-----BEGIN PRIVACY-ENHANCED MESSAGE-----
Proc-Type: 2001,MIC-CLEAR
Originator-Name: webmaster@www.sec.gov
Originator-Key-Asymmetric:
MFgwCgYEVQgBAQICAf8DSgAwRwJAW2sNKK9AVtBzYZmr6aGjlWyK3XmZv3dTINen
TWSM7vrzLADbmYQaionwg5sDW3P6oaM5D3tdezXMm7z1T+B+twIDAQAB
MIC-Info: RSA-MD5,RSA,
M1TIgnFOfeWmdg8E1zvWGBfY1/LI3QfGirHJacspvR6IMX9vFrN3YPNPzu58srHu
Jkwj2PZSPEs3lpIdTNOKFQ==
<SEC-DOCUMENT>0000931763-99-000958.txt : 19990402
<SEC-HEADER>0000931763-99-000958.hdr.sgml : 19990402
ACCESSION NUMBER: 0000931763-99-000958
CONFORMED SUBMISSION TYPE: 10-K
PUBLIC DOCUMENT COUNT: 9
CONFORMED PERIOD OF REPORT: 19981231
FILED AS OF DATE: 19990331
FILER:
COMPANY DATA:
COMPANY CONFORMED NAME: AIRTRAN HOLDINGS INC
CENTRAL INDEX KEY: 0000948846
STANDARD INDUSTRIAL CLASSIFICATION: AIR TRANSPORTATION, SCHEDULED [4512]
IRS NUMBER: 582189551
STATE OF INCORPORATION: NV
FISCAL YEAR END: 1231
FILING VALUES:
FORM TYPE: 10-K
SEC ACT:
SEC FILE NUMBER: 000-26914
FILM NUMBER: 99579621
BUSINESS ADDRESS:
STREET 1: 9955 AIRTRAN BLVD
CITY: ORLANDO
STATE: FL
ZIP: 32827
BUSINESS PHONE: 4072515600
MAIL ADDRESS:
STREET 1: 9955 AIRTRAN BLVD
CITY: ORLANDO
STATE: FL
ZIP: 32827
</SEC-HEADER>
<DOCUMENT>
<TYPE>10-K
<SEQUENCE>1
<DESCRIPTION>FORM 10-K
<TEXT>
<PAGE>
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 10-K
[X] Annual Report pursuant to Section 13 or 15(d) of the Securities Exchange
Act of 1934 for the fiscal year ended December 31, 1998.
[_] Transition Report pursuant to Section 13 or 15(d) of the Securities
Exchange Act of 1934
Commission File No.: 0-26914
AirTran Holdings, Inc.
--------------------------------------------------------
(Exact name of registrant as specified in its charter)
Nevada 58-2189551
- ---------------------------------------- ---------------------------------
(State or other jurisdiction of (IRS Employer Identification No.)
incorporation or organization)
9955 AirTran Boulevard
Orlando, Florida 32827
- ---------------------------------------- ----------------------------------
(Address of principal executive offices) (Zip Code)
407.251.5600
--------------------------------------------------------
(Registrant's telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
None
--------------------------------------------------------
(Title of Class)
Securities registered pursuant to Section 12(g) of the Act:
Common Stock, $.001 par value
--------------------------------------------------------
(Title of Class)
Indicate by check mark whether the Registrant (1) has filed all reports required
to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during
preceding 12 months (or for such shorter period that the Registrant was required
to file such reports), and (2) has been subject to such filing requirements for
the past 90 days.
Yes [X] No [_]
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405
of Regulation S-K is not contained herein, and will not be contained, to the
best of Registrant's knowledge, in definitive proxy or information statements
incorporated by reference in Part III of this Form 10-K or any amendment to this
Form 10-K. [_]
As of March 9, 1999, the aggregate market value of voting stock held by
non-affiliates of the Registrant, based on the closing sales price of such stock
in the NASDAQ Stock Market on March 9, 1999, was approximately $197,688,270. As
of March 9, 1999, the Registrant had 64,926,864 shares of Common Stock
outstanding.
Documents Incorporated by Reference
Portions of the Proxy Statement, to be used in connection with the solicitation
of proxies to be voted at the Registrant's annual meeting of Stockholders to be
held on May 20, 1999 and to be filed with the Commission, are incorporated by
reference into Part III of this Report on Form 10-K.
<PAGE>
PART I
ITEM 1. BUSINESS
--------
GENERAL
The Company, through its wholly-owned subsidiaries, AirTran Airlines, Inc. and
AirTran Airways, Inc., operates an affordable scheduled airline serving short
haul markets primarily in the eastern United States. The Company believes that
its low cost philosophy allows it to offer among the lowest fares in its markets
and generate its own traffic by stimulating incremental demand with fare-
conscious travelers.
The Company commenced flight operations in October 1993 with two McDonnell
Douglas DC9 ("DC9") aircraft serving three cities from Atlanta with eight
flights per day. Prior to June 17, 1996, the Company offered service to 30
cities from Atlanta, Washington, D.C. (Dulles Airport), Boston and Orlando and
operated up to 320 flights per peak day with its fleet of 51 aircraft. The
Company's operations were interrupted by the suspension of the Company's service
on June 17, 1996, pursuant to a consent order entered into with the Federal
Aviation Administration ("FAA") following the accident involving Flight 592 on
May 11, 1996 and the ensuing extensive adverse media and intense FAA scrutiny.
The Company resumed limited operations with service between Atlanta and four
other cities as of September 30, 1996. The Company has continued to work with
the FAA since that time to recertify aircraft and expand its flight operations.
As of March 15, 1999, the Company operates 40 DC9 aircraft and nine Boeing 737-
200 ("B737") aircraft. As of March 15, 1999, the Company operates a total of up
to 278 flights per day between Atlanta and 29 other cities. Additional service
is offered between Washington, D.C. (Dulles Airport) and Chicago and between
Gulfport/Biloxi, Mississippi and Dallas/Fort Worth, Houston, Fort Lauderdale,
Nashville and Tampa.
On November 17, 1997, Airways Corporation ("Airways") merged with and into the
Company. In anticipation of the Merger, the name of ValuJet Airlines was changed
to "AirTran Airlines" and upon completion of the Merger, the Company changed its
name to AirTran Holdings, Inc. Airways' operating subsidiary continues to
operate under the AirTran Airways name. In January 1998, the Company moved its
headquarters to Orlando, Florida. While the Company currently operates AirTran
Airlines and AirTran Airways under one operating certificate, it maintains two
operating specifications.
STRATEGY
In the Company's effort to return to profitability, the Company will continue to
offer an affordable fare structure and provide safe and reliable travel to both
price-sensitive business travelers and fare-conscious leisure travelers. The
Company intends to pursue a modest growth strategy while maintaining its
beneficial cost structure.
The Company's pricing structure is intended to stimulate new demand for air
travel by leisure customers and business travelers who would have otherwise not
traveled or who would have utilized ground transportation. The Company's fare
structure generally dictates pricing in most
2
<PAGE>
markets that it serves, providing travelers with substantial savings that would
generally, not be available in the absence of service by the Company. The
Company's fare structure is possible as a result of its low cost structure. In
addition to advance purchase fares, the Company maintains reasonably priced
"walk-up" fares that are generally well below similar fares offered by its
competitors in comparable markets.
The Company's service is intended to satisfy not only the basic air
transportation needs of the Company's targeted customers, price-sensitive
business travelers and short haul leisure travelers, but to provide a travel
experience worth repeating. The Company focuses on caring customer service and
has developed internal programs to build the positive attitudes of its
employees.
The Company has entered into a contract with Boeing to purchase 50 new Boeing
717-200 aircraft ("B717"), to be delivered from 1999 through 2002, with options
to purchase an additional 50 aircraft. The B717 will have a 117-seat
configuration, consisting of 12 business class seats and 105 coach seats. The
Company estimates that the B717 aircraft, which have a slightly larger seating
capacity, increased fuel efficiency and lower maintenance costs than the
Company's DC9-30 aircraft, will provide a cost per ASM lower than the Company's
DC9 fleet, even after taking into account the aircraft's higher ownership cost.
The Company is the "launch" customer of the B717 aircraft. As the launch
customer, the Company anticipates that this contract will provide material value
in terms of acquisition cost. The Company believes that the B717 aircraft offers
the optimum balance between operating cost and revenue opportunity in the
Company's markets.
GEOGRAPHIC MARKET
The Company's markets served from Atlanta are located predominantly in the
eastern United States. These markets are attractive to the Company due to the
concentration of major population centers within relatively short distances from
Atlanta, historically high air fares and the potential for attracting leisure
and business customers who would otherwise use ground transportation.
Additionally, the Company offers service to Florida markets as the Company
believes that more than 20 million people visit the Florida markets by
automobile every year from Atlanta and other points in the eastern United
States.
In the Company's city selection process, the Company considers the amount of
airport charges, incentives offered by communities to be served, the ability to
stimulate air travel and competitive factors.
FARES, ROUTE SYSTEM AND SCHEDULING
The Company serves short haul markets (generally under 1,000 miles) primarily
from Atlanta offering air transportation at affordable fares. The routes served
to and from Atlanta range in frequency from two to eight trips per day except
for Orlando, where more frequent service is provided, with some reductions in
service on the weekends. The schedules are designed to provide a consistent
product for business-oriented travelers and to facilitate connections for
passengers traveling through Atlanta.
3
<PAGE>
The Company offers a range of fares based on advance purchases of 14 days, 7
days, 3 days and "walk-up" fares. Within the advance purchase fare types, the
Company manages the availability of seats by day of week and by flight to
maximize revenue on peak-travel days. Most of the Company's fares are
nonrefundable, but can be changed prior to departure for a $45 fee. The
Company's fares are always offered on a one-way basis. The Company's fares do
not require any minimum, maximum or day of week (e.g., Saturday night) stay. The
Company's fare offerings are in direct contrast to prevalent pricing policies in
the industry where there are typically many different price offerings and
restrictions for seats on any one flight.
The Company's published Atlanta fares for coach non-stop service range from $49
to $109 for one-way travel on a 14-day advance purchase basis and $80 to $251
for one-way travel on a "walk-up" basis. The Company offers fare sales from time
to time in order to generate additional traffic.
4
<PAGE>
The following table sets forth certain information with respect to the Company's
route system based on the Company's schedule in effect as of March 15, 1999:
<TABLE>
<CAPTION>
Service Daily Round Trip
Commencement Flights Scheduled
Airport Served Date (a) (b)
- ----------------------- -------------- -----------------
<S> <C> <C>
Atlanta-
Akron/Canton, OH March 1997 4
Bloomington/Normal, IL March 1998 3
Boston, MA February 1997 5
Buffalo, NY April 1998 3
Chicago, IL (Midway) October 1996 8
Dallas/Fort Worth, TX April 1997 5
Dayton, OH March 1998 3
Flint, MI May 1997 3
Fort Lauderdale, FL September 1996 7
Fort Myers, FL January 1997 3
Fort Walton Beach, FL October 1996 3
Greensboro, NC April 1998 3
Gulfport, MS March 1999 2
Hartford, CT May 1998 3
Houston, TX September 1997 5
Jacksonville, FL October 1996 4
Knoxville, TN March 1998 3
Memphis, TN October 1996 4
Miami, FL September 1998 5
Moline/Quad Cities, IL September 1998 2
New Orleans, LA October 1996 4
Newport News, VA October 1996 4
New York, NY (LaGuardia) December 1997 6
Orlando, FL September 1996 12
Philadelphia, PA October 1996 4
Raleigh/Durham, NC October 1996 4
Savannah, GA October 1996 3
Tampa, FL September 1996 7
Washington DC (Dulles) September 1996 8
Washington DC (Dulles)-
Atlanta, GA September 1996 8
Chicago, IL (Midway) July 1997 3
</TABLE>
(a) For markets served by the Company prior to the suspension of its
operations, the date indicated is the Company's recommenced service date.
(b) Reduced service may be provided on certain days (usually Saturday or
Sunday).
<PAGE>
In March 1999, the Company also commenced service with eight round-trip flights
daily during peak travel days between Gulfport/Biloxi, MS and Atlanta, GA,
Dallas/Fort Worth, TX, Fort Lauderdale, FL, Houston, TX, Nashville, TN, Orlando,
FL and Tampa, FL.
In the future, the Company may add additional service between cities already
served by the Company or may add service to new markets. The Company's selection
of markets depends on a number of factors existing at the time service to such
market is being considered. Consequently, there can be no assurance that the
Company will continue to provide service to all of the markets listed above or
that the Company will not provide service to any other particular market.
With respect to the Company's one-stop service provided between markets served
on a connecting basis through Atlanta, the Company faces competition from
numerous airlines with varying degrees of flight frequency and marketing
approaches. In addition, the Company competes with numerous nonstop flights to
many of its cities from other airports in the same metropolitan areas as served
by the Company (such as Washington's National Airport, Chicago's O'Hare Airport
and New York's Kennedy Airport).
The identity of competing airlines and the number and character of the flights
they may fly changes from month to month. Management believes published
schedules for the month of March 1999, upon which the foregoing information was
based, are representative of the competition the Company may face. Competing
airlines and their flight schedules are subject to frequent change. The
Company's competition includes carriers with substantially greater financial
resources.
The Company's aircraft scheduling strategy is directly related to the perceived
needs of its target market segments. The Company's target customers are price-
sensitive business travelers and fare-conscious leisure travelers.
The Company generally keeps a number of its aircraft out of scheduled service in
order to provide operating spares and to rotate aircraft into routine scheduled
maintenance.
DISTRIBUTION AND MARKETING
The Company's marketing efforts are vital to its success as it seeks to position
its product to stimulate new customer demand. The Company has targeted
price-sensitive business travelers and short haul travelers visiting friends and
relatives or vacationing. These are market segments, which the Company believes
offer the greatest opportunity for stimulating new demand.
The primary objectives of the Company's marketing activities are to develop a
brand identity or personality that is visibly unique and easily contrasted with
its competitors and to communicate its service directly to potential customers.
When initiating service to a new market, the Company typically makes extensive
use of advertising, as well as active public relations efforts, and focuses on
the affordable fares to be offered on an everyday basis.
6
<PAGE>
The Company communicates regularly and frequently with potential customers
through the use of advertisements in newspapers, on radio, on television and on
billboards and through toll-free telephone numbers and a web site on the
Internet. These communications feature the Company's destinations, everyday
affordable fares, ease of use (including its simplified fare structure,
ticketless alternative and easy to use Internet site) and the Company's
reservations phone number. The Company uses tag lines such as "AirTran - It's
something else" and "A more civilized way to fly" to reinforce its identity.
The Company distributes its product through various channels: (1) direct to the
consumer via phone; (2) direct to the consumer via Internet; (3) through travel
agents; and (4) through wholesalers such as AirTran Vacations. The Company pays
customary sales commissions to travel agents, but does so without volume
override payments. Information on its customers' needs, travel patterns and
identity is collected, organized and stored by the Company's automated
reservation system and can be used at a future time for direct marketing
efforts.
The Company is a participant in all five of the leading travel agency computer
reservation systems ("CRS") which include Amadeus, Galileo, SABRE, SystemOne,
and WorldSpan. These systems provide flight schedules, pricing information and
allow travel agents participating in all of these systems to electronically
process a flight reservation without contacting the Company's reservations
facility.
In March 1998, the Company instituted a frequent flyer program known as "A-Plus
Rewards" under which customers can earn free round trips on AirTran or on 14
other airlines. Free trips on AirTran can be earned twice as fast as with other
airlines. The purchase of business class seats provide customers with double
credit toward earning free trips. Free trips on other airlines may be used only
from Atlanta, Orlando or the Washington-Baltimore area, apply only to cities not
served by AirTran and are subject to other terms and conditions. The Company's
frequent flyer program provides for credit for flights taken by December 31,
1999 and the flight vouchers must be redeemed by December 31, 2000 for travel by
December 31, 2001.
The Company performs public relations and promotional activities in-house.
Advertising is handled by an outside advertising agency.
The Company and The Hertz Corporation operate a reservation call solicitation
agreement under which the Company's customers are able to reserve a Hertz rental
car at discounted rates when making a reservation for the Company's flights.
The Company has entered into an agreement with Renaissance Travel Solutions of
Hunt Valley, Maryland to operate a private label vacation product, AirTran
Vacations ("ATV"). ATV acts as the wholesaler and packages AirTran flights with
Hertz car rentals and accommodations in one of eleven cities. ATV are
distributed both through travel agents and direct to the consumer.
Air travel in the Company's markets tends to be seasonal, with the highest
levels occurring during the winter months to Florida and the summer months to
the midwest and northeastern United States. Advertising and promotional
expenses may be greater in lower traffic periods, as well as when entering a new
market, in an attempt to stimulate air travel.
7
<PAGE>
AUTOMATION
Automation is a key component of the Company's strategy. The Company's UNIX-
based computer reservations system, Open Skies, has been specifically designed
to implement the Company's simplified, ticketless service and is an important
component of the Company's attempt to maintain its low cost structure,
particularly as the Company grows.
A key component of the Company's low cost structure is the "ticketless"
alternative. At the time of a sale/reservation, the Company provides its
customers with a confirmation number, similar to the systems used by hotels and
car rental agencies. At the airport, this information is available for customer
check-in, which helps to alleviate long lines and achieve a quicker turnaround
of aircraft. After the flight has departed, the computer posts passenger
revenue from the passenger manifest information.
The Company has also expanded the distribution of its product through travel
agencies. Travel agents confirm reservations and issue tickets to customers,
which are then processed by the Company.
The Company uses the Open Skies reservation system to provide CRS booking
access, to improve unit revenue through enhanced data reporting and to
facilitate Internet reservations booking and processing.
EMPLOYEES
As of March 15, 1999, the Company employed approximately 3,500 employees.
Training, both initial and recurrent, is required for most employees. The
average training period for all new employees is approximately one to three
weeks, depending on classification. Both pilot training and mechanic training
are provided by in-house training instructors and at times, may be provided by
professional training organizations.
FAA regulations require pilots to be certificated as commercial pilots, with
specific ratings for aircraft to be flown, and to be medically certified as
physically fit. Pilot certificates and medical certifications are subject to
periodic continuation requirements including recurrent training and recent
flying experience. Mechanics, quality-control inspectors and flight dispatchers
must be certificated and qualified for specific aircraft. Flight attendants must
have initial and periodic competency fitness training and qualification.
Training programs are subject to approval and monitoring by the FAA. Management
personnel directly involved in the supervision of flight operations, training,
maintenance and aircraft inspection must meet experience standards prescribed by
FAA regulations. All of these employees are subject to pre-employment, random
and post-accident drug testing.
In May of 1998, the Company entered into a collective bargaining agreement with
its pilots represented by the National Pilots Association ("NPA"). The contract
includes competitive wages to those of similar airlines and expires in March
2001.
8
<PAGE>
In August of 1997, the Company entered into a collective bargaining agreement
with its mechanics represented by the International Brotherhood of Teamsters
("the Teamsters"). The contract includes simplified work rules and pay
increases. The contract expires in August 2003.
On September 8, 1998 the Company entered into a collective bargaining agreement
with its flight attendants represented by the Association of Flight Attendants
("AFA"). The contract includes a ten percent pay increase in year one and a
four percent increase each year thereafter expiring in August 2002.
The Company does not expect that the unionization of these employee groups will
have a material adverse effect on its operating costs or performance.
The Company is unable to predict whether any of its other employees will elect
to be represented by a labor union or other collective bargaining unit. The
election by the Company's employees for representation in such an organization
could result in employee compensation and working condition demands that may
affect operating performance or expenses.
AIRPORT OPERATIONS
Ground handling services typically can be placed in three categories - public
contact, under-wing and complete ground handling. Public contact services
involve meeting, greeting and serving the Company's customers at the check-in
counter, gate and baggage claim area. Under-wing ground handling services
include, but are not limited to, marshaling the aircraft into and out of the
gate, baggage and mail loading and unloading, as well as lavatory and water
servicing, deicing and certain services provided to the aircraft overnight.
Complete ground handling consists of public contact and under-wing services
combined.
The Company conducts its own ground handling services in 27 airports, including
Atlanta. At other airports, Company operations not conducted by the Company's
employees are contracted to other air carriers, ground handling companies or
fixed base operators. The Company has at least one employee at each of these
cities to oversee its operations.
SEASONALITY AND CYCLICALITY
The Company's operations are primarily dependent upon passenger travel demand
and, as such, may be subject to seasonal variations. Management believes that
the weakest travel periods will generally be during the months of January, May
and September. Leisure travel generally increases during the summer months and
at holiday periods.
The airline industry is highly volatile. General economic conditions directly
affect the level of passenger travel. Leisure travel is highly discretionary and
varies depending on economic conditions. While business travel is not as
discretionary, business travel generally diminishes during unfavorable economic
times, as businesses tend to tighten cost controls.
Effective September 7, 1998, the Company re-deployed its direct non-stop Orlando
service through Atlanta as a result of poor market performance. There are
multiple connecting services available through several competitive hubs,
including Atlanta.
9
<PAGE>
GOVERNMENT REGULATIONS
All interstate air carriers are subject to regulation by the Department of
Transportation ("DOT") and the FAA under the Federal Aviation Act of 1958, as
amended (the "Aviation Act"). The DOT's jurisdiction extends primarily to the
economic aspect of air transportation, while the FAA's regulatory authority
relates primarily to air saftey, including aircraft certification and
operations, crew licensing, training and maintenance standards.
In general, the amount of economic regulation over domestic carriers in terms of
market entry and exit, pricing and inter-carrier acquisitions and agreements has
been greatly reduced subsequent to enactment of the Airline Deregulation Act of
1978.
As a result of the Company's suspension of operations on June 17, 1996, AirTran
Airlines was required to apply for recertification by the DOT. The DOT issued a
"show cause" order on August 29, 1996, reflecting its preliminary determination
that the Company has satisfied the DOT requirements and issued its final order
on September 26, 1996, approving the Company's return to service.
The FAA regulates flying operations generally, including establishing personnel,
aircraft and security standards, and setting minimum standard for training and
maintenance. As part of that oversight, the FAA has implemented a number of
requirements that the Company is currently incorporating into its maintenance,
training and general aviation regulation programs. The Company expects to be in
compliance within the required time periods.
The Company's operating certificate was surrendered to the FAA in connection
with the consent order dated June 17, 1996 and returned to the Company on August
29, 1996, after the Company satisfied the requirements of the FAA in the consent
order. In the consent order, the FAA alleged that the Company violated various
federal regulations related to aircraft maintenance, maintenance manuals,
training, record keeping and reporting and the Company agreed to present a plan
to the FAA its qualifications to hold an air carrier operating certificate.
The Company currently operates under two separate operating specifications as
result of the two operating subsidiaries, AirTran Airlines and AirTran Airways.
The Company expects that by late March, 1999, that the Company will have
approval from the FAA to operate under one set of operating specifications,
which will finalize the merger between Airways and the Company.
The Company's labor relations are regulated under the Railway Labor Act, which
vests in the National Mediation Board certain regulatory functions with respect
to labor disputes between the Company and its labor unions related to collective
bargaining agreements. The U.S. Department of Justice has jurisdiction over
antitrust matters. The U.S. Postal Service has jurisdiction over certain
aspects of the transportation of mail.
Environmental Regulations
The Airport Noise and Capacity Act of 1990 ("ANCA") requires the phase-out by
December 31, 1999. Of Stage 2 aircraft operations, subject to certain
exceptions. Under final regulations issued by the FAA in 1991, air carriers are
required to reduce, by modification or retirement, the number of Stage 2
aircraft in their fleets 50 percent by December 31, 1996; 75 percent by December
31, 1998; and 100 percent by December 31, 1999. At December 31, 1998, AirTran
was in compliance with these regulations.
The ANCA generally recognizes the rights of airport operators with noise
problems to implement local noise abatement programs so long as they do not
interfere unreasonably with interstate or foreign commerce or the national air
transportation system. The ANCA generally requires FAA approval of local noise
restrictions on Stage 3 aircraft first effective after October 1990. While the
Company has had sufficient scheduling flexibility to accommodate local noise
restrictions imposed to date, AirTran's operations could be adversely affected
if locally-imposed regulations become more restrictive or widespread.
The Environmental Protection Agency ("EPA") regulates operations, including air
carrier operations, which affect the quality of air in the United States. The
Company has made all necessary modifications to its fleet to meet emission
standards issued by the EPA.
Miscellaneous
All international service is subject to the regulatory requirements of the
appropriate authorities of the other country involved. The Company does not
currently provide any international service. To the extent the Company seeks to
provide international air transportation in the future, it will be required to
obtain additional authority from the DOT and become subject to regulatory
requirements imposed by affected foreign jurisdictions.
10
<PAGE>
RISK FACTORS
Risk Resulting from the Accident of Flight 592
As a result of the accident of Flight 592 on May 11, 1996 ensuing adverse media
coverage, intensive FAA scrutiny and the resulting suspension of operations, the
Company now faces the following additional risk factors:
. The Company may not be able to regain and maintain its low cost structure or
to recover sufficient customer acceptance in order to regain and sustain
profitability.
. If the Company regains profitability, the Company may have increased costs or
reduced customer support which could decrease the Company's profitability
indefinitely.
. The occurrence of one or more subsequent incidents or accidents involving the
Company's aircraft would likely have a substantial adverse effect on the
Company's public perception and future operations.
Federal Regulation
The Company has the necessary authority to conduct flight operations, including
a Certificate of Public Convenience and Necessity from the DOT and an operating
certificate from the FAA; however, the continuation of such authority is subject
to continued compliance with applicable statutes, rules and regulations
pertaining to the airline industry, including any new rules and regulations that
may be adopted in the future. The FAA may enforce the safety laws and
regulations under the Federal Aviation Act of 1958, as amended, in a number of
ways, including the assessment of civil penalties, suspension or revocation of
the Company's authority to operate and the pursuit of criminal sanctions. The
DOT has similar authority with regard to enforcement of the economic laws and
regulations under the Aviation Act. The FAA has in the past imposed limitations
on the Company's ability to add new markets or additional aircraft and could do
so in the future. In such event, the Company's ability to expand could be
restricted or delayed. The Company cannot predict the cost of compliance with
all present and future rules and regulations and the effect of such compliance
on the business of the Company, particularly its expansion plans and aircraft
acquisition program.
AirTran's Recent Operating Losses
AirTran recorded net losses of $40.7 million in 1998, $96.7 million in 1997 and
$41.5 million in 1996. Continued losses by the Company in the future could
result in negative effects on the Company's financial condition and results of
operations. The Company's consolidated debt and recent history of losses may
adversely affect the Company's ability to obtain financing on terms satisfactory
to the Company in the future, if at all.
Risks Due to the Company's Significant Amount of Debt
The entire principal amount of the Company's 10.25% Senior Notes ($150.0
million) and 10.5% Senior Secured Notes ($80.0 million) become due on April 15,
2001. The Company does not expect to generate sufficient cash flow from
operations to repay all $230.0 million
11
<PAGE>
of such debt. Accordingly, the Company will likely need to refinance all or a
portion of the outstanding debt through additional equity or debt or a
combination thereof. However, the Company may not be able to obtain such
financing on acceptable terms. In such event, the Company could be forced to
default on its debt obligations and, ultimately, seek protection under Federal
bankruptcy laws.
The Company's ability to make scheduled payments of principal or interest and
the Company's ability to refinance its debt depend on its future performance and
financial results. Such results are subject to general economic, financial,
competitive, legislative, regulatory and other factors that are, to a certain
extent, beyond the Company's control.
The amount of the Company's debt could have important consequences to investors,
including the following: (1) a substantial portion of the Company's cash flow
from operations must be dedicated to debt service and will not be available for
operations; (2) the Company's ability to obtain additional financing for
aircraft purchases, capital expenditures, working capital or general corporate
purposes could be limited; and (3) the Company's vulnerability to adverse
economic and industry conditions is greater than its larger and more financially
secure competitors.
Fuel
The cost of jet fuel is an important expense for the Company. The Company
estimates that a one-cent increase in fuel cost would increase the Company's
fuel expenses by approximately $109,000 per month based on the Company's current
fuel consumption rate. Jet fuel costs are subject to wide fluctuations as a
result of sudden disruptions in supply, such as the effect of the invasion of
Kuwait by Iraq in August 1990. Due to the effect of world and economic events on
the price and availability of oil, the future availability and cost of jet fuel
cannot be predicted with any degree of certainty. Increases in fuel prices or a
shortage of supply could have a material adverse effect on the Company's
operations and operating results.
A significant increase in the price of jet fuel may result in a
disproportionately higher increase in the Company's average total costs than its
competitors using more fuel efficient aircraft and whose fuel costs represent a
smaller portion of total costs. The Company would possibly seek to pass such a
cost increase to the Company's customers through a fare increase. There can be
no assurance that any such fare increase would not reduce the competitive
advantage the Company seeks by offering affordable fares. In order to provide a
measure of control over price and supply, effective March 1999, the Company has
entered into a fuel-hedging program whereby the Company manages the price-risk
of fuel utilizing fuel swap contracts.
The Company's fleet of DC9-30 and B737-200 aircraft is relatively fuel
inefficient compared to newer aircraft and industry averages. The primary
reasons for this inefficiency are aircraft size and engine technology. The B717
aircraft to be acquired by the Company are expected to be more fuel-efficient.
12
<PAGE>
Market Dominance by Delta Air Lines, Inc.
The Atlanta market, which is the Company's principal hub, is currently dominated
by Delta Air Lines, which presently offers more than 600 flights per day from
Atlanta. During 1998, Delta enplaned approximately 78% of all passengers at
Atlanta's Hartsfield International Airport. The Company's Atlanta-based strategy
may not be successful in light of Delta's Atlanta market dominance.
Competitors in the Low-Fare Market
Delta Express, a division of Delta, began offering low cost/low fare service in
several of the Company's markets in 1996. As a result of the intense competitive
environment generated by Delta Express and by Southwest Airlines' entry into
certain markets, the Company withdrew service from certain markets. The Company
does not presently compete with Delta Express or Southwest Airlines on any
routes. Nevertheless, the Company may face greater competition from Delta
Express, Southwest Airlines or other low fare carriers in the future.
A Highly Competitive Industry
The airline industry is highly competitive, primarily due to the effects of the
Airline Deregulation Act of 1978, which has substantially eliminated government
authority to regulate domestic routes and fares. Deregulation has increased the
ability of airlines to compete with respect to destination, flight frequencies
and fares. The Company competes with airlines that serve the Company's current
and proposed routes and which are larger and have greater name recognition and
greater financial resources than the Company.
13
<PAGE>
The following table identifies airlines that provide non-stop service to and
from Atlanta in the city pair currently served by the Company and the
approximate number of daily round trip flights scheduled to be flown by those
other airlines as of March 1999.
<TABLE>
<CAPTION>
Daily Non-stop Round Trips
---------------------------------------
Atlanta to/from Delta and Affiliates Others(a)
- ----------------------- ---------------------- -----------
<S> <C> <C>
Akron/Canton, OH - -
Bloomington/Normal, IL - -
Boston, MA 15 -
Buffalo, NY 3 -
Chicago, IL (Midway)(b) 6 -
Dallas/Fort Worth, TX 15 14
Dayton, OH 6 -
Flint, MI - -
Fort Lauderdale, FL 11 -
Fort Myers, FL 8 -
Fort Walton Beach, FL - 9
Greensboro, NC 9 -
Gulfport, MS - 9
Hartford, CT 6 -
Houston, TX 12 9
Jacksonville, FL 9 -
Knoxville, TN 7 -
Memphis, TN 10 6
Miami, FL 11 6
Moline/Quad Cities, IL - -
New Orleans, LA 9 -
New York, NY (LaGuardia)(c) 20 -
Newport News, VA (d) 6 -
Orlando, FL 13 1
Philadelphia, PA 9 7
Raleigh/Durham, NC 10 4
Savannah, GA 8 -
Tampa, FL 11 -
Washington DC (Dulles)(e) 10 9
---------- ----------
224 74
---------- ----------
</TABLE>
- --------------------------------------------------------------------------------
(a) Includes Continental, Kiwi, Midway, ProAir and United. Also includes
commuter affilates of major airlines which generally provide service with
turboprop aircraft.
(b) Several major airlines operate daily flights to Chicago's O'Hare Airport
which are not reflected in the table above.
(c) Several major airlines operate daily flight to other airports in the New
York city area which are not reflected in the table.
(d) Service provided to Norfolk, VA by Delta.
(e) Delta also operates daily flights to Ronald Reagan Washington National
Airport which are not reflected in the table.
14
<PAGE>
The Company may also face competition from any of the following: (1) existing
airlines that may begin serving markets which the Company currently serves or
may serve in the future; (2) current competitors that may expand their existing
service; (3) new competitors that may form new airline companies and enter the
low fare market; and (4) companies that provide ground transportation.
Competitors with greater financial resources than the Company may price their
fares at or below the Company's fares or increase their service. Such
competition could prevent the Company from attaining a share of the passenger
traffic necessary to regain and sustain profitable operations. The Company's
ability to meet price competition depends on its ability to operate at costs
equal to or lower than its competitors or potential competitors.
Aging Aircraft; Maintenance and Reliability
The Company's fleet consists of DC9-30 aircraft manufactured between 1967 and
1976 and B737-200 aircraft manufactured between 1968 and 1985. Many aircraft
components must be replaced after specified numbers of flight hours or take-off
and landing cycles and new aviation technology may need to be retrofitted. As a
result, the cost in general to maintain aging aircraft will exceed the cost to
maintain newer aircraft. The Company believes that its cost to maintain its
aircraft in the long-term will be consistent with industry experience for the
aircraft type and age used by comparable airlines.
However, since the resumption of the Company's service in September 1996, the
Company has incurred higher than usual maintenance expenses as a result of
expenses related to reactivating its aircraft. Currently, the FAA is considering
amendments to FAA regulations, which would require certain heavy maintenance
checks and other additional maintenance requirements for aircraft operating
beyond certain operational limits.
It is likely that these maintenance requirements will apply to the aircraft
operated by the Company, although it is uncertain whether the proposed
amendments will require any changes to the heavy maintenance procedures already
used by the Company. In addition, the Company will be required to comply with
any other future regulations or Airworthiness Directives issued with respect to
aging aircraft. As a result, the Company's costs of maintenance (including costs
to comply with aging aircraft requirements) may increase in the future.
The Company believes that its aircraft are mechanically reliable based on the
percentage of scheduled flights completed. However, the Company cannot assure
investors that its aircraft will continue to be sufficiently reliable over
longer periods of time. Furthermore, given the age of the Company's fleet, any
public perception that the Company's aircraft are less than completely reliable
could have a negative effect on the Company's business.
15
<PAGE>
Aircraft Acquisitions
The Company has contracted with the Boeing Company ("Boeing") to purchase 50
B717 aircraft to be delivered from 1999 to 2002. The total cost of these
aircraft will exceed $1.0 billion. While the Company believes that financing
for these aircraft will be available, such additional financing may not remain
available when needed or may not be available on attractive terms.
For a summary of some of the Company's capital requirements under its aircraft
acquisition program, see "Management's Discussion and Analysis of Financial
Condition and Results of Operations-Liquidity and capital Resources" in Item 7
of this Form 10-K.
Stage 3 Compliance
To satisfy FAA rules regarding allowable noise levels, each airline must have
its fleet in compliance with Stage 3 noise level requirements by December 31,
1999. As of March 15, 1999, 36 of the Company's 49 aircraft comply with Stage 3
requirements.
The Company intends to comply with the Stage 3 noise requirement by installing
hush kits on or disposing of Stage 2 aircraft and acquiring or leasing Stage 3
aircraft. The Company does not believe there will be a problem installing the
hush kits on a timely basis; however, the failure to do so may negatively impact
the Company's business. For a discussion of the cost of Stage 3 hush kits, see
"Management's Discussion and Analysis of Financial Condition and Results of
Operations -- Liquidity and Capital Resources" in Item 7 of this Annual Report.
Risk of Loss
As evidenced by the accident involving Flight 592 on May 11, 1996, the Company
may incur catastrophic losses in the event of an aircraft accident. Any such
accident could involve not only repair or replacement of a damaged aircraft and
its consequent temporary or permanent loss from service, but also significant
potential claims of injured passengers and others. Moreover, any aircraft
accident, even if fully insured, could cause and has caused a public perception
that some of the Company's aircraft are less safe or reliable than other
aircraft, which could have and has had a negative effect on the Company's
business.
The Company is required by the DOT to carry liability insurance on each of its
aircraft. The Company currently maintains liability insurance in the amount of
$750 million per occurrence. The Company's cost of insurance substantially
increased after the accident. Although the Company currently believes its
insurance coverage is adequate, the amount of such coverage may be changed in
the future or the Company may be forced to bear substantial losses from
accidents. Substantial claims resulting from an accident in excess of related
insurance coverage could have a negative impact on the Company.
Risks Due to Litigation
For a discussion of certain risks presented by litigation affecting the Company,
see "Legal Proceedings" in Item 3 of this Annual Report.
16
<PAGE>
Year 2000 Compliance
For a discussion of certain risks presented by the ability of the Company and
others on whom the Company relies to successfully make their computer systems
Year 2000 compliant, see "Management's Discussion and Analysis of Financial
Condition and Results of Operations -- Year 2000" in Item 7 of this Annual
Report.
Dependence on Executive Officers
The Company is dependent on the services of Joseph B. Leonard (President,
Chairman of the Board and Chief Executive Officer) and its other executive
officers. The loss of services of these officers could materially and adversely
affect the business of the Company and its future prospects. The Company does
not, and does not presently intend to, maintain key man life insurance on any of
the Company's officers.
Reliance on Others
The Company has entered into agreements with contractors, including other
airlines, to provide certain facilities and services required for its
operations, including aircraft maintenance, ground facilities, baggage handling
and personnel training. The Company will likely need to enter into similar
agreements in any new markets that it decides to serve. All of these agreements
are subject to termination after notice. The Company's reliance upon others to
provide essential services on behalf of the Company may result in relative
inability to control the efficiency, timeliness and quality of contract
services. Management expects that the Company will be required to rely on such
contractors for some time in the future.
Airport Access
The Company's markets are located primarily in the eastern United States. Access
to certain "slot" controlled airports (such as Reagan Washington's National, New
York's Kennedy and LaGuardia and Chicago's O'Hare) is limited, and the Company
may not be able to obtain or maintain access to such airports at an acceptable
cost. Any condition, which would deny or limit the Company's access to the
airports it serves or seeks to serve, may have a negative impact on the
Company's business.
Taxation Affecting Air Fares
Recent legislation has imposed taxes on domestic airline transportation equal to
segment charge (currently $2.00 to be increased to $3.00 by 2003) plus 7.5% of
the ticket price. These taxes will likely have a greater effect on leisure
travelers. Since the Company relies to a large extent on leisure travelers, such
a tax increase may affect the Company to a greater extent than the Company's
competitors who rely more heavily on business travelers.
17
<PAGE>
Employee Relations
For a discussion of certain risks presented by the possible unionization of
employee groups not currently represented by unions, see "Business --Employees"
in Item 1 of this Annual Report.
Unauthorized Parts
The Company has heavy aircraft maintenance as well as engine and component
overhauls performed by FAA approved contract maintenance providers. Each of the
contractors as well as the Company, has procedures in place to ensure the use of
authorized materials during the performance of maintenance. Nevertheless, a risk
exists that through fraud or negligence unauthorized parts could be used on any
air carrier's aircraft including those of the Company.
18
<PAGE>
ITEM 2. PROPERTY
--------
OPERATING AIRCRAFT FLEETS
Owned and leased aircraft operated by the Company as of December 31, 1998
included:
<TABLE>
<CAPTION>
Average Average
No. of Operating Age
Aircraft Type Seats Owned Leased Total (Years)
- ------------- ------- ----- --------- ----- -------
<S> <C> <C> <C> <C> <C>
McDonnell Douglas DC9-30 106 40 - 40 29.1
Boeing 737-200 119 4 6 10 22.8
-- - -- -----
Total 44 6 50 27.84
-- - -- -----
</TABLE>
For information concerning the estimated useful lives, residual values, lease
terms, operating rent expense and firm orders on additional aircraft, see Notes
1, 3 and 5 to the consolidated financial statements.
As of December 31, 1998, 34 of the Company's owned aircraft were encumbered
under debt agreements.
The Company is expecting to take delivery of the B717 beginning in September,
1999. These aircraft will be used to replace the nine B737s currently in
operation. The Company returned one B737 back to the lessor in January 1999.
The lease expirations for Airtran's aforementioned leased aircraft as of
December 31, 1998 were as follows:
<TABLE>
Aircraft Type 1999 2000 2001 2002 2003 and
Thereafter
- ----------------- ------------ ------------ ------------ ------------ -------------
<S> <C> <C> <C> <C> <C>
Boeing 737-200 4 - - 1 1
</TABLE>
GROUND FACILITIES
The Company's principal executive offices are located two miles from the Orlando
International Airport in a leased facility consisting of approximately 34,000
square feet of office space. The facility houses the executive offices of the
Company as well as the Company's operations staff (including in-flight
operations and station operations), general administrative staff, computer
systems and personnel training facility. The lease agreement for this facility
expires in the year 2007 and may be extended an additional ten years through the
exercise of options in five-year increments.
19
<PAGE>
The Company owns an aircraft hangar of approximately 70,000 square feet at the
Orlando International Airport, subject to a ground lease with the Greater
Orlando Aviation Authority. The lease agreement for this facility expires in the
year 2011 and may be extended an additional ten years through the exercise of
options in five-year increments. The hangar houses a portion of the Company's
maintenance staff, maintenance records and parts inventory.
The Company leases 19,739 square feet of office space in Atlanta for use as a
reservations center under a lease that expires September 30, 1999. The Company
also leases approximately 15,000 square feet of space in Atlanta for use as a
training center under a lease that expires August 31, 1999. The Company
currently intends to renew both of these leases during 1999.
The Company has signatory status on a lease facility at Atlanta Hartsfield
International Airport, which expires in the year 2010. The Company also leases
a 13,028 square feet reservations center in Savannah, Georgia, which expires in
January 2000.
The check-in-counters, gates and airport office facilities at each of the
airports the Company serves are leased from the appropriate airport authority or
subleased from other airlines. Such arrangements may include baggage handling,
station operations, cleaning and other services.
If such facilities at any additional cities to be served by the Company are not
available to the Company at acceptable rates, or if such facilities become no
longer available to the Company at acceptable rates, then the Company may choose
not to service such markets.
ITEM 3. LEGAL PROCEEDINGS
-----------------
Several stockholder class action suits have been filed against the Company and
certain of its present and former executive officers and Directors
("Defendants"). These suits have been consolidated into a single action (In re
-----
ValuJet, Inc.). The consolidated lawsuit is based on allegedly misleading
- -------------
public statements made by the Company or omission to disclose material facts in
violation of federal securities laws. Class certification has been granted for
all purchasers of stock in the Company during the period beginning in June 1995
and ending on June 18, 1996. The Company entered into a Memorandum of
Understanding to settle the consolidated lawsuit with attorneys representing the
certified class on December 31, 1998. Although the Company denies that it has
violated any of its obligations under the federal securities laws, it has agreed
to pay $2.5 million in cash and $2.5 million in common stock in the settlement,
which is subject to certain conditions. In the event the settlement is not
approved, discovery under the lawsuit would likely be revived. There can be no
assurance that the Company will not sustain material liability under such or
related lawsuits in the event the settlement is not approved.
Numerous lawsuits have been filed against the Company seeking damages
attributable to the deaths of those on Flight 592. Approximately 100 such
lawsuits have been filed against the Company. Most of the cases were initially
removed to the federal court. That court, however, remanded the majority of the
actions to the state courts from which they originated and retained jurisdiction
over only seven cases. As a consequence, most of the cases are proceeding in
state courts in Florida, Georgia, Texas and Missouri. The Company's insurance
carrier has assumed
20
<PAGE>
defense of all of these suits under a reservation of rights against third
parties and the Company and has settled and paid approximately 93 claims as of
March 10,1999,and is pursuing settlements in the balance of the claims. As all
claims are handled independently by the Company's insurance carrier, the Company
cannot reasonably estimate the amount of liability that may finally exist. As a
result, no accruals for losses and the related claim for recovery from the
Company's insurance carrier have been reflected in the Company's financial
statements. In the remaining lawsuits, SabreTech has been named as a co-
defendant as a result of the role that it played in the accident. The Company
maintains a $750 million policy of liability insurance per occurrence. The
Company believes that the coverage will be sufficient to cover all claims
arising from the accident.
In November 1997, the Company filed a suit in the Circuit Court of St. Louis
County, Missouri against SabreTech and its parent corporation (Sabreliner
Corporation), seeking to hold SabreTech responsible for the accident involving
Flight 592. SabreTech is the maintenance contractor who delivered oxygen
generators without safety caps and in a mislabeled box for shipment aboard
Flight 592. The oxygen generators are believed to have caused or contributed to
the fire that resulted in the accident. The complaint seeks indemnification
against losses attributable to the lawsuits referred to above and other damages
that the Company suffered as a result of the accident. The Court has ordered
this case to trial on April 5, 1999.
In May 1997, SabreTech filed a Complaint for declaratory judgment and other
relief against the Company in the United States District Court Southern District
of Florida, Miami Division. The action seeks a determination that SabreTech is
not liable to the Company for the accident involving Flight 592 as a result of
language contained in certain of the contracts between the parties and that the
Company is liable to SabreTech for damages that it has suffered. On February
23, 1999, the court stayed this action pending the resolution of the Missouri
State Court action.
In May 1997, the State of Florida filed suit against the Company and its
insurers in the United States District Court for the Southern District of
Florida seeking recovery of costs incurred relating to the accident involving
Flight 592. In March 1999, the court granted the Company's motion to dismiss
this lawsuit.
The Department of Transportation, the National Transportation Safety Board, the
U.S. Attorney's Office in Atlanta, Georgia and Miami, Florida and certain state
agencies in Florida have launched several governmental inquiries and
investigations in connection with the loss of Flight 592. Although the Company
does not believe, based on information currently available to it, that such
investigations and inquiries will result in any finding of criminal wrongdoing
on its part, some of the investigations have not yet been concluded and the
possibility of such a finding cannot be ruled out. The Company may also be
assessed civil penalties in connection with the accident and/or the results of
ensuing investigations. Any such findings or penalties could be material. In
addition, it is possible that the Company could be indirectly affected by
negative publicity related to charges of wrongdoing, if any, against others
acting on behalf of the Company at the time of the accident.
21
<PAGE>
From time to time, the Company is engaged in other litigation arising in the
ordinary course of its business. The Company does not believe that any such
pending litigation will have a material adverse effect on its results of
operations or financial condition.
ITEM 4. SUBMISSION OF MATTERS TO VOTE OF SECURITY HOLDERS
-------------------------------------------------
None.
22
<PAGE>
PART II
ITEM 5. MARKET FOR REGISTRANT'S COMMON EQUITY AND RELATED STOCKHOLDER MATTERS
---------------------------------------------------------------------
MARKET INFORMATION
The Company's Common Stock, $.001 par value, is traded on the NASDAQ Stock
Market under the symbol "AAIR". Prior to November 18, 1997, the Company's
Common Stock was traded under the symbol "VJET". As of March 9, 1999, there
were approximately 5,501 holders of record of the Company's Common Stock. The
following table sets forth the reported high and low sale prices for the Common
Stock for each fiscal quarter since January 1, 1997.
<TABLE>
<CAPTION>
Fiscal year ended December 31, 1997 High Low
- ----------------------------------- ---- ---
<S> <C> <C>
Quarter Ending March 31, 1997 $8.75 $6.13
Quarter Ending June 30, 1997 $8.00 $6.25
Quarter Ending September 30, 1997 $7.84 $4.75
Quarter Ending December 31, 1997 $6.25 $3.50
Fiscal year ended December 31, 1998 High Low
- ----------------------------------- ---- ---
<S> <C> <C>
Quarter Ending March 31, 1998 $8.06 $3.00
Quarter Ending June 30, 1998 $9.44 $6.75
Quarter Ending September 30, 1998 $8.12 $3.88
Quarter Ending December 31, 1998 $4.47 $2.13
</TABLE>
As of March 9, 1999, the closing price of the Common Stock was $3.28.
DIVIDENDS
No cash dividends have ever been declared by the Company on its Common Stock. In
addition, the Company's debt indentures restrict the Company's cash dividends.
The Company intends to retain earnings to finance the development and growth of
its business. Accordingly, the Company does not anticipate that any dividends
will be declared on its Common Stock for the foreseeable future. Future
payments of cash dividends, if any, will depend on the Company's financial
condition, results of operations, business conditions, capital requirements,
restrictions contained in agreements, future prospects and other factors deemed
relevant by the Company's Board of Directors.
23
<PAGE>
ITEM 6. SELECTED FINANCIAL DATA
-----------------------
The information required by this item is as follows:
<TABLE>
<CAPTION>
(in thousands except per share data)
1998(a)(b) 1997(c)(d) 1996(d) 1995 1994
--------------------------------------------------------------------
<S> <C> <C> <C> <C> <C>
Operating revenues $439,307 $211,456 $219,636 $367,757 $133,901
Net income (loss) (40,738) (96,663) (41,469) 67,763 20,732
Basic (loss) earnings per share (0.63) (1.72) (0.76) 1.24 0.51
Diluted (loss) earnings per share (0.63) (1.72) (0.76) 1.13 0.46
Total assets 376,406 433,864 417,187 346,741 173,039
Long-term debt including
current maturities 245,994 250,712 244,706 109,038 46,965
</TABLE>
Notes:
a) Effective January 1,1998 the Company revised the salvage value and lives of
its DC9 fleet and related equipment. The effect of this change for the year
ended December 31, 1998 was to increase income by approximately $12
million.
b) Includes a $27.5 million impairment loss related to the acceleration of the
retirement of its four owned Boeing 737 ("B737") aircraft as a result of
the elimination of their original route system and continued operating
losses upon their redeployment to other routes.
c) Includes a $5.2 million charge to earnings for the renaming of the airline
in connection with the merger with Airways Corp. in November, 1997
d) Includes a $24.8 million and a $68 million charge to earnings in 1997 and
1996, respectively, related to the shutdown of the airline in 1996.
ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS
-----------------------------------------------------------------------
OF OPERATIONS
- --------------
As a result of the accident, the ensuing extraordinary review of the Company's
operations by the FAA, the suspension of operations in June 1996, and related
consequences, the Company's results for periods prior to May 11, 1996 are not
necessarily reflective of the results to be expected in future periods. The
Company's operations for 1996 and 1997 are also not reflective of results to be
expected in future periods. This comes as a result of the suspension of
operations for a significant portion of 1996, reduced service levels during the
fourth quarter of 1996 and during the year of 1997, incremental costs incurred
to reinitiate service to certain markets and to reactivate aircraft taken out of
service during the suspension of operations, and the merger of Airways
Corporation into the Company in November 1997. The Company's financial results
include the operations of Airways Corporation only from and after November 17,
1997, the date of the Merger.
1998 COMPARED TO 1997
SUMMARY
The Company recorded a net loss of $40.7 million and $96.7 million for the years
ended December 31, 1998 and 1997, respectively. Included in the 1998 net loss is
an impairment charge of $27.5 million related to the B737 fleet. Also, included
in the 1997 net loss is a one-time charge of $30.1 million related to rebranding
and shutdown costs. Excluding the charges, operating costs per available seat
miles ("ASM") decreased 16.0% from 9.4 cents to 7.9 cents primarily due to the
Company's continued increase in service levels. During 1998, both ASMs and
revenue
24
<PAGE>
passengers enplaned increased to 5.4 billion and 5.5 million, respectively, as
compared to 3.0 billion and 3.0 million for 1997, respectively.
OPERATING REVENUES
Total operating revenues in 1998 were $439.3 million as compared to $211.5
million for the year ending December 31, 1997. The 107.8% increase is primarily
due to the 81.7% increase in revenue passengers enplaned and a 3.1% increase in
yield (the average amount that a passenger pays to fly one mile) from 12.6 cents
to 13.0 cents. However, the Company is currently experiencing aggressive,
competitive pressures that could negatively impact future load factors and
yields which could ultimately negatively impact the Company's operating
revenues.
OPERATING EXPENSES
Flight operations include all expenses related directly to the operation of the
aircraft other than aircraft fuel, maintenance expenses and passenger services
expenses. Flight operations expenses were higher for the year ended December
31, 1998 than 1997 primarily due to the 80.3% increase in ASMs. The Company
also reached an agreement with the union representing its pilots, the National
Pilots Association, during 1998 that included a 10% pay increase effective May
1998.
Aircraft fuel expenses include both the direct costs of the fuel as well as the
cost of delivering fuel into the aircraft. Fuel expense increased 47.4%
primarily due to the increase in consumption offset by a 21.7% decrease in price
per gallon in 1998 from 69.0 cents per gallon to 54.0 cents per gallon.
Maintenance expenses include normal recurring maintenance performed during the
year as well as all administrative costs of the maintenance department.
Maintenance expenses in 1998 increased 25.1% due to a higher volume in required
heavy checks and engine overhauls resulting from an increase in the number of
operating aircraft from 44 at December 31, 1997 to 50 at December 31, 1998.
Station operations expenses include all expenses incurred at the airports, as
well as station operations administration and liability insurance. Station
operations expenses were higher due to the 80.3% increase in capacity.
Passenger services expenses include flight attendant wages, training, overnight
expenses and catering costs. Passenger service cost in 1998 increased 118.2%
again due to expanded capacity and costs incurred related to preparations for
threatened flight attendant labor actions. During 1998, the Company negotiated a
new contract with the union representing its flight attendants, the Association
of Flight Attendants, that included 10% pay increase effective October 1998.
Sales and reservations expenses include all of the costs related to recording a
sale or reservation. These expenses include wages and benefits for
reservationists, rent, telecommunication charges, credit card fees, ARC
processing fees and travel agency commissions. Sales and reservations expenses
increased due to the increase in commissionable sales and the increase in
passenger
25
<PAGE>
volume.
Effective January 1, 1998 the Company revised the salvage value and lives of its
DC9 fleet and related equipment. The revised salvage values of the Company's DC9
fleet ranges from approximately $434,000 to $2,614,000 per aircraft. The effect
of this change for the year ended December 31, 1998, was to increase income by
approximately $12 million or $0.19 per share on a diluted basis. These estimates
more accurately reflect management's expectations of estimated fair values at
the anticipated dates of disposal.
In the fourth quarter of 1998, the Company decided to accelerate the retirement
of its four owned Boeing 737 ("B737") aircraft as a result of the elimination of
their original route system and continued operating losses upon their
redeployment to other routes. The B737's will be replaced with B717 aircraft.
In connection with its decision to accelerate the retirement of these aircraft,
which were acquired in the Airways Merger, the Company performed an evaluation
to determine, in accordance with Statement of Financial Accounting Standards
("SFAS") No. 121, whether future cash flows (undiscounted and without interest
charges) expected to result from the use and eventual disposition of these
aircraft would be less than the aggregate carrying amount of these aircraft and
related assets and an allocation of cost in excess of net assets acquired
resulting from the Airways Merger. SFAS No. 121 requires that when a group of
assets being tested for impairment was acquired as part of a business
combination that was accounted for using the purchase method of accounting, any
cost in excess of net assets acquired that arose as part of the transaction must
be included as part of the asset grouping. As a result of the evaluation,
management determined that the estimated future cash flows expected to be
generated by these aircraft would be less than their carrying amount and
allocated cost in excess of net assets acquired, and therefore these aircraft
are impaired as defined by SFAS No. 121. Consequently, the original cost basis
of these assets were reduced to reflect the fair market value at the date the
decision was made, resulting in a $27,492,000 impairment loss. The Company
considered recent transactions and market trends involving similar aircraft in
determining the fair market value. See Note 11 to the consolidated financial
statements.
NON-OPERATING EXPENSES
Interest expense, net, increased $4.5 million primarily due to the decrease in
interest income earned from excess cash (cash and cash equivalents decreased
from $86.0 million at December 31, 1997 to $10.9 million at December 31, 1998).
The Company has not recognized any benefit from the future use of operating loss
carryforwards because management's evaluation of all the available evidence in
assessing the realizability of the tax benefits of such loss carryforwards
indicates that the underlying assumptions of future profitable operations
contain risks that do not provide sufficient assurance to recognize such tax
benefits currently. The Company's income tax benefit was $0 and $22.8 million in
1998 and 1997 respectively. The benefit recorded in 1997 was the result of
operating loss carryback claims.
26
<PAGE>
1997 COMPARED TO 1996
SUMMARY
The Company recorded a net loss of $96.7 million and $41.5 million for the years
ended December 31, 1997 and 1996, respectively. Included in the 1997 and 1996
net losses are shutdown costs of $24.8 million and $68.0 million, respectively.
Also included in the 1997 loss is $5.2 million of rebranding expenses related to
the renaming of the airline. Operating expenses increased significantly due to
inefficiencies generated from restarting operations.
OPERATING REVENUES
Total operating revenues in 1997 were $211.5 million as compared to $219.6
million for the year ended December 31, 1996. The 3.7% decrease is primarily due
to a 7.4% decrease in load factor. The Company flew 3.0 billion ASMs in 1997 as
compared to 2.7 billion ASMs in 1996. The Company's load factors for 1997 and
1996 were 52.9% and 57.1%, respectively. The lower load factors in 1996 and 1997
were due in part to the 1996 accident and ensuing circumstances. Due to the
eight-month lapse of the 10% excise tax during 1996, the Company's average fare
in 1996 was $69.81 compared to $66.85 in 1997.
OPERATING EXPENSES
Flight operations expenses were higher for the year ended December 31, 1997,
than 1996, due to an 11% increase in ASMs, a substantial increase in the cost of
hull insurance effective October 1996, and the Company's change in compensation
structure in September 1996. The change in compensation structure reduced the
percentage of compensation represented by bonuses and shifted the cost to base
pay.
Fuel increased 4.5% due to a 6.6% increase in consumption offset by a 2.9%
decrease in price from 71.0 cents per gallon to 69.0 cents per gallon.
Maintenance expenses in 1997 were higher than 1996 primarily due to an increase
in the number of operating aircraft from 15 at December 31, 1996 to 44 at
December 31, 1997, which resulted in more check lines.
Station operations expenses were higher, on a per ASM basis, for the year ended
December 31, 1997, than in 1996, largely due to the suspension of operations and
inefficiencies generated from restarting operations in 1996. Many of the station
facilities were not fully utilized during the fourth quarter of 1996 and during
a portion of 1997 due to the limited operations. Of the 31 stations operated by
the Company prior to its suspension of operations, 15 were restarted during 1996
and eight during 1997. Certain facility rental expenses related to non-operating
stations as a result of the suspension of operations are included in shutdown
and other nonrecurring expenses. Other factors contributing to a higher 1997
station operations expense were an increase in insurance costs as of October 1,
1996 and an approximate 5% increase in labor rates. Certain station operations
administrative costs were also incurred during the suspension of operations in
1996 with no ASMs being generated over which to spread these costs.
27
<PAGE>
Marketing and advertising expenses were higher in 1997 as a percentage of
revenue, compared to 1996. This was due to the aggressive marketing campaign in
the fourth quarter of 1997 to introduce the Company's new business class product
combined with a cost reduction effort in 1996 after the accident.
Sales and reservations expenses, as a percentage of revenue, increased in 1997
to 9.0% of revenues as compared to 8.4% for 1996, due to the fact that the
Company joined the Airline Reporting Corporation (ARC) in September 1997 to
process all of its ARC member travel agency bookings.
General and administrative expenses include the wages and benefits for the
Company's executive officers and various other administrative personnel. Also
included are costs for legal expenses, bad debts, accounting and other
miscellaneous expenses. General and administrative costs for 1997 decreased
10.5% from 1996 due to significantly reduced legal fees.
Depreciation expense includes depreciation on aircraft and ground equipment.
Start-up and route development costs are expensed as incurred. Depreciation
expense for the year ended December 31, 1997 was higher than 1996 due to the
return to operating status of aircraft which were previously idled or held for
disposition and due to additional capital spending primarily to purchase and
install hush kits to meet Stage 3 noise requirements. Depreciation on idled
aircraft, as a result of the suspension of operations and reduced operations,
was recorded in shutdown and other nonrecurring expenses. All of these aircraft
were reactivated during 1997. During 1996, the Company made the decision to
ground and dispose of certain idled aircraft. Subsequent to the decision to
sell or lease out such aircraft, no depreciation was recorded on those aircraft
held for sale. During 1997, as a result of the Merger, the Company's management
decided to return these aircraft to service. The aircraft were reclassified to
flight equipment and will continue to be depreciated over their remaining useful
lives.
Shutdown and other non-recurring expenses in 1997 and 1996 include costs
associated with the loss of Flight 592, excess operating costs related to the
reduced schedule from May 19, 1996 to June 17, 1996, the suspension of
operations from June 17, 1996 to September 29, 1996, and the reduced schedule
from September 30, 1996 to December 31, 1997. Such costs consisted of expenses
directly related to the accident and the ensuing extensive FAA review of the
Company's operations including legal fees, payments to the FAA, related
inspection costs and maintenance in excess of normal operating maintenance. In
addition, depreciation on grounded aircraft in 1996 and 1997, rental of
abandoned or idled facilities and costs of personnel idled as a result of the
reduced and suspended operations from May 1996 through December 1997 are
included in shutdown and other nonrecurring expenses. Personnel costs include
full wages, salaries and benefits that were provided to idled employees during
the reduction and suspension of operations. The 63.5% decrease in shutdown and
other nonrecurring expenses is primarily due to the resumption of operations in
September 1996 and the related increasing service levels.
28
<PAGE>
These costs consist of the following (in thousands):
<TABLE>
<CAPTION>
Year ended December 31,
1997 1996
---- ----
<S> <C> <C>
Maintenance $15,380 $27,750
Legal and other 6,318 16,181
Depreciation 3,141 11,054
Facilities rental - 6,114
Wages, salaries and benefits,
excluding maintenance - 4,895
FAA remediation - 2,000
------- -------
$24,839 $67,994
------- -------
</TABLE>
No accrual was provided for costs to be incurred in future periods related to
aircraft depreciation, maintenance and rental costs associated with
temporarily idled facilities as such costs were recognized as they were
incurred.
During 1997, the Company recorded a $5.2 million charge related to the renaming
of the airline. The rebranding expenses emanated from the merger with Airways
Corporation, the parent company of AirTran Airways, Inc., which was announced in
July and consummated in November 1997 and the Company's decision to change the
name of its operating subsidiary to "AirTran Airlines" in September 1997. These
costs primarily include changing the signage, uniforms, information systems and
advertising.
NON-OPERATING EXPENSES
Net interest expense increased 21.6% in 1997 due to the issuance of $80.0
million, 10.5% Senior Secured Notes due 2001 to refinance previous outstanding
debt and due to reduced interest income as a result of reduced cash available
for investment. During 1996, interest expense exceeded interest income by
approximately $14.5 million due to increasing debt levels attributable to the
acquisition of aircraft and the completion of the issuance of $150.0 million of
10.25 % Senior Notes due 2001.
The Company's effective tax rate was 19% and 37% in 1997 and 1996 respectively.
The Company's 1997 income tax benefit of $22.8 million was the result of
operating loss carryback claims. At December 31, 1997, the Company did not
recognize any benefits from the future use of net operating loss carryforwards.
YEAR 2000
The Year 2000 issue is the result of computer programs being written using two
digits rather than four to define the applicable year. Any computer programs or
hardware that have date-sensitive software or embedded chips may recognize a
date using "00" as the year 1900 rather than the
29
<PAGE>
year 2000. This could result in a system failure or miscalculations causing
disruptions of operations, including, among other things, a temporary inability
to process transactions or engage in normal business activities.
The Company's internal computer software and computerized operating systems were
developed in conjunction with the commencement of the Company's business in 1993
and were designed to take into consideration the Year 2000 issue. Additionally,
the Company has implemented a Year 2000 compliance program to ensure that the
Company's computer systems and applications will perform properly beyond 1999.
In addition to the internal review, the Company has received assurance from its
significant computer system vendors that their applications are Year 2000
compliant.
The Company's business relies on government agencies and other third parties
(e.g., Department of Transportation, Federal Aviation Administration, airport
authorities and data suppliers). The ability of third parties upon which the
Company relies to adequately address their Year 2000 issues is outside the
Company's control. However, the Company has begun a program to assess the
Year 2000 readiness of these parties. Based upon the results of this assessment,
the Company will develop contingency plans as deemed necessary. The Company
cannot reasonably estimate the magnitude of the impact on the Company of the
Year 2000 problems that may be experienced by any of these parties. However, the
impact of any such problems could have a material adverse effect on the
Company's results of operations, financial condition and cash flow.
The Company currently has a team dedicated to identifying, evaluating and
resolving the Company's potential Year 2000 issues. The Company's Year 2000
program includes five phases: inventory, assessment, remediation, testing and
implementation. The inventory phase will allow the Company to evaluate current
equipment conditions and readiness for the Year 2000 transition. In the next
phase, assessment, the Company will determine based on the information gathered
during inventory, what, if any, upgrades/enhancements are necessary to meet the
compliance requirements. Remediation will provide a forum to develop solutions
to non-Year 2000-compatible equipment, systems, or software. The testing phase
will provide a "laboratory-type" environment for troubleshooting potential
problems and situations once the Year 2000 transition begins. The testing phase
will be the most critical in that all possible worst-case scenarios must be
addressed and procedures for handling these scenarios as they arise must be
developed and tested. Once inventory, assessment, remediation and testing phases
are complete, the Company will implement the Year 2000 program.
The Company has not yet completed all necessary phases of the Year 2000 program.
In the event that the Company does not complete any additional phases of the
Year 2000 program or outside vendors and third parties are not Year 2000
compliant by December 31, 1999, the most reasonable worst case scenario would be
a reduction or suspension of operations, which could have a material impact on
the Company's business or consolidated financial statements. In addition,
disruptions in the economy generally resulting from Year 2000 issues could also
materially adversely affect the Company. The Company could be subject to
litigation for computer systems failure, for example, equipment shutdown or
failure to properly date business
30
<PAGE>
records. The amount of potential liability and lost revenue cannot be reasonably
estimated at this time.
The Company expects to have substantially completed all phases of its Year 2000
program by June 30,1999, which will leave six months for additional internal
testing and troubleshooting prior to 2000. The Company is approximately 80%
complete with the assessment relating to Information Technology ("IT"). With
respect to IT systems that are known to have required remediation, approximately
20% of such systems have been remediated, tested and implemented and are
currently Year 2000 compliant. Based on the results of the Company's Year 2000
program, the Company will develop contingency plans as necessary.
Costs associated with the Year 2000 program (excluding costs relating to capital
improvements to IT systems that are not directly related to re-mediating Year
2000 problems in such systems) are being expensed as incurred. Funding for the
program is being provided through the Company's operating cash flows. To date
the Company has spent approximately $30,000 in connection with the Year 2000
program and expects to spend an additional $500,000 to complete the program. The
cost of the Company's Year 2000 project and the date on which the Company
believes it will be completed are based on management's best estimates and
include assumptions regarding third-party modification plans. However, due
primarily to the potential impact of third-party modification plans, there can
be no assurance that these estimates will be achieved and actual results could
differ materially from those anticipated.
PROPOSED LEGISLATION
Congress is currently reviewing three bills specifically related to air
transportation and passenger rights. Several recent events surrounding airline
passenger handling have prompted these proposals. In brief, the three proposals,
the Airline Passenger Fairness Act, the Airline Passenger Bill of Rights and
the Passenger Entitlement and Competition Enhancement Act, seek legislation to
protect the traveling public. The objectives of these acts are to: 1) provide
consumers with a basic expectation of fair treatment from airlines; 2) encourage
better service by airlines and make airlines more responsible for their
passengers; and 3) ensure protection for passengers from anti-competitive market
concentrations in the airline industry. To the extent legislation is enacted
that would hinder AirTran's flexibility with fares and customer service
operations, AirTran's financial results could be adversely affected.
LIQUIDITY AND CAPITAL RESOURCES
The Company relies primarily on its operating cash flow to provide working
capital. The Company has no lines of credit or other facilities. As of
December 31, 1998, the Company had cash and cash equivalents of $10.9 million
compared to $86.0 million at December 31, 1997 and a working capital deficit of
$30.8 million compared to working capital of $25.9 million at December 31, 1997.
The Company generally must satisfy all of its working capital expenditure
requirements from cash provided by operating activities, from external capital
sources or from the sale of assets. Substantial portions of the Company's
assets have been pledged to secure various issues of outstanding indebtedness of
the Company. To the extent that the pledged assets are sold, the applicable
financing agreements generally require the sale proceeds to be applied
31
<PAGE>
to repay the corresponding indebtedness. To the extent that the Company's access
to capital is constrained, the Company may not be able to make certain capital
expenditures or to continue to implement certain other aspects of its strategic
plan, and the Company may therefore be unable to achieve the full benefits
expected therefrom. Based on the favorable economic conditions of the US airline
industry, the Company expects to be able to generate positive working capital
through its operations; however, since the airline industry is cyclical, we
cannot predict whether the current favorable trends and conditions will
continue.
For the year ended December 31, 1998, operating activities used $6.0 million in
cash flow. Investing activities used cash of $66.3 million primarily related to
the acquisition of hush kits and Boeing 717-200 advance purchase deposits.
Financing activities used cash of $2.8 million as a result of obtaining $6.1
million in financing for the purchase of spare engines and $1.9 million provided
by the exercise of stock options, offset by $10.8 million in scheduled long-term
debt payments.
As of December 31, 1998, the Company's operating fleet consisted of 40 McDonnell
Douglas DC9-30 aircraft and 10 Boeing 737-200 aircraft. The Company currently
leases one DC9-30 aircraft to another carrier.
The Company has contracted with Boeing (successor to McDonnell Douglas) for the
purchase of 50 Boeing 717-200 aircraft, at a cost of approximately $1.0 billion
(subject to adjustments for inflation), for delivery in 1999 to 2002. During the
third quarter of 1998, the Company reached an agreement with Boeing to defer the
remaining progress payments until the first delivery which is expected in
September 1999. There can be no assurance that cash provided by operations will
be sufficient to meet the progress payments for the Boeing 717-200's beginning
again after September 1999. If the Company exercises its option to acquire up to
an additional 50 Boeing 717-200 aircraft, additional payments could be required
beginning in 2002. The Company expects to finance at least 80% of the cost of
each of these aircraft. Although Boeing has agreed to provide support with
respect to the financing of aircraft to be acquired, the Company will be
required to obtain the financing from other sources. The Company believes that
with the support to be provided by Boeing, aircraft related debt financing
should be available when needed. However, there is no assurance that the Company
will be able to obtain sufficient financing on attractive terms. If it is unable
to secure acceptable financing, the Company could be required to modify its
aircraft acquisition plans or to incur higher than anticipated financing costs,
which could have a material adverse effect on the Company's results of
operations and cash flows.
The Company's compliance with Stage 3 noise requirements will require additional
capital expenditures over the next year. As of December 31, 1998, 75% of the
Company's aircraft were Stage 3 compliant. By December 31, 1999, full compliance
is required. The Company intends to meet its Stage 3 noise requirement
obligations by installing hush kits on Stage 2 aircraft, disposing of Stage 2
aircraft and by acquiring or leasing Stage 3 aircraft. The Company expects that
FAA certified hush kits will cost approximately $7.5 million in total for all
aircraft to be hushed in 1999. The Company may be able to finance a portion of
the cost of these hush kits and plans to make the balance of payments on these
hush kits out of its working capital. The Company
32
<PAGE>
expects to pay the debt service on such loans out of cash flow generated from
operations during the term of the financing.
As of December 31, 1998, the Company's debt related to asset financing totaled
$96.0 million, with respect to which the Company's aircraft and certain other
equipment are pledged as security. Included in such amount is $80.0 million of
the Company's 10.5% Senior Secured Notes due 2001 under which interest is
payable semi-annually. In addition, the Company has $150 million of 10.25%
Senior Unsecured Notes outstanding. The principal balance of the Senior Notes is
due in 2001 and interest is payable semi-annually. All of the Company's debt has
final maturities ranging from 1999 to 2002 with scheduled debt payments as
follows: 1999--$8.9 million, 2000--$ 5.6 million, 2001--$ 230.7 million, 2002--
$0.5 million and 2003--$0.2 million.
Certain debt bears interest at fixed rates ranging from 5.85% to 13.00% per
annum and is repayable in consecutive monthly or quarterly installments over a
four- to seven-year period. Certain other notes with an aggregate unpaid
principal balance of approximately $4.1 million as of December 31, 1998, have a
variable rate of interest based on the London Interbank Offered Rate (LIBOR)
plus 1.75% to 3.75%.
Numerous lawsuits have also been filed against the Company seeking damages
attributable to the deaths of those on Flight 592, and additional lawsuits are
expected. The Company's insurance carrier has assumed defense of these lawsuits
under a reservation of rights. As all claims are handled independently by the
Company's insurance carrier, the Company cannot reasonably estimate the amount
of liability that might exist. As a result, no accruals for losses or the
related claim for recovery from the Company's insurance carrier have been
reflected in the Company's financial statements. The Company maintains $750
million of liability insurance per occurrence with a major group of independent
insurers that provide facilities for all forms of aviation insurance for many
major airlines. The Company believes, based on the information currently
available to it, that such coverage is sufficient to cover claims associated
with this accident and that the insurers have sufficient financial strength to
pay claims. However, there can be no assurance that the total amount of
judgments and settlements will not exceed the amount of insurance available
thereof or that all damages awarded will be covered by insurance.
NEW ACCOUNTING STANDARDS
In June 1998, the FASB issued SFAS No. 133, Accounting for Derivative
Instruments and Hedging Activities. SFAS No. 133 establishes accounting and
reporting standards for derivative instruments and for hedging activities. SFAS
No. 133 is effective for periods beginning after June 15, 1999. The Company is
currently evaluating SFAS No. 133 and has not yet determined its impact on the
consolidated financial statements. SFAS No. 133 would have had no impact on the
consolidated financial statements for the year ended December 31, 1998.
FORWARD-LOOKING STATEMENTS
The statements that are contained in this Report, that are not historical facts,
are "forward-looking statements" which can be identified by the use of forward-
looking terminology such as "expects", "intends", "believes" or the negative
thereof or other variations thereon or comparable
33
<PAGE>
terminology. Management wishes to caution the reader that the forward-looking
statements contained in this Report are only estimates or predictions and
regarding such matters are not historical facts. Such statements include, but
are not limited to: the Company's ability to regain profitability and to
generate working capital from operations; the impact of pending legislation; the
Company's ability to become Year 2000 compliant and the timing and cost thereof;
the Company's ability to finance the acquisition of aircraft and hush kits; the
adequacy of the Company's insurance coverage; and the results of pending
litigation or investigations. No assurance can be given that future results will
be achieved; actual events or results may differ materially as a result of risks
facing the Company or actual events differing from the assumptions underlying
such statements. Such risks and assumptions include, but are not limited to,
consumer demand and acceptance of services offered by the Company, the Company's
ability to achieve and maintain acceptable cost levels, fare levels and actions
by competitors, regulatory matters, general economic conditions, commodity
prices, changing business strategy and results of litigation. Additional
information concerning factors that could cause actual results to vary
materially from the future results indicated, expressed or implied in such
forward-looking statements is contained in the Company's Form 10-K for the year
ended December 31, 1998. All forward-looking statements made in connection with
this Report are expressly qualified in their entirety by these cautionary
statements. The Company disclaims any obligation to update or correct any of its
forward-looking statements.
BUSINESS STRATEGY
Eventhough the Company currently has no plans to do so, the Company may change
its business strategy in the future and may not pursue some of the goals and
initiatives stated herein.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
----------------------------------------------------------
MARKET RISK SENSITIVE INSTRUMENTS AND POSITIONS
The Company is subject to certain market risks including interest rates and
commodity prices (i.e., aircraft fuel). The adverse effects of changes in these
markets pose a potential loss as discussed below. The sensitivity analyses do
not consider the effects that such adverse changes may have an overall economic
activity nor do they consider additional actions management may take to mitigate
the Company's exposure to such changes. Actual results may differ. See the
notes to the consolidated financial statements for a description of the
Company's financial policies and additional information.
Interest Rates
As of December 31, 1998, the fair value of the Company's long-term debt was
estimated to be $175.3 million, based upon discounted future cash flows using
current incremental borrowing rates for similar types of instruments or market
prices. Market risk, estimated as the potential increase in fair value resulting
from a hypothetical one percent decrease in interest rates, was approximately
$4.2 million as of December 31, 1998.
34
<PAGE>
Aircraft Fuel.
The Company's results of operations are impacted by changes in the price of
aircraft fuel. Aircraft fuel accounted for 16.7% of the Company's operating
expenses (excluding impairment loss) in 1998. Based on the Company's 1999
projected fuel consumption, a one-cent change in the average price per gallon of
aircraft fuel would impact the Company's annual fuel expense by approximately
$1.3 million. On March 1, 1999, the Company entered into petroleum swap
contracts and jet fuel purchase commitments in order to manage the price risk
and utilization of fuel cost. This fuel hedging strategy could result in the
Company not fully benefiting from certain fuel price declines. As of March 1,
1999, the Company has hedged approximately 67% of its 1999 projected fuel
requirements. Prior to March 1, 1999, the Company had not entered into any
hedging contracts.
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
-------------------------------------------
The response to this Item is submitted as a separate section of this report.
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND
---------------------------------------------------------------
FINANCIAL DISCLOSURE
- --------------------
None.
35
<PAGE>
PART III
ITEM 10. DIRECTORS AND EXECUTIVE OFFICERS OF THE REGISTRANT
--------------------------------------------------
The information required by this Item is incorporated herein by reference to the
data under the heading "ELECTION OF DIRECTORS" in the Proxy Statement to be used
in connection with the solicitation of proxies for the Company's annual meeting
of Stockholders to be held May 20, 1999, which Proxy Statement is to be filed
with the Commission.
ITEM 11. EXECUTIVE COMPENSATION
----------------------
The information required by this Item is incorporated herein by reference to the
data under the heading "EXECUTIVE COMPENSATION" in the Proxy Statement to be
used in connection with the solicitation of proxies for the Company's annual
meeting of Stockholders to be held May 20, 1999, which Proxy Statement is to be
filed with the Commission.
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT
--------------------------------------------------------------
The information required by this Item is incorporated herein by reference to the
data under the heading "STOCK OWNERSHIP" in the Proxy Statement to be used in
connection with the solicitation of proxies for the Company's annual meeting of
Stockholders to be held May 20, 1999, which Proxy Statement is to be filed with
the Commission.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS
----------------------------------------------
The information required by this Item is incorporated herein by reference to the
data under the heading "CERTAIN TRANSACTIONS" in the Proxy Statement to be used
in connection with the solicitation of proxies for the Company's annual meeting
of Stockholders to be held May 20, 1999, which Proxy Statement is to be filed
with the Commission.
PART IV
ITEM 14. EXHIBITS, FINANCIAL STATEMENT SCHEDULES, AND REPORTS ON FORM 8-K
----------------------------------------------------------------
(a) 1. The response to this portion of Item 14 is submitted as a separate
section of this report.
2. The response to this portion of Item 14 is submitted as a separate
section of this report.
3. Filing of Exhibits:
Exhibit 23 - Consent of Independent Auditors
Exhibit 27 - Financial Data Schedule
(b) Reports on Form 8-K: None
(c) The following exhibits are filed herewith or incorporated by reference
as indicated.
36
<PAGE>
Exhibit numbers refer to Item 601 of Regulation S-K.
Exhibit No. And Description
- ---------------------------
3.1 Articles of Incorporation (1)
3.2 Bylaws (As amended on November 17, 1997) (18)
4.1 See the Articles of Incorporation filed as Exhibit 3.1 and Bylaws filed
as Exhibit 3.2
4.2 Agreement and Plan of Merger among the Registrant, ValuJet Airlines, Inc.
and VJET Acquisition, Inc. (1)
4.3 Plan of Reorganization and Agreement of Merger dated July 10, 1997,
between ValuJet, Inc. and Airways Corporation (2)
4.4 Plan of Merger dated July 10, 1997, between ValuJet, Inc. and Airways
Corporation (2)
4.5 Amendment to Plan of Reorganization and Agreement of Merger between
ValuJet, Inc. and Airways Corporation (2)
4.6 Amendment to Plan of Merger between ValuJet, Inc. and Airways Corporation
(2)
4.7 Indenture dated as of April 17, 1996, among the Company, its subsidiaries
and Bank of Montreal Trust Company, as Trustee (3)
4.8 First Supplemental Indenture dated August 26, 1996, among the Company,
its subsidiaries, Bank of Montreal Trust Company and Fleet National Bank
4.9 Second Supplemental Indenture dated August 5, 1997, among the Company,
its subsidiaries and State Street Bank and Trust (18)
4.10 Third Supplemental Indenture dated November 17, 1997, among the Company,
its subsidiaries and State Street Bank and Trust
4.11 Indenture dated August 13, 1997, among the Company, ValuJet Airlines,
Inc., its subsidiaries and The Bank of New York, as Trustee (4)
4.12 First Supplemental Indenture dated November 17, 1997, among the Company,
its subsidiaries and The Bank of New York
4.13 Registration Rights Agreement dated August 13, 1997, among the Company,
ValuJet Airlines, Inc. and UBS Securities, LLC. (4)
10.1 Incentive Stock Option Agreement dated June 1, 1993, between ValuJet
Airlines, Inc. and Lewis H. Jordan (5)(6)
10.2 ValuJet Airlines, Inc. 1993 Incentive Stock Option Plan (5)(6)
10.3 ValuJet Airlines, Inc. 1994 Stock Option Plan (5)(6)
10.4 Director Non-Compete Agreement dated May 18, 1994, between ValuJet
Airlines, Inc. and Don L. Chapman (5)(6)
10.7 ValuJet Airlines, Inc. 401(k) Plan Adoption Agreement (8)
10.8 ValuJet Airlines, Inc. 1995 Employee Stock Purchase Plan (9)
10.9 Purchase Agreement between McDonnell Douglas Corporation and ValuJet
Airlines, Inc. dated December 6, 1995. The Commission has granted
confidential treatment with respect to certain portions of this Agreement
(10)
10.10 Agreement and Lease of Premises Central Passenger Terminal Complex
Hartsfield Atlanta International Airport (10)
10.11 Consent Order in the Matter of ValuJet Airlines, Inc. with United States
Department of Transportation, Federal Aviation Administration (11)
10.12 ValuJet, Inc. 1996 Stock Option Plan (12)
10.13 Employment letter dated October 28, 1996, between ValuJet Airlines, Inc.
and D. Joseph Corr (6) (12)
10.14 Code Share Agreement dated September 24, 1997, between AirTran Airways,
Inc. and
37
<PAGE>
ValuJet Airlines, Inc (2)
10.15 Consulting Agreement dated November 17, 1997, between the Company and
Robert L. Priddy (6) (18)
10.16 Consulting Agreement dated November 17, 1997, between the Company and
Lewis H. Jordan (6) (18)
10.17 Airways Corporation 1995 Stock Option Plan (13)
10.18 Airways Corporation 1995 Directors Stock Option Plan (13)
10.19 Lease of headquarters in Orlando, Florida, dated November 14, 1995 (14)
10.20 Orlando International Lease and Use Agreement (15)
10.21 Orlando Tradeport Maintenance Hangar Lease Agreement by and between
Greater Orlando Aviation Authority and Page AvJet Corporation dated
December 11, 1989 (16)
10.22 Amendment No. 1 to Orlando Tradeport Maintenance Hangar Lease Agreement
by and between Greater Orlando Aviation Authority and Page AvJet
Corporation dated June 22, 1990 (16)
10.23 Agreement and Second Amendment to Orlando Tradeport Maintenance Hangar
Lease Agreement by and between Greater Orlando Aviation Authority and
AirTran Airways, Inc. dated January 25, 1996 (16)
10.24 Employment Agreement dated January 1, 1998, between AirTran Holdings,
Inc. and D. Joseph Corr (17)
10.25 Supplemental Agreement dated as of November 17, 1998, between the Company
and D. Joseph Corr
10.26 Employment Agreement dated as of January 4, 1999, between the Company and
Joseph B. Leonard
10.27 Loan Agreement dated as of January 25, 1999, among the Company, Lewis H.
Jordan, Robert L. Priddy, Timothy P. Flynn and Maurice J. Gallagher, Jr.
21 Subsidiaries of the Registrant
23 Consent of Independent Auditors
27 Financial Data Schedule
(1) Incorporated by reference to the Company's Registration Statement on Form
S-4, registration number 33-95232, filed with the Commission on August 1,
1995 and amendments thereto.
(2) Incorporated by reference to the Company's Registration Statement Form S-
4, registration number 333-33837, filed with the Commission on August 18,
1997 and amendments thereto.
(3) Incorporated by reference to the Company's Quarterly Report on Form 10-Q
for the quarter ended March 31, 1996, Commission File No. 0-26914, filed
with the Commission on May 3, 1996.
(4) Incorporated by reference to the Company's Registration Statement on Form
S-4, registration number 333-37487, filed with the Commission on October
9, 1997 and amendments thereto.
(5) Incorporated by reference to the Company's Registration Statement on Form
S-1, registration number 33-78856, filed with the Commission on May 12,
1994 and amendments thereto.
(6) Management contract or compensation plan or arrangement required to be
filed as an exhibit to this Report on Form 10-K pursuant to Item 14(c) of
Form 10-K.
(7) Incorporated by reference to the Company's Quarterly Report on Form 10-Q
for the quarter ended June 30, 1994, Commission File No. 0-24164, filed
with the Commission on August 4, 1994.
38
<PAGE>
(8) Incorporated by reference to the Company's Annual Report on Form 10-K for
the year ended December 31, 1994, Commission File No. 0-24164, filed with
the Commission on March 31, 1995 and amendment thereto.
(9) Incorporated by reference to the Company's Quarterly Report on Form 10-Q
for the quarter ended June 30, 1995, Commission File No. 0-24164, filed
with the Commission on August 11, 1995.
(10) Incorporated by reference to the Company's Annual Report on Form 10-K for
the year ended December 31, 1995, Commission File No. 0-26914, filed with
the Commission on March 29, 1996.
(11) Incorporated by reference to the Company's Quarterly Report on Form 10-Q
for the quarter ended June 30, 1996, Commission File No. 0-26914, filed
with the Commission on August 14, 1996.
(12) Incorporated by reference to the Company's Annual Report on Form 10-K for
the year ended December 31, 1996, Commission File No. 0-26914, filed with
the Commission on March 31, 1997.
(13) Incorporated by reference to Airways Corporation's Registration Statement
on Form S-4, registration number 33-93104, filed with the Commission.
(14) Incorporated by reference to Form 10-Q of Airways Corporation (Commission
File No. 0-26432) for the quarter ended December 31, 1995.
(15) Incorporated by reference to Form 10-Q of Airways Corporation (Commission
File No. 0-26432) for the quarter ended December 31, 1996.
(16) Incorporated by reference to Form 10-K of Airways Corporation (Commission
File No. 0-26432) for the year ended March 31, 1997.
(17) Incorporated by reference to the Company's Quarterly Report on Form 10-Q
for the quarter ended June 30, 1998, Commission File No. 0-26914, filed
with the Commission on August 14, 1998.
(18) Incorporated by reference to the Company's Annual Report on Form 10-K for
the year ended December 21, 1997, Commission File No. 0-26194, filed with
the Commission on March 27, 1998
(d) Financial Statement Schedules - The response to this portion of Item 14
is submitted as a separate section of this Report.
39
<PAGE>
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange
Act of 1934, the Registrant has duly caused this Report to be signed on its
behalf by the undersigned, thereunto duly authorized.
AIRTRAN HOLDINGS, INC.
By: /s/ Joseph B. Leonard
----------------------
Joseph B. Leonard
Chairman, President and Chief Executive Officer
Date: March 19, 1999
Pursuant to the requirements of the Securities Exchange Act of 1934, this Report
has been signed below by the following persons on behalf of the Registrant and
in the capacities and on the dates indicated:
/s/ Joseph B. Leonard March 19, 1999
- ---------------------------
Joseph B. Leonard
Chairman, President and Chief Executive Officer
/s/ David W. Lancelot March 19, 1999
- ---------------------------
David W. Lancelot
Vice President and Controller (Principal Accounting Officer)
/s/ Don L. Chapman March 19, 1999
- ---------------------------
Don L. Chapman
Director
- ---------------------------
John K. Ellingboe
Director
/s/ Lewis H. Jordan March 19, 1999
- ---------------------------
Lewis H. Jordan
Director
/s/ Robert L. Priddy March 19, 1999
- ---------------------------
Robert L. Priddy
Director
/s/ Robert D. Swenson March 19, 1999
- ---------------------------
Robert D. Swenson
Director
40
<PAGE>
ANNUAL REPORT ON FORM 10-K
ITEM 8, ITEM 14(a)(1) and (2), (c) and (d)
LIST OF FINANCIAL STATEMENTS AND FINANCIAL STATEMENT SCHEDULES
FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
CERTAIN EXHIBITS
FINANCIAL STATEMENT SCHEDULE
YEAR ENDED DECEMBER 31, 1998
AirTran Holdings, Inc.
Orlando, Florida
AirTran Holdings, Inc.
The following consolidated financial statements of AirTran Holdings, Inc. are
included in Item 8:
CONTENTS
<TABLE>
<S> <C>
Consolidated balance sheets - December 31, 1998 and 1997............ F-3
Consolidated statements of operations - Years ended
December 31, 1998, 1997, and 1996................................... F-5
Consolidated statements of stockholders' equity - Years ended
December 31, 1998, 1997, and 1996................................... F-6
Consolidated statements of cash flows - Years ended
December 31, 1998, 1997, and 1996................................... F-7
Notes to consolidated financial statements - December 31, 1998...... F-8
</TABLE>
The following consolidated financial statements schedule of AirTran Holdings,
Inc. is included in Item 14(d):
Schedule II - Valuation and qualifying accounts
All other schedules for which provision is made in the applicable accounting
regulation of the Securities and Exchange Commission are not required under the
related instructions or are inapplicable and therefore have been omitted.
F-1
<PAGE>
Report of Independent Auditors
The Stockholders and Board of Directors
AirTran Holdings, Inc.
We have audited the accompanying consolidated balance sheets of AirTran
Holdings, Inc. as of December 31, 1998 and 1997 and the related consolidated
statements of operations, stockholders' equity, and cash flows for each of the
three years in the period ended December 31, 1998. Our audits also included the
financial statement schedule listed in the index at Item 14(a). These financial
statements and schedule are the responsibility of the Company's management. Our
responsibility is to express an opinion on these financial statements and
schedule based on our audits.
We conducted our audits in accordance with generally accepted auditing
standards. Those standards require that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free of material
misstatement. An audit includes examining, on a test basis, evidence supporting
the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by
management, as well as evaluating the overall financial statement presentation.
We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in
all material respects, the consolidated financial position of AirTran Holdings,
Inc. at December 31, 1998 and 1997, and the consolidated results of its
operations and its cash flows for each of the three years in the period ended
December 31, 1998, in conformity with generally accepted accounting principles.
Also, in our opinion, the related financial statement schedule, when considered
in relation to the basic financial statements taken as a whole, presents fairly,
in all material respects, the information set forth therein.
/s/ ERNST & YOUNG LLP
Atlanta, Georgia
January 29, 1999
F-2
<PAGE>
Airtran Holdings, Inc.
Consolidated Balance Sheets
(In thousands, except share and per share data)
<TABLE>
<CAPTION>
December 31,
Assets 1998 1997
- ------- --------- ---------
<S> <C> <C>
Current assets:
Cash and cash equivalents $ 10,882 $ 86,025
Restricted cash 13,459 5,965
Accounts receivable, less allowance of $1,325 and $1,354 at
December 31, 1998 and 1997, respectively 12,084 5,660
Income tax receivable - 8,862
Inventory, less allowance for obsolescence of $4,259 and $1,325
at December 31, 1998 and 1997, respectively 11,486 11,650
Prepaid expenses 3,457 2,811
Other current assets 1,589 3,079
--------- ---------
Total current assets 52,957 124,052
Property and equipment:
Flight equipment 306,026 264,082
Other property and equipment 23,491 22,805
Less: Accumulated depreciation (97,626) (74,643)
--------- ---------
231,891 212,244
Purchase deposits for flight equipment 36,518 22,101
--------- ---------
268,409 234,345
Intangibles resulting from business acquisition 42,727 57,776
Debt issuance costs 6,956 9,863
Other assets 5,357 7,828
--------- ---------
Total assets $376,406 $433,864
========= =========
</TABLE>
See accompanying notes to consolidated financial statements. (Continued)
F-3
<PAGE>
Airtran Holdings, Inc.
Consolidated Balance Sheets
(In thousands, except share and per share data)
<TABLE>
<CAPTION>
December 31,
Liabilities and Stockholders' Equity 1998 1997
- ------------------------------------ -------- ---------
<S> <C> <C>
Current liabilities:
Accounts payable $ 13,252 $ 12,215
Accrued liabilities 44,508 61,574
Air traffic liability 17,022 14,916
Current portion of long-term debt 8,929 9,461
-------- ---------
Total current liabilities 83,711 98,166
Long-term debt, less current portion 237,065 241,251
-------- ---------
Total liabilities 320,776 339,417
Stockholders' equity:
Preferred stock, $.01 par value per share, 5,000,000 shares
authorized, no shares issued or outstanding - -
Common stock, $.001 par value per share, 1,000,000,000
shares authorized, and 64,897,810 and 64,312,207 shares
issued and outstanding at December 31, 1998 and
1997, respectively 65 64
Additional paid-in capital 146,857 144,937
Accumulated deficit (91,292) (50,554)
-------- --------
Total stockholders' equity 55,630 94,447
-------- --------
Total liabilities and stockholders' equity $376,406 $433,864
========