Brighter, Bolder, Better is Amadeus' introductory presentation highlighting that it is the global leader in travel technology. It provides concise summaries of its two business lines: 1) Global Distribution System (GDS) - Amadeus is the leading GDS with a 37% market share, providing indirect distribution services to travel agencies. 2) Passenger Service System (PSS) - Amadeus has a 30% market share of passengers handled by its PSS solutions that provide IT solutions to travel providers. Amadeus has a successful transaction-based business model in both businesses that is highly resilient and profitable.

1. Brighter, Bolder, Better
Strictly private and confidential
November 2011
Amadeus
Introductory
presentation
© 2010 Amadeus IT Group SA

2. Disclaimer
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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
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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
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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
2

3. Amadeus, the leading technology provider for the travel
industry
Travel Travel
Travel providers buyers
agencies
Airlines
Consumers/
Distribution General
Hotels Provision of indirect distribution services public
Online and
offline travel
Railway operators agencies Corporate
travel
Car rental departments
Tour operators
Cruise and ferries
IT Solutions
Provision of IT solutions to travel providers
Insurance companies
Key global player in the c. €60bn growing Transaction-based business model: Two highly synergistic and profitable
travel and technology market Volume driven, highly resilient and profitable businesses
Loyal customer base: Long term contracts
Strong barriers to entry Strong cash flow generation profile
and over 90% recurring revenues
3

4. Global leader in our two business lines
Global Distribution System (GDS) Passenger Service System (PSS)
estimated 2010 market share estimated market share by passengers 2010
Amadeus Amadeus #1
#1
37% 30%
Others Others
63% 70%
Technology focus & Sustained ongoing
+
leadership investment
Superior execution
Consistent strategy +
capabilities
Source: Amadeus estimates based on publicly available information for GDS and PSS market share
4

5. A Successful transaction processing model
Distribution
Provision of indirect distribution services
Travel (travel agency channel) Travel
providers agencies
Fees for Travel
Agency IT
Travel providers provide their Travel agencies select Amadeus
content to Amadeus, free of cost, for real-time search, booking,
obtaining access to a powerful ticketing and other mid and
Booking fee back-office solutions
distribution channel, travel (transactional fee)
agencies around the globe Amadeus pays an incentive fee
Incentive and when a booking is done using
A booking fee is paid to
Distribution fees the Amadeus system
Amadeus when a booking is done (transactional fee)
in the Amadeus system Travel agencies pay IT fees for
technology and functionality
IT Solutions
Provision of IT solutions to travel providers
Travel
providers
Amadeus provides travel providers
(mainly airlines) IT solutions (e.g. Transactional fees
mission critical passenger management and other revenue
solutions and e-commerce platform)
A transactional fee is paid to
Amadeus for the use of the technology
5

6. An unparalleled track record
Revenue(1) (€ mm) EBITDA(1) (€ mm)
’10: ’10:
R ‘04- R ’04-
CAG +6.7% CAG 10.6%
+
1,015
2,683
’04:
‘00- ’04:
R
CAG +7.6% R ‘00-
CAG +9.7%
1,817
553
1,357
382
2000A 2004A 2010A 2000A 2004A 2010A
% Margin 28.2% 30.4% 37.6%
Note: 2000 and 2004 refer to Amadeus predecessor group entity
1. Including Opodo. Excludes extraordinary items mostly in relation to LBO and IPO related costs
6

7. Amadeus key investment highlights
1 Global leader in a robust Distribution business, with significant barriers to entry
2 Global leader in the IT Solutions business, a established and high growth
business with large revenue visibility
3 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
4 Synergistic businesses
5 Financial performance: strong growth, profitability and cash flow generation
7

8. 1 Global leader in Distribution, having steadily gained
market share with travel agencies …
44%
Amadeus Travelport Sabre Estimated
42% air market share
40% gain (2000-2010)
40%
38%
37% +11 pp
36%
34%
32%
30% 30% +0 pp
30%
28%
28% -12 pp
26%
26%
24%
22%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
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
8

9. 1
…thanks to our superior offering which positions us well
for further and profitable market share gains …
What do travel agencies need? Amadeus comprehensive value proposition
Multi year content agreements
Content
Wide breadth of global and local content
Continuous commitment to innovation
Product Functionality Investment in best-in-class technology
Leading shopping, booking, and fulfillment functionality
Local offices in 73 countries serving over 195 countries
Customer Service & System reliability supported by fully owned data-centre
Relationships Highly experienced local managers with deep expertise
and long-standing commercial relationships
The balancing item
Price (Incentives paid)
Amadeus superior offering = lower economic incentives
9

10. 1
… in an industry where market share is critical,
generating powerful network effects and barriers to entry
More travel More attractive
providers on to travel
the platform agencies
More
More
investment Amadeus:
Amadeus: revenues
in IT Over 130,000
Over 700
Travel Agencies
Airlines,
& airline sales
90,000 hotels
outlets
+ others
Better
products
More attractive More travel
to travel agency
providers subscribers
High barriers to entry: technology and network difficult to replicate
Market share critical: global reach as a core GDS value proposition
10

11. 1 The Distribution business exhibits strong resilience:
sustained volumes and pricing power
Amadeus Annual Bookings (m) Resilient Unit Booking Fee (1) (€)
€3.82
442 €3.58 €3.73 €3.78 €3.78 €3.74
428 431
413
391
373
2005 2006 2007 2008 2009 2010
Value-based pricing: based on origin of booking
Local Regional Global
less value, medium value, most value,
2005 2006 2007 2008 2009 2010 lowest fee medium fee highest fee
Bookings made in Intermediate Provide access to
travel agencies between global difficult to reach
based in airline and local customer (e.g. non-
home country home country)
Resilient volumes: Sustained booking fee:
sustained traffic growth + market share gains value-based pricing model, GDS value proposition
1. Unit booking fee: Booking revenue / total bookings (air and non-air)
11

12. 1
Key Drivers for the GDS Business showing favourable
trends: Global GDP Growth and Disintermediation
Booking
Travel Demand Competition Dynamics
Process
Traffic Growth Disintermediation Market Share
Amadeus
Global GDP Air Traffic GDS Market
Bookings
Growth Increase Increase
Increase
Historical ratio between Direct vs. Indirect Channel:
growth in air travel and Disintermediation trends Amadeus set to continue to
growth in GDP of 1.3x-1.6x slowing down 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

13. 1 Air travel grows at a multiplier to Global GDP growth
2,800
CAGR CAGR CAGR CAGR CAGR
79-81: 91-93: 00-02: 03-07: 07-09
2,400 (0.1)% (0.7)% (1.0)% 7.8% (3.0)%
Pax traffic
Base 1970
RPKs (Revenue passenger kilometres)
2,000
CAGR 94-00: 5.2% 1.3-1.6x ratio
CAGR 80s: 4.5%
1,600
World GDP
Base 1970
1,200
CAGR 70s: 7.8%
800
Expansionary
Expansionary
Recessionary
Recessionary
Recessionary
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
Sources: ICAO Passenger figures, IMF and Amadeus
Historical ratio between growth in air travel and growth in GDP of 1.3x-1.6x
13

14. 1
Disintermediation risk slowing down
Disintermediation rate slowing down The GDS Value Proposition
Significant shift to direct channel already deployed:
Global reach: airlines can distribute their content
Consumer behavior increasingly difficult to change
in more than 200 markets
Carriers facing difficulty in shifting volumes to
direct channel in non-home markets Higher yield: the GDS (travel agency) channel
contributes more:
Markets not subject to disintermediation:
corporate travel, complex travel planning Bookings outside home market
Lower economic incentive to avoid GDS fees Premium (business / first class) bookings
Further growing the direct channel is inefficient,
Processing power: Amadeus absorbs more than
especially in international markets
86% of the transactions limiting the strain on
GDS fees for domestic bookings are similar to cost airline inventory systems:
of direct distribution
Partnership opportunities: code sharing and
The travel agency model has evolved (online travel
interlining
agencies, corporate and niche players), and they
effectively compete with direct channels Other: Optional services, improved travel agency
LCCs drove disintermediation (direct channel only), but efficiency, travel agency network management
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 High yield
Global reach
business model (e.g. interlining) customers
GDS remain a key enabler of the travel industry and the Processing Partnership
most efficient distribution channel. It’s added value to power opportunities
the industry protects it from threats
GDS industry has been challenged several times,
but threats proved unsuccessful
14

15. 2 Unique IT Solutions offering
A unique vision, from booking to boarding
Altéa Reservation Altéa Inventory Altéa Departure Control
Customer profiles Inventory control Check-in
Availability Schedule management Boarding pass issuance
Bookings Seating management Baggage management
Fares & Pricing Waitlist management Aircraft weight &
Ticketing Re-accommodation balance
e-Commerce Revenue Management Standalone IT Solutions
Automatic Ticket Changer
Revenue Integrity
e-Ticket Server
Revenue Accounting etc…
e-Retail
e-Merchandise
Search engine
15

16. 2 Amadeus Altéa – A unique community based platform offering
significant advantages both to airlines and Amadeus
From Numerous Legacy PSS… … to Amadeus Community PSS
Providers of System Outsourcing
and Application Hosting 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 6,000 man-years cumulated effort
Staff 1 major carrier = 200 heads 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
platform’s 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

17. 2 Amadeus Altéa - Established and high growth business
with significant visibility
Volumes - Passengers Boarded (mm) Altéa Growth Drivers
High visibility with 10-15 year contracts 2014 figure Strong Pipeline
estimate based on
High growth with existing contract backlog signed contracts (1) IT Solutions play a vital role in
>725 optimising airline business processes
Airlines are increasingly cost conscious
and willing to outsource: legacy systems
x
(1960’s/1970’s) are outdated and often
+1.9 cannot address current business needs
Air Berlin: H1 2012 efficiently
BMI: H1 2012 63% of airlines are undertaking plans to
.0%
+30 372 Cathay Pacific: H1 2012
10: upgrade their core passenger services
R 01– Singapore: H1 2012
CAG systems (2)
SAS: H1 2012
Thai Airlines: H2 2013 Low cost hybrid carriers have IT needs
Asiana: H2 2013 close to full service carriers (interlining,
Korean Air: H2 2014 scalability)
ANA: H2 2014 Alliances are triggering the need for
77
35 Other undisclosed collaborative and open IT platforms
Airline mergers act as a catalyst for IT
2001 2004 2010 By 2014 overhauls
1. Based on contracts signed at December 31, 2010 and scheduled for migration before December 31, 2014. 2014 estimated annual PB calculated by applying the IATA’s
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

18. 3 Our business model has shown strong resilience with
profitability not correlated with that of the airline industry
40 1,200
Airline sector operating profit(1) (€ Bn)
Amadeus EBITDA(2) (€ mm) 1,015
35
1,000
873 882 897
30
800
679
25
616
533 553
600
20 382 491
423
15 400
10
200
5
0
0
(200)
(5)
(10) (400)
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
1. Airline sector operating profit source: IATA–all IATA scheduled passenger airlines. 2010 based on IATA’s forecast
2. Includes Opodo and excludes extraordinary items. 2000-2004 figures refer to predecessor group entity pre-LBO
18

19. 3
Strong technology focus and leadership supported by
ongoing investment
R&D spend (€mm, incl. capitalised R&D)
Total accumulated 2004-2010: c. €1.6bn
349
–10: 14.4%
CAGR 04
257
228 236
217
191
156
(1)
2004 2005 2006 2007 2008 2009 2010
% of Rev (2) 8.6 9.0 9.3 8.8 9.4 10.6 13.0
Shift to open systems (3)
100%
80%
Automated
60% Flexible
40%
Modular
20%
0%
Easy to evolve
1996 1998 2000 2002 2004 2006 2008 2010 2012
Legacy Unix – Open Systems Linux – Open Systems
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

20. 4 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 IT Solutions
Shared global sales presence
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

21. 5 Amadeus has delivered strong Revenue and EBITDA
growth and increased profitability since 2004
Revenue (€mm)
7%
CAGR 04–10: 6. Resilient: over 90%
2,578
2,505
2,683 recurring revenues and
2,322 2,425
2,116 85% transactional
1,817
revenues
Not linked to airline profits
/ ticket prices
2004 2005 2006 2007
(1)
2008
(1)
2009
(2)
2010
(3)
Visibility of future growth
EBITDA and Margin (€mm) Operating leverage
Long-term contracts
Loyal customer base
1 0.6%
04–10: 1,015
CAGR
873 882 889
679 37.8%
616 36.7%
553 35.2%
29.2% 33.9%
30.4%
29.1%
2004 2005 2006 2007 2008 2009 (2) 2010 (3)
Note: 2004 refers to Amadeus predecessor group entity
1. Karavel sold in 2008. Impact of Karavel in 2007 was €111mm
2. Revenue and EBITDA adjusted for IFRIC 18. Reported figures (before IFRIC 18) were Revenue = €2,461 MM, EBITDA = €897 MM and EBITDA Margin = 37.6%
3. Revenue and EBITDA including Opodo. EBITDA excludes extraordinary items
21

22. 5 Both Distribution and IT Solutions have performed strongly
Distribution IT Solutions
Revenue (0.3%) (4.9%) 8.5% 9.6%) 9.6%) 9.8%
Revenue
1,937 1,931 1,992 601
1,836
500 511
456
(2)
2007 2008 2009 2010 2007 2008 2009 2010
Contribution Contribution Pre-IFRIC Post-IFRIC
48.2% 47.0% 47.5% 46.5%
68.1%
934.7 907.2 926.3 68.0% 65.8%
872.8 66.9%
409.5
334.5 349.5
309.9
(1) (1)
2007 2008 2009 2010 2007 2008 2009 2010
Resilient in the downturn, benefiting from strong Growth driver for the group independent of cycle,
rebound in the recovery providing significant visibility
Margins largely resilient Operating leverage in the business favours margin
expansion
1. Excludes extraordinary items
2. 2009 figures adjusted for IFRIC 18
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

23. 5
Strong free cash flow generation and growth, leading to
significant de-leveraging
Pre-tax free cash flow(1) (€mm) Net debt / EBITDA(2)
% 829
14.2
4–10: 779
G R0 770 705 (3) 5.4x
CA
625
624 4.6x
504 4.2x
374 3.6x
2.5x
1.75x
(4)
2004 2005 2006 2007 2008 2009 2010 Jun-07(5) Dec-07 Dec-08 Dec-09 Dec-10 Sep-11
% Cash 67.7 81.8 91.9 88.3 80.0 87.6 81.7
conversion
1. Defined as: EBITDA including Opodo – capex + change in working capital. EBITDA excludes extraordinary items (LBO and IPO related costs)
2. Covenant definition. 2009 and 2010 indebtedness and EBITDA include Opodo within the consolidation perimeter, while in 2007 and 2008 it was not included
3. 2008 capex adjusted for the purchase of a perpetual TPF license
4. Adjusted for IFRIC 18
5. June 2007 leverage ratio based on LTM reported EBITDA
23

24. 5
Overview of Amadeus’ Debt Structure
Debt Maturity Profile Post Refinancing Signed in May 2011 (€mm)
Bridge Loan In May 2011, Amadeus
signed an agreement with
Euro Bond
a group of international
Bank Financing banks to refinance its
456
existing debt through a
750
new senior unsecured
credit facility
300
One of the key steps of the
250 Group’s long-term strategy,
200
150
the deal brings:
- More flexibility
2011 2012 2013 2014 2015 2016 2017 2018
- Maturity extension
- Cost reduction
Summary terms of the facilities - Diversification of funding
sources
Description Amount Tenor Comment Covenants:
- Max. 3.0x Net Debt/
Bank financing
Amortizing
€900m
4.5 yr (Nov 2015) Amortizing, approx. €500 MM drawn in Euro, EBITDA
Term Loan (3yr avg. life) approx. €400 drwan in US Dollar
- Min. 3.0x interest
Capital markets coverage
Euro Bond €750m 5 yr (July 2016) Bullet in July 2016
financing
Bridge to capital Provides flexibility to approach capital In July 2011, Amadeus
Bridge Loan €456m 2 yr (May 2013) refinanced part of the
markets markets in due course
Revolving
st
1 yr: €200m 2 yr (May 2013) Currently undrawn bridge loan with a €750
Revolver MM 5-year Euro Bond
Credit Facility 2nd yr: €100m (1.3yr avg. life) Used to cover working capital needs
24

25. Current Trading
25

26. Recent Industry Performance
Air Traffic (1,2) (% Change, year-on-year) GDS bookings (% Change, year-on-year)
8.6% 8.7% YTD(2): 6.3% 9.6% 9.5%
7.7% 7.7%
7.1%
7.6%
5.4% 5.3%
YTD: 2.2%
4.4%
3.3%
1.9%
1.6%
Q1 '10 Q2 '10 Q3 '10 Q4 '10 Q1 '11 Q2 '11 Q3 '11 Q1 '10 Q2 '10 Q3 '10 Q4 '10 Q1 '11 Q2 '11 Q3 '11
Q3 2011 total air traffic growth of 5.3%, with a stronger than Modest 2.2% YTD growth in the GDS industry driven by:
expected traffic evolution in September, after a slowdown in Higher base of comparison: the GDS industry
August experienced a strong recovery (8.9% growth) in the
Significant gap between domestic traffic (growing at 2.9%) and first nine months of 2010
international traffic (+6.7%): weak domestic markets are Significant underperformance experienced in the US,
negating the impact of stronger international markets and to a lesser extent in Western Europe, the two
Generally speaking, the rise in air travel in Q3 was broad- largest markets, representing more than 60% of the
© 2011 Amadeus IT Group SA
based, across domestic and international markets. The industry
strongest performances were registered by airlines from Latin Slowdown in certain countries in Asia & Pacific
America. There were also strong increases in China and India. Recovery in Q3 mostly driven by a rebound in the MEA and
European airlines continue to see robust growth in traffic, at APAC regions vs. a weak performance in the first half of the
levels which are comparable to the Middle Eastern carriers. year, as well as an improvement in volumes in Western
Normalized level of disintermediation Europe
1. Measured in RPKs (Revenue-Passenger Kilometer)
2. Note that Q1, Q2, Q3 and YTD 2011 figures represent total (international + domestic) traffic growth, while growth in previous quarters measures
international traffic only
26

27. Key Performance Indicators
Sep YTD 2010(1) Sep YTD 2011(1) % Growth
Volumes
Total GDS Industry
Growth (%) 8.9% 2.2%
Total Amadeus Air TA
293.7 307.7 4.8%
Bookings (m)
Passengers Boarded
270.6 327.5 21.0%
(PB) (m)
Financial Results (2) (€mm)
Revenue from
1,986.1 2,059.8 3.7%
continuing operations
EBITDA from continuing
788.0 835.6 6.0%
operations
Adjusted (3) profit for the
period from continuing 335.3 400.6 19.5%
operations
Investment (€mm)
© 2011 Amadeus IT Group SA
R&D 224.4 252.3 12.4%
Capex 191.3 231.3 20.9%
1.Figures exclude extraordinary costs related to the IPO
2.Excluding Opodo
3.Excluding after-tax impact of: (i) amortisation of PPA and impairment losses, (ii) changes in fair value from financial instruments and non-
operating exchange gains / (losses) and (iii) extraordinary items related to the sale of assets and equity investments, the debt refinancing
and the United Airlines contract resolution
27

28. Sep YTD 2011 Financial Review:
Sustained revenue growth, profitability levels in line with expectations
Reported Revenue by Business Line (€ mm) Contribution by Business Line (2) (€ mm)
+3.9% 73.9%
68.6%
1,588.4
48.0% 47.3%
1,528.9
+2.4% 751.8
Distribution
+3.1% 733.9
IT Solutions +10.9%
471.4
457.1 Contribution Margin %
+X.X% Growth rate (y-o-y) 348.2
313.8
Sep YTD 2010 Sep YTD 2011
Adjusted Revenue by Business Line (1) (€ mm)
+4.7%
Sep YTD 2010 (1) Sep YTD 2011 (1)
1,588.4
1,516.4 Growth delivered in all businesses, both in revenue and
contribution
7.6% 4.7% and 7.6% growth in Distribution and IT
Solutions revenue, on a comparable basis (1)
© 2011 Amadeus IT Group SA
476.0
442.6 Increased group profitability levels
Group revenue negatively affected by FX, resulting in
c.2.5% lower growth rate in Q3 and c.0.7% impact YTD
Business evolution in line with expectations
Sep YTD 2010 (1) Sep YTD 2011 (1)
Sustained company guidance
1.In 2010 we sold our equity stakes in Vacation.com and Hospitality Group. 2011 figures do not include any revenue from these subsidiaries. Also, revenue
comparability in Q1 2011 is affected by a change in the treatment of certain bookings within IT Solutions (direct distribution), based on which the related revenue is
recognised net of certain costs. Excluding both impacts, revenue growth in Sep YTD 2011 for Distribution and IT Solutions was 4.7% and 7.6% respectively
28 2.Contribution figures exclude extraordinary IPO costs

29. Sep YTD 2011 Group EBITDA(1)
Contribution to EBITDA growth in Sep YTD 2011 (€ mm)
6.0%
34.3
17.9
(4.7)
835.6
788.0
Sep YTD 2010 EBITDA (1) Contri buti on Ma rgi n Contri buti on Ma rgi n IT Indi rect cos ts a nd Sep YTD 2011 EBITDA (1)
Di s tri buti on Sol uti ons ca pi ta l i za ti ons & RTC
% Revenue (1) 39.7% 40.6%
Significant growth in our Group EBITDA based on the positive performance of our business lines
© 2011 Amadeus IT Group SA
Contribution in Distribution and IT Solutions increased vs. last year
Margin expansion as a result of revenue growth and operational leverage
EBITDA growth was negatively affected by FX, in a range of 2% - 3% in the third quarter of the year
or c.0.5% year to date
1. Excludes extraordinary IPO costs
29

30. Brighter, Bolder, Better
© 2010 Amadeus IT Group SA
30