The opening of PricewaterhouseCoopers (PwC) new premises provided us with the opportunity to enter into on-premise business catering, with the set up a staff caf to serve more than 1,000 PwC employees. We also provide food catering for PwCs events at its downtown office.
Foray into Remote Catering

Leveraging our strong food solutions capabilities, we entered into an agreement with OCS Ventures in August 2011 for the provision of remote site catering services. We subsequently set up a 51:49 joint venture company, Food and Allied Support Services Corporation (FASSCO), to offer our services to large institutional clients in the onshore/offshore oil and gas, mining and construction industries. The initial phase of operations will see FASSCO targeting specifically the Asia Pacific market which includes ASEAN, Australia, New Zealand and India.
new Contracts and Renewals

In FY2011-12, we added Drukair, Lao Airlines and TransAsia Airways to our portfolio of airline customers and renewed catering and laundry services contracts with All Nippon Airways, Jet Airways, SilkAir and United Airlines, amongst others. In the area of non-aviation food, we continued to provide catering services to the Singapore Armed Forces. We were also awarded a contract by Sembawang Shipyard for onboard food catering. Singapores flourishing tourism and hospitality sector has presented various event catering opportunities for SATS. We were amongst the official caterers for the Singapore Airshow 2012 and we also secured catering services contracts for the prestigious Singapore F1 Grand Prix 2011, supplying staff meals at the F1 Village and the pit area throughout the event.
process improvements and Facility upgrades

To further improve productivity and streamline our work processes, a number of initiatives were implemented throughout the year. These resulted in enhanced efficiency, optimisation of manpower deployment and a reduction in wastage. Expansion of the inbound and tray assembly areas at SATS Inflight Catering Centre (SICC) 1 was completed in July
36
The SATS Catering team has always been proactive and helpful, often exceeding our expectations. We are very pleased with the excellent support from the team and look forward to further strengthen this strong partnership.
Johnny Chan Deputy Station Manager All Nippon Airways
Currently, TFK has a total of 37 airlines in its client portfolio including Air France, Japan Airlines, Korean Air, Lufthansa and Air China. At Narita Airport, it serves almost half of all the airlines operating there while at Haneda Airport, it serves close to 45% of the carriers there. For the year in review, TFK secured a new customer, Hong Kong Airlines, and renewed contracts with existing customers including FedEx, Qantas Airways and Scandinavian Airlines. Despite meal volumes plummeting more than 40% in the immediate aftermath of the March 11 disasters, TFK weathered the difficult period and saw steady recovery in its meal volumes month after month. In FY2011-12, it produced a total of 10.3 million meals.
2011, raising the meal production capacity there by one-third to 60,000 meals a day. A key innovative feature of this project involved automating the transport of clean carts to the assembly area through the installation of a conveyor cart washer and cart transporter. At SICC 2, significant improvements were made to its hot and chilled water production system by installing new heat pumps and a chilled water automation system, resulting in a more efficient use of thermal energy. These process improvements have enabled us to save about $550,000 a year. A new tray washer, which cleans and greases trays five times faster, was also introduced in our bakery. With the demand for short-and medium-haul low cost carrier (LCC) flights growing, we have expanded our ready meal production plant with the capability to produce chilled, frozen and shelf-stable meals. We have also added a retort tray production facility to offer new meal solutions to meet the growing demand from the LCC segment.
Country Foods macau, limited (CF macau)

Incorporated in December 2007, CF Macau aimed to boost SATS presence in the vibrant Macau market. Country Foods, our wholly-owned subsidiary, owns a 51% equity stake in CF Macau. CF Macau manufactures and supplies processed and semiprocessed food materials such as vegetables, soups, sauces, meats and ready-to-eat meals for Macau and Hong Kong. During the year in review, CF Macau won a contract to provide on-site catering for Macau Prison. Its other customers include Cathay Pacific Catering Services, Hong Kong International Theme Park, LSG Lufthansa Service Hong Kong and Mandarin Oriental Hotel.
new Initiatives and offerings

Our new meat processing plant in SFI began operations in February 2012, with an annual handling capacity of 5,000 tonnes. This is one of the largest Halal meat processing plants in Singapore and has the capability to prepare cut, marinated and cooked meats as well as ham and sausages for in-house use and commercial sales.
oveRseas nORtH asia tFK Corporation (tFK)

TFK, a 50.7%-owned subsidiary of SATS (with voting rights of 53.8%), is a leading airline caterer with a strong presence at two of Japans primary air hubs, Narita International Airport (Narita Airport) and Haneda Airport.
37
Operations Review
food solutions
Our gratitude goes to Le Lifestyles chef and team for the sumptuous spreads served at the F1 Pit Zone. Despite the last minute request to increase our meal order, the team was professional and promptly delivered as promised. Many compliments on the quality and taste of food were received from our management. Dessert was particularly refreshing and very appropriate under the sweltering heat.
Dawn Tan F&B Executive, Savour Events Private Limited
Beijing airport inflight Kitchen (BaiK)

BAIK was incorporated in 1993 as a 60:40 joint venture between Capital Airports Holding Company (CAH) and SATS. Today, it boasts a client list comprising 49 international and domestic airlines operating at the Beijing Capital International Airport (BCIA). This includes Air Canada, China Southern Airlines, Sichuan Airlines, Singapore Airlines and Turkish Airlines. BAIKs market share at BCIA is slightly over 40%, based on the number of airlines it serves. In FY2011-12, BAIK produced 7.4 million meals. In addition to returning customers including Air New Zealand, Malaysia Airlines and Philippine Airlines, BAIK added carriers such as Jetstar International, Mega Maldives and Swiss International Air Lines to its client portfolio. In February 2012, SATS and CAH signed a new joint venture agreement with Eastern Air Catering Investment and China Southern Airlines for BAIK. Replacing the existing agreement, this new agreement which is subject to the Chinese regulatory authoritys approval, will see the addition of two shareholders into BAIK and at the same time, renew its operating tenure by another 20 years. The new shareholders will each own a 30% stake in BAIK, while SATS and CAH will hold the balance 28% and 12% stakes respectively.
MCS is the sole caterer at Macau International Airport, serving 10 airline customers including Air Macau, EVA Airways, Jet Asia, TransAsia Airways and Shanghai Airlines. In FY2011-12, it maintained the number of meals produced at 1.1 million and secured a new contract to provide catering services to Juneyao Airlines.
evergreen sky Catering Corporation (egsC)

EGSC is SATS first investment in Taiwan in October 1995. SATS holds a 15% equity stake in the joint venture. EGSC commands a market share of 40% at Taiwan Taoyuan International Airport, based on the number of airlines it serves and provides inflight catering services to 18 international airlines including All Nippon Airways, Malaysia Airlines, EVA Airways, Singapore Airlines and Thai Airways. In FY2011-12, EGSC secured a new contract with Hong Kong Airlines and renewed its China Cargo Airlines contract while producing close to 7 million meals.
west asIa taj sats air Catering limited (tsaC)

TSAC is a 51:49 joint venture between Indian Hotels which operates the Taj Group of Hotels and SATS. TSAC provides inflight catering services to domestic and international carriers in major Indian cities, namely Amritsar, Bangalore, Chennai, Delhi, Goa, Kolkata and Mumbai. Currently, TSAC serves 41 domestic and international carriers across India. They include Air India, British Airways, Cathay Pacific Airways, Jet Airways, Malaysia Airlines and Singapore Airlines.
macau Catering services Company ltd (mCs)

Incorporated in 1995, MCS is a joint venture formed by Servair-SATS, Sociedade de Turismo e Diversoes de Macau, Wus Group, and HN Group Limited. Servair-SATS, which holds a 34% equity stake in MCS, is a 51:49 joint venture between Servair Group and SATS.
38
For the year in review, TSAC saw the number of meals produced grow 12% year-on-year to 19.9 million. It also renewed contracts with several airline customers such as Drukair, SilkAir and Spice Jet Airlines, while securing new contracts with Air China, China Southern Airlines, Finnair and Japan Airlines, amongst others.
sOutHeast asia macroasia Catering services, inc. (maCs)

Established in 1996, MACS is an 80:20 joint venture between MacroAsia Corporation and SATS. Operating at Ninoy Aquino International Airport (NAIA) in Manila, Philippines, MACS has a market share of 44% by the number of airlines served. Its client list features prominent international carriers such as China Airlines, KLM Royal Dutch Airlines, Qatar Airways, Saudi Arabian Airlines and Singapore Airlines. In FY2011-12, MACS produced close to 3.2 million meals, up 13% year-on-year. It also added a new carrier, Etihad Airways, to its client portfolio while renewing contract with Emirates, an existing customer.
taj madras Flight Kitchen pvt limited (tmFK)

SATS holds a 30% equity stake in TMFK, alongside joint venture partners, Indian Hotels and Malaysia Airlines. TMFK currently serves close to 10 airlines, including Emirates, Jet Airways, Malaysia Airlines, Saudi Arabian Airlines and Singapore Airlines at Chennai International Airport (CIA). It has a market share of more than 20% at CIA. In FY2011-12, TMFK produced about 2 million meals.
maldives inflight Catering private limited (miC)

Based in Mal International Airport (MIA), MIC is a 65:35 joint venture between Maldives Airports Company and SATS. MIC serves 21 out of 30 airlines operating at MIA, including British Airways, Malaysia Airlines, Qatar Airways, Singapore Airlines and Transaero Airlines. In FY2011-12, MIC reported a 5% year-on-year growth in meals produced to about 626,000 and signed new inflight catering contracts with Etihad Airways and Hainan Airlines. MIC-owned Hulhule Island Hotel signed new crew accommodation contracts with several airlines including Condor, SriLankan Airlines, Qatar Airways and Thomson Airways. It continued to maintain an average occupancy rate of above 75% for the year under review.
adel abuljadayel Flight Catering Co ltd (aaFC)

In April 2011, SATS acquired a 40% shareholding in AAFC. Established in 1982, AAFC is a niche inflight caterer serving mainly private jets and airlines operating Hajj and Umrah charter flights. AAFC has two catering facilities, one located at King Abdulaziz International Airport in Jeddah and the other at King Khalid International Airport in Riyadh. AAFC currently serves 27 airlines, including Batavia Air, Cathay Pacific Airways, Iraqi Airways, Kabo Air and Malaysia Airlines. In FY2011-12, it renewed contracts with Ariana Airlines and Malaysia Airlines while securing United Airways and KAM Air as new customers. It also initiated the first international premium airport lounge, catering to foreign carriers operating in King Khalid International Airport Terminal 1, as well as the construction of a new catering facility at the airport which is expected to be ready around the first quarter of 2013.
39
Awards and Accolades

performance for the Indian sub-continent, sub-Sahara, Indian Ocean and West Asia region. PT JAS was recognised for its delivery of outstanding customer service and excellent performance at the Singapore Airlines Outstanding Service Partner Award. PT JAS was also conferred the On-Time Performance Platinum Award by Qatar Airways.
fooD soLutIons singapore

SATS was named the Most Reliable Caterer by United Airlines in recognition of its reliability and on-time performance. At the Mondial des Arts Sucres 2012 competition held in Paris, SATS emerged first for dessert plating and was placed fourth overall out of 16 teams from various countries, including France, Japan and Switzerland. SFI was amongst 13 companies to be conferred the Best Employers in Singapore 2011 Award by Aon Hewitt. Country Foods won the Singapore Packaging Star Award 2011 under the commercial sales & display category for its Sky Delight Box. This national award is organised by the Packaging Council of Singapore which is part of the 11 industry groups under the Singapore Manufacturers Federation.
GatewaY seRvIces singapore

At the Singapore Airlines CEO Transforming Customer Service Awards 2011, SATS was conferred the Airport Operations Individual Award and Flight Delay Handling Team Award in recognition of its excellent customer service and outstanding team effort in operations management. SATS clinched 37 awards 15 golds, 15 silvers and 7 stars at the Excellent Service Award, a national award from the Singapore Hotel Association and supported by SPRING Singapore. China Southern Airlines presented its Singapore station with the China Southern Airlines Best Station Award. The station, which is supported by SATS, was recognised for its excellence in passenger handling, on-time flight performance, documentation checks, baggage handling and security. SATS received the Ministry of Defences Meritorious Defence Partner Award 2011 in recognition of its outstanding contribution to national defence.
overseas
TFK received the Overseas Best Caterer Award from Vietnam Airlines for outstanding and reliable catering services. TFK was also awarded the Global Excellence Award for Safety & Hygiene by Etihad Airways. BAIK was conferred the Team Golden Award at the China Air Catering Culinary Competition 2011, an event organised by the China Air Catering Committee. BAIK clinched the Award for Excellence 2011 by British Airways. AAFC clinched an appreciation award from Malaysia Airlines for the carriers Halal audit. The award was presented to inflight caterers with exemplary scores of over 95%. AAFC is the only caterer in the Malaysia Airlines network to receive this award for two consecutive years. TSACs chef, Arvind Saraswat, was conferred the Best Chef of the Year by the Ministry of Tourism, India. HIH emerged a winner in the Luxury Airport Hotel category at the World Luxury Hotel Awards 2011. MACS came in second amongst Korean Airs 11 stations in Southeast Asia for outstanding catering service. It was also presented a catering award by the airline.
overseas
Jet Airways named its Hong Kong station, which is supported by SATS HK, as the Best Overseas Station 2011/12. AAT won the Silver Award under the transport and logistics category at the 2011 Hong Kong Award of Environmental Excellence. BGS clinched the Excellent Ground Service Prize awarded by the airport authority of Beijing Capital International Airport. AISATS Bangalore Cargo was voted Air Cargo Terminal Operator of the Year in India at the Indian Supply Chain and Logistics Summit and Excellence Awards 2012. Emirates named its Bangalore station, which is supported by AISATS, as the Best Station for on-time
40
Corporate Social Responsibility

At SATS, our long-standing commitment towards sustainable development has always been integral to our values. Serving and giving back to the communities we operate in as well as being socially, environmentally and economically sustainable, are what we continually strive to achieve.
a cause foR GooD

Our social commitment and community service programmes are chiefly anchored by the SATS Foundation, which aims to identify and support worthy causes aligned with our goals of: Enabling change by supporting individuals and families in need; Empowering achievement by offering training and other opportunities to help beneficiaries realise their aspirations; and Rebuilding lives by supporting disadvantaged individuals and families to re-integrate into society, as well as aid retirees in their career transition.
During the year, SATS Foundation made donations to the SR Nathan Education Upliftment Fund and the Lee Kuan Yew Fund for Bilingualism. The SR Nathan Education Upliftment Fund supports educational development for deserving recipients from the Chinese Development Assistance Council, Yayasan MENDAKI, the Singapore Indian Development Association, and the Eurasian Association, while the Lee Kuan Yew Fund for Bilingualism spearheads initiatives to teach children English and their Mother Tongues, especially in their pre-school years.
We also collaborated with the Assumption Pathway School (APS) through the setup of the APS Restaurant for Training, also known as The ART, where its Year 3 and 4 students specialising in the Baking Practices and Food Preparation & Service courses are trained by SATS chefs to work in a commercial kitchen and prepare cuisines from different cultures. We hope that exposing APS students to the real work environment will enhance their learning and development, thus increasing their chances of success when they eventually enter the working world. Additionally, we identified and started two major programmes that are aligned with SATS Foundations objectives: Providing interim financial assistance to needy students of APS in the Baking Practices, Food Preparation & Service, and Mechanical Servicing electives; and Supporting RSVP Singapore - the Organisation of Senior Volunteers in setting up a training and development facility to equip senior volunteers with skills and knowledge that will help them become effective contributors.
To disburse funds for these major programmes, we have partnered with the Community Foundation of Singapore (CFS), an independent, non-profit philanthropic organisation which helps to match the charitable interests of donors with worthy recipients. We will continue to work closely with CFS to identify other worthy initiatives that SATS Foundation can support.
41
Corporate Social Responsibility
suppORt FROm tHe HeaRt

Our employees are clearly the driving force behind our charitable endeavours. Participating whole-heartedly to help the community, our staff were involved in more than 20 charitable events held during the year. These include: Providing monthly food packages to about 90 needy families. Business Units and Corporate Divisions within the Group took turns to organise the monthly food distribution exercise; Organising Lunar New Year celebrations and outings for residents of the Society for the Aged Sick; Participating in the monthly home maintenance activities organised by the Kaki Bukit Moral Seniors Activity Centre (MSAC). Each time, about five staff volunteers would help a resident who is a beneficiary under MSAC with basic housekeeping; Delivering daily lunches to Arc Childrens Centre, an independent day-care facility for children undergoing treatment for life-threatening illnesses; Donating to the Life Community Services Societys I Coach U Fund, a tuition programme for disadvantaged children and youths; Co-sponsoring the Club Rainbow Childrens Day Carnival. A group of 37 staff volunteers helped in manning stores and rides at the carnival. Many staff also supported by way of purchasing the carnival tickets; Organising a movie outing and an ice cream making workshop for children of Club Rainbow; and Subsidising the sale of carnival coupons for staff in support of the Singapore Childrens Society Walk for our Children 2011 fund raising event.
protect the environment that we live and work in. Across the Group, we continually strive to reduce our carbon footprint by reviewing our business practices and operational processes. One new initiative we undertook during the year was to install heat pumps and a chilled water production system in our inflight kitchen in Singapore to achieve more efficient use of thermal energy while reducing our energy consumption. This saw savings of over 2,200,000 kilowatthours of energy per year. At SATS HK, diesel vans were replaced with LPG (liquefied petroleum gas) minibuses for ramp transport in its effort to reduce carbon footprint and save on fuel costs. At TFK, inverters were installed in exhaust fans at our inflight kitchens to reduce electricity consumption. In addition, a recycled water system was introduced to filter used water for lavatory and truck cleaning and for cooling towers of airconditioning systems. As a result, approximately $100,000 savings per annum have been achieved from these initiatives.
GoInG GReen
As a corporate citizen, we firmly believe in conducting our business activities in a responsible and sustainable way. We recognise that it is our responsibility to conserve and
42
Financial Review
Group Performance for FY2011-12
oveRvIew
Group revenue in FY2011-12 increased $327.6 million, or 24.1% to $1,685.4 million, with both business segments, gateway services and food solutions, registering growth of 9.4% and 35.2% respectively. TFK Corporation (TFK), which was acquired in December 2010, contributed $230.0 million to the revenue growth, primarily due to a full years result being consolidated in FY2011-12 compared to only a quarters result a year ago. Total operating expenses was $1,516.4 million, $327.6 million or 27.6% higher as compared to FY2010-11. TFK contributed $228.1 million to this increase. Excluding TFK, growth in business volumes and inflationary pressure have also resulted in increases mainly in staff costs, raw materials, fuel, utilities and other operating costs. Consequently, the Group maintained its operating profit at last years level of $169.0 million. Share of after-tax profit from Associates/Joint Ventures has declined $5.7 million (12.1%) to $41.2 million compared to the preceding year, largely due to the weak cargo market and an appreciating Singapore dollar. During the year, the Group divested its UK business (Daniels Group) and $5.5 million loss on divestment was recorded. Including the loss on divestment, the Daniels Group incurred a net loss of $10.1 million in FY2011-12, compared to a net profit of $12.0 million in FY2010-11. Largely due to the absence of profit contribution from the Daniels Group, Group net profit after tax of $175.0 million was lower by $16.8 million or 8.8%. Profit attributable to owners of the Company was $170.9 million, compared to $191.4 million in the preceding year. Excluding one-off items, underlying net profit of the Group decreased 4.3% to $177.5 million. As at 31 March 2012, the Groups total cash and cash equivalents amounted to $470.1 million, an increase of $174.0 million over the opening cash balance of $296.1 million at the beginning of the year. This was largely contributed by net proceeds from the sale of Daniels Group of $285.3 million less the ordinary and special dividends paid during the year. The Board of Directors has proposed a final dividend of 6 cents per share and a special dividend of 15 cents per share. Including the interim dividend of 5 cents per share paid on 9 December 2011, the proposed total dividend will be 26 cents per share. This represents a payout of 168.6% of profit attributable to owners of the Company, compared to 98.4% a year ago.
group Operating profit, profit Before tax and profit attributable to Owners of the Company
($m) 250 ($m) 1800 1600 1400 200 1200 1000 800 150 600 400 200 100 0 FY2007-08 FY2008-09 FY2009-10 FY2010-11 FY2011-12
Group Revenue and expenses (Continuing Operations)
FY2007-08
FY2008-09
FY2009-10
FY2010-11
FY2011-12
Operating Profit (continuing operations) Profit Before Tax (continuing operations) Profit attributable to owners of the Company (continuing and discontinued operations)
Revenue
expenditure
43
Financial Review
peRFORmanCe BY Business segments

The Group has two major business segments, namely gateway services and food solutions. The breakdown of revenue and operating profit (continuing operations) from the business segments are as follows :
Revenue 2011-12 $ million 2010-11 $ Million Operating Profit 2011-12 $ million 2010-11 $ Million Profit After Tax 2011-12 $ million 2010-11 $ Million
Gateway services Food solutions Corporate
602.7 1,077.0 5.7 1,685.4
551.0 796.7 10.1 1,357.8
44.8 116.7 7.5 169.0
51.7 115.4 1.9 169.0
76.2 104.2 4.7 185.1
84.9 99.1 (4.2) 179.8
gateway services
The gateway services segment provides airport terminal services, which include airfreight and ground handling services, aviation security, aircraft cleaning, technical ramp handling and third-party logistic services. In December 2011, gateway services expanded beyond airport terminal operations when the Group successfully won the tender to manage the new Marina Bay Cruise Centre Singapore (MBCCS) at Marina South. MBCCS will commence operations in May 2012. Revenue from gateway services increased 9.4% to $602.7 million, mainly from higher flight volumes and unit services, which grew 11.1% and 8.8% respectively. However, cargo tonnage handled remained relatively flat during the year. Airfreight and ground handling services which include apron, passenger and baggage handling services and Coolport made up the bulk of revenue from gateway services. Operating profit for gateway services dropped $6.9 million or 13.3% mainly due to increased expenses, especially staff costs, utilities, maintenance and fuel cost. Including the impact of lower profit contribution from gateway services associates, profit after tax declined $8.7 million, or 10.2%.
food solutions
The food solutions segment provides mainly inflight catering services, food processing and distribution services, and airline laundry services. During the year, the Group divested the Daniels Group and its results and financial position were consequently deconsolidated from the segment. Revenue from aviation, the largest component in food solutions, grew $281.3 million of which TFK contributed $230.0 million. TFKs maiden revenue contribution was $72.6 million for 3 months in FY2010-11 compared to a full years contribution of $302.6 million in FY2011-12. In the Singapore inflight catering operations, unit meals grew by 4.8% from last year. Aero Laundry and Linen Services (ALLS), which provides laundry services to the airlines, also achieved year-on-year revenue growth of 10.4% due to higher quantities laundered. Revenue from the SFI group of companies remained stable at previous years level. In FY2010-11, there was a non-recurring operating revenue of $5 million from catering to the Youth Olympic Games. Operating profit for food solutions grew 1.1% to $116.7 million, despite increased cost pressure from raw materials, staff costs and other operating costs. Profit after tax, which included a one-off write-back of retirement benefits of $5.5 million in TFK, grew $5.1 million or 5.1% to $104.2 million.
44
Financial Review
corporate
Corporate segment revenue is derived from rental of premises, where revenue decreased $4.4 million. The operating profit increase was mainly attributed to lower operating expenses incurred especially in professional fees.
OpeRating expenses
Group operating expenses increased $327.6 million, or 27.6% to $1,516.4 million, with TFK accounting for $228.1 million. Excluding TFK, expenses increased $99.4 million or 8.9%. The year has been characterised by inflationary pressures especially in labour, food raw materials and fuel costs.
10.4% $157.3m 9.1% $108.2m
8.2% $123.7m 6.4% $97.4m 4.6% $70.3m 24.4% $370.7m
7.9% $93.5m 6.5% $77.3m
fY2011-12
46.0% $697.0m
5.2% $62.0m
fY2010-11
47.4% $563.6m
23.9% $284.2m
n Staff costs
n Cost of raw materials
n Licensing fees
n Depreciation & amortisation charges
n Company accomodation & utilities
n Other costs
The mix of operating expenses did not change significantly year-on-year, with staff costs, cost of raw materials and other costs making up the bulk of operating costs. Staff costs continued to be the largest expense category, accounting for about 46% of total expenses in FY2011-12. Staff costs increased $133.4 million or 23.7%. The average staff strength of the Group was 14,605 compared to 13,250 a year ago, The increase was in tandem with the increase in the Groups business activities, especially in Singapore and Hong Kong. During the year, increases in statutory payments including employers CPF contribution and foreign worker levy have also contributed to the increase in staff costs. Cost of raw materials and licensing fees increased $86.5 million (30.4%) and $8.3 million (13.4%) respectively, as business volumes increased. Prices of raw materials increased throughout the year although the impact to the Group was mitigated by a stronger Singapore dollar. The increase in licensing fees was directly attributable to higher revenue from aviation-related activities. Depreciation and amortisation charges increased $20.1 million or 26.0%, mainly due to additional capital expenditure and higher depreciation and amortisation expenses in TFK. Company accommodation and utilities rose by $30.2 million, or 32.3%. This was contributed by increased rental from additional space taken up during the year. Cost of utilities increased as a result of hikes in electrical tariffs as well as higher usage. Other costs increased by $49.1 million or 45.4%, mainly due to higher maintenance costs, increase in IT-related expenses, higher fuel charges and other overheads. In addition, in FY2010-11, there was a reversal of $4.0 million in respect of a provision that was no longer required.
45
Financial Review
sHaRe OF pROFits FROm assOCiates/jOint VentuRes, net OF tax

Share of after-tax profits from Associates/Joint Ventures was lower by $5.7 million, or 12.1% to $41.2 million in FY2011-12. This was largely due to weaker cargo demand which impacted the Groups cargo associates as well as a stronger Singapore dollar which lowered overseas profits when translated to the home currency.
OtHeR nOn-OpeRating inCOme/(expense)

The Group recorded a one-off gain arising from a revision of employee retirement benefits in TFK of $10.1 million, net of tax. After deducting non-controlling interests, the amount attributable to the owners of the Company was $5.5 million. During the year, the Group also terminated a sale and leaseback arrangement, resulting in a one-off post-tax loss of $2.0 million.
lOss FROm DisCOntinueD OpeRatiOns

In October 2011, the Group completed the divestment of the Daniels Group and divestment loss of $5.5 million, net of tax, was recorded. Together with the Daniels Groups operating loss of $4.6 million, the total net loss from discontinued operations for the year was $10.1 million, compared to a net profit of $12.0 million in the previous year.
group profitability Ratios
(Ratio) 25 20 15 10 5 0 FY2007-08 FY2008-09 FY2009-10 FY2010-11 FY2011-12
Return on turnover Return on equity Return on total assets
DIvIDenDs
During the year, the Company paid an interim dividend of 5 cents per share amounting to $55.4 million. The Board of Directors has proposed a final ordinary dividend of 6 cents per share and a special dividend of 15 cents per share, amounting to approximately $232.8 million. The proposal is subject to approval by shareholders of the Company.
FinanCial pOsitiOn
As at 31 March 2012, the equity attributable to the owners of the Company was $1,509.4 million, a slight decrease of 0.8% compared to $1,521.2 million a year ago. The drop was partly due to the payment of ordinary and special dividends totaling $188.5 million during the year. Total assets and liabilities of the Group declined due to the deconsolidation of the Daniels Group.
46
Financial Review
The Group has taken up a Japanese Yen loan of 7.8 billion to finance the acquisition of TFK in FY2010-11. This loan has been reclassified to long-term loan as the tenure has been extended to 5 years. As a result, total long-term liabilities of the Group increased 13.3% to $233.9 million. Group gearing (as measured by gross debt/equity) was 0.10 times, down from 0.12 times a year ago.
Capital expenDituRe
The Group incurred $64.3 million on capital expenditure, a decrease of $3.8 million or 5.6% over FY2010-11 capital expenditure of $68.1 million. The expenditure was mainly in both fixed and mobile ground support equipment and office fittings and fixtures.
CasH FlOWs
Group operating cash inflow was $168.1 million, a drop of 16.0% mainly due to the divestment of the Daniels Group and higher working capital requirement to support increased business volumes. Cash inflow from investing activities of $224.4 million was boosted by the net proceeds of $285.3 million from the sale of Daniels Group. Cash outflow from financing activities increased to $215.9 million primarily due to the payment of ordinary and special dividends of $188.5 million during the year. As a result, the Groups cash and cash equivalent increased to $470.1 million as at 31 March 2012. Group free cash flow (as measured by cash from operating activities less cash purchases of capital expenditure) generated during the year was $103.7 million.
capital expenditure
($m) 80 70 60 50 40 30 20 10 0 FY2007-08 FY2008-09 FY2009-10 FY2010-11 FY2011-12 20.6 32.7 64.1 68.1
Cash Flows
($m) 250 64.3 200 150 100 50 0 -50 -100 -150 -200 -250 Operating Activities Investing Activities (215.9) Financing Activities (94.7) (2.0) 200.2 168.1 224.4
FY2010-11
FY2011-12
47
Financial Review
vaLue aDDeD
The value added of the Group was $1,014.7 million, an increase of $97.8 million or 10.7% compared to the preceding year. $676.3 million (66.7%) went to salaries and other staff costs while shareholders received $188.5 million in dividends. Interest on borrowings and corporate tax accounted for $2.9 million (0.29%) and $51.8 million (5.1%) respectively. $95.2 million (9.4%) was retained for future capital requirements.
vaLue aDDeD statement

2011-12 $ million ^ 2010-11 $ Million ^ 2009-10 $ Million ^ 2008-09 $ Million ^ 2007-08 $ Million ^
total Revenue Less: Purchase of goods and services Add/(less): Interest income Share of profit before tax of associates/joint ventures Amortisation of deferred income Gain on disposal of property, plant and equipment Income from long term investments Exceptional items * Total value added available for distribution Applied as follows: To employees - Salaries and other staff costs To government - Corporate taxes ** To supplier of capital - Dividends - Interest on borrowings Retained for future capital requirements - Depreciation & amortisation - Non-controlling interests - Retained profits total value added Value added per $ revenue Value added per $ employment cost Value added per $ investment in fixed assets
1,871.6 920.9 950.7 1.1 55.5 0.7 0.1 1.2 5.4 1,014.7
1,729.1 876.0 853.1 0.5 61.2 0.9 0.2 1.0 916.9
1,538.9 780.0 758.9 0.6 41.9 0.9 0.5 _ 802.8
1,062.1 442.2 619.9 6.9 22.2 (0.5) 0.5 (9.7) 639.3
958.0 355.9 602.1 15.7 44.7 1.4 0.2 1.1 17.3 682.5
676.3 51.8 188.5 2.9 108.6 4.1 (17.5) 1,014.7 0.54 1.50 0.67
572.5 53.7 143.5 2.8 96.1 0.4 47.9 916.9 0.53 1.60 0.58
483.4 40.9 118.9 5.3 90.8 0.9 62.6 802.8 0.52 1.66 0.58
384.5 35.0 151.1 6.7 64.6 1.7 (4.3) 639.3 0.60 1.66 0.47
368.4 53.5 140.0 6.2 59.2 0.3 54.9 682.5 0.71 1.85 0.53
* **
Includes the results of Daniels Group classified as (Loss)/Profit from discontinued operations, net of tax, on the face of the Income Statement. Exceptional items refer to one-off adjustments for the write-back of retirement benefit plan obligations of $10.1 million, gain on early termination of sale and leaseback arrangement of $0.8 million, and the loss on divestment of Daniels Group of $5.5 million. Includes share of tax of associates and joint ventures.
48
Financial Review
staFF stRengtH anD pRODuCtiVitY

The Groups average staff strength was 14,605, an increase of 10.2% over the preceding year. The increase was mainly due to the inclusion of TFK and to support organic business growth. The breakdown of the average staff strength is as follows:
2011-12 2010-11 Change %
Gateway services Food solutions Corporate total
7,701 6,569 335 14,605
7,138 5,807 305 13,250
7.9% 13.1% 9.8% 10.2%
Staff productivity, as measured by value added per employee, increased 4% to $69,475, while value added per dollar of employment cost decreased by 6.3% to $1.50. This was mainly due to higher average headcount and increases in mandatory statutory contributions including CPF and foreign worker levy. Staff costs per employee increased 7.2%.
productivity analysis 2011-12 2010-11 2009-10 2008-09 2007-08
Value added ($ million) Value added per employee ($) Value added per $ employment cost (times) Revenue per employee ($) Staff costs per employee ($) **
** Staff costs excludes cost of contract labour
1,014.7 69,475 1.50 128,148 46,305
916.9 69,200 1.60 130,500 43,212
802.8 67,283 1.66 128,974 40,533
639.3 69,524 1.66 115,495 41,814
682.5 85,979 1.85 120,961 46,410
group Value added productivity Ratios

($m) 1050 1000 950 900 850 800 750 700 650 600 FY2007-08 FY2008-09 FY2009-10 FY2010-11 FY2011-12 (Ratio) 2.0 1.8 1.6 1.4 1.2 1.0 0.8 0.6 0.4 0.2 0.0
(No. of Staff) 15000 12500 10000 7500 5000 2500 0
group staff strength and productivity

($000) 140 120 100 80 60 40 20 0
FY2007-08 FY2008-09 FY2009-10 FY2010-11 FY2011-12
Value added ($ Million) Value added per $ revenue Value added per $ investment in fixed assets Value added per employment cost
Average number of employees Value added per employee ($000) Staff costs per employee ($000) Revenue per employee ($000)
49
Financial Review
eCOnOmiC Value aDDeD (eVa)

The EVA of the Group was $42.7 million. This is $25.6 million or 37.5% lower than the preceding financial year. The drop was mainly due to lower operating profit, share of profit from the Associates/Joint Ventures and higher cost of capital.
sHaRe Capital anD emplOYee sHaRe-BaseD inCentiVe plans

The issued and paid-up capital of the Company increased from $324,743,321 as at 31 March 2011 to S$326,229,261 as at 31 March 2012. The increase was due to new ordinary shares issued pursuant to the exercise of share options granted under the SATS Employee Share Option Plan. During the year, the Company purchased 500,000 of its issued shares and held these as treasury shares (2011: 500,000). The Company issued 774,423 treasury shares on vesting of share-based incentive plans during the year. The number of treasury shares held as at 31 March 2012 was 225,577 (2011: 500,000).
employee share Option plan
The Company has ceased to issue further grants of share options since the last grant in July 2008. During the year, 662,200 share options were exercised by the employees. As at 31 March 2012, there were 32,177,075 unexercised options.
Restricted share plan (Rsp) and performance share plan (psp)
Senior management staff are eligible to participate in two share-based incentive plans, the RSP and PSP, which were approved by the shareholders of the Company on 19 July 2005.
for grants prior to fY2010-11
Depending on the achievement of pre-determined targets over a two-year period for the RSP and a three-year period for the PSP, the final number of restricted shares and performance shares awarded could range between 0% and 150% of the initial grant of the restricted shares and between 0% and 200% of the initial grant of the performance shares.
for grants in fY2010-11 & fY2011-12
RSP award is subject to yearly financial achievement and has an equal vesting period over a four-year period. The number of restricted shares awarded is based on individual performance. PSP is subject to specified performance conditions over a three-year period and the final number of performance shares awarded could range from 0% to 200% of the initial grant of the performance shares. As at 31 March 2012, the number of outstanding shares granted under the Companys RSP and PSP were 1,983,600 and 1,090,000 respectively.
50
Five-Year Group Financial and Operational Summary
2011-12
2010-11 (Restated) **
2009-10
2008-09
2007-08
Consolidated income statement (s$ million) total revenue Continuing operations Discontinued operations total expenditure Continuing operations Discontinued operations Operating profit Continuing operations Discontinued operations Profit before tax Continuing operations Discontinued operations Profit after tax Continuing operations Discontinued operations Profit attributable to owners of the Company Continuing operations Discontinued operations statements of Financial position (s$ million) Equity Holders Funds Non-Controlling Interests Total Equity Fixed Assets Investment Properties Other non-current assets Current assets Total Assets Long-term liabilities Current liabilities Total Liabilities net assets 1,509.4 106.8 1,616.2 653.8 13.5 624.0 831.2 2,122.5 234.0 272.3 506.3 1,616.2 1,521.2 98.6 1,619.8 741.9 16.2 874.2 687.6 2,319.9 206.5 493.6 700.1 1,619.8 1,481.8 18.3 1,500.1 594.4 6.5 822.5 485.7 1,909.1 131.7 277.3 409.0 1,500.1 1,398.1 18.3 1,416.4 608.4 7.0 839.4 600.4 2,055.2 146.0 492.8 638.8 1,416.4 1,383.9 4.0 1,387.9 564.8 358.1 926.6 1,849.5 277.9 183.7 461.6 1,387.9 1,871.6 1,685.4 186.2 1,705.9 1,516.4 189.5 165.7 169.0 (3.3) 212.5 221.8 (9.3) 175.0 185.1 (10.1) 1,729.1 1,357.8 371.3 1,544.6 1,188.8 355.8 184.5 169.0 15.5 245.5 216.7 28.8 191.8 179.8 12.0 1,538.9 1,172.8 366.1 1,354.5 1,006.9 347.6 184.4 165.9 18.5 223.0 194.0 29.0 182.1 166.7 15.4 1,062.1 999.8 62.3 891.2 833.6 57.6 170.9 166.2 4.7 183.5 170.4 13.1 148.5 145.2 3.3 958.0 958.0 783.7 783.7 174.3 174.3 248.7 248.7 195.2 195.2 -
170.9 181.0 (10.1)
191.4 179.4 12.0
181.2 165.8 15.4
146.8 143.5 3.3
194.9 194.9 -
**
Certain items have been restated following finalisation of purchase price allocation of subsidiaries acquired during FY2010-11.
51
Five-Year Group Financial and Operational Summary
2011-12
2010-11 (Restated) **
2009-10
2008-09
2007-08
Cash Flows statement (s$ million) Cash flows from operations Free cash flow Capital expenditure profitability Ratios (%) Return on equity Return on total assets Net margin Debt Equity Ratio (times) Economic value added (EVA) ($ million) productivity and employee Data Value added ($ million) Value added per employee ($) Value added per $ employment cost (times) Revenue per employee ($) Staff costs per employee ($) Average number of employees per share Data (cents) Earnings after tax - Basic - Diluted Net assets value per share Interim dividend Final and Special dividends # Dividend cover (times) Dividend payout (%) Operating statistics Airfreight throughput (million tonnes) Passengers served (million) Inflight meals prepared (million) * Flights handled (thousand) 1.50 37.92 26.50 115.19 1.49 35.38 25.06 103.73 1.41 32.99 23.47 96.28 1.46 30.91 25.19 88.16 1.57 31.65 25.72 85.95 15.4 15.4 136.1 5.0 21.0 0.6 168.6 17.4 17.3 137.3 5.0 12.0 1.0 98.4 16.7 16.7 136.9 5.0 8.0 1.3 78.5 13.6 13.6 129.5 4.0 6.0 1.4 73.6 18.2 17.9 128.6 4.0 10.0 1.3 77.5 1,014.7 69,475 1.50 128,148 46,305 14,605 916.9 69,200 1.60 130,500 43,212 13,250 802.8 67,283 1.66 128,974 40,533 11,932 639.3 69,524 1.66 115,495 41,814 9,196 682.5 85,979 1.85 120,961 46,410 7,938 11.3 7.9 9.4 0.10 42.7 12.7 9.1 11.1 0.12 68.3 12.6 9.2 11.8 0.02 67.2 10.6 7.6 14.0 0.18 26.2 14.4 10.7 20.4 0.15 53.9 210.7 103.7 64.3 250.2 132.1 68.1 302.8 188.9 64.1 238.0 155.7 32.7 200.0 140.1 20.6
notes: 1 SATS financial year is from 1 April to 31 March. Throughout this report, all financial figures are stated in Singapore Dollars. 2 Return on equity is the profit attributable to owners of the Company expressed as a percentage of the average equity holders funds. 3 Debt equity ratio is gross debts divided by equity attributable to owners of the Company at 31 March. 4 Basic earnings per share is computed by dividing the profit attributable to owners of the Company by the weighted average number of fully paid shares in issue. 5 Diluted earnings per share is computed by dividing the profit attributable to owners of the Company by the weighted average number of fully paid shares in issue after adjusting for dilution of shares under the various employee share plans. 6 Net asset value per share is computed by dividing equity attributable to owners of the Company by the ordinary shares in issue at 31 March. 7 Dividend cover is profit attributable to owners of the Company divided by total dividend (net of tax). 8 Payout ratio is total dividend (net of tax) divided by profit attributable to owners of the Company. 9 Free cash flow comprises of cash flows from operating activities less cash purchases of capital expenditure.
* **
#
Refers to airline meals catered at Singapore Changi Airport but does not include meals sold on board low cost carriers. Certain items have been restated following finalisation of purchase price allocation of subsidiaries acquired during FY2010-11. Final and Special dividends for FY2011-12 are subject to shareholders approval at the forthcoming Annual General Meeting.
52
Corporate Governance Report

SATS Ltd. (sats or the Company) continually strives to maintain high standards of corporate governance within the Company and its subsidiaries (the Group) by promoting corporate performance and accountability to enhance long term shareholder value. This report (Report) describes SATS corporate governance policies and practices with specific reference to the principles and guidelines set out in the Code of Corporate Governance 2005 (the 2005 code). This Report has been structured in accordance with the sequence of principles and guidelines as set out in the 2005 Code.
pRinCiple 1: COmpanY tO Be HeaDeD BY an eFFeCtiVe BOaRD tO leaD anD COntROl tHe COmpanY
The Board is responsible to oversee the business, performance and affairs of the Group. Management has the role of ensuring that the day-to-day operation and administration of the Group are carried out in accordance with the policies and strategies determined by the Board, and in that respect, Management is fully accountable to the Board. The key functions of the Board are to: set the overall business strategies and directions of the Group to be implemented by Management, and to provide leadership and guidance to Management; set the Groups values and standards, and ensure that obligations to Shareholders and other stakeholders are met; monitor the performance of Management; oversee and conduct regular reviews of the business, financial performance and affairs of the Group; evaluate and approve important matters such as major investments, funding needs and expenditure; have overall responsibility for corporate governance, including the processes of evaluating the adequacy of internal controls, risk management, financial reporting and compliance; ensure communication with all stakeholders; and protect and enhance the reputation of the Group. The Board is supported in its functions by the following Board Committees which have been established to assist in the discharge of the Boards oversight function: Board Executive Committee; Audit Committee; Nominating Committee; Remuneration and Human Resource Committee; and Board Risk Committee.
53
The current members of the Board and their membership on the Board Committees of the Company are as follows:
Remuneration and Human Resource Committee
Board Member *
Board Membership
Board Executive Committee
Audit Committee
Nominating Committee
Board Risk Committee
Mr Edmund Cheng Wai Wing
Chairman and Independent Director Independent Director nonIndependent Director Independent Director Independent Director Independent Director nonIndependent Director Independent Director Independent Director Independent Director
Chairman
Chairman
Mr David Zalmon Baffsky Mr David Heng Chen Seng
Member Member
Chairman Member
Mr Alexander Charles Hungate1 Mr Nihal Vijaya Devadas Kaviratne CBE Mr Koh Poh Tiong2 Mr Ng Kee Choe3
Member Member Member Member Member Member Member
Mr Keith Tay Ah Kee Mr Yeo Chee Tong4 Mr Leo Yip Seng Cheong
Member
Chairman Member Member Member Chairman
Notes: * The Chairman and all members of the Board of Directors are non-executive. 1 Appointed as a Director on 27 July 2011, Mr Alexander Hungate was appointed as a member of the Remuneration and Human Resource Committee with effect from 1 August 2011. 2 Appointed as a Director on 1 November 2011, Mr Koh Poh Tiong was appointed as a member of the Audit Committee and a member of the Board Risk Committee with effect from 7 February 2012. 3 Mr Ng Kee Choe, a member of the Board Executive Committee and a member of the Remuneration and Human Resource Committee, will be retiring as a Director, member of the Board Executive Committee and member of the Remuneration and Human Resource Committee at the conclusion of the 39th AGM to be held on 26 July 2012 (39th agm). 4 Mr Yeo Chee Tong, Chairman of the Board Risk Committee and a member of the Nominating Committee, will be retiring as a Director, Chairman of the Board Risk Committee and member of the Nominating Committee at the conclusion of the 39th AGM.
Further details on each of the Board Committees along with a summary of their respective terms of reference can be found subsequently in this Report. Board meetings are scheduled in advance. In addition, ad hoc Board meetings are convened if and when there are pressing matters requiring the Boards deliberation and decision in between the scheduled meetings. Since 2003, the Board has also conducted annual Board Strategy meetings to have more focused discussions on key strategic issues facing the Group. The Companys Articles of Association (articles) allow Directors to participate in Board and Board Committee meetings by way of teleconference or video conference or other similar means of communication whereby all persons participating in the meeting are able to hear each other, without requiring their physical presence at the meeting. The Company has set up teleconference and video conference facilities to enable alternative means of participation in Board and Board Committee meetings. During FY2011-12, various Directors have participated in Board or Board Committee meetings by way of teleconference or video conference.
54
In respect of FY2011-12, a total of five Board meetings, including a three-day Board Strategy meeting, were held. The Directors attendance at Board and Board Committee meetings for FY2011-12 is set out below.
No. of Board and Board Committee meetings attended in FY2011-12 Board Executive Committee Remuneration and Human Resource Committee
Board
Audit Committee
Nominating Committee
No. of meetings held Board members Mr Edmund Cheng Wai Wing Mr David Zalmon Baffsky Mr Alexander Charles Hungate2 Mr Nihal Vijaya Devadas Kaviratne CBE3 Mr Koh Poh Tiong4 Mr Ng Kee Choe Mr Keith Tay Ah Kee5 Mr Yeo Chee Tong6 Mr Leo Yip Seng Cheong Mr Khaw Kheng Joo8 Dr Rajiv Behari Lall Mr Mak Swee Wah
9 10 7 1
5 5 5 4 3 5 2 5 5 5 5 2 0 1
6 6
3 3
4 4
2 3 1
Mr David Heng Chen Seng
3 1
5 4 4 2 2 1
3 2 3 1 3
Notes: 1 Appointed as Chairman of the Nominating Committee with effect from 1 August 2011. Mr Baffsky attended 2 out of 2 Nominating Committee meetings which were held during his term as Chairman of the Nominating Committee in FY2011-12. 2 Appointed as a Director on 27 July 2011 and as a member of the Remuneration and Human Resource Committee with effect from 1 August 2011. Mr Hungate attended 3 out of 3 Board meetings and 1 out of 1 Remuneration and Human Resource Committee meeting which were held during his term as a Director and a member of the Remuneration and Human Resource Committee respectively in FY2011-12. 3 Appointed as a member of the Board Risk Committee with effect from 1 August 2011. Mr Kaviratne attended 3 out of 3 Board Risk Committee meetings which were held during his term as a member of the Board Risk Committee in FY2011-12. 4 Appointed as a Director on 1 November 2011 and as a member of the Audit Committee and the Board Risk Committee with effect from 7 February 2012. Mr Koh attended 2 out of 2 Board meetings and 1 out of 1 Board Risk Committee meeting which were held during his term as a Director and a member of the Board Risk Committee respectively in FY2011-12. 5 Stepped down as a member of Nominating Committee on 1 August 2011. No Nominating Committee meeting was held during his term as a member of the Nominating Committee in FY 2011-12. Appointed as a member of the Board Executive Committee with effect from 1 August 2011. Mr Tay attended 4 out of 4 Board Executive Committee meetings which were held during his term as a member of the Board Executive Committee in FY 2011-12. 6 Stepped down as a member of the Audit Committee and the Remuneration and Human Resource Committee on 1 August 2011. Mr Yeo attended 2 out of 2 Audit Committee meetings and 2 out of 2 Remuneration and Human Resource Committee meetings which were held during his term as a member of the Audit Committee and a member of the Remuneration and Human Resource Committee respectively in FY 2011-12. Appointed as Chairman of the Board Risk Committee and a member of the Nominating Committee with effect from 1 August 2011. Mr Yeo attended 3 out of 3 Board Risk Committee meetings and 2 out of 2 Nominating Committee meetings which were held during his term as Chairman of the Board Risk Committee and a member of the Nominating Committee respectively in FY 2011-12. 7 Appointed as a member of the Nominating Committee with effect from 1 August 2011. Mr Yip attended 1 out of 2 Nominating Committee meetings which were held during his term as a member of the Nominating Committee in FY 2011-12. 8 Mr Khaw Kheng Joo had elected to retire from office at the last AGM. Mr Khaw attended 2 out of 2 Board meetings and 1 out of 2 Board Risk Committee meetings which were held during his term as a Director and a member of the Board Risk Committee respectively in FY 2011-12. 9 Dr Rajiv Behari Lall had retired from office at the last AGM. 10 Mr Mak Swee Wah had retired from office at the last AGM. Mr Mak attended 1 out of 2 Board meetings, 2 out of 2 Board Executive Committee meetings and 2 out of 2 Board Risk Committee meetings which were held during his term as a Director, a member of the Board Executive Committee and as Chairman of the Board Risk Committee respectively in FY 2011-12.
55
All members of the Board actively participate in Board discussions and helped to develop proposals on business strategies and goals for the Group. Board members meet regularly with Management, and review and monitor the performance of Management in meeting the goals and objectives set for them. The Board has adopted a set of guidelines on matters that require its approval, which include all matters of strategic importance, corporate governance practices, legal and regulatory compliance, risk management, maintenance of performance standards, corporate strategy, approval of business plans, approval of manpower establishment, operating and capital expenditure budgets, and approval and monitoring of major investment and strategic commitments.
Board executive Committee

The Board has delegated to the Board Executive Committee the function of reviewing and approving certain matters, which include, inter alia, guiding Management on business, strategic and operational issues, undertaking an initial review of the three to five-year forecast/business plans and annual capital and operating expenditure budgets for the Group, granting initial or final approval (depending on the value of the transaction) of transactions of the Company or its subsidiaries relating to the acquisition or disposal of businesses, assets or undertakings, joint ventures, mergers, amalgamations or similar corporate transactions, establishing bank accounts, granting powers of attorney, affixation of the Companys seal, and nominating Board members to the Companys subsidiaries and associated companies. Minutes of the meetings of the Board Executive Committee are forwarded to all Directors for their information. The Board Executive Committee currently comprises the following four members: Mr Edmund Cheng Wai Wing, Chairman Mr David Heng Chen Seng, Member Mr Ng Kee Choe, Member Mr Keith Tay Ah Kee, Member The Board Executive Committee is required under its terms of reference to meet at least once in each financial year. The Board Executive Committee met six times in FY2011-12. Regular reports are presented to the Board Executive Committee at each meeting on the performance of the Groups subsidiaries, associated companies and joint ventures, and the operational performance of the Group. The President and Chief Executive Officer (pCeO), the General Counsel, the Chief Financial Officer (cfo) and the Executive Vice Presidents are usually invited and present at the meetings of the Board Executive Committee.
Orientation and training for Directors

Newly-appointed Directors undergo an orientation programme, which includes site visits and presentations by members of Management, to facilitate their understanding of the Groups businesses, operations and processes. In addition, all Directors are encouraged to attend relevant and useful seminars on leadership and industry-related matters, and corporate governance for their continuing education and skills improvement, conducted by external organisations, at the Companys cost. Each of the newly-appointed Directors is also sent a formal letter setting out directors duties and obligations. They are also provided with other materials relating to the Board and Board Committees, including terms of reference of the various Board Committees as well as relevant guidelines and policies.
pRinCiple 2: stROng anD inDepenDent element On tHe BOaRD tO exeRCise OBjeCtiVe juDGement
The present Board comprises all non-executive Directors. Of the 10 Directors, eight are considered by the Nominating Committee and the Board to be independent Directors based on the 2005 Codes criteria for independence. The Board, through the Nominating Committee, reviews the structure, size and composition of the Board. The Nominating Committee has developed a set of principles to guide it in carrying out its responsibilities of reviewing and determining an appropriate Board size and composition. The Nominating Committee reviews the composition of the Board to ensure that
56
the Board comprises Directors who as a group provide core competencies, such as accounting or finance, legal, business or management (including human capital development and management) experience, industry knowledge, strategic planning experience, and customer-based experience or knowledge, required for the Board to be effective. As part of the Boards continuing review of the Board size and composition, on the recommendation of the Nominating Committee, the Board approved the appointment of Mr Koh Poh Tiong as a Director of the Company in November 2011, to supplement and strengthen the collective competency of the Board. The Nominating Committee is currently considering the appointment of additional directors with specific areas of expertise to supplement and strengthen the collective competency of the Board as well as for Board rejuvenation. To facilitate open discussion and review on the effectiveness of Management, the Board members meet up from time to time for informal discussions prior to the scheduled Board meetings, without Management being present.
pRinCiple 3: ROles OF tHe CHaiRman anD CHieF exeCutiVe OFFiCeR tO Be sepaRate tO ensuRe a BalanCe OF pOWeR anD autHORitY
The roles of the Chairman and the PCEO are clearly separated to ensure appropriate check and balance, increased accountability and greater capacity of the Board for independent decision-making. The Chairman and the PCEO are not related to each other, and further, the PCEO is not a member of the Board. The Chairman of the Board continues to lead the Board to ensure its effectiveness on all aspects of its role and sets its agenda, guides the dissemination of accurate, timely and clear information amongst Board members, promotes effective communication with Shareholders, encourages constructive relations between the Board and Management, facilitates the effective contributions of the Directors, encourages constructive relations amongst all Directors and promotes high standards of corporate governance.
pRinCiple 4: FORmal anD tRanspaRent pROCess FOR appOintment OF neW DiReCtORs nominating Committee
The Board has established a Nominating Committee with written terms of reference which include the following: reviewing and making recommendations to the Board on the structure, size and composition of the Board; making recommendations to the Board regarding the process for identification and selection of new Directors; making recommendations to the Board on re-nominations and re-elections of existing Directors; evaluating the independence of Directors on an annual basis; determining if Directors who hold directorships on other boards are able to and have been adequately carrying out their duties as Directors of the Company; and doing all things as may form part of the responsibilities of the Nominating Committee under the provisions of the 2005 Code. The Nominating Committee currently comprises the following three members, all of whom (including the Chairman) are independent Directors: Mr David Zalmon Baffsky, Chairman Mr Yeo Chee Tong, Member Mr Leo Yip Seng Cheong, Member The Chairman of the Nominating Committee is not directly associated with Temasek Holdings (Private) Limited (temasek), a substantial shareholder of the Company. Under the 2005 Code, a director will be considered directly associated with a substantial shareholder when the director is accustomed or under an obligation, whether formal or informal, to act in accordance with the directions, instructions or wishes of the substantial shareholder. The Nominating Committee is required by its terms of reference to hold meetings at least once a year. It held two meetings in FY2011-12.
57
Re-nomination and re-election of Directors

Details of the Directors dates of first appointment to the Board and last re-election as Directors are indicated below:
Name of Director Position Held on the Board Date of First Appointment to the Board Date of Last-Re-election as a Director
Mr Edmund Cheng Wai Wing1 Mr David Zalmon Baffsky2 Mr David Heng Chen Seng3 Mr Alexander Charles Hungate Mr Nihal Vijaya Devadas Kaviratne CBE Mr Koh Poh Tiong4 Mr Ng Kee Choe
5
Chairman Director Director Director Director Director Director Director Director Director
22 May 2003 (as Director and Chairman) 15 May 2008 15 October 2009 27 July 2011 (appointed at the Companys 38th AGM) 30 July 2010 1 November 2011 1 March 2000 26 July 2007 19 May 2006 1 September 2010
30 July 2010 Re-appointed on 27 July 2011 30 July 2010 Not Applicable Not Applicable Not Applicable 28 July 2009 30 July 2010 27 July 2011 27 July 2011
Mr Keith Tay Ah Kee Mr Yeo Chee Tong6 Mr Leo Yip Seng Cheong
note: 1 Mr Edmund Cheng Wai Wing, who will retire by rotation pursuant to Article 83 and has indicated his willingness to stand for re-election, will be standing for re-election at the 39th AGM. Mr Cheng is considered by the Nominating Committee to be an independent Director. Mr Cheng is the Chairman of the Board of Directors and Chairman of both the Board Executive Committee and the Remuneration and Human Resource Committee. 2 Mr David Zalmon Baffsky, who will be retiring pursuant to Section 153(6) of the Companies Act and has indicated his willingness to stand for re-appointment, will be standing for re-appointment pursuant to Section 153(6) of the Companies Act (Cap. 50) at the Companys 39th AGM. Mr Baffsky is regarded by the Nominating Committee to be an independent Director. Mr Baffsky is the Chairman of the Nominating Committee and a member of the Audit Committee. 3 Mr David Heng Chen Seng, who will retire by rotation pursuant to Article 83 and has indicated his willingness to stand for re-election, will be standing for reelection at the 39th AGM. Mr Heng is considered by the Nominating Committee to be non-independent. Mr Heng is a member of both the Board Executive Committee and the Board Risk Committee. 4 Mr Koh Poh Tiong, who will retire pursuant to Article 90, has indicated his willingness to stand for re-election, will be standing for re-election at the 39th AGM . Mr Koh is considered by the Nominating Committee to be an independent Director. Mr Koh Poh Tiong is a member of both the Audit Committee and the Board Risk Committee. 5 Mr Ng Kee Choe, who will retire by rotation pursuant to Article 83, will be retiring and will not be standing for re-election at the 39th AGM. Mr Ng is a member of both the Board Executive Committee and the Remuneration and Human Resource Committee. 6 Mr Yeo Chee Tong has elected to retire from office at 39th AGM. Mr Yeo is the Chairman of the Board Risk Committee and a member of the Nominating Commettee.
The Articles require one-third (or the number nearest one-third rounded upwards to the next whole number) of the Directors for the time being to retire from office at each Annual General Meeting (aGm). Retiring Directors are selected on the basis of those who have been longest in office since their last election, and as between those persons who became Directors on the same day, they will be selected by agreement or by lot. They are eligible for re-election under the Articles. All Directors are required to retire from office at least once every three years. All new Directors appointed by the Board during the financial year shall only hold office until the next AGM and be eligible for re-election at that AGM. As required by law, a director who reaches the age of 70 years old is required to retire and stand for re-appointment at every AGM. The Directors standing for re-election pursuant to Article 83 at the 39th AGM are Mr Edmund Cheng Wai Wing and Mr David Heng Chen Seng. Mr Koh Poh Tiong is standing for re-election pursuant to Article 90. Mr David Zalmon Baffsky is standing for re-appointment pursuant to Section 153(6) of the Companies Act (Cap. 50). The Nominating Committee (after having taken into consideration the principles for the determination of the Board size and composition adopted by it) recommends their retirement, re-election and re-appointment, after assessing their contribution and performance (including attendance, preparedness, participation and candour) as Directors, and the Board has endorsed the recommendation. With effect from FY2010-11, newly appointed Directors would be appointed to serve an initial term of three years and such initial term of office may be renewed for a subsequent term or terms of up to a total of 6 years, expiring at the AGM of the Company
58
closest to the 6th anniversary of their initial appointment. The tenure of each Director would be considered at that juncture, taking into account the recommendations of the Nominating Committee and subject to the Boards approval.
annual independence review

The Nominating Committee is tasked to determine on an annual basis whether or not a Director is independent, bearing in mind the 2005 Codes definition of an independent director and guidance as to which existing relationships would deem a Director not to be independent. In this regard, the following Directors are regarded as non-independent Directors of the Company: Mr David Heng Chen Seng is the Senior Managing Director, Investment and Co-Head of SEA of Temasek, the largest single substantial shareholder of the Company. By reason of his employment with Temasek, Mr Heng is regarded as a nonindependent Director of the Company; and Mr Ng Kee Choe, who receives a monthly allowance from Temasek, for serving as a member of the Temasek Advisory Panel and, as such, is regarded as a non-independent Director of the Company. Except for the abovenamed Directors, all the other eight Directors on the Board are considered by the Nominating Committee and the Board to be independent Directors.
selection and appointment of new Directors

The Nominating Committee regularly reviews the existing attributes and competencies of the Board in order to determine the desired expertise or experience required to strengthen or supplement the Board. Such reviews assist the Nominating Committee in identifying and nominating suitable candidates for appointment to the Board. The Nominating Committee is in charge of making recommendations to the Board regarding the identification and selection of new Directors. Taking into consideration the desired qualifications, skill sets, competencies and experience which are required to supplement the Boards existing attributes, if need be, the Nominating Committee may seek assistance from external search consultants for the selection of potential candidates. Directors and Management may also put forward names of potential candidates, together with their curriculum vitae, for consideration. The Nominating Committee, together with the Chairman of the Board, then meet with the short-listed candidates to assess their suitability, before submitting the appropriate recommendations as to the appointment of any candidate to the Board for its approval.
Key information regarding the Directors

More information on each of the Directors, their respective backgrounds (such as academic and professional qualifications) and fields of expertise as well as their present and past directorships or chairmanships in other listed companies and other major appointments over the preceding three years can be found in the Board of Directors section of this Annual Report. Information on their shareholdings in the Company can be obtained in the Report by the Board of Directors in the Financials section of this Annual Report.
pRinCiple 5: FORmal assessment OF eFFeCtiVeness OF tHe BOaRD

The Board has implemented a process for assessing the effectiveness of the Board as a whole, with the objective of continuous improvement. A consulting firm specialising in Board evaluation and human resource assists the Board in the design and implementation of the process, comprising two parts a structured qualitative assessment of the functioning of the Board and a review of selected financial performance indicators. Both sets of performance criteria, recommended by the consultants, have been adopted by the Nominating Committee and the Board. The qualitative assessment process utilises a set of confidential questionnaires submitted by each Director individually. As for the quantitative performance criteria, the Board has adopted, in line with the 2005 Code, performance criteria comprising the Companys share price performance over a five-year period vis--vis The Straits Times Index, return on assets, return on equity, return on investment, and economic value added over the preceding five years for the collective Board evaluation.
59
A process for individual Director assessment and feedback is in place. Other than the collective Board evaluation exercise, the Chairman meets with each Director in a private session to discuss and evaluate the individual performance of the Director. These one-to-one sessions provide a forum for the Chairman to raise and address with each Director, in a conducive setting, issues or matters pertaining to the Board and the individual Directors performance on the Board, and for free and constructive dialogue on an individual basis. It also enables the Chairman and each Director, respectively, to give mutual feedback on individual performance of the Director as well as the Chairman, in order to identify areas for individual improvement as well as to assess how each Director may contribute more effectively to the collective performance of the Board (and, in the case of the Chairman, enhance the leadership of the Board).
pRinCiple 6: BOaRDs aCCess tO inFORmatiOn

The Board is issued with detailed Board papers by Management giving the background, explanatory information, justification, risks and mitigation for each decision and mandate sought by Management, including, where applicable, relevant budgets, forecasts and projections, and issues being dealt with by Management. Information papers on material matters and issues being dealt with by Management, and quarterly reports on major operational matters, market updates, business development activities and potential investment opportunities, are also circulated to the Board. In addition, various Board Committees receive minutes and reports from Management relating to their specific areas of oversight, which may contain more detailed and specific information. As part of good corporate governance, Board papers for decision or discussion at Board meetings are circulated, to the extent practicable, a reasonable period in advance of the meetings for Directors review and consideration, and key matters requiring decision are largely reserved for resolution at Board meetings rather than by circulation to facilitate discussion. The detailed agenda of each Board meeting, prepared by Management and approved by the Chairman, contain specific matters for the decision and information of the Board. The Board has separate access to the PCEO, CFO, General Counsel and other key Management, as well as the Companys internal and external auditors. Queries by individual Directors on circulated papers are directed to Management who will respond accordingly. Where relevant, Directors queries and Managements responses are circulated to all Board members for their information. The Directors also have separate and independent access to the Company Secretary*. The Company Secretary attends all Board meetings and minutes the proceedings. The role of the Company Secretary has been defined by the Board to include supervising, monitoring and advising on compliance by the Company with its Memorandum and Articles of Association, laws and regulations, and the Listing Manual of the Singapore Exchange Securities Trading Limited (sGx-st); communicating with relevant regulatory authorities and bodies and Shareholders on behalf of the Company; and performing such other duties of a company secretary, as required under laws and regulations or as specified in the Listing Manual or the Articles, or as required by the Chairman of the Board or the Chairman of any Board Committee or the Directors (or any of them), as the case may be. In addition, the Company Secretary assists the Chairman to ensure that there is good information flow within the Board and the Board Committees, and between Management and the Directors. The Company Secretary facilitates orientation and assists with professional development of the Directors as may be required. The appointment and removal of the Company Secretary are subject to the approval of the Board. There is also a Board-endorsed procedure for Directors, either individually or collectively, in furtherance of their duties, to take independent professional advice, if necessary, at the Companys expense.
Includes the Assistant Company Secretary
60
pRinCiple 7: FORmal anD tRanspaRent pROCeDuRes FOR DeVelOping RemuneRatiOn pOliCies Remuneration and Human Resource Committee
The Board has established a Remuneration and Human Resource Committee. The Remuneration and Human Resource Committee currently comprises the following four members, all of whom are non-executive Directors and of which the majority, including the Chairman, are considered by the Nominating Committee and the Board to be independent Directors: Mr Edmund Cheng Wai Wing, Chairman Mr Alexander Charles Hungate, Member Mr Ng Kee Choe, Member Mr Leo Yip Seng Cheong, Member The Remuneration and Human Resource Committee is required by its terms of reference to meet at least twice each financial year, with additional meetings to be convened as and when required. The Committee convened three meetings in FY2011-12. The written terms of reference of the Remuneration and Human Resource Committee include the following: reviewing and recommending the remuneration framework for the Board (including Directors fees and allowances); overseeing the terms of appointment, scope of duties and remuneration of the PCEO, as well as any other appointment of equivalent seniority to the PCEO within the Company, and the remuneration packages of those occupying the position of Senior Vice President and above within the Group; implementing and administering the Companys Employee Share Option Plan, the Restricted Share Plan and the Performance Share Plan (collectively, the share plans) in accordance with the prevailing rules of the Share Plans, requirements of the SGX-ST and applicable laws and regulations; overseeing the recruitment, promotion and distribution of staff talent within the Group; reviewing, overseeing and advising on the structure, organisation and alignment of the functions and management of the Group; reviewing succession planning of the Group; overseeing industrial relations matters; and doing all other things and exercising all other discretions as may form part of responsibilities of a remuneration committee under the provisions of the 2005 Code. More details of each of the Share Plans can be found in the Annexure to this Report, and also in the Report by the Board of Directors in the Financials section of this Annual Report. The Remuneration and Human Resource Committees recommendations regarding Directors remuneration have been submitted to, and endorsed by, the Board. Where required, the Remuneration and Human Resource Committee has access to expert advice in the field of executive compensation outside the Company.
61
pRinCiple 8: leVel OF DiReCtORs RemuneRatiOn sHOulD Be appROpRiate tO attRaCt, RetaIn anD motIvate But not Be excessIve
Every Director will receive a basic fee. In addition, he will receive a Chairmans fee if he is the Chairman of the Board, as well as the relevant Board Committee fee (depending on whether he served in the capacity as the Chairman or a member of the relevant Board Committee) for each position he held on a Board Committee, during FY2011-12. If he occupied a position for part of a financial year, the fee payable would be prorated accordingly. Each Director would also receive an attendance fee for each Board meeting and Board Committee meeting attended by him during the financial year, on account of the time and effort of each of the Directors to avail himself for Board and Board Committee meetings. The attendance fees for Board and Board Committee meetings vary according to whether these meetings were held in the state/country in which the Director is ordinarily resident and whether the Director is attending in person or via teleconference/video conference. Payment of competitive and equitable remuneration would better serve the Companys need to attract and retain Directors with the necessary experience and capabilities and desired attributes who can contribute to the Companys future development and growth. The Board believes that the existing fee structure is appropriate to the level of contribution, taking into account factors such as effort and time spent and responsibilities of the Directors. The proposed scale of Directors fees for financial year ending 31 March 2013 is the same as that of FY2011-12.
Types of Appointment Scale of Directors fees (FY2012-13)
Board of Directors Basic fee Board Chairmans fee Board Deputy Chairmans fee audit Committee Committee Chairmans fee Members fee Board executive Committee Committee Chairmans fee Members fee Other Board Committees Committee Chairmans fee Members fee Board meeting attendance fee Attendance via teleconference/videoconference Attendance in person in home city (up to 4 hours for travel within home city) Attendance in person outside home city Board Committee meeting attendance fee Attendance via teleconference/videoconference Attendance in person in home city (up to 4 hours for travel within home city) Attendance in person outside home city
S$ 45,000 40,000 30,000 30,000 20,000 30,000 10,000 20,000 10,000 1,000 2,500 5,000 500 1,200 2,500
62
pRinCiple 9: DisClOsuRe On RemuneRatiOn pOliCY, leVel anD mix OF RemuneRatiOn, anD pROCeDuRe FOR setting RemuneRatiOn Directors remuneration
Based on the scale of fees approved by the Shareholders at the last AGM, the Directors remuneration paid out for FY2011-12 amounted to S$965,074. The composition of the remuneration of the Directors for FY2011-12 is as follows:
Directors Fee (%) Salary (%) Benefits (%) Total (%)
Below $250,000 Mr Edmund Cheng Wai Wing Mr David Zalmon Baffsky Mr David Heng Chen Seng Mr Alexander Charles Hungate1 Mr Nihal Vijaya Devadas Kaviratne CBE Mr Koh Poh Tiong Mr Ng Kee Choe Mr Keith Tay Ah Kee Mr Yeo Chee Tong Mr Leo Yip Seng Cheong Mr Khaw Kheng Joo Dr Rajiv Behari Lall
3 3 2
100 100 100 100 100 100 100 100 100 100 100 100 100
100 100 100 100 100 100 100 100 100 100 100 100 100
Mr Mak Swee Wah3
Notes: 1 Appointed as a Director on 27 July 2011, and appointed as a member of the Remuneration and Human Resource Committee with effect from 1 August 2011. Mr Hungate has declined any fees for his role as a Director of SATS. 2 Appointed as a Director on 1 November 2011 and appointed as a member of both the Audit Committee and Board Risk Committee with effect from 7 February 2012. 3 Mr Khaw Kheng Joo, Dr Rajiv Lall and Mr Mak Swee Wah retired as Directors of the Company on 27 July 2011.
Since the 2010 AGM, with a view to ensuring that the Company offers more timely remuneration to attract high-calibre Directors, the Company will again be seeking the approval of the Shareholders at the 39th AGM to approve the payment of Directors fees up to a stipulated amount for FY2012-13 so that Directors fees can be paid in arrears on a half-yearly basis during the course of the financial year.
Key executives remuneration

The Companys key executives remuneration system is designed to include long-term incentives to allow the Company to better align executive compensation with creating more value for the Shareholders. The key executives remuneration system includes the components of variable bonus and share awards under the SATS Restricted Share Plan (sats Rsp) and/or the SATS Performance Share Plan (sats psp), in addition to fixed basic salary and fixed allowances. SATS considers the PCEO and his direct reports as its key executives. With the introduction of share awards under the SATS RSP and the SATS PSP for staff of managerial grade and above in the Company, including key executives, in 2006, the Company had phased out the award of employee share options under the Senior Executive Share Option Scheme (one of the two schemes under the SATS Employee Share Option Plan (esOp) which was adopted by the Company in 2000) as part of the key executives remuneration system with effect from FY2007-08.The final grant of share options for all employees other than senior executives under the ESOP was made in July 2008. The payment of variable bonuses and grants of share awards under the SATS RSP and the SATS PSP are in turn dependent on the Companys financial performance as well as the key executives individual performance through their achievement of certain key performance indicators set for them.
63
Remuneration Band1 Salary (%)
Bonuses2 Fixed (%) Variable (%) Benefits (%) total (%)
Award under SAtS RSp3
Award under SAtS pSp3
Tan Chuan Lye Lim Chuang Ferry Chung Qing An Yacoob Bin Ahmed piperdi Poon Choon Liang
4
$500,001 to $750,000 $250,001 to $500,000 $250,001 to $500,000 $250,001 to $500,000 $250,001 to $500,000
70 69 87 72 66
5 6 4 6 6
17 11 2 12 22
8 14 7 10 6
100 100 100 100 100
37,800 14,400 180,000 9,000 18,000
63,000 31,500 20,700 28,800
Notes: 1 Remuneration bands as indicated do not include the value of any awards granted under the SATS RSP and/or the SATS PSP. 2 Includes actual performance bonus paid for FY2010-11. 3 Denotes the base awards of shares granted under the SATS RSP and the SATS PSP for FY2011-12 on 3rd August 2011. The number of shares awarded to recipient under the SATS RSP will vest in the award holder over a four-year period; there will be no performance conditions for vesting. The final number of shares awarded to the recipient under the SATS PSP could range between 0% to 200% of the base award; these awards of PSP shares will vest in the award holder subject to the achievement of pre-determined targets over a three-year period. 4 Mr Ferry Chung joined SATS on 1 August 2011. He was granted a base award under the SATS RSP for FY2011-12 on 1st August 2011. The number of shares awarded to him under the SATS RSP will vest in the award holder over a four-year period; there will be no performance conditions for vesting.
None of the immediate family members of a Director or of the PCEO was employed by the Company or its related companies at a remuneration exceeding S$150,000 during FY2011-12. Further details regarding each of the Share Plans are provided in the Annexure to this Report, and also in the Report of the Board of Directors and Notes to Financial Statements in the Financials section of this Annual Report.
pRinCiple 10: BOaRD is aCCOuntaBle tO sHaReHOlDeRs anD management is aCCOuntaBle tO tHe BOaRD, tO pROViDe inFORmatiOn / assessment On tHe COmpanYs peRFORmanCe, pOsitiOn anD pROspeCts
Shareholders are presented with the quarterly and full-year financial results within 45 days of the end of each of the first three quarters and 60 days of the end of the financial year (as the case may be). Through the release of its financial results, the Board aims to present the Shareholders with a balanced and understandable assessment of SATS performance, position and prospects. The Company has in place a process to support Managements representations to the Board on the integrity of the Groups financial statements and internal control systems in relation to the requirement under the Listing Manual of the SGX-ST for the Board to issue a negative assurance statement that accompanies the Companys announcement of its quarterly and full year financial statements. Monthly management accounts of the Group (covering, inter alia, consolidated unaudited profit and loss accounts, revenue breakdown by client, consolidated balance sheet and explanatory notes explaining any variance) are circulated to the Board for their information.
64
pRinCiple 11: estaBlisHment OF auDit COmmittee WitH WRitten teRms OF ReFeRenCe audit Committee
The Audit Committee currently comprises the following four members all of whom are independent Directors: Mr Keith Tay Ah Kee, Chairman Mr David Zalmon Baffsky, Member Mr Nihal Vijaya Devadas Kaviratne CBE, Member Mr Koh Poh Tiong, Member The Board is of the view that the members of the Audit Committee have the necessary and appropriate expertise and experience to discharge their duties as the Audit Committee. The Audit Committee has explicit authority to investigate any matter within its terms of reference, full access to and co-operation of Management, and full discretion to invite any Director or executive officer to attend its meetings. It also has reasonable resources to discharge its functions. Under the terms of reference of the Audit Committee, its responsibilities include the review of the following: quarterly and full-year financial statements and financial announcements as required under the Listing Manual of the SGX-ST; the audit plan, the external auditors management letter and the scope and results of the external audit; independence and objectivity of the external auditors, their appointment and reappointment and audit fee; adequacy of resources for the internal audit function, ensuring it has appropriate standing within the Company and has a primary line of reporting to the Chairman of the Audit Committee (with secondary administrative reporting to the PCEO). KPMG llp (Kpmg) had been engaged to supplement the internal audit function since 4Q FY2010-11. The Company will continue to engage KPMG to supplement its internal audit function in FY2012-13; adequacy of the internal audit function, scope of internal audit work and audit programme; major findings on internal audit during the year and Managements responses thereto, difficulties encountered during the course of the audit, significant changes to the audit programme and compliance with relevant professional internal audit standards, with the Internal Audit and Management; effectiveness of the Companys material internal controls, with Management and the internal and/or external auditors on an annual basis; suspected fraud or irregularity or suspected infringement of any Singapore law, rule or regulation of which the Audit Committee is aware, which has or is likely to have a material impact on the Companys or Groups operating results or financial position, and the findings of any internal investigations and Managements response thereto; and interested person transactions as required under the Listing Manual of the SGX-ST and the Companys Shareholders mandate for interested person transactions. The Audit Committee is also tasked to perform all other functions and responsibilities of an audit committee that may be imposed by the Companies Act, the Listing Manual of the SGX-ST, the 2005 Code and other relevant laws and regulations. The Audit Committee is required by its terms of reference to meet at least four times a year, with the internal and external auditors of the Company present. The Audit Committee met four times in FY2011-12. The Audit Committee reviews the independence of the external auditors annually. It has also reviewed the nature and volume of non-audit services provided by its external auditors to the Group during FY2011-12, and the fees, expenses and emoluments paid or made to the external auditors and is satisfied that they have no significant impact on the independence and objectivity of the external auditors.
65
pRinCiple 12: sOunD sYstem OF inteRnal COntROls tO saFeguaRD sHaReHOlDeRs inVestments anD tHe COmpanYs assets
The Board recognises the importance of a sound system of internal controls to safeguard Shareholders interests and investments and the Groups assets, and to manage risks. The Board, through the Audit Committee, oversees and reviews the adequacy and effectiveness of the Groups internal control functions as well as assesses financial risks; and, through the Board Risk Committee, generally oversees and reviews the other risks faced by the Group.

The Board Risk Committee currently comprises the following three members, all of whom are non-executive Directors, and oversees and reviews the adequacy and effectiveness of the Groups risk management systems as well as its safety systems and programmes: Mr Yeo Chee Tong, Chairman Mr David Heng Chen Seng, Member Mr Nihal Vijaya Devadas Kaviratne CBE, Member Mr Koh Poh Tiong, Member The written terms of reference of the Board Risk Committee include the review of the following: adequacy of resources for the risk management functions and that they have appropriate standing within the Group; the risk management policies and practices and the types and level of risks faced by the Group; the activities of the SATS Group Risk Management Committee which is responsible for putting in place risk management processes and methodologies, identifying risks and instilling mitigation plans, updating risk registers and profiles; risk champions appointed by the respective operating units to drive risk management initiatives; the Groups safety system and programmes for effectiveness and compliance with regulatory requirements and best industry practices for food safety, workplace safety and occupational health; regular reports on safety, initiation of remedial actions and assessment of level of compliance with the safety management plan; food safety and accident investigation findings and implementation of recommendations by Management; and adequacy of insurance coverage for the Group. The Board Risk Committee is required by its terms of reference to meet at least four times a year. The Committee met five times in FY2011-12. The Internal Controls Statement section in this Annual Report sets out details of the Groups system of internal controls and risk management structure and processes, and the Boards views on the adequacy of the Groups internal controls.
Whistle-blowing policy
The Company has also put in place a Policy on Reporting Wrongdoing and hotline to report wrongdoing to institutionalise procedures on reporting possible improprieties involving the Group and for allowing independent investigation of such matters, and appropriate and consistent follow-up action. A dedicated email address and 24-hour hotline managed by an independent external service provider have been set up to allow employees who discover or suspect impropriety to report the same. All information received is treated confidentially. Results of the investigation would not be disclosed or discussed with anyone other than those who have a legitimate right to know. Anonymous complaints may be considered, taking into account factors such as the seriousness of the issues raised, the credibility of the concern and the likelihood of confirming the allegation from attributable sources.
66
Banking transaction procedures

Lenders to the Company are notified that all bank transactions undertaken by any member of the Group must be properly authorised, including the opening of new bank accounts and any proposed credit facilities. Each member of the Group has its own approval limits and procedures for every banking transaction, having regard to the nature of the transaction concerned. These approval limits and procedures are updated from time to time and are available on request. The bankers of each member of the Group have been advised to verify, in accordance with the verification process set out in the applicable procedures, that the transaction is properly authorised.
pRinCiple 13: inDepenDent inteRnal auDit FunCtiOn

For FY2011-12, the Companys internal audit function was undertaken by the Internal Audit department of the Company and KPMG. It is designed to provide reasonable assurance on the adequacy and effectiveness of controls over operations, reliability of financial information and compliance with the Companys policies and procedures, applicable laws and regulations. The internal auditors report directly to the Audit Committee. In situations where the audit work to be carried out by the internal auditors may potentially give rise to conflicts of interest, it will be brought to the attention of the Audit Committee. The Audit Committee may authorise such audit work to be carried out by an independent third party as it deems appropriate. The Internal Audit department meets all the Standards for the Professional Practice of Internal Auditing set by The Institute of Internal Auditors. KPMG had been engaged to supplement the internal audit function since 4Q FY2010-11. The Company will continue to engage KPMG to supplement its internal audit function in FY2012-13.
pRinCiple 14: RegulaR, eFFeCtiVe anD FaiR COmmuniCatiOn WitH sHaReHOlDeRs

The Company strives to convey to the Shareholders pertinent information in a clear, forthcoming, detailed and timely manner and on a regular basis, takes into consideration their views and inputs, and addresses Shareholders concerns. While the Companys Investor Relations department communicates with analysts regularly, the Company monitors the dissemination of material information to ensure that it is made publicly available on a timely and non-selective basis. Material information is published on SGXNET and on the Companys website (www.sats.com.sg), and where appropriate, through media releases. The Companys Investor Relations department manages the dissemination of corporate information to the media, the public, as well as institutional investors and public Shareholders, and promotes relations with and acts as a liaison point for such entities and parties. More details of the Companys investor relations programme can be found in the Investor Relations section of this Annual Report.
pRinCiple 15: gReateR sHaReHOlDeR paRtiCipatiOn at annual geneRal meetings

The Companys Articles allow Shareholders to appoint up to two proxies to attend and vote at General Meetings on their behalf. The Articles currently do not provide for Shareholders to vote at General Meetings in absentia such as by mail, email or fax. The Company will consider implementing the relevant amendments to the Articles if the Board is of the view that there is a demand for such alternative methods of voting, and after the Company has evaluated and put in place the necessary security and other measures to facilitate absentia voting and protect against errors, fraud and other irregularities. At the Shareholders meetings, each distinct issue is proposed as a separate resolution. Chairmen of the various Board Committees, or members of the respective Board Committees standing in for them, as well as the external auditors, will be present and available to address questions at the AGM.
67
DeaLInGs In secuRItIes
In line with the rules of the Listing Manual of the SGX-ST, the Company has in place a policy and guidelines on dealings in the securities of the Company, which have been disseminated to employees of the Group and Directors of the companies within the Group. The policy and guidelines restrict certain employees (including all administrative officers and employees of managerial grade and above, and employees in departments which are likely to be privy to confidential material price-sensitive information, such as the offices of the President and Chief Executive Officer, Executive Vice Presidents and Senior Vice Presidents, the Legal and Finance departments, and departments or units of companies in the Group having charge of business development and/or marketing activities) from trading in the Companys securities during the period falling two weeks before the announcement of the Companys quarterly financial statements for each of the first three quarters of its financial year and one month before the announcement of the Companys full year financial statements. The Company has also adopted a Procedure For Trading Halt in the Companys Securities, which assists the Company to manage its continuous disclosure obligations in accordance with the spirit of rule 703 of the Listing Manual of the SGX-ST in the event of a leak of material unpublished information, or a false rumour or report where a media comment about the Company is sufficiently specific and detailed to warrant a response or to adequately respond to a query by the SGX-ST arising from such leak of material unpublished information or a false rumour or report. In addition, the Directors and Staff of the Company are prohibited at all times from trading in the Companys securities if they are in possession of non-public, price-sensitive information of the Company. The policy and guidelines also remind employees and Directors of the Group that they should not deal in the Companys securities on short term considerations, and to be mindful of the insider trading prohibitions under the Securities and Futures Act whenever trading in the Companys or any other corporations securities.
annexuRe share plans

(I) ESOP The Company has ceased to issue further grants of share options under the ESOP since the last grant in July 2008. Please refer to the Report of the Board of Directors and Notes to Financial Statements in the Financials section of this Annual Report for more details relating to the ESOP. (II) SATS RSP and SATS PSP The Company introduced two new share plans, the SATS RSP and the SATS PSP, which were approved by Shareholders at the Extraordinary General Meeting of the Company held on 19 July 2005. These plans were introduced with a view to further strengthening the Companys competitiveness in attracting and retaining talented key senior management and senior executives. The SATS RSP and the SATS PSP aim to more directly align the interests of key senior management and senior executives with the interests of Shareholders, to improve performance and achieve sustainable growth for the Company in the changing business environment, and to foster a greater ownership culture amongst key senior management and senior executives. These plans contemplate the award of fully paid shares of the Company, when and after pre-determined performance or service conditions are accomplished. Non-executive Directors of the Group are not eligible to participate in the SATS RSP and the SATS PSP. The SATS RSP serves as an additional motivational tool to recruit and retain talented senior executives as well as to reward Company and individual performance. In addition, it enhances the Groups overall compensation packages, strengthening the Groups ability to attract and retain high performing talent. The SATS PSP is targeted at a select group of key senior management who shoulder the responsibility for the Companys performance and who are able to drive the growth of the Company through innovation, creativity and superior performance. Awards under the SATS PSP are performance-based, with performance targets set in accordance with medium-term corporate objectives covering market competitiveness, quality of returns, business growth and productivity growth. The performance targets are stretched targets based on criteria such as total Shareholders return, economic value added, market share, market ranking or return on sales.
68
Awards granted under the SATS RSP, which is intended to apply to a broader base of senior executives, will vest only after the satisfactory completion of time-based service conditions, that is, after the participant has served the Group for a specified number of years (time-based restricted awards) or, where the award is performance-based (performance-based restricted awards), after a further period of service beyond the performance target completion date. No minimum vesting periods are prescribed under the SATS RSP, and the length of the vesting period(s) in respect of each award will be determined on a case-by-case basis. Award of such performance-based restricted awards is intended to ensure that the earning of shares under the SATS RSP is aligned with the pay-for-performance principle. The use of time-based restricted awards will only be made on a case-by-case basis where business needs justify such awards. The selection of a participant and the number of shares which he would be awarded under the SATS RSP will be determined at the absolute discretion of the Remuneration and Human Resource Committee, which will take into account criteria such as his or her rank, job performance, creativity, innovativeness, entrepreneurship, years of service and potential for future development, his or her contribution to the success and development of the Group and, if applicable, the extent of effort and resourcefulness required to achieve the performance target(s) within the performance period. Under the SATS RSP and the SATS PSP, the Remuneration and Human Resource Committee has the discretion to determine whether the performance condition has been satisfied (whether fully or partially) or exceeded and in making any such determination, the Remuneration and Human Resource Committee has the right to make reference to the audited results of the Company or the Group to take into account such factors as the Remuneration and Human Resource Committee may determine to be relevant, such as changes in accounting methods, taxes and extraordinary events, and further, the right to amend the performance target(s) if the Remuneration and Human Resource Committee decides that a changed performance target would be a fairer measure of performance. The aggregate number of shares which may be issued pursuant to awards granted under the SATS RSP or the SATS PSP, when added to the number of new shares issued and issuable in respect of all options granted under the ESOP, and all awards under the SATS RSP and the SATS PSP, may not exceed 15% of the total number of issued ordinary shares in the capital of the Company on the day preceding the relevant date of award. (III) PURCHASE OF SHARES PURSUANT TO THE SHARE BUY-BACK MANDATE The Company had obtained the approval from the Shareholders for the Share Purchase Mandate (the mandate) at the Annual General Meeting of the Company held on 27 July 2011. Pursuant to the Mandate, the Company had purchased a total of 620,000 shares of the Company as at 23 May 2012, prior to the printing of this Annual Report, to satisfy the obligations for the SATS RSP and the SATS PSP. The shares purchased are currently held as treasury shares.
69
Internal Control Statement

RespOnsiBilitY
The SATS Board recognises the importance of, and its role in, ensuring a proper internal controls environment for the Group. SATS Management is responsible for establishing and maintaining a sound system of internal controls over the delivery of accurate, objective and transparent financial reporting, and for the assessment of the effectiveness of internal controls, addressing financial, operating and compliance risks. The Board is responsible for overseeing and reviewing the adequacy and effectiveness of the Groups internal controls and risk management system. This system by its nature can only provide reasonable, but not absolute, assurance to investors regarding: the safeguarding and protection of the Groups assets against unauthorised or improper use or disposal; protection against material misstatements or losses; the maintenance of proper accounting records; the reliability of financial information used within the business and for publication; the compliance with appropriate legislations, regulations and best practices; and the identification and containment of business risks.
RIsK manaGement oRGanIsatIonaL stRuctuRe audit Committee

The Board, through the Audit Committee (aC), oversees and reviews the adequacy and effectiveness of the Groups internal control functions, the Groups Corporate Governance, and the system of ensuring integrity of financial reporting and assessing financial risk management. The AC is made up of four Directors, all of whom are independent, and is chaired by an independent non-executive Director. Two of the directors are concurrent members of the Board Risk Committee. The AC meets quarterly to exercise oversight of the management of financial risks, corporate governance and internal controls within the Group. The Groups internal audit functions continually strive to improve efforts in ensuring the compliance with, and implementation of, the risk management practices and policies. The Companys internal audit process provides an independent assessment and perspective to the AC on the processes and controls which may have material financial impact on the Company. There are formal procedures in place for both internal and external auditors to report independently their conclusions and recommendations to the AC. The Group has its own approval limits and procedures for every banking and finance transaction, having regard to the nature of the transaction concerned. All banking and finance transactions undertaken by the Group must be properly authorised, including the opening of new bank accounts and the taking up of any proposed credit facilities and the Groups key insurance coverage, the adequacy of which is reviewed on a yearly basis. These approval limits and procedures are updated from time to time and are available on request to the bankers of and lenders to the Group. Management also monitors internal controls through Control Self Assessments (Csa) that have been developed based on the principle of minimum acceptable controls. During the course of the year, a number of the questionnaires used in conducting the CSAs were updated to reflect the changes in the organisation and increase the strength of the control environment. CSA verification audits were also carried out to provide an independent evaluation of the assessments conducted by the business units.
70

The Board, through the Board Risk Committee (BRc), generally oversees and reviews the other risks faced by the Group including operational and compliance risks. The BRC assists the Board in reviewing the effectiveness of the system of safety and risk management, and in doing so, the BRC considers the results of the risk management activities carried out for the Group. The BRC is made up of four Directors, all of whom are non-executive Directors. Two of the directors are concurrent members of the Audit Committee. The BRC met five times in FY2011-12 to exercise oversight of the management of risks within the Group. The involvement of the BRC is key to the safety and risk management programme of the Group. Under its oversight, the safety and risk management programme is executed with an integrated view of the organisation and its needs in mind. The BRC is supported by the SATS Group Risk Management Committee (sGRmc). The BRC reviews the activities of the SGRMC, including regular risk management reports, updates on risk management initiatives, processes and exercises. Management or the SGRMC will report to the BRC on any major changes to the business and external environment that affect the Groups key risks, and the BRC will in turn report the same to the Board if it considers the matter sufficiently significant to do so. The SGRMC, chaired by the President and Chief Executive Officer, meets on a quarterly basis. It is vested with specific accountability for reviewing the system of risk management for reporting key risks and their associated mitigating factors to the BRC, for considering what changes to risk management and control processes, and methodologies of risk management, should be recommended, and for ensuring that processes and the methodologies of risk management are put in place. A centralised Risk Management department, headed by the Assistant Vice President, Risk Management, coordinates and facilitates the risk management processes within the Group. It provides support to the SGRMC in carrying out its functions. The Group has formalised its risk management reporting structure as depicted in the diagram below. Additionally, there are established channels of communication for individuals to report on any wrongdoing or impropriety.
sats Board of Directors
sats Group Risk management Committee sats Risk management Department Business units Risk Champions
More information on the ACs and BRCs authorities and duties can be found in the Corporate governance section of this Annual Report.
71
contRoL envIRonment anD contRoL actIvItIes

The key elements of the Groups comprehensive internal controls framework include: written terms of reference for Managements and the various Boards Committees; written policies, procedures and guidelines, including guidelines on matters requiring the Boards approval which are subject to regular review and improvement; defined roles and responsibilities, including authorisation levels for all aspects of the businesses that are set out in the authority matrix; appropriate organisational and risk management structures in place; considered Business Continuity Management processes that meet the nature, scale and complexity of the Groups businesses, including the establishment of the Crisis Management Directorate for the purpose of effective management of crisis; and a planned and coordinated budgeting process where operating units prepare budgets for the coming year that are approved by both Management and the Board. The Risk Management department continually strives to improve efforts in ensuring the compliance with, and implementation of, the risk management practices and policies. The following are some of the key risk management activities carried out within the Group: risk review and identification exercises conducted at the business units and departments, to review the existing risks in the risk register and to identify new risks that may have emerged: business continuity/contingency plans were tested during the financial year under review. The procedures were fine-tuned and enhanced for improvements further to the post mortem briefings held; CSAs carried out by the various business units, which questionnaires were revised for applicability and completeness.
RIsK assessment anD monItoRInG

The Risk Management system concentrates on those key risks which may have a significant influence on the Groups assets, finances and profits, and those that may potentially endanger the continued existence of the Group companies. Procedures used facilitate early detection and control of risks. The operational business units meet regularly to review risk and control matters, including ascertaining that there are effective follow-up procedures. The outcome and status are reported to the BRC and the AC for review and information. The Group carried out its bi-annual review of the key risk profiles of the Group. The preventive and mitigating control actions were further refined and developed for adequacy and effectiveness. The on-going process to identify, assess, monitor and manage business risks that will impede the achievement of the Groups objectives is continuously reviewed for improvements. The key risks are evaluated based on probability and consequence of a preset scale and ranked accordingly, and this enables the Group to allocate its resources to deal with the different levels of business risks. The risk management process, which has been put in place throughout the year and up to the date of this statement, is firmly embedded within the Groups business operations and is every employees responsibility. Written assurances and representations, together with an attached checklist of key elements of internal controls approved by the Board, have been obtained from all the executive heads of all the Companys operating subsidiaries as well as from the executive heads or other appropriate officers of all of the Companys active associated companies, that their respective companies internal controls were adequate during the financial year under review.
concLusIon
Taking into account the views of the AC and the BRC in the exercise of their responsibilities under their respective terms of reference, the framework established and maintained by the Groups Management, and the reviews conducted by the internal and external auditors, the Board opines, with the concurrence of the AC, that the system of internal controls (addressing financial, operational and compliance risks) was adequate as at the date of the report.
72
Financial Statements
74 79 80 81 82 83 85 88 90 Directors Report Statement by Directors Independent Auditors Report Consolidated Income Statement Consolidated Statement of Comprehensive Income Statements of Financial Position Statements of Changes in Equity Consolidated Statement of Cash Flows Notes to the Financial Statements
Directors Report
The Directors have pleasure in presenting their report together with the audited consolidated financial statements of SATS Ltd. (the Company) and its subsidiaries (collectively, the Group) and the statement of financial position and statement of changes in equity of the Company for the financial year ended 31 March 2012. 1. DIRECTORS The Directors of the Company in office at the date of this report are: Edmund Cheng Wai Wing David Zalmon Baffsky David Heng Chen Seng Alexander Charles Hungate Nihal Vijaya Devadas Kaviratne CBE Koh Poh Tiong Ng Kee Choe Keith Tay Ah Kee Yeo Chee Tong Leo Yip Seng Cheong 2. Chairman
(Appointed on 27 July 2011) (Appointed on 1 November 2011)
ARRANGEMENTS TO ENABLE DIRECTORS TO ACQUIRE SHARES AND DEBENTURES Neither at the end of nor at any time during the financial year was the Company a party to any arrangement whose objects are, or one of whose objects is, to enable the Directors of the Company to acquire benefits by means of the acquisition of shares or debentures of the Company or any other body corporate.
3.
DIRECTORS INTERESTS IN ORDINARY SHARES, SHARE OPTIONS AND DEBENTURES The following Directors who held office at the end of the financial year have, according to the register of Directors shareholdings required to be kept under Section 164 of the Companies Act, Cap. 50, an interest in the ordinary shares, share options and debentures of the Company as stated below:
Direct Interest 1.4.2011 31.3.2012 Deemed Interest 1.4.2011 31.3.2012
Name of Director
Interest in SATS Ltd. Ordinary shares Ng Kee Choe Keith Tay Ah Kee 11,000 35,000 11,000 35,000
There was no change in any of the above-mentioned interests in the Company between the end of the financial year and 21 April 2012. Except as disclosed in this report, no Director who held office at the end of the financial year had interests in ordinary shares, share options or debentures of the Company, or of related corporations, either at the beginning of the financial year, or date of appointment if later, or at the end of the financial year.
74
Directors Report
4.
DIRECTORS CONTRACTUAL BENEFITS Except as disclosed in the financial statements, since the end of the previous financial year, or date of appointment if later, no Director of the Company has received or become entitled to receive a benefit by reason of a contract made by the Company or a related corporation with the Director, or with a firm of which the Director is a member, or with a company in which the Director has a substantial financial interest.
5.
SHARE-BASED PAYMENTS (i) Employee Share Option Plan The SATS Employee Share Option Plan (the Share Option Plan), which comprises the Senior Executive Share Option Scheme for senior executives and the Employee Share Option Scheme for all other employees, was adopted in connection with the initial public offering undertaken by the Company in 2000 and a summary of which was set out in the Prospectus issued by the Company dated 4 May 2000. The Share Option Plan was modified at an Extraordinary General Meeting held on 7 July 2001 and was subsequently modified by the Company (as announced on 4 June 2003) and at Extraordinary General Meetings held on 19 July 2003 and 20 July 2004. Under the Share Option Plan, all options to be issued will have a term no longer than 10 years from the date of grant. The exercise price of the option will be the average of the closing prices of the Companys ordinary shares on the Singapore Exchange Securities Trading Limited (SGX-ST) for the five market days immediately preceding the date of grant. The options granted by the Company do not entitle the holders of the options, by virtue of such holding, to any right to participate in any share issue of any other company. Under the Employee Share Option Scheme, options will vest two years after the date of grant. Under the Senior Executive Share Option Scheme, options will vest: (a) (b) (c) (d) one year after the date of grant for 25% of the ordinary shares subject to the options; two years after the date of grant for an additional 25% of the ordinary shares subject to the options; three years after the date of grant for an additional 25% of the ordinary shares subject to the options; and four years after the date of grant for the remaining 25% of the ordinary shares subject to the options.
No options have been granted to Directors of the Company, controlling shareholders of the Company or their associates. No employee has received 5% or more of the total number of options available under the Share Option Plan. The Company has ceased to issue further grants of share options since the last grant in July 2008. At the end of the financial year, options to take up 32,177,075 unissued ordinary shares in the Company were outstanding:
Balance at 1.4.2011/ Date of grant Forfeited/ Lapsed Balance at 31.3.2012 Exercise price *
Date of grant
Exercised
Exercisable period
02.07.2001 01.07.2002 01.07.2003 01.07.2004 01.07.2005 03.07.2006 02.07.2007 01.07.2008
192,900 432,550 600,250 2,505,750 5,480,000 4,824,525 13,306,500 6,371,800 33,714,275
(118,900) (2,600) (16,200) (69,400) (139,400) (141,600) (295,800) (91,100) (875,000)
(74,000) (46,400) (29,900) (67,900) (93,300) (184,500) (166,200) (662,200)
383,550 554,150 2,368,450 5,247,300 4,498,425 13,010,700 6,114,500 32,177,075
$1.19 $1.49 $1.36 $1.98 $2.16 $1.99 $2.95 $2.11
02.07.2002 - 01.07.2011 01.07.2003 - 30.06.2012 01.07.2004 - 30.06.2013 01.07.2005 - 30.06.2014 01.07.2006 - 30.06.2015 03.07.2007 - 02.07.2016 02.07.2009 - 01.07.2017 01.07.2010 - 30.06.2018
Following approval by the Companys shareholders of the declaration of a special dividend of $0.06 per share on 27 July 2011, the Committee administering the Share Option Plan has approved a $0.06 reduction in the exercise prices of all share options outstanding on 3 August 2011. The exercise prices reflected here are the exercise prices after such adjustment (except the expired grant). The Company has accounted for the modification in accordance with FRS102. As the incremental fair value of the share options resulted from the modification is $Nil, no adjustment is made to the share-based payment expenses.
SATS LTD. Annual Report 2011-12
75
Directors Report
5.
SHARE-BASED PAYMENTS (contd) (ii) Restricted Share Plan (RSP) and Performance Share Plan (PSP) At the Extraordinary General Meeting of the Company held on 19 July 2005, the shareholders approved the adoption of two new share plans, namely the RSP and the PSP, in addition to the Share Option Plan. In respect of RSP and PSP grants for FY2008-09 and FY2009-10, the final number of restricted shares and performance shares awarded could range between 0% and 150% of the initial restricted grants and between 0% and 200% of the initial grant of performance shares, depending on the achievement of pre-determined targets over a two-year period for the RSP and a three-year period for the PSP. In respect of RSP and PSP grants with effect from FY2010-11, the final number of restricted shares is 100% of the restricted grants and performance shares between 0% to 200% of the initial grant of performance shares. For the years prior to FY2010-11, based on meeting stated performance conditions over a two-year performance period, 50% of the RSP award will vest. The balance will vest equally over the subsequent two years with fulfilment of service requirements. With effect from FY2010-11, the RSP award will vest over a four-year period; there will be no performance condition for vesting. The PSP award will vest based on meeting stated performance conditions over a three-year performance period. At the date of this report, the Remuneration and Human Resource Committee which administers the Share Option Plan, the RSP and PSP comprises the following Directors: Edmund Cheng Wai Wing Alexander Charles Hungate Ng Kee Choe Leo Yip Seng Cheong Chairman Member Member Member
No shares have been granted to controlling shareholders or their associates under the RSP and PSP. The details of the shares awarded under the RSP and PSP during the year and since commencement of the plans are as follows:
RSP Number of ordinary shares Balance at 1.4.2011/ Date of grant Balance at 31.3.2012
Date of grant
Vested
Forfeited
Adjustments #
27.07.2007 01.11.2007 28.07.2008 17.11.2008 12.11.2009 02.08.2010 01.08.2011 03.08.2011

#
19,600 5,100 158,400 18,700 726,700 1,010,000 180,000 1,132,200 3,250,700
(19,600) (5,100) (91,300) (9,400) (189,100) (282,000) (45,000) (641,500)
(700) (13,500) (94,500) (117,000) (225,700)
(385,900) (14,000) (399,900)
66,400 9,300 138,200 619,500 135,000 1,015,200 1,983,600
Adjustments at the end of the two-year and three-year performance period upon meeting/(not meeting) stated performance targets for RSP and PSP respectively.
76
Directors Report
5.
SHARE-BASED PAYMENTS (contd) (ii) Restricted Share Plan (RSP) and Performance Share Plan (PSP) (contd)
PSP Number of ordinary shares Balance at 1.4.2011/ Date of grant Balance at 31.3.2012
Date of grant
Vested
Forfeited
Adjustments #
15.04.2008 * 28.07.2008 12.11.2009 02.08.2010 03.08.2011
2,923 92,000 72,000 736,000 616,700 1,519,623
(2,923) (82,000) (18,000) (30,000) (132,923)
(54,000) (175,000) (57,700) (286,700)
(10,000) (10,000)
531,000 559,000 1,090,000
*
#
Granted under Singapore Food Industries Limited (now known as Singapore Food Industries Pte. Ltd.) performance share plan which were converted to performance shares of the Company. Adjustments at the end of the two-year and three-year performance period upon meeting/(not meeting) stated performance targets for RSP and PSP respectively.
Based on the Monte Carlo simulation model, the estimated fair value at the date of grant for each share granted during the year under the RSP ranges from $1.92 to $2.52 (2011: $2.44 to $2.78) and the estimated fair value at the date of grant for each share granted during the year under the PSP is $1.50 (2011: $2.78). The number of contingent shares granted but not released as at 31 March 2012 were 1,983,600 (2011: 1,938,500) and 1,090,000 (2011: 902,923) for RSP and PSP respectively. Based on the achievement factor, the actual release of the awards is 1,983,600 (2011: range from 1,211,800 to a maximum of 2,301,850) and zero to a maximum of 2,180,000 (2011: zero to a maximum of 1,802,923) fully-paid ordinary shares, for RSP and PSP respectively.
6.
AUDIT COMMITTEE The Audit Committee performed the functions specified in the Companies Act, Cap. 50. The functions performed are detailed in the Corporate Governance Report.
7.
INTERNAL CONTROL STATEMENT Taking into account the views of the Audit Committee and the Board Risk Committee in the exercise of their responsibilities under their respective terms of reference, the framework established and maintained by the Groups Management, and the reviews conducted by the internal and external auditors, the Board opines, with the concurrence of the Audit Committee, that the system of internal controls (addressing financial, operational and compliance risks) was adequate as at the date of the report.
77
Directors Report
8.
AUDITORS Ernst & Young LLP have expressed their willingness to accept re-appointment as auditors.
On behalf of the Board of Directors,
EDMUND CHENG WAI WING Chairman
KEITH TAY AH KEE Director
Dated this 11 May 2012
78
Statement by Directors
We, EDMUND CHENG WAI WING and KEITH TAY AH KEE, being two of the Directors of SATS Ltd., do hereby state that in the opinion of the Directors: a) the accompanying statements of financial position of the Group and the Company as at 31 March 2012, the statements of changes in equity of the Group and the Company, the consolidated income statement, consolidated statement of comprehensive income and consolidated statement of cash flows of the Group together with notes thereto are drawn up so as to give a true and fair view of the state of affairs of the Group and of the Company as at 31 March 2012 and the results of the business, changes in equity and cash flows of the Group and the changes in equity of the Company for the year ended on that date; and at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts as and when they fall due.
b)
On behalf of the Board of Directors,
EDMUND CHENG WAI WING Chairman
KEITH TAY AH KEE Director
79
Independent Auditors Report

For the financial year ended 31 March 2012 To the Members of SATS Ltd.
Report on the Financial Statements We have audited the accompanying financial statements of SATS Ltd. (the Company) and its subsidiaries (collectively, the Group) set out on pages 81 to 164, which comprise the statements of financial position of the Group and the Company as at 31 March 2012, the statements of changes in equity of the Group and the Company and the consolidated income statement, consolidated statement of comprehensive income and consolidated statement of cash flows of the Group for the year then ended, and a summary of significant accounting policies and other explanatory information. Managements Responsibility for the Financial Statements Management is responsible for the preparation of financial statements that give a true and fair view in accordance with the provisions of the Singapore Companies Act, Cap. 50 (the Act) and Singapore Financial Reporting Standards, and for devising and maintaining a system of internal accounting controls sufficient to provide a reasonable assurance that assets are safeguarded against loss from unauthorised use or disposition; and transactions are properly authorised and that they are recorded as necessary to permit the preparation of true and fair profit and loss accounts and balance sheets and to maintain accountability of assets. Auditors Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Singapore Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entitys preparation of the financial statements that give a true and fair view 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 entitys internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the consolidated financial statements of the Group and the statement of financial position and statement of changes in equity of the Company are properly drawn up in accordance with the provisions of the Act and Singapore Financial Reporting Standards so as to give a true and fair view of the state of affairs of the Group and of the Company as at 31 March 2012 and the results, changes in equity and cash flows of the Group and the changes in equity of the Company for the year ended on that date. Report on Other Legal and Regulatory Requirements In our opinion, the accounting and other records required by the Act to be kept by the Company and by those subsidiaries incorporated in Singapore of which we are the auditors have been properly kept in accordance with the provisions of the Act.
ERNST & YOUNG LLP Public Accountants and Certified Public Accountants Singapore
80
Consolidated Income Statement

Year ended 31 March 2012
Note
2011-12 $000
2010-11 $000 (Restated) *
Continuing Operations Revenue Expenditure Staff costs Cost of raw materials Licensing fees Depreciation and amortisation charges Company accommodation and utilities Other costs Operating Profit Write-back of retirement benefit plan obligations Interest on borrowings Interest income Dividend from long-term investment, gross Gain on early retirement of obligations related to sale and leaseback arrangement Amortisation of deferred income, net of expenses Gain on disposal of property, plant and equipment Gain on liquidation of a subsidiary Share of results of associates/joint ventures, net of tax Profit Before Tax from Continuing Operations Income tax expense Profit from Continuing Operations, Net of Tax Discontinued Operations (Loss)/Profit from discontinued operations, net of tax Profit for the Year Profit Attributable to: Owners of the Company Profit from continuing operations, net of tax (Loss)/Profit from discontinued operations, net of tax Profit for the Year Attributable to Owners of the Company Non-controlling Interests Profit from continuing operations, net of tax Earnings per share from continuing operations attributable to owners of the Company (cents) Basic Diluted Earnings per share (cents) Basic Diluted
4 5
1,685,413 (696,979) (370,760) (70,277) (97,369) (123,679) (157,358) (1,516,422) 168,991 10,147 (2,455) 1,060 1,250 826 677 68 15 41,233 221,812 (36,735) 185,077 (10,077) 175,000
1,357,848 (563,588) (284,181) (62,014) (77,348) (93,500) (108,251) (1,188,882) 168,966 (1,863) 519 957 870 315 46,907 216,671 (36,882) 179,789 12,036 191,825
6 7 8
17
17
180,960 (10,077) 170,883 4,117 175,000
179,414 12,036 191,450 375 191,825
10 10
16.3 16.3
16.3 16.2
10 10
15.4 15.4
17.4 17.3
Restatement is due to the de-consolidation of the Groups UK subsidiaries (Daniels Group) in FY2011-12 and the comparative results of Daniels Group are aggregated into a single line under (Loss)/Profit from discontinued operations, net of tax. Details are disclosed in Note 17(c).
The accompanying notes form an integral part of the financial statements.
81
Consolidated Statement of Comprehensive Income

2011-12 $000
2010-11 $000 (Restated) *
Profit for the Year Other Comprehensive Income: Net fair value changes on available-for-sale assets Foreign currency translation Reclassification of foreign currency translation to profit or loss Other Comprehensive Income for the Year, Net of Tax Total Comprehensive Income for the Year Total Comprehensive Income Attributable to: Owners of the Company From continuing operations From discontinued operations Non-controlling Interests Total Comprehensive Income for the Year
175,000
191,825
(39) (9,806) 17,239 7,394 182,394
(11) (44,539) (44,550) 147,275
167,022 7,162 174,184 8,210 182,394
144,899 6,030 150,929 (3,654) 147,275
Restatement is due to the de-consolidation of the Groups UK subsidiaries (Daniels Group) in FY2011-12 and the comparative results of Daniels Group are aggregated into a single line under (Loss)/Profit from discontinued operations, net of tax. Details are disclosed in Note 17(c).
82
Statements of Financial Position

As at 31 March 2012
Note
GROUP 31.3.2012 31.3.2011 $000 $000 (Restated) *
COMPANY 31.3.2012 31.3.2011 $000 $000
Equity Attributable to Owners of the Company: Share capital Treasury shares Share-based compensation reserve Statutory reserve Fair value reserve Foreign currency translation reserve Revenue reserve Non-controlling Interests Total Equity 12 12 13 13 13 13 326,229 (827) 18,934 6,962 (50) (96,812) 1,254,984 1,509,420 106,802 1,616,222 324,743 (1,275) 18,815 6,659 (11) (100,152) 1,272,477 1,521,256 98,592 1,619,848 326,229 (827) 18,934 1,114,455 1,458,791 1,458,791 324,743 (1,275) 18,815 925,583 1,267,866 1,267,866
Non-current Assets Property, plant and equipment Investment properties Intangible assets Investment in subsidiaries Investment in associates Investment in joint ventures Long-term investment Loan to subsidiaries Deferred tax assets Other non-current assets
14 15 16 17 18 19 20 17 21 22
653,840 13,489 212,966 347,689 20,631 8,382 26,868 7,426 1,291,291
741,897 16,240 486,845 321,248 14,083 8,355 34,459 9,125 1,632,252
4,129 341,082 13,649 541,030 270,819 12,014 7,886 164,187 1,354,796
3,510 362,554 7,008 540,950 270,819 12,014 7,886 123,902 1,328,643
Certain items have been restated following finalisation of purchase price allocation of subsidiaries acquired during FY2010-11. Details are disclosed in Note 17(b) and Note 37.
83
Statements of Financial Position

As at 31 March 2012
Note
GROUP 31.3.2012 31.3.2011 $000 $000 (Restated) *
COMPANY 31.3.2012 31.3.2011 $000 $000
Current Assets Trade and other receivables Prepayments Amount due from associates Loan to a subsidiary Inventories Cash and short-term deposits
23 18 17 24 25
293,733 14,362 7,773 43,718 471,643 831,229
303,207 15,890 5,259 59,383 303,876 687,615
50,120 2,291 7,773 592 310 355,961 417,047
45,102 1,660 5,259 467 267 181,143 233,898
Less: Current Liabilities Bank overdraft - secured Trade and other payables Income tax payable Term loans Finance leases
25 26 27 28
1,530 203,240 42,422 21,965 3,209 272,366 558,863
7,759 286,003 43,841 151,420 4,572 493,595 194,020
157,651 4,852 162,503 254,544
123,065 7,550 118,673 249,288 (15,390)
Net Current Assets/(Liabilities) Less: Non-current Liabilities Deferred tax liabilities Term loans Finance leases Defined benefit plan Other long-term liabilities Deferred income
21 27 28 29 30
62,184 126,099 5,216 15,663 24,770 233,932 1,616,222
104,072 12,751 7,907 55,821 8,561 17,312 206,424 1,619,848
31,225 119,324 150,549 1,458,791
28,075 17,312 45,387 1,267,866
Net Assets
Certain items have been restated following finalisation of purchase price allocation of subsidiaries acquired during FY2010-11. Details are disclosed in Note 17(b) and Note 37.
84
Statements of Changes in Equity

Attributable to Owners of the Company Foreign Share-Based Currency Share Treasury Compensation Statutory Fair Value Translation Capital Shares Reserve Reserve * Reserve Reserve $000 $000 $000 $000 $000 $000 Revenue Reserve $000 Noncontrolling Total Interests (1) $000 $000 Total Equity $000
Note
GROUP
Balance at 1 April 2011 Profit for the year Other comprehensive income for the year Total comprehensive income for the year Contributions by and Distribution to Owners Share-based payment Share options exercised and lapsed Purchase of treasury shares Treasury shares reissued pursuant to equity compensation plans Dividends, net Total contributions by and distribution to owners Transfer to statutory reserve * Balance at 31 March 2012 324,743 (1,275) 18,815 6,659 (11) (100,152) 1,272,477 (39) (39) 3,340 3,340 170,883 170,883 1,521,256 170,883 3,301 174,184 98,592 4,117 4,093 8,210 1,619,848 175,000 7,394 182,394
1,486
(1,300)
2,458 (591)
384
2,458 1,279 (1,300)
2,458 1,279 (1,300)
11
1,486 326,229
1,748 448 (827)
(1,748) 119 18,934
303 6,962
(50)
(188,457) (188,073) (303)
(188,457) (186,020) 1,509,420
106,802
(188,457) (186,020) 1,616,222
(96,812) 1,254,984
Certain countries in which some of the subsidiaries and associates are incorporated legally require statutory reserves to be set aside. The laws of the countries restrict the distribution and use of these statutory reserves.
(1) Non-controlling interests for FY2010-11 have been restated following finalisation of purchase price allocation of subsidiaries acquired during FY2010-11.
85

Attributable to Owners of the Company Share-Based Share Treasury Compensation Statutory Fair Value Capital Shares Reserve Reserve * Reserve $000 $000 $000 $000 $000 Foreign Currency Translation Reserve $000 Noncontrolling Total Interests (1) $000 $000
Note
Revenue Reserve $000
Total Equity $000
GROUP
Balance at 1 April 2010 Profit for the year Other comprehensive income for the year Total comprehensive income for the year Contributions by and Distribution to Owners Share-based payment Share options exercised and lapsed Award of performance and restricted shares Purchase of treasury shares Dividends, net Total contributions by and distribution to owners Transfer to statutory reserve * Acquisition of shares in subsidiaries Balance at 31 March 2011 288,018 22,601 6,477 (11) (11) (59,642) 1,224,444 1,481,898 (40,510) (40,510) 191,450 191,450 191,450 (40,521) 150,929 18,299 375 (4,029) (3,654) 1,500,197 191,825 (44,550) 147,275
35,972 753 36,725
(1,275) (1,275)
2,406 (5,439) (753) (3,786)
182
260 (143,495) (143,235) (182)
2,406 30,793 (1,275) (143,495) (111,571)
2,406 30,793 (1,275) (143,495) (111,571)
11
324,743
(1,275)
18,815
6,659
(11)
83,947 98,592
83,947 1,619,848
(100,152) 1,272,477 1,521,256
Certain countries in which some of the subsidiaries and associates are incorporated legally require statutory reserves to be set aside. The laws of the countries restrict the distribution and use of these statutory reserves.
(1) Non-controlling interests for FY2010-11 have been restated following finalisation of purchase price allocation of subsidiaries acquired during FY2010-11.
86

Note
Share Capital $000
Treasury Shares $000
Share-Based Compensation Reserve $000
Total Equity $000
COMPANY
Balance at 1 April 2011 Profit for the year Other comprehensive income for the year Total comprehensive income for the year Contributions by and Distribution to Owners Share-based payment Share options exercised and lapsed Purchase of treasury shares Treasury shares reissued pursuant to equity compensation plans Dividends, net Total contributions by and distribution to owners Balance at 31 March 2012
324,743
(1,275)
18,815
925,583 376,945 376,945
1,267,866 376,945 376,945
1,486 1,486 326,229
(1,300) 1,748 448 (827)
2,458 (591) (1,748) 119 18,934
384 (188,457) (188,073) 1,114,455
2,458 1,279 (1,300) (188,457) (186,020) 1,458,791
11
Note
Share Capital $000
Share-Based Treasury Compensation Shares Reserve $000 $000
Total Equity $000
COMPANY
Balance at 1 April 2010 Profit for the year Other comprehensive income for the year Total comprehensive income for the year Contributions by and Distribution to Owners Share-based payment Share options exercised and lapsed Award of performance and restricted shares Purchase of treasury shares Dividends, net Total contributions by and distribution to owners Balance at 31 March 2011
288,018
22,601
905,397 163,421 163,421
1,216,016 163,421 163,421
35,972 753 36,725 324,743
(1,275) (1,275) (1,275)
2,406 (5,439) (753) (3,786) 18,815
260 (143,495) (143,235) 925,583
2,406 30,793 (1,275) (143,495) (111,571) 1,267,866
11
87
Consolidated Statement of Cash Flows

Note
2011-12 $000
2010-11 $000
Cash Flows from Operating Activities Profit before tax from continuing operations (Loss)/Profit before tax from discontinued operations Profit before tax, total Adjustments for: Write-back of retirement benefit plan obligations Interest and investment (income)/expense Depreciation and amortisation charges Unrealised foreign exchange loss Gain on early retirement of obligations related to sale and leaseback arrangement Loss on disposal of subsidiaries Share of results of associates/joint ventures, net of tax Share-based payment expense Other non-cash items Operating profit before working capital changes Changes in working capital: Increase in receivables Increase in prepayments Increase in inventories (Decrease)/Increase in payables Increase in amount due from associates Cash generated from operations Interest paid to third parties Income taxes paid Net Cash from Operating Activities Cash Flows from Investing Activities Capital expenditure Repayment of loan from associates Dividends from associates Dividends from long-term investment, gross Proceeds from disposal of property, plant and equipment Interest received from deposits Purchase of long-term investments Investment in associates/joint ventures Capital injection by non-controlling shareholder into a subsidiary Acquisition of shares in a subsidiary Net proceeds from disposal of subsidiaries Net Cash generated from/(used in) Investing Activities
221,812 (9,244) 212,568 (10,147) 146 108,637 651 (826) 5,500 (41,233) 2,458 955 278,709
216,671 14,529 231,200 1,278 96,096 645 (46,907) 2,406 (2,574) 282,144
(22,288) (6,543) (2,140) (34,446) (2,514) 210,778 (2,446) (40,241) 168,091
(13,248) (3,904) (11,474) 1,396 (4,743) 250,171 (2,746) (47,203) 200,222
25
(64,309) 23,206 1,250 414 948 (27) (24,740) 2,400 285,257 224,399
(68,075) 700 39,495 957 352 530 (1,886) (66,742) (94,669)
88
Consolidated Statement of Cash Flows

Note
2011-12 $000
2010-11 $000
Cash Flows from Financing Activities Repayment of term loans Repayment of finance leases and related charges Drawdown of term loans Proceeds from exercise of share options Dividends paid Purchase of treasury shares Charges on early retirement of obligations related to sale and leaseback arrangement Net Cash used in Financing Activities Net increase in cash and cash equivalents Effect of exchange rate changes Cash and cash equivalents at beginning of financial year Cash and Cash Equivalents at End of Financial Year
(53,326) (4,021) 45,493 1,279 (188,457) (1,300) (15,559) (215,891) 176,599 (2,603) 296,117 470,113
(9,493) (2,613) 124,078 30,793 (143,495) (1,275) (2,005) 103,548 (3,181) 195,750 296,117
25
89
Notes to Financial Statements

31 March 2012
1.
GENERAL SATS Ltd. (the Company) is a limited liability company incorporated in the Republic of Singapore and is listed on the Singapore Exchange Securities Trading Limited (SGX-ST). The registered office of the Company is at 20 Airport Boulevard, SATS Inflight Catering Centre 1, Singapore 819659. The Company is principally an investment holding company. Its other activities include rental of premises and provision of management services to related companies. The principal activities of the subsidiaries are disclosed in Note 17 to the financial statements. The consolidated financial statements for the financial year ended 31 March 2012 were authorised for issue in accordance with a resolution of the Directors on 11 May 2012.
2.
ACCOUNTING POLICIES The main accounting policies of the Group, which have been consistently applied except where indicated otherwise, are described in the following paragraphs. a. Basis of Preparation The consolidated financial statements of the Group and the statement of financial position and statement of changes in equity of the Company have been prepared in accordance with Singapore Financial Reporting Standards (FRS). The financial statements have been prepared on the historical cost basis except as disclosed in the accounting policies below. The financial statements are presented in Singapore Dollars ($ or SGD) and all values in the tables are rounded to the nearest thousand ($000) as indicated. b. Changes in Accounting Policies The accounting policies adopted are consistent with those of the previous financial year except in the current financial year, the Group has adopted all the new and revised standards and Interpretations of FRS (INT FRS) that are effective for annual periods beginning on or after 1 April 2011. The adoption of these standards and interpretations did not have any effect on the financial performance or position of the Group and the Company. c. Standards Issued but Not Yet Effective The Group has not adopted the following standards and interpretations that have been issued but not yet effective:
Effective date (Annual periods beginning on or after)
Amendments to FRS 107 Amendments to FRS 12 Amendments to FRS 1 Amendments to FRS 19 Amendments to FRS 27 Amendments to FRS 28 FRS 110 FRS 111 FRS 112 FRS 113
Disclosures Transfers of Financial Assets Deferred Tax: Recovery of Underlying Assets Presentation of Items of Other Comprehensive Income Employee Benefits Separate Financial Statements Investments in Associates and Joint Ventures Consolidated Financial Statements Joint Arrangements Disclosure of Interests in Other Entities Fair Value Measurements
1 July 2011 1 January 2012 1 July 2012 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013 1 January 2013
90

31 March 2012
2.
ACCOUNTING POLICIES (contd) c. Standards Issued but Not Yet Effective (contd) Except for the amendments to FRS 1, FRS 111, revised FRS 28 and FRS 112, the Directors expect that the adoption of the other standards and interpretations above will have no material impact on the financial statements in the period of initial application. The nature of the impending changes in accounting policy on adoption of amendments to FRS 1, FRS 111, revised FRS 28 and FRS 112 are described below. Amendments to FRS 1 Presentation of Items of Other Comprehensive Income The amendments to FRS 1 Presentation of Items of Other Comprehensive Income (OCI) is effective for financial periods beginning on or after 1 July 2012. The amendments to FRS 1 changes the grouping of items presented in OCI. Items that could be reclassified to profit or loss at a future point in time would be presented separately from items which will never be reclassified. As the amendments only affect the presentation of items that are already recognised in OCI, the Group does not expect any impact on its financial position or performance upon adoption of this standard. FRS 111 Joint Arrangements and Revised FRS 28 Investments in Associates and Joint Ventures FRS 111 and the revised FRS 28 are effective for financial periods beginning on or after 1 January 2013. FRS 111 classifies joint arrangements either as joint operations or joint ventures. Joint operation is a joint arrangement whereby the parties that have joint control of the arrangement have rights to the assets and obligations for the liabilities relating to the arrangement whereas joint venture is a joint arrangement whereby the parties that have joint control of the arrangement have rights to the net assets of the arrangement. FRS 111 requires the determination of joint arrangements classification to be based on the parties rights and obligations under the arrangement, with the existence of a separate legal vehicle no longer being the key factor. FRS 111 disallows proportionate consolidation and requires joint ventures to be accounted for using the equity method. The revised FRS 28 was amended to describe the application of equity method to investments in joint ventures in addition to associates. The Group currently applies equity accounting for its joint ventures. Hence, the Group does not expect any impact on its financial position or performance upon adoption of this standard. FRS 112 Disclosure of Interests in Other Entities FRS 112 is effective for financial periods beginning on or after 1 January 2013. FRS 112 is a new and comprehensive standard on disclosure requirements for all forms of interests in other entities, including joint arrangements, associates, special purpose vehicles and other off balance sheet vehicles. FRS 112 requires an entity to disclose information that helps users of its financial statements to evaluate the nature and risks associated with its interests in other entities and the effects of those interests on its financial statements. The Group is currently determining the impact of the disclosure requirements. As this is a disclosure standard, it will have no impact to the financial position and financial performance of the Group when adopted in 2013.
91

31 March 2012
2.
ACCOUNTING POLICIES (contd) d. Basis of Consolidation and Business Combinations (i) Basis of consolidation The consolidated financial statements comprise the financial statements of the Company and its subsidiaries as at the end of the reporting period. The financial statements of the subsidiaries used in the preparation of the consolidated financial statements are prepared for the same reporting date as the Company. Consistent accounting policies are applied to like transactions and events in similar circumstances. All intra-group balances, income and expenses and unrealised gains and losses resulting from intragroup transactions and dividends are eliminated in full. Subsidiaries are consolidated from the date of acquisition, being the date on which the Group obtains control, and continue to be consolidated until the date that such control ceases. Losses within a subsidiary are attributed to the non-controlling interest even if that results in a deficit balance. A change in the ownership interest of a subsidiary, without a loss of control, is accounted for as an equity transaction. If the Group loses control over a subsidiary, it: Derecognises the assets (including goodwill) and liabilities of the subsidiary at their carrying amounts at the date when control is lost; Derecognises the carrying amount of any non-controlling interest; Derecognises the cumulative translation differences recorded in equity; Recognises the fair value of the consideration received; Recognises the fair value of any investment retained; Recognises any surplus of deficit in profit or loss; and Reclassifies the Groups share of components previously recognised in other comprehensive income to profit or loss or revenue reserve, as appropriate.
(ii)
Business combinations Business combinations from 1 April 2010 Business combinations are accounted for by applying the acquisition method. Identifiable assets acquired and liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. Acquisition-related costs are recognised as expenses in the periods in which the costs are incurred and the services are received. When the Group acquires a business, it assesses the financial assets and liabilities assumed for appropriate classification and designation in accordance with the contractual terms, economic circumstances and pertinent conditions as at the acquisition date. This includes the separation of embedded derivatives in host contracts by the acquiree. Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the acquisition date. Subsequent changes to the fair value of the contingent consideration which is deemed to be an asset or liability, will be recognised in accordance with FRS 39 either in profit or loss or as change to other comprehensive income. If the contingent consideration is classified as equity, it is not be remeasured until it is finally settled within equity.
92

31 March 2012
2.
ACCOUNTING POLICIES (contd) d. Basis of Consolidation and Business Combinations (contd) (ii) Business combinations (contd) Business combinations from 1 April 2010 (contd) In business combinations achieved in stages, previously held equity interests in the acquiree are remeasured to fair value at the acquisition date and any corresponding gain or loss is recognised in profit or loss. The Group elects for each individual business combination, whether non-controlling interest in the acquiree (if any) is recognised on the acquisition date at fair value, or at the non-controlling interests proportionate share of the acquirees identifiable net assets. Any excess of the sum of the fair value of the consideration transferred in the business combination, the amount of non-controlling interest in the acquiree (if any), and the fair value of the Groups previously held equity interest in the acquiree (if any), over the net fair value of the acquirees identifiable assets and liabilities is recorded as goodwill. The accounting policy for goodwill is set out in Note 2(h)(i). In instances where the latter amount exceeds the former, the excess is recognised as gain on bargain purchase in profit or loss on the acquisition date. If the initial accounting for a business combination is incomplete by the end of the reporting period in which the combination occurs, provisional amounts are recorded for the items for which the accounting is incomplete. During the measurement period, retrospective adjustments are made to the provisional amounts recognised at the acquisition date to reflect new information obtained about facts and circumstances that existed as of the acquisition date and, if known, would have affected the measurement of the amounts recognised as of that date. The measurement period ends as soon as information about facts and circumstances that existed as of the acquisition date are obtained, limited to a maximum period of one year from the acquisition date. Business combinations prior to 1 April 2010 In comparison to the above mentioned requirements, the following differences applied: Business combinations are accounted for by applying the purchase method. Transaction costs directly attributable to the acquisition formed part of the acquisition costs. The non-controlling interest (formerly known as minority interest) was measured at the proportionate share of the acquirees identifiable net assets. Business combinations achieved in stages were accounted for as separate steps. Adjustments to those fair values relating to previously held interests are treated as a revaluation and recognised in equity. Any additional acquired share of interest did not affect previously recognised goodwill. When the Group acquired a business, embedded derivatives separated from the host contract by the acquiree were not reassessed on acquisition unless the business combination resulted in a change in the terms of the contract that significantly modified the cash flows that would otherwise be required under the contract. Contingent consideration was recognised if, and only if, the Group had a present obligation, the economic outflow was more likely than not and a reliable estimate was determinable. Subsequent adjustments to the contingent consideration were recognised as part of goodwill.
93

31 March 2012
2.
ACCOUNTING POLICIES (contd) e. Subsidiaries, Associates and Joint Ventures A subsidiary is an entity over which the Group has the power to govern the financial and operating policies so as to obtain benefits from its activities. An investment in a subsidiary is generally accompanied by a shareholding giving rise to the majority of the voting rights. A list of the Groups subsidiaries is shown in Note 17 to the financial statements. In the Companys separate financial statements, investments in subsidiaries are accounted for at cost less impairment losses. An associate is an entity, not being a subsidiary or joint venture, in which the Group has significant influence, but not control, generally accompanied by a shareholding giving rise to between and including 20% and 50% of the voting rights. An associate is equity accounted for from the date the Group obtains significant influence until the date the Group ceases to have significant influence over the associate. A list of the Groups associates is shown in Note 18 to the financial statements. The Groups investment in associates are accounted for using the equity method. Under the equity method, the investment in associates is carried in the statement of financial position at cost plus post-acquisition changes in the Groups share of net assets of the associates. Goodwill relating to an associate is included in the carrying amount of the investment and is neither amortised nor tested individually for impairment. Any excess of the Groups share of the net fair value of the associates identifiable assets, liabilities and contingent liabilities over the cost of investment is included as income in the determination of the Groups share of results of the associate in the period in which the investment is acquired. The profit or loss reflects the share of the results of operations of the associates. Where there has been a change recognised in other comprehensive income by the associate, the Group recognises its share of such changes in other comprehensive income. Unrealised gains and losses resulting from transactions between the Group and the associate are eliminated to the extent of the interest in the associates. The Groups share of profit or loss of its associates is shown, after tax and non-controlling interests in the subsidiaries of the associates, on the face of profit or loss. When the Groups share of losses in an associate equals or exceeds its interest in the associate, the Group does not recognise further losses, unless it has incurred obligations or made payments on behalf of the associate. After application of the equity method, the Group determines whether it is necessary to recognise an additional impairment loss on the Groups investment in its associates. The Group determines at the end of each reporting period whether there is any objective evidence that the investment in the associate is impaired. If this is the case, the Group calculates the amount of impairment as the difference between the recoverable amount of the associate and its carrying value and recognises the amount in profit or loss. Upon loss of significant influence over the associate, the Group measures and recognises any retained investment at its fair value. Any difference between the carrying amount of the associate upon loss of significant influence and the fair value of the aggregate of the retained investment and proceeds from disposal is recognised in profit or loss. A joint venture is a contractual arrangement whereby two or more parties undertake an economic activity that is subject to joint control, where the strategic financial and operating decisions relating to the activity require the unanimous consent of the parties sharing control. The Groups joint ventures are shown in Note 19 to the financial statements. The Groups share of the results of the joint venture is recognised in the consolidated financial statements under the equity method on the same basis as associates, from the date that joint venture commences until the date it ceases. When the Groups share of losses exceeds the carrying amount of the joint venture, the carrying amount is reduced to zero and recognition of further losses is discontinued unless the Group has incurred obligations or made payments on behalf of the joint venture.
94

31 March 2012
2.
ACCOUNTING POLICIES (contd) e. Subsidiaries, Associates and Joint Ventures (contd) Upon the loss of joint control over the joint venture, the Group measures and recognises any retained investment at its fair value. Any differences between the carrying amount of the former jointly controlled entity upon loss of joint control which is the aggregate of the fair value of the retained investment and proceeds from disposal is recognised in profit or loss. The most recently available audited financial statements of the associates and joint ventures are used by the Group in applying the equity method. Where the dates of the audited financial statements used are not coterminous with those of the Group, the share of results is arrived at from the last audited financial statements available and unaudited management financial statements to the end of the accounting period. Where necessary, adjustments are made to bring the accounting policies in line with those of the Group. f. Transactions with Non-Controlling Interests Non-controlling interest represents the equity in subsidiaries not attributable, directly or indirectly, to owners of the Company, and are presented separately in the consolidated statement of comprehensive income and within equity in the statement of financial position of the Group, separately from equity attributable to owners of the Company. g. Functional and Foreign Currencies The Groups consolidated financial statements are presented in Singapore Dollars, which is also the Companys functional currency. Each entity in the Group determines its own functional currency and items included in the financial statements of each entity are measured using that functional currency. (i) Foreign currency transactions and balances Transactions in foreign currencies are measured in the respective functional currencies of the Company and its subsidiaries and are recorded on initial recognition in the functional currencies at exchange rates approximating those ruling at the transaction dates. Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the end of the reporting period. Nonmonetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rates as at the dates of the initial transactions. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was determined. Exchange differences arising on the settlement of monetary items or on translating monetary items at the end of the reporting period are recognised in profit or loss except for exchange differences arising on monetary items that form part of the Groups net investment in foreign operations, which are recognised initially in other comprehensive income and accumulated under foreign currency translation reserve in equity. The foreign currency translation reserve is reclassified from equity to profit or loss of the Group on disposal of the foreign operation. (ii) Consolidated financial statements For consolidation purpose, the assets and liabilities of foreign operations are translated into Singapore Dollars at the exchange rates ruling at the end of reporting period and their profit or loss are translated at the exchange rates prevailing at the date of the transactions. The exchange differences arising on the translation are recognised in other comprehensive income. On disposal of a foreign operation, the component of other comprehensive income relating to that particular foreign operation is recognised in profit or loss. In the case of a partial disposal without loss of control of a subsidiary that includes a foreign operation, the proportionate share of the cumulative amount of the exchange differences are re-attributed to noncontrolling interests and are not recognised in profit or loss. For partial disposals of associates or jointly controlled entities that are foreign operations, the proportionate share of the accumulated exchange differences is reclassified to profit or loss.
95

31 March 2012
2.
ACCOUNTING POLICIES (contd) h. Intangible Asset (i) Goodwill Goodwill acquired in a business combination is initially measured at cost. Following initial recognition, goodwill is measured at cost less any accumulated impairment losses. For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition date, allocated to each of the Groups cash-generating units, or groups of cash-generating units, that are expected to benefit from the synergies of the combination, irrespective of whether other assets or liabilities of the Group are assigned to those units or groups of units. The cash-generating unit (or group of cash-generating units) to which goodwill has been allocated is tested for impairment annually and whenever there is an indication that the cash-generating unit may be impaired. Impairment is determined for goodwill by assessing the recoverable amount of each cashgenerating unit (or group of cash-generating units) to which the goodwill relates. Where the recoverable amount of the cash-generating unit is less than the carrying amount, an impairment loss is recognised in the profit and loss account. Impairment losses recognised for goodwill are not reversed in subsequent periods. Where goodwill forms part of a cash-generating unit (or group of cash-generating units) and part of the operation within that unit is disposed of, the goodwill associated with the operation disposed of is included in the carrying amount of the operation when determining the gain or loss on disposal of the operation. Goodwill disposed of in this circumstance is measured based on the relative fair values of the operation disposed of and the portion of the cash-generating unit retained. (ii) Other intangible assets Intangible assets acquired separately are measured initially at cost. The cost of intangible assets acquired in a business combination is their fair value as at the date of acquisition. Following initial acquisition, intangible assets are measured at cost less any accumulated amortisation and any accumulated impairment losses. Internally generated intangible assets, excluding capitalised development costs, are not capitalised and expenditure is reflected in profit or loss in the year in which the expenditure is incurred. The useful lives of intangible assets are assessed as either finite or indefinite. Intangible assets with finite useful lives are amortised over the estimated useful lives and assessed for impairment whenever there is an indication that the intangible asset may be impaired. The amortisation period and the amortisation method are reviewed at least at each financial year-end. Changes in the expected useful life or the expected pattern of consumption of future economic benefits embodied in the asset is accounted for by changing the amortisation period or method, as appropriate, and are treated as changes in accounting estimates. The amortisation expense on intangible assets with finite lives is recognised in the profit or loss in the expense category consistent with the function of the intangible asset. Intangible assets with indefinite useful lives or not yet available for use are tested for impairment annually, or more frequently if the events and circumstances indicate that the carrying value may be impaired either individually or at the cash-generating unit level. Such intangible assets are not amortised. The useful life of an intangible asset with an indefinite useful life is reviewed annually to determine whether the useful life assessment continues to be supportable. If not, the change in useful life from indefinite to finite is made on a prospective basis.
96

31 March 2012
2.
ACCOUNTING POLICIES (contd) h. Intangible Asset (contd) (ii) Other intangible assets (contd) Gains or losses arising from derecognition of an intangible asset are measured as the difference between the net disposal proceeds and the carrying amount of the asset and are recognised in the profit or loss when the asset is derecognised. Software development Software development is stated at cost less accumulated amortisation and impairment losses, if any. The cost is amortised using the straight-line method over the estimated useful life of 5 years. Licences Licences comprise abattoir licence and transferable fishing licences which were acquired in a business combination. Fishing licences have indefinite life and are tested annually for impairment or whenever there is indication of impairment, as described in Note 2(x). The abattoir licence is amortised on a straight line basis over its estimated useful life of 14 years. Customer relationships Customer relationships were acquired in a business combination. The customer relationships are amortised on a straight line basis over its estimated useful life of 3 to 10 years. i. Property, Plant and Equipment All items of property, plant and equipment are initially recorded at cost. Such cost includes the cost of replacing part of the property, plant and equipment and borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying property, plant and equipment. The accounting policy for borrowing costs is set out in Note 2(q). The cost of an item of property, plant and equipment is recognised as an asset if, and only if, it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. Subsequent to recognition, plant and equipment are stated at cost less accumulated depreciation and any accumulated impairment losses. When significant parts of property, plant and equipment are acquired to be replaced in intervals, the Group recognises such parts as individual assets with specific useful lives and depreciation, respectively. Likewise, when a major inspection is performed, its cost is recognised in the carrying amount of the plant and equipment as a replacement if the recognition criteria are satisfied. All other repair and maintenance costs are recognised in profit or loss as incurred. An item of plant and equipment is derecognised upon disposal or when no future economic benefits are expected from its use or disposal. Any gain or loss on derecognition of the asset is included in the profit or loss in the year the asset is derecognised. The cost of self-constructed assets includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset to a working condition for its intended use, and the cost of dismantling and removing the items and restoring the site on which they are located.
97

31 March 2012
2.
ACCOUNTING POLICIES (contd) i. Property, Plant and Equipment (contd) Property, plant and equipment are depreciated on a straight-line basis at rates which are calculated to writedown their costs to their estimated residual values at the end of their operational lives. Operational lives and residual values are reviewed annually in the light of experience and changing circumstances, and adjusted as appropriate at each balance sheet date. The estimated useful lives are as follows: Freehold buildings Leasehold land and buildings Office fittings and fixtures and office and commercial equipment Fixed and mobile ground support equipment and motor vehicles No depreciation is provided for progress payments. Fully-depreciated property, plant and equipment are retained in the financial statements until they are no longer in use. No depreciation is charged after assets are depreciated to their residual values. The residual value, useful life and depreciation methods are reviewed at each financial year end and adjusted prospectively, if appropriate. j. Investment Properties Investment properties are properties either owned by the Group in order to earn rentals or for capital appreciation, or both, rather than for use in the production or supply of goods or services, or for administrative purposes, or in the ordinary course of business. Investment properties comprise completed investment properties. Investment properties are stated at cost, net of depreciation and any accumulated impairment losses. Depreciation is provided on the straight line basis so as to write off the cost of the investment properties over its estimated useful lives of 10 to 30 years. Investment properties are derecognised when either they have been disposed of or when the investment property is permanently withdrawn from use and no future economic benefit is expected from its disposal. Any gain or loss on the retirement or disposal of an investment property is recognised in the profit or loss account in the year of retirement or disposal. Transfers are made to or from investment property only when there is a change in use. For a transfer from owner-occupied property to investment property, the property is accounted for in accordance with the accounting policy for property, plant and equipment set out in Note 2(i) up to the date of change in use. For a transfer from investment property to owner-occupied property, the property is accounted for in accordance with the accounting policy for property, plant and equipment from the date of change in use. k. Leases The determination of whether an arrangement is, or contains a lease is based on the substance of the arrangement at inception date: whether fulfilment of the arrangement is dependent on the use of a specific asset or assets or the arrangement conveys a right to use the asset, even if that right is not explicitly specified in an arrangement. 38 to 55 years according to the lease period or 30 years whichever is the shorter 1 to 5 years 1 to 12 years
98

31 March 2012
2.
ACCOUNTING POLICIES (contd) k. Leases (contd) Finance lease as lessee Finance leases, which transfer to the Group substantially all the risks and benefits incidental to ownership of the leased asset, are capitalised at the inception of the lease at the fair value of the leased asset or, if lower, at the present value of the minimum lease payments. Any initial direct costs are also added to the amount capitalised. Lease payments are apportioned between finance charges and reduction of the lease liability so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges are charged directly to profit or loss. Operating lease as lessee Leases where the lessor effectively retains substantially all the risks and benefits of ownership of the leased assets are classified as operating leases. Operating lease payments are recognised as an expense in profit or loss on a straight-line basis over the lease term. The aggregate benefit of incentives provided by the lessor is recognised as a reduction of rental expense over the lease term on a straight-line basis. Operating lease as lessor Leases where the Group retains substantially all the risks and rewards of ownership of the asset are classified as operating leases. Initial direct costs incurred in negotiating an operating lease are added to the carrying amount of the leased asset and recognised over the lease term on the same bases as rental income. The accounting policy for rental income is set out in Note 2(v). l. Inventories Inventories, which consist mainly of equipment spare parts and food supplies, are stated at the lower of cost or net realisable value. Costs are determined using the weighted average cost basis, and comprise all costs of purchase, costs of conversion and other costs incurred in bringing the inventories to their present location and condition. In the case of manufactured inventories and work-in-progress, cost includes an appropriate share of production overheads based on normal operating capacity. Where necessary, allowance is provided for damaged, obsolete and slow moving items to adjust the carrying value of inventories to the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course of business less estimated costs of completion and the estimated costs necessary to make the sale. m. Financial Assets Financial assets are recognised when, and only when, the Group becomes a party to the contractual provisions of the financial instrument. The Group determines the classification of its financial assets at initial recognition. When financial assets are recognised initially, they are measured at fair value, plus, in the case of financial assets not at fair value through profit or loss, directly attributable transaction costs. A financial asset is derecognised when the contractual right to receive cash flows from the asset has expired. On derecognition of a financial asset in its entirety, the difference between the carrying amount and the sum of the consideration received and any cumulative gain or loss that has been recognised in other comprehensive income is recognised in profit or loss. All regular way purchases and sales of financial assets are recognised or derecognised on the trade date, i.e., the date that the Group commits to purchase or sell the asset. Regular way purchases or sales are purchases or sales of financial assets that require delivery of assets within the period generally established by regulation or convention in the marketplace concerned.
99

31 March 2012
2.
ACCOUNTING POLICIES (contd) m. Financial Assets (contd) Financial assets at fair value through profit or loss Financial assets at fair value through profit or loss include financial assets held for trading and financial assets designated upon initial recognition at fair value through profit or loss. Financial assets are classified as held for trading if they are acquired for the purpose of selling or purchasing in the near term. This category includes derivative financial instruments entered into by the Group that are not designated as hedging instruments in hedge relationships as defined by FRS 39. Derivatives, including separated embedded derivatives, are also classified as held for trading unless they are designated as effective hedging instruments. The Group has not designated any financial assets upon initial recognition at fair value through profit or loss. Subsequent to initial recognition, financial assets at fair value through profit or loss are measured at fair value. Any gains or losses arising from changes in fair value of the financial assets are recognised in profit or loss. Net gains or net losses on financial assets at fair value through profit or loss include exchange differences, interest and dividend income. Financial assets at fair value through profit or loss are classified as current assets if they are expected to be realised within 12 months after the balance sheet date. Loans and receivables Non-derivative financial assets with fixed or determinable payments that are not quoted in an active market are classified as loans and receivables. Subsequent to initial recognition, loans and receivables are carried at amortised cost using the effective interest method less impairment. Gains and losses are recognised in profit or loss when the loans and receivables are derecognised or impaired, as well as through the amortisation process. Available-for-sale financial assets Available-for-sale financial assets include equity and debt securities. Equity investments classified as availablefor-sale are those which are neither classified as held for trading nor designated at fair value through profit or loss. Debt securities in this category are those which are intended to be held for an indefinite period of time and which may be sold in response to needs for liquidity or in response to changes in the market conditions. After initial recognition, available-for-sale financial assets are measured at fair value. Any gains or losses from changes in fair value of the financial assets are recognised in other comprehensive income, except that impairment losses, foreign exchange gains and losses on monetary instruments and interest calculated using the effective interest method are recognised in profit or loss. The cumulative gain or loss previously recognised in other comprehensive income is reclassified from equity to profit or loss as a reclassification adjustment when the financial asset is derecognised. The fair value of quoted investments is generally determined by reference to stock exchange quoted market bid prices at the close of the business on the balance sheet date. For investments where there is no active market, fair value is determined using valuation techniques. Such techniques include using recent arms length market transactions or reference to the current market value of another instrument (which is substantially the same). For investments where there is no active market and where fair value cannot be reliably measured, they are measured at cost less impairment loss.
100

31 March 2012
2.
ACCOUNTING POLICIES (contd) m. Financial Assets (contd) Trade and other receivables and amounts due from related companies Trade receivables, which generally have 30 90 day terms, other receivables and amounts due from related companies are classified and accounted for as loans and receivables. n. Cash and Short-Term Deposits Cash and short-term deposits refers to cash on hand and demand deposits. Cash on hand, demand deposits and short-term deposits are classified and accounted for as loans and receivables. For the purpose of the consolidated cash flow statement, cash and cash equivalents consist of cash on hand and deposits in banks, net of outstanding bank overdrafts. o. Taxation Current income tax Current income tax assets and liabilities for the current and prior periods are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted by the balance sheet date, in the countries where the Group operates and generates taxable income. Current income taxes are recognised in profit or loss except to the extent that the tax relates to items recognised outside profit or loss, either in other comprehensive income or directly in equity. Management periodically evaluates positions taken in the tax returns with respect to situations in which applicable tax regulations are subject to interpretation and establishes provisions where appropriate. Deferred tax Deferred tax is provided, using the liability method, on all temporary differences at the balance sheet date between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes. Deferred tax liabilities are recognised for all temporary differences, except: Where the deferred tax liability arises from the initial recognition of an asset or liability in a transaction that is not a business combination and, at the time of the transaction affects neither the accounting profit nor taxable profit or loss; and In respect of taxable temporary differences associated with investments in subsidiaries, associates and joint ventures, where the timing of the reversal of the temporary differences can be controlled by the Group and it is probable that the temporary differences will not reverse in the foreseeable future.
101

31 March 2012
2.
ACCOUNTING POLICIES (contd) o. Taxation (contd) Deferred tax (contd) Deferred tax assets are recognised for all deductible temporary differences, carry forward of unused tax credits and unused tax losses, to the extent that it is probable that taxable profit will be available against which the deductible temporary differences, and the carry forward of unused tax credits and unused tax losses can be utilised except: Where the deferred tax asset relating to the deductible temporary difference arises from the initial recognition of an asset or liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the accounting profit nor taxable profit or loss; and The carrying amount of deferred tax assets is reviewed at the end of each reporting period and reduced to the extent that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred tax asset to be utilised. Unrecognised deferred tax assets are reassessed at the end of each reporting period and are recognised to the extent that it has become probable that future taxable profit will allow the deferred tax asset to be recovered. Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the year when the asset is realised or the liability is settled, based on tax rates and tax laws that have been enacted or substantively enacted at the balance sheet date. Deferred tax relating to items recognised outside profit or loss is recognised outside profit or loss. Deferred tax items are recognised in correlation to the underlying transaction either in other comprehensive income or directly in equity and deferred tax arising from a business combination is adjusted against goodwill on acquisition. Deferred tax assets and deferred tax liabilities are offset, if a legally enforceable right exists to set off current income tax assets against current income tax liabilities and the deferred taxes relate to the same taxable entity and the same taxation authority. Tax benefits acquired as part of a business combination, but not satisfying the criteria for separate recognition at that date, would be recognised subsequently if new information about facts and circumstances changed. The adjustment would either be treated as a reduction to goodwill (as long as it does not exceed goodwill) if it incurred during the measurement period or in profit or loss. Sales tax Revenues, expenses and assets are recognised net of the amount of sales tax except: Where the sales tax incurred on a purchase of assets or services is not recoverable from the taxation authority, in which case the sales tax is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable; and Receivables and payables that are stated with the amount of sales tax included.
The net amount of sales tax recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the statement of financial position.
102

31 March 2012
2.
ACCOUNTING POLICIES (contd) p. Loans and Borrowings Loans and other borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction costs. After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised cost using the effective interest method. q. Borrowing Costs Borrowing costs are generally expensed as incurred. Borrowing costs are capitalised if they are directly attributable to the acquisition, construction or production of a qualifying asset. Capitalisation of borrowing costs commences when the activities to prepare the asset for its intended use or sale are in progress and the expenditure and borrowing costs are being incurred. Borrowing costs are capitalised until the assets are ready for their intended use. Borrowing costs consist of interest and other costs that an entity incurs in connection with the borrowing of funds. r. Employee Benefits Equity compensation plans The Group has in place an Employee Share Option Plan (the Plan) for the granting of share options to senior executives and all other employees to subscribe for ordinary shares in the Company. The exercise price approximates the market value of the ordinary shares on the date of grant. The Group has also implemented the Restricted Share Plan and Performance Share Plan for awarding of fully paid ordinary shares to key senior management and senior executives, when and after pre-determined performance or service conditions are accomplished. Details of the plans are disclosed in Note 12 to the financial statements. Equity-settled transactions The cost of these equity-settled transactions with employees is measured by reference to the fair value of the options or awards at the date on which the share options or awards are granted. In valuing the share options, no account is taken of any performance conditions, other than conditions linked to the price of the shares of the Company. This cost is recognised in profit or loss, with a corresponding increase in the share-based compensation reserve, over the vesting period in which the service conditions are fulfilled, ending on the date on which the relevant employees become fully entitled to the award (the vesting date). Non-market vesting conditions are included in the estimation of the number of shares under options that are expected to become exercisable on the vesting date. At each balance sheet date, the Group revises its estimates of the number of shares under options that are expected to become exercisable on the vesting date and recognises the impact of the revision of the estimates in profit or loss, with a corresponding adjustment to the share-based compensation reserve over the remaining vesting period.
103

31 March 2012
2.
ACCOUNTING POLICIES (contd) r. Employee Benefits (contd) Equity-settled transactions (contd) No expense is recognised for options or awards that do not ultimately vest, except for options or awards where vesting is conditional upon a market condition, which are treated as vesting irrespective of whether or not the market condition is satisfied, provided that all other performance and/or service conditions are satisfied. The share-based compensation reserve is transferred to revenue reserve upon cancellation or expiry of the vested options or awards. When the options are exercised or awards are released, the share-based compensation reserve is transferred to share capital if new shares are issued, or to treasury shares if the options are satisfied by the reissuance of treasury shares. Defined contribution plans The Group participates in national pension schemes as defined by the laws of the countries in which it has operations. The companies in Singapore make contributions to the Central Provident Fund (CPF) scheme, a defined contribution pension scheme. Certain of the Groups companies and overseas stations outside Singapore make contributions to their respective countries pension schemes. Such contributions are recognised as an expense in the period in which the related service is performed. Defined benefit plan The cost of providing benefits under the defined benefit plan is determined separately for each plan using the projected unit credit method. Actuarial gains and losses are recognised as income or expense when the net cumulative unrecognised actuarial gains and losses for each individual plan at the end of the previous reporting period exceed 10% of the higher of the defined benefit obligation and the fair value of plan assets at that date. These gains or losses are recognised over the expected average remaining working lives of the employees participating in the plans. The past service costs are recognised as an expense on a straight-line basis over the average period until the benefits become vested. If the benefits are already vested, immediately following the introduction of, or changes to, a pension plan, past service costs are recognised immediately. The defined benefit asset or liability is the aggregate of the present value of the defined benefit obligation (derived using a discount rate based on high quality corporate bonds) at the end of the reporting period plus any actuarial gains (less any actuarial losses) not recognised, reduced by past service costs not yet recognised and the fair value of plan assets out of which the obligations are to be settled directly. If such aggregate is negative, the asset is measured at the lower of such aggregate or the aggregate of cumulative unrecognised net actuarial losses and past service costs and the present value of any economic benefits available in the form of refunds from the plan or reductions in the future contributions to the plan. If the asset is measured at the aggregate of cumulative unrecognised net actuarial losses and past service costs and the present value of any economic benefits available in the form of refunds from the plan or reductions in the future contributions to the plan: Net actuarial losses of the current period and past service costs of the current period are recognised immediately to the extent that they exceed any reduction in the present value of those economic benefits. If there is no change or an increase in the present value of the economic benefits, the entire net actuarial losses of the current period and past service costs of the current period are recognised immediately.
104

31 March 2012
2.
ACCOUNTING POLICIES (contd) r. Employee Benefits (contd) Defined benefit plan (contd) Net actuarial gains of the current period after the deduction of past service costs of the current period exceeding any increase in the present value of the economic benefits stated above are recognised immediately. If there is no change or a decrease in the present value of the economic benefits, the entire net actuarial gains of the period after the deduction of past service costs of the current period are recognised immediately.
Plan assets are assets that are held by a long-term employee benefit fund or qualifying insurance policies. Plan assets are not available to the creditors of the Group, nor can they be paid directly to the Group. Fair value of plan assets is based on market price information and in the case of quoted securities, it is based on the published bid price. The value of any defined benefit asset recognised is restricted to the sum of any past service costs and actuarial gains and losses not yet recognised and the present value of any economic benefits available in the form of refunds from the plan or reductions in the future contributions to the plan. The Groups right to be reimbursed for some or all of the expenditure required to settle a defined benefit obligation is recognised as a separate asset at fair value when and only when reimbursement is virtually certain. s. Financial Liabilities Financial liabilities include trade payables, which are normally settled on 30 90 day terms, other payables, amount due to related companies and interest-bearing loans and borrowings. Financial liabilities are recognised when, and only when, the Group becomes a party to the contractual provisions of the financial instrument. The Group determines the classification of its financial liabilities at initial recognition. Financial liabilities are recognised initially at fair value, plus, in the case of financial liabilities not at fair value through profit or loss, directly attributable transaction costs. Subsequent to initial recognition, all financial liabilities are measured at amortised cost using the effective interest method. Gains and losses are recognised in profit or loss when the liabilities are derecognised, and through the amortisation process. A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires. When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognised in profit or loss.
105

31 March 2012
2.
ACCOUNTING POLICIES (contd) t. Provisions Provisions are recognised when the Group has a present obligation (legal or constructive) where, as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. If the effect of the time value of money is material, provisions are discounted using a current pre-tax rate that reflects, where appropriate, the risks specific to the liability. Where discounting is used, the increase in the provision due to the passage of time is recognised as finance costs. Provisions are reviewed at each balance sheet date and adjusted to reflect the current best estimate. If it is no longer probable that an outflow of resources embodying economic benefits will be required to settle the obligation, the provision is reversed. u. Discontinued Operations In profit or loss of the current reporting period, and of the comparative period of the previous year, all income and expenses from discontinued operations are reported separately from income and expenses from continuing operations, down to the level of profit after taxes. The resulting profit or loss (after taxes) is reported separately in profit or loss. v. Revenue Revenue from ground handling, inflight catering, aviation security services, airline laundry and airport cargo delivery management services is recognised upon rendering of services. Revenue from manufacturing and exporting chilled and frozen processed foods is recognised upon delivery and acceptance of goods sold. Rental income arising on investment properties is accounted for on a straight-line basis over the lease terms. w. Income from Investments Dividend income from investments is recognised when the shareholders right to receive payments is established. Interest income from investments and fixed deposits is recorded using the effective interest rate method. x. Impairment of Non-Financial and Financial Assets An assets recoverable amount is the higher of an assets or cash-generating units fair value less costs to sell and its value in use and is determined for an individual asset, unless the asset does not generate cash inflows that are largely independent of those from other assets or groups of assets. Non-financial assets The Group assesses at each reporting date whether there is an indication that an asset may be impaired. If any indication exists, or when an annual impairment testing for an asset is required, the Group makes an estimate of the assets recoverable amount.
106

31 March 2012
2.
ACCOUNTING POLICIES (contd) x. Impairment of Non-Financial and Financial Assets (contd) Non-financial assets (contd) Where the carrying amount of an asset or cash-generating unit exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. In assessing value in use, the estimated future cash flows expected to be generated by the asset are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. In determining fair value less costs to sell, recent market transactions are taken into account, if available. If no such transactions can be identified, an appropriate valuation model is used. The Group bases its impairment calculation on detailed budgets and forecast calculations which are prepared separately for each of the Groups cash-generating units to which the individual assets are allocated. These budgets and forecast calculations cover a period of five years. Impairment losses of continuing operations are recognised in profit or loss in those expense categories consistent with the function of the impaired asset. For assets excluding goodwill, an assessment is made at each reporting date as to whether there is any indication that previously recognised impairment losses may no longer exist or may have decreased. If such indication exists, the Group estimates the assets or cash-generating units recoverable amount. A previously recognised impairment loss is reversed only if there has been a change in the estimates used to determine the assets carrying amount since the last impairment loss was recognised. If that is the case, the carrying amount of the asset is increased to its recoverable amount. That increase cannot exceed the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognised previously. Such reversal is recognised in profit or loss. Financial assets The Group assesses at balance sheet date whether there is any objective evidence that a financial asset is impaired. Assets carried at amortised cost For financial assets carried at amortised cost, the Group first assesses individually whether objective evidence of impairment exists individually for financial assets that are individually significant, or collectively for financial assets that are not individually significant. If the Group determines that no objective evidence of impairment exists for an individually assessed financial asset, whether significant or not, it includes the asset in a group of financial assets with similar credit risk characteristics and collectively assesses them for impairment. Assets that are individually assessed for impairment and for which an impairment loss is, or continues to be recognised are not included in a collective assessment of impairment.
107

31 March 2012
2.
ACCOUNTING POLICIES (contd) x. Impairment of Non-Financial and Financial Assets (contd) Financial assets (contd) Assets carried at amortised cost (contd) If there is objective evidence that an impairment loss on financial assets carried at amortised cost has incurred, the amount of the loss is measured as the difference between the assets carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial assets original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account. The impairment loss is recognised in profit or loss. When the asset becomes uncollectible, the carrying amount of impaired financial assets is reduced directly or if an amount was charged to the allowance account, the amount charged to the allowance account is written off against the carrying value of the financial asset. To determine whether there is objective evidence that an impairment loss on financial assets has occurred, the Group considers factors such as the probability of insolvency or significant financial difficulties of the debtor and default or significant delay in payments. If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognised, the previously recognised impairment is reversed to the extent that the carrying amount of the asset does not exceed its amortised cost at the reversal date. The amount of reversal is recognised in profit or loss. Assets carried at cost If there is objective evidence (such as significant adverse changes in the business environment where the issuer operates, probability of insolvency or significant financial difficulties of the issuer) that an impairment loss on financial assets carried at cost has occurred, the amount of the loss is measured as the difference between the assets carrying amount and the present value of estimated future cash flows discounted at the current market rate of return for a similar financial asset. Such impairment losses are not reversed in subsequent periods. Available-for-sale financial assets In the case of equity investments classified as available-for-sale, objective evidence of impairment include (i) significant financial difficulty of the issuer or obligor, (ii) information about significant changes with an adverse effect that have taken place in the technological, market, economic or legal environment in which the issuer operates, and indicates that the cost of the investment in equity instrument may not be recovered; and (iii) a significant or prolonged decline in the fair value of the investment below its costs. Significant is to be evaluated against the original cost of the investment and prolonged against the period in which the fair value has been below its original cost. If an available-for-sale asset is impaired, an amount comprising the difference between its cost (net of any principal repayment and amortisation) and its current fair value, less any impairment loss previously recognised in profit or loss, is transferred from other comprehensive income to profit or loss. Reversals of impairment losses in respect of equity instruments are not recognised in profit or loss; increase in their fair value after impairment are recognised directly in other comprehensive income.
108

31 March 2012
2.
ACCOUNTING POLICIES (contd) x. Impairment of Non-Financial and Financial Assets (contd) Financial assets (contd) Available-for-sale financial assets (contd) In the case of debt instruments classified as available-for-sale, impairment is assessed based on the same criteria as financial assets carried at amortised cost. However, the amount recorded for impairment is the cumulative loss measured as the difference between the amortised cost and the current fair value, less any impairment loss on that investment previously recognised in profit or loss. Future interest income continues to be accrued based on the reduced carrying amount of the asset and is accrued using the rate of interest used to discount the future cash flows for the purpose of measuring the impairment loss. The interest income is recorded as part of finance income. If, in a subsequent year, the fair value of a debt instrument increases and the increases can be objectively related to an event occurring after the impairment loss was recognised in profit or loss, the impairment loss is reversed in profit or loss. y. Segmental Reporting Operating segments are reported in a manner consistent with the internal reporting provided to the senior management of the Group. The senior management are responsible for allocating resources and assessing performance of the operating segments. Additional disclosures on each of these segments are shown in Note 36, including the factors used to identify the reportable segments and the measurement basis of segment information. z. Treasury Shares The Groups own equity instruments, which are reacquired (treasury shares) are recognised at cost and deducted from equity (Note 12). No gain or loss is recognised in profit or loss on the purchase, sale, issue or cancellation of the Groups own equity instruments. Any difference between the carrying amount of treasury shares and the consideration received, if reissued, is recognised directly in equity. Voting rights related to treasury shares are nullified for the Group and no dividends are allocated to them respectively. aa. Related Parties A related party is defined as follows: (a) A person or a close member of that persons family is related to the Group and Company if that person: (i) (ii) (iii) has control or joint control over the Company; has significant influence over the Company; or is a member of the key management personnel of the Group or Company or of a parent of the Company.
109

31 March 2012
2.
ACCOUNTING POLICIES (contd) aa. Related Parties (contd) (b) An entity is related to the Group and the Company if any of the following conditions applies: (i) the entity and the Company are members of the same group (which means that each parent, subsidiary and fellow subsidiary is related to the others); one entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a group of which the other entity is a member); both entities are joint ventures of the same third party; one entity is a joint venture of a third entity and the other entity is an associate of the third entity; the entity is a post-employment benefit plan for the benefit of employees of either the Company or an entity related to the Company. If the Company is itself such a plan, the sponsoring employers are also related to the Company; the entity is controlled or jointly controlled by a person identified in (a); a person identified in (a)(i) has significant influence over the entity or is a member of the key management personnel of the entity (or of a parent of the entity).
(ii)
(iii) (iv) (v)
(vi) (vii)
3.
SIGNIFICANT ACCOUNTING ESTIMATES AND JUDGEMENTS The preparation of the Groups consolidated financial statements requires management to make judgments, estimates and assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the disclosure of contingent liabilities at the balance sheet date. However, uncertainty about these assumptions and estimates could result in outcomes that could require a material adjustment to the carrying amount of the asset or liability affected in the future periods. Key Sources of Estimation Uncertainty The key assumptions concerning the future and other key sources of estimation uncertainty at the balance sheet date, that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below. (a) Income taxes The Group has exposure to income taxes in numerous jurisdictions. Management judgement is involved in determining the group-wide provision for income taxes. There are certain transactions and computations for which the ultimate tax determination is uncertain during the ordinary course of business. The Group recognises liabilities for expected tax issues based on estimates of whether additional taxes will be due. Where the final tax outcome of these matters is different from the amounts that were initially recognised, such differences will impact the income tax and deferred tax provisions in the period in which such determination is made. The carrying amount of the Groups tax payables at 31 March 2012 was $42.4 million (2011: $43.8 million). The Groups deferred tax assets and deferred tax liabilities at 31 March 2012 are $26.9 million (2011: $34.5 million) and $62.2 million (2011: $104.1 million) respectively.
110

31 March 2012
3.
SIGNIFICANT ACCOUNTING ESTIMATES AND JUDGEMENTS (contd) Key Sources of Estimation Uncertainty (contd) (b) Useful lives of property, plant and equipment and investment properties The Group reviews the useful lives of property, plant and equipment and investment properties at each balance sheet date, in accordance with the accounting policy stated in Note 2(i) and Note 2(j) respectively. Judgement is required in determining the useful lives of property, plant and equipment and investment properties. In determining useful lives, which is based on the period over which an asset is expected to be available for efficient use, the Group considers factors like insurance coverage requirement, maintenance and repair cost, technical or commercial obsolescence and legal or similar limits to the use of the property, plant and equipment and investment properties. (c) Defined benefit plan The cost of defined benefit plan as well as the present value of the pension obligation are determined using actuarial valuations. The actuarial valuation involves making various assumptions. These include the determination of the discount rates, expected rates of return of assets, future salary increases, mortality rates and future pension increases. Due to the complexity of the valuation, the underlying assumptions and its longterm nature, defined benefit obligations are highly sensitive to changes in these assumptions. In determining the appropriate discount rate, management considers the interest rates of high quality corporate bonds in the respective currencies with at least AA rating, with extrapolated maturities corresponding to the expected duration of the defined benefit obligation. The underlying bonds are further reviewed for quality, and those having excessive credit spreads are removed from the population of bonds on which the discount rate is based, on the basis that they do not represent high quality bonds. The mortality rate is based on publicly available mortality tables for the specific country. Future salary and pension increases are based on expected future inflation rates for the specific country. All assumptions are reviewed at balance sheet date. The net defined benefit liability as at 31 March 2012 is $15.7 million (2011: $55.8 million). Further details are provided in Note 29. Judgements Made in Applying Accounting Policies In the process of applying the Groups accounting policies, management has made certain judgements, apart from those involving estimations, which have significant effect on the amounts recognised in the financial statements. Impairment of non-financial assets An impairment exists when the carrying value of an asset or cash generating unit exceeds its recoverable amount, which is the higher of its fair value less costs to sell and its value in use. The fair value less costs to sell calculation is based on available data from binding sales transactions in an arms length transaction of similar assets or observable market prices less incremental costs for disposing the asset. The value in use for calculation is based on a discounted cash flow model. The cash flows are derived from the budget for the next five years and do not include restructuring activities that the Group is not yet committed to or significant future investments that will enhance the assets performance of the cash-generating unit being tested. The recoverable amount is most sensitive to the discount rate used for the discounted cash flow model as well as the expected future cash inflows and the growth rate used for extrapolation purposes. Further details of the key assumptions applied in the impairment assessment of goodwill and brands are given in Note 16 to the financial statements.
111

31 March 2012
4.
REVENUE Revenue comprises revenue from gateway services, food solutions and rental income provided by the Company and the Group. Gateway services include ground handling, airport cargo delivery, management services and aviation security services while food solutions refer to inflight catering, food processing, distribution and airline laundry services. It excludes dividends, interest income and, in respect of the Group, intra-group transactions.
GROUP 2011-12 $000 2010-11 $000 (Restated)
Food Solutions Gateway Services Corporate (rental and other services)
1,076,951 602,731 5,731 1,685,413
796,743 551,010 10,095 1,357,848
5.
STAFF COSTS
GROUP 2011-12 $000 2010-11 $000 (Restated)
Salaries, bonuses and other costs * CPF and other defined contributions Defined benefit plan Share-based compensation expense #
642,107 50,058 2,356 2,458 696,979 14,029
519,678 40,304 1,200 2,406 563,588 13,560
Number of employees at end of year
*
#
Included in salaries, bonuses and other costs are contract labour expenses of $66,639,542 (2011: $67,553,591). Disclosures relating to share-based compensation expense are in Note 12.
6.
OPERATING PROFIT
GROUP 2011-12 $000 2010-11 $000 (Restated)
Operating profit for the financial year is stated after charging/(crediting): Directors fees Audit fee paid to auditors of the Company Non-audit fee paid to auditors of the Company Allowance/(write-back) of doubtful receivables Gain on disposal of property, plant and equipment Maintenance of equipment and vehicles IT expenses Lease of ground support equipment Leasehold land rental Exchange gain, net
965 563 342 798 (68) 35,974 20,239 6,987 1,098 (1,542)
1,030 615 455 (3,962) (315) 28,085 14,822 5,468 3,553 (960)
112

31 March 2012
7.
INTEREST ON BORROWINGS
GROUP 2011-12 $000 2010-11 $000 (Restated)
Interest expenses on: Loan from third parties
2,455
1,863
8.
INTEREST INCOME
GROUP 2011-12 $000 2010-11 $000 (Restated)
Interest income from: Third parties Associates
1,060 1,060
514 5 519
9.
INCOME TAX EXPENSE

GROUP 2011-12 $000 2010-11 $000 (Restated)
Current income tax continuing operations: Current year Over provision in respect of prior years
35,404 (1,046) 34,358
33,611 (133) 33,478
Deferred income tax continuing operations: Movement in temporary differences Under provision of deferred taxation in respect of prior years Effect of reduction in tax rate Provision for withholding tax expenses on share of results of associates Income tax attributable to continuing operations Income tax attributable to discontinued operations (Note 17(c)) Income tax expenses recognised in profit or loss
(1,769) 1,464 1,010 1,672 36,735 833 37,568
865 687 1,852 36,882 2,493 39,375
113

31 March 2012
9.
INCOME TAX EXPENSE (contd) A reconciliation between taxation expense and the product of accounting profit multiplied by the applicable tax rate for the years ended 31 March is as follows:
GROUP 2011-12 $000 2010-11 $000 (Restated)
Profit before tax from continuing operations Profit before tax from discontinued operations (Note 17(c)) Accounting profit before tax Taxation at statutory tax rate of 17% (2011: 17%) Adjustments: Non-deductible expenses Effect of different tax rates in other countries Effect of reduction in tax rate * Over provision of current taxation in respect of prior years Under provision of deferred taxation in respect of prior years Utilisation of previously unrecognised tax losses/capital allowances Tax exempt income Effect of write-back of retirement benefit plan obligations Effect of share of results of associates/joint ventures Provision for withholding tax expenses on share of results of associates Deferred tax benefits not recognised Others
221,812 (9,244) 212,568 36,137
216,671 14,529 231,200 39,304
4,946 (263) 1,010 (1,046) 1,464 1,085 (21) (1,725) (7,010) 1,672 484 835 37,568
6,487 1,361 (1,675) 1,895 (990) (1,391) (7,974) 1,852 1,456 (950) 39,375
The corporate income tax rate applicable to the Japan subsidiaries will be reduced to 38.01% for tax years on or after 1 April 2012. The corporate tax rate will be further reduced to 35.64% from 1 April 2015.
114

31 March 2012
10.
EARNINGS PER SHARE

GROUP 2011-12 $000 2010-11 $000 (Restated)
Profit attributable to owners of the Company
170,883
GROUP 31 March 2012
191,450
2011
Weighted average number of ordinary shares in issue used for computing basic earnings per share 1,108,323,239 Adjustment for share options, RSP and PSP 2,828,879 Weighted average number of ordinary shares in issue used for computing diluted earnings per share 1,111,152,118 Earnings per share from continuing operations attributable to owners of the Company (cents) Basic Diluted Earnings per share (cents) Basic Diluted 15.4 15.4 16.3 16.3
1,102,436,265 4,948,236 1,107,384,501
16.3 16.2
17.4 17.3
Basic earnings per share is calculated by dividing the profit attributable to owners of the Company by the weighted average number of ordinary shares in issue during the financial year. For purposes of calculating diluted earnings per share, the weighted average number of ordinary shares in issue is adjusted to take into account the dilutive effect of share based payment plans of the Company. 16,337,496 (2011: 15,459,539) of the share options granted to employees under the existing employee share option plans have not been included in the calculation of the diluted earnings per share because they are anti-dilutive for the current and previous financial periods presented.
115

31 March 2012
11.
DIVIDENDS PAID AND PROPOSED

GROUP AND COMPANY 2011-12 $000 2010-11 $000
Dividends paid: Final dividend of 6 cents (2011: 8 cents) per ordinary share in respect of previous financial year Special dividend of 6 cents (2011: Nil) per ordinary share in respect of previous financial year Interim dividend of 5 cents (2011: 5 cents) per ordinary share in respect of current financial year
66,512 66,512 55,433 188,457
88,175 55,320 143,495
The Directors proposed the following dividends for the financial year ended 31 March 2012: 2011-12
$000
Final dividend of 6 cents per ordinary share (one-tier tax exempt) Special dividend of 15 cents per ordinary share (one-tier tax exempt)
66,529 166,321 232,850
12.
SHARE CAPITAL AND TREASURY SHARES

GROUP AND COMPANY 31 March 2012 2011
Share Capital Issued and fully paid share capital Ordinary shares Balance at beginning of the year: 1,108,372,310 (2011: 1,093,151,046) ordinary shares 662,200 (2011: 14,659,855) share options exercised during the year Nil (2011: 561,409) restricted and performance shares vested and issued from share capital during the year Balance at end of the year: 1,109,034,510 (2011: 1,108,372,310) ordinary shares
$000
$000
324,743 1,486 326,229
288,018 35,972 753 324,743
The holders of ordinary shares are entitled to receive dividends as and when declared by the Company. All ordinary shares carry one vote per share without restriction. The ordinary shares have no par value.
116

31 March 2012
12.
SHARE CAPTIAL AND TREASURY SHARES (contd)

GROUP AND COMPANY 31 March 2012 2011
Treasury Shares Balance at beginning of the year: 500,000 (2011: Nil) shares 500,000 (2011: 500,000) shares acquired during the year 774,423 (2011: Nil) restricted and performance shares vested and issued from treasury shares during the year Balance at end of the year: 225,577 (2011: 500,000) shares Treasury shares relates to ordinary shares of the Company that is held by the Company. Share Option Plan
$000
$000
1,275 1,300 (1,748) 827
1,275 1,275
During the financial year, the Company issued 662,200 (2011: 14,659,855) ordinary shares upon exercise of options granted under the Employee Share Option Plan. No shares (2011: 561,409) and 774,423 (2011: Nil) ordinary shares were vested and issued from share capital and treasury shares respectively during the financial year under the Restricted Share Plan and Performance Share Plan. Information with respect to the number of options granted under the Plan is as follows:
GROUP 31 March 2012 Number of options Weighted average exercise price Number of options 2011 Weighted average exercise price
Outstanding at beginning of the year Exercised Lapsed Outstanding at end of the year Exercisable at end of the year Fair values of the options
33,714,275 (662,200) (875,000) 32,177,075 32,177,075
$2.46 $2.54 $2.23 $2.41 $2.41
49,195,130 (14,659,855) (821,000) 33,714,275 33,714,275
$2.35 $2.80 $2.17 $2.46 $2.46
The fair value of services received in return for share options granted is measured by reference to the fair value of share options granted each year under the SATS ESOP. The estimate of the fair value of the services received is measured based on a binomial option pricing model, taking into account the terms and conditions upon which the options were granted. There is no option granted during the year. The following table lists the inputs to the model used for the July 2008 grant:
July 2008 Grant
Expected dividend yield (%) Expected volatility (%) Risk-free interest rate (%) Expected life of options (years) Exercise price ($) Share price at date of grant ($)
Managements forecast 25.1 2.89 6.0 2.17 2.21
117

31 March 2012
12.
SHARE CAPITAL AND TREASURY SHARES (contd) Share Option Plan (contd) The expected life of the options is based on historical data and is not necessarily indicative of exercise patterns that may occur. The expected volatility reflects the assumption that the historical volatility is indicative of future trends, which may not necessarily be the actual outcome. No other features of options were incorporated into the measurement of fair value. Proceeds received from share options exercised during the year were:
GROUP 2011-12 $000 2010-11 $000
Aggregate proceeds from ordinary shares issued Terms of share options outstanding as at 31 March 2012:
Exercise period Exercise Price
1,279
30,793
Number Outstanding
Number Exercisable
01.07.2003 to 30.06.2012 01.07.2004 to 30.06.2012 01.07.2005 to 30.06.2012 01.07.2006 to 30.06.2012 01.07.2004 to 30.06.2013 01.07.2005 to 30.06.2013 01.07.2006 to 30.06.2013 01.07.2007 to 30.06.2013 01.07.2005 to 30.06.2014 01.07.2006 to 30.06.2014 01.07.2007 to 30.06.2014 01.07.2008 to 30.06.2014 01.07.2006 to 30.06.2015 01.07.2007 to 30.06.2015 01.07.2008 to 30.06.2015 01.07.2009 to 30.06.2015 03.07.2007 to 02.07.2016 03.07.2008 to 02.07.2016 03.07.2009 to 02.07.2016 03.07.2010 to 02.07.2016 02.07.2009 to 01.07.2017 01.07.2010 to 30.06.2018
@
$1.49 $1.49 $1.49 $1.49 $1.36 $1.36 $1.36 $1.36 $1.98 $1.98 $1.98 $1.98 $2.16 $2.16 $2.16 $2.16 $1.99 $1.99 $1.99 $1.99 $2.95 $2.11
3,150 289,650 43,200 47,550 28,200 408,250 57,100 60,600 232,000 1,653,100 236,350 247,000 282,225 4,388,325 288,225 288,525 132,112 4,091,263 134,562 140,488 13,010,700 6,114,500 32,177,075 @
3,150 289,650 43,200 47,550 28,200 408,250 57,100 60,600 232,000 1,653,100 236,350 247,000 282,225 4,388,325 288,225 288,525 132,112 4,091,263 134,562 140,488 13,010,700 6,114,500 32,177,075
The total number of options outstanding includes 5,217,900 (2011: 4,486,050) share options not exercised by employees who have retired or ceased to be employed by SATS or any of its subsidiary companies by reason of (i) ill health, injury, disability or death; (ii) redundancy; or (iii) any other reason approved in writing by the Remuneration Committee. The said options are exercisable up to the expiration of the applicable exercise period or the period of five years from the date of retirement or cessation of employment, whichever is earlier.
118

31 March 2012
12.
SHARE CAPITAL AND TREASURY SHARES (contd) Share Option Plan (contd) Details of movements of share options:
Balance at 1.4.2011/ Date of grant
Date of grant
Forfeited/ Lapsed
Exercised
Balance at 31.3.2012
Exercise price *
Exercisable period
02.07.2001 01.07.2002 01.07.2003 01.07.2004 01.07.2005 03.07.2006 02.07.2007 01.07.2008
192,900 432,550 600,250 2,505,750 5,480,000 4,824,525 13,306,500 6,371,800 33,714,275
(118,900) (2,600) (16,200) (69,400) (139,400) (141,600) (295,800) (91,100) (875,000)
(74,000) (46,400) (29,900) (67,900) (93,300) (184,500) (166,200) (662,200)
383,550 554,150 2,368,450 5,247,300 4,498,425 13,010,700 6,114,500 32,177,075
$1.19 $1.49 $1.36 $1.98 $2.16 $1.99 $2.95 $2.11
02.07.2002 - 01.07.2011 01.07.2003 - 30.06.2012 01.07.2004 - 30.06.2013 01.07.2005 - 30.06.2014 01.07.2006 - 30.06.2015 03.07.2007 - 02.07.2016 02.07.2009 - 01.07.2017 01.07.2010 - 30.06.2018
Following approval by the Companys shareholders of the declaration of a special dividend of $0.06 per share on 27 July 2011, the Committee administering the Plan has approved a $0.06 reduction in the exercise prices of all share options outstanding on 3 August 2011. The exercise prices reflected here are the exercise prices after such adjustment. The Company has accounted for the modification in accordance with FRS 102. As the incremental fair value of the share options resulted from the modification is $Nil, no adjustment is made to the share-based payment expenses.
The range of exercise prices for options outstanding at the end of the year is $1.36 $2.95 (2011: $1.19 $3.01). The weighted average remaining contractual life for these options is 4.63 years (2011: 5.58 years). The weighted average share price for options exercised during the year was $2.54 (2011: $2.80). The Company has ceased to issue further grants of share options since the last grant in July 2008. Share-Based Incentive Plans The Restricted Share Plan (RSP) and Performance Share Plan (PSP) are share-based incentive plans for senior management staff, which were approved by the shareholders of the Company on 19 July 2005. The details of the two plans are described below:
Restricted Share Plan (RSP) Performance Share Plan (PSP)
For grants prior to FY2010-11 Plan Description Award of fully-paid ordinary shares of the Company, conditional on position and individual performance targets set at the start of a two-year performance period based on stretched medium-term Group and Company objectives. Award of fully-paid ordinary shares of the Company, conditional on performance targets set at the start of a three-year overlapping performance period based on stretched long-term corporate objectives.
119

31 March 2012
12.
SHARE CAPITAL AND TREASURY SHARES (contd) Share-Based Incentive Plans (contd)
Restricted Share Plan (RSP) Performance Share Plan (PSP)
For grants prior to FY2010-11 (contd) Performance Conditions For grants prior to FY2009-10 At Group level EBITDA # Margin Value Added per $ Employment Cost Absolute Total Shareholder Return (TSR) Absolute Return on Equity (ROE)
For grants in FY2009-10 At Group level PATMI @ Value Added per $ Employment Cost Vesting Condition Based on meeting stated performance conditions over a two-year performance period, 50% of award will vest. Balance will vest equally over the subsequent two years with fulfilment of service requirements. 0% 150% depending on the achievement of pre-set performance targets over the performance period. Vesting based on meeting stated performance conditions over a three-year performance period.
Payout
0% 200% depending on the achievement of pre-set performance targets over the performance period.
For grants in FY2010-11 & FY2011-12 Plan Description Award of fully-paid ordinary shares of the Company, conditional on both corporate and individual performance achievement based on prior financial year. Award of fully-paid ordinary shares of the Company, conditional on performance targets set at the start of a three-year overlapping performance period based on stretched long-term corporate objectives. EVA Improvement Absolute TSR Relative TSR
Performance Conditions
Group PATMI @ performance equal or exceeds the Cost of Capital.
Vesting Condition
Equal vesting over a four-year period.
Vesting based on meeting specified performance conditions over a three-year performance period. 0% 200% depending on the achievement of specified performance targets over the performance period.
Payout
100% depending on the achievement based on prior financial year.
#
@
EBITDA denotes Earnings before Interest, Taxes, Depreciation, Amortisation. PATMI denotes Profit after Taxes and Non-controlling Interests.
120

31 March 2012
12.
SHARE CAPITAL AND TREASURY SHARES (contd) Share-Based Incentive Plans (contd) Fair values of RSP and PSP The fair value of services received in return for shares awarded is measured by reference to the fair value of shares granted each year under the SATS RSP and PSP. The estimate of the fair value of the services received is measured based on a Monte Carlo simulation model, which involves projection of future outcomes using statistical distributions of key random variables including share price and volatility of returns. The following table lists the inputs to the model used for the awards:
RSP Aug 2011 Aug 2010 Nov 2009
Expected dividend yield (%) Expected volatility (%) Risk-free interest rate (%) Expected term (years) Share price at date of grant ($)
PSP
31.8 0.2 0.4 0.9 3.9 2.32

Aug 2011
Managements forecast 33.2 0.4 0.6 0.9 3.9 2.91

Aug 2010
34.4 42.1 0.7 1.1 1.6 3.6 2.37

Nov 2009
Expected dividend yield (%) Expected volatility (%) Risk-free interest rate (%) Expected term (years) Cost of equity (%) Index (for Relative TSR)
Index volatility (%) Correlation (%) Share price at date of grant ($)
31.0 0.31 2.7 N.A. MSCI Asia Pac ex-Japan Industrial Index 34.6 81.1 2.32
Managements forecast 36.2 0.56 2.7 N.A. MSCI Asia Pac ex-Japan Industrial Index 39.9 37.7 2.91
38.2 0.83 2.6 8.08 N.A.
N.A. N.A. 2.37
For non-market conditions, achievement factors are determined based on inputs from the Remuneration and Human Resource Committee for the purpose of accrual for the RSP until the achievement of the targets can be accurately ascertained. The details of the shares awarded under the new share plans during the year and since commencement of the RSP and PSP are as follows:
RSP Number of ordinary shares Balance at 1.4.2011/ Date of grant Balance at 31.3.2012
Date of grant
Vested
Forfeited
Adjustments #
27.07.2007 01.11.2007 28.07.2008 17.11.2008 12.11.2009 02.08.2010 01.08.2011 03.08.2011

#
19,600 5,100 158,400 18,700 726,700 1,010,000 180,000 1,132,200 3,250,700
(19,600) (5,100) (91,300) (9,400) (189,100) (282,000) (45,000) (641,500)
(700) (13,500) (94,500) (117,000) (225,700)
(385,900) (14,000) (399,900)
66,400 9,300 138,200 619,500 135,000 1,015,200 1,983,600
Adjustments at the end of the two-year and three-year performance period upon meeting/(not meeting) stated performance targets for RSP respectively.
121

31 March 2012
12.
SHARE CAPITAL AND TREASURY SHARES (contd) Share-Based Incentive Plans (contd) Based on the Monte Carlo simulation model, the estimated fair values at date of grant for each share granted during the year under the RSP ranges from $1.92 to $2.52 (2011: $2.44 to $2.78).
PSP Number of ordinary shares Balance at 1.4.2011/ Date of grant Balance at 31.3.2012
Date of grant
Vested
Forfeited
Adjustments #
15.04.2008 * 28.07.2008 12.11.2009 02.08.2010 03.08.2011 *

#
2,923 92,000 72,000 736,000 616,700 1,519,623
(2,923) (82,000) (18,000) (30,000) (132,923)
(54,000) (175,000) (57,700) (286,700)
(10,000) (10,000)
531,000 559,000 1,090,000
Granted under Singapore Food Industries Limited (now known as Singapore Food Industries Pte. Ltd.) performance share plan which were converted to performance shares of the Company. Adjustments at the end of the two-year and three-year performance period upon meeting/(not meeting) stated performance targets for PSP respectively.
The estimated weighted average fair value at date of grant for each share granted during the year under the PSP is $1.50 (2011: $2.78) based on the Monte Carlo simulation model. For performance share grants with non-market conditions, the Group revises its estimates of the number of share grants expected to vest and corresponding adjustments are made to the income statement and share-based compensation reserve. Under the PSP, eligible key executives are required to hold a portion of the shares released to them under a share ownership guideline which requires them to maintain a beneficial ownership stake in the Company, thus further aligning their interests with shareholders. The number of contingent shares granted but not released as at 31 March 2012, were 1,983,600 (2011: 1,938,500) and 1,090,000 (2011: 902,923) for RSP and PSP respectively. Based on the achievement factor, the actual release of the awards is 1,983,600 (2011: range from 1,211,800 to a maximum of 2,301,850) and zero to a maximum of 2,180,000 (2011: zero to maximum 1,802,923) fully-paid ordinary shares of the Company, for RSP and PSP respectively. For the current financial year, the Group has provided $2,417,000 (2011: $1,878,161) in respect of the RSP and PSP based on the fair values determined on grant date and estimation of share grants that will ultimately vest.
122

31 March 2012
12.
SHARE CAPITAL AND TREASURY SHARES (contd) Share-Based Incentive Plans (contd) The total amount recognised in profit or loss for share-based compensation transactions with employees can be summarised as follows:
GROUP 2011-12 $000 2010-11 $000
Share-based compensation expense Share options expense Restricted share plan Performance share plan
1,934 524 2,458
531 1,387 488 2,406
13.
OTHER RESERVES (a) Share-Based Compensation Reserve Share-based compensation reserve represents the equity-settled share options, restricted and performance shares granted to employees. The reserve is made up of the cumulative value of services received from employees recorded on grant of equity-settled share options, restricted and performance shares. (b) Statutory Reserve Certain countries in which some of the Groups associates are incorporated legally require statutory reserves to be set aside. The laws of the countries restrict the distribution and use of these statutory reserves. (c) Fair Value Reserve Fair value reserve records the cumulative fair value changes of available-for-sale financial assets, net of tax, until they are disposed or impaired. (d) Foreign Currency Translation Reserve The foreign currency translation reserve represents exchange differences arising from the translation of the financial statements of foreign operations whose functional currencies are different from that of the Groups presentation currency. The foreign currency translation reserve is also used to record the effect of hedging of net investments in a foreign operation (Note 27).
123

31 March 2012
14.
PROPERTY, PLANT AND EQUIPMENT

GROUP Office Fixed Mobile fittings ground ground Office and and support support commercial fixtures equipment equipment equipment $000 $000 $000 $000
Freehold land and buildings $000 (Restated)
Leasehold land and buildings $000
Motor vehicles $000
Progress payments $000
Total $000 (Restated)
Cost At 1 April 2010 Acquisition of subsidiaries ^ (Note 17(b)) Translation Reclassifications Additions Disposals At 31 March 2011 and 1 April 2011 Translation Reclassifications Additions Disposals At 31 March 2012
14,564
739,870
50,444
372,100
56,181
66,175
27,286
29,806 1,356,426
148,626 (8,561) (1,156) 320 (5) 153,788 4,316 330 (14,549) 143,885
(370) 7,177 719 (834) 746,562 (71) 4,995 1,294 (20,448) 732,332
1,714 (61) 15,458 15,590 (486) 82,659 (314) 7,148 3,153 (9,542) 83,104
(1,831) 16,399 12,777 (7,354) 392,091 (728) 3,263 10,371 (97,097) 307,900
(981) (11,577) 3,805 (1,625) 45,803 37 5,735 15,832 (131) 67,276
7,521 (538) (6,728) 3,994 (526) 69,898 361 1,675 2,738 (5,201) 69,471
13,747 (547) 969 5,244 (2,062) 44,637 (502) 4,589 (3,373) 45,351
(319) (22,077) 20,429
171,608 (13,208) (1,535) * 62,878 (12,892)
27,839 1,563,277 (52) 3,047 (22,845) (29) * 16,255 54,562 (49) (150,390) 21,148 1,470,467
Accumulated depreciation At 1 April 2010 1,105 Translation (110) Reclassifications (728) Depreciation 2,700 Disposals (5) At 31 March 2011 and 1 April 2011 2,962 Translation 808 Reclassifications Depreciation 5,367 Disposals (2,532) At 31 March 2012 6,605 Carrying amount At 31 March 2011 At 31 March 2012
324,260 (88) 695 27,495 (794) 351,568 202 25,876 (6,983) 370,663
36,386 (58) 8,524 7,283 (486) 51,649 (313) 9,794 (8,451) 52,679
295,327 (1,397) 5,140 24,884 (7,266) 316,688 55 982 23,346 (63,459) 277,612
41,730 (992) (9,476) 3,580 (1,625) 33,217 95 (982) 6,570 (131) 38,769
42,839 (51) (4,182) 6,081 (521) 44,166 297 8,012 (4,453) 48,022
20,455 (39) (23) 2,795 (2,058) 21,130 (648) 5,019 (3,224) 22,277
762,102 (2,735) (50) * 74,818 (12,755) 821,380 496 83,984 (89,233) 816,627
150,826 137,280
394,994 361,669
31,010 30,425
75,403 30,288
12,586 28,507
25,732 21,449
23,507 23,074
27,839 21,148
741,897 653,840
Carrying amount of property, plant and equipment under finance leases is $6,828,000 (2011: $26,190,000). In addition to assets held under finance leases, the Groups property, plant and equipment with a carrying amount of $183,210,000 (2011: $173,785,000) are pledged to secure the Groups bank loans and overdrafts.
^ Upon completion of purchase price allocation, the Group has restated the property, plant and equipment relating to the TFK Corporation acquisition as disclosed in Note 17(b). Reclassification to intangible assets (Note 16).
124

31 March 2012
14.
PROPERTY, PLANT AND EQUIPMENT (contd)

COMPANY Fixed ground Mobile ground support support equipment equipment $000 $000 Office and commercial equipment $000
Motor vehicles $000
Progress payments $000
Total $000
Cost At 1 April 2010 Reclassifications Additions Disposals At 31 March 2011 and 1 April 2011 Reclassifications Additions Disposals At 31 March 2012 Accumulated depreciation At 1 April 2010 Depreciation Disposals At 31 March 2011 and 1 April 2011 Depreciation Disposals At 31 March 2012 Carrying amount At 31 March 2011 At 31 March 2012 *
1,224 39 1,263 86 1,349
1,180 (830) 350 350
4,964 248 678 (27) 5,863 475 (112) 6,226
194 (40) 154 (31) 123
1,421 (127) 1,308 2,602 (1,747) 2,680 3,535
8,983 121 * 2,025 (897) 10,232 (1,747) * 3,241 (143) 11,583
1,221 7 1,228 20 1,248
1,178 1 (829) 350 350
4,842 206 (27) 5,021 842 (112) 5,751
150 13 (40) 123 13 (31) 105
7,391 227 (896) 6,722 875 (143) 7,454
35 101
842 475
31 18
2,602 3,535
3,510 4,129
Reclassification from investment properties (Note 15) and intangible assets (Note 16).
2011-12 $000
GROUP 2010-11 $000
COMPANY 2011-12 2010-11 $000 $000
Depreciation charge for the financial year Freehold land and buildings Leasehold land and buildings Office fittings and fixtures Fixed ground support equipment Mobile ground support equipment Office and commercial equipment Motor vehicles
5,367 25,876 9,794 23,346 6,570 8,012 5,019 83,984
2,700 27,495 7,283 24,884 3,580 6,081 2,795 74,818

GROUP 31 March
20 842 13 875
7 1 206 13 227
2012 $000
2011 $000
COMPANY 31 March 2012 2011 $000 $000
Reclassification of property, plant and equipment (to)/from: Investment properties (Note 15) Intangible assets (Note 16)
(29) (29)
(1,485) (1,485)
(1,728) (19) (1,747)
(105) 226 121 125

31 March 2012
15.
INVESTMENT PROPERTIES
GROUP $000 (Restated) COMPANY $000
Cost At 1 April 2010 Reclassification (Note 14) Acquisition of subsidiaries ^ Additions Disposals At 31 March 2011 and 1 April 2011 Reclassification (Note 14) Additions Translation At 31 March 2012 Accumulated depreciation At 1 April 2010 Depreciation At 31 March 2011 and 1 April 2011 Depreciation Translation Balance at 31 March 2012 Carrying amount At 31 March 2011 At 31 March 2012
^
16,293 10,323 26,616 (1,007) 25,609
720,241 105 2,093 (301) 722,138 1,728 1,758 725,624
9,834 542 10,376 1,812 (68) 12,120
334,372 25,212 359,584 24,958 384,542
16,240 13,489
362,554 341,082
As disclosed in Note 17(b), investment properties relating to the TFK Corporation amounting to $10,323,000 was retrospectively adjusted upon completion of the purchase price allocation review.
Information relating to the fair values of the investment properties of the Group as at 31 March 2012 is as follows:
Carrying amount $000
Fair value $000
Investment properties
$13,489
$27,814
The valuation is based on the Direct Comparison Method and the Investment Method that makes reference to sales and gross rental income of similar properties based on prevailing economic conditions. Information relating to the fair values of the investment properties of the Company is as follows:
Carrying amount $000
Fair value $000
Investment properties rented by the Company to third parties
$5,375
$19,700
The valuation is based on the Direct Comparison Method and the Investment Method that makes reference to sales and gross rental income of similar properties based on prevailing economic conditions.
126

31 March 2012
15.
INVESTMENT PROPERTIES (contd) The remaining investment properties of the Company are rented to the subsidiaries of the Group for their operational needs and therefore the Company does not consider the disclosure of fair value of the investment properties to be relevant. The property rental income earned by the Group and Company for the year ended 31 March 2012 from its investment properties which are leased out under operating leases, amounted to $3,119,000 and $46,534,000 (2011: $2,663,000 and $46,360,000) respectively. Direct operating expenses (including repairs and maintenance) arising on rental-earning investment properties amounted to $428,000 and $35,464,000 (2011: $416,000 and $35,405,000) for the Group and Company respectively.
16.
INTANGIBLE ASSETS
GROUP Advance Software and progress development payment $000 $000 (Restated) (Restated)
Goodwill $000 (Restated)
Licences $000
Brand Customer name relationships $000 $000 (Restated)
Cost At 1 April 2010 Acquisition of subsidiaries ^ Additions Reclassifications Translation At 31 March 2011 and 1 April 2011 Additions Reclassifications Translation Disposals At 31 March 2012 Accumulated depreciation At 1 April 2010 Translation Reclassifications Amortisation At 31 March 2011 and 1 April 2012 Translation Reclassifications Amortisation Disposals At 31 March 2012 Carrying amount At 31 March 2011 At 31 March 2012
^
45,944 2,030 277 1,351 (72) 49,530 36 6,436 46 56,048
4,408 616 4,919 184 (22) 10,105 9,711 (6,407) 6 13,415
247,147 24,232 271,379 (122,113) 149,266
27,320 (158) 27,162 158 27,320
121,677 (4,684) 116,993 (1,873) (115,120)
75,415 18,824 (2,007)
521,911 45,702 5,196 1,535 * (6,943)
92,232 567,401 9,747 29 * (1,720) (3,383) (48,029) (285,262) 42,483 288,532
38,838 50 2,750 41,638 23 15 5,175 46,851
13 13 2 (15)
2,235 1,915 4,150 1,915 6,065
215 (11) 179 383 101 (484)
18,671 (178) 15,879 34,372 (242) 15,650 (27,130) 22,650
59,959 (189) 50 * 20,736 80,556 (217) 22,841 (27,614) 75,566
7,892 9,197
10,092 13,415
271,379 149,266
23,012 21,255
116,610
57,860 19,833
486,845 212,966
Upon completion of purchase price allocation, the Group has restated the intangible assets relating to the TFK Corporation acquisition as disclosed in Note 17(b). Reclassification from property, plant and equipment (Note 14).
127

31 March 2012
16.
INTANGIBLE ASSETS (contd) Brands, customer relationships and licences Brands relate to the New Covent Garden, Johnsons and Farmhouse Fare brand names (acquired in January 2009) for the Groups food preparation, manufacturing and processing operations that were acquired in the acquisition of SFI Group. These brands were sold together with the disposal of the Daniels Group. The customer relationships relate to the economic benefits that are expected to derive from business dealings with the existing customers in the Singapore, United Kingdom and Japan operations. These are acquired as part of the acquisition of the subsidiaries. The relationships include catering and supply contracts with customers as well as other non-contractual customer relationships which past transactions provide evidences that the Group is able to benefit from the future economic inflows from such relationships. The customer relationships in the United Kingdom were sold together with the disposal of the Daniels Group. Licences refer to the abattoir licence granted by the Agri-Food & Veterinary Authority of Singapore and transferable fishing licence in Australia. Amortisation expense The amortisation of brands, licences and customer relationships is included in the Depreciation and amortisation charges line item in the consolidated income statement. Impairment testing of goodwill and brands Goodwill arising from business combinations and brands with indefinite useful lives have been allocated to the following cash-generating units (CGU) for impairment testing: Food Solutions TFK Corporation
The carrying amounts of goodwill and brands allocated to each CGU are as follows:
New Covent Garden Products 31 March 2012 2011 $000 $000 Johnsons Products 31 March 2012 2011 $000 $000
Food Solutions 31 March 2012 2011 $000 $000
TFK Corporation 31 March 2012 2011 $000 $000
Goodwill New Covent Garden brand Johnson brand
125,034
247,147
96,393
17,595
24,232
24,232
The recoverable amounts of the CGUs have been determined based on value in use calculations using cash flow projections from financial forecast approved by management covering a five-year period. The discount rate applied to the cash flow projections and the forecasted growth rates used to extrapolate cash flows beyond the forecast are as follows:
New Covent Garden Products 31 March 2012 2011 % % Johnsons Products 31 March 2012 2011 % %
Food Solutions 31 March 2012 2011 % %
TFK Corporation 31 March 2012 2011 % %
Growth rate Discount rate
1 9
1 9
1 9
1 10
1 8
1 8
128

31 March 2012
16.
INTANGIBLE ASSETS (contd) Impairment testing of goodwill and brands (contd) The calculations of value in use for the CGUs are most sensitive to the following assumptions: Forecasted revenue and gross margins Revenue and gross margins are based on average values achieved in the recent years preceding the start of the forecast period. These are increased over the forecast period for anticipated retention of customers, expansion in business, synergies and efficiency improvements. The forecasted revenue is dependent on the demand from key customers. Whilst a reasonable possible change in demand from key customers would not have an impact to the carrying amount of goodwill in the Food Solutions CGU, a 50% reduction in demand from a key customer in the TFK Corporation CGU would result in the estimated recoverable amount of the goodwill to be equal to its carrying amount. Growth rates The forecasted growth rates are based on relevant industry outlook and do not exceed the long-term average growth rate for the industries relevant to the CGUs. Discount rates Discount rates reflect the current market assessment of the risks specific to each CGU. This is the benchmark used by the Group to assess operating performance and to evaluate future investment proposals. In determining appropriate discount rates for each CGU, consideration has been given to the yield on a ten-year government bond at the beginning of the forecasted year. Market share assumptions In addition to using industry data to estimate the growth rates (as noted above), the Group assesses how the CGUs position, relative to its competitors, might change over the forecast period. The Group expects its share of the food solutions segment in Singapore to be stable over the forecast period.
COMPANY Software $000 Others $000 Total $000
Cost At 1 April 2010 Reclassification (Note 14) Additions At 31 March 2011 and 1 April 2011 Reclassification (Note 14) Additions At 31 March 2012 Accumulated amortisation At 1 April 2010 Amortisation At 31 March 2011 and 1 April 2011 Reclassification Amortisation Balance at 31 March 2012 Carrying amount At 31 March 2011 At 31 March 2012
8,671 (226) 1,898 10,343 (863) 9,480 2,650 947 3,597 6 1,311 4,914 6,746 4,566
268 268 882 7,933 9,083 6 6 (6) 262 9,083
8,671 (226) 2,166 10,611 19 7,933 18,563 2,650 953 3,603 1,311 4,914 7,008 13,649
The remaining amortisation period of the software ranged from 1 to 5 years.
129

31 March 2012
17.
INVESTMENT IN SUBSIDIARIES
COMPANY 31 March 2012 $000 2011 $000
Unquoted shares, at cost The subsidiaries are:
541,030
540,950
Name of companies (Country of incorporation)
Principal activities (Place of business)
Cost of investment 2012 2011 $000 $000
Percentage of equity held 2012 2011 % %
Held by the Company SATS Airport Services Pte Ltd * (Singapore) SATS Catering Pte Ltd * (Singapore) SATS Security Services Private Limited * (Singapore) Aero Laundry And Linen Services Private Limited * (Singapore) Aerolog Express Pte Ltd * (Singapore) Country Foods Pte. Ltd. * (Singapore)
Airport ground handling services (Singapore) Inflight catering services (Singapore) Security handling services (Singapore) Providing and selling laundry and linen services (Singapore) Airport cargo delivery management services (Singapore) Manufacturing and sale of chilled and frozen food, and providing food catering services (Singapore) Airport ground handling services and inflight catering services (Singapore) Airport ramp, handling and passenger services (Hong Kong) Food processing and distribution services (Singapore) Investment holding (Singapore) Business development and marketing and product development (India)
16,500 14,000 3,000
16,500 14,000 3,000
100 100 100
100 100 100
2,515
2,515
100
100
1,340
1,260
100
70
11,030
11,030
100
100
Asia-Pacific Star Private Limited * (Singapore) SATS HK Limited ^ (Hong Kong) Singapore Food Industries Pte. Ltd. * (Singapore) SATS Investment Pte. Ltd. * (Singapore) SATS (India) Co. Private Limited (formerly known as Singapore Airport Terminal Services (India) Co. Private Limited) ^ (India) 130
100
100
5,157
5,157
100
100
487,260
487,260
100
100
100 100
100 100
228
228
541,030
540,950

31 March 2012
17.
INVESTMENT IN SUBSIDIARIES (contd)

COMPANY 31 March Cost of investment Percentage of equity held 2012 2011 2012 2011 $000 $000 % %
Held through Country Foods Pte. Ltd. Country Foods Macau, Limited ^ Food Catering and (Macau) Food Services (Macau) Held through SATS Airport Services Pte. Ltd. Management of International SATS-Creuers Cruise Services Cruise Terminal Pte. Ltd. * (Singapore) (Singapore) Held through Singapore Food Industries Pte. Ltd. International Cuisine Limited Production and marketing of and its subsidiaries ^@ chilled ready cooked food (United Kingdom) (United Kingdom) Singfood Pte. Ltd. * (Singapore) Contract manufacturing of food products and food distribution (Singapore) Liquidated (Myanmar)
51
51
60
100
100
100
Myanmar ST Food Industries Limited & (Myanmar) Primary Industries Private Limited and its subsidiaries * (Singapore) Farmers Abattoir Pte Ltd * (Singapore)
100
Provision of abattoir services (Singapore)
78.5
78.5
Meat processing and other related activities (Singapore) Auctioneers of pigs (Singapore) Provision of land logistics and food solutions (Australia) Processing and sale of seafood (Australia)
78.5
78.5
Hog Auction Market Pte Ltd * (Singapore) Primary Industries (Qld) Pty Ltd and its subsidiary ^ (Australia) Urangan Fisheries Pty Ltd ^ (Australia)
78.5 100
78.5
100
51
51
131

31 March 2012
17.

Held through Singapore Food Industries Pte. Ltd. (contd) Manufacture and sale of Shanghai ST Food Industries frozen foodstuffs Co., Limited @@ (Peoples Republic of (Peoples Republic of China) China) Singapore Food Development Pte Ltd * (Singapore) SFI Food Pte. Ltd. * (Singapore) Investment holding (Singapore)
96
96
100
100
Provision of technical and management services for agri-food business (Singapore) Supply of food products and catering services (Singapore) Inactive (Singapore)
100
100
SFI Manufacturing Private Limited * (Singapore) SATS Investments (Middle East I) Pte. Ltd. * (Singapore) S Daniels Plc and its subsidiaries ^@ (United Kingdom)
100
100
100
100
Investment holding (United Kingdom)
100
Held through SATS Investment Pte. Ltd. TFK Corporation ^ Inflight catering services (Japan) (Japan) Food And Allied Support Services Corporation Pte. Ltd. * (Singapore) Remote catering (Singapore)
53.8 ##
53.8 ##
51
132

31 March 2012
17.

Held through TFK Corporation Inflight Foods Co., Ltd (Japan)
Preparation and sale of inflight meals, frozen foods, seafood, meat and rice products and vegetables and fruits (Japan) Manufacture and sale of dry ice, ice cubes and sale of refrigerant and packaging material (Japan) Inflight catering services, despatch of workers to Inflight catering operators (Japan) Real estate management (Brazil)
53.8 ##
53.8 ##
Narita Dry Ice Co., Ltd (Japan)
53.8 ##
53.8 ##
Narita Tokyo Service Co., Ltd (Japan)
53.8 ##
53.8 ##
Tokyo Flight Kitchen Restaurantes LTDA (Brazil) TFK International (N.Z.) Limited (Japan)
53.8 ##
53.8 ##
Restaurant and inflight meal (in process of liquidation) (Japan)
53.8 ##
53.8 ##
Amount is $2. Audited by Ernst & Young LLP, Singapore. ^ Audited by member firms of Ernst & Young Global in the respective countries. @@ Shanghai YMD Certified Public Accountants (LLP). ## Excluding Treasury Shares held by TFK Corporation. & Dissolved on 2 May 2011. @ Divested on 25 October 2011.
(a)
Loan to subsidiaries Loan to a subsidiary current, refers to an amount of $592,000 (2011: $467,000) which is unsecured, bears interest at 1 month SIBOR + 1.7% per annum and is repayable by 31 March 2013. Loan to subsidiaries non-current, comprise of: (i) An amount of $5,720,564 (2011: $3,400,000) which is unsecured, bears interest at 3 months SIBOR + 1.7% per annum and is repayable on 26 June 2014 and 11 September 2014; An amount of $14,328,469 (2011: $1,828,738) which is unsecured, bears interest at 3 months HIBOR per annum and no fixed terms of repayment; and The remaining loans are unsecured, non-interest bearing, repayable on demand and not expected to be paid in the next twelve months. 133
(ii)
(iii)

31 March 2012
17.
INVESTMENT IN SUBSIDIARIES (contd) (b) Acquisition of Subsidiaries On 20 December 2010, the Group, through its subsidiary, SATS Investment Pte. Ltd. acquired 53.8% equity interest in TFK Corporation (TFK). Upon the acquisition, TFK and its subsidiaries (collectively known as TFK Group) became subsidiaries of the Group. As at 31 March 2011, purchase price allocation for the acquisition of TFK was not completed and the goodwill was accounted for on a provisional basis. The Group completed the purchase price allocation review during the financial year and retrospectively adjusted the provisional amounts recognised at the acquisition date to reflect new information obtained about facts and circumstances that existed as of the acquisition date. The adjusted fair values of the identifiable assets and liabilities of TFK Group as at the date of acquisition are presented in the following table:
Amount as at 31 December 2010 Provisional amount as previously Fair value Adjusted reported adjustments * amount $000 $000 $000
Property, plant and equipment Investment property Intangible assets Other non-current assets Trade and other receivables Other current assets Cash and bank balances Deferred tax asset, net
161,683 10,034 19,624 14,159 51,439 7,643 63,295 30,497 358,374 (52,232) (57,905) (9,696) (63,973) (183,806) 174,568
9,925 289 1,846 (4,924) 7,136 7,136
171,608 10,323 21,470 14,159 51,439 7,643 63,295 25,573 365,510 (52,232) (57,905) (9,696) (63,973) (183,806) 181,704
Borrowings Defined benefit plan Other long-term liabilities Current liabilities
Total net identifiable assets at fair value Non-controlling interest measured at the non-controlling interests proportionate share of TFK Groups net identifiable assets Goodwill Purchase consideration paid in cash * (c)
Fair value adjustments made during measurement period.
(80,650) 28,071 121,989
(3,297) (3,839)
(83,947) 24,232 121,989
Discontinued Operations On 25 October 2011, the Company disposed of its UK subsidiaries (Daniels Group), which is previously reported under the Food Solutions segment. Daniels Groups results are presented separately in the consolidated income statement as (Loss)/Profit from discontinued operations, net of tax.
134

31 March 2012
17.
INVESTMENT IN SUBSIDIARIES (contd) (c) Discontinued Operations (contd) Income statement disclosures The results of Daniels Group included in the consolidated income statement for the years ended 31 March are as follows:
GROUP 2011-12 $000 2010-11 $000
Revenue Expenditure Operating (loss)/profit Interest on borrowings Interest income Gain/(Loss) on disposal of property, plant and equipment Loss on disposal of subsidiaries (Loss)/Profit before tax from discontinued operations Income tax expense (Loss)/Profit from discontinued operations, net of tax Statements of cash flows disclosures The cash flows attributable to Daniels Group are as follows:
186,188 (189,472) (3,284) (461) 1 (5,500) (9,244) (833) (10,077)
371,283 (355,763) 15,520 (893) 2 (100) 14,529 (2,493) 12,036
GROUP 2011-12 $000 2010-11 $000
Operating Investing Financing Net cash (outflows)/inflows
1,248 (5,725) 188 (4,289)
24,895 (10,478) (6,153) 8,264
(Loss)/Profit per share from discontinued operations attributable to owners of the Company (cents)
GROUP 2011-12 2010-11
Basic Diluted
(0.9) (0.9)
1.1 1.1
The basic and diluted (loss)/profit per share from discontinued operations are calculated by dividing the loss or profit from discontinued operations, net of tax, attributable to owners of the Company by the weighted average of ordinary shares for basic earnings per share computation and weighted average number of ordinary shares for diluted earnings per share computation respectively. The share data is presented in Note 10.
135

31 March 2012
18.
INVESTMENT IN ASSOCIATES
GROUP 31 March 2012 $000 2011 $000 2012 $000 COMPANY 31 March 2011 $000
Unquoted shares, at cost Impairment loss Share of post-acquisition results of associates Accumulated amortisation of goodwill and intangible assets Share of statutory reserves of associates Foreign currency translation adjustments
301,168 (3,313) 171,819 (39,944) 6,627 (88,668) 347,689
278,341 (3,313) 159,753 (39,087) 6,405 (80,851) 321,248
275,554 (4,735) 270,819
275,554 (4,735) 270,819
Intangible assets The customer-related intangible assets arose from the acquisition of associates. The Company engaged an independent third party to perform a fair valuation of these separately identified intangible assets. Apart from goodwill, the useful life of these intangible assets with definite useful life was determined to be 5 to 15 years and the assets are amortised on a straight-line basis over the useful life. The amortisation expense is included in the share of results of associates, net of tax account in the consolidated income statement. Amount due from associates (current account) The amount due from associates are unsecured, trade-related and are repayable on demand. The associates are:
GROUP 31 March Cost of investment 2012 2011 $000 $000 Percentage of equity held 2012 2011 % %
Held by the Company Maldives Inflight Catering Private Limited * Inflight catering services (Republic of Maldives) (Republic of Maldives) Beijing Airport Inflight Kitchen Ltd ** ^ (Peoples Republic of China) Beijing Aviation Ground Services Co., Ltd ** ^ (Peoples Republic of China) Aviserv Limited *** ^ (Ireland) Tan Son Nhat Cargo Services Ltd + ^ (Vietnam) Asia Airfreight Terminal Co Ltd ++ (Hong Kong)
287
287 13,882 5,710
35.0 40.0 40.0
35.0 40.0 40.0
Inflight catering services 13,882 (Peoples Republic of China) Airport ground handling services (Peoples Republic of China) Inflight catering services (Pakistan) Air cargo handling services (Vietnam) Air cargo handling services (Hong Kong) 5,710
3,313 1,958 92,662
3,313 1,958 92,662
49.0 30.0 49.0
49.0 30.0 49.0
136

31 March 2012
18.
INVESTMENT IN ASSOCIATES (contd)

GROUP 31 March Cost of investment 2012 2011 $000 $000 Percentage of equity held 2012 2011 % %
Held by the Company (contd) Servair-SATS Holding Company Pte Ltd +++ ^ (Singapore) MacroAsia Catering Services, Inc # ^ (Philippines) Taj Madras Flight Kitchen Private Limited ## (India) Singapore Airport Duty-Free Emporium (Pte) Ltd ### (Singapore) Evergreen Airline Services Corporation ^ (Taiwan) Evergreen Air Cargo Services Corporation ^ (Taiwan) Taj SATS Air Catering Limited ## (India) PT Jasa Angkasa Semesta, Tbk ^ (Indonesia)
Investment holding company (Singapore) Inflight catering services (Philippines) Inflight catering services (India) Inactive (Singapore) Airport ground handling services (Taiwan) Air cargo handling services (Taiwan) Catering services (India) Ground and cargo handling (Indonesia)
509
509
49.0
49.0
2,027 1,901
2,027 1,901
20.0 30.0
20.0 30.0
1,560
1,560
24.0
24.0
5,404
5,404
20.0
20.0
16,163
16,163
25.0
25.0
24,646 105,532 275,554 22,827
24,646 105,532 275,554
49.0 49.8
49.0 49.8
Held through SATS Investments Pte. Ltd. Adel Abuljadayel Flight Catering Inflight catering services Company Limited @ (Saudi Arabia) (Saudi Arabia) Held through TFK Corporation Tasco Foods Co., Ltd (Japan) International Airport Cleaning Co., Ltd (Japan)
^^
40.0
Production and sales of confectionery (Japan) Providing laundry services (Japan)
2,748
2,748
26.8
26.8
39 301,168
39 278,341
14.9^^
14.9^^
+ Audited by Deloitte Vietnam Co. Limited. ++ Audited by KPMG, Hong Kong. +++ Audited by Deloitte and Touche LLP, Singapore. # Audited by Sycip Gorres Velayo & Co. ## Audited by Deloitte Haskins & Sells. ### Audited by Ernst & Young LLP, Singapore. Audited by Deloitte and Touche, Taiwan. Audited by PricewaterhouseCoopers, Taiwan. Audited by Osman Ramli Satrio and Rekan - Member Firm of Deloitte Touche Tohmatsu, Indonesia. @ Audited by Ernst & Young, Jeddah, Saudi Arabia. ^ Financial years end on 31 December.
* Audited by KPMG Ford, Rhodes, Thornton & Co., Maldives. ** Audited by Zhongrui Yuehua Certified Public Accountants Co., Ltd. *** Audited by Messrs Riaz Ahmed, Saqib, Gohar and Co, Pakistan.
International Airport Cleaning Co., Ltd is held through TFK Corporation (a subsidiary) who has an equity stake of 27.7% in the associate.
137

31 March 2012
18.
INVESTMENT IN ASSOCIATES (contd) The summarised financial information of the associates, not adjusted for the proportion of ownership interest held by the Group, are as follows:
2012 $000 GROUP 31 March 2011 $000
Assets and liabilities Current assets Non-current assets Total assets Current liabilities Non-current liabilities Total liabilities
462,750 450,600 913,350 256,241 35,071 291,312

2011-12 $000
434,445 528,516 962,961 236,404 46,568 282,972

2010-11 $000
Results Revenue Profit for the year
757,654 85,218
706,374 106,792
19.
INVESTMENT IN JOINT VENTURES

GROUP 31 March
2012 $000
2011 $000
Unquoted shares, at cost Share of post-acquisition reserves Foreign currency translation Details of the joint ventures are as follows: Name of joint venture Principal activities Place of incorporation and business Effective equity held by the Group and the Company *
Audited by Deloitte Haskins & Sells (Mumbai, India)
18,809 6,744 (4,922) 20,631
13,898 3,009 (2,824) 14,083
Air India SATS Airport Services Private Limited * Provision of ground handling and cargo handling services. India 50% (2011: 50%)
Name of joint venture Principal activities Place of incorporation and business Effective equity held by the Group
#
Jilin CSD Food Co., Ltd # (f.k.a. Jilin Zhong Xin Cheng Food Co., Ltd) Operate and manage pig farming, abattoir, pork-processing, feed mill and other projects. Peoples Republic of China 30% (2011: 30%)
Audited by JiLin HuaTai Certified Public Accountants Co., Ltd (Peoples Republic of China)
138

31 March 2012
19.
INVESTMENT IN JOINT VENTURES (contd) The aggregate amounts of each of current assets, non-current assets, current liabilities, non-current liabilities, income and expenses related to the Groups interests in the jointly-controlled entities are as follows:
GROUP 31 March 2012 $000 2011 $000
Assets and liabilities: Current assets Non-current assets Total assets Current liabilities Non-current liabilities Total liabilities
64,161 15,715 79,876 36,612 36,612

2011-12 $000
59,886 19,590 79,476 47,703 438 48,141

2010-11 $000
Income and expenses: Income Expenses
110,348 97,181
103,542 94,340
20.
LONG-TERM INVESTMENT
Unquoted equity investment, at cost
8,382
8,355
7,886
7,886
The long-term investment is classified as available-for-sale investment.
139

31 March 2012
21.
DEFERRED TAXATION
GROUP Statement of Financial Position 31 March 2012 2011 $000 $000 (Restated) Consolidated Income Statement 2012 2011 $000 $000 (Restated)
Deferred tax liabilities, net Differences in depreciation and amortisation Identified intangible assets Unremitted foreign dividend and interest income Other temporary differences Provisions Defined benefit plan Unutilised tax losses/capital allowances Undistributed earnings of associates Balance at end of year Deferred tax assets, net Provisions Unutilised tax losses/capital allowances Differences in depreciation and amortisation Balance at end of year Deferred income tax expense
71,019 7,936 6,222 28 (11,023) (18,580) (1,805) 8,387 62,184
71,810 44,095 5,883 430 (2,437) (22,533) (228) 7,052 104,072
(5,713) 4,485 (339) 3 6,227 (4,077) 1,543 (1,335)
(1,934) (5,779) (325) (3,664)
3,368 23,500 26,868
4,149 140 30,170 34,459
2,775 140 (6,086)
8,137 183
(2,377)
COMPANY Statement of Financial Position 31 March 2012 2011 $000 $000
(3,382)
Deferred tax liabilities Differences in depreciation and amortisation Unremitted foreign dividend and interest income Other taxable temporary differences Balance at end of year Unrecognised tax losses
25,003 6,222 31,225
24,797 6,221 (2,943) 28,075
At the end of the reporting period, the Group has tax losses and capital allowances of approximately $12,530,000 (2011: $4,547,000) that are available for offset against future taxable profits of the companies in which the losses arose, for which no deferred tax asset is recognised due to uncertainty of its recoverability. The use of these tax losses is subject to the agreement of the tax authorities and compliance with certain provisions of the tax legislation of the respective countries in which the companies operate.
22.
OTHER NON-CURRENT ASSETS Other non-current assets relate mainly to guarantee and lease deposits.
140

31 March 2012
23.
TRADE AND OTHER RECEIVABLES
GROUP 31 March 2012 $000 2011 $000 (Restated) 2012 $000
COMPANY 31 March 2011 $000
Trade and other receivables: Trade receivables Staff loans Sundry receivables Amounts due from related companies
99,137 601 25,897 168,098 293,733
130,451 1,084 17,615 154,057 303,207
3,607 30 662 45,821 50,120
5,586 95 847 38,574 45,102
The table below is an analysis of trade receivables and amounts due from related companies:
GROUP 31 March 2012 $000 2011 $000 (Restated) 2012 $000 COMPANY 31 March 2011 $000
Not past due and not impaired Past due but not impaired *
223,253 43,982 267,235 286 (286) 1,270 (1,270) 267,235
242,763 46,803 289,566 438 (542) (104) 1,986 (1,986) (4,954) 284,508
3,607 3,607 198 (198) 3,607
409 5,177 5,586 1 (1) 5,586
Impaired trade receivables - collectively assessed Less: Accumulated impairment losses
Other impaired trade receivables - individually assessed Less: Accumulated impairment losses
Less: Allowance for trade discount Total trade receivables, net *
Aging of trade receivables that are past due but not impaired: 26,190 9,995 1,578 6,219 43,982 23,103 9,642 5,089 8,969 46,803 82 115 30 3,380 3,607 1,295 487 324 3,071 5,177
Less than 30 days 30 days to 60 days 61 days to 90 days More than 90 days
141

31 March 2012
23.
TRADE AND OTHER RECEIVABLES (contd) Trade receivables denominated in foreign currencies at 31 March are as follows:
GROUP 2012 $000 2011 $000 2012 $000 COMPANY 2011 $000
Euro United States Dollar
25 8,394
1,591 4,932
3,497
The carrying amount of trade receivables impaired by credit losses is reduced through the use of an allowance account unless on the date the impairment loss is recognised, the Group ascertains the amount to be uncollectible whereby it would be reduced directly. In subsequent periods when a trade receivable is ascertained to be uncollectible, it is written off against the allowance account. Significant financial difficulties of the receivables, probability that the receivables will enter bankruptcy or financial reorganisation, and default or delinquency in payments (more than 90 days aging of receivables balances) are considered indicators that the debt owing by the trade receivables is impaired. Individual trade receivables amount is written off when management deems the amount not collectible. Trade receivables are stated after impairment. Analysis of the impairment account is as follows:
Balance at 1 April Acquisition of a subsidiary Disposal of subsidiaries Exchange differences Write-off against provisions Charge/(Write-back) to income statement Balance at 31 March Bad debts write-off directly to income statement Staff loans
2,528 (1,428) (27) (347) 830 1,556 20
4,366 41 (29) (1,850) 2,528 861
1 197 198
1,666 (1,665) 1
These loans were granted in accordance with schemes approved by the shareholders of the Company. The interest rate on the staff loans is 1.475% to 3% (2011: 1.475% to 3%). Sundry receivables Sundry receivables are unsecured, interest-free and they included $17,040,875 (2011: Nil) relating to deferred consideration arising from the disposal of subsidiaries (Note 17). Amounts due from related companies The amounts due to the Group are trade related, with a credit term of 45 days. The amounts due the Company are unsecured, interest-free and are repayable on demand.
142

31 March 2012
24.
INVENTORIES
Statements of Financial Position: Food supplies and dry stores Technical spares Other consumables Total inventories at lower of cost or net realisable value
35,198 7,708 812 43,718

GROUP 2011-12 $000
49,112 8,877 1,394 59,383
310 310
267 267
2010-11 $000
COMPANY 2011-12 2010-11 $000 $000
Income Statement: Inventories recognised as an expense Inclusive of the following charge/(credit): Inventories written down Reversal of write-down of inventories 25. CASH AND SHORT-TERM DEPOSITS (a)
390,323 1,288
290,900 289 (79)
Cash and cash equivalents included in the consolidated statement of cash flows comprise the following amounts in statements of financial position:
Fixed deposits Cash and bank balances Cash and short-term deposits Bank overdraft (b) Analysis of capital expenditure cash flows:
374,710 96,933 471,643 (1,530) 470,113
206,288 97,588 303,876 (7,759) 296,117
332,000 23,961 355,961 355,961
170,354 10,789 181,143 181,143
GROUP 2011-12 $000 2010-11 $000
Addition of property, plant and equipment Addition of intangible assets Cash invested in property, plant and equipment and intangible assets
54,562 9,747 64,309
62,879 5,196 68,075
Cash at bank earns interest at floating rates based on daily bank deposit rates ranging from 0.01% to 3% (2011: 0.01% to 3%) per annum. Short-term deposits are made for varying periods of between one day and one year depending on the expected cash requirements of the Group, and earn interest at the respective short-term deposit rates. The weighted average effective interest rate for short-term deposits is 0.081% to 0.433% (2011: 0.082% to 0.115%) per annum. The bank overdraft is part of the secured banking facilities of the Group and it is secured on the property of certain subsidiaries with a total carrying amount of $213,233,590 (2011: $220,555,000) as at 31 March 2012.
143

31 March 2012
25.
CASH AND SHORT-TERM DEPOSITS (contd) (c) Cash and short-term deposits denominated in foreign currencies at 31 March are as follows:
GROUP 2012 $000 2011 $000 2012 $000 COMPANY 2011 $000
Australian Dollar Euro Great Britain Pound United States Dollar Renminbi
3,150 42 2,908 44
5,082 1,501 556 2,343
44
7,381 67
26.
TRADE AND OTHER PAYABLES

GROUP 31 March 2012 $000 2011 $000 (Restated) 2012 $000 COMPANY 31 March 2011 $000
Trade payables Other payables: Tender deposits Accrued expenses Purchase of property, plant and equipment Staff costs Others
107,808
159,748
15,846
21,490
2,509 80,231 9,670 2,912 95,322 110 110 203,240
2,150 98,106 22,291 3,345 125,892 363 363 286,003
1,515 2,892 312 7,839 12,558 86 129,161 129,247 157,651
1,342 1,980 292 12,052 15,666 101 85,808 85,909 123,065
Amounts due to related companies Deposits placed by subsidiaries
Trade and other payables
Trade and other payables denominated in foreign currencies at 31 March are as follows:
GROUP 2012 $000 2011 $000 2012 $000 COMPANY 2011 $000
Australian Dollar Euro United States Dollar
520 175 3,979
703 1,834 1,162
144

31 March 2012
27.
TERM LOANS
Unsecured: Repayable within one year Repayable after one year
5,660 120,395 126,055
140,314 4,096 144,410
119,324 119,324
118,673 118,673
Secured: Repayable within one year Repayable after one year
16,305 5,704 22,009 148,064
11,106 8,655 19,761 164,171
119,324
118,673
Total term loans
There are four unsecured loans held by the Group as at 31 March 2012. The terms and interest rates are as follows:
Outstanding as at 31 March 2012 2011 $000 $000
Effective interest rate
Maturity date
Unsecured term loans: JPY fixed rate JPY floating rate SGD fixed rate SGD floating rate
1.15% to 1.7% 1.475% 4.2% 4.5%
September 2012 to January 2017 August 2012 December 2012 December 2023
124,525 1,530 126,055
3,195 138,452 499 2,264 144,410
There are eleven secured term loans held by the Group as at 31 March 2012 and they are secured on the property, plant and equipment and other assets of certain subsidiaries with a total carrying amount of $121,957,000 (2011: $35,084,000) as at 31 March 2012. The terms and interest rates are as follows:
Outstanding as at 31 March 2012 Effective interest rate Maturity date $000 2011 $000
Secured term loans: GBP floating rate AUD fixed rate JPY fixed rate JPY floating rate
1.5% to 2.5% 9.2% 0.85% to 2.845% 1.475% to 1.85%
June 2011 to May 2020 February 2016 March 2014 to March 2017 July 2012 to March 2013
1,045 7,196 13,768 22,009
9,285 1,280 9,196 19,761
145

31 March 2012
27.
TERM LOANS (contd) Hedge of net investments in foreign operations Included in loans as at 31 March 2012 was a term loan of JPY7.8 billion, which has been designated during the financial year as a hedge of the net investment in its subsidiary, TFK Corporation in Japan, and is being used to hedge the Groups exposure to foreign exchange risk on this investment. Gains or losses on the retranslation of this term loan are transferred to equity to offset any gains or losses on translation of the net investment in the subsidiary. There is no ineffective portion transferred to profit or loss in the year ended 31 March 2012.
28.
FINANCE LEASES The Group entered into a finance lease agreement for the lease of tractors for a period of 10 years from March 2008. The principal is payable by instalments over a period of 120 months, at an interest rate of 5.1% per annum. In addition, the Group also has finance leases for certain items of plant, machinery, equipment and motor vehicles. These lease agreements do not have renewal clauses but provide the Group with options to purchase the leased assets at nominal values at the end of the lease term. Future minimum lease payments under these finance leases together with the present value of the net minimum lease payments are as follows:
GROUP 31 March 2012 Minimum payments $000 Present value of payments $000 Minimum payments $000 2011 Present value of payments $000
Not later than one year Later than one year but not later than five years Later than five years Total future lease payments Less: Amounts representing interest Present value of minimum lease payments
3,573 5,084 917 9,574 (1,149) 8,425
3,209 4,343 873 8,425 8,425
5,041 7,467 1,665 14,173 (1,694) 12,479
4,572 6,427 1,480 12,479 12,479
The average discount rate implicit in the leases is 9.45% (2011: 9.45%) per annum for the lease of tractors, 1.2% 4.8% (2011: 1.2% 10.2%) per annum for the lease of plant, machinery and equipment.
146

31 March 2012
29.
DEFINED BENEFIT PLAN The subsidiaries in Japan operate a defined benefit plan which require contributions to be made to separately administered funds. The plan provides a pension and the amount of benefit is calculated using a combination of final salary and total service years. The benefit plan will vest to the employees after 3 years of service as lump-sum distribution or will vest after 15 years of service as annual payment of plan benefit, and require contributions to be made to separately administered funds. During the year, TFK Corporation reached an agreement with its employees to amend the terms of their retirement benefit plan. The retirement benefit was changed from a 100% defined benefit pension plan to a plan that consist of defined benefit plan, a defined contribution plan and a lump sum payment. The change has resulted in a reduction of defined benefit obligation of the Group as at 31 March 2012. The following tables summarise the components of net benefit expense recognised in the income statement and the funded status and amounts recognised in the statement of financial position for the plans.
GROUP 31 March Funded Pension Plans 2012 $000 2011 $000 (Restated)
Net benefit expense Current service cost Interest cost on benefit obligation Expected return on plan assets Net benefit expense Defined benefit plan asset/(liability) Defined benefit obligation Fair value of plan assets Defined benefit liability Change in present value of defined benefit obligations are as follows: As at 1 April/on acquisition of subsidiaries Interest cost Current service cost Benefits paid Change of pension benefit plan Exchange differences As at 31 March
2,356 2,601 (1,907) 3,050
1,200 820 (1,035) 985
(106,672) 91,009 (15,663)
(148,999) 93,178 (55,821)
148,999 2,601 2,356 (8,086) (41,534) 2,336 106,672
155,372 820 1,200 (2,833) (5,560) 148,999
147

31 March 2012
29.
DEFINED BENEFIT PLAN (contd)

GROUP 31 March Funded Pension Plans 2012 $000 2011 $000 (Restated)
Change in fair value of plan assets are as follows: As at 1 April/on acquisition of subsidiaries Expected return on plan assets Contributions by employer Benefits paid Exchange differences As at 31 March 93,178 1,907 2,032 (6,714) 606 91,009 96,499 1,035 1,930 (2,833) (3,453) 93,178
The major categories of plan assets as a percentage of the fair value of the total plan assets are as follows:
GROUP 31 March 2012 % 2011 %
Japan equities Offshore equities Japan bonds Offshore bonds Fixed deposit
39.0 23.3 11.1 9.3 17.3 100.0
35.7 22.7 9.9 9.1 22.6 100.0
The principal assumptions used in determining pension benefit obligations for the defined benefit plan are shown below:
GROUP 31 March 2012 % 2011 %
Discount rates Expected rate of return on assets Future salary increases Future pension increases Post retirement mortality for pensioners at age 60 - Male - Female
2.0 2.0 2.0 2.0 0.8 0.8
2.4 4.5 2.0 2.0 0.8 0.8
The expected rate of return is calculated by weighing the expected rates of return on individual categories of plan assets in accordance with the anticipated balance in the plans investment portfolio. These expected rates of return are determined based on the market prevailing on that date, applicable to the period over which the obligation is to be settled.
148

31 March 2012
30.
DEFERRED INCOME The deferred income comprises gain on sale and leaseback arrangement undertaken by the Company.
GROUP AND COMPANY 31 March 2012 2011 $000 $000
Balance as at 1 April Amount recognised as income during the financial year Early retirement of obligations related to sale and leaseback arrangement Balance as at 31 March
17,312 (1,503) (15,809)
19,134 (1,822) 17,312
In the year 2002, two subsidiaries of the Group entered into a sale and leaseback arrangement for certain fixed ground support equipment. The gain arising from the sale and leaseback was deferred and amortised over the lease period of 18 years commencing on October 2002. During the financial year, the sale and leaseback arrangement was terminated. Based on the external counsels view, no residual liability is likely to occur.
31.
RELATED PARTY TRANSACTIONS For the purposes of these financial statements, parties are considered to be related to the Group if the Group has the ability, directly or indirectly, to control the party or exercise significant influence over the party in making financial and operating decisions, or vice versa, or where the Group and the party are subject to common control or common significant influence. Related parties may be individuals or other entities. In addition to the related party information disclosed elsewhere in the financial statements, the following significant related party transactions took place on terms agreed between the parties during the financial year:
GROUP 2011-12 $000 2010-11 $000
Services rendered by: Related companies
31,885 31,885
27,241 27,241
Sales to: Related companies Associates
633,462 7,773 641,235
582,844 5,259 588,103
149

31 March 2012
31.
RELATED PARTY TRANSACTIONS (contd) Directors and key executives remuneration:

GROUP AND COMPANY 2011-12 2010-11 $000 $000
Directors Directors fees (Note 6) Key executives Salary, bonuses and other costs CPF and other defined contributions Share-based compensation expense
965
1,030
2,071 30 554 2,655
2,519 51 478 3,048
Share options granted to and exercised by key executives of the Company are as follows:
Aggregate options granted since commencement of scheme to end of financial year Aggregate options exercised since commencement of scheme to end of financial year
Name of participant
Aggregate options outstanding at end of financial year
Tan Chuan Lye Yacoob Bin Ahmed Piperdi
624,500 377,950
(350,000) (104,800)
274,500 273,150
Shares awarded to key executives of the Company during the financial year and since the commencement of the Restricted Share Plan and Performance Share Plan are as follows:
Aggregate shares granted since commencement of plan to end of financial year Aggregate shares vested/adjusted since commencement of plan to end of financial year
Name of participant
Shares granted during financial year
Aggregate shares not released at end of financial year
Tan Chuan Lye Lim Chuang Ferry Chung Qing An Yacoob Bin Ahmed Piperdi Poon Choon Liang
100,800 45,900 180,000 29,700 46,800
274,868 151,100 180,000 134,861 105,500
(52,615) (39,600) (45,000) (48,761) (9,900)
222,253 111,500 135,000 86,100 95,600
150

31 March 2012
32.
CAPITAL AND OTHER COMMITMENTS (a) The Group and the Company have commitments for capital expenditure. Such commitments aggregated to $79.0 million (2011: $53.0 million) for the Group and $18.5 million (2011: $9.0 million) for the Company. In aggregate, these commitments are not at prices in excess of current market prices. The Group has entered into operating lease agreements for ground support equipment and leasehold land and buildings. The Group leases several pieces of leasehold land under lease agreements with lease periods ranging from 1 to 60 years. The remaining lease periods ranged from 8 months to 39 years. The leases of the leasehold properties contain provision for rental adjustments. The future minimum lease payments under noncancellable operating leases are as follows:
(b)
Within one year After one year but not more than five years Later than five years
12,073 25,792 35,150 73,015
14,408 33,410 54,289 102,107
1,515 6,062 9,411 16,988
1,515 6,062 10,927 18,504
33.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES The Group operates principally in Singapore and generates revenue mainly in Singapore Dollars. The Group also has investments outside of Singapore and it operates in more than ten countries. The Groups operations carry certain financial and commodity risks, including the effects of changes in foreign exchange rates and interest rates. The Groups overall risk management approach is to minimise the effects of such volatility on its financial performance. It is, and has been throughout the current and previous financial year, the Groups policy that no derivatives shall be undertaken except for the use as hedging instruments for specific exposures where appropriate and cost-efficient. Financial risk management policies are periodically reviewed and approved by the Board of Directors. (a) Foreign Currency Risk The Group is exposed to the effects of fluctuations in certain foreign exchanges rates because of its foreign currency denominated operating revenue and expenses. However, the effects of foreign exchange rate fluctuations on the Groups operations are not significant because the Groups sales and purchases are mainly denominated in the respective functional currencies of the Groups entities.
151

31 March 2012
33.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (contd) (a) Foreign Currency Risk (contd) The effects on profit before tax and equity on a 5% strengthening or weakening of SGD against foreign currencies (United States Dollar, Euro, Japanese Yen and Hong Kong Dollar) in which the Group has major transactions are as follows:
Effect of strengthening of SGD Profit before tax Equity Effect of weakening of SGD Profit before tax Equity (b) Interest Rate Risk
4,621 3,835
5,493 4,559
5,566 4,620
5,934 4,925
(4,621) (3,835)
(5,493) (4,559)
(5,566) (4,620)
(5,934) (4,925)
The Groups earnings are affected by changes in interest rates due to the impact that such changes have on its interest income from cash, short-term deposits and associates, and its interest expense on bank overdraft and term loans. The Groups interest-bearing assets and interest-bearing liabilities are predominantly denominated in SGD and JPY. Fixed deposits earned interest rates ranging from 0.081% to 0.433% (2011: 0.082% to 0.115%). Information relating to other interest-bearing assets and liabilities are disclosed in the notes on associates, cash and bank balances and term loans. The interest rate sensitivity analysis is based on the following assumptions: Changes in market interest rates affect the interest income or finance charges of variable interest financial instruments. Changes in market interest rates affect the carrying value of financial instruments with fixed interest rates if these are recognised at their fair value.
Under these assumptions, an increase or decrease in market interest rates of 50 basis points for all currencies in which the Group had borrowings at 31 March would have the following effects:
Effect of an increase in 50 basis points in market interest rates Profit before tax Equity Effect of a decrease in 50 basis points in market interest rates Profit before tax Equity 152
2,282 1,894
780 647
(2,282) (1,894)
(780) (647)

31 March 2012
33.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (contd) (c) Counter-Party Risk The Groups maximum exposure to credit risk in the event that counter-parties fail to perform their obligations as at 31 March 2012 in relation to each class of recognised financial assets was the carrying amount of those assets as indicated in the statement of financial position. The Group only transacts with credit-worthy counter-parties. Surplus funds are placed as interest-bearing deposits with reputable financial institutions and the immediate holding company. Counter-party risks are managed by limiting aggregate exposure on all outstanding financial instruments to any individual counterparty, taking into account its credit rating. Such counter-party exposures are regularly reviewed, and adjusted as necessary. This mitigates the risk of material loss arising in the event of non-performance by counter-parties. Concentration of credit risk exists when changes in economic, industry or geographical factors similarly affect the group of counter-parties whose aggregate credit exposure is significant in relation to the Groups total credit exposure. The Group determines concentrations of credit risk by monitoring the industry, country and credit rating of its counter-parties. The table below shows an analysis of credit risk exposures of the financial assets of the Group and the Company as at 31 March:
GROUP Outstanding balance 2012 2011 Percentage of total Financial assets 2012 2011 % %
Counter-party profiles By Industry Airlines Financial institutions Others
$000
$000
227,311 472,881 81,339 781,531
201,649 299,879 119,169 620,697
29.1 60.5 10.4 100.0
32.5 48.3 19.2 100.0
By Region Singapore Japan Others
622,950 97,048 61,533 781,531
405,563 105,753 109,381 620,697
79.7 12.4 7.9 100.0
65.3 17.0 17.7 100.0
By Moodys Credit Ratings Investment grade (A to AAA) Investment grade (Baa) Non-rated
459,682 958 320,891 781,531
316,402 3,170 301,125 620,697
58.8 0.1 41.1 100.0
51.0 0.5 48.5 100.0
153

31 March 2012
33.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (contd) (c) Counter-Party Risk (contd) At the end of the reporting period, approximately: 63% (2011: 54%) of the Groups trade receivables were due from a major customer located in Singapore. 63% (2011: 54%) of the Groups trade receivables were due from related parties.
Percentage of total Financial assets 31 March 2012 2011 % %
COMPANY Outstanding balance 31 March 2012 2011
Counter-party profiles By Industry Airlines Financial institutions Others
$000
$000
130 356,067 230,322 586,519
5,167 181,143 177,449 363,759
60.7 39.3 100.0
1.4 49.8 48.8 100.0
By Region Singapore Europe Others
552,663 33,856 586,519
337,473 121 26,165 363,759
94.2 5.8 100.0
92.8 7.2 100.0
By Moodys Credit Ratings Investment grade (A to AAA) Non-rated
356,067 230,452 586,519
181,143 182,616 363,759
60.7 39.3 100.0
49.8 50.2 100.0
(d)
Liquidity Risk As at 31 March 2012, the Group had at its disposal, cash and cash equivalents amounting to $470.1 million (2011: $296.1 million). In addition, the Group has available short-term credit facilities of approximately $160.6 million (2011: $175.4 million) from open-ended revolving credit facilities granted by commercial banks. The Group also has an alternative facility to issue notes up to $500 million (2011: $500 million), with maturity dates between one month to ten years, under the Medium Term Note Programme. The Groups holdings of cash, short-term deposits and investments, together with non-committed funding facilities and net cash flow from operations, are expected to be sufficient to cover the cost of all capital expenditure due in the next financial year. The shortfall, if any, could be met by further bank borrowings or public market funding. The maturity profile of the financial assets and liabilities of the Group and the Company is shown in the table that follows. The amounts disclosed in the table are the contractual undiscounted cash flows. Balances due within 12 months approximate their carrying amounts as the impact of discounting is insignificant.
154

31 March 2012
33.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (contd) (d) Liquidity Risk (contd)
GROUP More than 5 years $000
Within 1 year $000
12 years $000
23 years $000
34 years $000
45 years $000
Total $000
2012 Financial assets: Trade and other receivables Cash and short-term deposits Total undiscounted financial assets Financial liabilities: Other long-term liability Term loans Finance lease commitments Trade and other payables Bank overdraft Total undiscounted financial liabilities Total net undiscounted financial assets/(liabilities)
293,733 471,643 765,376
293,733 471,643 765,376
2,749 2,734 24,339 5,616 3,573 2,368 203,240 1,530 235,431 10,718
2,703 3,686 1,159 7,548
2,703 3,206 882 6,791
2,703 121,723 674 125,100
11,178 918 12,096
24,770 158,570 9,574 203,240 1,530 397,684
529,945 (10,718) (7,548) (6,791) (125,100) (12,096)
376,692
2011 Financial assets: Trade and other receivables Cash and short-term deposits Total undiscounted financial assets Financial liabilities: Other long-term liability Term loans Finance lease commitments Trade and other payables Bank overdraft Total undiscounted financial liabilities Total net undiscounted financial assets/(liabilities)
303,207 303,876 607,083
303,207 303,876 607,083
152,125 5,041 286,003 7,759 450,928
58 3,976 3,251 7,285
57 3,962 2,178 6,197
24 2,043 1,157 3,224
10 1,559 881 2,450
8,412 2,371 1,665 12,448
8,561 166,036 14,173 286,003 7,759 482,532
156,155
(7,285) (6,197) (3,224)
(2,450) (12,448)
124,551
155

31 March 2012
33.
FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (contd) (d) Liquidity Risk (contd)
COMPANY More than 5 years $000
Within 1 year $000
12 years $000
23 years $000
34 years $000
45 years $000
Total $000
2012 Financial assets: Trade and other receivables Loan to subsidiaries Cash and short-term deposits Total undiscounted financial assets Financial liabilities: Term loans Trade and other payables Total undiscounted financial liabilities Total net undiscounted financial assets/(liabilities)
50,120 797 355,961 406,878
3,552 3,552
108 108
2,396 2,396
55 158,522 55 158,522
50,120 165,430 355,961 571,511
1,933 157,651 159,584
1,933 1,933
1,933 1,933
1,933 1,933
120,865 120,865
128,597 157,651 286,248
247,294
1,619
(1,825)
463
(120,810) 158,522
285,263
2011 Financial assets: Trade and other receivables Loan to subsidiaries Cash and short-term deposits Total undiscounted financial assets Financial liabilities: Term loans Trade and other payables Total undiscounted financial liabilities Total net undiscounted financial assets/(liabilities)
45,102 610 181,143 226,855
81 81
3,451 3,451
5 5
5 120,507 5 120,507
45,102 124,659 181,143 350,904
118,673 123,065 241,738
118,673 123,065 241,738
(14,883)
81
3,451
5 120,507
109,166
156

31 March 2012
34.
FINANCIAL INSTRUMENTS (a) Classification of Financial Instruments Financial assets and financial liabilities are measured on an ongoing basis either at fair value or at amortised cost. The principal accounting policies in Note 2 describe how the classes of financial instruments are measured, and how income and expenses, including fair value gains and losses, are recognised. The following table analyses the financial assets and liabilities in the statement of financial position by the class of financial instrument to which they are assigned, and therefore by the measurement basis:
Loans and receivables $000 Available-for-sale financial assets $000 Financial liabilities at amortised costs $000
GROUP
Total $000
2012 Assets Long-term investment Trade and other receivables Amount due from associates Cash and short-term deposits Total non-financial assets Total assets Liabilities Other long-term liability Term loans Finance lease commitments Trade and other payables Bank overdrafts Total non-financial liabilities Total liabilities 2011 Assets Long-term investment Trade and other receivables Amount due from associates Cash and short-term deposits Total non-financial assets Total assets Liabilities Other long-term liability Term loans Finance lease commitments Trade and other payables Bank overdrafts Total non-financial liabilities Total liabilities
293,733 7,773 471,643 773,149
8,382 8,382
8,382 293,733 7,773 471,643 781,531 1,340,989 2,122,520
24,770 148,064 8,425 203,240 1,530 386,029
24,770 148,064 8,425 203,240 1,530 386,029 120,269 506,298
303,207 5,259 303,876 612,342
8,355 8,355
8,355 303,207 5,259 303,876 620,697 1,699,170 2,319,867
8,561 164,171 12,479 286,003 7,759 478,973
8,561 164,171 12,479 286,003 7,759 478,973 221,046 700,019
157

31 March 2012
34.
FINANCIAL INSTRUMENTS (contd) (a) Classification of Financial Instruments (contd)
COMPANY
Loans and receivables $000
Available-for-sale financial assets $000
Financial liabilities at amortised costs $000
Total $000
2012 Assets Long-term investment Trade and other receivables Loan to subsidiaries Amount due from associates Cash and short-term deposits Total non-financial assets Total assets Liabilities Term loans Trade and other payables Total non-financial liabilities Total liabilities 2011 Assets Long-term investment Trade and other receivables Loan to subsidiaries Amount due from associates Cash and short-term deposits Total non-financial assets Total assets Liabilities Term loans Trade and other payables Total non-financial liabilities Total liabilities
50,120 164,779 7,773 355,961 578,633
7,886 7,886
7,886 50,120 164,779 7,773 355,961 586,519 1,185,324 1,771,843
119,324 157,651 276,975
119,324 157,651 276,975 36,077 313,052
45,102 124,369 5,259 181,143 355,873
7,886 7,886
7,886 45,102 124,369 5,259 181,143 363,759 1,198,782 1,562,541
118,673 123,065 241,738
118,673 123,065 241,738 52,937 294,675
158

31 March 2012
34.
FINANCIAL INSTRUMENTS (contd) (b) Fair Values The fair value of a financial instrument is the amount at which the instrument could be exchanged or settled between knowledgeable and willing parties in an arms length transaction, other than in a forced or liquidation sale. A. Fair value of financial instruments by classes that are not carried at fair value and whose carrying amounts are not reasonable approximation of fair value The fair value of financial assets and liabilities by classes that are not carried at fair value and whose carrying amounts are not reasonable approximation of fair value are as follows: The carrying value of the unquoted equity instrument held as a long-term investment is stated at a cost of $8,382,000 (2011: $8,355,000) because the fair value cannot be measured reliably. These equity instruments represent ordinary shares in a company that is not quoted on any market and does not have any comparable industry peer that is listed. In addition, the variability in the range of reasonable fair value estimates derived from valuation techniques is significant. The Group does not intend to dispose of this investment in the foreseeable future. The fair value of this investment is expected to be above its carrying values. B. Fair value of financial instruments by classes that are not carried at fair value and whose carrying amounts are reasonable approximation of fair value Trade and other receivables (Note 23), Amount due from associates (Note 18), Amounts due from related companies (Note 23), Loan to subsidiaries (Note 17(a)), Cash and cash equivalents (Note 25), Trade and other payables (Note 26), Term loans floating rate (Note 27), Finance leases current (Note 28) and Other long-term liabilities. The carrying amounts of these financial assets and liabilities are reasonable approximation of fair values, either due to their short-term nature or that they are floating rate instruments that are re-priced to market interest rates on or near the balance sheet date. Term loans fixed rate (Note 27) and Finance leases non-current (Note 28). The carrying amounts of these financial liabilities are reasonable approximation of fair values as their interest rates approximate the interest rates for such liabilities at balance sheet date.
159

31 March 2012
35.
CAPITAL MANAGEMENT The primary objective of management of the Groups capital structure is to maintain an efficient mix of debt and equity in order to achieve a low cost of capital, while taking into account the desirability of retaining financial flexibility to pursue business opportunities and adequate access to liquidity to mitigate the effect of unforeseen events on cash flows. The Directors have reviewed the Groups capital structure. The Directors will continue to regularly review the Groups capital structure in line with this objective. For the financial years ended 31 March 2012 and 31 March 2011, no changes were made in the objectives, policies or processes relating to the management of the Groups capital structure. The Group monitors capital based on the total debt equity ratio, which is total debt divided by equity attributable to equity holders of the Company. The Group keeps the total debt equity ratio at a level below the required ratio under its debt covenants. The Group includes within total debt, loans and borrowings, finance lease commitments and bank overdraft.
Term loans (Note 27) Finance leases (Note 28) Bank overdraft (Note 25) Total debt Equity attributable to owners of the Company Total debt equity ratio
148,064 8,425 1,530 158,019 1,509,420 0.10
164,171 12,479 7,759 184,409 1,521,256 0.12
119,324 119,324 1,458,791 0.08
1,267,866
36.
SEGMENT REPORTING For management purposes, the Groups operating businesses are organised and managed according to the nature of products and services provided, with each segment representing a strategic business unit that offers different products and services. The Group has three reportable operating segment as follows: 1. 2. The food solutions segment provides mainly inflight catering, food processing and distribution services. The gateway services segment provides mainly airport terminal services, such as airfreight handling services, passenger services, aviation security services, baggage handling services and apron services to the Groups airline customers. The corporate segment provides rental of premises.
3.
Management monitors the operating results of its business units separately for the purpose of making decisions about resource allocation and performance assessment. Segment performance is evaluated based on revenue and profit after tax. Segment accounting policies are the same as the policies described in Note 2. Segment assets comprise primarily of inventories, receivables, prepayments, amount due from associates, cash and short-term deposits, other non-current assets and other long-term investment. Capital expenditure comprises additions to property, plant and equipment and intangible assets, excluding those acquired through business combinations and finance leases. Transfer prices between operating segments are on arms length basis in a manner similar to transactions with third parties.
160

31 March 2012
36.
SEGMENT REPORTING (contd) The Group generally accounts for inter-segment sales and transfers as if the sales and transfers were to third parties at current market prices. BY BUSINESS
Food Solutions $000 Gateway Services $000 Corporate $000 Eliminations $000 Total $000
Financial year ended 31 March 2012 Revenue External revenue Operating profit Write-back of retirement benefit plan obligations Interest on borrowings Interest income Dividend from long-term investment, gross Gain on early retirement of obligations related to sale and leaseback arrangement Amortisation of deferred income, net of expenses (Loss)/Gain on disposal of property, plant and equipment Share of results of associates/joint ventures, net of tax Gain on liquidation of a subsidiary Profit before tax from continuing operations Income tax expense Profit from continuing operations, net of tax As at 31 March 2012 Segment assets Non-current assets Associates/joint ventures Deferred tax assets Intangibles Total assets Current liabilities Long-term liabilities Tax liabilities Total liabilities Capital expenditure Depreciation and amortisation charges
1,076,951 116,670 10,147 (1,051) 553 (10) 142 126,451 (22,218) 104,233
602,731 44,790 (3) 78 41,091 85,956 (9,830) 76,126
5,731 7,531 (1,401) 507 1,250 826 677 15 9,405 (4,687) 4,718
1,685,413 168,991 10,147 (2,455) 1,060 1,250 826 677 68 41,233 15 221,812 (36,735) 185,077
394,721 388,534 93,679 24,728 193,275 1,094,937 150,504 55,198 49,112 254,814 27,469 55,022
158,152 263,879 274,440 2,140 6,043 704,654 50,939 37,931 19,418 108,288 23,910 38,126
294,164 14,916 201 13,648 322,929 28,501 78,619 36,076 143,196 12,930 4,221
847,037 667,329 368,320 26,868 212,966 2,122,520 229,944 171,748 104,606 506,298 64,309 97,369
161

31 March 2012
36.
SEGMENT REPORTING (contd) BY BUSINESS (contd)

Food Solutions $000 (Restated) Gateway Services $000 (Restated)
Corporate $000
Eliminations $000
Financial year ended 31 March 2011 Revenue External revenue Operating profit Interest on borrowings Interest income Dividend from long-term investment, gross Amortisation of deferred income, net of expenses Gain on disposal of property, plant and equipment Share of results of associates/ joint ventures, net of tax Profit before tax from continuing operations Income tax expense Profit/(Loss) from continuing operations, net of tax As at 31 March 2011 Segment assets Non-current assets Associates/joint ventures Deferred tax assets Intangibles Total assets Current liabilities Long-term liabilities Tax liabilities Total liabilities Capital expenditure Depreciation and amortisation charges
796,743 115,352 (424) 288 174 3,422 118,812 (19,725) 99,087
551,010 51,678 (7) 59 43,485 95,215 (10,289) 84,926
10,095 1,936 (1,432) 231 957 870 82 2,644 (6,868) (4,224)
1,357,848 168,966 (1,863) 519 957 870 315 46,907 216,671 (36,882) 179,789
431,811 466,583 71,780 32,027 474,384 1,476,585 234,861 81,551 91,264 407,676 30,908 39,302
140,873 278,708 263,350 2,432 5,452 690,815 65,054 3,489 21,024 89,567 30,877 35,403
132,411 12,846 201 7,009 152,467 149,839 17,312 35,625 202,776 6,290 2,643
705,095 758,137 335,331 34,459 486,845 2,319,867 449,754 102,352 147,913 700,019 68,075 77,348
162

31 March 2012
36.
SEGMENT REPORTING (contd) BY GEOGRAPHICAL LOCATION Revenue, total assets and capital expenditure information based on the geographical location of the subsidiaries deriving the revenue and owning the assets respectively are as follows:
Singapore $000 UK $000 Others $000 Total $000
Financial year ended 31 March 2012 Revenue As at 31 March 2012 Segment assets Other non-current assets Associates/Joint ventures Deferred tax assets Intangibles Total assets Capital expenditure
1,298,528
386,885
1,685,413
710,630 491,256 541 173,839 1,376,266 46,631
136,407 176,073 368,320 26,327 39,127 746,254 17,678
847,037 667,329 368,320 26,868 212,966 2,122,520 64,309
Financial year ended 31 March 2011 Revenue As at 31 March 2011 Segment assets Non-current assets Associates/Joint ventures Deferred tax assets Intangibles Total assets Capital expenditure Information about a major customer
1,206,162
151,686
1,357,848
463,751 520,648 201 440 296,029 1,281,069 53,798
94,674 61,743 722 145,019 302,158 10,484
146,670 175,746 335,130 33,297 45,797 736,640 3,793
705,095 758,137 335,331 34,459 486,845 2,319,867 68,075
Revenue from one major customer amount to $633 million (2011: $583 million), arising from sales by all segments.
163

31 March 2012
37.
COMPARATIVES On 20 December 2010, the Group acquired TFK Corporation. As at 31 March 2011, purchase price allocation review for the acquisition of TFK Corporation was not finalised and the goodwill was accounted for on a provisional basis. During the financial year, the purchase price allocation review has been completed. The Group retrospectively adjusted the fair value attributable to TFK Corporation (Note 17(b) for details).
GROUP 31 March 2011 As restated Statement of Financial Position $000 As previously reported $000
Property, plant and equipment Investment properties Intangible assets Deferred tax assets Deferred tax liabilities Non-controlling interest
741,897 16,240 486,845 34,459 (104,072) (98,592)
731,972 15,951 488,838 37,981 (95,618) (95,295)
164
Additional Information
1.
Required by the Singapore Exchange Securities Trading Limited
INTERESTED PERSON TRANSACTIONS The interested person transactions entered into during the financial year ended 31 March 2012 are as follows:
Aggregate value of all interested person transactions entered into during the financial year below (excluding transactions of value less than S$100,000 and transactions conducted under the shareholders mandate pursuant to Rule 920 of the SGX-ST Listing Manual) $000
Name of interested person
Aggregate value of all interested person transactions entered into during the financial year below under the shareholders mandate pursuant to Rule 920 of the SGXST Listing Manual (excluding transactions of value less than S$100,000) $000
Singapore Airlines Limited Tradewinds Tours & Travel Private Limited ST Electronics (Info-Software Systems) Pte. Ltd. Tiger Airways Singapore Pte. Ltd. Mapletree Logistics Trust Management Ltd.* Singapore Technologies Kinetics Ltd Silkair (Singapore) Private Limited Singapore Telecommunications Limited Singapore Airlines Cargo Pte Ltd Total *
(as attorney for HSBC Institutional Trust Services as trustee of Mapletree Logistics Trust)
35,035 130 1,045 30,890 1,588 170 127,000 46,260 1,000 243,118
Note: All the transactions set out in the above table were based on records from the Groups Register of Interested Person Transactions for the financial period under review, and include transactions whose durations exceed the financial period under review and/or multiple transactions with the same interested person. The transactions were based on actual or estimated values of the transactions for the entire duration of the relevant transactions in the case of fixed term contracts or annual/periodic values of the transactions in the case of open-ended contracts, taking into account agreed rates.
All the above interested person transactions were done on normal commercial terms.
2.
MATERIAL CONTRACTS Except as disclosed above and in the financial statements for the financial year ended 31 March 2012, there were no material contracts entered into by the Company and its subsidiaries involving the interests of its President and Chief Executive Officer, Directors or controlling shareholders, which are either still subsisting at the end of the financial year or, if not then subsisting, entered into since the end of the previous financial year.
3.
APPOINTMENT OF AUDITORS The Company confirms that it has complied with Rule 712 and Rule 715 of the Listing Manual of the Singapore Exchange Securities Trading Limited in relation to its auditing firms.
165
Information on Shareholdings
As at 23 May 2012
Number of Issued Shares Number of Issued Shares (excluding Treasury Shares) Class of shares Number / Percentage of Treasury Shares Voting rights
: : : : :
1,109,237,910 1,108,392,333 Ordinary shares 845,577 / 0.08%* 1 vote per share
ANALYSIS OF SHAREHOLDINGS
Range of Shareholdings No. of Shareholders % No. of shares (excluding Treasury Shares) %*
1 999 1,000 10,000 10,001 1,000,000 1,000,001 AND ABOVE TOTAL
7,392 26,200 3,437 23 37,052
19.95 70.71 9.28 0.06 100.00
4,188,601 77,008,788 110,724,004 916,470,940 1,108,392,333
0.38 6.95 9.99 82.68 100.00
MAJOR SHAREHOLDERS
No. Name No. of shares held %*
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Venezio Investments Pte. Ltd. DBS Nominees (Private) Limited Citibank Nominees Singapore Pte Ltd DBSN Services Pte. Ltd. HSBC (Singapore) Nominees Pte Ltd United Overseas Bank Nominees (Private) Limited Raffles Nominees (Pte.) Limited BNP Paribas Securities Services Bank Of Singapore Nominees Pte. Ltd. OCBC Nominees Singapore Private Limited DBS Vickers Securities (Singapore) Pte Ltd Tan Leng Yeow BNP Paribas Nominees Singapore Pte Ltd Heng Siew Eng Merrill Lynch (Singapore) Pte. Ltd. DB Nominees (Singapore) Pte Ltd UOB Kay Hian Private Limited Phillip Securities Pte Ltd Sing Chung Hui @ Sing Chung Sui OCBC Securities Private Limited
479,096,858 135,262,042 108,614,178 54,388,689 43,676,488 28,878,174 18,721,668 18,331,628 5,187,372 2,766,071 2,359,989 2,262,470 2,138,998 2,123,000 1,811,695 1,780,381 1,758,048 1,609,725 1,265,000 1,170,833 913,203,307
43.22 12.20 9.80 4.91 3.94 2.61 1.69 1.65 0.47 0.25 0.21 0.20 0.19 0.19 0.16 0.16 0.16 0.15 0.12 0.11 82.39
The shareholding percentage has been calculated based on the number of issued ordinary shares of the Company as at 23 May 2012, excluding any ordinary shares held in treasury as at that date. The ordinary shares held in treasury as at 23 May 2012 includes the 620,000 ordinary shares purchased or acquired by the Company on or before 23 May 2012 which, on settlement, are held as treasury shares after that date.
166
Information on Shareholdings
As at 23 May 2012
SUBSTANTIAL SHAREHOLDERS
As at 23 May 2012, the substantial shareholders of the Company and their direct and deemed interests, as shown in the Companys Register of Substantial Shareholders, were as follows:
No. of shares in which the No. of shares in which the substantial shareholder substantial shareholder has a has a direct interest deemed interest (representing (representing percentage* percentage* of total of total shareholding) shareholding) Total no. of shares in which the substantial shareholder is interested (representing percentage* of total shareholding)
Name of substantial shareholder
Temasek Holdings (Private) Limited Tembusu Capital Pte. Ltd. Napier Investments Pte. Ltd. Venezio Investments Pte. Ltd.
479,096,858 (approximately 43.22%*)
479,577,172** (approximately 43.27%*) 479,096,858** (approximately 43.22%*) 479,096,858** (approximately 43.22%*)
479,577,172 (approximately 43.27%*) 479,096,858 (approximately 43.22%*) 479,096,858 (approximately 43.22%*) 479,096,858 (approximately 43.22%*)
The shareholding percentage has been calculated based on the number of issued ordinary shares of the Company as at 23 May 2012, excluding any ordinary shares held in treasury as at that date. The ordinary shares held in treasury as at 23 May 2012 includes the 620,000 ordinary shares purchased or acquired by the Company on or before 23 May 2012 which, on settlement, are held as treasury shares after that date. Derived mainly through the direct interest of Venezio Investments Pte. Ltd.
**
SHAREHOLDINGS HELD BY THE PUBLIC

Based on information available to the Company as at 23 May 2012, approximately 56% of the issued ordinary shares of the Company are held by the public (as defined in the Listing Manual of the Singapore Exchange Securities Trading Limited (SGXST)). The Company hence confirms that Rule 723 of the Listing Manual of the SGX-ST has been complied with.
167
Notice of Annual General Meeting

SATS Ltd.
(Incorporated in the Republic of Singapore) Company Registration No. 197201770G
NOTICE IS HEREBY GIVEN that the 39th Annual General Meeting of SATS Ltd. (the Company) will be held at the Grand Mandarin Ballroom, Mandarin Orchard Singapore, 333 Orchard Road, Singapore 238867, on Thursday 26 July 2012 at 2.30 p.m. to transact the following business:
ORDINARY BUSINESS
1. To receive and adopt the Directors' Report and Audited Accounts for the financial year ended 31 March 2012 and the Auditors' Report thereon. To declare a final ordinary tax-exempt (one-tier) dividend of 6 cents per share and a special tax-exempt (one-tier) dividend of 15 cents per share for the financial year ended 31 March 2012. To re-appoint Mr David Zalmon Baffsky under Section 153(6) of the Companies Act, Chapter 50 of Singapore (the Companies Act), to hold office from the date of this Annual General Meeting until the next Annual General Meeting. To re-elect Mr Edmund Cheng Wai Wing, who will retire by rotation in accordance with Article 83 of the Company's Articles of Association and who, being eligible, will offer himself for re-election as Director. To re-elect Mr David Heng Chen Seng, who will retire by rotation in accordance with Article 83 of the Company's Articles of Association and who, being eligible, will offer himself for re-election as Director. To re-elect Mr Koh Poh Tiong, who will retire in accordance with Article 90 of the Companys Articles of Association and who, being eligible, will offer himself for re-election as Director. To re-appoint Messrs Ernst & Young LLP as Auditors of the Company to hold office until the next Annual General Meeting and to authorise the Directors to fix their remuneration. To approve payment of Directors fees of up to S$1,300,000 for the financial year ending 31 March 2013 (2012: up to S$1,300,000).
2.
3.
4.
5.
6.
7.
8.
SPECIAL BUSINESS
ORDINARY RESOLUTIONS To consider and, if thought fit, to pass, with or without modifications, the following resolutions as Ordinary Resolutions: 9. That authority be and is hereby given to the Directors of the Company to: (a) (i) (ii) issue shares in the capital of the Company (shares) whether by way of rights, bonus or otherwise; and/or make or grant offers, agreements or options (collectively, Instruments) that might or would require shares to be issued, including but not limited to the creation and issue of (as well as adjustments to) warrants, debentures or other instruments convertible into shares,
at any time and upon such terms and conditions and for such purposes and to such persons as the Directors may in their absolute discretion deem fit; and (b) (notwithstanding the authority conferred by this Resolution may have ceased to be in force) issue shares in pursuance of any Instruments made or granted by the Directors while this Resolution was in force,
168

SATS Ltd.
provided that: (i) the aggregate number of shares to be issued pursuant to this Resolution (including shares to be issued in pursuance of Instruments made or granted pursuant to this Resolution) does not exceed 50 percent of the total number of issued shares (excluding treasury shares) in the capital of the Company (as calculated in accordance with sub-paragraph (ii) below), of which the aggregate number of shares to be issued other than on a pro rata basis to shareholders of the Company (including shares to be issued in pursuance of Instruments made or granted pursuant to this Resolution) does not exceed 5 percent of the total number of issued shares (excluding treasury shares) in the capital of the Company (as calculated in accordance with sub-paragraph (ii) below); (subject to such manner of calculation as may be prescribed by the Singapore Exchange Securities Trading Limited (SGX-ST)) for the purpose of determining the aggregate number of shares that may be issued under sub-paragraph (i) above, the percentage of issued shares shall be based on the total number of issued shares (excluding treasury shares) in the capital of the Company at the time this Resolution is passed, after adjusting for: (aa) new shares arising from the conversion or exercise of any convertible securities or employee share options or vesting of share awards which are outstanding or subsisting at the time this Resolution is passed; and any subsequent bonus issue, consolidation or subdivision of shares;
(ii)
(bb) (iii)
in exercising the authority conferred by this Resolution, the Company shall comply with the provisions of the Listing Manual of the SGX-ST for the time being in force (unless such compliance has been waived by the SGX-ST) and the Articles of Association of the Company; and (unless revoked or varied by the Company in general meeting) the authority conferred by this Resolution shall continue in force until the conclusion of the next Annual General Meeting of the Company or the date by which the next Annual General Meeting of the Company is required by law to be held, whichever is the earlier.
(iv)
10.
That the Directors be and are hereby authorised to: (a) grant awards in accordance with the provisions of the SATS Performance Share Plan (Performance Share Plan) and/or the SATS Restricted Share Plan (Restricted Share Plan); and allot and issue from time to time such number of ordinary shares in the capital of the Company (Shares) as may be required to be issued pursuant to the exercise of options under the SATS Employee Share Option Plan (Share Option Plan) and/or such number of fully paid Shares as may be required to be issued pursuant to the vesting of awards under the Performance Share Plan and/or the Restricted Share Plan (the Share Option Plan, the Performance Share Plan and the Restricted Share Plan, together the Share Plans),
(b)
provided that: (i) the aggregate number of new Shares to be allotted and issued pursuant to the Share Plans shall not exceed 15 percent of the total number of issued Shares (excluding treasury shares) from time to time; and the aggregate number of Shares under awards to be granted pursuant to the Performance Share Plan and/or the Restricted Share Plan during the period commencing from the date of this Annual General Meeting of the Company and ending on the date of the next Annual General Meeting of the Company or the date by which the next Annual General Meeting of the Company is required by law to be held, whichever is the earlier, shall not exceed 1 percent of the total number of issued Shares (excluding treasury shares) from time to time.
(ii)
169

SATS Ltd.
11.
That: (a) approval be and is hereby given, for the purposes of Chapter 9 of the Listing Manual ("Chapter 9") of the SGX-ST, for the Company, its subsidiaries and associated companies that are entities at risk (as that term is used in Chapter 9), or any of them, to enter into any of the transactions falling within the types of interested person transactions described in Appendix 1 to the Letter to Shareholders dated 21 June 2012 (the "Letter to Shareholders") with any party who is of the class of interested persons described in Appendix 1 to the Letter to Shareholders, provided that such transactions are made on normal commercial terms and in accordance with the review procedures for such interested person transactions; the approval given in paragraph (a) above (the "IPT Mandate") shall, unless revoked or varied by the Company in general meeting, continue in force until the conclusion of the next Annual General Meeting of the Company; and the Directors of the Company and/or any of them be and are hereby authorised to complete and do all such acts and things (including executing all such documents as may be required) as they may consider expedient or necessary or in the interests of the Company to give effect to the IPT Mandate and/or this Resolution.
(b)
(c)
12.
That: (a) for the purposes of Sections 76C and 76E of the Companies Act, the exercise by the Directors of the Company of all the powers of the Company to purchase or otherwise acquire issued Shares not exceeding in aggregate the Maximum Limit (as hereafter defined), at such price or prices as may be determined by the Directors of the Company from time to time up to the Maximum Price (as hereafter defined), whether by way of: (i) (ii) market purchase(s) on the SGX-ST; and/or off-market purchase(s) (if effected otherwise than on the SGX-ST) in accordance with any equal access scheme(s) as may be determined or formulated by the Directors of the Company as they consider fit, which scheme(s) shall satisfy all the conditions prescribed by the Companies Act,
and otherwise in accordance with all other laws and regulations and rules of the SGX-ST as may for the time being be applicable, be and is hereby authorised and approved generally and unconditionally (the Share Purchase Mandate); (b) unless varied or revoked by the Company in general meeting, the authority conferred on the Directors of the Company pursuant to the Share Purchase Mandate may be exercised by the Directors of the Company at any time and from time to time during the period commencing from the date of the passing of this Resolution and expiring on the earliest of: (i) (ii) (iii) the date on which the next Annual General Meeting of the Company is held; the date by which the next Annual General Meeting of the Company is required by law to be held; and the date on which purchases and acquisitions of Shares pursuant to the Share Purchase Mandate are carried out to the full extent mandated;
170

SATS Ltd.
(c)
in this Resolution: Maximum Limit means that number of issued Shares representing 2 percent of the issued Shares as at the date of the passing of this Resolution (excluding any Shares which are held as treasury shares as at that date); and Maximum Price in relation to a Share to be purchased or acquired, means the purchase price (excluding related brokerage, commission, applicable goods and services tax, stamp duties, clearance fees and other related expenses) which shall not exceed, in the case of both a market purchase of a Share and an off-market purchase of a Share, 105 percent of the Average Closing Price of the Shares; where: Average Closing Price means the average of the last dealt prices of a Share for the five consecutive trading days on which the Shares are transacted on the SGX-ST immediately preceding the date of the market purchase by the Company or, as the case may be, the date of the making of the offer pursuant to the off-market purchase, and deemed to be adjusted in accordance with the listing rules of the SGX-ST for any corporate action that occurs after the relevant five-day period; and date of the making of the offer means the date on which the Company announces its intention to make an offer for the purchase or acquisition of Shares from holders of Shares, stating therein the purchase price (which shall not be more than the Maximum Price calculated on the basis set out herein) for each Share and the relevant terms of the equal access scheme for effecting the off-market purchase; and
(d)
the Directors of the Company and/or any of them be and are hereby authorised to complete and do all such acts and things (including executing such documents as may be required) as they and/or he may consider expedient or necessary to give effect to the transactions contemplated and/or authorised by this Resolution.
13.
To transact any other business which may arise and can be transacted at an Annual General Meeting.
BY ORDER OF THE BOARD
Andrew Cheong Fook Onn Company Secretary
Dated this 21st day of June 2012 Singapore
171

SATS Ltd.
EXPLANATORY NOTES 1. (a) In relation to Ordinary Resolution No. 3, Mr David Zalmon Baffsky will be retiring from office at the Annual General Meeting pursuant to Section 153 of the Companies Act, and will be standing for re-appointment at the Annual General Meeting. Please refer to the sections on Board of Directors and Corporate Governance in the SATS Annual Report for FY2011-12 for more information relating to Mr Baffsky. Mr Baffsky will, upon re-appointment, continue to serve as the Chairman of the Nominating Committee and a member of the Audit Committee. Mr Baffsky is considered to be an independent Director. In relation to Ordinary Resolution No. 4, Mr Edmund Cheng Wai Wing will be retiring from office at the Annual General Meeting pursuant to Article 83 of the Companys Articles of Association, and will be standing for re-election at the Annual General Meeting. Please refer to the sections on Board of Directors and Corporate Governance in the SATS Annual Report for FY2011-12 for more information relating to Mr Cheng. Mr Cheng is the Chairman of the Board, the Board Executive Committee and the Remuneration and Human Resource Committee. Mr Cheng is considered to be an independent Director. In relation to Ordinary Resolution No. 5, Mr David Heng Chen Seng will be retiring from office at the Annual General Meeting pursuant to Article 83 of the Companys Articles of Association, and will be standing for re-election at the Annual General Meeting. Please refer to the sections on Board of Directors and Corporate Governance in the SATS Annual Report for FY2011-12 for more information relating to Mr Heng. Mr Heng is a member of the Board Executive Committee and the Board Risk Committee. Mr Heng is considered to be a non-independent Director. In relation to Ordinary Resolution No. 6, Mr Koh Poh Tiong will be retiring from office at the Annual General Meeting pursuant to Article 90 of the Companys Articles of Association, and will be standing for re-election at the Annual General Meeting. Please refer to the sections on Board of Directors and Corporate Governance in the SATS Annual Report for FY2011-12 for more information relating to Mr Koh. Mr Koh is a member of the Audit Committee and the Board Risk Committee. Mr Koh is considered to be an independent Director. Mr Ng Kee Choe is due to retire by rotation under Article 83 of the Companys Articles of Association, but has given notice to the Company that he will not be offering himself for re-election. Mr Yeo Chee Tong has elected to retire from office at the 39th Annual General Meeting.
(b)
(c)
(d)
(e)
(f) 2.
Ordinary Resolution No. 8 is to approve the payment of an aggregate sum of up to S$1,300,000 as Directors remuneration for the Directors of the Company for the current financial year (FY2012-13). If approved, the proposal will facilitate the payment of Directors remuneration during the financial year in which such fees are incurred. The amount of Directors remuneration has been computed on the basis of the anticipated number of Board and Board Committee meetings for FY2012-13, assuming attendance in person by all the Directors at such meetings, at the scale of fees set out in the section on Corporate Governance in the SATS Annual Report for FY2011-12, and also caters for additional fees (if any) which may be payable due to additional Board or Board Committee members being appointed in the course of FY2012-13. If, for unforeseen reasons, payments are required to be made to the Directors in excess of the amount proposed, the Company will revert to shareholders for approval at the subsequent Annual General Meeting before any such payments are made. Ordinary Resolution No. 9, if passed, will empower Directors to issue shares, make or grant instruments convertible into shares and to issue shares pursuant to such instruments, from the date of this Annual General Meeting until the date of the next Annual General Meeting. The number of shares which the Directors may issue under this Ordinary Resolution will not exceed 50 percent of the issued shares (excluding treasury shares) in the capital of the Company with a sub-limit of 5 percent for issues other than on a pro rata basis. The 5 percent sub-limit for non-pro rata issues is lower than the 20 percent sub-limit allowed under the Listing Manual of the SGX-ST and the Articles of Association of the Company. For the purpose of determining the aggregate number of shares which may be issued, the percentage of issued shares shall be based on the total number of issued shares (excluding treasury shares) in the capital of the Company at the time this Ordinary Resolution is passed, after adjusting for (a) new shares arising from the conversion or exercise of any convertible instruments or share options or vesting of share awards which are outstanding at the time this Ordinary Resolution is passed and (b) any subsequent bonus issue, consolidation or subdivision of shares.
3.
172

SATS Ltd.
4.
Ordinary Resolution No. 10, if passed, will empower the Directors to grant awards pursuant to the Performance Share Plan and/or the Restricted Share Plan and to allot and issue Shares pursuant to the Share Option Plan, the Performance Share Plan and the Restricted Share Plan, provided that: (a) the aggregate number of new Shares which may be issued under the Share Option Plan, the Performance Share Plan and the Restricted Share Plan is limited to 15 percent of the total number of issued Shares (excluding treasury shares) from time to time; and the aggregate number of Shares under awards which may be granted pursuant to the Performance Share Plan and/or the Restricted Share Plan from this Annual General Meeting to the next Annual General Meeting shall not exceed 1 percent of the total number of issued Shares (excluding treasury shares) from time to time.
(b)
The Share Option Plan was adopted by the Company in February 2000 and the last grant of options thereunder was made on 1 July 2008. The Performance Share Plan and the Restricted Share Plan were adopted at an Extraordinary General Meeting of the Company held on 19 July 2005 and were amended in 2006 and 2010. 5. Ordinary Resolution No. 11 is to renew the mandate to allow the Company, its subsidiaries and associated companies that are entities at risk (as the term is used in Chapter 9 of the Listing Manual) or any of them, to enter into certain interested person transactions with certain classes of interested persons as described in the Letter to Shareholders. The authority will, unless revoked or varied by the Company in general meeting, continue in force until the conclusion of the next Annual General Meeting of the Company. Please refer to the Letter to Shareholders for more details. Ordinary Resolution No. 12 is to renew the mandate to allow the Company to purchase or otherwise acquire Shares, on the terms and subject to the conditions set out in the Resolution. The Company intends to use its internal sources of funds to finance the purchase or acquisition of the Shares. The amount of financing required for the Company to purchase or acquire its Shares, and the impact on the Companys financial position, cannot be ascertained as at the date of this Notice as these will depend on the number of Shares purchased or acquired, the price at which such Shares were purchased or acquired and whether the Shares purchased or acquired are held in treasury or cancelled. Based on the existing issued Shares as at 23 May 2012 (the Latest Practicable Date), the purchase by the Company of 2 percent of its issued Shares (excluding Shares which are held as treasury Shares) will result in the purchase or acquisition of a maximum number of 22,167,846 Shares. In the case of both market purchases and off-market purchases by the Company and assuming that the Company purchases or acquires the maximum number of 22,167,846 Shares at the maximum price of S$2.75 for one Share (being the price equivalent to 5 percent above the average closing prices of the Shares for the five consecutive market days on which the Shares were traded on the SGX-ST immediately preceding the Latest Practicable Date), the maximum amount of funds required for the purchase of 22,167,846 Shares is approximately S$60,961,576.50. The financial effects of the purchase or acquisition of such Shares by the Company pursuant to the proposed Share Purchase Mandate on the audited financial statements of the Company and its subsidiaries for the financial year ended 31 March 2012, based on certain assumptions, are set out in paragraph 3.7 of the Letter to Shareholders. Please refer to the Letter to Shareholders for more details.
6.
173

SATS Ltd.
NOTES 1. A member of the Company entitled to attend and vote at the Meeting is entitled to appoint not more than two proxies to attend and vote in his stead. A proxy need not be a member of the Company. The instrument appointing a proxy must be deposited at the office of the Companys Share Registrar, M & C Services Private Limited, 138 Robinson Road #17-00, The Corporate Office, Singapore 068906 not less than 48 hours before the time appointed for the Meeting.
2.
CLOSURE OF BOOKS NOTICE IS HEREBY GIVEN that, subject to the approval of shareholders of the proposed final and special dividends being obtained at the 39th Annual General Meeting of the Company to be held on 26 July 2012, the Transfer Books and Register of Members of the Company will be closed on 3 August 2012 for the preparation of dividend warrants. Duly completed and stamped transfers together with all relevant documents of or evidencing title received by the Company's Share Registrar, M & C Services Private Limited, at 138 Robinson Road #17-00, The Corporate Office, Singapore 068906, up to 5.00 p.m. on 2 August 2012 will be registered to determine shareholders' entitlements to the proposed final and special dividends. Subject as aforesaid, persons whose securities accounts with The Central Depository (Pte) Limited are credited with ordinary shares in the capital of the Company as at 5.00 p.m. on 2 August 2012 will be entitled to the proposed final and special dividends. The proposed final and special dividends, if approved by shareholders, will be paid on 15 August 2012.
174
Proxy Form
SATS Ltd.
IMPORTANT 1. For investors who have used their CPF monies to buy the Companys shares, this Report is forwarded to them at the request of their CPF approved nominees and is sent solely FOR THEIR INFORMATION ONLY. 2. This Proxy Form is not valid for use by CPF investors and shall be ineffective for all intents and purposes if used or purported to be used by them.
*l/We of being a *member/members of SATS Ltd. (the Company) hereby appoint

Name Address
(NRIC/Passport No.
) (Address)
NRIC/ Passport No.
No. of Shares Represented
Proportion of Shareholdings (%)
and/or (delete as appropriate)

Name Address NRIC/ Passport No. No. of Shares Represented Proportion of Shareholdings (%)
or failing *him/her, the Chairman of the Annual General Meeting (AGM) of the Company as *my/our *proxy/proxies to attend and to vote for *me/us and on *my/our behalf and, if necessary, to demand a poll, at the AGM of the Company, to be held on 26 July 2012 and at any adjournment thereof. *I/We direct *my/our *proxy/proxies to vote for or against the Ordinary Resolutions to be proposed at the AGM as indicated hereunder. If no specific direction as to voting is given, the *proxy/proxies will vote or abstain from voting at *his/their discretion, as *he/they will on any other matter arising at the AGM and at any adjournment thereof. If no person is named in the above boxes, the Chairman of the AGM shall be *my/our proxy to vote, for or against the Resolutions to be proposed at the AGM as indicated hereunder, for *me/us and on *my/our behalf and, if necessary, to demand a poll, at the AGM and at any adjournment thereof.
No. Resolution **For **Against
Ordinary Business 1 2 3 4 5 6 7 8 9 10 Adoption of the Directors Report, Audited Accounts and the Auditors Report Declaration of a final dividend and a special dividend Re-appointment of Mr David Zalmon Baffsky as Director Re-election of Mr Edmund Cheng Wai Wing as Director Re-election of Mr David Heng Chen Seng as Director Re-election of Mr Koh Poh Tiong as Director Re-appointment and remuneration of Auditors Approval of Directors fees for the financial year ending 31 March 2013 Special Business Authority for Directors to issue additional shares and convertible instruments pursuant to Section 161 of the Companies Act, Cap. 50 Authority for Directors to grant awards and issue shares in accordance with the provisions of the SATS Performance Share Plan and SATS Restricted Share Plan; and to allot and issue shares pursuant to the SATS Employee Share Option Plan To approve the proposed renewal of the Mandate for Interested Person Transactions To approve the proposed renewal of the Share Purchase Mandate Any other business
11 12 13
* Delete accordingly ** Indicate your vote For or Against with a (3) within the box provided.
Dated this
day of
2012.
Total Number of Shares Held
Signature(s) of Member(s) or Common Seal
Important: Please read notes on the reverse side
Notes: 1. A member of the Company entitled to attend and vote at a meeting of the Company is entitled to appoint one or two proxies to attend and vote in his stead. Such proxy need not be a member of the Company. 2. Where a member appoints two proxies, he must specify the proportion of his shareholding to be represented by each proxy, failing which the appointments will be deemed to have been made in the alternative. 3. The instrument appointing a proxy or representative must be signed by the appointor or his duly authorised attorney or if the appointor is a corporation, it must be executed either under its common seal or signed by its attorney or officer duly authorised. 4. A corporation which is a member may also appoint by resolution of its Directors or other governing body an authorised representative or representatives in accordance with its Articles of Association and Section 179 of the Companies Act, Chapter 50 of Singapore, to attend and vote on its behalf. 5. The instrument appointing a proxy or proxies (together with the power of attorney or other authority, if any, under which it is signed or a notarially certified copy thereof) must be deposited at the office of the Companys Share Registrar, M & C Services Private Limited, 138 Robinson Road #17-00, The Corporate Office, Singapore 068906 at least 48 hours before the time appointed for the AGM. 6. On a show of hands, the Chairman of the AGM, who may be appointed as proxy by one or more members and who may also be a member in his own name, may vote as he deems fit, subject to applicable law. 7. A member should insert the total number of Shares held. If the member has Shares entered against his name in the Depository Register (as defined in Section 130A of the Companies Act, Chapter 50 of Singapore), he should insert that number of Shares. If the member has Shares registered in his name in the Register of Members, he should insert that number of Shares. If the member has Shares entered against his name in the Depository Register as well as Shares registered in his name in the Register of Members, he should insert the aggregate number of Shares. If no number is inserted, this form of proxy will be deemed to relate to all the Shares held by the member. 8. The Company shall be entitled to reject this instrument of proxy if it is incomplete, or illegible, or where the true intentions of the appointor are not ascertainable from the instructions of the appointor specified in this instrument of proxy. In addition, in the case of a member whose Shares are entered in the Depository Register, the Company shall be entitled to reject this instrument of proxy which has been lodged if such member is not shown to have Shares entered against his name in the Depository Register at least 48 hours before the time appointed for holding the AGM as certified by The Central Depository (Pte) Limited to the Company.
1st fold along this line
2nd fold along this line
Please Affix Postage Stamp

3rd fold along this line and glue overleaf. Do not staple
The Company Secretary SATS Ltd. c/o M & C Services Private Limited 138 Robinson Road #17-00 The Corporate Office Singapore 068906
3rd fold and glue all sides firmly overleaf. Do not staple.
3rd fold along this line and glue overleaf. Do not staple
Corporate Information
As at 23 May 2012
BoaRD of DIRectoRs
Edmund Cheng Wai Wing (Chairman) David Zalmon Baffsky David Heng Chen Seng Alexander Charles Hungate Nihal Vijaya Devadas Kaviratne CBE Koh Poh Tiong Ng Kee Choe Keith Tay Ah Kee Yeo Chee Tong Leo Yip Seng Cheong
COmpanY seCRetaRY
Andrew Cheong Fook Onn Tan Wan Hoon (Assistant Company Secretary)
executIve manaGement
Tan Chuan Lye President & Chief Executive Officer Lim Chuang Chief Financial Officer Ferry Chung Qing An Executive Vice President, Enterprise Development Yacoob Bin Ahmed Piperdi Executive Vice President, Food Solutions Chang Seow Kuay Senior Vice President, Gateway & Food, Overseas Operations Tony Goh Aik Kwang Senior Vice President, Sales & Marketing Leong Kok Hong Senior Vice President, Corporate Business Development Andrew Lim Cheng Yueh Senior Vice President, Greater China Philip Lim Chern Tjunn Senior Vice President, Apron Services Denis Suresh Kumar Marie Senior Vice President, Passenger Services Poon Choon Liang Chief Operating Officer, Singapore Food Industries Pte. Ltd. tan li lian Senior Vice President, Human Capital Peter Tay Kay Phuan Senior Vice President, Catering Services Ronald Yeo Yoon Choo Senior Vice President, Cargo Services
sHaRe RegistRaR
M & C Services Private Limited 138 Robinson Road #17-00 The Corporate Office Singapore 068906
BoaRD commIttees
audit Committee Keith Tay Ah Kee (Chairman) David Zalmon Baffsky Nihal Vijaya Devadas Kaviratne CBE Koh Poh Tiong Board executive Committee Edmund Cheng Wai Wing (Chairman) David Heng Chen Seng Ng Kee Choe Keith Tay Ah Kee Board Risk Committee Yeo Chee Tong (Chairman) David Heng Chen Seng Nihal Vijaya Devadas Kaviratne CBE Koh Poh Tiong nominating Committee David Zalmon Baffsky (Chairman) Yeo Chee Tong Leo Yip Seng Cheong Remuneration and Human Resource Committee Edmund Cheng Wai Wing (Chairman) Alexander Charles Hungate Ng Kee Choe Leo Yip Seng Cheong
auDItoRs
Ernst & Young LLP Public Accountants and Certified Public Accountants One Raffles Quay North Tower #18-01 Singapore 048583 Audit partner Nagaraj Sivaram (appointed with effect from FY2010-11)
COmpanY RegistRatiOn nO.

197201770G
ReGIsteReD offIce
20 Airport Boulevard SATS Inflight Catering Centre 1 Singapore 819659
Registered Office
sats Ltd.
General Line Tel: 65-6542 5555 Investor Relations Tel: 65-6541 8200 Fax: 65-6541 8204
20 Airport Boulevard SATS Inflight Catering Centre 1 Singapore 819659

Company Registration No. 197201770G
www.sats.com.sg

Sats Ar 2011-12

Uploaded by

Copyright:

Available Formats

Sats Ar 2011-12

Uploaded by

Document Information

Original Description:

Original Title

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

Sats Ar 2011-12

Uploaded by

Copyright:

Available Formats

sats LtD.

AnnuAl RepoRt 2011-12

profit attributable to Owners of the Company

Dividend per share

sats LtD. annual Report 2011-12

YouR memoRaBLe expeRienCe

ouR DIstInct pleasuRe

sats LtD. annual Report 2011-12

YouR eveRY satIsfactIon

ouR utmost pRiORitY

YouR LastInG joY

ouR GReatest DeligHt

fY2011-12 ResuLts anD DIvIDenDs

BusIness RevIew gateway services

sats LtD. annual Report 2011-12

ouR effoRts RecoGnIseD

CHaRting OuR FutuRe

edmund Cheng Wai Wing

sats LtD. annual Report 2011-12

mr edmund Cheng Wai Wing Chairman Non-executive and independent Director

mr David Zalmon Baffsky Non-executive and independent Director

sats LtD. annual Report 2011-12

mr ng Kee Choe Non-executive and non-independent Director

mr Keith tay ah Kee Non-executive and independent Director

sats LtD. annual Report 2011-12

mr leo Yip seng Cheong Non-executive and independent Director

sats LtD. annual Report 2011-12

In Conversation with President and CEO

sats LtD. annual Report 2011-12

In Conversation with President and CEO

tan Chuan lye

President and CEO

fInancIaL YeaR enDInG 31 maRCH 2013

sats LtD. annual Report 2011-12

sats LtD. annual Report 2011-12

sats LtD. annual Report 2011-12

IR caLenDaR foR fY2011-12

sHaRe pRiCe anD tuRnOVeR

2.40 30 2.20 25 2.00 20 1.80 15 1.60 10

STI (rebased to SATS share price)

share price ($) and Volume (million stock units)

2.72 2.06 2.49 261.19 1.04

2.96 2.42 2.51 547.99 2.17

market Value Ratios (based on 31 march closing price)

16.15 1.83 9.84

14.45 1.82 9.62

sats LtD. annual Report 2011-12

Group Structure & Investments*

78.5% Primary Industries Private Limited

49% Asia Airfreight Terminal Co Ltd Hong Kong

100% Asia Airfreight Services Limited Hong Kong

100% Asia Airfreight Services (Shenzhen) Limited China

34% Macau Catering Services Company Ltd Macau

sats LtD. annual Report 2011-12

GatewaY seRvIces Revenue

gROup ReVenue (COntinuing OpeRatiOns)

63.9% 35.8% 40.6% 0.3% 0.7%

Gateway services Food solutions Corporate total