Volaris: the leading ultra-low-cost airline serving Mexico, USA and - - PowerPoint PPT Presentation

Volaris: the leading ultra-low-cost airline serving Mexico, USA and Central America

September 2017

The information ("Confidential Information") contained in this presentation is confidential and is provided by Controladora Vuela Compañía de Aviación, S.A.B. de C.V., (d/b/a Volaris, the "Company") confidentially to you solely for your reference and may not be retransmitted or distributed to any other persons for any purpose whatsoever. The Confidential Information is subject to change without notice, its accuracy is not guaranteed, it has not been independently verified and it may not contain all material information concerning the Company. Neither the Company, nor any of their respective directors makes any representation or warranty (express or implied) regarding, or assumes any responsibility or liability for, the accuracy or completeness of, or any errors or omissions in, any information or opinions contained herein. None of the Company nor any of their respective directors, officers, employees, stockholders or affiliates nor any other person accepts any liability (in negligence, or otherwise) whatsoever for any loss howsoever arising from any use of this presentation or its contents or otherwise arising in connection therewith. No reliance may be placed for any purposes whatsoever on the information set forth in this presentation or on its completeness. This presentation does not constitute or form part of any offer or invitation for sale or subscription of or solicitation or invitation of any offer to buy or subscribe for any securities, nor shall it or any part of it form the basis of or be relied

• n in connection with any contract or commitment whatsoever. Recipients of this presentation are not to construe the

contents of this presentation as legal, tax or investment advice and should consult their own advisers in this regard. This presentation contains statements that constitute forward-looking statements which involve risks and uncertainties. These statements include descriptions regarding the intent, belief or current expectations of the Company or its officers with respect to the consolidated results of operations and financial condition, and future events and plans of the Company. These statements can be recognized by the use of words such as "expects," "plans," "will," "estimates," "projects," or words of similar meaning. Such forward-looking statements are not guarantees of future performance and actual results may differ significantly from those in the forward-looking statements as a result of various factors and assumptions. You are cautioned not to place undue reliance on these forward looking statements, which are based on the current view of the management of the Company on future

• events. The Company does not undertake to revise forward-looking statements to reflect future events or

circumstances.

Disclaimer

2

Serving 68 destinations throughout Mexico (40), USA (24) and Central America (4)

(1) Converted to USD at an average annual exchange rate Source: Company data

3

Volaris: snapshot at 30,000 feet

2008 2016 Jun 17 LTM CAGR (08-16) Unit cost (CASM ex- fuel; cents, USD)(1) 5.5 4.8 4.9

• 1.6%

Passenger demand (RPMs, bn) 3.2 14.3 15.3 20.6% Aircraft (End of period) 21 69 66 16.0% Routes (End of period) 42 162 164 18.4% Passengers (mm) 3.5 15.0 16.0 20.0% Operating revenue (bn, MXN) 4.4 23.5 24.8 23.3%

• Adj. EBITDAR

(bn. MXN) 0.7 8.9 7.5 37.4%

• Adj. ROIC

(pre-tax) 11% 20% 15% +9 pp.

Volaris’ flight path for demand stimulation and continued growth

Capacity increase Cost reduction “Clean”, low base fares More customers More ancillaries

(“You decide”)

Resilient ULCC business model driving high, profitable growth

4

Volaris’ consistent execution of its ULCC business model well positioned for growth

Diversified and resilient point-to-point network Successful price unbundling Strong penetration of Mexican air travel market Proven ancillary revenue model Bus to air substitution Upside in ancillary revenue Continue geographic diversification through international growth Attractive emerging air travel market in Mexico Flexible fleet plan and utilization; capacity management Sustained profitability with strong balance sheet Continue cost reductions Continue route frequency increase

Opportunities Accomplishments

5

Accomplishments

Volaris has a best-in-class unit cost structure

Long-term unit cost advantage

7

(1) DCOMPS = Direct Competitors: Delta, American Airlines, Alaska Airlines and United | (Average CASM and CASM ex-fuel) (2) As of March 2017 Note: Non-USD data converted to USD using an end of period exchange rate for the period Source: Company data, airlines public information

CASM and CASM ex-fuel (LTM June 2017, USD cents) (1) Cost structure

• Economies of scale
• Dilute fixed costs
• High seat density
• Young and fuel efficient fleet
• Sharklet rollout
• Average age of 4.4 years
• NEO Engines rollout
• Low fuel burn
• Productive network
• Point-to-point
• No connections complexity
• High aircraft utilization
• 2Q17 average 12.8 block

hours per day

Continued cost improvement potential

5.0 10.4 9.8 8.8 8.3 7.2 6.5 5.6 8.9 8.1 6.3 5.7 4.5 4.0 4.2 4.6 10.6 2.0 2.9 3.5 3.7 2.7 2.7 2.4 1.8 2.5 2.2 2.4 1.9 1.9 2.4 1.7 1.2 2.5

7.1

13.3 13.2 12.5 11.0 9.8 8.9 7.4 11.5 10.3 8.7 7.6 6.4 6.4 5.9 5.9 13.1

In line with best-in- class ULCCs

Latin American carriers US LCCs US network carriers WW LCCs

Volaris’ cost structure enables us to lower base fares and increase ancillaries

8

Volaris’ TRASM is below most competitors’ CASM

TRASM and CASM (LTM June 2017 USD cents)

(1) DCOMPS = Direct Competitors: Delta, American Airlines, Alaska Airlines and United | (Average CASM and CASM ex-fuel) Note: Non-USD data converted to USD using an end of period exchange rate for the period Source: Company data, airlines public information

5.9 5.9 6.4 6.4 7.4 7.6 8.7 8.9 9.8 10.3 11.0 11.5 12.5 13.1 13.2 13.3

7.2

Non-ticket revenues continue to grow, with upside potential

9

(1) Mexican legislation does not allow Mexican airlines to charge for the first checked bag on domestic flights (2) Converted to USD using an average exchange rate for the period Source: Company data, airlines public information

Non-ticket revenue per passenger

Volaris (MXN) per passenger Best-in class ULCCs, including first bag fee (1) (Jun 2017 LTM, as % of total operating revenue) (2) Ancillaries

• Apply revenue management techniques
• Pricing by route, season, day
• Fully dynamic pricing for some products
• Add products
• New products & services
• Enhancements to existing products
• Improve presence
• More touch-points to sell ancillaries throughout

the journey

• Allow customization
• Benefit from network diversification
• More international capacity
• First checked bag
• USA and Puerto Rico
• Costa Rican AOC

Increasing non-ticket revenue allows to reduce fare further and stimulate demand

Non-ticket revenue per pax (USD)

$20.43 $54.91 $29.20 $41.94

142 204 211 279 338 381 407 2011 2012 2013 2014 2015 2016 1H 2017 2011-2016 CAGR: + 21,9% 25% 45% 41% 48% Volaris Allegiant Wizz Spirit

Network enhancement: connecting the dots and diversifying further

Note: Excludes routes and stations announced to start operations

New routes Domestic International Guadalajara 3 2 Mexico City

• 4

Costa Rica

• 3

Other

• 4

Total 3 13 New stations USA Central America Austin San Salvador Miami Managua Milwaukee

LTM July 2017 Volaris diversified its network by starting operations in 16 routes and 5 stations

Volaris’ LTM July 2017 new routes

10

New International New Domestic New Volaris Costa Rica

…supporting strong capacity growth

Joining existing airports Additional frequencies New airports 10.3% 1.7% 3.4% Total ASM growth

1H 2017 capacity growth contribution (yoy)

16.4% Our network is well positioned for diversified growth

= + + +

11

Source: Company data

Volaris Costa Rica 1.0%

+

Growth opportunities

Yoy growth 4.0% 8.3% 8.3% 8.3% 12.3% 10.4% 10.6%(3) GDP growth (2) 4.0% 4.0% 1.4% 2.3% 2.6% 2.3% 3.1% GDP multiplier 1.0 2.1 6.1 3.7 4.7 4.5 3.4

In recent years, Mexico’s volume growth has been robust despite challenging economic environment

(1) Considers Volaris and VivaAerobus domestic market share 1H 2017 (2) Values according to INEGI´s new methodology (3) Yoy growth for LTM June 2016 vs. LTM June 2017 Source: DGAC-SCT; INEGI; Banco de México

Mexico passenger market volume has increased since 2011

Passenger volume (millions)

13

Main industry growth drivers

• Strong demand and

increasing middle class

• LCC gaining market

through low fares

• 43.8% LCC

share(1)

• High improvement

potential:

• Domestic air

trips per capita in Mexico 0.42

• vs. Brazil 0.49

3.6x GDP multiplier in recent years 25 28 30 33 37 42 44 19 19 21 23 26 27 29 8 9 10 11 12 13 14 52 57 61 66 75 82 87 2011 2012 2013 2014 2015 2016 LTM Jun 2017 Domestic USA Other international

2011 - 2016 CAGR: +8.6%

Domestic passenger growth (%)

Source: DGAC, Company data

Volaris growth has surpassed market growth in both domestic and international markets

14

International passenger growth (%)

10.3% 8.6% 7.9% 13.0% 12.8% 12.0% 25.2% 23.0% 7.7% 19.7% 24.8% 11.5% 2012 2013 2014 2015 2016 LTM June 2017 Market Volaris 6.5% 8.1% 8.8% 11.6% 8.0% 14.6% 23.4% 10.3% 19.6% 33.3% 26.9% 21.8% 2012 2013 2014 2015 2016 LTM June 2017 Market Volaris

• Low costs allow Volaris to offer

lower fares and make flying possible

• Fleet
• Up-gauging: A320neo with

186 seats and A321 with 230 seats

• Young and fuel efficient:

average of 4.4 (1) years; new generation aircraft

• Productive network with high

utilization

• Around 20 new routes per

year

• Avg. 12.4 block hours/day in

1Q 2017

• High and healthy load factors
• 83.2% in 1Q 2017
• 28% domestic passengers

market share as of Mar. 2017

Volaris has been the engine of growth for VFR and leisure markets in Mexico

Market growth Volaris growth

2016, Volaris was the source of 46% of the growth among Mexican carriers

(1) Data as of June 2017 Note: Markets not mutually exclusive, contested domestic markets

• Source. Company data, airlines public information

Volaris’ main growth drivers Segment passenger CAGR Volaris vs. market (2010-2016)

15

Tijuana Hermosillo Los Cabos Culiacan Vallarta Guadalajara Mexico City Cancun Monterrey

10% 12% 5% 17% 10% 28% 8% 23% 11% 34% 9% 38% 8% 19% 11% 61% 13% 27%

Significant untapped opportunities

16 25 50 75 100

USA (VFR) USA (Leisure) CAM, SAM, Canada, Caribbean 2.55 0.91 0.66 0.45 0.47 0.42 0.34 0.31 0.05 USA Chile Colombia Brazil Peru Mexico Argentina Costa Rica Paraguay

(1) Minimum stage length of 170 miles (2) Minimum stage length of 200 miles; CAM stands for Central America; SAM stands for South America (3) South and northbound leisure routes (4) Figures calculated as of June 2017 (5) Data from the World Bank Source: Company data, DGAC and DIIO MI Market Intelligence for the Aviation Industry; ALTA

Domestic – growth potential of approx. 110 routes (4) International – growth potential of approx. 130 routes (4)

Number of routes (1) Number of routes (2)

Routes served Growth potential

In terms of air trips per capita Mexico has plenty potential to grow

2016 air trips per capita (domestic and international) (5)

10 20 30 40 50

28 42 29 40 2012 2016 Domestic International 2012 2016 First, economy and other Executive and luxury

Volaris contributed by stimulating demand from bus to air substitution

Source: Company data, Secretaría de Comunicaciones y Transportes (SCT), 2016

Bus switching program Significant upside for air travel

Total air travel passengers in Mexico (mm) Total bus passengers in Mexico (mm)

2,758 33

17

Trial

Ticket giveaway #Nomáscamión

First sell

Strong conversion rate

ULCC model

Attracting 1st time flyers Mass media campaigns “Tarifa no + camion” positioning Digital capabilities

Education

2,971 2,683 2,891 74 80 55 82

• The right market
• Costa Rica is top three middle class growth
• f LATAM
• Costa Rica GDP growth of 4.2% in 2016
• Population of ~45M in Central America
• VFR potential in the region and to the USA,

Costa Rica is the country with the most immigrants as a % of its population

• Bus switching potential
• The right moment
• No ULCC presence in the region
• Local competitors have 38% of capacity

share while US carriers 46%

• High average fare and yield environment
• The right ULCC model
• Growth sustainable and proved model, easily

translatable to Central America

• Ancillary revenue potential
• USD denominated revenue contributing to

FX natural hedge

Volaris’ Costa Rican AOC provides growth potential in Central America

(1) Subject to authorization from the corresponding authorities Source: World Bank, ALTA, MI-DIIO, CEPAL, Infare

Potential markets (1) Central America key insights

18

Volaris’ Central American operation full potential of 18-22 aircraft

Chicago New York Los Angeles Dallas Houston San Antonio Orlando Miami Guadalajara Mexico City Cancun Guatemala

San José, CR

Managua Medellin Bogota Cartagena Quito Guayaquil Lima La Paz San Salvador La Habana Santo Domingo Puerto Rico

Drivers of continued profitable growth

Uniquely positioned to capture growth in underpenetrated Mexican aviation market

Reduce unit costs Fleet growth Expand network Increase total revenues

• Deepen footprint in

markets with high demand stimulation

• Grow ancillary revenue

to world class ULCC benchmarks

• 44 additional aircraft

to be delivered

• Up-gauge fleet from

A319 to A320/A321

• Higher seat density

configuration

• Expand network

geographically

Source: Company data

• Neo incorporation
• Fuel efficiency

19

• Price, product,

presence

Fleet and financials

Volaris’ fleet plan supports its strategy to drive lower unit costs

21

15 12 6 15 15 15 28 28 28 1 7 11 10 10 10 1 5 2016 2017E 2018E A319 A320 A320 w/sharklets A320 NEO w/sharklets A321 w/sharklets A321 NEO w/sharklets

Note: NEO stands for the Airbus new engine option; CEO stands for the Airbus current engine option (1) Net fleet after additions and returns (2) Source: Airbus (3) Figure calculated as of July 28, 2017

69 73 75

• A321 (CEO and NEO)
• 230 seats (up-gauge)
• ~10% CASM dilution(2)
• A320 NEO
• Combined fuel consumption

reduction by approx. 15-16% per seat(2)

• A320 CEO with sharklets
• Fuel consumption reduction by
• approx. 3%(2)
• All PDP requirements fully

financed Contractual fleet obligations (number of aircraft)(1)

Backlog of 44 Aircraft to support growth (3)

High growth and solid financial performance

22

1.2 2.5 2.8 3.1 6.5 8.9 7.5 3 6 9 12 2011 2012 2013 2014 2015 2016 LTM Jun 2017 (MXN bn)

2011 – 2016 CAGR: +48.3%

8.9 11.7 13.0 14.0 18.2 23.5 24.8 5 15 25 2011 2012 2013 2014 2015 2016 LTM Jun 2017 (MXN bn)

2011 – 2016 CAGR: +21.5%

Source: Company data, airlines public information

Revenue CAGR 2011 - 2016 Revenues

• Adj. EBITDAR

LTM June 2017 Adj. EBITDAR margin

22% 20% 17% 11% 10% 9% 4% 2%

Volaris Azul Interjet Latam Gol Aeromexico Copa Avianca

30% 28% 27% 25% 24% 21% 20% 19%

Volaris Azul Copa Aeromexico Latam Avianca Gol Interjet

Increasing international operation brings higher USD revenues

Volaris’ international expansion has been key in constructing a better hedge for FX volatility

23

Volaris’ revenues breakdown, MXN billion (International revenues priced in USD)

76% 74% 73% 69% 67% 68% 24% 26% 27% 31% 33% 32% 2012 2013 2014 2015 2016 1H 2017 Domestic International 11.7 13.0 14.0 18.2 23.5 11.6

Strong balance sheet and liquidity, well funded for continued growth

24

• Adj. net debt/EBITDAR

Liquidity-cash and equivalents as a % of LTM Op. Revenue

• Unrestricted cash of $6.0 billion pesos

(US$ 309 million) as of June 30, 2017.

• Net cash position of $3.9 billion pesos

(US$ 219 million) as of June 30, 2017.

• Adjusted net debt to EBITDAR of 5.2x as
• f June 30, 2017.
• Fully financed pre-delivery payments.
• Expected 2017 net CAPEX (US$ 120 to -

140 million):

• PDPs: from US$ 60 to 65 million,

net of PDP reimbursements

• Major maintenance: US$ 50 to 60

million

• Other: from US$ 10 to 15 million

Non-USD data converted to USD using an end of period exchange rate for the period Source: Company data, airlines public information

(1)

2.8x 5.1x

5.2x

5.3x 5.5x 5.6x 5.7x 8.9x

Copa Aeromexico Volaris Azul Latam Gol Avianca Interjet

24%

15% 12% 10% 9% 7% 7% 5%

Volaris Aeromexico Latam Copa Gol Avianca Azul Interjet

Appendix

Fuel price protection

26

(1) Approximate percentage of gallons hedged as of June 30, 2017

Period Total % hedged(1)

• Avg. price (gal/USD$)

Instrument

3Q17 59% $1.44 Call 4Q17 57% $1.40 Call 1Q18 50% $1.63 Call 2Q18 50% $1.74 Call 3Q18 45% $1.78 Call 4Q18 35% $1.85 Call

(1) Full year 2016 figures converted to USD at December end of the period spot exchange rate $20.6640 for convenience purposes only (2) 2Q 2017 figures converted to USD at June end of the period spot exchange rate $17.8973 for convenience purposes only (3) Audited financial information 2014A – 2016A Source: Company data

Consolidated statements of operations summary

MXN millions unless otherwise stated (3) 2014A 2015A 2016A 2016A(1) 2Q 2017 2Q 2017(2) % of total

• perating

revenues (USD millions) (USD millions) Passenger 11,303 14,130 17,790 861 4,252 238 71.1 Non-ticket 2,733 4,049 5,722 277 1,730 97 28.9 Total operating revenues 14,037 18,180 23,512 1,138 5,982 334 100 Other operating income (22) (193) (497) (24) (10) (1) (0.2) Fuel 5,364 4,721 5,741 278 1,694 95 28.3 Aircraft and engine rent expenses 2,535 3,525 5,590 271 1,378 77 23.0 Landing, take off and navigation expenses 2,066 2,595 3,272 158 1,006 56 16.8 Salaries and benefits 1,577 1,903 2,420 117 717 40 12.0 Sales, marketing and distribution expenses 817 1,089 1,413 68 387 22 6.5 Maintenance expenses 665 875 1,344 65 362 20 6.1 Other operating expenses 490 698 952 46 271 15 4.5 Depreciation and amortization 343 457 537 26 139 8 2.3 Total operating expenses 13,833 15,669 20,773 1,005 5,943 332 99.3

EBIT 204 2,510 2,740 133 39 2 0.7 Operating margin (%) 1.5 13.8 11.7 11.7 0.6 0.6 Finance income 23 47 103 5 21 1 0.4 Finance cost (32) (22) (35) (2) (22) (1) (0.4) Exchange gain (loss), net 449 967 2,170 105 (558) (31) (9.3) Income tax (expense) benefit (39) (1,038) (1,457) (71)

• Net income (loss)

605 2,464 3,519 170 (520) (29) (9.3) Net margin (%) 4.3 13.6 15.0 15.0 8.7 8.7 Adjusted EBITDAR 3,081 6,492 8,866 429 1,556 87 26.0

• Adj. EBITDAR margin (%)

22.0 35.7 37.7 37.7 26.0 26.0 EPS Basic and Diluted (Pesos) 0.60 2.43 3.48 0.17 (0.51) (0.03) EPADS Basic and Diluted (Pesos) 5.98 24.35 34.78 1.68 (5.14) (0.29)

27

Consolidated statements of financial position summary

(1) Full year 2016 figures converted to USD at December end of the period spot exchange rate $20.6640 for convenience purposes only (2) Net debt = financial debt - cash and cash equivalents (3) Adjusted debt = (LTM aircraft rent expense x 7) + financial debt (4) Adjusted net debt = adjusted debt - cash and cash equivalents (5) Audited financial information 2014A – 2016A (6) Certain amounts related to prepaid income tax and guarantee deposits, presented in the consolidated statement of financial position have been reclassified in 2015A, in order to be comparative with the classification between current and non-current assets presented during 2016A (7) 2Q 2017 figures converted to USD at June end of the period spot exchange rate $17.8973 respectively, for convenience purposes only Source: Company data

MXN millions unless otherwise stated (5) 2014A 2015A(6) 2016A 2016A(1) 2Q 2017 2Q 2017(7) (USD millions) (USD millions) Cash and cash equivalents 2,265 5,157 7,071 342 5,981 334 Current guarantee deposits 545 873 1,167 56 1,097 61 Other current assets 879 1,193 3,313 160 2,826 158 Total current assets 3,689 7,224 11,551 559 9,904 553 Rotable spare parts, furniture and equipment, net 2,223 2,550 2,525 122 3,117 174 Non-current guarantee deposits 3,541 4,693 6,560 317 5,891 329 Other non-current assets 452 765 1,146 55 939 52 Total assets 9,905 15,232 21,782 1,054 19,851 1,109 Unearned transportation revenue 1,421 1,957 2,154 104 3,296 184 Short-term financial debt 823 1,371 1,051 51 1,281 72 Other short-term liabilities 2,524 3,745 4,683 227 4,414 247 Total short-term liabilities 4,768 7,073 7,888 382 8,991 502 Long-term financial debt 425 220 943 46 784 44 Other long-term liabilities 242 1,113 2,157 104 1,479 83 Total liabilities 5,435 8,407 10,988 532 11,253 629 Total equity 4,470 6,825 10,794 522 8,598 480 Total liabilities and equity 9,905 15,232 21,782 1,054 19,851 1,109 Net debt (2) (1,017) (3,566) (5,077) (246) (3,916) (219) Adjusted debt (3) 18,990 26,268 41,125 1,990 45,146 2,522 Adjusted net debt (4) 16,725 21,111 34,053 1,648 39,165 2,188 28

Consolidated statements of cash flows summary

(1) Full year 2016 figures converted to USD at December end of the period spot exchange rate $20.6640 for convenience purposes only (2) 2Q 2017 figures converted to USD at June end of the period spot exchange rate $17.8973 for convenience purposes only (3) Audited financial information 2014A – 2016A Source: Company data

MXN millions unless otherwise stated (3) 2014A 2015A 2016A 2016A(1) 2Q 2017 2Q 2017(2) (USD millions) (USD millions) Cash flow from operating activities Income (loss) before income tax 644 3,502 4,977 241 (520) (29) Depreciation and amortization 343 457 537 26 139 8 Guarantee deposits (695) (1,165) (1,957) (95) 210 12 Unearned transportation revenue 27 536 196 10 309 17 Changes in working capital and provisions 14 (261) (2,773) (134) (353) (20) Net cash flows (used in) provided by operating activities 334 3,070 979 47 (215) (12) Cash flow from investing activities Acquisitions of rotable spare parts, furniture, equipment and intangible assets (1,603) (1,456) (2,259) (109) (502) (28) Pre-delivery payments reimbursements 396 670 1,733 84

• Proceeds from disposals of rotable spare parts, furniture

and equipment 22 185 498 24

• Net cash flows (used in) provided by investing activities

(1,185) (601) (28) (1) (502) (28) Cash flow from financing activities Treasury shares purchase (7)

• (17)

(1)

• Proceeds from exercised stock options
• 23

20 1

• Interest paid

(23) (42) (39) (2) (24) (1) Other finance costs (11) (40) (138) (7)

• Payments of financial debt

(400) (801) (1,531) (74) (206) (12) Proceeds from financial debt 966 925 1,716 83 321 18 Net cash flows provided by financing activities 525 65 11 1 91 5 (Decrease) increase in cash and cash equivalents (326) 2,533 962 47 (625) (35) Net foreign exchange differences 141 359 952 46 (232) (13) Cash and cash equivalents at beginning of period 2,451 2,265 5,157 250 6,839 382 Cash and cash equivalents at end of period 2,265 5,157 7,071 342 5,981 334 29

• Adj. EBITDA and Adj. EBITDAR reconciliation

(1) Full year 2016 figures converted to USD at December end of the period spot exchange rate $20.6640 for convenience purposes only (2) 2Q 2017 figures converted to USD at June end of the period spot exchange rate $17.8973 for convenience purposes only (3) Audited financial information 2014A – 2016A Source: Company data

MXN millions unless otherwise stated (3) 2014A 2015A 2016A 2016A(1) 2Q 2017 2Q 2017(2) (USD millions) (USD millions) Net income (loss) 605 2,464 3,519 170 (520) (29) Plus (minus): Finance costs 32 22 35 2 22 1 Finance income (23) (47) (103) (5) (21) (1) (Benefit)/provision for income taxes 39 1,038 1,457 71

• Depreciation and amortization

343 457 537 26 139 8 EBITDA 995 3,934 5,446 264 (380) (21) Exchange (gain) loss, net (449) (967) (2,170) (105) 558 31 Adjusted EBITDA 547 2,967 3,276 159 178 10 Aircraft and engine rent expense 2,535 3,525 5,590 271 1,378 77 Adjusted EBITDAR 3,081 6,492 8,866 429 1,556 87

30