Aeroports De Paris · EURONEXT:ADP
Aeroports De Paris — Groupe ADP — Investor Day (February 2022)
97 slides from Aeroports De Paris's investor day presentation, Feb 17, 2022
Slide 1: Investor Day 17 February 2022
INVESTOR DAY 17 FEBRUARY 2022
Slide 2: Our vision and ambitions, strategic roadmap, business model
OUR VISION OUR 2022-2025 A BUSINESS MODEL AND AMBITIONS STRATEGIC ROADMAP CREATING VALUE ONE AMBITION ONE GROUP SHARED DYNAMICS Imagining the airport Building a global, integrated Innovate, support and of tomorrow and responsible group empower Strategic roadmap « 2025 Pioneers » 2
Slide 3: Our vision and ambitions
OUR VISION AND AMBITIONS Strategic roadmap « 2025 Pioneers » 3
Slide 4: Designing a new model to generate future growth
1 DESIGNING A NEW MODEL TO GENERATE FUTURE GROWTH OUR VISION AND AMBITIONS An airport model premised on sustained development… 100 Million Pax Paris-Orly East Pier Extension Paris-Charles de Gaulle 2G Paris-Charles de Gaulle 2E S4 + AC Junction Paris-Charles de Gaulle 2E S3 80 Paris-Charles de Gaull
Slide 5: Our raison d'être
1 OUR RAISON D’ÊTRE OUR VISION AND AMBITIONS Our raison d’être remains our compass To welcome passengers, operate and imagine airports, in a responsible way around the world A HOSPITALITY GROUP AN INNOVATIVE GROUP A MULTI LOCAL GROUP at the service of travelers in terms of operations and at the serv
Slide 6: Our market: towards sustainable growth for air transportation
1 OUR MARKET OUR VISION AND AMBITIONS Towards a sustainable growth for air transportation Air transport: a mode of transportation that is ESSENTIAL to an open Able to reinvent itself Evolving towards a Adapting to LOCAL and peaceful world through progress to REASONNED use, as a development DECARBONI
Slide 7: Our clients: hospitality at the service of travelers
1 OUR CLIENTS OUR VISION AND AMBITIONS Towards excellence at the service of all Hospitality Performance at the service of travelers at the service of airlines AN INNOVATIVE PLACE: fluidity and speed of passengers’ journey are Continue to strive for OPERATIONAL facilitated, in particular by digital E
Slide 8: Our activity: towards a transport and energy hub
1 OUR ACTIVITY OUR VISION AND AMBITIONS Towards a transport and energy hub progressively transitioning to MULTIMODALITY Tomorrow, the airport integrated in a holistic TERRITORIAL will become a planning strategy hospitality hub... PERFORMANT for the airlines with SUSTAINABLE construction and operatio
Slide 9: Our code of conduct
1 OUR CODE OF CONDUCT OUR VISION AND AMBITIONS Global and united, around the values of hospitality and responsibility A united AIRPORT A LOCAL COMMUNITY COMMUNITY A PROFESSIONAL at the heart of the priorities COMMUNITY based on responsibility and probity Groupe ADP intends to make Groupe ADP intends
Slide 10: The pioneer spirit, source of our leadership
1 THE PIONEER SPIRIT OUR VISION AND AMBITIONS The pioneer spirit, source of our leadership Strategic roadmap « 2025 Pioneers » 10
Slide 11: The pioneer spirit, source of our leadership
1 THE PIONNIER SPIRIT OUR VISION AND AMBITIONS AN HOLISTIC AND STRUCTURAL TRANSFORMATION OF OUR ACTIVITIES AND SERVICES The pioneer spirit, source of our a structural approach to our ENVIRONMENTAL TRANSFORMATION: from leadership the positioning of our activity to our operating and construction metho
Slide 12: Our 2022-2025 strategic roadmap
OUR 2022-2025 STRATEGIC ROADMAP Strategic roadmap « 2025 Pioneers » 12
Slide 13: A long-term vision expressed in a 2022-2025 strategic roadmap
2 A LONG TERM VISION EXPRESSED IN A OUR 2022-2025 STRATEGIC ROADMAP 2022-2025 STRATEGIC ROADMAP VISION STRATEGIC ROADMAP Anticipate structural changes Priorities projects to launch a long-term transformation Project ourselves, innovate, to consolidate our leadership position Ambitious objectives Mea
Slide 14: A new impulse towards 2050
2 A NEW IMPULSE TOWARDS 2050 OUR 2022-2025 STRATEGIC ROADMAP expressed in a 2022-2025 strategic roadmap STRATEGIC ROADMAP strategic priorities for an launching the transition to a industrial, cultural and new airport model managerial transformation Bearing changes materialized in the long term objec
Slide 15: Strategic priorities
2 STRATEGIC PRIORITIES OUR 2022-2025 STRATEGIC ROADMAP to launch the transition to a new airport model Hospitality always at the heart of a multimodal connecting hub, designed and operated sustainably at the service of the city and the regions, by a multi-local group for global challenges relying on
Slide 16: First concrete initiatives
2 FIRST CONCRETE INITIATIVES OUR 2022-2025 STRATEGIC ROADMAP by 2025 MULTIMODALITY SMARTISATION SUSTAINABLE ENERGY INNOVATION INFRASTRUCTURES Improve public transportation Accelerate the digitalization services to the platforms and of the passenger journey, Revisit our construction Diversify our ene
Slide 17: The first strategic roadmap applied at Group level
2 THE FIRST STRATEGIC ROADMAP OUR 2022-2025 STRATEGIC ROADMAP applied at Group level in a multi-local approach A shared roadmap with TAV Airports A global transition based on local needs and realities GMR Airports roadmap resonates with Groupe ADP roadmap Strategic roadmap « 2025 Pioneers » 17
Slide 18: A unique group model creating value
2 A UNIQUE GROUP MODEL CREATING VALUE OUR 2022-2025 STRATEGIC ROADMAP expertise and network Three complementary entities in terms of geography and exposure to growth Strategic roadmap « 2025 Pioneers » 18
Slide 19: A unique group model bringing value
2 A UNIQUE GROUP MODEL BRINGING VALUE OUR 2022-2025 STRATEGIC ROADMAP expertise and network GROUND HANDLING SECURITY SHOPPING & HOSPITALITY Une présence sur l’ensemble de la chaîne de valeur ENGINEERING & CONSULTING TECHNOLOGY Strategic roadmap « 2025 Pioneers » 19
Slide 20: Presentation of the TAV Airports Group
2 PRESENTATION OF THE TAV AIRPORTS GROUP OUR 2022-2025 STRATEGIC ROADMAP 14 airports of which 5 in Turkey MACEDONIA Portfolio ZAGREB GEORGIA maturity years ALMATY % 2021 Traffic TUNISIA MEDINA v/ 2019: 55.4% TURKEY ANTALYA ANKARA GAZIPAŞA IZMIR 7 Service companies BODRUM Strategic roadmap « 2025 Pio
Slide 21: TAV Airports' growth strategy
2 TAV AIRPORTS' GROWTH STRATEGY OUR 2022-2025 STRATEGIC ROADMAP FOCUS THE DEVELOPMENT OF HAVE A STRONG CREDENTIAL TAV AIRPORTS’ NETWORK ON RELY ON THE DEVELOPMENT OF AS AIRPORT OPERATOR SPECIFIC REGIONS NON-AIRLINE REVENUES Making Antalya a reference airport Consolidate and expand the concessions De
Slide 22: The three pillars of TAV Airports' strategy
2 THE THREE PILLARS OF TAV AIRPORTS' STRATEGY OUR 2022-2025 STRATEGIC ROADMAP DIGITAL HOSPITALITY SUSTAINABILITY TAV Technologies' innovation on new Increase the energy performance and Deployment of Groupe ADP’s generation software for airport reduce the carbon impact of all new hospitality policy o
Slide 23: Presentation GMR Airports Group
2 PRESENTATION GMR AIRPORTS GROUP OUR 2022-2025 STRATEGIC ROADMAP 8 airports of which 5 in India and 2 in South East Asia DELHI BHOGAPURAM Portfolio maturity years NAGPUR HYDERABAD CEBU GOA % Traffic 2021 MEDAN v/ 2019 : 48.8% HERAKLION Performing services activities in project management, contract
Slide 24: A growing group with many opportunities
2 A GROWING GROUP WITH MANY OPPORTUNITIES OUR 2022-2025 STRATEGIC ROADMAP GROWTH ON EXISTING ASSETS A resilient Indian traffic: with close to NUMEROUS 100% recovery on domestic traffic in DEVELOPMENT December 2021 before the Omicron wave OPPORTUNITIES An important investment cycle in order To positi
Slide 25: A GMR Airports strategic plan over five years
2 A GMR AIPORTS STRATEGIC PLAN OVER FIVE YEARS OUR 2022-2025 STRATEGIC ROADMAP FOCUS ON VALUE Roll out the RENEW THE Continue to IMPLEMENT GREEN GROWTH UNLOCKING INDUSTRIAL PASSENGER deploy SMART INITIATIVES to in Delhi and at GMR Airports by PARTNERSHIP EXPERIENCE AIRPORT by the further reduce the
Slide 26: Questions & Answers
QUESTIONS & ANSWERS Strategic roadmap « 2025 Pioneers » 26
Slide 27: A business model creating value
A BUSINESS MODEL CREATING VALUE Strategic roadmap « 2025 Pioneers » 27
Slide 28: The 2022-2025 financial roadmap
3.1 THE 2022-2025 FINANCIAL ROADMAP Strategic roadmap « 2025 Pioneers » 28
Slide 29: Outlook for the recovery of Paris Aéroports traffic
3 OUTLOOK FOR THE RECOVERY OF PARIS AEROPORTS TRAFFIC THE 2022-2025 FINANCIAL ROADMAP Traffic expected to almost double in 2022 compared to 2021 In million passengers and in % compared to 2019 >100% 108.0 95-105% 85-95% 90-100% 65-75% 41.9 33.0 Return of the 2019 traffic between 2024 and 2026 2019 2
Slide 30: Outlook for the recovery of Group traffic
3 OUTLOOK FOR THE RECOVERY OF GROUP TRAFFIC THE 2022-2025 FINANCIAL ROADMAP The recovery of traffic of Groupe ADP will be faster than in Paris, due to the performance of TAV Airports and GMR Airports In million passengers and in % compared to 2019 >100% 340.4 70-80% 160.6 115.1 Return of the 2019 tr
Slide 31: A gradual return to pre-crisis financial performance levels
3 A GRADUAL RETURN TO PRE-CRISIS FINANCIAL PERFORMANCE LEVELS THE 2022-2025 FINANCIAL ROADMAP EBITDA Margin - Groupe ADP Operating expenses per passenger - ADP SA in % of revenue in € 38% 2024 Return to 2019 35-40% Group EBITDA €39 -2025 2024 level in 2024 Operating expenses 30-35% between €16 (in M
Slide 32: Control of our investments, both in Paris and abroad
3 CONTROL OF OUR INVESTMENTS, BOTH IN PARIS AND ABROAD THE 2022-2025 FINANCIAL ROADMAP Tangible and intangible investments of ADP SA (regulated and non-regulated) More than 50% of the investment program is 2022 €1,029M devoted to asset - 2025 €936M €800M maintenance, regulatory €750M - €900M €801M c
Slide 33: A stronger financial structure, allowing for a fair return to the shareholder
3 A STRONGER FINANCIAL STRUCTURE, THE 2022-2025 FINANCIAL ROADMAP ALLOWING FOR A FAIR RETURN TO THE SHAREHOLDER > 15.0x NFD/EBITDA Ratio - Groupe ADP 10.7x 2022 2025 6.0-7.0x Ratio between Ratio between 6.0x and 7.0x 4.5x and 5.0x 4.5-5.0x 3.0x 2019 2020 2021 2022 2023 2024 2025 Dividend policy 0% 0
Slide 34: A long-term business model
3.2 A LONG-TERM BUSINESS MODEL Strategic roadmap « 2025 Pioneers » 34
Slide 35: A new air traffic dynamic in Paris
3 A NEW AIR TRAFFIC DYNAMIC IN PARIS A LONG-TERM BUSINESS MODEL AIR TRAFFIC GROWTH WILL REMAIN 42% DYNAMIC OVER THE LONG TERM DUE TO the economic development of the territories 44% the growth of the world’s middle class 46% the natural propensity to travel, particularly 49% 48% 49% outside Europe th
Slide 36: More sober and more performing infrastructures
3 MORE SOBER AND MORE PERFORMING INFRASTRUCTURES A LONG-TERM BUSINESS MODEL MORE PERFORMING INFRASTRUCTURES Promote sustainable infrastructures through a complete review of our construction methods Diversifying our energy activities by promoting clean energy Expanding transportation solutions throug
Slide 37: A regulatory model in Paris for the transition of the airport model
3 A REGULATORY MODEL IN PARIS FOR THE TRANSITION A LONG-TERM BUSINESS MODEL OF THE AIRPORT MODEL Price trend of European platforms (Base 100 in 2009) 200 180 160 140 120 A MODEL BASED ON MODERATE 100 RATE INCREASES 80 A price positioning in the average and which 60 2009 2010 2011 2012 2013 2014 2015
Slide 38: A stable economic regulation necessary for competitiveness of Paris Aéroport
3 A STABLE ECONOMIC REGULATION NECESSARY FOR THE A LONG-TERM BUSINESS MODEL COMPETITIVENESS OF PARIS AEROPORT PRINCIPLES FOR THE ALLOCATION OF ASSETS, REVENUES AND EXPENSES A WACC FOR THE REGULATED SCOPE TO THE REGULATED SCOPE CURRENTLY A SECURED DUAL UNDER DISCUSSION WITH THE BEING DETERMINED BY TH
Slide 39: Accelerated development of commercial activities
3 ACCELERATED DEVELOPMENT OF COMMERCIAL ACTIVITIES A LONG-TERM BUSINESS MODEL IMPROVE COMMERCIAL PERFORMANCE BY CREATING THE WORLD’S FIRST HOSPITALITY AND RETAIL FRANCHISE Further deployment of the « boutique terminal » model in Paris-Charles de Gaulle and Paris-Orly, before exporting it to other ai
Slide 40: The development of international activities
3 THE DEVELOPMENT OF INTERNATIONAL ACTIVITIES A LONG-TERM BUSINESS MODEL FIRST STEPS TAKEN IN THE SERVICE OF THE LONG TERM Expansion of Groupe ADP's Successful renegotiations for Withdrawal of certain assets Gain of the Antalya airports network several assets Launch of the process to concession for
Slide 41: Unwinding of the cross-shareholding between Royal Schiphol Group and Groupe ADP
3 UNWINDING OF THE CROSS-SHAREHOLDING BETWEEN ROYAL SCHIPHOL A LONG-TERM BUSINESS MODEL GROUP AND GROUPE ADP 30 NOV. 30 MAY 2021 18-month period 2023 Stage 1: Stage 2: Final settlement of the Termination of the Hublink Sale of the 8% of shares held by RSG in Sale of the 8% of shares cross-shareholdi
Slide 42: International activities driving the Group's long-term value creation
3 INTERNATIONAL ACTIVITIES DRIVING THE GROUP’S LONG-TERM A LONG-TERM BUSINESS MODEL VALUE CREATION 2019 2025 2030 2035 25 35 40 15% to to to of the Group’s 35% 45% 50% operating of the of the of the income(1) Group’s Group’s Group’s operating operating operating income(1) income(1) income(1) Return
Slide 43: Development of cargo activities and of diversification real estate
3 DEVELOPMENT OF CARGO ACTIVITIES A LONG-TERM BUSINESS MODEL AND OF DIVERSIFICATION REAL ESTATE INCREASE RENTAL REVENUES BY SUPPORT THE ACCELERATION OF THE REGAINING FULL OWNERSHIP OF GLOBAL DEVELOPPMENT OF THE BUILDINGS AT THE END OF THEIR LEASE CARGO INDUSTRY Continuation the « investor strategy »
Slide 44: Questions & Answers
QUESTIONS & ANSWERS Strategic roadmap « 2025 Pioneers » 44
Slide 45: Our vision and ambitions
OUR VISION OUR 2022-2025 A BUSINESS MODEL AND AMBITIONS STRATEGIC ROADMAP CREATING VALUE ONE AMBITION ONE GROUP SHARED DYNAMICS Imagining the airport Building a global, integrated Innovate, support and of tomorrow and responsible group empower Strategic roadmap « 2025 Pioneers » 45
Slide 46: One ambition: imagine the sustainable airport of tomorrow
ONE AMBITION IMAGINE THE SUSTAINABLE AIRPORT OF TOMORROW Strategic roadmap « 2025 Pioneers » 46
Slide 47: Be a pioneer: first initiatives for 2025
4 THE FIRST INITIATIVES FOR 2025 ONE AMBITION IMAGINE THE to imagine the sustainable airport of tomorrow SUSTAINABLE AIRPORT OF TOMORROW in the offer of multimodal connections BE A PIONEER in our construction methods in the excellence and sustainability of operational and energy modes in terms of ho
Slide 48: To be a pioneer in the multimodal offer
4 TO BE A PIONEER IN THE MULTIMODAL OFFER ONE AMBITION IMAGINE THE The rational of the approach SUSTAINABLE AIRPORT OF TOMORROW OUR PROMISE Offer each traveler the opportunity to choose the transportation mode with the lowest environmental impact, regardless of their destination : active modes, bus,
Slide 49: Long-term vision of Paris-Charles de Gaulle
4 TO BE A PIONEER IN THE MULTIMODAL OFFER ONE AMBITION IMAGINE THE Towards a new development project for the Paris-Charles de Gaulle plateform SUSTAINABLE AIRPORT OF TOMORROW A LONG-TERM VISION OF PARIS-CHARLES DE GAULLE UNDER CONSTRUCTION Integrate the new ground/ air energy mix Following THE ABAND
Slide 50: Towards a new relationship with airport territories at Paris-CDG
4 TO BE A PIONEER IN THE MULTIMODAL OFFER ONE AMBITION IMAGINE THE Towards a new relationship with airport territories at Paris-Charles de Gaulle SUSTAINABLE AIRPORT OF TOMORROW Increasing the modal share of long-distance trains In the origin of passengers on departure and arrival, Improve the emplo
Slide 51: The multimodal hub at Paris-Orly
4 TO BE A PIONEER IN THE MULTIMODAL OFFER ONE AMBITION IMAGINE THE The multimodal hub at the Paris-Orly hub SUSTAINABLE AIRPORT OF TOMORROW LINES 14 AND 18 OF THE GRAND PARIS EXPRESS PARIS-ORLY INTERMODAL STATION A direct link from 2024 on line 14 from downtown Paris to Paris-Orly airport in 27 minu
Slide 52: To be a pioneer in our construction methods
4 TO BE A PIONEER IN OUR CONSTRUCTION METHODS ONE AMBITION IMAGINE THE SUSTAINABLE AIRPORT OF TOMORROW OUR PROMISE Promoting sustainable, low-energy and high-quality infrastructure by reviewing our construction methods OUR APPROACH To reach the best standards of project management in terms of low ca
Slide 53: To be a pioneer in the transformation of our operations
4 TO BE A PIONEER IN THE TRANSFORMATION OF OUR OPERATIONS ONE AMBITION IMAGINE THE operational excellence SUSTAINABLE AIRPORT OF TOMORROW OUR PROMISE Strive for operational excellence at the service of airlines and passengers OUR APPROACH Perfecting our operating methods, particularly through the us
Slide 54: Integrated management of airside processes
4 TO BE A PIONEER IN THE TRANSFORMATION OF OUR OPERATIONS ONE AMBITION IMAGINE THE the integrated management of airside processes SUSTAINABLE AIRPORT OF TOMORROW OUR PROMISE Make carbon-neutral aviation possible in 2050, for all flights departing from Europe OUR APPROACH Contribute to the efforts of
Slide 55: Control of environmental impacts and preservation of biodiversity
4 TO BE A PIONEER IN THE TRANSFORMATION OF OUR OPERATIONS ONE AMBITION IMAGINE THE control of environmental impacts and preservation of biodiversity SUSTAINABLE AIRPORT OF TOMORROW OUR PROMISE Act to strengthen territorial ecosystems and improve the living environment of local residents OUR APPROACH
Slide 56: Be a pioneer in hospitality
4 BE A PIONEER IN HOSPITALITY ONE AMBITION IMAGINE THE SUSTAINABLE AIRPORT OF TOMORROW OUR PROMISE Make our network of airports the preferred destination for all travelers OUR APPROACH Act on all the rational (smart airport) and emotional (emotional airport) service of quality drivers In public area
Slide 57: Extime, a global brand amplifying the strategy
4 EXTIME, A GLOBAL BRAND WHICH EMBRACES AND AMPLIFIES ONE AMBITION IMAGINE THE SUSTAINABLE AIRPORT THE STRATEGY AND THE KNOW-HOW ALREADY DEPLOYED OF TOMORROW AT PARIS AÉROPORT SPP PROFITABILITY All Airside RATE Activities A PROMISE OF ECONOMIC PERFORMANCE AND CUSTOMER SATISFACTION CUSTOMER SATISFACT
Slide 58: The Extime experience: excellence in designing venues
4 THE EXTIME EXPERIENCE ONE AMBITION IMAGINE THE The international collection of "Boutique terminaux" SUSTAINABLE AIRPORT OF TOMORROW EXCELLENCE IN DESIGNING VENUES Human scale Airside Zones with a path of 6 minutes maximum A singularity in architecture and in interior design & styling A strong inte
Slide 59: The Extime experience: excellence in service
4 THE EXTIME EXPERIENCE ONE AMBITION IMAGINE THE The international collection of "Boutique terminaux" SUSTAINABLE AIRPORT OF TOMORROW EXCELLENCE IN SERVICE The embodiment of the place by a Maître de Maison, whose presence is palpable everywhere Large scale of personalized services & events A special
Slide 60: The Extime experience: excellence in product offer
4 THE EXTIME EXPERIENCE ONE AMBITION IMAGINE THE The international collection of "Boutique terminaux" SUSTAINABLE AIRPORT OF TOMORROW EXCELLENCE IN PRODUCT OFFER Excellence in brand portfolio A portfolio of Extime own coherent brands all working in synergy A singularity via Chefs restaurants Excelle
Slide 61: The Extime experience: structure around 3 ranges
4 THE EXTIME EXPERIENCE ONE AMBITION IMAGINE THE The international collection of "Boutique terminaux" structure around 3 ranges SUSTAINABLE AIRPORT OF TOMORROW Exclusive Premium Lifestyle ***** **** *** Strategic roadmap « 2025 Pioneers » 61
Slide 62: Extime: a new business model creating value at Paris Aéroport
4 EXTIME ONE AMBITION IMAGINE THE a new business model creating value at paris aeroport SUSTAINABLE AIRPORT OF TOMORROW New products GROWTH IN SALES PER PASSENGER More synergies between Operators (SPP) An enhanced digital ecosystem Landlord Shareholder Franchisor OPTIMIZATION OF Preserving Optimizin
Slide 63: The continued growth in sales per passenger
4 THE CONTINUED GROWTH IN SALES PER PASSENGER (SPP) ONE AMBITION IMAGINE THE SUSTAINABLE AIRPORT OF TOMORROW SPP Airside Paris Aéroport €27.5 €25.3 2025 SPP Airside €21.6 Paris Aéroport all commercial activities of 27,5 € Current scope: 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 airside shops
Slide 64: An implementation plan of Extime in three steps
4 AN IMPLEMENTATION PLAN OF EXTIME IN THREE STEPS ONE AMBITION IMAGINE THE SUSTAINABLE AIRPORT OF TOMORROW Step 1 : 2022-2023 Step 2 : 2023-2026 Step 3 : 2024-2028 PARIS AÉROPORT GROUPE ADP’S AIRPORTS AIRPORTS OUTSIDE THE GROUP Finalizing our parisian « Show appartments » Deployment of the Extime Fr
Slide 65: Questions & Answers
QUESTIONS & ANSWERS Strategic roadmap « 2025 Pioneers » 65
Slide 66: One group: building an integrated and responsible global group
ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP Strategic roadmap « 2025 Pioneers » 66
Slide 67: Be a pioneer in terms of territorial anchoring
5 THE FIRST INITIATIVES BY 2025 ONE GROUP BUILDING AN to build a global, integrated and responsible group INTEGRATED AND RESPONSIBLE GLOBAL GROUP BE A PIONEER in terms of territorial anchoring BE A PIONEER in the development of a multi-local group Strategic roadmap « 2025 Pioneers » 67
Slide 68: To be a pioneer in terms of territorial integration
5 TO BE A PIONEER IN TERMS OF TERRITORIAL INTEGRATION ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP OUR PROMISE Rely on a strong territorial anchorage OUR APPROACH Improve connectivity and increase positive externalities for the benefit of territories Opening 100 additional internati
Slide 69: Be a pioneer in the development of a multi-local group
5 BE A PIONEER IN THE DEVELOPMENT ONE GROUP BUILDING AN OF A MULTI-LOCAL GROUP INTEGRATED AND RESPONSIBLE GLOBAL GROUP OUR PROMISE Building a sustainable multi-local group OUR APPROACH Strengthen the Group's airports network by ensuring the long-term strength of its various assets Stabilize the aver
Slide 70: Renewal of Antalya concession
5 RENEWAL OF ANTALYA CONCESSION ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP UN ACTIF STRATEGIQUE POUR LE GROUPE... Second largest airport in Turkey with the highest proportion of international passengers (~85% O/D1) Largest airport among Mediterranean leisure destinations 2019 traf
Slide 71: TAV Airports' business opportunities
5 TAV AIRPORTS' BUSINESS OPPORTUNITIES ONE GROUP BUILDING AN INTEGRATED AND LATVIA GEORGIA RESPONSIBLE GLOBAL Riga Airport Tbilisi Airport GROUP 7.8M Pax in 2019 3.7M Pax in 2019 Management of Operator | Concession - BOT Commercial Areas Concession - Lease Batumi Airport 624K Pax in 2019 Operator |
Slide 72: TAV Airports' guidances
5 TAV AIRPORTS’ GUIDANCES ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL Recovery of traffic at TAV TAV Airports’ EBITDA margin GROUP Airports 115 44%45% 45%44% 42% 42% 42%-45% 102 105 102-107 39% 37% 95 84 84 89 89 32%-35% 72 71-76 29% 29% 26%27% 22% 48 53 52 41 42 15% 30 27 7% 2007 2008 2
Slide 73: GMR Airports major on-going projects
5 PRESENTATION OF GMR AIRPORTS MAJOR ON-GOING PROJECTS ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP CAPACITY EXTENSION CONSTRUCTION OF NEW RECENT WINS AT EXISTING AIRPORTS GREENFIELD AIPORTS €1.2 billion expansion program Construction of a second airport in Goa in Medan Airport Conc
Slide 74: Growth drivers still to be seized for GMR Airports
5 GROWTH DRIVERS STILL TO BE SEIZED FOR GMR AIRPORTS ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP NUMEROUS STRONG GROWTH DYNAMISM OF PRIME REAL ESTATE PRIVATIZATION POTENTIAL IN INDIA INDIAN AIRLINES ASSETS OPPORTUNITIES Expected average passenger Acquisition of Air India by TATA 93
Slide 75: Develop group synergies
5 DEVELOP GROUP SYNEGIES ONE GROUP BUILDING AN IT and Smart exemple INTEGRATED AND RESPONSIBLE GLOBAL GROUP WITH MORE THAN 1,000 ENGINEERS SPECIALIZED IN THE DEVELOPMENT, INTEGRATION AND SUPPORT OF DIGITAL AIRPORT SOLUTIONS, THE GROUP’S NETWORK OF 28 AIRPORTS, TO: Optimize our technology investments
Slide 76: Airports smartization objectives
5 AIPORTS SMARTIZATION OBJECTIVES ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP Accompanying our travelers and guarantee them a to offer them the best smooth and controlled conditions of hospitality journey Centered around customer experience and data Optimize the use of our leveragi
Slide 77: A framework to measure the achievement of our ambition
5 A FRAMEWORK TO MEASURE OUR THE ACHIVEMENT OF OUR AMBITION ONE GROUP BUILDING AN INTEGRATED AND RESPONSIBLE GLOBAL GROUP DIGITAL A personalized and dematerialized end- PIONEER to-end digital journey FULL A digital journey fully monitored and DIGITAL automated within our platforms Digitization of pa
Slide 78: Questions & Answers
QUESTIONS & ANSWERS Strategic roadmap « 2025 Pioneers » 78
Slide 79: Shared dynamics: innovate, support and empower
SHARED DYNAMICS INNOVATE, SUPPORT AND EMPOWER Strategic roadmap « 2025 Pioneers » 79
Slide 80: Being a pioneer in innovation
6 THE FIRST INITIATIVES FOR 2025 SHARED DYNAMICS INNOVATE, SUPPORT AND EMPOWER BEING A PIONEER in BEING A PIONEER innovation by promoting a new culture of responsability and commitment Strategic roadmap « 2025 Pioneers » 80
Slide 81: Be a pioneer in innovation
6 BE A PIONEER IN INNOVATION SHARED DYNAMICS INNOVATE, SUPPORT An open and experimental approach to serve our environmental transformation AND EMPOWER DEVELOP PARTNERSHIP OPEN CONNECT EXPERIMENT AND DEPLOY ECOSYSTEMS INNOVATIVE SOLUTIONS Reinforce our local innovation ecosystem Deploy in the Group e
Slide 82: Be a pathfinder to decarbonize our activities
6 BE A PIONEER IN INNOVATION SHARED DYNAMICS INNOVATE, SUPPORT Be a pathfinder to decarbonize our activities AND EMPOWER PASSENGERS EXPERIENCE OPERATIONS & INFRASTRUCTURES STAFF Decarbonize, smoothen access and rethink Automate and decarbonize operations Reinforce Group attractivity mobilities on ou
Slide 83: Hybrid investment model in start-ups
6 BE A PIONEER IN INNOVATION 1/2 SHARED DYNAMICS INNOVATE, SUPPORT An efficient and hybrid investment model in start-ups and funds AND EMPOWER STARTUPS PASSENGER EXPERIENCE OPERATIONS INFRASTRUCTURES Safety, security, Access & Mobility Passenger services Operations Engineering and construction sanit
Slide 84: Investment funds
6 BE A PIONEER IN INNOVATION 2/2 SHARED DYNAMICS INNOVATE, SUPPORT An efficient and hybrid investment model in start-ups and funds AND EMPOWER INVESTMENT FUNDS Investment amount > €100M Sustain the intelligence to cover various geographies, maturity levels and subjects, in particular regarding new e
Slide 85: Roadmap on eVTOL technologies
6 BE A PIONEER IN INNOVATION SHARED DYNAMICS INNOVATE, SUPPORT An ambitious roadmap on eVTOL technologies to pave the way for the emergence AND EMPOWER of a decarbonized aviation industry 2021 2024 2026 THE SANDBOX THE ‘SHOWCASE’ THE SCALE-UP Launch pre-commercial services Support the rise of logist
Slide 86: Promoting a new culture of responsibility: attract and retain talents
6 BE A PIONEER BY PROMOTING A NEW CULTURE SHARED DYNAMICS INNOVATE, SUPPORT OF RESPONSIBILITY AND COMMITMENT AND EMPOWER OUR PROMISE Attract and retain talents OUR APPROACH Implementing remuneration linked to the company's economic and social performance Implement transparent Improve recognition of
Slide 87: Developing a culture of responsibility
6 BE A PIONEER BY PROMOTING A NEW CULTURE SHARED DYNAMICS INNOVATE, SUPPORT OF RESPONSIBILITY AND COMMITMENT AND EMPOWER OUR PROMISE Developing a culture of responsibility OUR APPROACH Promote the development of each employee, exemplarity and ethics Maintain and develop Train employees to promote En
Slide 88: Develop a culture of civic engagement
6 BE A PIONEER BY PROMOTING A NEW CULTURE SHARED DYNAMICS INNOVATE, SUPPORT OF RESPONSIBILITY AND COMMITMENT AND EMPOWER OUR PROMISE Develop a culture of civic engagement OUR APPROACH Encourage employee commitment by relying on a close management Develop skills sponsorship and Promote professional S
Slide 89: Questions & Answers
QUESTIONS & ANSWERS Strategic roadmap « 2025 Pioneers » 89
Slide 90: Conclusion
CONCLUSION Strategic roadmap « 2025 Pioneers » 90
Slide 91: A long-term vision for sustainable value creation
7 A LONG-TERM VISION Conclusion for a sustainable value creation 2025 Strategic roadmap 2025 Financial roadmap objectives forecasts tangible and measurable & financial guidances 2025 Strategic roadmap « 2025 Pioneers » 91
Slide 92: The pioneer spirit, source of our leadership
7 THE PIONEER SPIRIT, SOURCE OF OUR LEADERSHIP CONCLUSION The first multi-local The first airport The leader in sustainable airport group hospitality franchise innovation Strategic roadmap « 2025 Pioneers » 92
Slide 93: Thematic conferences
7 THEMATIC CONFERENCES CONCLUSION A series of thematic conferences will be held throughout 2022, the first of which being : March 18th March 29th May 18th Retail and Groupe ADP’s TAV Airports’ hospitaly strategy ESG strategy strategy Strategic roadmap « 2025 Pioneers » 93
Slide 94: Appendices
APPENDICES Strategic roadmap « 2025 Pioneers » 94
Slide 95: Summary of forecasts and financial guidances (1/3)
7 SUMMARY OF FORECASTS AND FINANCIAL GUIDANCES CONCLUSION 2022-2025 (1/3) 1 Group traffic2 Return of the 2019 traffic level 70% - 80% between 2023 and 2024 - in % of 2019 traffic 65% - 75% 85% - 95% 90% - 100% 95% - 105% Traffic at Paris Aéroport Return to the 2019 traffic level in % of 2019 traffic
Slide 96: Summary of forecasts and financial guidances (2/3)
7 SUMMARY OF FORECASTS AND FINANCIAL GUIDANCES CONCLUSION 2022-2025 (2/3) 1 ADP SA operating expenses by passenger - - €16-€18/pax in € Group EBITDA growth Return to the 2019 level compared to 2019 - - EBITDA above or equal - to €1,772M Group EBITDA margin Between 30% and 35% Between 35% and 40% In
Slide 97: Summary of forecasts and financial guidances (3/3)
7 SUMMARY OF FORECASTS AND FINANCIAL GUIDANCES CONCLUSION 2022-2025 (3/3) 1 Group investments 1 billion euros per year on average between 2022 and 2025 (excl. financial investments) ADP SA investments (excl. financial investments €550M – €600M €750M - €800M €650M - €750M €800M - €900M regulated / no