Public Lender Presentation –

June 5, 2013

Exhibit 99.1

Disclaimers

2

Related to Forward-Looking Statements

Certain items in this presentation and in today’s discussion, including matters relating to revenue, net income and earnings, and percentages or

calculations using these measures, non-GAAP financial measures, capital structure, future business opportunities or growth rates and other

financial measurements and non-financial statements in future periods, constitute forward-looking statements. Forward-looking statements may be

identified by words such as "anticipate", "believe", "could", "estimate", "expect", "intend", "may", "plan", "predict", "potential", "should", "will" and

"would" or similar words. These forward-looking statements are based on management’s current views with respect to future results and are

subject to risks and uncertainties that could cause actual results to differ materially from those contemplated by the forward-looking statements.

These statements are not guarantees of future performance.  Travelport Limited (the ‘Company’) refers you to our filings with the Securities and

Exchange Commission (SEC), including our Annual Report on Form 10-K for the year ended December 31, 2012, filed on March 12, 2013, for

additional discussion of these risks and uncertainties, as well as a cautionary statement regarding forward-looking statements, which filings and

discussion are incorporated by reference herein.  Forward-looking statements made during this presentation speak only as of today’s date.

Readers are cautioned not to place undue reliance on these forward-looking statements.  Travelport expressly disclaims any obligation to update

or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

Related to Non-GAAP Financial Information

Travelport analyzes its performance using Adjusted EBITDA and unlevered free cash flow, which are non-GAAP measures.  Such measures may

not be comparable to similarly named measures used by other companies.  The Company believes Adjusted EBITDA provides management with

a more complete understanding of the underlying results and trends and an enhanced overall understanding of the Company’s financial liquidity

and prospects for the future.  Adjusted EBITDA is the primary metric for measuring our business results, forecasting and determining future capital

investment allocations and is one of the measures used by the Board of Directors to determine incentive compensation.  Capital expenditures,

which impact depreciation and amortization, interest expense and income tax expense, are reviewed separately by management.  Adjusted

EBITDA is disclosed so that investors have the same tools as those available to management when evaluating the results of Travelport.  Adjusted

EBITDA is a critical measure as it is required to calculate our key financial ratios under our credit agreement covenants.  Adjusted EBITDA is

defined as EBITDA adjusted to exclude costs associated with our restructuring efforts, non-cash equity-based compensation, litigation and related

costs, foreign currency (gains) losses on euro denominated debt and earnings hedges, and other adjustments made to exclude expenses

management views as outside the normal course of operations.

Unlevered free cash flow is defined as net cash provided by operations, adjusted to exclude cash interest payments and include capital

expenditures and capital lease payments.  The Company believes unlevered free cash flow provides management and investors with a more

complete understanding of the underlying liquidity of the core operating business and its ability to meet its current and future financing and

investing needs.

3

•

Travelport Limited (“Travelport”

or “the Company”) is a leading distribution services and e-commerce provider for the

global travel industry

–

Leading global distribution systems (“GDS”) built from best-in-class technology with market leading features,

functionality and ancillary solutions

–

Highly diversified platform serving over 170 countries, approximately 810 travel providers and 67,000 online and

offline travel agencies

–

Strong business momentum with Q1 2013 RevPas growth of 6% and LTM March 31, 2013 Net Revenue and

Adjusted EBITDA of $2 billion and $442 million, respectively

•

Strong,

experienced

and

motivated

management

team

that

continues

to

execute

its

strategic

plan

and

improve

operational and financial results

–

Eight consecutive quarters of RevPas growth

–

Six consecutive quarters of gross margin growth

•

The Company is seeking to raise new $1,550 million First Lien Term Loans, alongside approximately $100m revolving

credit facility

–

Proceeds from the new Term Loans will be used to (i) refinance existing First Lien Term Loans, (ii) add cash to

the balance sheet for general corporate purposes, (iii) pay related transaction fees and expenses and (iv) repay

existing revolver drawdown.

•

The Company is requesting commitments by Friday, June 14, 2013 by 5PM EST

Executive Summary

4

Transaction Overview

Sources & Uses

(1)

$100 million facility size with ability to increase up to approximately $124 million. $100 million currently committed.

Sources

Uses

New Revolver

(1)

$0

Refinance Existing Revolver

$52

New USD Term Loan

1,550

Refinance Existing Extended USD Term Loan

1,064

Release of Restricted Cash

40

Refinance Existing Extended EUR Term Loan

276

Refinance Existing Tranche S Term Loan

137

OID

16

Estimated Transaction Fees & Expenses

15

Cash to Balance Sheet for General Corporate Purposes

31

Total Sources

$1,590

Total Uses

$1,590

($ in millions)

5

Transaction Overview (Cont’d)

Pro Forma Capitalization

(1)

$100 million facility size with ability to increase up to approximately $124 million. $100 million currently committed .

(2)

Maturities

will

spring

to

91

days

inside

maturities

for

2nd

Lien

Term

Loans,

Senior

Notes

and

Senior

Subordinated

Notes

to

the

extent

more

than

an

agreed

upon

percentage

of

such

tranches

remains

outstanding

on

such

date,

such

percentage

to

be

determined

based

on

the

Total

Leverage

Ratio

and

credit

rating.

(3)

Pro forma for repayment of $19 million of 2014 senior notes.

($ in millions)

Pro Forma Restructuring

Transaction

Net

Amount

Adjustments

Amount

Leverage

Maturity

Revolving Credit Facilities

$52

($52)

–

'13 - '15

New Revolving Credit Facilities

(1)(2)

–

–

5 years

Extended USD Term Loans

1,064

(1,064)

–

  8/23/15

Extended EUR Term Loans

276

(276)

–

  8/23/15

Tranche S Term Loans

137

(137)

–

  8/23/15

New USD Term Loans

(2)

–

1,550

1,550

6 years

Total First Lien Term Loans

$1,529

$1,550

3.0x

Second Priority Loan (Tranche 1)

(3)

645

645

1/31/16

Second Priority Loan (Tranche 2)

229

229

12/1/16

Total Senior Secured Debt

$2,403

$2,424

5.0x

Fixed Rate Exchange Notes

405

405

3/1/16

Floating Rate Exchange Notes

187

187

3/1/16

Total Senior Debt

$2,995

$3,016

6.3x

Subordinated USD Notes

272

272

9/1/16

Subordinated EUR Notes

179

179

9/1/16

Capital Leases

92

92

Travelport Limited Debt

$3,538

$3,559

7.5x

Less: Travelport Limited Cash

(3)

(99)

(31)

(130)

Less: Restricted Cash

(137)

40

(97)

Travelport Limited Net Debt

$3,302

$3,333

7.5x

LTM 3/31/13 Adjusted EBITDA

$442

Pro Forma Refinancing

6

Presenters

•

Philip Emery

•

Chief Financial Officer

•

7 years with Travelport

•

In current role since October 2009

•

Gordon Wilson

•

President and Chief Executive Officer

•

22 years with Travelport

•

In current role since June 2011

Business Overview

Gordon Wilson

President and Chief Executive Officer

8

Travelport at a Glance

We create integrated itineraries for hundreds of millions of travelers

who use the services of on line and off line travel agencies for leisure 

and corporate travel.

We aggregate travel content, filter it through sophisticated search

algorithms and process booking transactions on a platform of scale.

Travelport is a leading distribution services and e-commerce provider

for the global travel industry.

9

Travelport at a Glance

(1)

Split based on % of revenue for the LTM period ended March 31, 2013.

(2)

Key statistics relate to full year 2012

Key Financials: LTM period ended March 31, 2013    

Revenue: $2 billion

Adj. EBITDA: $442 million

Adj. EBITDA margin: 22%

Shaping the global travel industry for more than 40

years

Global, geographically balanced footprint

Strategic investment in Orbitz Worldwide (OWW)

1 of 3 global GDS players

Geographic Footprint

Travel

Distribution

$1,847

(1)

92%

Airline IT

Solutions

$153

(1)

8%

Key Statistics

>162 million airline tickets issued per annum

> 57 million hotel room nights sold

> 17 million car rentals

> $80 billion in total transaction value

Selling countries: Over 170

Headquarters:

Operational

-

Langley,

UK

and

Corporate -

Atlanta, USA

Development centers: Atlanta, Kansas City,

Denver, New Delhi India

Systems operations center: Atlanta

Travelport is a leading distribution services and e-commerce provider for the global travel industry 

10

Travelport at a Glance (Distribution Business)

Aggregate

Daily Operating Statistics

Search/

Filter

Process

Transaction

Manage

Booking &

Changes

Travel Agents Search our Systems 28 Billion

Times a Year…

Online Agents

Offline Agents

Leisure

Traveler

Corporate

Traveler

Automated

Workflow

For Each Search (e.g. flight search from

London to Bangkok on set dates )….

~77 million searches

Up to 2.7 billion travel related

messages

> 4 million booking/cancel

transactions

Source: 2012 full year figures

Estimates based on Management Analysis

~265k changes to itineraries

post booking

>64b possible route/fare

combinations

>28m options to price

Our intelligent systems

weed out the improbable…

..rank and filter for the

most relevant…

Up to 300 options

sent to Travel

Agency

1

Integrated

Itinerary

…and enable agents to book and

manage an integrated itinerary

11

Travelport at a Glance (Airline IT Solutions)

Hosting Solutions

IT Subscription Services

Business Intelligence Solutions

Travelport provides hosting and

application development solutions

to airlines and the technology

companies that support them

Provide a variety of mission critical

pricing, shopping, and ticketing

services to airlines in a SaaS

model

Travelport provides business

intelligence data services and

marketing-oriented raw data sets

and services to airlines and travel-

related businesses

Fares and Pricing/e-pricing

Electronic Ticketing

Rapid Reprice (automated rebooking/self

service)

Interline bookings

Departure control

Online market intelligence and

benchmarking

tools

Customised data analytics

Web-based analytical tools

Mission-critical systems for airlines such

as internal reservation systems, seat

and fare class inventory management,

flight operations technology services and

software development services

Hosting platform and critical application

development for Delta

Representative Customers

Airline IT solutions provides mission-critical hosting and IT subscription services to airlines

12

Core Revenue Model is Transaction Based

Travel

agencies

Online (OTA)

and Traditional

Transaction Processing

$$$ flow

$ flow

Supply content

Booking related services

Merchandising services

Payment solutions

Pricing, availability,

reservations,

ticketing, payments

Travel providers

(airlines, hotels,

car hire, rail, cruise

operators, etc.)

Revenue

Agency

Incentives

(Commission for

distributor markets)

$30

Booking fee or yield

(6 x $5)

$12

Incentive

(6 x $2)

$18

GDS gross margin

(6 x $3)

1 return trip airline ticket (connecting flight)

1 car hire (3 days)

1 hotel reservation (3 nights)

Total

Segments

(transactions)

4

1

1

6

Illustrative GDS payment flows for transaction processing

Payment for software/services

Note:

$ amounts for illustrative purposes only.

4

2

1

3

13

Predictable, Recurring Operating Model (LTM –

Q1 2013)

(1)   SG&A excludes add backs to EBITDA

Reported

Segments

RevPas

Transaction Processing

Revenue

Airline IT Revenue

Total Revenue

Commissions

Technology & Telecoms

Adjusted EBITDA

$0.92B

$0.28B

$0.44B

Gross Margin

$1.08B

344m

$5.37

$1.85B

$0.15B

$2.00B

SG&A

(1)

$0.36B

Key Investment Highlights

14

Strong Fundamentals

Attractive Investment Opportunity

Unique, Global Position

Positioned

in High Value

Segment of Travel

Distribution

Proven Value

Proposition

Technology

–

Open

Platform

Attractive Business with Excellent Cash Flow Conversion

Proven Management Team

Diverse Network

of Solid

Relationships

Balanced, Global

Geographic

Footprint

Attractive Growth

Industry

1

2

3

4

5

6

7

8

Travelport Benefits from Favorable Industry Growth

Fundamentals

15

Travel Expenditure on Selected Categories

Key Growth Drivers

Globalization

Rising middle class

Demographics

Increasing travel supply globally

Emerging regions

+

+

+

+

Attractive Growth Industry

Source:

Euromonitor International.

Note:

Figures based on current prices and 2012 fixed change rates in US $bn.

(1)

Car Rental values exclude insurance replacement costs.

(2)

Other category includes Cruise, Ferry and Bus / Coach.

The travel industry has been a driver, and continues to be a key beneficiary, of globalization.

Third parties estimate annual growth in the global travel industry of $100+ billion

Travelport is Positioned in the High Value Segment of

Air

16

Air

Distribution

(%

of

Total

Air

Distribution)

(2)

Direct /

un-addressable

Segment

2

(1)

Source: Estimate based on Travelport analysis

(2)

Euromonitor & Travelport analysis; excludes air charters

Travelers

seeking informed choice

Corporate travel

•

Long haul

•

High end travel

•

Complicated multi segment/multi-content

itineraries

•

Specialized travel -

student and adventure

travel

OTAs

Full service travel agencies

China (limited access)

Simple

point

to

point

leisure

Travel

(direct

to

supplier.com)

Point to point LCC (direct to

supplier.com)

Non-GDS Segments

GDS Segments

GDS Focused

Segment

(2012-2017

CAGR: ~3%)

(1)

Direct Channel in US Air has Stabilized at ~50%

17

Tier

1

US

Carrier

–

Sales

Volume

by

Channel

Source:

Management estimates.

Airlines historically took bookings directly through reservation centers,

Authorized Travel Officials (ATOs) and Commercial Travel Offices (CTOs),

but the internet has grown the direct channel

18

Key Growth Areas for the Airline Industry

(1)

Ancillary Revenue Growth ($ billion)

(2)

Ancillaries

Corporate

Away Regions

Approximately 78% of airlines surveyed  indicated the intermediary channel is important / very

important

for

distribution

of

ancillaries

to

drive

revenue

growth

(1)

Key Ancillaries:

Seat Assignments

Wi-Fi internet access

Meal vouchers

Priority boarding

Baggage fees

(1)    Travelport interviews with airline representatives and joint CAPA/Travelport survey; participants evaluated each area individually

(2)

Revenue

Growth

Over

Last

3

Years

&

Potential

Future

Growth

–

LEK

&

Ideaworks

20.4%

31.5%

31.5%

33.3%

42.6%

70.4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Emerging Europe

Africa

Latin America

APAC

Corporate

Ancillaries

9.4

13.5

22.6

26.1

30.0

34.6

39.9

46.0

0

10

20

30

40

50

2008

2009

2010

2011E

2012F

2013F

2014F

2015F

Double

Double

2

Airline

Product

Offerings

are

Changing

–

Significant

Focus

on

Ancillaries, Corporates and Away Regions for Profit Growth

Airline industry growth stemming from Non-North

American regions is expected to continue

19

2

Capacity (million seats)

Net Increase in Airplanes in Service        

from 2011-’31 (# of Aircrafts)

Source:  OAG, Boeing

* APAC excludes China for Seat Capacity & Net Increase in Airplanes in Service

CAGR

~5%

~5%

~3%

~1%

2009-2012 CAGR

US:     ~1%

ROW: ~5%

0

100

200

300

400

500

NA

EU

APAC

ME

Jan

May 2009

May 2013

0

2000

4000

6000

NA

Europe

APAC

ME

341

349

624

733

2009

2012

US

ROW

-

Jan

-

GDS Industry – Historical Geographic Distribution & Growth – US vs. ROW (2012 MIDT)

Hotel Distribution Represents a Significant Growth

Opportunity for Travelport

Large & Growing

Sector

Low Penetration

Rate

Highly Fragmented

Supply Base

Increasing

Importance for

Profitability of

Agencies

Global Hotel Gross Bookings and Growth 2008-2014 ($billion)

Traditional GDS Penetration of Hotel Distribution (estimated)

20

2

Source: Euromonitor; Hotel retail sales based on 2012 fixed exchange rates

Hotel Distribution statistics based on 2010 survey of Travel agencies conducted by Travelport

1

2

3

4

10%

5%

0%

5%

10%

15%

350

390

410

450

470

510

530

550

2008

2009

2010

2011

2012

2013F

2014F

370

430

490

-

-

yoy % value growth

All other channels

GDS

426

393

420

442

466

494

524

Hotel Sales (US$bn - Fixed 2012 exchange rates)

Travelport Adjacency Businesses –

B2B Payments

(1)

21

2

(1)  JV in which Travelport owns a controlling 60% stake; financials are consolidated in Travelport P&L.

Automated

payment

solutions

between

providers

and

travel

agencies,

tailored

to

meet

the

needs

of

the

travel

industry

using

single

use

credit

cards

Business incubated; broke even in 2012 and on

course to make EBITDA contribution in 2013

Strategic partnership with MasterCard Worldwide

$billions transacted on B2B basis in the travel

industry each year

Potential for significant growth

+

+

+

To Recap…

22

2

Travelport is well positioned in the high value, more complex segment

of travel distribution both in terms of geography, customers and

product capabilities

Direct air has been stable

for some years in mature regions

Travel

industry

is

a

significant

global

business,

growing

faster

than

world GDP

1

2

3

Significant growth opportunities

•

Air via LCCs

•

Air via emerging regions

•

Hotel distribution

•

B2B Payments in Travel

4

Sound

&

Proven

Value

Proposition

–

Providing

Solutions

to

Power the Growth and Globalization of the Travel Ecosystem

23

3

Note:  Based on fiscal year 2012 data.

Value to Travel Providers (annually)

•

>$80 billion of transactions

•

~162 million air tickets issued

•

> 300 million air segments,

•

~ 57 million hotel room nights,

•

~ 17 million car rental bookings

•

~ 2 million rail bookings

Value to Travel Agencies

Travelers

Airlines

Hotels

Car Rental

Rail

Cruise

Tour

Operators

Insurance

Online Travel

Agents

Offline Travel

Agents

Travel

Management

Companies

Corporate

Booking Tools

Tour Operators

New Players

Leisure

Business

Inventory and availability from over 800

travel providers worldwide

>100m fares with billions of possible

combinations to consider

Enabling 77 million searches executed      

per day

Workflow automation

Data Analytics

•

•

•

•

•

Travel

Agents

Travel

Providers

Proven Value Proposition to Travel Providers (Airlines,

Hotels, etc.)

24

3

Note:  Based on fiscal year 2012 data.

Source:  MIDT and Travelport Analysis

Extended distribution reach

beyond home market

Significant value for money

Improved operational efficiency of

highly complex/high transaction

operations

Rack, display, sell products in 170+ countries and to

~67,000 travel agencies globally

Deliver higher value bookings

Pay on performance (i.e. pay per bookings not per

impression or per click)

Manage >100m fares with billions of possible

combinations to consider

Manage >1.4 billion booking/cancel transactions p.a.

Fees average ~2% of transaction value

•

Away regions

•

Corporate

•

Complex Itineraries

Delivering

Value to

Travel

Providers

Worldwide

Higher yielding 

ticket prices

Low Cost Carrier Participation Has Risen in the Last 8

Years

25

•

Key Growth regions for LCCs are in EMEA and APAC

•

Many LCCs have become hybrid carriers offering interline and additional products targeting the corporate traveler

•

Travelport has invested to enable better integration and aggregation of LCC Content

Low Cost Carriers Participating on

Travelport’s Distribution Systems

3

Sources: 

(1)Travelport

Press

Release

–

Announcement

of

Easyjet/Travelport

content

Agreement

–

April

2012

(2)

Easyjet

Investor

Presentation

–

2013

(3) Easyjet 2013 half year results call transcript

“…Travelport’s extensive global footprint

provides us with an efficient distribution

channel for distributing our popular low-

fares, including the Flexi fare, especially to

the managed corporate travel market.”

Andrew Hodges, easyJet's Director of

Sales, Distribution & Business

(1)

EasyJet announces milestone of 10

million business passengers during a

12-month period  ending Dec 2012

EasyJet signs >100 corporate related

deals since October 2012

(3)

Key Growth Drivers for LCCs

GDS Addressable Segment

•

Long haul

•

High end travel

•

Complicated multi-segment/multi-

content itineraries

•

Specialized

travel

-

e.g.,

student

and

adventure travel

Access to corporate travel

Bookings from away regions

More complex itineraries

Corporate travel

Full Service Travel Agencies

OTAs

0

70

2004

2012

Source:  MIDT and Travelport management analysis.

Indicative ticket values based on Travelport GDS bookings in 2012 excluding government taxes

Travelport Provides Value to Airlines Through Efficient

Access to Away Regions

26

GDS Booking Volumes Middle East Hub Carriers

(2012)

Indicative Ticket Fare Value Differential

Middle East vs. non-middle East Point of Sale

GDS Booking Volumes

for US Carriers (2012)

Indicative Ticket Fare Value Differential

US vs. non-US Point of Sale

3

$0

$500

$1,000

$1,500

US Bookings

ROW Bookings

$0

$500

$1,000

$1,500

ME Bookings

ROW Bookings

82%

18%

US Bookings

ROW Bookings

32%

68%

ME Bookings

ROW Bookings

Travelport

Merchandising

Platform

–

Enabling

Airlines

to

Distribute,

Market and Sell Their Products in New Ways

27

3

Growing Customer Base…

Fare

Families

Ancillaries

Proven Value Proposition to Online and Offline Travel

Agencies…

Playing a key role in enabling travel agencies to expand their businesses and efficiently run their

day-to-day operations

28

3

Note:  Based on fiscal year 2012 data.

Ability to compare, search, shop, and book inventory

from over 800 providers worldwide in real-time

Workflow automation tools and booking integration

from multiple providers/multiple content types

Content Pipeline to power corporate self booking

tools

Single point of access to a world of multisource

content

Integration of mission critical data for  back

office/accounting and corporate customer reporting

Access to over 100m fares with billions

of possible combinations to consider

Handling over 1.4 billion booking transactions p.a.,

including over 500m cancellations

Expand their addressable

customer base and

the products/services offered to them

Improve Sales Productivity

Simplify

highly complex / high transaction

operations

Reduce Operating Costs

Delivering

Value to

Travel

Agencies

Worldwide

Access to value added solutions to improve the end

traveler’s experience (e.g., itinerary management)

System reliability = 99.994% core system uptime (with

no exceptions for scheduled downtime)

…Underpinned by Differentiated, Game-changing Products

Including Graphically Enabled Point of Sale Solutions…

Enabling…

Greater content distribution

Advanced advertising capabilities

Shift from pricing to value

29

3

From multiple Traditional Desktops

“Green Screens”

To a graphically enabled retail  platform

(Travelport Universal Desktop ™)

discussion

Taking agent beyond availability

and pricing data to a one-stop

experience

for:

•

Multiple offers for the same hotel

•

Fully integrated into Travelport

bookings

•

Guaranteed Travel Agency

commission

•

Ability to upsell customers

Travelport Rooms and More

he

travel

agents’

hotel

one-stop

experience

…a One-Stop Portal for Hotel Content Powered by

Meta-search Technology…

30

3

T

…and Access to a World of Other Travel Related

Content Including Car and Rail…

31

3

All the leading car rental

providers

National & International rail

content & ticketing

Cruise & Tour

Growing $100 million business with potential for

significant growth

Source:  Management estimates.

Car

Cruise

Insurance

Rail

Deluxe Rent a Car

…On an Open Platform Enabling the Next Generation of

Mobile Devices…

32

3

Solutions for Travel Agents to

Offer Their Customers (travelers)

Mobile Solutions for Travel Agencies –

Travelport Mobile Agent

…While Addressing Legacy Challenges in Payments

Through Innovative B2B Payment Solutions

33

3

Single use credit card

Automated real-time reconciliation

(accounts payable/receivables)

Works with any provider that can

accept MasterCard

Being adopted by large hotel booking

OTAs and LCCs embracing

the intermediary channel

Reduces significant risk of fraud

and impact of providers default

Diverse Network of Solid Relationships

High visibility for revenue from established relationships with a diverse set of global travel

providers and customers, servicing the channels where consumers value choice

~810 active travel providers

~400 airlines, including approximately 55 LCCs

~330 hotel chains, over 450,000 hotel properties

(1)

, ~25 car

rental companies,

~50 cruise and tour operators and

10

major rail networks

~67,000 on-line and off-line travel agency locations,

including leading office corporate and leisure

Serving consumers who value choice

In 2012, issued ~162m tickets and processed up to 2.7bn

travel-related messages per day

Top 15 airlines with average tenure of 10+ years

Very high renewal rate shows travel provider satisfaction

2 –

5 year “full-content”

contracts which account for

67% of total volumes and guarantee same content and

availability as on supplier.com direct channel

Solid relationships with top 10 travel agencies

High degree of customer satisfaction

3 –

5 year contracts

Low concentration of travel providers with Top 15 providers

representing 40% of GDS Transaction Processing revenue

Low concentration of customers with top 10 customers

representing 30% of GDS Transaction Processing revenue

Low

concentration

Long-term

relationships

Broad

base

Travel Providers

Travel Agencies / Intermediaries

34

4

Note:  Based on fiscal year 2012 data.

(1) Includes properties sourced through hotel aggregators and bookable on Travelport Rooms & More

Balanced, Global Footprint with Targeted Geographic

Growth

35

5

Note:  Based on fiscal year 2012 data. Figures may not add to 100% due to rounding.

A balanced, global footprint aligned to global GDS / air demand

Selected Travelport Highlights

Remote Service

No Operations

In country operations

% of Travelport’s air volumes

% of total global GDS air volumes

Japan:

Japanese

GDS

Axess (JAL) will be part

of Travelport platform by

end of 2013

Africa:

Expanded

into

additional

countries

in

2012

including Tunisia and Morocco

Vertically integrated operations in Kenya and South

Africa

Americas

45%

Europe

25%

MEA

11%

Asia Pacific

18%

43%

31%

10%

16%

Canada:

Realising

significant

growth

and share gains stemming from Air

Canada/Agencia solution

Outperforming market

Large OTA business

Russia:

Third

operation

opened

in

Russian network with office in Vladivostok

•

•

Operating in over 170 countries

Travelport Technology:  an Open Platform to the

Broadest Travel Content

36

6

Book

Profile

Record

Access  to the broadest

travel content…

Universal         

API

Change

~400 

Airlines

>450k   

Hotel

Properties

Rail, Cruise

& Tour

Search

Payment

…through an open

platform…

…to the broadest user

base and set of devices

Travelport POSs for Offline

Agencies

Online Travel Agencies

Corporate Booking Tools

Enabled by Travelport

Developer Network

~25       

Car Rental

Companies

Continuous Investment in Technology Infrastructure,

Platform and Applications

37

8 IBM z196

mainframes running

TPF, z/TPF, z/OS and

z/VM

Note:  Based on calendar year 2012 data.

Storage capacity analysis is indicative and based on Travelport analysis and publically available information

Travelport’s

storage

capacity

(8

PB’s)

could

store

29

copies

of

the

entire

iTunes

store

catalogue!

29 x (26m songs, 45k films, 190k TV episodes, and 700k apps)

6

Hub & Spoke Infrastructure

Enabling an Open Platform vision

Service Oriented Architecture (SOA)

Java, Linux and .Net

Meta-search

Multiple Travel Provider Connectivity

Developing a diverse application set

uAPI

POS’s –

Smartpoint & Universal

Desktop

Travelport Mobile

ePricing

Volume and Quality of Volume Driven, Operationally

Leveraged Business

Attractive Business

Cash

Flow

Conversion

(1)

Operating Leverage Drives Upside

Strong Free Cash Flow Generation

•

Volume driven model with solid customer

relationships and high visibility revenue

•

Consistent performance, even in challenging macro

environment

•

Proven ability to reduce fixed cost base in a

downturn

•

Value added pricing strategies

•

Growth opportunities in Hospitality and Payments

$545 

$507 

$455 

$442 

$230 

$305 

$305 

$249 

2010

2011

2012

LTM 3/31/13

Adj. EBITDA

Unlevered Free Cash Flow

•

Positioned to leverage growth in travel volumes due

to scalable infrastructure

•

Significant investments in product and infrastructure,

to support new trends in merchandising (e.g. fare

unbundling) and to grow RevPas

•

LTM 3/31/13 unlevered FCF

(2)

was $249 million,

representing 56% of Adjusted EBITDA

•

Consistent and focused capital requirements

•

Low working capital needs

(1)

(2)

42%

60%

67%

56%

38

7

Unlevered Free Cash Flow defined as net cash provided by / (used in) operating activities, adjusted to exclude cash interest payments and include capital expenditures.

FCF conversion rates 2010 exclude the results of the GTA business.

7

Resilient business model

Source: IATA and IHS Global Insight.

Note: Passenger growth is defined as passengers carried on schedule airlines.

2003-2007 Average: 2.6x

2002:

Influence of 9/11 Attacks

World GDP Growth (%)

Passenger Growth (%)

Passenger Growth / World GDP Growth (x)

(0.0)x

4.6x

2.9x

2.0x

1.3x

2.1x

(0.3)x

0.5x

2.0x

2.0x

2%

3%

4%

4%

4%

4%

1%

(2%)

4%

3%

2%

(0%)

13%

12%

7%

5%

8%

(0%)

(1%)

8%

6%

5%

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012F

2.1x

2008-2009:

Global Economic Recession

2010-2012:

Economic Recovery

39

Air volume growth typically outperform GDP growth except during periods of economic shock,

and recover quickly from economic shocks as seen from 2010 – 2012

40

RevPas

Year on Year

Growth (Decline)

COR Rate

Year on Year

Growth (Decline)

Gross Margin

(2)

Year on Year

Growth (Decline)

Note:

RevPas is calculated as transaction processing revenue divided by the number of available segments.

(1)

Year on Year movement excludes the impact of the loss of the United MSA.

(2)

Gross Margin is defined as Total  Revenue less Commissions.

7

Execution –

Key Performance Metrics

1%

(2%)

(2%)

(2%)

(1%)

0%

1%

0%

2%

2%

3%

5%

6%

Q1 '10

Q2 '10

Q3 '10

Q4 '10

Q1 '11

Q2 '11

Q3 '11

Q4 '11

Q1 '12

Q2 '12

Q3 '12

Q4 '12

Q1 '13

10%

6%

6%

9%

5%

6%

8%

2%

3%

0%

(2%)

1%

1%

Q1 '10

Q2 '10

Q3 '10

Q4 '10

Q1 '11

Q2 '11

Q3 '11

Q4 '11

Q1 '12

Q2 '12

Q3 '12

Q4 '12

Q1 '13

(1)

(1)

(1)

(1)

(2%)

(6%)

(7%)

(11%)

(6%)

(2%)

(2%)

0%

2%

0%

3%

5%

5%

Q1 '10

Q2 '10

Q3 '10

Q4 '10

Q1 '11

Q2 '11

Q3 '11

Q4 '11

Q1 '12

Q2 '12

Q3 '12

Q4 '12

Q1 '13

(1)

(1)

(1)

(1)

Execution -

IT and Travel Industry Recognition

‘Favorite GDS (Canada)’

2012 Agent Choice Awards

Travel Industry

Technology

41

Recent highlights include

7

‘Best GDS Asia Pacific’

2012 TTG Travel Industry Awards

‘Best Technology Provider’

2013 Globe Travel Awards

Top 250 ranking

2012 InformationWeek 500

Most Innovative Business Technology Organizations

‘IT Team of the Year’

Gold Stevie Award

2012 American Business Awards

In 2012 Travelport continued its record of winning plaudits and awards across all

regions from both the travel and technology industries

Proven, Motivated and Aligned Management Team with

nearly 100 Years of Travel Industry Experience

42

8

Kurt Ekert

EVP and Chief Commercial Officer

•

11 years with Travelport

•

In current role since 2010

•

Previous roles include COO of GTA,

a former  Travelport business, Senior

VP, Travelport Supplier Services,

Group VP, Strategy and Business

Development and COO,

Travelport/Orbitz for Business

•

Before Travelport, held a number of

finance roles at Continental Airlines

Eric Bock

EVP, Chief Administrative Officer

and Chief Legal Officer

•

16 years with Travelport

•

In current role since August 2006,

Chief Administrative Officer since

January 2009

•

Previously EVP, Law and Corporate

Secretary of Cendant

•

Previous roles include member of

the corporate group at Skadden,

Arps, Slate, Meagher and Flom LLP

Philip Emery

Chief Financial Officer

•

7 years with Travelport

•

In current role since October 2009

•

Formerly served as CFO of 

Travelport GDS

•

Previous roles include CFO of

Radianz, Entrepreneur in

Residence with Warburg Pincus

as well as a number of

international finance roles at FTSE

and NASDAQ companies 

Gordon Wilson

President & Chief Executive Officer

•

22 years with Travelport

•

President and CEO since June 2011

•

Previously served as President and CEO of Travelport GDS

and has also run a wide variety of Cendant travel distribution

businesses including leading travel wholesaler, GTA

•

Has also held roles in both the airline and chemical industries

Mark Ryan

EVP and Chief Information Officer

•

4 years with Travelport

•

In current role since 2009

•

Prior to joining Travelport, served as

Senior VP and Chief Information

Officer of Atlanta-based Matria

Healthcare

•

Also served as Chief Technology

Officer of eBay and spent 18 years

with IBM

•

24 years with Travelport

•

In current role since 2012

•

Previously served as Global Head of

Commercial Operations & Supplier

Services; Managing Director Europe,

MEA and Vice President, Airline

Services and General Manager for

Galileo Southern Africa.

Bryan Conway

Chief Marketing Officer

Terry Conley

EVP Capability and Performance

•

14 years with Travelport

•

In current role since 2013

•

Previous roles for Travelport/Cendant

include Special Advisor to Travelport 

and Executive Vice President of

Integration, Chief Administrative

Officer, Travelport and  EVP, HR and

Corporate Services , Cendant

Motivated,

incentivized

and

aligned

management

team

via

EBITDA

based

compensation

structure

Financial Highlights

Philip Emery

Chief Financial Officer

Annual Historical Financial Performance

44

Revenue

($ in millions)

LTM  Q1 2013 Revenue

•

Hospitality

•

Products & Services

•

B2B Payments

Growth Initiatives

Transaction Processing

United

Revenue

$68

$96

$27

$3

$1,928 

$1,939 

$1,975 

$1,997 

2010

2011

2012

LTM Q1 2013

Total Revenue Excluding United

Air Booking

Fees

75%

AITS

8%

Growth

Initiatives

17%

Annual Historical Financial Performance

45

Pro

Forma

New

Adjusted

EBITDA

(1)

($ in millions)

($ in millions)

Adjusted EBITDA Previously Reported

Note:

United

EBITDA

New

Adjusted

EBITDA

(inc United

EBITDA)

$489 

$436 

$434 

$440 

$63 

$64 

$58 

$56 

$552 

$500 

$492 

$496 

2010

2011

2012

LTM Q1 2013

Pro Forma Adjusted EBITDA

Amortization of Customer Loyalty Payments

$489 

$436 

$434 

$440 

2010

2011

2012

LTM Q1 2013

Total Revenue Excluding United

As part of the refinancing, the definition of the Adjusted EBITDA (a key loan covenant ratio measure) in Travelport’s credit agreements will be amended to

allow an add-back for the amortization of Customer Loyalty Payments. Customer Loyalty Payments are development advance payments that were made

with the objective of increasing the number of clients or improving customer loyalty. In addition, due to the impact of the loss of the United Master Services

Agreement (the “MSA”), Travelport has presented Travelport Adjusted EBITDA and the New Adjusted EBITDA to reflect the impact of the loss of the MSA

as “Pro-forma Adjusted EBITDA” and “Pro-forma New Adjusted EBITDA”, respectively.

$56

$71

$21

$2

$608

$571

$513

$498

Quarterly Historical Financial Performance

46

Pro Forma Total Revenue and YoY Growth

($ in millions)

United

Revenue

$23

$24                   $23                   $26                

$24                    $3                    $0                

$0                      $0

$508

$506

$486

$439

$526

$503

$489

$457

$548

(2.2%)

0.6%

3.1%

1.2%

3.6%

(0.6%)

0.7%

3.8%

4.3%

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Pro Forma Total Revenue

YoY growth

Quarterly Historical Financial Performance

47

Adjusted EBITDA

New Adjusted EBITDA

($ in millions)

($ in millions)

United

EBITDA

$17

$18                   $17                  $19             

$19                    $2                      $0           

$0                     $0

$166

$154                 $128                $123              

$155                 $133                 $122                $103                $140

New Adjusted

EBITDA

(inc United

EBITDA)

$130 

$118 

$101 

$87 

$121 

$118 

$106 

$89 

$127 

$19 

$18 

$10 

$17 

$15 

$13 

$16 

$14 

$13 

$149 

$136 

$111 

$104 

$136 

$131 

$122 

$103 

$140 

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Pro Forma Adjusted EBITDA

Amortization of Customer Loyalty Payments

$130 

$118 

$101 

$87 

$121 

$118 

$106 

$89 

$127 

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Pro Forma Adjusted EBITDA

Q1 2013 Results

48

Q1 2013 Highlights

($ in millions)

Revenue

Adjusted EBITDA

($ in millions)

RevPas

Note:

Figures are pro forma for the loss of United MSA.

•

•

Outperforming growth in certain key countries/regions:

–

Canada: Travelport +30% vs. overall GDS growth of +8%

–

Eastern Europe: Travelport +28% vs. overall GDS growth of +13%

–

Western Europe: Travelport +1% vs. overall GDS decline of (3)%

•

RevPas

–

Q1 2013 growth at +6%, reflecting:

•

Introduction of new products and services

•

Continued growth in hotel and advertising sales

•

Growth in eNett payments processing

•

Growth in higher yield segments offsets volume contraction

Excluding the impact of the loss of the United MSA from Q2 2012, Travelport’s segments were (1)% YoY, in line with global GDS

volumes

$526 

$548 

Q1 2012

Q1 2013

$121 

$127 

Q1 2012

Q1 2013

$5.08 

$5.38 

Q1 2012

Q1 2013

Adjusted EBITDA Reconciliation

49

($ in millions)

1

Corporate costs represent costs related to strategic

transactions (including the proposed offering of securities

in 2010), internal re-organization and other costs related to

non-core business

2

Restructuring charges represent the costs incurred to

enhance organizational efficiency and to consolidate and

rationalize existing processes.

Litigation and related costs predominately relates to the

American Airlines and bondholder litigation costs incurred

in 2012, and NDC arbitration costs incurred in 2011. Both

the American Airlines and bondholder ligation were

settled in April 2013

4

3

Equity granted to management as part of compensation

package

5

Gain related to purchase of Senior Notes at a discount

6

Other primarily includes (i) $7 million of write-off and

impairment of non-current assets for the year ended

December 31, 2011, and (ii) unrealized (gains) losses on

foreign currency derivatives contracts and euro-

denominated debt

1

2

3

4

5

6

7

7

The add-back of amortization of development advance

payments which were made with the objective of

increasing the number of clients or improving customer

loyalty

LTM

2010

2011

2012

3/31/13

EBITDA

$486

$427

$371

$369

Adjustments:

Corporate Costs

36

15

19

17

Restructuring Charges

11

4

–

–

Equity-based Compensation

5

5

2

–

Litigation and Related Costs

–

50

53

57

Gain on Extinguishment of Debt

(2)

–

(6)

(6)

Other

9

6

16

5

Adjusted EBITDA

$545

$507

$455

$442

Amortization of Customer

Loyalty Payments

63

64

58

56

New Adjusted EBITDA

$608

$571

$513

$498

Note:

2010 and 2011 exclude the results of the GTA business, which was sold on May 5, 2011.

LTM

Pro Forma

3/31/13

3/31/13

New Adjusted EBITDA

$498

$498

Less:

Interest Payments

(234)

(279)

Tax Payments

(19)

(19)

Changes in Operating Working Capital

36

36

FASA Liability Payments

(4)

–

Defined Benefit Pension Plan Funding

(25)

(25)

Customer loyalty payments

(46)

(46)

Other Adjusting Items

(75)

(35)

Free Cash Flow Before Capital Expenditures

$131

$130

Less:

Maintenance Capital Expenditures

(68)

(68)

Free Cash Flow Before Growth Capital Expenditures

$63

$62

Less:

Growth Capital Expenditures

(48)

(48)

Free Cash Flow

$15

$14

Unlevered Free Cash Flow

$249

$293

% of Adj. EBITDA

50%

59%

50

($ in millions)

1

Other adjusting items in the LTM period relate

to payments for costs included within operating

income, but excluded from Travelport Adjusted

EBITDA. These include (i) $15 million

payments related to a historical dispute related

to a now terminated arrangement with former

distributor in the Middle East (ii) $30 million of

corporate transaction costs payments (iii) $29

million and of litigation and related costs

payments and (v) $1 million of restructuring

1

2

2

2

Capital expenditures of $116 million comprises

$100 million of cash expenditures and $16

million of repayment of capital lease

obligations; ~60% of the total amount is

maintenance and ~40% is related to growth

initiatives / investments

3

Pro forma column presented to include (i)

interest expense pro forma for the refinancing,

(ii) other adjusting items pro forma for non-

recurring items and (iii) FASA payment pro

forma for final payment which was made

6/30/12.

Free Cash Flow Reconciliation

3

Historical Segment Volumes

51

Segment Volumes

RevPas

(Segments in millions)

93.7 

89.0 

86.6 

77.7 

95.6 

87.3 

85.1 

76.7 

94.7 

1.8 

1.9 

2.4 

2.2 

2.2 

95.5

90.9

89.0

79.9

97.8

87.3

85.1

76.7

94.7

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Pro Forma Reported Segments

United RSS Segments

$5.01 

$5.24 

$5.13 

$5.19 

$5.08 

$5.34 

$5.30 

$5.47 

$5.38 

Q1 2011

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Primarily US$ Based Company with Limited FX Exposure

52

Travelport FX Exposure

Transactional

FX Exposure

Translational

FX Exposure

Highly Leveragable

Cost Base

•

Only 1% of revenues are invoiced in

non-USD currencies

•

Approximately 29% of 2013 costs are

non-USD (locally paid Financial

Assistance, Commissions and

Operating Expenses)

•

Hedging typically undertaken annually

around budgeting cycle with up to 15

month time horizon

•

Euro denominated debt is currently

partially hedged with forward contract

and options

•

~90% of operating costs fixed

•

~10% of operating costs variable

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Revenue

Operating

Costs

Other FX

USD

Concluding Remarks

Gordon Wilson

President and Chief Executive Officer

Recap of Key Investment Highlights

54

Strong Fundamentals

Attractive Investment Opportunity

Unique, Global Position

Positioned

in High Value

Segment of Travel

Distribution

1

2

3

4

5

6

7

8

Attractive Growth

Industry

Proven Value

Proposition

Diverse Network

of Solid

Relationships

Balanced, Global

Geographic

Footprint

Technology

–

Open

Platform

Attractive Business with Excellent Cash Flow Conversion

Proven Management Team

Delivering Performance

Financial

•

Grown

underlying

revenue

by

4%

(1)

and

adjusted

EBITDA

by

5%

(1)

•

Achieved on-going improvement across financial metrics:

Eighth

consecutive

quarter

of

RevPas

growth:

6%

YoY

for

Q1

2013

Sixth

consecutive

quarter

of

increased

Gross

Margin

(1)

Contained COR Rate growth to 3% for Q1 2013

Operational

•

Launched ground-breaking airline merchandising platform (April 2013)

•

Signed watershed airline agreements (full content, merchandising and low cost)

•

Extended hotel room offers to more than one million (May 2013)

•

Expanded operations in targeted growth regions of Africa and Russia

•

Driven payments processing momentum

•

Continued investment in upgrading technology

Outlook

•

Successfully executed refinancing in April 2013, extending our 2014 maturities

•

Continuing positive momentum into Q2

Summary & Outlook

(1)  Stated excluding the effect of the loss of the United MSA from Q2 2012

55

10

Air Deals

6%

RevPas

1m

Hotel Offers