P_04 MANAGEMENT MESSAGE

P_06 A BRAND THAT TRANSFORMED

THE AIRPORT EXPERIENCE

P_08 THE LARGEST AIRPORT

MANAGEMENT PLATFORM GLOBALLY

P_10 THE PLANET & PEOPLE

P_12 2025 PIONEERS

P_14 LEADING THE CHANGE

 “ Excellence is
never an
accident.
“
Throughout its history,
aviation has always
been susceptible to
In full alignment with the Groupe ADP roadmap 2025 Pioneers, TAV
Airports established its three-year strategic outlook. The roadmap has
three strategic priorities:
externalities, due to
Aristotle
the very nature of One Ambition - “Imagining the sustainable airport of tomorrow”

PIONEERS 2025 | MANAGEMENT MESSAGE

the industry. One of the main driving sectors One Group - “Build a global, integrated and responsible group”
of globalization, it faced numerous challenges Shared Dynamics - “Innovate, support and empower”
in the past century, but proved to be resilient,
recovering as fast as it subsides. Declining from this approach, TAV Airports strategy will be based on
three pillars: Digitalization, Hospitality and Sustainability.
The latest crisis brought by the COVID-19
pandemic became an exception. Disruption The above-mentioned quote, attributed to the Greek philosopher
of operations coupled with a sharp decline Aristotle, follows as:
in the global economy was unprecedented.
TAV Airports managed to weather the storm “[Excellence] is always the result of high intention, sincere effort, and
and move ahead of the curve. Nevertheless, intelligent execution. It represents the wise choice of many alternatives-
as uncertainties continue, our world and our choices, not chance determine your destiny.”
industry remain to be faced with an unparalleled
challenge: Climate change. TAV Airports’ strategic outlook is our roadmap for continued excellence
in our business in the coming three years, as well as setting the
In the mid and long term, aviation will continue direction for our long-term ambitions.
to grow but we need a new business model
based on sustainability and performance. As
a member of Groupe ADP, the largest airport Franck Mereyde Serkan Kaptan
management platform globally, we have the CHAIRMAN OF EXECUTIVE CEO
capabilities to lead the change in our business COMMITTEE
and support the wider efforts of transformation.

4 5
 A brand that transformed
the airport experience

Founded in 1997, TAV Airports became a success story built on the Long-term strategic investments, modern airports are required to
exceptional growth of global aviation during the last three decades. adapt to a fast-changing world. TAV Airports, with its unique vertically
and horizontally integrated business model, is among the brands that
Through technological changes and economic progress driven by continue to define the modern airport experience.
globalization, air travel became increasingly accessible to different parts
of the society across the globe. Deregulation of the industry diversified Through its subsidiaries, TAV Airports provides services at every point of
airline offers as legacy carriers were joined by low-costs and regionals. The the airport value chain. A portfolio of 15 airports in eight countries and
hub-and-spoke system increased connectivity. Security became crucial in a a highly skilled talent pool of 35 thousand people enables TAV to devise
global world without borders and faced with a changing nature of threats. and implement solutions customized to the needs of any airport project.
The global passenger traffic exceeded 9 billion in 2019, in comparison to
around 2 billion in 1990s.

LATVIA
Riga Airport
Management of Commercial
CROTIA Areas Concession - Lease
Zagreb Airport
3.1M Pax in 2022
Operator | Concession - BOT
KAZAKHSTAN
Almaty Airport
7.2M Pax in 2022
Operator | Ownership
NORTH MACEDONIA
Skopje Airport
2.1M Pax in 2022
Operator | Concession - BOT

Ohrid Airport GEORGIA

0.2M Pax in 2022
Tbilisi Airport
Operator | Concession - BOT
3.0M Pax in 2022
Operator | Concession - BOT

TÜRKİYE Batumi Airport

0.6M Pax in 2022
Antalya Airport Ankara Airport
Operator | Concession - BOT
31.2M Pax in 2022 8.6M Pax in 2022
Operator | Concession - BOT Operator | Concession -
Lease
Izmir Airport SAUDI
9.8M Pax in 2022 Milas-Bodrum Airport ARABIA
Operator | Concession - BOT 3.9M Pax in 2022 TUNISIA Madinah Airport
Operator | Concession - BOT Monastir Airport 6.3M Pax in 2022
Gazipasa-Alanya Airport 1.0M Pax in 2022 Operator | Concession - BOT
0.7M Pax in 2022 Operator | Concession - BOT
Operator | Concession - BOT
Enfidha-Hammamet Airport
0.5M Pax in 2022
Operator | Concession - BOT

6 7
 The largest airport
management platform globally
As a member of Groupe ADP, TAV Airports is part
of the leading airport management platform with
activities at some 108 airports in 29 countries. A group with
Our common purpose drives our ambitions: “Welcome passengers,
a unique and value-creating
operate and imagine airports, in a responsible way and
all around the world.”
model
It embodies three strong beliefs that will lead to a new
momentum for our group.

To be a hospitality expert in
the service of travelers.

The airport of the future must offer a

seamless digital journey, high value-added
services and offers, and a personalized
experience.
· CIS
To be an innovative group · Balkans
serving the infrastructures of
tomorrow. · Middle East
· Africa
The airport of the future must be an efficient
one thanks to sustainable construction and
operating methods.

To be a multi-local group in
service of local communities.

The airport of the future must be a

transportation and energy hub that is
integrated into overall regional planning.

8 9
 Changing the planet and
the people for the better

Demonstrating extraordinary resilience, TAV Airports emerged stronger As a member of Groupe ADP and an active member of the larger aviation
from the worst crisis in the history of aviation, instigated by the operational community, TAV Airports is convinced that air transport will continue to grow,
challenges and financial downturn brought by the COVID-19 pandemic. creating value for its stakeholders and minimizing its environmental impact.

Today, TAV Airports has a better vision and long-term ambitions even TAV Airports strategy focuses on organic, inorganic and ancillary growth
though our world and the aviation industry are on the verge of radical -both through expanding its airport portfolio and the footprint of its service
change. Uncertainties brought by political and economic volatility require companies. Further developing the organizational excellence and resilience,
increased resilience, agility, and adaptability. Climate change is disrupting the coupled with an amplified commercial strategy will complement the growth.
foundations of our civilization and collaborative efforts on an unprecedented
level is needed to tackle these challenges.

10 11
 ONE AMBITION
Imagine the sustainable airport of tomorrow

Make more than 80% of flights depart on time - or within

15 minutes of the scheduled time
Set a carbon budget for the lifecycle of all investment
projects over 5M€
Provide 50% of passengers with biometric facilitation
Aim for excellence in hospitality: ASQ score of 4+ for all
airports with an annual traffic above 3 million passengers.
3 airports in top 100 in Skytrax ratings
Deploy Extime retail and hospitality concept

2025 PIONEERS Use 10% of low carbon energy in terminals and airside
Set a roadmap regarding preserved land for biodiversity
A global industrial project to improve biodiversity index by 2030

2025 Pioneers is the strategic roadmap deployed by Groupe ADP to kickstart

ONE GROUP
Build an integrated and responsible global group
the transition towards a new airport model. A member of Groupe ADP, TAV
Airports built its strategy fully aligned with this roadmap, focused on three
Stabilize the average maturity of our concessions
dimensions.
portfolio at 30 years
30 additional international routes to increase the
This strategic orientation complements our goal to sustain a high growth
connectivity of our territories
model in accordance with new environmental and societal challenges in our
Develop the smartisation of the group’s airports
target regions. It paves the way to reach our commitments of achieving
-all airports with an annual traffic above 4 million
carbon neutrality by 2030, and net zero emissions by 2050.
passengers will be “fully digital”

SHARED DYNAMICS
Innovate, support, and empower

Roll out 120 experiments - 30 of which leading to industrialization

Include an ESG element in the remuneration of 100% of employees
Train 100% of employees in ethical and compliance best practices

12 13
 Leading the change
3 pillars of TAV Airports strategy

Sustainability
Digitalization Hospitality
A fully consolidated ESG roadmap with Groupe ADP, in five pillars
All points in the passenger journey will We will achieve an ASQ
be monitored in real-time, supported score of 4+ for all airports Corporate governance: Effective and efficient
by automated and digital processes. with an annual governance to improve the performance of the group;
traffic above 3 million to become more stable and productive; to reduce risks;
The smart airport program developed
passengers. to enable safer growth; to improve reputation and
and implemented using the existing
capabilities of TAV Technologies and 3 airports in top 100 in foster trust.

R&D efforts. Skytrax ratings. Procurement: Aim for a long-term plan to build strategic relationships with
competitive suppliers to acquire the necessary goods and services of the best
Reach +10 million customers quality in a specific cost range and have them delivered on time.
Improve customer experience – at our lounge network.
Environment: Work towards commitments outline in the Airports for Trust charter.
support the development of the
hospvitality offer, create additional Two additional 5-star ranked
Increase proportion of battery powered GSE in the fleet to 20% by 2025.
revenues. lounges in portfolio.
Define a carbon budget for new capex above EUR 5M.
All airports in ACA by 2025.
Optimize operations – increase
Follow commitments made to Act4Nature International on biodiversity.
terminal capacity, optimize costs,
standardize processes. Social: Aim to provide advance flexibility, innovation, and competitive advantage while
improving business performance and while considering and focusing diversity inclusion
and equity.

Community: Build long-term trust and cohesion with local stakeholders, reinforce the
benefits of the airport activity for the local communities, federate the airport community
and act together for maximizing the positive impacts of airport activity.

14 15
tavairports.com [email protected] /tavairports