SAS TODAY AND THE ROAD AHEAD. Rickard Gustafson, CEO SAS Group Flyg Med Framtid Arlanda, 24 Oktober 2011

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1 SAS TODAY AND THE ROAD AHEAD Rickard Gustafson, CEO SAS Group Flyg Med Framtid Arlanda, 24 Oktober 2011

2 Customers in the Nordic region travel a great deal Millions Per capita Population Short haul pax Long-haul pax Nordic Central Europe British Isles France and Benelux Nordic = Denmark; Finland; Norway and Sweden 2 Central Europe = Germany; Austria and Switzerland 3 British Isles = United Kingdom and Ireland 4 Benelux = Belgium; Luxembourg and the Netherlands SOURCE: PaxIS 2009; Airports Council International; Global Insight-WMM 2

3 and preferably domestically and within Europe Short haul 1 share of total ASK; 2010 Short haul Long-haul Norwegian Aegean 97 SAS LOT 50 Turkish 49 Austrian 47 Finnair 44 Alitalia 42 bmi 41 Iberia 38 SWISS 35 Lufthansa AirFrance/KLM 21 British Airways Weighted average Defined as domestic and intra-european traffic SOURCE: Innovata via APGDAT 3

4 In most of our network, we compete with low cost carriers Competitor presence on share of SAS short haul revenues 1, April 2011 LCC Norwegian 60 Mega carriers Ryanair 15 Other network British Airways 8 Regional Easyjet 7 Cimber Malmö Aviation Air France Lufthansa Brussels Airlines SAS revenue exposure LCC: ~70% Mega carriers: 18% Other network: 6% Regional: 10% KLM 2 Air Berlin 2 Swiss 2 Finnair 2 1 Not mutually exclusive and thus does not need to sum up to 100% 4

5 Air travel is growing, primarily driven by leisure travel Nordic pax development per segment Pax millions, Growth distribution by segment Percent (Abs. pax), CAGR (%) 100% = 44 million pax (10) Corporate Corporate 32 Leisure (34) Leisure Key assumptions: SAS corporate pax share of travelers declined from 63% 2006 to 55% Adjusting for changes in route mix the decline in corporate intensity was ~6%. Assuming 75% of the decline in intensity is attributable to market share gains on leisure/loss on corporate and 25% of intensity attributable to an underlying shift in corporate intensity in the market. Extrapolating this intensity trend (-1.1% CAGR) up to 2020 assuming equal trend for all segments (domestic; Europe; long-haul). Assuming Swedish travel pattern is representative for Nordic in general SOURCE: IATA; PaxIS; Statistics Sweden 5

6 The challenges are substantial but we have unique advantages to build on Europe s most punctual airline 2009 and 2010 Capable and loyal employees Popular and award winning EuroBonus program 55% Attractive network and schedule Market leader in Nordic corporate travel Popular time saving solutions such as SMS Check-in and Fast Track 6

7 THE NEW ERA IS TAKING SHAPE 7

8 8

9 4Excellence comes together Commercial Excellence Sales Excellence Operational Excellence People Excellence Do the right things that the customer is willing to pay for and make us the natural choice for Nordic travelers. Increase costefficiency and achieve higher levels of loyalty among both companies and travelers. Sales are about relationships, not only transactions. Ensure that we deliver the highest quality and costefficiency based on customer value. Realize the full potential of employees through strong leadership and co-operation on shared goals. 9

10 Commercial Excellence Further Developments New Developments N. & C. America Europe Asia M. East Africa S. America Australasia Fleet Plan and Cabin Care Partner Strategy Strengthened Leisure Offering Increased Focus on Ancillary Revenues Innovative and time saving onground solutions Harmonization of product concepts #1 for Nordic corporate travelers Take a significant position in leisure market CSI #1 10

11 Sales Excellence Further Developments New Developments Attractive Corporate Programs Attractive Loyalty Program vs Cost of Sales vs Value Increased Sales Performance Improved sas.xx Best in class Sales Excellence Large increase in contracted share EuroBonus penetration ~50% 11

12 Operational Excellence Further Developments New Developments Phase-in of new fleet Optimize entire SAS Group network with best practice Lean throughout organization Continuous improvement in unit cost efficiency Airport Strategy Delivery on Priorities and Promise CASK -3-5% -20% total emissions 12

13 People Excellence Further Developments New Developments Front Line Leadership Excellence Performance Management Leadership Focus Communication and Collaboration Talent Management Realize the full potential of employees PULS in top quartile of EEI in Scandinavia Top 10 Scandinavian Employer of Choice 13

14 We have ambitious targets Our target is to achieve sustainable profitability - SAS is to be number 1 The Nordic region s most valued airline by reaching new heights in customer satisfaction - Unit cost shall be reduced by 3-5% annually - Our employee satisfaction is to be in the Top Five in the entire Nordic transportation sector - We are to reduce our overall emissions by 20% to secure a sufficient return on investment 14

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