ANTIN // 2021 Universal Registration Document

PRESENTATION OF ANTIN 1 Operating platform

1.4 OPERATING PLATFORM Antin’s operating platform is an important success factor to deliver on its strategic growth ambitions. Over the years, Antin has significantly invested in the platform by bringing key specialist functions in-house instead of following an outsourcing approach. Antin believes its approach, in addition to yielding economies of scale, has also enabled Antin to be more agile in its decision-making processes and retaining more critical market insights in-house. Continued investment and reinforcement has resulted in a steady growth of employee numbers across the platform. As of 31 December 2021, 80 of Antin’s 163 employees are linked to non-investment functions that make up the operating platform. The expansion of a robust operating platform has already enabled Antin to grow its business and diversify across multiple investment strategies while maintaining cost efficiencies. The platform comprises several specialist functions which support Antin across many of its core activities. Amongst the key functions that are performed by employees across the platform are: 3 supporting investment teams across all aspects of deal structuring and execution as well as delivery of value creation plans; 3 advising on capital raising matters and servicing Fund Investors; 3 providing fund administration services including meeting reporting requests by Fund Investors; 3 providing central management and finance services; 3 managing Antin’s employees; and 3 ensuring that Antin entities and investment vehicles managed by a member of Antin (the “ Antin Funds ”) comply with the legal, tax and regulatory environment in its various geographies in which they operate. As Antin grows and evolves it will continue to reinforce its operating platform to ensure a high level of support for all investment activities, scalable and robust capital raising and fund administration functions as well as high quality of service across all other central functions. 1.4.1 Specialist teams Antin’s legal and tax, performance improvement, financing and sustainability teams provide support to the investment team which retains final responsibility to the success of each investment from acquisition through to exit. The presence of these in-house specialists and their close involvement in transactions lightens the work burden on the investment teams. For some investments, there may be a larger role for the legal and tax team if the structuring is a key consideration, while for others, it may be that the creation and negotiation of an appropriate debt package is the area to which additional resources will be dedicated. The specialist teams refer to the broader investment team, supporting and advising the Fund Manager (as defined in Section 1.7 " Regulatory Environment ") with respect to matters concerning the execution of investments.

1.4.1.1 Legal and tax The legal and tax team works closely with the investment team on all legal and structuring aspects of investment activity and asset management and seeks to provide efficient and effective legal advice to the investment team. They also aim to ensure homogeneity across the portfolio, including in regard to acquisition documents, management incentive plans, shareholder agreements and other legal transaction documents. The team also supports Antin's portfolio company management teams for their monitoring and control of legal and tax risks across Antin's portfolio companies. The legal and tax team adds value by identifying and mitigating legal and tax risks, ensuring proper governance, ensuring alignment of interest with Antin’s portfolio company management teams and anticipating and facilitating the exit process. 1.4.1.2 Performance improvement Antin’s performance improvement team works alongside the investment team and Antin’s portfolio company management teams, identifying operational value creation opportunities and providing support to realise them. The involvement of the team usually starts during due diligence and continues throughout the investment cycle. Before making an investment decision, the performance improvement team takes the lead in conducting operational due diligence and preparing a full potential plan. Once an investment has been made, the per formance improvement team under the guidance of the dedicated investment team for each portfolio company focuses on finalising the full potential plan with management teams, reviewing and potentially upgrading reporting KPIs, assessing upsides and risks in digital and leveraging cross portfolio synergies. 1.4.1.3 Financing The financing teamworks closely with the investment team from an early stage, enabling Antin to be well-positioned to protect – and even enhance – the value of an Antin’s investment through the different stages of a financing and refinancing process. The financing team is responsible for continuous monitoring of the performance of the business under the capital structure and of the lenders’ perception of such performance, through the management team but also through regular direct interactions at Antin’s level. 1.4.1.4 Sustainability Antin is a long-term investor committed to using sustainability principles as a tool for value creation, in terms of both mitigating risks and seizing opportunities. The cornerstone of Antin’s Responsible Investment Policy hinges on integrating sustainability considerations into its investment process. The sustainability team works alongside the investment team from due diligence through to exit to identify sustainability risks and value creation opportunities, develop a plan to mitigate those risks, monitor the implementation of that plan and capitalise on those opportunities and then drive additional value at the point of exit.

22 ANTIN INFRASTRUCTURE PARTNERS S.A. - UNIVERSAL REGISTRATION DOCUMENT 2021