Apresentação Do Powerpoint

INSTITUTIONAL PRESENTATION SEP/2019 TABLE OF CONTENTS

OUR BUSINESS

GROWTH STRATEGY

OPPORTUNITIES

FINANCIAL STRATEGY

COMPLIANCE AND CORPORATE GOVERNANCE

SUSTAINABILITY

2 OUR BUSINESS

3 CCR BUSINESS

HIGHWAYS

CORE BUSINESS: INFRASTRUCTURE URBAN MOBILITY CONCESSION CONTRACTS

AIRPORTS

SERVICES ACCESSORY: • Airport services SERVICES • Data transmission • Shared services centers

4 RELEVANT DATA

3,735 KM 1,800,000 22,600,000 4,788 KM 15,520 OF HIGHWAYS OF PASSENGERS SERVED PASSENGERS PER YEAR FIBER OPTIC EMPLOYEES MANAGED PER DAY OVER 112 KM AT AIRPORTS (2018) OF RAILS MANAGED IN BRAZIL

16 CONCESSIONS IN THE SOUTH, 1ST COMPANY MARKET CAP OF IN 2018, CCR INVESTED BRL SOUTHEAST, MIDDLE WEST AND LISTED IN NOVO R$ 34 BN, SEP 2.9 BN, MORE THAN 10% OF ALL NORTHEAST REGIONS OF BRAZIL, MERCADO (2002) 5TH 2019 INVESTMENTS IN 4 AIRPORT CONCESSIONS, INFRASTRUCTURE MADE BY THE 3 LATIN AMERICA AND 1 IN BRAZIL BR GOVERNMENT THE SAME PERIOD 5 COMPANIES OF THE GROUP | 1999

HIGHWAYS

COMPANIES SHARE

CCR PONTE 100%

CCR NOVADUTRA 100%

CCR RODONORTE 86%

CCR AUTOBAN 100%

CCR VIALAGOS 100% BRL1.9 Bi 5 REVENUES BUSINESSES

6 COMPANIES OF THE GROUP | 2019

HIGHWAYS URBAN MOBILITY AIRPORTS SERVICES

COMPANIES SHARE COMPANIES SHARE COMPANIES SHARE COMPANIES SHARE CCR 100% VIAQUATRO QUIPORT 50% NOVADUTRA 75% CCR ACTUA 100% CCR BARCAS AERIS 97.1% CCR VIALAGOS 100% 80% CCR ENGELOG 100% CCR CURAÇAO CCR 86% VLT CARIOCA 79.8% 100% RODONORTE 50.3% ENGELOGTEC CCR AUTOBAN 100% CCR METRÔ BH AIRPORT SAMM 100% BAHIA 100% 38.3% CCR VIAOESTE 100% VIAMOBILIDADE TAS 70% 83.3% LINHAS 5 E 17 RENOVIAS 40% VIAMOBILIDADE (*) 80% CCR SPVIAS 100% LINHA 15 VIARIO 66% (*) Under approval CCR MSVIA 100% R$10.8 Bn CCR VIASUL 100% CCR RODOANEL 100% REVENUES IN 26 2018 BUSINESSES

7 MILESTONES: SOLID TRACK RECORD

+3 BUSINESSES IPO FOLLOW- +12 +5 FOLLOW- FOLLOW- AND MORE TO (2002) ON (2004) ON ON (2017) BUSINESSES (2010) BUSINESSES COME

7 HIGHWAYS 10 HIGHWAYS 4 11 HIGHWAYS URBAN MOBILITY URBAN MOBILITY HIGHWAYS 1 4 6 URBAN MOB. (UNTIL 1 SERVICES 4 AIRPORTS AND 3 SERVICES 4 AIRPORTS 2004) AND 3 SERVICES (UNTIL 2009) (UNTIL 2017)

BEGINNING OF CONTINUING DIVERSIFICATION: DIVERSIFICATION: + URBAN MOBILITY + AIRPORTS

ONLY HIGHWAYS

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

8 CONCESSIONS MODEL

• TARIFFS ADJUSTED • EXISTING ANNUALLY BY REGULATORY INFLATION AGENCIES OR INDEXES SECRETARIES

INFLATION REGULATORY PROTECTED FRAMEWORK

DEFINED TERM FORESEABLE AND LIMITED CASH FLOWS RISKS

• TERMS AND RISKS • REVENUES DEFINED IN INFLUENCED BY CONCESSION GDP CONTRACTS • HIGH % OF FIXED COSTS: INCREASING MARGINS

9 OWNERSHIP STRUCTURE

SHARED CONTROL FIRST COMPANY LISTED ON B3’S NOVO MERCADO (NEW MARKET) FLOATING CONTROLLING SHAREHOLDERS ALIGNED GRUPO ANDRADE GUTIERREZ AND COMMITTED TO THE BEST PRACTICES OF ORPORATE OVERNANCE GRUPO MOVER C G . GRUPO SOARES PENIDO

15.0 % 11% 14.9% 55.2 3% % 14.9 FOREIGN INVESTOR %

INDIVIDUAL INVESTOR (BRAZIL)

LEGAL ENTITIES (BRAZIL) 86%

10 PORTFOLIO IN BRAZIL AND ABROAD (2019)

11 ASSET OVERVIEW

REMAINING YEARS UNDER CONCESSION GRANTING POWER CCR STAKE % EBITDA 2018 % CONCESSION

AUTOBAN ARTESP 100% 8.3 28.3% NOVADUTRA ANTT 100% 2.9 13.5% VIAOESTE ARTESP 100% 3.1 13.1% RODONORTE DER - PARANÁ 86% 2.8 10.1% SPVIAS ARTESP 100% 8.7 8.1% VIAQUATRO CMSP 75% 21.3 6.0% METRÔ BAHIA SEDUR - BA 100% 24.8 4.7% QUITO AIRPORT EPM 50% 22.8 3.6% RODOANEL OESTE ARTESP 99% 19.5 3.0% MSVIA ANTT 100% 25.3 2.3% RENOVIAS ARTESP 40% 3.5 2.2% SAN JOSÉ AIRPORT CETAC 97% 8.4 2.0% VIALAGOS AGETRANSP - RJ 100% 18.8 1.4% VIARIO RJ CITY HALL 67% 28.3 1.0% BH AIRPORT ANAC 38% 25.3 0.5% CURAÇAO AIRPORT CAH 80% 15.6 0.4% VIAMOBILIDADE CMSP 83% 19.6 0.5% VLT RJ CITY HALL 25% 19.7 0.4% BARCAS AGETRANSP - RJ 80% 4.1 -0.8% WEIGHTED AVERAGE (BY EBITDA) 10.0

12 TRAFFIC TRENDS

HISTORICAL ELASTICITY: ~2.0 X GDP

YTD

2010 | + 12.1% 2011 | + 5.4% 2012 | + 2.9% 2013 | + 6.0% 2014 | + 2.5% 2015 | - 4.6% 2016 | - 4.5% 2017 | + 1.2% 2018 | -3.0%

27.3% URRENT

) ) % 25.9%

Y –

O 22.8% Y 19.2%

– 17.2%

2010 2010 12.3% 8.5% 9.2% 10.7% 7.2% EHICLES 6.2% V 5.1% 7.4% 5.0% 5.0%

RAFFIC 4,7% 3.1% 3.9% T 0.9% 4.4% 3.1% 0.4% 0.4% 3.1% 2.0% 0.1% -0.1% -1.3% -1.0% -1.3% -0.7% -4.0% -3.4% -2.6% -2.3% -3.6% QUIVALENT -3.9% -3.2% -5.1% -4.2%

E -3.8%

( -6.6% -6.5%

ONSOLIDATED C

WHY INVESTING IN CCR? RESILIENT BUSINESS MODEL

EXCLUDING THE EFFECTS OF THE SUSPENDED AXLE EXEMPTION. 13 STRONG OPERATIONAL AND FINANCIAL PERFORMANCE

GROSS REVENUES (R$ BN) NET REVENUES (R$ BN)

9.6 8.9 8.8 8.3 7.7 8.2 7.1 7.7 7.1 6.6 6.0 6.5 5.7 5.2 5.0 5.2 4.6 4.8 4.2 4.5 3.8 4.1 3.0 3.4 2.7 3.1

EBITDA* (R$ BN) AND MARGIN (%) CF* FROM OPERATIONS AND DIVIDENDS (R$ MM) 80% DIVIDENDS 63% 63% 70% 63% 64% 62% 4,433 59% 60% 60% 60% CF 64% 60% 61% 64% 59% 50% 3,288 2,778 40% 2,504 2,138 1,932 30% 1,749 5.1 5.3 4.6 1,307 1,301 1,400 4.1 4.2 20% 1,2831,253 1,273 1,212 3.8 934 957 1,054 1,050 2.9 3.3 3.0 852 803 2.3 2.5 605 609 1.7 1.9 10% 0 0%

All figures include shared controlled assets. * (i) for more details, see slide 17; (ii) Cash Flow from operations = EBITDA – Capex. 14 GROWTH STRATEGY

15 PILLARS FOR GROWTH

CAPITAL QUALIFIED PEOPLE SUSTAINABILITY CORPORATE DISCIPLINE GROWTH MANAGEMENT GOVERNANCE

16 CAPITAL ALLOCATION STRATEGY

IDEAL PROJECT PERSUIT FOR CAPITAL STRUCTURE: PERPETUITY: ON AVERAGE 20%- ADDITION OF 30% EQUITY & 70%- PROFITABLE ASSETS 80% DEBT WITH LONG TERMS

DIVIDENDS: RETURNS COMMITMENT OF COMPATIBLE TO MINIMUM 50% HURDLE RATE + PAYOUT. SPREAD RISK (E.G. IRR FOR FED. FOR THE LAST 10 GVMT HIGHWAYS = YEARS AT LEAST 9.2% REAL 70% PAYOUT UNLEVERED) MAIN RISKS ANALYSIS: TRAFFIC, CAPEX, OPEX, FINANCING, REGULATORY, GEOGRAFIC

17 INFRASTRUCTURE AND PRIMARY BALANCE IN BR

CLEAR NEED OF PRIVATE INVESTMENTS IN BR INFRASTRUCTURE

 INVESTMENTS ARE FAR BELOW THE AMOUNT NEEDED TO KEEP THE INFRASTRUCTURE AVAILABLE

 THE MAINTENANCE OF BR INFRASTRUCTURE WOULD REQUIRE ANNUAL INVESTMENTS OF ~2.4% OF GDP

TOTAL INVESTMENTS IN INFRASTRUCTURE (% OF GDP) GROUND TRANSPORTATION (% OF GDP)

1,36 0,32 0,24 3,82 1,07 1,19 0,54 0,10 0,38 1,30 0,89 0,09 1980-1988 1990-2000 2011-2015 1980-1988 1990-2000 2011-2015

PRIMARY BALANCE (R$ BN)

176 129 124 84 90 106 102 105 91 57 74 77 65 77 47 27

-33 -25 -79 -112 -111 -133 -156 -159 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Sources: Wordl Bank Report (2017) and Bradesco BBI estimates. 18 OPPORTUNITIES

19 OPPORTUNITIES

PLENTIFUL NEW OPPORTUNITIES IN ALL CURRENT SEGMENTS:

HIGHWAYS, URBAN MOBILITY AND AIRPORTS

BIDDING FOR 7 NEW FEDERAL HIGHWAYS CONCESSIONS AND REBIDDING OF 8 BY 2021 AND 10 NEW CONCESSIONS FROM 2022

REBIDDING FOR 4 STATE HIGHWAY CONCESSIONS BY 2022

INVESTMENT OF BRL 15 BN IN NEW SP STATE CONCESSIONS + 3 OTHER PLOTS IN RS AND GO STATES

5 NEW PROJECTS IN THE URBAN MOBILITY SEGMENT, WITH TOTAL INVESTMENTS OF BRL 22 BN

AUCTION OF TWO LOTS, TOTALING 37 AIRPORTS BY 2022

OPPORTUNITIES IN NEW CURRENT SÃO PAULO STATE CONTRACTS BRL3.6 BN

20 FINANCIAL STRATEGY

21 FINANCIAL STRATEGY OUTLOOK

• DEVELOPMENT • PRIORIZATION OF BANKS (BNDES, LONG-TERM DEBT

• S&P: BRAA- IDB, IFC) CREDIT /STABLE; FITCH: AA TO • UNIFIED STRATEGY (BRA)/ POSITIVE • INVESTORS: FOR THE GROUP AT PERSPECTIVE; INSTITUTIONAL, THE HOLDING LEVEL

MOODYS: BA2 / INDIVIDUAL, ASSETS, OPTIONS RATINGS AA2.BR/ NEGATIVE INFRASTRCUTURE

PERSPECTIVE • SELF IMPOSED FUNDS, FAMILY

CONSISTENT OF COVENANT OF 3.5X OPPORTUNITIES OFFICES ETC AND , .

NET DEBT/EBITDA OF • MAXIMIZE ACCESS TO GUIDELINES (DEBENTURES, TAX

CREDIT MARKETS NEW EXEMPT BONDS) AIN • VERY LOW RANGE

M EXCHANGE RATE ANK LOAN QUALITY • MINIMUN LIQUIDITY • B EXPOSITION (CASH POSITION EQUIVALENT TO 9-12 ARGE

L OREIGN CAPITAL

SUPPORT • F • CAREFUL ANALYSIS AINTAINANCE MONTHS OF SHORT MARKETS (PRIVATE OF HOLDING M TERM DEBT) PLACEMENTS, 144A GARANTEES ON REG S, BONDS, ETC) PROJECTS DEBTS

22 CCR DEBT STRUCTURE (JUNE 2019)

TOTAL GROSS DEBT • R$ 16.9 BN (R$18.3 BN PROFORMA)

NET DEBT/OPERATING ADJUSTED • 2.5 X (2.4 X PROFORMA) EBITDA

GROSS DEBT BY INDEXER (HEDGED) AMORTIZATION SCHEDULE (R$ BN)

USD 6.8 7.5%

TJLP CDI 4.0 28.2% 48.2% 2.5 2.0 1.6

IPCA 17.0% 2019 2020 2021 2022 FROM 2023

23 BRAZILIAN FIXED INCOME MARKET | TOTAL ISSUANCES

(R$ BN) 13% 14% 12% 11% 15% 350,00 10% 9% 8% 10% 300,00 7%

05% 250,00 219

00% 200,00 168 36 138 120 30 150,00 120 -05% 108 44 120 101 20 32 27 100,00 23 29 -10% 31 23 38 32 21 13 153 20 9 50,00 90 97 -15% 70 75 51 65 61

- -20% 2011 2012 2013 2014 2015 2016 2017 2018

DEBENTURES PROMISSORY NOTES OTHERS* AVERAGE SELIC RATE TOTAL

* CRA (AGRIBUSINESS CREDIT RECEIVABLE CERTIFICATES), CRI (CERTIFICATE OF REAL ESTATE RECEIVABLES) AND FIDC (RECEIVABLE FUND ISSUANCE) SOURCE: ANBIMA 24 DEBENTURES| MATURITY

13% 14% 12% 11% 10% 9% 8% 7%

6,1 5,9 6,0 5,4 5,2 4,8 4,7 4,5

6% 13% 12% 13% 9% 10% 8% 15% 17% 8% 5% 10% 13% 18% 17% 15% 30% 33% 35% 40% 52% 45% 42% 42%

49% 56% 38% 45% 25% 25% 29% 28%

2011 2012 2013 2014 2015 2016 2017 2018

UP TO 3 YEARS 4 - 6 YEARS 7 - 9 YEARS 10 YEARS OR MORE AVERAGE MATURITY AVERAGE SELIC RATE

SOURCE: ANBIMA 25 FOREIGN ISSUANCES BY BR AGENTS | FIXED INCOME

(US$ BN) 3,9 3,3 3,3 3,9 2,7 2,3 346 2,0 1,9 382 268 272 231 205 194 184

21 15 14 14 08

03 30 27 04 23 22 01 24 17 11 07

2011 2012 2013 2014 2015 2016 2017 2018

COMPANIES OTHERS* AVERAGE COUNTRY RISK AVERAGE EXCHANGE RATE

* DEVELOPMENT BANKS, FINANCIAL INSTITUTIONS AND GOVERNMENT SOURCE: ANBIMA 26 FOREIGN ISSUANCES BY BR AGENTS | FIXED INCOME MATURITY 3,9 3,3 3,3 3,9 2,7 346 2,3 2,0 382 1,9 268 272 231 205 194 184

4% 5% 5% 10% 8% 2% 9% 6% 6% 8% 9% 7% 10% 7% 11% 6% 9% 7% 10%

49% 34% 86% 61% 54% 76% 55% 54%

41% 39% 24% 18% 22% 23% 14% 11%

2011 2012 2013 2014 2015 2016 2017 2018

UP TO 5 YEARS 6 - 10 YEARS 11 - 15 YEARS MORE THAN 15 YEARS PERPETUAL

AVERAGE COUNTRY RISK AVERAGE EXCHANGE RATE SOURCE: ANBIMA 27 SUSTAINABILITY

28 AS A KEY ELEMENT IN THE CCR GROUP'S SOCIAL INVESTMENT STRATEGY, THE INSTITUTE OPERATES DIRECTLY IN THE PLANNING AND MONITORING OF SUPPORTED INITIATIVES, INCLUDING THOSE ARISING FROM TAX INCENTIVES

HEALTH AND ENVIRONMENT CULTURE EDUCATION LIFE QUALITY AND ROAD SAFETY AND SPORT AND CITIZENSHIP

29 CCR GROUP’S SOCIAL INVESTMENTS

INVESTMENT IN 16 YEARS

BRL 0.3 BN

36,5 37,2 32,2 30,1 28,1 26,1 24,8 20,9 17,9 14,6

7,5 5,2 3,8 3,7 1,0 1,7

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

INVESTMENT DIRECT INVESTMENT ENCOURAGED

30 COMPLIANCE AND CORPORATE GOVERNANCE

31 CORPORATE GOVERNANCE

RISK ASSESSMENT

CA COMMITTEES APPROVAL 16 A.AUDIT OF SHAREHOLDERS STRATEGIES B.GOVERNANCE 34 AND BOARD OF CA COMMITTEES INDEPENDENT UDIT OMMITTEE C.STRATEGY AND EXECUTION A C DIRECTORS A B C D E F AUDIT CONTROL SUSTAINABILITY D.FINANCE 24 AUDIT E.HUMAN RESOURCES PROPOSITION PRESIDENT COMPLIANCE F.NEW BUSINESS 7 AND GOVERNANCE IMPLEMENTATI EXECUTIVE BOARD ON OF STRATEGIES DIVISIONS OF THE CCR GROUP HIGH AVERAGE A.CCR LAM VIAS MANAGEMENT LOW NIA PRESIDENTS OF THE DIVISIONS / A B C D B.CCR INFRA SP AND SUPERVISION C.CCR MOBILIDADE OF BUSINESS UNITS D.CCR AEROPORTOS OPERATIONS

12+ PROJECTS IN UP TO 18 MONTHS

32 CORPORATE GOVERNANCE

REVIEW OF GOVERNANCE AND CONTROL INSTRUMENTS

COUNCILS AND COMMITTEES REGULATIONS REVIEW

COLLEGIATE DECISION MAKING: EXECUTIVE BOARD

JURISDICTION POLICY REVIEW

DECISION MAKING PROCESS CONTROL TOOLS

REVIEW OF THE TRANSACTION WITH RELATED PARTIES POLICY

REVIEW OF THE SUCCESSION OF ADMINISTRATORS POLICY

CREATION AND IMPLEMENTATION OF THE BUSINESS RISK MANAGEMENT POLICY

REVIEW OF THE OF THE REMUNERATION AND LONG TERM INCENTIVES POLICY

33 COMPLIANCE

TONE AT THE TOP

CCR CULTURE

CONTINUOUS RISKS MANAGEMENT

COMPLIANCE FRAMEWORK

CONTROL ENVIRONMENT

34 COMPLIANCE

PROGRAM IMPLEMENTATION

REVIEW OF THE CODE OF ETHICS AND CONDUCT

UNFOLDING OF POLICIES RELATIONSHIP WITH PPES SPONSORSHIPS AND DONATIONS TRADE ASSOCIATIONS

TRAINING AND COMMUNICATION

CONSEQUENCES POLICY

MONITORING AND INVESTIGATION TOOLS

EXTERNAL CERTIFICATION

35 WHY TO INVEST IN CCR?

STRONG CLEAR, DEFINED PERFORMANCE IN THE AND PUBLIC CAPITAL MARKETS STRATEGY

ROBUST SHAREHOLDER BASE DISTRIBUTION OF WITH LONG-TERM VISION DIVIDENDS

QUALIFIED ACTING IN COLLABORATORS IN MARKETS WITH CONTINUOUS HIGH UPSIDE DEVELOPMENT PROCESS POTENTIAL

STRONG QUALIFIED GROWTH FINANCIAL AND SUSTAINABLE STRUCTURE DEVELOPMENT

PREDICTABILITY

36 APPENDIX

37 CCR LAM VIAS 2019 | 2021

PPI PORTFOLIO PROJECTS (AUCTION EXPECTATION / 8.6 THOUSAND KM)

 BR/ 364/365 GO/MG (2019 / 439 KM)

BR-163/230  BR/ 101 SC (2020 / 220 KM) MT/PA

BR-364  BR/ 381/262 MG/ES (2020 / 672 KM) MT/RO BR-381/262 MG/ES

 BR/ 163/230 MT/PA (2020 / 976 KM) BR-153/080 GO/TO  BR/ 153/080 GO/TO (2020 / 851 KM)

BR-364/365  BR/ 470/282/153 SC (2020 / 544 KM) GO/MG

 BR/ 364 MT/RO (2019 / 804 KM) DUTRA / CONCER / CRT PARANÁ  BR/ 040/495 MG/RJ (CONCER – 2020 / 211 KM) INTEGRATION BR- HIGHWAY 470/282/153 SC  BR/ 116/465/101 SP/RJ (DUTRA – 2020 / 635 KM) BR- 101 SC  BR/ 116/493 RJ/MG (CRT – 2020 / 711 KM)

 PARANÁ INTEGRATION HIGHWAY (2021 – 2,505 KM*)

SOURCE: PPI/ABDIB PRESENTATION ON 03/27/2019 * CONSIDER CURRENT CONCEDED ROAD STRETCHES 38 CCR LAM VIAS

STARTING FROM 2022

DEVELOPMENT STUDIES BY BNDES (7.2 THOUSAND KM)

BR-101  BR / 101 AL/BA/SE/PE/PB/RN/CE (1.835 KM) AL/BA/SE/PE/ PB/RN/CE

 BR -116/304 CE/RN (533 KM) BR-116/304 CE/RN  BR 116 BA/PE (495 KM) BR-364 BR-230 PB  BR-230 PB (128 KM) MT/RO

 BR-116 MG (409 KM) BR-116 BR-020 BA/PE BR-232 PE DF/BA  BR-251 MG (342 KM) BR-364/060 BR-116  BR-020 DF/GO/BA (587 KM) MT/GO MG BR-235 SE

 BR-116/290 RS (229 KM) BR-251 MG KM BR-452  BR-158/392 RS (321 ) GO  BR 364 MT/RO (804 KM – ALREADY INCLUDED IN THE PPI PACKAGE)

 BR-232 PE (248 KM)

 BR-452 GO (199 KM)

 BR-364/060 MT/GO (718 KM) BR-282 SC BR-158/392 RS  BR-235 SE (55 KM)

BR-116/290 RS  BR-282 SC (310 KM)

SOURCE: PPI PRESENTATION ON 08/05/2019 39 CCR LAM VIAS

BR-364/365/GO/MG (JATAÍ/GO – UBERLÂNDIA/MG)

EXISTING DOUBLE LANE

SINGLE LANE BR-101/SC (PALHOÇA) BR-364/365/GO/MG (JATAÍ/GO – UBERLÂNDIA/MG) BR-101/SC (PALHOÇA)

EXTENSION: 437 KM EXTENSION: 220 KM

TERM: 30 YEARS TERM: 30 YEARS

CHOICE CRITERION: LOWER FEE VALUE CHOICE CRITERION: LOWER FEE VALUE

TOTAL CAPEX: R$ 2.05 BN TOTAL CAPEX: R$ 2.9 BN

EXPECTED AUCTION DATE: 09/27/2019 EXPECTED AUCTION DATE: 1Q20

40 CCR LAM VIAS

RIO GRANDE DO SUL GOIÁS

EXPECTED AUCTION DATE BID CANCELED IN 2018

DEC/19 EXPECTED TO RESTART IN 2019

2 PLOT GO 010 / 020 / 060 / 070 / 080 / 139 / 213

RSC 287 / 205 KM 896 KM

ERS 324 / 315 KM

41 CCR INFRA SP

OPPORTUNITIES IN CURRENT CONTRACTS

AUTOBAN RENOVIAS ESTIMATED INVESTMENTS ESTIMATED INVESTMENTS

TOTAL TOTAL ESTIMATED TOTAL BRL 1.9 BN INVESTMENT BRL 0.3 BN BRL 3.7 BN

SPVIAS VIAOESTE ESTIMATED INVESTMENTS ESTIMATED INVESTMENTS

TOTAL TOTAL BRL 0.2 BN BRL 1.2 BN

SOURCE: CCR 42 CCR INFRA SP

END OF EXISTING CONCESSIONS

EXPIRATION OF CURRENT CONTRACTS

2019 2021 2022 2025 2027 2028

43 CCR INFRA SP

PIRACICABA/ PANORAMA PLOT OVERVIEW

BASE DATE| 03/2019

NEW ESTIMATED CONCESSIONS INVESTMENTS

PIRACICABA PANORAMA PLOT BRL 14 BN AUCTION DATE: 11/28/2019

MARGINAIS SP PMI UNDER ANALYSIS

COASTAL BRL 1 BN HIGHWAYS

SOURCE: EXTRACTED FROM THE BNDES REFERENCE TERM FOR CONTRACTING THE FEASIBILITY STUDIES 44 CCR MOBILITY

LINES 8 AND 9 CPTM