SECOND

QUARTER 2017

RESULTS

INVESTOR

PRESENTATION

This presentation may contain forward-looking information and statements. Forward-looking statements are statements that are

not historical facts. These statements are only predictions based on our current information and expectations and projections

about future events. Forward-looking statements may be identified by the words “believe,” “expect,” “anticipate,” “target,”

“estimate,” or similar expressions. While OMA's management believes that the expectations reflected in such forward-looking

statements are reasonable, investors are cautioned that forward-looking information and statements are subject to various risks

and uncertainties, many of which are difficult to predict and are generally beyond the control of OMA, that could cause actual

results and developments to differ materially from those expressed in, or implied or projected by, the forward-looking

information and statements. These risks and uncertainties include, but are not limited to, those discussed in our most recent

annual report filed on Form 20-F under the caption “Risk Factors.” OMA undertakes no obligation to update publicly its forward-

looking statements, whether as a result of new information, future events, or otherwise.

2

A b o u t t h e C o m p a n y

Our businesses

13 Airports in the central-north region of Mexico, serving 18.8 million

passengers in 2016.

2 Hotels; NH Collection Hotel in Terminal 2 of the Mexico City

Airport, and Hilton Garden Inn at Monterrey Airport

1 Industrial Park at Monterrey Airport

Who we are

More than 1,000 employees committed to providing aeronautical,

commercial and real state services of excellence to our

passengers and clients.

Listed in BMV and NASDAQ since 2006

Part of Dow Jones Sustainability Index for Emerging Markets and

the Sustainability Index of BMV

3

Company

Overview

Aeronautical

Business

Non-

Aeronautical

Business

Financial

Results

MDP &

Maximum

Rates

Outlook and

Industry

Value Proposal

Historical Performance

Shareholder Structure

Board of Directors and

Management Team

Operations &

Sustainability

Connectivity &

New Routes

Passenger Traffic

Airline Participation

AR 2Q17

Commercial Strategy

Diversification Strategy

NAR 2Q17

Historical NAR Growth

2Q17 Highlights

Cost & Efficiency

Balance Sheet

Profitability Indicators

Value Distribution

Investments 2016-2020

New Terminals

Maximum Rates

Industry Trends

Airline Fleets: Orders

and Expected

Load Factor

Value Proposal

Company

Overv iew

1

Historical Performance

Shareholder Structure

2

3

Board of Directors and

Management Team4

Operations & Sustainability5

Company Overview | Value Proposal

High potential

portfolio of

airports and

businesses

Maximizing

value

distribution

Constant growth

in Adjusted

EBITDA and

margins

Balanced

capital structure

Cost and

expenses

management

efficiency

Commitment to

sustainability,

safety and

security

Sustained

passenger

growth

Visibility in

aeronautical

tariffs

Successful

commercial

and

diversification

strategies

Experienced

board of

directors and

management

team

6

Company Overview | Historical Performance

81% 82% 81% 81% 77% 76% 76% 74% 74%73%

74%19%

18% 19% 19% 23%24%

24%26%

26%

27%

26%

1,687 1,897 1,988 1,896 2,144 2,459

2,820 3,065

3,422

4,145

5,205 5,600

11.8

14.2 14.1

11.5 11.6 11.8 12.6

13.3

14.7

16.9

18.8 19.5

3.0

5.0

7.0

9.0

11.0

13.0

15.0

17.0

19.0

21.0

(500)

500

1,500

2,500

3,500

4,500

5,500

6,500

7,500

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 LTM 6M17

Aeronautical Revenues Non-Aeronautical Revenues Passenger Traffic (million)

% Adj.

EBITDA254% 56% 53% 51% 44% 51% 54% 55% 55% 59% 64% 65%

Sustained positive trends through economic and business cycles

Note: From 2010 to 2016 figures expressed under IFRS; 2001 - 2009 figures expressed under MFRS.1 Represents the sum of aeronautical and non-aeronautical revenues (excludes construction). 2 Adjusted EBITDA Margin = Adjusted EBITDA / (Aeronautical + Non-Aeronautical Revenues). Adjusted EBITDA = Operating income + Depreciation and Amortization + Maintenance Provision.

CAGR 2011-LTM2Q17

• PAX

• Revenues

• Adjusted EBITDA

+8.8%

+14.7%

+19.4%

25%

75%

7

Market Cap3.

MxN Bn Ps.43.2 / USD Bn $2.4

12.6%

SETA1 – BB shares

1.9%

CONOISA1 – B shares

85.5%

Public Float2 - B Shares

Company Overview | Shareholder Structure

8

Note: Share holding information as of June 30, 20171 Servicios de Tecnología Aeroportuaria, S.A. de C.V. (SETA) and Controladora de Operaciones de Infraestructura, S.A. de C.V. (CONOISA) are wholly owned subsidiaries of Empresas ICA ,S.A.B. de C.V.2 Float includes repurchased shares3 BMV Price Ps.109.68 as of June 30, 2017. Exchange rate used: 18.0279

CORPORATE GOVERNANCE

5 of 11 Directors are independentmembers

Board Audit and Corporate PracticesCommitees are 100% independent

Company Overview | Board of Directors & Management Team

9

EXPERIENCED MANAGEMENT TEAM(Average time with OMA: 14 years)

Porfirio GonzálezChief Executive Officer – With the Company since 1998

Vicsaly TorresChief Financial Officer – With the Company since 2006

Alfredo DomínguezGeneral Counsel – With the Company since 2004

Juan Manuel JaureguiDirector of Airport Operations – With the Company since 1999

Roberto OntiverosInfraestructure and Maintenance Director – With theCompany since 2008

Héctor CortésNew Businesses and Diversification Director – With theCompany since 2001

Company Overview | Operations & Sustainability

10

Always striving to meet international standards.

Environment

Social Responsibility

SustainabilityPerformance

OccupationalHealth and Safety

Quality and Customer Service

CULIACÁN AIRPORT MAZATLÁN AIRPORT

AerodromeCertification

Connectivity &

New Routes

Aero na u t ica l

Bus iness

1

Passenger Traffic

Airline Participation

2

3

Aeronautical Revenues 2Q174

4 1 n e w d i r e c t r o u t e s i n 2 0 1 6

1 2 c a n c e l l e d r o u t e s i n 2 0 1 6

Aeronautical Business | Connectivity & New Routes

4

16

4

8

Domestic Routes

1

2

5

1

International Routes

1 5 n e w d i r e c t r o u t e s i n 6 M 1 7

4 5 c a n c e l l e d r o u t e s i n 6 M 1 7

3 11

Chicago

Milwaukee

Zihuatanejo

Acapulco

Guadalajara

Culiacán

Hermosillo

Chihuahua

QuerétaroBajío

2+ 1 0 . 9 %

P A X i n 2 0 1 6

Monterrey

Detroit

Ciudad de México

24

Puerto Vallarta

2

Ciudad Juárez

Cancún

Tijuana

Obregón

Metropolitan

50%

Regional

30%

Tourist

11%

Border Cities

9%

MTY

Aeronautical Business | Passenger Traffic

(%) YoY 6M17 Passenger Growth

CUU

CJS

CUL

MZT

DGO

TRC

ZCLSLP

TAM

REX

ZIH

ACA

At Monterrey Airport

• Aeromexico regional hub• VivaAerobus main base and headquarters• Volaris secondary base• Interjet secondary base

Total Pax: 4.9 million (+8.3%)

88% Domestic: 4.3 million (+8.8%)

12% International: 0.6 million (+4.9%)

2Q17 Passenger Traffic

13

+7%

+20%

+14%

+6% -7%

-1%

+9%

-9%

+1%+10%+11%

+25%

0%Note: Percentages in graphs represent Passenger share by type of airport.

Total Pax: 9.5 million (+8.5%)

87% Domestic: 8.2 million (+9.2%)

13% International: 1.3 million (+4.6%)

6M17 Passenger Traffic

Aeronautical Business | Airline Participation

VivaAerobus, 28%

(+37.6%)

Aeroméxico, 27%

(+1.3%)

Volaris, 19% (-4.3%)

Interjet, 18% (+4.3%)

TAR, 2%

(-2.2%)

Other, 6%

(+4.9%)

American, 22%

(+3.7%)

United, 22% (-0.4%)

Aeroméxico, 16%

(+7.4%)

Delta, 12% (+10.7%)

Volaris, 10%

(+41.5%)

Interjet, 6%

(-8.3%)

Alaska, 4%

(+0%)

VivaAerobus, 2%

(-13.9%)

Other, 6%

(-6.9%)

88% Domestic Passengers

12% International Passengers

Note: Percentages in graphs represent 1) Passenger share by category and 2) % change 2Q17 vs 2Q16.

14

Aeronautical Business | Aeronautical Revenues 2Q17

Ps.225mm

+22.5%

21% of

Aeronautical

Revenue

Ps.1,079mm

+13.0%

75% of Total

Revenue*

Ps. 219.6 / PAX

Ps.691mm

+13.2%

64% of

Aeronautical

Revenue

Domestic Passenger Charges

InternationalPassenger Charges

AirportServices

Aeronautical

Revenues

* Total Revenues excluding Construction Revenues

Ps.163mm

+1.5%

15% of

Aeronautical

Revenue

15

Commercial Strategy

Non -

Aero na u t ica l

Bus iness

1

Diversification Strategy

NAR 2Q17

2

3

Historical NAR Growth4

Non-Aeronautical Business | Commercial Strategy

16 Commercial Initiatives Implemented in 2Q17Airport Type QuantityCiudad Juárez, Chihuahua, Culiacán, Reynosa, San Luis Potosí, Tampico, Zacatecas and Zihuatanejo

Financial Services 8

Ciudad Juárez, Mazatlán, Reynosa, Culiacán and Torreón Comunications 5

Durango and Monterrey Retailers 2

San Luis Potosí Hotel Promotion 1

17

Maximize commercial

areas

Balance between

internationalfranchises & local brands

Develop premium

offerings & loyalty

programs

Addinnovativeadvertising

Non-Aeronautical Business | Diversification Strategy

17.4% of NAR | 287 Rooms

Avg. Room Rate: Ps.2,226 per night (+5.1% yoy)

Occupancy Rate: 88% | EBITDA Margin: 38.3%

6.1% of NAR | 134 Rooms

Avg. Room Rate: Ps.2,023 per night (+3.0% yoy)

Occupancy Rate: 73% | EBITDA Margin: 38.4%

NH Collection Hotel at Mexico City Airport Hilton Garden Inn Hotel in MTY

OMA Carga Real Estate Industrial Park In MTY

0.8% of NAR | Ps.2,762mm

1st and 2nd warehouses leased | 2nd

warehouse expansion request to 8,200 m2

and additional revenue generation since 1Q18 | 3rd warehouse leased; revenue

generation since 4Q17 | 4th warehouse in commercialization process

1.0% of NAR | -6.5%

revenues in 2Q17

10.3% of NAR | +16.6% revenues in 2Q17

1,650m2 | New ground cargo facility

started operations on February 16, 2017

18

Non-Aeronautical Business | NAR 2Q17

Ps.129mm

+13.2%

36% of NAR.

Ps.360mm+6.8%

25% of Total Rev. *Ps.73.3 / PAX

Ps.172mm

+2.0%

48% of NAR

Ps.59mm

+8.1%

16% NAR

Commercial Activities

Diversification Activities

Complementary Activities

Non-

Aeronautical

Revenues

* Total Revenues excluding Construction Revenues

19

89%89% 84% 83% 67%

64% 54% 51%51%

51%49% 49%

4%3%

4% 8%

25%

29% 28%28%

28%

32%

35%35%

7%8% 12% 9%

8%

7%

18%

21%

21%

17%

16%

16%

-5

45

95

145

195

245

295

345

-

200

400

600

800

1,00 0

1,20 0

1,40 0

1,60 0

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 LTM2T17

INA/PAX Comercial INA/PAX Diversificación INA/PAX Complementarios INA Total PAX

Non-Aeronautical Business | Historical NAR Growth

Non-Aeronautical Revenues (NAR) have increased faster than

passenger traffic as a result of commercial initiatives and

diversification projects

20

+358%

60

61

71

+66%

42

2624

26 32

50

55

72

CAGR 2011-LTM2Q17

Base = 2005

• PAX• NAR• NAR/PAX

+8.8%+15.5%+6.2%

66

2Q17 Highlights1

Cost & Efficiency

Balance Sheet

2

3

Profitability Indicators4

F inanc ia l

Resu l t s

Value Distribution5

Financial Results | 2Q17 Highlights

Ps.949mm

+39.9%Ps.510mm

+14.4%

Revenues*Total Operating Cost

and ExpensesAdjusted EBITDA**

Consolidated Net

Income

* Total Revenues excluding Construction Revenues** Adjusted EBITDA Margin = Adjusted EBITDA / (Aeronautical + Non-Aeronautical Revenues). Adjusted EBITDA = Operating income + Depreciation and Amortization + Maintenance Provision.22

Ps.1,439mm

+11.4%

Aeronautical +13.0%Non-Aero +6.8%

Ps.292.8 / PAX (+2.8%)

Ps. 936mm

+16.0%

2Q17 Margin 65.1%

Ps.190.6 / PAX (+7.1%)

Ps.193.2 / PAX (+29.2%) Ps.103.7 / PAX (+5.6%)

Financial Results | Cost & Efficiency

23

2011 2012 2013 2014 2015 2016 LTM2Q17

1Total Operating Cost and Expenses excluding construction cost, maintenance provision and other expenses (revenues).

Costs and expenses control

has contributed to the

generation of EBITDA

Aj EBITDA / PAX

AR+NAR / PAX

Total Operating Costs and Expenses1/ PAX

Distribution of Operating Cost and

Expenses*

• Economies of scale• Generation and purchase of green power• Development a culture of savings• Use of innovative technology• Improvement of operational systems• Development of human capital

Cost Control Strategy

CAGR 2011-LTM2Q17

+9.7%

+5.4%

+0.1%

*As of June 30, 2017. Excluding construction cost and other expenses (revenues).

39%

23%

11%

11%

11%5%

Cost of Services

Administrative Expenses

Depreciation andAmortization

Concession Taxes

Major MaintenanceProvision

Technical Assistance Fee

Financial Results | Balance Sheet

*Information as of June 30, 2017

Total Debt | Shareholders’ Equity

Debt Profile*

Strong Financial Position* Low Leverage vs Industry*

Ps.Million Net Debt / Adjusted EBITDA

4,643 1,886

2,757

Total Debt Cash Net Debt

0.6

0.9 1.0

0.8

0.5

0.8

2012 2013 2014 2015 2016 LTM 2Q17

MXN97%

USD 3%

Capital Structure Improvement*

Long Term99%

Short Term 1%

24

75% 67%56% 56% 59% 57%

25% 33%44% 44% 41% 43%

2012 2013 2014 2015 2016 LTM 2Q17

Financial Results | Profitability Indicators

1.54 2.05

3.01 2.58

3.15

4.76 5.05

2011 2012 2013 2014 2015 2016 LTM 2Q17

6.6 8.2

10.9

8.3 9.9

13.9 15.6

10.1

12.8

18.8 16.8

20.8

28.0

32.8

-

5.0

10.0

15.0

20.0

25.0

30.0

35.0

2011 2012 2013 2014 2015 2016 LTM 2Q17

ROA / ROEPercentage

Earnings per SharePesos

25

CAGR 2011-LTM2Q17• ROA

• ROE

• Earnings per Share

+15.3%

+21.6%

+21.8%

Financial Results | Value Distribution

Dividend or Capital

Reimbursement

Dividend Yield / Payout Ratio

Ps. Million

Percentage

Dividend Yield was calculated with the stock price at the end of each year.

Percentage

500

1,200 1,200 1,200

1,400

1,600 1

-

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2011 2012 2013 2014 2015 2016

81

147

100

117 113

85

5.7

8.6

6.9

4.4 4.2

4.5

-

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

-

50

100

150

200

250

2011 2012 2013 2014 2015 2016

26

Note: The amounts shown were paid in the following year, after the annual shareholder meeting.1 The payment was made on May 16, 2017.

Investments 2016-20201

New Terminals

Maximum Rates

2

3

MDP &

Max imum

Ra te s

MDP & Maximum Rates | Investments 2016-2020

1,4701,410

1,072

659

43329% 28%21%

13%9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100 %

0

200

400

600

800

1,0 00

1,2 00

1,4 00

1,6 00

2016 2017 2018 2019 2020

Visibility of capital expenditure requirements through 2020

Monterrey,

28%

Acapulco,

13%

Chihuahua,

10%

San Luis

Potosí, 9%

Reynosa,

8%

Zihuatanejo,

7%

Tampico,

7%

Culiacán, 4%

Ciudad Juárez, 4%

Durango, 3%

Torreón, 3%

Mazatlán, 3%

Zacatecas, 2%

Total Committed Investment Ps.5,044mmpesos of Dec. 31, 2016

28

MDP & Maximum Rates | Investments 2016-2020

49%

16%

11%

11%

7%6%

Other

ICAO Certification

Operational

Infrastructure

Expansion

Major

Maintenance

Security, Safety

& IT Equipment

Terminal

Expansion

& Remodeling

Most Important Projects

Terminal Expansion

• Monterrey• Ciudad Juárez

New Terminals• Acapulco• Reynosa

Operational Infrastructure• Monterrey• Culiacán• Durango

• Chihuahua• San Luis Potosí• Tampico

Total Committed Investment Ps.5,044mmpesos of Dec. 31, 2016

29

+ Expected Strategic Investment 2017

Ps.150-200 mm

MDP & Maximum Rates | New Terminals

Ps.547 mm

Investment

Total PAX mm1.1 1.3, +18%

Capacity Comfort

1Q 2018**

Start of Operations

Acapulco Airport

30

18,800 m2*

Total Area

Terminal building, m2 +44%Commercial spaces, m2 +32%

3 levels plus a mezzanine

** Expected* New terminal total surface

MDP & Maximum Rates | New Terminals

Ps.302 mm

Investment

Total PAX mm0.3 1.0, +233%

Capacity

2 levels

Comfort

8,000 m2*

Total Area

4Q 2018**

Start of Operations

Reynosa Airport

31

Terminal building, m2 +188%Commercial spaces, m2 +147%

** Expected* New terminal total surface

MDP & Maximum Rates | Expansion & Remodeling Terminals

Ps.351 mm

Investment

Total PAX mm0.4 1.2, +200%

Capacity

4,111 m2 13,000 m2*

Total Area

1Q 2019**

Start of Operations

San Luis Potosí Airport

** Expected32

Terminal building, m2 +204%Commercial spaces, m2 +45%

* Total surface after remodeling and expansion

MDP & Maximum Rates | Expansion & Remodeling Terminals

Chihuahua Airport

33** Expected* Total surface after remodeling and expansion

Ps.308 mm

Investment

Total PAX mm0.9 1.7, +89%

Capacity

9,510 m2 15,253 m2*

Total Area

4Q 2018**

Start of Operations

Terminal building, m2 +60%Commercial spaces, m2 +29%

Visibility on Aeronautical Revenues Through 2020

• Maximum rate (Regulated revenue per workload unit) increased in each airport

• The maximum rate for each succeeding year through 2020 will be adjusted by inflation and an

efficiency factor of 0.70%

MDP & Maximum Rates | Maximum Rates

1 Weighted average using passenger traffic for each period (2017 has been weighted with traffic of 2016) and expressed in constant pesos of December 31, 2016 considering efficiency factor effect

3 Expected

2 Considering an expected PPI of December 31, 2017 of +6.5%

2015(1) 2016(1) 2017(1) (2)

13 Airports MT MT MT

Maximum217

(ACA & ZIH)

280(ACA & ZIH)

278(ACA & ZIH)

Minimum166

(MTY)

207(MTY)

205(MTY)

Weighted average 177 222 221

Average rate

increase3

+4.8% Domestic Passenger Charges+4.0% International Passenger Charges

+6.5% in SAEs

34

99.4%

93.7%

95-96%

MT Compliance

2015 2016 2017e

Industry Trends1

Airline Fleets: Orders and

Expected2

Out lo o k and

I ndus t ry

3 Load Factor

0.6

0.30.5

2.4

0.9

2.5

Mexico Argentina Brazil Canada Chile UnitedStates

Outlook and Industry | Industry Trends

Air Industry Low

Penetration in Mexico

4.6%4.9%

2.1%

2.5%

3.7%

5.1% 5.0%

Mexico Brazil UnitedStates

Canada Russia CentralAmerica

SouthAmerica

Projected Domestic

Passenger Traffic CAGR

2016-2035

Source: World Bank. Latest information available of 2016 Source: Airbus. (Global Market Forecast 2016-2035)

36

Historical Airline Fleets and Available SeatsAirplanes

Outlook and Industry | Airline Fleets: Orders and Expected

Source: DGAC, Airlines. Latest information available.

37

13,321 14,944 15,335 16,723 16,635

2013 2014 2015 2016 2017E

Fle

et

Ava

ilab

le S

ea

ts

2,812 2,972 3,472 3,600

4,500

117

45 44

19

0

124

51 50

19

3

125

56 56

21

8

133

70 69

21

10

130

7275

26

10

-

150

400

700 700

6,222 6,594 7,917

8,722 9,645

7,230 8,160 9,296

12,282 14,370

Outlook and Industry | Airline Fleets: Orders and Expected

Source: DGAC, Airlines. Latest information available.

Airline Expansion Orders

(2013 – 2022)

100

80

60

47

20

Aeromexico Interjet VivaAerobus Volaris TAR

38

Load Factor (2006 – 2016)

• CAGR = 2.8%

• During 2016, in our 13 Airports we had an increase of +1.0% to 75.4% in load factor

• In 2016, Culiacán had the highest load factor of 80.7%

Outlook and Industry | Load Factor

39

57%

59%

63%

65%

68%

72% 72% 72%

70%

74%75%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Note: Load Factor = Total Passengers / Total Available Seats

G r u p o A e r o p o r t u a r i o d e l C e n t r o N o r t e , S . A . B . , d e C . V.

Chief Financial OfficerVicsaly Torres | vtorres@oma.aero | +52.81.8625.4300

Investor Relations TeamEmmanuel Camacho | ecamacho@oma.aero | +52.81.8625.4308

Laury Franco Castillo | lfranco@oma.aero | +52.81.8625.4377

Investor Relations in USADaniel Wilson | Zemi Communications

dbmwilson@zemi.com | +1.212.689.9560