Thank you, Millie. Good day to everyone.

Please note that certain statements in this presentation, including answers to questions, may be forward-looking statements, including, without limitation, statements regarding our future operations and performance, revenues, operating expenses, other income and expense items. Those statements and any projection as to the company's future performance represent management's estimates of future results and speak only as of today, the 26th of February 2026.

These estimates involve risks and uncertainties that could cause actual results to differ materially from expectations. Further information on the factors and risks that may affect Avation's business is included in Avation's regulatory announcements from time to time, including its annual report and half-year results announcements.

Avation assumes no obligation to update any forward-looking statements or information in the light of new information or future events. Unauthorized recording of this transmission is not permitted.

I hand over to our Executive Chairman, Jeff Chatfield.

Thank you, Duncan. Next slide, please.

Good afternoon or good morning, depending on where you are. The snapshot as at the 31st of December, the company owned 33 aircraft.

We had 16 airline customers. A split in wide-body, narrow-body, and turbo-prop, by value, we're principally a narrow-body commercial aircraft lessor.

8.8 years average age. Total asset values of $993 million, $350 million in unearned contracted revenues.

The company's pretty well placed. Next slide.

The portfolio as at 31st of December, you'll see there, we have significantly grown, in percentage terms, the narrow-body percentage by disposing what we considered to be a risky asset in the 777, which was an out-of-production aircraft. 31% turbo-prop with the majority of ATR 72-600s.

During the period, we also added an engine which is on lease to the mix, which is mainly a sales tool, but it's a leased asset. Next slide, please.

We like diversification. We like to have aircraft in as many sensible jurisdictions as possible.

Some of the new names there include Clic in Colombia, which was our first aircraft in to the Americas; Seaborne in Korea, which is a new airline, so that's new names, which is very important for the company to lower its risk and be further diversified. Next slide, please.

Some of the highlights: we had a very busy six months, dominated in management time by the redemption and reissue of a new unsecured five-year bond. We achieved improved credit ratings from Fitch and S&P and got a credit rating from Moody's.

We're B1 with Moody's, Fitch with B, S&P with B. We transitioned a Mandarin Airlines aircraft to PNG.

We delivered a new aircraft to Seaborne in Korea. We transitioned another Mandarin ATR 72 to Clic, which was in January this year, but it's pre this results presentation.

A third ATR 72-600 will transition during the month of March, and most importantly, probably in economic terms, we agreed a four-year extension on the A330-300 with EVA. Lots of activity, very positive news there.

Next slide, please. We currently have nine ATR 72-600 aircraft to be delivered by second quarter of 2028.

We have two on 12-year leases to Cambodia Airways. All new ATR aircraft have the latest technology engines, which are expected to be 100% SAF-compatible.

In terms of further growth, we have 24 ATR 72 purchase rights for delivery by June '34, and Cirium's valued those aircraft, when they exist, at $552 million, there's plenty of growth there. Next slide, please.

We have contracted growth in the number of aircraft, which is a good thing for shareholders, it's fairly organic growth. Clearly we're looking at secondary trading opportunities, but we have a base growth case which is important.

These are things we know about in the coming years, growing to 39 aircraft in full year 2028, but presumably with secondary acquisitions, that number could grow even further. Next slide, please.

In terms of the financial results, I'd like to hand to Iain Cawte to go through some of these numbers.

Thanks, Jeff. We'll now turn to the half-year financial results announced this morning.

This slide shows the results for the six months ended 31st December 2025, which show the company producing consistent levels of income and strong cash flow from its contracted fleet. Total income increased by $0.6 million to $56 million, generating EBITDA of $54 million in the period.

These results reflect the fleet's 100% utilization throughout the period, and include $10.2 million of maintenance reserve revenue and $2.3 million of end-of-lease compensation revenue. Operating profit increased by $10.5 million compared to the first half of the 2024 fiscal year.

Operating profit includes a $4.1 million gain from the sale of a Boeing 777-300 aircraft, and an unrealized loss on the revaluation of aircraft purchase rights and deposits paid of $4.2 million. We note that the gain on sale of the 777 follows gains recognized on the sales of two ATR aircraft in FY 2025, providing evidence of the current strength of aircraft market values.

A loss after tax of $4.9 million was recorded after booking $13 million of non-cash adjustments related to the redemption of bonds in November 2025. Net indebtedness has been reduced by a further $61.5 million since 30th of June 2025, indicating strong cash generation.

In addition to reducing net debt, the company has also deployed $10.1 million to repurchase shares, and has paid cash for an aircraft engine and the final contract price installment for a new ATR aircraft, which was delivered in December. Following the payment of a 1 US cent dividend in October, and a net reduction of 4.3 million outstanding shares, net asset value per share has increased by 7% 7 pence to £2.74.

Next slide, please. This slide provides some explanatory guidance on non-cash and non-recurring expenses included in operating profit and profit before tax.

We note that expenses totaling $13 million were booked in connection with the final redemption of the company's bond issue, which was refinanced in November 2025. It's important to note that these expenses will not reoccur, and future periods will not be affected by these items, which were derived from the IFRS accounting treatment of the modification of terms of the old bonds in 2021.

Next slide, please. Looking at the company's debt structure, the key change since the 30th of June is the refinancing of the company's unsecured debt with a new $300 million bond maturing in May 2031.

This new bond issue significantly extends the maturity profile of the company's debt structure. Total debt has been reduced by $63.6 million through scheduled repayments of senior loans and the repayment of a $38.8 million loan outstanding on sale of the Boeing 777-300ER in August.

The weighted average cost of secured debt has ticked down slightly due to reduction in floating interest rates, while the average cost of debt has increased slightly resulting from the new unsecured bond coupon of 8.5% and a slightly higher proportion of 50.1% unsecured debt as a percentage of total debt. The company is still substantially hedged against interest rate risk with fixed or hedged-rate debt at 84% of total debt.

We're pleased to achieve improvements in the company's corporate credit ratings in the period, including a new rating from Moody's of B1 with a stable outlook. Next slide, please.

Avation's net asset value per share increased by 7 pence to £2.74 in the period. This increase reflects the company's policy of buying back shares at a substantial discount to NAV, which has reduced net shares in issue by four 4.3 million shares or 6.4% since the 30th of June.

Lease yield improved slightly to 11.5% and is expected to remain above 11% in the near term. All credit ratios have seen improvements in the period as the company continued to pay down existing secured loans.

The face value of Avation's unsecured debt was also reduced from $310 million at 30th of June to $300 million when the old notes were refinanced. As a result, key credit ratios of net debt to EBITDA and EBITDA to interest expense have improved to 5.1 times and 2.6 times, respectively.

Next slide, please. In addition to repayments of debt, the company deployed cash to buy back shares and also pay cash for an aircraft engine and the final contract installment for a new ATR delivered in December.

As a result, total cash is reduced to $104.8 million at 31st of December 2025. It should be noted that the company intends to finance the new ATR together with the next scheduled ATR delivery in April 2026.

Finance lease receivables represent future lease payments receivable on three older ATR 72-500 aircraft, which will be sold to the lessee at the end of their lease periods in FY 2027. The company ended the period with 10 unencumbered aircraft with a combined book value of around $180 million.

Unencumbered aircraft provide the company with significant financial flexibility as they may be financed with secured loans in future to provide further liquidity should the need arise. Next slide, please.

The company's loan maturity profile has been significantly extended by the new $300 million bond issue, which now matures in May 2031. There are no significant loan maturities until FY 2028 when a floating-rate secured term loan facility with a balance of $82 million outstanding matures.

The company expects to extend or refinance this facility in due course. Next slide, please.

The company has recently entered into new leases for three aircraft redelivered by Mandarin Airlines this year. Two aircraft have already been transitioned to their new leases, and the third aircraft is scheduled to be redelivered and start its new lease next month.

One further ATR 72-600 aircraft is due to come off lease in May 2026, and the company is in discussions with potential lessees for a follow-on lease for this aircraft. Lease expiries in FY 2027 include the three older ATR 72-500 aircraft on finance lease, which will be sold to the lessee at the expiry of their current leases.

I'll now hand you back to Jeff to take you through the market outlook and strategy section. Next slide, please.

Thank you, Iain. Next slide, please.

Thank you very much. Clearly, in the world of aircraft, there is a favorable dynamic in the market.

There is plenty of growth in global air traffic. It's now back to 2019 levels, which is fantastic.

We're very well positioned in Asia-Pac. Clearly, that's the region of most growth, and therefore, we're well placed geographically to go and meet that demand.

We have a good alignment in the market in the sense that we have turbo-prop, wide-body, and narrow-body aircraft available, which is a good thing. In terms of the order books of the manufacturers, clearly there's a multiple-year overhang and aircraft supply is the issue for most airlines at the moment, getting enough aircraft, which results in them keeping them longer because the manufacturer's not making enough to satisfy their demand or backlog.

Next slide, please. There is a significant opportunity with ATR turbo-props.

Although these are, if you like, low value compared with bigger aircraft, there's strong demand for them all over the world. We have purchase rights for 24 and nine on order.

Clearly there's demand for a couple of thousand aircraft given that there's growth as well as replacement. In theory, there's 1,100 required for replacement and 880 for growth.

That's a massive number of aircraft that's projected to be required. We're well placed in terms of being a lessor of those aircraft.

Next slide, please. What we're doing is we're continuing to grow the fleet.

The fleet shrunk during COVID. It shrunk by us selling the 777, which was to minimize the risk of an expensive asset that was out of production is why we sold it.

Clearly, we need to replace that revenue at some point because we need to obviously maintain scale. We have a prudent growth opportunity with nine ATRs on order out to 2028.

That's not a lot of aircraft to place. We are transitioning aircraft all the time, and we're using that to diversify our customer base.

The key when we transition aircraft is we're looking for new-to-the-company customers so that we can lower our risk and exposure. We've been successful in placing our new ATR orders on 10- or 12-year leases, and managed to extend easyJet and EVA for respective terms.

The EVA extension of four years was a very valuable one to the company. We're managing our capital structure.

We're continuing to produce cash flow, we are refinancing our loans, we've refinanced our bonds, and we're looking always to improve funding terms to ensure the best possible cash flow. Next slide, please.

In summary, we're a full-service leasing platform with now a 20-year proven track record. We have contracted lease revenue which provides consistent cash flow.

We now have extended our bond by five years. At the moment, we have 10 unencumbered aircraft of total of 33, we're extremely well placed in terms of the opportunity to refinance or grow the business.

We continue to diversify with new customers. There's plenty of airlines out there that we're dealing with.

There's a lot of fundamental demand in the airline business with passenger growth, and we have built-in growth. We're one of the few lessors in the world with an order book, and we have an ATR order book which was useful and a good asset that provides a stable platform.

Next slide, please. Thank you.

We can now move to the question and answers, and I see there's a lot of questions that have come in. We'll try to share these around and I will direct them as I can.

There's a number of questions which we will now deal with. Here we go.

First question, I'll take: Why has Avation not undertaken more disposals of older aircraft? The answer is: Every time you sell an aircraft, your revenue shrinks, and clearly, we do have plenty of debt there that we need to service, we're prudent in selling aircraft.

Our job is to stay in business and grow, not just sell aircraft. Second question is about given the company's persistent stock discount relative to the assets, when will the board conclude the market will not recognize its value, and what concrete steps will be taken: significantly higher dividends or a sale?

We've been buying in shares. We're not really in the market go out of business.

If shares are available at a reasonable price and we're in a non-blackout period, we've been willing to buy them in. As Ian mentioned, we've bought in significant numbers even since June last year.

We haven't really got going this year, but I'm sure that at some stage, we will. Next question's similar in terms of what is our opinion on the market recognizing Avation's value.

A lot of that's to do, in our opinion, with scale as well as the market. I think in our experience, bigger companies tend to do better.

Clearly, there's a buyback opportunity which we've been doing. We've bought a lot of shares in, and we'll continue to do so.

Next question is: What specific balloon costs or unmodeled expenses have been discovered during asset sales? I'm going to let Iain deal with this one.

Thanks, Jeff. Yeah.

The short answer is none. We tend to sell leased aircraft, and what happens with the sale of a leased aircraft is that the buyer has an opportunity to inspect the aircraft, and then once they pay a deposit, they're committed.

Then we sell the aircraft based on a sort of formula where you choose a closing date or a notional economic closing date, and then the price is based on that value minus any rent collected after the economic closing date plus an element of interest, you sort of fix the price in advance of sale. Then obviously, we have sort of standard legal fees to pay for documenting the sale, but that's about it.

Next one is: To what extent does the current global aircraft supply shortage should support higher residual values and extended economic life? The answer, and how this reflected: We've sold a lot of aircraft in our life and on average made about $1 million per aircraft.

The valuation of commercial aircraft at the moment in the market is probably 20% above historically where they should be. That's due to the shortage.

The economic lives have been extended because not many aircraft are being made. Does that really affect our internal valuations?

Not much. Our internal valuations are what they are.

The fact that we can make a gain on sale of these things demonstrates that our aircraft are probably undervalued in our books compared with the market. Next question is leverage.

Ian can do that one.

Yeah. I think the industry standard for aircraft leasing companies is probably a debt-to-equity ratio of 3 to 1.

We're currently at 2.6, I think. We want our EBITDA-to-interest coverage to be above 2, and we're currently at 2.6.

On both of those metrics, we're sort of within the right range for leverage, but showing some headroom for growth should we want to leverage up a little bit.

The next question is: What's the expected forward lease yield versus current portfolio average? We try to keep it at sort of 11.5% is a good yield number.

Next question's around M&A, which we have no real comment on. The next one's around: Should investors expect maintenance reserves to remain a consistent long-term profit contributor?

Ian can do this one.

Short answer, yes. Our accounting policy is to recognize revenue when we collect maintenance reserves, for a proportion of the maintenance reserves that we assess to be surplus to requirements.

As long as we're collecting maintenance reserves, we will continue to recognize revenue, and therefore, there's a profit element included in those leases with maintenance reserves.

Next question's a technical question: Does the company benefit from discounted MRO pricing versus reserve billing, and do we have our own parts pool? The answer is no.

We don't really have too many parts, spare parts. We have a few, not many.

We don't really operate a pool. We're not really that terribly involved with MROs, the answer is no.

Next question is: What average fleet age do we consider to be the threshold at which residual value risk, leaseability, and financing attractiveness begin to deteriorate? That is an interesting question in the sense that aircraft have gotten older.

Aircraft have a 25-year economic life and they really genuinely do have that. An old plane would probably be 15 to 18 years, at which point, you'd be thinking that it wasn't going to be leased again and be parted out.

Though, obviously, as they get older, often the yield goes up. Consequently, they can be quite good investments when they're older.

We tend to prefer new aircraft, newish aircraft, and have typically taken new or newish aircraft. Probably 15 to 18 is a risk point.

Aircraft need to be in production, in our view. Next question is: How many spare engines are planned?

We don't plan to have many. We only have one at the moment, and that's sort of a strategic asset.

We don't really want to be an engine lessor. We prefer to be an aircraft lessor.

However, we are willing to do it if the opportunity is there. Next question is around ATR's shortfalls.

How confident with the ATR delivery schedule will be maintained? What protection, contingency, or flexibility do we have in that?

Clearly, there's a greater demand for ATRs than supply. Having an order book gives us an advantage.

If they're late, there are some contingencies where ATR do give us credits for being late, which is valuable. Clearly, ATR's strategy lately has been to direct sell to airlines, which you may have read about.

We're well placed in the sense that we have an order book. Clearly, we'd probably like more to place given that the rate that they're being delivered is not that fast.

Next question is on buying back shares. We have been doing that.

Why are we prioritizing low-yield growth? We want to stay in business and generate revenue because, ultimately, revenue pays off the debt.

During the last six months, we've paid off $60 million in debt, which is important because we need to maintain a cost of debt to operate and credit ratings. We need to get rid of debt as well as buying shares.

It's not just buying in shares. Next question's repetition around buybacks.

As I said, we have been buying in shares. Next question is a theoretical one on Black-Scholes.

I'm sure Ian would like to take that one. Yeah.

I'm not sure the question is sort of comparing apples with apples in that the Black-Scholes pricing model prices an option including sort of intrinsic value of the asset and then the uncertainty or the time value of the option. In terms of trying to sort of paint an accurate picture, I think that the aircraft that we delivered in December, we will realize an excess over the value that was ascribed to the purchase right that we exercised back in February 2024 to acquire that aircraft.

As the number of purchase rights go down, obviously the value of the Black-Scholes purchase right asset becomes aircraft. Next question is: Technical failure on A220 and an insurance payout a blessing in disguise?

Not really. We prefer the revenue.

The insurance claim is for the full book value. We turn book value into cash, which is great.

There'll be some debt, and we get the balance of our equity. Clearly, we would prefer to have that plane leased and generating revenue till it's duration.

That certainly gives us more cash to play with, and we will do something with it at some stage. Next question's on buybacks.

I think we've dealt with a few questions on buyback. We've got to grow the revenue as well as buying in shares.

Next question's on ATR exposure. At the moment, we're predominantly a narrow-body and aircraft, narrow-body lessor.

It's a mixture of things. We've wide, ATRs, as well as narrow-bodies.

ATR are low price, a lot of ATRs is equivalent to one or two narrow-bodies. Next question is directed: Can you explain the working capital change in cash flow statement, specially reserves?

Iain can deal with that one.

Hi. If you look at the cash flow statement, what you'll see is that cash flow before working capital was pretty consistent between the two periods at around $40 million.

Then there's a $22 million outflow for maintenance reserve claims in the current period. That was basically due to engine overhauls carried out on narrow-body aircraft.

We've refunded maintenance reserves. What you'll also see further down the cash flow statement is a $22 million inflow from restricted cash, which is basically the restricted cash that was used to pay those maintenance claims.

If you include that $22 million in a sort of total cash flow statement, then your sort of net operating cash becomes $21 million. It is a kind of presentational issue with the cash flow statement, but we haven't lost a lot of unrestricted cash to meet those maintenance reserve claims.

The next question is around the issue with the airBaltic A220-300. They it had a technical fault in an ozone converter and the hull was damaged, and as the aircraft was damaged, it's it's very hard to repair.

It's just an unusual situation. It was on the ground.

It was an incident, it wasn't an accident. It was nothing to do with engines.

We get paid the full book value of the plane, the lease ends, we don't have an obligation to resupply. It just means that airline's got one less aircraft and we have our book value in cash, it's sort of a a neutral outcome.

However, we we would prefer to have it leased. It's an unusual event.

Normally airframes are not really the the the problem. Next question is: Intention to exercise purchase rights?

The answer is yes. Clearly, we wouldn't have worked so hard to get them.

It gives us growth, and clearly clearly, we're looking for as many as mathematically, the best time to exercise your purchase rights is right now. The the two ATRs from Braathens deployed elsewhere?

We have I can announce that we have LOIs. We have an We have a customer for them.

We have a signed by an airline LOI. We We haven't quite decided yet if we're going to take that one or another one.

There's plenty of demand. It's really business as usual.

It's it's not material. We'll We'll make a decision on which airline probably in the next few days and proceed accordingly.

We do want to diversify away, you know. We want to use as a chance to get, another country, another another airline in another country, and and the LOIs that we've got out there deliver that.

Next one, Niall O'Connor asks: Congrats on another fine actual period. Asked about share buy- share buybacks.

You don't have enough scale. What can you do to grow?

Why don't we let Tim Backus, who's dealing with a number of American investors who always ask that question, answer that one. Tim?

Thanks, Jeff. It's pretty clear that we need to grow the fleet.

Obviously, our commercial team is out there scouring the market for opportunities to get additional aircraft beyond those contracted ATR flows. I think when we demonstrate that and when we have some news to announce on that front, I think you'll see certainly some acceleration in our metrics and in terms of scale.

It'll set us on a path which, hopefully will be reflected in the share price. Really we want to demonstrate some increase in the acceleration of that NAV growth.

Okay. Also, we can buy aircraft.

The next one is given major progression on lowering net debt to EBITDA and potential to generate $30 to $40 million per annum, how are we thinking on new aircraft orders and second-hand purchases or share buybacks? They're ands.

We've demonstrated we can buy back shares and buy aircraft and order aircraft. Clearly, if aircraft prices are too high, and we have our own metrics around what we can afford, clearly we don't overpay for stuff, and the cheapest way to get aircraft is to actually exercise purchase rights and place the planes.

That does take a long time. We do all those things.

Next question is from Mr. Nandeep: Congratulations on refinancing the notes.

Thank you. Was the unrepairable A220 unencumbered?

Yes. Ashley, he's asking about the debt-to-valuation of that?

Ashley wants to answer this one?

Yes. The unrepairable A220 was encumbered.

It did have debt against it. It's the $33 million from the insurance settlement, and the debt associated with the aircraft's about $19 [million?]

. We should be expecting the difference in the return of the equity to us.

In terms of aircraft deliverables, four new aircraft this year in the current production schedule, yes, that's correct. In terms of referring through this year, that is the calendar year as opposed to the fiscal year, it's the four aircraft during 2026.

Should we expect the two Braathens aircraft to be placed with existing or new customers? I think, as Jeff has said, we actually do have a number of customers chasing those two aircraft, and the management is still trying to work out which is the winning airline customer to get them.

Thank you. We have three viable clients for them, and there's a sort of a spreadsheet of all three names with the pluses and minuses of each, and we're looking at risk, revenue, duration, all that sort of stuff.

The next one is on strategic stuff, around M&A. We've got no real comment on M&A.

Next one's on the YAV podcast. It's not appropriate to comment on what investors say about M&A.

Often they speak their own book, as it were. Recollections can differ.

The next one is: Can we expand on the situation with the Braathens ATR 72s? This is from Damian Brewer of Canaccord.

Yeah. There'll be no material cost to the company in transitioning the Braathens ATR 72s, and they were fairly current when they went into administration.

There won't be material, if any, impact, and what we're trying to do is get a much longer duration of lease. Economically, we'll probably come out better off with a new client because it'll be for a longer duration than the remaining lease term of Braathens.

Iain, do you want to expand on that at all?

Yeah. Damian, you're right that one of those planes is fresh out of maintenance and is ready to be leased pretty much immediately.

The other one has got an engine going through a shop visit right now, so that will be ready to lease shortly. Both aircraft were delivered in December 2019, we had six years of revenue out of Braathens before they went into administration.

Yeah. Any ongoing lease will be another eight years or whatever it is, it's actually in a way, it's sad that the airline went into administration, but economically, it's great because we'll turn those leases into a longer duration.

The next one's around total loss. Would any further compensation pay with airBaltic?

No. The plane's insured.

We get the payout because we own the aircraft. The bank will get paid.

They just will have one fewer aircraft. We'll have all our money, so that's why you buy insurance.

There's no real issue with it. Current customer concentration is the next, from Aberdeen Investments.

Callum, thank you for your question. Is the customer concentration as a percentage of net book value or revenue?

Why doesn't Iain do this one?

Yeah. Hi, Callum.

Without going through the whole list, our top customer represents 30% of revenue, and the top three combined are just under 60%, I think 59% of revenue.

Next one is: Market value is 20% higher above book. Why is insurance only paying out book?

The insurance paying out agreed value. In a lease, you agree a number that the airline needs to insure the aircraft for, and that number goes down each year with depreciation.

That aircraft was delivered new, each year it'll go down a little bit to match the theoretical depreciation, which should match our book value. You don't insure profits or potential profits.

You insure the asset. It was insured for what it should be insured with.

Next question is: Is it correct that four of the 33 aircraft in the fleet are not currently leased? Technically, we're basically fully leased.

I'm not sure where this question's really going. Ashley, do you want to jump into this, or Ian?

Sure. I think the only two that are transitioning really are the two Braathens planes that we're lining up to place with new customers.

My understanding is that it's probably only about two aircraft that are in transition, really.

You've got one coming off later in the year, but we've got plenty of places for that. It's currently leased.

Next question is from Niall from RN Funds, around the NAV growth. We sold a 777, which is a big aircraft, a lot of revenue, which generated plenty of revenue, which therefore generous profits, which generates NAV.

Clearly, in this business you want scale, which means lots of revenue and you get lots of profits if your cost of funds is okay. Next question is: Are we hanging on to Philippine Airlines stock?

What's the plan for that? We've been a big seller.

We've been selling the stock gradually through the market. Our plan for that is to dispose of it all.

Next question is from Mr. Bristow: Is there ability to demonstrate premium?

No, you only get paid for what you insure it for. If you insure it for $33 million, you get paid $33 million.

The airline, to be clear, the airline pays for the insurance as part of the lease, and then we get the benefit of the payout. The last question is from Ashbroog: Do the other four A4 A220s have similar LTVs?

Depends on when they were delivered and the current individual state of each plane, but they would be in the ballpark of 50/50 LTV. They would be in that ballpark.

It's the answer to the question. I think we've answered all the questions.

If there's no more, we'll pass it back to Millie.

Thank you.