(Amadeus O La Sociedad), De Conformidad Con Lo Previsto En El Artículo 228 Del Texto Refundido De La Ley Del Mercado De Valores Mediante El Presente Es

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AMADEUS IT HOLDING, S.A. (Amadeus o la Sociedad), de conformidad con lo previsto en el artículo 228 del Texto Refundido de la Ley del Mercado de Valores mediante el presente es-

crito comunica la siguiente

A84236934 INFORMACIÓN RELEVANTE

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- Presentaciones Día del Inversor

Como continuación del hecho relevante de fecha 16 de marzo de 2016 (número de registro 236333) referido a la celebración del Día del Inversor el día 2 de junio de 2016, se adjuntan las presentaciones de dicho evento (información solo disponible en inglés). 371.900, INSCRIPCION 1ª 1ª INSCRIPCION 371.900,

En Madrid, a 2 de junio de 2016.

Amadeus IT Holding, S.A. MADRID, TOMO 20.972, SECCIÓN 8ª DEL LIBRO DE SOCIEDADES, FOLIO 82, HOJA M HOJA 82, FOLIO SOCIEDADES, DE LIBRO DEL 8ª SECCIÓN 20.972, TOMO MADRID, INSCRITA EN EL REGISTRO MERCANTIL DE DE MERCANTIL REGISTRO EL EN INSCRITA

Salvador de Madariaga 1 28027 Madrid T: +34 915 820 100 Amadeus IT Holding SA Spain F: +34 915 820 188 amadeus.com

This presentation contains forward-looking statements about Amadeus within the meaning of applicable securities law. All statements other than historical facts included in this presentation, including, without limitation, those regarding Amadeus financial position, business strategy, underlying assumptions, management plans and objectives or future operations and contracted customers, future growth in the different business lines and market share expectations are forward-looking statements. These forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause Amadeus actual results, performance or achievements, or industry results, to be materially different from those expressed or implied by these forward-looking statements. These forward-looking statements are based on numerous assumptions regarding Amadeus present and future business strategies and the environment in which Amadeus expects to operate in the future. Forward-looking statements speak only as of the date of this presentation and Amadeus does not undertake to publicly update or revise these forward looking statements in case of any change in its expectations or any change in events, conditions or circumstances on which these forward-looking statements are based. This presentation also includes certain information that has not been audited. It must be accompanied by a verbal explanation and read in conjunction with other publicly available information. A simple reading of this presentation without the appropriate verbal explanation could give rise to a partial or incorrect understanding. Neither this presentation nor any of the information contained herein constitutes an offer or a request for an offer of purchase, sale, or exchange securities, or any advise or recommendation with respect to such securities. No representation or warranty, expressed or implied, is given or will be given by or on behalf of Amadeus as to the accuracy, completeness or fairness of the information or opinions contained in this document and any reliance you place on them will be at your sole risk. In addition, no responsibility, obligation or liability (whether direct or indirect, in contract, tort or otherwise) is or will be accepted by Amadeus, or any other person in relation to such information or opinions or any other matter in connection with this document or its contents or otherwise arising in connection therewith. © 2016 © 2016 Amadeus IT Group SA

2 1. Why does Amadeus play a unique role in the travel payments industry?

3 Payments is complex

Complex regulation Fraud Global reach

Multiple currencies Payment methods Local specificity

Manual processes Integration costs Multiple providers

Maintenance costs

4 And travel payments are ever more complex

Intrinsically global: Delayed capture Multi-merchant: Multi-channel: in/direct cross border/global and consumption TA and airport and face-to-face/online acquiring

5 Amadeus has a unique position as travel expert at the centre of the travel industry

Travel Agencies and Travel providers Corporations

6 With a differentiated positioning across its markets

Competitive differentiators Portfolio Deep integration in Connected customer Payment providers comprehensiveness payers’ selling tools base Amadeus

Payers Travel players Partly

Card Issuers

Competitive differentiators Deep integration in Payment providers Reach merchants’ selling tools Omni-channel Amadeus Merchants In-house

PSPs Partly

8 We help our merchants get paid

Reach

Reduce cost

One stop Merchants shop

Conversion

9 We have consolidated the Merchant Hub

Merchant banks Card acquirers Security Acceptance Alternative methods of payment Amadeus Merchant Fraud managers Merchants Hub FX providers Reconciliation Card schemes & Settlement Payment Service Providers © 2016 © 2016 Amadeus IT Group SA

10 Travel merchants and payment providers pay a transaction fee for the use of the Hub

11 corporations paytravel suppliers We helptravel agencies and Payers Security Security Automation Cost of paying optimisation Cash 12

B2B Wallet Card issuers Amadeus Cash management providers Payer Hub Payers FX providers Corporate Billback

13 Payment providers pay a transaction fee for the use of the Hub

Amadeus Payer Hub Payment Payers providers

15 Long-term strategy focused oninnovation Traveller experience Travel specific

Optimise settlement flow

500+ customers 192 countries

acquiring banks payment partners 400+ 50

alternative methods 250+ of payment products 16

Amadeus Airport IT John C. Jarrell Head of Airport IT June 2016

2 1. Introduction

Airports

Ground handlers

4 Top 3 airport challenges and needs

ON-TIME VISIBILITY PERFORMANCE FINANCIAL

High operational Data inaccuracy Operational costs and reduced or availability inefficiencies revenues

On-time

5 Top 3 IT investment priorities for airports

73% 40% 39% Passenger processing Baggage processing Operations

6 Why Amadeus? – Unique Selling Proposition

5 KEY DIFFERENCES

DATA CLOUD INNOVATION REPUTATION COST

_ Available in _ More flexible _ Customer feedback _ 27 years of travel _ Centralised model real-time operations drives new product industry success should lower total cost developments of ownership _ Enables improved _ Rapid product _ Successfully evolving decision-making evolution _ User Group business model _ Reduces local engagement complexity for _ Optimises resources _ Homogenous _ Airline IT expertise in airports, ground implementation of delivering centralised Sourced from handlers and airlines _ latest product versions services Amadeus and non- _ Transactional based Amadeus Successful delivery _ pricing model (SaaS) capabilities © 2016 © 2016 Amadeus IT Group SA

7 Our business model(s)

LICENSED SaaS (Software as a Service)

APT 1 APT 1 APT 2 APT 3 APT 2

APT 1

8 2. Strategy

9 Our goals in 2013

The Airport IT strategy was based on three key pillars:

Achieving a strong position in Departure Control 1 Services to ground handlers and airports.

Offering a full suite of Integrated IT 2 solutions and services.

10 Strategic pillar 1: achieving a strong position in Departure Control Services

2011 2016

1st c. 100 ground handler ground handlers customer use our DCS

Leveraging Amadeus Altéa Departure Control System

created for airlines, for the benefit of ground handlers

11 Strategic pillar 2: offering a suite of integrated solutions (1/2)

Passenger processing Ground handling Airport operations

12 Strategic pillar 2: offering a suite of integrated solutions (2/2)

Check in Board

Airport Self-Service ACUS1 Passenger FIDS2 Distribution Check-in Common use Verification Information Altéa v Baggage Reservation Reconciliation A-CDM3 Strategic Planning Altéa Resource Management Inventory Forecasting and Pre-tactical Demand Preparation Altéa 4 Sequence DCS Analysis and AODB Tactical Manager Billing Management Travel AODB for GH Intelligence & Airlines Contract & Connection Information Broker Billing Manager

Other Airport National Slot Other Airline FuroControl Systems Coordination DCS

Legend Airport “External” Passenger Altéa data 1. ACUS: Airport Common Use Service © 2016 Amadeus IT Group SA operations data 2. FIDS: Flight Information Data System 3. A-CDM: Airport Collaborative Decision Making 13 4. AODB: Airport Operational Database Strategic pillar 3: Entering the Passenger Processing Systems market with Amadeus Common-Use Service (ACUS) ACUS meets our customers’ expectations

26% reduction in passenger Infrastructure and hardware processing costs benefiting reduction helping to reduce carbon the airlines dioxide emissions and improve

environmental footprint

25% cost reduction 5,000 tons of CO2 emissions decrease to previous annually as a result of infrastructure CUTE/CUPPS1 and hardware reduction

1. CUTE: Common Use Technical Equipment. CUPPS: Common Use Passenger Processing System 14

Airport IT life: a summary of milestones achieved

2011 2012 2013 2014 2015

Airport IT is 20 ground 55 ground M&A UFIS M&A Air IT founded handlers became handlers use Airport Solutions our customers Altéa DCS c.100 ground Co-operation 80+ ground handlers use signed with The suite of handlers use Altéa DCS Munich and solutions for Altéa DCS Copenhagen airports is officially c.100 airport presented to the ACUS2 and BRS3 operators4 use 1st ground market are launched Amadeus solutions handler customer 1st customer of 1st customers c.30 airlines use Contract & Billing, of ACUS, Pax Amadeus solutions 1. RMS: Resource Management Solutions 1 2. ACUS: Airport Common Use Service RMS , Sequence Verification, BRS, Manager Airport Distribution

16 Amadeus Airport IT global footprint

17 Amadeus Airport IT global footprint

18 Amadeus Airport IT global footprint

19 Amadeus Airport IT global footprint

A customer success story: Copenhagen Airports

A 10-year partnership with the most efficient airports in Europe

"We have an ambitious vision to become a world-class hub for Northern Europe. Our objective is to grow from 25 to 40 million passengers per year, and as a part of this focus we are optimising our infrastructure to better help our airline partners to serve the increasing number of international routes and operations. We have chosen Amadeus as a strategic partner. Amadeus has the proven experience and leading cloud capabilities to deliver an operational traffic IT solution which will enable us to meet our goals whilst in parallel

ensuring we keep our focus on continued innovation.”

C. Poulsen, VP & CIO, Copenhagen Airports

21 The Airport IT market landscape 2015 + SITA

ULTRA

LOCKHEED MARTIN INFORM AMADEUS ROCKWELL COLLINS - T-SYSTEMS + Richness of RESA Product Portfolio

TAV

2015 2018

23 At the heart of travel

24 Thank you!

Financial Highlights Ana de Pro Chief Financial Officer June 2016

2 Outstanding track record

Revenue (€ millions) EBITDA (€ millions) and Margin (%)

+10.1% +14.5% 3,418 3,913 +12.2% 3,104 +9.9% 1,465 1,189 1,306 70% 75% 72% 38.3% 38.2% 37.5% 25% 28% 30% 2013 2014 2015 2013 2014 2015 IT Solutions Distribution

CAPEX (€ millions and % sales) Free cash flow1 (€ millions)

+28.7% 550 +10.5% +4.0% +10.1% 659 411 428 106 542 596 62 78 14.1% 13.2% 12.5% 444 350 350 © 2016 © 2016 Amadeus IT Group SA 2013 2014 2015 2013 2014 2015 PP&E Intangible Assets 3 1. Free cash-flow defined as EBITDA, less capex, plus changes in operating working capital, less taxes paid, less interests and financial fees. opportunity Amadeus addressable market Addressablemarkets 2018 ( in Unit BusinessesNew Airline IT Di stribution billion)€ 11.7 10.0 8.0

Total 29.7

_ Revenue: 3%-6% CAGR growth Continued volume or yield expansion Distribution • _ Contribution margin: slight dilution • Customer mix and competition

_ Revenue: 10%-20% CAGR growth 2015- • Airline IT organic growth, new customers, upselling IT solutions • Continued NBU expansion 2018E _ Contribution margin: dilution in 2016 driven by Navitaire consolidation, Outlook execution of Hospitality IT strategy and higher contribution from NBU, followed by slight expansion due to operating leverage

_ Revenue: high single-digit CAGR growth EBITDA: high single-digit CAGR growth Group _ _ Capex: 12-15% of revenue, with a declining trend _ FCF: high single-digit/low teens CAGR growth © 2016 © 2016 Amadeus IT Group SA

5 CAGR: Compound Average Growth Rate Delivering on New Businesses

2015 2018E

Revenue Revenue ~ €300m ~ €400 - 600m Contribution Contribution ~ €100m ~ €160 - 240m

6 Amadeus shareholder remuneration

Extraordinary (€m) 320 Ordinary (€m)

313 340 224 280 134 166

2011 2012 2013 2014 2015 2016

Total €1.8 billion returned since IPO

7 Shareholder remuneration strategy Outlook Outlook 2018E 2015 - - Structure Capital Excess cash _ _ and aggregate aggregate over the period Expected excess cash 1.0 – assumed assumed mid 1.5x 1.5x Debt Net / EBITDA - point leverage of 1.25x) of c.

(50 €

1 billion in % pay - out ratio