Avianca Holdings S.A. 4Q 2018 Earnings Presentation

Transcription

1 Avianca Holdings S.A. 4Q Earnings Presentation

2 Disclaimer The present document consolidates information from Avianca Holdings S.A. and its subsidiaries, including unaudited financial figures, operational managerial indicators, financial indicators and managerial projections of future performance, in line with Avianca Holdings S.A. and its subsidiaries business plans. References to future behaviors are indicative and do not constitute a guarantee of compliance by the Company, its shareholders or directors. Unaudited accounting and financial information and projections presented in this document are based on internal data and calculations made by the Company, which may be subject to changes or adjustments. Any change in the current economic conditions, the aviation industry, fuel prices, international markets and external events, among others, may affect the ongoing business results and future projections. Avianca Holdings S.A. herein after Avianca Holdings and its subsidiaries warn investors and potential investors that future projections are not a guarantee of performance and that actual results may differ materially. Every investor or potential investor will be responsible for investment decisions taken or not taken as a result of his or her assessment of the information contained herein. Avianca Holdings S.A. is not responsible for any fourth parties content. Avianca Holdings may make changes and updates to the information contained herein. The information, tables and logos contained in this presentation may not be reproduced without the consent of Avianca Holdings S.A.

3 Transforming AVH

4 Weekly flight between Latin America and the US 5 Aditional Hubs in North America Aditional destinations in the US 60 Aditional destinations in Latin America 275 Destinations in Latin America Connecting Options 15 Additional non-stop Flights 4

5 World Class Corporate Governance The New Corporate Governance Structure Provides for a More Balanced Decision-Making Approach that Continues to Protect the Interests of all Stakeholders Synergy Consensus Director New Executive Committee Independent (Nominated by Kingsland) Approves projects presented to board Independent (Nominated by Synergy) Synergy Synergy Synergy Nominated by Synergy Kingsland Board of Directors Nominated by Kingsland Consensus Directors Nominated by Synergy Nominated by Synergy Non-Independent Direc tor Executive Committee The newly formed executive committee must approve by majority any matter that is to be presented to the board of directors The consensus director is appointed in agreement between the two members of the executive committee Kingsland's appointment right of executive committee member would be substituted by United in case of transfer of Kingsland's Put shares Source: Company. Consensus Director Independent Direc tor UAL Observer to the Board Independent third party Board of Directors Independent Third Party: Selected in agreement between Synergy and United, after consultation with Kingsland Has the ability to exercise all of Kingsland's veto rights Is an observer to the Board of directors of AVH, but does not vote on BOD UAL Observer to the board does not vote on BOD Consensus directors are Independent directors and appointed in agreement between Synergy and Kingsland 5

6 AVH has developed a holistic plan to improve profitability and strengthen the balance sheet Profitability Liquidity Deleverage 6

7 Moving from a growth-focused to a profit-focused company allows AVH to accelerate deleveraging Adjust the fleet plan to slower growth: Drive cost savings through sub-fleet simplification Consolidate long-term relationships Renegotiate order book Deliver solid Operational Efficiency: Increasing stability of operations is a key goal Relief from BOG contributed to a 20-point increase in January OTP Redesigned schedule to be launched for summer season Non-Core Assets Divesting Plan: Allows management to focus on core Business unites (PAX, Cargo, Loyalty) Demonstrated execution in 2019 Improve operating profit: Rationalize network to remove insufficiently profitable routes Adjust to renewed network requirements Grow revenue per passenger through digital initiatives Strengthen the capital structure: Strengthen liquidity Reduce leverage to allow for lower financing costs and ability to devote more time for enhancing core operations Re-prioritise planned capex investments: Focus on projects with robust riskadjusted returns Prioritize existing plans with controlled outcomes 7

8 Executive Summary 4Q

9 Executive Summary 1. Load Factor of 81.9% for 7.9 million transported passengers for +18.8% US$ 1.3 Billion in Revenues in ; +15.3% YoY; Strongest 4Q revenue since IPO US$ 4.9 Billion in Revenues in ; +10.1% YoY AVH returned all wet leased aircraft and recovered 100% of its domestic and international pre strike operation Cargo business unit continues focus on yield improvement Cargo revenues increase of 14.1% YoY CASK ex-fuel reached 6.6 US a 11.9% reduction, FY 6.5 US -1.7% 8.2% EBIT 1 margin for, 7.0% FY Avianca Holdings successfully signs Joint Business Agreement with United and Copa When indicated the figures are adjusted by the following one-time items: Embraer Phase-out $-38,814M New routes: Continuous Yield recovery since Yield increase of 1.7% to 9.5 US for and +5.8% full year Guatemala-New York 5F per week Guatemala-Orlando 5F per week Guatemala became focus city in central America with the launch of new routes

10 Financial And Operational Results 4Q

11 Airbus Embraer ATR 72/42 17 Cessna Airbus Boeing Executing on our fleet plan 4Q Airbus 330F 5 Airbus 300F 5 Boeing 787F 2 Total Fleet Out 190 In 11

12 AVH is redesigning its network seeking to operate the most profitable routes with the adequate amount of frequencies Right-sizing Avianca s capacity in Peru Reduction of 3 routes in the domestic market of Peru The freed up capacity will be deployed in AVH Key Markets We will maintain 35 weekly departures between the Lima Cuzco and contiue to oeprate all our international routs from Lima Sale of Embrear Fleet Operational Integrity Allowing the company to streamline its operative fleet Increasing stability of operations is a key goal The simplification will drive cost savings in maintenance costs and inventory purchases Schedule redesign Drive cost savings through sub-fleet simplification Sale will occure throughout 2019 Launch of regional carrier in Colombia improving service to secondary cities and optimize OPEX 12

13 Sixth consecutive quarterly Yield YoY increase; Yield increased 1.7% to 9.5 cents 4Q RPKs Millions 4Q Load Factor +19.0% -233 bps +8.7% 11,233 10,138 9, % 43,730 9, % 81.9% 40, % 83.1% 79.7% 4Q15 4Q16 4Q ASKs Millions 4Q15 4Q16 4Q Yield - US +22.4% +1.7% +8.7% +5.8% 13,717 Quarterly 11,566 12,093 4Q15 4Q16 Full Year 52,624 11,211 48, Q Q

14 Embraer phase-out generates USD 38.9 Million one time non-cash impairment on 4Q EBITDAR US millions 4Q Revenues US millions 21.1% % % % 19.9% % 4Q15 4Q % 7.0% 8,5 8,5 6,7 6,7 4Q15 Quarterly 4Q16 Full Year 9,5 7,5 7,5 8,6 Non-passanger Revenues 4Q EBIT US millions 4Q CASK and CASK ex Fuel - US 9,8 6,7 EBIT/EBITDAR M argin 6.6% 89 9,1 77 6,8 RASK 5.2% % Q15 5.0% 4Q

15 Passenger Revenue for the results in the strongest passenger for a 4Q (Adjusted) 4Q EBITDAR US millions 4Q Revenues US millions % 23.3% 23.4% Q15 4Q16 1,033 1, ,734 4,080 1, % % % 4Q15 4Q16 4Q EBIT US millions 4Q CASK and CASK ex Fuel - US % 9,8 8,1 8,3 6,3 6,5 8,7 8,7 6,3 6,7 7,6 8,6 9.1% Quarterly 4Q16 Full Year Non-passanger Revenues 6,3 EBIT/EBITDAR M argin % 8.2% 7.0% Q15 9.2% 4Q15 RASK Q When indicated the figures are adjusted by the following one-time items: Embraer Phase-out $-38,814M 15

16 Avianca Holdings S.A. reports a 81.9% Load Factor Region RPK Growth Domestic* Intra Home Markets1 ASK Growth 22,26% 78.4% -1,33% 31,88% 1,21% 16,77% Home Markets to Europe 82.3% 19,90% 23,28% RPK 19.0% *Domestic Market: Colombia, Peru, Ecuador 1 Local Intra-Markets: Colombia, Peru, Ecuador, Salvador, Costa Rica, Guatemala; Panamá, Costa Rica, Guatemala, Honduras, Nicaragua 81.4% 38,72% 2,35% Central America & Caribbean4 Total 82.3% 27,07% 0,48% Home Markets to North America2 Home Markets to South America3 Load Factor 76.7% 27,31% 85.7% ASK 22.4% 2 From Local Markets to North América including México 3 From Colombia, Perú, Ecuador and Costa Rica to Bolivia, Chile, Argentina, Brazil and Uruguay, Load Factor 81.9% 4 Belize, Cuba Curazao, Republica Dominicana, 16

17 Avianca continues to consolidate its Leadership Position in the Colombian domestic market Copa 30.2% Latam 21.4% Avianca 53.9% Colombia Domestic1 Intra-Home Markets Avianca 67.5% Central America Domestic2 Others 2.4% Satena 4.7% 1% Others 0.7% VivaCo 12.6% Copa 1.5% Easyfly 5.1% Home Markets To North America Home Markets To South America Home Markets To Spain 30.5% 27.3% 65.7% 33.6% 17 Source: Aeronáutica Civil, MIDT 1: Dic-18; 2: Dic-18, Excluding flights from an to Panama; *Domestic Market: Colombia, Peru, Ecuador; Local Intra-Markets: Colombia, Peru, Ecuador, Salvador, Costa Rica, Guatemala; From Local Markets to North América including México 3 From Colombia, Perú, Ecuador and Costa Rica to Bolivia, Chile, Argentina, Brazil,Uruguay and Venezuela, 4 Belize, Cuba Curazao, Republica Dominicana, Panamá, Costa Rica, Guatemala, Honduras, Nicaragua

18 Business Units 4Q

19 Avianca Cargo: financial and operational results Key Metrics (Cargo and Courier) Segment Overview Revenue (US$MM)(2) Strong performance for the whole Avianca Cargo focused on yield +14.1% boosting trough fare increase ATK (MM) (3) 168, % 147, % 545 Network improving thanks to the connections increase to and from Asia and Europe through commercial partnerships and increased widebodies capacity utilization RTK (MM)(3) 586, 5 650, Load Factor +25 pbs 5.4% 41,1% 364, 8 384, ,2 % 59,1 % 57,0 % 57,3 % Market Share Colombia () 4 Market Share Miami () 5 34,5% 30,7% 14,5% 10,2% AVH Latam 8,4% Atlas 5,6% Skylease 15,0% 11,7% 10,8% 7,7% 5,7% Amerijet American Airlines 4,0% UPS Others Atlas Latam AVH UPS Source: Company. (1) On a per trip basis. (2) Includes consolidated revenues from the cargo operation in Mexico and Deprisa (Other Business Unit) (3) Includes bellies and excludes Colombia domestic operations. Includes commercial agreements with OceanAir Linhas Aereas, not included in official statistics. (4) International Cargo Aeronáutica Civil de Colombia (as of Sep ) (5) Miami-Dade Aviation Statistics, by airline group (as of Sep ) Others 19

20 LifeMiles: Loyalty Company Gross Billings increased 13.8% vs Active Cobranded credit cards reached 680K, an increase of 3.4% vs. Approximately 8.9 million members, +13.4% increase vs. 515 commercial partners, +53.7% vs New Commercial Partners & Awards Colombia CAM 20

21 Flight Plan

22 O U T LO O K PA X 3.5% 0.0% - 2.0% A SK 8.7% 0.0% - 2.0% LF 83.1% 81.0% 83.0% 7.0% 7.0% 9.0% EBI T ¹ Source: Company Information 1. When indicated the figures are adjusted by the following one-time items: Embraer phase out USD million

23 In Summary Aviancas transformation is based on moving from a growth to a profitability focused business model by executing six key profit drivers : Adjusted fleet plan will decelerate growth Enhance operational efficiency Divestiture of non-core assets Strengthen operating profits Re-prioritization of capex investments Strengthen the capital structure 23

24 Thank You Contact Information: Investor Relations Office T: (57)