Hongkong, November 2016

ContentMilestones

Success Factors

Future Growth

39

Milestones

Vietnam Best Places to Work in the Tourism and

Hospitality industry 2014 by Anphabe

& Nielsen

Successful execution of the low cost carrier model in Vietnam and Southeast Asia

Incorporated and obtained air

operator’s certificate

“AOC”

Flew its first commercial

flight from Ho Chi Minh City (“HCMC”) to Hanoi as well as to Da Nang

2007 2013 20152011 2012 2014

Hosted its 10,000,000th passenger ceremony

Hosted its 3,000,000th

carried passenger ceremony

Golden Award PATA 2015 for

innovative marketing campaign by the Pacific Asia Travel Association

“Best Asian Low Cost Carrier 2015”,

by TTG Travel Awards 2015

Recognitions of Achievement

given by Prime Minister in 2015

Best airline award from the Vietnam Economic Times

International Star Award for Quality, by the Business

Initiative Directions

Top 10 outstanding

brands by the International Intellectual

Property Institute, Vietnam

Mile

ston

esA

war

ds

Flew its first international

flight between HCMC and

Bangkok

Achieved 29.6%

domestic market share

as at 31 December

2014(1)

65%

Achieved 37.1%

domestic market share

as of 31 December

2015(2)

Signed contract with

Airbus for purchasing

100 Aircrafts

65%

Signed contract with Boeing to purchase 100

Boeing 737 MAX 200 aircraft

2016

Vietnam Best Places to Work in the Tourism and

Hospitality industry 2014 by Anphabe

& Nielsen

Hosted its 19,000,000th passenger ceremony

(1) Source: CAAV; based on total passengers boarding domestically via Vietnam-based airlines for the full year ended 31 December 2014(2) Source: CAAV; based on total passengers boarding domestically via Vietnam-based airlines for the full year ended 31 December 2015

41

42

Key Factors (2015)

(1) Uptodate2016;(2) Dataof2015;Exchangerate:22.500VND/USD(3) Unconsolidatedfinancialstatement2015

20mmcumulativepassengers

carried(1)

35Aircraft (1)04 Operationalbases

47Routes(1)31 Domestic

16 International

US$379.7mmPassengerRevenue(2)

á 49%YOY2014

89%Domestic88%Network

LoadFactor(2)

40%++DomesticShare(1)

US$489.5mmTotalRevenue(3)

á 59%YOY2014+ US$21.5mm

CargoRevenue(2)

á 62%YOY2014

US$83.9mmAncillary Revenueá 114%YOY2014

+ =

HaNoi

HaiPhong

ThanhHoaVinh

DongHoi

DaNang

Hue

BuonMaThuot

QuyNhon

NhaTrangDaLat

PhuQuoc

HoChiMinh

CanTho

US$4.3mmOtherRevenue

á 326%YOY2014+

13.3hoursAircraftUtilization

43

Key Factors (09/2016)

40 Aircrafts (á 114% YOY 2015)

5 Operational bases

53 Routes(á 113% YOY 2015)

36 Domestic

17 International

71,281 Flight Hours(á 118% YOY 2015)

89% Load Factor

9.8 mil Passengers(á 120% YOY 2015)

63,128 Operational Flights(á 119% YOY 2015)

*DataofQ22016

Success Factors

45

Vietnam – A large market

(1) Includes Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam

Source: SAP independent industry report; IMF World Economic Outlook Database (July 2015), ICAO (2014 annual report), Travelocity, Vietnam Rail, Hoang Long Transit Co, (December 2015)

5.0%4.4% 4.2%

3.2% 3.1%2.5%

VietnamPhilippinesIndonesiaThailand MalaysiaSingaporePr

ojec

ted

real

GDP

per

ca

pita

CAG

R (C

Y201

5-CY

2020

)

The fastest growing economy in ASEAN

Low air-travel penetration – even within Asia

Avg. ASEAN(1): 3.5%

Australia

Brunei

ChinaJapan

Malaysia

New Zealand

South KoreaThailand

US

Indonesia

Vietnam0

2,000

4,000

6,000

8,000

10,000

0 15,000 30,000 45,000 60,000 75,000

2014

tota

l RPK

s pe

r cap

ita

2014 GDP per capita (US$)

Amongst fastest growing urbanizing economies in ASEAN

Strong historical and forecasted international tourism growth

33%44%

53% 49%

74%

100%

54% 56%

71% 72%

86%

100%

Vietnam Indonesia Malaysia

Urba

niza

tion

(sha

re o

f tot

al

popu

latio

n liv

ing

in u

rban

ar

eas)

2014 2050

21% 12%18% 23%

12%

4.0 3.3 7.0

14.5 15.9 24.6

6.1 4.6 9.4

17.1

24.8 27.5

8.1 6.0 12.6

22.3

31.6 36.5

Vietnam Indonesia Thailand

Inte

rnat

iona

l tou

rist

arriv

als

(in m

illion

s)

2010 2014 2020

11.3%

5.9%

% 2010-2014 CAGR

% 2014-2020 CAGR

5.9%

5.4%

7.7%

6.0%

4.3%

5.5%

11.7%

5.0%

2.8%

5.9%

46

Vietnam – Why LCC?

11,900

2,307

11,900

142

17,500

2,872

12,000

1460

5,000

10,000

15,000

20,000

Pass

enge

rs (

'000

s)

45.0%

9.0%

45.0%

0.5%

54.0%

9.0%

37.0%

0.5%0%

10%

20%

30%

40%

50%

60%

Air Road Rail River

Shar

e of

dom

estic

tran

spor

t mod

es (%

)

2011 2014

45.3%

8.8%

45.3%

0.5%

53.8%

8.8%

36.9%

0.4%0%

10%

20%

30%

40%

50%

60%

Air Road Rail River

Shar

e of

dom

estic

tra

nspo

rt m

odes

(%

)

stimulates airline travel and captures market share from other modes of transport such

as bus and rail due to advantages of air travel vis-à-

vis land transport

HCMC

Hanoi

Air travel is the most efficient transport mode(1)

Travel modes

HCMC – Hanoi HCMC – Danang

Time (hrs)

Fare (VND)

Fare (USD)

Time (hrs)

Fare (VND)

Fare (USD)

Air(2) 2:05 961,000 443 1:20 615,000 284

Bus 35:00 861,385 39 15:30 405,458 19

Rail 34:00 1,066,278 49 17:00 616,833 28

1,150 km

615 km

47

4

2737

61

Vietnam Indonesia Philippines Thailand

Stringent licensing requirements

Key government incentives to support VietJet

Highly concentrated domestic markets, effectively a duopoly

þ Minimal foreign competition as no foreign airlines permitted to operate domestic routes

Tax Fuelsupply

Airport costs

# of AOCs (Air Operator’s Certificate excludes General Aviation)

þ No new commercial entrants since 2011 when VietJetcommenced its first commercial flight

(Controlled by)

Domestic market share % by air passenger volume for 2015(2)

þ US$10.5bn investment to develop airport infrastructure across the country, increasing the number of operational airports from 22 to 26 by 2020

Air transport master plan

(Controlled by)

(1)46.2%

37.1%

15.3%1.4%

Vietnam – Significant government support

(1) Excluding 2 licenses withdrawn due to bankruptcy(2) Source: CAAV; based on total passengers boarding domestically via Vietnam-based airlines for the year 2015Source: SAP independent industry report; CAAV, Ministry of Transportation Republic of Indonesia, Civil Aviation Authority of the Philippines, Department of Civil Aviation (DCA) of Thailand, Axis Research Ltd.

report dated July 2015

48

Vietjet – Domestic airline & LCC in Vietnam

0%

10%

20%

30%

40%

50%

60%

70%

80%

2012 2013 2014 2015

1.03.0

4.97.9

11.2 11.6 12.3 13.312.214.5

17.521.2

2012 2013 2014 2015

VietJet Vietnam ex VietJet Vietnam

Leading airline in the domestic market within only 4 yearsVietJet represents the majority of growth in the

domestic passenger aviation market

45.0% 49.3% 53.8%

2012 2013 2014

Air travel as a % of domestic transport modes(2)

þ Increasing market share since 2012 (by full year all passenger volume)

þ Creating a new market – 14% of the passengers between Jul 2015 and Dec 2015 were first-time air travelers

2012–2015 domestic air passenger (million)

Domestic market share % (by full year air passenger volume)

Stimulating aviation growth as a transport mode

þ More than 70% of new passengers every year fly with VietJet

þ VietJet focuses on attracting passengers from other transport modes such as road and rail and also first time travelers. As a result, air travel market share has been growing significantly

VietJet ’s entry in 2011 has created new demand for air travel in Vietnam, allowing the company to avoid

fighting for market share from competitors

(1)

49

Vietjet – Best-in-class cost structure

2.48

2.42

2014 2015

CASK ex-fuel(1) (US Cents / ASK)

Asia Europe/ Middle East Americas

Average: 2.87Average: 3.11

Average: 4.49

There is still headroom for cost structure improvement to further decrease both CASK & CASK ex-fuel

(1) As of fiscal year 2014 and 2015 for peers; excluding net interest expenseSource: SAP independent industry report, company information, financial model

50

Vietjet – Best-in-class cost structure (cont’d)

0.48þ Highest seat densityþ New, fuel efficient aircraft on order expected

to achieve additional fuel efficiencyþ New engines on aircraft also allow significant

cost savings

3.5

Young, modern and fuel efficient fleetA Lowest labor costB

Lowest airport costD

Average fleet age(1)

Unit airport operating charges(1) (US Cents/ASK)

0.46

Asia Pacific Area Peer Avg: 5.2

Asia Pacific Area Peer Avg: 0.82

Asia Pacific Area Peer Avg: 0.53

0.20

Asia Pacific Area Peer Avg: 0.27

Unit maintenance cost(1) (US Cents/ASK)

Among lowest unit maintenance costE

þ Young and efficient fleetþ Attractive maintenance and support

arrangements due to large aircraft and engine orders

(1) As of fiscal year 2014 and 2015, FY 2015 data used for VietJetSource: SAP independent industry report, Airbus, company information, financial model

51

Vietjet – Strong operational performance

Rigorous aircraft maintenance program that meets international standardsIntensive flight crew, cabin crew and employee training programmesStrict compliance with local regulations, international standards and industry best practiceCompliance with all relevant guidelines issued by the Civil Aviation Authority of Vietnam(“CAAV”) and airports as well as the air traffic authorities of international destinationsVietJet’s assessment as a safe airlines by an independent report has led to a remarkablereduction in insurance cost at c.30% annually

IATA Operational Safety Audit Well-trained and highly professional crew Aircraft safety features

VietJet is committed to operational safety with an emphasis on high tech safety features & regular maintenance

Source: Company information

52

Vietjet – Efficient Operation

5.30 5.04

4.14

0.50

1.50

2.50

3.50

4.50

5.50

6.50

FY2013 FY2014 FY2015

20.2%

29.6%

37.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

FY2013 FY2014 FY2015

9.3810.10

12.14

0.00

5.00

10.00

15.00

FY2013 FY2014 FY2015

2,994 5,160

8,198

162

402

1,115

3,156

5,562

9,313

-

2,000

4,000

6,000

8,000

10,000

12,000

FY2013 FY2014 FY2015

Domestic International

Total Pax(1) Load Factor(2) Aircraft Utilization

Market Share Evolution(3) CASK(4) Ancillary Revenue Per Pax(5)

(‘000) On-time performance (%) (Hours per Aircraft per Day)

(%) (US$(6))

89%

89%

89%

81% 84%

84%88

%

89%

88%

50%

55%

60%

65%

70%

75%

80%

85%

90%

95%

FY2013 FY2014 FY2015

Domestic International Total

11.9 12.4 13.3

0.5

2.5

4.5

6.5

8.5

10.5

12.5

14.5

FY2013 FY2014 FY2015

93.1% 81.9% 82.6%

Load factor (%)

(US Cents(6))

(1) Recorded by VJC’s booking engines(2) Represents RPK as a proportion of ASK (3) CAAV data based on total passengers boarding domestically via Vietnam-based airlines per year(4) Calculated as cost of sales less the cost of aircraft sold plus selling expenses and general and administrative

expenses, divided by ASK(5) Calculated as total ancillary fare revenue over total passengers carried(6) Converted at a rate of 1US$ = 21,036 VND (FY2013), 1US$ = 21,246 VND (FY2014) and

1US$ = 21,890 VND (FY2015)

53

Vietjet – Innovative Sales & Distribution Network

Number of bookings by distribution channel (2015)

With more than 90% of sales revenue generated through web-based channels, VietJet’s 6 distribution channels(1) have been highly effective in helping to boost sales for the Company

Organic distribution channels (1) Third party distribution channels (2)

Internetand

mobileGDS

Retailers, Post and BanksTravel

agenciesBooking office

Call centers

(2)

26.6% 24.2% 22.6%

65.7% 67.9% 65.4%

5.7% 6.3% 9.9% 2.0% 1.5% 2.1%

2013 2014 2015VietJet website Travel agencies (web-based)

(1) Organic distribution channels: internet incl. mobile booking application, booking office, call centre; Third-party channels: travel agents, retailers and banks, global distribution system(2) Global distribution system, call centre, retailersSource: Company information, SAP independent industry report

54

Vietjet – Significant ancillary revenue

Ancillary revenue per passenger

(US$) (2)

Ancillary revenue as

% of adjusted

revenue (3)

9.4 10.1 12.1 12.4

2013 2014 2015 1H 2016

16.4% 17.2%22.3% 23.0%

2013 2014 2015 1H 2016

has recorded robust growth in ancillary revenue, with significant opportunities to further increase this stream to be in line with global peers

Inflight sales of souvenirs, food and beverage, duty free products and advertising packages

Pre-flight purchases such as seat selection, priority services, checked baggage, in flight services and travel insurance

(1) Based on IdeaWorks report on airline ancillary revenue in 2014(2) Ancillary revenue including cargo revenue; Calculated as total ancillary revenue over total passengers carried; Converted at

1US$=21,036VND, 1US$=21,246VND and 1US$=21,890VND for FY13-15, respectively(3) Ancillary revenue including cargo revenue; Adjusted revenue calculated as total revenue less aircraft sale proceedsSource: SAP independent industry report; IdeaWorks

55

Vietjet – Strong brand recognition

Highly innovative marketing campaigns Blue-chip partners and co-branding

Frequent flyer and corporate programsProminent digital media presence enhancing awareness

þ Strategic partnerships with blue-chip, multinational enterprises globally

þ Co-branding with various brands to enhance awareness, boosting ancillary revenue significantly through advertising

has a 96% brand awareness(1) in Vietnam with superior customer loyalty

þ Focus on communicating directly with potential customers and emphasizing its low fares

þ Enhanced brand awareness through sponsorship of key local campaigns

Co-brandingStrategic partners

þ Strong on-line presence across e-commerce platforms and popular social media outlets

Powerful omni-channel platform

þ Named as one of the world’s Top 3 fastest growing airline brands on Facebook by Socialbakers in August 2015, together with Qatar Airways and Turkish Airlines

þ Top 3 airlines globally in terms of Facebook’s post engagement rate (the other 2 being Eva Air and Japan Airlines)

Sponsor of South East Asian Games

in 2015

A B

C D

þ Frequent flyer program “VietJet Sky Club” expected to launch in 2H2016

þ Highly selective and rigorous staff recruitment and training to ensure high quality customer service

(1) Based on Axis Research Ltd. report dated July 2015, VietJet had 96% brand awareness in Vietnam based on a survey with 1,136 randomly selected participants from 13 cities in Vietnam

Source: Company information, Axis Research

56

Vietjet – Experienced leadership team

Highly experienced and visionary team with average of >20 years in domestic and international airline operations, having led VietJet to become a leading domestic airline in Vietnam within 4 years

Mdm. Nguyen Thanh Ha Chairwoman

9 years at Vietjet ~26 years in industry

Appointed Chairwoman of the Board in 2007

Extensive aviation industry experience in Vietnam

Deputy Head of CAAV prior to joining the Company and was the head of Planning & Investment department at Vietnam Airlines before joining CAAV

Mdm. Nguyen Thi Phuong ThaoVice Chairwoman & CEO

9 years at Vietjet ~23 years in industry

Appointed Standing Vice-Chairwoman of the Board of Directors in 2007 and is Company’s Chief Executive Officer

Vice Standing Chairwoman of HDBankSignificant experience in the managing large corporations in various economic sectors in Vietnam and abroad, especially in the banking-finance sector

Dr. Nguyen Thanh HungVice Chairman

9 years at Vietjet ~23 years in industry

Appointed Vice Chairman of the Board of Directors in July 2007Co-Founder and Chairman of Sovico Holdings

Appointed ABAC (APEC Business Advisory Council) member by Prime Minister in 2006

(1) Number of years taken to achieve #1 domestic position in terms of market share since Indigo / AirAsia began commercial operations;

(2) Number of years taken to achieve 35% domestic market share since Cebu began commercial operations; It took Cebu 11 years to achieve #1 domestic position

Source: Company information, public filings

Future Growth

58

Network&Fleet ServiceQuality OperationEfficiency

• Maximizing Domesticnetwork

• HUB expansion through:

• Collaborating with the localpartner to operate HUBnetwork

• Continuously launching andexploring new routes in Asia

• Constantly developing thefleets

2016Onwards

E-commerce

• Improvingservicequality,especially forGroundService,SkyBoss Service,CabinService

• Continuestodeliverinnovativemarketingcampaign andevents

• LaunchingtheLoyaltyprogram

• Developing onlinedirectinteractingportalforcustomers

Increasedomesticmarketshareto50%by2016

Savingoperatingcostin2016

Anciliaryrevenueis20.5%total revenuein2016

Enhancebrandvalueandawareness

l Continuouslyimproving,standardizing andautomating alloperating procedures

l 100%operatingactivitiesbased onadvanced SOPs

l Continuestoimprovepayment system andsupplychainintheregion

l Upgrade toe-ticketingplatformtotheE-commerce platformformeeting consumerdemands

l Establishingmorepartnershipswithretailers

l Promotingcross-selling

l Focusondrivingancillaryrevenue

THANK YOU!

59