Presentation Transcript

1. June, 2014 1
2. AEROMEXICO: MEXICO’S PREMIUM REVENUE CARRIER Leading airline in Mexico Only Full Service Carrier / Two-class Service and Hub and Spoke Model Strongest position in slot constrained Mexico City airport 80 destinations in 20 countries, over 600 daily flights Enhanced strategic alliances with Delta Air Lines and AIMIA Only Latin American carrier with flights to Asia Business Class Business Lounges
3. GRUPO AEROMEXICO: INVESTMENT HIGHLIGHTS Strengthening Mexican Economy & Attractive Long Term Growth Strong Brand with Strategic Alliances Strong pipeline of cost reduction initiatives, with a Flexible and Modern Fleet Solid Financial and Risk Profile with Focus on Profitability Strong Growth Potential in Mexico City Despite Slot Constraints Only Full Service Premium Revenue Carrier in Mexico with highest domestic and international Market share among national carriers 3
4. Strengthening Mexican Economy Growth Opportunities for Mexican Economy(1) Air Traffic Penetration +0.8%-1.7% GDP growth Flights Per Capita for Middle & Upper Class Population (>$15K) 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% E E E E E E 2014 2017 2018 2019 2015 2016 Women Men Favorable Demographics Millions Growing Middle Class Favorable Demographic Trends (2010 – Demographics in Million) (2050 – Demographics in Million) Middle Class 70 mm 49mm 4 Boeing Current Market Outlook as of June 2013. Source: : CONAPO, INEGI, SHCP, Criterios generales de Política Económica 2014. IMF World Economic Outlook – October 2012; Company filings.
5. OUR FLIGHT PLAN PROFITABLE AND SUSTAINABLE GROWTH PRODUCTIVITY & COST CONTROL OPERATIONAL EXCELLENCE STRATEGIC PARTNERSHIPS FINANCIAL STRENGTH AND RISK PROFILE COMMERCIAL VALUE CREATION Uniquely Positioned to Deliver Profitable and Sustainable Growth 5
6. OPERATIONAL EXCELLENCE On-Time Departure (within 15 minutes) Mishandled Baggage Complaints Per 1,000 passengers Airline Ranking Completion Factor Attributes highly valued by business passengers 6 Source: DOT Department of Transportation for YTD December 2013 data, unless otherwise noted.
7. COMMERCIAL value creation: strengthening OUR NETWORK Solidify Position with Shuttle Product Improving Connectivity Securing Position in Mexico City Market Create sustainable defendable and highly profitable position in Mexico City with improved connecting banks Using partners to create low cost virtual network Widebody product, unrivaled service with B787 and consolidating markets Increase from 4 to 12 connecting banks Slot portfolio gives Aeromexico strong potential for growth through upgauging In 2013, 84% of Aeromexico operations were performed with regional jets (E145/170/190) and 737-700 Upgauging and replacing to 737-800 could provide growth opportunity up to 56%. Replacing E-145 by year end 2014 in Mexico City Launch of a shuttle product “Aeropuente” in Mexico City, Monterrey and Guadalajara routes, with dedicated boarding gates Three largest domestic business markets, which account for 20% of the domestic business market Hourly flights with consistent two-class product and improved onboard amenities Color Scheme AM Flights May 2013, Mexico City # Flights 0 54 94 196 22 28 0 174 239 Arrivals Departures 241 95 35 Network Connectivity (1) Cost efficient sub fleet for Ethnic and VFR market (CASK reduction ~12–15%) CASK improvement achieved from seat density and aircraft utilization Economy plus product retained as differentiator 0 91 147 Four Dedicated Boeing 737-800 143 145 146 160 Seats 12 Premier 148 Tourist 174 Seats 18 AM PLUS 156 Tourist New Configuration 7 Source: Aeromexico. (1) Connectivity of Aeromexico and partner airlines.
8. Strong Growth Potential in Mexico City Despite Slot Constraints Average Seat Configuration Today 50 E-145* 84% of 2013 operations in Mexico City were performed with regional jets (E145/170/190) and 737-700 81 E-170 / 175 99 E-190 +56% Seat Count 124 737-700 Up-gauging 160 737-800 737-800 188 767’s Further opportunities for widebody upgauging 243 787’s 787’s 273 And enhancing better product offering 777’s 8 *By year end 2014, we expect to cease operations of E-145 in Mexico City; These aircrafts will be relocated mainly to MTY/HMO.
9. COMMERCIAL value creation: balanced revenue management STRATEGY New Revenue Management Strategy that aims to maximize RASK, increasing load factor with more competitive Yields. Competitive pricing with better segmentation to drive volume while protecting yields Capturing marginal VFR and leisure passengers with competitive pricing in advance purchase Building state of the art data sources and tools Ancillary revenues add low cost incremental margin. Key Features Ancillary Revenues per Passenger USD Strategy for the Future Increase distribution of existing products through IT developments: Upgrades Choice seats: front and exit rows in economy Aeromexico Plus Concierge Ground transportation 23.7% 9
10. Commercial value creation: Positive momentum Passenger traffic and load factor increased in 2013, ending the year strongly. Strong 2014 performance, with passenger traffic growth of almost 20% and load factor increase of over 500 bps YoY. Passenger Traffic Monthly Var % YoY Load Factor (%) 10
11. Commercial value creation: Meriting Revenue PREMIUM Over Competitors Aeromexico’s full-service model and broad international network allow it to realize premiums over competitors. RASK – Stage Length Adjusted USD cents USD cents 1Q14 2013 44% 55% Source: First Quarter 2014 and Full Year 2013 Financial Statements Stage Length Adjustment @1,000 miles. Exchange rate used of Ps. 13.00 / USD. Estimated ASK for Interjet 2013, and 1T14 Source: PAXIS, 2014 11
12. Commercial value creation: positive momentum Market Share Trend Domestic Total International 2013 2014 LTM April 14 International Total Domestic 12 Source: DGAC Regular Passenger Information (excludes charter)
13. Solid Financial Profile Aeromexico has proven its ability to cut costs and operate at a world-class level. Management focus on improving productivity has allowed Aeromexico to reach top industry performance. CASK (Stage Length Adjusted) (1) EBITDAR Margin USD Cents Color Scheme 0 54 94 196 22 28 0 174 239 241 95 35 0 91 147 * * * * 143 145 146 Low Cost Carriers Full Service Carriers 13 (1) Stage length adjustment @ 1,000 miles.*Ancillary businesses excluded for U.S. Carriers and Grupo Aeromexico. Source: Aeromexico, Full Year 2013 Financial Statements ASK Information for Interjet, source: PAXIS. Aeromexico, American Airlines, Delta and United include regional affiliates.
14. Productivity and COST control initiatives Strong pipeline of cost reduction initiatives. Operational , Administrative & Sales Efficiencies Fleet Strategy Labor Costs Restructuring and Integration of AM/AM Connect Maintenance Process Reengineering Increase fleet utilization ERP and Shared Services Centre Improving Distribution Costs Co-location in Airports Fleet Renewal Balance between Owned and Leased Aircrafts Unique Fleet Plan Flexibility New contracts with pilots, flight attendants and ground staff 14
15. Productivity and COST control initiatives: fleet strategy Fleet Plan renewal provides CASK efficiencies, maintaining flexibility and reducing ownership cost. Estimated CASK Reduction (1) Fleet Plan Today 2018 ERJ145 EJ170 & E190 B737-7 B737-8 B767 B787 E-145 E-170/190 E-170/175/190 737 – 700’s/800’s NG 737 – 800’sNG/MAX 767’s Leased vs. Owned Fleet Value Annual Cost of Financing 787’s 787’s Fleet Value: USD 2.7 billion(3) 10%-12% 777’s 4% to 6% (2) USD $108M– USD $162Mcost savings due to ownership Source: Aeromexico, Avitas Bluebook 2nd Half 2013. Aeromexico estimates as of 2013. (1) B767-2 and B787 data for: Mex-Mad. B737-7 and B737-8 / ERJ145, ERJ190 and ERJ170 data for Mex-Mty. (2) Fleet proportion of leased vs. owned depends on fleet value. (3) On July 2013, Aeromexico announced the pricing of an offering of USD$117.4 million of 2.537% secured notes guaranteed by the Export-Import Bank of the United States. 15
16. OPERATIONAL EXCELLENCE: fleet strategy Aeromexico’s fleet is becoming more flexible and efficient, while remaining among the youngest in the world. Evolution of our Fleet Average Fleet Age (1) Years Americas Mean: 14.6 Europe Mean: 10.2 Americas Europe Domestic: 7%-10% growth ASK GROWTH 2014: 12%-15% International : 15.5%-19% growth 16 Source: ASCEND. (1) As of December 31, 2013.
17. Solid Financial and Risk Profile: COMPREHENSIVE RISK MANAGEMENT Economic Cycle Fuel Hedging Strategy Over 50% of expected fuel consumption for the next 12 months is hedged Fuel surcharges complement Grupo Aeromexico’s hedging strategy Reduced Exposure Currency Reduced exposure 55% Revenues in US dollars 65% Costs in US dollars Interest Rate Staggered Leases 42% Total 39% 61% @ Fixed Rate 58% 61% 39% 61% @ Fixed Rate Fixed rate Variable rate 17
18. SOLID FINANCIAL DEBT PROFILE Debt Maturity Profile (1) USD millions Adjusted EBITDAR 2013: USD 622 M 52.9% 11.7% 9.3% 11.5% 14.6% Benchmark Financial Net Debt / Adjusted EBITDAR (2) * * Low Cost Carriers Full Service Carriers 18 Information as of March 2014 Last 12 months EBITDAR AS OF March 2014. Source: First Quarter 2014 Financial Statements, except GOL and Avianca (with latest available information of Full Year 2013) * Considers Adjusted EBITDAR
19. SOLID FINANCIAL PROFILE: 1Q14 HIGHLIGHTS Operating Margin 1Q14 2013 Adjusted EBITDAR Margin 1Q14 2013 Source: First Quarter 2014 and Full Year 2013 Financial Statements and Company Filings 19
20. STRONG BRAND WITH STRATEGIC PARTNERSHIPS Strategic alliances have contributed to Aeromexico’s increased connectivity and premium product. Only Mexican carrier in an international alliance. Delta Alliance Club Premier Loyalty Program Delta invested USD $65mm in Aeromexico (1) Network-wide code sharing 204 share codes 725 flights Join efforts in sales, marketing and customer experience. JV-MRO facility in Querétaro. Transborder upgrades Co-location Efforts Strategic Partnership with AIMIA AIMIA has a 49% investment in PLM Value of PLM in Dec 2012 US$518 Million +3.6 million frequent flyer members Gross billings of USD $144M in 2013; CAGR 2011-2013: 17% Dominant Frequent Flyer Program (“FFP”) in Mexican market Solid commercial alliances (i.e. Banamex, AMEX) Large global network for redemptions Low capital requirements and stable cash flow generation Earn kilometers with 90+ commercial partners Source: Aeromexico, INEGI. (1) In June 2012, Delta purchased a 4.17% stake in Aeromexico for USD$65mm. The transaction's implied price was $31.00pesos (equal to the IPO price), which is a 59.0% premium to the current trading price of $19.50 as of February 21, 2014. 20
21. DISCLAIMER Thank You Investor Relations Contact Information investor.relations@aeromexico.comTel (+52) 55 9132 4257 Luz Montemayorlmontemayor@aeromexico.com Daniel Friasdfrias@aeromexico.com This presentation is neither an offer for sale nor a request to buy any securities. Such offer or request may only be made through an offering memorandum containing the description of the terms and conditions of such offer and shall include detailed information of the company and its management, as well as the financial statements of Grupo Aeromexico, S.A. de C.V. (“Grupo Aeromexico”), in terms of the Securities Market Law (Ley del Mercado de Valores) (“LMV”) and the General provisions applicable to securities issuers and other securities market participants (Disposiciones de carácter general aplicables a las emisoras de valores y a otros participantes del mercado de valores) (the “Provisions”). The information contained herein is confidential and shall not be reproduced in whole or in part or shared with third parties without the previous consent of Grupo Aeromexico. This presentation contains information obtained from diverse sources and, despite it contains truthful information, no representation is hereby made by Grupo Aeromexico as to the accuracy, integrity and sufficiency of such information. Additionally, Grupo Aeromexico makes no representation in respect of the sufficiency or truthfulness of the assumptions, estimations, projections, hypothetical behavior analysis or in respect of other financial information included in the results of the financial models contained or used herein. The results contained herein may substantially vary. Nothing herein shall be understood or construed as a representation or warranty as to future performance of the securities referred to herein. The information included in this presentation has not been audited and it does not provide information on the company’s future performance. Aeromexico’s future performance depends on many factors and it cannot be inferred that any period’s performance or its comparison year-over-year will be an indicator of a similar performance in the future.