Grupo Aeroportuario Del Centro Norte Sab De Cv Class B · BMV:OMA/B
Grupo Aeroportuario Del Centro Norte Sab De Cv Class B — Q2 2024 Earnings Presentation
35 slides from Grupo Aeroportuario Del Centro Norte Sab De Cv Class B's earnings presentation, Jul 29, 2024
Slide 1: Corporate Presentation
Corporate Presentation July 2024 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 26.6 million passengers served LTM June 2024 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) C
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 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 Ricardo Dueñas Espriu Chief Executive Officer Ruffo Pérez Pliego Chief Financial Officer Mana
Slide 7: Shareholders' Structure
Shareholders’ Structure 29.99% Market Cap Ps. Bn. $62.0 USD Bn. $3.4 Float 70.01% Note: As of July 29, 2024 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 Co
Slide 8: Growing Revenue & Efficiency
Growing Revenue & Efficiency Aeronautical Revenue Non Aeronautical Revenue 16,000.00 30.00 Passengers 26.6 26.8 26.6 14,000.00 23.2 23.2 25.00 12,000.00 21.6 11,559 11,775 19.7 18.0 20.00 10,000.00 9,285 23% 24% 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% 4,114 4,0
Slide 9: Robust Stock Performance
Strong Price Performance (OMA returns vs MEXBOL Index) (Index 100=2006) +532% Robust Stock Performance +116% OMAB MM Equity MEXBOL Index 9 Note: Prices from November 28, 2006 (OMA´s IPO) to July 29, 2024
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 17.6% of OMA’s energy This year, we hosted two significant events: consumption in 2023. 'Environmental Week' and 'Safety Wee
Slide 11: ESG Targets
ESG Targets Our Goals Our Performance Emissions per Passenger • 58% reduction in Scope 1&2 emissions per Passenger. 2018 1.53 2025 2020 0.47 • Zero phitosanitary products in use. 2021 0.24 2022 0.10 2023 0.08 • Two-third reduction in total Scope 1&2 emissions. 2025 Objective 0.65 2030 • Zero phitosa
Slide 12: Social and Governance Matters
Social and Governance Matters Social Responsible During 2023, 30% of Company “Empresa our corporate staff were Socialmente Responsable”, women. 16% of our for 13th consecutive year. executive officers and managers are women. Part of the 2023 and 2022 Gender equality and Bloomberg Gender labor inclus
Slide 13: Certifications and Awards
Certifications and Awards Environment Safety & Security, Human Capital & Social Responsability Health AIRPORT CARBON ACREDITATION SMS CERTIFICATION TRE DISTINTION RESPONSIBLE SUPER COMPANIES WORK Level 2 Accreditation from the Airport Carbon This certification ensures safe airport Accreditation Prog
Slide 14: 6M24 PAX Impacted by Engine Recall and Otis Hurricane
6M24 PAX Impacted by Engine Recall and Otis Hurricane 2024 2023 2024 2024 Domestic -3.9% vs 2023 International +11.2% 2023 vs +10.0% +7.7% 334 +13.9% 308 +12.7% +10.1% 1,931 290 +13.3% 296 -0.9% 1,872 282 1,810 271 1,754 -7.5% -4.6% 1,675 -7.4% -0.1% 1,537 -1.5% Jan Feb Mar Apr May Jun Jan Feb Mar A
Slide 15: Route Development
Route Development 14 routes opened in 6M24 Top 10 Routes 6M24 1.3% Atlanta Austin Denver Orlando Santa Lucia Ciudad Victoria San Antonio Santa Lucia 15.8% Ciudad Victoria Santa Lucia -19.2% Ciudad Victoria -10.0% Santa Lucia 7.1% -10.3% -25.6% 25.6% 11.2% 4.8% 3.0% -26.2% Monterrey 3.8% 3.4% 3.4% 3.
Slide 16: Airline Breakdown 6M24
Airline Breakdown 6M24 Total Domestic International 2% / +18%; United Airlines 5% / -7%; Others 1% / -25%; Magnicharters 1% / +6%; 4% / +6%; 1% / -37%; TAR Others American Aerolíneas Airlines 20% / +3%; Others 26% / +6%; 21% / -6%; American Grupo Airlines 20% / -24%; Aeroméxico Volaris 49% / +12%; 6
Slide 17: Aeronautical Revenue
Aeronautical Revenue +0.5% Ps. (mm) vs 2023 Domestic PAX Charges 9,700.00 International PAX Charges 8,932 8,978 Aeronautical Revenue 10000 Airport Services and others Ps. (mm) 8,700.00 7,700.00 7,056 12% 13% 8000 6,700.00 Continued Growth 5,140 5,753 5,278 13% 19% 19% 5,700.00 in Aeronautical 6000 4
Slide 18: Solid Non-Aeronautical Revenue Performance
Solid Non-Aeronautical Revenue Performance Non Aeronautical Revenue +6.5% Ps. (mm) vs 2023 4,000.00 3,700.0 Complementary Activities Baggage-screening systems and leasing 3,200.0 2,797 3,000.00 of non-essential space to airlines. 2,627 2,230 2,700.0 1,820 14% 2,000.00 1,625 1,653 1,456 15% 2,200.0 1
Slide 19: Commercial Strategy
Commercial Strategy OMA has a commercial area of approximately 23,529 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 30% areas across our airports Other Parking 8% Along with advertising 2Q24 Commercial providers, we Revenue comme
Slide 21: Diversification Revenue
Diversification Revenue 14%* 11%* 4%* 4%* 2%* OMA NHT2 HILTON INDUSTRIAL REAL ESTATE CARGA COLLECTION GARDEN INN PARK MTY & OTHER Revenues: +34.9% vs 2Q23 Avg. Room Rate: 2,838 Avg. Room Rate: Ps. 2,928 Revenues: +30.2% vs 2Q23 Occupancy Rate: 85.4% (vs Occupancy Rate: 78.6% (vs Warehouses leased: 5
Slide 22: Historical Non-Aeronautical Revenue Growth per PAX
Non-Aeronautical Revenue per Passenger Commercial Revenues CAGR 2017 – YTD Jun 24 +6.5% 130.00 Diversification Revenues 130.0 Complementary Revenues 115 106 14% 110.00 110.0 96 98 92 17% 90.00 79 16% 15% 90.0 74 75 18% 36% 16% 16% 34% 16% 70.00 70.0 34% 33% 34% 34% Historical Non- 36% 35% 50.00 50.0
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 6,370 Dividends (Ps. Millions)2 4,250 3,750 2,300 1,200 1,400 1,600 1,600 1,600 - 12.4 6.2 6.1 Attractive 4.4 4.2 4.5 3.9 4.3 4.2 distributions to 580 Shareholders 147 156 - 117 96 80 86 75 56 - 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 1 Dividend yield was c
Slide 25: Healthy Balance Sheet
Healthy Balance Sheet Low Leverage Strong Financial Position (Net Debt/Adjusted EBITDA) (Ps.mm) 1.0 1.0 0.9 0.7 10,864 9,254 0.5 0.4 0.3 0.3 1,610 Total Debt Cash Net Debt 2017 2018 2019 2020 2021 2022 2023 LTM Jun24 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 2,407 Total 2,717 Committed Investment* 3,502 15,601 3,547 Ps. 15,601mm 3,428 2021 2022 2023 2024 2025 Total Committed Investments in line with passenger contribution Ciudad u re Culiac n 9% 9% Runways and aprons Security, Safery I
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% Late 2025 →15.9 Commerci
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 2025 Ps. 544mm 1.9 → 3.6 26,187 m2 +116% Commercial Spaces +49% 29 Boarding Gates Check-In Area
Slide 30: Expansion and Remodeling – Ciudad Juárez Airport
Expected start of Investment Capacity Total Area Expansion and Remodeling – Ciudad Juárez Airport operations (mm Pax) 7,356 m2 → Terminal building 2H24 Ps. 591 mm 1.0 → 2.1 12,579 m2 +71% Commercial Spaces +90% 30 Airport Entrance Airside
Slide 31: Maximum Tariffs
Maximum Tariff Compliance 97.8% 99.0% 99.3% 97.5% 94.5% 92.1% 89.5% 2017 2018 2019 2020 2021 2022 2023 Maximum Tariffs Visibility on Tariffs (Maximum Tariffs per year 1) 333 331 328 326 323 2021 2022 2023 2024 2025 1 Weighted average using 2019 passenger traffic, expressed in constant MXN of Decembe
Slide 32: 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 33: Mexico's Air Industry Has Low Penetration; Favorable Demographics
ir In ustry as Low Penetration in e ico… Flights per capita per year 2.8 1.1 0.5 0.5 0.5 0.6 Brazil Perú Mexico Colombia Chile United States e ico’s Source: Airbus 2022. (Global Market Forecast 2022-2041) And favorable demographics Favorable Growing potentially new travelers Demographics Population
Slide 34: Industry Capacity in Mexico
Seat Capacity Aeroméxico (thousands of available seats) Interjet Volaris VivaAerobus 100 96 Others 90 80 70 54 50 62 60 50 40 8% 29% 3% 6% 4% 23% 13% 22% 43% 26% 35% 20% 36% 35% 38% 39% 20% Industry 2020 2021 2022 2023 Capacity in Fleet (number of airplanes) Mexico 341 297 358 368 34 72 34 36 26 66
Slide 35: 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: 35
Grupo Aeroportuario del Centro Norte S.A.B. de C.V. — Q2 2024 Earnings Presentation on 6ix