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CORPORATE PRESENTATION 4Q25
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TABLE OF CONTENTS 2 D i s c l a i m e r T h i s p r e s e n t a t i o n is n o t an o f f e r or i n v i t a t i o n f o r s u b s c r i p t i o n or p u r c h a s e of or a r e c o m m e n d a t i o n of s e c u r i t i e s. It d o e s n o t c o n s i d e r t h e i n v e s t m e n t o b j e c t i v e s , f i n a n c i a l s i t u a t i o n , a n d p a r t i c u l a r n e e d s of t h e i n v e s t o r. B e f o r e m a k i n g an i n v e s t m e n t in G A P , t h e i n v e s t o r or p r o s p e c t i v e i n v e s t o r s h o u l d c o n s i d e r w h e t h e r s u c h an i n v e s t m e n t is a p p r o p r i a t e to t h e i r p a r t i c u l a r i n v e s t m e n t n e e d s , o b j e c t i v e s , a n d f i n a n c i a l c i r c u m s t a n c e sa n d c o n s u l t an i n v e s t m e n t a d v i s e r if n e c e s s a r y. I n f o r m a t i o n , i n c l u d i n g f o r e c a s t f i n a n c i a l i n f o r m a t i o n , in t h i s p r e s e n t a t i o n ,s h o u l d n o t be c o n s i d e r e d a r e c o m m e n d a t i o n in r e l a t i o n to h o l d i n g , p u r c h a s i n g , or s e l l i n g s h a r e s , s e c u r i t i e s , or o t h e r i n s t r u m e n t s in G A P or a n y o t h e r e n t i t y. In c o n s i d e r i n g t h e p e r f o r m a n c e i n f o r m a t i o n c o n t a i n e d h e r e i n , p r o s p e c t i v e i n v e s t o r s s h o u l d b e a r in m i n d t h a t p a s t p e r f o r m a n c e is n o t i n d i c a t i v e of f u t u r e r e s u l t s , a n d t h e r e c a n be no a s s u r a n c e t h a t G A P w i l l a c h i e v e c o m p a r a b l e r e s u l t s or t h a t t h e C o m p a n y w i l l be a b l e to i m p l e m e n t i t s b u s i n e s s s t r a t e g y a n d a p p r o a c h or a c h i e v e i t s b u s i n e s s o b j e c t i v e s. T h i s d o c u m e n t m a y c o n t a i n f o r w a r d- l o o k i n g s t a t e m e n t s. T h e s e s t a t e m e n t s a r e s t a t e m e n t s t h a t a r e n o t h i s t o r i c a l f a c t s a n d a r e b a s e d on m a n a g e m e n t ’ sc u r r e n t v i e w a n d e s t i m a t e s of f u t u r e e c o n o m i c c i r c u m s t a n c e s ,i n d u s t r y c o n d i t i o n s , c o m p a n y p e r f o r m a n c e , a n d f i n a n c i a l r e s u l t s. T h e w o r d s “ a n t i c i p a t e s ” ,“ b e l i e v e s ” , “ e s t i m a t e s ” , “ e x p e c t s ” , “ p l a n s ” a n d s i m i l a r e x p r e s s i o n s , as t h e y r e l a t e to t h e c o m p a n y , a r e i n t e n d e d to i d e n t i f y f o r w a r d- l o o k i n g s t a t e m e n t s. S t a t e m e n t s r e g a r d i n g t h e d e c l a r a t i o n or p a y m e n t of d i v i d e n d s , t h e i m p l e m e n t a t i o n of p r i n c i p a l o p e r a t i n g a n d f i n a n c i n g s t r a t e g i e s a n d c a p i t a l e x p e n d i t u r e p l a n s , t h e d i r e c t i o n of f u t u r e o p e r a t i o n s , a n d t h e f a c t o r s or t r e n d s a f f e c t i n g o u r f i n a n c i a l c o n d i t i o n , l i q u i d i t y or r e s u l t s of o p e r a t i o n s a r e e x a m p l e s of f o r w a r d- l o o k i n g s t a t e m e n t s. S u c h s t a t e m e n t s r e f l e c t t h e c u r r e n t v i e w s of m a n a g e m e n t a n d a r e s u b j e c t to s e v e r a l r i s k s a n d u n c e r t a i n t i e s. 1 Company Overview 3 2 Operational Information 8 3 MDP Mexican Airports 2025-2029 25 4 Future Integration CBX + Technical Assistance 37 5 Sustainability 49 6 Investor Information 54
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COMPANY OVERVIEW
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Tijuana 12,650 Mexicali 1,272 Hermosillo 2,203 Los Mochis 714 Aguascalientes984 Guanajuato 3,301 Los Cabos 7,530 Guadalajara 18,697 Manzanillo 231 Morelia 1,508 Puerto Vallarta 6,948 La Paz 1,338 Montego Bay 4,469 Kingston 1,841 OUR NETWORK 2025 Passengers traffic in thousands. 63.7M Passengers ↑ 2.5% vs 2024 4
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Diversified portfolio across Mexico and Jamaica Transparent Regulatory Framework Strong and growing commercial revenue base Solid financial position Long-term strategic CAPEX program ESG leadership and social impact GAP INVESTMENT HIGHLIGHTS 5
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62 New routes 25 international, 37 domestic 6 MXP 10.0B Net income ↑ 12.7% vs 2024 MXP 12.4B CAPEX MXP 32.5B Revenues* ↑ 21.4% vs 2024 MXP 21.3B EBITDA ↑ 17.8% vs 2024 65.6% EBITDA Margin* 63.7M Passengers ↑2.5% vs 2024 KEY METRICS – 2025 HIGHLIGHTS 6 *Excluding IFRIC 12
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COMPETITIVE ADVANTAGES 2025 TOTAL REVENUES REVENUES BY AIRPORT PASSENGER DISTRIBUTION PASSENGER PROFILE 7
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OPERATIONAL INFORMATION 8
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LARGEST AIRPORT OPERATOR IN MEXICO IN 2025 DURING THE 2025 GAP OPERATED 5 OF THE TOP-TEN BUSIEST AIRPORTS IN MEXICO Passenger traffic in millions. Source: Passenger traffic reports as of December 31, 2025. 9
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REVENUE & PASSENGER GROWTH 2010-2025 Revenues are in millions of pesos. Passenger traffic in millions. 10 PASSENGER TRAFFIC CAGR 2010-2025: 7.9%
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AIRLINES MARKET SHARE IN 2025 11
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CAGR 2015-2025: 15.0% AERONAUTICAL REVENUES Aeronautical revenues accounted for 70% of total revenues (aeronautical + non -aeronautical) in 2025. Figures are in millions of pesos. 12
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CAGR 2015-2025: 17.5% NON-AERONAUTICAL REVENUES •Non-aeronautical revenues represented 30% of total revenues (aeronautical + non-aeronautical) in 2025. 62 65 68 71 77 90 85 92 97 123 152Non-aero revenue per pax Figures are in millions of pesos. 13
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COMMERCIAL STRATEGY Improve customer experience Layout reconfiguration Increase business operated directly by GAP New business acquisitions We are committed to continuously optimization of the commercial areas, while expanding and diversifying our offerings to better meet the evolving needs of our passengers. 14
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NON-AERONAUTICAL REVENUES BREAKDOWN 2025 Business lines operated directly by GAP increased their contribution to 47% of non-aero revenues in 2025 vs. 38% in 2024, reflecting the integration across cargo, hotel, and commercial spaces. Figures are in thousands of pesos. 15 2024 2025 Change Businesses operated by third parties: Food and beverage 1,160,215 1,317,959 13.6% Car rental 810,812 856,622 5.6% Duty-free 749,011 774,832 3.4% Retail 687,677 736,854 7.2% Leasing of space 418,521 425,685 1.7% Timeshares 241,857 266,765 10.3% Other commercial revenues 189,560 224,808 18.6% Ground transportation 183,649 205,071 11.7% Communications and financial services 109,675 117,955 7.5% Total 4,550,978 4,926,551 8.3% Businesses operated directly by us: Cargo operation and bonded warehouse 837,057 2,016,936 141.0% Car parking 696,958 757,557 8.7% Convenience stores 569,556 660,503 16.0% VIP Lounges 513,655 656,526 27.8% Advertising 181,459 225,104 24.1% Hotel operation 83,335 177,027 143.2% Access control services - 25,640 100.0% Total 2,882,020 4,519,294 56.8% Recovery of costs 238,767 258,245 8.2% Total Non-aeronautical Revenues 7,671,766 9,704,090 26.5%
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NON-AERONAUTICAL REVENUES PER PAX 2025 vs 2024 Figures are in pesos. CONSOLIDATED NON-AERO REVENUE PER PAX 2025 – MXP 152 2024 – MXP 123 16
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EBITDA EVOLUTION 71.5% 69.8% 69.9% 69.5% 68.4% 60.2% 69.7% 71.6% 69.5% 67.6% 65.6% EBITDA Margin1 CAGR 2015-2025: 14.7% 17Figures are in millions of pesos. 1Excluding IFRIC 12.
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NET INCOME GROWTH OVER TIME Figures are in millions of pesos. CAGR 2015-2025: 13.3% 18
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FOREIGN CURRENCY EXPOSURE 2025 FX exposure is mostly related to Jamaican operations, where revenues and expenses are USD denominated 19
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DEBT COMPOSITION AS OF DECEMBER 2025 Total Debt MXP 52,997* million Highest Credit Ratings in Mexico AAA.mx: National Scale Outlook: Stable July 4, 2025 mxAAA: National Scale Outlook: Stable July 4, 2025 20 *Exchange rate for December 31, 2025, of MXP 17.9667
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DEBT MATURITY 2026-2033 21 Total Debt MXP 52,997* million *Exchange rate for December 31, 2025, of MXP 17.9667
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LEVERAGE RATIOS Net debt to EBITDA ratio Interest debt service ratio 22
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SHAREHOLDERS’ DISTRIBUTION Dividend yield is calculated as the payment per share divided by the share price at the end of the prior year. The payout ratio excludes the share repurchase program. 140.6% 135.4% 141.8% 111.1% 117.1% 0.0% 313.5% 120.8% 81.6% 72.3% 95.9%Payout Ratio Millions of pesos 3,000 2,000 Repurchase program executed Dividend Policy: distribute all excess cash above a minimum balance equivalent to two months of operating expenses plus short-term debt service. 23
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GUIDANCE 2026 24 2026 vs 2025 Traffic 2% - 5% Aeronautical revenues 9% - 12% Non-aeronautical revenues 6% - 9% Total revenues 8% - 11% EBITDA 8% - 11% EBITDA Margin 65% + - 1% CAPEX Ps. 13.5 billion • Passenger traffic projection is based on the consolidation of routes developed to date, estimated load factors, and the potential increase in frequencies and seat capacity. • The growth in aeronautical revenues is based on the implementation of current tariffs for airports in Mexico and Jamaica, as well as expected traffic performance, inflation, and expected exchange rates. • The growth in non-aeronautical revenues is based on the improvement in contract conditions with third parties and the expansion of business lines operated directly by us, both fundamentally linked to traffic growth and inflation. This guidance does not include the business combination related to Cross Border Xpress (CBX) and the provision of technical assistance and technology transfer services approved by the Shareholders’ Meeting on December 11, 2025, as the transaction is currently in the process of formalization. Upon completion of the business combination, the Company will inform the market, accordingly, including the expected consolidation date in the Company’s financial statements. (For reference, January to December 2025 revenues for CBX totaled USD 158.0 million, with an EBITDA margin of 68.7%. For 2026, revenue growth is expected to range from 9% to11%.)
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MASTER DEVELOPMENT PROGRAM MEXICAN AIRPORTS 2025-2029 25
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MDP MEXICO 2025-2029 Figures are expressed in million of pesos as of December 31, 2022, and should be updated per the National Producer Price Index (NPPI), construction sector, upon execution. *CAPEX already paid in 2023-2024 Total committed investments of MXP 43, 185 million 26
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MDP MEXICO 2025-2029 +50% of additional sqm in Terminal Buildings *Figures are expressed in millions of pesos as of December 31, 2022. 27
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GUADALAJARA *Figures are expressed in millions of pesos as of December 31, 2022. 28
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GUADALAJARA ▪ Renovation of current Terminal Building - Simplified customs inspection system for international arrivals - Self-service kiosks ▪ New Terminal Building → 69,000 sqm +73% additional sqm - 23 new gates for commercial flights - 4 new cargo aircraft positions - New taxiways ▪ Construction of second vehicle access ▪ Apron expansion – four new positions ▪ Land acquisition to support future growth 29
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Land for future 3rd runway and vehicular access New connecting roads FBO reserve MRO reserve New Terminal, aprons and taxiways (+23 positions) Expansion cargo apron (+4 positions) GUADALAJARA 30
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TIJUANA *Figures are expressed in millions of pesos as of December 31, 2022. 31
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TIJUANA ▪ Current Terminal Building → +47% additional sqm - Renovation of the existing building - New baggage claim bands - Passenger inspection area redesign - 7 new remote departure gates ▪ New domestic departure facility - Construction of Deck “C” - Self-service baggage documentation system ▪ Airfield expansion - Nine new aprons (+30% increase) - New Taxiways ➢ Land acquisition to secure long-term growth 32
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LOS CABOS *Figures are expressed in millions of pesos as of December 31, 2022. 33
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LOS CABOS ▪ Terminal 2 expansion → +37% additional sqm - Three new contact departure gates - Simplified customs system for international arrivals - Self-service kiosks for streamlined processing ▪ Apron expansion - Seven new positions (30% increase) - Expansion of the handling area ▪ Road system improvements - Expanded road infrastructure for enhanced airport access 34
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PUERTO VALLARTA *Figures are expressed in millions of pesos as of December 31, 2022. 35
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PUERTO VALLARTA ▪ Current Terminal Building - Self-service kiosks - Vehicle access and entrance to the New Terminal Building ▪ Final Phase - New Terminal Building - 74,000 sqm +134% sqm - Seven additional positions - Construction started in 2022, expected to conclude in 2026, with operations beginning in 2027 36
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FUTURE INTEGRATION CBX + TECHNICAL ASSISTANCE INTERNALIZATION 37
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Accelerating GAP’s Growth and Diversification 38 • Internalization of services under Technical Assistance Agreement (“TAA”) between GAP and its strategic partner Aeropuertos Mexicanos del Pacifico (“AMP”) ‒ Expected pre-tax annual savings equivalent to ~5% of Mexican airport EBITDA (US$50.8 MM LTM 9M25)(1) ‒ GAP consolidated EBITDA margin is projected to expand ‒ GAP to provide technical assistance services directly to its airports • GAP will merge five intermediary entities to simplify its ownership structure • Strategic shareholders to receive additional GAP shares as part of the transaction • GAP will also receive up to ~US$260 MM in cash included in the transaction perimeter of merged entities Integration of the Cross Border Express (“CBX”), a Unique Asset in the U.S. • Integration of CBX with Grupo Aeroportuario del Pacifico, S.A.B. de C.V.’s (“GAP”) Tijuana Airport (“TIJ”), the 2nd largest and fastest-growing airport of GAP • Access to California, a major U.S. market with strong cross-border travel demand • Diversifying GAP’s revenue with the addition of 100% USD-denominated, non-aeronautical cash flows • Unique asset in terms of its open-ended life and strong growth potential • Strong free cash flow generator with no mandatory investment commitments • Additional growth from ~60 additional acres of undeveloped land adjacent both to CBX and to TIJ TAA Services Internalization Note: 1. Considering an fx rate of MXN$18.7012 per US$ On December 11, 2025, the Extraordinary Shareholders’ Meeting approved the business combination of Cross Border Xpress (CBX) and the internalization of services under the TAA. Once the business combination is formally completed, the market will be informed accordingly, including the date on which the results will begin to be consolidated into the Company’s financial statements.
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Key Transaction Components 39 GAP Obtains GAP Delivers • 100% ownership of CBX upon completion of the merger and the ancillary transaction ‒ Includes existing U.S. infrastructure assets plus adjacent undeveloped land in the U.S. • ~US$290 MM in cash and ~US$74 MM in debt that will be consolidated into GAP ‒ ~US$260 MM in cash at the merged entities and ~US$44 MM in net debt at the CBX • Internalization of Technical Assistance Agreement services • Simplification of GAP’s ownership structure • ~90 million new Series B Shares issued to the merger targets’ shareholders for 75% of CBX, plus TAA services internalization and cash • US$487.5 MM in cash to acquire 25% of CBX in a separate, but cross - conditioned transaction ‒ Incremental ~18% to GAP’s existing TSO ‒ Newly issued shares received by strategic shareholders will be subject to a 365-day lock-up, except for two portions: (i) up to 25% may be sold after 90 days, and (ii) an additional 25% may be sold after 180 days • Strategic shareholders will increase their ownership in GAP Strategic Shareholders Reaffirm Confidence in GAP
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40 CBX: Seamless Solution in One of the World’s Busiest Border Crossings Parking 20 Min. From San Diego Tijuana Airport Border Wall Site: 94 acres Terminal: 83,000 Sq. Ft. 6.5k+ Parking Stalls Solar Panel Covered Parking New Parking Lot • One-of-a-kind cross-border terminal located in the U.S. and physically connected to TIJ airport • Seamless connection: ~20-minute crossing vs. 2-3 hours at traditional border points; serves the world’s busiest land border • Strategic location: Otay Mesa, San Diego – Tijuana, Mexico; connects Southern California to 38+ Mexican/international destinations via TIJ airport • Strong track record: Opened in 2015; +25 MM passengers to date • Revenue mix 2024 (non-regulated): Tickets (69%), parking (21%), ancillary services (10%) • Long-lived asset: Freehold asset operating under an indefinite term U.S. Presidential Permit and a 50-year contract with U.S. Customs and Border Protection (“U.S. CBP”) • Best-in-class management team: ~150 employees + 75 outsourced employees What Is CBX?
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41 Tijuana Airport Note: 1.To be acquired as part of the transaction Parking, Rental Car Center Birdseye View of GAP’s Footprint Post Transaction Adjacent Land (~60 acres)(1)
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Why Do Travelers Prefer Using CBX? San Ysidro and Otay Land Crossings Flight Connectivity to Mexico ▪ 35+ destinations ▪ ~2 destinations ▪ ~15 destinations ▪ N/A Border Crossing Time ▪ Quick customs and immigration process (~20 minutes) ▪ Long – depending on destination’s security and passport check line ▪ Long border wait times (~2 hours) All-in Cost ▪ Lower, or equal, ground transport fares ▪ Substantially lower airfares on domestic Mexico routes ▪ Higher ground transport fares ▪ Higher airfares for Mexico destinations ▪ Similar to CBX if flying from TIJ Ground Access / Parking ▪ Available parking ‒ (U.S.-based travelers) ▪ On-site rental cars ‒ (Mexico-based travelers) ▪ Off-site parking ‒ (Expensive) ▪ Off-site rental cars ‒ (Expensive) ▪ N/A Airport Traffic Evolution (MM Passengers) ▪ N/A 42 Note: 1. SAN: San Diego Airport. LAX: Los Angeles Airport (1) (1) The Advantages of Traveling Via CBX/TIJ Have Made It an Increasingly Popular Choice Amongst Southern California Travelers 8.9 12.5 2019 2024 ’19-’24 CAGR: 7.0% ’19-’24 CAGR: 0.0% ’19-’24 CAGR: (2.8%) 25.2 25.2 2019 2024 88.1 76.6 2019 2024
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CBX - Key Driver of TIJ’s Growth CBX Is a Resilient Asset with a Double-Digit Traffic Growth Since Inauguration, and a Meaningful Contributor to TIJ’s Traffic Growth Notes: 1. CBX Capture Rate calculated as CBX Traffic / TIJ Traffic 2. In September 2023, RTX Corporation initiated a global recall of ~600-700 Pratt & Whitney GTF engines, significantly impacting V olaris, Mexico’s leading ultra-low-cost carrier and a key airline at TIJ, due to its A320neo fleet. The mandatory engine removals and lengthy turnaround times—up to 300 days per engine—led to reduced seat capacity and a slowdown in traffic at TIJ, where Volaris holds a leading market share. The impact on Volaris's operations was immediate and material. Volaris revised its 2023 ASM growth guidance from 13% to ~10%, citing an estimated $18 million revenue impact in September alone. Capacity constraints are expected to persist through 2026 as inspections continue 43 Atypical years (Covid + Engine Recall) - 1.4 1.9 2.3 2.9 1.7 2.8 4.2 4.3 4.0 4.1 4.9 5.0 5.2 5.6 6.0 4.6 6.9 8.1 8.9 8.5 8.6 4.9 6.3 7.1 7.8 8.9 6.3 9.7 12.3 13.2 12.5 12.7 21.5% 32.0% 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 LTM 9M25 CBX TIJ Traffic Non-CBX TIJ Traffic CBX Capture Rate (%) Total TIJ and CBX Traffic Since CBX Inauguration and CBX Capture Rate(1) Traffic in MM Pax, Capture Rate in % CBX Inaugurated in Dec 2015 14.6% CBX Traffic CAGR (’16-’24) 11.1% TIJ Traffic CAGR (’15-’24) Covid Engine Recall(2) +1,058 bps Today, one-way and round-trip costs on average US$35 and US$55 per PAX, respectively
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Enhancing to GAP’s Financial Profile CBX Provides High-Margin, Capital-Light Growth, Boosting EBITDA Margin and Free Cash Flow While Enabling Flexible, Strategic Capital Deployment Notes: 1. Free Cash Flow calculated as EBITDA –CapEx (CapEx considers maintenance and expansion CapEx) 2. FCF Margin calculated as Free Cash Flow / Revenue High Margin Asset Capital-Light Business Model Strong Free Cash Flow Conversion 44 ✓ ✓ ✓ 61.9 151.1 36.5 100.7 59.0% 66.7% 2019 LTM 9M25 Revenue EBITDA EBITDA Margin (%) Historical Revenue, EBITDA, and EBITDA Margin Evolution Revenue in US$ MM, EBITDA Margin in % ~770 bps 36.5 100.7 (4.3) (4.7) 52.0% 63.6% 2019 LTM 9M25 EBITDA CapEx FCF Margin Free Cash Flow(1) Profile EBITDA and CapEx in US$ MM | FCF Margin(2) in % 32.2 Free Cash Flow 96.0 ~1,160 bps Additionally, GAP has the opportunity to realize cost synergies while maintaining compliance with current CBX standards, with estimated annual savings between US$5 million and US$10 million
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Actionable Growth Opportunities 45 Targeted Initiatives to Drive Market Expansion, Customer Acquisition, Ancillary Services, and Operational Efficiency Market Expansion and Demand Consolidation Long-term Projects Customer Acquisition and Revenue Optimization Expansion of Ancillary Services Tech-Driven Operational Efficiencies Capture traffic from alternate border crossings Strategic initiatives to attract new international routes New partnerships and digital marketing Increase OTAs(1) visibility via TIJ travel code Optimize parking (long-term stay discounts, local promotions, bundles) Expand car rental and ground transportation options Increase destination options and hospitality services Continued investment in technology to streamline passenger journey Develop ~60 acres of adjacent land for hospitality, lodging, parking, car rental operations, and convention centers Expand CBX footprint and model through new projects (e.g., rental car center, hotel, food & beverage) Revenue management: dynamic pricing, bundles, tactical increases Implement automation and self-service immigration eGates Reduce U.S. CBP reimbursement per passenger as automation scales Opportunity to participate in upcoming border and infrastructure projects Note: 1. Operators Travel Agents
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Actionable Growth Opportunities (Cont’d) 46 Actual CBX Area GAP Land Reserve (outside the scope of the Concession Title. Acquired in Sep-25) Birdseye View of Current Infrastructure ~60 acres of underdeveloped land TIJ Airport Potential sites aligned for future land border crossing development
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TAA Services Internalization to Enhance Profitability The Internalization Will Lead to Improved Margins for GAP, as well as a Simpler and More Efficient Corporate Structure 47 GAP expects to save approximately 5% of the EBITDA generated by its Mexican airport concessions ‒ Approximately 3% of consolidated EBITDA ‒ Expected annual savings equivalent to approximately 5% of Mexican airport EBITDA (US$50.8 million LTM 9M25)(1) GAP’s management expects continuity in operational excellence while fostering greater agility, accountability, and control The internalization is consistent with common practices for similar operators The mergers simplify GAP’s ownership structure and governance transparency Historical TAA Service Payments Payments in MXN$ MM Notes: 1. Figure in US$ MM, converted at an FX of MXN$18.70 per US$, for illustrative purposes 462 289 526 757 851 845 950 2019 2020 2021 2022 2023 2024 LTM 9M25 50.8 (1) TAA Payment in US$
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Mexican Shareholders [] Structure Overview – Post Transaction Existing Ownership Structure AENA AMP(1) 2024 EBITDA: ~US$968 MM TSO: 505.3 MM Post Transaction Ownership Structure Former AMP Shareholders 2024 Combined EBITDA: ~US$1,107 MM TSO: ~595.3 MM The Transaction Will Result in the Integration of CBX and the Simplification of GAP’s Ownership Structure Series B Shares 18.8% 100.0% 25% of CBX acquired with cash 100.0% 33.3%66.7% Intermediate Entities(1) 75.0% 19.3% 48 Public Float 80.7% Series B Shares 68.5% ~90 MM Newly Issued Series B Shares Series BB Shares 12.7% 2024 CBX + TAA EBITDA: US$139 MM(2) +14.3% GAP Combined GAP AMP Shareholders EGI 25.0% Note: 1. Entities to be merged 2024 EBITDA: ~US$93.6 MM CBX Public Float
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SUSTAINABILITY 49
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SUSTAINABILITY STRATEGY We reaffirm our commitment to sustainability through a comprehensive strategy structured around four key pillars, encompassing 25 material topics and 30 long-term goals ratified by the Board of Directors. Our strategy aligns with the United Nations 2030 Agenda, addressing 12 of the 17 Sustainable Development Goals (SDGs) where our operations and services generate the greatest impact. 50
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ESG RANKINGS & RECOGNITIONS 51
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GAP FOUNDATION – SOCIAL IMPACT THROUGH EDUCATION The GAP Foundation is committed to improving the social well- being of communities located near its airports through two key educational initiatives: GAP Schools and Community Training Centers. GAP Schools offer free, high-quality education and nutritional support across the primary, secondary, and high school levels. In 2025, seven schools were operating near the Guadalajara and Los Cabos airports, serving over 1,500 students. Community Training Centers provide both semi-formal and formal education aimed at developing job skills and promoting personal growth within the airport community. These centers reached 23,311 students in 2025. Through these initiatives, the Foundation has donated over MXP 600 million in the past ten years, reaffirming its long-term commitment to social impact and education. 52
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CORPORATE GOVERNANCE OVERVIEW ▪ GAP adheres to best national and international practices to ensure value creation, effective decision-making, and a strong culture of compliance and accountability. ▪ The Board of Directors is elected annually at the Ordinary Shareholders’ Meeting and is responsible for the overall administration of the Company. ▪ The Board is composed of 11 members, of which 6 are independent (55%), in compliance with Mexican regulations. ▪ Five Committees: Operating, Acquisitions, Nomination and Compensation, Audit and Corporate Practices, and Sustainability. These committees enhance governance through technical expertise, oversight, and transparency. ▪ In 2025, there was 100% attendance at Board and Committee meetings. ▪ 36% of Board members are women. 53
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INVESTOR INFORMATION Corporate Headquarters Av. Mariano Otero No. 1249-B 6th floor Torre Pacífico, Rinconada del Bosque Guadalajara, Jalisco, México. Zip Code 44530 +(52) 33 3880 1100 Alejandra Soto IR & Social Responsibility Officer asoto@aeropuertosgap.com.mx Gisela Murillo Investors Relations gmurillo@aeropuertosgap.com.mx Website www.aeropuertosgap.com.mx 54