Agenda I. The Mexican Market II. What Next in 2012? III. Financial Results IV. Key Initiatives (Medium and Long Term)
Agenda The Mexican Market
Mexico: A Growing Market Mexican equity markets are outperforming, supported by a surge in equity flows into Mexico Index Performance 2012 YTD by Country(1) 5 year CDS Spread(2) Mexico Peru Brazil Chile Argentina Source: (1,2) Bloomberg as of Aug 30 th 2012 4
Mexico: A Growing Market The Mexican economy has a very strong outlook for the near term future. It is expected to grow 3.9% in 2012 GDP Growth (YoY) (1) Growth Rates 2011-2030 (2) Japan Euro Area Latin America Source: (1) IMF World Economic Outlook July 2012, (2) Boeing Current Market Outlook 5
With Room For Expansion The Mexican aviation market has an important upside potential in upper and middle classes Flight Per Population > $15k (Middle and Upper Class) Annual Passengers (million) If middle class travels as in: México (current) 52 Brazil 69 Europa 121 USA 208 Source: Morgan Stanley Research 6
Aeromexico: The Leader in Mexico Grupo Aeromexico has consolidated its leadership position in the Mexican market. Domestic Market Share (January - June 2012) International Market Share (January-June 2012) Other Carriers Source: DGAC. 7
Agenda What Next in 2012?
Mexico s Premium Revenue Carrier 2012: Strengthening our business model as a premium revenue carrier. Network Improved Productivity Alliances Technology and Infrastructure Brand Positioning: Mexico s Premium Revenue carrier Service Financial Strength Source: Grupo AeroMexico management 9
2012 Flight Plan Network New domestic and international destinations Additional frequencies in key markets Increase connectivity through hubs Improved Productivity New labor contracts MRO joint venture with Delta TechOps High asset utilization Consolidate partnership with Delta to win Alliances in the largest international market: MX-US Expanded alliances with key partners in Latin America Expand network breadth Technology and infrastructure New facilities in Mexico City Aeromexico 3.0 ERP Service New 737-NGs full AVOD Implementation of NPS Expand product offerings (Club Premier) Financial Strenght Focus on top and bottom line results Comprehensive risk management policy Reduce ownership cost of aircraft Source: Grupo AeroMexico management 10
Agenda Financial Results
Top and Bottom Line Results Industry leading financial performance Operating Margin 2011-2012 (12 month moving average) Grupo Aeromexico Average Latin American Carriers Average USA Carriers *Source: 2Q 2012 Reports Average US Carriers includes: UAL, Delta Airlines, US Airways, Alaska Airlines, Southwest. Average Latin American Carriers includes: Lan, Tam, Copa, Gol. 12
Top and Bottom Line Results Industry leading financial performance Net Margin 2011-2012 (12 month moving average) Grupo Aeromexico w/o special items Grupo Aeromexico Average USA Carriers Average Latin American Carriers *Source: 2Q 2012 Reports Average US Carriers includes: UAL, Delta Airlines, US Airways, Alaska Airlines, Southwest. Average Latin American Carriers includes: Lan, Tam, Copa, Gol. 13
Strong Balance Sheet Debt vs EBITDAR ratio below industry average Financial debt aligned with Company s expansion strategy Q2 2012 Adjusted Net Debt vs EBITDAR Shareholders' Equity (million pesos) *Source: 2Q 2012 Reports Average US Carriers includes: UAL, AA, Delta Airlines, US Airways,Alaska Airlines, Southwest. Average Latin American Carriers includes: Lan, Tam, Copa, Gol. 14
Comprehensive Risk Management Strategy Financial Debt Purpose Q2 2012 Cash as a % of Revenues* December 2010 December 2011 Average 14.9 June 2012 Air Traffic Liability* (Days of Sales) Capital Working de Capital trabajo Compra Aircraft de Acquisition aviones Note: Airline days as of June/12** *Source: 2Q 2012 Reports **LAN and TAM as of March/12 Average US Carriers includes: UAL, AA, Delta Airlines, US Airways,Alaska Airlines, Southwest, JetBlue. Average Latin American Carriers includes: Lan, Tam, Copa, Gol. 15
Agenda Key Initiatives (Medium and Long Term) Fleet Delta Partnership Club Premier Loyalty Program
GAM TAM GOL LAN Airlines Air France Copa Airlines Iberia British Airways Delta Air Lines United Airlines American Airlines Singapore Airlines Aircraft Portfolio Management Aeromexico s owned fleet by 2012 will be around 24% in terms of fleet value, favorably compared to 12% in 2011 Owned Vs Leased Fleet Benchmark(1) Aeromexico Portfolio(2) 100% 80% 60% 40% 20% 0% 2011 # Fleet Value of Fleet Leased 92% 88% Owned 8% 12% The balance between leased and owned fleet at the end of 2012 will be: Owned Leased 2012 # Fleet Value of Fleet Leased 85% 76% Owned 15% 24% Source: (1) Fleet Value: Avitas Blue Book Second Half 2011, (2) Grupo AeroMexico management 17
Short & Medium Term Fleet Plan Aeromexico 2012-2013 Fleet Plan Fleet 4Q 2011 1Q 2012 2Q 2012 3Q 2012 4Q 2012 1Q 2013 2Q 2013 3Q 2013 4Q 2013 B 787 0 0 0 0 0 0 0 2 3 B 777 4 4 4 4 4 4 4 4 4 B 767 7 8 8 7 6 6 6 5 4 B 737 44 43 42 43 45 44 44 47 47 AEROMEXICO 55 55 54 54 55 54 54 58 58 E 190 11 12 15 19 19 19 19 20 23 E 170/175 0 0 1 2 3 3 7 8 8 E 145 39 38 38 38 38 36 32 30 29 CONNECT 50 50 54 59 60 58 58 58 60 TOTAL 105 105 108 113 115 112 112 116 118 Seat Growth 2013 vs 2012 6.6% Embraer ERJ-145 phase out, replaced by ERJ-170/175 and ERJ-190 Boeing B737-700 substitution with B737-800 Boeing B767 will be replaced by B787-8 Source: Grupo AeroMexico management 18
Short & Medium Term Fleet Plan Our fleet renewal efforts will allow for continuous CASK reductions CASK Index B767 vs B787 B737-7 vs B737-8 E145 vs E170 vs E90-19% -14% -16% -9% Note: B767-2 and B787 data for: MexMad. B737-7 and B737-8 / ERJ145, ERJ190 and ERJ170 data for MexMty Source: Grupo AeroMexico management 19
Long Term Fleet Plan 737MAX and 787-9 orders will provide flexibility to manage our growth during the next decade AM Narrowbody Fleet AM Widebody Fleet 100 75 50 10 Growth: 73% 15% 30 Options New orders 20 15 10 4 B777 Growth: 58% 25% 4 6 25 42 60 Existing orders Current fleet 5 8 B767 9 0 737NG Current 737MAX 2024 0 Current B787 2024 Flexibility to grow between 2.2% and 5.7% per year in a 12 year scope (1) Flexibility to grow between 3.7% and 5.9% per year in a 12 year scope (1) (1) Based on average number of seats Source: Grupo AeroMexico management 20
2002 Long Term Fleet Plan 2012 2018 By 2018 Aeromexico will have only 2 aircraft families on its major carrier fleet 5 types 3 types 2 types DC 9 MD s 737 s 757 s 767 s 737 s 767 s 777 s 737 s 737 s 787 s 787 s + Increased crew productivity - Lower inventory & training + Higher efficiency & flexibility Source: Grupo AeroMexico management 21
Fuel cost per seat Long Term Fleet Plan Operating margin expansion opportunities Fleet Renewal Impact on Fuel Burn Operating Margin (Impact from new technology) 10% 5% 0% Current fleet 10% 3pp 13% -5% -10% -15% Renewed fleet -20% -15% -10% -5% 0% 5% 10% Fuel cost per trip Current 2011 Estimation based on 2011 results New technology Technology Source: Grupo AeroMexico management 22
Aircraft Portfolio Management & Financial Strength By entering into the virtuous circle, AM will become part of a select group of airlines aiming at stay in a competitive market New aircraft acquisition at Lower prices & Competitive financing Expensive and Leased aircrafts Solid BS Strong & Profitable Airlines Lower operating cost & Higher margin Weak BS Other airlines Higher operating costs & low flexibility Growth High risk exposure to economic environment Source: Grupo AeroMexico management 23
Partnership With Delta Passengers from/to MEX-USA registered 18.2 million in 2011 and 9.7 million as of June 2012 International Passengers (Mexican market Jan-Jun 2012) Share of Market MEX-USA (Jan-Jun 2012) Other 30% MEX-USA 70% Source: With figures from DGAC. Mexican Ministry of Transportation 24
Partnership With Delta Last june Delta Airlines purchased 4.17% of Grupo Aeromexico s capital stock Enhanced codeshare Co-location Efforts Key initiatives Code-Share on all transborders Expanded interior points & Third country beyonds Joint Sales Efforts with target on Multiple Channels Continued focus on speed to market and expanding scope of joint programs Agency bridge agreements (US PoS) launched Delta began handling Aeromexico in Atlanta (July, 2012) Currently working with SkyTeam to identify opportunities to connect DL/AM co-location to SkyTeam Hub Excellence initiative Marketing Efforts Featured partnership in SKY, Clase Premier and Escala inflight magazines Press releases in 1H12; developed bi-weekly message plan for 2H12 Transborder Upgrades Delta Awards on clubpremier.com Preferred Security Lines: Sky Priority Initiative MRO Own and third party services Reduced maintenance cost Source: Grupo AeroMexico management 25
Club Premier: a play on Mexico s dynamic consumption market Though loyalty market penetration is relatively low in Mexico, Club Premier has quickly positioned itself to take advantage of this consumer growth Program membership as % of population(1) Club Premier Growth 60 50 40 30 20 10 0 53 47 36 31 28 27 24 24 21 18 16 13 13 10 9 4 4 2 Gross billings per quarter Q4 2010 Q2 2012 Change 22.2* 36.4 +64% Members Enrolled 2.7 3.2 +16% Partners 57 72 +26% Financial partners 4 12 +200% New Members Enrolled 35,568* 74,983 +111% *Q4 2010 adjusted to reflect start of operations on Sep. 13, 2010 Source(1): Multiplus Investor Relations Presentation (2011) Notes: Programs associated with airlines: Flying Blue with AF/KLM, Sky Miles with DL, AAdvantage with AA, Miles&More with LF, JAL Mileage Bank with JAL, Velocity with VB, Smiles to GOL, FlyBuys NZL to ANZ, Aeroplan to AC, AirMiles UK to BA, Multplus to TAM and FlyBuys AUS to Jetset travel agency Source: Grupo AeroMexico management 26
Club Premier: a play on Mexico s dynamic consumption market Club Premier: a highly valuable subsidiary 1 2 Predictable and strong cash flow Limited/no debt 3 Growing, risk free way to play consumer spending in Mexico 4 Highly scalable with low capex 5 Substantial ability to extract value from existing customer base 6 Growing middle class and under-penetrated credit card markets in Mexico No brand-based coalition loyalty programs currently exist Source: Grupo AeroMexico management 27
People are noticing: Enhancing the value of our brand Business Traveler: Latin-America s Best Business Airline in 2011. Global Traveler: Mexico's Best Airline for the fourth year in a row. Priority Pass: Aeromexico's Domestic Lounge High Recognition Award 2011 for the third year in a row. Duty Free News International: Inflight Travel Retailer in the Americas award for high standards on inflight service. Source: Grupo AeroMexico management 28
2012: What Next? 2012 2007 Group of Investors purchase Aeromexico 2008-2009 Restructuring Process 2010 Succeeding in the domestic market 2011 Consolidating our leadership in Mexican market Widening the GAP 29