Slide 1: Results for the year ended 31 March 2025
Results for the year ended 31 March 2025
Slide 2: FY25 Key Highlights
FY25 Key Highlights Steve Heapy, CEO
Slide 3: Record passenger numbers, revenue and profitability
Record passenger numbers, revenue and profitability Record Continued Increased Enhanced Passengers Growth Profits EPS 19.77m (+12%) £7.17bn (+15%) £577.7m (+11%) Basic: 213.1p (+15%) Revenue Group PBT pre-FX Diluted: 207.2p (+22%) Growing Continued Financial Shareholder Fleet Investment Resilience R
Slide 4: Our growth strategy is delivering
Our growth strategy is delivering Our strategic pillars Growth of our package Careful control of our A memorable customer Continued investment Execute our climate holiday & flight-only product experience supporting sustainable transition plan on our products long-term growth journey to net zero Our
Slide 5: Financial Review
Financial Review Gary Brown, Group CFO
Slide 6: Consistently strong financial delivery
Consistently strong financial delivery Revenue (£m) PBTFX (£m) 600 7,000 500 6,000 CAGR 2015 – 25 5,000 Revenue 19% 400 Revenue £m PBTFX 27% PBTFX £m 4,000 300 3,000 200 2,000 100 1,000 0 0 2015 2016 2017 2018 2019 2020 2023 2024 2025 Operating profit per sector seat (£) CAGR 2015 – 25 8 16 14 11 15
Slide 7: Profitability optimised through volume, pricing and product mix
Profitability optimised through volume, pricing and product mix 2025 2024 Change Seat capacity 22.29m 19.73m 13% • Capacity – Growth of 13%; 4% from new bases Flown passengers 19.77m 17.72m 12% • Higher absolute margin per passenger package holiday volume Load factor % 88.7% 89.8% (1.1ppts) growth o
Slide 8: Another year of strategic growth and financial success
Another year of strategic growth and financial success 2025 2024 % Vs 2024 • PBTFX growth of 11% to £577.7m Revenue 7,173.5 6,255.3 15% • Unique, fully integrated approach Operating Profit 446.5 428.2 4% adaptable to changing trading Operating profit margin % 6.2% 6.8% (0.6ppts) environment Profit b
Slide 9: Cash generation supports debt repayments and shareholder returns
Cash generation supports debt repayments and shareholder returns Operating Activities £1,057.7m (2024: £1,093.5m) Investing & Financing -£1,086.6m (2024: -£533.5m) 4,500 110.3 205.6 738.9 2.9 4,000 (398.6) (23.0) 3,500 Gross Cash 146.5 Gross Cash 3,184.7 3,155.8 3,000 (653.0) (158.5) 2,500 • EBITDA
Slide 10: Robust balance sheet supporting future growth
Robust balance sheet supporting future growth 2025 2024 • Resilient and flexible with access to ample liquidity Intangible assets & Investments 26.8 28.8 Property, plant and equipment 1,453.1 1,193.2 • Investing - 7 x A321neo delivered Right-of-use assets 679.6 636.4 • Cost of debt reduced - convert
Slide 11: Capital allocation framework
Capital allocation framework Objective 2025 Results • PBTFX of £577.7m, +11% vs 2024 • Maximise returns from existing business 1. Capital Control • Operating cashflow of £1.1bn • Maintain fleet flexibility • Inflight spend per head +13% • Capital investment to underpin continued • Firm orders for fu
Slide 12: Strategy Update
Strategy Update Steve Heapy, CEO
Slide 13: Jet2's Investment Case
Jet2’s Investment Case To be the UK’s leading & best leisure travel business The Market Size & scope of offer Fully integrated Customer-led Large, resilient and Highly attractive network of operating model offering structurally growing flights and hotels across UK’s #1 Tour Operator Customer First =
Slide 14: Our growth agenda
Our growth agenda 1 Committed Firm Aircraft Order – 155 Airbus A321neo delivering to 2035 Defend & Strengthen Today’s Reach – capitalise on our 13 UK bases (4 since 2021); optimise our high customer retention; and 2 protect our loyal cohorts where we over-index the Core…. Leverage Technology – AI le
Slide 15: Fleet growth and flexibility
Fleet growth and flexibility 180 159 160 154 147 150 A321neo 143 135 138 140 127 B737-800NG 120 8 23 31 41 Number of aircraft 58 A321ceo 78 98 100 116 B757-200 & B737-300 80 Short Term Leases (ACMI) 93 93 Max Fleet 60 93 91 86 Min Fleet 40 69 53 3 40 20 3 13 3 7 3 10 9 7 7 0 4 1 3 3 3 3 S24 S25 S26
Slide 16: Investing in our fleet
Investing in our fleet 737-800 A321neo 23% Increased seats 20% Fuel and carbon usage 50% ~£10 Average cost Noise reduction reduction per seat per seat saving (1) 16 Jet2 plc Financial Results | Year ended 31 March 2025 (1) Based on routes to be operated by both 737-800 and A321neo aircraft types in
Slide 17: Size & scope of offering
Size & scope of offering Highly attractive network of flights and hotels across Europe… • #1 Tour Operator to the Mediterranean and the Canaries • Unrivalled product choice – in excess of 5,200 quality properties, spanning over 700 fabulous resorts across more than 75 destinations • Brands: Beach; C
Slide 18: Building a loyalty cycle to optimise customer acquisition and retention
Building a loyalty cycle to optimise customer acquisition and retention Value & Service Driving Advocacy Awareness and Consideration Customers tell friends and family about us Consistently building brand equity Retention Growth from New & Existing Customers After experiencing Jet2, customers want mo
Slide 19: Strong visual and sonic branding
Strong visual and sonic branding …“I'm ready for this, so darling won't you hold my hand?” Awareness Brand presence that Media that moves The brand that lasts can’t be missed the needle customers think of first 82% Awareness (1) #1 for #1 for #1 for #1 for Awareness (1) Branding (2) Ad Recall (1) Co
Slide 20: Leveraging database and myJet2 to grow bookings
Leveraging database and myJet2 to grow bookings Marketable Customer Database myJet2 Membership Direct Booking Volumes(2) 1.4m 1.1m 2.4m 2,636k 1,867k 2,201k Prospects (1) .. 777k 740k 772k Active Lapsed (1) 5.7m FY23 FY24 FY25 Dormant(1) Bookings from Existing Customers (3) +20% Growth YoY (FY25) 48
Slide 21: Many opportunities to widen our customer base
Many opportunities to widen our customer base • Multiple market segments • Greater presence in older, customers Our core more affluent groups • High share of families and couples who prioritise their annual holiday Age band Acorn group 33% 34% 30% 27% Opportunity 25% 23% 23% 19% 19% 22% 16% 17% 18%
Slide 22: Engaged colleagues delivering outstanding end-to-end customer care
Engaged colleagues delivering outstanding end-to-end customer care Be Present Take Responsibility Work As One Team Over 11,400 (1) Customer facing colleagues Create Memories 22 Jet2 plc Financial Results | Year ended 31 March 2025 (1) Includes pilots; cabin crew; front of house airport ground staff;
Slide 23: Creating Memories - fantastic 'Customer First' holiday experiences!
Creating Memories - fantastic ‘Customer First’ holiday experiences! The countdown Airports, made Service in Touch down, Support, from begins simple the sky chill out start to finish Customers who have rebooked 92% within 25 months (2) 66 64 PROMOTOR PASSIVE DETRACTOR Satisfied or Very Satisfied (1)
Slide 24: Outlook
Outlook Summer 2025 vs Summer 2024 FY2026 vs FY2025 On sale seat capacity up 8% at 18.5m On sale seat capacity up 9% at 24.4m Customers still eager to get away from it all, provided Cost certainty: over 90% hedged on fuel and FX for full pricing remains attractive year 135 aircraft at peak Summer 25
Slide 25: Appendices
Appendices 1. Market coverage 2. Our Awards 3. Sustainability 4. Our NetZero 2050 roadmap 5. Existing debt maturity profile 6. Glossary of terms 7. Important information
Slide 26: Market Coverage
Market GLASGOW Coverage 2.2m EDINBURGH BELFAST 2.1m INTERNATIONAL 1.7m NEWCASTLE MANCHESTER 2.9m 5.6m LEEDS BRADFORD LIVERPOOL 3.8m 2.6m EAST MIDLANDS BIRMINGHAM 5.0m 58 Million People 6.4m LONDON STANSTED Live within a 90-minute drive of our bases. NEW FOR LONDON 9.5m This reaches 85% of the popula
Slide 27: Our Awards
Our Awards Jet2.com Jet2holidays 4.4 4.5 28 Jet2 plc Financial Results | Year ended 31 March 2025
Slide 28: Sustainability
Sustainability 141 A321neo pipeline SAF 20% lower fuel 2% SAF secured for 2025 consumption per seat (and calendar year lower CO2 emissions) In the air On the ground In resort Encompasses all the Includes activities carried Comprises activities activities associated out by our ground associated with
Slide 29: Our NetZero 2050 roadmap
Our NetZero 2050 roadmap £1.2m pledged to fund 15% Scope 3 emissions £0.7m pledged to fund apprenticeships apprenticeships reduction vs. FY24 and Social value normalised against targets At least 70% SAF First Sustainability Over 1,000 tonnes of CO2e/ RPK 22m single use plastics £1.4m pledged to Stra
Slide 30: Existing debt maturity profile
Existing debt maturity profile Future funding through a variety of sources: • Free cash flow; debt: aircraft financing; JOLCOs; DCM • Target of >65% of owned fleet unencumbered by S30 300 Debt Maturity 2026-30 260 250 ~£0.8bn 237 200 150 146 £m 119 100 57 50 0 2026 2027 2028 2029 2030 Financial Year
Slide 31: Glossary of terms
Glossary of terms ATOL Air Travel Organiser’s Licence Total Package Holiday Price (net of taxes) paid by the customer excluding discretionary non-ticket revenue, divided Average Package Holiday Price by the number of Package Holiday Customers departing in that period Flight-only Net Ticket Yield Fli
Slide 32: Important Information
Important Information These Presentation Materials, which are the sole responsibility of the Company, do not in interest rates and foreign currency exchange rates; changes in applicable laws and constitute or form part of any offer for sale or subscription or any solicitation for any offer to regula
Slide 33: Nothing Beats A Jet2holiday!
Nothing Beats A Jet2holiday!