Amadeus Central Commercial Conference

1. Amadeus Central Commercial Conference Ángel Gallego and guests, VP Western Europe, Middle East and Africa Cannes, France, 14-16 December 2010 1

2. Agenda What is WEMEA? Vision 2013 Conclusion

3. WEMEA’s Code of Professional Behaviour Be customer focused, Pay incentives 1A => €0.50 – €1.50 below competition Travel Agency IT, Non Air: Who cares? €95m revenues Airline legacy, a black box, teeming with resources… Past 5 years = + 13.1% market share, + €75m EBITDA, - 5% FTEs

4. WEMEA

5. WEMEA Organisation Chart

6. WEMEA Organisation Chart

7. Agenda What is WEMEA? Vision 2013 Conclusion

8. WEMEA key pillar of Distribution EBITDA Current trend not enough 1-2% GDS industry growth 1-2% Market Share growth Incentives high inflation Non Air, TA IT slow growth = Small EBITDA CAGR, Stagnating Margins Can we change this destiny? Why create a Regional Strategy

9. Focus of Activity Protectrevenue Expand revenue Be equipped, Be efficient • Improve Product Cycle • Customer Driven • Speed & Cost: Regionalisation • Facilitate Innovation Segment Focus Segment Focus • Online TAs • Corporate Travel • Public institutions • New Players Content Focus Content Focus • Human Resources • 3rd evolution of ACO model • Increase People’s knowledge • Air Ancillary • Air LCC • Hotels • Rail • Leisure • Marketing • Strengthen & adapt Amadeus Brand • Increase market & customer knowledge TA IT Focus TA IT Focus • Increase Selling of TA IT Solution • Mobile • Advertising • Cost Efficiencies • Customer Services • Finance • Protect Offline Point of Sale • Local Mid Office

10. Vision 2013:protecting, expanding revenues and enabling the business 10

11. Protecting our revenues • Online travel agencies • Implement actions of R.O.C to retain and regain market share in WE • Secure first mover status in MEA • Capitalise on servicing tools • Develop and galvanise local segment expertise • Inject right content into MP and deliver the NGFS drops on time • Collaborate with GCIS on OTA accounts

12. Protecting our revenues Corporate Travel • Align market share in corporate travel with market supremacy on the GDS side • Stretch offer beyond the confines of AeTM to gain competitive advantage and generate loyalty • Initiate and intensify relationships with non-GCIS corporations • Enhance go-to-market approach • Secure the right balance of central, regional and local development to improve time-to-market • Gain in implementation support efficiencies

13. Protecting our revenues Offline POS • A strategic MUST • Spain and France most at risk • A blend of solutions for the right content • Apply learnings to other markets • Localisation and specific content integration will make the difference…. • Time is of the essence…..

14. Vision 2013: protecting, expanding revenues and enabling the business

15. Expanding our revenues TA IT Solutions • Opportunity : TA IT is forecast to generate €9.3 million revenues in 2010. With re-focusing existing resources and additional investments, we could reach over €20 million (+130%) in 2013 • Research planned to understand TA IT spend and 3rd party competitors • Implementation plan for organisation and go-to-market approach to support our IT ambition • Halo effect of “selling IT solutions” for other parts of the business • Betting seriously on TA IT means a sea change for Amadeus. • We all have a role to play, are you ready?

16. Expanding our revenues Hotels • Total content, fully sellable and relevant – breath & depth • Aggregator of relevant aggregators in WEMEA • Proactive approach regionally, looking at regional direct connect integration • Evaluation of 3rd party players for content aggregation Rail • Protect rail revenues & Air market share • Central portfolio with local tactical solutions • Expertise closer to the Rail provider • Let´s improve time to market together and accelerate integration of relevant content • Identify and integrate local and regional solutions to improve the WEMEA Hotels offer • To keep protecting and increasing our rail booking fees (SNCF today) • To develop together combined national & international strategies

17. Expanding our revenues • Mobile • Pursue a differentiation strategy and claim a space in mobile in 2011 – otherwise it will be too late • Transactional business model • Partnership approach to improve time to market and enhance services • Dynamic and agile organisation • Initial investment is needed but ROI is achievable in the long term • Mobile is on everyone´s agenda, let´s join forces and attack the potential together

18. Vision 2013: protecting, expanding revenues and enabling the business 18

19. Enabling the Business Product Cycle Evolution • Lifeblood of our business and the lifeline for our customers to remain competitive we should be capable of making the Product Cycle faster, cheaper and more flexible • Customers should sit firmly in the centre of the cycle participating at different stages, they are on the periphery today and we are suffering because of it • Regions should be used as a springboard to reach new levels of product cycle optimisation • The swift identification and efficient partnership management of suitable 3rd parties should be inherent to how we do business • Visibility on the complete portfolio enabling customisation • Jointly address the issue of knowledge & resources

20. Enabling the Business • ACO 3.0 • Organisational evolution is critical for success and should underpin revenue diversification • Continued cost containment is key • Organisation model may not be the same in all ACOs, resulting in vertical, distributed or mixed designs • Well-planned change management necessary • Knowledge • Enable high quality expertise in WEMEA • Fully support business objectives • Capitalise on existing and new approaches 345345345345345 • The Amadeus expertise is in this room… “We need you…!” • Let’s work evolve the organisation together

21. Enabling the Business Brand • Extended brand identity would add value to the effectiveness of the brand • More brand monitoring, engagement and feedback processes from all key stakeholders • A&P budget level needs to be pegged to Vision 2013 business ambitions • Research • Research should support Regional priorities –as per scorecard methodology • Research & CI processes should be enhanced at central, regional and local level • Investment should be increased to match our ambitions • 564564564564564564645645645 • Let's work together to tap into the brand and extract value for sales while respecting the global brand identity • Let´s work together to infuse the brand with more commercial relevance moving forward • Let's put research and CI at the centre of our business activities with adequate resources • Let’s evolve our processes (central/ regional/ local) together

22. Business Focus & Timelines for Implementation Phase 1 (Now – Q2 ’11) Phase 2 (Q3 ’11 – Q2 ’12) Implement Now Keep investigating/ Remove Barriers Implement Later Drop for now • Offline PoS Revenue Protection • Online Tas • Corporate Travel • Air • Public Institutions • New Players Revenue Expansion • TA IT Solutions • Rail • Hotels • Mobile • Advertising Business Enablers • Product Cycle I • Process, Customer Drive & Toolbox • ACO 3.0 I • knowledge I Brand • Product Cycle II-Pooling • Research* • ACO 3.0 II • knowledge II • Product Cycle – Social Networks for Customers

23. Agenda What is WEMEA? Vision 2013 Conclusion

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32. Be Brighter, Bolder, Better

33. Amadeus Central Commercial Conference David Brett, President, Amadeus Asia Pacific Cannes, France, 14-16 December 2010 33

34. Asia Pacific: Greenfield or Minefield?

35. What you probably already know about Asia Pacific… • Home to more than 60% of the world’s population • Fastest growing regional economy • Largest air travel market: 647 million passengers in 2009 vs 638 million in North America • Huge potential – Asiawill account for more than a third of global travel by 2020 (or sooner?)

36. What you might not know about Asia Pacific… • China has more millionaires than Britain or France • The Indian middle class is larger than the entire population of the Middle East • More than 3,500 languages and dialects • Seven APAC markets biased due to national carriers being owners of Abacus • Three markets remain closed or semi-closed due to local CRS dominance and market regulation • Unique cultural differences

37. Just the exchange of your business card can lead to a faux pas

38. Asia Pacific: creating world-firsts

39. APAC Commercial Conference 2010

40. Amadeus has EMERGED In Asia Pacific

41. Multiple challenges require Multiple strategies

42. Strong Airline Bias • South East Asia Global Policy Driven • MCG / TMCs Australia, India, New Zealand HK, Philippines Malaysia, Taiwan, Vietnam, Singapore, Indonesia, Thailand Price vs. Product Trade-offs • Open Markets Australia, India, New Zealand Government / Industry Monopolies • North Asia China, Japan, Korea The APAC Puzzle 42

43. The LCC Factor LCC capacity share within Asia Pacific • “1 in 5 APAC segments will be on LCC by 2012” (Airbus) Indian domestic carrier volumes LCC vs FSC

44. Consolidated Vision 2015 Market Share: 50%+ Alignment to APAC view on PSS/GDS 2010 53 M Bkgs 33 M PBs Market Share: 32.3% Invest in ‘Asianisation’ of offerings Secure LCC position 44

45. Roads to success: Innovation for the region ‘Close to customer’ approach to service and technology Linking distribution with airline IT as a holistic vision

46. Asia Pacific Panel Session

47. John Chapman Director, Airline Group Amadeus Asia Pacific

48. Carlos Romero Director, Market Management Amadeus Asia Pacific

49. Ankur Bhatia Managing Director Amadeus India

50. Airline IT: The ripple effect