Grupo CCR S A : 2024 CCR Day - Presentation

SCHEDULE

9:00am	Opening and welcome
Miguel Setas

9:10am	Deliveries since last CCR Day
Miguel Setas

Operational Excellence

9:30am and Capex Management

Waldo Perez

9:40am	Capital Structure and Dividends
Waldo Perez

9:50am

10:35am

11:00am

11:30am

Business Platforms

Eduardo Camargo,

Marcio Hannas and

Fabio Russo

2035 Ambition

Miguel Setas

Q&A

Executive Board

Closing

Miguel Setas

1

CCR EXECUTIVE OFFICERS

2024-2026 MANDATE

BOARD-CCR

ADVISORY

COMMITTEES

CEO

MIGUEL SETAS

VP OF FINANCE AND

CEO TOLL ROADS

CEO AIRPORTS

CEO URBAN

VP OF PEOPLE AND

VP OF GOVERNANCE,

VP OF SUSTAINABILITY,

LEGAL AND

ORGANIZATIONAL

RISKS, AND

INVESTOR RELATIONS

PLATFORM

PLATFORM

MOBILITY PLATFORM

GOVERNMENT

DEVELOPMENT

COMPLIANCE¹

WALDO PEREZ

EDUARDO CAMARGO

FABIO RUSSO

MARCIO HANNAS

RELATIONS

RAQUEL CARDOSO

PEDRO SUTTER

ROBERTO PENNA

2

1. Reporting directly to BOARD-CCR specifically on compliance issues.

EMERGENCY SUPPORT FOR

RIO GRANDE DO SUL

• Toll road cleared in 10 days
• Support for the Civil Defense (Emergency Management Agency) and Fire Department operations with two helicopters and 24 Pre-HospitalCare professionals
• Self-donationof 10 tons of drinking water, food and personal hygiene supplies
• 800 tons of donations collected at the airports, train and subway stations managed by CCR
• Supporting SOS Rio Grande do Sul campaign
• Road and airport fees waived for humanitarian transport
• Internal aid program for employees in Rio Grande do Sul

3

DELIVERIES SINCE THE LAST CCR DAY

MIGUEL SETAS

CEO CCR GROUP

4

VALUE GENERATION SUPPORTED BY A ROBUST BUSINESS MODEL

SOLID GROWTH IN 2023 (YoY)

2023 Demand

Toll Roads

+5%

Urban Mobility

+12%

Airports

+29%

Adjusted Net Revenue (NR)

BRL 13.2 bn

(+8.5%)

Adjusted EBITDA

BRL 7.8 bn

(+13.2%)

Adjusted margin

58.8%

(+2.4 p.p.)	Adjusted EPS
	TSR²
	BRL 0.70
Opex (Cash) /	35%
adjusted NR¹	(+89.8%)
40.3%
(-2.3 p.p.)

1. Consolidated with jointly-owned subsidiaries. | 2. TSR: Dividend on an accrual basis

5

VALUE ACCELERATION PLAN - RECAP

STRATEGIC

UPDATE

25 WORK FRONTS

Operational

planning

Financial

planning

Risk

management

Regulation /

Advocacy

ESG

Leadership

Organizational

Design

CCR

Culture and People

Digital / IT

Innovation

Customer experience and brand positioning

6

NEW	NEW
STRATEGY	CULTURE

3 FUNDAMENTALS

OF

TRANSFORMATION

NEW ORGANIZATION	7

STRATEGIC PILLARS DEFINED IN 2023 - RECAP

LEADING THE MOBILITY SECTOR, WITH A FOCUS ON CREATING SUSTAINABLE VALUE

1	Profitable and Selective Growth

2	Optimized Portfolio

3	Superior Efficiency

4	Optimized Capital Structure and Attractive Return

5 ESG Leadership

6	World-class Competencies

8

FOCUS ON CREATING SUSTAINABLE VALUE - RECAP

GROWTHEFFICIENCY

•	Assertive execution of	•	Annual efficiency program
	BRL 33 bn Capex	• Opex (Cash) / NR <38%
•	Strict capital allocation	•	Optimized capital structure
	for growth
•	Creating value in	•	Operational excellence in
	the 3 transport modes
	adjacencies
•	Capital recycling	•	Safety: Zero Accident
	Culture
	program

RETURN

• <3.5X leverage adjusted EBITDA / ND
• Controlled risk
• Local AAA credit rating
• Payout target 50%
• TSR greater than the cost of capital

ESG

• Carbon neutrality
• 100% green energy by
  2025
• +BRL 500 MN in social impact by 2030
• Diversity and Inclusion benchmark program
• Governance with international standard

Talent management and	Cultural	Digitalization
Distinctive Competencies	Transformation	and Innovation

9

PROFITABLE AND SELECTIVE GROWTH

ASSERTIVE		RIGOROUS
CAPEX		CAPITAL
EXECUTION		ALLOCATION
BRL 6.2 bn in 2023		Robust risk analysis
+95.7% vs. 2022		Selectivity in the
		+BRL 190 bn pipeline

CONTINUOUS FOCUS ON CONTRACTUAL DE-RISKING

10 rebalances that amounted to

~BRL 2.8 bn in 2023

10