First Quarter 204 Grupo Aeroportuario del Centro Norte S.A.B. de C.V.
Investment Highlights Mexican airport portfolio positioned to take full advantage of global growth. 2 Diversified business model contributing to earnings resilience. 3 Well-defined strategy to capitalize favorable industry dynamic in traffic increases and profitability. 4 Successful implementation of commercial and diversification strategy. 5 Track record of operating and financial performance and solid capital structure. 6 Well-defined capital investment program to meet expected traffic growth. 7 Focus on total return with strong growth and dividend yield. 8 World-class, strong and experienced strategic shareholder. 9 Experienced management team with proven track record. 0 Transparent regulatory regime with clear parameters. 2
Company Overview
Broad Portfolio of Mexican airports Airport Distribution: Metropolitan 7 Regional 3 Tourist 2 Border City Hotel NH T2 Portfolio of 3 airports across 9 Mexican states. 50-year Federal concessions with 34 years of remaining life. 20-year lease to operate the NH Hotel T2 in the Mexico City airport that expires in 2029. Passenger Distribution (Q4 +6.8%) Domestic International Presence in important industrial states. In 204 Nuevo León received 70 new foreign companies. Chihuahua and Nuevo León are 2 nd and 3 rd place respectively in FDI inflows to México. 7% 46% 7% 8% Chihuahua doubled FDI between 202 and 203. 83% 29% Presence in key domestic tourist destinations. Tourist Border City Source: INEGI, Secretaria de Economía. As of December 202. FDI (Foreign Direct Investment). Regional Metropolitan 4
A History of Successful Milestones Positive trend in passenger traffic. Sustained growth in revenues. Track record of operating efficiency and profitability. Business model resilient due to increasing Non-Aeronautical revenues. Consistent Growth and Operating Performance Revenue figures in MXN million 8.6 8.9,37,204 4% 6% 9.7,334 9% 0.6,480 9% 86% 84% 8% 8%.8,687 9% 8% 4.2 4..5.6.8 2,459 2,44,897,988,896 24% 8% 9% 9% 23% 82% 8% 8% 77% 76% 3.3 3.5 2.6 3,065 3,30 2,820 26% 26% 24% 76% 74% 74% 2002 2003 2004 2005 2006 2007 2008 2009 200 20 202 203 LTM Aeronautical Revenues Non Aeronautical Revenues Passenger Traffic (million) 3 Adjusted EBITDA Margin 2 39% 42% 47% 50% 54% 56% 53% 5% 44% 5% 54% 55% 54% Note: From 200 to 203 figures expressed under IFRS; 200-2009 figures expressed under MFRS. Represent the sum of aeronautical and non-aeronautical revenues (exclude construction). 2 Adjusted EBITDA Margin = Adjusted EBITDA / (Aeronautical + Non-Aeronautical Revenues). Adjusted EBITDA = Operating income + Depreciation and Amortization + Maintenance Provision. 3 As of March 203. 5
World Class and Experienced Shareholders AEROINVEST, 24.70% SETA 6.70% SETA-AEROINVEST, 2.40% PUBLIC FLOAT, 58.60% 2 SETA-ADP, 4.30% Mexico s leading construction and infrastructure operations company, with important operations in Latin America and Europe. Company that specializes in airport management around the world, as well as participation in specialized management. SETA: Servicios de Tecnología Aeroportuaria S.A. de C.V. 2 include 2,88,977 repurchased shares as of March 3, 204. 6
Strong Strategic Partner AEROINVEST, 24.70% 6.70% SETA SETA-AEROINVEST, 2.40% 2 PUBLIC FLOAT, 58.30% SETA-ADP, 4.30% Aeroinvest, Mexico s leading construction and infrastructure operations company, with important operations in Latin America and Europe. SETA: Servicios de Tecnología Aeroportuaria S.A. de C.V. 2 includes 2,88,977 repurchased shares as of March 3, 204. Company that specializes in airport management around the world, as well as participation in specialized management. Industry Outlook 7
Positive Trends in Aeronautical Industry Projected GDP GAGR 202-2030 Projected Domestic Passenger Traffic CAGR 203-2032 3.6% 3.2% 3.5% 5.0% 5.0% 5.7% 5.7% 2.6% 3.2%.9% 2.% 2.3% Mexico Brazil Argentina Colombia Mexico Brazil Argentina Colombia Source: Economist Intelligence Unit. GDP Forecast. CAGR: Compound annual growth rate. Mexico United States Eastern Europe Canada Middle East Source: Airbus (Global Market Forecast 203-2032). South Africa Asia Central America Growth Passenger Traffic by Region GDP Recovery vs. Aeronautical Industry Recovery.0% 9.0% 7.0% 5.0% 3.0%.0% -.0% 2006 2007 2008 2009 200 20 202-3.0% -5.0% -7.0% Europe LatAm North America Asia/Pacific Source: World Bank. Last information available of 202. 0.0% 8.0% 6.0% 4.0% 2.0% 0.0% -2.0% 2006 2007 2008 2009 200 20 202-4.0% Global Passenger Traffic Growth(ASK) World's Real GDP Growth Source: IATA, World Bank. Last information available of 202. 8
Positive Outlook in Mexico Travelers in Mexico by Type of Transportation Air Passenger Transport per Capita 23.9% 2. 2.3 Economy bus Airplane Executive bus Train Sea Transportation Luxury bus.5% 0.4%.6%.9% Source: Ministry of Communication and Transportation 202 Report. Number of airplanes Mexican Commercial Fleet 70.7% 0.7 0.5 0.3 0.2 Mexico Argentina Brazil Chile Canada United States Source: World Bank, Last information available of 202. Airlines Fleet and Expansion Plans 324 345-6 airplanes 229 247 270 Airplanes 5 22 49 46 3 9 Orders/ additional 22 52 52 52 4 0 Average Age 9.0 2.6 6.2 4.0 5.0 5.3 2006 2007 20 202 203 Source: DGAC. Last information available as of December 203. Source: DGAC, Airlines. 9
Operational, Security, and Efficiency Leadership Increase Aeronautical Revenues Develop Air Traffic and Connectivity Increase Non- Aeronautical Revenues New Concession Opportunities OMA Strategy Diversification Sustainable Company Improve Passenger Experience
Air Traffic Development Strategy
Well-Defined Strategy to Drive Increase in Traffic and Profitability Incentive Strategy to Increase Aggregate Traffic 2 Increase and Capture Growing LCC Passenger Traffic Million of Passengers Increase New Routes Limited-Time Discounts Complementary Marketing Focus + Increase New Frequencies 0.4 9.4 6. 5.8 5.3 6.5 6.5 5.4 5.8 6.5 6. 6.7 3.8 4.6 2007 2008 2009 200 20 202 203 Low Cost Carriers Legacy Carriers Low cost carriers (LCC) include VivaAerobús, Interjet and Volaris Increase Domestic and International Routes 3 4 Las Vegas Tijuana Chicago Cd. Juárez Dallas Develop Monterrey as Regional HUB Tijuana Las Vegas Chicago Cd. Juárez Detroit Atlanta Dallas La Paz Culiacán Hermosillo 9 new routes opened in Q4 ( Volaris 8 TAR). Chihuahua Durango Mazatlán Zacatecas Guadalajara Torreón Zihuatanejo Acapulco McAllen Reynosa Monterrey Tampico San Luis Potosí Querétaro México Toluca Mérida Cancún Hermosillo 0 new routes opened in Q4. Increased connectivity. Chihuahua Culiacán La Paz Durango Los Cabos Mazatlán Monterrey AGS San Antonio Tampico Bajío Veracruz Puerto Vallarta Guadalajara Querétaro Toluca Houston Brownsville Mérida Orlando La Habana Cancún México Villahermosa Oaxaca Costa Rica Acapulco Tuxtla Gutiérrez Panamá 2
Commercial Strategy
Improve Passenger Experience Commercial Key Points Maximize commercial areas. Improve commercial offerings. Increase presence of international franchises and renowned local brands. New services and sales channels. Introduce Premium strategy focus and loyalty programs. Marketing strategy: campaigns and special offers. Innovative and alternative advertising. Control and improve operation with commercial partners. 4
Diversification Strategy
Diversification Strategy Moving Forward Hotels Intermodal Centers Industrial and Logistic Parks Expansion plan through new businesses in our land reserve. Offices Service Stations Commercial and Retail Centers 6
Monterrey Airport Hotel Terminal A Partnership: Grupo Hotelero Santa Fe with5% stake and OMA 85%. Completition and opening Q5. Hotel Terminal B 34 rooms. Restaurant-bar services. Gym. Business center. Expected Hotel investment Ps. 60 million. 7
Industrial Park at Monterrey Airport Joint venture: OMA 5%-VYNMSA 49%. 32 hectares. Urbanization works and first warehouse (5,000 m2) expected to be finished on late 204. Expected investment Ps.600 million. Commercial area (future) Industrial Park 8
Operational and Sustainability Leadership
Sustainable Management Model OMA is part of the Mexican Stock Exchange Sustainability Index since 202. OMA Sustainability Report issued according to Global Reporting Initiative Guidelines. Quality Assurance Corporate Social Responsibility Occupational Health and Safety Environmental Care ISO 900 Certified since 2006. Customer satisfaction: OMA Mazatlán Airport awarded as Best Regional Airport in Latin American and Caribbean in years 20 and 203. Total Customer Satisfaction Index = 79% (Passengers + Airlines). Increasing communication with customers: 80% more feedbacks received against previous year. OMA ranked # out of 24 Social Responsible Companies recognized by CEMEFI. OMA is #53 of the Top 00 Best Place to Work Companies in México. Ciudad Juárez and Reynosa Airports certified as Family Responsible Company by the Mexican Ministry of Labor. OHSAS 800 Certified since 20. Drugs Free Workplace Certified since 2009. 7 Airports certified as Safe Workplace by Mexican Ministry of Labor. ISO 400 Certified since 20. Environmental Quality Certified by Federal Environmental Protection Agency since 2003. OMA recognized by The United Nations Development Program and The Global Environment Fund for its participation in the PCB s Responsible Disposal Program. Mazatlán Airport won National Award for Electrical Energy Savings. Solar park at Zacatecas Airport. Source: Company filings, GRI Report. Conservation and Reforestation of Mangrove in Zihuatanejo Airport. 20
Results Track Record & & Track Results Record
Diversified Business Model Contributing to Earnings Resilience Aeronautical and Non-Aeronautical Revenue Mix Q4 Aeronautical Revenue/pax: Ps.72.5 +. vs. Q3. 73% 27% Non Aeronautical Revenue/pax:Ps. 64.0 +5.5% vs. Q3. Million Pesos Aeronautical Revenues +7.9% 558 Non-Aeronautical Revenues Million Pesos Comercial Activities Diversification Activities Complementary Activities +2.7% 34 30 50 60 57 97 03 Q 3 Q 4 Revenue Composition Q 3 Q 4 Revenue Composition Commercial Diversification Complementary +7% QoQ 2 +20% QoQ 2 +6% QoQ 2 TUA (Tarifa de Uso de Aeropuerto) is the charge to departure passengers from our airports. It is collected by airlines and then paid to us. 2 Quarter over quarter. Domestic TUA International TUA 23% Other Airport Services 9% Time Shares & Hotel 4% Car Rentals % Restaurants 2% Retail 6% Other 8% Parking 32% Advertising 7% OMA Carga 8% Real Estate 3% Hotel 79% Acces rights 6% Leasing of Space 46% Baggage Screening 48% 22
Commercial Strategy Results 6.8% increase in commercial revenues: 96.2% occupation rate in commercial areas. +3.8% increase in parking revenues. +20.5% increase in restaurant revenues. +0.% increase in advertising revenues. +3.9% increase in car rentals revenues. +8.8% increase in retail revenues.
Occupancy Rate NH Hotel Strong Results Now operates its own parking area. Well positioned in market. 3 new events salons. Ps. million Q4 %Change QoQ Total Revenues 48 8.3 Operating Result 5 35.3 EBITDA 20 22.9 EBITDA Margin 4.7% 56 bp Mexico City Airport Hotel Market RevPAR 2 :,423 +5.7% vs Q3 Occupancy Rate 75% 640 bp Average Daily Room Rate (pesos),898 25.6 Quarter over quarter. 2 Rev PAR: Revenue per available room. Average Rate 24
Operating Cost and Expenses Ps. million Total Operating Costs and Expenses Q4 % Change QoQ Cost of Services 80 5.5 General and Administrative Expenses 23 7.9 Major Maintenance Provision 42 2.5 Construction Cost 74 (4.5) Concession Taxes 39 7.2 Technical Assistance Fee 8 4.3 Depreciation & Amortization 52 5.2 Other Expenses (Revenues), Net Total Operating Cost and Expense 529 9.0 Cost control initiatives: Increase efficiency in conjunction with suppliers. Strengthen audit and cost control system. Develop a savings culture program. Develop projects to save power consumption (Solar Park in Zacatecas airport and change to LED light in several airports). Major increase in: Minor maintenance (+88.8%). Payroll (+0.3%). Quarter over quarter. 25
Q4 Highlights Million pax/pesos Q4 % Change QoQ Passenger Traffic 3.2 6.8 Aeronautical Revenues 558 7.9 Non Aeronautical Revenues Total Aeronautical + Non Aeronautical Revenues 207 2.7 765 9.2 Construction Revenues 74 (4.5) Income from Operations 30 2.7 2 Adjusted EBITDA 404 3.0 Adjusted EBITDA Margin 52.8% (39) bp Consolidated Net Income 258 4. Strategy execution across all business lines: +7.9% Aeronautical Revenues: 9 new routes. 6.8% increase in passenger traffic. +2.7% Non Aeronautical Revenues Ps.64.0 revenues/pax: 24 quarters with NAR/PAX growth. Commercial: 96.2% occupancy rate. +3.8% parking revenues. +20.5% restaurants revenues. Diversification: +8.3% NH Hotel revenues. +2.6% OMA Carga revenues. Complementary: +29.4% checked baggage screening. MDP and Strategic Investments 39 Quarter over quarter. 2 OMA calculates Adjusted EBITDA, which further adjusts EBITDA for the maintenance provision, construction revenue, and construction expense. The Adjusted EBITDA margin is calculated against the sum of aeronautical and non-aeronautical revenues. 26
3,500 3,000 2,500 2,000,500,000 500 0 OMA s Strategy has resulted in Strong Traffic, Revenues and Adjusted EBITDA Growth 0 0 0 0 0 0 0 0 0 Passenger Traffic and Revenue Growth Pesos and million of terminal passengers 224 23 232 209 85 65 43 4 33 2006 2007 2008 2009 200 20 202 203 LTM Total Passenger Revenue/Passenger Sum of aeronautical and non-aeronautical revenues divided by terminal passenger traffic. Focus On Cost Control 2 250 230 20 90 70 50 30 0 90 70 50 CAGR 09-3 8.8% 900 Passenger Traffic and Non Aeronautical Revenue Growth Million of terminal passengers and Million of Pesos 200 000 800 CAGR 600 09-3 3.6% 36 348 37 369 400 200 0 2 4 4 2 2 2 3 492 589 689 2006 2007 2008 2009 200 20 202 203 LTM NAR Total Passenger Non Aeronautical Revenues (NAR) has increased faster than passenger traffic as a result of commercial initiatives and diversification projects. Adjusted EBITDA Margin 3 3 797 820 2 6 4 2 0 8 6 4 2 0 CAGR 09-3 3.6% CAGR 09-3 2.2% Y-o-Y growth Financial Downturn 5% 4% 2% 3% 5% -5% 0% % 3% 2% 0% 9% 5% 9% 9% 2% 9% 3% 2,900 2,400,900,400 700 500 300 00 900 700 53% 56% 53% 5% 44% 5% 54% 55% 54% CAGR 09-3 3.6% 2006 2007 2008 2009 200 20 202 203 LTM Aeronautical+Non Aeronautical Revenues Operating Cost 2 As of March 204. 3 Operating costs excludes construction costs, maintenance provision, and other (expenses) income. 2 3 900 500 2006 2007 2008 2009 200 20 202 203 LTM Note: 2006-2009 figures expressed under MFRS. 200 and forward figures under IFRS. 2 27
Focus on Generate Value ROA / ROE ROA ROE Pesos EPS 20.0% 8.0% 6.0% 8.8% 3.0 4.0% 2.0% 0.0% 8.0% 6.0% 4.0% 2.0% 7.2% 5.5% 6.% 4.6% 7.6%.2% 6.6% 0.% 8.2% 2.8% 0.9%.37.9.65.54 2.05 0.0% 2008 2009 200 20 202 203 Historical Dividend / Capital Reimbursement 2008 2009 200 20 202 203 Dividend Yield and Payout Ratio,400,200,000 800 Million Pesos,200,200,600,400,200,000 800 5.2% 4.5% Título del gráfico 4.2% 5.7% 8.6% 6.9% 47% 00% 9.0% 8.0% 7.0% 6.0% 5.0% 600 4.0% 600 400 200 400 400 400 500 400 200 74% 85% 6% 8% 3.0% 2.0%.0% 0 2008 2009 200 20 202 203 Note: 202, 20 and 200 figures expressed under IFRS; 200-2009 figures expressed under MFRS. 0 2008 2009 200 20 202 203 Payout Ratio Dividend Yield Dividend per share divided by year end closing share price. Include capital reimbursements. Denotes declared dividends for the results in the stated period different from the cash flow in the period. 28 0.0%
Solid Balance Sheet and Capital Structure Total Debt Profile as of March 204 Debt Maturity Profile 7%,600,400,200 Million Pesos,300,500,000 800 600 93% 400 200-00 34 34 34 26 79 year 2 year 3 years 4 years 5 years + Pesos USD USD Debt OMACP OMA OMA3 Million Pesos Net Debt as of March 204 3,06,533 3. 2.6 2. Million Pesos Net Debt /Adjusted EBITDA Industry average 3.x,573,573 Total Debt Cash Net Debt.6. 0.6 0. -0.4 0.9 0.9 0.8 0.8-0. 0.4 0.6 2008 2009 200 20 202 203 LTM As of March 204. 29
High Visibility for Capital Investments 20-205 MDP,2 Additional Recognition of Land Acquired Million Pesos Programmed MDP Investments = Ps. 2,745.2 Oriented to improve quality of services. MDP include major maintenance that is neither capitalized. nor amortized. It is recorded as major maintenance. provision in the income statement. Some MDP investments may be deferred for efficiency purposes. Federal Government agreed to recognize land reserve for Ps. 492.2 million acquired for Culiacan and Monterrey airports as improvement in concession assets. Diversification Projects under study CUU and CJS OMA Carga restarting. TAM shopping center. SLP & REX bonded warehouses. Million Pesos CUU Industrial Park. 32 43 CUL Hotel 82 5 454 469 595 540 Diversification Investments 204 3 95 In 204 OMA expects to invest in Diversification projects between Ps.250 and Ps. 450 million. 20 202 203 204 205 MDP Investment in Land Recognized Pesos of December 3, 2009. 2 MDP: Master Development Plan. 30
Subsequent Events Capital Reimbursement Approved Additional Line of Credit The Annual Shareholders Meeting approved on April 0, 204 a capital reimbursement to shareholders of Ps,200 million (Ps. 3.00 per share) to be paid in four installments. US$ additional Debt of US$ 3. million, guaranteed by ExIM Bank. Quarterly amortization, maturity 209. Floating rate Libor 3M + 265 bp. Ps. 400 million (Ps..00 per share) no later than May 30, 204. Ps. 300 million (Ps. 0.75 per share) no later than July 3,204. Ps. 300 million (Ps. 0.75 per share) no later than September 30,204. Ps. 200 million (Ps. 0.50 per share) no later than November 30, 204. 3
Outlook
Outlook Real Q4 Expected 204 Traffic growth 6.8% 4%-6% Aeronautical revenue + Non-Aeronautical revenue growth 9.2% 8%-0% Adjusted EBITDA Margin 52.8% 5%-53% MDP CAPEX(million pesos) 23 600-750 Strategic CAPEX (million pesos) 6 250-450 OMA is providing this outlook based on internal estimates. A number of factors could have a significant effect on the estimates of passenger traffic, revenue growth, Adjusted EBITDA, and Capex. These include changes in airline expansion plans, ticket prices and other factors affecting traffic volumes, the evolution of commercial and diversification projects, and economic conditions, among others. OMA can provide no assurance that the Company will achieve these results. 33
Our Airports
San Luis Potosí
Acapulco
Mazatlán