##### Table of Contents

As filed with the Securities and Exchange Commission on May 1, 2017







UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549





FORM 20-F







|☐ | REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ----------------------------------------------------------------------------------------------

OR



|☒ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ------------------------------------------------------------------------------------

For the fiscal year ended December 31, 2016

OR



|☐ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ----------------------------------------------------------------------------------------

OR



|☐ | SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | -------------------------------------------------------------------------------------------

Commission File Number 001-36142





AVIANCA
HOLDINGS S.A.

(Exact name of registrant as specified in its charter)





Avianca Holdings S.A.

(Translation of registrants name into English)

Republic of Panama

(Jurisdiction of incorporation or organization)

Aquilino de la Guardia Calle No. 8, IGRA Building P.O., Panama City,

Republic of Panama

(+507) 205-6000

(Address
of principal executive offices)

Luca Pfeifer

Tel: (57+1) - 587 77 00 ext. 7575●Fax: (57+1) - 423 55 00 ext. 2544/2474

Address: Avenida calle 26 # 59  15 P5, Bogotá, Colombia

(Name, telephone, e-mail and/or facsimile number and address of company contact person)

Securities registered or to be registered pursuant to Section 12(b) of the Act:







|                                                                                                                                                      |  |                                          
|----------------------------------------------------------------------------------------------------------------------------------------------------- |  | -----------------------------------------
|Title of Each Class                                                                                                                                   |  | Name of Each Exchange on Which
Registered
|American Depositary Shares (as evidenced by American Depositary Receipts), each representing 8 Preferred Shares, with a par value of $0.125 per share |  | New York Stock Exchange                  





Securities registered or to be registered pursuant to Section 12(g) of the Act: None

Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None

Indicate the number of outstanding shares of each of the issuers classes of capital or common stock as of December 31, 2016:

Common Shares  660,800,003

Preferred Shares  340,507,917





Indicate by check mark if the
registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.    Yes  ☐    No  ☒

If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or
15(d) of the Securities Exchange Act of 1934.    Yes  ☐    No  ☒

Indicate by
check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to
file such reports), and (2) has been subject to such filing requirements for the past 90 days.    Yes  ☒    No  ☐

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required
to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).
    Yes  ☐    No  ☐ (note: not required of registrant)

Indicate by check mark
whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or an emerging growth company. See the definitions of large accelerated filer, accelerated filer, and emerging growth
company in Rule 12b-2 of the Exchange Act.



|                        |  |   |  |                         |  |  
|----------------------- |  | - |  | ----------------------- |  | -
|Large accelerated filer |  | ☐ |  | Accelerated filer       |  | ☒
|                        |  |   | 
|Non-accelerated filer   |  | ☐ |  | Emerging growth company |  | ☐

If an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark if
the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.  ☐



| | The term new or revised financial accounting standard refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after April 5, 2012.
|- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:



|             |  |                                                                                                         |  |         
|------------ |  | ------------------------------------------------------------------------------------------------------- |  | --------
|U.S. GAAP  ☐ |  | International Financial Reporting Standards as issuedby the International Accounting Standards Board  ☒ |  | Other  ☐

If Other has been checked in response to the previous question, indicate by check mark which financial statement
item the registrant has elected to follow.    Item 17  ☐    Item 18  ☐

If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange
Act).    Yes  ☐    No  ☒









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TABLE OF CONTENTS



|                                                |  |                                                                              |     |      |     | 
|----------------------------------------------- |  | ---------------------------------------------------------------------------- | --- | ---- | --- | 
|                                                |  |                                                                              |     | Page |    
|                                                | 
|Presentation of Financial and Other Information |  |                                                                              | ii  |     
|                                                | 
|Market Data                                     |  |                                                                              | iii |     
|                                                | 
|Certain Terms                                   |  |                                                                              | iv  |     
|                                                | 
|Forward Looking Statements                      |  |                                                                              | v   |     
|                                                | 
|PART I                                          |  |                                                                              | 1   |     
|                                                |  |                                                                             
|Item 1.                                         |  | Identity of Directors, Senior Management and Advisers                        |     |      | 1   | 
|                                                |  |                                                                             
|Item 2.                                         |  | Offer Statistics and Expected Timetable                                      |     |      | 1   | 
|                                                |  |                                                                             
|Item 3.                                         |  | Key Information                                                              |     |      | 1   | 
|                                                |  |                                                                             
|Item 4.                                         |  | Information on the Company                                                   |     |      | 41  | 
|                                                |  |                                                                             
|Item 4A.                                        |  | Unresolved Staff Comments                                                    |     |      | 91  | 
|                                                |  |                                                                             
|Item 5.                                         |  | Operating and Financial Review and Prospects                                 |     |      | 91  | 
|                                                |  |                                                                             
|Item 6.                                         |  | Directors, Senior Management and Employees                                   |     |      | 124 | 
|                                                |  |                                                                             
|Item 7.                                         |  | Major Shareholders and Related Party Transactions                            |     |      | 133 | 
|                                                |  |                                                                             
|Item 8.                                         |  | Financial Information                                                        |     |      | 138 | 
|                                                |  |                                                                             
|Item 9.                                         |  | The Offer and Listing                                                        |     |      | 141 | 
|                                                |  |                                                                             
|Item 10.                                        |  | Additional Information                                                       |     |      | 145 | 
|                                                |  |                                                                             
|Item 11.                                        |  | Quantitative and Qualitative Disclosures About Market Risk                   |     |      | 164 | 
|                                                |  |                                                                             
|Item 12.                                        |  | Description of Securities Other than Equity Securities                       |     |      | 166 | 
|                                                | 
|PART II                                         |  |                                                                              | 168 |     
|                                                |  |                                                                             
|Item 13.                                        |  | Defaults, Dividends Arrearages and Delinquencies                             |     |      | 168 | 
|                                                |  |                                                                             
|Item 14.                                        |  | Material Modifications to the Rights of Security Holders and Use of Proceeds |     |      | 168 | 
|                                                |  |                                                                             
|Item 15.                                        |  | Controls and Procedures                                                      |     |      | 168 | 
|                                                |  |                                                                             
|Item 16.                                        |  | Reserved                                                                     |     |      | 170 | 
|                                                |  |                                                                             
|Item 16A.                                       |  | Audit Committee Financial Expert                                             |     |      | 170 | 
|                                                |  |                                                                             
|Item 16B.                                       |  | Code of Ethics                                                               |     |      | 170 | 
|                                                |  |                                                                             
|Item 16C.                                       |  | Principal Accountant Fees and Services                                       |     |      | 170 | 
|                                                |  |                                                                             
|Item 16D.                                       |  | Exemptions from the Listing Standards for Audit Committees                   |     |      | 171 | 
|                                                |  |                                                                             
|Item 16E.                                       |  | Purchases of Equity Securities by the Issuer and Affiliated Purchasers       |     |      | 171 | 
|                                                |  |                                                                             
|Item 16F.                                       |  | Change in Registrants Certifying Accountant                                 |     |      | 171 | 
|                                                |  |                                                                             
|Item 16G.                                       |  | Corporate Governance                                                         |     |      | 171 | 
|                                                |  |                                                                             
|Item 16H.                                       |  | Mine Safety Disclosure                                                       |     |      | 172 | 
|                                                |  |                                                                             
|Item 17.                                        |  | Financial Statements                                                         |     |      | 173 | 
|                                                |  |                                                                             
|Item 18.                                        |  | Financial Statements                                                         |     |      | 173 | 
|                                                |  |                                                                             
|Item 19.                                        |  | Exhibits                                                                     |     |      | 173 | 
|                                                | 
|Index to Financial Statements                   |  |                                                                              | F-1 |     



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PRESENTATION OF FINANCIAL AND OTHER INFORMATION

In this annual report, we use the terms we, us, our, the Company and Avianca
Holdings to refer to Avianca Holdings S.A., together with its subsidiaries, except where the context requires otherwise.

IFRS Financial
Statements

On December 11, 2012, our board of directors approved our adoption of International Financial Reporting Standards, or
IFRS, as issued by the International Accounting Standards Board, or IASB. We used a transition date of January 1, 2011, and therefore our consolidated financial statements as of and for the year ended December 31, 2012 were our first
annual audited consolidated financial statements required to be prepared in accordance with IFRS. We have not prepared any financial information in accordance with IFRS as of or for any prior periods. For periods prior to 2012, we prepared our
audited consolidated financial statements solely in accordance with Colombian GAAP.

Our consolidated financial statements prepared in
accordance with IFRS are stated in U.S. dollars. This annual report includes our audited consolidated financial statements as of December 31, 2015 and 2016 and for the years ended December 31, 2014, 2015 and 2016, together with the notes
thereto, prepared in accordance with IFRS. Unless otherwise indicated, all financial information provided in this annual report has been prepared in accordance with IFRS.

Non-IFRS Financial Measures

This annual
report includes certain references to non-IFRS measures such as our Adjusted EBITDAR and Adjusted EBITDAR margin. See Item 3. Key InformationPart A. Selected Financial Data for a discussion of our use of Adjusted EBITDAR in this
annual report, including the reasons why we believe this information is useful to management and to investors, and a reconciliation of Adjusted EBITDAR to net profit. These supplemental financial measures are not prepared in accordance with IFRS.
Accordingly, you are cautioned not to place undue reliance on this information and should note that Adjusted EBITDAR and Adjusted EBITDAR margin, as calculated by us, may differ materially from similarly titled measures reported by other companies,
including our competitors.

Adjusted EBITDAR is commonly used in the airline industry to view operating results before depreciation,
amortization and aircraft operating lease charges, as these costs can vary significantly among airlines due to differences in the way airlines finance their aircraft and other assets. However, Adjusted EBITDAR should not be considered as an
alternative measure to operating profit, as an indicator of operating performance, as an alternative to operating cash flows or as a measure of our liquidity. Adjusted EBITDAR as calculated by us and as presented in this annual report may differ
materially from similarly titled measures reported by other companies due to differences in the way these measures are calculated. Adjusted EBITDAR has important limitations as an analytical tool and should not be considered in isolation from,
or as a substitute for an analysis of, our operating results as reported under IFRS. Some of the limitations are:



| |  |  | Adjusted EBITDAR does not reflect cash expenditures or future requirements for capital expenditures or contractual commitments;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------



| |  |  | Adjusted EBITDAR does not reflect changes in, or cash requirements for, working capital needs;
| | - |  | ----------------------------------------------------------------------------------------------



| |  |  | Adjusted EBITDAR does not reflect the interest expense or the cash requirements necessary to service interest or principal payments on debt;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future, and Adjusted EBITDAR does not reflect any cash requirements for such
replacements;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | Adjusted EBITDAR does not reflect expenses related to leases of flight equipment and other related expenses; and
| | - |  | ----------------------------------------------------------------------------------------------------------------



| |  |  | other companies may calculate Adjusted EBITDAR or similarly titled measures differently, limiting its usefulness as a comparative measure.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------

Currency Presentation

In this annual
report, references to dollars, U.S. dollars, US$ and $ are to the currency of the United States and references to Colombian pesos, Pesos and COP are to the currency
of Colombia. The meaning of the word billion in the Spanish language is different from that in American English. In the Spanish language, as used in Colombia, a billion is a million millions, which means the number of
1,000,000,000,000, while in American English a billion is a thousand millions, which means 1,000,000,000. In this annual report, the meaning of billion is as used in American English.

We have converted certain U.S. dollar amounts presented in this annual report from Colombian peso amounts solely for the convenience of the
reader. We make no representation that the peso or dollar amounts shown in this annual report could have been or could be converted into U.S. dollars or Colombian pesos at the rates shown in this annual report or at any other rate. The Federal
Reserve Bank of New York does not report a noon buying rate for Colombian pesos. The conversion of amounts expressed in Colombian pesos as of a specified date at the then prevailing exchange rate may result in presentation of U.S. dollar amounts
that differ from U.S. dollar amounts that would have been obtained by converting Colombian pesos as of another specified date.

The rates
set forth in this annual report for conversion of COP into U.S. dollars are the rates published by the Colombian Central Bank (Banco de la República, or the Central Bank) as reported by the Colombian Financial Superintendency
(Superintendencia Financiera de Colombia, or the SFC).

On March 31, 2017, the exchange rate between the Colombian peso and
the U.S. dollar certified by the SFC was COP2880.24 per US$1.00. See Item 10. Additional InformationPart D. Exchange ControlsExchange Rates.

IFRS does not currently require us to adjust our financial statements for inflation. Colombia experienced inflation rates of 3.7%, 6.8% and
5.8% for the years ended December 31, 2014, 2015 and 2016, respectively, according to the Colombian National Administrative Department of Statistics (Departamento Administrativo Nacional de Estadística), or DANE.

Rounding

Certain figures included in
this annual report have been rounded for ease of presentation. Percentage figures included in this annual report have not in all cases been calculated on the basis of such rounded figures but on the basis of such amounts prior to rounding. For this
reason, certain percentage amounts in this annual report may vary from those obtained by performing the same calculations using the figures in our consolidated financial statements. Certain other amounts that appear in this annual report may not sum
due to rounding.

MARKET DATA

This annual report contains certain statistical data regarding our airline routes and our competitive position and market share in, and the
market size of, the Latin American air transportation market. This information has been derived from a variety of sources, including the Civil Aviation Authority of Colombia (Unidad Administrativa Especial de Aeronáutica Civil), the
Civil Aviation Authority of El Salvador (Autoridad de Aviación Civil), the Civil Aviation Authority of Costa Rica (Dirección General de Aviación Civil), the Civil Aviation Authority of Peru (Dirección
General de Aviación Civil), the Civil Aviation Authority of Ecuador (Dirección General de Aviación Civil), the International Air Transport Association, or IATA, the Latin American and Caribbean Air Transport
Association, or ALTA, and other third-party sources, governmental agencies or industry or general publications.



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Information for which no source is cited has been prepared by us on the basis of our knowledge of
Latin American airline markets and other information available to us. The methodologies and terminologies used by different sources are not always consistent, and data from different sources are not readily comparable. In addition, sources other
than us use methodologies that are not identical to ours and may produce results that differ from our own estimates. Although we have not independently verified the information contained herein concerning competitive positions, market shares, market
sizes, market growth or other similar data that is based upon third-party sources or industry or general publications, we consider these sources and publications to be generally reliable.

CERTAIN TERMS

This annual report contains terms relating to operating performance that are commonly used in the airline industry and are defined as follows:

Aircraft utilization represents the average number of block hours operated per day per aircraft for an aircraft fleet.

Available seat kilometers, or ASKs, represents aircraft seating capacity multiplied by the number of kilometers the seats are
flown.

Available ton kilometers, or ATKs, represents cargo ton capacity multiplied by the number of kilometers the cargo is
flown.

Block hours refers to the elapsed time between an aircraft leaving an airport gate and arriving at an airport gate.

CASK excluding fuel represents operating expenses other than fuel divided by available seat kilometers (ASKs).

Code share alliance refers to our code share agreements with other airlines with whom we have business arrangements to share the
same flight. A seat can be purchased on one airline but is actually operated by a cooperating airline under a different flight number or code. The term code refers to the identifier used in flight schedules, generally the two-character
IATA airline designator code and flight number. Code share alliances allow greater access to cities through a given airlines network without having to offer extra flights, and makes connections simpler by allowing single bookings across
multiple planes.

Cost per available seat kilometer, or CASK, represents operating expenses divided by available seat
kilometers (ASKs).

Load factor represents the percentage of aircraft seating capacity that is actually utilized and is
calculated by dividing revenue passenger kilometers by available seat kilometers (ASKs) unless stated otherwise.

Operating revenue
per available seat kilometer, or RASK, represents operating revenue divided by available seat kilometers (ASKs).

Revenue
passenger kilometers, or RPKs, represent the number of kilometers flown by revenue passengers.

Revenue passengers
represents the total number of paying passengers (which do not include passengers redeeming LifeMiles (previously known as AviancaPlus or Distancia) frequent flyer miles or other travel awards) flown on all flight segments (with each
connecting segment being considered a separate flight segment).

Revenue ton kilometers, or RTKs, represents the total cargo
tonnage uplifted multiplied by the number of kilometers the cargo is flown.



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Technical dispatch reliability represents the percentage of scheduled flights that
are not delayed at departure more than 15 minutes or cancelled, in each case due to technical problems.

Yield represents the
average amount one passenger pays to fly one kilometer, or passenger revenue divided by revenue passenger kilometers (RPKs) unless stated otherwise.

FORWARD LOOKING STATEMENTS

This annual report includes forward-looking statements, principally under the captions Item 4. Information on the CompanyBusiness
Overview, Item 3. Key InformationPart D. Risk Factors, and Item 5. Operating and Financial Review and Prospects. We have based these forward-looking statements largely on our current beliefs, expectations and
projections about future events and financial trends affecting our business. Many important factors, in addition to those discussed elsewhere in this annual report, could cause our actual results to differ substantially from those anticipated in our
forward-looking statements, including, among other things:



| |  |  | general economic, political and business conditions in our core markets of Colombia, Peru, Ecuador and Central America and the other geographic markets we serve;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our level of debt and other fixed obligations;
| | - |  | ----------------------------------------------



| |  |  | demand for passenger and cargo air services in the markets in which we operate;
| | - |  | -------------------------------------------------------------------------------



| |  |  | competitive pressures on pricing;
| | - |  | ---------------------------------



| |  |  | our capital expenditures;
| | - |  | -------------------------



| |  |  | changes in the regulatory environment in which we operate;
| | - |  | ----------------------------------------------------------



| |  |  | fluctuations of crude oil prices and its effect on fuel costs;
| | - |  | --------------------------------------------------------------



| |  |  | changes in labor costs, maintenance costs and insurance premiums;
| | - |  | -----------------------------------------------------------------



| |  |  | changes in market prices, customer demand and preferences and competitive conditions;
| | - |  | -------------------------------------------------------------------------------------



| |  |  | terrorist attacks and the possibility or fear of such attacks affecting the airline industry;
| | - |  | ---------------------------------------------------------------------------------------------



| |  |  | future threat or outbreak of diseases affecting traveling behavior and/or imports and/or exports;
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | natural disasters affecting traveling behavior and/or imports and/or exports;
| | - |  | -----------------------------------------------------------------------------



| |  |  | cyclical and seasonal fluctuations in our operating results;
| | - |  | ------------------------------------------------------------



| |  |  | defects or mechanical problems with our aircraft;
| | - |  | -------------------------------------------------



| |  |  | our ability to successfully implement our growth strategy and integrate acquisitions;
| | - |  | -------------------------------------------------------------------------------------



| |  |  | our ability to successfully implement our fleet modernization program;
| | - |  | ----------------------------------------------------------------------



| |  |  | our ability to obtain financing and the terms of such financing; and
| | - |  | --------------------------------------------------------------------



| |  |  | the risk factors discussed under Item 3. Key InformationPart D. Risk Factors beginning on page 6.
| | - |  | ----------------------------------------------------------------------------------------------------

The words believe, may, should, aim, estimate, continue,
anticipate, intend, will, expect and similar words are intended to identify forward-looking statements. Forward-looking statements include



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information concerning our possible or assumed future results of operations, business strategies, financing plans, competitive position, industry environment, potential growth opportunities, the
effects of future regulation and the effects of competition. Forward-looking statements speak only as of the date they are made, and we undertake no obligation to update publicly or to revise any forward-looking statements after we distribute this
annual report because of new information, future events or other factors. In light of the risks and uncertainties described above, the future events and circumstances discussed in this annual report might not occur or come into existence and
forward-looking statements are thus not guarantees of future performance. Considering these limitations, you should not place undue reliance on forward-looking statements contained in this annual report.



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PART I



|Item 1. | Identity of Directors, Senior Management and Advisers
|------- | -----------------------------------------------------

Not applicable.



|Item 2. | Offer Statistics and Expected Timetable
|------- | ---------------------------------------

Not applicable.



|Item 3. | Key Information
|------- | ---------------



|A. | Selected Financial Data
|-- | -----------------------

The following tables present selected summary consolidated
financial and operating data as of the dates and for the periods indicated. We prepare consolidated financial statements in accordance with IFRS as issued by the IASB in U.S. dollars. You should read this information in conjunction with our
consolidated financial statements together with the notes thereto included in this annual report, Presentation of Financial and Other Information and Item 5. Operating and Financial Review and
Prospects.

The selected consolidated financial information as of December 31, 2012, 2013, 2014, 2015 and 2016 and for
the years ended December 31, 2012, 2013, 2014, 2015 and 2016 has been derived from our audited consolidated financial statements prepared in accordance with IFRS.

On December 11, 2012, our board of directors approved our adoption of IFRS. We used a transition date of January 1, 2011, and
therefore our consolidated financial statements as of and for the year ended December 31, 2012 were our first annual audited consolidated financial statements required to be prepared in accordance with IFRS. We have not prepared any financial
information in accordance with IFRS as of or for any prior periods. For periods prior to 2011, we prepared our audited consolidated financial statements solely in accordance with Colombian GAAP.



|                                                                       |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|---------------------------------------------------------------------- |  | ------------------ | --------- |  | ---- | - | --------- | ---- |  | - | --------- |  |  | ---- | --------- |  |  | - | --------- | 
|                                                                       |  | As of December 31, |          
|                                                                       |  | 2016               |           |  | 2015 |   |           | 2014 |  |   | 2013      |  |  | 2012 |          
|                                                                       |  | (in US$ thousands) |          
|BALANCE SHEET DATA                                                     |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Assets                                                                 |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Current assets:                                                        |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Cash and cash equivalents                                              |  | $                  | 375,753   |  |      | $ | 479,381   |      |  | $ | 640,891   |  |  | $    | 735,577   |  |  | $ | 402,997   | 
|Restricted cash                                                        |  |                    | 5,371     |  |      |   | 5,397     |      |  |   | 1,987     |  |  |      | 23,538    |  |  |   | 6,547     | 
|Available-for-sale securities                                          |  |                    |          |  |      |   |          |      |  |   | 1,218     |  |  |      |          |  |  |   | 19,460    | 
|Accounts receivable, net of provision for doubtful accounts            |  |                    | 313,868   |  |      |   | 279,620   |      |  |   | 355,168   |  |  |      | 276,963   |  |  |   | 202,962   | 
|Accounts receivable from related parties                               |  |                    | 19,283    |  |      |   | 23,073    |      |  |   | 27,386    |  |  |      | 26,425    |  |  |   | 29,427    | 
|Expendable spare parts and supplies, net of provision for obsolescence |  |                    | 82,362    |  |      |   | 68,768    |      |  |   | 65,614    |  |  |      | 53,158    |  |  |   | 48,796    | 
|Prepaid expenses                                                       |  |                    | 59,725    |  |      |   | 45,708    |      |  |   | 56,065    |  |  |      | 46,745    |  |  |   | 54,512    | 
|Assets held for sale                                                   |  |                    |          |  |      |   | 3,323     |      |  |   | 1,369     |  |  |      | 7,448     |  |  |   | 9,832     | 
|Deposits and other assets                                              |  |                    | 160,124   |  |      |   | 130,724   |      |  |   | 174,128   |  |  |      | 125,334   |  |  |   | 105,028   | 
|                                                                       |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total current assets                                                   |  |                    | 1,016,486 |  |      |   | 1,035,994 |      |  |   | 1,323,826 |  |  |      | 1,295,188 |  |  |   | 879,561   | 
|Non-current assets:                                                    |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Available-for-sale securities                                          |  |                    | 76        |  |      |   | 793       |      |  |   | 237       |  |  |      | 14,878    |  |  |   | 13,165    | 
|Deposits and other assets                                              |  |                    | 174,033   |  |      |   | 246,486   |      |  |   | 218,010   |  |  |      | 189,176   |  |  |   | 221,558   | 
|Accounts receivable, net of provision for doubtful accounts            |  |                    | 92,048    |  |      |   | 59,713    |      |  |   | 42,407    |  |  |      | 32,441    |  |  |   | 64,540    | 
|Accounts receivable from related parties                               |  |                    |          |  |      |   |          |      |  |   | 11,247    |  |  |      |          |  |  |   | 24,001    | 
|Intangible assets                                                      |  |                    | 412,918   |  |      |   | 413,766   |      |  |   | 416,070   |  |  |      | 363,103   |  |  |   | 344,908   | 
|Deferred tax assets                                                    |  |                    | 5,845     |  |      |   | 5,847     |      |  |   | 35,664    |  |  |      | 50,893    |  |  |   | 73,644    | 
|Property and equipment, net                                            |  |                    | 4,649,929 |  |      |   | 4,599,346 |      |  |   | 4,128,051 |  |  |      | 3,233,358 |  |  |   | 2,699,546 | 
|                                                                       |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total non-current assets                                               |  |                    | 5,334,849 |  |      |   | 5,325,951 |      |  |   | 4,851,686 |  |  |      | 3,883,849 |  |  |   | 3,441,362 | 
|                                                                       |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total assets                                                           |  | $                  | 6,351,335 |  |      | $ | 6,361,945 |      |  | $ | 6,175,512 |  |  | $    | 5,179,037 |  |  | $ | 4,320,923 | 



1



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##### Table of Contents

|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|--------------------------------------------- |  | ------------------ | --------- |  | ---- | - | --------- | ---- |  | - | --------- |  |  | ---- | --------- |  |  | - | --------- | 
|                                              |  | As of December 31, |          
|                                              |  | 2016               |           |  | 2015 |   |           | 2014 |  |   | 2013      |  |  | 2012 |          
|                                              |  | (in US$ thousands) |          
|Liabilities and equity                        |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Current liabilities:                          |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Current portion of long-term debt             |  | $                  | 406,739   |  |      | $ | 412,884   |      |  | $ | 458,679   |  |  | $    | 314,165   |  |  | $ | 282,145   | 
|Accounts payable                              |  |                    | 493,106   |  |      |   | 480,592   |      |  |   | 547,494   |  |  |      | 509,129   |  |  |   | 488,568   | 
|Accounts payable to related parties           |  |                    | 9,072     |  |      |   | 9,449     |      |  |   | 13,797    |  |  |      | 7,553     |  |  |   | 7,309     | 
|Accrued expenses                              |  |                    | 138,797   |  |      |   | 118,192   |      |  |   | 138,262   |  |  |      | 134,938   |  |  |   | 181,802   | 
|Provisions for legal claims                   |  |                    | 18,516    |  |      |   | 13,386    |      |  |   | 14,157    |  |  |      | 14,984    |  |  |   | 7,903     | 
|Provisions for return conditions              |  |                    | 53,116    |  |      |   | 52,636    |      |  |   | 61,425    |  |  |      | 33,033    |  |  |   | 7,598     | 
|Employee benefits                             |  |                    | 39,581    |  |      |   | 32,876    |      |  |   | 49,193    |  |  |      | 52,392    |  |  |   | 57,241    | 
|Air traffic liability                         |  |                    | 521,190   |  |      |   | 433,575   |      |  |   | 461,118   |  |  |      | 491,752   |  |  |   | 405,295   | 
|Other liabilities                             |  |                    | 11,085    |  |      |   | 12,691    |      |  |   | 127,496   |  |  |      | 27,432    |  |  |   | 29,470    | 
|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total current liabilities                     |  |                    | 1,691,202 |  |      |   | 1,566,281 |      |  |   | 1,871,621 |  |  |      | 1,585,378 |  |  |   | 1,467,331 | 
|Non-current liabilities:                      |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Long-term debt                                |  |                    | 2,867,496 |  |      |   | 3,060,110 |      |  |   | 2,711,898 |  |  |      | 1,951,330 |  |  |   | 1,572,299 | 
|Accounts payable                              |  |                    | 2,734     |  |      |   | 3,599     |      |  |   | 21,167    |  |  |      | 2,735     |  |  |   | 3,041     | 
|Provisions for return conditions              |  |                    | 120,822   |  |      |   | 109,231   |      |  |   | 70,459    |  |  |      | 56,065    |  |  |   | 59,297    | 
|Employee benefits                             |  |                    | 115,569   |  |      |   | 127,720   |      |  |   | 173,460   |  |  |      | 276,284   |  |  |   | 400,831   | 
|Deferred tax liabilities                      |  |                    | 20,352    |  |      |   | 13,475    |      |  |   | 15,760    |  |  |      | 7,940     |  |  |   | 2,528     | 
|Air traffic liability(1)                      |  |                    | 98,088    |  |      |   | 93,519    |      |  |   | 85,934    |  |  |      | 72,853    |  |  |   | 63,494    | 
|Other liabilities non-current                 |  |                    | 14,811    |  |      |   | 15,375    |      |  |   | 8,466     |  |  |      | 11,706    |  |  |   |          | 
|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total non-current liabilities                 |  |                    | 3,239,872 |  |      |   | 3,423,029 |      |  |   | 3,087,144 |  |  |      | 2,378,913 |  |  |   | 2,101,490 | 
|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total liabilities                             |  |                    | 4,931,074 |  |      |   | 4,989,310 |      |  |   | 4,958,765 |  |  |      | 3,964,291 |  |  |   | 3,568,821 | 
|Equity:                                       |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Common stock                                  |  |                    | 82,600    |  |      |   | 82,600    |      |  |   | 82,600    |  |  |      | 83,225    |  |  |   | 92,675    | 
|Preferred stock                               |  |                    | 42,023    |  |      |   | 42,023    |      |  |   | 42,023    |  |  |      | 41,398    |  |  |   | 19,473    | 
|Additional paid-in capital on common stock    |  |                    | 234,567   |  |      |   | 234,567   |      |  |   | 234,567   |  |  |      | 236,342   |  |  |   | 263,178   | 
|Additional paid-in capital on preferred stock |  |                    | 469,273   |  |      |   | 469,273   |      |  |   | 469,273   |  |  |      | 467,498   |  |  |   | 270,061   | 
|Retained earnings                             |  |                    | 544,681   |  |      |   | 507,132   |      |  |   | 355,671   |  |  |      | 351,102   |  |  |   | 68,153    | 
|Revaluation and other reserves                |  |                    | 27,365    |  |      |   | 18,394    |      |  |   | 24,550    |  |  |      | 28,857    |  |  |   | 25,418    | 
|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total equity attributable to the Company      |  |                    | 1,400,509 |  |      |   | 1,353,989 |      |  |   | 1,208,684 |  |  |      | 1,208,422 |  |  |   | 738,958   | 
|Non-controlling interest                      |  |                    | 19,752    |  |      |   | 18,646    |      |  |   | 8,063     |  |  |      | 6,324     |  |  |   | 13,144    | 
|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total equity                                  |  |                    | 1,420,261 |  |      |   | 1,372,635 |      |  |   | 1,216,747 |  |  |      | 1,214,746 |  |  |   | 752,102   | 
|                                              |  |                    |           |  |      |   |           |      |  |   |           |  |  |      |           |  |  |   |           | 
|Total liabilities and equity                  |  | $                  | 6,351,335 |  |      | $ | 6,361,945 |      |  | $ | 6,175,512 |  |  | $    | 5,179,037 |  |  | $ | 4,320,923 | 



2



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##### Table of Contents

|                                                                                      |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|------------------------------------------------------------------------------------- |  | ----------------------------------------- | ----------- | - | ---- | - | ------------ | ---- |  | - | ------------ | - |  | ---- | ----------- | - |  | - | ----------- | -
|                                                                                      |  | For the Year EndedDecember 31,            |            
|                                                                                      |  | 2016                                      |             |   | 2015 |   |              | 2014 |  |   | 2013         |   |  | 2012 |            
|                                                                                      |  | (in US$ thousands, except per share data) |            
|INCOME STATEMENT DATA                                                                 |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Operating revenue:                                                                    |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Passenger                                                                             |  | $                                         | 3,285,217   |   |      | $ | 3,458,017    |      |  | $ | 3,862,721    |   |  | $    | 3,862,397   |   |  | $ | 3,550,559   |  
|Cargo and other(2)                                                                    |  |                                           | 853,121     |   |      |   | 903,324      |      |  |   | 840,850      |   |  |      | 747,207     |   |  |   | 719,097     |  
|Total operating revenue                                                               |  |                                           | 4,138,338   |   |      |   | 4,361,341    |      |  |   | 4,703,571    |   |  |      | 4,609,604   |   |  |   | 4,269,656   |  
|Operating expenses:                                                                   |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Flight operations                                                                     |  |                                           | 58,381      |   |      |   | 58,069       |      |  |   | 56,695       |   |  |      | 82,872      |   |  |   | 84,774      |  
|Aircraft fuel                                                                         |  |                                           | 785,273     |   |      |   | 1,006,792    |      |  |   | 1,345,755    |   |  |      | 1,325,763   |   |  |   | 1,305,396   |  
|Ground operations                                                                     |  |                                           | 426,203     |   |      |   | 412,382      |      |  |   | 397,625      |   |  |      | 343,812     |   |  |   | 321,552     |  
|Aircraft rentals                                                                      |  |                                           | 314,493     |   |      |   | 317,505      |      |  |   | 299,220      |   |  |      | 273,643     |   |  |   | 255,566     |  
|Passenger services                                                                    |  |                                           | 151,718     |   |      |   | 149,292      |      |  |   | 154,464      |   |  |      | 143,512     |   |  |   | 132,823     |  
|Maintenance and repairs                                                               |  |                                           | 260,703     |   |      |   | 309,719      |      |  |   | 268,894      |   |  |      | 188,659     |   |  |   | 222,705     |  
|Air traffic                                                                           |  |                                           | 218,965     |   |      |   | 202,980      |      |  |   | 206,151      |   |  |      | 180,140     |   |  |   | 169,650     |  
|Sales and marketing                                                                   |  |                                           | 545,318     |   |      |   | 612,775      |      |  |   | 605,674      |   |  |      | 584,468     |   |  |   | 522,645     |  
|General, administrative and other                                                     |  |                                           | 187,560     |   |      |   | 176,195      |      |  |   | 165,172      |   |  |      | 257,273     |   |  |   | 206,666     |  
|Salaries, wages and benefits                                                          |  |                                           | 661,708     |   |      |   | 666,084      |      |  |   | 725,793      |   |  |      | 674,951     |   |  |   | 644,901     |  
|Depreciation, amortization, and impairment                                            |  |                                           | 269,546     |   |      |   | 230,732      |      |  |   | 198,660      |   |  |      | 169,580     |   |  |   | 122,080     |  
|                                                                                      |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Total operating expenses                                                              |  |                                           | 3,879,868   |   |      |   | 4,142,525    |      |  |   | 4,424,103    |   |  |      | 4,224,673   |   |  |   | 3,988,758   |  
|                                                                                      |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Operating profit                                                                      |  |                                           | 258,470     |   |      |   | 218,816      |      |  |   | 279,468      |   |  |      | 384,931     |   |  |   | 280,898     |  
|Interest expense                                                                      |  |                                           | (172,630    | ) |      |   | (169,407     | )    |  |   | (133,989     | ) |  |      | (113,330    | ) |  |   | (122,112    | )
|Interest income                                                                       |  |                                           | 13,054      |   |      |   | 19,016       |      |  |   | 17,099       |   |  |      | 11,565      |   |  |   | 25,006      |  
|Derivative instruments                                                                |  |                                           | 3,321       |   |      |   | 626          |      |  |   | 5,924        |   |  |      | (11,402     | ) |  |   | (24,042     | )
|Foreign exchange                                                                      |  |                                           | (23,939     | ) |      |   | (177,529     | )    |  |   | 10,272       |   |  |      | 23,517      |   |  |   | (56,788     | )
|                                                                                      |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Profit (loss) before income tax                                                       |  |                                           | 78,276      |   |      |   | (108,478     | )    |  |   | 178,774      |   |  |      | 295,281     |   |  |   | 102,962     |  
|Total income tax expense                                                              |  |                                           | (34,090     | ) |      |   | (31,028      | )    |  |   | (50,280      | ) |  |      | (46,460     | ) |  |   | (64,705     | )
|                                                                                      |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Net (loss) profit for the year                                                        |  | $                                         | 44,186      |   |      | $ | (139,506     | )    |  | $ | 128,494      |   |  | $    | 248,821     |   |  | $ | 38,257      |  
|Net (loss) profit attributable to equity holders of the parent                        |  |                                           | 16,980      |   |      |   | (155,388     | )    |  |   | 129,270      |   |  |      | 257,493     |   |  |   | 35,141      |  
|Net (loss) profit attributable to non-controlling interest                            |  |                                           | 27,206      |   |      |   | 15,882       |      |  |   | (776         | ) |  |      | (8,672      | ) |  |   | 3,116       |  
|Basic and diluted (loss) earnings per share (common and preferred)                    |  |                                           | 0.04        |   |      |   | (0.14        | )    |  |   | 0.13         |   |  |      | 0.27        |   |  |   | 0.04        |  
|Basic and diluted (loss) earnings per ADS                                             |  |                                           | 0.32        |   |      |   | (1.12        | )    |  |   | 1.04         |   |  |      | 2.16        |   |  |   |            |  
|Common and preferred share dividends per share (COP/US$)(3)                           |  |                                           | 50 / 0.02   |   |      |   | 198.5 / 0.07 |      |  |   | 160.1 / 0.07 |   |  |      | 75 / 0.04   |   |  |   | 75 / 0.04   |  
|Common shares at period end                                                           |  |                                           | 660,800,003 |   |      |   | 660,800,003  |      |  |   | 660,800,003  |   |  |      | 665,800,003 |   |  |   | 741,400,000 |  
|Preferred shares at period end                                                        |  |                                           | 336,187,285 |   |      |   | 336,187,285  |      |  |   | 336,187,285  |   |  |      | 331,187,285 |   |  |   | 155,784,429 |  
|Weighted average of common shares used in computing earnings per share (thousands)    |  |                                           | 660,800     |   |      |   | 660,800      |      |  |   | 665,383      |   |  |      | 728,800     |   |  |   | 741,400     |  
|                                                                                      |  |                                           |             |   |     
|Weighted average of preferred shares used in computing earnings per share (thousands) |  |                                           | 336,187     |   |      |   | 336,187      |      |  |   | 331,604      |   |  |      | 184,854     |   |  |   | 158,081     |  
|                                                                                      |  |                                           |             |   |     
|CASH FLOW DATA                                                                        |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Net cash provided by operating activities                                             |  | $                                         | 567,954     |   |      | $ | 363,002      |      |  | $ | 257,130      |   |  | $    | 544,642     |   |  | $ | 391,226     |  
|Net cash (used in) investing activities                                               |  |                                           | (118,390    | ) |      |   | (330,491     | )    |  |   | (246,889     | ) |  |      | (483,259    | ) |  |   | (300,805    | )
|Net cash (used in) provided by financing activities                                   |  |                                           | (550,469    | ) |      |   | 18,079       |      |  |   | (52,820      | ) |  |      | 289,294     |   |  |   | 16,744      |  
|                                                                                      |  |                                           |             |   |     
|OTHER FINANCIAL DATA                                                                  |  |                                           |             |   |      |   |              |      |  |   |              |   |  |      |             |   |  |   |             |  
|Adjusted EBITDAR(4)                                                                   |  | $                                         | 842.509     |   |      | $ | 767,053      |      |  | $ | 777,348      |   |  | $    | 828,154     |   |  | $ | 658,544     |  
|Operating margin(5)                                                                   |  |                                           | 6.2         | % |      |   | 5.0          | %    |  |   | 5.9          | % |  |      | 8.4         | % |  |   | 6.6         | %
|Adjusted EBITDAR margin(6)                                                            |  |                                           | 20.4        | % |      |   | 17.6         | %    |  |   | 16.5         | % |  |      | 18.0        | % |  |   | 15.4        | %



3



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##### Table of Contents

|                                                                 |  |                                |          |   |      |  |         |      |  |  |          |   |  |      |         |   |  |  |         |  
|---------------------------------------------------------------- |  | ------------------------------ | -------- | - | ---- |  | ------- | ---- |  |  | -------- | - |  | ---- | ------- | - |  |  | ------- | -
|                                                                 |  | For the Year EndedDecember 31, |         
|                                                                 |  | 2016                           |          |   | 2015 |  |         | 2014 |  |  | 2013     |   |  | 2012 |        
|OPERATING DATA
(Unaudited)(7)(8)                                 |  |                                |          |   |      |  |         |      |  |  |          |   |  |      |         |   |  |  |         |  
|Total passengers carried (in thousands)                          |  |                                | 29.480   |   |      |  | 28,290  |      |  |  | 26,230   |   |  |      | 24,625  |   |  |  | 23,093  |  
|Revenue passengers carried (in
thousands)(9)                     |  |                                | 28,578   |   |      |  | 27,378  |      |  |  | 25,382   |   |  |      | 23,865  |   |  |  | 22,425  |  
|Revenue passenger kilometers (RPK) (in
millions)(10)             |  |                                | 38,233   |   |      |  | 35,478  |      |  |  | 32,602   |   |  |      | 31,186  |   |  |  | 29,072  |  
|Available seat kilometers (ASK) (in
millions)(11)                |  |                                | 47,145   |   |      |  | 44,513  |      |  |  | 41,052   |   |  |      | 38,762  |   |  |  | 36,545  |  
|Load factor(12)                                                  |  |                                | 81.1     | % |      |  | 79.7    | %    |  |  | 79.4     | % |  |      | 80.5    | % |  |  | 79.6    | %
|Block hours(13)                                                  |  |                                | 571,820  |   |      |  | 547,859 |      |  |  | 517,943  |   |  |      | 483,204 |   |  |  | 466,439 |  
|Average daily aircraft
utilization(14)                           |  |                                | 10.3     |   |      |  | 10.1    |      |  |  | 10.3     |   |  |      | 10.1    |   |  |  | 10.2    |  
|Average one-way passenger fare (US$)                             |  |                                | 115.0    |   |      |  | 126.3   |      |  |  | 152.2    |   |  |      | 161.8   |   |  |  | 158.0   |  
|Yield(15)                                                        |  |                                | 8.6      |   |      |  | 9.7     |      |  |  | 11.8     |   |  |      | 12.4    |   |  |  | 12.2    |  
|Passenger revenue per ASK
(PRASK)(16)                            |  |                                | 7.0      |   |      |  | 7.8     |      |  |  | 9.4      |   |  |      | 10.0    |   |  |  | 9.7     |  
|Operating revenue per ASK (RASK)(17)                             |  |                                | 8.8      |   |      |  | 9.8     |      |  |  | 11.5     |   |  |      | 11.9    |   |  |  | 11.7    |  
|Cost per ASK (CASK)(18)                                          |  |                                | 8.2      |   |      |  | 9.3     |      |  |  | 10.8     |   |  |      | 10.9    |   |  |  | 10.9    |  
|CASK excluding fuel                                              |  |                                | 6.6      |   |      |  | 7.0     |      |  |  | 7.5      |   |  |      | 7.5     |   |  |  | 7.3     |  
|Revenue ton kilometers (RTK) (in
millions)(19)                   |  |                                | 1,291    |   |      |  | 1,259   |      |  |  | 1,104    |   |  |      | 867     |   |  |  | 777     |  
|Available ton kilometers (ATK) (in
millions)(20)                 |  |                                | 2,346    |   |      |  | 2,152   |      |  |  | 1,810    |   |  |      | 1,538   |   |  |  | 1,315   |  
|Gallons of fuel consumed (in thousands)                          |  |                                | 481.803  |   |      |  | 461,268 |      |  |  | 427,785  |   |  |      | 406,143 |   |  |  | 388,066 |  
|Average price of jet fuel into plane (net of hedge) (US$/gallon) |  |                                | 1.63     |   |      |  | 2.18    |      |  |  | 3.15     |   |  |      | 3.27    |   |  |  | 3.33    |  
|Average stage length
(kilometers)(21)                            |  |                                | 1,019    |   |      |  | 1,002   |      |  |  | 972      |   |  |      | 1,025   |   |  |  | 1,056   |  
|On-time domestic performance(22)                                 |  |                                | 77,4     | % |      |  | 83.5    | %    |  |  | 71.9     | % |  |      | 67.4    | % |  |  | 66.4    | %
|On-time international
performance(23)                            |  |                                | 83,1     | % |      |  | 85.7    | %    |  |  | 80.9     | % |  |      | 80.4    | % |  |  | 79.2    | %
|Completion rate(24)                                              |  |                                | 98,1     | % |      |  | 98.5    | %    |  |  | 98.1     | % |  |      | 98.0    | % |  |  | 98.3    | %
|Technical dispatch reliability(25)                               |  |                                | 99,5     | % |      |  | 99.5    | %    |  |  | 99.4     | % |  |      | 99.4    | % |  |  | 99.5    | %
|Departures(26)                                                   |  |                                | 304,827  |   |      |  | 299,192 |      |  |  | 282,475  |   |  |      | 253,967 |   |  |  | 247,365 |  
|Average daily departures                                         |  |                                | 835      |   |      |  | 820     |      |  |  | 774      |   |  |      | 696     |   |  |  | 678     |  
|Airports served at period end                                    |  |                                | 106      |   |      |  | 104     |      |  |  | 102      |   |  |      | 98      |   |  |  | 98      |  
|Routes served at period end                                      |  |                                | 170      |   |      |  | 179     |      |  |  | 168      |   |  |      | 170     |   |  |  | 169     |  
|Direct sales as % of total sales(27)                             |  |                                | 33.7     | % |      |  | 34.1    | %    |  |  | 33.6     | % |  |      | 31.0    | % |  |  | 33.3    | %
|                                                                 |  |                                |          |   |     
|Revenue per employee plus cooperative members (US$)              |  |                                | 196      |   |      |  | 206     |      |  |  | 229      |   |  |      | 241     |   |  |  | 236     |  
|Full-time employees and cooperative members at period end        |  |                                | 20,449.5 |   |      |  | 20,485  |      |  |  | 19,961.5 |   |  |      | 18,554  |   |  |  | 17,643  |  
|Total employees                                                  |  |                                | 21,061   |   |      |  | 21,145  |      |  |  | 20,485   |   |  |      | 19,127  |   |  |  | 18,275  |  



|(1) | We previously recognized deferred miles related to our LifeMilesrewards program as current air traffic liability. We now recognize such deferred miles as current and non-current air traffic liability. A similar
adjustment in this presentation has been made for prior years. We launched LifeMiles in March 2011. As a result, we had no non-current air traffic liability as of January 1, 2014.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Includes Aerounion revenues beginning in October 22, 2014.
|--- | ----------------------------------------------------------

|(3) | Dividends of COP77 per share were declared in March 2017, and will be paid in July 2017 and October 2017 based on retained earnings for the year 2016. The US$ equivalent of such dividends will be determined the date
prior to each payment date. Dividends of 50 COP per share were declared in March 2016 and paid in four equal installments of 12.50 COP per share on April 7, 2016, July 1, 2016, October 7, 2016, and December 16, 2016,
based on profits for the year 2015. Dividends of $0.06691 per share were declared in April 2015 and paid in October 2015 based on profits for the year 2014. Dividends of 75/0.04 COP/US$ per share were declared in March 2014 and paid in April 2014
based on profits for the year 2013. Dividends of 75/0.04 COP/US$ per share were declared in March 2013 and paid in April 2013 based on profits for the year 2012.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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|(4) | Adjusted EBITDAR represents our consolidated net profit for the year plus the sum of income tax expense, depreciation, amortization, and impairment and aircraft rentals, minus interest expense, minus interest income,
minus derivative instruments, minus foreign exchange. Adjusted EBITDAR is presented as supplemental information, because we believe it is a useful indicator of our operating performance and is useful in comparing our operating performance with other
companies in the airline industry. However, Adjusted EBITDAR should not be considered in isolation, as a substitute for net profit determined in accordance with IFRS or as a measure of a companys profitability. In addition, our calculation of
Adjusted EBITDAR may not be comparable to other companies similarly titled measures. The following table presents a reconciliation of our net profit to Adjusted EBITDAR for the specified periods:
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|                                                |  |                         |          |   |      |   |          |      |  |   |          |   |  |      |          |   |  |   |          |  
|----------------------------------------------- |  | ----------------------- | -------- | - | ---- | - | -------- | ---- |  | - | -------- | - |  | ---- | -------- | - |  | - | -------- | -
|                                                |  | Year Ended December 31, |         
|                                                |  | 2016                    |          |   | 2015 |   |          | 2014 |  |   | 2013     |   |  | 2012 |         
|Net (loss) profit for the year                  |  | $                       | 44,186   |   |      | $ | (139,506 | )    |  | $ | 128,494  |   |  | $    | 248,821  |   |  | $ | 38,257   |  
|Add: Income tax expense                         |  |                         | 34,090   |   |      |   | 31,028   |      |  |   | 50,280   |   |  |      | 46,460   |   |  |   | 64,705   |  
|Add: Depreciation, amortization, and impairment |  |                         | 269,546  |   |      |   | 230,732  |      |  |   | 198,660  |   |  |      | 169,580  |   |  |   | 122,080  |  
|Add: Aircraft rentals                           |  |                         | 314,493  |   |      |   | 317,505  |      |  |   | 299,220  |   |  |      | 273,643  |   |  |   | 255,566  |  
|Minus: Interest expense                         |  |                         | (172,630 | ) |      |   | (169,407 | )    |  |   | (133,989 | ) |  |      | (113,330 | ) |  |   | (122,112 | )
|Minus: Interest income                          |  |                         | 13,054   |   |      |   | 19,016   |      |  |   | 17,099   |   |  |      | 11,565   |   |  |   | 25,006   |  
|Minus: Derivative instruments                   |  |                         | 3,321    |   |      |   | 626      |      |  |   | 5,924    |   |  |      | (11,402  | ) |  |   | (24,042  | )
|Minus: Foreign exchange                         |  |                         | (23,939  | ) |      |   | (177,529 | )    |  |   | 10,272   |   |  |      | 23,517   |   |  |   | (56,788  | )
|                                                |  |                         |          |   |      |   |          |      |  |   |          |   |  |      |          |   |  |   |          |  
|Adjusted EBITDAR                                |  | $                       | 842,509  |   |      | $ | 767,053  |      |  | $ | 777,348  |   |  | $    | 828,154  |   |  | $ | 658,544  |  



|(5) | Operating margin represents operating profit divided by total operating revenue.
|--- | --------------------------------------------------------------------------------

|(6) | Adjusted EBITDAR margin represents Adjusted EBITDAR divided by total operating revenue.
|--- | ---------------------------------------------------------------------------------------

|(7) | Operating data does not include cargo operations except for block hours, departures, average daily aircraft utilization, gallons of fuel consumed, average price of jet fuel into plane (net of hedge), full-time employees
and cooperative members at period end, revenue per full-time employee plus cooperative members, RTK and ATK.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(8) | Operating data does not include regional operations in Central America except for airports served at period end, full-time employees and cooperative members at period end, revenue per full-time employee plus cooperative
members.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(9) | Total number of paying passengers (excluding all passengers redeeming LifeMilesfrequent flyer miles and other travel awards) flown on all flight segments (with each connecting segment being considered a separate
flight segment).
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(10) | Revenue passenger kilometers (RPKs) represent the number of kilometers flown by scheduled revenue passengers.
|---- | -------------------------------------------------------------------------------------------------------------

|(11) | Aircraft seating capacity multiplied by the number of kilometers the seats are flown.
|---- | -------------------------------------------------------------------------------------

|(12) | Percentage of aircraft seating capacity that is actually utilized. Load factors are calculated by dividing revenue passenger kilometers by available seat kilometers.
|---- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(13) | The number of hours from the time an airplane moves off the departure gate for a revenue flight until it is parked at the gate of the arrival airport. Includes Tampa Cargo.
|---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(14) | Average number of block hours operated per day per average number of passenger aircraft. Does not include Sansa operation.
|---- | --------------------------------------------------------------------------------------------------------------------------

|(15) | Average amount (in U.S. cents) one passenger pays to fly one kilometer.
|---- | -----------------------------------------------------------------------

|(16) | Passenger revenue (in U.S. cents) divided by the number of available seat kilometers.
|---- | -------------------------------------------------------------------------------------

|(17) | Operating revenue per available seat kilometer (RASK) represents operating revenue (in U.S. cents) divided by available seat kilometers.
|---- | ------------------------------------------------------------------------------------------------------------------------------------------

|(18) | Cost per available seat kilometer (CASK) represents service rendering costs and operating expenses (in U.S. cents) divided by available seat kilometers.
|---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------

|(19) | Revenue ton kilometers (RTKs) represent the total cargo tonnage uplifted multiplied by the number of kilometers the cargo is flown. RTKs does not include domestic Ecuador.
|---- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(20) | Available ton kilometers (ATKs) represent cargo ton capacity multiplied by the number of kilometers the cargo is flown. ATKs does not include domestic Ecuador.
|---- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------

|(21) | The average number of kilometers flown per flight does not include freight operations.
|---- | --------------------------------------------------------------------------------------

|(22) | Percentage of domestic scheduled flights that arrive at the gate within 15 minutes of the scheduled arrival. Does not include Sansa operation.
|---- | ----------------------------------------------------------------------------------------------------------------------------------------------

|(23) | Percentage of international scheduled flights that arrive at the gate within 15 minutes of the scheduled arrival. Does not include Sansa operation.
|---- | ---------------------------------------------------------------------------------------------------------------------------------------------------

|(24) | Percentage of scheduled flights that arrive at the destination gate (other than flights cancelled with at least 168 hours notice). Does not include Sansa operation.
|---- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(25) | Percentage of scheduled flights that are not delayed at departure more than 15 minutes or cancelled, in each case, due to technical problems
|---- | --------------------------------------------------------------------------------------------------------------------------------------------

|(26) | Includes passenger and cargo operations.
|---- | ----------------------------------------

|(27) | Direct sales include sales from our ticket offices, our call centers, direct agents and our website.
|---- | ----------------------------------------------------------------------------------------------------





|B. | Capitalization and Indebtedness
|-- | -------------------------------

Not applicable.



|C. | Reasons for the Offer and Use of Proceeds
|-- | -----------------------------------------

Not applicable.



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|D. | Risk Factors
|-- | ------------

An investment in the American Depositary Shares, or ADSs, involves a high
degree of risk. You should carefully consider the risks described below before making an investment decision. Our business, financial condition and results of operations could be materially and adversely affected by any of these risks. The trading
price of the ADSs could decline due to any of these risks, and you may lose all or part of your investment. The risks described below are those known to us that we currently believe may materially affect us.

Risks Relating to Our Company

In the fiscal year
ended December 31, 2016, we experienced a decrease in revenues.

In the fiscal year ended December 31, 2016, we
experienced a decrease in revenues, primarily the result of lower yields, which were caused by increased competition, new competitors and the depreciation of the Colombian peso against the U.S. dollar (which caused the dollar-equivalent amount of
our revenues earned in Colombian pesos to decrease). These factors acted as headwinds to our business, more than offsetting growth in our capacity and traffic. There is no assurance that these factors will not continue to negatively affect our
business. Prospective investors should understand that our future results of operations are subject to significant uncertainties.

We seek
to grow by expanding our service to new markets and by increasing the frequency of our flights to some of the markets we currently serve. We cannot assure you, however, that any future growth will improve our overall profitability and may, in fact,
damage our profitability. When we commence a new route, our load factors tend to be lower than those in our established routes, and our advertising and other promotional costs tend to be higher, which may result in initial losses that would have a
negative impact on our consolidated results of operations as well as require a substantial amount of cash to fund. We also periodically offer special promotional fares, particularly in connection with the opening of new routes. Promotional fares may
have the effect of increasing load factors while reducing our yield on such routes during the period that they are in effect.

During
2016, Latin America presented a slight recovery after facing a challenging scenario due to the fall of commodity prices, especially fuel, which had collateral effects in the economies of the region, such as a downturn in economic growth rates, a
significant currency devaluation, an increase in inflation and a decline of international investments, affecting the demand for air travel and overall performance in our home markets. The high dependency of these economies on commodities have
weakened their performance. Although commodity prices recovered partially during the last year, which is reflected in the modest increase in the GDP forecast of each country as reported by The International Monetary Fund, we cannot assure you that
this trend will continue.

Also, the capacity increase and low fare strategy of North American airlines in our core markets, led by low
cost carriers aided by the decline of fuel prices, may continue to affect our and other Latin American airlines revenues.

In 2017, we
intend to expand our network by opening routes to new destinations and we may have a moderate growth in capacity. Our growth and profitability depend on the number of markets we serve and our flight frequencies, which in turn depend on our ability
to identify the appropriate geographic markets upon which to focus and to gain suitable airport access and route approval in these markets. According to ALTA, air travel in Latin America grew at rates of 5.8%, 5.8% and 3.8% in 2014, 2015 and 2016,
respectively. We cannot assure you that this growth will continue in the future or that any new markets we enter will provide passenger traffic that is sufficient to make our operations in those new markets profitable. Any condition that would
prevent or delay our access to key airports or routes, including limitations on the ability to carry more passengers, the imposition of flight capacity restrictions, the inability to secure additional route rights under bilateral agreements or the
inability to maintain our existing slots and obtain additional slots, could constrain the expansion of our operations. See Risks Relating to Colombia, Peru, Venezuela, Central America and Other Countries in which we operate. In
light of the factors mentioned above, we cannot assure you that we will be able to successfully achieve profitability or expand our existing markets, and our failure to do so could harm our business and results of operations, as well as the value of
the ADSs.



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We may not be able to achieve all the anticipated benefits of the combination of Avianca and Taca.

We became the parent company of Aerovías del Continente Americano S.A. Avianca, or Avianca, and Grupo Taca Holdings
Limited, or Taca, in February 2010 in connection with the combination of Avianca and Taca, two large and complex airlines that had previously operated as competitors. The success of the combination of Avianca and Taca depends in large part on our
ability to achieve anticipated synergies from the streamlining of operations and personnel, increased economies of scale, new product and service offerings and organic growth. We have successfully implemented the initial phase of our integration,
which consisted of the commercial integration of our fleets, networks and certain revenue management practices; however, we still face challenges in implementing the second phase of operational integration, which focuses on achieving improved
operating efficiencies from synergies and economies of scale. There is a risk that we may not be able to complete this integration in a manner that achieves the revenue synergies, cost savings and growth opportunities in the time, manner or amounts
that we seek, if at all.

Challenges we face in the ongoing integration process include, among others, the following:



| |  |  | integrating differing customer service practices and corporate cultures in order to provide a unified and superior client experience in each of the jurisdictions in which we now operate;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | streamlining human resources and differing management structures while retaining highly qualified personnel;
| | - |  | ------------------------------------------------------------------------------------------------------------



| |  |  | integrating different accounting, information technology and management systems; and
| | - |  | ------------------------------------------------------------------------------------



| |  |  | encountering unforeseen expenses, delays or liabilities that could exceed the savings that we seek to achieve from the elimination of duplicative expenses and the realization of greater efficiencies from increased scale
and market integration, other efficiencies and cost savings.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

In addition, the integration process itself presents
significant management challenges and is time consuming and disruptive, as it requires coordination of geographically diverse organizations. As a result, the integration process may divert our managements attention from the day-to-day
operation of our core businesses. Any such diversion could adversely affect our ability to maintain good relations with our customers, suppliers, employees, regulators and other constituencies or otherwise adversely affect our businesses, financial
condition, results of operations and or business prospects.

In order to achieve the anticipated benefits of the combination of Avianca
and Taca, the operations of both companies will need to continue to be reorganized, and their resources will need to be combined in a timely and efficient manner. We cannot assure you that we will be able to do so as anticipated. If we fail to
implement the integration effectively and within the time frame currently contemplated, or if for any other reason the anticipated cost savings and growth opportunities fail to materialize, our business, financial condition, results of operation and
business prospects could be materially and adversely affected.

If our new aircraft are not delivered or placed into service on time, our
competitive position and results of operations are likely to be harmed.

We have entered into several agreements to acquire up to
137 Airbus A320 family, five Boeing B787 and one Airbus A300F to be delivered between 2017 and 2025. On April 30, 2015, the Company signed a Purchase Contract for a total of 100 A320 New Engine Option (NEO) family aircraft to be delivered
between 2019 and 2024. As a result, Avianca and Taca are jointly and severally liable for all of the commitments and obligations set forth in the Purchase Contract, under which we shall make pre-delivery payments to Airbus at predetermined dates. In
line with our initiatives directed towards enhancing profitability, achieving a leaner capital structure and reducing the current levels of debt, in April 2016, we negotiated with Airbus a significant reduction of our scheduled aircraft deliveries
for 2017, 2018 and 2019 and certain changes to the type of aircraft (both upgrades and downgrades), but did not alter the total deliveries scheduled between 2017 and 2025. As a result, we have a different schedule for advanced payments and aircraft
acquisition. The timely delivery of these new aircraft by Airbus and Boeing is



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subject to a number of uncertainties including (i) the fact that Airbus or Boeing may be unable or unwilling to fulfill their contractual delivery obligations as a result of production
capacity constraints or otherwise, (ii) the aircraft delivered to us may encounter unexpected safety or other operational problems and could be grounded, as has happened in the past to B787 aircraft operated by other airlines and (iii) our
inability to obtain necessary aircraft financing for any reason.

Even if our new aircraft are delivered on time, certain additional risks
may delay our ability to put them into service immediately, including:



| |  |  | difficulties or delays in obtaining the necessary certifications from the aviation regulatory authorities of the countries to which we fly;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | difficulties in obtaining the required documentation to complete the registration of the aircraft before each local aviation authority;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------



| |  |  | difficulties with local customs authorities in the process of reporting the entrance and import of the aircraft into the countries in which we fly;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | difficulties in obtaining parts and other buyer-furnished equipment (such as in-flight entertainment systems); and
| | - |  | ------------------------------------------------------------------------------------------------------------------



| |  |  | the failure of the new aircraft and their components to comply with agreed specifications and performance standards.
| | - |  | --------------------------------------------------------------------------------------------------------------------

These and other such risks may significantly delay our ability to implement the critically important continuing modernization of our passenger
and cargo fleet. While our jet passenger operative fleet had an average age of approximately 6.1 years as of December 31, 2016, our total operative fleet had an average age (including both passenger and cargo and jet and turboprop aircraft) of
approximately 6.7 years. Our ability to remain competitive and to achieve improvements in operating efficiencies is heavily dependent on the prompt modernization of our fleet, and any disruptions of, or delays in, our proposed modernization program
may significantly harm our business by eroding our competitive position, delaying our ability to reduce operating costs and complicating our ability to retire our older aircraft on schedule.

Underperformance of aircraft ordered from Airbus and Boeing may adversely impact our operations and financial results.

We expect our fleet renewal plan to result in increased fuel efficiency, crew productivity, and lower training costs leading to higher
operational efficiency and flexibility. However, if the aircraft do not perform as expected, their introduction may not result in the aforementioned benefits, and additional cost will be incurred associated with their purchase and with the
replacement of older aircrafts. Although our agreements with Airbus, Boeing and ATR would permit us to receive compensation under certain circumstances in the event these aircraft fail to meet their agreed specifications, we can offer no assurance
that compensation received, if any, would adequately compensate us for the loss of the anticipated benefits of the new aircraft; however, we do track the guarantees with our manufactures and manage the claims, if any. As a result, in 2016 we
received compensation for a fuel performance claim against Boeing for $2.4 million. The incurrence of the additional financing costs to purchase these aircraft and the additional cost of retiring portions of our current fleet without achieving the
related increase in efficiency and cost reductions could have a negative impact on our business, operations and financial performance.

Integration
of new aircraft and return of old aircraft into our fleet may be costly in terms of financial and human resources.

We currently
expect to integrate approximately 143 new aircraft into our fleet between 2017 and 2025 and may exercise purchase rights for additional new aircraft. We may experience difficulties in integrating these new aircraft into our fleet. In addition, we
face risks in integrating new types of aircraft into our existing infrastructure



8



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and operations, including, among other things, the additional costs, resources, space, personnel and time needed to hire and train new pilots, technicians and other skilled support personnel. We
may also face significant difficulties selling the aircraft we own in a short period of time at favorable prices and returning our leased aircraft and engines on reasonable terms due to rigorous pre-return inspections by the lessors, which can lead
to lengthy and costly negotiations during which we are obliged to continue making lease payments for unutilized equipment. Our failure to integrate these newly purchased aircraft into our fleet as planned might require us to seek extensions of the
terms for some leased aircraft. Such unanticipated extensions may require us to operate existing aircraft beyond the point at which it is economically optimal to retire them, resulting in increased maintenance costs. If new aircraft orders are not
filled on a timely basis, we could face higher monthly rental rates. We also have a large inventory of spare parts and components for our current fleet and we may not be able to sell this inventory at favorable prices.

We may not be able to obtain the capital we need to finance our growth and modernization strategy.

We seek to implement our growth and modernization strategy by providing increased frequencies to markets where we believe demand for air
travel exceeds availability of flights, replacing our existing fleet with a new fleet and expanding our cargo activities, among other capital-intensive initiatives. The majority of our aircraft are subject to favorable long-term operating leases or
are financed on favorable terms. We may be unable to obtain similarly favorable financing for our new fleet. We intend to rely upon internally-generated cash from our operations and additional debt financing in the domestic and international capital
markets to fund our growth and modernization strategy. There can be no assurance, however, that we will be able to generate sufficient cash flow from operations or obtain sufficient funds from external sources with favorable financing terms. Failure
to generate sufficient cash flow or to obtain such financing could result in us paying higher financing rates or being unable to accept delivery of the new aircraft, which may result in defaults under our aircraft purchase contracts with Airbus,
Boeing and ATR or in the delay or abandonment of some or all of our planned expenditures, which, in turn, could adversely affect our competitive position and our business, financial condition, results of operations, cash flows and prospects.

We have significant indebtedness and financing costs and expect to incur additional indebtedness and financing costs as we modernize our fleet and seek
to grow our business.

We have substantial and increasing fixed financial costs in connection with our aircraft financing
obligations. As of December 31, 2016, we had $3,274.2 million of total debt outstanding. Our interest expense was $172.6 million in 2016. For the year ended December 31, 2016, our aircraft rental expense under aircraft operating leases
aggregated $314.5 million, and our facility rental costs aggregated more than $29.2 million. In addition, we have entered into agreements to acquire up to 137 Airbus A320 family, one Airbus A300F and five Boeing B787 to be delivered between 2017 and
2025. On April 30, 2015, the Company signed a Purchase Contract for a total of 100 A320 New Engine Option (NEO) family aircraft to be delivered between 2019 and 2024. In line with our initiatives directed towards enhancing profitability,
achieving a leaner capital structure and reducing the current levels of debt, in April 2016, we negotiated with Airbus a significant reduction of our scheduled aircraft deliveries for 2017, 2018 and 2019 and certain changes to the type of aircraft
(both upgrades and downgrades), but did not alter the total deliveries scheduled between 2017 and 2025. As a result, we have a different schedule for advanced payments and aircraft acquisition. Avianca and Taca are jointly and severally liable for
all of the commitments and obligations set forth in the Purchase Contract, under which we shall make pre-delivery payments to Airbus at predetermined dates. See Item 5. Operating and Financial Review and ProspectsPart F. Contractual
Obligations for information on the magnitude of such financial commitments.

A high level of leverage may have significant negative
effects on our future operations, including:



| |  |  | impairing our ability to obtain additional financing in the future (or to obtain such financing on acceptable terms) for working capital, capital expenditures, acquisitions or other important needs;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | requiring us to dedicate a substantial portion of our cash flow to the payment of principal and interest on our indebtedness, which could impair our liquidity and reduce the availability of our cash flow to fund working
capital, capital expenditures, acquisitions and other important needs;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | increasing the possibility of an event of default under the financial and operating covenants contained in our debt instruments; and
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------



| |  |  | limiting our ability to adjust to rapidly changing conditions in the market or the airline industry, reducing our ability to withstand competitive pressures and making us more vulnerable to a downturn in general
economic conditions or business than our competitors with less debt.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

If we are unable to generate sufficient cash flow from
operations to service our debt, we may be required to refinance all or a portion of our existing debt or obtain additional financing. We cannot assure you that any such refinancing would be possible or that any additional financing could be
obtained. Our inability to obtain such refinancing or financing may have a material adverse effect on our business, financial condition and results of operations.

We have experienced ratings downgrades in the past.

Major rating agencies, including Fitch and Standard and Poors, have downgraded us in the past, suggesting the likelihood that we will be
able to repay our existing debt obligations has diminished, and may do so again in the future. If we were to experience a ratings downgrade, this would likely make it more difficult for us to refinance our debt and may increase our interest
expenses, which could damage our financial condition and results of operations. A default on any of our debt obligations would likely have a negative impact on the market value of the ADSs.

We have significant off-balance sheet arrangements.

We have significant off-balance sheet arrangements, which must be taken in to account in evaluating our overall level of leverage and
financial health. As of December 31, 2016, the balance of our aircraft off-balance sheet arrangements was $989.4 million, primarily related to obligations under our operating leases for aircraft in our fleet. See Item 5. Operating and
Financial Review and ProspectsPart E. Off-Balance Sheet Arrangements. The amount of these off-balance sheet arrangements may grow in the future as we incorporate new aircraft into our fleet under our fleet plan, many of which could be
through operating leases.

Our existing debt and lease financing arrangements contain restrictive covenants and events of default that impose
significant operating and financial restrictions on us.

Several of our financing arrangements and several aircraft leases contain
a number of covenants and restrictions including limits on our ability and our subsidiaries ability to incur additional debt and make certain investments. Some of these covenants require that we comply with specified financial ratios and other
financial and operating tests. Our access to certain borrowings under our financing arrangements is conditioned upon our compliance with minimum debt service coverage, capitalization ratios, cash levels and maximum leverage ratio. See Item 5.
Operating and Financial Review and ProspectsPart B. Liquidity and Capital ResourcesDebt and Other Financing Agreements.

Complying with these covenants may cause us to take actions that make it more difficult to execute our business strategy successfully and we
may face competition from companies not subject to such restrictions. Moreover, while a breach in these covenants has no consequences in terms of acceleration of debt, it would impose restrictions on additional indebtedness that Avianca S.A. can
incur outside of fleet financing and ground support equipment. We have in the past and may in the future fall out of compliance with financial covenants in our debt agreements.

Our maintenance costs will increase as our fleet ages.

Because the average age of our operative fleet was approximately 6.7 years as of December 31, 2016, our fleet requires less maintenance
now than it will in the future. As of December 31, 2016, our jet passenger operative fleet had an average age of approximately 6.1 years, our cargo fleet had an average age of approximately 19.6 years and our turboprop operative fleet had an
average age of approximately 4.7 years. Our maintenance costs can be expected to increase significantly, both on an absolute basis and as a percentage of our operating expenses, if our fleet ages and such fleet is not replaced or the warranties
covering such fleet expire and are not renewed.



10



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We depend on strategic alliances or commercial relationships, such as our membership in Star Alliance, in
many of the countries in which we operate and our business may suffer if any of our strategic alliances or commercial relationships terminate.

In many of the jurisdictions in which we operate, we have found it in our interest to maintain a number of alliances and other commercial
relationships. We depend on these alliances and/or commercial relationships to enhance our network and, in some cases, to offer our customers alternative services that we could not otherwise offer. If any of our strategic alliances and commercial
relationships, in particular with Star Alliance or its members, deteriorates, or any of these agreements are terminated, our business, financial condition and results of operations could be negatively affected.

We depend on a limited number of suppliers for our aircraft and engines.

One of the elements of our business strategy is to save costs by operating a simplified fleet. As of December 31, 2016, of the 187
aircraft that comprised our total fleet (including three aircraft we lease or sublease to an entity indirectly controlled by José Efromovich, OceanAir, which conducts business under the trade name Avianca Brazil, two to Aerolitoral S.A. de CV
and one inactive aircraft) 133 were Airbus. Our jet fleet also includes 12 Embraer aircraft, and we have also entered into agreements to acquire up to 15 Boeing B787-8 Dreamliners to implement our long-haul strategy. As of December 31, 2016,
ten Boeing 787-8 have been received. As a result, we are vulnerable to significant problems associated with the Airbus, Embraer, Boeing or ATR aircraft or the engines that power them, including design defects, mechanical problems, contractual
performance by the manufacturers or adverse perception by the public that would result in customer avoidance or in actions by the FAA or other regulators resulting in a reduced ability to operate our aircraft.

If any of Airbus, Embraer, Boeing or ATR or the manufacturers of the engines that power them were unable to perform their contractual
obligations, or if we are unable to acquire or lease new aircraft or engines from aircraft or engine manufacturers or lessors on acceptable terms, we would have to find another supplier for a similar type of aircraft or engine. If we have to lease
or purchase aircraft from another supplier, we could lose the benefits we derive from our current fleet composition. We cannot assure you that any replacement aircraft would have the same operating advantages as the Airbus, Embraer, Boeing or the
ATR aircraft that currently comprise our fleet that would be replaced or that we could lease or purchase engines that would be as reliable and efficient as the engines that currently power them. We may also incur substantial transition costs,
including costs associated with retraining our employees, replacing our manuals and adapting our facilities. Our operations could also be harmed by the failure or inability of Airbus, Embraer, Boeing or ATR or the manufacturers of our engines to
provide sufficient parts or related support services on a timely basis.

Our business would be significantly harmed if a design defect or
mechanical problem with any of the types of aircraft that we operate were discovered that would ground any of our aircraft while the defect or problem was corrected, assuming it could be corrected at all. The use of our aircraft could be suspended
or restricted by regulatory authorities in the event of any actual or perceived mechanical or design problems. Our business would also be significantly harmed if the public began to avoid flying with us due to an adverse perception of the types
of aircraft that we operate stemming from safety concerns or other problems, whether real or perceived, or in the event of an accident involving those types of aircraft. Carriers that operate a more diversified fleet are better positioned than we
are to manage such events.

Our operational growth depends on the airport infrastructure in our hubs at Bogotás El Dorado International
Airport, Limas Jorge Chavez International Airport and El Salvadors International Airport Monseñor Oscar Arnulfo Romero y Galdámez.

Our business is heavily dependent on our operations at our Bogotá hub consisting of El Dorado International Airport and Puente
Aéreo. During 2016, approximately 77% of our domestic flights and approximately 32% of our total international flights either departed from or arrived at our Bogotá hub. As a result, any significant interruption or disruption in
service at El Dorado International Airport, or any other condition adversely affecting the international competitiveness of the Bogotá hub, could have a serious impact on our business, financial condition and operating results.



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The hub-and-spoke structure of many of our operations is particularly dependent on the on-time
arrival of tightly coordinated groupings of flights to ensure that passengers can make timely connections to continuing flights. Like other airlines, we are subject to delays caused by factors beyond our control, including air traffic congestion at
airports, adverse weather conditions and increased security measures. El Dorado International Airport currently faces significant traffic congestion due to the lack of capacity in flight and ground operations. IATA is currently tracking progress of
the advisory services given to the Colombian Civil Aviation Authority to improve overall runway capacity and ground movement patterns at El Dorado International Airport, which are expected to be implemented throughout 2017. We cannot give any
assurance that IATAs solutions will in fact be implemented as planned, or that, if implemented, they will be successful in alleviating the current congestion.

If the expansion of El Dorado International Airport is not carried out timely, this will likely constrain significantly our ability to grow
and adversely affect our ability to maintain the competitiveness of our business model. Delays inconvenience passengers, reduce aircraft utilization and increase costs, all of which negatively affect our profitability. During periods of fog, rain,
storms or other adverse weather conditions, flights may be cancelled or significantly delayed. Cancellations or delays due to weather conditions, traffic control problems and breaches in security could harm our operating results and financial
condition. In addition, the number of gates at El Dorado International Airport need to be increased to accommodate demand, which currently exceeds the airports capacity.

The accelerated operational growth of El Dorado International Airport during the last years has allowed us a better use of the actual
capacity. As a consequence, IATA changed the level of slot coordination for Bogotá from one to three starting on October 25, 2015. This classification is given to airports such as John F. Kennedy (New York), Narita, Changi,
Charles-de-Gaulle, Frankfurt, Madrid Barajas and Mexico City international airports, among others, that meet the following conditions contained in IATAs Worldwide Slot Guidelines:



| |  |  | Demand for airport infrastructure significantly exceeds the airports capacity during the relevant period;
| | - |  | ------------------------------------------------------------------------------------------------------------



| |  |  | Expansion of airport infrastructure to meet demand is not possible in the short term;
| | - |  | ---------------------------------------------------------------------------------------



| |  |  | Attempts to resolve the problem through voluntary schedule adjustments have failed or are ineffective; and
| | - |  | ------------------------------------------------------------------------------------------------------------



| |  |  | A process of slot allocation is required whereby it is necessary for all airlines and other aircraft operators to have a slot allocated by a coordinator in order to arrive or depart at the airport during the
periods when slot allocation occurs.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

In June of 2014, we moved some of our domestic operations from Puente
Aéreo domestic terminal to El Dorado International Airport in order to improve connectivity between our international and domestic flights. We implemented a second phase on October 26, 2014, and now operate 55% of our daily domestic
flights from El Dorado International Airport. Although the new airport benefits our customer experience, a new operation scheme may also present challenges in coordination, planning and costs. The expansion plan of the El Dorado International
Airport announced by the Colombian government seeks to increase the terminal capacity and size, improve its infrastructure, its process and customer service and its benefit operations by 2018. At the end of 2015, the new control tower infrastructure
was finalized and operational tests began. The new control center began to operate on April 1, 2016, using significant technology improvements. This expansion plan also includes: increase of operations per hour, implementation of new and more
efficient navaids and flight procedures, high speed taxi ways, runway extensions, an addition of 27 new gates (for a total of 54 at the airport), more space for passenger terminals (such as areas related to customer service, new commercial and food
court areas) and new VIP lounges. We may experience difficulties in our operations during this expansion process and we cannot assure that the expansion will be successful or be completed within the expected time frame.



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Limas Jorge Chaves Airport is one of our three hubs, where we operate daily more than 69
national and international flights. One of the major operational risks we face on a daily basis in this airport is the limited number of parking positions. Additionally, the indoors infrastructure of the airport limits our ability to manage
connections and launch new flights due to the lack of gates and increasing security and immigration controls.

Lima Airport Partners
(LAP), the concessionaire of Limas airport, plans to expand the airports capacity with a second runway, more parking positions and a new terminal for passengers. However, these expansion plans were postponed for 2017 due to new decisions
from the Peruvian government. IATA began to provide advisory services to the Peruvian Civil Aviation Authority to improve overall runway capacity and ground movement patterns at Jorge Chaves Airport. Therefore, we expect that for the next few years,
Limas airports capacity will remain as it is today, limiting our ability to grow and affecting our competitiveness in the country and in the region.

Furthermore, we operate more than 89 daily international flights at El Salvador International Airport. Our operational growth in this region
depends on the airports infrastructure. Due to the growth in the number of flights in each of the banks, the operation in remote parking positions has increased, the gates capacity is more limited and the equipment for the security controls to
special destinations are not enough to attend our passengers. These events could limit our ability to manage connections and operations according to our standards.

We are in the process of incorporating new information technology systems, the phase-in of which may have a negative impact on our general ledger
systems and other related IT systems we use to process our accounting transactions.

We are in the process of incorporating new
information technology systems, the phase-in of which may have a negative impact on our general ledger systems and other related IT systems we use to process our accounting transactions. We are in the process of incorporating new information
technology systems to improve our flight operations and integrate our legacy Avianca and Taca systems. Although we seek to implement our new flight operations systems during 2017, we cannot assure you we will be able to do so. Our incorporation of
these new systems is intended to help us reduce costs, enhance customer satisfaction and increase operating efficiencies; however, these new systems may not deliver the benefits we seek. In addition, in the short term, the phase-in of these new
systems may result in lower service and operating performance, which could adversely affect how our customers perceive us. Also, in transitioning to new systems, we may lose data or experience interruptions in service, which could harm our business.

We face significant challenges which may limit our ability to grow our cargo business.

Our cargo business is highly sensitive to macroeconomic conditions and to significant competitive pressures. The air cargo business is
generally volatile and reacts quickly and often disproportionately to changes in economic conditions. For example, a decrease of a certain percentage in GDP or consumer demand often results in a disproportionately larger decrease in demand for air
cargo services, as cargo customers elect to suspend restocking orders and reduce existing inventories and/or to use cheaper forms of transportation for their goods. Although global international air freight growth was healthier in 2016 compared to
2015 (3.8% measured in revenues ton per kilometer), such trend was not the same in Latin America, where cargo traffic measured in RTKs decreased by 5.0%, and in North America it increased only by 1.4%. Several Latin American countries, in particular
Argentina, Ecuador, Brazil and Venezuela, may continue to face economic challenges that may impact both import and exports of goods.

A
competitive environment and excess capacity in most markets continuously puts pressure on yields. This situation may be worsened by the increased deployment of freighter capacity in certain routes by competitor airlines and strong passenger growth
in widebody aircraft, adversely affecting yields and market share and therefore expected profitability.

Cargo demand and flows are
unidirectional, and dependent on a small number of product categories. This structural imbalance between inbound and outbound flows poses a challenge to freighter operations as lack of demand in a particular direction may force airlines to rely on
different markets in order to maximize loads on return flights. Product concentration may also enhance this challenge, as the volume of goods that we transport on a specific direction may be strongly affected by any event that negatively affects the
production of these goods (for example fresh flowers from Ecuador and Colombia).



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During 2016, the continued depreciation of regional currencies compared to U.S. dollars has had a
detrimental impact on the purchasing power of South American economies as well as a significant decrease on the import of goods and services.

We
rely on third parties to provide us with parts and services.

We have entered into agreements with, and depend upon, a number of
suppliers for our parts and engines for both provisioning and maintenance. We also have entered into agreements with third-party contractors to provide us with call-center services, catering, ground handling, cargo and baggage handling and
below the wing aircraft services. It is our general policy that our agreements with suppliers and third-party contractors are subject to termination on short notice. In some cases, we would be forced to pay penalties for terminating
contracts on short notice and our contractors have also the right to terminate on short notice the agreements entered into with us. The termination of these agreements or our inability to renew these agreements or to negotiate new agreements with
other providers at comparable rates could harm our business and results of operations. Further, our reliance on third parties to provide essential supplies and services on our behalf gives us less control over the costs, efficiency, timeliness and
quality of those supplies and services. We expect to be dependent on such agreements for the foreseeable future, and, if we enter any new market, we will need to enter into additional similar agreements.

Our business is highly regulated and changes in the regulatory environmental in which we operate may adversely affect our business and results of
operations.

Our business is highly regulated and substantially depends upon the regulatory environment in the countries in which
we operate or intend to operate. For example, price controls on fares may limit our ability to effectively apply customer segmentation profit maximization techniques (management techniques that use passenger demanding forecasting and fare-mix
optimization techniques to maximize profit for an airline) and adjust prices to reflect cost pressures. High levels of government regulation may limit the scope of our operations and our growth plans, especially in the event of deterioration of the
relations between the countries in which we operate or the public perception of foreign companies in local markets. Accordingly, regulatory issues could adversely affect our business and results of operations.

Our business, financial condition and results of operations could be adversely affected if we fail to maintain the required governmental
authorizations in the various jurisdictions where we operate. In order to maintain the necessary authorizations issued by the different civil aviation and consumer protection authorities in jurisdictions where we operate, we must continue to comply
with applicable statutes, rules and regulations pertaining to the airline industry, including any rules and regulations that may be adopted in the future. We cannot predict or control any actions that the civil aviation and consumer protection
authorities or other aviation regulators may take in the future, which could include restricting our operations or imposing new and costly regulations.

We are also subject to international bilateral and multilateral air transport agreements that provide for the exchange of air traffic rights
between the different countries, and we must obtain permission from applicable governments to provide service to domestic and international destinations. Bilateral aviation agreements as well as local aviation approvals frequently involve political
and other considerations beyond our control. A modification, denunciation of or withdrawal from one or more bilateral agreements could have a material adverse effect on our business, financial condition and results of operations. The suspension or
revocation of our permission to operate in certain airports or destinations or the imposition of other sanctions could also have a material adverse effect. A change in the administration of current laws and regulations or the adoption of new laws
and regulations in any of the countries in which we operate that restricts our route, airport or other access may have a material adverse effect on our business, financial condition and results of operations. We cannot give you any assurance that
existing bilateral agreements among the countries in which we are based and to which we fly, and permits from local and foreign governments, will continue, or that we will be able to obtain more traffic rights to accommodate our future expansion
plans.



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Further, if we are unable to obtain favorable take-off and landing authorizations at certain
high-density airports, our business, financial condition and results of operations could be adversely affected. There can be no assurance that we will be able to obtain all requested authorizations and slots in the future because, among other
factors, government policies regulating the distribution of the authorizations and slots are subject to change.

In addition, certain of
the bilateral air transport agreements, including, among others, agreements of Colombia with Bolivia, Ecuador, Mexico, Peru, Panama, Chile, Argentina, the Dominican Republic, Cuba, the Netherlands and Costa Rica contain the requirement that our
relevant operating subsidiaries must be incorporated and have their principal domicile, management, operations, technical maintenance and offices in certain designated countries. Also, all of the agreements negotiated by El Salvador (except for the
agreements with Ecuador, Colombia, Emirates, Qatar and Chile) contain a clause that our airline in El Salvador (Taca International) remains substantially owned and effectively controlled by Salvadoran nationals. A substantial part of the agreements
negotiated by Costa Rica also contain ownership and control requirements.

Other bilateral air transport agreements, including, among
others, agreements with the United States, United Kingdom and Brazil, respectively, contain requirements that we remain substantially owned and effectively controlled by a national governmental entity or its nationals. We cannot assure you that
national citizens, directly or indirectly, will continue to own and control a majority of our capital stock indefinitely. For example, if for any reason Germán Efromovich, José Efromovich and/or Roberto Kriete, who each have different
citizenships and are the beneficial owners of all of our common stock, cease to have substantial ownership of our capital stock, or the effective control of our management and operations ceases to be exercised by nationals, or if we fail to continue
to have our corporate domicile, administrative headquarters, and our base of operations within each territory, we may no longer comply with the requirements of Colombian bilateral agreements and, as a result, our route and landing rights in a number
of important countries may be adversely affected, which could have a material adverse effect on our business, financial condition and results of operations. A modification, suspension or revocation of one or more permission from applicable foreign
governments or a modification or denunciation of or withdrawal from one or more bilateral agreements could have a material adverse effect on our business, financial condition and results of operations. See Item 4. Information on the
CompanyPart B. Business OverviewRegulation.

As of December 31, 2016, approximately 72.7% of our total fleet was
U.S.-registered. The U.S. Federal Aviation Administration, or FAA, and the European Aviation Safety Agency, or EASA, are our most significant foreign government regulators. For example, the FAA from time to time issues directives and other
regulations relating to the maintenance and operation of aircraft that require significant expenditures. FAA requirements, which apply to our U.S.-registered aircraft, cover, among other things, collision avoidance systems, airborne wind shear
avoidance systems, noise abatement and other environmental issues, and increased inspections and maintenance procedures to be conducted on older aircraft. We expect to continue incurring expenses to comply with these and other international
government regulations, and any increase in the cost of compliance could have an adverse effect on our financial condition and results of operations. Additional new regulations continue to be regularly implemented by various U.S. and European
agencies, including, among others, the U.S. Transportation Safety Administration, or TSA, and the U.S. Drug Enforcement Agency and the European Aviation Safety Agency, or EASA. We cannot assure you that the laws and regulations of the jurisdictions
to which we fly (including, without limitation, immigration and security regulations, which directly affect passengers) will not change or that new laws adverse to us will not be enacted, and any such events may adversely affect our business,
financial condition and results of operations.

There is a trend in some countries of the region (for example, Colombia, Brazil, Aruba,
Curacao, Mexico, USA, Paraguay, Perú, Dominican Republic and El Salvador, among others), that aim to establish new passengers rights, and imposes changes to airlines Contracts of Carriage or limit their scope, based on consumer
protection law. If we do not comply with those regulations, an investigate procedure we may be subject to investigation, potentially resulting in sanctions or fines, which could adversely affect our business, financial condition and results of
operations. We are working closely with the regional and local airline associations to ensure that any obligations imposed are not unnecessarily burdensome.



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Our reputation and financial condition would be harmed in the event of an accident or major incident
involving our aircraft or aircraft of the types we use.

Between 1988 and 1993 Avianca had four serious accidents involving
significant fatalities. More recently, in 2008, one of Tacas aircraft had an accident involving five fatalities after landing in Tegucigalpa, Honduras. An accident or major incident in the future involving one of our aircraft could result in
significant claims by injured passengers and/or relatives, as well as significant costs related to the repair or replacement of a damaged aircraft and its temporary or permanent removal from service.

We are required by our creditors and the lessors of our aircraft under our operating lease agreements to carry liability insurance. The
insurance coverage and conditions set forth in our liability insurance policies are in accordance with the practice for internationally recognized airlines and comply with the requirements of the aviation authorities in the countries we operate.
However, if the insurance coverage is not sufficient to cover the potential liabilities incurred from a loss, we may suffer a significant financial impact as we would be liable for any amounts exceeding our insurance coverage. Our insurance premiums
may also increase significantly due to an accident or incident affecting one of our aircraft. Substantial claims resulting from an accident in excess of our related insurance coverage or increased premiums would harm our business and financial
results. Moreover, any aircraft accident or incident, even if fully insured, could cause the public to perceive us as less safe or reliable than other airlines, which could materially and adversely affect our results of operations and business
prospects. Our business would also be significantly harmed if the public were to avoid flying with us due to an adverse perception of an aircraft type, safety concerns or other problems, whether real or perceived, or in the event of an accident
involving an aircraft of a type that we operate.

We are subject to litigation that could negatively affect our profitability and cash flow or have
a material adverse effect on our business, financial condition or results of operations.

Our future profitability and cash flows
could be affected by an adverse ruling in any of the potentially significant lawsuits currently pending against us or that may be filed against us in the future. We cannot assure you that we will be successful in any such lawsuits.

We are currently a defendant in a civil lawsuit initiated by minority shareholder Kingsland Holdings Ltd. originating from alleged breaches of
the Joint Action Agreement See Item 8. Financial InformationPart A. Consolidated Statements and Other Financial InformationLitigation. In addition, some of our subsidiaries are currently defendants to several lawsuits of a
civil, commercial or labor nature originating from alleged acts or omissions related to their activities as carriers or as employers, with varying claims for damages on legal and contractual bases. See Note 31Provisions for legal
claims to our audited financial statements as of and for the year ended December 31, 2016.

Additionally, there are several
proceedings in which our subsidiaries are plaintiffs demanding that certain decisions of administrative authorities be declared null. In the event that our subsidiaries do not prevail in such proceedings, not only will the decisions of the
authorities remain effective, but our subsidiaries may also be required to pay penalties, sanctions or other additional amounts.

Additionally, some tax returns filed on time with the different authorities are pending review in accordance with the applicable statute of
limitations. The auditing of those tax returns may result in additional taxes, or interest, or penalties which could give rise to administrative proceedings with applicable authorities. Our business also makes us and our subsidiaries subject to
potential lawsuits which have not yet materialized, but in the future could negatively impact our business.

Failure to comply with applicable
environmental regulations could adversely affect our business and reputation.

Our operations are covered by environmental
regulations at the local and national levels, in our hubs, focus markets and in foreign countries. These regulations cover, among other things, emissions into the atmosphere, disposal of solid waste and aqueous effluents, management and disposal of
hazardous wastes, aircraft noise and other activities incident to our business. Future operations and financial results may vary as a result of such regulations. Compliance with these regulations and new or existing regulations that may be
applicable to us in the future could increase our cost base and adversely affect our operations and financial results.



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In Europe, aviation emissions have been subject to the European Union Emissions Trading System
(EU ETS), also known as the European Union Emissions Trading Scheme since 2012. However, in 2012 the European Commissions and Environment Committee of the European Parliament temporarily suspended the inclusion of intercontinental flights. In
2014, the EU decided to revise the scope of aviation activities covered by the EU ETS, in order to support the International Civil Aviation Organization (ICAO) in the development of a global measure to reduce aviation emissions. Under (Regulation
421/2014), the EU took measures, to limit the scope of the EU ETS for aviation to emissions in the years 2013-16, from flights departing and arriving in aerodromes located in the European Economic Area  EEA. Although, the EU- ETS only is fully
applicable regarding those airlines that conducted intra-European flights, this directive requires us to submit annual emission reports in order to operate routes to and from EU member states.

In the 39th ICAO Assembly (October 2016), the ICAO adopted a Resolution creating the
Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), a global market-based measure aimed at achieving carbon neutrality by 2020 through carbon offsetting. On this regard, and in order to further support the ICAO process and
remaining work on the CORSIA, the Commission is proposing to continue the current intra-EEA approach for aviation under the ETS between 2016 - 2020.

The European Commissions proposal requires approval by the European Parliament and the Council. It is important that the ETS amendment
enter into force before the deadline for surrendering allowances on 30 April 2018.

It is increasingly likely that we will be
required to participate in some form of an international aircraft emissions program in the future.

The EU also adopted the 2012 Energy
Efficiency Directive (Directive 2012/27/EU) (EED) to improve its energy efficiency in order to achieve the objective of saving 20.0% of energy consumption by 2020. The application of the EED to air transport raises two main issues:
(i) when combined or replaced by an energy tax, the energy efficiency target may result in the taxation of fuel used in air transport and (ii) airlines will have to comply with the energy audit requirements in the different jurisdictions,
which sometimes may apply for the same flights. The United Kingdom has already implemented the EED requirements into its legislation and we have been exempted from said requirements in the United Kingdom. However, in the case of Spain, the EED
requirements have not been implemented into their legislation yet, and therefore, we cannot assure you if we will be exempted from complying with these requirements once they have been implemented into their national legal system.

Similarly, the Catalunya region has implemented a tax on nitrogen oxide (nox tax) emissions for its flights to and from the Catalunya region.
Through international associations such as IATA, we have been contesting such taxes. Unfortunately, such tax is currently in force and we are required to pay such tax under protest, reserving our right to argue our position through other legal
means.

Currently, we operate three routes to and from Europe, and service additional destinations through our code-share agreements. The
cost of compliance with any international emissions program, including the ETS, EED and/or national taxes imposed, is difficult to estimate; however, these costs could be significant and could require us to reduce our emissions, purchase allowances
or otherwise pay for our emissions, which could have a significant impact on our operating costs or impact the frequency of our flights to and from EU member states, we may be required to participate in some form of an international aircraft
emissions program in the future. Costs associated with compliance with any international emissions program, including the ETS, EED and/or national taxes imposed, could be significant and require us to reduce our emissions, purchase allowances or
otherwise pay for our emissions, which could have a significant impact on our operating costs or impact the frequency of our flights to and from EU member states.

In addition, failure to comply with these regulations could adversely affect us in a variety of other ways, including the suspension or
revocation of our permissions and/or adverse effects on our reputation. Remediation obligations can result in significant costs associated with the investigation and clean-up of contaminated properties, as well as damage claims arising out of the
contamination of properties or any impact on natural resources.



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Our ability to fly to the United States and the benefits of our strategic alliances or commercial
relationships are dependent on the FAAs continued favorable safety assessment of each of the three countries in which we have hubs.

The FAA periodically audits the aviation regulatory authorities of other countries. As a result of its audits, each country is given an
International Aviation Safety Assessment, or IASA, rating. The IASA rating of each of Colombia, Peru, El Salvador, Ecuador and Costa Rica is currently Category 1, which means that each such country complies with the International Civil
Aviation Organization, or ICAO, safety requirements. As a result, we may continue our service from our hubs in such countries to the United States in a normal manner and take part in reciprocal code-sharing arrangements with U.S. carriers.
Nevertheless, any of these ratings may be downgraded for a variety of safety and other reasons. If a downgrading occurs, we will be prevented from offering flights to any new destinations in the United States and from certifying new aircraft for
flights to the United States; in addition, our U.S. air carrier code share partners will be required to suspend placement of their codes on our flights.

If any of the countries in which we have a hub or focus is downgraded to Category 2, our ability to fly to the United States from
such hub would likely be significantly restricted. We cannot assure you that the governments of Colombia, Peru, El Salvador, Ecuador and Costa Rica and their respective civil aviation authorities in particular, will continue to meet international
safety standards, and we have no direct control over their compliance with IASA guidelines. If the IASA rating of any of Colombia, Peru, El Salvador, Ecuador or Costa Rica were to be downgraded in the future, this could materially and adversely
affect our service to the United States, causing us to lose revenue, including revenue from code sharing, as a result of reducing flight options to our customers.

We rely on automated systems to operate our business, and any failure of such systems could harm our business.

We rely on automated systems to operate our business, and any failure of such systems could harm our business. We are dependent on automated
systems and technology to operate our business, enhance customer service and reduce operating costs. The performance and reliability of our automated systems and data center is critical to our ability to operate our business and compete effectively.
These systems include our computerized airline reservation system, flight operations system, telecommunications systems, website, engineering and maintenance systems, check-in kiosks, in-flight entertainment systems and our primary and secondary
data centers. Our website and reservations system must be able to accommodate a high volume of traffic and deliver important flight information. These systems require upgrades or replacement periodically, which involve implementation and other
operational risks. Our business may be harmed if we fail to operate, replace or upgrade our systems or data center infrastructure or contracted services successfully.

For some systems, we rely on the third party providers of automated systems and data center infrastructure as well as for technical support.
If the current provider were to fail to adequately provide technical support for any one of our key existing systems or if new or updated components were not integrated smoothly, we could experience service disruptions, which, if they were to occur,
could result in the loss of important data, increase our expenses, decrease our revenues and generally harm our business and reputation. Furthermore, our automated systems cannot be completely protected against events that are beyond our control,
including natural disasters, computer viruses, other security breaches, or telecommunications failures. Substantial or sustained system failures could impact customer service and ticket sales. We have implemented security and disaster recovery
measures and change control procedures; however, we cannot assure you that these measures are adequate to prevent disruptions, which, if they were to occur, could result in the loss of important data, increase our expenses, decrease our revenues and
generally harm our business and reputation.

We may incur substantial compliance costs and face sanctions if we fail to comply with U.S. and other
international drug trafficking laws.

We are required to comply with strict drug trafficking laws mainly in Colombia, the United
States and the European Union and are subject to substantial government oversight in connection with the enforcement of such laws. For example, the U.S. Foreign Narcotics Kingpin Designation Act and Executive Order 12978 contain a list of



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persons designated by the United States government as drug traffickers. This list is periodically updated. Pursuant to these regulations, we may be subject to severe sanctions and reputational
harm if we are found by the U.S. government to have intentionally or inadvertently assisted in the international narcotics trafficking activities of a designated person. Although we monitor this list in an effort to determine that we do not conduct
business with any designated person, no assurance can be given that the counterparties with whom we do business in the future will not be subject to these regulations. In the event a counterparty of ours became a designated person, such party might
face severe sanctions and as a result be unable to perform under their agreements with us.

We cannot assure you that we will succeed in
complying at all times with such laws. For example, in August 2004, the U.S. Attorney for the Southern District of New York advised us that, because of several seizures from our aircraft of baggage, catering and cargo containing narcotics, our
security practices and procedures were inadequate. We were required to engage an internationally recognized security consulting firm in order to identify and implement additional aircraft security measures and were also required to make additional
investments in the area of aircraft and facility security. As part of our efforts to improve our practices, we developed a new security division which reports directly to our CEO, elevated our security standards with respect to hiring and operating
procedures and increased training and supervision. The requirement to maintain this consulting arrangement was lifted two years after it was initiated by the U.S. Attorney for the Southern District of New York. In the event, however, that we violate
any U.S. or other foreign narcotics restriction in the future, we may be subject to sanctions, severe fines, seizures of our planes or the cancellation of our flights.

Our results of operations fluctuate due to seasonality and other factors.

We expect our quarterly operating results to fluctuate due to seasonality including high vacation and leisure demand occurring during the
summer months of July and August and again during December and January. Actions of our competitors may also contribute to fluctuations in our results. As a result of this, our first quarter results are usually higher than our second quarter results.
We are more susceptible to adverse weather conditions, including hurricanes, as a result of our operations being concentrated in Colombia, Central America and the Caribbean, than some of our competitors. As we enter new markets we could be subject
to additional seasonal variations along with any competitive responses to our entry by other airlines. Price changes in aircraft fuel as well as the timing and amount of maintenance and advertising expenditures also impact our operations. As a
result of these factors, quarter-to-quarter comparisons of our operating results may not be a good indicator of our future performance. In addition, it is possible that in any future period our operating results could be below the expectations of
investors and any published reports or analyses regarding us.

We are dependent on key personnel and we may be unable to attract and retain
qualified, skilled employees necessary to operate our business.

Our success depends to a significant extent upon the efforts and
abilities of our senior management team and key financial, operational and commercial personnel. Our employment agreements with members of our senior management team may be terminated by them at any time, without prior notice and without penalties.
Furthermore, in certain countries we are not permitted to have non-competition agreements in place with members of our senior management team after termination of employment. In addition, our business is labor-intensive and our operations require us
to employ a large number of highly-skilled personnel including pilots, maintenance technicians and other skilled operating personnel. In some of the countries in which we operate, there is a shortage of qualified pilots and maintenance technicians
or other qualified personnel, and we have faced turnover of our skilled employees, many of whom have left us to work in other countries where compensation is higher, we have to attract new people. Our business is also dependent on customer-service
skilled employees, as we are focused on delivering superior customer experience, that skillset is a pre-requisite for all members of our Company.

Further, should the turnover of such employees (particularly pilots and maintenance technicians) increase, our training costs would be
significantly higher. We cannot assure you that we will be able to recruit, train and retain the managers, pilots, technicians and other qualified employees that we need to continue our current operations or replace departing employees. We have
dedicated recruiting teams focused on hiring new personnel, mainly for our hubs.



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A failure to hire and retain such qualified employees at a reasonable cost could materially
adversely affect our business, financial condition and results of operations.

Labor disputes may result in a material adverse effect on our results
of operations.

Approximately 15% of our overall employees and 36% of our pilots belong to a labor union. There are currently
thirteen unions covering our employees. Eight of these unions are in Colombia: the National Workers Union of Avianca, the National Union of Aircraft Industry Workers, the Colombian Association of Flight Attendants, the Colombian Association of Civil
Aviators, the Colombian Association of Aircraft Mechanics, the Colombian Association of Flight Engineers, the Colombian Union of Air Transportation Workers and the Association of Tampa Cargo Workers. We also have employees covered by one labor union
in Argentina, two in Mexico and two in Peru.

We cannot predict the duration of any labor dispute with our unions or the terms of our
future collective bargaining agreements, therefore we cannot accurately predict the impact of labor disputes on our financial results or operations. Any renegotiated collective bargaining agreement could feature significant wage increases, which
could result in an increase in our operating expenses.

Avianca provide an essential public service, strikes and work interruptions are
forbidden by law in Colombia and other countries of Latin America; however, a slow down or stoppage or any prolonged dispute with our employees who are represented by any of these unions, or any other sizable number of our employees, could have an
adverse impact on our operations. These risks are typically exacerbated during periods of renegotiation with the unions.

As of December 31,
2015, we had 5,112 individuals hired through nonprofit cooperative organizations. However, in 2010, the Colombian Congress passed Law 1429, which modified the legal regime of labor relationships for full-time employees in Colombia. As a consequence
of these changes, we have been directly hiring all operational and administrative personnel If we are unable to continue to successfully attract passengers to, and make direct ticket sales on, our website, our sales and revenues would be negatively
impacted.

Our direct e-commerce sales represented 18.9% of our passenger revenue in 2016 and the proportion of our sales through
this channel has been growing in recent years. As a result, it is increasingly important that we are able to attract customers to our website and encourage them to purchase tickets online. Our direct online sales are particularly important to our
business because they do not involve sales commissions paid to third parties.

In order to win shopper preference we may make significant
capital expenditures related to our website. These will increase our expenses and there is no guarantee that these efforts will improve our online sales. If we are unable to process online sales, because of technological failures or cybersecurity
attacks, it would damage our sales, revenues and potentially our reputation and customer relations.

We may not be able to maintain or grow our
ancillary revenues.

Our business strategy includes expanding our portfolio of ancillary products and services. There can be no
assurance that passengers will pay for additional ancillary products and services or that passengers will continue to choose to pay for the ancillary products and services we currently offer. Failure to maintain our non-ticket revenues could have a
negative effect on our results of operations and financial condition.

If we are unable to protect our intellectual property rights, specifically
our trademarks and service marks, our ability to compete could be negatively impacted.

We own the rights to certain trademarks
and trade names used in connection with our business including Avianca and LifeMiles. We believe that our names, trademarks and other related intellectual property are important to the success of our business. We
protect our intellectual property rights through a variety of methods, including, but not limited to, applying for and obtaining trademark protection in Colombia, Central America, the United States and certain other countries throughout the world in
which we operate our business. Any violation of



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our intellectual property rights or refusal to grant record of such rights in foreign jurisdictions may result in having to devote our time and resources to protect these rights through
litigation or otherwise, which could be expensive and time consuming. If we fail to protect our intellectual property rights for whatever reason, it could have an adverse impact on our operations and financial condition.

We are exposed to increases in landing charges and other airport access fees and cannot be assured access to adequate facilities and landing rights
necessary to achieve our expansion plans.

We must pay fees to airport operators for the use of their facilities. Passenger taxes
and airport charges have increased in recent years, in some cases substantially. We cannot assure you that the airports we use will not impose, or further increase, passenger taxes and airport charges in the future. Any substantial increase in
airport charges could have a material adverse impact on our results of operations.

Moreover, some of the airports to which we fly impose
various restrictions, including limits on aircraft noise levels, limits on the number of average daily departures and curfews on runway use. In addition, we cannot assure you that the airports at which there are currently no such restrictions will
not implement restrictions in the future or that, where such restrictions exist, they may not become more onerous. Such restrictions may limit our ability to continue to provide or to increase services at such airports.

Certain airports that we serve (or that we plan to serve in the future) are subject to capacity constraints and impose slot restrictions
during certain periods of the day. In addition, we cannot assure you that we will be able to obtain a sufficient number of slots, gates and other facilities at airports to expand our services in the manner in which we are proposing to do so. It is
also possible that airports not currently subject to capacity constraints may become so in the future. In addition, an airline must use its slots on a regular and timely basis or risk having those slots re-allocated to others. Where slots or other
airport resources are not available or their availability is restricted in some way, we may have to amend our schedules, change routes or reduce aircraft utilization. If we are unable to obtain or maintain favorable take-off and landing
authorizations, slots, gates or other facilities at certain high-density airports, our business, financial condition and results of operations could be materially adversely affected.

We are a holding company with no independent operations or assets, and our ability to repay our debt and pay dividends to holders of the ADSs is
dependent on cash flow generated by our subsidiaries, which are subject to limitations on their ability to make dividend payments to us.

We conduct no operations, and our only material asset is our equity interests in our operating subsidiaries. Accordingly, our ability to repay
our indebtedness and pay dividends to holders of the ADSs is dependent on the generation of cash flow by our subsidiaries and their ability to make such cash available to us, by dividend, debt repayment or otherwise. Our subsidiaries ability
to generate sufficient cash from operations to make distributions to us will depend upon their future operating performance, which will be affected by general economic, financial, competitive, legislative, regulatory, business and other factors
beyond their control.

In addition, our subsidiaries may not be able to, or may not be permitted to, make distributions to us in order to
enable us to make payments in respect of our indebtedness or to pay dividends. Restrictions in our subsidiaries debt instruments and under applicable law limit their ability to provide funds to us, and if our subsidiaries are not able to make
funds available to us by dividend, debt repayment or otherwise, we may not have sufficient funds to fulfill our obligations under our indebtedness or pay dividends to our shareholders, including holders of the ADSs. For example, our local bonds
restrict Avianca S.A.s ability to pay dividends prior to December 31, 2016 unless certain covenants are satisfied. As of December 31, 2016, Avianca S.A. was not meeting the ratio necessary to pay dividends to us under its local
bonds.

We may be liable for the potential under-funding of a pilots pension fund.

We are obligated to make contributions to a pilots pension fund for the Colombian Association of Civil Aviators known as La Caja de Auxilios y de
Prestaciones de la Asociación Colombiana de Aviadores Civiles, or CAXDAC, on behalf of certain of our eligible pilots. The pensioners affiliated with CAXDAC include not only some of our current pilots and former pilots, but also pilots
employed and formerly employed by other Colombian



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airlines. The assets that we have contributed to CAXDAC are segregated into a separate account that is restricted for the payments of retirement benefits payments of our employees. The amount in
the common CAXDAC fund used to pay the pensions may not be sufficient to cover all accrued pension liabilities since other Colombian airlines have gone bankrupt or have been liquidated and have failed to pay their ratable contributions to the
pension fund. Although CAXDAC, as a pension manager, is the only entity obligated to pay retirement pensions to those pensioners legally affiliated with CAXDAC, it is uncertain how the expected deficiency will ultimately be funded, and whether or
not pensioners and other third parties may bring actions against contributing airlines, including ourselves, seeking contributions to cover such deficiency, in which case we will be required to defend our position that we are not liable for this
deficiency and face the uncertainty of judicial review. However, the obligation of pension contribution to CAXDAC shall terminate at the time we transfer the full value of actuarial calculation, which, under Colombian law, should occur no later than
the end of 2023.

Risks Relating to the Airline Industry

The airline industry is highly competitive.

We face intense competition throughout our domestic and international route networks, which can affect our yields and otherwise adversely
impact our results of operations. Overall airline industry profit margins are low and industry earnings are volatile. Airlines compete in the areas of pricing, scheduling (frequency and flight times), on-time performance, on-board experience,
frequent flyer programs and other services.

During 2014, 2015 and 2016, respectively, domestic air travel in Colombia, Peru and Ecuador
accounted for approximately 27.7%, 39.4% and 53.3% of our passenger revenue and approximately 59.9%, 60.5% and 60.0% of our revenue passengers. It should be noted, however, that for accounting purposes, we measure domestic and international flights
based solely on origin, not destination. As a result, our financial performance is highly sensitive to competitive conditions in the Colombian, Peruvian and Ecuadorian domestic air travel markets. Our primary competitors in the Colombian domestic
market are LATAM Airlines Group, VivaColombia, EasyFly, Satena and Wingo. We may face significantly stronger domestic competition in the future because of these competitors and new competitors, therefore, our prior results and market share may not
be indicative of future performance in the Colombian domestic market. Our primary competitors in the Peruvian domestic market are LATAM Airlines Group, Star Peru, LC Peru and Peruvian and in the Ecuadorian domestic market our primary competitors are
LATAM Airlines Group and TAME. In addition to traditional competition among airline companies, we face competition from companies that provide ground transportation, especially in our domestic cargo and passenger business, as well as companies that
provide sea transportation in our cargo business.

We also compete with a number of large airlines that serve the same international
routes that we fly, including, among others, Copa Airlines, LATAM Airlines Group, American Airlines, United Airlines, Iberia, Delta Air Lines, Aeroméxico, Interjet, Jet Blue Airways, Spirit Airlines, Aerolineas Argentinas, VECA and
VivaColombia. See Item 4. Information on the CompanyPart B. Business OverviewCompetition. Some of our competitors, including American Airlines, United Airlines and LATAM Airlines Group, have larger customer bases and greater
brand recognition in the markets we serve outside of Colombia, and most of our international competitors have significantly greater financial and marketing resources than we do. In December 2015, members of the Schengen community eliminated the
Schengen Visa requirements (which permits free travel without immigration checks between participating European countries) for Colombian and Peruvian citizens, increasing the passenger traffic between these countries and therefore many European
airlines entering into these markets are pressuring to reduce market fares, such as KLM, Air Europa, TAP, Alitalia, British Airways and Iberia. In response to this situation, as of November 2016 we increased our frequencies to eighteen per week in
the route Bogotá  Madrid, to seven per week in the route Cali  Madrid and to three per week in the route Medellin  Madrid Airlines based in other countries may also receive subsidies, tax incentives or other state aid from
their respective governments, which are not provided to us by the governments in the countries in which we operate. The commencement of, or any increase in, service on the routes we serve by existing or new competitors could negatively impact our
operating results. Likewise, competitors service on routes that we are targeting for expansion may make those expansion plans less attractive. For example, in 2016 more than 5 airlines won permission to resume scheduled commercial air service
from the US to Cuba for the first time in more than five decades.



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We must constantly react to changes in prices and services offered by our competitors to remain
competitive. The airline industry is highly susceptible to price discounting, particularly because airlines incur very low marginal costs for providing service to passengers occupying otherwise unsold seats. Carriers use discount fares to stimulate
traffic during periods of lower demand in order to generate cash flow and increase market share. Any lower fares offered by one airline are often matched by competing airlines, which often results in lower industry yields with little or no increase
in traffic levels. Price competition among airlines in the future could lead to lower fares or passenger traffic on some or all of our routes, which could negatively impact our profitability. Such activity by other airlines could lead to reductions
in the fares or passenger traffic on our routes, to the point where profitable operations could not be maintained. Due to our smaller size and financial resources compared to some of our international competitors, we may be less able to withstand
aggressive marketing tactics or fare wars engaged in by or with our competitors should such events occur.

Volatility in our fuel costs or
disruptions in our fuel supply would materially and adversely affect our operating results.

Aircraft fuel costs constitute a
significant portion of our total operating expenses, representing approximately 30.4%, 24.3% and 20.2% respectively, of our operating expenses in the years ended December 31, 2014, 2015 and 2016. Fuel costs have been subject to wide
fluctuations as a result of increases in demand and sudden disruptions in, and other concerns about, global supply, as well as market speculation. Both the cost and availability of fuel are subject to many economic and political factors and events
occurring throughout the world that we can neither control nor accurately predict, such as political instability in major oil-exporting countries in the Middle East, Latin America and Africa. As a result of factors such as this, fuel costs continue
to exhibit substantial volatility. If there are wide fluctuations in fuel costs in short periods of time, we cannot assure you that we will have enough time to adapt and respond to these scenarios.

Therefore, substantial increases in fuel costs would materially and adversely affect our operating results. Between December 2015 and December
2016, jet fuel prices increased 37.3%. As such, we cannot assure you that fuel costs will not continue to increase significantly above their current levels, similar to what occurred in 2013 to mid-2014, when West Texas Intermediate, or WTI, crude
prices, a benchmark widely used for crude oil prices that is measured in barrels and quoted in U.S. dollars, gradually increased from $93.12 in January 2013 to $107.26 per barrel in June 2014. Our aircraft fuel purchase agreements do not protect us
against price increases or guarantee the availability of fuel. Additionally, some of our competitors may have more leverage than we do in obtaining fuel. We have and may continue to develop our corporate risk policy to protect against fuel prices
volatility and due to the competitive nature of the airline industry, at times we have not been able to adequately increase our fares to offset the increases in fuel prices and we may not be able to do so in the future. When fuel prices fall, we may
be exposed to losses on our hedge contracts, which can partially offset savings in fuel costs that we experience in our operations. However, the hedge contracts and agreements we use do not completely protect us against price volatility, as they are
limited in volume and duration and may carry counterparty risk. Under the fuel hedge contracts we may enter from time to time, counterparties to those contracts may require us to fund the margin associated with any loss position on the contracts if
the price of the underlying commodity falls below specified benchmarks. Meeting our obligations to fund these margin calls could adversely affect our liquidity. Similar to what happened between 2014 and 2015, when WTI prices fell from $107.26 per
barrel in June 2014 to $34.73 per barrel by December 2015. The average price of WTI on March 2017 was $49.67 per barrel. A decrease in fuel costs not only affects economies of countries where we operate, but also has a material adverse
effect on our financial conditions and results, mainly because of the fuel hedges we previously negotiated.

Future fuel price increases,
continued high fuel price volatility or fuel supply shortages may result in a curtailment of scheduled services and could have a material adverse effect on our financial condition and results of operations.

In addition, should Ecopetrol S.A. (Colombias government-controlled oil company) experience any disruption or slow-down in its fuel production or
pumping capacity, particularly in Bogotá, we may be unable to obtain fuel or may be forced to pay significantly higher prices to do so. This risk is heightened by the low oil storage levels that we understand are maintained by Ecopetrol S.A.
and its distributors in Bogotá. We currently have an exclusive agreement with a single fuel distributor in Bogotá, Organización Terpel S.A., or Terpel, pursuant to which Terpel supplied us with approximately 97.7%, 97.6% and
97.9% of our fuel needs in Colombia for each of 2014, 2015 and



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2016, respectively. During 2014, 2015 and 2016, respectively, it supplied approximately 41.0%, 43.4% and 43.9% of our total fuel consumption. We currently have valid contracts with Terpel through
2017. In the event such arrangements were to terminate, we could be forced to renegotiate our fuel supply in a market with a limited number of suppliers, which might result in higher costs for us.

We expect to face increasing competition from low-cost carriers offering discounted fares.

Airlines in the United States and Europe have in recent years faced substantial and increasing competitive pressure from low-cost carriers
offering discounted fares. The low-cost carriers operations are typically characterized by point-to-point route networks focusing on the highest-demand city pairs, high aircraft utilization, single-class service and fewer in-flight amenities.
As has been evidenced by the operations of competitors such as Gol Linhas Aéreas Inteligentes, or Gol, in Brazil, and other Latin American countries and several new low-cost carriers which have started service in Mexico, Colombia and other
markets, such as Interjet, Viva Aerobus, Volaris, EasyFly, VECA, VivaColombia and Wingo the low-cost carrier business model is gaining acceptance in the Latin American aviation industry. Moreover, low fuel costs have made it easier for these
airlines to expand into our market. For example, in 2015, VivaColombia continued expanding its international operations with the new routes from Bogotá and Medellin to Miami. JetBlue Airways initiated operations between Bogotá and Fort
Lauderdale, and Spirit Airlines, another U.S. low cost carrier, launched new routes between Houston, Texas and Central America. In 2016, Volaris launched Volaris Costa Rica, the first ultra-low cost operator in Central America. Copa Holdings
launched Wingo, a low-cost Colombian airline. VivaColombia launched new routes in the Colombian domestic market including San Andrés  Pereira, Apartadó  Medellín and Bogotá  Leticia and JetBlue Airways
initiated operations between New York and La Habana.

Our business model is significantly different from that of low-cost carriers and is
predicated on providing a level of service that we consider superior and charging higher prices for such service. As low-cost carriers continue to penetrate our home markets, they could have a material adverse effect on our financial condition and
results of operations; therefore, we may be forced to reconsider our business model and adapt it to evolving passenger preferences. In any event, we may face new and substantial competition from low-cost carriers in the future which could result in
significant and lasting downward pressure on the fares we charge for flights on our routes. We must constantly react to changes in prices and services offered by our competitors to remain competitive. Price competition among airlines in the future
could lead to lower fares or passenger traffic on some or all of our routes, which could adversely affect our profitability.

We face increasing
competition from other international airlines due to the continuing liberalization of restrictions traditionally affecting the global airline industry.

Over the last 25 years the global airline industry has been shifting to increasing acceptance of liberalized and open skies air
transport agreements among nations. For example, open skies agreements currently exist among the countries of the European Union, and between Europe and the United States. In Latin America, multilateral open skies agreements
exist among Colombia, Ecuador, Peru and Bolivia and bilateral open skies agreements among each of these countries and the United States, Chile, Panama, Venezuela and the countries of Central America. El Salvador also has an open
skies policy. As a general matter, these liberalized or open skies air transport agreements serve to (i) reduce (or, in the case of open skies, eliminate) restrictions on route rights, designated carriers, aircraft
capacity or flight frequencies and (ii) promote competitive pricing. On the other hand, Colombia and Peru have an air transportation political position based on reciprocity, which means a liberalization of the transportation of passenger on
direct flights between the two countries according to the third and fourth freedom rights, as defined in the Chicago Convention on International Civil Aviation, or the Chicago Convention.

As a result of this continuing trend toward liberalized air transport agreements, a number of countries to which we fly have been negotiating
with each local government to liberalize or provide more flexibility to its bilateral agreements with such countries and to permit more flights to and from each local country. We cannot assure you that each governments political position will
not change or that additional flights will not be granted when requested by carriers from any other country.

It is likely that the
different governments will continue to liberalize the current restrictions on international travel to and from each country, among other things, granting new route rights and flights to competing airlines and



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generally promoting increased numbers of market participants on routes we serve. As a result of such liberalization, we could face substantial new competition, which may erode our pricing and
market share and have a material adverse effect on our consolidated financial position and consolidated results of operations. For example, the joint business agreement entered into between LATAM Airlines Group, American Airlines and IAG (British
Airways and Iberia) allows them to expand their airlines networks by adding frequencies and capacity to markets between South America, North America and Europe, where we operate. Similarly, the transborder alliance established by Delta and
Aeromexico between México and the United States will provide customers with benefits in both countries. The implementation of these commercial agreements is still pending authorization by the applicable authorities in the different countries
where the airlines party to these agreements operate.

We face increased competition from certain airlines that have recently been restructured or
emerged from bankruptcy and further consolidation of the Latin American airline industry may adversely affect our business and results of operations.

In recent years, a number of air carriers have sought to reorganize in bankruptcy. The successful completion of reorganizations could present
us with competitors with significantly lower operating costs derived from favorable labor, supply and financing contracts renegotiated under the protection of the applicable bankruptcy laws. In addition, many air carriers involved in reorganizations
have historically undertaken substantial fare discounting in order to maintain cash flows and to enhance continued customer loyalty. Such fare discounting could further lower yields for all carriers, including us.

Further consolidation of the Latin American airline industry may increase competition in the markets we serve. For example, in 2016 LATAM
Airlines Group and Qatar Airways entered into a subscription agreement providing for Qatar Airways to acquire up to 10% of LATAM Airlines Group total shares. LATAM Airlines Group is the largest airline in Latin America in terms of fleet size,
passengers carried, and destinations served. The group is the result of the merger between LAN Airlines and TAM . As a result of the competitive environment, there may be further consolidation in the Latin American and global airline industry,
whether by means of acquisitions, joint ventures, partnerships or strategic alliances. We cannot predict the effects of further consolidation on the industry. Furthermore, consolidation in the airline industry and changes in international alliances
will continue to affect the competitive landscape in the industry and may result in the formation of airlines and alliances with increased financial resources, more extensive global networks and reduced cost structures.

Some of our competitors may receive external support which could negatively impact our competitive position.

Some of our competitors may receive support from external sources, such as their national governments, which may be unavailable to us. Support
may include, among others, subsidies, regulatory facilities, financial aid or tax waivers. This support could place us at a competitive disadvantage and adversely affect our operations and financial performance.

The airline industrys financial performance is characterized by low profit margins and high fixed costs, and we may be unable to compete
effectively against other airlines with greater financial resources or lower operating costs.

The airline industry is
characterized generally by low profit margins and high fixed costs, primarily consisting of wages and salaries of crew and other personnel, fuel costs and aircraft and engine lease payments and other financing costs related to aircraft equipment.
Revenues per flight are primarily driven by the number of passengers transported and fares, which may vary significantly depending on several factors which are generally outside of our control, including general economic conditions, weather and our
competitors pricing strategies. However, the operating expenses of flying an aircraft do not vary significantly with the number of passengers transported and cannot be adjusted quickly to respond to changes in revenue and a deficit in expected
revenue levels. As a result, fluctuations in the number of passengers per flight or in pricing could have a significant effect on our operating and financial results.



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We rely on maintaining a high daily aircraft utilization rate, which makes us vulnerable to delays.

We seek to maintain a high daily aircraft utilization rate (the number of hours we use our aircraft per day). High daily aircraft
utilization allows us to generate more revenue from our aircraft and is achieved in part by reducing turnaround time at airports so we can fly more hours on average in a day. Nevertheless, aircraft utilization is reduced by delays and cancellations
arising from a number of different factors, many of which are beyond our control, including, among others, air traffic and airport congestion, adverse weather conditions, security requirements, unscheduled maintenance and delays by third-party
service providers relating to matters such as fueling and ground handling. High aircraft utilization also increases the risk that, if an aircraft falls behind schedule during a given day, it could remain behind schedule for several additional days.
Such delays could result in a disruption of our operating performance, leading to customer dissatisfaction due to delayed or cancelled flights and missed connections, which could in turn adversely affect our reputation, business, financial condition
and results of operations.

On February 3, 2014, we took preventative action to ground our fleet of ten Fokker 50 turboprop aircraft
(including four that were inactive) following an engine malfunction in one of the Fokker 50 aircraft in Cali, Colombia. We have since replaced our entire fleet of Fokker 50s with ATR72s.

Terrorist attacks or hostilities could adversely affect the airline industry by decreasing demand and increasing costs.

The terrorist attacks in the United States on September 11, 2001 had an adverse impact on the airline industry. Airline traffic in the
United States fell dramatically after the attacks, while it decreased less severely in Latin America. Our revenue depends on the number of passengers traveling on our flights. Therefore, any future terrorist attacks or threat of attacks, whether or
not involving commercial aircraft, any increase in hostilities relating to reprisals against terrorist organizations or otherwise and any related economic impact could result in decreased passenger traffic and materially and negatively affect our
business, financial condition and results of operations.

Following the 2001 terrorist attacks, airlines have experienced increased costs
resulting from additional security measures that may be made even more rigorous in the future. In addition to measures imposed by the U.S. Department of Homeland Security and the TSA, IATA and certain foreign governments have also begun to institute
additional security measures at foreign airports we serve. A substantial portion of the costs of these security measures is borne by the airlines and their passengers. Terrorist attacks against the airline industry have recently increased. On
February 3, 2016, there was an explosion in a Daallo Airlines flight climbing out of Mogadishu. Investigations suggest that the explosion was caused by explosives hidden in a laptop computer with the help of airport personnel. On
March 29, 2016, a EgyptAir Airbus 320 was hijacked by an Egyptian man, forcing it to divert to Larnaca International Airport in Cyprus. The hijacker, who wore what he claimed was an explosive belt, surrendered about seven hours later, and
everybody escaped from the aircraft unharmed. On December 23, 2016, a Afriqiyah Airbus 320 was hijacked and made a forced landing in Luqa, Malta. The two hijackers later released all of the hostages and surrendered to the authorities. On
January 6, 2017, there was gunfire at the Fort Lauderdale, Fla., international airport, killing five people and injuring eight others Security measures imposed by the U.S. and foreign governments not only after September 11, 2001, have
increased our costs and may adversely affect us and our financial results, and additional measures taken in the future may result in similar adverse effects. Premiums for insurance against aircraft damage and liability to third parties increased
substantially following the 2001 terrorist attacks, and insurers could reduce their coverage or increase their premiums even further in the event of additional terrorist attacks, hijackings, airline crashes or other events adversely affecting the
airline industry abroad or in Latin America. In the future, certain aviation insurance could become unaffordable, unavailable or available only with amounts of coverage that are insufficient to comply with the levels of insurance coverage required
by aircraft lenders and lessors or applicable government regulations. While governments in other countries have agreed to indemnify airlines for liabilities that they might incur from terrorist attacks or provide low-cost insurance for terrorism
risks, the Colombian government has not indicated any intention to provide similar benefits to us. Increases in the cost of insurance may result in both higher airline ticket prices and decreased demand for air travel generally, which could
materially and negatively affect our business, financial condition and results of operations.



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The outbreak or the threat of an outbreak of a contagious disease may have a negative impact on the airline
industry.

In recent years, concerns about the possibility of an outbreak of a disease that can be spread by commercial airline
passengers (such as avian flu, swine flu, Severe Acute Respiratory Syndrome, tuberculosis or other contagious illnesses) has had a negative impact on the publics willingness to travel by air. It is impossible to determine when and where
threats of contagious diseases may arise, but if and to the extent they do, the publics willingness to travel by air may significantly decline, which could materially and negatively affect our business, financial condition and results of
operations.

During 2016, both Latin America and the Company faced two important epidemic viruses, Zika and Chikungunya. These viruses
affected our customers decision to travel to areas with a high risk of infection. In addition, it was necessary to strengthen our fumigation and disinfection standards and procedures on aircrafts, that fly to and from airports that are located
below 2,200 meters above sea level.

Risks Relating to Colombia, Peru, Venezuela, Central America and Other Countries in which We Operate

Our performance is heavily dependent on economic and political conditions in the countries in which we do business.

Passenger demand is heavily cyclical and highly dependent on global and local economic growth, economic expectations and foreign exchange rate
variations. See Item 3. Key InformationPart D. Risk FactorsIn our most recent fiscal year, we experienced a decrease in revenues. In the past, we have been negatively impacted by poor economic performance in certain countries
in which we operate. Any of the following developments in the countries in which we operate could adversely affect our business, financial condition and results of operations:



| |  |  | changes in economic or other governmental policies;
| | - |  | ---------------------------------------------------



| |  |  | changes in regulatory, legal or administrative practices;
| | - |  | ---------------------------------------------------------



| |  |  | other political or economic developments over which we have no control;
| | - |  | -----------------------------------------------------------------------



| |  |  | governments of the countries where we have assets may expropriate those assets under certain circumstances; or
| | - |  | --------------------------------------------------------------------------------------------------------------



| |  |  | potential instability may cause expropriation, nationalization, renegotiation or nullification of existing contracts.
| | - |  | ---------------------------------------------------------------------------------------------------------------------

Additionally, a significant portion of our revenue is derived from discretionary travel and leisure travel, which are especially sensitive to
economic downturns. A worsening of economic conditions could result in a reduction in passenger traffic, and leisure travel in particular, which in turn would materially and negatively affect our financial condition and results of operations. Any
perceived weakening of economic conditions in the Andean region and/or Central America could likewise negatively affect our ability to obtain financing to meet our future capital needs in international capital markets.

Our results of operations and financial condition may be adversely affected by changes in governmental policies and actions, and judicial
decisions, involving a broad range of matters, including interest rates, exchange rates, exchange controls, inflation rates, taxation, banking, labor and pension fund regulations and other political or economic developments affecting Colombia, Peru,
Venezuela, Ecuador and Central America. The governments in these countries have historically exercised substantial influence over their respective economies, and their policies are likely to continue to have a significant effect on companies
operating in such countries, including us. Our business and results of operations or financial condition may be adversely affected by changes in government or fiscal policies, and other political, diplomatic, social and economic developments that
may affect Colombia, Peru, Venezuela, Ecuador and/or Central America. We cannot predict what policies will be adopted by the governments in these countries and consequently cannot assure you that future development in government policies or in the
economies of these countries will not impair our business or financial condition or the market value of the ADSs.



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Our three main hubs are located in Colombia, El Salvador and Peru, we have focus markets in Costa
Rica and Ecuador and we are organized under the laws of the Republic of Panama. Accordingly, our financial condition and results of operations are significantly dependent on the macroeconomic, social and political conditions prevailing in these
countries and in the other jurisdictions in which we operate. As a result, decreases in the growth rate, periods of negative growth, increases in inflation, changes in policy, or future judicial interpretations of policies involving exchange
controls and other matters such as (but not limited to) currency depreciation, inflation, interest rates, taxation, banking laws and regulations and other political or economic developments in or affecting Colombia, El Salvador, Costa Rica, Peru,
Ecuador and Panama and/or the other jurisdictions where we operate may affect the overall business environment and may in turn impact our financial condition and results of operations.

Our performance is heavily dependent on economic and political conditions in Colombia.

Our financial condition and results of operations depend significantly on macroeconomic and political conditions prevailing in Colombia.
Decreases in the economic growth rate, periods of negative growth, increases in inflation, changes in law, regulation, policy, or future judicial rulings and interpretations of policies involving exchange controls and other matters such as (but not
limited to) currency depreciation, inflation, interest rates, taxation, banking laws and regulations and other political or economic developments in or affecting Colombia may affect the overall business environment and may, in turn, impact our
financial condition and results of operations.

Colombias central government fiscal deficit and growing public debt could adversely
affect the Colombian economy. The Colombian fiscal deficit was 2.0% of GDP in 2014 and 3.0% of GDP in 2015. According to the projections published in February 2016 by the Ministry of Finance and Public Credit, the Colombian government expected a
fiscal deficit of 3.6% of GDP for the year 2016. According to the latest information, during the third quarter of 2016, the fiscal deficit was approximately 2.7% of GDP. The Colombian government frequently intervenes in Colombias economy and
from time to time makes significant changes in monetary, fiscal and regulatory policy. Our business and results of operations or financial condition may be adversely affected by changes in government or fiscal policies, and other political,
diplomatic, social and economic developments that may affect Colombia. We cannot predict what policies will be adopted by the Colombian government and whether those policies would have a negative impact on the Colombian economy or our business and
financial performance.

We cannot assure you as to whether current stability in the Colombian economy will be sustained, given that, among
other factors, there is still a high level of poverty in the country. If the condition of the Colombian economy were to deteriorate, we would likely be adversely affected.

The Colombian government and the Central Bank may seek to implement new policies aimed at controlling further fluctuation of the Colombian
peso against the U.S. Dollar and fostering domestic price stability. The Central Bank may impose certain mandatory deposit requirements in connection with foreign-currency denominated loans obtained by Colombian residents, including us. We
cannot predict or control future actions by the Central Bank in respect of such deposit requirements, which may involve the establishment of a different mandatory deposit percentage. The use of such measures by the Central Bank may be a disincentive
for us to obtain loans denominated in a foreign currency. The U.S. dollar/Colombian peso exchange rate has shown some instability in recent years. We cannot assure you that measures adopted by the Colombian government and the Central Bank will
suffice to control this instability or that the Colombian peso will not depreciate or appreciate relative to other currencies in the future. We also cannot predict the effects that such policies will have on the Colombian economy.

Colombia has suffered from periods of widespread criminal violence over the past four decades, primarily due to the activities of guerrilla
groups such as the Revolutionary Armed Forces of Colombia (Fuerzas Armadas Revolucionarias de Colombia), or FARC, paramilitary groups and drug cartels. In regions of the country with limited governmental presence, these groups have exerted
influence over the local population and funded their activities by protecting, and rendering services to drug traffickers. In response, the Colombian government has implemented various security measures and has strengthened its military and police
forces by creating specialized units. In 2012, the Colombian government began peace negotiations with FARC. The peace agreement between the Government and the guerrilla group, which was signed in 2016, was subject to a national referendum but was
not



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approved by a majority of the voters. The parties re-negotiated certain aspects of the original agreement, and the Government decided to submit the new agreement to the approval of Congress
instead of by another referendum. Despite opposition to the final agreement, the Government and Congress are working together in implementing the transition of the former guerrilla group to a political party. Nevertheless, despite these efforts,
guerilla, paramilitary and criminal activities, particularly in the form of terrorism attacks, homicides, kidnappings and extortion, persist in Colombia. These continuing activities, their possible escalation and the violence associated with them
may have a material adverse effect on the Colombian economy and/or on us in the future. We cannot assure you that preventative measures we have taken or the agreements reached will protect us, our customers, employees or assets from violence or
other actions that are detrimental to us.

Our performance is heavily dependent on economic and political conditions in El Salvador.

El Salvador has a history of political instability marked by long periods of civil unrest and military rule. From 1979 until 1991, El
Salvador was mired in guerrilla activities which were ended by a United Nations-brokered peace accord in January of 1992. Since the peace accords were signed, El Salvador has experienced political stability. The Nationalist Republican
Alliance Party, or ARENA, controlled the presidency from 1989 to 2009, at which time the FMLN (a former guerrilla organization now turned into a political party) won the presidential elections. Salvador Sánchez Cerén, an FMLN
member, was elected by a narrow margin and became president on June 1, 2014. Insecurity and violence indexes have decreased during the last year, although the country is still listed as one of the most insecure in the world. We are
uncertain what this administrations policies may be and how they will affect our business and operations. Future government policies in response to social unrest could include, among other things, increased taxation, as well as expropriation
of assets. These policies could materially and adversely affect the Salvadorian economy and, as a result, our business, financial condition and results of operations.

El Salvadors economy has recently been growing at a moderate pace, yet its unemployment and poverty rates remain high. In 2016, there
was a fiscal deficit of 4.0% and the poverty level was 38% of the rural population. Despite reforms and initiatives, El Salvador still ranks among the ten poorest countries in Latin America and suffers from inequality in the distribution of income.
We cannot assure you that El Salvador will not face political, economic or social problems in the future, and we may be seriously affected by such problems.

Our performance is heavily dependent on economic and political conditions in Peru.

In the past, Peru has experienced periods of severe economic recession, large currency devaluation and high inflation. In addition, Peru has
experienced periods of political instability, which have led to adverse economic consequences. We cannot assure you that Peru will not experience similar adverse developments in the future even though for some years now, several democratic
procedures have been completed without any violence.

While Peru has experienced economic growth in the recent past, political tensions,
high levels of poverty, which according to the latest available data provided by Perus National Center of Statistics and Informatics, or INEC, was 21.8 % of the total population in 2015, and unemployment, and social conflicts within local
communities continue to be pervasive problems in Peru. In the past, certain areas in the south and the northern highlands of Peru with significant mining developments have experienced strikes and protests related mainly to the environmental impact
of metallic mining activities and illegal mining activities, which have resulted in political tensions, commercial disruptions and a climate of uncertainty with respect to future mining projects. Future government policies in response to social
unrest could include, among other things, increased taxation. These policies could materially and adversely affect the Peruvian economy and, as a result, our business, financial condition and results of operations.

For example, prior to 1991, Peru exercised control over foreign exchange markets by imposing restrictions to multiple exchange rates and
restrictions to the possession and use of foreign currencies. Currently, foreign exchange rates are determined by market conditions, with regular operations by the Central Reserve Bank in the foreign exchange market in order to reduce volatility in
the value of Perus currency against the U.S. dollar. The Peruvian government may institute restrictive exchange rate policies in the future. Any such restrictive exchange rate policy could affect our ability to engage in foreign exchange
activities, and could also have a material adverse effect on our business, financial condition and results of operations.



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Since 1990, Peruvian Presidents have maintained business-friendly and open-market economic
policies to stimulate economic growth. Perus current president, since July 2016, Mr. Pedro Pablo Kuzcynski has taken steps to combat corruption and improve government efficiency and effectiveness. This new government has demonstrated a
commitment to maintaining moderate economic policies, that sustain and foster economic growth, while controlling the inflation rate at historically low levels. Nevertheless, we cannot assure you that the current or any future administration will
maintain business-friendly and open-market economic policies or policies that stimulate economic growth and social stability. Any changes in the Peruvian economy or the Peruvian governments economic policies may have a negative effect on our
business, financial condition and results of operations.

Our performance is heavily dependent on economic and political conditions in Costa Rica.

While Costa Rica is one of Latin Americas oldest democracies, we cannot assure you that these conditions will continue. In
2016, Costa Rica faced a poverty level estimated at 20.5%, sizeable internal and external deficits resulting in high inflation, and an outdated tax system. Additionally, Costa Ricas traditionally strong social safety net is eroding as a result
of fiscal constraints, as well as increasing pressure from both legal and illegal immigration from other Central American countries. Although it is the third safest country in Latin America, insecurity has increased in recent years.

In addition, fiscal reforms are needed to stop or lower the fiscal deficit. However, such reforms have not yet been approved by the Costa
Rican government. This situation could lead to a more negative economic outlook in the medium-term future and at the same time, there are no political agreements to remedy this situation.

Our performance is heavily dependent on economic and political conditions in Ecuador.

The Ecuadorian economy is heavily dependent on the oil industry and was severely impacted by the 2009 financial crisis, which adversely
affected the countrys economic growth. While Ecuadors economic growth has since improved, it faces a poverty level estimated at approximately 23.3% and 22.9% in 2015 and 2016, respectively, according to the National Center of Statistics,
or ECU. In addition, Ecuador defaulted on a sovereign debt obligation in 2008 and its economic policies have created a great deal of uncertainty about its future. The decline of oil prices in 2014 and 2015 may also prove to have a significant impact
on the Ecuadorian economy.

Due to the decline in fuel prices, the governments income has decreased approximately 18.1%, putting a
lot of pressure on the national budget and the countrys investments, since government expenditure accounts for 84% of it. Ecuadorian exports have also lost competitiveness due to currency depreciation among its neighbors. In a dollarized
economy, most of the adjustments are coming from raising unemployment levels, which also affects consumption and demand in general. All of the foregoing has led the government to enact new regulations, changing the prior legal framework, which in
turn, has increased uncertainty.

Lenin Moreno was elected President in a runoff election held on April 2, 2017. However, on
April 12, 2017, opposition candidate Guillermo Lasso filed a complaint challenging the election results. At this time we are uncertain what the outcome of this election will be. This change in administration may have an impact on the Ecuadorian
economy for 2017, since it will be the first time since January 15, 2007 that Rafael Correa has not held the office.

Our performance is
heavily dependent on economic and political conditions in Panama.

We are organized under the laws of the Republic of Panama and
as a result may be affected by economic and political conditions prevailing from time to time in Panama. Panamas economic conditions are highly dependent on the continued profitability and economic impact of the Panama Canal. Control of the
Panama Canal and many other assets were transferred from the United States to Panama in 1999 after nearly a century of U.S. control. Although the Panamanian government is democratically elected and the Panamanian political climate is currently
stable, we cannot assure you that current conditions will continue. If the Panamanian economy experiences a recession or a reduction in its economic growth rate, or if Panama experiences significant political disruptions, our business, financial
condition and results of operations could be materially and negatively affected.



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We cannot assure you that any crises such as those described above or similar events will not
negatively affect the economies of Colombia, El Salvador, Costa Rica, Peru, Panama or the other jurisdictions where we operate. Future developments in the countries in which operate could impair our business or financial condition.

We have local currency cash balances in Venezuela, which we may be unable to repatriate or exchange into U.S. dollars or any other currency due to
restrictions.

Political and economic conditions in Venezuela continue to be uncertain, and restrictions for the remittance of
funds have not been removed. We have reduced our cash balances held in Venezuela due to an exchange rate loss and local sales restrictions, from $7.7 million as of December 31, 2015 to $1.5 million as of December 31, 2016. Even so, for the
year ended December 31, 2016, we recognized a loss of $5.3 million related to exchange rates in Venezuela due to the fluctuation of the general market rate exchange. As of December 31, 2015, the applicable exchange rate SIMADI was 198.7
VEF and as of December 31, 2016, the equivalent DICOM exchange rate came at 673.8 VEF to US$1.00. In addition, since the Company restricted local VEF-denominated sales, but continued its operation to Venezuela selling tickets only in U.S.
dollars, local currency cash balances in Venezuela have been reduced. Consequently, as of December 31, 2016, the carrying amount of cash balances held in Venezuela (after the devaluation described above) of $1.5 million was classified as
follows: $1.3 million as cash and cash equivalents, which is expected to be used over the next three months as part of the normal operations in Venezuela and $0.2 million as short-term restricted cash, which is expected to be used in the following
nine months.

Developments and the perception of risk in other countries, especially emerging market countries, may adversely affect the market
price of many Latin American securities, including the ADSs.

The market value of securities issued by companies with operations
in the Andean region and Central America may be affected to varying degrees by economic, political and market conditions in other countries, including other Latin American and emerging market countries. Although macroeconomic conditions in such
Latin American and other emerging market countries may differ significantly from macroeconomic conditions in Colombia and the other countries in which we operate, investors reactions to developments in these other countries may have an adverse
effect on the market values of our securities. For example, as a result of economic problems in various emerging market countries in recent years (such as the Asian financial crisis of 1997, the Russian financial crisis of 1998 and the Argentine
financial crisis of 2001), investors have viewed investments in emerging markets with heightened caution. Crises in world financial markets, such as those of 2008, could affect investors views of securities issued by companies that operate in
emerging markets. Crises in other emerging market countries may hamper investor enthusiasm for securities of Panamanian issuers, including the ADSs, which could adversely affect the market price of the ADSs. This could also make it more difficult
for us and our subsidiaries to access the capital markets and finance our operations in the future on acceptable terms, or at all.

Natural
disasters in the countries in which we operate could disrupt our businesses and affect our results of operations and financial condition.

We are exposed to natural disasters in each of the countries in which we operate, such as earthquakes, volcanic eruptions, tornadoes, tropical
storms and hurricanes. For example, heavy rains in Colombia have resulted in severe flooding and mudslides. El Salvador has experienced many significant earthquakes, including in 1982, 1986 and 2001, that in each case resulted in numerous
fatalities. Peru has also experienced numerous significant earthquakes, including in 2001, 2005, 2007 and 2011. Moreover, the Central American isthmus, in particular El Salvador, Costa Rica, Guatemala and Nicaragua, is home to one of the
worlds largest concentrations of active volcanos. Colombia has also experienced significant volcanic activity, affecting important cities covered by our domestic operation. Such volcanic ash clouds would not only affect airport operations, but
also the route conditions of flights operating near the affected zone.

In 2016, our operation experienced a significant increase in the
amount of flight cancellations due to volcanic ash emissions. During that year, we cancelled 88 flights due to the activity from the volcanoes Ruiz (Colombia) and Turrialba (Costa Rica). In the event of a natural disaster, there is a risk of damage
to our airport hubs and other facilities, and our disaster recovery plans may prove to be ineffective, which could have a material adverse effect on our ability to conduct our businesses, particularly if such an occurrence affects computer-based
data processing, transmission, storage and retrieval systems or destroys customer or other data. In any such event,



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our property damage and business interruption insurance might not be sufficient to fully offset our losses, which could adversely affect our results of operations and financial condition. In
addition, if a significant number of our employees and senior managers were unavailable because of a natural disaster, our ability to conduct our businesses could be compromised.

Government policies and actions, and judicial decisions, in Colombia, Peru, Venezuela, Ecuador or Central America could significantly affect the local
economy and, as a result, our results of operations and financial condition.

The Colombian government and the Colombian Central
Bank have historically exercised and continue to exercise, substantial influence over the Colombian economy; they occasionally make significant changes in monetary, fiscal and regulatory policy. Changes in macroeconomic policies could materially and
adversely affect our business and the market value of the ADSs.

Any additional taxes resulting from changes to tax regulations or the
interpretation thereof in Panama, Colombia or other countries where we operate could adversely affect our consolidated results.

Uncertainty relating to applicable tax legislation poses a constant risk to us. Changes in legislation, regulation and jurisprudence can
affect tax burdens by increasing tax rates and fees, creating new taxes, limiting eligible expenses and deductions, and eliminating incentives and non-taxed income. Currently, Panama imposes no income tax on revenues generated from a source outside
Panama and subjects dividends paid to a withholding tax of only 10% of the portion of the dividend that is attributable to Panamanian sourced income (as defined pursuant to the territoriality principles that govern Panamanian tax law) and to a
withholding tax of 5% of the portion of the dividend that is attributable to foreign sourced income. Currently Panama does not impose a withholding tax on dividends distributed by entities that do not earn income from Panamanian sources.
Nevertheless, we cannot assure you that Panamanian and Colombian tax laws or tax laws in other countries where we operate will not change or may be interpreted differently by authorities as a result of the implementation of IFRS, and any change
could result in the imposition of significant additional taxes. Moreover, the Colombian and Salvadoran governments have significant fiscal deficits that may result in future tax increases. Additional tax regulations could be implemented that could
require us to make additional tax payments, negatively affecting our results of operations and cash flow. In addition, national or local taxing authorities may not interpret tax regulations in the same way that we do. Differing interpretations could
result in future tax litigation and associated costs.

High rates of inflation may have an adverse impact on our business, results of operations,
financial condition and prospects, and the market price of the ADSs.

Rates of inflation in the countries in which we operate,
like some other countries in Latin America have been historically high, and we cannot assure you inflation will not return to high levels. Inflationary pressures may adversely affect our ability to access foreign financial markets, leading to
adverse effects on our capital expenditure plans. In addition, inflationary pressures may, among other things, reduce consumers purchasing power or lead certain anti-inflationary policies to be instituted by the relevant governments, such as
an increase in interest rates. Recently, inflation has increased, and there is no assurance that measures taken by the relevant governments will suffice to curb inflation. Inflationary pressures may harm our business, results of operations,
financial condition and prospects, or adversely affect the price of our ADSs.

Fluctuations in foreign exchange rates and restrictions on currency
exchange could negatively affect our financial performance and the market price of the ADSs.

The currency used by us is the U.S.
dollar in terms of setting prices for our services, the composition of our statement of financial position and effects on our operating income. We sell most of our services in U.S. dollars or price equivalent to the U.S. dollar, and a large part of
our expenses are also denominated in U.S. dollars or equivalents to the U.S. dollar, particularly fuel costs, aircraft leases, insurance and aircraft components and accessories.



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In 2016, approximately 77.6% of our costs and expenses and 76.3% of our revenues were denominated
in, or linked to, U.S. dollars. The remainder of our expenses and revenues were denominated in currencies of the countries in which we operate, of which the most significant is the Colombian peso. Changes in the exchange rate between the Colombian
peso and the U.S. dollar or other currencies in the countries in which we operate adversely affected our business in 2016 and could adversely affect our business, financial condition and results of operations in the future. In particular, during
times when our non-U.S. dollar-denominated revenues exceed our non-U.S. dollar-denominated expenses, the depreciation of non-U.S. currencies against the U.S. dollar could have an adverse effect on our results, because conversion of these amounts
into U.S. dollars will decrease our net income. We operate in numerous countries and face the risk of variation in foreign currency exchange rates against the U.S. dollar or between the currencies of these various countries.

In addition, a significant amount of our liabilities are denominated in Colombian pesos. At times when the Colombian peso appreciates against
the U.S. dollar, the value of these liabilities will increase in U.S. dollar terms, resulting in an increase in our non-operating expenses, which can have a negative effect on our consolidated financial statements and can have a real or perceived
impact on our financial performance, which could negatively affect the market price of the ADSs. Our $177.5 million currency exchange loss in 2015 was principally the result of the write-off of $236.7 million related to the devaluation of our cash
in Venezuela, partially offset by the 31.6% depreciation of the Colombian peso against the U.S. The carrying amount of cash balances held in Venezuela is $1.5 million, classified in cash and cash equivalents and short-term and long-term restricted
cash. Our $23.9 million currency exchange loss in 2016 was principally the result of a loss generated in the conversion of pension plans and bonds denominated in Colombian Pesos. Loss in conversion of available-for-sale instruments in Venezuela
denominated in VEF and the depreciation of Argentinian Peso in which we also maintain active positions against the U.S. dollar. Variations in the values of other currencies may have similar effects.

Variations in interest rates may have adverse effects on our business, financial condition, results of operations and prospects and the market price of
the ADSs.

We are exposed to the risk of interest rate variations. Our Colombian peso-denominated debt is mainly exposed to
variations in long-term interest rates and the Colombian 90-day deposit rate for commercial banks (establecimientos bancarios), financial corporations (corporaciones financieras) and financing companies (companies de
financiamiento), IBR or DTF, as published by the Colombian Central Bank. Our non-Colombian peso-denominated debt is mainly exposed to variations in the London Interbank Offer Rate, or LIBOR. Any increase in inflation or other macroeconomic
pressures may lead to increases in these rates. As of December 31, 2016, we had approximately $712 million in aggregate principal amount of variable-rate debt.

Increases in the above mentioned rates may result in higher debt service payments under our loans, and we may not be able to adjust the prices
we charge to offset the impact of these increases. If we are unable to adequately adjust our prices, our revenue might not be sufficient to offset the increased payments due under our loans and this would adversely affect our results of operations.
Accordingly, such increases may adversely affect our business, financial condition, results of operations and prospects and the market price of the ADSs.

Risks Relating to the ADSs and our Preferred Shares

Our two principal shareholders have veto power over certain strategic and operating transactions, and their interests may differ significantly from the
interests of our other shareholders.

We and our controlling shareholders, Synergy Aerospace Corp., or Synergy, and Kingsland
Holdings Limited, or Kingsland, are parties to a joint action agreement, or the Joint Action Agreement, that gives Synergy and Kingsland veto power over most significant strategic and operating transactions. See Item 7. Major Shareholders and
Related Party TransactionsPart B. Related Party TransactionsJoint Action Agreement. As of March 31, 2017, Synergys investment in us is approximately 78.1% of our common shares and approximately 51.5% of our total
outstanding shares and Kingslands investment in us is approximately 21.9% of our common shares and approximately 14.5% of our total outstanding shares. The Joint Action Agreement gives Synergy and Kingsland veto power over significant
strategic and operating transactions including, among others:



| |  |  | mergers and consolidations;
| | - |  | ---------------------------



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| |  |  | certain acquisitions or investments in excess of $30 million in any single instance and $75 million in the aggregate during any fiscal year, except as already contemplated in our annual budget;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our business plan and annual budget;
| | - |  | ------------------------------------



| |  |  | capital expenditures in excess of $120 million, except as already contemplated in our annual budget;
| | - |  | ----------------------------------------------------------------------------------------------------



| |  |  | changes to our charter and bylaws or other similar document;
| | - |  | ------------------------------------------------------------



| |  |  | issuance of voting stock; and
| | - |  | -----------------------------



| |  |  | related party transactions.
| | - |  | ---------------------------

As a result of the foregoing veto rights, as well as the Synergy
Purchase Right and Kingsland Tag-along Right (see Item 7. Major Shareholders and Related Party TransactionsPart B. Related Party TransactionsJoint Action Agreement), Synergy and Kingsland have the ability to prevent us from
taking strategic and other actions that may be in your best interests, including strategic transactions that might enhance the long-term value of the ADSs and/or provide you with an opportunity to realize a premium on your investment in our ADSs.
Mr. José Efromovich, who together with his brother Germán Efromovich indirectly control Synergy, controls OceanAir, which operates under the trade name Avianca Brazil and provides passenger services primarily in the Brazilian
market. In addition, Mr. Robert Kriete is a Director of Volaris, a growing Mexican airline that provides passenger service to markets including North America. We cannot predict the extent to which we may compete with OceanAir or Volaris in the
future in Brazil, Mexico and elsewhere, and as a result cannot assure you that the interests of Synergy and Kingsland will be aligned with those of the holders of the ADSs and cannot give you any assurance that Synergy and Kingsland will exercise
their respective rights under the Joint Action Agreement in a manner that is favorable to your interests as a holder of ADSs.

Our controlling
shareholders have the ability to direct our affairs, and their interests could conflict with those of ADS holders.

Our
controlling shareholders beneficially own all of our outstanding common shares. Holders of our preferred shares and the ADSs are not entitled to attend or vote at any of our general shareholders meetings except under very limited circumstances
including:



| |  |  | changes to our by-laws which would impair the rights of holders of preferred shares;
| | - |  | ------------------------------------------------------------------------------------



| |  |  | conversions of preferred shares into common shares;
| | - |  | ---------------------------------------------------



| |  |  | our dissolution, transformation or change of corporate purpose; and
| | - |  | -------------------------------------------------------------------



| |  |  | the delisting of our preferred shares on the Colombia Stock Exchange.
| | - |  | ---------------------------------------------------------------------

Holders of our
preferred shares and ADSs are not entitled to vote on other matters, many of which may be significant and may adversely affect the value of our preferred shares and ADSs. As a result, our controlling shareholders have the ability to determine the
outcome of substantially all matters submitted for a vote to our shareholders and thus exercise control over our business policies and affairs, including, among others, the following:



| |  |  | the composition of our board of directors and, consequently, any determinations of our board with respect to our business direction and policy, including the appointment and removal of our executive officers;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | determinations with respect to mergers, other business combinations and other transactions, including those that may result in a change of control;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | whether dividends are paid or other distributions are made and the amount of any such dividends or distributions;
| | - |  | -----------------------------------------------------------------------------------------------------------------



| |  |  | whether we offer preemptive and accretion rights to holders of our preferred or common shares in the event of a capital increase;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------



| |  |  | sales and dispositions of our assets; and
| | - |  | -----------------------------------------



| |  |  | the amount of debt financing that we incur.
| | - |  | -------------------------------------------

Our controlling shareholders may direct us to
take actions that could be contrary to your interests and may be able to prevent other shareholders, including you, from blocking these actions or from causing different actions to be taken. Also, our controlling shareholders may prevent change of
control transactions that might otherwise provide you with an opportunity to dispose of or realize a premium on your investment in our ADSs. In addition, we have entered into various transactions with OceanAir, an entity indirectly controlled by
Mr. José Efromovich and Synergy, including, among other things, licensing our Avianca trademark for use by OceanAir in Brazil, leasing and subleasing aircraft to OceanAir and entering into various agency agreements. We have also
entered into an agreement with Avian Lĺneas Áereas S.A. (Avian), an entity indirectly controlled by Synergy, licensing our Aviancatrademark for use by Avian in Argentina See Item 7. Major Shareholders and Related
Party TransactionsPart B. Related Party Transactions. We cannot assure you that our controlling shareholders will act in a manner consistent with your best interests.

Holders of the ADSs have even more limited rights than holders of our preferred shares and may encounter difficulties in exercising some of such rights.

Holders of the ADSs may encounter difficulties in exercising some of their rights as shareholders for as long as they hold the
ADSs rather than the underlying preferred shares. For example, holders of the ADSs are not entitled to vote at shareholders meetings, and they are only able to exercise their limited voting rights by giving timely instructions to the
depositary in advance of a shareholders meeting, and only in respect of certain matters. Moreover, holders of the ADSs are only entitled to exercise inspection rights through a representative designated for that purpose and such rights may
only be exercised 15 business days prior to an ordinary shareholders meeting.

The depositary is the holder of the preferred shares
underlying the ADSs and holders may exercise voting rights with respect to the preferred shares represented by the ADSs only in accordance with the deposit agreement relating to the ADSs. To the limited extent permitted by the deposit agreement, the
holders of the ADSs should be able to direct the depositary to vote the underlying preferred shares in accordance with their individual instructions. Nevertheless, holders of ADSs may not receive voting materials in time to instruct the depositary
to vote the preferred shares underlying their ADSs. Also, the depositary and its agents are not responsible for failing to carry out voting instructions of the holders of ADS or for the manner of carrying out such instructions, unless such failure
can be attributed to gross negligence, bad faith or willful misconduct on the part of the depositary or its agents. Accordingly, holders of ADSs may not be able to exercise voting rights, and they will have little, if any, recourse if the underlying
preferred shares are not voted as requested.

American Depositary Shares on our preferred shares are subject to certain foreign exchange regulations
from the Colombian Central Bank that may impose registration requirements upon certain events of the ADS Program

The
International Investment Statute of Colombia regulates the manner in which foreign investors may participate in the Colombian securities markets, prescribes registration with the Colombian Central Bank of certain foreign exchange transactions and
specifies procedures under which certain types of foreign investments are to be authorized and administered. A holder of ADSs who withdraws preferred shares from the ADS deposit facility under certain circumstances may be required to comply directly
with certain requirements under the foreign investment regulations. Under these regulations, the failure of a non-resident investor to comply with foreign exchange regulations may prevent the investor from obtaining remittance payments, including
for the payment of dividends, constitute an exchange control violation and/or result in a fine.



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Our shareholders ability to receive cash dividends may be limited.

Under Panamanian law, we may pay dividends only out of retained earnings and capital surplus. Our articles of incorporation provide that all
dividends declared by our shareholders meeting will be paid equally with respect to all of the preferred shares and common shares. Although our common shareholders have adopted a dividend policy that provides for the payment of at least 15% of
our annual consolidated net income to shareholders as a dividend, our common shareholders may at any time, in their sole discretion and for any reason, amend or discontinue the dividend policy. If they decide not to declare a dividend, you will not
have any right to participate in or override that decision. Future dividends with respect to shares of our preferred stock, if any, will depend on, among other things, our results of operations, cash requirements, financial condition, contractual
restrictions, business opportunities, provisions of applicable law and other factors that our common shareholders and board of directors may deem relevant. As a result, we cannot give you any assurance that we will pay dividends in accordance with
our current dividend policy or otherwise.

Holders of our preferred shares are not entitled to preemptive rights, and as a result you may experience
substantial dilution upon future issuances of stock by us.

Under our organizational documents, and in accordance with Panamanian
law, holders of our preferred shares are not entitled to any preemptive rights with respect to future issuances of capital stock by us. Therefore, unlike companies organized under the laws of many other Latin American jurisdictions, we will be free
to issue new shares of stock to other parties without first offering them to our existing preferred shareholders. In the future we may sell common or other shares to persons other than our existing preferred shareholders at a lower price than the
shares are offered as ADSs on the New York Stock Exchange, and as a result you may experience substantial dilution of your interest in us.

ADS
holders may be subject to additional risks related to holding ADSs rather than shares.

Because ADS holders do not hold their
shares directly, they are subject to the following additional risks, among others:



| |  |  | as an ADS holder, we do not treat you as one of our direct shareholders and you may not be able to exercise shareholder rights;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------



| |  |  | distributions on the preferred shares represented by your ADSs are paid to the depositary, and before the depositary makes a distribution to you on behalf of your ADSs, withholding taxes, if any, that must be paid will
be deducted and the depositary will be required to convert the Colombian pesos received into U.S. dollars. Additionally, if the exchange rate fluctuates significantly during a time when the depositary cannot convert the Colombian pesos received into
U.S. dollars, or while it holds the Colombian pesos, you may lose some or all of the U.S. dollar value of the distribution;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | we and the depositary may amend or terminate the deposit agreement without the ADS holders consent in a manner that could prejudice ADS holders or that could affect the ability of ADS holders to transfer ADSs; and
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the depositary may take other actions inconsistent with the best interests of ADS holders.
| | - |  | ------------------------------------------------------------------------------------------

The market
price for the ADSs could be highly volatile, and the market price of our ADSs may be negatively impacted.

Volatility in the
market price of our ADSs may prevent you from being able to sell your ADSs at, above or near the price you paid for them. The market price and liquidity of the market for our ADSs may be significantly affected by numerous factors, including, among
others:



| |  |  | fluctuations in our periodic operating results;
| | - |  | -----------------------------------------------



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| |  |  | changes in financial estimates, recommendations or projections by securities analysts;
| | - |  | --------------------------------------------------------------------------------------



| |  |  | changes in conditions or trends in the airline industry;
| | - |  | --------------------------------------------------------



| |  |  | changes in the economic performance or market valuation of other airlines;
| | - |  | --------------------------------------------------------------------------



| |  |  | announcements by our competitors of significant acquisitions, divestitures, strategic partnerships, joint ventures or capital commitments;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | increased competition in the airline industry;
| | - |  | ----------------------------------------------



| |  |  | general economic trends in Colombia, El Salvador, Costa Rica, Peru, Ecuador and the other jurisdictions in which we operate;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------



| |  |  | events affecting equities markets in the countries in which we operate;
| | - |  | -----------------------------------------------------------------------



| |  |  | legal or regulatory measures affecting our financial condition;
| | - |  | ---------------------------------------------------------------



| |  |  | departures of managers and other key personnel; and
| | - |  | ---------------------------------------------------



| |  |  | potential litigation or the adverse resolution of pending litigation against us or our subsidiaries.
| | - |  | ----------------------------------------------------------------------------------------------------

Volatility in the price of the ADSs may be caused by factors outside of our control and may be unrelated to our operating results or
disproportionate to the effect upon us of such factors. In particular, announcements of potentially adverse developments, such as proposed regulatory changes, new government investigations or the commencement or threat of litigation against us, as
well as announced changes in our business plans or those of competitors, could adversely affect the trading price of the ADSs, regardless of the likely outcome of those developments or proceedings. Broad market and industry factors could also
adversely affect the market price of the ADSs, regardless of our actual operating performance. As a result, the market price of our ADSs may be negatively impacted.

We recently began assessing the effectiveness of our internal control over financial reporting as required by Section 404 of the Sarbanes-Oxley Act
of 2002.

We are required to comply with the internal control, evaluation and certification requirements of Section 404 of
the Sarbanes-Oxley Act of 2002 in this Annual Report on Form 20-F for the year ending December 31, 2016. We completed our first such assessment in 2015. In addition, our independent registered public accounting firm is required to report on the
effectiveness of our internal control over financial reporting pursuant to Section 404(b) of the Sarbanes-Oxley Act of 2002. This process requires the investment of substantial time and resources, including by our chief financial officer and
other members of our senior management. As a result, this process may divert internal resources and take a significant amount of time and effort to complete.

We have identified a material weakness in our internal controls over financial reporting related to information technology general controls of
our cargo system provider, and if we fail to remediate this material weakness and achieve an effective system of internal controls, we may not be able to report our financial results accurately, and current and potential shareholders could lose
confidence in our reporting, which would harm our business and the trading price of the ADSs.

In connection with the
evaluation of our disclosure controls and procedures, we identified a material weakness in our internal control over financial reporting as of December 31, 2016. A material weakness is a deficiency, or combination of deficiencies, in internal
control over financial reporting such that there is a reasonable possibility that a material misstatement of the annual or interim financial statement will not be prevented or detected on a timely basis. The material weakness identified related to
information technology general controls of our third party cargo system provider was that we found a gap in change management and logical access controls in the system.



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See Item 15 Controls and ProceduresManagements annual report on internal
control over financial reporting and Attestation report of the independent registered public accounting firm.

Any
failure to implement and maintain the needed improvements in the controls over our financial reporting, or difficulties encountered in the implementation of these improvements in our controls, could result in a material misstatement in our annual or
interim financial statements that would not be prevented or detected, or cause us to fail to meet our reporting obligations under applicable securities laws. Any failure to improve our internal controls to address the identified weaknesses could
result in our incurring substantial liability for not having met our legal obligation and could also make it more difficult for us to obtain additional financing on favorable terms or cause investors to lose confidence in our reported financial
information, which could have a material adverse impact on our business and the trading price of the ADSs.

As a foreign private issuer, we are
permitted to, and do, rely on exemptions from certain New York Stock Exchange, or NYSE, corporate governance standards applicable to U.S. issuers. This may afford less protection to holders of our ADSs.

Section 303A of the NYSE Listed Company Manual sets forth certain corporate governance requirements that a company must fulfill in order
to be listed on the NYSE. However, exemptions from many of the requirements are available to foreign private issuers such as us. As a foreign private issuer, we are permitted to, and do, follow home country practice in lieu of the NYSE corporate
governance standards from which we are exempt. Our home country standards are those of the Colombian Stock Exchange and Colombian securities laws. Although we are a Panamanian company, our preferred shares are listed on the Colombian Stock Exchange
and are subject to Colombian securities laws.

In particular, we are exempt from the requirements of §303A.03 and §303A.04 of
the NYSE Listed Company Manual. §303A.03 requires non-management directors to meet regularly in executive sessions without management and independent directors to meet alone in an executive session at least once a year. §303A.04 requires a
nominating/corporate governance committee composed of independent directors to be established. Under our bylaws and in accordance with the Colombian Stock Exchange regulations, our non-management directors are not required to meet regularly in
executive sessions without management and we are not required to have a nominating/corporate governance committee, although our board of directors has the power to establish such a committee in the future. In addition, we are exempt from the
requirements to give shareholders the opportunity to vote on equity-compensation plans and to have a compensation committee composed entirely of independent directors, as defined by the NYSE, and governed by written charters. We are also exempt from
certain director independence requirements of the NYSE, the requirement to hold executive sessions of directors without management present, certain additional requirements of audit committees, the requirement to adopt corporate governance guidelines
and a code of conduct and annual certification requirements. For more detail on differences in corporate governance between NYSE standards and our home country standards, see Item 16G. Corporate Governance. As long as we rely on these
foreign private issuer exemptions, the management oversight of our Company may be more limited than if we were not exempt from these requirements of Section 303A.

As a foreign private issuer we are not be subject to U.S. proxy rules and are exempt from filing certain Exchange Act reports.

As a foreign private issuer, we are exempt from the rules and regulations under the United States Securities Exchange Act of 1934, as amended,
or the Exchange Act, related to the furnishing and content of proxy statements, and our officers, directors, and principal shareholders are exempt from the reporting and short-swing profit recovery provisions contained in Section 16 of the
Exchange Act. We are also exempt from Regulation FD, which prohibits issuers from making selective disclosures of material non-public information. Moreover, we are not required under the Exchange Act to file annual, quarterly and current reports and
financial statements with the Securities and Exchange Commission, or SEC, as frequently or as promptly as U.S. domestic companies whose securities are registered under the Exchange Act.

In addition, we would lose our foreign private issuer status if a majority of our directors or executive officers are U.S. citizens or
residents and we fail to meet additional requirements necessary to avoid loss of foreign private issuer status. Although we have elected to comply with certain U.S. regulatory provisions, our loss of foreign



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private issuer status would make such provisions mandatory. The regulatory and compliance costs to us under U.S. securities laws as a U.S. domestic issuer may be significantly higher. If we are
not a foreign private issuer, we will be required to file periodic reports and registration statements on U.S. domestic issuer forms with the SEC, which are more detailed and extensive than the forms available to a foreign private issuer. We may
also be required to modify certain of our policies to comply with governance practices associated with U.S. domestic issuers. Such conversion and modifications will involve additional costs. In addition, we may lose our ability to rely upon
exemptions from certain corporate governance requirements on U.S. stock exchanges that are available to foreign private issuers.

We are a
controlled company within the meaning of the New York Stock Exchange rules and qualify for and rely on exemptions from certain corporate governance requirements.

Certain of our shareholders control a majority of the combined voting power of all classes of our voting stock, and we are a controlled
company within the meaning of the New York Stock Exchange corporate governance standards. Under these rules, a company of which more than 50% of the voting power is held by an individual, a group, or another company is a controlled
company and may elect not to comply with certain corporate governance requirements of the New York Stock Exchange, including:



| |  |  | the requirement that a majority of the Board consist of independent directors,
| | - |  | ------------------------------------------------------------------------------



| |  |  | the requirement that we have a nominating/corporate governance committee that is composed entirely of independent directors with a written charter addressing the committees purpose and responsibilities, and
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the requirement that we have a compensation committee that is composed entirely of independent directors with a written charter addressing the committees purpose and responsibilities. We rely on these exemptions.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

As a result, we may not have a majority of independent directors and our compensation committee does not consist entirely
of independent directors. Accordingly, we do not have the same protections afforded to shareholders of companies that are subject to all of the corporate governance requirements of the New York Stock Exchange. Accordingly, you do not have the same
protections afforded to shareholders of companies that are subject to all of the corporate governance requirements of the New York Stock Exchange.

We are subject to anti-corruption laws in the jurisdictions in which we operate.

We are subject to a number of anti-corruption laws, including the U.S. Foreign Corrupt Practices Act (FCPA) and various other
anti-corruption laws. The FCPA generally prohibits companies and their intermediaries from making improper payments to foreign officials for the purpose of obtaining or keeping business and/or other benefits. Although our code of ethics and
standards of conduct require our employees to comply with the FCPA and similar laws and our Board of Directors has issued an anticorruption policy, we are still in the process of FCPA compliance training for our employees and consultants. In
addition, despite our ongoing efforts to ensure compliance with the FCPA and similar laws, there can be no assurance that our employees, agents, and the companies to which we outsource certain of our business operations, will not take actions in
violation of our policies, for which we may be ultimately held responsible. If we are not in compliance with anti-corruption laws and other laws governing the conduct of business with government entities (including local laws), we may be subject to
criminal and civil penalties and other remedial measures, which could harm our reputation and have a material adverse impact on our business, financial condition, results of operations and prospects. Any investigation of any actual or alleged
violations of such laws could also harm our reputation or have an adverse impact on our business, financial condition, results of operations and prospects.



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The protections afforded to minority shareholders in Panama are different from, and more limited than,
those in the United States and may be more difficult to enforce.

Under Panamanian law, the protections afforded to minority
shareholders are different from, and more limited than, those in the United States and some other Latin American countries. For example, the legal framework with respect to shareholder disputes, such as derivative lawsuits and class actions, is less
developed under Panamanian law than under U.S. law as a result of Panamas short history with these types of claims and the small number of successful cases in each country. In addition, there are different procedural requirements for bringing
these types of shareholder lawsuits. As a result, it may be more difficult for our minority shareholders to enforce their rights against us or our directors or controlling shareholder than it would be for shareholders of a U.S. company to do the
same.

Holders of ADSs may find it difficult to enforce civil liabilities against us or our directors, officers and controlling persons.

We are organized under the laws of Panama, and our principal place of business (domicilio social) is in Panamá
City, Panamá. All of our directors, officers and controlling persons reside outside of the United States. In addition, substantially all our assets are located outside of the United States. As a result, it may be difficult for holders of ADSs
to effect service of process within the United States on such persons or to enforce judgments against them, including in any action based on civil liabilities under the U.S. federal securities laws. Based on the opinion of our Panamanian and
Colombian counsel, there is doubt as to the enforceability against such persons in Panama and Colombia, whether in original actions or in actions to enforce judgments of U.S. courts, of liabilities based solely on the U.S. federal securities laws.

Relative illiquidity of the Colombian securities markets may impair the ability of an ADS holder to sell preferred shares.

Our preferred shares are listed on the Colombian Stock Exchange, which is relatively small and illiquid compared to stock exchanges in major
financial centers. In addition, a small number of issuers represent a disproportionately large percentage of market capitalization and trading volume on the Colombian Stock Exchange. A liquid trading market for our securities might not develop or
continue on the Colombian Stock Exchange. A limited trading market could impair the ability of an ADS holder to sell preferred shares (obtained upon withdrawal of such shares from the ADS facility) on the Colombian Stock Exchange in the amount and
at the price and time such holder desires, and could increase the volatility of the price of the ADSs.

Exchange rate fluctuations may adversely
affect the foreign currency value of the preferred shares represented by the ADSs and any dividend or other distributions.

The
preferred shares represented by the ADSs are quoted in Colombian pesos on the Colombian Stock Exchange. Dividends and other distributions, if any, with respect to the preferred shares may be declared in Colombian pesos. Fluctuations in the exchange
rate between Colombian pesos and U.S. dollars will affect, among other things, the foreign currency value of any such dividends or distributions.

It may be difficult to enforce your liquidation preference reimbursement right if we enter into a bankruptcy, liquidation or similar proceeding in
Panama.

The insolvency laws of Panama, particularly as they relate to the priority of creditors, may be less favorable to your
interests than the bankruptcy laws of the United States. Your ability to enforce your liquidation preference reimbursement rights as a holder of ADSs may be limited if we become subject to the insolvency proceedings set forth in Title I of the Third
Book of the Commercial Code, as amended from time to time, which establishes the events under which a petition for the declaration of insolvency of a company can be filed before a circuit court, considering that this preference reimbursement will be
feasible after payment to third-party creditors.



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Our ability to pay dividends would be limited if any of our relevant operating subsidiaries enters into a
bankruptcy, liquidation or similar proceeding in their home jurisdictions.

Our ability to pay dividends may be limited if any of
our relevant operating subsidiaries becomes subject to the insolvency proceedings under the applicable laws of Colombia, the Bahamas, El Salvador, Costa Rica or Peru, as amended from time to time, which establish the events under which a company,
its creditors or the authorities may request its admission to insolvency proceedings in order to reach an agreement with its creditors as to the terms of its debt structure. In addition, if a debtor breaches an insolvency agreement, or if
continuation of a debtors business is not economically feasible, the restructured company may be liquidated, and payments of our dividends may also be contingent upon operating subsidiaries earnings and business considerations.

Our shares are traded on more than one market and this may result in price variations; in addition, investors may not be able to easily move shares for
trading between such markets.

Our preferred shares have been traded on the Colombian Stock Exchange since May 2011 and our ADSs
representing preferred shares have been traded on the NYSE since November 2013. Trading in our ADSs or preferred shares on these markets takes place in different currencies (U.S. dollars on the NYSE and COP on the Colombian Stock Exchange), and at
different times (resulting from different time zones, different trading days and different public holidays in the United States and Colombia). The trading prices of our shares on these two markets may differ due to these and other factors. Any
decrease in the price of our preferred shares on the Colombian Stock Exchange could cause a decrease in the trading price of our ADSs on the NYSE. Investors could seek to sell or buy our shares to take advantage of any price differences between the
markets through a practice referred to as arbitrage. Any arbitrage activity could create unexpected volatility in both our share prices on one exchange, and the shares available for trading on the other exchange. In addition, holders of ADSs cannot
immediately surrender their ADSs and withdraw the underlying preferred shares for trading on the other market without effecting necessary procedures with the depositary. This could result in time delays and additional cost for holders of ADSs.



|Item 4. | Information on the Company
|------- | --------------------------



|A. | History and Development of the Company
|-- | --------------------------------------

History

Avianca Holdings

We are an airline holding company incorporated in Panama in connection with the combination of Avianca and Taca in February 2010. The
combination of Avianca and Taca was announced and agreed in October 2009 by their respective controlling shareholders who, after the approval of the combination by the antitrust and regulatory authorities, contributed their respective interests in
Avianca and Taca to us. Avianca Holdings S.A. (formerly AviancaTaca Holding S.A.) changed its domicile from the Commonwealth of the Bahamas to Panama and adopted its by-laws under Panamanian law on March 2, 2011.

In May 2011, we completed our initial public offering in Colombia on the Colombian Stock Exchange. In connection with that public offering we
sold 100,000,000 preferred shares for COP500,000 million (approximately $279 million as of such date).

In May 2013, we issued $300
million in aggregate principal amount of 8.375% Senior Notes due 2020, our first offering in the international capital markets.

In
November 2013, we completed our initial public offering in the United States, listing our ADSs on the NYSE.

In April 2014, we issued $250
million in aggregate principal amount of additional 8.375% Senior Notes due 2020, which were first issued in May 2013.



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In December 2014, we issued our first aircraft financing through a private placement. The
transaction financed three new aircraft deliveries (A319, A321 and B787) for Avianca and totaled $152.9 million. Since 2015, we issued two more aircraft financings through a private placement. The first transaction financed eight aircraft (one A319,
three A320, two A321 and two B787) for a total amount of $384.2 million. The second transaction financed three aircraft (two A319 and one B787) for a total amount of $150.7 million.

Avianca

Avianca
was organized in 1919 as SCADTA (Sociedad Colombo-Alemana de Transportes Aéreos) by a group of Colombian and German investors that pioneered aircraft navigation in Colombia with Junkers F-13 hydroplanes. By the early 1920s, Avianca was
offering international service to Venezuela and the United States. During World War II, the German investors sold their stake to Pan American World Airways, a U.S. corporation. In 1940, Aerovias Nacionales de Colombia S.A., or Avianca, was
incorporated in connection with the merger of SCADTA and SACO (Servicio Aéreo Colombiano). In 1977, Avianca acquired SAM S.A., a Medellín based passenger airline. In 1981, Avianca built and began operating the Puente
Aéreo terminal in Bogotá to service domestic routes in Colombia. Avianca remodeled this terminal in 2006 and currently enjoys exclusive rights to use it for domestic routes in Colombia until Operadora Aeroportuaria Internacional,
or OPAIN, provides Avianca the necessary space to have its domestic and international operations integrated under one terminal. In 2004, our current controlling shareholder, Synergy, acquired Avianca, helping it emerge from its Chapter 11
reorganization. In 2008, Avianca acquired Tampa Cargo, a leading Colombian cargo airline, and in November 2010 acquired Aerogal, an Ecuadorian airline, which currently is a direct subsidiary of Avianca Holdings S.A.

Taca

Taca was
organized in 1931 in Honduras as Transportes Aéreos Centroamericanos (TACA). During the 1930s and 1940s, Taca expanded throughout Central America, including Costa Rica, El Salvador, Guatemala, Nicaragua and Panama. By the 1950s, the
operations were consolidated into one airline, Taca International, based in El Salvador. In 1963, the Kriete family acquired a majority interest in Taca. In the 1990s, Taca began acquiring interests in the flag carriers of each of the other Central
American countries. In 1998, Taca modernized its fleet and redesigned its schedule into a dual hub and spoke network, with hubs in San Salvador and San José. In 1999, Taca launched Transamerican Airlines S.A., and added a hub in Lima, Peru.

Corporate Information

Our executive
offices are located at Aquilino de la Guardia Calle No. 8, Panama City, Republic of Panama, and our telephone number is (+507) 205-6000.

Our authorized agent in the U.S., Avianca, Inc., is located at 122 East 42nd Street,
Suite 2525, New York, NY 10168.

Capital Expenditures

Our capital expenditures consist primarily of expenditures related to our purchase of new aircraft and engines, and advance payments on
aircraft purchase contracts. For the years ended December 31, 2016, 2015 and 2014, we invested $78.5, $220.9 million and $169.3 million, respectively, in advance payments on aircraft purchase contracts and $210.8, $156.7 million and $130.3
million, respectively, in acquisition of property and equipment, which primarily consisted of aircraft and engines.



|B. | Business Overview
|-- | -----------------

Overview

We are a leading airline in Latin America. In February 2010, we completed the combination of Avianca and Taca, two established airlines with
geographically complementary operations in the Andean region (Colombia, Ecuador and Peru) and Central America (Belize, Guatemala, Costa Rica, Honduras, El Salvador, Nicaragua and



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Panama). In 2016, we were the market leader in terms of passengers carried in the domestic market of Colombia (the third largest domestic market in Latin America), according to the Colombian
Civil Aviation Authority, and a leader in terms of passengers carried on international flights within the Andean region and Central America (our home markets), according to internal data we derive from Travelport Marketing Information Data Tapes, or
MIDT. Our strong presence within the Andean region and Central America enables us to consolidate regional passenger traffic in our hubs and provide connectivity to international destinations, making us a leader in terms of international air
passengers carried from our home markets to both North America and South America.

We operate an extensive route network from our
strategically located hubs in Colombia, Peru and El Salvador (plus the focus markets of Costa Rica and Ecuador). We offer passenger and cargo service through approximately 5,846 weekly scheduled flights to more than 106 destinations in over 28
countries around the world. Our code share alliances, together with our membership in Star Alliance, which we joined in 2012, provide our customers with access to a worldwide network of over 1,300 destinations. During the year ended
December 31, 2016, we transported approximately 29.5 million passengers and 545,000 metric tons of cargo.

Since the combination
of Avianca and Taca in February 2010, we have grown significantly. We believe we have already achieved many revenue-enhancing synergies from the integration of Aviancas and Tacas networks, which was the initial focus of the combination.
We are implementing a second stage of our integration plan, focused primarily on achieving cost-oriented synergies from greater operating and administrative efficiencies and economies of scale. Our consolidated operating revenue decreased 3.1% from
$4,269.7 million in 2012 to $4,138.3 million in 2016, and our consolidated operating profit decreased 8% from $280.9 million for the year ended December 31, 2012 to $258.5 million in 2016. The revenue-enhancing synergies from our network
integration allowed us to optimize our route capacity and efficiency, through which we added new routes and increased our available seat kilometers (ASKs) and our total passengers carried 28.8% and 28.6%, respectively, from 2012 to 2016 and during
the same period our load factor increased from 79.5% to 81.1%.

As of December 31, 2016, we operated a modern fleet of 181 aircraft
(139 jet passenger aircraft, 30 turboprop passenger aircraft and 12 cargo aircraft), mainly from the Airbus family. Since 2010, we have focused on increasing homogeneity in our fleet, and therefore increasing efficiency, by decreasing the number of
aircraft models we operate. We intend to enhance our modern jet fleet further by continuing to add new aircraft and we currently have firm orders for delivery between 2017 and 2025 of 137 new Airbus A320 Family, one Airbus A300F aircraft and five
Boeing B787 Dreamliners. In line with our initiatives directed towards enhancing profitability, achieving a leaner capital structure and reducing the current levels of debt, in April 2016, we negotiated with Airbus a significant reduction of our
scheduled aircraft deliveries for 2017, 2018 and 2019 and certain changes to the type of aircraft (both upgrades and downgrades), but did not alter the total deliveries scheduled between 2017 and 2025. As a result, we have a different schedule for
advanced payments and aircraft acquisition.

We provide other products and services that complement our passenger and cargo businesses and
diversify our sources of revenue. In March 2011, we launched our LifeMiles frequent flyer program, which has become a significant Latin American frequent flyer program, with approximately 7 million members as of December 31, 2016.
In August 2015, we sold a 30.0% stake in LifeMiles to Advent International (Advent) for $343.7 million. We hope to grow our LifeMiles business through this partnership with Advent by leveraging Advents strategic
capabilities. We retain a 70.0% ownership stake in LifeMiles. We also provide aircraft maintenance, crew training and other airport services to other carriers as well as travel-related services to our customers.

We are a Panamanian company (sociedad anónima), and approximately 34.0% of our outstanding capital stock is represented by our
non-voting preferred shares that are listed on the Colombian Stock Exchange (Bolsa de Valores de Colombia), including preferred shares represented by American Depositary Shares listed on the New York Stock Exchange as a result of our international
initial public offering in November 2013. Approximately 78.1% of our voting common shares are owned by Synergy Aerospace Corp., a corporation indirectly controlled by the Efromovich family, and approximately 21.9% of our voting common shares are
owned by Kingsland Holdings Limited, a corporation controlled by the Kriete family.



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Our Strengths

We believe that our most important business strengths include the following:



| |  |  | A market leader in a dynamic Latin American region. We have a leading presence in the Colombian domestic market and also in the market for international passenger service within the Andean region and Central
America, a region with approximately 150.5 million inhabitants (excluding Panama) as of December 31, 2016 and what we believe to be dynamic and growing economies. Our passengers carried increased 6.5% in 2014, 7.9% in 2015 and 4.2% in
2016. We believe our strong presence in the regions in which we operate positions us to benefit from economies of scale and grow from a position of strength.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | A strong brand associated with a superior customer experience. We believe our Avianca brand is associated with superior service in the minds of many customers in our core Latin American markets. Since the
combination of Avianca and Taca in 2010, we have unified, strengthened and developed our service standards to strive for an Exceptional Experience that connects us with our customers in Latin America and the rest of the world. In 2015,
we were recognized as the Best Airline and Best Airline Staff Service Central America and Caribbean (Skytrax World Airline Awards ), the South Americas Leading Airline (World Travel Awards), First Place in
Transform (Red Hat Innovation Awards), the Most Renewed Airline in the Americas (The Design Air Awards), e-commerce Leader in the Colombian Tourism Industry (Colombia e-commerce Award ), and the Best Airline
in South America and in Latin America (Business Traveller North America Magazine ). In 2016, we were recognized as the One of the Best Airline in the World (Condé Nast Traveler Magazine ), Eco-Friendly Aviation
(The Business Year Magazine ), the Best Airline in South America and in Latin America (Business Traveller North America Magazine) and e-commerce Leader in the Region and Colombian Tourism Industry (Colombia e-commerce
Award).Beginning in May 2013, Avianca became the sole, unified brand for all of our operations.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | A multi-hub network in Latin America.Our strategically located hubs in Bogotá, Lima and San Salvador provide coverage of the domestic markets in Colombia, Peru, Ecuador and Central America and support a
broad international network connecting the Andean Region, Central America, the Caribbean, North America and Europe. Our hub network is complemented by focus city operations in San José in Costa Rica, Quito and Guayaquil in Ecuador and our
membership in Star Alliance, the largest airline network in the world as of December 31, 2016 in terms of member airlines, daily flights, destinations and covered countries. We believe that the broad reach of our network, together with our code
share alliances and Star Alliance membership, provide our customers with a wide range of destination options and provide us with a geographically diversified source of revenues that affords us flexibility and adaptability with respect to demand
cycles in our industry.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | One of the most modern passenger fleets among Latin American airlines. Our continuous fleet modernization process has increased our jet passenger fleets capacity and has made our jet passenger operative
fleet one of the youngest among Latin American airlines, with an average aircraft age of approximately 6.1 years as of December 31, 2016. Since 2010, as a result of our fleet modernization program, we have been able to increase fuel efficiency
and improve our technical dispatch reliability. Since 2010, we have reduced the number of jet passenger aircraft types or models we use, and our current passenger fleet now consists primarily of Airbus aircraft. The increased homogeneity of our
fleet has enabled us to reduce crew and staff training costs and also maintenance costs through the implementation of unified spare parts inventories and maintenance processes.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | World-class loyalty program.Launched in March 2011, LifeMiles, the consolidation of AviancaPlus and
Distancia, has enhanced our brand recognition by providing superior customer service through member engagement and an outstanding miles-to-rewards ratio. The LifeMiles program has enhanced loyalty to Avianca with more than 7 million members as
of December 31, 2016, LifeMiles has won eight Freddie Awards, more than any other program in the Americas since 2013 (including three in 2016), and is the only Latin American program to have won a Freddie since 2012. LifeMiles more than
300 commercial partners include thousands of retail stores in core markets such as Colombia and El Salvador, where members can earn and redeem their miles at the point of sale. These local coalitions support strengthened engagement with
existing members, and allow members to earn miles on a higher percentage of their monthly spend. In addition, members using a LifeMiles credit card to
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| | pay for merchandise within the coalition can double dip (earn miles on their credit card, and earn miles through the retailer) on the same transaction. In this way, in addition to
accelerated program growth and increased presence of both the Avianca & LifeMiles brands in the day to day lives of our members, our rapidly growing coalitions create increased demand for LifeMiles credit cards, as well as other LifeMiles
products such as Multiply Your Miles.
| | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Diversified businessThrough targeted investments, the company offers specialized courier and cargo services, personnel training, aircraft maintenance and tourism products which have increased revenue sources
year over year. For this reason and recognizing the value that these business have created to complement our passenger transport business, the Company decided to help these business consolidate and expand further more. This is why in 2016, we
created the Executive Vice-presidency for Strategic Business Unit, focused on defining, leading and executing value creation plans for them, and the evaluation and implementation of new opportunities.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Experienced senior management team with strong track record. Our senior management team has significant industry knowledge and a demonstrated ability to acquire and integrate businesses successfully. In addition,
we believe our incentive programs align our management team with our strategic objectives and can contribute to our success by rewarding the accomplishment of pre-defined financial and operating goals.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Our Strategy

Our goal is to position our
superior customer service and leverage our leadership position to take advantage of opportunities for profitable and sustainable growth in the Latin American aviation market by expanding our network and continuing to reduce our operating costs. Key
elements of our business strategy include the following:



| |  |  | Enhance customer loyalty through seeking to provide superior customer service and a culture of Exceptional Experience Seeking to provide superior customer service is a cornerstone of our passenger and
other business units, and we seek to create a culture that delivers exceptional service. We believe our culture can differentiate us from our competitors by combining high-quality operating performance with a world-class service culture that we
believe caters to the tastes of passengers around the world. Our strategy is based on engaging, training and rewarding dedicated personnel, implementing the latest technological platforms to improve our personnel ́s productivity, provide
high-quality operations, and enhance customer ́s digital experience by delivering products and services such as improved VIP lounges, self-service check-in (over the internet, at kiosks or from mobile phones) mobile app, virtual assistance and
a superior experience aboard modern aircraft with a varied selection of in-flight entertainment options. We also intend to leverage our LifeMiles frequent flyer program to increase customer loyalty and attract new customers by providing competitive
benefits, including priority seat availability, check-in and baggage handling and VIP lounge access.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Focus on achieving further synergies from multi-industry strategic partnerships to implement initiatives to increase revenues, enhance customer experience, improve our personnel ́s productivity and reduce
costs. In terms of revenue we believe there is still potential to achieve further growth from the consolidation of our operations and improvement of our revenue management practices, alongside with seeking further potential alliances. We
continually seek to achieve cost synergies by optimizing our administrative and operational procedures, in particular, procedures related to fleet management, consolidating our maintenance procedures across the regions we serve and optimizing our
flight operations, increasing aircraft utilization through interchangeability of aircraft, better crew planning and more efficient use of our regional hubs. In addition, we continue to develop several projects to unify and upgrade our IT and digital
platforms in finance, maintenance, operations and customer service.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Pursue opportunities for profitable growth in our passenger segment. We seek to grow our passenger
business by protecting and leveraging our strong presence and optimizing our network in the markets we serve. We also continue to expand and grow our presence in the region with domestic and
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| | international destinations routes through our Bogotá and Lima hubs, as well as by enhancing our connectivity for passengers traveling between South and North America via our San Salvador
hub. However, our growth has to be aligned with the macroeconomic environment, demand and other factors related to our home markets in order to maintain our profitability. We also expect to continue to evaluate selectively additional growth
opportunities through strategic alliances with other airlines as well as potential acquisitions and strategic opportunities that would complement our existing operations.
| | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Grow our cargo operations. We believe our cargo operations offer an attractive opportunity for growth, complementing our passenger operations and diversifying our sources of revenue and profit. We believe we have
been successful in increasing our footprint in the cargo business in Latin American markets by optimizing our freighter schedules in spite of market imbalances, by maximizing the belly utilization in our passenger fleet, and through the continuous
analysis of opportunities for growth in strategic markets. We have also strengthened our strategic alliances, starting in 2014 with the acquisition of an ownership interest of 25.0 % of the voting rights and 92.7% of the economic rights of Aero
Transporte de Carga Unión, S.A. de C.V., or Aerounion, a Mexican cargo company. We also entered into a commercial agreement with our affiliate OceanAir Linhas Aereas S.A. and entered into a commercial agreement with Etihad Cargo on a
freighter service between Milan/Amsterdam and Bogota. During 2016, regional expansion projects and strategic alliances were crucial in compensating the effects of market contraction in Latin America. Despite this market contraction, Avianca Cargo,
the trademark we use to identify our international cargo services, had an approximately 1.0% growth in transported tons of cargo. Our diversification and strategic alliances have allowed us to offer new routes and services, such as shipping flower
cargo to the west coast of the United States, entering into the perishable market to Amsterdam and increasing traffic to Europe and Asia from our Bogotá hub.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Expand our LifeMiles program to enhance our overall value. We believe our LifeMiles frequent flyer program enhances our brand recognition, strengthens our position in strategic markets and provides ancillary
revenue opportunities. LifeMiles B.V. Our majority-owned loyalty business unit operates our LifeMiles frequent flyer program and offers miles to program members and about 200 commercial partners. We intend to further enhance the programs
revenue growth by (1) increasing the number of active members, (2) increasing the accrual and redemption of miles per active member and (3) strengthening the network of commercial partners who allow their customers to earn LifeMiles,
including by developing new co-branding products and partnerships and similar initiatives with hotel chains, car rental companies, banks, credit card companies and other airlines. In August 2015, we sold a 30.0% stake in LifeMiles to Advent for
$343.7 million. We hope to grow our LifeMiles business through this partnership with Advent by leveraging Advents strategic capabilities. We retain a 70.0% ownership stake in LifeMiles.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Airline Operations

Our operating
revenues are comprised of passenger revenue, cargo and courier revenue and related revenue activities. Passenger revenue consists primarily of ticket sales and redemption of rewards under our LifeMiles loyalty program. Cargo and courier
revenue consists primarily of services designed for the air transportation of goods, on an airport to airport basis and other complementary services. In addition, cargo and courier revenues include revenues derived from shipment of small parcels
between countries, on a door-to-door basis and with defined transit time commitments from carriers. Related activities consist primarily of sales of LifeMiles program rewards to commercial partners and directly to members of the program (net
of the value of the underlying rewards which, when redeemed, are recognized as passenger revenue), and also include air transport-related services such as maintenance, crew training and other airport services provided to other carriers through our
Avianca Services division, as well as service charges, ticket penalties, aircraft and property leases, marketing rebates, duty-free sales, charter flights and other general activities. Moreover, we are implementing initiatives to increase
ancillary revenues, through special services such as empty chair, unaccompanied minors, lounge pass day and others.



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Seasonality

We expect our quarterly operating results to continue to fluctuate from quarter to quarter due to seasonality. This fluctuation is the result
of high vacation and leisure demand occurring during the northern hemispheres summer season in the third quarter (principally in July and August) and again during the fourth quarter (principally in December). In addition, January is typically
a month in which heavy air passenger demand occurs.

Passenger operations

Our passenger revenues represented 82.1%, 79.3% and 79.4% of our total revenues for the years ended December 31, 2014, 2015 and 2016,
respectively.

Domestic

Domestic revenue accounted for approximately 27.7%, 39.4% and 53.3% of our total passenger revenue for the years ended December 31, 2014,
2015 and 2016, respectively. It should be noted, however, that for accounting purposes, we measure domestic and international flights based solely on origin, not destination.

Our Colombian domestic passenger revenue accounted for approximately 88.2%, 86.6% and 86.6% of our total domestic passenger revenue for the
years ended December 31, 2014, 2015 and 2016, respectively. The majority of our domestic traffic corresponds to business travelers, but during peak vacation and holiday seasons in July and August, in December and January, and during the Easter
holiday in March/April, the heaviest volumes of traffic come from leisure travelers. In Colombia, during 2016, approximately 62% of our domestic passengers regard Bogotá as their destination or origination point, 27% of our domestic
passengers pass through Bogotá in transit to other points on our domestic route network and the remaining 11% of our domestic passengers are point-to-point travelers who do not travel to or through Bogotá. Bogotá is a
significant business center with a population of approximately 8.0 million. Medellín, Cali and Barranquilla are also important destinations, with a population of approximately 2.4 million, 2.3 million and 1.2 million,
respectively.

Our Peruvian domestic passenger revenue accounted for approximately 7.0%, 8.2% and 8.3% of our total domestic passenger
revenue for the years ended December 31, 2014, 2015 and 2016, respectively. We have flown a daily route between Lima and Cuzco for more than 10 years. Currently we fly approximately 15 daily frequencies to eight domestic destinations. During
the years ended December 31, 2014, 2015 and 2016, according to the data provided by the Peruvian Civil Aviation Authority, we were the third-largest domestic carrier in Peru with approximately 13.0%, 12.7% and 11.9%, respectively, of the
domestic passenger market.

Our Ecuadorian domestic passenger revenue accounted for approximately 4.7%, 5.1% and 5.1% of our total
domestic passenger revenue for the years ended December 31, 2014, 2015 and 2016, respectively.

International

International revenue accounted for approximately 72.3%, 60.6% and 46.7% of our total passenger revenue for the years ended December 31,
2014, 2015 and 2016.

The majority of our passenger traffic to the United States and Europe is for leisure purposes, principally from
Colombian travelers. Leisure traffic tends to coincide with holidays, school schedules and cultural events and peaks in July and August and again in December and January. Within Latin America, business travel constitutes the heaviest traffic volume,
although a substantial amount of passenger traffic also comes from leisure travel.

Our international traffic is served through our
airlines: Avianca (Colombia), Taca International (El Salvador), LACSA (Costa Rica) and Trans American Airlines S.A. (Peru). Two of our subsidiaries, Aviateca S.A. (Guatemala) and Taca de Honduras (Honduras), operate their international routes
through charter flights and wet leases with other of our subsidiaries. We are not currently operating any flights with the license for international routes of Nicaraguense de Aviación S.A.Nica (Nicaragua).



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Regional operation in Central America

Our regional operation in Central America is served through our regional airlines: Aerotaxis La Costeña S.A.La Costeña
(Nicaragua), Isleña de Inversiones S.A.Isleña (Honduras), Servicios Aéreos Nacionales S.A.Sansa (Costa Rica) and Aviateca (Guatemala). Our passenger revenue from our regional operation in Central America accounted
for approximately 0.8%, 1.5% and 1,6% of our total passenger revenue for the years ended December 31, 2014, 2015 and 2016, respectively.

Cargo and other

Our cargo business operates in most of the route network of our passenger airline business, using the belly capacity of our passenger fleet,
and also by freighter-only operations. Our passenger airline business includes more than 100 destinations to which we can transport cargo in the bellies of our passenger aircraft. We carry cargo for a variety of customers, including other
international air carriers, freight-forwarding companies, export oriented companies and individual consumers. We may also strengthen our destination offerings through interline agreements.

During 2016, our cargo capacity in terms of ATKs increased 9.1%. Our RTKs grew 2.5% from 2015 to 2016. This resulted in a 3.5 percentage
points decrease in our cargo load factor, from 58.5% in 2015 to 55.0% in 2016. This performance was much stronger than general market growth. For example, RTKs in Latin America decreased 5.0% for the same period and RTKs in North America only grew
1.4%. Our performance reflects our strategy of belly maximization, freighter schedule optimization and strategic market growth.

The
following table sets forth certain of our cargo operating statistics for domestic and international routes for the periods indicated:



|                                              |  |                            |       |   |      |  |       |      |  |  |       |  
|--------------------------------------------- |  | -------------------------- | ----- | - | ---- |  | ----- | ---- |  |  | ----- | -
|                                              |  | Year Ended December 31,(1) |      
|                                              |  | 2016                       |       |   | 2015 |  |       | 2014 | 
|Total ATKs (millions)                         |  |                            | 2,346 |   |      |  | 2,152 |      |  |  | 1,810 |  
|Total RTKs (millions)                         |  |                            | 1,291 |   |      |  | 1,259 |      |  |  | 1,104 |  
|Weight of cargo carried (thousands of tons)   |  |                            | 545   |   |      |  | 540   |      |  |  | 461   |  
|Total cargo yield (cargo revenues/RTKs, in $) |  |                            | 0.38  |   |      |  | 0.44  |      |  |  | 0.44  |  
|Total cargo load factor (%)                   |  |                            | 55.0  | % |      |  | 58.5  | %    |  |  | 61.0  | %



|(1) | Information regarding ATKs, RTKs and cargo tons does not include domestic Ecuador and includes Aerounion since October 22, 2014.
|--- | --------------------------------------------------------------------------------------------------------------------------------

Our international cargo operations are headquartered in Bogotá, though we also have a significant cargo operation in Medellin and
Miami. The United States accounts for the majority of our cargo traffic to and from Latin America. In Latin America, our main origins of our cargo are Colombia, Ecuador, Peru, Brazil and Mexico. We operate in/out of Europe through our passenger
schedule services to Madrid, Barcelona and London. We also offer other destinations around the world through our code share, interline and commercial agreements.

During 2016 Avianca Cargo as a group ranked in the top two airlines to carry international freight in/out of Miami, with an 11.3% market share
as stated in the Miami International Airport Statistics. In Colombia, Avianca Cargo represented the largest cargo carrier in gross tons , with 38.6% of market share in 2016 according to Aeronautica Civil of Colombia.

In general terms, cargo flows are unidirectional. This characteristic is a key determinant in the structure of cargo operations. This is
especially relevant in markets featuring structural imbalances between inbound and outbound flows or during specific periods of such disequilibrium. Lack of demand in one particular direction may force airlines to rely on different markets in order
to maximize loads on return flights. In recent years, we have diversified origins and destinations, creating a larger network that can maximize asset utilization and decrease regional dependence. Also, we have strengthened our cargo headquarters in
Bogotá through the integration of the freighters and passenger plane networks.



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Under our DEPRISA brand, we operate an express courier operation in Colombia.
DEPRISA is a significant player in the courier industry with more than 600 branches, 300 domestic and 200 international (UPS allied in Colombia) destinations, a broad domestic and international product portfolio with same day and next day
deliveries, and we believe a strong brand recognition and reputation in Colombia.

DEPRISA also manages our domestic cargo
operation in Colombia and express courier operation located mainly in the United States that operates currently under the brand AVIANCA EXPRESS, which has more than 50 branches in the United States.

Our courier revenues represented 1.6%, 1.5% and 1.5% of our total revenues for the years ending December 31, 2014, 2015 and 2016,
respectively.

We provide other services that complement our passenger and cargo businesses and diversify our sources of revenue. Other
revenues consist primarily of sales of LifeMiles program rewards commercial partners and directly to members of the program (net of the value of the underlying rewards which, when redeemed, are recognized as passenger revenue), and also
include air transport-related services such as maintenance, crew training and other airport services provided to other carriers through our Avianca Services division, as well as service charges, ticket penalties, aircraft and property leases,
marketing rebates, duty-free sales, charter flights and other general activities.

Other revenues accounted for approximately 5.9%, 6.4%
and 7.2% of our total revenue for the years ending December 31, 2014, 2015 and 2016, respectively.

Route Network and Schedules

Through our network, we operate more than 800 daily scheduled flights (including domestic flights) to more than 100 different destinations in
North America, Central America, South America and Europe. Our network combines three strategically located hubs in Bogotá, San Salvador and Lima, as well as strong point-to-point service from and to different major destinations in North
America, Central America, South America and Europe. We also provide our passengers with access to flights to more than 100 destinations worldwide through code-sharing arrangements with Aeroméxico, All Nippon Airways, OceanAir, Air Canada,
COPA, Etihad, EVA Air Iberia, Lufthansa, Silver Airways, Satena, Sky Airline, TAME, Turkish Airlines and United Airlines. Additionally, by joining Star Alliance in 2012, we increased the reach of our frequent flyer program, granting access to our
clients to more than 1,300 airports in 190 countries and more than 1,100 VIP lounges throughout the world, as well as mileage accruals and redemptions with the 28 Star Alliance carrier members.

We connect city pairs with lower passenger traffic through our three hubs, which build density on flights and enable us to serve these
destinations with a higher frequency. When passenger demand for a particular city pair is sufficient, we provide point-to-point service, which reduces travel time and inconvenience for passengers. We believe that this mixed model allows us to
efficiently allocate our resources among high and low-traffic destinations.

For our international connections at our three hubs, we
utilize a morning bank, an evening bank and, for some of our hubs, a midday bank of flights, with flights timed to arrive to the corresponding hub at approximately the same time and to depart a short time later. These banks give us the opportunity
to provide more frequent service to many destinations, allow some passengers more convenient connections and increase the flexibility of scheduling flights throughout our route network.

The following table shows the distribution of our passenger revenue generated in each of the different regions for the periods indicated
measured by destination:



|                                           |  |                         |       |   |      |  |       |      |  |  |       |  
|------------------------------------------ |  | ----------------------- | ----- | - | ---- |  | ----- | ---- |  |  | ----- | -
|                                           |  | Year Ended December 31, |      
|Region                                     |  | 2016                    |       |   | 2015 |  |       | 2014 | 
|Domestic Colombia                          |  |                         | 25.0  | % |      |  | 25.4  | %    |  |  | 27.9  | %
|Domestic Ecuador                           |  |                         | 1.5   | % |      |  | 1.5   | %    |  |  | 1.5   | %
|Domestic Peru                              |  |                         | 2.4   | % |      |  | 2.4   | %    |  |  | 2.2   | %
|Central America & Caribbean (non-regional) |  |                         | 7.9   | % |      |  | 8.0   | %    |  |  | 7.1   | %
|Intra Home Markets(1)                      |  |                         | 9.9   | % |      |  | 10.7  | %    |  |  | 10.1  | %
|Europe                                     |  |                         | 12.0  | % |      |  | 11.2  | %    |  |  | 9.8   | %
|North America(2)                           |  |                         | 25.3  | % |      |  | 25.0  | %    |  |  | 24.7  | %
|South America                              |  |                         | 15.8  | % |      |  | 15.6  | %    |  |  | 16.6  | %
|Regional Central America                   |  |                         | 0.2   | % |      |  | 0.3   | %    |  |  | 0.2   | %
|                                           |  |                         |       |   |      |  |       |      |  |  |       |  
|Total                                      |  |                         | 100.0 | % |      |  | 100.0 | %    |  |  | 100.0 | %



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|(1) | International traffic between our home markets (Colombia, Ecuador, Peru, El Salvador, Costa Rica, Nicaragua, Honduras, Guatemala, Belize, excluding Central American & Caribbean (non-regional)).
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | North America includes Mexico.
|--- | ------------------------------

The following table sets forth the information regarding the
number of revenue passengers we carried for the periods indicated measured by destination:



|                                           |  |                         |            |  |      |  |        |      |  |  |            |  |  |  |       |   |  |  |            |  |  |  |       |  
|------------------------------------------ |  | ----------------------- | ---------- |  | ---- |  | ------ | ---- |  |  | ---------- |  |  |  | ----- | - |  |  | ---------- |  |  |  | ----- | -
|                                           |  | Year Ended December 31, |           
|Region                                     |  | 2016                    |            |  | 2015 |  |        | 2014 | 
|Domestic Colombia                          |  |                         | 15,281,303 |  |      |  | 53.5   | %    |  |  | 14,711,396 |  |  |  | 53.7  | % |  |  | 13,198,917 |  |  |  | 52.0  | %
|Domestic Ecuador                           |  |                         | 595,983    |  |      |  | 2.1    | %    |  |  | 622,698    |  |  |  | 2.3   | % |  |  | 831,481    |  |  |  | 3.3   | %
|Domestic Peru                              |  |                         | 1,264,867  |  |      |  | 4.4    | %    |  |  | 1,241,697  |  |  |  | 4.5   | % |  |  | 1,173,258  |  |  |  | 4.6   | %
|Central America & Caribbean (non-regional) |  |                         | 2,422,244  |  |      |  | 8.5    | %    |  |  | 2,240,290  |  |  |  | 8.2   | % |  |  | 2,070,371  |  |  |  | 8.2   | %
|Intra Home Markets(1)                      |  |                         | 2,162,228  |  |      |  | 7.6    | %    |  |  | 2,137,186  |  |  |  | 7.8   | % |  |  | 2,008,145  |  |  |  | 7.9   | %
|Europe                                     |  |                         | 791,152    |  |      |  | 2.8    | %    |  |  | 679,922    |  |  |  | 2.5   | % |  |  | 543,222    |  |  |  | 2.1   | %
|North America(2)                           |  |                         | 3,697,845  |  |      |  | 12.9   | %    |  |  | 3,564,321  |  |  |  | 13.0  | % |  |  | 3,550,738  |  |  |  | 14.0  | %
|South America                              |  |                         | 2,128,781  |  |      |  | 7.4    | %    |  |  | 1,970,240  |  |  |  | 7.2   | % |  |  | 1,843,825  |  |  |  | 7.3   | %
|Regional Central America                   |  |                         | 233,953    |  |      |  | 0.8    | %    |  |  | 210,654    |  |  |  | 0.8   | % |  |  | 161,585    |  |  |  | 0.6   | %
|                                           |  |                         |            |  |      |  |        |      |  |  |            |  |  |  |       |   |  |  |            |  |  |  |       |  
|Total                                      |  |                         | 28,578,356 |  |      |  | 100.00 | %    |  |  | 27,378,404 |  |  |  | 100.0 | % |  |  | 25,381,542 |  |  |  | 100.0 | %



|(1) | International traffic between our home markets (Colombia, Ecuador, Peru, El Salvador, Costa Rica, Nicaragua, Honduras, Guatemala, Belize, excluding Central American & Caribbean (non-regional)).
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | North America includes Mexico.
|--- | ------------------------------

The following table shows our ASKs (in millions) in each of
the different regions for the periods indicated.



|                                           |  |                         |        |  |      |  |       |      |  |  |        |  |  |  |       |   |  |  |        |  |  |  |       |  
|------------------------------------------ |  | ----------------------- | ------ |  | ---- |  | ----- | ---- |  |  | ------ |  |  |  | ----- | - |  |  | ------ |  |  |  | ----- | -
|                                           |  | Year Ended December 31, |       
|Region                                     |  | 2016                    |        |  | 2015 |  |       | 2014 | 
|Domestic Colombia                          |  |                         | 8,304  |  |      |  | 17.6  | %    |  |  | 8,182  |  |  |  | 18.4  | % |  |  | 7,309  |  |  |  | 17.8  | %
|Domestic Ecuador                           |  |                         | 511    |  |      |  | 1.1   | %    |  |  | 491    |  |  |  | 1.1   | % |  |  | 563    |  |  |  | 1.4   | %
|Domestic Peru                              |  |                         | 1,064  |  |      |  | 2.3   | %    |  |  | 1,050  |  |  |  | 2.4   | % |  |  | 947    |  |  |  | 2.3   | %
|Central America & Caribbean (non-regional) |  |                         | 2,999  |  |      |  | 6.4   | %    |  |  | 2,737  |  |  |  | 6.1   | % |  |  | 2,491  |  |  |  | 6.1   | %
|Intra Home Markets(1)                      |  |                         | 4,933  |  |      |  | 10.5  | %    |  |  | 4,670  |  |  |  | 10.5  | % |  |  | 4,432  |  |  |  | 10.8  | %
|Europe                                     |  |                         | 7,559  |  |      |  | 16.0  | %    |  |  | 6,654  |  |  |  | 14.9  | % |  |  | 5,169  |  |  |  | 12.6  | %
|North America(2)                           |  |                         | 13,506 |  |      |  | 28.6  | %    |  |  | 12,983 |  |  |  | 29.2  | % |  |  | 12,885 |  |  |  | 31.4  | %
|South America                              |  |                         | 8,199  |  |      |  | 17.4  | %    |  |  | 7,670  |  |  |  | 17.2  | % |  |  | 7,204  |  |  |  | 17.5  | %
|Regional Central America                   |  |                         | 70     |  |      |  | 0.1   | %    |  |  | 76     |  |  |  | 0.2   | % |  |  | 51     |  |  |  | 0.1   | %
|                                           |  |                         |        |  |      |  |       |      |  |  |        |  |  |  |       |   |  |  |        |  |  |  |       |  
|Total                                      |  |                         | 47,145 |  |      |  | 100.0 | %    |  |  | 44,513 |  |  |  | 100.0 | % |  |  | 41,052 |  |  |  | 100.0 | %



|(1) | International traffic between our home markets (Colombia, Ecuador, Peru, El Salvador, Costa Rica, Nicaragua, Honduras, Guatemala, Belize, excluding Central American & Caribbean (non-regional)).
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | North America includes Mexico.
|--- | ------------------------------

Network and schedule from Bogotá hub

As of December 31, 2016, through our Bogotá hub, we operated approximately 3,280 weekly scheduled flights to 23 different
destinations in Colombia, seven in North America, ten in South America, 12 in Central America and the Caribbean and three in Europe. Unlike our international operations, we utilize a rolling hub system in our domestic operations whereby
our inbound and outbound connecting flights operate throughout the day, instead of during designated time banks. Our Puente Aéreodomestic terminal allows us to more efficiently manage our large volumes of domestic traffic.



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Through our Bogotá hub, we currently provide scheduled service to the following cities in
Colombia:



|                         |  |                                |     |  |                                 |  |           |                            |  |  |                            |  |  |  |           | 
|------------------------ |  | ------------------------------ | --- |  | ------------------------------- |  | --------- | -------------------------- |  |  | -------------------------- |  |  |  | --------- | 
|                         |  |                                |     |  | Number of Passengers Carried(3) | 
|Domestic
Destinations(1) |  | Departuresscheduledper week(2) |     |  | Year EndedDecember 31,2016      |  |           | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Armenia                  |  |                                | 96  |  |                                 |  | 390,990   |                            |  |  | 418,136                    |  |  |  | 313,655   | 
|Barrancabermeja          |  |                                | 40  |  |                                 |  | 133,526   |                            |  |  | 119,739                    |  |  |  | 157,674   | 
|Barranquilla             |  |                                | 226 |  |                                 |  | 1,383,366 |                            |  |  | 1,327,528                  |  |  |  | 1,145,315 | 
|Bucaramanga              |  |                                | 154 |  |                                 |  | 888,196   |                            |  |  | 926,242                    |  |  |  | 868,739   | 
|Cali                     |  |                                | 346 |  |                                 |  | 2,163,027 |                            |  |  | 2,031,542                  |  |  |  | 1,868,658 | 
|Cartagena                |  |                                | 262 |  |                                 |  | 1,638,395 |                            |  |  | 1,470,733                  |  |  |  | 1,343,484 | 
|Cucuta                   |  |                                | 114 |  |                                 |  | 667,736   |                            |  |  | 718,220                    |  |  |  | 620,997   | 
|El Yopal                 |  |                                | 28  |  |                                 |  | 87,957    |                            |  |  | 81,490                     |  |  |  | 72,387    | 
|Florencia                |  |                                | 14  |  |                                 |  | 30,433    |                            |  |  | 31,603                     |  |  |  | 37,019    | 
|Ibagué                   |  |                                | 52  |  |                                 |  | 121,264   |                            |  |  | 116,183                    |  |  |  | 108,700   | 
|Leticia                  |  |                                | 14  |  |                                 |  | 89,216    |                            |  |  | 78,806                     |  |  |  | 64,356    | 
|Manizales                |  |                                | 94  |  |                                 |  | 202,429   |                            |  |  | 184,234                    |  |  |  | 177,123   | 
|Medellín                 |  |                                | 392 |  |                                 |  | 2,161,512 |                            |  |  | 2,091,983                  |  |  |  | 2,051,847 | 
|Montería                 |  |                                | 56  |  |                                 |  | 320,449   |                            |  |  | 297,729                    |  |  |  | 276,759   | 
|Neiva                    |  |                                | 94  |  |                                 |  | 232,855   |                            |  |  | 222,758                    |  |  |  | 184,585   | 
|Pasto                    |  |                                | 56  |  |                                 |  | 233,744   |                            |  |  | 234,241                    |  |  |  | 184,712   | 
|Pereira                  |  |                                | 156 |  |                                 |  | 895,487   |                            |  |  | 885,286                    |  |  |  | 730,471   | 
|Popayán                  |  |                                | 40  |  |                                 |  | 102,547   |                            |  |  | 94,687                     |  |  |  | 91,468    | 
|Riohacha                 |  |                                | 28  |  |                                 |  | 144,265   |                            |  |  | 131,451                    |  |  |  | 130,675   | 
|San Andrés               |  |                                | 56  |  |                                 |  | 373,433   |                            |  |  | 363,351                    |  |  |  | 276,771   | 
|Santa Marta              |  |                                | 138 |  |                                 |  | 751,790   |                            |  |  | 781,694                    |  |  |  | 625,936   | 
|Valledupar               |  |                                | 42  |  |                                 |  | 258,734   |                            |  |  | 254,015                    |  |  |  | 238,448   | 
|Villavicencio            |  |                                | 28  |  |                                 |  | 59,623    |                            |  |  | 58,818                     |  |  |  | 26,471    | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried on flights to or from Bogotá.
|--- | --------------------------------------------------------------------------------------------

We currently provide international scheduled service from our Bogotá hub to the following cities:



|                              |  |                                |    |  |                                     |  |         |                            |  |  |                            |  |  |  |         | 
|----------------------------- |  | ------------------------------ | -- |  | ----------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                              |  |                                |    |  | Number of Passengers Carried(3) (4) | 
|International
Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016          |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Aruba (Oranjestad)            |  |                                | 14 |  |                                     |  | 89,576  |                            |  |  | 79,416                     |  |  |  | 80,814  | 
|Barcelona                     |  |                                | 14 |  |                                     |  | 159,088 |                            |  |  | 151,403                    |  |  |  | 91,963  | 
|Bridgetown                    |  |                                | 4  |  |                                     |  | 8,411   |                            |  |  | 587                        |  |  |  |        | 
|Buenos Aires                  |  |                                | 14 |  |                                     |  | 119,644 |                            |  |  | 91,249                     |  |  |  | 91,015  | 
|Cancún                        |  |                                | 28 |  |                                     |  | 149,653 |                            |  |  | 153,866                    |  |  |  | 116,001 | 
|Caracas                       |  |                                | 28 |  |                                     |  | 189,286 |                            |  |  | 205,100                    |  |  |  | 148,136 | 
|Curaçao (Willemstad)          |  |                                | 14 |  |                                     |  | 57,801  |                            |  |  | 55,131                     |  |  |  | 55,103  | 
|Cuzco                         |  |                                | 6  |  |                                     |  | 11,551  |                            |  |  | 0                          |  |  |  | 0       | 
|Fort Lauderdale               |  |                                | 14 |  |                                     |  | 85,733  |                            |  |  | 87,492                     |  |  |  | 88,573  | 
|Guatemala City                |  |                                | 14 |  |                                     |  | 54,777  |                            |  |  | 47,566                     |  |  |  | 30,809  | 
|Guayaquil                     |  |                                | 42 |  |                                     |  | 197,905 |                            |  |  | 215,864                    |  |  |  | 199,814 | 
|Havana                        |  |                                | 14 |  |                                     |  | 65,385  |                            |  |  | 58,744                     |  |  |  | 41,782  | 
|La Paz                        |  |                                | 14 |  |                                     |  | 72,322  |                            |  |  | 70,756                     |  |  |  | 59,239  | 
|Lima                          |  |                                | 70 |  |                                     |  | 503,891 |                            |  |  | 476,793                    |  |  |  | 432,760 | 
|London                        |  |                                | 14 |  |                                     |  | 143,781 |                            |  |  | 104,640                    |  |  |  | 39,516  | 
|Los Angeles                   |  |                                | 8  |  |                                     |  | 83,188  |                            |  |  | 37,953                     |  |  |  |        | 
|Madrid                        |  |                                | 36 |  |                                     |  | 325,447 |                            |  |  | 300,977                    |  |  |  | 304,744 | 
|Mexico City                   |  |                                | 42 |  |                                     |  | 288,917 |                            |  |  | 286,713                    |  |  |  | 276,107 | 



51



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|                              |  |                                |    |  |                                     |  |         |                            |  |  |                            |  |  |  |         | 
|----------------------------- |  | ------------------------------ | -- |  | ----------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                              |  |                                |    |  | Number of Passengers Carried(3) (4) | 
|International
Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016          |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Miami                         |  |                                | 42 |  |                                     |  | 321,260 |                            |  |  | 326,422                    |  |  |  | 302,581 | 
|New York                      |  |                                | 28 |  |                                     |  | 268,228 |                            |  |  | 225,145                    |  |  |  | 219,587 | 
|Orlando                       |  |                                | 18 |  |                                     |  | 90,996  |                            |  |  | 90,115                     |  |  |  | 79,456  | 
|Panama City                   |  |                                | 42 |  |                                     |  | 264,820 |                            |  |  | 223,788                    |  |  |  | 204,684 | 
|Punta Cana                    |  |                                | 26 |  |                                     |  | 130,226 |                            |  |  | 93,277                     |  |  |  | 78,704  | 
|Quito                         |  |                                | 58 |  |                                     |  | 296,641 |                            |  |  | 326,670                    |  |  |  | 307,594 | 
|Rio de Janeiro                |  |                                | 14 |  |                                     |  | 81,676  |                            |  |  | 74,962                     |  |  |  | 80,282  | 
|San José                      |  |                                | 28 |  |                                     |  | 136,865 |                            |  |  | 129,478                    |  |  |  | 118,550 | 
|San Juan                      |  |                                | 14 |  |                                     |  | 50,436  |                            |  |  | 43,811                     |  |  |  | 30,252  | 
|San Salvador                  |  |                                | 36 |  |                                     |  | 168,746 |                            |  |  | 169,024                    |  |  |  | 173,716 | 
|Santiago                      |  |                                | 42 |  |                                     |  | 277,014 |                            |  |  | 229,827                    |  |  |  | 176,199 | 
|Santo Domingo                 |  |                                | 14 |  |                                     |  | 84,798  |                            |  |  | 91,886                     |  |  |  | 68,728  | 
|São Paulo                     |  |                                | 28 |  |                                     |  | 283,412 |                            |  |  | 260,805                    |  |  |  | 258,600 | 
|Washington                    |  |                                | 14 |  |                                     |  | 70,413  |                            |  |  | 71,002                     |  |  |  | 71,030  | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried on flights to or from Bogotá.
|--- | --------------------------------------------------------------------------------------------

|(4) | During 2014, we carried 11,653 passengers between Bogotá and Valencia, Venezuela. During 2016 and 2015 we did not service this route.
|--- | -------------------------------------------------------------------------------------------------------------------------------------

Network and schedule from San Salvador hub

Our San Salvador hub connects, principally, passengers from different destinations in North America, Central America and South America. As of
December 31, 2016, through our San Salvador hub, we operated approximately 626 weekly scheduled flights to 11 destinations in North America, five in South America, 10 in Central America and the Caribbean and currently provide scheduled service
to the following destinations:



|                |  |                                |    |  |                                         |  |         |                            |  |  |                            |  |  |  |         | 
|--------------- |  | ------------------------------ | -- |  | --------------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                |  |                                |    |  | Number of Passengers Carried(3) (4) (5) | 
|Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016              |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Belize City     |  |                                | 14 |  |                                         |  | 36,088  |                            |  |  | 36,244                     |  |  |  | 36,516  | 
|Cali            |  |                                | 14 |  |                                         |  | 48,481  |                            |  |  | 41,887                     |  |  |  | 41,870  | 
|Cancún          |  |                                | 14 |  |                                         |  | 85,209  |                            |  |  | 77,271                     |  |  |  | 73,331  | 
|Chicago         |  |                                | 10 |  |                                         |  | 53,376  |                            |  |  | 49,096                     |  |  |  | 59,924  | 
|Dallas          |  |                                | 12 |  |                                         |  | 37,721  |                            |  |  | 37,264                     |  |  |  | 43,808  | 
|Guatemala City  |  |                                | 48 |  |                                         |  | 238,437 |                            |  |  | 233,037                    |  |  |  | 233,990 | 
|Guayaquil       |  |                                | 14 |  |                                         |  | 48,703  |                            |  |  | 59,923                     |  |  |  | 54,429  | 
|Havana          |  |                                | 12 |  |                                         |  | 50,605  |                            |  |  | 58,291                     |  |  |  | 62,313  | 
|Houston         |  |                                | 14 |  |                                         |  | 60,644  |                            |  |  | 51,066                     |  |  |  | 53,512  | 
|Liberia         |  |                                | 8  |  |                                         |  | 6,670   |                            |  |  | 6,982                      |  |  |  | 6,903   | 
|Lima            |  |                                | 28 |  |                                         |  | 205,731 |                            |  |  | 191,033                    |  |  |  | 171,019 | 
|Los Angeles     |  |                                | 42 |  |                                         |  | 345,775 |                            |  |  | 336,971                    |  |  |  | 342,781 | 
|Managua         |  |                                | 48 |  |                                         |  | 181,481 |                            |  |  | 175,734                    |  |  |  | 160,196 | 
|Medellín        |  |                                | 14 |  |                                         |  | 62,477  |                            |  |  | 48,673                     |  |  |  | 45,634  | 
|Mexico City     |  |                                | 28 |  |                                         |  | 123,966 |                            |  |  | 115,424                    |  |  |  | 110,333 | 
|Miami           |  |                                | 16 |  |                                         |  | 78,152  |                            |  |  | 80,654                     |  |  |  | 109,721 | 
|New York        |  |                                | 30 |  |                                         |  | 185,598 |                            |  |  | 177,097                    |  |  |  | 172,659 | 
|Panama City     |  |                                | 20 |  |                                         |  | 77,398  |                            |  |  | 76,394                     |  |  |  | 76,413  | 



52



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|                |  |                                |    |  |                                         |  |         |                            |  |  |                            |  |  |  |         | 
|--------------- |  | ------------------------------ | -- |  | --------------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                |  |                                |    |  | Number of Passengers Carried(3) (4) (5) | 
|Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016              |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Quito           |  |                                | 14 |  |                                         |  | 51,861  |                            |  |  | 64,209                     |  |  |  | 67,780  | 
|Roatán          |  |                                | 14 |  |                                         |  | 26,866  |                            |  |  | 27,646                     |  |  |  | 21,413  | 
|San Francisco   |  |                                | 22 |  |                                         |  | 127,931 |                            |  |  | 130,269                    |  |  |  | 117,845 | 
|San José        |  |                                | 59 |  |                                         |  | 282,520 |                            |  |  | 265,256                    |  |  |  | 248,530 | 
|San Pedro Sula  |  |                                | 42 |  |                                         |  | 160,424 |                            |  |  | 144,940                    |  |  |  | 137,323 | 
|Tegucigalpa     |  |                                | 42 |  |                                         |  | 132,615 |                            |  |  | 125,959                    |  |  |  | 118,831 | 
|Toronto         |  |                                | 14 |  |                                         |  | 77,953  |                            |  |  | 79,986                     |  |  |  | 83,485  | 
|Washington      |  |                                | 33 |  |                                         |  | 213,274 |                            |  |  | 218,904                    |  |  |  | 241,374 | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried on flights to or from San Salvador.
|--- | --------------------------------------------------------------------------------------------------

|(4) | During 2014, we carried 19,451 passengers between San Salvador and Orlando, Florida in the United States. During 2016 and 2015, we did not service this route.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | During 2014, we carried 54,337 passengers between San Salvador and Newark, in the United States. During 2015, we carried 5,128 passengers on this route, which ended operations on January 31, 2015. During 2016, we
did not service this route.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Network and schedule from Lima hub

Our Lima hub connects passengers from different destinations in South America to destinations in North America, Central America and Europe,
through our other two hubs. As of December 31, 2016, through our Lima hub, we operated approximately 482 weekly scheduled flights to six destinations in Peru, three in North America, 14 in South America and three in Central America and the
Caribbean and currently provide scheduled service to the following cities in Peru:



|                         |  |                                |    |  |                                       |  |         |                            |  |  |                            |  |  |  |         | 
|------------------------ |  | ------------------------------ | -- |  | ------------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                         |  |                                |    |  | Number of Passengers Carried(3)(4)(5) | 
|Domestic
Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016            |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Arequipa                 |  |                                | 28 |  |                                       |  | 178,690 |                            |  |  | 162,936                    |  |  |  | 160,357 | 
|Cuzco                    |  |                                | 76 |  |                                       |  | 441,483 |                            |  |  | 401,524                    |  |  |  | 382,184 | 
|Iquitos                  |  |                                | 14 |  |                                       |  | 91,400  |                            |  |  | 78,366                     |  |  |  | 46,098  | 
|Juliaca                  |  |                                | 28 |  |                                       |  | 174,804 |                            |  |  | 158,642                    |  |  |  | 88,940  | 
|Piura                    |  |                                | 28 |  |                                       |  | 154,803 |                            |  |  | 151,959                    |  |  |  | 155,066 | 
|Trujillo                 |  |                                | 28 |  |                                       |  | 160,089 |                            |  |  | 124,223                    |  |  |  | 121,062 | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried on flights to or from Lima.
|--- | ------------------------------------------------------------------------------------------

|(4) | During 2014, we carried 51,655 passengers between Lima and Tarapoto, Peru. During 2016 and 2015, we did not service this route.
|--- | -------------------------------------------------------------------------------------------------------------------------------

|(5) | During 2014, we carried 77,921 passengers between Lima and Chiclayo, Peru. During 2015, we carried 63,987 passengers on this route, before ending its operation on October 16, 2015. During 2016, we did not service
this route.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

We currently provide scheduled service from our Lima hub to the following cities internationally:



|                              |  |                                |    |  |                                    |  |         |                            |  |  |                            |  |  |  |         | 
|----------------------------- |  | ------------------------------ | -- |  | ---------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                              |  |                                |    |  | Number of Passengers Carried(3)(4) | 
|International Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016         |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Asunción                      |  |                                | 14 |  |                                    |  | 54,191  |                            |  |  | 51,428                     |  |  |  | 48,607  | 
|Buenos Aires                  |  |                                | 28 |  |                                    |  | 277,286 |                            |  |  | 265,711                    |  |  |  | 271,989 | 
|Cali                          |  |                                | 14 |  |                                    |  | 54,020  |                            |  |  | 52,803                     |  |  |  | 45,424  | 
|Cancún                        |  |                                | 6  |  |                                    |  | 31,867  |                            |  |  | 12,200                     |  |  |  |        | 
|Caracas                       |  |                                | 14 |  |                                    |  | 95,201  |                            |  |  | 91,671                     |  |  |  | 78,269  | 
|Guayaquil                     |  |                                | 14 |  |                                    |  | 66,854  |                            |  |  | 69,445                     |  |  |  | 69,835  | 
|Havana                        |  |                                | 10 |  |                                    |  | 53,445  |                            |  |  | 55,715                     |  |  |  | 52,754  | 
|La Paz                        |  |                                | 14 |  |                                    |  | 70,953  |                            |  |  | 68,468                     |  |  |  | 69,861  | 
|Medellín                      |  |                                | 14 |  |                                    |  | 62,444  |                            |  |  | 59,270                     |  |  |  | 62,719  | 
|Mexico City                   |  |                                | 14 |  |                                    |  | 74,145  |                            |  |  | 70,767                     |  |  |  | 64,121  | 
|Miami                         |  |                                | 14 |  |                                    |  | 147,160 |                            |  |  | 142,823                    |  |  |  | 141,192 | 
|Montevideo                    |  |                                | 14 |  |                                    |  | 86,978  |                            |  |  | 92,143                     |  |  |  | 89,716  | 
|Porto Alegre                  |  |                                | 14 |  |                                    |  | 72,586  |                            |  |  | 62,991                     |  |  |  | 64,633  | 
|Punta Cana                    |  |                                | 12 |  |                                    |  | 65,712  |                            |  |  | 50,895                     |  |  |  |        | 
|Quito                         |  |                                | 14 |  |                                    |  | 74,788  |                            |  |  | 74,016                     |  |  |  | 84,156  | 
|Rio de Janeiro                |  |                                | 14 |  |                                    |  | 92,826  |                            |  |  | 87,579                     |  |  |  | 89,435  | 
|Santa Cruz                    |  |                                | 14 |  |                                    |  | 74,152  |                            |  |  | 69,779                     |  |  |  | 63,716  | 
|Santiago                      |  |                                | 14 |  |                                    |  | 138,034 |                            |  |  | 117,791                    |  |  |  | 118,853 | 
|São Paulo                     |  |                                | 14 |  |                                    |  | 136,414 |                            |  |  | 126,722                    |  |  |  | 113,518 | 
|San José                      |  |                                | 14 |  |                                    |  | 75,321  |                            |  |  | 71,516                     |  |  |  | 68,581  | 



53



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##### Table of Contents



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried on flights to or from Lima.
|--- | ------------------------------------------------------------------------------------------

|(4) | During 2014, we carried 40,940 passengers between Lima and Santo Domingo, in the Dominican Republic. During 2016 and 2015, we did not service this route.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------

Network and schedule from San José

As of December 31, 2016, through our network in San José, we operated approximately 104 weekly scheduled flights to one destination
in South America, and four in Central America and the Caribbean. Our San José network connects, principally, passengers from different destinations in South America and Central America and currently provides scheduled service to the following
destinations:



|                |  |                                |    |  |                                       |  |         |                            |  |  |                            |  |  |  |         | 
|--------------- |  | ------------------------------ | -- |  | ------------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                |  |                                |    |  | Number of Passengers Carried(3)(4)(5) | 
|Destinations(1) |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016            |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Guatemala City  |  |                                | 28 |  |                                       |  | 101,511 |                            |  |  | 99,497                     |  |  |  | 120,759 | 
|Managua         |  |                                | 14 |  |                                       |  | 21,294  |                            |  |  | 22,886                     |  |  |  | 15,503  | 
|Panama City     |  |                                | 42 |  |                                       |  | 107,187 |                            |  |  | 122,383                    |  |  |  | 57,599  | 
|San Andrés      |  |                                | 6  |  |                                       |  | 7,495   |                            |  |  | 3,505                      |  |  |  |        | 
|Tegucigalpa     |  |                                | 14 |  |                                       |  | 21,532  |                            |  |  | 18,087                     |  |  |  | 13,300  | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried to or from San José.
|--- | -----------------------------------------------------------------------------------

|(4) | During 2014, we carried 9,797 passengers between San José and Caracas, Venezuela, 2,247 passengers between San José and Miami, Florida in the United States, and 11,860 passengers between San José
and San Pedro Sula, Honduras, respectively. During 2016 and 2015, we did not service these routes.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | During 2014, we carried 51,498 passengers between San José and México City, in México. During 2015, we carried 4,493 passengers on this route, before ending its operation on January 31, 2015.
During 2016, we did not service this route.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Domestic network and schedule in Ecuador

We operate approximately 158 weekly scheduled domestic flights to six destinations in Ecuador, through our subsidiary Aerogal.

We currently provide scheduled domestic service between the following cities in Ecuador:



|                        |  |                                |    |  |                                    |  |         |                            |  |  |                            |  |  |  |         | 
|----------------------- |  | ------------------------------ | -- |  | ---------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                        |  |                                |    |  | Number of Passengers Carried(3)(4) | 
|Domestic(1)             |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016         |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|QuitoBaltra            |  |                                | 14 |  |                                    |  | 27,836  |                            |  |  | 21,087                     |  |  |  | 13,866  | 
|QuitoGuayaquil         |  |                                | 72 |  |                                    |  | 278,499 |                            |  |  | 306,559                    |  |  |  | 399,835 | 
|QuitoManta             |  |                                | 24 |  |                                    |  | 82,132  |                            |  |  | 94,364                     |  |  |  | 110,518 | 
|QuitoEl Coca           |  |                                | 10 |  |                                    |  | 36,094  |                            |  |  | 28,016                     |  |  |  | 47,787  | 
|GuayaquilBaltra        |  |                                | 20 |  |                                    |  | 104,607 |                            |  |  | 104,391                    |  |  |  | 114,234 | 
|GuayaquilSan Cristobal |  |                                | 18 |  |                                    |  | 66,157  |                            |  |  | 66,576                     |  |  |  | 71,766  | 



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|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016. These numbers do not include flights served by Isleña.
|--- | --------------------------------------------------------------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried between such destinations.
|--- | -----------------------------------------------------------------------------------------

|(4) | During 2014, we carried 73,443 passengers between Quito and Cuenca. During 2015, we carried 878 passengers on this route, before ending its operation on January 14, 2015. During 2016, we did not service this route.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Regional operation and schedule in Central America

We operate approximately 606 weekly scheduled domestic flights to 18 destinations in Central America, through a group of airlines composed by
Sansa (Costa Rica) and Isleña (Honduras).

Through our regional operation in Central America, we currently provide scheduled
domestic service between the following cities in Central America:



|                                  |  |                                |    |  |                                       |  |        |                            |  |  |                            |  |  |  |        | 
|--------------------------------- |  | ------------------------------ | -- |  | ------------------------------------- |  | ------ | -------------------------- |  |  | -------------------------- |  |  |  | ------ | 
|                                  |  |                                |    |  | Number of Passengers Carried(3)(4)(5) | 
|Domestic(1)                       |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016            |  |        | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|Costa Esmeralda (Rivas) - Liberia |  |                                | 20 |  |                                       |  | 2,913  |                            |  |  | 0                          |  |  |  | 0      | 
|GolfitoPuerto Jimenez            |  |                                | 4  |  |                                       |  | 2,183  |                            |  |  | 3,052                      |  |  |  |       | 
|Liberia  Tambor                  |  |                                | 13 |  |                                       |  | 1,476  |                            |  |  | 0                          |  |  |  | 0      | 
|San JoséDrake Bay                |  |                                | 29 |  |                                       |  | 6,525  |                            |  |  | 6,253                      |  |  |  | 5,334  | 
|San JoséGolfito                  |  |                                | 42 |  |                                       |  | 13,585 |                            |  |  | 9,914                      |  |  |  | 9,922  | 
|San JoséLa Fortuna               |  |                                | 7  |  |                                       |  | 1,705  |                            |  |  | 1,645                      |  |  |  |       | 
|San JoséLiberia                  |  |                                | 60 |  |                                       |  | 17,571 |                            |  |  | 11,967                     |  |  |  | 10,399 | 
|San JoséPalmar Sur               |  |                                | 14 |  |                                       |  | 3,901  |                            |  |  | 3,145                      |  |  |  | 2,614  | 
|San JoséPuerto Jimenez           |  |                                | 84 |  |                                       |  | 17,898 |                            |  |  | 16,603                     |  |  |  | 14,344 | 
|San JoséPuerto Limón             |  |                                | 14 |  |                                       |  | 4,715  |                            |  |  | 1,600                      |  |  |  |       | 
|San JoséQuepos                   |  |                                | 66 |  |                                       |  | 18,786 |                            |  |  | 18,064                     |  |  |  | 18,752 | 
|San José - San Isidro             |  |                                | 12 |  |                                       |  | 1,387  |                            |  |  | 0                          |  |  |  | 0      | 
|San JoséTamarindo                |  |                                | 21 |  |                                       |  | 8,794  |                            |  |  | 6,897                      |  |  |  | 3,238  | 
|San JoséTambor                   |  |                                | 93 |  |                                       |  | 22,544 |                            |  |  | 21,943                     |  |  |  | 19,948 | 
|San José  Tortuquero             |  |                                | 21 |  |                                       |  | 3,745  |                            |  |  | 1,860                      |  |  |  |       | 
|San Pedro SulaRoatán             |  |                                | 14 |  |                                       |  | 23,340 |                            |  |  | 20,669                     |  |  |  | 14,191 | 
|San Pedro SulaTegucigalpa        |  |                                | 26 |  |                                       |  | 49,977 |                            |  |  | 42,329                     |  |  |  | 32,839 | 
|Tamarindo  Liberia               |  |                                | 7  |  |                                       |  | 3,577  |                            |  |  | 3,141                      |  |  |  |       | 
|TortuqueroPuerto Limón           |  |                                | 14 |  |                                       |  | 2,294  |                            |  |  | 1,104                      |  |  |  |       | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016. These numbers do not include flights served by Isleña.
|--- | --------------------------------------------------------------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried between such destinations.
|--- | -----------------------------------------------------------------------------------------

|(4) | During 2014, we carried 8,964 passengers between Tegucigalpa and Roatán, Honduras. During 2016 and 2015 we did not service this route.
|--- | --------------------------------------------------------------------------------------------------------------------------------------

|(5) | During 2014, we carried 7,039 passengers between Tegucigalpa and La Ceiba, Honduras. During 2015, we carried 1,624 passengers on this route, until April 8, 2015, when we ended its operation. During 2016, we did not
service this route.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Network and schedule from other cities

In addition to the different destinations served through our three hubs, we provide point-to-point service between different destinations and
domestic flight service in Central America and Ecuador.



55



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Point-to-Point Service

We currently provide domestic point-to-point scheduled service between the following cities:



|                       |  |                                |     |  |                                    |  |         |                            |  |  |                            |  |  |  |         | 
|---------------------- |  | ------------------------------ | --- |  | ---------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------- | 
|                       |  |                                |     |  | Number of Passengers Carried(3)(4) | 
|Domestic(1)            |  | Departuresscheduledper week(2) |     |  | Year EndedDecember 31,2016         |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|CaliBarranquilla      |  |                                | 28  |  |                                    |  | 164,716 |                            |  |  | 138,431                    |  |  |  | 102,266 | 
|CaliCartagena         |  |                                | 28  |  |                                    |  | 168,044 |                            |  |  | 143,834                    |  |  |  | 110,803 | 
|CaliPasto             |  |                                | 14  |  |                                    |  | 37,907  |                            |  |  | 35,534                     |  |  |  | 37,110  | 
|CaliTumaco            |  |                                | 28  |  |                                    |  | 80,191  |                            |  |  | 78,964                     |  |  |  | 71,021  | 
|CartagenaPereira      |  |                                | 6   |  |                                    |  | 28,299  |                            |  |  | 28,584                     |  |  |  | 14,063  | 
|CuzcoPuerto Maldonado |  |                                | 14  |  |                                    |  | 62,121  |                            |  |  | 59,874                     |  |  |  | 63,444  | 
|MedellínBarranquilla  |  |                                | 42  |  |                                    |  | 265,602 |                            |  |  | 247,342                    |  |  |  | 213,781 | 
|MedellínBucaramanga   |  |                                | 12  |  |                                    |  | 60,854  |                            |  |  | 55,347                     |  |  |  | 56,634  | 
|MedellínCali          |  |                                | 110 |  |                                    |  | 504,652 |                            |  |  | 444,723                    |  |  |  | 400,187 | 
|MedellínCartagena     |  |                                | 70  |  |                                    |  | 420,763 |                            |  |  | 425,499                    |  |  |  | 430,412 | 
|MedellínCucuta        |  |                                | 14  |  |                                    |  | 62,828  |                            |  |  | 58,152                     |  |  |  | 45,836  | 
|MedellínSanta Marta   |  |                                | 18  |  |                                    |  | 116,491 |                            |  |  | 112,869                    |  |  |  | 116,763 | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried between such destinations.
|--- | -----------------------------------------------------------------------------------------

|(4) | During 2014, we carried 26,326 passengers between Cuzco and Arequipa, Perú. During 2015, we carried 39,917 passengers on this route, until October 16, 2015, when we ended its operation. During 2016, we did
not service this route.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

We currently provide international point-to-point scheduled service between the following cities:



|                              |  |                                |    |  |                                 |  |         |                            |  |  |                            |  |  |  |        | 
|----------------------------- |  | ------------------------------ | -- |  | ------------------------------- |  | ------- | -------------------------- |  |  | -------------------------- |  |  |  | ------ | 
|                              |  |                                |    |  | Number of Passengers Carried(3) | 
|International(1)              |  | Departuresscheduledper week(2) |    |  | Year EndedDecember 31,2016      |  |         | Year EndedDecember 31,2015 |  |  | Year EndedDecember 31,2014 | 
|BarranquillaMiami            |  |                                | 14 |  |                                 |  | 72,128  |                            |  |  | 74,809                     |  |  |  | 74,946 | 
|CaliGuayaquil                |  |                                | 12 |  |                                 |  | 32,264  |                            |  |  | 35,261                     |  |  |  | 29,772 | 
|CaliMadrid                   |  |                                | 14 |  |                                 |  | 114,157 |                            |  |  | 81,029                     |  |  |  | 64,349 | 
|CaliMiami                    |  |                                | 14 |  |                                 |  | 80,676  |                            |  |  | 83,224                     |  |  |  | 80,354 | 
|CartagenaMiami               |  |                                | 14 |  |                                 |  | 73,044  |                            |  |  | 68,313                     |  |  |  | 63,597 | 
|CartagenaNew York            |  |                                | 6  |  |                                 |  | 28,068  |                            |  |  | 29,172                     |  |  |  | 13,976 | 
|Guatemala CityFlores         |  |                                | 26 |  |                                 |  | 54,354  |                            |  |  | 51,328                     |  |  |  | 48,772 | 
|Guatemala CityLos Angeles    |  |                                | 14 |  |                                 |  | 94,657  |                            |  |  | 92,814                     |  |  |  | 96,299 | 
|Guatemala CityManagua        |  |                                | 14 |  |                                 |  | 23,552  |                            |  |  | 22,036                     |  |  |  |       | 
|Guatemala CityMiami          |  |                                | 6  |  |                                 |  | 25,775  |                            |  |  | 24,262                     |  |  |  | 22,318 | 
|Guatemala CitySan Pedro Sula |  |                                | 12 |  |                                 |  | 22,926  |                            |  |  | 15,080                     |  |  |  | 13,643 | 
|Guatemala CityTegucigalpa    |  |                                | 14 |  |                                 |  | 24,958  |                            |  |  | 19,451                     |  |  |  | 21,635 | 
|ManaguaMiami                 |  |                                | 18 |  |                                 |  | 92,155  |                            |  |  | 100,210                    |  |  |  | 86,898 | 
|MedellínMadrid               |  |                                | 6  |  |                                 |  | 47,043  |                            |  |  | 41,096                     |  |  |  | 42,486 | 
|MedellínMiami                |  |                                | 14 |  |                                 |  | 80,265  |                            |  |  | 81,734                     |  |  |  | 78,881 | 
|MedellínNew York             |  |                                | 14 |  |                                 |  | 60,493  |                            |  |  | 57,391                     |  |  |  | 55,487 | 
|San Pedro SulaMiami          |  |                                | 14 |  |                                 |  | 57,228  |                            |  |  | 55,711                     |  |  |  | 57,787 | 
|San Pedro SulaNew York       |  |                                | 4  |  |                                 |  | 23,825  |                            |  |  | 22,797                     |  |  |  | 20,777 | 



|(1) | Reflects destinations served as of December 31, 2016.
|--- | -----------------------------------------------------

|(2) | Departures and arrivals for the week ended December 31, 2016.
|--- | -------------------------------------------------------------

|(3) | These numbers reflect the number of revenue passengers carried between such destinations.
|--- | -----------------------------------------------------------------------------------------

Alliances

We have a number of bilateral alliances with other airlines, which enhance travel options for customers by providing better coverage
to common destinations, additional mileage accrual and redemption opportunities, and access to markets that we do not serve directly. These commercial alliances typically include one or more of the following features: loyalty program reciprocity;
code sharing of flight operations (whereby seats on one carriers selected flights can be marketed under the brand name of another carrier); coordination of passenger services including, but not limited to, ticketing, passenger check-in,
baggage handling and passenger connection, and other resource-sharing activities.



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We are a member of Star Alliance, a global integrated airline network founded in 1997 and the
largest and the most comprehensive airline alliance in the world. As of January 1, 2017, Star Alliance carriers served 1,300 airports in 190 countries with 18,450 daily flights. Current Star Alliance members are, in addition to us, Adria
Airways, Aegean Airlines, Air Canada, Air China, Air India, Air New Zealand, All Nippon Airways, Asiana Airlines, Austrian Airlines, Brussels Airlines, Copa Airlines, Croatia Airlines, Egyptair, Ethiopian Airlines, EVA Air, LOT Polish Airlines,
Lufthansa, Oceanair Linhas Aereas, SAS Scandinavian Airlines, Shenzhen Airlines, Singapore Airlines, South African Airways, SWISS, TAP Portugal, THAI Airways International, Turkish Airlines and United Airlines.

We also have code share agreements in place with Air Canada, All Nippon Airways, Copa Airlines, Eva Air, Lufthansa, Oceanair Linhas Aereas,
Turkish Airlines and United Airlines and reciprocal frequent flyer agreements with all of the members of Star Alliance. Besides our Star Alliance partnerships, we currently have strategic code share agreements with Aeroméxico, Iberia, Etihad,
Silver Airways and Tame. In addition, we have a reciprocal frequent flyer program agreement in place with Aeroméxico and Iberia.

Last but not least, we have interline agreements with around 80 airlines worldwide, to provide connections on the basis of a single ticket,
paid in a single transaction and currency, usually with baggage through checked to final destination and in some cases with boarding passes issued all the way through for all connecting flights.

These alliances enhance our network, providing more options, facilities and benefits to our customers and additional revenues to us.

Loyalty Business Unit

We believe that a
strong loyalty program provides the basis for improved profitability and for the development of a lucrative loyalty business. In recent years we have made investments to improve our frequent flyer program, LifeMiles. We monitor
LifeMiles performance carefully and believe it continues to have significant growth and value creation potential.

In March
2011, we launched LifeMiles, the consolidated and improved frequent flyer program of Avianca and Taca. Aerogal adopted LifeMiles as its frequent flyer program in November 2012. As of December 31, 2016,
LifeMiles has approximately 7.0 million members. We believe that LifeMiles is the most attractive frequent flyer program offered by a Latin American airline. For example, LifeMiles has been the only Latin American
loyalty program to win a Freddie Award, the most prestigious member-generated award in the travel loyalty industry, in the last three years. Indeed, since 2013, LifeMiles has won eight Freddie Awards and three Global Traveler Awards. In
2016, LifeMiles won three Freddie awards: the Best Redemption Ability in the Americas, the Best Promotion in the Americas award and the 210 award aka Up and Coming Program of the Year in the
Americas award, and was awarded as the program with the best redemption ability in the 2015 Global Traveler Awards.] LifeMiles members earn mileage by flying on Avianca, Taca, Aerogal, and on partner airlines. Mileage can also be earned
by using certain services offered by about 300 program partners, including banks, hotels and car rental agencies and retail stores. LifeMiles members can use their miles to fly to over 1,200 destinations around the world. In addition, miles
can be redeemed for upgrades, entrance to our VIP lounges, excess baggage waivers, hotel nights and many other awards from program partners. Our Elite program includes three Elite status levels. Among the benefits that all of our Elite members
enjoy are: complementary automated upgrades based on space availability and complementary access to our network of VIP lounges. Our Diamond Elites and Gold Elites also enjoy the benefits of Star Alliance Gold status, including complementary
access to some 1,000 Star Alliance VIP lounges around the world.

Since the combination of Avianca and Taca, loyalty programs have been
the source of significant direct and indirect value creation for us. Indirectly, LifeMiles contributes to the strength of our primary business in key commercial markets, and supports yields through miles-based voluntary up-sell incentives.
More directly, loyalty generates financial value for us principally through the commercialization of miles. A significant majority of miles commercialized through partners are sold to banks. For example, we have approximately 21 co-branded credit
and debit card partner banks, and active mileage sales agreements with more than 80 financial institutions. In the case of Avianca, the airline decides how many miles it will reward its customers based on several factors, such as the route flown,
the fare or family fare purchased and the elite status of the customer, among others.



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##### Table of Contents

LifeMiles expenses can be grouped in reward costs and overhead costs. Reward costs
represent approximately 80% of LifeMiles cost base and our biggest reward cost is airline tickets, in which LifeMiles is required to pay Avianca for tickets redeemed by LifeMiles members to fly on Avianca or any of its
partners. Other reward costs include hotel nights, rental cars, tours and merchandise via the LifeMiles Rewards Catalog, among others. Overhead costs include, but not limited to, investments in marketing, operational costs and information technology
costs and salaries.

Sale of Minority Stake of LifeMiles to Advent

In August 2015, we sold a 30.0% stake in LifeMiles to Advent for $343.7 million and in connection with this transaction LifeMiles
declared a dividend of $41.0 million in favor of Avianca Holdings prior to the execution of the transaction. Furthermore we recognized $301.4 million recorded directly to equity, net of related transaction costs. We hope to grow our LifeMiles
business through this partnership with Advent by leveraging Advents strategic capabilities. We retain a 70.0% ownership stake in LifeMiles.

New contracts were entered into between Avianca and LifeMiles. These contracts include, among other provisions, a 20-year exclusivity
with LifeMiles as the provider and operator of the frequent flyer program of Avianca and a formula that complies with the applicable transfer pricing rules in each jurisdiction, to calculate (i) the price of miles sold from
LifeMiles to Avianca (which in turn, are used by Avianca to incentivize loyalty from their customers through the frequent flyer program) and (ii) to determine the price paid by LifeMiles to Avianca for reward tickets (when a
member of the LifeMiles program redeems his or her miles for air services with Avianca).

Pricing and Revenue Management

We maintain revenue management policies and procedures that are intended to maximize total revenue, while keeping fares generally competitive
with those of our major competitors. We charge higher prices for tickets on higher-demand flights, tickets purchased on short notice and tickets for itineraries suggesting a passenger would be willing to pay a premium. The number of seats we offer
at each fare level in each market is determined by a continual process of analysis and forecasting, taking into account factors such as past booking history, seasonality, the effects of competition and current booking trends. We use a combination of
approaches, taking into account yields, flight load factors and effects on load factors of continuing traffic, depending on the characteristics of the markets served, to arrive at a strategy for achieving the highest possible revenue per ASK,
balancing the average fare charged against the corresponding effect on our load factors.

Our revenue management software includes PROS
O&D III for fare valuation demand forecasting and inventory control optimization, PROS GRMS for group requests acceptance and negotiation process optimization, Profit Line Price (PLP) for monitoring and analysis of competitors fares and
Infare for competitors websites availability and fares monitoring and analysis.

Sales and Distribution

As traveler habits evolve, digital sales become a must, and as more sophisticated sales processes evolve, we will continue to reach customers
by maintaining a multichannel strategy. Our focus will continue to be to reach the proper balance between channels (our sales split in 2016 was approximately 66% indirect and 34% directwebsite, mobile, call centers and direct point of sales),
increasing the relevance of more profitable corporate travel agencies, to increase e-commerce penetration, and to recover GDS distribution control.

We will continue consolidating our global agreements with major corporations, aiming to become the preferred corporate carrier in Latin
America, and continue working closely with tourism boards to drive growth for both leisure and corporate travelers.



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##### Table of Contents

Through our integrated commercial process, we will continue working on positioning our
brands international equity, improving the quality of our communication, ensuring we reach them through an effective marketing mix (360°) that evolves and adapts in line with consumer and technological trends.

The following are data for our sales in 2016 through our ticket offices, direct agents, call center and website portals:



| |  |  | Ticket sales through direct ticket offices in Colombia (42 points of sale) and abroad (56 points of sale) accounted for 7.42% of our sales.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Ticket sales through our direct agents accounted for approximately 2.02% of our sales. Our direct agents are third-party agents who work for us on an exclusive basis.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Ticket sales through our call center accounted for approximately 5.01% of our sales. Our call centers are located in Colombia and El Salvador, and handle reservations and sales calls with a reliable 24/7 customer
service model.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Ticket sales through the website portals accounted for approximately 18.89% of our sales.
| | - |  | -----------------------------------------------------------------------------------------

Marketing,
Customer Experience and Advertising and Promotional Activities

The Avianca brand embraces a forward-looking vision to be the
preferred Latin American airline, and we seek to continue to improve the quality of our marketing based on knowledge of travelers preferences, adherence to our processes, and through nurturing our relationships with our communication partners.

We have also moved forward with fewer and stronger brands, strengthening the value of our corporate brand. Beginning in May 2013, Avianca
became our sole, unified brand for all of our operations. We continue to focus on improving the quality of our communications, building on our standard of service across our operations, which we believe differentiates us from other airlines. We seek
to enhance customer experience by delivering high quality professional service, connecting people emotionally. Moreover, we have worked on improving our communication effectiveness and integration with sales activities, enabling us to drive demand
and strengthen brand loyalty, while maintaining a strong emotional bond built upon Colombian heritage in our core market.

Our advertising
and promotional activities include the use of television, print, radio, billboards and digital media as well as targeted public relations events in the cities to which we fly. We believe that the corporate traveler is an important part of our
business, and we promote our services to these customers by conveying the reliability, convenience and consistency of our services and offering value-added services such as convention and conference travel arrangements. We also target large
Colombian and multinational corporations that do business in Colombia by offering these companies rewards, which may be used towards the purchase of Avianca tickets, upgrades, excess baggage fees, and other services. As travelers habits and
technologies evolve, we continue ensuring to efficiently reach current and prospect customers by new technological platforms, while maximizing services, sales and return on our digital investments.

Promotional activities include, (i) Air only fares (Low fare communication) for domestic travel, pursuant to which special
rates are available during certain time frames, (ii) LifeMiles + Cash promotions for domestic and international travel, establishing a combination of cash and miles from our Frequent Flyer Program on different routes
throughout our network and (iii) Added Value Promotions such as awarding bonus miles or double segments in their accrual of miles or segments when flying with us in specific destinations. For example, we have sponsored a promotional
charity run (RunTour Avianca) for more than 10,000 runners in Bogotá in March 2014, 2015, 2016 and 2017.

During 2016 we focused on
the development of the strategic plan to enhance customer experience through three main initiatives: Customer Plan, Digital Foundations and Customer First.



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##### Table of Contents

The Customer Plan is a five-year strategy that aims to define the service experience we seek for
our customers at each stage of their travel plan: engagement, purchase, pre-flight, flight and post-flight. We want Avianca to become the preferred airline for traveling to and from Latin America. We are also working to improve the purchase process
by creating strategies that support sales through technological tools and commercial and service skills development.

In addition, we aim
to streamline and improve customer service, providing a preferential and differentiated service where passenger comfort is at the level of the best airlines in the region and the world. Furthermore, we want to offer an exceptional on-board
experience through innovative cockpit configurations and high-tech functional systems, as well as service delivery that exceeds customer expectations and allows them to customize their experience to their needs.

To meet these value propositions, we conducted diagnostics throughout the company through sessions and interviews with the members of the
executive committee and key stakeholders in the company, analysis of corporate indicators, and industry benchmarks. Then, we defined the travel experience that we want our customers to have at each point of contact with us. Finally, we identified
strategies where we will focus our efforts, starting with high impact and easy execution initiatives, such as improving our web user experience and implementing new payment architecture on our website.

The Digital Foundations strategy seeks to transform Avianca Holdings into a leading organization in the digital field. During 2016, we defined
the digital parameters and ideas that will allow us to become an industry-leading digital airline. We seek to improve customer experience, cut costs, optimize decision-making, increase earnings and transform daily operation processes and
activities, through digital innovations.

Our goal is to increase revenues through increased ticket sales through digital channels and
rising loyalty and customer engagement. This will be reinforced by better digital marketing management and e-commerce practices, increased ancillary sales in all regions through digital platforms, and the rise in call center sales leveraged by the
increase of traffic on the digital channel.

At the same time, our digitization efforts will reduce sales costs by migrating channel sales
from commissioned channels to non-commissioned digital platforms, and decreasing support call center calls by providing support through digital channels.

Finally, our Customer First plan aims to implement new technologies that respond to current airline needs, optimize processes and allow us to
offer a better customer experience. Specifically, this initiative focuses on identifying and analyzing customer information in real time to offer support for the companys strategic decision-making through the implementation of a range of
initiatives supported by Amadeus aimed at improving customer engagement and strengthening our Customer Relationship Management (CRM) tools. In addition, we will improve the customer experience through portfolio optimization, process and operational
irregularities automation, enhancement of webpage performance, delivery of personalized services, and self-service.

Aircraft

As of December 31, 2016, we operated a fleet consisting of 181 aircraft (169 passenger aircraft and 12 cargo aircraft), including nine
Airbus A330s, five Airbus A330Fs, ten Boeing B787-800, five Airbus A300F, nine Airbus A321 Sharklets, two Airbus A321s, 13 Airbus A320 Sharklets, 49 Airbus A320s, 10 Airbus A319 Sharklets, 17 Airbus A319s, 10 Airbus A318s, two Boeing B767-200s, 10
Embraer E190s, two ATR42s, 15 ATR72s and 13 CESSNA 208s. As of December 31, 2016, the average age of our operative jet passenger fleet was approximately 6.1 years.

For our freight operations development, as of December 31, 2016, we operated two 767 200SF, five Airbus A330F and five A300F.



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The following table sets forth the composition of our operative fleet as of December 31,
2016:



|               |  |                       |     |  |                        |  |     |                 |  |  |                    |  |  |                 |       |  |  |  |         | 
|-------------- |  | --------------------- | --- |  | ---------------------- |  | --- | --------------- |  |  | ------------------ |  |  | --------------- | ----- |  |  |  | ------- | 
|               |  | Number of Aircraft(1) |     |  |                        |  |     |                 | 
|               |  | Total                 |     |  | Owned andFinanceLeases |  |     | OperatingLeases |  |  | Average Age(Years) |  |  | SeatingCapacity |      
|Jets           |  |                       |     |  |                        |  |     |                 |  |  |                    |  |  |                 |       |  |  |  |         | 
|Embraer E190   |  |                       | 10  |  |                        |  | 8   |                 |  |  | 2                  |  |  |                 | 7.26  |  |  |  | 96      | 
|Airbus A318    |  |                       | 10  |  |                        |  | 0   |                 |  |  | 10                 |  |  |                 | 11.79 |  |  |  | 100     | 
|Airbus A319    |  |                       | 17  |  |                        |  | 11  |                 |  |  | 6                  |  |  |                 | 9.01  |  |  |  | 120     | 
|Airbus A319S   |  |                       | 10  |  |                        |  | 10  |                 |  |  | 0                  |  |  |                 | 2.07  |  |  |  | 120     | 
|Airbus A320    |  |                       | 49  |  |                        |  | 31  |                 |  |  | 18                 |  |  |                 | 7.18  |  |  |  | 150     | 
|Airbus A320S   |  |                       | 13  |  |                        |  | 3   |                 |  |  | 10                 |  |  |                 | 2.05  |  |  |  | 150     | 
|Airbus A321    |  |                       | 2   |  |                        |  | 1   |                 |  |  | 1                  |  |  |                 | 9.29  |  |  |  | 194     | 
|Airbus A321S   |  |                       | 9   |  |                        |  | 4   |                 |  |  | 5                  |  |  |                 | 2.08  |  |  |  | 194     | 
|Airbus A330(2) |  |                       | 9   |  |                        |  | 1   |                 |  |  | 8                  |  |  |                 | 5.44  |  |  |  | 252     | 
|Boeing B787    |  |                       | 10  |  |                        |  | 6   |                 |  |  | 4                  |  |  |                 | 1.27  |  |  |  | 250     | 
|Turboprop      |  |                       |     |  |                        |  |     |                 |  |  |                    |  |  |                 |       |  |  |  |         | 
|CESSNA 208     |  |                       | 13  |  |                        |  | 13  |                 |  |  | 0                  |  |  |                 | 4.32  |  |  |  | 12      | 
|ATR42          |  |                       | 2   |  |                        |  | 2   |                 |  |  | 0                  |  |  |                 | 22.55 |  |  |  | 48      | 
|ATR72          |  |                       | 15  |  |                        |  | 15  |                 |  |  | 0                  |  |  |                 | 2.60  |  |  |  | 68      | 
|Cargo          |  |                       |     |  |                        |  |     |                 |  |  |                    |  |  |                 |       |  |  |  |         | 
|Airbus A330F   |  |                       | 5   |  |                        |  | 5   |                 |  |  | 0                  |  |  |                 | 3.30  |  |  |  | 60 tons | 
|Airbus A300F   |  |                       | 5   |  |                        |  | 5   |                 |  |  | 0                  |  |  |                 | 32.01 |  |  |  | 40 tons | 
|Boeing 767-200 |  |                       | 2   |  |                        |  | 2   |                 |  |  | 0                  |  |  |                 | 29.59 |  |  |  | 40 tons | 
|               |  |                       |     |  |                        |  |     |                 |  |  |                    |  |  |                 |       |  |  |  |         | 
|Total          |  |                       | 181 |  |                        |  | 117 |                 |  |  | 64                 |  |  |                 | 6.73  |  |  |  |         | 



|(1) | Does not include two A319s and one A330F aircraft subleased to OceanAir and two Embraer E190 leased to Aerolitoral S.A. de CV. Does not include one A319 that is inactive. Some of the aircraft owned are financed through
financial leasing contracts with financial institutions and export credit agencies.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | One of the A330 has a total of 238 seats with a business class capacity of 32 seats.
|--- | ------------------------------------------------------------------------------------

The
following table sets forth the scheduled expiration of our operational aircraft operating leases existing as of December 31, 2016.



|              |  |      |    |  |      |  |   |      |  |  |      |  |  |      |   |  |      |  |    |      |  |  |      |  |  |       |   |  |  |  |   |  |  |  |    | 
|------------- |  | ---- | -- |  | ---- |  | - | ---- |  |  | ---- |  |  | ---- | - |  | ---- |  | -- | ---- |  |  | ---- |  |  | ----- | - |  |  |  | - |  |  |  | -- | 
|Aircraft Type |  | 2017 |    |  | 2018 |  |   | 2019 |  |  | 2020 |  |  | 2021 |   |  | 2022 |  |    | 2023 |  |  | 2024 |  |  | Total |  
|Embraer E190  |  |      | 2  |  |      |  |  |      |  |  |     |  |  |      |  |  |      |  |   |      |  |  |     |  |  |       |  |  |  |  |  |  |  |  | 2  | 
|Airbus A318   |  |      |   |  |      |  |  |      |  |  |     |  |  |      |  |  |      |  | 10 |      |  |  |     |  |  |       |  |  |  |  |  |  |  |  | 10 | 
|Airbus A319   |  |      | 3  |  |      |  | 1 |      |  |  |     |  |  |      | 2 |  |      |  |   |      |  |  |     |  |  |       |  |  |  |  |  |  |  |  | 6  | 
|Airbus A320   |  |      | 8  |  |      |  | 4 |      |  |  | 1    |  |  |      | 5 |  |      |  |   |      |  |  |     |  |  |       |  |  |  |  |  |  |  |  | 18 | 
|Airbus A320S  |  |      |   |  |      |  |  |      |  |  |     |  |  |      |  |  |      |  | 4  |      |  |  | 2    |  |  |       | 2 |  |  |  | 2 |  |  |  | 10 | 
|Airbus A321   |  |      | 1  |  |      |  |  |      |  |  |     |  |  |      |  |  |      |  |   |      |  |  |     |  |  |       |  |  |  |  |  |  |  |  | 1  | 
|Airbus A321S  |  |      |   |  |      |  |  |      |  |  |     |  |  |      |  |  |      |  |   |      |  |  | 4    |  |  |       | 1 |  |  |  |  |  |  |  | 5  | 
|Airbus A330   |  |      |    |  |      |  | 2 |      |  |  | 3    |  |  |      | 2 |  |      |  | 1  |      |  |  |     |  |  |       |  |  |  |  |  |  |  |  | 8  | 
|Boeing B787   |  |      |   |  |      |  |  |      |  |  |     |  |  |      |  |  |      |  |   |      |  |  | 1    |  |  |       | 1 |  |  |  | 2 |  |  |  | 4  | 
|              |  |      |    |  |      |  |   |      |  |  |      |  |  |      |   |  |      |  |    |      |  |  |      |  |  |       |   |  |  |  |   |  |  |  |    | 
|              |  |      | 14 |  |      |  | 7 |      |  |  | 4    |  |  |      | 9 |  |      |  | 15 |      |  |  | 7    |  |  |       | 4 |  |  |  | 4 |  |  |  | 64 | 

We have entered into agreements to acquire up to five Boeing B787 Dreamliners for delivery between 2017 and
2019, four Airbus A320 family (consisting of A320 and A321CEO models) for delivery in 2017 and 133 Airbus A320 family aircraft with a New Engine Option (NEO) for delivery between 2017 and 2025.

The following table sets forth our firm contractual deliveries through 2025.



|                |  |      |   |  |      |  |   |      |  |  |      |  |  |      |    |  |      |  |    |      |  |  |      |  |  |      |    |  |       |  |    |  |  |  |    |  |  |  |     | 
|--------------- |  | ---- | - |  | ---- |  | - | ---- |  |  | ---- |  |  | ---- | -- |  | ---- |  | -- | ---- |  |  | ---- |  |  | ---- | -- |  | ----- |  | -- |  |  |  | -- |  |  |  | --- | 
|Aircraft Type   |  | 2017 |   |  | 2018 |  |   | 2019 |  |  | 2020 |  |  | 2021 |    |  | 2022 |  |    | 2023 |  |  | 2024 |  |  | 2025 |    |  | Total | 
|Boeing 787      |  |      | 2 |  |      |  |  |      |  |  | 3    |  |  |      |   |  |      |  |   |      |  |  |     |  |  |      |   |  |       |  |   |  |  |  |   |  |  |  | 5   | 
|Airbus A319 neo |  |      |  |  |      |  |   |      |  |  | 5    |  |  |      | 4  |  |      |  | 4  |      |  |  | 3    |  |  |      | 3  |  |       |  | 3  |  |  |  | 3  |  |  |  | 25  | 
|Airbus A320 neo |  |      | 2 |  |      |  | 5 |      |  |  | 1    |  |  |      | 14 |  |      |  | 17 |      |  |  | 15   |  |  |      | 15 |  |       |  | 14 |  |  |  | 12 |  |  |  | 95  | 
|Airbus A321 neo |  |      | 2 |  |      |  |  |      |  |  |     |  |  |      | 2  |  |      |  | 2  |      |  |  | 2    |  |  |      | 2  |  |       |  | 3  |  |  |  | 4  |  |  |  | 17  | 
|Total(1)        |  |      | 6 |  |      |  | 5 |      |  |  | 9    |  |  |      | 20 |  |      |  | 23 |      |  |  | 20   |  |  |      | 20 |  |       |  | 20 |  |  |  | 19 |  |  |  | 142 | 



|(1) | We also have purchase rights options to purchase up to 10 Boeing 787 Dreamliners and 15 ATR72s in April 30,
2015, the Company signed a Purchase Contract for a total of 100 A320 New Engine Option (NEO) family aircraft to be delivered between 2019 and 2025. In line with our initiatives directed towards enhancing profitability, achieving a leaner capital
structure and reducing the
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| | current levels of debt, in April 2016, we negotiated with Airbus a significant reduction of our scheduled aircraft deliveries for 2017, 2018 and 2019 and certain changes to the type of aircraft
(both upgrades and downgrades), but did not alter the total deliveries scheduled between 2017 and 2025.
| | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Our long-term fleet
plan includes the incorporation of the following aircraft types: Airbus A319 neo, A320 neo, A321 neo and Boeing 787. We expect these aircraft to offer substantial cost savings, as they are more fuel-efficient and require lower maintenance costs. The
Boeing B787 belongs to a new generation of aircraft made of lighter composite materials, offering new technology and powered with more efficient Rolls Royce Trent 1000D engines, which will allow us to reach long-haul destinations with enhanced
capacity and efficiency. Our new 787 aircraft are expected to be configured with premium business class sections that will provide our customers with modern in-flight amenities.

As of December 31, 2016, our operative fleet was comprised of 181 aircraft, 117 of which were owned and 64 were subject to long-term
operating leases. Additionally, we lease two A319s and one A330F, to OceanAir and two Embraer 190 to Aerolitoral S.A. de DV none of which have been included in the composition of our operative fleet as of December 31, 2016. The two A319s, one
A330F and two Embraer 190 are owned. In addition, one A319 is inactive and is not included in the composition of our operative fleet.

The
64 of our operative aircraft that are subject to long-term operating leases require monthly rental payments and have purchase options at the end of the lease. We are generally responsible for the maintenance, servicing, insurance, repair and
overhaul of our leased aircraft during the terms of the leases. Under some of our operating lease agreements, we are required to make supplemental rent payments to aircraft leasing companies as deposits to guarantee the performance of overhaul work
on aircraft under lease and are disbursed to cover overhaul costs. Such funds are refunded to us to pay for scheduled overhauls. As such, we record the payments as Deposits and other assets under Current and Non-Current Assets in our
consolidated financial statements. We are required to return the leased aircraft in an agreed upon condition at the end of the leases. There are some contracts in which we have agreed to make an end of lease adjustment. The rates to calculate this
adjustment are set forth in the relevant lease contract.

Of the 117 operative aircraft that we own or have under financial lease,
approximately 89.7% are financed through commercial bank financing and some of these aircraft are supported by export credit agency financing and others under a private placement vehicle distributed amongst the issuance of guaranteed notes and loans
.. The average rate of these financings is 3.2% as of December 31, 2016.

All of our jet aircraft have a two-class configuration. Our
Boeing B787s have 250 seats, with a business class capacity of 28 seats; eight Airbus A330s have 252 seats, with a business class capacity of 30 seats, while one A330 has 238 seats with a business class capacity of 32 seats; our Airbus A321s have
194 seats, with a business class capacity of 12 seats; our Airbus A320s have a capacity of 150 seats, with a business class capacity of 12 seats; our Airbus A319s have a capacity of 120 seats, with a business class capacity of 12 seats; our Airbus
A318s have 100 seats, with a business class capacity of 12 seats; our Embraer E190s have 96 seats, with a business class capacity of eight seats; our ATR42s have an average of 48 seats, in an all-economy configuration; our ATR72s have a capacity of
68 seats; and our CESSNA 208s have 12 economy seats.

Maintenance

Our maintenance facilities are located in Bogotá, San Salvador, Rionegro, Quito, San José, Lima and Guatemala City and have
capability to perform line maintenance, heavy maintenance, components maintenance, Non Destructive Test (NDT) and specialized services, which consist of scheduled and unscheduled maintenance checks on our aircraft, including pre-flight, daily and
overnight checks, A-checks and any diagnostics and routine repairs and heavy airframe checks, including C and structural checks.

Currently, we have six maintenance hangars dedicated to maintenance. We have two hangars in Bogotá, one of which can accommodate wide
body planes such as a Boeing 767, and the other two can accommodate narrow body planes. Currently, these hangars are certified for maintenance on the Airbus A320 family, Boeing 767s, and the repair station holds FAA Part-145 and EASA certifications.
We have two hangars at the Rionegro Airport serving Medellín. The hangar is certified for the Airbus A320 family, A330s and Boeing 767s. We also have one hangar in Guatemala City certified for our ATR fleet and one in El Salvador for line
maintenance.



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In May 2016 we began operations in Rionegro of the Repair and Overhaul (MRO) facility for our
exclusive use. This facility is certified for Airbus A320 family and ATR 72 maintenance and can accommodate five narrow body or two wide body aircraft. We believe that the new MRO facility will afford us flexibility for future expansion and will
enable us to achieve economies of scale in our maintenance operation across the regions we serve.

The MRO is a decisive step in the
consolidation of Avianca as a source of expertise and as a quality reference of aeronautical engineering processes in the region, driven by an experienced team of engineers and technicians, the MRO is projected to be one of the most complete
specialized aviation facilities in Latin America, being both a generator of employment and development for Colombia

Maintenance and
engineering activities are supervised by local authorities in each country, including the UAEAC (Unidad Especial de la Aeronáutica Civil) in Colombia, the AAC (Autoridad de la Aviación Civil) of El Salvador and the DGAC
(Dirección General de Aviación Civil) in Peru, Ecuador, Costa Rica and Guatemala. Our maintenance activities are also subject to recurring external audits from international entities such as the FAA, the EASA, the International
Air Transport Association Operational Safety Audit, or the IOSA (from the IATA), and the Bureau Veritas Quality International (ISO 9001:2008) in order to comply with applicable regulations. The audits are conducted in connection with each
countrys certification procedures and enable us to continue to perform maintenance for aircraft registered in the certifying jurisdictions.

Our repair station located in Bogotá holds FAA, EASA Part-145 certification and UAEAC (Unidad Aeronautica Especial de Aviación
Civil of Colombia) and is also certified by other authorities such as the ANAC (Agencia Nacional de Aviacion Civil of Brasil), the INAC (Instituto Nacional de la Aeronáutica Civil)of Venezuela, the DGAC (Dirección
General de Aviación Civil)of Ecuador and the AAC (Autoridad de la Aviación Civil)of El Salvador allowing us to perform maintenance on aircraft from several countries.

Our repair station located in Rionegro (MRO) holds FAA, EASA Part-145 certification and UAEAC (Unidad Aeronautica Especial de Aviacion Civil
of Colombia) and is also certified by other authorities such as the DGAC (Dirección General de Aviación Civil)of Ecuador and the AAC (Autoridad de la Aviación Civil)of El Salvador allowing us to perform
maintenance on aircraft from several countries.

Tampa ́s repair station located in Rionegro holds FAA and UAEAC (Unidad Aeronautica
Especial de Aviacion Civil of Colombia) and is also certified by other authorities such as the ANAC (Agencia Nacional de Aviacion Civil of Brasil), the DGAC (Dirección General de Aviación Civil)of Ecuador.

Each year we are subject to audits by the aviation authorities in each of the countries in which we operate and generally receive more than
250 audits each year (including self-audits), assuring our maintenance process complies with the best practices and standards of the aviation industry.

During the first semester of 2015, we implemented AMOS, a new Aircraft Maintenance and Engineering System software. AMOS software has already
been implemented in Isleña, Tampa, Taca International, Taca Peru and LACSA. During 2016, it will be implemented in Avianca S.A. and Aerogal.

We provide line maintenance services in most of our local stations, heavy and components maintenance service at our Rionegro station for other
carriers through our Avianca Services business unit. Heavy maintenance consists of more complex inspections and C-checks, as well as servicing of the aircraft that cannot be accomplished during an overnight visit. Maintenance
checks are performed as prescribed by an aircrafts manufacturer. These checks are based on the number of hours flown or the number of take-offs or calendar days.



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All major engine repairs and overhauls are conducted by certified outside maintenance providers
including, but not limited to, GE, Pratt & Whitney, IAI and Rolls Royce.

As of December 31, 2016, we employed approximately
3,321 maintenance professionals, including engineers, supervisors, technicians and inspectors, who perform maintenance in accordance with maintenance programs that are established by the manufacturers of our aircraft and approved and certified by
international aviation authorities. Every certified mechanic is trained in maintenance procedures and goes through our own rigorous in-house training program. Every mechanic is licensed by the local authorities of the relevant country and many of
our mechanics are also licensed by the FAA.

Operational Training Center

In August 2016 the new operational training center, located close to Bogotás El Dorado International Airport, began operations.
This new facility serves as an educational training center for the pilots, flight attendants and technicians, as well as for the rest of our employees from different administrative areas. The new operational training center is estimated to be
approximately 23,700 square meters, including 440 parking lots, 60 classrooms, and six simulator positions.

Line Maintenance Hangar

In December 2016, Avianca signed a turnkey contract for the design, construction and implementation of a new line maintenance hangar at
Eldorado International Airport in Bogota. The hangar will have a total area of 7,200 square meters and will have 4,400 square meters in repair facilities, as well as, parts and replacements warehouses. These facilities will replace the current
hangar area which requires to be redelivered to the OPAIN concession in the first quarter of 2018.

Fuel

Aircraft fuel costs represented 30.4%, 24.3% and 20.2% of our operating expenses for the years ended December 31, 2014, 2015 and 2016,
respectively. Fuel costs are volatile, as they are subject to many global economic and geopolitical factors that we cannot control or predict. In addition, oil prices remain an important determinant of global economic performance which affects
demand for air transportation services. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to the Airline IndustryVolatility in our fuel costs or disruptions in our fuel supply would materially and adversely affect
our operating results.

The following tables set forth certain information about our fuel consumption for the periods set forth
below:



|                                                                                 |  |                         |         |  |      |  |         |      |  |  |         | 
|-------------------------------------------------------------------------------- |  | ----------------------- | ------- |  | ---- |  | ------- | ---- |  |  | ------- | 
|                                                                                 |  | Year ended December 31, |        
|                                                                                 |  | 2016                    |         |  | 2015 |  |         | 2014 | 
|Average price per gallon of jet fuel into plane (net of hedge) (in U.S. dollars) |  |                         | 1.63    |  |      |  | 2.18    |      |  |  | 3.15    | 
|Gallons consumed (in thousands)                                                  |  |                         | 481,803 |  |      |  | 461,268 |      |  |  | 427,785 | 



| |  | Data in table does not include regional operations in Central America.
|- |  | ----------------------------------------------------------------------



|                                                                                 |  |                         |         |  |      |  |         |      |  |  |         | 
|-------------------------------------------------------------------------------- |  | ----------------------- | ------- |  | ---- |  | ------- | ---- |  |  | ------- | 
|                                                                                 |  | Year ended December 31, |        
|                                                                                 |  | 2016                    |         |  | 2015 |  |         | 2014 | 
|Average price per gallon of jet fuel into plane (net of hedge) (in U.S. dollars) |  |                         | 1.63    |  |      |  | 2.18    |      |  |  | 3.15    | 
|Gallons consumed (in thousands)                                                  |  |                         | 447,946 |  |      |  | 426,982 |      |  |  | 396,973 | 
|Available seat kilometers (in millions)                                          |  |                         | 47,145  |  |      |  | 44,513  |      |  |  | 41,052  | 
|Gallons per ASK (in thousandths)                                                 |  |                         | 9.5     |  |      |  | 9.6     |      |  |  | 9.7     | 



| |  |  | Except for ASK, data in table does not include regional operations in Central America and cargo operations.
| | - |  | -----------------------------------------------------------------------------------------------------------



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We currently have an exclusive agreement with a single fuel distributor in Bogotá, Terpel,
pursuant to which Terpel supplied us with approximately 97.7% of our fuel needs in Colombia in 2016. We have a fuel supply agreement with PUMA for our fuel needs in San Salvador. We also have a fuel supply agreement with Repsol Marketing S.A.C.,
pursuant to which Repsol Marketing S.A.C. supplied us 97.6% of our fuel needs in Peru in 2016. During the year ended December 31, 2016, Terpel supplied approximately 43.9% and Repsol Marketing S.A.C. supplied approximately 10.2% of our total
fuel consumption.

As of December 31, 2016, we had hedges in place for approximately 12.6% of our projected consumption for 2017 and
an additional 5% for our fuel consumption of 2018 through financial instruments and futures, forwards and options contracts. We also seek to tanker extra fuel at lower cost airports to reduce our fuel costs. See Item 11. Quantitative and
Qualitative Disclosures About Market RiskFuel.

Competition

We face intense competition throughout our domestic and international route networks. Overall airline industry profit margins are low and
industry earnings are volatile. Airlines compete in the areas of pricing, scheduling (frequency and flight times), on-time performance, on-board experience, frequent flyer programs and other services. See Item 3. Key InformationPart D.
Risk FactorsRisks Relating to the Airline IndustryThe airline industry is highly competitive.

Within the market, we
face competition from different types of business models, such as full-service and low-cost carriers, differentiated by the operation and cost structure, sales channels and service, among others. Full-service carriers concentrate their domestic and
international operation in major hubs, with complex fleets and often provide a wider range of services, such as VIP lounges, on-board meals and multiple cabin classes.

Airlines in the United States and Europe have in recent years faced substantial and increasing competitive pressure from low-cost carriers
offering discounted fares. The low-cost carriers operations are typically characterized by point-to-point route networks focusing on the highest-demand city pairs, high aircraft utilization, single-class service and fewer in-flight amenities.
Several new low-cost carriers have started service in Mexico, Colombia and other markets, such as Interjet, Viva Aerobus, Volaris, Azul, Veca, VivaColombia and Wingo. The low-cost carrier business model is gaining acceptance in the Latin American
aviation industry. During 2016 we competed with local low-cost carriers in the Colombian domestic market Central American Market and with American low-cost carriers in markets between the United States and our home markets. See Item 3. Key
InformationPart D. Risk FactorsRisks Relating to the Airline IndustryWe expect to face increasing competition from low-cost carriers offering discounted fares.

Domestic Competition Colombia

In the domestic Colombian market, we compete with LATAM Airlines Group, VivaColombia, EasyFly, Satena, Copa Airlines and Wingo. We currently
are the largest domestic carrier with approximately 57.7% of the domestic passenger market for the year ended December 31, 2016 according to data about regular flights provided by the Colombian Civil Aviation Authority.

According to the Colombian Civil Aviation Authority, information about regular flights for the 12-month period ended December 31, 2016,
our largest competitor, LATAM Airlines Groups share of Colombias domestic market was approximately 18.2%. VivaColombia, which started operations in May 2012, had approximately 13.5%. Copa Airlines has been gradually reducing its domestic
operations in Colombia, focusing on point-to-point service between major Colombian cities and Panama. For the same period, Copas share of Colombias domestic market was approximately 0.9%.

Easyflys share of Colombias domestic market was 4.2% during the same period according to the Colombian Civil Aviation Authority.
We expect that these airlines will target leisure travelers.

Satena is a government-owned regional carrier and its share of
Colombias domestic market was approximately 4.3% for the year ended December 31, 2016.



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Domestic Competition Peru

In the domestic Peruvian market, we compete with LATAM Airlines Group, Peruvian, Star Peru and LC Peru. We have flown a daily route between
Lima and Cuzco for more than 10 years. Currently we fly seven routes to eight domestic destinations. During the year ended December 31, 2016, according to the data provided by the Peruvian Civil Aviation Authority, we were the third-largest
domestic carrier in Peru with approximately 11.9% of the domestic passenger market.

Our largest competitor, LATAM Airlines Group, started
operations in Perus domestic market in 1999. During 2016, according to the data provided by the Peruvian Civil Aviation Authority, LATAM Airlines Groups share of Perus domestic market was approximately 61.6%. LATAM Airlines Group
operates 18 routes served in Airbus planes targeting the corporate segment market.

Peruvian is a local company which started operations
in October 2009. During 2016 according to the data provided by the Peruvian Civil Aviation Authority, Peruvians share of Perus domestic market was approximately 12.3%. For that period, Peruvian offered regular passenger service in nine
routes.

LC Peru is our third-largest competitor in the Peruvian domestic market. During 2016, LC Perus share of Perus
domestic market was approximately 8.3%. For that period, Star Peru offered regular passenger service in eleven routes.

Domestic
Competition Ecuador

In the domestic Ecuadorian market, we compete with LATAM Airlines Group and Tame Airlines. As of
December 31, 2016, we operate six routes to six destinations with 22.89% of market share, according to the Ecuadorian Civil Aviation Authority.

Tame Airlines is a state airline, which brings differences and other complexities to the market. As of December 31, 2016, they operated
14 routes to 13 destinations. LATAM Airlines Group operates five routes to five destinations.

International

Internationally, we compete with a number of other airlines that currently serve the routes in which we operate, including Aeroméxico,
Aerolineas Argentinas, American Airlines, Copa Airlines, Delta Air Lines, Iberia, Interjet, Jet Blue Airways, KLM, LATAM Airlines Group, Sky Airlines, Spirit Airlines, TAP, United Airlines, Air Canada, VivaColombia, Wingo, Volaris and VECA. In
addition, we expect to encounter competition in the future from low-cost carriers. Low-cost carriers often offer discounted fares and their operations are typically characterized by high aircraft utilization, single-class service and fewer in-flight
amenities.

Over the last 25 years the global airline industry has been shifting to increasing acceptance of liberalized and open
skies air transport agreements among nations. As a result of this continuing trend toward liberalized air transport agreements, a number of countries to which we fly, including the United States, the United Kingdom and Spain, have been
negotiating with the Colombian, Salvadoran and Costa Rican governments to liberalize its bilateral agreements with such countries and also to authorize more flights to and from these countries. It is likely that the Colombian government will
eventually liberalize the current restrictions on international travel to and from our Bogotá hub by, among other things, granting new route rights and flights to competing airlines and generally promoting increased numbers of market
participants on routes we serve. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to the Airline IndustryWe face increasing competition from other international airlines due to the continuing liberalization of
restrictions traditionally affecting the global airline industry.

LAN Chile, LAN Peru, LAN Ecuador, LAN Argentina, LAN Colombia,
TAM, LAN Cargo and LAN Express together comprise LATAM Airlines Group. LATAM Airlines flies to more than 145 destinations, primarily in Latin America. We compete with LATAM Airlines on routes from Colombia to Santiago, Quito, Miami, Sao Paulo,
Cancun and Lima; and from Peru to Caracas, Buenos Aires, Sao Paulo, Guayaquil, Havana, La Paz, Madrid,



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Mexico, Miami, New York, Quito, Santa Cruz and Santiago. LATAM Airlines Group is currently our major competitor and its expansion plans will lead to more shared routes. LATAM Airlines is also a
strong cargo carrier in Latin America.

Copa Airlines has been consolidating its traffic through its Panama hub, from which it serves
approximately 74 destinations in 31 countries. Through its Panama hub, Copa Airlines competes directly with us for international traffic from Barranquilla, Bogotá, Cartagena, Pereira and San Andres to important international destinations such
as Buenos Aires, Caracas, Lima, New York, São Paulo and Miami. Copa Airlines is also our largest competitor in the Central American market where we have our San Salvador hub and at the same time competes with us in our hub at El Dorado
International Airport. In addition, in June 2012, Copa Airlines also joined Star Alliance.

American Airlines is also an important
competitor. It has strong brand recognition throughout the Americas and is able to attract brand loyalty through its AAdvantage frequent flyer program, and competes through its hub in Miami. American Airlines was a founding member of the
OneWorld Alliance. As of December 31, 2016, American Airlines provided three daily flights from Miami to Bogotá, one daily flight from Miami to Cali, 12 weekly flights from Miami to Medellin, one daily flight from Dallas to
Bogotá, two daily flights from Miami to Lima, one daily flight from Dallas to Lima, three daily flights from Miami to Managua, one daily flight from Miami to Tegucigalpa, three daily flights from Miami to Guatemala, eight weekly flights from
Dallas to Guatemala, one daily flight from Miami to San Salvador, three daily flights from Miami to San Jose, and one daily flight from Dallas to San Jose.

United Airlines has one daily flight from New York to Bogotá, two daily flights from Houston to Bogotá, one daily flight from
Houston to Lima, four weekly flights from New York to Lima, 13 weekly flights from Houston to Managua, one daily flight from Houston to Tegucigalpa, three weekly flights from New York to Guatemala, 17 weekly flights from Houston to Guatemala, one
weekly flight from New York to San Salvador, two daily flights from Houston to San Salvador, 15 weekly flights from New York to San Jose, three weekly flights from Washington to San Jose, and 23 weekly flights from Houston to San Jose and two weekly
flights from Chicago to San Jose.

Iberia has one daily flight from Madrid to Bogotá, one daily flight from Madrid to Lima, three
weekly flights from Madrid to Guatemala and one daily flight from Madrid to San Jose. We have a code-sharing agreement with Iberia.

Delta
Air Lines has two weekly flights from New York to Bogotá, has one daily flight from Atlanta to Bogotá, one daily flight from Atlanta to Lima, one daily flight from Atlanta to Managua, one daily flight from Atlanta to Tegucigalpa, two
daily flights from Atlanta to Guatemala, one daily flight from Los Angeles to Guatemala, one daily flight from Atlanta to San Salvador, 15 weekly flights from Atlanta to San Jose and one daily flight from Los Angeles to San Jose. We have a
code-sharing agreement with Delta.

Lufthansa started operations on the Frankfurt-Bogotá route in 2012, one daily flight from
Frankfurt to Bogotá and has a code-sharing agreement with us in order to serve the Colombian and German markets.

We also compete
with Spirit Airlines and JetBlue Airways in the market from the U.S. to Central and South America. Spirit Airlines serves routes from U.S. to Colombia, Guatemala, Peru, Nicaragua, El Salvador, Honduras and Costa Rica. JetBlue operates routes from
U.S. to Colombia, Ecuador, Peru and Costa Rica.

Cargo

Our main cargo network hubs are located at El Dorado Airport in Bogotá and Miamis international airport. With respect to our
international cargo operations, our largest competitor is LATAM Airlines Group. We also compete for the international market with Centurion Air Cargo, Copa and KLM-Air France. Other competitors in Miami are Atlas Airlines, Korean Airlines, Amerijet
and American Airlines.



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Competition and excess capacity in some markets during the last few years has put pressure on
yields, which have been decreasing yearly. In this context, our modern A330F fleet is fundamental to keep our operating costs low and to allow us to remain competitive.

With respect to our domestic cargo operations, we face competition most notably from Líneas Aéreas Sudamericanas S.A. and Aero
Sucre S.A., both of which have large cargo operations at the El Dorado International Airport. These airlines sell through third parties focusing on traffic between Bogotá, Medellín, Cali and Barranquilla. The service offered by these
companies competes with the capacity of the bellies of our passenger fleet.

The Colombian courier market is very competitive. Our major
competitors are Servientrega, Coordinadora, TCC, Envia, Inter Rapidisimo and 4/72. Most of these companies are family-owned businesses except 4/72, which is a government-owned company. These companies operate through alliances with larger companies
like FedEx, UPS and DHL.

Safety

Colombian government regulations require that our pilots attend extensive training at least twice a year as well as prior to their transition
to flying new aircraft types. In 2012, we implemented a flight data analysis program, in which data from every Avianca flight is analyzed for safety and technical issues. In addition we have finalized the construction of a training facility in
Bogotá, which began operation during the second semester of 2016.

We have successfully implemented a single corporate Safety
Management System (SMS), a safety risk management system that IATA has established and that the aeronautical authorities of the different countries where we operate are starting to require. This assures that each of our airlines has its
own SMS implemented under the same corporate guidelines and in accordance with the same requirements as each of the nine regulatory authorities that regulate SMS in Central and South America. Thanks to the implementation of SMS, we have been able to
develop a systematic process for managing safety risks through a data-driven decision-making process for resource allocation.

During the
past years, we have developed several safety programs for the flight operations and ground handling areas, in order to minimize risks in our operations.



| |  |  | Flight Data AnalysisFDA: We are performing flight data analysis on all flight operations of our different AOCs, focusing on the monitoring of unstable approaches, as this is one of the main areas of concern within
the industry. During the last year, we have performed above our goal of stabilized approaches (99.9%).
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Line Operations Safety AuditLOSA: During 2014 we received the LOSA Collaborative Group final report, identifying areas of improvement within the Company. We are now working on the
implementation of corrective and improvement actions to close the identified gaps.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Ground Safety Risk Management ProgrammeGSRM: The Ground Safety Risk Management program, or GSRM, will address and reduce risk behaviors by providing a behavior-based management approach that will allow our
management to: measure performance on a daily basis, drive a change in employee/ sub-contractor behaviors and ultimately achieve the desired change in safety and risk culture. GSRM implementation will provide the foundation at the operational level
to build and enhance a positive working safety culture while reducing the cost of risk to the business.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Evidence Based Training- During the second semester of 2017 Avianca will begin to transition from the Advanced Qualification Program AQP to the Evidence Based Training model EBT. This model relies on flight
operations and training data to strengthen certain flight crew core competencies including adherence to procedures, communications, problem solving and decision-making, and situational awareness.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Runway Overrun Prevention SystemROPS: IATA statistics show that one of the accident categories that is affecting the industry is the runway/taxiways excursions. Based on that premise, we are implementing a Runway
Overrun Prevention System, or ROPS, in our aircrafts. ROPS allows the A/C to calculate in real time the landing and braking distance on the runway, taking into account its actual conditions (wet/dry runway, contaminated runway, stab app, touchdown
point), minimizing the risk of runway excursions.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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The effectiveness and relevance of our safety management system has been evaluated and validated
by different civil aviation authorities in Central and South America and by different industry organizations such as IATA and Bureau Veritas, assuring that our guidelines and procedures are in compliance with the requirements established by ICAO and
within the best industry practices.

Our airlines that are part of IATA have been implementing the IOSA and ISAGO standards since 2003,
continuously achieving recertification from IATA that validates the implementation integrity of standards and recommended practices for managing and developing safe operations of the organization in compliance with industry standards.

Neither Avianca nor Taca has had a serious accident since 1993, except for an accident on May 30, 2008 involving one of Tacas
Airbus A320 aircraft which overshot the runway while landing at Tocontin Airport in Tegucigalpa, Honduras, causing the death of five people (three people on board and two on the ground).

The FAA periodically audits the aviation regulatory authorities of other countries, and each country is given an International Aviation Safety
Assessment, or IASA, rating and also an International Operational Safety Audit, or IOSA audit implemented for the industry by the International Aviation Transport Association. The IASA rating for Colombia, El Salvador, Costa Rica and Peru is
Category 1, which is the highest rating and which indicates a strong level of confidence in the safety regulation of each countrys respective civil aviation authority.

Security

We are subject to the security
regulations of every country in which we conduct operations.

We have a security division, the director of which reports to the Senior
Vice-president for Safety, Security, Ethics and Compliance and works within the framework of the Security Management System designed by IATA. The Direction of Aviation and Corporate Security works closely with all areas of Avianca to ensure
regulatory compliance in security matters, as well as with authorities to identify and neutralize internal drug trafficking and money laundering conspiracies.

In March 2005, pursuant to an order from the U.S. Attorney for the Southern District of New York, because of several seizures from our
aircraft of baggage and cargo containing narcotics, we hired the International Aviation Services Group, or IASG, to provide us with security consulting services until 2007. We also (i) adopted a code of conduct that is signed by all employees
of the airline; (ii) adopted a hiring process that includes background checks, home visits, psychological evaluations, integrity tests and polygraph tests; (iii) implemented periodic dissemination of corporate security policies and
communications of security matters to personnel; (iv) restructured procedures related to baggage, passenger identification, screening of transit passengers and inspection of baggage on United States-bound flights; (v) increased the level
of supervision and training for security coordinators, increased the training for interviewers, and increased the presence of security personnel in areas such as catering and baggage; (vi) increased the use of inspection technicians under the
supervision of security agents and, as often as possible, the Colombian anti-narcotics police, to conduct detailed inspections of aircraft before departing to the United States; (vii) improved the training of x-ray operators; and
(viii) implemented a response procedure for security incidents on flights to the United States, including investigations, depositions, sanctions, and polygraph tests for specific cases, including the creation of an internal investigations
office with personnel and support from the Colombian police and judicial authorities.

On June 27, 2007, the U.S. Attorney for the
Southern District of New York determined that we had effectively complied with our commitment to substantially improve our security procedures and security related



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work culture and, as a result, the U.S. District Court for the Southern District of New York terminated our court-mandated consulting arrangement with IASG. We work with Central American, South
American, European and U.S. authorities in the implementation of interdiction measures, which, in 2015, resulted in the seizure of 1,373 kilograms of cocaine. The adequate implementation of aviation security standard operating procedures is
periodically verified by internal and external audit programs. In the event, however, that we violate any U.S. or foreign narcotic restrictions in the future, we may be subject to new sanctions, severe fines, seizure of our planes, or cancellation
of our flights. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to Our CompanyWe may incur substantial compliance costs and face sanctions if we fail to comply with U.S. and other international drug trafficking
laws. To minimize the possibilities of such seizures, Avianca continues to rigorously apply the procedures adopted under the monitorship and work closely with authorities in the investigation of internal conspiracies. Although we cannot
guarantee that the airlines drug interdiction procedures are fail-safe, in the last four years, no subsequent drug seizures have occurred.

Airport Facilities

Our operations are
based on a multi-hub system at El Dorado International Airport and Puente Aéreoin Bogotá; El Salvador International Airport Monseñor Oscar Arnulfo Romero y Galdámez in San Salvador; and Jorge Chávez
International Airport in Lima. During 2016, we operated from approximately 106 airports in the Americas and Europe, including 25 airports in Colombia and eight in Peru. We lease more than 160,000 square meters (approximately 1.72 million square
feet) of check-in space, gates, crew lounges, maintenance, warehouses, sales and VIP lounge space throughout our network.

Colombia:
El Dorado International Airport and Puente Aéreo

Since June 8, 2014, we have conducted our Colombian domestic
operations in Bogotá from El Dorado International Airport and Puente Aéreo, our exclusive domestic terminal. Currently, flights to and from Cali, Medellín, Cartagena, Barranquilla and Pereira are operated in the new
domestic terminal, grouping nearly 55% of our operations and 62% of our total domestic passengers in Bogotá. This new operation brings an enhanced customer experience as a result of 30 check-in counters, 20 self-check-in kiosks, 13 boarding
gates and nearly 900 square meters for VIP lounge, among other benefits that optimize the connectivity process for our travelers.

During
2016 we leased the Puente Aéreo facilities from OPAIN and had exclusive rights to use the terminal, including our ability to lease advertising and retail space to third parties until October. All contracts regarding third parties spaces were
assigned to OPAIN as a consequence of the different agreements between the different actors involved in the current expansion plan of El Dorado International Airport. Although the management of the Puente Aéreo is currently performed by OPAIN
since October, Avianca still uses this terminal for part of our Colombian Domestic operation. We will continue to perform the operation from this terminal until all the conditions agreed between parties are given at the new terminal. We expect to
consolidate domestic operation in the new terminal by the second semester of 2017.

El Dorado International Airport has two runways which
have a declared capacity of 40 departures and 30 arrivals per hour (weather permitting). The airport is located at a high altitude due to Bogotás elevation of approximately 2,600 meters above sea level. High elevation and
temperature conditions bring some payload restrictions to some of our flights due to a lower takeoff weight as a result of the lower aircraft performance. The El Dorado International Airport terminal 1 is operated by OPAIN and the runways are
operated by CODAD S.A. (Compañía de Desarrollo Aeropuerto El Dorado S.A.). We provide all of our own ground services and handling for our domestic and international passengers, and we also provide such services to approximately
12 additional foreign carriers operating in Bogotá through our Avianca Services business unit. Air traffic control is managed by the Colombian Civil Aviation Authority. Avianca works closely with OPAIN in order to improve the passenger
experience and ensure the compliance of all international procedures related to air transportation.

El Dorados current expansion
project started in 2007, with the modification of the Central Arrivals Hall and installation of common use terminal systems at the old terminal. Recently, the Colombian government has presented the current plan, which adds 27 gates by July 2018,
resulting in a total 54 at the airport. Many other improvements are expected such as the construction of high speed taxi ways which will contribute to the increase in the declared capacity. So Far, these changes have led to an improvement in terms
of common use spaces and circulation areas, more check-in spaces and boarding areas. Additionally the baggage handling system allows Avianca to have a better baggage control from check-in to baggage selection process.



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We execute our international Colombian-based operations in Bogotá from the international
terminal at El Dorado International Airport (Terminal 1). At this terminal, we have almost 13,000 square meters (approximately 140,000 square feet) for check-in counters, ticket sales facilities and a 2,000 square meter VIP lounge, which we
lease from OPAIN. We operate from this terminal with 24 check-in positions, 40 check-in kiosks and 24 boarding positions. We lease similar facilities at other Colombian domestic and international airports where we operate.

During the second semester of 2016, important improvements were made to the airports air and ground infrastructure. Extended closure of
the northern runway and resulting displacement caused longer taxi times and lower declared capacity for the months during which these renovations were underway. The combination of these factors and the difficult weather conditions in Bogotá
resulted in lower on time performance and schedule completion.

El Salvador: El Salvador International Airport Monseñor Oscar
Arnulfo Romero y Galdámez

Our hub at El Salvador International Airport is located approximately 31 kilometers from the
countrys capital San Salvador. Avianca moved nearly 2.2 million passengers during 2016, 50% of which connected through this hub to one of our 27 destinations offered from this airport.

The current infrastructure has one passenger terminal, one cargo terminal and separate maintenance facilities. The government is evaluating a
plan that would significantly increase the number of gates and also add a second runway. Due to the fact that the airport is located away from populated areas, the expansion can be significant.

We lease over 28,358 square meters for our 30 check-in counters, offices, warehouses, maintenance areas, and a flight simulator. We also
operate nearly 45 daily flights in 14 gates and 12 remote positions (four at the passenger terminal, three at the cargo terminal and four next to the maintenance facilities). During 2014 we performed several modifications in our VIP lounge, which
were first available in November for our Business Class passengers and our LifeMiles and Priority Pass partners. The final opening of the 650 square meters lounge took place in the first quarter of 2015. The International Airport in El
Salvador is government-owned and operated by an autonomous port authority entity, Comisión Ejecutiva Portuaria Autónoma, or CEPA, with which we have a good working relationship. We have entered into an operations contract with
CEPA which governs access fees, landing rights and allocation of terminal gates. We are in good standing with respect to this agreement and intend to continue to comply with such agreement to ensure that we have access to the airport resources we
need at reasonable prices. We are actively participating in the logistics and efforts to modernize the current terminal and are proactively contributing expertise in the development of the master plans for the construction of a new terminal. We are
also involved in the governmental project to transform the areas next to the airport into an aeronautical cluster.

Aligned with the
infrastructure plans but in a more rapid pace, the airspace of this airport was redesigned in 2014, allowing different operators to use modern flight procedures that contribute to the operational and fuel efficiency and safety.

Peru: Jorge Chávez International Airport

Jorge Chávez is Perus main international and domestic airport. In 2016, Avianca moved more than 3.8 million passengers. The
airport serves as one of our hubs for South America, with more than 40 scheduled flights per day, including 22 international destinations. During 2016 we connected nearly 2,059 passengers on a daily basis through this airport, which corresponds to
approximately 25% of our total passenger movement in Lima.

After its privatization in 2001, Jorge Chávez underwent a substantial
renovation project, the first phase of which was completed in 2005 and the second one in 2009. As a result of the accelerated growth plan the airport had after its privatization, it was ranked by Skytrax as the Best Airport in South
America for seven years in a row, between the years 2008 to 2014. Currently this airport has 55 aircraft parking spaces between contact and remote positions.



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The airport is currently managed and operated by Lima Airport Partners, LAP. We have entered into
an operations contract with Lima Airport Partners which governs access fees, landing rights and allocation of terminal gates. The current fees that we pay to LAP for use of the airport are higher than for most other airports in the region.

Insurance

We maintain insurance policies
covering damage to our property, third-party liabilities, commercial crime and war. Our insurance policies are provided by reputable insurance companies. We have obtained all insurance coverage required by the terms of our leasing and financing
agreements. We believe our insurance coverage is consistent with airline industry standards and appropriate to protect us from material loss in light of the activities we conduct. No assurance can be given, however, that the amount of insurance we
carry will be sufficient to protect us from material losses. In 2016, we paid a total of approximately $25.1 million in insurance premiums and had a total insured value of approximately $20.3 billion.

We have also contracted liability insurance with respect to our directors and officers.

Regulation

Colombia

Overview

Avianca
is a sociedad anónima duly organized and validly existing under the laws of Colombia. It is duly qualified to hold property and transact business as a sociedad anónima, and holds all licenses, certificates and permits
from governmental authorities necessary for the conduct of its business as now conducted. All consents, licenses, approvals, registration and authorizations as may be required in connection with providing carrier services under applicable Colombian
laws have been obtained and are in full force.

The policy of the Consejo Directivo of the Aeronáutica Civil de
Colombia is to make the markets flexible and open them under reciprocity with the other countries and as a consequence of such policy there are no governmental policies that materially restrict our airline services in Colombia.

The government of Colombia is not a declared open skies country except in some of the countries of the American region and the air
operations on some international airports such as San Andres and Cartagena. Colombia is subject to multilateral and/or bilateral air transport agreements that provide for the exchange of air traffic rights between Colombia and various other
countries.

Notwithstanding the agreements, we are subject to permits, laws, regulations and operational restrictions provided by each of
the different aviation authorities of countries where we are operating or willing to operate, and the ongoing operational costs the local or regional authorities apply.

Authorizations and licenses

The Colombian aviation market is heavily regulated by the Colombian Civil Aviation Authority. For domestic and international aviation, airlines
must present feasibility studies to obtain| specific traffic rights. An airline cannot offer air services unless that airline owns or leases at least five certified aircraft and has a paid-in minimum capital equal to approximately $2.5 million.

In the past, the Colombian Civil Aviation Authority even established a mandatory fuel surcharge with minimum fares for each route. However, by
means of Resolution 904 of February 28, 2012, the Colombian Civil Aviation Authority established (i) fuel surcharge freedom for national and foreign passengers or cargo carriers operating in Colombia, which are included in airfares and
(ii) tariff freedom for air transportation services.



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Notwithstanding the above, airlines are obliged to inform their tariffs as well as its conditions to the Civil Aviation Authority one day after its publication, and promotional fares prior to its
application. Since November 2006, all customers are charged an administrative fee in connection with purchases of airline tickets (although this fee is at the discretion of the seller for Internet sales).

Aviancas status as a private carrier means that it is not required under Colombian law to serve any particular route and is free to
withdraw its services from any of the routes it currently serves, subject to domestic law, and, in the case of international service bilateral agreements. Avianca is also free to determine the frequency of the services it offers across its route
network without any minimum frequencies imposed by the Colombian authorities.

Colombian law requires airlines providing commercial
passenger service in Colombia to maintain an Operation and Air Transportation Certificate (Certificado de Operación y Transporte Aéreo) or Operational Specifications (OpSpecs) issued by the Colombian Civil Aviation Authority.
The Operation and Air Transportation Certificate lists the airlines routes, equipment used, capacity and frequency of flights. This certificate must be updated each time a carrier acquires new aircraft, or when routes or the frequency of
service to a particular destination are modified. A public hearing before the director of the Colombian Civil Aviation Authority and the members of the Commercial Aviation Projects Evaluating Group (Grupo Evaluador de Proyectos
Aerocomerciales) of the Colombian Civil Aviation Authority is required to determine the necessity of modifying an airlines Operation and Air Transportation Certificate, except in the Andean region. Colombian law, also requires airlines
providing commercial passenger service in Colombia to maintain for each aircraft an Air Worthiness Certificate (Certificado de Aeronavegabilidad) issued by the Colombian Civil Aviation Authority. This certificate must be obtained each time a
carrier acquires a new aircraft.

Colombian law also requires that aircraft operated by Avianca be registered with the Colombian National
Aviation Registry (Registro Aeronautico Nacional) kept by the Colombian Civil Aviation Authority, and that the aforementioned certify the air-worthiness of each aircraft in Aviancas fleet.

Furthermore, Colombian airlines are subject to the authority of the Colombian Transportation and Ports Superintendency (Superintendencia de
Puertos y Transportes), which is part of the Ministry of Transportation (Ministerio de Transporte). The Colombian Transportation and Ports Superintendency is in charge of the evaluation of the financial, technical and managerial aspects
of each airline, among other things.

Under Colombian commercial law, air transportation is considered a public service, and therefore,
certain elements of the general conditions of carriage entered into by airlines and passengers are expressly covered under such law and/or approved by Colombian Civil Aviation Authority. For instance, if a carrier decides to include a new condition
on its general conditions of carriage, it must request the approval of the Colombian Civil Aviation Authority. However, some elements cannot be modified, for example Carrier Liability with respect to domestic service, regulated by Article 1180 of
the Colombian Commercial Code, and the Convention for the Unification of Certain Rules for International Carriage by Air, signed in Montreal, Canada on May 28, 1999 (Montreal Convention) for International Service.

Passengers in Colombia are also entitled by law to compensation in cases of excessive delays, over-bookings and cancellations. Furthermore,
local law establishes sanctions for more than one-hour delays, and for flight cancellation, regardless of the compensatory measures that the airlines may adopt, which trigger the obligation to compensate passengers and increases the compensatory
amounts.

Currently there is a project to harmonize actual aviation regulations of Colombia (Reglamentos Aeronáuticos de
Colombia) with Latin American Regulations LAR. This project has not been completed, therefore the final version may vary substantially from the proposed version.

Some of Colombias airports are operated by the government. Currently, the main airports in Bogotá, Cali, Cartagena, Barranquilla,
Bucaramanga, Santa Marta and Medellín among others, are privately operated through concessions. The government, however, has stated its intention to continue privatizing the operations of other airports in order to finance expansion projects
and increase the efficiency of operations. Increased privatization may lead to increases in landing fees and facility rentals at such airports.



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The Montreal Convention, as approved and adopted by Colombia by means of Law 701 of 2001 imposes
duties upon Colombian airlines with respect to their international services. Under these rules, airlines are responsible for compliance with certain obligations regarding quality and passenger security, as well as for damages sustained in case of
any death of, or bodily injury to, a passenger, which occurs on board, as well as for baggage loss or damage. This convention applies to international transportation between Colombia and the territory of another party to the treaty, regardless of
whether there is an interruption in the transportation or a trans-shipment, or whether, prior to arriving in, or departing from, Colombia, there is an agreed stop-over within the territory of another state. Under Article 17 of the convention, a
carrier is liable for damage sustained in case of death or bodily injury of a passenger upon condition that the accident which caused the death or injury took place on board the aircraft or in the course of any of the operations of embarking or
disembarking. Air carriers are responsible, even if not at fault, for proven damages up to 113,100 Special Drawing Rights (SDRs), which represent a mix of currencies established by the International Monetary Fund. For damages above 113,100 SDRs, the
airline may avoid liability by showing that the accident that caused injury or death was not due to its negligence or was the fault of a third party. In the case of cargo business, the liability of the carrier is absolutely limited to 19 SDRs/Kg.
These provisions also cover baggage and delay.

Currently, there is one bill in the Colombian Congress that is relevant for the aviation
industry, because it intends to include in the Labor Code (Código Sustantivo de Trabajo) special rules for duty time and working hours for flight crew (Bill No. 067 / 2015).As of the date of this annual report, this project is
still under discussion and therefore the final version may vary substantially from the proposed one.

Security

Chapter Seventeen of the Colombian Civil Aviation Regulations encompasses all aspects of civil aviation security, including,
(i) implementation of certain security measures by carriers and airports, such as the requirement that all passenger luggage be screened for explosives, (ii) designation of restricted areas, (iii) systems of airport controls for
identification of passengers (iv) inspection of vehicles, and (v) the transportation of explosives and dangerous goods. Additionally, on April 11, 2005 the Colombian Civil Aviation Authority issued Resolution 01556, which regulates
all aspects of the transportation of firearms.

Environmental regulation

We are subject to the general environmental regulations of Colombia such as Law 99 of 1993, as amended, and several other laws, decrees and
local resolutions which regulate the management of natural resources and their contamination. Pursuant to these regulations, we prepared an Environmental Management Plan (Plan de Manejo Ambiental), detailing the procedures to be followed in
connection with any activity that has any environmental impact, including solid and liquid waste management, hazardous waste management and the management of effluents and noise, among others. Additionally, we must maintain certain permits and
authorizations for the use and management of natural resources, such as waste water discharge and emissions permits, and maintain our environmental impact within required levels. If we fail to maintain the relevant permits and authorizations or to
abide by the environmental regulations, we may be subject to penalties or fines.

In addition, the Colombian Regulation (Reglamentos
Aeronaúticos de Colombia,RAC) contains a general environmental policy establishing that the Colombian Civil Aviation Authority must comply with Colombian environmental regulations and must require the compliance of parties involved in
the Colombian civil aviation industry. The RAC includes provisions and guidelines relating to noise and effluents that must be followed in the provision of aviation services. The RAC requires that noise levels be kept on or below the levels
established under Colombian law. Compliance is evidenced by means of a certificate (certificado de homologación de ruido) that must be obtained for each aircraft from the Colombian Civil Aviation Authority or the competent authority of
each country member of ICAO. If noise levels exceed the limits, the Colombian Civil Aviation Authority has the power and authority to sanction and penalize carriers with fines.

If the Colombian Civil Aviation Authority determines that our operations or facilities do not meet the RAC standards or otherwise fail to
comply with Colombian environmental regulations, we could be subject to a fine. We have voluntarily hired a consulting firm to conduct an environmental audit of our hangar and support facilities at the El Dorado International Airport to obtain a
certification under ISO 14001:2004, which is an international standard



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for environmental management systems. Certification should indicate that we are in compliance with all applicable environmental regulations, including the RAC environmental regulations. We have
also prepared an environmental management plan designed to ensure our compliance with environmental regulations, including the requirements of the RAC. While we do not believe that compliance with these or other environmental regulations that may be
applicable to us in the future will expose us to material expenditures, compliance could increase our costs and adversely affect our operations and financial results. In addition, failure to comply with these regulations could adversely affect us in
a variety of other ways, including by negatively impacting our reputation.

Currently, there is an operational restriction on overflight
in Bogotá between 12 p.m. and 6 a.m. For this reason, south (13R  31L) and north (13L  31R) runways of El Dorado International Airport are limited to takeoffs in the east  west direction, and landings in the west  east
direction, In addition, operations from the south runway of the El Dorado International Airport have limited overflights in Bogotá between 10:00 pm and 12:00 pm, with some exceptions, in order to protect flight operations.

In January 2017, Colombia established a carbon tax on fossil fuels, which affects the airline industry. The Colombian Tax Authority
(Dirección de Impuestos y Aduanas Nacionales or DIAN) recently issued an interpretation indicating that fuel used for international flights constitutes an export, and therefore is not subject to the aforementioned carbon tax.

Bilateral agreements

With respect to our international services, our plans to introduce new destinations and increase the frequency of existing services depend,
among other things, upon the allocation of route rights, a process over which we do not have direct control. Route rights are allocated through negotiations between the government of Colombia and the governments of foreign countries and are set
forth in bilateral or multilateral agreements. If we are unable to obtain route rights, we will re-allocate capacity within our route network as appropriate.

Bilateral or multilateral agreements between countries also regulate other aspects of our commercial cargo and passenger air transport
relations, including the designation of carriers and, aircraft capacity restrictions and requirements. They may also establish minimum safety, security, customs and environmental requirements for each designated carrier. These agreements can be
modified upon the agreement of the relevant countries at any time prior to their expiration dates. Our principal bilateral agreements include those with the United States, the United Kingdom, Spain, the Andean Pact countries (Ecuador, Peru and
Bolivia), Venezuela, Mexico, Brazil and Argentina. The bilateral agreement with the United States was modified and since the beginning of 2013 is an open skies agreement that allows the parties to engage in foreign scheduled and charter
air transportation of persons, property, and mail from points behind Colombia via Colombia and intermediate points to points in the United States and beyond with fifth freedom. The bilateral agreement with Spain, which was modified in January 2012,
grants for passengers and cargo a total of 37 frequencies with third, fourth and fifth freedom rights for each of the parties, and parties can freely choose their routes. In this connection Colombia was granted nine additional frequencies resulting
in a total of 37 frequencies. Furthermore, 2016 Colombia and Brazil signed a new agreement that allows open skies in 5 years.

The
Colombian Civil Aviation Authority allocates rights obtained pursuant to bilateral agreements to specific airlines. In 2016, the Colombian Civil Aviation Authority authorized us to operate 31 new international weekly flights, including seven weekly
frequencies from Bogotá to Montevideo, seven frequencies from Bogotá to Boston, ten more frequencies from Colombia to Spain (MAD and/or BCN and/or ALC and/or VLN), and seven flights to Asunción. If we do not use these rights
within nine months (or 18 months if a nine-month extension is granted) from their effective date, they will expire.

Colombia has
open skies agreements with the Andean Pact countries, Venezuela and the U.S. pursuant to which there are no regulations on the numbers of flights. The bilateral agreement with Argentina provides for four weekly flights by each
countrys designated carrier. Besides bilateral agreement with Argentina, the Civil Aviation Authority of Argentina has granted Avianca three additional frequencies. The bilateral agreement with Brazil provides 28 weekly flights by each
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Over the last 25 years the global airline industry has been shifting to increasing acceptance of
liberalized and open skies air transport agreements among nations. For example, open skies agreements currently exist among the countries of the European Union, and between the European Union and the United States. In the
Americas, open skies agreements exist among Colombia, Ecuador, Peru and Bolivia and among the United States, Chile, Panama, Venezuela and the countries of Central America. As a general matter, these liberalized or open skies
air transport agreements serve to (i) reduce (or, in the case of open skies, eliminate) restrictions on route rights, designated carriers, aircraft capacity or flight frequencies and (ii) promote competitive pricing.

Colombia is currently a party to a multilateral agreement known as Andean Community CAN, between Bolivia, Ecuador, Peru and Colombia, which
among other things, allows airlines from such countries to operate between them without limitation on international flights. No cabotage is allowed. Colombia is also party to an Air Transport Agreement and/or Memorandum of Understanding with the
following countries: United States, El Salvador, Costa Rica, Canada, Mexico, Panama, Aruba, Curaçao, Argentina, Austria, Bolivia, Brazil, Chile, Ecuador, Paraguay, Peru, Uruguay, Saudi Arabia, Venezuela, Germany, Belgium, Spain, France,
Holland, Italy, Luxemburg, Portugal, United Kingdom, Switzerland, Iceland, Turkey, Korea, United Arab Emirates, Singapore, Dominican Republic, Cuba, French Antilles, Barbados, Israel, New Zealand, Qatar, Surinam and China.

We believe that it is likely that the Colombian government will eventually liberalize the current restrictions on international travel to and
from our Bogotá hub by, among other things, granting new route rights and flights to competing airlines and generally promoting increased numbers of market participants on routes we serve. As a result of such liberalization, we could face
substantial new competition, which may erode our pricing and market share and have a material adverse effect on our financial position and results of operations. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to Our
CompanyWe face increasing competition from other international airlines due to the continuing liberalization of restrictions traditionally affecting the global airline industry.

Ownership and Control

The Colombian State Council (Consejo de EstadoSala de Consulta y Servicio Civil), in an opinion dated April 6, 2000, declared
that article 1426 of the Commerce Code, which established a 40% limitation on foreign investment in Colombian airlines, was no longer applicable as it is considered to have been tacitly overturned by Decree 2080 of 2000 (Foreign Investment Statute),
and stated that, from a Colombian law perspective, there are no restrictions on foreign investment in Colombian airlines. However, some of Colombias bilateral agreements do restrict foreign involvement in Colombian airlines. For example,
bilateral agreements entered into by Colombia with the United States, Canada, the United Kingdom, France, China, Germany, Uruguay, Italy, contain requirements that each designated airline remain substantially owned and effectively controlled by a
Colombian governmental entity or Colombian nationals. Nevertheless United States, Canada and China granted a waiver to the Colombian airlines under certain conditions.

Currently, in those bilateral agreements it is established that each of the countries may deny, revoke or impose any conditions deemed
necessary upon an airlines operating permit in the event it determines that there is not sufficient evidence that a substantial proportion of ownership and effective control of the airline is held or exercised by Colombia or its nationals.
These ownership and control restrictions have not been expressly defined in the bilateral agreements, in terms of percentage thresholds or otherwise, and therefore should be interpreted according to the Vienna Convention on the Law of Treaties.

Taking the above into account, certain aviation authorities have interpreted these ownership and control restrictions as follows:



| |  |  | The DOT policy on substantial ownership and effective control is to examine the relationships of the airline in depth and determine who actually controls the airlines key decisions (examining
composition of the board, management and control and special voting majorities, among other factors), rather than simply looking at the airlines ownership.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The Spanish aviation authoritys basic policy on substantial ownership and effective control issues is to examine the nationality of the shareholders who have direct control of the airline.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Other countries also consider the nationality of the aircraft crews, including Mexico, Brazil and the Netherlands Antilles.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------



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Agreements entered into by Colombia with Spain, The Netherlands, Portugal, Bolivia, Ecuador,
Peru, Panama, Chile, the Dominican Republic, Cuba, Venezuela and Costa Rica, among others, require that we be incorporated, have our principal domicile, management, operation and offices within the Colombian territory and to have the oversight and
control done by the national aeronautical authority.

Although we believe Avianca is currently in compliance with such substantial
ownership and effective control requirements, we cannot assure you that Colombians, directly or indirectly, will continue to own and control a majority of our capital stock indefinitely. If for any reason the owners, all Colombian citizens cease to
have at least 51% of Avianca, or the effective regulatory control of the national aeronautical authority ceases to be exercised, or if Avianca fails to continue to have its corporate domicile, administrative headquarters, and base of operations
within Colombian territory, Avianca may no longer comply with the requirements of Colombias bilateral agreements and, as a result, its route and landing rights in a number of important countries may be adversely affected, which could have a
material adverse effect on our business, financial condition and results of operations.

As an additional protection to ensure compliance
with our principal bilateral agreements, when our board of directors are notified by any shareholder of its intent to have any direct or indirect transfer of our capital stock (including a change in the ultimate beneficial ownership by Colombian
shareholders) affecting the substantial ownership of the shares by Colombian nationals, the board of directors (excluding any directors having a personal economic interest in such transfer) shall determine, after consultation with more than one
independent and internationally recognized aviation counsel, that such transfer would likely result in a violation of bilateral agreements causing our legal ability to engage in the aviation business or to exercise our international route rights to
be revoked, suspended or materially inhibited, in each case in a manner which would materially and adversely affect us.

This
shareholders agreement shall remain in effect until such time as our board of directors (excluding any directors having a personal economic interest in any such transfer then proposed) determines that this undertaking is no longer necessary to
ensuring our compliance with bilateral treaties material to us.

Under this shareholders agreement, all determinations of our board
of directors shall take into account the interests of our various shareholders and shall be made subject to each directors duty to exercise his or her duties in accordance with Colombian law.

Even though it is possible that we may be able to obtain waivers of any future non-compliance with these requirements under our bilateral
agreements, their mere existence may deter a non-Colombian entity from acquiring control of us as well as limit our future flexibility to sell additional shares or conduct a recapitalization.

El Salvador

Overview

Taca International is a sociedad anónima duly organized and validly existing under the laws of El Salvador. It is duly qualified
to hold property and transact business as a sociedad anónima, and holds all licenses, certificates and permits from governmental authorities necessary for the conduct of its business as now conducted. All consents, licenses, approvals,
registration and authorizations as may be required in connection with providing airlines services under applicable Salvadoran laws have been obtained or affected and are in full force and effect.

By means of Legislative decree No. 126 dated September 1972, Taca International was named as a national air carrier, for the effect of
being considered as such in the countries where it provides or is willing to provide Air transport services. Effective legal control and principal place of business is still established in El Salvador.

The failure to maintain the required foreign and domestic governmental authorizations, will adversely affect our operations. We are subject to
national and international regulations which may vary frequently and are out



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of our control. These may result in an increase of costs and/or operational requirements and restrictions. Also, there is instability concerning governmental policies, due to highly polarized
political environment, ranging from a left-to right-wings perspective which does not provide the expected continuity and stability in economic and fiscal issues.

The government of El Salvador has declared an open skies policy when negotiating air transport agreements and the traffic rights.
Currently, the Civil Aviation law was reformed to provide for an open skies regime and, as a result, is now open skies based on reciprocity. This new regime includes up to seventh air freedom specifically for cargo operations.

Authorizations and licenses

The Civil Aviation Law of El Salvador requires that airlines authorized for the operation of national or international air transport possess an
Operation Certificate and an Operating Permit issued by the Autoridad de Aviación Civil, or AAC. An Operating Permit sets forth the routes, rights and the frequency of the flights that are permitted to be flown. An Operating Permit is valid
for five years and must be modified each time a carrier intends to add or cancel new routes or flight frequencies. In addition, a carrier is also required to present revised itineraries to the AAC each time it intends to change its schedules, the
aircraft servicing its routes and flight and route frequencies. We possess the required operating certificates and permits and are in compliance with all regulations requiring the presentation of revised itineraries.

The Civil Aviation Law of El Salvador requires that carriers register their aircraft with the Salvadoran Civil Aviation Registry, or RAS,
which is maintained by the AAC, and such aircraft are subject to periodic inspection by the AAC. The AAC is responsible for certifying that each aircraft in a carriers fleet meets the safety standards required by the AACs aeronautical
regulations. Each of our aircraft that flies to El Salvador is properly registered and certified with the AAC. Only Tariffs must be filed.

Apart from local governments we are regulated by the Federal Administration Authorization and Transport Security Agency, from the United
States. Most of Taca Internationals aircraft are registered at the United States. Therefore, we are subject to directives, and regulations imposed by the United States, which represent high expenditures for us.

In addition, there is currently a bill underway to modify the Migration Law, which may affect our operations.

Air transport agreements

El Salvador is subject to multilateral and/or bilateral air transport agreements that provide for the exchange of air traffic rights between El
Salvador and various other countries. Until recently El Salvador has been actively negotiating such agreements, seven of which in the past four years are under ratification of the countries party to the agreements. Nevertheless, it holds Memoranda
of Understanding, or MOUs, that provide for immediate force and effect of the provisions contained therein. Operations to countries where there is no Air Transport Agreement, have been negotiated under reciprocity, such is the case with Costa Rica,
Peru and Panama.

Notwithstanding the agreements, we are subject to permits, laws, regulations and operational restrictions provided by
each of the countries where we are willing to operate, and these laws, regulations and restrictions may vary frequently and are out of our control. Those may result in an increase in our costs and/or operating registrations.

Passenger flow separations

In 2016, El Salvador International Airport Monseñor Oscar Arnulfo Romero y Galdámez was audited by ICAO and TSA and was found in
non-compliance with their standards, stablished in Annex 17 of the Chicago Convention. As a result, security concerns were raised, demanding a second inspection to operations to and from El Salvador as a short term measure, and insisting on the need
to address passenger flow separations as a mid/long-term measure, to avoid being placed on the blacklist of countries without proper security measures.



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Notwithstanding the above-mentioned, ICAO Annex 17 standards (4.4.2 and 4.5.2 in particular)
allow States to exempt transfer passengers and hold baggage from screening under the condition that a formal Recognition of Equivalence (RoE) with the State of origin has been established. We are working closely with the government of El
Salvador to encourage them to implement the Recognition of Equivalence. To that end, we issued a formal proposal to the government of El Salvador in the second semester of 2016 which is currently under governmental review.

Finally, El Salvador government is currently working on the designs for the new airport, which will include passenger flow separations. In
addition , the El Salvador government is working to comply with ICAO standards in the medium to long term.

Bilateral and open skies
agreements

El Salvador is currently a party to a multilateral agreement known as CA-4, between Guatemala, Honduras, Nicaragua and
El Salvador, which among other things allows airlines from such countries to operate between them as if they were domestic flights. No cabotage is allowed. El Salvador is also a party to Air Transport Agreements and/or MOUs with the following
countries: Spain, Mexico, United Kingdom, Ireland, Cuba, China (Taiwan), Ecuador, the United Arab Emirates, Qatar, Chile, Colombia, Canada (agreement is under ratification).

Safety rating

El
Salvador currently possesses FAA Category 1 status, which allows Salvadoran airlines to operate flights to and from the United States. Category 1 status signifies that a nations aeronautical regime fulfills all necessary standards of
operational safety established by International Civil Aviation Organization, or ICAO. Receipt of Category 1 status is based upon the FAAs review of various safety standards with respect to the regulations, licensing of personnel, condition of
the aircraft, airline monitoring, pilot training, maintenance, repair and overhaul facilities and aeronautical organizations.

Foreign ownership

El Salvador does not impose any limitations or restrictions with respect to the ownership or control by foreigners of airlines organized in El
Salvador.

Antitrust regulation, enforcement

El Salvador has enacted antitrust laws and regulations which govern the transport market. These laws and regulations prohibit anticompetitive
practices between airlines. The antitrust laws and regulations provide for various enforcement actions including both civil and criminal penalties against those parties found to be in violation. There are currently no pending antitrust enforcement
actions against us in El Salvador.

Noise regulations

El Salvador has adopted noise regulations applicable to the airline industry in accordance with the ICAO standards. These regulations provide
that no person can operate an aircraft to or from an airport in El Salvador which does not comply with the noise regulations as set forth in Annex 16 of the ICAO standards. Each of our aircraft that flies in El Salvador complies with applicable
noise regulations imposed by El Salvador.

Costa Rica

Overview

LACSA is
a sociedad anónima duly organized and validly existing under the laws of Costa Rica. It is duly qualified to hold property and transact business as a sociedad anónima, and holds all licenses, certificates and permits from
governmental authorities necessary for the conduct of its business as now conducted. All consents, licenses, approvals, registration and authorizations as may be required in connection with LACSA being an entity providing airlines services under
applicable laws of Costa Rica have been obtained or affected and are in full force and effect. Effective legal control and principal place of business is still established in Costa Rica.



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The failure to maintain the required foreign and domestic governmental authorization, will
adversely affect our operations. We are subject to national and international regulations which may vary frequently and are out of our control. These may result in an increase of costs and/or operational requirements and restrictions.

Costa Rica has adopted an open skies regime for its AirTransport negotiations, based on real and effective reciprocity. Costa Rica is subject
to multilateral and/or bilateral air transport agreements that provide for the exchange of air traffic rights between Costa Rica and various other countries. Notwithstanding these agreements, we are subject to permits, laws, regulations and
operational restrictions provided by each of the countries where we are willing to operate.

Apart from local governments we are regulated
by the FAA and TSA, of the United States. Most of LACSAs aircraft are registered in the United States. Therefore, we are subject to directives, and regulations imposed by the United States, which represent high expenditures for us.

Authorizations and licenses

Costa Rican law requires airlines providing commercial air transport services to and from Costa Rica to hold an Aeronautical Operation
Certificate, or COA, issued by the Dirección General de Aviación Civil, or DGAC and an Air Transportation License/Certificate. (Certificado de Explotación) issued by the Civil Aviation Technical Council, or CTAC An
Air Transportation Certificate specifies a carriers designated routes, the equipment it may use, its permitted capacity and its flight frequencies. A carriers Air Transportation Certificate is required to be updated each time it acquires
a new aircraft, or when such airline modifies any of its routes or frequencies to a particular destination. We possess the required COA and Air Transportation Certificate as required by the DGAC. In addition, each carrier is required to present
revised itineraries to and obtain approval from the CTAC each time it intends to change its schedules. Air fares must be registered with the CTAC prior to implementation.

Costa Rican carriers are required to register their aircraft with the Costa Rican National Aviation Registry kept by the DGAC. The DGAC is
responsible for certifying the airworthiness of each registered aircraft. All registered aircraft must be re-certified each year through inspections carried out by the DGAC. Each of our aircraft that flies to Costa Rica is properly registered with
the DGAC.

In addition, there are currently law projects to modify the Civil Aviation Law, Consumers Protection Rights Law, Migration Law
and the law that regulates departures from Costa Rica, all of which may affect our operations.

Bilateral and open skies agreements

Costa Rica has entered into various bilateral agreements which allow Costa Rican airlines to fly to the United States and to and
within the Americas and the Caribbean. All international fares are filed and subject to the approval of the Costa Rican government. Costa Rica is currently a party to Air Transport Agreements and/or MOUs with the following countries: United States,
Spain, Panama, Mexico, Venezuela, Holland, China, Germany, Canada, United Kingdom, Ireland, Peru, Brazil, Argentina, the Dominican Republic, Colombia, Cuba, Chile, Ecuador, Argentina, the United Arab Emirates, Belgium, Singapore, Turkey and Qatar.

Costa Rica is the first country in the Central American region to have a full open skies agreement with Canada, which is in full force
and effect.

Safety rating

Costa Rica currently possesses FAA Category 1 status, which allows Costa Rican airlines to operate flights to and from the United States.



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Foreign ownership

Following a recent ruling by the Costa Rican Constitutional Court, there are no restrictions on foreign ownership and control of airlines
organized in Costa Rica.

Antitrust regulation, enforcement

Costa Rica has adopted certain antitrust laws which govern the airline industry. Costa Ricas antitrust laws were enacted to protect the
rights and interests of the consumer and the guardianship and promotion of the competitive process. There are currently no pending antitrust enforcement actions against us in Costa Rica.

Noise regulations

Costa Rica has adopted noise regulations applicable to the airline industry. These regulations provide that no person can operate an aircraft
to or from an airport in Costa Rica that does not comply with the noise regulations set forth in Annex 16 of the ICAO standards.

Costa
Rica has also adopted noise abatement provisions which require aircraft registered in Costa Rica to comply with at least Stage 2 noise requirements. All aircraft registered for the first time with the Costa Rican Civil Aviation Authority after
January 1, 2003 are required to comply with Stage 3 noise restrictions. Our aircraft which fly in Costa Rica comply with applicable noise regulations imposed by Costa Rica.

Peru

Overview

Peruvian law requires that all airlines organized in Peru that provide commercial services to and from Peru hold an Operations Permit valid for
a period of four years and an Air Services Operator Certificate, or ASEC, issued by the Civil Aviation Authority, or DGAC without expiration. Both must be modified each time a carrier modifies the characteristics of its service. An Operations Permit
specifies a carriers designated routes, the equipment it may use, its permitted capacity and its flight frequencies.

Peruvian law
requires that carriers register their aircraft in the Public Aircraft Registry of the Registry Office of the National Superintendency of Public Registrar, or SUNARP. The DGAC is responsible for issuing a Conformity Certification of airworthiness for
each aircraft in a carriers fleet. This certification is valid for two years and must be renewed thereafter. Additionally, the DGAC approves all technical aspects of a carriers operation and such operations are reviewed by the DGAC as
modifications or changes arise. We possess the required Operations Permit and ASEC as required by the DGAC and our aircraft which fly in Peru are properly registered with the SUNARP, and all other permits required by Peruvian law.

Bilateral and open skies agreements

Peru has entered into 37 bilateral agreements and other memoranda of understanding, several of which are open sky agreements, which allow
Peruvian airlines to fly to the United States and various countries in South America, Central America, Europe, Africa and Asia.

Safety

Peru
currently possesses FAA Category 1 status which allows Peruvian airlines to operate flights to and from the United States.

Foreign
ownership

Peruvian law requires that National Airline Services can only be provided by Peruvian natural persons and
legal entities. A Peruvian legal entity is an entity that complies with the following requirements:



| |  |  | the entity has its principal domicile in Peru;
| | - |  | ----------------------------------------------



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| |  |  | more than a majority of the directors, managers and people who control the entitys management must be Peruvian nationals or must be permanently domiciled in Peru;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the legal entitys property must substantially be Peruvian; and
| | - |  | ---------------------------------------------------------------



| |  |  | at least 51% of the entitys stock must be under the control of stockholders that are Peruvian nationals who are permanently domiciled in Peru.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | in addition, Peruvian law further requires that a Peruvian legal entity:
| | - |  | ------------------------------------------------------------------------



| |  |  | must be organized in accordance with Peruvian law; and
| | - |  | ------------------------------------------------------



| |  |  | must indicate that its legal purpose is providing airline service.
| | - |  | ------------------------------------------------------------------

Notwithstanding the
foregoing, Peruvian regulations provide that 51% of an entitys voting stock only needs to be the property of a Peruvian national who is permanently domiciled in Peru for a period of six months commencing on the effective date of the
airlines occupational license. Upon the expiration of such term, up to 70% of an entitys voting stock may be owned by foreigners. As of the date of this annual report, we own 49% of the voting stock and 99% of the non-voting stock in our
Peruvian airline, Transamerican Airlines S.A.

Antitrust regulation, enforcement

The National Institution of Competition Defense and Intellectual Property, or INDECOPI, governs competition in the aerial transport market.
Peruvian law does not foresee any previous control mechanisms or authorization procedures for mergers or other forms of associations. It does not restrict or penalize the mere existence of dominant market positions or monopolies, but regulates
behaviors that might constitute an abuse of such positions in detriment of competitors. It therefore regulates anticompetitive practices between airlines, the registry of tariffs and the modification, cancellation or suspension of operations. There
is currently one investigation against Trans American Airlines S.A initiated by the Asociación Peruana de Empresas Aéreas (APEA), for an alleged unlawful conduct by TACA Perú. On August 26, 2015, INDECOPI concluded
the investigation and decided that the claim made by APEA has no legal grounds. However, APEA appealed the decision before the INDECOPIs tribunal on September 26, 2015, and the final decision is still pending. INDECOPI also has authority
to control passenger rights violations and has in the past years increased control over passenger rights protection and fines have been imposed to our airlines.

Noise regulations

Peru has adopted noise regulations applicable to the airline industry. These regulations provide that no person can operate an aircraft to or
from an airport in Peru that does not comply with the noise regulations set forth in Annex 16 of the ICAO standards. Our aircraft which fly in Peru comply with applicable noise regulations imposed by Peru.

Ecuador

Overview

Aerogal is a private carrier duly organized and validly existing under the laws of Ecuador. It is duly qualified to hold property and transact
business as a sociedad anónima, and holds all licenses, certificates and permits from governmental authorities necessary for the conduct of its business as now conducted. All consents, licenses, approvals, registration and
authorizations as may be required in connection with it being an entity providing air transport services under applicable laws of Ecuador have been obtained or affected and are in full force and effect.



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Authorizations and licenses

The aviation market in Ecuador is heavily regulated by the Ecuadorian Civil Aviation Authority. For domestic aviation, airlines must present
feasibility studies to secure specific route rights, and no airline may serve the city pairs with the most traffic unless that airline has aircraft with air-worthiness certificates in force. Airlines in Ecuador are obligated to add a surcharge for
fuel to their ticket prices and charge an administrative fee in connection with purchases of airline tickets, although this fee is at the discretion of the seller for Internet sales.

Aerogals status as a private carrier means that it is not required under Ecuadorian law to serve any particular route and is free to
withdraw service from any of the routes it currently serves as it sees fit, subject to bilateral agreements in the case of international service. Aerogal is also free to determine the frequency of the services it offers across its route network
without any minimum frequencies imposed by the Ecuadorian authorities.

Ecuadorian law requires airlines providing commercial passenger
service in Ecuador to maintain an Operation and Air Transportation Certificate (AOC) issued by the Ecuadorian Civil Aviation Authority. The Operation and Air Transportation Certificate lists the airlines routes, equipment used, capacity
and frequency of flights. This certificate must be updated each time a carrier acquires new aircraft, or when routes or the frequency of service to a particular destination are modified.

Ecuadorian law also requires that aircraft operated by us be registered with the Ecuadorian National Aviation Registry (Registro
Aeronautico Nacional) kept by the Ecuadorian Civil Aviation Authority, and that the Ecuadorian Civil Aviation Authority certify the air-worthiness of each aircraft in our fleet.

Furthermore, Ecuadorian airlines are subject to the authority of the Ecuadorian Civil Aviation Counsel. The Ecuadorian Civil Aviation Counsel
is in charge of granting operations permits, which contain the routes and frequencies, and evaluating the financial, technical and managerial aspects of each airline, among other things.

Under Ecuadorian commercial law, air transportation is considered a commercial activity, and therefore, certain elements of the standard terms
and conditions of air transportation agreements entered into by airlines and passengers are expressly covered under such law. Passengers in Ecuador are also entitled by law to compensation in cases of delays in excess of four hours, over-bookings
and cancellations.

Most of Ecuadorians airports are operated by the government. Currently, only the Quito, Guayaquil and Baltra
airports are privately operated through concessions.

The Convention for the Unification of Certain Rules for International Carriage by
Air, signed in Montreal, Canada on May 28, 1999, as approved and adopted by Ecuador by means of Law 701 of 2001, imposes duties upon Ecuadorian carriers with respect to their international services. Under these rules, carriers are responsible
for compliance with certain obligations regarding quality and passenger security, as well as for damages sustained in case of any death of, or bodily injury to, a passenger, which occurs on board, as well as for baggage loss or damage. This
convention applies to international transportation between Ecuador and the territory of another party to the treaty, regardless of whether there is an interruption in the transportation or a trans-shipment, or whether, prior to arriving in, or
departing from, Ecuador, there is an agreed stop-over within the territory of another state. Under Article 17 of the convention, a carrier is liable for damage sustained in case of death or bodily injury of a passenger upon condition that the
accident which caused the death or injury took place on board the aircraft or in the course of any of the operations of embarking or disembarking. Air carriers are responsible, even if not at fault, for proven damages up to 113,100 Special Drawing
Rights (SDRs), which represent a mix of currencies established by the International Monetary Fund. For damages above 113,100 SDRs, the carrier may avoid liability by showing that the accident that caused injury or death was not due to its negligence
or was the fault of a third party. In the case of cargo business, the liability of the carrier is absolutely limited to 19 SDRs/Kg. These provisions also cover baggage and delay.



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Security

Parts 107 and 108 of the Ecuadorianregulaciones técnicas de la DAC, or RDAC, regulate all aspects of civil aviation security,
including, (i) implementation of certain security measures by airlines and airports, such as the requirement that all passenger luggage be screened for explosives, (ii) designation of restricted areas, (iii) systems of airport
controls for identification of passengers (iv) inspection of vehicles, and (v) the transportation of explosives and dangerous goods.

Environmental regulation

We are subject to the general environmental regulations of Ecuador, and several other laws, decrees and local resolutions which regulate the
management of natural resources and their contamination. Pursuant to these regulations, we prepared an Environmental Management Plan (Plan de Manejo Ambiental), detailing the procedures to be followed in connection with any activity that has
any environmental impact, including solid and liquid waste management, hazardous waste management and the management of effluents and noise. Additionally, we must maintain certain permits and authorizations for the use and management of natural
resources, such as discharge and emissions permits, and maintain our environmental impact within required levels. If we fail to maintain the relevant permits and authorizations or to abide by the environmental regulations, we may be subject to
penalties or fines.

In addition, the RDAC contains a general environmental policy establishing that the Ecuadorian Civil Aviation
Authority must comply with Ecuadorian environmental regulations and must require the compliance of parties involved in the Ecuadorian civil aviation industry. The RDAC includes provisions and guidelines relating to noise and effluents that must be
followed in the provision of aviation services. The RDAC requires that noise levels be kept below levels established under Ecuadorian law. Compliance is evidenced by means of a certificate (Certificado de Homologación de Ruido) that
must be obtained for each aircraft from the Ecuadorian Civil Aviation Authority or the competent authority of each country member of ICAO. If noise levels exceed the limits, the Ecuadorian Civil Aviation Authority has the power and authority to
sanction and penalize us with fines.

If the Ecuadorian Civil Aviation Authority determines that our operations or facilities do not meet
the RDAC standards or otherwise fail to comply with Ecuadorian environmental regulations, we could be subject to a fine. In addition, failure to comply with these regulations could adversely affect us in a variety of other ways, including by
negatively impacting our reputation.

Fuel price

In 2015, the President of Ecuador issued Decree No. 799, changing the fuel pricing formula in the country. The decree establishes that
Ecuador is moving away from Platts-based pricing (weekly) to a price set by Petroecuador (on a monthly basis). The new price is based on the weighted average cost of imported and domestic product, plus transport, production and profit margin.
Furthermore, this price is compared with those of neighboring countries and the highest is chosen as the new price.

The methodology and
formula used by the above mentioned decree is different from international industry standards, and results in an increase in the price of Jet A1 fuel used in aviation.

Considering the above, the regional and local airline associations (ALTA and ARLAE, respectively), and IATA, have sent a number of
communications to the authorities in order to review a pricing formula that would not compromise jet fuel volumes sold by Petroecuador, the growth of the aviation industry and ultimately its impact on the countrys economy.

The industry will continue its efforts to set a new pricing mechanism and avoid an unstable situation with high risks for airlines operating
in Ecuador.



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Bilateral agreements

With respect to our international services, our plans to introduce new destinations and increase the frequency of existing services depend,
among other things, upon the allocation of route rights, a process over which we do not have direct control. Route rights are allocated through negotiations between the government of Ecuador and the governments of foreign countries and are set forth
in bilateral agreements. If we are unable to obtain route rights, we will re-allocate capacity within our route network as appropriate.

Bilateral agreements between countries also regulate other aspects of our commercial cargo and passenger air transport relations, including
the designation of carriers and aircraft capacity restrictions and requirements. They may also establish minimum safety, security, customs and environmental requirements for each designated carrier. These agreements can be modified upon the
agreement of the relevant countries at any time prior to their expiration dates. Our principal bilateral agreements include those with the United States, Spain, the Andean Pact countries (Colombia, Peru and Bolivia), Venezuela, Brazil, the
Netherlands, Argentina, Panama, Mexico and Chile. The bilateral agreement with the United States, which granted 120 weekly flights to Ecuadorian carriers and 120 weekly flights to U.S. carriers, was modified on June 4, 2010. In addition, the
following routes were added for Ecuador: (i) from Ecuador via 15 intermediate points to Miami, Orlando, Washington, New York, Chicago, Los Angeles, and four additional points in the United States and beyond Madrid, Montreal and Toronto; and
five additional points in Europe via code share; (ii) as of July 1, 2011, five additional points in the United States that were selected by Ecuador and five additional points in the United States that were selected by Ecuador for code
share only; and (iii) as of July 1, 2012, five additional points in the United States that were selected by Ecuador for code share only. There is an open sky policy for all cargo services. The bilateral agreement with Spain,
which was modified in July 2003, grants 14 weekly flights. The following routes are to be determined: from Ecuador via points in Colombia, Venezuela and points in the Caribbean to Madrid and/or Barcelona, and points in France, Italy and Germany in
both directions. Fifth freedom rights should be negotiated for each case.

The Ecuadorian Civil Aviation Authority allocates rights
obtained pursuant to bilateral agreements to specific airlines. In 2014, the Ecuadorian Civil Aviation Authority authorized us to operate new international weekly flights, including flights within the Andean Pact Operation Permit. We operate routes
from Quito and/or Guayaquil to Bogotá, with 49 frequencies per week from Quito to Lima with the following points from Santa Cruz (14 frequencies per week), La Paz (seven frequencies per week) and Bogotá (three frequencies per week) and
seven flights from Panama to Quito. In 2014, we obtained 21 frequencies per week to Panama, increased to 25 frequencies per week in 2015, seven frequencies to Aruba and seven to Curaçao. Ecuador has open skies agreements with the
Andean Pact countries pursuant to which there are no regulations on the numbers of flights to such destinations.

Over the last 25 years
the global airline industry has been shifting to increasing acceptance of liberalized and open skies air transport agreements among nations. For example, open skies agreements currently exist among the countries of the
European Union, and during the first quarter of 2007 were agreed to between the European Union and the United States. In Latin America, open skies agreements exist among Colombia, Ecuador and Peru and among the United States, Chile,
Panama, Venezuela and the countries of Central America. As a general matter, these liberalized or open skies air transport agreements serve to (i) reduce (or, in the case of open skies, eliminate) restrictions on route
rights, designated carriers, aircraft capacity or flight frequencies and (ii) promote competitive pricing.

As a result of this
continuing trend toward liberalized air transport agreements, a number of countries to which we fly, including the United States, have been negotiating with the Ecuadorian government to liberalize its bilateral agreements with such countries and to
permit more flights to and from Ecuador. We believe that it is likely that the Ecuadorian government will eventually liberalize the current restrictions on international travel to and from Ecuador by, among other things, granting new route rights
and flights to competing airlines and generally promoting increased numbers of market participants on routes we serve. As a result of such liberalization, we could face substantial new competition, which may erode our pricing and market share and
have a material adverse effect on our financial position and results of operations. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to Our CompanyWe face increasing competition from other international airlines
due to the continuing liberalization of restrictions traditionally affecting the global airline industry.



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Ownership and control

The Ecuadorian Civil Aviation Law was changed in 2001 eliminating a 40% limitation on foreign investment in Ecuadorian airlines, and stated
that, from an Ecuadorian law perspective, there were no restrictions on foreign investment in Ecuadorian airlines. However, some of Ecuadorians bilateral agreements do restrict foreign involvement in Ecuadorian airlines. For example, bilateral
agreements entered into by Ecuador with the United States, Spain, the United Kingdom, France, Germany, Switzerland, all contain requirements that each designated airline remain substantially owned and effectively controlled by an Ecuadorian
governmental entity or Ecuadorian nationals.

Currently, the bilateral agreements establish that each of the countries may deny, revoke or
impose any conditions deemed necessary upon an airlines operating permit in the event it determines that there is not sufficient evidence that a substantial proportion of ownership and effective control of the airline is held or exercised by
Ecuador or its nationals. These ownership and control restrictions have not been expressly defined in the bilateral agreements, in terms of percentage thresholds or otherwise, and therefore should be interpreted according to the Vienna Convention on
the Law of Treaties.

Agreements entered into by Ecuador with Bolivia, Colombia, Peru and United Kingdom, among others, require that our
relevant operating subsidiaries be incorporated, have our principal domicile, management, operation, technical maintenance operations and offices within the Ecuadorian territory.

U.S. Regulation of Airline Flights

Service to the United States by non-U.S. airlines is subject to Title 49 of the U.S. Code, under which the DOT, the FAA and the TSA exercise
regulatory authority. The U.S. Department of Justice also has jurisdiction over airline competition matters under the federal antitrust laws. The provision of foreign air transportation, i.e., the transportation of persons, property or mail by
aircraft as a common carrier between a place in the United States and a place outside the United States), by non-U.S. airlines is subject to several U.S. laws and regulations and falls under the jurisdiction of a number of federal agencies. For
example, in order for a non-U.S. airline to provide scheduled or charter service to the United States, it must have economic route authority from the DOT (in the form of a foreign air carrier permit or exemption authority), safety authority from the
FAA (in the form of operations specifications) and a Transportation Security Administration (TSA) approved model security program addressing aviation security. In additional, non-U.S. airlines serving the United States are subject to extensive
aviation consumer protection regulations of DOT under that agencys statutory authority to prohibit unfair and deceptive practices and unfair methods of competition in air transportation or the sale of air transportation, as well as various
civil rights requirements of the DOT, including access to air travel for persons with disabilities and anti-discrimination laws. Moreover, such airlines are subject to ongoing aviation security directives imposed by the TSA, and border security,
customs, immigration, and agriculture inspection requirements administered by U.S. Customs and Border Protection (CBP). Both TSA and CBP are agencies within the U.S. Department of Homeland Security. Each of the DOT, FAA, TSA and CBP have authority
to investigate and institute proceedings to enforce their regulations and assess civil penalties and/or suspend or revoke permits, licenses or authorizations for violations of those regulations. Our carriers serving the United States, including
Avianca (Colombia), Tampa Cargo (Colombia), Taca International (El Salvador), LACSA (Costa Rica) and Trans American Airlines (Peru), hold various permits, licenses and authorizations issued by the foregoing federal agencies, and the modification,
suspension or revocation of such authority could have a material adverse effect on the business.

Authorizations, licenses and other
requirements

DOT

DOT primarily regulates economic matters pertaining to air services, including the provision of foreign air transportation by non-U.S.
airlines. Our carriers serving the United States hold all required economic route authorities from the DOT, allowing each such carrier to engage in foreign air transportation from points behind its homeland via its homeland and intermediate points
to a point or points in the United States and beyond, to the full extent permitted under the open skies bilateral air services agreement between each carriers homeland government and the government of the United States. These
authorities are held either in the form of a foreign air carrier permit or exemption authority.



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Avianca, TACA, LACSA and Trans American Airlines also hold exemption authority from the DOT
permitting them to jointly use the trade name Avianca and use the AV designator code in their services in foreign air transportation to and from the United States.

Foreign air carrier permits are issued for an indefinite duration and, before they become effective, are subject to presidential review for
U.S. foreign policy and national security considerations. Exemption authority is issued for a shorter duration, typically between one and two years, and is not subject to presidential review. Exemptions must periodically be renewed upon submission
of a renewal application, and may be amended, modified or suspended by DOT at any time without having to first give the airline notice and a hearing. In contrast, DOT generally may not amend, suspend or revoke a foreign air carrier permit without
providing the subject carrier the opportunity for a hearing. Exemptions and foreign air carrier permits both carry a number of conditions, including compliance with DOT, FAA, TSA and CBP regulations.

A number of our carriers serving the United States also participate in code-sharing operations on such flights, wherein a carriers
designator code is used to identify a flight operated by another carrier. For example, a number of scheduled flights that our carriers operate to and from the United States display the UA designator code of United Airlines and, as noted
above, TACA, LACSA and Trans American Airlines, when operating scheduled flights to and from the United States, display the AV designator code of Avianca. To engage in code-sharing on flights to and from the United States, the operating
carrier must hold a DOT statement of authorization issued under 14 C.F.R. Part 212, with such approval subject to various conditions. Our carriers that display the code of another carrier on flights operated to and from the United States hold all
required DOT statements of authorization to engage in such arrangements. We believe the operations of our carriers serving the United States are in material compliance with DOT requirements.

FAA

Our carriers serving
the United States hold operations specifications issued by the FAA pursuant to 14 C.F.R. part 129. The FAA can amend, suspend, or revoke those specifications, including in cases where the carrier fails to comply with FAA regulations.

In addition, under the FAAs the International Aviation Safety Assessment (IASA) program, the FAA periodically assesses another
countrys oversight of its air carriers that operate, or seek to operate, into the United States, or engage in code-sharing with a U.S. carrier, to determine whether the oversight complies with safety standards established by the ICAO and, if
so, assigns the country a Category 1 rating. Each of the homelands for our carriers that operate to and from the United States has been rated Category 1 by the FAA. As a result, such carriers may continue their U.S. services in a normal manner and
take part in reciprocal code-sharing arrangements with U.S. carriers. If the IASA rating of any of our carriers homelands were to be downgraded in the future, it could prohibit us from increasing service to the United States and would lead
United Airlines to suspend the placement of its codes on flights operated by the carrier from the downgraded homeland country. We believe the operations of our carriers serving the United States are in material compliance with FAA requirements.

Security

On
November 19, 2001, the Aviation and Transportation Security Act, or the Aviation Security Act (ATSA) became U.S. law. This law put substantially all aspects of civil aviation security under direct federal control and created the TSA, an agency
of the Department of Homeland Security, which assumed the security responsibilities previously held by the FAA. The Aviation Security Act requires, among other things, the implementation of certain security measures by airlines and airports, such as
the requirement that all passenger bags be screened for explosives. Pursuant to the ATSA, the TSA has issued, and continues to issue, several regulations governing foreign air carrier security. The regulations require foreign air carriers to adopt
and implement a security program that covers security for operations and threat response. Our carriers serving the United States have adopted and implemented a security program in accordance with those regulations. The TSA also requires our
passenger carriers serving the United States to implement the Secure Flight Program, which requires such carriers to collect certain personal information from passengers and transmit that information to TSA for comparison against watch lists
maintained by the U.S. federal government.



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The TSA has additional legal authority to implement numerous other security procedures and
requirements which will continue to impose burdens on airlines, passengers and shippers. We believe the operations of our carriers serving the United States are in material compliance with TSA requirements.

Other regulations

Our carriers serving the United States are subject to other regulations promulgated by CBP as well as the Animal and Plant Health Inspection
Service (APHIS) of the Department of Agriculture. CBP agents inspect baggage and cargo to ensure, among other things, that such items meet APHIS regulations related to the importation of animal and plant products. Also, CBP officers are responsible
for immigration controls and other security controls, such as the transmittal of passenger information via APIS, the Advanced Passenger Information System. We believe the operations of our carriers serving the United States are in material
compliance with CBP and APHIS requirements.

European Regulation

Carriers must obtain individual operational permits or equivalent documents related to traffic rights in the framework of
agreements between EU member States and third countries.

Notwithstanding, the European Parliament and the European Council tasked the
European Aviation Safety Agency (EASA) to manage a single European system for vetting the safety performance of foreign air carriers. In doing so, EASA issues safety authorizations to foreign air carriers known as Third Country Operators (TCO) when
satisfied that they comply with minimum international (ICAO) safety standards.

Taking this into account, we currently operate to Spain
and therefore we are subject to Spanish DGAC (Dirección General de Aviación Civil) regulation and authorizations. Our license to operate to certain destinations in Spain and the number of frequencies we operate is reviewed on a
semi-annual basis. We must also comply with special noise abatement procedures required by the Madrid airport. In addition, on October 10, 2014, the Catalan authority (Generalitat de Cataluña), enacted Law 12 of 2014 to create a
new tax on nitrogen oxide emissions to the atmosphere caused by commercial aviation.

In addition, since July 2014, we have been operating
to London and therefore, we are subject to Englands Civil Aviation Authority (CAA) regulation and authorizations. Our license to operate to certain destinations in United Kingdom and the number of frequencies we operate is reviewed on a
semi-annual basis.

At the time of writing this annual report, we also are authorized by EASA to perform commercial and transport
operations into, within or out of the EU territory subject to the provisions of the Union Treaty, and applicable governmental authorizations

On the other hand, currently, the European Parliament and the European Council is proposing to amend Regulation (EC) No 261/2004, which
establishes common rules on compensation and assistance to passengers in the event of denied boarding and cancellation or long delay of flights.

In addition, they are also seeking to amend Regulation (EC) No 2027/97 regarding the air carrier liability with respect to the carriage of
passengers and their baggage.

Furthermore, and in order to further support the ICAO process and remaining work on CORSIA, the Commission
proposed to continue the current approach for aviation under the ETS beyond 2016 (intra-EEA scope). The European Commissions proposal requires approval by the European Parliament and the Council. It is important that the ETS amendment is in
force before the deadline for surrendering allowances on 30 April 2018.



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As of the date of this annual report, these projects are still under discussion and therefore
their final versions may vary substantially from the proposed versions.

Other Jurisdictions

We are also subject to regulation by aviation regulatory bodies which set standards and enforce national aviation legislation in each of the
other jurisdictions to which we fly. These regulators may exercise powers associated with their duties potentially including the ability to set fares, enforce environmental and safety standards, levy fines or restrict operations within their
respective jurisdictions. We cannot predict how these various regulatory bodies will act in the future, and the evolving standards enforced by any of them could have a material adverse effect on our operations



|C. | Organizational Structure
|-- | ------------------------

The following is a simplified organizational chart showing our
principal subsidiaries as of December 31, 2016:



LOGO



|(1) | Service Companies includes various special purpose vehicles formed to contract personnel and provide operating and other services.
|--- | ------------------------------------------------------------------------------------------------------------------------------------

|(2) | Aircraft Ownership Entities includes special purpose vehicles organized for the financing of aircraft.
|--- | --------------------------------------------------------------------------------------------------------

|(3) | Participation through different vehicles.
|--- | -----------------------------------------

|(4) | Participation through different vehicles, including voting and non-voting shares.
|--- | ---------------------------------------------------------------------------------

Avianca,
Tampa Cargo, LACSA, Trans American Airlines and Taca International, are our operating airline subsidiaries in Colombia, Costa Rica, Peru and El Salvador, respectively. Grupo Taca Holdings Limited is a holding company.



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|D. | Property, Plants and Equipment
|-- | ------------------------------

Premises

Our principal administrative offices are located at Avenida Calle 26, No. 59  15, Centro Administrativo, Bogotá, Colombia,
approximately nine kilometers away from El Dorado International Airport, which covers approximately 14,476 square meters. We also have an office building in San Salvador, which covers approximately 25,000 square meters, which serves as our
headquarters for our hub in San Salvador. Both of these properties are owned by us.

Other Property

The aviation center M.R.O (Maintenance Repair and Overhaul) was opened in September 2016, at José María Córdova
International Airport in Rionegro, approximately 36 kilometers from Medellín, Colombia. The aviation center covers approximately 42.125 square meters, Avianca pays approximately $77,344 per month for this leased property.

The C.E.O facility (Centro de Expericiencia Operacional), located close to Bogotás El Dorado International Airport. This facility opened
in August 2016. It serves as an educational training center for pilots, flight attendants and technicians, as well as for the rest of our employees from different administrative areas. The new operational training center covers approximately
23.713 square meters, including, 60 classrooms, and six simulator positions. We expect to add three more simulators in 2017.

At Puente
Aéreo, we lease maintenance hangars, operations offices, aircraft parking spaces, and commercial spaces from OPAIN for approximately $334,725 per month, which covers approximately 62,010 square meters. We estimate that the entire
Colombian domestic flight operation will move to terminal 1 of El Dorado International Airport in September 2017, reducing connecting times and improving passenger ́s travel experience with Avianca At El Dorado International Airport, we lease
maintenance hangars, operations offices, counter space, parking spaces and other operational properties from OPAIN. In addition, we lease two VIP Lounges to attend our frequent flier and business customers; a temporary lounge for Domestic flights
that covers 783 square meters, and an international lounge that covers 2.051 square meters. Avianca currently leases a total area of approximately 55.824 square meters, and pays $ 766,000 per month.

We own an office building in San José, Costa Rica which covers approximately 16,400 square meters. This location serves as our headquarters for our
operations in Costa Rica.

At Juan Santa Maria Airport, located in San José, Costa Rica, Avianca leases maintenance hangars,
operations offices, counter space, and other operational properties from Alterra for approximately $49,000 per month, which covers approximately 3,134 square meters.

Avianca leases two different office space areas in Lima Peru, located in Miraflores (728 square meters) and in San Isidro (220 square meters), with aggregate
payments of $22,650 per month in rent.

At Jorge Chavez International Airport , we lease maintenance hangars, operations offices, counter
space, aircraft parking spaces and other operational properties from Lima Airport Partners covering approximately 13,625 square meters. We pay approximately $113,926 per month for this leased property.

At Mariscal Sucre International Airport in Quito, Ecuador, we lease maintenance hangars, operations offices, counter space, aircraft parking
spaces and other operational properties from QUIPORT. We pay approximately $55,411 per month for this leased property covering approximately 8,200 square meters.

At Jose Joaquin Olmedo International Airport, we lease maintenance hangars, operations offices, counter space, parking spaces and other
operational properties from TAGSA. We pay approximately $14,360 per month for this leased property covering approximaely 84 square meters.



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At Comalapa International Airport, we lease maintenance hangars, operations offices, counter
space, parking spaces, VIP Lounge and other operational properties from CEPA. We pay approximately $37,112 per month for this leased property covering approximately 51,815 square meters.

We also have approximately 118 leases at the different airports we operate at for check-in, reservations, gates, ticket-office sales,
maintenance offices and cargo areas. In addition, we lease approximately 96 office spaces in the main countries where we operate for direct ticket sales. We pay approximately $1,405,711 per month for these leased properties.

The duration of these lease agreements varies. In most cases they are long-term leases with monthly rent obligations. The lease agreements
differ from each other in aspects such as payment terms and exit windows that enable us to terminate the agreement prior to its scheduled expiration. In some of the agreements, the lessor is entitled to terminate the agreement at any time without
cause, subject to prior notice.

Construction, expansion and improvement

For a description of our plans to construct, expand and improve our facilities, see Item 4. Information on the CompanyPart B.
Business OverviewAirport Facilities and Item 4. Information on the CompanyPart B. Business OverviewMaintenance and Item 4. Information on the CompanyPart B. Business OverviewOperational Training
Center.



|Item 4A. | Unresolved Staff Comments
|-------- | -------------------------

None.



|Item 5. | Operating and Financial Review and Prospects
|------- | --------------------------------------------

The following discussion of our financial
condition and results of operations should be read in conjunction with our audited consolidated financial statements as of December 31, 2014, 2015 and 2016 and the notes thereto included elsewhere in this annual report, as well as with the
information presented under the sections entitled Presentation of Financial and Other Information, Item 3. Key InformationPart A. Selected Financial Data and Item 10. Additional InformationExchange
ControlsExchange Rates. The following discussion contains forward-looking statements that involve risks and uncertainties. Our actual results may differ materially from those discussed in the forward-looking statements as a result of
various factors, including those set forth in Forward-Looking Statements and Item 3. Key InformationPart D. Risk Factors.

On December 11, 2012, our board of directors approved our adoption of IFRS as issued by the IASB. We used a transition date of
January 1, 2011, and therefore our consolidated financial statements as of and for the year ended December 31, 2012 were our first annual consolidated financial statements required to be prepared in accordance with IFRS. We have not
prepared any financial information in accordance with IFRS as of or for any prior periods, including the eleven-month period ended December 31, 2010. For periods prior to 2012, we prepared our audited consolidated financial statements solely in
accordance with Colombian GAAP.



|A. | Operating Results
|-- | -----------------

Overview

We are a leading airline in Latin America. In February 2010, we completed the combination of Avianca and Taca, two established airlines with
geographically complementary operations in the Andean region (Colombia, Ecuador and Peru) and Central America (Belize, Guatemala, Costa Rica, Honduras, El Salvador, Nicaragua and Panama). In 2016, we were the market leader in terms of
passengers carried in the domestic market of Colombia (the third largest domestic market in Latin America), according to the Colombian Civil Aviation Authority, and a leader in terms of passengers carried on international flights within the Andean
region and Central America (our home markets), according to internal data we derive from MIDT. Our strong presence within the Andean region and Central America enables us to consolidate regional passenger traffic in our hubs and provide
connectivity to international destinations, making us a leader in terms of international air passengers carried from our home markets to both North America and South America.



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We operate an extensive route network from our strategically located hubs in Colombia, Peru and
El Salvador (plus the focus markets of Costa Rica and Ecuador). We offer passenger and cargo service through approximately 5,846 weekly scheduled flights to more than 106 destinations in over 28 countries around the world. Our code share
alliances, together with our membership in Star Alliance, provide our customers with access to a worldwide network of over 1,300 destinations. During the year ended December 31, 2016, we transported approximately 29.5 million passengers
and 545,444 metric tons of cargo.

Since the combination of Avianca and Taca in February 2010, we have grown significantly. We believe we
have already achieved many revenue-enhancing synergies from the integration of Aviancas and Tacas networks, which was the initial focus of the combination. We are implementing a second stage of our integration plan focused primarily on
achieving cost-oriented synergies from greater operating and administrative efficiencies and economies of scale. Our consolidated operating revenue decreased 3.1% from $4,269.7 million in 2012 to $4,138.3 million in 2016, and our consolidated
operating profit decreased 8.0% from $280.9 million in 2012 to $258.5 million in 2016. The revenue-enhancing synergies from our network integration allowed us to optimize our route capacity and efficiency, through which we added new routes and
increased our available seat kilometers (ASKs) and our total passengers carried 29.0% and 27.7%, respectively, from 2012 to 2016 and, during the same period, our load factor increased from 79.7% to 81.1%.

Our growth has been driven primarily by our network flexibility and rising demand for passenger and cargo services in the Latin American
region and in our domestic markets. In general, our passenger revenues are driven by regional and country-specific economic conditions, competitive activity and the allocation of our capacity throughout our route network. Our passenger demand for
both international and domestic flights has risen over the past three years, driven by healthy economic conditions in our core markets in Latin America over the same period. This improvement in economic conditions was characterized by average annual
GDP growth from 2013 to 2016 in Latin America, Colombia, Peru and El Salvador of approximately 0.8%, 3.7%, 3.9% and 2.0%, respectively. This increased demand, together with our efforts to optimize our route network following the Avianca-Taca
combination, have created opportunities for us to optimize our network and thus carry more business and leisure passengers and increase our capacity and route network while maintaining a stable load factor.

Our operating expenses decreased by 6.3% for the year ended December 31, 2016, compared to the prior year, primarily as a result of the
reduction of fuel prices and cost efficiencies despite of the growth in our operations. Our CASK excluding fuel decreased 6.8% for the year ended December 31, 2016 compared to the prior year. We are now implementing the second stage of our
integration plan, which focuses primarily on cost-efficiency improvements to support our capacity growth in ASKs, as well as the growth in our strategic business units, such as cargo and loyalty programs, and integrating the Avianca and Taca legacy
operational and administrative platforms to achieve cost-oriented synergies from greater efficiencies and economies of scale.

Our
operating revenue is derived primarily from passenger transportation. During the year ended December 31, 2016, we derived approximately 79.4% of our operating revenue from passenger transportation, and 20.6% from our cargo and other operations
and other sources, including our LifeMiles loyalty program and maintenance, training and other airport services provided to other carriers.

Results of Operations

Operating
revenue

Passenger revenue. We recognize passenger revenue, including revenue from redemption of miles under our
LifeMiles loyalty program, when transportation service is provided, which we refer to as flown revenue. Passenger revenue is a function of the capacity of our aircraft on the routes we fly, our load factors and our yields. Our
passenger capacity is measured in terms of available seat kilometers (ASKs), which represent the number of seats available on our aircraft multiplied by the number of kilometers the seats are flown. Our passenger usage is measured in terms of
revenue passengers kilometers (RPKs), which represent revenue passengers multiplied by the kilometers these passengers fly. We calculate load factors, or the percentage of our capacity that is actually used by paying customers, by dividing RPKs by
ASKs. Our passenger yield is the average amount that one passenger pays to fly one kilometer.



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Fares for unused tickets that are expected to expire are recognized as revenue based on
historical data and experience. We perform periodic evaluations of our air traffic liability relating to unused tickets, and any resulting adjustments to revenue, which can be significant, are recorded in our consolidated statement of comprehensive
income. These adjustments relate primarily to the differences arising from actual events and circumstances such as historical fare sale activity and customer travel patterns which may result in refunds, exchanges or forfeited tickets differing
significantly from estimates. We evaluate these estimates and assumptions and adjust air traffic liability and passenger revenues as necessary.

Cargo and other. We recognize cargo and courier revenue when transportation and/or services are provided. We carry cargo in our
dedicated freighter fleet and, to the extent we have excess capacity, in the bellies of our passenger aircraft. We operate our domestic Colombian courier operations primarily through our DEPRISA brand. Our cargo yield is the average price
paid per one kilometer to fly one metric ton of cargo. Cargo revenue is a function of the total metric tons of cargo carried and cargo yield. Courier revenue is a function of the number of packages shipped and the price per package. Our cargo
capacity is measured in terms of available ton kilometers (ATKs), which represent our cargo metric ton capacity multiplied by kilometers flown. Our cargo usage is measured in terms of revenue ton kilometers (RTKs), which represent the total metric
tons carried multiplied by the kilometers the cargo is flown. Our cargo load factor is determined by dividing RTKs by ATKs.

Our other
revenue-generating activities consist primarily of sales of LifeMiles program rewards to commercial partners and members of the program (net of the value of the underlying rewards which, when redeemed, are recognized as passenger revenue).
Our other revenues also include air transport-related services such as maintenance, crew training and other airport services provided to other carriers through our Avianca Services division, as well as service charges and ticket penalties.
Aircraft and property leases, marketing rebates, duty-free sales, charter flights and other general operating revenue are also included in this category.

The following table sets forth our capacity, load factors, yields and operating revenue per available seat kilometer (RASK) for the periods
indicated:



|                                        |  |                         |        |   |      |  |        |      |  |  |        |  
|--------------------------------------- |  | ----------------------- | ------ | - | ---- |  | ------ | ---- |  |  | ------ | -
|                                        |  | Year Ended December 31, |       
|                                        |  | 2016                    |        |   | 2015 |  |        | 2014 | 
|Passenger:                              |  |                         |        |   |      |  |        |      |  |  |        |  
|Capacity (in ASKs, in millions)         |  |                         | 47,145 |   |      |  | 44,513 |      |  |  | 41,052 |  
|Load factor(1)                          |  |                         | 81.1   | % |      |  | 79.7   | %    |  |  | 79.4   | %
|Yield (in U.S. cents)(2)                |  |                         | 8.6    |   |      |  | 9.7    |      |  |  | 11.8   |  
|Total passengers (in thousands)         |  |                         | 29,480 |   |      |  | 28,290 |      |  |  | 26,230 |  
|Cargo(3):                               |  |                         |        |   |      |  |        |      |  |  |        |  
|Capacity (in ATKs, in millions) (4)     |  |                         | 2,346  |   |      |  | 2,152  |      |  |  | 1,810  |  
|Load factor(5)                          |  |                         | 55.0   | % |      |  | 58.5   | %    |  |  | 61.0   | %
|Yield (in U.S. cents)(6)                |  |                         | 0.38   |   |      |  | 0.44   |      |  |  | 0.44   |  
|Cargo (in thousands of metric tons)
(7) |  |                         | 545    |   |      |  | 540    |      |  |  | 461    |  
|RASK (in U.S. cents)(8)                 |  |                         | 8.8    |   |      |  | 9.8    |      |  |  | 11.5   |  



|(1) | Percentage of aircraft seating capacity that is actually utilized by paying customers. We calculate passenger load factors by dividing revenues passenger kilometers (RPKs) by available seat kilometers (ASKs).
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Average amount one passenger pays to fly one kilometer.
|--- | -------------------------------------------------------

|(3) | Includes courier services.
|--- | --------------------------

|(4) | ATKs does not include domestic Ecuador. Includes Aerounion since October 22, 2014.
|--- | ----------------------------------------------------------------------------------

|(5) | We calculate cargo load factors by dividing revenue ton kilometers (RTKs) by available ton kilometers (ATKs).
|--- | -------------------------------------------------------------------------------------------------------------

|(6) | Average amount paid to fly one metric ton of cargo one kilometer.
|--- | -----------------------------------------------------------------

|(7) | Cargo does not include domestic Ecuador. Includes Aerounion since October 22, 2014.
|--- | -----------------------------------------------------------------------------------

|(8) | Operating revenue divided by ASKs.
|--- | ----------------------------------



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Operating expenses

The main component of our operating expenses is aircraft fuel expense. During 2016, fuel represented approximately 20.2% of our total operating
expenses and 19.0% of our total operating revenue. In addition to aircraft fuel, our principal operating expense categories consist of salaries, wages and benefits, sales and marketing, ground operations, aircraft rentals, maintenance and repairs,
air traffic, depreciation, amortization, and impairment, general and administrative expenses, passenger services and flight operations. A common measure of per-unit costs in the airline industry is cost per available seat kilometer (CASK) which is
generally defined as operating expenses divided by ASKs.

Aircraft fuel. Our aircraft fuel expenses refer to our
into-plane fuel cost (which includes the fuel price, taxes and distribution costs). These expenses are variable and fluctuate based on global oil prices and also vary significantly from country to country primarily due to local
distribution and transportation costs and taxes. During 2016, we purchased approximately 29.5%% of our fuel at our largest hub in Bogotá, Colombia where we were able to obtain better fuel distribution prices relative to our other locations of
purchase due to volume discounts. We have approximately 30 fuel suppliers across our international network and seek to fuel our aircraft in those cities where fuel prices are lower. From 2015 to 2016, the price of West Texas Intermediate, or WTI,
crude oil, a benchmark widely used for crude oil prices that is measured in barrels and quoted in U.S. dollars, decreased 10.86% from an average of $48.76 per barrel to an average of $43.47 per barrel.

The following table sets forth certain summary information relating to our fuel expenses for the periods indicated:



|                                                                                 |  |                         |         |  |      |  |         |      |  |  |         | 
|-------------------------------------------------------------------------------- |  | ----------------------- | ------- |  | ---- |  | ------- | ---- |  |  | ------- | 
|                                                                                 |  | Year ended December 31, |        
|                                                                                 |  | 2016                    |         |  | 2015 |  |         | 2014 | 
|Average price per gallon of jet fuel into plane (net of hedge) (in U.S. dollars) |  |                         | 1.63    |  |      |  | 2.18    |      |  |  | 3.15    | 
|Gallons consumed (in thousands)                                                  |  |                         | 481,803 |  |      |  | 461,268 |      |  |  | 427,785 | 



| |  | Data in table does not include regional operations in Central America.
|- |  | ----------------------------------------------------------------------



|                                                                                 |  |                         |         |  |      |  |         |      |  |  |         | 
|-------------------------------------------------------------------------------- |  | ----------------------- | ------- |  | ---- |  | ------- | ---- |  |  | ------- | 
|                                                                                 |  | Year ended December 31, |        
|                                                                                 |  | 2016                    |         |  | 2015 |  |         | 2014 | 
|Average price per gallon of jet fuel into plane (net of hedge) (in U.S. dollars) |  |                         | 1.63    |  |      |  | 2.18    |      |  |  | 3.15    | 
|Gallons consumed (in thousands)                                                  |  |                         | 481,803 |  |      |  | 426,982 |      |  |  | 396,973 | 
|Available seat kilometers (in millions)                                          |  |                         | 47,145  |  |      |  | 44,513  |      |  |  | 41,052  | 
|Gallons per ASK (in thousandths)                                                 |  |                         | 9.5     |  |      |  | 9.6     |      |  |  | 9.7     | 



| |  | Data in table does not include regional operations in Central America or cargo operations.
|- |  | ------------------------------------------------------------------------------------------

Our total fuel costs are also affected by settlements of our fuel hedge instruments. Our current fuel hedging strategy contemplates hedging
approximately 10.0% to 50.0% of our projected fuel consumption over the next 24 months. As of December 31, 2016 we had hedges in place for approximately 12.6% of our projected consumption for 2017 and an additional 5% of our expected
consumption for 2018 through mechanisms such as futures, forwards and options contracts. See Item 11. Quantitative and Qualitative Disclosures About Market RiskFuel.

Salaries, wages and benefits. Our salaries, wages and benefits costs related to personnel expenses (including cockpit crew, flight
attendants and maintenance, airport and commercial and administrative personnel) have historically increased as our business has grown due to the growth in the number of our employees required to support our increased capacity. In some cases, we
adjust salaries of our employees based on changes in the cost of living in the countries where these employees work.

Sales and
marketing. Our sales and marketing expenses consist of commissions paid to travel agencies, credit card fees, GDS costs, which are fees related to reservation systems and global distribution, as well as advertising expenses.



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Ground operations. Ground operations expenses consist primarily of landing and parking
fees, air navigation fees, ramp services and passenger security related costs. These costs are generally correlated with the number of departures and passengers carried.

Aircraft rentals. Our aircraft rentals expenses consist of leases of aircraft, engines other equipment, and are generally fixed by the
terms of our operating lease agreements. As of December 31, 2016, we held 65, or 34.8%, of our total 187 aircraft under operating leases, the majority of which had fixed interest rates and therefore were not exposed to interest rate
fluctuations during their term, which averages between six and eight years. As of December 31, 2016, the average term remaining on our aircraft operating leases was three years and five months.

As part of our strategy in recent years, we have replaced some of the operating leased aircraft in our fleet with aircraft financed by debt.
Costs relating to aircraft debt are classified as interest expense, reducing our aircraft rental costs. As of December 31, 2016, we owned 122, or 65.2%, of our total 187 aircraft of which 90.2% is debt-financed.

Maintenance and repairs. Our maintenance and repairs expenses consist primarily of repairs of aircraft components, engines and
equipment and routine maintenance for aircraft. We account for engine and other aircraft components overhaul expenses by using the deferral method pursuant to which the cost of the overhaul is capitalized and then amortized until the shorter of the
period to the next overhaul (based on total flying hours of each overhauled engine or estimated cycles for other aircraft components) and the end of the lease term. Maintenance of flight and aircraft equipment costs is generally correlated with
departures and block hours.

For certain operating leases, we are contractually obligated to return aircraft in a defined condition. We
accrue for restitution costs related to aircraft held under operating leases at the time the asset does not meet return conditions criteria and throughout the remaining duration of the lease. Restitution costs are based on the net present value of
the estimated average costs of returning the aircraft. These costs are reviewed annually and adjusted as appropriate. Our line maintenance and our airframe heavy maintenance for all fleet types are performed by us at our hubs in Bogotá,
Colombia and San Salvador, El Salvador. Line maintenance at other domestic and international destinations is carried out by third-party contractors. We outsource all of our engine and certain other heavy maintenance on aircraft components.

Air traffic. Our air traffic expenses consist primarily of airport facilities expenses, airport outsourced personnel, and costs related
to passenger compensation for interrupted or over-booked flights.

Depreciation, amortization, and impairment. Our depreciation,
amortization, and impairment costs include depreciation of aircraft assets owned or under finance leases, depreciation of non-aircraft assets, amortization of capitalized projects owned or under finance leases and amortization of intangible assets.
Depreciation, amortization, and impairment costs also include impairment expense, which consists of fleet retirement charges including impairment charges for spare parts.

General, administrative and other. Our general, administrative and other expenses consist primarily of expenses related to
administrative expenses, general services, legal and other professional fees and the gain or loss from the sale of assets. They also include local taxes, such as a Turn Over Tax, which is a Colombian municipal tax that levies gross income due to the
rendering of services. Each municipality has a different rate which varies depending on the kind of service, but the average tax rate is approximately 1.0%. Likewise the tax paid within the fiscal year is considered a deductible expense for income
tax purposes. Sales in Colombia are subject to value added tax which we withhold on behalf of the government. Revenue from certain of our domestic routes and all cargo revenue are not subject to this tax. We pay value added taxes on most of the
services and products that we purchase but do not apply a tax credit on our value added tax accounts to all such valued added tax payments. The value added tax payments that are not registered as tax credits are registered as additional expenses in
our Colombian accounting.

Passenger services. Our passenger services costs consist primarily of costs related to meals and
beverages, baggage handling, in-flight entertainment and other costs related to aircraft and airport handling services. These expenses are directly related to the number of passengers we carry and the number of flights we operate, as well as the
type of service provided.



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Flight operations. Our flight operations expense consists primarily of insurance coverage
for hull and liabilities (passenger liability, third-party liability), hull war, hull deductible and war excess and also include hotel accommodation, per diem expense, and training costs. We insure in the London reinsurance market.

Interest income, interest expense, derivative instruments and foreign exchange

Interest income. Interest income comprises interest income on funds invested (including available-for-sale financial assets), changes in
the fair value of financial assets and gains on interest rate hedging instruments. Interest income is recognized as accrued using the effective interest rate method.

Interest expense. Interest expense comprises interest expense on borrowings, unwinding of the discount on provisions, changes in the
fair value of financial assets and losses on interest rate hedging instruments. Borrowing costs that are not directly attributable to the acquisition, construction or production of a qualifying asset are recognized using the effective interest
method.

Derivative instruments. Derivative instruments include the net effect of changes in fair value of financial instruments as
a result of variation in the market value of our instruments.

Foreign exchange. Foreign exchange consists primarily of the net
non-cash gain or loss on our assets and liabilities related to the appreciation or depreciation of Colombian pesos against U.S. dollars.

Income taxes

Corporate income tax structure in certain countries. Set forth below are certain highlights relating to the determination of our income
tax in certain countries relevant to our operations, in each case as of December 31, 2016.

Colombia. The corporate income tax
statutory rate was 25.0% for tax years 2014, 2015 and 2016, and the taxable base is the higher of the presumptive income based on taxable net worth and the ordinary base of taxable net profits.

The income tax payment is calculated after the application of tax credits originated by advance payments and withholdings. The effective
income tax rate for Avianca could be lower than the statutory rate due to the application of two mechanisms: first, a tax credit based on the proportion of revenue generated by international flights over total operating revenue; and second, the
application of a special deduction based on the value of our investment in productive fixed assets. Both mechanisms are protected from tax reforms until March 2029 through a Legal Stability Contract signed with the Colombian government.
Additionally, up to fiscal year 2016 there is an income tax for equity called Impuesto sobre la renta para la equidad, or CREE, which has a 9.0% tax rate. CREE has a similar taxable base to the corporate income tax, except for special
deductions such as productive fixed assets that are not deductible. Corporate taxpayers of the CREE were exempt from payroll taxes, provided that the employees of said taxpayers earn, on an individual basis, at least ten times the legal minimum
wage. Additionally, from fiscal year 2015 to 2016, a surcharge applied to CREE taxable income. These surcharge rates were 5.0% for 2015 and 6.0% for 2016.

Due to a tax reform enacted in December 2014, a new Wealth Tax was introduced that applies to companies from 2015 to 2017. This tax is levied
at varying rates on Colombian and foreign entities owning a net worth equal or higher than COP1,000,000,000

El Salvador. The
corporate income tax rate is 30.0%, and the taxable base is net profit for the year (that includes some permanent adjustments between accounting and tax rules). The effective income tax rate for our local legal entity is lower than the statutory
rate due to the application of a percentage based on the proportion of flights taking off from El Salvador and other domestic gross revenue items over total revenues (considering Salvadorean source income) This percentage is applied to the total
costs and expenses to obtain the total deductions. The total deductions are then subtracted from taxable income to obtain the taxable net profits subject to the 30.0% tax rate. The presumptive income tax based on gross revenue was declared
unconstitutional and as of October 2015 a special tax (Contribución Especial) of 5.0% of the annual net income applies for large tax payers. The income tax payment is calculated after the application of the tax credits originated by
advance payments and withholdings.



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Peru. The corporate income tax rate is 28.0% for 2016 . The taxable base is net profit for
the year (that includes some permanent adjustments between accounting and tax rules). The income tax payment is calculated after the application of the tax credits originated in advance payments and withholdings. A temporary tax on net assets
applies, based on the tax value of the net assets booked at the previous tax year closing. This tax rate is 0.4%, which is applied to the net assets which value exceeds an exempted threshold.

Costa Rica. The corporate income tax rate is 30.0%, and the taxable base is the net profit for the year (that includes some permanent
adjustments between the accounting and tax rules). The effective income tax rate for our local legal entity is lower than the statutory rate due to the application of a percentage based on the proportion of flights taking off from Costa Rica and
other domestic gross revenue items over total revenue (considering Costa Rican source income) This percentage is applied to the total costs and expenses to obtain the total deductions. As a result, the total deductions are subtracted from the
taxable income to obtain the taxable net profits subject to the 30.0% tax rate. The income tax payment is calculated after application of the tax credits originated in advance payments and withholdings.

Panama. Revenues at our holding company generated by foreign operations are not subject to taxation in Panama in accordance with
Panamanian legislation since it is not deemed to be earning active income from Panamanian sources.

Bahamas. The Commonwealth of
the Bahamas does not impose income taxes on companies organized under its jurisdiction. Revenues of our subsidiary Grupo Taca Holdings generated by foreign operations are not subject to taxation in accordance with the legislation of the Bahamas.
However, the subsidiaries of Grupo Taca Holdings are subject to local taxes in the jurisdictions in which they operate.

Deferred
income tax. Deferred tax is generated by temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. Deferred tax is calculated using the tax rates
that are expected to be applied to temporary differences when they reverse, based on the laws that have been enacted or substantially enacted by the reporting date. Deferred tax assets and liabilities are offset if there is a legally enforceable
right to offset current tax liabilities and assets, and they relate to income taxes levied by the same tax authority on the same taxable entity, or on different tax entities, but they intend to settle current tax liabilities and assets on a net
basis or their tax assets and liabilities will be realized simultaneously.

A deferred income tax asset is recognized for unused tax
losses, tax credits and deductible temporary differences, to the extent that it is probable that future taxable profits will be available against which they can be utilized. Deferred tax assets are reviewed at each reporting date and are reduced to
the extent that it is no longer probable that the related tax benefit will be realized. We book this difference in our income statement as deferred income tax. For the year ended December 31, 2014 we determined that we would generate sufficient
taxable income to realize our deferred tax assets. For 2016, according to the finance forecast no taxable income will be generated during the next four to five years depending on the subsidiary of the group that would allow realization of the
deferred tax assets. Therefore, the deferred tax assets of such companies have only been recognized by an amount up to the concurrence of the deferred tax liabilities.

Factors Affecting Comparability

Changes in classification of certain accounts

Beginning with the third quarter of 2014, we successfully migrated our accounting platform to a new ERP (enterprise resource planning)
platform. In connection with this change, the grouping of certain expenses and the related presentation of certain line items changed beginning in the third quarter of 2014, which affects the comparability of these line items against prior periods.



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Seasonality

We expect our quarterly operating results to continue to fluctuate from quarter to quarter due to seasonality. This fluctuation is the result
of high vacation and leisure demand occurring during the northern hemispheres summer season in the third quarter (principally in July and August) and again during the fourth quarter (principally in December). In addition, January is typically
a month in which heavy air passenger demand occurs.

Changes in foreign exchange rates

The average foreign exchange rates of the Colombian peso to the U.S. dollar for 2014, 2015 and 2016 were COP2,000.33, COP2,743.39 and
COP3,050.98 respectively. The 11.2% average depreciation of the Colombian peso between 2014 and 2016 had a negative effect on our operating results due to the fact that the percentage of our total revenue denominated in Colombian pesos was greater
than the percentage of our total expenses denominated in Colombian pesos for 2016.

Results of Operations for the Years Ended December 31, 2015
and December 31, 2016.

The following table sets forth certain income statement data for the years indicated:



|                                           |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|------------------------------------------ |  | ----------------------- | --------- | - | ----------------------------- | - | --------- | ---- |  |  | ----- | -- |  | ----------- | ----- | -- |  |  | ---- | --
|                                           |  | Year Ended December 31, |           |   | % Change                      |  
|                                           |  | 2016(1)                 |           |   | 2015                          |   |           | 2016 |  |  | 2015  |    |  | 2015 to2016 |      
|                                           |  | (in US$ thousands)      |           |   | (as a % of operating revenue) |   |           |      | 
|Operating revenue:                         |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|Passenger                                  |  | $                       | 3,285,217 |   |                               | $ | 3,458,017 |      |  |  | 79.4  | %  |  |             | 79.3  | %  |  |  | 0.1  | % 
|Cargo and other(2)                         |  |                         | 853,121   |   |                               |   | 903,324   |      |  |  | 20.6  | %  |  |             | 20.7  | %  |  |  | (0.1 | )%
|                                           |  |                         |           |   |                              
|Total operating revenue                    |  |                         | 4,138,338 |   |                               |   | 4,361,341 |      |  |  | 100.0 | %  |  |             | 100.0 | %  |  |  | 0.0  | % 
|                                           |  | Year Ended December 31, |           |   | % Change                      |  
|                                           |  | 2016                    |           |   | 2015                          |   |           | 2016 |  |  | 2015  |    |  | 2015 to2016 |      
|                                           |  | (in US$ thousands)      |           |   | (as a % of operating revenue) |  
|Operating expenses:                        |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|Flight operations                          |  |                         | 58,381    |   |                               |   | 58,069    |      |  |  | 1.4   | %  |  |             | 1.3   | %  |  |  | 0.1  | % 
|Aircraft fuel                              |  |                         | 785,273   |   |                               |   | 1,006,792 |      |  |  | 19.0  | %  |  |             | 23.1  | %  |  |  | (4.1 | )%
|Ground operations                          |  |                         | 426,203   |   |                               |   | 412,382   |      |  |  | 10.3  | %  |  |             | 9.5   | %  |  |  | 0.8  | % 
|Aircraft rentals                           |  |                         | 314,493   |   |                               |   | 317,505   |      |  |  | 7.6   | %  |  |             | 7.3   | %  |  |  | 0.3  | % 
|Passenger services                         |  |                         | 151,718   |   |                               |   | 149,292   |      |  |  | 3.7   | %  |  |             | 3.4   | %  |  |  | 0.2  | % 
|Maintenance and repairs                    |  |                         | 260,703   |   |                               |   | 309,719   |      |  |  | 6.3   | %  |  |             | 7.1   | %  |  |  | (0.8 | )%
|Air traffic                                |  |                         | 218,965   |   |                               |   | 202,980   |      |  |  | 5.3   | %  |  |             | 4.7   | %  |  |  | 0.6  | % 
|Sales and marketing                        |  |                         | 545,318   |   |                               |   | 612,775   |      |  |  | 13.2  | %  |  |             | 14.1  | %  |  |  | (0.9 | )%
|General, administrative and other          |  |                         | 187,560   |   |                               |   | 176,195   |      |  |  | 4.5   | %  |  |             | 4.0   | %  |  |  | 0.5  | % 
|Salaries, wages and benefits               |  |                         | 661,708   |   |                               |   | 666,084   |      |  |  | 16.0  | %  |  |             | 15.3  | %  |  |  | 0.7  | % 
|Depreciation, amortization, and impairment |  |                         | 269,546   |   |                               |   | 230,732   |      |  |  | 6.5   | %  |  |             | 5.3   | %  |  |  | 1.2  | % 
|                                           |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|Total operating expenses                   |  |                         | 3,879,868 |   |                               |   | 4,142,525 |      |  |  | 93.8  | %  |  |             | 95.0  | %  |  |  | (1.2 | )%
|                                           |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|Operating profit                           |  |                         | 258,470   |   |                               |   | 218,816   |      |  |  | 6.2   | %  |  |             | 5.0   | %  |  |  | 1.2  | % 
|Interest expense                           |  |                         | (172,630  | ) |                               |   | (169,407  | )    |  |  | (4.2  | )% |  |             | (3.9  | )% |  |  | (0.3 | )%
|Interest income                            |  |                         | 13,054    |   |                               |   | 19,016    |      |  |  | 0.3   | %  |  |             | 0.4   | %  |  |  | (0.1 | )%
|Derivative instruments                     |  |                         | 3,321     |   |                               |   | 626       |      |  |  | 0.1   | %  |  |             | 0.0   | %  |  |  | 0.1  | % 
|Foreign exchange                           |  |                         | (23,939   | ) |                               |   | (177,529  | )    |  |  | (0.6  | )% |  |             | (4.1  | )% |  |  | 3.5  | % 
|                                           |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|(Loss) profit before income tax            |  |                         | 78,276    |   |                               |   | (108,478  | )    |  |  | 1.9   | %  |  |             | (2.5  | )% |  |  | 4.4  | % 
|                                           |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|Total income tax expense                   |  |                         | (34,090   | ) |                               |   | (31,028   | )    |  |  | (0.8  | )% |  |             | (0.7  | )% |  |  | (0.1 | )%
|                                           |  |                         |           |   |                               |   |           |      |  |  |       |    |  |             |       |    |  |  |      |   
|Net (loss) profit for the year             |  |                         | 44,186    |   |                               | $ | (139,506  | )    |  |  | 1.1   | %  |  |             | (3.2  | )% |  |  | 4.3  | % 



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Net profit

Our net profit for the year was $44.2 million in 2016, a 131.7% increase from a net loss of $139.5 million in 2015, primarily as a result of a
18.1%, or $39.7 million, increase in operating profit, and a 6.3% decrease in operating expenses, mainly driven by a 22.0% fall in fuel cost as well as a 52.5% depreciation of the Colombian peso against the U.S. dollar in 2016, causing the
dollar-equivalent value of our expenses in Colombian pesos to decrease. During 2016, our net profit excluding foreign exchange translation adjustment loss and derivative instrument expense was $64.8 million, a 73.3% increase from $37.4 million
in 2015. Our operating revenue per ASK (RASK) was 9.8 and 8.8 cents for the years ended December 31, 2015 and 2016, respectively.

Operating revenue

Our operating revenue was $4,138.3 million in 2016, a 5.1% decrease from $4,361.3 million in 2015, as a result of a $172.8 million
decrease in passenger revenue, and a $50.2 million decrease in revenue from cargo and other. Our operating revenue per ASK was 8.8 cents in 2016, a 10.4% decrease from 9.8 cents in 2015, primarily as a result of a 11.8% decrease in passenger yield
due to increased price competition and the depreciation of the Colombian peso against the U.S. dollar.

Passenger revenue. Our
passenger revenue was $3,285.2 million in 2016, a 5.0% decrease from $3,458.0 million in 2015, primarily as a result of a 9.0% decrease in average fare, partially offset by a 4.2% increase in passengers carried. Our passenger load factor increased
from 79.7% in 2015 to 81.1% in 2016 while our capacity increased 5.9% in 2016. Our passenger yield decreased 11.8% from 9.7 cents in 2015 to 8.6 cents in 2016. In addition, passenger revenue related to write off decreased 19.0%, while revenue
related to miles redemptions decreased 0.9%, in addition to a decrease of 1.4% in ancillary revenues.

Cargo and other. Our revenue
from cargo and other was $853.1 million in 2016, a 5.6% decrease from $903.3 million in 2015, primarily as a result of a 11.0% decrease in cargo and courier revenues, from $624.5 million in 2015 to $555.9 million in 2016.

Our cargo revenues decreased in 2016 primarily due to a 13.7% decrease in cargo yields (from 0.445 cents in 2015 to 0.384 cents in 2016). This
decrease was partially offset by a 2.5% increase in traffic in terms of RTKs (from 1,259 million in 2015 to 1,291 million in 2016).Our cargo capacity increased by 9.1% in terms of ATKs while our cargo load factor decreased from 58.5% in
2015 to 55.0% in 2016.

Our other operating revenues were $297.2 million in 2016, a 6.6% increase over $278.8 million in 2015, primarily
as a result of a $6.2 million increase of income related to VIP room utilization. In 2016, LifeMiles revenues accounted for 47.6% of our total other operating revenues, air transport-related services provided to third parties accounted for
12.5%, aircraft leases accounted for 8.4% and other sources such as interline revenues, VIP lounges, duty free sales, vacation packages and other accounted for the remaining 31.5%.

Operating expenses

Operating expenses were $3,879.9 million in 2016, a 6.3% decrease from $4,142.5 million in 2015, primarily as a result of a $221.5 million
decrease in aircraft fuel expense and a $67.5 million decrease in sales and marketing expenses, partially offset by a $49.0 million increase in maintenance and repairs expense. Other costs increased $75.3 million, mainly driven by a $38.8 million
increase in depreciation and amortization expenses. As a percentage of operating revenue, operating expenses decreased from 95.0% in 2015 to 93.8% in 2016.

Our operating expenses excluding aircraft fuel cost decreased 1.3%, while our capacity in ASKs increased 5.9%. As a result, our CASK excluding
fuel decreased 6.8% in 2016. The breakdown of our operating expenses per ASK (CASK) is as follows:



|                                   |  |                         |      |  |      |  |      |          |  |  |       |   
|---------------------------------- |  | ----------------------- | ---- |  | ---- |  | ---- | -------- |  |  | ----- | --
|                                   |  | Year Ended December 31, |     
|                                   |  | 2016                    |      |  | 2015 |  |      | % Change | 
|                                   |  | (in US cents)           |     
|Operating expenses per ASK (CASK): |  |                         |      |  |      |  |      |          |  |  |       |   
|Aircraft fuel                      |  |                         | 1.67 |  |      |  | 2.26 |          |  |  | (26.4 | )%
|Salaries, wages and benefits       |  |                         | 1.40 |  |      |  | 1.50 |          |  |  | (6.2  | )%
|Sales and marketing                |  |                         | 1.16 |  |      |  | 1.38 |          |  |  | (16.0 | )%



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|                                           |  |                         |      |  |      |  |      |          |  |  |       |   
|------------------------------------------ |  | ----------------------- | ---- |  | ---- |  | ---- | -------- |  |  | ----- | --
|                                           |  | Year Ended December 31, |     
|                                           |  | 2016                    |      |  | 2015 |  |      | % Change | 
|                                           |  | (in US cents)           |     
|Ground operations                          |  |                         | 0.90 |  |      |  | 0.93 |          |  |  | (2.4  | )%
|Aircraft rentals                           |  |                         | 0.67 |  |      |  | 0.71 |          |  |  | (6.5  | )%
|Maintenance and repairs                    |  |                         | 0.55 |  |      |  | 0.70 |          |  |  | (20.5 | )%
|Depreciation, amortization, and impairment |  |                         | 0.57 |  |      |  | 0.52 |          |  |  | 10.3  | % 
|Air traffic                                |  |                         | 0.46 |  |      |  | 0.46 |          |  |  | 1.9   | % 
|General, administrative and other          |  |                         | 0.40 |  |      |  | 0.40 |          |  |  | 0.5   | % 
|Passenger services                         |  |                         | 0.32 |  |      |  | 0.34 |          |  |  | (4.0  | )%
|Flight operations                          |  |                         | 0.12 |  |      |  | 0.13 |          |  |  | (5.1  | )%
|                                           |  |                         |      |  |      |  |      |          |  |  |       |   
|                                           |  |                         |     
|Total                                      |  |                         | 8.23 |  |      |  | 9.31 |          |  |  | (11.6 | )%
|Total (excluding fuel)                     |  |                         | 6.56 |  |      |  | 7.04 |          |  |  | (6.8  | )%

Aircraft fuel. Aircraft fuel expense was $785.3 million in 2016, a 22.0% decrease from $1,006.8 million
in 2015, primarily as a result of a 25.3% decrease in our average into-plane fuel cost (fuel price plus taxes and distribution costs), which decreased from an average of $2.18 per gallon in 2015 to an average of $1.63 per gallon in 2016,
partially offset by a 4.5% increase in fuel consumption during 2016 reflecting a 4.4% increase in our block hours. Our aircraft fuel expense in 2016 was affected by losses of $26.2 million in 2016, from settlements of our fuel hedge instruments,
showing a decrease in losses of $109.9 million compared to 2015, due to a change in our hedging instruments. Because our capacity in ASKs increased and our aircraft fuel expense decreased, our cost of fuel per ASK decreased 26.4% in 2016.

Salaries, wages and benefits. Salaries, wages and benefits expense was $661.7 million in 2016, a 0.7% decrease from $666.1 million in
2015, primarily as a result of the positive effect of the devaluation of the Colombian peso against the U.S. dollar (which has the effect of decreasing our salaries, wages and benefits expenses as measured in U.S. dollars because approximately 60.1%
of our employees are located in Colombia) and a 0.4% decrease in total personnel., from 21,145 at December 31, 2015 to 21,061 at December 31, 2016. In terms of unit cost per ASK, salaries, wages and benefits decreased by 6.2%, from 1.5
cents in 2015 to 1.4 cents in 2016.

Sales and marketing. Sales and marketing expenses were $545.3 million in 2016, a 11.0%
decrease from $612.8 million in 2015, primarily as a result of the reclassification of cost related to cargo discount of $53.7 million to our cargo and other revenues, as well as lower advertising and loyalty expenses and a decrease in doubtful
accounts provisions, partially offset by an increase in distribution costs. In terms of unit cost per ASK, selling expenses decreased 16.0% from 1.38 cents in 2015 to 1.16 cents in 2016.

Ground operations. Ground operations expense was $426.2 million in 2016, a 3.4% increase over $412.4 million in 2015, primarily as a
result of a 1.9% increase in departures in 2016 compared to 2015, due to the introduction of new routes and frequencies during 2016. Also contributing to the increase were the growth of landing expense and air navigation expenses due to rate
increases, mainly in Venezuela, Brazil and Argentina, and changes in the operational fleet mix, increasing operation of widebody aircraft instead of narrow body aircraft. In terms of unit cost per ASK, ground operations decreased 2.4% from 0.93
cents in 2015 to 0.90 cents in 2016.

Aircraft rentals. Aircraft rentals expense was $314.5 million in 2016, a 0.95% decrease from
$317.5 million in 2015, primarily as a result of phasing out passenger and cargo fleet, partially offset by an increase in leasing of space for cargo transportation. In terms of unit cost per ASK, aircraft rentals decreased 5.6% from 0.71 cents in
2015 to 0.67 in 2016.



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Maintenance and repairs. Maintenance and repairs expense was $260.7 million in 2016, a
15.8% decrease from $309.7 million in 2015, primarily as a result of a decrease in costs related to aircraft phase out. Also contributing to the decrease were lower provisions for return conditions due to changes in the operation of fleet under
operating lease. These decreases were partially offset by an increase in engine maintenance cost due to higher PBH contract rates, increase in widebody operation and incremental maintenance checks done throughout 2016 in comparison with 2015. In
terms of unit cost per ASK, maintenance and repairs decreased 20.5%, from 0.70 cents in 2015 to 0.55 in 2016.

Depreciation,
amortization, and impairment. Depreciation, amortization, and impairment expense was $269.5 million in 2016, a 16.8% increase over $230.7 million in 2015, primarily due to aircraft depreciation expense generated by new aircraft under financial
leasing agreements, and higher aircraft maintenance tools and on board service equipment depreciation expense. Additionally, maintenance and deferred amortizations increased due to an increase in heavy maintenance checks performed in 2016. In terms
of unit cost per ASK, depreciation, amortization, and impairment expense increased 10.3% from 0.52 cents in 2015 to 0.57 cents in 2016.

Air traffic. Air traffic expense was $219.0 million in 2016, a 7.9% increase from $203.0 million in 2015, primarily as a result of a
4.2% increase in the number of passengers transported, generating higher customs and migration services expenses. Further, passenger compensation for delays and inclement weather increased. Airport facilities expenses increased driven by higher
airport rates in North America. In terms of unit cost per ASK, air traffic increased 1.9%, from 0.456 cents in 2015 to 0.464 cents in 2016.

General, administrative and other. General, administrative and other expenses were $187.6 million in 2016, a 6.5% increase over $176.2
million in 2015, primarily due to legal and technical fee payments for strategic projects, an increase in fines and penalties expenses due to passenger claims and higher communication systems expenses. In terms of unit cost per ASK, general,
administrative and other expenses increased 0.5%, from 0.396 cents in 2015 to 0.398 cents in 2016.

Passenger services. Passenger
services expense was $151.7 million in 2016, a 1.6% increase from $149.3 million in 2015, primarily as a result of an increase in on board services expenses due to a 1.9% increase in departures compared to 2015 and 4.2% increase in transported
passengers. In addition flight attendant travel expenses increased, mainly driven by higher accommodation expenses due to higher CPI. This was partially offset by a decrease in passenger insurance expenses due to lower rates. In terms of unit cost
per ASK, passenger services expense decreased 4.0%, from 0.34 cents in 2015 to 0.32 cents in 2016.

Flight operations. Flight
operations expense was $58.4 million in 2016, a 0.5% increase from $58.1 million in 2015, primarily as a result of higher consumption allowances for pilots as well as an increase in operational taxes, partially offset by the reduction of trainings
for crews due to a decrease in fleet transitions. In terms of unit cost per ASK, flight operations expense decreased 5.1%, from 0.13 cents in 2015 to 0.12 cents in 2016.

Operating profit and operating margin

Our operating profit was $258.5 million in 2016, a 18.1% increase from $218.8 million in 2015. Our operating margin increased from 5.0% in 2015
to 6.2% in 2016 as a result of total operating expenses decreasing at a higher rate (6.3%), than our total operating revenues (5.1%), primarily due to the decrease in fuel, maintenance and sales & marketing costs, while our operating
revenues decreased, driven by lower fares and passenger yields, primarily due to increased competition and the depreciation of the Colombian peso against the U.S. dollar.

Interest expense, interest income, derivative instruments and foreign exchange

Interest expense. Interest expense was $172.6 million in 2016, a 1.9% increase from $169.4 million in 2015, primarily as a result of an
increase in new debt to acquire new aircraft as well as the annualization of aircraft acquired during 2015, partially offset by the amortization of corporate debt throughout 2016. The average interest rate of our debt increased from 4.27% in 2015 to
4.45% in 2016.



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Interest income. Interest income was $13.1 million in 2016, an 31.4% decrease from $19.0
million in 2015, primarily as a result of loss in market value of Venezuelan bonds and in Certificates of Bank Deposits in Colombia.

Derivative instruments. Derivative instruments expense includes the net effect of changes in fair value of derivatives (financial
instruments). In 2016 we recognized a $3.3 million gain in fair value of derivative instruments compared to a $0.6 million gain in 2015, primarily as a result of positive variation in the market value of our fuel derivatives instruments and income
due to our currencies hedging.

Foreign exchange. We recorded a net loss on foreign exchange of $23.9 million in 2016 compared to a
net loss of $177.5 million in 2015, primarily as a result of the conversion of pension plans and bonds denominated in Colombian Pesos, conversion of available-for-sale instruments in Venezuela denominated in VEF and the depreciation of Argentinian
Peso in which we also maintain active positions against the U.S. dollar.

Provision for income tax expense

Our current income tax expense was $27.5 million in 2016, a 58.84% increase compared to current income tax expense of $17.3 million in 2015.
Our deferred income tax expense was $6.6 million in 2016, a 51.69% decrease from $13.7 million in 2015.

Our total effective tax rate
increased from (28.6%) in 2015 to 43.6 % in 2016 primarily due to profit reported in 2016.

Additionally, in Colombia, the
international flights income tax credit increased by 173.1% from 2015 to 2016, mainly due to the increase of profits and the netting of exempted income of Tampa Cargo S.A.S.

Results of Operations for the Years Ended December 31, 2014 and December 31, 2015

The following table sets forth certain income statement data for the years indicated:



|                        |  |                         |           |  |                              |   |           |      |  |  |       |   |  |             |       |   |  |  |       |   
|----------------------- |  | ----------------------- | --------- |  | ---------------------------- | - | --------- | ---- |  |  | ----- | - |  | ----------- | ----- | - |  |  | ----- | --
|                        |  | Year Ended December 31, |           |  | % Change                     |  
|                        |  | 2015(1)                 |           |  | 2014                         |   |           | 2015 |  |  | 2014  |   |  | 2014 to2015 |      
|                        |  | (in US$ thousands)      |           |  | (as a % of operatingrevenue) |   |           |      | 
|Operating revenue:      |  |                         |           |  |                              |   |           |      |  |  |       |   |  |             |       |   |  |  |       |   
|Passenger               |  | $                       | 3,458,017 |  |                              | $ | 3,862,721 |      |  |  | 79.3  | % |  |             | 82.1  | % |  |  | (10.5 | )%
|Cargo and other(2)      |  |                         | 903,324   |  |                              |   | 840,850   |      |  |  | 20.7  | % |  |             | 17.9  | % |  |  | 7.4   | % 
|                        |  |                         |           |  |                              |   |           |      |  |  |       |   |  |             |       |   |  |  |       |   
|Total operating revenue |  |                         | 4,361,341 |  |                              |   | 4,703,571 |      |  |  | 100.0 | % |  |             | 100.0 | % |  |  | (7.3  | )%



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|                                           |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|------------------------------------------ |  | ----------------------- | --------- | - | ----------------------------- | - | --------- | ---- |  |  | ---- | -- |  | ----------- | ---- | -- |  |  | -------- | --
|                                           |  | Year Ended December 31, |           |   | % Change                      |  
|                                           |  | 2015                    |           |   | 2014                          |   |           | 2015 |  |  | 2014 |    |  | 2014 to2015 |     
|                                           |  | (in US$ thousands)      |           |   | (as a % of operating revenue) |   |           |      | 
|Operating expenses:                        |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|Flight operations                          |  |                         | 58,069    |   |                               |   | 56,695    |      |  |  | 1.3  | %  |  |             | 1.2  | %  |  |  | 2.4      | % 
|Aircraft fuel                              |  |                         | 1,006,792 |   |                               |   | 1,345,755 |      |  |  | 23.1 | %  |  |             | 28.6 | %  |  |  | (25.2    | )%
|Ground operations                          |  |                         | 412,382   |   |                               |   | 397,625   |      |  |  | 9.5  | %  |  |             | 8.5  | %  |  |  | 3.7      | % 
|Aircraft rentals                           |  |                         | 317,505   |   |                               |   | 299,220   |      |  |  | 7.3  | %  |  |             | 6.4  | %  |  |  | 6.1      | % 
|Passenger services                         |  |                         | 149,292   |   |                               |   | 154,464   |      |  |  | 3.4  | %  |  |             | 3.3  | %  |  |  | (3.3     | )%
|Maintenance and repairs                    |  |                         | 309,719   |   |                               |   | 268,894   |      |  |  | 7.1  | %  |  |             | 5.7  | %  |  |  | 15.2     | % 
|Air traffic                                |  |                         | 202,980   |   |                               |   | 206,151   |      |  |  | 4.7  | %  |  |             | 4.4  | %  |  |  | (1.5     | )%
|Sales and marketing                        |  |                         | 612,775   |   |                               |   | 605,674   |      |  |  | 14.1 | %  |  |             | 12.9 | %  |  |  | 1.2      | % 
|General, administrative and other          |  |                         | 176,195   |   |                               |   | 165,172   |      |  |  | 4.0  | %  |  |             | 3.5  | %  |  |  | 6.7      | % 
|Salaries, wages and benefits               |  |                         | 666,084   |   |                               |   | 725,793   |      |  |  | 15.3 | %  |  |             | 15.4 | %  |  |  | (8.2     | )%
|Depreciation, amortization, and impairment |  |                         | 230,732   |   |                               |   | 198,660   |      |  |  | 5.3  | %  |  |             | 4.2  | %  |  |  | 16.1     | % 
|                                           |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|Total operating expenses                   |  |                         | 4,142,525 |   |                               |   | 4,424,103 |      |  |  | 95.0 | %  |  |             | 94.1 | %  |  |  | (6.4     | )%
|                                           |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|Operating profit                           |  |                         | 218,816   |   |                               |   | 279,468   |      |  |  | 5.0  | %  |  |             | 5.9  | %  |  |  | (21.7    | )%
|Interest expense                           |  |                         | (169,407  | ) |                               |   | (133,989  | )    |  |  | (3.9 | )% |  |             | (2.8 | )% |  |  | 26.4     | % 
|Interest income                            |  |                         | 19,016    |   |                               |   | 17,099    |      |  |  | 0.4  | %  |  |             | 0.4  | %  |  |  | 11.2     | % 
|Derivative instruments                     |  |                         | 626       |   |                               |   | 5,924     |      |  |  | 0.0  | %  |  |             | 0.1  | %  |  |  | (89.4    | )%
|Foreign exchange                           |  |                         | (177,529  | ) |                               |   | 10,272    |      |  |  | (4.1 | )% |  |             | 0.2  | %  |  |  | (1,828.3 | )%
|                                           |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|(Loss) profit before income tax            |  |                         | (108,478  | ) |                               |   | 178,774   |      |  |  | (2.5 | )% |  |             | 3.8  | %  |  |  | (160.7   | )%
|                                           |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|Total income tax expense                   |  |                         | (31,028   | ) |                               |   | (50,280   | )    |  |  | (0.7 | )% |  |             | (1.1 | )% |  |  | (38.3    | )%
|                                           |  |                         |           |   |                               |   |           |      |  |  |      |    |  |             |      |    |  |  |          |   
|Net (loss) profit for the year             |  | $                       | (139,506  | ) |                               | $ | 128,494   |      |  |  | (3.2 | )% |  |             | 2.7  | %  |  |  | (208.6   | )%

Net loss

Our net loss for the year was $139.5 million in 2015, a 208.6% decrease from a net profit of $128.5 million in 2014, primarily as a result of a
21.7%, or $60.7 million, decrease in operating profit, as a consequence of loss on foreign exchange, lower passenger yields and the 37.1% depreciation of the Colombian peso against the U.S. dollar in 2015, causing the dollar-equivalent value of our
revenues in Colombian pesos to decrease. We recorded a net loss on foreign exchange of $177.5 million in 2015 compared to a net gain of $10.3 million in 2014, primarily as a result of the write-off of cash in Venezuela of $236.7 million. The
carrying amount of cash balances held in Venezuela as of December 31, 2015 was $7.7 million classified in cash and cash equivalents and short-term and long-term restricted cash. During 2015, our net profit excluding foreign exchange translation
adjustment loss and derivative instrument expense was $37.4 million, a 66.7% decrease from $112.3 million in 2014. Our operating revenue per ASK (RASK) was 11.5 and 9.8 cents for the years ended December 31, 2014 and 2015, respectively.

Operating revenue

Our operating
revenue was $4,361.3 million in 2015, a 7.3% decrease from $4,703.6 million in 2014, as a result of a $404.7 million decrease in passenger revenue, partially offset by a $62.5 million increase in revenue from cargo and other. Our operating revenue
per ASK was 9.8 cents in 2015, a 14.5% decrease from 11.5 cents in 2014, primarily as a result of a 17.7% decrease in passenger yield due to increased price competition and the depreciation of the Colombian peso against the U.S. dollar.

Passenger revenue. Our passenger revenue was $3,458.0 million in 2015, a 10.5% decrease from $3,862.7 million in 2014, primarily as a
result of a 17.0% decrease in average fare, partially offset by a 7.9% increase in passengers carried. Our passenger load factor increased from 79.4% in 2014 to 79.7% in 2015 while our capacity increased 8.4% in 2015. Our passenger yield decreased
17.7% from 11.8 cents in 2014 to 9.7 cents in 2015. In addition, passenger revenue related to write off decreased 15.2%, and revenue related to miles redemptions decreased 34.9%, offset by an increase of 18.7% in service charges.



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Cargo and other. Our revenue from cargo and other was $903.3 million in 2015, a 7.4%
increase over $840.9 million in 2014, primarily as a result of a 10.6% increase in cargo and courier revenues, from $564.9 million in 2014 to $624.5 million in 2015.

Our cargo revenues increased in 2015 primarily due to a 14.1% increase in traffic in terms of RTKs (from 1,104 million in 2014 to
1,259 million in 2015), and a 0.6% increase in cargo yields (from 0.442 cents in 2014 to 0.445 cents in 2015). Our cargo capacity increased by 18.8% in terms of ATKs while our cargo load factor decreased from 61.0% in 2014 to 58.5% in 2015.

Our other operating revenues were $278.8 million in 2015, a 1.0% increase over $276.0 million in 2014, primarily as a result of a $4.8
million increase of income related to VIP room utilization. In 2015, LifeMiles revenues accounted for 50.1% of our total other operating revenues, air transport-related services provided to third parties accounted for 10.4%, aircraft leases
accounted for 10.8% and other sources such as interline revenues, VIP lounges, duty free sales, vacation packages and other accounted for the remaining 28.7%.

Operating expenses

Operating
expenses were $4,142.5 million in 2015, a 6.4% decrease from $4,424.1 million in 2014, primarily as a result of a $339.0 million decrease in aircraft fuel expense, partially offset by a $40.8 million increase in maintenance and repairs expense, a
$32.0 million increase in depreciation and amortization, and a $18.3 million increase in aircraft rentals. Other costs decreased $33.8 million. As a percentage of operating revenue, operating expenses increased from 94.1% in 2014 to 95.0% in 2015.

Our operating expenses excluding aircraft fuel cost increased 6.2% as our capacity in ASKs increased 8.4%. As a result, our CASK
excluding fuel decreased 6.1% in 2015. The breakdown of our operating expenses per ASK (CASK) is as follows:



|                                           |  |                         |      |  |      |  |       |          |  |  |       |  
|------------------------------------------ |  | ----------------------- | ---- |  | ---- |  | ----- | -------- |  |  | ----- | -
|                                           |  | Year Ended December 31, |     
|                                           |  | 2015                    |      |  | 2014 |  |       | % Change | 
|                                           |  | (in US cents)           |      |  |      | 
|Operating expenses per ASK (CASK):         |  |                         |      |  |      |  |       |         
|Aircraft fuel                              |  |                         | 2.26 |  |      |  | 3.28  |          |  |  | -31.0 | %
|Salaries, wages and benefits               |  |                         | 1.50 |  |      |  | 1.77  |          |  |  | -15.4 | %
|Sales and marketing                        |  |                         | 1.38 |  |      |  | 1.48  |          |  |  | -6.7  | %
|                                           |  | Year Ended December 31, |     
|                                           |  | 2015                    |      |  | 2014 |  |       | % Change | 
|                                           |  | (in US cents)           |      |  |      | 
|Ground operations                          |  |                         | 0.93 |  |      |  | 0.97  |          |  |  | -4.4  | %
|Aircraft rentals                           |  |                         | 0.71 |  |      |  | 0.73  |          |  |  | -2.1  | %
|Maintenance and repairs                    |  |                         | 0.70 |  |      |  | 0.66  |          |  |  | 6.2   | %
|Depreciation, amortization, and impairment |  |                         | 0.52 |  |      |  | 0.48  |          |  |  | 7.1   | %
|Air traffic                                |  |                         | 0.46 |  |      |  | 0.50  |          |  |  | -9.2  | %
|General, administrative and other          |  |                         | 0.40 |  |      |  | 0.40  |          |  |  | -1.6  | %
|Passenger services                         |  |                         | 0.34 |  |      |  | 0.38  |          |  |  | -10.9 | %
|Flight operations                          |  |                         | 0.13 |  |      |  | 0.14  |          |  |  | -5.5  | %
|                                           |  |                         |      |  |      |  |       |          |  |  |       |  
|Total                                      |  |                         | 9.31 |  |      |  | 10.78 |          |  |  | -13.6 | %
|Total (excluding fuel)                     |  |                         | 7.04 |  |      |  | 7.50  |          |  |  | -6.1  | %

Aircraft fuel. Aircraft fuel expense was $1,006.8 million in 2015, a 25.2% decrease from $1,345.8
million in 2014, primarily as a result of a 30.6% decrease in our average into-plane fuel cost (fuel price plus taxes and distribution costs), which decreased from an average of $3.15 per gallon in 2014 to an average of $2.18 per gallon
in 2015, partially offset by a 7.8% increase in fuel consumption during 2015 reflecting a 5.8% increase in our block hours. Our aircraft fuel expense in 2015 was affected by losses of $136.1 million in 2015, from settlements of our fuel hedge
instruments. Because our capacity in ASKs increased and our aircraft fuel expense decreased, our cost of fuel per ASK decreased 31.0% in 2015.



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Salaries, wages and benefits. Salaries, wages and benefits expense was $666.1 million in
2015, a 8.2% decrease from $725.8 million in 2014, primarily as a result of the positive effect of the devaluation of the Colombian peso against the U.S. dollar (which has the effect of decreasing our salaries, wages and benefits expenses as
measured in U.S. dollars because approximately 59.6% of our employees are located in Colombia), partially offset by 2.9% increase in total personnel, from 20,545 at December 31, 2014 to 21,145 at December 31, 2015 (mainly related to growth
of our operations during 2015, particularly as a result of the growth in our domestic Colombian operations and increases in temporary personnel due to relocation of some domestic routes within Colombia fromPuente Aéreo domestic
terminal in Bogotá to El Dorado International Airport) and average salary adjustments based on inflation. In terms of unit cost per ASK, salaries, wages and benefits decreased by 15.4% from 1.77 cents in 2014 to 1.50 cents in 2015.

Sales and marketing. Sales and marketing expenses were $612.8 million in 2015, a 1.2% increase over $605.7 million in 2014, primarily
as a result of the growth of the costs related with loyalty services, higher costs of distribution systems explained by an increase in reservations and passenger traffic, partially offset by a decrease of sales commissions, transportation, freight
and haulage, contract labor, technical assistance, leases and advertising expenses. In terms of unit cost per ASK, selling expenses decreased 6.7% from 1.48 cents in 2014 to 1.38 cents in 2015.

Ground operations. Ground operations expense was $412.4 million in 2015, a 3.7% increase over $397.6 million in 2014, primarily as a
result of a 5.9% increase in departures in 2015 compared to 2014, due to the introduction of new routes and frequencies during 2015. Also contributing to the increase were the growth of landing expense, international cargo handling, transportation,
freight and haulage, outsourced services and ramp equipment leases expenses, partially offset by a reduction of non-aeronautical maintenance, infrastructure maintenance, ramp services, building leases and airport facilities. In terms of unit cost
per ASK, ground operations decreased 4.4% from 0.97 cents in 2014 to 0.93 cents in 2015.

Aircraft rentals. Aircraft rentals
expense was $317.5 million in 2015, a 6.1% increase over $299.2 million in 2014, primarily as a result of our incorporation of two A320s and two B787 under operating leases in 2016 and an additional impact of our incorporation of two A320s, one A321
and one B787 in 2015 that generated costs for only a portion of 2014 but for the entire year in 2015. In terms of unit cost per ASK, aircraft rentals decreased 2.1% from 0.73 cents in 2014 to 0.71 cents in 2015.

Maintenance and repairs. Maintenance and repairs expense was $309.7 million in 2015, a 15.2% increase from $268.9 million in 2014,
primarily as a result of an increase in airframe maintenance expense, heavy checks costs and higher non-recoverable reserves. Also contributing to the increase were an increase in engine maintenance cost and higher expenses for engine return
conditions, higher external repairs of minor components, higher repair contracts power by the hour (PBH) cost and higher cost of overhaul made by third parties. These increases were partially offset by a decrease in outstation line maintenance,
lower cost of landing gear maintenance and a decrease in cost of transportation of parts and components. In terms of unit cost per ASK, maintenance and repairs increased 6.2% from 0.66 cents in 2014 to 0.70 cents in 2015.

Depreciation, amortization, and impairment. Depreciation, amortization, and impairment expense was $230.7 million in 2015, a 16.1%
increase over $198.7 million in 2014, primarily due to aircraft depreciation expense generated by new aircraft under financial leasing agreements, and higher aircraft maintenance tools and on board service equipment depreciation expense.
Additionally, amortization of DEPRISAs office relocation project among higher amortizations of other corporate projects also contributed to the increase, partially offset by a decrease in maintenance deferred amortizations. In terms of unit
cost per ASK, depreciation, amortization, and impairment expense increased 7.1% from 0.48 cents in 2014 to 0.52 cents in 2015.

Air
traffic. Air traffic expense was $203.0 million in 2015, a 1.5% decrease from $206.2 million in 2014, primarily as a result of a reduction of penalties, lower interrupted flights and denied boarding compensation expenses. Additionally, there was
a reduction of security costs, leases and buildings and contract labor expenses. These decreases were partially offset by an increase in miles promotion, airport facilities, communication systems and baggage claims expenses, and a 5.9% increase in
departures and the addition of new routes and frequencies added to our network in 2015. In terms of unit cost per ASK, air traffic decreased 9.2% from 0.50 cents in 2014 to 0.46 cents in 2015.



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General, administrative and other. General, administrative and other expenses were $176.2
million in 2015, a 6.7% increase over $165.2 million in 2014, primarily due to higher local tax expense and lower income related to the sale of assets, partially offset by lower communication system expense, specialized training, public services and
electronic data processing expenses. In terms of unit cost per ASK, general, administrative and other expenses decreased 1.6% from 0.40 cents in 2014 to 0.40 cents in 2015.

Passenger services. Passenger services expense was $149.3 million in 2015, a 3.3% decrease from $154.5 million in 2014, primarily as a
result of as a decrease in on board services expenses and flight attendant travel expenses. In terms of unit cost per ASK, passenger services expense decreased 10.9% from 0.38 cents in 2014 to 0.34 cents in 2015.

Flight operations. Flight operations expense was $58.1 million in 2015, a 2.4% increase from $56.7 million in 2014, primarily as a
result of higher specialized training expense due to the introduction of the Boeing 787 Dreamliner, partially offset by the reduction of trainings for Airbus A320 and A330 crews as well as lower crew travel expenses. In terms of unit cost per ASK,
flight operations expense decreased 5.5% from 0.14 cents in 2014 to 0.13 cents in 2015.

Operating profit and operating margin

Our operating profit was $218.8 million in 2015, a 21.7% decrease from $279.5 million in 2014. Our operating margin decreased from
5.9% in 2014 to 5.0% in 2015 as a result of our revenues decreasing at a higher rate (7.3%), than our total operating expenses (6.4%), primarily due to lower fares and passenger yields, primarily due to increased competition and the depreciation of
the Colombian peso against the U.S. dollar.

Interest expense, interest income, derivative instruments and foreign exchange

Interest expense. Interest expense was $169.4 million in 2015, a 26.4% increase from $134.0 million in 2014, primarily as a
result of an increase in new debt to acquire new aircraft as well as more corporate debt acquired primarily to finance spare engines and a new training facility, partially offset by a decrease of COP-denominated debt as consequence of principal
payments of COP denominated bonds. The average interest rate of our debt slightly increased from 4.26% in 2014 to 4.27% in 2015.

Interest income. Interest income was $19.0 million in 2015, an 11.2% increase from $17.1 million in 2014, primarily as a result of a
higher amount of deposits, partially offset by a decrease in the average interest rate on deposits at banks from 2.28% in 2014 to 2.01% in 2015.

Derivative instruments. Derivative instruments expense includes the net effect of changes in fair value of derivatives (financial
instruments). In 2015 we recognized a $0.6 million gain million gain in fair value of derivative instruments compared to a $5.9 million gain in 2014, primarily as a result of negative variation in the market value of our fuel derivatives
instruments.

Foreign exchange. We recorded a net loss on foreign exchange of $177.5 million compared to a net gain of $10.3
million in 2014, primarily as a result of the write-off of cash in Venezuela of $236.7 million, partially offset by the 37.1% depreciation of the Colombian peso against the U.S. dollar, which produced a gain because our average Colombian
peso-denominated liabilities exceed our average Colombian peso-denominated assets. The carrying amount of cash balances held in Venezuela as of December 31, 2015 was $7.7 million classified in cash and cash equivalents and short-term and
long-term restricted cash.

Provision for income tax expense

Our current income tax expense was $17.3 million in 2015, a 48.8% decrease compared to current income tax expense of $33.8 million in 2014. Our
deferred income tax expense was $13.7 million in 2015, a 16.7% decrease from $16.5 million in 2014.



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Our total effective tax rate decreased from 28.1% in 2014 to (28.6%) in 2015, primarily due
to losses reported in 2015.

Additionally, in Colombia, the international flights income tax credit decreased by 83.5% from 2014 to 2015,
mainly due to the decrease of profits and the netting of exempted income of Avianca S.A.

Critical Accounting Policies

The preparation of our consolidated financial statements in conformity with IFRS requires management to make judgments, estimates and
assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing
basis. Revisions to accounting estimates are recognized in the period in which the estimates are revised and in any future periods affected. We believe that our estimates and judgments are reasonable; however, actual results and the timing of
recognition of such amounts could differ from those estimates.

Critical accounting policies and estimates are defined as those that are
reflective of significant judgments and uncertainties and could potentially result in materially different results under different assumptions and conditions. For a discussion of these and other accounting policies, see Note 3 to our audited
consolidated financial statements.

Our consolidated financial statements for the years ended December 31, 2016, 2015 and 2014
include our accounts and the accounts of each of our subsidiaries, including:



|                                              |  |                         |  |                      |        |   |  |      |        |   |  |  |        |  
|--------------------------------------------- |  | ----------------------- |  | -------------------- | ------ | - |  | ---- | ------ | - |  |  | ------ | -
|Name of Subsidiary                            |  | Country ofIncorporation |  | Ownership Interest % |       
|                                              |  | 2016                    |  |                      | 2015   |   |  | 2014 |       
|Aerolíneas Galápagos, S.A. Aerogal            |  | Ecuador                 |  |                      | 99.62  | % |  |      | 99.62  | % |  |  | 99.62  | %
|Aerovías del Continente Americano S.A.        |  | Colombia                |  |                      | 99.98  | % |  |      | 99.98  | % |  |  | 99.98  | %
|Avianca, Inc.                                 |  | USA                     |  |                      | 100    | % |  |      | 100    | % |  |  | 100    | %
|Avianca Leasing, LLC                          |  | USA                     |  |                      | 0      | % |  |      | 0      | % |  |  | 0      | %
|Grupo Taca Holdings Limited                   |  | Bahamas                 |  |                      | 100    | % |  |      | 100    | % |  |  | 100    | %
|Latin Airways Corp.                           |  | Panama                  |  |                      | 100    | % |  |      | 100    | % |  |  | 100    | %
|LifeMiles B.V.                                |  | Curaçao                 |  |                      | 70     | % |  |      | 70     | % |  |  | 100    | %
|Líneas Aéreas Costarricenses, S.A.            |  | Costa Rica              |  |                      | 92.40  | % |  |      | 92.40  | % |  |  | 92.40  | %
|Taca International Airlines, S.A.             |  | El Salvador             |  |                      | 96.84  | % |  |      | 96.84  | % |  |  | 96.84  | %
|Tampa Cargo Logistics, Inc.                   |  | USA                     |  |                      | 99.98  | % |  |      | 99.98  | % |  |  | 99.98  | %
|Tampa Cargo S.A.S                             |  | Colombia                |  |                      | 99.98  | % |  |      | 99.98  | % |  |  | 99.98  | %
|Technical and Training Services, S.A. de C.V. |  | El Salvador             |  |                      | 99.00  | % |  |      | 99.00  | % |  |  | 99.00  | %
|Trans American Airlines S.A.                  |  | Peru                    |  |                      | 100.00 | % |  |      | 100.00 | % |  |  | 100.00 | %
|Vu-Marsat S.A.                                |  | Costa Rica              |  |                      | 100.00 | % |  |      | 100.00 | % |  |  | 100.00 | %

The financial statements of subsidiaries are included in our consolidated financial statements from the date
that control commences until the date that control ceases. Control is established after assessing our ability to direct the relevant activities of the investee, our exposure and rights to variable returns, and our ability to use our power to affect
the amount of the investees returns.

The accounting policies of subsidiaries have been aligned when necessary with the policies
adopted by us.

Our consolidated financial statements also include 54 special purpose entities that relate primary to our companys
aircraft leasing activities. These special purpose entities are created in order to facilitate financing of aircraft with each SPE holding a single aircraft or asset. In addition, our consolidated financial statements include 100 entities that are
mainly investment vehicles, personnel employers and service providers within the consolidated entities. We have consolidated these entities in accordance with IFRS 10.

Intercompany balances and transactions, and any unrealized income and expenses arising from intercompany transactions, are eliminated in
preparing our consolidated financial statements. Unrealized losses are eliminated in the same way as unrealized gains, but only to the extent that there is no evidence of impairment.



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Business Combination

Business combinations are accounted for using the acquisition method in accordance with IFRS 3 Business Combinations. The
consideration for an acquisition is measured at acquisition date fair value of consideration transferred including the amount of any noncontrolling interests in the acquiree. Acquisition costs are expensed as incurred and included in
administrative expenses. When the Company acquires a business, it measures at fair value the financial assets acquired and liabilities assumed for appropriate classification and designation in accordance with the contractual terms, economic
circumstances and pertinent conditions as at the acquisition date. This includes the separation of embedded derivatives in host contracts by the acquiree. Goodwill is initially measured at cost, being the excess of the aggregate of the consideration
transferred to the seller, including the amount recognized for noncontrolling interest over the fair value of identifiable assets acquired and liabilities assumed. After initial recognition, goodwill is measured at cost less any accumulated
impairment losses. For the purposes of impairment testing, goodwill acquired is, from the acquisition date, allocated to each of the Companys cashgenerating units that are expected to benefit from the acquisition, irrespective of whether
other assets or liabilities of the acquiree are assigned to those units.

Intangibles

Intangible assets acquired separately are initially measured at cost in accordance with IAS 38 Intangible Assets. The cost of
intangible assets acquired in a business combination is their fair value as at the date of acquisition. Internally generated intangible assets, excluding capitalized development costs, are not capitalized and the related expenditure is reflected in
the Consolidated Statement of Comprehensive Income in the year in which the expenditure is incurred. The useful lives of intangible assets are assessed as either finite or indefinite. Intangible assets with finite lives are amortized over their
useful economic lives and assessed for impairment whenever there is an indication that the intangible asset may be impaired. The amortization period and the amortization method for an intangible asset with a finite useful life are reviewed at least
at the end of each reporting period. Changes in the expected useful life or in the expected pattern of consumption of future economic benefits embodied in the asset are accounted for by changing the amortization period or method, as appropriate, and
are treated as changes in accounting estimates. The amortization expense on intangible assets with finite lives is recognized in the Consolidated Statement of Comprehensive Income within depreciation and amortization. Intangible assets with
indefinite useful lives are not amortized, but are tested for impairment annually, either individually or at the cashgenerating unit level. The assessment of indefinite life is reviewed annually to determine whether the indefinite life
continues to be supportable. If not, the change in useful life from indefinite to finite is made on a prospective basis. Gains and losses arising from the derecognition of an intangible asset are measured as the difference between the net
disposal proceeds and the carrying amount of the asset and are recognized in the consolidated statement of comprehensive income when the asset is derecognized.

Major maintenance and return conditions

Our aircraft maintenance expense consists of aircraft repair and charges related to light and heavy maintenance of our aircraft and maintenance
of components and materials. We account for engine overhaul expense by using the deferral method pursuant to which the actual cost of the overhaul is capitalized and then amortized, based on total estimated flying hours of each overhauled engine or
based on the remaining months for the return of the engine according to the lease agreement. We record this amortization expense under the operating expenses line item depreciation, amortization, and impairment. Routine
maintenance expenses of aircraft and engines are charged to expense as incurred.

For certain operating leases, we are contractually
obligated to return aircraft in a defined condition. We accrue for restitution costs related to aircraft held under operating leases at the time the asset does not meet the return conditions criteria and throughout the remaining duration of the
lease. Restitution costs are based on the net present value of the estimated average costs of returning the aircraft and are recognized under the operating expenses line item maintenance and repairs. These costs are reviewed annually and
adjusted as appropriate.



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Maintenance deposits

Maintenance deposits correspond to deposits paid to lessors based on cycles, flight hours, or fixed monthly amounts, depending on the specific
nature of each provision. Rates used for the calculation and monthly amounts are specified in each lease agreement. The maintenance deposits paid to aircraft lessors are recorded within Deposits and other assets when they are susceptible
for recovery, to the extent that such amounts are expected to be used to fund future maintenance activities. Deposits that are not probable of being used to fund future maintenance activities are expensed as incurred. The maintenance deposits refer
to payments made by the Company to leasing companies to be used in future aircraft and engine maintenance work. Management performs regular reviews of the recovery of maintenance deposits and believes that the values reflected in the Consolidated
Statement of Financial Position are recoverable. These deposits are used to pay for maintenance performed, and might be reimbursed to the Company after the execution of a qualifying maintenance service or when the leases are completed, according to
the conditions agreed in each contract. Certain lease agreements establish that the existing deposits, in excess of maintenance costs are not refundable. Such excess occurs when the amounts used in future maintenance services are lower than the
amounts deposited. Any excess amounts expected to be retained by the lessor upon the lease contract termination date, which are not considered material, are recognized as additional aircraft lease expense. Payments related to maintenance that the
Company does not expect to perform are recognized when paid as additional rental expense. Some of the aircraft lease agreements do not require maintenance deposits.

Accounting for property and equipment

We measure flight equipment, property and other equipment at cost less accumulated depreciation and accumulated impairment losses in accordance
with IAS 16 Property, Plant and Equipment.

Subsequent costs incurred for major maintenance of aircrafts fuselages and
engines are capitalized and depreciated over the shorter period to the next scheduled maintenance or return of the asset. The depreciation rate is determined according to the assets expected useful life based on projected cycles and flight
hours. Routine maintenance expenses of aircraft and engines are charged to income as incurred.

Depreciation is calculated over the
depreciable amount, which is the cost of an asset, or other amount substituted for cost, less its residual value.

Depreciation is
recognized in our consolidated statement of comprehensive income on a straightline basis over the estimated useful lives of flight equipment, property and other equipment, since this method most closely reflects the expected pattern of
consumption of the future economic benefits embodied in the asset.

Rotable spare parts for flight equipment are depreciated on the
straightline method, using rates that allocate the cost of these assets over the estimated useful life of the related aircraft. Land is not depreciated.

We review and adjust residual values, amortization methods and useful lives of the assets, if appropriate, at each reporting date.

Lease accounting

As of December 31, 2016, our fleet was comprised of 187 aircraft, 122 of which were owned and 65 were subject to long-term operating
leases.

Finance leases. Leases in terms of which we assume substantially all the risks and rewards of ownership are classified as
finance leases in accordance with IAS 17 Leases. Upon initial recognition the leased asset is measured at an amount equal to the lower of its fair value and the present value of the minimum lease payments.

Lease payments are apportioned between finance charges and reduction of the lease liability so as to achieve a constant rate of interest on
the remaining balance of the liability. Finance charges are recognized in interest (expense) in the consolidated statement of comprehensive income.



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A leased asset is depreciated over the useful life of the asset. However, if there is no
reasonable certainty that we will obtain ownership by the end of the lease term, the asset is depreciated over the shorter of the estimated useful life of the asset and the lease term.

Operating leases. We recognize our operating leases as an operating expense in our consolidated statement of comprehensive income on a
straightline basis over the lease term.

Gains or losses related to sale-leaseback transactions classified as an operating lease
after the sale are accounted for as follows:



| | (i) | They are immediately recognized as other (expense) income when it is clear that the transaction is established at fair value;
| | --- | -----------------------------------------------------------------------------------------------------------------------------



| | (ii) | If the sale price is below fair value, any profit or loss is immediately recognized as other (expense) income, however, if the loss is compensated by future lease payments at below market price, it is deferred and
amortized in proportion to the lease payments over the contractual lease term; or
| | ---- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (iii) | In the event of the sale price is higher than the fair value of the asset, the value exceeding the fair value is deferred and amortized during the period when the asset is expected to be used. The amortization of the
gain is recorded as a reduction in lease expenses.
| | ----- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

If the sale-leaseback transactions result in a financial lease, any
excess proceeds over the carrying amount shall be deferred and amortized over the lease term.

Deferred income tax

Deferred tax is recognized for temporary differences between the tax bases of assets and liabilities and their carrying amounts for financial
reporting purposes.

Deferred tax assets are recognized to the extent that is probable that the temporary differences, the carry forward
of unused tax credits and any unused tax losses can be utilized, except:



| |  |  | Where the deferred tax liability arises from the initial recognition of goodwill or of an asset or liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the
accounting profit nor taxable profit or loss.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | In respect of taxable temporary differences associated with investments in subsidiaries, where the timing of the reversal of the temporary differences can be controlled and it is probable that the temporary differences
will not reverse in the foreseeable future.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Deferred tax is measured at the tax rates that are expected to be applied to
temporary differences when they reverse, using tax rates enacted or substantively enacted at the reporting date.

Deferred tax assets and
liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they relate to taxes levied by the same tax authority on the same taxable entity, or on different tax entities, but they intend to
settle current tax liabilities and assets on a net basis or their tax assets and liabilities will be realized simultaneously.

Derivative financial instruments

We use derivative financial instruments such as forward currency contracts, interest rate contracts and forward commodity contracts to hedge
our foreign currency risks, interest rate risks and commodity price risks, respectively. Such derivative financial instruments are initially recognized at fair value on the date on which a derivative contract is entered into. Subsequent to initial
recognition, derivatives are carried at fair value as financial assets when the fair value is positive and as financial liabilities when the fair value is negative.



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Commodity contracts that are entered into and continue to be held for the purpose of the receipt
or delivery of a non-financial item in accordance with our expected purchase, sale or usage requirements are held at cost.

Any gains or
losses arising from changes in the fair value of derivatives are taken directly into the consolidation statement of comprehensive income, except for the effective portion of derivatives assigned as cash flow hedges, which is recognized in other
comprehensive income.

Cash flow hedges which meet the strict criteria for hedge accounting are accounted for as follows:

The effective portion of the gain or loss on the hedging instrument is recognized directly as other comprehensive income in the equity, while
any ineffective portion of cash flow hedge related to operating and financing activities is recognized immediately in the consolidated statement of comprehensive income.

Amounts recognized as other comprehensive income are transferred to the consolidated statement of comprehensive income when the hedged
transaction affects earnings, such as when the hedged financial income or financial expense is recognized or when a forecast sale occurs. Where the hedged item is the cost of a non-financial asset or non-financial liability, the amounts recognized
as other comprehensive income are transferred to the initial carrying amount of the non-financial asset or liability.

If the forecasted
transaction or firm commitment is no longer expected to occur, the cumulative gain or loss previously recognized in equity is transferred to the consolidated statement of comprehensive income. If the hedging instrument expires or is sold, terminated
or exercised without replacement or rollover, or if its designation as a hedge is revoked, any cumulative gain or loss previously recognized in other comprehensive income remains in other comprehensive income until the forecast transaction or firm
commitment affects profit or loss.

We use forward currency contracts and cross currency as hedges of our exposure to foreign currency
risk in forecasted transactions and firm commitments, as well as forward commodity contracts for its exposure to volatility in commodity prices.

Revenue recognition

In accordance with IAS 18, we recognize revenue to the extent that it is probable that the economic benefits will flow to us and the revenue
can be reliably measured. We measure revenue at the fair value of the consideration received or receivable, taking into account contractually defined terms of payment and excluding taxes or duty. The following specific recognition criteria must also
be met before revenue is recognized:

Passenger and cargo transportation. We recognize revenue from passenger and cargo
transportation as earned when the service is rendered.

We are required to charge and collect certain taxes and fees on our passenger
tickets. These taxes and fees include transportation taxes, airport passenger facility charges and arrival and departure taxes. These taxes and fees are legal assessments on the customer. As we have a legal obligation to act as a collection agent
with respect to these taxes and fees, such amounts are not included within passenger revenue. We record a liability when the amounts are collected and derecognize the liability when payments are made to the applicable government agency or operating
carrier.

A significant portion of our ticket sales are processed through major credit card companies, resulting in accounts receivable
which are generally short-term in duration and typically collected prior to the recognition of revenue. Credit risk associated with these receivables is minimal.

Cargo is carried out in our dedicated freighter fleet and, to the extent of excess capacity, in the bellies of our passenger aircraft.

Aircraft leasing. We recognize aircraft operating lease income as other revenue in the consolidated statement of comprehensive income
when it is earned, according to the terms of each lease agreement.



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Frequent flyer. Our LifeMiles frequent flyer program is designed to retain and
increase travelers loyalty by offering incentives to travelers for their continued patronage. Under the LifeMiles program, miles are earned by flying on our airlines or our alliance partners and by using the services of program partners
for such things as credit card use, hotel stays, car rentals, and other activities. Miles are also directly sold through different distribution channels. Miles earned can be exchanged for flights or other products or services from alliance partners.

The fair value of consideration in respect of initial sale is allocated between the miles and other components of the sale, including
breakage in accordance with IFRS Interpretations Committee 13 Customer loyalty programs. Revenue allocated to the reward credits is deferred within Air traffic liability until redemption. Components other than the fair value of gross
billings are immediately recognized within Revenue. These components correspond to an initial revenue recognition element, related to the marketing attributes of the miles sold. The amount of revenue deferred is measured by applying
statistical techniques based on market approach using observable information in accordance with IFRS 13 Fair Value Measurements. Inputs to the models include assumptions based on managements expected redemption rates and customer preferences.
The amount of revenue recognized related to breakage is based on the number of miles redeemed in a period in relation to the total number expected to be redeemed.

Employee benefits

We sponsor defined benefit pension plans for executives, which require contributions to be made to separately administered funds. We have also
agreed to provide certain additional post-employment benefits to senior employees in Colombia. These benefits are unfunded. The cost of providing benefits under the defined benefit plans is determined separately for each plan using the projected
unit credit cost method. Actuarial gains and losses for defined benefit plans are recognized in full in the period in which they occur in other comprehensive income.

The defined benefit asset or liability comprises the present value of the defined benefit obligation (using a discount rate based on Colombian
Government bonds), and less the fair value of plan assets out of which the obligations are to be settled. Plan assets are held by the Social Security Institute and private pension funds are not available to our creditors, nor can they be paid
directly to us. Fair value is based on market price information and in the case of quoted securities on the published bid price. The value of any defined benefit asset recognized is restricted and the present value of any economic benefits available
in the form of refunds from the plan or reductions in the future contributions to the plan.

Under IAS 19 (issued in June 2011 and amended
in November 2013), we determine the net interest expense (income) on the net defined benefit liability (asset) for the period by applying the discount rate used to measure the defined benefit obligation at the beginning of the annual period to the
net defined benefit liability (asset) at the beginning of the annual period. It takes into account any changes in the net defined benefit liability (asset) during the period as a result of contributions and benefit payments. The net interest on the
net defined benefit liability (asset) comprises:



| |  |  | interest cost on the defined benefit obligation;
| | - |  | ------------------------------------------------



| |  |  | interest income on plan assets; and
| | - |  | -----------------------------------



| |  |  | interest on the effect of the asset ceiling.
| | - |  | --------------------------------------------



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New and amended standards and interpretations

1.1 Amendments to IFRSs that are mandatorily effective for the current year

We applied, for the first time certain standards and amendments, which are effective for annual periods beginning on or after January 1,
2016. The nature and the impact of each new standard or amendment is described below:

Annual Improvements 2012-2014 Cycle

These improvements are effective for annual periods beginning on or after January 1, 2016. They include:

IFRS 5 Non-current Assets Held for Sale and Discontinued Operations

Assets (or disposal groups) are generally disposed of either through sale or distribution to owners. The amendment clarifies that changing from
one of these disposal methods to the other would not be considered a new plan of disposal, rather it is a continuation of the original plan. There is, therefore, no interruption of the application of the requirements in IFRS 5. This amendment must
be applied prospectively.

IFRS 7 Financial Instruments: Disclosures

(i) Servicing contracts

The
amendment clarifies that a servicing contract that includes a fee can constitute continuing involvement in a financial asset. An entity must assess the nature of the fee and the arrangement against the guidance for continuing involvement in IFRS 7
in order to assess whether the disclosures are required. The assessment of which servicing contracts constitute continuing involvement must be done retrospectively. However, the required disclosures would not need to be provided for any period
beginning before the annual period in which the entity first applies the amendments.

(ii) Applicability of the amendments to IFRS 7 to
condensed interim financial statements

The amendment clarifies that the offsetting disclosure requirements do not apply to Interim
Condensed Consolidated Financial Statements, unless such disclosures provide a significant update to the information reported in the most recent annual report. This amendment must be applied retrospectively.

IAS 19 Employee Benefits

The
amendment clarifies that market depth of high quality corporate bonds is assessed based on the currency in which the obligation is denominated, rather than the country where the obligation is located. When there is no deep market for high quality
corporate bonds in that currency, government bond rates must be used. This amendment must be applied prospectively.

Amendments to
IAS 1 Disclosure Initiative

The amendments to IAS 1 clarify, rather than significantly change, existing IAS 1 requirements. The
amendments clarify:



| |  |  | The materiality requirements in IAS 1
| | - |  | -------------------------------------



| |  |  | That specific line items in the statement(s) of profit or loss and OCI and the statement of financial position may be disaggregated
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------



| |  |  | That entities have flexibility as to the order in which they present the notes to financial statements
| | - |  | ------------------------------------------------------------------------------------------------------



| |  |  | That the share of OCI of associates and joint ventures accounted for using the equity method must be presented in aggregate as a single line item, and classified between those items that will or will not be subsequently
reclassified to profit or loss
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Furthermore, the amendments clarify the requirements that apply when additional subtotals
are presented in the statement of financial position and the statement(s) of profit or loss and OCI. These amendments do not have any impact on the Group.



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4.2 Standards issued but not yet effective

The group has not applied the following new and revised IFRSs that have been issued but are not yet effective:



| |  |                                  |  |                                                                                          
| |  | -------------------------------- |  | -----------------------------------------------------------------------------------------
| |  | IFRS 9                           |  | Financial Instruments (2)                                                                
| |  |                                 
| |  | IFRS 15                          |  | Revenue from contracts with Customers (and the related clarifications) (2)               
| |  |                                 
| |  | IFRS 16                          |  | Leases (3)                                                                               
| |  |                                 
| |  | Amendments to IFRS 2-            |  | Classification and Measurement of share based payment transactions (2)                   
| |  |                                 
| |  | Amendments to IFRS 10 and IAS 28 |  | Sale or contribution of Assets between an Investor and its associate or joint venture (4)
| |  |                                 
| |  | Amendment to IAS 7               |  | Disclosure Initiative (1)                                                                
| |  |                                 
| |  | Amendments to IAS 12             |  | Recognition of Deferred Tax Assets for Unrealized Losses (1)                             



|(1) | Effective for annual periods beginning on or after 1 January 2017, with earlier application permitted.
|--- | ------------------------------------------------------------------------------------------------------

|(2) | Effective for annual periods beginning on or after 1 January 2018, with earlier application permitted.
|--- | ------------------------------------------------------------------------------------------------------

|(3) | Effective for annual periods beginning on or after 1 January 2019, with earlier application permitted.
|--- | ------------------------------------------------------------------------------------------------------

|(4) | Effective for annual periods beginning on or after a date to be determined
|--- | --------------------------------------------------------------------------

IFRS 9
Financial Instruments

In July 2014, the IASB issued the final version of IFRS 9 Financial Instruments that replaces IAS 39
Financial Instruments: Recognition and Measurement and all previous versions of IFRS 9. IFRS 9 brings together all three aspects of the accounting for the financial instruments project: classification and measurement; impairment; and hedge
accounting. IFRS 9 is effective for annual periods beginning on or after 1 January 2018, with early application permitted. Except for hedge accounting, retrospective application is required, but providing comparative information is not
compulsory. For hedge accounting, the requirements are generally applied prospectively, with some limited exceptions.

The Group plans to
adopt the new standard on the required effective date. The Group expects no significant impact on its balance sheet and equity, nevertheless the Company is analyzing the impact of this standard.

IFRS 15 Revenue from contracts with customers

IFRS 15 Revenue from contracts with customers; in force for periods beginning on or after January 1, 2018. This standard
establishes a new five-step model that will be applied to revenue from customer contracts. Revenue is recognized at an amount that reflects the amount that an entity expects to receive as consideration for such goods or services and at the time the
execution obligations associated with those goods or services are satisfied.

AVH has launched a project to identify revenue flows across
the Group and to analyze them using the five-step model.

At this moment, the Group anticipates that the adoption of IFRS 15 will lead to
the following major changes in revenue accounting:



| |  |  | Changes in the gross or net presentation of revenue arising from the revision of the terms and conditions of certain transactions carried out by the operating companies, in the case in which they could be identified as
the principal or agent.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | A change in the time at which certain auxiliary revenues are recognized, to coincide with the principal execution obligations associated with the services provided.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Reclassification of some auxiliary revenues that are currently being presented as other revenues, to passenger revenues.
| | - |  | ------------------------------------------------------------------------------------------------------------------------

The Group should adopt this standard as of January 1, 2018 and is currently assessing whether it chooses to apply it fully retroactively or
applying the transition method to the cumulative effect of the initial application. The Group is assessing the effects in the financial performance or financial position after the adoption of this standard.

IFRS 16 Leases

This standard requires that lessees recognize all leases in a similar way to finance leases under IAS 17 Leases. The standard includes two
exceptions to this recognition, leases of assets (1) low value (e.g. personal computers) and (2) short-term contracts (less than 12 months). The lessor recognizes from the beginning of the lease, the asset that represents the right to use
and the payments liability to be made. Meanwhile, the interest expense is recorded separately to depreciation.

Recognition requirements
for the lessor have no relevant changes compared to IAS 17.

Some key metrics could be affected: EBIT, debt covenants, financial and debt
indicators, as well as the presentation of cash flows, which would be presented as financing activities and not as operating activities.



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Effective date for annual periods beginning on or after January 1, 2019 onwards, early
application is permitted, but not before applying IFRS 15 Revenue from contracts with customers. The Company is analyzing the impact of this standard and plans to adopt it on the required effective date.

IFRS 2 Classification and Measurement of Share-based Payment Transactions  Amendments to IFRS 2

The IASB issued amendments to IFRS 2 Share-based Payment that address three main areas: the effects of vesting conditions on the measurement of
a cash-settled share-based payment transaction; the classification of a share-based payment transaction with net settlement features for withholding tax obligations; and accounting where a modification to the terms and conditions of a share-based
payment transaction changes its classification from cash settled to equity settled.

On adoption, entities are required to apply the
amendments without restating prior periods, but retrospective application is permitted if elected for all three amendments and other criteria are met. The amendments are effective for annual periods beginning on or after 1 January 2018, with
early application permitted. The Group is assessing the potential effect of the amendments on its consolidated financial statements.

IAS 7 Disclosure Initiative  Amendments to IAS 7

The amendments to IAS 7 Statement of Cash Flows are part of the IASBs Disclosure Initiative and require an entity to provide disclosures
that enable users of financial statements to evaluate changes in liabilities arising from financing activities, including both changes arising from cash flows and non-cash changes. On initial application of the amendment, entities are not required
to provide comparative information for preceding periods. These amendments are effective for annual periods beginning on or after 1 January 2017, with early application permitted. Application of the amendments will result in additional
disclosures provided by the Group.

IAS 12 Recognition of Deferred Tax Assets for Unrealised Losses  Amendments to IAS 12

The amendments clarify that an entity needs to consider whether tax law restricts the sources of taxable profits against which it
may make deductions on the reversal of that deductible temporary difference. Furthermore, the amendments provide guidance on how an entity should determine future taxable profits and explain the circumstances in which taxable profit may include the
recovery of some assets for more than their carrying amount.

Entities are required to apply the amendments retrospectively. However, on
initial application of the amendments, the change in the opening equity of the earliest comparative period may be recognised in the opening retained earnings (or in another component of equity, as appropriate), without allocating the change between
opening retained earnings and other components of equity. Entities applying this relief must disclose that fact. These amendments are effective for annual periods beginning on or after 1 January 2017 with early application permitted. If an
entity applies the amendments for an earlier period, it must disclose that fact. These amendments are not expected to have any impact on the Group.



|B. | Liquidity and Capital Resources
|-- | -------------------------------

Our primary sources of funds are cash provided by
operations and cash provided by financing activities. Our primary uses of cash are for working capital, capital expenditures, operating leases and general corporate purposes. Historically, we have been able to fund our short-term capital needs with
cash generated from operations. Our long-term capital needs generally result from our need to purchase aircraft. Our cash and cash equivalents were $640.9 million as of December 31, 2014, $479.4 million as of December 31, 2015 and $375.8
as of December 31, 2016.

As of December 31, 2016, we had unsecured revolving credit lines with financial institutions providing
for working capital financing of up to $84.4 million in the aggregate. Our outstanding borrowings under these unsecured revolving credit lines were $171.2 as of December 31, 2014, $80.9 million as of December 31, 2015 and $61.6 as of
December 31, 2016. As of December 31, 2016 and 2015, we had an outstanding balance of short-term and long-term debt with different financial institutions amounting to $418.1 million and $482.4 million, respectively, for working capital
purposes. See Item 5. Operating and Financial Review and ProspectsPart B. Liquidity and Capital ResourcesDebt and Other Financing Agreements.



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The average interest rate for all of our financial debt as of December 31, 2016 was
approximately 4.45%.

In addition, we are a holding company and our ability to repay our indebtedness and pay dividends to holders of the
ADSs, each of which represents eight preferred shares, is dependent on the generation of cash flow by our subsidiaries and their ability to make such cash available to us, by dividend, debt repayment or otherwise. See Item 3. Key
InformationPart D. Risk FactorsRisks Relating to Our CompanyWe are a holding company with no independent operations or assets, and our ability to repay our debt and pay dividends to holders of the ADSs is dependent on cash flow
generated by our subsidiaries, which are subject to limitations on their ability to make dividend payments to us. Covenants contained in Aviancas Local Bonds (as defined below) restrict Aviancas ability to make dividends and other
payments to us. These restrictions are described in more detail in Debt and Other Financing AgreementsSeries A, B and C Local Bonds. Because of these restrictions, Avianca is currently unable to pay dividends to us. If
Avianca were to continue to be unable to pay dividends to us it would severely impact our liquidity and our ability to pay dividends to holders of the ADSs.

We believe that the above-mentioned sources, including our revolving credit lines and the cash flow generated from operating activities, are
sufficient for our present working capital requirements.

For 2017, we estimate that our dividend payment will have an effect of
approximately $26.6 million, or 7.1% of our total cash and cash equivalents as of December 31, 2016 of $375 million. In 2015, the effect was $5.7 million, or 1.2% of 2015 total cash and cash equivalents. In 2014, the effect was $38.9 million,
or 6.1%, of 2014 total cash and cash equivalents. In 2015 the effect was $70.8 million, or 14.8%, of 2015 total cash and cash equivalents.

Cash Flows provided by Operating Activities

Our cash flow from operating activities is generated primarily from passenger and cargo sales less our payments for aircraft leases, fuel,
maintenance, ground operations, payroll related expenses, marketing, income taxes and capital expenditures. We use our cash flows provided by operating activities to provide working capital for current and future operations.

In 2016, net cash flows provided by operating activities were $568.0 million, a 56.5% increase from $363.0 million in 2015, primarily due to
an increase in profitability as a result of total operating expenses decreasing at higher rate than total operating revenues. Net profit after non-cash items was $538.4 million in 2016, a 16.3% increase from $463.0 million in 2015, primarily due to
the impact of a $262.7 million, or 6.3%, decrease in our operating expenses compared to a $223.0 million, or 5.1%, decrease in total operating revenues, primarily as a result of an increase in air traffic liability of $113.1 million resulting from
an increase of ticket sales, an increase in deposits and other assets of $27.9 million, and an increase of account payables of $66.2 million resulting from an increase of payable days outstanding, partially offset by a decrease in currency
translation adjustment due to a write off of the cash balances held in Venezuela of $236.7 million done in 2015.

In 2015, net cash flows
provided by operating activities were $363.0 million, a 41.2% increase from $257.1 million in 2014, primarily due to the decrease in accounts receivable of $112.3 million resulting from a decrease of days outstanding which contributed to an increase
in operating cash flows because we received more cash from travel agencies selling our tickets, an increase in deposits and other assets of $68.0 million, in addition, a decrease of prepaid expenses of $19.7 million resulting from a decrease of days
outstanding, and a $23.4 increase in cash flow generated by expendable spare parts and supplies, air traffic liability, employee benefits and income tax paid, partially offset by our decrease in profitability as a result of a net loss of $139.5
million in 2015 compared to a net profit of $128.5 million in 2014. Net profit after non-cash items was $463.0 million in 2015, a 1.6% decrease from $470.4 million in 2014, primarily due to the impact of a $342.2 million, or 7.3%, decrease in our
operating revenues as a result of a 17.7% decrease in yield from 11.8 cents in 2014 to 9.7 cents in 2015 and the write-off of the cash balances held in Venezuela of $236.7 million (the latter of which was partially offset in our cash flow from
operations by currency translation adjustment of $177.5 million). Also contributing to the change in our operational cash flow in 2015 compared to 2014 was the decrease in cash flow generated by accounts payable and accrued



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expenses of $99.7 million resulting from a decrease of days payable outstanding (which contributed to a decrease in operating cash flow because we used more cash to pay accounts) and a $10.6
million decrease in cash flow generated by provisions, resulting from provisions relating to return conditions payments of leased aircraft.

Cash Flows used in Investing Activities

Our investing activities primarily consist of capital expenditures related to aircraft, special projects and advance payments on aircraft
purchase contracts. Additionally, we use cash for the purchase of spare parts and equipment related to expanding our aircraft fleet.

In
2016, cash flows used in investing activities were $118.4 million, a 64.2% decrease from cash flow used in investing activities of $330.5 million in 2015, primarily as a result of an decrease in advance payments on aircraft purchase contracts in
2016 and a decrease in investing and increase in redemption of certificates of bank deposits.

In 2015, cash flows used in investing
activities were $330.5 million, a 33.9% increase from cash flow used in investing activities of $246.9 million in 2014, primarily as a result of an increase in acquisition of property and equipment and an increase in advance payments on aircraft
purchase contracts in 2015.

Cash Flows (used in) provided by Financing Activities

Our financing activities primarily consist of the financing of our fleet and working capital needs.

In 2016, cash flows used in financing activities were $550.5 million, a 3,144.8% decrease from cash flows provided by financing activities of
$18.1 million in 2015, primarily as a result of a decrease in cash provided for new loans and borrowings from $452.0 million in 2015 to $35.0 million in 2016 and the sale of a minority interest of LifeMilesof $301.4 million in 2015. This
decrease was partially offset by a reduction of repayments of loans and borrowings of $121.0 million.

In 2015, cash flows provided by
financing activities were $18.1 million, a 134.2% increase from cash flows used in financing activities of $52.8 million in 2014, primarily as a result of proceeds from the sale of a minority interest of LifeMiles of $301.4 million,
acquisition of new debt of $459.0 ($231.5 million in 2014), partially offset by principal payments of financial obligations of $522.9 million ($365.6 million in 2014), interest payments of $148.5 million ( $131.8 million in 2014) and dividend
payments of $70.8 million ($38.9 million in 2014). Also affecting cash flows provided by financing activities in 2014 were proceeds from the issuance of bonds of $250.0 million.

Debt and Other Financing Agreements

Historically, we have been able to fund our short-term capital needs by way of cash generated from operations. Our long-term capital needs
generally result from the need to purchase additional aircraft that are financed using finance leases (including export credit agency backed financing), commercial loans, operating leases or accessing the capital markets. We expect to meet all of
our operating obligations as they become due through available cash and internally generated funds, supplemented as necessary by revolving credit lines and/or short term loan facilities.



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As detailed further in the table below, as of December 31, 2016, our total outstanding debt
was $3,274.2 million, a decrease of $198.8 million over our total debt of $3,473.0 million as of December 31, 2015. Total debt as of December 31, 2016 consisted of $2,867.5 million in long-term debt and $406.7 million in current
installments of long-term debt and short-term borrowings. We had unsecured revolving lines of credit with different financial institutions as of December 31, 2016, for a total of $84.4 million. As of December 31, 2016, we had $61.6 million
outstanding under these lines of credit. The average interest rate paid per annum as of December 31, 2016 under all of our indebtedness was approximately 4.45%.



|             |  |                  |                 |  |         |  |       |            |  |  |                        |   |  |              |         |  |  |  |       |  
|------------ |  | ---------------- | --------------- |  | ------- |  | ----- | ---------- |  |  | ---------------------- | - |  | ------------ | ------- |  |  |  | ----- | -
|Type of Debt |  | OriginalCurrency |                 |  | % Fixed |  |       | % Variable |  |  | BalanceinmillionsofUS$ |   |  | Average Rate |        
|Aircraft     |  |                  | U.S. Dollars    |  |         |  | 92.7  | %          |  |  | 7.3                    | % |  |              | 2,091.9 |  |  |  | 3.36  | %
|Aircraft     |  |                  | Euros           |  |         |  | 100.0 | %          |  |  | 0.0                    | % |  |              | 126.6   |  |  |  | 1.40  | %
|Corporate    |  |                  | U.S. Dollars    |  |         |  | 74.1  | %          |  |  | 25.9                   | % |  |              | 413.5   |  |  |  | 4.34  | %
|Corporate    |  |                  | Colombian Pesos |  |         |  | 0.0   | %          |  |  | 100.0                  | % |  |              | 4.6     |  |  |  | 11.12 | %
|Bonds        |  |                  | Colombian Pesos |  |         |  | 0.0   | %          |  |  | 100.0                  | % |  |              | 88.8    |  |  |  | 12.96 | %
|Bonds        |  |                  | U.S. Dollars    |  |         |  | 100.0 | %          |  |  | 0.0                    | % |  |              | 548.9   |  |  |  | 7.95  | %
|             |  |                  |                 |  |        
|Total        |  |                  |                 |  |         |  | 89.2  | %          |  |  | 10.8                   | % |  |              | 3,274.2 |  |  |  | 4.45  | %

Series C Local Bonds

Our subsidiary Avianca has an aggregate principal amount outstanding of $88.8 million of Series C bonds due 2019 (the Local Bonds).
Subject to certain exceptions, the Local Bonds restrict Aviancas ability to incur additional indebtedness, to make capital investments and to pay dividends to us.

Beginning on January 1, 2016, Avianca may pay dividends to us only if:



| |  |  | there is no default or event of default under any of the Local Bonds;
| | - |  | ---------------------------------------------------------------------



| |  |  | Aviancas debt service ratio (i.e., the ratio of Aviancas adjusted EBITDAR (net income + noncash (interest) expenses + financial expenses (depreciation and amortization) + leasing costs) to debt service
obligations (interest and principal payment costs + leasing costs)) is equal or greater than 1.4 times;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the amount of any such dividend does not exceed the sum (without duplication) of (i) Aviancas net income for the fiscal year prior to such payment and (ii) its retained earnings; and
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | after giving effect to such dividend, Aviancas liquidity (i.e., its (i) cash and cash equivalents and (ii) cash investments (in the case of each of (i) and (ii), excluding amounts deposited in
special purpose liquidity, interest services or capital services accounts), less (iii) its operating cash flow) is at least 15.0% of its scheduled debt service projected for such fiscal year.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

As of December 31, 2016, Avianca was not meeting the adjusted EBITDAR to debt service ratio for purposes of the Local Bonds. However,
this failure does not give holders of the Local Bonds the ability to accelerate this debt.

The events of default under the Local Bonds
include failure to timely pay principal or interest, litigation matters resulting in a material adverse effect not remedied within 75 days, liquidation, acceleration of debt not remedied within 30 days and breaches of covenants and other agreements.

Under the Local Bonds, Avianca is restricted from making certain additional investments (other than investments in Aviancas fleet)
and incurring or guaranteeing additional debt during periods when the debt service ratio described above is less than 1.4 to 1 and a leverage ratio is greater than 4.5 to 1.

The terms above describe the Local Bonds as amended by Addendum No. 2 to the Local Bonds Prospectus, which was approved by the Colombian
Financial Superintendency and the Bondholders Assembly on February 24, 2014 and on December 5, 2013, respectively. Addendum no. 2 primarily increased the flexibility of the covenants initially imposed on Avianca by, among other
modifications:



| |  |  | expanding the scope of permitted investments in affiliated airlines, by increasing the cap on said investments from 2.5% to 4.0% of the operational income of Avianca during the prior year;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | including a new exception to the prohibition to secure obligations of third parties, allowing Avianca to secure obligations of its affiliated airlines, provided that certain performance ratings are fulfilled;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | increasing the maximum amount of dividends that can be distributed (from 12.0% to 20.0% of the EBITDA for the prior year); and
| | - |  | ------------------------------------------------------------------------------------------------------------------------------



| |  |  | increasing the leverage ratio from 3.5x to 4.5x.
| | - |  | ------------------------------------------------

Bank Loans and Export Credit Agency
Guarantees

We typically finance our aircraft through a mix of debt financing and sale-leaseback financings in which we sell an
aircraft to a financial institution or leasing company immediately upon delivery from the manufacturer and lease the aircraft back under an operating agreement for a period of time, typically six to eight years. In the future, we may not be able to
secure such financing on terms attractive to us or at all. To the extent we cannot secure such financing on terms acceptable to us or at all, we may be required to modify our aircraft acquisition plans, incur higher than anticipated financing costs
or use more of our cash balances for aircraft acquisitions than we currently expect. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to Our CompanyWe may not be able to obtain the capital we need to finance our
growth and modernization strategy.

As of December 31, 2016, our total fleet contained 187 aircraft (including, two A319s, one
A330F subleased to OceanAir, two Embraer 190 leased to Aerolitoral S.A. de CV and one inactive aircraft) comprised of 174 passenger aircraft and 13 cargo aircraft, 65 of which were subject to operating leases, and 122 which were owned. Of the 122
owned aircraft, 12 are owned outright, 77 have been financed using commercial loans with separate guarantees issued by export credit agencies, or ECAs in Europe or EXIMs in the United States, and 33 have been financed with loans without ECA/EXIM
guarantees. During 2016, we financed the purchase of three additional jet aircraft with the issuance of guaranteed notes and loans through a private placement vehicle and two regional aircraft with loans provided by commercial lenders for an
aggregate amount of $154.0 million, and issued in Euro a USD equivalent of $57.3 to refinance five ATR 72 aircraft through an ECA guaranteed bond take out loan These loans mature in 2026 and 2028.

Under the terms of our commercial bank loans with guarantees from ECAs, we currently obtain an 80.0% advance ratio. These loans are typically
denominated in U.S. dollars and accrue interest at a variable interest rate linked to LIBOR. Typically aircraft are financed either through commercial debt with an export credit agency guarantee or through private placements in bundles of three to
five aircraft to optimize legal fees and to obtain competitive prices. A bidding process is used for each package and the most competitive offer is selected. Our current fleet is financed with various top tier banks and private investors in the U.S.
and Europe.

The following table shows our outstanding fleet financing debt by financial institution, ECA guaranteed loans and direct
financial loans, as of December 31, 2016:



|                 |  |                     |         |  |                         |  |       |                      |  |  |                      |  |  |                           |       |  |  |  |         | 
|---------------- |  | ------------------- | ------- |  | ----------------------- |  | ----- | -------------------- |  |  | -------------------- |  |  | ------------------------- | ----- |  |  |  | ------- | 
|Bank             |  | ECA GuaranteedLoans |         |  | EximbankGuaranteedLoans |  |       | BNDESGuaranteedLoans |  |  | Financial Loans      |  |  | Total Fleet FinancingDebt |      
|                 |  |                     |         |  |                         |  |       |                      |  |  | (in millions of US$) |  |  |                           |      
|Barclays         |  |                     | 84.9    |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 84.9    | 
|BNDES            |  |                     | 0.0     |  |                         |  | 0.0   |                      |  |  | 70.6                 |  |  |                           | 0.0   |  |  |  | 70.6    | 
|BNP Paribas      |  |                     | 135.8   |  |                         |  | 151.6 |                      |  |  | 0.0                  |  |  |                           | 82.2  |  |  |  | 369.6   | 
|Calyon           |  |                     | 19.5    |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 19.5    | 
|CFC              |  |                     | 0.0     |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 4.2   |  |  |  | 4.2     | 
|Citibank         |  |                     | 202.1   |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 202.1   | 
|PEFCO            |  |                     | 0.0     |  |                         |  | 3.2   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 3.2     | 
|JP Morgan        |  |                     | 557.1   |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 557.1   | 
|KFW              |  |                     | 0.0     |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 18.6  |  |  |  | 18.6    | 
|Natixis          |  |                     | 90.2    |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 38.4  |  |  |  | 128.6   | 
|HSBC             |  |                     | 69.7    |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 69.7    | 
|Textron Aviation |  |                     | 0.0     |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 7.0   |  |  |  | 7.0     | 
|Usbank           |  |                     | 56.2    |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 0.0   |  |  |  | 56.2    | 
|Other Investors  |  |                     | 0.0     |  |                         |  | 0.0   |                      |  |  | 0.0                  |  |  |                           | 627.3 |  |  |  | 627.3   | 
|Total            |  |                     | 1,215.4 |  |                         |  | 154.9 |                      |  |  | 70.6                 |  |  |                           | 777.7 |  |  |  | 2,218.5 | 



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Subsequent to the combination of Avianca and Taca, we agreed with the ECAs on a standard
transaction structure, or the Avianca-ECA Structure, based on the then-current Avianca structure, to be used in all ECA-supported deliveries. The documentation for Avianca and Taca aircraft delivered prior to the combination was subsequently
restructured to harmonize it with the agreed post-combination structure. In addition, with the exception of the structure used for the pre-combination Taca deliveries, these financings impose certain restrictions on us and require us to maintain
compliance with certain financial covenants.

The agreed Avianca-ECA Structure, which applies to post-combination Avianca deliveries,
post-combination Taca deliveries and pre-combination Avianca deliveries, requires us to maintain compliance with financial covenants. Under these covenants, we must maintain an EBITDAR coverage ratio of not less than 1.5 to 1.00. Additionally, these
financial covenants require that we maintain a capitalization ratio of not more than 0.86 to 1.00 and a minimum cash level of $350 million.

The Avianca-ECA Structure also imposes a negative pledge on us which prevents us from creating or permitting any security interest over any of
our assets other than a security interest arising by operation of law in the ordinary course of business, a security interest in respect of less than fifty per cent (50.0%) of our issued capital stock (provided that such security interest is
created in connection with the raising of finance for a member of the Avianca group), or any security interest created with the prior written consent of the relevant security trustee.

We also financed aircraft through commercial financings not supported by ECAs using documentation similar to the Avianca-ECA Structure. This
structure also imposes financial covenants that mirror those from the ECA documentation.

Senior Notes

On May 10, 2013, we completed a $300,000,000 private offering of our Senior Notes under Rule 144A and Regulation S under the U.S.
Securities Act of 1933, as amended. On April 8, 2014, we completed a $250,000,000 private offering of additional Senior Notes first issued on May 10, 2013.

The Senior Notes are due in 2020 and bear interest at the rate of 8.375% per year, payable semi-annually in arrears on May 10 and
November 10. Two of our subsidiaries, Taca and Avianca Leasing, LLC, are jointly and severally liable under the Senior Notes as co-issuers. The Senior Notes are fully and unconditionally guaranteed by three of our subsidiaries, Taca
International Airlines, S.A., Líneas Aéreas Costarricenses, S.A., and Trans American Airlines, S.A. Avianca Leasing, LLCs obligations as a co-issuer of the Senior Notes are unconditionally guaranteed by our subsidiary Avianca in
an amount equal to $375,000,000.

The Senior Notes may be redeemed at our option, in whole or in part, at any time on or after
May 10, 2017 at the redemption prices plus accrued and unpaid interest, if any, to the date of the redemption, as described in the offering memorandum document. The Senior Notes may also be redeemed in whole, but not in part, at 100.0% of their
principal amount, plus accrued and unpaid interest upon the occurrence of specified events relating to tax laws and as described in the offering memorandum relating to the Senior Notes. In addition, we have the option to redeem some or all of the
Senior Notes at a price equal to 100.0% of the principal amount, plus a make-whole premium, plus accrued and unpaid interest at any time prior to May 10, 2017.

New Aircraft and Engine Purchases

As of December 31, 2016, we had entered into several agreements to acquire up to five Boeing 787s for delivery between 2017 and 2019 and
137 Airbus A320 family aircraft for delivery between 2017 and 2025. We intend to meet our pre-delivery payment requirements for these new aircraft using cash generated from our operations and short- to medium-term commercial loans. These payments
are due at signing, with additional payments due at 24, 18 and 12 months prior to delivery, according to each contractual obligation.



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The following table sets forth our firm contractual deliveries currently scheduled through 2025:



|                |  |      |   |  |      |  |   |      |  |  |      |  |  |      |    |  |      |  |    |      |  |  |      |  |  |      |    |  |       |  |    |  |  |  |    |  |  |  |     | 
|--------------- |  | ---- | - |  | ---- |  | - | ---- |  |  | ---- |  |  | ---- | -- |  | ---- |  | -- | ---- |  |  | ---- |  |  | ---- | -- |  | ----- |  | -- |  |  |  | -- |  |  |  | --- | 
|Aircraft Type   |  | 2017 |   |  | 2018 |  |   | 2019 |  |  | 2020 |  |  | 2021 |    |  | 2022 |  |    | 2023 |  |  | 2024 |  |  | 2025 |    |  | Total | 
|Boeing 787      |  |      | 2 |  |      |  |  |      |  |  | 3    |  |  |      |   |  |      |  |   |      |  |  |     |  |  |      |   |  |       |  |   |  |  |  |   |  |  |  | 5   | 
|Airbus A319S    |  |      |  |  |      |  |  |      |  |  |     |  |  |      |   |  |      |  |   |      |  |  |     |  |  |      |   |  |       |  |   |  |  |  |   |  |  |  |    | 
|Airbus A320S    |  |      |  |  |      |  |  |      |  |  |     |  |  |      |   |  |      |  |   |      |  |  |     |  |  |      |   |  |       |  |   |  |  |  |   |  |  |  |    | 
|Airbus A321S    |  |      |  |  |      |  |  |      |  |  |     |  |  |      |   |  |      |  |   |      |  |  |     |  |  |      |   |  |       |  |   |  |  |  |   |  |  |  |    | 
|Airbus A319 neo |  |      |  |  |      |  |   |      |  |  | 5    |  |  |      | 4  |  |      |  | 4  |      |  |  | 3    |  |  |      | 3  |  |       |  | 3  |  |  |  | 3  |  |  |  | 25  | 
|Airbus A320 neo |  |      | 2 |  |      |  | 5 |      |  |  | 1    |  |  |      | 14 |  |      |  | 17 |      |  |  | 15   |  |  |      | 15 |  |       |  | 14 |  |  |  | 12 |  |  |  | 95  | 
|Airbus A321 neo |  |      | 2 |  |      |  |  |      |  |  |     |  |  |      | 2  |  |      |  | 2  |      |  |  | 2    |  |  |      | 2  |  |       |  | 3  |  |  |  | 4  |  |  |  | 17  | 
|                |  |      |   |  |      |  |   |      |  |  |      |  |  |      |    |  |      |  |    |      |  |  |      |  |  |      |    |  |       |  |    |  |  |  |    |  |  |  |     | 
|Total(1)        |  |      | 6 |  |      |  | 5 |      |  |  | 9    |  |  |      | 20 |  |      |  | 23 |      |  |  | 20   |  |  |      | 20 |  |       |  | 20 |  |  |  | 19 |  |  |  | 142 | 



|(1) | We also have purchase rights options to purchase up to 10 Boeing 787 Dreamliners and 15 ATR72s. In April 30, 2015, the Company signed a Purchase Contract for a total of 100 A320 New Engine Option (NEO) family
aircraft with deliveries between 2019 and 2024, which are included in the contractual delivery schedule set above. In line with our initiatives directed towards enhancing profitability, achieving a leaner capital structure and reducing the current
levels of debt, in April 2016, we negotiated with Airbus a significant reduction of our scheduled aircraft deliveries for 2017, 2018 and 2019 and certain changes to the type of aircraft (both upgrades and downgrades), but did not alter the total
deliveries scheduled between 2017 and 2025.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The Company also has 7 firm orders for the acquisition of spare engines with
deliveries between 2016 and 2020.

The following table sets forth our firm contractual engines deliveries currently scheduled through
2020:



|                       |  |      |   |  |      |  |   |      |  |  |      |  |  |       |   |  |  |  |   | 
|---------------------- |  | ---- | - |  | ---- |  | - | ---- |  |  | ---- |  |  | ----- | - |  |  |  | - | 
|Engine Type            |  | 2017 |   |  | 2018 |  |   | 2019 |  |  | 2020 |  |  | Total |  
|Max Spare Trent 1000-D |  |      | 1 |  |      |  |  |      |  |  |     |  |  |       |  |  |  |  | 1 | 
|CFM56-5B4              |  |      | 1 |  |      |  |  |      |  |  |     |  |  |       |  |  |  |  | 1 | 
|LEAP-1A24              |  |      | 1 |  |      |  | 2 |      |  |  |     |  |  |       |  |  |  |  | 3 | 
|LEAP-1A26              |  |      |  |  |      |  |  |      |  |  | 1    |  |  |       | 1 |  |  |  | 2 | 
|                       |  |      |   |  |      |  |   |      |  |  |      |  |  |       |   |  |  |  |   | 
|Total(1)               |  |      | 3 |  |      |  | 2 |      |  |  | 1    |  |  |       | 1 |  |  |  | 7 | 

Pension Liabilities

We update the value of our pension plan liabilities at each reporting period based on an actuarial valuation prepared by the independent firm
hired by us for such purposes, which includes the valuation of ordinary payments, additional payments, and financial assistance for funeral expenses that are borne by us, as applicable. As of December 31, 2016, we had outstanding retirement
pension plan and employee benefits obligations in the amount of $155.2 million, which according to Act 860 of 2003 will have a maximum period of payment until 2023 in the case of Avianca and Tampa.

See Item 3. Key InformationPart D. Risk FactorsRisks Relating to our CompanyWe may be liable for the potential
under-funding of a pilots pension fund.



|C. | Research and Development, Patents and Licenses
|-- | ----------------------------------------------

Intellectual Property

We believe the Aviancabrand is a household name in Colombia. We have registered the trademark Avianca with the trademark office
in Colombia as well as in other countries, including the United States. We decided to register Avianca Holdings S.A. as the owner of the new figurative trade mark while Avianca S.A. remains the owner of AVIANCAs trade mark.

Both, the figurative and the nominative trademark Avianca, are currently used to identify the business of all operating airlines in all
the territories from the commercial standpoint,

We use the DEPRISA trademark under a license agreement with our Panamanian
subsidiary company, International Trade Marks Agency Inc., to identify our Colombian courier services. We use Avianca Express



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trademark to identify international courier services from the United States to Colombia under a license agreement and we also have a franchise agreement by which we use the Avianca Express
trademark to commercialize courier services from Spain to some Andean countries. We began the use of Avianca Cargo trademark to identify the international cargo services provided by the subsidiary companies Tampa Cargo S.A.S. and by the different
airlines of Grupo Taca. We use the LifeMiles trademark, a registered trademark of our subsidiary Life Miles B.V., to identify our frequent flyer program. We license the new figurative trade mark and the Avianca trademark to OceanAir
Linhas Aereas S.A., a Brazilian company. We license the new figurative trade mark and the Aviancatrademark to Avian Lĺneas Áereas S.A., an Argentine company. All of our material trademarks are registered with the trademark office
in different jurisdictions as required by our commercial needs.

Information Technology

During 2010 to 2012 we completed the successful implementation of the first phase of our Enterprise Transformation Project (ETP).
In this phase we standardized our commercial and passenger processes, services and platforms. This effort included all of our airline subsidiaries which were certified under the industry leading suite Amadeus Altea. During 2013-14 we
completed the second phase of our ETP which included call center consolidation as well as the implementation of our single commercial code. Additionally, our IT group completed the technical readiness requirements which enabled the company to
incorporate the Boeing 787 into our fleet (e-enabling). During 2015 we implemented our unified MRO Next generation software solution. As part of our strategic planning for 2016, we are focused on the successful homogenization and implementation of
our flight operations platforms, as well as continuing to deploy our new unified ERP.



|D. | Trend Information
|-- | -----------------

During 2017, we currently expect to continue growing our passenger,
cargo and loyalty business segments. However, we expect to continue to face competition, soft macroeconomic conditions in Latin America, and depreciated local currencies, which may put pressure on market yields. Furthermore, we expect our capacity
for 2017 to increase between 6.5% and 8.5%, as we expect to increase international frequencies and start operating to new destinations in North and South America further the capacity deployed during 2016 to Europe and the Colombian domestic markets
continue to mature. Our capacity, measured in ASKs, increased 5.9% during 2016 compared to 2015. In addition, our passenger traffic, measured in RPKs, grew 7.8%, reaching a consolidated load factor of 81.1%, surpassing the 2015 load factor by 0.4
percentage points. The latter was partially offset by a 11.8% decrease in yields when compared to 2015. As a result, total operating revenues for 2016 decreased 5.1% to $4,138 million, mainly driven by a 5.0% decrease in passenger revenues that as
well as a decrease of 5.6% in cargo and other revenues.

We also expect to maintain our current level of expenses over the course of the
year compared to 2016, while increasing the capacity we deploy into our network. As a result, we expect a positive impact in our CASK ex-fuel. Moreover, cost controls will continue to be key within our adjustment process in order to ensure
profitable long-term results. Over the next coming quarters, we plan to benefit from our brand new maintenance and training facilities, which as of today are fully operational. We will continue to make our cost structure more efficient and to offset
potential decreases in demand with more efficient asset utilization, and aim to enhance efficiency by streamlining our support processes to reduce commercial costs. In addition, we aim to increase operational and administrative productivity through
the standardization of our technology platform, productivity improvements in airports and implementing additional new administrative cost optimization initiatives.

Fuel prices have remained volatile to date in 2017. In addition, geopolitical conflicts, especially between Saudi Arabia and Iran may put
pressure on international fuel prices, which is significant to us because fuel costs represent approximately 23.2% of our total operating expenses. We intend to continue to seek to manage increases in fuel prices through our fuel-hedging policy and,
to the extent permitted by competitive conditions, the use of pass-through mechanisms for both our passenger and cargo operations.

In our
loyalty business, we expect to continue to grow our member-base as we expand to other potential markets. Moreover, we will continue to enhance the value proposition for our customers as we continue to expand the range of products and services in
which our members are able to earn and redeem their LifeMiles. Furthermore, during 2017 we expect to continue to consolidate the LifeMiles loyalty program as a leader in loyalty coalition programs in Latin America.



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In our cargo business, we seek to continue to optimize the use of the capacity that we have
already deployed over the past 12 months. In furtherance of that goal we anticipate further harmonizing our cargo network with Aerounion in Mexico as well as our commercial partnership in Brazil. We expect export flows from Latin America to continue
to recover as the currency depreciation across the region continues to create a competitive advantage. We will continue to monitor the cargo market trends in order to explore new opportunities as well as to react to potential changes in the business
environment. Finally, we will continue to optimize the utilization of passenger aircraft bellies with the objective to maximize synergies associated to our integrated passenger cargo business model.



|E. | Off-Balance Sheet Arrangements
|-- | ------------------------------

We have significant obligations for aircraft that are
classified as operating leases and therefore are not recorded as liabilities on our balance sheet. As of December 31, 2016, 64 of the 181 aircraft in our operative fleet were subject to operating leases. We are responsible for all maintenance,
insurance and other costs associated with operating these aircraft; however, we have not made any residual value or other guarantees to our lessors. As of December 31, 2016, the balance of our aircraft off-balance sheet arrangements was $989.4
million.



|F. | Contractual Obligations
|-- | -----------------------

Our non-cancelable contractual obligations (excluding
contributions to benefit plans) as of December 31, 2016 included the following:



|                                               |  |                        |           |  |                 |  |          |           |  |  |           |  |  |                  |          |  |  |  |           | 
|---------------------------------------------- |  | ---------------------- | --------- |  | --------------- |  | -------- | --------- |  |  | --------- |  |  | ---------------- | -------- |  |  |  | --------- | 
|                                               |  | Payments Due By Period |          
|Contractual
Obligations(1)                     |  | Total                  |           |  | Less than 1year |  |          | 1-3 years |  |  | 3-5 years |  |  | More than5 years |         
|(in $ millions)                                |  |                        |           |  |                 |  |          |           |  |  |           |  |  |                  |         
|Aircraft and engine purchase
commitments(2)(3) |  |                        | 17,401    |  |                 |  | 925      |           |  |  | 1.946     |  |  |                  | 4.959    |  |  |  | 9.569     | 
|Aircraft operating leases                      |  |                        | 0,989     |  |                 |  | 0,250    |           |  |  | 0,374     |  |  |                  | 0,241    |  |  |  | 0,123     | 
|Engine operating leases                        |  |                        | 13.2      |  |                 |  | 3.97     |           |  |  | 4.8       |  |  |                  | 1.8      |  |  |  | 2.6       | 
|Aircraft debt(4)                               |  |                        | 2,218.5   |  |                 |  | 266.4    |           |  |  | 566.6     |  |  |                  | 494.1    |  |  |  | 891.4     | 
|Bonds                                          |  |                        | 637.6     |  |                 |  | 29.6     |           |  |  | 58.0      |  |  |                  | 550.0    |  |  |  |           | 
|Other debt                                     |  |                        | 418.1     |  |                 |  | 110.8    |           |  |  | 119.8     |  |  |                  | 117.4    |  |  |  | 70.1      | 
|Interest expense                               |  |                        | 573.6     |  |                 |  | 144.8    |           |  |  | 239.4     |  |  |                  | 111.8    |  |  |  | 77.6      | 
|Total                                          |  |                        | 21,262.99 |  |                 |  | 1,480.82 |           |  |  | 2,934.97  |  |  |                  | 6,234.34 |  |  |  | 10,610.82 | 



|(1) | Future interest payments are calculated based on interest rates of current debt and projected interest payments at negotiated rates for projected future debt to meet our capital expenditure requirements.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Includes firm commitment obligations to purchase aircraft and aircraft engines under existing purchase contracts. Amounts based on aircraft and engine list prices. See Item 5. Operating and Financial Review and
ProspectsPart B. Liquidity and Capital ResourcesNew Aircraft and Engine Purchases above for current firm commitments for aircraft and engine purchases.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | In line with our initiatives directed towards enhancing profitability, achieving a leaner capital structure and reducing the current levels of debt, in April 2016, we negotiated with Airbus a significant reduction of
our scheduled aircraft deliveries for 2017, 2018 and 2019 and certain changes to the type of aircraft (both upgrades and downgrades), but did not alter the total deliveries scheduled between 2017 and 2025.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(4) | Includes obligations under debt used to finance owned and finance leased aircraft.
|--- | ----------------------------------------------------------------------------------

In
accordance with the agreements in effect, future commitments related to the acquisition of aircraft and engines are as follows:



| |  |  | Airbus  We have 137 firm orders for the acquisition of A320 family aircraft with deliveries scheduled between 2017 and 2025. Under the terms of these agreements to acquire Airbus aircraft, we must make pre
delivery payments to Airbus on predetermined dates.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Boeing  We have five firm orders for the acquisition of B787 aircraft with deliveries scheduled between 2017 and 2019 as well as ten purchase options.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | German Aviation Capital GMBH  The Company has one firm order for the acquisition of one A300F aircraft with delivery scheduled in 2017
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | ATR  We have up to 15 purchase options.
| | - |  | ----------------------------------------



| |  |  | Other  We have seven firm orders for the acquisition of spare engines with deliveries between 2017 and 2020.
| | - |  | -------------------------------------------------------------------------------------------------------------

The value of the final purchase orders is based on the aircraft list price (excluding discounts and contractual credits granted by the
manufacturers) and including estimated incremental costs. As of December 31, 2016, commitments acquired with manufacturers for the purchase of aircraft and advance payments are summarized above. Advance payments are subsequently applied to
aircraft acquisition commitments.

In line with Avianca Holdings S.A.s initiatives directed towards enhancing profitability,
achieving a leaner capital structure as well as reducing the current levels of debt; On April 2016 the Company negotiated a significant reduction of its scheduled aircraft deliveries in 2016, 2017, 2018 and 2019 and changes some aircraft type both,
upgrades and downgrades with Airbus SAS with deliveries scheduled between 2016 and 2025, which modifies the advanced payments and aircraft acquisition as follows:



|                                 |  |          |         |  |          |   |         |            |  |   |           |  |  |            |           |  |       |   |            |  |  |   |            | 
|-------------------------------- |  | -------- | ------- |  | -------- | - | ------- | ---------- |  | - | --------- |  |  | ---------- | --------- |  | ----- | - | ---------- |  |  | - | ---------- | 
|                                 |  | Year one |         |  | Year two |   |         | Year three |  |   | Year four |  |  | Thereafter |           |  | Total |  
|Advance payments                 |  | $        | 107,309 |  |          | $ | 104,665 |            |  | $ | 222,320   |  |  | $          | 224,093   |  |       | $ | 796,887    |  |  | $ | 1,455,273  | 
|Aircraft acquisition Commitments |  | $        | 818,527 |  |          | $ | 512,940 |            |  | $ | 1,106,553 |  |  | $          | 2,123,268 |  |       | $ | 11,385,292 |  |  | $ | 15,946,580 | 

On March 2017, the Company signed an amendment with Airbus SAS converting five (5) A319 aircraft, with
delivery date 2019, into A320, which modifies the advanced payments and aircraft acquisition commitments as follows:



|                                 |  |          |         |  |          |   |         |            |  |   |           |  |  |            |           |  |       |   |            |  |  |   |            | 
|-------------------------------- |  | -------- | ------- |  | -------- | - | ------- | ---------- |  | - | --------- |  |  | ---------- | --------- |  | ----- | - | ---------- |  |  | - | ---------- | 
|                                 |  | Year one |         |  | Year two |   |         | Year three |  |   | Year four |  |  | Thereafter |           |  | Total |  
|Advance payments                 |  | $        | 108,548 |  |          | $ | 108,135 |            |  | $ | 222,320   |  |  | $          | 224,093   |  |       | $ | 796,887    |  |  | $ | 1,459,983  | 
|Aircraft acquisition Commitments |  | $        | 821,305 |  |          | $ | 512,940 |            |  | $ | 1,153,318 |  |  | $          | 2,123,268 |  |       | $ | 11,385,292 |  |  | $ | 15,996,124 | 



|Item 6. | Directors, Senior Management and Employees
|------- | ------------------------------------------



|A. | Directors and Senior Management
|-- | -------------------------------

Board of Directors

Our board of directors is composed of 11 members. Our board of directors is focused on determining our overall strategic direction and as a
result is responsible for establishing our general business policies and for appointing our chief executive officer and supervising its management.

Members of our board of directors are elected by our shareholders at our general shareholders meetings and serve for a period of one
year and may be reelected. We do not have a mandatory retirement age for our directors. Our board of directors currently meets on quarterly basis, or more frequently if needed, and may deliberate and act with the presence and votes of the majority
of its members.

The shareholders meeting held on March 31, 2017 resolved to maintain the current board of directors that was elected
at the meeting held on March 31st, 2016, except for Mrs. Monica Aparicio, who formalized her resignation as a member of the Board of Directors in October 2016. Her position will remain
vacant until the shareholders determine her replacement



|                     |  |                                    |  |     |  |                         
|-------------------- |  | ---------------------------------- |  | --- |  | ------------------------
|Name                 |  | Position                           |  | Age |  | Nationality             
|Germán Efromovich    |  | Chairman of the Board of Directors |  | 67  |  | Brazilian and Colombian 
|Roberto José Kriete  |  | Director                           |  | 64  |  | Salvadoran and Colombian
|José Efromovich      |  | Director                           |  | 62  |  | Brazilian and Colombian 
|Alexander Bialer     |  | Director                           |  | 70  |  | Brazilian               
|Raul Campos          |  | Director                           |  | 70  |  | Brazilian               
|Isaac Yanovich       |  | Director                           |  | 73  |  | Colombian               
|Alvaro Jaramillo     |  | Director                           |  | 65  |  | Colombian               
|Juan Guillermo Serna |  | Director                           |  | 62  |  | Colombian               
|Ramiro Valencia      |  | Director                           |  | 71  |  | Colombian               
|Oscar Darío Morales  |  | Director                           |  | 64  |  | Colombian               

Mr. Germán Efromovich has been the Chairman of our board of directors since August 2013.
Mr. Efromovich has served as our director since February 2010 and has acted as a director of Avianca since December 2004. He was appointed as Chairman of the board of directors in August 2013. Mr. Efromovich was appointed as our director
by Synergy pursuant to an agreement entered into between the two principal holders of our common shares, Synergy and Kingsland, or the Shareholders Agreement, which was replaced by the Joint Action Agreement effective November 5, 2013.
Mr. Efromovich together with his brother José indirectly control Synergy, our largest shareholder. Synergy also indirectly controls other companies in the aerospace industry. Mr. Efromovich holds a Bachelor Degree in mechanical
engineering from the University of Brazil, FEI, São Paulo. He also serves as director and executive officer of Synergy Group Corp. Mr. Germán Efromovich is Mr. José Efromovichs brother.

Mr. Kriete served as the Chairman of our board of directors from February 2010 to August 2013 and was a director of Taca from 1982
to February 2010 and CEO of Taca from 2001 to February 2010. Mr. Kriete was initially appointed as our director by Kingsland pursuant to the Shareholders Agreement. Under the Joint Action Agreement, Kingsland has a right to appoint
Mr. Kriete as our director so long as Kingsland holds at least 1.0% of



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our outstanding common stock. Mr. Kriete is the Chairman of Kingsland Holdings Limited, our second largest shareholder. Mr. Kriete holds a masters in business administration from
Boston College and a degree in economics from the University of Santa Clara. Mr. Kriete currently serves as President of the Kriete Investment Company Group and President of the Gloria de Kriete Foundation as well as a member of the boards of
Teléfonos de México, S.A.B. de C.V. and Escuela Superior de Economica y Negocios (ESEN). He has extensive experience in the airline industry as founder and Member of the Board of Directors of Volaris in Mexico, and
President of the Latin American and Caribbean Air Transport Association (ALTA).

Mr. José Efromovich has served as our
director since February 2010 and was a director of Avianca from July 2005 to February 2010. Mr. Efromovich was appointed as our director by Synergy pursuant to the Shareholders Agreement. Mr. Efromovich together with his brother
Germán indirectly control Synergy, our largest shareholder. Synergy also indirectly controls other companies in the aerospace industry. For 35 years he has participated in the development and expansion of Synergy. Mr. Efromovich holds a
degree in civil engineering from the Mackenzie Engineering School, São Paulo, Brazil. He also indirectly controls OceanAir in Brazil and serves as director and executive officer of Synergy Group Corp. Mr. José Efromovich is
Mr. Germán Efromovichs brother.

Mr. Bialer has served as our director since February 2010 and was a
director of Avianca from December 2004 to February 2010. Mr. Bialer was appointed as our director by Synergy pursuant to the Shareholders Agreement. Mr. Bialer holds a degree in mechanical engineering from Instituto
Tecnológico da AeronáuticaITA, Brazil, and an MBA/LS in systems management from Fundaçao Getúlio Vargas. He spent most of his career at General Electric, as Director of Business Development in South
America, until retiring in 2002. Mr. Bialer also serves on the Boards of Companhia de Saneamento Basico do Estado de Sao Paulo (Sabesp), Andritz Hydro Inepar, and the GE Brasil pension fund (Gebsaprev). He has previously
served on the Boards of Pacific Rubiales, Romi and Jereissati, as well as in a number of non-listed companies.

Mr. Raul Camposhas served as our director since April 2015. Mr. Campos holds a degree from the Catholic University of Rio de Janeiro and a masters degree from The American University in Washington D.C., both in Economics. He did further
post-graduate studies at the George Washington University, also in Washington D.C., with specialization in finance and development. He previously served as the Chief Financial Officer of Synergy Group and as the Investor Relations Manager for
Petrobras. Mr. Campos currently serves as the Communications Executive Director of the Brazilian Institute of Investor Relations.

Mr. Yanovichhas served as our director since February 2010 and was a director of Avianca from September 2007 to February 2010.
Mr. Yanovich holds a degree in industrial engineering from Universidad de los Andes in Colombia and Pittsburgh University and a graduate degree in industrial management from Massachusetts Institute of Technology. He was a founding member
and director of Banca de Inversión Betainvest S.A., Executive Vice-President of Tecnoquímicas S.A., Lloreda Grasas S.A. from 1981 until 1986, Invesa S.A. from 1987 until 1997 and Ecopetrol S.A. from 2002 until
2006. Mr. Yanovich is a member of the board of directors ofInversiones Mundial S.A., Tecnoquímicas S.A., Carvajal Internacional S.A., Universidad Icesi and CTEEP.

Mr. Jaramillohas served as our director since February 2010 and has been a director of Avianca during several periods of its
history, the most recent from September 2007 to February 2010. Mr. Jaramillo obtained a degree in business administration from Universidad del Norte in Barranquilla. He is the founding partner of iQ Outsourcing, Colombia ́s largest
BPO and was previously the chief executive officer of Avianca, Banco de Colombia and of several financial institutions in Colombia and Vice President of the Philadelphia National Bank from 1973 to 1981. He currently serves as a member of the
board of Constructora ConConcreto S.A, PetroWorks S.A. and Tribeca Asset Management.

Mr. Serna has served as
our director since February 2010 and was a director of Avianca from September 2007 to February 2010. Mr. Serna obtained a degree in business administration and a masters in economics from Universidad Nacional de Colombia in
Bogotá. He was the chief financial officer for Organización Corona S.A. from 1994 until 2001, and the chief executive officer for Organización Terpel S.A. from 2001 until 2006. Mr. Serna also served as a director of
the Fondo Nacional de Garantías FinancierasFOGAFIN, economic secretary of the Presidency of Colombia, director of the Colombian National Budget, auditor of the Colombian Coffee Federation in New York, and Secretary of the
Colombian Security and Exchange Commission. He serves as a member of the board of directors of Inversiones GLP S.A.S. (Vidagas SA) and Oleoducto Central de Colombia S.A.



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Mr. Valenciahas served as our director since February 2010 and was a director of
Avianca from September 2007 to February 2010. Mr. Valencia holds a law degree from Universidad Pontificia Bolivariana in Medellín, Colombia. Mr. Valencia is currently the Executive President of Camara Colombiana de
Informática y Telecomunicaciones (CCIT). Mr. Valencia was formerly general manager of Empresas Publicas de Medellín, Colombias Minister of Energy, Colombias ambassador to New Zealand, the Governor of
Antioquia, the general manager of Licores de Antioquia, the Mayor of Medellín, Colombias Secretary of Education for the city of Medellín, the chairman of the board of Comfamiliar-Camacol, the chairman of the
board of Universidad de Antioquia and member of the board of director of Anato, Ecopetrol, Isa and Isagen, among others.

Mr. Morales has served as our director since April 2012. Mr. Morales obtained a degree in public accounting from Javeriana
University in Cali with a specialty in finance. He was the Chief Executive Officer of the CARVAJAL Group from 2007 to April 2013. He was a managing partner of Deloitte & Touche Colombia, President of the Board of Deloitte Latin America
(Colombia), and managing partner, Central America and the Caribbean, Costa Rica & Panama at Deloitte & Touche (20012007). He has served as a member of the board of Propal, Assenda, Carpak, Integrar,
Pensions y Cesantias Colpatria, Cali Chamber of Commerce, Andi, Ciamsa, Industrias Lehner, among others.

Executive Officers

We are managed by a board of directors and our executive officers. Our chief executive officer is appointed by our board of
directors. The other executive officers are selected by the chief executive officer. On March 31, 2017, Article 14 of our Articles of Incorporation were amended to reduce the number of officers, to a Chief Executive Officer, Chief Financial
Officer and Secretary. In January 2016, Fabio Villegas Ramirez formalized his resignation as CEO of Avianca Holdings. The Board of Directors in a meeting held on January 12, 2016, appointed Mr. Alvaro Jaramillo as Interim Chief Executive
Officer. Later, on March 31, 2016, the Company announced the appointment of Mr. Hernan Rincón as the new Chief Executive Officer (CEO), who officially assumed control of his position on April 4, 2016. Furthermore, in 2016,
Estuardo Ortiz who acted as Chief Revenue Officer formalized his resignation in June, 2016. Gerardo Grajales, who acted as Chief Financial Officer was designated Executive Vice President of Strategic Business and replaced by Roberto Held who assumed
as new Senior Vice President of Finance and Chief Financial Officer. In November, 2016, Santiago Diago, who acted as Chief Operating Officer was designated Executive Vice President of Customer Experience. Later in December, 2016 Renato Covelo was
designated General Counsel and Secretary of the company to replace Elisa Murgas de Moreno who announced her resignation on the same date. The table below sets forth our executive officers:



|                         |  |                                                     |  |     |  |            
|------------------------ |  | --------------------------------------------------- |  | --- |  | -----------
|Name                     |  | Position                                            |  | Age |  | Nationality
|Hernán Rincón Lema       |  | Chief Executive Officer                             |  | 64  |  | Colombian  
|Roberto Held             |  | Senior Vice-President and Chief Financial Officer   |  | 41  |  | Colombian  
|Renato Covelo            |  | Senior Vice-President General Counsel and Secretary |  | 42  |  | Brazilian  
|Gerardo Grajales López   |  | Executive Vice-President Strategic Business         |  | 54  |  | Colombian  
|Santiago Andrés Diago    |  | Executive Vice-President Customer Experience        |  | 49  |  | Colombian  
|Eduardo Asmar            |  | SeniorVice-President of Corporate Planning          |  | 52  |  | Colombian  
|Ana María Rubio          |  | Senior Vice-President of Human Resources            |  | 45  |  | Colombian  
|Silvia Mosquera Gonzalez |  | SeniorVice-President of, Sales and Marketing        |  | 40  |  | Spanish    
|Matthew Vincett          |  | Chief Executive Officer of LifeMiles B.V            |  | 45  |  | Canadian   

Mr. Rincónhas served in companies of technology and telecommunications industries such as
Microsoft, Ferag Americas, Cocelco and Grupo Unysis. Mr. Rincón holds a Bachelor of Arts degree in Mathematics and Computer Science from the State University of New York and a Master of Science degree in Industrial Engineering from the
Universidad de los Andes, in Colombia. Mr. Rincon also holds a masters degree from Harvards John F. Kennedy School of Government, where he was a member of the prestigious Edward S. Mason Fellowship.

Mr. Held has served as our Senior Vice-President of Finance and Chief Financial Officer since November 2016. He holds an
Industrial Engeneering Degree from Universidad de los Andes. He also holds post-graduate degree in Financial Law from Universidad de los Andes and an Executive MBA from Instituto de Empresa in Madrid. Prior to joining the Company, Mr. Held
served as Chief Financial Officer for Procafecol S.A.-Juan Valdez Coffee,and a 10-year Carrer at Citi as Vicepresident of Cash Management, VicePresident of Equity Capital Markets & Trading Unit for Colombia and Perú. He also worked
for five years at the Bolsa de Valores de Colombia (Colombia Stock Exchange) in different positions.



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Mr. Covelo has served as our Senior Vice-president Senior General Counsel and has
been working with Avianca since December 2016. He holds a law degree from the Law School of Faculdades Metropolitanas Unidas in São Paulo, Brasil. He also holds a post-graduate degree in Corporate and Economics Law from the Getulio Vargas
Foundation (FGV) and a Masters Degree in International Law from the University of São Paulo (USP). Prior to joining the Company, he served as General Counsel of Azul Linhas Aéreas Brasileras S.A. Mr. Covelo has worked in
several law firms including the prestigious law firm Machado, Meyer, Sendacz e Opice Advogados in São Paulo, Bohmart & Sacks in New York and Fialdini & Graber in São Paulo. Mr. Covelo has also served in the legal
departments of various organizations in Brazil.

Mr. Grajales has served as our Executive Vice-president of Strategic Business
since November 2016, prior to which he served as our Executive Vice-President and Chief Financial Officer since February 2010 and also served as Aviancas Chief Financial Officer from May 2002 to February 2010. He has a B.S. in business
administration from Universidad ICESI in Cali and an M.S. in finance from Baltimore University. Prior to his service with us, Mr. Grajales was the treasurer of Gillette Colombia from 1991 to 1995. He joined Baxter Pharmaceutical as the
chief financial officer in 1995 and acted also as that companys marketing director for the Andean countries of Ecuador, Peru and Venezuela. In 1998, he entered the electric power industry in Colombia acting as the chief financial officer for
three power distribution companies owned by Houston Power and Light in Colombia and subsequently acted as chief executive officer for two thermal power plants located near Cartagena, Colombia operated by AES Corp.

Mr. Diago has served as our Executive Vice-President of Customer Experience since December 2016. Previously, he was our Executive
Vice-President and Chief Operating Officer from January 2014 to December 2016, and was Vice President of Flight Operations at Avianca from May 2001 to May 2009. Mr. Diago also served as Executive President of OceanAir Linhas Aéreas S.A.,
which conducts business under the trade name Avianca on domestic flights within Brazil. He has a law degree with emphasis in SocioEconomic Sciences from the Javeriana University of Bogotá and is an A320 pilot

Mr. Asmar has served as our Vice-President of Corporate Planning since August 2010. He has a degree in systems engineering from
the Universidad de Los Andes in Bogotá. Mr. Asmar served as our Vice-President of Planning from November 2005 to August 2010. From 2002 until 2005, Mr. Asmar served as our Director of Network Planning, after having served from 1995
until 2002 as our Chief of Network Planning.

Ms. Rubiohas served as our Vice President, Human Resources since July 2015. She
holds a Bachelor Degree in Business Administration and Finance from Politecnico Grancolombiano in Bogotá, Colombia and has a post-graduate degree in human resources from the Universidad de los Andes in Colombia. Prior to her service in
Avianca, Ms. Rubio served as Human Resources Director at Merck ́s KGaA for Latin America, where she was in charge of 21 countries from 2010 to 2015. Prior to that, she was the Human Resources Vice President of Copa Airlines Colombia from
2006 to 2010.

Ms. Mosquerahas served as our Executive Vice President, Sales, Marketing and Revenue since November 2016. She
holds a Degree in Chemical Engineering from Universidad de Santiago de Compostela in Spain, and has a post-graduate degree in General Management (PDG-Programa Dirección General) from IESE Business School. Prior to her service in
Avianca, Ms. Mosquera served as Chief Commercial Officer at Iberia Express, the low cost airline of Iberia Group. Prior to that, she occupied the position of Director of Strategy, Routes and Revenue Management at Vueling, a post which she had
previously held at Clickair.

Mr. Vincett has served as Chief Executive Officer of LifeMiles B.V., our loyalty business
unit, since 2015. He was our Vice-President of our loyalty business unit since 2010, where he led the integration of the loyalty areas of Avianca and Taca, the creation and development of the LifeMiles program and the spin-off of our loyalty
business unit. Prior to his tenure at Avianca, Mr. Vincett served as Commercial Vice President and Regional Airlines Vice President at Taca. He holds a Bachelor of Arts from the University of Western Ontario in Canada and a Masters in
Business Administration from the Institut Européen dAdministration des Affaires (INSEAD) in France.



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The business address for all of our directors and senior management is c/o Avianca, Avenida Calle
26, No. 5915, Centro Administrativo, 10th Floor, Bogotá, Colombia.



|B. | Compensation
|-- | ------------

In 2016, we paid approximately $4.3 million in aggregate cash compensation
to our executive officers. In addition, in 2016 we paid approximately $0.84 million in aggregate to our board members for their service on our board, and they and their spouses were entitled to travel free on our domestic and international flights.
In addition, during 2016, pursuant to an agreement entered into in 2009 in anticipation of the combination of Avianca and Taca, we allowed members of the Efromovich and Kriete families to travel free on a total of 2,129 of our domestic and
international flights. We anticipate allowing such family members a similar number of free flights in 2017. We have not set aside any funds for future payments to executive officers or directors. We intend to continue to compensate non-management
directors for their service on our board. We currently expect to pay each such director $12,000 per year plus expenses incurred to attend our board of directors meetings. In addition, members of committees of the board of directors will receive
$1,000 for each committee meeting. All of the members of our board of directors and their spouses will also be entitled to travel free on our domestic and international flights each year.

We had accrued pension benefits and employee benefits of $155.2 million, $160.6 million and $222.7 million as of December 31, 2016,
December 31, 2015 and December 31, 2014, respectively.

Compensation Plan

On March 15, 2012, we adopted an executive compensation plan linked to the trading price of our preferred shares listed in the Colombian
Stock Exchange, or the Compensation Plan, for the benefit of the members of our board of directors, our Chief Executive Officer, our Chief Financial Officer, our Executive Vice-President and Chief Operations Officer and our General Secretary,
Vice-President of Legal Affairs as well as for the benefit of certain Vice Presidents and Division Directors of Avianca, Taca International, Taca Costa Rica, Trans American Airlines, Tampa Cargo, LACSA, Aerogal and Technical and Training Services,
or the Beneficiaries. Payments due to the Beneficiaries under the Compensation Plan will be effected by an autonomous trust managed by Fiduciaria Bogotá, a Colombian trust company (sociedad fiduciaria).

One bonus trust unit is equivalent to one preferred share listed in the Colombian Stock Exchange. In the case that the holder redeems its
bonus trust units, settlement will be in cash and no delivery of preferred shares to the bonus units holder will be made.

Bonus units
have been distributed among the Beneficiaries in accordance with the following percentages:



|                                                      |  |            |        |  
|----------------------------------------------------- |  | ---------- | ------ | -
|Beneficiaries                                         |  | Percentage |       
|Our board members (11 beneficiaries)                  |  |            | 5.00   | %
|President and Chief Executive Officer                 |  |            | 4.30   | %
|Executive Vice-President and Chief Financial Officer  |  |            | 2.03   | %
|Executive Vice-President and Chief Revenue Officer    |  |            | 2.03   | %
|Executive Vice-President and Chief Operations Officer |  |            | 1.14   | %
|Vice Presidents (20 beneficiaries)                    |  |            | 20.94  | %
|Division Directors (100 beneficiaries)                |  |            | 55.70  | %
|Future officers reserve                               |  |            | 8.86   | %
|                                                      |  |            |        |  
|Total                                                 |  |            | 100.00 | %

The Compensation Plan had a four-year term, starting as of March 15, 2012 and ending on March 15,
2016.



|                    |  |                                         
|------------------- |  | ----------------------------------------
|Accreditation Dates |  | Redemption period                       
|March 15, 2013      |  | From March 16, 2013 until March 15, 2018
|March 15, 2014      |  | From March 16, 2014 until March 15, 2019
|March 15, 2015      |  | From March 16, 2015 until March 15, 2020
|March 15, 2016      |  | From March 16, 2016 until March 15, 2021



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The Compensation Plan participants have the option to redeem the vested portion of their
respective rights for cash, with the payment being equal to the difference between the trading share price of the preferred shares of Avianca Holdings, S.A., as reported by the Colombia Stock Exchange during the 30 calendar days immediately
preceding redemption and COP5,000.

On November 5, 2013, the Company listed its ADSs on the New York Stock Exchange. As a
consequence, the terms of the Compensation Plan have been modified as follows: Starting on the effective date of the sale of ADSs in the market, the value of each award, as long as the result is positive, will be (i) the difference between the
average quote of the ADSs representative of preferred shares of Avianca Holdings, S.A., as reported by the New York Stock Exchange during the 30 calendar days immediately prior to each vesting date of the Compensation Plan and $15, and
(ii) divided by eight, considering that each ADS represents eight preferred shares, and multiplying the resulting amount by the exchange rate of COP1,901.22 per $1 (the exchange rate as of November 5, 2013 or the effective date of
listing of the ADSs in the New York Stock Exchange). However, this modification does not affect the first tranche which vested on March 15, 2013.

Additionally, the Company issued 1,840,000 new awards, or the New Awards, to the Board of Directors and certain executives on November 6,
2013. These New Awards vest in four equal tranches and expire five years after the vesting date. The value of each New Award is determined in the same way as the modified terms of the Compensation Plans.

As of December 31, 2016, 18,026,158 awards were outstanding. A summary of the terms of the 1,840,000 New Awards is as follows:



|                 |  |                   |    |   |                   |                                               
|---------------- |  | ----------------- | -- | - | ----------------- | ----------------------------------------------
|Vesting dates    |  | Percentagevesting |    |   | Redemption period
|November 6, 2014 |  |                   | 25 | % |                   | From November 7, 2014 through November 6, 2019
|November 6, 2015 |  |                   | 25 | % |                   | From November 7, 2015 through November 6, 2020
|November 6, 2016 |  |                   | 25 | % |                   | From November 7, 2016 through November 6, 2021
|November 6, 2017 |  |                   | 25 | % |                   | From November 7, 2017 through November 6, 2022

Participants who are terminated, or resigned, cease to participate in the Compensation Plan. The awards were
only issued to board members and key management.



|C. | Board Practices
|-- | ---------------

Our board of directors is currently comprised of eleven members. The
terms of each of our current directors will expire in March 2018. See Item 6. Directors, Senior Management and EmployeesPart A. Directors and Senior Management. None of our directors has entered into any service contract with us.

Committees of the Board of Directors

The following is a brief description of certain of the committees of our board of directors.

Audit and Corporate Governance Committee

Our audit and corporate governance committee consists of Mr. Oscar Dario Morales, Mr. Isaac Yanovich, Ms. Monica Aparicio Smith
and Mr. Juan Guillermo Serna. All of the members of our Audit Committee are independent. In October, 2016, Monica Aparicio formalized her resignation as a member of the Board of Directors, and her position will remain vacant until the
shareholders determine her replacement. The audit and corporate governance committee provides assistance to our board of directors in monitoring the quality, reliability and integrity of our accounting policies and consolidated financial statements,
overseeing our compliance with legal and regulatory requirements and reviewing the independence, qualifications and performance of our internal and independent auditors. The audit committee is also responsible for:



| |  |  | the appointment, compensation, and oversight of our internal auditor;
| | - |  | ---------------------------------------------------------------------



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| |  |  | reviewing and approving the audit annual plan presented by our internal auditor;
| | - |  | --------------------------------------------------------------------------------



| |  |  | reviewing, on an annual basis, a report by the internal auditor describing our internal quality control procedures, any material issues raised by the most recent internal quality control review, or peer review, of the
auditing firm, and all relationships between us and the internal auditor;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | discussing the annual audited and quarterly unaudited consolidated financial statements with management and the independent auditor;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------



| |  |  | assessing the performance of our internal auditor,
| | - |  | --------------------------------------------------



| |  |  | reporting to the board of directors with respect to (i) the quality and sufficiency of our consolidated financial statements, (ii) our compliance with legal and regulatory requirements, (iii) the
performance and independence of our external auditor, and (iv) the performance of the internal auditor;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | reviewing and approving material related party transactions to address potential conflicts of interest;
| | - |  | -------------------------------------------------------------------------------------------------------



| |  |  | meeting periodically with the independent auditor, internal auditors and management;
| | - |  | ------------------------------------------------------------------------------------



| |  |  | together with the independent auditor, reviewing any difficulty encountered by the internal audit team during the audit process;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------



| |  |  | establishing policies regarding our hiring of employees or former employees of the independent auditor;
| | - |  | -------------------------------------------------------------------------------------------------------



| |  |  | annually reviewing and reassessing the adequacy of audit committees written charter and recommending any proposed changes to the board of directors;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | conducting an annual performance review and evaluation of the audit committee; and,
| | - |  | -----------------------------------------------------------------------------------



| |  |  | handling other matters that are specifically delegated to the audit committee by the board of directors from time to time.
| | - |  | --------------------------------------------------------------------------------------------------------------------------

Human Resource & Compensation Committee

Our compensation and human resource committee consists of Mr. Roberto Kriete, Mr. Ramiro Valencia Cossio, Ms. Monica Aparicio,
Mr. Isaac Yanovich and Mr. José Efromovich. Our compensation committee provides assistance to our board of directors with respect to the compensation of our directors, executive officers and employees. Our compensation committee
recommends to our board of directors the basic compensation policies that it believes should be undertaken by us with respect to our executive officers and employees and also recommends the objectives that should be taken into account in connection
with the compensation of our directors and executives officers. In October, 2016, Monica Aparicio formalized her resignation as a member of the Board of Directors, and her position will remain vacant until the shareholders determine her replacement.
Financial and Investments Committee

Our financial committee consists of Mr. Roberto Kriete, Mr. Juan Guillermo Serna,
Mr. Alvaro Jaramillo, Mr. Oscar Dario Morales and Mr. Alexander Bialer. This committee is responsible for setting our financial and risk management policies. Our financial committee is also empowered to provide recommendations to our
board of directors with respect to our capital structure.



|D. | Employees
|-- | ---------

As of December 31, 2016, we had a total of 21,061 employees.



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Approximately 60.1% of our employees are located in Colombia, 7.4% in Peru, 4.8% in Ecuador,
15.1% in El Salvador, 5.4% in Costa Rica and 7.2% elsewhere. Our employees can be categorized as follows:



|                                                               |  |                 |       |  |      |  |        |      |  |  |        |  |  |      |        |  |  |  |        | 
|-------------------------------------------------------------- |  | --------------- | ----- |  | ---- |  | ------ | ---- |  |  | ------ |  |  | ---- | ------ |  |  |  | ------ | 
|                                                               |  | At December 31, |      
|                                                               |  | 2016            |       |  | 2015 |  |        | 2014 |  |  | 2013   |  |  | 2012 |       
|Pilots                                                         |  |                 | 1935  |  |      |  | 1,949  |      |  |  | 1,999  |  |  |      | 1,774  |  |  |  | 1,693  | 
|Flight attendants                                              |  |                 | 3321  |  |      |  | 3,348  |      |  |  | 3,179  |  |  |      | 2,818  |  |  |  | 2,782  | 
|Mechanics(1)(2)                                                |  |                 | 2225  |  |      |  | 2,148  |      |  |  | 2,159  |  |  |      | 1,681  |  |  |  | 1,971  | 
|Customer service agents, reservation agents, ramp and other(2) |  |                 | 8073  |  |      |  | 8,337  |      |  |  | 9,303  |  |  |      | 8,662  |  |  |  | 6,730  | 
|Management and clerical(2)                                     |  |                 | 5507  |  |      |  | 5,363  |      |  |  | 3,905  |  |  |      | 4,218  |  |  |  | 4,895  | 
|Total employees                                                |  |                 | 21061 |  |      |  | 21,145 |      |  |  | 20,545 |  |  |      | 19,153 |  |  |  | 18,071 | 



|(1) | The number of our mechanics fluctuates based on the scheduling of our aircraft maintenance. We are able to optimize the number of mechanics serving us because of the short-term nature of their employment contracts.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Includes third-party contractors and cooperative members in the following amounts:
|--- | ----------------------------------------------------------------------------------



|                                                            |  |              |      |  |      |  |       |      |  |  |       |  |  |      |       |  |  |  |       | 
|----------------------------------------------------------- |  | ------------ | ---- |  | ---- |  | ----- | ---- |  |  | ----- |  |  | ---- | ----- |  |  |  | ----- | 
|                                                            |  | December 31, |     
|                                                            |  | 2016         |      |  | 2015 |  |       | 2014 |  |  | 2013  |  |  | 2012 |      
|Mechanics                                                   |  |              | 668  |  |      |  | 684   |      |  |  | 821   |  |  |      | 682   |  |  |  | 574   | 
|Customer service agents, reservation agents, ramp and other |  |              | 3917 |  |      |  | 4,090 |      |  |  | 3,476 |  |  |      | 3,576 |  |  |  | 3,243 | 
|Management and clerical                                     |  |              | 428  |  |      |  | 338   |      |  |  | 316   |  |  |      | 111   |  |  |  | 132   | 
|                                                            |  |              |      |  |      |  |       |      |  |  |       |  |  |      |       |  |  |  |       | 
|Total cooperative members                                   |  |              | 5013 |  |      |  | 5,112 |      |  |  | 4,613 |  |  |      | 4,369 |  |  |  | 3,949 | 

Collective Bargaining Arrangement

Typically, our collective bargaining agreements in Colombia, Argentina, , Brazil , Peru and Mexico last two to five years. We provide an
essential public service, and as a result strikes and work interruptions are forbidden by law. Nevertheless, slow-down or stoppage or any prolonged dispute with our employees who are represented by any of these unions, or any other sizable number of
our employees, could have a material adverse impact on our operations.

We provide sponsor employee benefit plans and arrangements that
provide bonuses, seniority and retirement benefits, partial medical benefits and disability coverage and other benefits to certain of our non-unionized employees and participating retirees. Many of these benefits are provided under various
benefits plans, while others are provided on a voluntary basis as a means to recruit and retain valuable employees. Voluntary benefit plans cover pilots, flight attendants and ground personnel, and are scheduled to remain in effect. These plans
may be subject to litigation especially during the time following significant plan changes.

Colombia

In Colombia, approximately 25% of our 7181 employees, including 45% of our 1,263 pilots, are unionized as of December 31, 2016. The
remainder of our employees in Colombia are members of our voluntary benefits program. We believe we generally maintain good relations with our union and non-union employees, and have not experienced material work stoppages for the past nine years.
There are currently eight unions covering our employees in Colombia: the National Workers Union of Avianca, the National Union of Aircraft Industry Workers, the Colombian Association of Flight Attendants, the Colombian Association of Civil Aviators,
the Colombian Association of Aircraft Mechanics, the Colombian Association of Flight Engineers, the Colombian Union of Air Transportation Workers and the Association of Tampa Cargo Workers.

On October 8, 2013, we successfully concluded negotiations with our Colombian pilots association (ODEAA), and reached an agreement to
modify the terms of our voluntary benefits program with them. On October 25, 2013, the new voluntary benefits program went into effect. This association represents approximately 55% of our pilots in Colombia. This agreement with the Colombian
pilots association includes a system of variable compensation goals associated with productivity, fuel savings and on-time performance metrics. The renewal of this agreement will be negotiated in April 2017.On September 25, 2015, SINTRATAC
submitted to Avianca the terms of a new collective bargaining agreement, but we were unable to reach an agreement and SINTRATAC has not yet submitted a new request to go to arbitration. We currently do not have a collective bargaining agreement in
place with SINTRATAC and are awaiting confirmation of a binding arbitration award to resolve this dispute.



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Meanwhile, on August 14, 2015, the National Workers Union of Avianca (SINTRAVA), the
National Union of Aircraft Industry Workers (SINDITRA) and Avianca signed a new collective bargaining agreement which will remain in place for five years and we expect negotiations will resume in June 2020.

The Association of Tampa Cargo Workers (ASOTRATAMPA) and Tampa signed a new collective bargaining agreement, on November 19, 2015, which
will remain in place for three years and we expect negotiations will resume in June 2018.

Other Countries

There are currently six unions in four different countries covering 7% of our 8,407 employees outside Colombia. Only two of them will be
subject to negotiations in 2017, the Workers Union of Trans American Airlines SINTAITRA, and the Pilots Union of Trans American Airlines, -SIPTRA. There are other unions, which we are only subject to industry negotiations. We believe we
maintain generally good relations with our union and non-union employees, in all countries. We currently do not have any material labor claims and have not experienced material work stoppages for the past sixteen years.

Our non-union employees outside Colombia are also members of our voluntary benefits program and we also provide some of them with sponsor
employee benefit plans and arrangements that provide bonuses, seniority and retirement benefits, partial medical benefits and disability coverage and other benefits.

Employee Incentive Programs

We have goal driven compensation incentive programs for our management and employees that utilize financial and operating goals, including a
profit sharing program for our management based on goals set on a quarterly and annual basis. We also have employee incentives for the achievement of monthly on time performance goals. We believe that our management and employee incentive
programs contribute to our success by rewarding the accomplishment of pre-defined financial and operating goals with variable compensation. Bonuses are usually paid two months after the end of each semester and can represent anywhere from 10% to 50%
of an employees total annual base salary. Typically, 50% of the bonus amount is based on corporate performance, and the remaining 50% is based on the achievement of individual goals, as determined for managers in each department. Although
our incentive programs are designed to reward outstanding operations, financial performance and customer service, safety is our priority, included on key performance indicators dashboards for executives. See Item 6. Directors, Senior
Management and EmployeesPart B. CompensationCompensation Plan.



|E. | Share Ownership
|-- | ---------------

Mr. Germán Efromovich and Mr. José Efromovich
may be deemed to have beneficial ownership of shares in us held by Synergy and Mr. Roberto Kriete may be deemed to have beneficial ownership of shares in us held by Kingsland. See Item 7. Major Shareholders and Related Party
TransactionsPart A. Major Shareholders. As of March 31, 2017, each of the other members of our board of directors and our executive officers owns less than one percent of our preferred shares and of our common shares.



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|Item 7. | Major Shareholders and Related Party Transactions
|------- | -------------------------------------------------



|A. | Major Shareholders
|-- | ------------------

Beneficial Ownership of our Capital Stock

The following table sets forth information relating to the beneficial ownership of our capital stock as of March 31, 2017.



|                              |  |                                             |             |  |   |  |       |                    |  |  |             |  |  |  |       |  
|----------------------------- |  | ------------------------------------------- | ----------- |  | - |  | ----- | ------------------ |  |  | ----------- |  |  |  | ----- | -
|                              |  | Beneficial ownership (as of March 31, 2017) |            
|                              |  | CommonShares                                |             |  | % |  |       | PreferredShares(3) |  |  | %           | 
|Synergy Aerospace Corp(1)     |  |                                             | 516,000,000 |  |   |  | 78.1  | %                  |  |  |            |  |  |  |      |  
|Kingsland Holdings Limited(2) |  |                                             | 144,800,003 |  |   |  | 21.9  | %                  |  |  |            |  |  |  |      |  
|Directors and officers        |  |                                             |            |  |   |  |      |                    |  |  | 24,381      |  |  |  | 0.01  | %
|Other                         |  |                                             |            |  |   |  |      |                    |  |  | 340,483,536 |  |  |  | 99.99 | %
|Total                         |  |                                             | 660,800,003 |  |   |  | 100.0 | %                  |  |  | 340,507,917 |  |  |  | 100.0 | %



|(1) | A company registered according to the laws of the Republic of Panama, 100% property of the Synergy Group Corp. a company also constituted in Panama. Mr. Germán Efromovich and Mr. José Efromovich
have dispositive voting power of Synergys shares. A majority of the common shares owned by Synergy have been pledged to secure loans from third parties. (2) Special purpose company incorporated according to the laws of the Bahamas, 100%
indirect property of Atlantis Trust. Mr. Roberto Kriete and his family have dispositive voting power of Kingslands shares.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Including 4,320,632 preferred shares held by Fidubogota on behalf of us.
|--- | ------------------------------------------------------------------------

Approximately 33.6%
of our outstanding capital stock (not including preferred stock held by us) is represented by our preferred shares, including the preferred shares represented by the ADSs, and approximately 78.1% and 21.9% of our common shares are held by Synergy
and Kingsland, respectively.

In May 2011, Synergy and Kingsland converted 15,000,000 and 42,600,000 common shares, respectively, into
preferred shares in connection with the initial public offering of our preferred shares in Colombia.

In November 2013, Kingsland Holdings
Limited, Inter Allied Holdings Two Corp. and Mr. A. Daniel Ratti converted 69,999,997, 2,800,000 and 2,800,000 common shares, respectively, into preferred shares in connection with the initial public offering of our ADSs in the United States.

On November 27, 2014, Synergy Aerospace Corp converted 5,000,000 common shares into preferred shares.

Synergy and its control persons own controlling interests in a number of other businesses, including OceanAir, a Brazilian airline, and Avian,
an Argentine airline with which we have significant business transactions and agreements. For further information regarding our relationship with Ocean Air, see Item 7. Major Shareholders and Related Party TransactionsPart B. Related
Party Transactions. Mr. Germán Efromovich and his brother Mr. José Efromovich are the ultimate beneficial owners of Synergy.

Kingsland Holdings Limited is a special purpose Bahamian company organized for the purpose of holding our shares for the benefit of certain
members of the Kriete family.

As of March 31st, 2017, there were no record
holders of our common shares in the United States. It is not practicable for us to determine the number of holders of our preferred shares in the United States.

Joint Action Agreement with Synergy and Kingsland

We and our controlling shareholders, Synergy and Kingsland, are parties to the Joint Action Agreement that became effective upon the
consummation of our November 2013 U.S. initial public offering and gave Synergy and Kingsland veto power over certain strategic and operating transactions. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to the ADSs
and our Preferred SharesOur two principal shareholders have veto power over certain strategic and operating transactions, and their interests may differ significantly from the interests of other shareholders and Item 7. Major
Shareholders and Related Party Transactions Related Party TransactionsJoint Action Agreement.



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|B. | Related Party Transactions
|-- | --------------------------

We currently engage in, and expect from time to time in the
future to engage in, financial and commercial transactions with related parties (within the meaning of the SEC rules) which comply with transfer pricing rules applicable in the corresponding jurisdictions and Corporate Governance
Policies.

Termination of Aviancas option to acquire OceanAir and resulting debt owing to Avianca and subsidiaries.

On January 1, 2009, our subsidiary Avianca entered into an agreement, or the Option Agreement, with Germán Efromovich, José
Efromovich and SpSYn Participações S.A., or SpSYn, the shareholders of OceanAir Linhas Aereas S.A., or OceanAir. Synergy Group Corp., or Synergy Group, guaranteed the obligations of OceanAir and of its shareholders under
the Option Agreement. Synergy Group is beneficially owned by Germán and José Efromovich and José Efromovich controls SpSYn. Under the Option Agreement, Avianca received an option to acquire all the outstanding shares of OceanAir
and in exchange was obligated to provide the working capital required by OceanAir during the term of the Option Agreement in the form of loans, advances or capital contributions. The option exercise price was equal to the outstanding balance of the
debt of OceanAir, its shareholders and their affiliates with Avianca and its subsidiaries at the exercise date of the option.

The Option
Agreement provided that if Avianca did not exercise its option to acquire the shares of OceanAir during the term of the Option Agreement, Avianca would no longer have any obligation to provide working capital to OceanAir, and OceanAir would be
obligated to repay all its debts owing to Avianca and its subsidiaries. This debt included debt arising out of the lease of certain aircraft leases to OceanAir by Aviation Leasing Services Investments S.A., a subsidiary of Avianca, and additional
debt incurred by OceanAir as a result of Aviancas obligation to provide working capital under the Option Agreement.

The initial
one-year term of the Option Agreement was extended twice and expired on June 30, 2010. On December 30, 2010 the parties to the Option Agreement entered into an agreement to restructure the payment obligations to Avianca and its
subsidiaries that became due and payable upon expiration of the Option Agreement. Pursuant to this restructuring agreement, SpSYn assumed OceanAirs obligation to repay the full amount of its debt owing to Avianca and its subsidiaries
(approximately $60.7 million) as follows: $5.0 million upon signing of the termination agreement, $12.0 million on December 31, 2011, $18.0 million on December 31, 2012 and $25.7 million on December 31, 2013. The unpaid amount of such
debt bore interest at a rate of three-month LIBOR plus 5.5%. Synergy Group, Germán Efromovich and José Efromovich each guaranteed SpSYns obligation to repay such debt. This payment schedule was amended initially on
December 30, 2011 and again on February 28, 2012 so that the debt was payable as follows: $6.6 million on March 30, 2012, $10.6 million on December 31, 2012, $15.9 million on December 31, 2013 and $22.6 million on
December 31, 2014.

The $6.6 million payment due on March 30, 2012 was paid on such date. On February 28, 2012, Avianca
executed an agreement to purchase from Synergy Group a share of a real property in Bogotá, Colombia, which both parties had acquired jointly in 2007. Avianca agreed to offset the COP12,666 million purchase price of the share
(approximately $7.2 million) against the outstanding balance of the debt of SpSYn under the termination agreement. The balance of the $10.6 million payment due on December 31, 2012 was paid on such date. On December 3, 2013 a public deed
was granted which formalized the transfer to Avianca of the share on the real property previously owned by Synergy except with respect to one piece of land which is pending to be released from a foreclosure action by a third party. We continue
advancing with the commercial efforts to achieve the consummation of the sale of this property.

On December 31, 2014, the $22.6
million payment became due under the termination agreement but was not received. On March 24, 2015, we entered into an agreement with SpSYn and the other parties under the termination agreement whereby Synergy committed to make this payment
(plus interest accruing at LIBOR plus 5.5%), with the dividends paid by Avianca on October 2015 and 2016. On October 23, 2015 Synergy made a total payment amounting to $11.0 million, which includes $1.2 million of accrued interest at the
payment date. On December 6, 2016 the above-mentioned agreement was amended to extend the payment date until October 31, 2017, whereby Synergy made a payment of approximately $0.8 million of accrued interest on December 22, 2016, and
committed to pay the outstanding balance with the dividends to be paid by Avianca Holdings in 2017. The balance of the debt as of December 2016 was approximately $12.8 million.



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Licensing of Avianca name to OceanAir

In December 2009, we entered into an agreement with OceanAir pursuant to which OceanAir uses our Avianca trademark in its operations.
Although we receive no financial consideration for OceanAirs use of our trademark, we believe that by using Aviancas trade name in Brazil, OceanAir increases our commercial presence in Brazil. In addition, since December 5, 2005, we
have licensed Aviancas Cóndor trademark to OceanAir for use throughout Brazil. On February 20, 2014 there was an amendment to this licensing agreement in order to include the licensing of the new figurative trademark. This
trademark arrangement may be terminated by either party on 60 days notice, upon breach by either party or by mutual consent.

Lease and
sublease of aircraft to and from OceanAir

As of December 31, 2016, we subleased two Airbus 319s to OceanAir. The subleases
are scheduled to expire on May 4, 2022 and July 2, 2020, respectively. OceanAir is required to make lease payments of $327,000 and $339,000 per month, respectively, for the two aircraft. In the event that OceanAir does not pay us the
amounts per month described above, we remain liable for such payments to the lessor, as we are the primary obligor on each such lease. As of December 31, 2015, $5.5 million of lease payments from OceanAir were past due. On March 24, 2015,
we reached an agreement with OceanAir whereby OceanAir will pay us a total amount of $6.5 million (plus interest accruing at LIBOR plus 5.5%), which includes the past due payments on leases and other services to settle these agreements. On
October 23, 2015, OceanAir made a total payment amounting to $6.8 million, which includes $0.3 million of accrued interest at the payment date.

During the first half of 2014 we subleased an A330F to OceanAir and entered into a block space international cargo operations agreement and an
intermediary commercial agreement for domestic cargo operations in which OceanAir is the operator in both the domestic and international markets.

Passenger sales agency and code sharing agreements with OceanAir

Since September 1, 2012, OceanAir Lihnas Aereas S.A. has been acting as a general sales agent for passenger transportation services for
Avianca, Trans American Airlines S.A. and LACSA in Brazil. Under an agreement we have entered into with OceanAir, OceanAir has the capacity to promote and sell services of those companies and act as their representative for commercial purposes.
OceanAir is paid a commission equivalent to 1.6% of the net flown revenue for each such company and has a minimum guaranteed payment of approximately $2.8 million to cover its expenses. There are other ancillary services provided related to legal
representation and management of passengers claims. OceanAir has been acting as general sales agent for passenger transportation services for Avianca since 2005. We believe the services provided under these agreements and the compensation therefor
are consistent with market practices in all material respects. This agreement may be terminated by either party at any time on 60 days notice.

Under an agreement effective March 15, 2010, our subsidiary Avianca Inc. acts as promotion and sales agent for passenger and cargo
transportation services and as sales and purchase agent for aeronautical materials and services for OceanAir in the United States and Canada. Avianca Inc. is paid a commission of 1.0% of net sales made by travel agencies, OceanAirs web portal
and Avianca Inc.s ticket offices in the United States and Canada. In addition, Avianca Inc. is paid a fee equal to 3.0% of the operational and administrative expenses it incurs in performing its services as sales and purchase agent. This
agreement automatically renews annually unless either party gives notice of termination 60 days in advance of the termination date.

We
also have several code share agreements with OceanAir pursuant to which we may sell seats on OceanAirs São Paulo-Rio de Janeiro flights.

Handling agreement with OceanAir

Our subsidiary, Avianca Inc., also acts as OceanAirs agent for handling aeronautical equipment, such as spare parts, within the United
States, and for final delivery thereof to Brazil under an agency agreement effective as of April 2, 2007. We believe the services provided under this agreement and the compensation therefor are consistent with market practices in all material
respects.



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Other arrangements with OceanAir

We also have airport services agreements with OceanAir to support check in and dispatch of passengers at the different airports where Avianca,
Trans American Airlines S.A. and LACSA operate.

Licensing of Avianca name to Avian

In October 2016, we entered into an agreement with Avian pursuant to which Avian uses our Avianca trademark in its operations. Although
we receive no financial consideration for Avians use of our trademark, we believe that by using Aviancas trade name in Argentina, Avian increases our commercial presence in Argentina. This trademark arrangement may be terminated by
either party on 180 days notice, upon breach by either party or by mutual consent.

Arrangements with affiliated service providers

We pay certain of our affiliates for services related to maintenance, cargo and courier services, hotel accommodation services,
personnel ground transportation and other services. Empresariales S.A.S., an affiliate of Synergy, provides ground transportation for our crew and other employees. Transportadora del Meta S.A.S., an affiliate of Synergy, provides
ground cargo and courier services in connection with our cargo and courier business. Global Operadora Hotelera S.A., entity controlled by a foundation created by Germán Efromovich, provides hotel accommodation services for our crew and
other employees. Aeromantenimiento S.A., an affiliate of Kingsland, provides us with maintenance services related to our fleet. All of these arrangements comply with transfer pricing rules applicable in the corresponding jurisdictions and
were approved by a majority of our independent directors.

During the year ended December 31, 2016, our total expenses related to
services provided by these affiliates was $47.4 million.

Joint Action Agreement

We are a party to a Joint Action Agreement with Synergy and Kingsland. The Joint Action Agreement provides Synergy and Kingsland each with the
right to nominate a number of directors in proportion to their respective holdings of our common shares and obligates us to take the necessary actions to give effect to the provisions of the Joint Action Agreement. The Joint Action Agreement also
provides that a majority of our directors will be independent under the rules and regulations of the NYSE.

Our operations are controlled
by our management under the direction and supervision of our board of directors, however the Joint Action Agreement gives Synergy and Kingsland veto power over certain strategic and operating transactions including, among others:



| |  |  | mergers and consolidations;
| | - |  | ---------------------------



| |  |  | certain acquisitions or investments in excess of $30 million in any single instance and $75 million in the aggregate during any fiscal year, except as already contemplated in our annual budget;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our business plan and annual budget;
| | - |  | ------------------------------------



| |  |  | capital expenditures in excess of $120 million, except as already contemplated in our annual budget;
| | - |  | ----------------------------------------------------------------------------------------------------



| |  |  | changes to our charter and bylaws or other similar document;
| | - |  | ------------------------------------------------------------



| |  |  | issuance of voting stock; and
| | - |  | -----------------------------



| |  |  | related party transactions.
| | - |  | ---------------------------

In the event that Kingsland exercises any of its veto rights
above, Synergy has the option to deliver a buyout notice with respect to 100 million of our common shares held by Kingsland, or if Kingsland owns less than 100 million common shares, all such common shares, or the Buyout Shares. After the
issuance of a buyout notice, Kingsland and Synergy will attempt to come to a mutual agreement regarding the matter with respect to which Kingsland exercised its veto. If all necessary Board and stockholder approvals are obtained and the matter is
not resolved prior to the later of the 21st day after of the issuance of the buyout notice or the third business day after the Board or stockholder approval, or the Buyout Determination Date,
Synergy may purchase the Buyout Shares at a price per share equal to the weighted average price per preferred share (as derived from the price per ADS) during the 60 trading days immediately prior to the date on which Kingsland exercised its veto
plus a premium. Synergy



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also has the option to withdraw the buyout notice within 120 days following delivery by Synergy to Kingsland of the buyout notice, and if Synergy fails to purchase the Buyout Shares within 180
days following delivery by Synergy to Kingsland of the buyout notice, Synergy will be obligated to pay Kingsland 10.0% of the fair value of the Buyout Shares. If Synergy purchases the Buyout Shares, Kingslands veto is deemed withdrawn, we may
consummate the matter, and Kingsland will lose its veto rights under the Joint Action Agreement.

In addition, under the Joint Action
Agreement, certain transactions require the approval of a majority of the independent directors before being submitted to the full board for approval, including:



| |  |  | commencement and/or settlement of litigation in excess of $5 million;
| | - |  | ---------------------------------------------------------------------



| |  |  | commencement of any bankruptcy or insolvency proceeding and/or dissolving or liquidating or agreeing to dissolve or liquidate;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------



| |  |  | certain incurrences of indebtedness;
| | - |  | ------------------------------------



| |  |  | adoption or amending of any equity incentive plan;
| | - |  | --------------------------------------------------



| |  |  | execution of certain material or long-term contracts and licenses;
| | - |  | ------------------------------------------------------------------



| |  |  | modification of our dividend policy; and
| | - |  | ----------------------------------------



| |  |  | other potentially significant strategic and operational actions affecting us.
| | - |  | -----------------------------------------------------------------------------

In the event
that Synergy sells to a buyer substantially all of its airline assets or undergoes a change of control, Kingsland will have the option, upon written notice, to require such buyer (and if such buyer fails to do so, Synergy) to purchase our shares
from Kingsland.

In the event that the Chief Executive Officer or Chief Financial Officer position becomes vacant, a search firm (in the
case of a Chief Executive Officer vacancy) or the Chief Executive Officer (in the case of a Chief Financial Officer vacancy) will put together a slate of candidates, and each of Kingsland and Synergy will have the right to veto up to one-third of
such candidates before the remaining candidates are presented to the board of directors for approval and appointment.

Kingslands
veto rights will partially terminate when Synergy owns more than four times the amount of our common shares as Kingsland and Kingsland owns less than 16.5% of our common shares. Kingslands and Synergys veto rights and their rights to
nominate directors will terminate when Synergy owns more than five and one half times the amount of our common shares as Kingsland. The Joint Action Agreement will also terminate if Kingsland undergoes a change in control or when Kingsland owns less
than 3.0% of our common shares, but if the agreement terminates because of a decrease in Kingslands common share ownership percentage Kingsland will continue to have the right to nominate Roberto Kriete as our director so long as it owns at
least 1.0% of our common shares. The Joint Action Agreement can be terminated upon agreement by its parties.

Amendment to our articles of
incorporation (Pacto Social)

Upon the consummation of our November 2013 U.S. initial public offering, our articles of
incorporation (Pacto Social) were amended to reflect the replacement of the Shareholders Agreement with the Joint Action Agreement. On March 25, 2014, our articles of incorporation (Pacto Social) were further amended to
reflect the appointment of a Vice-President of Operations who shall act as Chief Operating Officer of the Company.

Registration Rights Agreement

We, Synergy and Kingsland are party to a registration rights agreement, which was amended upon the consummation of our November
2013 U.S. initial public offering, pursuant to which Synergy and Kingsland have certain registration rights, including the ability to require us to register their common shares, preferred shares or



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ADSs in a registered public offering (subject to certain restrictions and limitations). In connection with our November 2013 U.S. initial public offering, each of Synergy and Kingsland agreed
with the underwriters to a lock-up period of 180 days. In addition, under the registration rights agreement, Synergy has agreed, for the benefit of Kingsland, not to sell or otherwise dispose of its common shares or preferred shares during the
360-day period beginning on November 5, 2013.



|C. | Interests of Experts and Counsel
|-- | --------------------------------

Not applicable.



|Item 8. | Financial Information
|------- | ---------------------



|A. | Consolidated Statements and Other Financial Information
|-- | -------------------------------------------------------

See Item 3. Key
InformationPart A. Selected Financial Data, Item 18. Financial Statements and our consolidated financial statements and the notes thereto beginning on page F-1.

Litigation

Kingsland Litigation

On February 28, 2017 we were named as a defendant in a lawsuit filed in New York state court by Kingsland Holdings Ltd. The
case is captionedKingsland Holdings Ltd. v. Synergy Aerospace Corp., Avianca Holdings S.A., Germán Efromovich, José Efromovich, and United Airlines, Inc., Index No. 651035/2017. The plaintiff, Kingsland Holdings Ltd., or
Kingsland, is our largest minority shareholders and a party to the Joint Action Agreement. Roberto Kriete is the Chairman of Kingsland and is a member of our Board of Directors. The complaint also names as defendants Synergy Aerospace Corp.,
Germán Efromovich, José Efromovich, and United Airlines, Inc. Synergy Aerospace Corp., or Synergy, is our majority shareholder and a party to the Joint Action Agreement. Germán Efromovich is Chairman of our Board of Directors.
José Efromovich is a member of our Board of Directors. The complaint alleges, among other things, that we breached the Joint Action Agreement with respect to its entry into an exclusivity agreement with United Airlines to facilitate
negotiations of a potential strategic commercial alliance.

On March 15, 2017 Kingsland filed a request for expedited discovery and a
preliminary injunction to suspend the negotiations between us and United Airlines. At a hearing the same day, the judge denied the request for immediate relief and instead set a schedule for briefing and further argument solely on expedited
discovery.

On March 27, 2017 we opposed Kingslands request for expedited discovery. On March 27, 2017, Synergy,
Germán Efromovich, and José Efromovich jointly opposed Kingslands request for expedited discovery. On March 27, 2017, United Airlines also opposed Kingslands request for expedited discovery. Kingslands request
for expedited discovery is fully briefed. On April 7, 2017 the judge heard oral arguments on Kingslands request for expedited discovery. The judge reserved decision, and no decision has yet been rendered.

On March 27, 2017 we filed a motion to dismiss Kingslands complaint for failure to state a cause of action, bar on certain claims
by the statute of limitations, and defenses founded upon documentary evidence. On April 5, 2017 Kingsland opposed our motion to dismiss. On April 11, 2017 we filed a reply in further support of our motion to dismiss. The motion to dismiss
is fully briefed. No decision has yet been rendered.

On March 27, 2017 we filed a motion for protective order staying discovery
until our motion to dismiss is resolved. On March 31, 2017 Synergy, Germán Efromovich, and José Efromovich jointly joined our motion for a protective order staying discovery. On March 31, 2017 United Airlines also joined our
motion for a protective order staying discovery. On April 3, 2017 Kingsland opposed our motion for a protective order staying discovery. The



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motion for protective order staying discovery is fully briefed. On April 7, 2017 the judge heard oral arguments on our motion for protective order staying discovery. The judge reserved
decision, and no decision has yet been rendered.

On March 27, 2017 we filed a lawsuit in New York state court against Kingsland
Holdings Ltd. and Roberto Kriete. The case is captionedAvianca Holdings S.A. v. Kingsland Holdings Ltd. and Roberto José Kriete, Index No. 651599/2017. We, among other things, ask the court for an order preventing Kingsland and
Roberto Kriete from any further dissemination of confidential information and requiring Kingsland to comply with its contractual obligations under the Joint Action Agreement. On April 27, 2017 Kingsland filed a motion to dismiss Aviancas
complaint. Avianca will oppose the motion to dismiss.

On April 3, 2017 Synergy, Germán Efromovich, and José Efromovich
jointly filed a motion to dismiss Kingslands complaint. On April 3, 2017 United Airlines also filed a motion to dismiss Kingslands complaint. On April 12, 2017 Kingsland opposed Synergy, Germán Efromovich, and
José Efromovichs motion to dismiss and also opposed United Airlines motion to dismiss. On April 18, 2017 Synergy, Germán Efromovich, and José Efromovich jointly filed a reply in further support of their motion to
dismiss. On April 18, 2017 United Airlines also filed a reply in further support of its motion to dismiss. The motions to dismiss are fully briefed. No decision has yet been rendered.

We believe that Kingslands claims are without merit and we intend to defend vigorously against them. However, the outcome of the
litigation is uncertain at this time.

Litigation Involving Subsidiaries

Our subsidiaries are subject to several lawsuits regarding labor and civil actions in which an adverse decision may result in payment
obligations of our subsidiaries. We intend to defend vigorously against these claims, but we cannot assure you that we will be successful. In the case of an adverse final decision in any of these lawsuits or in the event we are required to establish
a reserve, our business, financial condition and ability to pay dividends or make other distributions would likely be materially and adversely affected. Out of the total claims and legal actions management has estimated a probable loss of $18.5
million. See Note 31Provisions for legal claims to our audited consolidated financial statements as of and for the year ended December 31, 2016.

Dividends and Dividend Policy

The
payment of dividends on our shares is subject to the discretion of our common shareholders. Under Panamanian law, we may pay dividends only out of retained earnings or capital surplus. So long as we do not default in our payments under our loan
agreements, there are no covenants or other restrictions on Avianca Holdings S.A.s ability to declare and pay dividends. Our articles of incorporation provide that all dividends declared by our general shareholders meeting will be paid
equally with respect to all of the preferred shares and common shares. Our articles of incorporation also provide that our preferred shares have a right to a minimum preferred dividend that will be paid on a preferential basis over the dividend
corresponding to our common stock. See Item 10. Additional InformationPart B. Memorandum and Articles of AssociationDescription of Capital StockPreferred SharesMinimum Preferred Dividend.

Our shareholders have adopted a dividend policy that provides for the payment of annual dividends equal to at least 15% of our annual
distributable profits (defined below). Annual distributable profits are defined in our by-laws as our annual profits (after taxes), minus amounts used to offset losses of previous fiscal periods, minus amounts necessary to
fund legal and other reserves, if any. Panamanian law does not currently provide for a required legal reserve.



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Holders of the preferred shares and ADSs are entitled to receive a minimum dividend to be paid
preferentially over holders of common shares, so long as dividends have been declared by our shareholders at their annual meeting. If no dividends are declared, none of our shareholders will be entitled to any dividends. If dividends are declared
and our annual distributable profits are sufficient to pay a dividend per share of at least COP50 per share to all our holders of preferred and common shares, such profits will be paid equally with respect to our preferred and common shares.
However, if our annual distributable profits are insufficient to pay a dividend of at least COP50 per share to holders of our preferred and common shares, a minimum preferred dividend of COP50 per share will be distributed pro rata
to the holders of our preferred shares, and any excess above such minimum preferred dividend will be distributed solely to holders of our common shares. See Item 10. Additional InformationPart B. Memorandum and Articles of
AssociationDescription of Capital StockPreferred SharesMinimum Preferred Dividend.

A majority of our common
shareholders may, in their sole discretion and for any reason, amend or discontinue the dividend policy. Future dividends with respect to shares of our common stock, if any, will depend on, among other things, our results of operations, cash
requirements, financial condition, contractual restrictions, business opportunities, provisions of applicable law and other factors that our board of directors may deem relevant. See Item 3. Key InformationPart D. Risk FactorsRisks
Relating to the ADSs and Our Preferred SharesOur controlling shareholders have the ability to direct our affairs and their interests could conflict with those of our ADS holders.

Avianca and certain of its subsidiaries are parties to bonds, leases and loan agreements that restrict their ability to pay dividends or make
distributions to us. For a description of such restrictions, see Item 5. Operating and Financial Review and ProspectsPart B. Liquidity and Capital ResourcesDebt and Other Financing Agreements.

On March 31st, 2017, a semi-annual dividend of COP38.5 per share was declared at our
general shareholders meeting which is to be paid to shareholders of record no later than July 31st and October 31st, 2017 and represents an aggregate dividend payment of COP77,100,709.84, payable to the holders of the preferred shares and
common shares, including ADS.

On March 31, 2016, an annual dividend of COP50 per share was declared at our general shareholders
meeting which is to be paid to shareholders of record in four equal installments of COP12.50 per share, no later than April 7, 2016, July 1, 2016, October 7, 2016 and December 16, 2016 and represents an aggregate
dividend payment of approximately $5.7 million (obtained by dividing the equivalent amount in Colombian pesos by the exchange rate of COP3,022.35 per US$1.00 (the exchange rate as of March 31, 2016)), payable to the holders of the preferred,
including the ADSs.

On April 17, 2015, an annual dividend of $0.06691 per share was declared at our general shareholders meeting
which is to be paid to shareholders of record no later than October 31, 2015 and represents an aggregate dividend payment of approximately $67.1 million, payable to the holders of the preferred and common shares, including the ADSs.

On March 25, 2014, an annual dividend of COP75 (approximately $0.04) per share was declared at our general shareholders meeting which was
paid to shareholders of record on April 25, 2014 and represented an aggregate dividend payment of COP75,098 million ($39.0 million), payable to the holders of the preferred and common shares, including the ADSs.

On March 21, 2013, an annual dividend of COP75 (approximately $0.04) per share was declared at our general shareholders meeting which was
paid to shareholders of record on April 28, 2013 and represented an aggregate dividend payment of COP67,598 million ($36.9 million), payable to the holders of the preferred and common shares.



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On March 30, 2012, an annual dividend of COP50 (approximately $0.03) per share was declared
at our general shareholders meeting which was paid to shareholders of record on April 27, 2012 and represented in an aggregate dividend payment of COP45,064 million ($25.6 million), payable to the holders of the preferred and common shares.

Prior to the March 2012 dividend payment, we had not paid a dividend since the combination of Avianca and Taca in 2010.



|B. | Significant Changes
|-- | -------------------

None.



|Item 9. | The Offer and Listing
|------- | ---------------------



|A. | Offer and Listing Details
|-- | -------------------------

The ADSs

Our ADSs have been listed on The New York Stock Exchange since November 2013.

Our Preferred Shares

Our
preferred shares are currently registered in the Colombian National Registry of Securities and Issuers (Registro Nacional de Valores y Emisores) kept by the Colombian Superintendency of Finance (Superintendencia Financiera de Colombia)
and trade on the Colombian Stock Exchange (Bolsa de Valores de Colombia) under the symbol PFAVH. On March 31, 2017, the closing price of our preferred shares on the Colombian Stock Exchange was COP2,800, or $0.97 per share
(based on the exchange rate on such date, which was COP2,880.24 per US$1.00).

The following table sets forth for each year since our
preferred shares began trading on May 11, 2011 and since our ADSs began trading on November 6, 2013 the high and low closing prices of our preferred shares on the Colombian Stock Exchange as reported by the Colombian Stock Exchange and of
our ADSs on the NYSE.



|                                                                  |  |                  |       |  |                |  |       |      |  |  |       |  |  |  |       | 
|----------------------------------------------------------------- |  | ---------------- | ----- |  | -------------- |  | ----- | ---- |  |  | ----- |  |  |  | ----- | 
|                                                                  |  | Preferred Shares |       |  | ADSs           | 
|                                                                  |  | High             |       |  | Low            |  |       | High |  |  | Low   | 
|                                                                  |  | (in COP/share)   |       |  | (in US$/share) | 
|2011 (beginning from the commencement of trading on May 11, 2011) |  |                  | 5,390 |  |                |  | 3,105 |      |  |  |      |  |  |  |      | 
|2012                                                              |  |                  | 4,705 |  |                |  | 3,290 |      |  |  |      |  |  |  |      | 
|2013 (in the case of the ADSs, beginning on November 6, 2013)     |  |                  | 4,646 |  |                |  | 3,435 |      |  |  | 15.44 |  |  |  | 14.00 | 
|2014                                                              |  |                  | 4,485 |  |                |  | 3,205 |      |  |  | 18.39 |  |  |  | 10.46 | 
|2015                                                              |  |                  | 3,900 |  |                |  | 1,445 |      |  |  | 13.06 |  |  |  | 3.59  | 
|2016                                                              |  |                  | 3,8   |  |                |  | 1,495 |      |  |  | 10,18 |  |  |  | 3,48  | 

The following table sets forth for each quarter since January 1, 2015 the high and low closing prices of
our preferred shares on the Colombian Stock Exchange as reported by the Colombian Stock Exchange and of our ADSs on the NYSE.



|               |  |                  |       |  |                |  |       |      |  |  |       |  |  |  |       | 
|-------------- |  | ---------------- | ----- |  | -------------- |  | ----- | ---- |  |  | ----- |  |  |  | ----- | 
|               |  | Preferred Shares |       |  | ADSs           | 
|               |  | High             |       |  | Low            |  |       | High |  |  | Low   | 
|               |  | (in COP/share)   |       |  | (in US$/share) | 
|2015:          |  |                  |       |  |                |  |       |      |  |  |       |  |  |  |       | 
|First quarter  |  |                  | 3,850 |  |                |  | 3,355 |      |  |  | 12.55 |  |  |  | 10.78 | 
|Second quarter |  |                  | 3,900 |  |                |  | 3,185 |      |  |  | 13.06 |  |  |  | 9.97  | 
|Third quarter  |  |                  | 3,620 |  |                |  | 1,815 |      |  |  | 10.81 |  |  |  | 4.68  | 
|Fourth quarter |  |                  | 1,945 |  |                |  | 1,445 |      |  |  | 5.40  |  |  |  | 3.59  | 
|2016:          |  |                  |       |  |                |  |       |      |  |  |       |  |  |  |       | 
|First quarter  |  |                  | 2,035 |  |                |  | 1,495 |      |  |  | 5.41  |  |  |  | 3.48  | 
|Second quarter |  |                  | 2,745 |  |                |  | 1,885 |      |  |  | 7,51  |  |  |  | 4,87  | 
|Third quarter  |  |                  | 2,595 |  |                |  | 2,2   |      |  |  | 7,15  |  |  |  | 5,8   | 
|Fourth quarter |  |                  | 3,8   |  |                |  | 2,315 |      |  |  | 10,18 |  |  |  | 6,25  | 
|2017:          |  |                  |       |  |                |  |       |      |  |  |       |  |  |  |       | 
|First quarter  |  |                  | 3,74  |  |                |  | 2,555 |      |  |  | 10,19 |  |  |  | 7.00  | 



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The following table sets forth for each of the most recent six months in the case of our
preferred shares and our ADSs the high and low closing prices of our preferred shares on the Colombian Stock Exchange as reported by the Colombian Stock Exchange and of our ADSs on the NYSE.



|              |  |                  |       |  |                |  |       |      |  |  |       |  |  |  |      | 
|------------- |  | ---------------- | ----- |  | -------------- |  | ----- | ---- |  |  | ----- |  |  |  | ---- | 
|              |  | Preferred Shares |       |  | ADSs           | 
|              |  | High             |       |  | Low            |  |       | High |  |  | Low   | 
|              |  | (in COP/share)   |       |  | (in US$/share) | 
|October 2016  |  |                  | 2,4   |  |                |  | 2,315 |      |  |  | 6,57  |  |  |  | 6,25 | 
|November 2016 |  |                  | 2,775 |  |                |  | 2,61  |      |  |  | 7,29  |  |  |  | 6,78 | 
|December 2016 |  |                  | 3,8   |  |                |  | 2,68  |      |  |  | 10,18 |  |  |  | 6,97 | 
|January 2017  |  |                  | 3,74  |  |                |  | 3,085 |      |  |  | 10,19 |  |  |  | 8,49 | 
|February 2017 |  |                  | 2,845 |  |                |  | 2,555 |      |  |  | 7,85  |  |  |  | 7,26 | 
|March 2017    |  |                  | 2,83  |  |                |  | 2,59  |      |  |  | 7,82  |  |  |  | 7,00 | 



|B. | Plan of Distribution
|-- | --------------------

Not applicable.



|C. | Markets
|-- | -------

Prior to 2001, there were three stock exchanges in Colombia: the Stock Exchange
of Bogota created in 1928, the Stock Exchange of Medellin (1950) and the Stock Exchange of Occidente (1970).

After the limited
economic growth during the 1980s, the economic expansion of the 1990s resulted in the Colombian capital markets growing at unprecedented rates, as indicated or measured by listed companys market capitalization, the total value traded in the
stock markets and the total amount of outstanding domestic public and private bonds.

Such rapid growth has resulted in the increased
regulation of the Colombian capital markets. In addition, such growth precipitated the merger of the Stock Exchanges of Bogota, Medellin and Occidente into the Colombian Stock Exchange in July 2001.

The Colombian Stock Exchange handles relatively minor trading and liquidity compared to stock exchanges in major financial centers. In
addition, very few issuers represent a disproportionately large percentage of market capitalization and trading volume on the Colombian Stock Exchange. The Colombian Stock Exchange is subject to the inspection and supervision of the Colombian
Financial Superintendency.

On November 22, 2010, the Colombian Stock Exchange completed its equity markets integration process of
the Latin American Integrated Market (Mercado Integrado Latinoamericano), with the equity stock markets of Chile and Peru, which allows integrated trading and settlement. The Latin American Integrated Market is the leading market in terms of
number of issuers (approximately 554 as of December 2012), the second in terms of market capitalization and the third in terms of volume in Latin America.

The total value of equities traded on the Colombian Stock Exchange during 2016 was COP42.0 trillion (including spot and repurchase and
securities lending transactions). Spot transactions over equities traded during 2016 was COP35.4 trillion with a daily average of COP171.6 billion, representing a nominal increase of 4.52% from the daily average value of equities traded in 2015.
Both debt and equity securities are traded on the Colombian Stock Exchange, including stocks and bonds of private sector corporations, although the vast majority of securities traded are fixed income government debt securities.



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The table below sets forth certain year-end information concerning equity securities listed on
the Colombian Stock Exchange since 2007.



|                                            |  |      |     |  |      |  |     |      |  |  |      |  |  |      |     |  |      |  |     |      |  |  |      |  |  |      |     |  |      |  |     |  |  |  |     |  |  |  |     | 
|------------------------------------------- |  | ---- | --- |  | ---- |  | --- | ---- |  |  | ---- |  |  | ---- | --- |  | ---- |  | --- | ---- |  |  | ---- |  |  | ---- | --- |  | ---- |  | --- |  |  |  | --- |  |  |  | --- | 
|                                            |  | 2016 |     |  | 2015 |  |     | 2014 |  |  | 2013 |  |  | 2012 |     |  | 2011 |  |     | 2010 |  |  | 2009 |  |  | 2008 |     |  | 2007 | 
|Number of listed companies                  |  |      | 70  |  |      |  | 73  |      |  |  | 74   |  |  |      | 79  |  |      |  | 82  |      |  |  | 83   |  |  |      | 86  |  |      |  | 87  |  |  |  | 89  |  |  |  | 90  | 
|Market capitalization (in trillions of COP) |  |      | 311 |  |      |  | 278 |      |  |  | 364  |  |  |      | 416 |  |      |  | 484 |      |  |  | 404  |  |  |      | 418 |  |      |  | 287 |  |  |  | 196 |  |  |  | 205 | 



Source:
Colombian Stock Exchange.

At December 31, 2016, the ten companies with the largest market capitalizations on the Colombian
Stock Exchange represented approximately 71% of the total market capitalization of all companies listed and the ten most actively traded stocks on the Colombian Stock Exchange during the year 2016 represented 79% of the total trading volume during
that period. Annual trading values of equity securities by exchange are set forth in the table below.



|                                                                                          |    |  |      |  |    |      |  |  |      |  |  |      |    |  |      |  |    |      |  |  |      |  |  |      |    |  |      |  |    |  |  |  |    |  |  |  |    | 
|----------------------------------------------------------------------------------------- | -- |  | ---- |  | -- | ---- |  |  | ---- |  |  | ---- | -- |  | ---- |  | -- | ---- |  |  | ---- |  |  | ---- | -- |  | ---- |  | -- |  |  |  | -- |  |  |  | -- | 
|Annual Trading Values of Equity Securities (in trillions of COP) Year Ended 
December 31, |   
|2016                                                                                      |    |  | 2015 |  |    | 2014 |  |  | 2013 |  |  | 2012 |    |  | 2011 |  |    | 2010 |  |  | 2009 |  |  | 2008 |    |  | 2007 | 
|                                                                                          | 42 |  |      |  | 40 |      |  |  | 40   |  |  |      | 49 |  |      |  | 71 |      |  |  | 68   |  |  |      | 54 |  |      |  | 40 |  |  |  | 40 |  |  |  | 32 | 



Source:
Colombian Stock Exchange.

Price movements in the Colombian equity market are reflected in the indices of equity securities
traded on the Colombian Stock Exchange. The Colombian Stock Exchange has different market indices including: (i) the Stock Capitalization Index (COLCAP), (ii) the Stock Liquidity Index (COL20) and (iii) the General Index of the
Colombian Stock Exchange (IGBC).

Our preferred shares are included on the COLCAP and IGBC indices.

The COLCAP is a capitalization index that reflects changes in the prices of the 20 most liquid shares of the Colombian Securities Exchange
(BVC), where the weight of each share in the index is determined by the corresponding value of the adjusted market capitalization (companys float multiplied by the last price of its share). The selection function is the measure of liquidity
used by the BVC to determine the shares that make up the COLCAP basket. Information on volume, turnover and frequency of each of the eligible shares is required to calculate this function. Recomposition of the index consists of the selection of
shares that will make up the share basket of the index for the following year. During the recomposition process, the weight in the index of each share selected for the following quarter is also determined. The COLCAP recomposition is carried out
after market closing on the last business day of October and will be in force from the first business day of November of the same year to the last business day of October of the following year. Index rebalancing consists of determining the weight of
each share in the basket. COLCAP rebalancing is carried out on the last business day of the months of January, April and July each year. Rebalancing results in the adjustment of the weights of the shares that make up the index to reflect the changes
in the adjusted market capitalization of each share. Under certain conditions, shares can be added to or removed from the index during a rebalancing period. Given its replicable index construction, the COLCAP has become the relevant benchmark for
the Colombian stock market.

The IGBC is an index comprising stocks that meet certain frequency and turnover criteria. The weight of the
shares in the index basket is determined by the amount of shares traded of each constituent. It has 7 sector indices associated with its methodology (Agricultural, Retail, Financial, Industrial, Investment Companies, Public Services and Other
Services).

Regulation of the Colombian securities market

Regulatory authorities

The
Colombian stock market is regulated by the Colombian Congress and by the Colombian government through the Ministry of Finance and Public Credit and the Colombian Superintendency of Finance. The Colombian government is responsible for the overall
economic policy making in Colombia. Pursuant to Article 150(19)(d) of the Colombian Constitution, the Colombian Congress must determine the principles, criteria and objectives that the



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National Government of Colombia must observe when regulating all financial activities. Also, under Article 189(24) of the Colombian Constitution, the national government of Colombia must
regulate, supervise and control institutions in the financial, insurance and securities industry.

The responsibilities of the Colombian
government include the adoption of rules and regulations pertaining to, among other things, the public offering of securities; the operation and administration of the Integral Information System of the Securities Market, and the procedures for
registration of securities, the establishment, operation and dissolution of infrastructure providers (such as central securities depositories and stock exchanges, among others), the disclosure obligations of periodic and relevant issuers of
securities that are registered in the National Register of Securities and Issuers, regulation of market intermediaries, and establishing transparent criteria and best practices of negotiation.

On July 8, 2005, the Colombian Congress enacted the Colombian Securities Market Law (Ley del Mercado de Valores, Law 964 of 2005).
Pursuant to Law 964 and Decree 663 of 1993, the Ministry of Finance and Public Credit is the governmental agency in charge of regulating the financial, insurance and securities markets. Direct supervisory authority of the financial, insurance and
securities markets has been entrusted to the Colombian Superintendency of Finance.

Regulatory framework

Law 964 of 2005 provides the principal legal framework that governs the Colombian securities market. The primary scope of Law 964 is to promote
the efficiency, transparency and integrity and the development of the Colombian securities market. Law 964 also sets forth certain corporate governance standards for listed companies and issuers, such as the requirement that at least 25% of the
board members be independent directors (as defined in Law 964), that the company maintain an audit committee with at least three board members, including all independent members, and that the companys legal representatives adopt
and implement internal control procedures and adequate mechanisms for disclosure of information and certify the truthfulness of the financial and other relevant information disclosed to the market.

In order to comply with the foregoing disclosure obligations, issuers must disclose relevant information through the Colombian Superintendency
of Finances website as soon as the event to be disclosed has occurred or as soon as the issuer knows of its occurrence.

As a
general rule, pursuant to Decree 2555, as amended, any transaction involving the sale of publicly traded stock in an amount of Colombian pesosequivalent or superior to 66,000 Units of Real Value (Unidades de Valor Real), an index
calculated by the Central Bank of Colombia on a daily basis based on the monthly fluctuation of the consumer price index (índice de precios al consumidor) (equivalent to Ps.13,474,434.6 as of January 31, 2013), must be effected
through transaction modules subject to the inspection and supervision of the Colombian Superintendency of Finance. Trading transactions of securities of non-Colombian companies outside Colombia are generally exempt from this requirement. Stock
transfers originated in operations different from buying or selling or conducted between two parties who are acting for the same beneficial owner are exempt as well, but must be informed to the Colombian Superintendency of Finance five days prior to
the transaction. Decree 2555 expressly prohibits any issuer from registering such transactions which do not comply with these requirements in its share registry.

Regulation of the Colombian Stock Exchange

Trading on the Colombian Stock Exchange is subject to specific private regulations issued by the Colombian Stock Exchange, particularly the
General Rules of the Colombian Stock Exchange, as amended from time to time, the Regulation Letter (Circular Única de la Bolsa de Valores de Colombia), as amended from time to time, and Decree 2555 of 2010. These rules mainly govern listing
and trading activities in the Colombian Stock Exchange. In particular, they include (i) listing requirements, (ii) suspension and/or cancellation of the securities listed with the Colombian Stock Exchange, and (iii) admission
requirements for broker-dealers.



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Prior to 1992, settlement procedures for trades on the Colombian Stock Exchange occurred through
physical delivery of the securities and were regulated by the Colombian Stock Exchange. Deceval was established in 1992 as a centralized securities depository and clearing facility for securities of private issuers in charge of administering the
transfer and registry of securities and facilitating the exercise of economic and political rights of securities holders. Deceval formally began operations in 1994 and its activities are regulated by Law 964 and Decree 2555, as amended. Settlement
procedures could then be made either through physical delivery or in book-entry form. Except for some specific public auction procedures, since 2001 the settlement of securities transactions on the Colombian Stock Exchange is customarily made at T+3
through Decevals book-entry system. There also exists in Colombia a limited clearing facility through the Colombian Central Bank for government-issued or government-guaranteed securities. In addition, by means of Resolution No. 0093 of
1995, in 1996 the Colombian Stock Exchange implemented an electronic system in order to access the information related to both the stocks and their issuers and the quantities and prices of each offering, demand and transactions traded on the
exchanges (Sistema Electrónico Transaccional).



|D. | Selling Shareholders
|-- | --------------------

Not applicable.



|E. | Dilution
|-- | --------

Not applicable.



|F. | Expenses of the Issue
|-- | ---------------------

Not applicable.



|Item 10. | Additional Information
|-------- | ----------------------



|A. | Share Capital
|-- | -------------

Not applicable.



|B. | Memorandum and Articles of Association
|-- | --------------------------------------

We are principally engaged in the air
transportation of passengers and cargo, although our articles of incorporation grant us general powers to engage in other lawful businesses as set forth in Article 2 of our articles of incorporation.

Description of Capital Stock

General

Our articles of incorporation authorize us to issue 4,000,000,000 shares of capital stock, par value of $0.125 per share,
which may be divided into common shares and shares with preferred dividend and limited voting rights, or our preferred shares.

As of
December 31, 2016, we had 660,800,003 common shares and 340,507,917 preferred shares outstanding (including 4,320,632 preferred shares held by Fidubogota on behalf of us). Subject to certain exceptions, the number of preferred shares cannot
exceed the number of common shares. If at any time preferred shares represent more than 75% of our capital stock, preferred shares may be issued upon the affirmative vote of holders of at least 70% of the outstanding common shares and holders of at
least 70% of the outstanding preferred shares. Common shares may be freely converted into preferred shares upon the declaration of effectiveness of a registration statement associated with an ADR program of our preferred shares, provided that
there shall be a minimum of 5 common shares at all times.



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Preferred Shares

Our preferred shares are currently registered in the Colombian National Registry of Securities and Issuers (Registro Nacional de Valores y
Emisores) kept by the Colombian Superintendency of Finance (Superintendencia Financiera de Colombia) and trade on the Colombian Stock Exchange. Pursuant to article 6.15.1.1.2 of Decree 2555 of 2010 issued by the Ministry of Credit and
Public Finance of Colombia, or Decree 2555, subject to certain exceptions, all trades and sales of shares listed on the Colombian Stock Exchange must be made through the trading systems of the Colombian Stock Exchange. A holder of preferred shares
must meet the requirements set forth by applicable Colombian regulations for the sale or transfer of the preferred shares to be a perfected interest and such sale or transfer must be properly registered in the Colombian centralized securities
depository, or Deceval. Accordingly, any dispute that arises from the sale and purchase of preferred shares is subject to the Colombian laws and regulations and to the jurisdiction of Colombian courts.

The laws of Colombia govern any transfer or encumbrance of preferred shares except for matters that are governed by the laws of Panama or by
our by-laws. Any claims brought against us by our shareholders shall be filed pursuant to the laws of Panama.

The holders of preferred
shares are not entitled to receive notice of, attend to or vote at any general shareholders meeting of holders of common shares except as described in our articles of incorporation or under Shareholders Meetings.

Rights

Each holder of preferred
shares is entitled to, among other things:



| |  |  | a minimum preferential dividend of COP50 per share. See Item 10. Additional InformationPart B. Memorandum and Articles of AssociationPreferred SharesMinimum Preferred Dividend;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | subject to certain conditions, together with the holders of common shares a pro rata portion of our distributable profits;
| | - |  | --------------------------------------------------------------------------------------------------------------------------



| |  |  | preferential reimbursement of its capital contributions once our other creditors are duly paid in the case of our dissolution or liquidation;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | exercise of certain tag along rights. See Item 10. Additional InformationPart B. Memorandum and Articles of AssociationPreferred SharesTag Along Rights; and
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | any other right granted by our by-laws to the holders of common shares, except for, subject to certain conditions: (i) pre-emptive rights of holders of common shares to subscribe capital stock different from
preferred shares; (ii) the right to inspect our corporate books and records and (iii) right to participate and vote in a general shareholders meeting.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Minimum Preferred Dividend

Our articles of incorporation (Pacto Social) provide that holders of our preferred shares have a right to a minimum preferred dividend
that will be paid on a preferential basis over the dividend corresponding to our common stock. If our annual distributable profits are sufficient to pay a dividend per share of at least COP50 per share to all our holders of preferred and common
shares, such profits will be paid equally with respect to our preferred and common shares. However, if our annual distributable profits are not sufficient to pay a dividend of at least COP50 per share to holders of common shares and holders of
preferred shares, a minimum preferred dividend of up to COP50 per share will be distributed pro rata to the holders of preferred shares, and any excess above such minimum preferred dividend will be distributed solely to holders of common
shares.

Dividends must be paid in one or more installments, within the twelve (12) months following the date in which the dividend
payment terms and conditions are approved by the general shareholders meeting. Dividends are



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payable to the holders that are registered in the book-entry system of Deceval as of the ex-dividend date established pursuant to Colombian law. Dividends are payable in Colombian pesos and, when
the dividends are approved in a currency different than Colombian pesos, dividends will be converted to Colombian pesos using the current market exchange rate (tasa representativa del mercado), or TRM, in force in the previous business day in
which payment must be made. All dividend payments of preferred shares shall be made through Deceval. Dividends paid to the holders of ADSs will be converted into U.S. dollars by the depositary.

To the extent permitted by applicable law, our articles of incorporation and Decevals internal systems, we may either pay dividends
outside Colombia to shareholders who are non-Colombian residents or, if possible, transfer the funds corresponding to the non-Colombian resident shareholders to an account held by Deceval outside Colombia. Thereafter, Deceval, on our behalf, will
pay the dividends to the non-Colombian resident shareholders outside Colombia. In any case, payments of dividends will be conducted in accordance with foreign exchange regulations.

A majority of our shareholders may, in their sole discretion and for any reason, amend or discontinue the dividend policy.

Liquidation Preference

Upon
liquidation, each holder of preferred shares, and consequently ADSs, will be entitled to a preferential reimbursement of its capital contribution (aporte) out of the surplus assets available for distribution to shareholders. This
reimbursement, if any, is payable in Colombian pesos before any distribution or payment may be made to holders of common shares. Amounts in Colombian pesos will be converted by the depositary into U.S. dollars and paid to the holders of ADSs, net of
fees, expenses and any taxes. If, upon any liquidation, assets that are available for distribution among the holders of preferred shares and ADSs (in liquidation) are insufficient to pay in full their respective liquidation preferences, such assets
will be distributed among those holders pro rata.

Limited Voting Rights

Each holder of preferred shares is entitled to vote at a general shareholders meeting only in connection with the following matters,
subject to certain conditions:



| |  |  | our anticipated dissolution, merger or transformation or change of our corporate purpose;
| | - |  | -----------------------------------------------------------------------------------------



| |  |  | the suspension or cancellation of the registration of preferred shares at the Colombian Stock Exchange; and
| | - |  | -----------------------------------------------------------------------------------------------------------



| |  |  | determination by the Colombian Financial Superintendency that there have been concealed or diverted benefits that decreased our distributable profits.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------

Also, each holder of preferred shares shall be entitled to one vote on all matters submitted to a vote at a general shareholders meeting
when the holders of preferred shares represent more than 75% of our capital stock.

Tag Along Rights

Holders of preferred shares are entitled to participate in any sale or transfer of common shares if Kingsland or Synergy sell or transfer a
number of common shares, or the Shares Transfer, that would result in a change of control with respect to us, or the Tag Along Right. The Tag Along Right does not apply for sales or share transfers between Kingsland and Synergy and/or their
respective affiliates.

If Kingsland or Synergy plans to enter into a Shares Transfer that would result in a change of control, such
holder of common shares must send a written notification to our legal representative and a description of the main conditions of the Shares Transfer. Within five business days of receipt of the written notification, our legal representative shall
publish the main conditions of the Share Transfer in a Colombian recognized newspaper and on the websites of the Colombian Financial Superintendency and Colombian Stock Exchange.



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Any Tag Along Right provided herein does not oblige us, the holders of common shares or the
buying third party to launch special transactions in the Colombian Stock Exchange.

Common Shares

Each holder of common shares is entitled to, among other things, (i) one vote on all matters submitted to a vote at a general
shareholders meeting; (ii) share equally in dividends from sources legally available therefor as declared at our annual shareholders meeting; (iii) convert its common shares into preferred shares; (iv) freely inspect the
corporate books and records; and (v) any rights set forth in our articles of incorporation or Panamanian law.

Each holder of common
shares is entitled to vote on all matters submitted to a vote at a general shareholders meeting, including in connection with the following matters:



| |  |  | any proposed amendment to our articles of incorporation;
| | - |  | --------------------------------------------------------



| |  |  | the issuance of common or preferred shares; and
| | - |  | -----------------------------------------------



| |  |  | the sale, transfer or disposition of all or substantially all of our assets.
| | - |  | ----------------------------------------------------------------------------



| |  |  | Shareholders Meetings
| | - |  | ----------------------

General shareholders meetings may be ordinary or
extraordinary. Ordinary meetings occur at least once a year during the first three months following the end of the prior fiscal year. Extraordinary meetings may take place when duly summoned for a specified purpose or purposes.

At ordinary annual meetings of shareholders, the board of directors is elected and our annual consolidated financial statements, audit and
management reports and any other issues required by applicable law or our by-laws are approved. Extraordinary meetings may be summoned by the chairman of our board of directors when deemed appropriate, or by our chief executive officer or by our
auditors, or whenever a meeting is requested by shareholders representing at least 20% of holders of our common shares.

A notice of an
extraordinary general shareholders meeting, listing the matters to be addressed at such meeting, must be published in a newspaper of wide circulation in Colombia, at least five business days prior to the meeting.

For both ordinary and extraordinary general shareholders meetings to be convened, a quorum represented by the presence of a plurality of
shareholders representing at least 50% (plus one share) entitled to vote at the relevant meeting is required.

General shareholders
meetings related to (i) any amendment that would impair the rights of the holders of preferred shares; (ii) the conversion of preferred shares into common shares; or (iii) the number of preferred shares would exceeding the number of
common shares, require the presence of the holders of at least 70% of the outstanding preferred shares.

Each holder of preferred shares
is entitled to vote at a general shareholders meeting only in connection with the following matters, subject to certain conditions: (i) our anticipated dissolution, merger or transformation or change of our corporate purpose;
(ii) the suspension or cancellation of the registration of preferred shares at the Colombian Stock Exchange; and (iii) determination by the Colombian Financial Superintendency that there have been concealed or diverted benefits that
decreased our distributable profits. Also, each holder of preferred shares shall be entitled to one vote on all matters submitted to a vote at a general shareholders meeting when the holders of preferred shares represent more than 75% of our
capital stock.



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In the case of any shareholders meeting to consider any of the significant corporate events
above in respect of which holders of preferred shares may vote, notice of the shareholders meeting must be given 15 business days in advance of the meeting date.

The Joint Action Agreement among Synergy, Kingsland and us contains several provisions relating to the rights of Synergy and Kingsland to
approve certain corporate decisions at our shareholders meetings. See Item 7. Major Shareholders and Related Party TransactionsPart B. Related Party TransactionsJoint Action Agreement.

Amendment to our articles of incorporation (Pacto Social)

Upon the consummation of our November 2013 U.S. initial public offering, our articles of incorporation (Pacto Social) were amended to reflect
the replacement of the Shareholders Agreement with the Joint Action Agreement. On March 25, 2014, our articles of incorporation (Pacto Social) were further amended to reflect the appointment of a Vice-President of Operations who shall act as
Chief Operating Officer of the Company.

Summary of Significant Differences between Shareholders Rights and other Corporate Governance Matters
under Panamanian Corporate Law and Delaware Corporate Law

Avianca Holdings is a Panamanian corporation (sociedad
anónima). The Panamanian corporation law was originally modeled after the Delaware General Corporation Law. As such, many of the provisions applicable to Panamanian and Delaware corporations are substantially similar, including (1) a
directors fiduciary duties of care and loyalty to the corporation, (2) a lack of limits on the number of terms a person may serve on the board of directors, (3) provisions allowing shareholders to vote by proxy and
(4) cumulative voting if provided for in the articles of incorporation. The following table highlights the most significant provisions that materially differ between Panamanian corporation law and Delaware corporation law.



|                                                                                                                                                                                                                                     |  |                                                                                                                                                                                                                                                                                                                                                                       
|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Panama                                                                                                                                                                                                                               |  | Delaware                                                                                                                                                                                                                                                                                                                                                              
|Directors                                                                                                                                                                                                                           
|                                                                                                                                                                                                                                     | 
|Conflict of Interest Transactions. Transactions involving a Panamanian corporation and an interested director or officer are initially subject to the approval of the board of directors.                                            |  | Conflict of Interest Transactions. Transactions involving a Delaware corporation and an interested director of that corporation are generally permitted if:                                                                                                                                                                                                           
|                                                                                                                                                                                                                                     | 
|At the next shareholders meeting, shareholders will then have the right to disapprove the board of directors decision and to decide to take legal actions against the directors or officers who voted in favor of the
transaction. |  | (1) the material facts as to the interested directors relationship or interest are disclosed and a majority of disinterested directors approve the transaction;                                                                                                                                                                                                      
|                                                                                                                                                                                                                                     | 
|                                                                                                                                                                                                                                     |  | (2) the material facts are disclosed as to the interested directors relationship or interest and the stockholders approve the transaction; or                                                                                                                                                                                                                        
|                                                                                                                                                                                                                                     | 
|                                                                                                                                                                                                                                     |  | (3) the transaction is fair to the corporation at the time it is authorized by the board of directors, a committee of the board of directors or the stockholders.                                                                                                                                                                                                     
|                                                                                                                                                                                                                                     | 
|Terms. Panamanian law does not set limits on the length of the terms that a director may serve. Staggered terms are allowed but not required.                                                                                        |  | Terms. The Delaware General Corporation Law generally provides for a one-year term for directors. However, the directorships may be divided into up to three classes with up to three-year terms, with the years for each class
expiring in different years, if permitted by the articles of incorporation, an initial by-law or a by-law adopted by the shareholders.



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|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Panama                                                                                                                                                                                                                                                                                                                                                                                                |  | Delaware                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Number. The board of directors must consist of a minimum of three members, which could be natural persons or legal entities.                                                                                                                                                                                                                                                                          |  | Number. The board of directors must consist of a minimum of one member.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Authority to take Actions. In general, a simple majority of the board of directors is necessary and sufficient to take any action on behalf of the board of directors.                                                                                                                                                                                                                                |  | Authority to take Actions. The articles of incorporation or by-laws can establish certain actions that require the approval of more than a majority of directors.                                                                                                                                                                                                                                                                                                                                                                                                                                              
|                                                                                                                                                                                                                                                                                                                                                                                                     
|Shareholder Meetings and Voting Rights                                                                                                                                                                                                                                                                                                                                                               
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Quorum. The quorum for shareholder meetings must be set by the articles of incorporation or the by-laws. If the articles of incorporation and the notice for a given meeting so provide, if quorum is not met a new meeting can
be immediately called and quorum shall consist of those present at such new meeting.                                                                                  |  | Quorum. For stock corporations, the articles of incorporation or bylaws may specify the number to constitute a quorum but in no event shall a quorum consist of less than one-third of shares entitled to vote at a meeting. In
the absence of such specifications, a majority of shares entitled to vote shall constitute a quorum.                                                                                                                                                                                                                                                                           
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Action by Written Consent. Panamanian law permits shareholder action without formally calling a meeting, but the decision must be adopted by Unanimous Written Consent of all the stockholders.                                                                                                                                                                                                       |  | Action by Written Consent. Unless otherwise provided in the articles of incorporation, any action required or permitted to be taken at any annual meeting or special meeting of stockholders of a corporation may be taken
without a meeting, without prior notice and without a vote, if a consent or consents in writing, setting forth the action to be so taken, is signed by the holders of outstanding shares having not less than the minimum number of votes that would be
necessary to authorize or take such action at a meeting at which all shares entitled to vote thereon were present and noted.
|                                                                                                                                                                                                                                                                                                                                                                                                     
|Other Shareholder Rights                                                                                                                                                                                                                                                                                                                                                                             
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Shareholder Proposals. Shareholders representing 5% of the issued and outstanding capital of the corporation have the right to require a judge to call a general shareholders meeting and to propose the matters for
vote.                                                                                                                                                                           |  | Shareholder Proposals. Delaware law does not specifically grant shareholders the right to bring business before an annual or special meeting. If a Delaware corporation is subject to the SECs proxy rules, a shareholder
who owns at least $2,000 in market value, or 1% of the corporations securities entitled to vote, may propose a matter for a vote at an annual or special meeting in accordance with those rules.                                                                                                                                                                                   
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Appraisal Rights. Shareholders of Panamanian corporation do not have the right to demand payment in cash of the judicially determined fair value of their shares in connection with a merger or consolidation involving the
corporation. Nevertheless, in a merger, the majority of shareholders could approve the total or partial distribution of cash, instead of shares, of the surviving entity. |  | Appraisal Rights. Delaware law affords shareholders in certain cases the right to demand payment in cash of the judicially-determined fair value of their shares in connection with a merger or consolidation involving their
corporation. However, no appraisal rights are available if, among other things and subject to certain exceptions, such shares were listed on a national securities exchange or designated national market system or such shares were held of record by
more than 2,000 holders.                                                                                                  
|                                                                                                                                                                                                                                                                                                                                                                                                      | 
|Shareholder Derivative Actions. Any shareholder, with the consent of the majority of the shareholders, can sue on behalf of the corporation, the directors of the corporation for a breach of their duties of care and loyalty to
the corporation or a violation of the law, the articles of incorporation or the by-laws.                                                                            |  | Shareholder Derivative Actions. Subject to certain requirements that a shareholder make prior demand on the board of directors or have an excuse not to make such demand, a shareholder may bring a derivative action on behalf
of the corporation to enforce the rights of the corporation against officers, directors and third parties. An                                                                                                                                                                                                                                                                  



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|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Panama                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            |  | Delaware                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  |  | individual may also commence a class action suit on behalf of himself and other similarly-situated stockholders if the requirements for maintaining a class action under the Delaware General Corporation Law have been met. Subject to
equitable principles, a three-year period of limitations generally applies to such shareholder suits against officers and directors.                                                                                                                                                                                                                                                                                                                                                                                                           
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  | 
|Inspection of Corporate Records. Shareholders representing at least 5% of the issued and outstanding shares of the corporation have the right to require a judge to appoint an independent auditor to examine the corporate
accounting books, the background of the companys incorporation or its operation.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     |  | Inspection of Corporate Records. A shareholder may inspect or obtain copies of a corporations shareholder list and its other books and records for any purpose reasonably related to a persons interest as a
shareholder.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 
|Anti-takeover Provisions                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  | 
|Panamanian corporations may include in their articles of incorporation or by-laws classified board and super-majority provisions.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 |  | Delaware corporations may have a classified board, super-majority voting and shareholders rights plan.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  | 
|Panamanian securities law (article 150 unified text) hostile-takeover provisions apply only to companies that are (1) registered with the SMV for a period of six months before the public offering; (2) have over 3,000
shareholders, the majority of which reside outside of Panama; (3) have a permanent office in Panama with full time employees and investments in the country for more than $1,000,000; and (4) the corporation is organized under the laws of
the Republic of Panama or duly register as a foreign company in the Public Registry of Panama.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              |  | Unless Delaware corporations specifically elect otherwise, Delaware corporations may not enter into a business combination, including mergers, sales and leases of assets, issuances of securities and similar transactions,
with an interested stockholder, or one that beneficially owns 15% or more of a corporations voting stock, within three years of such person becoming an interested shareholder unless:                                                                                                                                                                                                                                                                                                                                                               
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  | 
|These provisions are triggered when a buyer makes a public offer to acquire 5% or more of any class of shares with a market value of at least $5,000,000. In sum, the buyer must deliver to the corporation a complete and accurate
statement that includes (1) the name of the company, the number of securities outstanding of the class which the buyer proposes to acquire and the number of the shares that the buyer intends to acquire and the purchase price; (2) the
identity and background of the person acquiring the shares; (3) the source and amount of the funds or other goods that will be used to pay the purchase price; (4) the plans or project the buyer has once it has acquired the control of the
company; (5) the number of shares of the company that the buyer already has or is a beneficiary of and those owned by any of its directors, officers, subsidiaries, or partners or the same, and any transactions made regarding the shares in the
last 60 days; (6) contracts, agreements, business relations or negotiations regarding securities issued by the company in which the buyer is a party; (7) contract, agreements, business relations or negotiations between the buyer and any
director, officer or beneficiary of the securities; and (8) any other |  | (1) the transaction that will cause the person to become an interested shareholder is approved by the board of directors of the target prior
to the transactions;  (2) after the completion of the transaction in which the person
becomes an interested shareholder, the interested shareholder holds at least 85% of the voting stock of the corporation not including shares owned by persons who are directors and also officers of interested shareholders and shares owned by
specified employee benefit plans; or  (3) after the person becomes an interested
shareholder, the business combination is approved by the board of directors of the corporation and holders of at least 66.7% of the outstanding voting stock, excluding shares held by the interested
shareholder.



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|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ |  | --------------------------------------------------
|Panama                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       |  | Delaware                                          
|significant information. If the offeror is a corporation, the information must extend to all shareholders, directors and other persons controlling the offeror or its controlling company. This declaration will be accompanied by,
among other things, a copy of the buyers financial statements.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          |  |                                                   
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | 
|If the board of directors believes that the statement does not contain all required information or that the statement is inaccurate, the board of directors must send the statement to the SMV within 45 days from the buyers
initial delivery of the statement to the SMV. The SMV may then hold a public hearing to determine if the information is accurate and complete and if the buyer has complied with the legal requirements. The SMV may also start an inquiry into the case,
having the power to decide whether or not the offer may be made.                                                                                                                                                                                                                                                                                                                                                                                                    |  |                                                   
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | 
|Regardless of the above, the board of directors has the authority to submit the offer to the consideration of the shareholders. The board should only convene a shareholders meeting when it deems the statement delivered by the
offeror to be complete and accurate. If convened, the shareholders meeting should take place within the next 30 days. At the shareholders meeting, two-thirds of the holders of the issued and outstanding shares of each class of shares of
the corporation with a right to vote must approve the offer and the offer is to be executed within 60 days from the shareholders approval. If the board decides not to convene the shareholders meeting within 15 days following the receipt
of a complete and accurate statement from the offeror, shares may then be purchased. In all cases, the purchase of shares can take place only if it is not prohibited by an administrative or judicial order or injunction. |  |                                                   
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | 
|The law also establishes some actions or recourses of the sellers against the buyer in cases the offer is made in contravention of the law.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  |  |                                                   
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            
|Previously Acquired Rights                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | 
|In no event can the vote of the majority shareholders deprive the shareholders of a corporation of previously-acquired rights. Panamanian jurisprudence and doctrine has established that the majority shareholders cannot amend the
articles of incorporation and deprive minority shareholders of previously-acquired rights nor impose upon them an agreement that is contrary to those articles of incorporation.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        |  | No comparable provisions exist under Delaware law.
|                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | 
|Once a share is issued, the shareholders become entitled to the rights established in the articles of incorporation and such rights cannot be taken away, diminished nor extinguished without the express consent of the shareholders
entitled to such rights. If by amending the                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                            |  |                                                   



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|                                                                                                                                                                                                  |  |         
|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | --------
|Panama                                                                                                                                                                                            |  | Delaware
|articles of incorporation, the rights granted to a class of shareholders is somehow altered or modified to their disadvantage, those shareholders will need to approve the amendment unanimously. |  |         



|C. | Material Contracts
|-- | ------------------

English translation of Irrevocable Administration Mercantile Trust
Agreement, dated as of March 23, 2012, by and between Fiduciaria Bogotá S.A. and Avianca Holdings S.A. (formerly AviancaTaca Holding S.A.).

English translation of Temporary Bonus Plan adopted on March 6, 2012.

English translation of Lease Agreement No. OP-DC-CA-T2-0060-12, dated October 7, 2012, between Sociedad Concesionaria Operadora
Aeroportuaria Internacional S.A.Opain S.A. and Aerovias del Continente Americano S.A. Avianca, as amended.

English translation of
Lease Agreement, dated as of July 30, 2004, between U.A.E. Aeronautica Civil and Aerovias Nacionales de Colombia S.A. Avianca, as amended.

English translation of Fuel Supply Contract, dated as of April 22, 2013, between Terpel S.A. and Aerovías del Continente Americano
S.A. Avianca.

A320 Purchase Agreement, dated March 19, 1998, between Atlantic Aircraft Holding Limited and Airbus Industry relating
to Airbus A320-Family, as amended.

A320 Purchase Agreement, dated April 16, 2007, between Aerovías del Continente Americano
S.A. Avianca and Airbus S.A.S. relating to Airbus A320-Family, as amended

Assignment, Assumption and Amendment Agreement dated as of
May 18, 2012, entered into among Aerovías del Continente Americano S.A. Avianca, Synergy Aerospace Corp. and Airbus S.A.S. in respect of four (4) A330-200F of the thirteen (13) A330-200 and A330-200F under the Purchase
Agreement dated September 5, 2011 (the A330-200F Purchase Agreement), as amended

A320 Family and A320 NEO Family Purchase Agreement
dated as of December 27, 2011 between Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.) and Airbus S.A.S. relating to Airbus A320-Family and A320 NEO Family, as amended.

Purchase Agreement No. 3075, dated October 3, 2006, as amended and supplemented, between Aerovías del Continente Americano
S.A. Avianca (The Company) and The Boeing Company, relating to the purchase and sale of ten (10) Boeing Model 787-859 aircraft, as amended.

Sale and Purchase Contract dated as of January 18, 2013, between Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.) and
Avions de Transport Regional G.I.E. as amended and restated, relating to ATR 72-600 Aircraft, as amended.

Trent 700 General Terms
Agreement, dated June 15, 2007, among Rolls Royce PLC, Rolls Royce Total Care Services Limited and Aerovías del Continente Americano S.A. Avianca, as amended.

General Terms Agreement 700 DEG 7308, dated June 1, 2012, between Rolls-Royce PLC, Rolls-Royce Total Care Services Limited and
Aerovías del Continente Americano S.A. Avianca and Tampa Cargo S.A.

General Terms Agreement No. CFM-03-2007, dated as of
March 29, 2007, between CFM International, Inc. and Aerovías del Continente Americano S.A. Avianca, as amended.



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General Terms Agreement No. GE-1-1090789943, dated as of December 18, 2007, between General
Electric Corporation, GE Engine Services and Atlantic Aircraft Holding, Ltd.

OnPoint Solutions Rate per Engine Flight Hour Engine
Services Agreement, dated as of January 18, 2008, between GE Engine Services, Inc. and Aerovías del Continente Americano S.A. Avianca.

Rate Per Flight Hour Agreement for CFM56-5B Engine Shop Maintenance Services, dated as of February 6, 2013, between CFM International,
Inc. and Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.).

General Terms Agreement No. CFM-1-2887169891, dated as of
February 6, 2013, between CFM International, Inc. and Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.)

Rate Per
Flight Hour Agreement for LEAP 1-A Engine Shop Maintenance Services, dated as of February 6, 2013, between CFM International, Inc. and Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.).

Amended and Restated V2500® General Terms of Sale, dated as of December 18,
2008, between IAE International Aero Engines AG and Atlantic Aircraft Holdings Limited, as amended

Amended and Restated V2500-A5 Fleet
Hour Agreement, dated as of December 18, 2008, between IAE International Aero Engines AG and Atlantic Aircraft Holdings Limited.

Trent 1000 General Terms Agreement, dated June 15, 2007, among Rolls Royce PLC, Rolls Royce Total Care Services Limited and
Aerovías del Continente Americano S.A. Avianca, as amended.

A320 NEO Family Purchase Agreement dated as of April 30, 2015,
between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings S.A. and Airbus S.A.S. relating to Airbus A320 NEO Family.



|D. | Exchange Controls
|-- | -----------------

In 1990, the Colombian government adopted a policy of gradual
currency liberalization. Foreign exchange holdings abroad were permitted and, in a series of decrees, control of the exchange rate was shifted from the Colombian Central Bank to the commercial foreign exchange market (mercado cambiario).

Law 9 of 1991 and Resolution 8 of 2000 of the Central Bank establish two types of markets for foreign currency exchange: (1) the free
market, which consists of all foreign currencies originated in sales of services, donations, remittances and all other inflows or outflows that do not have to be channeled through the FX market (as defined below), or the free market. The free market
also includes assets and investments abroad, including its profits, owned by Colombian residents prior to September 1, 1990; and (2) the controlled market, or the FX market, which consists of (a) all foreign currencies originated in
operations considered to be operations of the FX market, or the controlled operations, which may only be transacted through foreign exchange intermediaries or through the registered compensation accounts mechanism, or the compensation accounts, or
(b) foreign currencies, which although not required to be bought from a foreign exchange, including the FX market, are voluntarily channeled through such market.

Under Colombian FX regulations, foreign exchange intermediaries, or FX intermediaries, are authorized to enter into foreign exchange
transactions, or FX transactions, to convert Colombian pesos into foreign currencies or foreign currencies into Colombian pesos. In addition, there are certain requirements and obligations established by law and by the board of directors of the
Central Bank, in order to transfer currency into or out of Colombia. Colombian law provides that the Colombian Central Bank may intervene in the foreign exchange market in case the value of the Peso experiences significant volatility. The Colombian
government and the Central Bank may also limit, on a temporary basis, the remittance of funds abroad by Colombian residents whenever the international reserves of Colombia fall below an amount equivalent to three months worth of imports. Since
the institution of the current foreign exchange regime in 1991, the Colombian government and the Colombian Central Bank have not limited the remittance of funds abroad. We cannot assure you that these authorities will not intervene in the future.



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Transactions conducted through this foreign exchange market are made at market rates negotiated
with FX intermediaries or the relevant counterparty if using a compensation account. Colombian residents, including Avianca and our other Colombian direct and indirect subsidiaries, are entitled to maintain foreign currency accounts abroad, which
can be used for making and receiving payments in foreign currency transactions. Such accounts can either be (i) compensation accounts (cuentas de compensación), which may be used to conduct transactions to be mandatorily made
through the foreign exchange market, among others, and which must comply with certain reporting requirements before the Colombian Central Bank and, in certain cases, the Colombian tax authorities or (ii) so-called free market
accounts, which may be used to effect any transaction on the free market but cannot be used to conduct transactions of mandatory channel through the exchange market.

Registration of the ADR Program and Investment in our ADSs by non-residents of Colombia

The International Investment Statute of Colombia as provided by Decree 2080 of 2000, as amended, regulates the manner in which foreign
investors may participate in the Colombian securities markets and undertake other types of investments, prescribes registration with the Colombian Central Bank of certain foreign exchange transactions and specifies procedures under which certain
types of foreign investments are to be authorized and administered.

The International Investment Statute provides specific procedures for
the registration of ADR programs as a form of foreign portfolio investment, which is required for the preferred shares to be offered in the form of ADSs. Under these regulations, failure to register foreign exchange transactions relating to
investments in Colombia with the Colombian Central Bank on a timely basis may prevent the investor from obtaining remittance payments, including for the payment of dividends, and constitute an exchange control violation and/or result in a fine.

Each individual investor who deposits preferred shares into the ADR facility for the purpose of acquiring ADSs will be required, as a
condition to acceptance by a custodian of such deposit, to provide or cause to be provided certain information to enable it to comply with the registration requirements under the foreign investment regulations relating to foreign exchange. A holder
of ADSs who withdraws preferred shares from the ADS deposit facility under certain circumstances may be required to comply directly with certain requirements under the foreign investment regulations. Under these regulations, the failure of a
non-resident investor to report or register foreign exchange transactions relating to investments in Colombia with the Central Bank on a timely basis may prevent the investor from obtaining remittance payments, including for the payment of
dividends, constitute an exchange control violation and/or result in a fine.

Under Colombian law, foreign investors receive the same
treatment as Colombian citizens with respect to the ownership and voting of our ADSs and preferred shares.

Exchange Rates

The Central Bank and the Ministerio de Hacienda y Crédito Publico (Colombian Ministry of Finance and Public Credit, or MHCP)
have, in recent years, adopted a set of measures intended to tighten monetary policy and control the fluctuation of the Colombian peso against the U.S. dollar. These measures include, among others, the following:



| |  |  | a 50.0% non-interest bearing deposit requirement at the Central Bank, applicable to short-term portfolio investments in assets other than shares or convertible bonds or collective investment funds that only invest in
shares or convertible bonds (together with certain exemptions thereto), which deposit was rescinded in 2008;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | restrictions on the repatriation of foreign direct investments; and
| | - |  | -------------------------------------------------------------------



| |  |  | interest-free deposits with the Central Bank applicable to the proceeds resulting from imports financings.
| | - |  | ----------------------------------------------------------------------------------------------------------



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The Colombian government and the Central Bank have considerable power to determine governmental
policies and actions that relate to the Colombian economy and, consequently, to affect the operations and financial performance of businesses. The Colombian government and the Central Bank may seek to implement additional measures aimed at
controlling further fluctuation of the Colombian peso against other currencies and fostering domestic price stability.

During 2012, the
Colombian peso appreciated against the U.S. dollar by 9.0%. During 2013, the Colombian peso depreciated against the U.S. dollar by 9.0%. During 2014, the Colombian peso depreciated against the U.S. dollar by 24.2%. During 2015, the Colombian peso
depreciated against the U.S. dollar by 31.6%. During 2016, the Colombian peso appreciated against the U.S. dollar by 4,72%. We cannot assure you that the Colombian Peso will not appreciate or depreciate relative to other currencies in the future.
See Item 3. Key InformationPart D. Risk FactorsRisks Relating to Colombia, Peru, Venezuela, Central America and Other Countries in which We OperateOur performance is heavily dependent on economic and political conditions in
Colombia and Item 3. Key InformationPart D. Risk FactorsRisks Relating to Colombia, Peru, Venezuela, Central America and Other Countries in which We OperateGovernment policies and actions, and judicial decisions, in
Colombia, Peru, Venezuela, Ecuador or Central America could significantly affect the local economy and, as a result, our results of operations and financial condition. On March 31, 2017, the exchange rate for U.S. dollars was COP2.880,24
to US$1.00. The Federal Reserve Bank of New York does not report a rate for Pesos. The Colombian Central Bank establishes the parameters that must be observed in order to calculate the Representative Market Rate (Tasa Representativa del
Mercado); then, the Colombian Financial Superintendency proceeds to compute and certify the Representative Market Rate based on the weighted averages of the buy/sell foreign exchange rates quoted daily by certain financial institutions for the
purchase and sale of foreign currency.

Colombia has a free market for foreign exchange, and the Colombian government allows the Colombian
peso to float freely against the U.S. dollar. There can be no assurance that the Colombian government will maintain its current policies with regard to the Colombian peso or that the Colombian peso will not depreciate or appreciate significantly in
the future.

The following tables set forth, for the periods indicated, the low, high, average and period-end exchange rates expressed in
Colombian pesos per U.S. dollar as certified by the SFC. The rates shown below are in nominal Colombian pesos and have not been restated in constant currency units. No representation is made that the Colombian peso amounts referred to in this annual
report could have been or could be converted into U.S. dollars at any particular rate or at all.



|                             |  |          |          |  |     |  |          |            |  |  |            |  |  |  |          | 
|---------------------------- |  | -------- | -------- |  | --- |  | -------- | ---------- |  |  | ---------- |  |  |  | -------- | 
|Period                       |  | High     |          |  | Low |  |          | Average(1) |  |  | Period-End | 
|                             |  | (in COP) |         
|Year ended December 31, 2014 |  |          | 2,446.35 |  |     |  | 1,846.12 |            |  |  | 2,000.33   |  |  |  | 2,392.46 | 
|Year ended December 31, 2015 |  |          | 3,356.00 |  |     |  | 2,360.58 |            |  |  | 2,743.39   |  |  |  | 3,149.47 | 
|Year ended December 31, 2016 |  |          | 3,434.89 |  |     |  | 2,833.78 |            |  |  | 3,050.98   |  |  |  | 3,000.71 | 
|(through March 31, 2017)     |  |          | 3004,43  |  |     |  | 2851,98  |            |  |  | 2922,468   |  |  |  | 2880,24  | 



Source:
Colombian Central Bank



|(1) | Represents the average of the rates on each day in the period.
|--- | --------------------------------------------------------------



|                    |  |          |          |  |     |  |          |            |  |  |            |  |  |  |          | 
|------------------- |  | -------- | -------- |  | --- |  | -------- | ---------- |  |  | ---------- |  |  |  | -------- | 
|Quarter             |  | High     |          |  | Low |  |          | Average(1) |  |  | Period-End | 
|                    |  | (in COP) |         
|First Quarter 2015  |  |          | 2,677.97 |  |     |  | 2,361.54 |            |  |  | 2,469.33   |  |  |  | 2,576.05 | 
|Second Quarter 2015 |  |          | 2,623.66 |  |     |  | 2,360.58 |            |  |  | 2,501.05   |  |  |  | 2,585.11 | 
|Third Quarter 2015  |  |          | 3,238.51 |  |     |  | 2,598.68 |            |  |  | 2,935.60   |  |  |  | 3,121.94 | 
|Fourth Quarter 2015 |  |          | 3,356.00 |  |     |  | 2,819.63 |            |  |  | 3,058.97   |  |  |  | 3,149.47 | 
|First Quarter 2016  |  |          | 3,434.89 |  |     |  | 3,022.35 |            |  |  | 3,249.04   |  |  |  | 3,022.35 | 
|Second Quarter 2016 |  |          | 3.117,83 |  |     |  | 2.833,78 |            |  |  | 2.994,68   |  |  |  | 2.916,15 | 
|Third Quarter 2016  |  |          | 3.110,43 |  |     |  | 2.840,38 |            |  |  | 2.946,25   |  |  |  | 2.879,95 | 
|Fourth Quarter 2016 |  |          | 3.187,97 |  |     |  | 2.880,08 |            |  |  | 3.015,48   |  |  |  | 3.000,71 | 
|First Quarter 2017  |  |          | 3.004,43 |  |     |  | 2.851,98 |            |  |  | 2.922,47   |  |  |  | 2.880,24 | 



Source:
Colombian Central Bank



|(1) | Represents the average of the rates on each day in the period.
|--- | --------------------------------------------------------------



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|              |  |          |          |  |     |  |          |            |  |  |            |  |  |  |          | 
|------------- |  | -------- | -------- |  | --- |  | -------- | ---------- |  |  | ---------- |  |  |  | -------- | 
|Month         |  | High     |          |  | Low |  |          | Average(1) |  |  | Period-End | 
|              |  | (in COP) |         
|October 2016  |  |          | 2.967,66 |  |     |  | 2.880,08 |            |  |  | 2.929,39   |  |  |  | 2.967,66 | 
|November 2016 |  |          | 3.187,97 |  |     |  | 2.984,78 |            |  |  | 3.110,26   |  |  |  | 3.165,09 | 
|December 2016 |  |          | 3.085,60 |  |     |  | 2.964,56 |            |  |  | 3.009,86   |  |  |  | 3.000,71 | 
|January 2017  |  |          | 3.000,71 |  |     |  | 2.908,53 |            |  |  | 2.941,40   |  |  |  | 2.936,66 | 
|February 2017 |  |          | 2.921,90 |  |     |  | 2.851,98 |            |  |  | 2.879,57   |  |  |  | 2.896,27 | 
|March 2017    |  |          | 3.004,43 |  |     |  | 2.880,24 |            |  |  | 2.942,29   |  |  |  | 2.880,24 | 



Source:
Colombian Central Bank



|(1) | Represents the average daily exchange rates for each of the last six months.
|--- | ----------------------------------------------------------------------------



|E. | Taxation
|-- | --------

Material U.S. Federal Income Tax Considerations

The following summary describes the material U.S. federal income tax consequences of the ownership and disposition of our preferred shares and
ADSs as of the date hereof. The discussion set forth below is applicable only to U.S. Holders (as defined below) that hold our preferred shares or ADSs as capital assets for U.S. federal income tax purposes. This summary does not represent a
detailed description of the U.S. federal income tax consequences applicable to you if you are subject to special treatment under the U.S. federal income tax laws, including if you are:



| |  |  | a dealer in securities or currencies;
| | - |  | -------------------------------------



| |  |  | a financial institution;
| | - |  | ------------------------



| |  |  | a regulated investment company;
| | - |  | -------------------------------



| |  |  | a real estate investment trust;
| | - |  | -------------------------------



| |  |  | an insurance company;
| | - |  | ---------------------



| |  |  | a tax-exempt organization;
| | - |  | --------------------------



| |  |  | a person holding our preferred shares or ADSs as part of a hedging, integrated or conversion transaction, a constructive sale or a straddle;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | a trader in securities that has elected the mark-to-market method of accounting for your securities;
| | - |  | ----------------------------------------------------------------------------------------------------



| |  |  | a person liable for alternative minimum tax;
| | - |  | --------------------------------------------



| |  |  | a person who owns or is deemed to own 10% or more of our voting stock;
| | - |  | ----------------------------------------------------------------------



| |  |  | a partnership or other pass-through entity for U.S. federal income tax purposes; or
| | - |  | -----------------------------------------------------------------------------------



| |  |  | a person whose functional currency is not the U.S. dollar.
| | - |  | ------------------------------------------------------------

As used herein,
U.S. Holder means a holder of our preferred shares or ADSs that is for U.S. federal income tax purposes:



| |  |  | an individual citizen or resident of the United States;
| | - |  | -------------------------------------------------------



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| |  |  | a corporation (or other entity treated as a corporation for U.S. federal income tax purposes) created or organized in or under the laws of the United States, any state thereof or the District of Columbia;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | an estate the income of which is subject to U.S. federal income taxation regardless of its source; or
| | - |  | -----------------------------------------------------------------------------------------------------



| |  |  | a trust if it (1) is subject to the primary supervision of a court within the United States and one or more U.S. persons have the authority to control all substantial decisions of the trust or (2) has a valid
election in effect under applicable U.S. Treasury regulations to be treated as a U.S. person.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The discussion below is based
upon the provisions of the Internal Revenue Code of 1986, as amended (the Code), and regulations, rulings and judicial decisions thereunder as of the date hereof, and such authorities may be replaced, revoked or modified so as to result
in U.S. federal income tax consequences different from those discussed below. There is currently no comprehensive income tax treaty in effect either between the United States and Colombia, or between the United States and Panama. In addition, this
summary assumes that the deposit agreement and all other related agreements will be performed in accordance with their terms.

If a
partnership holds our preferred shares or ADSs, the tax treatment of a partner will generally depend on the status of the partner and the activities of the partnership. If you are a partner of a partnership holding our preferred shares or ADSs, you
should consult your tax advisors.

This summary does not contain a detailed description of all the U.S. federal income tax consequences to
you in light of your particular circumstances and does not address the Medicare tax on net investment income, or the effects of any state, local or non-U.S. tax laws. If you are considering the purchase, ownership or disposition of our preferred
shares or ADSs, you should consult your own tax advisors concerning the U.S. federal income tax consequences to you in light of your particular situation as well as any consequences arising under the laws of any other taxing jurisdiction.

ADSs

If you hold ADSs, for U.S.
federal income tax purposes, you generally will be treated as the owner of the underlying preferred shares that are represented by such ADSs. Accordingly, deposits or withdrawals of preferred shares for ADSs will not result in the realization of
gain or loss for U.S. federal income tax purposes.

Taxation of Dividends

The gross amount of distributions on the preferred shares or ADSs (including amounts withheld to reflect foreign withholding taxes) will be
taxable as dividends to the extent paid out of our current or accumulated earnings and profits, as determined under U.S. federal income tax principles. Such income (including any withheld taxes) will be includable in your gross income as ordinary
income on the day it is actually or constructively received by you, in the case of the preferred shares, or by the depositary, in the case of the ADSs. Such dividends will not be eligible for the dividends-received deduction allowed to corporations
under the Code.

With respect to non-corporate U.S. Holders, certain dividends received from a qualified foreign corporation may be
subject to reduced rates of taxation. A foreign corporation generally is treated as a qualified foreign corporation with respect to dividends paid by that corporation on shares (or ADSs backed by such shares) that are readily tradable on an
established securities market in the United States. U.S. Treasury Department guidance indicates that our ADSs, which are listed on the NYSE, are readily tradable on an established securities market in the United States. There can be no assurance,
however, that our ADSs will be considered readily tradable on an established securities market in later years. Moreover, we do not believe that dividends that we pay on our preferred shares that are not backed by ADSs will meet the conditions
required for these reduced tax rates. Non-corporate holders that do not meet a minimum holding period requirement during which they are not protected from the risk of loss or that elect to treat the dividend income as investment income
pursuant to Section 163(d)(4) of the Code will not be eligible for the reduced rates of taxation regardless of our status as a qualified foreign corporation. In addition, the rate reduction will not apply to dividends if the recipient of a
dividend is obligated to make related payments with respect to positions in substantially similar or related property. This disallowance applies even if the minimum holding period has been met. You should consult your own tax advisors regarding the
application of these rules to your particular circumstances.



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The amount of any dividend paid in Pesos will equal the U.S. dollar value of the Pesos received
calculated by reference to the exchange rate in effect on the date the dividend is received by you, in the case of preferred shares, or by the depositary, in the case of ADSs, regardless of whether the Pesos are converted into U.S. dollars. If the
Pesos received as a dividend are converted into U.S. dollars on the date they are received, you generally will not be required to recognize foreign currency gain or loss in respect of the dividend income. If the Pesos received as a dividend are not
converted into U.S. dollars on the date of receipt, you will have a basis in the Pesos equal to their U.S. dollar value on the date of receipt. Any gain or loss realized on a subsequent conversion or other disposition of the Pesos will be treated as
U.S. source ordinary income or loss.

Subject to certain conditions and limitations, foreign withholding taxes on dividends may be treated
as foreign taxes eligible for credit against your U.S. federal income tax liability. For purposes of calculating the foreign tax credit, dividends paid to holders of the preferred shares or ADSs will be treated as income from sources outside the
United States and will generally constitute passive category income. Furthermore, in certain circumstances, if you (i) have held preferred shares or ADSs for less than a specified minimum period during which you are not protected from risk of
loss, or (ii) are obligated to make payments related to the dividends, you will not be allowed a foreign tax credit for foreign taxes imposed on dividends paid on the preferred shares or ADSs. The rules governing the foreign tax credit are
complex. You are urged to consult your tax advisors regarding the availability of the foreign tax credit under your particular circumstances.

To the extent that the amount of any distribution exceeds our current and accumulated earnings and profits for a taxable year, as determined
under U.S. federal income tax principles, the distribution will first be treated as a tax-free return of capital, causing a reduction in the adjusted basis of the preferred shares or ADSs (thereby increasing the amount of gain, or decreasing the
amount of loss, to be recognized by you on a subsequent disposition of the preferred shares or ADSs), and the balance in excess of adjusted basis will be taxed as capital gain recognized on a sale or exchange (as discussed below under
Taxation of Capital Gains). We do not intend to keep earnings and profits in accordance with U.S. federal income tax principles. Therefore, you should expect that a distribution will generally be treated as a dividend (as discussed
above).

Passive Foreign Investment Company

We do not believe that we are, for U.S. federal income tax purposes, a passive foreign investment company (a PFIC), and we expect
to operate in such a manner so as not to become a PFIC. If, however, we are or become a PFIC, you could be subject to additional U.S. federal income taxes on gain recognized with respect to the preferred shares or ADSs and on certain distributions,
plus an interest charge on certain taxes treated as having been deferred under the PFIC rules. Non-corporate U.S. Holders will not be eligible for reduced rates of taxation on any dividends received from us if we are a PFIC in the taxable year in
which such dividends are paid or in the preceding taxable year.

Taxation of Capital Gains

For U.S. federal income tax purposes, you will recognize taxable gain or loss on any sale or exchange of preferred shares or ADSs in an amount
equal to the difference between the amount realized for the preferred shares or ADSs and your tax basis in the preferred shares or ADSs. Such gain or loss will generally be capital gain or loss. Capital gains of non-corporate holders (including
individuals) derived with respect to capital assets held for more than one year are eligible for reduced rates of taxation. The deductibility of capital losses is subject to limitations. Any gain or loss recognized by you will generally be treated
as U.S. source gain or loss. Consequently, you may not be able to use the foreign tax credit arising from any foreign tax imposed on the disposition of the preferred shares or ADSs unless such credit can be applied (subject to applicable
limitations) against tax due on other income treated as derived from foreign sources.



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Information Reporting and Backup Withholding

In general, information reporting will apply to dividends in respect of our preferred shares or ADSs and the proceeds from the sale, exchange
or other disposition of our preferred shares or ADSs that are paid to you within the United States (and in certain cases, outside the United States), unless you are an exempt recipient. A backup withholding tax may apply to such payments if you fail
to provide a taxpayer identification number or certification of other exempt status or fail to report in full dividend and interest income.

Any amounts withheld under the backup withholding rules will be allowed as a refund or a credit against your U.S. federal income tax liability
provided the required information is timely furnished to the Internal Revenue Service.

Certain U.S. Holders are required to report
information relating to preferred shares or ADSs, subject to certain exceptions (including an exception for preferred shares or ADSs held in accounts maintained by certain financial institutions), by attaching a complete Internal Revenue Service
Form 8938, Statement of Specified Foreign Financial Assets, with their tax return for each year in which they hold preferred shares or ADSs. You are urged to consult your own tax advisors regarding information reporting requirements relating to your
ownership of the preferred shares or ADSs.

Panama

The following is a discussion of the material Panamanian tax considerations to holders of our preferred shares or ADSs under Panamanian tax
law, and is based upon the tax laws and regulations in force and effect as of the date hereof, which may be subject to change.

General principles

Panamas income tax regime is based on territoriality principles, which define taxable income only as that revenue which is
generated from a source within the Republic of Panama, or for services rendered outside of Panama, but which, by their nature, are intended to directly benefit the local commercial activities of individuals or corporations which operate within its
territory. Said taxation principles have governed the Panamanian fiscal regime for decades, and have been upheld through judicial and administrative precedent.

Taxation of dividends

Distributions by Panamanian corporations, whether in the form of cash, stock or other property, are subject to a 10% withholding tax for the
portion of the distribution that is attributable to Panamanian sourced income, as defined pursuant to the territoriality principles that govern Panamanian tax law, and to a withholding tax of 5% of the portion of the dividend that is attributable to
foreign-sourced income. Currently Panama does not impose a withholding tax on dividends distributed by entities that do not earn income from Panamanian sources. Therefore, distributions on our preferred shares or ADSs being offered would not be
subject to withholding taxes given that our company does not trigger Panamanian sourced income.

Taxation of capital gains

If the preferred shares are issued by an entity that does not directly or indirectly receive Panama source income, Panamanian
taxes on capital gains will not apply either to Panamanians or nationals of other countries in connection with the sale or disposition of the preferred shares.

If the preferred shares are issued by an entity that directly or indirectly receives Panama source income, Panamanian taxes on capital gains
will apply to Panamanians or nationals of other countries in connection with the sale or disposition of the preferred shares, at a rate of 10 per cent on the capital gains realized, payable by a 5 per cent withholding on the purchase price
by the purchaser, which can be considered as the final tax due. However, in the case of shares issued by an entity that are of economically invested assets both in Panama and offshore, the taxation of capital gains will be levied on the proportion
belonging to Panamanian economically invested assets. If



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the preferred shares issued by an entity that directly or indirectly receives Panama source income are registered with the SMV and are sold through an organized market, Panamanian taxes on
capital gains will not apply either to Panamanians or to nationals of other countries.

Other Panamanian taxes

There are no estate, gift or other taxes imposed by the Panamanian government that would affect a holder of our preferred shares or ADSs,
whether such holder were Panamanian or a national of another country.

Colombia

The following is a summary of the material Colombian tax considerations to holders of ADSs under Colombian tax law, and is based upon the tax
laws and regulations in force and effect as of the date hereof, which may be subject to change. This summary is not intended to be a comprehensive description of all Colombian tax considerations that may be relevant to a decision to purchase the
ADSs. Prospective purchasers should consult their own tax advisors as to Colombian tax consequences of the purchase, ownership and sale of ADSs and or underlying preferred shares, including, in particular, the application of the tax considerations
discussed below to their particular situations, as well as the application of state, local, foreign or other tax laws.

Legal framework

Colombian and non-Colombian individuals considered residents(1) in the country are subject
to income tax and capital gain tax in respect to both Colombian and non-Colombian source income. On the other hand, Colombian and non-Colombian individuals without residence in the country are subject to income tax and capital gain tax but only with
respect to Colombian source income.

Colombian companies are subject to income tax in respect to both, Colombian and non-Colombian source
income. Moreover, non-Colombian companies are subject to income tax and capital gain tax in the country but only with respect to Colombian source income.

Dividends will be deemed Colombian source income when distributed by a Colombian company. On the other hand, income from the sale of shares
will be deemed Colombian source if the respective company is deemed Colombian.

The tax bill enacted in December 2016, provides for
changes in income tax and value-added tax, among other changes. Among the major changes that are applicable as of January 1, 2017 and may affect our results are the change on the taxable income reconciliation, as the reform provides now a tax
accounting standards that are based on IFRS rules with certain exceptions, and the elimination of the tax credit for international air transport services. Income tax on equity (CREE) and its related surcharges were also abrogated and the income tax
rate was increased from 25% up to 34% for 2017 and 33% for 2018 onwards. Likewise, the general rate of VAT was raised from 16% to 19% and VAT is now applicable on certain digital services and all the services supplied from outside the country
(reverse charge mechanism applies). A green tax on fuels and other oil-derived energy product (carbon emissions) was introduced. However, it should be taken into account that some of the changes mentioned above will not apply to Avianca
SA, considering the Legal Stability Agreement that the Company has signed with the Government

Income tax on dividend income

Dividends distributed by non-Colombian companies such as Avianca Holdings S.A. are not deemed Colombian source income. Consequently,
non-resident individuals and non-Colombian companies, such as the depositary or any non-resident or non-Colombian company acting as shareholder, will not be subject to income tax in Colombia with respect to dividend income earned from Avianca
Holdings S.A.

In contrast, resident individuals and Colombian companies acting as shareholders will be subject to income tax in Colombia
with respect to dividend income earned from Avianca Holdings S.A.



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Resident individuals and Colombian companies subject to income tax in Colombia, who earned
non-Colombian source dividends subject to tax in the country of origin, are entitled to credit the tax paid abroad from the amount of income tax plus the CREE, including its surcharge in case the taxpayer is subject to this tax, as follows, in
accordance with article 254 of the Colombian Tax Code:



| |  |  | The amount of the tax credit should be equivalent to the result of multiplying the amount of the dividends by the income tax rate at which the profits that gave rise to the dividends were subject to;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | When the entity distributing the dividends that are subject to tax in Colombia, received in turn dividends of other companies located in the same or other jurisdictions, the amount of the tax credit should be equivalent
to the result of multiplying the amount of the dividends received by the Colombian taxpayer, by the rate at which the profits that generated the dividends were subject to;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



|(1) | Individuals will be considered Colombian residents for tax purposes if any of the following conditions are met: (1) If the individual stays continuously or discontinuously in the country for over 183 days during a
period of 365 consecutive days including travel days, bearing in mind that if the 365 days period happens in more than one fiscal year, the individual shall be considered Colombian resident as of the second fiscal year; (2) If the individual is
fully or partially exempted from income tax or capital gains tax in the foreign country where they reside, on account of their diplomatic relation to the Colombian State or to a diplomat of the Colombian State in application of the Vienna
Conventions on Diplomatic and Consular Relations; (3) National individuals who, during the fiscal year, meet the following conditions: (a) Whose spouse, legal partner, underage children or dependent persons have a tax residence in
Colombia, (b) That 50% or more of their income is considered Colombian-source, (c) That 50% or more of their properties are administered in Colombia, (d) That 50% or more of their assets are possessed in Colombia, (e) That having
been notified by the Tax Authority, did not offer proof of their tax residence abroad, or (f) That have their tax residence in a place considered by the Colombian government as a tax haven. Individuals that according to this rules are not
considered Colombian residents, must provide proof of their foreign residence to the Colombian Tax Authority by means of a tax residence certificate issued by the foreign Tax Authority.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | As of year 2013, (i) companies, legal entities and entities assimilated to these, subject to income tax and liable to file income tax returns, and (ii) non-Colombian companies and entities subject to income
tax and liable to file income tax returns in Colombia with respect to Colombian source income earned through branches or permanent establishments, are subject to a new tax called income tax for equality, at a rate of 90%, applied on the highest base
between the ordinary net income (which value can be different than the ordinary net income determined for income tax purposes) and the presumptive net income. In addition, from fiscal year 2015 to 2016, a new surcharge applies to CREE taxable
income. These surcharge rates are 5% for 2015, 6% for 2016.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | To be able to apply the tax credit referred to in paragraph a), the taxpayer must have a direct participation in the capital of the company from which it receives dividends or equity interest (excluding the shares
without voting rights).
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

In the case of paragraph b), the taxpayer must have an indirect participation in the capital of the
subsidiary or subsidiaries (excluding the shares without voting rights). The direct and indirect participations must be registered as fixed assets for the taxpayer in Colombia and should have been owned for a period of not less than two years;



| |  |  | When the taxpayer receives taxable dividends subject to tax in the country of origin- the tax credit will be increased by the amount of such tax, multiplied by a proportional formula established by law;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | In no case the tax credit referred to in this section may exceed the amount of the income tax plus the income tax for equality (CREE), when applicable, generated by such dividends in Colombia, multiplied by a
proportional formula established by law;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | To be able to claim the tax credit referred to in paragraphs a), b) and d) of article 254 of the Colombian Tax Code, the taxpayer must prove the payment in each jurisdiction, providing tax payment certificates issued by
the corresponding tax authorities or with other appropriate evidence;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The rules set forth here for tax credits related to dividends paid from abroad will apply to dividends or equity interest which are paid as of January 1st, 2015,
regardless of the taxable period or financial year to which the profits that generated them correspond. Tax credits related to dividends paid from abroad before January 1st, 2015, will be
treated as stated on Law 1607 of 2012.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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The income tax paid abroad may be used as a credit in the taxable year in which the payment is
made or in any of the following four taxable years. In any case, the excess of tax credit to be claimed on any of the following four taxable periods is limited to the amount of the income tax, plus the CREE, generated in Colombia on the same income
that gave rise to the tax credit, and cannot be combined with the excess of tax credits originated in other income taxed in Colombia in different taxable periods.

Notwithstanding the above, bear in mind that the amount of the tax credit for taxes paid abroad cannot exceed the amount of the basic income
tax to be paid in Colombia. Additionally, the amount of the income tax calculated after subtracting the tax credits, cannot be less than 75% of the tax determined under the presumptive income system before tax credits.

Income tax/capital gain tax on profit from the sale of ADRS or the underlying shares

Profits arising from the disposal of any kind of assets, which have made part of the fixed
assets(3) of the Colombian taxpayer (resident individual or company) for a term of two years or more, are considered capital gains. In contrast, profits arising from the disposal of assets that
made part of the taxpayers fixed assets for less than two years are not considered capital gains but net income.

The capital gain
or the net income resulting from the sale of ADRs or shares is constituted by the difference between the transfer price and the cost of the asset sold. Please bear in mind that the transfer price is the market value made in cash or in kind. The
market value is the one agreed by the parties, provided that does not differ considerably from the average market price for items of the same kind, at the date of disposal. It is understood that the value agreed by the parties differs considerably
from the average, when it deviates by more than 25% of the prices established in trade for goods of the same kind and quality, at the date of disposal, taking into account the nature, condition and status of assets.



|(3) | Fixed Assets are the movable or immovable tangible and intangible assets that are not sold in the ordinary course of business of the taxpayer.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------

The capital gain tax rate applicable to resident individuals and Colombian companies is 10%. On the other hand, the income tax and the income
tax for equality (CREE) rates applicable to Colombian companies are 25% and 9% respectively. Moreover, resident individuals are subject to income tax at marginal rates of 0%, 19%, 28% and 33%.

Profits from the transfer of shares listed in the Colombian stock exchange earned by the same beneficial owner, not exceeding 10% of the
outstanding shares of the respective company for a taxable year, will not be subject to income tax or capital gain tax in Colombia.

Accordingly, income resulting from the sale of ADRs or shares in Avianca Holdings SA will not be deemed Colombian source income. Consequently,
non-resident individuals and non-Colombian companies, such as the depositary or any non-resident or non-Colombian company acting as investor or shareholder, will not be subject to income tax or capital gain tax in Colombia with respect to profits
resulting from the sale of ADRs or shares in Avianca Holdings SA.

In contrast, resident individuals and Colombian companies acting as
investors or shareholders will be subject to income tax or capital gain tax, as the case may be, with respect to profits resulting from the sale of ADRs or shares in Avianca Holdings SA. Even if the purchaser of the ADRs or the shares is a Colombian
company, the seller will not be subject to tax withholdings in Colombia.

Resident individuals and Colombian companies subject to income
tax or capital gain tax in Colombia, as the case may be, who earned non-Colombian source income subject to tax in the country of origin, are entitled to credit the tax paid abroad from the amount of income tax and capital gains tax in Colombia plus
the income tax for equality in case the taxpayer is subject to such tax, provided that the tax credit does not exceed the amount of tax payable in Colombia for the same income.



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The amount of the tax credit for taxes paid abroad cannot exceed the amount of the basic income
tax to be paid in Colombia. Additionally, the amount of the income tax calculated after subtracting the tax credits, cannot be less than 75% of the tax determined under the presumptive income system before tax credits

Peru

A tax reform was enacted in Peru in
December 2016. Among the changes that might change our financial condition and results of operations are an increase of the corporate income tax rate from 28% to 29.5%. With the new law, income tax rate reductions previously informed do not longer
apply. Likewise, there is a decrease of withholding tax rate for dividends distributed abroad from 6.8% to 5%



|F. | Dividends and Paying Agents
|-- | ---------------------------

Not applicable.



|G. | Statements by Experts
|-- | ---------------------

Not applicable



|H. | Documents on Display
|-- | --------------------

We are subject to the information requirements of the Exchange
Act, as amended. In accordance with these requirements, we file reports, including annual reports on Form 20-F and other information with the SEC. These materials, including this annual report and the exhibits hereto, may be inspected and copied at
the SECs public reference rooms in Washington, D.C. Please call the SEC at 1-800-SEC-0330 for further information on the public reference rooms. In addition, our SEC filings are also available to the public through the SECs website at
www.sec.gov

As a foreign private issuer, we are not subject to the same disclosure requirements as a domestic U.S. registrant under the
Exchange Act. For example, we are not required to prepare and issue quarterly reports. However, we make available to our shareholders quarterly reports containing unaudited financial data for the first three quarters of each fiscal year.



|I. | Subsidiary Information
|-- | ----------------------

Not applicable.



|Item 11. | Quantitative and Qualitative Disclosures About Market Risk
|-------- | ----------------------------------------------------------

Given the nature of our
business, we are exposed mainly to changes to the price of fuel, interest rates and foreign exchange.

Fuel

Our results of operations are affected by changes in the price of jet fuel. To mitigate the price risk, we use jet fuel options and futures
agreements. Market risk is estimated as a hypothetical 1.0% increase in the December 31, 2016 cost per gallon of fuel. Based on our 2016 fuel consumption and, assuming the same for 2017, such an increase would result in an increase to our fuel
expense of approximately $7.9 million in 2017, not taking into account our derivative contracts. At December 31, 2016, we had hedged approximately 12.6% of our projected 2017 fuel requirements.



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The following table sets forth our fuel swaps and options at market value as of December 31,
2015 and December 31, 2016.



|                 |  |                        |        |  |                       |  |          |                     |  |  |                     |  |  |                     |          |  |                     |  |        |  |  |          
|---------------- |  | ---------------------- | ------ |  | --------------------- |  | -------- | ------------------- |  |  | ------------------- |  |  | ------------------- | -------- |  | ------------------- |  | ------ |  |  | ---------
|                 |  | Maturing before 1 Year |        |  | Maturing after 1 Year |  |          | Total              
|                 |  | At December 31,2015    |        |  | At December 31,2016   |  |          | At December 31,2015 |  |  | At December 31,2016 |  |  | At December 31,2015 |          |  | At December 31,2016
|(in $ thousands) |  |                        |        |  |                       |  |          |                     |  |  |                     |  |  |                     |          |  |                    
|Options          |  |                        | 882.61 |  |                       |  | 18,874.6 |                     |  |  | 0                   |  |  |                     | 6,665.04 |  |                     |  | 882.61 |  |  | 25,539.64
|Swaps            |  |                        | 0      |  |                       |  | 0        |                     |  |  | 0                   |  |  |                     | 0        |  |                     |  | 0      |  |  | 0        

Our fuel hedging strategy remained the same in 2015 and 2016 and any difference in the number of options and
swaps is due to strategic internal decisions.

Interest

Our earnings are affected by changes in interest rates due to the impact those changes have on interest expense from variable-rate debt
instruments and on interest income generated from our cash and investment balances. If interest rates are 1.0% higher on average in 2017 than they were during 2016, our interest expense would increase by approximately $6.9 million, and the fair
value of our debt would decrease by approximately $52.8 million. If interest rates are 10.0% lower on average in 2017 than they were in 2016, our interest income from cash equivalents would decrease by approximately $0.3 million. These amounts are
determined by considering the interest rates on our variable-rate debt and cash equivalent balances at December 31, 2016.

Foreign Currencies

Our foreign exchange risk is limited as a majority of our obligations, expenses and revenues are in U.S. dollars, creating a
natural hedge. However we do have significant obligations, expenses and revenues in Colombian pesos and other currencies. During the year ended December 31, 2016, approximately 77.6% of our revenue and 76.3% of our operating expenses were
denominated in, or linked to, U.S. dollars, and approximately 19.5% of our revenues and 17.4% of our operating expenses were denominated in the Colombian pesos. During times when our peso-denominated revenues exceed our peso-denominated expenses,
the depreciation of the Colombian peso against the U.S. dollar could have an adverse effect on our results, because conversion of these amounts into U.S. dollars will decrease our net income. We estimate that a 1.0% increase or decrease in the
average exchange rate of the Colombian peso to the U.S. dollar would have an effect in our annual operating profit of approximately $1.3 million. In addition, because we conduct business in local currencies in other countries, we face the risk of
variations in foreign currency exchange rates. A revaluation of the Peruvian nuevo sol, the Costa Rican colón, the Guatemalan quetzal and/or the Euro could have an adverse effect on us, as a portion of our revenues are
denominated in such currencies. See Item 3. Key InformationPart D. Risk FactorsRisks Relating to Colombia, Peru, Venezuela, Central America and Other Countries in which We OperateWe have significant local currency cash
balances in Venezuela, which we may be unable to repatriate or exchange into U.S. dollars or any other currency.

2016 and 2015
Revenues and Expenses Breakdown by Currency



|               |  |         |      |   |                    |  |      |      |  |  |      |   |  |  |      |  
|-------------- |  | ------- | ---- | - | ------------------ |  | ---- | ---- |  |  | ---- | - |  |  | ---- | -
|               |  | Revenue |      |   | Costs and Expenses | 
|               |  | 2016    |      |   | 2015               |  |      | 2016 |  |  | 2015 |  
|U.S. Dollar    |  |         | 77.6 | % |                    |  | 68.0 | %    |  |  | 76.3 | % |  |  | 64.2 | %
|Colombian Peso |  |         | 19.5 | % |                    |  | 24.5 | %    |  |  | 17.4 | % |  |  | 22.7 | %
|Euro           |  |         | 1.7  | % |                    |  | 4.3  | %    |  |  | 2.0  | % |  |  | 2.6  | %
|Other          |  |         | 1.2  | % |                    |  | 3.1  | %    |  |  | 4.3  | % |  |  | 10.5 | %



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|Item 12. | Description of Securities Other than Equity Securities
|-------- | ------------------------------------------------------



|A. | Debt Securities
|-- | ---------------

Not applicable.



|B. | Warrants and Rights
|-- | -------------------

Not applicable



|C. | Other Securities
|-- | ----------------

Not applicable



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|D. | American Depositary Shares
|-- | --------------------------

Fees and Expenses



|                                                                  |  |                                                                                                                                                                                            |  |   |  |                                                                                                                                             
|----------------------------------------------------------------- |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ |  | - |  | --------------------------------------------------------------------------------------------------------------------------------------------
|Persons depositing or
withdrawing shares or ADS holders must pay: |  | For:                                                                                                                                                                                      
|                                                                 |  | $5.00 (or less) per 100 ADSs (or portion of 100 ADSs)                                                                                                                                      |  |  |  | The issuance of ADSs, including any issuance resulting from a distribution of shares or rights or other
property                            
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                  |  |                                                                                                                                                                                            |  |  |  | The cancellation of ADSs for the purpose of withdrawal, including if the deposit agreement terminates                                       
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | $.05 (or less) per ADS                                                                                                                                                                     |  |  |  | Any cash distribution to ADS holders                                                                                                        
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | A fee equivalent to the fee that would be payable if securities distributed to you had been shares and the shares had
been deposited for issuance of ADSs                                  |  |  |  | The distribution of securities distributed to holders of deposited securities which are distributed by the depositary
to ADS holders        
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | $.05 (or less) per ADSs per calendar year                                                                                                                                                  |  |  |  | Depositary services                                                                                                                         
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | Registration or transfer fees                                                                                                                                                              |  |  |  | The transfer and registration of shares on our share register to or from the name of the depositary upon the deposit or
withdrawal of shares
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | Expenses of the depositary                                                                                                                                                                 |  |  |  | Cable, telex and facsimile transmissions (when expressly provided in the deposit agreement)                                                 
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                  |  |                                                                                                                                                                                            |  |  |  | Converting foreign currency to U.S. dollars                                                                                                 
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | Taxes and other governmental charges the depositary or the custodian have to pay on any ADS or share underlying an ADS,
for example, stock transfer taxes, stamp duty or withholding taxes |  |  |  | As necessary                                                                                                                                
|                                                                  |  |                                                                                                                                                                                            | 
|                                                                 |  | Any charges incurred by the depositary or its agents for servicing the deposited securities                                                                                                |  |  |  | As necessary                                                                                                                                

The depositary collects its fees for delivery and surrender of ADSs directly from investors depositing shares
or surrendering ADSs for the purpose of withdrawal or from intermediaries acting for them. The depositary collects fees for making distributions to investors by deducting those fees from the amounts distributed or by selling a portion of
distributable property to pay the fees. The depositary may collect its annual fee for depositary services by deduction from cash distributions or by directly billing investors or by charging the book-entry system accounts of participants acting for
them. The depositary may collect any of its fees by deduction from any cash distribution payable to ADS holders that are obligated to pay those fees.

Payment of Taxes

You will be
responsible for any taxes or other governmental charges payable on your ADSs or on the deposited securities represented by any of your ADSs. The depositary may refuse to register any transfer of your



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ADSs or allow you to withdraw the deposited securities represented by your ADSs until such taxes or other charges are paid. It may apply payments owed to you or sell deposited securities
represented by your ADSs to pay any taxes owed and you will remain liable for any deficiency. If the depositary sells deposited securities, it will, if appropriate, reduce the number of ADSs to reflect the sale and pay to ADS holders any proceeds,
or send to ADS holders any property, remaining after it has paid the taxes.

Past Fees and Payments

From time to time, the depositary may make payments to us to reimburse and/or share revenue from the fees collected from ADS holders, or waive
fees and expenses for services provided, generally relating to costs and expenses arising out of establishment and maintenance of the ADS program. In performing its duties under the deposit agreement, the depositary may use brokers, dealers or other
service providers that are affiliates of the depositary and that may earn or share fees or commissions. During 2016, the Company did not receive any such payments or reimbursements from the depositary.

PART II



|Item 13. | Defaults, Dividends Arrearages and Delinquencies
|-------- | ------------------------------------------------

None.



|Item 14. | Material Modifications to the Rights of Security Holders and Use of Proceeds
|-------- | ----------------------------------------------------------------------------

None.



|Item 15. | Controls and Procedures
|-------- | -----------------------



|(a) | Disclosure controls and procedures
|--- | ----------------------------------

Under the supervision and with the participation of
our management, including our Chief Executive Officer and Chief Financial Officer, we conducted an evaluation of the effectiveness of the design and operation of our disclosure controls and procedures, as defined in Rules 13a-15(e) and 15d-15(e)
under the Securities Exchange Act of 1934, as amended, as of December 31, 2016. There are inherent limitations to the effectiveness of any system of disclosure controls and procedures, including the possibility of human error and the circumvention
or overriding of the controls and procedures. Accordingly, even effective disclosure controls and procedures can only provide reasonable assurance of achieving their control objectives. Based on that evaluation, our Chief Executive Officer and our
Chief Financial Officer concluded that as of the date of our assessment, our disclosure controls and procedures were not effective due to a material weakness in internal control over financial reporting which had been outsourced to a third party
systems provider. Errors with logical access controls of the third-party provider were discovered during our own internal auditing process. Disclosure controls and procedures are designed to ensure that information required to be disclosed in
reports filed or submitted under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in SEC rules and forms and that such information is accumulated and communicated to management, including the Chief
Executive Officer and Chief Financial Officer, to allow timely decisions regarding required disclosures. In light of the material weakness described below, we performed additional analyses and other procedures to ensure that our consolidated
financial statements included in this Form 20-F were prepared in accordance with International Financial Reporting Standards as issued by the International Accounting Standards Board.



|(b) | Managements annual report on internal control over financial reporting
|--- | -----------------------------------------------------------------------

Management
of Avianca Holdings is responsible for establishing and maintaining adequate internal control over financial reporting as defined in Rules 13a-15(f) and 15d-15(f) under the Exchange Act of 1934, as amended. A companys internal control over
financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles.
Avianca Holdings internal control over financial reporting includes policies and procedures that:



| |  |  | pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of Avianca Holdings;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with IFRS, and that receipts and expenditures of Avianca Holdings are being made only
in accordance with authorizations of management and directors of Avianca Holdings; and
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of Avianca Holdings assets that could have a material effect on the financial statements.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

In making this assessment, management used the criteria set forth by the Committee of Sponsoring Organizations of the
Treadway Commission (COSO) in Internal ControlIntegrated Framework (2013 Framework). Based on this evaluation, management, with the participation of the Companys Chief Executive Officer and Chief Financial Officer, concluded that, as of
December 31, 2016, the Companys internal control over financial reporting was not effective due to the identification of a material weakness in the Companys internal control over financial reporting, as described below.

Our cargo business relies on automated systems from a third party provider for the effectiveness of certain internal controls and procedures,
when presented observations from our internal auditors regarding access controls, the third party provider, was unable to provide sufficient evidence to guarantee that their internal controls were effective. Specifically, our internal auditors found
a gap in the processes of change management and logical access controls.

The change management process was ineffective based on the
third-party providers failure to enable logs which would document the multiple controls and segregation of duties entailed in this process. The logical access process was flawed due to the providers lack of controls over the database,
including issues concerning passwords and security policies, configuration inefficiencies, and inconsistencies in monitoring users and their respective certifications. During the first part of 2016, our third party service provider replaced their
previous database hosting provider. As a result of the migration, control policies were not properly established between the new third party and our service provider.



|(c) | Attestation report of the independent registered public accounting firm
|--- | -----------------------------------------------------------------------

Ernst &
Young Audit S.A.S., the independent registered public accounting firm who audited the Companys consolidated financial statements included in this Form 20-F, has issued a report on the Companys internal control over financial reporting,
which is included in the report of the independent registered public accounting firm included herein.



|(d) | Changes in internal control and remediation
|--- | -------------------------------------------

Our cargo business is implementing a
remediation plan to address the material weaknesses described above, including measures that would effectively prevent future material weaknesses. An action plan is currently in place and will continue to be developed and improved to ensure that all
processes impacted by our cargo business core system are optimally effective.

In connection with our cargo business core system, a close
monitoring of the action items undertaken by our third party service provider will be conducted on a quarterly basis. Additionally, our cargo business is currently evaluating alternative core system providers to ensure the highest quality of
accuracy and effectiveness in financial reporting in the future.



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##### Table of Contents

|Item 16. | Reserved
|-------- | --------



|Item 16A. | Audit Committee Financial Expert
|--------- | --------------------------------

Our board of directors has designated Juan Guillermo
Serna as an audit committee financial expert within the meaning of this Item 16.A. Mr. Serna is independent under applicable SEC and NYSE listing standards.



|Item 16B. | Code of Ethics
|--------- | --------------

We have adopted a code of ethics and conduct, as defined in
Item 16B of Form 20-F under the Exchange Act. Our code of ethics applies to our senior management as well as to other employees. Our code is freely available online at our website, www.avianca.com/en under the heading Our
companyCorporate Governance. Information found on this website is not incorporated by reference into this document.



|Item 16C. | Principal Accountant Fees and Services
|--------- | --------------------------------------

The following table sets forth by category of
service the total fees for services performed by our principal accountants during the fiscal years ended December 31, 2016 and 2015. Ernst & Young has been our principal accountant during the fiscal years ended December 31, 2016
and 2015.



|                   |  |                    |       |  |      |  |       | 
|------------------ |  | ------------------ | ----- |  | ---- |  | ----- | 
|                   |  | 2016               |       |  | 2015 | 
|                   |  | (in US$ thousands) |      
|Audit Fees         |  |                    | 2,392 |  |      |  | 2,680 | 
|Audit-Related Fees |  |                    |      |  |      |  |      | 
|Tax Fees           |  |                    | 25    |  |      |  | 90    | 
|All Other Fees     |  |                    |      |  |      |  |      | 
|Total              |  |                    | 2,417 |  |      |  | 2,770 | 

Audit Fees

Audit fees include the audit of our consolidated annual financial statements, review of our quarterly reports, required statutory audits, and
fees for the preparation and issuance of comfort letters in connection with our offering of senior notes and ADSs.

Audit-Related Fees

There were no audit-related fees in 2016 or 2015.

Tax Fees

Tax fees include
transfer pricing and tax advisory services provided by our principal accountant in 2016 and 2015.

All Other Fees

There were no other fees for services provided by our principal accountant in 2016 and 2015.

Pre-Approval Policies and Procedures

Our audit committee approves all audit, audit-related services and tax services provided by Ernst & Young. Any services provided by
Ernst & Young that are not specifically included within the scope of the audit must be pre-approved by the audit committee in advance of any engagement. Pursuant to Rule 2-01 of Regulation S-X, audit



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committees are permitted to approve certain fees for audit-related services, tax services and other services pursuant to a de minimis exception prior to the completion of an audit
engagement. In 2016 and 2015, none of the fees paid to Ernst & Young were approved pursuant to the de minimis exception.



|Item 16D. | Exemptions from the Listing Standards for Audit Committees
|--------- | ----------------------------------------------------------

None.



|Item 16E. | Purchases of Equity Securities by the Issuer and Affiliated Purchasers
|--------- | ----------------------------------------------------------------------

None.



|Item 16F. | Change in Registrants Certifying Accountant
|--------- | --------------------------------------------

None.



|Item 16G. | Corporate Governance
|--------- | --------------------

As a foreign private issuer, we are subject to different corporate
governance requirements than a U.S. company with shares listed on the NYSE under the NYSE listing standards. With certain exceptions, foreign private issuers are permitted to follow home country practice standards.

We are registered in the Colombian National Registry of Securities and Issuers, and therefore we are required to comply with Colombian
corporate governance practices for Colombian registered companies. Because we are not subject to Panamanian securities laws as we have not offered any securities in Panama and because general corporate law in Panama does not impose any meaningful
restrictions on our corporate governance, a comparison to Panamanian corporate governance practices is not applicable. Additionally, we have adopted a set of additional corporate governance guidelines as contemplated by the Sarbanes-Oxley Act of
2002 and by our bylaws, which include the establishment of:



| |  |  | principles and duties relating to the conduct of our management, including as with respect to confidentiality and conflicts of interest;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------



| |  |  | internal accounting controls systems;
| | - |  | -------------------------------------



| |  |  | an audit committee composed of the four independent members of our board of directors; and
| | - |  | ------------------------------------------------------------------------------------------



| |  |  | a code of business conduct and ethics.
| | - |  | --------------------------------------

The following is a comparison between our corporate
governance policies and those of the NYSE listing standards.



|                                                                                                                                                                                     |  |                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|NYSE Standards                                                                                                                                                                       |  | Our Corporate Governance
Practices                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 
|Director Independence. A majority of board of directors must be independent, except in the case of a controlled foreign private issuer. §303A.01 of the NYSE Listed Company Manual |  | Our corporate governance standards provide that the board of directors must be composed of eleven directors, and that the majority of such full-time directors must be independent, provided that an additional independent director may
be appointed (i) if required by applicable laws, or (ii) if the majority of our independent directors believes that such appointment is necessary for the protection of the rights and interests of a significant shareholder or group of shareholders.
The criteria for determining independence under our corporate governance standards has been defined in accordance with NYSE rules.



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|                                                                                                                                                                                                                                                                                                                                                   |  |                                                                                                                                                                                                                                                                                            
|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|NYSE Standards                                                                                                                                                                                                                                                                                                                                     |  | Our Corporate Governance
Practices                                                                                                                                                                                                                                                         
|                                                                                                                                                                                                                                                                                                                                                   | 
|Executive Sessions. Non-management directors must meet regularly in executive sessions without management. Independent directors should meet alone in an executive session at least once a year. §303A.03 of the NYSE Listed
Company Manual                                                                                                        |  | Under our bylaws and applicable laws non-management directors are not required to meet in executive sessions without management.                                                                                                                                                           
|                                                                                                                                                                                                                                                                                                                                                   | 
|Audit committee. An audit committee satisfying the requirements of Rule 10A-3 under the Exchange Act. §303A.06 of the NYSE Listed Company Manual                                                                                                                                                                                                   |  | We believe we are in compliance with Rule 10A-3 under the Exchange Act.                                                                                                                                                                                                                    
|                                                                                                                                                                                                                                                                                                                                                   | 
|Audit committee additional requirements. §303A.07 of the NYSE Listed Company Manual requires that an audit committee must consist of at least three members, each of whom are financially literate and at least one of whom
is a financial expert, and that the audit committee have a written charter outlining the committees responsibilities. |  | Our audit committee consists of four members, all of whom are independent and financially literate and one of whom is a financial expert. Our audit committee has a written charter.                                                                                                       
|                                                                                                                                                                                                                                                                                                                                                   | 
|Nominating/corporate governance committee. A nominating/corporate governance committee of independent directors is required. The committee must have a charter specifying the purpose, duties and evaluation procedures of the
committee. §303A.04 of the NYSE Listed Company Manual                                                               |  | We do not have a nominating/corporate governance committee. Our board of directors has the power to establish such a committee in the future on the terms that it deems fit.                                                                                                               
|                                                                                                                                                                                                                                                                                                                                                   | 
|Compensation committee. A compensation committee of independent directors is required. The committee must approve executive officer compensation and must have a charter specifying the purpose, duties and evaluation procedures
of the committee. §303A.05 of the NYSE Listed Company Manual                                                     |  | We have a Human Talent and Compensation Committee (Comité de Talento Humano y Compensación). See Committees of the Board of DirectorsDescription of Other CommitteesHuman Talent and Compensation
Committee. However, this committee is not composed entirely of independent directors.
|                                                                                                                                                                                                                                                                                                                                                   | 
|Code of Ethics. A code of business conduct and ethics are required, as is disclosure of any waiver for directors or executive officers. §303A.10 of the NYSE Listed Company Manual                                                                                                                                                                 |  | We have adopted a code of business conduct and ethics, as contemplated by the NYSE. Our board of directors has the obligation to verify compliance with the provisions of such code.                                                                                                       



|Item 16H. | Mine Safety Disclosure
|--------- | ----------------------

Not applicable.



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PART III



|Item 17. | Financial Statements
|-------- | --------------------

See Item 18Financial Statements.



|Item 18. | Financial Statements
|-------- | --------------------

See our Consolidated Financial Statements beginning at page F-1.



|Item 19. | Exhibits
|-------- | --------

Pursuant to the rules and regulations of the SEC, we have filed certain
agreements as exhibits to this annual report on Form 20-F. Documents filed as exhibits to this annual report:



|              |  |                                                                                                                                                                                                                                 
|------------- |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                                                                            
|              | 
|1.1*          |  | English translation of Certificate of Incorporation.                                                                                                                                                                            
|              | 
|1.2*          |  | English translation of Pacto Social, as amended.                                                                                                                                                                                
|              | 
|2.1*          |  | English translation of Temporary Bonus Plan adopted on March 6, 2012.                                                                                                                                                           
|              | 
|2.2*          |  | Amended and Restated Registration Rights Agreement, dated as of September 11, 2013, among the Registrant, Synergy Aerospace Corp. and Kingsland Holdings Limited.                                                               
|              | 
|2.3*          |  | Joint Action Agreement, dated as of September 11, 2013, among the Registrant, Synergy Aerospace Corp. and Kingsland Holding Limited                                                                                             
|              | 
|3.1*          |  | English translation of Irrevocable Administration Mercantile Trust Agreement, dated as of March 23, 2012, by and between Fiduciaria Bogotá S.A. and Avianca Holdings S.A. (formerly AviancaTaca Holding S.A.).                  
|              | 
|4.1*          |  | English translation of Lease Agreement No. OP-DC-CA-T2-0060-12, dated October 7, 2012, between Sociedad Concesionaria Operadora Aeroportuaria Internacional S.A.Opain S.A. and Aerovias del Continente Americano S.A.
Avianca. 
|              | 
|4.1.1*        |  | English translation of Lease Agreement No. OP-DC-CA-T1-0028-12, dated October 29, 2012, between Sociedad Concesionaria Operadora Aeroportuaria Internacional S.A.Opain S.A. and Aerovias del Continente Americano S.A.
Avianca.
|              | 
|4.1.2*        |  | English translation of Lease Agreement No. OP-DC-CA-T2-0061-12, dated October 29, 2012, between Sociedad Concesionaria Operadora Aeroportuaria Internacional S.A.Opain S.A. and Aerovias del Continente Americano S.A.
Avianca.
|              | 
|4.2*          |  | English translation of Lease Agreement, dated as of July 30, 2004, between U.A.E. Aeronautica Civil and Aerovias Nacionales de Colombia S.A. Avianca.                                                                           
|              | 
|4.2.1*        |  | English translation of Amendment No. 1 to Lease Agreement, dated as of December 12, 2005.                                                                                                                                       
|              | 
|4.2.2*        |  | English translation of Amendment No. 2 to Lease Agreement, dated as of January 5, 2009.                                                                                                                                         
|              | 
|4.2.3*        |  | English translation of Amendment No. 3 to Lease Agreement, dated as of November 7, 2012.                                                                                                                                        
|              | 
|4.2.4*        |  | English translation of Amendment No. 4 to Lease Agreement, dated as of March 1, 2013.                                                                                                                                           
|              | 
|4.3**         |  | English translation of Fuel Supply Contract, dated as of April 22, 2013, between Terpel S.A. and Aerovías del Continente Americano S.A. Avianca.                                                                                
|              | 
|4.4*         |  | A320 Purchase Agreement, dated March 19, 1998, between Atlantic Aircraft Holding Limited and Airbus Industry relating to Airbus A320-Family.                                                                                    



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|              |  |                                                                                                                                                                                                           
|------------- |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                                                      
|              | 
|4.4.1*       |  | Amendment No. 1 dated as of September 9, 1998 to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S. (as successor to Airbus Industry).
|              | 
|4.4.2*       |  | Amendment No. 2 dated as of December 28, 1999, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                  
|              | 
|4.4.3*       |  | Amendment No. 3 dated as of December 29, 1999, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                  
|              | 
|4.4.4*       |  | Amendment No. 4 dated as of February 15, 2000, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                  
|              | 
|4.4.5*       |  | Amendment No. 5 dated as of April 6, 2001, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                      
|              | 
|4.4.6*       |  | Amendment No. 6 dated as of April 9, 2001, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                      
|              | 
|4.4.7*       |  | Amendment No. 7 dated as of September 6, 2001, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                  
|              | 
|4.4.8*       |  | Amendment No. 8 dated as of August 29, 2002, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                    
|              | 
|4.4.9*       |  | Amendment No. 9 dated as of December 6, 2002, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                   
|              | 
|4.4.10*      |  | Amendment No. 10 dated as of October 30, 2003, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                  
|              | 
|4.4.11*      |  | Amendment No. 11 dated as of November 18, 2004, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                 
|              | 
|4.4.12*      |  | Amendment No. 12 dated as of November 18, 2004, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                 
|              | 
|4.4.13*      |  | Amendment No. 13 dated as of November 18, 2004, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S                                  
|              | 
|4.4.14*      |  | Amendment No. 14 dated as of February 18, 2006, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                 
|              | 
|4.4.15*      |  | Amendment No. 15 dated as of June 22, 2007, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                     
|              | 
|4.4.16*      |  | Amendment No. 16 dated as of November 22, 2007, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                 
|              | 
|4.4.17*      |  | Amendment No. 17 dated as of April 14, 2008, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                    
|              | 
|4.4.18*      |  | Amendment No. 18 dated as of January 30, 2009, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                  
|              | 
|4.4.19*      |  | Amendment No. 19 dated as of April 28, 2009, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                    
|              | 
|4.4.20*      |  | Amendment No. 20 dated as of February 10, 2010, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                 
|              | 
|4.4.21*      |  | Amendment No. 21 dated as of April 29, 2011, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.                                    



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|              |  |                                                                                                                                                                                 
|------------- |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                            
|              | 
|4.4.22*      |  | Amendment No. 22 dated as of August 26, 2011, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.         
|              | 
|4.4.23*      |  | Amendment No. 23 dated as of October 25, 2011, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.        
|              | 
|4.4.24*      |  | Amendment No. 24 dated as of March 29, 2012, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.          
|              | 
|4.4.25*      |  | Amendment No. 25 dated as of March 29, 2012, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.          
|              | 
|4.4.26*      |  | Amendment No. 26 dated as of March 29, 2012, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.          
|              | 
|4.4.27*      |  | Amendment No. 27 dated as of November 30, 2012, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.       
|              | 
|4.4.28***    |  | Amendment No. 28 dated as of October 11, 2013, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.        
|              | 
|4.4.29***    |  | Amendment No. 29 dated as of February 28, 2014, to the A320 Purchase Agreement dated as of March 19, 1998, as amended and restated, between the Company and Airbus S.A.S.       
|              | 
|4.5*         |  | A320 Purchase Agreement, dated April 16, 2007, between Aerovías del Continente Americano S.A. Avianca and Airbus S.A.S. relating to Airbus A320-Family.                         
|              | 
|4.5.1*       |  | Amendment No. 1 dated as of June 16, 2007, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.     
|              | 
|4.5.2*       |  | Amendment No. 2 dated as of September 10, 2007, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.
|              | 
|4.5.3*       |  | Amendment No. 3 dated as of November 27, 2007, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S. 
|              | 
|4.5.4*       |  | Amendment No. 4 dated as of January 31, 2008, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.  
|              | 
|4.5.5*       |  | Amendment No. 5 dated as of July 16, 2008, to the A320 Family Purchase Agreement dated as April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.        
|              | 
|4.5.6*       |  | Amendment No. 6 dated as of December 5, 2008, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.  
|              | 
|4.5.7*       |  | Amendment No. 7 dated as of July 6, 2009, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.      
|              | 
|4.5.8*       |  | Amendment No. 8 dated as of October 10, 2009, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.  
|              | 
|4.5.9*       |  | Amendment No. 9 dated as of March 12, 2010, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.    
|              | 
|4.5.10*      |  | Amendment No. 10 dated as of November 22, 2010, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.
|              | 
|4.5.11*      |  | Amendment No. 11 dated as of August 26, 2011, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.  
|              | 
|4.5.12*      |  | Amendment No. 12 dated as of October 10, 2011, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S. 



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|              |  |                                                                                                                                                                                                                                                                                                                                                            
|------------- |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                                                                                                                                                                                                       
|              | 
|4.5.13*      |  | Amendment No. 13 dated as of June 13, 2012, to the A320 Family Purchase Agreement dated as of April 16, 2007, as amended and restated, between the Company and Airbus S.A.S.                                                                                                                                                                               
|              | 
|4.6*         |  | Assignment, Assumption and Amendment Agreement dated as of May 18, 2012, entered into among Aerovías del Continente Americano S.A. Avianca, Synergy Aerospace Corp. and Airbus S.A.S. in respect of four (4) A330-200F of the
thirteen (13) A330-200 and A330-200F under the Purchase Agreement dated September 5, 2011 (the A330-200F Purchase Agreement).
|              | 
|4.6.1*       |  | Amendment No. 1, dated as of August 16, 2012, to the A330-200F Purchase Agreement dated as of May 18, 2012, as amended and restated, between the Company and Airbus S.A.S.                                                                                                                                                                                 
|              | 
|4.7*         |  | A320 Family and A320 NEO Family Purchase Agreement dated as of December 27, 2011 between Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.) and Airbus S.A.S. relating to Airbus A320-Family and A320 NEO
Family.                                                                                                                          
|              | 
|4.7.1*       |  | Amendment No. 1, dated as of February 28, 2013, to the A320 Family and A320 NEO Family Purchase Agreement dated as of December 27, 2011, between Avianca Holdings S.A. and Airbus S.A.S.                                                                                                                                                                   
|              | 
|4.7.2****    |  | Amendment dated as of April 30, 2015 to the A320 Family and A320 NEO Family Purchase Agreement dated as of December 27, 2011, among Avianca Holdings S.A., Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited
and Airbus S.A.S.                                                                                                   
|              | 
|4.7.3        |  | Cancellation Amendment No.2 dated as of April 20, 2016 among Avianca Holdings S.A., Aerovías del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S.                                                                                                                                                                          
|              | 
|4.7.4        |  | Cancellation Amendment No.3 dated as of August 22, 2016 among Avianca Holdings S.A., Aerovías del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S.                                                                                                                                                                         
|              | 
|4.8*         |  | Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Aerovías del Continente Americano S.A. Avianca, Avianca Holdings S.A. and Airbus S.A.S. in respect of twenty six (26) A320
Family Aircraft and A320 NEO Family under the A320 Family and A320 NEO Family Purchase Agreement dated December 27, 2011.      
|              | 
|4.8.1***     |  | Amendment No. 1, dated as of February 28, 2014, to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Aerovías del Continente Americano S.A. Avianca, Avianca Holdings S.A. and
Airbus S.A.S.                                                                                                            
|              | 
|4.8.2***     |  | Assignment, Assumption and Amendment Agreement dated as of December 31, 2014, entered into among Aerovías del Continente Americano S.A. Avianca, Avianca Holdings S.A. and Airbus S.A.S. (the Second Avianca
Assignment).                                                                                                                                  
|              | 
|4.8.3***     |  | Amendment No. 2, dated as of March 27, 2015 to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Aerovías del Continente Americano S.A. Avianca, Avianca Holdings S.A. and
Airbus S.A.S.                                                                                                                
|              | 
|4.8.4****    |  | Amendment No. 3, dated as of September 21, 2015, to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, between Aerovías del Continente Americano S.A. Avianca and Airbus S.A.S.                                                                                                                                             
|              | 
|4.9*         |  | Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Grupo Taca Holdings Limited, Avianca Holdings S.A. and Airbus S.A.S. in respect of twenty five (25) A320 Family and A320 NEO Family
Aircraft under the A320 Family and A320 NEO Family Purchase Agreement dated December 27, 2011.                        
|              | 
|4.9.1***     |  | Amendment No. 1, dated as of March 31, 2014, to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Grupo Taca Holdings Limited, Avianca Holdings S.A. and Airbus S.A.S.                                                                                                                                  
|              | 
|4.9.2***     |  | Amendment No. 2, dated as of July 31, 2014, to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Grupo Taca Holdings Limited, Avianca Holdings S.A. and Airbus S.A.S.                                                                                                                                   



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|              |  |                                                                                                                                                                                                                                                           
|------------- |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                                                                                                      
|              | 
|4.9.3***     |  | Assignment, Assumption and Amendment Agreement dated as of December 31, 2014, entered into among Grupo Taca Holdings Limited, Avianca Holdings S.A. and Airbus S.A.S. (the Second Taca Assignment).                                                       
|              | 
|4.9.4***     |  | Amendment No. 3, dated as of March 27, 2015, to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, entered into among Grupo Taca Holdings Limited, Avianca Holdings S.A. and Airbus S.A.S.                                 
|              | 
|4.9.5****    |  | Amendment No. 4, dated as of September 21, 2015, to the Assignment, Assumption and Amendment Agreement dated as of February 28, 2013, between Grupo Taca Holdings Limited and Airbus S.A.S.                                                               
|              | 
|4.10*        |  | Purchase Agreement No. 3075, dated October 3, 2006, as amended and supplemented, between Aerovías del Continente Americano S.A. Avianca (The Company) and The Boeing Company, relating to the purchase and sale of ten (10)
Boeing Model 787-859 aircraft.
|              | 
|4.10.1*      |  | Supplemental Agreement No. 1 dated as of March 28, 2007, to the Purchase Agreement No. 3075, dated October 3, 2006, as amended and supplemented, between the Company and The Boeing Company.                                                              
|              | 
|4.10.2*      |  | Supplemental Agreement No. 2 dated as of March 28, 2007, to the Purchase Agreement No. 3075, dated November 21, 2007, as amended and supplemented, between the Company and The Boeing Company.                                                            
|              | 
|4.10.3*      |  | Supplemental Agreement No. 3 dated as of September 26, 2012, to the Purchase Agreement No. 3075, dated November 21, 2007, as amended and supplemented, between the Company and The Boeing Company                                                         
|              | 
|4.10.4*      |  | Supplemental Agreement No. 4 dated as of January 11, 2013, to the Purchase Agreement No. 3075, dated November 21, 2007, as amended and supplemented, between the Company and The Boeing Company.                                                          
|              | 
|4.10.5***    |  | Supplemental Agreement No. 5 dated as of April 15, 2014, to the Purchase Agreement No. 3075, dated October 3, 2006, as amended and supplemented, between the Company and The Boeing Company.                                                              
|              | 
|4.11*        |  | Sale and Purchase Contract dated as of January 18, 2013, between Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.) and Avions de Transport Regional G.I.E. as amended and restated, relating to ATR 72-600
Aircraft.                     
|              | 
|4.12*        |  | Trent 700 General Terms Agreement, dated June 15, 2007, among Rolls Royce PLC, Rolls Royce Total Care Services Limited and Aerovías del Continente Americano S.A. Avianca.                                                                                
|              | 
|4.12.1*      |  | Amendment No. 1 to General Terms Agreement, dated February 28, 2008.                                                                                                                                                                                      
|              | 
|4.12.2*      |  | Amendment No. 2 to General Terms Agreement, dated February 28, 2009.                                                                                                                                                                                      
|              | 
|4.12.3*      |  | Amendment No. 3 to General Terms Agreement, dated September 1, 2009.                                                                                                                                                                                      
|              | 
|4.12.4*      |  | Amendment No. 4 to General Terms Agreement, dated March 18, 2011.                                                                                                                                                                                         
|              | 
|4.13*        |  | General Terms Agreement 700 DEG 7308, dated June 1, 2012, between Rolls-Royce PLC, Rolls-Royce Total Care Services Limited and Aerovías del Continente Americano S.A. Avianca and Tampa Cargo S.A.                                                        
|              | 
|4.13.1***    |  | Amendment No. 1 to General Terms Agreement, dated May 17, 2013.                                                                                                                                                                                           
|              | 
|4.13.2***    |  | Amendment No. 2 to General Terms Agreement, dated October 23, 2014.                                                                                                                                                                                       
|              | 
|4.13.3***    |  | Amendment No. 3 to General Terms Agreement, dated December 30, 2014.                                                                                                                                                                                      
|              | 
|4.14*        |  | General Terms Agreement No. CFM-03-2007, dated as of March 29, 2007, between CFM International, Inc. and Aerovías del Continente Americano S.A. Avianca.                                                                                                  



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|              |  |                                                                                                                                                                                                                                                                                                                                                                                                   
|------------- |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                                                                                                                                                                                                                                              
|              | 
|4.14.1*      |  | Amendment No. 1 to General Terms Agreement.                                                                                                                                                                                                                                                                                                                                                       
|              | 
|4.15*        |  | General Terms Agreement No. GE-1-1090789943, dated as of December 18, 2007, between General Electric Corporation, GE Engine Services and Atlantic Aircraft Holding, Ltd.                                                                                                                                                                                                                          
|              | 
|4.16*        |  | OnPoint Solutions Rate per Engine Flight Hour Engine Services Agreement, dated as of January 18, 2008, between GE Engine Services, Inc. and Aerovías del Continente Americano S.A. Avianca.                                                                                                                                                                                                       
|              | 
|4.17*        |  | Rate Per Flight Hour Agreement for CFM56-5B Engine Shop Maintenance Services, dated as of February 6, 2013, between CFM International, Inc. and Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.).                                                                                                                                                                               
|              | 
|4.17.1***     |  | Amendment No. 1 to Rate Per Flight Hour Agreement dated 2014.                                                                                                                                                                                                                                                                                                                                     
|              | 
|4.18*        |  | General Terms Agreement No. CFM-1-2887169891, dated as of February 6, 2013, between CFM International, Inc. and Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.)                                                                                                                                                                                                                
|              | 
|4.19*        |  | Rate Per Flight Hour Agreement for LEAP 1-A Engine Shop Maintenance Services, dated as of February 6, 2013, between CFM International, Inc. and Avianca Holdings S.A. (formerly known as AviancaTaca Holding S.A.).                                                                                                                                                                               
|              | 
|4.20*        |  | Amended and Restated V2500® General Terms of Sale, dated as of December 18, 2008, between IAE International Aero Engines AG and Atlantic Aircraft Holdings Limited.                                                                                                                                                                                                                               
|              | 
|4.20.1*      |  | Amendment No. 1 to Amended and Restated V2500® General Terms of Sale, dated December 17, 2010.                                                                                                                                                                                                                                                                                                    
|              | 
|4.20.2*      |  | Second Amended and Restated Side Letter, dated as of December 17, 2010.                                                                                                                                                                                                                                                                                                                           
|              | 
|4.21*        |  | Amended and Restated V2500-A5 Fleet Hour Agreement, dated as of December 18, 2008, between IAE International Aero Engines AG and Atlantic Aircraft Holdings Limited.                                                                                                                                                                                                                              
|              | 
|4.22**       |  | Trent 1000 General Terms Agreement, dated June 15, 2007, among Rolls Royce PLC, Rolls Royce Total Care Services Limited and Aerovías del Continente Americano S.A. Avianca.                                                                                                                                                                                                                       
|              | 
|4.22.1**     |  | Side Letter Number One dated June 15, 2007, to the Trent 1000 General Terms Agreement, dated June 15, 2007, among Rolls Royce PLC, Rolls Royce Total Care Services Limited and Aerovías del Continente Americano S.A.
Avianca.                                                                                                                                                                    
|              | 
|4.23***      |  | Assignment, Assumption and Amendment Agreement dated as of December 31, 2014, entered into among Aerovías del Continente Americano S.A. Avianca, Avianca Holdings S.A., Avianca Leasing, LLC and Airbus S.A.S. in respect of A320
Family Aircraft and A320 NEO Family under the A320 Family and A320 NEO Family Purchase Agreement dated December 27, 2011 (the First Avianca Leasing Assignment).
|              | 
|4.24****     |  | A320 NEO Family Purchase Agreement, dated as of April 30, 2015, between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings S.A. and Airbus S.A.S. relating to Airbus A320 NEO Family.                                                                                                                                                                                            
|              | 
|4.24.1****   |  | Letter Agreement No. 2.1, dated as of December 29, 2015, to the A320 NEO Family Purchase Agreement dated as of April 30, 2015, between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus
S.A.S.                                                                                                                                                              
|              | 
|4.24.2****   |  | Letter Agreement No. 3.1, dated as of September 30, 2015, to the A320 NEO Family Purchase Agreement dated as of April 30, 2015, between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus
S.A.S.                                                                                                                                                             
|              | 
|4.24.3       |  | Letter Agreement 1.1,.dated as of April 28, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S                                                                                                                                                                        
|              | 
|4.24.4       |  | Letter Agreement 2.2. dated as of April 28, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S                                                                                                                                                                        



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|              |  |                                                                                                                                                                                                                              
|------------- |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Item                                                                                                                                                                                                                         
|              | 
|4.24.5       |  | Letter Agreement 3.2. dated as of April 28, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus
S.A.S   
|              | 
|4.24.6       |  | Letter Agreement 4.1. dated as of April 28, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S   
|              | 
|4.24.7       |  | Letter Agreement 7.1. dated as of April 28, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S   
|              | 
|4.24.8       |  | Letter Agreement 2.3. dated as of August 22, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S  
|              | 
|4.24.9       |  | Letter Agreement 3.3. dated as of August 22, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S  
|              | 
|4.24.10      |  | Letter Agreement 2.4. dated as of December 17, 2016 to the A320 NEO Family Purchase Agreement dated as of April 30, 2015 between Aerovias del Continente Americano S.A. Avianca, Grupo Taca Holdings Limited and Airbus S.A.S
|              | 
|8             |  | Subsidiaries of the Registrant.                                                                                                                                                                                              
|              | 
|12.1          |  | Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                                                                                                                          
|              | 
|12.2          |  | Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                                                                                                                          
|              | 
|13.1          |  | Certifications of Chief Executive Officer pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.                                                                                                                         
|              | 
|13.2          |  | Certifications of Chief Financial Officer pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.                                                                                                                         



|* | Incorporated by reference to our registration statement, as amended, on Form F-1 (File No. 333-191258), filed on September 19, 2013, as amended on September 23, 2013, October 2,
2013, October 8, 2013, October 11, 2013, October 21, 2013, October 30, 2013 and November 4, 2013.
|- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|** | Incorporated by reference to our Form 20-F for the year ended December 31, 2013.
|-- | --------------------------------------------------------------------------------

|*** | Incorporated by reference to our Form 20-F for the year ended December 31, 2014.
|--- | --------------------------------------------------------------------------------

|**** | Incorporated by reference to our Form 20-F for the year ended December 31, 2015.
|---- | --------------------------------------------------------------------------------

| | Portions of the exhibit omitted pursuant to a request for confidential treatment.
|- | ---------------------------------------------------------------------------------



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SIGNATURES

The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the
undersigned to sign this annual report on its behalf.



Avianca Holdings S.A.By:

/s/ Roberto HeldName: Roberto HeldTitle: Chief Financial Officer


Dated: May 1, 2017



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##### Table of Contents

AVIANCA HOLDINGS S.A.

AND SUBSIDIARIES

(Republic
of Panama)

Consolidated Financial Statements

As of December 31, 2016 and 2015 and

for each of the three years in the period ended

December 31, 2016



F-1



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Index



|                                                        |  |  |      | 
|------------------------------------------------------- |  |  | ---- | 
|Report of Independent Registered Public Accounting Firm |  |  | F-3  | 
|Consolidated Statement of Financial Position            |  |  | F-5  | 
|Consolidated Statement of Comprehensive Income          |  |  | F-7  | 
|Consolidated Statement of Changes in Equity             |  |  | F-9  | 
|Consolidated Statement of Cash Flows                    |  |  | F-10 | 
|Notes to the Consolidated Financial Statements          |  |  | F-12 | 



F-2



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##### Table of Contents

Report of Independent Registered Public Accounting Firm

To The Board of Directors and Shareholders of Avianca Holdings S.A.

We have audited the accompanying consolidated statements of financial position of Avianca Holdings S.A. and subsidiaries as of December 31, 2016 and 2015
and the related consolidated statements of comprehensive income, changes in equity and cash flows for each of the three years in the period ended December 31, 2016. These financial statements are the responsibility of the Companys
management. Our responsibility is to express an opinion on these financial statements based on our audits.

We conducted our audits in accordance with the
standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit
includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the
overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the financial statements
referred to above present fairly, in all material respects, the consolidated financial position of Avianca Holdings S.A. and subsidiaries at December 31, 2016 and 2015, and the consolidated results of their operations and their cash flows for
each of the three years in the period ended December 31, 2016, in conformity with International Financial Reporting Standards as issued by the International Accounting Standards Board.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), Avianca Holdings S.A. and its
subsidiaries internal control over financial reporting as of December 31, 2016, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission
(2013 framework) and our report dated May 1, 2017 expressed an adverse opinion thereon.





/s/ Ernst & Young Audit S.A.S.

Bogota, Colombia

May 1, 2017



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##### Table of Contents

Report of Independent Registered Public Accounting Firm

The Board of Directors and Shareholders of Avianca Holdings S.A.

We have audited Avianca Holdings, S.A. and its subsidiaries internal control over financial reporting as of December 31, 2016, based on criteria
established in Internal ControlIntegrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (the 2013 framework) (the COSO criteria). Avianca Holdings, S.A. and its subsidiaries
management is responsible for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Managements Annual Report on
Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Companys internal control over financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan
and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial
reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the
circumstances. We believe that our audit provides a reasonable basis for our opinion.

A companys internal control over financial reporting is a
process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with International Financial Reporting Standards, as issued by the
International Accounting Standards Board. A companys internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect
the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with International Financial Reporting
Standards, as issued by the International Accounting Standards Board (IFRS), and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide
reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of the companys assets

that could have
a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may
deteriorate.

A material weakness is a deficiency, or combination of deficiencies, in internal control over financial reporting, such that there is a
reasonable possibility that a material misstatement of the companys annual or interim financial statements will not be prevented or detected on a timely basis. The following material weakness has been identified and included in
managements assessment. The cargo business relies on automated systems from a third party provider for the effectiveness of certain internal controls and procedures. The process of change management was ineffective based on the third-party
providers failure to enable logs which would document the multiple controls and segregation of duties entailed in this process. The process of logical access was flawed due to the providers lack of controls over the database, including
issues concerning passwords and security policies, configuration inefficiencies, and inconsistencies in monitoring users and their respective certifications. During the first part of 2016, the third party service provider replaced their previous
database hosting provider. As a result of the migration, control policies were not properly established between the new third party and the service provider.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated statements of
financial position of Avianca Holdings, S.A. and subsidiaries as of December 31, 2016 and 2015 and the related consolidated statements of profit or loss, comprehensive (loss) income, changes in equity and cash flows for each of the three years
in the period ended December 31, 2016. This material weakness was considered in determining the nature, timing and extent of audit tests applied in our audit of 2016 consolidated financial statements, and this report does not affect our report
dated May 1, 2017 which expressed an unqualified opinion on those financial statements.

In our opinion, because of the effect of the material
weakness described above on the achievement of the objectives of the control criteria, Avianca Holdings, S.A. and its subsidiaries has not maintained effective internal control over financial reporting as of December 31, 2016, based on the COSO
criteria.

/s/ Ernst & Young S.A.S.

Bogotá,
Colombia

May 1, 2017



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated Statement of Financial
Position

(In USD thousands)







|                                                                       |  |       |    |  |                   |   |           |      |  |   |           | 
|---------------------------------------------------------------------- |  | ----- | -- |  | ----------------- | - | --------- | ---- |  | - | --------- | 
|                                                                       |  |       |    |  | As ofDecember 31, |  
|                                                                       |  | Notes |    |  | 2016              |   |           | 2015 | 
|                                                                       |  |       |   
|Assets                                                                 |  |       |    |  |                   |   |           |      |  |   |           | 
|Current assets:                                                        |  |       |    |  |                   |   |           |      |  |   |           | 
|Cash and cash equivalents                                              |  |       | 7  |  |                   | $ | 375,753   |      |  | $ | 479,381   | 
|Restricted cash                                                        |  |       | 7  |  |                   |   | 5,371     |      |  |   | 5,397     | 
|Accounts receivable, net of provision for doubtful accounts            |  |       | 8  |  |                   |   | 313,868   |      |  |   | 279,620   | 
|Accounts receivable from related parties                               |  |       | 9  |  |                   |   | 19,283    |      |  |   | 23,073    | 
|Expendable spare parts and supplies, net of provision for obsolescence |  |       | 10 |  |                   |   | 82,362    |      |  |   | 68,768    | 
|Prepaid expenses                                                       |  |       | 11 |  |                   |   | 59,725    |      |  |   | 45,708    | 
|Assets held for sale                                                   |  |       |    |  |                   |   |          |      |  |   | 3,323     | 
|Deposits and other assets                                              |  |       | 12 |  |                   |   | 160,124   |      |  |   | 130,724   | 
|                                                                       |  |       |    |  |                   |   |           |      |  |   |           | 
|Total current assets                                                   |  |       |    |  |                   |   | 1,016,486 |      |  |   | 1,035,994 | 
|Noncurrent assets:                                                    |  |       |    |  |                   |   |           |      |  |   |           | 
|Availableforsale securities                                          |  |       | 6  |  |                   |   | 76        |      |  |   | 793       | 
|Deposits and other assets                                              |  |       | 12 |  |                   |   | 174,033   |      |  |   | 246,486   | 
|Accounts receivable, net of provision for doubtful accounts            |  |       | 8  |  |                   |   | 92,048    |      |  |   | 59,713    | 
|Intangible assets                                                      |  |       | 14 |  |                   |   | 412,918   |      |  |   | 413,766   | 
|Deferred tax assets                                                    |  |       | 30 |  |                   |   | 5,845     |      |  |   | 5,847     | 
|Property and equipment, net                                            |  |       | 13 |  |                   |   | 4,649,929 |      |  |   | 4,599,346 | 
|                                                                       |  |       |    |  |                   |   |           |      |  |   |           | 
|Total noncurrent assets                                               |  |       |    |  |                   |   | 5,334,849 |      |  |   | 5,325,951 | 
|                                                                       |  |       |    |  |                   |   |           |      |  |   |           | 
|Total assets                                                           |  |       |    |  |                   | $ | 6,351,335 |      |  | $ | 6,361,945 | 
|                                                                       |  |       |    |  |                   |   |           |      |  |   |           | 

See accompanying notes to Consolidated Financial Statements



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated Statement of Financial
Position

(In USD thousands)







|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|-------------------------------------------------- |  | ----- | -- |  | ----------------- | - | --------- | ---- |  | - | --------- | 
|                                                   |  |       |    |  | As ofDecember 31, |  
|                                                   |  | Notes |    |  | 2016              |   |           | 2015 | 
|                                                   |  |       |   
|Liabilities and equity                             |  |       |    |  |                   |   |           |      |  |   |           | 
|Current liabilities:                               |  |       |    |  |                   |   |           |      |  |   |           | 
|Current portion of longterm debt                  |  |       | 16 |  |                   | $ | 406,739   |      |  | $ | 412,884   | 
|Accounts payable                                   |  |       | 17 |  |                   |   | 493,106   |      |  |   | 480,592   | 
|Accounts payable to related parties                |  |       | 9  |  |                   |   | 9,072     |      |  |   | 9,449     | 
|Accrued expenses                                   |  |       | 18 |  |                   |   | 138,797   |      |  |   | 118,192   | 
|Provisions for legal claims                        |  |       | 31 |  |                   |   | 18,516    |      |  |   | 13,386    | 
|Provisions for return conditions                   |  |       | 19 |  |                   |   | 53,116    |      |  |   | 52,636    | 
|Employee benefits                                  |  |       | 20 |  |                   |   | 39,581    |      |  |   | 32,876    | 
|Air traffic liability                              |  |       | 21 |  |                   |   | 521,190   |      |  |   | 433,575   | 
|Other liabilities                                  |  |       | 22 |  |                   |   | 11,085    |      |  |   | 12,691    | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Total current liabilities                          |  |       |    |  |                   |   | 1,691,202 |      |  |   | 1,566,281 | 
|Noncurrent liabilities:                           |  |       |    |  |                   |   |           |      |  |   |           | 
|Longterm debt                                     |  |       | 16 |  |                   |   | 2,867,496 |      |  |   | 3,060,110 | 
|Accounts payable                                   |  |       | 17 |  |                   |   | 2,734     |      |  |   | 3,599     | 
|Provisions for return conditions                   |  |       | 19 |  |                   |   | 120,822   |      |  |   | 109,231   | 
|Employee benefits                                  |  |       | 20 |  |                   |   | 115,569   |      |  |   | 127,720   | 
|Deferred tax liabilities                           |  |       | 30 |  |                   |   | 20,352    |      |  |   | 13,475    | 
|Air traffic liability                              |  |       | 21 |  |                   |   | 98,088    |      |  |   | 93,519    | 
|Other liabilities                                  |  |       | 22 |  |                   |   | 14,811    |      |  |   | 15,375    | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Total noncurrent liabilities                      |  |       |    |  |                   |   | 3,239,872 |      |  |   | 3,423,029 | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Total liabilities                                  |  |       |    |  |                   |   | 4,931,074 |      |  |   | 4,989,310 | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Equity:                                            |  |       | 24 |  |                   |   |           |      |  |   |           | 
|Common stock                                       |  |       |    |  |                   |   | 82,600    |      |  |   | 82,600    | 
|Preferred stock                                    |  |       |    |  |                   |   | 42,023    |      |  |   | 42,023    | 
|Additional paidin capital on common stock         |  |       |    |  |                   |   | 234,567   |      |  |   | 234,567   | 
|Additional paidin capital on preferred stock      |  |       |    |  |                   |   | 469,273   |      |  |   | 469,273   | 
|Retained earnings                                  |  |       |    |  |                   |   | 544,681   |      |  |   | 507,132   | 
|Revaluation and other reserves                     |  |       |    |  |                   |   | 27,365    |      |  |   | 18,394    | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Total equity attributable to holders of the parent |  |       |    |  |                   |   | 1,400,509 |      |  |   | 1,353,989 | 
|Noncontrolling interest                           |  |       |    |  |                   |   | 19,752    |      |  |   | 18,646    | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Total equity                                       |  |       |    |  |                   |   | 1,420,261 |      |  |   | 1,372,635 | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 
|Total liabilities and equity                       |  |       |    |  |                   | $ | 6,351,335 |      |  | $ | 6,361,945 | 
|                                                   |  |       |    |  |                   |   |           |      |  |   |           | 

See accompanying notes to Consolidated Financial Statements



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated
Statement of Comprehensive Income

(In USD thousands, except per share data)







|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|------------------------------------------- |  | ----- | ----- |  | ------------------------------- | - | --------- | ---- |  | - | --------- | - |  | - | --------- | -
|                                            |  |       |       |  | For the year ended December 31, |  
|                                            |  | Notes |       |  | 2016                            |   |           | 2015 |  |   | 2014      |  
|                                            |  |       |       | 
|Operating revenue:                          |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Passenger                                   |  |       | 25    |  |                                 | $ | 3,285,217 |      |  | $ | 3,458,017 |   |  | $ | 3,862,721 |  
|Cargo and other                             |  |       | 25    |  |                                 |   | 853,121   |      |  |   | 903,324   |   |  |   | 840,850   |  
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Total operating revenue                     |  |       |       |  |                                 |   | 4,138,338 |      |  |   | 4,361,341 |   |  |   | 4,703,571 |  
|                                            |  |       |       | 
|Operating expenses:                         |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Flight operations                           |  |       |       |  |                                 |   | 58,381    |      |  |   | 58,069    |   |  |   | 56,695    |  
|Aircraft fuel                               |  |       |       |  |                                 |   | 785,273   |      |  |   | 1,006,792 |   |  |   | 1,345,755 |  
|Ground operations                           |  |       |       |  |                                 |   | 426,203   |      |  |   | 412,382   |   |  |   | 397,625   |  
|Aircraft rentals                            |  |       | 32    |  |                                 |   | 314,493   |      |  |   | 317,505   |   |  |   | 299,220   |  
|Passenger services                          |  |       |       |  |                                 |   | 151,718   |      |  |   | 149,292   |   |  |   | 154,464   |  
|Maintenance and repairs                     |  |       |       |  |                                 |   | 260,703   |      |  |   | 309,719   |   |  |   | 268,894   |  
|Air traffic                                 |  |       |       |  |                                 |   | 218,965   |      |  |   | 202,980   |   |  |   | 206,151   |  
|Sales and marketing                         |  |       |       |  |                                 |   | 545,318   |      |  |   | 612,775   |   |  |   | 605,674   |  
|General, administrative and other           |  |       |       |  |                                 |   | 187,560   |      |  |   | 176,195   |   |  |   | 165,172   |  
|Salaries, wages and benefits                |  |       |       |  |                                 |   | 661,708   |      |  |   | 666,084   |   |  |   | 725,793   |  
|Depreciation and amortization               |  |       | 13,14 |  |                                 |   | 269,546   |      |  |   | 230,732   |   |  |   | 198,660   |  
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Total operating expenses                    |  |       |       |  |                                 |   | 3,879,868 |      |  |   | 4,142,525 |   |  |   | 4,424,103 |  
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Operating profit                            |  |       |       |  |                                 |   | 258,470   |      |  |   | 218,816   |   |  |   | 279,468   |  
|                                            |  |       |       | 
|Interest expense                            |  |       |       |  |                                 |   | (172,630  | )    |  |   | (169,407  | ) |  |   | (133,989  | )
|Interest income                             |  |       |       |  |                                 |   | 13,054    |      |  |   | 19,016    |   |  |   | 17,099    |  
|Derivative instruments                      |  |       |       |  |                                 |   | 3,321     |      |  |   | 626       |   |  |   | 5,924     |  
|Foreign exchange                            |  |       |       |  |                                 |   | (23,939   | )    |  |   | (177,529  | ) |  |   | 10,272    |  
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|                                            |  |       |       | 
|Profit (loss) before income tax             |  |       |       |  |                                 |   | 78,276    |      |  |   | (108,478  | ) |  |   | 178,774   |  
|                                            |  |       |       | 
|Income tax expense  current                |  |       | 30    |  |                                 |   | (27,448   | )    |  |   | (17,280   | ) |  |   | (33,781   | )
|Income tax expense  deferred               |  |       | 30    |  |                                 |   | (6,642    | )    |  |   | (13,748   | ) |  |   | (16,499   | )
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Total income tax expense                    |  |       |       |  |                                 |   | (34,090   | )    |  |   | (31,028   | ) |  |   | (50,280   | )
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|                                            |  |       |       | 
|Net profit (loss) for the year              |  |       |       |  |                                 | $ | 44,186    |      |  | $ | (139,506  | ) |  | $ | 128,494   |  
|                                            |  |       |       |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|                                            |  |       |       | 
|Basic and diluted earnings (loss) per share |  |       | 15    |  |                                 |   |           |      |  |   |           |   |  |   |           |  
|Common stock                                |  |       |       |  |                                 | $ | 0.04      |      |  | $ | (0.14     | ) |  | $ | 0.13      |  
|Preferred stock                             |  |       |       |  |                                 | $ | 0.04      |      |  | $ | (0.14     | ) |  | $ | 0.13      |  

See accompanying notes to Consolidated Financial Statements.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated Statement of Comprehensive
Income

(In USD thousands, except per share data)







|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|------------------------------------------------------------------------ |  | ----- | -- |  | ------------------------------- | - | ------ | ---- |  | - | -------- | - |  | - | -------- | -
|                                                                         |  |       |    |  | For the year ended December 31, |  
|                                                                         |  | Notes |    |  | 2016                            |   |        | 2015 |  |   | 2014     |  
|                                                                         |  |       |    | 
|Net profit (loss) for the year                                           |  |       |    |  |                                 | $ | 44,186 |      |  | $ | (139,506 | ) |  | $ | 128,494  |  
|Other comprehensive income (loss):                                       |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Items that will not be reclassified to profit or loss in future periods: |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Revaluation of administrative property                                   |  |       | 13 |  |                                 |   | 8,971  |      |  |   | (6,156   | ) |  |   | (4,307   | )
|Actuarial gains                                                          |  |       | 20 |  |                                 |   | 4,094  |      |  |   | 541      |   |  |   | 16,439   |  
|Income tax                                                               |  |       | 30 |  |                                 |   | 4,289  |      |  |   | 3,410    |   |  |   | (2,239   | )
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|                                                                         |  |       |    |  |                                 |   | 17,354 |      |  |   | (2,205   | ) |  |   | 9,893    |  
|                                                                         |  |       |    | 
|Items that will be reclassified to profit or loss in future periods:     |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Effective portion of changes in fair value of hedging instruments        |  |       | 24 |  |                                 |   | 21,712 |      |  |   | 77,308   |   |  |   | (113,249 | )
|Net change in fair value of availableforsale securities                |  |       | 24 |  |                                 |   | (245   | )    |  |   | 3,098    |   |  |   | (1,527   | )
|Income tax                                                               |  |       | 30 |  |                                 |   | (3,558 | )    |  |   | (13,358  | ) |  |   | 14,819   |  
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|                                                                         |  |       |    |  |                                 |   | 17,909 |      |  |   | 67,048   |   |  |   | (99,957  | )
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Other comprehensive income (loss), net of income tax                     |  |       |    |  |                                 |   | 35,263 |      |  |   | 64,843   |   |  |   | (90,064  | )
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Total comprehensive income (loss) net of income tax                      |  |       |    |  |                                 | $ | 79,449 |      |  | $ | (74,663  | ) |  | $ | 38,430   |  
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|                                                                         |  |       |    | 
|Profit (loss) attributable to:                                           |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Equity holders of the parent                                             |  |       |    |  |                                 | $ | 16,980 |      |  | $ | (155,388 | ) |  | $ | 129,270  |  
|Noncontrolling interest                                                 |  |       |    |  |                                 |   | 27,206 |      |  |   | 15,882   |   |  |   | (776     | )
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Net profit (loss)                                                        |  |       |    |  |                                 | $ | 44,186 |      |  | $ | (139,506 | ) |  | $ | 128,494  |  
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|                                                                         |  |       |    | 
|Total comprehensive income (loss) attributable to:                       |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Equity holders of the parent                                             |  |       |    |  |                                 | $ | 52,243 |      |  | $ | (90,545  | ) |  | $ | 39,206   |  
|Noncontrolling interest                                                 |  |       |    |  |                                 |   | 27,206 |      |  |   | 15,882   |   |  |   | (776     | )
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  
|Total comprehensive income (loss)                                        |  |       |    |  |                                 | $ | 79,449 |      |  | $ | (74,663  | ) |  | $ | 38,430   |  
|                                                                         |  |       |    |  |                                 |   |        |      |  |   |          |   |  |   |          |  

See accompanying notes to Consolidated Financial Statements.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated Statement of Changes in
Equity

(In USD thousands, except share and per share data)







|                                              |  |       |    |  |              |  |             |                 |  |   |                           |   |  |                              |             |  |                                 |   |        |                                                  |  |   |                         |   |  |             |         |  |  |   |        |   |  |   |          |   |  |   |           |   |  |   |         |   |  |   |           |  
|--------------------------------------------- |  | ----- | -- |  | ------------ |  | ----------- | --------------- |  | - | ------------------------- | - |  | ---------------------------- | ----------- |  | ------------------------------- | - | ------ | ------------------------------------------------ |  | - | ----------------------- | - |  | ----------- | ------- |  |  | - | ------ | - |  | - | -------- | - |  | - | --------- | - |  | - | ------- | - |  | - | --------- | -
|                                              |  |       |    |  | Common stock |  |             | Preferred stock |  |   | Additional paidincapital |   |  | Revaluationand otherreserves |             |  | Retainedearningsand OCIreserves |   |        | Equityattributable toequity holdersof the parent |  |   | Noncontrollinginterest |   |  | Totalequity |        
|                                              |  | Notes |    |  | Shares       |  |             | Amount          |  |   | Shares                    |   |  | Amount                       |             |  | Commonstock                     |   |        | Preferredstock                                   |  |   |                         |   |  |            
|Balance at January 1, 2014                    |  |       |    |  |              |  | 665,800,003 |                 |  | $ | 83,225                    |   |  |                              | 331,187,285 |  |                                 | $ | 41,398 |                                                  |  | $ | 236,342                 |   |  | $           | 467,498 |  |  | $ | 28,857 |   |  | $ | 351,102  |   |  | $ | 1,208,422 |   |  | $ | 6,324   |   |  | $ | 1,214,746 |  
|                                              |  |       |    |  |              |  |             |                 |  |   |                           |   |  |                              |             |  |                                 |   |        |                                                  |  |   |                         |   |  |             |         |  |  |   |        |   |  |   |          |   |  |   |           |   |  |   |         |   |  |   |           |  
|Net profit                                    |  |       |    |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | 129,270  |   |  |   | 129,270   |   |  |   | (776    | ) |  |   | 128,494   |  
|Other comprehensive income for the period     |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   | (4,307 | ) |  |   | (85,757  | ) |  |   | (90,064   | ) |  |   |        |   |  |   | (90,064   | )
|Dividends paid                                |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | (38,944  | ) |  |   | (38,944   | ) |  |   |        |   |  |   | (38,944   | )
|Increase in noncontrolling interest          |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   |         |   |  |   |          |   |  |   | 2,515   |   |  |   | 2,515     |  
|Conversion of common stock to preferred stock |  |       | 24 |  |              |  | (5,000,000  | )               |  |   | (625                      | ) |  |                              | 5,000,000   |  |                                 |   | 625    |                                                  |  |   | (1,775                  | ) |  |             | 1,775   |  |  |   |       |   |  |   |         |   |  |   |          |   |  |   |        |   |  |   |          |  
|Balance at December 31, 2014                  |  |       |    |  |              |  | 660,800,003 |                 |  | $ | 82,600                    |   |  |                              | 336,187,285 |  |                                 | $ | 42,023 |                                                  |  | $ | 234,567                 |   |  | $           | 469,273 |  |  | $ | 24,550 |   |  | $ | 355,671  |   |  | $ | 1,208,684 |   |  | $ | 8,063   |   |  | $ | 1,216,747 |  
|Net loss                                      |  |       |    |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | (155,388 | ) |  |   | (155,388  | ) |  |   | 15,882  |   |  |   | (139,506  | )
|Other comprehensive income for the period     |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   | (6,156 | ) |  |   | 70,999   |   |  |   | 64,843    |   |  |   |        |   |  |   | 64,843    |  
|Dividends paid                                |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | (67,088  | ) |  |   | (67,088   | ) |  |   | (3,750  | ) |  |   | (70,838   | )
|Sale of minority shareholding                 |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | 302,938  |   |  |   | 302,938   |   |  |   | (1,549  | ) |  |   | 301,389   |  
|                                              |  |       |    |  |              |  |             |                 |  |   |                           |   |  |                              |             |  |                                 |   |        |                                                  |  |   |                         |   |  |             |         |  |  |   |        |   |  |   |          |   |  |   |           |   |  |   |         |   |  |   |           |  
|Balance at December 31, 2015                  |  |       |    |  |              |  | 660,800,003 |                 |  | $ | 82,600                    |   |  |                              | 336,187,285 |  |                                 | $ | 42,023 |                                                  |  | $ | 234,567                 |   |  | $           | 469,273 |  |  | $ | 18,394 |   |  | $ | 507,132  |   |  | $ | 1,353,989 |   |  | $ | 18,646  |   |  | $ | 1,372,635 |  
|                                              |  |       |    |  |              |  |             |                 |  |   |                           |   |  |                              |             |  |                                 |   |        |                                                  |  |   |                         |   |  |             |         |  |  |   |        |   |  |   |          |   |  |   |           |   |  |   |         |   |  |   |           |  
|Net profit                                    |  |       |    |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | 16,980   |   |  |   | 16,980    |   |  |   | 27,206  |   |  |   | 44,186    |  
|Other comprehensive income for the period     |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   | 8,971  |   |  |   | 26,292   |   |  |   | 35,263    |   |  |   |        |   |  |   | 35,263    |  
|Dividends paid                                |  |       | 24 |  |              |  |            |                 |  |   |                          |   |  |                              |            |  |                                 |   |       |                                                  |  |   |                        |   |  |             |        |  |  |   |       |   |  |   | (5,723   | ) |  |   | (5,723    | ) |  |   | (26,100 | ) |  |   | (31,823   | )
|                                              |  |       |    |  |              |  |             |                 |  |   |                           |   |  |                              |             |  |                                 |   |        |                                                  |  |   |                         |   |  |             |         |  |  |   |        |   |  |   |          |   |  |   |           |   |  |   |         |   |  |   |           |  
|Balance at December 31, 2016                  |  |       |    |  |              |  | 660,800,003 |                 |  | $ | 82,600                    |   |  |                              | 336,187,285 |  |                                 | $ | 42,023 |                                                  |  | $ | 234,567                 |   |  | $           | 469,273 |  |  | $ | 27,365 |   |  | $ | 544,681  |   |  | $ | 1,400,509 |   |  | $ | 19,752  |   |  | $ | 1,420,261 |  
|                                              |  |       |    |  |              |  |             |                 |  |   |                           |   |  |                              |             |  |                                 |   |        |                                                  |  |   |                         |   |  |             |         |  |  |   |        |   |  |   |          |   |  |   |           |   |  |   |         |   |  |   |           |  

See accompanying notes to Consolidated Financial Statements.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated Statement of Cash Flows

(In USD thousands)







|                                                |  |                                 |          |   |      |   |          |      |  |   |          |  
|----------------------------------------------- |  | ------------------------------- | -------- | - | ---- | - | -------- | ---- |  | - | -------- | -
|                                                |  | For the year ended December 31, |         
|                                                |  | 2016                            |          |   | 2015 |   |          | 2014 | 
|                                                |  |                                 |         
|Cash flows from operating activities:           |  |                                 |          |   |      |   |          |      |  |   |          |  
|Net profit (loss) for the year                  |  | $                               | 44,186   |   |      | $ | (139,506 | )    |  | $ | 128,494  |  
|Adjustments for:                                |  |                                 |          |   |      |   |          |      |  |   |          |  
|Depreciation and amortization                   |  |                                 | 269,546  |   |      |   | 230,732  |      |  |   | 198,660  |  
|Sharebased payment loss (income)               |  |                                 | 1,111    |   |      |   | (1,121   | )    |  |   | (2,540   | )
|Loss on disposal of assets (gain)               |  |                                 | 10,256   |   |      |   | 8,670    |      |  |   | (6,528   | )
|Fair value adjustment of financial instruments  |  |                                 | (4,290   | ) |      |   | 5,327    |      |  |   | (4,616   | )
|Interest income                                 |  |                                 | (13,054  | ) |      |   | (19,016  | )    |  |   | (17,099  | )
|Interest expense                                |  |                                 | 172,630  |   |      |   | 169,407  |      |  |   | 133,989  |  
|Deferred tax expense                            |  |                                 | 6,642    |   |      |   | 13,748   |      |  |   | 16,499   |  
|Current tax expense                             |  |                                 | 27,448   |   |      |   | 17,280   |      |  |   | 33,781   |  
|Currency translation adjustment                 |  |                                 | 23,939   |   |      |   | 177,529  |      |  |   | (10,272  | )
|Changes in:                                     |  |                                 |          |   |      |   |          |      |  |   |          |  
|Accounts receivable                             |  |                                 | (62,550  | ) |      |   | (39,043  | )    |  |   | (151,391 | )
|Expendable spare parts and supplies             |  |                                 | (13,593  | ) |      |   | (3,154   | )    |  |   | (12,456  | )
|Prepaid expenses                                |  |                                 | (14,017  | ) |      |   | 10,357   |      |  |   | (9,321   | )
|Deposits and other assets                       |  |                                 | 28,050   |   |      |   | 181      |      |  |   | (67,849  | )
|Accounts payable and accrued expenses           |  |                                 | 40,217   |   |      |   | (25,969  | )    |  |   | 73,755   |  
|Air traffic liability                           |  |                                 | 89,187   |   |      |   | (23,879  | )    |  |   | (17,554  | )
|Provision for return conditions                 |  |                                 | 11,387   |   |      |   | 32,217   |      |  |   | 42,786   |  
|Employee benefits                               |  |                                 | (8,929   | ) |      |   | (11,996  | )    |  |   | (27,878  | )
|Income tax paid                                 |  |                                 | (40,212  | ) |      |   | (38,762  | )    |  |   | (43,330  | )
|                                                |  |                                 |          |   |      |   |          |      |  |   |          |  
|Net cash provided by operating activities       |  |                                 | 567,954  |   |      |   | 363,002  |      |  |   | 257,130  |  
|Cash flows from investing activities:           |  |                                 |          |   |      |   |          |      |  |   |          |  
|Availableforsale securities                   |  |                                 | 170      |   |      |   | 7,043    |      |  |   |         |  
|Restricted cash                                 |  |                                 | 7,422    |   |      |   | (10,815  | )    |  |   | 21,551   |  
|Interest received                               |  |                                 | 8,606    |   |      |   | 9,009    |      |  |   | 13,384   |  
|Advance payments on aircraft purchase contracts |  |                                 | (78,523  | ) |      |   | (220,920 | )    |  |   | (169,284 | )
|Acquisition of property and equipment           |  |                                 | (210,772 | ) |      |   | (156,655 | )    |  |   | (130,313 | )



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Consolidated Statement of Cash Flows

(In USD thousands)







|                                                            |  |                                 |          |   |      |   |          |      |  |   |          |  
|----------------------------------------------------------- |  | ------------------------------- | -------- | - | ---- | - | -------- | ---- |  | - | -------- | -
|                                                            |  | For the year ended December 31, |         
|                                                            |  | 2016                            |          |   | 2015 |   |          | 2014 | 
|Redemption of (Investment in) certificates of bank deposits |  | $                               | 32,709   |   |      | $ | (32,087  | )    |  | $ | (9,248   | )
|Acquisition of intangible assets                            |  |                                 | (21,660  | ) |      |   | (16,856  | )    |  |   | (29,682  | )
|Net cash flow on acquisition of subsidiary                  |  |                                 |         |   |      |   |         |      |  |   | (9,968   | )
|Proceeds from sale of property and equipment                |  |                                 | 143,362  |   |      |   | 90,625   |      |  |   | 65,985   |  
|Proceeds from sale of investments                           |  |                                 | 296      |   |      |   | 165      |      |  |   | 686      |  
|                                                            |  |                                 |          |   |      |   |          |      |  |   |          |  
|Net cash used in investing activities                       |  |                                 | (118,390 | ) |      |   | (330,491 | )    |  |   | (246,889 | )
|Cash flows from financing activities:                       |  |                                 |          |   |      |   |          |      |  |   |          |  
|Proceeds from loans and borrowings                          |  |                                 | 35,034   |   |      |   | 451,973  |      |  |   | 231,510  |  
|Proceeds from issuance of bonds                             |  |                                 |         |   |      |   |         |      |  |   | 250,000  |  
|Repayments of loans and borrowings                          |  |                                 | (394,939 | ) |      |   | (515,927 | )    |  |   | (365,605 | )
|Dividends paid                                              |  |                                 | (31,823  | ) |      |   | (70,838  | )    |  |   | (38,944  | )
|Increase in noncontrolling interest                        |  |                                 |         |   |      |   |         |      |  |   | 2,000    |  
|Interest paid                                               |  |                                 | (158,741 | ) |      |   | (148,518 | )    |  |   | (131,781 | )
|Sale of minority shareholding                               |  |                                 |         |   |      |   | 301,389  |      |  |   |         |  
|                                                            |  |                                 |          |   |      |   |          |      |  |   |          |  
|Net cash (used in) provided by financing activities         |  |                                 | (550,469 | ) |      |   | 18,079   |      |  |   | (52,820  | )
|Net (decrease) increase in cash and cash equivalents        |  |                                 | (100,905 | ) |      |   | 50,590   |      |  |   | (42,579  | )
|Net foreign exchange difference                             |  |                                 | (2,723   | ) |      |   | (212,100 | )    |  |   | (52,107  | )
|Cash and cash equivalents at beginning of year              |  |                                 | 479,381  |   |      |   | 640,891  |      |  |   | 735,577  |  
|                                                            |  |                                 |          |   |      |   |          |      |  |   |          |  
|Cash and cash equivalents at end of year                    |  | $                               | 375,753  |   |      | $ | 479,381  |      |  | $ | 640,891  |  
|                                                            |  |                                 |          |   |      |   |          |      |  |   |          |  

See accompanying notes to Consolidated Financial Statements.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (1) | Reporting entity
| | --- | ----------------

Avianca Holdings S.A. (the Company or Avianca
Holdings S.A.), a Panamanian corporation whose registered address is at Calle Aquilino de la Guardia No. 8 IGRA Building, Panama City, Republic of Panama, was incorporated on October 5, 2009 under the name SK Holdings Limited and
under the laws of the Commonwealth of the Bahamas. Subsequently, the Company changed its corporate name as follows: on March 10, 2010 to AviancaTaca Limited and on January 28, 2011 to AviancaTaca Holding, S.A. On March 3, 2011 changed
its registered offices to Panama. In 2011 AviancaTaca listed its shares in the Bolsa de Valores de Colombia (BVC) and was listed as PFAVTA: CB. On March 21, 2013 the Company changed its legal name from AviancaTaca Holding S.A. to
Avianca Holdings S.A. and its listing name to PFAVH: CB. On November 6, 2013, the Company listed its shares on the New York Stock Exchange (NYSE) and is listed as AVH.

The Company through its subsidiaries is a provider of domestic and international, passenger and cargo air transportation, both in the domestic
markets of Colombia, Ecuador, Costa Rica, Nicaragua and Peru and international routes serving North, Central and South America, Europe, and the Caribbean. The Company has entered into a number of bilateral code share alliances with other airlines
(whereby selected seats on one carriers flights can be marketed under the brand name and commercial code of the other), expanding travel choices to customers worldwide. Marketing alliances typically include: joint frequent flyer program
participation; coordination of reservations, ticketing, passenger check-in and baggage handling and transfer of passenger and baggage at any point of connectivity, among others. The code share agreements
include Air Canada, United Airlines, Aeromexico, All Nippon Airways, Copa Airlines, Satena, OceanAir Linhas Aéreas, S.A., Iberia, Lufthansa, Eva Airways, Etihad Airways, TAME, Silver Airways and Turkish Airlines. Avianca and Taca
International (as well as Taca affiliates) and Aerogal are members of Star Alliance which give customers access to the routes, destinations and services of the Star Alliance network.

Cargo operations are carried out by our subsidiaries and affiliates, including Tampa Cargo S.A.S. The Company also undertakes cargo operations
through the use of hold space on passenger flights and dedicated freight aircraft. In certain of the airport hubs, the Company performs ground operations for third-party airlines.

The Company operates a coalition loyalty program, including the frequent flyer program for the airline subsidiaries of Avianca Holdings S.A.
named LifeMiles. Lifemiles is designed to retain customers and increase loyalty by offering incentives, among others, to passengers traveling on the participating airline partners for their continued preference. Under the LifeMiles program,
customers earns miles by flying through its air partners, including Star Alliance and by using the services of nonair program partners such as credit cards, hotels, car rentals and other. The miles earned can be exchanged for flights other
partners products or services. Customers may redeem their awards through airline members of Star Alliance, which give customers of the Company access to the routes, destinations and services of the Star Alliance network.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







As of December 31, 2016 and 2015, Avianca Holdings S.A. had a total fleet consisting of:



|                     |  |                      |     |  |                |  |    |       |  |  |                      |  |  |                |     |  |       |  |    |  |  |  |     | 
|-------------------- |  | -------------------- | --- |  | -------------- |  | -- | ----- |  |  | -------------------- |  |  | -------------- | --- |  | ----- |  | -- |  |  |  | --- | 
|                     |  | 2016                 |     |  | 2015           | 
|Aircraft             |  | Owned/FinancialLease |     |  | OperatingLease |  |    | Total |  |  | Owned/FinancialLease |  |  | OperatingLease |     |  | Total | 
|Airbus A-318         |  |                      |    |  |                |  | 10 |       |  |  | 10                   |  |  |                |    |  |       |  | 10 |  |  |  | 10  | 
|Airbus A-319         |  |                      | 23  |  |                |  | 7  |       |  |  | 30                   |  |  |                | 22  |  |       |  | 13 |  |  |  | 35  | 
|Airbus A-320         |  |                      | 34  |  |                |  | 28 |       |  |  | 62                   |  |  |                | 34  |  |       |  | 27 |  |  |  | 61  | 
|Airbus A-321         |  |                      | 5   |  |                |  | 6  |       |  |  | 11                   |  |  |                | 5   |  |       |  | 7  |  |  |  | 12  | 
|Airbus A300F-B4F     |  |                      | 5   |  |                |  |   |       |  |  | 5                    |  |  |                | 4   |  |       |  |   |  |  |  | 4   | 
|Airbus A-330         |  |                      | 1   |  |                |  | 8  |       |  |  | 9                    |  |  |                | 1   |  |       |  | 8  |  |  |  | 9   | 
|Airbus A330F         |  |                      | 6   |  |                |  |   |       |  |  | 6                    |  |  |                | 6   |  |       |  |   |  |  |  | 6   | 
|Boeing 787           |  |                      | 6   |  |                |  | 4  |       |  |  | 10                   |  |  |                | 5   |  |       |  | 2  |  |  |  | 7   | 
|Boeing 767F          |  |                      | 2   |  |                |  |   |       |  |  | 2                    |  |  |                | 2   |  |       |  |   |  |  |  | 2   | 
|Cessna Grand Caravan |  |                      | 13  |  |                |  |   |       |  |  | 13                   |  |  |                | 11  |  |       |  |   |  |  |  | 11  | 
|Embraer E-190        |  |                      | 10  |  |                |  | 2  |       |  |  | 12                   |  |  |                | 10  |  |       |  | 2  |  |  |  | 12  | 
|Fokker 100           |  |                      |    |  |                |  |   |       |  |  |                     |  |  |                | 3   |  |       |  |   |  |  |  | 3   | 
|ATR 42               |  |                      | 2   |  |                |  |   |       |  |  | 2                    |  |  |                | 4   |  |       |  |   |  |  |  | 4   | 
|ATR 72               |  |                      | 15  |  |                |  |   |       |  |  | 15                   |  |  |                | 15  |  |       |  |   |  |  |  | 15  | 
|                     |  |                      |     |  |                |  |    |       |  |  |                      |  |  |                |     |  |       |  |    |  |  |  |     | 
|                     |  |                      | 122 |  |                |  | 65 |       |  |  | 187                  |  |  |                | 122 |  |       |  | 69 |  |  |  | 191 | 
|                     |  |                      |     |  |                |  |    |       |  |  |                      |  |  |                |     |  |       |  |    |  |  |  |     | 



| | (2) | Basis of preparation
| | --- | --------------------



| | (a) | Statement of compliance
| | --- | -----------------------

The Consolidated Financial Statements of the Company have been
prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB).

The Consolidated Financial Statements of the Company were authorized for issue by the Board of Directors on February 27, 2017.



| | (b) | Basis of measurement
| | --- | --------------------

The Consolidated Financial Statements have been prepared on the
historical cost basis, except certain assets and liabilities, which are measured at fair value, as set out in the specific accounting policy for such assets and liabilities.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (c) | Functional and presentation currency
| | --- | ------------------------------------

These Consolidated Financial Statements are
presented in US Dollars, which is the Companys functional currency. All financial information presented has been rounded to the nearest thousands, except when otherwise indicated.



| | (d) | Use of estimates and judgments
| | --- | ------------------------------

The preparation of the Consolidated Financial Statements
in conformity with IFRS requires management to make judgments, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these
estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the
period in which the estimates are revised and in any future periods affected.

The following are critical judgments used in applying
accounting policies that may have the most significant effect on the amounts recognized in the Consolidated Financial Statements:



| |  |  | The Company has entered into operating lease contracts with respect to 65 aircraft. The Company has determined, based on the terms and conditions of the arrangements, that the significant risks and rewards of ownership
of all these leased aircraft have not been transferred from the lessor, so it accounts for these lease contracts as operating leases.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The Company recognizes revenue from tickets that are expected to expire unused based on historical data and experience. Defining expected breakage requires management to make informed estimates about, among other
things, the extent to which historical experience is an indication of the future customer behavior. Annually, or more frequently as the experience data suggests, management reassesses the historical data and makes required adjustments.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The Company operates certain aircraft under a financing structure which involves the creation of structured entities that acquire aircraft with bank and thirdparty financing. This relates to 70 aircraft from the
A320, A330, ATR and B787 families. The Company has determined, based on the terms and conditions of the arrangements, that the Company controls these special purpose entities (SPE) and therefore, SPEs are consolidated by the Company and
these aircraft are shown in the Consolidated Statement of Financial Position as part of Property and Equipment with the corresponding debt shown as a liability.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The following assumptions and estimation uncertainties may have the most significant effect
on the amounts recognized in the Consolidated Financial Statements within the next financial year:



| |  |  | The Company believes that the tax positions taken are reasonable. However, tax authorities by audits proceedings may challenge the positions taken resulting in additional liabilities for taxes and interest that may
become payable in future years. Tax positions involve careful judgment on the part of management and are reviewed and adjusted to account for changes in circumstances, such as lapse of applicable statutes of limitations, conclusions of tax audits,
additional exposures derived from new legal issues or court decisions on a particular tax matter. The Company establishes provisions, based on their estimation on feasibility of a negative decision derived from an audit proceeding by the tax
authorities of the respective countries in which it operates. The amount of such provisions is based on various factors, such as experience of previous tax audits and different interpretations of tax regulations by the taxable entity and the
responsible tax authority. Actual results could differ from estimates.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Deferred tax assets are recognized for all unused tax losses to the extent that it is probable that taxable profit will be available against which the losses can be utilized. Significant management judgment is required
to determine the amount of deferred tax assets that can be recognized and the tax rates used, based upon the likely timing and the level of future taxable profits together with future tax planning strategies, and the enacted tax rates in the
jurisdictions in which the entity operates.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The Company measures administrative land and buildings primarily in Bogota, Medellín, San Jose, and San Salvador at revalued amounts with changes in fair value being recognized in other comprehensive income. The
Company engaged independent valuation specialists to determine the fair value of these assets as of December 31, 2016 and 2015. The valuation techniques used by these specialists require estimates about market conditions at the time of the
report.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The Company assesses whether there are any indicators of impairment for all nonfinancial assets at each reporting date. Flight equipment, goodwill and indefinitelived intangible assets are tested for
impairment annually and at other times when such indicators exist. Impairment analysis requires the Company to estimate the value in use of the cash generating units to which goodwill is allocated.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | The cost of defined benefit pension plans and other postemployment medical benefits and the present value of the pension obligation are determined using actuarial valuations. An actuarial valuation involves making
various assumptions which may differ from actual developments in the future. These include the determination of the discount rate, future salary increases, mortality rates and future pension increases. Due to the complexity of the valuation, the
underlying assumptions and its longterm nature, a defined benefit obligation is highly sensitive to changes in these assumptions. All assumptions are reviewed at each reporting date.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







In determining the appropriate discount rate for pension plans in Colombia, management
refers to market yields on Colombian Government bonds, since it is managements judgment that there is no deep local market for high quality corporate bonds.

The mortality rate is based on publicly available mortality tables in Colombia. Future salary increases and pension increases are based on
expected future inflation rates in Colombia.



| |  |  | The Company estimates the fair value of miles awarded under the LifeMiles program by applying statistical techniques. Inputs to the models include making assumptions about expected redemption rates, the mix of products
that will be available for redemption in the future and customer preferences. Breakage represents the sale of miles that are expected to expire unused based on historical data and experience. Breakage is estimated by management based on the terms
and conditions of membership and historical accumulation and redemption patterns.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Aircraft lease contracts establish certain conditions in which aircraft shall be returned to the lessor at the end of the contracts. To comply with return conditions, the Company incurs costs such as the payment to the
lessor of a rate in accordance with the use of components through the term of the lease contract, payment of maintenance deposits to the lessor, or overhaul costs of components. In certain contracts, if the asset is returned in a better maintenance
condition than the condition at which the asset was originally delivered, the Company is entitled to receive compensation from the lessor. The Company accrues a provision to comply with return conditions at the time the asset does not meet the
return condition criteria based on the conditions of each lease contract. The recognition of return conditions require management to make estimates of the costs of return conditions and use inputs such as hours or cycles flown of major components,
estimated hours or cycles at redelivery of major components, projected overhaul costs and overhaul dates of major components. At redelivery of aircraft, any difference between the provision recorded and actual costs is recognized in the Consolidated
Statement of Comprehensive Income.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (3) | Significant accounting policies
| | --- | -------------------------------

The accounting policies set out below have been applied
consistently to all periods presented in these Consolidated Financial Statements, and have been applied consistently by all the Companys entities.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (a) | Basis of consolidation
| | --- | ----------------------

Subsidiaries are entities controlled by Avianca Holdings S.A.
The financial statements of subsidiaries are included in the Consolidated Financial Statements from the date that control commences until the date that control ceases. Control is established after assessing the Companys ability to direct the
relevant activities of the investee, its exposure and rights to variable returns, and its ability to use its power to affect the amount of the investees returns. The accounting policies of subsidiaries have been aligned when necessary with the
policies adopted by the Company.

The following are the significant subsidiaries included within these financial statements:



|                                              |  |                         |      |                    |       |      |  |  |       |  
|--------------------------------------------- |  | ----------------------- | ---- | ------------------ | ----- | ---- |  |  | ----- | -
|Name of Subsidiary                            |  | Country ofIncorporation |      | OwnershipInterest% |      
|                                              |  |                         | 2016 |                    |       | 2015 | 
|Aerolíneas Galápagos, S.A. Aerogal            |  | Ecuador                 |      |                    | 99.62 | %    |  |  | 99.62 | %
|Aerovías del Continente Americano S.A.        |  | Colombia                |      |                    | 99.98 | %    |  |  | 99.98 | %
|Avianca, Inc.                                 |  | USA                     |      |                    | 100   | %    |  |  | 100   | %
|Avianca Leasing, LLC                          |  | USA                     |      |                    | 100   | %    |  |  | 100   | %
|Grupo Taca Holdings Limited                   |  | Bahamas                 |      |                    | 100   | %    |  |  | 100   | %
|Latin Airways Corp.                           |  | Panama                  |      |                    | 100   | %    |  |  | 100   | %
|LifeMiles B.V.                                |  | Curaçao                 |      |                    | 70    | %    |  |  | 70    | %
|Líneas Aéreas Costarricenses, S.A.            |  | Costa Rica              |      |                    | 92.42 | %    |  |  | 92.40 | %
|Taca International Airlines, S.A.             |  | El Salvador             |      |                    | 96.83 | %    |  |  | 96.84 | %
|Tampa Cargo Logistics, Inc.                   |  | USA                     |      |                    | 99.98 | %    |  |  | 99.98 | %
|Tampa Cargo S.A.S.                            |  | Colombia                |      |                    | 99.98 | %    |  |  | 99.98 | %
|Technical and Training Services, S.A. de C.V. |  | El Salvador             |      |                    | 99    | %    |  |  | 99    | %
|Trans American Airlines S.A.                  |  | Peru                    |      |                    | 100   | %    |  |  | 100   | %
|VuMarsat S.A.                                |  | Costa Rica              |      |                    | 100   | %    |  |  | 100   | %

On April 19, 2013, Avianca Leasing, LLC was formed as a limited liability Company in the State of
Delaware, United States. On May 10, 2013, Avianca Holdings S.A. completed a $300,000 private offering of Senior Notes under Rule 144A and Regulation S under the U.S. Securities Act of 1933, as amended. Two subsidiaries of Avianca Holdings,
Grupo Taca Holdings, Limited and Avianca Leasing, LLC, are jointly and severally liable under the Senior Notes as coissuers. Avianca Leasing, LLC will not engage in any material business activity other than purchasing, leasing or otherwise
acquiring and/or financing aircraft for use by Avianca, S.A. and its subsidiaries, the incurrence of obligations in connection therewith, including the notes, and activities incidental or ancillary thereto. Avianca S.A. is the sole member of Avianca
Leasing, LLC. Therefore, the Company has consolidated the entity in accordance with IFRS 10.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







On October 21, 2014, Avianca Holdings S.A. indirectly acquired 25% of the voting rights
as well as 92.72% of the economic rights in the Mexican airfreight carrier Aero Transporte de Carga Unión, S.A. de C.V. (Aerounion).

The Consolidated Financial Statements also include 54 special purpose entities that relate primarily to the Companys aircraft leasing
activities. These special purpose entities are created in order to facilitate financing of aircraft with each SPE holding a single aircraft or asset. In addition the Consolidated Financial Statements includes 100 entities that are mainly investment
vehicles, personnel employers and service providers within the consolidated entities. The Company has consolidated these entities in accordance with IFRS 10.



| | (b) | Transactions eliminated on consolidation
| | --- | ----------------------------------------

Intercompany balances and transactions, and
any unrealized gain and losses arising from intercompany transactions, are eliminated in preparing the Consolidated Financial Statements. Unrealized losses are eliminated in the same way as unrealized gains. Intragroup losses may indicate an
impairment that requires recognition in the consolidated financial statements..



| | (c) | Foreign currency
| | --- | ----------------

Foreign currency transactions

These Consolidated Financial Statements are presented in US dollars, which is the Companys functional currency.

Transactions in foreign currencies are initially recorded in the functional currency at the respective exchange rate at the date of the
transaction.

Monetary assets and liabilities denominated in foreign currencies are translated using the exchange rate at the reporting
date. All exchange differences are taken to profit or loss. Nonmonetary items that are measured at historical cost in a foreign currency are translated using the exchange rate at the date of the initial transaction. Nonmonetary items
measured at a revalued amount in a foreign currency are translated using the exchange rates at the date when the fair value was determined.

Foreign operations

Assets and liabilities of foreign operations included in the Consolidated Statement of Financial Position are translated using the closing
exchange rate on the date of the Consolidated Statement of Financial Position. Rrevenues and expenses of each income statement account are translated at monthly average rates; and all the resultant exchange differences are shown as a separate
component in other comprehensive income.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (d) | Business combinations
| | --- | ---------------------

Business combinations are accounted for using the acquisition
method in accordance with IFRS 3 Business Combinations. The consideration for an acquisition is measured at acquisition date fair value of consideration transferred including the amount of any noncontrolling interests in the
acquiree. Acquisition costs are expensed as incurred and included in administrative expenses.

When the Company acquires a business, it
measures at fair value the financial assets acquired and liabilities assumed for appropriate classification and designation in accordance with the contractual terms, economic circumstances and pertinent conditions as at the acquisition date. This
includes the separation of embedded derivatives in host contracts by the acquiree.

Goodwill is initially measured at cost, being the
excess of the aggregate of the consideration transferred to the seller, including the amount recognized for noncontrolling interest over the fair value of identifiable assets acquired and liabilities assumed.

After initial recognition, goodwill is measured at cost less any accumulated impairment losses. For the purposes of impairment testing,
goodwill acquired is, from the acquisition date, allocated to each of the Companys cashgenerating units that are expected to benefit from the acquisition, irrespective of whether other assets or liabilities of the acquiree are assigned
to those units.



| | (e) | Revenue recognition
| | --- | -------------------

In accordance with IAS 18, revenue is recognized to the extent that
it is probable that economic benefits will flow to the Company and revenue can be reliably measured. Revenue is measured at the fair value of the consideration received or receivable, taking into account contractually defined terms of payment and
excluding taxes or duty. The following specific recognition criteria must also be met before revenue is recognized:



| | (i) | Passenger and cargo transportation
| | --- | ----------------------------------

The Company recognizes revenue from passenger and
cargo transportation services as earned when the service is rendered.

The Company is required to charge and collect certain taxes and
fees on its passenger tickets. These taxes and fees include transportation taxes, airport passenger facility charges and arrival and departure taxes. These taxes and fees are legal assessments on the customer. As the Company has a legal obligation
to act as a collection agent with respect to these taxes and fees, such amounts are not included within passenger revenue. The Company records a liability when the amounts are collected and derecognizes the liability when payments are made to the
applicable government agency or operating carrier.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







A significant portion of the ticket sales are processed through major credit card companies,
resulting in accounts receivable which are generally shortterm in duration and typically collected prior to the recognition of revenue. Credit risk associated with these receivables is minimal.

Cargo is carried out in a dedicated freighter fleet and, to the extent of excess capacity, in the bellies of passenger aircraft.



| | (ii) | Aircraft operating leases
| | ---- | -------------------------

Aircraft operating lease income is recognized as other
revenue in the Consolidated Statement of Comprehensive Income when it is earned, according to the terms of each lease agreement.



| | (iii) | Frequent flyer
| | ----- | --------------

The Company operates a frequent flyer loyalty program known as
LifeMiles which is designed to retain and increase travelers loyalty by offering incentives to travelers for their continued patronage. Under the LifeMiles program, miles are earned by flying on the Companys airlines or its
alliance partners and by using the services of program partners for such things as credit card use, hotel stays, car rentals, and other activities. Miles are also directly sold through different distribution channels. Miles earned can be exchanged
for flights or other products or services from alliance partners.

The fair value of consideration in respect of initial sale is allocated
between the miles and other components of the sale including breakage in accordance with IFRS Interpretations Committee 13 Customer loyalty programs. Revenue allocated to the reward credits is deferred within Air traffic liability (see
Note 21) until redemption. Components other than the fair value of Gross Billings are immediately recognized within Revenue. These components correspond to an initial revenue recognition element, related to the marketing attributes of
the miles sold. The amount of revenue deferred is measured by applying statistical techniques based on market approach using observable information in accordance with IFRS 13 Fair Value Measurements. Inputs to the models include
assumptions based on managements expected redemption rates and customer preferences. The amount of revenue recognized related to breakage is based on the number of miles redeemed in a period in relation to the total number expected to be
redeemed.



| | (f) | Air traffic liability
| | --- | ---------------------

Passenger revenue is recognized when the transportation service
is provided rather than when a ticket is sold. Revenue from the sale of passenger tickets that have not been used, or the amount of revenue attributable to the unused portion of a ticket sold, is deferred, and the respective amount is reflected as
Air traffic liability in the Consolidated Statement of Financial Position. Air traffic liability also includes deferred revenue from loyalty program reward credits as described in note 3(e)(iii).



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Fares for unused tickets that are expected to expire are recognized as revenue based on
historical data and experience. The Company performs periodic evaluations of this liability, and any resulting adjustments, which can be significant, are recorded in the Consolidated Statement of Comprehensive Income. These adjustments relate
primarily to the differences arising from actual events and circumstances such as historical fare sale activity and customer travel patterns which may result in refunds, exchanges or forfeited tickets differing significantly from estimates. The
Company evaluates its estimates and assumptions and adjusts air traffic liability and passenger revenues as necessary.



| | (g) | Income tax
| | --- | ----------

Income tax expense comprises current and deferred taxes and is accounted for
in accordance with IAS 12 Income Taxes.



| | (i) | Current income tax
| | --- | ------------------

Current income tax assets and liabilities for the current period
are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted, at the reporting date in the countries where the
Company operates and generates taxable income.

Current income tax relating to items recognized directly in equity or in other
comprehensive income is recognized in the Consolidated Statement of Changes in Equity or Consolidated Statement of Comprehensive Income, respectively. Management periodically evaluates positions taken in the tax returns with respect to situations in
which applicable tax regulations are subject to interpretation and establishes provisions where appropriate.



| | (ii) | Deferred income tax
| | ---- | -------------------

Deferred tax is recognized for temporary differences between the
tax bases of assets and liabilities and their carrying amounts for financial reporting purposes.

Deferred tax assets are recognized to
the extent that is probable that the temporary differences, the carry forward of unused tax credits and any unused tax losses can be utilized, except:



| |  |  | Where the deferred tax liability arises from the initial recognition of goodwill or of an asset or liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the
accounting profit nor taxable profit or loss.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | In respect of taxable temporary differences associated with investments in subsidiaries, where the timing of the reversal of the temporary differences can be controlled and it is probable that the temporary differences
will not reverse in the foreseeable future.
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Deferred tax is measured at the tax rates that are expected to be applied to
temporary differences when they reverse, using tax laws enacted or substantively enacted at the reporting date.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The carrying amount of deferred tax assets is reviewed at each reporting date and reduced to
the extent that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred tax asset to be utilized. Unrecognized deferred tax assets are reassessed at each reporting date and are recognized
to the extent that it has become probable that future taxable profits will allow the deferred tax asset to be recovered.

Deferred tax
relating to items recognized outside profit or loss is recognized in correlation to the underlying transaction either in OCI or directly in equity.

Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they
relate to taxes levied by the same tax authority on the same taxable entity, or on different tax entities, but the Company intends to settle current tax liabilities and assets on a net basis or their tax assets and liabilities will be realized
simultaneously.



| | (h) | Property and equipment
| | --- | ----------------------



| | (i) | Recognition and measurement
| | --- | ---------------------------

Flight equipment, property and other equipment are
measured at cost less accumulated depreciation and accumulated impairment losses in accordance with IAS 16 Property, Plant and Equipment.

Property, operating equipment, and improvements that are being built or developed for future use by the Company are recorded at cost as
underconstruction assets. When underconstruction assets are ready for use, the accumulated cost is reclassified to the respective property and equipment category.

An item of property and equipment is derecognized upon disposal or when no future economic benefits are expected from its use or disposal.
Gain and losses on disposal of an item of flight equipment, property and equipment are determined by comparing the proceeds from disposal with the carrying amount.



| | (ii) | Subsequent costs
| | ---- | ----------------

The costs incurred for major maintenance of an aircrafts
fuselage and engines are capitalized and depreciated over the period to the next scheduled maintenance or return of the asset, what ever is shorter. The depreciation rate is determined according to the assets expected useful life based on
projected cycles and flight hours. Routine maintenance expenses of aircraft and engines are charged to income as incurred.



| | (iii) | Depreciation
| | ----- | ------------

Depreciation is calculated over the depreciable amount, which is the cost
of an asset, or other amount substituted for cost, less its residual value.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Depreciation is recognized in the Consolidated Statement of Comprehensive Income on a
straightline basis over the estimated useful lives of flight equipment, property and other equipment, since this method most closely reflects the expected pattern of consumption of the future economic benefits embodied in the asset.

Rotable spare parts for flight equipment are depreciated on the straightline method, using rates that allocate the cost of these assets
over the estimated useful life of the related aircraft. Land is not depreciated.

Estimated useful lives are as follows:



|                                                  |  |                                                                                      
|------------------------------------------------- |  | -------------------------------------------------------------------------------------
|                                                  |  | Estimated useful life (years)                                                        
|Flight equipment:                                 |  |                                                                                      
|Short and mediumhaul aircraft
Longhaul aircraft |  | 2  25
25  30                                                                       
|Aircraft components and engines                   |  | Useful life of fleet associated with component or engines                            
|Aircraft major repairs                            |  | 4  12                                                                               
|Leasehold improvements                            |  | Lesser of remaining lease term and estimated useful life of the leasehold improvement
|Property                                          |  | 20  50                                                                              
|Administrative buildings                          |  | 20  50                                                                              
|Vehicles                                          |  | 2  10                                                                               
|Machinery and equipment                           |  | 2  15                                                                               

Residual values, amortization methods and useful lives of the assets are reviewed and adjusted, if
appropriate, at each reporting date.

The carrying value of flight equipment, property and other equipment is reviewed for impairment when
events or changes in circumstances indicate that the carrying value may not be recoverable and the carrying amount is written down immediately to its recoverable amount if the assets carrying amount is greater than its estimated recoverable
amount.

The Company receives credits from manufacturers on acquisition of certain aircraft and engines that may be used for the payment
of maintenance services, training, acquisition of spare parts and others. These credits are recorded as a reduction of the cost of acquisition of the related aircraft and engines and against other accounts receivable. These amounts are then charged
to expense or recorded as an asset, when the credits are used to purchase additional goods or services. These credits are recorded within other liabilities in the Consolidated Statement of Financial Position when awarded by manufacturers.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (iv) | Revaluation and other reserves
| | ---- | ------------------------------

Administrative property in Bogota, El Salvador, and San
Jose is recorded at fair value less accumulated depreciation on buildings and impairment losses recognized at the date of revaluation. Valuations are performed with sufficient frequency to ensure that the fair value of a revalued asset does not
differ materially from its carrying amount. A revaluation reserve is recorded in other comprehensive income and credited to the asset revaluation reserve in equity. However, to the extent that it reverses a revaluation deficit of the same asset
previously recognized in profit or loss, the increase is recognized in profit and loss. A revaluation deficit is recognized in the income statement, except to the extent that it offsets an existing surplus on the same asset recognized in the asset
revaluation reserve. Upon disposal, any revaluation reserve relating to the particular asset being sold is transferred to retained earnings.



| | (i) | Leased assets
| | --- | -------------

Leases in terms of which the Company assumes substantially all the risks
and rewards of ownership are classified as finance leases in accordance with IAS 17 Leases. Upon initial recognition the leased asset is measured at an amount equal to the lower of its fair value and the present value of the minimum
lease payments.

Lease payments are apportioned between finance charges and reduction of the lease liability so as to achieve a constant
rate of interest on the remaining balance of the liability. Finance charges are recognized in interest expense in the Consolidated Statement of Comprehensive Income.

A leased asset is depreciated over the useful life of the asset. However, if there is no reasonable certainty that the Company will obtain
ownership by the end of the lease term, the asset is depreciated over the shorter of the estimated useful life of the asset and the lease term.

Operating lease payments are recognized as an operating expense in the Consolidated Statement of Comprehensive Income during the lease term.

Gains or losses related to saleleaseback transactions classified as an operating lease after the sale are accounted for as follows:



| | (i) | They are immediately recognized as other (expense) income when it is clear that the transaction is established at fair value;
| | --- | -----------------------------------------------------------------------------------------------------------------------------



| | (ii) | If the sale price is below fair value, any profit or loss is immediately recognized as other (expense) income, however, if the loss is compensated by future lease payments at below market price, it is deferred and
amortized in proportion to the lease payments over the contractual lease term;
| | ---- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (iii) | In the event of the sale price is higher than the fair value of the asset, the value exceeding the fair value is deferred and amortized during the period when the asset is expected to be used. The amortization of the
gain is recorded as a reduction in lease expenses.
| | ----- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

If the saleleaseback transactions result in financial lease, any
excess proceeds over the carrying amount shall be deferred and amortized over the lease term. During the years ended December 31, 2016, 2015 and 2014, the Company recognized net gains of $4,275, $2,894 and $602, respectively related to
saleandleaseback transactions, which are recognized in the Statement of Comprehensive Income. All sale-and-leaseback transactions resulted in operating
leasebacks.



| | (j) | Borrowing costs
| | --- | ---------------

Borrowing costs directly attributable to the acquisition, construction
or production of a qualifying asset that necessarily takes a substantial period of time to get ready for its intended use or sale are capitalized as part of the cost of the respective assets in accordance with IAS 23 Borrowing Costs. All
other borrowing costs are expensed as incurredur. Borrowing costs consist of interest and other costs that an entity incurs in connection with the borrowing of funds.



| | (k) | Intangible assets
| | --- | -----------------

Intangible assets acquired separately are initially measured at cost
in accordance with IAS 38 Intangible Assets. The cost of intangible assets acquired in a business combination is their fair value as at the date of acquisition. Internally generated intangible assets, excluding capitalized development
costs, are not capitalized and the related expenditure is reflected in the Consolidated Statement of Comprehensive Income in the year in which the expenditure is incurred.

The useful lives of intangible assets are assessed as either finite or indefinite.

Intangible assets with finite lives are amortized over their useful economic lives and assessed for impairment whenever there is an indication
that the intangible asset may be impaired. The amortization period and the amortization method for an intangible asset with a finite useful life are reviewed at least at the end of each reporting period. Changes in the expected useful life or in the
expected pattern of consumption of future economic benefits embodied in the asset are accounted for by changing the amortization period or method, as appropriate, and are treated as changes in accounting estimates. The amortization expense on
intangible assets with finite lives is recognized in the Consolidated Statement of Comprehensive Income within depreciation and amortization.

Intangible assets with indefinite useful lives are not amortized, but are tested for impairment annually, either individually or at the
cashgenerating unit level. The assessment of indefinite life is reviewed annually to determine whether the indefinite life continues to be supportable. If not, the change in useful life from indefinite to finite is made on a prospective basis.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Gains and losses arising from the derecognition of an intangible asset are measured as
the difference between the net disposal proceeds and the carrying amount of the asset and are recognized in the Consolidated Statement of Comprehensive Income when the asset is derecognized.

The Companys intangible assets include the following:



| | (i) | Software
| | --- | --------

Acquired computer software licenses are capitalized on the basis of cost
incurred to acquire, implement and bring the software into use. Costs associated with maintaining computer software programs are expensed as incurred. In case of development or improvement to systems that will generate probable future economic
benefits, the Company capitalizes software development costs, including directly attributable expenditures on materials, labor, and other direct costs.

Acquired software cost is amortized on a straight-line basis over its useful life, with a maximum of five years.

Licenses and software rights acquired by the Company have finite useful lives and are amortized on a straightline basis over the term of
the contract. Amortization expense is recognized in the Consolidated Statement of Comprehensive Income.



| | (ii) | Routes and trademarks
| | ---- | ---------------------

Routes and trademarks are carried at cost, less any accumulated
amortization and impairment. The useful life of intangible assets associated with routes and trademark rights are based on managements assumptions of estimated future economic benefits. The intangible assets are amortized over their useful
lives of between two and thirteen years. Certain routes and trademarks have indefinite useful lives and therefore are not amortized, but tested for impairment at least at the end of each reporting period. The assessment of indefinite life is
reviewed annually to determine whether the indefinite life continues to be supportable. If not, the change in useful life from indefinite to finite is made on a prospective basis.



| | (iii) | Contractbased intangible assets
| | ----- | --------------------------------

The useful life of intangible assets associated
with contract rights and obligations is based on the term of the contract and are carried at cost, less accumulated amortization and related impairment.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (l) | Financial instruments  initial recognition and subsequent measurement
| | --- | ----------------------------------------------------------------------



| | (i) | Financial assets
| | --- | ----------------

Financial assets within the scope of IAS 39 Financial
Instruments: Recognition and Measurement are classified into one of the following categories upon initial recognition: (a) financial assets at fair value through profit or loss, (b) loans and receivables,
(c) heldtomaturity investments, (d) availableforsale financial assets.

Purchases or sales of financial
assets that require delivery of assets within a time frame established by regulation or convention in the market place (regular way trades) are recognized on the trade date, i.e., the date that the Company commits to purchase or sell the asset.

Subsequent measurement

For purposes of subsequent measurement financial assets are classified in four categories:



| |  |  | Financial assets at fair value through profit or loss
| | - |  | -----------------------------------------------------



| |  |  | Loans and receivables
| | - |  | ---------------------



| |  |  | Heldtomaturity investments
| | - |  | ----------------------------



| |  |  | Available for sale financial assets
| | - |  | -----------------------------------

Financial assets at fair value through profit or loss

Financial assets at fair value through profit or loss include financial assets held for trading and financial assets designated upon
initial recognition at fair value through profit or loss. Financial assets are classified as held for trading if they are acquired for the purpose of selling or repurchasing in the near term. This category includes derivative financial instruments
entered into by the Company that are not designated as hedging instruments in hedge relationships as defined by IAS 39. Derivatives, including those designated as hedging instruments in hedge relationships are also classified as fair value through
profit or loss except for the effective portion of cash flow hedges, which is recognized in OCI and later reclassified to profit or loss when the hedge item affects profit or loss. Financial assets at fair value through profit or loss are measured
at fair value and changes therein, which take place into account any dividend income, are recognized in the Consolidated Statement of Comprehensive Income as financial income or financial costs.

The Company does not hold or issue derivative instruments for trading purposes, however, certain derivative contracts are not designated as
hedges for accounting purposes. Such derivative instruments are designated as financial instruments at fair value through profit or loss.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Loans and receivables

Loans and receivables are nonderivative financial assets with fixed or determinable payments that are not quoted in an active market.
Such assets are recognized initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition receivables are measured at amortized cost using the effective interest rate method, less a provision for
impairment, if any.

Loans and receivables comprise cash and cash equivalents, deposits and trade and other receivables.

Heldtomaturity financial assets

If the Company has the positive intent and ability to hold debt securities to maturity, then such financial assets are classified as
heldtomaturity. Heldtomaturity financial assets are recognized initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, heldtomaturity financial assets are
measured at amortized cost using the effective interest method, less any impairment losses.

Availableforsale financial
assets

Availableforsale financial assets are nonderivative financial assets that are designated as
availableforsale and that are not classified in any of the previous categories. The Companys investments in equity securities and certain debt securities are classified as availableforsale financial assets. Subsequent
to initial recognition, such assets are measured at fair value and changes therein, other than impairment losses, are recognized in other comprehensive income and included within equity. When an investment is derecognized, the cumulative gain or
loss in other comprehensive income is transferred to the Consolidated Statement of Comprehensive Income.



| | (ii) | Impairment of financial assets
| | ---- | ------------------------------

Financial assets carried at amortized cost

For financial assets carried at amortized cost, the Company first assesses whether objective evidence of impairment exists either individually
for financial assets that are individually significant, or collectively for financial assets that are not individually significant. If the Company determines that no objective evidence of impairment exists for an individually assessed financial
asset, the asset is grouped with other financial assets with similar credit risk characteristics and collectively assessed for impairment. Assets that are individually assessed for impairment are not included in a collective assessment of
impairment.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







If there is objective evidence that an impairment loss has been incurred, the amount of the
loss is measured as the difference between the assets carrying amount and the present value of estimated future cash flows (excluding future expected credit losses that have not yet been incurred). The present value of the estimated future
cash flows is discounted at the financial assets original effective interest rate. If a loan has a variable interest rate, the discount rate for measuring any impairment loss is the current effective interest rate (EIR).

The carrying amount of the asset is reduced through the use of an allowance account and the amount of the loss is recognized in the
Consolidated Statement of Comprehensive Income. Interest income continues to be accrued on the reduced carrying amount and is accrued using the rate of interest used to discount the future cash flows for purpose of measuring the impairment loss. The
interest income is recorded as part of financial income in the Consolidated Statement of Comprehensive Income.

If, in a subsequent year,
the amount of the estimated impairment loss decreases because of an event occurring after the impairment was recognized, the previously recognized impairment loss is reversed with the amount of the reversal recognized in the Consolidated Statement
of Comprehensive Income.

Availableforsale financial assets

Impairment losses on availableforsale financial assets are recognized by reclassifying the losses accumulated in the fair value
reserve in equity to profit or loss. The cumulative loss that is reclassified from equity to profit or loss is the difference between the acquisition cost, net of any principal repayment and amortization, and the current fair value, less any
impairment loss recognized previously. Changes in cumulative impairment losses attributable to application of the effective interest method are reflected as a component of interest income.

If, in a subsequent period, the fair value of an impaired availableforsale debt security increases and the increase can be related
objectively to an event occurring after the impairment loss was recognized, then the impairment loss is reversed, with the amount of the reversal recognized in the Consolidated Statement of Comprehensive Income. However, any subsequent recovery in
the fair value of an impaired availableforsale equity security is recognized in other comprehensive income.

Derecognition

A financial asset (or, where applicable a part of a financial asset or part of a group of similar financial assets) is derecognized
when:



| |  |  | The rights to receive cash flows from the asset have expired.
| | - |  | -------------------------------------------------------------



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| |  |  | The Company has transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full without material delay to a third party under a
passthrough arrangement; and either (a) the Company has transferred substantially all the risks and rewards of the asset, or (b) the Company has neither transferred nor retained substantially all the risks and rewards of
the asset, but has transferred control of the asset.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

When the Company has transferred its rights to receive cash flows from
an asset or has entered into a passthrough arrangement, and it has neither transferred nor retained substantially all of the risks and rewards of the asset nor transferred control of it, the asset is recognized to the extent of the
Companys continuing involvement in it.

In that case, an associated liability is also recognized. The transferred asset and the
associated liability are measured on a basis that reflects the rights and obligations which have been retained.

Continuing involvement
that takes the form of a guarantee over the transferred asset is measured at the lower of the original carrying amount of the asset and the maximum amount of consideration that the Company could be required to be repay.



| | (iii) | Financial liabilities
| | ----- | ---------------------

Financial liabilities within the scope of IAS 39 are measured at
amortized cost using the effective interest method, except for liabilities classified as financial liabilities at fair value through profit or loss, loan commitments, and financial guarantee contracts. The Company determines the classification of
its financial liabilities at initial recognition.

All financial liabilities are recognized initially at fair value including directly
attributable transaction costs.

The Companys financial liabilities include trade and other payables, bank overdrafts, loans and
borrowings, financial guarantee contracts, derivative financial instruments and finance lease obligations.

Subsequent measurement

Financial liabilities at fair value through profit or loss

Financial liabilities at fair value through profit or loss include financial liabilities held for trading and financial liabilities designated
upon initial recognition as at fair value through profit or loss. This category includes derivative financial instruments entered into by the Company that are not designated as hedging instruments in hedge relationships. Separated embedded
derivatives are also classified as held for trading unless they are designated as effective hedging instruments.

Gains or losses on
liabilities held for trading are recognized in the Consolidated Statement of Comprehensive Income.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Company has not designated any financial liabilities upon initial recognition as at fair
value through profit or loss.

Loans and borrowings carried at amortized cost

After initial recognition, interest bearing loans and borrowings are subsequently measured at amortized cost using the effective interest rate
method. Gains and losses are recognized in the Consolidated Statement of Comprehensive Income when the liabilities are derecognized as well as through the EIR amortization process.

Amortized cost is calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the
EIR. The EIR amortization is included in interest expense in the Consolidated Statement of Comprehensive Income.

Derecognition

A financial liability is derecognized when the obligation under the liability is discharged or cancelled or expires. When an existing
financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original
liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognized in the Consolidated Statement of Comprehensive Income.



| | (i) | Offsetting of financial assets and financial liabilities
| | --- | --------------------------------------------------------

Financial assets and
financial liabilities are offset and the net amount reported in the Consolidated Statement of Financial Position if, and only if, there is a currently enforceable legal right to offset the recognized amounts and there is an intention to settle on a
net basis, or to realize the assets and settle the liabilities simultaneously.



| | (ii) | Fair value of financial instruments
| | ---- | -----------------------------------

The fair value of financial instruments that are
traded in active markets at each reporting date is determined by reference to quoted market prices or dealer price quotations (bid price for long positions and ask price for short positions), without any deduction for transaction costs.

For financial instruments not traded in an active market, the fair value is determined using appropriate valuation techniques. Such techniques
may include using recent arms length market transactions; reference to the current fair value of another instrument that is substantially the same; a discounted cash flow analysis or other valuation models.

An analysis of fair values of financial instruments and further details as to how they are measured are provided in Note 29.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (m) | Derivative financial instruments and hedge accounting
| | --- | -----------------------------------------------------

The Company uses derivative
financial instruments such as forward currency contracts, interest rate contracts and forward commodity contracts to hedge its foreign currency risks, interest rate risks and commodity price risks, respectively. Such derivative financial instruments
are initially recognized at fair value on the date on which a derivative contract is entered into. Subsequent to initial recognition, derivatives are carried at fair value as financial assets when the fair value is positive and as financial
liabilities when the fair value is negative.

Commodity contracts that are entered into and continue to be held for the purpose of the
receipt or delivery of a nonfinancial item in accordance with the Companys expected purchase, sale or usage requirements are held at cost.

Any gains or losses arising from changes in the fair value of derivatives are taken directly into the Consolidated Statement of Comprehensive
Income, except for the effective portion of derivatives assigned as cash flow hedges, which is recognized in other comprehensive income.

Cash flow hedges

At the
inception of a hedge relationship, the Company formally designates and documents the hedge relationship to which the Company wishes to apply hedge accounting and the risk management objective and strategy for undertaking the hedge. The documentation
includes identification of the hedging instrument, the hedged item or transaction, the nature of the risk being hedged and how the entity will assess the effectiveness of changes in the hedging instruments fair value in offsetting the exposure
to changes in the hedged items cash flows attributable to the hedged risk. Such hedges are expected to be highly effective in achieving offsetting changes in cash flows and are assessed on an ongoing basis to determine that they actually have
been highly effective throughout the financial reporting periods for which they were designated.

Cash flow hedges which meet the strict
criteria for hedge accounting are accounted for as follows:

The effective portion of the gain or loss on the hedging instrument is
recognized directly as other comprehensive income in the equity, while any ineffective portion of cash flow hedge related to operating and financing activities is recognized immediately in the Consolidated Statement of Comprehensive Income.

Amounts recognized as other comprehensive income are transferred to the Consolidated Statement of Comprehensive Income when the hedged
transaction affects earnings, such as when the hedged financial income or financial expense is recognized or when a forecast sale occurs. Where the hedged item is the cost of a nonfinancial asset or nonfinancial liability, the amounts
recognized as other comprehensive income are transferred to the initial carrying amount of the nonfinancial asset or liability.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







If the forecast transaction or firm commitment is no longer expected to occur, the cumulative
gain or loss previously recognized in equity is transferred to the Consolidated Statement of Comprehensive Income. If the hedging instrument expires or is sold, terminated or exercised without replacement or rollover, or if its designation as a
hedge is revoked, any cumulative gain or loss previously recognized in other comprehensive income remains in other comprehensive income until the forecast transaction or firm commitment affects profit or loss.

The Company uses forward currency contracts and cross currency swaps as hedges of its exposure to foreign currency risk in forecasted
transactions and firm commitments, as well as forward commodity contracts for its exposure to volatility in the commodity prices. Refer to Note 27 for more details.

Current versus noncurrent classification

Derivative instruments that are not designated as effective hedging instruments are classified as current or noncurrent or separated into
a current and noncurrent portion based on an assessment of the facts and circumstances (i.e., the underlying contracted cash flows).

Where the Company will hold a derivative as an economic hedge (and does not apply hedge accounting) for a period beyond 12 months after the
reporting date, the derivative is classified as noncurrent (or separated into current and noncurrent portions) consistent with the classification of the underlying item.

Embedded derivatives are separated from the host contract and accounted for separately if the economic characteristics and risks of the host
contract and the embedded derivative are not closely related, a separate instrument with the same terms as the embedded derivative would meet the definition of a derivative, and the combined instrument is not measured at fair value through profit or
loss.

Derivative instruments that are designated as, and are effective hedging instruments, are classified consistently with the
classification of the underlying hedged item. The derivative instrument is separated into a current portion and a noncurrent portion only if a reliable allocation can be made.



| | (n) | Expendable spare parts and supplies
| | --- | -----------------------------------

Expendable spare parts relating to flight equipment
are measured at the lower of average cost and net realizable value. Net realizable value is the estimated base stock cost reduced by the allowance for obsolescence.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (o) | Impairment of nonfinancial assets
| | --- | ----------------------------------

The Company assesses in accordance with IAS 36
Impairment of Assets at each reporting date whether there is an indication that an asset may be impaired. If any indication exists, or when annual impairment testing for an asset is required, the Company estimates the assets
recoverable amount. An assets recoverable amount is the higher of an assets or cashgenerating units (CGU) fair value less costs to sell and its value in use and is determined for an individual asset, unless the
asset does not generate cash inflows that are largely independent of those from other assets or groups of assets. Where the carrying amount of an asset or CGU exceeds its recoverable amount, the asset is considered impaired and is written down to
its recoverable amount.

In assessing value in use, the estimated future cash flows are discounted to their present value using a
pretax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. In determining fair value less costs to sell, recent market transactions are taken into account, if available. If no
such transactions can be identified, an appropriate valuation model is used. These calculations are corroborated by valuation multiples, or other available fair value indicators.

Impairment losses of continuing operations, including impairment on inventories, are recognized in the Consolidated Statement of Comprehensive
Income in those expense categories consistent with the nature of the impaired asset, except for a property previously revalued where the revaluation was taken to other comprehensive income. In this case, the impairment is also recognized in other
comprehensive income up to the amount of any previous revaluation.

For assets excluding goodwill, an assessment is made at each reporting
date as to whether there is any indication that previously recognized impairment losses may no longer exist or may have decreased. If such indication exists, the Company estimates the assets or cashgenerating units recoverable
amount. A previously recognized impairment loss is reversed only if there has been a change in the assumptions used to determine the assets recoverable amount since the last impairment loss was recognized. The reversal is limited so that the
carrying amount of the asset does not exceed its recoverable amount, nor exceed the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognized for the asset in prior years. Such reversal is
recognized in the income statement unless the asset is carried at a revalued amount, in which case the reversal is treated as a revaluation increase.

The following criteria are also applied in assessing impairment of specific assets:

Goodwill is tested for impairment annually as of the year end and when circumstances indicate that the carrying value of the cash generating
unit to which it pertains may be impaired. Impairment is determined for goodwill by assessing the recoverable amount of each cashgenerating unit (or group of cashgenerating units) to which the goodwill relates. Where the recoverable
amount of the cash generating unit is less than their carrying amount, an impairment loss is recognized. Impairment losses relating to goodwill cannot be reversed in future periods.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Management has considered the impact of greater than forecasted variations in relevant
assumptions in assessing the CGUs recoverable amount. As a result of the analysis performed a reasonably possible change in key assumptions would not cause the CGUs carrying amount to exceed its recoverable amount.



| | (p) | Cash and cash equivalents
| | --- | -------------------------

Cash and cash equivalents in the Consolidated Statement of
Financial Position comprise cash at banks and on hand and shortterm deposits with original maturity of three months or less, which are subject to an insignificant risk of change in value.

For the purpose of the Consolidated Statement of Cash Flows, cash and cash equivalents consist of cash and shortterm deposits as defined
above, net of outstanding bank overdrafts, if any.



| | (q) | Maintenance deposits
| | --- | --------------------

Maintenance deposits correspond to deposits paid to lessors based
on cycles, flight hours, or fixed monthly amounts, depending on the specific nature of each provision. Rates used for the calculation and monthly amounts are specified in each lease agreement. The maintenance deposits paid to aircraft lessors are
recorded within Deposits and other assets when they are susceptible for recovery, to the extent that such amounts are expected to be used to fund future maintenance activities. Deposits that are not probable of being used to fund future
maintenance activities are expensed as incurred.

The maintenance deposits refer to payments made by the Company to leasing companies to be
used in future aircraft and engine maintenance work. Management performs regular reviews of the recovery of maintenance deposits and believes that the values reflected in the Consolidated Statement of Financial Position are recoverable. These
deposits are used to pay for maintenance performed, and might be reimbursed to the Company after the execution of a quialifying maintenance service or when the leases are completed, according to the conditions agreed in each contract. Certain lease
agreements establish that the existing deposits, in excess of maintenance costs are not refundable. Such excess occurs when the amounts used in future maintenance services are lower than the amounts deposited. Any excess amounts expected to be
retained by the lessor upon the lease contract termination date, which are not considered material, are recognized as additional aircraft lease expense. Payments related to maintenance that the Company does not expect to perform are recognized when
paid as additional rental expense. Some of the aircraft lease agreements do not require maintenance deposits.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (r) | Security deposits for aircraft and engines
| | --- | ------------------------------------------

The Company must pay security deposits for
certain aircraft and engine lease agreements. Reimbursable aircraft deposits are stated at cost.

Deposits that have fixed or determinable
payments that are not quoted in an active market are classified as loans and receivables. Such assets are measured at amortized cost using the effective interest method, less any impairment. Interest income is recognized by applying the
effective interest rate.

Deposits for guarantee and collateral for lease agreements

Deposits for guarantee and collateral are represented by amounts deposited with lessors, as required at the inception of the lease agreements.
The deposits are typically denominated in U.S. Dollars, do not bear interest and are reimbursable to the Company upon termination of the agreements.



| | (s) | Provisions
| | --- | ----------

A provision is recognized if, as a result of a past event, the Company has a
present legal or constructive obligation that can be estimated reliably, and it is more likely than not that an outflow of economic benefits will be required to settle the obligation in accordance with IAS 37 Provisions, Contingent Liabilities
and Contingent Assets.

Provisions are set up for all legal claims related to lawsuits for which it is probable that an outflow of
funds will be required to settle the legal claims obligation and a reasonable estimate can be made. The assessment of probability of loss includes assessing the available evidence, the hierarchy of laws, available case law, the most recent court
decision and their relevance in the legal system, as well as the assessment of legal counsel.

If the effect of the time value of money is
material, provisions are discounted using a current pretax rate that reflects, where appropriate, the risks specific to the liability. Where discounting is used, the increase in the provision due to the passage of time is recognized as a
financial cost.

For certain operating leases, the Company is contractually obligated to return aircraft in a defined condition. The
Company recognizes for restitution costs of the aircraft held under operating leases and accumulates them monthly during the term of the lease contract. Restitution costs are based on the net present value of the estimated average costs of returning
the aircraft and are recognized in the Consolidated Statement of Comprehensive Income in Maintenance and repairs.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (t) | Employee benefits
| | --- | -----------------

The Company sponsors defined benefit pension plans, which require
contributions to be made to separately administered funds. The Company has also agreed to provide certain additional postemployment benefits to senior employees in Colombia. These benefits are unfunded. The cost of providing benefits under the
defined benefit plans is determined separately for each plan using the projected unit credit cost method. Actuarial gains and losses for defined benefit plans are recognized in full in the period in which they occur in other comprehensive income.

The defined benefit asset or liability comprises the present value of the defined benefit obligation (using a discount rate based on
Colombian Government bonds), and less the fair value of plan assets out of which the obligations are to be settled. Plan assets are held by the Social Security Institute and private pension funds are not available to the creditors of the Company,
nor can they be paid directly to the Company. Fair value is based on market price information and in the case of quoted securities on the published bid price. The value of any defined benefit asset recognized is restricted and the present value of
any economic benefits available in the form of refunds from the plan or reductions in the future contributions to the plan.

Under IAS 19
(issued in June 2011 and amended in November 2013), the Company determines the net interest expense (income) on the net defined benefit liability (asset) for the period by applying the discount rate used to measure the defined benefit obligation at
the beginning of the annual period to the net defined benefit liability (asset) at the beginning of the annual period. It takes into account any changes in the net defined benefit liability (asset) during the period as a result of contributions and
benefit payments. The net interest on the net defined benefit liability (asset) comprises:



| |  |  | Interest income on plan assets.
| | - |  | -------------------------------



| |  |  | Interest cost on the defined benefit obligation; and
| | - |  | ----------------------------------------------------



| |  |  | Interest on the effect of the asset ceiling
| | - |  | -------------------------------------------

Additionally the Company offers the following
employee benefits:



| | (i) | Defined contribution plans
| | --- | --------------------------

Obligations for contributions to defined contribution
pension plans are recognized as an expense in the Consolidated Statement of Comprehensive Income when they are due.



| | (ii) | Termination benefits
| | ---- | --------------------

Termination benefits are recognized as an expense at the earlier
of when the entity can no longer withdraw the offer of the termination benefit and when the entity recognizes any related restructuring costs.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (u) | Share based payments
| | --- | --------------------

Since March 2012, the Company has operated a share based payments
plan (the Share Based Plan) whereby eligible participants receive cash payments if certain market and nonmarket vesting conditions are met. The Company accounts for the Share Based Plan as a cashsettled share based payment in
accordance with the provisions of IFRS 2 Sharebased payments, whereby the Company accrues a liability at the end of each reporting period based on the estimated fair value of the awards expected to be redeemed, as determined using
the TurnbullWakeman pricing model.



| | (v) | Prepaid expenses
| | --- | ----------------



| | (i) | Prepaid commissions
| | --- | -------------------

Commissions paid for tickets sold are recorded as prepaid expenses
and expensed when the tickets are used.



| | (ii) | Prepaid rent
| | ---- | ------------

Prepaid rent for aircraft corresponds to prepaid contractual amounts that
will be applied to future lease payments over a term of less than one year.



| | (w) | Interest income and interest expense
| | --- | ------------------------------------

Interest income comprises interest income on funds
invested (including availableforsale financial assets), changes in the fair value of financial assets at fair value through the Consolidated Statement of Comprehensive Income and gains on interest rate hedging instruments that are
recognized in the Consolidated Statement of Comprehensive Income. Interest income is recognized as accrued in the Consolidated Statement of Comprehensive Income, using the effective interest rate method.

Interest expense comprises interest expense on borrowings, unwinding of the discount on provisions, changes in the fair value of financial
assets at fair value through the Consolidated Statement of Comprehensive Income, and losses on interest rate hedging instruments that are recognized in the Consolidated Statement of Comprehensive Income. Borrowing costs that are not directly
attributable to the acquisition, construction or production of a qualifying asset are recognized in the Consolidated Statement of Comprehensive Income using the effective interest method.



| | (4) | New and amended standards and interpretations
| | --- | ---------------------------------------------

4.1 Amendments to IFRSs that are
mandatorily effective for the current year

We applied, for the first time certain standards and amendments, which are effective for
annual periods beginning on or after January 1, 2016. The nature and the impact of each new standard or amendment is described below:



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Annual Improvements 2012-2014 Cycle

These improvements are effective for annual periods beginning on or after January 1, 2016. They include:

IFRS 5 Non-current Assets Held for Sale and Discontinued Operations

Assets (or disposal groups) are generally disposed of either through sale or distribution to owners. The amendment clarifies that changing from
one of these disposal methods to the other would not be considered a new plan of disposal, rather it is a continuation of the original plan. There is, therefore, no interruption of the application of the requirements in IFRS 5. This amendment must
be applied prospectively.

IFRS 7 Financial Instruments: Disclosures

(i) Servicing contracts

The amendment clarifies that a servicing contract that includes a fee can constitute continuing involvement in a financial asset. An entity
must assess the nature of the fee and the arrangement against the guidance for continuing involvement in IFRS 7 in order to assess whether the disclosures are required. The assessment of which servicing contracts constitute continuing involvement
must be done retrospectively. However, the required disclosures would not need to be provided for any period beginning before the annual period in which the entity first applies the amendments.

(ii) Applicability of the amendments to IFRS 7 to condensed interim financial statements

The amendment clarifies that the offsetting disclosure requirements do not apply to Interim Condensed Consolidated Financial Statements, unless
such disclosures provide a significant update to the information reported in the most recent annual report. This amendment must be applied retrospectively.

IAS 19 Employee Benefits

The amendment clarifies that market depth of high quality corporate bonds is assessed based on the currency in which the obligation is
denominated, rather than the country where the obligation is located. When there is no deep market for high quality corporate bonds in that currency, government bond rates must be used. This amendment must be applied prospectively.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Amendments to IAS 1 Disclosure Initiative

The amendments to IAS 1 clarify, rather than significantly change, existing IAS 1 requirements. The amendments clarify:



| |  |  | The materiality requirements in IAS 1
| | - |  | -------------------------------------



| |  |  | That specific line items in the statement(s) of profit or loss and OCI and the statement of financial position may be disaggregated
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------



| |  |  | That entities have flexibility as to the order in which they present the notes to financial statements
| | - |  | ------------------------------------------------------------------------------------------------------



| |  |  | That the share of OCI of associates and joint ventures accounted for using the equity method must be presented in aggregate as a single line item, and classified between those items that will or will not be subsequently
reclassified to profit or loss
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Furthermore, the amendments clarify the requirements that apply when additional subtotals are
presented in the statement of financial position and the statement(s) of profit or loss and OCI. These amendments do not have any impact on the Group.

4.2 Standards issued but not yet effective

The group has not applied the following new and revised IFRSs that have been issued but are not yet effective:



IFRS 9

Financial Instruments (2)IFRS 15

Revenue from contracts with Customers (and the related clarifications) (2)IFRS 16

Leases (3)Amendments to IFRS 2-

Classification and Measurement of share based payment transactions (2)Amendments to IFRS 10 and IAS 28

Sale or contribution of Assets between an Investor and its associate or joint venture (4)Amendment to IAS 7

Disclosure Initiative (1)Amendments to IAS 12

Recognition of Deferred Tax Assets for Unrealized Losses (1)




|(1) | Effective for annual periods beginning on or after 1 January 2017, with earlier application permitted.
|--- | ------------------------------------------------------------------------------------------------------

|(2) | Effective for annual periods beginning on or after 1 January 2018, with earlier application permitted.
|--- | ------------------------------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|(3) | Effective for annual periods beginning on or after 1 January 2019, with earlier application permitted.
|--- | ------------------------------------------------------------------------------------------------------

|(4) | Effective for annual periods beginning on or after a date to be determined
|--- | --------------------------------------------------------------------------

IFRS 9
Financial Instruments

In July 2014, the IASB issued the final version of IFRS 9 Financial Instruments that replaces IAS 39
Financial Instruments: Recognition and Measurement and all previous versions of IFRS 9. IFRS 9 brings together all three aspects of the accounting for the financial instruments project: classification and measurement; impairment; and hedge
accounting. IFRS 9 is effective for annual periods beginning on or after 1 January 2018, with early application permitted. Except for hedge accounting, retrospective application is required, but providing comparative information is not
compulsory. For hedge accounting, the requirements are generally applied prospectively, with some limited exceptions.

The Group plans to
adopt the new standard on the required effective date. The Group expects no significant impact on its balance sheet and equity, nevertheless the Company is analyzing the impact of this standard.

IFRS 15 Revenue from contracts with customers

IFRS 15 Revenue from contracts with customers; in force for periods beginning on or after January 1, 2018. This standard establishes a new
five-step model that will be applied to revenue from customer contracts. Revenue is recognized at an amount that reflects the amount that an entity expects to receive as consideration for such goods or services and at the time the execution
obligations associated with those goods or services are satisfied.

AVH has launched a project to identify revenue flows across the Group and to analyze
them using the five-step model.

At this moment, the Group anticipates that the adoption of IFRS 15 will lead to the following major changes in revenue
accounting:



| |  |  | Changes in the gross or net presentation of revenue arising from the revision of the terms and conditions of certain transactions carried out by the operating companies, in the case in which they could be identified as
the principal or agent.
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | A change in the time at which certain auxiliary revenues are recognized, to coincide with the principal execution obligations associated with the services provided;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | Reclassification of some auxiliary revenues that are currently being presented as other revenues, to passenger revenues.
| | - |  | ------------------------------------------------------------------------------------------------------------------------

The Group should adopt this standard as of January 1, 2018 and is currently assessing whether it chooses to apply it fully retroactively
or applying the transition method to the cumulative effect of



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







the initial application. The Group is assessing the effects in the financial performance or financial position after the adoption of this standard.

IFRS 16 Leases

This standard requires that lessees recognize all leases in a similar way to finance leases under IAS 17 Leases. The standard includes two
exceptions to this recognition, leases of assets (1) low value (e.g. personal computers) and (2) short-term contracts (less than 12 months). The lessor recognizes from the beginning of the lease, the asset that represents the right to use
and the payments liability to be made. Meanwhile, the interest expense is recorded separately to depreciation.

Recognition requirements
for the lessor have no relevant changes compared to IAS 17.

Some key metrics could be affected: EBIT, debt covenants, financial and debt
indicators, as well as the presentation of cash flows, which would be presented as financing activities and not as operating activities.

Effective date for annual periods beginning on or after January 1, 2019 onwards, early application is permitted, but not before applying
IFRS 15 Revenue from contracts with customers. The Company is analyzing the impact of this standard and plans to adopt it on the required effective date.

IFRS 2 Classification and Measurement of Share-based Payment Transactions  Amendments to IFRS 2

The IASB issued amendments to IFRS 2 Share-based Payment that address three main areas: the effects of vesting conditions on the measurement of
a cash-settled share-based payment transaction; the classification of a share-based payment transaction with net settlement features for withholding tax obligations; and accounting where a modification to the terms and conditions of a share-based
payment transaction changes its classification from cash settled to equity settled.

On adoption, entities are required to apply the
amendments without restating prior periods, but retrospective application is permitted if elected for all three amendments and other criteria are met. The amendments are effective for annual periods beginning on or after 1 January 2018, with
early application permitted. The Group is assessing the potential effect of the amendments on its consolidated financial statements.

IAS 7 Disclosure Initiative  Amendments to IAS 7

The amendments to IAS 7 Statement of Cash Flows are part of the IASBs Disclosure Initiative and require an entity to provide disclosures
that enable users of financial statements to evaluate changes in liabilities arising from financing activities, including both changes arising from cash flows and non-cash changes. On initial application of
the amendment, entities are not required to provide comparative information for preceding periods. These amendments are effective for annual periods beginning on or after 1 January 2017, with early application permitted. Application of the
amendments will result in additional disclosures provided by the Group.

IAS 12 Recognition of Deferred Tax Assets for Unrealised
Losses  Amendments to IAS 12



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The amendments clarify that an entity needs to consider whether tax law restricts the sources
of taxable profits against which it may make deductions on the reversal of that deductible temporary difference. Furthermore, the amendments provide guidance on how an entity should determine future taxable profits and explain the circumstances in
which taxable profit may include the recovery of some assets for more than their carrying amount.

Entities are required to apply the
amendments retrospectively. However, on initial application of the amendments, the change in the opening equity of the earliest comparative period may be recognised in the opening retained earnings (or in another component of equity, as
appropriate), without allocating the change between opening retained earnings and other components of equity. Entities applying this relief must disclose that fact. These amendments are effective for annual periods beginning on or after
1 January 2017 with early application permitted. If an entity applies the amendments for an earlier period, it must disclose that fact. These amendments are not expected to have any impact on the Group.



| | (5) | Segment information
| | --- | -------------------

The Company reports information by segments as established in IFRS
8 Operating segments. For management purposes, the Company has two reportable segments, as follows:

Air transportation:
Corresponds to passenger and cargo operating revenues on scheduled flights and freight transport, respectively, including flights operated by other airlines under code-sharing agreements.

Loyalty: Corresponds to the coalition loyalty program, the frequent flyer program for the airline subsidiaries of Avianca Holdings S.A.

No operating segments have been aggregated to form the above reportable operating segments.

Starting July 31, 2015, the Board of Directors has monitored the operating results of the Companys business units separately for the
purpose of making decisions about resource allocation and performance assessment.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Companys revenues by business segment for the years ended December 31, 2016
are as follows:



|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|-------------------------------- |  | ------------------------------------ | --------- | - | ------- | - | ------- | ------------ |  | - | ------------ | - |  | - | --------- | -
|                                 |  | For the year ended December 31, 2016 |          
|                                 |  | Airtransportation                    |           |   | Loyalty |   |         | Eliminations |  |   | Consolidated |  
|Revenue (1)                      |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|External customers               |  | $                                    | 3,898,271 |   |         | $ | 240,067 |              |  | $ |             |   |  | $ | 4,138,338 |  
|Inter-segment                    |  |                                      | 89,071    |   |         |   | 3,834   |              |  |   | (92,905      | ) |  |   |          |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|Total revenue                    |  |                                      | 3,987,342 |   |         |   | 243,901 |              |  |   | (92,905      | ) |  |   | 4,138,338 |  
|                                 |  |                                      |           |  
|Cost of loyalty rewards          |  |                                      | 53,901    |   |         |   | 120,589 |              |  |   | (78,785      | ) |  |   | 95,705    |  
|Operating expenses               |  |                                      | 3,509,122 |   |         |   | 19,617  |              |  |   | (14,122      | ) |  |   | 3,514,617 |  
|Depreciation and amortization    |  |                                      | 269,534   |   |         |   | 12,789  |              |  |   | (12,777      | ) |  |   | 269,546   |  
|Interest expense                 |  |                                      | 172,381   |   |         |   | 249     |              |  |   |             |   |  |   | 172,630   |  
|Interest income                  |  |                                      | (13,960   | ) |         |   | 906     |              |  |   |             |   |  |   | (13,054   | )
|Derivative instruments           |  |                                      | (3,321    | ) |         |   |        |              |  |   |             |   |  |   | (3,321    | )
|Foreign exchange                 |  |                                      | 23,952    |   |         |   | (13     | )            |  |   |             |   |  |   | 23,939    |  
|Income tax expense               |  |                                      | 32,384    |   |         |   | 1,706   |              |  |   |             |   |  |   | 34,090    |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|Net (loss) profit for the Period |  | $                                    | (56,651   | ) |         | $ | 88,058  |              |  | $ | 12,779       |   |  | $ | 44,186    |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|                                 |  |                                      |           |  
|Total Assets                     |  | $                                    | 6,328,740 |   |         | $ | 227,382 |              |  | $ | (204,787     | ) |  | $ | 6,351,335 |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|Total Liabilities                |  | $                                    | 4,842,190 |   |         | $ | 203,542 |              |  | $ | (114,658     | ) |  | $ | 4,931,074 |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Companys revenues by business segment for the years ended December 31, 2015
are as follows:



|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|-------------------------------- |  | ------------------------------------ | --------- | - | ------- | - | ------- | ------------ |  | - | ------------ | - |  | - | --------- | -
|                                 |  | For the year ended December 31, 2015 |          
|                                 |  | Airtransportation                    |           |   | Loyalty |   |         | Eliminations |  |   | Consolidated |  
|Revenue (1)                      |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|External customers               |  | $                                    | 4,203,159 |   |         | $ | 158,182 |              |  | $ |             |   |  | $ | 4,361,341 |  
|Inter-segment                    |  |                                      | 161,006   |   |         |   | 41,894  |              |  |   | (202,900     | ) |  |   |          |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|Total revenue                    |  |                                      | 4,364,165 |   |         |   | 200,076 |              |  |   | (202,900     | ) |  |   | 4,361,341 |  
|                                 |  |                                      |           |  
|Cost of loyalty rewards          |  |                                      | 121,166   |   |         |   | 102,632 |              |  |   | (114,570     | ) |  |   | 109,228   |  
|Operating expenses               |  |                                      | 3,795,550 |   |         |   | 14,401  |              |  |   | (7,386       | ) |  |   | 3,802,565 |  
|Depreciation and, amortization   |  |                                      | 230,732   |   |         |   | 8,077   |              |  |   | (8,077       | ) |  |   | 230,732   |  
|Interest expense                 |  |                                      | 171,132   |   |         |   | 50      |              |  |   | (1,775       | ) |  |   | 169,407   |  
|Interest income                  |  |                                      | (18,918   | ) |         |   | (1,873  | )            |  |   | 1,775        |   |  |   | (19,016   | )
|Derivative instruments           |  |                                      | (626      | ) |         |   |        |              |  |   |             |   |  |   | (626      | )
|Foreign exchange                 |  |                                      | 177,518   |   |         |   | 11      |              |  |   |             |   |  |   | 177,529   |  
|Income tax expense               |  |                                      | 30,007    |   |         |   | 1,021   |              |  |   |             |   |  |   | 31,028    |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|Net (loss) profit for the Period |  | $                                    | (142,396  | ) |         | $ | 75,757  |              |  | $ | (72,867      | ) |  | $ | (139,506  | )
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|                                 |  |                                      |           |  
|Total Assets                     |  | $                                    | 6,357,961 |   |         | $ | 203,280 |              |  | $ | (199,296     | ) |  | $ | 6,361,945 |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  
|Total Liabilities                |  | $                                    | 4,904,681 |   |         | $ | 181,017 |              |  | $ | (96,388      | ) |  | $ | 4,989,310 |  
|                                 |  |                                      |           |   |         |   |         |              |  |   |              |   |  |   |           |  



|(1) | Loyalty revenue for miles redeemed is allocated to passenger revenue and, other loyalty revenue is recorded in other revenue.
|--- | -----------------------------------------------------------------------------------------------------------------------------

The results, assets and liabilities allocated to the loyalty segment reportable correspond to those attributable directly to the subsidiary
LifeMiles B.V., and exclude assets, liabilities, income and expenses of the loyalty program recognized by the Companys Subsidiaries.

Inter-segment revenues are eliminated upon consolidation and reflected in the Eliminations column.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Companys revenues by geographic area for the years ended December 31, 2016,
2015 and 2014 are as follows:



|                                  |  |                                 |           |  |      |   |           |      |  |   |           | 
|--------------------------------- |  | ------------------------------- | --------- |  | ---- | - | --------- | ---- |  | - | --------- | 
|                                  |  | For the year ended December 31, |          
|                                  |  | 2016                            |           |  | 2015 |   |           | 2014 | 
|North America                     |  | $                               | 539,365   |  |      | $ | 653,452   |      |  | $ | 673,824   | 
|Central America and the Caribbean |  |                                 | 442,841   |  |      |   | 592,947   |      |  |   | 528,683   | 
|Colombia                          |  |                                 | 1,831,218 |  |      |   | 1,840,597 |      |  |   | 2,129,000 | 
|South America (exColombia)       |  |                                 | 840,934   |  |      |   | 918,956   |      |  |   | 1,042,368 | 
|Other                             |  |                                 | 483,980   |  |      |   | 355,389   |      |  |   | 329,696   | 
|                                  |  |                                 |           |  |      |   |           |      |  |   |           | 
|Total operating revenue           |  | $                               | 4,138,338 |  |      | $ | 4,361,341 |      |  | $ | 4,703,571 | 
|                                  |  |                                 |           |  |      |   |           |      |  |   |           | 

The Company allocates revenues by geographic area based on the point of origin of the flight. Noncurrent
assets are composed primarily of aircraft and aeronautical equipment, which are used throughout different countries and are therefore not assignable to any particular geographic area.



| | (6) | Financial risk management
| | --- | -------------------------

The Company has exposure to different risks from its use of
financial instruments, namely credit risk, liquidity risk, and market risk.

This note presents information about the Companys
exposure to each of the above risks, the Companys objectives, policies and processes for measuring and managing risk, and the Companys management of capital. Further quantitative disclosures are included throughout these Consolidated
Financial Statements.



| | (a) | Risk management framework
| | --- | -------------------------

The Board of Directors has overall responsibility for the
establishment and oversight of the Companys risk management framework. The Board has established mechanisms for developing and monitoring the Companys risk management policies. The Companys risk management policies are established
to identify and analyze the risks faced by the Company, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions
and the Companys activities. The Company, through its training and management standards and procedures, aims to develop a disciplined and constructive control environment in which all employees understand their roles and obligations.



| | (b) | Credit risk
| | --- | -----------

Credit risk is the risk of financial loss to the Company if a customer or
counterparty to a financial instrument fails to meet its contractual obligations, and arises principally from the Companys receivables from customers and investment in securities. The Company is also exposed to credit risk from its financing
activities, including deposits with banks and financial institutions, and foreign exchange transactions.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Company minimizes counterparty credit risk in derivative instruments by entering into
transactions with counterparties with which the Company has signed International Swaps and Derivatives Association Master Agreements. Given their high credit ratings, management does not expect any counterparty to fail to meet its
contractual obligations.

The carrying amount of financial assets represents the maximum credit exposure. The maximum exposure to credit
risk at the end of the reporting period is as follows:



|                                                            |  |       |    |  |                  |   |         |                  |  |   |         | 
|----------------------------------------------------------- |  | ----- | -- |  | ---------------- | - | ------- | ---------------- |  | - | ------- | 
|                                                            |  | Notes |    |  | December 31,2016 |   |         | December 31,2015 | 
|                                                            |  |       |   
|Availableforsale securities                               |  |       | 6g |  |                  | $ | 76      |                  |  | $ | 793     | 
|Accounts receivable, net of provision for doubtful accounts |  |       | 8  |  |                  |   | 405,916 |                  |  |   | 339,333 | 
|Cash and cash equivalents                                   |  |       | 7  |  |                  |   | 375,753 |                  |  |   | 479,381 | 
|Current restricted cash                                     |  |       | 7  |  |                  |   | 5,371   |                  |  |   | 5,397   | 
|Noncurrent restricted cash                                 |  |       | 12 |  |                  |   |        |                  |  |   | 6,545   | 
|Fair value of derivative instrumentsassets                 |  |       | 12 |  |                  |   | 26,337  |                  |  |   | 972     | 
|                                                            |  |       |    |  |                  |   |         |                  |  |   |         | 
|Total                                                       |  |       |    |  |                  | $ | 813,453 |                  |  | $ | 832,421 | 
|                                                            |  |       |    |  |                  |   |         |                  |  |   |         | 



| | (c) | Receivables, net
| | --- | ----------------

The Companys exposure to credit risk is influenced by the
individual characteristics of each customer. The demographics of the Companys customer base, including the default risk of the industry and country in which customers operate, has less of an influence on credit risk.

Additionally, the Company is not exposed to significant concentrations of credit risk since most accounts receivable arise from sales of
airline tickets to individuals through travel agencies in various countries, including virtual agencies and other airlines. These receivables are short term in nature and are generally settled shortly after the sales are made through major credit
card companies.

Cargorelated receivables present a higher credit risk than passenger sales given the nature of processing payment
for these sales. The Company is continuing its implementation of measures to reduce this credit risk for example by reducing the payment terms and affiliating cargo agencies to the IATA Cargo Account Settlement Systems (CASS). CASS is
designed to simplify the billing and settling of accounts between airlines and freight forwarders. It operates through an advanced global webenabled ebilling solution.

There are no significant concentrations of credit risk at the Consolidated Statement of Financial Position date. The maximum exposure to credit
risk is represented by the carrying amount of each financial asset.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (d) | Liquidity risk
| | --- | --------------

Liquidity risk is the risk that the Company will not be able to meet its
financial obligations as they fall due. The Companys approach to managing liquidity risk is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed
conditions, without incurring unacceptable losses or risking damage to the Companys reputation.

The following are the contractual
maturities of nonderivative financial liabilities, including estimated interest payments. Amounts under the Years columns represent the contractual undiscounted cash flows of each liability.

As of December 31, 2016



|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 
|---------------------- |  | -------------- | --------- |  | --------------------- | - | --------- | --- |  | - | --------- |  |  | ----- | ------- |  | ---- | - | ------- | ------------------ |  | - | ------- |  |  | - | --------- | 
|                       |  | Years          |          
|                       |  | Carryingamount |           |  | Contractualcash flows |   |           | One |  |   | Two       |  |  | Three |         |  | Four |   |         | Five andthereafter | 
|                       |  |                |           |  |                       |   |          
|Shortterm borrowings  |  | $              | 62,302    |  |                       | $ | 63,244    |     |  | $ | 63,244    |  |  | $     |        |  |      | $ |        |                    |  | $ |        |  |  | $ |          | 
|Longterm Debt         |  |                | 2,574,306 |  |                       |   | 2,965,631 |     |  |   | 402,083   |  |  |       | 429,941 |  |      |   | 394,075 |                    |  |   | 370,139 |  |  |   | 1,369,393 | 
|Bonds                  |  |                | 637,627   |  |                       |   | 818,950   |     |  |   | 86,188    |  |  |       | 81,579  |  |      |   | 78,132  |                    |  |   | 573,051 |  |  |   |          | 
|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 
|Total debt             |  |                | 3,274,235 |  |                       |   | 3,847,825 |     |  |   | 551,515   |  |  |       | 511,520 |  |      |   | 472,207 |                    |  |   | 943,190 |  |  |   | 1,369,393 | 
|Accounts payable       |  |                | 495,840   |  |                       |   | 495,840   |     |  |   | 493,106   |  |  |       | 2,734   |  |      |   |        |                    |  |   |        |  |  |   |          | 
|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 
|Contractual maturities |  | $              | 3,770,075 |  |                       | $ | 4,343,665 |     |  | $ | 1,044,621 |  |  | $     | 514,254 |  |      | $ | 472,207 |                    |  | $ | 943,190 |  |  | $ | 1,369,393 | 
|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







As of December 31, 2015



|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 
|---------------------- |  | -------------- | --------- |  | --------------------- | - | --------- | --- |  | - | --------- |  |  | ----- | ------- |  | ---- | - | ------- | ------------------ |  | - | ------- |  |  | - | --------- | 
|                       |  | Years          |          
|                       |  | Carryingamount |           |  | Contractualcash flows |   |           | One |  |   | Two       |  |  | Three |         |  | Four |   |         | Five andthereafter | 
|                       |  |                |           |  |                       |   |          
|Shortterm borrowings  |  | $              | 89,368    |  |                       | $ | 90,721    |     |  | $ | 90,721    |  |  | $     |        |  |      | $ |        |                    |  | $ |        |  |  | $ |          | 
|Longterm Debt         |  |                | 2,725,390 |  |                       |   | 3,158,362 |     |  |   | 387,046   |  |  |       | 386,407 |  |      |   | 406,795 |                    |  |   | 374,325 |  |  |   | 1,603,789 | 
|Bonds                  |  |                | 658,236   |  |                       |   | 896,607   |     |  |   | 83,895    |  |  |       | 83,203  |  |      |   | 79,971  |                    |  |   | 76,479  |  |  |   | 573,059   | 
|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 
|Total debt             |  |                | 3,472,994 |  |                       |   | 4,145,690 |     |  |   | 561,662   |  |  |       | 469,610 |  |      |   | 486,766 |                    |  |   | 450,804 |  |  |   | 2,176,848 | 
|Accounts payable       |  |                | 484,191   |  |                       |   | 484,191   |     |  |   | 480,592   |  |  |       | 3,599   |  |      |   |        |                    |  |   |        |  |  |   |          | 
|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 
|Contractual maturities |  | $              | 3,957,185 |  |                       | $ | 4,629,881 |     |  | $ | 1,042,254 |  |  | $     | 473,209 |  |      | $ | 486,766 |                    |  | $ | 450,804 |  |  | $ | 2,176,848 | 
|                       |  |                |           |  |                       |   |           |     |  |   |           |  |  |       |         |  |      |   |         |                    |  |   |         |  |  |   |           | 

Sensitivity analysis

As of December 31, 2016 and 2015 an average increase of 1% in interest rates on longterm debt would be expected to decrease the
Companys income by $6,901 and $8,833 respectively.

Interest rates for interestbearing financial obligations are as follows:



|                                    |  |                              |       |   |       |   |           | 
|----------------------------------- |  | ---------------------------- | ----- | - | ----- | - | --------- | 
|                                    |  | December 31, 2016            |      
|                                    |  | Weightedaverageinterest rate |       |   | Total |  
|                                    |  |                             
|Shortterm borrowings               |  |                              | 4.20  | % |       | $ | 62,302    | 
|Longterm debt and financial leases |  |                              | 3.41  | % |       |   | 2,574,306 | 
|Bonds  Colombia                    |  |                              | 12.96 | % |       |   | 88,770    | 
|Bonds  Luxembourg                  |  |                              | 7.95  | % |       |   | 548,857   | 
|                                    |  |                              |       |   |       |   |           | 
|Total                               |  |                              |       |   |       | $ | 3,274,235 | 
|                                    |  |                              |       |   |       |   |           | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|                                    |  |                              |       |   |       |   |           | 
|----------------------------------- |  | ---------------------------- | ----- | - | ----- | - | --------- | 
|                                    |  | December 31, 2015            |      
|                                    |  | Weightedaverageinterest rate |       |   | Total |  
|                                    |  |                             
|Shortterm borrowings               |  |                              | 3.70  | % |       | $ | 89,368    | 
|Longterm debt and financial leases |  |                              | 3.23  | % |       |   | 2,725,390 | 
|Bonds  Colombia                    |  |                              | 12.30 | % |       |   | 109,760   | 
|Bonds  Luxembourg                  |  |                              | 7.95  | % |       |   | 548,476   | 
|                                    |  |                              |       |   |       |   |           | 
|Total                               |  |                              |       |   |       | $ | 3,472,994 | 
|                                    |  |                              |       |   |       |   |           | 



| | (e) | Market risk
| | --- | -----------

Market risk is the risk that changes in market prices, such as foreign
currency rates, interest rates and equity prices will affect the Companys income or value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposure within acceptable
parameters, while optimizing the return.

The Company enters into derivative contracts, and also incurs financial liabilities, in order to
manage market risk. The market risk associated with commodityprice and interestrate contracts is managed by establishing and monitoring parameters that limit the types and degree of market risk that may be undertaken.



| | (f) | Commodity risk
| | --- | --------------

The Company maintains a commoditypricerisk management
strategy that uses derivative instruments to minimize significant, unanticipated earnings fluctuations caused by commodityprice volatility. The operations of the Company require a significant volume of jet fuel purchases. Price fluctuations of
oil, which are directly related with price fluctuations of jet fuel, cause market values of jet fuel to differ from its cost and cause the actual purchase price of jet fuel to differ from the anticipated price.

All such transactions are carried out within the guidelines set by the Risk Management Committee.

The Company enters into derivative financial instruments using heating oil and jet fuel to reduce the exposure to jet fuel price risks. Such
financial instruments are deemed to be highly effective hedge because changes in their fair value are closely correlated with variations in jet fuel prices. The Company determines fair value of the contracts based on the notional future curves as
observed in the market; gain or loss of hedge instruments are recognized directly in net equity, through other comprehensive income (OCI), based on Hedge Accounting procedures.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Sensitivity analysis

A change in 1% in jet fuel prices would have increased/decreased profit or loss for the year by $7,851 (2015: $10,068). This calculation
assumes that the change occurred at the reporting date and had been applied to risk exposures existing at that date. This analysis assumes that all other variables remain constant and considers the effect of changes in jet fuel price and underlying
hedging contracts. The analysis is performed on the same basis for 2015.



| | (g) | Foreign currency risk
| | --- | ---------------------

The gain or loss in foreign currency is derived primarily from
the appreciation or depreciation of the Colombian Peso against the US Dollar, which is the Companys functional currency, and the changes in the foreign exchange mechanisms enacted by the Venezuelan government. For the years ended
December 31, 2016 and 2015, the Company recognized a net loss from currency exchanges of $(23,938) and $(177,529), respectively.

The
Company has liabilities denominated in Colombian Pesos, such as its pension plans and bonds issuance. For the year ended December 31, 2016, the Company recognized a net loss of $4,780, primarily as a result of the appreciation of the Colombian
Peso against the US Dollar of 4.7% when compared to the exchange rate as of December 31, 2015.

The Company has liabilities
denominated in Colombian Pesos, such as its pension plans and bonds issuance. For the year ended December 31, 2015, the Company recognized a net gain related to currency exchanges of its liabilities of $45,134, primarily as a result of the
depreciation of the Colombian Peso against the US Dollar of 31.6% when compared to the exchange rate as of December 31, 2014.

As
of December 31, 2016 given the lack of repatriations at the official exchange rates, the Company valued its cash balances held in Venezuela at the DICOM exchange rate of 673.8 VEF per 1.00 USD, which is the exchange rate available for the
Company at the reporting date. Accordingly, as of December 31, 2016 the carrying amount of cash balances held in Venezuela of $1,463 have been classified as follows: $1,260 as cash and cash equivalents, which is expected to be use over the next
three months as part of the normal operations in Venezuela and $203 as short-term restricted cash, which is expected to be used in the following 9 months.

As of December 31, 2015 given the lack of repatriations at the official exchange rates, the Company valued its cash balances held in
Venezuela at the SIMADI exchange rate of 198.7 VEF per 1.00 USD, which is the exchange rate available for the Company at the reporting date, resulting in a total loss of $236,732. Accordingly, as of December 31, 2015 the carrying amount of cash
balances held in Venezuela of $7,660 have been classified as follows: $417 as cash and cash equivalents, which is expected to be used over the next three months as part of the normal operations in Venezuela; $698 as short-term restricted cash, which
is expected to be used in the following 9 months; and, $6,545 as long-term restricted cash, which the Company expects to use after the next 12 months.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Company has
available-for-sale instruments in Venezuela denominated in US Dollars that are expected to be paid in Bolivares at the official exchange rate of 6.3 VEF per 1.00 USD.
Once the bonds are paid, the Company is expected to request conversion of these funds at the current official rate. As of December 31, 2016, a net loss of $1,325 has been recorded related with the exchange rate changes. In addition, as of
December 31, 2016 a net fair value gain of $608. As of December 31, 2016, the balance of the remaining available-for-sale securities amounts to $76, including
$43 of accrued interest, recorded within noncurrent assets. As of December 31, 2015, a net gain of $2,634 has been recorded related with the exchange rate changes and the maturity of available-for-sale instruments. In addition, as of December 31, 2015, a net fair value gain of $3,098. As of December 31, 2015, the balance of the remaining available-for-sale securities amounts to $793, including $43 of accrued interest, recorded within noncurrent assets.

During the years ended December 31, 2016 and 2015, the Company recorded total losses due to exchange rate changes in Venezuela of $5,321
and $233,987 respectively.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The summary quantitative data about the Companys exposure to currency risk as reported
to the management of the Company based on its risk management policy was as follows:



|                                                            |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|----------------------------------------------------------- |  | ----------------- | ---------- | - | -------------- | - | -------- | ------------------- |  | - | ---------------- | - |  | -------------- | ------- | - | ----- | - | ------- | ----- |  | - | -------- | - |  | - | ---------- | -
|                                                            |  | December 31, 2016 |           
|                                                            |  | USD               |            |   | ColombianPesos |   |          | VenezuelanBolivares |  |   | ArgentineanPesos |   |  | BrazilianReals |         |   | Other |   |         | Total | 
|Cash and cash equivalents                                   |  | $                 | 313,380    |   |                | $ | 18,220   |                     |  | $ | 1,463            |   |  | $              | 9,813   |   |       | $ | 7,364   |       |  | $ | 25,513   |   |  | $ | 375,753    |  
|Available-for-sale
securities                               |  |                   |           |   |                |   |         |                     |  |   | 76               |   |  |                |        |   |       |   |        |       |  |   |         |   |  |   | 76         |  
|Accounts receivable, net of provision for doubtful accounts |  |                   | 123,562    |   |                |   | 79,951   |                     |  |   | 515              |   |  |                | 10,162  |   |       |   | 35,093  |       |  |   | 156,633  |   |  |   | 405,916    |  
|Secured debt and bonds                                      |  |                   | (2,437,710 | ) |                |   | (88,769  | )                   |  |   |                 |   |  |                |        |   |       |   |        |       |  |   | (126,564 | ) |  |   | (2,653,043 | )
|Unsecured debt                                              |  |                   | (616,571   | ) |                |   | (4,621   | )                   |  |   |                 |   |  |                |        |   |       |   |        |       |  |   |         |   |  |   | (621,192   | )
|Accounts payable                                            |  |                   | (248,712   | ) |                |   | (164,497 | )                   |  |   | (1,756           | ) |  |                | (10,897 | ) |       |   | (14,337 | )     |  |   | (55,641  | ) |  |   | (495,840   | )
|                                                            |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|Net financial position exposure                             |  | $                 | (2,866,051 | ) |                | $ | (159,716 | )                   |  | $ | 298              |   |  | $              | 9,078   |   |       | $ | 28,120  |       |  | $ | (59      | ) |  | $ | (2,988,330 | )
|                                                            |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|                                                            |  |                   |            |   |                |   |         
|Sensitivity analysis                                        |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|Change of 1% in exchange rate                               |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|Effect on profit of the year                                |  |                   |            |   |                | $ | (1,597   | )                   |  | $ | 3                |   |  | $              | 91      |   |       | $ | 281     |       |  |   |          |   |  |   |            |  
|                                                            | 
|                                                            |  | December 31, 2015 |           
|                                                            |  | USD               |            |   | ColombianPesos |   |          | VenezuelanBolivares |  |   | ArgentineanPesos |   |  | BrazilianReals |         |   | Other |   |         | Total | 
|Cash and cash equivalents                                   |  | $                 | 385,843    |   |                | $ | 28,155   |                     |  | $ | 7,660            |   |  | $              | 16,023  |   |       | $ | 10,788  |       |  | $ | 30,912   |   |  | $ | 479,381    |  
|Available-for-sale
securities                               |  |                   |           |   |                |   |         |                     |  |   | 793              |   |  |                |        |   |       |   |        |       |  |   |         |   |  |   | 793        |  
|Accounts receivable, net of provision for doubtful accounts |  |                   | 174,109    |   |                |   | 99,138   |                     |  |   | 3,810            |   |  |                | 4,307   |   |       |   | 8,193   |       |  |   | 49,776   |   |  |   | 339,333    |  
|Secured debt and bonds                                      |  |                   | (2,464,261 | ) |                |   | (109,764 | )                   |  |   |                 |   |  |                |        |   |       |   |        |       |  |   | (18,925  | ) |  |   | (2,592,950 | )
|Unsecured debt                                              |  |                   | (876,828   | ) |                |   | (3,216   | )                   |  |   |                 |   |  |                |        |   |       |   |        |       |  |   |         |   |  |   | (880,044   | )
|Accounts payable                                            |  |                   | (230,772   | ) |                |   | (174,418 | )                   |  |   | (3,421           | ) |  |                | (4,166  | ) |       |   | (9,201  | )     |  |   | (62,213  | ) |  |   | (484,191   | )
|                                                            |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|Net financial position exposure                             |  | $                 | (3,011,909 | ) |                | $ | (160,105 | )                   |  | $ | 8,842            |   |  | $              | 16,164  |   |       | $ | 9,780   |       |  | $ | (450     | ) |  | $ | (3,137,678 | )
|                                                            |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|                                                            |  |                   |            |   |                |   |         
|Sensitivity analysis                                        |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|Change of 1% in exchange rate                               |  |                   |            |   |                |   |          |                     |  |   |                  |   |  |                |         |   |       |   |         |       |  |   |          |   |  |   |            |  
|Effect on profit of the year                                |  |                   |            |   |                | $ | (1,601   | )                   |  | $ | 88               |   |  | $              | 162     |   |       | $ | 98      |       |  |   |          |   |  |   |            |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Company manages its exposure to foreign currency risk through hedging selected balances
using forward exchange contracts and cross currency swaps.

Sensitivity analysis

The calculation assumes that the change occurred at the reporting date and had been applied to risk exposures existing at that date. This
analysis assumes that all other variables remain constant and considers the effect of changes in the exchange rate, which is the rate that could materially affect the Companys Consolidated Statement of Comprehensive Income.



| | (h) | Interest rate risk
| | --- | ------------------

The Company incurs interest rate risk mainly on financial
obligations with banks and aircraft lessors. Interest rate risk is managed through a mix of fixed and floating rates on loans and lease agreements, combined with interest rate swaps.

The Company assesses interest rate risk by monitoring and identifying changes in interest rate exposures that may adversely impact expected
future cash flows and by evaluating hedging opportunities. The Company maintains risk management control systems to monitor interest rate risk attributable to both the Companys outstanding or forecasted debt obligations.

At the reporting date the interest rate profile of the Companys interestbearing financial instruments is:



|                                    |  |                  |            |   |                  |   |            |  
|----------------------------------- |  | ---------------- | ---------- | - | ---------------- | - | ---------- | -
|Carrying amount  asset/(liability) |  | December 31,2016 |            |   | December 31,2015 |  
|                                    |  |                 
|Fixed rate instruments              |  |                  |            |   |                  |   |            |  
|Financial assets                    |  | $                | 261,603    |   |                  | $ | 54,180     |  
|Financial liabilities               |  |                  | (2,920,301 | ) |                  |   | (2,953,306 | )
|Interest rate swaps                 |  |                  | 269        |   |                  |   | (3,679     | )
|                                    |  |                  |            |   |                  |   |            |  
|Total                               |  | $                | (2,658,429 | ) |                  | $ | (2,902,805 | )
|                                    |  |                  |            |   |                  |   |            |  
|Floating rate instruments           |  |                  |            |   |                  |   |            |  
|Financial assets                    |  | $                | 46,433     |   |                  | $ | 546,329    |  
|Financial liabilities               |  |                  | (353,934   | ) |                  |   | (519,688   | )
|                                    |  |                  |            |   |                  |   |            |  
|Total                               |  | $                | (307,501   | ) |                  | $ | 26,641     |  
|                                    |  |                  |            |   |                  |   |            |  

The interest rate risk is originated mainly from long term aircraft lease payments. These long term loan
payments at floating interest rates expose the Company to cash flow risk. Interest rate risk is managed through a mix of fixed and floating rates on loans and lease agreements, combined with interest rate swaps and options.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







At December 31, 2016, the interest rates vary from 0.44% to 12.96% (December 31, 2015:
0.07% to 12.39% ) and the main floating rate instruments are linked to LIBOR plus a spread according to the terms of each contract.



| | (i) | Capital management
| | --- | ------------------

The Companys capital management policy is to maintain a sound
capital base in order to safeguard the Companys ability to continue as a going concern, and in doing so, face its current and longterm obligations, provide returns for its shareholders, and maintain an optimal capital structure to reduce
the cost of capital. The Company monitors capital on the basis of the debttocapital ratio. Debt is calculated as net debt, which consists of total borrowings (including current and noncurrent borrowings as shown in the Consolidated
Statement of Financial Position) less cash, cash equivalents and restricted cash. Total capital is calculated as the sum of total equity attributable to the Company as shown in the Consolidated Statement of Financial Position plus total net debt.

Following is a summary of the debttocapital ratio of the Company:



|                                                    |  |                  |           |   |                  |   |           |  
|--------------------------------------------------- |  | ---------------- | --------- | - | ---------------- | - | --------- | -
|                                                    |  | December 31,2016 |           |   | December 31,2015 |  
|                                                    |  |                 
|Debt                                                |  | $                | 3,274,235 |   |                  | $ | 3,472,994 |  
|Less: cash and cash equivalents and restricted cash |  |                  | (381,124  | ) |                  |   | (484,778  | )
|                                                    |  |                  |           |   |                  |   |           |  
|Total net debt                                      |  |                  | 2,893,111 |   |                  |   | 2,988,216 |  
|Total equity attributable to the Company            |  |                  | 1,400,509 |   |                  |   | 1,353,989 |  
|                                                    |  |                  |           |   |                  |   |           |  
|Total Capital                                       |  | $                | 4,293,620 |   |                  | $ | 4,342,205 |  
|                                                    |  |                  |           |   |                  |   |           |  
|                                                    |  |                 
|Net debttocapital ratio                           |  |                  | 67        | % |                  |   | 69        | %

There were no changes in the Companys approach to capital management during the year.



| | (7) | Cash and cash equivalents and restricted cash
| | --- | ---------------------------------------------

Cash and cash equivalents and restricted
cash as of December 31, 2016 and 2015 are as follows:



|                                              |  |                  |         |  |                  |   |         | 
|--------------------------------------------- |  | ---------------- | ------- |  | ---------------- | - | ------- | 
|                                              |  | December 31,2016 |         |  | December 31,2015 |  
|                                              |  |                 
|Cash on hand and bank deposits                |  | $                | 365,610 |  |                  | $ | 437,951 | 
|Demand and term deposits                      |  |                  | 10,143  |  |                  |   | 41,430  | 
|                                              |  |                  |         |  |                  |   |         | 
|Cash and cash equivalents                     |  |                  | 375,753 |  |                  |   | 479,381 | 
|Restricted cash                               |  |                  | 5,371   |  |                  |   | 5,397   | 
|                                              |  |                  |         |  |                  |   |         | 
|Cash and cash equivalents and restricted cash |  | $                | 381,124 |  |                  | $ | 484,778 | 
|                                              |  |                  |         |  |                  |   |         | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







As of December 31, 2016 and 2015 cash equivalents amounted to $10,143 and $41,430,
respectively. The use of the term deposits depends on the cash requirements of the Company. As of December 31, 2016, term deposits bear annual interest rates ranging between 6.66% and 11.97% for balances in Colombian pesos and between 0.20% and
6.50% for balances in US dollars. As of December 31, 2015, term deposits bear annual interest rates, between 4.08% and 6.01% for balances in Colombian pesos and between 1.22% and 2.00% for balances in US dollars.

As of December 31, 2016, the carrying amount of cash balances held in Venezuela of $1,260 and $203 have been classified as cash and cash
equivalents and restricted cash, respectively. As of December 31, 2015, cash balances held in Venezuela in the amount of $417 and $698 are classified within cash and cash equivalents, and restricted cash, respectively. (see note 6g).



| | (8) | Accounts receivables, net of provision for doubtful accounts
| | --- | ------------------------------------------------------------

Receivables as of
December 31, 2016 and 2015 are as follows:



|                                     |  |                  |         |   |                  |   |         |  
|------------------------------------ |  | ---------------- | ------- | - | ---------------- | - | ------- | -
|                                     |  | December 31,2016 |         |   | December 31,2015 |  
|                                     |  |                 
|Trade                                |  | $                | 206,229 |   |                  | $ | 187,836 |  
|Indirect tax credits (1)             |  |                  | 184,114 |   |                  |   | 136,775 |  
|Manufacturer credits                 |  |                  | 13,216  |   |                  |   | 10,393  |  
|Employee advances (2)                |  |                  | 5,138   |   |                  |   | 4,797   |  
|Other                                |  |                  | 10,475  |   |                  |   | 12,846  |  
|                                     |  |                  |         |   |                  |   |         |  
|                                     |  | $                | 419,172 |   |                  | $ | 352,647 |  
|Less provision for doubtful accounts |  |                  | (13,256 | ) |                  |   | (13,314 | )
|                                     |  |                  |         |   |                  |   |         |  
|Total                                |  | $                | 405,916 |   |                  | $ | 339,333 |  
|                                     |  |                  |         |   |                  |   |         |  
|                                     |  |                 
|Net current                          |  |                  | 313,868 |   |                  |   | 279,620 |  
|Net noncurrent                      |  |                  | 92,048  |   |                  |   | 59,713  |  
|                                     |  |                  |         |   |                  |   |         |  
|Total                                |  | $                | 405,916 |   |                  | $ | 339,333 |  
|                                     |  |                  |         |   |                  |   |         |  



|(1) | Corresponds mainly to: tax credit of income tax, VAT, withholding tax credits and advances of ICA, advances and prepayments income of CREE and advance payments of departure rates.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(2) | Employee advances mainly relate to per diem allowances provided to crew prior to traveling.
|--- | -------------------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Changes during the year in the allowance for doubtful accounts are as follows:



|                                |  |                  |        |   |                  |   |        |  
|------------------------------- |  | ---------------- | ------ | - | ---------------- | - | ------ | -
|                                |  | December 31,2016 |        |   | December 31,2015 |  
|                                |  |                 
|Balance at beginning of year    |  | $                | 13,314 |   |                  | $ | 13,322 |  
|Bad debt expense                |  |                  | 2,966  |   |                  |   | 7,281  |  
|Writeoff against the allowance |  |                  | (3,024 | ) |                  |   | (7,289 | )
|                                |  |                  |        |   |                  |   |        |  
|Balance at end of year          |  | $                | 13,256 |   |                  | $ | 13,314 |  
|                                |  |                  |        |   |                  |   |        |  

The aging of accounts receivables at the end of the reporting period that were not impaired is as follows:



|                                |  |                  |         |   |                  |   |         |  
|------------------------------- |  | ---------------- | ------- | - | ---------------- | - | ------- | -
|                                |  | December 31,2016 |         |   | December 31,2015 |  
|                                |  |                 
|Neither past due nor impaired   |  | $                | 184,007 |   |                  | $ | 300,858 |  
|Past due 130 days              |  |                  | 27,265  |   |                  |   | 28,962  |  
|Past due 3190 days             |  |                  | 30,066  |   |                  |   | 5,658   |  
|Past due 91 days                |  |                  | 177,834 |   |                  |   | 17,169  |  
|                                |  |                  |         |   |                  |   |         |  
|Total                           |  | $                | 419,172 |   |                  | $ | 352,647 |  
|Provision for doubtful accounts |  |                  | (13,256 | ) |                  |   | (13,314 | )
|                                |  |                  |         |   |                  |   |         |  
|Net accounts receivable         |  | $                | 405,916 |   |                  | $ | 339,333 |  
|                                |  |                  |         |   |                  |   |         |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (9) | Balances and transactions with related parties
| | --- | ----------------------------------------------

The following is a summary of related
party transactions for the years ended December 31, 2016, 2015 and 2014:



|                                                       |  |             |             |  |                   |   |        |                   |  |   |                   |  |  |             |        |  |             |   |        |          |  |   |          |  |  |          |       |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|------------------------------------------------------ |  | ----------- | ----------- |  | ----------------- | - | ------ | ----------------- |  | - | ----------------- |  |  | ----------- | ------ |  | ----------- | - | ------ | -------- |  | - | -------- |  |  | -------- | ----- |  | -------- | - | ------ |  |  | - | ------ |  |  | - | ------ |  |  | - | ------ | 
|Company                                                |  | Country     |             |  | December 31, 2016 |   |        | December 31, 2015 |  |   | December 31, 2014 | 
|                                                       |  | Receivables |             |  | Payables          |   |        | Revenues          |  |   | Expenses          |  |  | Receivables |        |  | Payables    |   |        | Revenues |  |   | Expenses |  |  | Revenues |       |  | Expenses |  
|SP SYN Participações S.A.                              |  |             | Brazil      |  |                   | $ | 12,993 |                   |  | $ |                  |  |  | $           | 796    |  |             | $ |       |          |  | $ | 13,000   |  |  | $        |      |  |          | $ | 1,205  |  |  | $ |       |  |  | $ | 1,226  |  |  | $ |       | 
|OceanAir Linhas Aéreas, S.A.                           |  |             | Brazil      |  |                   |   | 3,395  |                   |  |   | 2,623             |  |  |             | 22,164 |  |             |   | 19,656 |          |  |   | 8,290    |  |  |          | 4,197 |  |          |   | 26,183 |  |  |   | 9,546  |  |  |   | 25,027 |  |  |   | 2,843  | 
|Aerovias Beta Corp.                                    |  |             | Panama      |  |                   |   | 977    |                   |  |   |                  |  |  |             |       |  |             |   |       |          |  |   | 977      |  |  |          |      |  |          |   |       |  |  |   |       |  |  |   |        |  |  |   |        | 
|Aeromantenimiento, S.A.                                |  |             | El Salvador |  |                   |   | 56     |                   |  |   | 2,561             |  |  |             | 13     |  |             |   | 9,196  |          |  |   | 88       |  |  |          | 2,397 |  |          |   | 6      |  |  |   | 12,017 |  |  |   | 6      |  |  |   | 9,533  | 
|Transportadora del Meta S.A.S.                         |  |             | Colombia    |  |                   |   | 17     |                   |  |   | 1,039             |  |  |             | 2      |  |             |   | 5,040  |          |  |   | 67       |  |  |          | 810   |  |          |   | 1      |  |  |   | 11,398 |  |  |   |       |  |  |   | 8,841  | 
|Empresariales S.A.S.                                   |  |             | Colombia    |  |                   |   | 9      |                   |  |   | 1,104             |  |  |             | 4      |  |             |   | 10,036 |          |  |   | 10       |  |  |          | 68    |  |          |   | 6      |  |  |   | 10,414 |  |  |   | 6      |  |  |   | 11,589 | 
|Corp Hotelera Internac., S.A. Hotelera Los Pozos, S.A. |  |             | El Salvador |  |                   |   |       |                   |  |   | 93                |  |  |             |       |  |             |   | 505    |          |  |   |         |  |  |          | 104   |  |          |   |       |  |  |   | 236    |  |  |   |       |  |  |   | 502    | 
|Other                                                  |  |             |             |  |                   |   | 1,836  |                   |  |   | 1,652             |  |  |             | 917    |  |             |   | 2,979  |          |  |   | 641      |  |  |          | 1,873 |  |          |   | 6,208  |  |  |   | 3,052  |  |  |   | 128    |  |  |   | 1,608  | 
|                                                       |  |             |             |  |                   |   |        |                   |  |   |                   |  |  |             |        |  |             |   |        |          |  |   |          |  |  |          |       |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|Subtotal                                               |  |             |             |  |                   | $ | 19,283 |                   |  | $ | 9,072             |  |  | $           | 23,896 |  |             | $ | 47,412 |          |  | $ | 23,073   |  |  | $        | 9,449 |  |          | $ | 33,609 |  |  | $ | 46,663 |  |  | $ | 26,393 |  |  | $ | 34,916 | 
|                                                       |  |             |             |  |                   |   |        |                   |  |   |                   |  |  |             |        |  |             |   |        |          |  |   |          |  |  |          |       |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|                                                       |  |             |             |  |                   |   |        |                   |  |   |                  
|                                                       |  |             |             |  | Receivables       |   |        | Payables          |  |   |                   |  |  |             |        |  | Receivables |   |        | Payables |  |   |          |  |  |          |       |  |          |   |        |  | 
|Shortterm                                             |  |             |             |  |                   | $ | 19,283 |                   |  | $ | 9,072             |  |  |             |        |  |             |   |        |          |  | $ | 23,073   |  |  | $        | 9,449 |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|Longterm                                              |  |             |             |  |                   |   |       |                   |  |   |                  |  |  |             |        |  |             |   |        |          |  |   |         |  |  |          |      |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|                                                       |  |             |             |  |                   |   |        |                   |  |   |                   |  |  |             |        |  |             |   |        |          |  |   |          |  |  |          |       |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|Total balances with related parties                    |  |             |             |  |                   | $ | 19,283 |                   |  | $ | 9,072             |  |  |             |        |  |             |   |        |          |  | $ | 23,073   |  |  | $        | 9,449 |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 
|                                                       |  |             |             |  |                   |   |        |                   |  |   |                   |  |  |             |        |  |             |   |        |          |  |   |          |  |  |          |       |  |          |   |        |  |  |   |        |  |  |   |        |  |  |   |        | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The receivables balance with SP SYN Participações S.A. as of December 31,
2016 amounted to $12,993, consisting of $12,854 of principal and $139 of accrued interests. The debt bears an interest equal to 90 days LIBOR plus 550 basis points. The deadline for payment of the obligation, principal and accrued interest is on
October 31, 2017.

Receivable balances as of December 31, 2016 from OceanAir Linhas Aéreas, S.A., include an amount of
$546 past due which relates to payments from aircraft leases and other services.

The Company has not recognized any expense or provision
for doubtful accounts since it is expected that the balances will be recovered completely.

All related parties are companies controlled by
the same ultimate shareholder that controls Avianca Holdings S.A. The following is a description of the nature of services provided by and to related parties. These transactions include:



Related party

Nature of ServicesSP SYN Participações S.A.

Avianca, S.A. (Avianca) and SP SYN Participações S.A. (SP SYN) signed a novation of the receivables from OceanAir Linhas Aéreas, S.A. (OceanAir) whereby SP SYN would be the
new debtor.OceanAir Linhas Aéreas, S.A.

The Company provides to and receives from OceanAir logistic services, marketing and advertising, maintenance services, and training services. The Company has entered into a licensing agreement with OceanAir for the use of the
Avianca trademark in Brazil. Additionally, the Company leases aircraft to OceanAir (see Note 32). On November 4, 2014, Tampa Cargo S.A.S., entered into a Block Space Agreement with OceanAir Linhas Aéreas, S.A., acquiring priority rights
and a minimum guaranteed cargo capacity on certain flights of the carrier.




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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Related party

Nature of ServicesAerovias Beta Corp.

The accounts receivables balance relates to amount owed to Latin Airways Corp. arising from the Aerovias Beta Corp. spinoff, which gave rise to Latin Airways Corp.Aeromantenimiento, S.A.

Aircraft maintenance company which provides aircraft overhaul services to the Company.Transportadora del Meta S.A.S.

Provides road transportation services for cargo / courier deliveries to Avianca, S.A.Empresariales S.A.S.

Transportation services for Avianca, S.A.s employees.Corporación Hotelera Internacional S.A. Hotelera Los Pozos, S.A.

Accommodation services for crew and employees of the Company.


Key management personnel compensation expense

Key management personnel compensation expense recognized within Salaries, wages, and benefits in the Consolidated Statement of
Comprehensive Income for the years ended December 31, 2016, 2015 and 2014 amounted to $26,132, $28,506 and $31,365, respectively.



| | (10) | Expendable spare parts and supplies, net of provision for obsolescence
| | ---- | ----------------------------------------------------------------------

Expendable spare
parts and supplies as of December 31, 2016 and 2015 are as follows:



|                       |  |                  |        |  |                  |   |        | 
|---------------------- |  | ---------------- | ------ |  | ---------------- | - | ------ | 
|                       |  | December 31,2016 |        |  | December 31,2015 |  
|                       |  |                 
|Expendable spare parts |  | $                | 74,869 |  |                  | $ | 59,153 | 
|Supplies               |  |                  | 7,493  |  |                  |   | 9,615  | 
|                       |  |                  |        |  |                  |   |        | 
|Total                  |  | $                | 82,362 |  |                  | $ | 68,768 | 
|                       |  |                  |        |  |                  |   |        | 

For the years ended December 31, 2016, 2015 and 2014 expendable spare parts and supplies in the amount of
$59,579, $62,023 and $69,004, respectively, were recognized as maintenance expense.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (11) | Prepaid expenses
| | ---- | ----------------

These primarily relate to advance commission payments to travel
agencies for future services, prepayments for aircraft rentals and prepaid insurance. As of December 31, 2016 and 2015 prepaid balances are as follows:



|                                              |  |                  |        |  |                  |   |        | 
|--------------------------------------------- |  | ---------------- | ------ |  | ---------------- | - | ------ | 
|                                              |  | December 31,2016 |        |  | December 31,2015 |  
|                                              |  |                 
|Prepaid commissions                           |  | $                | 16,351 |  |                  | $ | 14,175 | 
|Advance payments on operating aircraft leases |  |                  | 10,313 |  |                  |   | 12,776 | 
|Premiums for insurance policies               |  |                  | 11,149 |  |                  |   | 1,414  | 
|Other (1)                                     |  |                  | 21,912 |  |                  |   | 17,343 | 
|                                              |  |                  |        |  |                  |   |        | 
|Total                                         |  | $                | 59,725 |  |                  | $ | 45,708 | 
|                                              |  |                  |        |  |                  |   |        | 



|(1) | Corresponds mainly to prepaid compensation.
|--- | -------------------------------------------



| | (12) | Deposits and other assets
| | ---- | -------------------------

Deposits and other assets as of December 31, 2016 and
2015 are as follows:



|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 
|------------------------------------ |  | ----- | ----- |  | ---------------- | - | ------- | ---------------- |  | - | ------- | 
|                                     |  | Notes |       |  | December 31,2016 |   |         | December 31,2015 | 
|                                     |  |       |      
|Short term:                          |  |       |       |  |                  |   |         |                  |  |   |         | 
|Deposits with lessors (1)            |  |       |       |  |                  | $ | 121,173 |                  |  | $ | 47,204  | 
|Short term investments (2)           |  |       |       |  |                  |   | 16,598  |                  |  |   | 68,927  | 
|Guarantee deposits (3)               |  |       |       |  |                  |   | 1,931   |                  |  |   | 12,346  | 
|Others (5)                           |  |       |       |  |                  |   | 1,547   |                  |  |   | 1,275   | 
|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 
|SubTotal                            |  |       |       |  |                  |   | 141,249 |                  |  |   | 129,752 | 
|Fair value of derivative instruments |  |       | 26,27 |  |                  |   | 18,875  |                  |  |   | 972     | 
|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 
|Total                                |  |       |       |  |                  | $ | 160,124 |                  |  | $ | 130,724 | 
|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 
|Long term:                           |  |       |       |  |                  |   |         |                  |  |   |         | 
|Deposits with lessors (1)            |  |       |       |  |                  | $ | 84,067  |                  |  | $ | 171,065 | 
|Long term investments restricted    |  |       |       |  |                  |   | 36,355  |                  |  |   | 16,734  | 
|Guarantee deposits (3)               |  |       |       |  |                  |   | 6,824   |                  |  |   | 6,518   | 
|Restricted cash (4)                  |  |       |       |  |                  |   |        |                  |  |   | 6,545   | 
|Others (5)                           |  |       |       |  |                  |   | 39,325  |                  |  |   | 45,624  | 
|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 
|SubTotal                            |  |       |       |  |                  |   | 166,571 |                  |  |   | 246,486 | 
|Fair value of derivative instruments |  |       | 26,27 |  |                  |   | 7,462   |                  |  |   |        | 
|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 
|Total                                |  |       |       |  |                  | $ | 174,033 |                  |  | $ | 246,486 | 
|                                     |  |       |       |  |                  |   |         |                  |  |   |         | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|(1) | Corresponds mainly to maintenance deposits in connection with leased aircraft. These deposits are applied to future maintenance event costs, and are calculated on the basis of a performance measure, such as flight hours
or cycles. They are specifically intended to guarantee maintenance events on leased aircraft.
|--- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Maintenance deposits paid do
not transfer the obligation to maintain aircraft or the costs associated with maintenance activities.

Maintenance deposits are
reimbursable to the Company upon completion of the maintenance event in an amount equal to the lesser of (a) the amount of the maintenance deposits held by the lessor associated with the specific maintenance event or (b) the qualifying
costs related to the specific maintenance event. During the 12 months ended December 31, 2016 the Company has paid lessors $17,695 (December 31, 2015: $5,902) in maintenance deposits, net of reimbursements.



|(2) | Short term classification corresponds to funds invested that will expire within one year. All treasury cash surpluses are invested as defined and outlined in the Company ́s Investment Policy. Otherwise, it will be
classified as long-term.
|--- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(3) | Corresponds mainly to amounts paid to suppliers in connections with leasehold of airport facilities, among other service agreements.
|--- | ------------------------------------------------------------------------------------------------------------------------------------

|(4) | Restricted cash corresponds to cash held in Venezuela, which is subject to future changes due to the economic instability in Venezuela, with the possibility of new limitations in the repatriation of funds by CADIVI or
even sanctions by the Venezuelan government to restrict the cash repatriation (see Note 6(g)).
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

|(5) | Others includes compensations for return conditions and other deferred charges.
|--- | -------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (13) | Property and equipment, net
| | ---- | ---------------------------

Flight equipment, property and other equipment as of
December 31, 2016 and 2015 is as follows:



|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|------------------------- |  | --------------- | --------- | - | ---------------------- | - | -------- | ------------------ |  | - | --------------------------- | - |  | ---------------------- | -------- | - | ----- | - | ------- | ----- |  | - | ------- | - |  | - | --------- | -
|                          |  | Flightequipment |           |   | Capitalizedmaintenance |   |          | Rotable spareparts |  |   | Aircraftpredeliverypayments |   |  | Administrativeproperty |          |   | Other |   |         | Total | 
|Gross:                    |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2014         |  | $               | 3,850,651 |   |                        | $ | 278,177  |                    |  | $ | 177,677                     |   |  | $                      | 264,471  |   |       | $ | 87,436  |       |  | $ | 248,462 |   |  | $ | 4,906,874 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|Additions                 |  |                 | 360,204   |   |                        |   | 128,174  |                    |  |   | 11,644                      |   |  |                        | 220,920  |   |       |   |        |       |  |   | 69,330  |   |  |   | 790,272   |  
|Revaluation               |  |                 |          |   |                        |   |         |                    |  |   |                            |   |  |                        |         |   |       |   | (6,156  | )     |  |   |        |   |  |   | (6,156    | )
|Disposals/Transfers       |  |                 | 127,968   |   |                        |   | (20,308  | )                  |  |   | (26,908                     | ) |  |                        | (205,709 | ) |       |   | (540    | )     |  |   | (17,594 | ) |  |   | (143,091  | )
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2015         |  | $               | 4,338,823 |   |                        | $ | 386,043  |                    |  | $ | 162,413                     |   |  | $                      | 279,682  |   |       | $ | 80,740  |       |  | $ | 300,198 |   |  | $ | 5,547,899 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|Additions                 |  | $               | 187,311   |   |                        | $ | 122,583  |                    |  | $ | 12,411                      |   |  | $                      | 78,523   |   |       | $ | 950     |       |  | $ | 47,152  |   |  | $ | 448,930   |  
|Revaluation               |  |                 |          |   |                        |   |         |                    |  |   |                            |   |  |                        |         |   |       |   | 8,971   |       |  |   |        |   |  |   | 8,971     |  
|Disposals/Transfers       |  |                 | (75,562   | ) |                        |   | (125,192 | )                  |  |   | 28,721                      |   |  |                        | (143,108 | ) |       |   | 68,116  |       |  |   | (72,478 | ) |  |   | (319,503  | )
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2016         |  | $               | 4,450,572 |   |                        | $ | 383,434  |                    |  | $ | 203,545                     |   |  | $                      | 215,097  |   |       | $ | 158,777 |       |  | $ | 274,872 |   |  | $ | 5,686,297 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|Accumulated depreciation: |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2014         |  | $               | 477,249   |   |                        | $ | 190,271  |                    |  | $ | 23,382                      |   |  | $                      |         |   |       | $ | 8,994   |       |  | $ | 78,927  |   |  | $ | 778,823   |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|Additions                 |  |                 | 119,924   |   |                        |   | 58,900   |                    |  |   | 7,093                       |   |  |                        |         |   |       |   | 1,675   |       |  |   | 23,980  |   |  |   | 211,572   |  
|Disposals/Transfers       |  |                 | (18,911   | ) |                        |   | (8,406   | )                  |  |   | (4,789                      | ) |  |                        |         |   |       |   |        |       |  |   | (9,736  | ) |  |   | (41,842   | )
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2015         |  | $               | 578,262   |   |                        | $ | 240,765  |                    |  | $ | 25,686                      |   |  | $                      |         |   |       | $ | 10,669  |       |  | $ | 93,171  |   |  | $ | 948,553   |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|Additions                 |  |                 | 142,059   |   |                        |   | 67,636   |                    |  |   | 9,631                       |   |  |                        |         |   |       |   | 1,938   |       |  |   | 25,995  |   |  |   | 247,259   |  
|Disposals/Transfers       |  |                 | (66,906   | ) |                        |   | (117,805 | )                  |  |   | 27,172                      |   |  |                        |         |   |       |   | (3,201  | )     |  |   | 1,296   |   |  |   | (159,444  | )
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2016         |  | $               | 653,415   |   |                        | $ | 190,596  |                    |  | $ | 62,489                      |   |  | $                      |         |   |       | $ | 9,406   |       |  | $ | 120,462 |   |  | $ | 1,036,368 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|Net balances:             |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2014         |  | $               | 3,373,402 |   |                        | $ | 87,906   |                    |  | $ | 154,295                     |   |  | $                      | 264,471  |   |       | $ | 78,442  |       |  | $ | 169,535 |   |  | $ | 4,128,051 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2015         |  | $               | 3,760,561 |   |                        | $ | 145,278  |                    |  | $ | 136,727                     |   |  | $                      | 279,682  |   |       | $ | 70,071  |       |  | $ | 207,027 |   |  | $ | 4,599,346 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  
|December 31, 2016         |  | $               | 3,797,157 |   |                        | $ | 192,838  |                    |  | $ | 141,056                     |   |  | $                      | 215,097  |   |       | $ | 149,371 |       |  | $ | 154,410 |   |  | $ | 4,649,929 |  
|                          |  |                 |           |   |                        |   |          |                    |  |   |                             |   |  |                        |          |   |       |   |         |       |  |   |         |   |  |   |           |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







During the twelve months ended December 31, 2016, the Company acquired three A319, two
Cessna, one B787 and one A300. Additionally, the Company paid prepaid payments (PDPs) and purchased rotable spare parts. During the twelve months ended December 31, 2016, the Company sold two A319, two
ATR-42 and three Fokker 100.

As of December 31, 2016 and 2015, the net carrying amount of
leased property and equipment under financial leases was $3,533,938 and $3,481,131 respectively, which have been pledged to secure longterm debt.

As of December 31, 2016 and 2015, the Company capitalized borrowing costs amounting to $20,840 at an average interest rate of 8.81% and
$19,549 at an average interest rate of 7.36%, respectively.

As of December 31, 2016, the Avianca Airport Hangar MRO José
María Córdova Project had been finished with a total cost of $42,081, consisting of hangars and aircraft component repair facilities as well as premises for aircraft taxi, parts and replacements warehouses, and training classrooms
built in adjacent areas to the José María Córdova International Airport. The building started its operation on August 31, 2016.

As of December 31, 2016, the Center of Operational Excellence Building (CEO) was built on a land of approximately 42,960.90 m2, which
belongs to Stage 1 of Buro 25, which is located in the town of Fontibón, in the direction Diag. 25g N. 95th - 85 near El Dorado International Airport. The closing cost as of December 31, 2016 was $39,339. This new facility serves as an
educational training center for pilots, flight attendants and technicians, as well as for the rest of employees from different administrative areas. The project, currently in operation, has an approximate area of 23,700 square meters, including 425
parking lots delivered in 2016 and 15 parking spaces that will be delivered on June 1, 2017, 60 classrooms, and six simulator positions.

As of December 31, 2016 a total amount of $9,614 has been recognized as property and equipment in the course of construction, which
corresponds to the purchase of a flight simulator to be used in the new Center of Operational Excellence Building (CEO) built in Bogotá. The project has an estimated cost of $9,643 including installation, duties and taxes. The installation
date is estimated to be at the first half of 2017.

Administrative property

The Company uses the revaluation model to measure its land and buildings which are composed of administrative properties. Management determined
that this constitutes one class of asset under IAS 16, based on the nature, characteristics and risks of the property. The fair values of the properties were determined by using market comparable methods. This means that valuations performed by the
appraisals are based on active market prices, adjusted for difference in the nature, location or condition of the specific property. The Company engaged accredited independent appraisals, to determine the fair value of its land and buildings. Land
and buildings were revaluated at December 31, 2016 and 2015.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







If land and buildings were measured using the cost model, the carrying amounts would be as
follows:



|                         |  |                  |         |   |                  |   |        |  
|------------------------ |  | ---------------- | ------- | - | ---------------- | - | ------ | -
|                         |  | December 31,2016 |         |   | December 31,2015 |  
|                         |  |                 
|Cost                     |  | $                | 107,854 |   |                  | $ | 68,515 |  
|Accumulated depreciation |  |                  | (6,150  | ) |                  |   | (4,727 | )
|                         |  |                  |         |   |                  |   |        |  
|Net carrying amount      |  | $                | 101,704 |   |                  | $ | 63,788 |  
|                         |  |                  |         |   |                  |   |        |  



| | (14) | Intangible assets
| | ---- | -----------------

Intangible assets as of December 31, 2016 and 2015 are follows:



|                        |  |                  |         |  |                  |   |         | 
|----------------------- |  | ---------------- | ------- |  | ---------------- | - | ------- | 
|                        |  | December 31,2016 |         |  | December 31,2015 |  
|                        |  |                 
|Routes                  |  | $                | 38,707  |  |                  | $ | 40,911  | 
|Trademarks              |  |                  | 3,938   |  |                  |   | 3,938   | 
|Software and webpages   |  |                  | 61,804  |  |                  |   | 59,480  | 
|Other intangible rights |  |                  | 435     |  |                  |   | 1,403   | 
|                        |  |                  |         |  |                  |   |         | 
|Subtotal                |  |                  | 104,884 |  |                  |   | 105,732 | 
|Goodwill                |  |                  | 308,034 |  |                  |   | 308,034 | 
|                        |  |                  |         |  |                  |   |         | 
|Total Intangible Assets |  | $                | 412,918 |  |                  | $ | 413,766 | 
|                        |  |                  |         |  |                  |   |         | 

In 2014 after the acquisition of the voting and economic rights in Aerounion, and due to the consolidation of
the cargo operations, the Company re-evaluated its CGU structure. As a result the Tampa and Aerounion CGUs that were previously evaluated separately were merged into a single CGU. Goodwill acquired through
business combinations and intangibles with indefinite lives has been allocated to three Cash Generating Units (CGU):



| |  |  | Aerolíneas Galápagos Aerogal, S.A. (Aerogal)
| | - |  | ----------------------------------------------



| |  |  | Grupo Taca Holdings Limited
| | - |  | ---------------------------



| |  |  | Tampa Cargo S.A.S.
| | - |  | ------------------

The carrying amount of goodwill and intangibles allocated to each of the
CGUs:



|           |  |         |        |  |                            |   |        |                   |  |   |         |  |  |      |         |  |      |   |        |  |  |   |        | 
|---------- |  | ------- | ------ |  | -------------------------- | - | ------ | ----------------- |  | - | ------- |  |  | ---- | ------- |  | ---- | - | ------ |  |  | - | ------ | 
|           |  | Aerogal |        |  | Grupo TacaHoldings Limited |   |        | Tampa CargoS.A.S. | 
|           |  | 2016    |        |  | 2015                       |   |        | 2016              |  |   | 2015    |  |  | 2016 |         |  | 2015 |  
|Goodwill   |  | $       | 32,979 |  |                            | $ | 32,979 |                   |  | $ | 234,779 |  |  | $    | 234,779 |  |      | $ | 40,276 |  |  | $ | 40,276 | 
|Routes     |  |         | 15,244 |  |                            |   | 17,448 |                   |  |   |        |  |  |      |        |  |      |   | 23,463 |  |  |   | 23,463 | 
|Trademarks |  |         |       |  |                            |   |       |                   |  |   |        |  |  |      |        |  |      |   | 3,938  |  |  |   | 3,938  | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Company performed its annual impairment test in December 2016 and 2015. The Company
considers the relationship between the value in use of the CGU and its book value, among other factors, when reviewing for indicators of impairment on the goodwill or any of its intangible assets. As of December 31, 2016 and 2015, the Company
did not identify potential impairment of goodwill or intangible assets.

Aerogal CGU

The recoverable amount of Aerogal CGU, $257,623 as of December 31, 2016, has been determined based on a value in use calculation using
cash flow projections from financial budgets approved by senior management covering a fiveyear period. The projected cash flows have been updated to reflect the estimated demand for services and costs to operate. The pretax discount rate
applied to cash flow projections is 10.89% and cash flows beyond the fiveyear period are extrapolated using a 1.80% growth rate that is the same as the longterm average growth rate for Ecuador, where the Company has its base of
operation. It was concluded that no impairment charge is necessary as the value in use exceeds book value.

Grupo Taca Holdings Limited
CGU

The recoverable amount of Grupo Taca Holdings Limited CGU, $2,938,920 as of December 31, 2016, has been determined based on a
value in use calculation using cash flow projections from financial budgets approved by senior management covering a fiveyear period. The projected cash flows have been updated to reflect the estimated demand for services and costs to operate.
The pretax discount rate applied to cash flow projections is 9.95% and cash flows beyond the fiveyear period are extrapolated using a 2.60% growth rate that is the same as the longterm average growth rate for Latin America. It was
concluded that no impairment charge is necessary as the value in use exceeds book value.

Tampa Cargo S.A.S. CGU

The recoverable amount of Tampa Cargo S.A.S. CGU, $1,680,666 as of December 31, 2016, has been determined based on a value in use
calculation using cash flow projections from financial budgets approved by senior management covering a fiveyear period. The projected cash flows have been updated to reflect the estimated demand for services and costs to operate. The
pretax discount rate applied to cash flow projections is 9.96% and cash flows beyond the fiveyear period are extrapolated using a 3.50% growth rate that is the same as the longterm average growth rate for Latin America. It was
concluded that no impairment charge is necessary as the value in use exceeds book value.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Assumptions

The calculation of value in use for the CGUs is most sensitive to the following assumptions:



| |  |  | Jet fuel price per gallon
| | - |  | -------------------------



| |  |  | Discount rates
| | - |  | --------------



| |  |  | Revenue growth
| | - |  | --------------



| |  |  | CAPEX expenditure
| | - |  | -----------------



| |  |  | Growth rates used to extrapolate cash flows beyond the forecast period
| | - |  | ----------------------------------------------------------------------



| |  |  | Working capital
| | - |  | ---------------

Jet fuel price per gallon  Estimates are obtained from published data
relating to the specific commodity. Forecast figures are used if data is publicly available, otherwise past actual price movements are used as an indicator of future price movements.

Discount rates  Discount rates represent the current market assessment of the risks of the holding Company of each CGU, taking into
consideration the time value of money and individual risks of the underlying assets that have not been incorporated in the cash flow estimates. The discount rate calculation is based on the specific circumstances of the Company and is derived from
its weighted average cost of capital (WACC). The WACC takes into account both debt and equity. The beta factors are evaluated annually based on publicly available market data.

Revenue growth  Management evaluates its estimates on passenger growth or cargo growth. Management expects the Company to have a stable
growth over the forecast period.

CAPEX expenditure  Management estimates investment in CAPEX including aircraft, maintenance, and
sale of assets, among others to estimate debt free cash flows.

Growth rate estimates  Rates are based on published forecasts for the
regions or countries where the CGUs operate.

Working capital  Management evaluates the working capital needs of each CGU in
accordance with its needs for investments to continue operations.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The following is a rollforward of intangibles assets from December 31, 2016 and 2015:



|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|----------------------------------------------- |  | -------- | ------- | - | ------ | - | ------- | ----------- |  | - | ------------------ |  |  | ------ | ------- | - | ----- | - | ------ | - |  | - | ------- | -
|                                                |  | Goodwill |         |   | Routes |   |         | Trademarks |  |   | Software &Webpages |  |  | Others |         |   | Total |  
|Cost:                                           |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Balance at December 31, 2014                    |  | $        | 311,181 |   |        | $ | 52,481  |             |  | $ | 3,938              |  |  | $      | 82,605  |   |       | $ | 4,598  |   |  | $ | 454,803 |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Other Acquisitions/ Internally developed        |  |          |        |   |        |   |        |             |  |   |                   |  |  |        | 16,429  |   |       |   | 427    |   |  |   | 16,856  |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Balance at December 31, 2015                    |  |          | 311,181 |   |        |   | 52,481  |             |  |   | 3,938              |  |  |        | 99,034  |   |       |   | 5,025  |   |  |   | 471,659 |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Other Acquisitions/ Internally developed        |  |          |        |   |        |   |        |             |  |   |                   |  |  |        | 21,660  |   |       |   |       |   |  |   | 21,660  |  
|Disposals                                       |  |          |        |   |        |   |        |             |  |   |                   |  |  |        |        |   |       |   | (221   | ) |  |   | (221    | )
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Balance at December 31, 2016                    |  | $        | 311,181 |   |        | $ | 52,481  |             |  | $ | 3,938              |  |  | $      | 120,694 |   |       | $ | 4,804  |   |  | $ | 493,098 |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Accumulated Amortization and Impairment Losses: |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Balance at December 31, 2014                    |  | $        | (3,147  | ) |        | $ | (9,366  | )           |  | $ |                   |  |  | $      | (23,949 | ) |       | $ | (2,271 | ) |  | $ | (38,733 | )
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Amortization for the year                       |  |          |        |   |        |   | (2,204  | )           |  |   |                   |  |  |        | (15,605 | ) |       |   | (1,351 | ) |  |   | (19,160 | )
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Balance at December 31, 2015                    |  |          | (3,147  | ) |        |   | (11,570 | )           |  |   |                   |  |  |        | (39,554 | ) |       |   | (3,622 | ) |  |   | (57,893 | )
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Amortization for the year                       |  |          |        |   |        |   | (2,204  | )           |  |   |                   |  |  |        | (19,336 | ) |       |   | (747   | ) |  |   | (22,287 | )
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|Balance at December 31, 2016                    |  | $        | (3,147  | ) |        | $ | (13,774 | )           |  | $ |                   |  |  | $      | (58,890 | ) |       | $ | (4,369 | ) |  | $ | (80,180 | )
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|                                                |  |          |         |   |        |  
|Carrying Amounts:                               |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|At December 31, 2014                            |  | $        | 308,034 |   |        | $ | 43,115  |             |  | $ | 3,938              |  |  | $      | 58,656  |   |       | $ | 2,327  |   |  | $ | 416,070 |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|At December 31, 2015                            |  | $        | 308,034 |   |        | $ | 40,911  |             |  | $ | 3,938              |  |  | $      | 59,480  |   |       | $ | 1,403  |   |  | $ | 413,766 |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  
|At December 31, 2016                            |  | $        | 308,034 |   |        | $ | 38,707  |             |  | $ | 3,938              |  |  | $      | 61,804  |   |       | $ | 435    |   |  | $ | 412,918 |  
|                                                |  |          |         |   |        |   |         |             |  |   |                    |  |  |        |         |   |       |   |        |   |  |   |         |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (15) | Earnings per Share
| | ---- | ------------------

The calculation of basic (loss) earnings per share at
December 31, 2016, 2015 and 2014 is as follows:



|                                                        |  |                  |         |  |                  |   |          |                  |  |   |         | 
|------------------------------------------------------- |  | ---------------- | ------- |  | ---------------- | - | -------- | ---------------- |  | - | ------- | 
|                                                        |  | December 31,2016 |         |  | December 31,2015 |   |          | December 31,2014 | 
|Net profit (loss) attributable to holders of the parent |  | $                | 44,186  |  |                  | $ | (139,506 | )                |  | $ | 128,494 | 
|                                                        |  |                  |         |  |                  |   |          |                  |  |   |         | 
|                                                        |  |                  |        
|Weighted average number of shares                       |  |                  |         |  |                  |   |          |                  |  |   |         | 
|                                                        |  |                  |        
|(in thousands of shares)                                |  |                  |         |  |                  |   |          |                  |  |   |         | 
|Common stock                                            |  |                  | 660,800 |  |                  |   | 660,800  |                  |  |   | 665,383 | 
|Preferred stock                                         |  |                  | 336,187 |  |                  |   | 336,187  |                  |  |   | 331,604 | 
|                                                        |  |                  |        
|Earnings per share                                      |  |                  |         |  |                  |   |          |                  |  |   |         | 
|                                                        |  |                  |        
|Common stock                                            |  | $                | 0.04    |  |                  | $ | (0.14    | )                |  | $ | 0.13    | 
|Preferred stock                                         |  | $                | 0.04    |  |                  | $ | (0.14    | )                |  | $ | 0.13    | 

There are no dilutive shares as the Company has no convertible preferred shares, convertible debentures.



| | (16) | Longterm debt
| | ---- | --------------

Loans and borrowings, measured at amortized cost, as of
December 31, 2016 and 2015 are summarized as follows:



|                                                            |  |       |    |  |                  |   |           |                  |  |   |           | 
|----------------------------------------------------------- |  | ----- | -- |  | ---------------- | - | --------- | ---------------- |  | - | --------- | 
|                                                            |  | Notes |    |  | December 31,2016 |   |           | December 31,2015 | 
|                                                            |  |       |   
|Current:                                                    |  |       |    |  |                  |   |           |                  |  |   |           | 
|Shortterm borrowings and current portion of longterm debt |  |       |    |  |                  | $ | 377,149   |                  |  | $ | 387,828   | 
|Bonds                                                       |  |       |    |  |                  |   | 29,590    |                  |  |   | 25,056    | 
|                                                            |  |       |    |  |                  |   |           |                  |  |   |           | 
|                                                            |  |       | 29 |  |                  | $ | 406,739   |                  |  | $ | 412,884   | 
|                                                            |  |       |    |  |                  |   |           |                  |  |   |           | 
|Noncurrent:                                                |  |       |    |  |                  |   |           |                  |  |   |           | 
|Longterm debt                                              |  |       |    |  |                  | $ | 2,259,459 |                  |  | $ | 2,426,930 | 
|Bonds                                                       |  |       |    |  |                  |   | 608,037   |                  |  |   | 633,180   | 
|                                                            |  |       |    |  |                  |   |           |                  |  |   |           | 
|                                                            |  |       | 29 |  |                  | $ | 2,867,496 |                  |  | $ | 3,060,110 | 
|                                                            |  |       |    |  |                  |   |           |                  |  |   |           | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Terms and conditions of the Companys outstanding obligations for years ended
December 31, 2016 and 2015 are as follows:



|                      |  |            |      |  |                              |  |       |            |  |   |                |  |  |   |           | 
|--------------------- |  | ---------- | ---- |  | ---------------------------- |  | ----- | ---------- |  | - | -------------- |  |  | - | --------- | 
|                      |  |            |      |  | December 31, 2016            | 
|                      |  | Duethrough |      |  | Weightedaverageinterest rate |  |       | Face Value |  |   | CarryingAmount | 
|Shortterm borrowings |  |            | 2017 |  |                              |  | 4.20  | %          |  | $ | 64,060         |  |  | $ | 62,302    | 
|Longterm debt        |  |            | 2028 |  |                              |  | 3.41  | %          |  |   | 3,938,372      |  |  |   | 2,574,306 | 
|BondsColombia        |  |            | 2019 |  |                              |  | 12.96 | %          |  |   | 88,769         |  |  |   | 88,770    | 
|BondsLuxembourg      |  |            | 2020 |  |                              |  | 7.95  | %          |  |   | 550,000        |  |  |   | 548,857   | 
|                      |  |            |      |  |                              |  |       |            |  |   |                |  |  |   |           | 
|                      |  |            |      | 
|Total                 |  |            |      |  |                              |  |       |            |  | $ | 4,641,201      |  |  | $ | 3,274,235 | 
|                      |  |            |      |  |                              |  |       |            | 
|                      |  |           
|                      |  |            |      |  | December 31, 2015            | 
|                      |  | Duethrough |      |  | Weightedaverageinterest rate |  |       | Face Value |  |   | CarryingAmount | 
|Shortterm borrowings |  |            | 2016 |  |                              |  | 3.70  | %          |  | $ | 89,812         |  |  | $ | 89,368    | 
|Longterm debt        |  |            | 2027 |  |                              |  | 3.23  | %          |  |   | 3,937,097      |  |  |   | 2,725,390 | 
|BondsColombia        |  |            | 2019 |  |                              |  | 12.30 | %          |  |   | 134,943        |  |  |   | 109,760   | 
|BondsLuxembourg      |  |            | 2020 |  |                              |  | 7.95  | %          |  |   | 550,000        |  |  |   | 548,476   | 
|                      |  |            |      |  |                              |  |       |            |  |   |                |  |  |   |           | 
|Total                 |  |            |      |  |                              |  |       |            |  | $ | 4,711,852      |  |  | $ | 3,472,994 | 
|                      |  |            |      |  |                              |  |       |            | 

The majority of interests bearing borrowings are denominated in US dollars except for bonds and certain
financing liabilities for working capital which are denominated in Colombian Pesos, and some aircraft debts are denominated in Euros.

The
outstanding long term debt balance of the Company as of December 31, 2016 and 2015 were $2,218,509 and $2,332,326, respectively. These outstanding balances of long-term debt include borrowings from various financial institutions to finance
aircraft acquisitions. Most of these are loans guaranteed by Export Credit Agencies. Additionally, the Company had an outstanding balance of short-term borrowings and long-term debt with various financial institutions for working capital purposes
amounting to $418,100 and $482,432, respectively.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







During 2016, the Company obtained $154,049 through a private placement vehicle issuing
guaranteed notes and loans in order to finance the purchase of one B787 and two A319 aircraft, financed two CESSNA aircraft totalling $3,649 and issued in Euro a USD equivalent of $57,308 to refinance five
ATR-72 aircraft trought an ECA guaranteed bond take out loan. The Company also obtained $19,527 for general working capital purposes.

During 2015, the Company obtained loans amounting to $412,679 in order to finance the purchase of two A321, three A320, one A319, two B787, two
CESSNA and two ATR 72 aircraft. This includes $379,160 under a private placement vehicle distributed amongst the issuance of guaranteed notes and loans. The Company also obtained $304,112 for general working capital purposes.

On May 10, 2013, the Company issued $300,000 of Senior Notes in an offering exempt from registration under Rule 144A and Regulation S
under the U.S. Securities Act of 1933, as amended. The senior Notes are due in 2020 and bear interest at the rate of 8.375% per year, payable semi-annually in arrears on May 10 and November 10, beginning on November 10, 2013

On Apr 8, 2014, the Company completed a second issuance of $250,000 of Senior Notes in an offering exempt from registration under Rule 144A and
Regulation S under the U.S. Securities Act of 1933, as amended. The Senior Notes are due in 2020 and bear interest at the rate of 8.375% per year, payable semiannually in arrears on May 10 and November 10, beginning on May 10,
2014. The placement price for the second issuance was 104.50%.

As of December 31, 2016 and 2015 the subsidiaries Grupo Taca Holdings
Limited, and Avianca Leasing, LLC are jointly and severally liable under the Notes as coissuers on $550,000 in aggregate principal amount.

The Notes are fully and unconditionally guaranteed by three of our subsidiaries: Taca International Airlines S.A., Líneas Aéreas
Costarricenses, S.A., and Trans american Airlines S.A. Avianca Leasing LLCs obligations as a coissuer of the Notes will be unconditionally guaranteed by our subsidiary Aerovías del Continente Americano S.A.Avianca, in an
amount equal to $366,667. The Notes and guarantees are senior unsecured obligations of the coissuers and the guarantors, respectively, and rank equally in right of payments with all of their other respective present and future unsecured
obligations that are not expressly subordinated in right of payment to the Senior Notes or the guarantees.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The Company, Avianca Leasing, LLC and Grupo Taca Holdings, Limited as coissuers, listed
the Senior Notes on the Official List of the Luxembourg Stock Exchange and for trading on the Euro MTF market of the Luxembourg Stock Exchange. As of December 31, 2016 and 2015, the Senior Notes outstanding and the corresponding balances are as
follows:



|                                                                            |  |                  |     |  |                                  |  |         |                           |  |   |         |  |  |   |         | 
|--------------------------------------------------------------------------- |  | ---------------- | --- |  | -------------------------------- |  | ------- | ------------------------- |  | - | ------- |  |  | - | ------- | 
|                                                                            |  |                  |     |  |                                  |  |         | Balance as ofDecember 31, | 
|Issuing entities                                                            |  | Originalcurrency |     |  | Total placed inoriginal currency |  |         | 2016                      |  |   | 2015    | 
|Avianca Holdings S.A., Avianca Leasing, LLC and Grupo Taca Holdings Limited |  |                  | USD |  |                                  |  | 550,000 |                           |  | $ | 548,857 |  |  | $ | 548,476 | 
|                                                                            |  |                  |     |  |                                  |  |         |                           |  |   |         |  |  |   |         | 
|                                                                            |  |                  |     |  |                                  |  |         |                           |  | $ | 548,857 |  |  | $ | 548,476 | 
|                                                                            |  |                  |     |  |                                  |  |         |                           |  |   |         |  |  |   |         | 



|                     |  |                                                                                                                                                                                                                                                                                                                                                                          
|-------------------- |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Issuers:             |  | Avianca Holdings S.A., Avianca Leasing, LLC, and Grupo Taca Holdings Limited                                                                                                                                                                                                                                                                                             
|                     | 
|Guarantors:          |  | Líneas Aéreas Costarricenses, S.A., Trans American Airlines S.A., and Taca International Airlines, S.A. fully and unconditionally guarantee the total Notes. Aerovías del Continente Americano  Avianca, S.A.
unconditionally guarantee the obligations of Avianca Leasing, LLC under the Senior Notes in an amount equal to $375 million.                              
|                     | 
|Notes offered:       |  | $550,000 aggregate principal amount of 8.375% Senior Notes due 2020.                                                                                                                                                                                                                                                                                                     
|                     | 
|Initial Issue Price: |  | 98.706%                                                                                                                                                                                                                                                                                                                                                                  
|                     | 
|Initial Issue Date:  |  | May 10, 2013                                                                                                                                                                                                                                                                                                                                                             
|                     | 
|Issue Amount:        |  | $300 million                                                                                                                                                                                                                                                                                                                                                             
|                     | 
|Interest:            |  | The Senior Notes will bear interest at a fixed rate of 8.375% per year. The first issuance is payable semiannually in arrears on May 10 and November 10 of each year, commencing on November 10, 2013. Interest will
accrue from May 10, 2013. The second issuance is payable semiannually in arrears on May 10 and November 10 of each year, commencing on May 10, 2014.
|                     | 
|Second Issue Price:  |  | 104.50%                                                                                                                                                                                                                                                                                                                                                                  
|                     | 
|Second Issue Date:   |  | April 8, 2014                                                                                                                                                                                                                                                                                                                                                            
|                     | 
|Maturity Date:       |  | The Senior Notes will mature on May 10, 2020.                                                                                                                                                                                                                                                                                                                            



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







As of December 31, 2016 and 2015, bonds issued and the corresponding balances are as
follows:



|               |  |          |                      |                                   |         |              |                           |  |                      |  |  |              |        |  |  |  |         |  |  |   |         | 
|-------------- |  | -------- | -------------------- | --------------------------------- | ------- | ------------ | ------------------------- |  | -------------------- |  |  | ------------ | ------ |  |  |  | ------- |  |  | - | ------- | 
|Issuing entity |  | Issue    |                      | Totalplaced inoriginalcurrency(1) |         |              | Balance as ofDecember 31, | 
|               |  |          | 2016                 |                                   |         | 2015         |                          
|               |  |          | Originalcurrency (1) |                                   |         | In USDollars |                           |  | Originalcurrency (1) |  |  | In USDollars |       
|Avianca        |  | Series A |                      |                                   | 75,000  |              |                           |  |                     |  |  | $            |       |  |  |  |        |  |  | $ |        | 
|               |  |          |                      |                                   |         |             
|Avianca        |  | Series B |                      |                                   | 158,630 |              |                           |  |                     |  |  |              |       |  |  |  | 79,315  |  |  |   | 25,184  | 
|               |  |          |                      |                                   |         |             
|Avianca        |  | Series C |                      |                                   | 266,370 |              |                           |  | 266,370              |  |  |              | 88,770 |  |  |  | 266,370 |  |  |   | 84,576  | 
|               |  |          |                      |                                   |         |              |                           |  |                      |  |  |              |        |  |  |  |         |  |  |   |         | 
|Total          |  |          |                      |                                   |         |              |                           |  |                      |  |  | $            | 88,770 |  |  |  |         |  |  | $ | 109,760 | 
|               |  |          |                      |                                   |         |              |                           |  |                      |  |  |              |        |  |  |  |         |  |  |   |         | 



|(1) | Presentation of original currency in millions of Colombian pesos
|--- | ----------------------------------------------------------------

On August 25, 2009 a
bond issue was completed on the Colombian stock exchange, which is collateralized by Credibanco and Visa credit cards ticket sales in Colombia.

The specific conditions of the 2009 bond issue in Colombia are as follows:



|                               |  |                                                                                                                                                                                               
|------------------------------ |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Representative of bondholders: |  | Helm Trust, S.A.                                                                                                                                                                              
|                               | 
|Amount of issue:               |  | $500,000 million Colombian Pesos                                                                                                                                                              
|                               | 
|Managing agent:                |  | Fiduciaria Bogota, S.A.                                                                                                                                                                       
|                               | 
|Series:                        |  | Series A: Authorized issue $100,000 million Colombian Pesos
Series B: Authorized issue $200,000 million Colombian Pesos
Series C: Authorized issue $300,000 million Colombian Pesos           
|                               | 
|Coupon:                        |  | Series A: Indexed to Colombian consumer price index
Series B: Indexed to Colombian consumer price index Series C:
Indexed to Colombian consumer price index Interest is payable at quarterend
|                               | 
|Term:                          |  | Series A: 5 years Series B: 7 years
Series C: 10 years                                                                                                                                        
|                               | 
|Repayment of capital:          |  | Series A: At the end of 5 years Series B: 50%
after 6 years and 50% after 7 years Series C: 33% after 8 years, 33% after 9 years and 34% after 10 years                                       



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







As of December 31, 2016 and 2015, the Company had unsecured revolving lines of credit
with different financial institutions in the aggregate amounts of $84,422, and $146,817, respectively. As of December 31, 2016 and 2015, there were $22,840, and $65,967 unused credit line balances, respectively, under these facilities. These
revolving lines of credit are preapproved by the financial institutions and the Company may withdraw funds if it has working capital requirements.

Future payments on longterm debt for the years ended December 31, 2016 and 2015 are as follows:



|                  |  |       |         |  |     |   |         |       |  |   |         |  |  |                    |         |  |       |   |           |  |  |   |           | 
|----------------- |  | ----- | ------- |  | --- | - | ------- | ----- |  | - | ------- |  |  | ------------------ | ------- |  | ----- | - | --------- |  |  | - | --------- | 
|                  |  | Years |        
|                  |  | One   |         |  | Two |   |         | Three |  |   | Four    |  |  | Five andthereafter |         |  | Total |  
|December 31, 2016 |  | $     | 314,848 |  |     | $ | 354,709 |       |  | $ | 331,633 |  |  | $                  | 319,895 |  |       | $ | 1,253,221 |  |  | $ | 2,574,306 | 
|                  |  |       |         |  |     |   |         |       |  |   |         |  |  |                    |         |  |       |   |           |  |  |   |           | 
|December 31, 2015 |  | $     | 298,460 |  |     | $ | 307,629 |       |  | $ | 339,272 |  |  | $                  | 318,511 |  |       | $ | 1,461,518 |  |  | $ | 2,725,390 | 
|                  |  |       |         |  |     |   |         |       |  |   |         |  |  |                    |         |  |       |   |           |  |  |   |           | 

Future payments on bonds for the years ended December 31, 2016 and 2015 are as follows:



|                  |  |       |        |  |     |   |        |       |  |   |        |  |  |                    |         |  |       |   |         |  |  |   |         | 
|----------------- |  | ----- | ------ |  | --- | - | ------ | ----- |  | - | ------ |  |  | ------------------ | ------- |  | ----- | - | ------- |  |  | - | ------- | 
|                  |  | Years |       
|                  |  | One   |        |  | Two |   |        | Three |  |   | Four   |  |  | Five andthereafter |         |  | Total |  
|December 31, 2016 |  | $     | 29,590 |  |     | $ | 28,815 |       |  | $ | 29,202 |  |  | $                  | 550,020 |  |       | $ |        |  |  | $ | 637,627 | 
|                  |  |       |        |  |     |   |        |       |  |   |        |  |  |                    |         |  |       |   |         |  |  |   |         | 
|December 31, 2015 |  | $     | 25,056 |  |     | $ | 27,544 |       |  | $ | 27,804 |  |  | $                  | 27,804  |  |       | $ | 550,028 |  |  | $ | 658,236 | 
|                  |  |       |        |  |     |   |        |       |  |   |        |  |  |                    |         |  |       |   |         |  |  |   |         | 

During 2016 and 2015, the Company did not comply with certain debt covenants. However these breaches did not
accelerate the due date for the repayment of the debt. As of December 31, 2016, the Company obtained waivers adjusting its EBITDAR Coverage Ratio threshold to levels at which the covenants are met. The most significant commitments related to
financial ratios assumed by the Company and its subsidiaries are as follows:

Avianca Holdings S.A. and Subsidiaries

The consolidated financial statements of Avianca Holdings and Subsidiaries must comply with the following financial covenants:



| | (1) | EBITDAR Coverage Ratio: Should be not less than 1.50 to 1.00 and 0.70 to 1.00 for other obligations at the end of December 31, 2016.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------



| | (2) | Capitalization Ratio: Should not be greater than 0.86 to 1.00 at the end of each reporting period.
| | --- | --------------------------------------------------------------------------------------------------



| | (3) | Cash reserves held or controlled or otherwise available to the guarantor or its subsidiaries should be at least $350 million at all times and $50 million for other obligations at all times.
| | --- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Relevant Testing Date means the date on which the Avianca Holdings S.A. and Subsidiaries
audited financial statements prepared in accordance with IFRS are delivered to the Security Trustee, no later than 180 days of the end of the financial period.

As of December 31, 2016 the Company complied with the financial covenants applicable at each annual reporting date for Avianca Holdings
S.A. and Subsidiaries.



| | (17) | Accounts payable
| | ---- | ----------------

Accounts payable as of December 31, 2016 and 2015 are as follows:



|                                      |  |                  |         |  |                  |   |         | 
|------------------------------------- |  | ---------------- | ------- |  | ---------------- | - | ------- | 
|                                      |  | December 31,2016 |         |  | December 31,2015 |  
|                                      |  |                 
|Trade accounts payable                |  | $                | 319,858 |  |                  | $ | 340,043 | 
|Nonincome taxes collected in advance |  |                  | 104,165 |  |                  |   | 68,651  | 
|Payroll taxes (1)                     |  |                  | 53,210  |  |                  |   | 53,746  | 
|Other payables                        |  |                  | 15,873  |  |                  |   | 18,152  | 
|                                      |  |                  |         |  |                  |   |         | 
|Current                               |  | $                | 493,106 |  |                  | $ | 480,592 | 
|                                      |  |                  |         |  |                  |   |         | 
|                                      |  |                 
|Trade accounts payable                |  | $                | 8       |  |                  | $ |        | 
|Payroll taxes (1)                     |  |                  | 2,726   |  |                  |   | 3,599   | 
|                                      |  |                  |         |  |                  |   |         | 
|Noncurrent                           |  | $                | 2,734   |  |                  | $ | 3,599   | 
|                                      |  |                  |         |  |                  |   |         | 



|(1) | Represent payroll taxes and contributions based on salaries and compensation paid to employees of the Company in the various jurisdictions in which it operates.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (18) | Accrued expenses
| | ---- | ----------------

Accrued expenses as of December 31, 2016 and 2015 are as follows:



|                                     |  |                  |         |  |                  |   |         | 
|------------------------------------ |  | ---------------- | ------- |  | ---------------- | - | ------- | 
|                                     |  | December 31,2016 |         |  | December 31,2015 |  
|                                     |  |                 
|Operating expenses                   |  | $                | 84,981  |  |                  | $ | 75,950  | 
|Vacation and other employee accruals |  |                  | 20,625  |  |                  |   | 22,364  | 
|Other accrued expenses (1)           |  |                  | 33,191  |  |                  |   | 19,878  | 
|                                     |  |                  |         |  |                  |   |         | 
|Total                                |  | $                | 138,797 |  |                  | $ | 118,192 | 
|                                     |  |                  |         |  |                  |   |         | 



|(1) | Other accrued expenses include deferred leasing income, interest payable, provision severance payment and deferred interest income.
|--- | -----------------------------------------------------------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (19) | Provisions for return conditions
| | ---- | --------------------------------

For certain operating leases, the Company is
contractually obligated to return the aircraft in a predefined condition. The Company accrues for restitution costs related to aircraft held under operating leases at the time the asset does not meet the return conditions criteria and throughout the
remaining duration of the lease.

Provisions for return conditions as of December 31, 2016 and 2015 are as follows:



|              |  |                  |         |  |                  |   |         | 
|------------- |  | ---------------- | ------- |  | ---------------- | - | ------- | 
|              |  | December 31,2016 |         |  | December 31,2015 |  
|              |  |                 
|Current       |  | $                | 53,116  |  |                  | $ | 52,636  | 
|Non  current |  |                  | 120,822 |  |                  |   | 109,231 | 
|              |  |                  |         |  |                  |   |         | 
|Total         |  | $                | 173,938 |  |                  | $ | 161,867 | 
|              |  |                  |         |  |                  |   |         | 

Changes in provisions for return conditions as of December 31, 2016 and 2015 are as follows:



|                              |  |                  |         |   |                  |   |         |  
|----------------------------- |  | ---------------- | ------- | - | ---------------- | - | ------- | -
|                              |  | December 31,2016 |         |   | December 31,2015 |  
|                              |  |                 
|Balances at beginning of year |  | $                | 161,867 |   |                  | $ | 131,884 |  
|Provisions made               |  |                  | 28,354  |   |                  |   | 73,203  |  
|Provisions used               |  |                  | (16,283 | ) |                  |   | (43,220 | )
|                              |  |                  |         |   |                  |   |         |  
|Balances at end of year       |  | $                | 173,938 |   |                  | $ | 161,867 |  
|                              |  |                  |         |   |                  |   |         |  



| | (20) | Employee benefits
| | ---- | -----------------

The Company has a defined benefit plan which requires contributions
to be made to separately administered funds. The Company has also agreed to provide postemployment benefits to its retirees that consist primarily of medical benefit plans as well as certain other benefits, including scholarships, tickets,
seniority and retirement. These other benefits are unfunded.

Accounting for pensions and other postemployment benefits involves
estimating the benefit cost to be provided well into the future and attributing that cost over the time period in which each employee works for the Company. This requires the use of extensive estimates and assumptions about inflation, investment
returns, mortality rates, turnover rates, medical cost trends and discount rates, among other information. The Company has two distinct pension plans, one for pilots and the other for ground personnel. Both plans have been closed to new
participants, and therefore there are a fixed number of beneficiaries covered under these plans as of December 31, 2016 and 2015.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|                                 |  |                  |          |   |                  |   |          |  
|-------------------------------- |  | ---------------- | -------- | - | ---------------- | - | -------- | -
|                                 |  | December 31,2016 |          |   | December 31,2015 |  
|                                 |  |                 
|Fair value of plan assets        |  | $                | (165,740 | ) |                  | $ | (140,517 | )
|Present value of the obligation  |  |                  | 320,890  |   |                  |   | 301,113  |  
|                                 |  |                  |          |   |                  |   |          |  
|Total employee benefit liability |  | $                | 155,150  |   |                  | $ | 160,596  |  
|                                 |  |                  |          |   |                  |   |          |  

The following table summarizes the components of net benefit expense recognized in the Consolidated Statement
of Comprehensive Income and the funded status and amounts recognized in the Consolidated Statement of Financial Position for the respective plans:



|                                                                                                |  |                     |        |  |                |   |       | 
|----------------------------------------------------------------------------------------------- |  | ------------------- | ------ |  | -------------- | - | ----- | 
|Net benefit expense  year ended December 31, 2016
(recognized in Salaries, wages and benefits) |  | Defined benefitplan |        |  | Other benefits |  
|                                                                                                |  |                    
|Current service cost                                                                            |  | $                   | 566    |  |                | $ | 2,241 | 
|Interest cost on net benefit obligation                                                         |  |                     | 17,484 |  |                |   | 5,275 | 
|                                                                                                |  |                     |        |  |                |   |       | 
|Total employee benefit liability                                                                |  | $                   | 18,050 |  |                | $ | 7,516 | 
|                                                                                                |  |                     |        |  |                |   |       | 
|                                                                                                |  |                    
|Net benefit expense  year ended December 31, 2015
(recognized in Salaries, wages and benefits) |  | Defined benefitplan |        |  | Other benefits |  
|                                                                                                |  |                    
|Current service cost                                                                            |  | $                   | 1,564  |  |                | $ | 1,947 | 
|Interest cost on net benefit obligation                                                         |  |                     | 17,788 |  |                |   | 4,478 | 
|                                                                                                |  |                     |        |  |                |   |       | 
|Total employee benefit liability                                                                |  | $                   | 19,352 |  |                | $ | 6,425 | 
|                                                                                                |  |                     |        |  |                |   |       | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Changes in the present value of defined benefit obligation as of December 31, 2016 are
as follows:



|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|----------------------------------------------------------------- |  | ------------------------- | -------- | - | -------------- | - | ------- | ----- |  | - | -------- | -
|                                                                  |  | Defined benefitObligation |          |   | Other benefits |   |         | Total | 
|                                                                  |  |                           |         
|Benefit obligation as of December 31, 2015                        |  | $                         | 232,749  |   |                | $ | 68,364  |       |  | $ | 301,113  |  
|Period cost                                                       |  |                           | 18,050   |   |                |   | 7,516   |       |  |   | 25,566   |  
|Benefits paid by employer                                         |  |                           | (16,884  | ) |                |   | (2,546  | )     |  |   | (19,430  | )
|Actuarial (gains) losses recognized in other comprehensive income |  |                           | 17,918   |   |                |   | (20,301 | )     |  |   | (2,383   | )
|Exchange differences                                              |  |                           | 12,360   |   |                |   | 1,929   |       |  |   | 14,289   |  
|Others                                                            |  |                           | 1,735    |   |                |   |        |       |  |   | 1,735    |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|Benefit obligation as of December 31, 2016                        |  |                           | 265,928  |   |                |   | 54,962  |       |  |   | 320,890  |  
|Fair value of plan assets                                         |  |                           | (165,740 | ) |                |   |        |       |  |   | (165,740 | )
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|Total employee benefit liability                                  |  | $                         | 100,188  |   |                | $ | 54,962  |       |  | $ | 155,150  |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|                                                                  |  |                           |         
|Current                                                           |  | $                         | 35,272   |   |                | $ | 4,309   |       |  | $ | 39,581   |  
|Noncurrent                                                       |  |                           | 64,916   |   |                |   | 50,653  |       |  |   | 115,569  |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|Total                                                             |  | $                         | 100,188  |   |                | $ | 54,962  |       |  | $ | 155,150  |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  

Changes in the fair value of plan assets are as follows:



|                                                   |  |                     |         |  
|-------------------------------------------------- |  | ------------------- | ------- | -
|                                                   |  | Definedbenefit plan |        
|                                                   | 
|Fair value of assets at December 31, 2015          |  | $                   | 140,517 |  
|Interest income on plan assets                     |  |                     | 11,268  |  
|Return on plan assets greater/(less) than discount |  |                     | 2,657   |  
|Employer contributions                             |  |                     | 21,597  |  
|Benefits paid                                      |  |                     | (16,069 | )
|Investment expenses paid                           |  |                     | (946    | )
|Exchange differences                               |  |                     | 6,716   |  
|                                                   |  |                     |         |  
|Fair value of plan assets at December 31, 2016     |  | $                   | 165,740 |  
|                                                   |  |                     |         |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Changes in the present value of defined benefit obligation as of December 31, 2015 are
as follows:



|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|----------------------------------------------------------------- |  | ------------------------- | -------- | - | -------------- | - | ------- | ----- |  | - | -------- | -
|                                                                  |  | Defined benefitObligation |          |   | Other benefits |   |         | Total | 
|                                                                  |  |                           |         
|Benefit obligation as of December 31, 2014                        |  | $                         | 320,450  |   |                | $ | 77,823  |       |  | $ | 398,273  |  
|Period cost                                                       |  |                           | 19,352   |   |                |   | 6,425   |       |  |   | 25,777   |  
|Benefits paid by employer                                         |  |                           | (18,290  | ) |                |   | (3,737  | )     |  |   | (22,027  | )
|Actuarial (gains) losses recognized in other comprehensive income |  |                           | (9,830   | ) |                |   | 4,811   |       |  |   | (5,019   | )
|Exchange differences                                              |  |                           | (78,036  | ) |                |   | (16,958 | )     |  |   | (94,994  | )
|Others                                                            |  |                           | (897     | ) |                |   |        |       |  |   | (897     | )
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|Benefit obligation as of December 31, 2015                        |  |                           | 232,749  |   |                |   | 68,364  |       |  |   | 301,113  |  
|Fair value of plan assets                                         |  |                           | (140,517 | ) |                |   |        |       |  |   | (140,517 | )
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|Total employee benefit liability                                  |  | $                         | 92,232   |   |                | $ | 68,364  |       |  | $ | 160,596  |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|                                                                  |  |                           |         
|Current                                                           |  | $                         | 28,407   |   |                | $ | 4,469   |       |  | $ | 32,876   |  
|Noncurrent                                                       |  |                           | 63,825   |   |                |   | 63,895  |       |  |   | 127,720  |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  
|Total                                                             |  | $                         | 92,232   |   |                | $ | 68,364  |       |  | $ | 160,596  |  
|                                                                  |  |                           |          |   |                |   |         |       |  |   |          |  

Changes in the fair value of plan assets are as follows:



|                                               |  |                     |         |  
|---------------------------------------------- |  | ------------------- | ------- | -
|                                               |  | Definedbenefit plan |        
|                                               | 
|Fair value of assets at December 31, 2014      |  | $                   | 175,620 |  
|Interest income on plan assets                 |  |                     | 10,962  |  
|Employer contributions                         |  |                     | 19,919  |  
|Benefits paid                                  |  |                     | (16,032 | )
|Return on plan assets adjustment               |  |                     | (4,478  | )
|Exchange differences                           |  |                     | (45,474 | )
|                                               |  |                     |         |  
|Fair value of plan assets at December 31, 2015 |  | $                   | 140,517 |  
|                                               |  |                     |         |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







For the year ended December 31, 2016, 2015 and 2014, actuarial gains of $4,094, $541 and
$16,439, respectively were recognized in other comprehensive income.



|                                                         |  |                  |       |  |                  |   |        |                  |  |   |        | 
|-------------------------------------------------------- |  | ---------------- | ----- |  | ---------------- | - | ------ | ---------------- |  | - | ------ | 
|                                                         |  | December 31,2016 |       |  | December 31,2015 |   |        | December 31,2014 | 
|                                                         |  |                  |      
|Actuarial gains recognized in other comprehensive income |  | $                | 2,383 |  |                  | $ | 5,019  |                  |  | $ | 5,755  | 
|Return on plan assets adjustment                         |  |                  | 1,711 |  |                  |   | (4,478 | )                |  |   | 10,684 | 
|                                                         |  |                  |       |  |                  |   |        |                  |  |   |        | 
|Amount recognized in other comprehensive income          |  | $                | 4,094 |  |                  | $ | 541    |                  |  | $ | 16,439 | 
|                                                         |  |                  |       |  |                  |   |        |                  |  |   |        | 

The Company expects to contribute $39,581 to its defined benefit plan and other benefits in 2017.

Plan assets correspond to net funds transferred to Caxdac, which is responsible for the administration of the pilots pension plan. The
assets held by Caxdac are segregated into separate accounts corresponding to each contributing Company. Additionally the plan assets included a portion relating to pension plan of ground personnel.

The principal assumptions (inflationadjusted) that are used in determining pension and postemployment medical benefit obligations
for the Companys plans are shown below:



|                           |  |                  |      |   |                  |  |      |  
|-------------------------- |  | ---------------- | ---- | - | ---------------- |  | ---- | -
|                           |  | December 31,2016 |      |   | December 31,2015 | 
|Discount rate on all plans |  |                  | 7.50 | % |                  |  | 7.50 | %
|Price inflation            |  |                  | 3.00 | % |                  |  | 3.00 | %
|Future salary increase     |  |                  |      |   |                  |  |      |  
|Pilots                     |  |                  | 4.00 | % |                  |  | 3.75 | %
|Cabin crew                 |  |                  | 4.00 | % |                  |  | 3.50 | %
|Other employees            |  |                  | 4.00 | % |                  |  | 4.00 | %
|Future pension increase    |  |                  | 3.00 | % |                  |  | 3.00 | %
|Healthcare cost increase   |  |                  | 4.50 | % |                  |  | 4.00 | %
|Ticket cost increase       |  |                  | 3.00 | % |                  |  | 3.00 | %
|Education cost increase    |  |                  | 3.00 | % |                  |  | 3.00 | %



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The major categories of plan assets as a percentage of the fair value of the total plan
assets are as follows:



|                                   |  |                  |       |   |                  |  |       |  
|---------------------------------- |  | ---------------- | ----- | - | ---------------- |  | ----- | -
|                                   |  | December 31,2016 |       |   | December 31,2015 | 
|Equity securities                  |  |                  | 24.82 | % |                  |  | 45.00 | %
|Debt securities                    |  |                  | 15.95 | % |                  |  | 51.00 | %
|Domestic Corporate bonds           |  |                  | 28.31 | % |                  |  | 00.00 | %
|Foreign government/corporate bonds |  |                  | 18.54 | % |                  |  | 00.00 | %
|Other                              |  |                  | 12.37 | % |                  |  | 4.00  | %

Equity securities comprise investments in Colombian entities with a credit rating between AAA and BBB. The debt
securities include investments in bonds of the Colombian government, in banks and in Colombian public and private entities. Domestic corporate bonds include bonds issued by private companies and Foreign Government Corporate Bonds include Yankes
bonds and bonds issued by financial and private entities abroad.

Pension plans for ground personnel

In 2008, the Company entered into a commutation agreement with Compañía Aseguradora de Vida Colseguros S.A. (Insurance Company)
in connection with the pension liability of two of the Companys pension plans.

As of December 31, 2016 and 2015, there are 18
and 9 beneficiaries, respectively, which have not been commuted. Consequently, the Company estimates through an actuarial calculation the pension liability of these beneficiaries.

Pension plans for flight personnel

Due to local regulations for two of the Companys pension plans, the Company has to make contributions to a fund which is externally
administrated. The amount of the annual contribution is based on the following:



| |  |  | Basic contribution for the year: equal to the expected annual pension payments.
| | - |  | -------------------------------------------------------------------------------



| |  |  | Additional contribution for the year (if necessary): equal to the necessary amount to match the actuarial liability under local accounting rules and the plan assets as of year 2023 (determined with an actuarial
calculation).
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Sensitivity Analysis

The calculation of the defined benefit obligation is sensitive to the aforementioned assumptions. The following table summarizes how the impact
on the defined benefit obligation at the end of the reporting period would have increased (decreased) as a result of a change in the respective assumptions:



|                 |  |               |         |   |               |  |         |  
|---------------- |  | ------------- | ------- | - | ------------- |  | ------- | -
|                 |  | 0.5% increase |         |   | 0.5% decrease | 
|Discount rate    |  |               | (15,241 | ) |               |  | 16,630  |  
|Pension increase |  |               | 23,194  |   |               |  | (11,567 | )
|Mortality table  |  |               | 3,759   |   |               |  |        |  



| | (21) | Air traffic liability
| | ---- | ---------------------

Air traffic liability as of December 31, 2016 and 2015 is as
follows:



|                       |  |                  |         |  |                  |   |         | 
|---------------------- |  | ---------------- | ------- |  | ---------------- | - | ------- | 
|                       |  | December 31,2016 |         |  | December 31,2015 |  
|                       |  |                 
|Advance ticket sales   |  | $                | 447,430 |  |                  | $ | 363,026 | 
|Miles deferred revenue |  |                  | 73,760  |  |                  |   | 70,549  | 
|                       |  |                  |         |  |                  |   |         | 
|Current                |  | $                | 521,190 |  |                  | $ | 433,575 | 
|                       |  |                  |         |  |                  |   |         | 
|                       |  |                 
|Miles deferred revenue |  | $                | 98,088  |  |                  | $ | 93,519  | 
|                       |  |                  |         |  |                  |   |         | 
|Noncurrent            |  | $                | 98,088  |  |                  | $ | 93,519  | 
|                       |  |                  |         |  |                  |   |         | 



| | (22) | Other liabilities
| | ---- | -----------------

Other liabilities as of December 31, 2016 and 2015 are as
follows:



|                       |  |       |        |  |                  |   |        |                  |  |   |        | 
|---------------------- |  | ----- | ------ |  | ---------------- | - | ------ | ---------------- |  | - | ------ | 
|                       |  | Notes |        |  | December 31,2016 |   |        | December 31,2015 | 
|                       |  |       |       
|Derivative instruments |  |       | 26, 27 |  |                  | $ | 528    |                  |  | $ | 3,769  | 
|Deferred income (1)    |  |       |        |  |                  |   | 24,606 |                  |  |   | 22,030 | 
|Other                  |  |       |        |  |                  |   | 762    |                  |  |   | 2,267  | 
|                       |  |       |        |  |                  |   |        |                  |  |   |        | 
|Total                  |  |       |        |  |                  | $ | 25,896 |                  |  | $ | 28,066 | 
|                       |  |       |        |  |                  |   |        |                  |  |   |        | 
|                       |  |       |       
|Current                |  |       |        |  |                  | $ | 11,085 |                  |  | $ | 12,691 | 
|Noncurrent            |  |       |        |  |                  |   | 14,811 |                  |  |   | 15,375 | 
|                       |  |       |        |  |                  |   |        |                  |  |   |        | 
|Total                  |  |       |        |  |                  | $ | 25,896 |                  |  | $ | 28,066 | 
|                       |  |       |        |  |                  |   |        |                  |  |   |        | 



|(1) | Deferred income include prepayment for services and supplemental payment.
|--- | -------------------------------------------------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (23) | Share based payments
| | ---- | --------------------

The Company authorized the implementation of an incentive plan
(the Share Based Plan) on January 27, 2012 whereby eligible recipients, including directors, officers, certain employees, receive a special cash payout if certain redemption conditions are met.

The Share Based Plan participants have the option to redeem the vested portion of their respective rights for cash, with the payment being
equal to the difference between the trading share price of the preferred shares of Avianca Holdings S.A., as reported by the Colombian Stock Exchange during the 30 calendar days immediately preceding redemption, and COP$5,000.

18,026,158 awards were issued on March 15, 2012, and will vest in equal tranches over a 4 year period, with the first tranche vesting on
March 15, 2013, and subsequent tranches vesting on each subsequent anniversary date. Upon vesting, each tranche must be redeemed within 5 years and no later than March 2021.

On November 5, 2013, the Company listed its American Depositary Shares (ADS) in the New York Stock Exchange. As a consequence,
the terms of the Share Based Plan were modified as follows: Starting on the effective date of the sale of ADSs in the market, the value of each award, as long as the result is positive, will result from: i) calculating the difference between the
average quote of the ADSs representative of preferred shares of Avianca Holdings S.A., as reported by the New York Stock Exchange during the 30 calendar days immediately prior to each vesting date of the Share Based Plan and the price of $15, and
ii) dividing the latter calculation by eight, considering that each ADS represents eight preferred shares and applying the resulting amount by the exchange rate of COP$1,901.22 per $1, (the exchange rate as of November 5, 2013 or the effective
date of listing of the ADSs in the New York Stock Exchange). However, this modification does not affect Tranche 1.

Additionally, the
Company issued 2,000,000 new awards (New Awards) for the Board of Directors and C Levels on November 6, 2013. These New Awards vest in four equal tranches and expire five year after the vesting date. The value of each New Award is
determined in the same way as the modified terms of the Share Based Plan. On March 11, 2014, the Company revised the New Awards and reduced them to 1,840,000 units.

As of December 31, 2016, active beneficiaries have been awarded with 14,459,792 units out of 18,026,158 initially approved and issued, and
have redeemed 480,025 units, corresponding to the vesting periods March 15, 20122013 and March 15, 20132014. Total awards to be redeemed as of December 31, 2016 are equal to 13,979,767.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







A summary of the terms of the awards excluding the 1,840,000 New Awards is as follows:



|               |  |                   |    |   |                   |                                           
|-------------- |  | ----------------- | -- | - | ----------------- | ------------------------------------------
|Vesting dates  |  | Percentagevesting |    |   | Redemption period
|March 15, 2013 |  |                   | 25 | % |                   | From March 16, 2013 through March 15, 2018
|               |  |                  
|March 15, 2014 |  |                   | 25 | % |                   | From March 16, 2014 through March 15, 2019
|               |  |                  
|March 15, 2015 |  |                   | 25 | % |                   | From March 16, 2015 through March 15, 2020
|               |  |                  
|March 15, 2016 |  |                   | 25 | % |                   | From March 16, 2016 through March 15, 2021

A summary of the terms of the 1,840,000 New Awards is as follows:



|                 |  |                   |    |   |                   |                                               
|---------------- |  | ----------------- | -- | - | ----------------- | ----------------------------------------------
|Vesting dates    |  | Percentagevesting |    |   | Redemption period
|November 6, 2014 |  |                   | 25 | % |                   | From November 7, 2014 through November 6, 2019
|                 |  |                  
|November 6, 2015 |  |                   | 25 | % |                   | From November 7, 2015 through November 6, 2020
|                 |  |                  
|November 6, 2016 |  |                   | 25 | % |                   | From November 7, 2016 through November 6, 2021
|                 |  |                  
|November 6, 2017 |  |                   | 25 | % |                   | From November 7, 2017 through November 6, 2022

Participants who are terminated, or resigned, cease to be part of the Share Based Plan. The awards were only
issued to board members and key management.

The Company has determined the fair value of the outstanding awards as of December 31,
2016 and 2015 using the TurnbullWakeman model, which is a variation of the BlackScholes model and was deemed to be an appropriate valuation model given the requirement that the share price be above a certain threshold for 30 days prior
to redemption.

For the valuation as of December 31, 2016, the TurnbullWakeman model uses several inputs including:



| |  |  | Expected term of 0.60 to 3.35 years
| | - |  | -----------------------------------



| |  |  | Time in averaging period of 0.08 years
| | - |  | --------------------------------------



| |  |  | Stock price of COP$3,600 in the Colombian Stock Exchange and $9.64 in the New York Stock Exchange
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | Strike price of COP$5,000 for tranche 1 and $15 for tranches 2, 3, 4, and for the New Awards in all tranches
| | - |  | ------------------------------------------------------------------------------------------------------------



| |  |  | Risk free rate of 0.96% to 5.61%
| | - |  | --------------------------------



| |  |  | Dividend yield of 1.39%
| | - |  | -----------------------



| |  |  | Volatility of 44.20% to 56.57%
| | - |  | ------------------------------



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







For the valuation as of December 31, 2015, the TurnbullWakeman model uses several
inputs including:



| |  |  | Expected term of 1.10 to 4.35 years
| | - |  | -----------------------------------



| |  |  | Time in averaging period of 0.08 years
| | - |  | --------------------------------------



| |  |  | Stock price of COP$1,695 in the Colombian Stock Exchange and $4.27 in the New York Stock Exchange
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | Strike price of COP$5,000 for tranche 1 and $15 for tranches 2, 3, 4, and for the New Awards in all tranches
| | - |  | ------------------------------------------------------------------------------------------------------------



| |  |  | Risk free rate of 1.01% to 6.49%
| | - |  | --------------------------------



| |  |  | Dividend yield of 2.95%
| | - |  | -----------------------



| |  |  | Volatility of 31.65% to 38.13%
| | - |  | ------------------------------

Since Avianca Holdings S.A. has a public traded history of
approximately four and a half years for the preferred shares, which is shorter than all the expected terms except for Tranche 13 of the original Share Based Plan and Tranche 1 and 2 of the New Awards, the Company used data for guideline public
companies similar to Avianca Holdings S.A. to estimate its equity volatility.

Based on the aforementioned assumptions, the Company
determined that the loss (income) of the Share Based Plan Awards for the period ended December 31, 2016 and 2015 was $1,111 and $(1,121), respectively which has been recognized within operating profit. As of December 31, 2016 and 2015,
$1,115 and $10, respectively, is reflected as a current liability on the Consolidated Statement of Financial Position.



| | (24) | Equity
| | ---- | ------

Common and preferred stock

On November 5, 2013, the Company issued 12,500,000 American Depository Shares, or ADSs, each representing 8 preferred shares. Net proceeds
from this offering amounted to approximately $183,553 million (net of issuance costs amounting to $3,956). Preferred stock has no voting rights and cannot be converted to common stock. Holders of the preferred shares and ADSs are entitled to
receive a minimum dividend to be paid preferentially over holders of common shares, so long as dividends have been declared by our shareholders at their annual meeting. If no dividends are declared, none of the Companys shareholders will be
entitled to any dividends. If dividends are declared and the Companys annual distributable profits are sufficient to pay a dividend per share of at least COP 50 per share to all the Companys holders of preferred and common shares, such
profits will be paid equally with respect to the Companys preferred and common shares. However, if the Companys annual distributable profits are insufficient to pay a dividend of at least COP 50 per share to all our holders of preferred
and common shares, a minimum preferred dividend of COP 50 per share will be distributed pro rata to the holders of the Companys preferred shares, and any excess above such minimum preferred dividend will be distributed solely to holders of our
common shares.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







In connection with that offering, the common shareholders (selling shareholders)
converted 75,599,997 common shares to preferred shares, representing 14,734,910 ADSs. As a consequence, the number of common shares was reduced to 665,800,003; the number of preferred shares increased in 75,599,997 to 331,187,285 preferred shares.
The Company did not receive any of the net proceeds from the sale of ADS by the selling shareholders.

As of December 31, 2013, the
Company purchased 197,141 of its outstanding preferred shares, for this reason, outstanding preferred stock was decreased by $25 and additional paidin capital on preferred stock was decreased by $452.

On November 28, 2014, the common shareholders (selling shareholders) converted 5,000,000 common shares to preferred shares. As
a consequence, the number of common shares was reduced to 660,800,003 and the number of preferred shares increased in 5,000,000 to 336,187,285 preferred shares.

The following is a summary of authorized, issued and paid shares:



|                                |  |                   |               |  |                   |  |               | 
|------------------------------- |  | ----------------- | ------------- |  | ----------------- |  | ------------- | 
|                                |  | December 31, 2016 |               |  | December 31, 2015 | 
|Authorized shares               |  |                   | 4,000,000,000 |  |                   |  | 4,000,000,000 | 
|Issued and paid common stock    |  |                   | 660,800,003   |  |                   |  | 660,800,003   | 
|Issued and paid preferred stock |  |                   | 336,187,285   |  |                   |  | 336,187,285   | 

Sale to minority shareholding

In August 2015 Avianca Holdings S.A. and Advent International (Advent), one of the largest and most experienced global private
equity investors, signed a definitive agreement pursuant to which Advent acquired 3,000 common shares of LifeMiles B.V., representing a 30% minority shareholding interest in LifeMiles B.V. In connection with this transaction the Company recognized a
capital contribution of a total amount of $301,389 recorded directly to equity, net of related transaction costs.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







Other Comprehensive Income (OCI) Reserves

The movement of the other comprehensive income as of December 31, 2016 and 2015 is as follows:



|                                                |  |                    |         |   |                       |   |        |                                                  |  |   |                                     |   |  |                    |         |   |                                             |   |      |                                         |  |   |                   |  |  |   |        |   |  |   |         |  
|----------------------------------------------- |  | ------------------ | ------- | - | --------------------- | - | ------ | ------------------------------------------------ |  | - | ----------------------------------- | - |  | ------------------ | ------- | - | ------------------------------------------- | - | ---- | --------------------------------------- |  | - | ----------------- |  |  | - | ------ | - |  | - | ------- | -
|                                                |  |                    |         |   |                       |   |        |                                                  |  |   | Income tax reserves relating to (4) |   |  |                    |         |   |                                             |  
|                                                |  | Hedgingreserves(1) |         |   | Fair valuereserves(2) |   |        | Reserves relatingto actuarial gainsand losses(3) |  |   | Hedgingreserves                     |   |  | Fair valuereserves |         |   | Reserverelating toactuarial gainsand losses |   |      | Revaluation ofadministrativeproperty(5) |  |   | Total OCIReserves | 
|                                                |  |                    |         |   |                       |   |        |                                                 
|As of December 31, 2014                         |  | $                  | (98,898 | ) |                       | $ | (3,098 | )                                                |  | $ | (36,388                             | ) |  | $                  | 12,678  |   |                                             | $ | 683  |                                         |  | $ | 7,444             |  |  | $ | 24,550 |   |  | $ | (93,029 | )
|                                                |  |                    |         |   |                       |   |        |                                                 
|Other comprehensive income (loss) in the period |  |                    | 77,308  |   |                       |   | 3,098  |                                                  |  |   | 541                                 |   |  |                    | (12,678 | ) |                                             |   | (680 | )                                       |  |   | 3,410             |  |  |   | (6,156 | ) |  |   | 64,843  |  
|                                                |  |                    |         |   |                       |   |        |                                                  |  |   |                                     |   |  |                    |         |   |                                             |   |      |                                         |  |   |                   |  |  |   |        |   |  |   |         |  
|                                                |  |                    |         |   |                       |   |        |                                                 
|As of December 31, 2015                         |  | $                  | (21,590 | ) |                       | $ |       |                                                  |  | $ | (35,847                             | ) |  | $                  |        |   |                                             | $ | 3    |                                         |  | $ | 10,854            |  |  | $ | 18,394 |   |  | $ | (28,186 | )
|                                                |  |                    |         |   |                       |   |        |                                                  |  |   |                                     |   |  |                    |         |   |                                             |   |      |                                         |  |   |                   |  |  |   |        |   |  |   |         |  
|                                                |  |                    |         |   |                       |   |        |                                                 
|Other comprehensive income (loss) in the period |  |                    | 21,712  |   |                       |   | (245   | )                                                |  |   | 4,094                               |   |  |                    | (3,558  | ) |                                             |   |     |                                         |  |   | 4,289             |  |  |   | 8,971  |   |  |   | 35,263  |  
|                                                |  |                    |         |   |                       |   |        |                                                  |  |   |                                     |   |  |                    |         |   |                                             |   |      |                                         |  |   |                   |  |  |   |        |   |  |   |         |  
|                                                |  |                    |         |   |                       |   |        |                                                 
|As of December 31, 2016                         |  | $                  | 122     |   |                       | $ | (245   | )                                                |  | $ | (31,753                             | ) |  | $                  | (3,558  | ) |                                             | $ | 3    |                                         |  | $ | 15,143            |  |  | $ | 27,365 |   |  | $ | 7,077   |  
|                                                |  |                    |         |   |                       |   |        |                                                  |  |   |                                     |   |  |                    |         |   |                                             |   |      |                                         |  |   |                   |  |  |   |        |   |  |   |         |  



|(1) | Hedging Reserves
|--- | ----------------

The hedging reserve comprises the effective portion of the cumulative net
change in the fair value of hedging instruments used in cash flow hedges pending subsequent recognition of the hedged cash flows (See Note 26).



|(2) | Fair value reserves
|--- | -------------------

The fair value reserve comprises the cumulative net change in the fair
value of availableforsale financial assets until the assets are derecognized or impaired.



|(3) | Reserve relating to actuarial gains and losses
|--- | ----------------------------------------------

It comprises actuarial gains or losses on
defined benefit plans and postretirement medical benefits recognized in other comprehensive income.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|(4) | Income tax on other comprehensive income
|--- | ----------------------------------------

Whenever an item of other comprehensive income gives
rise to a temporary difference, a deferred income tax asset or liability is recognized directly in other comprehensive income



|(5) | Revaluation of administrative property
|--- | --------------------------------------

Revaluation of administrative property is related to
the revaluation of administrative buildings and property in Colombia, Costa Rica, and El Salvador. The revaluation reserve is adjusted for increases or decreases in fair values of such property.

The following provides an analysis of items presented net in the statement of profit or loss and other comprehensive income which have been
subject to reclassification, without considering items remaining in OCI which are never reclassified to profit of loss:



|                                                   |  |      |         |   |      |   |         |      |  |   |          |  
|-------------------------------------------------- |  | ---- | ------- | - | ---- | - | ------- | ---- |  | - | -------- | -
|                                                   |  | 2016 |         |   | 2015 |   |         | 2014 | 
|Cash flow hedges:                                  |  |      |         |   |      |   |         |      |  |   |          |  
|Reclassification during the year to profit or loss |  | $    | 34,882  |   |      | $ | 144,372 |      |  | $ | 8,864    |  
|Effective valuation of cash flow hedged            |  |      | (13,170 | ) |      |   | (67,064 | )    |  |   | (122,113 | )
|                                                   |  |      |         |   |      |   |         |      |  |   |          |  
|                                                   |  | $    | 21,712  |   |      | $ | 77,308  |      |  | $ | (113,249 | )
|                                                   |  |      |         |   |      |   |         |      |  |   |          |  
|Fair value reserves:                               |  |      |         |   |      |   |         |      |  |   |          |  
|Valuations of availableforsale investments       |  | $    | (245    | ) |      |   | 3,098   |      |  |   | (1,527   | )
|                                                   |  |      |         |   |      |   |         |      |  |   |          |  
|                                                   |  | $    | (245    | ) |      | $ | 3,098   |      |  | $ | (1,527   | )
|                                                   |  |      |         |   |      |   |         |      |  |   |          |  
|Income tax on other comprehensive income:          |  |      |         |   |      |   |         |      |  |   |          |  
|Reclassification during the year to profit or loss |  | $    | (12,801 | ) |      | $ | (13,358 | )    |  | $ | 15,068   |  
|Temporary differences within OCI                   |  |      | 9,243   |   |      |   |        |      |  |   | (249     | )
|                                                   |  |      |         |   |      |   |         |      |  |   |          |  
|                                                   |  | $    | (3,558  | ) |      | $ | (13,358 | )    |  | $ | 14,819   |  
|                                                   |  |      |         |   |      |   |         |      |  |   |          |  

Dividends

The following dividends were paid by the Company during the years ended December 31, 2016 y 2015:



|                            |  |                  |       |  |                  |   |        | 
|--------------------------- |  | ---------------- | ----- |  | ---------------- | - | ------ | 
|                            |  | December 31,2016 |       |  | December 31,2015 |  
|Dividend - Ordinary shared  |  | $                |      |  |                  | $ | 44,215 | 
|Dividend - Preferred shared |  |                  | 5,723 |  |                  |   | 22,873 | 
|                            |  |                  |       |  |                  |   |        | 
|Total                       |  | $                | 5,723 |  |                  | $ | 67,088 | 
|                            |  |                  |       |  |                  |   |        | 



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







In March 2016, preferred dividends of $5,723 (COP$50 per share) were declared, and will be
paid in four equal installments of COP$12.50 per preferred share. The four installments were paid on April 1, 2016, July 1, 2016, October 7, 2016 and December 16, 2016, based on retained earnings as of December 31, 2015.

Dividends of $67,088 (approximately $6.7 cent per share) were declared in September 2015, and paid on October 2015. Dividends of 75/0.04
COP$/$ per share were declared in March 2014 and paid in April 2014 based on profits for the year 2013.

Dividends related to minority
interest of Lifemiles BV of $26,100 were declared and paid during 2016. These dividends are distributed as follows: $6,600 based on profits of the year 2015 and $19,500 from anticipated dividends relating to the current period. Additionally, on
December 16, 2015 the Company paid dividends corresponding to the minority shareholding of LifeMiles B.V. in the amount of $3,750.



| | (25) | Operating revenue
| | ---- | -----------------

The Company had no major customers which represented more than 10% of
revenues in 2016 and 2015. The Company tracks its segmented gross revenue information by type of service rendered and by region, as follows:

By type of service rendered



|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|------------------------ |  | -------------------------- | --------- |  | ---------- |  | --- | -------------------------- |  | - | ---------- |  |  | -------------------- | --- | - |  | - | -------- | -
|                         |  | Year endedDecember 31,2016 |           |  | Percentage |  |     | Year endedDecember 31,2015 |  |   | Percentage |  |  | Year onYearVariation |    
|Domestic                 |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Passenger                |  | $                          | 1,752,001 |  |            |  | 42  | %                          |  | $ | 1,363,285  |  |  |                      | 31  | % |  | $ | 388,716  |  
|Cargo and mail           |  |                            | 264,432   |  |            |  | 6   | %                          |  |   | 234,362    |  |  |                      | 5   | % |  |   | 30,070   |  
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|                         |  |                            | 2,016,433 |  |            |  | 48  | %                          |  |   | 1,597,647  |  |  |                      | 36  | % |  |   | 418,786  |  
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|International            |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Passenger                |  |                            | 1,533,216 |  |            |  | 37  | %                          |  |   | 2,094,732  |  |  |                      | 48  | % |  |   | (561,516 | )
|Cargo and mail           |  |                            | 291,442   |  |            |  | 7   | %                          |  |   | 390,163    |  |  |                      | 9   | % |  |   | (98,721  | )
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|                         |  |                            | 1,824,658 |  |            |  | 44  | %                          |  |   | 2,484,895  |  |  |                      | 57  | % |  |   | (660,237 | )
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|                         |  |                            |           |  |           
|Other (1)                |  |                            | 297,247   |  |            |  | 8   | %                          |  |   | 278,799    |  |  |                      | 7   | % |  |   | 18,448   |  
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Total operating revenues |  | $                          | 4,138,338 |  |            |  | 100 | %                          |  | $ | 4,361,341  |  |  |                      | 100 | % |  | $ | (223,003 | )
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|------------------------ |  | -------------------------- | --------- |  | ---------- |  | --- | -------------------------- |  | - | ---------- |  |  | -------------------- | --- | - |  | - | -------- | -
|                         |  | Year endedDecember 31,2015 |           |  | Percentage |  |     | Year endedDecember 31,2014 |  |   | Percentage |  |  | Year onYearVariation |    
|Domestic                 |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Passenger                |  | $                          | 1,363,285 |  |            |  | 31  | %                          |  | $ | 1,071,254  |  |  |                      | 23  | % |  | $ | 292,031  |  
|Cargo and mail           |  |                            | 234,362   |  |            |  | 5   | %                          |  |   | 240,134    |  |  |                      | 5   | % |  |   | (5,772   | )
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|                         |  |                            | 1,597,647 |  |            |  | 36  | %                          |  |   | 1,311,388  |  |  |                      | 28  | % |  |   | 286,259  |  
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|International            |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Passenger                |  |                            | 2,094,732 |  |            |  | 48  | %                          |  |   | 2,791,467  |  |  |                      | 59  | % |  |   | (696,735 | )
|Cargo and mail           |  |                            | 390,163   |  |            |  | 9   | %                          |  |   | 324,728    |  |  |                      | 7   | % |  |   | 65,435   |  
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|                         |  |                            | 2,484,895 |  |            |  | 57  | %                          |  |   | 3,116,195  |  |  |                      | 66  | % |  |   | (631,300 | )
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Other (1)                |  |                            | 278,799   |  |            |  | 7   | %                          |  |   | 275,988    |  |  |                      | 6   | % |  |   | 2,811    |  
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  
|Total operating revenues |  | $                          | 4,361,341 |  |            |  | 100 | %                          |  | $ | 4,703,571  |  |  |                      | 100 | % |  | $ | (342,230 | )
|                         |  |                            |           |  |            |  |     |                            |  |   |            |  |  |                      |     |   |  |   |          |  



|(1) | Other operating revenue
|--- | -----------------------

Other operating revenue for the years ended December 31,
2016, 2015 and 2014 is as follows:



|                       |  |                  |         |  |                  |   |         |                  |  |   |         | 
|---------------------- |  | ---------------- | ------- |  | ---------------- | - | ------- | ---------------- |  | - | ------- | 
|                       |  | December 31,2016 |         |  | December 31,2015 |   |         | December 31,2014 | 
|                       |  |                  |        
|Frequent flyer program |  | $                | 154,245 |  |                  | $ | 139,524 |                  |  | $ | 141,402 | 
|Ground operations (a)  |  |                  | 21,053  |  |                  |   | 19,545  |                  |  |   | 20,756  | 
|Leases                 |  |                  | 28,295  |  |                  |   | 30,144  |                  |  |   | 30,744  | 
|Maintenance            |  |                  | 7,696   |  |                  |   | 8,963   |                  |  |   | 16,624  | 
|Interline              |  |                  | 3,859   |  |                  |   | 1,831   |                  |  |   | 1,565   | 
|Other                  |  |                  | 82,099  |  |                  |   | 78,792  |                  |  |   | 64,897  | 
|                       |  |                  |         |  |                  |   |         |                  |  |   |         | 
|                       |  | $                | 297,247 |  |                  | $ | 278,799 |                  |  | $ | 275,988 | 
|                       |  |                  |         |  |                  |   |         |                  |  |   |         | 



|(a) | Company provides services to other airlines at main hub airports.
|--- | -----------------------------------------------------------------



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (26) | Derivatives recognized as hedging instruments
| | ---- | ---------------------------------------------

Financial instruments recognized as
hedging instruments at fair value though other comprehensive income as of December 31, 2016 and 2015 are the following:



|                               |  |       |    |  |                  |   |        |                  |  |   |       | 
|------------------------------ |  | ----- | -- |  | ---------------- | - | ------ | ---------------- |  | - | ----- | 
|                               |  | Notes |    |  | December 31,2016 |   |        | December 31,2015 | 
|Cash flow hedges  Assets      |  |       |    |  |                  |   |        |                  |  |   |       | 
|Fuel price hedges              |  |       |    |  |                  | $ | 25,540 |                  |  | $ | 882   | 
|Interest rate                  |  |       |    |  |                  |   | 797    |                  |  |   |      | 
|                               |  |       |    |  |                  |   |        |                  |  |   |       | 
|Total                          |  |       | 12 |  |                  | $ | 26,337 |                  |  | $ | 882   | 
|                               |  |       |    |  |                  |   |        |                  |  |   |       | 
|Cash flow hedges  Liabilities |  |       |    |  |                  |   |        |                  |  |   |       | 
|Interest Rate                  |  |       | 22 |  |                  | $ | 20     |                  |  | $ | 1,635 | 
|                               |  |       |    |  |                  |   |        |                  |  |   |       | 
|Total                          |  |       |    |  |                  | $ | 20     |                  |  | $ | 1,635 | 
|                               |  |       |    |  |                  |   |        |                  |  |   |       | 

Financial assets and liabilities at fair value through other comprehensive income reflect the change in fair
value of fuel price derivative contracts designated as cash flow hedges. Hedged items are designated future purchases deemed as highly probable forecast transactions.

Cash flow hedges liabilities are recognized within Other Liabilities in the Consolidated Statement of Financial Position.

The Company purchases jet fuel on an ongoing basis as its operating activities require a continuous supply of this commodity. The increased
volatility in jet fuel prices has led the Company to the decision to enter into commodity contracts. These contracts are expected to reduce the volatility attributable to fluctuations in jet fuel prices for highly probable forecast jet fuel
purchases, in accordance with the risk management strategy outlined by the Board of Directors. The contracts are intended to hedge the volatility of the jet fuel prices for a period between three and twelve months based on existing purchase
agreements.

The following table indicates the periods in which the cash flows associated with cash flow hedges are expected to occur, and
the fair values of the related hedging instruments.



|              |  |            |        |  |             |   |        | 
|------------- |  | ---------- | ------ |  | ----------- | - | ------ | 
|              |  | Fair Value |        |  | 112 months |  
|Fuel price    |  |            |        |  |             |   |        | 
|Assets        |  | $          | 25,540 |  |             | $ | 25,540 | 
|Interest rate |  |            |        |  |             |   |        | 
|Assets        |  | $          | 797    |  |             | $ | 797    | 
|Liabilities   |  | $          | 20     |  |             | $ | 20     | 
|              |  |            |        |  |             |   |        | 



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The terms of the cash flos hedging contracts have been negotiated for the expected highly
probable forecast transactions to which hedge accounting has been applied. As of December 31, 2016 and 2015, a net gain relating to the hedging instruments of $21,712 and $77,308, respectively is included in other comprehensive income (see Note
24).



| | (27) | Derivative financial instruments
| | ---- | --------------------------------

Derivative financial instruments at fair value through
profit or loss as of December 31, 2016 and 2015 are the following:



|                                                   |  |       |  |                  |     |  |                  |   |       | 
|-------------------------------------------------- |  | ----- |  | ---------------- | --- |  | ---------------- | - | ----- | 
|                                                   |  | Notes |  | December 31,2016 |     |  | December 31,2015 |  
|                                                   |  |       | 
|Derivatives not designated as hedges  Assets      |  |       |  |                  |     |  |                  |   |       | 
|Derivative contracts of interest rate              |  | 12    |  | $                |    |  |                  | $ | 90    | 
|                                                   |  |       |  |                  |     |  |                  |   |       | 
|Total                                              |  |       |  | $                |    |  |                  | $ | 90    | 
|                                                   |  |       |  |                  |     |  |                  |   |       | 
|                                                   |  |       | 
|Derivatives not designated as hedges  Liabilities |  |       |  |                  |     |  |                  |   |       | 
|Derivative contracts of interest rate              |  | 22    |  | $                | 508 |  |                  | $ | 2,134 | 
|                                                   |  |       |  |                  |     |  |                  |   |       | 
|Total                                              |  |       |  | $                | 508 |  |                  | $ | 2,134 | 
|                                                   |  |       |  |                  |     |  |                  |   |       | 

Financial instruments through profit or loss are derivative contracts not designated as hedges for accounting
purposes that are intended to reduce the levels of risk of foreign currency and interest rates.

Liabilities on derivatives not designated
as hedges are recognized within Other Liabilities in the Consolidated Statement of Financial Position.

Foreign currency risk

Certain foreign currency forward contracts are measured at fair value through profit or loss and are not designated as hedging
instruments for accounting purposes. The foreign currency forward contract balances vary with the level of expected foreign currency sales and purchases and changes in foreign currency forward rates.

Interest rate risk

The Company incurs interest rate risk primarily on financial obligations to banks and aircraft lessors. Certain financial derivative
instruments are recognized at fair value through profit or loss and are not designated as hedging instruments for accounting purposes. The interest rate contracts vary according to the level of expected interest payable and changes in interest rates
of financial obligations. Interest rate risk is managed through a mix of fixed and floating rates on loans and lease agreements, combined with interest rate swaps and options. Under these agreements, the Company pays a fixed rate and receives a
variable rate.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (28) | Offsetting of Financial Instruments
| | ---- | -----------------------------------

The Company has derivative instruments that could
meet the offsetting criteria in paragraph 42 of IAS 32 given that the Company has signed with its counterparties enforceable master netting arrangements. Consequently, when derivatives signed with the same counterparty and for the same type of
notional result in gross assets and liabilities, the positions are set off resulting in the presentation of a net derivative. As of December 31, 2016 and 2015, the Company has not offset derivative instruments because it has not had gross
assets and liabilities with the same counterparty for the same type of notional.



| | (29) | Fair value measurements
| | ---- | -----------------------

The fair values of financial assets and liabilities, together
with the carrying amounts shown in the Consolidated Statement of Financial Position as of December 31, 2016 are as follows:



|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|---------------------------------------- |  | ----- | ------ |  | ----------------- | - | --------- | ---------- |  | - | --------- | 
|                                         |  |       |        |  | December 31, 2016 |  
|                                         |  | Notes |        |  | Carryingamount    |   |           | Fair value | 
|Financial assets                         |  |       |        |  |                   |   |           |            |  |   |           | 
|Availableforsale securities            |  |       | 6      |  |                   | $ | 76        |            |  | $ | 76        | 
|Derivative instruments                   |  |       | 26, 27 |  |                   |   | 26,337    |            |  |   | 26,337    | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|                                         |  |       |        |  |                   | $ | 26,413    |            |  | $ | 26,413    | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|                                         |  |       |       
|Financial liabilities                    |  |       |        |  |                   |   |           |            |  |   |           | 
|Short term borrowings and longterm debt |  |       | 16     |  |                   | $ | 3,274,235 |            |  | $ | 3,241,240 | 
|Derivative instruments                   |  |       | 22     |  |                   |   | 528       |            |  |   | 528       | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|                                         |  |       |        |  |                   | $ | 3,274,763 |            |  | $ | 3,241,768 | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 

The fair values of financial assets and liabilities, together with the carrying amounts shown in the
Consolidated Statement of Financial Position as of December 31, 2015 are as follows:



|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|---------------------------------------- |  | ----- | ------ |  | ----------------- | - | --------- | ---------- |  | - | --------- | 
|                                         |  |       |        |  | December 31, 2015 |  
|                                         |  | Notes |        |  | Carryingamount    |   |           | Fair value | 
|Financial assets                         |  |       |        |  |                   |   |           |            |  |   |           | 
|Availableforsale securities            |  |       | 6      |  |                   | $ | 793       |            |  | $ | 793       | 
|Derivative instruments                   |  |       | 26, 27 |  |                   |   | 972       |            |  |   | 972       | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|                                         |  |       |        |  |                   | $ | 1,765     |            |  | $ | 1,765     | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|                                         |  |       |       
|Financial liabilities                    |  |       |        |  |                   |   |           |            |  |   |           | 
|Short term borrowings and longterm debt |  |       | 16     |  |                   | $ | 3,472,994 |            |  | $ | 3,296,534 | 
|Derivative instruments                   |  |       | 22     |  |                   |   | 3,769     |            |  |   | 3,769     | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 
|                                         |  |       |        |  |                   | $ | 3,476,763 |            |  | $ | 3,300,303 | 
|                                         |  |       |        |  |                   |   |           |            |  |   |           | 



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The fair value of the financial assets and liabilities corresponds the amount at which the
instrument could be exchanged in a current transaction between willing parties, other than in a forced or liquidation sale.

Management
assessed that cash and cash equivalents, account receivable, account payable and other current liabilities approximate their carrying amount largely due to the shortterm maturities of these instruments.

Fair values have been determined for measurement and/or disclosure purposes based on the following methods.



| | (a) | The fair value of availableforsale financial assets is determined by reference to the present value of future principal and interest cash flows, discounted at a market based interest rate at
the reporting date.
| | --- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (b) | The Company enters into derivative financial instruments with various counterparties, principally financial institutions with investment grade credit ratings. Derivatives valued using valuation techniques with market
observable inputs are mainly interest rate contracts, foreign currency forward contracts and commodity contracts. The most frequently applied valuation techniques include forward pricing and swap models, using present value calculations. The models
incorporate various inputs including the credit quality of counterparties, foreign currency spot and forward rates, interest rate curves and forward rate curves of the underlying commodity.
| | --- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (c) | The fair value of shortterm borrowings and longterm debt, which is determined for disclosure purposes, is calculated based on the present value of future principal and interest cash flows,
discounted at a market based interest rate at the reporting date.For finance leases, the market rate is determined by reference to similar lease agreements.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (d) | The Company uses the revaluation model to measure its land and buildings which are composed of administrative properties. Management determined that this constitutes one class of asset under IAS 16, based on the nature,
characteristics and risks of the property. The fair values of the properties were determined by using market comparable methods. This means that valuations performed by the appraisals are based on active market prices, adjusted for difference in the
nature, location or condition of the specific property. The Company engaged accredited independent appraisals, to determine the fair value of its land and buildings.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (e) | The Frequent flyer liability is included in the Consolidated Statement of Financial Position within Air traffic liability. The Company estimates the fair value of miles awarded under the LifeMiles program by applying
statistical techniques. Inputs to the models include making assumptions about expected redemption rates, the mix of products that will be available for redemption in the future and customer preferences.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Fair values hierarchy

The table below analyses financial instruments carried at fair value by valuation method. The different levels have been defined as follows:



|        |  |                                                                                                                                                                
|------- |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------
|Level 1 |  | inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities that the Company has the ability to access at the measurement date.
|        | 
|Level 2 |  | inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly; or                      
|        | 
|Level 3 |  | inputs are unobservable inputs for the asset or liability.                                                                                                     

For assets and liabilities that are recognized in the financial statements on a recurring basis, the Company
determines whether transfers have occurred between Levels in the hierarchy by reassessing categorization (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The following table provides the fair value measurement hierarchy of the Companys
assets and liabilities as of December 31, 2016:

Quantitative disclosures of fair value measurement hierarchy for assets:



|                                             |  |                                       |   |  |                                      |  |         |                                        |  |  |       |  |  |  |         | 
|-------------------------------------------- |  | ------------------------------------- | - |  | ------------------------------------ |  | ------- | -------------------------------------- |  |  | ----- |  |  |  | ------- | 
|                                             |  | Fair value measurement using          |  
|Assets measured at fair value                |  | Quotedprices inactivemarkets(Level 1) |   |  | Significantobservableinputs(Level 2) |  |         | Significantunobservableinputs(Level 3) |  |  | Total | 
|Derivative financial assets (Note 26 and 27) |  |                                       |   |  |                                      |  |         |                                        |  |  |       |  |  |  |         | 
|Aircraft fuel hedges                         |  |                                       |  |  |                                      |  | 25,540  |                                        |  |  |      |  |  |  | 25,540  | 
|Interest rate derivatives                    |  |                                       |  |  |                                      |  | 797     |                                        |  |  |      |  |  |  | 797     | 
|Availableforsale securities (Note 6)       |  |                                       |  |  |                                      |  | 76      |                                        |  |  |      |  |  |  | 76      | 
|Revalued administrative property (Note 13)   |  |                                       |  |  |                                      |  | 149,371 |                                        |  |  |      |  |  |  | 149,371 | 

Quantitative disclosures of fair value measurement hierarchy for liabilities:



|                                                   |  |                                        |   |  |                                      |  |           |                                        |  |  |       |  |  |  |           | 
|-------------------------------------------------- |  | -------------------------------------- | - |  | ------------------------------------ |  | --------- | -------------------------------------- |  |  | ----- |  |  |  | --------- | 
|                                                   |  | Fair value measurement using           |  
|Liabilities measured at fair value                 |  | Quoted pricesin activemarkets(Level 1) |   |  | Significantobservableinputs(Level 2) |  |           | Significantunobservableinputs(Level 3) |  |  | Total | 
|Derivative financial liabilities (Note 26 and 27)  |  |                                        |   |  |                                      |  |           |                                        |  |  |       |  |  |  |           | 
|Foreing currency derivatives                       |  |                                        |  |  |                                      |  | 528       |                                        |  |  |      |  |  |  | 528       | 
|Frequent flyer liability (Note 21)                 |  |                                        |  |  |                                      |  | 171,848   |                                        |  |  |      |  |  |  | 171,848   | 
|Liabilities for which fair values are disclosed    |  |                                        |   |  |                                      |  |           |                                        |  |  |       |  |  |  |           | 
|Shortterm borrowings and longterm debt (Note 16) |  |                                        |  |  |                                      |  | 3,241,240 |                                        |  |  |      |  |  |  | 3,241,240 | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The following table provides the fair value measurement hierarchy of the Companys
assets and liabilities as of December 31, 2015:

Quantitative disclosures of fair value measurement hierarchy for assets:



|                                             |  |                                       |   |  |                                      |  |        |                                        |  |  |       |  |  |  |        | 
|-------------------------------------------- |  | ------------------------------------- | - |  | ------------------------------------ |  | ------ | -------------------------------------- |  |  | ----- |  |  |  | ------ | 
|                                             |  | Fair value measurement using          |  
|Assets measured at fair value                |  | Quotedprices inactivemarkets(Level 1) |   |  | Significantobservableinputs(Level 2) |  |        | Significantunobservableinputs(Level 3) |  |  | Total | 
|Derivative financial assets (Note 26 and 27) |  |                                       |   |  |                                      |  |        |                                        |  |  |       |  |  |  |        | 
|Aircraft fuel hedges                         |  |                                       |  |  |                                      |  | 882    |                                        |  |  |      |  |  |  | 882    | 
|Interest rate derivatives                    |  |                                       |  |  |                                      |  | 90     |                                        |  |  |      |  |  |  | 90     | 
|Availableforsale securities (Note 6)       |  |                                       |  |  |                                      |  | 793    |                                        |  |  |      |  |  |  | 793    | 
|Assets held for sale                         |  |                                       |  |  |                                      |  | 3,323  |                                        |  |  |      |  |  |  | 3,323  | 
|Revalued administrative property (Note 13)   |  |                                       |  |  |                                      |  | 70,071 |                                        |  |  |      |  |  |  | 70,071 | 

Quantitative disclosures of fair value measurement hierarchy for liabilities:



|                                                   |  |                                        |   |  |                                      |  |           |                                        |  |  |       |  |  |  |           | 
|-------------------------------------------------- |  | -------------------------------------- | - |  | ------------------------------------ |  | --------- | -------------------------------------- |  |  | ----- |  |  |  | --------- | 
|                                                   |  | Fair value measurement using           |  
|Liabilities measured at fair value                 |  | Quoted pricesin activemarkets(Level 1) |   |  | Significantobservableinputs(Level 2) |  |           | Significantunobservableinputs(Level 3) |  |  | Total | 
|Derivative financial liabilities (Note 26 and 27)  |  |                                        |   |  |                                      |  |           |                                        |  |  |       |  |  |  |           | 
|Interest rate derivatives                          |  |                                        |  |  |                                      |  | 3,769     |                                        |  |  |      |  |  |  | 3,769     | 
|Frequent flyer liability (Note 21)                 |  |                                        |  |  |                                      |  | 164,068   |                                        |  |  |      |  |  |  | 164,068   | 
|Liabilities for which fair values are disclosed    |  |                                        |   |  |                                      |  |           |                                        |  |  |       |  |  |  |           | 
|Shortterm borrowings and longterm debt (Note 16) |  |                                        |  |  |                                      |  | 3,296,534 |                                        |  |  |      |  |  |  | 3,296,534 | 



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







| | (30) | Income tax expense
| | ---- | ------------------

The major components of income tax expense for the years ended
December 31, 2016, 2015 and 2014 are:

Consolidated statement of comprehensive income



|                                                              |  |                  |        |   |                  |   |         |                  |  |   |        |  
|------------------------------------------------------------- |  | ---------------- | ------ | - | ---------------- | - | ------- | ---------------- |  | - | ------ | -
|                                                              |  | December 31,2016 |        |   | December 31,2015 |   |         | December 31,2014 | 
|Current income tax:                                           |  |                  |        |   |                  |   |         |                  |  |   |        |  
|Current income tax charge                                     |  | $                | 28,114 |   |                  | $ | 19,491  |                  |  | $ | 33,781 |  
|Adjustment in respect of current income tax of previous year  |  |                  | (666   | ) |                  |   | (2,211  | )                |  |   |       |  
|Deferred tax expense:                                         |  |                  |        |   |                  |   |         |                  |  |   |        |  
|Relating to origination and reversal of temporary differences |  |                  | 6,642  |   |                  |   | 13,748  |                  |  |   | 16,499 |  
|                                                              |  |                  |        |   |                  |   |         |                  |  |   |        |  
|Income tax expense reported in the income statement           |  | $                | 34,090 |   |                  | $ | 31,028  |                  |  | $ | 50,280 |  
|                                                              |  |                  |        |   |                  |   |         |                  |  |   |        |  
|                                                              |  |                 
|Consolidated statement of other comprehensive income          |  |                  |        |   |                  |   |         |                  | 
|                                                              |  |                  |       
|Hedging reserves                                              |  |                  | (3,558 | ) |                  |   | (12,678 | )                |  |   | 14,433 |  
|Fair value reserves                                           |  |                  |       |   |                  |   | (680    | )                |  |   | 386    |  
|Reserves relating to actuarial gains and losses               |  |                  | 4,289  |   |                  |   | 3,410   |                  |  |   | (2,239 | )
|                                                              |  |                  |        |   |                  |   |         |                  |  |   |        |  
|Income tax charged directly to other comprehensive income     |  | $                | 731    |   |                  | $ | (9,948  | )                |  | $ | 12,580 |  
|                                                              |  |                  |        |   |                  |   |         |                  |  |   |        |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







A reconciliation between tax expense and the product of accounting profit multiplied by
domestic tax rate for the years ended December 31, 2016, 2015 and 2014 is as follows:



|                                                                |  |                  |         |    |                  |   |          |                  |  |  |       |    |  |   |          |   |  |  |      |    |  |   |         |  
|--------------------------------------------------------------- |  | ---------------- | ------- | -- | ---------------- | - | -------- | ---------------- |  |  | ----- | -- |  | - | -------- | - |  |  | ---- | -- |  | - | ------- | -
|                                                                |  | December 31,2016 |         |    | December 31,2015 |   |          | December 31,2014 | 
|Accounting profit (loss) after income tax                       |  |                  |         |    |                  | $ | 44,186   |                  |  |  |       |    |  | $ | (139,506 | ) |  |  |      |    |  | $ | 128,494 |  
|Total income tax expense                                        |  |                  |         |    |                  |   | 34,090   |                  |  |  |       |    |  |   | 31,028   |   |  |  |      |    |  |   | 50,280  |  
|                                                                |  |                  |         |    |                  |   |          |                  |  |  |       |    |  |   |          |   |  |  |      |    |  |   |         |  
|Profit (loss) before income tax                                 |  |                  |         |    |                  | $ | 78,276   |                  |  |  |       |    |  | $ | (108,478 | ) |  |  |      |    |  | $ | 178,774 |  
|                                                                |  |                  |         |    |                  |   |          |                  |  |  |       |    |  |   |          |   |  |  |      |    |  |   |         |  
|                                                                |  |                  |         |    |                  |  
|Income tax at Colombian statutory rate                          |  |                  | 40.00   | %  |                  |   | 31,311   |                  |  |  | 39.0  | %  |  |   | (42,306  | ) |  |  | 34.0 | %  |  |   | 60,783  |  
|Tax credit (1)                                                  |  |                  | (5.74   | %) |                  |   | (4,493   | )                |  |  | 2.6   | %  |  |   | (2,816   | ) |  |  | (9.5 | %) |  |   | (17,049 | )
|Productive fixed assets special deduction                       |  |                  | (22.10  | %) |                  |   | (17,299  | )                |  |  | 47.0  | %  |  |   | (51,003  | ) |  |  | (0.6 | %) |  |   | (1,142  | )
|Permanent differences (2)                                       |  |                  | (346.48 | %) |                  |   | (271,209 | )                |  |  | 47.7  | %  |  |   | (51,769  | ) |  |  | (1.8 | %) |  |   | (3,241  | )
|Nondeductible taxes                                            |  |                  | 15.01   | %  |                  |   | 11,749   |                  |  |  | (2.7  | %) |  |   | 2,893    |   |  |  | 1.0  | %  |  |   | 1,785   |  
|Effect of tax exemptions and tax rates in foreign jurisdictions |  |                  | 71.56   | %  |                  |   | 56,014   |                  |  |  | (24.9 | %) |  |   | 27,030   |   |  |  | 3.8  | %  |  |   | 6,852   |  
|Non recognized deferred tax assets                              |  |                  | 248.77  | %  |                  |   | 194,732  |                  |  |  | (94.5 | %) |  |   | 102,553  |   |  |  | 0.00 | %  |  |   |        |  
|Exchange rate differences                                       |  |                  | 107.20  | %  |                  |   | 83,916   |                  |  |  | 37.3  | %  |  |   | (40,483  | ) |  |  | (3.3 | %) |  |   | (5,924  | )
|Others                                                          |  |                  | (13.10  | %) |                  |   | (10,254  | )                |  |  | (0.8  | %) |  |   | 878      |   |  |  | 0.6  | %  |  |   | 1,135   |  
|Changes in tax rates                                            |  |                  | (51.58  | %) |                  |   | (40,377  | )                |  |  | (79.3 | %) |  |   | 86,051   |   |  |  | 3.9  | %  |  |   | 7,081   |  
|                                                                |  |                  |         |    |                  |   |          |                  |  |  |       |    |  |   |          |   |  |  |      |    |  |   |         |  
|                                                                |  |                  | 43.55   | %  |                  | $ | 34,090   |                  |  |  | 28.6  | %  |  | $ | 31,028   |   |  |  | 28.1 | %  |  | $ | 50,280  |  
|                                                                |  |                  |         |    |                  |   |          |                  |  |  |       |    |  |   |          |   |  |  |      |    |  |   |         |  



|(1) | Airline companies in Colombia are entitled to a tax credit or discount for income tax purposes based on the proportion between the international flights income and total income of the Company during the year. The
legislative purpose of this tax provision is to limit the Companys exposure to double taxation on their worldwide income in Colombia, therefore limiting the tax expense to local Colombian source income.
|--- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The tax reform contained in the Law 1819 of 2016 eliminates the tax credit for air or marine international transportation above noted, such tax
credit will only be applicable until tax year 2016.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|(2) | This item includes various permanent differences for Corporate Income Tax purposes in Colombia. These permanent differences include non taxable gains and losses on the sale of property, plant and equipment, non taxable
revenues and other items.
|--- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Below we show an analysis of the Companys deferred tax assets and liabilities:



|                                                             |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   |  |   |         |  
|------------------------------------------------------------ |  | ------------------------------------------- | ------- | - | ---------------- | - | ------- | ---------------- |  | - | ---------------- | - |  | ---------------- | ------- | - |  | - | ------- | -
|                                                             |  | Consolidated Statement of FinancialPosition |         |   |                  |   |         |                  | 
|                                                             |  |                                             |         |   |                  |   |         |                  |  |   | Variation        |  
|                                                             |  | December 31,2016                            |         |   | December 31,2015 |   |         | December 31,2014 |  |   | December 31,2016 |   |  | December 31,2015 |        
|Assets (liabilities)                                         |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   |  |   |         |  
|Accounts payable                                             |  | $                                           | 446     |   |                  | $ | 4,470   |                  |  | $ | 15,970           |   |  | $                | (4,024  | ) |  | $ | (11,500 | )
|Inflation adjustments                                        |  |                                             |        |   |                  |   | (23     | )                |  |   | 759              |   |  |                  | 23      |   |  |   | (782    | )
|Deposits and other assets                                    |  |                                             | (12,183 | ) |                  |   | (157    | )                |  |   | (3,551           | ) |  |                  | (12,026 | ) |  |   | 3,394   |  
|Aircraft maintenance                                         |  |                                             | (3,448  | ) |                  |   | 787     |                  |  |   | (5,410           | ) |  |                  | (4,235  | ) |  |   | 6,197   |  
|Pension liabilities                                          |  |                                             | 25,842  |   |                  |   | (19,541 | )                |  |   | (20,514          | ) |  |                  | 45,383  |   |  |   | 973     |  
|Provisions                                                   |  |                                             | 66,947  |   |                  |   | 48,561  |                  |  |   | 46,834           |   |  |                  | 18,386  |   |  |   | 1,727   |  
|Loss carry forwards                                          |  |                                             | 16,641  |   |                  |   | 31,035  |                  |  |   | 736              |   |  |                  | (14,394 | ) |  |   | 30,299  |  
|Non-monetary items                                           |  |                                             | (92,832 | ) |                  |   | (57,913 | )                |  |   |                 |   |  |                  | (34,919 | ) |  |   | (57,913 | )
|Intangible assets                                            |  |                                             | (12,031 | ) |                  |   | (12,582 | )                |  |   | (12,582          | ) |  |                  | 551     |   |  |   |        |  
|Other                                                        |  |                                             | (3,889  | ) |                  |   | (2,265  | )                |  |   | (2,338           | ) |  |                  | (1,624  | ) |  |   | 73      |  
|                                                             |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   |  |   |         |  
|Net deferred tax assets / (liabilities)                      |  | $                                           | (14,507 | ) |                  | $ | (7,628  | )                |  | $ | 19,904           |   |  | $                | (6,879  | ) |  | $ | (27,532 | )
|                                                             |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   |  |   |         |  
|                                                             |  |                                             |         |  
|Reflected in the statement of financial position as follows: |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   | 
|                                                             |  |                                             |         |   |                 
|Deferred tax assets                                          |  | $                                           | 5,845   |   |                  | $ | 5,847   |                  |  | $ | 35,664           |   |  |                  |         |   |  |   |         |  
|Deferred tax liabilities                                     |  |                                             | (20,352 | ) |                  |   | (13,475 | )                |  |   | (15,760          | ) |  |                  |         |   |  |   |         |  
|                                                             |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   |  |   |         |  
|Deferred tax assets (liabilities) net                        |  | $                                           | (14,507 | ) |                  | $ | (7,628  | )                |  | $ | 19,904           |   |  |                  |         |   |  |   |         |  
|                                                             |  |                                             |         |   |                  |   |         |                  |  |   |                  |   |  |                  |         |   |  |   |         |  



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##### Table of Contents

AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







|                                                                      |  |                  |         |   |                  |   |         |  
|--------------------------------------------------------------------- |  | ---------------- | ------- | - | ---------------- | - | ------- | -
|Reconciliation of deferred tax assets net                             |  | December 31,2016 |         |   | December 31,2015 |  
|Opening balance as of January 1,                                      |  | $                | (7,628  | ) |                  | $ | 19,904  |  
|Tax income during the period recognized in profit or loss             |  |                  | (6,642  | ) |                  |   | (13,748 | )
|Tax income during the period recognized in other comprehensive income |  |                  | 731     |   |                  |   | (9,948  | )
|Exchange differences                                                  |  |                  | (968    | ) |                  |   | (3,836  | )
|                                                                      |  |                  |         |   |                  |   |         |  
|Closing balance as of December 31                                     |  | $                | (14,507 | ) |                  | $ | (7,628  | )
|                                                                      |  |                  |         |   |                  |   |         |  

Income Tax

Tax Credits

As of
December 31 2016, the Companys subsidiaries have tax loss carryforwards of approximately US$698 million and excess of presumptive income tax of approximately US$12 million, which are available to offset in future taxable income
in the relevant jurisdictions, if any, where appropriate.

The Company has deferred tax asset corresponding to the aforementioned tax
losses for US$208. However, according to the Companys financial projections no tax income will be generated for the next 5 years to allow the compensation of the deferred tax assets. Therefore, said deferred tax assets has only been recognized
by an amount up to the concurrence of deferred tax liabilities, according to IAS12 paragraph 35.

Subsidiaries Investments

Because Avianca S.A. and Tampa Cargo S.A. are the dominant companies in their subsidiaries and are able to control the future moment in which
the temporary difference related to their investments in such subsidiaries can be reversed. Consequently, due to this temporary difference, which amount to US$167 million, will not be reversed in a foreseeable future, the Companies have decided
not to recognize deferred tax related with such investments according to the exception to IAS12 paragraphs 39 and 44.

Tax Reform
 Law 1819, 2016

Modifies the Tax Law to reconcile the income, tax treatments, tax costs and deductions with the application of
Regulatory Frameworks.

Eliminates the Income Tax for Equity (CREE), and stablishes a general tax rate for income and complementary tax of
34% for tax year 2017 and 33% for 2018 and beyond.

Stablishes an income and complementary tax surcharge for tax bases over US$275,000
approximately, of 6% for 2017 and 4% for 2018.

The tax losses incurred before 2017 on income and complementary tax and/or income tax on
equity, will be limited to the result of applying the formula mentioned in Article 290, subsection 5 of the Tax Law.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The applicable rate to determine the presumptive income, according to the net equity of the
Company as of December 31 of the previous year.



| | (31) | Provisions for legal claims
| | ---- | ---------------------------

As of December 31, 2016 and 2015, the Company is
involved in various claims and legal actions arising in the ordinary course of business. Out of the total claims and legal actions Management has estimated a probable loss of $18,516 and $13,386, respectively. These claims have been accrued for in
the Consolidated Statement of Financial Position within Provisions for legal claims.

Certain proceedings are considered
possible obligations. Based on the plaintiffs claims, as of December 31, 2016 and 2015, these contingencies amount to a total of $95,363 and $73,504, respectively. Certain losses which may result from those proceedings will be covered
either by insurance companies or with funds provided by third parties. The proceedings that will not be settled using the aforementioned forms of payment are estimated at $63,972 as of December 31, 2016 and $43,514 as of December 31, 2015.

In accordance with IAS 37, proceedings that the Company considers to represent a remote risk are not accrued in the Consolidated Financial
Statements.



| | (32) | Future aircraft leases payments
| | ---- | -------------------------------

The Company has 65 aircraft under operating leases with
an average remaining lease term of 41 months. Operating leases may be renewed in accordance with managements business plan. Future operating lease commitments are as follows:



|                           |  |          |         | 
|-------------------------- |  | -------- | ------- | 
|                           |  | Aircraft |        
|                           | 
|Less than one year         |  | $        | 250,060 | 
|Between one and five years |  |          | 616,200 | 
|More than five years       |  |          | 123,112 | 
|                           |  |          |         | 
|                           |  | $        | 989,372 | 
|                           |  |          |         | 

The Company has seven spare engines under operating leases for its E190 and A320 family aircraft. Future
operating lease commitments are as follows:



|                           |  |         |        | 
|-------------------------- |  | ------- | ------ | 
|                           |  | Engines |       
|                           | 
|Less than one year         |  | $       | 3,967  | 
|Between one and five years |  |         | 9,186  | 
|                           |  |         |        | 
|                           |  | $       | 13,153 | 
|                           |  |         |        | 



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







As of December 31, 2016, the Company had two Airbus A319, one Airbus A330F, under
operating lease to OceanAir Linhas Aéreas, S.A. and two E-190 to Aerolitoral, S.A. de C.V. Future minimum income from these lease agreements is as follows:



|                           |  |          |         | 
|-------------------------- |  | -------- | ------- | 
|                           |  | Aircraft |        
|                           | 
|Less than one year         |  | $        | 22,885  | 
|Between one and five years |  |          | 79,401  | 
|More than five years       |  |          | 47,382  | 
|                           |  |          |         | 
|                           |  | $        | 149,668 | 
|                           |  |          |         | 

The amount of recognized payments has expenses during the period is as follows:



|                        |  |              |         |  |              |   |         |              |  |   |         | 
|----------------------- |  | ------------ | ------- |  | ------------ | - | ------- | ------------ |  | - | ------- | 
|                        |  | December2016 |         |  | December2015 |   |         | December2014 | 
|Leases minimun payments |  | $            | 314,493 |  |              | $ | 317,505 |              |  | $ | 299,220 | 



| | (33) | Acquisition of aircraft
| | ---- | -----------------------

In accordance with the agreements in effect, future commitments
related to the acquisition of aircraft and engines are as follows:

Airbus The Company has 137 firm orders for the
acquisition of A320 family aircraft with deliveries scheduled between 2017 and 2025.

Under the terms of these agreements to acquire Airbus
aircraft, the Company must make pre-delivery payments to Airbus on predetermined dates.

Boeing The Company has 5 firm orders for the acquisition of B787-8 aircraft with deliveries scheduled between 2017 and 2019 as well as 10 purchase options.

German Aviation Capital GMBH  The Company has 1 firm order for the adquisition of one A300F aircraft with delivery scheduled in
2017.

ATR The Company has up to 15 purchase options.

Other The Company has 7 firm orders for the acquisition of spare engines with deliveries between 2017 and 2020.

On November 2016, the Company also signed two Aircraft Sale and PurchaseAgreement between German Aviation Capital GMBH and Avianca. Each
agreement for 1 A300B4-605L aircraft with delivery dates December 2016. In December 2016, one aircraft was delivered and the second one is planned for January 2017.



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AVIANCA HOLDINGS S.A. AND SUBSIDIARIES

(Republic of Panama)

Notes to Consolidated Financial
Statements

(In USD thousands)







The value of the final purchase orders is based on the aircraft price list (excluding
discounts and contractual credits granted by the manufacturers) and including estimated incremental costs. As of December 31, 2016, commitments acquired with manufacturers for the purchase of aircraft and advance payments are summarized below.
Advance payments are subsequently applied to aircraft acquisition commitments.

In line with Avianca Holdings S.A.s initiatives
directed towards enhancing profitability, achieving a leaner capital structure as well as reducing the current levels of debt; On April 2016, the Company negotiated a significant reduction, of its scheduled aircraft deliveries in 2016, 2017, 2018
and 2019 and changes some aircraft type both, upgrades and downgrades with Airbus SAS with deliveries scheduled between 2016 and 2025, which modifies the advanced payments and airctraft acquisition as follows:



|                                 |  |          |         |  |          |   |         |            |  |   |           |  |  |            |           |  |       |   |            |  |  |   |            | 
|-------------------------------- |  | -------- | ------- |  | -------- | - | ------- | ---------- |  | - | --------- |  |  | ---------- | --------- |  | ----- | - | ---------- |  |  | - | ---------- | 
|                                 |  | Year one |         |  | Year two |   |         | Year three |  |   | Year four |  |  | Thereafter |           |  | Total |  
|Advance payments                 |  | $        | 107,309 |  |          | $ | 104,665 |            |  | $ | 222,320   |  |  | $          | 224,093   |  |       | $ | 796,886    |  |  | $ | 1,455,273  | 
|Aircraft acquisition commitments |  | $        | 818,527 |  |          | $ | 512,940 |            |  | $ | 1,106,553 |  |  | $          | 2,123,268 |  |       | $ | 11,385,292 |  |  | $ | 15,946,580 | 

On March 2017, the Company signed an amendment with Airbus SAS converting five (5) A319 aircraft, with
delivery date 2019, into A320, which modifies the advanced payments and aircraft acquisition commitments as follows:



|                                 |  |          |         |  |          |   |         |            |  |   |           |  |  |            |           |  |       |   |            |  |  |   |            | 
|-------------------------------- |  | -------- | ------- |  | -------- | - | ------- | ---------- |  | - | --------- |  |  | ---------- | --------- |  | ----- | - | ---------- |  |  | - | ---------- | 
|                                 |  | Year one |         |  | Year two |   |         | Year three |  |   | Year four |  |  | Thereafter |           |  | Total |  
|Advance payments                 |  | $        | 108,548 |  |          | $ | 108,135 |            |  | $ | 222,320   |  |  | $          | 224,093   |  |       | $ | 796,887    |  |  | $ | 1,459,983  | 
|Aircraft acquisition Commitments |  | $        | 821,305 |  |          | $ | 512,940 |            |  | $ | 1,153,318 |  |  | $          | 2,123,268 |  |       | $ | 11,385,292 |  |  | $ | 15,996,124 | 



| | (34) | Subsequent events
| | ---- | -----------------

On January 31, 2017, the Company announced the following three
material events to the market:



| | (1) | Provided that all legal, corporate and contractual authorizations are obtained and the negotiations are successful, AVH will enter into a strategic commercial alliance with United Airlines, which terms and conditions
are yet to be negotiated. The Board of Directors authorized to conduct all the analysis and to take all necessary steps in connection with such potential strategic-commercial alliance.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (2) | Synergy informed the intention to make a capital contribution to AVH of up to US$200.000. In this proposed process all shareholders, including preferred shareholders, would have the opportunity to participate in such
capitalization on a pro-ratabasis. This proposed capitalization would be subject to feasibility studies, structuring and will only take place if and when all necessary corporate, contractual regulatory
and other approvals are effectively obtained.
| | --- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (3) | Synergy also informed of its intention to seek all necessary approvals for the potential combination of the Company with Avianca Brasil (OceanAir), a Brazilian airline controlled by Synergy, on fair and reasonable terms
for both companies. It is worth noting that the combination will only take place if all legal, corporate and contractual authorizations are obtained and the negotiations between the two companies are successful.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (4) | On February 28, 2017 AVH was named as a defendant in a lawsuit filed in New York state court by Kingsland Holdings Ltd. The complaint alleges, among other things, that we breached the Joint Action Agreement with respect
to its entry into an exclusivity agreement with United Airlines to facilitate negotiations of a potential strategic commercial alliance. On March 27, 2017 we opposed Kingslands request for expedited Discovery. On April 7, 2017 the judge heard
oral arguments on Kingslands request for expedited discovery. The judge reserved decision, and no decision has yet been rendered. We believe that Kingslands claims are without merit and we intend to defend vigorously against them.
However, the outcome of the litigation is uncertain at this time.
| | --- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



F-104