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	<title>INDY METRO® &#187; TECHNOLOGY</title>
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	<link>http://www.indymetro.com</link>
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		<title>CB&amp;I Announces Contract in Australia</title>
		<link>http://www.indymetro.com/2013/03/27/cbi-announces-contract-in-australia/</link>
		<comments>http://www.indymetro.com/2013/03/27/cbi-announces-contract-in-australia/#comments</comments>
		<pubDate>Wed, 27 Mar 2013 17:40:08 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
		<category><![CDATA[NATION]]></category>
		<category><![CDATA[TECHNOLOGY]]></category>
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		<description><![CDATA[THE WOODLANDS, Texas--(BUSINESS WIRE)--CB&#038;I       (NYSE: CBI) announced today it has been awarded a contract valued in       excess of US$80 million by JKC Australia LNG Pty Ltd. The scope of work       includes the engineering, procurement, construction and       pre-commissioning for non-cryogenic storage tanks for the Ichthys       Project LNG facilities in Darwin, Northern Territory, Australia.   



“We are pleased to continue our relationship with JKC on this project”

      “We are pleased to continue our relationship with JKC on this project,”       said Luke Scorsone, Executive Vice President and Group President,       Fabrication Services. “This award builds on CB&#038;I’s involvement in many       of the major LNG and other oil and gas projects in this region, and we       are well positioned to support the infrastructure development needs of       these important projects.”   

Project completion is scheduled for 2015.   
]]></description>
				<content:encoded><![CDATA[<p>THE WOODLANDS, Texas&#8211;(<a itemprop="url" href="http://www.businesswire.com/">BUSINESS WIRE</a>)&#8211;<a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.cbi.com%2F&amp;esheet=50596366&amp;lan=en-US&amp;anchor=CB%26I&amp;index=1&amp;md5=f4d3510abaa923daa5d65a2654551872" target="_blank">CB&amp;I</a>       (NYSE: CBI) announced today it has been awarded a contract valued in       excess of US$80 million by JKC Australia LNG Pty Ltd. The scope of work       includes the engineering, procurement, construction and       pre-commissioning for non-cryogenic <a id="FALINK_3_0_2" href="#">storage tanks</a> for the Ichthys       Project LNG facilities in Darwin, Northern Territory, Australia.</p>
<div itemprop="articleBody">
<blockquote><p>“We are pleased to <a id="FALINK_1_0_0" href="#">continue</a> our relationship with JKC on this project”</p></blockquote>
<p>“We are pleased to continue our relationship with JKC on this project,”       said Luke Scorsone, Executive Vice President and Group President,       Fabrication Services. “This award builds on CB&amp;I’s involvement in many       of the major LNG and other oil and gas projects in this region, and we       are well positioned to support the infrastructure development needs of       these important projects.”</p>
<p>Project completion is scheduled for 2015.</p>
</div>
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		<title>Astronaut Gregory Chamitoff Keynote to Kick-off MSC’s 50th Anniversary User Conference Series</title>
		<link>http://www.indymetro.com/2013/03/12/astronaut-gregory-chamitoff-keynote-to-kick-off-mscs-50th-anniversary-user-conference-series/</link>
		<comments>http://www.indymetro.com/2013/03/12/astronaut-gregory-chamitoff-keynote-to-kick-off-mscs-50th-anniversary-user-conference-series/#comments</comments>
		<pubDate>Tue, 12 Mar 2013 18:55:06 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[NATION]]></category>
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		<guid isPermaLink="false">http://www.indymetro.com/2013/03/12/astronaut-gregory-chamitoff-keynote-to-kick-off-mscs-50th-anniversary-user-conference-series/</guid>
		<description><![CDATA[SANTA ANA, Calif.--(BUSINESS WIRE)--MSC Software Corporation, the leader in multidiscipline simulation solutions that accelerate product innovation, today announced that NASA astronaut and engineer Dr. Gregory Chamitoff will deliver the keynote speech at the company’s 2013 Americas user conference and 50th anniversary celebration]]></description>
				<content:encoded><![CDATA[<p>MSC Software to host a series of user conferences in 20 countries, with the first in the U.S.</p>
<p>SANTA ANA, Calif.&#8211;(BUSINESS WIRE)&#8211;MSC Software Corporation, the leader in multidiscipline simulation solutions that accelerate product innovation, today announced that NASA astronaut and engineer Dr. Gregory Chamitoff will deliver the keynote speech at the company’s 2013 Americas user conference and 50th anniversary celebration.</p>
<p>“It’s a particular honor to have Dr. Chamitoff as our keynote speaker because of NASA’s place in MSC Software’s history”</p>
<p>The conference, “A New Era Begins,” will be held on May 7-8 in Irvine, California. It kicks off a worldwide series of user group conferences in 20 countries through the spring and summer.</p>
<p>Chamitoff has been with NASA since 1995 and contributed to space projects before that as a graduate student at MIT. He has logged more than 198 days in space on NASA missions.</p>
<p>While working on his doctoral degree, Chamitoff performed stability analysis for the Hubble Space Telescope deployment, designed flight control upgrades for the Space Shuttle and developed attitude control system software for the Space Station. After joining NASA, Chamitoff led the development of software for spacecraft attitude control monitoring, prediction, analysis and maneuvering.</p>
<p>In 2008, Chamitoff served as the flight engineer and science officer for a six-month mission aboard the International Space Station. In 2011, Chamitoff served as a mission specialist on the last flight of Space Shuttle Endeavour and also performed the final spacewalk of the Space Shuttle program.</p>
<p>NASA helped launch MSC’s 50 years of success in the software industry. The company was founded in 1963. In 1965, MSC was one of the primary developers of NASTRAN simulation software for the Apollo space program. MSC then developed the first commercial version of NASTRAN (MSC Nastran), which established it as a leading simulation and analysis software company.</p>
<p>“It’s a particular honor to have Dr. Chamitoff as our keynote speaker because of NASA’s place in MSC Software’s history,” said MSC President and CEO Dominic Gallello. In addition to Chamitoff’s keynote, “A New Era Begins” will include an opening-day address from Gallello recounting the company’s 50-year history of innovation and describing its vision for the future. The general session will include a video of MSC’s history, from the NASA era to the present, and the scientific accomplishments its products have supported through the years.</p>
<p>The Americas user conference will be held at the Hyatt Regency in Irvine, California. For more information, please visit http://pages.mscsoftware.com/50Years-HomeUSA.html. The conference agenda includes deep technical expertise from speakers presenting on behalf of BMW, Boeing, Baker Hughes, Caterpillar, China Aerospace, Ford, Graham Packaging, Jet Propulsion Laboratory, NASA, Scripps and many more. To view a full listing of speakers and abstracts to be presented at the Americas Conference, visit <a href="http://pages.mscsoftware.com/50Years-AbstractsUSA.html">http://pages.mscsoftware.com/50Years-AbstractsUSA.html</a>.</p>
<p>International user group events will be held in the EMEA and Asia-Pacific regions in May, June and September. EMEA events will be held in: Sweden May 13-14; Germany May 14-15; UK May 15-16; France May 16-17; Russia May 21-22; Italy May 22-23; and Turkey May 27. Asia-Pacific events will be held in: Japan, May 30; Korea, June 5; China, June 6-7; and India, Sept. 5-6. For more information on international events, please visit http://www.mscsoftware.com/50years/.</p>
<p>&nbsp;</p>
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		<title>Dell SecureWorks Expands Incident Response Services</title>
		<link>http://www.indymetro.com/2013/03/11/dell-secureworks-expands-incident-response-services/</link>
		<comments>http://www.indymetro.com/2013/03/11/dell-secureworks-expands-incident-response-services/#comments</comments>
		<pubDate>Mon, 11 Mar 2013 19:28:04 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
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		<description><![CDATA[ATLANTA--(BUSINESS WIRE)--Dell SecureWorks, an industry       leader in information security services, is expanding its incident       response (IR) services to counter the growing severity and frequency       of breaches. Many organizations aren’t equipped internally to plan for       and respond to today’s increasingly sophisticated, targeted threats from       cybercriminals, hackers and nation states. Dell SecureWorks’ highly       skilled responders and digital       forensic experts can be rapidly activated to contain, eradicate and       remediate security breaches]]></description>
				<content:encoded><![CDATA[<p><b></b></p>
<p><meta itemprop="headline" content="Dell SecureWorks Expands Incident Response Services" /></p>
<div id="story_subheadline">
<ul>
<li><b>Severity and frequency of security breaches underscore need for    proactive plan</b></li>
</ul>
</div>
<p><!-- start story body --></p>
<div itemprop="articleBody">
<p>ATLANTA&#8211;(BUSINESS WIRE)&#8211;Dell SecureWorks, an industry   leader in information security services, is expanding its incident    response (IR) services to counter the growing severity and frequency       of breaches. Many organizations aren’t equipped internally to plan for       and respond to today’s increasingly sophisticated, targeted threats from       cybercriminals, hackers and nation states. Dell SecureWorks’ highly       skilled responders and digital       forensic experts can be rapidly activated to contain, eradicate and    remediate security breaches.</p>
<p>Led by Col. (Retired) Jeff Schilling, former director of the Army&#8217;s       Global Network Operations and Security Center (AGNOSC) under the U.S.       Army Cyber Command, Dell SecureWorks’ IR team leverages global       intelligence from the company’s Counter Threat Unit™ (CTU) and Security       Operations Centers (SOCs) to resolve complex, large-scale and highly       sophisticated threats.</p>
<p>Dell SecureWorks’ security solutions help organizations stay abreast of       emerging threats, proactively fortify defenses, continuously detect and       stop cyber-attacks, and recover quickly from security breaches. The       expanded IR service portfolio includes:</p>
<ul>
<li>Advanced         Threat Preparedness Assessment service assesses organizations’         capabilities to resist, detect and respond to an attack by an Advanced         Threat actor. The detailed review evaluates Organizational         Intelligence Capabilities, Policy and Documentation, Technical         Capabilities, and Personnel Management.</li>
<li>Denial         of Service (DoS) Preparedness Assessment services will help         organizations understand their abilities to withstand Denial of         Service (DoS) and Distributed Denial of Service (DDoS) attacks, and         are designed to ensure they have a tested response methodology in         place. The services include capabilities reviews, tabletop exercises         and DoS/DDoS stress testing under real-world conditions.</li>
<li>        Advanced Threat Tabletop Exercises evaluate an organization’s ability         to respond to a targeted attack. Tabletop exercises incorporate         intelligence on the Tactics, Techniques and Procedures (TTP) of         targeted actors such as cybercriminals, “hacktivists” and         nation-states to heighten operational learning. These exercises ensure         IT incident response teams practice documented response procedures,         and highlight gaps or issues with their Computer         Security Incident Response Plan (CSIRP).</li>
</ul>
<p><b>Threat Intelligence is an Integral Part of Incident Response</b></p>
<p>The CTU comprises some of the most highly regarded security researchers       in the world with diverse experience and backgrounds in the private       security, military and intelligence communities. With a global view of       the threat environment of thousands of customers, the CTU actively       monitors the cyber threat landscape and performs in-depth analysis of       emerging threats and zero-day vulnerabilities.</p>
<p>The CTU is currently tracking the following threat indicators:</p>
<ul>
<li>        2,200-plus Advanced Persistent Threat (APT) domains</li>
<li>        23,800-plus APT Command and Control (C2) sub-domains</li>
<li>        1,300-plus hardcoded APT C2 IPs</li>
<li>        More than 300 APT malware families</li>
</ul>
<p>Dell SecureWorks’ IR team leverages the CTU’s broad and deep global view       of threat indicators during on-site engagements. Armed with the latest       intelligence, responders can eradicate threats with surgical precision.</p>
<p><b>Quotes:</b></p>
<p>“It’s nearly impossible for most organizations to completely resolve a       security breach on their own. It requires expertly trained and       experienced personnel with deep insight into threat actors and their       tradecraft. Using insights gained from the Dell SecureWorks CTU, SOC and       IR teams, our responders can quickly and fully eradicate threats.”</p>
<p><b>&#8211;Jeff Schilling, Director of the Incident Response Practice at Dell       SecureWorks</b></p>
<p>“Companies have been increasingly seeking our Incident Response       expertise because of our unified security capabilities, said Kevin       Hanes, executive director of Security and Risk Consulting at Dell       SecureWorks. “Our responders have access to intelligence before their       boots even hit the ground so they can help organizations recover quickly       from security breaches.”</p>
<p><b>&#8211;Kevin Hanes, Executive Director of Security and Risk Consulting at    Dell SecureWorks</b></p>
</div>
]]></content:encoded>
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		<title>3,500 students will learn software engineering in middle and high school</title>
		<link>http://www.indymetro.com/2013/02/28/3500-students-will-learn-software-engineering-in-middle-and-high-school/</link>
		<comments>http://www.indymetro.com/2013/02/28/3500-students-will-learn-software-engineering-in-middle-and-high-school/#comments</comments>
		<pubDate>Thu, 28 Feb 2013 19:58:34 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[NATION]]></category>
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		<description><![CDATA[The Software Engineering Pilot will prepare students for college and careers in the growing tech industry. 
20 more New York City schools will participate in a software engineering pilot 
3,500 more New York City students will be participating in cutting-edge computer science and software engineering courses 
The skills that students learn here will open up new doors, creating new options in terms of finding jobs, starting companies and creating jobs. 
]]></description>
				<content:encoded><![CDATA[<p>Initiative to Expand Computer Science and Software Engineering Classes &#8211; First Announced in the State of the City &#8211; to Launch Next Fall<br />
Program to Help Prepare Students for College and Careers in Growing Tech Sector</p>
<p><!-- Paragraphs -->Mayor Michael R. Bloomberg and <a href="http://www.nyc.gov/schools">Schools</a> Chancellor Dennis M. Walcott today announced the 20 schools selected for the new Software Engineering Pilot program to begin at the start of the next school year. The schools will receive comprehensive computer science and software engineering curriculum for the 1,000 students expected to participate this fall. By 2016, the program will grow to 3,500 students. Mayor Bloomberg first announced the Software Engineering Pilot in his State of the City address earlier this month, and the program is a part of the City’s work to prepare students for college and careers in the technology sector. The Mayor and Chancellor Walcott made the announcement at the High School of Telecommunication Arts and Technology in Brooklyn, one of the 20 schools selected for the Software Engineering Pilot, and were joined by Deputy Mayor for Economic Development Robert K. Steel, AppNexus Cofounder and Chief Technology Officer Mike Nolet and Principal Philip Weinberg.</p>
<p>“We know it’s vital to prepare our children to succeed in an increasingly technology-centered economy and the Software Engineering Pilot will help us do just that,” said Mayor Bloomberg. “This groundbreaking program will ensure that more students receive computer science and software engineering instruction so that they can compete for the tech jobs that are increasingly becoming a part of our city’s economy. We’re creating the home-grown workforce our city needs and teaching our students skills that will open up new doors for them and their future.”</p>
<p>“The tech industry in New York City continues to expand significantly under Mayor Bloomberg’s leadership, and our public schools are rising to meet the challenge,” said Chancellor Walcott. “The Software Engineering Pilot will provide students with the foundational skills they need to compete for high-paying, career track jobs in a variety of professional fields. I would like to thank the educators at our 20 pilot schools who are working hard to make this wonderful opportunity a reality for their students.”</p>
<p>“The Software Engineering Pilot is the latest component of our comprehensive strategy to position New York City to outperform in the knowledge economy of the future,” said Deputy Mayor Steel. “From our work with the tech industry, we know that these companies need skilled employees at every level of their organization. The training we’re providing through this program, the Academy for Software Engineering in Manhattan and the <i>Applied Sciences NYC</i> initiative will prepare our students for the jobs of today and tomorrow.”</p>
<p>“Hiring programmers and engineers is one of the biggest challenges facing AppNexus today and is critical to our success and growth,” said Mike Nolet, Cofounder and Chief Technology Officer. “We applaud Mayor Bloomberg’s leadership in preparing students for the jobs of the future. These students will surely benefit from learning computer science, and we will be hiring them as soon as possible!”</p>
<p>“New York’s future will be defined by the steps we take today to shape our diverse students into the programmers, engineers and designers that will fill 21<sup>st</sup> century tech jobs of tomorrow,” said Reshma Saujani, founder of the nonprofit Girls Who Code. “The SEP Program is an innovative step forward in making that future brighter, and Girls Who Code is excited to partner with them to close the skills gap to give more minorities and young women opportunities they are currently being denied.”</p>
<p>“Giving students an opportunity for a bright future is the goal of every educator, and opportunity is what students will get when exposed to rigorous and engaging computer science education,” said Cameron Wilson, Director of Public Policy for the Association for Computing Machinery. “The question we face is whether students will have access to this critical discipline because far too often they do not. New York City’s Software Engineering Pilot’s strategy to expand student access to high-quality computer science curriculum coupled with professional development for teachers, will give students knowledge and skills they can use to create new computing technologies and exposure to a field driving high-demand, high-paying jobs across numerous industries.”</p>
<p>In September, the Software Engineering Pilot will launch in 20 middle and high schools, bringing computer science and software engineering classes to students in grades 6 through 12. In the first year, the core topics to be taught include computer programming, embedded electronics, web design and programming, e-textiles, robotics and mobile computing. The Pilot will also offer elective classes, including digital fabrication, 3-D printing and animation.</p>
<p>The 20 schools were selected through a competitive application process that evaluated the schools’ current technology offerings and how the program could help grow and sustain the programming. They include:</p>
<ul type="disc">
<li>High School of Telecommunication Arts and Technology</li>
<li>Brooklyn Technical High School</li>
<li>The Bronx Compass High School</li>
<li>The Renaissance Charter High School for Innovation</li>
<li>Urban Assembly Gateway School for Technology</li>
<li>Queens Vocational &amp; Technical High School</li>
<li>Cambria Heights Academy</li>
<li>Ralph McKee High School</li>
<li>New Dorp High School</li>
<li>Ditmas Intermediate School 62</li>
<li>I.S. 30 Mary White Ovington</li>
<li>Mark Twain I.S. 239 for the Gifted and Talented</li>
<li>Bronx Park Middle School</li>
<li>M.S. 223 The Laboratory School of Finance and Technology</li>
<li>Tompkins Square Middle School</li>
<li>Nathaniel Hawthorne Middle School 74</li>
<li>J.H.S. 185 Edward Bleeker</li>
<li>Pathways College Preparatory School</li>
<li>J.H.S. 157 Stephen A. Halsey</li>
<li>Eagle Academy for Young Men</li>
</ul>
<p>The Software Engineering Pilot will also provide teacher training for the instructors leading the classes. Schools will use rigorous academic curriculum and have access to technology resources to support program instruction. Participating high schools will also receive support in applying for New York State Education Department approval, which can award a Career and Technical Education endorsement to graduating students who complete the program.</p>
<p>The Software Engineering Pilot aligns to Common Core Learning Standards by developing students’ higher order thinking skills through the incorporation of industry-informed learning experiences. By emphasizing the analysis of complex text and mathematical modeling, participating students will extend their preparation in English Language Arts &amp; Literacy and Mathematics while leveraging cutting-edge technology and curricula to develop the academic and personal behaviors that are a benchmark of college and career readiness.</p>
<p>The program also builds on the <i>Applied Sciences NYC</i> initiative that the Bloomberg Administration launched to capitalize on the considerable growth in the city’s science, technology and research fields. In the technology sector, employment in New York grew by nearly 30 percent between 2005 and 2010, with total employment now at nearly 120,000. The City has established three partnerships expected to create more than 48,000 jobs and 1,000 new companies and will be led by: Cornell and the Technion, which is developing a campus on Roosevelt Island; the NYU-led consortium, which will build the Center for Urban Science and Progress in Downtown Brooklyn; and Columbia University, which will establish the new Institute for Data Sciences and Engineering, to be located at Columbia’s Morningside Heights and Washington Heights campuses.</p>
<p>&nbsp;</p>
<p><!-- End Paragraphs --></p>
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		<title>Republic Airways Holdings Reports Quarterly and Full Year 2012 Net Income</title>
		<link>http://www.indymetro.com/2013/02/28/republic-airways-holdings-reports-quarterly-and-full-year-2012-net-income/</link>
		<comments>http://www.indymetro.com/2013/02/28/republic-airways-holdings-reports-quarterly-and-full-year-2012-net-income/#comments</comments>
		<pubDate>Thu, 28 Feb 2013 13:48:33 +0000</pubDate>
		<dc:creator>editor</dc:creator>
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		<description><![CDATA[INDIANAPOLIS--(BUSINESS WIRE)--Republic Airways Holdings Inc. (NASDAQ: RJET) today reported full year 2012 net income of $51.3 million, or $1.02 per diluted share, a $203.1 million improvement from our full year 2011 results of a net loss of $151.8 million, or $3.14 per diluted share. The Company also reported fourth quarter 2012 net income of $12.6 million, or $0.25 per diluted share, a $136.1 million improvement over the fourth quarter 2011 net loss of $123.5 million, or $2.55 per diluted share. 
]]></description>
				<content:encoded><![CDATA[<p><b>Republic Airways Holdings Reports Quarterly and Full Year 2012 Net       Income</b><meta itemprop="headline" content="Republic Airways Holdings Reports Quarterly and Full Year 2012 Net Income" /></p>
<div id="story_subheadline">INDIANAPOLIS&#8211;(<a itemprop="url" href="http://www.businesswire.com/">BUSINESS WIRE</a>)&#8211;Republic Airways Holdings Inc. (NASDAQ: RJET) today reported full year       2012 net income of $51.3 million, or $1.02 per diluted share, a $203.1       million improvement from our full year 2011 results of a net loss of       $151.8 million, or $3.14 per diluted share. The Company also reported       fourth quarter 2012 net income of $12.6 million, or $0.25 per diluted       share, a $136.1 million improvement over the fourth quarter 2011 net       loss of $123.5 million, or $2.55 per diluted share.</div>
<div itemprop="articleBody">
<blockquote><p>“We’re pleased with the solid financial improvement we experienced in       2012”</p></blockquote>
<p>“We’re pleased with the solid financial improvement we experienced in       2012,” said Republic Airways Holdings Chairman, President and CEO Bryan       Bedford. “Our restructuring efforts in 2011 laid the foundation for       Frontier to return to profitability in 2012, despite higher fuel costs.       Our 50-seat RJ restructuring effort completed last October enabled us to       return all of our idled aircraft to fixed-fee service with our partners       and significantly reduced the financial burden associated with our       Chautauqua operation.”</p>
<table cellspacing="0">
<tbody>
<tr>
<td><b>The Company incurred the following items             in 2012:</b></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td><b>Segment</b></td>
<td></td>
<td></td>
<td><b>Pre-tax amount</b></td>
<td></td>
<td></td>
<td><b>Period</b></td>
</tr>
<tr>
<td><b>* </b>Loss on sale of E190s</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Republic</td>
<td></td>
<td></td>
<td>          $11.2 million</td>
<td></td>
<td></td>
<td>          3Q-12</td>
</tr>
<tr>
<td><b>* </b>Gain on sale of slots</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Republic</td>
<td></td>
<td></td>
<td>          ($8.3) million</td>
<td></td>
<td></td>
<td>          3Q-12</td>
</tr>
<tr>
<td><b>* </b>Professional and legal fees related to restructuring</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Republic</td>
<td></td>
<td></td>
<td>          $4.3 million</td>
<td></td>
<td></td>
<td>          4Q-12</td>
</tr>
<tr>
<td><b>* </b>Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Frontier</td>
<td></td>
<td></td>
<td>          $15.5 million</td>
<td></td>
<td></td>
<td>          4Q-12</td>
</tr>
<tr>
<td><b>* </b>Frequent flyer adjustment to passenger revenue</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Frontier</td>
<td></td>
<td></td>
<td>          ($9.8) million</td>
<td></td>
<td></td>
<td>          4Q-12</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr>
<td><b>The Company incurred the following items             in 2011:</b></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td><b>Segment</b></td>
<td></td>
<td></td>
<td><b>Pre-tax amount</b></td>
<td></td>
<td></td>
<td><b>Period</b></td>
</tr>
<tr>
<td><b>* </b>Fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Republic</td>
<td></td>
<td></td>
<td>          $9.1 million</td>
<td></td>
<td></td>
<td>          4Q-11</td>
</tr>
<tr>
<td><b>* </b>Impairment of fleet asset values</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Republic</td>
<td></td>
<td></td>
<td>          $191.1 million</td>
<td></td>
<td></td>
<td>          4Q-11</td>
</tr>
<tr>
<td><b>* </b>Fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          Frontier</td>
<td></td>
<td></td>
<td>          $32.3 million</td>
<td></td>
<td></td>
<td>          4Q-11</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>
<p>Note: The amounts reported below for pre-tax income (loss) and net       income (loss) exclude the impact of the items listed above. Please refer       to the schedules at the end of this release for a tabular reconciliation       of the Company’s GAAP pre-tax and after tax income (loss) to the ex-tem       pre-tax and after-tax income (loss) and diluted earnings per share.</p>
<p><b>Consolidated Results (ex-items)</b> Excluding       the items listed above, the Company reported 2012 full year net income       of $59.0 million, or $1.15 per diluted share, as compared to a 2011 full       year net loss of $6.2 million, or $0.13 per diluted share. For the       fourth quarter of 2012 the Company reported net income of $18.5 million,       or $0.35 per diluted share, as compared to the fourth quarter 2011 net       income of $20.7 million, or $0.41 per diluted share.</p>
<p><b>Business Segment Presentation</b> The       Company has adjusted its presentation of business segments in 2012 and       has revised the prior year’s information to conform to the current       period segment presentation. Reportable segments now consist of Republic       and Frontier. The Republic segment includes all regional flying       performed by sub-100-seat aircraft operating under either fixed-fee or       pro-rate agreements, subleasing activities, regional charter operations       as well as the cost of any unassigned regional aircraft. The Frontier       segment includes passenger service revenues and expenses for operating       Frontier’s Airbus fleet, as well as its charter and cargo operations.</p>
<p><b>Republic Segment Summary (ex-items)</b> Revenues       for the year decreased 10.2% to $1,377.4 million. This was a result of a       change in the mix of flying between pro-rate and fixed-fee operations       and a $48.2 million reduction in fuel-related revenue under Republic’s       fixed-fee agreements. Pre-tax income improved nearly 31% to $69.5       million for the year ended December 31, 2012, compared to $53.1 million       for the prior year.</p>
<p>For the quarter, revenues decreased 8.9%, or $31.9 million to $327.4       million, compared to the prior year’s fourth quarter, due primarily to a       decrease of $23.3 million in fuel reimbursement under Republic’s       fixed-fee agreements. Effective July 1, 2012, Republic no longer records       fuel expense and does not recognize fuel-related pass-through revenue       under any of its fixed-fee agreements. The remainder of the decrease in       revenue is due to the increase of Republic’s fixed-fee operations and       reduction in pro-rate flying with Frontier.</p>
<p>Income before taxes was $24.1 million for the quarter, compared to       pre-tax income of $23.3 million for the prior year’s fourth quarter.       Fuel costs for Republic were $21.8 million for the quarter, a decrease       of $38.5 million from the prior year’s fourth quarter, due to both the       removal of fuel expense under Republic’s fixed-fee agreement with United       and a reduction in pro-rate operations with Frontier. The price per       gallon increased 9.1% from $3.19 in the fourth quarter of 2011 to $3.48       in the fourth quarter of 2012.</p>
<p>As of December 31, 2012, Republic operated 70 aircraft with 44-50 seats       and 143 aircraft with 69-80 seats to support its fixed-fee commercial       agreements. Additionally, Republic operated one aircraft with 50 seats       and 12 aircraft with 99 seats under pro-rate agreements with Frontier.</p>
<p><b>Frontier Segment Summary (ex-items)</b> Frontier       revenues for the year increased 7.0% to $1,423.7 million. On a 1.1%       increase in capacity, unit revenues increased 5.8% to 11.96¢ from       11.30¢. Frontier’s pre-tax income improved $92.6 million to $29.6       million of income for 2012 compared to a pre-tax loss of $63.0 million       for 2011.</p>
<p>For the quarter, decreased 1.1% to $334.9 million, compared to $338.5       million for the same period in 2011. Total revenue per ASM (“TRASM”) was       11.88¢, an increase of 2.9% from the same quarter in 2011, while       capacity on Frontier decreased 4.0% from the prior year’s fourth       quarter. Load factor for the fourth quarter was 88.9%, an increase of       0.7% from the fourth quarter of 2011.</p>
<p>For the quarter, Frontier posted pre-tax income of $7.3 million compared       to pre-tax income of $10.1 million for the prior year’s fourth quarter.       Fuel costs for Frontier were $128.2 million for the quarter, a decrease       of $0.8 million from the prior year’s fourth quarter. The fuel cost per       gallon, including into-plane taxes and fees, increased 6.5% to $3.42 for       the fourth quarter of 2012, compared to $3.21 for last year’s fourth       quarter. The fourth quarter results include an expense on fuel hedges of       $0.5 million, or $0.01 per gallon, while the 2011 results include a       benefit of $3.5 million, or $0.09 per gallon. Frontier has approximately       15% of its anticipated fuel consumption hedged through the second       quarter of 2013.</p>
<p>Frontier’s operating unit cost was 7.03¢ for the quarter, a 3.4%       increase compared to 6.80¢ for the same quarter in 2011.</p>
<p>As of December 31, 2012, Frontier operated a total of 55 Airbus aircraft       versus 60 Airbus aircraft as of December 31, 2011.</p>
<p><b>Recent Business Developments</b> During       the fourth quarter of 2012, the Company completed the restructuring of       its 50-seat platform, Chautauqua Airlines, Inc. As a result of the       restructuring, the Company expects to realize, on average, $45.0 million       of cash flow improvement per year for the next five years and has       reduced its aircraft rent and depreciation expense on its 50-seat       aircraft. In addition, in order to finalize the restructuring, the       Company issued a $25.0 million convertible note to one of the third       parties involved in the restructuring. The note bears interest at a rate       of 6.0% per annum and is convertible into 2.5 million shares of Republic       Airways Holdings Inc. common stock.</p>
<p>On January 24, 2013, the Company entered into a capacity purchase       agreement (“CPA”) with American Airlines which is subject to bankruptcy       court approval. American filed a motion for approval of the CPA to be       heard before the court on February 14, 2013. The hearing on that motion       was subsequently adjourned until February 26, 2013. On February 14,       2013, US Airways and American Airlines announced a merger agreement. On       February 21, 2013, the hearing on American&#8217;s motion to approve the CPA       between the Company and American was adjourned to March 12, 2013.</p>
<p>On February 8, 2013, the Company announced the transition of nine E145       aircraft flying on Chautauqua Airlines, Inc. from US Airways to Delta       under separate amendments. The US Airways amendment provides for       termination of the current aircraft operating under the Jet Service       Agreement by July 2013. The Delta amendment extends the current term for       certain aircraft, as well as adds ten aircraft into service during 2013.</p>
<p><b>Balance Sheet and Liquidity</b> The       Company’s total cash balance increased $23.6 million to $394.3 million       as of December 31, 2012, compared to December 31, 2011. Restricted cash       decreased $4.3 million, to $147.1 million, from December 31, 2011. The       Company’s unrestricted cash balance increased $27.9 million, to $247.2       million, from December 31, 2011. A condensed cash flow statement has       been provided in the tables section of this release.</p>
<p>The Company’s debt decreased to $2.12 billion as of December 31, 2012,       compared to $2.36 billion at December 31, 2011. As of December 31, 2012,       almost 90% of the total debt is at a fixed interest rate. The Company       has significant long-term lease obligations for aircraft that are       classified as operating leases and are not reflected as liabilities on       the Company’s consolidated balance sheet. At a 6.0% discount factor, the       present value of these lease obligations was approximately $1.0 billion       and $1.2 billion as of December 31, 2012 and 2011, respectively. A       condensed balance sheet as of December 31, 2012 and 2011 has been       provided in the tables section of this release.</p>
<p><b>Corporate Information</b> Republic       Airways Holdings Inc., based in Indianapolis, Indiana, is an airline       holding company that owns Chautauqua Airlines, Frontier Airlines,       Republic Airlines and Shuttle America, collectively “the airlines.” The       airlines operate a combined fleet of more than 280 aircraft and offer       scheduled passenger service on nearly 1,500 flights daily to over 145       cities in the U.S. as well as to the Bahamas, Canada, Costa Rica,       Dominican Republic, Jamaica, Mexico and Turks and Caicos Islands under       branded operations at Frontier, and through fixed-fee flights operated       under airline partner brands, including AmericanConnection, Continental       Express, Delta Connection, United Express, and US Airways Express. The       airlines currently employ approximately 10,000 aviation professionals.       For more information on Republic Airways, please visit our website at <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fwww.rjet.com&amp;esheet=50579709&amp;lan=en-US&amp;anchor=www.rjet.com&amp;index=1&amp;md5=b926b4566b35c933f22a7a12658ee685" target="_blank">www.rjet.com</a>.</p>
<p>The Company will conduct a telephone briefing to discuss its fourth       quarter and full year 2012 results tomorrow morning (Thursday, February       28, 2013) at 10:30 a.m. EST. This call is being webcast by       Thomson/Reuters and can be accessed at Republic Airways Holdings’       website at <a href="http://cts.businesswire.com/ct/CT?id=smartlink&amp;url=http%3A%2F%2Fus.lrd.yahoo.com%2F_ylt%3DAqoeloA2Bk0MiGc5lJEDjiPjba9_%3B_ylu%3DX3oDMTE0Y281Zm5oBHBvcwMxBHNlYwNuZXdzYXJ0Ym9keQRzbGsDd3d3cmpldGNvbQ--%2FSIG%3D15vhpj01g%2F**http%253A%2Fcts.businesswire.com%2Fct%2FCT%253Fid%3Dsmartlink%2526url%3Dhttp%25253A%25252F%25252Fwww.rjet.com%2526esheet%3D6176748%2526lan%3Den_US%2526anchor%3Dwww.rjet.com%2526index%3D1%2526md5%3D307730f45a0c607963358cd88984e1a6&amp;esheet=50579709&amp;lan=en-US&amp;anchor=www.rjet.com&amp;index=2&amp;md5=c18dbcc7e5583dceb9b3f438bd8c18ae" target="_blank">www.rjet.com</a>.       Those wishing to participate can do so by calling 800-901-5259.       International callers can participate by calling +1-617-786-4514; the       password is 80290913.</p>
<p><b>Additional Information</b> In       addition to historical information, this release contains       forward-looking statements. Republic Airways Holdings Inc. may, from       time to time, make written or oral forward-looking statements within the       meaning of the Private Securities Litigation Reform Act of 1995. Such       statements encompass Republic Airways’ beliefs, expectations, hopes or       intentions regarding future events. Words such as “expects,” “intends,”       “believes,” “anticipates,” “may,” “will,” “should,” “plan,” “estimate,”       “predict,” “potential,” “continue,” or “likely” and similar expressions       as well as the negative of such expressions are used to identify       forward-looking statements. All forward-looking statements included in       this release are made as of the date hereof and are based on information       available to Republic Airways as of such date. Republic Airways assumes       no obligation to update any forward-looking statement. Actual results       may vary, and could differ materially, from those anticipated,       estimated, projected or expected in these forward-looking statements for       a number of reasons, including, among others, the risk factors disclosed       in the Company’s most recent filing with the Securities and Exchange       Commission.</p>
<table cellspacing="0">
<tbody>
<tr>
<td colspan="15"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td colspan="15"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td colspan="27"><b>REPUBLIC AIRWAYS HOLDINGS INC. AND SUBSIDIARIES</b></td>
</tr>
<tr>
<td colspan="27"><b>CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS</b></td>
</tr>
<tr>
<td colspan="27"><b>(In millions, except per share amounts)</b></td>
</tr>
<tr>
<td colspan="27"><b>(Unaudited)</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="10"><b>Three Months Ended December 31,</b></td>
<td></td>
<td></td>
<td colspan="10"><b>Years Ended December 31,</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>2012</b></td>
<td></td>
<td colspan="3"><b>2011</b></td>
<td></td>
<td colspan="2"><b>Change</b></td>
<td></td>
<td></td>
<td colspan="3"><b>2012</b></td>
<td></td>
<td colspan="3"><b>2011</b></td>
<td></td>
<td colspan="2"><b>Change</b></td>
</tr>
<tr>
<td>          OPERATING REVENUES</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Fixed-fee service</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          273.4</td>
<td></td>
<td></td>
<td>          $</td>
<td>          270.1</td>
<td></td>
<td></td>
<td>          1.2</td>
<td>          %</td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,102.1</td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,079.0</td>
<td></td>
<td></td>
<td>          2.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Passenger service</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          366.4</td>
<td></td>
<td></td>
<td></td>
<td>          402.8</td>
<td></td>
<td></td>
<td>-9.0</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          1,556.8</td>
<td></td>
<td></td>
<td></td>
<td>          1,694.5</td>
<td></td>
<td></td>
<td>-8.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Charter and other</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          32.3</td>
<td></td>
<td></td>
<td></td>
<td>          24.9</td>
<td></td>
<td></td>
<td>          29.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          152.0</td>
<td></td>
<td></td>
<td></td>
<td>          91.0</td>
<td></td>
<td></td>
<td>          67.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Total operating revenues</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          672.1</td>
<td></td>
<td></td>
<td></td>
<td>          697.8</td>
<td></td>
<td></td>
<td>-3.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          2,810.9</td>
<td></td>
<td></td>
<td></td>
<td>          2,864.5</td>
<td></td>
<td></td>
<td>-1.9</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          OPERATING EXPENSES</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Wages and benefits</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          141.8</td>
<td></td>
<td></td>
<td></td>
<td>          134.7</td>
<td></td>
<td></td>
<td>          5.3</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          562.3</td>
<td></td>
<td></td>
<td></td>
<td>          560.6</td>
<td></td>
<td></td>
<td>          0.3</td>
<td>          %</td>
</tr>
<tr>
<td>          Aircraft fuel</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          150.0</td>
<td></td>
<td></td>
<td></td>
<td>          187.7</td>
<td></td>
<td></td>
<td>-20.1</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          693.7</td>
<td></td>
<td></td>
<td></td>
<td>          821.1</td>
<td></td>
<td></td>
<td>          -15.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Landing fees and airport rents</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          40.1</td>
<td></td>
<td></td>
<td></td>
<td>          41.7</td>
<td></td>
<td></td>
<td>          -3.8</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          169.7</td>
<td></td>
<td></td>
<td></td>
<td>          167.7</td>
<td></td>
<td></td>
<td>          1.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Aircraft and engine rent</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          57.1</td>
<td></td>
<td></td>
<td></td>
<td>          57.7</td>
<td></td>
<td></td>
<td>          -1.0</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          243.2</td>
<td></td>
<td></td>
<td></td>
<td>          251.5</td>
<td></td>
<td></td>
<td>          -3.3</td>
<td>          %</td>
</tr>
<tr>
<td>          Maintenance and repair</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          70.9</td>
<td></td>
<td></td>
<td></td>
<td>          68.4</td>
<td></td>
<td></td>
<td>          3.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          296.3</td>
<td></td>
<td></td>
<td></td>
<td>          297.2</td>
<td></td>
<td></td>
<td>          -0.3</td>
<td>          %</td>
</tr>
<tr>
<td>          Insurance and taxes</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          7.4</td>
<td></td>
<td></td>
<td></td>
<td>          9.7</td>
<td></td>
<td></td>
<td>          -23.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          38.1</td>
<td></td>
<td></td>
<td></td>
<td>          42.1</td>
<td></td>
<td></td>
<td>          -9.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Depreciation and amortization</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          47.3</td>
<td></td>
<td></td>
<td></td>
<td>          48.6</td>
<td></td>
<td></td>
<td>          -2.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          190.6</td>
<td></td>
<td></td>
<td></td>
<td>          200.2</td>
<td></td>
<td></td>
<td>          -4.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Promotion and sales</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          23.8</td>
<td></td>
<td></td>
<td></td>
<td>          27.9</td>
<td></td>
<td></td>
<td>          -14.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          110.5</td>
<td></td>
<td></td>
<td></td>
<td>          133.6</td>
<td></td>
<td></td>
<td>-17.3</td>
<td>          %</td>
</tr>
<tr>
<td>          Other impairment charges</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td>191.1</td>
<td></td>
<td></td>
<td>-100.0</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td>191.1</td>
<td></td>
<td></td>
<td>-100.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Other</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          81.6</td>
<td></td>
<td></td>
<td></td>
<td>          96.4</td>
<td></td>
<td></td>
<td>-15.4</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          293.6</td>
<td></td>
<td></td>
<td></td>
<td>          305.0</td>
<td></td>
<td></td>
<td>-3.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Total operating expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          620.0</td>
<td></td>
<td></td>
<td></td>
<td>          863.9</td>
<td></td>
<td></td>
<td>-28.2</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          2,598.0</td>
<td></td>
<td></td>
<td></td>
<td>          2,970.1</td>
<td></td>
<td></td>
<td>-12.5</td>
<td>          %</td>
</tr>
<tr>
<td>          OPERATING INCOME (LOSS)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          52.1</td>
<td></td>
<td></td>
<td></td>
<td>          (166.1</td>
<td>          )</td>
<td></td>
<td>          131.4</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          212.9</td>
<td></td>
<td></td>
<td></td>
<td>          (105.6</td>
<td>          )</td>
<td></td>
<td>          301.6</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          OTHER INCOME (EXPENSE)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Interest expense</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (30.8</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (33.1</td>
<td>          )</td>
<td></td>
<td>          6.9</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          (127.0</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (137.3</td>
<td>          )</td>
<td></td>
<td>          7.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Other &#8211; net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          0.1</td>
<td></td>
<td></td>
<td></td>
<td>          0.1</td>
<td></td>
<td></td>
<td>          0.0</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          0.3</td>
<td></td>
<td></td>
<td></td>
<td>          0.5</td>
<td></td>
<td></td>
<td>-40.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Total other expense</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (30.7</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (33.0</td>
<td>          )</td>
<td></td>
<td>          7.0</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          (126.7</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (136.8</td>
<td>          )</td>
<td></td>
<td>          7.4</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          INCOME (LOSS) BEFORE INCOME TAXES</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          21.4</td>
<td></td>
<td></td>
<td></td>
<td>          (199.1</td>
<td>          )</td>
<td></td>
<td>          110.7</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          86.2</td>
<td></td>
<td></td>
<td></td>
<td>          (242.4</td>
<td>          )</td>
<td></td>
<td>          135.6</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          INCOME TAX EXPENSE (BENEFIT)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          8.8</td>
<td></td>
<td></td>
<td></td>
<td>          (75.6</td>
<td>          )</td>
<td></td>
<td>          111.6</td>
<td>          %</td>
<td></td>
<td></td>
<td></td>
<td>          34.9</td>
<td></td>
<td></td>
<td></td>
<td>          (90.6</td>
<td>          )</td>
<td></td>
<td>          138.5</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          NET INCOME (LOSS)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          12.6</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (123.5</td>
<td>          )</td>
<td></td>
<td>          110.2</td>
<td>          %</td>
<td></td>
<td></td>
<td>          $</td>
<td>          51.3</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (151.8</td>
<td>          )</td>
<td></td>
<td>          133.8</td>
<td>          %</td>
</tr>
<tr>
<td>          PER SHARE, BASIC</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          0.26</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (2.55</td>
<td>          )</td>
<td></td>
<td>          110.2</td>
<td>          %</td>
<td></td>
<td></td>
<td>          $</td>
<td>          1.06</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (3.14</td>
<td>          )</td>
<td></td>
<td>          133.8</td>
<td>          %</td>
</tr>
<tr>
<td>          PER SHARE, DILUTED</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          0.25</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (2.55</td>
<td>          )</td>
<td></td>
<td>          109.8</td>
<td>          %</td>
<td></td>
<td></td>
<td>          $</td>
<td>          1.02</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (3.14</td>
<td>          )</td>
<td></td>
<td>          132.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Weighted average common shares</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Basic</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          48.5</td>
<td></td>
<td></td>
<td></td>
<td>          48.4</td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td>          48.5</td>
<td></td>
<td></td>
<td></td>
<td>          48.2</td>
<td></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Diluted</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          52.7</td>
<td></td>
<td></td>
<td></td>
<td>          48.4</td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td>          51.4</td>
<td></td>
<td></td>
<td></td>
<td>          48.2</td>
<td></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td colspan="8"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td colspan="8"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td colspan="13"><b>REPUBLIC AIRWAYS HOLDINGS INC. AND SUBSIDIARIES</b></td>
</tr>
<tr>
<td colspan="13"><b>CONDENSED CONSOLIDATED BALANCE SHEETS</b></td>
</tr>
<tr>
<td colspan="13"><b>(In millions, except share and per share amounts)</b></td>
</tr>
<tr>
<td colspan="13"><b>(Unaudited)</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>December 31,</b></td>
<td></td>
<td></td>
<td colspan="3"><b>December 31,</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>2012</b></td>
<td></td>
<td></td>
<td colspan="3"><b>2011</b></td>
</tr>
<tr>
<td>          ASSETS</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Current Assets:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Cash and cash equivalents</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          247.2</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          219.3</td>
<td></td>
</tr>
<tr>
<td>          Restricted cash</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          147.1</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          151.4</td>
<td></td>
</tr>
<tr>
<td>          Receivables, net of allowance for doubtful accounts of $2.9 and           $0.6, respectively</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          79.5</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          89.0</td>
<td></td>
</tr>
<tr>
<td>          Inventories, net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          86.5</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          101.8</td>
<td></td>
</tr>
<tr>
<td>          Prepaid expenses and other current assets</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          44.4</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          64.2</td>
<td></td>
</tr>
<tr>
<td>          Assets held for sale</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>33.0</td>
<td></td>
</tr>
<tr>
<td>          Deferred income taxes</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          31.3</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          35.3</td>
<td></td>
</tr>
<tr>
<td>          Total current assets</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          636.0</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          694.0</td>
<td></td>
</tr>
<tr>
<td>          Aircraft and other equipment, net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,546.7</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,808.7</td>
<td></td>
</tr>
<tr>
<td>          Maintenance deposits</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          170.0</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          146.0</td>
<td></td>
</tr>
<tr>
<td>          Other intangible assets, net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          65.0</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          86.5</td>
<td></td>
</tr>
<tr>
<td>          Other assets</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          237.5</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          166.5</td>
<td></td>
</tr>
<tr>
<td>          Total assets</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3,655.2</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3,901.7</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          LIABILITIES AND STOCKHOLDERS&#8217; EQUITY</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Current Liabilities:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Current portion of long-term debt</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          276.2</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          284.6</td>
<td></td>
</tr>
<tr>
<td>          Accounts payable</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          29.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          43.9</td>
<td></td>
</tr>
<tr>
<td>          Air traffic liability</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          146.6</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          179.5</td>
<td></td>
</tr>
<tr>
<td>          Deferred frequent flyer revenue</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          54.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          68.2</td>
<td></td>
</tr>
<tr>
<td>          Accrued liabilities</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          238.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          258.8</td>
<td></td>
</tr>
<tr>
<td>          Total current liabilities</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          746.2</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          835.0</td>
<td></td>
</tr>
<tr>
<td>          Long-term debt, less current portion</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          1,843.3</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,074.5</td>
<td></td>
</tr>
<tr>
<td>          Deferred frequent flyer revenue, less current portion</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          57.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          68.1</td>
<td></td>
</tr>
<tr>
<td>          Deferred credits and other non-current liabilities</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          109.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          110.4</td>
<td></td>
</tr>
<tr>
<td>          Deferred income taxes</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          384.6</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          353.2</td>
<td></td>
</tr>
<tr>
<td>          Total liabilities</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          3,141.7</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          3,441.2</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Commitments and Contingencies</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Stockholders&#8217; Equity:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Preferred stock, $.001 par value; 5,000,000 shares authorized; no           shares issued or outstanding</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          -</td>
<td></td>
</tr>
<tr>
<td>Common stock, $.001 par value; one vote per share; 150,000,000           shares authorized; 58,529,449 and 58,097,574 shares issued and           48,558,312 and 48,412,516 shares outstanding, respectively</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          -</td>
<td></td>
</tr>
<tr>
<td>Additional paid-in-capital</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          412.1</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          409.4</td>
<td></td>
</tr>
<tr>
<td>          Treasury stock, 9,333,266 shares at cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (181.8</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (181.8</td>
<td>          )</td>
</tr>
<tr>
<td>          Accumulated other comprehensive loss</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (5.0</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (4.0</td>
<td>          )</td>
</tr>
<tr>
<td>          Accumulated earnings</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          288.2</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          236.9</td>
<td></td>
</tr>
<tr>
<td>          Total stockholders&#8217; equity</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          513.5</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          460.5</td>
<td></td>
</tr>
<tr>
<td>          Total liabilities and stockholders&#8217; equity</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3,655.2</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3,901.7</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td colspan="12"><b>REPUBLIC AIRWAYS HOLDINGS INC. AND SUBSIDIARIES</b></td>
</tr>
<tr>
<td colspan="12"><b>CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS</b></td>
</tr>
<tr>
<td colspan="12"><b>(In millions)</b></td>
</tr>
<tr>
<td colspan="12"><b>(Unaudited)</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="7"><b>Years ended December 31,</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>2012</b></td>
<td></td>
<td colspan="3"><b>2011</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          NET CASH FROM OPERATING ACTIVITIES</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          255.6</td>
<td></td>
<td></td>
<td>          $</td>
<td>          131.5</td>
<td></td>
</tr>
<tr>
<td>          INVESTING ACTIVITIES:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Purchase of aircraft and other equipment</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (35.7</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (105.9</td>
<td>          )</td>
</tr>
<tr>
<td>          Proceeds from sale of aircraft, slots and other assets</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          84.3</td>
<td></td>
<td></td>
<td></td>
<td>          142.3</td>
<td></td>
</tr>
<tr>
<td>          Aircraft deposits, net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (8.0</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (10.4</td>
<td>          )</td>
</tr>
<tr>
<td>          Other, net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (3.4</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (2.4</td>
<td>          )</td>
</tr>
<tr>
<td>          NET CASH FROM INVESTING ACTIVITIES</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          37.2</td>
<td></td>
<td></td>
<td>          $</td>
<td>          23.6</td>
<td></td>
</tr>
<tr>
<td>          FINANCING ACTIVITIES:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Payments on debt</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (216.1</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (208.5</td>
<td>          )</td>
</tr>
<tr>
<td>          Proceeds from debt issuance</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          3.7</td>
<td></td>
<td></td>
<td></td>
<td>          70.7</td>
<td></td>
</tr>
<tr>
<td>          Payments on early extinguishment of debt</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (52.0</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (88.0</td>
<td>          )</td>
</tr>
<tr>
<td>          Other, net</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (0.5</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (1.2</td>
<td>          )</td>
</tr>
<tr>
<td>          NET CASH FROM FINANCING ACTIVITIES</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          (264.9</td>
<td>          )</td>
<td></td>
<td>          $</td>
<td>          (227.0</td>
<td>          )</td>
</tr>
<tr>
<td>          NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          27.9</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (71.9</td>
<td>          )</td>
</tr>
<tr>
<td>          CASH AND CASH EQUIVALENTS, Beginning of period</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          219.3</td>
<td></td>
<td></td>
<td>          $</td>
<td>          291.2</td>
<td></td>
</tr>
<tr>
<td>          CASH AND CASH EQUIVALENTS, End of period</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          247.2</td>
<td></td>
<td></td>
<td>          $</td>
<td>          219.3</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td colspan="15"><b>REPUBLIC AIRWAYS HOLDINGS INC. AND SUBSIDIARIES</b></td>
</tr>
<tr>
<td colspan="15"><b>UNAUDITED OPERATING HIGHLIGHTS</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="10"><b>Three Months Ended December 31,</b></td>
</tr>
<tr>
<td><b>Operating Highlights – Republic</b><sup><b>1</b></sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>2012</b></td>
<td></td>
<td colspan="3"><b>2011</b></td>
<td></td>
<td colspan="2"><b>Change</b></td>
</tr>
<tr>
<td>          Total revenues (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          327.4</td>
<td></td>
<td></td>
<td>          $</td>
<td>          359.3</td>
<td></td>
<td></td>
<td>          -8.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Total fuel expense (millions)<sup>2</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          21.8</td>
<td></td>
<td></td>
<td>          $</td>
<td>          60.3</td>
<td></td>
<td></td>
<td>          -63.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Operating aircraft at period end:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          37-50 seats<sup>3</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          71</td>
<td></td>
<td></td>
<td></td>
<td>          73</td>
<td></td>
<td></td>
<td>          -2.7</td>
<td>          %</td>
</tr>
<tr>
<td>            69-99 seats<sup>4</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          155</td>
<td></td>
<td></td>
<td></td>
<td>          148</td>
<td></td>
<td></td>
<td>          4.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Block hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          176,079</td>
<td></td>
<td></td>
<td></td>
<td>          174,062</td>
<td></td>
<td></td>
<td>          1.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Departures</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          102,662</td>
<td></td>
<td></td>
<td></td>
<td>          102,338</td>
<td></td>
<td></td>
<td>          0.3</td>
<td>          %</td>
</tr>
<tr>
<td>          Passengers carried</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          5,163,017</td>
<td></td>
<td></td>
<td></td>
<td>          4,912,182</td>
<td></td>
<td></td>
<td>          5.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Revenue passenger miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,560</td>
<td></td>
<td></td>
<td></td>
<td>          2,474</td>
<td></td>
<td></td>
<td>          3.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Available seat miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          3,294</td>
<td></td>
<td></td>
<td></td>
<td>          3,358</td>
<td></td>
<td></td>
<td>          -1.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Passenger load factor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          77.7</td>
<td>          %</td>
<td></td>
<td></td>
<td>          73.7</td>
<td>          %</td>
<td></td>
<td colspan="2">          4.0 pts</td>
</tr>
<tr>
<td>          Total cost per available seat mile, including interest expense and           excluding items (cents)<sup>6</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          9.21</td>
<td></td>
<td></td>
<td></td>
<td>          10.01</td>
<td></td>
<td></td>
<td>          -8.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Cost per available seat mile, including interest and excluding fuel           expense and excluding items (cents)<sup>6</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          8.55</td>
<td></td>
<td></td>
<td></td>
<td>          8.21</td>
<td></td>
<td></td>
<td>          4.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Gallons consumed</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          6,272,203</td>
<td></td>
<td></td>
<td></td>
<td>          18,936,470</td>
<td></td>
<td></td>
<td>          -66.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Average cost per gallon</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.48</td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.19</td>
<td></td>
<td></td>
<td>          9.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Average daily utilization of each scheduled aircraft (hours)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          9.3</td>
<td></td>
<td></td>
<td></td>
<td>          9.7</td>
<td></td>
<td></td>
<td>-4.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Average stage length</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          482</td>
<td></td>
<td></td>
<td></td>
<td>          490</td>
<td></td>
<td></td>
<td>-1.6</td>
<td>          %</td>
</tr>
<tr>
<td>          Average seat density</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          67</td>
<td></td>
<td></td>
<td></td>
<td>          67</td>
<td></td>
<td></td>
<td>          0.0</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td><b>Operating Highlights – Frontier</b><sup><b>1</b></sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Total revenues (millions)<sup>7</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          334.9</td>
<td></td>
<td></td>
<td>          $</td>
<td>          338.5</td>
<td></td>
<td></td>
<td>-1.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Total fuel expense (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          128.2</td>
<td></td>
<td></td>
<td>          $</td>
<td>          127.4</td>
<td></td>
<td></td>
<td>          0.6</td>
<td>          %</td>
</tr>
<tr>
<td>          Operating aircraft at period end:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          120 seats</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2</td>
<td></td>
<td></td>
<td></td>
<td>          4</td>
<td></td>
<td></td>
<td>-50.0</td>
<td>          %</td>
</tr>
<tr>
<td>          136-138 seats</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          37</td>
<td></td>
<td></td>
<td></td>
<td>          41</td>
<td></td>
<td></td>
<td>-9.8</td>
<td>          %</td>
</tr>
<tr>
<td>          162-168 seats</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          16</td>
<td></td>
<td></td>
<td></td>
<td>          15</td>
<td></td>
<td></td>
<td>          6.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Passengers carried</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,596,521</td>
<td></td>
<td></td>
<td></td>
<td>          2,731,199</td>
<td></td>
<td></td>
<td>          -4.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Revenue passenger miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,505</td>
<td></td>
<td></td>
<td></td>
<td>          2,588</td>
<td></td>
<td></td>
<td>          -3.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Available seat miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2,818</td>
<td></td>
<td></td>
<td></td>
<td>          2,934</td>
<td></td>
<td></td>
<td>          -4.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Passenger load factor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          88.9</td>
<td>          %</td>
<td></td>
<td></td>
<td>          88.2</td>
<td>          %</td>
<td></td>
<td colspan="2">          0.7 pts</td>
</tr>
<tr>
<td>          Total revenue per available seat mile (cents)<sup>7</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.88</td>
<td></td>
<td></td>
<td></td>
<td>          11.54</td>
<td></td>
<td></td>
<td>          2.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Operating cost per available seat mile (cents)<sup>5,8</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.58</td>
<td></td>
<td></td>
<td></td>
<td>          11.15</td>
<td></td>
<td></td>
<td>          3.9</td>
<td>          %</td>
</tr>
<tr>
<td>            Fuel cost per available seat mile (cents)<sup>5</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          4.55</td>
<td></td>
<td></td>
<td></td>
<td>          4.34</td>
<td></td>
<td></td>
<td>          4.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Cost per available seat mile, excluding fuel expense (cents)<sup>8</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          7.03</td>
<td></td>
<td></td>
<td></td>
<td>          6.80</td>
<td></td>
<td></td>
<td>          3.4</td>
<td>          %</td>
</tr>
<tr>
<td>          Gallons consumed</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          37,478,548</td>
<td></td>
<td></td>
<td></td>
<td>          39,745,972</td>
<td></td>
<td></td>
<td>          -5.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Average cost per gallon<sup>5</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.42</td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.21</td>
<td></td>
<td></td>
<td>          6.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Block hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          50,662</td>
<td></td>
<td></td>
<td></td>
<td>          54,242</td>
<td></td>
<td></td>
<td>          -6.6</td>
<td>          %</td>
</tr>
<tr>
<td>          Departures</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          20,587</td>
<td></td>
<td></td>
<td></td>
<td>          22,102</td>
<td></td>
<td></td>
<td>          -6.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Average daily utilization of each scheduled aircraft (hours)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          10.5</td>
<td></td>
<td></td>
<td></td>
<td>          10.5</td>
<td></td>
<td></td>
<td>          0.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Average stage length</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          946</td>
<td></td>
<td></td>
<td></td>
<td>          935</td>
<td></td>
<td></td>
<td>          1.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Average seat density</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          145</td>
<td></td>
<td></td>
<td></td>
<td>          142</td>
<td></td>
<td></td>
<td>          2.1</td>
<td>          %</td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td><sup>1 </sup>See business segment presentation discussion for             information regarding our change in segments.</td>
</tr>
<tr>
<td><sup>2</sup> Includes $23.3 million for the three months ended           December 31, 2011, which was passed-through under our fixed-fee           agreements with our partners.</td>
</tr>
<tr>
<td><sup>3</sup> Includes one aircraft and eleven aircraft as of           December 31, 2012 and 2011, respectively, that were unassigned.</td>
</tr>
<tr>
<td><sup>4 </sup>Includes three aircraft as of December 31, 2011 that             were unassigned.</td>
</tr>
<tr>
<td><sup>5</sup> Includes mark-to-market fuel hedge expense of $0.5           million and benefit of $3.5 million for the three months ended           December 31, 2012 and 2011, respectively.</td>
</tr>
<tr>
<td><sup>6</sup> Excludes $4.3 million and $200.2 million items for the           three months ended December 31, 2012 and 2011, respectively.</td>
</tr>
<tr>
<td><sup>7</sup> Excludes $9.8 million of items for the three months           ended December 31, 2012.</td>
</tr>
<tr>
<td><sup>8</sup> Excludes $15.5 million and $32.3 million of items for           the three months ended December 31, 2012 and 2011, respectively.</td>
</tr>
<tr>
<td></td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td colspan="15"><b>REPUBLIC AIRWAYS HOLDINGS INC. AND SUBSIDIARIES</b></td>
</tr>
<tr>
<td colspan="15"><b>UNAUDITED OPERATING HIGHLIGHTS</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="10"><b>Years Ended December 31,</b></td>
</tr>
<tr>
<td><b>Operating Highlights – Republic</b><sup><b>1</b></sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>2012</b></td>
<td></td>
<td colspan="3"><b>2011</b></td>
<td></td>
<td colspan="2"><b>Change</b></td>
</tr>
<tr>
<td>          Total revenues (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,377.4</td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,534.0</td>
<td></td>
<td></td>
<td>-10.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Total fuel expense (millions)<sup>2</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          161.4</td>
<td></td>
<td></td>
<td>          $</td>
<td>          303.3</td>
<td></td>
<td></td>
<td>-46.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Operating aircraft at period end:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          37-50 seats<sup>3</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          71</td>
<td></td>
<td></td>
<td></td>
<td>          73</td>
<td></td>
<td></td>
<td>-2.7</td>
<td>          %</td>
</tr>
<tr>
<td>          69-99 seats<sup>4</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          155</td>
<td></td>
<td></td>
<td></td>
<td>          148</td>
<td></td>
<td></td>
<td>          4.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Block hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          701,040</td>
<td></td>
<td></td>
<td></td>
<td>          731,440</td>
<td></td>
<td></td>
<td>          -4.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Departures</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          409,058</td>
<td></td>
<td></td>
<td></td>
<td>          429,564</td>
<td></td>
<td></td>
<td>          -4.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Passengers carried</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          20,112,289</td>
<td></td>
<td></td>
<td></td>
<td>          20,773,219</td>
<td></td>
<td></td>
<td>          -3.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Revenue passenger miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          10,120</td>
<td></td>
<td></td>
<td></td>
<td>          10,691</td>
<td></td>
<td></td>
<td>          -5.3</td>
<td>          %</td>
</tr>
<tr>
<td>          Available seat miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          13,437</td>
<td></td>
<td></td>
<td></td>
<td>          14,449</td>
<td></td>
<td></td>
<td>          -7.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Passenger load factor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          75.3</td>
<td>          %</td>
<td></td>
<td></td>
<td>          74.0</td>
<td>          %</td>
<td></td>
<td colspan="2">          1.3 pts</td>
</tr>
<tr>
<td>          Total cost per available seat mile, including interest expense and           excluding impairment (cents) <sup>6</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          9.73</td>
<td></td>
<td></td>
<td></td>
<td>          10.25</td>
<td></td>
<td></td>
<td>          -5.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Cost per available seat mile, including interest and excluding fuel           expense and excluding impairment (cents) <sup>6</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          8.53</td>
<td></td>
<td></td>
<td></td>
<td>          8.15</td>
<td></td>
<td></td>
<td>          4.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Gallons consumed</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          48,842,044</td>
<td></td>
<td></td>
<td></td>
<td>          91,890,705</td>
<td></td>
<td></td>
<td>          -46.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Average cost per gallon</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.30</td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.30</td>
<td></td>
<td></td>
<td>          0.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Average daily utilization of each scheduled aircraft (hours)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          9.8</td>
<td></td>
<td></td>
<td></td>
<td>          9.9</td>
<td></td>
<td></td>
<td>          -1.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Average stage length</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          469</td>
<td></td>
<td></td>
<td></td>
<td>          498</td>
<td></td>
<td></td>
<td>-5.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Average seat density</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          67</td>
<td></td>
<td></td>
<td></td>
<td>          68</td>
<td></td>
<td></td>
<td>-1.5</td>
<td>          %</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td><b>Operating Highlights – Frontier</b><sup><b>1</b></sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Total revenues (millions) <sup>7</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,423.7</td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,330.5</td>
<td></td>
<td></td>
<td>          7.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Total fuel expense (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          532.3</td>
<td></td>
<td></td>
<td>          $</td>
<td>          517.8</td>
<td></td>
<td></td>
<td>          2.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Operating aircraft at period end:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          120 seats</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2</td>
<td></td>
<td></td>
<td></td>
<td>          4</td>
<td></td>
<td></td>
<td>          -50.0</td>
<td>          %</td>
</tr>
<tr>
<td>          136-138 seats</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          37</td>
<td></td>
<td></td>
<td></td>
<td>          41</td>
<td></td>
<td></td>
<td>          -9.8</td>
<td>          %</td>
</tr>
<tr>
<td>          162-168 seats</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          16</td>
<td></td>
<td></td>
<td></td>
<td>          15</td>
<td></td>
<td></td>
<td>          6.7</td>
<td>          %</td>
</tr>
<tr>
<td>          Passengers carried</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          10,700,669</td>
<td></td>
<td></td>
<td></td>
<td>          10,583,331</td>
<td></td>
<td></td>
<td>          1.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Revenue passenger miles (milllions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          10,579</td>
<td></td>
<td></td>
<td></td>
<td>          10,271</td>
<td></td>
<td></td>
<td>          3.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Available seat miles (millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11,908</td>
<td></td>
<td></td>
<td></td>
<td>          11,779</td>
<td></td>
<td></td>
<td>          1.1</td>
<td>          %</td>
</tr>
<tr>
<td>          Passenger load factor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          88.8</td>
<td>          %</td>
<td></td>
<td></td>
<td>          87.2</td>
<td>          %</td>
<td></td>
<td colspan="2">          1.6 pts</td>
</tr>
<tr>
<td>          Total revenue per available seat mile (cents) <sup>7</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.96</td>
<td></td>
<td></td>
<td></td>
<td>          11.30</td>
<td></td>
<td></td>
<td>          5.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Operating cost per available seat mile (cents)<sup>5,8</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.66</td>
<td></td>
<td></td>
<td></td>
<td>          11.77</td>
<td></td>
<td></td>
<td>          -0.9</td>
<td>          %</td>
</tr>
<tr>
<td>          Fuel cost per available seat mile (cents)<sup>5</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          4.47</td>
<td></td>
<td></td>
<td></td>
<td>          4.40</td>
<td></td>
<td></td>
<td>          1.6</td>
<td>          %</td>
</tr>
<tr>
<td>          Cost per available seat mile, excluding fuel expense (cents)<sup>8</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          7.19</td>
<td></td>
<td></td>
<td></td>
<td>          7.38</td>
<td></td>
<td></td>
<td>          -2.6</td>
<td>          %</td>
</tr>
<tr>
<td>          Gallons consumed</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          158,361,595</td>
<td></td>
<td></td>
<td></td>
<td>          159,145,671</td>
<td></td>
<td></td>
<td>          -0.5</td>
<td>          %</td>
</tr>
<tr>
<td>          Average cost per gallon<sup>5</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.36</td>
<td></td>
<td></td>
<td>          $</td>
<td>          3.25</td>
<td></td>
<td></td>
<td>          3.4</td>
<td>          %</td>
</tr>
<tr>
<td>          Block hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          214,494</td>
<td></td>
<td></td>
<td></td>
<td>          219,359</td>
<td></td>
<td></td>
<td>          -2.2</td>
<td>          %</td>
</tr>
<tr>
<td>          Departures</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          85,328</td>
<td></td>
<td></td>
<td></td>
<td>          87,938</td>
<td></td>
<td></td>
<td>          -3.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Average daily utilization of each scheduled aircraft (hours)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.0</td>
<td></td>
<td></td>
<td></td>
<td>          11.2</td>
<td></td>
<td></td>
<td>          -1.8</td>
<td>          %</td>
</tr>
<tr>
<td>          Average stage length</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          976</td>
<td></td>
<td></td>
<td></td>
<td>          957</td>
<td></td>
<td></td>
<td>          2.0</td>
<td>          %</td>
</tr>
<tr>
<td>          Average seat density</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          143</td>
<td></td>
<td></td>
<td></td>
<td>          140</td>
<td></td>
<td></td>
<td>          2.1</td>
<td>          %</td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td><sup>1 </sup>See business segment presentation discussion for             information regarding our change in segments.</td>
</tr>
<tr>
<td><sup>2</sup> Includes $48.2 million and $102.5 million for the year           ended December 31, 2012 and 2011, respectively, which was           passed-through under our fixed-fee agreements with our partners.</td>
</tr>
<tr>
<td><sup>3</sup> Includes one aircraft and eleven aircraft as of           December 31, 2012 and 2011, respectively, that were unassigned.</td>
</tr>
<tr>
<td><sup>4 </sup>Includes three aircraft as of December 31, 2011 that           were unassigned.</td>
</tr>
<tr>
<td><sup>5 </sup>Includes mark-to-market fuel hedge expense of $2.2             million and benefit of $(3.8) million for the year ended December             31, 2012 and 2011, respectively.</td>
</tr>
<tr>
<td><sup>6</sup> Excludes $7.2 million and $200.2 million items for the           year ended December 31, 2012 and 2011, respectively.</td>
</tr>
<tr>
<td><sup>7</sup> Excludes $9.8 million of items for the year ended           December 31, 2012.</td>
</tr>
<tr>
<td><sup>8</sup> Excludes $15.5 million and $32.3 million of items for           the year ended December 31, 2012 and 2011, respectively.</td>
</tr>
<tr>
<td></td>
</tr>
<tr>
<td></td>
</tr>
</tbody>
</table>
<p>Reconciliation of GAAP to non-GAAP measures:</p>
<p>The following tables present the reconciliation of results on a GAAP       basis to the reported ex-item results for the three months and full       years ended December 31, 2012 and 2011:</p>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="20"><b>Three months ended Dec. 31, 2012</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="10"><b>Pre-tax by Segment</b></td>
<td></td>
<td></td>
<td colspan="3"><b>After-tax</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Diluted Earnings</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"><b>Republic</b></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Per share</b></td>
</tr>
<tr>
<td>          GAAP income</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          19.8</td>
<td></td>
<td>          $</td>
<td>          1.6</td>
<td></td>
<td></td>
<td>          $</td>
<td>          21.4</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          12.6</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          0.25</td>
<td></td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          4.3</td>
<td></td>
<td></td>
<td>          15.5</td>
<td></td>
<td></td>
<td></td>
<td>          19.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.7</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          0.21</td>
<td></td>
</tr>
<tr>
<td>          Frequent flyer adjustment<sup>1</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td>          (9.8</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (9.8</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (5.8</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (0.11</td>
<td>          )</td>
</tr>
<tr>
<td>          Ex-item income</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          24.1</td>
<td></td>
<td>          $</td>
<td>          7.3</td>
<td></td>
<td></td>
<td>          $</td>
<td>          31.4</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          18.5</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          0.35</td>
<td></td>
</tr>
</tbody>
</table>
<p><sup>1</sup> Additional revenue related to the change in expiration of       mileage earned under its frequent flyer program from 24 to 18 months</p>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="10"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="20"><b>Year ended Dec. 31, 2012</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="10"><b>Pre-tax by Segment</b></td>
<td></td>
<td></td>
<td colspan="3"><b>After-tax</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Diluted Earnings</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"><b>Republic</b></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Per share</b></td>
</tr>
<tr>
<td>          GAAP income</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          62.3</td>
<td></td>
<td>          $</td>
<td>          23.9</td>
<td></td>
<td></td>
<td>          $</td>
<td>          86.2</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          51.3</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1.02</td>
<td></td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          4.3</td>
<td></td>
<td></td>
<td>          15.5</td>
<td></td>
<td></td>
<td></td>
<td>          19.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          11.8</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          0.21</td>
<td></td>
</tr>
<tr>
<td>          Loss, net on sale of assets</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2.9</td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td>          2.9</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          1.7</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          0.03</td>
<td></td>
</tr>
<tr>
<td>          Frequent flyer adjustment<sup>1</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td>          (9.8</td>
<td>          )</td>
<td></td>
<td></td>
<td>          (9.8</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (5.8</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (0.11</td>
<td>          )</td>
</tr>
<tr>
<td>          Ex-item income</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          69.5</td>
<td></td>
<td>          $</td>
<td>          29.6</td>
<td></td>
<td></td>
<td>          $</td>
<td>          99.1</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          59.0</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1.15</td>
<td></td>
</tr>
</tbody>
</table>
<p><sup>1</sup> Additional revenue related to the change in expiration of       mileage earned under its frequent flyer program from 24 to 18 months</p>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="11"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="21"><b>Three months ended Dec. 31, 2011</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="11"><b>Pre-tax by Segment</b></td>
<td></td>
<td></td>
<td colspan="3"><b>After-tax</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Diluted Earnings</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>Republic</b></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Per share</b></td>
</tr>
<tr>
<td>          GAAP income (loss)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          (176.9</td>
<td>          )</td>
<td></td>
<td>          $</td>
<td>          (22.2</td>
<td>          )</td>
<td></td>
<td>          $</td>
<td>          (199.1</td>
<td>          )</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (123.5</td>
<td>          )</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (2.55</td>
<td>          )</td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          9.1</td>
<td></td>
<td></td>
<td></td>
<td>          32.3</td>
<td></td>
<td></td>
<td></td>
<td>          41.4</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          25.7</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          0.51</td>
<td></td>
</tr>
<tr>
<td>          Non-recurring impairment</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          191.1</td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td>191.1</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          118.6</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2.46</td>
<td></td>
</tr>
<tr>
<td>          Ex-item income</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          23.3</td>
<td></td>
<td></td>
<td>          $</td>
<td>          10.1</td>
<td></td>
<td></td>
<td>          $</td>
<td>          33.4</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          20.7</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          0.41</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="21"><b>Year ended Dec. 31, 2011</b></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="11"><b>Pre-tax by Segment</b></td>
<td></td>
<td></td>
<td colspan="3"><b>After-tax</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Diluted Earnings</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>Republic</b></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Consolidated</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Per share</b></td>
</tr>
<tr>
<td>          GAAP income (loss)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          (147.1</td>
<td>          )</td>
<td></td>
<td>          $</td>
<td>          (95.3</td>
<td>          )</td>
<td></td>
<td>          $</td>
<td>          (242.4</td>
<td>          )</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (151.8</td>
<td>          )</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (3.14</td>
<td>          )</td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td></td>
<td colspan="3"></td>
</tr>
<tr>
<td>          Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          9.1</td>
<td></td>
<td></td>
<td></td>
<td>          32.3</td>
<td></td>
<td></td>
<td></td>
<td>          41.4</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          25.9</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          0.54</td>
<td></td>
</tr>
<tr>
<td>          Non-recurring impairment</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          191.1</td>
<td></td>
<td></td>
<td></td>
<td>-</td>
<td></td>
<td></td>
<td></td>
<td>191.1</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          119.7</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          2.48</td>
<td></td>
</tr>
<tr>
<td>          Ex-item income (loss)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          53.1</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (63.0</td>
<td>          )</td>
<td></td>
<td>          $</td>
<td>          (9.9</td>
<td>          )</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (6.2</td>
<td>          )</td>
<td></td>
<td></td>
<td>          $</td>
<td>          (0.13</td>
<td>          )</td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="6"></td>
<td></td>
<td></td>
<td colspan="6"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="6"><b>Three months ended Dec. 31,</b> <b>2012</b></td>
<td></td>
<td></td>
<td colspan="6"><b>Twelve months ended Dec. 31,</b> <b>2012</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="2"><b>TRASM (cents)</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="2"><b>TRASM (cents)</b></td>
</tr>
<tr>
<td>          GAAP revenue</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          344.7</td>
<td></td>
<td></td>
<td>          12.23</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,433.5</td>
<td></td>
<td></td>
<td>          12.04</td>
<td></td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Frequent flyer adjustment<sup>1</sup></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (9.8</td>
<td>          )</td>
<td></td>
<td>          (0.35</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (9.8</td>
<td>          )</td>
<td></td>
<td>          (0.08</td>
<td>          )</td>
</tr>
<tr>
<td>          Ex-item revenue</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          334.9</td>
<td></td>
<td></td>
<td>          11.88</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,423.7</td>
<td></td>
<td></td>
<td>          11.96</td>
<td></td>
</tr>
</tbody>
</table>
<p><sup>1</sup> Additional revenue related to the change in expiration of       mileage earned under its frequent flyer program from 24 to 18 months</p>
<table cellspacing="0">
<tbody>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="6"></td>
<td></td>
<td></td>
<td colspan="6"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="6"><b>Three months ended Dec. 31,</b> <b>2012</b></td>
<td></td>
<td></td>
<td colspan="6"><b>Twelve months ended Dec. 31,</b> <b>2012</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="2"><b>CASM (cents)</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="2"><b>CASM (cents)</b></td>
</tr>
<tr>
<td>          GAAP operating expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          341.7</td>
<td></td>
<td></td>
<td>          12.13</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,404.1</td>
<td></td>
<td></td>
<td>          11.79</td>
<td></td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (15.5</td>
<td>          )</td>
<td></td>
<td>          (0.55</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (15.5</td>
<td>          )</td>
<td></td>
<td>          (0.13</td>
<td>          )</td>
</tr>
<tr>
<td>          Ex-item operating expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          326.2</td>
<td></td>
<td></td>
<td>          11.58</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,388.6</td>
<td></td>
<td></td>
<td>          11.66</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="6"><b>Three months ended Dec. 31,</b> <b>2011</b></td>
<td></td>
<td></td>
<td colspan="6"><b>Twelve months ended Dec. 31,</b> <b>2011</b></td>
</tr>
<tr>
<td>          ($ in millions)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="2"><b>CASM (cents)</b></td>
<td></td>
<td></td>
<td colspan="3"><b>Frontier</b></td>
<td></td>
<td colspan="2"><b>CASM (cents)</b></td>
</tr>
<tr>
<td>          GAAP operating expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          359.3</td>
<td></td>
<td></td>
<td>          12.25</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,419.2</td>
<td></td>
<td></td>
<td>          12.05</td>
<td></td>
</tr>
<tr>
<td>          Adjustments:</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="3"></td>
<td></td>
<td colspan="2"></td>
</tr>
<tr>
<td>          Restructuring and fleet transition expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          (32.3</td>
<td>          )</td>
<td></td>
<td>          (1.10</td>
<td>          )</td>
<td></td>
<td></td>
<td></td>
<td>          (32.3</td>
<td>          )</td>
<td></td>
<td>          (0.28</td>
<td>          )</td>
</tr>
<tr>
<td>          Ex-item operating expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          327.0</td>
<td></td>
<td></td>
<td>          11.15</td>
<td></td>
<td></td>
<td></td>
<td>          $</td>
<td>          1,386.9</td>
<td></td>
<td></td>
<td>          11.77</td>
<td></td>
</tr>
<tr>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>
</div>
]]></content:encoded>
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		</item>
		<item>
		<title>Goldberg Segalla Welcomes Wayne C. Kreuscher as Partner</title>
		<link>http://www.indymetro.com/2013/02/14/goldberg-segalla-welcomes-wayne-c-kreuscher-as-partner/</link>
		<comments>http://www.indymetro.com/2013/02/14/goldberg-segalla-welcomes-wayne-c-kreuscher-as-partner/#comments</comments>
		<pubDate>Thu, 14 Feb 2013 23:19:40 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
		<category><![CDATA[LAW]]></category>
		<category><![CDATA[LIVING]]></category>
		<category><![CDATA[METRO]]></category>
		<category><![CDATA[PEOPLE]]></category>
		<category><![CDATA[TECHNOLOGY]]></category>
		<category><![CDATA[Goldberg Segalla]]></category>
		<category><![CDATA[partner]]></category>
		<category><![CDATA[Wayne C. Kreuscher]]></category>

		<guid isPermaLink="false">http://www.indymetro.com/2013/02/14/goldberg-segalla-welcomes-wayne-c-kreuscher-as-partner/</guid>
		<description><![CDATA[Goldberg Segalla is pleased to announce Wayne C. Kreuscher has joined the law firm as a partner in its White Plains office. He joins the firm’s Product Liability and Transportation Practice Groups. He was previously a partner at Barnes &#038; Thornburg in Indianapolis.]]></description>
				<content:encoded><![CDATA[<p>Goldberg Segalla is pleased to announce <a href="http://www.goldbergsegalla.com/attorneys/wayne-c-kreuscher">Wayne C. Kreuscher</a> has joined the law firm as a partner in its White Plains office. He joins the firm’s <a href="http://www.goldbergsegalla.com/practice-groups/product-liability">Product Liability</a> and <a href="http://www.goldbergsegalla.com/practice-groups/transportation">Transportation</a> Practice Groups. He was previously a partner at Barnes &amp; Thornburg in Indianapolis.</p>
<p>Mr. Kreuscher has nearly 40 years of experience as a litigator focused primarily on products liability and other types of tort defense work. He has represented numerous domestic and international manufacturers and distributors of motor vehicles, telecommunications devices, appliances, chemicals, pharmaceuticals, medical devices, and other products. Through this representation, he has developed extensive experience handling the unique legal and procedural issues facing foreign clients, including jurisdiction, service, evidence, and testifying issues. His experience includes acting as both lead counsel and as a member of defense teams, and he has served as national coordinating counsel in the defense of more than 300 cases across the country for a particular product. He has also defended health care providers in claims alleging medical malpractice.</p>
<p>Mr. Kreuscher is a member of The Federation of Defense &amp; Corporate Counsel. He has been a lecturer and panel chair on topics in his areas of concentration for the Defense Research Institute, and he has authored articles on these topics for numerous legal publications. He has been selected for inclusion in <em>Best Lawyers in America</em> and <em>Indiana Super Lawyers.</em></p>
<p>Before attending law school, Mr. Kreuscher began his career as a journalist and worked for U.S. Army and daily newspapers. He finds this experience translates well to his legal work and is particularly helpful for conducting research and presenting facts in complex cases.</p>
]]></content:encoded>
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		</item>
		<item>
		<title>Mayor Bloomberg, Chief Information &amp; Innovation Officer Merchant and Chief Digital Officer Haot Launch Reinvent</title>
		<link>http://www.indymetro.com/2012/12/05/mayor-bloomberg-chief-information-innovation-officer-merchant-and-chief-digital-officer-haot-launch-reinvent/</link>
		<comments>http://www.indymetro.com/2012/12/05/mayor-bloomberg-chief-information-innovation-officer-merchant-and-chief-digital-officer-haot-launch-reinvent/#comments</comments>
		<pubDate>Wed, 05 Dec 2012 19:07:11 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
		<category><![CDATA[Calendar]]></category>
		<category><![CDATA[NATION]]></category>
		<category><![CDATA[NEWS]]></category>
		<category><![CDATA[NYC]]></category>
		<category><![CDATA[TECHNOLOGY]]></category>
		<category><![CDATA[Mayor Michael R. Bloomberg]]></category>

		<guid isPermaLink="false">http://www.indymetro.com/2012/12/05/mayor-bloomberg-chief-information-innovation-officer-merchant-and-chief-digital-officer-haot-launch-reinvent/</guid>
		<description><![CDATA[Mayor Michael R. Bloomberg, Department of Information Technology and Telecommunications Commissioner Rahul N. Merchant and Chief Digital Officer Rachel Haot today launched the Reinvent Payphones Design Challenge, a competition to rally urban designers, planners, technologists and policy experts to create physical and virtual prototypes that imagine the future of New York City’s public pay telephones. The goal of Reinvent Payphones is to foster innovative, data and design-driven ideas that will help modernize payphone infrastructure across the five boroughs and optimize use of public space once the City’s current payphone contracts expire in 2014. The Mayor announced the challenge through a video message this evening at the New York Tech Meetup.]]></description>
				<content:encoded><![CDATA[<p><a href="http://www.indymetro.com/2012/03/06/greets-the-honorable-dr-eckart-wurzner-lord-mayor-of-heidelberg-germany/bloombergmarc5-jpg/" rel="attachment wp-att-1720"><img class="alignleft size-thumbnail wp-image-1720" title="bloombergmarc5.jpg" src="http://www.indymetro.com/wp-content/uploads/2012/03/bloombergmarc5-150x150.jpg" alt="" width="150" height="150" /></a>Mayor Michael R. Bloomberg, Department of Information Technology and Telecommunications Commissioner Rahul N. Merchant and Chief Digital Officer Rachel Haot today launched the <em>Reinvent Payphones Design Challenge</em>, a competition to rally urban designers, planners, technologists and policy experts to create physical and virtual prototypes that imagine the future of New York City’s public pay telephones. The goal of <em>Reinvent Payphones</em> is to foster innovative, data and design-driven ideas that will help modernize payphone infrastructure across the five boroughs and optimize use of public space once the City’s current payphone contracts expire in 2014. The Mayor announced the challenge through a video message this evening at the New York Tech Meetup. “From Wi-Fi in public spaces to the High Line, our Administration has continuously reinvented City infrastructure by matching innovative concepts with extraordinary designs,” said Mayor Bloomberg. “Now we’re doing the same for the thousands of public pay telephones across the five boroughs, and we’re challenging our dynamic and ever-growing tech community to ‘Re-Own the Phone’ and provide their ideas on what the future of payphones could entail.”</p>
<p>“To thrive in technology, we need to see things as they are and then imagine them as they might best be,” said Commissioner Merchant. “Payphones have been an iconic part of the city’s streetscape for decades, and can be vital lifelines for communication in times of emergency. But to thrive, the payphone of the future needs to offer valuable services at all times, and with various pilot programs already underway, we’re evaluating how some of those amenities are publicly received. Now, with the <em>Reinvent Payphones Design Challenge</em>, we’re asking our tech community for new takes on older technology, and inviting designs about how they might enhance the vitality of our public spaces.” “New York City is the most innovative city on earth – and constantly reinventing itself,” said Rachel Haot, Chief Digital Officer. “With the <em>Reinvent Payphones Design Challenge</em>, we’re enlisting the thriving technology and academic communities to help shape the future of communications in New York City. This challenge is the first of its kind in the world, and provides a unique opportunity to set the bar for forward-thinking communications infrastructure. Together, we can build a brighter future for our city, and I encourage students, technologists and designers to help Reinvent Payphones in New York.” Today, there are more than 11,000 payphones on City sidewalks, down from a high of approximately 35,000 in the late 1990s. Once a primary means of communication for the public, the role of payphones has changed significantly over the last decade. While the widespread adoption of mobile devices reduces the overall need for payphones, not everyone owns a mobile phone and not everyone has connectivity at all times. Payphone availability remains critical in times of emergency, as seen by an increase in their usage after Hurricane Sandy, and <em>Reinvent Payphones</em> is an opportunity to shape the future design and functionality of payphones and their surrounding enclosures. In addition to the <em>Reinvent Payphones Design Challenge</em>, various pilot programs are currently underway to test new services using extant payphone infrastructure, including digital advertising on phone kiosks around Times Square, interactive touchscreens around Union Square and free public Wi-Fi at 13 locations across the city.</p>
<p>To enter the <em>Reinvent Payphones Design Challenge</em>, participants should visit <a href="http://www.nyc.gov/">www.nyc.gov</a> to review competition rules, sign up for important updates and submit their prototype application for consideration by February 18, 2013. Participants are invited to an information session on January 23, 2013, where they will have an opportunity to ask questions about the challenge and the City’s payphone infrastructure. Participants are also invited to inform their designs with datasets related to City’s public pay telephones – including their locations and related 311 complaint data – available on the Reinvent Payphones website.</p>
<p>After all submissions are received, up to 15 semi-finalists will be selected to demonstrate their ideas at the <em>Reinvent Payphones</em> Demo Day on March 5, 2013. Quirky, a social product development company that brings new product ideas to life through its online collaborative platform, will partner with the City to host the Demo Day at its Chelsea headquarters. Two additional New York City-based startups are partnering with the City to facilitate the Design Challenge: Splashthat.com, a set of online planning tools, has helped the City design a custom website for the event; and CollabFinder, an online network connecting people to projects, has created a customized <em>Reinvent Payphones</em> project page for individual participants to sync with collaborators on building prototypes.</p>
<p><em>Reinvent Payphones</em> is the third public innovation challenge to launch as part of the City’s pioneering <em>Reinvent</em> program and builds on the success of the Reinvent <em>NYC.gov</em> and Reinvent Green hackathons. The City is extending an invite to the technology and academic communities, as well as the public, to share their creative and innovative ideas by submitting prototypes for the challenge. The City is also working to promote the <em>Reinvent Payphones Design Challenge</em> to a wide range of talented and forward-thinking students and faculty in a number of local universities, including:</p>
<ul>
<li>Columbia University: Technological Change Lab at the Graduate School of Architecture, Planning and Preservation.</li>
<li>New York University: Tisch School of the Arts and Robert F. Wagner Graduate School of Public Service</li>
<li>New York Law School</li>
<li>Parsons The New School for Design</li>
<li>School of Visual Arts: Design for Social Innovation and Interaction Design Programs</li>
</ul>
<p>Judges of the Reinvent Payphones Demo Day include John Borthwick, founder and CEO of Betaworks; Majora Carter, founder of Startup Box; Jason Goodman, CEO and co-founder of 3rd Ward; Nancy Lublin, CEO of DoSomething.org; and former United States Deputy Chief Technology Officer Beth Noveck. The <em>Reinvent Payphones</em> design submissions will be judged by the following criteria:</p>
<ul>
<li>Connectivity: Ability to connect New Yorkers and enable communication, including for safety and emergency purposes;</li>
<li>Creativity: Originality, innovation and quality of idea;</li>
<li>Visual Design: Including visual appeal and user experience;</li>
<li>Functionality: Flexibility, versatility, scalability, accessibility and sustainability; and</li>
<li>Community Impact: Support of local residents, businesses and cultural institutions.</li>
</ul>
<p>In 1999, the City entered into a number of franchise contracts for the installation, maintenance and operation of public payphones on City sidewalks. These agreements expire on October 15, 2014. Successful <em>Reinvent Payphones</em> design submissions will be used to help shape the City’s ongoing efforts to assess the future of the more than 11,000 public pay telephones that still exist today.</p>
<p>Last July, the Department of Information Technology and Telecommunications issued a Request for Information to foster public feedback in evaluating the future of payphones in New York City sidewalks. The Department received 21 responses from current franchisees, community boards, business improvement districts and other companies and organizations, which are available on <em>NYC.gov</em>.</p>
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		<title>Factoring in Fashion</title>
		<link>http://www.indymetro.com/2012/12/05/factoring-in-fashion/</link>
		<comments>http://www.indymetro.com/2012/12/05/factoring-in-fashion/#comments</comments>
		<pubDate>Wed, 05 Dec 2012 18:33:19 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
		<category><![CDATA[NATION]]></category>
		<category><![CDATA[TECHNOLOGY]]></category>

		<guid isPermaLink="false">http://www.indymetro.com/2012/12/05/factoring-in-fashion/</guid>
		<description><![CDATA[NEW YORK--(BUSINESS WIRE)--CIT Group Inc. (NYSE: CIT) cit.com, a leading provider of financing to small businesses and middle market companies, today released “Factoring in Fashion” (cit.com.tharancogroup). This video is the latest installment in its “CIT: Behind the Deal” (cit.com/behindthedeal) series of client case study testimonial videos that showcase how the lending, leasing and advisory expertise of CIT executives has helped their clients achieve success.]]></description>
				<content:encoded><![CDATA[<p><span style="color: #888888;">“CIT: Behind The Deal” Video: How We Help Tharanco Grow its Business – Keeping Fashion Forward, From Couture to Contemporary</span></p>
<p><span style="color: #888888;">NEW YORK&#8211;(BUSINESS WIRE)&#8211;CIT Group Inc. (NYSE: CIT) cit.com, a leading provider of financing to small businesses and middle market companies, today released “Factoring in Fashion” (cit.com.tharancogroup). This video is the latest installment in its “CIT: Behind the Deal” (cit.com/behindthedeal) series of client case study testimonial videos that showcase how the lending, leasing and advisory expertise of CIT executives has helped their clients achieve success.</span></p>
<p><span style="color: #888888;">“We understand the retailers Tharanco sells to, so we are confident we can provide the trade credit protection should the retailer fail to pay when the invoices are due”.</span></p>
<p><span style="color: #888888;">The latest video features Tharanco Group, a privately-held holding company that includes an established apparel division that supports more than 20 brands, ranging from couture to contemporary. The video examines Tharanco’s long-standing relationship with CIT Trade Finance, a leading provider of factoring services in the United States, and how the company provides Tharanco with accounts receivable factoring and financing services.</span></p>
<p><span style="color: #888888;">The Tharanco business started as a manufacturer of private label apparel, providing branded goods to sell exclusively in the stores of retailers such as Saks Fifth Avenue, Bergdorf Goodman, Macy’s, Nordstrom and JCPenney. This business requires long lead times and significant investments in producing merchandise that will, at times, be sold exclusively in one retail outlet. Tharanco Chairman Haresh Tharani comments: “The pain point in our business is knowing how a retailer is going to perform before you make a huge financial commitment to produce and manufacture a specific product. As our factor, CIT guides us through the process and makes sure the retailer is creditworthy to pay for the order.”</span></p>
<p><span style="color: #888888;">According to Jonathan Lucas, President of CIT Trade Finance, building a relationship of trust and mutual understanding between the factoring company and the apparel manufacturer is critical. “We understand the retailers Tharanco sells to, so we are confident we can provide the trade credit protection should the retailer fail to pay when the invoices are due,” says Lucas. “This allows Tharanco to focus on what it does best, which is designing, sourcing and merchandising beautiful apparel.”</span></p>
<p><span style="color: #888888;">When asked about the importance of a factoring company understanding its clients’ business, Tharani adds: “CIT absolutely understands our business. CIT’s factoring and finance have helped us grow and we hope to continue that growth.”</span></p>
<p><span style="color: #888888;">While providing trade credit protection at a competitive price is certainly important, the real differentiator, Lucas says, is CIT’s commitment to building relationships with its clients. According to Lucas, “It’s the relationships that all of us have developed over the years that make us successful.&#8221;</span></p>
<p><span style="color: #888888;">CIT Factoring University is a website that offers a comprehensive education-based approach to the financial service known as accounts receivable factoring. Factoring University offers a variety of exclusive content that highlights the benefits of factoring for business owners. Visitors can view testimonial videos that feature executives from consumer product industries who explain why they use factoring and how it benefits their businesses. In addition, Factoring University provides a list of Frequently Asked Questions, infographics that explain the factoring process, business solutions provided by factoring, and more.</span></p>
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		<title>Rockwell Collins elects new Board member</title>
		<link>http://www.indymetro.com/2012/11/14/rockwell-collins-elects-new-board-member/</link>
		<comments>http://www.indymetro.com/2012/11/14/rockwell-collins-elects-new-board-member/#comments</comments>
		<pubDate>Wed, 14 Nov 2012 21:34:42 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
		<category><![CDATA[PEOPLE]]></category>
		<category><![CDATA[TECHNOLOGY]]></category>
		<category><![CDATA[Board of Directors]]></category>
		<category><![CDATA[CDW Corporation]]></category>
		<category><![CDATA[Donald R. Beall]]></category>
		<category><![CDATA[John A. Edwardson]]></category>
		<category><![CDATA[Martha May]]></category>
		<category><![CDATA[Rockwell Collins]]></category>
		<category><![CDATA[Rockwell Collins Chairman and CEO Clay Jones]]></category>
		<category><![CDATA[Ron Kirchenbauer]]></category>
		<category><![CDATA[senior vice president and Chief Human Resources Officer of Bell Helicopter]]></category>
		<category><![CDATA[senior vice president of Human Resources and corporate officer]]></category>

		<guid isPermaLink="false">http://www.indymetro.com/2013/03/14/rockwell-collins-elects-new-board-member/</guid>
		<description><![CDATA[The Rockwell Collins Board of Directors has elected John A. Edwardson to the company’s board. He is replacing Donald R. Beall, who is retiring from the board in February 2013. Mr. Edwardson will be subject to re-election at the company’s annual shareowners meeting in February 2013.
Mr. Edwardson is currently the chairman of CDW Corporation and [...]]]></description>
				<content:encoded><![CDATA[<p>The Rockwell Collins Board of Directors has elected John A. Edwardson to the company’s board. He is replacing Donald R. Beall, who is retiring from the board in February 2013. Mr. Edwardson will be subject to re-election at the company’s annual shareowners meeting in February 2013.</p>
<p>Mr. Edwardson is currently the chairman of CDW Corporation and served as the chief executive officer of CDW for approximately eleven years. He has served as the president and chief operating officer of UAL Corporation and United Airlines. He is currently on the board of directors of FedEx, Northwestern Memorial Hospital and the Art Institute of Chicago.</p>
<p>“John Edwardson brings a strong business background to our board of directors,” said Rockwell Collins Chairman and CEO Clay Jones. “His leadership ability, knowledge of technology and air transport industry experience will be invaluable to our company. I would also like to thank Don Beall for his outstanding service on our board since June 2001 when we became a public company.”</p>
<p>Mr. Edwardson, 63, holds a Master of Business Administration degree from The University of Chicago Booth School of Business. He also holds a Bachelor of Science degree in industrial engineering from Purdue University</p>
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		<title>Stephen F. Meyer  is the President and CEO of Welch Allyn</title>
		<link>http://www.indymetro.com/2012/03/15/stephen-f-meyer-is-the-president-and-ceo-of-welch-allyn/</link>
		<comments>http://www.indymetro.com/2012/03/15/stephen-f-meyer-is-the-president-and-ceo-of-welch-allyn/#comments</comments>
		<pubDate>Thu, 15 Mar 2012 16:59:15 +0000</pubDate>
		<dc:creator>editor</dc:creator>
				<category><![CDATA[BUSINESS]]></category>
		<category><![CDATA[PEOPLE]]></category>
		<category><![CDATA[TECHNOLOGY]]></category>
		<category><![CDATA[President and CEO]]></category>
		<category><![CDATA[Stephen F. Meyer]]></category>
		<category><![CDATA[Welch Allyn]]></category>

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		<description><![CDATA[SKANEATELES FALLS, N.Y.--(BUSINESS WIRE)--Welch Allyn, a leading global provider of medical diagnostic products       and solutions, today announced it has appointed Stephen F. Meyer       president and chief executive officer, effective April 16, 2012. Meyer       enters this new role having previously served as executive vice       president and chief global business officer, responsible for overseeing       and advancing Welch Allyn’s global customer-facing efforts, as well as       delivering revenues internationally.  
]]></description>
				<content:encoded><![CDATA[<p>SKANEATELES FALLS, N.Y.&#8211;(<a href="http://www.businesswire.com/">BUSINESS WIRE</a>)&#8211;Welch Allyn, a leading global provider of medical diagnostic products       and solutions, today announced it has appointed Stephen F. Meyer       president and chief executive officer, effective April 16, 2012. Meyer       enters this new role having previously served as executive vice       president and chief global business officer, responsible for overseeing       and advancing Welch Allyn’s global customer-facing efforts, as well as       delivering revenues internationally.</p>
<div>
<blockquote><p>“Julie played an important role in our company&#8217;s history, particularly       as we moved from a 3rd generation of owner/operators to a company led by       4th generation shareholders, and managed by non-family members”</p></blockquote>
<p>“We are excited to have Steve take over the helm of Welch Allyn,” said       Eric Allyn, co-chair of the Board of Directors for Welch Allyn. “Steve       knows and understands our products and markets and is an excellent fit       with the values that have been the cornerstone of Welch Allyn for almost       100 years. He has a track record of growing profitable businesses and       proven leadership capabilities which make Steve an outstanding choice to       take Welch Allyn to the next level of performance excellence.”</p>
<p>Meyer replaces Julie Shimer who announced in January her desire to       retire in 2012, allowing time for a successor to be named and ensuring a       smooth transition for the new CEO. Shimer’s career at Welch Allyn began       in 2002 when she joined the company’s Board of Directors and was       subsequently appointed President and CEO in 2007.</p>
<p>“Julie played an important role in our company&#8217;s history, particularly       as we moved from a 3rd generation of owner/operators to a company led by       4th generation shareholders, and managed by non-family members,” stated       Dr. Peer Soderberg, co-chair of the Board of Directors for Welch       Allyn. “Julie brought a great vision to Welch Allyn, and we are       confident that Steve will continue to build upon this strategy.”</p>
<p>Meyer is a native of Alma, Michigan. He began his career at Welch Allyn       in 1981 as a sales representative in Detroit. Over the last 30 years,       Steve has held a series of senior leadership roles in a variety of       capacities from international sales and marketing to product development       and general management including president of Welch Allyn’s North       American business, which provided the foundation for his previous role       as chief global business officer.</p>
<p>“I am honored to become the new CEO of Welch Allyn,” said Meyer. I’m       equally honored to work with the Allyn family owners and the Board of       Directors of Welch Allyn to develop solutions that will help clinicians       effectively diagnose more patients and improve more lives,” said Meyer,       “I look forward to waking up every morning and working with a great       Welch Allyn team to realize the incredible potential of our business and       advance our mission to help solve healthcare problems for our customers       around the world.”</p>
<p>Currently, Meyer serves on the board of directors for TIDI Medical       Products, LLC and the Health Industry Distributors Association       Foundation. He is a Trustee of Alma College in Michigan. He is a past       board member and chairman of MedTech (Central New York’s Medical       Technology Association), past board member and president of the Health       Industry Manufacturers Marketing Council, past board member of The       American Academy of Family Physicians Foundation and past president and       chairman of Hiawatha Seaway Council of the Boy Scouts of America.</p>
<p>Meyer holds a bachelor’s degree in Biology from Alma College and earned       his master’s degree in Business Administration from the University of       Rochester. Steve and his wife Susan live in Skaneateles, NY and have two   sons.</p>
</div>
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