Strictly private and confidential May 2012

Amadeus Introductory presentation

May 2012

2010 Amadeus IT Group SA

Disclaimer
These materials are being communicated only to persons who have professional experience in matters relating to investments and to persons to whom it may be lawful to communicate them (all such persons being referred to as relevant persons). These materials are only directed at relevant persons and any investment or investment activity to which the presentation relates is only available to relevant persons or will be engaged in only with relevant persons. Solicitations resulting from these materials will only be responded to if the person concerned is a relevant person. Other persons should not rely or act upon these materials or any of their contents. Investors and prospective investors in securities of the company are required to make their own independent investigation and appraisal of the business and financial condition of the company. This presentation is strictly confidential and is being furnished to you solely for your information. It may not be reproduced or redistributed to any other person, and it may not be published, in whole or in part, for any purpose. These materials may not be removed from the location of the related presentation. By receiving this presentation, you become bound by the above-referred confidentiality obligation. Failure to comply with such confidentiality obligation may result in civil, administrative or criminal liabilities. The distribution of this presentation may also be restricted by law and persons into whose possession this presentation comes should inform themselves about and observe any such restrictions. This presentation does not constitute or form part of any offer for sale or solicitation of any offer to buy any securities in the United States or elsewhere nor shall it or any part of it form the basis of or be relied on in connection with any contract or commitment to purchase shares. Securities may not be offered or sold in the United States absent registration or an exemption from registration under the US Securities Act of 1933, as amended (the Act). Amadeus IT Holding, S.A. (the Company) has not and does not intend to register any securities under the Act or offer any securities to the public in the United States. No reliance may be placed for any purposes whatsoever on the information contained in this document or on its completeness. No representation or warranty, express or implied, is given or will be given by or on behalf of the Company, or their respective affiliates or agents, or any of such persons directors, officers, employees or advisors or any other person as to the accuracy, completeness or fairness of the information or opinions contained in this document and any reliance you place on them will be at your sole risk. In addition, no responsibility, obligation or liability (whether direct or indirect, in contract, tort or otherwise) is or will be accepted by the Company or any other person in relation to such information or opinions or any other matter in connection with this document or its contents or otherwise arising in connection therewith. This presentation includes forward-looking statements. All statements other than statements of historical fact included in this presentation, including, without limitation, those regarding our financial position, business strategy, management plans and objectives or future operations and contracted customers are forward-looking statements. These forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause our actual results, performance or achievements, or industry results, to be materially different from those expressed or implied by these forward-looking statements. These forward-looking statements are based on numerous assumptions regarding our present and future business strategies and the environment in which we expect to operate in the future. Forward-looking statements speak only as of the date of this presentation and we expressly disclaim any obligation or undertaking to release any update of or revisions to any forward looking statements in this presentation, any change in our expectations or any change in events, conditions or circumstances on which these forward-looking statements are based. This presentation also includes certain non-GAAP (Generally Accepted Accounting Principles) financial measures which have not been subject to a financial audit for any period. By attending this presentation you agree to be bound by the foregoing limitations

Amadeus, the leading technology provider for the travel industry

Travel providers Airlines Hotels Railway operators Car rental Tour operators Cruise and ferries Insurance companies Travel agencies Travel buyers

Distribution
Provision of indirect distribution services Online and offline travel agencies

Consumers/ General public Corporate travel departments

IT Solutions
Provision of IT solutions to travel providers

Key global player in the c. 60bn growing travel and technology market

Transaction-based business model: Volume driven, highly resilient and profitable

Two highly synergistic and profitable businesses

Loyal customer base: Long term contracts and over 90% recurring revenues

Strong barriers to entry

Strong cash flow generation profile

Global leader in our two business lines

Global Distribution System (GDS) estimated 2011 market share Passenger Service System (PSS) estimated market share by passengers 2011
Amadeus 27% Others 74%

Amadeus 38% Others 62%

#1

#1

Technology focus & leadership

Sustained ongoing investment

Consistent strategy

Superior execution capabilities

Source: Amadeus estimates based on publicly available information for GDS and PSS market share

A Successful transaction processing model

Distribution
Travel providers
Provision of indirect distribution services (travel agency channel)

Fees for Travel Agency IT

Travel agencies Travel agencies select Amadeus for real-time search, booking, ticketing and other mid and back-office solutions Amadeus pays an incentive fee when a booking is done using the Amadeus system Travel agencies pay IT fees for technology and functionality

Travel providers provide their content to Amadeus, free of cost, obtaining access to a powerful Booking fee distribution channel, travel (transactional fee) agencies around the globe A booking fee is paid to Amadeus when a booking is done in the Amadeus system

Incentive and Distribution fees (transactional fee)

IT Solutions
Provision of IT solutions to travel providers

Travel providers Amadeus provides travel providers (mainly airlines) IT solutions (e.g. mission critical passenger management solutions and e-commerce platform) A transactional fee is paid to Amadeus for the use of the technology

Transactional fees and other revenue

An unparalleled track record

Revenue ( mm) EBITDA ( mm)

1: 4-1 R 0 CAG +5.9% 04: 00R CAG +7.6%

1,817

1: 4-1 R 0 CAG +9.4%

2,707

1,039

04: 00R CAG +9.7%

553

1,357

382

2000

2004

2011(1)

2000

2004

2011 (1)

Note: 2000 and 2004 figures refer to the Amadeus predecessor group entity, listed in the capital markets from 1999 until its delisting in July 2005

% Margin

28.2%

30.4%

38.4%

1. Excluding Opodo. Excludes extraordinary items related to the IPO and the United Airlines IT contract resolution

Amadeus key investment highlights

1

Global leader in a robust Distribution business, with significant barriers to entry Global leader in the IT Solutions business, a established and high growth business with large revenue visibility Successful business model Transaction based: resilient to economic cycle, economies of scale Differentiated technology focus, highly invested Only player in the industry to operate a fully-owned data centre

Synergistic businesses Financial performance: strong growth, profitability and cash flow generation

Global leader in Distribution, having steadily gained market share with travel agencies
44% Amadeus 42% Travelport Sabre

40%
40% 38% 36% 34% 32% 30% 28% 26% 24% 22% 2000

Estimated air market share gain (2000-2010)

38% +12 pp

30%

30%

+0 pp

27% 26%

-13 pp

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Leading GDS globally

Well positioned in fast growing emerging markets

Source: Numbers of travel agency air bookings according to Company estimates. Excludes air bookings made through in-house or single country operators, primarily in China, Japan, South Korea and Russia. Where competitors have merged in past, combined totals shown pre merger. 4th competitor with market share c.5% not shown

thanks to our superior offering which positions us well for further and profitable market share gains
What do travel agencies need? Content Amadeus comprehensive value proposition
Multi year content agreements Wide breadth of global and local content Continuous commitment to innovation Investment in best-in-class technology Leading shopping, booking, and fulfillment functionality Local offices in 73 countries serving over 195 countries System reliability supported by fully owned data-centre Highly experienced local managers with deep expertise and long-standing commercial relationships

Product Functionality

Customer Service & Relationships

Price (Incentives paid)

The balancing item Amadeus superior offering = lower economic incentives

in an industry where market share is critical, generating powerful network effects and barriers to entry
More travel providers on the platform More attractive to travel agencies

Amadeus: Over 700 Airlines, 90,000 hotels + others

More revenues

More investment in IT

Amadeus: Over 130,000 Travel Agencies & airline sales outlets

Better products

More attractive to travel providers

More travel agency subscribers

High barriers to entry: technology and network difficult to replicate Market share critical: global reach as a core GDS value proposition

10

The Distribution business exhibits strong resilience: sustained volumes and pricing power
Amadeus Annual Bookings (m)
428 373 391 431 442 464

Resilient Unit Booking Fee (1) ()

3.58 3.73 3.78 3.78 3.74 3.82 3.81

413

2005
2005 2006 2007 2008 2009 2010 2011

2006

2007

2008

2009

2010

2011

Value-based pricing: based on origin of booking

Local less value, lowest fee Bookings made in travel agencies based in airline home country Regional medium value, medium fee Intermediate between global and local Global most value, highest fee Provide access to difficult to reach customer (e.g. nonhome country)

Resilient volumes: sustained traffic growth + market share gains

Sustained booking fee: value-based pricing model, GDS value proposition

1. Unit booking fee: Booking revenue / total bookings (air and non-air)

11

Key Drivers for the GDS Business showing favourable trends: Global GDP Growth and Disintermediation
Travel Demand Booking Process Competition Dynamics

Traffic Growth

Disintermediation

Market Share

Global GDP Growth

Air Traffic Increase

GDS Market Increase

Amadeus Bookings Increase

Historical ratio between growth in air travel and growth in GDP of 1.3x-1.6x

Direct vs. Indirect Channel: Disintermediation trends slowing down

Amadeus set to continue to gain market share

The GDS Channel remains the most efficient means of travel distribution on a global basis between airlines and travel agencies and travellers

12

Air travel grows at a multiplier to Global GDP growth

2,800
CAGR 79-81: (0.1)% CAGR 91-93: (0.7)% CAGR 00-02: (1.0)% CAGR 03-07: 7.8% CAGR 07-09 (3.0)% Pax traffic Base 1970

2,400

RPKs (Revenue passenger kilometres)

2,000
CAGR 94-00: 5.2% 1.3-1.6x ratio

1,600

CAGR 80s: 4.5% World GDP Base 1970

1,200
CAGR 70s: 7.8%

800
Recessionary Expansionary Expansionary Recessionary Recessionary Expansionary Recessionary Expansionary

400

0 1970

1972 1974

1976 1978

1980 1982

1984

1986 1988

1990 1992

1994 1996

1998

2000 2002

2004 2006

2008 2010 2011F

Historical ratio between growth in air travel and growth in GDP of 1.3x-1.6x

13

Disintermediation risk slowing down

Disintermediation rate slowing down The GDS Value Proposition

Significant shift to direct channel already deployed: Consumer behavior increasingly difficult to change Carriers facing difficulty in shifting volumes to direct channel in non-home markets Markets not subject to disintermediation: corporate travel, complex travel planning Lower economic incentive to avoid GDS fees Further growing the direct channel is inefficient, especially in international markets GDS fees for domestic bookings are similar to cost of direct distribution The travel agency model has evolved (online travel agencies, corporate and niche players), and they effectively compete with direct channels LCCs drove disintermediation (direct channel only), but its market is maturing and many are turning to GDS to access untapped pockets of demand (corporate, global traffic) and address increasing complexity in hybrid business model (e.g. interlining) GDS remain a key enabler of the travel industry and the most efficient distribution channel. Its added value to the industry protects it from threats GDS industry has been challenged several times, but threats proved unsuccessful

Global reach: airlines can distribute their content in more than 200 markets Higher yield: the GDS (travel agency) channel contributes more: Bookings outside home market Premium (business / first class) bookings Processing power: Amadeus absorbs more than 86% of the transactions limiting the strain on airline inventory systems: Partnership opportunities: code sharing and interlining Other: Optional services, improved travel agency efficiency, travel agency network management

Global reach Processing power

High yield customers Partnership opportunities

14

Unique IT Solutions offering

A unique vision, from booking to boarding
Alta Reservation Alta Inventory Alta Departure Control

Customer profiles Availability Bookings Fares & Pricing Ticketing

Inventory control Schedule management Seating management Waitlist management Re-accommodation

Check-in Boarding pass issuance Baggage management Aircraft weight & balance

e-Commerce

Revenue Management

Standalone IT Solutions
Automatic Ticket Changer Revenue Integrity e-Ticket Server etc

Revenue Accounting

e-Retail e-Merchandise Search engine

15

Amadeus Alta A unique community based platform offering significant advantages both to airlines and Amadeus
From Numerous Legacy PSS Providers of System Outsourcing and Application Hosting to Amadeus Community PSS

Core systems: 4,000 man-years Gaps and adaptations: 2,000 man-years

In-House Carriers Systems

40,000 to 60,000 man-years cumulated effort Staff 1 major carrier = 200 heads

6,000 man-years cumulated effort

Staff Airline IT Group ~ 1,600 heads (1)

Community-based platform High economies of scale: core platform designed to support multiple customers Customisation capability: individual customers identify functional requirements and contribute to the platforms funding New customers are attracted by the functional richness of the platform Seamless integration with alliances and partners Automated, flexible, modular, easy to evolve Single data source: simplified processes and increased operating efficiency, improved customer service, significant revenue opportunities

1. Staff dedicated to product development. Including commercial staff, total heads would reach over 2,000

16

Amadeus Alta - Established and high growth business with significant visibility
Volumes - Passengers Boarded (mm)
High visibility with 10-15 year contracts High growth with existing contract backlog 2014 figure estimate based on signed contracts (1)
>750

Alta Growth Drivers

Strong Pipeline
IT Solutions play a vital role in optimising airline business processes Airlines are increasingly cost conscious and willing to outsource: legacy systems (1960s/1970s) are outdated and often cannot address current business needs efficiently 63% of airlines are undertaking plans to upgrade their core passenger services systems (2) Low cost hybrid carriers have IT needs close to full service carriers (interlining, scalability) Alliances are triggering the need for collaborative and open IT platforms Airline mergers act as a catalyst for IT overhauls

CAG

19% 4: + 11 R1

439

R CAG

.8% +28 11: 01

77 35

Already implemented: Cathay Pacific and SAS Singapore: H2 2012 Czech Airlines: H2 2012 Thai Airlines: H1 2013 Asiana: H2 2013 Southwest (Intl): H2 2013 Garuda Indonesia: H1 2014 Korean Air: H2 2014 All Nippon Airways (Intl): H2 2014 Other undisclosed
By 2014

2001

2004

2011

1. Based on contracts signed and scheduled for migration before December 31, 2014. 2014 estimated annual PB calculated by applying the IATAs regional air traffic growth

projections to the latest available annual PB figures, based on public sources or internal information (if already in our platform)
2. Source: SITA Airline IT Trends Survey 2011

17

Our business model has shown strong resilience with profitability not correlated with that of the airline industry
$ Bn
40 35 873 30 25 20 15 10 5 0 0 (5) (10) 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011(3) (200) 491 423 400 533 553 679 616 600 382 800 882 897

mm
Airline sector operating profit(1) ($ Bn) Amadeus EBITDA
(2)

1,200 1,015 1,039 1,000

( mm)

200

(400)

1. Airline sector operating profit source: IATAall IATA scheduled passenger airlines. 2010 based on IATAs forecast 2. EBITDA excludes extraordinary items. 2000-2004 figures refer to predecessor group entity pre-LBO 2011 EBITDA does not include Opodo (negatively affecting comparability with 2010 numbers) 3. 2011 Airline sector operating profit forecast. Actual figure not available.

18

Strong technology focus and leadership supported by ongoing investment

R&D expenditure (mm, incl. capitalised R&D)

Total accumulated 2004-2011: c. 2.0bn

CAGR 041
228

1: +12.9%
257

349

364

191 156
8.6% 9.0%

217
9.3%

236

8.8%

9.4%

10.6%

13.0%

13.4%

2004

(1)

2005

2006

2007 R&D

2008 % of Revenue

2009

(2)

2010

2011

Shift to open systems (3)

100% 80% 60% 40% 20% 0% 1996 1998 Legacy 2000 2002 2004 2006 2008 Unix Open Systems Linux Open Systems 2010 2012

Automated Flexible Modular Easy to evolve

1. 2004 figures refer to predecessor group entity 2. Revenue including Opodo. 2009 Revenue adjusted for IFRIC 18 3. Illustrative chart; based on platform activity and payload

19

Only transaction processor with synergistic businesses

Technological
Shared platform Shared in-house data centre Shared network Common application software

Commercial

Distribution

Cross-selling to shared customer base Shared global sales presence

IT Solutions

Organisational
Local presence to support both areas Customer support infrastructure

Industry knowledge
Deep sector expertise

Hard to replicate

Improves group margins

Drives competitive advantage

20

Amadeus has delivered strong Revenue and EBITDA growth and increased profitability since 2004
Revenue (mm)
Post-IFRIC, excl. Opodo

09: +6.3% CAGR 04

2,116 1,817 2,322 2,578

2,505

2,461

% 1: +7.4 R 091 CAG 2,707

2,348 2,594

3000

2500

2004

2005

2006

2007

(1)

2008

2009

2009

2010

2011

210

2000

EBITDA and Margin (mm)

160
Post-IFRIC, excl. Opodo

1500

09: +10.2% CAGR 04

1000
553 616 29.1% 679 29.2% 33.9% 35.2% 873 882

9.7% 11: + GR 09 CA
897 863 976

Resilient: over 90% recurring revenues and 85% transactional revenues Not linked to airline profits / ticket prices Visibility of future growth Operating leverage Long-term contracts Loyal customer base

1,039

110

500

36.5%

36.8%

37.8%

38.4%

60

30.4%

0
2004 2005 2006 2007 2008 2009 2009 2010
(2)

10
2011
(2)

EBITDA

EBITDA Margin

Note: 2004 refers to Amadeus predecessor group entity 1. Karavel sold in 2008. Impact of Karavel in 2007 was 111mm 2. EBITDA excludes extraordinary items related to the IPO and, in 2011, the United Airlines IT contract resolution

21

Both Distribution and IT Solutions have performed strongly

Distribution
Revenue
1,937

IT Solutions
8.5%
1,992

(0.3%)
1,931

(4.9%)

4.4%
2,079

Revenue

9.6%

2.2%

17.7%
601

4.4%
628

1,836

500 456

511

2007

2008

2009

2010

2011

2007

2008

2009(1)

2010

2011

Contribution
Contribution 934.7 48.2% As % of Revenue 907.2 47.0% 926.3 46.5% 950.4

Contribution
Contribution

Pre-IFRIC

Post-IFRIC

As % of Revenue 455.9

872.8 47.5%

409.5 309.9 334.5 66.9% 349.5 68.1%

45.7%

72.6%

68.0%

65.8%

2007

2008

2009(1)

2010

2011

2007

2008

2009

(1)

2010(2)

(2) 2011

Resilient in the downturn, benefiting from strong rebound in the recovery Margins largely resilient
1. 2.

Growth driver for the group independent of cycle, providing significant visibility Operating leverage in the business favours margin expansion

2009 figures adjusted for IFRIC 18 Revenue and EBITDA including Opodo. EBITDA excludes extraordinary items related to the IPO and, in 2011, the United Airlines IT contract resolution Note: contribution is calculated after deducting from our revenue those operating costs which can be directly allocated to the business (variable costs and those product development, marketing and commercial costs which are directly attributable to each business).

22

Strong free cash flow generation and growth, leading to significant de-leveraging
Pre-tax free cash flow(1) (mm) Net debt / EBITDA(2)

11.7% 411: GR 0 CA
829 770 705 624 504 374
(3)

5.4x

779

811
4.6x 4.2x 3.6x

2.5x
81.8% 91.9% 88.3% 80.0% 87.6% 81.7% 73.5%

67.7%

1.75x

2004 FCF

2005

2006

2007

2008

2009(4)

2010

2011

Jun-07

Dec-07

Dec-08

Dec-09

Dec-10

Dec-11

%Cash Conversion

23

1. Defined as: EBITDA including Opodo (and, in 2011, the payment from United Airlines contract resolution) capex extraordinary items (LBO and IPO related costs) 2. Covenant definition. 3. 2008 capex adjusted for the purchase of a perpetual TPF license 4. Adjusted for IFRIC 18

change in working capital. EBITDA excludes

Overview of Amadeus Debt Structure

Debt Maturity Profile as of June 2012 (mm)
30

EIB Loan Bridge Loan Euro Bond Bank Financing

12.5 106 200 250 300 35 2015 2016 2017 35 2018 35 2019 35 2020 17.5 2021 750

In May 2011, Amadeus signed an agreement with a group of international banks to refinance its existing debt through a new senior unsecured credit facility Covenants: - Max. 3.0x Net Debt/ EBITDA - Min. 3.0x interest coverage In July 2011, Amadeus refinanced part of the bridge loan with a 750 MM 5-year Euro Bond In May 2012 the liquidity position of the company was further reinforced with the signature of a new 200m revolving credit facility. A 200m development loan was signed with the European Investment Bank to finance R&D in IT In June 2012 the bridge loan was partially cancelled (350m) with existing cash

150 2012

2013

2014

Summary terms of the facilities

Description Amortizing Term Loan Euro Bond Bridge loan Amount Maturity Comment Amortising: bi-annual payments from May 2013 Approx. 500 MM drawn in Euro / 400 in US Dollar Bullet in July 2016 Remaining part of the original Tranche B, partially amortised Amortising: bi-annual repayments from Nov 2015 (first tranche of 150m) and Nov 2016 (second tranche of 50m) Senior loan to finance R&D investment in IT Currently undrawn Available liquidity to cover working capital needs and other

Bank financing Capital markets financing Bridge Loan

900m 750m 106m 150m 50m 100m 200m

Nov 2015 July 2016 May 2013 May 2021 May 2021 May 2013 Dec 2014

EIB Loan

Development loan

Revolving Credit Facilities

Revolver

24

Current Trading

25

Air Traffic and GDS industry continue to show extraordinary resiliency

Air Traffic (1) (% Growth, year-on-year)
FY: 5.9% FY: 2.2%
7.7% 7.4%

GDS bookings (% Growth, year-on-year)

4.6%

5.4%

5.3% 4.4%

3.3% 1.9% 2.0%

1.6%

Q1 '11

Q2 '11

Q3 '11

Q4 '11

Q1 '12

Q1 '11

Q2 '11

Q3 '11

Q4 '11

Q1 '12

26

1.

Measured in RPKs (Revenue-Passenger Kilometer)

2011 Amadeus IT Group SA

Strong air traffic growth (7.4%) in Q1 2012, with very strong international and domestic traffic Air travel growth rates positively impacted by last year events such as the Arab Spring in the Middle East and North Africa IATA estimates the impact of these effects at around 2p.p. total traffic growth, still leaving a steady improvement in travel volumes

Significant GDS industry growth of 4.6% driven by: A recovery in the US industry, back to growth A significant recovery in Middle East and North Africa, as well as in Japan, areas which suffered a strong negative impact in Q1 2011 Continued outperformance of Latin America and CESE Disintermediation still mostly linked to the Asian markets, given the negative impact of LCCs

Key Performance Indicators

Q1 2011(1) Q1 2012(1) Volumes
GDS Industry Growth (%) Amadeus Air Bookings (m) Passengers Boarded (PB) (m)

% Change

1.6% 108.6 94.0

4.6% 115.9 115.9 6.7% 23.3%

Financial Results (mm)

Revenue EBITDA Adjusted (2) profit from continuing operations

704.3 291.4 137.4

764.1 307.2 167.9

8.5% 5.4% 22.1%

Investment (mm)
R&D

85.1 73.3

93.4 73

9.7% (0.3%)

Capex

1.Figures exclude extraordinary costs related to the IPO 2.Excluding after-tax impact of: (i) amortisation of PPA and impairment losses, (ii) changes in fair value from financial instruments and nonoperating exchange gains (losses) and (iii) extraordinary items related to the sale of assets and equity investments

27

2011 Amadeus IT Group SA

Group revenue growth supported by both Distribution and IT Solutions

Group Revenue ( mm) Distribution / IT Solutions Revenue ( mm)
Distribution
553.5

8.0%
597.6

8.5%
764.1 704.3

Q1 2011

Q1 2012

IT Solutions
150.9

10.4%
166.6

Q1 2011

Q1 2012

Q1 2011

Q1 2012

Distribution growth driven by (i) good industry performance, (ii) market share gains and (iii) improvement on the average pricing in the period IT Solutions continued its growth trend both on transactional and non-transactional revenue IT Transactional growth primarily driven by the increase in PB volumes in relation to recent migrations, such as bmi, airberlin and Norwegian Air Shuttle, which took place at the end of 2011, and Cathay Pacific and SAS, in Q1 2012
28

2011 Amadeus IT Group SA

Group revenue growth of 8.5%, based on 8.0% and 10.4% growth in Distribution and IT Solutions revenue, respectively

Strong growth at EBITDA and Profit level

EBITDA (1) ( mm) Adjusted Profit (2) ( mm) and EPS ()
Adjusted EPS (3)
5.4%
307.2 291.4
0.31

+21.6%
0.38

+22.1%
167.9

41.4%

40.2%

137.4

Q1 2011 EBITDA

Q1 2012 EBITDA margin (%)

Q1 2011 Q1 2012

1. 2.

29

3.

Excludes extraordinary items related to the IPO Defined as Profit from continuing operations excluding the after-tax impact of the following items from continuing operations: (i) amortisation of PPA and impairment losses, (ii) changes in fair value of financial instruments and non-operating exchange gains / (losses) and (iii) extraordinary items related to the sale of assets and equity investments and the IPO Based on Adjusted profit from continuing operations attributable to the parent company

2011 Amadeus IT Group SA

Significant growth in our Group EBITDA based on the positive performance of our business lines Contribution in Distribution and IT Solutions increased vs. last year

Significant Adjusted profit and EPS growth in 2011, mainly driven by EBITDA growth and a remarkable reduction in interest expenses

Cash flow generation and deleveraging

Cash flow(1) ( mm) Net Debt to LTM EBITDA(2) (x)

+48.5%

166.2
1.75x 1.65x

111.9

Q1 2011

Q1 2012

Q1 2011

Q1 2012

Cash flow generation of 166.2 million in Q1 2012, up 48.5% vs. Q1 2011, mainly due to: Increased EBITDA and significant reduction in interest expense,
2011 Amadeus IT Group SA

Partially offset by a negative contribution from change in working capital (no use of factoring in 2012) and cash outflow in equity investments, driven by the acquisition of airconomy, as well as certain payments to advisors related to the sale of Opodo which were accrued in 2011 Fast deleveraging to 1.65x net debt / EBITDA Even after the payment of an interim dividend in a total amount of 78.1 million

1. 2.

Defined as: EBITDA (-) capex (+/-) change in net working capital (-) cash tax (-) interest and financial fees. Calculation excludes non-operating cashflows, cashflows from extraordinary items and equity investments. EBITDA excludes Opodo contribution in 2011 and IPO costs. Covenant debt and LTM EBITDA as defined in the Senior Credit Agreement

30

Summary Group Income Statement

Summary Group Income statement (Figures in milion euros) Revenue
% Change

2009
2,348 n.a. (601) (588) (346) (294) 519 n.a. (176) (1) 342 n.a. (93) 249 3 251 n.a.

2010
2,594 10.5% (653) (640) (342) (321) 637 22.8% (219) 2 421 23.1% (122) 299 6 305 21.2%

2011
2,707 4.4% (678) (681) (242) (306) 800 25.6% (169) 55 686 63.1% (219) 468 (2) 466 52.9%

Cost of revenue Personnel an related expenses Depreciation and amortization Other operating expenses Operating Income
% Change

Net financial expense Other income / (expense) Profit before income taxes
% Change

Income taxes Profit after taxes

Share in profit / (losses) from associates and JVs

Profit for the period

% Change

Other financial information EBITDA

EBITDA margin (%)

2009
863 36.8% 344

2010
976 37.6% 403 17.4% 0.90 17.0%

2011
1,039 38.4% 487 20.7% 1.09 20.8%

Adjusted profit for the year

% Change

n.a.
0.77 n.a

Adjusted EPS
% Change

31 Note: Figures shown in this table exclude Opodo.

2011 Amadeus IT Group SA

Shareholder Structure

Board, 0.15% Treasury shares, 0.47%

Air France, 7.73% Lufthansa, 7.61% Iberia, 7.50%

Free float, 76.55%

Total

447,581,950

100.00%

(1) Voting rights suspended for as long as the shares are held by our company

32

2011 Amadeus IT Group SA

Shareholders Socit Air France Lufthansa Commercial Holding, GmbH Iberia, Lneas Areas de Espaa Sociedad Annima Operadora, SAU Free float Treasury shares(1) Board of Directors

Shares 34,578,223 34,073,439 33,562,331 342,616,685 2,093,760 657,512

% Ownership 7.73% 7.61% 7.50% 76.55% 0.47% 0.15%

Brighter, Bolder, Better

33

2010 Amadeus IT Group SA