volaris corporate presentation december 2013
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TRANSCRIPT
Volaris Corporate Presentation
December 2013
Disclaimer
2
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. 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 or 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 or circumstances.
Third quarter 2013 highlights and recent developments
3
Strong balance sheet: Successful IPO of US$398 million in September
2013, cash of 23% of LTM revenues and net debt negative
Demand stimulation and high passenger volume: Record load factor
of 87.5% in 3Q
Cost control: CASM decreased to Ps.113.9 cents (US$8.8 cents) in 3Q,
lowest in the Americas
Non-ticket revenue growth potential: Migration to new reservation
system (Navitaire), new webpage and new baggage policy in October
Expanding US presence: Phoenix and San Antonio launched in 4Q
Sacramento
San Francisco/Oakland
Los Angeles
San Diego
Tijuana
San Jose
Fresno
Mexicali
Las Vegas
Chicago/Midway/O’Hare
Denver
Orlando Hermosillo
Chihuahua
Monterrey
Cancún
La Paz
Los Cabos
Los Mochis
Culiacán
Mérida
Tuxtla Gutiérrez Acapulco
Puebla Toluca
Tepic
Zacatecas
Mazatlán
Guadalajara
Aguascalientes
Puerto Vallarta
Uruapan
Colima
Morelia
Oaxaca
León
Querétaro
Cd. de México/D.F.
Ciudad Juarez
Manzanillo
Volaris – a Mexican Ultra-Low-Cost Carrier
Notes:
(1) Based on CASM among the publicly-traded airlines
(2) Converted at average annual MXN/USD spot exchange rate
(3) Corresponds to the number of booked passengers
(4) Based on number of passengers
Source: Company data, SCT-DGAC
Lowest unit cost carrier in the Americas(1)
2008 2012 CAGR
Unit cost
(CASM ex-fuel;
cents, USD)(2)
5.5 5.4 -0.4%
Passenger
demand
(RPMs, bn)
3.2 7.7 +24.6%
Aircraft
(End of Period) 21 41 +18.2%
Passengers
(mm)(3) 3.5 7.4 +20.6%
Operating revenue
(mm, USD)(2) 397 887 +22.3%
Adj. EBITDAR
(mm. USD)(2) 67 188 +29.4%
Volaris’ destinations
Domestic market share (4)
4
Phoenix
San Luis Potosí
Ciudad Obregón
Veracruz
12.2% 20.5% 22.9%
2008 2012 Sep-13
San Antonio
Volaris’ low base fares stimulate demand and drive
continuing growth
Stimulation
of
demand
More
ancillary
revenue
More capacity
Lower base
fares
Resilient ULCC business
model driving high,
profitable growth Lower cost
Since its launch, Volaris has stimulated new demand in the Mexican market through an aggressive
revenue management strategy that drives lower fares and higher load factors
Source: Company data
5
Volaris has a best-in-class unit cost structure
Notes:
(1) Based on CASM among the publicly-traded airlines
(2) DCOMPS= Direct Competitors: Average CASM and CASM ex-fuel; US network carriers include: Delta, United, Alaska Airlines, American Airlines
(3) Non USD data converted using average exchange rates for the corresponding period
Source: Company data, Airlines public information
Latin American Carriers Denotes fuel
cost per ASM
Best-In-Class
US LCCs US Network
Carriers(2)
Lowest unit cost in the Americas(1)
CASM and CASM ex-fuel (LTM Sep 2013, USD cents)(3)
6
14.2
10 10.2
15.5
10.9
13.2
14.8
9.3
5.6
10.0 9.7
7.8 6.7
5.4 6.0
9.2
3.7
5.5 5.1
5.4
4.2
4.8 4.0
5.0
Volaris Latam Aeroméxico Gol Copa Allegiant Spirit DCOMPS
10.6
9.2
6.7
4.2
Mexican Average
Aeroméxico Interjet
12.2 12.0 11.3
9.5 8.8
8.1
YTD Sep13A Aeroméxico Interjet Global A320
Global A319
Young, fuel efficient fleet (3)
Interjet
Focus on fleet utilization and efficiency drives higher
revenue and lower cost
Notes:
(1) Implied passengers per aircraft is calculated as available seats per aircraft multiplied by the load factor
(2) Block hours per day calculated as ((Total block hours for the period / Monthly average number of aircraft) / Number of days for the period)
(3) Aeroméxico and Interjet represent domestic competitors of Volaris
Source: Company data, airlines public information, DGAC, Airbus, DIIO MI
Load factor
(as of Sept 2013) Implied passengers
per aircraft(1)
84%
75%
77%
146
113
123
Interjet A320
150 seats per aircraft
Aeroméxico 737-800
160 seats per aircraft
High daily utilization(2)
Volaris A320
174 seats per aircraft
High density configuration(3)
(3) (3)
Aeroméxico
Block hours per day (1H13) Average age (Yrs, Sep 2013)
7
1H13
Unbundled model drives Volaris’ low base fares
Notes:
(1) Average fare calculated as passenger revenue divided by number of booked passengers
(2) Converted using an average annual MXN/USD exchange rate
Source: Company data, Aeromexico public information
Unbundling and a low cost
structure support Volaris’ low
base fares…
Average base fare (USD)(1,2) TRASM (US cents) (2) Load factor
…stimulating demand and
increasing load factor…
…resulting in higher ancillary
and stronger overall revenue
growth
71%
83%
2009 2012
7.6
9.7
2009 2012
2009 – 2012 Change: +12.0 pp 2009 – 2012 Change: +28.4%
2009 – 2012 Change: +4.0%
8
100
113 109
104
137
171
179 178
2009 2010 2011 2012
Aeroméxico
$100
$154 $172 $178
$192
$226
Volaris Alaska Aeroméxico Delta American United
Low costs and low base fares – a significant competitive
advantage
Notes:
(1) Converted using an average annual MXN/USD exchange rate
(2) Average Stage Length calculated as (Total miles flown / Number of flights) during LTM 3Q13
(3) Breakeven fare calculated as ((Average stage length * (CASM – Ancillary revenue (or Other revenue) per ASM)) / 100)/(Load factor /100)
(4) Group of airlines represent domestic and international competitors of Volaris
Source: Company data, Airlines public information, TheAirlineAnalyst. DIIO MI, MIT ADP
Breakeven fare (LTM Sep 2013) USD(3,4)
+92%
+72%
9
+126%
(1) (1)
% Above Volaris
+78%
+54%
74
2,683
2,758
2012
Executive & luxury
First, economy & other
Bus passenger shift to air travel
Notes:
(1) Executive and luxury class
(2) MXN amounts were converted to USD at the rate of MXN/USD 13.0235 as of June 30, 2013
Source: Company data, Secretaría de Comunicaciones y Transportes (SCT)
Air travel time and cost savings Significant upside for air travel
Fare (USD)(2) Travel time (Hrs)
Mexico City – Tijuana
(1)
Total air travel trips
(mm)
Total bus trips
(mm)
40.5
4.0
Bus Air
135
114
Bus Volaris
36.5 hours less 15% cost savings
74
• Mexico is almost three times the size of the state of Texas
• The distance between Tijuana and Cancún is similar to the
distance between New York City and San Francisco
29
28
57
2012
International
Domestic
10
Rapidly expanding share in core markets
Notes:
(1) Offered seats for 4Q 2013
Source: SCT-DGAC, DIIO MI
7% 6%
25% 13% 15%
33% 45%
65%
Tijuana Guadalajara Cancun Mexico City
38% 11%
46% 69%
147%
186%
Morelia Mexico City Aguascalientes
Volaris focus cities – Domestic market International market
2x 6x 2x 5x 2x 13x 4x
Percentage of Volaris’ domestic capacity(1) competing with:
Stimulation of growth through our ULCC model
A significant portion of our capacity faces no competition
Passenger volume growth: 2011 vs. 2012
Airport Volaris
11
73%
55%
35%
22%
Aeroméxico Interjet Vivaaerobús Non-competed
Unbundled strategy: “Tú decides” – You decide
Notes:
(1) In process of implementation
Source: Company data
• V-Club
subscription
• Co-branded
credit cards
• V-Shop
• Excess
baggage
• Priority
boarding
• Strollers
• Advertising
• Food and
beverage(1)
• Hotel
rooms
• Car rentals
• Airport
shuttle
Pre-flight Flight
planning
At the
airport
Onboard
aircraft Post-flight
• Seat
assignment
• Change /
booking fees
• Insurance
12
Acceleration of Volaris’ non-ticket revenues
Notes:
(1) Converted using an average annual MXN/USD exchange rate
Source: Company data, Airlines public information
+35.5%
Increased contribution of non-ticket revenue to the top line
Non-ticket revenue per passenger
Volaris (USD)(1)
Best-in class US LCCs
(LTM Sep13, USD)
Contribution
to Operating
Revenue
7% 7% 9% 13% 15%
2009 – 2012 CAGR: +68.6%
2009 – 2011 CAGR: +27.6%
13
46 53
Allegiant Spirit
7.0 8.9 11.4 15.5 17.3
2009 2010 2011 2012 LTM Sep 13
24 39
68
115
149
0
50
100
150
200
2009 2010 2011 2012 LTM Sep 13
Non-t
icket re
venue
(US
D m
m)(
1)
Volaris 14%
Aeroméxico 44%
Interjet 32%
Others 10%
Mexico City
Guadalajara
Cancún
Volaris’ revenue strategy delivers a resilient and defensible
network
Notes:
(1) Passengers for September 2013
(2) Seats, September 2013
Source: SCT-DGAC, DIIO MI
Strong foothold in competing markets
Tijuana
Domestic market share in top Volaris’ cities(2)
Volaris domestic market share(1)
Volaris international market share (Mexico – US)(1)
14
23%
35%
Total Volaris' routes
8%
39%
Total Volaris' routes
Volaris 73%
Aeroméxico 14%
Interjet 12%
Vivaaerobús 1%
Volaris 38%
Aeroméxico 27%
Interjet 22%
Others 13%
Volaris 30%
Aeroméxico 26%
Interjet 23%
Others 21%
Substantial growth opportunity in the US-Mexico VFR /
leisure travel market
Notes:
(1) Represents Mexican origin population figures as per population data released on May 26, 2011
(2) Mexican origin is based on self-described ancestry, lineage, heritage, nationality group or country of birth.
Source: Pew Research Hispanic Center
Denotes Volaris
presence(1)
Denotes other cities with large
Mexican origin populations(1,2)
Significant Mexican origin
population(2) of 33.5 million
in the US
Orlando
0.1mm
San
Francisco
0.7mm
San Jose
0.4mm
San
Diego
0.9mm
Denver
0.5mm Sacramento
0.3mm
Chicago
1.5mm
Fresno
0.5mm
Los Angeles
4.6mm
Las Vegas
0.4mm
San
Bernardino
1.7mm
Phoenix
1.2mm
Tucson
0.3mm
Albuquerque
0.2mm
El Paso
0.6mm
San Antonio
0.9mm
Bakersfield
0.4mm
Austin
0.4mm
Dallas
1.5mm
Houston
1.5mm
Atlanta
0.3mm
Washington
0.1mm
New York
0.5mm
Philadelphia
0.1mm
San Benito
0.3mm
Mission
0.6mm Tampa
0.1mm
15
48 48
41 40 38
13 13 13
0
10
20
30
40
50
60
70
80
90
100 99
48
32
0
10
20
30
40
50
60
70
80
90
100
USA (Leisure) USA (VFR) CAM, SAM, Canada,
Caribbean
Attractive growth opportunities in Mexico and
throughout the Americas
Domestic – growth potential of nearly 180
routes
International – growth potential of about 150
routes
(3)
Notes:
(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
Source: Company data
Number of routes(1) Number of routes(2)
Routes served Growth potential
16
Fleet and financials
17
XXX
XXX
XXX
XXX
17 24 29 33 39 41 47 57
69 24
20 18 17 12 9 2 41 44 47 50 51 50 49
57
69
2012 2013E 2014E 2015E 2016E 2017E 2018E 2019E 2020E
3.0 4.2 5.0 5.7 6.8 7.1 8.2 9.9
12.0 3.5
2.9 2.6 2.4
1.7 1.3 0.3 6.4 7.1 7.6 8.2 8.5 8.4 8.5 9.9
12.0
2012 2013E 2014E 2015E 2016E 2017E 2018E 2019E 2020E
Notes:
(1) Net fleet after additions and returns
(2) Assumes that all A319 aircraft have 144 seats and all A320 aircraft have 174 seats
Sources: Company information
Projected fleet under current contracts (number of aircraft)(1)
Projected capacity in number of seats (end of period; 000s)(2)
18
A320 A319
A higher density fleet generates more incremental capacity
with fewer additional aircraft
A320 A319
Average
capacity per
aircraft
(seats)
156 160 169 173 174 163 164 167 174
2012-2020E Growth: +68%
2012-2020E Growth: +87%
23.4%
27.0%
16.4%
9.6%
0%
10%
20%
30%
Copa Aeroméxico Gol
33.4%
21.5%
13.2% 11.1%
0%
10%
20%
30%
40%
Volaris Copa Latam Gol
Leading financial performance on strong revenue growth
Note:
(1) Converted using an average MXN/USD exchange rate for the corresponding period
Source: Company data, airlines public information
Revenue(1) Adj. EBITDAR(1)
Revenue CAGR 2009 - 2012 LTM Sep 2013 Adj. EBITDAR margin
19
374
536
714
887
1,023
0
200
400
600
800
1,000
1,200
2009 2010 2011 2012 LTM Sep 13
(US
D m
m)
117 140
100
188
239
0
50
100
150
200
250
300
2009 2010 2011 2012 LTM Sep 13
(US
D m
m)
Sep YTD
‘12
Sep YTD
‘13
Change
(YoY)
TRASM
(cents, USD) (1) 9.5 9.7 3%
CASM
(cents, USD) (1) 9.2 9.2 0%
Operating revenue
(mm, USD) (1) 640 774 21%
Adj. EBITDAR
(mm, USD) (1) 132 183 39%
Adj. EBITDAR
margin 21% 24% 3pp
Poised for future value creation
Notes;
(1) MXN amounts were converted to USD at the avg. rate of MXN/USD 13.24 as of Sep 30 2012 and at the avg. rate of MXN/USD 12.68 as of Sep 30, 2013
Source: Company data
Continue growth in available seats
with a highly efficient fleet
• Switch from A319 to A320
• Sharklet and NEO technology
• Maintain high utilization
Continue growth in our non-ticket
revenues
Maintain cost discipline
Continue to align employee
incentives
Focus on shareholder return
20
LTM Sep 2013 Liquidity – Cash and
Equivalents / Op. Revenue
Balance sheet well positioned for growth
Note:
(1) Principal + interest debt
Source: Company data, Airlines public information
21
• IPO provided sufficient liquidity / capital
for growth over the next years
• Minimal on-balance sheet debt
• $31mm(1) of debt after the IPO and
debt payment
• Strong cash position
• $229mm of cash and equivalents
as of September 2013
• Fully financed fleet order through the
second quarter of 2016
22.8%
38.8%
29.8%
7.7%
Copa Gol Latam
Appendix
22
Non-IFRS Terms Glossary
• Available seat miles (ASMs): Number of seats available for passengers multiplied by the number of miles the seats are flown.
• Block hours: Number of hours during which the aircraft is in revenue service, measured from the time it leaves the gate until the
time it arrives to the gate at destination.
• Revenue passenger miles (RPMs): Means the number of miles flown by passengers.
• TRASM: Total revenue divided by ASMs.
• RASM: Passenger revenue divided by ASMs.
• CASM: Total operating expenses, net divided by ASMs.
• CASM ex fuel: Total operating expenses, net excluding fuel expense divided by ASMs.
• Load factor: RPMs divided by ASMs and expressed as a percentage.
• EBITDA: Earnings before interest, taxes, depreciation and amortization.
• EBITDAR: Earnings before interest, taxes, depreciation, amortization and aircraft rent expense.
• Adj. EBITDAR: EBITDAR adjusted by non-cash and non-recurring items.
• Adj. Debt: Financial debt plus seven times the aircraft rent expense.
• Adj. Net debt: Adj. Debt minus cash and cash equivalents.
• VFR: Passengers who are visiting friends and relatives.
23
MXN millions unless otherwise stated(2) 2010A 2011A(3) 2012A 3Q 2013A
September
YTD 2013A
September YTD
2013A(1)
% of total
operating
revenues
(USD
millions)
Passenger 6,278 8,036 10,177 3,219 8,385 644 85.4
Non-ticket 499 842 1,510 502.871 1434 110 14.6
Total operating revenues 6,777 8,878 11,687 3,722 9,819 755 100.0
Fuel 2,146 3,823 4,730 1,400 3,716 286 37.8
Aircraft and engines rent expense 1,197 1,508 1,886 562 1,592 122 16.2
Salaries and benefits 852 1,120 1,303 397 1144 88 11.6
Landing, take off and navigation expenses 868 1,282 1,640 498 1417 109 14.4
Sales, marketing and distribution expenses 615 750 752 179 525 40 5.4
Maintenance expenses 276 380 499 138 430 33 4.4
Other operating expense 255 285 288 93 264 20 2.7
Depreciation and amortization 57 103 211 81 216 17 2.2
Total operating expenses 6,266 9,251 11,309 3,348 9,305 715 94.8
EBIT 511 (373) 378 374 514 40 5.2
Operating margin (%) 7.5 (4.2) 3.2 10.0 5.2 5.2
Finance income 5 6 14 7 19 1 0.2
Finance cost (56) (58) (90) (84) (120) (9) (1.2)
Exchange (loss) gain, net (56) 110 (95) 26 46 4 0.5
Taxes on profits 239 0 (3) (69) (97) (7) (1.0)
Net income (loss) 643 (315) 203 254 362 28 3.7
Net margin (%) 9.5 (3.6) 1.7 6.8 3.7 3.7
Net income (loss) excluding special items (4) 643 (315) 203 320 428 33 4.4
Adjusted EBITDAR 1,770 1,238 2,475 1016 2,322 178 23.7
Adj. EBITDAR margin (%) 26.1 13.9 21.2 27.3 23.7 23.7
EPS Basic (cents) 30.2 44.4 3.4
EPADS Basic (cents) 301.6 444.2 34.1
Consolidated statements of operations summary
24
Notes:
(1) MXN amounts were converted to USD at the rate of MXN/USD 13.0119 as of Sep 30, 2013
(2) Financial information 2010-2012 audited; 2013 unaudited
(3) Financial statements restated
(4) Special items includes debt prepayment penalty by Ps.65 million
Source: Company data
Consolidated statements of financial position summary
Nota:
(1) MXN amounts were converted to MXN/USD 13.019 as of Sep 30, 2013
(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
(5) Financial information 2010-2012 audited; 2013 unaudited
(6) Financial statements restated (7) Total Capitalization = Total Debt + Equity @ Market Value
Source: Company data 25
MXN millions unless otherwise stated(5)
2010A 2011A(6) 2012A(6)
September
2013 A
September
2013A
(USD millions)
Cash and cash equivalents 677 441 822 2,974 229
Current guarantee deposits 330 170 238 406 31
Other current assets 390 520 755 1,176 90
Total current assets 1,397 1,131 1,815 4,555 350
Rotable spare parts, furniture and equipment, net 921 1,517 1,195 1,062 82
Non-current guarantee deposits 1,041 2,002 2,245 2,445 188
Other non-current assets 342 412 447 390 30
Total assets 3,701 5,062 5,702 8,452 650
Unearned transportation revenue 505 825 1,259 1,513 116
Short-term financial debt 251 687 527 134 10
Other short-term liabilities 1,171 1,667 1,936 2,146 165
Total short-term liabilities 1,927 3,179 3,722 3,794 292
Long-term financial debt 384 725 633 275 21
Other long-term liabilities 164 298 272 249 19
Total liabilities 2,475 4,202 4,627 4,318 332
Total equity 1,226 860 1,075 4,135 318
Total liabilities and equity 3,701 5,062 5,702 8,452 650
Net debt(2) (42) 971 338 (2,565) (197)
Total debt / Total capitalization(7) 2.1% 2.1%
Adjusted debt(3) 9,014 11,969 14,360 14,961 1,150
Adjusted net debt(4) 8,337 11,528 13,538 11,987 921
Consolidated statements of cash flows summary
MXN millions unless otherwise stated(2) 2010A 2011A(3) 2012A Sept YTD
2013A
Sept YTD
2013A(1)
(USD millions)
Cash flow from operating activities
Income (loss) before income tax 404 (315) 207 459 35
Depreciation and amortization 62 103 211 216 17
Guarantee deposits (316) (801) (311) (368) (28)
Unearned transportation revenue 207 321 433 255 20
Changes in working capital and provisions 182 544 (43) (128) (10)
Net cash flows provided by (used in) operating activities 539 (148) 497 434 33
Cash flow from investing activities
Acquisitions of rotable spare parts, furniture, equipment and
intangible assets (321) (1215) (856) (743) (57)
Proceeds from disposals of rotable spare parts, furniture and
equipment - 587 1043 719 55
Net cash flows (used in) provided by investing activities (321) (628) 187 (24) (2)
Cash flow from financing activities
Legal costs incurred on behalf of shareholders (76) - - - -
Interest paid (60) (55) (127) (62) (5)
Payments of financial debt - (261) (694) (1236) (95)
Proceeds from financial debt 46 879 550 3004 231
Net cash flows (used in) provided by financing activities (90) 562 (272) 1706 131
Increase (decrease) in cash and cash equivalents 128 (213) 412 2116 163
Net foreign exchange differences (25) (22) (31) 35 3
Cash and cash equivalents at beginning of period 575 677 441 822 63
Cash and cash equivalents at end of period 677 441 822 2974 229
Notes:
(1) MXN amounts were converted to USD at the rate MXN/USD13.0119 as of September 30, 2013
(2) Financial information 2010-2012 audited; 2013 unaudited
(3) Financial statements restated
Source: Company data 26
Adj. EBITDA and Adj. EBITDAR reconciliation
MXN millions unless otherwise stated(2) 2010A 2011A(3) 2012A 3Q 2013A Sept YTD
2013A
SEPT 2013
2013A(1)
(USD millions)
Net income (loss) 643 (315) 204 253 362 28
Plus (minus):
Finance costs 52 58 90 (84) 120 9
Finance income (5) (6) (14) 6 (19) (1)
(Benefit)/provision for income taxes (239) 0 3 (69) 97 7
Depreciation and amortization 57 103 211 81 216 17
Business alliance amortization 5 - - - -
EBITDA 513 (160) 494 187 776 60
Exchange (gain) loss, net 56 (110) 95 (26) (46) (4)
Other financing cost (income), net 3 - - - - -
Adjusted EBITDA 573 (270) 589 161 730 56
Aircraft and engines rent expense 1,197 1,508 1,886 562 1592 122
Adjusted EBITDAR 1,770 1,238 2,475 723 2,322 178
Notes:
(1) MXN amounts were converted to USD at the rate of MXN/USD13.0119 as of September 30, 2013
(2) Financial information 2010-2012 audited; 2013 unaudited
(3) Financial statements restated
Source: Company data 27