Full Year Results Analyst and Investor Presentation Tuesday 18 November 2014 Introduction Carolyn McCall Chief Executive Officer Continued execution of the strategy Strong revenue performance RPS1 CPS2 1.9% 2.0% Resilient operational performance 2013 1.9% 1.0% 0.7% 0.6% 0.0% FY'14 Overall satisfaction H2'14 Profit per seat growth 12.8% £6 £4 11.2% 8.2% 7.2% £8.12 20.5% 12% 8% £4.81 On-time performance 14% 10% £7.03 Satisfaction with punctuality Top quartile ROCE 6% 17.4% PBT margin PBT / seat £8 2014 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 9.8% 11.3% 6.9% Footer box on intersect of lines line h=8.03 4%9 and v=8.75 with font 10pt Arial not bold £3.97 £2 2% £0 0% 2011 2012 1. 2. 2013 2014 At constant currency Cost per seat excluding fuel at constant currency 2010 2011 2012 2013 2014 3 Financial review Chris Kennedy Chief Financial Officer 4 Profit before tax increased Profit per seat bridge 1.20 0.20 Driven by impact of longer average sector length 0.37 8.12 FX FY 2014 1.02 0.10 0.44 0.16 0.04 De-icing Disruption 7.03 FY 2013 Revenue Fuel Costs easyJet lean A320 Mix Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 5 Financial results £m (reported) FY 2014 FY 2013 Change Change Total revenue 4,527 4,258 269 6.3% Fuel (1,251) (1,182) (69) (5.8%) Operating costs excluding fuel (2,453) (2,365) (88) (3.7%) 823 711 112 15.8% Ownership costs (242) (233) (9) (4.2%) Profit before tax 581 478 103 21.5% EBITDAR margin 18.2% 16.7% 1.5ppt Profit before tax margin 12.8% 11.2% 1.6ppt FY 2014 FY 2013 Change Change EBITDAR £ per passenger (constant currency) Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Total revenue per passenger Total cost per passenger (excluding fuel) 70.40 70.08 0.32 0.5% (42.40) (42.75) 0.35 0.8% 6 Financial results: 114.5p EPS, 20.5% ROCE £m FY 2014 FY 2013 Change Profit before tax 581 478 21.5% Tax charge (131) (80) (63.8%) Profit after tax 450 398 13.1% Effective tax rate 22.5% 16.7% (5.8ppt) Earnings per share 114.5p 101.3p 13.0% Ordinary dividend per share 45.4p 33.5p 35.5% - 44.1p 20.5% 17.4% Special dividend per share Return on capital employed* 3.1ppt Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold * Return on capital employed (ROCE) measure includes leases capitalised at 7 times The ROCE measure with target liquidity included is shown in the appendix 7 Fleet expenditure broadly in line with current levels 2005-2012 Additional aircraft Replacement aircraft Maintenance Total Total expected fleet acquisition and overhaul expenditure as a % of easyJet revenue 2013-14 2015-2017 2018-2022 49% 52% 66% 26% 42% 28% 9% 45% 9% 20% 25% 30% 100% 100% 100% 100% 18% 9% 11% 10% - 12% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Fleet acquisition and overhauls will be funded through a combination of easyJet’s internal resources, cashflow, sale and leaseback transactions and debt 8 H2 margins improved due to tight cost control Reported £m H2 2014 H2 2013 Change Total revenue 2,825 2,657 6.3% Fuel (714) (686) (4.0%) (1,352) (1,323) (2.3%) EBITDAR 759 648 17.3% Ownership costs (125) (109) (16.0%) Profit before tax 634 539 17.5% 22.4% 20.3% 2.1ppt 40.5 38.0 6.3% H2 2014 H2 2013 Change 71.15 69.82 1.9% Fuel (18.01) (18.04) 0.2% Operating costs (34.78) (34.76) (0.1%) 17.02 7.9% Operating costs PBT margin Seats (m) Constant currency £ per seat Total revenue EBITDAR 18.36 Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Ownership costs (3.10) (2.85) (8.8%) Profit before tax 15.26 14.17 7.7% 9 Continuing revenue per seat growth £m FY 2014 FY 2013 Change Passengers (m) 64.8 60.8 6.6% Load factor (%) 90.6% 89.3% 1.3ppt Seats (m) 71.5 68.0 5.1% Average sector length (km) 1,112 1,091 1.9% Total revenue (£m) 4,527 4,258 6.3% Total revenue per seat (£) 63.31 62.58 1.2% At constant currency (£) 63.78 62.58 1.9% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 10 easyJet strategy delivers further revenue growth Year on year drivers of revenue per seat change (£/seat) 0.54 0.46 63.31 0.65 • Business passenger • Allocated seating 62.58 • Disciplined capital allocation • Revenue Management System initiatives • Longer sector length • Increased load factor • Digital Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold FY 2013 Underlying trading Initiatives FX FY 2014 11 Growth in RPS FY 2014 FY 2013 Change At constant currency Gross seat revenue 69.65 68.66 1.4% 2.2% Passenger taxes (7.25) (7.02) (3.2%) (4.4)% Net seat revenue 62.40 61.64 1.2% 2.0% Non-seat revenue 0.91 0.94 (2.5%) (1.6%) Total revenue 63.31 62.58 1.2% 1.9% £ per seat RPS growth at constant currency Continued strength easyJet capacity growth 6.8% 5.8% Easter in Q3 for 2014 5.1% 4.1% 3.0% 2.7% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 1.5% 1.4% Q1 1.4% Q2 Q3 Q4 1.9% FY 12 Favourable currency impact Currency split – total costs Currency split – total revenue Sterling Euro Euro 26% 33%34% 42% 35% 47% Sterling 1% 1% 3% 8% 35%25% USD Other Swiss Franc FY 2014 currency impact favourable / (adverse) 5% Swiss Franc Other EUR CHF USD Other Total (4) (3) (3) (33) (1) - 1 £m Revenue Fuel (23) Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 2 10pt Arial not-bold Costs excluding fuel 40 5 5 - 50 Total 19 1 1 (3) 18 Average effective euro rate for revenue for FY 2014 was €1.21 (FY 2013: €1.19) Average effective euro rate for costs for FY 2014 was €1.22 (FY 2013: €1.19) 13 Progressive weakening of the euro GBP: euro rates (spot) 1.3 1.28 1.26 FY 2013 Impact of €/£ rate on P &L £m H1 Revenue 17 Fuel (1) Costs excluding fuel (6) Total 10 FY 2014 1.24 1.22 1.2 H2 (40) 3 46 9 1.18 1.16 P&L impact shown after effects of hedging cashflows 1.14 Key booking period 1.12 Peak expenditure 1.1 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep • box on intersect lines line h=8.03 9 and v=8.75 with fontduring 10pt Arial FY not bold ProgressiveFooter weakening ofofthe euro versus sterling 2014 • High level of forward bookings posted at around 1.20, cost incurred at better rate 14 Impact of fuel FY 2014 FY 2013 Change B/(W) Market rate 973 992 19 Effective price 977 980 3 Market rate 1.66 1.55 11 cents Effective price 1.59 1.58 1 cent Actual cost of fuel £ per metric tonne 614 619 5 Fuel $ per metric tonne US dollar rate Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Cost per metric tonne was broadly flat 15 Cost per seat excluding fuel - key drivers Cost per seat excluding Favourable/(adverse) fuel £ Variance at constant currency £ Variance at constant currency % Airports and ground Handling 15.48 0.03 0.2% Crew 6.70 (0.12) (1.8%) Navigation 4.30 (0.11) (2.4%) Maintenance 2.97 0.09 2.9% Overheads 4.70 (0.11) (2.3%) Brand licence 0.16 (0.00) (1.2%) Drivers • Lean initiatives savings • Decrease in de-icing costs following milder winter weather conditions • Regulated airport charges • Cost impact of higher load factor • Pay increase broadly in line with inflation • Longer average sector lengths • Partially offset by lean initiative savings • Longer average sector lengths • Inflationary increases • One-off benefit of new engine deal • Increase in leased aircraft • Increase in average fleet age • Higher employee performance-related pay • Continued IT and digital platform development Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Ownership 3.39 (0.02) (0.5%) Total CPS excluding fuel 37.70 (0.24) (0.6%) • Annualised lease costs • Offset by ‘other financing’ NB: Foreign exchange gains and losses incurred in the prior year are included in calculating the year-on-year movement in “cost per seat excluding fuel 16 Management actions taken to control costs Cost per seat bridge External factors 0.15 Management action 0.20 0.54 0.84 Including: Airports and ground handling – £0.26 Fuel and maintenance initiatives – £0.09 0.33 5 5 .5 5 5 5 .5 3 0.44 0.10 0.11 5 5 .19 Other FY 2014 0.09 0.19 0.19 Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold FY 2013 Regulated Inflation airports Fuel De-icing and disruption FX Before easyJet management lean action A320 Mix Engine deal Load factor Wet leasing 17 Increasing proportion of A320s FY 2014 FY 2013 Change A319 (operating lease) 54 54 - A319 (owned / finance lease) 99 99 - A319 Total 153 153 - A320 (operating lease) 18 18 - A320 (owned / finance lease) 55 46 9 A320 Total 73 64 9 Total fleet 226 217 9 Unencumbered 94 82 12 Operating lease 32% 33% (1ppt) Percentage of A320s in fleet 32% 29% 3ppt Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 18 Flexibility in fleet planning Maximum, minimum and base case fleet size under the framework agreement Contracted Max Base Case Contracted Min 316 317 304 304 330 327 311 311 197 200 FY21 FY22 296 281 259 241 226 261 250 226 204 FY14 FY15 FY16 FY17 FY18 FY19 214 FY20 Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Flexible fleet arrangements to respond appropriately to market conditions 1. At the end of the relevant financial year 2. Based on fleet plan – base case 3. Maximum fleet does not include purchase rights 19 Strong balance sheet £m FY 2014 FY 2013 2,542 2,280 Goodwill and other intangible assets 478 467 Other assets 477 428 (1,747) (1,716) 1,750 1,459 563 679 Cash and money market deposits (985) (1,237) Net cash (422) (558) Shareholders' equity 2,172 2,017 Capital employed 1,750 1,459 17% 7% Property, plant and equipment Liabilities (excluding debt) Debt Gearing Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold *Gearing defined as (debt + 7 x annual lease payments – cash) divided by (shareholders’ equity + debt +7 x annual lease payments – cash) 20 Cashflow £m Self funding ordinary dividend and capex 69 118 66 133 581 445 175 1,237* 112 76 Sep 2013 Operating Depreciation Net of lines Tax, line net h=8.03 Ordinary Capital Borrowings Footer box on intersect 9 and v=8.75 with font Special 10pt Arial not bold profit and working interest dividend expenditure dividend amortisation capital and other * Includes money market deposits but excludes restricted cash Other 13 985* FX Sep 2014 21 Fuel and foreign exchange hedging Fuel requirement US dollar requirement Euro surplus Six months ending 31 March 2015 91% at $958 / metric tonne 91% at $1.60/£ 84% at €1.19/£ Full year ending 30 September 2015 80% at $944 / metric tonne 85% at $1.59/£ 77% at €1.18/£ Full year ending 30 September 2016 58% at $921 / metric tonne 55% at $1.64/£ 52% at €1.21/£ Sensitivities • $10 per tonne change in fuel price will impact the full year pre-tax result by +/- $3.5 million • One cent movement in the £/$ will impact the full year pre-tax result by +/- £1.3 million • One cent movement in the £/€ will impact the full year pre-tax result by +/- £1.1 million Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold As at 14 November 2014 22 Progress against financial policies and metrics Objectives Capital discipline Progress • High asset efficiency • Maintain high level of fleet flexibility • Fleet size flexibility of between 204 and 316 aircraft by 2019 • 226 aircraft with 11 hours asset utilisation • Ensure robust capital structure • Retain ability to invest in profitable growth opportunities • Gearing: 15% to 30% • Moving to 80:20 ratio on owned vs. leased aircraft • Gearing: 17% • 32% leased • Maintain sufficient liquidity to manage through industry shocks • £4 million cash per aircraft • £4.4 million cash per aircraft • Maintain industry leading returns • Top quartile ROCE • ROCE of 20.5% + Capital structure Metric + Liquidity = Returns + Dividend policy Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold • Target consistent and continuous payments • Return excess capital to shareholders • 40% ordinary dividend payout ratio Gearing defined as net debt (adjusted by adding seven times aircraft dry leasing payments for the year) dividend by the sum of shareholders’ equity and adjusted net debt • Ordinary dividend payment increased by 11.9 pence or 35.5% to 45.4 pence per share 23 Business review Carolyn McCall Chief Executive Officer Industry-leading business model to drive returns easyJet will continue to deliver: A. Future profitable growth B. Industry leading return on capital employed and margins through revenue and cost initiatives C. Cash returns for shareholders Growth and returns Strategic drivers Leading business model • Flexible seat growth between c.5% and c.8% per annum 2. Maintain cost advantage • Maintain top quartile ROCE 3. Drive demand, conversion and yields across Europe • Ordinary dividend increased to 40% of after tax profits 4. Disciplined use of capital • Surplus cash to be returned to shareholders 1. Build strong #1 and #2 network positions Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Proven strategy, execution and returns 25 Strong position built over time Growing market share Sustaining unit cost performance 2011 market share 4.9% 47% 2014 market share 42% 5.0% 52% 49% 4.0% 41% 40% 36% 25% 3.0% 32% 29% 4.5% 3.3% 26% 21% 2.0% 2.4% 1.0% 0.0% Gatwick No1 Edinburgh No1 Nice No1 Malpensa No1 Geneva No1 easyJet Basel No1 Ryanair Norwegian Vueling* Sector-length adjusted CASK incl-fuel (CAGR Sep 2011-2014) easyJet 80% 70% 60% 50% 40% 30% 20% 10% 0% Ryanair Vueling Financial strength Norwegian 25% easyJet 20% 15% ROCE Feeling positive about the airline Strong brand affinity IAG** Ryanair 10% Lufthansa Group 5% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 0% -5% -5% Source: Millward Brown Brand Tracker. Data not available for Norwegian in Switzerland, France, Germany and Italy and Vueling in the UK and Switzerland AF-KLM Norwegian Air Berlin* 15% 35% 55% Gearing 75% 95% *Vueling CASK CAGR is over the period Dec-10 to Dec-13 *Air Berlin as at 30 June 2014 **IAG Balance Sheet at Sep not available, therefore Average capital employed at June used in ROCE calculation & Gearing position is at 30 June 2014 115% 26 Increasing capacity environment Capacity growth H2’14 vs. H2’13 Norwegian Other Capacity growth H1’15 vs. H1’14 CityJet Transavia easyJet Germanwings Winter 13/14 Winter 14/15 7.3% Ryanair Vueling BA 5.9% 5.0% 3.7% 2.2% 3.5% Flybe slots 1.5% 0.6% 0.6% Capacity on easyJet city pairs Capacity change total short haul market easyJet city to city pairs Short-haul market easyJet capacity change Capacity on easyJet city pairs easyJet city to city pairs Source: Market share data from OAG scheduled data, as at 30 October 2014, easyJet markets based on internal easyJet definition. 27 Disciplined investment over Winter Overall c. 3.5% capacity growth over Winter (before disruption) easyJet Market growth United Kingdom +2.7% easyJet growth in the market Netherlands +13.3 % 5.5% 2.7% France +4.1 % 10.3% 13.3% Germany +15.1 % 15.1% 4.1% 2.9% Spain -2.2 % 5.8% -2.2% Portugal +0.0% 5.9% Switzerland +6.0% 4.0% 6.0% Italy +5.2 % 13.9% 5.4% 5.2% 0.0% Source : OAG, scheduled data and Internal easyJet projection November 2014. Country capacity growth is based on network touching seats. 28 Continuing to execute in 2015 #1 and #2 network positions Opening Amsterdam and Porto in 2015 31 new routes launched this year1 Opportunity to deepen existing traffic flows in core markets and develop new routes Maintain cost advantage easyJet lean pipeline of initiatives to deliver £30 million to £40 million savings per year Fleet up-gauging with 20 A320s to be delivered in the year Engineering & Maintenance re-tender Airport deals – structure of contracts Continuing to drive Innovation Drive demand, conversion and yields New brand campaign Personalisation and data mining Product enhancements • Passport scanning app Disciplined use of capital Ordinary dividend payout ratio from one third to 40% of profit after tax Industry leading margins will deliver strong future cash flows Continue to develop • Business passenger opportunity • Dynamic packaging • Loyalty Culture & people Continued investment in talent development Principles of easyJet lean and return on capital embedded throughout the organisation 1. 2015 routes launched as at 18 November 2014 Continued investment in our systems and digital platform 29 Opportunities across the network This slide contains a selection of new routes 1. Network 30 1. Network Strong position in London Uniquely positioned Compelling network Number of routes 120 108 100 80 60 48 40 25 12 20 0 Gatwick Luton Stansted Southend “Serious consideration” by consumers London 70% 66% 65% Catchment size (millions) Market share Gatwick 12 49% Luton 11 44% Stansted 10 15% Southend 7 88% Heathrow 14 N/A 63% 60% 55% 50% 2013 2014 Source: Millward Brown. Brand scores for ‘Serious consideration’ 31 1. Network Successful execution in Italy Focus on higher yielding airports Opportunity 1. Build on strong market share in major catchment areas MXP 2. Focus on business passengers and those with higher disposable incomes BGY VRN VCE TRS LIN BLQ TRN GOA 3. Keep on building the brand and differentiating the product FLR AOI PSA PSR FCO “Serious consideration” by consumers BRI CIA BDS OLB 2013 70% NAP AHO 2014 67% SUF 65% 60% 63% CAG CRV PMO 60% REG TPS 55% 55% CTA 50% Milan Rome Source: Millward Brown. Brand scores for ‘Serious consideration’ 32 2. Cost Advantage Maintaining the cost advantage Capacity deployed on easyJet network(1) easyJet lean easyJet Legacy carrier Low cost carrier Charter CASK ex fuel, Airport; ground handling, navigation and en-route charges( p) 6.0 Covers the total cost base Governance and milestones Long and short term savings Embedded throughout easyJet culture 4.0 5.60 4.60 2.0 0.0 3.11 2.94 0 250 2.14 1.98 1.65 0.99 Seats 500 (m) Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold easyJet lean will deliver £30 million - £40 million in sustainable savings per annum over the next 5 years (1) (2) (3) OAG full year 2014 – easyJet airport pairs capacity IAG CASK includes Vueling, capacity excludes Vueling CASK data for LTM to 31 December 2013 CASK graph: - Source: Airline Analyst - Data based on 12 month period ending 31 March 2014 - CASK converted using opening period fx rates 33 2. Cost Advantage Pipeline of initiatives easyJet lean initiatives will continue to deliver 2015 2016 2017 2018 2019 Engineering & Maintenance Airport deals Engine selection Up-gauging Benchmarking process Engineering & Maintenance Fleet up-gauging and fuel savings Savings across the cost base • Costs benchmarked • Airport deals against key competitors • Ground Handling deals • Revealed a further pipeline of saving Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold • Asset utilisation initiatives 34 Continuing to drive demand & conversion 3. Demand Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 35 Continuing to drive demand & conversion 3. Demand Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 36 3. Demand Loyalty Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 37 4. Capital Discipline Capital allocation continues to drive returns Improved returns year on year CPBH FY13 £769 million returned to shareholders Returns CPBH FY14 Special dividend (m) Ordinary dividend (m) £175m Routes Top quartile ROCE £150m 20.5% 17.4% 9.8% £46m 2010 2011 £85m 2012 £133m 2013 £180m 2014 11.3% 6.9% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 2010 2011 2012 2013 2014 ROCE for route performance and improved returns analysis defined as normalised profit after tax divided by average net debt plus average shareholders’ equity 38 FY’15 Outlook H1 forward bookings H1 bookings slightly ahead of prior year % seats sold * 89.1% 90.9% Winter 13/14 Winter 14/15 48.6% 49.2% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Oct Nov Dec H1 (October 2014 to March 20114) as at 12 November 2014 Jan Feb Mar H1 39 Outlook FY’15 Outlook Capacity (seats flown) • H1 c.+3.5% (before disruption) • FY c.+5% (before disruption) Revenue per seat (constant currency) • H1: flat to very slightly up on the prior year Cost per seat ex fuel (constant currency) • H1 c.+2.5% (assuming normal disruption levels and constant load factors) • FY c.+2% (assuming normal disruption levels and constant load factors) FX • H1: c.£5 million favourable movement from foreign exchange rates • FY: c.£20 million adverse movement from foreign exchange rates Fuel • H1: unit fuel costs £12 million to £22 million favourable • FY: unit fuel costs £22 million to £70 million favourable easyJet is successfully executing itsh=8.03 strategy of with offering its not customers low fares to great Footer box on intersect of lines line 9 and v=8.75 font 10pt Arial bold destinations with friendly service so that it will continue to win in a more competitive market. This means easyJet is well placed to continue to deliver sustainable returns and growth for shareholders. Rates at 15 November 2014 £/USD: 1.5633; £/EUR: 1.2540 Unit fuel guidance based on Jet fuel trading range of $800 / metric tonne to $1,000 / metric tonne 40 Industry-leading business model to drive returns easyJet will continue to deliver: A. Future profitable growth B. Industry leading return on capital employed and margins through revenue and cost initiatives C. Cash returns for shareholders Growth and returns Strategic drivers Leading business model • Flexible seat growth between c.5% and c.8% per annum 2. Maintain cost advantage • Maintain top quartile ROCE 3. Drive demand, conversion and yields across Europe • Ordinary dividend increased to 40% of after tax profits 4. Disciplined use of capital • Surplus cash to be returned to shareholders 1. Build strong #1 and #2 network positions Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Proven strategy, execution and returns 41 Q&A 42 APPENDIX 43 H2 margins improved due to tight cost control Reported £ per seat H2 2014 H2 2013 Change Total revenue 69.85 69.82 - Fuel (17.64) (18.04) 2.2% Operating costs (33.44) (34.76) 3.8% EBITDAR 18.77 17.02 10.3% Ownership costs (3.11) (2.85) (9.1%) Pre-tax profit 15.66 14.17 10.5% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 44 ROCE Calculation – including 7x lease adjustment Reported £m FY 2014 FY 2013 Earnings before interest and tax – reported 581 497 Interest element of operating lease payments 41 34 Earnings before interest and tax – adjusted 622 531 Tax 21% 23% Normalised operating profit after tax (NOPAT) 492 409 Average shareholders’ equity – reported 2,095 1,906 Average net cash – reported (490) (242) Average capitalised leases 791 690 Average capital employed 2,396 2,354 Return on capital employed – 7x basis 20.5% 17.4% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 45 ROCE Calculation – NPV and target liquidity Proforma £m FY 2014 FY 2013 Earnings before interest and tax – reported 581 497 Interest element of operating lease payments 25 31 Earnings before interest and tax – adjusted 606 528 Tax 21% 23% Normalised operating profit after tax (NOPAT) 479 407 2,095 1,906 (25) (27) Average shareholder’s equity – adjusted 2,070 1,879 Average net cash – reported (490) (242) Increase in debt associated with capitalising leases 392 356 Target liquidity adjustment 886 862 Average net debt – adjusted 788 976 Average capital employed 2,858 2,855 Return on capital employed – NPV basis 16.8% 14.3% Average shareholders’ equity – reported Adjustment to shareholders’ equity Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 46 RASK and CASK FY 2014 FY 2013 Change Total revenue per seat (£) 63.31 62.58 1.2% At constant currency (£) 63.78 62.58 1.9% RASK at constant currency (pence) 5.73 5.74 - Total cost per seat excluding fuel (£) 37.70 38.17 1.2% At constant currency (£) 38.41 38.17 (0.6%) CASK excluding fuel at constant currency (pence) 3.45 3.51 1.3% Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold 47 Aircraft cashflows including overhauls FY 2015 FY 2014 20 9 Cashflows (USD) $m FY 2015 FY 2014 Final delivery payments 555 246 Pre delivery payments 110 290 Heavy maintenance - owned fleet 122 38 Total 787 574 Heavy maintenance - leased fleet 114 121 Total cash flows 901 695 £564m £419m Aircraft Number of aircraft deliveries Total cash flows (GBP) Footer box on intersect of lines line h=8.03 9 and v=8.75 with font 10pt Arial not bold Figures based on contracted fleet commitments 48 Disclaimer Certain statements in this presentation constitute or may constitute forward-looking statements. Any statement in this presentation that is not a statement of historical fact including, without limitation, those regarding the Company’s future expectations, operations, financial performance, financial condition and business is or may be a forward-looking statement. These forward-looking statements are subject to risks and uncertainties that may cause actual results to differ materially from those projected or implied in any forwardlooking statement. These risks and uncertainties include, among other factors, changing economic, financial, business or other market conditions. These and other factors could adversely affect the outcome and financial effects of the plans and events described in this presentation. As a result, you are cautioned not to place any reliance on such forward-looking statements. The forward-looking statements reflect knowledge and information available at the date of this presentation and the Company undertakes no obligation to update its view of such risks and uncertainties or to update the forward-looking statements contained herein. Nothing in this presentation should be construed as a profit forecast or profit estimate and no statement in this presentation should be interpreted to mean that the future earnings per share of the Company for current or future financial years will necessarily match or exceed the historical or published earnings per share of the Company. This communication is directed only at (i) persons having professional experience in matters relating to investments who fall within the definition of “investment professionals” in Article 19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2001; or (ii) high net worth bodies corporate, unincorporated associations and partnerships and trustees of high value trusts as described in Article 49(2) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2001. Persons within the United Kingdom who receive this communication (other than those falling within (i) and (ii) above) should not rely on or act upon the contents of this communication. Nothing in this presentation is intended to constitute an invitation or inducement to engage in investment activity for the purposes of the prohibition on financial promotion contained in the Financial Services and Markets Act 2000. This presentation has been furnished to you solely for information and may not be reproduced, redistributed or passed on to any other person, nor may it be published in whole or in part, for any other purpose. This presentation does not constitute or form part of, and should not be construed as, an offer for sale or subscription of, or solicitation of any offer to buy or subscribe for, any securities of easyJet plc (“easyJet”) in any jurisdiction nor should it or any part of it form the basis of, or be relied on in connection with, any contract or commitment whatsoever. This presentation does not constitute a recommendation regarding the securities of easyJet. Without limitation to the foregoing, these materials do not constitute an offer of securities for sale in the United States. Securities may not be offered or sold into the United States absent registration under the US Securities Act of 1933 or an exemption there from. easyJet has not verified any of the information set out in this presentation. Without prejudice to the foregoing, neither easyJet nor its associates nor any officer, director, employee or representative of any of them accepts any liability whatsoever for any loss however arising, directly or indirectly, any reliance on this or its contents. Footer from box on intersect of lines linepresentation h=8.03 9 and v=8.75 with font 10pt Arial not bold This presentation is not being issued, and is not for distribution in, the United States (with certain limited exceptions in accordance with the US Securities Act of 1933) or in any jurisdiction where such distribution is unlawful and is not for distribution to publications with a general circulation in the United States. By attending or reading this presentation you agree to be bound by the foregoing limitations. 49
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