CIBC 9th Annual Eastern Institutional Investor Conference September 23, 21 FORWARDLOOKING STATEMENT Certain information in this presentation and statements made during this presentation, including any question and answer session, may contain forwardlooking statements, including but not limited to, those regarding projected economic indicators, future expansion plans for WestJet and WestJet Vacations Inc. (WVI), capacity growth, fleet expansion, potential interline and codeshare agreements, ASM, RASM, CASM and future revenue and profits, implementation of the new reservation system, the reward program and cobranded credit card, costsaving initiatives, addition of new destinations, marketshare and business travel expansion, hedging activities and ancillary revenue expansion. Certain material factors and assumptions were applied in formulating these forwardlooking statements. These forwardlooking statements are subject to, and may be affected by, numerous risks and uncertainties which may cause WestJet s actual results may differ materially from a conclusion, forecast or projection expressed in or implied by such statements. Factors that could cause or contribute to these differences include, but are not limited to: changes in government policy, exchange rates, interest rates, disruption of supplies, volatility of fuel prices, terrorism, general economic conditions, the competitive environment and other factors described in WestJet s public reports and filings which are available under WestJet s profile on SEDAR (www.sedar.com). Forwardlooking statements are subject to change and WestJet does not undertake to update or revise any forwardlooking information as a result of any new information, future events or otherwise, except as required by applicable law. September 21 2
WHAT MAKES WESTJET DIFFERENT? Consistently one of the most profitable airlines in North America One of Canada s most admired corporate cultures Provides a worldclass guest experience Having fleet flexibility and seasonal deployment strategy Scheduled service and vacation packages Consistently one of the lowestcost operators in North America 3 WESTJET S STRATEGY Working since day one By 21, WestJet will be one of the five most successful international airlines in the world (success = top margins, guest loyalty and referrals, operational performance and WestJetter engagement) WestJet Vacations Rewards program Business traveller Revenue and Growth People and Culture Guest Experience and Performance Costs and Margins Single fleet type Cost efficiency Risk management 4
Building on our capabilities WESTJET VACATIONS Leveraging our strengths in a new marketplace $bn 25 2 15 1 5 Estimated leisure market size in Canada $1.9 $5. $5. Outbound Domestic Market Size ITC Market FIT Market Leisure Retail Market Source: internal estimates FIT Flexible itinerary travel ITC Inclusive Outside of current scope; might be able to capture a small percentage of this segment WestJet Vacations addressable market segments are ITC and FIT One of the fastest growing vacation operators in Canada Scheduled service to all destinations allowing more booking options Use our entire network to fill aircraft Don t prepurchase hotel rooms Flights combine package guests and other scheduled guests Integration with mainline business to create efficiencies Leverage all our distribution channels
REWARDS PROGRAM Straight to the bottom line Credit card Frequent Guest Program Appeals to the mass market: Fully accretive to WestJet Strong partnership with RBC for awareness Simple and transparent Two types of cards; different earning power Uptake meeting early expectations Appeals to the high frequency traveller: Simple and transparent program Targeted at the traveller doing four to 4 trips per year Aims to capture additional highyielding guests Uptake meeting early expectations 7 BUSINESS TRAVELLER Building strength in this highyield market Fare bundling Airline partnerships Opportunity to bundle together: Opening the world up to our guests: 8 Refundable tickets Prereserved seating Buyonboard Lounges Other new initiatives Providing the business traveller with international travel options Incremental revenue opportunities Select strategic carriers in each major world region Begin implementing new partnerships by yearend
MARKET SHARE GROWTH DRIVERS Currently serving a portion of addressable market Market Share (%) 5 45 4 35 3 25 2 15 1 5 Growing brand strength Guest experience Culture WestJet Vacations Rewards program Airline partnerships New destinations New nonstops Increased frequencies 24 25 2 27 28 29 21 211 212 213 214 215 21 Domestic Transborder International 9 Capacityshare calculation based on data from IATASRS. Mexico / Caribbean capacity share does not include charters. MEASURED CAPACITY GROWTH Flexible fleet expansion until 217 35 3 Compounded average annual growth rate: Min ~4%, Max ~ 7% ASMs (millions) 25 2 15 1 18% 3% 91% 5 28 29 21 211 212 213 214 215 21 217 1 Aircraft 135 Aircraft Leased 24 33 38 43 44 44 44 44 44 44 Owned 52 53 53 54 58 4 7 8 88 91 Total confirmed fleet 7 8 91 97 12 18 114 124 132 135 Net change in aircraft 1 5 5 1 8 3 Lease expiries 3 12 8 1
Becoming one of the lowestcost carriers in North America SINGLE FLEET BOEING NG 737 Keeping efficiency high A single fleet and single class of service: Simplifies operations Enhances operational productivity Offers an operating cost advantage Provides more consistent guest experience 12
COST EFFICIENCY Removing costs where possible 84% 82% 8% 78% 7% 74% 72% 7% 8% % 4% 13 29 Load Factors vs. Breakeven Load Factors WestJet Alaska JetBlue Southwest United Air Canada 29 Load Factor 29 Breakeven Load Factor Source: Internal estimates, company reports Cost efficiencies have led to low breakeven load factor These cost efficiencies are driven by: High utilization of aircraft High employee productivity Singlefleet efficiencies Ownership culture Disciplined focus on expenditures Over 3% cost advantage compared to main competitor RISK MANAGEMENT Protecting against external volatility Fuel price volatility fuel is 19% hedged for next 12 months from July 3, 21 combination of swaps, collars and call options CAD$ is partially a natural hedge against WTI Foreign exchange volatility Aircraft debt repayments fixed in CAD$ for term of debt Next 12 month aircraft US$ leasing costs 87% hedged into CAD$ at June 3, 21 Fuel hedges are fixed in CAD$ Interest rate volatility Longterm aircraft debt has fixed interest rates averaging 5.3% 14
We have the financial strength to put our strategy into action PROFITABLE 53 OF 55 QUARTERS Some of the best margins in the industry (cents per ASM) 1 14 12 1 8 4 2 1.7 2.2 1.9.9 1.3.8 3.3 3.4 3.5 4.7 3.2 3.4 8.7 8.7 8.9 8.5 8.5 8.7 RASM (cents) CASM (cents) Operating Margin Earnings Before Tax Margin One year 12.97 11.77 9.2%.% Threeyear average 14.1 12.43 11.% 9.% Fiveyear average 13.87 12.29 11.% 7.9% Return on Equity 8.% 15.8% 13.3% 25 2 27 28 29 H1 21 CASM (ex fuel) Fuel Op. Margin Return on Invested Capital (TTM) 7.% 1.7% 1.7% Excludes reservation system impairment of $31.9 million in 27 1
FINANCIAL HIGHLIGHTS Among top performer in North American airline industry $3, 1 Earnings before tax (EBT) H1 21 25% $2,5 8 2% 15% (millions) $2, $1,5 $Millions 4 2 1% 5% % $1, $5 2 4 8 Allegiant Alaska Southwest WestJet EBT Margin United Delta US Airways Continental JetBlue Air Tran American 5% 1% 15% 2% $ 1 25% '1 '2 '3 '4 '5 ' '7 '8 '9 Guest revenue Other revenue 17 EBT and EBT margin adjusted for special items and gains/losses on marktomarket fuel hedges (nonoperating portion). WestJet earnings in CAD$, all others in US$. FINANCIAL SECURITY Cash grows while debt shrinks 12 1 5 At June 3, 21, we had our strongest balance sheet yet: $ millions 8 4 2 4 3 2 1 times Cash of C$1,18.2 million Cash to trailing 12 months of revenues ratio of 4% Current ratio of 1.4x Adjusted debt to equity ratio of 1.41x Adjusted net debt to EBITDAR of 2.7x 25 2 27 28 29 Q2 21 Cash Adj. net Debt/EBITDAR Adj. Debt/Equity 18 Note: All figures are fullyear figures, except for 21 data. Debt ratios include aircraft operating leases.
WE ARE READY TO TAKE OFF We continue to outperform the industry in North America We are a wellpositioned, lowcost and efficient carrier We have a very strong culture and highly engaged workforce We have a strong brand in the market place We have a highly attractive combination of planned growth and strong balance sheet We have an attractive valuation relative to peer group 19 For further information: Rob McInnis Director, Investor Relations P: (43) 5397412 E: rmcinnis@westjet.com W: www.westjet.com