Volaris: the leading ultra-low-cost airline serving Mexico ...s21.q4cdn.com/752131891/files/doc_presentations/2017/Volaris... · Volaris: the leading ultra-low-cost airline ... CASM

Volaris: the leading ultra-low-cost airline

serving Mexico, USA and Central America

May 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

on 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 orcircumstances.

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

2008 2016 CAGR

Unit cost

(CASM ex-fuel;

cents, USD)(1)

5.5 4.8 -1.6%

Passenger

demand

(RPMs, bn)

3.2 14.3 20.6%

Aircraft

(End of period)21 69 16.0%

Routes

(End of period)42 162 18.4%

Passengers

(mm)3.5 15.0 20.0%

Operating

revenue

(bn, MXN)

4.4 23.5 23.3%

Adj. EBITDAR

(bn. MXN)0.7 8.9 37.4%

Adj. ROIC (pre-

tax)11% 20% +9 pp.

3

Volaris: snapshot at 30,000 feet

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

OpportunitiesAccomplishments

5

Accomplishments

4.9

10.610.0

8.37.7

7.0 6.7 6.5

4.5

8.9

6.1 5.6

10.81.9

2.93.4

2.62.4

2.82.4 2.4

1.7

2.5

2.31.9

2.1

(1) Non-USD data converted to USD at an average exchange rate

(2) DCOMPS= Direct Competitors: Average CASM and CASM ex-fuel; US network carriers include: Delta, American Airlines, Alaska Airlines and United

(3) As of March 31, 2017

Source: Company data, airlines public information

Volaris has a best-in-class unit cost structure

Long-term unit cost advantage

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

7

• Economies of scale

- Dilute fixed costs

- High seat density

• Young and fuel efficient fleet

- Sharklet rollout

- Average age of 4.4 years (3)

- Low fuel burn

• Productive network

- Point-to-point

- No connections complexity

• High aircraft utilization

- 1Q17 average 12.4 block hours per

day

Latin American carriers US LCCs US network

carriers (2)

Continued cost improvement

potential

In line with best-in-class

ULCCs

6.8

13.5

10.9

10.19.8

9.1 8.9

11.3

8.4

7.5

12.9

6.2

13.4

2

5

%

Volaris’ cost structure enables us to lower base

fares and increase ancillaries

Volaris’ TRASM is below most competitors’ CASM (1)

TRASM and CASM (LTM March 2017 USD cents) (2)

8

Volaris’ resilient ULCC

model

TR

AS

M

CA

SM

CA

SM

CA

SM

CA

SM

CA

SM

CA

SM

CA

SM

CA

SM

CA

SM

CA

SM

(1) Based on CASM and TRASM among the publicly-traded airlines

(2) Non-USD data converted to USD at an average exchange rate

(3) DCOMPS: US network carriers direct competitors include Delta, United, Alaska Airlines and American Airlines


Overlap:

7.2 7.58.4

8.9 9.19.8 10.1

10.911.3

13.4 13.5

CA

SM

12.9

142

204 211

279

338381 391

2011 2012 2013 2014 2015 2016 LTM Mar2017

20

30

51 52

Volaris Wizz Allegiant Spirit

(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

(3) Data as of FY 2016


Non-ticket revenues continue to grow, with

upside potential

Non-ticket revenue per passenger

Volaris(MXN) per passenger

Best-in class ULCCs, including first bag fee (1)

(1Q 2017, USD per passenger) (2)

2011-2016 CAGR: +21.9%

2.7x

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

9

(3)

Network enhancement: connecting the dots and

diversifying further

Note: Excludes routes and stations announced to start operations

New routes

Domestic International

Cancun

Guadalajara 6

Mexico City 4

Other 2 4

Tijuana

Costa Rica 1 1

Total 3 15

New stations

USA Central America

Austin San Salvador

Seattle

San Francisco

Miami

Milwaukee

LTM March 2017 Volaris diversified its network by starting operations in 18 routes and 6 stations

Volaris’ LTM March 2017 new routes

10

New International

New Domestic

New Volaris Costa Rica

…supporting strong capacity growth

Joining existing airports

Additional frequencies

New airports

8.9%

3.3%

3.6%

Total ASM growth

1Q 2017 capacity growth contribution (yoy)

16.8%

Our network is well positioned for diversified growth

=

+

+

+

11


Volaris Costa Rica 1.0%+

Growth opportunities

24

43

18

28

8

13

2010 2011 2012 2013 2014 2015 2016 LTM Mar2017

Domestic USA Other international

Yoy growth 3.3% 4.0% 8.3% 8.3% 8.3% 12.3% 10.4% 10.2%

GDP growth (2) 5.1% 4.0% 4.0% 1.4% 2.3% 2.6% 2.3% 1.5%

GDP multiplier 0.6 1.0 2.1 6.1 3.7 4.7 4.5 6.8

In recent years, Mexico’s volume growth has been

robust despite challenging economic environment

(1) Considers Volaris and VivaAerobus domestic market share 1Q17

(2) Values according to INEGI´s new methodology

(3) Yoy growth for LTM March 2016 vs. LTM March 2017

(4) 2017 GDP expectation from Banxico’s March survey

Source: DGAC-SCT; INEGI; Banco de México

Mexico passenger market volume has increased since 2010

50 52

5761

67

75

Passenger volume (millions)

13

82Main industry

growth drivers

• Strong demand and

increasing middle

class

• LCC gaining market

through low fares

-43% LCC

share(1)

• High improvement

potential:

-Domestic air

trips per capita

in Mexico 0.25

vs. Brazil 0.45

3-5x GDP multiplier

in recent years

2010-2016 CAGR: +8.6%85

(4)

(3)

6.5% 8.1% 8.8%11.6%

8.0% 8.0%

23.4%

10.3%

19.6%

33.3%

26.9%22.1%

2012 2013 2014 2015 2016 LTM Mar 2017

Market Volaris

10.3%8.6% 7.9%

13.0% 12.8% 12.4%

25.2%23.0%

7.7%

19.7%

24.8%

20.0%

2012 2013 2014 2015 2016 LTM Mar 2017

Market Volaris

Domestic passenger growth (%)

Source: DGAC, Company data

Volaris growth has surpassed market growth in

both domestic and international markets

14

International passenger growth (%)

• 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 leading engine of growth for VFR and

leisure markets in Mexico, becoming the largest domestic

airline

Market

growth

Volaris

growth

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

(1) Data as of March 2017

Note: Markets not mutually exclusive, contested domestic markets

Source. Company data, airlines public information

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

15

Tijuana

Hermosillo

Los CabosCuliacan

Vallarta

Guadalajara

Mexico City

Cancun

Monterrey

10% 12%

5% 17%

10% 28%8% 23%

11% 34%

9% 38%

8% 19%

11% 61%

13% 27%

(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 April 2017

(5) Data from the World Bank

Source: Company data, DGAC and DIIO MI Market Intelligence for the Aviation Industry; ALTA

0

10

20

30

40

50

0

25

50

75

100

USA (VFR) USA (Leisure) CAM, SAM,Canada,

Caribbean

Significant untapped opportunities

Domestic – growth potential of approx. 110

routes (4)

International – growth potential of approx. 135

routes (4)

(3)

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

Routes served Growth potential

16

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

2015 domestic air trips per capita (5)

2.39

0.810.60 0.49 0.42 0.32 0.30 0.28

0.09

USA Chile Colombia Brazil Peru Mexico Costa Rica Argentina Paraguay

28 42

2940

2012 2016

Domestic

International

2012 2016

First, economy and other

Executive and luxury

ULCC model

First sell

Trial

Ticket giveaway

#Nomáscamión

Strong conversion

rate

Volaris contributed by stimulating demand from

bus to air substitution

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

Bus switching programSignificant upside for air travel

Total air travel passengers

in Mexico (mm)

Total bus passengers

in Mexico (mm)

2,758

33

Mass media campaigns

“Tarifa no + camion” positioning

Digital capabilities

Attracting 1st

time flyers

17

Education

2,971

2,683 2,891

74 80

55

82

• The right market

- Costa Rica is top three middle class growth

of LATAM

- Costa Rica GDP growth of 4.2%

accumulated 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

ChicagoNew York

Los Angeles

Dallas

HoustonSan Antonio Orlando

Miami

GuadalajaraMexico City

Cancun

Guatemala

San José, CR

Managua

MedellinBogota

Cartagena

Quito

Guayaquil

Lima

La Paz

San Salvador

La Habana

Santo Domingo

Puerto Rico

New routes Date

San Jose, CR - Guatemala Dec/16

San Jose, CR - San Salvador Feb/17

San Jose, CR – Managua Apr/17

Guatemala – San Salvador Jun/17

Managua – San Salvador Jun/17

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

• 45 additional aircraft to be

delivered

• Up-gauge fleet from

A319 to A320/A321

• Higher seat density

configuration

• Expand network

geographically


• Neo incorporation

- Fuel efficiency

19

• Price, product,

presence

Fleet and financials

15 125

1515

15

2828

28

1 715

1010 10

0

16

2016 2017E 2018E

A319 A320

A320 w/sharklets A320 NEO w/sharklets

A321 w/sharklets A321 NEO w/sharklets

Volaris’ fleet plan supports its strategy to drive

lower unit costs

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 May 1, 2017

69 73

79• 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

21

Contractual fleet obligations (number of aircraft)(1)

Backlog of 45 Aircraft to support growth (3)

1.2

2.5 2.8 3.1

6.5

8.9

7.7

0.0

5.0

10.0

2011 2012 2013 2014 2015 2016 LTMMar2017

(MX

Nbn)

22%20%

17% 16%

11% 10%9%

4%2%

32% 32%28%

26% 25%

22% 21% 20% 19%

8.9

11.713.0

14.0

18.2

23.5 24.0

5

15

25

2011 2012 2013 2014 2015 2016 LTMMar2017

(MX

Nbn)

(MX

Nbn)

(1) CAGR for 2012-2016


Revenue CAGR 2011 - 2016

High growth and solid financial performance

Revenues

22

2011 – 2016 CAGR: +21.5%

Adj. EBITDAR

LTM March 2017 Adj. EBITDAR margin

2011 – 2016 CAGR: +48.3%

76% 74% 73% 69% 67%

24% 26% 27% 31% 33%

0%

25%

50%

75%

100%

2012 2013 2014 2015 2016

Domestic International

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)

11.7 13.0 14.0 18.2 23.5

2.0x

4.9x 5.3x 5.4x 5.4x 5.5x6.0x

7.2x

9.4x

37%

29% 27%

16% 15%11% 9%

7% 7%

Strong balance sheet and liquidity, well funded

for continued growth

24(1) Figures converted to USD at March 2017 end of the period spot exchange rate $18.81 for convenience purposes only


• Unrestricted cash of $6.8 billion pesos (US$

364 million(1)) as of March 31, 2017.

• Net cash position of $4.8 billion pesos (US$

255 million(1)) as of March 31, 2017.

• Adjusted net debt to EBITDAR of 4.9x as of

March 31, 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

Adj. net debt/EBITDAR

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

Appendix

Fuel price protection

26

(1) Approximate percentage of gallons hedged as of May 1, 2017

Period Total % hedged(1) Avg. price (gal/USD$) Instrument

2Q17 55% $1.61 Call

3Q17 55% $1.44 Call

4Q17 55% $1.40 Call

1Q18 50% $1.63 Call

2Q18 50% $1.74 Call

3Q18 35% $1.79 Call

4Q18 25% $1.89 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) 1Q 2017 figures converted to USD at March end of the period spot exchange rate $18.8092 for convenience purposes only

(3) Audited financial information 2014A – 2016A


Consolidated statements of operations summary

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

% of total

operating

revenues

(USD

millions)

(USD

millions)

Passenger 11,303 14,130 17,790 861 4,025 214 71.2

Non-ticket 2,733 4,049 5,722 277 1,631 87 28.8

Total operating revenues 14,037 18,180 23,512 1,138 5,656 301 100

Other operating income (22) (193) (497) (24) (1) - -

Fuel 5,364 4,721 5,741 278 1,892 101 33.5

Aircraft and engine rent expenses 2,535 3,525 5,590 271 1,699 90 30.0

Landing, take off and navigation expenses 2,066 2,595 3,272 158 1,035 55 18.3

Salaries and benefits 1,577 1,903 2,420 117 696 37 12.3

Sales, marketing and distribution expenses 817 1,089 1,413 68 358 19 6.3

Maintenance expenses 665 875 1,344 65 351 19 6.2

Other operating expenses 490 698 952 46 269 14 4.8

Depreciation and amortization 343 457 537 26 128 7 2.3

Total operating expenses 13,833 15,669 20,773 1,005 6,428 342 113.7 6

EBIT 204 2,510 2,740 133 (772) (41) (13.7)

Operating margin (%) 1.5 13.8 11.7 11.7 (13.7) (13.7)

Finance income 23 47 103 5 21 1 0.4

Finance cost (32) (22) (35) (2) (21) (1) (0.4)

Exchange gain (loss), net 449 967 2,170 105 (1,145) (61) (20.2)

Income tax (expense) benefit (39) (1,038) (1,457) (71) 556 30 9.8

Net income (loss) 605 2,464 3,519 170 (1,361) (72) (24.1)

Net margin (%) 4.3 13.6 15.0 15.0 (24.1) (24.1)

Adjusted EBITDAR 3,081 6,492 8,866 429 1,055 56 18.7

Adj. EBITDAR margin (%) 22.0 35.7 37.7 37.7 18.7 18.7

EPS Basic and Diluted (Pesos) 0.60 2.43 3.48 0.17 (1.34) (0.07)

EPADS Basic and Diluted (Pesos) 5.98 24.35 34.78 1.68 (13.45) (0.71)

27

Consolidated statements of financial position

summary


(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


(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) 1Q 2017 figures converted to USD at March end of the period spot exchange rate $18.8092, respectively, for convenience purposes only


MXN millions unless otherwise

stated (5) 2014A 2015A(6) 2016A 2016A (1) 1Q 2017 1Q 2017(7)

(USD

millions)

(USD

millions)

Cash and cash equivalents 2,265 5,157 7,071 342 6,839 364

Current guarantee deposits 545 873 1,167 56 1,067 57

Other current assets 879 1,193 3,313 160 3,039 162

Total current assets 3,689 7,224 11,551 559 10,945 582

Rotable spare parts, furniture and

equipment, net2,223 2,550 2,525 122 2,751 146

Non-current guarantee deposits 3,541 4,693 6,560 317 5,992 319

Other non-current assets 452 765 1,146 55 1,011 54

Total assets 9,905 15,232 21,782 1,054 20,698 1,100

Unearned transportation revenue 1,421 1,957 2,154 104 2,987 159

Short-term financial debt 823 1,371 1,051 51 1,150 61

Other short-term liabilities 2,524 3,745 4,683 227 4,938 263

Total short-term liabilities 4,768 7,073 7,888 382 9,075 482

Long-term financial debt 425 220 943 46 885 47

Other long-term liabilities 242 1,113 2,157 104 1,516 81

Total liabilities 5,435 8,407 10,988 532 11,476 610

Total equity 4,470 6,825 10,794 522 9,222 490

Total liabilities and equity 9,905 15,232 21,782 1,054 20,698 1,100

Net debt (2) (1,017) (3,566) (5,077) (246) (4,804) (255)

Adjusted debt (3) 18,990 26,268 41,125 1,990 44,523 2,367

Adjusted net debt (4) 16,725 21,111 34,053 1,648 37,685 2,004

28

Consolidated statements of cash flows summary





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

(USD

millions)

(USD

millions)

Cash flow from operating activities

Income (loss) before income tax 644 3,502 4,977 241 (1,916) (102)

Depreciation and amortization 343 457 537 26 128 7

Guarantee deposits (695) (1,165) (1,957) (95) 380 20

Unearned transportation revenue 27 536 196 10 834 44

Changes in working capital and provisions 14 (261) (2,773) (134) 1,043 56

Net cash flows provided by operating activities 334 3,070 979 47 469 25

Cash flow from investing activities

Acquisitions of rotable spare parts, furniture, equipment and

intangible assets (1,603) (1,456) (2,259) (109) (444) (24)

Pre-delivery payments reimbursements 396 670 1,733 84 - -

Proceeds from disposals of rotable spare parts, furniture

and equipment 22 185 498 24 101 5

Net cash flows used in investing activities (1,185) (601) (28) (1) (342) (18)

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) (20) (1)

Other finance costs (11) (40) (138) (7) - -

Payments of financial debt (400) (801) (1,531) (74) (287) (15)

Proceeds from financial debt 966 925 1,716 83 481 26

Net cash flows provided by financing activities 525 65 11 1 174 9

(Decrease) increase in cash and cash equivalents (326) 2,533 962 47 300 16

Net foreign exchange differences 141 359 952 46 (533) (28)

Cash and cash equivalents at beginning of period 2,451 2,265 5,157 250 7,071 376

Cash and cash equivalents at end of period 2,265 5,157 7,071 342 6,839 364

29

Adj. EBITDA and Adj. EBITDAR reconciliation





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

(USD

millions)

(USD

millions)

Net income (loss) 605 2,464 3,519 170 (1,361) (72)

Plus (minus):

Finance costs 32 22 35 2 21 1

Finance income (23) (47) (103) (5) (21) (1)

(Benefit)/provision for income taxes 39 1,038 1,457 71 (556) (30)

Depreciation and amortization 343 457 537 26 128 7

EBITDA 995 3,934 5,446 264 (1,789) (95)

Exchange (gain) loss, net (449) (967) (2,170) (105) 1,145 61

Adjusted EBITDA 547 2,967 3,276 159 (644) (34)

Aircraft and engine rent expense 2,535 3,525 5,590 271 1,699 90

Adjusted EBITDAR 3,081 6,492 8,866 429 1,055 56

30

Documents

Volaris: the leading ultra-low-cost airline serving Mexico ...s21.q4cdn.com/752131891/files/doc_presentations/2017/Volaris... · Volaris: the leading ultra-low-cost airline ... CASM