ANTIN // 2021 Universal Registration Document

PRESENTATION OF ANTIN

Strategy and objectives

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1.6 STRATEGY AND OBJECTIVES Antin operates within a large and global market with substantial room to grow by further scaling-up and adding new complementary strategies. The identified growth strategy centres around three key pillars: 3 scaling-up of existing infrastructure strategies; 3 expansion to adjacent infrastructure strategies and new geographies; 3 identify additional opportunities for further expansion. Antin’s current platform contains a set of investment strategies that align to these growth pillars, including its Flagship Fund Series, Mid Cap Fund Series and NextGen Fund Series. All strategies and growth initiatives are supported by a clear governance and control framework and an integrated, scalable operating platform with robust processes. 1.6.1 Scaling-up of existing infrastructure strategies During the initial period of development and growth of its investment platformAntin focused on scaling up its Flagship Fund Series. The average increase in size of successor Flagship Fund versus the previous Flagship Fund across the first four vintages was approximately 80%. This was achieved in a measured and controlled manner by aligning the continued increase in the size of funds raised with a commensurate expansion in team resources. Antin’s Flagship Fund Series has raised total capital of €14.4 billion since inception, including Fund III-B. Antin believes the Flagship Fund Series has potential for continued growth near and long-term. Having already achieved significant scale, Antin will seek to reinforce its leadership position through further growth in capabilities, AUM and geographic reach. In addition, Antin seeks to further strengthen its footprint in North America by growing its investment portfolio and expanding its Fund Investor base. This will also mean a further reinforcement of the investment capabilities, investor relations and support functions on the ground. Antin also successfully launched Mid Cap Fund I, the first fund of a newMid Cap Fund Series during Spring 2021. Antin understood that with the growth in size of its Flagship Funds Series over time it was becoming increasingly challenging to deploy capital in the mid cap segment, a segment in which Antin gained in-depth

experience during the initial years of its investment activities when it deployed Flasgship Fund I and Flasgship Fund II. Antin also understood that there was significant interest from Fund Investors in allocating to the mid cap segment, but that there was a lack of institutional quality investment platforms with a track record that Fund Investors could partner with. Antin’s heritage and first fund, Fund I, operated in the mid cap segment and delivered a strong performance by achieving a 2.5x Gross Multiple on a fully realised basis. Convinced by the complementary nature of a dedicated mid cap strategy with its Flagship Fund Series, Antin launched the Mid Cap Fund Series. Strong demand resulted in a swift fundraising process and Mid Cap Fund I was fully allocated at its €2.2 billion hard cap, significantly exceeding the €1.5 billion initial target size. Over the medium to long-term Antin sees significant potential to scale the mid cap strategy and may consider over time launching mid cap funds dedicated to specific geographical regions (e.g. Europe or North America). Following the IPO, Antin benefits from a strengthened balance sheet, which will facilitate the acceleration of Antin’s growth. Principal areas for Antin’s capital deployment in the medium term are expected to include the scale-up of the Flagship Fund Series, the Mid Cap Fund Series and the NextGen Fund Series. Consistent with its historic approach, Antin will continue to employ a diligent and thorough approach to investing. Antin will focus balance sheet investments to accelerate its strategy, the expected returns on capital and, in cases where capital has been deployed into co-investments or funds, the efficient recycling of capital once strategies have become scaled or fund investments have been realised. Acquisitions may form part of Antin’s future growth and are reviewed opportunistically and selectively. Antin considers that team and cultural fit are the most important criteria in evaluating potential acquisition targets. Growth will be focused on areas that are consistent with Antin’s culture and values. These criteria represent a high hurdle for acquisitions. 1.6.2 Identify additional opportunities for further expansion

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