Investor Presentaiton

One example is the implementation of a service cost-control plan, whereby operational areas that are not in use have been closed temporarily. Another example is the delayed non-obligatory capital investments; we will also request the postponement of committed investments from the proper authorities, among others. We have taken steps and implemented policies to protect our employees, businesses and communities that surround our operations from some of the threats posed by the pandemic. To support the liquidity of our airline customers, we also have granted them payment deferrals. Additionally, GAP is implementing worldwide best practices, including the highest level of safety and compliance, focusing on flows, social distancing measures and diligent sanitization throughout all the facilities. New technology will also drive the solutions that will offer our passengers the confidence to travel again. These include, automating certain routine processes, via robots and technologies, in order to minimize human interaction and maintain social distancing. Our aim is to adopt these and any added sanitation practices that will offer airport users the greatest sense of comfort and safety in all the airport areas. At GAP, one of our priorities is to ensure the quality and experience of passengers, guaranteeing excellence in our processes, services and facilities, which generates a positive, continuous and unique experience for our users. The extraordinary growth we have experienced in passenger traffic, drives us not only to expand current infrastructure with new terminals and operating areas, but also to implement cutting-edge technology, which will facilitate passenger mobility and increase operating safety. We are aware of the importance of the airline industry for this and any country. In Mexico, the airline industry contributes around 3.5% of GDP, according to the latest data published by IATA. One of the main challenges for strengthening global air connectivity is the continuous improvement of sustainable, efficient infrastructure, in accordance with the demand and modernization required models. As such, by leveraging the new investments, we are confident that we will achieve optimum standards of safety and quality, both domestically and internationally. In order to maintain a positive growth rate, we must take into account several important aspects, such as the environment, the use and implementation of top technology, and above all, a well-defined long-term vision. The new investment plan will give us the ability to maximize the use of clean and less polluting energy, as well as carbon neutral and self-sustaining terminal areas. In 2019, we concluded a five-year operating cycle; the most successful in GAP's history, achieving truly outstanding results. We integrated the Kingston Airport in Jamaica into our company and strengthened airport marketing strategies that helped with passenger traffic development and growth, as well as commercial strategies to encourage consumption within our airports, which contributed to overall shareholder value. 2020 initiates a new cycle, a new five-year period, and new challenges. It will also undoubtedly represent a trying period that will put to the test our resilience and the strength of our airport portfolio. We, at GAP, are confident that we will emerge even stronger when the health crisis is over. We are confident the best is yet to come! Raúl Revuelta Musalem Chief Executive Officer 14 15 THE BEST IS YET TO COME 2019 ANNUAL REPORT

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