Flight Centre Limited

1
Flight Centre Limited Annual General
Meeting November 1, 2007
2
2007 Overview

• Record results After tax profit exceeded 100m
  for first time, TTV approached 9billion
• Enhanced shareholder returns Dividends up 27 at
  66cents per share for year
• Customer Marketing initiatives, shop of the
  future, broader product range
• Stronger business base Expansion, acquisitions
  and investment in key areas

3
2007 Full Year Results
4
2007 operational highlights

• Franchising 17 shops opened in first year
• Acquisitions Flight Centre Travel Money
  (Nationwide Currency Services), Garber Travel
  Services (26 interest), Travel Spirit Group,
  Toni Brasch Event Management
• Customer Shop of future rollout fast-tracked,
  Unbeatable, perfect holiday

5
Unbeatable
6
Brand diversity

• Leisure
• Flight Centre
• Escape Travel
• Student Flights
• Travel Associates
• Overseas Working Holidays
• Cruiseabout
• Online
• flightcentre.com
• quickbeds.com
• escapetravel.com.au
• Studentflights.com.au
• owh.com.au

• Corporate
• FCm Travel Solutions
• Ci Events
• StageScreen
• Kistend/Campus
• Flight Centre Business Travel
• Wholesale
• Infinity Holidays
• Ticket Centre
• Travel Spirit Group
• Explore Holidays
• Product powerhouse.
• Flight Centre Travel Money (NCS)
• VFR Flights

7
2008 Guidance

• Targeting 10-15 TTV growth
• Currently at high end of target range in good
  trading climate
• 1H pre tax profit likely to be about 40 up
  (excluding abnormal in PCP)
• Expecting at least 15 full year pre tax profit
  growth

8
2008 Priorities

• Growth Shops and businesses, as well as
  different product ranges, a global product
  powerhouse and expansion in various corporate
  brands. Franchising in Australia, FCm licensing
  and SME corporate business overseas.
• Diversified revenue streams Acquisitions and new
  geographies, such as Dubai and Indian retail, but
  also looking at transferring FLTs proven retail
  model into different businesses.
• Customer and product strategy Constantly moving
  into more premium and land-based product to
  satisfy changing customer type as baby boomers
  and over-35s request more and more prestigious
  and luxury product, as well as premium air
  product.
• Our bricks and mortar friendly web strategy We
  aim to have clearly the best retail travel
  website with good transactional capability, a
  very large range of exciting and great value non
  transactional land and air product, as well as
  destinational and other highly sought after
  travel information.

9
2008 Progress update

• Overall
• Increased capex shop of future and refresh,
  projects nearing completion. More than 1000 FC
  shops done by Xmas 2008. New head office fit-outs
  as needed under a new, good value, off-the-shelf
  design.
• Acquisition opportunities growing traditional
  business and new areas of business using our
  successful business model in travel, travel
  related or other types of retailing.
• Global property acquisition strategy initiated
  Auckland building acquired and currently looking
  to acquire in London, South Africa and Melbourne.
  Certain hotel properties will also be targeted if
  appropriate.
• Australia
• Healthy trading conditions for travel strong
  dollar, resources boom
• Competition in the air New carriers (Etihad,
  Air Asia X, Tiger, Viva Macau) arriving and
  increased capacity
• Current lack of capacity having positive and
  negative affects
• International
• Geographic expansion FCm in Dubai, India
  leisure (Flight Centre) as well as growing retail
  and SME corporate in all overseas markets.
• 40 of TTV and 34 of profits now from overseas.
  Will target 50/50 split within three years.
• FCm network continues to grow and add to our
  global networking opportunities. Now represented
  in more than 60 countries, 10 of them FCL owned.

10
Acquisitions

• Primarily targeting small, profitable companies
  with niche products and services, mainly in
  travel but also in other retail fields.
• Will consider larger opportunities that enhance
  FLTs overall operations and provide scale in a
  targeted international market.
• Long-term aim to have substantial sized
  operations (as compared to AUS/NZ) in North
  America, UK/Europe and India.
• Working to mitigate impact of regulatory
  requirements on ability to borrow
• Current evaluations ongoing and incomplete

11
End of presentation

• Questions