Safe Harbor Statement

Safe Harbor Statement Some of the statements contained in this presentation discuss future expectations or state other forward-looking information. Those statements are subject to risks identified in this press release and in ASUR s filings with the SEC. Actual developments could differ significantly from those contemplated in these forward-looking statements. The forward-looking information is based on various factors and was derived using numerous assumptions. Our forward-looking statements speak only as of the date they are made and, except as may be required by applicable law, we do not have an obligation to update or revise them, whether as a result of new information, future or otherwise. Page 2

Management Team Long Serving Experienced Management Fernando Chico Pardo Chairman of the Board of Directors with company since 2005 Adolfo Castro Rivas Chief Executive and Officer Head of Investor Relations with company since 2000 Claudio Góngora Morales General Counsel Alejandro Pantoja López Chief Infrastructure Officer with company since 1999 with company since 2001 Agustín Arellano Rodríguez Director of International Projects Manuel Gutiérrez Sola Chief Officer with company since 2010 with company since 2000 Carlos Trueba Coll General Director of Cancún Airport Héctor Navarrete Muñoz General Director of Regional Airports with company since 1998 with company since 1999 Page 3

Investment Highlights Key value drivers Long-term concession investments in attractive locations in Mexico, the Caribbean and South America Established regulatory framework Track record of consistent passenger growth Balanced mix of international and domestic traffic Successful, market leading commercial business strategy Strong cash flow profile and solid balance sheet Robust corporate governance and board of directors with experienced management Page 4

Focus on Corporate Social Responsibility Sustainability is a key strategy in our business model Member of Dow Jones and Bolsa Mexicana de Valores sustainability indices Active participant of United Nations Global Compact, in Mexico and internationally Certified by CEMEFI as Socially Responsible Company (10 th year) Airports Environmental Management Systems certified under ISO 14001 Environmental Compliance certification from Mexican Environmental Protection Agency Focus on quality of life for employees and community relations Strict standards of corporate governance and business ethics Page 5

Airport operations in attractive locations in Mexico, the Caribbean and South America Geographical presence Page 6 Source: For Mexico: ASUR Company Filings; For Puerto Rico: Aerostar; For Colombia: Aeronáutica Civil de Colombia

Cancún: Close to major U.S. destinations Illustrative flight times from various destinations Page 7

Private airports / airport groups listed on global stock exchanges ASUR and GAP are the only Latin American Airport Groups listed on NYSE Page 8

Ownership overview FCHP & ADO Page 9 * Shares with voting rights and delegated voting rights, as of June 30, 2017

Established regulatory framework with a track record of rate setting precedents Dual Till System Regulated + Non Regulated Page 10 Note: 2016 per PAX, expressed In nominal pesos as of Dec 2016; passenger traffic excludes transit and general aviation passengers ASUR adjusts specific tariffs / prices once every six months using the Mexican producer price index, excluding petroleum). Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded.

Visibility of capital expenditure requirements through 2018 20,282 million pesos invested 1999-2016 3,500 3,000 2,500 2,000 MDP investment commitments (expressed in December 2016 Million Pesos) 1,500 2016-2017 Construction of Terminal 4 in Cancún 1,000 500 0 Visibility on capital expenditure requirements, as maximum rate negotiated along with Master Development Plan (MDP) is a function of programmed capex Page 11 Key projects completed: 1999: Government capex backlog 2005: 9/11 security standards 2006-2007:Terminal 3 and second runway in CUN 2011: Passenger flow separation in CUN Terminal building expansion: 2011-2013: HUX, MID, OAX and VSA 2014-2016: Terminal 2 & 3 in CUN and VER Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded Key future projects: New Terminal 4 in CUN Required works for Airport Certification (9 airports) 1 Committed investments from May 1999 to Dec 2000 2 164 M Pesos pesos have been paid each year (anticipated) Terminal 3 Cancún Airport Note: Committed investments according to Master Development Plan, expressed in million pesos as of December 2016 based on the Mexican construction price index in accordance with the terms of the Master Development Plan.

ASUR s airports are among the most frequented in Mexico Mexican Airports by PAX (thousand PAX) 1 According to the Communications and Transport Ministry s website Page 12 Source: Company financials, AICM website: Note: Selected airport sample includes ASUR, GAP, OMA and OHL concessions and the Mexico City airport; PAX traffic excludes transit and general aviation PAX

Revenue and passenger breakdown 2016 Revenue per PAX: Ps.269 2016 Ps.7,637M by business Non-aeronautical 41% 38% Regulated 62% by airport Villahermosa 3.2% Merida 5.5% Other 10.6% Cancun 80.7% Aeronautical 59% 2016 PAX 28.4M by type Domestic 46% International 54% by airport Other 13.4% Villahermosa 4.4% Merida 6.8% Cancun 75.4% Page 13 Source: Company filings; Note: Non-aeronautical revenues are derived from leasing of space in airports to airlines, restaurants, retailers and other commercial tenants and access fees collected from third parties providing complementary services (such as catering, handling, and ground transport). revenues are all non-aeronautical and include revenues related to retail (duty free & duty paid), food & beverages, advertising, banking & foreign exchange, car rental, car parking, ground transport, teleservices and others. from Construction Services are not included. PAX traffic excludes transit and general aviation. Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded.

Company 0.0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 10M16 10M17 ASUR traffic evolution 1990 2016 CAGR: 6.4% 30.0 25.0 20.0 15.0 10.0 5.0 Page 14 Source: ASA from 1990-1998. ASUR management thereafter Note: Transit and general aviation excluded Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded. CAGR 90 16 (INT L): 7.1% CAGR 90 16 (DOM): 5.8% CAGR 90 16 (Cancun): 7.9%

ASUR has a balanced mix of domestic and international traffic Passenger traffic by Origin Destination (million PAX) Region 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 % Change 16 vs. 15 % of % CAGR total 2016 1 99-16 Mexico 5.0 5.0 4.9 4.8 5.3 5.6 5.5 5.9 7.4 8.1 7.0 7.2 7.7 8.9 9.7 10.7 12.1 13.3 10.5 46.9 5.9 USA 4.1 4.6 4.5 4.4 4.9 5.9 5.6 5.3 6.0 6.5 5.9 6.2 6.2 6.2 6.8 7.6 8.8 9.4 6.8 33.2 5.0 Europe 0.7 0.9 0.9 0.8 1.0 1.3 1.2 1.3 1.4 1.5 1.0 1.2 1.3 1.5 1.7 1.7 1.7 1.8 4.3 6.2 5.8 Canada 0.3 0.4 0.5 0.6 0.7 0.8 0.8 0.8 1.0 1.3 1.3 1.5 1.7 1.8 1.8 1.9 2.0 2.1 3.9 7.3 12.1 Latin America 0.5 0.5 0.5 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.3 0.5 0.6 0.9 1.1 1.3 1.6 1.8 15.5 6.3 7.6 Asia & Others 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 NA 0.0 NA ASUR 10.6 11.4 11.3 10.9 12.2 13.9 13.4 13.6 16.1 17.8 15.5 16.7 17.5 19.2 21.1 23.2 26.1 28.4 8.7 100 6.0 Page 15 1 Note: % of total refers to 2016 figure Note: Excludes transit and general aviation; Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded.

Historically, traffic has recovered and grown after exogenous events Passenger traffic during last 12- months at each specific date (million PAX) 30.7 M 16.5 M 14.2 M EVENT Sep 01: 9/11 Oct 05: H. Wilma May 09: H1N1 RECOVERY AFTER 13 months 16 months 26 months Type of PAX Historical Max. (%) Oct 17 vs. Hist. Max Domestic Oct 17 0.0% International Oct 17 0.0% TOTAL Oct 17 0.0% Page 16 Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded.

Available airplanes After 8.5 years, Mexico recovered the level of Airplanes Available Page 17 2017 Industry Estimates: 388 available airplanes Source: www.airfleets.net www.aerotransport.org 450 400 350 300 250 200 150 100 50 0 307 Available Airplanes in Mexico 180 332 (155) Jun-08 Sep-10 Dec-16 200 160 120 80 40 0 (40) (80) (120) (160) (200) Available airplanes New airplanes - existing airlines Lost airplanes - suspended airlines Lost vs. New Airplanes a) Existing Airlines jun-08 dic-16 New Airplanes Var. % INTERJET 11 70 59 536% VOLARIS 17 69 52 306% AEROMEXICO 94 133 39 41% VIVAAEROBUS 7 21 14 200% AEROMAR 14 18 4 29% MAGNICHARTERS 5 10 5 100% TAR 0 10 10 100% GLOBAL AIR 4 1 (3) (75)% Subtotal 152 332 180 118% b) Suspended Airlines jun-08 dic-16 Lost Airplanes MEXICANA 78 0 (78) ALMA 15 0 (15) AEROCALIFORNIA 22 0 (22) AVOLAR 8 0 (8) ALADIA 3 0 (3) AVIACSA 26 0 (26) NOVA AIR 3 0 (3) Subtotal 155 0 (155) 25 8%

Successful commercial strategy 2016 commercial revenue per PAX vs. peers (US$/PAX) converted at a 2016 average FX of PS. 18.6567/US$ for Mexican Airports Nominal CAGR 2000 2016: 23.0% (Mexican CPI CAGR 2000-2016: 4.1%) revenues per passenger per quarter evolution (Pesos / Passenger in Mexican pesos as of date reported) Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded. Non Regulated as % of Total (excluding from Construction Services) Page 18 Selected Int ASUR GAP OMA 1 International average includes figures for Fraport, TAV Airports, Copenhagen Airports, Vienna Airport, Aeroports do Paris and Zurich Airport; Note: OMA commercial revenues exclude revenues from Cargo; GAP commercial exclude revenues from Montego Bay operations; Amounts converted to US$ at a 2016 average FX of Ps.18.6567/US$ (banxico.org.mx), where applicable; Note: revenue per passenger recorded in 3Q 05 reflects a one time payment from Dufry Mexico of Ps.39.5mm; revenue recorded in 4Q 06 reflects a one time payment of Ps.19.1mm from Aldeasa for a new concession contract at Terminal 3 in Cancun International. Passenger traffic excludes transit and general aviation; revenue per passenger CAGR based on full year 2000 and full year 2015 figures

Track record of consistent revenue growth and profitability 1999 2016 Total CAGR 1999 2016: 13.4% Not including from Construction Services EBITDA & EBITDA Margin (Ps. Mm) CAGR 06 16: 15.3% Page 19 Figures for 2010, 2011, 2012, 2013, 2014, 2015 & 2016 reflect adoption of MIFRS-17 Note: From 1999 to 2007 figures in nominal Mexican pesos adjusted for inflation as of Dec. 31 st of each year EBITDA means net income before: provision for taxes, deferred taxes, profit sharing, non-ordinary items, participation in the results of associates, comprehensive financing cost and D&A. EBITDA should not be considered as an alternative to net income, as an indicator of our operating performance or as an alternative to cash flow as an indicator of liquidity. Our management believes that EBITDA provides a useful measure that is widely used by investors and analysts to evaluate our performance and compare it with other companies. EBITDA is not defined under U.S. GAAP or IFRS and may be calculated differently by different companies. 2010-2016 EBITDA margin calculated w/o Rev. from Constr. Serv. for comparability with previous periods. Growth rates: 99 16 CAGR (%) Passenger traffic 6.0% Total revenues 13.4% EBITDA 15.4% Net income 20.7% Mexican CPI 4.4% Source for Mexican CPI: IMF; Note: CAGRs calculated in Mexican peso terms; from Construction Services not included; passenger figures exclude passengers in transit or general aviation. Otherwise stated, figures from operations in PR and Colombia are excluded.

ASUR has positively differentiated itself ACI has named Cancun as the best airport in Latin America for 4 consecutive years Revenue per PAX in 2016 ASUR GAP OMA CAGR in PAX Traffic 2006 2016 (%) CAGR in 2006 2016 (%) ASUR GAP OMA CAGR in EBITDA 2006 2016 (%) ASUR GAP OMA Page 20 NOTES: 1. from Construction services are excluded for ASUR, GAP & OMA. 2. ASUR figures exclude revenues & participation of 2016 EBITDA from San Juan Airport Operations (Puerto Rico). 3. GAP figures exclude 2016 revenues of $1,622.0 million pesos (equivalent to $50.39 pesos/pax) & exclude 2016 EBITDA of $847.2 million pesos from Montego Bay Airport Operations. 4. OMA figures exclude 2016 revenues of $317.2 million pesos (equivalent to $16.91 pesos/pax) & exclude 2016 EBITDA of $120.4 million pesos from NH Hotel (Mexico City Airport), Hilton Garden Inn Hotel (Monterrey Airport) & Aero Industrial Park. 5. Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded.

have grown at a faster rate than total costs and PAX traffic Revenue and cost per PAX comparison (Ps./PAX); Numbers from PR are excluded NOTE: Total Revenue per passenger does not include revenues from construction services. Controllable expenses per passenger exclude: D&A, Concession Fee, Technical Assistance and Cost of Sales from Direct Operation. 3Q 10: Does not reflect the Ps.128.0 million increase in the reserve for doubtful accounts resulting from the bankruptcy announced by Grupo Mexicana de Aviación 2016 operating cost breakdown (%) Growth rates: 06 16 CAGR (%) Page 21 Passenger traffic 7.5% Cost of services 7.6% 13.1% Administrative services 7.7% EBITDA 15.3% Total costs 6.7% Net Income 21.3% Mexican inflation (CPI) 3.9% Mexican GDP growth 2.1% Growth rates in Mexican peso terms; Mexican inflation growth rate calculated as the % change in CPI indexed to 2006; total costs include concession fee, technical assistance, administrative services, costs of services and D&A; PAX traffic excludes Transit and G.A. PAX. Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded.

Dividends evolution 1999-2016 EBITDA CAPEX (Ps. million) Net Income, retained earnings and dividends evolution (Ps. thousands) 1 Page 22 1 Note: Figures in nominal Mexican pesos for the respective year; for illustrative purposes, dividend in each year in the chart above relates to the dividend paid in nominal pesos in the year thereafter, i.e. dividend shown in year (x) in the chart above is actually the dividend paid in year (x+1) according to ASUR financial statements; Note: Retained Earnings for the years 2010, 2011 2012, 2013, 2014, 2015 & 2016 reflect the adoption of IFRS 2 Note: 4.00 pesos per share paid in May 2013; 4.40 pesos per share paid in December 2013. 3 Note: 6.16 pesos per share approved by the Annual General Shareholders Meeting on April 26 th, 2017 and to be paid on June 15 th, 2017. Otherwise stated, figures from operations in Puerto Rico and Colombia are excluded. 2 3 3

Robust corporate governance and board of directors High Corporate Governance Standards Board of Directors Audit Committee Operations Committee Nom & Comp Committee Acq. & Contracts Committee Fernando Chico Pardo Founder and President of Promecap X X X X José Antonio Pérez Antón CEO of Grupo ADO X X X Roberto Servitje Sendra 1 Former Chairman of Grupo Bimbo X X Ricardo Guajardo Touche 1 Former president of BBVA Bancomer X X X Francisco Garza Zambrano 1 Former President of CEMEX North America X X Guillermo Ortiz Martinez 1 Former Governor of Mexico Central Bank for 12 yrs. X X Rasmus Christiansen 1 Former CEO of Copenhagen Airports International X X X Luis Chico Pardo Former economist at the Bank of Mexico Aurelio Pérez Alonso Deputy Chief Executive Officer of Grupo ADO X X X 1 Five out of nine board members are independent Sarbanes-Oxley compliant Four committees led by board members Audit committee comprised of 3 independent members of the board of directors Page 23

What s Next? Short & Long Term Objectives Further develop our commercial business Improve our passenger volumes World Class service ASQ Program Improve capital structure Monitor new business opportunities Page 24

ASUR: International Presence in Puerto Rico Page 25 SJU Aerostar: Limited liability company Ownership: ASUR, 60% PSP Investments, 40% Luis Munoz Marin International Airport (SJU), in San Juan Puerto Rico (9.0M PAX during 2016) is the largest and busiest airport in the Caribbean. Feb 27 th, 2013 initiated with the operation of the airport: Term of 40 years Upfront payment of $615M USD Airlines serving LMM will collectively make aggregate payments of $62M USD/yr for the first five years; years 6-40 the payment will be increased annually by the U.S. CPI Revenue-sharing payments to PRPA: fixed at $2.5M USD first five years; 5% of gross airport revenues (years 6-30); 10% of gross airport revenues (years 31-40) Minimal Capital Improvement projects: $34M USD Consolidation: Equity method up to may 2017 May 26 th, 2017: ASUR increases its participation to 60%. Jun 1 st, 2017: ASUR begins consolidating its operations in Aerostar line by line.

ASUR: International Presence in Puerto Rico SJU Passenger Traffic SJU accounts for over 93% of Puerto Rican passenger traffic Approximately 83% of enplanements are origin and destination ( O&D ) SJU is served by a strong and diverse group of 35 airlines Aerostar works closely with the airlines and the Puerto Rico Tourism Company in the development of new routes and expansion of services to existing destinations SJU: Summary of Passenger Traffic The decline in passenger traffic at San Juan Airport reflects the impact of Hurricane Maria, which hit the island on September 21, 2017. Operations at this airport were still operating on a limited basis during October 2017. While the number of flights in October 2017 returned to the 70 average daily flights reported in 2016, they still register a lower load factor in arrivals. Page 26

Aerostar 2016 & 2017 Aerostar Total for 3Q 07: $623,384 (thousands of Mexican pesos) SJU: Main Data LMM Thousands of Mexican pesos at an average exchange rate of 17.8166 MXP / USD In May 2017, ASUR increased its share ownership in Aerostar to 60% from its prior 50% ownership. Figures presented in the table above compare the stand-alone results of Aeorstar for the three-month period ended Sep. 30, 2017 (in which Aerostar was consolidated with ASUR line by line) against the three-month period ended Sep. 30, 2016 (in which Aerostar was not consolidated with ASUR and instead was accounted for by the equity method). ASUR is not presenting results for the nine-month periods ended Sep. 30, 2017 and 2016 as ASUR did not consolidate Aerostar during the totality of this period. Page 27

ASUR: International Presence in Puerto Rico SJU Consistent growth in commercial revenues from an increased number of concessions, optimized passenger flow and improved product offerings. Around $170M USD invested in modernizing terminal offerings through new concession concepts, self-operating Convenience Stores, and updated parking and car rental facilities SJU: Page 28 TOTAL: Thousands of Mexican pesos at an average exchange rate of 17.8166 MXP / USD; PER PASSENGER: Mexican pesos at an average exchange rate of 17.8166 MXP / USD DCO = Direct Operation. Represents ASUR's direct operation in its convenience stores in Puerto Rico exclude Other aeronautical revenues (fuel farm / flowage - base and excess rent) In May 2017, ASUR increased its share ownership in Aerostar to 60% from its prior 50% ownership. Figures presented in the table above compare the stand-alone results of Aeorstar for the three-month period ended Sep. 30, 2017 (in which Aerostar was consolidated with ASUR line by line) against the three-month period ended Sep. 30, 2016 (in which Aerostar was not consolidated with ASUR and instead was accounted for by the equity method). ASUR is not presenting results for the nine-month periods ended Sep. 30, 2017 and 2016 as ASUR did not consolidate Aerostar during the totality of this period.

ASUR: International Presence in Colombia Oct 19, 2017: ASUR concludes the acquisition of a controlling stake of approximately 92.42% in Airplan Airplan is the second-largest airport concession holder in Colombia, with 10.4 million passengers in 2016. This acquisition is an important strategic addition that allows ASUR to enter the South American market by offering airport services through six airports in Colombia. Passenger traffic figures: ASUR, 92.42% October 2017 Passenger traffic was impacted by a strike of local pilots at a major international carrier. Page 29