Hi, good evening, everyone. Welcome to AirAsia X first quarter results briefing. Today, here with me, I have Bo Lingam, Group CEO; Farouk Kamal, Deputy CEO; Kar Chuan, Group CFO; Lavinia, Group Head of Finance; Amanda, Chief Commercial Officer. The Bursa results have just been uploaded, and we would like to go through the results. Before that, if I can give you some reporting structure guide.
Can they hear us?
Yes.
Yeah. Okay.
On 16th January, we completed the acquisition by AirAsia X of acquiring AirAsia Berhad and AirAsia Group. However, under accounting standard. You can mute. Sorry. However, under accounting standard, this is treated as a reverse accounting. For reporting purposes, AAAGL is treated as the acquirer. In the Bursa statement that you will see today, there is no comparative P&L and cash flow as it is not an apple-to-apple comparison. Therefore, we have omitted the first quarter 2025 comparatives for P&L and cash flow. As for the balance sheet, the December 31st, 2025 actually refers to only AAAGL, which is the Thai, Indonesia, Philippines, and Cambodian entities, but excludes the original AirAsia X and AirAsia Berhad. Therefore, it does not represent the enlarged group.
At the back of this presentation, we have included the pro forma financials for your guidance in terms of when one to do the comparison. I will pass the presentation to Farouk.
Hi, good evening, everybody. I'll just run through the presentations before we go to questions. The first Q headline is underpinned by strong underlying operating profit, albeit we faced some higher fuel prices seen in March. On January 16, we undertook the massive strategic milestone, which was the aviation consolidation, bringing seven airlines under a single streamlined platform. As everyone is aware, this is our first ever result as a combined entity, unlocking network and cost synergies together with it. In terms of 1Q operating statistics, it is underpinned by resilient demand. We carried 19 million passengers, a 9% increase, with a 10% expansion in capacity. Load factor remains very healthy at 85%, which validates our brand dominance in the region. Financially, the underlying results prove our new structure works.
We achieved an NOP of MYR 199 million and an EBITDA of about MYR 1 billion, representing 17% and 3% margin, respectively. This is also despite absorbing approximately MYR 200 million additional fuel bill in March. Bottom line PAT loss of MYR 129 million is due to non-cash net effects loss of about MYR 232 million. If you strip that away, our core airline operations remains profitable. The challenge in March was when fuel surpassed $200 per barrel. In Malaysia, we face a weekly pricing mechanism. In some of the jurisdictions under our group, the pricing mechanism is adjusted monthly. Regional markets benefited from a lag effect due to that, which provided a temporary buffer for the first Q. Due to the fuel crisis, we have pivoted to a margin over volume strategy.
We have been disciplined with capacity cuts, which is approximately 10% year-on-year for the second quarter, and higher fare adjustments have been incorporated to defend our yield integrity. This is something that we, of course, do and monitor on a week-to-week basis, day-to-day basis, amongst the senior management group. For the quarter also, we improved the liquidity by securing approximately $ 300 million of financing, which demonstrates the resilience of our business also despite the difficulties in the market at the moment. In terms of future-proofing our fleet, the first A321LR has been delivered to us at the end of April. Also, as you are aware, we have recently announced also for the book of A220s, which is also for us to plan for the future. Given the current fluidity in the markets, we have to temporarily withhold the 2026 internal targets.
I think we will come back with them once we have a bit more certainty in how the Middle East outcome pans out. In terms of focus, the priority remains to maintaining robust cash flow and maintaining strict hurdle rate discipline. Can move to page five. Again, the results is defined by resilient core operations despite a fuel spike in March. Top line of about MYR 5.95 billion, 2% increase year-on-year. Fundamentally, it has been volume-driven growth, which is a 9% surge in passenger traffic. Volume successfully neutralized the softening of average fares and RASK, which is roughly about 4%. Demand was strong as we restored capacity to 98% of pre-pandemic levels. Achieved an EBITDA of about MYR 1.01 billion, 17% margin. Again, performance was moderated by a 4% increase in fuel expenses, which was driven by an 8% fuel price spike for the period.
We cushioned the impact through aggressive operational discipline. Maintenance costs were down 7% year-on-year. As highlighted, NOP MYR 200 million, 3% margin. Capacity ramped up. The high depreciation was offset by a 25% reduction in lease finance costs. Bottom line, as highlighted, was hit by the MYR 232 million non-cash unrealized FX, but the core profitability remained robust at MYR 100 million ex-forex. Page six just talks about some statistics. We carried 18.9 million passengers, 9% year-on-year, with a strategic capacity expansion of 10%, sustained a load factor of 85%, and our strategic deployment matched the market, and we were adding the right seats. In terms of PAX growth, March searched PAX growth of 19%, outpaced capacity by 15%. This was of course driven by the festive demand during the period with strong pricing leverage.
We proactively adjusted fares and fuel surcharges to offset rising costs during this period. We were one of the first movers to do so. Maintaining agility was key to protecting the margins during the cost spikes. We successfully captured, redirected European-Asia flows via Central Asia corridors in March. Geopolitical shifts grows our Fly-thru synergies across our aviation network and the multi-hub strategy that we have offered global alternatives to passengers. Ancillaries spend was about RM 55 per PAX. Continues to be 18% of our total revenue, ancillary. It acts as a high-margin cushion against the fuel and currency volatility. Per PAX spend was down, but this was driven by tactical baggage pricing used to protect market share on certain competitive routes. Ancillary remains a fundamental pillar of our profitability model, and we continue to fine-tune it in line with market conditions. We go to operating cost, page seven.
Total operating cost improved to MYR 0.185 , which was a 3% drop. We successfully managed to spread costs over large capacity base, which is a 6% increase on the ASK. This was driven by a drop, primarily driven by user charges, maintenance, as well as finance cost reliability. In terms of user charges, there was a reclassification into other OPEX. The maintenance and overhaul charges dropped 12%. Savings was driven by the normalization of our maintenance profile. Operating cost ex-fuel improved by 13% to MYR 0.1141 . This again proves the core airline operations becoming greener and more efficient and benefiting from a stronger Ringgit. Ancillary, again, represents 18% of group revenue. We recorded ancillary of about MYR 1.1 billion. Baggage continues to remain core at MYR 376 million, 61% of total ancillary. It was down year-on-year due to competitive tactical pricing strategies. Seat selection increased 13%.
It was a strong growth driven by improved dynamic upselling at key digital touchpoints and higher PAX loads. Fly-thru, as highlighted, increased 9% due to improved network connectivity, including capturing high-value travelers moving between Europe, Asia through our hubs. As highlighted earlier, it was roughly about MYR 55 per PAX. I highlighted also just now, this continues to be a high-margin stream, and it acts as one of the key shields against fuel spikes and currency shifts in the market. In terms of outlook, as highlighted in one of those remarks recently, the energy crisis has begun to weigh on what had been a great year, start to the year. In the first two months of 2026, we were firmly on track to meet our internal targets, achieving an NOP margin of close to 9% as we benefited from the peak travel season.
But unfortunately, the sudden fuel spike in March resulted in an additional fuel bill of MYR 200 million. Because those tickets were sold in advance, there was a timing gap in our ability to pass through these costs, ultimately leading us to close the quarter with an NOP margin of only 3%. Our primary objective going forward is to continue to recover these margins. We are navigating this environment with tactical agility, pivoting our strategy to prioritize yield and margin protection over pure volume. I will just run through some of the specifics towards that. In terms of how we manage this current environment, I think the sharp spike in fuel prices will continue to persist, albeit it has come down from its highs. I think it is trading now around $150, $160 levels.
We continue to be vigilant in monitoring this on a day-to-day basis in terms of how we react to this high price environment. In terms of managing this, we have a two-phase approach to it. Number one is obviously to defend the top line. Again, as I highlighted, we were the first airline in the region to increase fuel surcharge and raise fares. This is something that we will continue to monitor on a day-to-day, week-by-week basis. On an ancillary basis, we will push high-margin products such as seat selection, meals, and baggage to reduce our reliance on the fare increases. On phase two, we will protect the bottom line through network discipline. We suspended 21 underperforming routes and reduced frequencies. As conditions improve, we will look to reactivate them in due course.
We also consolidate routes that fail to meet hurdle rates at current oil prices, and we are projecting a 10% year-on-year capacity cut for the second quarter at the moment. In terms of cost rationalization and efficiency, we have implemented hiring freeze, renegotiation with our supplier contracts, and then various other initiatives have also been done on the cost side. In terms of our fleet, page 12, the top priority remains on getting the remaining aircraft out of storage and full reactivation. At the same time, we are also working proactively on our fleet management to ensure that we have optimal fleet utilization. We took advantage of the current environment to opportunistically return 14 aircraft for redelivery at favorable terms, where we have accelerated another six aircraft for this year.
In terms of future plans, as I highlighted, we have A321LR deliveries coming on stream into our fleet, and we also recently announced the 150 narrow-body A220 order book. Next page. In terms of financial resilience and cash flow, we successfully drew down $300 in March 2026 at much more favorable rates than our existing borrowings. Our objective is continue to reduce our near-term principal obligations and then improving on the long-term financial stability. In terms of current initiatives, I think we have highlighted this also in the past. We are doing a new private/public bond issuance, sometimes in 2Q to 3Q. We also actively engage with local and foreign financial institutions to secure better financing terms and to strengthen our cash availability for the period. In terms of cash preservation, we suspended all non-essential OPEX and discretionary corporate spending. We have also reduced duty travel.
There's also a hiring freeze, as highlighted, and we've also optimized our payment cycles with our key vendor relationships. We're working closely also with the regional governments to identify and mitigate any cost burdens to the airline industry. Government advocacy is something that we are continuously doing, and we are seeing positive signs towards that, and which should come on stream hopefully soon. Growth remains to be important because we need to look beyond this current crisis. So, in terms of fleet activation, the final hurdle towards full capacity this year is on target amidst active capacity management that we are currently undertaking. We target all aircraft back online by the third quarter this year. Again, as highlighted, we do have A321LR deliveries, which has extended range and this will reduce our wide-body aircraft needs going forward.
We recently just highlighted we are the launch customer for an A220 order book, which is 150 aircraft, 160 seat configuration with the potential to upsize to a further 300 in the future. I think that's it in terms of running through the presentation. We can open up for Q&A, I think.
Yeah. Thank you, Farouk. So if you have any questions, you can either type it in the chat or you can raise your hand and unmute yourself. Thanks. Any questions from the investment community? Daniel, you can go ahead. Unmute.
Hi, can you guys hear me?
Yes.
Firstly, okay, on your minority interest, can you give me a breakdown of the minority interest?
On the what?
Minority interest.
Minority interest. We have included a page in the last page for the NOP share of the minority interest.
Last page.
The presentation deck. As we knew you would ask this question.
I am not sure whether I have received it or not.
Yeah.
Can you just share with me now rather than have to go through the emails?
Yeah. It is shown on the screen. It is MYR 104 million.
MYR 104 million. Sure. I mean, between Thailand, Indonesia, how much is?
We can email you. Daniel, do you have any other questions?
On your forex loss, can you give me a breakdown? Where does it come from?
Yeah, we can email you.
For this year, this first quarter, how many aircrafts still in storage for this MYR 100 million cost that you say is now operating more aircraft?
Going through checks.
But yeah.
One is in storage, waiting for engine replacement. Five are already undergoing checks now.
Okay. So, in total, there is six aircraft?
Yeah.
In first quarter?
Yes.
Yeah.
Six aircraft under storage. Even question then, five aircraft now currently on checks now?
Yeah, going undergoing checks. That means they're out of storage and going under check and most probably will be up. Today is what? June. June will be all serviceable.
June. All these are pending engines?
No, only one aircraft pending engines. The rest all are just for your normal C checks.
Just normal C checks?
Yeah.
All right. Okay, that is all for me. Thank you.
Sam? Samuel?
Yeah. Thanks, Azita. Hi, guys. Thanks for the call. I have some questions regarding capacity and fuel supply. So, capacity, I [audio distortion] cut in capacity for second quarter. Is that year-on-year or compared to pre-crisis?
Year- on- year.
Year- on- year. Okay. I understand the third quarter it will be more like 15% odd. Is that correct or should we go back?
Yeah, we are actually watching it almost every day and every month. We have not done any forward capacity cut after Q2.
All right. I just assume 10% so far, right? All right. Okay. On the fuel side, I want to ask on the fuel price, so on the paper market, as in the Bloomberg price, it has dropped to about $ 150. But are you all actually paying $150? Because I heard in some regional areas, the so-called more rural or, for lack of a better word, the more ulu areas, the fuel price can actually be a lot higher.
Yeah, that is the de facto.
Right.
Yeah. If it is only here, yeah, but maybe those where outside of the pipeline, then it is called a de facto.
All right. Is the de facto same as pre-crisis or the de facto now a lot higher?
De facto is the same.
Same de facto. All right.
Yeah. Only the fuel.
Okay. I would say that the paper market is right in the sense that it is about $150 now. But the de facto is still the same. I mean, there's still a de facto driven to it, right?
Yeah.
Okay. All right.
I think he said that Malaysia there is a war surcharge, right? Extra MYR 0.08 .
Pardon?
There is that. It's the $150+ because of tankering it from, so they have up the war surcharge.
Is that $150 a barrel or $150?
Oh, it is about MYR 0.08 per liter.
All right. Okay.
Yeah.
Right. Okay. Understood. Also wanted to ask a more tactical question. My understanding is that for Malaysia, the jet fuel supply, we are okay until about mid-July to the July 13th. But for the other countries, what is the situation like?
Other countries, no issue. I think why they say this thing, because the current supply, where they getting, for Malaysia, they'll be going to other places to get it. Just that the price will be a bit more higher, that's all.
Right.
Vietnam earlier they had an issue, but they only had a quota, but now it's okay. Thailand is okay. China is okay. India, I'm only reading on what's on reports, but nothing is being given to us officially. So far, we have not had any issues anywhere yet.
You've been personally checking with them, and so far, [audio distortion]. Right. Is it fair to say that the visibility is short, let's say two, three months, but this visibility is always rolling forward, meaning, the countries that you operate in are constantly being resupplied, refueled, so there's not much risk of going through a fuel cliff where [crosstalk}.
Correct.
Okay. All right. So visibility is short, but no one's falling off a fuel cliff just yet?
No.
Just to give you example, in the case of Thailand, they have adequate supply for the whole year.
For the whole year?
Yeah.
Okay. That is very, very good to know.
I think that's representative of the environment generally.
Okay. I see. All right. Just wondering all this, just going back to AirAsia X, the old AirAsia X, the long-haul route. All those newly launched routes like to Istanbul, Almaty, Tashkent, are they still going to be served or is there a chance that they're going to get axed in?
Almaty and Turkey are there. I think Tashkent we are suspending for a bit, right?
We do capacity management.
Capacity management. We reduce the flights to Tashkent.
All right. Okay.
Okay? Others are still on.
Okay. All right, good. Thank you, everyone. Just jumping i nto the queue . Thanks again.
Thank you, Sam. We have questions from the chat. Based on the current average fare yields and existing fuel surcharge, at what threshold for jet fuel does the group achieve operational breakeven?
This one. Huh?
It's hard to give an answer to this one.
Yeah. Because it's always changing, you see?
Yeah.
Because if I understand it, our fuel dynamics doesn't. It's more of a monthly basis. Most of our fixes are all monthly, i.e., the last one average, we use for this month. Only PETRONAS is on a weekly. To us, to have a breakeven fuel, it's all based on fares. Because our fares are so dynamic, we are also adjusting it. One, I think it's forward-looking based on the current fuel price. Second, we are also looking at every public holiday, whatever people chose to have a holiday in the past. Also, we've got to be mindful of competitor as well. We are actually monitoring for three fronts. We can't price ourselves too high and price ourselves out of the market.
Second question is the margin over volume strategy implying structurally a slower passenger growth ahead? If fuel remains elevated for 12 months, what additional structural cost cuts remain available beyond hiring freeze and route suspension?
Well, I don't think it's representative of the passenger necessarily. But when we do this as a team, we look at route profitability route by route, right? As best as we can now in this current environment, we will preserve the margin for those routes, right, accordingly. So that's what we've been doing the past two months and a bit. If fuel remains elevated, I think there are various levels that we can further incorporate. But I think for the most part, it would be those kind of initiatives, which is again, driven by the route profitability of every single route that we look at. And we just need to manage the profitability of those routes accordingly in the next 12 months. The good news is that we see that at the moment, the price has come off.
In our discussions with our suppliers, this is also driven by the panic element of the early periods subsiding. There was a lot of panic buying and a lot of uncertainty at that time. So, that element has already gone away and, we see a bit more downward trending, so to speak, right, of the fuel price environment.
The next question is, if jet fuel prices were to stay elevated around $ 150 per barrel for a sustained period, could you help quantify the potential downside to AirAsia X profitability and margins under a worst-case scenario?
That is a tough question. I think it is very fluid at the moment to provide that kind of guidance. We do manage this and monitor this on a daily basis. But suffice to say that at the moment, the priority is to maintain cash flow and EBITDA positive for the period through the levers that we have driven by capacity as well as through the fares and cost discipline.
The next question is, despite softer consumer sentiment globally, AirAsia X ticket prices have remained relatively resilient. Question for Amanda. Are you still seeing strong follow-up booking yields? Are there signs of pricing pressure emerging in certain routes?
Overall for April and May, load has already gone beyond 80%. For May itself, we are starting to close beyond 80% as well. In terms of fare-wise, at this point of time, definitely there is a fare hike. Currently, we are trending around 20% of fare hikes versus last year. Also, just a note is this quarter is always a lean quarter post all festives in some of the major markets like Malaysia, Thailand, Philippines, after Easter, as well as the Australian market as well.
Next question is there a need to beef up the shareholding fund to prevent PN 17?
We do explore all options. I look at this more from a fundraising perspective. We do not discount any avenues for fundraising. Of course, as you are aware, we do have the annual mandate that we can tap on, as well as all the other fundraising initiatives that I highlighted earlier. But I do not necessarily rule out any fundraising opportunity at the moment.
Can you share more about the government support that you are getting?
Some of this I cannot share yet because of the nature of the transaction. But there has been a lot of government advocacy in terms of reducing the cost charges that are incurred in the airline business. From an airport perspective, we have also been discussing with the government to support on extending credit terms in order to match the cash flow profile of the business currently. It is along those lines currently.
Next question for Amanda. How is the China route recovery progressing versus management's original expectation? Are load factors and yields already back to pre-pandemic economies? Or is pricing competition still intense?
For China, it is a bit tricky right now, as most of the Chinese carrier, we do not see much of a fare hike yet. The main Chinese carrier, we are seeing them cutting capacity. I think you have seen some of them in the news already quietly cutting their capacity. Overall, for us as well, we have trimmed down some of the non-profitable routes for China market.
There are some more questions in the chat. Is there any more questions from the call? Daniel, you have your next question?
Hi, can I check. As of today, in your operation, now is May. For first half of May, you guys already raised your ticket prices to address the higher aviation fuel charges. Are you guys in net profitable mode or break-even mode?
For when you are asking?
Which period?
For this May period.
Are we allowed to say?
Yes, you can.
So whether in-
The sales are still ongoing.
Sales are ongoing.
The sales are still ongoing, and of course, we price our ticket based on certain rules, et cetera. If an increase, then we will increase certain key costs like our capacity has recovered. Prices are fair increased. Your answer is whether we are break even at this juncture, I think it is a bit hard to answer.
For your first half of May, what kind of load percent are we looking at?
What? The load or, what?
Yeah.
Load factor. What is the May load factor?
We are targeting to go beyond 80%.
I see.
Current pacing, as of today pacing is good.
Until today, whatever data you have for May or June, you are looking at, you already achieved 80% just on the 14 days.
Yes. We are targeting beyond 80% for sure from May, and the pacing is good at the moment.
The bookings are coming.
It's tracking basically.
Tracking well.
Yeah.
We're looking at above 80%.
I see. Okay, another thing. I look at your Bursa announcement. You've mentioned that the average jet fuel price was $110, correct?
Correct.
But when I look at your presentation slide, when I do average, all this, unless we do, right, it seems to be near to $120 average rather than 110. What's the difference between the numbers that you show in the slide and the Bursa announcement?
That's a good question. Sure.
This is $110. We look at May 18, fare chart.
I know. Based on your slide, when you show the search in the jet fuel price.
Yeah. So that one is the market price. That is the market fuel price. What we get, as mentioned, is different because Malaysia, as mentioned, is a weekly adjustment. When we fly to, say, Hong Kong or other markets, there is a lag. It is basically a one-month lag, or it could be two weeks lag. So, the market price is $ 190, whatever, five, I think, that we show in the slide. But if you look into our numbers, if you take our fuel expense of MYR 2.159 billion divide by the fuel consume of 4.9 million divide by exchange rate of MYR 3.97, you will come to 110.
I see. Okay. That is all from me for now. Thank you.
There are some questions from the chat on cash flow. Given the recent tensions and fee volatility, could management share how AirAsia X cash flow and liquidity position are holding up currently?
I think currently for us, we did have those certainty. I think we have sufficient funds. If whatever we actually acquired cannot be selling, I think part of it is position we have. We have also government capital. I mean, we have those sort of assistance from government and some of those other certain large creditors, they understand. So, these were actually given because I think for us to actually match the cash flow before our revenue recover and start paying out again.
My next question is also on cash flow, similar conversation. Could management provide some color on the operational cash burn or net cash generation trend for April and May? Under recent higher fuel price environment and under stress scenario, assuming current conditions persist, how long can AirAsia sustain operations using existing liquidity without requiring external fundraising or capital injection?
Yeah, [uncertain].
I mean, at the moment, what is happening was, as I highlighted earlier, we are managing payment terms with our key vendor key relationships. I think we can sustain further from a four- to six-month kind of horizon. That is my estimate, before we need further assistance from anybody.
Have you already going with our fundraising activities even before the war. Those fundraising activities are already in process, so I do not see any liquidity issue until end of the year.
Yeah.
You mentioned earlier that you had absorbed a MYR 200 million additional fuel bill for March due to tickets that sold earlier. Could you share some color on this number for April and May?
For April, our additional fuel bill was roughly additional MYR 400 million. For May, we have not closed yet. Also, remember we said we did do capacity cuts. The capacity cut in May is actually higher than 10% on a year-on-year basis. So that could actually reduce the fuel bill.
Also, with the fuel surcharge and the increase in fare, which will cover up for the extra fuel bill that incurred in March and part of April.
Our next question is on baggage. Could you provide some colors on baggage tactical competitive pricing that we did?
Sure. Baggage is, as everyone know that we are doing the dynamic pricing, meaning the longer routes, potentially the fee for baggage is higher. Some of the routes that we need to remain competitive. As example in India, most of the carrier actually gave away free baggage. That is what we are running to protect our market share, to make sure our plane are full as well. If you refer back to the Q1 numbers, ancillary is slightly down. That is mainly due to we added so much capacity in the domestic sector.
Just a comment from an investor. Appreciate how bid stayed strong, and all the best for upcoming quarters.
Good.
Thank you. Any last questions before we wrap up?
Hi, me again, Daniel. Can I check with you, okay, of all the countries you have Malaysia, Thailand, Indonesia, Philippines, and Cambodia . Which are the countries actually you believe is facing the toughest situation now or the market? I know it is too much to handle. For Malaysia, we do believe you may stay profitable, but how about Thailand, Indonesia, Philippines, for the next coming two quarters still? Especially how long will you still be good?
Thailand, I don't see an issue because currently after Songkran is always a low period. I think Thailand should be okay. I most probably only concerned on Indonesia and Philippines because of the Forex. The Rupiah has gone up super high. Even the Peso, sorry, has gone down. Same with the Peso. These are the only two things. Demand is still there even with the capacity cut after Easter in Philippines. When the peak season comes back, we will go back with a healthy load. Only issue is on their Forex.
Of course. Thailand.
Thailand.
You mentioned we are not so concerned about, but I think they mentioned they are cutting 30%, right?
They are cutting 30% at that time because of fuel. Because where those airlines fly, like TG and all, is overseas. They are worried about their fuel. Those domestic cuts, 30%, is basically to conserve because it is a very low period after Songkran.
Low.
It is a yearly thing. It is just that fuel price is high now, so they say, "I would rather park the aircraft than fly it.
The 50% cut is on a quarter-over-quarter basis or on a year-on-year basis you are referring to?
Do not know about other airlines.
So, for CAA is a year- on- year.
Yeah.
[audio distortion]. For the second quarter, first.
50% year-on-year. For outward or Malaysia side?
Malaysia side, what about 10%?
Yes.
Yeah, slightly less than 10%. Maybe about 8%.
Philippines, Indonesia?
Indonesia also about 10%.
Philippines?
Philippines, I would say about 15%.
10%-15%.
10%- 15%. Yes, because it is a low period also for them.
This is for the period of May and June, is it?
Until July.
Until July.
Am I right, Amanda?
June.
June. Until June.
That is it for me. Thank you.
Thanks.
Any change in your fuel hedging strategy. Not hedging at this point of time.
Yeah.
Yeah.
No change.
Something that we've been looking at even before the war, but with the war coming, pointless of looking at fuel hedging.
Okay.
Any other questions? Earlier I saw Ian raise hand, but I don't see anymore.
Can I have another questions?
Sure, Daniel.
Since when did the AirAsia Group start to raise ticket price or fuel surcharge?
On the March 5th or 3rd .
Yeah. A week into March 5th.
5th March.
Yeah.
By end of April or end of October, how much has total has the overall fare price increased or with the surcharge?
You mean the before war and after war is it?
Yeah.
So, it's about [crosstalk].
During war
Is about 60%.
60% up?
Yeah.
Before and after.
Yeah.
60%.
It's not after, it's still going on.
War is still going on.
But the fuel price has been raised to go now at $160, is it?
$150, yeah.
$150. Now it's been raised about $150, $160 level, do you guys still see the need to raise ticket price?
Yes, of course, I want to recover from March. Then the fourth quarter results for this year, you will ask me, last year why you didn't collect. I'm collecting whatever I've lost in March.
Okay. At the moment to make sure is that you do not foresee that there's a need to do restructuring again in order for, so award from PN 17.
No, I don't see an issue at this point of time.
At this point of time.
Nope.
What would be the condition for AirAsia X to actually come back to this PN 17?
Follow the Bursa rules. The 12 point something, n umber one is hitting below 25% of your equity.
I think in short it's your shares equity MYR 40 million .
Yeah.
Presumably more. Then we've got one more share cap reduction that we have not done yet. We are going to do it in H2 much after we announce this result. Then that threshold of liquidity drop down to $35 million.
Today.
Yeah, MYR 800+ .
MYR 700+ , yeah.
MYR 800, sorry, MYR 800+ .
Total equity is MYR 872 over MYR 4.9 billion, is it?
Yeah, but you look at the MYR 800 [crosstalk].
It is the [uncertain] number.
The MYR 872, if it falls below the MYR 40 million or the 25%, as you mentioned, that will trigger PN 17.
But that is only roughly 25%, right? No?
No, because it is all, we shall raise the worst.
We shall raise [uncertain].
It is MYR 40 million.
MYR 40 million.
MYR 40 million.
Below MYR 40 million will trigger PN 17.
But the condition also below 25%, right?
You read the whole sentence of that part and para, that [uncertain] you have 25% and you have MYR 40 million.
Oh, so both could be met in order to be considered PN 17.
Correct.
All right. Okay. Thank you.
Samuel?
Thanks. I got a follow-up question. Amanda, just now you said that fares have been up 60%, 70% now compared to pre-war. I just heard a 20% number, so wondering what that is referring to. Then, during the press conference that we had about last month or a couple of months ago, I think [uncertain] mentioned that the fare increase is 30%- 40%.
Okay, fare question. The fare increase, how we do it, our approach is, we will take on a week-on-week basis. Every week, example, the fare will go up by 10%, 15% subject to the demand. Our role here is not just to quickly raise it, but we need to balance with the demand coming in. The one that I just mentioned, during the press conference, it was how many?
It was about 30%-40% at that time.
Yeah, at that time. Now, the last two weeks we have raised another 20%. That's how now we are at about 60%.
Right. Okay. So, and this one, a bit earlier you mentioned that the 20% number. Is that [crosstalk].
That one is quarter- to- quarter, including forecast.
I see. So, I guess that is blended together with the [crosstalk].
Yes.
Seats have already sold beforehand, right?
Yeah.
Okay. All right. Great. That's very helpful. Thank you, Amanda. Thanks.
Welcome.
There's a question on fuel supply. Any fuel supply concern for Indonesia and Philippines specifically?
No.
[uncertain]? I think we're going to wrap it up. Thank you everyone for dialing in so late. If you have any other questions, please do reach out to me or the other investor relations team. Thank you so much.