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Corporate Presentation AviAlliance – The Airport Management Company Corporate Presentation Q3/2021 Contents AviAlliance GmbH page 3 Airport portfolio page 4 – 14 Athens International Airport page 5 Budapest Airport page 7 Düsseldorf Airport page 9 Hamburg Airport page 11 San Juan Airport page 13 The two pillars of our business model page 15 – 17 Key success factors page 18 – 20 PSP Investments page 21 Disclaimer page 22 Corporate Presentation 2 AviAlliance GmbH Hamburg Düsseldorf Budapest Athens San Juan ▪ AviAlliance is an independent airport investor which has established itself as one of the leading players in the airport privatization market. ▪ AviAlliance currently holds stakes in the airports of Athens, Budapest, Düsseldorf, Hamburg and San Juan, which in 2019 together handled 94 million passengers. Due to the COVID-19 pandemic the aggregate passenger volume of all five airports dropped to 28 million in 2020. Corporate Presentation 3 Our best reference The airport portfolio AviAlliance PAX share (in millions) 2020 2019 Athens International 40 % 8.1 25.6 Airport Budapest Airport 55 % 3.9 16.2 Düsseldorf Airport 30 % 6.6 25.5 Hamburg Airport 49 % 4.6 17.3 San Juan Airport 40 % 4.8 9.4 Corporate Presentation 4 Athens International Airport Overview Shareholders Type of privatization Attractiveness of the asset ▪ 55 % Greek state ▪ Public-private partner- ▪ Gateway to South- ship with BOOT eastern Europe and ▪ >40 % AviAlliance contract central transfer point for ▪ <5 % Greek investor people traveling to ▪ Duration: up to 2046 Europe from the Middle ▪ Entry AviAlliance: 1996 East ▪ Opening of airport: ▪ Unique real estate March 2001 development concept Corporate Presentation 5 Athens International Airport Traffic data and financials Facts and Figures 2019 2020 Passengers in millions 25.6 8.1 Aircraft movements 225,628 112,415 Cargo in tons 93,998 75,558 Sales revenues in EUR million 518.5 194.4 − of this non-aviation 37 % 43 % EBITDA in EUR million 348.4 71.1 PAX (in m) Sales revenues (in EUR m) 24.1 25.6 21.7 455 496 519 8.1 194 2017 2018 2019 2020 2017 2018 2019 2020 Corporate Presentation 6 Budapest Airport Overview Shareholders Type of privatization Attractiveness of the asset ▪ 55.438% AviAlliance ▪ Privatization 2005 ▪ Hungary's largest international airport ▪ 23.334% Malton (GIC) ▪ Duration: 75 years from 12/2005 (to 12/2080) ▪ First major airport ▪ 21.228 % Caisse de privatization in CEE dépôt et ▪ Entry AviAlliance: 2007 placement de Québec Corporate Presentation 7 Budapest Airport Traffic data and financials Facts and Figures 2019 2020 Passengers in millions 16.2 3.9 Aircraft movements 122,814 48,196 Cargo in tons 135,521 134,459 Sales revenues in EUR million* 330.7 116.4 − of this non-aviation 28 % 41 % EBITDA in EUR million* 244.1 38.1 PAX (in m) Sales revenues (in EUR m)* 16.2 294 331 13.1 14.9 258 116 3.9 2017 2018 2019 2020 2017 2018 2019 2020 *Without fuel supply Corporate Presentation 8 Düsseldorf Airport Overview Shareholders Type of privatization Attractiveness of the asset ▪ 50 % City of Düsseldorf ▪ Partial privatization, ▪ In the heart of Europe’s public-private third-strongest eco- ▪ 30 % AviAlliance partnership nomic zone and one of ▪ 20 % Aer Rianta Int. cpt the largest metropolitan ▪ Duration: indefinite agglomerations in ▪ Entry AviAlliance: 1998 Europe (Eurostat) Corporate Presentation 9 Düsseldorf Airport Traffic data and financials Facts and Figures 2019 2020 Passengers in millions 25.5 6.6 Aircraft movements 225,935 78,805 Cargo in tons 81,150 33,500 Sales revenues in EUR million 473.5 187.3 − of this non-aviation 45 % 59 % EBITDA in EUR million 187.8 -70.1 PAX (in m) Sales revenues (in EUR m) 474 24.6 24.3 25.5 444 447 187 6.6 2017 2018 2019 2020 2017 2018 2019 2020 Corporate Presentation 10 Hamburg Airport Overview Shareholders Type of privatization Attractiveness of the asset ▪ 51 % City of Hamburg ▪ Partial privatization, ▪ Opens up the Hamburg public-private economic region, ▪ 49 % AviAlliance partnership catchment area of ten million people ▪ Duration: indefinite ▪ Fifth-largest airport in ▪ Entry AviAlliance: 2000 Germany Corporate Presentation 11 Hamburg Airport Traffic data and financials Facts and Figures 2019 2020 Passengers in millions 17.3 4.6 Aircraft movements 155,217 66,337 Cargo in tons 70,027 43,405 Sales revenues in EUR million 274.8 119.6 − of this non-aviation 33 % 51 % EBITDA in EUR million 94.9 -1.6 PAX (in m) Sales revenues (in EUR m) 17.6 17.2 17.3 265 269 275 4.6 120 2017 2018 2019 2020 2017 2018 2019 2020 Corporate Presentation 12 San Juan Airport Overview Shareholders Type of privatization Attractiveness of the asset ▪ 60 % Grupo Aero- ▪ Privatization 2013 ▪ Handles over 90 % of portuario del Puerto Rico`s air ▪ Duration: Concession Sureste (ASUR) until 2053 passenger traffic ▪ 40 % AviAlliance ▪ First successful ▪ Entry AviAlliance: 2017 privatization under the U.S. FAA Airport Privatization Pilot Program Corporate Presentation 13 San Juan Airport Traffic data and financials Facts and Figures 2019 2020 Passengers in millions 9.4 4.8 Aircraft movements 145,676 108,084 Cargo in tons 168,351 203,471 Sales revenues in USD million 173.7 173.1 EBITDA in USD million 79.8 84.8 PAX (in m) Sales revenues (in USD m) 8.4 8.4 9.4 174* 173* 138 140 4.8 2017 2018 2019 2020 2017 2018 2019 2020 * Due to change in accounting principles, comparability with prior-year figures only partially possible. Corporate Presentation 14 The two pillars of our business model Acquisitions and asset management Acquisitions Asset management ▪ Lead investor for new acquisitions ▪ Improve operational efficiency and sustainably strengthen the economic ▪ Placing airport competence at the disposal of consortium partners potential of existing airport holdings → Additions to portfolio → Value appreciation of participations → Increased earnings and cash flows from assets Corporate Presentation 15 AviAlliance as airport investor Investment criteria ▪ Airports which have not yet tapped their potential to the full and thus offer substantial scope for development ▪ Important criteria include: − Good growth potential − Attractive catchment area − Scope for infrastructure expansion and space optimization − Potential for non-aviation business − Improvements for operational and business performance possible Corporate Presentation 16 AviAlliance as asset manager Value enhancement through active asset management AviAlliance know-how Asset management tasks Lasting value enhancement of each airport holding ▪ Specialized ▪ Identifying potential for ▪ Airport expansion in line departments optimization with demand ▪ Representing the ▪ Increasing efficiency in ▪ Expertise in the airports interests of the private operation and themselves shareholders organization ▪ Working on boards and ▪ Aviation marketing in committees ▪ Advising the respective ▪ Development of non- airport management aviation business Corporate Presentation 17 Key success factors Enhancing value AviAlliance optimizes its airports in terms of both operational and commercial performance by: ▪ Promoting passenger growth (wherever this can be influenced) ▪ Efficient planning and application of capital input ▪ Reducing commissioning risks ▪ Boosting non-aviation revenues ▪ Structuring financing ▪ Increasing and stabilizing debt servicing capability Corporate Presentation 18 What sets AviAlliance off from its competitors Airport services AviAlliance is both operator and investor. It combines operational know-how with modern management methods and transaction expertise. Operator and financing AviAlliance has the requisite know-how in both operations know-how and financing. AviAlliance is primarily interested in a long-term Long-term commitment engagement. AviAlliance is an integrated operator with in-depth expertise Integrative approach in aviation and non-aviation activities, master planning and optimal capital structuring. As shareholder AviAlliance assumes active responsibility for Active management optimization and further development. AviAlliance adapts to the specific conditions, circumstances Tailor-made solutions and requirements of each airport. AviAlliance operates independently of the performance of a Independence home airport. Corporate Presentation 19 AviAlliance – a reliable partner for… For governments/ For investors and For airports For airlines For passengers contract awarding third parties bodies AviAlliance … AviAlliance … AviAlliance … AviAlliance … AviAlliance … ▪ invests sustainably ▪ is a committed ▪ combines local ▪ provides adequate ▪ improves the and long-term. industrial partner. know-how with infrastructure. passenger ▪ adopts local ▪ optimizes international ▪ promotes process experience via culture. operational experience. optimization. − intermodal inte- ▪ drives economic profitability. ▪ offers development ▪ supports traffic gration, growth in the ▪ integrates opportunities for development. − simplified catchment area. operation/business management staff. ▪ defines products in processes, ▪ takes economic and plans and project ▪ improves processes line with demand − excellent social responsibility financing. via technological of airlines. facilities, for the region. ▪ provides state of and organizational − way-finding the art reporting efficiency. signage and and involvement. ▪ provides state of individualized the art investment. communication, − attractive retail environment. Corporate Presentation 20 The Public Sector Pension Investment Board (PSP Investments) Overview ▪ One of Canada’s largest pension investment managers ▪ Incorporated as a Crown
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