TAV & GATS Workshop 17, 18 March 2008

1. TAV & GATS Workshop 17, 18 March 2008

2. Workshop Objective Two day joint workshop and brainstorm to determine the basis for GATS support and partnership to help TAV achieve its growth and business objectives.

3. Agenda day One (Proposed Start 12:00) • Introductions and Workshop Objectives 15 mins. • GATS Presentation 20 mins. • Presentation by TAV Senior Team: (some GATS suggested headings) • Strategic Overview 30 mins. • Business Model • Risks and Opportunities • Business Development Plan • TAV Turkey 30 mins • Operational challenges • Regional expansion – SE Europe • 2008 business plan challenges

4. Agenda day One (cont.) 3. Presentation by TAV Senior Team: (some GATS suggested headings) cont. • Global Business Development 30 mins • India, N Africa and Middle East etc • Construction Strategy – Role of construction company 30 mins in global TAV development 4. Airport Tour 1 hr 5. Strategic Brainstorm Until Dinner Break

5. Agenda day Two(Proposed Start 09:00) • Review of Day One 15 mins. • Continuation of Brainstorm 2hrs. Lunch in meeting room 30 mins. • (a) Discussion of possible opportunities identified 30 mins. in ‘Strategic Brainstorm’ (b) TAV to outline focus and priorities for areas of action 30 mins. • (a) Discussion on possible projects schedule for GATS support 60 mins. (b) Methodology to engage in joint projects in Turkey 60 mins. and Overseas 5. Agreement on ‘Way Forward’ 30 mins.

6. Workshop Teams LCY • Dr. Sani Sener - President & Group CEO, and Executive Sponsor • Murat Ulug - Chief Financial Officer • Aylin Selen - Managing Director, Investment, Construction and Operation Co • Serkan Kaptan - Director Business Development & Investments • Plus Deputies

7. Workshop Teams GATS • Dr. Rajan Sara - CEO, and Executive Sponsor • John Borkowski - Aviation Consultant • Leon Chasteauneuf - Aviation Consultant • Paul Pereira - Programme Director • Mustaq Kasmani - Project Manager • Dr. Paul Morgan - Director • Steve Mullins - Director

8. Strategic Brainstorm- GATS Suggested Themes • A strategic vision for TAV over the next 10 years • Future cost and margin improvement • Developing TAV’s Airport business • Developing Ataturk Airport’s strategic presence in the region (Greater Istanbul area). • Developing TAV’s other existing airport operations • Developing airport business in the Mediterranean region • Developing airport business in the Middle East and the Indian Sub Continent • Developing airport business in the CIS countries • Winning overseas business and establishing global presence and leadership

9. TAV Strategy Workshop - GATS Suggested Themes • Leveraging TAV’s knowledge base • Leveraging and/or growing TAV’s Construction business • Leveraging and/or growing TAV’s Retail business • Leveraging and/or growing TAV’s Catering business • Leveraging and/or growing TAV’s Ground Handling business • Leveraging and developing TAV’s technology platform and products • A new strategy for HR and resourcing of key TAV operations • Implications of meeting Environmental standards • Achieving world class airport benchmarks • Developing airport business within the EU

10. INTERNAL BRAINSTORM MATERIAL

11. 1. A strategic vision for TAV over the next 10 years TAV needs to define the business sectors that it intends to operate in: Some Suggestions: • Airport management • Passenger Operations • Cargo Operations • Airport construction and modernization • Combination of above • BM (Build and manage) • BOO (build-own-operate) • BOOT(build-own-operate-transfer) • BOT(Build-operate-transfer) • Airport Ownership • 100% ownership Investment • Partial ownership investment • Pure construction •  Aircraft Maintenance Repair and Overhaul

12. 1. A strategic vision for TAV over the next 10 years (Cont.1) Scope of Activities • Airport Management: • Current scope: 25 million passenger/annum • In 5 years: 45 million passengers/annum • In 10 years: 100 million passengers/annum • Airport Construction: - Current scope:$X million in today’s value terms - In 5 years; $2X million - In 10 years: $3x million • Build and Manage: • Current scope: • In 5 years: • In 10 years: • Airport Ownership: • Current scope: • In 5 years: • In 10 years:

13. 1. A strategic vision for TAV over the next 10 years (Cont.2) Scope of Activities (cont.) • Pure construction: • Current scope • In 5 years: • In 10 years: • Aircraft MRO: • Current scope: • In 5 years: • In 10 years: • Implications of joining EU: • In 5 years • In 10 years • Commentaries on the Selected Sectors:

14. 2. Future cost improvement and margin improvement • Ideas on aviation operational improvement • Opportunity to maximize supply chain procurement processes • Benchmarking against other airports • Long-term 3rd party supplier agreements • Maximising opportunities for economies of scale across the TAV Group

15. 3. Developing TAV’s Airport business • Developing Ataturk Airport’s strategic presence in the region (Greater Istanbul area). • Developing TAV’s other existing airport operations • Developing airport business in the Mediterranean region • Developing airport business in the Middle East and the Indian Sub Continent • Developing airport business in the CIS countries

16. 3 a. Developing Ataturk Airport’s strategic presence in the region • Route development for Ataturk Airport (destinations and flight frequency) • Define the relationship with Turkish Airlines • Define the relationship with the other airlines based in Turkey • Define the relationship with the foreign airlines • How do the airline alliances fit in with the future development of Ataturk Airport?

17. 3 a. Developing Ataturk Airport’s strategic presence in the region (cont.) • Transfer traffic and hub development at Ataturk Airport. • Premium product facilities for airlines • Retail offering at Ataturk Airport • Development plan for facilities at the airport (runways/ taxi ways/ terminals/ Cargo facilities/ aircraft MRO/ commercial use of land around the airport site/ surface access)

18. 3 b. Developing TAV’s other existing airport operations • What are the opportunities? • How do they fit with our strategic goals and aspirations? • Is the business economically attractive for us to spend time and effort in pursuit? • What do we need to get access to and to win business opportunities? • Does this make a good fit with our skills/capabilities and ability to deliver resources? • How do we proceed? • How do we rank this in our priorities?

19. 3 c. Developing airport business in the Mediterranean region • What are the opportunities? • How do they fit with our strategic goals and aspirations? • Is the business economically attractive for us to spend time and effort in pursuit? • What do we need to get access to and to win business opportunities in this region? • Does this make a good fit with our skills/capabilities and ability to deliver resources? • How do we proceed? • How do we rank this in our priorities?

20. 3 d. Developing airport business in the Middle East and the Indian sub-continent • What are the opportunities? • How do they fit with our strategic goals and aspirations? • Is the business economically attractive for us to spend time and effort in pursuit? • What do we need to get access to and to win business opportunities in this region? • Does this make a good fit with our skills/capabilities and ability to deliver resources? • How do we proceed? • How do we rank this in our priorities?

21. 3 e.  Developing airport business in the CIS countries • What are the opportunities? • How do they fit with our strategic goals and aspirations? • Is the business economically attractive for us to spend time and effort in pursuit? • What do we need to get access to and to win business opportunities in this region? • Does this make a good fit with our skills/capabilities and ability to deliver resources? • How do we proceed? • How do we rank this in our priorities?

22. 4. Winning overseas business and establish global presence and leadership • What are the opportunities? • How do they fit with our strategic goals and aspirations? • Is the business economically attractive for us to spend time and effort in pursuit? • What do we need to get access to and to win business opportunities in this region? • Does this make a good fit with our skills/capabilities and ability to deliver resources? • How do we proceed? • How do we rank this in our priorities?

23. 5. Leveraging and / or growing TAV’s Knowledge Base • Leveraging and/or growing TAV’s Construction business • Leveraging and/or growing TAV’s Retail business • Leveraging and/or growing TAV’s Catering business • Leveraging and/or growing TAV’s Ground Handling business • Leveraging and developing TAV’s technology platform and products

24. 5a. Leveraging and / or growing TAV’s Construction business • Develop strategies for the region, the Middle East, Asia, Europe, etc.

25. 5 b. Leveraging and/or growing TAV’s Retail business • Opportunities at existing airports • Opportunities at other airports

26. 5 c. Leveraging and/or growing TAV’s Catering business • Opportunities at existing airports • Opportunities at other airports

27.  5 d. Leveraging and/or growing TAV’s Ground Handlingbusiness • Opportunities at existing airports • Opportunities at other airports

28. 5 e. Leveraging and developing TAV’s technology platform and products • Opportunities at other airports • Opportunities within the construction industry • Opportunities within other industries

29. 6.  A new strategy for HR and resourcing of key TAV • Opportunities to standardise existing HR process across the TAV Group (e.g. development of robust succession planning etc) • Reviewing existing learning and development programmes and expanding as appropriate • Apprenticeship schemes to be developed for key aspects of the business • Establishment of the ‘TAV Academy’ • Ensure Health and Safety Policy is standardised across the Group

30.  7. Implications of meeting Environmental standards • Assessing and recognising environmental measures that may have to be introduced into the various elements of the TAV business • Implications and actions arising

31. 8. Achieving world class airport benchmarks • Comparing against IATA league table • Development of standard TAV KPIs and SLAs • Development of TAV QSM

32. 9. Developing airport business within the EU • What are the opportunities? • How do they fit with our strategic goals and aspirations? • Is the business economically attractive for us to spend time and effort in pursuit? • What do we need to get access to and to win business opportunities in this region? • Does this make a good fit with our skills/capabilities and ability to deliver resources? • How do we proceed? • How do we rank this in our priorities?

33. GATS Potential Contribution to TAV • Revenue & Cost Optimisation • Review of day to day operations - Aviation - Facilities & services • Review of supply chain strategy and delivery • Business process optimisation opportunities • Enhancing retail revenues • Winning Overseas Business • Assist with bids for new work overseas (e.g. India and Saudi) • GATS providing ‘on-demand’ support services in critical areas of current operations • Achieving World Class Benchmarks • Provide policy and strategy support on making Ataturk Airport the regional hub operating at best-in-class standards • International retail and operational comparisons • HR & Resourcing Strategy • Review of operational areas and benchmark HR resources against other airport facilities • Establish a separate services entity to manage ‘non-core/non-strategic’ services • Market these services to other operating entities in surrounding areas to generate new revenues

34. GATS Potential Contribution to TAV(cont.) • Space Optimisation • Utilisation and cost benefit review of passenger/retail/support spaces • TAV Technology • Evaluate/develop global IT market strategy for TAV products • Selling TAV technology to other GATS clients, and airports operators overseas • TAV Construction • Leverage of overseas opportunities • Project management methodology • Financial reporting system • Performance & Knowledge Management • Establish centres of excellence (CoE) for key operational functions • Manage and report on KPI’s in Business and Aviation • Establish and manage customer satisfaction surveys and reporting