We are one of the leading private airport operators in the world, currently operating 52 airports in 6 countries across Latin America and Europe (Argentina, Brazil, Uruguay, Ecuador, Armenia and Italy). In 2023, our airports served 81.1 million passengers, only 3.6% lower than the 84.2 million served prior to the pandemic, in 2019, of which approximately 35% were international, 56% were domestic and 9% were transit passengers. The airports we operate are located in countries with compelling macro-economic trends and in key cities within those countries.

From our beginnings in 1998 when we acquired the concession rights to operate 33 airports in Argentina, we have expanded geographically and currently operate 52 airports globally; in Latin America, our largest market, as well as in Armenia and Italy. We operate some of the largest and most important airports in the countries where we are present; including large international airports, such as Ezeiza Airport in Argentina, domestic airports, such as Brasilia Airport in Brazil, airports in tourist destinations, such as Galapagos Ecological Airport in Ecuador and Florence Airport in Italy, as well as mid-sized domestic airports. We acquired most of our airport concessions through a public tender process and we, generally, improved the infrastructure significantly through large capital investments.

We derive revenue from aeronautical and commercial services. The key driver of revenue is passenger traffic, as increased passenger traffic allows us to generate both aeronautical and commercial revenue. We derive the majority of our revenue from fees charged to departing passengers and landing and parking fees charged to aircraft operators for the use of our premises and for certain aeronautical services. We also earn revenue from commercial services, including warehouse usage, duty free, retail and food and beverage shops, advertising and parking fees.

We have created a global platform with operational expertise and resources to support our organic growth plan and our global expansion strategy.

Given the speed of disruptive trends impacting our industry and the social and business landscape, the CAAP Executive Team decided to embark on a journey of evolution and transformation, to increase the company’s ability to adapt and thrive in this complex, rapidly changing world.

This journey started with the CAAP Executive Team reflecting on the identity of the organization, its reason for being and unique capability to create value. After several sessions, some virtual and some in-person, the outcome revealed the deep core beliefs of the management team and its commitment to move forward: a purpose-driven strategy that clarifies priorities to grow our business in a sustainable way.

HOW WE CREATE VALUE

Our purpose-driven Strategy reflects how we create value. It is an affirmation of why we are in this business and how we want to create a positive impact in our society.

OUR PURPOSE | Connecting the world in an easy, inclusive and sustainable way

Is our purpose, the driving force that move us to deliver.

We believe in the power of connection. Greater connection brings greater economic and social development and even peace among nations. That is why we are in this business. It is our commitment to make this world a better place for all.

Our airports connect millions of people across the globe. We are determined to make connections easy for passengers, so they can enjoy a positive and safe travel experience. Easy for all our customers, our employees and everyone that engages with us. It means placing people at the center of everything we do. Using a human-center approach when designing infrastructure, systems, processes and solutions. Making it simple and going a step forward to help. Inclusiveness is at the heart of how we work together. Connecting people in an inclusive way means creating environments where everyone feels welcome and appreciated; making our airports accessible and creating a culture of belonging and with opportunities for all.

Sustainability is core to our identity. Connecting people in a sustainable way embodies our commitment to prioritize a long-term view, considering the social, economic and environmental implications of our decisions.

OUR AMBITION | Grow our business, creating value for our shareholders, employees, customers and all stakeholders

It reflects our intention to grow, embracing a long-term perspective to improve our business, develop our people, and deliver an attractive value proposition to our passengers and customers.

It is a sustainable approach to growth, driving progress across ESG dimensions. We believe long-term value creation for our shareholders means creating value for all stakeholders.

Our ambition acts as a lighthouse in the midst of complexity. It sets clear criteria for our leaders and teams to make decisions on how we want to manage our business.

OUR VALUES | Grow our business, creating value for our shareholders, employees, customers and all stakeholders

Reflecting on our identity as a company, greatly influenced by the character of our founder and his legacy, we realized there is a common theme that prevails across all teams and operations globally: working with passion and integrity in a virtuous circle of innovation and growth.

We are a team of more than 6.000 people across six countries that over the years were able to create shared meaning on “what” impact we want to have in the world and “how” we want to deliver it. This leads us to affirm our values, highlighting “passion, integrity and innovation” as those that better reflect our way of doing.

• PASSION to serve our customers and help our teams to grow, to create a positive impact on our communities and to take care of our planet.

• INTEGRITY in everything we do. Honoring our word and adhering to the highest principles in our conduct.

• INNOVATION to move forward, to evolve, and develop better solutions for our customers, employees and all stakeholders.

STRATEGIC PILLARS

To make our ambition more explicit, we defined five strategic pillars, which highlight the key dimensions we decided to focus on:

• Exceeding customer expectations. We play a major role in the travel and tourism ecosystem to ensure passengers enjoy a positive experience. We work hard every day to exceed customer expectations in every touch point of their airport experience, not only passengers´ expectations but also airlines´, tenants´ and all customers´.

Our goal is to deliver an inclusive experience, ensuring our airports are accessible by all, considering individual differences and needs.

Investing in technology is a key enabler to deliver a fluid experience for our passengers and all customers. We will continue to advance in our digital transformation pathway, bridging the digital and physical offering to optimize the customer experience.

• Build a culture of innovation, agility, and inclusion. Our teams are at the core of delivering superior customer experience, and thus, in correlation, we seek to offer the best employee experience across CAAP, by continuing to enhance our culture of innovation, agility and inclusion.

To grow our business, we need to grow our talent. We do so by providing development and learning opportunities for all, in a safe and inclusive work environment. We are committed to equality and accelerating women’s development in our industry.

We also foster an agile and collaborative way of working in order for our teams to innovate, share knowledge and unleash synergies across CAAP.

We want to be among the best employers in every country where we operate.

• Ensure safe and efficient operations. Safety is an imperative of paramount priority for our business. We ensure our operations are safe and reliable by implementing the right infrastructure, technology, processes and systems. From a health perspective, we offer safe environments for our customers and employees, in compliance with all regulations and preventive measures.

We focus on efficiency as a key dimension of how we run the business. We look for continuous improvement of our processes, implementing technology to advance digitalization and empowering people to perform and deliver results within an agile framework.

• Create a positive impact in our communities. We want to create a positive impact on the communities in which we operate, with a strong impact on the social and economic development of each region. We aim to advance the tourism industry and local development, create jobs and help small businesses grow. We look forward to partner with local organizations to improve the quality of life of millions of people who live in the communities where our airports are located.

• Manage our environmental footprint responsibly. Taking care of the planet is a primary responsibility. Accelerating the reduction of the carbon footprint requires from us establishing short, medium and long-term goals to deliver it, including energy efficiency, waste management and the promotion of sustainable aviation fuels.

OUR OPERATING MODEL

We work together as ONE TEAM in a decentralized and interdependent way.

We believe in the power of acting local with a global mindset. We empower our teams locally while having in place systems and processes to foster synergy and knowledge-sharing at global scale. We believe in the optimal balance between the speed and agility of operating locally and the benefits of collaborating and tackling common challenges from a global perspective.

We will continue to invest in improving and growing our operations, delivering extraordinary services to our customers and development opportunities for our people. We are challenging ourselves to become the best global airport management operator, honoring our purpose every single day, to make the world a better place for all.

AIRLINES AND ROUTES

• Continuous evaluation of new routes and new frequencies
• Maintain close contacts and relationships with major airlines
• Proper coordination among airports with common routes
• Seek to obtain other sources of revenues from airlines (e.g.: cargo facilities, maintenance centers)

COMMERCIAL REVENUES

• Established long standing relationships with key commercial tenants
• Continuous evaluation of the mix of stores (retail vs food & beverage, land side vs airside) to maximize revenues
• Analysis of potential new developments and expansions for new commercial areas to increase offering throughout several airports
• Constant evaluation to increase other sources of revenues such as advertising, VIP lounges, car parking, real state, and hotels among others

EFFICIENT CAPITAL INVESTMENT PLANNING

• Detailed analysis of airport capacity needs to determine optimal terminal and taxi-way areas
• Constant evaluation of expansion opportunities and requirements due to passenger growth
• Permanent evaluation of scheduled maintenance investment requirements (e.g.: runway, terminal, etc.)
• Unique know-how of in-house team experts in design and execution of new projects

OPERATIONS OPTIMIZATION

• Work closely with airlines to reduce minimum connection times and time-on-the-ground
• Ensure facilities provide flexibility and capabilities to meet airline demands (e.g.: cargo, catering, training facilities)

EXPERIENCED GOVERNMENT AFFAIRS

• Track record of negotiating, acquiring and renewing concessions across geographies
• Long-standing relationships with governments and regulatory authorities
• Working together to develop and maintain the concession agreement
• Partnerships that create opportunities for concessions renewals