Attica Holdings Sa · ATHEX:ATTICA
Attica Holdings Sa — Investor Day (February 2025)
91 slides from Attica Holdings Sa's investor day presentation, February 2025
Slide 1: Capital Markets Day
Confidential Capital Markets Day February 2025
Slide 2: Agenda
Agenda # Section Duration Presenter 1 Introduction to Attica Group Kyriakos Magiras 1A Attica at a glance 13:30 – 13:50 GMT 1B Key segments overview 13:50 – 14:00 GMT Panagiotis Dikaios 2 Macro overview and growth drivers 14:00 – 14:10 GMT Panagiotis Dikaios 3 Market and competitive landscape overvi
Slide 3: Today's presenters
Today’s presenters Kyriakos Magiras Panagiotis Dikaios George Nikolakopoulos Executive Chairman Chief Executive Officer Chief Financial Officer With Attica since 2012 With Attica since 2012 With Attica since 2024 Attica Group Executive Chairman Attica Group CEO since 2023 >20 years of experien
Slide 4: Attica at a glance
Translations.SectionN Section 1A {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 1A Attica at a glance Attica at a glance
Slide 5: Attica Group at a glance
Attica Group at a glance Leading ferry owner #1 in Greece Largest passenger shipping group in Greece in terms of passenger capacity1 and operator Largest worldwide passenger shipping operator of conventional Ro-Pax vessels in #1 worldwide terms of passenger capacity1 25+ years of Group’s conti
Slide 6: Attica Group—key figures
Attica Group—key figures Operating and traffic metrics Key financial figures 2023 PF2 7.4m passengers in 2023 on a combined basis1 1.3m private vehicles in 2023 on a combined basis1 €761m €137m Revenue EBITDA3 0.5m freight units in 2023 on a combined basis1 €49m €848m 3 hotels owned on islands where
Slide 7: The leading global ferry owner and operator
The leading global ferry owner and operator Attica is the largest passenger shipping company globally1 Fleet passenger capacities Fleet freight lane metres capacities2 #1 1. 47,473 1. Grimaldi Group 92,022 2. GNV 44,158 2. Stena Line 73,552 3. Grimaldi Group 42,457 3. GNV 46,051 4. Onorato Amatori S
Slide 8: Leader in the markets where we operate
Leader in the markets where we operate Attica is a leading operator in the Greek and Adriatic markets, showcasing the largest fleet and capacity Number of vessels Commentary 50 Largest fleet in the Aegean and Adriatic seas by number of vessels 45 43 1 Operating only 40 seasonally Operating on a
Slide 9: Overview of fleet
Overview of fleet A diversified, versatile and well-maintained fleet offering sizeable passenger, freight and vehicle capacity Vessel type Key figures Vessels Pax capacity Garage capacity (#) (#) (lane meters) Conventional Ro-Pax 28 45,412 41,881 Ro-Ro 2 24 4,075 High speed1 13 5,118 521 Total 43 50
Slide 10: Attica's milestones—strong track record of organic and inorganic growth
Attica’s milestones—strong track record of organic and inorganic growth as well as market consolidation… 1992 - Change of ownership and renaming to Attica Enterprises S.A., 2024 – Agreement with Stena RoRo for subsequently changed to the long-term charter (with purchase Attica Enterprises 1995 - Del
Slide 11: … delivered by a highly experienced management
… delivered by a highly experienced management Committed and experienced leadership team with strong track record to drive the next phase of growth Management team Kyriakos Magiras Panos Dikaios George Nikolakopoulos Dionysis Theodoratos Executive Chairman Chief Executive Officer Chief Financial Off
Slide 12: Key highlights
Key highlights Growth story underpinned by strong Greek macro fundamentals and growing strategic 1 importance of tourism in Greece, being the largest passenger ferry market in the EU 1 2 Largest passenger shipping group worldwide2, with a leading market position in Greece 3 Diversified and well-main
Slide 13: Key segments overview
Translations.SectionN Section 1B {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 1B Key segments overview Key segments overview
Slide 14: Operating segments overview
Operating segments overview Attica Group operates in routes of strategic importance. Ongoing expansion into the hospitality industry allows Attica to capitalise on the strong Greek tourism dynamics Domestic routes International routes1 Hotel segment2 70.1% 29.6% 0.3% Tinos Naxos Cyclades The ferry
Slide 15: Key markets overview: domestic routes
Key markets overview: domestic routes Attica is the leading player in the Aegean, acting as the critical link between the mainland and the islands and benefitting from the positive momentum in the tourism sector Performance and positioning1 (2023A) Key routes map Brands / fleet Golden Star Aegean Se
Slide 16: Key markets overview: international routes
Key markets overview: international routes Attica is well positioned in the strategic Greece-Italy route, which is driven by fundamental demand for sea transportation of goods Performance and positioning1 (2023A) Key routes map Brands / fleet 1 Main competitors Grimaldi Lines 2 Revenue2,3 €174.0m Ig
Slide 17: Hotel segment overview
Hotel segment overview Current footprint in the hospitality sector represented by 3 hotels strategically located in the Cyclades, in a corridor served by Attica ferries Strategic locations Tinos Beach Hotel Acquired in 2022 for €6.5m No. of rooms: 156 Located in the Cycladic island No. of be
Slide 18: Macro overview and growth drivers
Translations.SectionN Section 2 {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 2 Macro overview and growth drivers Macro overview and growth drivers
Slide 19: Growth story underpinned by strong Greek macro fundamentals
Growth story underpinned by strong Greek macro fundamentals… 5.7% Euro area Constructive macroeconomic and political conditions underpinned by expectations of strong GDP growth, well above the Euro area Greece is the largest recipient of RRF2 funds in the EU (~17% of GDP) 2.3% 2.1% 2.3% 2.2% Rea
Slide 20: … and the strategic importance of tourism in Greece
… and the strategic importance of tourism in Greece… Tourism has consistently been a much more important contributor to … and is a sector that continues to grow faster compared to other GDP in Greece than in other European countries… countries Travel & tourism’s total contribution to GDP in 2023A1 4
Slide 21: …supported by increasing expenditure by tourists and capital investments
…supported by continuously increasing expenditure by tourists and capital investments … coupled with significant and increasing investment in the Greek Strong growth of tourist spending in Greece expected to continue… tourism sector Annual spend from international tourists in Greece1,2 (€bn) Capital
Slide 22: Continued tourism momentum in Greece in 2024 YTD
Continued tourism momentum in Greece in 2024 YTD 4.7% ▪ The balance of travel services showed a surplus of €18.7bn in Jan-Oct 2024 (+4.7% vs Jan-Oct 2024) 18.2 17.8 18.7 Balance of 13.9 15.4 15.8 ▪ In 2023, balance of travel services posted a surplus of 12.7 travel services1 9.4 €18.2bn (+15.3% vs 2
Slide 23: Greece and Italy are the largest passenger ferry markets in Europe
Greece and Italy are the largest passenger ferry markets in Europe Greece is the second-largest passenger ferry market1 in the EU… …with a unique requirement for ferry transportation Greece was the second-largest maritime passenger transport country in Largest ferry market 43.6 Europe in 2023A, re
Slide 24: Market and competitive landscape overview
Translations.SectionN Section 3 {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 3 Market and competitive landscape overview Market and competitive landscape overview
Slide 25: Market overview
Market overview Attica is well positioned in the strategic markets of Aegean and Adriatic, which are driven by fundamental demand for sea transportation Aegean Adriatic 2023A KPIs1 2023A KPIs2 14.7m 2.8m 1.3m 0.8m Passengers Freight units and vehicles Sources: Company information, Hellenic Statistic
Slide 26: Evolution of the Aegean market
Evolution of the Aegean market The Aegean Sea is a solid and resilient market, showcasing infrastructure characteristics as well as benefitting from tailwinds in the tourism sector Volumes1 3.0% 6.8% Large, resilient and growing market with a Growth pattern 3.0% CAGR between 2016-23A, deeply 13.9
Slide 27: Evolution of the Adriatic market
Evolution of the Adriatic market Adriatic Sea is a substantial trading route, connecting Europe with Greece Volumes1 0.4% 4.0% Passenger demand mostly driven by 1.4 1.4 1.4 international tourism 1.3 1.3 1.2 0.9 Passengers 0.6 Passenger segment still in recovery mode from (m) COVID impact 2016A 2
Slide 28: Zooming in on Attica's markets in focus
Zooming in on Attica's markets in focus Attica's markets can be divided in 6 different corridors based on unique geographic and competitive characteristics Venice Thessaloniki Kavala 3 North East Aegean Lemnos Ancona 6 Corfu Igoumenitsa Agios Efstratios Lesvos Adriatic Sigri Mytilene Psara Oinousses
Slide 29: Dodecanese — Key characteristics
1 Dodecanese — Key characteristics A long-distance corridor with lower seasonality and year-round demand from locals Map of islands and ports of the corridor Attica’s competitive advantages Main islands/ports Patmos Lipsi Corridor Only operator from the mainland to the Dodecanese route Leros Kalymno
Slide 30: Cyclades — Key characteristics
2 Cyclades — Key characteristics A highly touristic and seasonally competitive market with demand driven by Greek GDP throughout the year and supported by international tourism over the summer period Map of islands and ports of the corridor Attica’s competitive advantages Main islands/ports Andros L
Slide 31: North East Aegean — Key characteristics
3 North East Aegean — Key characteristics A long-distance corridor with lower seasonality and inelastic demand from locals Map of islands and ports of the corridor Attica’s competitive advantages Lemnos Main islands/ports1 Corridor Only player operating between Piraeus and the dispersed North East A
Slide 32: Crete — Key characteristics
4 Crete — Key characteristics A long-distance corridor with inelastic local demand and an emphasis on truck transportation requirements Map of islands and ports of the corridor Attica’s competitive advantages Main ports Corridor Leading player in terms of passenger, freight capacity and fleet size C
Slide 33: Saronic — Key characteristics
5 Saronic — Key characteristics A short-distance corridor with stable demand driven by weekender traffic Map of islands and ports of the corridor Attica’s competitive advantages Main islands/ports1 Souvala Corridor Agia Marina Largest high-speed service in terms of capacity in the corridor Agistri A
Slide 34: Adriatic — Key characteristics
6 Adriatic — Key characteristics A long-distance corridor with inelastic demand from freight businesses Map of islands and ports of the corridor Attica’s competitive advantages Venice Main islands/ports1 Corfu Corridor Enlarged presence in Adriatic thanks to merger with ANEK Lines Ancona Igoumenitsa
Slide 35: Historical financials
Translations.SectionN Section 4 {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 4 Historical financials Historical financials
Slide 36: Summary financials
Summary financials Robust growth rates coupled with solid profitability levels Summary financials Commentary CAGR Strong revenue growth in 2019-23A (9.8% CAGR) driven by organic (€m) 2019A 2020A 2021A 2022A 2023A 2023PF1 2019A-23A growth and an increase in ticket pricing, reflecting active pricing
Slide 37: Fuel expenses analysis
Fuel expenses analysis Attica is able to effectively manage fuel costs impact through active ticket pricing policies as well as through fuel hedging Case study on mitigation of cost inflation % Y-o-Y % change 73% 2022A - €m 89.6 7.8 Avg. fuel prices Spike in 2022A due to (€/mt)1 global energy crisis
Slide 38: Managing fuel cost fluctuations through hedging and pricing
Attica has a track record of managing fuel cost fluctuations through hedging and active pricing, without substantial impact on volumes 250 219 100% ▪ Management focused on delivering on profitability and exploiting Indexed to 100 200 152 80% both (i) fuel hedging and (ii) pricing levers to protect m
Slide 39: Cash generation
Cash generation Self-financed maintenance and expansionary capex through positive and ample operating cash flows Cash Flow Commentary COVID-19 impact 2021A 2022A 2023A 2021A impacted by COVID-19 pandemic; Attica still able to raise funds (€m) and finance capex programs (incl. expansionary capex) C
Slide 40: Focus on investments made to date
Focus on investments made to date Attica has undertaken a significant capex program to modernise and transition to a greener and more efficient fleet Capex (€m) Commentary Includes purchase of Thunder vessel to 145 Investment in fuel and emission cost savings initiatives to decrease operate on Cre
Slide 41: Leverage and maturities of borrowings
Leverage and maturities of borrowings Attica’s leverage metrics and maturity profile puts it in a strong position to grow sustainably while maintaining financial stability Leverage Overview of maturities (as at 9M 2024A1) Impacted by COVID Gearing 52% 53% 49% 51% €578m ratio Net debt / 9.2x 7.1x 3.5
Slide 42: Update on 9M 2024 results
Update on 9M 2024 results 2024 was a transitional year for the Company as the merger with ANEK unfolded, with the full financial benefits from the integration yet to be realised Revenue (€m) Adj. EBITDA2 (€m) (3.1%) Adj. EBITDA2 17.8% 15.0% margin 760.7 736.7 (18.2%) 135.2 110.6 1 1 3 FY 2023PF LTM
Slide 43: Business strategy & guidance
Translations.SectionN Section 5 {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 5 Business strategy guidance Business strategy & guidance
Slide 44: The Attica journey: past and future strategic priorities
The Attica journey: past and future strategic priorities The management team has successfully navigated the company through a number of investments and is now ready to realise the full financial benefits of these investments Recent achievements Financial benefits yet to be realised Market consolidat
Slide 45: Key pillars of Attica's strategic plan
Key pillars of Attica’s strategic plan Attica has a clear strategy to achieve growth through well-defined and planned initiatives 1 2 3 4 5 Business optimisation Fuel and emission cost Newbuilds and New route Expansion of initiatives savings initiatives fleet optimisation additions hospitality offer
Slide 46: Key pillars of Attica's strategic plan
Key pillars of Attica’s strategic plan Attica has a clear strategy to achieve growth through well-defined and planned initiatives Attica is well-positioned to gain more market share due to its pioneering green fleet and the delay of competitors 7-10 3-4 c.238-262 5-6 7-8 35-40 7-8 1-2 13-16 5-7 4-5
Slide 47: Organic EBITDA growth driven by robust volume growth
Organic EBITDA growth driven by robust underlying volume growth in line A with market, modest fare price increases c.€40 0.6% 250 ▪ Modest price increases to reflect pass-through of higher regulatory 100% Passengers 200 80% costs c.€65 0.3% 150 Vehicles 60%▪ Projected price strategy reflects the cur
Slide 48: Business optimisation initiatives
1 Business optimisation initiatives Management is focused on reducing costs, diversifying the revenue composition and improving customer experience ANEK synergies Digitalisation Dynamic pricing ▪ Installation of scrubbers on 2 ANEK vessels ▪ Introduce analytic tools to dynamically ▪ Reduction in per
Slide 49: ANEK acquisition synergies
1 ANEK acquisition synergies Significant EBITDA uplifts from the acquisition of ANEK expected to be realised in the short-term ANEK transaction Deep dive on synergies €m 3-4 13 - 16 Acquisition of ANEK was completed in December 2023 3-4 The transaction is expected to generate €13-16m of run- 7-8
Slide 50: Fuel and emission cost savings initiatives
2 Fuel and emission cost savings initiatives Significant fuel consumption savings achieved to date with tangible financial benefits to be realised by 2026, funded primarily through the RRF1 Non-ANEK scrubbers Energy saving devices ▪ SOx emissions control devices designed to remove harmful pollutants
Slide 51: Newbuilds and fleet optimisation
3 Newbuilds and fleet optimisation Newbuilding initiatives are well progressed with financial benefits based on bottom-up analysis of unit economics Adriatic vessels AERO vessels Compact vessel ▪ 2 newbuildings to be deployed in the ▪ A compact, dual-fuel Ro-Pax newbuilding Adriatic under a signed b
Slide 52: Worldwide newbuilding experience
Worldwide newbuilding experience Track record of designing 32 newbuild vessels for total invested capital of c.€2bn1, maximising operational and financial efficiencies for over 25+ years A leader in newbuilding Schichau South Korea Flender Fosen Brødrene Aa construction of the fast Seebeck Yard Kvær
Slide 53: Focus on Adriatic newbuildings
3 Focus on Adriatic newbuildings The Adriatic newbuildings are expected to optimise Attica’s fleet and drive margin expansion by achieving the same capacity with 2 vessels instead of 3 currently EBITDA impact (€m) Structure payments (€m) Total EBITDA impact +€35-40m 482 Potential exercise of purchas
Slide 54: New route additions
4 New route additions Creation of an additional revenue stream by adding a new route between Crete-Cyclades Crete-Cyclades route Geography Description ▪ Commencement of the Crete-Cyclades route Piraeus Athens ▪ The new Crete-Cyclades route connects one of Greece’s most popular destinations, addressi
Slide 55: Expansion of hospitality offering
5 Expansion of hospitality offering Strategic expansion through attractive deals in the hospitality sector to drive value creation Hospitality growth Description ▪ Expansion and extensive renovation of the Group’s hospitality portfolio ▪ Complementary to the core business Rationale ▪ Allows bundling
Slide 56: Further upsides from the blue-sky scenario
Further upsides from the blue-sky scenario Attica has additional available routes to navigate to unlock an even faster growth Early mover in green fleet Attica has a clear timing advantage vs. competition in investments made for a greener fleet Competitors not on track to comply with new regulat
Slide 57: Capex and leverage analysis
Capex and leverage analysis The business plan is well funded while the EBITDA contribution supports the deleveraging of the company apex (€m) Leverage3 (x) Adriatic vessels capex include lease payments for 2027-29E1 145-155 c.4.8x 85-95 80-90 90-100 65-75 c.2.1x 2025E 2026E 2027E 2028E 2029E Busines
Slide 58: Dividend policy
Dividend policy Dividend Policy The Company aims to deliver consistent returns to shareholders, while at the same time investing in value-accreting initiatives and maintaining a healthy balance sheet Targeting returns to shareholders of c.€20m over the next five years, during the capex period, with
Slide 59: Summary of long-term targets
Summary of long-term targets Long-term targets (2029E) Revenue €915m-€925m EBITDA €238m-€262m Margin c.27% Cash conversion1 c.70% / c.85%3 Leverage2 c.2.1x Source: Company information Notes: 1. Calculated as (EBITDA – Capex) / EBITDA 59 2. Calculated as Net debt / EBITDA 3. Cash conversion excluding
Slide 60: ESG overview
Translations.SectionN Section 6 {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 6 ESG overview ESG overview
Slide 61: A leader in sustainability in the transport and transport infra sector
A leader in sustainability in the transport and transport infra sector Attica Group has received continuous recognition for its sustainability efforts, reflected in its ESG scores and sustainability awards ESG reporting and ratings ESG highlights — 2023 €19.1 Environmental Million environmental inve
Slide 62: Responsible and sustainable development with social cohesion
Responsible and sustainable development with social cohesion Attica Group is the first passenger shipping company worldwide, whose CSR reports are in accordance with the GRI Guidance (2009) & Standards (2016) and support UN’s Global Compact Principles Highlights Economic value distribution Attica
Slide 63: Corporate responsibility and sustainability framework
Corporate responsibility and sustainability framework Attica group has created the below framework following an internal analysis and interaction with the stakeholders to systematically organise and manage a responsible operation Social Environmental Managing Corporate Responsibility and Sustainabil
Slide 64: Closing remarks
Translations.SectionN Section 7 {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Section 7 Closing remarks Closing remarks
Slide 65: Key highlights
Key highlights Growth story underpinned by strong Greek macro fundamentals and growing strategic 1 importance of tourism in Greece, being the largest passenger ferry market in the EU 1 2 Largest passenger shipping group worldwide2, with a leading market position in Greece 3 Diversified and well-main
Slide 66: Q&A
Translations.SectionN {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} QA Q&A
Slide 67: Appendix A: Fleet overview
Translations.SectionN Appendix A {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Appendix A Fleet overview Fleet overview
Slide 68: Case study: charter with purchase option of newbuilding E-Flexer vessels
Case study: charter with purchase option of newbuilding E-Flexer vessels Modern and environmentally efficient vessels, with significant reduction in GHG emissions. Expected to optimise Attica’s fleet, drive margin expansion and reduce operating costs E-Flexer vessel Transaction overview On 28th Ju
Slide 69: Stena E-Flexer characteristics
Stena E-Flexer characteristics Stena E-Flexer series A line of modern, energy-efficient Designed to be highly energy-efficient, incorporating innovative Ro-Pax ferries designed and built by Energy Stena RoRo, a leading ferry operator propulsion systems and hull designs to optimize fuel consumption
Slide 70: Overview of fleet
Overview of fleet A diversified, modern and well-maintained fleet offering sizeable passenger, freight and vehicle capacity Routes operated Adriatic Aegean Aegean Aegean / Adriatic Aegean / Adriatic Conventional Ro-Pax vessels (n.) 7 9 3 9 28 Ro-Ro vessels (n.) 0 2 0 0 2 High-Speed Craft vessels (n.
Slide 71: Fleet overview — Blue Star Ferries
Fleet overview — Blue Star Ferries Blue Star Ferries consists of conventional Ro-Pax and Ro-Ro vessels with large passenger and cargo capacities Name Type Speed (knots) Age1 Passengers Lane meters Berths Blue Star 1 Conventional Ro-Pax 28.0 24 1,890 1,718 593 Blue Star 2 Conventional Ro-Pax 28.0 24
Slide 72: Fleet overview — Superfast Ferries
Fleet overview — Superfast Ferries Superfast Ferries fleet consist of modern fast conventional Ro-Pax vessels with large cargo and passenger capacity, suitable for long distance routes Name Type Speed (knots) Age1 Passengers Lane meters Berths Superfast I Conventional Ro-Pax 24.2 16 938 2,505 371 Su
Slide 73: Fleet overview — Hellenic Seaways (1/2)
Fleet overview — Hellenic Seaways (1/2) Hellenic Seaways consists of a combination of fast conventional Ro-Pax vessels, suitable for long distances, as well as High Speed vessels suitable for shorter distance routes and offers a premium service Name Type Speed (knots) Age1 Passengers Lane meters Ber
Slide 74: Fleet overview — Hellenic Seaways (2/2)
Fleet overview — Hellenic Seaways (2/2) Hellenic Seaways consists of a combination of fast conventional Ro-Pax vessels, suitable for long distances, as well as High Speed vessels suitable for shorter distance routes and offers a premium service Name Type Speed (knots) Age1 Passengers Lane meters Ber
Slide 75: Fleet overview — ANEK Lines
Fleet overview — ANEK Lines ANEK Lines fleet consist of conventional Ro-Pax vessels with large passenger and vehicle capacities Name Type Speed (knots) Age1 Passengers Lane meters Berths Asterion II Conventional Ro-Pax 21.5 33 1,020 2,244 451 Kissamos Conventional Ro-Pax 24.0 32 1,790 1,750 654 Elyr
Slide 76: Appendix B: Historical financials
Translations.SectionN Appendix B {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Appendix B Historical financials Historical financials
Slide 77: Focus on profitability
Focus on profitability Solid profitability levels gained by effective cost base management via passthroughs and fuel hedging policy EBITDA and margin Commentary 19.8% 5.4% 15.8% 15.9% 21.1% 17.8% 19.0% Adjusted EBITDA includes fuel hedging strategy through utilization of derivatives 19.2% 13.9% 12
Slide 78: Group annual statement of comprehensive income
Historical financials — Group annual1 statement of comprehensive income (€ thousand) 2021A 2022A 2023PF2 Sales 347,907 530,242 760,685 Cost of Sales (310,477) (463,555) (590,674) Gross profit 37,430 66,687 170,011 Administrative expenses (29,926) (32,683) (50,668) Distribution expenses (22,694) (32,
Slide 79: Group interim statement of comprehensive income
Historical financials — Group interim1 statement of comprehensive income (€ thousand) 9M 2023PF2 9M 2024A Sales 617,370 593,423 Cost of Sales (454,409) (474,371) Gross profit 162,961 119,052 Administrative expenses (35,844) (46,808) Distribution expenses (37,409) (36,992) Other operating income 1,13
Slide 80: Group statement of financial position (1/2)
Historical financials — Group statement of financial position (1/2) (€ thousand) 2021A 2022A 2023A 9M 2024A ASSETS Non-current assets Tangible assets 673,837 688,042 883,008 952,293 Goodwill 10,778 10,778 10,778 15,856 Intangible assets 11,306 11,658 16,971 16,393 Investments in subsidiaries - - - -
Slide 81: Group statement of financial position (2/2)
Historical financials — Group statement of financial position (2/2) (€ thousand) 2021A 2022A 2023A 9M 2024A EQUITY AND LIABILITIES Equity Share capital 64,742 64,742 72,949 72,949 Share premium 316,743 305,952 368,056 368,056 Fair value reserves 3,329 (6,850) (581) (3,350) Other reserves 119,372 119
Slide 82: Group annual cash flow statement
Historical financials — Group annual1 cash flow statement (€ thousand) 2021A 2022A 2023A CASH FLOW FROM OPERATING ACTIVITIES Profit / (loss) before taxes (13,127) 17,488 61,345 Adjustments for: Depreciation & amortization 51,431 51,895 55,962 Provisions 894 395 1,047 Foreign exchange differences 164
Slide 83: Group interim cash flow statement
Historical financials — Group interim1 cash flow statement (€ thousand) 9M 2023A 9M 2024A CASH FLOW FROM OPERATING ACTIVITIES Profit / (loss) before taxes from continuing operations 60,154 25,373 Profit / (loss) before taxes from discontinued operations (41) 20,283 Total profit / (loss) before taxes
Slide 84: Appendix C: ESG
Translations.SectionN Appendix C {"templafy":{"id":"9764112a-cd9e-41c6-9734-85ca150febd0"}} Appendix C ESG ESG
Slide 85: Environment Pillar
Environment Pillar Attica Group’s Environmental Strategy allows for high standards and continuous improvement Environmental Strategy Key Achievements Commitments Actions Key pillars Produce 41,000KWh of electricity from renewable energy sources Climate Change Reduced vessels GHG emissions intens
Slide 86: Social Pillar
Social Pillar Attica Group supports local communities to enhance quality of life and improve the prosperity of society Impact Key Achievements Contribution to local communities through Commitments Actions operations, improving prosperity and quality Connectivity and An important, connectivity and
Slide 87: Governance Pillar (1/2)
Governance Pillar (1/2) Attica Group’s Responsible Management strategy strengthens the stakeholders & peers' perception for sustainable growth Impact Key Achievements 3 Focus areas Commitments Actions Sustainability linked goals form part of overall objectives Management Area Achievement Equal i
Slide 88: Governance Pillar (2/2)
Governance Pillar (2/2) Attica Group operates based on best-in-class corporate governance practices Board of Directors Board Committees Commitments Members Kyriakos Magiras Chairman Adequacy and effectiveness of the Internal 2 independent non-executive members Control System Audit Committee 1
Slide 89: Attica Group structure
Attica Group structure Group Structure as of June 2024 (Active Companies) Attica Holdings S.A 100% 100% Blue star ferries single 100% 100% Superfast one inc Revenue Joint-Ventures Member maritime S.A Blue star ferries 80% Tangier Attica blue Blue hospitality 100% Maritime S.A. & Maritime inc Hospita
Slide 90: Disclaimer
Disclaimer IMPORTANT:Pleaseread the followingbeforecontinuing. The followingappliesto this document and its contents, which have been preparedby Attica HoldingsS.A. (togetherwith its subsidiaries, the “Company”)(the “Information”). The Informationdoes not purportto contain all informationrelatedto t
Slide 91: Thank you
Confidential Thank you