by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Journeys : Oct Nov 2010
RACT Annual Report 09–10 6 Group Chief Executive’s Report Over the last decade the staff approach to their job of servicing our customers and members has changed and this has contributed significantly to our growth. We take matters such as training, leadership, staff incentives and product knowledge very seriously. It gives our staff a real stake in the Club and a real say over their own careers. The same holds true for my senior management group. Almost all my senior managers have been promoted from within the organisation and all are encouraged to continue developing their leadership skills through study and higher qualifications. As my staff know, if I brought one passion to the RACT from my previous business experience it was a commitment to service excellence. It is one of the reasons we retained and enhanced a branch network when other organisations consigned them to history in favour of impersonal customer contact utilising new technology. We carefully and continually monitor our service levels and this monitoring shows that service levels in the RACT are of a very high order and, in the future, it is our intention to take them a step further by introducing a customer charter. At the end of the financial year our core businesses and business model are very sound. We weathered the worst financial shock since the Great Depression in good shape and, for that, I wish to thank the team approach of staff, management and our Board together with the loyalty of our Tasmanian members and customers. Over the period I have been Chief Executive the relationship between the Board and senior management has been strong, positive and fruitful. Success does not occur without taking carefully calculated risks and the Board has recognised this principle and has always been open and receptive to the initiatives I and my management team have brought to them. When I step down it will be with great fondness and goodwill towards the RACT. I have enjoyed this phase of my career enormously and my memories will be of firm bonds established with staff, management, Board and members. I believe the unique ethos of this organisation is best summed up in our 50-year members. I can think of very few other organisations that enjoy such a relationship with their customer base. Greg Goodman During the year, RACT Roadside patrolmen responded to almost 80,000 call-outs from Tasmanian motorists – and through our arrangements with our sister motoring clubs, other RACT members travelling on the mainland also had the security of knowing they could access help when they needed it most. Not all the vehicles we assisted were as impressive as this 1929 Chevrolet, which needed a helping hand during a Vintage Drivers’ Car Club tour of Tasmania. RACT Annual Report 09–10 7 2009 10 Directors’ Report In respect of the year ended 30 June 2010, the directors of The Royal Automobile Club of Tasmania Limited (RACT Ltd) present the following report made out in accordance with a resolution of the directors. 1. DIRECTORS The names of the directors during and since the end of the financial year are: Mr R S Locke (President) Mr S E Slade (Vice President) Mr P J Joyce (Vice President) Ms J M Archer Mr E C Best, AM, JP Mr D M Catchpole Mr B F Clark Mr P A Dixon Mr R H Holmes Mr C J Langdon Mr A C Stacey, AM Mrs K A Westwood Directors are all members in accordance with the Constitution. Directors’ qualifications and experience are provided in section 13 of this report. 2. PRINCIPAL ACTIVITIES The principal activities of the consolidated entity were to act as a roadside assistance provider, travel agent and general insurance distributor. 3. FINANCIAL RESULTS OF THE CONSOLIDATED ENTITY The consolidated entity’s total comprehensive income for the year ended 30 June 2010, was $2,605,749 (2009, $2,275,725). 4. REVIEW OF OPERATIONS A review of operations is included in the President’s Report which accompanies this report. 5. SIGNIFICANT CHANGES IN STATE OF AFFAIRS There were no significant changes in the state of affairs of the consolidated entity during the year. 6. FUTURE DEVELOPMENTS Disclosure of information regarding likely developments in the operations of the consolidated entity in future financial years and the expected results of those operations is likely to result in unreasonable prejudice to the consolidated entity. Accordingly, this information has not been included in this report. 7. MEETINGS OF DIRECTORS During the financial year, 30 meetings of directors (including committees) were held. The number of meetings attended by each director during the year is disclosed in the following table. The company has an Audit & Risk Management Committee which met 6 times during the financial year. The members of this commit tee are Mr R H Holmes, Mrs K A Westwood, Mr C J Langdon and Mr P J Joyce. The Audit & Risk Management Committee’s main responsibilities are to ensure that the audit process (both external and internal) is effective, that external reporting and corporate governance responsibilities are addressed, and that internal control and risk management structures are appropriate. Mr R S Locke (President) Mr P J Joyce (Vice-President) Mr S E Slade (Vice-President) Ms J M Archer
Aug Sep 2010