2 Forward Looking Statements FORWARD LOOKING STATEMENTS Except for historical information, the statements made or information contained in this presentation are forward-looking in nature and, as such, are subject to certain risks and uncertainties, many of which are beyond the Company s control, which could cause the actual results to differ materially from those referenced, projected or contemplated herein by any forward-looking statement, including but not limited to the following: overall passenger traffic; the airline ticket pricing environment; the international expansion of our route network; seasonal fluctuations in passenger travel; aviation fuel prices; landing and navigation fee changes; changes in aircraft acquisition, leasing and other operating expenses; developments in government regulations and labour relations; the cost of our ground handling operations; the future development of AIA; foreign currency fluctuations, in particular between the euro and the U.S. dollar; the progress of our code-shared and interline arrangements; our ability to finance our planned acquisition of aircraft and to discharge any resulting debt service obligations; the availability of additional slots or landing rights at existing airports and the availability of new airports for expansion; interest rate fluctuations; extraordinary events, such as accidents, terrorist attacks or threats of terrorist attacks, natural disasters and outbreaks of contagious diseases; the rates of taxes payable; and general economic conditions in Greece and the European Union. Additional risks are discussed in the Offering Memorandum and the Company s filings with the Capital Markets Commission and the Athens Exchange. Although the Company believes the expectations reflected in such forward-looking statements are based on reasonable assumptions, it can give no assurance that its expectations will be attained. The forward-looking statements are made as of the date of this presentation, and we undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events or otherwise. 2
3 Aegean Overview
4 Who We Are Aegean is a Profitable, Dynamic and Innovative Greek Airline with a Leading Market Position Our product: Revenue Breakdown (2006) Full service carrier since 1999 We fly: To domestic and international destinations Out of the 3 largest Greek airports Other 5% Scheduled Passenger 82% Our fleet: 24 (1) jet aircraft at the end of March 2007 Our leading domestic market position (2006): million passengers Operates 30 (2) routes Our financial performance: EBT profitable since 2003 Strong and sustained growth in profitability Note: (1) Excludes Learjets, as do all references to the fleet going forward in this document. (2) Includes seasonal routes. As of 31 December, Charter 13% Note: Other includes cargo, service charges and executive aviation. Revenue excludes airport charges. Source: Company. Net Income Before and After Tax ( mm) (10) Before Tax After Tax (3.6) Note: Net income before and after tax includes profit / loss from the sale of subsidiaries and affiliates. Net income after tax includes earnings from discontinued operations.
5 Our Network Extensive Domestic and Growing International Network Domestic (1) International (2) Dusseldorf Thessaloniki Kavala Alexandroúpolis Frankfurt Stuttgart Munich Kerkyra Ioannina Mytilini Chios Milan Rome Sofia Bucharest Thessaloniki Athens Samos Mykonos Athens Santorini Kos Rhodes Heraklion Larnaca 5 Note: Chania Heraklion Excludes destinations covered by seasonal routes. (1) Total of 18 scheduled domestic routes in operation in Route from Thessaloniki to Chania opened in Seasonal scheduled routes from Thessaloniki to Mykonos, to Kos and to Santorini excluded. (2) Total of 14 direct scheduled international routes in operation in Existing route 2007 route additions Cairo
6 Investment Case Summary Sustained Profitable Growth: A Compelling Shareholder Value Proposition Highlights Strategy Attractive Market Leading Domestic Market Position Quality Product Offering Focused International Expansion Fleet Renewal Results Strong Brand Recognition in Greece Enhance Domestic Leadership Position Lean Cost Structure Proven Track Record Reduce Distribution Costs and Improve Revenue Management 6
7 Greek Market Offers Attractive Growth Well Positioned to Exploit Growth in Domestic and International Passenger Traffic Historic Passenger Growth PAX (mm) 7 AIA passenger traffic is up 10% in Q CAGR : 4.9% Domestic Intl out of AIA Intl out of SKG Other Intl AIA Athens International Airport SKG Thessaloniki Airport Source: Aerostat. GDP Growth 5% 4% 3% 2% 1% 0% 4.1% 2.7% 3.5% 3.2% 3.0% 2.2% 2.1% 2.1% E 2008E 2009E Greek EU - 15 Source: EIU. Real GDP in local currency. Greek and EU GDP as of Jan 11, 2007 and Feb 22, 2007, respectively. Forecast Growth in Arrivals to Greece People (mm) CAGR : 5.1% 15.9 Note: 2006 figures as of publication date Feb 14, Source: EIU E 2008E 2009E
8 Athens International Airport AIA is Modern and Functional but is Among the Most Expensive Airports in the World Good growth at AIA despite high airport charges High airport charges have disproportionate effect on short stage length domestic routes Airlines operating out of AIA have been lobbying for a reduction in charges Other state owned Greek airports have significantly lower cost structure Total Cost & Taxes of Operations / PAX Assumes a 737 with 100 passengers Athens 38 Munich Istanbul Other GR Rome (FCO) Barcelona 12 Passenger Growth PAX (mm) CAGR: 6.3% Note: 12 government taxes not included in revenue. Source: Company estimates. Source: AIA.
9 Leading Domestic Market Position Aegean Has Developed A Leading Domestic Position In Greece Domestic Market Share 60% 50% 40% 30% Source: AIA, CAA and Company estimates. Fragmented Competitive Landscape Dynamic Development Propensity to Travel % of Greek population surveyed that has used the airline for a domestic flight in 100% 89.1% 80% 60% 40% 20% 0% 53.5% 50.2% 50.3% Last 5 Years Last Year Olympic Aegean Source: Explorer Research December Commissioned by Aegean. 20% 16% 12% 8% 4% 0% 18% 14% Olympic Aegean Lufthansa Air France Alitalia BA Swiss KLM Easyjet Austrian Iberia Germanwings Total Greek Air Traffic Market Share (%) 2-3% More than 215 Carriers c. 45 Full Service Scheduled Carriers Including 10 LCCs c. 170 Leisure/Charter 1-2% Source: CAA and Company estimates,
10 Substantial Market Share at Key Airports Established Positions at Main Airports Aegean at AIA Aegean at Heraklion 25% 20% Market Share by PAX 20% 15% 10% Market Share by PAX 15% 10% 5% % Aegean at Thessaloniki 5% Market Share by PAX 35% 30% 25% 20% Source: CAA and Company estimates.
11 Quality Product Offering Premium Level of Service Increases Brand Awareness and Customer Loyalty Aegean Services First to introduce Business Class in domestic market Loyalty programme History of Punctuality at AIA 100% E-services / web check-in 90% Awards 80% 70% Lufthansa Partnership Lufthansa's regional partner since 2005 Network carrier quality vote of confidence Aegean AIA Flights 60% Jan-04 Jul-04 Jan-05 Jul-05 Jan-06 Jul-06 Jan Source: AIA.
12 Strong Positive Image and Brand Association in Greece Despite its Short Operating History, Aegean has Developed a Strong Brand in Greece Unprompted Awareness AIA Passengers Favorite Airline (Q1 2007) (1) Iberia 7% Greek Residents Cyprus Easyjet 8% 8% Aegean Airlines Olympic Airlines Lufthansa 43% 24% 13% KLM 14% Emirates Singapore Airlines 4% 3% Air France 15% Alitalia 25% Foreign Residents BA 26% Lufthansa 16% Lufthansa 32% British Airways Aegean Airlines 10% 9% Aegean 71% Emirates Air France 8% 6% Olympic 93% 12 0% 20% 40% 60% 80% 100% Which airlines do you know? Source: Explorer Research, December Commissioned by Aegean. Note: (1) AIA customer survey asking departing passengers which airline is their favourite based on overall travelling experience. Source: AIA (Jan. - Mar. 2007).
13 Lean Cost Structure LTM EBITDAR Margin 40% Lean Cost Structure LTM Personnel Costs 35% Including Handling Excluding Handling EBITDAR Margin 30% 20% 10% 0% 30% 18% 17% 16% 16% 16% 16% 12% 12% 12% 11% 8% 4% SkyEurope Personnel Costs / Total Revenue 30% 25% 20% 15% 10% 5% 29% 29% 27% 26% 25% 23% 19% 16% 14% 13% 4% 11% 10% 11% 11% 10% (10%) Ryanair Aegean easyjet Air Berlin BA Air France Iberia Lufthansa SAS Cyprus Finnair Vueling Alitalia (7%) 0% SAS Air France BA Finnair Iberia Cyprus Lufthansa Alitalia Aegean SkyEurope Vueling Air Berlin easyjet Ryanair 13 Notes: LTM operating data as at 31/03/07 except Cyprus Airways which is as at 12/31/06. Margin calculated as EBITDAR divided by Sales. EBITDAR refers to earnings before net interest expense, income taxes, depreciation and amortization and aircraft rental costs. Lufthansa s financials include only passenger, cargo and MRO businesses. Cyprus EBITDAR margin excludes redundancy compensation. Source: Company filings, Industry Research and Management estimates. All figures on an As Reported basis.
14 Proven Track Record Management Team with Proven Track Record of Growth and Success Against Competition Aegean PAX (m) Source: Company. May 1999 Domestic Market Deregulation /2000 Acquisition of Air Greece Merger with Cronus Competitors Axon, Galaxy, Hellenic Star and Manos exit Greek market, only Olympic and Aegean remain First Year of Positive Net Income before tax LCCs enter Greek international routes Lufthansa Regional Partner Agreement Airbus A320 Re-Fleeting Order
15 Strategy Established Strategy Focused on Generating Shareholder Value Highlights Strategy Attractive Market Leading Domestic Market Position Quality Product Offering Focused International Expansion Fleet Renewal Results Strong Brand Recognition in Greece Enhance Domestic Leadership Position Lean Cost Structure Proven Track Record Reduce Distribution Costs and Improve Revenue Management 15
16 Focused International Expansion Leverage Brand Strength in Home Market to Accelerate International Growth Expansion Criteria Potential International Expansion Strategy Destinations within 4 hour flight radius Balance of traffic originating in Greece High share of point-to-point traffic Reasonably priced slots Manchester Amsterdam London Brussels Paris Zurich Warsaw Prague Vienna Budapest Moscow Kiev Expansion Strategy Aim to achieve 25% market share on each route Madrid Barcelona Tirana Belgrade Istanbul Target emerging regional markets Leverage Lufthansa partnership Tel Aviv Beirut 16
17 Fleet Evolution and Renewal Fleet Modernisation and Expansion 2007 to 2010 Total Fleet Size at Summer Peak Boeing /400 Airbus A-320 Family British Aerospace RJ-100 Turboprops Total Average Number of Seats Total Number of Seats , * 3, (planned) 9 / / ,952 / 4, (planned) 3 / / ,452 / 4, / 26 0 / 4 4 / 8 30 / / 165 4,704 / 4,950 Notes: * RJ seats increased to 112 from 100 in Aegean has two additional options to lease A-321 in 2009 and 6 additional options to purchase A-320 s in Source: Company. 17
18 Benefits of Fleet Renewal Aegean Expects To Realise Significant Benefits From a New, Homogeneous Fleet Improved customer appeal / product appearance Business class product upgrade Improved fuel efficiency and range Increased capacity / flight Lower maintenance costs Fewer technical delays / high utilisation potential Strengthen differentiation from competitors Years Anticipated Average Aegean Fleet Age E E E E Note: This illustrative example assumes the fleet development plan outlined on previous page. 18
19 Enhance Domestic Leadership Position Focused Domestic Growth Strategy to Stimulate Demand and Maximise Profitability Illustrative Pricing Policy - Domestic (Thessaloniki) Enhanced Product Offering & Awareness C 140 Web check-in Advertising Y 112 M 101 Pricing Class K X V Self check-in New Fleet T 30 U P All Channels Web Booking / Ticket (One-way) Note: One way domestic fares including fuel and insurance surcharge. Source: Company. 19
20 Reduce Distribution Costs Distribution Costs are Expected to Decrease Going Forward Direct Bookings Evolution of Web Bookings % of Total Segments 40% 30% 20% 10% 0% 37% 26% 28% 31% Q % of Total Segments 40% 30% 20% 10% 0% 36% Agents Individuals 14% 19% 7% 9% 4% 22% 3% 1% 13% 3% 6% Q Greek Agent Base Commission as a % of Revenue 20 % of Total Revenue 10% 8% 6% 4% 2% 0% Notes: All figures subject to rounding. (1) Point-to-point traffic, excluding connecting flights. (2) As of March Source: Company. 9% 8% 9% 7% 7% 7% 4% 4% International Domestic (2)
21 Financial Results Proven Business Model that has Consistently Generated Shareholder Value Highlights Strategy Attractive Market Leading Domestic Market Position Quality Product Offering Focused International Expansion Fleet Renewal Results Strong Brand Recognition in Greece Enhance Domestic Leadership Position Lean Cost Structure Proven Track Record Reduce Distribution Costs and Improve Revenue Management 21
22 Summary of Financial Performance Strong Track Record of Revenue Growth and Profitability ( mm) CAGR Passenger Revenue % Other Revenue % Total Revenues % Operating Costs (excl. depreciation & lease expense) % EBITDAR (1) % EBITDAR Margin 11.9% 15.5% 17.4% 5.5pp EBIT % EBT (2) % Net Income (3) (3.6) N/M Net Income Margin (1.2%) 4.4% 6.6% 7.9pp 22 Notes: (1) EBITDAR is a term commonly used in the airline industry and generally refers to earnings before net interest expense, income taxes, depreciation and amortization and rental costs. (2) Net income before tax includes profit / loss from the sale of subsidiaries and affiliates. (3) Net income after tax includes profit / loss from the sale of subsidiaries and affiliates and earnings from discontinued operations.
23 Operating Cost Summary Growth Achieved with Tight Cost Control ( mm) CAGR Personnel % % Revenue 15.2% 14.1% 13.6% Fuel % % Revenue 16.6% 18.6% 19.7% Maintenance % % Revenue 12.5% 11.1% 10.2% Distribution % % Revenue 10.0% 9.6% 8.6% Navigation and Airport Charges % % Revenue 19.6% 18.5% 17.2% Aircraft leases % % Revenue 7.1% 6.2% 5.9% Other Operating Costs (1) % Total Operating Costs % % Revenue 97.4% 92.6% 90.1% Note: (1) Includes depreciation, ground-handling costs, catering costs, advertising & promotion costs, cost of materials and other operating expenses. 23
24 Summary of Cash Flows History of Strong Cash Flow Generation ( mm) Profit (loss) of the period (1) (3.6) Adjustments for depreciation, taxes, change in working capital etc Net cash flows from operating activities Net cash flows from investing activities (3.7) (7.8) (35.9) Net cash flows from financing activities (10.8) (20.2) (2.7) Cash and cash equivalents at the end of the year Note: (1) Net income after tax includes profit / loss from the sale of subsidiaries and affiliates and earnings from discontinued operations. 24
25 Revenue Growth and Net Income Margin Revenue Growth ( ) Strong Growth and Profitability Relative to Peers Revenue CAGR ( ) 70% 40% 30% 20% 10% 0% 66% SkyEurope 31% Ryanair 23% 22% Air Berlin easyjet 18% Aegean 10% 9% 9% 7% 7% 7% 6% Air France Finnair Lufthansa Alitalia BA Iberia SAS 2% Cyprus N/A vueling LTM Net Income Margin 20% Net Income Margin 15% 10% 5% 0% (5%) (10%) (15%) 19% Ryanair 9% 7% 6% 5% 4% 4% 2% SAS Aegean easyjet BA Lufthansa Air France Air Berlin 2% Iberia 0% Finnair vueling (9%) Cyprus (12%) SkyEurope (31%) N/A Alitalia (40%) (20%) Note: LTM operating data. Lufthansa s financials include only passenger, cargo and MRO businesses. Lufthansa s net income is implied assuming a 35% tax rate on the before tax income of each business. easyjet revenue growth for the 2-year period ending 30/09/ Source: Company filings. All figures on an As Reported basis.
26 Summary of Operating Statistics Operations Improving in Terms of Breath and Efficiency Passengers (mm) Load Factor (Scheduled Flights) 61% 69% 70% Passengers / Flight Revenue / ASK ( cents) Average Fare ( ) (1) Note: (1) Scheduled services average fare derived from scheduled flights revenue divided by the number of scheduled services passengers carried. 26
27 Summary of Financial Performance Q Strong Growth Continued in Q ( mm) Gross Revenues Q Q % Growth % EBITDAR (1) (0.4) 5.8 EBITDAR Margin (0.7%) 7.2% EBITDA (5.7) (1.6) EBITDA Margin (8.9%) (2.0%) EBIT (7.2) (2.6) EBT (8.6) (3.8) Net Income (6.4) (2.6) Note: (1) EBITDAR is a term commonly used in the airline industry and generally refers to earnings before net interest expense, income taxes, depreciation and amortization and rental costs. 27
28 Summary of Operating Statistics Q Operations Improving in Terms of Breadth and Efficiency Q Q Passengers (mm) Load Factor (Scheduled Flights) 65% 66% Passengers / Flight Average Fare ( ) (1) Note: (1) Scheduled services average fare derived from scheduled flights revenue divided by the number of scheduled services passengers carried. 28
29 Investment Programme / Dividend Policy Fleet renewal programme over next 3 years value of aircraft to be added to the fleet to exceed $1 billion Anticipated equity requirement for fleet of c million from IPO proceeds IPO proceeds to fund: Focused Expansion Programme with Clear Use of Proceeds Remaining equity portion of acquired aircraft Development of new route programme over 2-year period Construction of hangar at AIA Enhanced liquidity and general corporate purposes Dividends only paid to the extent required by law over the coming two years; dividend policy to be re-evaluated afterwards 29
31 Average Stage Length 3,500 The Average Aegean Segment is Shorter than any of its Peer Group 3,000 2,500 (km) 2,000 1,500 3,139 2,703 1,000 2,111 1,965 1, ,209 1,091 1, BA AF-KLM Lufthansa Finnair Iberia Air Berlin SAS SkyEurope Ryanair Easyjet Vueling Aegean 31 Note: Average stage length for most recent reporting period. Stage lengths for Alitalia and Cyprus Airlines were unavailable. Source: Company filings, Industry Research and Management estimates. All figures on an As Reported basis.
32 CASK vs. Stage Length Illustrative Example Despite Our Short Stage Length, Aegean Compares Favourably to Other Full Service Carriers (310 km) CASK (cents) (1,250 km) (2,100 km) ,250 1,750 2,250 2,750 3, Average Stage Length (km) LCC Network Carriers Notes: Analysis assumes mature cost profile. LTM operating data. Operating costs defined as Revenue less EBITDAR. Network carriers include Air France-KLM, BA, Iberia, Finnair and SAS. Alitalia, Cyprus and Lufthansa excluded due to lack of information. LCCs include Air Berlin, easyjet, Ryanair, SkyEurope and vueling. Source: Company filings, Industry Research and Management estimates. All figures on an As Reported basis.
33 International Performance Thessaloniki Routes Established and Growing Market Share on Key German Routes Düsseldorf / Cologne Stuttgart Frankfurt Munich 80% Market Share 60% 40% 20% 0% Competitors Other German Charters 33 Source: Company.
34 International Performance Athens Routes Strong Momentum In a Number of Key Routes 80% Rome / FCO Milan MXP and LIN Larnaca Sofia Route Opened Jul. 06 Bucharest Route Opened Nov. 06 Market Share 60% 40% 20% 0% YTD 2007 YTD 2007 Competitors 34 Source: Company.
35 Partnership The Lufthansa Partnership is a Vote of Confidence for Aegean s Level of Service Benefits Generates additional passenger traffic from Amsterdam Brussels Hamburg Hannover Berlin Lufthansa network, especially business traffic Paris Düsseldorf Frankfurt Improves attractiveness of loyalty programme Stuttgart Munich Increased Brand awareness in Germany Improved connectivity from coordinated schedules Thessaloniki Athens 35
36 Summary Financials Income Statement Year ended December 31, ( millions) Income statement data: Revenues Other operating income Total Revenues Personnel expenses (43.5) (48.3) (54.7) Depreciation and Amortization (6.2) (6.6) (6.2) Expenses for Materials and Services (229.3) (262.2) (301.2) Aircraft fuel (47.4) (63.7) (79.2) Aircraft maintenance (35.8) (38.1) (40.9) Navigation charges (14.6) (13.6) (15.8) Ground-handling costs (9.1) (9.8) (11.3) Airport charges (41.6) (49.8) (53.3) Catering costs (6.7) (7.7) (10.3) Distribution charges (28.6) (33.0) (34.7) Advertising and promotion costs (2.8) (2.6) (3.5) Aircraft leases (20.3) (21.2) (23.7) Cost of Materials (2.1) (3.1) (3.5) Other operating expenses (20.4) (19.6) (25.2) Result from Operating Activities (EBIT) Financial Income Financial Expenses (6.7) (11.3) (7.1) Profit from the sale of subsidiaries Loss from the sale of affiliates (3.0) Earnings Before Taxes Income Taxes (8.5) (7.9) (9.8) Earnings (Loss) After Tax from Continuing Operations (3.6) Result from Discontinued Operations Earnings (Loss) After Tax (3.6)
37 Summary Financials Balance Sheet Year ended December 31, ( millions) Current assets Cash and cash equivalents Other current assets Total current assets Non-current assets Tangible fixed assets Other non-current assets Total non-current assets TOTAL ASSETS Current Liabilities Total current liabilities Non-current liabilities Long-term borrowings Obligations under financial leases Obligations due to employees remuneration forecast Total current liabilities TOTAL LIABILITIES TOTAL SHARE CAPITAL AND RESERVES (13.5) TOTAL LIABILITIES AND EQUITY
38 Summary Financials Cash Flow Statement Year ended December 31 In millions Cash flows from operating activities Profit (loss) of the period Adjustments for: Taxes Losses from sale of affiliates Depreciation of tangible assets Interest and other financial expenses Other Cash flows from operating activities before changes in working capital Total changes in working capital Interest expenses Net cash flows from operating activities Cash flows from investing activities Down payments for purchases of tangible assets Purchases of tangible assets Investment flows from discontinued activity Other Net cash flows from investing activities Cash flows from financing activities Loans drawn Loans repayments Changes in finance lease capital Financing flows from discontinued activity Net cash flows from financing activities Net (decrease)/ increase in cash and cash equivalents Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year
39 Summary of Financial Performance Operating Statistics Year ended December 31, Capacity: Number of aircraft (at period end) Average number of aircraft in operation ASKs (in millions) 3, , ,024.5 Total Block Hours 56,501 55,708 60,077 Total Sectors Flown 46,150 45,377 48,286 Network: Number of year-round scheduled routes served Average sector length Passengers: Total number of passengers (in millions) RPKs (in millions) 2, , ,906.6 Scheduled Services Load factor 61% 69% 70% Scheduled Services Average Fare (in ) Revenues and Costs per seat and ASK: Available Seats (in 000s) 5, , ,351.0 Average revenue per available seat (in ) Average cost per seat (in ) Passenger Yield (average revenue per RPK, in cents) RASK (average revenues per ASK, in cents) CASK (operating costs per ASK, in cents) CASK, excluding fuel costs (in cents) Operating Performance: Average daily block hours per aircraft Average sectors flown per aircraft per day
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