Grupo Aeroportuario Del Centro Norte Sab De Cv Class B · BMV:OMA/B
Grupo Aeroportuario Del Centro Norte Sab De Cv Class B — Q1 2025 Earnings Presentation
34 slides from Grupo Aeroportuario Del Centro Norte Sab De Cv Class B's earnings presentation, Apr 29, 2025
Slide 1: Corporate Presentation
Corporate Presentation April 2025 1
Slide 2: Disclaimer
Disclaimer This presentation may contain forward-looking information and statements. Forward-looking statements are statements that are not historical facts. These statements are only predictions based on our current information and expectations and projections about future events. Forward-looking s
Slide 3: Table of Contents
Company Overview About the Company | Reasons to Invest | Corporate Governance | Shareholders’ Structure | Growing Revenue & Efficiency | Robust Stock Performance | Commitment with the Environment | ESG Targets | Social and Governance Matters | Certifications and Awards Aeronautical Business (AR) Sus
Slide 4: About the Company
About the Company 27.0 million passengers served LTM March 2025 Ciudad Juárez 2 Hotels NH Collection Hotel in Terminal 2 of the Mexico City Airport and Hilton Garden Inn at Monterrey Airport 1 Industrial Chihuahua Park OMA VYNMSA at Monterrey Airport Torreón Reynosa Monterrey 4 Bonded Monterrey (2)
Slide 5: Reasons to Invest
High potential and diversified asset portfolio. Efficient management of costs and expenses. Sustained passenger growth. Commitment to safety, security and sustanability. Reasons to Invest Attractive dual-till airport concession model. Successful comercial and diversification strategy. Part of the la
Slide 6: Corporate Governance and Top Management Team
Corporate Governance Board of Directors 5 independent members / 3 women Corporate Practices, Finance, Planning, And Audit Committee Sustainability 100% independence Committee 100% independence Name Position Top Management Team Ricardo Dueñas Espriu Chief Executive Officer Ruffo Pérez Pliego Chief Fi
Slide 7: Shareholders' Structure
Shareholders’ Structure 29.99% Market Cap Ps. Bn. $79.4 USD Bn. $3.9 Float 70.01% Note: As of March 31, 2025 1 Vinci Airports owns 14.8% through Servicios de Tecnología Aeroportuaria, S.A. de C.V.(“SETA”) (12.9% BB Shares and 1.9% B Shares) and 15.1% through Concessoc 31, SAS, (B Shares). SETA and C
Slide 8: Growing Revenue & Efficiency
Growing Revenue & Efficiency Aeronautical Revenue Non Aeronautical Revenue 16,000.00 Passengers 27.0 30.00 26.8 26.5 14,000.00 23.2 23.2 12,639 25.00 12,213 12,000.00 21.6 11,559 19.7 25% 18.0 25% 20.00 10,000.00 9,285 23% 8,000.00 7,572 24% 15.00 6,766 6,931 5,803 24% 11.1 6,000.00 24% 24% 10.00 25
Slide 9: Robust Stock Performance
Strong Price Performance +709% (OMA returns vs MEXBOL Index) (Index 100=2006) Robust Stock Performance +116% OMAB MM Equity MEXBOL Index 9 Note: Prices from November 28, 2006 (OMA´s IPO) to March 31, 2025
Slide 10: Commitment with the Environment
ESG AWARENESS: At OMA, we are committed to raising ENERGY EFFICIENCY awareness about sustainability through Solar parks installed in all 13 airports, various events. providing 14.2% of OMA’s energy This year, we hosted two significant events: consumption in 2024. 'Environmental Week' and 'Safety Wee
Slide 11: ESG Targets
ESG Targets Our Goals Our Performance Emissions per Passenger 2025 • 58% reduction in Scope 1&2 emissions per Passenger. 2018 1.53 2020 0.47 2021 0.24 2022 0.10 • Two-third reduction in total Scope 1&2 emissions. 2023 0.08 2030 • Zero phitosanitary products in use. 2024 0.12 2025 Objective 0.65 • 30
Slide 12: Social and Governance Matters
Social and Governance Matters Socially Responsible During 2023, 30% of Company “Empresa our corporate staff were Socialmente Responsable”, women. 16% of our for 14th consecutive year. executive officers and managers are women. Part of the 2023 and 2022 Gender equality and Bloomberg Gender labor incl
Slide 13: Certifications and Awards
Certifications and Awards Environment Safety & Security, Human Capital & Social Responsability Health AIRPORT CARBON ACREDITATION SMS CERTIFICATION Inspiring cultures Mexico Level 3 Accreditation “Optimization” from the This certification ensures safe airport Airport Carbon Accreditation Program (“A
Slide 14: 1Q25 vs 1Q24 PAX
1Q25 vs 1Q24 PAX 2025 2024 2023 1Q25 1Q25 Domestic +8.0% vs International +15.1% vs 1Q24 1Q24 +17.5% +24.0% +11.5% +27.2% +11.9% 2,126 382 373 369 +7.3% 1,962 +9.7% 1,797 +4.4% 309 1,604 Jan Feb Mar Apr Jan Feb Mar Apr 1Q25 Total Terminal Passengers +9.1% vs 1Q24 +18.8% +11.8% 2,495 +9.9% 2,335 2,17
Slide 15: Route Development
Route Development 16 routes opened in 1Q25 Top 10 Routes 1Q25 Bajío Laredo Puerto Vallarta 7.4% San Luis Potosí Toluca Tuxtla Gutiérrez Dallas Fort Worth Houston Los Angeles Miami 15.3% Dallas Fort Worth La Paz 16.2% Mexicali -8.9% Monterrey 1.3% 8.1% -7.3% Querétaro 79.7% -12.5% Santa Lucía 3.9% 11
Slide 16: Airline Breakdown 1Q25
Airline Breakdown 1Q25 Total Domestic International 1Q25: 6.4 mm / LTM Mar25: 27.0 mm 83% 17% 2% / +3%; 5% / -1%; United Others Airlines 0% / -27%; 3% / -3%; Magnicharters American 1% / +12%; TAR Airlines Aerolíneas 1% / -4%; Others 18% / -4%; 19% / +3%; 22% / -3%; Grupo Others American 17% / -2%; A
Slide 17: Continued Growth in Aeronautical Revenue
Aeronautical Revenue +3.1% vs 2024 Ps. (mm) Domestic PAX Charges 12000 11,000.00 International PAX Charges Aeronautical Revenue Airport Services and others 9,420 Ps. (mm) 8,932 9,137 10000 9,000.00 7,056 13% 12% 13% Continued Growth 8000 7,000.00 5,753 22% 5,278 19% 21% in Aeronautical 6000 4,347 5,
Slide 18: Solid Non-Aeronautical Revenue Performance
Solid Non-Aeronautical Revenue Performance Non-Aeronautical Revenue +4.7% Ps. (mm) vs 2024 4,000.00 3,700.0 3,219 Complementary Activities 3,076 Baggage-screening systems and leasing 3,200.0 2,627 3,000.00 of non-essential space to airlines. 13% 2,230 14% 2,700.0 1,820 2,000.00 1,625 1,653 1,456 15%
Slide 19: Commercial Strategy
Commercial Strategy OMA has a commercial area of approximately 24,659 m2 in its 13 airports. We constantly look for the optimization of these areas and the diversification of products and services aligned to our passenger needs. Increase of Optimization of both Maintenance of passenger domestically
Slide 20: Commercial Revenue
Commercial Revenue Includes communications and networks, shared time, hotel promotion, financial services and passenger services. Direct operation and Other management of parking Parking 27% areas across our airports Other 7% Parking Along with advertising 1Q25 Commercial providers, we Revenue VIP L
Slide 21: Diversification Revenue
Diversification Revenue 13%* 11%* 5%* 4%* 2%* OMA NHT2 INDUSTRIAL HILTON REAL ESTATE CARGA COLLECTION PARK MTY GARDEN INN & OTHER Revenues: +29.7% vs 1Q24 Avg. Room Rate: 3,034 (vs Revenues: +56.4% vs 1Q24 Avg. Room Rate: Ps. 3,393 (vs 2.620 in 1Q24) Warehouses leased: 2,804 in 1Q24) Increase in rev
Slide 22: Historical Non-Aeronautical Revenue Growth per PAX
Non-Aeronautical Revenue per Passenger Commercial Revenues CAGR 2017 – YTD Mar 25 +7.2% 130.00 Diversification Revenues 129 130.0 Complementary Revenues 116 13% 106 98 14% 110.00 110.0 92 96 17% 90.00 79 16% 15% 36% 90.0 74 75 18% 35% 70.00 16% 16% 16% 34% 33% 70.0 34% 34% 36% 35% 34% Historical Non
Slide 23: Cost and Efficiency
Strategy • Development of a culture of savings • Optimization of contracted services • Improvement of operational systems • Energy consumption efficiency • Seek operational leverage • Management of human capital Operating Costs and Expenses / Passenger Cost and Efficiency 2017 2018 2019 2020 2021 20
Slide 24: Attractive Distributions to Shareholders
Payout Ratio % Dividend Yield %1 Dividends (Ps. Millions)2 6,370 4,500 4,250 3,750 2,300 1,600 1,600 1,600 - Attractive 12.4 6.2 5.9 6.3 distributions to 4.5 3.9 4.3 4.2 Shareholders - 580 156 96 91 75 80 85 56 - 2016 2017 2018 2019 2020 2021 2022 2023 2024 1 Dividend yield was calculated with the s
Slide 25: Healthy Balance Sheet
Healthy Balance Sheet Low Leverage Strong Financial Position (Net Debt/Adjusted EBITDA) (Ps.mm) 1.1 1.0 1.0 0.9 0.7 11,301 9,035 0.4 0.3 0.3 2,267 Total Debt Cash Net Debt 2018 2019 2020 2021 2022 2023 2024 LTM Mar25 Manageable Maturity Profile Debt Profile Highest Credit Ratings in Mexico (Ps.mm) O
Slide 26: Master Development Program 2021-2025
Master Development Program 2021-2025 Committed Investments by Period 2,455 Total 2,771 Committed Investment* 3,571 15,911 3,618 Ps. 15,911mm 3,496 2021 2022 2023 2024 2025 Total Committed Investments in line with passenger contribution Culiacán 9% Ciudad Juárez 9% Runways and aprons Security, Safery
Slide 27: Terminal A Expansion – Monterrey Airport (Phase 1)
Start of Capacity (mmPax) Total Area Terminal A Expansion – Monterrey Airport operations Wing #1 (June 2023) Terminal A: 5.9 62,400 m2 → Terminal building Phase 1: Expansion of the public areas of Terminal A and Temporary Boarding Gate West Side (May 2022) Terminal B: 3.4 80,050 m2 +28% East Side (M
Slide 28: Terminal A Expansion – Monterrey Airport (Phase 2)
Expected start of Capacity Total Area Terminal A Expansion – Monterrey Airport operations (mm Pax) Terminal A: 12.5 80,050 m2 → Terminal Phase 2: Expansion of the public areas of Terminal A and Construction of Half Wing #2 Public Areas building Terminal B: 3.4 88,452 m2 +11% 1H26 →15.9 Commercial Sp
Slide 29: Expansion and Remodeling – Culiacán Airport
Expected start of Investment Capacity Total Area Expansion and Remodeling – Culiacán Airport operations (mm Pax) 12,128 m2 → Terminal building Late 2025 Ps. 544mm 1.9 → 3.6 26,187 m2 +116% Commercial Spaces +49% 29 Boarding Gates Check-In Area
Slide 30: Maximum Tariffs
Maximum Tariff Compliance 97.8% 99.0% 99.3% 97.5% 98.3% 94.5% 92.1% 89.5% 2017 2018 2019 2020 2021 2022 2023 2024 Maximum Tariffs Visibility on Tariffs (Maximum Tariffs per year 1) 338 336 333 331 328 2021 2022 2023 2024 2025 1 Weighted average using 2019 passenger traffic, expressed in constant MXN
Slide 31: Value Creation Strategy
Foster Passenger Traffic and Connectivity 1 • Monterrey HUB • Regional bases of operation • International passenger development Maximize Commercial Revenues • • • Increase commercial areas • Concentration of commercial activity in airside Direct operation of businesses (VIP Lounges) Competitive proc
Slide 32: Mexico's Favorable Demographics
Air Industry has Low Penetration in Mexico… Flights per capita per year 2.8 1.1 0.5 0.5 0.5 0.6 Brazil Perú Mexico Colombia Chile United States Mexico’s Source: Airbus 2022. (Global Market Forecast 2022-2041) And favorable demographics Favorable Growing potentially new travelers Demographics Populat
Slide 33: Industry Capacity in Mexico
Aeroméxico Seat Capacity Interjet (thousands of available seats) Volaris VIVA Others 79 65 52 51 55 4% 3% 29% 5% 20% 6% 6% 13% 20% 20% 40% 35% 29% 35% 36% 19% 39% 38% 37% 32% 33% Industry 2020 2021 2022 2023 2024 Capacity in Fleet (number of airplanes) 410 Mexico 324 314 349 381 18 17 22 90 28 91 25
Slide 34: Contact
Contact Chief Financial Officer Ruffo Pérez Pliego del Castillo rperezpliego@oma.aero Investor Relations Luis Emmanuel Camacho Thierry ecamacho@oma.aero +52.81.8625.4308 Follow us on: 34
Grupo Aeroportuario del Centro Norte S.A.B. de C.V. — Q1 2025 Earnings Presentation on 6ix