Safe Harbor Statement - ASUR€¦ · 1,000 1,500 2,000 2,500 3,000 Visibility of capital expenditure requirements through 2018 1 Committed investments from May 1999 to Dec 2000 2

Safe Harbor StatementFi

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Page 2

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.

Management TeamFi

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Management

Fernando Chico PardoChairman of the Board of Directors

with company since 2005

Adolfo Castro RivasChief Executive and Financial OfficerHead of Investor Relations

with company since 2000

Claudio Góngora MoralesGeneral Counsel

with company since 1999

Alejandro Pantoja LópezChief Infrastructure Officer

with company since 2001

Agustín Arellano RodríguezDirector of International Projects

with company since 2010

Manuel Gutiérrez SolaChief Commercial Officer

with company since 2000

Carlos Trueba CollGeneral Director of Cancún Airport

with company since 1998

Héctor Navarrete MuñozGeneral Director of Regional Airports

with company since 1999

Page 3

Investment Highlights

• Long-term concession investments in attractive locations in Mexico

• 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

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Page 4

Key valuedrivers

Focus on Corporate Social Responsibility

• Member of Dow Jones and Bolsa Mexicana de Valoressustainability indices

• Active participant of United Nations Global Compact, in Mexico and internationally

• Certified by CEMEFI as Socially Responsible Company (6th 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

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Page 5

Sustainability is a

key strategy in our business

model

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Airport operations in attractive locations in Mexico and the Caribbean

Geographical presence

Page 6

Cancún: Close to major U.S. destinations

Illustrative flight times

from various destinations

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Page 7

Private airports / airport groups listed on global stock exchangesFi

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ASUR and GAP are the only Latin American Airport Groups listed on NYSE

Page 8

Ownership overviewFi

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Page 9* Shares with voting rights and delegated voting rights, as of June 30, 2016

Established regulatory framework with a track record of rate setting precedents

Note: 2015 Revenues per PAX, expressed In nominal pesos as of Dec 2015; passenger traffic excludes transit and general aviation passengers

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System

Regulated + Non Regulated

Revenues

Page 10ASUR adjusts specific tariffs / prices once every six months using the Mexican producer price index, excluding petroleum).

0

500

1,000

1,500

2,000

2,500

3,000

Visibility of capital expenditure requirements through 2018

1 Committed investments from May 1999 to Dec 20002 151 million pesos have been paid each year (anticipated) – Terminal 3 Cancún AirportNote: Committed investments according to Master Development Plan, expressed in million pesos as of December 2015 based on the

Mexican construction price index in accordance with the terms of the Master Development Plan.

• 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

2011-2013: Terminal building expansion:

HUX, MID, OAX and VSA

• Key future projects:

New Terminal 4 in CUN

Terminal 2 & 3 expansion in CUN

Terminal building expansion VER

Required works for Airport Certification

(9 airports)

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million pesos invested

1999-2015

2016 -2017 Construction of Terminal 4

in Cancún • Visibility on capital expenditure requirements, as maximum rate negotiated along

with Master Development Plan (MDP) is a function of programmed capex

MDP investment commitments (expressed in December 2015 Million Pesos)

Page 11

ASUR’s airports are among the most frequented in MexicoFi

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Mexican Airports by PAX(thousand PAX)

1 According to the Communications and Transport Ministry’s website

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 PAXPage 12

Revenue and passenger breakdown

by business by airport

Ps.6,414M

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). Commercial 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. Revenues from Construction Services are not included. PAX traffic excludes transit and general aviation.

by airportby type

Cancun

75.0%

Merida

6.3%

Villahermosa

4.9%

Other 13.8%

Aeronautical 61%

Non-aeronautical 39%

Cancun

80.0%

Merida

5.4%

Villahermosa

3.6%Other 11.1%

International

55%

Domestic

45%

Regulated

64%Commercial

36%

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2015 Revenues

26.1M2015 PAX

2015 Revenue per PAX:Ps.245

Page 13

0.0

5.0

10 .0

15 .0

20 .0

25 .0

19

90

19

91

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

20

13

20

14

20

15

6M1

5

6M1

6

ASUR traffic evolution

CAGR ’90–’15 (INT’L): 7.1%CAGR ’90–’15 (DOM): 5.6%Source: ASA from 1990-1998. ASUR management thereafter

Note: Transit and general aviation excludedCAGR ’90–’15 (Cancun): 7.8%

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CAGR: 6.4%

Page 14

ASUR has a balanced mix of domestic and international traffic

1 Note: % of total refers to 2015 figureNote: Excludes transit and general aviation;

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Passenger traffic by Origin – Destination(million PAX)

Page 15

Region 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15%

Change 15 vs. 14

% of total

2015 1

% CAGR 99-15

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 13.1 46.1 5.6

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 15.6 33.8 4.9

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 (0.8) 6.5 5.9

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 5.9 7.6 12.7

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 23.8 6.0 7.1

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 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 12.9 100 5.8

Historically, traffic has recovered and grown after exogenous events

EVENT RECOVERY AFTER

Sep ‘01: 9/11 13 months

Oct ‘05: H. Wilma 16 months

May ‘09: H1N1 26 months

Type of PAX Historical Max. (%) Jun 16 vs. Hist. Max

Domestic Jun’16 0.0%

International Jun’16 0.0%

TOTAL Jun’16 0.0%

12.2 M

14.9 M

27.1 M

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traffic during last 12-

months at each specific date (million

PAX)

Page 16

jun-08 dic-15New

AirplanesVar. %

INTERJET 11 60 49 445%

VOLARIS 17 56 39 229%

AEROMEXICO 94 125 31 33%

VIVAAEROBUS 7 21 14 200%

AEROMAR 14 16 2 14%

MAGNICHARTERS 5 12 7 140%

TAR 0 7 7 100%

GLOBAL AIR 4 1 (3) (75)%

Subtotal 152 298 146 96%

jun-08 dic-15Lost

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)

a) Existing Airlines

b) Suspended Airlines

-180

-150

-120

-90

-60

-30

0

30

60

90

120

150

0

50

100

150

200

250

300

350

400

Lost vs. N

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irplan

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s

Available airlpanes

Lost airplanes - suspended airlines

New airplanes - existing airlines

(155)

146

307 298

Jun-08 Sep-10 Dec-15

After 6.5 years, Mexico hasn’t recovered the level of Airplanes AvailableFi

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335 available airplanes

Available Airplanes in Mexico

Source:www.airfleets.netwww.aerotransport.org

Page 17

Selected Int ASUR GAP OMA

Successful commercial strategy

2015 commercial revenue per PAX vs. peers (US$/PAX) – converted at an average FX of PS. 17.2487/US$ for Mexican Airports

1 International average includes figures for Fraport, TAV Airports, Copenhagen Airports, Vienna Airport, Aeroports do Paris and Zurich Airport; Note: OMA commercial revenues include parking, advertising, leasing, retail stores, car rental, food & beverage, communications, financial services, ground transportation and time-sharing (Revenues from Cargo are excluded); GAP commercial revenues include parking, leasing, retail stores, food & beverage, car rentals, time-share, duty free, advertising, communications, financial services and ground transportation; Fraport commercial revenues include real estate, retail, parking, energy supply, advertising and rents; TAV Airports commercial revenues include catering and duty free; Copenhagen Airports commercial revenues include shopping centers, car parking, rents, hotel operations and other services; Vienna Airport commercial revenues include parking, rentals, advertising, shopping and gastronomy; Aeroports do Paris commercial revenues include retail stores, duty free, rentals, car parking, industrial services, shops, bars, restaurants, leasing and rentals; Zurich Airport commercial revenues include retail stores, duty free,advertising, car rentals, ground transportation, financial services, food & beverage, rentals and leasing; Converted to US$ at an average FX of Ps.17.2487/US$, where applicable; Note: Commercial revenue per passenger recorded in 3Q’05 reflects a one time payment from Dufry Mexico of Ps.39.5mm; Commercial 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; Commercial revenue per passenger CAGR based on full year 2000 and full year 2015 figures

Commercial revenues per passenger per quarter evolution (Pesos / Passenger in Mexican pesos as of date reported)

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Nominal CAGR 2000 – 2015: 22.9%(Mexican CPI CAGR 2000-2015: 4.2%)

Page 18

Track record of consistent revenue growth and profitabilityFi

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Total Revenues CAGR 1999 – 2015: 13.1%Not including Revenues from Construction Services

Growth rates: ’99 – ’15 CAGR (%)

Passenger traffic 5.8%

Total revenues 13.1%

EBITDA 15.1%

Net income 20.5%

Mexican CPI 4.5%

EBITDA & EBITDA Margin (Ps. Mm)

2010 - 2015 EBITDA margin calculated without Revenues from Construction Services for comparability with previous periods

CAGR ’06–’15: 14.7%

1999 – 2015 Revenues

Figures for 2010, 2011, 2012, 2013, 2014 & 2015 reflect adoption of MIFRS-17 Note: From 1999 to 2007 figures in nominal Mexican pesos adjusted for inflation as of Dec. 31st of each year

Source for Mexican CPI: IMF; Note: CAGRs calculated in Mexican peso terms; Revenues from Construction Services not included; passenger figures exclude passengers in transit or general aviation

Page 19

ASUR GAP OMA

ASUR GAP OMA

ASUR GAP OMA

ASUR has positively differentiated itself…Fi

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Cancun as the best airport in Latin America

for 4 consecutive

years

CAGR in Revenues 2006 – 2015 (%)

CAGR in EBITDA 2006 – 2015 (%)

Revenue per PAX in 2015

CAGR in PAX Traffic 2006 – 2015 (%)

Page 20

NOTES: 1. Revenues from Construction services are excluded for ASUR, GAP & OMA.2. ASUR figures exclude participation of 2015 EBITDA from San Juan Airport Operations (Puerto Rico).3. GAP figures exclude 2015 revenues of $983.2 million pesos (equivalent to $35.59 pesos/pax) from Montego Bay Airport Operations & exclude 2015

EBITDA of $561.9 million pesos from Montego Bay Airport Operations.4. OMA figures exclude 2015 revenues of $229.4 million pesos (equivalent to $13.55 pesos/pax) from NH Hotel (Mexico City Airport) & Hilton Garden

Inn Hotel (Monterrey Airport).

Revenue and cost per PAX comparison (Ps./PAX)

2015 operating cost breakdown (%) Growth rates: ’06 – ’15 CAGR (%)

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.

Passenger traffic 7.4% Cost of services 6.6%

Revenues 12.4% Administrative services 8.1%

EBITDA 14.7% Total costs 5.8%

Net Income 20.9% Mexican inflation (CPI) 4.0%

Mexican GDP growth 2.1%

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 Commercial 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

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Revenues have grown at a faster rate than total costs and PAX traffic

Page 21

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: 2010, 2011 2012, 2013, 2014 & 2015 figures reflect the adoption of INIF 17 2 Note: 4.00 pesos per share paid in May 2013; 4.40 pesos per share paid in December 2013.3 Note: 5.61 pesos per share approved by the Annual General Shareholders Meeting on April 26th, 2016 and paid on June 15th, 2016. April 26th, 2016

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Dividends evolution1999 - 2015

EBITDA – CAPEX (Ps. million)

Net Income, retained earnings and dividends evolution(Ps. thousands) 1

Page 22

2 33

Robust corporate governance and board of directors

Board of Directors

Audit Committee

Operations Committee

Nom & Comp Committee

Acq. & Contracts

Committee

Fernando Chico Pardo Founder and President of Promecap

X X X XJosé Antonio Pérez Antón

CEO of Grupo ADOX X X

Roberto Servitje Sendra1

Former Chairman of Grupo BimboX X

Ricardo Guajardo Touche1

Former president of BBVA BancomerX X X

Francisco Garza Zambrano1

Former President of CEMEX North AmericaX X

Guillermo Ortiz Martinez1

Former Governor of Mexico Central Bank for 12 yrs.X X

Rasmus Christiansen 1

Former CEO of Copenhagen Airports InternationalX X X

Luis Chico Pardo Former economist at the Bank of Mexico

XAurelio Pérez Alonso

Deputy Chief Executive Officer of Grupo ADOX 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

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Corporate Governance

Standards

Page 23

What’s Next?

• Further develop our commercial business

• Improve our passenger volumes

• World Class service – ASQ Program

• Improve capital structure

• Monitor new business opportunities

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TermObjectives

Page 24

ASUR: International Presence in Puerto Rico

• Luis Munoz Marin International Airport, in San Juan Puerto Rico (8.8M PAX during 2015)

• Feb 27th, 2013 initiated with the operation of the airport:

Term of 40 years

Upfront payment of $615M USD

Equity contributions by each of ASUR and Highstar Capital, 118M USD, Subordinated debt from ASUR 100M USD), project risk 350M USD.(preliminary figures)

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

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Limited liability company

owned by ASUR (50%) &

Highstar (50%)

LMM

Page 25

Total income (*) $ 2,049,611 $ 1,600,561

Operating costs and expenses (1,456,915) (1,168,731)

Comprehensive financing loss - Net (444,726) (319,514)

Contingencies 0 (1,257)

Deferred income taxes (46,124) (38,162)

Net profit for the period 101,846 72,897

ASUR - 50% Participation 50,923 36,449

2015 2014

Aerostar Financial Information 2014 & 2015Fi

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$2,049,611(thousands of

Mexican pesos)

LMM

Page 26

Condensed Statement of Comprehensive Loss(thousands of Mexican pesos)

(*) Under IFRS, PFC income is shown in the total income line, while under US GAAP it is shown in the other income line.