Air Berlin PLC 12 April 2013 Commerzbank Roadshow Vienna
1. Overview o o o o o Management Summary Financial KPI Operational KPI Key financial development Development on Etihad relationship o Development oneworld o Shape & Size o Financial result o Balance Sheet o Restatement 2011 2
airberlin a strong European carrier Market position as of 31 December 2012 No. 2 in core market: Germany / Austria / Switzerland No. 7 in Europe with 33.3 m guests in 2012 < Network carrier focused on business & leisure travelers Group revenue of EUR 4.31 billion Positive operating result (EBIT) of EUR 70.2 million improvement of more than EUR 300 million over the previous year Net profit of EUR 6.8 million 3
Management Board airberlin group Wolfgang Prock- Schauer Chief Executive Officer (CEO) Paul Gregorowitsch Chief Commercial Officer (CCO) Ulf Hüttmeyer Chief Financial Officer (CFO) Helmut Himmelreich Chief Operating Officer (COO) Dr. Martina Niemann Chief Human Resources Officer (CHO) 4
Board of Directors Air Berlin PLC Dr Hans-Joachim Körber Chairman Board of Directors, Chairman Nominations Committee, Member Remuneration Committee, Finance Committee James Hogan CEO Etihad Airways, Vice Chairman Board of Directors, Member Nominations Committee Wolfgang Prock-Schauer Chief Executive Officer (CEO) Joachim Hunold Former CEO Air Berlin PLC, Member Board of Directors Austin Reid Member Board of Directors of Air Berlin PLC since 3 January 2013, Member Audit Committee James Rigney CFO Etihad Airways, Member Board of Directors, Member Finance Committee Ali Sabanci Member Board of ESAS Holding and Chairman Pegasus Airlines, Member Board of Directors, Finance Committee Heinz-Peter Schlüter Chairman Supervisory Board of Trimet Aluminium AG, Essen, Member Board of Directors, Chairman Audit and Remuneration Committee, Member Nominations Committee Nicholas Teller CEO E.R. Capital Holding GmbH & Cie. KG, Hamburg, Member Board of Directors, Chairman Finance Committee, Member Audit, Nominations and Remuneration Committee Johannes Zurnieden Managing Director Phoenix Reisen GmbH, Bonn, Former Chairman Board of Directors, Member Board of Directors, Nomination and Remuneration Committee
2012 - good progress in reducing costs and increasing efficiency 2012 start of a transformation process Challenges in 2012: increase in fuel prices the German Aviation tax intense competition Shape & Size improvements of >EUR 250 million airberlin became an integrated full service airline with numerous partnerships Transformation led to upfront investments and startup costs returns will be delivered from 2013 onwards 6
Financial Performance FY 2012 Revenue EBITDAR EBIT Net result Despite a reduction of capacity, an increase in revenue is achieved from a slightly higher seat load factor and an increase in yield [EUR m] Revenue growth, volume related cost reductions and "topbonus" transaction helped to improve EBITDAR significantly Improvement in EBIT is following EBITDAR development Followed by a better financial result, the company returned to net profit and improved by more than EUR 270 m (before adjustment of deferred taxes in 2011) +2% 4,227.3 4,311.7 +73% 425.9 736.4 +128% 70.2 6.8 2011 2012-247.0-420.4 7
Key performance indicators FY 2012 Operational development 2012 vs. 2011 35.30-5.5% Guests [m] Capacity [m] Number of flights [#] 33.35 Due to capacity reductions, number of guests declined 45.14-7.4% 41.79 Cancellation of unprofitable routes, hence number of offered seats reduced -7.4% 270,498 250,406 Network adjustments result in fewer number of total flights Guests [m] Capacity [m] Flights 78.2 Seat load factor [%] +1.6%p. 79.8 Seat load factor improves in line with capacity adjustments 111.4 +7.7% Yield [EUR] 120.1 Due to cancellation of unprofitable routes and measures to increase yield, topline quality improved 62.16-2.8% 60.40 ASK [bn] Due to route adjustments available seat kilometer declined by -2.8% Guests/capacity [%] Yield [EUR] based on IFRS flight revenue including a/p tax revenue ASK 2011 2012 8
Development Revenue and Cost per ASK 2012 vs. 2011 Revenue 1) per ASK [EUR ct] Cost 2) per ASK excluding fuel [EUR ct] 6.80 +5.0% 7.14 5.52 +1.3% 5.59 Airport charges 31.6% 30.2% R/ASK 2011 Cost 2) per ASK [EUR ct] 2012 Leasing & depreciation 16.1% 16.2% +3.6% Personnel 16.5% 17.4% 7.20 7.46 Navigation 8.3% 7.7% Others 27.5% 28.5% C/ASK incl fuel 2011 2012 2011 2012 1) Total revenue 2) Cost on EBIT level excluding other operating result 9
EBIT bridge including Shape & Size Bridges on revenue and EBIT lines [EUR m] +134.9 +80.0 +50.0 +25.0 +317.2-79.0 +217.6-13.5-11.1 70.2-153.7-27.8-247.0 +95.0 EBIT ACT 2011 Top Line Revenue Price Costs Network MRO Volume Effect (Net) Fuel DOC Price topbonus & other Distribution Other EBIT ACT 2012 Shape & Size = approx. EUR 250m Volume effect = capacity reduction excluding cost benefits from Shape&Size Fuel = Fuel Price/metric tonne (incl. differentials) = $1,085 (2011: $970 -> +$115; +11.8%)) Distribution = higher costs due to switch to enhanced inventory and distribution systems 10
Strategic partnership with Etihad Airways shows strong momentum in second half EUR 50 million in additional AB-revenues in 2012 Codeshare performance Etihad Airways Common Guests development 2012 [ 000] Etihad Airways is codeshare partner No.1 for airberlin 323.2 Portfolio of almost 100 codeshare routes 279.9 More than EUR 100 m (US$130 million) revenues in total to EY & AB 198.2 240.8 Latest extension: Codeshares to China & Japan 162.4 Due to hub development, codeshare opportunities will further grow (i.e. Vietnam) Development of codeshare agreements with Etihad Airways partner airlines 0.2 2.2 13.4 33.4 52.2 74.5 114.9 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Guests 11
Further synergies with Etihad Airways along the entire value chain The partnership with Etihad Airways is developing positively Sales Finance Marketing campaigns in major markets Joint placement of insurance policies Joint dealings Credit card acquiring Collaboration between AB Business points & EY Business Connect Fuel tendering Shared negotiations with lessors Operations Product Joint Procurement Pilot exchange programme Joint training Fuel efficiency programme Joint ULD contract Common cargo operation on AUH routes Premium lounges around the world Access to a growing number of Six Senses spas New Business Class cabin Private chauffeur service for business class travellers Purchasing 787: seats, IFE Selection of engines Aligning of Entry into Service programme Airport sourcing Catering 12
oneworld presents further opportunities for growth by providing airberlin with access to new destinations and additional passengers Codeshare performance oneworld Common Guests development 2012 [ 000] Extended codeshare with oneworld partners cause strong increase of booking intakes More than 300,000 guests on joint codeshare 253.6 279.6 310.1 routes in 2012 222.7 Alliance of service-orientated quality airlines Highest quality and safety standards 126.9 157.8 189.5 News: American Airlines S7 Expansion of cooperation, now including AA s hub in Chicago Planned merger with US Airways prospectively increases the route portfolio Close commercial cooperation envisaged 16.3 Jan 34.4 Feb 56.1 Mar 74.6 Apr 98.2 May Jun Guests Jul Aug Sep Oct Nov Dec 13
Contribution to full year EBIT improvement of more than EUR 250 m in 2012 2012 Shape & Size performance > 74.1 > 24.6 5 Cost initiatives MRO 4 6 > 6.0 Process improvement Yield & Rev. mgmt Profitability Improvement EUR 2 Network reduction & productivity > 50.6 Alliances 3 1 > 95.0 SHAPE & SIZE profitability improvement in 2012 > EUR 250m 1 Enhanced yield development and successful negotiations with Tour operators 2 Codeshare effects from partnership with Etihad Airways and oneworld 3 Aircraft sourcing and improvement of network productivity 4 Reduction of maintenance cost 5 Several cost measures (i.e. renegotiation of key supplier contracts and increased fuel efficiency) 6 Improved punctuality and OCC processes 14
Most part of the EBIT improvement of more than EUR 250 m took place in the second half of 2012 [EUR m] >50 >50 >70 >80 >250 Q1 Q2 Q3 Q4 2012 Implementation Realization 15
Financial result and income tax development FY 2012 [EUR m] Breakdown of financial result Net interest result Currency & derivatives effects Total income tax expense 2.6 10.0-65.1-76.3-39.0-61.6 2011 2012 2011 2012 2011 2012 16
Balance sheet structure [EUR m] B/S as of Dec 31, 2011 B/S as of Dec 31, 2012 2,126 2,218 5% Equity 6% Equity Fixed & current assets 89% 95% Debt Fixed & current assets 85% 94% Debt Liquid assets 11% Liquid assets 15% Net debt: 813 Net debt: 770 17
Dollar hedging Hedging profile [%] FX rate development [USD/EUR] 1) 99 80 46 35 100 1.40 80 1.38 1.36 60 1.34 40 20 1.32 1.30 1.28 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1.26 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Hedging Rate 2013 (as of 18 Mar 2013) Hedging Rate 2012 (as of 14 Mar 2012) Current Hedge rate Market / Forward rate Hedge rate 2012 1) as of 18 Mar 2013 / 14 Mar 2012 18
Fuel hedging Hedging profile [%] Price development [USD/t] 1) 100 80 60 82 84 75 51 1,100 1,050 40 20 1,000 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 550 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Hedging Rate 2013 (as of 18 Mar 2013) Hedging Rate 2012 (as of 14 Mar 2012) Current Hedge rate Market / Forward rate Hedge rate 2012 1) excl. differentials / as of 18 Mar 2013 / 14 Mar 2012 19
Impact of 2011 restatement EURm Q1 2012 Q2 2012 Q3 2012 Q4 2012 FY 2012 Equity as reported 210.4 101.3 186.3 n/a n/a Deferred tax assets/ (liabilities), net 175.3 211.0 171.4 n/a n/a Total assets 2,511.4 2,528.3 2,385.0 n/a n/a Equity after restatement 1.1 (141.6) (18.0) 130.2 130.2 Deferred tax assets/ (liabilities), net (34.0) (31.8) (32.9) (2.1) (2.1) Total assets 2,312.4 2,295.7 2,191.0 2,217.6 2,217.6 20
2. Guidance 2013 / Turbine o o o o o Positioning Strong European Carrier Key development in network and expected fleet development Turbine Lean & Smart Summary guidance slide airberlin Shareholder Structure 21
airberlin well positioned in core market Europe 150 destinations in 40 countries (incl. codeshare partners: 260 destinations) Second largest airline in DACH region and seventh largest in Europe >80% of passengers in short / medium haul segment Well-known European brand Network carrier that serves business and leisure guests Leveraging global connectivity through Etihad Airways and oneworld Destinations Codeshare destinations 22
Capacity changes 2012 vs. 2013 Strong decrease in short & medium haul Long haul reaching more than 25% of capacity share Short haul Medium haul Long haul Total 2012 2012 2012 2012 Flights Capacity [m] 76,970 11.8 166,737 6,699 >-12% 28.0 >-4% 2.0 >+10% 250,406 41.8 >-5% ASK [bn] 5.9 40.8 13.7 60.4 >-3% Cancellation of non-strategic domestic markets Rationalization of domestic Spain operations Refinement of medium haul touristic programme Reduction of lossmaking European routes Full year impact Abu Dhabi network expansion Strategic growth in US market (increase focus cities, commencement Chicago) 23
Fleet development 2012 vs. 2013 Total number of aircraft at year end Comments 155-12 143-7.7% As per end 2012 fleet average age: 5.2 years 67 61 Average fuel consumption 3.4l/100km best practice in Europe 14 14 Reduction by 12 AC in line with ASK reduction 57 51 AC specific stationing within Turbine 10 7 10 7 8 new AC will enter the fleet 2012 A320 family A330 family 2013e B737 family E190 Q400 20 AC on regular lease expiry or early termination 24
Stakeholder negotiations Lean & smart What we are doing to fix our core business Turbine combines internal structural changes and negotiations with major stakeholders 1 Internal: highly efficient organisation & processes External: highly regarded by customer 2 LEAN Optimise operations Efficient structures and workflows Cost reduction a b c d Network & Fleet Commercial Product / Service Operation SMART Focus on key markets Touristic and business segments Customer needs Brand values Bring major stakeholder relationships in line with market best practice Airport & ground handling Lessors & OEMs Labour and overhead TOP & distributors Wet lease providers Maintenance suppliers 25
1 a Network & Fleet TARGETS: Build a robust network with less seasonality Focus on core markets with high frequency pattern / Increase hub utilisation Enhance codeshare attractiveness and increase traffic flows Increase fleet productivity and build network which supports a streamlined (lean) operation Generate higher load factor throughout the system ACHIEVEMENTS: Routes operated 14% increase in average weekly frequency per route 523 438 BER/DUS hub weekly connections 15,053 Weekly codeshare flights 10,612 9,782 8,018 Daily utilisation per aircraft [in hours] Equivalent to 3 AC 11.2 11.4 Summer 12 Summer 13 Summer 12 Summer 13 Summer 12 Summer 13 Summer 12 Summer 13 26
Network & Fleet Codesharing and interlining with Etihad multiplies the number of destinations and flights on offer A whole new world of choice Destinations operated by AB Destinations operated by EY Los Angeles Chicago New York Dusseldorf Frankfurt Berlin Munich Beijing Fort Myers Miami Abu Dhabi Bangkok Phuket Joint strategic network approach Portfolio of almost 100 routes* *Codeshare scope as of Dec 2012 65 AB routes carry the EY code 32 EY routes carry the AB code Johannesburg By combining both airlines flight networks and frequent flyer programs, the number of available flights for both airlines increased to include 239 destinations in 77 countries Sydney 27
1 b Commercial TARGETS: Strengthening Point of Sale performance outside Germany/Austria/Switzerland region Increase revenue especially in Asia-Pacific by Etihad Airways interline key markets Australia, UAE and Indonesia Further develop growth markets US, Russia, Poland and the Nordics Strengthen Travel Management Companies 1) penetration Joint Dealing together with Etihad Airways in progress Stringent use of sales intelligence with partners Strengthen web sales in DACH region Increase share of web sales to 50% in medium term Further align Sales Scheduled Services and Touristic Services ACHIEVEMENTS: Point of Sale International share Share web sales DACH region No. international joint contracts with EY 2) 41,8% 38,0% 92 28,3% 33,3% 0 Jan 12 Jan 13 Jan 12 Jan 13 Jan 12 Jan 13 28
1 c Product / Service TARGETS: Holistic service improvement plan along the guest chain is accompanied by a through quality control Clear improvement and customer focus along all touch points Integration customer centers Customer treatment focus Integration airport entities Ground Operations New business class on long-haul New economy class on long-haul SLA enforcement with airport handlers Service quality Web initiatives Ticket Desk Lounge DUS redesign Exclusive Waiting Areas Adjustment of catering concept Cabin customer awareness focus Booking Pre - Flight Onboard After - Flight General Social media initiatives Brand push Attractive fare model Sustainable operation 29
1 c Catering concept New continental catering concept to be introduced in May 2013 On every flight: Sweet at boarding or chocolate heart at deboarding, free newspapers, Inflight Entertainment, Baby kit & kids toy package 1 Domestic (Germany) Beverages & alcohol free of charge Snack 2 Shuttle (< 90 min FLT) Beverages free of charge Snack Alcohol BoB Cold meal BoB 3 Shuttle (> 90 min FLT) Beverages free of charge Pretzel/Muffin/Superior snack Alcohol BoB Meals: BoB 4 Canaries/Egypt (~ 240 min FLT) Beverages free of charge Bagel / savory snacks Mars box Alcohol BoB Meals: BoB 30
1 d Operations TARGETS: CREW Consolidation crew stations to improve productivity Improved aircraft stationing concept out-stations only single aircraft type based to reduce complexity Improved crew planning processes HAM FMO HAJ PAD DUS DTM ERF CGN FRA STR TXL LEJ DRS NUE MUC MAINTENANCE Line maintenance station consolidation Base maintenance consolidation in MUC Procurement negotiations Engineering re-organisation Maintenance program initiatives Better aircraft utilization Higher crew productivity Remaining stations Stations under review Heavy maintenance consolidation Improvements in dispatch reliability Heavy maintenance productivity increased Increasing third party business 31
2 Stakeholder negotiations Bring major stakeholder relationships in line with market best practice Airport & ground handling Lessors & OEMs Labour and overhead TOP & distributors Wet lease providers Maintenance suppliers Benchmarking was done on all cost line items and stakeholder discussions will be taken up to recapture deficiencies Airport / operating costs stronger enforcement of SLAs Aircraft ownership costs Costs of sales Simplify labour agreements to enable productivity increases Together with underlying operational improvement this should lead to better cost position going forward and reduce CASK 32
2 Labour initiatives HR related measures 1 2 3 Lean organisation / efficient operations Crew: review of crew bases and network to improve crew productivity Maintenance: consolidation of bases and reorganization of Engineering, MOC & Planning Ground: Restructuring in overhead, ground operations, commercial New employment patterns Crew: productivity gains through seasonal adjustments under negotiation Maintenance: balance annual working time to achieve labour cost savings Secondment agreements with Etihad and other partners for cockpit, cabin and maintenance personnel Ongoing labour negotiations On turnaround contribution On organizational restructuring ACHIEVEMENTS: Reduction of ~180 FTE across the whole organization in Q1 Organizational changes rolled out: Ground operations, OCC, Revenue Management, Network Planning Pilots secondments Maintenance initiatives started 33
Turbine: Timeline for achieving financial targets Cumulative benefit 2013/14 (Illustrative) ~ 400M > 200M 2013 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Effects of > 200M on EBIT level targeted in 2013 Majority of effects in 2013 ramp up from Q2/Q3 onwards Q1/Q2 with over proportional fix costs, i.e. aircraft, aircraft redeliveries, personnel etc. 2014 Program will deliver ~ 400M on EBIT level compared to 2012 Realisation of network effects and crew/maintenance base consolidation will drive 2014 ramp-up 34
Values to build on Lean & Smart Strong market position Valid business model Internal assets airberlin is the no. 2 carrier in the world s largest international travel market DACH: 242M passengers in 2011 Its market presence and relationships are strong Strong city presence >90% brand awareness Well established leisure carrier with strong tour operator relationships Uniquely positioned to serve as a strong network partner For Etihad and via the oneworld global alliance airberlin.your airline. Serve all target markets with an integrated approach Scheduled and touristic services European and long-haul destinations Integrated steering of all business segments Increased operational efficiency Value for money Rounded value proposition with a competitive service product Service with heart Strong frequent flyer program Additional product enhancements underway History of innovation and entrepreneurial spirit Service oriented workforce 35
Guidance for 2013 Operational performance Capacity Strong increase in long haul business Decrease in short and medium haul Capacity utilization and income Increasing load factor through network reduction, improved sales platform and partnerships Result Revenue Growth in revenue through yield and SLF expected despite capacity reduction Expenses Cost per ASK excl. fuel will decrease; structural cost increases will be offset through Turbine Challenges through strike situation Result Operational profitability Target: operational profitability Balance sheet A L Balance sheet Liquidity improved significantly through sale of topbonus and the recently issued convertible bond Equity ratio target of 20% by mid term Deleveraging is the key objective for 2013; initiatives are on the way Net debt target remains to be around EUR 500 m by the end of 2013 36
airberlin Shareholder Structure Shareholder structure by voting rights Shareholder structure by nationality Shareholder structure by EU/ and Non-EU Shareholders Etihad Airways 29.21 % ESAS Holding A.S. 12.02 % Hans-Joachim Knieps 5.48 % Leibniz Service GmbH 3.37 % Reidun Lundgren (Ringerike GmbH & Co. Luftfahrtbeteiligungs KG) Free float according to the standard of Deutsche Börse 2.97 % 53.29 % Germany 54.67 % United Arab Emirates 29.21 % Turkey 12.02 % USA United Kingdom 0.90 % 0.78 % Luxembourg 0.53 % Other EU-Countries 0.53 % EU Shareholders 56.91 % Non-EU Shareholders 43.09 % 37
K O N TA K T Dr. Ingolf Hegner Senior Vice President Investor Relations Air Berlin PLC & Co. Luftverkehrs KG Saatwinkler Damm 42-43 13627 Berlin T: +49 30 3434-1532 F: +49 30 3434-1599 ingolf.hegner@airberlin.com http://www.ir.airberlin.com Thank you for your attention 38