TRAFFIC DEVELOPMENT AIJCH

TRAFFIC DEVELOPMENTAIJCH ICAO Presentation SEP 13, 2018LimaCCO, Norbert Onkelbach

> 1.LIMA AIRPORT PARTNERS

3

CONCESSION CONTRACT

Type: Self-sustainable (LAP incurs in all capital investments)LAP takes all demand risk

Length: 30 years until 2041+ 10 additional years (automatic extension)+ 10 additional years (mutually agreeable extension)

Regulator: OSITRAN

Fees to Government: Peruvian State: 46.511% of gross salesCORPAC (Peru’s ATC: 20% of Inter PAX tax and 50% of landing/take-off feesOSITRAN: 1% de gross sales

Investmentmilestones:

August 2001 : US$ 1.3 MM FulfilledFebruary 2004: US$ 25.0MM FulfilledAugust 2004: US$ 80.0MM FulfilledFebruary 2005: US$ 110.0MM Fulfilled

Commitments: Build a 2nd runwayBuild a new passenger terminal

70.01%

19.99%

10%

LAP SHAREHOLDERS

Finance arm of the World Bank

Worlwide airport operator

Peru-based investment fund

FRAPORT GROUP

5

0

100

200

300

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

0

25

50

75

0.0

7.0

14.0

21.0

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

LAP PERFORMANCE

*Calculated prior to privatization as pro forma EBITDA ./. Capex, calculated after privatization as total concession fees to public sector + taxes.

CAPEX (mn US$)

PAX (m) Concession

Contribution to the public sector* (mn US$)

avg. yearly invest: ~ US$ 6m average yearly invest: ~ US$ 23.5m

avg. contribution p.a.: ~ US$ 11m average contribution p.a.: ~ US$ 125m

Better management, higher investments, higher growth, improved service quality, more cash for the public sector

REVENUE EVOLUTION

5064 70 76

90100

121137

153173

203

231

257272

292

316

347

8 12 12 12 15 17 23 28 34 4153 61 67 73 73 81

94

16%16%

22%

26% 26%

27%

0%

5%

10%

15%

20%

25%

30%

-30

20

70

120

170

220

270

320

370

420

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

LAP Aero and Non-AreoConcessions

%

US$ Million

Concession revenues have grown at faster rate than total LAP revenues

% of Total Revenue

Source: LAP financial statements, 2017

> 2.LIMA AIRPORT

LIMA AIRPORT 2018

Aircraft Parking Position

Passenger boarding bridges

International Airlines

Domestic Airlines

Apron area

Terminal area

Cargo TON

Passengers per year

International ArrivingMigrations positions

International DepartingMigrations positions

International Airport Jorge Chavez is the mostimportant airport in Peru, the main hub fordepartures and arrivals of passengers, as well asnational and international cargo of the country. AtLAP we are committed to making the InternationalAirport Jorge Chavez the most important airport inthe region

9

22 millions

25 646

24

300,843.73

Commercial space

8.700 m2

52

International and Domestic Baggage Reclaim

InternationalDestinations 23Domestic

Destinations

9 biometrics24 traditional

9 biometrics15 traditional 89,000

33

Gates39

10

REGIONAL RANKING

Source: World Airport Traffic Report – ACI 2017

Lima Airport is ranked 7th in the region in terms of total passenger traffic

10

44.7

38.0

30.9

23.8 23.7

21.420.6

17.016.2

10

20

30

40

50

Ciudad deMéxico

SaoPaulo

Bogotá Buenos Aires(EZE+APQ)

Cancún Santiago Lima Brasilia Rio deJaneiro

CAGR‘09-’17: +8.0% +6.9% +9.5% +6.5% +9.7% +11.4% +11.2% +3.8% +3.7%

An

nu

alPa

ssen

gers

(mill

ion

)

LIMA AIRPORT MASTER PLAN

Updated Master Plan (2017). All depicted uses of land are not confirmed

Airport City development will take place over 100 Has in a variety of asset classes

Existing runway

New runway

New Terminal

TRAFFIC SPLIT

MarketsTraffic Share 2017Vs. previous year

SLF Seat Load FactorSource: LAP, Statistics 201712

Lima Airport

Domestic2555%

+10%SLF 83%Total: 11’351,663

North America1528%

+11%SLF 87%

Central America711%

+12%SLF 85%

South America28

48%+ 6%

SLF 83%

Europe513%

+15%SLF 87%

International5545%+9%

SLF 85%Total: 9’252,587

TOP 10 DESTINATIONS

International growth

Source: LAP, Statistics 2017, PAX13

0 500 1,000 1,500

La Paz

Los Angeles

Sao Paulo

Panama

Mexico

Buenos Aires

Madrid

Miami

Bogota

Santiago

Thousands Pax

2017 2016

20%

1%

-2%

4%

8%

23%

8%

5%

1%

12%

0 1,000 2,000 3,000

Pucallpa

Tacna

Juliaca

Chiclayo

Trujillo

Tarapoto

Piura

Iquitos

Arequipa

Cuzco

Thousands Pax

2017 20165%

4%

2%

3%

13%

6%

9%

-1%

4%

Domestic growth

30%

TOP 5 AIRLINE PERFORMANCE

International Domestic

Source: LAP, Statistics 2017, All PAX14

- 1,000 2,000 3,000 4,000 5,000

KLM

American

Copa

Avianca

Latam

Thousands Pax 2017

41%

21%

5%

4%

0 2,000 4,000 6,000 8,000

Star Perú

LC Perú

Avianca

Peruvian

Latam

Thousands Pax 2017

3%

58%

14%

11%

10%

3%

AIRLINE ALLIANCE MARKET SHARE

Source: SAP Departing International and Domestic Flights for year

47%

22%

28%

3%

Latam, American Airlines, Iberia, British Airways

Avianca, Air Canada, Copa, United, Aerogal, Lacsa

Aeromexico, Air Europa,Air France, KLM, Delta

NON-ALLIANCE:Spirit, SKY, Jet Blue, Plus Ultra, other

15

MARKET SHARE LCC

16

43%

15%

10%

15%

14%

3%

Sky Airlines

Jet Blue

JetSmart

Viva Colombia

Interjet

Spirit Airlines

LCC6%

FSC 94%

Source: LAP, Statistics 2018 Q1, International Total PAX

TRAFFIC DEVELOPMENT

17

201720162015201420132014 2015 2016 2017

22 international Airlines6 domestic airlines


26 international Airlines7 domesticairlines


New routes:- Barcelona- London- Salta- Washington

New routes:- Tucumán- Valencia- Nueva

Barcelona- Montreal

New routes:- Orlando- Antofagasta

Source: LAP, Annual Report 2013-2017, Commercial Dept., 2019

2018


2019


New routes:- Europe- South

America

BRASIL

PERÚ

PERÚ

Runway Apron GatesMigrations Departure

Security Arches

BHS Check in

35movements

per hour

52Parking

positions

39Gates

62Double Check

in counters

11 Security Arches

05 Lines52

Counters

AIRPORT CAPACITY TODAY

8

PROJECTS IN THE TERMINAL

19

CHECK-IN(+ 16 POS. IN 2017/ + 18 POS. IN 2018)

DOMESTIC BAGGAGE CLAIM (+2)

EXPANSION OF HBS NEW GATES (+5)

Deadline: Q4 2018- Q1 2019

Deadline: Q4 2018

Deadline: Q4 2018 Deadline: Q1 2019

Themilestonesapproach1 Variable

taxi times2 Pre-departuresequence3

CDM in adverse

conditions(duringreducedcapacity)

4Exchange

informationof

departuresand arrivals

times

5

ACDM

20

Airport Collaborative Decision Making (ACDM) is a work culture based in informationsharing…….

> Consulting services to support the implementation process

> Exchange experiences in others airport regarding the implementation process: GRU, BOG.

> To implement an area to be shared by the airlines, ground handlers, fuel farm operator, buses.

> Estimated time: Q2-2019

0

5

10

15

20

25

30

35

40

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Ave

rage

ATM

s/H

ou

r

Hour

LIMA HUB: TRAFFIC DISTRIBUTION

Source: LAP, Statistics 2017Note: Total Flights in AUG.

Hourly distribution in peak month

17

22

PAX DEMAND AND PROJECTS

-

2.0m

4.0m

6.0m

8.0m

10.0m

12.0m

14.0m

16.0m

18.0m

20.0m

22.0m

24.0m

26.0m

28.0m

2017 2018 2019 2020 2021 2022 2023

HBSBag.claimCheck-in

New RWYNew TWR

Check-in

MilitaryApron 8C

MidfieldApron

20C

Mainten. current RWY

New Terminal

02 RWYs

2017 2018 2019 2020 2021 2022 2023

PR

OJE

CTS

PAX

(M

illio

ns)

23

EXPANSION PROJECTS

MilitaryApron (8C)

MidfieldApron 20C

New TWR

Mainten. current

RWY

New Terminal

HBS, baggageclaim, check-in

New RWY

STAKEHOLDERS

24

AOC

25

IATA LEVEL 2 (CRITERIAS)

Facilitators should consider and apply the following priorities when identifying theschedule adjustments necessary to avoid exceeding the airport’s coordination parameters:

Services from the Previous Equivalent Season

New Year Round Operations

Effective Period of Major Operation

Regularly Planned Operations

Regularly Planned Affected Ops

Ad Hoc Operations

STRATEGY AGENDA FOR THE AIRPORT SECTOR

26Source: CAF report 2016

Governance and Legal Framework

• Transparent financing model• Supervision via independent agencies. • Supranational cooperation and

technical integration..• Implementation of USOAP Security

program

Airport Infrastructures

• High utilization and optimization of use. • Investments in modernization. • etworks of complementary airports.• Promotion of investments under APP.

Air navigation.

• Regional integration of navigation systems.

• Implement ICAO plans. • New technologies. • New security procedures. • Self-financing of the navigation

system.

Aero connectivity

• Reduction of international barriers.• Development of fifth freedoms, • New transversal routes (Ex-hubs). • Modern and efficient airlines.• International alliances

Airports in harmony with their surroundings

• Airport as a good neighbor. • Master Plan considers externalities. • Link with surrounding community. • Social responsibility

Strategic agency for the airport sector

in LAC to 2040.

1

2

34

5

1 2

3 4 5

TYPE OF TRAFFIC BY AIRPORTS

27Source: CAF report 2016 , FlightGlobal.

Airports with balanced mix and high internationaltraffic (6 aptos)

Airports specialized in international traffic and high volume (3 aptos)

Airports specialized in international traffic and low volume(9 aptos)

Airports with balanced mix and low international traffic (13 aptos)

Airports specialized in domestic traffic (69 aptos)

Most airports analyzedhave little internationaltraffic base

Inte

rnat

ion

al t

raff

ic

> 3.AIRPORT CITY

CIUDADES AEROPUERTO EN EL MUNDO

Source: Potentials for the development of " Airport City" concept in Russia, Maria Krylova, Technische Universität Darmstadt, 2016

ATLANTA BEIJING DUBAI DUSSELDORF FRANKFURT

EVOLUCIÓN DE AEROPUERTOS

Hoy, aeropuertos desarrollan el concepto de “ciudad aeropuerto”

AIRPORT CITIES EN EL MUNDO

Fuente: Airport Cities: Evolution, Mayo 2013

• Norte América (39)• Europa (22)• Asia y Pacifico (17)• África y Medio Este (7)• Centro y Sur América (2)

Existen 87 Airport City y Aerotropolis en el Mundo,de los cuales solo se ha implementado en Panamá yBelo Horizonte (en desarrollo)

BELO HORIZONTE (BRASIL)

PANATROPOLIS (PANAMA)

ESTE DOCUMENTO ES ESTRICTAMENTE CONFIDENCIALAGOSTO 2018

MASTER PLAN

MOST CITIES ARE BORN AT

INTERSECTIONS

THE INTERSECTION BETWEEN A ROAD AND A

WATERCOURSE

THE INTERSECTION BETWEEN A ROAD AND A

WATERCOURSE

SETS THE CENTRE FOR A NEW CITY TO EMERGE

AIJCH & CALLAO: THE NEW CITY CENTER

THE MASTER PLAN

OPERACIÓN ACTUAL

FAUCETT

FAUCETT 01

Hacia el este de la ciudad

Hacia el Callao y la Costa Verde (resto de Lima)

Hacia el puerto del Callao

Hacia el norte de la ciudad

23 Has

Nuevo Terminal

13 Has

49 Has

26 Has

Pista Existente

Av. Faucett

Terminal Existente

Carga

Estación de Rescate

Área Actual:• Tierra ocupada: 272.4 Ha • Una sola pista, rutas de acceso congestionadas• Terminal restringido


PlayaHotel

NUEVA OPERACIÓN AEROPORTUARIA

FAUCETT

FAUCETT 01

Hacia el este de la ciudad

Hacia el Callao y la Costa Verde (resto de Lima)

Hacia el puerto del Callao

Hacia el norte de la ciudad

23 Has

Nuevo Terminal

13 Has

49 Has

26 Has

* Las áreas de desarrollo que se presentan en está imagen son referenciales y pueden estar sujetas a cambios en función a la demanda del mercado.

Av. Faucett

Pista Existente (renovada)

Nueva Pista

Nuevo EspigónNuevo

TerminalTorre de Control

Estación de Bomberos


Área Futura:• Tierra Ocupada: 934.8 Ha • Sistema de 02 pistas paralelas• Nuevo terminal de pasajeros con

infraestructura lado tierra y aire• Nuevos accesos principales• Nueva ATC y estación de Bomberos

Inversión LAP

AIRPORT CITY DEVELOPMENT APPROACH

> LAP’s general real estate development plan is based on a land-banking strategy

> LAP does not seek to directly engage in or sponsor the commercial activities on the land in a JV

> LAP will offer long-term land leases to third party operators, developers or investors to execute the projects defined in the vision and master plan of each parcel of land

> The land will be contracted on a leasehold basis to the investor

> LAP aims to collect ground lease and/or fees based on business turnover for each parcel from the tenants or developers that take on the land

Ris

k Le

vel a

nd

Infr

astr

uct

ure

Dev

elo

pm

en

t

Ground Lease

Ground Lease with Participation

Joint Venture

Direct Development

Development Strategy

specific parcels or opportunities

37

SANTA ROSA: CONCEPTO


* Las áreas de desarrollo que se presentan en esta imagen son referenciales y pueden estar sujetas a cambios en función a la demanda del mercado** Por confirmar

Área Futura:• Área disponible: 64.3 Ha • Conectividad: Estación de tren (TBC), estación de buses,

transporte público, transporte privado• Negocios a desarrollarse: Hoteles, parqueo multinivel, plaza,

Retail, F&B, oficinas, residencial, universidad, clínica, centro de Exposiciones, museo, etc.

Centro de Exposiciones

Plaza

Nuevo terminal

Expo

Parking multinivel Pista actual

Nueva pista

Río Rímac

Centro empresarial de oficinas

Educación

Hospital

Estación de servicio

Servicios aeroportuarios

Oficinas B

Museo

Drive-thru

R&D

Mercado

Centro de Conferencias

Parque/Corredor

Hoteles Estación metro**

AIJCH: MASTER PLAN AL 2051

Nuevo terminal

Nueva torre de ControlNueva Planta de Combustible

Terminal Actual

Cabecera Norte

Sta. Rosa

Gambeta


Thank you!¡Gracias!

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TRAFFIC DEVELOPMENT AIJCH