Global Airport Development Conference 2012

Italian Airport Industry

Dr. Mauro MaiaF2i, Senior Partner

Paris, 8th November 2012

Indice

2

1. Overview of F2i

page 3

2. The second F2i Fund page 15

3. Italian airport industry page 22

4. New opportunities in the airport sector page 25

3

Overview of F2i

F2i Background

‒ In the early to mid-’90s, Italy launched a large privatisation programme, involving some of the most important manufacturing and infrastructure companies in the Country (food, oil & gas, telecoms, energy, airports and toll roads)

‒ However, the outcome of the privatisation programme was mixed:

‒ Privatisations through public share offerings have created large, efficient companies that are today among the most active players in the domestic and international markets (ENI, ENEL, Terna and Snam Rete Gas)

‒ Privatisations through the sale to “strategic investors” ended up with a shareholder structure skewed towards private families that failed to fully understand the “public” nature of infrastructures, reduced investments and eventually curtailed the growth of these companies (Telecom Italia, Autostrade, Aeroporti di Roma)

‒ F2i was conceived by the sharing by the main Institutions in the Country and its management team of the conviction that a long-term, institutional, professionally managed infrastructure fund could provide the ideal instrument to endow Italian infrastructure companies of a stable shareholding structure, that could pursue a coherent strategy:

‒ Long term orientation

‒ Focus on creation of large “national champions” that can re-invest cash flow for the development of infrastructure

‒ Target maximum efficiency, quality of services, investments, long-term, growth and financial performance

ù

F2i position in the Italian infrastructure market

‒ F2i was therefore created in 2007 by the main Italian public and private financial institutions to be the main investor in Italian infrastructure

‒ Its Sponsors include: State-owned bank Cassa Depositi e Prestiti; the two largest Italian Banks (Banca Intesa San Paolo and Unicredit); some of the largest Banking Foundations; two Italian Pension Funds

‒ With a fund raising equal to €1,85 billion, F2i I is the largest Italian private equity fund as well as one of the largest country focused infrastructure funds

‒ The success of F2i’s proposition is supported by achievements on both sides: fund raising and investments

‒ In raising capital, F2i was able to attract considerable private and public amount of money notwithstanding the severe international financial crisis (anti-cyclical and defensive concept)

‒ F2i is demonstrating to be seen as the flagship Italian Investor in strategic infrastructure assets of the Country

‒ F2i is now launching its Second Fund: on October 2nd, 2012, F2i achieved the first closing for €575MM (total Fund target size €1,2 billion).

F2i position in the Italian infrastructure market

‒ In only three years of investment period, F2i I has invested in 12 companies. After two disposals and the combination of three companies in the gas distribution sector, F2i currently has 8 investments (total investment around €1,6 billion, equal to 87,5% of the total amount of the fund), in companies operating in six key infrastructure sectors: gas distribution, transportation (airports and motorways), water, renewable energies (windpower and photovoltaic) and TLC

‒ F2i has undertaken a consolidation / aggregation strategy in these sectors, aimed at creating first class national operators of infrastructure

‒ F2i adopts a balanced leverage strategy, in order to optimize the return on investment and to modulate the draw-downs from investors

‒ Current total draw-downs from investors amount to € 1.130 milion, representing 61% of the total amount of the fund

‒ F2i has actively managed and rationalized its portfolio through the disposal (at a profit vs. cost) of those participations that could not be considered “core” any longer (e.g. logistics centre Interporto Rivalta Scrivia and gas storage greenfield Enel Stoccaggi)

‒ Focus on investments with high cash generation and high dividend distribution potential. The first dividend got paid to the investors 2 years in advance compared to the business plan of the fund

o Dividends distributed to investors for over € 82 milion during 2010 and 2011 (“cash on cash” yield of 4,8%)

o F2i was able not to call the management fees from investors since the second semester of 2010

7

Investors 1/2

CDP

F2i – Fondo Italiano per

le Infrastrutture

2 Banks(1 Core Investor)

2 Major Italian Banks

19 Other Foundations (2 Core Investors)

1 International Bank

3 Insurance Companies(3 Core Investors)

10 Social Security Institutions & Pension Funds

(4 Core Investors)3 Institutional

Investors

2 Other Banks(1 Core Investor)

Italian Investors International Investors

6 Major Italian Foundations

2 Social Security Institutions

SGR’s Shareholders

(General Partners or Sponsors)

(Limited Partners)

F2i Investors 2/2

8

InvestorsNumber of

entitiesAmounts(€ mln)

% of the Fund

Banks 7 593 32,02%Pension Funds 13 487 26,30%Banking Foundations 25 439 23,70%Insurance Companies 4 175 9,45%Sovereign Financial Institutions (CDP) 1 150 8,10%Sponsor & Management n.a. 8 0,43%Total 1.852 100%

Strong Capital Commitment and Endorsement

9

The two leading Italian banking groups, with more than 10,000 branches in Italy and total assets over €1,500bn

The Italian Government through CDP (70% owned by the Italian Government), leader in financing of local and regional governments in Italy, with 29% market share

International financial players with strong and recognized presence and experience in Italy

Qualified representatives of major institutional investors in Italy (banking foundations and professional pension funds)

Sponsors providing €938bn

Total commitments already reached €1.85bn

Combination of local relationships and global experience

F2i benefit from full endorsement of its Sponsors

F2i is the leading partner for infrastructure investments in Italy

7 Banking Foundations

2 Italian Pension Funds

Part of Group

A Leading Group of Sponsors:

Summary of Key Terms

10

Size: €1.85bn Duration: Up to 15 (+3) years (expected

average life 7,5y) Investment Period: 4 (+2) year Legal Structure: Typical limited liability

partnership Management Company: F2i SGR

Greenfield limited to <20% of the fund Single assets limited to <15% of the fund

Italian infrastructure opportunitieso Ports and Airportso Motorwayso Power and gas infrastructureo Utilitieso Telecom infrastructureo Other infrastructure (PPP, water, railways,

…) Equity or quasi-equity Majority or influencing minority stakes

Fund Characteristics

Investment Focus

Diversification Rules

Return on investment

Minimum target return* (“hurdle rate”) : IRR = 8% gross per year (on average)

Effective target return: IRR = 12-15% gross per year (as indicated in the Business Plan of the fund)

Dividend guaranteed over the fund’s duration period

F2i profile

11

Acquire brownfield regulated assets, sold both Private and Public Entities

Ensure industrial management of the companies by promoting efficiency and managerial development

Promote aggregation processes, in very fragmented sectors with high growth potential

Involving companies’ management teams, as medium-term shareholders

F2i has an institutional profile that ensures a stable and long-term partnership without speculation. This make the Fund an ideal partner for both private and pubblic entities

Among others, F2i is able to:

F2i I Investment Portfolio

Commited (M€)

Draw (M€)

%

75% 85,2%

100%

100%

100% 40,0%

40,0%

100% 100% 70,0%

29,8%

87,5% 61,4%

15,7%

100%

49,8%

26,3%

* It includes the participation in Software Design.

** Closing attended. 1.591 1.124 71%

Dismissed participation in IRS 29 29

2 2

Transaction costs 37 37

Management fees 27 27

TOTALE 1.685 1.219 72%

Infracis 53 31 58%

100%

2i Gas 71 71 100%

Dismissed participation in Enel stoccaggi

0%

18 100%

0%

SEA 385 385 100%

Saster Net 18

F2i Energie

Rinnovabili

HFV 50 37 75%

F2i Reti TLC Metroweb 203 140 69%

F2i AeroportiF2i Sistema Aeroportuale

CampanoGESAC* 95 28

F2i Rete Idrica Italiana

Mediterranea delle Acque 235 5 2%

F2i Reti Italia

ENELRete Gas 279 279

100%G6 Rete Gas 68 68

Alerion Clean Power 78 64 82%

29%

Progetti Link (residuo pilota) e

Moon**20 0

Rete idrica Parma** 35 0

GAS

WATER

AIRPORTS

TLC

RENEWABLES

TRANSPORTATION

F2i’s strategy in its sectors of investment

F2i is focusing on key sectors of Italian infrastructure, aiming at creating “national champions” through organic growth and M&A. F2i’s portfolio companies strive to be leaders in their sectors in terms of size, efficiency, quality of services, investment plans and financial performance

GAS Build the largest European independent gas distribution operator and be a

consolidator in a sector undergoing a rationalisation process

RENEWABLES Create two strong independent players in the two main renewables segments (wind and photovoltaic)

TRANSPORTEnter the toll-road sector, and become a reference stakeholder for companies

that have an extremely fragmented shareholding structure

WATERCreate a “national champion” in a strategic sector that requires significant

investment for the upgrade of the existing network as well as the completion

of the national water grid

AIRPORTS Pursue a consolidation strategy in a sector characterized by strong

fragmentation and by a strong presence of the public sector

ENEL Rete Gas

2i Gas (ex E.On Rete)

Alerion

HFV

Infracis

Mediterraneadelle Acque

GESACSEA

G6 Rete Gas

TELECOMSBuild upon the Milan broadband fibre optic network to increase the penetration

in the city (FTTH) and to replicate the same model in other urban centresMetrowebProgetti Moon e Link

Development through “industrial chain”

14

Italian infrastructure sectors are often characterized with a lack of overall strategy

In this respect, the infrastructure assets are managed by considering the needs of local (and political) context, without considering strategic function for the Country overall

For this reason a lot of infrastructure sectors are fragmented, expressing companies with weak financial profiles; such companies cannot compete in markets more and more internationalized

Moreover, the lack of Italian strategy in the infrastructure sectors, has often made national assets easy prey of foreign companies, “national champion” in referring Countries (E.On., GdF, EdF, ecc.)

Need to introduce the concept of “industrial chain” in each infrastructure sector

F2i operates as a “public company”: each investment is realized with the target of creating a chain in the specific segment in order to assure the cooperation among the companies belonging to the same chain

15

The second F2i Fund

Pipeline and Investment Opportunities

F2i believes that the Italian infrastructure market will continue to offer significant investment opportunities due to:The increasing fiscal constraints on the public sector and in particular local authorities, which will lead to a new wave of privatisations. F2i’s recent acquisition of a 29% stake in SEA (Milan airports) from the Municipality of Milan is expected to represent an important benchmark for other local authorities to privatise their infrastructure assets;The high leverage of Italian utilities, that is likely to lead them towards non core asset disposals and spin-offs;The rationalisation and consolidation process within certain sectors with a high level of fragmentation of players (e.g. gas distribution, water, Waste to Energy);Need of improvement in efficiency and infrastructure upgrades, which fosters change in shareholdings (for example, optical fiber broadband networks, mobile towers, water);Capital requirements by existing infrastructure companies to finance new investments (e.g. toll roads)

2012 2013 2014 2015

Highways Airports Gas distribution Electric grid Water distribution TLC WTE

Pipeline and Investment Opportunities

Total 2012 - 2015: € 7.648 mln

932

3.288

2.811

617

Investment opportunities (data in € mln)

F2i I Residual to invest : € 150 – 200

mln

F2i has conducted together with Boston Consulting Group an in-depth market study of Italian infrastructures. The study, based on a bottom-up analysis of infrastructure players in the country, has identified an equity investment opportunity in excess of € 7.5 bn in the next four years, focusing on brownfield only within the infrastructure sectors identified as targets by F2i.

‒ In October 2012, F2i has therefore launched its Second Fund, in order to take advantage of these significant and immediate investment opprtunities, in coordination with the portfolio achieved by Fund I:

o Opportunities to increase the stake in companies where Fund I has invested, so as to achieve majority or strenghthen F2i’s governance

o Make new investments in F2i sub-sectors, so as to continue in the creation of infrastructure groups able to be leaders in Italy within their industry

o Invest in one/two new subsectors, focusing on core infrastructure

- The Second Fund has target size of €1,2 billion, and has already raised €575 MM from its Sponsors

Support the growth in selected , key portfolio

companies

Increase F2i presence in current sectors

Enter new sectors

Fund II: Investment Strategy

‒ The First closing of the Second F2i Fund was achived with a group of Sponsors, including existing and new shareholders of F2i SGR:

- F2i is planning to reach its target fund size of €1.2billion with a placement with Limited Partners in Italy (€200-300MM) and an international fund raising (€300MM-400MM)

F2i Fund II: First Closing and Plan of Distibution

CDP 100

Banca Intesa San Paolo 100

Unicredit 100

Banks 300

Fondazione Cariplo 10

EnteCarifirenze 40

FCR Lucca (15+15) 20

Compagnia San Paolo 60

FCR Cuneo 30

FCR Sardegna 25

Bank Foundations 185

Cassa Geometri 30

Inarcassa 60

Pension Funds 90

Total A Units 575

Sponsor of Fund I participating in Fund II

Nuovi Sponsor

Fund II (€ MM)A Units - Sponsor

F2i II: terms

Fund F2i II – Secondo Fondo Italiano per le Infrastrutture

Management Company F2i – Fondi Italiani per le Infrastrutture SGR

Investment Strategy Mainly brownfield infrastructure, through majority or relevant minority stakes

Coordinated investment strategy vis-à-vis Fund I, with a view to common creation of value where possible

Target Amount €1.2bn

Term 15 years from last closing

Investment Period 4 years from last closing (extendible 1+1)

Brownfield / Greenfield 80% / 20%

Limits:

Single Investment 20% (25% with Advisory Board) approval; 25% (30% with Advisory Board) for sectors with regulated tariffs

Foreign Investments Max 20% (European Union) (25% with Advisory Board approval)

Listed Companies Max 20% (30% with Advisory Board approval)

Commissions 90bp

Target Returns 12-15% gross

Hurdle Rate: 8%

Carry (Sponsors and Management) 20%; catch up 80%

Co-investment Rights Sponsors and Core Investors have co-investment rights

F2i I and F2i II: Exit Strategy

‒ F2i has a long term holding strategy for its participations, aiming at growing the EBITDA by virtue of organic and external expansion, fostering efficiencies, and managing the capital structure with the objective to obtaining a stable dividend flow.

‒ At the time of exit, F2i will look at various disposal alternatives for its participations in its Funds, including trade sales and IPOs.

‒ However, F2i portfolio is emerging as a strong group of assets focused on key sectors of the Italian infrastructure space, with important synergies and growth opportunities within each individual sectors. The current portfolio of F2i I had in 2011 an aggregate EBITDA in excess of € 650 million, potentially growing to over € 1.1 billion by 2017.

‒ One exit strategy could therefore involve the listing of the Fund, or the contribution of all or part of its portfolio to a newly created company, that could be listed, thus creating a new, major player in the European infrastructure sector, that could continue the management and development philosophy of F2i:

o Focus on operational excellence

o Growth orientation, through cap-ex explansion plans and M&A

o Synergies acros the various participations

‒ At that point, investors in F2i Fund I and II may decide whether to liquidate their investment, or become part of a core shareholder group of the newly created entity. The newly created entity should continue F2i’s strategy to grow its investments, acting as a consolidator in its sectors of activity and potentially expanding to other markets.

22

Italian airport industry

23

Italian airport industry

PMO

CTA

TRN

CUF MXP

VBS

LIN

BGY

BZO TSF

TRS

VCE VRN PMF FRL

FLR PEG

BLQ RMI

AOI

PSR

FCO CIA FOG BRI

GOA

NAP BDS

SUF CRV

TPS REG

AHOOO

OLB

CAG

PSA

SIE

Airports >10 mil pax

Airports > 5 < 10 mil pax

Airports > 2 < 5 mil pax

Airports > 0,25 < 2 mil pax

Airports < 0,25 mil pax

High density area

The Italian airport industry is characterized by:

High “public” presence in the shareholder structure of the airport management companies;

Small size of the airports (very fragmented, by region);

Low connectivity level in Europe and worldwide;

Considerably lower tariffs level compared to European tariffs

Lack of investments realized over the recent years

Italian airport sector trends

With over 149 millions passengers per year, Italy is among the major airport markets in Europe and among the top performers in terms of actual traffic growth rates

Over the last years Italian airport industry has been highly dynamic with a considerable growth in traffic volumes with the exception of a slight decrease between 2008 and 2009 as a consequence of the global recession which has heavily affected the industry on a worldwide basis

Current trends will lead to a reduction of the gap compared to other European countries

drived by:

Ongoing privatization processes

General increase in tariffs following the introduction of the new tariff regulatory framework and the enforcement of Contratto di Programma (already signed by some airports in Italy such as Napoli, Pisa, Brindisi and SEA)

Increasing in capex to improve infrastructures

2000-2010 Passengers’ trafffic in Italy

24

92 90 92 101

108 114

124

136 134 131 140

149

1

21

41

61

81

101

121

141

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

+ 4.4%CAGR 2000-2011

2011 +6.4%

25

New opportunities in the airport sector

Italian airport sector: current scenario 1/2

26

Local Entities, in quality of airport management companies majority shareholders, should finance airports’ development, but as of today they are in difficult financial situation:

Moreover, the same companies that managed the services have a lot of problems connected to their public nature:

Plurality of public shareholders (generally very small, without a reference shareholder)

Lack of financing resources necessary to realize significant capex programme for maintenance and development of managed assets

A very fragmented sector, because of lack of defined national development plan

Italian airport sector: current scenario 2/2

27

Financial troubles, difficulties in managing companies and infrastructural deficit caused a progressive reduction of Local Entities’ interest in the airport management companies

In fact, in this situation Local Entities are interested in carrying out privatization process of the managed assets…

..With a consequent need to identify the right private partner

F2i was born also for taking part to this new season of privatizations

Institutional profile of the Fund ensures a stable, long term partnership without speculations

Moreover, F2i strategy aims to:

Valorize companies’ internal professionals and the economic and industrial network

Give financial support for efficiency processes and investments plans

This makes F2i the ideal partner that can ensure a public company profile to privatized airport companies

28

Ali Trasporti Aerei S.p.A. – ATA

Company Profile Traffic Data

Key Financial Data

Ali Trasporti Aerei S.p.A., a company belongs to Acqua Pia Antica Marcia Group, manages the general aviation airport infrastructure in Milano Linate Ovest by virtue of a sub-concession signed in 2008 and expiring in 2041

Moreover, ATA is in charge of handling activity in Linate Ovest and Roma Ciampino (through the subsidiary ATA Servizi)

With over 60 thousand passengers per year, Milano Linate Ovest is the first airport in Italy and the fourth in Europe in the segment of general aviation

13

26 24

25 27

28

32 30

34

28 28

0

5

10

15

20

25

30

35

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

+ 13%CAGR 2000-2007

-1.8%CAGR 2007-2010

Shareholder structure

Società dell'Acqua Pia Antica Marcia 98.34%Private Shareholders 1.66%Total 100.00%

€/millions 2010

Revenues 16.7EBITDA 3.7

Ebitda margin 22.0%Net Income 2.7

Equity 14.2NFP -1.6

29

ATA: Infrastructure

Linate Ovest general aviation terminal covers an area of 130,000 sq m. It includes, among others:

8 hangars: 14,438 sq m. 3,516: office area4 fuel deposits330 sq m. warehouse area67,000 sq m.: airport ground Parking area: 300 slots

Company’s investment plan for the period 2011-2014 forecasts € 30 millions of capex, and includes, among others:

the development of new hangar of 8,000 sq m. new office area of 2,000 sq m. additional parking areaadditional terminal area

30

ATA: market opportunity

The group Acqua Pia Antica Marcia (Caltagirone Group) started a debt restructuring plan in order to reduce its financial exposure by selling some group’s assets

In this context Rothschild, as Vendor’s advisor, set a competitive auction for the sale of ATA Trasporti individually or jointly with its subsidiary ATA Servizi (handling)

F2i was interested in acquiring ATA Trasporti and submitted a non-binding offer to the Vendor

After submitting the non binding offer, F2i entered into exclusive negotiations with the vendor, but the discussion was interrupted because it was impossible to reach a final agreement

31

Aeroporto di Genova S.p.A. - Genova Airport

Company Profile Traffic Data

Key Financial Data

Aeroporto di Genova S.p.A. manages the international airport of Genoa, by virtue of a total concession valid until 2027

Built on an artificial peninsula – equidistant from both centre and port of Genoa – the airport holds a strategic position both in Europe and in the local area

The airport serves both the commercial and the general aviation traffic. In 2010 the total passenger traffic amounted to 1.3 millions, recording an increase of 13.3% vs 2009, (growth mainly driven by the domestic traffic increase)

Shareholder structure

Genoa Port Authority 60.00%Genoa Chamber of Commerce 25.00%A.D.R. Aeroporti di Roma 15.00%Total 100.00%

1,1 1,0

1,0 1,1 1,1 1,0

1,1 1,1

1,2 1,1

1,3

1,4

0

0,2

0,4

0,6

0,8

1

1,2

1,4

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

+ 2,6%CAGR 2000-2011

€/millions 2009 2010 2011

Revenues 21.0 23.1 24.4EBITDA -0.1 2.1 1.7

EBITDA margin n.s. 9.1% 7,0%Net Income -1.2 0.1 0.1

Equity 5.2 5.3 5.4PFN -8.1 -9.5 -10.2

32

Genova Airport: Infrastructure

The terminal sized for an hourly flow of 1,500 passengers

The development plan of the terminal foresees:

the doubling of check-in desks

new dedicated area for Low Cost carriers and

new commercial areas in order to increase retail, F&B and advertising activities

The renovation will be done without affecting the present traffic and services to the passengers

Cargo terminal 6,000 sq m. warehouse area 3,150 sq m. of office area 4,000 sq m. lorry park

Passengers terminal 5 loading bridges 14 check-in desks 5 ticketing desks 8 snack bar and duty free 7 car rentals

33

Genova Airport: market opportunity

On June 22nd 2011, Genoa Port Authority has published a tender for the sale of 60% stake in the company

At the beginning of September Virtual Data Room was opened

F2i – together with other bidders – has taken part to the procedure, but it cannot submit an offer because of the limited set of information made available by the seller

Nobody has submitted the offer

34

SO.GA.ER. S.p.A. – Cagliari Airport

Company Profile Traffic Data

Key Financial Data

SO.GA.ER. S.p.A. is the management company of Cagliari airport by virtue of a concession expiring in 2047

SO.GA.ER. was built in 1990 by Cagliari Chamber of Commerce, that is still the majority shareholder

By excluding Rome, Milan and Venice hubs, Cagliari Airport, with over 3 millions passengers per year, is the seventh regional airport in terms of traffic

The process for the approval of Contratto di Programma (that will set new tariffs level) is underway

Given tourist attractions of the territory, the airport is directly connected with to main European capital cities

Shareholder structure

Cagliari Chamber of Commerce 94.35%S.F.I.R.S. S.p.A. 3.43%Sardegna's Bank 1.05%Other Shareholders 1.17%Total 100.00%

2,1 1,9

2,2 2,3 2,3 2,4

2,5 2,7

2,9

3,3 3,4

3,7

0

0,5

1

1,5

2

2,5

3

3,5

4

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

+ 5.4%CAGR 2000-2011

€/millions (Consolidated data) 2009 2010 2011

Revenues 36.5 37.2 38.7EBITDA 1.6 1.8 2.0

EBITDA margin 4.3% 4.9% 5.2%Net Income -1.1 1.1 0.4

Equity 10.7 11.7 12.1PFN 9.1 7.7 6.1

35

Cagliari Airport: Infrastructure

Air side Runway: 2,803 mt long and 45

mt wide Opening: 24h Airport ground: 296 ha Apron: 96,000 sq m. Aircraft parking slots: 16

Land side 37,000 sq m. terminal area 5,798 commercial area 14 gates 42 check in desks

In the last years the airport has been improved, by becoming one of modern infrastructure in Italia and in Europe

New terminal can underpin a flow of 4,5 millions passengers Investment realized include the following:New terminal;Additional roadsTwo parking areasNew runway

36

Cagliari Airport: market opportunity

On August 6th 2012 Cagliari Chamber of Commerce has published a tender for the sale of at least 40% stake of SO.GA.ER. After this announcement, on September, it was opened the Virtual Data Room.

The deadline for submitting the final offer is 8th of November 2012.

F2i has been working intensively on the transaction in the last few months in order to submit the offer

Press news show as possible buyers (in addition to F2i), SAVE and Meridiana

37

SAGAT S.p.A. – Turin Airport

Company Profile Traffic Data

Key Financial Data

SAGAT S.p.A. is the management company of Turin airport by virtue of a concession expiring in 2035

After privatization in 2000, public shareholders (Municipality and Province of Turin and Finpiemonte Partecipazioni) signed with private shareholders (Sintonia, Equiter, Aviapartner and Italconsult) an agreement expired on June 28, 2012

With more than 3.7 millions of passengers in 2011, Turin Airport is the sixth regional airport in terms of traffic (by excluding Rome, Milan and Venice hubs)

During years 2010 and 2011, traffic is increased thanks to an agreement signed with Ryanair upon payment of marketing incentives by the company and Fimpiemonte Partecipazioni

2,8 2,8 2,8 2,8

3,1 3,1 3,3

3,5 3,4 3,2

3,6 3,7

0

0,5

1

1,5

2

2,5

3

3,5

4

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

+ 2.5CAGR 2000-2011

€/millions (Consolidated data) 2009 2010 2011

Revenues 62.2 63.0 64.0EBITDA 15.6 14.8 15.7

EBITDA margin 25.1% 23.5% 24.5%Net Income 5.7 3.5 3.7

Equity 90.8 91.4 91.1PFN 11.7 8.2 13.4

Shareholder structure

FCT S.p.A. (Municipality of Turin) 38,0%Finpiemonte Partecipazioni S.p.A. 8,0%Province of Turin 5,0%

Total public shareholders 51,0%Sintonia S.p.A. 24,4%Equiter S.p.A. 12,4%Tecnoinvestimenti S.r.l. 4,7%SAB S.p.A. 4,1%Treasury shares 3,0%Aviapartner S.p.A. 0,4%Total 100,0%

38

SAGAT S.p.A.: market opportunity

As of today, all of public shareholders have expressed the intention to sell the stake held in the company

In particular, before summer 2012 Municipality and Province of Turin have called for a competitive tender respectively for the sale of 28% and 5% stake in the company, but nobody has submitted the offer

On October 2012, Municipality have called for another competitive tender for the sale of 28% stake in the company; the deadline for submitting an offer is set for November 20, 2012

F2i is interested in the asset and it is working in order to submit the offer