Jet2 plc

morning everyone and welcome to our interim results presentation for the period ended 30th of september 2025. uh the format this morning will be i'll go through the first half highlights i will then pass over to gary brow our chief financial officer who will give a financial update and then gary will return the microphone to me and I'll go through a strategy update. There'll then be a period after that for any questions which we'd be pleased to answer. So, first of all, record passenger numbers, revenue and profitability. Further growth in the first half across all our key metrics, we delivered record numbers. Passenger numbers were 6% higher, including the encouraging first summer performance at our Bournemouth and Luton bases. Strong financial performance with group profit before FX revaluations at 1% and earnings per share 8% higher following our £250 million share buyback programme. We are also pleased today to announce a further share buyback programme of £100 million. have a strong balance sheet and access to ample liquidity which are vital in this fast-paced capital invest intensive industry 3.4 billion pounds of cash gives us financial resilience and supports investment in our growing fleet we operated 23 airbus a321 neo aircraft in summer 2025 and that represented 17 of our total fleet We're also delighted to announce the launch of operations at Gatwick Airport, a once in a generation opportunity to accelerate our growth. Next slide. Our growth strategy is to be the UK's leading and best leisure travel business. We've made strong progress against all of our strategic pillars supported by our fantastic colleagues who are dedicated to delivering exceptional customer service. Our brands continue to be recognised by leading independent customer-focused organisations including Witch, TripAdvisor, Trustpilot, FIFO and of course the UK Institute for Customer Service. Our customers love us and they come back time after time. Through initiatives like MyJet2 we now know them better than ever and our key metrics in this area show exactly this. We continue to invest in our digital and operational infrastructure, the Retail Operations Centre, our revenue management system and of course our second maintenance hangar at Manchester Airport. Our fleet renewal programme is delivering against our sustainability targets and we expect to operate 31 Airbus A321neo aircraft in summer 26. And that represents 22% of the total fleet, which is five points higher than summer 25. Next slide. Gatwick truly is a once in a generation opportunity to accelerate our growth. Gatwick is the busiest single runway airport in the world and a once in generation opportunity came our way through the release of additional slots at Gatwick Airport. We will have access to 50 million people within a 60-minute journey by road or rail of Gatwick Airport. We have flights and holidays on sale from March 2026 to 29 destinations across the Mediterranean, the Canary Islands and European leisure cities. The programme will consist of six aircraft and we hope to be able to grow that organically as we become established. We expect the new base to be profitable in financial year 29 and it should deliver meaningful profit growth thereafter. In September 25, the DFT approved the Gatwick expansion programme to operate a dual runway subject to a six-week appeal process. The new Northern Runway is anticipated to be operational by the early 2030s, enabling the capacity of the airport to rise from 45 million to 60 million passengers per annum. That will present us with a fantastic opportunity to grow significantly. So the next part of the presentation, I will pass you over to our Chief Financial Officer, Gary Brown, who will give you our financial review.

Thanks, Steve. Good morning, everyone. I'm Gary Brown, Group CFO here at Jet2, and I'm pleased to present our financial results for the six months ending 30th of September 2025, together with some thoughts on how we think about capital allocation here. So moving to slide 7. We've included this slide as it's often easy to lose sight of where the business was relatively recently and where we are now. We flew 19.8 million passengers in the financial year ended 31st of March 2025, which means we've been grown at just under 8% a year since 2019. Our revenue has gone up even faster, averaging about 16% since 2019, mainly because more of our customers have been choosing package holidays. In fact, in 2025, these made up 66.5% of our total passengers, up 17 percentage points as compared to 2019, with package holiday revenue making up over 80% of our total revenue. Back then we had nine UK bases and an aircraft fleet of 90 primarily midlife Boeing aircraft, a composition that is rapidly changing, as you heard from Steve, underpinned by our firm Airbus delivery schedule, the A321neos making up 17% of our fleet in summer 25. Operating profit has more than doubled, up 118% to £447 million in 2025 from £204 million in 2019, and we're also making more operating profit per sector seat, which has risen from around £15 to £20, a 35% increase. Our basic earnings per share are up 132% compared to 2019 and our average return on capital employed over the three years since the pandemic is 17% and one of the best in the industry. As you will hear, this strong financial track record and the continuing evolution of our business, ongoing confidence in our future growth prospects. On to slide 8. Our key stats illustrate how our flexible, fully integrated operating model is capable of adapting to changing consumer trends. They also demonstrate our clear focus on optimising profitability through a combination of volume, pricing and product mix. First things first, more people are choosing Jet2, an extra 750,000 passengers, or 6% up on last year. This summer, more people chose flight only, which was up by 16%, as customer booking trends continued to be late and we saw more of those last-minute price-sensitive deals. We've consistently stressed that both our products are of vital importance, and it's great to see customers recognising the clear value that our flight-only offering brings. Friendly flight times, an industry leader for not cancelling flights, and with the added benefit of our red team of customer helpers providing their outstanding customer-first service. Package holidays are still a hit, growing 1% to a record 4.73 million customers, and as you know, they bring in a higher profit per customer. Prices for package holidays held up well, rising 3% as we were able to pass on most of the cost increases from our suppliers. On the flight only side of the business, the average ticket price dropped 7% to £122 because we ran more promotional offers, which were supported by the targeted reallocation of marketing investment to optimise load factors in a pretty competitive market. Pleasingly, we also made 4% more per passenger from our non-ticket revenue streams. Having more flight-only passengers meant we earned more whole baggage income, whilst our in-flight retail offer saw spend per head grow a further 4% due to consistently strong onboard product availability made possible by our in-house retail operations centre, plus the launch of a new onboard product range. Looking now at slide 9, revenue was up by 5%, primarily due to the growth in passenger numbers, but also helped by the increase in the package holidays price. What I would describe as our underlying operating cost base was well controlled and up by 4.8%. Some of the main influences on this growth were in terms of our hotel accommodation costs. They represent about 45% of our full year cost base. They were up 7% with inflationary rate increases of 6% plus an increased proportion of bookings to higher star rated and all inclusive hotels as customers treated themselves being the main drivers. Excluding the impact of SAF premiums due to the SAF mandate increase, our fuel costs, which are just over 10% of our cost base, were down 3% on a like-for-like basis, as a 7% increase in flying activity was offset by a 5% reduction in the blended fuel price, a 3% efficiency improvement from the growing A321neo fleet plus some FX benefits. Landing, navigation and third-party handling costs, which are towards 9% of our cost base, rose 10%. The growth above flying activity linked to average rate increases across UK and European airport bases, with notable increases in Euro control charges and third-party handling costs in Turkey. We also saw efficiencies in marketing spend coming through as investments we've made in our digital marketing technology infrastructure helped improve underlying cost per acquisition. Beyond our underlying cost base we incurred over 30 million of additional costs including the increase in employer NI and national minimum wage imposed by government of about 11 million an extra £17 million in premiums for sustainable aviation fuel as the SAFT mandate jumped to 2%. Finally, we invested to firmly establish ourselves at our two new bases at Bournemouth and Luton in the first summer of operation. In total, these additional costs added a further 0.7% of overall cost growth. That said, our EBIT or operating profit margins were still healthy at 13.4%, whilst our basic earnings per share were up by 8%, aided by our 250 million share buyback programme. Return on capital employed sat at 23.5% halfway through the year, though it'll dip a bit by year-end due to second-half losses, which are normal for our business. Turning the page to slide 10, our EBITDA was up by 2% compared to last year with our net cash generated from operating activities still strong at approximately 700 million, although down on last year due to the later customer booking curve. Our cattle expenditure investments included payments for six owned Airbus A321neo aircraft, a spare Leap 1A engine to support the growing Airbus fleet, plus normal maintenance on our existing Boeing aircraft. In addition, our second maintenance hangar at Manchester Airport opened in August which means we can now support six lines of aircraft maintenance across both of our hangars. First half free cash flow was £370 million, meaning that since the pandemic we've generated approximately £2.5 billion of free cash, which enables us to confidently support our strategic capital allocation. We also chose to pay off certain aircraft loans for four of our Boeing 737-800NG aircraft. It was six last year because they were more expensive than what we can now achieve in the Jolicoe market. On top of that, we bought back and cancelled £231 million worth of our own shares as part of our £250 million share buyback programme, which completed just after the end of the reporting period. Moving to slide 11. First thing to say is that we have one of the strongest balance sheets in the industry with access, as Steve has said, to ample liquidity, which we think is essential in what is a fast-paced capital intensive industry. We took delivery of nine new A321neo planes, six from our long-term aircraft order and three we've leased to fill short-term gaps in the delivery profile. We also used the Jolco market to finance four of the nine new aircraft, raising 191 million. Our total cash was down 242 million compared to last year, mostly due to capital allocation decisions, which included the majority of the 250 million share buyback and the repurchase of the convertible bond in the second half of last financial year. Customer cash was broadly flat year on year due to the late booking curve and higher mix of flight-only bookings. As you've seen in the past, when we quickly capitalised on the demise of Thomas Cook, and also during COVID when we were able to make the right decisions for our colleagues and customers, this strong financial foundation has, on this occasion, allowed us to confidently pursue our growth ambitions at London Gatwick in the full knowledge that meaningful start-up investment will be required to provide a solid operational platform which, over time, will enable us to fully capitalise on the scale of that opportunity. Finally, in a further demonstration of the confidence in the group's sustainable cash-generative business model and the board's conviction in the prospects for the business, we have today announced an on-market share buyback programme of up to £100 million. Shares will be cancelled following purchase, providing a further positive enhancement to earnings per share. Turning to our capital allocation framework on slide 12, let me quickly walk you through how we think about capital allocation. It's really all about making sure we invest in our business to ensure it remains resilient and keeps evolving to the ever-changing consumer landscape. It's about keeping our balance sheet in good shape to service our debt obligations and keep the cost of debt down. and it's to make sure we're well protected if anything unexpected comes along. On the flip side it also means we've got the flexibility to invest in exciting growth opportunities as and when whilst providing good returns for our shareholders. As you've seen we're continuing to deliver solid operating and free cash flow which means we can invest in the business recently launched in both Bournemouth and London Luton airports. We've been encouraged by their performances and are looking forward to continuing to grow in these regions by building our brand awareness and understanding and steadily growing a loyal customer base. Looking ahead, we're now gearing up for Gatwick to get underway in March 26, which is a fantastic opportunity for us to further accelerate our growth, bearing in mind that, as Steve has said, the catchment area is over 15 million people within 60 minutes of it by road or rail. And we continue to invest in tech and infrastructure, with our AR-led revenue management system pilot underway, our second maintenance hangar at Manchester Operational, and our groundbreaking retail operations centre now fully automated. Our total and net cash position remains strong, allowing us to be flexible around our debt obligations to reduce the overall cost of debt, whilst giving the Jolko market the confidence to continue to do plenty of business with us. And in terms of shareholder returns, we've bought back 250 million of shares, or approximately 10% of the current market cap of the company, which helped push our EPS earnings per share up by 8% and by 132% since 2019. And we've also increased the interim dividend whilst announcing another buyback of £100 million today, which will take us cumulatively to over 13% of the current market cap return to shareholders. Finally, on slide 13, how are we thinking about the medium term? We know there are many companies in this industry who have flown too close to the sun in the way they ran their balance sheets and leverage position. From our perspective, we believe remaining at less than two times net debt to EBITDA on an own cash basis brings a pragmatic balance between protecting the business, but also manageable levels of leverage to maximise returns. As at today, we've got plenty of headroom against this target, but as we take more aircraft and finance them, this level will drift up. We've said previously that we learnt a lot during Covid, where we went into that period with just over half a billion of our own cash and an undrawn RCF of 100 million. This allowed us to treat customers with respect in returning their deposits quickly and gave us the breathing space to make the right decisions for our business and in particular our colleagues. As you've heard, our business has grown by over 100% since then and we believe that our own cash balance of between 600 and 700 million at our year end, which is the low point in the cash cycle, plus and under an RCF of 500 million gives us the necessary breathing space should we ever encounter something similar. Just to stress, we don't expect to grow this own cash target as the business continues to get bigger as we feel this is the right level. Average capital expenditure from FY27 to 30 is in the region of £950 million given current visibility of our Airbus fleet pipeline and we believe financing approximately 50% of these aircraft is very much in line with our historical business philosophy of wanting to earn a good proportion of these valuable capital assets which we intend to fly through to end of life. This would mean approximately 65% of our total aircraft fleet would be unencumbered by the end of 2030. Finally, and has been seen recently, subject to maintaining our capital allocation principles and assuming satisfactory financial performance, we would look to return excess capital to our shareholders. I'll now hand back to Steve, who'll talk you through the other slides.

Thank you very much, Gary. I'm sure you'll all agree a very impressive set of results and some very clear messages. So next slide, Jet2's investment case. Our investment case clearly demonstrates why Jet2 is an attractive prospect for investors both today and for the future. We have a growing market. Although holidays are classed as a discretionary purchase, many, many people within the UK class them as an essential purchase and prioritise that above many other things, including lottery ticket sales, streaming services, nights out, social occasions, etc. Over the last couple of years, we've added more bases. Liverpool, Bournemouth, Luton, and latterly, our 14th UK base, Gatwick. And this increases the reach from 58 to 61 million people. That covers 90% of the UK population. Size and scope of the offer. We're the number one tour operator in the UK. We've got a great product range at over 75 destinations across the Mediterranean, Canary Islands and European leisure cities. We're adding more and more hotels every year in response to the demands of our customers. We speak to our customers, we listen to what they say and we act on what they tell us. We've got a fully integrated operating model. We control our seat supply. We do self handling at many bases. We have our own training facilities. And of course we have the retail operations center, which is now fully automated. Our tour operator only uses one airline, jet2.com. Why? Because it's the best airline in the UK, according to TripAdvisor, the best airline in Europe, according to TripAdvisor, and the fifth best airline in the world, according to TripAdvisor. Why would we trust our customers on any other airline? We have a customer-led offering. Our net promoter score is in the mid-60s. That's on a par with some of the best brands in the world. We have a 62% repeat booker rate for package holidays. On sustainability, we remain committed to our sustainability targets outlined in our strategy document and our fleet renewal programme is progressing in line with expectations. This will aid a reduction in our carbon intensity ratio. We have a clear path to growth. We've received 23 Airbus A321neo aircraft, the most fuel efficient and quietest aircraft in its class. And we have over the next 10 years, another 132 Airbus aircraft that will provide us with the ability to replace retiring aircraft and also provide a guaranteed stream of aircraft to fuel our growth ambitions. You've heard from Gary, consistently strong financial delivery. We have a strong balance sheet with which to underpin our growth at Gatwick and other bases. And this will continue with the prudence that we have shown over the last few years. Our growth agenda. Our growth agenda consists of two pillars. The first one, defend and strengthen the core. We have a committed firm aircraft order. This will facilitate further growth at our recently opened bases and will position us to capitalise on potential expansion at Gatwick. This order was done during the pandemic period and provides us with a guaranteed delivery stream and this will help us to provide very accurate plans as to our activity in the future. Our reach, we have an Atoll license for 7 million customers, and this represents a 20% share of Atoll licenses. We over index in the over fifties and people with a higher disposable income, and this gives us protection in economically challenging times. 33% of our customers were defined as affluent achievers as compared to 22% of the UK population. We're leveraging technology. We have the pilot for our revenue management system underway, and this will cover 5% of our flights. As a reminder, our revenue management system uses artificial intelligence and many external data points in which to price our flights competitively within the market. The early results are encouraging and assuming continued positive performance, we plan to progressively roll out across the majority of flights in the forthcoming financial year. The next pillar is to extend our reach and diversity. Personalisation and customer diversification is key. MyJet 2 has helped increase share of bookings through the app to 31%. That's 5% up year on year. MyJet 2 perks has recently been refreshed, giving members the chance to access new exclusive discounts as well as giveaways across a range of popular brands and retailers. Tomorrow's Reach. Following the Gatwick launch, we will expand our market presence to 61 million people, attracting new customers thanks to improved reach, but we also have strong retention rates underlining our strong customer-first approach. Leveraging technology. The leading edge automation equipment installed at the retail operations center alongside data intelligence will in time support an improved onboard retail experience for all our customers. We will aim to have the right products at the right time every time, further optimizing our in-flight revenue potential. We've also invested heavily in our marketing technology and there'll be more details on this in a future slide. Next slide. Fleet. We're committed to growing and replenishing our fleet to support our growth agenda. We will get additional ACMI aircraft for summer 26 to enable the allocation of six aircraft at Gatwick. But the Airbus delivery programme is unchanged and will support any further growth at Gatwick or any other bases By summer 32, you can see from the chart, we'll have a total fleet of 161 aircraft, of which 124 will be CFM-powered A321neo aircraft. In our opinion, this is the best narrow-body aircraft in the world today in terms of fuel efficiency and noise. The average seat gauge will increase from 197 in summer 2025 to 223 in summer 2032, as the proportion of 232-seat NEO aircraft increases. We therefore expect total seat capacity to increase at a compound annual growth rate of 4.4% across the period. Investing in our fleet. Investing in our fleet is key to maintaining our competitive advantage. As we increase the mix of A321neo aircraft in our fleet, it's important to recognise the significant benefit this brings to the group. For example, a Boeing 737-800 aircraft seats 189 passengers. However, the A321neo seats 232 passengers. Quite simply, we'll be able to take more people on holiday with less emissions per passenger. The A321neo is a crucial part of our climate transition plan. Additionally, the average cost per seat saving of £10 was realised over summer 25, primarily driven by fuel and carbon savings, and these savings will increase over time with the increase in the numbers of aircraft. To summarise, 23% more seats on a NEO, 20% fuel and carbon usage reduction per seat, 50% less noise than our existing fleet, which makes it a very attractive aircraft for many airports, and a £10 average cost per seat saving. Next slide. Size and scope of offer. We have a diversified flying programme at Jet2 and we operate to 25 countries, over 800 resorts from 14 UK bases, that's 75 destinations and over 600 routes. We operate to the Mediterranean, the Canaries and European leisure cities. We've offered more destinations in summer 25, Pula in the extreme Riviera, Agadir, Marrakech and Jerez in the south of Spain. For summer 26, we'll be launching Samos in Greece, La Palma in the Canary Islands and Palermo in Sicily. This shows that we're continuing to diversify our offer, respond to our customers and give them the destinations they have asked for. You can expect more destinations to be announced in the coming months. Next slide, driving loyalty across our customer base. Quite simply, our goal is to guide customers from their first booking to becoming loyal advocates of the brand and move them up the loyalty ladder. First rung on the loyalty ladder, new customers. We welcome new bookers with a seamless experience and personalised follow-up. From the moment they contact us on the website or in the call centre, we make our customers feel welcome. Our customer service starts there. We look after them pre-travel, on holiday and when they return from holiday through a robust and comprehensive communication programme, making our customers feel special before, during and after travel. next rung on the ladder is repeat we nurture customer engagement through tailored messaging relevant content an unrivaled product that encourages repeat booking this of course is aided by our significant investment in marketing technology which we'll talk about in a little while This is a very important stage in our booking. Some people will try us once, maybe based on price, and we need to make sure that we get the customer, we nurture them, we keep them interested, we send them relevant content and make sure they don't look somewhere else. The final stage on the ladder is loyal. As customers move up, we strengthen the emotional connection with them by providing exclusive benefits and recognition, turning them into loyal bookers who choose us first and recommend them to others. The more people experience Jet2 and Jet2 holidays, the more loyal they become. By successfully moving our customers from new bookings right through to loyal status, this increases their lifetime value, boosts booking frequency and reduces acquisition costs. Loyal customers are more likely to engage with a brand when they get tailored offers and share their positive experiences, ultimately amplifying the brand's reputation and reach. Next slide with new customers. First of all, reaching new audiences. We have shown at our recent base launches at Liverpool, Bournemouth, Luton and Gatwick that we are very adept in reaching new customer audiences. However, there's an opportunity to do more, to grow our audience by targeting younger demographic customers. Springboarding off our highly successful Nothing Beats meme to increase relevance with this demographic, which is key to deepening our engagement through aspirational, social-first content that taps into their interests and passions. Adding Gatwick Base allows us to grow our reach to over 90% of the UK population, that's 61 million people. The focus of the messaging will be on the breadth of offering, the value that is offered by our products, our credentials and VIP service to drive engagement. We continually strive to improve the size and scope of our offering. We are the number one tour operator in the UK to destinations across the Mediterranean, the Canaries and European leisure cities. We have an unrivaled product choice in excess of 5,600 quality properties spanning over 800 fabulous resorts across more than 75 destinations. And this is increasing every month as we add more in-demand product to our portfolio. We have a variety of brands. Our beach, cities, villas, indulgence escapes and vibe brands provide relevant experiences for different types of customers. Fantastic range of properties. from two star to five star from self-catering to all-inclusive we provide our customers with the choice they they want we don't try to squeeze our customers into the products we want them to book we let them choose We offer fully flexible durations. We allow people the ultimate choice. They can go on the day they want. They can stay for as long as they like. It's up to them. The customer is in charge. Remember, Jet2 Holidays is the company that pioneered flexible duration holidays. All in all, we've got an award-winning proposition. What we have is very highly rated by our customers. You've seen the awards we win, our Trip Advisor ratings, our awards from the Institute of Customer Service. This is highly valued by our customers and we continue to strive to provide them with the best experience possible. A happy customer will tell other customers of the experience they've received with Jet2 Holidays. Word of mouth has proved to be very important. Building on the Nothing Beats meme, we had over 80 billion global video views across TikTok. The song was named TikTok's official Sound of the Summer 2025. We saw celebrity activity from Jeff Goldblum, Mariah Carey and Drake, who visited our hangar with a combined 173 million followers. an estimated 13 million earned media value through the summer and a 12% year on year increase in spontaneous brand awareness amongst 18 to 34 year olds. All in all, We are number one for brand awareness, number one for branding, number one for ad recall, number one for consideration, and the Jet2 brand, Jet2 Holidays, has an 86% awareness. We've taken a long-term consistent approach to building brand equity with our strong visual and sonic branding. We're the only UK travel brand to use a triple platinum chart topping single as our instantly recognized sonic identity. With our effective marketing strategies, we ensure we tap into cultural moments that can be top of mind amongst consumers. Next slide. Retain customers through end-to-end service excellence. We at Jet2 and Jet2 Holidays are famed for our customer service. Multi-award winning throughout the years, we aim to build on that further. We offer four easy ways to book. Our smooth airport experience is famous. Go to one of our airports and be welcomed by our red team who are there to help you through the journey. We offer a VIP service to everybody in the sky. When you get to resort, you meet our red team there who will welcome you, put you on your resort transfer and then look after you in resort. They are there for you 24-7 along with our telephone line. We've spoken to our customers and 92% of them are satisfied or very satisfied. And the customer service scores have increased. Our net promoter score is 64 for Jet2.com, 66 for Jet2 holidays. Compare that with some of the best brands in the world. Jet2.com and Jet2 holidays are firmly there. Building a loyal customer base. Our total marketable database stands at over 11 million customers. Over half of these customers are considered active and have previously booked or travelled with us in the last 25 months. Our database has grown at a compound average rate of 13% since FY22 and this enables a more targeted, personalised marketing experience along with the investments we have made. We provide holidays that are relevant to customers' needs. And this helps drive effective and efficient bookings. We have leveraged our extensive database and MyJet2 loyalty scheme to deliver data-led marketing to grow bookings from our loyal customer base and new customers. This, with the aid of our technology investments, enables smarter targeting, increased retention and deeper brand affinity. Our MyJet2 membership program now has over 8 million subscribers with more than 99% of mobile app bookers being members. The programme complements our customer retention strategy and is designed to encourage more users to book through either web or app channels by providing tailored browsing, exclusive discounts and rewards, a streamlined booking process, enhanced pre-travel support and in-resort experiences. In the last 13 months, we can see that retention rates are 7.5% higher for MyJet 2 members, so we know this is working. on MyJet2 perks. This now includes more offers from brand partners across a range of categories, as well as prize draws, which will continue to be updated weekly. In addition, our two-fold investment in the mobile app and MyJet2 scheme should also reduce reliance on more expensive third-party marketing tools. Together, these form our strategic approach to driving bookings. On the subject of technology and personalization, adopting technology to leverage real-time personalization and automation across the customer journey is essential. We provide real-time triggered emails and app push notifications to a highly personalized web and app experience and targeted paid media. This is done by enabling an omnichannel customer experience using state-of-the-art Adobe products. This suite of products enables us to market to the right customer at the right time, via the right channel, with the right content, the right images, with the right price. This will prove essential in providing a highly targeted and personalized marketing experience to all our customers. And finally, onto the outlook. For year-ended 31st of March, 2026, our winter capacity is up 8% to 5.5 million. The later booking profile continues with average pricing following the summer 2025 trend. And we will have additional Gatwick short-term startup investments. To summarize, Operating profit is in line with market expectations excluding the Gatwick investment. Onto year ending 31st of March, 2027. Summer 2026 seat capacity is up 8.9% to 20.1 million. That includes the Gatwick capacity. Existing bases are up by 3.9% and Gatwick is 900,000 seats. And we have a healthy proportion of cost certainty locked in. Near-term, there will be operating profit margin dilution from the Gatwick investment, but of course, this is a significant long-term opportunity. Final summary, we have a clear path to deliver further profitable growth underpinned by our trusted brand, loyal customer base and proven business model, which gives us ongoing confidence in our growth prospects. That's the end of the presentation. Thank you very much for listening. And we will go on to questions and answers. Thank you.

Thank you. Ladies and gentlemen, if you would like to ask a question, please press star one on your telephone keypad. We have a lot of people on the call this morning, so kindly limit yourself to a maximum of two questions only. And if there is time at the end, then we will come back to answer any remaining ones. Thank you. We'll now take our first question from Damien Brewer of Canaccord Genuity. The line is open. Please go ahead.

Thank you, and good morning, everyone. Two questions, one for Steve, one for Gary. Steve, Gatwick's undeniably, it's a huge market, and except for Jet2, sorry, except for TUI, who are still quite small there, It now seems to be covered mostly by seat-only airlines that seem to have very transactional relationships with hotels rather than deep, long-standing ones. Can you expand a little bit more about how your hotel operators and providers have reacted to Jet2 expanding into Gatwick, how they've reacted, what they're saying to you, and what the opportunity there is? And then the second question, I'll do them all in one go. Gary, I know the $600 million to $700 million minimum net liquidity within the in-year cycle and the net debt EBITDA remaining below two times for the capital allocation policy, what would cause you not to consider further share buybacks beyond the next 100 million pounds? Thank you, Jen.

Thank you. Good morning, Damien and everybody else. Thanks for the question. Our hotel partners have reacted extremely positively and very well. On the day of the announcement, I had several emails and text messages and some phone calls from hoteliers that were very pleased that We had announced the start of operations from the end of March. They already receive customers from all our other 13 bases in the UK, and they like our operation. They like the fact that customers come on our airline, We cancel very, very few, hardly any flights, the lowest of all the airlines. We look after our customers in the airport on the aircraft and when they get in resort with our red team of customer helpers and the customers arrive at the hotels very happy and a happy customer of course is someone that looks for less things to complain about. We've got our customer helpers in many of our hotels and they help diffuse situations so it's easier for the hotel. They don't have to deal with angry customers at the reception desk because they contact us and we sort out any issues that arrive before they get to the hotel. So it's a much easier and seamless experience for the hotel. and they are really looking forward to receiving guests that come from Gatwick Airport. I think Gatwick in the past, to your earlier point, has been quite heavily orientated to flight only, but we are expecting to build our package holiday operation from Gatwick, and so far the response from customers and indeed the hotels has been very, very positive. So I'm very encouraged and Very excited, Damien. I think we will see our operation grow and we'll be taking many people from the Gatwick catchment area on one of our holidays.

Okay. Hi, Damien. It's Gary. Thanks for your question. Morning. I think, as you know, and as you've seen over the last 12, 18 months, we're very much open to returning capital to shareholders. Why wouldn't we consider doing that in the future? I think first things first, you know, we have talked about that return of capital to shareholders depends very much on trading and So assuming that continues in a positive vein, then we would definitely consider it. I think secondly, you know, we've got to continue to invest in the business. It's an evolving consumer landscape out there. And inevitably, if you don't invest, you haven't got a resilient business in front of you. But, you know, strategic projects that gave us a better return than we could get in the market at the time for a share buyback would definitely take precedence. Today, though, based on the valuation out there, we believe that returning capital to shareholders is a very good use of funds, the £100 million. And just the third thing to say is that, you know, based on our best thinking at the moment and with the CapEx profile coming down the road, it's about 600 million in FY27, over a billion in 28, 29. We're fully expecting the own cash at the low point in the cycle to start to approach the numbers you mentioned before, 600, 700 million. So that all being said, I think there's a very good chance that in the future there will be more buybacks, but I'm not going to pin the tail on the donkey on this call.

Thanks very much.

Thank you. And we'll now move on to our next question from Jarrett Castle of UBS. Please go ahead.

Thank you very much and good morning, everyone. Just sticking with the Gatwick theme, but broader than that, I mean, how do you see the existing competition with EasyJet, you know, at Luton, Bournemouth? I mean, different product, but just to get your views on that, they're also having a mini CMD next week, Friday, so I'm sure they will explain how they can compete with you. And then, Steve, you spoke a bit about AI. I just wanted to get your thoughts on AI or GenTech. We're seeing kind of these big deals being signed this week. I think it was Google with booking and some of the hotels like Marriott, IHG and others tying up with OpenAI. How do you see that developing and the ability of these providers to connect to hotels so that you can make the booking directly even if they're not the the merchant of record. So just a little bit about that rather than AI in terms of revenue management and CRM. Thanks.

okay thank you in terms of the first point competition we're very confident in our product we have a well-established package holiday operator don't forget we were the pioneers of variable duration holidays completely flexible holidays and we also consistently deliver best-in-class customer service which has been demonstrated through our multi-award winning record over the last few years. So I think people will be attracted to our product. We've had many, many people within the Gatwick caption area asking for our flights and holidays there for some time. We've finally been able to do it this year and I think the response will be very good. To your point, what will be the competitors' response? I don't know. We'll see. We keep our head on our own game which is providing best-in-class customer service, looking after our customers, listening to our customers, giving them the ability to book through whichever channel they want to by looking after them on the ground, in the air and in resort. And I'm confident that will shine through and make the operation from Gatwick a success as it is in our other 13 bases. In terms of the AI question, there's been a few announcements over the last few days, as you said, as to what might happen. You have to bear in mind these are largely trials, the things that have been released, and they're largely in the US. The US doesn't really have a package holiday market. People tend to what we call self-package. That's individual elements separately. And the trials with some of the AI tools are relating to one of those components. I think there's a long way to go before we reach something that would provide a tool for people to book package holidays. That will come, but it will take time. I think there will be further developments in the industry. There may be consolidations. There will be new products, products that are in the market now that are relevant, that become superseded and obsolete. So what we have to do is keep our eye on what's happening in the market and all the developments, keep up our regular conversations with tech companies, which we do. We spend a lot of our time talking to tech companies to see what's coming down the track. But as we saw in the early 2000s, it's very tempting to jump on whatever bandwagon is passing and put all your eggs into one basket. But we're being very careful and very considered on our choice in technology. sign deals with big, robust, financially sound, market-leading technology companies, and we are working our way through to see how the environment changes over the coming years. So I'm very confident that we're back to the right horses, and with our methodical approach, we will come up with the right solutions for customers.

Thanks very much.

Thank you. And we'll now take our next question from Alex Patterson of POHON. Please go ahead.

Good morning, everybody. You described the performance at the new bases as being encouraging. Can you just sort of give a bit more colour on that, perhaps describe the load factors and package holiday mix relative to the group average and the profiles of other bases when they opened and what sort of start-up losses you've incurred there? And secondly, as a West Sussex resident, I'm absolutely delighted that you're opening a base at Gatwick. Do you think Gatwick would make any more slots available to you before the second runway opens?

it's Gary just in terms of the new bases yeah we as I say we're very encouraged and I'll take you back to even Liverpool which is still a new base you know we put a fifth aircraft in there this summer and Liverpool had a load factor of about 85%, but a package holiday mix of 73%. So you can see, you know, that particular region is outperforming the average. And bearing in mind, you put in, you know, quite a significant increase in capacity, a load factor of 85% is pretty good, to be honest with you. In terms of Bournemouth and Luton, remember Luton went on sale a lot later than any of our other bases, and they've come in at about 80% load factor. But again, the package holiday mix is very encouraging, about 60% for those new bases. And what we find is that if we can get that package holiday mix into the 60s, then you get a better level of loyalty and recurring revenue and profitability. We're more than hopeful that with a full season of selling that certainly Luton and Bournemouth will be closer to the average and the package holiday mix will continue to drift up. I think we were on record as saying that we expected Bournemouth to pretty much break even because it's a relatively small base with just two aircraft. We're on track to deliver that performance for the full year. And we expected Luton to be sort of late single digits loss in its first year of operation, partly because, as I say, it's gone on sale a lot later. And again, we're on track to deliver exactly what we said there. So hopefully that gives you a bit more transparency there. I'll pass to Steve in terms of the Gatwick slots, the extra slots.

Thank you. Yeah, as we said, the Gatwick slots, we got those as a result of extra capacity that was released within the airport, so we didn't pay for those slots. We've got a programme on sale from the 26th of March, 2026 for summer 26, we'll be putting our winter programme on and summer 27 in the coming weeks. And we continue to work with the slot coordinators and we'll see what additional capacity comes up. We very much hope to grow our operation in Gatwick over the coming years.

Thank you very much.

Thank you. And we'll now move on to our next question from Rory Cullinan of RBC Capital Markets. Please go ahead.

Yes, good morning. Firstly, how should we think about the balance between flight only and package holiday pricing this year? Why has it made sense to discount flight only prices rather than package holiday prices more? And secondly, on the longer-term capacity growth, which Steve mentioned should average around 4.4%, I think, is that purely driven by the fleet plan and up-gauging, or will you aim to utilize A321neo's more than older aircraft or operate more daily flights from new bases in the south of England? Thank you.

Hi, Rory. Just in terms of the first question, you know, we've consistently stressed that, you know, this is a fully integrated operating model and it's capable of adapting to consumer trends. But also, you know, our clear demonstration that we're focusing on optimising profitability through volume, pricing and product mix. This particular summer, because it has been late in terms of the consumer booking behaviour, on average about 11% of the bookings have been in the month of departure. That's played a little bit more to flight only, but what's been pleasing from our point of view is that we've always said that both products are extremely important. And it's great to see that customers are recognising the clear value that our flight offering brings. Friendly flight times, industry leader for not cancelling flights, the added benefit of our red team of customer helpers providing outstanding customer service. So I think, you know, people do see that even with a more commoditised product, there's a clear difference in terms of what they expect from Jet2 and why they'll spend a little bit more money with Jet2. With the late booking curve and the fact that it was more price-sensitive market, yes, we did get more promotional than we have in the past. That said, though, I don't see pricing and marketing as two separate pots. They're all one and the same, really, in terms of how you invest your money. And we were very strategic and targeted in terms of how we released money from marketing and put that into price to get to the best possible outcome for the business, which, as we said right at the outset, was a record performance again.

Thanks, Gary. And on to the second question in relation to capacity. We have given a figure for capacity growth over the coming years, and that's driven by our fleet plan at the moment, and that takes into account the new aircraft that are due to come in to the fleet. We've received 23 Airbus A321neo aircraft. I'll just remind you, those are the most fuel efficient, quietest aircraft in the class. And we've got over the next 10 years, another 132 to come into the fleet. Now those aircraft will fulfil two purposes. The first of all, to replace older retiring aircraft and the second will be to fuel growth within the fleet. We do have flexibility. We've got upwards flexibility. We can retire aircraft perhaps at a slower rate or take ACMI aircraft if there are growth opportunities. and we can retire aircraft at a faster rate if the growth opportunities seem a little bit more limited. So the number we've given you can be flexed up or down in relation to market conditions. So the number we've given is our current view as to the rate of retirement of current aircraft and entry into service of the new aircraft. And there is also, as you said, an element of up-gauging we will be replacing largely our 189-seat 737-800s with our 232-seat Airbus A321neo. So the growth is driven by, A, more aircraft into the fleet, but we've got flexibility as to what the net impact is, and secondly, up-gauging of our aircraft. But I think the big message here is, although we've given a number, there is a lot of flexibility about what that number can be over the coming years, both upwards and downwards. Thank you.

Thank you. And our next question comes from Joel Koo of Penyolubrum. Please go ahead.

Morning, everyone. Two, if I can. Firstly, just thinking, I suppose maybe we do it for FY27, but what proportion... of seat capacity is going to be at relatively new bases. If we just say bases are open less than three years and where they're still working the way up the maturity scale. And secondly, also on bases, once you've done Gatwick, is that going to be largely it in terms of new bases? Is there enough growth headroom in existing bases? Are there any other opportunities or any other bases that are still looking interesting beyond Gatwick?

In terms of the capacity relating to new bases, well if we class new bases as Gatwick, Luton, Bournemouth and let's say Liverpool, we don't have the exact figure to hand but it's 11%, 12% maybe of our total capacity in those bases. I wouldn't really count Liverpool as a new base now. That is maturing very quickly. In terms of is that it? Well, Gatwick was the last big airport in the UK that we had aspirations to grow into. And when we've met many of you that are on the call, I think we've said that we would love to start operations into Gatwick. but the ability to do so was limited through the availability of slots. The airport managed to release some extra capacity through some work that had been done on the airport infrastructure, and we were able to grab that capacity. So I think the aspiration that we set out in our meetings with you has been achieved. Is that it? I don't know. I'd never say never. We're always looking at opportunities within the UK, but Gatwick was certainly the base that we'd always intended to grow into. But you mustn't forget, Gerald, that there's enormous opportunities still in our 13 existing bases to grow. We've got other bases that we think there's a very strong business case for increasing capacity. Over the last couple of years, we've prioritised our aircraft into starting a base at Liverpool, at Luton, at Bournemouth and latterly Gatwick. But put those aside, there are another 10 bases in the UK that we have a fantastic opportunity to grow in. And over the last two years, we have launched four new bases. That's quite a lot. And we can't take our eye off the ball on our existing bases. There's more work we want to do there. And I think we'll probably be entering a period of stability where we'll be growing our new bases and maturing the ones that have been launched recently whilst taking care and strengthening our older bases.

Thanks very much.

Thank you. And we'll now take our next question from Ava Costolo of David. Please go ahead.

Thank you. Morning, Gary and Steve. Just two for me, please. The first one is on the package and phytome mix. So for summer 26, where do you expect the mix to go versus summer 25? Obviously, the lutein and boron musk base is maturing and hopefully moving towards the Yeah, network average, but what do you expect the impact from Gatwick to have on the mix? And then the second one is a little bit more long-term focus. So how much of the growth deliveries could you potentially go to Gatwick? And is that solely dependent on a new runway or do you see more capacity coming online organically from these tech advancements?

Hi, Ava. It's Gary. In terms of the package holiday flight only mix, as I said before to one of the questions, you know, it very much depends on the market you're in at the time. And I'll repeat that, you know, we're constantly solving for the best bottom line outcome, whether volume pricing or mix. You know, in terms of how we're looking at it for next financial year, I think if we can be flat in terms of package holiday mix, I think we will be very pleased with that. And early indications, and I will stress it is very early indications for summer 26 are playing that sort of theme out at the moment. You know, if, and again, it remains to be seen what the capacity in the industry looks like for next year, our initial reads are between 2.5% and 3% at the moment. If there is a rebalancing between supply and demand, which generally happens in this industry, What it means then is consumers don't leave it quite as late to book, which plays more into more of the planned holiday products more than the impulsive holiday products. So, you know, if we can achieve flat next year, I think we'll be pretty pleased. And that's still pretty much in line with what we've always said for a full year outcome between 60% and 65% on package holiday mix. And we've been pretty consistent over the years in restating that.

Thanks, Gary. And on your second question in relation to Gatwick, We have no intention of standing still with six aircraft operating in and out of Gatwick. It's true that we're able to launch the six aircraft as a subject of some infrastructure work that was done at the airport, but you must remember there's movements of fleets in Gatwick all the time. Some airlines increase their operation, some airlines decrease their operation, and there are slot opportunities that come up regularly. So I hope we will be able to take advantage of any opportunities that come our way over the next few years. What is likely is the second runway will be approved and that should come into operation in about 2030. And whilst that sounds a long way away, we've got summer 27 on sale already and we're starting to think about winter 27, 28. So summer 30 will be on us before we know it. But the key is, first of all, to grow and mature our Gatwick operation. And we said in our release that that will take years. time to mature that operation and secondly we keep up dialogue with the airport and the slot coordinators to see what opportunities come our way and you've known us for quite a while you know that we have a track record of grabbing opportunities as they come up of which the recent announcement into Gatwick is a perfect illustration of so we'll keep up dialogue and keep watching what's happening and make any announcements in due course if we have something to say.

Okay, thank you. Thanks, Gary.

Thank you, and we'll now take our next question from Andrew Lobbenberg of Barclays. Please go ahead.

Morning, guys. I can't believe we've got this far in the call and no one has mentioned the B word. So... How do you see consumers reacting about the looming budget? And, you know, do you see it as being a clearing event and driving more consumer confidence once we're through it? Yes. Or what are your thoughts around the budget? And then, being on Gatwick and Goldickstown, we're all asking about that, isn't it? How do you think about the costs of operating at Gatwick? The wonderful whiz have been saying that it's a really expensive airport and they need to get out of there. I don't know whether you would think about that, but I mean, how does it look to you for airport charges and indeed also for the local labour market, which I think is pretty hot?

Okay, in terms of the budget, I haven't really got anything to comment on because I don't have any detail. I look at the newspapers on a daily basis and hear the latest scare stories to what's going to happen. I mean, if you add up all these scare stories, there's going to be an additional 15 trillion raised in the budget. So I don't really take too much notice of the individual policy speculations that are discussed. What I do think, though, is that the government shouldn't be imposing any more tax on air travel and holidays. It already collects an enormous amount of tax from the airline and holiday industry. It's gone on long enough that this industry is used as a cash cow. So I would urge the government not to increase taxes any further on air travel because that will inevitably put up prices and could price some people out of the ability to take a holiday. And those people will be the lowest paid members of society, which strikes me as being painfully unfair. What we do have, however, as a great defence is our customer service. In economic times like this, people tend to gravitate around the brands they know, the brands they trust, and the brands they know will deliver great customer service consistently on every holiday. And that is what you tend to see, that people gravitate to these brands. You've seen our commentary on our net promoter scores, on customer satisfaction, on our rebook rate, and we expect this to be a massive form of defence during any potential reverberations from the budget. I'm pretty confident, I'm very confident in fact, that we should be able to navigate through whatever is thrown at us next year because we'll be showed up by our fantastic customer service. In terms of Gatwick costs, obviously I can't comment on those, but again, if you offer a great customer service, that enables you much more to sell the product. We've got the best reputation for customer service. I'm very encouraged by Gatwick. the sales so far at Gatwick, it's been less than a week but I'm very encouraged by them and I think people are recognising that we are recognised as number one for customer service and being drawn to our brand. Many companies operate just on a price level and tend to de-prioritise customer service. We prioritise customer service And we think we have an absolute duty to provide people that perhaps have worked for 50, 51 weeks of the year to go on their highly valued holiday. And we feel it's our duty to treat every one of our customers as a VIP, whether they flight only, on a two-star holiday, a five-star holiday, self-catering, all-inclusive, it doesn't matter. We treat all our customers the same, and that's very much as a VIP. And that's been our philosophy over the last 20 odd years at Jet2, 15 years at Jet2 holidays. And that will remain our philosophy and the core of our strategy.

Thank you. And we'll now take our next question from Richard Sitter of Deutsche Bank. Please go ahead.

Hi, good morning. Two questions for me, please. And apologies, I got cut off. I may be repeating one. The first question is on Gatwick. Could you give us some guidance in terms of what the startup costs will be for this year and the shape of the costs as you reach profitability to FY29? And I know you're saying that after that it will be meaningfully profitable. Do you assume that there will be more slots and more aircraft in that, or do you think it will be meaningfully profitable even on the six aircraft that you have at the moment? And the second question just really on the cost outlook for next summer. Could you tell us please what you're seeing in terms of cost inflation for accommodation and fuel and what you would expect then to be for the average selling prices of your packages? Looking forward to next summer. Thank you.

Thanks, Richard. In terms of Gatwick, we believe that in terms of The booking costs that will incur in this financial year to generate the bookings for next summer, plus labour costs, plus promotional content, etc., between £10 and £15 million, we reckon, in this financial year. We want to be as resilient as possible going into summer 26 to make sure that we can provide the best possible product and service to what essentially are all new customers. We need to show them exactly what Jet 2 is about and as Steve has just reinforced, it's all about making customers feel special. And if you want to do that, then you need to spend the right amount of money setting that base up. In terms of FY27, if you take Luton, I guess, as a guide, we said sort of late single digits losses in its first year. That was with two aircraft. We've got six at Gatwick. We're also doing it because it was an opportunity that was slightly ahead of our expectations. We're also doing that with less efficient aircraft or part less efficient aircraft in the form of ACMIs. So inevitably, there's an incremental cost there. And a bit like Luton, you know, Gatwick is going on sale even later than Luton. And therefore, there will be some price investment. You know, I think you can do the maths on that and come up with your own answer. But in the FY28, those ACMI aircraft will fall away. We will be selling across the whole selling cycle. We will be better known, etc. And therefore we expect whatever those losses are in your model to halve, is what I would say, and then move into profitability. In terms of cost inflation, it's still very early, to be honest with you. The accommodation market is moving around depending on what demand looks like, not just from the UK, but from Europe as well in terms of the Nordics, the German market, etc. I would expect accommodation inflation to be in or around 5%, but I may be proven wrong. Ultimately, we've yet to even decide on what a wage increase looks like for our colleagues. And clearly, we've got one eye on CPI, etc. So I'm sorry, I can't help you any more than that in terms of. Fuel, you asked about, we're about 70% hedged, I think, for summer 26. At the moment, the fuel rate is about 10% better. But remember, fuel is only 10% of our overall cost base. But the other side of that equation on FX, a bit of a benefit on the dollar, but we do buy 4 billion worth of euros. And the pound has been weaker against the euro pretty much through that whole buying cycle. So hopefully that helps you in terms of some of your modelling.

That's great. Thanks a lot, Gary.

Thank you. We'll now take our next question from Axel Fass of Morgan Stanley. Please go ahead.

Morning, everyone. Thanks for taking my questions. I have two if I may. The first one is on the addition capacity for next summer, approximately 4% excluding Gatwick. And if you include that Gatwick, it's approximately 9%. Well, I think your competitors are significantly lower than So how do you think about fares or even load factors going forward? Do you say the competitive edge is enough or at least sufficient enough to maintain the fair stable? Or yeah, just to have your view on this. And then the second question is on the cost certainty locked in for fiscal year 27 that you mentioned in the slides. Can you maybe elaborate here? Where are you most comfortable with? What is already locked in, if I can put it like this? And how should we maybe even look at the airline cost per seat or capacity growth year-over-year in the year 27? Thank you.

On the first question in terms of the capacity growth, we've said our capacity growth in existing basis is 3.9% and including Gatwick about 9%. That's one of the lowest levels of growth we've announced for some years. We don't have an accurate read on what the rest of the market is doing yet and we won't know that with total accuracy until the end of January when people make the final slot declarations. But you should bear in mind that some of that additional capacity is due to us putting A321neo in some of the bases which as we said earlier is an up gauge and that's 232 seats as opposed to 189. But the cost associated, the seat cost with those 232 seats is much lower. So some of the capacity increase is offset by efficiencies on cost. But we're confident with the capacity we've got. And if we need to make any more adjustments, we will do that as we did with summer 25 and we have done with winter 25, 26. We've got a very flexible model and a very flexible approach to capacity management. So that's the number today, 3.9 and 9%. But if we feel we need to make adjustments, we can do that. But at the moment, we're confident with those two numbers.

And the second question, I guess it's a similar answer to what I just gave to Richard, really. We're about 70% hedge for US dollar on fuel, about 10% cheaper in terms of the rate at the moment. The US dollar is about 2% better, but 50% hedge for euro, we're probably 2% worse at the moment. So, you know, there's a lot of moving parts before we have a very clear view of how that translates into the cost base and cost per seat, just in terms of cost per seat as well. We don't have sight yet of Euro control fees, which are obviously very important to us in terms of cost per seat. So normally we have a better view as we get sort of into January, late January, early February. And we also have a better view of the market at that point in time as well, because everyone's put their... their slots into the system, and we'll be able to give you a better view at that point in time. Obviously, we'll look to price anything in, but as Steve pointed out before, in terms of the budget coming up, we don't know what that looks like either. So there's a lot of moving parts, is what I would say, and I'm not being evasive, but there are.

Okay, thank you.

Thank you. And we'll now take our next question from Harry Goes of JP Morgan. Please go ahead.

Thanks. Morning, gents. Thanks for taking the questions. First one, maybe you could just talk through the flight-only pricing, how that's behaved or changed over recent months. And do you think the kind of minus 7% level is potentially a trough or a bottom? Or should we be thinking that winter could still come in a little bit worse than that in terms of the outlook? And then, sorry if I missed this earlier, but just on Gatwick, where could that package mix maybe come in over time? And are you expecting the Gatwick market or catchment area to be any different versus the rest of the network just in terms of attractiveness of the product demand for package holidays etc etc thank you

Just in terms of the flight-only pricing, I think we guided to mid-single digits down. It's slightly worse than that. I wouldn't say it's materially worse, but it's slightly worse with the 7%. But at the end of the day, I'll repeat again, I'm sorry, we do constantly look at that volume pricing mix dynamic to drive the best possible bottom-line outcome, and I think we've done that in the first half. In addition, as I say, we look at price pot, marketing pot as one and the same thing. And what we've been able to do is be very targeted in terms of how we've reduced our marketing spend and where we've put that in terms of pricing across both products actually to drive the best possible outcome for the business. In terms of winter, it's similar at the moment. Holiday pricing is pretty resilient and flight only is in negative territory, not quite at the minus 7%. But what I would say is that there's still 50% of winter seat capacity to sell, which tends to be sold from January onwards. Depending on what the market looks like, we may need to invest a little bit more in price or we may not. So Only time will tell but we're balancing the component parts to get the right possible outcome I think is what is safe to say.

And in relation to the package mix, we did say when we announced the start of our operation that package mix would be lower and we would build that over subsequent years. Just because people haven't had perhaps a great choice in the package holiday market a Gatwick previously doesn't mean that they won't do in the future. They will be and are being attracted by, as I said earlier, our customer service ethos by our award-winning product and they will be attracted to that. Sales have started very encouragingly. It's only a week, I would just caution that we're only a week into it but I'm very encouraged by overall sales and package holiday sales. And, you know, I think we offer what people want, great customer service, but one price. Why would you want to book a flight, a hotel and a transfer separately and having all that hassle of going on three websites and messing about, waiting three lots of transactions? you can secure your holiday for £60 deposit all in one transaction knowing a it's with a company that has by far the best customer service in the industry and b the company that has by far the lowest cancellation rate of flights if there's air traffic control issues we don't cancel flights carte blanche we fight to get people on their holiday So I think that's going to be a very attractive proposition. We know that because it's very attractive in all our other bases, but also people from the Gatwick area have been asking us consistently for a long period of time to start operations there. So there's a huge amount of demand pent up for both package holidays and more specifically package holidays from Jet2 holidays.

That's all clear, Gary. Steve, thank you.

Thank you.

Thank you. There are no further questions. Thank you. I will now hand it back to Steve and Gary for any closing remarks. Thank you.

Okay, first of all, thank you for your time this morning. It's been an hour and a half and very much appreciated. And thank you for your questions. It's been actually a pleasure to get so many questions from you. I hope we've answered them satisfactorily. And I hope you're pleased with the results. We are, just to reiterate... It's a record set of results. We're continuing to invest for growth. We've seen that with our aircraft order, our new hangar at Manchester, our base at Gatwick, our retail operations centre. Thirdly, we're continuing to create value for shareholders through our increasing dividend and also the announcement of £100 million share buyback starting on the 1st of December. And fourthly, our investment into our product and our brand, which is continuing to retain existing customers, but also attract new customers. And that's not only at Gatwick and Luton and Bournemouth and Liverpool, but we continue to attract new customers at our other 10 bases also. That's it on the call I think. Thank you very much. I hope you're as pleased with the results as we are and I'm sure we'll speak to many of you over the coming days. Thank you.