Annual Report 2016

AirAsia has always leveraged on innovation to drive greater guest convenience and service
delivery. Today, as a result of having a large database from 15 years of operations, we are in a
position to take our digital journey to its logical conclusion. Employing the latest technologies,
we aim to further increase our internal efficiencies while understanding our guests better.
As we go more hi-tech, we will be able to connect with our guests in a more personalised
manner to make their experience with AirAsia more meaningful, seamless and enjoyable.
That is what digitalisation means to us – it is about understanding, connecting and building
trust. In other words, it is digitalisation with a human touch.
 GOING
ABOUT US

Would you say AirAsia is already ahead of the

game in the digital space compared to other

DIGITAL
airlines in the region?
Due to the fact that we already have a direct
relationship with our customers, we are ahead in
many ways in the commercial space in regard to
digital. However, we can improve our leading position
by expanding this philosophy to other areas of the
business, such as human resources, operations and
airline engineering.

Where do you see the most potential for

profitable change using digital technology?
Digital technology will help us engage customers at the
right time and frequency, and provide a superior prior
to booking experience. A personalised engagement
model pre-booking will lead to higher guest satisfaction
on the day of travel. This will make AirAsia the airline of
choice among our guests. Other areas are in predicting
and saving costs in relation to airline operations, for
example in cabin crew rostering, airplane maintenance,
call centre operations and servicing.

How can we leverage this?

With digitised data, we can answer questions such as:
‘How can I encourage active customers to spend more?’
and ‘How can I encourage those who have stopped
buying to start again?’ This is not only for flights, but
also our ancillary products and services.
Whenn we say we are going digital, the statement is often met with In terms of engineering, we will be able to better
quizzical looks. After all, AirAsia is not new to the use of digital monitor the health of aircraft and optimise spare parts
procurement as well as preventive maintenance. We
technology. will be able to digitise our safety manuals and reports
to provide accurate and readily accessible information.
In 2002, we were among the first in the region to introduce online booking. This was followed by sms booking And we can automate the rostering of crew to maximise
in 2003, mobile web booking in 2005, self check-in kiosks in 2009, baggage self-tagging in 2013, onboard our resources.
wifi in 2014, e-boarding passes in 2015, and multicurrency payment cards in 2016. Many of these were firsts,
if not for the region then certainly for the country.
How well is AirAsia doing on the mobile
platform?
However, we recognise that with ongoing advances in digital AirAsia is at par with the rest of the airlines in terms of
mobile usage. Currently, 15% of all our bookings are
technology there is much more we can do through digitalisation than done via mobiles. However, we are investing heavily in
just to enhance our products and facilitate the customer journey. We the space to leap ahead of the competition by making
our mobile app the fastest way to make travel bookings,
therefore set up an integrated Data & Digital team to look at how we manage existing reservations and check-in.
can fully leverage data on digital processes and systems to create
optimum efficiencies in the way we go about our business. Financially, are you able to provide figures
as to how much the Company will benefit
through digital?
For you to understand our current digital transformation, we posed a set of questions to our Chief Data & We are looking at increasing online conversion and
Digital Officer, Nikunj Shanti. His answers are as given below: ancillary revenue by providing a seamless experience
and providing customers with the right options to make
decisions. Every 10 basis point increase in conversion
is worth USD60 million in revenue to the Company. We
What do we mean when we say AirAsia is Isn’t AirAsia already a digital organisation, are aiming at a 50 basis point increase in conversion
going digital? given that 72% of sales are done online and the while maintaining the current average fare.
Going digital for AirAsia is about building a platform existing connection between AirAsia and our
to which we can transfer and store all data related to guests or the public via digital channels, ie social
What are your targets for 2017 and beyond?
the airline. This includes data from areas that are not media?
Increase mobile booking to 35% of all direct bookings
typically ‘high tech’ such as guest services, operations, Externally, there is a lot of connection between AirAsia
by the end of the year. Develop one-to-one (ie
maintenance and cabin operations. Using internet of and our guests, but we can improve this engagement by
personalised) communication based on knowledge we
things (IoT) solutions, we can capture all the relevant providing more information to all our Allstars (employees)
have about guests (and their preferences) across digital
information that was previously captured via traditional at customer touchpoints so that, for example, our cabin
channels; and start looking into how such knowledge
methods in a faster and more efficient manner, to help in crew and guest services know our guests’ preferences,
can be used to enhance guest services and cabin crew
decision-making and improve efficiencies, provide more pre-empting calls or predicting why a guest would be
operations. We also aim to capture all relevant aircraft
ways to engage with customers, and ultimately create calling in, instead of asking basic questions, such as
data electronically, such as the electronic flight folder,
a better experience for us internally as well as for our reservation numbers, etc.
voyage reports and others.
guests.

2 AirAsia Berhad
Annual Report 2016
AIRASIA GROUP

ABOUT US
PASSENGERS CARRIED T O T A L A I R A S I A
Social Media
2016 FLEET MARKET SHARE

56.6 174
MALAYSIA FACEBOOK TWITTER INSTAGRAM

47 % 49 % 49 %
domestic international TOTAL 10.6
MILLION FANS
6.1
MILLION
730
THOUSAND
THAILAND FOLLOWERS FOLLOWERS

30 % 18% 22 % LINE WEIBO WECHAT

m i l l i o n
AIRBUS domestic international TOTAL
LO A D FA C TO R INDONESIA 29.7
MILLION FANS
1.3
MILLION FANS
1.3
MILLION FANS

2% 27% 8%
86%
LINKEDIN VIBER YOUTUBE
YOUNG FLEET domestic international TOTAL
PUBLIC CHAT

WITH AVERAGE
AGE OF 6.5 YEARS
PHILIPPINES
121 112 91
13 %
8 %
11 % THOUSAND
FOLLOWERS THOUSAND
THOUSAND
FOLLOWERS
domestic international TOTAL

16,067
GOOGLE+ PINTEREST KAKAOSTORY

INDIA

3% 10 % 4% 34
THOUSAND
3.6
THOUSAND
4.8
THOUSAND
domestic international TOTAL SUBSCRIBERS FOLLOWERS FOLLOWERS

A LL STA R S NATIONALITIES airasia.com

FINANCIAL
N E T W O R K 181
Average Visitors from

240 AIRASIA BERHAD

page views
per month
million

18
38
Average countries Deposit, Cash
225 visits per
Revenue & Bank Balances

6.85 1.74
month Annual
million
conversion RM RM

32
Average rate of

2.35%
unique
million visitors
month
per billion billion

COUNTRIES Revenue
via Internet
Operating
Profit Margin

72 40
% %

109
66
KEY MILESTONES
27
20
• Voted The World’s Best Low-Cost Airline LOWEST COST
D E S T I N AT I O N S for the eighth consecutive year (Skytrax
World Airline Awards)
C o s t p e r Av a i l a b l e S e a t K i l o m e t re

3,512 CASK CASK EX-FUEL

• Largest LCC in Asia – in terms of
Routes
O N E - W A Y number of passengers carried
Unique Routes
New Routes introduced in 2016 • A True Asean Airline, connecting all 10 11.10 SEN 7.17 SEN
Fl i ght s Per Week Hubs Asean countries (2.68 US Cents) (1.73 US Cents)

Notes:
1. All figures refer to AirAsia Group unless stated otherwise
2. AirAsia Group includes AirAsia Malaysia, AirAsia Thailand, AirAsia Indonesia, AirAsia Philippines and AirAsia India
3. Financials extracted from AirAsia Berhad’s financial statements
4. ‘Largest LCC in Asia’ refers to AirAsia Group and AirAsia X Group
5. As at 31 December 2016: Passengers Carried, Load Factor, Financial Figures, airasia.com Statistics, Largest LCC in Asia, Fleet, Network, Allstars, Social Media Statistics
6. Total fleet breakdown: 77 in Malaysia, 51 in Thailand, 22 in Indonesia, 14 in Philippines, 8 in India and 2 in Japan
7. Source of market share: Paxis, based on number of passengers, January 2016 to December 2016

AirAsia Berhad
Annual Report 2016 3
 VISION
ABOUT US

TO BE THE L ARGEST LOW COST

AIRLINE IN ASIA
AND SERVING THE 4.4 BILLION PEOPLE WHO ARE CURRENTLY
UNDERSERVED WITH POOR CONNECTIVITY AND HIGH FARES.

MISSION
TO BE CREATE A TO ATTAIN MAINTAIN
THE BEST GLOBALLY THE LOWEST THE HIGHEST
COMPANY RECOGNISED COST QUALITY
TO WORK ASEAN SO THAT PRODUCT,
FOR BRAND EVERYONE EMBRACING
WHEREBY CAN FLY TECHNOLOGY
EMPLOYEES WITH TO REDUCE
ARE AIRASIA COST AND
TREATED AS ENHANCE
PART OF A SERVICE
BIG FAMILY LEVELS

4 AirAsia Berhad
Annual Report 2016
 FOUNDERS
Tan Sri (Dr.) Tony Fernandes

Datuk Kamarudin bin Meranun

Dato’ Pahamin bin Ab Rajab

Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar

THE

Conor Mc Carthy

AirAsia Berhad
Annual Report 2016 5
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6
 E L O N A I R A S I A
TR A V
E A ‘ W E F I E ’
& TAK
WITH U S !

Cut out the

pictures & take
a ‘wefie’ with
us wherever
you travel!

#WISHYOUWEREHERE
 AIRASIA E-POSTCARDS
Travel on AirAsia & send cool e-Postcards
Malaysia
to your family & friends!

1 Scan the QR code

to access the
AirAsia e-Postcard
Platform.

2 Browse for the

Thailand e-Postcard that
you wish to share
with your friends.

3 Choose an e-Postcard,
personalise your
message and share with
your friends through
social media or via email.

Philippines Indonesia

4 Enter sender and

recipient details in
the panel on the
right.

India

5 Click to preview
e-Postcard.

6 And click send to

share your message.

#WISHYOUWEREHERE
T A B L E O F C O N T E N T S W W W . A I R A S I A . C O M

ABOUT US
1 Annual Report Theme & Rationale

2 Going Digital 22 Corporate Information

3 AirAsia Group Key Highlights 24 Corporate Structure

4 Vision and Mission 26 Financial & Investor Calendar 2016

5 The Founders 28 Awards & Accolades 2016

10 Group Network 30 Media Highlights 2016

13 Highlights of 2016 36 Our New Home

01
ABOUT US 16 Notice of Annual General Meeting 40 15 Years of Realising Dreams

47 Directors’ Profiles
02
LEADERSHIP 56 Senior Management Team

78 Five-Year Financial & Operating Highlights

03
PERFORMANCE REVIEW 80 Share Performance 2016

85 Chairman’s Message

88 Management Discussion & Analysis

04
PERSPECTIVE 99 AirAsia Malaysia

106 AirAsia Thailand 126 Branding

110 AirAsia Indonesia 128 Ancillary

BUSINESS
114 AirAsia Philippines 130 Social Media
118 AirAsia India 132 Adjacency Businesses
05
REVIEW 122 AirAsia X 138 AirAsia Foundation

142 Sustainability Statement

143 Materiality Analysis 150 Operational Efficiency

144 Safety & Health 151 Service Efficiency

146 Stakeholder Engagement 152 Energy Consumption & Fuel Management

06
S U S TA I N A B I L I T Y 149 Talent Attraction & Retention 154 Risk & Crisis Management

FINANCIAL 158 Accountability 284 Other Information

07
S TAT E M E N T S 186 Reports and Financial Statements Proxy Form

A I R A S I A B E R H A D A N N U A L R E P O Annual
AirAsia Berhad
R T Report
2 02016
1 6 11
ABOUT US

10
NETWOR
AirAsia Berhad
Annual Report 2016
 ABOUT US

RK AirAsia Berhad
Annual Report 2016 11
12
 January

February In 2016, we
celebrated our 15th
year with numerous
March

April milestones which

mark our ongoing
evolution from
May

June being the first

low-cost carrier in
Asean to becoming
July

August
an airline with a
growing presence in
the global aviation
September
AIRASIA IS NAMED THE
WORLD’S BEST LOW-COST

space.
AIRLINE FOR THE EIGHTH YEAR

October
WE RECEIVED OUR FIRST
AIRBUS A320NEO AIRCRAFT

WE MOVED INTO OUR FIRST

EVER HOME – REDQ – November
NEXT TO klia2

December

13

22 JANUARY
The inaugural Kota Kinabalu – Wuhan flight takes
off with a load of more than 70%, and returns the
following morning, nearly full.
22 JANUARY
AirAsia Asean Traveller, which achieved a
157% increase in revenue from 169% growth in sales
of the Asean Pass and Asean Pass+, wins the Best
Asean Marketing & Promotional Campaign at the
ASEANTA Awards for Excellence.
24 JANUARY
Langkawi is officially an international hub, welcoming
the inaugural flight from Guangzhou with a water
salute.
25 JANUARY
AirAsia welcomes its first flight from Ho Chi Minh
City to Penang. Ho Chi Minh City is one of the first
destinations in Indochina to be connected directly to
the island.
PILLAR OF STRENGTH
Tan Sri Dr. Tony Fernandes , Group CEO of AirAsia,
was awarded the Fourth Pillar Award by the
US-ASEAN Business Council in February. The award
recognised his extraordinary contribution towards the
growth of ASEAN and in fostering better US- ASEAN
relations. To date, Fernandes is the second person
to receive the honour after the administration of US
President, Barack Obama. The Fourth Pillar Award is
presented to a person who has strengthened ASEAN
through their efforts and involvement.
29 JANUARY
The Group-wide #GREEN24 climate change
awareness movement kicks off with all regional
stations launching green projects simultaneously.
19 FEBRUARY
Group CEO Tan Sri (Dr.) Tony Fernandes is
recognised by the US-ASEAN Business Council
with the Fourth Pillar Award for his extraordinary
contributions towards strengthening US-ASEAN ties.
11 FEBRUARY
AirAsia Philippines partners Davao Tourism on the
Visit Davao Fun Sale 2016, as part of efforts to
establish Mindanao city as a premiere eco-tourism
destination.
17 FEBRUARY
AirAsia launches four times weekly flights from Kuala
Lumpur to Shantou, making it the Group’s 14th
exclusive route into China from Malaysia.
15 MARCH
AirAsia Thailand introduces two new routes to India
– from Bangkok to Kochi, and Kolkata.
17 MARCH
AirAsia India announces Amar Abrol as its new CEO
with effect from 1 April 2016. Abrol was previously
the CEO of Tune Money.
18 FEBRUARY
AirAsia Indonesia and AirAsia Indonesia X extend
their Aircraft Maintenance Services agreement with
Garuda Maintenance Facility (GMF) AeroAsia until
year 2019.
22 MARCH
AirAsia Indonesia organises its annual Travel Fair
in Medan in collaboration with nine local leading
travel agencies and official partners.
22 MARCH
The inaugural flight from Penang to Yangon takes off,
marking the seventh international destination from this
northern Malaysia hub.
24 MARCH
AirAsia Thailand connects Thailand and Laos for
the first time, completing its coverage of the four
Indochinese markets.
25 MARCH
AirAsia celebrates its maiden flight from Kuala Lumpur
to Shantou while AirAsia Thailand launches Bangkok
– Shantou.
28 MARCH
Tata Sons Limited proposes to increase its stake in
AirAsia India to 49% from 41.06% by acquiring
7.94% equity from Telestra Tradeplace Pvt Ltd
(Telestra), while two directors of the company
propose to acquire Telestra’s remaining 2% stake.
01 APRIL
20 APRIL
AirAsia Thailand celebrates the arrival of its first flight
from Hat Yai to Johor Bahru. This marks the Group’s
sixth international route into Senai International AirAsia Berhad clinches the Gold under the
Airport. Corporate Annual Report – Non Traditional
Category at the ASTRID Awards for outstanding
creative execution of its 2014 annual report.
01 APRIL
Think Big Digital announces the appointment of
Dato’ Eddy Leong as its new CEO with immediate
effect.
07 APRIL
AirAsia becomes Mirus Aircraft Seating Ltd’s first
customer for the new Hawk slimline economy seat
which has been engineered to deliver significant
cabin space and weight savings while preserving
passenger comfort.
11 MAY
AirAsia announces the return of Manila-Shanghai
flights with a live cooking demo by one of Manila’s
best chefs in partnership with Vikings Luxury Buffet.
The thrice weekly flights will commence from 10 June
2016.
15 APRIL
AirAsia India introduces 30 self check-in kiosks at
Kempegowda International Airport Bengaluru.
16 MAY
16 APRIL AirAsia India celebrates its 2.5 millionth guest,
Akshay Sharma, who receives a warm welcome
The annual travel fair by AirAsia enters its third year from the airline’s CEO, Amar Abrol.
in Kuching, Sarawak.
30 MAY

Daily flights from Guangzhou to Johor Bahru

commence, with the inaugural flight carrying a 95%
28 JUNE
load.
14 JUNE
AirAsia Indonesia launches the Auto Bag Drop
King Power takes a 39% stake in Asia Aviation Plc facility at Ngurah Rai International Airport in Bali.
01 JUNE (AAV) by purchasing THB7.945 billion worth of
shares in the company from AirAsia Thailand CEO
AirAsia receives the
Tassapon Bijleveld and his family.
Industry Excellence
Award for Aviation at
the 7th ASEAN Business
Awards Malaysia
in recognition of its
contributions to the
aviation industry in
Malaysia and across
Asean.

12 JULY

AirAsia is named the World’s Best Low-Cost Airline

and Asia’s Best Low-Cost Airline for the eighth year
running at the 2016 Skytrax World Airline Awards
held at the Farnborough International Airshow.

16 JUNE
13 JULY
The cargo division of AirAsia wins the Air Cargo
AirAsia signs a firm order with Airbus for the
Industry Customer Care Award at the 2016 World
purchase of 100 A321neo aircraft. It is AirAsia’s first
Air Cargo Awards held in Shanghai.
10 JUNE order for the largest model in the A320 family which
is able to seat up to 236 passengers in a single-class
The Asian Aviation Centre of Excellence (AACE) layout.
inaugurates a new A330 CAE 7000XR Series full-
flight simulator at its training centre in Glenmarie,
Malaysia. 22 JULY

AirAsia India organises a Kabali-themed flight for

13 JUNE 180 guests flying from Bengaluru to Chennai to
watch the premier of the most anticipated Indian
AirAsia announces the
movie of the year, starring Rajinikanth.
appointment of Kathleen
Tan as President of the
North Asia business,
responsible for building
AirAsia’s market in
China, Hong Kong,
Macau, Japan, Korea
and Taiwan.

24 JUNE

AirAsia’s #GREEN24 movement wins the Green

Leadership award at the Asia Responsible
Entrepreneurship Awards (AREA) held in Singapore.
25 JULY

AirAsia Thailand partners the Tourism Authority of

Thailand (TAT) on a Paint the Sky with Amazing
Thailand airplane livery design contest.
11 AUGUST

AirAsia Indonesia launches a three-month tourism 08 SEPTEMBER

campaign from August to November in Singapore
in support of the Ministry of Tourism’s Wonderful
Indonesia campaign.
15 AUGUST
AirAsia Indonesia celebrates ASEAN’s 49th
anniversary by giving away 60 boxes of in-flight
meals at a celebration organised in the ASEAN
Secretariat in Jakarta. The meal selection showcases
the uniqueness and diversity of Asean culinary
heritage.
AirAsia gives away free flights to all Asean Olympic
medalists at a gala event held in Bangkok. Gold
medal winners receive a lifetime of free flights, while
silver and bronze medal winners receive five and
three years’ worth of free flights respectively.
14 SEPTEMBER

Waze launches a voice prompt featuring AirAsia

Group CEO Tan Sri (Dr.) Tony Fernandes, who
assumes the tone of an air traffic controller in helping
drivers navigate Malaysian roads.

12 AUGUST

AirAsia Indonesia’s flight operations move from 01 SEPTEMBER

Terminal 3 to Terminal 2 at Soekarno–Hatta
International Airport in Jakarta.
AirAsia appoints Dendy Kurniawan as Group
CEO for Indonesia to oversee the growth and
development of both AirAsia Indonesia and AirAsia
X Indonesia.
15 SEPTEMBER
AirAsia becomes the first airline in Asean to operate
the Airbus A320neo aircraft powered by CFM
International LEAP-1A engines. It is the Group’s
172nd aircraft to be received from a total of 575
aircraft for which orders have been placed.

12 AUGUST

AirAsia is voted Malaysia’s favourite airline for

02 SEPTEMBER
the seventh consecutive year at the Putra Brand
AirAsia Premium Red Lounge at klia2 opens its door,
Awards, where it receives the Gold award under the
offering 24-hour services and facilities such as a
Transportation, Travel and Tourism category.
buffet, wifi access, lounge, workstations, showers
and more.
15 SEPTEMBER

07 SEPTEMBER AirAsia India announces its eighth aircraft will

operate daily flights connecting Hyderabad and
Asia Aviation Capital Kochi from October 2016.
Ltd (AACL) announces
the appointment of
Stéphane Daillencourt
as its President and CEO
effective 1 November
2016.
20 SEPTEMBER 11 OCTOBER
15 OCTOBER
AirAsia announces a new and unique route AirAsia gives away free flights to Asean Paralympic
connecting Kuala Lumpur to the UNESCO Heritage medalists, with gold medal winners receiving a AirAsia Indonesia Group CEO Dendy Kurniawan
city of Luang Prabang in Laos with four times weekly lifetime of free flights, while silver and bronze medal receives the Asia’s Leading Low-Cost Airline and
flights commencing 21 November 2016. winners receive five and three years’ worth of free Asia’s Leading In-Flight Service awards on behalf
flights respectively. of the Group at the 2016 World Travel Awards Asia
21 SEPTEMBER & Australasia Gala Ceremony held in Da Nang,
Vietnam.
12 OCTOBER
AACL announces the
appointment of Simon AirAsia enables guests in Malaysia, Thailand and
Perkins as its Deputy Indonesia to book and manage their flights with the
CEO and Chief Financial LINE app.
Officer effective 1
October 2016.

20 OCTOBER

AirAsia’s 2015 annual report wins a Gold for the

23 SEPTEMBER
AirAsia announces its sponsorship of Korean drama
On the Way to the Airport by Korean Broadcasting
System (KBS). The main characters are depicted as
an AirAsia pilot and cabin crew.
13 OCTOBER
AirAsia Indonesia and AirAsia X Indonesia receive
the Certificate of Quality Management System ISO
9001:2015 in the scope of Domestic Flight Delay
Management.
Grand Award - Best of Asia Pacific at the 30th
International ARC Awards held at The Plaza Hotel in
New York City. The company also receives the Gold
for Best Non-Traditional Annual Report: Airlines’
category.

21 OCTOBER

AirAsia Philippines expands its Cebu hub with flights

to Taipei and Singapore starting 25 November 2016.

14 OCTOBER

University Technology MARA (UiTM) awards AirAsia

29 SEPTEMBER Executive Chairman Datuk Kamarudin Meranun with
the Entrepreneurial Alumni Icon Award.
AirAsia Cargo is named Low Cost Carrier of the Year
in both the Industry Choice and Customer Choice
categories of the Payload Awards Asia 2016 held in
Hong Kong.
 25 NOVEMBER

AirAsia Indonesia receives the Foreign Airline of the

Year – Passenger award at the KLIA Awards 2015.

25 NOVEMBER

AirAsia Philippines sends off its inaugural flights from

Cebu to Taipei and Singapore in style.

21 OCTOBER
Group CEO Tan Sri (Dr.) Tony Fernandes wins the
2016 EY Asean Entrepreneurial Excellence Award
for his contributions to the region.
12 NOVEMBER
AirAsia Indonesia hosts 47 travel and lifestyle
bloggers from across 12 Asian countries at the 3rd
AirAsia Bloggers’ Community (AABC) Gathering in
Jakarta till 14 November 2016.

02 DECEMBER

AirAsia is named the World’s Leading Low-Cost

Airline for the fourth year in a row at the 23rd World
Travel Awards (WTA) Grand Final held in Male,
Maldives.

27 OCTOBER
19 NOVEMBER
AirAsia Group CEO Tan Sri (Dr.) Tony Fernandes is
named Airline CEO of the Year at the 2016 CAPA AirAsia Thailand welcomes its first Airbus A320neo
Aviation Awards for Excellence. aircraft.

08 DECEMBER

20 NOVEMBER AirAsia and Air France Industries KLM Engineering &

07 NOVEMBER
AirAsia and AirAsia X staff move into the new
corporate base in Malaysia, RedQ (short for
RedQuarters), located adjacent to klia2. The
contemporary space spans 18,000 sq metres and
offers an open plan, with an atrium covered in
astro turf and themed meeting rooms inspired by
destinations from the Group’s wide network.
AirAsia India launches a ‘Santan - Flavours on
Wheel’ food truck in Bengaluru to take the airline’s
wide range of inflight meals to the people of
Bengaluru.
21 NOVEMBER
The inaugural AirAsia Philippines flight from Manila to
Taipei takes off.
Maintenance (AFI KLM E&M) ink an agreement on
component repair services and solutions designed to
maximise aircraft availability.
08 DECEMBER
The AirAsia BIG Mobile App is launched, enabling
AirAsia BIG members to search and redeem flights,
plus manage their member account anytime,
anywhere.

08 NOVEMBER

AirAsia Indonesia launches Captain Monika 21 NOVEMBER

Anggreini’s biography at AirAsia’s head office in
Indonesia, Redhouse. The book is an inspiration to The first Kuala Lumpur - Luang Prabang flight takes off
all readers, and especially women, to pursue their with a load of 98%.
dreams.
ABOUT US

14 AirAsia Berhad
Annual Report 2016
15
 NOTICE OF ANNUAL
ABOUT US

GENERAL MEETING
NOTICE IS HEREBY GIVEN THAT the Twenty Fourth Annual General Meeting
of AirAsia Berhad (284669-W) (“AirAsia” or “the Company”) will be held at
Asian Aviation Centre of Excellence, Lot PT25B, Jalan KLIA S5, Southern Support
Zone, Kuala Lumpur International Airport, 64000 Sepang, Selangor Darul Ehsan,
Malaysia on Thursday, 25 May 2017 at 10.00 a.m. for the following purposes:-

AS ORDINARY BUSINESS
1. To receive the Audited Financial Statements together with the Reports of the Directors and Auditors thereon for the financial year ended
31 December 2016.
Please refer to Note A.

2. To declare a First and Final Single Tier Dividend of 12 sen per ordinary share in respect of the financial year ended 31 December 2016.
Please refer to Note B. (Resolution 1)

3. To approve the fees of an additional RM300,000 per annum per Non-Executive Director for the financial year ended 31 December 2016.
Please refer to Note C. (Resolution 2)

4 To approve the Non-Executive Directors’ Remuneration with effect from the financial year ending 31 December 2017 until the next Annual
General Meeting of the Company to be held in the year 2018.
Please refer to Note C. (Resolution 3)

5. To re-elect Tan Sri (Dr.) Anthony Francis Fernandes as a Director of the Company, who retires pursuant to Article 124 of the Company’s
Articles of Association. (Resolution 4)

6. To re-elect Datuk Kamarudin bin Meranun as a Director of the Company, who retires pursuant to Article 124 of the Company’s Articles of
Association. (Resolution 5)

7. To re-elect Mr. Tharumalingam A/L Kanagalingam as a Director of the Company, who retires pursuant to Article 129 of the Company’s
Articles of Association. (Resolution 6)

8. To appoint Messrs Ernst & Young as Auditors of the Company in place of the retiring Auditors, Messrs PricewaterhouseCoopers and to
authorise the Directors to determine their remuneration.
Please refer to Note D. (Resolution 7)

AS SPECIAL BUSINESS
To consider and if thought fit, to pass, with or without modifications, the following Resolutions:

9. ORDINARY RESOLUTION
RETENTION OF SENIOR INDEPENDENT NON-EXECUTIVE DIRECTOR
“THAT approval be and is hereby given to Dato’ Fam Lee Ee who has served as an Independent Non-Executive Director of the Company
for a cumulative term of more than nine (9) years, to continue to act as a Senior Independent Non-Executive Director of the Company in
accordance with the Malaysian Code on Corporate Governance 2012.”
Please refer to Note E. (Resolution 8)

16 AirAsia Berhad
Annual Report 2016
10. ORDINARY RESOLUTION

ABOUT US
AUTHORITY TO ALLOT SHARES PURSUANT TO SECTIONS 75 AND 76 OF THE COMPANIES ACT, 2016 (“ACT”)
“THAT pursuant to Sections 75 and 76 of the Act and subject to the approval of relevant authorities, the Directors of the Company be and
are hereby empowered to issue shares in the Company from time to time and upon such terms and conditions and for such purposes as the
Directors may, in their absolute discretion, deem fit provided that the aggregate number of shares issued pursuant to this resolution does not
exceed 10% of the total number of issued shares of the Company for the time being and that the Directors be and also empowered to obtain
approval for the listing of and quotation for the additional shares so issued on the Main Market of Bursa Malaysia Securities Berhad AND
THAT such authority shall continue in force until the conclusion of the next Annual General Meeting of the Company.”
Please refer to Note F. (Resolution 9)

11. ORDINARY RESOLUTION

PROPOSED RENEWAL OF EXISTING SHAREHOLDERS’ MANDATE AND NEW SHAREHOLDERS’ MANDATE
FOR RECURRENT RELATED PARTY TRANSACTIONS OF A REVENUE OR TRADING NATURE (“PROPOSED
MANDATE”)
“THAT approval be and is hereby given for the renewal of the existing shareholders’ mandate and new shareholders’ mandate for the
Company to enter into recurrent related party transactions of a revenue or trading nature with the related parties (“Recurrent Related
Party Transactions”) as set out in Section 2.3 of the Circular to Shareholders dated 28 April 2017 (“Circular”), subject further to the
following:

(i) the Recurrent Related Party Transactions are entered into in the ordinary course of business which are necessary for the day-to-day
operations and are on terms which are not more favourable to the related parties than those generally available to the public, and
the Recurrent Related Party Transactions are undertaken on arm’s length basis and on normal commercial terms which are not to the
detriment of the minority shareholders of the Company;

(ii) the disclosure is made in the annual report of the breakdown of the aggregated value of the Recurrent Related Party Transactions
conducted pursuant to the shareholders’ mandate during the financial year, among others, based on the following information:

(a) the type of Recurrent Related Party Transactions made; and

(b) the names of the related parties involved in each type of the Recurrent Related Party Transaction made and their relationship with
the Company;

(iii) the shareholders’ mandate is subject to annual renewal and this shareholders’ mandate shall only continue to be in full force until:

(a) the conclusion of the next Annual General Meeting (“AGM”) of the Company following the AGM at which this shareholders’
mandate is approved, at which time it will lapse, unless by an ordinary resolution passed at that AGM, such authority is renewed;

(b) the expiration of the period within which the next AGM after the date is required to be held pursuant to Section 340(2) of the
Companies Act, 2016 (“Act”) (but shall not extend to such extension as may be allowed pursuant to Section 340(4) of the Act); or

(c) revoked or varied by resolution passed by the shareholders of the Company in a general meeting of the Company,

whichever is the earliest.

THAT the Directors of the Company and/or any one of them be and are hereby authorised to complete and do all such acts and things
and take all such steps and to execute all such transactions, deeds, agreements, arrangements and/or undertakings as the Directors in their
discretion deem fit, necessary, expedient and/or appropriate in the best interest of the Company in order to implement, finalise and give full
effect to the Recurrent Related Party Transactions with full powers to assent to any modifications, variations and/or amendments thereto.

AND THAT as the estimates given for the Recurrent Related Party Transactions specified in Section 2.3 of the Circular being provisional
in nature, the Directors of the Company and/or any one of them be and are hereby authorised to agree to the actual amount or amounts
thereof provided always that such amount or amounts comply with the procedures set out in Section 2.6 of the Circular.”
Please refer to Note G. (Resolution 10)

AirAsia Berhad
Annual Report 2016 17
 OTHER ORDINARY BUSINESS
ABOUT US

12. To transact any other business of which due notice shall have been given.

NOTICE OF DIVIDEND PAYMENT AND DIVIDEND ENTITLEMENT DATE

NOTICE IS ALSO HEREBY GIVEN THAT, subject to the approval of the shareholders at the Twenty Fourth Annual General Meeting of the Company to be held on
Thursday, 25 May 2017 at 10.00 a.m., a First and Final Single Tier Dividend of 12 sen per ordinary share for the financial year ended 31 December 2016 will be paid on 23
June 2017 to depositors whose names appear in the Record of Depositors on Thursday, 25 May 2017. A depositor shall qualify for entitlement to the dividend only in respect
of:-

(a) shares transferred into the Depositor’s Securities Account before 4.00 p.m. on Thursday, 25 May 2017, in respect of ordinary transfers; and

(b) shares bought on Bursa Malaysia Securities Berhad on a cum entitlement basis according to the Rules of Bursa Malaysia Securities Berhad.

By Order of the Board

JASMINDAR KAUR A/P SARBAN SINGH

(MAICSA 7002687)
Company Secretary
Selangor Darul Ehsan
28th day of April 2017

NOTES ON APPOINTMENT OF PROXY

NOTICE OF ANNUAL GENERAL MEETING

1. Pursuant to the Securities Industry (Central Depositories) (Foreign Ownership) Regulations 1996 and Article 43(1) of the Company’s Articles of Association, only those
Foreigners (as defined in the Articles) who hold shares up to the current prescribed foreign ownership limit of 45.0% of the total number of issued shares of the Company,
on a first-in-time basis based on the Record of Depositors to be used for the forthcoming Annual General Meeting (“AGM”), shall be entitled to vote. A proxy appointed
by a Foreigner not entitled to vote, will similarly not be entitled to vote. Consequently, all such disenfranchised voting rights shall be automatically vested in the Chairman
of the AGM.

2. A member must be registered in the Record of Depositors at 5.00 p.m. on 18 May 2017 (“General Meeting Record of Depositors”) in order to attend and vote at the
Meeting. A depositor shall not be regarded as a Member entitled to attend the Meeting and to speak and vote thereat unless his name appears in the General Meeting
Record of Depositors. Any changes in the entries on the Record of Depositors after the abovementioned date and time shall be disregarded in determining the rights of any
person to attend and vote at the Meeting.

3. A member entitled to attend and vote is entitled to appoint up to two (2) proxies (or in the case of a corporation, to appoint representative(s) in accordance with Section
333 of the Companies Act, 2016), to attend and vote in his stead. There shall be no restriction as to the qualification of the proxy(ies).

4. The Proxy Form in the case of an individual shall be signed by the appointor or his attorney, and in the case of a corporation, either under its common seal or under the
hand of an officer or attorney duly authorised.

5. Where a member appoints two proxies, the appointment shall be invalid unless he specifies the proportion of his shareholdings to be represented by each proxy.

6. Where a Member of the Company is an exempt authorised nominee which holds ordinary shares in the Company for multiple beneficial owners in one securities account
(“omnibus account”), there is no limit to the number of proxies which the exempt authorised nominee may appoint in respect of each omnibus account it holds.

7. The Proxy Form or other instruments of appointment shall not be treated as valid unless deposited at the Registered Office of the Company at B-13-15, Level 13, Menara
Prima Tower B, Jalan PJU 1/39, Dataran Prima, 47301 Petaling Jaya, Selangor Darul Ehsan, Malaysia not less than forty-eight (48) hours before the time set for holding
the meeting. Faxed copies of the duly executed form of proxy are not acceptable.

8. Pursuant to Paragraph 8.29A(1) of the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, all resolutions set out in this Notice will be put to vote by
way of poll.

18 AirAsia Berhad
Annual Report 2016
EXPLANATORY NOTES:

ABOUT US
A. This Agenda item is meant for discussion only in accordance with Sections 248(2) and 340(1) of the Companies Act, 2016. The audited accounts do not require the
formal approval of shareholders and hence, the matter will not be put forward for voting.

B. Final Dividend (Resolution 1)

With reference to Section 131 of the Companies Act, 2016, a company may only make a distribution to the shareholders out of profits of the company available if the
company is solvent. On 5 April 2017, the Board had considered the amount of dividend and decided to recommend the same for the shareholders’ approval.

The Directors of the Company are satisfied that the Company will be solvent as it will be able to pay its debts and as and when the debts become due within twelve (12)
months immediately after the distribution is made on 23 June 2017 in accordance with the requirements under Sections 132(2) and (3) of the Companies Act, 2016.

C. i) To approve the fees of an additional RM300,000 per annum per Non-Executive Director for the financial year ended 31 December 2016
(Resolution 2).

ii) To approve the Non-Executive Directors’ Remuneration with effect from the financial year ending 31 December 2017 until the next
Annual General Meeting (“AGM”) of the Company to be held in the year 2018 (Resolution 3).

Based on the annual review of the Directors’ Remuneration by the Nomination and Remuneration Committee (“NRC”), the NRC proposed and the Board affirmed it for a
one-off additional payment of RM300,000 per annum per Non-Executive Director for the financial year ended 31 December 2016 in view of the good performance of
the Company and the Shareholders’ approval is being sought on this under Resolution 2.

There will be no changes to the basic Board fee with effect from the financial year ending 31 December 2017. But in view that the various Committee fees had not been
changed for the past seven (7) to ten (10) consecutive years, the NRC recommended an increase as described below. The recommendations by the NRC were affirmed
by the Board.

Directors’ Fees 2011 to 2015 2016 Approval sought at 24th AGM

NOTICE OF ANNUAL GENERAL MEETING

(as approved at past AGMs) (5 consecutive years) with effect from the financial year
ending 31 December 2017 until the
next AGM in the year 2018

RM Per Annum RM Per Annum RM Per Annum

Non-Executive Director 150,000 180,000 180,000

(No Change)

Committee fees 2007 to 2016 2010 to 2016

(as approved at past AGMs as part (10 consecutive years) (7 consecutive years)
of Directors’ Fees)
RM Per Annum RM Per Annum

Chairman of Audit Committee (“AC”) 60,000 n/a 75,000

Chairman of the NRC Committee 22,500 n/a 55,000

Chairman of the Safety Review Board - 45,000 55,000

(“SRB”)

Member of the AC 45,000 n/a 60,000

Member of the NRC 15,000 n/a 35,000

Member of the SRB - 30,000 35,000

The benefits of the Non-Executive Directors are as follows:-

Meeting Fees RM2,000 per Board or Committee Meeting per Non-Executive Director.
Insurance premiums on medical coverage, and other claimable expenses incurred in the Up to a total amount of RM100,000 for all the Non-Executive Directors.
course of carrying out their duties.

Shareholders’ approval is being sought under Resolution 3 for the payment of the Remuneration to Non-Executive Directors for the financial year ending 31 December
2017 up to the next AGM of the Company in accordance with the remuneration structure as set out above.

AirAsia Berhad
Annual Report 2016 19
 D. Appointment of Auditors (Resolution 7)
ABOUT US

The Company has received a letter dated 14 February 2017 from one of its major shareholders, Tune Air Sdn Bhd, nominating Messrs Ernst & Young (“EY”), as the
new statutory auditors of the Company. A copy of which is annexed and marked as ‘Appendix A’ in the Annual Report 2016. The proposed change is in line with good
corporate governance of revisiting the appointment of the company’s auditors from time to time.

The Company’s existing auditors, Messrs PricewaterhouseCoopers (“PwC”), were re-appointed as the auditors of the Company at the Twenty Third Annual General
Meeting (“AGM”) of the Company held on 30 May 2016 to hold office until the conclusion of the forthcoming AGM of the Company. PwC have been the auditors of the
Company since May 2004.

The proposed appointment of EY is subject to the receipt of their consent to act as auditors and if approved, they shall hold office until the conclusion of the next AGM of
the Company.

E. Retention of Independent Non-Executive Director (Resolution 8)

The maximum tenure of an Independent Director is based on recommendation 3.3 of the Malaysian Code on Corporate Governance 2012, which states that an
Independent Director may remain after serving a cumulative term of nine (9) years, provided that the Board has concrete justification for the extension and has obtained
shareholders’ approval at a general meeting.

At the Twenty Third Annual General Meeting held on 30 May 2016, shareholders approved the continued service of Dato’ Fam Lee Ee, who had served as an
Independent Non-Executive Director of the Company since 8 October 2004. The Board is of the view that the ability of long serving Independent Directors to remain
independent and to discharge their duties with integrity and competency should not be assessed solely by tenure of service or any pre-determined age. The Board has
recommended him to continue to act as a Senior Independent Non-Executive Director based on the following justifications:

(a) His long service does not affect his independence and he continues to provide the necessary checks and balances in the best interest of the Company.
(b) He has fulfilled the criteria under the definition of an Independent Director as stated in the Main Market Listing Requirements of Bursa Malaysia Securities Berhad.
(c) He has vast experience in a diverse range of businesses and legal matters and therefore would be able to contribute constructive opinions; he exercises independent
NOTICE OF ANNUAL GENERAL MEETING

judgment and has the ability to act in the best interest of the Company.
(d) He has devoted sufficient time and attention to his professional obligations for informed and balanced decision-making.
(e) He has deep insight into the business and operations of the Company which would be advantageous to the Company.
(f) He has continued to exercise his independence and due care during his tenure as an Independent Non-Executive Director of the Company and carried out his
professional duties in the best interest of the Company and shareholders.
(g) He has shown great integrity of independence and has not entered into any personal related party transaction with the Company.

F. Authority to allot shares pursuant to Sections 75 and 76 of the Companies Act, 2016 (“Act”) (Resolution 9)

Ordinary Resolution 9 has been proposed for the purpose of renewing the general mandate for issuance of shares by the Company under Sections 75 and 76 of the
Act (“General Mandate”). Ordinary Resolution 9, if passed, will give the Directors of the Company authority to issue ordinary shares in the Company at their discretion
without having to first convene another general meeting. The General Mandate will, unless revoked or varied by the Company in a general meeting, expire at the
conclusion of the next Annual General Meeting (“AGM”) or the expiration of the period within which the next AGM is required by law to be held, whichever is earlier.

The General Mandate, if granted, will provide the flexibility to the Company for any future fund-raising activities, including but not limited to further placing of shares for
the purposes of funding future investment project(s), repayment of bank borrowing, working capital and/or acquisition(s) and thereby reducing administrative time and
costs associated with the convening of additional shareholders meeting(s).

G. Proposed renewal of existing shareholders’ mandate and new shareholders’ mandate for Recurrent Related Party Transactions of a
revenue or trading nature (“Proposed Mandate”) (Resolution 10)

Ordinary Resolution 10, if passed, will allow the Group to enter into Recurrent Related Party Transactions of a revenue or trading nature pursuant to the provisions of the
Main Market Listing Requirements of Bursa Malaysia Securities Berhad. Please refer to the Circular to Shareholders dated 28 April 2017 for further information.

20 AirAsia Berhad
Annual Report 2016
 ABOUT US
APPENDIX A

NOTICE OF ANNUAL GENERAL MEETING

AirAsia Berhad
Annual Report 2016 21
ABOUT US

BOARD OF DIRECTORS Datuk Kamarudin bin Meranun Dato’ Fam Lee Ee

(Non-Independent (Senior Independent
Executive Chairman) Non-Executive Director)

Tan Sri (Dr.) Anthony Dato’ Mohamed Khadar

Francis Fernandes
(widely known as
Tan Sri (Dr.) Tony Fernandes)
(Non-Independent Executive Director and
Group Chief Executive Officer)
bin Merican
(Independent Non-Executive Director)
Stuart L Dean
(Independent Non-Executive Director)

Aireen Omar Tharumalingam A/L Kanagalingam

(Non-Independent Executive Director and (Non-Independent Executive Director and Group
Chief Executive Officer) Deputy Chief Executive Officer (Operations))
(widely known as Bo Lingam)
Dato’ Abdel Aziz @
Abdul Aziz bin Abu Bakar
(Non-Independent Non-Executive Director)

CORPORATE
AUDIT COMMITTEE NOMINATION AND
Dato’ Mohamed Khadar bin Merican REMUNERATION
Dato’ Abdel Aziz @
Abdul Aziz bin Abu Bakar COMMITTEE
Dato’ Fam Lee Ee
Dato’ Fam Lee Ee
Dato’ Abdel Aziz @
Abdul Aziz bin Abu Bakar
Stuart L Dean

SAFETY REVIEW BOARD

Stuart L Dean
Aireen Omar
Dato’ Mohamed Khadar bin Merican
COMPANY SECRETARY
Jasmindar Kaur A/P Sarban Singh
(MAICSA 7002687)

22 AirAsia Berhad
Annual Report 2016
 ABOUT US
AUDITORS
PricewaterhouseCoopers
Level 10, 1 Sentral
Jalan Rakyat
HEAD OFFICE Kuala Lumpur Sentral
50706 Kuala Lumpur
RedQ, Jalan Pekeliling 5
Wilayah Persekutuan, Malaysia
Lapangan Terbang Antarabangsa
Kuala Lumpur (klia2)
Tel : (603) - 2173 1188
64000 KLIA, Selangor Darul Ehsan
Fax : (603) - 2173 1288
Malaysia
Tel : (603) - 8660 4333
Fax : (603) - 8660 7777

STOCK EXCHANGE
SHARE REGISTRAR LISTING
Main Market of Bursa Malaysia
Symphony Share Registrars Sdn Bhd
Securities Berhad
(Company No. 378993-D)
(Listed since 22 November 2004)
Level 6, Symphony House
(Stock code: 5099)
Pusat Dagangan Dana 1
Jalan PJU 1A/46
47301 Petaling Jaya
Selangor Darul Ehsan, Malaysia
Tel : (603) - 7841 8000
Fax : (603) - 7841 8008

INFORMATION
REGISTERED OFFICE
AirAsia Berhad
(Company No. 284669-W)
B-13-15, Level 13
Menara Prima Tower B
Jalan PJU 1/39, Dataran Prima
47301 Petaling Jaya
Selangor Darul Ehsan, Malaysia

Tel : (603) - 7491 4318

Fax : (603) - 7887 2318
E-mail
investorrelations@airasia.com

Website
www.airasia.com

AirAsia Berhad
Annual Report 2016 23
ABOUT US

CORPORATE
100% 48.94% 48.9% 49%

AirAsia AirAsia PT Indonesia AirAsia

Pte. Ltd. Japan Co., Ltd. AirAsia (India) Limited.

100% 39.9% 50% 100%

Asian Aviation
AirAsia AirAsia Centre of Excellence AirAsia Corporate
Investment Ltd. Philippines Inc. Sdn. Bhd. Services Limited

100% 100% 100% 100% 100%

Ground Team Red Koolred Big Pay AirAsia Go MadCience

Sdn. Bhd. Sdn. Bhd. Pte. Ltd. Holiday Sdn. Bhd. Consulting Sdn. Bhd.

100% 50%

AirAsia Exp Big Data for Humans

Pte. Ltd. APAC Ltd.

25% 100%

AAE Travel Big Data for

Pte. Ltd. Humans Pte. Ltd.

100%

AAEXP Malaysia
Sdn. Bhd.
* AirAsia Berhad Corporate Structure (as at March 2017)

24 AirAsia Berhad
Annual Report 2016
 ABOUT US
STRUCTURE
49%

Philippines
AirAsia Inc.

45% 40% 100%

Thai AirAsia AirAsia, AirAsia

100%
Co. Ltd. Inc. Capital Ltd.
Asia Aviation Capital
Pte. Ltd.

69.33% 100% 100% 100% 100%

CORPORATE STRUCTURE
AirAsia Global
Think BIG AirAsia AirAsia Global Shared Services Asia Aviation
Digital Sdn. Bhd. (Mauritius) Ltd. Notes Limited Sdn. Bhd. Capital Limited

73% 100% 80% 50%

Bigpay Malaysia Asian
roKKi Sdn. Bhd. T & Co Coffee Contact Centres
(formely known as
Sdn. Bhd. TPAAY Asia Sdn. Bhd.) Sdn. Bhd. Sdn. Bhd.

100% 100% 100%

roKKi Media roKKi Avionics T & Co Cafe

Holdings Sdn. Bhd. Sdn. Bhd. Sdn. Bhd.

100% SUBSIDIARY

roKKi Media
Sdn. Bhd.
ASSOCIATE

JOINTLY-CONTROLLED ENTITY

AirAsia Berhad
Annual Report 2016 25
 FINANCIAL
ABOUT US

& I N V E ST O R C A L E N D A R
European Medium Term Note (EMTN) Investor World Travel & Tourism Council Global Summit
Roadshow  DALLAS, TEXAS
 SINGAPORE, HONG KONG, LONDON

Malaysia-US Forum: Towards a Comprehensive Partnership

 WASHINGTON DC
Tourism and Culture Lab 2.0 organised by
PEMANDU and Ministry of Tourism and Culture
Malaysia
 PUTRAJAYA Astrid Awards 2016 - AirAsia won Gold for the Company’s 2014 Annual Report under the Corporate
- Non Traditional Category
 NEW YORK

Skagen New Year Conference

 OSLO World Economic Forum - Project with Accenture on Digital Transformation Initiative
 NEW YORK

World Economic Forum Annual Meeting 2016 Announcement of 2015 Annual Report to Bursa Malaysia
 DAVOSKLOSTERS  KUALA LUMPUR

Roadshow on Proposed Issuance and Allotment of World Economic Forum on ASEAN

Announcement of the Unaudited Results for the 4th New Ordinary Shares to Tune Live Sdn Bhd
Quarter & Full-Year ended 31 December 2015,  KUALA LUMPUR
 KUALA LUMPUR, LONDON
followed by Investors & Analysts Briefing
 SEPANG
AirAsia Berhad’s Extraordinary General Meeting Kuala Lumpur Non-Deal Roadshow hosted by CIMB
 SEPANG  KUALA LUMPUR

ACE Conference - ASEAN-China

Entrepreneurs Conference World Economic Forum Annual Meeting
of the New Champions
 KUCHING
 TIANJIN

Financial Times AEC + 3 Business Symposium

Announcement of the Unaudited Results for the
 BANGKOK 1st Quarter ended 31 March 2016, followed by Employees Provident Fund (EPF) and AirAsia Senior
Investors & Analysts Briefing
Management Meeting followed by Tour of Asia
 SEPANG Aviation Centre of Excellence (AACE) and klia2
 SEPANG

AirAsia Berhad’s 23rd Annual General Meeting

 SEPANG

26 AirAsia Berhad
Annual Report 2016
 ABOUT US
Singapore Non-Deal Roadshow hosted World Travel & Tourism Council Private Breakfast Germany Credit Roadshow 2016
by Citibank alongside CAPA  FRANKFURT
 SINGAPORE  BRISBANE

Bangkok Non-Deal Roadshow hosted by Maybank

US Non-Deal Roadshow hosted by CIMB Analysts Day - AirAsia Senior Management Meeting  BANGKOK
 BOSTON, NEW YORK, and Tea with Sell-Side Analysts
KANSAS CITY, CHICAGO,  KUALA LUMPUR
SAN FRANCISCO, LOS ANGELES
World Economic Forum - Workshop on the Digital
Transformation of the Aviation, Travel & Tourism
World Economic Forum - Workshops on the Security Industry
Europe Non-Deal Roadshow hosted in Travel Initiative - Envisioning A Global Trusted
 NEW YORK
by CIMB Traveller Programme
 LONDON, EDINBURGH, FRANKFURT,  WASHINGTON DC
PARIS
CLSA Investors’ Forum
 HONG KONG
Announcement of the Unaudited Results for the 2nd
Quarter Ended 30 June 2016, followed by Investors
& Analysts Briefing
 SEPANG

F I N A N C I A L & I N V E STO R C A L E N D A R
World Economic Forum on India Annual Airfinance Conference 2016
 DELHI  HONG KONG

World Economic Forum - Security in Travel Initiative: Envisioning a Framework for the Future of Travel World Economic Forum - Annual Meeting of the
 GENEVA Global Future Councils
 DUBAI

Japan Credit Roadshow 2016

 OSAKA, KYOTO, FUKUOKA Announcement of the Unaudited Results for the 3rd
Quarter ended 30 September 2016, followed by
Investors & Analysts Briefing
30th International ARC Awards. AirAsia won  SEPANG
- Gold for Grand Award: Best in Asia Pacific
- Best Non-Traditional Annual Report: Airlines
 NEW YORK

MIRA Workhsop: Annual Report Disclosure Guidelines & Sustainability Reporting

 KUALA LUMPUR IR Magazine Awards & Conference
- Southeast Asia 2016
 BANGKOK
ASEAN Regional Business Council (RBC) Meeting
 HANOI
Goldman Sachs 3rd Annual ASEAN Investor
Relations Forum
World Economic Forum on the Mekong Region  SINGAPORE
 HANOI

AirAsia Berhad
Annual Report 2016 27
 AWARDS &
ABOUT US

31
16
20 May
Industry Excellence June
April Award - Aviation Air Cargo Industry
Gold Award in Non Traditional Category - Corporate 7th ASEAN Customer Care Award
Astrid Awards 2016, Mercomm Inc 26th Annual Competition International Academy Business Awards 2016 World Air Cargo
of Communications, Arts and Sciences Malaysia Awards, Shanghai

12
July
• World’s Best Low-Cost
Airline 2016
• Best Low-Cost Airline in Asia
World Airline Skytrax
Awards 2016

12
August
Gold Award - Transportation,
Travel and Tourism Category
Putra Brand Awards 2016
- The People’s Choice

28 AirAsia Berhad
Annual Report 2016
 ABOUT US
TWENTY SIXTEEN

7 • Gold for Grand Award: Best in Asia Pacific

20
Action Learning Excellence
Large Organization Service and
September 20 • Best Non-Traditional Annual Report: Airlines Travel Sector 2016
First A320neo 30th International ARC Awards, New York October World Institute for
Delivery
October Action Learning

2
CAPA Airline CEO of
December
27 the Year
17 • Industry Champion of the Year
• Eminent Leaders in Asia - Aireen Omar • World’s Leading Low-Cost Airline
2016 CAPA
October Aviation Awards for November Asia Corporate Excellence & • World’s Leading Inflight Services
Excellence Sustainability Awards 2016 23rd World Travel Awards 2016

AirAsia Berhad
Annual Report 2016 29
 MEDIA
ABOUT US

PRESS CLIPPINGS PRESS CLIPPINGS

FIRST QUARTER SECOND QUARTER

JAN / FEB / MAR APR / MAY / JUN

30 AirAsia Berhad
Annual Report 2016
 ABOUT US
2 0 1 6

PRESS CLIPPINGS PRESS CLIPPINGS

THIRD QUARTER FOURTH QUARTER

JUL / AUG / SEP OCT / NOV / DEC

AirAsia Berhad
Annual Report 2016 31
ABOUT US

TELEVISION

Now AirAsia gives free flights to Paralympic
medal winners from Asean
After rewarding the Olympic medal winners in Rio
Games, AirAsia showered the Paralympians with
Scan the QR prizes and free flights at an appreciation event in
code to view Selangor.
video
M E D I A H I G H L I G H T S 2 016
Asia’s Budget-Airline King Splurges on
Planes to Retain Lead (Bloomberg)
AirAsia Berhad and Airbus Group SE announced a
deal for 100 A321neo aircraft, valued at USD12.6
Scan the QR billion, at the Farnborough Air Show outside London.
code to view
video

Tony Fernandes named CAPA The Road to Success AirAsia CEO: ‘I want to
Airline CEO of the year (TV3) of AirAsia (Startup simplify the business’
Tony Fernandes’s named Airline Thailand) (CNBC)
CEO of the Year at the 2016 CAPA AirAsia Group CEO Tony
Scan the QR Aviation Awards for Excellence. Scan the QR Scan the QR Fernandes explained to
code to view This is the third time Tony has won code to view code to view CNBC on the value of AirAsia
video accolades from influential aviation video video business.
consultancy CAPA-Centre for
Aviation. The first two times were in
2004 and 2005.

AirAsia is the first airline in Asean to AirAsia continues AirAsia Gifts

operate Airbus A320neo (StarTV) Skytrax Awards Free Flights to
AirAsia on Thursday launched its new Winning Streak Asean Olympic
Airbus A320neo fleet, which will deliver Medallists at Gala
Scan the QR fuel savings of around 15%. The new aircraft Scan the QR Scan the QR Event
code to view will enable the low-cost carrier to continue code to view code to view
video offering affordable airfares to consumers. video video

32 AirAsia Berhad
Annual Report 2016
 ABOUT US
SOCIAL
TELEVISION
MEDIA

M E D I A H I G H L I G H T S 2 016

AirAsia Berhad
Annual Report 2016 33
34
35
 Our New Home
ABOUT US

#REDQ

On 7 November, we moved into our very first home – RedQuarters, better and more lovingly known as RedQ. It was a significant occasion for many Allstars, especially
those who have been with the Group when we started out in Subang Airport, then shifted to KLIA and LCCT before, finally, settling into our 18,000 square metre space
that truly reflects who we are. That it is modern goes without saying. It is also quirky and full of positive energy. Work zones have been built around a central astro-turfed
multi-storey atrium where Allstars can relax on bean bags, and where our top management address everyone on breaking news. Other stand-out features include our
destination-themed meeting pods (Manila, Hong Kong, Sydney, Jakarta, Kuala Lumpur, Seoul), the Millennium Falcon boardroom (inspired by the starship from Star Wars),
innovation lab, gym, cafeteria, salad bar and T&Co outlet. It is still a work-in-progress and we are looking forward to the addition soon of a gigantic slide, floating globe
and rooftop amenities such as a caged futsal court, badminton court and jogging track. Also on the horizon are a new clubhouse and crèche for Allstar babies.

INNOVATION
HUB

36 AirAsia Berhad
Annual Report 2016
 ABOUT US
INSPIRES
CREATIVITY

#AIRASIAALLSTARS

OPEN
SPACE

AirAsia Berhad
Annual Report 2016 37
38
39
ABOUT US

Our
Pioneering
Allstars When AirAsia was established in 2001, we had with us some
staff from HICOM Holdings, the previous owners of the
airline. Our founders Tan Sri (Dr.) Tony Fernandes and Datuk
Kamarudin bin Meranun also brought on board a number of
management to help get the new airline off the ground. Some of
these pioneers are still with us. To mark our 15th anniversary, we
wanted to recognise our original cast of Allstars. In the following
pages, we highlight some of them, and voice their thoughts on
AirAsia. Meanwhile, from the Board and management, “thank
you” for braving the ups and downs and for helping us create
the World’s Best Low-Cost Airline eight years running!

40 AirAsia Berhad
Annual Report 2016
 ABOUT US

AirAsia Berhad
Annual Report 2016 41
ABOUT US

“I love the
being in an
that’s leading
aviation

TENGKU
FAIZ BIN
HAM

“It’s a goo
good com
I enjoy w
you AirA
wond

SHAB
BIN
“My career with AirAsia has
been fun. Our office culture is
unique; it makes you feel so
comfortable that it almost feels
like home.”

FAUZILA BTE
ABDUL LATIFF

with
passionate
people

42 AirAsia Berhad
Annual Report 2016
 “The company is different from
others in a million ways, even in
challenge of something as simple as calling us
organisation Allstars.”
the future of the
industry.” AHMAD
BIN ISMAIL
U MOHD
N TENGKU
MZAH

“The close, family-like

bonds between everyone
is the reason I love what
I do. Our cabin crew
are a constant source of
motivation.”
od company with SUHAILA BTE
mpensation, and
what I do. Thank
HASSAN
Asia for all these
derful years!”

BARUDDIN
N SAAT

“Allstars have had the opportunity

for great career advancement.
We get to experience something
new every day.”

ONG SOON YEE

“It’s an amazing company to
work for and I’m so proud to be
one of the Allstars.”

CHE RAHAYU
BINTI YUSOF
 “A career is wonderful, a
company is security. But
AirAsia is family. When you
enjoy what you do, work
becomes play.”

ZURAINA
IBRAHIM

“I feel that at AirAsia, I

can take my career to the
“I really enjoy the Asean
highest level.”
work environment where
everyone supports
ISMAIL BIN “It’s great to work with
everyone.”
NORDIN amazing employers in
a fun environment and
culture.” MOHD JOHANI
BIN IBRAHIM
TAJUDDIN BIN
AHMAD RAZALI

“In AirAsia, we care for

the company together as
a family. It’s like building a
home.”

ZAINI BIN
NORDIN “I love the new office,
RedQ, and am so glad to
be an AirAsia Allstar!”

HASNIAH BINTI
MD NAWI

“Once an Allstar,
always an Allstar!”

ALOSIUS A/L
JOHNY
 ABOUT US
“I LOVE AIRASIA SO
MUCH!”

ABDUL SATTAR
BIN ISMAIL
“I love what I do. Every
morning it’s like leaving home
and going to another.”

MAZUIN SHIMA
BINTI ISHAK

“There’s a high level of job

satisfaction and a feeling
that we are all part of a
community.”

MOHD FAUZI
BIN MOHD YUSOF

“It’s a very challenging

and fun environment,
especially in the
Operations Control
Centre Department.”

AZLIN BT
MASRI

AirAsia Berhad
Annual Report 2016 43
44
45
ABOUT US

46 AirAsia Berhad
Annual Report 2016
LEADERSHIP
47 ......Directors’ Profiles
56 ......Senior Management Team
57 ...... CEOs
62 ...... AirAsia
68 ...... AirAsia Thailand
70 ...... AirAsia Indonesia
71 ...... AirAsia Philippines
72 ...... AirAsia India
DATUK KAMARUDIN
BIN MERANUN
Non-Independent Executive Chairman
Malaysian
Datuk Kamarudin bin Meranun (male), age 55, is the
co-founder of AirAsia. Together with his business partner and
long-time friend, Tan Sri (Dr.) Tony Fernandes, he acquired
struggling domestic airline AirAsia in December 2001 and
relaunched it as a pioneer of low-cost travel in Asia. Datuk
Kamarudin was appointed a Director of the Company on
12 December 2001. On 6 November 2013, he became the
Executive Chairman of AirAsia, taking the lead in engaging
with the government, aviation regulators and airport authorities
of Malaysia. Before his designation as Executive Chairman,
he was AirAsia’s Deputy Group Chief Executive Officer.
Datuk Kamarudin is a Non-Independent Executive Director of
AirAsia X and was appointed Group Chief Executive Officer of
AirAsia X on 30 January 2015 to take charge of developing an
overarching strategy for AirAsia’s long-haul, low-cost business,
which consists of AirAsia X, Thai AirAsia X and Indonesia
AirAsia X.
Datuk Kamarudin and Tan Sri Tony transformed AirAsia from a
two-aircraft start-up into Asia’s best and largest low-cost carrier
winning the coveted Skytrax World’s Best Low-Cost Airline
award eight years in a row from 2009 to 2016. The airline also
received the World’s Leading Low-Cost Airline title at the World
Travel Awards in 2013, 2014 and 2015. Fundamental to this
success was Datuk Kamarudin’s vast experience in the financial
industry and his leadership in setting AirAsia’s business direction.
LAEBAODUETR SUH
SI P
DIRECTORS’ PROFILES
Prior to joining AirAsia, Datuk Kamarudin worked at Arab-
Malaysian Merchant Bank from 1988 to 1993 as a Portfolio
Manager, managing both institutional and high net-worth
individual clients’ investment funds. In 1994, he was appointed
Executive Director of Innosabah Capital Management Sdn Bhd,
a subsidiary of Innosabah Securities Sdn Bhd. He subsequently
acquired the shares of the joint venture partner of Innosabah
Capital Management Sdn Bhd, which was later renamed
Intrinsic Capital Management Sdn Bhd.
Datuk Kamarudin received a Diploma in Actuarial Science from
University Technology MARA (UiTM) and was named the “Best
Actuarial Student” by the Life Insurance Institute of Malaysia in
1983. He received a BSc with Distinction (Magna Cum Laude)
majoring in Finance in 1986 and an MBA in 1987 from Central
Michigan University.
He received the Darjah Panglima Jasa Negara (PJN), which
carries the title Datuk, from the Yang di-Pertuan Agong on
21 November 2013.
Datuk Kamarudin is also a Non-Independent Non-Executive
Director of Tune Protect Group Berhad. He is also a Director of
Yayasan Pendidikan Titiwangsa.
AirAsia Berhad
Annual Report 2016 47
 TAN SRI (DR.)
LEADERSHIP

TONY FERNANDES
Non-Independent Executive Director and Group Chief Executive Officer
Malaysian
DIRECTORS’ PROFILES

Tan Sri (Dr.) Tony Fernandes (male), age 53, is one of becoming Warner Music Group’s Vice President for Southeast towards growth of Asean, the second recipient of the award
Asia’s most recognisable entrepreneurs, best known for Asia in 1999, before entering the airline business as Group after the Administration of US President Barack Obama. In
co-founding AirAsia together with his business partner Chief Executive Officer of AirAsia in 2001. October 2016, Tan Sri Tony was named Airline Chief Executive
and long-time friend, Datuk Kamarudin bin Meranun. Officer of the Year by aviation consultancy CAPA Centre
He was appointed as Group Chief Executive Officer of Tan Sri Tony has received numerous awards and accolades for Aviation for successfully steering AirAsia to increased
the Company in 2001, and re-designated as a Non- over the course of his career. These include the Commander profitability. He also won the 2016 EY Asean Entrepreneurial
Independent Executive Director and Group Chief Executive of the Order of the British Empire, conferred by Her Majesty Excellence Award for his entrepreneurial spirit, financial
Officer on 6 November 2013. Queen Elizabeth II in 2011, and the Commander of the Legion performance, strategic direction, global and community impact,
d’Honneur, awarded by the French Government for his innovation and personal integrity as well as influence.
Tan Sri Tony and Datuk Kamarudin famously bought the outstanding contributions to the French economy through the
ailing, debt-ridden airline for a token RM1 (approximately aviation industry. Tan Sri Tony is a Non-Independent Non-Executive Director of
25 US cents), turned it around within two years and grew both Tune Protect Group Berhad and AirAsia X Berhad.
it from a Malaysia-based domestic carrier into Asia’s In 2010, Tan Sri Tony was the first person from Asean to
largest, most successful airline group with operations in five
be named Businessman of the Year by Forbes Asia, for
countries. democratising air travel and transforming AirAsia into a
successful global brand. TIME Magazine included him in the
Tan Sri Tony studied at Epsom College and the London 2015 TIME 100 list, the magazine’s annual list of the 100 most
School of Economics in Britain, and qualified as an influential people in the world which included Chinese President
Associate Member of the Association of Chartered Xi Jinping, Microsoft CEO Satya Nadella, Nobel Prize laureate
Certified Accountants in 1991 and Fellow Member in 1996. Malala Yousafzai and hip-hop artist Kanye West. In February
An accountant by training, he began his career in Richard 2016, he was recognised by the US-Asean Business Council
Branson’s Virgin Group before returning to Malaysia and with the Fourth Pillar Award for his extraordinary contributions

48 AirAsia Berhad
Annual Report 2016
AIREEN
OMAR
Non-Independent Executive Director and Chief Executive Officer
Malaysian
Aireen Omar (female), age 43, was appointed as Chief
Executive Officer and Non-Independent Executive Director of
the Company effective from 1 July 2012. Prior to this, she was
our Regional Head of Corporate Finance, Treasury and Investor
Relations. She is also a member of the Safety Review Board.
She received her BSc in Economics from the London School of
Economics and Political Science and also holds a Master of Arts 2014. She was named one of Corporate Treasurer’s 25 Most
in Economics from New York University.
Aireen joined AirAsia Berhad in January 2006 as Director of
Corporate Finance, her portfolio expanding quickly to also
include Treasury, Fuel Procurement and Investor Relations
functions. Taking on these roles, she was instrumental in shaping
the development of AirAsia into one of the fastest growing and
most highly-acclaimed airlines globally.
She began her career at Deutsche Bank Securities Inc in 1997
based in New York and London, her last position being an
Associate at the Equity Arbitrage Proprietary Trading Desk
LEADERSHIP
DIRECTORS’ PROFILES
focusing on international equities, equity derivatives and
equity-linked products. Upon her return to Malaysia in 2001,
she served several major local financial institutions including the
Maybank Group.
Aireen received an Outstanding Achievement Award (CEO
category) at the inaugural Malaysian Women of Excellence
Influential Women in Treasury 2015 and won the Masterclass
Woman CEO of the Year award 2014 & 2015 at the Selangor
Excellence Business Awards. In November 2016, she was
named an Eminent Leader in Asia at the Asia Corporate
Excellence & Sustainability Awards (ACES).
She is a member of the Boards of Malaysia Tourism Promotion
Board (Tourism Malaysia), AirAsia Global Shared Services
Sdn Bhd, Think BIG Digital Sdn Bhd, Bigpay Malaysia Sdn Bhd
(formerly known as Tpaay Asia Sdn Bhd), Ground Team Red
Sdn Bhd, MadCience Consulting Sdn Bhd, Koolred Sdn Bhd
and Asia Aviation Capital Limited.
AirAsia Berhad
Annual Report 2016 49
 DATO’ ABDEL AZIZ@
LEADERSHIP

ABDUL AZIZ BIN

ABU BAKAR
Non-Independent Non-Executive Director
Malaysian
DIRECTORS’ PROFILES

Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar (male), age
63, was appointed a Non-Executive Director of the Company
on 20 April 2005. On 16 June 2008, he was re-designated
as Non-Executive Chairman and, subsequently, as a Non-
Independent Non-Executive Director in November 2013. He
is also a member of the Audit Committee and Nomination and
Remuneration Committee. Prior to this, he served as a Director
of the Company from 12 December 2001 to 11 October 2004;
and then as an Alternate Director to Dato’ Pahamin Ab. Rajab
from 11 October 2004.
Dato’ Aziz is currently the Executive Chairman of VDSL
Technology Sdn Bhd. He served as Chairman of Performance
and Artistes Rights Malaysia Sdn Bhd (PRISM), a collection
society for performers of recorded music, and the Academy of
Malaysian Music Industry Association (PAIMM) for more than
10 years until end 2012 and January 2011, respectively.
From 1981 to 1983, he was the Executive Director of
Showmasters (M) Sdn Bhd, an artiste management and concert
promotion company. He subsequently joined BMG Music and
was General Manager from 1989 to 1997, and Managing
Director from 1997 to 1999. He received a Diploma in
Agriculture from Universiti Pertanian Malaysia in 1975, a BSc
in Agriculture Business from Louisiana State University, USA in
1978, and an MBA from the University of Dallas, USA in 1980.
He is also currently a Director of Yayasan Astro Kasih and an
Executive Chairman of Naim Indah Corporation Berhad and a
member of its Audit Committee.

50 AirAsia Berhad
Annual Report 2016
DATO’

LEADERSHIP
FAM LEE EE
Senior Independent Non-Executive Director
Malaysian

DIRECTORS’ PROFILES
Dato’ Fam Lee Ee (male), aged 56, was appointed an Dato’ Fam used to sit on the Board of Trustees of Yayasan PEJATI
Independent Non-Executive Director of the Company on 8 from 1996 to 2007. Since 2001, he has served as a legal
October 2004. He was re-designated as Senior Independent advisor to the Chinese Guilds and Association and charitable
Non-Executive Director on 20 August 2014. He is a member organisations such as Yayasan SSL Haemodialysis Centre in PJ.
of the Audit Committee and Chairman of the Nomination and
Remuneration Committee of the Board. Dato’ Fam is also a Non-Independent Non-Executive Director
of AirAsia X Berhad.
He received his BA (Hons) from the University of Malaya in
1986 and LLB (Hons) from the University of Liverpool, England
in 1989. Upon obtaining his Certificate of Legal Practice in
1990, he has been practising law since 1991 and is currently a
managing partner at Messrs LE Fam & Co.

AirAsia Berhad
Annual Report 2016 51
 DATO’ MOHAMED
LEADERSHIP

KHADAR BIN MERICAN

Independent Non-Executive Director
Malaysian
DIRECTORS’ PROFILES

Dato’ Mohamed Khadar bin Merican (male), age 60, was
appointed an Independent Non-Executive Director of the
Company on 16 February 2016. He is Chairman of the Audit
Committee and a member of the Safety Review Board. Prior to
this, he served as an Independent Non-Executive Director of the
company from 10 September 2007 to 20 August 2014.
Dato’ Mohamed Khadar is a member of the Institute of
Chartered Accountants in England and Wales and the
Malaysian Institute of Accountants.
He has extensive experience in financial and general
management having served as an auditor and a consultant
in an international accounting firm before joining a financial
services group in 1986. Between 1988 and 2003, Dato’
Mohamed Khadar held various senior management positions
in the then Pernas International Holdings Berhad, which was
listed on Bursa Malaysia, including that of President and Chief
Operating Officer. In 2013, in his capacity as Chairman of RHB
Capital Berhad, he was named Chairman of the Year by the
Minority Shareholder Watchdog Group at its Asean Corporate
Governance Index Awards 2013.
Dato’ Mohamed Khadar is also a Director of the following
public companies: Astro Malaysia Holdings Berhad, Sona
Petroleum Berhad (in members’ voluntary liquidation) and
Rashid Hussain Berhad (in members’ voluntary liquidation).

52 AirAsia Berhad
Annual Report 2016
STUART
L DEAN
Independent Non-Executive Director
American
Stuart L Dean (male), age 64, was appointed an Independent
Non-Executive Director of the Company on 15 June 2015. He is
the Chairman of the Safety Review Board and a member of the
Nomination and Remuneration Committee.
Mr Dean graduated magna cum laude from Duke University
in 1975 with a BA in Economics and Political Science and as a
member of Phi Beta Kappa. He obtained his MBA from Harvard
in 1979.
He has over 35 years of experience working across GE
businesses in the US and Asia in senior positions in sales,
marketing, product general management, services marketing
and general management. He retired from GE in April 2015.
Mr Dean started in an advanced sales and marketing entry
programme in GE Appliances in 1979, and was made the
Marketing Manager for the Dishwasher business in 1983.
LEADERSHIP
DIRECTORS’ PROFILES
He was then appointed Specialty Appliance Manager with
responsibility for developing a new line of high-end built-in
appliances called the GE Architecture Line. In 1988, he was
promoted to Product General Manager.
He took a business development role in Singapore in late 1991
and became President of GE Capital, Southeast Asia, in 1993.
Following his assignment in GE Capital, he was appointed
President, GE Indonesia in February 1995. In May 2002, he
became President and CEO, GE Asean with responsibility for all
of Asean, based in Kuala Lumpur.
Mr Dean also serves on the Board of the Malaysian Investment
Development Authority (MIDA) and the Advisory Boards of
Duke University Trinity College and Harvard Business School
Asia. He is also the Chairman of Junior Achievement Malaysia
and sits on the Board of Orbis Asia whose aircraft hospitals
perform eye surgeries in developing countries.
AirAsia Berhad
Annual Report 2016 53
 THARUMALINGAM
LEADERSHIP

A/L KANAGALINGAM
Non-Independent Executive Director
Malaysian
DIRECTORS’ PROFILES

Tharumalingam A/L Kanagalingam, also known as
Bo Lingam (male), age 52, was appointed a Non-
Independent Executive Director of the Company on
6 March 2017.
Bo joined AirAsia in 2001 as a Ground Operations
Manager, responsible for the implementation of the low-
cost concept in operations and procurement. Since then,
he has held several key positions including Purchasing
and Supplies Senior Manager, Regional Guest Services
Director and President and Group Chief Operation Officer.
As Group Chief Operating Officer, he supervised AirAsia’s Bo currently serves as Deputy Group Chief Executive Officer
operations in Malaysia, Thailand, Indonesia, the Philippines (Operations) of AirAsia overseeing our commercial functions,
and India, drove process improvement and set up new airlines network planning, flight operations, engineering, ICT, guest
in the region for the Group. Prior to joining AirAsia, and upon services, ramp management, cargo and security, as well as the
completing his Sijil Pelajaran Malaysia, he worked extensively business development of new airlines.
in the publication and music industry at various production
houses, including as Production Controller at EMI Music
Malaysia as well as Operations Manager and Promotions
Manager at Warner Music Malaysia.

54 AirAsia Berhad
Annual Report 2016
 LEADERSHIP

AirAsia Berhad
Annual Report 2016 55
LEADERSHIP

SENIOR
M A N AG E M E N T

TEAM

56 AirAsia Berhad
Annual Report 2016
 LEADERSHIP
SENIOR MANAGEMENT TEAM

DATUK KAMARUDIN TAN SRI (DR.) AIREEN

BIN MERANUN TONY FERNANDES OMAR

Details of Datuk Kamarudin bin Meranun Details of Tan Sri (Dr.) Tony Fernandes Details of Aireen Omar
are disclosed in the Director’s Profile are disclosed in the Director’s Profile are disclosed in the Director’s Profile
on page 47 of the Annual Report. on page 48 of the Annual Report. on page 49 of the Annual Report.

AirAsia Berhad
Annual Report 2016 57
LEADERSHIP
SENIOR MANAGEMENT TEAM

TASSAPON DENDY CAPTAIN DEXTER M AMAR

BIJLEVELD KURNIAWAN COMENDADOR ABROL

Details of Tassapon Bijleveld Details of Dendy Kurniawan Details of Captain Dexter M Comendador Details of Amar Abrol
are disclosed in the Senior Management are disclosed in the Senior Management are disclosed in the Senior Management are disclosed in the Senior Management
Profiles on page 59 of the Annual Report. Profiles on page 59 of the Annual Report. Profiles on page 59 of the Annual Report. Profiles on page 59 of the Annual Report.

58 AirAsia Berhad
Annual Report 2016

TASSAPON
BIJLEVELD
Male
Thai
Chief Executive Officer
AirAsia Thailand
Tassapon Bijleveld was appointed Chief
Executive Officer of AirAsia Thailand when
the company was established in 2003. He
is responsible for overseeing all aspects of
the airline’s operations as well as boosting
growth in Thailand. As at the end of 2016,
the airline has over 4,500 employees,
and a total of 51 aircraft consisting of
49 Airbus A320-200 and two Airbus
A320neo. Today, AirAsia Thailand flies to
48 destinations and has carried over 94
million passengers.
Prior to joining AirAsia Thailand, Tassapon
was Managing Director of Warner Music
(Thailand) Co Ltd for five years. Within
three years, he turned the company around
and positioned Warner Music (Thailand)
at the top among international music
companies in the country.
It was also at Warner Music where he
met AirAsia Group CEO Tan Sri (Dr.) Tony
Fernandes. Tassapon took a leap of faith
and decided to try his luck in the low-cost
airline industry, which was still a new and
revolutionary concept at the time. His
willingness to learn from scratch and his
can-do attitude have led AirAsia Thailand
to become the largest low-cost carrier in
Thailand.
Prior to joining AirAsia Thailand, Tassapon
had more than 12 years of experience in
the consumer product industry, working
in various countries in Southeast Asia for
two Fortune 500 companies - Adams
(Thailand) Co Ltd and Monsanto (Thailand)
Co Ltd. He spent five years with Monsanto
as a pioneer, building it into a multi-million
dollar business in just a few years. He
began his career as an Assistant Product
Manager in the confectionery division
of Warner-Lambert Thailand Ltd, then
became Senior Product Manager with
several posts in Asia.
Tassapon is well-known for his leadership
and team-building ability. His business
philosophy emphasises the successful
synergy between all departments within the
company. AirAsia Thailand’s success is a
result of a passionate, motivated team with
strong rapport and can-do spirit. Tassapon
holds a Master’s degree in Marketing, and
is currently a part–time lecturer in several
leading universities in Thailand.
DENDY
KURNIAWAN
Male
Indonesian
Chief Executive Officer
AirAsia Indonesia
Dendy Kurniawan joined AirAsia as
the Chief Finance Officer of AirAsia X
Indonesia in May 2014.
He was promoted to Chief Executive
Officer (CEO) in December 2014 and took
Indonesia’s first long-haul low-cost airline
to its first flight to Taipei in January 2015.
In September 2016, Dendy was appointed
as AirAsia Group CEO for Indonesia
operations, at a time when AirAsia
was gearing up for further expansion
in the country. His role is to oversee the
growth and development of both AirAsia
Indonesia and AirAsia X Indonesia. In
addition to his responsibilities as Group
CEO for Indonesia, Dendy also serves as
the CEO of AirAsia Indonesia.
Dendy is a Fulbright scholar, granted to
pursue a Master of Arts in International &
Development Economics at Yale University,
USA, following a Bachelor’s in Industrial
Engineering from Institut Teknologi
Bandung (ITB) in Indonesia. While at
university, he contributed analytical essays
to several major Indonesian publications
on the subjects of economics and finance.
Dendy’s professional life started at the
age of 23, when he was appointed as a
project manager for one of Indonesia’s
state-owned trading banks, and took
part in Indonesia’s Economic Recovery
Acceleration task force team as a
monitoring expert. In 2000, he was
entrusted to be the Chief of Staff of the
Special Advisory Team to the Coordinating
Minister of Economic Affairs before serving
as Expert Staff in the Special Advisory
Team to the Minister of Finance in 2001.
He moved to the private sector with the
appointment as a Commissioner of PT
Indomobil Sukses International, a major
Japanese automobile brand dealer in
Indonesia. He was subsequently offered
the post of President Director at PT
Indokapital Securities, and then Managing
Director of Infinite Capital, and Chairman
of Quant Capital Management. In 2009,
the Ministry of State-Owned Enterprise
appointed him as Finance Director at
state-owned energy company PT Geo
Dipa Energi (Persero), which he helped to
turn around before joining AirAsia.
CAPTAIN DEXTER
M COMENDADOR
Male
Filipino
Chief Executive Officer
AirAsia Philippines
Captain Dexter M Comendador has over
33 years of experience in the aviation
industry, serving as a combat pilot, flight
commander and pilot instructor in the
Philippine Air Force for eight years before
beginning his professional career as a
commercial pilot in 1992.
A trailblazer and highly-decorated
pilot, Capt Comendador is a cum laude
graduate of the Philippine Military
Academy and a recipient of 26 service
medals, including two Gold Crosses
for bravery and successful combat
operations. In 1994, while serving as a
flight systems engineer with a commercial
airline, his crew successfully managed
an inflight bomb explosion earning them
commendations from then-Philippine
President Fidel Ramos and inspiring stories
of bravery, courage and professionalism in
the international media.
Capt Comendador opted for early
retirement in 2010 while serving as a chief
pilot for safety and compliance at a local
budget airline. Airlines and airplanes,
however, are truly his first love and, after
a short break, he took on a job overseas
with a foreign airline before joining the
newly launched AirAsia operations in the
Philippines as Chief Pilot for Operations in
December 2011. Two years later, he was
promoted to Director of Flight Operations
and Chief Operating Officer. He accepted
the challenge to lead the Philippine team of
AirAsia as interim Chief Executive Officer
in July 2016, at a time when the airline
was embarking on plans to expand its
network to include several new routes from
secondary hubs providing connectivity
throughout Southeast Asia. He was
officially appointed CEO in January 2017,
earning him another title as the “first flying
pilot-CEO of an airline in the Philippines”.
AirAsia Group CEO Tan Sri (Dr.) Tony
Fernandes has described Capt Dexter as
“a Filipino hero pilot, a home-grown talent
with the extraordinary ability to connect
and inspire people and ideas capable
of driving change and innovation in the
Philippines.”
Capt Dexter is taking AirAsia Philippines
to new heights armed with the belief that
safety and service excellence will set his
team apart.
LEADERSHIP
AMAR
ABROL
Male
Indian
Managing Director &
Chief Executive Officer
AirAsia India
Amar Abrol, MD & CEO of AirAsia India,
has over 20 years of experience and was
most recently the CEO of Tune Money,
a start-up that aims to deliver low-cost
financial products in Southeast Asia.
Before joining Tune Money in 2013, he
spent 19 years with American Express,
leading diverse teams across multiple
markets including Hong Kong, Singapore,
UK, India and Malaysia.
Amar has done business across Asia,
Europe and Latin America and brings
strong cross-cultural communication,
negotiation skills and a strong leadership
quotient with a will to win. He is decisive
and good at collaborating across
geographies and industries. He has a
SENIOR MANAGEMENT TEAM
strong focus on the P&L while being a
people-oriented leader.
Amar has successfully launched several
’’world first’’ projects in his previous
roles in building emerging and mobile
payment channels. He has been lauded
for turning around businesses and has also
won Leadership, Excellence & Chairman
Awards.
Born and raised in India, Amar graduated
from Delhi University and is a Chartered
Accountant from the Institute of Chartered
Accountants of India.
He brings an aggressive and competitive
approach combined with a can-do attitude
which inspires his team to raise the bar and
go the extra mile in achieving milestones.
Amar loves to cook on weekends for family
and close friends. He is married, with two
children, Devika and Ishaan, who are an
integral part of his life and provide him the
wind beneath his wings.
AirAsia Berhad
Annual Report 2016 59
LEADERSHIP
SENIOR MANAGEMENT TEAM

ROZMAN BO
OMAR LINGAM

Details of Rozman Omar Details of Bo Lingam

are disclosed in the Senior Management are disclosed in the Directors’
Profiles on page 61 of the Annual Report. Profiles on page 54 of the Annual Report.

60 AirAsia Berhad
Annual Report 2016
 LEADERSHIP
ROZMAN THARUMALINGAM A/L
OMAR KANAGALINGAM
(BO LINGAM)

Age 55 Age 52
Male Male
Malaysian Malaysian
Deputy Group Chief Executive Officer (Corporate) Non-Independent Executive Director &
Deputy Group Chief Executive Officer (Operations)

Rozman oversees our AirAsia Group’s Finance, Corporate Finance, Details of Bo Lingam are disclosed in the Directors’ Profiles on page 54 of this
Procurement, Treasury, Risk Management and Legal. Annual Report

He was part of the key management team that spearheaded AirAsia’s initial
public offering (IPO) on Bursa Malaysia in November 2014, and was also
one of the key personnel involved in the formation of the Company’s associate
airlines in Thailand and Indonesia.

Upon completion of AirAsia’s IPO, he was made Chief Financial Officer of PT

Indonesia AirAsia responsible for all the financial and corporate legal aspects
of the company. He was appointed to his current post on 1 September 2016.
Rozman has over 22 years of extensive corporate finance experience. Upon
completion of his ACCA exams in 1984, he was with Arab-Malaysian Merchant
Bank Berhad (AMMB) for six years before moving on to other financial

SENIOR MANAGEMENT TEAM

institutions. He re-joined AMMB as its General Manager, Corporate Finance in
1994 and left in 1996 to take on the post of Managing Director of Innosabah
Corporate Services Sdn Bhd until 1999, before becoming part of InCAM
Consulting Sdn Bhd until 2003.

AirAsia Berhad
Annual Report 2016 61
LEADERSHIP
SENIOR MANAGEMENT TEAM

PATTRA HOW SIEGTRAUND CAPTAIN

BOOSARAWONGSE KIM LIAN TEH ADRIAN JENKINS
Group Chief Financial Officer Chief Financial Officer Group Chief Commercial Officer Group Director, Flight Operations

Details of Pattra Boosarawongse are disclosed Details of How Kian Lian are disclosed Details of Siegtraund Teh are disclosed Details of Captain Adrian Jenkins are disclosed
in the Senior Management Profiles on in the Senior Management Profiles on in the Senior Management Profiles on in the Senior Management Profiles on
page 63 of the Annual Report. page 63 of the Annual Report. page 63 of the Annual Report. page 63 of the Annual Report.

62 AirAsia Berhad
Annual Report 2016

PATTRA HOW
BOOSARAWONGSE KIM LIAN
Age 48
Female
Thai
Group Chief Financial Officer
Pattra joined the Group in March 2014
as the Chief Financial Officer of AirAsia
Thailand and Asia Aviation PCL and was
appointed as Group Chief Financial
Officer on 1 September 2016.
Within two-and-a-half years, she had
delivered strong financial and operational
results within our Thai associate’s Finance
Department specifically and the company
generally. In her role as Group CFO, Pattra
is responsible for our Group Financial and
Management Reporting, Group Budgeting
and Forecasting and Group Procurement.
She also oversees our shared service unit,
AirAsia Global Shared Service Sdn Bhd,
in Penang.
Pattra started her career as a senior
auditor at Ernst & Young, Certified Public
Accountant. She then joined Sony Music as
its financial controller and rose to become
its finance director. She also assumed a
regional role as team leader to implement
a new group financial system covering
India, Korea, Hong Kong, Singapore,
Malaysia, Indonesia, the Philippines and
Thailand. In 2013, she played a key role in
the merger of Sony Music with BEC TERO,
and led the BEC TERO - Music department.
Pattra graduated from Thammasat
University in Thailand with a Master’s in
Finance & Accounting.
Age 44
Male
Malaysian
Chief Financial Officer
Kim Lian joined AirAsia as our Chief
Financial Officer on 1 March 2015,
responsible for our management reporting,
tax, finance and procurement functions.
Prior to this, he was with
PricewaterhouseCoopers (PwC)
Consulting, leading the Finance Consulting
practice in Malaysia. He has over 19
years of experience in finance function
improvement, programme management
and enterprise performance management,
carrying out a range of assignments in
various countries across the world.
At PwC, Kim Lian led numerous
organisational and finance transformation
projects in industries such as logistics and
aviation, as well as in and the government
department. He also led in the integration
of mergers and enterprise performance
management engagements to assist
companies gain better insight into their
business. Prior to joining PwC Malaysia,
Kim Lian worked in China on various
projects with China Unicom. He is a
Certified Public Accountant and a Certified
Internal Auditor, as well as a member of
the Malaysian Institute of Accountants and
the Institute of Internal Auditors.
SIEGTRAUND
TEH
Age 41
Female
Malaysian
Group Chief Commercial Officer
Siegtraund joined AirAsia in May 2007
as our Marketing Manager. In 2009,
she became Group Marketing Manager
and assumed the role of Group Chief
Commercial Officer in 2013.
She is responsible for revenue
management, group marketing, sales,
distribution, ancillary income, digital,
network planning, content and our
partnership market. Siegtraund was
influential in decentralising our commercial
functions to strengthen our central
marketing expertise with localised market
knowledge.
She has led teams within the Marketing
and Commercial functions, driving our
successful and profitable expansion
across the Asia-Pacific region. Prior to
AirAsia, Siegtraund spent six years in
the fast moving consumer goods industry
in organisations such as EAC Holdings,
DKSH Marketing and RedBull. She holds
a Bachelor’s in Business Administration
from Ottawa University, USA and a
Postgraduate Diploma from the University
of Leicester, UK.
LEADERSHIP
CAPTAIN
ADRIAN JENKINS
Age 48
Male
Malaysian
Group Director, Flight Operations
Captain Adrian joined AirAsia in 1996,
when the airline was still owned by
HICOM Holdings Berhad.
He has served AirAsia in various positions
including instructor and Company Check
Airman, Assistant Chief Pilot - Training
and Standards, and Assistant Chief Pilot -
Operations.
He was also closely involved in setting
up AirAsia Thailand’s flight operations
and pilot training. In 2006, he was made
Regional Head of Flight Operations. He
SENIOR MANAGEMENT TEAM
assumed his current position on 2 January
2015, with overall responsibility for the
safe and efficient operation of AirAsia’s
aircraft by overseeing our pilot recruitment,
training and operations as well as our
cabin crew, and ensuring compliance
with national and international regulatory
requirements and procedures.
AirAsia Berhad
Annual Report 2016 63
LEADERSHIP
SENIOR MANAGEMENT TEAM

CAPTAIN TAN NADZRI SPENCER

SAIFUL JOHAR ENG ENG HASHIM LEE
Director, Safety Group Head, Internal Audit Head, Engineering Head, Commercial

Details of Captain Saiful Johar are disclosed Details of Tan Eng Eng are disclosed Details of Nadzri Hashim are Details of Spencer Lee are disclosed
in the Senior Management Profiles on in the Senior Management Profiles on disclosed in the Senior Management Profiles in the Senior Management Profiles on
page 65 of the Annual Report. page 65 of the Annual Report. on page 65 of the Annual Report. page 65 of the Annual Report.

64 AirAsia Berhad
Annual Report 2016

CAPTAIN
SAIFUL JOHAR
BIN ABDUL LATIF
Age 48
Male
Malaysian
Director, Safety
Captain Saiful was appointed Director
of Safety at AirAsia in December 2012,
entrusted with our flight safety, emergency
response management, cabin safety,
hazard identification and risk assessment,
ground safety and quality assurance.
A key focus has been to improve safety
awareness within the Company and
ensure the Safety Management System is
integrated into the work culture. Capt Saiful
joined AirAsia in February 2002 as a First
Officer on the Boeing 737 fleet and was
promoted to Captain on the same fleet in
August 2003.
In 2006, he was appointed as Assistant
Chief Pilot of Operations, before taking
over as Chief Pilot of Operations in
January 2007. He transferred to the Safety
Department in August 2009 to take on the
position of Chief Pilot for Flight Safety.
TAN
ENG ENG
Age 44
Female
Malaysian
Group Head, Internal Audit
Eng Eng is responsible for providing
independent and objective assurance on
the adequacy and effectiveness of the
Group’s overall system of internal controls,
risk management and governance,
reporting to the Audit Committee and the
Group CEO.
She has 17 years of audit experience
in various industries including financial
institutions, manufacturing, automotive,
construction, property and broadcasting.
Prior to joining AirAsia, she led the Astro
Group Corporate Assurance’s Regional
Operations and Special Projects team
from 2008 to 2012. She was appointed as
Group Head, Internal Audit on 2 January
2013.
Eng Eng has a BA in Economics (Hons)
from the University of Malaya, and an
MBA from the University of Strathclyde,
UK. She is a member of the Association of
Chartered Certified Accountants (ACCA)
and the Institute of Internal Auditors
Malaysia (IIAM).
NADZRI
HASHIM
Age 52
Male
Malaysian
Head, Engineering
Nadzri joined AirAsia in May 2005 as a
technical services manager, and in his 11
years with the Company has established
new structures and strategies in aircraft
engineering.
He has been involved in introducing new
aircraft maintenance and operations
systems, the Class 1 Less Paper Cockpit,
various avionics modifications, major
structural repair and aircraft configuration
changes and local authorities’ type
acceptance. On 1 April 2016, he was
appointed Head of Engineering responsible
for Maintenance Operations, Ground
Support Equipment, Planning, Safety
Management System and Training.
Prior to joining AirAsia, Nadzri was a
technical services engineer at Emirates
Airlines, part of a team responsible for all
strategic configuration and repair of the
airline’s wide-body cabin interiors. His team
was also responsible for the introduction of
the Airbus A380 into service.
Nadzri obtained a Bachelor of Science in
Aeronautical and Astronautical Engineering
from the Ohio State University, USA. He
also holds a DCA Design Organization
Certification and Verification Engineer
Approval, the Head of Design Organization
and is a Part M Continuing Airworthiness
Nominated Holder.
LEADERSHIP
SPENCER
LEE TECK
LOONG
Age 40
Male
Malaysian
Head, Commercial
Spencer oversees the entire Malaysia
Commercial function – encompassing
our marketing, East Malaysia marketing,
Government and Ancillary businesses –
and is accountable for its profit and loss.
He joined AirAsia in 2006 as a marketing
manager and moved on to set up the
Ancillary Income Department. In 2013,
he was appointed as Head of Marketing
and a year later was promoted to Head of
Commercial on 1 April 2013. Spencer has
pioneered a number of projects in AirAsia,
especially in ancillary products, and was
SENIOR MANAGEMENT TEAM
instrumental in setting up the AirAsia BIG
loyalty programme. Under his guidance,
we have won the best co-brand credit
card programme with Citibank, the best
use of TV with Media Prima, as well as
social media and digital awards during his
marketing period at AirAsia.
He has over 15 years of experience
in marketing, advertising, sales,
communication, mobile and loyalty
programmes. Recently, he became a
member of the Malaysian Advertisers
Association, a Board member of the Audit
Bureau of Circulation (Malaysia) and
member of World Federation of Advertisers
(WFA). Spencer graduated with a
Bachelor’s in Advertising and Marketing
from Curtin University of Technology, Perth,
Australia.
AirAsia Berhad
Annual Report 2016 65
LEADERSHIP
SENIOR MANAGEMENT TEAM

CAPTAIN ONG HO JAGAN

CHIN NYOK SAN SOON YEE KEE KONG PERSATH
Group Head, Cargo Head, Ground Operations Head, Quality Assurance Group Head, Security

Details of Captain Chin Nyok San are Details of Ong Soon Yee are disclosed Details of Ho Kee Kong are disclosed Details of Jagan Persath are disclosed
disclosed in the Senior Management Profiles in the Senior Management Profiles in the Senior Management Profiles in the Senior Management Profiles
on page 67 of the Annual Report. on page 67 of the Annual Report. on page 67 of the Annual Report. on page 67 of the Annual Report.

66 AirAsia Berhad
Annual Report 2016

CAPTAIN
CHIN NYOK SAN
Age 62
Male
Malaysian
Group Head, Cargo
Captain Chin joined AirAsia in 1996 as
Director of Flight Operations.
In 2005, he was made Head of Business
Development and on 1 August 2013, he
assumed his current position as Group
Head of Cargo, overseeing both the
commercial and operational aspects of the
Group’s cargo business.
He has been responsible for establishing
the Air Operating Certificate of AirAsia,
AirAsia Thailand, AirAsia Indonesia and
AirAsia X. Capt Chin has over 40 years of
flying experience in the airline industry.
He is a Licensed Airline Transport Pilot
of multiple types of jet aircraft, has
experience as a training captain and is
also an authorised examiner.
ONG
SOON YEE
Age 48
Male
Malaysian
Head, Ground Operations
Ong is responsible for the efficient
operations of Ramp, Guest Services,
Inflight and Cargo.
While focusing on the safe execution
of these services, he reviews any
shortcomings and leads in turning them
around. He is an airline industry veteran,
having started his career as an aircraft
technician in 1989 with Malaysia Airlines
System (MAS) before moving on to
Transmile Air in 1994 and then joining
AirAsia in 1996, when it was still under
HICOM Holdings Berhad.
In 2014, Ong became a maintenance
manager in our Engineering Department,
responsible for aircraft maintenance,
defect monitoring and daily aircraft
operations, before being identified for his
current position on 6 January 2017.
His years of experience in engineering
and involvement with apron operations
add to his leadership capabilities. He
holds a Master of Business Administration
from Newcastle University, UK; and was
accepted as the Nominated Post Holder
for Head of Ground Operations, AirAsia
by the Department of Civil Aviation
Malaysia.
HO
KEE KONG
Age 46
Male
Malaysian
Head, Quality Assurance
Kee Kong joined AirAsia in February
2005 as a Quality Assurance Inspector
in the Engineering Quality Assurance
department, and was promoted to Quality
Assurance Manager in October 2010
overseeing the quality assurance functions
in Engineering.
He was appointed to his current
position on 1 November 2016, tasked
with establishing and managing an
independent quality assurance system to
ensure all operational and maintenance
works performed adhere to our own
requirements as well as those of relevant
aviation authorities. This involves
integrating the quality assurance systems
of our Air Operator Certificate (AOC),
Continuing Airworthiness Management
Organisation (CAMO) and Approved
Maintenance Organisation (MOA). Kee
Kong is a licensed aircraft maintenance
engineer by profession with about 25
years of experience in the industry.
He obtained the Department of Civil
Aviation Malaysia (DCAM) Aircraft
Maintenance Engineering License
(AMEL) in 1996 and currently holds both
the Rotocraft and Fixed Wing licenses.
He is also a post holder for the DCAM
Approved Maintenance Organisation
(Part145) and upcoming Continuing
Airworthiness Management Organisation
(Part M) approvals.
LEADERSHIP
JAGAN
PERSATH A/L
JAGANATHAN
Age 60
Male
Malaysian
Group Head, Security
Jagan joined AirAsia in May 2007
and is today Group Head of Security,
responsible for Operations, Compliance
and Enforcement Security.
In other words, he overlooks every aspect
of corporate security, ensuring all the
airlines within AirAsia Group comply with
the legal requirements of their host states.
This is achieved through sound corporate
policy and standardisation of security
practices, timely advice, effective security
performance and counter measures to deal
with potential threats to the airlines or our
SENIOR MANAGEMENT TEAM
contractors. He was appointed as Group
Head of Security on 1 January 2010.
Prior to joining AirAsia, Jagan was with
Malaysia Airlines Aviation Security
from 1978 till 2006, responsible for
operations, enforcement, compliance and
standards, investigations, prosecution,
audits, station set-ups and conducting
security assessments on all routes. He is
an ICAO Aviation Security Specialist and
global subject matter expert on aviation
security. Under his leadership, AirAsia
has been licensed by the Department of
Civil Aviation Malaysia to conduct AVSEC
courses. Our Security Department has
also passed all international and national
security audits conducted on AirAsia.
Jagan holds an LLB (Hons) from the UK
and is a Barrister with Lincoln’s Inn.
AirAsia Berhad
Annual Report 2016 67
 THAILAND
LEADERSHIP

SENIOR MANAGEMENT TEAM

SENIOR MANAGEMENT TEAM

SANTHAT SANGUANDIKUL
Chief Financial Officer
M.L. BOVORNOVADEP DEVAKULA
Head of Business Development

PREECHAYA RASAMETANIN SANTISUK KLONGCHAIYA CAPTAIN SURAPUN PATOOMWAT

Executive Vice President Head of Commercial and Ancillary Head of Flight Operations

68 AirAsia Berhad
Annual Report 2016
THAILAND

LEADERSHIP
SENIOR MANAGEMENT TEAM

SENIOR MANAGEMENT TEAM

THILADEE PANTUMCHINDA
Head of People Department
BANYAT HANSAKUL
Head of Engineering

SUWIT SRISARAKAM
Head of Ramp and Ground Service Equipment

WITCHUNEE KUNTAPENG PIPAT KHUNPRAKAN THATRI KWANSANG

Head of Guest Service Head of Innovation Commercial and Technology Head of Safety

AirAsia Berhad
Annual Report 2016 69
 INDONESIA
LEADERSHIP

SENIOR MANAGEMENT TEAM

CAPTAIN WIDHI SETYO DARWANTO

SENIOR MANAGEMENT TEAM

Director of Flight Operations

JOANNA IBRAHIM HERU SUSILO

Chief Commercial and Financial Officer Director of Maintenance and Engineering

CAPTAIN JURRY SOERYO WIHARKO

Director of Aviation Security

CAPTAIN RD. ACHMAD SADIKIN MIKIKO STEVEN RIFAI TABERI

Director of Safety Finance Director Acting Commercial Director

70 AirAsia Berhad
Annual Report 2016
PHILIPPINES

LEADERSHIP
SENIOR MANAGEMENT TEAM

SENIOR MANAGEMENT TEAM

GERARD F PEÑAFLOR
MARIO J. PADILLA Commercial Head
Chief Financial Officer
CAPTAIN GOMER B. MONREAL
Director for Flight Operations
FREDERICK AREJOLA
Head of Ground Operations

BARBARA SANCHEZ CAPTAIN JOHANSEN HERNANDEZ JEREME TOREJA INEZ JOSE

Head of People Department Head of Safety Head of Maintenance and Engineering Head of Network and Regulations

AirAsia Berhad
Annual Report 2016 71
 INDIA
LEADERSHIP

SENIOR MANAGEMENT TEAM

SENIOR MANAGEMENT TEAM

CAPTAIN MANISH UPPAL NANTHA KUMAR

Director, Flight Operations KESAVAN SIVANANDAM Head, Engineering
Director, Customer Experience
KIRANJEET KAUR and Ground Operations
Commercial Director

JASMINE DHILLON DR. ANURAG JAIN VINAY THAKUR DIVYA KUMAR

Head, Cabin Crew Head, Planning & Strategy Head, Legal Manager, Public Relations

72 AirAsia Berhad
Annual Report 2016
73
74
75
PERFORMANCE REVIEW

76 AirAsia Berhad
Annual Report 2016
 PERFORMANCE REVIEW
PERFORMANCE
REVIEW
78 ......Five-Year Financial &
Operating Highlights
80 ......Share Performance 2016

AirAsia Berhad
Annual Report 2016 77
77
 FIVEYEAR
PERFORMANCE REVIEW

FINANCIAL & OPERATING HIGHLIGHTS

AIRASIA BERHAD
2012 2013 2014 2015 2016
(RM MILLION, UNLESS OTHERWISE STATED) RESTATED RESTATED RESTATED RESTATED RESTATED

INCOME STATEMENT
Revenue 4,946 5,112 5,416 6,298 6,846
Net total expenses 3,917 4,249 4,590 4,702 4,735
Operating profit 1,029 863 826 1,596 2,111
Profit before taxation 963 361 23 215 2,133
Taxation -173 1 60 326 -86
Net profit 790 362 83 541 2,047

BALANCE SHEET
Deposit, cash and bank balances 2,233 1,380 1,338 2,427 1,742
Total assets 15,729 17,856 20,664 21,316 21,985
Net debt (Total debt - Total cash) 6,176 8,790 11,390 10,186 8,838
Shareholders' equity 4,860 5,001 4,555 4,451 6,628

CASH FLOW STATEMENTS

Cash flow from operating activities 1,324 961 302 2,204 2,167
Cash flow from investing activities -1,905 -2,346 -2,154 -103 -576
Cash flow from financing activities 733 509 1,779 -1,303 -2,434
Net cash flow 152 -876 -73 798 -842

FINANCIAL PERFORMANCE (%)

Return on total assets 5.0 2.0 0.4 2.5 9.3
Return on shareholders' equity 16.3 7.2 1.8 12.2 30.9
R.O.C.E. (Operating Profit/(Net Debt + Equity)) 9.3 6.3 5.2 10.9 13.7
Operating profit margin 20.8 16.9 15.3 25.3 30.8
Net profit margin 16.0 7.1 1.5 8.6 29.9

OPERATING STATISTICS (MALAYSIA)

Passengers carried 19,678,576 21,853,036 22,138,796 24,254,506 26,410,922
Capacity 24,751,800 27,307,980 28,073,160 30,079,666 30,282,671
Load factor (%) 80 80 79 81 87
RPK (million) 22,731 26,607 27,274 30,006 34,676
ASK (million) 28,379 33,401 34,590 37,408 40,086
Aircraft utilisation (hours per day) 12.3 12.1 12.3 12.4 12.4

Average fare (RM) 184 166 165 157 167

Revenue per ASK (sen) 15.54 14.08 13.36 14.20 14.19
Cost per ASK (sen) 13.34 12.85 12.76 12.21 11.10
Cost per ASK - excluding fuel (sen) 6.48 5.84 6.24 6.86 7.17

Revenue per ASK (USc) 5.05 4.44 4.07 3.60 3.43

Cost per ASK (USc) 4.33 4.05 3.89 3.10 2.68
Cost per ASK - excluding fuel (USc) 2.10 1.84 1.90 1.74 1.73

Number of stages 137,510 151,709 155,962 167,002 166,983

Average stage length (km) 1,148 1,144 1,217 1,247 1,316
Size of fleet at year end (Malaysia) 64 72 81 80 77
Size of fleet at year end (Group) 118 154 172 171 174
Number of employees at year end 5,644 6,089 6,304 6,636 7,615
Percentage revenue via internet (%) 79 85 84 70 72
RM-USD average exchange rate 3.08 3.17 3.28 3.94 4.14

NOTE:
RASK and CASK for years 2012 to 2015 as stated above have been restated to exclude the contribution from aircraft leasing business which has grown significantly over the years. The change was made to better
reflect the operational performance of the Company, as the performance of the aircraft leasing business does not closely correlate to the movement in ASK.

78 AirAsia Berhad
Annual Report 2016
 PERFORMANCE REVIEW
FIVEYEAR
FINANCIAL &
OPERATING
HIGHLIGHTS
Scan this QR code to view
our latest financial news.

AirAsia Berhad
Annual Report 2016 79
 REVENUE OPERATING PROFIT TOTAL ASSETS SHAREHOLDERS’ DEPOSIT, CASH
RM million RM million RM million EQUITY & BANK BALANCE
4,946 RM million RM million

5,112
5,416
6,298
6,846

1,029
863
826
2,037
1,596
2,111

15,729
17,856
20,664
21,316
21,985

4,860
5,001
4,555
4,551
4,451

6,628

2,233
1,380
1,338
2,427
1,742

‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16
 REVENUE PER ASK COST PER ASK PASSENGERS CARRIED SIZE OF FLEET

PERFORMANCE REVIEW
ES 15.54
(SEN) (SEN) million Malaysia

14.08
13.36
14.20
14.19

13.34
12.85
12.76
12.21
11.05
11.10

20
22
22
24
26

64
72
81
80
77

FIVE-YEAR FINANCIAL HIGHLIGHTS

6 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16

AirAsia Berhad
Annual Report 2016 79
 SHARE PERFORMANCE 2016
PERFORMANCE REVIEW

Share Price & Volume Traded

2016 Monthly Trading Volume & Highest - Lowest Share Price

3.25
2.93 2.97 2.86 2.84
2.67 2.69
2.41
2.14 2.86 High
1.89 2.70 2.77
2.57 2.53
Low
1.44 1.47 2.32
2.21
1.89 1.91
1.57
1.29 1.34
1,220,513,800

765,692,300

708,117,000

646,009,400

358,540,500
372,563,000

368,620,500
341,433,500

301,326,200

268,150,000

274,211,000
148,905,900
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

MARKET CAPITALISATION
As at 31 December 2016
(RM million)
6,373

2015 3,590
2014 7,570
2013 6,118
2012 7,617

2011 10,473
2010 7,016
2009 3,806
2008 2,054
2007 3,794
2006 3,553
2005 3,723
2004 3,876

80 AirAsia Berhad
Annual Report 2016
81
82
83
84
 PERSPECTIVE
PERSPECTIVE
85 ......Chairman’s Message
88 ......Management Discussion
& Analysis
99 ......AirAsia Malaysia

AirAsia Berhad
Annual Report 2016 85
CHAIRMAN’S

M E S S A G E

PERSPECTIVE
ASSALAMUALAIKUM
WARAHMATULLAHI
WABARAKATUH.
Dear Shareholders and Friends,
It gives me great pleasure to present
AirAsia’s Annual Report for the
year 2016, which was a remarkable
year on a number of fronts.
Chronologically, we celebrated our
15th anniversary, marking a coming
of age. Financially, we recorded
our best results to date, not just here
in Malaysia but across the Group.
More than that, we have embarked
on two key strategic initiatives that
will shape the Group and position us
well to face what we expect to be an
increasingly challenging future.
DATUK KAMARUDIN
BIN MERANUN
Non-Independent Executive Chairman

THERE ARE MANY SYNERGISTIC to push forward despite all odds and deliver the kind of
results that we have. In return, we feel privileged to be
OPPORTUNITIES TO DERIVE COST SAVINGS able to reward you with shares that have appreciated
77.5% in value over the year, and a proposed
FROM STREAMLINING OUR PROCESSES. dividend of 12 sen per share for the financial year
ended 31 December 2016.

As indicated by the theme of this Annual Report, we are
embarking on an exciting journey, the next phase of
AirAsia’s evolution – the digitalisation of AirAsia. While
we have always been ahead of the game in terms of
digital innovation – for example, by pioneering online
bookings, mobile apps and self check-in – we realise
there is huge potential to use the large volume of data
that we possess to drive a fundamental change in
the way we function, and most importantly, the way
people travel. With AirAsia Group flying almost 400
million people since we started 15 years ago, we have
a large inventory of data which is an asset that could
be used to drive revenue growth through targeted
marketing and dynamic pricing, for example. On top
of that, digitalisation will help us realise even greater
operational and cost efficiencies. This is something we
have begun to invest in, and look forward to seeing the
results of.
The other significant change will be to the organisation
itself, where we will create greater unity among all
the airlines within both AirAsia and AirAsia X Groups.
There are many synergistic opportunities to derive cost
savings from streamlining our processes, sharing best
practices and resources, and leveraging on scale for
greater negotiating power. We began this process
of integration in 2016, especially with AirAsia X,
and are now expanding our efforts across the entire
Group. It was extremely heartening to see the level of
commitment to One AirAsia at our recent management
retreat, where this vision was discussed at length and
was greeted with positive energy.
We have had numerous challenges in the past. Yet,
15 years on, we can say in all honesty that we are
stronger than ever. For this I would like to thank you,
our shareholders, for your faith and belief in us. Your
unwavering support has provided us with the strength
Having seen what we can achieve, we are now driven
to push for even better results in the years to come. We
have a fantastic team of Allstars and the resources to
take AirAsia to the next level of our ongoing journey.
All that is required is to keep a keen focus on our goals.
To our Allstars, let me voice the gratitude of the Board
of Directors and the management for all your hard
work, without which we would not be where we are
today. To get to where we would like to be in the future,
we will need your continued passion and dedication.
There is great strength to be derived from unity. Let us
work together as one team with one vision, for One
AirAsia.
Wabillahi Taufiq Walhidayah Wassalamualaikum
Warahmatullahi Wabarakatuh.

AirAsia Berhad
Annual Report 2016 85
PERSPECTIVE

86 AirAsia Berhad
Annual Report 2016
 PERSPECTIVE

AirAsia Berhad
Annual Report 2016 87
PERSPECTIVE

AIRASIA

16,067
GROUP
The year 2016 marked double ALLSTARS
milestones for AirAsia. Not
only did we celebrate our
15th anniversary, but were able
to do so with record performance
across the Group in terms of
revenue, profit and load factors.
The past 15 years have been an
exciting, though sometimes also
daunting, journey. Yet we have
managed to overcome many
challenges by persevering with
our lean business model which
AIRASIA GROUP
we knew to be effective. PASSENGERS

369
FLOWN TO DATE
Together with AirAsia X, our long-
haul sister company, we are today
the only low-cost carrier (LCC) based
in Malaysia; and the largest LCC as
well as fourth largest airline in Asia MILLION
in terms of guests carried, surpassing
MANAGEMENT DISCUSSION & ANALYSIS

most legacy carriers. AirAsia Group’s1

fleet of 174 Airbus A320 aircraft (as
at end 2016) fly a total of 225 routes
connecting 109 destinations in
18 countries, of which 66 routes are
unique to us.

management
discussion
1
& analysis
AirAsia Group includes AirAsia Malaysia (referred to simply as AirAsia) and our associates in Thailand, Indonesia, the Philippines, India and Japan.
2
AirAsia refers to AirAsia Berhad or AirAsia Malaysia.

88 AirAsia Berhad
Annual Report 2016
 PERSPECTIVE
Since we started, the Group has flown
a total of 369 million people; and has
grown to encompass 16,067 Allstars
(our employees) representing
41 nationalities who operate mainly
out of 20 hubs.

TOTAL
GROUP

174
FLEET

AIRBUS A320

MANAGEMENT DISCUSSION & ANALYSIS

26.4 mil

17.2 mil

PASSENGERS

56.6
CARRIED ACROSS
THE GROUP IN 2016

MILLION
6.5 mil

4.0 mil

2.5 mil

PASSENGERS
CARRIED
IN 2016
AIRASIA2 AIRASIA AIRASIA AIRASIA AIRASIA
THAILAND INDONESIA PHILIPPINES INDIA

AirAsia Berhad
Annual Report 2016 89
 MD&A
PERSPECTIVE

M A N A G E M E N T D I S C U S S I O N & A N A LYS I S

DATUK KAMARUDIN
BIN MERANUN
Non-Independent
Executive Chairman

AIREEN OMAR
Non-Independent Executive Director
and Chief Executive Officer

TAN SRI (DR.)

TONY FERNANDES
Non-Independent Executive Director
and Group Chief Executive Officer

90 AirAsia Berhad
Annual Report 2016
 PERSPECTIVE
In 2016,we were once again voted by over 19 million
travellers from 104 countries as the World’s Best Low-Cost
Airline, making it the eighth time in a row we have been
recognised by the Skytrax World Airline Awards.

We have gone beyond our initial vision of connecting
Asean, by now connecting the region to the rest of Asia,
AIRASIA GROUP
with a firm and constantly growing presence in two of the
most prominent markets in the world, China and India.
LOAD FACTOR
Although we do not have domestic operations in China,
AirAsia is the largest LCC and foreign airline in the country,
and in January this year was named the most influential
airline in changing the way its people approach travel3.
contributed to the AirAsia Group as a whole seeing our
load factor increase six percentage points to 86% from
2015 as we flew 12% more guests totalling 56.59 million.
It has also contributed to the 77.5% increase in AirAsia
Berhad’s share price from 1 January till 31 December
2016, making ours the best airline stock in Asia and one of
the best in the world.4

86
In India, our associate airline is one of the most popular It has to be acknowledged that while our Allstars have
among local LCCs due to the strong AirAsia branding.

This is marked by a consistently high standard of service.

% worked very hard to enable our results, we have also
In 2016, we were once again voted by over 19 million
travellers from 104 countries as the World’s Best Low-Cost
Airline, making it the eighth time in a row we have been
recognised by the Skytrax World Airline Awards.
Key to our success has been a high degree of teamwork
within each associate airline, which we are further
reinforcing with greater collaboration and synergies across
the Group. This, together with the new leadership in our
associates in Indonesia, the Philippines and India, has
stood to gain from various external factors. Key among
these count lower fuel prices, a more rational market
that has seen full-service carriers (FSCs) concentrate on
offering premium service, and increasing travel demand
from a growing middle income segment in the region. In
addition, underperforming regional currencies against the
US Dollar in the last couple of years have led to consumers
trading down. Instead of flying to America or Europe,
they are choosing to travel around Asean, which is more
affordable and value-for-money.

3
By the 2016 New Power of Travel Awards hosted by Sina Travel and Youku Travel.
4
According to Bloomberg, as at 17 November 2016.

AirAsia Berhad
Annual Report 2016 91
 FINANCIAL REVIEW
PERSPECTIVE

Cash Flow & Debt

AirAsia Berhad Performance5
For the financial year ended 31 December 2016, AirAsia Berhad recorded a 9% increase
in revenue from RM6.30 billion in 2015 to RM6.85 billion. This was driven by 9% growth
in passenger volume, achieved with only a 1% year-on-year increase in capacity. Our
growth in number of guests carried was reflected in a six percentage point increase in load
factor to 87%. Revenue was further buoyed by increases in ancillary income per guest and
average fares. The former inched up by 2% year-on-year to RM48 while, boosted by a
more rational market and increasing demand, the latter grew 6% to RM167.
We achieved a full-year operating profit of RM2.11 billion, 32% higher than the RM1.60
billion in 2015. This led to the Company reporting a net profit of RM2.05 billion from
RM541 million in 2015. Despite the 6% increase in average stage length, our overall
aircraft fuel cost reduced by 21% from RM2.0 billion in 2015 to RM1.58 billion, resulting
in a 9.0% decrease in cost per available seat kilometre (CASK) to 11.10 sen. Profit was
also boosted by an increased passenger count and higher average fares due to strong
demand, which were reflected in our revenue per available seat kilometre (RASK) of
14.19 sen.
9% 32%
INCREASED INCREASED
RM6.85
Cash inflow from operations stood at RM2.17 billion, compared to RM2.20 billion in
the previous year. As at 31 December 2016, our cash position amounted to RM1.74
billion. We ended the year with a reduced total debt of RM10.58 billion (2015: RM12.61
billion), and a net debt of RM8.84 billion (2015: RM10.19 billion) after offsetting our cash
balances. Net gearing, meanwhile, improved substantially from 2.29x as at end 2015 to
1.33x as at end 2016, following the repayment of borrowings.
In line with the Company’s policy, we have secured aircraft financing for up to one year,
ie all 2017 deliveries. With the equity injections of RM1,006.2 million by our two main
founders, our cash position has grown to approximately RM2.5 billion as at the end of
January 2017.
Meanwhile, to mitigate our exposure to fuel price risks, currency risks and interest
rate risks, we have hedged approximately 75% of the Group’s 2017 fuel consumption
requirement at USD60 per barrel, about 59% of AirAsia Berhad’s USD currency risk, and
100% of AirAsia Berhad’s interest rate risks.
Capital Expenditure
In 2016, as part of our fleet renewal programme, we acquired two Airbus A320 aircraft
and disposed of six older A320 aircraft for approximately RM841 million. We also
completed our new headquarters, RedQ, in November at a cost of RM170 million.
278%
INCREASED In 2017, we aim to receive 22 aircraft (19 A320neo and 3 A320ceo) to meet the Group’s
expansion plans. These aircraft will be financed via bank debts and sale and leaseback

for tenures between 12 and 15 years. In addition, we seek to redeliver three leased
MANAGEMENT DISCUSSION & ANALYSIS

OPERATING PROFIT
RM6.30

A320ceo aircraft to the lessors, and have sourced 10 additional A320ceo aircraft from
operating lessors’ portfolios to increase our net fleet growth to 29 aircraft.
NET PROFIT
REVENUE

RM2.11

RM2.05
RM1.60

RM0.54
(billion)

(billion)

(billion)

2016 2015 2016 2015 2016 2015

Capital Structure
0% 9% 21% On 9 May 2016, our shareholders DIVIDEND OF
REDUCED REDUCED approved the issuance and allotment of
559,000,000 new ordinary shares of
12 SEN
PER SHARE FOR THE
AIRCRAFT FUEL COST

RM0.10 each in AirAsia Berhad to Tune

14.20
14.19

Live Sdn Bhd at an issue price of RM1.84 FINANCIAL YEAR 2016

per share, which was subsequently
12.21

adjusted downwards to RM1.80 on the Dividend Policy

11.10

basis that the subscription shares were not Starting from the financial year 2013, the
entitled to the dividend declaration. Board of Directors announced a policy
RM2.00

to pay an annual dividend of up to 20%

On 26 January 2017, the share of the net operating profit earnings per
RM1.58

issuance was completed. Based on the
adjusted issue price, we raised a total of
RM1,006.20 million.
RASK
share (per the audited financial statements
of the Company), rounded to the nearest
whole sen, provided this would not be
detrimental to our cash flow requirements.
We have to date fulfilled this dividend

CASK

policy and will be announcing a dividend

of 12 sen per share for the financial
(billion)

year 2016, subject to our shareholders’

(sen)

(sen)

approval at the upcoming annual general

2016 2015 2016 2015 2016 2015 meeting (AGM).

5
AirAsia Berhad’s financial performance refers to the consolidated financial results of AirAsia Berhad, which include the share of results from associate companies via equity accounting.

92 AirAsia Berhad
Annual Report 2016
FINANCIAL REVIEW

PERSPECTIVE
PERFORMANCE OF ASSOCIATE COMPANIES

AirAsia Thailand AirAsia Indonesia AirAsia Philippines AirAsia India

REVENUE REVENUE REVENUE REVENUE

INCREASE DECREASE INCREASE INCREASE
to THB 32.47 to IDR 3,852.9 to PHP 10,814.6 to INR 8.25
billion billion million billion
10% -23% Due to 32% reduction in capacity 21% 59%

AirAsia Thailand
AirAsia Thailand continued to bring in robust results based on strong tourist numbers.
Despite increased competition in the LCC market, our associate achieved a 10%
increase in revenue from THB29.59 billion in 2015 to THB32.47 billion. This was
due to a 16% increase in passenger volume, which cushioned the impact of a 5%
year-on-year decrease in unit passenger revenue. The latter was influenced by a 6%
drop in average fare due to competition, and the mourning period over the passing of
their King. The total number of guests carried increased along with 12% expansion in
capacity, and translated into a three percentage point growth in load factor to 84%.
Although it made an operating loss of PHP1,834.6 million, this was 12% less than its
loss of PHP2,076.5 million in 2015 and is partly accounted for by having within its
14-aircraft fleet two old aircraft inherited from its acquisition of Zest Airways in 2013,
which are not being flown. Our associate is undertaking the last stretch of its re-
fleeting programme to dispose of these aircraft, which would help improve operational
efficiencies and reduce costs.
AirAsia India
Though our youngest associate in operation, AirAsia India benefits from a hard-

MANAGEMENT DISCUSSION & ANALYSIS

The airline’s operating profit, meanwhile, increased from THB2.80 billion in 2015 to working and motivated team as reflected in its very encouraging performance for the
THB3.78 billion, while EBIT and EBITDAR margins both expanded by three percentage year. Among its stand-outs, AirAsia India recorded the highest aircraft utilisation rate
points to 12% and 30%, respectively. among our Group airlines, managing a 56% capacity increase with the addition of just
two aircraft to its fleet which grew from six as at end 2015 to eight as at end 2016.
AirAsia Indonesia
Our Indonesian associate started to see the fruit of its comprehensive turnaround
programme in the third quarter, when it began to show profitability. For the full year,
better capacity management, greater cost discipline and more strategic focus on
international operations contributed to a very heartening operating profit of IDR118.8
billion, after an operating loss of IDR728.0 billion in 2015. Revenue, however, was
impacted by the planned 32% reduction in capacity, dropping 23% from IDR5,033.9
billion in 2015 to IDR3,852.9 billion. Along with reduced capacity, there was a 23%
drop in number of guests carried year-on-year while the load factor increased 10
percentage points to 84%. The reduced capacity and focus on international markets
proved to be the right turnaround strategy, with RASK increasing 5% in the second half
of the year to IDR476.67.

AirAsia Philippines6
AirAsia Philippines achieved 21% growth in revenue from PHP8,929.4 million in
2015 to PHP10,814.6 million, due to an 11% increase in passenger volume and 16%
increase in average fare year-on-year. The increase in number of guests carried was
reflective of a 3% increase in capacity and, more significantly, a six percentage point Complementing the team’s efforts, the airline derives numerous benefits from its
increase in load factor to 87%, a record for our associate to date. This has been due association with AirAsia. Although it is the smallest LCC in India, it has the lowest CASK
in part to positive outcomes from positioning our associate as a leisure airline serving in the market because of Group synergies. As we continue to build scale, we expect
international routes to beautiful destinations such as Bohol and Cagayan. AirAsia India’s costs to shrink even further.

Revenue for the year increased by 59% from INR5.20 billion in 2015 to INR8.25
billion, boosted by passenger numbers, which grew 68%. Ancillary income per
passenger increased 50% to INR376 while its load factor stood at 86%, marking a
significant five percentage point increase from 2015.

In the third quarter of 2016, AirAsia Berhad through our wholly-owned subsidiary
AirAsia Investment Limited subscribed to 114,905,000 equity shares of INR10 each
aggregating to INR1,149,050,000 equivalent to RM71.1 million.

AirAsia Japan
We have to date put in place two aircraft at our base in Nagoya for our newly
established associate in Japan and have been conducting training flights as per the
regulator’s requirements in preparation for full launch within the year. We are looking to
open ticket sales soon.

6
AirAsia Inc. and Philippines AirAsia Inc. are collectively referred to as “AirAsia Philippines” (please refer to the corporate structure on page 24).

AirAsia Berhad
Annual Report 2016 93
 BUILDING NOW FOR THE FUTURE
PERSPECTIVE

We received our first A320neo in September 2016, and

DEVELOPING THE ‘HUB OF ASIA’ AIRASIA GROUP FLYTHRU are looking forward to delivery of our first A321neo in
During the year, AirAsia continued to build new 2019.
skybridges across Asean and beyond. We established six
new routes – connecting Penang with Ho Chi Minh City,

2.2
GROWING OUR ANCILLARY INCOME
Kota Kinabalu with Wuhan, Langkawi and Johor Bahru
with Guangzhou, and Kuala Lumpur with Shantou and Ancillary services continue to complement our revenue,
Luang Prabang. All six routes are unique to us, creating growing 10.4% year-on-year to RM1.26 billion with the
connections that did not exist before, facilitating travel
mainly between secondary cities.
million biggest contributors being baggage fees (45%), cargo
(10%), food and beverage (7%), seat selection (6%) and
Fly-Thru guests in 2016, 36% more than in 2015
travel insurance (6%). We were pleased to see an increase
As we deepen our connections within Asean, as well as
in revenue per passenger to RM48, along with growth in
beyond to southern China and India, our associates within
assigned seating, connecting fees for Fly-Thru, as well as
the AirAsia Group and our sister airlines under the long-
duty-free and merchandise. During the year, we launched
haul AirAsia X Group are further extending our skybridges
Santan Combo Meals at just RM10 pre-booked, focusing
to North and South Asia and, soon, to the United States.

Collectively, we serve 26 destinations in China, Hong
Kong, Macau, Taiwan, South Korea and Japan with 557
weekly flights, and have the potential to expand to all
15 megacities in China with populations of more than 10
million. Meanwhile, in India, there are plans to increase
the number of domestic routes from 15 currently to 29 by
end 2017.
Along with a more dense and extensive network, we
83%
on sales volume to compensate for reduced price. And
the strategy paid off. Meanwhile, revenue from our wifi
service ROKKI grew 270% as we were able to make the
service available on more aircraft. By year end, we had
40 ROKKI-enabled aircraft.
transited in Kuala Lumpur in 2016
However, with an overall take-up of only about 20%-
30% for our ancillary services, there is still room for further
growth. We are placing greater emphasis on data mining

1.8
see great potential for Kuala Lumpur to play a key role to be able to develop more personalised and targeted
MANAGEMENT DISCUSSION & ANALYSIS

in connecting the dots within our map in the sky with marketing online, via email and mobiles. Duty-free is one
just one stop. Already, a large number of guests are of several areas that can be tapped more strategically,
and our team is working on both increased choice as well
choosing to ‘Fly-Thru’ our hubs rather than purchase direct
flights on other airlines that would probably take them
million as more customised communication, based on guests’ past
to their destinations faster. The Fly-Thru take-up rates for guests connected via Kuala Lumpur in 2016 purchasing behaviours. Online duty-free was introduced
Singapore – Tiruchirappalli grew 23% year-on-year. in 2016, and has been a value add service among guests
Phuket – Beijing, Phuket – Sydney, Incheon – Singapore flying from and to small towns where the choice of goods
and Jeddah – Surabaya are some of the other popular at the duty-free shops on ground is limited. The idea is to
keep expanding our product range so it not only matches
routes via Kuala Lumpur. AIRASIA GROUP FLEET what is available in the biggest duty free malls but even
The Group as a whole, including AirAsia X Group, saw exceeds them.
2.2 million Fly-Thru guests in 2016, 36% more than in
2015. Of the number, 83% transited in Kuala Lumpur, a
figure which grew 37% year-on-year. In 2016, a total
of 1.8 million guests connected via Kuala Lumpur and
174 203
we have seen strong double-digit growth every year. At
this rate, the idea of developing Kuala Lumpur into the
preferred aviation hub of Asia is not far-fetched.

FLEET EXPANSION / INCREASING

OUR CAPACITY

AirAsia Group’s fleet is expected to increase from 174

aircraft in 2016 to 203 in 2017. The 29 aircraft for growth
includes Airbus A320neo and A320ceo which will be
delivered directly from Airbus, as well as aircraft that will
be leased from third-party lessors. AirAsia in Malaysia
is expected to receive 7 of the A320neo deliveries from
Airbus. In July 2016, the Group placed an additional
order of 100 Airbus A321neo which will be delivered from
2019 onwards.
The A320neo will deliver 15% fuel savings and extend
our flying distance by 500 nautical miles. These factors,
together with higher passenger capacity of 186 seats per
aircraft, as compared to 180 seats on the conventional
A320ceo, will translate into numerous cost benefits. The
A321neo, meanwhile, will further boost our capacity with
236 seats per aircraft while reducing our fuel consumption
by 20% per aircraft per annum. The cost advantage will
translate into lower fares, while the increased capacity will
enable us to fly more guests to slot-constrained airports
such as Jakarta, Bali, Manila and Singapore.
24
5 179
169
ADJACENCY BUSINESSES
Over the years, we have built a considerable portfolio of
partnerships to leverage on our assets and resources and
create additional sources of revenue for the Group. As
these businesses have grown, we have made a strategic
decision to monetise them. Commencing with the release
of half of our initial equity in AirAsia Expedia in February
2015, we are currently looking at divesting our wholly-
owned leasing house, Asia Aviation Capital Limited
(AACL), which today has 63 aircraft on lease and is in the
2016 2017 process of purchasing another 38 aircraft from us. Once
this is completed, by mid-2017, AACL will have 74 A320
A320ceo A320neo aircraft in its portfolio.

94 AirAsia Berhad
Annual Report 2016
BUILDING NOW FOR THE FUTURE

PERSPECTIVE
The Asian Aviation Centre of Excellence (AACE), which In order to do this, we have brought on board a new Chief Data and Digital Officer who will ensure we make a smooth
fulfils our pilot and cabin crew training needs, is also transition into becoming a fully digital airline.
performing well. Having expanded regionally with bases

MANAGEMENT DISCUSSION & ANALYSIS

in Singapore and the Philippines, it is now looking to open
a fourth centre in Vietnam.
AirAsia Expedia (AAE), our partnership with Expedia,
celebrated its fifth anniversary in 2016 with significant
growth under a refreshed business strategy. It also
continued to build its mobile app and ensure value
propositions for guests via attractive app-only deals and
bundled package savings.
In terms of our outward facing engagement, the idea is both to reduce the number of steps within transactions (such as
booking a flight) for greater user ease; as well as to make the entire experience more personalised. This would help to
increase our online conversion and ancillary revenue. From initial calculations, we believe every 10 basis point increase in
conversion will translate into USD60 million in incremental revenue to the Company.
Within the organisation, the plan is to use data to enhance our engineering, operations and safety. We aim to monitor our
aircraft in real time and engage in predictive maintenance as well as use data analysis to automate crew rostering and to
digitalise our safety manuals and reports for accurate and more accessible information. The potential uses of big data are
enormous, and we intend to explore this area fully.

Think BIG Digital Sdn Bhd, a joint venture with Tune Group
and Canada-based Aimia Inc, manages our award-
winning AirAsia BIG Loyalty programme, which continues
to attract more members with attractive offerings, hence
grow in terms of revenue.
During the year, we acquired an 80% stake in coffee
makers, T&Co, and are focusing on developing an
Asean blend of coffee to be able to delight our guests
on board with gourmet beverages that also support local
entrepreneurs.
A HOME WE CAN CALL OUR OWN
On 7 November 2016 we achieved yet another milestone by moving into our first real home. After lodging as tenants
in Subang Airport, KLIA and the Low-Cost Carrier Terminal (LCCT), we finally have our own very modern, eclectic
space which reflects who we are and how we like to operate. Called RedQ, which stands for RedQuarters, our new
headquarters next to the klia2 terminal offers ample room for about 2,000 Allstars to work hard at their desks in three
open-plan floors; play hard in informal zones, and especially within the central astro-turfed atrium; as well as to have
access to good food at our extensive food court and to some great coffees and teas, provided by our own T&Co.

Meanwhile, Bigpay Malaysia Sdn Bhd (formerly TPaay

Asia Sdn Bhd), which manages multi-currency prepaid
cards, saw a more than 30% increase in number of
cards issued year-on-year and continues to make steady
progress.

DIGITALISATION

Although we have from day one focused on online selling

and communication with our guests, we recognise there is
much more to be gained from digitalisation, by capturing
and integrating data from every aspect of our operations
onto a single platform. With internet of things (IoT)
solutions, we can use this vast amount of data to make
better business decisions, improve efficiencies, provide
more and improved ways to engage with customers and,
ultimately, greatly enhance our ‘customer’ experience –
both internally and externally.

AirAsia Berhad
Annual Report 2016 95
 OUR RESPONSES TO A CHALLENGING ENVIRONMENT
PERSPECTIVE

SUSTAINABILITY RISK MANAGEMENT & MITIGATION

As an airline, we acknowledge we have a role to play in
ensuring our operations have as low an impact as possible
on the environment. Since day one, we have focused
intently on being fuel-efficient; primarily, it has to be said,
because this is integral to managing our costs. We were,
however, pleased to see how ensuring cost efficiency also
allowed us to manage our environmental responsibilities.
Safety, meanwhile, has always been our topmost priority,
and we continue to enhance our safety procedures and
governance because nothing matters more to us than the
lives of our guests and Allstars.
Preparedness and preventive action are the cornerstones of risk management. We report more fully on our risk policies
and processes in the Statement on Risk Management and Internal Control (see page 173), and in our Sustainability
Statement (see page 142). Here, we would like to outline some key risks that the industry faces, and our responses to
them.
Financial risks: Operational risks:
Our key financial risks relate to volatilities in fuel price, Identification and assessment of operational risks form
currencies, interest rates and maintaining adequate the foundation for protecting the business’ assets from
liquidity. These are managed via hedging as well as adverse operational scenarios. In general, Group Risk
securing the financing for aircraft purchases a year in has managed and mitigated AirAsia’s operational risks
advance (please refer to our Financial Review, under by strengthening the governance and framework that
the section on ‘Cash Flow & Debt’). support efficient and effective risk identification and
assessment.

Risks that are monitored and managed include those relating to critical information systems outage, cyber intrusion, intense
market competition, loss of critical airport services and loss of physical workspace. Various systems and back-up plans
have been implemented for each, some of which are being tested for their efficacy. Given our reliance on IT systems, we
have worked towards and achieved certification in ISO/IEC 27001 Information Security Management System (ISMS).

To ensure business continuity, we have specific business continuity plans for our main hubs and work closely with airport
operators and authorities to ensure we can continue to operate should any incident take place. We have also set up an
alternative workplace for RedQ in the event of a crisis and are documenting our work procedures should there be loss of
our HQ workspace.
MANAGEMENT DISCUSSION & ANALYSIS

These, together with support provided to social enterprises

in Asean via AirAsia Foundation and the partnership
we have formed with the National Cancer Council of
Malaysia (MAKNA), represent the backbone of our social
and environmental stewardship and serve, ultimately, to
ensure our business sustainability.

Although we have engaged in sustainable actions for the

last 15 years, we are now taking a more structured and
holistic approach to sustainability, firstly, by discovering
what is important to our key stakeholders and to ourselves;
and, secondly, putting in place systems and procedures
to ensure we produce the best possible outcomes in these
material matters.
COMMITMENT TO SAFETY
You will find this change in approach being reflected in our
Sustainability Statement, through which we hope to make As an airline, our topmost priority is to ensure the safety of our operations, hence that of our guests and Allstars. This is
more meaningful, honest, fair and transparent disclosure something we have focused on from the very beginning, and is an area we will continue to invest in on an ongoing basis.
of how well we are doing in matters that are important. During the year, we continued to reinforce our safety policies and procedures within our Safety Management System
As this is the first time we are approaching sustainability (SMS) to ensure we meet national and international standards. We are, further, driving a culture of safety throughout
in such a systematic manner, there will be gaps in terms the Group, with management setting the tone for Allstars to understand their individual responsibilities and accept
of our reporting. However, these will be filled as we accountability for the highest level of safety performance.
progress, and we welcome your feedback to accelerate
the process. For more information on our safety policies, please refer to our Sustainability Statement, page 144.

96 AirAsia Berhad
Annual Report 2016
WHAT YEAR 2017 HOLDS IN STORE
THE ASEAN AIRLINE
The year 2017 marks Asean’s 50th
anniversary, and we are honoured
to have been nominated as an airline
partner for Visit Asean@50.
Towards this end, we have lined up several year-long
multimedia campaigns to highlight the wonders of the
region and raise awareness of our Asean Pass, which
allows guests to enjoy flights at fixed rates on any of our
more than 100 routes across the region.
79
We connect destinations
via 17 hubs in all 10 Asean nations.
OUR OUTLOOK
We expect the positive trend in 2016 to continue into
2017 for AirAsia and our associate airlines. Demand
in Malaysia has remained strong in the first quarter of
2017 and we are seeing good forward bookings for
the upcoming months. New routes will be introduced,
including to countries in Indochina, on top of connecting
our secondary hubs such as Kota Kinabalu and Johor to
destinations that we already fly to from Kuala Lumpur.
In Thailand, efforts are being undertaken to boost
tourist arrivals, inclusive of a temporary visa fees
waiver. These will be leveraged on by our associate,
which has set its eyes on developing further inroads
into China and India.
Our Indonesian associate will be focusing on
increasing utilisation through adding more
frequencies and opening up new routes, especially
to international destinations. The plan is for our
associate to start building skybridges to India and
China this year. With a strengthening rupiah and
an experienced new top management, there is
every reason to believe it will continue to build on its
successful turnaround.
Visit Asean@50 will serve to intensify efforts we have
already been making to fly millions of non-Asean nationals
into the region and promote it in other ways. We connect
79 destinations via 17 hubs in all 10 Asean nations.
In the Philippines, our associate remains on track with
plans to resume growth as a result of a rightsized
business and cost structure, and will focus on growing
its domestic connectivity between key cities while
increasing underserved international connectivity to
Manila, Cebu, Davao, Puerto Princesa and Boracay.
AirAsia India will remain focused on building a
footprint in the domestic market with the introduction
of new routes and frequency increases. It plans to
almost double its number of routes from 15 currently to
29 by end 2017, and to leverage on the 5/20 ruling
relaxation, announced in 2016, to launch international
routes in 2018.
Meanwhile we look forward to the launch of our first
AirAsia Japan flights this year, and are exploring the
possibility of expanding into another Asean country to
complete our network. As we press on with expansion,
we will further expand our capacity and grow our fleet
to over 200 aircraft by end 2017.
With growth, however, comes added responsibility
for safety. And this will continue to be given top priority.
We will also continue to adhere to our time-tested and
proven low-cost model and keep looking for more
and better ways to keep our costs down. Digitalisation
will be a positive boon in this regard; we look
forward to seeing greater efficiencies across the
board as we step up our digital processes. We will
PERSPECTIVE
We offer Asean cuisine on our flights; we provide an
Asean experience through our crew who are from all 10
Asean countries; and we keep informing the world what
Asean has to offer via our widely-read Travel3Sixty
inflight magazine which is now available in digital
format, making it more accessible to a wider audience.
At the same time, we are fostering a stronger One
AirAsia culture to take full advantage of the power
of synergy between all airlines within the AirAsia
Group and AirAsia X Group. We seek to centralise our
functions and processes to reduce redundancies and
leverage the advantages of scale. We would also like
to regionalise more of our functions, creating greater
operational efficiencies through streamlined standard
operating procedures (SOPs), standardised document
control management systems and station audit checklists
across the Group. While helping to establish best
practices across our stations, this would also serve to
further reduce our costs and entrench our position as the
lowest unit cost airline in the world.
For our guests, it would mean having the same quality
AirAsia experience no matter where they fly. Our
websites across markets would have the same look
MANAGEMENT DISCUSSION & ANALYSIS
and feel; our operations across the region would offer
the same services and facilities; the airports where we
operate will offer the same automated services such as
self check-in and auto bag drop.
also seek ways to increase our aircraft utilisation, which
features as a key consideration in our lean, cost-efficient
model.
In other words, we have our journey for 2017 well
mapped, and indeed have already made a good start
as the year unfolds. 2016 was a great year for us but
we believe, with our Allstars behind us every step of the
way, we will be able to make 2017 even better. To our
Allstars, once again, a big thank you from the bottom of
our hearts for your belief in AirAsia, and your hard work
to ‘get us there’. Your passion and determination are a
source of great strength to us. We know, together, we
can make all our dreams, and the dreams of the millions
of guests we serve, come true.
AirAsia Berhad
Annual Report 2016 97
PERSPECTIVE

98 AirAsia Berhad
Annual Report 2016
 PERSPECTIVE
TOTAL
PASSENGERS
CARRIED
in 2016

26.4 MILLION

AirAsia
NUMBER OF
ALLSTARS

Malaysia 7,615
B U S I N E SS R E V I E W TOTAL FLEET

77
NETWORK

A320
103 42 6 5 70 16
ROUTES UNIQUE NEW HUBS DESTINATIONS COUNTRIES
ROUTES ROUTES
IN 2016

MARKET SHARE
LOAD FACTOR
47% DOMESTIC

49%

87
INTERNATIONAL
%

49
%

TOTAL

NOTES:
1. NUMBER OF PASSENGERS CARRIED, LOAD FACTOR, NUMBER OF ALLSTARS, NETWORK, TOTAL FLEET ARE AS
AT 31 DECEMBER 2016.
2. SOURCE OF MARKET SHARE: PAXIS, BASED ON NUMBER OF PASSENGERS, JANUARY TO DECEMBER 2016.
MARKET SHARE REFERS TO AIRASIA GROUP’S MARKET SHARE IN MALAYSIA.

AirAsia Berhad
Annual Report 2016 99
 PERSPECTIVE

I N T E R N AT I O N A L R O U T E S

D O M E ST I C R O U T E S

100 AirAsia Berhad

Annual Report 2016
 PERSPECTIVE
Hubs I n Ma l a ys i a

Kuala Lumpur International Airport

Kota Kinabalu International Airport

Penang International Airport

Johor Bahru International Airport

Kuching International Airport

International Route
Domestic Route
AirAsia X Malaysia Route

AirAsia Berhad
Annual Report 2016 101
 PERSPECTIVE

102 AirAsia Berhad

Annual Report 2016
 PERSPECTIVE

AirAsia Berhad
Annual Report 2016 103
104
 PERSPECTIVE
BUSINESS REVIEW
106 ....AirAsia Thailand
110 .....AirAsia Indonesia
114 .....AirAsia Philippines
118 .....AirAsia India
122 ....AirAsia X
126 ....Branding
128 ....Ancillary
130 ....Social Media
132 ....Adjacency Businesses
138 ....AirAsia Foundation

AirAsia Berhad
Annual Report 2016 105
 PERSPECTIVE

AirAsia Berhad
Annual Report 2016 105
 BUSINESS REVIEW

TOTAL
PASSENGERS
CARRIED
in 2016

17.2
AirAsia
MILLION

NUMBER OF
ALLSTARS

Thailand 4,631
B U S I N E SS R E V I E W TOTAL FLEET

51
NETWORK

A320
70 18 14 6 52 10
ROUTES UNIQUE NEW HUBS DESTINATIONS COUNTRIES
ROUTES ROUTES
IN 2016

MARKET SHARE
LOAD FACTOR
30% DOMESTIC

18%

84
INTERNATIONAL
%

22
%

TOTAL

NOTES:
1. NUMBER OF PASSENGERS CARRIED, LOAD FACTOR, NUMBER OF ALLSTARS, NETWORK, TOTAL FLEET ARE AS
AT 31 DECEMBER 2016.
2. SOURCE OF MARKET SHARE: PAXIS, BASED ON NUMBER OF PASSENGERS, JANUARY TO DECEMBER 2016.
MARKET SHARE REFERS TO AIRASIA GROUP’S MARKET SHARE IN THAILAND.

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 BUSINESS REVIEW
I N T E R N AT I O N A L R O U T E S

AIRASIA THAILAND
D O M E ST I C R O U T E S

Hub s I n T h a i l a n d

Don Mueang International Airport, Bangkok

Phuket International Airport

Chiang Mai International Airport

Krabi International Airport

U-Tapao Rayong-Pattaya International Airport

Hat Yai International Airport

International Route
Domestic Route
AirAsia X Thailand Route

AirAsia Berhad
Annual Report 2016 107
 BUSINESS REVIEW

AIRASIA THAILAND:

MUCH
TO SMILE
ABOUT
In a land that is already full of smiles, our
associate is making even more people
happy by truly living up to our promise
‘now everyone can fly’.

Not content to offer prices that most can afford,

In the process of
AIRASIA THAILAND

AirAsia Thailand is going a step further to put

wings on the dreams of those disadvantaged in democratising travel and
different ways – the elderly, young, disabled, tourism, AirAsia Thailand
pregnant and impaired – by ensuring it has
facilities that cater for them, and creating
has further integrated
awareness among other tourism operators of itself into the hearts and
the need to make tourist sites accessible to all. minds of the people.
After years of working with relevant NGOs, and
making its aircraft ‘everyone-friendly’, in 2016 it This, complemented by
was recognised with a Friendly-Design Certificate branding and marketing
by the Friendly Design for All Foundation.
efforts that underline the
It was also recognised with a Village to the World affordability and quality
Trophy by the Tourism Authority of Thailand of its service, especially
(TAT) for promoting more inclusive, community-
based tourism. Among the 20 destinations in
its on-time performance
its domestic network are names such as Nan, which stood at 85% for
Loei, Roi Et and Buri Ram, where tourism has
the year, has seen our
yet to be fully developed. With convenient flight
access, however, more locals and foreigners are associate continue to
visiting these lesser known towns, stimulating their chart very encouraging
economies.
growth.
Having seen the way AirAsia Thailand has
Despite increased competition, a respectful
helped to promote tourism to tier-2 destinations,
mourning period for King Bhumibol Adulyadej
TAT regularly partners our associate – the first
as well as the Thai Government’s clampdown on
and to date largest low-cost carrier (LCC) in the
zero-dollar tour operators – which dampened
country – to run various campaigns and activities.
visitor numbers significantly in the fourth quarter
In 2016, AirAsia Thailand truly ‘Painted the Sky
– AirAsia Thailand recorded a 16% increase in
with Amazing Thailand’ with various projects
number of guests carried from 14.8 million to 17.2
and even launched two new aircraft liveries with
million.
specially designed artwork supporting the tourism
campaign.

108 AirAsia Berhad

Annual Report 2016

This, in turn, was supported by capacity
enhancement derived from continued expansion
of its network. During the year, AirAsia Thailand
launched a new hub – Hat Yai – and introduced
BUSINESS REVIEW
In 2017, the airline is set to receive another six
Airbus A320 aircraft, five of which will be A320neo.
This will go some way towards further enhancing The airline is set
our associate’s financial performance, which was to receive another

no less than 12 new routes while increasing
frequencies on flights to six popular domestic
and Indochina destinations. The new skybridges
deepen its network into three of its key markets,
namely India – by adding Kochi and Kolkata to
existing routes serving Chennai and Bengaluru;
China – with new connections to Shantou, Wuhan
and Changsha; as well as Indochina – with new
skybridges to Luang Prabang, Vientiane and Siem
Reap. From its new base in Hat Yai, meanwhile,
AirAsia Thailand has launched flights to Khon
Kaen, Chiang Rai and Kuala Lumpur. Another new
domestic route links Chiang Mai with Khon Kaen.
A key highlight of the year for AirAsia Thailand
was delivery of its first Airbus A320neo aircraft
in the fourth quarter. The A320neo, powered
by CFM International LEAP-1A engines, is one
of the most energy-efficient single-aisle aircraft
available which carries the promise of reducing
fuel consumption by 15% while boosting capacity
from 180 seats to 186 seats.
SIX
already very encouraging in 2016. For the year,
AirAsia Thailand recorded a 10% increase in
revenue from THB29.59 billion to THB32.47 billion
while profit surged by an impressive 71% from Airbus A320 aircraft,
THB1.99 billion to THB3.41 billion.
five of which will be
The Thai Government is targeting to attract 35 million A320neo aircraft
visitors in 2017, up from 32.6 million in 2016, and
has announced various visa relaxation measures
towards this end. Given the country’s track record, In other words, the year
we have no doubt this goal is well within reach, with
2017 is looking bright
AirAsia Thailand both contributing to and benefitting
from it. As it is, our associate’s 920 weekly flights for AirAsia Thailand.
contribute to 40% of passenger movement in Don Our Allstars in Thailand
Mueang International Airport, which emerged as the
busiest LCC terminal in the world in 2016.
certainly have much to
smile about, and so too
will millions of Asians
who will get to make
their travel dreams come
true.

AIRASIA THAILAND

AirAsia Berhad
Annual Report 2016 109
 BUSINESS REVIEW

TOTAL
PASSENGERS
CARRIED
in 2016

6.5 MILLION

AirAsia
NUMBER OF
ALLSTARS

Indonesia 1,792
B U S I N E SS R E V I E W TOTAL FLEET

22
NETWORK

A320
27 5 - 4 16 5
ROUTES UNIQUE NEW HUBS DESTINATIONS COUNTRIES
ROUTES ROUTES
IN 2016

MARKET SHARE
LOAD FACTOR
2% DOMESTIC

27%

84
INTERNATIONAL
%

8
%

TOTAL

NOTES:
1. NUMBER OF PASSENGERS CARRIED, LOAD FACTOR, NUMBER OF ALLSTARS, NETWORK, TOTAL FLEET ARE AS
AT 31 DECEMBER 2016.
2. SOURCE OF MARKET SHARE: PAXIS, BASED ON NUMBER OF PASSENGERS, JANUARY TO DECEMBER 2016.
MARKET SHARE REFERS TO AIRASIA GROUP’S MARKET SHARE IN INDONESIA.

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 BUSINESS REVIEW
I N T E R N AT I O N A L R O U T E S

AIRASIA INDONESIA
D O M E ST I C R O U T E S

Hub s I n I n d o n e s i a

Soekarno-Hatta International Airport, Jakarta

Ngurah Rai International Airport, Bali

Juanda International Airport, Surabaya

Kualanamu International Airport, Medan

International Route
Domestic Route

AirAsia Berhad
Annual Report 2016 111
 BUSINESS REVIEW

AIRASIA INDONESIA:

MAKING
DREAMS
COME T RUE
After nine years of piloting with our associate
AirAsia Indonesia, in July 2014 Monika
Anggreini’s long cherished dream finally came
true: she was promoted to a Captain.

Since then, as she narrates in her book Monika’s

Iron Bird launched in November 2016, she has felt
AIRASIA INDONESIA

truly fulfilled – knowing that in a traditionally male-

dominated domain her gender has been no barrier to

TWO
being recognised for her skills and experience. AirAsia
Indonesia not only gave Monika the opportunity to
realise her dreams, it also sponsored her book to
motivate more young girls to pursue their ambitions,
flying related or otherwise.
Airbus A320 aircraft
84%
increase in passenger load
for growth in 2017
The year 2016 did much more than mark the
realisation of Captain Anggreini’s dream. It was also a
dream year for our associate airline.

Intensifying a turnaround programme it had embarked

on in 2015 – with more comprehensive route and
capacity rationalisation – AirAsia Indonesia saw
its sales pick up, load factor improve and, most
importantly, its profit margin transiting into the black.
From making an operating loss of IDR728.0 billion
in 2015, it achieved an impressive profit of IDR118.0
billion for the year. Although the number of guests
flown, hence also revenue, decreased as a result of
32% reduced capacity, its passenger load increased
10 percentage points to 84%, contributing to a 5%
growth in revenue per available seat kilometre (RASK)
to IDR476.67, and 11% drop in cost per available seat
kilometre (CASK) to IDR477.63.

As part of the route rationalisation, four domestic

routes were removed: Surabaya – Bali, Surabaya
– Bandung, Bandung – Pekanbaru, and Surabaya
– Bangkok. But no aircraft was allowed to stand idle.
Excess capacity from these disbanded routes was
farmed out under wet leases or for use in operating
charter flights. This helped AirAsia Indonesia increase
its aircraft utilisation during the year, from 11.0 hours a
day in 2015 to 12.5 hours.

112 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
Complementing its
turnaround strategies,
AirAsia Indonesia stood
to benefit from reduced
fuel prices during the
year and a strengthening
of the Rupiah, which
averaged IDR13,330
against the US Dollar as
compared to an average
of IDR13,466 to the
Dollar in 2015. These
contributed significantly
to lowering its operating
costs, about 70% of
which are in USD.

This ambition supports and is supported by the At the same time, it is confident of being able to
government’s own aspiration of further growing the cater to, and drive, increasing wanderlust among
tourism industry. In 2016, the Ministry of Tourism Indonesians. Along with a fast-expanding middle

AIRASIA INDONESIA
launched a large-scale Wonderful Indonesia campaign class, more and more locals are seeking to travel the
as part of a build-up towards attracting 20 million world and, true to its promise of ‘We’ll Take You There’,
tourists by 2019. The idea is to develop 10 ‘new Balis’, AirAsia Indonesia is determined to help them do so.
namely destinations with as much international appeal
as Indonesia’s world-famous island – with the chosen Buoyed by its very encouraging performance, AirAsia
10 being Danau Toba, Labuan Bajo, Tanjung Lesung, Indonesia will continue to strengthen its processes
Tanjung Kelayang, Thousand Islands, Borobudur, Bromo – always with a keen eye on safety – and optimise
Tengger Semeru, Mandalika, Morotai and Wakatobi. commercial opportunities on existing routes while
selectively expanding its fleet to serve new, exciting
AirAsia Indonesia has signed a memorandum of destinations. It is set to receive two aircraft in 2017
understanding (MOU) with the ministry to collaborate which will ensure it has the capacity to support its
Since its establishment in 2004, AirAsia Indonesia on joint Wonderful Indonesia marketing efforts and envisioned expansion.
has become the airline of choice among international promotions, as well as to carry out a market survey to
tourists to the country. To further strengthen its determine the best strategies to develop the 10 chosen
international stronghold, our associate has been tourist hot spots.
developing Fly-Thru services at the Kuala Lumpur,
Jakarta and Bali hubs. Already, it contributes a
significant volume of passenger traffic into and out
of Kuala Lumpur, a point recognised by Malaysia
Airport Holdings Berhad (MAHB), which named
AirAsia Indonesia the Foreign Airline of the Year in
the Passenger category at the KLIA Awards 2015.
Going forward, our associate aims to leverage
Indonesia’s upgrade to Category 1 by the US’
Federal Aviation Administration (FAA), by launching
routes to markets it (and other Indonesian carriers)
was previously denied entry to, such as India and
China. This forms part of a broader plan to create
skybridges connecting Indonesia with North and
South Asia. We believe 2016 marked a turning point for
our associate. Now, having cleaned its slate
and built a strong financial base, it is ready to
make more dreams come true.

AirAsia Berhad
Annual Report 2016 113
 BUSINESS REVIEW

TOTAL
PASSENGERS
CARRIED
in 2016

4.0 MILLION

AirAsia
NUMBER OF
ALLSTARS

Philippines 1,278
B U S I N E SS R E V I E W TOTAL FLEET

14
NETWORK

A320
20 1 5 3 17 6
ROUTES UNIQUE NEW HUBS DESTINATIONS COUNTRIES
ROUTE ROUTES
IN 2016

MARKET SHARE
LOAD FACTOR
13% DOMESTIC

8%

87
INTERNATIONAL
%

11
%

TOTAL

NOTES:
1. NUMBER OF PASSENGERS CARRIED, LOAD FACTOR, NUMBER OF ALLSTARS, NETWORK, TOTAL FLEET ARE AS
AT 31 DECEMBER 2016.
2. SOURCE OF MARKET SHARE: PAXIS, BASED ON NUMBER OF PASSENGERS, JANUARY TO DECEMBER 2016.
MARKET SHARE REFERS TO AIRASIA GROUP’S MARKET SHARE IN THE PHILIPPINES.

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 BUSINESS REVIEW
I N T E R N AT I O N A L & D O M E ST I C R O U T E S

AIRASIA PHILIPPINES

Hubs I n P h i l i pp i n e s

Ninoy Aquino International Airport, Manila

Mactan Cebu International Airport

Kalibo International Airport

International Route
Domestic Route

AirAsia Berhad
Annual Report 2016 115
 BUSINESS REVIEW

AIRASIA PHILIPPINES:

T RULY A LOCAL
HEROES’ AIRLINE
Since it took to the skies in 2012, our associate in the Philippines has been championing
all things local – from communities to culture, food and music as well as sights,
events and, of course, destinations. It has become a partner to numerous provincial
governments and tourism councils to bring in more visitors to Palawan, Tacloban, Bohol
and Kalibo.
AIRASIA PHILIPPINES

It is officially the airline partner of major Philippine

festivals including the mother of them all, Ati-Atihan in
Kalibo. It promotes locally-made handicraft and other
items among its duty-free offerings, recently adding
to the list a solar-powered lamp that promises to bring
light to villages without electricity (and pledging to
donate 10% of sales to impoverished communities
affected by typhoons and other natural calamities).

116 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
Adding

FIVE
additional Airbus A320
aircraft to its fleet in 2017

AIRASIA PHILIPPINES

AirAsia Berhad
Annual Report 2016 117
 BUSINESS REVIEW

TOTAL
PASSENGERS
CARRIED
in 2016

2.5 MILLION

AirAsiaIndia
NUMBER OF
ALLSTARS

751
B U S I N E SS R E V I E W TOTAL FLEET

8
NETWORK

A320
15 - 4 2 11 1
ROUTES UNIQUE NEW HUBS DESTINATIONS COUNTRY
ROUTES ROUTES
IN 2016

MARKET SHARE
LOAD FACTOR
3% DOMESTIC

10%

86
INTERNATIONAL
%

4
%

TOTAL

NOTES:
1. NUMBER OF PASSENGERS CARRIED, LOAD FACTOR, NUMBER OF ALLSTARS, NETWORK, TOTAL FLEET ARE AS
AT 31 DECEMBER 2016.
2. SOURCE OF MARKET SHARE: PAXIS, BASED ON NUMBER OF PASSENGERS, JANUARY TO DECEMBER 2016.
MARKET SHARE REFERS TO AIRASIA GROUP’S MARKET SHARE IN INDIA.

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 BUSINESS REVIEW
D O M E ST I C R O U T E S

AIRASIA INDIA

H u bHs u Ib ns PI nh i Il ni pd pi ai n e s

Ninoy Aquino Int.

Kempegowda International
Airport, Manila
Airport, Bengaluru

Mactan
Indira Gandhi
Cebu Int.
International
Airport Airport, New Delhi

Kalibo Int. Airport

Domestic Route
International Route
Domestic Route

AirAsia Berhad
Annual Report 2016 119
 BUSINESS REVIEW

AIRASIA INDIA:

TAKING EFFORT LESSLY

TO THE SKIES
It has been an exciting and challenging year for AirAsia India which got to
celebrate its second anniversary with an inspiring performance amid intensifying
competition.
AIRASIA INDIA

Improving steadily throughout the 12 months, its results something not offered by most other local low-cost
reached record levels in December, allowing the carriers (LCCs), and have commented on the variety AirAsia India
associate to achieve its first positive profit before tax. as well as quality of the offerings. Based on this,
expects delivery of

Its full-year results, too, were extremely encouraging,
seeing a 59% increase in total revenue to INR8.25
billion along with 68% growth in number of guests
carried to 2.5 million, and a five percentage point rise
in passenger load to 86%.
Expanding its footprint within the sub-continent, our
associate added a new station – Hyderabad, capital
SIX
AirAsia India created a first in the country by making
its signature dishes such as Purani Dilli Ke Raseeli
Rajma with Jeera Rice, Masala Omelette with Chicken
Nuggets and Parsley Potato, and Exotic Mexican
Vegetable Steak with Mushroom Cream Sauce new Airbus A320 in 2017
available even on ground, taking them to people
on the streets of Bengaluru and New Delhi via food
trucks.

59%
of the southern state of Telangana – from which it
launched new routes to Goa, Bengaluru and Kochi.
It also created a new skybridge from Bengaluru to
Guwahati, commonly referred to as the gateway to the
country’s northeast. These new routes helped AirAsia
increase in
India increase its domestic aviation market share from total revenue
1.7% in 2015 to 2.8%. To be able to serve its more
extensive network, it took delivery of two Airbus A320
aircraft in September and October, bringing its total

68%
fleet to eight aircraft.

In true AirAsia style, our associate also continued to

enhance its service delivery, introducing self-service
check-in facilities at Kempegowda International growth in number of guests
Airport Bengaluru and revamping its inflight menu.
Guests truly appreciate the hot meals served on board, carried to 2.5 million

120 AirAsia Berhad

Annual Report 2016

Operationally, the team has spared no effort to
maintain a high level of on-time performance (OTP),
which came to the fore in December 2016, when
Bengaluru was enveloped in a thick blanket of fog.
Amid the flight cancellations and delays, AirAsia India
recorded the highest OTP among all airlines operating
out of this hub, including full-service carriers.
Quality service, affordable fares as well as the fact
that AirAsia India is one of the few local LCCs to
reward guests with a full-fledged loyalty programme,
have helped our associate to differentiate itself in
an increasingly crowded aviation space. Guests
regularly channel positive feedback on their travel
experience with our associate, as reflected in its Net
Promoter Score (NPS) which measures the likelihood
of a traveller recommending an airline to others. For
the fourth quarter of the year, AirAsia India’s NPS of
42.8% was the highest among all airlines within the
AirAsia Group.
Going forward, competition within the aviation
industry in India looks set to keep increasing, with
between 60-65 aircraft being added to the market
from 2017 to 2018. At the same time, domestic tourism
is booming. According to CAPA, domestic traffic has
grown by more than 20% over the last three years with
carriers flying close to 100 million passengers in 2016.
And the number is expected to increase by another
25% to cross 130 million in the financial years 2017-
18. AirAsia India is determined to tap into this growing
market by playing up is unique defining qualities and
ensuring it continues to offer guests the lowest possible
fares.
Already, it has one of the best unit costs among its
peers, and the management is intent on leveraging
optimally on technology and automation to derive
even greater cost savings. This is to be complemented
by revenue growth via more efficient ancillary sales
and inventory management. Taking a cue from
AirAsia’s experience, it will also seek to develop route
dominance by keeping its hubs and sectors tight while
enhancing its route frequencies.
BUSINESS REVIEW
In anticipation of continuing growth, AirAsia India
expects delivery of six new aircraft in 2017 bringing its
total to 14, with another six estimated to be delivered
in the following year so it achieves the ‘golden
number’ of 20 by 2018.
This would satisfy
the government’s
requirement that local
carriers have at least 20
aircraft before they can
offer international routes.
With 20 aircraft in its portfolio, our associate’s
horizons will immediately broaden to encompass a
whole new vista of overseas destinations within the
region. That would mark a new chapter in its unfolding
story, one we look forward to reporting on.

AIRASIA INDIA

AirAsia Berhad
Annual Report 2016 121
 BUSINESS REVIEW

AIRASIA X: AirAsia X Berhad (AirAsia X) saw its revenue increase

FOUNDAT ION
31% year-on-year to RM4.01 billion; the number
of guests carried grow 30% to 4.7 million; revenue
passenger kilometre (RPK) increase 32.1% to 23.2
billion while cost per available seat kilometre (CASK)
reduce 11.9% to US3.11 cents.

LAID FOR
Most significantly, and a real cause of celebration,
it recorded its first full-year profit of RM210.3 million
since going public in 2013.

Key among the initiatives undertaken to enhance

A BETTER
its performance was to work more closely with
AirAsia Group, merging certain functions in order
to optimise manpower and reduce redundancies in
both organisations. AirAsia X Group also managed to
significantly lower its costs by renegotiating a number

TOMORROW
of ground handling contracts, and engaging in various
operational as well as strategic manoeuvres to achieve
greater fuel efficiencies. The latter included the one-
engine taxi-in, tankering opportunities, and measures
to minimise its aircraft weight.

While in 2015 a key focus was to reduce its capacity,

It has been a commendable year for our sister long-
haul airline, AirAsia X Group. Having embarked on an
extensive turnaround plan at end 2014, efforts to create
greater efficiencies, increase revenue and cut costs truly
came together to produce some excellent results.
AIRASIA X
in 2016 – spurred by a more rational market – it
launched a new route to Auckland; resumed the New
Delhi, Tehran and Chongqing routes (the last of which
had been transferred to AirAsia temporarily); and
increased the frequency of flights to eight destinations
in its core markets, namely North Asia and Australia.
Various fun promotions and campaigns were run in
conjunction with the frequency increases, such as
#XcitingSydney in which AirAsia X partnered with

international food artist Samantha Lee to connect her

Instagram followers and the wider audience to the
gastronomic delights that Sydney, and New South
Wales more generally, has to offer.

Revenue increased Number of guests These efforts were well received, leading to a four

31%
percentage point increase in passenger load factor
carried grew for the year to 79%, and were supplemented by

30%
enhanced ancillary performance by 35% year-on-
year to RM642.7 million, mainly due to baggage
year-on-year to fees, seat fees, inflight meals and Fly-Thru connecting
fees.
RM4.01 billion to 4.7 million
Fly-Thru (enabling guests to make seamless
connections within the AirAsia Group network)
contributed to 31.6% of AirAsia X’s traffic during
the year. Meanwhile, a new ancillary offering was
introduced in September – the Premium Red Lounge –
providing guests a comfortable space to relax or get
some work done before continuing on their journey.
While being complimentary for Premium Flatbed and
Premium Flex guests, others can enjoy the facility at
only RM79 each.

122 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
TOTAL NUMBER TOTAL
PASSENGERS OF ALLSTARS FLEET

4.7 2,651 30
CARRIED
in 2016

A330-
million 300

NETWORK

28 8 5 3 24 11
ROUTES UNIQUE NEW HUBS DESTINATIONS COUNTRIES
ROUTES ROUTES
IN 2016

AirAsia X’s associate in Thailand, AirAsia X Thailand,

also performed well, considering the restriction on LOAD FACTOR NO. OF SCHEDULED
FLIGHTS A WEEK

166
all national carriers from route expansion to certain
countries following a downgrade by the International
Civil Aviation Organization (ICAO) in June 2015. The
Thai associate carried 48.9% more guests in 2016

79
(1.37 million) compared to 2015 (0.92 million), and
saw a seven percentage point increase in passenger
load factor to 84%. There are, moreover, indications
that ICAO’s red flag may be lifted in the near future
%
as Thailand’s Department of Civil Aviation has taken
positive steps to rectify existing regulatory gaps and is NOTE:
calling for a fresh audit by ICAO before year end. NUMBER OF PASSENGERS CARRIED, LOAD

AIRASIA X
FACTOR, NUMBER OF ALLSTARS, NETWORK,
In Indonesia, meanwhile, a decision has been made TOTAL FLEET ARE AS AT 31 DECEMBER 2016.
to temporarily suspend operations due to ongoing
regulatory issues. However, there are plans for AirAsia
X Indonesia to consolidate its operations with AirAsia
Indonesia, using the current lull to restructure its
network as well as operational efficiencies before the AIRAS IA X HUBS
long-haul operations resume.
Kuala Lumpur International Airport Shenyang
Beijing
As we enter the year 2017, prospects for AirAsia X Don Mueang International Airport, Bangkok KOREA
look promising. In February, our long-haul affiliate Ngurah Rai International Airport, Bali
announced flights to Honolulu, Hawaii. This route, to Seoul

commence in June, was made possible by approval AirAsia X Route Busan

from the US Federal Aviation Administration (FAA) to AirAsia X Thailand Route Shanghai
Xi’an JAPAN
fly into the US, making it the only low-cost carrier in AirAsia X Indonesia Route Chengdu Hangzhou
Sapporo

Wuhan
Asean with this privilege, and one that AirAsia X will Tokyo

certainly leverage on. Although AirAsia X will continue CHINA Osaka (Kansai)

to strengthen its market leadership in North Asia and Taipei

Chongqing
Australia, with the delivery of the more fuel-efficient HAWAII
NEPAL TAIWAN
Airbus A330neo aircraft beginning from 2018 and Honolulu
Kathmandu
the FAA approval, destinations even farther away will
become feasible.
INDIA
Meanwhile, it will continue to look for ways to THAILAND AUSTRALIA
enhance its revenue and keep its CASK low, so it New Delhi Bangkok
maintains its position as the lowest unit cost long-haul
Gold Coast
airline in the world. Word has it that guests can look
Sydney
forward to some more exciting inflight entertainment – SAUDI ARABIA Perth Melbourne
now being rebranded as Xcite Inflight Entertainment – Medina NEW ZEALAND
boasting more content such as movies and magazines Jeddah MALAYSIA
Auckland
which will also be made available on more flights Kuala Lumpur

across the Group.

IRAN
So, more destinations and infinitely better
entertainment at the best rates in the world. Our sister Tehran
long-haul affiliate is certainly going all out to cater for
Xtra special Xtra long journeys.

AirAsia Berhad
Annual Report 2016 123
124
125
 B R A N
BUSINESS REVIEW

IF SOMETHING
INNOVATIVE CAN BE
DONE, WE’RE PROBABLY
THE FIRST TO DO IT.

126 AirAsia Berhad

Annual Report 2016
D I N G

BUSINESS REVIEW
There can be no doubt
we are a ‘cool, bold and
innovative’ airline.
Yet, it takes creative juices to keep reinforcing
our brand image over the last 15 years. And that
function is capably undertaken by a 30-strong team
led by Rudy Khaw. We get them to talk about how
they’ve helped to maintain, indeed build, such a

BRANDING
strong brand.

AirAsia Berhad
Annual Report 2016 127
 ANCILL ARY
BUSINESS REVIEW

COFFEE, TEA
OR PERHAPS
DUTYFREE?
“Coffee, sir? Tea?” is perhaps the most clichéd line
that can be delivered by cabin crew. All airlines
serve coffee and tea. It has become de rigueur
on flights. Yet, how many travellers can say in all
honesty that they enjoy their hot beverages on
board a plane? We would venture to say, not so
many – with the exception of our guests.

Any coffee aficionado

would be delighted to know
we offer real, freshly brewed
coffee and tea on almost
all our flights.
Not only are they made from quality beans and
tea leaves, but these beans and leaves have been
prepared to produce beverages that taste great when
cruising at 35,000ft above ground. The fact is, our sense
of taste is dulled at high altitudes, and it takes more than
an ordinary cup of Joe to hit the spot while flying. Which
is why in 2013 we partnered with budding coffee business
T&Co to develop coffee and tea blends specifically for
flights. Not only that, as a responsible Asean airline, we
have begun sourcing the beans and leaves
for our beverages from the region.

128 AirAsia Berhad

Annual Report 2016

Of course, we do not aim to please only with our coffee and tea. We pay as much
attention to the taste and quality of the variety of Asean food served to guests. Today,
in fact, some of our staples like Pak Nasser’s Nasi Lemak and Kamal’s Mee Goreng
Mamak have acquired such cult-like status that unless guests pre-order, they are not
likely to be able to get these dishes on board – they sell out that quickly.
A great deal of thought and effort goes into our inflight food and beverage because it
forms an important part of our ancillary income, ie income from all the extras guests can
ask for to make their every flight an experience to remember. And we were extremely
proud to see our efforts validated in April 2016, when Santan (our inflight menu) and
Barista in the Sky (coffee and tea service) were shortlisted for Catering Innovation of the
Year at the 2016 Onboard Hospitality Awards, with the Barista service making it as a
Top 3 finalist. Onboard Hospitality (OBH) is a leading magazine covering airline, rail
and cruise hospitality worldwide, and AirAsia was the only low-cost carrier in the world
to be shortlisted as an award finalist.
To ensure more guests get to enjoy our food and beverage (F&B) innovations, during the
year we offered incredible value-for-money Santan Combo Meals at only RM10 when
pre-booked online. The idea was to build volume in sales to reduce our cost per unit. The
strategy worked; in 2016 F&B earned RM87.02 million in revenue for AirAsia, marking
an increase of 10% compared to 2015. This makes up 7% of our total ancillary revenue
of RM1.26 billion.
Efforts to grow our ancillary revenue have produced results, both in absolute terms as
well as spend per guest. In 2016, our ancillary revenue was 10% higher than in 2015,
while revenue per guest increased 1% to RM47.68.
We do not depend only on the obvious for ancillary income. Over the years, we have
introduced a number of new services that we believe would enhance our guests’ travel
experience. Some of these, such as inflight wifi, have been firsts among Malaysian
airlines. We introduced ROKKI, our self-developed inflight entertainment and
connectivity (IFEC) platform, in 2014, and have been steadily increasing its offerings
as well as making it more widely available across the Group. Starting off with just chat,
ROKKI now enables access to movies, music, magazine articles and games on 42
aircraft. Revenue from ROKKI increased 270% year-on-year to RM503,000, and will
keep growing as we gradually expand the service to all Group aircraft, as well as make
it a pre-book option. In addition, we hope to develop new streams of revenue from
ROKKI by tapping into online shopping and advertising.
We are also pleased with the take-up of the value packs launched in January 2016,
in which we have bundled together baggage, meals and standard seat selection at
attractive rates. Every month during the year more guests opted for this value bundle,
which we will further promote through strategic marketing.
BUSINESS REVIEW
ANCILLARY
In 2016 F&B earned Currently, the take-up rate of ancillary services overall
stands at 20%-30%, leaving much room for growth. We
RM87.02 million in intend to tap into this potential through more effective
revenue for AirAsia, data analysis and mining. By collating all relevant guest
data onto one platform, we will be able to discover
marking an increase of trends that would help us personalise our promotions.
10% compared to 2015.
Among the areas we will be focusing on is duty-free,
This makes up 7% of our which went online in 2015. During the year, we invested
total ancillary revenue of considerable resources in building our duty-free
platform, both inflight as well as online. We upgraded
RM1.26 billion. our e-commerce infrastructure to drive a seamless
user experience, and channelled more traffic onto
bigdutyfree.com through attractive pre-book pricing
and a revamped catalogue. Further enhancing duty-
free, plans are in the pipeline to increase the range of
items available for purchase, as well as to target these
more effectively at guests taking into account their
individual interests and profiles. We have an advantage
over airports in that we know our guests and are able
to target specific products to them based on past
behaviour. With online duty-free, moreover, guests will
have the same choice of products no matter where they
travel, even if it is between second-tier cities, whereas
small airports offer only limited duty-free choice, if at
all.
We will also keep looking for new and better ways to
increase our revenue from baggage; launch a second
round of F&B service on flights that are longer than three
hours; install T&Co coffee carts on our aircraft to reduce
the serving time to 30 seconds per cup; and encourage
guests to pre-book meals at various interfaces. There is
Revenue from ROKKI much scope to be the McDonald’s or Starbucks of the
skies; and to put more smiles on the faces of our guests
increased 270% year- with affordable, high-quality offerings. And you can be
on-year to RM503,000, sure, when our cabin crew go round with their carts on
flights, they won’t just ask if you would like coffee or tea
and will keep growing (as fantastic as these will be). There will be a litany of
as we gradually expand other great offerings for you to choose from, ensuring
we truly are a great way for you to fly.
the service to all Group
aircraft.
AirAsia Berhad
Annual Report 2016 129
 SOCIAL MEDIA
BUSINESS REVIEW

IN HOW MANY
WAYS CAN I LIKE THEE?
He’s a rapper. He’s a poet.
He can compose a pantun
on his feet (actually in his
seat), and regularly regales
our guests with this feat. He
is none other than Captain
Shaha, also known as Captain
Shakespeare, a very talented
AirAsia pilot whose rhymes
– in Bahasa and English
– delivered in an American
accent (as he spent his most
impressionable years growing
up in the US), have gone
viral.

130 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
helped to connect us in a meaningful way with our
guests, demonstrating we are not just an airline – we
are a group of very real people, with many of the
same likes, dislikes and interests as our guests, and a
genuine desire to share these with them.

We were one of the first corporations in the region

to adopt social media in a big way, driven by the
desire to humanise the airline and form more personal
bonds with our guests. Social media enables us to
take the process of democratising travel a step further,
dissolving the barriers between us and our guests to
form one large AirAsia community in which we all
share our love for travel, music, sports, food, anything
at all.

We treat our fans as we would our friends, dishing

out useful information (and sometimes also snippets
of trivia!) that would be of interest to them. Often, this
is related to AirAsia, such as our free seats promos
and other campaigns, at other times it may not. Many
among our leadership team are avid social media
users too and post about anything that makes an
impression on them which they would like to share.

Social media also represents an extremely effective

platform for our guests to provide us with feedback.
When they like something or someone related to
AirAsia, they inform us. Similarly, if they ever have a
bad experience, we get to hear about it too. And we
truly value such feedback, both positive and negative,
as it provides us with greater insight into what works
and what does not. For our Allstars, feedback from
guests can be an even stronger incentive than our
annual appraisals, as it comes from the people who

SOCIAL MEDIA
are directly impacted by the way we carry out our
responsibilities.

To show fans how much we treasure their feedback,

when we hit two million followers on our AirAsia
Twitter account in March 2016, we made a YouTube
video in which our CEO, Aireen Omar, and Allstars
from different departments read out tweets related to
them, and provided short, mostly fun responses. Most
of our communication via social media is light-hearted
and entertaining, reflecting our zest for life. But we
are not just about having a good time. Many people
around us give so generously from their hearts, and
we like to show our appreciation to them too. So,
in conjunction with Father’s Day, we ran a short but
poignant video on the special bond a girl has with
her supportive father, ending with her becoming an
AirAsia cabin crew and thanking her father for all he
has done.

Our efforts to connect with guests and friends have

seen our social media fan base grow steadily over
the years. In 2016 alone, it grew by almost 13 million
over all channels across all markets to hit a total
of nearly 50 million fans. Although marketing and
business objectives truly are secondary when it comes
to social media, we are no doubt pleased to see how
We were one our growing presence has also translated into flight
bookings, with organic social media contributing to 14
of the first million unique flight searches on airasia.com during
the year.
corporations Reflecting the value we place on social media, this
in the region to year we are setting up a new social media hub in the
Philippines as part of efforts to connect better with our
adopt social regional fans. In fact, we have a more ambitious goal.
As we become a more integrated One AirAsia, we
media in a big And how did we discover our very own in-house bard? Through Twitter. A large would like to be able to connect the people of Asean
number of guests who had flown on flights captained by Shaha tweeted about
way, driven by the almost surreal experience of being addressed by a captain in sonnets, or their
with each other too. We believe social media will be
a great tool for this, and will be looking at how we
equivalent. Almost all have asked to be flown by Capt Shaha on their next AirAsia
the desire to flights. Although we cannot fulfill such requests, we have been happy to bring
can create a more cohesive Asean community through
online and on-ground engagement. Ultimately, we
humanise the our rhyming captain into the public’s eye by letting him front our Eid campaign,
and more. He definitely was our social media sensation of the year, and greatly
would like all our guests not just to like AirAsia but also
the region that we call home.
airline.
AirAsia Berhad
Annual Report 2016 131
 ADJACENCY
BUSINESS REVIEW

BUSINESSES

MONETISING OUR
SPIN-OFFS
Over the years, we have built a considerable portfolio of partnerships
– some with global leaders in their areas of expertise, others with local
entrepreneurs and intrepid start-ups – all with a single purpose: to
leverage on our assets and resources to create additional sources of
revenue for the Group. As these businesses have grown, we have made
a strategic decision to monetise them by selling major shareholdings to
third-party investors. The process began with divesting half of our initial
equity in AirAsia Expedia joint venture in February 2015, leaving us with a
25% stake in the online travel agency, and enabling us to record a gain of
RM320.5 million in the first quarter of 2015.

132 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
ASIA AVIATION CAPITAL LIMITED Over the next five years, AACL’s
portfolio is expected to more than
Currently, the company closest to being divested is our double with the potential addition of
up to 102 A320neo and A321neo
wholly-owned leasing house, Asia Aviation Capital aircraft obtained at competitive terms
given our long and strong relationship
Limited (AACL). Though it is one of our newest adjacency with Airbus and GE. This would make
the company the third largest aircraft
businesses, AACL has made exceptional progress since lessor headquartered in Asia-Pacific.
being set up in September 2014. AACL will also be able to diversify
its business into spare engine leasing
and bundle competitively priced
Together with its wholly owned subsidiary, maintenance programmes as part of its
Asia Aviation Capital Limited, it currently has service offerings.
eight employees on its payroll. AACL has 63
aircraft on lease to our associates within the AACL has a clearly outlined strategy
AirAsia Group as well as a third-party airline, for growth which encompasses
and is in the process of purchasing another diversifying the company’s credit
38 aircraft from us. Once this is completed, and asset risks. It seeks to be actively
by mid-2017, AACL will have a commendable involved in aircraft trading and
portfolio of 74 A320 aircraft with an average purchasing in the secondary market
age of 4.9 years and average remaining lease with other lessors, while bidding in the
tenure of 8.6 years. sale and leaseback market from other
airlines. Our continued involvement in
Led by a strong management team with AACL would safeguard its access to
mixed experience of the airlines and leasing our keenly-priced order book, as well
industries, AACL is set to make the transition as maintain the platform’s role as the
from being a captive lessor to our Group into captive lessor for the AirAsia Group.
a full-fledged global leasing company. Its
dual-base operations in the Federal Territory During the year, the managements of
of Labuan, Malaysia, and Singapore positions AirAsia and AACL spent considerable
the company well to cater to the fast-growing time in discussions with potential
Asia-Pacific aviation market, which is expected investors and are confident of
to account for 41% of the world’s total new

ADJACENCY BUSINESSES
completing the process of a full or
aircraft deliveries from 2016-20351. partial take-over by mid-2017.
1
According to the Airbus Global Market Forecast, 2016-2035

ASIAN AVIATION CENTRE

OF EXCELLENCE SDN BHD
The Asian Aviation Centre of Excellence Sdn Bhd REVENUE
(AACE), which fulfils our pilot and cabin crew training
needs, continues to perform well. Driven mainly by ACHIEVED
RM130.7
pilot training, it exceeded both its top and bottom line
targets, achieving RM130.7 million in revenue (target:
RM113.5 million), and RM48.6 million in net income
(target: RM33.4 million).
million
While AACE caters
primarily for the Group’s
needs, third-party
revenue is increasing and
in 2016 comprised 39.7% TARGET
of the total. RM113.5 million
This joint venture with leading Canada-based aviation
training provider CAE Inc currently operates out of a
main training centre in the KLIA Complex in Sepang; During the year, it expanded its portfolio of airline partners to provide
a hub in Seletar, Singapore; and the 50% owned type rating and recurrent training for Singapore Airlines, Pakistan
Philippine Academy for Aviation Training (PAAT) in International Airlines, Japan Airlines, Jetstar Japan, Asiana Airlines,
the Clark Special Economic Zone, near Manila in the Solaseed Air and Eagle Express. It also provided training for Indonesian
Philippines. flying school Aviaterra Dinamika. Based on increasing demand for pilot
training in the region, a fourth centre – in Vietnam – was established in
January 2017. The latest centre received its first Airbus A320 simulator
in March 2017, and expects delivery of a Boeing B787 simulator in
December, followed by that of an A350 simulator in June 2018.

AirAsia Berhad
Annual Report 2016 133
 The team also
BUSINESS REVIEW

AIRASIAEXPEDIA (AAE continued to

TRAVEL PTE LTD)
AirAsiaExpedia (AAE), our joint
venture with the world’s largest
online travel company Expedia,
celebrated its fifth anniversary
in 2016 with significant growth
under a refreshed business
strategy.
Essentially, this saw AAE restructure its 11 Brand
Expedia online travel sites into three key Asian sub-
regions – Northeast Asia, Southeast Asia and India,
and Japan – and merge its seven AirAsiaGo online
sites into one unique AirAsiaGo Asia group. Each
new business is led by its own General Manager,
who is able to focus more intently on building the
individual groupings based on their subtle yet distinctive
cultural nuances as reflected in purchasing and travel
behaviours.
ADJACENCY BUSINESSES
innovate on
Expedia’s core
value proposition
of bringing
better prices to
travellers.
While the restructuring enables more strategic planning and marketing, Expedia also continued to strengthen the
customer experience with enhancements to its technology. Its ultimate aim is to make booking a trip as simple as
possible on the AirAsiaGo and Brand Expedia sites. Globally, Brand Expedia group implemented 1,450 tests in
2016, some based on traveller insights, up from 1,375 tests in 2015. Many of these resulted in improvements for its
points of sale. One particular area that has seen significant enhancement is mobile shopping. AAE has a mobile
responsive website design and has implemented user interaction upgrades on its mobile app, such as the latest
Android Material design, to make the mobile shopping experience smoother, faster and more user-friendly.
The team also continued to innovate on Expedia’s core value proposition of offering better prices to travellers.
Delivering app-only deals and consistently good value bundled package savings through its ‘dynamic package’
product, it grew mobile room nights in Asian points of sale over 65% in the fourth quarter of 2016, with almost all
key Asian markets getting more mobile visitors than desktop visitors.
Investments into technology for a better customer experience, combined with continuous expansion of products and
value offerings, led to Expedia Asia winning the Best Online Travel Agent Consumer at the Travel Weekly Asia 2016
Readers Choice Awards; and the Best Online Travel Agency Website at the Travelmole ITB Awards 2016.

Cash’. There are also no blackout periods for redemption.

In addition, AirAsia BIG members enjoy priority access to
our sales and promotions, as well as exclusive travel deals
for hotels and tours with our partners.

Believing in continuous innovation and customer appeal,

AirAsia BIG launched its mobile app in December 2016,
making it easier and more convenient for members to
access their accounts and redeem AirAsia flights. This
also allows AirAsia BIG to engage directly and in a more
personalised manner with members.

The year 2016 saw the total number of points issued

THINK BIG
DIGITAL SDN BHD
Think BIG Digital Sdn Bhd, a joint venture established in November 2011 between
AirAsia, Tune Group and Canada-based loyalty management company Aimia Inc,
manages our award-winning AirAsia BIG Loyalty programme. In its five-year run,
AirAsia BIG has grown to have more than 10 million members with an average of over
200,000 new members signing up every month.
Part of the programme’s appeal is the ease of acceptance with which members can
earn and redeem AirAsia BIG Points. Points are given out not only from AirAsia flight
bookings, but also from using co-branded credit cards with, for example, Citibank,
Bangkok Bank and CIMB Niaga as well as spending at partner e-commerce websites
and retail outlets (eg Lazada and Paradigm Mall) or with travel partners (eg Expedia
and Agoda). To redeem, members can use as little as 500 AirAsia BIG Points during the
monthly member-exclusive Final Call Sale or choose to top up the rest with ‘BIG Points +
increase by 57%, and the total number of points
redeemed surge by 111%. AirAsia BIG also won a
number of regional awards which have helped elevate
the programme’s visibility and credibility. It made a ‘BIG’
sweep at the Loyalty and Engagement Awards 2016,
AirAsia BIG winning Gold for Loyalty Programme of the Year, Best
Regional Loyalty Marketing Campaign, Best Use of
has grown to Social Media, and Best Use of Direct Marketing. Its Final
have more Call Sale, meanwhile, won the Campaign of the Year for
Travel Co-Branded Cards and was a runner-up for Travel
than 10 million Co-Branded Card – Innovation of The Year at the Mega
members with Awards 2016.
an average of
In 2017, AirAsia BIG is gearing up for an even
over 200,000 stronger performance by targeting more than double
new members the redemptions achieved in 2016 and to increase its
overall points issuance and gross billings by more than
signing up 40%. These targets are underpinned by the revamping
every month of AirAsia’s frequent flyer programme, driving new co-
brand card partnerships with financial institutions across
Asean and North Asia, as well as enhanced mobile app
offerings.

134 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
T&CO COFFEE SDN BHD Starting with the provision of coffee and tea on AirAsia
flights, T&Co now also supplies our associates in
In June 2016, AirAsia acquired an 80% stake in
T&Co in order to better direct the company’s product
Indonesia and the Philippines. Flights serving T&Co development. We are currently crafting an Asean blend
beverages and snacks are equipped with the brand’s of coffee using beans sourced from the region, which
T&Co was a newly set- coffee carts and coffee machines, so passengers are will be launched on board later this year. We also aim
assured of fresh, quality brews. Further expanding to further enhance the inflight service with greater use of
up beverages and snacks its business, in 2014, T&Co opened a flagship café drip bags and coffee machines on top of normal food
enterprise when we entered in Mid Valley Megamall, Kuala Lumpur followed by
another two outlets at the MiCasa All Suite Hotel, off
carts. In addition, there are plans to offer take-away
options on board and to expand T&Co’s product
into a partnership with the Jalan Tun Razak in Kuala Lumpur and RedQ, our new offerings to the rest of our associate airlines by securing
headquarters. the necessary F&B approvals and certificates.
founders in 2013. The idea
was to enable us to develop
different types of coffee and
tea that would taste good on
flights, given that taste buds are
dulled at high altitudes.

ADJACENCY BUSINESSES
BIGPAY MALAYSIA SDN BHD
Bigpay Malaysia Sdn Bhd (formerly Tpaay
Asia Sdn Bhd), licensed by Bank Negara
Malaysia under the Money Services Business
Act 2011, was incorporated in 2005 to engage
in financial services for AirAsia and Tune
Group.
In 2014, it issued one of the few prepaid cards in Malaysia, riding
on a MasterCard network. Year 2016 saw a more than 30%
increase in number of cards issued compared to 2015, contributing
to about 70,000 cards currently in circulation. The company
intends to increase this number to 100,000 by end 2017, focusing
on the card’s unique differentiators and further tapping into the
travel segment through deeper integration with AirAsia.

AirAsia Berhad
Annual Report 2016 135
136
137
 AirAsia
BUSINESS REVIEW

FOUNDATION
AirAsia Foundation is the philanthropic arm of AirAsia. Established in 2012, it provides seed grants to
social enterprises in the region to help them get their projects off the ground. The Foundation receives
applications for funds and goes through each thoroughly to select a new batch of grant recipients
every year. It has to date supported the work of 14 social enterprises in seven countries: Malaysia,
Vietnam, Cambodia, Indonesia, Myanmar, the Philippines and Thailand.
In 2016, fresh funds were provided to Soksabike in Cambodia, Hla Day in Myanmar, FolkCharm in Thailand and The Basikal in Malaysia.

Soksabike, based
in Battambang,
trains local youth to
become cultural and
educational bicycle
tour guides. With the
Foundation’s funding, it will
develop new walking and cycling
trails focusing on the area’s
Buddhist history and French
colonial architecture, launch a
new marketing campaign, and
purchase more bicycle helmets
and lights for enhanced safety of
the tourists.

Hla Day, in Yangon, provides technical

and design training to artisans to help them
produce craft with modern appeal. With
AirAsia Foundation’s grant, it aims to up-skill
400 new artisans from Yangon and rural
Myanmar.

138 AirAsia Berhad

Annual Report 2016

The Basikal, in Kuala
Lumpur, sells bicycles and
offers repair services as
well as classes on bicycle
maintenance. It also supports
disadvantaged groups to find work as
bicycle mechanics. With the grant, it will
purchase more bicycle tools to be able to
train more underprivileged individuals either
to work with the social enterprise itself or to
start their own bicycle repair business.
BUSINESS REVIEW
Bangkok-based FolkCharm works
with rural weaving communities in
three villages to create wearable
fashion using organic and natural
materials. With the grant, FolkCharm will help the
rural folk develop tours to their villages thus enable
visitors to experience a traditional way of life that is
fast disappearing.
AIRASIA FOUNDATION
In addition, during the year, AirAsia Foundation organised
a trip for 30 Allstars to visit the Sumatran Orangutan
Conservation Programme (SOCP) in Medan where
Foundation grantee, APE Malaysia, is supporting
rehabilitation work with rescued apes that have been either
been held captive illegally as pets or injured by poachers
and loggers. Meanwhile, another grantee – Arkomjogja
– organised an inaugural architecture, film and arts festival at
the historic enclave of Kotagede in Yogyakarta, Indonesia, to
introduce visitors to the area’s rich cultural heritage.
AirAsia Berhad
Annual Report 2016 139
 BUSINESS REVIEW

140 AirAsia Berhad

Annual Report 2016
 BUSINESS REVIEW
SUSTAINABILITY
142 ....Sustainability Statement
143 .... Materiality Analysis
144 .... Safety & Health
146 .... Stakeholder Engagement
149 .... Talent Attraction & Retention
150 .... Operational Efficiency
151 .... Service Efficiency
152 .... Energy Consumption
& Fuel Management
154 .... Risk & Crisis Management

AirAsia Berhad
Annual Report 2016 141
 SUSTAINABILIT Y

142 AirAsia Berhad

Annual Report 2016
 SUSTAINABILIT Y

AirAsia Berhad
Annual Report 2016 141
 S U S TA I N A B I L I T Y
SUSTAINABILIT Y

STATEMENT
As the biggest airline in Asean, and
one of the biggest in Asia, we recognise
we have an immense responsibility to
our numerous stakeholders in ensuring
we operate safely, responsibly
and with integrity. This has formed the
basis of our sustainability efforts over the
years and will continue to drive our future
performance.

142 AirAsia Berhad

Annual Report 2016
 SUSTAINABILIT Y
MATERIALITY ANALYSIS • Talent Attraction & Retention
• Operational Efficiency
A materiality assessment was conducted, using a • Service Efficiency
three-phased approach to develop a materiality • Energy Consumption & Fuel Management
matrix for the company: • Risk & Crisis Management

1. Identification of materiality - desktop 3. Materiality validation - one-on-one interviews with the Chief Financial Officer (CFO) and Chief
research was conducted to determine matters Executive Officer (CEO) confirmed that the seven material matters identified through phases 1 and 2 are
that are material to the industry, inclusive key to the company’s sustainability.
of best practices. These were discussed in

interviews with the Group Head of Corporate
Development, Chief Global Affairs and
Development Officer, Group Head of
Investor Relations and Group Technical and
Efficiency Manager; as well as at focus group
sessions with 30 mid to senior management
from across AirAsia’s business units – ie
Group Strategic Planning & Fleet, People
SUSTAINABILIT Y STATEMENT
AirAsia’s Materiality Matrix
Materiality refers to issues that reflect an organisation’s most significant economic, environmental and social
impacts (x-axis), and the concern of the stakeholders (y-axis). Quadrants 1, 2 and 3 are prioritised issues to be
reported in AirAsia’s Annual Report 2016.
Transparency
Responsible Safety &
HIGH

Marketing and Service Health

Department, Communications and Safety. Communication Efficiency
CONCERN TO STAKEHOLDERS

Human Rights Stakeholder

The focus group sessions and interviews 4 3 1 Engagement
covered four main themes, namely AirAsia’s Talent Attraction Operational
understanding of sustainability; the challenges Training and Environment & Retention Efficiency
MEDIUM

and opportunities in addressing sustainability Education Management

Energy Consumption
initiatives; the company’s aspirations; and GHG Emissions
& Fuel Management
Efflents and Labour Practice/
material matters relevant to the business as Waste Management Risk & Crisis
well as key stakeholders. 7 5 Relations 2 Management

Competitive Fleet Management

2. Prioritisation of material areas - from Behaviour
the interviews and focus group sessions, it was
LOW

determined that AirAsia’s key stakeholders

are the Government (and regulators),
business partners, employees, customers and
9 8 6
investors. In addition, 17 material matters LOW MEDIUM HIGH
were highlighted. These were then plotted in a
materiality matrix according to their potential SIGNIFICANCE OF IMPACT TO BUSINESS
impact on AirAsia as well as their concern to
stakeholders. From the matrix, seven matters LEGEND:
were identified as being of high impact to
Priority Issues Economic Environment Social
AirAsia and/or to our stakeholders. These
seven areas are:
This Sustainability Statement focuses on initiatives undertaken with regard to the seven materiality matters within
• Safety & Health
Quadrants 1, 2 and 3 in the matrix. Where possible, we provide quantitative data of our performance and
• Stakeholder Engagement
outline targets as well as action plans to ensure enhanced outcomes in the future.

AirAsia Berhad
Annual Report 2016 143
 SUSTAINABILIT Y

SAFETY & HEALTH

Our Safety & Health policies are aimed principally at ensuring the well-being
of our guests and inflight crew, but also extend to cover practices on the ground
such as ramp operations.

Safety Management System (SMS)

In line with requirements of the International Civil Aviation Organization (ICAO)
and the Department of Civil Aviation Malaysia (DCAM), we have implemented
a Safety Management System (SMS) with the aim of continuously improving
our aviation safety through systematic hazard and risk management. The SMS
consists of four pillars: Safety Policy and Objectives, Safety Risk Management
(SRM), Safety Assurance (SA) and Safety Promotion.

Our Safety Policy and Objectives set the tone of management’s commitment
and responsibility to safety with clearly outlined accountabilities. To ensure our
objectives are met, we have key safety personnel who overlook the entire SMS
inclusive of our emergency response plan. SRM provides for initial identification
of hazards and assessment of risk. Organisational risk controls are developed
and rolled out to bring our risks to an acceptable level. The SA function takes
over at this point to ensure the risk controls are practised and continue to achieve
their intended objectives. The SA function also assesses the need for new controls
in order to manage change in the operating environment. Finally, to promote
a safety culture within the organisation, we continuously train and educate
our Allstars on safety processes and behaviours, and encourage constant
conversations on safety.
SUSTAINABILIT Y STATEMENT

Safety Policy Statement
Safety is a core principle of how we run our
business. We are committed to developing,
implementing, maintaining and constantly improving
strategies and processes to ensure that all our
aviation activities take place under a balanced
allocation of organisational resources. Our aim is
to achieve the highest level of safety performance
and meet national and international standards, while
delivering on our customer promise for affordable,
reliable and convenient flight services.
All levels of management and all employees are
accountable for the delivery of this highest level of
safety performance, starting with the Chief Executive
Officer (CEO).
Our commitment is to:
• Support the management of safety through the
provision of all appropriate resources that will
result in an organisational culture that fosters
safe practices, encourages effective safety
reporting and communication, and actively
manages safety with the same attention to
results as the attention to the results of the other
management systems of the organisation;
• Enforce the management of safety as a primary
responsibility of all managers and Allstars;
• Clearly define for all Allstars, managers
and employees alike, their accountabilities
and responsibilities for the delivery of the
organisation’s safety performance and the
performance of our safety management system;
• Establish and operate hazard identification and
risk management processes, including a hazard
reporting system, in order to eliminate or mitigate
the safety risks of the consequences of hazards
resulting from our operations or activities to a
point which is a as low as reasonably practicable
(ALARP);
• Ensure that no action will be taken against any
employee who discloses a safety concern through
the hazard reporting system, unless such disclosure
indicates, beyond any reasonable doubt, an
illegal act, gross negligence, or a deliberate or
wilful disregard of regulations or procedures;
• Comply with and, wherever possible, exceed,
legislative and regulatory requirements and
standards;
• Ensure that sufficient skilled and trained human
resources are available to implement safety
strategies and processes;
• Ensure that all Allstars are provided with
adequate and appropriate aviation safety
information and training hence are competent
in safety matters, and are allocated only tasks
commensurate with their skills;
• Establish and measure our safety performance
against realistic safety performance indicators
and safety performance targets;
• Continually improve our safety performance
through management processes that ensure
relevant safety action is taken and is effective;
and
• Ensure externally supplied systems and services
to support our operations are delivered
meeting our safety performance standards.
AIREEN OMAR
Chief Executive Officer

144 AirAsia Berhad

Annual Report 2016
 SUSTAINABILIT Y
SAFETY REVIEW AND ACTION MEETINGS
To ensure the Safety Management System is implemented throughout the organisation, the following safety meetings are held on a regular basis:

A B C
SAFETY REVIEW BOARD SAFETY REVIEW SAFETY ACTION GROUP
(SRB) MEETINGS MEETINGS (SRM) (SAG) MEETINGS

The SRB is a very high-level strategic committee.
Quarterly meetings are organised by Group
Safety and chaired by the Safety Board of Director
with the attendance of all Accountable Managers
(the Chief Executive Officers) and Safety Directors,
of each airline within AirAsia Group. The meetings
deal with issues in relation to policies, resource
allocation and organisational monitoring. All
Safety Performance Indicators, significant events
and security highlights are shared and discussed
at these meetings. During the year, mitigation
measures and reviews of existing processes
for continuous improvement were tabled for
standardisation among the AirAsia Group.
The SRM is chaired by the Accountable Manager
and attended by senior managers responsible for
functional areas on a monthly basis. Members of
SRM include the Director of Safety, Director of Flight
Operations, Head of Security, Head of Engineering,
Head of Ground Operations and Safety Managers.
The SRM provides input to the management process.
In general, it covers results of audits, findings from
inspections, operational feedback, changes in
regulatory policy, follow-up actions from previous
management reviews and security matters, among
others. Safety reports are discussed in detail, involving
all departments within the Group airlines.
SAG meetings are held monthly or when there
is a need to review safety-related matters such
as investigation reports, updates of policies and
procedures, among others. It is eminently tactical and
deals with implementation issues to satisfy the strategic
directives of the SRB. Members of SAG are line
managers and representatives of front line personnel.
SAG members ensure implementation of specific
activities at the ‘grassroots’ level to ensure safety risks
control in line operations.

Safety performance indicators are closely monitored

through various dedicated safety targets. The SRM
takes decisions and recommends actions to further
improve processes throughout the management
system, while ensuring safety and security
requirements and resource needs are met.

SUSTAINABILIT Y STATEMENT
On top of the above, safety issues are also highlighted during the weekly management meetings with Heads of Department, which are chaired by the CEO.

Continuous Improvement Initiatives Safety Training

We acknowledge that safety management is an ongoing process. While internally
we ensure the highest levels of safety possible by adhering to our SMS and
conducting internal safety audits, SMS audits, safety reviews, safety surveys
and safety observations, we welcome the assurance of our safety standards
via DCAM audits and surveillance programmes. DCAM performs audits on all
airlines in Malaysia to ensure compliance with ICAO’s requirements. Following
our last DCAM audit in September 2016, we were given a two-year Air Operator
Certificate (AOC) renewal, which is the maximum allowable period. This indicates
a high level of compliance with international standards.
In order to create a safety culture at AirAsia, we make it compulsory for the
identified operational personnel, supervisors, managers, senior managers and
the Accountable Manager to undergo appropriate training. The objective is to
ensure all relevant Allstars are competent to perform their SMS duties. Our Safety
Department provides initial and recurrent SMS training throughout the year, and it
is the responsibility of Heads of Department to ensure their Allstars have received
adequate SMS training. Training is also coordinated, conducted and assessed
by SMS trainers or the respective Safety Action Group members. SMS training
forms part of the induction programme for new Allstars, while recurrent training
is conducted every two years, when Allstars are updated on the latest in aviation
safety management.

AirAsia Berhad
Annual Report 2016 145
 SUSTAINABILIT Y

Food Safety & Product Quality

In 2016, we embarked on a Food Safety &
Product Quality project to define a Global Quality
Policy and to develop a Corporate Quality Chain
Management System (QCMS) for food safety and
product quality across the region, encompassing the
entire value chain from product development and
procurement, to operations and distribution. This
will help us develop the highest quality food and
beverage for inflight consumption.

We also aim for all food handling units across

our Group to be ISO 22000 (World Food Safety
Guidelines for Airline Catering) certified. Currently,
only AirAsia’s warehouse and kitchen have the
certification. To achieve this, we would need to
supplement the QCMS with:

• Monthly consumer complaint analysis

• Internal audits for full scope of quality policies
• Supplier audits and hazard analysis for any
changes in food product or process development
• Sharing of best practices within the Group

STAKEHOLDER ENGAGEMENT
SUSTAINABILIT Y STATEMENT

Different stakeholder groups, such as the public,

our Allstars, investors, the government and all of
our business partners, play an important role in our
continuing success as a low-cost airline. Accordingly,
we invest considerable resources to develop and
maintain strong relationships with these groups.

As the AirAsia Group has been expanding, the

communication of one vision and one message
across all stakeholders has become of great
importance to ensure consistency in the different
markets we operate in. Thus, in February 2017, we
established a new division, Group Global Affairs
and Development, comprising Group Corporate
Development, Group Government Affairs and Policy,
Group Investor Relations, Group Communications
and Group Branding.
Group Corporate Development and Group
Government Affairs and Policy work together to
develop an accurate and clear corporate vision
as well as strategy and messages which are
communicated to governments, international and
local institutions and regulators. They collaborate
with government entities, global organisations (eg
World Economic Forum, World Travel & Tourism
Council, ASEAN, ASEANTA), associations, think
tanks and academics to develop the most feasible
solutions for ASEAN aviation and other markets.
Such solutions address issues such as airline
ownership restrictions, and a fragmented aviation
regulatory framework, while seeking to finalise the
ASEAN Open Skies and provide the opportunity to
develop an integrated ASEAN visa as well as trusted
traveller programmes for seamless travel based on
safety and security.
Group Investor Relations, Group Communications and
Group Branding translate the above messages to their
respective stakeholders, where appropriate.
In Malaysia, the Government Relations Department
serves as the main focal point for all communication
and engagement with the government and relevant
agencies. The department contributes actively to the
development of national and international aviation
policy. Our Guest Service department oversees the
functions of all Allstars who front the airline. Contact
centres and other entities engaging with the public are
managed by the Customer Experience department.
Our Communications team is responsible for messages
broadcast to the public (such as our press releases).
It also takes the lead in community programmes that
allow us to work with the public on issues that are
meaningful to society. We have a Corporate Culture
team, part of the People department, that organises
company events, complementing the constant
interaction that takes place on a daily basis between
Allstars at all levels. Our Investor Relations (IR) team
manages our investing community. Finally, it is the
responsibility of everyone to ensure we maintain
strong, mutually respectful ties with our business
partners.
Our stakeholder engagement is guided by a high
level of corporate governance which ensures
we maintain an open, transparent and ethical
environment in our dealings with our internal and
external stakeholders.

146 AirAsia Berhad

Annual Report 2016

STAKEHOLDER WHY IT IS IMPORTANT TO TYPE OF
GROUP ENGAGE WITH THEM ENGAGEMENT
GOVERNMENT To ensure alignment of best interests of the government, Face-to-face meetings
aviation industry and the company.
Parliamentary sessions
To highlight issues and hurdles in the aviation industry for
the government to look into and raise at the international Formal meetings with government
level when needed. officials initiated by AirAsia
Tours and familiarisation visits to
AirAsia and our operating units
GUESTS Our guests are the prime reason we operate. Without Guest feedback through:
them, we would have no role to play. Online survey
Call Centres
Online submissions
Live Chat
Twitter (Ask AirAsia)
AirAsia Sales Offices
AirAsia Travel & Service Centres
THE PUBLIC/ The public is our community. Their support is important to #AirAsiaMAKNA events
COMMUNITY our brand reputation and long-term sustainability.
#Green24 events
ALLSTARS Our Allstars form the backbone of the Company. Without Open office layout promotes constant
them, we could not function. conversation
Personal announcements by leadership
Workplace by Facebook
Cultural, sports, well-being,
appreciation events
INVESTORS Investors provide us with critical funds that support our Analyst and investor briefings by senior
business operations and growth. It is important to provide management
our shareholders and the investment community clear
indication of the Company’s performance and strategy. Non-deal roadshows (NDR), investor
conferences, corporate forums
Investor meetings and conference calls
(excluding NDR and conferences)
Annual General Meetings &
Extraordinary General Meetings
Investor Relations website and app
Number of research houses covering
AirAsia Berhad
BUSINESS We depend on financing facilities from financial Financial institutions and aircraft
PARTNERS institutions and operating lessors to support our fleet investor credit roadshows
expansion. Our aim is to secure competitive, mixed
financing. Engagement with financial institutions, banks Global aviation finance conferences
and operating lessors starts a year before the anticipated
aircraft deliveries to ensure we meet our financing Face-to-face meetings, phone calls,
objectives for our large aircraft orders. workshops, seminars with banks,
aircraft operating lessors and the
We also collaborate with business partners such as Airbus manufacturers, Airbus, GE and CFM
and GE on fuel-efficiency initiatives.
Technical Support, based in RedQ
Commercial Support, with GE based in
KL and Airbus based in Singapore
SUSTAINABILIT Y
FREQUENCY/AVAILABILITY
Ad hoc
3 times in 2016
66 in 2016
25 in 2016
Sent out to the first flown guests listed in each booking number
one day after their return flight (excluding employees, travel
agents and complimentary flights)
Available across all associates. Operating hours according to
respective countries, as published on airasia.com
Available Monday-Friday, 9am-6pm according to respective
AOC
Available daily 24/7 (English only)
Available daily, 8am–8pm (English)
Location and addresses are available and updated
on airasia.com
Location and addresses are available and updated
on airasia.com
At least 15 times a year
At least 10 times a year
SUSTAINABILIT Y STATEMENT
24/7
Ad hoc
24/7
- 4 cultural celebrations in 2016
- Weekly sports events
- 11 other major events involving all Allstars in 2016
Quarterly
Please refer to the 2016 Investor Calendar, on pages 26 to 27
Please refer to the 2016 Investor Calendar, on pages 26 to 27
All formal requests for investor/ analyst meetings and
conference calls were met. A total of 55 meetings (excluding
NDRs, conferences and forums) were recorded in 2016 and
reported to senior management via daily and weekly Investor
Relations reports.
Please refer to the 2016 Investor Calendar, on pages 26 to 27
24/7
23 at the end of 2016
Twice a year to selected key markets of financial institutions
At least once every quarter
Ongoing
Daily, available 24/7
24/7
AirAsia Berhad
Annual Report 2016 147
 SUSTAINABILIT Y

HOPE FOR PATIENTS & STEPS TOWARDS A

FAMILIES WITH CANCER
Continuing with efforts made in 2015 to support the work of the
National Cancer Council Malaysia (MAKNA), in 2016 we contributed
a total of RM350,000 to the organisation by channelling 10 cents from
each flight booking made online from 15 August - 16 September 2016
as well as sponsoring the MAKNA Klimb Kinabalu 2016 expedition.
More than raise funds, our objective is to create greater conversation
on cancer so that Malaysians are more aware of the disease, and of the
help available to patients and their families. That we have been at least
partially successful was reflected in the programme receiving a Silver for
Best CSR Communications at the Marketing PR Awards 2017 on
24 March 2017. The awards recognise communication and public
relations efforts across Asean.
SUSTAINABILIT Y STATEMENT
GREENER WORLD
We believe everyone has a responsibility towards protecting the
environment, and seek to create greater awareness of climate change
issues among Allstars and the pubic via #GREEN24. Starting in
November 2015 with green efforts within our headquarters (then Red
Fort), the initiative escalated into a 24-hour wave of green initiatives
from 29-30 January during which all our global offices took on various
climate change challenges. This generated a lot of hype on social
media, with #GREEN24 trending on Twitter. Also on 30 January, we
ran a community event/marketplace in Bangsar where members of the
public were encouraged to deposit their recyclables, and pick up tips
on how to live green from environmental organisations that came ready
to share their knowledge.

OTHER ENVIRONMENTAL EFFORTS DURING THE YEAR INCLUDED:

Planting 400 seedlings and
building a rainwater harvester
in Bangsar, Kuala Lumpur
together with NGO, Free Tree
Society, in conjunction with
Earth Hour day on 19 March.
Supporting the Pattaya City Conducting a reef clean-
Council in a beach and reef up activity at Talim Bay in
clean-up in Pattaya, Thailand Batangas, the Philippines.
together with NGO Project
AWARE, established by scuba
divers focused on ocean
protection.

148 AirAsia Berhad

Annual Report 2016
 SUSTAINABILIT Y
MBA programme run by the Asia Business School, Talent Review
TALENT ATTRACTION established by Bank Negara Malaysia in partnership Every year, Heads of Department conduct a talent
review to identify higher performers and Allstars
& RETENTION with the MIT Sloan School of Management. In 2016,
who have demonstrated leadership potential. These
four scholarships were given out.
talent are then placed on a fast-track programme
We have a unique culture at AirAsia in which
that involves learning interventions that can help
everyone is treated as part of a big family. That
address any gaps they may have in their knowledge
means supporting each other but also being brutally
or skills-set to fully realise their potential. The talent
honest when need be. Because of our open office
review and subsequent development programme are
layout, the leadership team is always ‘available’ for
essential towards the creation of a high-performance
conversation with any Allstar. We have developed
organisation while also serving to strengthen our
as flat an organisational hierarchy as possible to
leadership bench.
maintain a democratic work environment in which
the opinions and contributions of everyone are
Our Employee Demographics
valued and treated with respect.
AirAsia employs 7,710 Allstars in Malaysia, a figure
that has increased 15.8% from 6,657 Allstars as
Bringing in the Right Talent
at end 2015. Of the total, 63.0% are Bumiputra
Teamwork forms part of our DNA, as are passion
and 71.5% are male. As an Asean airline, we have
and the willingness to go the extra mile to do the job
a significant number of Allstars from the major
at hand. It is not easy to find the right people who fit
Asean nations. While 93.0% of Allstars are from
the criteria of what we look for in our Allstars, hence
Malaysia, we have 87 Indonesians, 82 Filipinos, 80
much emphasis is placed on ensuring we bring on
Singaporeans, 66 Indians, 62 Chinese, 17 Thais and
board the right talent. Other than personal referrals,
smaller representations from other countries, including
we engage in various more structured platforms to
countries outside of Asean, such as Austria, Serbia
satisfy our recruitment needs.
and Hong Kong.
At the fresh graduate level, we take in outstanding
applicants who apply through normal recruitment Gender 28.5% Management Level 14.6%
channels. We also provide a four-month internship
programme, Highflyer@AirAsia, targeted at 71.5% 85.6%
those completing their undergraduate studies. This

SUSTAINABILIT Y STATEMENT
internship programme is run twice a year, each Female 2,199 Female 7
with about five interns. Those who find a good fit Male 5,511 Male 41
with AirAsia stay on as full-time Allstars. As a rule of Total 7,710 Total 48
thumb, three out of four interns stay on with us.

At the managerial level, we run a 12- to 18-month

apprenticeship, Rocketeer@AirAsia, which Nationality
exposes global talent with at least two years’ work Captain Co-Pilot
experience to different functions in the organisation.
Only one programme is run a year, with eight to 10
participants chosen based on a selection process 7,171 87 82 80
involving their participation in bottom-line impact Malaysia Indonesia Philippines Singapore 11 422 29 442
projects. Traits that we look for include adaptability, FEMALE MALE FEMALE MALE
the ability to switch between tasks and emotional 2.54% 97.46% 6.16% 93.84%
intelligence.
66 62 17 12
More recently, in line with our digitalisation
India China Thailand Austria
programme, we seek to bring on board data
analysts via our DataWarrior@AirAsia programme.
These ‘data warriors’ spend 12 months on projects Cabin Crew Senior Cabin Crew
across commercial and operations functions, and
may be offered full-time employment at the end of 11 10 112
Serbia Hong Kong Other 31
their stints. Countries

Developing our Talent 551 440 235 136

Age Group FEMALE MALE FEMALE MALE
In 2016, we launched a Leadership and International 55.60% 44.40% 63.34% 36.66%
Aviation Safety development programme with
Below 25 years
Cranfield University, a leading British postgraduate
1,550
institution. This is targeted at our operational and
commercial leaders across locations. In 2016, 27 25 to 35 years
participants took part in the programme which aims 4,234
to develop competent Heads of Department who Engineering
35 to 45 years
have a good understanding of the aviation business
1,414
as well as strong leadership qualities that can be
channelled towards developing and maintaining a 45 to 60 years
world-class airline with world-class safety standards 462 18 225
FEMALE MALE
in AirAsia. 7.41% 92.59%
Above 60 years
50
We also offer three to four scholarships a year
to our top talent to undertake the 18-month

AirAsia Berhad
Annual Report 2016 149
 SUSTAINABILIT Y

Cost Out and Avoidance (COA)

The diversity of our workforce reflects our belief in the benefits that people with different perspectives bring to the
organisation. This is something we truly embrace and would like to further strengthen. This is a collaborative framework for LeSS knowledge
transfer between AirAsia and GE Aviation to improve
We pride ourselves on being a democratic, equal opportunity employer, and recruit as well as promote based operational efficiencies and increase our cost
on individual merit. All Allstars are given the same opportunity to advance within the organisation, however those discipline. Since it was established in 2012, the COA
who demonstrate leadership potential are enabled to take on roles of greater responsibility.
programme has achieved USD17.5 million in project
savings. Among the successful COA projects carried
OPERATIONAL EFFICIENCY out during the year were:

Operational efficiency is key to maintaining high standards of service, as well as to keeping our costs low. We
have various programmes to ensure continuous improvement of our systems and processes.

Reduce Operational Disruption

We closely monitor operational disruptions and analyse them to determine and address their underlying
cause(s).

On-time Performance (OTP)

We have set ourselves the target of improving our OTP by 3% in 2017 through key initiatives such as zonal
boarding, value chain mapping, and greater collaboration across related teams. For example, OTP walkabouts
exist that see operational department leads collaboratively observe and review day-to-day challenges to avoid
a blame culture and foster open and progressive discussions on solving real challenges.

90%

78% 80% 80% 78%

80% 77% 76% 77% 76% 77%
71% 72%
70% 69%
SUSTAINABILIT Y STATEMENT

60%
OTP 15min %

50%

40%

30%

20%

10%
On Time Performance (OTP)
0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Continuous Improvement Programme

In 2010, we embarked on a Continuous Improvement Programme (CIP) under which a dedicated team of Lean
Six Sigma (LeSS)-certified Allstars help to create greater efficiencies across different departments in AirAsia. In
addition to taking on projects, the CIP team encourages more Allstars to be LeSS-certified in order to increase
our change-management capabilities as an organisation. To date, 14 Allstars have been trained for the LeSS
Green Belt, and 125 for the LeSS Black Belt. All are involved in various levels of improvement initiatives within
the Company.

14 125
Training
Allstars Allstars

Pass Exam
Green Belt Black Belt
Complete
Successful Project

Project Review

Certification LEAN SIX SIGMA (LeSS)

CERTIFIED ALLSTARS
150 AirAsia Berhad
Annual Report 2016

Electronic Point-of-Sale (EPOS)
We are employing greater automation to track our
inflight sales with the intention of reducing wastage
and paper use, while increasing ancillary revenue.
In 2017, we will be implementing a digital system
on all AirAsia X flights that promises to reduce our
perishable food and beverages waste by 20%,
while totally eliminating the use of paper. This will
encompass WMS, for real-time inventory movement;
vPACK, a packing system on tablet for warehouse
crew instead of IFCSR paper; and vPOS, a mobile
credit card reader for use by our crew. This will
be supported by automated sync with our back-
end office, and the use of business Intelligence for
predictive load planning for F&B and duty-free
products. EPOS will subsequently be rolled out in
other airlines within the Group.
Standardising IT Security Policies
We are establishing IT security policies – on areas
such as access control and acceptable/non-
acceptable use of IT equipment – to govern and
ensure compliance across AirAsia Group. The idea
is for IT security consciousness to be integral to
AirAsia’s culture.
SERVICE EFFICIENCY
We place great emphasis on providing a high
standard of service as we believe being affordable
does not mean having to compromise on the level
of professionalism with which we treat every guest.
Numerous initiatives are undertaken to ensure our
guests appreciate how much we value them, and
consequently look forward to flying with us again.
Focus on our Guest Service (GS) Personnel
We strive to create an environment in which our GS
Allstars are willing to go the extra mile and be of
real service to guests – in order to create pleasant
travel experiences, and enhance AirAsia’s image.
We regularly run Service Campaigns to reinforce
the message of service excellence. And we make an
effort to listen to our GS personnel so as to be able
to address any issues they may face. This is achieved
via a Staff Satisfaction Survey (SSS) which is
conducted once a year in which our Allstars provide
us honest feedback on their work conditions.
In 2015, we developed a GS Scorecard to assess
the performance of our front-liners on a monthly
basis. From the scorecard, which is filled up by each
Allstar’s immediate superior, we are able to identify
both outstanding as well as under-performing staff.
While the high performers are recognised, those who
are not performing up to required levels are given
further coaching.
Innovative Service Offerings
One of our hallmarks is innovation. This extends from
having an innovative business model to providing
innovative products and services to enhance our
guests’ flying experience.
We were one of the first airlines in the region to
introduce a mobile app (iOS & Android) in 2010 and,
in November 2015, launched an updated version
of the service making the process of booking and
check-in faster and more convenient. This guest service
innovation won the World Travel Awards 2015 for the
World’s Leading Low-Cost Airline App. In March 2016,
we enabled guests with the mobile app to make use of
eBoarding Passes to proceed from the departure hall
straight to the boarding gate.
We aim to keep enhancing the mobile platform to
provide guests with a seamless experience from the
time they make their booking till they board the plane.
Two immediate goals are for mobile bookings to
contribute to about 35% of digital bookings within
AirAsia by end 2017, from 13% (or 3.9 million
bookings) in 2016; and for the number of guests who
use the eBoarding Pass with their mobile check-in to
increase from 20% currently to 40% by end 2017.
40
%
20%
MOBILE CHECKIN
INCREASE
SUSTAINABILIT Y
We were also the first airline in Malaysia to offer
wifi service on selected AirAsia flights in November
2014. As of March 2017, we have enabled 42
aircraft to offer the service, ROKKI, which was
developed in-house. We aim to offer the most cost-
effective, best-in-class inflight entertainment and
connectivity, with no less than 150 hours of content
by end 2017.
Customer Experience
We have in place a quality practice framework
to improve and deliver exceptional customer
service. The framework requires us to listen and
respond to the voice of the customer in all channels
and to enhance our customer experience as well
as customer loyalty. As part of ongoing efforts
to provide the best customer service, we are in
the process of implementing a new system for
the management of customer complaints and
compliments to enable real-time reporting to the
organisation.
Customer Experience Assessment
We have been conducting an online customer
experience survey in order to discover areas in
which we can improve our service. Questions are
emailed to guests following travel on AirAsia, asking
them how satisfied they were with their experience
during the booking process, check-in, boarding,
inflight and arrival, as well as how likely they are
to recommend our airline to others. The results of
SUSTAINABILIT Y STATEMENT
these surveys are analysed on a quarterly and
annual basis, and discussed at length with Heads of
Department every year.
We are currently looking into ways to increase the
response rate as we see this platform as important
for us to continuously improve our service offering
and keep our guests satisfied.
AirAsia Berhad
Annual Report 2016 151
 SUSTAINABILIT Y

Between 2015 and 2016, for example, ASK

grew by 7.16% while total emissions increased
only by 2.99%.

ASK

7.16%

37,408 40,086
(2015) (2016)

TOTAL EMISSIONS

TOTAL CO2 EMISSIONS VS CARBON EFFICIENCY (gCO2e/pk)

2.99%
2,800,000 88.00
85.84 85.14
2,700,000 2,659,144 86.00

2,600,000 2,581,885 2,667,469 84.00 2,581,885 2,659,144

(2015) (2016)
2,500,000 2,575,475 82.00

gCO2e/pk
mtCO2e

2,400,000 80.00
2,314,349
2,300,000 76.75 78.00
2,313,513
2,200,000 76.00
SUSTAINABILIT Y STATEMENT

2,100,000 74.00
13,365 21,460 8,950
2,000,000 72.00
2014 2015 2016
Aircraft Ground Services Carbon Efficiency

152 AirAsia Berhad

Annual Report 2016
 SUSTAINABILIT Y
save up to

5%
of fuel

save up to
464kg
CO2

SUSTAINABILIT Y STATEMENT

AirAsia Berhad
Annual Report 2016 153
 SUSTAINABILIT Y
Better Maintenance for Better Efficiencies
We are also able to better manage our fuel
consumption by ensuring our aircraft are maintained
in the best possible condition. Among the
programmes that contribute towards this are:
• Landing Gear Overhaul. New landing gear
is able to reduce an aircraft’s fuel consumption
by up to 2%, which is equivalent to 336kg of
fuel for a four-hour flight. As such, any landing
gear that meets the requirement for overhaul will
be removed accordingly.
• Engine compressor wash. As much as 0.2%
of fuel per engine can be saved after the wash,
amounting to savings of 171,000 litres of fuel per
month for the AirAsia Group.
Together, the efforts outlined above resulted in a
reduction in CO2 emissions by more than 30,000
tonnes in 2016 - the equivalent of saving nearly
149,000 trees. This represents about 5% of AirAsia’s
annual emissions. We expect these savings to
continue to grow every year as we deepen and
expand our efforts through the work of our newly-
established business sustainability and environmental
teams. In addition to energy consumption and fuel
management, programmes will also consider issues
such as environmental policy and management
systems, operational eco-efficiency and greenhouse
gas emissions.
SUSTAINABILIT Y STATEMENT
Our Own Green Wave
Efforts at AirAsia to be as optimally fuel-efficient
as possible are motivated not only because it is
important for our business. We believe strongly that,
as an airline, we have a responsibility to take up
the gauntlet of environmental stewardship and are
making positive steps in this direction.
Waste management
Every month, our aircraft and ground equipment
produce over 1,000 litres of waste fuel and at least
600 litres of waste oil. We also produce a sizeable
amount of industrial waste such as metal scrap,
used batteries, filters and paper, among others.
In the last three years alone, we have collected
over 29 tonnes worth of industrial waste. We are
committed to ensuring all such waste is disposed
of in an environmentally-sustainable manner, and
have contracted appropriate licensed collectors to
undertake the operations.
Reducing & Recycling
We have started to collect and segregate recyclable
items on board our flights as well as within our
headquarters, RedQ. Currently, waste is segregated
into five categories: paper, cardboard boxes, tin,
aluminium and plastic. Our aim is to expand this
to 10 categories, and to increase the volume of
recyclables collected by 5% per annum. We also
intend to start composting food waste at RedQ.
At the same time, we are reducing paper usage in the
office, replacing much paper work with e-forms which
are accessible by Allstars on a centralised portal.
For example, Allstar claims are being made online
using Concur forms. As this is a fairly new initiative,
measurements will commence from 2017 onwards.
AirAsia aims to have a paperless office by 2018.
154 AirAsia Berhad
Annual Report 2016
Meanwhile, environmentally-friendly chemicals are
used for cleaning and maintenance of RedQ.
RISK & CRISIS MANAGEMENT
Risk management is firmly embedded within the
aviation industry due to the high level of regulatory
oversight. The mandate of managing risks effectively
for AirAsia lies with our Group Risk department
(Group Risk). The key facets of risk management within
AirAsia are realised by the establishment of a robust
risk governance structure via the development and
implementation of the Group Risk Policy, Enterprise Risk
Framework and the Business Continuity Management
Framework.
Group Risk Policy
The Group Risk Policy forms the basis of all risk
frameworks, policies and procedures on risk
management within AirAsia. It illustrates the gravity
with which risk management is considered by senior
management as well our commitment to excellence in
risk management.
Enterprise Risk
The Enterprise Risk Framework strengthens AirAsia’s
capability to manage inherent risks to our business
by providing a structured and systematic platform to
address the full spectrum of our significant risks. The
consolidated and inclusive approach outlined by the
Enterprise Risk Framework considers the combined
array of risks as an interrelated portfolio. This results
in a combination of transparent identification of risks
to operations from the bottom up and a top-down
oversight and management of identified risks.
Business Continuity Management (BCM)
Business Continuity Management (BCM) aims to build
organisational resilience and the capability to respond
effectively should any event take place that disrupts our
operations. BCM entails undertaking a business impact
analysis and establishing key processes that form part
of our response mechanism to disruptive events.
Information technology plays a tremendous role
in AirAsia’s business. In line with ensuring that our
business stays resilient to ICT related disruptions,
we have set up an ICT Disaster Recovery Plan with
two off-site business recovery centres. In tandem,
we have also developed a Group Operational
Response Plan that outlines the role of operations
during an ICT related disruption.
The Asian Aviation Centre of Excellence in Sepang
and Wisma Tune in Kuala Lumpur were established
as AirAsia and AirAsia X’s business recovery centres
respectively, and tested for their operability in 2016.
In line with the Group’s One AirAsia aspiration,
BCM takes a regional stance in protecting local as
well as shared Group assets by developing Business
Continuity Plans for:
• AirAsia departments and stations
• AirAsia X departments
• AirAsia Indonesia & AirAsia X Indonesia
departments
• AirAsia India departments
Risk Assessments
AirAsia’s Enterprise Risk Management (ERM)
Framework has outlined risk assessments as
a crucial aspect of managing risk within the
organisation. In 2016, Group Risk conducted
risk assessment workshops with key operational
departments, namely Operational Control Centre
(OCC), Commercial, ICT and Group Network
Planning to facilitate the identification, evaluation
and management of each function’s risks. The risk
assessments have resulted in the development of
each function’s risk register whereby the risks as well
as the corresponding controls and mitigation plans
are specified.
In 2017, the risk assessment exercise will be further
expanded to other key functions within AirAsia
namely Finance, People and Ground Operations.
155
156
 REPORTS AND FINANCIAL STATEMENTS
ACCOUNTABILITY
158 Statement on Corporate Governance
170 Audit Committee Report
173 Statement on Risk Management and Internal Control
180 Additional Compliance Information

REPORTS AND
FINANCIAL STATEMENTS
186 Directors’ Report
189 General Information and Summary of Significant Accounting Policies
204 Income Statements
205 Statements of Comprehensive Income
206 Balance Sheets
208 Consolidated Statement of Changes in Equity
209 Company Statement of Changes in Equity
210 Cash Flow Statements
213 Notes to the Financial Statements
277 Supplementary Information
278 Statement by Directors
278 Statutory Declaration
279 Independent Auditors’ Report

OTHER INFORMATION
284 Analysis of Shareholdings
287 List of Properties Held
288 Sales Offices & Stations
291 Glossary

Proxy Form

AirAsia Berhad
Annual Report 2016 157
 STATEMENT ON
REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE
The Board of Directors (“the Board”) of AirAsia Berhad (“the Company” or “AirAsia”) is committed to good corporate governance throughout the Group. Save as disclosed
otherwise, the Board considers that, throughout the year under review, it has complied with the principles and recommendations as set out in the Malaysian Code on Corporate
Governance 2012 (“the Code” or “MCCG 2012”), and the Main Market Listing Requirements (“MMLR”) of Bursa Malaysia Securities Berhad (“Bursa Malaysia”).

This statement explains how the Company applies the principles and supporting principles of the Code and MMLR, thus providing an insight into the corporate governance
practices of the Company under the leadership of the Board.

BOARD OF DIRECTORS

Roles and Responsibilities of the Board

The roles of the Board and Management are separate, as defined in the Board Charter, while the decision-making limits of management within the Group are defined in the
Limits of Authority manual (“LOA manual”).

The Board is responsible for the oversight of the overall management of the Group and retains full and effective control over the affairs of the Group. It reviews policies and
strategies, actively oversee the conduct, management and business affairs of the Company, and monitors Management’s performance.

The Board ensures the effective discharge of its fiduciary and leadership functions as well as sustains long-term shareholder value while safeguarding the interests of stakeholders.
Its role can be summarised by the following:

• Reviews, approves and adopts strategic corporate plans and actions for the Company
• Approves the Company’s annual budget, including major capital commitments, and periodically reviews achievements against business targets
• Approves new ventures
• Approves material acquisitions and disposals of undertakings and properties
• Identifies principal risks and ensures the implementation of appropriate internal control systems and mitigation measures to manage these
• Oversees and evaluates the conduct of the Company’s businesses
• Monitors and, if necessary, approves changes to the management and control structure within the Company and its subsidiaries, including key policies and delegated
authority limits
• Considers emerging issues which may be material to the business affairs of the Group
• Ensures the Company has a proper succession plan for Executive Directors and Senior Management
• Develops and implements an investor relations programme
• Reviews the adequacy and integrity of the Company’s management information and system of internal controls
• Reviews key elements of business sustainability practices of the Company
• Reviews any other matters which requires its approval pursuant to the applicable rules, laws and regulations

The Board Charter is available on the Company’s website at www.airasia.com, and is reviewed on an annual basis.

Limits of Authority

The LOA manual defines the decision-making limits of the Board and each level of Management within the Group. It clearly outlines matters over which the Board reserves
authority and those which it delegates to Management, assigning to the latter authority on capital and operational expenditure and other key approval matters. These limits
cover, among others, authority over payments, investment, capital and revenue expenditure spending limits, budget approvals and contract commitments, as well as authority
over non-financial matters. The LOA manual provides a framework of authority and accountability within AirAsia and facilitates decision-making at the appropriate level in the
organisation’s hierarchy.

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REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE

Reviewing and adopting a strategic plan

Every quarter, the Board and Audit Committee will review the operational and financial performance of the Company as well as subsidiaries, joint ventures and associates in the
Group. Detailed reports on the airlines and non-airline investee companies within the Group are tabled for review and deliberation on their performance against budget and the
corresponding quarter of the preceding year. This enables the Board to continually assess the Group’s performance, as well as monitor progress of initiatives and projects. The
Group budget and strategy meeting is chaired by the Group Chief Executive Officer (“GCEO”) to chart the direction for the current and near-term period ahead and is attended
by the Executive Chairman and the Chief Executive Officer (“CEO”) of the Company, who are also Board members. The GCEO updates the Board every quarter on progress
made in relation to business plans and any changes to these plans, including any new initiatives, if relevant.

Succession Planning

The Company places strong emphasis on the development of our staff, fondly known as Allstars, and their growth into our next generation of leaders. Our organisation structure
reflects our commitment to continuously groom successors across the Group in the spirit of One AirAsia. Developing capabilities is crucial; and a Group Talent function has been
established to develop policies and programmes to identify and build a robust talent pipeline to ensure the continuous supply of top talent. Talent reviews are conducted with
Senior Management to map talent needs across our locations and to identify future leaders. The Group Talent function oversees structured talent entry and development initiatives,
including leadership development programmes, coaching, cross-functional and cross-country assignments.

Board Balance and Independence

The Board consists of eight (8) members, whose details are given on pages 47 to 54 of this Annual Report. The eight members comprise:

• A Non-Independent Executive Chairman

• A Non-Independent Executive Director and GCEO
• A Non-Independent Executive Director and CEO
• A Non-Independent Executive Director and Deputy Group Chief Executive Officer (Operations)
• A Non-Independent Non-Executive Director
• A Senior Independent Non-Executive Director
• Two Independent Non-Executive Directors

In line with the Code, the positions of the Chairman and CEO of the Company are held by different individuals and their respective roles are as described on page 160.

Although the Chairman holds an Executive position, the Board is of the view that there is a sufficient number of experienced and independent Directors on the Board to provide
the proper checks and balances. Datuk Kamarudin bin Meranun has considerable experience in the Group’s businesses and provides leadership for the Board in considering
and setting the overall strategies and objectives of the Company. The Board firmly believes it is in the interest of the Company to maintain the above arrangement to benefit from
a Chairman who is knowledgeable about the businesses of the Group, capable of guiding Board discussions and who is able to brief the Board in a timely manner on key issues
and developments.

Three (3) of the Non-Executive Directors fulfill the criteria of independence as defined in the MMLR. These Directors are considered by the Board to be independent of Management,
hence are able to provide effective checks and balances in the functioning of the Board, reflecting AirAsia’s commitment to high standards of corporate governance. The
Nomination and Remuneration Committee (“NRC”) and the Board are, meanwhile, actively seeking new Non-Executive Independent Directors to join the Company to increase
the number of Independent Directors sitting on our Board.

The Board has appointed Dato’ Fam Lee Ee as the Senior Independent Non-Executive Director and Chairman of the NRC.

Mr Tharumalingam was appointed a Non-Independent Executive Director of the Company effective from 6 March 2017.

Board members have declared their directorships in companies other than in the Group, and all satisfied the restriction of not being a director in more than five public listed
companies. They have also declared their respective shareholdings in the Group, and interests in any contract with the Group, and abstained from any discussion or decision-
making related to other companies in which they hold directorships or shareholdings.

AirAsia Berhad
Annual Report 2016 159
 STATEMENT ON
REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE

Roles and Responsibilities of the Executive Chairman (“EC”), GCEO, CEO and Deputy Group Chief Executive Officer (Operations) (“DGCEOO”)

The roles of the EC, GCEO, CEO and DGCEOO are separate with clear divisions of responsibilities between them. This segregation of duties ensures an appropriate balance of
roles, responsibilities and accountability at the Board level, such that no one individual has unfettered powers of decision.

The overall management of AirAsia Group rests with the following four Executive Directors, who are assisted by a number of key senior staff in their respective areas:

Executive Chairman: Datuk Kamarudin bin Meranun is the Executive Chairman and takes the lead in engaging with the government, aviation regulators and airport authorities in
Malaysia. Based on his extensive experience in international finance, he is also the key person in handling the very large and critical financing needs of AirAsia, and overlooks
the overall governance of the Company, its subsidiaries and associate companies.

Group Chief Executive Officer: Tan Sri (Dr.) Anthony Francis Fernandes is the GCEO and he provides overall leadership in building brand value, reducing costs and driving
efficiencies to improve the performance of the airline and other AirAsia associate companies including AirAsia Thailand, AirAsia Indonesia, AirAsia Philippines, AirAsia India
and AirAsia Japan.

Chief Executive Officer: Aireen Omar is the CEO of AirAsia Berhad, and is responsible for the overall performance and management of the Company while overseeing its day-
to-day operations. She is the post holder on record with the various regulatory bodies, and is responsible to shareholders for the financial, business and operational performance
of AirAsia Berhad. She is highly qualified based on her educational background and work experience both within AirAsia and elsewhere.

Deputy Group Chief Executive Officer (Operations): Mr Tharumalingam A/L Kanagalingam was promoted to DGCEOO in September 2016. His deep understanding of the
operations and business enables him to supervise and oversee all key decisions with regard to the airline operations of AirAsia Indonesia, AirAsia Philippines, AirAsia India, AirAsia
Japan, North Asia (China, Taiwan, Korea, Macau) and the operations of AirAsia in Singapore to drive process improvement and set up new airlines in the region for the Group. He
also supervises the Commercial, Customer Experience, IT and Security functions of airlines within the Group, while managing Investments and Special Projects across the region.

Board size and composition

The size, balance and composition of the Board support its role, which is to determine the long-term direction and strategy of the Group, create value for shareholders, monitor
the achievement of business objectives, ensure good corporate governance and that the Group meets its other responsibilities to all stakeholders.

The Non-Executive Directors are persons of high calibre and integrity. They collectively possess rich experience, primarily in legal, finance and private sector enterprises and
bring wide and varied commercial experience to the Board and the Board Committee deliberations. The Non-Executive Directors have devoted sufficient time to their duties, as
evidenced by their Board meeting attendance. Other professional commitments of the Non-Executive Directors are provided in their biographies on pages 47 to 54 of this Annual
Report. The Board requires that all Independent Directors are independent in character and judgement; do not participate in the day-to-day management of the Company; and
do not involve themselves in the business transactions or relationships with the Group, in order not to compromise their independence.

Strengthening Composition
Appointment of Directors and Board Diversity

The Company has adopted and implemented procedures for the nomination and election of Directors via the NRC. The NRC assesses candidates against the skills, knowledge
and experience required by AirAsia. The Company recognises the benefits of having a diverse Board and, in line with its Board Diversity Policy, will ensure that women candidates
are sought as part of the recruitment exercise. Selection of candidates to join the Board is in part dependent on the pool of candidates with the necessary skills, knowledge
and experience. The NRC will review the nominee(s) for directorship and membership of Board Committees by going through their profile(s) and interviewing the nominee(s),
following which they will submit their recommendations to the Board.

Potential candidates are required to declare and confirm in writing their current directorships, that they are not undischarged bankrupts, or involved in any court proceedings
in connection with the promotion, formation or management of a corporation involved in fraud or dishonesty punishable upon conviction with imprisonment, or subject to any
investigation by any regulatory authority under any legislation. Further, candidates being considered for the position of Independent Director are required to declare and confirm
their independence based on the criteria set out in the MMLR.

Our diverse Board includes and makes good use of differences in skills, regional and industry experience, background, race, gender, ethnicity, age and other attributes of
Directors. The Company also maintains a good mix of diversity among its Senior Management (please refer to details on page 149 of the Sustainability Report). The ultimate
decisions on Board appointments will be based on merit and the value the candidate can bring to the Board.

The Company Secretary ensures all appointments are made according to set procedures, that all information necessary is obtained, as well as all legal and regulatory obligations are met.

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STATEMENT ON

REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE

Tenure of Independent Directors

The maximum tenure of an Independent Director is based on recommendation 3.3 of the MCCG 2012, which states that an Independent Director may remain after serving a
cumulative term of nine (9) years, provided that the Board has concrete justification for the extension and has obtained shareholders’ approval at a general meeting.

At the 23rd Annual General Meeting held on 30 May 2016, shareholders approved the continued service of Dato’ Fam Lee Ee, who had served as an Independent Non-
Executive Director of the Company since 8 October 2004. The Board is of the view that the ability of long serving Independent Directors to remain independent and to discharge
their duties with integrity and competency should not be assessed solely by tenure of service or any pre-determined age. The Board has recommended that Dato’ Fam Lee Ee
remain as a Senior Independent Non-Executive Director based on the following justifications:

(a) His long service does not affect his independence and he continues to provide the necessary checks and balances in the best interest of the Company
(b) He has fulfilled the criteria under the definition of an Independent Director as stated in the MMLR of Bursa Malaysia
(c) He has vast experience in a diverse range of businesses and legal matters and therefore would be able to contribute constructive opinions; he exercises independent
judgment and has the ability to act in the best interest of the Company
(d) He has devoted sufficient time and attention to his professional obligations for informed and balanced decision-making
(e) He has deep insight into the business and operations of the Company which would be advantageous to the Company
(f) He has continued to exercise his independence and due care during his tenure as an Independent Non-Executive Director of the Company and carried out his professional
duties in the best interest of the Company and shareholders
(g) He has shown great integrity of independence and had not entered into any personal related party transaction with the Company

Annual Assessment of Directors

The NRC reviews the composition of the Board and the Board Committees annually. For the financial year ended 31 December 2016 (“Financial Year”), the NRC also reviewed
and assessed the independence of the Independent Directors, the performance of the Board and Board committees, as well as the performance of individual Board and
Committee members, using the following:

• Individual Director Self Evaluation

• Board & Board Committee Evaluation Form
• Independent Directors’ Assessment Form
• Independent Directors’ Self-Assessment Form
• Performance Evaluation Sheet for the Audit Committee

These assessments take into account the Directors’ professionalism and integrity in the decision-making process, their ability to form independent judgements, as well as their
objectivity and clarity in deliberations. Directors’ contribution, performance and personality in relation to the skills, experience and other qualities they bring or advice to the
Board at meetings are also evaluated.

Each Director and Board Committee member completes the evaluation form and submits it on a confidential basis to the Company Secretary who collates the responses and
produces a report for tabling to the NRC Chairman. The NRC Chairman then reviews the report and submits its findings and the report to the NRC and the Board for assessment
of the performance and effectiveness of the Board and Board Committees, the performance of each Non-Executive Director and each Audit Committee member.

The NRC was satisfied with the performance of all the Directors and Committee members during the Financial Year; and there were no dissenting views.

Re-election of Directors

The Articles of Association of the Company provide that at least one-third of the Directors are subject to retirement by rotation at each Annual General Meeting (“AGM”). All
Directors are also required to retire once in every three years and, if eligible, can offer themselves for re-election. The Articles of Association provide that a Director who is
appointed by the Board during the course of the year shall be subjected to re-election at the next AGM to be held following his appointment.

AirAsia Berhad
Annual Report 2016 161
 STATEMENT ON
REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE

Board Meetings

The Chairman ensures any concern or dissenting view expressed by any Director on any matter deliberated at meetings of the Board, or any of its Committees, as well as the
meetings’ decisions, are addressed and duly recorded in the minutes of meetings.

Board meetings for each financial year are scheduled in advance before the end of the preceding financial year so the Directors can plan and fit these meetings into their
respective schedules.

The Board holds no less than five meetings a year, while Special Board meetings may be convened as and when necessary to consider urgent proposals or matters that require
the Board’s expeditious review or consideration.

The Board maintains a formal schedule of matters specifically reserved for its decision to ensure the direction and control of the Company is firmly in its hands.

The Board is satisfied that each Director has committed sufficient time to the Company as evident from the Directors’ record of attendance at Board meetings. During the Financial
Year, the Board held a total of seven meetings, with details of attendance as set out below:

Name of Director No. of Board Meetings Attended

Datuk Kamarudin bin Meranun (Chairman) 7

Tan Sri (Dr.) Anthony Francis Fernandes 7
Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar 7
Dato’ Fam Lee Ee 7
Dato’ Mohamed Khadar bin Merican 7 Note 1

Aireen Omar 6
Stuart L Dean 7
Dato’ Sri Gnanaraja A/L M. Gnanasundram 4 Note 2

Amit Bhatia Nil Note 3

Uthaya Kumar A/L K Vivekananda Nil Note 4

Note 1: Dato’ Mohamed Khadar bin Merican was appointed on 16 February 2016.
Note 2: Dato’ Sri Gnanaraja A/L M. Gnanasundram retired at the Annual General Meeting held on 30 May 2016.
Note 3: Mr Amit Bhatia resigned on 25 May 2016.
Note 4: Mr Uthaya Kumar A/L K Vivekananda resigned on 4 January 2016.

All current Directors have thus complied with Bursa Malaysia’s MMLR and the Articles of Association of the Company which specifies that each Director must attend at least 50%
of the Board meetings held in each financial year.

Decisions of the Board

Pursuant to the Company’s Articles of Association, decisions made at Board meetings shall be decided by a majority of votes or, alternatively, written resolutions signed by the
majority of Directors entitled to receive notice of a meeting of Directors.

Access to Information and Advice

Directors have independent access to the advice and dedicated support services of the Company Secretary to ensure effective functioning of the Board. The Directors may also
seek advice from Management on issues pertaining to their respective jurisdiction, or independent professional advice at the Company’s expenses in discharging their duties to
AirAsia.

Prior to Board meetings, all Directors receive the agenda and a set of Board meeting papers duly signed and recommended by the relevant Key / Senior Management containing
information for deliberation. This is to accord sufficient time for the Directors to review the Board papers and seek clarification, if required, from the Management or the Company

162 AirAsia Berhad

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REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE

Secretary. The Company encourages a paperless environment which requires granting digital access via Google Drive to meeting documents instead of distributing hard copy
documents. Google Drive allows Directors to access various Company documents which are uploaded onto personal or Company provided devices for easy reference and in
a timely manner.

The Company makes use of video conferencing to enable the participation of members of Management from other offices without their need to travel, when the need arises. The
video conference allows the Board to have access to information in a timely manner from the relevant person in charge while saving time and cost.

Company Secretary

The Company Secretary is a Fellow member of Malaysian Institute of Chartered Secretaries and Administration. All Directors have access to the Company Secretary who also
serves in that capacity in the various Board Committees, save for the Safety Review Board (“SRB”), and ensures that Board procedures are followed. The Company Secretary
advises on measures to be taken and requirements to be observed by the Company and Directors arising from new statutes and guidelines issued by Bursa Malaysia, the
Securities Commission (“SC”) and Companies Commission of Malaysia (“CCM”). The Company Secretary also advises the Directors on their obligations and duties to disclose
their interest in the Company’s securities, as well as any conflicts of interest in transactions involving the Company. In addition, the Company Secretary monitors and ensures the
timely lodgment of statutory documents with Bursa Malaysia, SC and CCM.

The Company Secretary attends all Board and Board Committee meetings (save for SRB meetings which are handled by the SRB) and ensures that accurate and proper
records of the proceedings and resolutions passed are maintained in the statutory records at the registered office of the Company. The Company Secretary also facilitates
timely communication of decisions made and policies set by the Board at Board meetings, to the Senior Management for action. The Company Secretary works closely with the
Management to ensure timely and appropriate information flows within and to the Board and Board Committees, and between the Non-Executive Directors and Management.

The Company Secretary also serves notice to Directors on the closed periods for trading in AirAsia’s shares, in accordance with Chapter 14 on Dealings in Listed Securities of
the MMLR.

The appointment and removal of the Company Secretary must be approved by the Board.

Directors’ Training

The Company Secretary undertakes the role of coordinator in managing the Directors’ training requirements, which include the Mandatory Accreditation Programme (“MAP”) for
newly appointed Directors, pursuant to Bursa Malaysia’s MMLR. All the Directors have attended and completed the MAP save for Mr Tharumalingam A/L Kanagalingam, who
was appointed to the Board effective from 6 March 2017 and will be attending the MAP within the required timeframe.

Directors are regularly updated on the Group’s businesses and the competitive and regulatory environment in which they operate. Directors, especially newly appointed Non-
Executive Directors, are encouraged to visit the Company’s facilities to have an insight on the Company’s operations which could assist in making effective decisions.

The Board is aware that continuous training of the Directors is vital to assist them in discharging their duties effectively, and encourages the Directors to attend appropriate external
programmes on relevant subject matters.

There is a provision in the annual budget for training fees to encourage their participation in training programmes.

During the year under review, the Directors kept abreast with market developments with the aim of enhancing their skills, knowledge and experience.

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Annual Report 2016 163
 STATEMENT ON
REPORTS AND FINANCIAL STATEMENTS

CORPORATE GOVERNANCE

Among the training programmes, seminars, conferences and briefings attended during the year were:

Name Programme

Datuk Kamarudin bin Meranun
Tan Sri (Dr.) Anthony Francis Fernandes
Dato’ Mohamed Khadar bin Merican
Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar
Dato’ Fam Lee Ee
Aireen Omar
• Forbes Global CEO Conference – Emerging Markets
• US ASEAN Business Council Conference, San Francisco
• Rajaratnam School of International Studies Talk, Singapore
• MOHE CEO Talk, Kuala Lumpur
• MATRADE Service Export Forum, Kuala Lumpur
• Chief Editor Forum, Jakarta
• F&N & Thai Beverage ASEAN Marketing Conference, Bangkok
• World Economic Forum Summit on ASEAN, Kuala Lumpur
• Deloitte World Meeting, Tokyo
• 9th ABC-ASEAN Japan Public-Private Dialogue, Bangkok
• Prudential Corp Asia Conference, Copenhagen
• Young ASEAN Minds Summer Chapter, Kuala Lumpur
• Russian Business Forum, Moscow
• NS State Government Conference, Seremban
• Fortune & Time Global Forum, Vatican City
• Board Retail Management Programme – Oxford Institute of Retail Management, Oxford University
• Cyber Risk Oversight – FIDE Forum
• Strategic Discussion on Telecommunications, Media and Technology - Citigroup
• Fraud Risk Management Workshop – Bursa Malaysia
• Latest Amendments to the MMLR
• 2016 Investment Strategy Seminar organised by HuaZhong
• 2nd Investment Promotion Conference for Malaysia and China, “Two Countries, Twin Parks”, organised by Malaysia-
China Business Council (“MCBC”)
• Case Study Workshop for Independent Directors, “Rethinking-Independent Director: A New Frontier”, organised by
Bursa Malaysia
• Annual Meeting of Malaysia-China Joint Business Council in Beijing
• CG Breakfast Series with Directors: The Cybersecurity Threat and How Board Should Mitigate the Risks, organised by
Bursa Malaysia
• CG Breakfast series with Directors – Anti Corruption and Integrity-Foundation of Corporate Sustainability, organised
by Bursa Malaysia
• Bursa Malaysia’s Sustainability Forum 2017, “The Velocity of Global Change and Sustainability – The New Business
Model”
• International Aviation Safety & Leadership – Cranfield 3-Day Course at AirAsia Centre of Excellence (“AACE”)
• Crisis Communication Training at LCCT
• Financial Times AEC+3 Business Symposium in Bangkok, Thailand
• World Travel and Tourism Global Summit, Dallas
• Malaysia-US Forum: Towards a Comprehensive Partnership, Washington DC
• World Economic Forum project with Accenture called the Digital Transformation Initiative, New York
• ASEAN-China Entrepreneurs (“ACE”) Conference, Kuching
• World Economic Forum on ASEAN, Kuala Lumpur
• World Economic Forum Annual Meeting of New Champions, Tianjin
• Third Joint ICAO – WCO Conference, Kuala Lumpur
• World Economic Forum Digital Transformation of Industries Workshop
• 2016 Global Customer Summit, US
• CLSA Investor Conference, Hong Kong
• World Tourism Conference 2016, Penang
• World Economic Forum: Network of Global Future Councils, Dubai

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Name Programme

Aireen Omar Aireen was a speaker at the following training programmes:

• Skagen New Year Conference – AirAsia, Ups and Downs – a Long-Term Story, Oslo
• 45-minute interview on stage during Financial Times AEC+3 Business Symposium, Bangkok
• World Travel and Tourism Global Summit, Dallas – Big Horizons: Developments in Airline Business. Conference theme:
Travel beyond boundaries
• Malaysia-US Forum: Towards a Comprehensive Partnership, Washington DC – Deepening business cooperation:
Opportunities from TPPA and AEC
• World Economic Forum project with Accenture called the Digital Transformation Initiative - Interview by Accenture on
Impact of digitalisation on aviation and travel and tourism industries, New York
• ASEAN-China Entrepreneurs (“ACE”) Conference: Insights on ASEAN Single Aviation Market, Kuching
• Insight 2016 – Growth Opportunities From Competition: Air Connectivity, Key to Sustainable Regional Medical
Tourism, Kuala Lumpur
• Inspiring Orchid Conference 2016: Women Empowerment, Kuala Lumpur
• World Economic Forum Annual Meeting of New Champions: Start-up Asia. What is fueling the explosion of high-
growth enterprises in Asia
• Phone interview with World Economic Forum’s Saadia Zahidi for her book on Economics and Leadership of Women
in the Muslim Community
• World Economic Forum Digital Transformation of Industries Workshop: Views on Digital Transformation from Travel and
Tourism and From AirAsia Angle
• World Tourism Conference 2016: Tourism Delights: Delivering the Unexpected, Penang
Stuart L Dean • CG Breakfast series with Directors – Anti Corruption and Integrity-Foundation of Corporate Sustainability, organised
by Bursa Malaysia
• Case Study Workshop for Independent Directors “Rethinking-Independent Director: A New Frontier”, organised by
Bursa Malaysia
• Leadership Talk at IMD Singapore

All the Directors were also updated by the Company Secretary on changes to the MMLR, Companies Act, 2016 and relevant guidelines on regulatory and statutory requirements.
Meanwhile, the external auditors briefed the AC members on significant changes in financial reporting standards, regulatory requirements as well as tax matters, if any.

Board Committees

To assist the Board in discharging its duties, it has established two Board Committees for which the composition and terms of reference are in accordance with Bursa Malaysia’s
MMLR, and consistent with recommendations of the MCCG 2012. The two Committees are:

1) The Audit Committee

2) The Nomination and Remuneration Committee

A Safety Review Board has also been established with specific delegated authorities to assist the Board in its responsibilities.

Audit Committee (“AC”)

The AC comprises two Independent Non-Executive Directors and one Non-Independent Non-Executive Director.

The Chairman of the AC reports to the Directors at Board meetings any salient matters raised at the AC meetings which require the Board’s notation, approval or decision.

The Board has delegated the responsibility of reviewing the effectiveness of risk management to the AC. The AC has oversight over the development of risk awareness culture
within the Group by cascading the tone from the top on the importance of integrated risk management in organisational and operational processes. The AC also reviews AirAsia’s
risk management framework, processes and reports.

Further information on the composition, summary terms of reference and other information relating to the AC are set out on pages 170 to 172 of this Annual Report.

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Nomination and Remuneration Committee

The NRC comprises three Non-Executive Directors, namely:

Chairman: Dato’ Fam Lee Ee

(Senior Independent Non-Executive Director)

Members: Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar

(Non-Independent Non-Executive Director)
Mr Stuart L Dean
(Independent Non-Executive Director)

The primary responsibilities of the NRC, in accordance with its terms of reference, are available on the Company’s website at www.airasia.com.

The main activities of the NRC in 2016 included the following:

• Annual review of size and composition of the Board, Board balance and independence of Directors and skills of Directors.
• Annual assessment of effectiveness of the Board as a whole and of each individual Director.
• Annual review of the composition, functions and performance of the Board Committees.
• Reviewed and recommended to the Board the overall remuneration policy for the Directors, EC, GCEO and CEO to ensure that rewards are commensurate with their
contributions to the Group’s growth and profitability annually.
• Reviewed the service contract and performance of the EC, GCEO and CEO and recommended to the Board specific adjustments in remuneration and/or reward
payments, if any, reflecting their contributions for the year. Their total remuneration package was also benchmarked against the market.
• Ensured the remuneration for Non-Executive Directors and Independent Directors is linked to their responsibilities in the Board and Board Committees and contributions to
the effective functioning of the Board.

The NRC meets as and when required. It held three meetings during the Financial Year which were attended by all the members. The Chairman of the NRC reports to the Directors
at Board meetings any salient matters raised at the NRC meetings which require the Board’s notation, approval or decision.

The Board, through the NRC, carried out a review of the composition of the Board and Board Committees and is satisfied that the Board has an adequate and appropriate mix of
knowledge, skills, attributes and core competencies. The NRC and the Board are actively seeking new Non-Executive Independent Director(s) to join the Company.

The Company maintains transparent procedures in determining the remuneration policy for Directors. Executive Directors play no part in decisions on their own remuneration.
The remuneration packages of Non-Executive Directors are determined by the Board as a whole. All the individual Directors concerned abstain from discussing their own
remuneration.

The Safety Review Board

The SRB was established in August 2005 to provide Board level oversight and input to the management of safety within AirAsia’s operations. The Board appoints the Chairman
of the Committee and a meeting is held each quarter to review progress and trends in relation to flight safety and airworthiness, including incident reports, investigations and
recommendations and flight data analysis and recommendations. The Committee comprises two Non-Executive Directors and one Executive Director, namely:

Chairman: Mr Stuart L Dean

(Independent Non-Executive Director)

Members: Cik Aireen Omar

(Non-Independent Executive Director and CEO)
Dato’ Mohamed Khadar bin Merican
(Independent Non-Executive Director)

The other participating members include a Senior Management team consisting of all operational heads, including the GCEO and is supported by a team of operational safety
and security specialists from across the Company.

The Chairman of the SRB reports to the Directors at Board meetings on all salient matters raised at the SRB meetings and which require the Board’s notation, approval or decision.
The functions of the SRB include developing, implementing, maintaining and constantly improving strategies and processes to ensure that all our aviation activities take place
under a balanced allocation of organisational resources, aimed at achieving the highest level of safety performance and meeting all applicable regulations and our own
high standards. Further, safety data derived from the Safety Management System as well as significant incident investigations are reviewed to ensure corrective actions are
implemented, assuring safety risks and hazards are mitigated accordingly.

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Indemnification of Directors and Officers

Directors and Officers are indemnified under a Directors’ and Officers’ Liability Insurance against any liability incurred by them in the discharge of their duties while holding office
as Directors and Officers of the Company. The Directors and Officers shall not be indemnified where there is any proven negligence, fraud, breach of duty or breach of trust.

A. DIRECTORS’ REMUNERATION

The Directors’ remuneration package is reviewed periodically to support long-term sustainability and shareholder value, consistent with AirAsia’s business strategy. There
is a clear distinction between the remuneration structures of the Non-Executive Directors and Executive Directors.

The remuneration package for the Financial Year comprises the following elements:

1. Fee

The fees payable to each Non-Executive Director for his or her service on the Board is based on the basic Board fee and the respective additional responsibilities
on the Board’s Committees during the year. Any proposed revision of the fees and benefits would be recommended by the NRC to the Board for final approval by
shareholders of the Company at the AGM.

2. Basic salary

The basic salary for each Executive Director is recommended by the NRC and approved by the Board, taking into account the performance of the individual,
the inflation price index and information from independent sources on the rates for similar positions in other comparable companies internationally. Salaries are
reviewed annually.

3. Bonus scheme

The Group operates a bonus scheme for all employees, including the Executive Directors, which is based on various performance measures of the Group, together
with an assessment of each individual’s performance during the period. The bonus for the Executive Directors is recommended by the NRC and approved by the
Board.

4. Benefits-in-kind

Other customary benefits (such as private medical care, travel coupons, etc) are made available as appropriate.

5. Service contract

The Executive Chairman, GCEO and CEO each have a three-year service contract with AirAsia.

6. Directors’ share options

There are currently no share options for the Directors.

Details of the Directors’ remuneration are set out in Note 2 of the Audited Financial Statements on pages 213 to 214 of this Annual Report. While the MMLR has
prescribed for band disclosure packages, the Board is of the view that the transparency and accountability aspects of Corporate Governance in respect of the
Directors’ remuneration are appropriately and adequately addressed by the band disclosure in Note 2.

B. EFFECTIVE COMMUNICATION WITH SHAREHOLDERS

Investor Relations

The Company is committed to maintaining good communication with shareholders and investors. Communication is facilitated by a number of formal channels used to
inform shareholders about the performance of the Group. These include the Annual Report, financial statements and announcements made through Bursa Malaysia, the
Company’s website as well as at the AGM.

Members of Senior Management are directly involved in investor relations through periodic roadshows and investor briefings in the country and abroad with financial
analysts, institutional shareholders and fund managers.

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CORPORATE GOVERNANCE

Reports, announcements and presentations given at appropriate intervals to representatives of the investment community are available for download on the Group’s
website at www.airasia.com. Shareholders may also access the Company’s announcements to Bursa Malaysia on its website at www.bursamalaysia.com.

Any queries or concerns regarding the Group may be directed to the Investor Relations Department at investorrelations@airasia.com. Queries and concerns will be highlighted to
the Executive Directors and will be directed to the Senior Independent Non-Executive Director for consultations on areas that cannot be resolved through the normal channels.

AGM

Given the size and geographical diversity of our shareholder base, the AGM is another important forum for shareholder interaction. All shareholders are notified of the
meeting and provided with a copy of the Group’s Annual Report at least 21 days before the meeting is held.

At the AGM, the GCEO and CEO will conduct a brief presentation on the Group’s performance for the year and future prospects. The Executive Chairman and all Board
Committee chairmen will be present to answer shareholders’ questions and hear their views. Shareholders are encouraged to participate in the proceedings and engage
in dialogue with the Board and Senior Management. Extracts of the minutes of the AGM for the year 2016 are available on the Company’s website.

Poll Voting

In line with the Code and MMLR, AirAsia has taken necessary efforts to execute and promote poll voting by mandating poll voting for all resolutions set out in notices of
any general meeting and also appointing independent scrutineers for poll voting.

C. ACCOUNTABILITY AND AUDIT

Financial Reporting

The Board aims to ensure that the quarterly reports, annual audited financial statements as well as the annual review of operations in the Annual Report reflect full, fair and
accurate recording and reporting of financial and business information in accordance with the MMLR of Bursa Malaysia.

The timely release of announcements on quarterly financial reports reflects the Board’s commitment to providing transparent and up-to-date disclosure on the performance
of the Group.

The Directors are also required by the Companies Act, 2016 to prepare the Group’s annual audited financial statements with all material disclosures such that they are
complete, accurate and conform with applicable accounting standards, rules and regulations. The AC assists the Board in overseeing the financial reporting process.

AC and Internal Control

The Board’s governance policies include a process for the Board, through the AC, to review regularly the effectiveness of the system of internal control as required by the
Code. A report from the AC and its summary terms of reference is presented on pages 170 to 172 of this Annual Report.

The Board has overall responsibility for the Group’s system of internal control, which comprises a process for identifying, evaluating and managing the risks faced by the
Group and for regularly reviewing its effectiveness in accordance with the Code.

The Board confirms that this process was in place throughout the year under review and up to the date of approval of these financial statements. The primary aim is to ensure
the internal control systems in place are appropriate to the business and can, over time, increase shareholder value while safeguarding the Group’s assets and managing
its liabilities. The system is designed to manage, rather than eliminate, the risk of failure to achieve business objectives and can only provide reasonable and not absolute
assurance against material misstatement or loss.

The Statement on Risk Management and Internal Control is set out on pages 173 to 179 of this Annual Report.

Relationship with the External Auditors

The Board, through the AC, has maintained an appropriate, formal and transparent relationship with the external auditors and has adopted an External Auditors
Independence Policy. The AC meets the external auditors without the presence of Management, whenever necessary, and at least twice a year. Meetings with the external
auditors are held to further discuss the Group’s audit plans, audit findings, financial statements as well as to seek their professional advice on other related matters. From
time to time, the external auditors inform and update the AC on matters that may require their attention.

In the assessment of the performance of the external auditors, including their independence policies and procedures, the AC noted that the external auditors had in
accordance with the independence requirements set out in the By-Laws (on professional ethics, conduct and practice) of the Malaysian Institute of Accountants, evaluated
the level of threat to objectivity and potential safeguards to prevent any threats prior to acceptance of any non-audit engagement.

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CORPORATE GOVERNANCE

The external auditors have provided their written confirmation to the AC in respect of their independence throughout the audit engagement with the Group for the financial
year 2016.

The external auditor’s remuneration including Non-Audit Fees for the Company and the Group for the Financial Year is as follows:

Group Company
(RM’000) (RM’000)
Statutory audit fees 1,030 879
Non-audit fees 281 281
Total 1,311 1,160

The Company’s existing auditors, Messrs PricewaterhouseCoopers (“PwC”), were re-appointed as the auditors of the Company at the Twenty Third Annual General
Meeting (“AGM”) of the Company held on 30 May 2016 to hold office until the conclusion of the forthcoming AGM of the Company. PwC have been the auditors of the
Company since May 2004.

The Company has received a letter dated 14 February 2017 from one of its major shareholders, Tune Air Sdn Bhd, nominating Messrs Ernst & Young (“EY”), as the new
statutory auditors of the Company. A copy of this letter is annexed and marked as ‘Appendix A’ in this Annual Report 2016. The proposed change is in line with good
corporate governance of revisiting the appointment of the company’s auditors from time to time.

D. OTHERS

Corporate Disclosure Policy and Procedures

AirAsia observes the continuing disclosure obligation under the MMLR. A Corporate Disclosure Policy and Procedures was approved by the Board, which provides
accurate, balanced, clear, timely and complete disclosure of corporate information to enable informed and orderly market decisions by investors.

Material information will in all cases be disseminated via Bursa Malaysia and other means.

Code of Conduct/Ethics

The Company has formalised ethical standards through a Code of Conduct and will ensure its compliance. The Code of Conduct is published on the Company’s website.
The Directors are also required to observe the Code of Ethics established by the Companies Commission of Malaysia in furtherance of their duties.

Whistleblowing Programme

In order to improve the overall organisational effectiveness and to uphold the integrity of the Company in the eyes of the public, the Company updated its whistleblowing
programme during the year, which acts as a formal communication channel where all stakeholders can communicate their concerns in cases where the Company’s business
conduct is deemed to be contrary to the Company’s common values.

All concerns should be addressed to the Group Head of Internal Audit who will then assess all concerns reported and recommend the appropriate action, and subsequently:

• Compile all reports received and submit to the Chairman of the AC; and
• Report to the AC the results of the investigation for further action.

All details pertaining to the name and position of the whistleblower will be kept strictly confidential throughout the investigation proceedings.

Company’s strategies in promoting Corporate Social Responsibility (“CSR”)

AirAsia has always viewed its people as the organisation’s biggest strength and through its growth over the years has always strived to be part of the community via
active involvement in CSR programmes and, more recently, through the work of AirAsia Foundation. AirAsia Foundation is the philanthropic arm of AirAsia Group and
seeks to effect social change through entrepreneurship. Reports, announcements and presentations of all the foundation’s activities can be accessed on its website at
www.airasiafoundation.com.

This statement is made in accordance with a resolution of the Board of Directors of AirAsia dated 17 April, 2017.

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COMMITTEE REPORT
This Report has been reviewed by the Audit Committee (“the AC”) and approved by the Board of Directors (“Board”) for inclusion in this Annual Report.

The AC assists our Board in fulfilling its responsibilities with respect to its oversight responsibilities. The AC is committed to its role of ensuring the integrity of the Group’s financial
reporting process; the management of risks and system of internal controls, external and internal audit processes, and compliance with legal and regulatory matters; the review
of related party transactions; and other matters that may be specifically delegated to the AC by our Board. The AC’s responsibility for the internal audit of the Group is fulfilled
through reviews of Group Internal Audit’s quarterly reports.

Composition of the Audit Committee and Attendance of Meetings

The AC has been established by the Board and comprises three (3) members, the majority of whom are Independent Non-Executive Directors. Members of the AC elect among
themselves an Independent Director, who is not the Chairman of the Company, as Chairman of the AC. The Terms of Reference of the AC are approved by the Board and complies
with the Main Market Listing Requirements (“MMLR”) of Bursa Malaysia Securities Bhd (“Bursa Malaysia”).

The composition of the AC meets the requirements of paragraph 15.09(1)(c) of the MMLR.

Members of the AC are subject to annual evaluations, and its composition is reviewed annually by the Board.

Attendance of Meetings

A total of eight (8) meetings were held for the financial year ended 31 December 2016 (“Financial Year”). Members of the AC, together with details of their attendance at the AC
meetings held during the year, are as follows:

Name Directorship No. of Meetings attended

Dato’ Mohamed Khadar bin Merican Independent Non-Executive Director 8

(Chairman of the AC)
Dato’ Fam Lee Ee Senior Independent Non-Executive Director 8
Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar Non-Independent Non-Executive Director 8

Note: Dato’ Mohamed Khadar bin Merican was appointed as AC Chairman on 16 February 2016. The previous AC Chairman, Mr Uthaya Kumar A/L K Vivekananda, resigned
from the Board on 4 January 2016.

The AC meets on a scheduled basis during the financial year, and as and when required. The AC is assisted by an independent Group Internal Audit Department (“IAD”) in
carrying out its functions. The Chief Executive Officer (“CEO”) of the Company, Deputy Group Chief Executive Officer, Corporate Services (“DGCEO, Corporate Services”),
Group Chief Financial Officer (“GCFO”), Chief Financial Officer (“CFO”) of the Company, Group Head of Internal Audit, Group Head of Legal and Group Head of Risk are
invited to attend meetings to assist the AC in deliberations as and when necessary.

Summary of the work of the Audit Committee

The AC’s duties and responsibilities are set out in its Terms of Reference, which are available at http://www.airasia.com.

In discharging its duties and responsibilities, the AC is guided by the AC Charter, which was approved by the Board and is aligned to the provisions of the MMLR, Malaysian
Code on Corporate Governance 2012 (“MCCG 2012”), and Corporate Governance Guide: Towards Boardroom Excellence and other best practices.

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COMMITTEE REPORT

During the Financial Year, the AC carried out the following activities in the discharge of its roles and responsibilities:

Internal Audit

• Provided oversight on the performance of the Group IAD to ensure it is able to operate independently, is adequately staffed by personnel with appropriate competencies,
and that appropriate targets are met.
• Reviewed and approved the Group Internal Audit Plan to ensure adequate coverage of auditable areas within the Group in accordance with the appropriate identified
risk profiles, ensuring the internal audit assignments could be completed in an effective, efficient and timely manner.
• Reviewed audit reports, including ad-hoc and investigation reports, presented by the Group IAD on their findings and recommendations, and discussed remedial actions,
where necessary.
• Reviewed the human resource of the Group IAD with a focus on competencies and succession planning.
• Reviewed the Internal Audit Charter, which defines the purpose, authority, scope and responsibility of the IADs within the Group, to ensure that it is fit for purpose.
• Reviewed significant whistleblowing cases reported within the Group’s Whistleblowing Policy, and ensured that appropriate action is taken, where necessary, and that the
appropriate level of confidentiality is maintained for the protection of the whistleblower.
• Reviewed the performance of the Group Head of Internal Audit and approved matters relating to remuneration and compensation.

Risk Management

• Provided oversight on the development of a risk awareness culture within the Group by cascading the tone from the top on the importance of integrated risk management
in organisational and operational processes.
• Reviewed the Risk Management Policy and evaluated the adequacy and effectiveness of the Risk Management Framework.
• Reviewed the development of key risk profiles within an Enterprise Risk Management programme for the Group and Company.
• Reviewed the comprehensiveness of the Business Continuity Programme, including a regular testing thereof.
• Reviewed the Group’s insurance programmes and recommended improvements, where necessary, to ensure that an adequate and effective risk transfer mechanism is in
place to protect the interests of the Group.
• Reviewed the Statement on Risk Management and Internal Control and Audit Committee Report for inclusion in the 2016 Annual Report.

External Audit

• Reviewed the external auditors’ overall work plan and recommended to the Board the Terms of Engagement.
• Reviewed the external auditors’ reports, performance and independence and the effectiveness of the overall audit process.
• Reviewed updates on the Malaysian Financial Reporting Standards and assessed how they will impact the Group and Company, as well as the Group’s and Company’s
preparedness in adopting these new standards.
• Considered updates by the external auditors on changes to relevant guidelines on regulatory and statutory requirements and their effects on the Group and Company.
• Met with the external auditors in private, without the presence of Management, to confirm that there were no restrictions on the scope of their audit and to discuss any other matters.
• Reviewed the external audit fees proposed in respect of the scope of work required for the financial year and recommended the same for approval by the Board.
• Reviewed reports arising from the external auditors for the Financial Year, including Management’s proposed actions to resolve matters highlighted.

Financial Reporting

• Reviewed the Quarterly Financial Announcements and Audited Annual Financial Statements prior to recommending to the Board for approval.
• Reviewed the Auditors’ Report for the Financial Year, in particular matters raised as Key Audit Matters.

Related Party Transactions

• Reviewed related party transactions entered into by AirAsia Berhad to ensure the transactions are fair and reasonable, are carried out at arm’s length and that they are in
the best interest of the Company.

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COMMITTEE REPORT

INTERNAL AUDIT FUNCTION

The AirAsia Group has a well-established in-house Group IAD to assist the AC in carrying out its functions. The Group IAD maintains its independence through reporting directly
to the AC. The Group IAD plans and provides supervision on internal audit services across all subsidiaries and associated companies in the Group, including the various Airline
Operating Companies (“AOCs”). The internal audit teams in the respective AOCs have a reporting line to the Group IAD. The Group IAD reviews and compiles their reports as
a Group Internal Audit Report to be submitted and presented to the AC for its review and deliberation.

The Group IAD is guided by its Internal Audit Charter that provides independence and reflects the roles, responsibilities, accountability and scope of work of the department. The
Group IAD reports functionally to the AC and administratively to the Group Chief Executive Officer (“GCEO”).

The principal responsibility of the Group IAD is to undertake regular and systematic reviews of the systems of internal controls so as to provide reasonable assurance that the
systems continue to operate efficiently and effectively. The Group IAD adopts a risk-based audit methodology to develop its audit plans by determining the priorities of the internal
audit activities, consistent with the strategies of the Group. Based on risk assessments performed, greater focus and appropriate review intervals are set for higher risk activities,
and material internal controls, including compliance with the Company’s policies, procedures and regulatory responsibilities.

The audits cover the review of the adequacy of risk management, the strength and effectiveness of the internal controls, compliance to both internal and statutory requirements,
governance and management efficiency, among others. The audit reports, which provide the results of audits conducted, are submitted to the AC for review. Key control issues and
recommendations are highlighted to enable the AC to execute its oversight function. Areas for improvement and audit recommendations are also forwarded to the Management
for their attention and further action. The Management is responsible for the implementation of corrective actions within the required time frame.

The AC reviews and approves the Group IAD and IADs in other AOCs’ human resource requirements to ensure the function is adequately resourced with competent and proficient
internal auditors. The total operational costs of the Group IAD and IADs in other AOCs for 2016 was RM3,953,863.

INTERNAL AUDIT ACTIVITIES DURING THE FINANCIAL YEAR

The Group IAD implements a risk-based methodology in establishing its strategic and annual audit plan which determines the areas or units to be audited. During the Financial
Year, the AC reviewed, challenged and approved Group IAD and the respective IADs’ audit plan. In doing so, the AC ensured, among others, consistency in the audit
methodology deployed, as well as robustness in the audit planning process.

During the Financial Year, audit reviews were conducted based on the internal audit plan approved by the AC. The Group IAD and IADs in other AOCs completed and reported
on 122 audit assignments covering 52 station audits, 23 corporate audits, 11 IT audits and 36 ad-hoc audits requested by the Board, AC or Senior Management, and those
which arose from reports pursuant to the Group’s Whistleblowing Policy. The areas reviewed include ancillary income, quality assurance, customer experience, regulatory,
procurement, finance, contract management, ground operations, IT project management and IT systems. The Group Head of Internal Audit attended the AC meetings to brief the
AC on audit results and significant matters raised in the detailed Group IAD report including findings provided by the respective IADs.

Internal audit reports detailing audit findings and recommendations are provided to Management who respond on the actions to be taken. Weekly follow up is done to monitor
the progress of corrective actions until these are completed and closed off. The GCEO and CEO of the Company are updated on the current status of open action plans. The
Group IAD submits the compiled Group Internal Audit Report to the AC every quarter on the status of audit plans, audit findings, and actions taken by Management on such
findings.

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STATEMENT ON RISK MANAGEMENT

REPORTS AND FINANCIAL STATEMENTS

& INTERNAL CONTROL
AirAsia Group is committed to maintaining a comprehensive and robust risk management and internal control system as part of our corporate governance and in line with best
practices. The Board is guided by the requirements set out within Paragraph 15.26 (b) of the Main Market Listing Requirements (“MMLR”) issued by Bursa Malaysia Securities
Berhad as well as the Malaysian Code on Corporate Governance 2012 released by the Securities Commission Malaysia. The following statement outlines the nature and scope
of the Group’s internal controls and risk management framework in 2016.

RESPONSIBILITY

The Board

The Board is responsible for identifying risks that could impact AirAsia Group, and for the implementation of appropriate systems to manage and control these risks. It, in
turn, has delegated the oversight and governance of Group risks to the Board Audit Committee (“AC”) comprising two Independent Non-Executive Directors – one of whom
serves as Chairman – and one Non-Independent Non-Executive Director. The AC’s composition ensures an independent oversight of internal controls and risk management.
Notwithstanding the delegation of responsibilities, the Board acknowledges that the internal control systems are designed to manage and minimise risks as it may not be possible
to totally eliminate the occurrence of unforeseeable circumstances, fraud or loss.

The Board and Operational Committees

• The Board has established an organisation structure with clearly defined lines of responsibility, authority limits and accountability aligned with business and operations
requirements which support the maintenance of a strong internal control environment.

• Board Committees have been set up with clearly defined responsibilities, terms of reference and organisation structures to assist the Board in performing its oversight
functions. These include the Nomination and Remuneration Committee (“NRC”), AC and Safety Review Board (“SRB”), which examine matters within their scope and
report to the Board with their recommendations.

• Operational committees – such as the Financial Risk Committee and Quality and On-Time Performance Committee – ensure the effective management and supervision of
some of the Group’s core business operations. They meet frequently to address emerging issues, concerns and action plans.

Audit Committee

The main responsibility of the AC is to assist the Board in fulfilling its statutory and fiduciary responsibilities of monitoring the Group’s management of financial risk processes,
accounting and financial reporting practices. Towards this end, it reviews the processes and quality of the Group’s accounting function, as well as the financial reporting and
systems of internal controls.

The AC also monitors compliance with established policies and procedures.

In addition, the AC assists the Board in ensuring the implementation of appropriate systems to manage the overall risk exposure of the Group. This includes identifying significant risks
and ensuring the Group Risk Management Framework encompasses all the necessary policies and mechanisms to manage the Group’s overall risk exposure. The AC also reviews the
effectiveness of the Group’s Risk Management Framework and the results of risk assessments, while recommending new policies and/or frameworks, if required, for the Board’s approval.

In fulfilling its responsibilities in risk management, the AC is assisted by the Group Risk department.

Management

Management is responsible for implementing frameworks, policies and procedures related to risk management and internal control. Members of Management are accountable
for identifying and evaluating risks, and monitor the achievement of business goals and objectives within the risk appetite parameters approved by the Board.

Management is required to provide assurance to the Board that the Group’s risk management and internal control systems are operating adequately and effectively based on
the risk management framework adopted by the Group.

The Chief Executive Officer (“CEO”) of the Company is responsible for driving the implementation of risk management activities in accordance with the risk management policy
and framework of AirAsia, and is assisted by Group Risk in this role.

AirAsia Berhad
Annual Report 2016 173
 STATEMENT ON RISK MANAGEMENT
REPORTS AND FINANCIAL STATEMENTS

& INTERNAL CONTROL

Group Risk

Risk management oversight is coordinated by Group Risk. Group Risk develops risk policies, sets minimum standards, provides guidance on risk related matters, coordinates risk
management activities with other departments, as well as monitors AirAsia’s business risks. Group Risk’s principal roles and responsibilities are as follows:

• Review and update risk management methodologies, specifically those related to identification, measuring, controlling, monitoring and reporting of risks
• Provide risk management training and workshops
• Review risk profiles and mitigation plans of business units
• Identify and communicate to the AC and CEO critical risks to the organisation, as well as corresponding control action plans for managing such risks

Significant risk issues evaluated by Group Risk and/or major changes proposed by the AC and/or the CEO are discussed at Management meetings and at meetings convened
by the AC.

Risk Management Framework

One of the key features of the Group Risk Management Framework is a risk governance structure comprising the three lines of defence model with established and clear functional
responsibilities and accountabilities for the management of risk.

Risk Management Framework

First Line of Defence

Management

Second Line of Defence

Group Risk

Third Line of Defence

Internal Audit

Figure 1: Three Lines of Defense Model

First Line of Defence

Management is the first line of defence and is accountable for all risks assumed under their respective areas of responsibility. Management is also responsible for creating a
culture of risk awareness, which will promote greater understanding of the importance of risk management and ensure its principles are embedded in key operational processes
and in all projects.

Second Line of Defence

The second line of defence is provided by the Group Risk functional unit with oversight by the AC. Group Risk is responsible for effective implementation of the Group Risk
Management Framework and related policies and objectives. Group Risk is accountable for executing any AC directive aimed at maintaining sound risk management within
AirAsia Group.

Third Line of Defence

The third line of defence is provided by the Group Internal Audit Department (“IAD”). The Group IAD reports directly to the AC and provides independent assurance of the
adequacy and reliability of risk management processes and system of internal controls, while ensuring compliance with risk-related regulatory requirements.

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STATEMENT ON RISK MANAGEMENT

REPORTS AND FINANCIAL STATEMENTS

& INTERNAL CONTROL

AIRASIA’S RISK MANAGEMENT PROCESS

AirAsia’s risk management process governs the way the Group assesses and mitigates risks. This comprises five key steps, namely: identification, measurement, control, monitoring
and reporting of risks.

The result of the risk management process is the systematic identification, documentation, mitigation and monitoring of AirAsia’s risks.

Risk management workshops are conducted by Group Risk for senior staff of the different functions, with each function producing a risk register and a departmental risk profile.
Each departmental risk register outlines the principal risks relevant to that department as well as the corresponding controls and treatment plans.

Control Action Tasks

Available methods of risk treatment include: (See Figure 2 below)

Terminate Reduce

• Avoid the risk, preventing it from crystallising • Reducing either the likelihood/impact of the risk
• Example: Exit the business/market segment • Example: Fire
- Likelihood → Awareness & Safety initiatives
- Impact → Install sprinkler system & fire extinguishers

Accept Pass-On

• Allow minor risks to exist when cost outweighs benefit-status quo • Sharing some of the risks but it does not necessarily reduce the overall risk level
• Example: Inherit risks such as weather, political, etc. • Example: Contracts, insurance, outsource, JVs

Figure 2: AirAsia’s Key Risk Treatment Strategies

Upon determining the priorities in risk treatment, the following tasks are initiated:

Task Focus

Control action plan Determine the plan to be undertaken to manage the risk based on the risk treatment.
Control action cost Ascertain the estimated cost of risk treatment.
Expectations/benefit Ascertain the expected outcome to be generated from the planned action, e.g. in monetary terms (cost savings/revenue generation) or
Key Performance Indicators (“KPIs”).
Risk owner A named person responsible for the action - it is important to identify a named person for leading or coordinating the action. Most
individuals and teams will need to take some responsibilities for risk management issues, but this will depend on their skills and time
available.
Completion date Time scale for action - this depends on the nature of the problem and action required. Short-term action can be deployed almost
immediately; medium-term action normally requires a longer time, perhaps up to six months to implement. Long-term actions are those that
will take more than six months to be implemented.
Control action status Status of the action plan.

Management will decide on the risk tolerance level in the context of the business objectives, strategies and KPIs. The objective is not to eliminate all risks but rather to ensure that
risk is mitigated to an acceptable level in a cost-effective manner.

AirAsia Berhad
Annual Report 2016 175
 STATEMENT ON RISK MANAGEMENT
REPORTS AND FINANCIAL STATEMENTS
& INTERNAL CONTROL
RISK MANAGEMENT PROGRAMMES IN 2016
Risk management programmes by AirAsia consisted of activities to: (1) strengthen the risk management foundation, (2) improve capabilities and extend the scope of risk
management, and (3) “deep-dive” solutions to prevailing risk issues.
Strengthening risk management foundations
Risk management direction
Risk management policies, framework and tools
Risk Reporting
Training and awareness
Improve capabilities and extend scope of risk management
Risk identification
Risk mitigation
Business continuity management
“Deep-dive” solutions to prevailing risk issues
Managing well-known risks
Understanding uncertainty
176 AirAsia Berhad
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The CEO reaffirmed Management’s commitment to building a strong risk culture and mitigating risks to key revenue-
generating and operating resilience, following the AC’s direction to focus on promoting risk awareness at all levels and
departments within the organisation and addressing key risks to the organisation as a whole.
A review was conducted on enterprise risk management and business continuity management policies in light of changes
to the organisation structure over the past few years, as well as to improve Allstars’ appreciation of their risk responsibilities.
Efforts are also being undertaken to ensure our risk management framework and methodology are consistent with the safety
management system. Other improvements include requiring risk evaluation to be expressed in monetary terms wherever
possible, and new templates for departmental risk registers.
Group Risk has provided risk reports to the AC periodically on the status and outcomes of risk assessments conducted for
the year in review.
All Heads of Department (“HODs”) and their key team members attended briefings by the CEO, Chief Financial Officer
(“CFO”), risk team and internal audit on the organisation’s commitment to risk management, as well as on their own individual
responsibilities and expected contributions. Group Risk also carried out technical briefings and workshops for all HODs on
enterprise risk and business continuity management. Programmes to develop risk registers, control action plans and business
continuity plans for their respective departments, which are ongoing, arose from these briefings.
Group Risk facilitated a bottom-up risk assessment exercise with key revenue-generating and operations functions to identify
financial, strategic, operational and reputation risks. At the same time, business continuity assessments were conducted for
all Malaysia-based operations with completion targeted for 2017.
Risk mitigation roles were assigned for these key revenue-generating functions and operations using the RACI model, i.e. the
Responsibility for plan execution, Accountability for plan success, and those who should be Consulted and kept Informed.
Based on these accountabilities, risk mitigation responses and formal business continuity plans were established, including
control action plans to track risk mitigation activities and their progress. Several key regional operations also identified how
much business continuity risk they could withstand, and how much exposure they would be comfortable with.
Operational Response Plans were developed for a number of situations that could affect local and regional operations
and Group functions. These included critical Information Technology (“IT”) systems outage, natural phenomenon, loss of
operational headquarters, and loss of specific critical airport infrastructure and facilities.
Cross-functional reviews were completed for possible workplace disruption, access to third-party airport facilities and
specific types of cyber threats. Solutions to mitigate, address or resolve these risks were facilitated by Group Risk through a
series of workshops and group discussions.
Several “what-if” exercises were conducted in an effort to understand “tail risks”, i.e. events that may not be well defined or
on which no consensus yet existed, but that may have occurred to other airlines or companies. These included catastrophic
operations systems failure, catastrophic loss of airport facilities and new forms of cyber risks.
STATEMENT ON RISK MANAGEMENT

REPORTS AND FINANCIAL STATEMENTS

& INTERNAL CONTROL

SIGNIFICANT RISKS

Strategic Risks

Sales shocks in the form of sudden changes in demand caused by events such as pandemics in key markets, political unrest or market downturns could impact our revenue
stream significantly.
Mitigation action: Commercial has conducted periodic market analysis and coordinated responses to market events. AirAsia has also launched low-fare promotions from time
to time to generate sales in periods of low demand.
Negative publicity is reputational risk that stems from widespread social networks that have acted as platforms for airing consumer grievances or waging anti-sentiment
campaigns. Aggressive marketing by competitors may also contribute to negative sentiment.
Mitigation action: AirAsia conducts annual brand health assessments with the results used to execute positive PR actions including targeted marketing campaigns.
Intense competition from rapid expansion of competitor’s network and price erosion stemming from price wars with competition. Corporate espionage resulting in loss of
strategic advantage.
Mitigation action: Strategic network expansion into greenfield markets to achieve “first entrant” incentives such as lower airport charges. We are also utilising revenue
modelling to lower price points for targeted routes to maximise profitability.

Operational Risks

Prolonged outages of mission-critical systems required for continuity of flight operations and revenue channels have occurred more frequently in the
commercial aviation industry over the past 12 months costing significant financial loss to affected airlines.
Mitigation action: AirAsia has developed, implemented and tested systems-specific backup and failovers to reduce the impact of prolonged systems outages. We have also
developed an IT Disaster Recovery Plan and a complementary Group Operational Response Plan to ensure that business continues to run in the event of a critical systems outage.
Failure in airport services, such as airport fueling systems, baggage handling systems or customs, immigration and quarantine processing could impact our operational
continuity and lead to significant delays and business disruption.
Mitigation action: AirAsia has created incident-specific business continuity plans for our main hubs while partnering closely with airport operators and authorities. We have
also developed and tested fuel supply disruption business continuity plans for klia2 in light of several actual incidents during the year. Further contingency plans for loss of airport
bays are also being developed and due by the end of 2017.

Financial Risks
Fuel price rises above USD75 per barrel: A surge in fuel price would have a significant impact on AirAsia’s profits with fuel making up one of the key cost components
for operations.
Mitigation action: Nearly 75% of AirAsia’s jet fuel exposure is hedged until the end of 2017.
Asian currencies depreciate beyond expected lower limits: Unexpected massive currency depreciation, in particular the Malaysian Ringgit to the US Dollar, will have
a detrimental effect on the cost of financing for AirAsia.
Mitigation action: AirAsia has hedged approximately 59% of US Dollar loan liabilities with forward foreign exchange contracts.

Cyber Security Risks

Cyber intrusion: AirAsia is exposed to cyber intrusion due to our heavy focus on online sales channels, guest feedback, help channels and other digital solutions. The integrity
of our online activities, electronic and network systems, as well as digital storage of business and operations information could be compromised by cyber intrusion.
Mitigation action: AirAsia has established a centralised team responsible for managing and improving our cyber security. This team regularly reviews and monitors cyber
threats globally. We have also achieved ISO/IEC 27001 Information Security Management System (“ISMS”) certification for our control systems.
Cyber fraud: There is an increasing number of cyber fraud from phishing, or fraudulent emails, by automated ticket touts manipulating our booking engine.
Mitigation action: We have implemented specialised tools to mitigate the risk of automated ticket touts as well as awareness campaigns on e-mail phishing prevention.

Compliance Risks
Non-compliance to changes in regulatory requirement: AirAsia must meet regulatory requirements of local aviation and consumer authorities in multiple jurisdictions.
Unexpected or sudden changes in these requirements may risk non-compliance of local rules and regulations.
Mitigation action: AirAsia maintains a high level of engagement with local regulators and authorities to ensure any new regulatory requirement is understood and swiftly
adhered to. In addition, we constantly monitor the local regulatory landscape for new or amended regulations that AirAsia is required to comply with.

AirAsia Berhad
Annual Report 2016 177
 STATEMENT ON RISK MANAGEMENT
REPORTS AND FINANCIAL STATEMENTS

& INTERNAL CONTROL

SIGNIFICANT RISKS (CONTINUED)

Safety Risks
General safety risk exposure: Our exposure to operational safety hazards and risks increases as we grow our routes, flights and passenger volume. Managing latent
threats to our business is especially important as these may be amplified through our growth.
Mitigation action: We are required by regulation to implement a Safety Management System, which we have in place. However, we go beyond this by adopting industry
best practice. In 2016, we began preparations for eventually submitting to the IATA Operational Safety Audit. Group Safety oversees efforts by AirAsia to adopt the highest
standards in identifying, managing and communicating with each other on safety risks across the Group. It is also responsible for promoting a strong safety culture at all levels of
the organisation. Our safety policy is to ensure that all employees of AirAsia are aware of their responsibilities and contribution towards safety.

KEY ELEMENTS OF INTERNAL CONTROL FRAMEWORK

The following represent key elements of the Group’s internal control framework:

Board Oversight

Board has oversight over the Group’s operations. The Board is kept updated on the Group’s activities and operations on a timely and regular basis through Board meetings with
a formal agenda on matters for discussion. Other Board Committees, namely the AC, NRC and SRB are established to assist the Board execute its governance responsibilities
and oversight function as delegated by the Board. Further information on the various Board Committees is included in the Statement on Corporate Governance from
pages 158 to 169.

Senior Management Oversight

Regular management and operation meetings are conducted by Senior Management which comprises the GCEO, CEO and HODs.

Segregation of Duties

Segregation of duties is embedded in the key business processes. The Group has in place a system to ensure there are adequate risk management, financial and operational
policies and procedures.

Internal Policies and Procedures

Policies, procedures and processes governing the Group’s businesses and operations are documented and made available to employees across the Group on the Group’s
intranet portal. These policies, procedures and processes are reviewed and updated by the business and functional units through a structured process of review to cater to changes
in legal and regulatory requirements as well as to the business and operational environment. The policies, procedures and processes are reviewed to ensure that appropriate
controls are in place to manage risks inherent to the business and operations.

Financial Budgets

A detailed budgeting process has been established requiring all HODs to prepare budgets and business plans annually for deliberation and approval by the Board. A reporting
system on actual performance against the approved budget is also in place, which requires explanations for significant variances and action plans by Management to address
these.

Human Capital Management

AirAsia acknowledges that one of the key elements of a robust internal control system is our people. Our system of risk management and internal control is dependent on the
responsibility, integrity and judgement that people apply to their work. Consequently, the Group has in place policies and procedures that govern our recruitment, appointment,
performance management, compensation and reward mechanisms as well as policies and procedures that govern discipline, termination and dismissal of employees.

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REPORTS AND FINANCIAL STATEMENTS

& INTERNAL CONTROL

KEY ELEMENTS OF INTERNAL CONTROL FRAMEWORK (CONTINUED)

Insurance

The Group undertakes adequate insurance and maintains physical safeguards on assets to ensure these are sufficiently covered against any mishap that will result in material loss.
AirAsia Aviation Insurance provides coverage for the following:

• Aviation Hull and Spares All Risks and Liability

• Aviation Hull and Spares War and Allied Perils (Primary and Excess)
• Aircraft Hull and Spares Deductible
• Aviation war, hijacking and other perils excess liability (Excess AVN52)

Information Security

IT security protects information from a wide range of threats as well as safeguards the confidentiality, integrity and availability of information. IT security in the Group is achieved
through a set of controls which includes policies, standards, procedures, guidelines, organisation structures and software control functions.

The Group acknowledges the importance of leveraging on IT to promote effectiveness and efficiency of business operations. Heavy reliance on IT may pose emerging cyber
security threats, hence AirAsia Cyber Risk Management is in place to manage cyber security risk. The Cyber Risk Management programme includes:

• Establishing an Information Security Management System to design, implement and maintain a coherent set of policies and processes to manage information risks; and
• Conducting penetration tests, system vulnerability assessments and reviews to minimise IT security incidents.

Internal Audit

Group IAD regularly reviews the Group’s operations and systems of internal controls and evaluates the adequacy and effectiveness of the controls, risk management and
governance processes implemented by Management. It integrates a risk-based approach in determining the auditable business units and frequency of audits. The annual audit
plan for AirAsia Group is reviewed and approved by the AC.

Conclusion

The Board has received assurance from the Group CEO, CEO of the Company, Group CFO and CFO of the Company that the Group’s risk management and internal control
system is operating adequately and effectively, in all material aspects. For areas which require improvement, action plans are being developed with implementation dates and
monitored by the respective HODs. The Board also receives monthly updates on key risk management and internal control matters through its Board Committees. Based on
assurance received from Management and updates from the Board Committees, the Board is of the view that AirAsia’s risk management and internal control system was operating
adequately and effectively during the financial year under review up to the date of approval of this statement.

Our associate companies are in the process of fully adopting the Group’s risk management and internal controls. The disclosure in this statement does not include the risk
management and internal control practices of the Group’s material joint ventures.

Review of the Statement by External Auditors

As required by Paragraph 15.23 of the Bursa Malaysia Securities Berhad MMLR, the External Auditors have reviewed this Statement on Risk Management and Internal Control.
Their limited assurance review was performed in accordance with Recommended Practice Guide (“RPG”) 5 (Revised 2015) issued by the Malaysian Institute of Accountants. RPG
5 (Revised 2015) does not require the External Auditors to form an opinion on the adequacy and effectiveness of the risk management and internal control systems of the Group.

This statement is in accordance with the resolution of the Board of Directors dated 17 April, 2017.

AirAsia Berhad
Annual Report 2016 179
 ADDITIONAL COMPLIANCE
REPORTS AND FINANCIAL STATEMENTS

INFORMATION
The information set out below is disclosed in compliance with the Main Market Listing Requirements (“MMLR”) of Bursa Malaysia Securities Berhad (“Bursa Malaysia”):

1. UTILISATION OF PROCEEDS FROM CORPORATE PROPOSAL

There were no proceeds raised by the Company from corporate proposals during the financial year ended 31 December 2016 (“Financial Year”).

2. MATERIAL CONTRACTS INVOLVING DIRECTORS’ AND MAJOR SHAREHOLDERS’ INTERESTS

There were no material contracts entered into by the Company and its subsidiaries involving directors’ and major shareholders’ interests still subsisting at the end of the
Financial Year save for the following:-

a. The Company entered into a Subscription Agreement with Tune Live Sdn. Bhd. on 1 April 2016 for the issuance and allotment of 559,000,000 new ordinary shares
of RM0.10 each in the Company (“Subscription Shares”) to Tune Live Sdn. Bhd (“Shares Issuance”). The Shares Issuance has been completed following the listing
of and quotation for the Subscription Shares on the Main Market of Bursa Malaysia on 26 January 2017.

3. RECURRENT RELATED PARTY TRANSACTIONS OF A REVENUE OR TRADING NATURE

At the Annual General Meeting held on 30 May 2016, the Company had obtained a shareholders’ mandate to allow the Company and/or its subsidiaries to enter into
recurrent related party transactions (“RRPT”) of a revenue or trading nature.

The RRPT Mandate is valid until the conclusion of the forthcoming Twenty Fourth Annual General Meeting of the Company to be held on 25 May 2017. The Company
proposes to seek a renewal of the existing RRPT Mandate and a new RRPT Mandate at its forthcoming Twenty Fourth Annual General Meeting. The renewal of the existing
RRPT Mandate and the new RRPT Mandate, if approved by the shareholders, will be valid until the conclusion of the Company’s next Annual General Meeting. Details of
the RRPT Mandate being sought is provided in the Circular to Shareholders dated 28 April 2017 sent together with the Annual Report.

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ADDITIONAL COMPLIANCE

REPORTS AND FINANCIAL STATEMENTS

INFORMATION

Pursuant to paragraph 10.09(2)(b) and paragraph 3.1.5 of Practice Note 12 of the MMLR of Bursa Malaysia, details of the recurrent related party transactions of a revenue or
trading nature entered into during the Financial Year are as follows:

Aggregate value of
transactions during
No. Transacting Parties Nature of RRPT Class and relationship of the Related Parties the Financial Year

Revenue/income
1. AirAsia X Berhad (“AAX”) Provision of the following range of services by our Interested Directors and Major Shareholders RM15,048,000.00
(Company No. 734161-K) Company to AAX: Tan Sri (Dr.) Anthony Fernandes
(“Tan Sri (Dr.) Tony Fernandes”)
(a) Commercial Datuk Kamarudin bin Meranun (“Datuk Kamarudin”)
- Sales and distribution
- Sales support Interested Major Shareholder
- Direct channel Tune Air Sdn. Bhd.
- Branding and Creative (Company No. 548526-V) (“TASB”)
• Protection of brand to ensure proper
public perception is built
• Manage communication imagery,
sponsorships (e.g. sports and youth
marketing) and commercial branding
• Creative includes graphic designs
supporting branding activities
- Web team: Manage, plan, build and
develop airasia.com website
- Marketing
- Ancillary
(b) Treasury
- Fuel procurement
- Fuel hedging
(c) Revenue & Process Assurance - Card Fraud
Team
(d) Cargo
(e) Manpower cost
(affiliate of companies in China)
(f) IT Internal Audit & Investigation
(g) Ground Operations
(h) Group Inflight Ancillary
(i) Engineering
(j) Legal
(k) Operations Control Centre
(l) Corporate Quality
(m) Flight Attendant Department
(n) Innovation, Commercial and technology
- Involves all services related to information
technology

2. AAX Provision of the rights by our Company to AAX as Interested Directors and Major Shareholders RM8,530,000,00
a licensee to operate scheduled air services under Tan Sri (Dr.) Tony Fernandes
the trade name and livery of AirAsia Datuk Kamarudin

Interested Major Shareholder

TASB

AirAsia Berhad
Annual Report 2016 181
 ADDITIONAL COMPLIANCE
REPORTS AND FINANCIAL STATEMENTS

INFORMATION

Aggregate value of
transactions during
No. Transacting Parties Nature of RRPT Class and relationship of the Related Parties the Financial Year

Revenue/income
3. AAX Provision of charter services to Beirut, Lubnan to be Interested Directors and Major Shareholders RM279,000.00
provided by AAX for the Malbatt contingent Tan Sri (Dr.) Tony Fernandes
Datuk Kamarudin

Interested Major Shareholder

TASB

4. Tune Protect Group Berhad Provision of the right to access our Company’s Interested Directors and Major Shareholders RM76,000.00
(Company No. 948454-K) customer database by our Company to TPB to Tan Sri (Dr.) Tony Fernandes
(“TPB”) conduct telesales marketing on TPB’s and/or third Datuk Kamarudin
party insurance products and the provision of
management services by TPB to our Company’s Interested Major Shareholder
travel insurance business TASB

5. Tune Insurance Malaysia Berhad Provision of travel insurance to our customers for Interested Directors and Major Shareholders RM13,941,000.00
(Company No. 30686-K) journeys originated from Malaysia resulting in sales Tan Sri (Dr.) Tony Fernandes
commission received by our Company Datuk Kamarudin

Interested Major Shareholder

TASB

6. Thai AirAsia X Co. Ltd Provision of the rights by our Company to TAAX as a Interested Directors and Major Shareholders USD3,171,000.00
(Company No.0105556044936) licensee to operate scheduled air services under the Tan Sri (Dr.) Tony Fernandes (RM14,222,886.00)
(“TAAX”) trade name and livery of AirAsia Datuk Kamarudin

Interested Major Shareholder

TASB

7. TAAX Provision of price risk management through Interested Directors and Major Shareholders RM144,000.00
fuel hedging by our Company with hedging Tan Sri (Dr.) Tony Fernandes
counterparties, on behalf of TAAX Datuk Kamarudin

Interested Major Shareholder

TASB

8. TAAX Provision of the following shared services by AirAsia Interested Directors and Major Shareholders RM1,291,000.00
Global Shared Services Sdn Bhd. (Company No.: Tan Sri (Dr.) Tony Fernandes
1045172-A) (“AGSS”) to TAAX: Datuk Kamarudin

(a) Finance and accounting support operation services; Interested Major Shareholder
(b) People department support operation services; TASB
(c) Information and technology operation support
services;
(d) Sourcing and procurement operation support
services; and
(e) Innovation, commercial and technology services

9. Think Big Digital Sdn. Bhd.
(Company No. 924656-U)
(“Think BIG”)
Revenue from ticket sales and/or other ancillary Interested Directors and Major Shareholders RM3,057,000.00
sales arising from redemption of loyalty points from Tan Sri (Dr.) Tony Fernandes
Think BIG, which operated and manages a loyalty Datuk Kamarudin
program branded as the BIG Loyalty Program
Interested Major Shareholder
TASB

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REPORTS AND FINANCIAL STATEMENTS

INFORMATION

Aggregate value of
transactions during
No. Transacting Parties Nature of RRPT Class and relationship of the Related Parties the Financial Year

Revenue/income
10. PT Indonesia AirAsia Provision of price risk management through Interested Directors and Major Shareholders RM144,000.00
Extra (Registration No. fuel hedging by our Company with hedging Tan Sri (Dr.) Tony Fernandes
09.03.1.51.89121) (“IAAX”) counterparties, on behalf of IAAX Datuk Kamarudin

Interested Major Shareholder

TASB

11. IAAX Provision of the rights by our Company to IAAX as a Interested Directors and Major Shareholders USD617,000.00
licensee to operate scheduled air services under the Tan Sri (Dr.) Tony Fernandes (RM2,767,430.00)
trade name and livery of AirAsia Datuk Kamarudin

Interested Major Shareholder

TASB

12. IAAX Provision of leasing of aircraft by Asia Aviation Interested Directors and Major Shareholders USD16,743,000.00
Capital Limited (Company No. LL11196) (“AACL”) Tan Sri (Dr.) Tony Fernandes (RM75,097,378.00)
to IAAX Datuk Kamarudin

Interested Major Shareholder

TASB

13. IAAX Provision of the following shared services by AGSS Interested Directors and Major Shareholders RM1,290,000.00
to IAAX: Tan Sri (Dr.) Tony Fernandes
Datuk Kamarudin
(a) Finance and accounting support operation
services; Interested Major Shareholder
(b) People department support operation services; TASB
(c) Information and technology operation support
services;
(d) Sourcing and procurement operation support
services; and
(e) Innovation, commercial and technology
services.

14. AirAsia (India) Limited Provision of price risk management through Interested Directors RM144,000.00
(Corporate Identity No. fuel hedging by our Company with hedging Amit Bhatia
U62200KA2013PLC086204) counterparties, on behalf of AAI.
(“AAI”)

15. AAI Provision of leasing of aircraft by AACL to AAI Interested Directors USD10,122,000.00
Amit Bhatia (RM45,400,207.00)

16. AAI Provision of the following services by our Company Interested Directors RM1,425,000.00
to AAI: Amit Bhatia

(a) Network Regulatory;

(b) Quality & Assurance;
(c) Engineering;
(d) Operations Control Centre;
(e) Audit (Investigation); and
(f) Inflight Business.

AirAsia Berhad
Annual Report 2016 183
 ADDITIONAL COMPLIANCE
REPORTS AND FINANCIAL STATEMENTS

INFORMATION

Aggregate value of
transactions during
No. Transacting Parties Nature of RRPT Class and relationship of the Related Parties the Financial Year

Revenue/income
17. AAI Provision of the following shared services by Interested Directors RM2,106,000.00
AGSS to AAI: Amit Bhatia

(a) Finance and accounting support operation

services;
(b) People department support operation services;
and
(c) Information and technology operation support
services.

18. AAX Provision of the following shared services by AGSS Interested Directors and Major Shareholders RM3,239,000.00
to AAX: Tan Sri (Dr.) Tony Fernandes
Datuk Kamarudin
(a) Finance and accounting support operation
services; Interested Major Shareholder
(b) People department support operation services; TASB
and
(c) Information and technology operation support
services.

Expense
19. QPR Holdings Limited Provision of back of kit sponsorship by our Company Interested Directors and Major Shareholders GBP83,000.00
(Company No. 3197756) to QPR in the Football League Championship Tan Sri (Dr.) Tony Fernandes (RM459,563.00)
Datuk Kamarudin - Sponsorship fee for the
2016/17 season

20. Think BIG Purchase of loyalty points from Think BIG, which Interested Directors and Major Shareholders RM8,878,000.00
operates and manages a loyalty program branded Tan Sri (Dr.) Tony Fernandes
as the BIG Loyalty Program Datuk Kamarudin

Interested Major Shareholder

TASB

21. Caterhamjet Global Ltd. Provision of Bombardier Global Express aircraft Interested Directors USD4,458,000.00
(Company No. 995558-T) operated by CaterhamJet and maintenance support Tan Sri (Dr.) Tony Fernandes (RM19,995,467.00)
(“CaterhamJet”) for the aircraft to our Company Datuk Kamarudin

22. Tune Group Sdn. Bhd. (Company Secondment of personnel from Tune Group to our Interested Directors RM3,041,000.00
No. 798868-P) (“Tune Group”) Company for the purposes of operating Bombardier Tan Sri (Dr.) Tony Fernandes
Global Express aircraft operated by CaterhamJet Datuk Kamarudin

23. AAX Provision of charter and/or wet lease of Interested Directors and Major Shareholders USD8,391,000.00
A330 aircraft by AAX to our Company Tan Sri (Dr.) Tony Fernandes (RM37,636,152.00)
Datuk Kamarudin

Interested Major Shareholder

TASB

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Annual Report 2016
ADDITIONAL COMPLIANCE

REPORTS AND FINANCIAL STATEMENTS

INFORMATION

The shareholdings of the interested Directors and interested Major Shareholders in the Company as at 20 March 2017 were are as follows:

Direct Indirect
No. of Shares % No. of Shares %

Interested Directors
Tan Sri (Dr.) Anthony Francis Fernandes 1,600,000 0.05 *1,075,485,082 32.18
Datuk Kamarudin bin Meranun 2,000,000 0.06 *1,075,485,082 32.18

Interested Major Shareholder

TASB 516,485,082 15.45 - -
Tune Live Sdn. Bhd. (Company No. 948620-U) (“TLSB”) 559,000,000 16.73

Note:

* Deemed interested via their interests in TASB and TLSB, being the Major Shareholders of our Company pursuant to Section 8 of the Companies Act, 2016.

Please refer to the note of Section 2.3 of the Circulars to shareholders dated 29 April 2016 and 28 April 2017 respectively on the directorships and shareholdings of the interested
directors and interested major shareholder in the transacting parties.

AirAsia Berhad
Annual Report 2016 185
 DIRECTORS’
REPORTS AND FINANCIAL STATEMENTS

REPORT
The Directors hereby submit their annual report to the members together with the audited financial statements of the Group and of the Company for the financial year ended
31 December 2016.

PRINCIPAL ACTIVITIES

The principal activity of the Company is that of providing air transportation services. The principal activities of the subsidiaries are described in Note 9 to the financial statements.
There were no significant changes in the nature of these activities during the financial year.

FINANCIAL RESULTS

Group Company
RM’000 RM’000

Net profit for the financial year 2,046,942 2,224,781

DIVIDENDS

The dividends on ordinary shares paid by the Company since the end of the previous financial year were as follows:

RM’000

In respect of the financial year ended 31 December 2015,

- a first and final single-tier dividend of 4 sen per ordinary share each on 2,782,874,080 ordinary shares of RM0.10 each, paid on 29 June 2016 111,315

The Directors now recommend a first and final single-tier dividend in respect of the financial year ended 31 December 2016 of 12 sen per share on 3,341,874,080 ordinary
shares of RM0.10 each amounting to RM401,024,890 which is subject to the approval of the shareholders at the forthcoming Annual General Meeting of the Company.

RESERVES AND PROVISIONS

All material transfers to or from reserves and provisions during the financial year are shown in the financial statements.

SHARE CAPITAL AND DEBENTURES

There was no issuance of shares and debentures during the financial year.

DIRECTORS

The Directors who have held office during the period since the date of the last report are as follows:

Datuk Kamarudin bin Meranun

Tan Sri (Dr.) Anthony Francis Fernandes
Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar
Dato’ Fam Lee Ee
Aireen Omar
Stuart L Dean
Dato’ Mohamed Khadar bin Merican
Tharumalingam A/L Kanagalingam Appointed on 6 March 2017
Dato’ Sri Gnanaraja A/L M. Gnanasundram Retired on 30 May 2016
Amit Bhatia Resigned on 25 May 2016

186 AirAsia Berhad

Annual Report 2016
DIRECTORS’

REPORTS AND FINANCIAL STATEMENTS

REPORT

DIRECTORS’ BENEFITS

During and at the end of the financial year ended 31 December 2016, no arrangements subsisted to which the Company is a party, being arrangements with the object or objects
of enabling Directors of the Company to acquire benefits by means of the acquisition of shares in, or debentures of, the Company or any other body corporate.

Since the end of the previous financial year, no Director 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 he is a member, or with a company in which he has a substantial financial interest, except as disclosed in Note 2 and
Note 31 to the financial statements.

DIRECTORS’ INTERESTS IN SHARES

According to the register of Directors’ shareholdings, particulars of interests of Directors who held office at the end of the financial year in shares and options over shares in the
Company are as follows:

Number of ordinary shares of RM0.10 each

At 1.1.2016 Acquired (Disposed) At 31.12.2016

Direct interests in the Company

Tan Sri (Dr.) Anthony Francis Fernandes** 1,600,000 - - 1,600,000
Datuk Kamarudin bin Meranun** 2,000,000 - - 2,000,000
Aireen Omar 50,000 - - 50,000
Stuart L Dean 40,000 - - 40,000

Indirect interests
Tan Sri (Dr.) Anthony Francis Fernandes* 528,542,082 - (12,057,000) 516,485,082
Datuk Kamarudin bin Meranun* 528,542,082 - (12,057,000) 516,485,082

* By virtue of their interests in shares in the substantial shareholder of the Company, Tune Air Sdn. Bhd. (“TASB”), Tan Sri (Dr.) Anthony Francis Fernandes and Datuk
Kamarudin bin Meranun are deemed to have interests in the Company to the extent of TASB’s interests therein, in accordance with Section 6A of the Companies Act, 1965.

** Shares held under CIMB Group Nominees (Tempatan) Sdn Bhd

Other than as disclosed above, none of the other Directors in office at the end of the financial year held any interest in shares or debentures of the Company and its related
corporations during the financial year.

STATUTORY INFORMATION ON THE FINANCIAL STATEMENTS

Before the financial statements of the Group and the Company were made out, the Directors took reasonable steps:

(a) to ascertain that proper action had been taken in relation to the writing off of bad debts and the making of allowance for doubtful debts and satisfied themselves that all
known bad debts had been written off and that adequate allowance had been made for doubtful debts; and

(b) to ensure that any current assets, other than debts, which were unlikely to realise in the ordinary course of business their values as shown in the accounting records of the
Group and Company had been written down to an amount which they might be expected so to realise.

AirAsia Berhad
Annual Report 2016 187
 DIRECTORS’
REPORTS AND FINANCIAL STATEMENTS

REPORT

STATUTORY INFORMATION ON THE FINANCIAL STATEMENTS (CONTINUED)

At the date of this report, the Directors are not aware of any circumstances:

(a) which would render the amounts written off for bad debts or the amount of the allowance for doubtful debts in the financial statements of the Group and Company
inadequate to any substantial extent; or

(b) which would render the values attributed to current assets in the financial statements of the Group and Company misleading; or

(c) which have arisen which render adherence to the existing method of valuation of assets or liabilities of the Group and Company misleading or inappropriate.

No contingent or other liability has become enforceable or is likely to become enforceable within the period of twelve months after the end of the financial year which, in the
opinion of the Directors, will or may affect the ability of the Group or Company to meet their obligations as and when they fall due.

At the date of this report, there does not exist:

(a) any charge on the assets of the Group and Company which has arisen since the end of the financial year which secures the liability of any other person; or

(b) any contingent liability of the Group and Company which has arisen since the end of the financial year.

At the date of this report, the Directors are not aware of any circumstances not otherwise dealt with in this report or the financial statements which would render any amount
stated in the financial statements misleading.

In the opinion of the Directors:

(a) the results of the Group’s and Company’s operations during the financial year were not substantially affected by any item, transaction or event of a material and unusual
nature other than as disclosed in the Income Statements; and

(b) there has not arisen in the interval between the end of the financial year and the date of this report any item, transaction or event of a material and unusual nature likely
to affect substantially the results of the operations of the Group and Company for the financial year in which this report is made other than as disclosed in Note 35 to the
financial statements.

AUDITORS

The auditors, PricewaterhouseCoopers, have expressed their willingness to continue in office.

In accordance with a resolution of the Board of Directors dated 5 April 2017.

DATUK KAMARUDIN BIN MERANUN AIREEN OMAR

DIRECTOR DIRECTOR

188 AirAsia Berhad

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GENERAL INFORMATION AND SUMMARY

REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES
A GENERAL INFORMATION

The principal activity of the Company is that of providing air transportation services. The principal activities of the subsidiaries are described in Note 9 to the financial
statements. There were no significant changes in the nature of these activities during the financial year.

The address of the registered office of the Company is as follows:

B-13-15, Level 13,

Menara Prima Tower B,
Jalan PJU1/39, Dataran Prima,
47301 Petaling Jaya,
Selangor Darul Ehsan.

The address of the principal place of business of the Company is as follows:

RedQ,
Jalan Pekeliling 5,
Lapangan Terbang Antarabangsa Kuala Lumpur (klia2),
64000 KLIA,
Selangor Darul Ehsan,
Malaysia.

The financial statements have been approved for issue in accordance with a resolution of the Board of Directors on 5 April 2017.

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Unless otherwise stated, the following accounting policies have been applied consistently in dealing with items that are considered material in relation to the financial
statements:

(a) Basis of preparation

The financial statements of the Group and Company have been prepared in accordance with the Malaysian Financial Reporting Standards (‘MFRS’), International
Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia.

The financial statements have been prepared under the historical cost convention, except as disclosed in the accounting policies below.

The preparation of financial statements in conformity with MFRS requires the use of certain critical accounting estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and
expenses during the reported period. It also requires Directors to exercise their judgment in the process of applying the Group and Company’s accounting policies.
Although these estimates and judgment are based on the Directors’ best knowledge of current events and actions, actual results may differ. The areas involving a
higher degree of judgment or complexity, or areas where assumptions and estimates are significant to the financial statements are disclosed in Note C.

(b) Standards, amendments to published standards and interpretations that are effective

The Group has applied the following amendments for the first time for the financial year beginning on 1 January 2016:

• Amendments to MFRS 11 ‘Joint arrangements’ – Accounting for acquisition of interests in joint operations
• Amendments to MFRS 101 ‘Presentation of financial statements’ – Disclosure initiative
• Amendments to MFRS 127 “Equity method in separate financial statements”
• Amendments to MFRS 10, 12 & 128 “Investment entities – Applying the consolidation exception”
• Annual Improvements to MFRSs 2012 – 2014 Cycle

The adoption of these amendments did not have any impact on the current period or any prior period and is not likely to affect future periods.

AirAsia Berhad
Annual Report 2016 189
 GENERAL INFORMATION AND SUMMARY
REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(c) Standards, amendments to published standards and interpretations to existing standards that are applicable to the Group but not yet effective

A number of new standards and amendments to standards and interpretations are effective for financial year beginning after 1 January 2016. None of these is
expected to have a significant effect on the consolidated financial statements of the Group, except the following set out below:

• Amendments to MFRS 107 ‘Statement of Cash Flows – Disclosure Initiative’ (effective from 1 January 2017) introduce an additional disclosure on changes in
liabilities arising from financing activities.

• Amendments to MFRS 112 ‘Income Taxes – Recognition of Deferred Tax Assets for Unrealised Losses’ (effective from 1 January 2017) clarify the requirements
for recognising deferred tax assets on unrealised losses arising from deductible temporary difference on asset carried at fair value.

In addition, in evaluating whether an entity will have sufficient taxable profits in future periods against which deductible temporary differences can be utilised,
the amendments require an entity to compare the deductible temporary differences with future taxable profits that excludes tax deductions resulting from the
reversal of those temporary differences.

The amendments shall be applied retrospectively.

• IC Interpretation 22 ‘Foreign Currency Transactions and Advance Consideration’ (effective from 1 January 2018) applies when an entity recognises a non-
monetary asset or non-monetary liability arising from the payment or receipt of advance consideration. MFRS 121 requires an entity to use the exchange rate
at the ‘date of the transaction’ to record foreign currency transactions.

IC Interpretation 22 provides guidance how to determine ‘the date of transaction’ when a single payment/receipt is made, as well as for situations where
multiple payments/receipts are made.

The date of transaction is the date when the payment or receipt of advance consideration gives rise to the non-monetary asset or non-monetary liability when
the entity is no longer exposed to foreign exchange risk.

If there are multiple payments or receipts in advance, the entity should determine the date of the transaction for each payment or receipt.

An entity has the option to apply IC Interpretation 22 retrospectively or prospectively.

• MFRS 9 ‘Financial Instruments’ (effective from 1 January 2018) will replace MFRS 139 “Financial Instruments: Recognition and Measurement”.

MFRS 9 retains but simplifies the mixed measurement model in MFRS 139 and establishes three primary measurement categories for financial assets: amortised
cost, fair value through profit or loss and fair value through other comprehensive income (“OCI”). The basis of classification depends on the entity’s business
model and the cash flow characteristics of the financial asset. Investments in equity instruments are always measured at fair value through profit or loss with
an irrevocable option at inception to present changes in fair value in OCI (provided the instrument is not held for trading). A debt instrument is measured at
amortised cost only if the entity is holding it to collect contractual cash flows and the cash flows represent principal and interest.

For liabilities, the standard retains most of the MFRS 139 requirements. These include amortised cost accounting for most financial liabilities, with bifurcation
of embedded derivatives. The main change is that, in cases where the fair value option is taken for financial liabilities, the part of a fair value change due to
an entity’s own credit risk is recorded in other comprehensive income rather than the income statement, unless this creates an accounting mismatch.

MFRS 9 introduces an expected credit loss model on impairment that replaces the incurred loss impairment model used in MFRS 139. The expected credit loss
model is forward-looking and eliminates the need for a trigger event to have occurred before credit losses are recognised.

• MFRS 15 ‘Revenue from contracts with customers’ (effective from 1 January 2018) replaces MFRS 118 ‘Revenue’ and MFRS 111 ‘Construction contracts’ and
related interpretations. The core principle in MFRS 15 is that an entity recognises revenue to depict the transfer of promised goods or services to the customer
in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services.

Revenue is recognised when a customer obtains control of goods or services, i.e. when the customer has the ability to direct the use of and obtain the benefits
from the goods or services.

A new five-step process is applied before revenue can be recognised:

• Identify contracts with customers;

• Identify the separate performance obligations;
• Determine the transaction price of the contract;
• Allocate the transaction price to each of the separate performance obligations; and
• Recognise the revenue as each performance obligation is satisfied

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GENERAL INFORMATION AND SUMMARY

REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(c) Standards, amendments to published standards and interpretations to existing standards that are applicable to the Group but not yet effective
(continued)

Key provisions of the new standard are as follows:

• Any bundled goods or services that are distinct must be separately recognised, and any discounts or rebates on the contract price must generally be
allocated to the separate elements.
• If the consideration varies (such as for incentives, rebates, performance fees, royalties, success of an outcome etc), minimum amounts of revenue must
be recognised if they are not at significant risk of reversal. Determine the transaction price of the contract.
• The point at which revenue is able to be recognised may shift: some revenue which is currently recognised at a point in time at the end of a contract may
have to be recognised over the contract term and vice versa.
• There are new specific rules on licenses, warranties, non-refundable upfront fees, and consignment arrangements, to name a few.
• As with any new standard, there are also increased disclosures.

• MFRS 16 ‘Leases’ (effective from 1 January 2019) supersedes MFRS 117 ‘Leases’ and the related interpretations.

Under MFRS 16, a lease is a contract (or part of a contract) that conveys the right to control the use of an identified asset for a period of time in exchange for
consideration.

MFRS 16 eliminates the classification of leases by the lessee as either finance leases (on balance sheet) or operating leases (off balance sheet). MFRS 16
requires a lessee to recognise a “right-of-use” of the underlying asset and a lease liability reflecting future lease payments for most leases.

The right-of-use asset is depreciated in accordance with the principle in MFRS 116 ‘Property, Plant and Equipment’ and the lease liability is accreted over time
with interest expense recognised in the income statement.

For lessors, MFRS 16 retains most of the requirements in MFRS 117. Lessors continue to classify all leases as either operating leases or finance leases and
account for them differently.

The Group and Company are in the process of assessing the full impact of the above standards, amendments to published standards and interpretations on the
financial statements of the Group and Company in the year of initial application.

(d) Basis of consolidation

(i) Subsidiaries

Subsidiaries are all entities (including structured entities) over which the Group has control. The Group controls an entity when the Group is exposed to, or has
rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. Subsidiaries are fully
consolidated from the date on which control is transferred to the Group. They are deconsolidated from the date that control ceases.

The Group applies the acquisition method to account for business combinations. The consideration transferred for the acquisition of a subsidiary is the fair
values of the assets transferred, the liabilities incurred to the former owners of the acquiree and the equity interests issued by the Group. The consideration
transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Identifiable assets acquired and liabilities
and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. The Group recognises any non-
controlling interest in the acquiree on an acquisition-by-acquisition basis, either at fair value or at the non-controlling interest’s proportionate share of the
recognised amounts of acquiree’s identifiable net assets.

Acquisition-related costs are expensed as incurred.

If the business combination is achieved in stages, the acquisition date fair value of the acquirer’s previously held equity interest in the acquiree is remeasured
to fair value at the acquisition date through profit or loss.

AirAsia Berhad
Annual Report 2016 191
 GENERAL INFORMATION AND SUMMARY
REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(d) Basis of consolidation (continued)

(i) Subsidiaries (continued)

Any contingent consideration to be transferred by the Group is recognised at fair value at the acquisition date. Subsequent changes to the fair value of the
contingent consideration that is deemed to be an asset or liability is recognised in accordance with MFRS 139 either in profit or loss or as a change to other
comprehensive income. Contingent consideration that is classified as equity is not remeasured, and its subsequent settlement is accounted for within equity.

The excess of the consideration transferred, the amount of any non-controlling interest in the acquiree and the acquisition-date fair value of any previous
equity interest in the acquiree over the fair value of the identifiable net assets acquired is recognised as goodwill. If the total of consideration transferred,
non-controlling interest recognised and previously held interest measured is less than the fair value of the net assets of the subsidiary acquired in the case of a
bargain purchase, the difference is recognised directly in the income statement.

Inter-company transactions, balances and unrealised gains on transactions between group companies are eliminated. Unrealised losses are also eliminated.
Where necessary, amounts reported by subsidiaries have been adjusted to conform with the Group’s accounting policies.

(ii) Joint arrangements

A joint arrangement is an arrangement of which there is contractually agreed sharing of control by the Group with one or more parties, where decisions about
the relevant activities relating to the joint arrangement require unanimous consent of the parties sharing control. The classification of a joint arrangement as a
joint operation or a joint venture depends upon the rights and obligations of the parties to the arrangement. A joint venture is a joint arrangement whereby the
joint venturers have rights to the net assets of the arrangement. A joint operation is a joint arrangement whereby the joint operators have rights to the assets
and obligations for the liabilities, relating to the arrangement.

The Group’s interest in a joint venture is accounted for in the financial statements using the equity method of accounting. Under the equity method of accounting,
interests in joint ventures are initially recognised at cost and adjusted thereafter to recognise the Group’s share of the post-acquisition profits or losses and
movements in other comprehensive income. When the Group’s share of losses in a joint venture equals or exceeds its interests in the joint ventures (which
includes any long-term interests that, in substance, form part of the Group’s net investment in the joint ventures), the Group does not recognise further losses,
unless it has incurred obligations or made payments on behalf of the joint ventures. If the joint venture subsequently reports profits, the Group resumes
recognising its share of those profits only after its share of profits equals the share of losses not recognised. Where an entity loses joint control over a joint
venture but retains significant influence, the Group does not re-measure its continued ownership interest at fair value.

Unrealised gains on transactions between the Group and its joint ventures are eliminated to the extent of the Group’s interest in the joint ventures. Unrealised
losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred. Accounting policies of the joint ventures have
been changed where necessary to ensure consistency with the policies adopted by the Group.

(iii) Associates

Associates are all entities over which the Group has significant influence but not control or joint control, generally accompanying a shareholding of between
20% and 50% of the voting rights. Investments in associates are accounted using the equity method of accounting together with any long-term interests that,
in substance, form part of the Group’s net investment in the associate. In this regard, a receivable for which settlement is neither planned nor likely to occur in
the foreseeable future is, in substance, an extension of the Group’s investment in that associate. This does not include receivable for which adequate collateral
exists. Under the equity method, the investment is initially recognised at cost, and the carrying amount is increased or decreased to recognise the investor’s
share of the profit or loss of the investee after the date of acquisition. The Group’s investment in associates includes goodwill identified on acquisition.

If the ownership interest in an associate is reduced but significant influence is retained, only a proportionate share of the amounts previously recognised in
other comprehensive income is reclassified to profit or loss where appropriate.

The Group’s share of post-acquisition profit or loss is recognised in the income statement, and its share of post-acquisition movements in other comprehensive
income is recognised in other comprehensive income with a corresponding adjustment to the carrying amount of the investment. When the Group’s share of
losses in an associate equals or exceeds its interest in the associate, including any other unsecured receivables, the Group does not recognise further losses,
unless it has incurred legal or constructive obligations or made payments on behalf of the associate. If the associate subsequently reports profits, the Group
resumes recognising its share of those profits only after its share of profits equals the share of losses not recognised.

The Group determines at each reporting date 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 adjacent to ‘share of results of associates’ in the income statement.

192 AirAsia Berhad

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GENERAL INFORMATION AND SUMMARY

REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(d) Basis of consolidation (continued)

(iii) Associates (continued)

Profits and losses resulting from upstream and downstream transactions between the Group and its associates are recognised in the Group’s financial
statements only to the extent of unrelated investor’s interests in the associates. Unrealised losses are eliminated unless the transaction provides evidence of an
impairment of the asset transferred. Accounting policies of associates have been changed where necessary to ensure consistency with the policies adopted
by the Group.

Dilution gains and losses arising in investments in associates are recognised in profit or loss.

(e) Property, plant and equipment

Property, plant and equipment are stated at cost less accumulated depreciation and accumulated impairment losses. The cost of an item of property, plant and
equipment initially recognised includes its purchase price and any cost that is directly attributable to bringing the asset to the location and condition necessary for it
to be capable of operating in the manner intended by management. Costs also include borrowing costs that are directly attributable to the acquisition, construction
or production of a qualifying asset (refer to accounting policy Note B(s) on borrowing costs).

Where significant parts of an item of property, plant and equipment are required to be replaced at intervals, the Group recognises such parts in the carrying amount
of the property, plant and equipment as a replacement when it is probable that future economic benefits associated with the parts will flow to the Group and the cost
of the parts can be measured reliably. The carrying amount of the replaced part is derecognised. All other repairs and maintenance are recognised as expenses in
profit or loss during the financial period in which they are incurred.

Significant parts of an item of property, plant and equipment are depreciated separately over their estimated useful lives in accordance with the principle in MFRS
116 ‘Property, Plant and Equipment’. Depreciation is calculated using the straight-line method to write-off the cost of the assets to their residual values over their
estimated useful lives.

The useful lives for this purpose are as follows:

Aircraft
- engines and airframe excluding service potential 25 years
- service potential of engines and airframe 8 or 13 years
Aircraft spares 10 years
Aircraft fixtures and fittings Useful life of aircraft or remaining lease
term of aircraft, whichever is shorter
Buildings
- simulator 28.75 years
- hangar 50 years

Motor vehicles 5 years

Office equipment, furniture and fittings 5 years
Office renovation 5 years
Simulator equipment 25 years
Operating plant and ground equipment 5 years
In-flight equipment 5 years
Training equipment 5 years

AirAsia Berhad
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 GENERAL INFORMATION AND SUMMARY
REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(e) Property, plant and equipment (continued)

Service potential of 8 years represents the period over which the expected cost of the first major aircraft engine overhaul is depreciated. Subsequent to the engine
overhaul, the actual cost incurred is capitalised and depreciated over the subsequent 8 years.

Service potential of 13 years represents the period over which the expected cost of the first major airframe check is depreciated. Subsequent to the airframe check,
the actual cost incurred is capitalised and depreciated over the subsequent 13 years.

Assets not yet in operation are stated at cost and are not depreciated until the assets are ready for their intended use. Useful lives of assets are reviewed and adjusted
if appropriate, at the balance sheet date.

Residual values, where applicable, are reviewed annually against prevailing market rates at the balance sheet date for equivalent aged assets and depreciation
rates are adjusted accordingly on a prospective basis. For the current financial year ended 31 December 2016, the estimated residual value for aircraft airframes
and engines is 10% of their cost (2015: 10% of their cost).

An element of the cost of an acquired aircraft is attributed on acquisition to its service potential, reflecting the maintenance condition of its engines and airframe.
This cost, which can equate to a substantial element of the total aircraft cost, is amortised over the shorter of the period to the next checks or the remaining life of the
aircraft.

The cost of subsequent major airframe and engine maintenance checks as well as upgrades to leased assets are capitalised and amortised over the shorter of the
period to the next check or the remaining life of the aircraft.

At the end of the reporting period, the Group assesses whether there is any indication of impairment. If such an indication exists, an analysis is performed to assess
whether the carrying amount of the asset is fully recoverable. A write down is made if the carrying amount exceeds the recoverable amount. See accounting policy
Note B(h) on impairment of non-financial assets.

Gains and losses on disposals are determined by comparing proceeds with the carrying amount and are included in profit or loss.

Deposits on aircraft purchase are included as part of the cost of the aircraft and are depreciated from the date that aircraft is ready for its intended use.

(f) Intangible assets

(i) Research and development – internally developed software

Research expenditure is recognised as an expense when incurred. Costs incurred on development projects (relating to the design and testing of new or
improved products) are recognised as intangible assets when the following criteria are fulfilled:

• it is technically feasible to complete the intangible asset so that it will be available for use or sale;
• management intends to complete the intangible asset and use or sell it;
• there is an ability to use or sell the intangible asset;
• it can be demonstrated how the intangible asset will generate probable future economic benefits;
• adequate technical, financial and other resources to complete the development and to use or sell the intangible asset are available; and
• the expenditure attributable to the intangible asset during its development can be reliably measured.

Other development expenditures that do not meet these criteria are recognised as an expense when incurred. Development costs previously recognised as
an expense are not recognised as an asset in subsequent period.

Capitalised development costs recognised as intangible assets are amortised from the point at which the asset is ready for use on a straight-line basis over its
useful life.

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REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(f) Intangible assets (continued)

(ii) Goodwill

Goodwill arises from a business combination and represents the excess of the aggregate of fair value of consideration transferred, the amount of any
non-controlling interest in the acquiree and the fair value of any previous equity interest in the acquiree over the fair value of the net identifiable assets acquired
and liabilities assumed on the acquisition date. If the fair value of consideration transferred, the amount of non-controlling interest and the fair value of
previously held interest in the acquiree are less than the fair value of the net identifiable assets of the acquiree, the resulting gain is recognised in profit or loss.

Goodwill is not amortised but it is tested for impairment annually or more frequently if events or changes in circumstances indicate that it might be impaired,
and carried at cost less accumulated impairment losses. For the purpose of impairment testing, goodwill acquired in a business combination is allocated to
each of the cash generating units (“CGUs”), or groups of CGUs, that is expected to benefit from the synergies of the combination. Each unit or group of units
to which the goodwill is allocated represents the lowest level within the entity at which the goodwill is monitored for internal management purposes. Goodwill
is monitored at operating segment level. The carrying value of goodwill is compared to the recoverable amount, which is the higher of value in use and the
fair value less costs of disposal. Any impairment is recognised immediately as an expense and is not subsequently reversed.

The carrying value of goodwill is compared to the recoverable amount, which is the higher of value in use and the fair value less costs of disposal. Any
impairment is recognised immediately as an expense and is not subsequently reversed.

(g) Investments in subsidiaries, joint ventures and associates

In the Company’s separate financial statements, investments in subsidiaries, joint ventures and associates are stated at cost less accumulated impairment losses.

Amounts due from associates of which the Company does not expect repayment in the foreseeable future are treated as part of the parent’s net investment in
associates. Where an indication of impairment exists, the carrying amount of the investment is assessed and written down immediately to its recoverable amount
(see Note B(h)). On disposal of investments in subsidiaries, joint ventures and associates, the difference between disposal proceeds and the carrying amounts of the
investments are recognised in profit or loss.

(h) Impairment of non-financial assets

Assets that have an indefinite useful life are not subject to amortisation and are tested for impairment annually, or as and when events or circumstances occur
indicating that an impairment may exist. Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances indicate
that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the carrying amount of the asset exceeds its recoverable
amount. The recoverable amount is the higher of an asset’s fair value less cost to sell and value-in-use. For the purpose of assessing impairment, assets are grouped
at the lowest level for which there are separately identifiable cash flows (CGUs). Non-financial assets other than goodwill that suffered an impairment are reviewed
for possible reversal at each reporting date.

Any impairment loss is charged to profit or loss unless it reverses a previous revaluation in which case it is charged to the revaluation surplus. Impairment losses on
goodwill are not reversed. In respect of other assets, any subsequent increase in recoverable amount is recognised in profit or loss unless it reverses an impairment
loss on a revalued asset in which case it is taken to revaluation surplus.

(i) Maintenance and overhaul

Owned aircraft

The accounting for the cost of providing major airframe and certain engine maintenance checks for owned aircraft is described in the accounting policy for property,
plant and equipment.

Leased aircraft

Where the Group has a commitment to maintain aircraft held under operating leases, provision is made during the lease term for the rectification obligations
contained within the lease agreements. The provisions are based on estimated future costs of major airframe, certain engine maintenance checks and one-off costs
incurred at the end of the lease by making appropriate charges to the income statement calculated by reference to the number of hours or cycles operated during
the financial year.

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OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(j) Leases

A lease is an agreement whereby the lessor conveys to the lessee in return for a payment, or series of payments, the right to use an asset for an agreed period of
time.

Lessee

Finance leases

Leases of property, plant and equipment where the Group has substantially all the risks and rewards of ownership are classified as finance leases. Finance leases
are capitalised at the lease’s commencement at the lower of the fair value of the leased property and the present value of the minimum lease payment.

Each lease payment is allocated between the liability and finance charges so as to achieve a periodic constant rate of interest on the remaining balance of the
liability. The corresponding rental obligations, net of finance charges, are included in payables. The interest element of the finance cost is charged to profit or
loss over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. The property, plant and
equipment acquired under finance leases is depreciated over the shorter of the useful life of the asset and the lease term.

Initial direct costs incurred by the Group in negotiating and arranging finance leases are added to the carrying amount of the leased assets and recognised as an
expense in profit or loss over the lease term on the same basis as the lease expense.

Property, plant and equipment acquired under finance lease contracts are depreciated over the estimated useful life of the asset, in accordance with the annual rates
stated in Note B(e) above. Where there is no reasonable certainty that the ownership will be transferred to the Group, the asset is depreciated over the shorter of
the lease term and its useful life.

Operating leases

Leases of assets where a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under
operating leases (net of any incentives received from the lessor) are charged to profit or loss on a straight-line basis over the lease period.

Sale and leaseback transactions

When a sale and leaseback results in a finance lease, any gain on the sale is deferred and recognised as income over the lease term. Any loss on the sale is
immediately recognised as an impairment loss when the sale occurs.

If the leaseback is classified as an operating lease, then any gain is recognised immediately if the sale and leaseback terms are demonstrably at fair value.
Otherwise, the sale and leaseback are accounted for as follows:

If the sale price is below fair value then the gain or loss is recognised immediately other than to the extent that a loss is compensated for by future rentals at below-
market price, then the loss is deferred and amortised over the period that the asset is expected to be used.

If the sale price is above fair value, then any gain is deferred and amortised over the useful life of the asset.

If the fair value of the asset is less than the carrying amount of the asset at the date of the transaction, then that difference is recognised immediately as a loss on the
sale.

Lessor

Operating leases

Assets leased out by the Group under operating leases are included in property, plant and equipment in the balance sheet. They are depreciated over their expected
useful lives on a basis consistent with similar owned property, plant and equipment. Lease income (net of any incentives given to lessees) is recognised over the term
of the lease on a straight line basis.

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OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(k) Inventories

Inventories which comprise consumables used internally for repairs and maintenance are stated at the lower of cost and net realisable value.

Cost is determined on the weighted average basis, and comprises the purchase price and incidentals incurred in bringing the inventories to their present location
and condition.

Net realisable value represents the estimated selling price in the ordinary course of business, less all applicable variable selling expenses. In arriving at net realisable
value, due allowance is made for all damaged, obsolete and slow-moving items.

(l) Financial assets

(i) Classification

The Group classifies its financial assets in the following categories: at fair value through profit or loss, loans and receivables and available-for-sale. The
classification depends on the purpose for which the financial assets were acquired. Management determines the classification at initial recognition.

Financial assets at fair value through profit or loss

Financial assets at fair value through profit or loss are financial assets held for trading. A financial asset is classified in this category if it is acquired or incurred
principally for the purpose of selling or repurchasing it in the near term. Derivatives are also categorised as held for trading unless they are designated as hedges
(see Note B(n)). Assets in this category are classified as current assets if expected to be settled within 12 months; otherwise, they are classified as non-current.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in
current assets, except for maturities greater than 12 months after the end of the reporting period. These are classified as non-current assets. The Group’s loans
and receivables comprise ‘trade and other receivables’, ‘amounts due from associates, joint ventures and related companies’ and ‘deposits, cash and bank
balances’ in the balance sheets.

Available-for-sale financial assets

Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other categories. They are
included in non-current assets unless the investment matures or management intends to dispose of it within 12 months of the end of the reporting period.

(ii) Recognition and initial measurement

Regular purchases and sales of financial assets are recognised on the trade-date, the date on which the Group commits to purchase or sell the asset.

Financial assets are initially recognised at fair value plus transaction costs for all financial assets not carried at fair value through profit or loss. Financial assets
carried at fair value through profit or loss are initially recognised at fair value, and transaction costs are expensed in profit or loss.

(iii) Subsequent measurement – gains and losses

Available-for-sale financial assets and financial assets at fair value through profit or loss are subsequently carried at fair value. Loans and receivables are
subsequently carried at amortised cost using the effective interest method.

Changes in the fair values of financial assets at fair value through profit or loss, including the effects of currency translation, interest and dividend income are
recognised in profit or loss in the period in which the changes arise.

Changes in the fair value of available-for-sale financial assets are recognised in other comprehensive income, except for impairment losses (see accounting
policy Note B(1)) and foreign exchange gains and losses on monetary assets. The exchange differences on monetary assets are recognised in the income
statement, whereas exchange differences on non-monetary assets are recognised in other comprehensive income as part of fair value change.

Interest and dividend income on available-for-sale financial assets are recognised separately in profit or loss. Interest on available-for-sale debt securities
calculated using the effective interest method is recognised in profit or loss. Dividends income on available-for-sale equity instruments are recognised in profit
or loss when the Group’s right to receive payments is established.

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OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(l) Financial assets (continued)

(iv) Subsequent measurement – Impairment of financial assets

Assets carried at amortised cost

The Group assesses at the end of the reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. A
financial asset or a group of financial assets is impaired and impairment losses are incurred only if there is objective evidence of impairment as a result of one
or more events that occurred after the initial recognition of the asset (a ‘loss event’) and that loss event (or events) has an impact on the estimated future cash
flows of the financial asset or group of financial assets that can be reliably estimated.

The criteria that the Group uses to determine that there is objective evidence of an impairment loss include:

• Significant financial difficulty of the issuer or obligor;

• A breach of contract, such as a default or delinquency in interest or principal payments;
• The Group, for economic or legal reasons relating to the borrower’s financial difficulty, granting to the borrower a concession that the lender would not
otherwise consider;
• It becomes probable that the borrower will enter bankruptcy or other financial reorganisation;
• Disappearance of an active market for that financial asset because of financial difficulties; or
• Observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial
recognition of those assets, although the decrease cannot yet be identified with the individual financial assets in the portfolio, including:
(i) adverse changes in the payment status of borrowers in the portfolio; and
(ii) national or local economic conditions that correlate with defaults on the assets in the portfolio.

The amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding
future credit losses that have not been incurred) discounted at the financial asset’s original effective interest rate. The asset’s carrying amount of the asset is
reduced and the amount of the loss is recognised in profit or loss. If ‘loans and receivables’ have a variable interest rate, the discount rate for measuring any
impairment loss is the current effective interest rate determined under the contract. As a practical expedient, the Group may measure impairment on the basis
of an instrument’s fair value using an observable market price.

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 (such as an improvement in the debtor’s credit rating), the reversal of the previously recognised impairment loss is recognised in profit or loss.

When an asset is uncollectible, it is written off against the related allowance account. Such assets are written off after all the necessary procedures have been
completed and the amount of the loss has been determined.

Assets classified as available-for-sale

The Group assesses at the end of the reporting period whether there is objective evidence that a financial asset or a group of financial assets is impaired.

For debt securities, the Group uses criteria and measurement of impairment loss applicable for ‘assets carried at amortised cost’ above.

In the case of equity securities classified as available-for-sale, in addition to the criteria for ‘assets carried at amortised cost’ above, a significant or prolonged
decline in the fair value of the security below its cost is also considered as an indicator that the assets are impaired. If any such evidence exists for available-
for-sale financial assets, the cumulative loss that had been recognised directly in equity is removed from equity and recognised in profit or loss. The amount
of cumulative loss that is reclassified to profit or loss is the difference between the acquisition cost and the current fair value, less any impairment loss on that
financial asset previously recognised in profit or loss. Impairment losses recognised in profit or loss on equity instruments classified as available-for-sale are
not reversed through profit or loss.

(v) De-recognition

Financial assets are de-recognised when the rights to receive cash flows from the investments have expired or have been transferred and the Group has
transferred substantially all risks and rewards of ownership.

When available-for-sale financial assets are sold, the accumulated fair value adjustments recognised in other comprehensive income are reclassified to the
income statements.

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OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(m) Offsetting financial instruments

Financial assets and liabilities are offset and the net amount presented in the balance sheets when there is a legally enforceable right to offset the recognised amounts
and there is an intention to settle on a net basis, or realise the asset and settle the liability simultaneously.

(n) Derivative financial instruments and hedging activities

Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently re-measured at their fair value.

The method of recognising the resulting gain or loss depends on whether the derivative is designated as a hedging instrument, and the nature of the item being
hedged. Derivatives that do not qualify for hedge accounting are classified as held for trading and accounted for in accordance with the accounting policy set out
in Note B(l). The Group designates certain derivatives as hedges of a particular risk associated with a recognised asset or liability or a highly probable forecast
transaction (cash flow hedge).

The Group documents at the inception of the transaction the relationship between hedging instruments and hedged items, as well as its risk management objectives
and strategy for undertaking various hedging transactions. The Group also documents its assessment, both at hedge inception and on an ongoing basis, of whether
the derivatives that are used in hedging transactions are highly effective in offsetting changes in cash flows of hedged items.

The fair values of various derivative instruments used for hedging purposes are disclosed in Note 18 to the financial statements. The full fair value of a hedging
derivative is classified as a non-current asset or liability when the remaining hedged item is more than 12 months, and as a current asset or liability when the
remaining maturity of the hedged item is less than 12 months.

Cash flow hedge

The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised in other comprehensive income. The
gain or loss relating to the ineffective portion is recognised immediately in the income statement within ‘finance income/(costs)’ and ‘foreign exchange losses’ (Note 5).

Amounts accumulated in equity are reclassified to profit or loss in the periods when the hedged item affects profit or loss (for example, when the forecast sale that
is hedged takes place). The gain or loss relating to the effective portion of interest rate swaps hedging variable rate borrowings is recognised in profit or loss and
presented separately after net operating profit.

When the forecast transaction that is hedged results in the recognition of a non-financial asset (for example, inventory or property, plant and equipment), the
gains and losses previously deferred in equity are transferred from equity and included in the initial measurement of the cost of the asset. The deferred amounts are
ultimately recognised in cost of goods sold in the case of inventory, or in depreciation in the case of property, plant and equipment.

When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any cumulative gain or loss existing in equity at
that time remains in equity and is recognised when the forecast transaction is ultimately recognised in profit or loss. When a forecast transaction is no longer expected
to occur, the cumulative gain or loss that was reported in equity is immediately transferred to the income statement within ‘finance income/(costs)’ and ‘foreign
exchange losses’ (Note 5).

(o) Trade receivables

Trade receivables are amounts due from customers for merchandise sold or services performed in the ordinary course of business. If collection is expected in one
year or less (or in the normal operating cycle of the business if longer), they are classified as current assets. Otherwise, they are presented as non-current assets.

Trade receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment.

(p) Cash and cash equivalents

For the purpose of the cash flow statements, cash and cash equivalents comprise cash on hand, bank balances, demand deposits and other short term, highly liquid
investments with original maturities of three months or less, less bank overdrafts. Deposits held as pledged securities for term loans granted are not included as cash
and cash equivalents.

(q) Provisions

Provisions are recognised when the Group has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be
required to settle the obligation, and a reliable estimate of the amount can be made. Provisions are not recognised for future operating losses.

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OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(r) Share capital

(i) Classification

Ordinary shares with discretionary dividends are classified as equity.

(ii) Share issue costs

Incremental external costs directly attributable to the issuance of new shares or options are deducted against share premium account.

(iii) Dividends distribution

Distributions to holders of an equity instrument is debited directly to equity, net of any related income tax benefit and the corresponding liability is recognised
in the period in which the dividends are approved.

(s) Borrowings and borrowing costs

Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently carried at amortised cost; any difference between
initial recognised amount and the redemption value is recognised in profit or loss over the period of the borrowings using the effective interest method.

General and specific borrowing costs directly attributable to the acquisition, construction or production of qualifying assets, which are assets that necessarily take
a substantial period of time to get ready for their intended use or sale, are added to the cost of those assets, until such time as the assets are substantially ready for
their intended use or sale.

Investment income earned on the temporary investment of specific borrowings pending their expenditure on qualifying assets is deducted from the borrowing costs
eligible for capitalisation.

All other borrowing costs are recognised in profit or loss in the period in which they are incurred.

Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be
drawn down. In this case, the fee is deferred until the drawdown occurs. To the extent there is no evidence that it is probable that some or all of the facility will be
drawn down, the fee is capitalised as a prepayment for liquidity services and amortised over the period of the facility to which it relates.

Interest, dividends, losses and gains relating to a financial instrument, or a component part, classified as a liability is reported within finance cost in the income
statements.

Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at least twelve months after the
balance sheet date.

(t) Current and deferred income tax

The tax expense for the period comprises current and deferred income tax. Tax is recognised in profit or loss, except to the extent that it relates to items recognised
in other comprehensive income or directly in equity. In this case the tax is also recognised in other comprehensive income or directly in equity, respectively.

The current income tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the end of the reporting period in the countries where
the Group’s subsidiaries, joint ventures and associates operate and generate taxable income.

Management periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation. It establishes
provisions where appropriate on the basis of amounts expected to be paid to the tax authorities. This liability is measured using the single best estimate of the most
likely outcome.

Deferred tax is provided in full, using the liability method, on temporary differences arising between the amounts attributed to assets and liabilities for tax purposes
and their carrying amounts in the financial statements. However, deferred tax is not accounted for if it arises from initial recognition of an asset or liability in a
transaction other than a business combination that at the time of the transaction affects neither accounting nor taxable profit or loss. Deferred tax is determined using
tax rates (and tax laws) that have been enacted or substantively enacted by the end of the reporting period and are expected to apply when the related deferred
tax asset is realised or the deferred tax liability is settled.

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REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(t) Current and deferred income tax (continued)

Deferred tax assets are recognised to the extent that it is probable that taxable profit will be available against which the deductible temporary differences, unused
tax losses or unused tax credits including unused investment tax allowance can be utilised.

Deferred tax liability is recognised for all taxable temporary differences associated with investments in subsidiaries, joint ventures or associates, except where the
timing of the reversal of the temporary difference is controlled by the Group and it is probable that the temporary difference will not reverse in the foreseeable future.
Generally the Group is unable to control the reversal of the temporary difference for associates and joint ventures. Only where there is an agreement in place that
gives the Group the ability to control the reversal of the temporary difference, a deferred tax liability is not recognised.

Deferred tax liability is recognised for all taxable temporary differences associated with investments in subsidiaries, associates and joint ventures, except where the timing
of the reversal of the temporary difference is controlled by the parent, investor or joint venturer and it is probable that the temporary difference will not reverse in the
foreseeable future. Generally the investor or joint venture is unable to control the reversal of the temporary difference for associates or joint ventures. Only where there is
an agreement in place that gives the investor or joint venturer the ability to control the reversal of the temporary difference, a deferred tax liability is not recognised.

Deferred and income tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets against current tax liabilities and when
the deferred income tax assets and liabilities relate to taxes levied by the same taxation authority on either the taxable entity or different taxable entities where there
is an intention to settle the balances on a net basis.

(u) Employee benefits

(i) Short term employee benefits

Wages, salaries, paid annual leave and sick leave, bonuses and non-monetary benefits are accrued in the financial year in which the associated services are
rendered by the employees of the Group.

(ii) Defined contribution retirement plan

The Group’s contributions to the Employees’ Provident Fund are charged to income statement in the financial year to which they relate. Once the contributions
have been paid, the Group has no further obligations. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the
future payments is available.

(v) Revenue and other income

Passenger seat sales are in respect of scheduled passenger flight and chartered flight income and are recognised upon the rendering of transportation services net
of discounts. The revenue in respect of seats sold for which services have not been rendered is included in current liabilities as sales in advance.

Revenue from aircraft operating leases is recorded on a straight-line basis over the term of the lease.

Fuel and insurance surcharges, administrative fees, baggage fees, freight and ancillary sales are recognised upon the completion of services rendered. Related
revenue is recognised upon the completion of services rendered and net of discounts.

Rental income and brand license fees are recognised on an accrual basis.

Interest income is recognised using the effective interest method. When a loan and receivable is impaired, the Group reduces the carrying amount to its recoverable
amount, being the estimated future cash flow discounted at the original effective interest rate of the instrument, and continues unwinding the discount as interest
income. Interest income on impaired loans and receivables are recognised using the original effective interest rate.

The Group participates in a loyalty programme where customers accumulate points for purchases made which entitle them to discounts on future purchases. Award
points are recognised as a cost of sale at the time of issue while revenue from the award points is recognised when the points are redeemed. The amount of revenue
is based on the number of points redeemed and the redemption value of each point. Award points expire 36 months after the initial sale.

(w) Foreign currencies

(i) Functional and presentation currency

Items included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the
entity operates (‘the functional currency’). The consolidated financial statements are presented in Ringgit Malaysia, which is the Company’s functional and
presentation currency.
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REPORTS AND FINANCIAL STATEMENTS

OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(w) Foreign currencies (continued)

(ii) Transactions and balances

Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions or valuation where
items are re-measured. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange
rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit or loss, except when deferred in other comprehensive
income as qualifying cash flow hedges and qualifying net investment hedges.

Foreign exchange gains and losses arising from operations, borrowings (after effects of effective hedges) and amount due from associates and joint ventures
are presented in aggregate after net operating profit in the income statements.

Changes in the fair value of monetary securities denominated in foreign currency classified as available-for-sale are analysed between translation differences
resulting from changes in the amortised cost of the security and other changes in the carrying amount of the security. Translation differences related to changes
in amortised cost are recognised in profit or loss, and other changes in carrying amount are recognised in other comprehensive income.

Translation differences on non-monetary financial assets and liabilities such as equities held at fair value through profit or loss are recognised in profit or loss
as part of the fair value gain or loss. Translation differences on non-monetary financial assets, such as equities classified as available-for-sale, are included
in other comprehensive income.

(iii) Group companies

The results and financial position of all the Group entities (none of which has the currency of a hyperinflationary economy) that have a functional currency
different from the presentation currency are translated into the presentation currency as follows:

• assets and liabilities for each balance sheet presented are translated at the closing rate at the date of that balance sheet;
• income and expenses for each income statement are translated at average exchange rates (unless this average is not a reasonable approximation of the
cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the dates of the transactions); and
• all resulting exchange differences are recognised as a separate component of other comprehensive income.

On consolidation, exchange differences arising from the translation of any net investment in foreign entities are recognised in other comprehensive income.

On the disposal of a foreign operation (that is, a disposal of the Group’s entire interest in a foreign operation, or a disposal involving loss of control over a subsidiary
that includes a foreign operation, a disposal involving loss of joint control over a joint venture that includes a foreign operation, or a disposal involving loss of
significant influence over an associate that includes a foreign operation), all of the exchange differences relating to that foreign operation recognised in other
comprehensive income and accumulated in the separate component of equity are reclassified to profit or loss as part of the gain or loss on disposal. In the case
of a partial disposal that does not result in the Group losing control over a subsidiary that includes a foreign operation, the proportionate share of accumulated
exchange differences are re-attributed to non-controlling interests and are not recognised in profit or loss. For all other partial disposals (that is, reductions in the
Group’s ownership interest in associates or joint ventures that do not result in the Group losing significant influence or joint control) the proportionate share of the
accumulated exchange difference is reclassified to profit or loss.

(x) Trade payables

Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Trade payables are classified
as current liabilities if payment is due within one year or less (or in the normal operating cycle of the business if longer). If not, they are presented as non-current
liabilities.

Trade payables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method.

(y) Contingent assets and liabilities

The Group does not recognise contingent assets and liabilities other than those arising from business combinations, but discloses its existence in the financial
statements. A contingent liability is a possible obligation that arises from past events whose existence will be confirmed by occurrence or non-occurrence of one or
more uncertain future events beyond the control of the Group or a present obligation that is not recognised because it is not probable that an outflow of resources
will be required to settle the obligation. A contingent liability also arises in the extremely rare case where there is a liability that cannot be recognised because it
cannot be measured reliably. However, contingent liabilities do not include financial guarantee contracts. A contingent asset is a possible asset that arises from past
events whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events beyond the control of the Group. The Group
does not recognise contingent assets but discloses its existence where inflows of economic benefits are probable, but not virtually certain.

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OF SIGNIFICANT ACCOUNTING POLICIES

B SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(y) Contingent assets and liabilities (continued)

The Group recognises separately the contingent liabilities of the acquirees as part of allocating the cost of a business combination where their fair values can be
measured reliably. Where the fair values cannot be measured reliably, the resulting effect will be reflected in the goodwill arising from the acquisitions.

Subsequent to the initial recognition, the Group measures the contingent liabilities that are recognised separately at the date of acquisition at the higher of the
amount that would be recognised in accordance with the provisions of MFRS 137 ‘Provisions, Contingent Liabilities and Contingent Assets’ and the amount initially
recognised less, when appropriate, cumulative amortisation recognised in accordance with MFRS 118 ‘Revenue’.

(z) Segment reporting

Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker. The chief operating decision-
maker, who is responsible for allocating resources and assessing performance of the operating segments, has been identified as the Group Chief Executive Officer
that makes strategic decisions.

(aa) Maintenance reserve

Maintenance reserve relates to payments made by the lessee for maintenance activities undertaken during the lease period. The Group will reimburse the lessee for
agreed maintenance work done as and when incurred. The Group records the amounts received as maintenance reserve. At the expiry of the lease term, excess
maintenance reserve is recognised in the profit and loss account.

C CRITICAL ACCOUNTING ESTIMATES AND JUDGMENTS

Estimates and judgments are continually evaluated by the Directors and are based on historical experience and other factors, including expectations of future events that
are believed to be reasonable under the circumstances.

The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, rarely equal the related actual results. To enhance
the information content of the estimates, certain key variables that are anticipated to have a material impact to the Group’s results and financial position are tested for
sensitivity to changes in the underlying parameters. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of
assets and liabilities within the next year are explained below.

(i) Estimated useful lives and residual values of aircraft frames and engines

The Group reviews annually the estimated useful lives and residual values of aircraft airframes and engines based on factors such as business plans and strategies,
expected level of usage, future technological developments and market prices.

Future results of operations could be materially affected by changes in these estimates brought about by changes in the factors mentioned above. A reduction in
the estimated useful lives and residual values of aircraft airframes and engines as disclosed in Note B(e), would increase the recorded depreciation charge and
decrease the carrying amount of property, plant and equipment. A reduction in 5% in the residual value of aircraft airframes and engines would increase the
depreciation charge for the financial year ended 31 December 2016 by RM 22,780,000 and RM 16,783,000 and decrease the carrying amount of property,
plant and equipment as at 31 December 2016 by RM91,827,000 and RM70,980,000 for the Group and Company respectively.

(ii) Deferred tax assets

Deferred tax assets are recognised to the extent that it is probable that future taxable profits will be available against which temporary differences can be utilised.
Estimating the future taxable profits involves significant assumptions, especially in respect of regulatory approvals for prospective routes, aircraft delivery, fares,
load factor, fuel price, maintenance costs and currency movements. These assumptions have been built based on past performance and adjusted for non-recurring
circumstances and a reasonable growth rate.

(iii) Impairment of investment in associates and amounts due from associates

Management reviews the investment in associates and amounts due from associates with reference to any evidence of impairment. This evidence may include
observable data indicating that there has been an adverse change in working capital of the associates and the local economic conditions that correlate with the
potential risk of impairment on the transactions. Impairment assessment is performed on the investment in associates and amounts due from associates whenever
events or changes in circumstance indicate indicator of impairment. This impairment assessment exercise requires significant judgment in estimating the recoverable
amount of the associates, which are affected by assumptions made in respect of fares, load factor, fuel price, maintenance costs and currency movements.

AirAsia Berhad
Annual Report 2016 203
 INCOME
REPORTS AND FINANCIAL STATEMENTS

STATEMENTS
for the financial year ended 31 December 2016

Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Revenue 1(a) 6,846,085 6,297,658 5,948,139 6,001,933

Other income 1(b) 352,703 257,975 917,035 212,153
Operating expenses
- Staff costs 2 (1,015,258) (759,420) (964,825) (732,935)
- Depreciation of property, plant and equipment 8 (710,843) (703,245) (562,024) (691,853)
- Aircraft fuel expenses (1,578,473) (2,000,650) (1,578,473) (2,000,650)
- Maintenance and overhaul (218,753) (196,883) (227,958) (196,637)
- User charges 4 (801,656) (685,013) (801,656) (684,342)
- Aircraft operating lease expenses (479,485) (330,791) (90,844) (102,232)
- Other operating expenses 3 (283,031) (283,758) (231,679) (260,394)
Operating profit 2,111,289 1,595,873 2,407,715 1,545,043

Finance income 5 134,923 154,148 110,190 127,004

Finance costs 5 (593,061) (724,035) (526,344) (713,196)
Net operating profit 1,653,151 1,025,986 1,991,561 958,851
Foreign exchange gain/(losses) 5 484,685 (331,338) 482,105 (336,560)
Gain on disposal of interest in a joint venture 11 - 320,500 - -
Impairment of investment in associates (163,750) - (163,750) (875,653)
Share of results of joint ventures 10 24,285 25,492 - -
Share of results of associates 11 134,704 (825,490) - -
Profit/(loss) before taxation 2,133,075 215,150 2,309,916 (253,362)
Taxation
- Current taxation 6 (6,394) (35,852) (5,396) (35,838)
- Deferred taxation 6 (79,739) 361,982 (79,739) 361,809
(86,133) 326,130 (85,135) 325,971
Net profit for the financial year 2,046,942 541,280 2,224,781 72,609

Net profit for the financial year attributable to:

- Owners of the Company 2,050,043 541,194
- Non-controlling interests (3,101) 86
2,046,942 541,280

Earnings per share attributable to owners of the Company (sen)

- Basic 7 73.7 19.4
- Diluted 7 73.7 19.4

204 AirAsia Berhad

Annual Report 2016
STATEMENTS OF

REPORTS AND FINANCIAL STATEMENTS

COMPREHENSIVE INCOME
for the financial year ended 31 December 2016

Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Net profit for the financial year 2,046,942 541,280 2,224,781 72,609

Other comprehensive income/(loss) income

Items that may be subsequently reclassified to profit or loss

Available-for-sale investments
- Net change in fair values 12 116,070 (203,504) 116,070 (203,504)
Cash flow hedges 64,411 (335,664) 64,411 (335,664)
Share of other comprehensive income of an associate 33,563 (31,430) - -
Foreign currency translation differences 28,045 10,130 - -

Other comprehensive income/(loss) for the financial year,

net of tax 242,089 (560,468) 180,481 (539,168)

Total comprehensive income/(loss) for the financial year 2,289,031 (19,188) 2,405,262 (466,559)

Total comprehensive income/(loss) attributable to:

- Owners of the Company 2,292,132 (19,274)
- Non-controlling interests (3,101) 86
2,289,031 (19,188)

AirAsia Berhad
Annual Report 2016 205
 BALANCE
REPORTS AND FINANCIAL STATEMENTS

SHEETS
as at 31 December 2016

Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

NONCURRENT ASSETS

Property, plant and equipment 8 10,826,682 10,927,645 7,858,892 9,805,655

Investment in subsidiaries 9 - - 179,754 64,860
Investment in joint ventures 10 188,309 164,024 81,559 81,559
Investment in associates 11 2,210,587 1,020,640 1,533,678 712,398
Available-for-sale financial assets 12 356,605 235,097 351,167 235,097
Intangible assets 13 121,829 19,184 - -
Deferred tax assets 14 749,211 828,950 749,038 828,777
Receivables and prepayments 15 1,433,054 1,412,242 1,379,778 1,385,308
Deposits on aircraft purchase 16 112,133 334,487 112,132 334,487
Amounts due from associates 17 344,861 1,142,119 344,861 1,034,869
Derivative financial instruments 18 867,949 945,490 867,949 945,490
17,211,220 17,029,878 13,458,808 15,428,500

CURRENT ASSETS

Inventories 19 43,866 26,152 43,650 26,152

Receivables and prepayments 15 1,087,657 617,422 1,004,718 536,340
Deposits on aircraft purchase 16 658,115 348,820 658,115 348,820
Derivative financial instruments 18 665,668 419,112 665,668 419,112
Amounts due from subsidiaries 20 - - 800,970 406,225
Amounts due from joint ventures 21 8,952 5,708 8,952 5,708
Amounts due from associates 17 511,446 394,970 282,047 297,976
Amounts due from related parties 20 37,424 43,851 16,102 15,787
Tax recoverable 19,466 3,648 19,856 3,338
Deposits, cash and bank balances 22 1,741,573 2,426,696 1,426,886 2,262,641
4,774,167 4,286,379 4,926,964 4,322,099

206 AirAsia Berhad

Annual Report 2016
BALANCE

REPORTS AND FINANCIAL STATEMENTS

SHEETS
as at 31 December 2016

Group Company
Note 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

LESS: CURRENT LIABILITIES

Trade and other payables 23 1,882,183 1,634,057 1,819,376 1,523,359

Sales in advance 607,735 664,251 606,018 662,330
Amounts due to subsidiaries 24 - - - 341,216
Amounts due to associates 17 3,978 - 25,290 -
Amounts due to related parties 24 29,999 13,661 58,351 13,661
Borrowings 25 1,945,203 2,377,256 1,575,721 2,251,537
Derivative financial instruments 18 448,873 582,491 448,873 582,491
4,917,971 5,271,716 4,533,629 5,374,594
NET CURRENT (LIABILITIES)/ASSETS (143,804) (985,337) 393,335 (1,052,495)

NONCURRENT LIABILITIES

Trade and other payables 23 1,529,293 1,043,994 1,497,466 1,013,936

Amounts due to associates 17 118,898 76,216 21,934 21,622
Amount due to a related party 24 9,455 - - -
Borrowings 25 8,633,939 10,235,579 6,219,922 9,431,567
Derivative financial instruments 18 148,052 237,898 148,052 237,898
10,439,637 11,593,687 7,887,374 10,705,023
6,627,779 4,450,854 5,964,769 3,670,982

CAPITAL AND RESERVES

Share capital 26 278,297 278,297 278,297 278,297

Share premium 1,230,941 1,230,941 1,230,941 1,230,941
Treasury shares (160) - (160) -
Foreign exchange reserve 46,993 18,948 - -
Retained earnings 27(a) 5,294,468 3,355,740 4,644,678 2,531,212
Other reserves 27(b) (217,554) (431,598) (188,987) (369,468)
6,632,985 4,452,328 5,964,769 3,670,982
Non-controlling interests (5,206) (1,474) - -
Total equity 6,627,779 4,450,854 5,964,769 3,670,982

AirAsia Berhad
Annual Report 2016 207
 CONSOLIDATED STATEMENT OF
REPORTS AND FINANCIAL STATEMENTS

CHANGES IN EQUITY
for the financial year ended 31 December 2016

Attributable to owners of the Company

Issued and fully paid
ordinary shares
of RM0.10 each Foreign Cash flow Available- Non-
Number Nominal Share exchange hedge for-sale Treasury Retained controlling Total
Note of shares value premium reserve reserve reserve shares earnings Total interests equity
‘000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

At 1 January 2016 2,782,974 278,297 1,230,941 18,948 (539,968) 108,370 - 3,355,740 4,452,328 (1,474) 4,450,854

Net profit for the

financial year - - - - - - - 2,050,043 2,050,043 (3,101) 2,046,942
Other comprehensive
income - - - 28,045 97,974 116,070 - - 242,089 - 242,089
Total comprehensive
income/(loss) - - - 28,045 97,974 116,070 - 2,050,043 2,292,132 (3,101) 2,289,031

Transactions with owners:

Dividends 28 - - - - - - - (111,315) (111,315) - (111,315)
Buy-back of
ordinary shares - - - - - - (160) - (160) - (160)

Non-controlling
interest arising from
business combination 9 - - - - - - - - - (631) (631)
At 31 December 2016 2,782,974 278,297 1,230,941 46,993 (441,994) 224,440 (160) 5,294,468 6,632,985 (5,206) 6,627,779

Attributable to owners of the Company

Issued and fully paid
ordinary shares
of RM0.10 each Foreign Cash flow Available- Non-
Number Nominal Share exchange hedge for-sale Retained controlling Total
Note of shares value premium reserve reserve reserve earnings Total interests equity
‘000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

At 1 January 2015 2,782,974 278,297 1,230,941 8,818 (172,874) 311,874 2,898,035 4,555,091 - 4,555,091

Net profit for the financial year - - - - - - 541,194 541,194 86 541,280

Other comprehensive income/(loss) - - - 10,130 (367,094) (203,504) - (560,468) - (560,468)
Total comprehensive income/(loss) - - - 10,130 (367,094) (203,504) 541,194 (19,274) 86 (19,188)

Transactions with owners:

Dividends 28 - - - - - - (83,489) (83,489) - (83,489)

Non-controlling interest arising

from business combination 9 - - - - - - - - (1,560) (1,560)
At 31 December 2015 2,782,974 278,297 1,230,941 18,948 (539,968) 108,370 3,355,740 4,452,328 (1,474) 4,450,854

208 AirAsia Berhad

Annual Report 2016
COMPANY STATEMENT OF

REPORTS AND FINANCIAL STATEMENTS

CHANGES IN EQUITY
for the financial year ended 31 December 2016

Issued and fully paid

ordinary shares
of RM0.10 each Non-distributable Distributable
Cash flow Available-
Number Nominal hedge for-sale Share Treasury Retained
Note of shares value reserve reserve premium shares earnings Total
‘000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

At 1 January 2016 2,782,974 278,297 (477,838) 108,370 1,230,941 - 2,531,212 3,670,982

Net profit for the financial year - - - - - - 2,224,781 2,224,781

Other comprehensive income - - 64,411 116,070 - - - 180,481
Total comprehensive income - - 64,411 116,070 - - 2,224,781 2,405,262

Transactions with owners:

Dividends 28 - - - - - - (111,315) (111,315)
Buy-back of ordinary shares - - - - - (160) - (160)

Non-controlling interest
arising from business
combination - - - - - - - -
At 31 December 2016 2,782,974 278,297 (413,427) 224,440 1,230,941 (160) 4,644,678 5,964,769

Issued and fully paid

ordinary shares
of RM0.10 each Non-distributable Distributable
Cash flow Available-
Number Nominal hedge for-sale Share Retained
Note of shares value reserve reserve premium earnings Total
‘000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

At 1 January 2015 2,782,974 278,297 (142,174) 311,874 1,230,941 2,542,092 4,221,030

Net profit for the financial year - - - - - 72,609 72,609

Other comprehensive loss - - (335,664) (203,504) - - (539,168)
Total comprehensive (loss)/income - - (335,664) (203,504) - 72,609 (466,559)

Transactions with owners:

Dividends 28 - - - - - (83,489) (83,489)
At 31 December 2015 2,782,974 278,297 (477,838) 108,370 1,230,941 2,531,212 3,670,982

AirAsia Berhad
Annual Report 2016 209
 CASH FLOW
REPORTS AND FINANCIAL STATEMENTS

STATEMENTS
for the financial year ended 31 December 2016

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

CASH FLOWS FROM OPERATING ACTIVITIES

Profit/(loss) before taxation 2,133,075 215,150 2,309,916 (253,362)

Adjustments for:

Property, plant and equipment

- Depreciation 710,843 703,245 562,024 691,853
- (Gain)/loss on disposals (104,200) (19,654) (470,545) (19,656)
Amortisation of intangible assets 281 24 - -
Impairment of property, plant and equipment 11,659 13,281 - -
(Reversal of)/impairment of trade and other receivables (3,037) 17,523 (3,037) 17,523
Write-off of amount due from related party - 5,247 - 5,247
Impairment of amount due from a subsidiary - - 21,328 -
Impairment of investment in associates 163,750 - 163,750 875,653
Fair value gain on derivative financial instruments (302,715) (937,678) (302,715) (937,678)
Share of results of joint ventures (24,285) (25,492) - -
Share of results of associates (134,704) 825,490 - -
Gain on disposal of interest in a joint venture - (320,500) - -
Net unrealised foreign exchange loss 344,715 1,268,394 239,029 1,265,653
Dividend income from:
- available-for-sale financial assets (5,130) (4,145) (5,130) (4,145)
- a subsidiary - - (302,095) -
- associates (72,527) (48,064) (1,675) -
Interest expense 593,061 724,035 526,344 713,196
Interest income (134,923) (154,148) (110,190) (127,004)
3,175,863 2,262,708 2,627,004 2,227,280
Changes in working capital:

Inventories (17,714) (8,000) (17,498) (8,000)

Receivables and prepayments (525,617) (114,875) (530,176) (200,232)
Trade and other payables 520,684 782,652 809,143 676,787
Amounts due from/to subsidiaries, associates, joint venture
and related parties (423,879) (177,536) (388,720) 3,725
Cash generated from operations 2,729,337 2,744,949 2,499,753 2,699,560

Interest paid (558,634) (658,177) (473,799) (647,338)

Interest received 14,377 148,280 14,372 121,135
Tax paid (17,960) (31,114) (17,960) (31,114)
Net cash from operating activities 2,167,120 2,203,938 2,022,366 2,142,243

210 AirAsia Berhad

Annual Report 2016
CASH FLOW

REPORTS AND FINANCIAL STATEMENTS

STATEMENTS
for the financial year ended 31 December 2016

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

CASH FLOWS FROM INVESTING ACTIVITIES

Property, plant and equipment

- Additions (1,216,547) (613,913) (989,755) (580,489)
- Proceeds from disposals 736,791 227,881 932,230 227,881
Repayment of advances by an associate 53,962 71,423 53,962 71,423
Advances to subsidiaries - - (146,052) (80,209)
Additional investment in available-for-sale financial assets (5,438) (53,811) - (53,811)
Proceeds from disposal of interest in a joint venture - 347,044 - 347,044
Dividend received from:
- available-for-sale financial assets 5,130 4,145 5,130 4,145
- an associate 72,527 48,064 1,675 -
Acquisition of subsidiaries (79,036) (30,810) (102,314) (17,236)
Additional subscription of shares in associates (143,218) (78,695) - -
Additional subscription of shares in subsidiaries - (24,144) (8,750) (24,144)
Net cash used in investing activities (575,829) (102,816) (253,874) (105,396)

CASH FLOWS FROM FINANCING ACTIVITIES

Buy-back of shares (160) - (160) -

Proceeds from borrowings 832,208 1,458,223 300,370 500,161
Repayment of borrowings (3,154,447) (2,677,406) (2,922,397) (1,800,203)
Dividends paid (111,315) (83,489) (111,315) (83,489)
Net cash used in financing activities (2,433,714) (1,302,672) (2,733,502) (1,383,531)

AirAsia Berhad
Annual Report 2016 211
 CASH FLOW
REPORTS AND FINANCIAL STATEMENTS

STATEMENTS
for the financial year ended 31 December 2016

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

NET MOVEMENT FOR THE FINANCIAL YEAR (842,423) 798,450 (965,010) 653,316

CURRENCY TRANSLATION DIFFERENCES 157,300 290,397 129,255 290,240

DEPOSITS, CASH AND BANK BALANCES AT BEGINNING

OF THE FINANCIAL YEAR 2,426,696 1,337,849 2,262,641 1,319,085

DEPOSITS, CASH AND BANK BALANCES AT END OF THE

FINANCIAL YEAR 1,741,573 2,426,696 1,426,886 2,262,641

For the purposes of the cash flow statements, cash and cash equivalents include the following:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Deposits, cash and bank balances (Note 22) 1,741,573 2,426,696 1,426,886 2,262,641

Less: Deposits pledged as securities and restricted cash (65,973) (710,986) (4,605) (710,986)
Cash and cash equivalents 1,675,600 1,715,710 1,422,281 1,551,655

The deposits with licensed banks of the Group and the Company amounting to RM65,973,000 and RM4,605,000 (2015: Group and Company RM710,986,000) are pledged
as securities for banking facilities granted to the Group and Company and are restricted for the purpose of purchase of engines.

SIGNIFICANT NONCASH TRANSACTIONS

(a) On 16 December 2016, the Company subscribed to perpetual capital security issued by an associate amounting to IDR3,042 billion (RM1,013 million) as disclosed in
Note 11 to the financial statements. The investment in perpetual capital security was satisfied via capitalisation of amounts due from associate.

(b) Disposal of property, plant and equipment to a subsidiary

Company
2016 2015
RM’000 RM’000

Proceeds from disposal of property, plant and equipment to a subsidiary 2,032,863 1,105,736

Settlement of borrowings and related finance cost by lessor on behalf of the Company - (184,439)

Borrowings transferred to subsidiary (1,565,699) (689,172)

Amounts due from a subsidiary (271,725) (232,125)

Net cash proceeds received from disposal of property, plant and equipment to a subsidiary 195,439 -

(c) On 25 July 2016, AirAsia Go Holiday Sdn Bhd (“AAGH”), wholly owned subsidiary of the Company declared a first interim dividend for the financial year ended
31 December 2016 amounting to RM302,095,000. The dividend amount from AAGH was satisfied via net off with amount due to AAGH.

212 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

1 REVENUE AND OTHER INCOME

(a) REVENUE

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Passenger seat sales 4,391,253 3,648,913 4,391,253 3,648,913

Baggage fees 568,134 491,787 568,134 491,787
Aircraft operating lease income 1,257,681 1,423,122 359,735 1,127,397
Surcharges and fees 32,761 180,171 32,761 180,171
Other revenue 596,256 553,665 596,256 553,665
6,846,085 6,297,658 5,948,139 6,001,933

During the financial year, the Company novated certain of its aircraft lease arrangements to its subsidiary. Following the novation, the subsidiary became the lessor
of the aircraft.

Other revenue includes assigned seat, freight, cancellation, documentation and other fees, and the on-board sale of meals and merchandise.

(b) OTHER INCOME

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Gain on disposals of property, plant and equipment 104,200 19,654 470,545 19,656
Fees charged to associates providing commercial air transport
services 62,969 68,770 62,969 68,770
Dividend income from a subsidiary - - 302,095 -
Others 185,534 169,551 81,426 123,727
352,703 257,975 917,035 212,153

Other income (‘others’) includes commission income, advertising income and fees charged to related parties providing commercial air transport services.

2 STAFF COSTS

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Salaries, bonus, allowances and other employee’s benefit 922,185 686,917 875,884 662,710
Defined contribution retirement plan 93,073 72,503 88,941 70,225
1,015,258 759,420 964,825 732,935

AirAsia Berhad
Annual Report 2016 213
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

2 STAFF COSTS (CONTINUED)

Included in staff costs are Executive Directors’ remuneration. The Executive Directors’ and Non-Executive Directors’ remuneration are as follows:

Group and Company

2016 2015
RM’000 RM’000

Executive Directors
- salaries, bonus and allowances 44,290 12,220
- defined contribution plan 5,315 1,466
49,605 13,686
Non-Executive Directors
- fees 1,268 1,246
50,873 14,932

The remuneration payable to the Directors of the Company is analysed as follows:

Executive Non-executive
2016 2015 2016 2015

Range of remuneration

Below RM500,000 - - 6 7
RM500,001 to RM1,000,000 - - - -
RM1,000,001 to RM3,000,000 - 1 - -
RM3,000,001 to RM5,000,000 1 1 - -
RM5,000,001 to RM10,000,000 - 1 - -
RM10,000,001 to RM20,000,000 - - - -
RM20,000,001 to RM30,000,000 2 - - -

3 OTHER OPERATING EXPENSES

The following items have been charged/(credited) in arriving at other operating expenses:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Impairment/(reversal of impairment) of:

- Amount due from a subsidiary (Note 20) - - 21,328 -
- Property, plant and equipment (Note 8) 11,659 13,281 - -
- Trade and other receivables (Note 15) (3,037) 17,523 (3,037) 17,523
Write off of amount due from related parties - 5,247 - 5,247
Rental of land and building 25,310 18,126 23,862 16,987
Auditors’ remuneration
- audit fees
(i) PricewaterhouseCoopers Malaysia 1,030 887 879 776
(ii) Others 65 40 - -
- non-audit fees
(i) PricewaterhouseCoopers Malaysia 281 642 281 642
Rental of equipment 1,470 1,001 1,413 935
Advertising costs 53,373 52,131 53,369 52,131

214 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

4 USER CHARGES

User charges include airport related charges, ground operational charges, aircraft insurance cost, and inflight related expenses.

5 FINANCE INCOME/(COSTS) AND FOREIGN EXCHANGE GAIN/(LOSSES)

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

(a) Finance income

Interest income from:

- deposits with licensed banks 14,377 28,058 14,372 28,058
- amounts due from associates 29,694 66,462 29,521 66,462
Gain from interest rate contracts 25,353 3,605 25,353 3,605
Impact of discounting effect on financial instruments 56,739 51,475 32,426 24,366
Others 8,760 4,548 8,518 4,513
134,923 154,148 110,190 127,004

(b) Finance costs

Interest expense
- bank borrowings (558,634) (679,500) (495,701) (677,878)
Amortisation of premiums for interest rate caps (9,420) (9,090) (9,420) (9,090)
Impact of discounting effect on financial instruments (20,040) (25,527) (17,463) (16,742)
Bank facilities and other charges (4,967) (9,918) (3,760) (9,486)
(593,061) (724,035) (526,344) (713,196)

(c) Foreign exchange gain/(losses) from:

Borrowings:
- foreign exchange losses (122,613) (2,291,318) (122,613) (2,296,540)
- fair value movement recycled from cash flow hedge reserve 257,584 820,766 257,584 820,766
- gain/(loss) from forward foreign exchange contracts (4,838) 96,736 (4,838) 96,736
Operations 108,559 440,770 105,979 440,770
Amounts due from associates and joint ventures 245,993 601,708 245,993 601,708
484,685 (331,338) 482,105 (336,560)

Since the previous financial year, the Company has hedged the foreign currency spot translation on the lease income for the aircraft that are sub-leased on operating lease
basis to its associates companies against the foreign currency spot translation on the aircraft borrowing repayment. This is to hedge the foreign currency risk arising from
operating lease income that the Company is exposed to. Gains and losses recognised in the hedging reserve in equity as of end of reporting date will be continuously
released to the income statement within foreign exchange gains/(losses).

AirAsia Berhad
Annual Report 2016 215
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

6 TAXATION

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Current taxation
- Malaysian tax 3,852 33,266 2,854 33,252
- Foreign tax 2,542 2,586 2,542 2,586
Deferred taxation (Note 14) 79,739 (361,982) 79,739 (361,809)
86,133 (326,130) 85,135 (325,971)

Current taxation
- Current financial year 6,394 35,852 5,396 35,838

Deferred taxation
- Origination and reversal of temporary differences (38,329) (308,539) (38,329) (308,366)
- Tax incentives 118,068 (53,443) 118,068 (53,443)
79,739 (361,982) 79,739 (361,809)
86,133 (326,130) 85,135 (325,971)

The explanation of the relationship between taxation and profit/(loss) before taxation is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Profit/(loss) before taxation 2,133,075 215,150 2,309,916 (253,362)

Tax calculated at Malaysian tax rate of 24% (2015: 25%) 511,938 53,788 554,380 (63,341)

Tax effects of:

- expenses not deductible for tax purposes 113,589 97,117 113,560 334,279
- income not subject to tax (487,901) (679,634) (645,307) (599,508)
- associates’ results reported net of tax (37,630) 206,373 - -
- joint ventures’ results reported net of tax (5,828) (6,373) - -
- tax incentives 62,502 2,599 62,502 2,599
- differences in tax rate (70,537) - - -
Taxation 86,133 (326,130) 85,135 (325,971)

7 EARNINGS PER SHARE

Basic earnings per share is calculated by dividing the net profit for the financial year attributable to owners of the Company by the weighted average number of ordinary
shares in issue (excluding weighted average number of treasury shares held by the Company) during the financial year.

Group
2016 2015

Net profit for the financial year attributable to owners of the Company (RM’000) 2,050,043 541,194
Weighted average number of ordinary shares in issue (‘000) 2,782,874 2,782,974
Basic and diluted earnings per share (sen) 73.7 19.4

The Group does not have in issue any financial instruments on other contracts that may entitle its holder to ordinary shares and therefore, dilutive to its basic earnings per share.

216 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

8 PROPERTY, PLANT AND EQUIPMENT

At Acquisition At
1 January of Depreciation Impairment 31 December
2016 Additions subsidiaries Disposals charge loss 2016
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

Group

Carrying amount

Aircraft engines, airframe and service potential 10,597,502 996,992 - (588,332) (636,199) - 10,369,963
Aircraft spares 123,344 39,496 - (2,925) (23,674) - 136,241
Aircraft fixtures and fittings 54,574 34,689 - (9,329) (22,000) - 57,934
Buildings 1,613 158,567 - - (869) - 159,311
Motor vehicles 5,732 1,901 - - (2,767) - 4,866
Office equipment, furniture and fittings 42,161 23,516 6,405 (796) (13,792) (11,659) 45,835
Office renovation 4,676 14,538 - - (6,051) - 13,163
Simulator equipment 1,051 32 - - (39) - 1,044
Operating plant and ground equipment 13,795 4,569 - (31) (5,346) - 12,987
In-flight equipment 200 288 - - (82) - 406
Training equipment 25 - - - (24) - 1
Work in progress 82,972 (58,041)* - - - - 24,931
10,927,645 1,216,547 6,405 (601,413) (710,843) (11,659) 10,826,682

* Work in progress completed during the financial year which were reclassified to respective asset classes.

Accumulated Accumulated Carrying

Cost depreciation impairment loss amount
RM’000 RM’000 RM’000 RM’000

Group

At 31 December 2016

Aircraft engines, airframe and service potential 13,217,090 (2,847,127) - 10,369,963

Aircraft spares 281,365 (145,124) - 136,241
Aircraft fixtures and fittings 154,030 (96,096) - 57,934
Buildings 160,682 (1,371) - 159,311
Motor vehicles 22,894 (18,028) - 4,866
Office equipment, furniture and fittings 160,139 (89,364) (24,940) 45,835
Office renovation 36,304 (23,141) - 13,163
Simulator equipment 1,258 (214) - 1,044
Operating plant and ground equipment 53,103 (40,116) - 12,987
In-flight equipment 1,984 (1,578) - 406
Training equipment 4,419 (4,418) - 1
Work in progress 24,931 - - 24,931
14,118,199 (3,266,577) (24,940) 10,826,682

AirAsia Berhad
Annual Report 2016 217
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

8 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

At Acquisition At
1 January of Depreciation Impairment 31 December
2015 Additions subsidiaries Disposals charge loss 2015
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

Group

Carrying amount

Aircraft engines, airframe and service potential 12,291,382 452,030 - (1,495,339) (650,571) - 10,597,502
Aircraft spares 122,752 25,122 - (8,986) (15,544) - 123,344
Aircraft fixtures and fittings 43,196 24,285 - - (12,907) - 54,574
Buildings 1,655 - - - (42) - 1,613
Motor vehicles 7,582 450 - - (2,300) - 5,732
Office equipment, furniture and fittings 25,137 43,542 888 (163) (13,962) (13,281) 42,161
Office renovation 6,508 398 323 - (2,553) - 4,676
Simulator equipment 1,089 - - - (38) - 1,051
Operating plant and ground equipment 12,462 6,198 - - (4,865) - 13,795
In-flight equipment 384 - - - (184) - 200
Training equipment 135 169 - - (279) - 25
Work in progress 21,253 61,719* - - - - 82,972
12,533,535 613,913 1,211 (1,504,488) (703,245) (13,281) 10,927,645

* Included work in progress completed during the financial year amounting to RM4.4million which were reclassified to respective asset classes.

Accumulated
Accumulated impairment Carrying
Cost depreciation loss amount
RM’000 RM’000 RM’000 RM’000

Group

At 31 December 2015

Aircraft engines, airframe and service potential 13,965,974 (3,368,472) - 10,597,502

Aircraft spares 266,993 (143,649) - 123,344
Aircraft fixtures and fittings 144,676 (90,102) - 54,574
Buildings 2,114 (501) - 1,613
Motor vehicles 26,941 (21,209) - 5,732
Office equipment, furniture and fittings 124,956 (69,514) (13,281) 42,161
Office renovation 23,754 (19,078) - 4,676
Simulator equipment 4,967 (3,916) - 1,051
Operating plant and ground equipment 50,777 (36,982) - 13,795
In-flight equipment 1,696 (1,496) - 200
Training equipment 4,588 (4,563) - 25
Work in progress 82,972 - - 82,972
14,700,408 (3,759,482) (13,281) 10,927,645

218 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

8 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

At At
1 January Depreciation 31 December
2016 Additions Disposals charge 2016
RM’000 RM’000 RM’000 RM’000 RM’000

Company

Carrying amount

Aircraft engines, airframe and service potential 9,497,598 779,250 (2,362,209) (493,500) 7,421,139
Aircraft spares 123,344 35,874 (2,925) (23,417) 132,876
Aircraft fixtures and fittings 54,282 30,519 (9,329) (20,026) 55,446
Buildings 1,613 158,567 - (869) 159,311
Motor vehicles 5,732 1,901 - (2,767) 4,866
Office equipment, furniture and fittings 22,844 22,738 - (9,904) 35,678
Office renovation 2,699 14,538 - (6,051) 11,186
Simulator equipment 1,051 32 - (39) 1,044
Operating plant and ground equipment 13,795 4,568 (31) (5,345) 12,987
In-flight equipment 200 288 - (82) 406
Training equipment 25 - - (24) 1
Work in progress 82,472 (58,520) - - 23,952
9,805,655 989,755 (2,374,494) (562,024) 7,858,892

During the financial year, the Company disposed aircraft and spare engines with carrying amount of RM1.8 billion (2015: RM1.1billion) to its subsidiary, Asia Aviation
Capital Limited for a total sale consideration of RM2.0 billion (2015: RM1.1billion).

Accumulated Carrying
Cost depreciation amount
RM’000 RM’000 RM’000

Company

At 31 December 2016

Aircraft engines, airframe and service potential 10,101,221 (2,680,082) 7,421,139

Aircraft spares 277,742 (144,866) 132,876
Aircraft fixtures and fittings 149,475 (94,029) 55,446
Buildings 160,682 (1,371) 159,311
Motor vehicles 22,894 (18,028) 4,866
Office equipment, furniture and fittings 110,061 (74,383) 35,678
Office renovation 34,327 (23,141) 11,186
Simulator equipment 1,258 (214) 1,044
Operating plant and ground equipment 53,103 (40,116) 12,987
In-flight equipment 1,984 (1,578) 406
Training equipment 4,419 (4,418) 1
Work in progress 23,952 - 23,952
10,941,118 (3,082,226) 7,858,892

AirAsia Berhad
Annual Report 2016 219
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

8 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

At At
1 January Depreciation 31 December
2015 Additions Disposals charge 2015
RM’000 RM’000 RM’000 RM’000 RM’000

Company

Carrying amount

Aircraft engines, airframe and service potential 12,291,382 452,030 (2,601,076) (644,738) 9,497,598
Aircraft spares 122,752 25,122 (8,986) (15,544) 123,344
Aircraft fixtures and fittings 43,196 23,911 - (12,825) 54,282
Buildings 1,655 - - (42) 1,613
Motor vehicles 7,582 450 - (2,300) 5,732
Office equipment, furniture and fittings 22,743 9,314 (90) (9,123) 22,844
Office renovation 4,274 340 - (1,915) 2,699
Simulator equipment 1,089 - - (38) 1,051
Operating plant and ground equipment 12,462 6,198 - (4,865) 13,795
In-flight equipment 384 - - (184) 200
Training equipment 135 169 - (279) 25
Work in progress 19,517 62,955 - - 82,472
12,527,171 580,489 (2,610,152) (691,853) 9,805,655

Accumulated
Accumulated impairment Carrying
Cost depreciation loss amount
RM’000 RM’000 RM’000 RM’000

Company

At 31 December 2015

Aircraft engines, airframe and service potential 12,402,743 (2,905,145) - 9,497,598

Aircraft spares 266,993 (143,649) - 123,344
Aircraft fixtures and fittings 140,516 (86,234) - 54,282
Buildings 2,114 (501) - 1,613
Motor vehicles 26,941 (21,209) - 5,732
Office equipment, furniture and fittings 86,766 (63,922) - 22,844
Office renovation 19,794 (17,095) - 2,699
Simulator equipment 4,967 (3,916) - 1,051
Operating plant and ground equipment 50,777 (36,982) - 13,795
In-flight equipment 1,696 (1,496) - 200
Training equipment 4,588 (4,563) - 25
Work in progress 82,472 - - 82,472
13,090,367 (3,284,712) - 9,805,655

220 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

8 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

Included in property, plant and equipment of the Group and the Company are assets with the following carrying amounts:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Carrying amount of owned aircraft sub-leased to associates 3,368,288 3,083,383 798,862 2,304,378
Aircraft pledged as security for borrowings (Note 25) 10,369,963 10,597,502 7,421,139 9,497,598

The beneficial ownership and operational control of aircraft pledged as security for borrowings rests with the Company when the aircraft is delivered to the Company.

Where the legal title to the aircraft is held by financiers during delivery, the legal title will be transferred to the Company only upon settlement of the respective facilities.

9 INVESTMENT IN SUBSIDIARIES

Company
2016 2015
RM’000 RM’000

Unquoted investments, at cost 179,790 64,896

Less: Accumulated impairment losses (36) (36)
179,754 64,860

At 1 January 64,860 23,480

Additional investment in subsidiaries 114,894 41,380
At 31 December 179,754 64,860

The details of the subsidiaries are as follows:

Country of Group’s effective

Name of entity incorporation equity interest Principal activities
2016 2015
% %

Directly held by the Company

AirAsia Investment Ltd (“AAIL”)* Malaysia 100 100 Investment holding

AirAsia Go Holiday Sdn Bhd (“AGH”) Malaysia 100 100 Tour operating business

AirAsia (Mauritius) Limited* Mauritius 100 100 Providing aircraft leasing facilities to Thai AirAsia Co. Ltd

AirAsia Corporate Services Limited* Malaysia 100 100 Facilitate business transactions for AirAsia Group with
non-resident goods and service providers

Ground Team Red Sdn Bhd Malaysia 100 100 Special purpose vehicle for financing arrangements required
by AirAsia

Koolred Sdn Bhd Malaysia 100 100 Investment holding

AirAsia Global Shared Services Sdn Bhd Malaysia 100 100 To provide shared services and outsourcing for its affiliates

AirAsia Berhad
Annual Report 2016 221
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

9 INVESTMENT IN SUBSIDIARIES (CONTINUED)

The details of the subsidiaries are as follows: (continued)

Country of Group’s effective

Name of entity incorporation equity interest Principal activities
2016 2015
% %

Directly held by the Company (continued)

Asia Aviation Capital Limited (“AAC”) Malaysia 100 100 Providing aircraft leasing facilities

MadCience Consulting Sdn Bhd Malaysia 100 100 Provision of central depository services for its affiliates

TPaay Asia Sdn Bhd Malaysia 100 100 Provision of financial and other related services
(formerly known as Tune Money Sdn Bhd)
(“TPaay”)*

Rokki Sdn Bhd (formerly known as Tune Box Sdn Bhd) Malaysia 73 73 Trading of multimedia content and equipment

Think Big Digital Sdn Bhd (“BIG”)* Malaysia 69.3** - Financial services and managing customer loyalty points

T & Co Coffee Sdn Bhd* Malaysia 80 - Trading in coffee and tea related products

Held by AGH

AirAsia Exp Pte. Ltd (“AAE”)* Singapore 100 100 Investment holding

Held by AAIL

AirAsia Capital Ltd * Malaysia 100 100 Dormant

AirAsia Pte. Ltd. * Singapore 100 - Airline operation services

Held by AAC

Asia Aviation Pte Ltd * Singapore 100 - Dormant

* Not audited by PricewaterhouseCoopers, Malaysia

** Reclassified from investment in associates during the year (Note 11)

Acquisition of additional interest in BIG

On 3 February 2016, the Company entered into a Share Sale Agreement with Tune Money International Sdn. Bhd. for the acquisition of up to 2,072,000 ordinary shares
of RM1.00 each representing 24.9% equity interest in the issued and paid up ordinary share capital of Think BIG Digital Sdn. Bhd. (“BIG”) for a cash consideration of
RM101.5 million. The acquisition was completed on 29 February 2016. Subsequent to this, the Company’s equity stake in BIG has increased to 69.3% and the investment
in BIG has been reclassified from investment in associate to investment in subsidiary. This acquisition allows the Company to extract greater value from the AirAsia BIG
Loyalty Programme managed by BIG through greater strategic control over day-to-day operations as well as to accelerate decision-making that would help support the
Company’s business plan and commercial objectives

222 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

9 INVESTMENT IN SUBSIDIARIES (CONTINUED)

Acquisition of additional interest in BIG (continued)

Details of the assets, liabilities and net cash outflow arising from the acquisition of additional interest in BIG are as follows:

Fair value
RM’000

Cash and bank balances 22,685

Trade and other receivables 17,159
Property, plant and equipment 6,184
Deferred revenue (35,487)
Trade and other payables (12,598)
Net identifiable assets acquired (2,057)
Non-controlling interests acquired 631
Goodwill on acquisition (Note 13) 102,926
Net assets acquired 101,500

Group
RM’000

Purchase consideration for acquisition of additional interest 101,500

Fair value of previously held interest -*
Less: Cash and cash equivalents of subsidiary acquired (22,685)
Net cash outflow on acquisition of subsidiary 78,815

* The fair value is nil as the subsidiary is still expected to be in a loss-making position

The acquired business contributed revenue of RM18,042,000 and net loss of RM13,473,000 to the Group for the period from 29 February 2016 to 31 December 2016.

If the acquisition had occurred on 1 January 2016, the Group’s consolidated revenue and net profit for the financial year ended 31 December 2016 would have been
RM6,846,085,000 and RM2,039,782,000 respectively.

Subscription of redeemable preference shares in TPaay

On 30 December 2015, the Directors approved the subscription of redeemable preference shares (“RPS”) issued by TPaay amounting up to RM13.75 million. The
Company subscribed to 50 million of RPS for RM5 million in the previous financial year. The subscription of the remaining RPS was carried out in the following stages during
the financial year:

Number of RPS Amount

Date of subscription million RM‘000

20 April 2016 40 4,000

19 October 2016 20 2,000
28 December 2016 22 2,750
8,750

Acquisition of T & Co Coffee Sdn. Bhd.

On 27 June 2016, the Company entered into a Share Sale Agreement (“SSA”) with Datin Charlene Yeo Ming Ling (”CY”) to purchase 881,873 ordinary shares of RM1.00 each
in T & Co Coffee Sdn. Bhd. (“T&Co”), which is equivalent to eighty percent (80%) of the share capital of T&Co for a total purchase consideration of RM914,000 upon terms and
conditions as stipulated in the SSA. The purchase consideration was satisfied in part by cash of RM814,000 and in part by AirAsia credit shell of RM100,000 which may be used
to pay for flights on all carriers within AirAsia Group. This acquisition did not have any material impact to the financial statements of the Group and Company.

The Company does not have any subsidiaries with non-controlling interests that are material to the Group. There were no transactions with non-controlling interests during
the current financial year.
AirAsia Berhad
Annual Report 2016 223
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

10 INVESTMENT IN JOINT VENTURES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Unquoted investments, at cost 81,559 81,559 81,559 81,559

Share of post-acquisition profits 106,750 82,465 - -
188,309 164,024 81,559 81,559

The joint ventures listed below have share capital consisting solely of ordinary shares, which are directly held by the Company:

Principal
place of
business/
country of Group’s effective
Name of entity incorporation equity interest Principal activities
2016 2015
% %

Directly held by the Company

Asian Aviation Centre of Excellence Sdn Bhd

(“AACOE”) Malaysia 50 50 Aviation training

Held by Madcience Consulting Sdn Bhd

Big Data for Human APAC Limited (“BD4H”) United Kingdom 50 - Dormant

The joint ventures listed above are private companies for which there are no quoted market price available for their shares.

There are no contingent liabilities relating to the Group’s interest in the joint ventures.

The Directors considers AACOE as a material joint venture to the Group. AACOE is an aviation training centre with operations in Malaysia and Singapore. AACOE is a
strategic partner of the Company and provides initial and recurrent training for both pilots and flight attendants. AACOE also provides training to TAA, IAA, PAA, AAIPL
and other airline clients in the region.

224 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

10 INVESTMENT IN JOINT VENTURES (CONTINUED)

Summarised financial information for material joint venture

Set out below is the summarised financial information of AACOE which is accounted for using the equity method:

Summarised balance sheet

AACOE
2016 2015
RM’000 RM’000

Current
Cash and cash equivalents 44,649 50,831
Other current assets 138,593 59,429
Total current assets 183,242 110,260

Financial liabilities (excluding trade payables) (5,182) (7,291)

Other current liabilities (including trade payables) (66,574) (25,486)
Total current liabilities (71,756) (32,777)

Non-current
Assets 359,593 363,382

Liabilities (94,460) (112,817)

Net assets 376,619 328,048

Summarised statement of comprehensive income

AACOE
2016 2015
RM’000 RM’000

Revenue 130,714 107,103

Depreciation and amortisation (17,867) (15,151)
Interest income 3,881 -
Interest expense - (3,977)
Profit before taxation 53,938 51,040
Tax expense (7,841) (2,559)
Share of results from joint venture 2,474 -
Profit after taxation and total comprehensive income 48,571 48,481

Dividends received from joint ventures - -

AirAsia Berhad
Annual Report 2016 225
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

10 INVESTMENT IN JOINT VENTURES (CONTINUED)

Summarised financial information for material joint venture (continued)

Reconciliations of summarised financial information

AACOE
2016 2015
RM’000 RM’000

Opening net assets at 1 January 328,048 279,567

Profit after taxation and total comprehensive income 48,571 48,481
Closing net assets at 31 December 376,619 328,048

Interest in joint ventures at 50% 188,309 164,024

Carrying value at 31 December 188,309 164,024

11 INVESTMENT IN ASSOCIATES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Unquoted investments 2,924,097 1,847,478 1,533,678 712,398

Share of post-acquisition loss (684,950) (764,708) - -
Share of post-acquisition reserves (28,560) (62,130) - -
2,210,587 1,020,640 1,533,678 712,398

Included in the carrying amount of the investment in associates of the Group and the Company is an impairment loss of RM163,750,000 (2015: Nil for the Group and
RM875,653,000 for the Company) recognised during the financial year.

226 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

11 INVESTMENT IN ASSOCIATES (CONTINUED)

The details of the associates are as follows:

Principal place of
business/country of Group’s effective
Name of entity incorporation equity interest Principal activities
2016 2015
% %

AirAsia Philippines Inc Philippines 39.9 39.9 Providing air transportation services, currently dormant

Asian Contact Centres Sdn. Bhd. Malaysia 50.0 50.0 Providing end-to-end solutions for customers contact
management and contact centre

Think Big Digital Sdn Bhd (“BIG”) Malaysia -* 44.4 Financial services and managing customer loyalty points

Held by AAE

AAE Travel Pte Ltd (“AAE Travel”) Singapore 25.0 25.0 Online travel agency

Held by AAIL

PT Indonesia AirAsia (“IAA”) Indonesia 48.9 48.9 Commercial air transport services

Thai AirAsia Co. Ltd (“TAA”) Thailand 45.0 45.0 Commercial air transport services

AirAsia Go Holiday Co. Ltd Thailand 49.0 49.0 Tour operating business, currently dormant

AirAsia Inc (“PAA”) Philippines 40.0 40.0 Commercial air transport services

AirAsia (India) Private Limited (“AAIPL”) India 49.0 49.0 Commercial air transport services

AirAsia Japan Co., Ltd (“JAA”) Japan 49.0 49.0 Commercial air transport services

* Reclassified as investment in subsidiary during the year (Note 9)

All the associates listed above are private companies for which there are no quoted market price available for their shares.

There are no contingent liabilities relating to the Group’s interest in the associates.

Acquisition of additional interests in associates during the financial year ended 31 December 2016

(a) On 19 February 2016, AAIL, a wholly-owned subsidiary of the Company, subscribed to 21,000,000 shares in JAA for a cash consideration of JPY1,470 million
(equivalent to RM53.4 million). On 29 December 2016, AAIL subscribed to an additional 7,000,000 shares in JAA for a cash consideration of JPY490 million
(equivalent to RM18.7 million). The Group’s equity interest in JAA remains as 49%.

(b) On 29 August 2016, AAIL, a wholly-owned subsidiary of the Company, invested an additional 114,905,000 ordinary shares in AirAsia (India) Private Limited
(“AAIPL”) for a cash consideration of USD17.2 million (equivalent to RM71.1 million). The Group’s equity interest in AAIPL remains as 49%.

(c) On 16 December 2016, the Company subscribed to perpetual capital security issued by IAA amounting to IDR3,042 billion (RM1,013 million). IAA has the
discretion to defer interest payment and has no obligation to redeem the principal amount. Therefore, the Company’s investment in this perpetual capital security
is deemed in substance to be an extension to the Company’s net investment in IAA and is accounted for as “Investment in Associate”. The investment in perpetual
capital security was satisfied via capitalisation of amounts due from IAA.

AirAsia Berhad
Annual Report 2016 227
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

11 INVESTMENT IN ASSOCIATES (CONTINUED)

Acquisition of additional interests in associates during the financial year ended 31 December 2015

(a) On 25 February 2015, AAIL subscribed to 3,174,927 shares of common stock representing 49% of the paid-up capital in JAA for a cash consideration of JPY490
million (equivalent to RM12.6 million). On 29 September 2015, AAIL subscribed to an additional 14,000,000 shares in JAA for a cash consideration of JPY980
million (equivalent to RM36.5 million).

(b) On 29 July 2015, AAIL invested an additional 496,536,640 ordinary shares in AirAsia (India) Private Limited (“AAIPL”) for a cash consideration of USD7.7 million
(equivalent to RM29.5 million). The Group’s equity interest in AAIPL remains as 49%.

(c) On 29 September 2015, the Company subscribed to 49% of perpetual capital security issued by IAA amounting to IDR2,058 billion (RM625 million) in proportion
to its equity shareholding in IAA. IAA has the discretion to defer interest payment and has no obligation to redeem the principal amount. Therefore, the Company’s
investment in this perpetual capital security is deemed in substance to be as extension to the Company’s net investment in IAA and is accounted for as “Investment
in Associate”. The investment in perpetual capital security was satisfied via capitalisation of amounts due from IAA.

Impairment loss on investment in associates

As at 31 December 2016, the Group’s and the Company’s investment in IAA and PAA were tested for impairment due to additional investment from the Company to
address their negative equity position and continuing losses incurred respectively. The recoverable amount of the investment was computed using fair value less cost to sell
method based on discounted cash flow projections covering a five-year period from 2017 to 2021. Assumptions applied in determining the recoverable amount include
operational fleet size, load factor, average fare and jet fuel price.

As a result of the impairment assessment, the carrying amount of the investment in PAA has been written down to its recoverable amount as the Group and the Company
recognised an impairment loss of RM164 million on the investment in PAA in the income statement. No impairment is recorded for the investment in IAA.

The key assumptions used in determining the recoverable amount of the investment in PAA are as follows:
• Discount rate of 10%
• Long-term growth rate of 3.5%

The recoverable amount of the investment in PAA is within level 3 of the fair value hierarchy. The following table summarises the quantitative information about the significant
unobservable inputs used in level 3 fair value measurement:

Fair value at
31 December 2016 Relationship of unobservable inputs to
Description (RM‘000) Unobservable inputs * Inputs fair value

Investment in PAA 748,484 Discount rate 10% Increased discount rate by 1% would decrease
fair value by RM193,405,000
Long-term growth rate per annum 3.5% Decreased long-term growth rate by 1% would
decrease fair value by RM97,962,000

* There were no significant inter-relationships between unobservable inputs that materially affect the fair value.

Valuation process

The finance department of the Group includes a team that performs the valuations of the investments in associates required for financial reporting purposes, including
level 3 fair values. The team reports directly to the Group Chief Financial Officer. The main level 3 inputs used by the Group are derived and evaluated as follows:

• Discount rates are determined using a capital asset pricing model to calculate a pre-tax rate that reflects current market assessments of the time value of money and
the risk specific to the asset.

• Long-term growth rate are estimated based on market information for similar types of companies in similar geographical location.

228 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

11 INVESTMENT IN ASSOCIATES (CONTINUED)

Material associates

The Directors consider TAA, IAA, and PAA as material associates to the Group. TAA, IAA and PAA are all operators of commercial air transport services which are based
in Thailand, Indonesia and the Philippines respectively. These associate companies are strategic investments of the Company and form an essential part of the Company’s
growth strategy. They provide access to a wider geographical market and network coverage in the provision of air transport services across the ASEAN region.

Summarised financial information for associates

The tables below provide summarised financial information for those associates that are material to the Group. The information disclosed reflects the amounts presented in
the financial statements of the relevant associates and not the Group’s share of those amounts. They have been amended to reflect adjustments made by the entity when
using the equity method, including fair value adjustments and modifications for differences in accounting policy.

Summarised balance sheet

IAA PAA TAA

2016 2015 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

Current
Cash and cash equivalents 79,403 32,576 2,493 1,620 569,258 723,295
Other current assets 220,289 320,920 1,280,739 1,249,220 437,754 216,715
Total current assets 299,692 353,496 1,283,232 1,250,840 1,007,012 940,010

Financial liabilities (excluding trade payables) (363,829) (1,188,103) (1,609,694) (1,581,592) (1,163,815) (219,936)
Other current liabilities
(including trade payables) (283,432) (175,455) (14,669) (19,155) (61,185) (776,539)
Total current liabilities (647,261) (1,363,558) (1,624,363) (1,600,747) (1,225,000) (996,475)

Non-current
Assets 1,728,456 1,151,299 8,190 129,738 2,842,192 2,291,082
Liabilities (411,961) (494,425) (3,607) (52,049) (1,780,154) (1,597,644)
Net assets/(liabilities) 968,926 (353,188) (336,548) (272,218) 844,050 636,973

Summarised statement of comprehensive income

IAA PAA TAA

2016 2015 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

Revenue 1,197,913 1,464,188 8,687 58,720 3,818,482 3,379,132

Depreciation and amortisation (33,510) (28,687) (23,643) (34,631) (136,835) (126,367)
Interest income 901 795 3 - 8,964 13,543
Interest expense (40,250) (58,374) (6,803) (24,687) (64,985) (54,930)
Profit/(loss) before taxation 57,544 (685,736) (141,722) (71,107) 378,697 230,850
Tax (expense)/income 207,539 7,472 - - 18,106 (21,902)
Net profit/(loss) for the financial year 265,083 (678,264) (141,722) (71,107) 396,803 208,948
Other comprehensive income/(loss) - - - 306 (74,587) (69,845)
Total comprehensive income/(loss) 265,083 (678,264) (141,722) (70,801) 322,216 139,103

Dividends received from associates - - - - 70,852 48,064

AirAsia Berhad
Annual Report 2016 229
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

11 INVESTMENT IN ASSOCIATES (CONTINUED)

Summarised financial information for associates (continued)

Reconciliations of summarised financial information

IAA PAA TAA

2016 2015 2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

Opening net (liabilities)/assets at 1 January (353,188) (836,357) (272,218) (106,633) 636,973 604,766
Issuance of perpetual capital security 1,012,986 1,278,147 - - - -
Dividend paid - - - - (157,449) (106,809)
Profit/(loss) for the financial year 265,083 (678,264) (141,722) (71,107) 396,803 208,948
Other comprehensive loss - - - 306 (74,587) (69,845)
Foreign exchange differences 44,045 (116,714) 77,392 (94,784) 42,310 (87)
Closing net assets/(liabilities) at 31 December 968,926 (353,188) (336,548) (272,218) 844,050 636,973
Group’s interest in associates 48.9% 48.9% 40% 40% 45% 45%
Interest in associates 473,805 (172,709) (134,619) (108,887) 379,823 286,638
Net investment and subscription of perpetual
capital security, net of impairment losses 496,363 873,477 883,103 116,758 - -
Carrying value at 31 December 970,168 700,768 748,484 7,871 379,823 286,638

Individually immaterial associates

In addition to the interests in associates disclosed above, the Group also has interests in a number of individually immaterial associates that are accounted for using the
equity method.

Group
2016 2015
RM’000 RM’000

Aggregate carrying amount of individually immaterial associates 112,111 73,450

Aggregate amounts of the Group’s share of:

Loss from continuing operations (116,794) (38,216)
Other comprehensive income - -
Total comprehensive income (116,794) (38,216)

230 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

12 AVAILABLEFORSALE FINANCIAL ASSETS

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Listed equity securities

At 1 January 235,097 384,790 235,097 384,790
Addition - 53,811 - 53,811
Fair value gain/(loss) - recognised in other comprehensive income 116,070 (203,504) 116,070 (203,504)
At 31 December 351,167 235,097 351,167 235,097

Unquoted debt securities

At 1 January - - - -
Addition 5,438 - - -
At 31 December 5,438 - - -

13 INTANGIBLE ASSETS

Internally
developed
Goodwill software Total
RM’000 RM’000 RM’000

Group

Cost
At 1 January 2016 17,703 1,505 19,208
Additions - acquisitions (Note 9) 102,926 - 102,926
At 31 December 2016 120,629 1,505 122,134

Accumulated amortisation
At 1 January 2016 - (24) (24)
Amortisation expense - (281) (281)
At 31 December 2016 - (305) (305)
Carrying amount as at 31 December 2016 120,629 1,200 121,829

Cost
At 1 January 2015 7,334 - 7,334
Additions - acquisitions 10,369 1,505 11,874
At 31 December 2015 17,703 1,505 19,208

Accumulated amortisation
At 1 January 2015 - - -
Amortisation expense - (24) (24)
At 31 December 2015 - (24) (24)
Carrying amount as at 31 December 2015 17,703 1,481 19,184

AirAsia Berhad
Annual Report 2016 231
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

13 INTANGIBLE ASSETS (CONTINUED)

The carrying amount of goodwill allocated to the Group’s cash-generating unit is as follows:

Group
2016 2015
RM’000 RM’000

Cash-generating unit
AirAsia Malaysia CGU 102,926 -
AirAsia Investment Ltd 7,334 7,334
TPaay Asia Sdn Bhd 5,275 5,275
Tune Box Sdn Bhd 5,094 5,094

Goodwill impairment assessment for AirAsia Malaysia CGU

Management reviews the business based on geography and type of business. As disclosed in Note 30 to the financial statements, management has identified Malaysia
as one of the geography. The AirAsia Malaysia CGU reflects the airline business operated by AirAsia Malaysia.

The recoverable amount of the AirAsia Malaysia CGU is determined using value-in-use method by discounting a 5-year cash flows projections from 2017 to 2021 at a
weighted average cost of capital of 11.6%. Cash flows projections beyond the 5-year period are estimated using a long term growth rate of 3%.

Based on the assessment performed, there is no impairment of goodwill attributable to the AirAsia Malaysia CGU. There are no reasonably possible changes in any of the
key assumptions used that would cause the carrying amount of this CGU to materially exceed the recoverable amount.

14 DEFERRED TAXATION

Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current tax liabilities and when deferred taxes relate
to the same tax authority. The following amounts, determined after appropriate offsetting, are shown in the balance sheets:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Deferred tax assets 749,211 828,950 749,038 828,777

The movements in the deferred tax assets and liabilities of the Group and the Company during the financial year are as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

At start of financial year 828,950 466,968 828,777 466,968

(Charged)/credited to income statements (Note 6)

- Property, plant and equipment (82,071) 308,539 (82,071) 308,366
- Tax incentives (118,068) 53,443 (118,068) 53,443
- Sales in advance 145,445 - 145,445 -
- Derivatives (57,219) - (57,219) -
- Provisions and others 32,174 - 32,174 -
(79,739) 361,982 (79,739) 361,809
At end of financial year 749,211 828,950 749,038 828,777

232 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

14 DEFERRED TAXATION (CONTINUED)

The movements in the deferred tax assets and liabilities of the Group and the Company during the financial year are as follows: (continued)

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Deferred tax assets (before offsetting)

Tax incentives 1,274,056 1,392,124 1,274,056 1,392,124
Tax losses 8,803 8,803 8,803 8,803
Sales in advance 145,445 - 145,445 -
Provisions and others 32,174 - 32,174 -
1,460,478 1,400,927 1,460,478 1,400,927
Offsetting (711,267) (571,977) (711,440) (572,150)
Deferred tax assets (after offsetting) 749,211 828,950 749,038 828,777

Deferred tax liabilities (before offsetting)

Property, plant and equipment (654,048) (571,977) (654,221) (572,150)
Derivatives (57,219) - (57,219) -
(711,267) (571,977) (711,440) (572,150)
Offsetting 711,267 571,977 711,440 572,150
Deferred tax liabilities (after offsetting) - - - -

Unrecognised deferred tax assets

Deferred tax has not been recognised for the following items:

Group
2016 2015
RM’000 RM’000

Deferred revenue 59,035 -

Deferred breakage 20,057 -
Provisions and others 5,594 -
84,686 -

Deferred tax assets in respect of the above items arose from a subsidiary acquired during the financial year and have not been recognised because it is not probable that
the future taxable profit will be available against which the Group can utilise the benefits there from.

As disclosed in Note C to the financial statements in respect of critical accounting estimates and judgments, the deferred tax assets are recognised on the basis of the
Group’s previous history of recording profits, and to the extent that it is probable that future taxable profits will be available against which temporary differences can
be utilised. Estimating the future taxable profits involves significant assumptions, especially in respect of fares, load factor, fuel price, maintenance costs and currency
movements. These assumptions have been built based on past performance and adjusted for non-recurring circumstances and a reasonable growth rate.

AirAsia Berhad
Annual Report 2016 233
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

15 RECEIVABLES AND PREPAYMENTS

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Non-current:

Other receivables 131,687 - 131,687 -

Prepayments 1,100,731 1,261,540 1,100,731 1,261,540
Deposits for maintenance of aircraft 118,835 90,472 116,311 90,472
Other deposits 81,801 60,230 31,049 33,296
1,433,054 1,412,242 1,379,778 1,385,308

Current:

Trade receivables 138,382 145,852 114,906 120,398

Less: Allowance for impairment (30,476) (35,493) (30,476) (35,254)
107,906 110,359 84,430 85,144

Other receivables 332,200 248,066 310,688 226,185

Less: Allowance for impairment (3,482) (1,906) (3,482) (1,906)
328,718 246,160 307,206 224,279

Prepayments 615,899 180,232 583,141 153,294

Other deposits 35,134 80,671 29,941 73,623
1,087,657 617,422 1,004,718 536,340

Credit terms of trade receivables range from 30 to 60 days (2015: 30 to 60 days).

Included in the non-current and current portions of other receivables is unbilled amounts due from associates relating to aircraft maintenance of RM181,574,000 (2015:
RM86,508,000).

234 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

15 RECEIVABLES AND PREPAYMENTS (CONTINUED)

(i) Financial assets that are neither past due nor impaired

Receivables that are neither past due nor impaired amounted to RM700,233,000 and RM620,924,000 (2015: RM504,355,000 and RM438,533,000) for the
Group and Company respectively. These are substantially companies with good collection track records with the Group and Company.

(ii) Financial assets that are past due but not impaired

Receivables that are past due but not impaired amounted to RM103,848,000 and RM79,700,000 (2015: RM83,537,000 and RM68,281,000) for the Group
and Company. These relate to a number of independent customers where debts are either secured by bank guarantees or have no recent history of default. The
ageing analysis of these receivables that are past due but not impaired is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

1 to 90 days 39,424 27,822 35,472 14,370

91 to 120 days 9,005 16,290 8,006 15,977
121 to 180 days 24,451 10,138 5,743 8,966
181 to 365 days 13,930 13,080 13,448 12,753
Over 365 days 17,038 16,207 17,031 16,215
103,848 83,537 79,700 68,281

(iii) Financial assets that are past due and/or impaired

The carrying amount of receivables individually determined to be impaired are as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Over 365 days 33,958 37,399 33,958 37,160

Less: Allowance for impairment (33,958) (37,399) (33,958) (37,160)
- - - -

The individually impaired receivables are mainly related to disputed balances with customers or balances for which management is of the view that the amounts may
not be recoverable.

Movements on the allowance for impairment of receivables are as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

At 1 January 37,399 37,600 37,160 29,320

Utilised (404) (17,724) (165) (9,683)
(Reversal)/impairment (Note 3) (3,037) 17,523 (3,037) 17,523
At 31 December 33,958 37,399 33,958 37,160

The other classes within trade and other receivables do not contain impaired assets.

AirAsia Berhad
Annual Report 2016 235
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

15 RECEIVABLES AND PREPAYMENTS (CONTINUED)

Deposits of the Group and Company at the balance sheet date are with a number of external parties for which there is no expectation of default.

The maximum exposure to credit risk at the reporting date is the carrying value of each class of receivables mentioned above. The Group and Company do not hold any
collateral as security.

The currency profile of receivables and deposits (excluding prepayments) is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Ringgit Malaysia 168,221 144,036 148,316 131,608

US Dollar 611,359 387,197 531,638 318,548
Others 24,501 56,659 20,670 56,658
804,081 587,892 700,624 506,814

Prepayments include advances for purchases of fuel and prepaid engine maintenance to the service provider.

16 DEPOSITS ON AIRCRAFT PURCHASE

Deposits on aircraft purchases represent refundable deposits paid for aircraft to be delivered to the Company. These deposits are denominated in US Dollars.

17 AMOUNTS DUE FROM/(TO) ASSOCIATES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Amounts due from associates

- current 511,446 394,970 282,047 297,976
- non-current 344,861 1,142,119 344,861 1,034,869
856,307 1,537,089 626,908 1,332,845

Amounts due to associates

- current (3,978) - (25,290) -
- non-current (118,898) (76,216) (21,934) (21,622)
(122,876) (76,216) (47,224) (21,622)

Amounts due from associates include an amount of RM438.7million (2015: RM492.7 million) relating to advances to PT Indonesia AirAsia (“IAA”) for purchase of aircraft
in 2011 for the financing of aircraft purchase and are repayable over terms ranging from 7 years to 9 years at interest rates between 6.16% to 6.65% per annum. From this
amount, RM343.4 million (2015: RM419.6 million) is repayable after 12 months. The Company holds the aircraft as collateral. Other amounts due from/(to) associates
are unsecured.

During the financial year, the Group and the Company reclassified the net amounts due from AirAsia Inc. (“PAA”) of RM961.1 million and RM848.9 million respectively to
Investment in Associates. In February 2017, the Board of Directors had approved for management to discuss with PAA on the conversion of the amounts due from PAA into
perpetual capital securities. Subject to the finalisation of the subscription of the perpetual capital securities in PAA, settlement of these receivables is unlikely to occur in the
foreseeable future and therefore the amounts, in substance, form part of the Group’s net investment in the associate. The amounts reclassified to Investment in Associates
include advances to PAA of RM755.1 million (2015: RM722.5 million) and RM642.9 million (2015: RM615.3 million) for the Group and the Company respectively. These
advances are contractually repayable over a term of up to 10 years from drawdown date and are subject to interest of 6% per annum.

236 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

17 AMOUNTS DUE FROM/(TO) ASSOCIATES (CONTINUED)

(i) Financial assets that are neither past due nor impaired

Amounts due from associates that are neither past due nor impaired of the Group and Company amounted to RM519,795,000 and RM519,795,000 (2015:
RM1,313,208,000 and RM1,174,886,000) respectively.

(ii) Financial assets that are past due but not impaired

Amounts due from associates of the Group and Company that are past due but not impaired amounted to RM336,512,000 and RM107,113,000 respectively
(2015: RM223,881,000 and RM157,959,000). The ageing analysis of these amounts is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Up to 1 year 336,512 223,881 107,113 157,958

Over 1 year - - - -
336,512 223,881 107,113 157,958

The Group and Company have not made any impairment as management is of the view that these amounts are recoverable.

(iii) Financial assets that are past due and/or impaired

There are no amounts due from associates of the Group and Company that are past due and impaired.

The maximum exposure to credit risk at the reporting date is the carrying value of the amounts due from associates mentioned above.

The currency profile of the amounts due from/(to) associates is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Amounts due from associates

- US Dollar 856,307 1,533,906 626,908 1,329,662
- Ringgit Malaysia - 3,183 - 3,183
856,307 1,537,089 626,908 1,332,845

Amounts due to associates

- US Dollar (122,876) (76,216) (47,224) (21,622)

AirAsia Berhad
Annual Report 2016 237
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

18 DERIVATIVE FINANCIAL INSTRUMENTS

Group and Company

2016 2015
Assets Liabilities Assets Liabilities
RM’000 RM’000 RM’000 RM’000

Non-current

Interest rate swaps - cash flow hedges 5,335 (105,678) 613 (194,082)
Interest rate swaps - held for trading 4,272 (42,374) - (43,816)
Interest rate caps - held for trading 261 - 575 -
Forward foreign exchange contracts - cash flow hedges 536,825 - 645,729 -
Forward foreign exchange contracts - held for trading 184,434 - 132,609 -
Cross currency Interest rate swaps - cash flow hedges 71,156 - - -
Cross currency Interest rate swaps - held for trading 65,666 - - -
Total 867,949 (148,052) 945,490 (237,898)

Current

Interest rate swaps - held for trading - (33,123) - (27,347)

Forward foreign exchange contracts - held for trading 62,443 - 37,569 (1,029)
Commodity derivatives cash flow hedges 495,572 (343,751) 356,308 (517,468)
Commodity derivatives - held for trading 104,373 (71,999) 25,235 (36,647)
Cross currency interest rate swaps - held for trading 3,280 - - -
Total 665,668 (448,873) 419,112 (582,491)

The full fair value of a hedging derivative is classified as a non-current asset or liability if the remaining maturity of the hedge item is more than 12 months and, as a current
asset or liability, if the maturity of the hedged item is less than 12 months. Derivatives held for trading are those which do not qualify for hedge accounting.

2016 2015
Notional Fair Notional Fair
amount value amount value
RM’000 RM’000 RM’000 RM’000

Interest rate caps 318,524 261 361,025 575

Interest rate swaps 3,742,478 (171,568) 3,753,974 (264,632)
Cross currency interest rate swaps 384,851 140,102 431,441 132,609
Forward foreign exchange contracts 1,952,282 783,702 2,443,449 848,233
Commodity derivatives 4,848,218* 184,195 3,565,705* (172,572)

* in barrels

238 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

18 DERIVATIVE FINANCIAL INSTRUMENTS (CONTINUED)

(i) Forward foreign exchange contracts and cross currency interest rate swaps

The notional principal amounts of the outstanding forward foreign exchange contracts and cross currency interest rate swaps at 31 December 2016 were RM2.337
billion (2015: RM2.875 billion).

As at 31 December 2016, the Group has hedged approximately 59% (2015: 58%) of its USD liabilities pertaining to its aircraft and engine loans into Malaysian
Ringgit (“RM”) by using long dated foreign exchange forward contracts and cross currency interest rate swaps to manage its foreign currency risk. The latest
weighted average of USD:RM forward exchange rate is 3.2373 (2015: 3.2364). Gains and losses recognised in the hedging reserve in equity on hedging
instruments as of 31 December 2016 will be continuously released to the income statement within foreign exchange gains/(losses) until the full repayment of the term
loans (refer Note 25 to the financial statements).

(ii) Interest rate contracts

The notional principal amounts of the outstanding interest rate contracts at 31 December 2016 were RM 4.061 billion (2015: RM 4.115 billion).

The Group has entered into interest rate contracts to hedge against fluctuations in the USD LIBOR on its existing floating rate aircraft financing for aircraft delivered
from 2005 to 2015. As at 31 December 2016, the Group has hedged RM 4,445 million (2015: RM 908.3 million) of its existing aircraft loans at rates from 1.8% to
5.2% per annum (2015: 1.80% to 5.2% per annum) via interest rate swaps, interest rate caps and cross-currency swaps. Gains and losses recognised in the hedging
reserve in equity on hedging instruments as of 31 December 2016 will be continuously released to the income statement within finance cost until the full repayment
of the term loans (refer Note 25 to the financial statements).

(iii) Fuel contracts

The outstanding number of barrels of Singapore Jet Kerosene, Brent and Crack derivative contracts at 31 December 2016 was 4,848,218 barrels (2015: 3,565,705
barrels).

As at 31 December 2016, the Group has entered into Singapore Jet Kerosene fixed swap Brent option, Brent fixed swap and Crack fixed swap contracts which
represent 75% (2015: 4%) of the Group’s total expected fuel volume for the financial year 2017. This is to hedge against the fuel price risk that the Group is exposed
to. Gains and losses recognised in the hedging reserve in equity on Brent and fuel derivative contracts as of 31 December 2016 are recognised in the income
statement in the period or periods during which the hedged forecast transactions affect the income statements.

19 INVENTORIES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Consumables, in-flight merchandise and others 43,866 26,152 43,650 26,152

AirAsia Berhad
Annual Report 2016 239
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

20 AMOUNTS DUE FROM SUBSIDIARIES AND RELATED PARTIES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Amounts due from subsidiaries - - 842,588 426,515

Less: Allowance for impairment - - (41,618) (20,290)
- - 800,970 406,225

Amounts due from related parties 37,424 43,851 16,102 15,787

37,424 43,851 817,072 422,012

Movements on the allowance for impairment of amounts due from subsidiaries are as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

At 1 January - - 20,290 20,290

Less: Allowance for impairment - - 21,328 -
At 31 December - - 41,618 20,290

The amounts due from subsidiaries and related parties are unsecured, interest free and have no fixed terms of repayment. The impairment recognised during the financial
year was in respect of a subsidiary which is dormant and has not commenced business operations. Other than this, amounts due from subsidiaries and related parties have
no history of default.

The currency profile of amounts due from subsidiaries and related parties is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Ringgit Malaysia 1,392 7,261 27,782 36,497

US Dollar 36,032 36,590 789,290 385,515
37,424 43,851 817,072 422,012

240 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

21 AMOUNTS DUE FROM JOINT VENTURES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Amounts due from joint ventures 8,952 5,708 8,952 5,708

Amounts due from joint ventures are unsecured, interest free and have no fixed terms of repayment. Carrying amounts of amounts due from joint ventures approximate their
fair values.

The currency profile of the amounts due from joint ventures is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Amounts due from joint ventures:

- Ringgit Malaysia 8,952 5,708 8,952 5,708

22 DEPOSITS, CASH AND BANK BALANCES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Deposits with licensed banks 605,900 1,030,228 527,588 1,013,300

Cash and bank balances 1,135,673 1,396,468 899,298 1,249,341
1,741,573 2,426,696 1,426,886 2,262,641

The currency profile of deposits, cash and bank balances is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Ringgit Malaysia 445,622 456,224 398,575 435,123

US Dollar 755,930 1,012,605 518,234 899,104
Chinese Renminbi 251,450 765,242 251,450 765,242
Others 288,571 192,625 258,627 163,172
1,741,573 2,426,696 1,426,886 2,262,641

The weighted average effective annual interest rates of deposits at the balance sheet dates are as follows:

Group Company
2016 2015 2016 2015
% % % %

Deposits with licensed banks 1.69 2.42 1.69 2.42

AirAsia Berhad
Annual Report 2016 241
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FINANCIAL STATEMENTS
31 December 2016

23 TRADE AND OTHER PAYABLES

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Non-current:

Trade and other payables 1,116,098 677,214 1,245,553 648,019

Aircraft maintenance provision 413,195 366,780 251,913 365,917
1,529,293 1,043,994 1,497,466 1,013,936

Current:

Trade payables 377,128 269,960 369,201 241,884

Accrual for fuel 112,300 62,739 112,300 62,739
Collateral for derivatives 355,040 372,575 355,040 372,575
Aircraft maintenance provision 83,678 97,363 57,612 97,363
Other payables and accruals 954,037 831,420 925,223 748,798
1,882,183 1,634,057 1,819,376 1,523,359

The current other payables and accruals include accruals for operational expenses and passenger service charge payable to airport authorities.

Included in non-current and current portions of accruals are maintenance reserve of RM483,969,000 and RM387,862,000 (2015: RM340,454,000 and
RM336,228,000) for the Group and Company respectively.

The movement in the aircraft maintenance provision is as follows:

2016
Group Company
RM’000 RM’000

Opening at 1 January 2016 464,143 463,280

Addition during the year 157,383 -
Reversal during the year - (48,449)
Utilised during the year (137,013) (105,306)
Foreign exchange differences 12,360 -
Closing as at 31 December 2016 496,873 309,525

The currency profile of trade and other payables is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

RM 2,085,824 1,228,047 2,276,573 1,106,060

USD 1,323,481 1,422,595 1,038,102 1,403,826
Others 2,171 27,409 2,167 27,409
3,411,476 2,678,051 3,316,842 2,537,295

242 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

24 AMOUNTS DUE TO SUBSIDIARIES AND RELATED PARTIES

The amounts due to subsidiaries and related parties are unsecured, interest free and are repayable on demand.

The currency profile of the amounts due to subsidiaries and related parties are as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Amounts due to subsidiaries and related parties

- Ringgit Malaysia 29,999 - 34,335 302,173
- US Dollar 9,455 13,661 24,016 52,704
39,454 13,661 58,351 354,877

25 BORROWINGS

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Current:

Term loans 1,732,325 1,494,047 1,381,295 1,368,328

Finance lease liabilities (Ijarah) 109,986 98,615 91,534 98,615
Commodity Murabahah Finance 54,892 53,069 54,892 53,069
Revolving credit 48,000 731,525 48,000 731,525
1,945,203 2,377,256 1,575,721 2,251,537

Non-current:

Term loans 7,421,005 8,893,565 5,175,409 8,089,553

Finance lease liabilities (Ijarah) 709,391 783,699 540,970 783,699
Commodity Murabahah Finance 503,543 558,315 503,543 558,315
8,633,939 10,235,579 6,219,922 9,431,567
Total borrowings 10,579,142 12,612,835 7,795,643 11,683,104

Group Company
2016 2015 2016 2015
% % % %

Weighted average interest rate

Term loans 4.25 4.21 4.46 4.24

Finance lease liabilities (Ijarah) 6.12 6.12 6.12 6.12
Commodity Murabahah Finance 5.53 5.64 5.53 5.64
Revolving credit 3.86 2.55 3.86 2.55

AirAsia Berhad
Annual Report 2016 243
 NOTES TO THE
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FINANCIAL STATEMENTS
31 December 2016

25 BORROWINGS (CONTINUED)

The borrowings are repayable as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Not later than 1 year 1,945,203 2,377,256 1,575,721 2,251,537

Later than 1 year and not later than 5 years 5,529,785 5,924,452 3,965,081 5,365,719
Later than 5 years 3,104,154 4,311,127 2,254,841 4,065,848
10,579,142 12,612,835 7,795,643 11,683,104

The currency profile of borrowings is as follows:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Ringgit Malaysia 1,059,435 1,494,381 1,059,435 1,494,381

US Dollar 9,135,547 10,734,446 6,411,512 9,828,501
Euro 179,853 167,504 120,389 143,718
Singapore Dollar 204,307 216,504 204,307 216,504
10,579,142 12,612,835 7,795,643 11,683,104

Total borrowings as at reporting date consist of the following banking facilities:

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Fixed rate borrowings 9,138,150 10,137,111 6,870,146 9,409,211

Floating rate borrowings 1,440,992 2,475,724 925,497 2,273,893
10,579,142 12,612,835 7,795,643 11,683,104

The carrying amounts and fair values of the fixed rate borrowings are as follows:

Group
2016 2015
Carrying Fair Carrying Fair
amount value amount value
RM’000 RM’000 RM’000 RM’000

Term loans 8,462,449 8,398,488 9,206,797 9,522,022

Finance lease liabilities (Ijarah) 627,701 679,470 882,314 1,013,628
Revolving credit 48,000 48,000 48,000 48,000
9,138,150 9,125,958 10,137,111 10,583,650

244 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

25 BORROWINGS (CONTINUED)

The carrying amounts and fair values of the fixed rate borrowings are as follows: (continued)

Company
2016 2015
Carrying Fair Carrying Fair
amount value amount value

Term loans 6,194,445 6,734,561 8,478,897 8,764,822

Finance lease liabilities (Ijarah) 627,701 679,470 882,314 1,013,628
Revolving credit 48,000 48,000 48,000 48,000
6,870,146 7,462,031 9,409,211 9,826,450

The fair values of the floating rate borrowings approximate their carrying amounts, as the impact of discounting is not significant.

The fair values of the fixed rate borrowings are based on cash flows discounted using borrowing rates that are reflective of the Group’s and Company’s credit risk at the
balance sheet date, at 2.6% to 4.3% (2015: 2.6% to 4.1%) per annum. The fair values of fixed rate borrowings are within level 2 of the fair value hierarchy.

The term loans, finance lease liabilities (Ijarah) and commodity murabahah finance are for the purchase of aircraft, spare engines and working capital purposes. The
repayment terms of secured term loans, finance lease liabilities (Ijarah) and commodity murabahah finance are on a quarterly or semi-annually basis.

Total borrowings include secured liabilities of the Group and Company of RM10.0 billion and RM 7.3 billion respectively (2015: RM11.7 billion and RM10.8 billion). These
are secured by the following:

(a) Assignment of rights under contract with Airbus over each aircraft;

(b) Assignment of insurance and reinsurance of each aircraft; and

(c) Assignment of airframe and engine warranties of each aircraft

26 SHARE CAPITAL

Group and Company

2016 2015
RM’000 RM’000

Authorised:

Ordinary shares of RM0.10 each:

At beginning and end of the financial year 500,000 500,000

Issued and fully paid up:

Ordinary shares of RM0.10 each:

At beginning of the financial year 278,297 278,297
Issued during the financial year - -
At end of the financial year 278,297 278,297

There were no issuance of shares during the financial year.

AirAsia Berhad
Annual Report 2016 245
 NOTES TO THE
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FINANCIAL STATEMENTS
31 December 2016

27 RETAINED EARNINGS AND OTHER RESERVES

(a) Retained earnings

Under the single-tier tax system which came into effect from the year of assessment 2008, companies are not required to have tax credits under Section 108 of the
Income Tax Act, 1967 for dividend payment purposes. Dividends paid under this system are tax exempt in the hands of shareholders.

(b) Other reserves

Cash flow Available-

hedge for-sale
reserve reserve Total
RM’000 RM’000 RM’000

Group

At 1 January 2016 (539,968) 108,370 (431,598)

Net change in fair value 235,750 116,070 351,820
Amounts transferred to income statement (171,339) - (171,339)
Share of other comprehensive income of an associate 33,563 - 33,563
At 31 December 2016 (441,994) 224,440 (217,554)

At 1 January 2015 (172,874) 311,874 139,000

Net change in fair value 485,102 (203,504) 281,598
Amounts transferred to income statement (820,766) - (820,766)
Share of other comprehensive income of an associate (31,430) - (31,430)
At 31 December 2015 (539,968) 108,370 (431,598)

Company

At 1 January 2016 (477,838) 108,370 (369,468)

Net change in fair value 235,750 116,070 351,820
Amounts transferred to income statement (171,339) - (171,339)
At 31 December 2016 (413,427) 224,440 (188,987)

At 1 January 2015 (142,174) 311,874 169,700

Net change in fair value 485,102 (203,504) 281,598
Amounts transferred to income statement (820,766) - (820,766)
At 31 December 2015 (477,838) 108,370 (369,468)

246 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

28 DIVIDENDS

Dividends declared or proposed by the Company are as follows:

2016 2015
Gross Amount Gross Amount
dividend of dividend dividend of dividend
per share net of tax per share net of tax
Sen RM’000 Sen RM’000

First and final single tier dividend of 4 sen per ordinary share paid in
respect of the financial year ended 31 December 2015
(2015: First and final single-tier dividend of 3 sen per ordinary
share in respect of the financial year ended 31 December 2014) 4.00 111,315 3.00 83,489

29 COMMITMENTS AND OPERATING LEASES

(a) Capital commitments not provided for in the financial statements are as follows:

Group and Company

2016 2015
RM’000 RM’000

Property, plant and equipment:

- Approved and contracted for 91,092,265 76,136,654
- Approved but not contracted for 9,801,838 18,397,931
100,894,103 94,534,585

The capital commitments for the Group and Company are in respect of aircraft purchase and the construction of a new office building. The future commitments of
aircraft purchase and construction of new office building are as follows:

Group and Company

2016 2015
RM’000 RM’000

Not later than 1 year 3,485,188 1,716,182

Later than 1 year and not later than 5 years 14,150,774 12,855,609
Later than 5 years 73,456,303 61,564,863
91,092,265 76,136,654

AirAsia Berhad
Annual Report 2016 247
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

29 COMMITMENTS AND OPERATING LEASES (CONTINUED)

(b) Non-cancellable operating leases

The future minimum lease payments and sublease receipts under non-cancellable operating leases are as follows:

2016 2015
Future Future Future Future
minimum minimum minimum minimum
lease sublease lease sublease
payments receipts payments receipts
RM’000 RM’000 RM’000 RM’000

Group

Not later than 1 year 559,841 1,146,130 471,114 1,059,115

Later than 1 year and not later than 5 years 2,395,316 3,879,218 2,036,298 4,608,811
Later than 5 years 790,591 1,883,018 418,746 1,683,782
3,745,748 6,908,366 2,926,158 7,351,708

Company

Not later than 1 year 125,615 188,169 61,666 385,499

Later than 1 year and not later than 5 years 464,773 486,640 272,287 1,645,773
Later than 5 years 241,521 286,499 - 1,170,076
831,909 961,308 333,953 3,201,348

Sublease receipts include lease receipts from both owned and leased aircraft receivable from Thai AirAsia Co. Ltd, PT Indonesia AirAsia, AirAsia Inc, Philippines
AirAsia Inc, AirAsia Japan Co. Ltd and AirAsia (India) Private Limited.

30 SEGMENTAL INFORMATION

Operating segments are reported in a manner consistent with the internal management reporting provided to the chief operating decision maker, which is the Group’s Chief
Executive Officer (“GCEO”) effective 1 July 2015. The GCEO considers the business from a geographical perspective and identified the operating segments by each Air
Operator Certificate (“AOC”) held under the AirAsia brand. These are categorised as Malaysia, Thailand, Indonesia, Philippines, India and Japan.

The GCEO assesses the performance of the operating segments based on revenue and net operating profit.

Segment analysis by product categories has not been prepared as the Group is primarily engaged in the provision of air transportation services. Reconciliation to the
reportable segments relates to the elimination of the associate companies.

248 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

30 SEGMENTAL INFORMATION (CONTINUED)

The segmental information provided to the GCEO for the reportable segments are as follows:

Elimination
Malaysia Thailand Indonesia Philippines India Japan adjustments Total
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

2016

Segment results

Revenue 6,846,085 3,818,482 1,197,913 940,426 508,314 - (1,169,553) 12,141,667

Operating expenses:
- Staff costs (1,015,258) (534,899) (206,329) (138,135) (97,477) (89,352) - (2,081,450)
- Depreciation of property, plant
and equipment (710,843) (136,835) (33,510) (29,109) (5,570) (2,058) - (917,925)
- Aircraft fuel expenses (1,578,473) (971,208) (357,765) (305,189) (224,439) (2,702) - (3,439,776)
- Maintenance and overhaul (218,753) (342,004) (186,289) (221,560) (62,725) (6,898) 234,047 (804,182)
- User charges and other related
expenses (801,656) (634,534) (236,894) (127,378) (74,376) (8,224) - (1,883,062)
- Aircraft operating lease expenses (479,485) (573,279) (183,433) (143,094) (99,809) (27,171) 935,506 (570,765)
- Other operating expenses (283,031) (231,662) (160,069) (65,319) (42,110) (22,026) 62,861 (741,356)
Other income 352,703 50,008 203,320 (70,181) 10,455 189 (62,861) 483,633
Operating profit/(loss) 2,111,289 444,069 36,944 (159,539) (87,737) (158,242) - 2,186,784

Finance income 134,923 8,964 901 40 944 4 (28,651) 117,125

Finance costs (593,061) (64,985) (40,250) (21,633) (410) (56) 28,651 (691,744)
Net operating profit/(loss) 1,653,151 388,048 (2,405) (181,132) (87,203) (158,294) - 1,612,165
Foreign exchange gain/(losses) 484,685 (9,351) 59,949 (84,684) (1,904) (1,966) - 446,729
Impairment of investment in associate (163,750) - - - - - 163,750 -
Share of results of joint ventures 24,285 - - - - - - 24,285
Share of results of associates 134,704 - - - - - (105,915) 28,790
Profit/(loss) before taxation 2,133,075 378,697 57,544 (265,816) (89,107) (160,260) 57,835 2,111,969

Segment Assets

Property, plant and equipment 10,826,682 2,548,096 487,671 56,631 24,763 26,613 - 13,970,456
Deposits, cash and bank balances 1,741,573 829,759 91,869 30,182 229,838 51,007 - 2,974,228
Investment in joint ventures and
associates 2,398,896 - - - - - (2,122,946) 275,950
Other assets 7,018,236 718,848 615,977 165,249 114,909 13,961 (1,235,565) 7,411,615
21,985,387 4,096,703 1,195,517 252,062 369,510 91,581 (3,358,511) 24,632,249

Segment Liabilities

Borrowings (10,579,142) (1,779,824) (438,118) (288,208) - - 438,118 (12,647,174)

Others (4,778,466) (1,154,474) (604,061) (1,819,636) (380,233) (46,937) 1,758,500 (7,025,307)
(15,357,608) (2,934,298) (1,042,179) (2,107,844) (380,233) (46,937) 2,196,618 (19,672,481)

There is no single customer who contributed to 10% or more of the Group’s total revenue.

AirAsia Berhad
Annual Report 2016 249
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

30 SEGMENTAL INFORMATION (CONTINUED)

The segmental information provided to the GCEO for the reportable segments are as follows: (continued)

Elimination
Malaysia Thailand Indonesia Philippines India Japan adjustments Total
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000 RM’000

2015

Segment results

Revenue 6,297,658 3,369,183 1,464,188 768,019 318,967 - (1,423,121) 10,794,894

Operating expenses:
- Staff costs (759,420) (385,096) (196,253) (126,384) (76,138) (43,728) - (1,587,019)
- Depreciation of property, plant
and equipment (703,245) (126,367) (28,687) (36,486) (2,773) (946) - (898,504)
- Aircraft fuel expenses (2,000,650) (1,122,449) (616,241) (355,032) (139,646) (1,096) - (4,235,114)
- Maintenance and overhaul (196,883) (266,951) (224,413) (143,675) (29,521) (868) 457,064 (405,247)
- User charges and other related
expenses (685,013) (540,704) (238,698) (105,043) (44,847) (841) - (1,615,146)
- Aircraft operating lease expenses (330,791) (473,551) (336,140) (170,125) (68,311) (4,428) 966,057 (417,289)
- Other operating expenses (283,758) (218,125) (99,438) (58,554) (62,793) (12,277) 68,770 (666,175)
Other income 257,975 71,040 17,683 48,090 3,496 - (68,770) 329,514
Operating profit/(loss) 1,595,873 306,980 (257,999) (179,190) (101,566) (64,184) - 1,299,914

Finance income 154,148 13,543 795 50 2,568 2 (34,602) 136,504

Finance costs (724,035) (52,189) (58,374) (33,851) (4) (28) 34,602 (833,879)
Net operating profit/(loss) 1,025,986 268,334 (315,578) (212,991) (99,002) (64,210) - 602,539
Foreign exchange losses (331,338) (23,380) (370,159) (53,600) (7,857) (125) - (786,459)
Gain on disposal of interest in
a joint venture 320,500 - - - - - - 320,500
Share of results of joint ventures 25,492 - - - - - - 25,492
Share of results of associates (825,490) - - - - - 839,984 14,494
Profit/(Loss) before taxation 215,150 244,954 (685,737) (266,591) (106,859) (64,335) 839,984 176,566

Segment Assets

Property, plant and equipment 10,927,645 2,160,469 449,194 226,110 23,143 11,301 - 13,797,862
Deposits, cash and bank balances 2,426,696 900,355 32,576 13,777 34,900 21,349 - 3,429,653
Investment in joint ventures and
associates 1,184,664 - - - - - (839,984) 344,680
Other assets 6,777,252 394,908 1,023,025 1,316,991 48,089 27,573 (1,449,608) 8,138,230
21,316,257 3,455,732 1,504,795 1,556,878 106,132 60,223 (2,289,592) 25,710,425

Segment Liabilities

Borrowings (12,612,835) (1,672,237) (494,425) (379,597) - - 492,682 (14,666,412)

Others (4,252,568) (918,939) (1,421,580) (2,776,956) (170,025) (9,378) 956,926 (8,592,520)
(16,865,403) (2,591,176) (1,916,005) (3,156,553) (170,025) (9,378) 1,449,608 (23,258,932)

There is no single customer who contributed to 10% or more of the Group’s total revenue.

250 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

30 SEGMENTAL INFORMATION (CONTINUED)

2016 2015
RM’000 RM’000

(a) Reconciliation of segment revenue to reported revenue:

Segment revenue 13,311,220 12,218,015

Less: Inter-segment revenue (1,169,553) (1,423,121)
Less: Revenue from associated companies which were not consolidated (5,295,582) (4,497,236)
6,846,085 6,297,658

(b) Reconciliation of segment profit before taxation to reported profit before taxation:

Segment profit/(loss) before taxation 2,111,969 176,566

Add: Expenses from affiliates which were not consolidated 21,106 38,584
2,133,075 215,150

(c) Reconciliation of segment assets to reported total assets

Segment assets 24,632,249 25,710,425

Less: Assets of affiliates which were not consolidated (2,646,862) (4,394,168)
21,985,387 21,316,257

(d) Reconciliation of segment liabilities to reported total liabilities

Segment liabilities 19,672,481 23,258,932

Less: Liabilities of affiliates which were not consolidated (4,314,873) (6,393,529)
15,357,608 16,865,403

AirAsia Berhad
Annual Report 2016 251
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

31 SIGNIFICANT RELATED PARTY TRANSACTIONS

In addition to the related party disclosures mentioned elsewhere in the financial statements, set out below are other significant related party disclosures.

The related parties of the Company and their relationships at 31 December 2016 are as follows:

Related companies Relationship

AirAsia Go Holiday Sdn Bhd Subsidiary

AirAsia (Mauritius) Limited Subsidiary
AirAsia Investment Limited Subsidiary
Koolred Sdn Bhd Subsidiary
AirAsia Global Shared Services Sdn Bhd Subsidiary
Asia Aviation Capital Ltd Subsidiary
MadCience Consulting Sdn Bhd Subsidiary
TPaay Asia Sdn Bhd (formerly known as Tune Money Sdn Bhd) Subsidiary
Rokki Sdn Bhd (formerly known as Tune Box Sdn Bhd) Subsidiary
Rokki Avionics Sdn Bhd Subsidiary
Think Big Digital Sdn Bhd Subsidiary
PT Indonesia AirAsia Associate of a subsidiary
AirAsia Inc Associate of a subsidiary
Thai AirAsia Co. Ltd Associate of a subsidiary
AirAsia Japan Co. Ltd Associate of a subsidiary
AirAsia (India) Private Limited Associate of a subsidiary
AAE Travel Pte Ltd Associate of a subsidiary
Philippines AirAsia Inc. (formerly known as Zest Airways Inc) Associate of an associate
Asian Aviation Centre of Excellence Sdn Bhd Joint venture
AirAsia X Berhad Company with common directors and shareholders
Tune Insurance Malaysia Berhad Company with common directors and shareholders
Queen Park Rangers Holdings Ltd Company with common directors and shareholders
Thai AirAsia X Co. Ltd Company with common directors and shareholders
PT Indonesia AirAsia Extra Company with common directors and shareholders
Caterhamjet Global Ltd Company with common directors and shareholders
Tune Money International Sdn Bhd Company with common directors and shareholders

All related party transactions were carried out on agreed terms and conditions.

Key management personnel are categorised as head or senior management officers of key operating divisions within the Group and Company. The key management
compensation is disclosed in Note 31(d) below.

Related party transactions also include transactions with entities that are controlled, jointly controlled or significantly influenced directly or indirectly by any key management
personnel or their close family members, where applicable.

252 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

31 SIGNIFICANT RELATED PARTY TRANSACTIONS (CONTINUED)

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

(a) Income:

Aircraft operating lease income for owned and leased aircraft

- Thai AirAsia Co. Ltd 521,434 458,246 109,306 286,874
- PT Indonesia AirAsia 182,139 327,657 65,158 283,937
- AirAsia Inc. (including Philippines AirAsia Inc.) 104,751 82,899 26,608 61,928
- AirAsia (India) Private Limited 99,620 67,550 57,295 56,799
- AirAsia Japan Co. Ltd 30,528 3,617 - -
- PT Indonesia AirAsia Extra 69,547 22,064 - -

Gain on disposal of aircraft to Thai AirAsia Co. Ltd 35,009 12,517 - -

Gain on disposal of aircraft and engines to

Asia Aviation Capital Ltd - - 374,488 -

Fees charged to associates and related parties providing

commercial air transport services 87,048 91,076 87,048 91,076

Commission on travel insurance for passengers charged to

Tune Insurance Malaysia Berhad 11,766 18,714 11,766 18,714

(b) Recharges:

Recharges of expenses to
- Thai AirAsia Co. Ltd 153,911 159,766 153,911 159,766
- PT Indonesia AirAsia 11,836 111,295 11,836 111,295
- AirAsia Inc (including Philippines AirAsia Inc.) 63,788 63,934 63,788 63,934
- AirAsia X Berhad 65,640 7,833 65,640 7,833
- AirAsia (India) Private Limited 28,488 - 28,488 -
- Asia Aviation Capital Ltd 27,993 - 27,993 -
- PT Indonesia AirAsia Extra 7,540 - 7,540 -
- Thai AirAsia X Co. Ltd 17,178 - 17,178 -
- AirAsia Japan Co. Ltd 18,150 - 18,150 -

Recharges of expenses by
- Thai AirAsia Co. Ltd - (8,881) - (8,881)

AirAsia Berhad
Annual Report 2016 253
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

31 SIGNIFICANT RELATED PARTY TRANSACTIONS (CONTINUED)

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

(c) Other charges/(expenses):

Maintenance reserve fund charged to

- PT Indonesia Airasia 131,928 157,843 70,581 156,594
- Thai AirAsia Co. Ltd 358,292 177,446 191,950 167,868
- AirAsia Inc (including Philippines AirAsia Inc.) 60,089 45,602 14,755 43,410
- AirAsia (India) Private Limited 41,238 23,268 19,746 22,624
- PT Indonesia AirAsia Extra 31,169 7,563 - -
- AirAsia Japan Co. Ltd 1,941 - - -

Interest charges to
- PT Indonesia AirAsia - 22,179 - 22,179
- Philippines AirAsia - 12,423 - 12,423
- MadCience Consulting Sdn Bhd - - 870 399

Provision of sponsorship to Queen Park Rangers Holdings Ltd - (5,620) - (5,620)

Charter air travel services charged by AirAsia X Berhad (42,867) (10,940) (42,867) (10,940)

Charter air travel services charged by Thai AirAsia X Co. Ltd - (772) - (772)
- charged by PT Indonesia Airasia (8,617) - (8,617) -
- charged by PT Indonesia AirAsia Extra (31,528) - (31,528) -

In-flight entertainment system and solutions costs charged by

Rokki Avionics Sdn Bhd - - (17,958) (19,095)

Training fee charged by AACOE 10,480 15,936 10,480 15,396

Aircraft operating lease expense charged by Asia Aviation

Capital Limited - - (35,258) -

Management fees charged by AirAsia Global Services Sdn Bhd - - (8,657) (9,741)

Management fees charged to associates and related parties 14,630 14,979 - -

(d) Key management compensation:

- Basic salaries, bonus, allowances and other employee benefits 57,928 24,638 57,059 23,078
- Defined contribution plan 6,850 2,879 6,778 2,692
- Fees 1,268 1,246 1,268 1,246
66,046 28,763 65,105 27,016

Included in the key management compensation are Executive Directors’ remuneration for the years 2015 and 2016 which were approved by the Nomination and
Remuneration committee during the current year. Breakdown of the Executive Directors’ remuneration is as disclosed in Note 2 to the financial statements.

254 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

31 SIGNIFICANT RELATED PARTY TRANSACTIONS (CONTINUED)

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

(e) Receivables:

Subsidiaries
- AirAsia (Mauritius) Limited - - 5,365 -
- AirAsia Investment Limited - - 224,087 100,645
- MadCience Consulting Sdn Bhd - - - 14,905
- AirAsia Global Shared Services Sdn Bhd - - 14,374 14,469
- Asia Aviation Capital Limited - - 544,124 274,104
- Think Big Digital Sdn Bhd - - 6,667 -
- Others - - 6,353 2,102
Amounts due from subsidiaries - - 800,970 406,225

Joint venture
- Asian Aviation Centre of Excellence Sdn Bhd 8,952 5,708 8,952 5,708
Amounts due from joint venture 8,952 5,708 8,952 5,708

Associates
- Thai AirAsia Co. Ltd - 84,247 - 29,710
- PT Indonesia AirAsia 539,464 534,087 440,190 510,775
- AirAsia Inc. (including Philippines AirAsia Inc.) 68,407 842,149 13,126 722,454
- AirAsia (India) Private Limited 213,694 64,652 149,954 60,266
- Think Big Digital Sdn Bhd - 3,183 - 3,183
- AirAsia Japan Co. Ltd 31,906 6,232 22,918 6,003
- Others 2,836 2,539 720 454
Amounts due from associates 856,307 1,537,089 626,908 1,332,845

Related parties
- Caterhamjet Global Ltd - 1,366 - 1,366
- Thai AirAsia X Co. Ltd 15,409 10,076 14,710 9,401
- PT Indonesia AirAsia Extra 20,623 25,115 - -
- AirAsia X Berhad - 6,009 - 3,735
- Others 1,392 1,285 1,392 1,285
Amounts due from related parties 37,424 43,851 16,102 15,787

AirAsia Berhad
Annual Report 2016 255
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

31 SIGNIFICANT RELATED PARTY TRANSACTIONS (CONTINUED)

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

(f) Payables:

Subsidiaries
- AirAsia Go Holiday Sdn Bhd - - - 302,172
- AirAsia (Mauritius) Limited - - - 38,813
- Others - - - 231
Amounts due to subsidiaries - - - 341,216

Associates
- Thai AirAsia Co. Ltd 68,215 65,364 28,761 14,645
- AirAsia (India) Private Limited 14,818 10,852 8,281 6,977
- PT Indonesia AirAsia 21,832 - 5,517 -
- AirAsia Inc. (including Philippines AirAsia Inc.) 18,011 - 4,665 -
Amounts due to associates 122,876 76,216 47,224 21,622

Related parties
- AirAsia X Berhad 29,907 - 34,315 -
- PT Indonesia AirAsia Extra 9,455 13,661 24,016 13,661
- Others 92 - 20 -
Amounts due to related parties 39,454 13,661 58,351 13,661

256 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

32 FINANCIAL INSTRUMENTS

(a) Financial instruments by category

Assets at
fair value
through Derivatives
Loans and the profit used for Available
receivables and loss hedging for sale Total
RM’mil RM’mil RM’mil RM’mil RM’mil

Group

31 December 2016

Assets as per balance sheet

Available-for-sale financial assets - - - 357 357
Receivables (excluding prepayments
and tax receivables) 749 - - - 749
Amounts due from associates 856 - - - 856
Amounts due from joint ventures 9 - - - 9
Amounts due from related parties 37 - - - 37
Deposits on aircraft purchase 770 - - - 770
Derivative financial instruments - 425 1,108 - 1,533
Deposits, cash and bank balances 1,742 - - - 1,742
Total 4,163 425 1,108 357 6,053

Liabilities Other
at fair value financial
through Derivatives liabilities at
the profit used for amortised
and loss hedging cost Total
RM’mil RM’mil RM’mil RM’mil

Group

31 December 2016

Liabilities as per balance sheet

Borrowings (excluding finance lease liabilities) - - 9,760 9,760
Finance lease liabilities - - 819 819
Derivative financial instruments 148 449 - 597
Trade and other payables (excluding aircraft maintenance
reserves and tax liabilities) - - 2,601 2,601
Amount due to associates - - 123 123
Amount due to related parties - - 39 39
Total 148 449 13,342 13,939

AirAsia Berhad
Annual Report 2016 257
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

32 FINANCIAL INSTRUMENTS (CONTINUED)

(a) Financial instruments by category (continued)

Assets at
fair value
through Derivatives
Loans and the profit used for Available
receivables and loss hedging for sale Total
RM’mil RM’mil RM’mil RM’mil RM’mil

Group

31 December 2015

Assets as per balance sheet

Available-for-sale financial assets - - - 235 235
Receivables (excluding prepayments
and tax receivables) 588 - - - 588
Amounts due from associates 1,537 - - - 1,537
Amounts due from joint ventures 6 - - - 6
Amounts due from related parties 44 - - - 44
Deposits on aircraft purchase 683 - - - 683
Derivative financial instruments - 229 1,136 - 1,365
Deposits, cash and bank balances 2,427 - - - 2,427
Total 5,285 229 1,136 235 6,885

Liabilities Other
at fair value financial
through Derivatives liabilities at
the profit used for amortised
and loss hedging cost Total
RM’mil RM’mil RM’mil RM’mil

Group

31 December 2015

Liabilities as per balance sheet

Borrowings (excluding finance lease liabilities) - - 11,731 11,731
Finance lease liabilities - - 882 882
Derivative financial instruments 108 712 - 820
Trade and other payables (excluding aircraft maintenance
reserves and tax liabilities) - - 2,042 2,042
Amount due to associates - - 76 76
Amount due to related parties - - 14 14
Total 108 712 14,745 15,565

258 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

32 FINANCIAL INSTRUMENTS (CONTINUED)

(a) Financial instruments by category (continued)

Assets at
fair value
through Derivatives
Loans and the profit used for Available
receivables and loss hedging for sale Total
RM’mil RM’mil RM’mil RM’mil RM’mil

Company

31 December 2016

Assets as per balance sheet

Available-for-sale financial assets - - - 351 351
Receivables (excluding prepayments
and tax receivables) 644 - - - 644
Amounts due from subsidiaries 801 - - - 801
Amounts due from associates 627 - - - 627
Amounts due from joint ventures 9 - - - 9
Amounts due from related parties 16 - - - 16
Deposits on aircraft purchase 770 - - - 770
Derivative financial instruments - 425 1,108 - 1,533
Deposits, cash and bank balances 1,427 - - - 1,427
Total 4,294 425 1,108 351 6,178

Liabilities Other
at fair value financial
through Derivatives liabilities at
the profit used for amortised
and loss hedging cost Total
RM’mil RM’mil RM’mil RM’mil

Company

31 December 2016

Liabilities as per balance sheet

Borrowings (excluding finance lease liabilities) - - 7,163 7,163
Finance lease liabilities - - 633 633
Derivative financial instruments 148 449 - 597
Trade and other payables (excluding aircraft maintenance
reserves and tax liabilities) - - 2,384 2,384
Amount due to associates - - 47 47
Amount due to related parties - - 58 58
Total 148 449 10,285 10,882

AirAsia Berhad
Annual Report 2016 259
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

32 FINANCIAL INSTRUMENTS (CONTINUED)

(a) Financial instruments by category (continued)

Assets at
fair value
through Derivatives
Loans and the profit used for Available
receivables and loss hedging for sale Total
RM’mil RM’mil RM’mil RM’mil RM’mil

Company

31 December 2015

Assets as per balance sheet

Available-for-sale financial assets - - - 235 235
Receivables excluding prepayments 507 - - - 507
Amounts due from subsidiaries 406 - - - 406
Amounts due from associates 1,333 - - - 1,333
Amounts due from joint ventures 6 - - - 6
Amounts due from related parties 16 - - - 16
Deposits on aircraft purchase 683 - - - 683
Derivative financial instruments - 229 1,136 - 1,365
Deposits, cash and bank balances 2,263 - - - 2,263
Total 5,214 229 1,136 235 6,814

Liabilities Other
at fair value financial
through Derivatives liabilities at
the profit used for amortised
and loss hedging cost Total
RM’mil RM’mil RM’mil RM’mil

Company

31 December 2015

Liabilities as per balance sheet

Borrowings (excluding finance lease liabilities) - - 10,801 10,801
Finance lease liabilities - - 882 882
Derivative financial instruments 108 712 - 820
Trade and other payables (excluding aircraft maintenance
reserves and tax liabilities) - - 1,902 1,902
Amount due to associates - - 22 22
Amount due to subsidiaries - - 341 341
Amount due to related parties - - 14 14
Total 108 712 13,962 14,782

260 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

32 FINANCIAL INSTRUMENTS (CONTINUED)

(b) Credit quality of financial assets

The credit quality of financial assets that are neither past due nor impaired can be assessed by reference to external credit ratings (if available) or to historical
information about counterparty default rates:

Group Company
2016 2015 2016 2015
RM’mil RM’mil RM’mil RM’mil

Counterparties without external credit rating

Group 1 1 2 1 2
Group 2 107 108 83 83
108 110 84 85

Cash at bank and short term bank deposits

AAA to A- 1,733 1,855 1,418 1,688

BBB to B3 9 572 9 575
1,742 2,427 1,427 2,263

Derivative financial assets

AA+ to A+ 185 115 185 115

A to BBB- 1,015 868 1,015 868
No rating 333 382 333 382
1,533 1,365 1,533 1,365

AirAsia Berhad
Annual Report 2016 261
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

32 FINANCIAL INSTRUMENTS (CONTINUED)

(b) Credit quality of financial assets (continued)

Group Company
2016 2015 2016 2015
RM’mil RM’mil RM’mil RM’mil

Amounts due from subsidiaries

Group 2 - - 801 406

Amounts due from joint ventures

Group 2 9 6 9 6

Amounts due from associates

Group 2 856 1,537 627 1,333

Amounts due from related parties

Group 2 37 44 16 16

Group 1 – New customers/related parties (Less than 6 months).

Group 2 – Existing customers/related parties (more than 6 months) with no defaults in the past.
Group 3 – Existing customers/related parties (more than 6 months) with some defaults in the past.

All defaults were fully recovered.

All other receivables and deposits are substantially with existing counterparties with no history of default.

33 FINANCIAL RISK MANAGEMENT POLICIES

The Group and Company is exposed to market risk (including fuel price risk, interest rate risk and foreign currency risk), credit risk and liquidity risk. The Group and
Company uses financial instruments such as fuel swaps, interest rate swaps and caps, and foreign currency forwards to mitigate its financial risks.

The Board of Directors is responsible for setting the objectives and underlying principles of financial risk management for the Group and the Company. The management
team then establishes detailed policies such as risk identification and measurement, exposure limits and risk management strategies. Financial risk management policies
and procedures are reviewed regularly to reflect changes in the market condition and the Group’s and Company’s activities.

The Group and Company also seeks to ensure that the financial resources that are available for the development of the Group’s and Company’s businesses are constantly
monitored and managed vis-a-vis its ongoing exposure to fuel price, interest rate, foreign currency, credit, liquidity and cash flow risks.

The policies in respect of the major areas of treasury activities are as follows:

(a) Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices such as foreign exchange
rates, jet fuel prices and interest rates. The objective of market risk management is to manage and control market risk exposure within acceptable parameters while
optimising the return on risk.

262 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(a) Market risk (continued)

(i) Fuel price risk

The Group and Company are exposed to jet fuel price risk and seek to hedge their fuel requirements using fuel swaps (Note 18). If a barrel of jet fuel/Brent
oil at 31 December 2016 and 31 December 2015 had been USD5 higher/lower with all other variables held constant, the impact on the post-tax profit and
equity for the year are as follows:

Group and Company

2016 2015
+USD5 -USD5 +USD5 -USD5
RM’mil RM’mil RM’mil RM’mil

Impact on post-tax profits 32.6 (37.9) 3.8 (4.6)

Impact on other comprehensive income 159.7 (159.7) 58.2 (58.2)

(ii) Interest rate risk

Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Fair value
interest rate risk is that risk that the fair value of a financial instrument will fluctuate due to changes in market interest rates.

Interest rate exposure arises from the Group’s and Company’s floating rate borrowings and is managed by entering into derivative financial instruments.
Derivative financial instruments are used, as far as possible and where appropriate, to generate the desired fixed interest rate profile. Surplus funds are placed
with reputable financial institutions.

The Group and Company manages its cash flow interest rate risk by entering into a number of immediate interest rate swap contracts and cross currency swap
contracts that effectively converts its existing long-term floating rate debt facilities into fixed rate debt (Note 18).

If interest rate on USD denominated borrowings at 31 December 2016 and 31 December 2015 had been 60 basis points higher/lower with all other
variables held constant, the impact on the post-tax profit for the year and equity arising from the cash flow interest rate risk would be minimal when considered
with the hedging of the floating rate loans (Note 18).

If interest rate on USD denominated borrowings at 31 December 2016 and 31 December 2015 had been 60 basis points higher/lower with all other
variables held constant, the impact on the post-tax profit for the financial year and equity, as a result of an increase/decrease in the fair value of the interest
rate derivative financial instruments under cash flow hedges are tabulated below. The impact on post-tax profits arises only from derivative held for trading,
and the impact to other comprehensive income arises from derivative designated as hedging instruments:

Group and Company

2016 2015
+60bps -60bps +60bps -60bps
RM’mil RM’mil RM’mil RM’mil

Impact on post tax profits 27.9 (28.8) 13.0 (12.8)

Impact on other comprehensive income 51.3 (55.2) 72.1 (76.2)

AirAsia Berhad
Annual Report 2016 263
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(a) Market risk (continued)

(ii) Interest rate risk (continued)

The remaining terms of the outstanding interest rate derivative contracts of the Group and Company at balance sheet date, which are all denominated in USD,
are as follows:

2016 2015
RM’mil RM’mil

Later than 1 year but less than 5 years:

Interest rate caps 319 361

Interest rate swaps 1,256 1,496
Cross currency interest rate swaps 89 111

Later than 5 years:

Interest rate swaps 2,486 2,258

Cross currency interest rate swaps 296 321
4,446 4,547

(iii) Foreign currency risk

The Group and Company is exposed to currency exchange risk. These exposures are managed, to the extent possible, by natural hedges that arise when
payments for foreign currency payables are matched against receivables denominated in the same foreign currency or whenever possible, by intragroup
arrangements and settlements.

59% (2015: 58%) of USD denominated borrowings are hedged by long dated foreign exchange forward contracts (Note 18).

If RM had weakened/strengthened by 5% against the USD as at 31 December 2016 with all other variables held constant, post-tax profit for the financial
year would have been RM149.67 million (2015: RM293.9 million) lower/higher. Similarly, the impact on other comprehensive income would have been
RM13.4 million (2015: RM15.9 million) higher/lower due to the cash flow hedging in USD.

The exposure to other foreign currency risk of the Group and Company is not material and hence, sensitivity analysis is not presented.

264 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(a) Market risk (continued)

(iii) Foreign currency risk (continued)

The Group’s currency exposure profile of financial instruments denominated in currencies other than the functional currency is as follows:

USD SGD RMB Others

RM’mil RM’mil RM’mil RM’mil

At 31 December 2016

Financial assets
Receivables 611 - - 24
Deposits on aircraft purchase 770 - - -
Amounts due from associates 856 - - -
Derivative financial instruments 1,533 - - -
Amount due from a related party 36 - - -
Deposits, cash and bank balances 756 39 251 250
4,562 39 251 274

Financial liabilities
Trade and other payables 1,136 1 - 1
Amounts due to associates 123 - - -
Amounts due to related parties 9 - - -
Borrowings 9,136 204 - 180
Derivative financial instruments 597 - - -
11,001 205 - 181
Net exposure (6,439) (166) 251 93

At 31 December 2015

Financial assets
Receivables 387 - - 57
Deposits on aircraft purchase 683 - - -
Amounts due from associates 1,534 - - -
Derivative financial instruments 1,365 - - -
Amount due from a related party 37 - - -
Deposits, cash and bank balances 1,013 43 765 150
5,019 43 765 207

Financial liabilities
Trade and other payables 787 17 - 10
Amounts due to associates 76 - - -
Amounts due to related parties 14 - - -
Borrowings 10,734 217 - 168
Derivative financial instruments 820 - - -
12,431 234 - 178
Net exposure (7,412) (191) 765 29

AirAsia Berhad
Annual Report 2016 265
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(a) Market risk (continued)

(iii) Foreign currency risk (continued)

The Company’s currency exposure profile of financial instruments denominated in currencies other than the functional currency is as follows:

USD SGD RMB Others

RM’mil RM’mil RM’mil RM’mil

At 31 December 2016

Financial assets
Receivables 532 - - 21
Amounts due from subsidiaries 775 - - -
Amounts due from associates 627 - - -
Amounts due from related parties 15 - - -
Deposits on aircraft purchase 770 - - -
Derivative financial instruments 1,533 - - -
Deposits, cash and bank balances 518 9 251 250
4,770 9 251 271

Financial liabilities
Trade and other payables 1,038 1 - 1
Amounts due to subsidiaries - - - -
Amounts due to associates 47 - - -
Amounts due to related parties 24 - - -
Borrowings 6,412 204 - 120
Derivative financial instruments 597 - - -
8,118 205 - 121
Net exposure (3,348) (196) 251 150

At 31 December 2015

Financial assets
Receivables 319 - - 57
Amounts due from subsidiaries 375 - - -
Amounts due from associates 1,330 - - -
Amounts due from related parties 11 - - -
Deposits on aircraft purchase 683 - - -
Derivative financial instruments 1,365 - - -
Deposits, cash and bank balances 900 13 765 150
4,983 13 765 207

Financial liabilities
Trade and other payables 769 17 - 10
Amounts due to subsidiaries 39 - - -
Amounts due to associates 22 - - -
Amounts due to related parties 14 - - -
Borrowings 9,829 217 - 144
Derivative financial instruments 820 - - -
11,493 234 - 154
Net exposure (6,510) (221) 765 53

266 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(b) Credit risk

Credit risk is the risk of financial loss to the Group and Company if a customer or a counter party to a financial instrument fails to meet its contractual obligations and
arises principally from the Group’s and Company’s receivables from customers, cash and cash equivalents and financial assets (derivative instruments).

The Group’s and Company’s exposure to credit risks or the risk of counterparties defaulting arises mainly from various deposits and bank balances, receivables
and derivative financial instruments. As the Group and Company does not hold collateral, the maximum exposure to credit risks is represented by the total carrying
amount of these financial assets in the balance sheet.

Credit risks are controlled by the application of credit approvals, limits and monitoring procedures. Credit risks are minimised by monitoring receivables regularly.
In addition, credit risks are also controlled as majority of the Group’s and Company’s deposits and bank balances and derivative financial instruments are placed
or transacted with major financial institutions and reputable parties. The Directors are of the view that the possibility of non-performance by the majority of these
financial institutions is remote on the basis of their financial strength and support of their respective governments. The credit quality of financial assets that are neither
past due nor impaired are disclosed in Note 32(b) to the financial statements.

The Group and Company generally has no concentration of credit risk arising from trade receivables.

(c) Liquidity and cash flow risk

The Group’s and Company’s policy on liquidity risk management is to maintain sufficient cash and cash equivalents and to have available funding through adequate
amounts of committed credit facilities and credit lines for working capital requirements.

The Directors are committed to ensuring that the Group and Company will have sufficient funds to enable the Group and Company to meet their liabilities as they
fall due and to carry on their business without significant curtailment of operations, including raising funds from the market. Subsequent to the financial year end, the
Company increased its issued share capital by 559,000,000 new ordinary shares of RM0.10 each as disclosed in Note 35 to the financial statements. The new
shares were issued at RM1.80 each for a total cash consideration of RM1.0 billion.

The table below analyses the Group’s and Company’s payables, non-derivative financial liabilities, gross-settled and net-settled derivative financial liabilities into
relevant maturity groupings based on the remaining period at the balance sheet date to the contractual maturity date. The amounts disclosed in the table below are
the contractual undiscounted cash flows.

Less than Over

1 year 1-2 years 2-5 years 5 years
RM’mil RM’mil RM’mil RM’mil

Group

At 31 December 2016

Term loans 2,063 1,654 4,118 2,791

Finance lease liabilities 151 188 338 305
Commodity Murabahah Finance 84 84 227 326
Revolving credit 48 - - -
Trade and other payables 1,773 772 12 -
Amounts due to associates 4 - - 119
Amounts due to related parties 30 - - 9
4,153 2,698 4,695 3,550

AirAsia Berhad
Annual Report 2016 267
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(c) Liquidity and cash flow risk (continued)

Less than Over

1 year 1-2 years 2-5 years 5 years
RM’mil RM’mil RM’mil RM’mil

Group (continued)

At 31 December 2015

Term loans 1,908 1,657 4,709 3,909

Finance lease liabilities 148 149 417 385
Commodity Murabahah Finance 85 84 245 394
Revolving credit 732 - - -
Trade and other payables 1,512 530 - -
Amounts due to associates - - - 76
Amounts due to related parties 14 - - -
4,399 2,420 5,371 4,764

Company

At 31 December 2016

Term loans 1,643 1,234 2,182 1,982

Finance lease liabilities 125 162 257 212
Commodity Murabahah Finance 84 84 227 326
Revolving credit 48 - - -
Trade and other payables 1,710 618 12 -
Amounts due to associates 25 - - 22
Amounts due to related parties 58 - - -
3,693 2,098 2,678 2,542

At 31 December 2015

Term loans 1,746 1,494 4,218 3,655

Finance lease liabilities 148 149 417 385
Commodity Murabahah Finance 85 84 245 394
Revolving credit 732 - - -
Trade and other payables 1,401 501 - -
Amounts due to subsidiaries 341 - - -
Amounts due to associates - - - 22
Amounts due to related parties 14 - - -
4,467 2,228 4,880 4,456

268 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(c) Liquidity and cash flow risk (continued)

Less than Over

1 year 1-2 years 2-5 years 5 years
RM’mil RM’mil RM’mil RM’mil

Group and Company

At 31 December 2016

Net-settled derivatives

Trading 104 21 21 -
Hedging 392 30 29 -

Gross-settled derivatives

Trading - outflow - - - -
Trading - inflow - - - -

At 31 December 2015

Net-settled derivatives

Trading 37 19 26 -
Hedging 580 52 63 5

Gross-settled derivatives

Trading - outflow - - - -
Trading - inflow - - - -

(d) Capital risk management

The Group’s and Company’s objectives when managing capital are to safeguard the Group’s and Company’s ability to continue as a going concern and to maintain
an optimal capital structure so as to provide returns for shareholders and benefits for other stakeholders.

In order to optimise the capital structure, or the capital allocation amongst the Group’s and Company’s various businesses, the Group and Company may adjust the
amount of dividends paid to shareholders, return capital to shareholders, issue new shares, take on new debts or sell assets to reduce debt.

The Group’s and Company’s overall strategy remains unchanged from 2015.

Consistent with others in the industry, the Group and Company monitors capital utilisation on the basis of the net gearing ratio. This net gearing ratio is calculated
as net debts divided by total equity. Net debts are calculated as total borrowings (including “short term and long term borrowings” as shown in the Group’s and
Company’s balance sheet) less deposit, cash and bank balances.

AirAsia Berhad
Annual Report 2016 269
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(d) Capital risk management (continued)

The net gearing ratio as at 31 December 2016 and 31 December 2015 was as follows:

Group Company
2016 2015 2016 2015
RM’mil RM’mil RM’mil RM’mil

Total borrowings (Note 25) 10,579 12,613 7,796 11,683

Less: Deposit, cash and bank balances (1,742) (2,427) (1,427) (2,263)

Net debts 8,837 10,186 6,369 9,420

Total equity 6,628 4,451 5,965 3,671

Net Gearing Ratio (times) 1.33 2.29 1.07 2.57

The Group and the Company are in compliance with all externally imposed capital requirements for the financial years ended 31 December 2016 and
31 December 2015.

(e) Fair value measurement

The carrying amounts of cash and cash equivalents, trade and other current assets, and trade and other liabilities approximate their respective fair values due to the
relatively short-term maturity of these financial instruments. The fair values of other classes of financial assets and liabilities are disclosed in the respective notes to
financial statements.

Determination of fair value and fair value hierarchy

The Group’s and Company’s financial instruments are measured in the statement of financial position at fair value. Disclosure of fair value measurements are by level
of the following fair value measurement hierarchy:

• Quoted prices (unadjusted) in active markets for identical assets or liabilities (level 1);
• Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly (that is, as prices) or indirectly (that is, derived
from prices) (level 2); and
• Inputs for the asset or liability that are not based on observable market data (that is, unobservable inputs) (level 3).

270 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(e) Fair value measurement (continued)

The following table presents the Group and Company’s assets and liabilities that are measured at fair value.

Level 1 Level 2 Level 3 Total

RM’mil RM’mil RM’mil RM’mil

Group

31 December 2016

Assets
Financial assets at fair value through profit or loss
- Trading derivatives - 425 - 425
Derivatives used for hedging - 1,108 - 1,108
Available-for-sale investments 351 - 6 357
351 1,533 6 1,890

Liabilities
Financial liabilities at fair value through profit or loss
- Trading derivatives - 148 - 148
Derivatives used for hedging - 449 - 449
- 597 - 597

31 December 2015

Assets
Financial assets at fair value through profit or loss
- Trading derivatives - 229 - 229
Derivatives used for hedging - 1,136 - 1,136
Available-for-sale investments 235 - - 235
235 1,365 - 1,600

Liabilities
Financial liabilities at fair value through profit or loss
- Trading derivatives - 108 - 108
Derivatives used for hedging - 712 - 712
- 820 - 820

AirAsia Berhad
Annual Report 2016 271
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(e) Fair value measurement (continued)

The following table presents the Group and Company’s assets and liabilities that are measured at fair value.

Level 1 Level 2 Level 3 Total

RM’mil RM’mil RM’mil RM’mil

Company

31 December 2016

Assets
Financial assets at fair value through profit or loss
- Trading derivatives - 425 - 425
Derivatives used for hedging - 1,108 - 1,108
Available-for-sale investments 351 - - 351
351 1,533 - 1,884

Liabilities
Financial assets at fair value through profit or loss
- Trading derivatives - 148 - 148
Derivatives used for hedging - 449 - 449
- 597 - 597

31 December 2015

Assets
Financial assets at fair value through profit or loss
- Trading derivatives - 229 - 229
Derivatives used for hedging - 1,136 - 1,136
Available-for-sale investments 235 - - 235
235 1,365 - 1,600

Liabilities
Financial assets at fair value through profit or loss
- Trading derivatives - 108 - 108
Derivatives used for hedging - 712 - 712
- 820 - 820

Financial instruments are classified as Level 1 if their value is observable in an active market. Such instruments are valued by reference to unadjusted quoted prices
for identical assets or liabilities in active markets where the quoted prices is readily available, and the price represents actual and regularly occurring market
transactions. An active market is one in which transactions occur with sufficient volume and frequency to provide pricing information on an on-going basis. These
would include actively traded listed equities and actively exchange-traded derivatives.

272 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

33 FINANCIAL RISK MANAGEMENT POLICIES (CONTINUED)

(e) Fair value measurement (continued)

Where fair value is determined using unquoted market prices in less active markets or quoted prices for similar assets and liabilities, such instruments are generally
classified as Level 2. In cases where quoted prices are generally not available, the Group and Company then determines fair value based upon valuation techniques
that use as inputs, market parameters including but not limited to yield curves, volatilities and foreign exchange rates. The majority of valuation techniques employ
only observable market data and so reliability of the fair value measurement is high. These would include certain bonds, government bonds, corporate debt
securities, repurchase and reverse purchase agreements, loans, credit derivatives, certain issued notes and the Group’s and Company’s over the counter (“OTC”)
derivatives. Specific valuation techniques used to value financial instruments includes:

• The fair value of interest rate swaps is calculated as the present value of the estimated future cash flows based on observable yield curves;
• The fair value of forward foreign exchange contracts is determined using forward exchange rates at the balance sheet date, with the resulting value discounted
back to present value;
• The fair value of fuel swap contracts is determined using forward fuel price at the balance sheet date, with the resulting value discounted back to present value.

Financial instruments are classified as Level 3 if their valuation incorporates significant inputs that are not based on observable market data (unobservable inputs).
Such inputs are generally determined based on observable inputs of a similar nature, historical observations on the level of the input or other analytical techniques,
including discounted cash flow projections.

34 UNCONSOLIDATED STRUCTURED ENTITIES

The Company has set up Merah entities, special purpose companies (“SPC”) pursuant to aircraft related borrowings obtained from various financial institutions. Under
the arrangement, the Company enters into an Aircraft Instalment Sale Agreement with the SPC, permitting the Company to possess and operate each of the Airbus A320
aircraft financed under the facility.

The SPC are orphan trust companies in which the Company has no equity interest. The SPC do not incur any losses or earn any income during the financial year ended
31 December 2016. The aircraft and the corresponding term loans and finance costs associated with the SPC have been recognised by the Group and Company upon
the purchase of the aircraft.

The Group and Company does not provide any financial support to the SPC or have any contractual obligation to make good the losses, if any.

AirAsia Berhad
Annual Report 2016 273
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

34 UNCONSOLIDATED STRUCTURED ENTITIES (CONTINUED)

The details of the Merah entities are as follows:

Name Country of incorporation Purpose

Merah Satu Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tiga Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Empat Sdn Bhd Malaysia Aircraft financing special purpose company

Merah Lima Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Enam Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tujuh Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Sembilan 9M-AFX Sdn Bhd Malaysia Aircraft financing special purpose company

Merah Sepuluh Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Sebelas Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duabelas Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigabelas Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Empatbelas Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Enambelas Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Lapanbelas Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluh Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluhsatu Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluhtiga Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluhlima Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluhtujuh Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluhlapan Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Duapuluhsembilan Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigapuluhsatu Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigapuluh Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigapuluhdua Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigapuluhempat Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigapuluhenam Limited Labuan, Malaysia Aircraft financing special purpose company

Merah Tigapuluhtujuh Limited Labuan, Malaysia Aircraft financing special purpose company

274 AirAsia Berhad

Annual Report 2016
NOTES TO THE

REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

35 SUBSEQUENT EVENTS

On 26 January 2017, the Company increased its issued share capital by 559,000,000 new ordinary shares of RM0.10 each at an issue price of RM1.80. These shares
rank pari passu with the existing ordinary shares.

36 RECLASSIFICATION OF COMPARATIVES

(a) Change in accounting policy on foreign currencies

Foreign exchange gains and losses arising from operations were previously included in “Other Operating Expenses” to arrive at the operating profit while foreign
exchange gains and losses arising from borrowings (after effects of effective hedges) and amounts due from associates and joint ventures are separately disclosed
after net operating profit.

During the financial year ended 31 December 2016, foreign exchange gains and losses arising from operations, borrowings and amounts due from associates and
joint ventures are disclosed in aggregate as a separate line after net operating profit. Components of the foreign exchange gains and losses continue to be disclosed
in the notes to the financial statements (refer to Note 5(c)).

(b) Re-presentation of impairment on investment in associates

Impairment on investment in associates was previously included in “Other operating expenses” to arrive at operating profit.

For the financial year ended 31 December 2016, the presentation of impairment on investment in associates was changed to better reflect the performance of the
Group and the Company. The impairment on investment in associates is disclosed separately below the net operating profit/(loss) as the impairment losses did not
arose from the Company’s principal activities of providing of air transportation services. With the re-presentation, the Group discloses all financial results relating to
its associates and joint venture in a consistent manner below the net operating profit.

AirAsia Berhad
Annual Report 2016 275
 NOTES TO THE
REPORTS AND FINANCIAL STATEMENTS

FINANCIAL STATEMENTS
31 December 2016

36 RECLASSIFICATION OF COMPARATIVES (CONTINUED)

Comparatives have been restated as follows to align with current year’s presentation of foreign exchange gains and losses and impairment on investment in associates.

Group
As
previously As
reported Reclassfication Reclassfication restated
31.12.2015 (a) (b) 31.12.2015
RM’000 RM’000 RM’000 RM’000

Income statement

Operating expenses
- Other operating expenses 157,012 (440,770) - (283,758)

Foreign exchange losses on borrowings (1,373,816) 1,373,816 - -

Foreign exchange gains on amounts due from associates and joint

ventures 601,708 (601,708) - -

Foreign exchange gain/(losses) - (331,338) - (331,338)

Company
As
previously As
reported Reclassfication Reclassfication restated
31.12.2015 (a) (b) 31.12.2015
RM’000 RM’000 RM’000 RM’000

Income statement

Operating expenses
- Other operating expenses (695,277) (440,770) 875,653 (260,394)

Foreign exchange losses on borrowings (1,379,038) 1,379,038 - -

Foreign exchange gains on amounts due from associates and joint

ventures 601,708 (601,708) - -

Foreign exchange gain/(losses) - (336,560) - (336,560)

Impairment of investment in associates - - (875,653) (875,653)

276 AirAsia Berhad

Annual Report 2016
SUPPLEMENTARY

REPORTS AND FINANCIAL STATEMENTS

INFORMATION
Disclosed Pursuant to Bursa Malaysia Securities Berhad Listing Requirements

The following analysis of realised and unrealised retained profits at the legal entity level is prepared in accordance with the Guidance on Special Matter No.1 – Determination
of Realised and Unrealised Profits or Losses in the Context of Disclosure Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, as issued by the Malaysian Institute
of Accountants. This disclosure is based on the format prescribed by Bursa Malaysia Securities Berhad.

Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000

Total retained earnings of AirAsia Berhad and its subsidiaries:

- Realised 6,883,363 5,771,224 5,520,224 4,237,044
- Unrealised (1,031,354) (1,698,954) (875,546) (1,705,832)
5,852,009 4,072,270 4,644,678 2,531,212

Total share of accumulated gains from associated companies:

- Realised (687,264) (821,968) - -

Total share of accumulated gains from joint ventures

- Realised 129,723 105,438 - -
Total retained earnings as per consolidated financial statements 5,294,468 3,355,740 4,644,678 2,531,212

The disclosure of realised and unrealised profits above is solely for compliance with the directive issued by the Bursa Malaysia Securities Berhad and should not be applied for
any other purposes.

AirAsia Berhad
Annual Report 2016 277
 STATEMENT BY
REPORTS AND FINANCIAL STATEMENTS

DIRECTORS
pursuant to section 169(15) of the Companies Act, 1965

We, Datuk Kamarudin bin Meranun and Aireen Omar, being two of the Directors of AirAsia Berhad, state that, in the opinion of the Directors, the financial statements set out
on pages 189 to 276 are drawn up so as to give a true and fair view of the state of affairs of the Group and Company as at 31 December 2016 and of the results and the cash
flows of the Group and Company for the financial year ended on that date in accordance with the Malaysian Financial Reporting Standards, International Financial Reporting
Standards and the provisions of the Companies Act, 1965.

The supplementary information set out in page 277 have been prepared in accordance with the Guidance on Special Matter No. 1, Determination of Realised and Unrealised
Profits or Losses in the Context of Disclosure Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, as issued by the Malaysian Institute of Accountants.

In accordance with a resolution of the Board of Directors dated 5 April 2017.

DATUK KAMARUDIN BIN MERANUN AIREEN OMAR

DIRECTOR DIRECTOR

STATUTORY
DECLARATION
pursuant to section 169(16) of the Companies Act, 1965

I, How Kim Lian, the Officer primarily responsible for the financial management of AirAsia Berhad, do solemnly and sincerely declare that the financial statements set out on
pages 189 to 276 are, in my opinion, correct and I make this solemn declaration conscientiously believing the same to be true, and by virtue of the provisions of the Statutory
Declarations Act, 1960.

HOW KIM LIAN

Subscribed and solemnly declared by the abovenamed How Kim Lian at Kuala Lumpur in Malaysia on 5 April 2017, before me.

COMMISSIONER FOR OATHS

278 AirAsia Berhad

Annual Report 2016
INDEPENDENT

REPORTS AND FINANCIAL STATEMENTS

AUDITORS’ REPORT
to the members of Airasia Berhad (incorporated in Malaysia) (Company no. 284669-W)

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS

Our opinion

In our opinion, the financial statements of AirAsia Berhad (“the Company”) and its subsidiaries (“the Group”) give a true and fair view of the financial position of the Group and
of the Company as at 31 December 2016, and of their financial performance and their cash flows for the year then ended in accordance with Malaysian Financial Reporting
Standards, International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia.

What we have audited

We have audited the financial statements of the Group and of the Company, which comprise the balance sheets as at 31 December 2016 of the Group and of the Company, and
the income statements, statements of comprehensive income, statements of changes in equity and statements of cash flows of the Group and of the Company for the year then
ended, and notes to the financial statements, including a summary of significant accounting policies, as set out on pages 189 to 276.

Basis for opinion

We conducted our audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing. Our responsibilities under those standards
are further described in the “Auditors’ responsibilities for the audit of the financial statements” section of our report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Independence and other ethical responsibilities

We are independent of the Group and of the Company in accordance with the By-Laws (on Professional Ethics, Conduct and Practice) of the Malaysian Institute of Accountants
(“By-Laws”) and the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (“IESBA Code”), and we have fulfilled our other ethical
responsibilities in accordance with the By-Laws and the IESBA Code.

Our audit approach

As part of designing our audit, we determined materiality and assessed the risks of material misstatement in the financial statements of the Group and the Company. In particular,
we considered where the directors made subjective judgements; for example, in respect of significant accounting estimates that involved making assumptions and considering
future events that are inherently uncertain. As in all of our audits, we also addressed the risk of management override of internal controls, including among other matters,
consideration of whether there was evidence of bias that represented a risk of material misstatement due to fraud.

We tailored the scope of our audit in order to perform sufficient work to enable us to provide an opinion on the financial statements as a whole, taking into account the structure
of the Group and of the Company, the accounting processes and controls, and the industry in which the Group and the Company operate.

Key audit matters

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements of the Group and of the Company for
the current year. These matters were addressed in the context of our audit of the financial statements of the Group and of the Company as a whole, and in forming our opinion
thereon, and we do not provide a separate opinion on these matters.

AirAsia Berhad
Annual Report 2016 279
 INDEPENDENT
REPORTS AND FINANCIAL STATEMENTS
AUDITORS’ REPORT
to the members of AirAsia Berhad (incorporated in Malaysia) (Company no. 284669-W)
REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)
Key audit matters (continued)
Key audit matters
Revenue recognition from scheduled flights
Refer to Note 1(a) to the financial statements of the Group and Company for
revenue and balance sheets for sales in advance.
Revenue from Group and Company for the financial year ended 31 December
2016 were primarily derived from scheduled flights. Passengers pay for their flights
in advance and the amounts paid are recognised as ‘sales in advance’ on the
balance sheets. The amounts are subsequently recognised as revenue when the
flight has flown.
Accuracy of revenue recognised in the income statements of the Group and Company
is dependent on the fares paid by passengers, foreign exchange rates at the flight
booking date to translate foreign currency transactions and changes to flights
(flown, unflown or cancelled) recorded in the flight reservation system. The Group
and Company uses an integrated revenue accounting system which interfaces with
the flight reservation system to generate journal entries to be posted into the general
ledger. There is a high dependency on the flight reservation and revenue accounting
systems for accuracy of the amount revenue recognised and in the correct period.
The Company also uses a reconciliation system to reconcile flight booking data in
the flight reservation system with payment data from financial institutions and online
payment gateways. The reconciliation system generates exception report showing
flight booking data that are not matched to payment data.
Revenue from scheduled flights is a key audit matter due to the magnitude of the
revenue and sales in advance balance, significant volume of transactions and the
significant audit effort spent on this area.
Impairment assessment of investment in associates in Indonesia and
the Philippines
Refer to Note 11 to the consolidated financial statements.
As at 31 December 2016, the Group recorded investments in associates in
Indonesia and the Philippines amounting to RM970.2 million and RM748.5 million
respectively. Management had assessed the carrying amounts of investments in
associates for impairment as the associates were loss-making and/or required
additional investment from the Company to address their negative equity position.
The recoverable amount of the associates were determined based on cash flow
projections using ‘fair value less cost to sell’ method. The key assumptions applied
in the cash flow projections of both associates were long term growth rate, discount
rate, operation fleet size, load factor, average fare and jet fuel price. Based on the
assessment performed, an impairment loss of RM163.8 million on investment in
the Philippines associate was recorded in the income statements of the Group and
Company. No impairment was recorded for the Indonesian associate.
We focused on this area in our audit due to the magnitude of the carrying amount.
In addition, impairment assessment of the investments in associates require
management’s judgements and estimates in determining the recoverable amounts
of these investments.
280 AirAsia Berhad
Annual Report 2016
How our audit addressed the key audit matters
The flight reservation system is managed by a third party vendor in Australia. We tested
the information technology general controls over the flight reservation system. Where
information technology general controls over this system are managed by the vendor,
these controls were tested by the vendor’s external auditors. We obtained and evaluated
the external auditors’ report on the operating effectiveness of those controls. We tested the
relevant controls over approval for changes in base fares and ancillary fares and approval
for fare override in the flight reservation system.
We also tested the information technology general controls over the reconciliation system
and the payment gateway system. We tested reliability of the exception reports generated
by the reconciliation system by tracing samples of exceptions to the flight booking data
and payment data. We also tested how management reviews these reports and resolves
the exceptions via inquiries with management and tracing samples of exception items to
supporting documents.
We tested the sales in advance and revenue recognised by performing the following
procedures:
a) Agreed samples of flight bookings of which cash has been received from passengers,
to the external payment reports from financial institutions and online payment
gateways;
b) Tested the foreign currency translation for samples of flight bookings made in foreign
currencies;
c) Agreed the revenue recognised during the financial year to each monthly journals
generated by the revenue accounting system and posted by management;
d) Agreed samples of revenue transactions to flight manifests of flown flights and to a
third party flight tracking website; and
e) Tested completeness of revenue and sales in advance by tracing samples of travel
itineraries for flights during the year and flights subsequent to year end to revenue
transactions and sales in advance balances respectively.
We discussed the ‘fair value less cost to sell’ method with management in relation to the
key assumptions used in the cash flow projections, discount rate and long term growth rate.
We independently derived the weighted average cost of capital based on similar low cost
airlines in countries where the associates operate and compared it to the discount rate
applied by management. We assessed the projected long term growth rates by comparing
with the respective countries’ projected inflation rates.
We tested the reasonableness of the key assumptions used in the preparation of the cash
flow projections by performing the following procedures:
a) Compared the estimated aircraft fleet size to current existing fleet size and
management’s expansion plans based on expected market demands;
b) Compared the projected load factor with past achievements and management’s
future plans for increased route frequency and new routes. We also assessed the
projected load factor against the passenger growth rate in Indonesia and the
Philippines for the past 5 to 8 years up to 2015;
c) Evaluated the projected average fare by domestic and international routes. We
also benchmarked the projected average fare for international routes to market
competitors on a sample basis; and
d) Assessed the projected jet fuel price per barrel by comparing to analysts forecast
and industry data.
We stress-tested the assumptions within a reasonably foreseeable range to analyse the
impact on the recoverable amount of investments in the associates.
INDEPENDENT
AUDITORS’ REPORT
to the members of AirAsia Berhad (incorporated in Malaysia) (Company no. 284669-W)
REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)
Key audit matters (continued)
Key audit matters
Aircraft maintenance provision
The Group and Company operate aircraft which are owned or held under finance
or operating lease arrangement. For aircraft under operating lease, the Group and
Company is contractually committed to return the aircraft at the end of the lease
term in a certain condition agreed with lessors.
Accordingly, management provides for aircraft maintenance cost at the end of
each reporting period for all the Group’s and the Company’s leased aircraft. The
provision is calculated using average monthly engine flight hours per aircraft and
engine maintenance cost per flight hour.
As at 31 December 2016, aircraft maintenance provision of the Group and the
Company amounted to RM497 million and RM310 million respectively. The
provision is included within trade and other payables in Note 23 to the financial
statements.
We have identified aircraft maintenance provision as a key audit matter because of
the magnitude of the balance and significant audit effort spent on this area.
Derivative financial instruments
The Group and the Company enters into various derivative financial instruments as
part of the Group’s overall hedging strategy to manage its exposure to fuel price
risk, foreign currency risk and interest rate risk. These instruments comprised forward
foreign currency contracts, interest rate swaps, interest rate caps, cross-currency
interest rate swaps and fuel swap contracts.
As at 31 December 2016, the derivative financial assets and liabilities of the Group
and the Company as at 31 December 2016 are disclosed in Note 18 to the financial
statements. Net gains and losses on cash flow hedges arising during the financial
year were recognised in other comprehensive income. The gain or loss arising from
ineffective hedge is recognised immediately in the income statement.
We focused on this area due to the magnitude of these balances to the financial
statements, the specific criteria required under MFRS139 “Financial Instruments:
Recognition & Measurement” for the application of hedge accounting and the
corresponding accounting entries.
REPORTS AND FINANCIAL STATEMENTS
How our audit addressed the key audit matters
We discussed with management the basis in calculating the aircraft maintenance
provision. We read the lease agreements for changes in the maintenance arrangement
between the Group and the lessors.
We compared the average monthly engine flight hours of selected aircraft to the aircraft
utilisation reports.
The engine maintenance cost per hour is determined based on the rates set out in an
aircraft maintenance agreement entered into by the Group with a third party vendor.
We agreed the engine maintenance cost per hour used in calculating the provisions for
all leased aircraft to the aircraft maintenance agreement. We read the revised aircraft
maintenance agreement to test the change in rates used in the estimation of provision.
We tested the existence of all derivative financial instruments as at financial year end by
obtaining confirmations from respective counterparties.
We recomputed the fair value of samples of derivative financial instruments by obtaining
the observable inputs from the market and compared the fair values to the amounts
recorded in the financial statements.
We assessed whether requirements for hedge documentation have been met by
examining samples of hedge documentation. We tested the hedge effectiveness of
selected hedges by checking the accuracy of contractual inputs in the models used by
management to the supporting derivative contracts.
We tested the accounting entries pertaining to the effective and ineffective cash flow
hedges arising during the year. We also tested the discontinuance of cash flow hedge
accounting for forecasted transactions that are no longer expected to occur by checking
reclassification of cumulative fair value gain or loss to the income statements.
AirAsia Berhad
Annual Report 2016 281
 INDEPENDENT
REPORTS AND FINANCIAL STATEMENTS

AUDITORS’ REPORT
to the members of AirAsia Berhad (incorporated in Malaysia) (Company no. 284669-W)

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)

Information other than the financial statements and auditors’ report thereon

The directors of the Company are responsible for the other information. The other information comprises Directors’ Report and Statement on Risk Management & Internal Control,
which we obtained prior to the date of this auditor’s report, and the Management’s Discussion and Analysis, Chairman’s Statement, Statement on Corporate Governance, Audit
Committee Report, Sustainability Report and other sections of the 2016 Annual Report, which are expected to be made available to us after that date. Other information does
not include the financial statements of the Group and of the Company and our auditors’ report thereon.

Our opinion on the financial statements of the Group and of the Company does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements of the Group and of the Company, our responsibility is to read the other information and, in doing so, consider whether
the other information is materially inconsistent with the financial statements of the Group and of the Company or our knowledge obtained in the audit or otherwise appears to be
materially misstated.

If, based on the work we have performed on the other information that we obtained prior to the date of this auditors’ report, we conclude that there is a material misstatement of
this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of the directors for the financial statements

The directors of the Company are responsible for the preparation of the financial statements of the Group and of the Company that give a true and fair view in accordance with
Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia. The directors are also
responsible for such internal control as the directors determine is necessary to enable the preparation of financial statements of the Group and of the Company that are free from
material misstatement, whether due to fraud or error.

In preparing the financial statements of the Group and of the Company, the directors are responsible for assessing the Group’s and the Company’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Group or
the Company or to cease operations, or have no realistic alternative but to do so.

Auditors’ responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements of the Group and of the Company as a whole are free from material misstatement,
whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit
conducted in accordance with approved standards on auditing in Malaysia and International Standards on Auditing will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing, we exercise professional judgement and maintain
professional scepticism throughout the audit. We also:

(a) Identify and assess the risks of material misstatement of the financial statements of the Group and of the Company, whether due to fraud or error, design and perform audit
procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the
override of internal control.

(b) Obtain an understanding of internal control relevant to the audit 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 Group’s and the Company’s internal control.

(c) Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors.

(d) Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty
exists related to events or conditions that may cast significant doubt on the Group’s or the Company’s ability to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial statements of the Group and of the Company or, if
such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors’ report. However, future
events or conditions may cause the Group or the Company to cease to continue as a going concern.

(e) Evaluate the overall presentation, structure and content of the financial statements of the Group and of the Company, including the disclosures, and whether the financial
statements of the Group and of the Company represent the underlying transactions and events in a manner that achieves fair presentation.

(f) Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the financial
statements of the Group. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

282 AirAsia Berhad

Annual Report 2016
INDEPENDENT

REPORTS AND FINANCIAL STATEMENTS

AUDITORS’ REPORT
to the members of AirAsia Berhad (incorporated in Malaysia) (Company no. 284669-W)

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (CONTINUED)

Auditors’ responsibilities for the audit of the financial statements (continued)

We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies
in internal control that we identify during our audit.

We also provide the directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships
and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with the directors, we determine those matters that were of most significance in the audit of the financial statements of the Group and of the
Company for the current year and are therefore the key audit matters. We describe these matters in our auditors’ report unless law or regulation precludes public disclosure about
the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would
reasonably be expected to outweigh the public interest benefits of such communication.

REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

In accordance with the requirements of the Companies Act, 1965 in Malaysia, we also report the following:

(a) In our opinion, the accounting and other records and the registers required by the Act to be kept by the Company and its subsidiaries of which we have acted as auditors
have been properly kept in accordance with the provisions of the Act.

(b) We have considered the financial statements and the auditors’ reports of all the subsidiaries of which we have not acted as auditors, which are indicated in Note 9 to the
financial statements.

(c) We are satisfied that the financial statements of the subsidiaries that have been consolidated with the Company’s financial statements are in form and content appropriate
and proper for the purposes of the preparation of the financial statements of the Group and we have received satisfactory information and explanations required by us for
those purposes.

(d) The auditors’ reports on the financial statements of the subsidiaries did not contain any qualification or any adverse comment made under Section 174(3) of the Act.

OTHER REPORTING RESPONSIBILITIES

The supplementary information set out in page 277 is disclosed to meet the requirement of Bursa Malaysia Securities Berhad and is not part of the financial statements. The
directors are responsible for the preparation of the supplementary information in accordance with Guidance on Special Matter No. 1, Determination of Realised and Unrealised
Profits or Losses in the Context of Disclosure Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, as issued by the Malaysian Institute of Accountants (“MIA
Guidance”) and the directive of Bursa Malaysia Securities Berhad. In our opinion, the supplementary information is prepared, in all material respects, in accordance with the
MIA Guidance and the directive of Bursa Malaysia Securities Berhad.

OTHER MATTERS

This report is made solely to the members of the Company, as a body, in accordance with Section 174 of the Companies Act, 1965 in Malaysia and for no other purpose. We
do not assume responsibility to any other person for the content of this report.

PRICEWATERHOUSECOOPERS NG GAN HOOI

(No. AF: 1146) (No. 2914/04/17 (J))
Chartered Accountants Chartered Accountant

Kuala Lumpur
5 April 2017

AirAsia Berhad
Annual Report 2016 283
 ANALYSIS OF
REPORTS AND FINANCIAL STATEMENTS

SHAREHOLDINGS
as at 20 March 2017

DISTRIBUTION OF SHAREHOLDINGS

Class of shares : Ordinary shares

Voting rights : One vote per ordinary share

No. of % of No. of % of Issued

Shareholdings Shareholders Shareholders Shares Share Capital

Less than 100 111 0.40 1,361 0.00

100 – 1,000 7,441 27.12 6,163,650 0.18
1,001 – 10,000 14,746 53.73 65,568,993 1.97
10,001 – 100,000 4,037 14.71 128,353,598 3.84
100,001 to less than 5% of issued shares 1,106 4.03 2,066,301,396 61.83
5% and above of issued shares 2 0.01 1,075,485,082 32.18
27,443 100.00 3,341,874,080 100.00

SUBSTANTIAL SHAREHOLDERS

The direct and indirect shareholdings of the shareholders holding more than 5% in AirAsia Berhad (“AirAsia”) based on the Register of Substantial Shareholders are as follows:-

Direct Indirect
No. of % of No. of % of
Name Shares Held Issued Shares Shares Held Issued Shares

Tune Live Sdn. Bhd. (“TLSB”) 559,000,000(1) 16.73 - -

Tune Air Sdn Bhd (“TASB”) 516,485,082(1) 15.45 - -

Tan Sri (Dr.) Anthony Francis Fernandes 1,600,000(1) 0.05 1,075,485,082(2) 32.18

Datuk Kamarudin bin Meranun 2,000,000(1) 0.06 1,075,485,082(2) 32.18

Employees Provident Fund Board 171,249,949(3) 5.12 - -

NOTES:

(1)
Shares held under HSBC Nominees (Tempatan) Sdn. Bhd.
(2)
Deemed interested by virtue of Section 8 of the Companies Act, 2016 through a shareholding of more than 20% in TLSB and TASB. Shares held under HSBC Nominees
(Tempatan) Sdn. Bhd.
(3)
Shares held under Citigroup Nominees (Tempatan) Sdn. Bhd.

284 AirAsia Berhad

Annual Report 2016
ANALYSIS OF

REPORTS AND FINANCIAL STATEMENTS

SHAREHOLDINGS
as at 20 March 2017

DIRECTORS’ SHAREHOLDINGS

The interests of the Directors of AirAsia in the Shares and options over shares in the Company and its related corporations based on the Company’s Register of Directors’
Shareholdings are as follows:-

Direct Indirect
No. of % of No. of % of
Shares Held Issued Shares Shares held Issued Shares

Tan Sri (Dr.) Anthony Francis Fernandes 1,600,000(1) 0.05 1,075,485,082(2) 32.18

Datuk Kamarudin bin Meranun 2,000,000(1) 0.06 1,075,485,082(2) 32.18

Dato’ Abdel Aziz @ Abdul Aziz bin Abu Bakar 255,000(3) -* - -

Dato’ Fam Lee Ee - - - -

Dato’ Mohamed Khadar bin Merican 50,000(4) -* - -

Aireen Omar 50,000 -* - -

Stuart L Dean 40,000(5) -* - -

Tharumalingam A/L Kanagalingam 50,000 -* - -

NOTES:

* Negligible.
(1)
Shares held under HSBC Nominees (Tempatan) Sdn. Bhd.
(2)
Deemed interested by virtue of Section 8 of the Companies Act, 2016 through a shareholding of more than 20% in TASB and TLSB.
(3)
Shares held under MIDF Amanah Investment Nominees (Tempatan) Sdn. Bhd.
(4)
Shares held under Citigroup Nominees (Tempatan) Sdn. Bhd.
(5)
Shares held under Cimsec Nominees (Asing) Sdn. Bhd.

LIST OF TOP 30 LARGEST SHAREHOLDERS

No. of % of Issued
Name of Shareholders Shares Held Share Capital

1. HSBC Nominees (Tempatan) Sdn. Bhd. 559,000,000 16.73

Pledged Securities Account - Credit Suisse AG, Singapore For Tune Live Sdn. Bhd.

2. HSBC Nominees (Tempatan) Sdn. Bhd. 516,485,082 15.45

Pledged Securities Account - Credit Suisse AG, Singapore For Tune Air Sdn. Bhd.

3. Citigroup Nominees (Tempatan) Sdn. Bhd. 127,220,549 3.81

Employees Provident Fund Board

4. Amanahraya Trustees Berhad 101,808,000 3.05

Amanah Saham Bumiputera

5. HSBC Nominees (Asing) Sdn. Bhd. 94,680,318 2.83

Exempt An for JPMorgan Chase Bank, National Association (U.S.A.)

6. Citigroup Nominees (Tempatan) Sdn. Bhd. 90,013,900 2.69

Exempt An for AIA Bhd.

7. HSBC Nominees (Asing) Sdn. Bhd. 44,915,264 1.34

BBH and Co Boston for Emerging Markets Opportunities Portfolio (WTC CTF)

8. Cartaban Nominees (Asing) Sdn. Bhd. 40,422,500 1.21

Exempt An for State Street Bank & Trust Company (West CLT OD67)

9. HSBC Nominees (Asing) Sdn. Bhd. 40,411,900 1.21

HSBC BK PLC for Saudi Arabian Monetary Authority

AirAsia Berhad
Annual Report 2016 285
 ANALYSIS OF
REPORTS AND FINANCIAL STATEMENTS

SHAREHOLDINGS
as at 20 March 2017

LIST OF TOP 30 LARGEST SHAREHOLDERS (CONTINUED)

No. of % of Issued
Name of Shareholders Shares Held Share Capital

10. HSBC Nominees (Asing) Sdn. Bhd. 39,031,200 1.17

Exempt An for JPMorgan Chase Bank, National Association (JPMELAB AIF APG)

11. HSBC Nominees (Asing) Sdn. Bhd. 33,526,398 1.00

Exempt An for JPMorgan Chase Bank, National Association (U.K.)

12. DB (Malaysia) Nominee (Asing) Sdn. Bhd. 29,727,600 0.89

BNYM SA/NV for Causeway Emerging Markets Fund

13. HSBC Nominees (Asing) Sdn. Bhd. 23,812,148 0.71

BBH and Co Boston for Vanguard Emerging Markets Stock Index Fund

14. Cartaban Nominees (Asing) Sdn. Bhd. 23,403,100 0.70

GIC Private Limited for Government of Singapore (C)

15. CIMB Group Nominees (Tempatan) Sdn. Bhd. 23,076,300 0.69

CIMB Bank Berhad (EDP 2)

16. Cartaban Nominees (Tempatan) Sdn. Bhd. 18,638,600 0.56

PAMB for Prulink Equity Fund

17. HSBC Nominees (Asing) Sdn. Bhd. 18,126,400 0.54

TNTC for General Organization for Social Insurance

18. Cartaban Nominees (Asing) Sdn. Bhd. 17,989,900 0.54

Exempt An for RBC Investor Services Trust (Clients Account)

19. Citigroup Nominees (Asing) Sdn. Bhd. 16,760,400 0.50

CBNY for Emerging Market Core Equity Portfolio DFA Investment Dimensions Group Inc

20. Citigroup Nominees (Asing) Sdn. Bhd. 16,627,400 0.50

CBNY for Dimensional Emerging Markets Value Fund

21. HSBC Nominees (Asing) Sdn. Bhd. 16,428,737 0.49

TNTC for Hosking Global Fund Public Limited Company

22. DB (Malaysia) Nominee (Asing) Sdn. Bhd. 16,152,100 0.48

State Street London Fund GMT9 for M&G Investment Funds (12) - M&G Global Recovery Fund

23. HSBC Nominees (Asing) Sdn. Bhd. 14,289,900 0.43

Exempt An for BNP Paribas Securities Services (CLT Asset-AIFM)

24. Citigroup Nominees (Tempatan) Sdn. Bhd. 14,245,100 0.43

Employees Provident Fund Board (CIMB PRIN)

25. Maybank Nominees (Tempatan) Sdn. Bhd. 13,862,100 0.41

Pledged Securities Account for Siti Nur Aishah binti Ishak

26. Cartaban Nominees (Asing) Sdn. Bhd. 13,750,800 0.41

SSBT Fund ZVE4 for State Street Emerging Markets Active Securities Lending QIB Common Trust Fund

27. HSBC Nominees (Asing) Sdn. Bhd. 13,487,900 0.40

J.P Morgan Securities Plc

28. Cartaban Nominees (Asing) Sdn. Bhd. 13,190,000 0.39

Exempt An for Bank J.Safra Sarasin Ltd, Hong Kong Branch-Clients’ Account (Foreign)

29. DB (Malaysia) Nominee (Asing) Sdn. Bhd. 12,715,800 0.38

SSBT Fund S9PE for People’s Bank of China

30. HSBC Nominees (Asing) Sdn. Bhd. 12,319,000 0.37

TNTC for British Columbia Investment Management Corporation

286 AirAsia Berhad

Annual Report 2016
LIST OF

REPORTS AND FINANCIAL STATEMENTS

PROPERTIES HELD
Owner Postal Address/ Description/ Tenure/Date Build-Up Area Approximate Audited Net
Of Building Location Of Existing Use Of Expiry Age Of Building Book Value As
Building Of Building Of Lease At 31 Dec 2016
(‘000)

AirAsia Berhad Part of PT.39, Non-permanent 31 December 2017[2] 2,400 sqm 14 years 1,524
Taxiway Charlie at structure/aircraft
KLIA, Sepang[1] maintenance hangar

RedQ, Jalan Permanent 31 January 2034[3] 56,000 sqm 2 months[4] 157,787

Pekeliling 5, Kuala Structure/Office
Lumpur International building & car park
Airport2 (KLIA2), KL
International Airport
64 000 Sepang,
Selangor Darul
Ehsan

[1] On the fitness of occupation of the hangar, it is the subject of a year-to-year “Kelulusan Permit Bangunan Sementara” issued by the Majlis Daerah Sepang.

[2] The land area occupied is approximately 2,400 square meters. The land is owned by Malaysia Airports (Sepang) Sdn. Bhd. (“MAB”) and the Company has an automatic
renewal of tenancy on a month to month basis. The properties completion date was on December 2003. Revaluation of properties has not been carried out on any of the
above properties to date.

[3] This refers to the date of expiry of the concession from Malaysia Airports Holdings Berhad for the plot of land occupied by the AirAsia Headquarters (RedQ).

[4] Construction commencement date: 1 December 2014

Building completion date: 15 October 2016
Building handover date: 7 November 2016

The 2 month period mentioned in the table refers to November and December 2016 as the last column reflects the audited book date as at 31 December 2016.

AirAsia Berhad
Annual Report 2016 287
 SALES OFFICES
REPORTS AND FINANCIAL STATEMENTS
AND STATIONS
BANGLADESH
• Erectors House (5th Floor)
18 Kemal Ataturk Avanue, Banani
C/A, Dhaka 1213, Bangladesh
BRUNEI DARUSSALAM
Bandar Seri Begawan
• No 3, Departure Hall
Brunei International Airport
Bandar Seri Begawan
BS2513, Brunei Darussalam
CAMBODIA
Phnom Penh
• Phnom Penh International Airport
National Road No 4
Kakab Commune Posenchay District
Phnom Penh
• River Side
No 179, Street Sisowath
Sangket Phsar Kandai 1
12204 Phnom Penh
• AEON Mall, Ground Floor, #132
Street Samdach Sothearos
Sangkat Tonle Bassac
Khan Chamkarmon, Phnom Penh
Siem Reap
• No C1, Street Central Market
Mondul 1 Village, Sangkat Svay
Dangkum, Siem Reap City
CHINA
Macau
• Century Holiday International Travel
Service (Macau), Co Ltd
No 7 South Bay Harbour Building
Underground Building C
Bei Di Xiang
Shenzen
• Century Holiday International Travel
Service (Shenzhen), Co Ltd
114, Fengge Mingyuan Podium Building
No 1038-4, Honggui Road
Luohu District, Shenzhen
Guangzhou
• Century Holiday International Travel
Service (Guangzhou), Co Ltd
Shop 105-2,
No 50 Ti Yu Road West
Tian He District, Guangzhou
• Century Holiday International Travel
Service (Guangzhou), Co Ltd
First floor
No 8 Zhong Shan 3 Road
Guang Zhou 510000
288 AirAsia Berhad
Annual Report 2016
Beijing
• Century Holiday International Travel
Service (Beijing) Co Ltd
Room 0163A, Block C, Chaowai Soho
Chaowai Street,Chaoyang District
Beijing 100022
Chengdu
• Century Holiday International Travel
Service (ChengDu) Co Ltd
No 172-5 Binjang East Road
Jinjang District, ChengDu
Shanghai
• Century Holiday International Travel
Service (Shanghai) Co Ltd
No 739, Changde Road
Jing’an District, Shanghai
Hangzhou
• No 567 Jianguo North Road
(near Moyaying Bustop)
Hangzhou
Chongqing
• Chongqing Best Service Int’l Travel
Services Co Ltd
No 6101-5,International United
(Temporary Outlet)
No 201 Xinhua Road
Yuzhong District, Chongqing
Kunming
• No 1108 Huancheng South Road
Kunming, Yunnan
Xi’an
• No 6 Kejishangmao Building
East of Xidian University
Community, Keji Road
Yanta District, Xi’an
Nanning
• Century Holiday International Travel
Service (Nanning) Co Ltd, No 1108
Level1, 3 of Ziyun Xuan building
in MingYuan Hotel
38 Xinmin Road, Nanning
Guangxi Province
Changsa
• Century Holiday International Travel
Service (Changsa) Co Ltd, No 1108
No191 Laodong West Road
Tianxin District Changsha City
Hunan Province
Shenyang
• Shenyang Lingxiao Air Service
Door 11
Building C Zuanshixingzuo 222#
Nanjingbei ST, Heping
Shenyang, Liaoning
Wuhan • Sun Boutique Hotel, Jl Sunset Road
• Hubei Easytour Workl Int’l Travel Service No 23, Bali
Co Ltd
Room A-1-2, No 728 Bandung
Jianghan Distrcit, Wuhan • No 36A Jl Kopo Bihbul, Bandung
Hubei Province
• Hotel Grand Serela
TAIWAN Jl L.L.RE Martadinata (RIAU) No 56
Bandung
Kaohsiung
• Peace Travel Service Co Ltd Jakarta
8F-1, No151 Chungcheng 4th Road • Soekarno-Hatta International
Chienchin District Airport Terminal 3, Departure Hall
Kaohsiung City Airlines Offices, Cengkareng
INDIA • Jl Boulevard Raya, Blok LA 4
No 10 Kelapa Gading, Jakarta Utara
New Delhi
• Track India Pvt Ltd • Komp Rukan Dharmawangsa
405, Surya Kiran Building No 43 Jl Dharmawangsa VI
Kasturba Gandhi Marg Jakarta Selatan
New Delhi-110001
• Sarinah Plaza (LG level)
Kolkata No 11 Jl Mh Thamrin, Jakarta Pusat
• Track India Pvt Ltd
A/2D, Dr Md Ishaque Road • Head Quarters PT Indonesia AirAsia
Chowringhee Mansions No 1 Jl Marsekal Suryadharma
Block-E, Kolkata 700016 Kel Selapajang Jaya,Tangerang
Jaipur Makassar
• LAP Travel Pvt Ltd • Sultan Hasanuddin International
M2 Usha Plaza Airport, Departure Terminal
MI road, Jaipur Makassar, South Sulawesi
Chandigarh Medan
• LAP Travel Pvt Ltd • Kualanamu International Airport
SCO 59-60, First floor 1st floor, Ticketing Lounge
Sector -9D, Chandigarh Terminal Kedatangan Internasional Lt 1
INDONESIA • No 548P Jl Asia, Medan
Banda Aceh • No 189B Jl Bakaran Batu
• Bandara Sultan Iskandar Muda Lubuk Pakam, Medan
Blang Bintang, Banda Aceh
• Garuda Plaza Hotel, Lobby Level
• Jalan TWK Mohd Daudsyah No 130 JL. Sisingamanga Raja No 18
Gp Peunayong Kec Kuta Alam Medan
Banda Aceh
Padang
Balikpapan • Minangkabau International Airport
• Departure Terminal, Sepinggan Padang, West Sumatra
International Airport, Jl Marsma R
Iswahyudi, Sepinggan, Balikpapan • No 75B Jl Veteran, Purus, Padang
Barat, Padang, West Sumatra
Lombok
• Departure Terminal, Lombok Palembang
International Airport • Sultan Mahmud Badaruddin II
Praya, Lombok Airport, Palembang, South Sumatra
Nusa Tenggara Barat
Pekanbaru
Pontianak • Sultan Syarif Kasim II, International
• Customer Service Office Airport, Jl Perhubungan Udara
Supadio International Airport Simpang Tiga, Pekanbaru, Sumatra
Pontianak, Kalimantan Barat 78381
• Jalan Arifin Ahmad, No 75D
Denpasar, Bali Pekanbaru
• Terminal Keberangkatan Domestik
Lantai 1 Solo
Bandara Internasional Ngurah Rai • Adi Soemarmo International
Bali 80361 Airport, Solo, Central Java
SALES OFFICES
AND STATIONS
Surabaya
• Juanda International Airport
Terminal 2, Jl Raya Juanda
Surabaya, Jawa Timur
• Jalan Raya Golokan No 123
Surabaya
• LG Floor A6-01/A6-50
Pakuwon Trade Centre Supermall
No 2 Jl Puncak Indah Lontar
Surabaya
• Plaza East UG Unit 48
Tunjungan Plaza 1 Surabaya
Jl Basuki Rachmat No 8-12
Malang
• No 6 Jl. Sarangan
Lowokwaru, Malang
Yogyakarta
• Adisutjipto International Airport
Jl Solo Km9, Yogyakarta 55282
• No 119c Jl HOS Cokroaminoto
Yogyakarta
Semarang
• Ahmad Yani International Airport
Jl. Puad A. Yani, Semarang
• Komp. Pertokoan Simpang Lima
Blok C No 1, Semarang
MALAYSIA
Johor
• GL 13 Sultan Ismail Airport
81250 Johor Bahru, Johor
• AirAsia Sales Centre (Danga Bay)
Tune Hotel - Danga Bay
Lot PTB 22819 Jalan Skudai
Mukim Bandar Johor Bahru
80200 Johor
• AirAsia Sales Centre (Muar)
No 26 Jalan Bakri
84000 Muar, Johor
Kedah
Alor Setar
• Level 1
Lapangan Terbang Sultan Abdul Halim
06550 Kepala Batas
Alor Star
Sungai Petani
• AirAsia Sales Centre (Sg Petani)
Lot 1F TR 01, 1st Floor
Central Square Shopping Centre
No 23, Jalan Kampung Baru
08000 Sg Petani
Langkawi
• Langkawi International Airport
07100 Padang Mat Sirat
Langkawi
Kuala Lumpur
• AirAsia Sales Centre (KL Sentral)
Lot 4, Level 2, Stesen Sentral
50470 Kuala Lumpur
• AirAsia Sales Centre (BB Monorail)
Lot No K16 (New Wing) Utility Level
Stesen Monorail di atas Jln Sultan
Ismail PT88, Seksyen 67
Jalan Sultan Ismail, 55100 Kuala Lumpur
• AirAsia Sales Centre (Plaza Berjaya)
Lot G027B, Ground Floor
Podium Block Plaza Berjaya
No 12 Jalan Imbi
55100 Kuala Lumpur
Kelantan
• Ground Floor, Lapangan Terbang
Sultan Ismail Petra
Pengkalan Chepa
16100 Kota Bharu, Kelantan
Perak
• PI Hotel - Ipoh, No 2 Ground Floor
The Host, Jalan Veerasamy
30000 Ipoh, Perak
Terengganu
• Sultan Mahmud Airport, Level 1
Terminal Building
21300 Kuala Terengganu
Terengganu
Labuan
• Labuan Airport Terminal, Level 1
87008 Wilayah Persekutuan Labuan
Penang
• Lot 8, Departure Concourse
Penang International Airport
11900 Bayan Lepas, Penang
• AirAsia Sales Centre (L.Chulia)
332, Ground Floor Kim Mansion
Lebuh Chulia, 10200 Penang
• AirAsia Sales Centre (Bukit Jambul)
No 12H-G Jln Tun Dr Awang
11900 Bayan Lepas, Penang
• AirAsia Sales Centre (Seberang Perai)
A-G-07, Jalan Todak 4
Sunway Business Park
Pusat Bandar Seberang Jaya
13700 Perai Penang
Sabah
Kota Kinabalu
• AirAsia Sales Centre
Lot G24, Ground Floor Wisma
Sabah, Jln Tun Razak
88000 Kota Kinabalu, Sabah
• Level 2 (Domestic Departure Hall
Entrance), Terminal 1 Kota Kinabalu
International Airport
Jalan Petagas Kota Kinabalu
88100 Kota Kinabalu, Sabah
REPORTS AND FINANCIAL STATEMENTS
Sandakan • AirAsia Sales Centre (Subang)
• Level, Lot 2 G2, Terminal SkyPark
Sandakan Airport Lapangan Terbang Sultan Abdul
90000 Sandakan, Sabah. Aziz Shah, 47200 Subang
Selangor
Tawau
• AirAsia Sales Centre • AirAsia Sales Centre (Mydin USJ)
TB228, Lot 5 Ground Floor Lot No G-35, Mydin Hypermarket
Istana Monaco Hotel Persiaran Subang Permai USJ1
Jalan Bunga Fajar Complex 47500 Subang Jaya, Selangor
91000 Tawau, Sabah
• AirAsia Sales Centre (Kajang)
Lahad Datu Lot S141, 2nd Floor Plaza Metro
• AirAsia Sales Centre Kajang, Section 7
Lot G-2, Ground Floor Plaza USIA Jalan Tun Abdul Aziz
Building, Jalan Teratai, MDLD 7084 43000 Kajang, Selangor
91100 Lahad Datu, Sabah
• AirAsia Sales Centre (Klang)
Sarawak LG-09, Shaw Centrepoint
Jalan Raja Hassan
Sibu 41400 Selangor
• Lot GFL01, Common Departure Area
Level 1 Landslide, Sibu Airport MALDIVES
96007 Sibu, Sarawak • G. Fasmugoo 1st Floor
Bodurasgefaanu Magu
Bintulu Male’ 20133, Republic of Maldives
• AirAsia Sales Centre
GF, Lot 4034 Parkcity Commercial • ALL H Maldives
Square, Phase 5 G Fasmugoo, 1st Floor
97000 Bintulu, Sarawak Bodurasgefanuu Magu
Male 20133
• GL-02-G, Jalan Bintulu
Lapangan Terbang Bintulu MYANMAR
97000 Bintulu, Sarawak
Yangon
Kuching • No (37), Level 1, Room 111
• AirAsia Sales Centre (Jalan Matang) La Pyae Wun Plaza, Dagon Township
Pusat Komersil Swan
Ground Floor, No 69 • Junction Square Shopping Centre
Lot 14508, Section 65 Room No. F139, First Floor
KTLD, Batu 4, Jalan Matang
93050 Kuching, Sarawak Mandalay
• Room 3, 26th (B) Road
• Lot L1L C15, Ground Floor Arrival (between 78th and 79th Road)
Level, Kuching International Airport Mandalay
93250 Kuching, Sarawak
PHILIPPINES
Miri
• AirAsia Sales Centre Cebu
GF, Lot 946 Jalan Parry • West Wing Domestic Area
98000 Miri, Sarawak Mactan Cebu Int’l Airport Pusok
Lapu Lapu City, Cebu
• Lot GL08 Ground Floor
Public Concourse • 3rd Floor Service Lane
98000 Miri Airport, Sarawak Elizabeth Mall N. Bacalso Ave
Cebu City
Selangor
• KLIA Manila
Level 5, Departure Hall • Naia Terminal 4, Domestic Road
Main Terminal Building Pasay City
Kuala Lumpur International Airport (KLIA)
64000 Sepang, Selangor • G/F Colonnande Residences 132 C
Palanca Street, Legaspi Village
• Klia2 Makati City
Level 3, Departure Hall
Main Terminal Building • Unit 126 South Parking Building
Kuala Lumpur International Airport 2 SM Mall of Asia Complex
(Klia2) JW Diokno Boulevard, Pasay City
64000 Sepang, Selangor
AirAsia Berhad
Annual Report 2016 289
 SALES OFFICES
REPORTS AND FINANCIAL STATEMENTS

AND STATIONS

• Unit 108 SM City • Tesco Lotus - Sukhumvit 50 Trang

Call Centres
North Edsa - The Block, SM City Complex 1st floor, 1710, Sukhumvit Road • Trang Airport House No 170
North Edsa, Pag-Asa 1, Quezon City Klong Toey, Bangkok 10110 Village No 12, Trang-Paliean Road
Australia
Koklor sub-district, Mueang Trang District
+61 2 8188 2133
• 5/F Bldg,SM Megamall • Tesco Lotus - Lad Prao, 2nd Floor Trang, 92000
Mandaluyong 1550 1190, Phahonyothin Road, Jompol
China
Jatujak, Bangkok 1090 Ubon Ratchathani
+86 512 8555 7711
Davao • Ubon Ratchathani Airport
• Francisco Bangoy International Chiang Mai 297 Ubon Ratchathani Airport
India
Airport, Buhangin, Davao City • Chiangmai International Airport Thepyotee Road, Amphur Nai Muang
1860 500 8000
60, 1st Floor, Tambol Sutep Ubon Ratchathani 34000
• 2/L Victoria Plaza, JP Laurel Amphur Muang, Chiang Mai 50200
Indonesia
Avenue, Davao City Udon Thani
+62 21 2927 0999
• 416 Thaphae Road, Chiang Mai • Udon Thani International Airport
+62 804 1333 333
Boracay 224 Moo 1, Tambol Makkhang
• Ground Floor, Crown Regency Hotel Chiang Rai Amphur Muang, Udon Thani 41000
Iran
Balabang, Boracay Island 5608 • Chiang Rai International Airport
+08 21 2620 0686
Malay, Aklan 2305/2 404 Moo 10, Tambol Bandu Pattaya
Amphur Muang, Chiang Rai 57100 • Tesco Lotus - South Pattaya
Japan
Tagbilaran 2nd Floor, 408/2 Moo 12
+81 50 6864 8181
• Talibon Commercial Center 1 Hat Yai South Pattaya, Sukhumvit Rd
Talibon, Bohol • Hat Yai International Airport Nongprue Banglamung
Hong Kong
125 Moo 3 Klongla, Klonghoikong Chonburi 20150
+852 3013 5060
• Airport Building, 2nd Floor, Airport Songkhla 90115
Road, Tagbilaran City, Bohol VIETNAM
Macau
• 69 Thumnoonvithi Rd Hat Yai
+853 6262 6352
Puerto Princesa Songkhal 90110 Hanoi
• Bgy Bancao-Bancao, Airport • NoiBai Airport, Terminal 1
Malaysia
Compound, Puerto Princesa City Krabi International Departure Hall
1600 85 8888
• Krabi International Airport Room 3rd Floor, Hanoi, Vietnam
(AirAsia X Premium Line)
Tacloban No 133, Moo 5, Petchakasem Rd
chargeable at RM1.95 per minute
• DZR Airport Nuaklong Sub District, Nuaklong • 345 Kim Ma ST, Ba Dinh Ward,
San Jose Tacloban City District, Krabi 81130 Ha Noi City, Vietnam
New Zealand
+64 9 887 6920
SINGAPORE Nakhon Phanom Ho Chi Minh
• Singapore Changi Airport • Nakhon Phanom Airport • Tan Son Nhat International Airport
Philippines
Terminal 1, Rows 13 & 14 Level 1 40 M6,Nittayo Road Room # 1.4.19
+632 722 2742
Departure Level 2, Singapore Photak District, Nakhon Phanom
48000 • 84B Bui Vien, District 1
South Korea
SRI LANKA Ho Chi Minh City, Vietnam
050 4092 00525
Nakorn Si Thammarat
Colombo • Nakorn Si Thammarat Airport Da Nang
Taiwan
• Setmil Aviation (Pvt) Ltd Muang District, Nakorn Si • 108 Nguyen Van Linh
+886 2 8793 3532
Ground Floor, Setmil Maritime Centre Thammarat Da Nang City, Vietnam
256 Srimath Ramanathan Mawatha
Thailand
Colombo 15, Sri Lanka Narathiwat
+66 2 515 9999
• Narathiwat Airport, 330 Moo 5
THAILAND Tambol Kok-Kian, Amphur Muang
United States
Narathiwat 96000
18447274588
Bangkok
184472744590
• 127 Tanao Road, Phra Nakorn Phuket
(text telephone - for guests with
Bangkok 10200 • Phuket International Airport
hearing or speech disabilities)
312, 3rd Floor, Tumbol Maikao
• Suvarnabhumi International Airport Amphur Thalang, Phuket 83110
Room A1-062 Ground Floor
Concourse A, Bangna-Trad Road • Unit 9, Laflora Patong Area
Racha Teva, Bang Pli No 39, 39/1, Thaveewong Rd
Samutprakarn 10540 Patong, Kratoo, Phuket

• Tesco Lotus - Bangkapi, 2nd Floor
3109 Ladpro Road, Bangkapi
Bangkok 10240
• Tesco Lotus - Rama1, 3rd Floor
831 Rama 1 Road, Wangmai
Pathumwan, Bangkok10330
• Tesco Lotus - Phuket, 2nd Floor
104, Chalermprakiat Road, Rasada
Sub District, Muang District
Phuket 83000
Surat Thani
• Surat Thani International Airport
73 Moo 3 Tambol Huatuey, Amphur
Punpin, Surat Thani

290 AirAsia Berhad

Annual Report 2016
GLOSSARY

REPORTS AND FINANCIAL STATEMENTS

AirAsia Berhad “The Company” or “AirAsia”.

Aircraft at end of period Number of aircraft owned or on lease arrangements of over one month’s duration at the end of the period.

Aircraft utilisation Average number of block hours per day per aircraft operated.

Available Seat Kilometres (ASK) Total seats flown multiplied by the number of kilometres flown.

Average fare Passenger seat sales, surcharges and fees divided by number of passengers.

Block hours Hours of service for aircraft, measured from the time that the aircraft leaves the terminal at the departure airport to
the time that it arrives at the terminal at the destination airport.

Capacity The number of seats flown.

Cost per ASK (CASK) Revenue less operating profit divided by available seat kilometres.

Cost per ASK, excluding fuel (CASK ex fuel) Revenue less operating profit and aircraft fuel expenses, divided by available seat kilometres.

Load factor Number of passengers as a percentage of capacity.

Passengers carried Number of earned seats flown. Earned seats comprises seats sold to passengers (including no-shows), seats provided
for promotional purposes and seats provided to staff for business travel.

Revenue per ASK (RASK) Revenue divided by available seat kilometres.

Revenue Passenger Kilometres (RPK) Number of passengers multiplied by the number of kilometres those passengers have flown.

Stage A one-way revenue flight.

AirAsia Berhad
Annual Report 2016 291
AIRASIA BERHAD
ANNUAL REPORT 2016
AIRASIA TEAM LEAD
• ELINA EFFENDI
GROUP HEAD, CORPORATE DEVELOPMENT
TEL: +603 8660 4138
elinaeffendi@airasia.com

CREATIVE AGENCY
• NOVA FUSION SDN BHD
TEL: +603 9011 5111
tang@novafusion.net

COPYWRITER
• ENA GILL
TEL: +6016 211 9725
ena.k.gill@gmail.com
FORM OF PROXY
AIRASIA BERHAD
(Company No.: 284669-W)
Incorporated in Malaysia

I/We NRIC No./Co No.:

(FULL NAME IN BLOCK LETTERS) (COMPULSORY)

of
(ADDRESS)

telephone no. being a member of the Company hereby appoints

(COMPULSORY)

NRIC No.:
(FULL NAME IN BLOCK LETTERS) (COMPULSORY)

of
(ADDRESS)

and/or NRIC No.:

(FULL NAME IN BLOCK LETTERS) (COMPULSORY)

of
(ADDRESS)

as my / our proxy(ies) to vote in my / our name and on my / our behalf at the Twenty Fourth Annual General Meeting of the Company to be held on Thursday, 25 May 2017 at 10.00 a.m.
and at any adjournment of such meeting and to vote as indicated below:

Agenda
No. 1 To consider the Audited Financial Statements and the Reports of Directors and Auditors thereon
Resolutions Description For Against
No. 1 Ordinary Business
To approve the payment of a First and Final Single Tier Dividend of 12 sen per ordinary share in respect of the financial
year ended 31 December 2016
No. 2 To approve the fees of an additional RM300,000 per annum per Non-Executive Director for the financial year ended
31 December 2016
No. 3 To approve the Non-Executive Directors’ Remuneration with effect from the financial year ending 31 December 2017 until
the next Annual General Meeting of the Company to be held in the year 2018
No. 4 Re-election of Tan Sri (Dr.) Anthony Francis Fernandes in accordance with Article 124 of the Company’s Articles of Association
No. 5 Re-election of Datuk Kamarudin bin Meranun in accordance with Article 124 of the Company’s Articles of Association
No. 6 Re-election of Mr Tharumalingam A/L Kanagalingam in accordance with Article 129 of the Company’s Articles of Association
No. 7 Appointment of Messrs Ernst & Young in place of the retiring Auditors, Messrs PricewaterhouseCoopers and authority to
the Directors to determine the Auditors’ remuneration
No. 8 Special Business
Proposal for Dato’ Fam Lee Ee to be retained as Senior Independent Non-Executive Director of the Company
No. 9 Authority to allot shares pursuant to Sections 75 and 76 of the Companies Act, 2016
No. 10 Proposed renewal of existing and new shareholders’ mandate for Recurrent Related Party Transactions of a revenue or
trading nature

(Please indicate with an “X” in the spaces provided how you wish your votes to be cast. If you do not do so, the proxy will vote or abstain from voting as he thinks fit)

No. of shares held:

CDS Account No.:
The proportion of my/our holding to No. of Shares Percentage
be represented by my/our proxies First Proxy
are as follows:
Second Proxy
Date: Signature of Shareholder/Common Seal

Notes to Form of Proxy

a. Pursuant to the Securities Industry (Central Depositories) (Foreign Ownership) Regulations 1996 and Article 43(1) of the Company’s Articles of Association, only those Foreigners (as defined in the Articles) who hold shares
up to the current prescribed foreign ownership limit of 45.0% of the total number of issued shares of the Company, on a first-in-time basis based on the Record of Depositors to be used for the forthcoming Annual General
Meeting, shall be entitled to vote. A proxy appointed by a Foreigner not entitled to vote, will similarly not be entitled to vote. Consequently, all such disenfranchised voting rights shall be automatically vested in the Chairman
of the forthcoming Annual General Meeting.
b. A member must be registered in the Record of Depositors at 5.00 p.m. on 18 May 2017 (“General Meeting Record of Depositors”) in order to attend and vote at the Meeting. A depositor shall not be regarded as a Member
entitled to attend the Meeting and to speak and vote thereat unless his name appears in the General Meeting Record of Depositors. Any changes in the entries on the Record of Depositors after the abovementioned date and
time shall be disregarded in determining the rights of any person to attend and vote at the Meeting.
c. A member entitled to attend and vote is entitled to appoint up to two (2) proxies (or in the case of a corporation, to appoint representative(s) in accordance with Section 333 of the Companies Act, 2016), to attend and vote
in his stead. There shall be no restriction as to the qualification of the proxy(ies).
d. The Proxy Form in the case of an individual shall be signed by the appointor or his attorney, and in the case of a corporation, either under its common seal or under the hand of an officer or attorney duly authorised.
e. Where a member appoints two proxies, the appointment shall be invalid unless he specifies the proportion of his shareholdings to be represented by each proxy.
f. Where a Member of the Company is an exempt authorised nominee which holds ordinary shares in the Company for multiple beneficial owners in one securities account (“omnibus account”), there is no limit to the number of
proxies which the exempt authorised nominee may appoint in respect of each omnibus account it holds.
g. The Proxy Form or other instruments of appointment shall not be treated as valid unless deposited at the Registered Office of the Company at B-13-15, Level 13, Menara Prima Tower B, Jalan PJU 1/39, Dataran Prima, 47301
Petaling Jaya, Selangor Darul Ehsan, Malaysia not less than forty-eight (48) hours before the time set for holding the meeting. Faxed copies of the duly executed form of proxy are not acceptable.
h. Pursuant to Paragraph 8.29A(1) of the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, all resolutions set out in this Notice will be put to vote by way of poll.
Fold here

COMPANY SECRETARY
AirAsia Berhad (Company No. 284669-W)
B-13-15, Level 13
Menara Prima Tower B
Jalan PJU 1/39, Dataran Prima
47301 Petaling Jaya
Selangor Darul Ehsan
Malaysia

Fold here
 AirAsia Berhad (284669-W)
RedQ, Jalan Pekeliling 5, Lapangan Terbang Antarabangsa, Kuala Lumpur (klia2), 64000 KLIA, Selangor Darul Ehsan Malaysia
T +603 8660 4333 F +603 8660 7777
E investorrelations@airasia.com