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2 Annual & Sustainability Report 2017 • CCR Group Message from the President of the Board of Directors

CCR Group is recognized, in Brazil and all other All these actions, together with the continuous evolution countries where it operates, for the good corporate of the Integrity and Compliance Program, are of great governance practices that it incorporates into its importance in driving CCR Group to a new cycle of growth management. This commitment dates back to the in its history. The confidence of Brazilian and international creation of Novo Mercado, a B3 segment that brings investors leverages our ability to invest, acquire more business together companies with superior governance and enhance the benefits that the responsible management standards and that we were the first company to join. of concessions brings to society as a whole, while maintaining capital discipline. We stress our commitment to the decision to adopt, in 2018, all the recommendations of the Novo Mercado The Board of Directors actively strives to identify and assess regulation approved by participants last year, including risks and opportunities for business in the domestic and those that have until 2021 to be incorporated. We foreign markets, defining the strategic guidelines to be went further and will also be incorporating the executed by the Executive Board and by employees. The changes that we voted for but that did not become alignment of the management structure is one of the mandatory, namely: a public offering for relevant share factors that explain how we have, in almost two decades of ownership and the obligatory publication of a report existence of CCR Group, overcome challenges and achieved with environmental, social and corporate governance so much valuable recognition for our reputation. information. We hope that the country will soon be able to leave behind Another development that emphasizes transparency the political and economic turmoil that hit the infrastructure in our relationship with all stakeholders, and in sector so hard. There are already signs of a new growth particular with our shareholders, is alignment with the trajectory and we will be increasingly prepared to seize guidelines of the Brazilian Corporate Governance Code opportunities and contribute to Brazil’s development. for Publicly-Held Companies, in accordance with the Comissão de Valores Mobiliários (Brazilian Securities Murilo Passos and Exchange Commission – CVM) instruction. President of the Board of Directors

3 Annual & Sustainability Report 2017 • CCR Group CCR Group made important progress towards achieving In the second half of 2017, the Brazilian economy began to its strategic goals and growing in an officially recognized show signs of recovery, indicating that the country may be Message manner in 2017, while maintaining capital discipline over one of the most serious crises in its history. The increase and the integration of sustainability in all segments. We in productive activity, which is important for generating value have dedicated efforts to a major project to revisit our in our business model, is already visible in the increase in organizational structure and therefore created four new traffic on toll roads and the reduction of unemployment. from the CEO business areas: CCR Rodovias SP, CCR Rodovias BR, CCR Mobilidade and CCR Aeroportos. However, the resumption of economic growth still depends on other factors such as the government’s ability to approve This configuration will be crucial in enabling us to acquire the reforms needed to adjust public spending and the new projects in the short and medium terms, and to make comeback of the investment capacity. It is for this reason that the investments that Brazil so badly needs in infrastructure, the partnership with the private sector for the development of with the professionalism and commitment that mark our infrastructure is so opportune and necessary for Brazil. trajectory of almost 20 years. The teams that are part of these new areas are formed by current employees of The growth of CCR Group therefore meets a very significant CCR Group, who are familiar with our values and demand in the country. Our cities depend on more modern committed to overcoming new challenges. mobility systems and airports need to be modernized to amplify the flow and generation of wealth. The preparation and impressive qualifications of our employees were essential in enabling us to reach this Our way of operating and managing business serves the new stage. We must remain firm in the strategy of training interests of our main stakeholders, including shareholders, and preparing our people so that they are ready to occupy grantor authorities and users. Investments made through new positions as new opportunities emerge alongside Instituto CCR (CCR Institute) bring benefits for communities business growth. and contribute to the social and economic development of the municipalities in which we are present. Our corporate The confidence of our shareholders is another key factor governance ensures the highest level of compliance and that leverages our ability to start a new cycle of growth. transparency in our management, guaranteeing ethics in all In 2017, we raised capital for CCR Group through a new our activities. share offering that brought in R$ 4.07 billion, an important resource for maintaining the company’s solidity and financial Our success in implementing the strategy we have defined health. is therefore in line with relevant global movements such as the Global Compact principles and the achievement of Financial resources are essential for the realization of targets proposed by the Sustainable Development Goals, both investments in our concession units, and we must continue United Nations (UN) initiatives. With the commitment of all to seek more competitive options for CCR Group. CCR our employees, the greatest strength of CCR Group, we will AutoBAn delivered the first phase of the Jundiaí Road continue to contribute to society for many more decades. Complex (SP) last year, three months ahead of schedule, an example of how we work to honor the commitments Renato Alves Vale assumed in the concessions. CCR Goup’s CEO

4 Annual & Sustainability Report 2017 • CCR Group The Annual & Sustainability About the report Report 2017 is available in a set of versions tailored for the CCR Group, one of the pioneers in adopting the into this publication. The company also implemented different stakeholders: International Integrated Reporting Council (IIRC) changes based on inquiries and feedback from rating • GRI Guidebook – framework, presents in its Annual & Sustainability agencies and demands of the main sustainability consolidated publication of Report the main business challenges and advances indices, the B3 Corporate Sustainability Index (ISE) and information that meets GRI that occurred throughout 2017. The document, the Dow Jones Sustainability Index (DJSI), as well as Standards requirements, released at the same time as the financial statements, lessons learned from the last reporting cycle. grouped by material issue provides information on performance and strategy in a transparent, timely and integrated manner, A significant development of this edition is the early • Online version – website with focusing on the more pressing risks and opportunities adoption of the GRI Standards which was published summarized content and for the creation of value in the six capitals: financial, by the Global Reporting Initiative in October 2016 and accessibility resources manufactured, human, intellectual, social & will become mandatory for reporting according to the • Greenhouse Gas Inventory relationship and natural. entity’s guidelines only after July 2018. This alignment (GHG Inventory) – helps to highlight the material issues of CCR Group communicative version In order to continually improve its accountability, CCR throughout the publication, and was reflected in the with the main results and Group submitted its Annual & Sustainability Report presentation of indicators in addition to those of 2016, initiatives in climate change 2016 for evaluation by specialists and investors over especially those related to remuneration, governance the course of last year. Comments were reviewed and compliance. Complete responses to GRI indicators • Report on Activities of the by the company and incorporated as improvements are available in the GRI Guidebook. CCR Institute – published for the first time, the report highlights the value proposition and important advances of the Institute in REPORT EVOLUTION the year Opportunity Improvement implemented • Specific version for employees Provide evidence of the relationship between the A new business model representation proposal seeks to provide evidence of where and how business model and the ability to create long-term value value is created in the activities of the Group. Find out more in the Business model chapter. All these publications were written in Portuguese, English Strengthen the correlation At the beginning of each chapter, the report contains a special section that presents and Spanish. Whenever with global commitments the key value creation levers and opportunities for alignment with the SDG for possible, refer to the a particular business or issue. institutional and investor relations websites and other Drill down through information In addition to emphasizing the relationship between the company’s activities, risks and public documents, such as on risks and opportunities opportunities throughout the text, the Strategy and opportunities chapter consolidates the policies and reports submitted reporting of external factors and strategic priorities with the greatest impact on business. to the Securities and Exchange Commission (CVM), for Facilitate the identification The adoption of GRI Standards facilitated the connection between performance indicators and of material issues material issues. Moreover, the structure of the chapters of the GRI Guidebook also reflects the further details. topics prioritized in the materiality matrix. Read more about this topic here. Click here to access them.

5 Annual & Sustainability Report 2017 • CCR Group Materiality Material issues of CCR Group Global Compact matrix Click on each issue to understand how it is related to the SDG The material issues underpinning and the 10 Principles of the Global Compact the 2017 Annual & Sustainability Report do not present any Respect significant change in comparison 1 to the matrix presented in the 17 1 previous publication. In the cycle of surveys held in 2016, the company 16 2 Ensure had engaged its key internal 2 (employees and top management) and external (suppliers, municipal 15 3 authorities, users, regulators, grantor authorities, institutional 3 Support partners and the community) stakeholders. The prioritization 14 4 of the issues considered, above all, the possibility of future 4 Eliminate opportunities; control of risks by the company; and positive SDG or negative impacts on the 13 5 Sustainable Development 5 Erradicate Goals (SDG).

This matrix matured and was incorporated into management 12 6 Stimulate over the past year on a basis of the 6 opportunities for improvement of the report identified with the IIRC 11 7 and capital market representatives. From this point on, the material 7 Assume issues were regrouped into five 10 8 corporate issues and two related 9 to modes of transport (toll roads, urban mobility and airports), 8 Develop reflecting synergies of structure and management. Excellence and Innovation was incorporated into Quality of Service, and Relationship 9 Promote with Grantor and Regulatory Click here to learn more about Authority was absorbed by the materiality process starting Governance and Ethical Conduct. on page 89 of the Annual & Sustainability Report 2016 10 Fight

6 Annual & Sustainability Report 2017 • CCR Group The CCR Group The new organizational CCR Group was created with the purpose of facilitating structure will facilitate infrastructure investment and service solutions that contribute Chief Executive to Brazil’s social and economic development. Since 1999, Office a new cycle of growth when it was founded, the Group has improved the conditions and investments of roads on which the people and products that create Institutional the country’s wealth travel. Throughout its trajectory, it Relations has expanded its presence into the urban mobility and for CCR Group airport sectors, reached the international market, and put all its technical and management knowledge to use in the Communication Compliance development of more sustainable and intelligent cities. & Sustainability

Between 2016 and 2017, aware of its role in society, CCR Group developed the Repensar Project, promoting a Corporate CCR CCR CCR CCR transformation in its governance model. Now, each segment – Management Rodovias SP Rodovias BR Mobilidade Aeroportos state toll roads, federal toll roads, airports and urban mobility – is managed by a specific business area, with dedicated and Business New New New New exclusive professionals and to which the business units are Development Business Business Business Business now directly accountable.

With this new organizational structure, CCR Group has two Finance & IR Functional Functional Functional Functional main objectives. The first is to promote synergy between units Support Support Support Support and the sharing of good financial, operational and social and environmental management practices, along with an increase in the capacity to create value for all stakeholders in different Legal Department CCR USA types of capital. The second is to add even more efficiency ovautra ViaLagos and flexibility to the act of prospecting and capturing new business, enabling a new cycle of growth and investments. Planning

Referência de cores: Referência de cores: PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária Referência de cores: Referência de cores: C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária & Control C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 The Shared Services Center, formed by CCR Actua, CCR Engelog and CCR EngelogTec, is a competitive differential

Referência de cores: that drives CCR Group in search of this new cycle of growth. PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70

Referência de cores: PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária The units render administrative, engineering and information C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 technology services with innovation, quality and competitive

Referência de cores:

PANTONE 294 C PANTONE Process Cyan C PANTONE Cool Gray 11 C Assinatura Preferencial costs, providing efficient and differentiated solutions to C-100 M-70 Y-0 K-20 C-100 M-0 Y-0 K-0 C-0 M-0 Y-0 K-70 Referência de cores: PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70

Referência de cores: Referência de cores: improve the performance of the operational units and the PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70 integration of new business.

Institutional strategic management Business development and management Assinatura Secundária Corporate management Corporate officer management Referência de cores: PANTONE 484 PANTONE COOL GRAY 11 Assinatura Secundária C-0 M-90 Y-100 K-40 C-0 M-0 Y-0 K-70

7 Annual & Sustainability Report 2017 • CCR Group Map of business presence Click on the map key to discover the location and the scope of operations of CCR Group

8 Annual & Sustainability Report 2017 • CCR Group CCR Institute To increase the likelihood of positive impacts of the business model and generate positive transformations R$ 37.2 in the communities served by the concessions, the Group created Instituto CCR in 2014 with the mission of million qualifying and structuring the management of projects invested that promote the social and environmental and economic by the CCR development of municipalities. The CCR Institute is a Public Interest Civil Society Organization (Oscip) which, Institute in 26 besides managing its own investments or tax incentives, 2017 acts as a facilitator for the formation of partnerships with thousand other players capable of multiplying the Group’s strategic truck drivers sustainability vision. assisted in the Estrada para a 3 One of the key projects developed by Instituto CCR, which partnered up with Mercedes-Benz in 2017, is Saúde program milion Estrada para a Saúde (Road to Health), which provides people served by various types of services to improve the health and the Caminhos quality of life of truck drivers traveling on CCR Group’s para a Cidadania toll roads. In 2017, 26 thousand of these professionals made use of the services provided at the fixed stations of program CCR ViaOeste and CCR AutoBAn, or the touring stations operated by CCR NovaDutra, CCR RodoNorte and CCR MSVia. The most popular services include nursing, dentistry and hairdressers.

Caminhos para a Cidadania (Paths to Citizenship) is another major initiative that serves approximately 110 municipalities in the states of São Paulo, Paraná and Rio de Janeiro. The program is of a social and educational nature, promoting lessons and reflections on traffic safety, citizenship and environmental preservation for public school students. In addition, it trains teachers, provides educational materials and carries out complementary activities, such as theater performances and educational campaigns.

The CCR Institute follows the guidelines of CCR Group’s Social Responsibility Policy, which aims to provide business sustainability through the creation of value for shareholders, employees, users, suppliers and communities close to the concession areas.

9 Annual & Sustainability Report 2017 • CCR Group Strategy and opportunities

CCR Group’s business model and the creation In the political scenario, important structural Toll roads Growth of traffic (millions of value within the units are directly linked of equivalent vehicles)* reform projects were resumed by the to Brazil’s economic growth and dynamism. 1,005 government, aimed at reducing indebtedness Between 2015 and 2016, there was a 969 981 and adjusting government accounts. However, cumulative decrease of 7.2% in the country’s the government’s capacity to make the Gross Domestic Product (GDP), which resulted infrastructure investments needed for the in higher unemployment, lower household country’s growth continues to be negatively consumption, less traffic on the roads, affected by the recent recession and the slump and other factors. These conditions were in tax revenues. compounded by rising inflation which led to 2015 2016 2017 continuously high interest rates. *Information only on the controlled concessions, The partnership between private sector and disregarding Renovias and ViaRio. grantor authorities is an important lever Starting in the second half of 2017, this to enable the country to overcome the scenario began to change and to indicate various challenges it currently faces, such as the recovery of Brazilian economic activity. Urban Passengers improving the logistics of goods and services The Selic rate dropped to 7%, the lowest transported and mobility in urban centers. In this respect, mobility (millions)* 272 level since 2013. The country recorded, for 239 the Investment Partnership Program (PPI), example, an increase in exports of agricultural 219 launched in 2016 by the federal government, products and mineral commodities, as well caters to the interests of society, having as an increase in the production and sale of enabled approximately R$ 142 billion in vehicles. The level of unemployment, although investments in the last 18 months, according still at high levels (above 12%) at year-end to data released by the Federal Government closing, also began to drop. Avançar Parcerias (Advance Partnerships) 2015 2016 2017 program. Last year another 57 projects were The more favorable conditions allowed CCR *Consolidated information on the concessions, regardless of the included in the PPI; among these were new ownership percentage of CCR Group. Group to present more positive financial and airport and toll road concessions expected to operating performance results at the close be awarded by the end of 2018. of 2017. While the interest rate downslide favored the reduction of the net debt, the Boarding At the state level, local governments have Airports passengers volume of traffic on the roads grew in the (millions)* also shown signs to willingness to form last two quarters of the year. The number of 11.1 partnerships in the area of infrastructure. 10.5 urban mobility equipment users and airport 10.2 The urban mobility segment, with special departures also increased in the period, emphasis on rail transport, will require another sign of economic recovery. significant investments in the construction and modernization of assets, opening up new business opportunities for CCR Group.

2015 2016 2017 *Consolidated information on the concessions in Brazil and abroad, regardless of the ownership percentage of CCR Group.

10 Annual & Sustainability Report 2017 • CCR Group The reorganization of the administrative structure completed in 2017 by CCR Group is partly aimed at supporting the identification Toll roads Urban Airports of opportunities, the achievement of new concessions and the consolidation of a new In Brazil, more than 1.5 mobility In Brazil and abroad, CCR Group has the chance to expand its cycle of growth. Therefore, each of the four thousand kilometers of In the urban mobility areas (CCR Rodovias SP, CCR Rodovias BR, presence in the airport sector. The federal and state toll segment, the main CCR Mobilidade and CCR Aeroportos) has main opportunities in the country roads are scheduled to be opportunities for growth its own team to develop new business, with are in the secondary market, in tendered for concessions of the Group’s business qualified people dedicated to understanding which 13 assets already granted in 2018. These involve are in rail transportation. the demands and specificities of the segment. will be re-tendered by the federal important commercial hubs In São Paulo, the state government. In the United New business opportunities in the coming in different states, such as government is considering States, where the sector operates years unfold on two fronts, basically: assets Rio Grande do Sul, Santa assigning new stretches differently from the Brazilian to be made available for the first time by Catarina, Minas Gerais, São of the subway and sector, opportunities have been the grantor authority and secondary market Paulo, Goiás, and others, metropolitan train network. mapped out in municipalities concessions, in which CCR Group acquires an which connect agricultural In other capitals - such as responsible for the administration asset already installed. These scenarios occur production regions to Belo Horizonte, Recife, of local airports in which there both in Brazil and abroad, in Latin American industrial areas and ports. Porto Alegre, Brasília and countries and in the United States. is growing interest in forming In South America, business Fortaleza - the demand for partnerships with the private expansion opportunities an increase in the mobility In addition, CCR Group identifies are in countries such as sector. To this end, the presence opportunities for growth within the infrastructure may also Colombia, Peru, Chile of CCR Aeroportos in that concessions it already manages, by extending create new business. and Argentina. country, through TAS and CCR the concession period vis-à-vis the investment USA, is strategic. in important works identified. Within this scope, different possibilities are evaluated by concessionaires such as CCR SPVias, CCR AutoBAn, CCR ViaOeste and CCR RodoNorte. • South Integration Road • Line 15 • Brazil Rio Grande do Sul Metrô SP New round In both scenarios, the Group’s ability to be • BR-101 of biddings more competitive, to plan investments and • Lines 8 and 9 Palhoça (SC) CPTM (13 airports) fundraising options, to integrate systems and processes with efficiency and lower • BR-364 • Lines 11, 12 and 13 • Latin America costs, to propose and implement innovative Jataí (GO) to Uberlândia (MG) CPTM and The Caribbean Most of airports under solutions, and other aspects, will be a decisive • MG-424 • TIC and Line 7 management of differential for the success of the strategy. Belo Horizonte to CPTM private initiative Sete Lagoas (MG) • Bogota Subway • United States • International Market Colombia 17 opportunities Colombia, Peru, mapped (short list) Chile and Argentina • Lima Subway – Line 3 Peru

11 Annual & Sustainability Report 2017 • CCR Group Growth THE 5 GROWTH PILLARS: pillars CCR Group’s business growth is based on five pillars that guarantee the evaluation Capital discipline: Qualified People Sustainability: Corporate and measurement of economic, social ensures that investments growth: management: qualified management, governance: and environmental impacts in decision are made to achieve the responsible training and planning and monitoring adoption of the making. These guidelines have always expected and projected assessment of current appreciation of to maximize opportunities highest standards been present in management and were the results in all contracts concessions and human capital, and minimize the risks of governance bases on which the number of units and entered into by CCR market opportunities putting the right of social, economic to ensure new businesses expanded in a solid and Group, balancing the in order to ensure people in the right and environmental transparency, sustainable way throughout the company’s interests of shareholders, business continuity, places and providing business impacts for all fairness and ethics 18 years of operation. users and grantor portfolio and risk opportunities for stakeholders. when conducting authorities. diversification. professional growth. business. Risk management Just as it continually evaluates opportunities By means of constant dialogue with committees that advise the Board of for growth and diversification of its regulatory agencies, one of the Directors. The internal audit, compliance, business, CCR Group also constantly stakeholders with which CCR Group financial management and internal monitors changes in the macroeconomic shares value in its business model, controls processes, working synergistically, and sectoral scenario that may influence strategic issues and those with an impact provide an integrated view of the risks its ability to create value and execute its on business are discussed in order to and of governance and control strategy. The main externalities monitored find solutions that ensure the balance improvement activities. by the Group are alterations of projections between the interests of shareholders, for the growth of the national economy, society and the grantor authority. This The Internal Audit, as defined in the which may impact the number of users in interaction is carried out in a transparent Internal Audit Policy, aims to provide concessions, and possible alterations made and coherent manner, in accordance with assurance to CCR Group shareholders and Risk management shared by the grantor authorities to the conditions the guidelines and policies established by officers that business risks are minimized, and regulations that determine the the Integrity and Compliance Program. identifying opportunities to help improve by a number of areas and performance of contracts and investments. When a consensual decision proves existing operational management practices the direct involvement impossible, the Group understands that and internal controls. CCR Group also keeps track of the the mediation of the judiciary, based on of governance in the main discussions and trends involved in the regulatory framework of the sector, is Linked to the Board of Directors, the sustainability issues, both globally and sufficient to ensure compliance with the role of the Audit Committee includes supervision of these nationally. One of the aspects on which the established rules. evaluating the Internal Audit Plan and Group focuses, for example, has been the the effectiveness of internal controls, activities allow an possible risks and opportunities of issues At the internal level, CCR Group proposing reviews and changes to control integrated vision and such as carbon pricing and the incorporation develops risk management shared processes, especially in areas with of this topic into the company’s strategy. between different areas and the high risk potential. continuous improvement

12 Annual & Sustainability Report 2017 • CCR Group NET REVENUE (R$ million) Economic performance 6,106.9 6,704.4 7,537.7

CCR Group’s growth strategy is defined by the Board of In 2017, CCR Group made investments of Directors on the basis of a long-term vision that seeks R$ 3.3 billion in works and improvements in the to combine business continuity, the creation of financial concessions under its management. Despite the EBITDA and non-financial value and diversification through recessionary economic scenario for the country new business and concessions. In order to establish that remained in place until the first half of last 3,657.5 5,371.4 5,169.0 the general guidelines for conducting business, the year, the net financial result was negative in company revisits and establishes the General Business R$ 1.2 billion, affected by the lower cost of debt Plan on an annual basis. due to the reduction of the interest rate as of the 80.1% 2015 2016 2017 second half of the year. 68.6% This document contains the General Goals and NET INCOME Guidelines (GGGs) prepared using the Strategic In comparison with the performance of 2016, 59.9% (R$ million) Objectives defined by the Board of Directors and that consolidated net revenue increased 12.4%, 874.4 1,713.9 1,797.5 cover all CCR Group units. The GGGs aim at aligning totaling R$ 7.5 billion. Net income reached the main strategic guidelines across the Group and R$ 1.8 billion, 4.9% up from the figure recorded at formalizing and implementing the governance and in the prior year. These comparisons, however, management model that enables new infrastructure do not exclude non-recurring effects that had an and service investments, guaranteeing solidity, business impact in both periods on the management of 2015 2016 2017 continuity and risk diversification, considering the CCR Group’s financial capital - sale of STP in 2016 external context and stakeholder expectations. and the acquisition of control of ViaRio Adjusted EBITDA (R$ million)* Adjusted EBITDA Margin and ViaQuatro in 2017. *Calculated excluding non-cash expenses.

2015 2016 2017

GROSS DEBT INVESTMENTS (R$ million) (R$ million) 14,135.1 16,186.5 16,905.2 3,086.2 4,024.5 3,256.3

CCR Group’s General Business Plan, revisited on an annual basis, establishes the General Goals and

Guidelines for all units 2015 2016 2017 2015 2016 2017

13 Annual & Sustainability Report 2017 • CCR Group Creation Fundraising In February 2017, CCR Group concluded of value the initial public offering (Follow On) and CCR GROUP’S Andrade Gutierrez CCR Group’s business model provides raised approximately R$ 4.07 billion in OWNERSHIP BREAKDOWN Includes the shares of Andrade Gutierrez the creation of value for all stakeholders. the Brazilian capital market. The funds Concessões S.A. and Shareholders, for instance, are affected by will be used to support growth and AGC Participações Ltda., 55.23% companies belonging to the the company’s commitment to distribute The Group raised the acquisition of new infrastructure Andrade Gutierrez Group. almost 100% of its net income in the business, to boost the cash flow and for Camargo Corrêa form of dividends throughout the year. asset maintenance. 14.86% Includes the shares In 2017, the amount distributed was R$ 4.07 of Camargo Corrêa Investimentos em R$ 1.0 billion. The capitalization initiative was possible Infra-Estrutura S.A. and VBC because of the issue of 254,412,800 Energia S.A.; companies billion belonging to the Camargo Municipal, state and federal governments in the initial new common shares, resulting in a Corrêa Group. are also affected by the collection of taxes, capital increase to R$ 6.126 billion. public offering Soares Penido fees and contributions, which totaled The result achieved by CCR Group 14.86% Includes the shares of Soares R$ 1.7 billion last year. Expenditures which it intends demonstrates the confidence of the Penido Obras, Construções e Investimentos LTDA. and with employee compensation and to invest in the shareholders in the qualified growth Soares Penido Concessões benefits amounted to R$ 1.0 billion, maintenance and of business, with long-term capital S.A.; companies belonging to the Soares Penido Group. while payments to suppliers came to growth of assets discipline and value creation. R$ 4.7 billion. 15.05% Novo Mercado

CCR GROUP’S COMPANIES

VALUE ADDED DISTRIBUTION Toll Urban Roads Mobility 23.0% CCR NovaDutra 100% ViaQuatro 75% 13.0% CCR ViaLagos 100% CCR Barcas 80%

Personnel CCR RodoNorte 86% VLT Carioca 24.93% Taxes and fees CCR AutoBAn 100% CCR Metrô Bahia 100% 42.1% Lenders and lessors Shareholders CCR ViaOeste 100% Airports CCR RodoAnel 98.9% Service Companies Quito 50%

22.0% Renovias 40% CCR Actua 100% San José 48.8% CCR SPVias 100% CCR Engelog 100% Curaçao 79.8 ViaRio 66.66% CCR EngelogTec 100% BH Airport 38.25% CCR MSVia 100% SAMM 100% TAS 70%

14 Annual & Sustainability Report 2017 • CCR Group Click on the caption of the infographic and understand how we generate value in each type of capital. Business model For more information, access the online version of the CCR Group’s Annual & Sustainability Report 2017 The performance and management of CCR Group have been recognized by different institutions and market experts. The awards received last year strengthen the company’s reputation among its stakeholders. Awards received by Voluntary commitments The Group’s adhesion to voluntary CCR Group made by CCR Group commitments, aimed at promoting sustainability and social development, • CCR Group was recognized for the • A signatory of the UN Global Compact, is a strategy that also leverages its high level of its reporting and for its which establishes ten principles for the ability to create value in non-financial leadership in the CDP 2017 Climate promotion and defense of human rights, capital. By participating in these Change Program. workers’ rights, environmental protection and forums, the company contributes to anti-corruption activities. environmental protection, the defense of human rights, anti-corruption • CCR Group was chosen, • Commitment to reducing the consumption of activities, the promotion of decent for the seventh year running, water and electricity, solid waste generation working conditions and the to join the B3 Business and emissions in its activities. construction of a fairer society. Sustainability Index (ISE) portfolio. ISE is a tool for benchmarking • Partnership with the non-governmental Activities carried out and investments 2 0 1 8 the performance of listed organization Childhood Brasil, which promotes made in social and environmental companies in terms of several actions in the dissemination of the programs, both by the units and by business sustainability. Na Mão Certa program to combat the sexual Instituto CCR, are also in line with the exploitation of children and adolescents. guidelines of the UN (United Nations) 2030 Agenda, proposed to promote • CCR Group came 39th in the • Adhesion to the Open Letter to Brazil on sustainable development. In this ranking of the 200 largest privately Climate Change through the Climate Forum. way, CCR Group contributes to the held companies in Brazil and of achievement of the 17 Sustainable publicly traded companies in Latin • Dissemination of Anti-Corruption practices through Development Goals (SDG), America, according to the magazine the Integrity and Compliance Program, which launched in 2015. Revista Exame Melhores e establishes the basic principles, rules and guidelines Maiores 2017. of conduct in the Clean Company Policy and in the Code of Ethics, which also ensures the prevention of moral and sexual harassment. • CCR Group took first place in the groups and holding companies category of the 100+ Innovators in IT Use award, and third place in the overall ranking of the study conducted by IT Mídia, a company specialized in information technology, and by the consulting firm PwC.

16 Annual & Sustainability Report 2017 • CCR Group Governance and Prestigious ethical conduct leadership The CCR Group CEO, The corporate governance model, structure and policies of In 2017, CCR Group announced significant developments in its Renato Alves Vale, received CCR Group were built to support the strategy defined by the model of governance and accountability to stakeholders. The the Executivo de Valor Board of Directors and to ensure its implementation in the company undertook to adopt the guidelines of the Brazilian Code (Valuable Executive) award controlled units with transparency, efficiency and integrity. of Corporate Governance - Publicly-Held Companies by July 2018, from Jornal Valor Econômico The good practices adopted since the company was as set out in the Brazilian Securities and Exchange Commission in the Logistics and founded draw attention to its excellent relationship with Instruction (CVM 586). Transportation category for investors and shareholders. the fourth time in a row. The In addition, it intends to embrace all the approved amendments to executive was also named CCR Group was among the first to join Novo Mercado, a the Novo Mercado Regulation in 2017. The Group’s commitment one of Brazil’s best CEOs by B3 segment that brings together companies with superior includes adopting two practices that it voted for but that were Forbes Magazine, besides corporate governance standards in the country. Its policies and not accepted by the board: a public offering for relevant share ranking 38th on the list of practices are continuously improved to ensure optimum quality ownership and the obligatory publication of a report with the world’s top 100 CEOs in the relationship with its stakeholders. environmental, social and corporate governance information. published by the Harvard Business Review 2017.

CCR Group was among Evolutions in CCR Group governance practices the best in the ranking of the Latin America Executive Team published Updating by Institutional Investor Magazine.

• Of the Definition • First place in the Public Bylaws Meeting with Analysts • Of the Policy for appointing Improvements category in the area of members of the Board of transportation. • In the Compensation Policy Directors, of the Advisory Committees and of the • In the Regulations of the • Among the top three Executive Board Executive Board, the Advisory in the Best IR Site, Best Committees and the IR Teams and Best IR • Of the Risk Management Policy Supervisory Board Program categories. • In the Related Party Transactions Policy • In the Securities Trading Policy Some of the amendments are supposed to be implemented by 2021, but CCR Group will put • In the Code of Conduct them all into practice in 2018.

17 Annual & Sustainability Report 2017 • CCR Group Governance structure The governance structure of CCR Group is formed by the Board of Directors, responsible COMPOSITION OF THE for the definition of strategic guidelines and BOARD OF DIRECTORS IN 31/12/2017 management supervision, by the Executive Board, which manages business and the growth Murilo Cesar Lemos dos Santos Passos Member and President of the Board of Directors strategy, and by the Advisory Committees, Ana Maria Marcondes Penido Sant‘Anna Member and Vice President of the Board of Directors which support the analysis of proposals made Ana Dolores Moura Carneiro Novaes Effective Member by the Executive Board and the evaluation Francisco Caprino Neto Effective Member of externalities to make the decision-making Henrique Sutton de Sousa Neves Effective Member process more streamlined. The description of José Florêncio Rodrigues Neto Effective Member this structure along with the responsibilities and Paulo Marcio de Oliveira Monteiro Effective Member powers of each governance body is detailed Effective Member in the Internal Requirement that will be made Paulo Roberto Reckziegel Guedes available according to the requirement included Ricardo Coutinho de Sena Effective Member in the Novo Mercado Regulation. Luiz Alberto Colonna Rosman Independent Effective Member Wilson Nélio Brumer Independent Effective Member The Board of Directors is composed of 11 full members, with terms of office expiring at the time of the Ordinary General Meeting of 2018. Directors may be re-elected by the shareholders and two members are independent.

The Executive Board of CCR Group is formed by 11 members. The governing body has a two-year term of office and can be COMPOSITION OF THE re-elected. The process of election for key EXECUTIVE BOARD IN 31/12/2017 positions is a joint decision - the Board of Directors proposes the appointment of the Renato Alves Vale Chief Executive Officer Chief Executive Officer, who, in turn, nominates Antônio Linhares da Cunha Business Development Officer the other company officers. Arthur Piotto Filho Chief Financial and Investor Relations Officer Francisco de Assis Nunes Bulhões Communication and Sustainability Officer The compensation procedure for Executive Italo Roppa Vice President of Business Management Board members is also defined jointly and José Braz Cioffi Vice President of Business Management follows the CCR Group Compensation Leonardo Couto Vianna New Business Officer Policy. The Board of Directors defines the Marcus Rodrigo de Senna Legal Officer compensation of the CEO, who, in turn, Paulo Yukio Fukuzaki Planning and Control Officer proposes the compensation for the other Ricardo Antonio Mello Castanheira Vice President of Institutional Relations employees. This proposal is then approved by Ricardo Bisordi de Oliveira Lima Business Officer the Board of Directors.

18 Annual & Sustainability Report 2017 • CCR Group The Advisory Committees of the Board of Directors complete the corporate governance structure of CCR Group and are important tools for improving the decision-making process. There are six committees, which do not Audit Committee have executive roles, but contribute to the in-depth analysis of the issues It aims to assist the under their responsibility, issuing a recommendation report to the Board of Board in defining the Directors, thereby ensuring that economic, social and environmental aspects standards of quality and evaluation are incorporated into the business strategy and management. of financial reports and internal controls, as well as the risks involved in the accounting principles used and the adequacy and effectiveness of internal controls, proposing changes if necessary. Human Resources Strategy and Committee Sustainability Committee It comments on and proposes changes to the It assesses the General Goals and Guidelines compensation policy of CCR and subsidiaries, of CCR Group and the Business Plan, all of and to the Profit-Sharing Programs as well as which are suggested by the CEO. It is also the processes for appointing CCR officers and responsible for identifying critical issues and potential candidates nominated by the CEO, good social and environmental practices of the at the request of the Board of Directors, in organization and of companies in the sector. addition to other duties. Board of Directors

Finance Committee New Business It examines the company’s financial Committee policy, analyzing its structure and It evaluates, at the request of recommending corrective actions. the Board of Directors, the development It also monitors and informs the of studies for potential acquisitions Governance Committee Board of Directors about key of stakes in new business, identifying It suggests and supervises financial issues such as loans/refinancing potential problems and approaches to be the format and constitution process of long-term debts, risk analysis, followed in negotiations. of the Board of Directors, developing, dividend policy, share and debt security reviewing and proposing improvements issues and investments. periodically. It is the Governance Committee that proposes the dynamics of the role occupied by the Board of Directors and conducts the periodic assessment of the Board of Directors, the See more information on CCR Group Committees, the CCR Group CEO and corporate governance: the Board Secretary.

19 Annual & Sustainability Report 2017 • CCR Group Integrity and compliance Since the creation of CCR Group, business has been conducted government employees in Brazil and abroad. In addition CCR Group also structured the Integrity and Compliance ethically and with integrity, in accordance with legal parameters. to these documents, stakeholders also have Internet or Committee (ICC), which deliberates on the ICP guidelines The practices and investments made annually are intended phone access to the Linha Ética CCR (CCR Ethics Hotline), a and the actions to be taken in the event of reports of to further improve this condition, by means of the constant channel outsourced to an external company and designed wrongdoings received by the CCR Ethics Hotline. The engagement of employees and the development of tools that to receive reports of behavior considered inappropriate or in ICC is composed of three permanent members, all CCR enable an increasingly transparent relationship with all audiences. noncompliance with corporate values. Group Officers, and Legal department/Compliance area representatives participate in its meetings. The guidelines for principled business management can be In order to consolidate all the practices adopted since it was found in the CCR Group Code of Conduct and Ethics and in founded, CCR Group created its Integrity and Compliance In 2017, the development of the ICP continued with training the Clean Company Policy, in line with Law No. 12.846/13 Program (ICP) in 2015. The program is coordinated by and upskilling courses for all the CCR Group staff. The and that expounds on the approach to be taken by employees the Compliance area, which is also responsible for the workforce was impacted by onsite actions and workshops and third parties in the relationship with their stakeholders, dissemination and monitoring of its execution across all conducted by the Compliance area, as well as through including suppliers as well as municipal, state and federal business units. structured education in e-learning format.

1,671 255 + than 100% of suppliers reports 16 significant underwent due received since the thousand agreements diligence processes implementation hours subject to human of the Ethics rights clauses or Hotline in 2015 of anti-corruption training in the analyses last two years

20 Annual & Sustainability Report 2017 • CCR Group Services 23 Development of human capital 26 Excellence in innovation and technology Services

To support the qualified CCR GROUP’S COMPANIES growth of its business, • CCR Actua: centralizes the • CCR Engelog: concentrates the • CCR EngelogTec: CCR Group’s • SAMM: provides high CCR Group structured a financial and administrative engineering excellence of CCR Group, technology center which plays a capacity data transmission and Shared Services Center services of CCR Group. It also from the design of projects through to strategic and functional role close IP connectivity services in the (SSC) 15 years ago. This coordinates the management and the final delivery of works geared towards to the business units in information states of São Paulo, Rio de center is responsible dissemination of sustainability better results, greater comfort, seamless technology, automation and electrical/ Janeiro and Paraná. for the performance across all business units. operations, guidance and safety for users. electronic maintenance processes. of activities and transactional processes that add value by delivering differentiated solutions, maximum efficiency and value SDG creation. HUMAN CAPITAL

The SSC is currently The SSC manages and supports the formed by companies professional development of the 13 thousand CCR Actua, CCR employees of CCR Group Engelog and CCR EngelogTec, which work complementarily to offer high quality services, INTELLECTUAL with efficiency and CAPITAL competitive costs for CCR Group units. Promotion of economic It seeks innovation, growth and high SAMM, which provides development of new levels of productivity, high capacity data S technologies and solutions guaranteeing workers’ E designed for greater transmission and IP IC rights and a safe connectivity services, is V business efficiency and user working environment R satisfaction Development of also managed within E this framework. The S high-quality, reliable, company, whose sustainable and network covers more resilient infrastructure, than 3.5 thousand FINANCIAL contributing to kilometers of CAPITAL technological capacity underground fiber and scientific research optic cabling, is a The cutting-edge structure of the wholly-owned subsidiary SSC boosts the competitiveness of CCR Group. of CCR Group and promotes efficient cost management

22 Annual & Sustainability Report 2017 • CCR Group Inclusion Development of human capital of people with Technical knowledge, the sense of belonging to one of Focusing on leadership development, CCR Group began disabilities the largest infrastructure groups in Latin America and the implementing a new senior executive assessment program incessant quest for excellence and user satisfaction are key last year, involving about 110 people. This program Diversity and respect for elements in the development of the Group‘s business. With progresses alongside a performance appraisal model and human rights are guiding the support of the Shared Services Center, the units work competency review process. premises of employee to strengthen the development of human capital through management practices, training and upskilling courses, opportunities for professional in line with the principles growth and recognition. of the Global Compact, a UN initiative of which To ensure the alignment of all professionals with the CCR Group + 209 241 CCR Group is a signatory. strategy, one of the main initiatives developed in 2017 was the At CCR RodoNorte, the Planning Cycle, in which 241 employees participated directly. thousand employees program for training and hours of training engaged in the qualifying individuals with Two workshops were held in the first stage – one with the for employees special needs is an example Board of Directors and another with the Strategy Committee Strategic Planning of how this commitment – to define the strategic goals. The Overarching Goals and Cycle materializes. Guidelines (OGGs) were formalized afterwards at a meeting R$ 1 billion The unit abides by the hiring with the officers of the holding company and units. All the paid in wages quota for this professional employees involved in the Planning Cycle were trained to act and benefits category established since as multipliers of these guidelines in the units, between teams 2015, driven by best and coworkers. practices in advertising available jobs, training The Annual Meeting also contributes to the dissemination of leaders with a focus on the CCR Group’s strategy, values and culture of ethics. Last year integration of these people about 350 guests attended the event, which featured external and a closer relationship and internal speakers addressing topics such as conditions of with external agents, such the macroeconomic scenario, competitiveness, professional as government job agencies. development, ethics and challenges of education in Brazil. The theme of the 13th Annual Meeting, held in 2017, was Best practices adopted by “Qualified Growth: Innovation, Creativity and Performance”. the unit include the support of the occupational health This human capital management model, adopted since team in the process of CCR Group was founded, has allowed the organizational selecting new employees restructuring resulting from the Repensar Project to be with special needs. In carried out almost exclusively with the reallocation of people the presence of the who were already working in the business units. Around 40 occupational physician, the employees, who had already been pinpointed as potential unit anticipates the need for leaders, were reallocated to new positions so as to improve workplace adaptation. management and seek new business.

23 Annual & Sustainability Report 2017 • CCR Group WATER CONSUMPTION (thousand m3) CCR Group promotes the exchange of best Sustainability 435.4 624.9 644.8 practices in the environmental management management of its subsidiaries and monitors their The CCR Group has several mechanisms that ensure and promote the inclusion of sustainability in its business performance as a corporation strategy. The advisory bodies of the Board of Directors include the Strategy and Sustainability Committee, whose duties encompass the formulation of recommendations for the management of environmental and social risks and opportunities in the company’s growth strategy.

The Sustainability Steering Committee, in turn, is responsible 2015 2016 2017 for developing guidelines to ensure the implementation of CCR Group’s sustainability strategy in the short, medium and ENERGY CONSUMPTION long term. The business units also have their Sustainability (thousand GJ) Committees, which develop targets and action plans to respond to corporate sustainability guidelines. 1,224.6 1,139.7 1,232.4

In the shared services structure, CCR Actua is responsible for the centralized management of sustainability, covering the strategy of communication and engagement of employees, relationships with external entities and consolidation of indicators related to CCR Group’s social and environmental performance. In each business unit there is an Advanced Sustainability Post, employees prepared to manage these aspects locally while taking the specific situation of each concession into consideration. 2015 2016 2017

WASTE DISPOSAL GREENHOUSE GAS EMISSIONS (thousand tCO2e) (thousand tons) 55.6 16.1 52.0 11.5 56.2 16.3 101.3 933.9 460.9

Scope 1 Scope 2 2015 2016 2017 2015 2016 2017

24 Annual & Sustainability Report 2017 • CCR Group Safety and quality of life Employee and contractor health CCR Group is mindful of the quality of life of employees and and safety management, contractors and of safety in the performance of activities in its based on five pillars, promotes human capital management, and is committed to the well-being EMPLOYEES’ HEALTH and health of people in all the business areas in which they are full and systemic attention to AND SAFETY INDICATORS present. The guidelines for this management are defined by the IN 2017 Occupational Health and Safety Standard, published in 2016 and the quality of life and available on the Group’s internal network. well being of professionals Rate of injuries among employees 11.48 Rate of lost days among employees 98.34 Employee absenteeism rate 1.79

The Policy covers all CCR Group units and should also be used as a premise in companies whose ownership is shared with other partners that do not have specific rules on this subject. The units, in turn, develop the programs and make investments earmarked for improving the quality of life and ensuring the occupational health and safety of employees.

The management structure of this aspect is based on five pillars: People, Resources/Technology, Processes, Knowledge and Politics/ Relationship. Multidisciplinary projects are developed on the basis of these pillars, with the purpose of adapting the physical structures of facilities, ensuring alignment with rules and regulations on the subject, training and raising awareness among employees in regard to the risks associated with each type of activity, promoting a culture of safety, monitoring accident indicators, carrying out action plans and preventive measures, and others.

In addition to safety, CCR Group also seeks to stimulate the improvement of employee quality of life through different actions that encourage physical activity and healthier habits.Two examples are CCR Metrô Bahia, which has a gym with fitness and bodybuilding equipment in which professionals can exercise before and after work or during work breaks, and CCR Nova Dutra, which develops the “Você em Movimento” (You in Movement) project to assess the fitness levels of employees and lead to the adoption of a healthier lifestyle.

25 Annual & Sustainability Report 2017 • CCR Group Excellence in innovation and technology The pursuit of innovation and the incorporation of new of the concessionaires in order to receive a toll charge Team readiness and investments technologies, focused on increasing efficiency, cutting costs receipt for tax purposes. The implementation of the new and enhancing user satisfaction, is a central point of attention system involved joint work undertaken by several areas in new projects generate benefits in CCR Group’s management. To this end, the performance of of the Shared Services Centers, including the Legal, the Shared Services Center units is strategically important in Communication and Planning departments of all units. for the integrity of operations, user adding innovative solutions to all businesses. As a result, CCR Group now fulfills the new requirement of comfort, and the environment Information security is of prime importance as the Group’s the Internal Revenue Service, consistent with the guidelines control systems are digital and integrated. CCR EngelogTec of Associação Brasileira de Concessionárias de Rodovias acts on this front, adopting strict security standards in order (Brazilian Association of Highway Concessionaires - ABCR). to guarantee operational integrity. Moreover, employees are The service provided to users will maintain the same efficiency, continuously instructed, through training sessions and internal expeditiousness and security, allowing the substitution of the campaigns, to behave appropriately when using online toll charge receipt after the end of the trip. platforms and equipment. In the cyber-attack of May 2017, when several companies from different areas were affected The search for innovations and new constructive by the WannaCry virus, CCR EngelogTec acted promptly and methods is also a constant feature in the Group’s business managed to prevent any impact on CCR Group. development and growth. To this end, the performance of the Road Research Center (CPR) of CCR Engelog is Since January 1, users of the toll roads operated by CCR strategic and brings advantages from the point of view of Group have been receiving the Documento Fiscal Equivalente cost reduction and environmental gains, making it possible (DFE – document equivalent to a tax invoice), whereby it to incorporate new technologies into operations on an is possible to enter personal information on the website ongoing basis.

Some of the main initiatives and projects carried out in 2017 are the use of construction and demolition waste to build pavements, the application of rejuvenating agents that allow pavement recycling and the search for more sustainable alternative materials for use in viaduct and bridge expansion joints, road signs and repairs. Other technologies, such as rubberized asphalt and warm mix asphalt, which reduce greenhouse gas emissions, are already fully incorporated into the activities of the units.

CCR Engelog also worked in 2017 to implement the Vetor project, with the objective of improving project and investment management processes, with a focus on improving the performance model and boosting innovation.

26 Annual & Sustainability Report 2017 • CCR Group Toll roads 29 Quality of service 30 Safe operations 31 Operational eco-efficiency Toll roads

CCR GROUP’S CONCESSIONS CCR Group manages CCR NovaDutra • 1995 – 2021 CCR ViaOeste • 1998 – 2022 CCR SPVias • 2010 – 2028 3,265 kilometers CCR ViaLagos • 1996 – 2047 CCR AutoBAn • 1998 – 2027 ViaRio • 2012 – 2047 of toll roads under CCR RodoNorte • 1997 – 2021 CCR RodoAnel • 2008 – 2038 CCR MSVia • 2013 – 2044 concession in Renovias • 1998 – 2022 SDG Brazil. Through its investments and improvements, it serves the communities of municipalities in the SOCIAL & states of Mato Grosso RELATIONSHIP CAPITAL do Sul, Paraná, São Investments in Paulo and Rio de The Estrada para a Saúde and Caminhos para improvements and the Janeiro. In total, a Cidadania programs, managed by Instituto heightening of awareness there are 10 units CCR, serve communities in the municipalities in to drastically reduce that continually which CCR Group is present deaths and injuries manage and work caused by road accidents on improvements to federal and state NATURAL roads. CAPITAL With the organizational The reuse of waste in roadworks and other Infrastructure modernization with restructuring of CCR S increased efficiency in the use of Group, the units D innovative technologies for A paving and construction resources and the adoption of clean and responsible for the O R reduce the environmental environmentally friendly technologies São Paulo state toll L impacts of operations roads respond to L

the CCR Rodovias O SP business area. T Federal toll roads and those of other MANUFACTURED 19,3% states, in turn, CAPITAL reduction in operate under the the number of coordination of CCR Investments in toll road 162 2,447 deaths on Rodovias BR. improvements increase emergency the toll roads safety, comfort and traffic heavy phones of CCR Group fluidity for users and light tow installed compared trucks to 2010

28 Annual & Sustainability Report 2017 • CCR Group Quality of service

The improvements made and the service delivered to CNT 2017 HIGHWAY SURVEY technical criteria. The Bandeirantes Highway (SP-348), managed travelers on the toll roads managed by CCR Group aim by CCR AutoBAn, was voted the best in the country in 2017 – an to achieve maximum satisfaction among users. Therefore, award that it has received for six consecutive years. the service provided by the units is based on four pillars - Comfort, Guidance, Fluidity and Safety – which are the The surveys indicate user satisfaction with the various investments cornerstones of the development of different projects and BEST HIGHWAYS IN BRAZIL made in improvements, but indicate that the cost of toll charges investments to allow a safe and comfortable journey. is a critical aspect. Therefore, users’ perception of quality of the service, through constant bulletins and improvements, is essential 1st Rodovia dos Bandeirantes (CCR AutoBAn) These projects include the highway preservation programs, to add value to the business model of CCR Group. through cleaning activities, mowing of grass on traffic islands, 4th Rodovia Anhangüera (CCR AutoBAn) maintenance of road signs and lanes, among other aspects. 6th Rodovia Hélio Moreira Salles - SP-215 (Renovias) The quality of service provided to users is continuously 8th Rodovia Castello Branco (CCR ViaOeste) monitored through different tools. With the support of 9th Rodovia SP-255 (CCR SPVias) Instituto Datafolha, CCR Group organizes an annual survey with car and truck drivers, carriers and opinion 19th Via Dutra (CCR NovaDutra) makers. Monthly surveys are also held with users who have needed road assistance, and are supported by the CCR ViaLagos had the toll road evaluated ombudsman services. as excellent in all aspects (general state, pavement, road signs and geometry). External bodies, such as the Confederação Nacional dos Transportes (National Confederation of Transport – CNT), also organize annual evaluations of the conditions of Brazilian highways and elect the best according to different Works delivered faster USERS SATISFACTION CCR AutoBAn concluded, almost three INDEX months ahead of schedule, the delivery of 77% 76% 78% the first stage of the Jundiaí Road Complex (SP), one of the main road improvement projects to ensure better traffic fluidity and safety for users of the Anhanguera Highway. The residents of the city also benefited from pedestrian tracks and approximately 1 kilometer of cycle track as well as lampposts with LED bulbs. To celebrate the delivery of the construction work, CCR AutoBAn, in partnership with the municipal authority of Jundiaí, held a foot race on the new Viário 2015 2016 2017 Municipal (municipal road) over a distance of almost 5 kilometers.

29 Annual & Sustainability Report 2017 • CCR Group Safe operations

Besides enhancing user comfort and One of the major challenges of toll road satisfaction, the investments made by Accident concessions in Brazil is related to the occurrence CCR Group in the toll roads under its Number of of turnpike holdups. Situations involving severe management increase safety for drivers, Reduction accidents* violence can cause physical and psychological employees and third parties working on Plan 27,188 trauma to employees, so CCR Group provides the road, residents of the municipalities 25,383 25,810 comprehensive assistance and medical care to connected by the road, and other Since 2015, in line victims in these situations. Strengthening the parties involved. However, education with the global partnership with the government, responsible and raising of awareness for safer initiatives to reduce for citizen safety, is essential to curb criminal traffic are vital to reduce the number of traffic fatalities, CCR practices and is also being stressed by the units. accidents on Brazilian highways. Group has been consolidating the Readiness to cope To this end, CCR Group is developing Accident Reduction with emergencies Plan (PRA) at the 2010 2016 2017 the Segurança Viária (Road Safety) RATE OF INJURIES AMONG In 2017, the rescue teams corporate level, EMPLOYEES* Program, which promotes integration Injured of CCR ViaOeste and CCR helping to identify between units for the sharing of victims* 11.48 13.40 RodoAnel conducted a training opportunities and 14,632 best practices and exchange of 13,209 13,347 course in Radiation, Biological best practices among knowledge on three main fronts: and Chemical Protection, the plans developed education, engineering and regulation delivered by the Brazilian by the concessionaires and inspection. The actions involved Navy. About 20 employees as determined by the in the program include continuous were trained to improve their regulatory authorities. investments in educational campaigns response to incidents involving This initiative is in and in the installation and maintenance chemical emergencies. of equipment, such as metal safety alignment with the CCR Group goals of the UN In addition, the units also barriers and light-emitting panels with 2010 2016 2017 Toll roads information for users. Decade of Action adopted a new device, for Road Safety, a Fatal called Catchbag, to expedite Training courses for teams that work proposal to reduce victims* RATE OF LOST DAYS the rescue in the case of on the highways daily are another key the number of road AMONG EMPLOYEES* overturned vehicles. It is a accident victims by system with two inflatable factor for ensuring the safe operation 616 98.34 170.43 20% until 2020, cushions, positioned under of concessions. CCR Group employees 504 497 are coached continuously to be able to based on 2010 an overturned truck or bus, provide the best service to users, cope indicators. which raise the vehicle from with road incidents and emergencies, the side. The equipment has a and at the same time adopt safe loadbearing capacity of up to behaviors to avoid pedestrian runovers 45 tons and returns the vehicle to its upright position within and other types of accident. 2010 2016 2017 CCR Group 12 minutes.

*Information only for controlled concessions. Renovias Toll roads and ViaRio are not contemplated.

30 Annual & Sustainability Report 2017 • CCR Group Operational eco-efficiency The application of CCR Group’s toll road concessions Waste management is one of the prime MAIN ENVIRONMENTAL INDICATORS* units permanently monitor the focal points of CCR Group. Through cutting edge technology environmental impacts of its studies and analyses, CCR Engelog seeks Water Energy Waste disposal consumption consumption (thousand and raising of awareness operations and seek, through their to progressively expand the reuse of (thousand m3) (thousand GJ) tons) own initiatives and projects, to materials left over from roadworks. One 489.8 promote improvements improve business performance. of the alternatives under analysis is the 146.5 136.7 133.0 438.6 in controls and in To this end, the units’ attention is recycling of this waste through processing 419.2 focused mainly on reducing water and in other productive chains. 927.7 electricity consumption, greenhouse environmental performance gas (GHG) emissions and waste In the roadworks of the Jundiaí Road generation. In addition to these Complex in the Bandeirantes-Anhanguera fronts, CCR Group invests in training system, new technologies were employed 453.3 and campaigns to raise employee to reuse construction and demolition awareness, focusing on the rational waste in the pavement material. The use of natural resources. solution brought about a cost reduction of 47% in comparison to the traditional 100.0 With regard to water management, method of using new materials for the the main initiatives carried out in pavement layers implemented. 2015 2016 2017 2015 2016 2017 2015 2016 2017 recent years and that continued in 2017 were those aimed at promoting rainwater harvesting and reuse. These actions are overseen by the Advanced Sustainability Posts allocated at each Emissions monitoring GREENHOUSE GAS EMISSIONS of the CCR Group units. (thousand tCO e)* The Group’s GHG emissions are recorded 2 To reduce electricity consumption, and monitored through the emissions 56.2 23.9 16.3 3.6 796.3 67.4 CCR Group counts on the support inventory carried out annually in accordance of CCR EngelogTec to invest in with the methodology of the Brazilian GHG more efficient lighting systems at Protocol program. The data obtained are toll plazas and along the highways. published annually on the platform of the User assistance equipment, such as system, which is open to the public, and are emergency telephones installed on also audited by an external company. the toll roads, are already powered by On the toll roads, one of CCR Group’s main electricity generated by photovoltaic sources of emissions is the burning of fuels solar panels. Other alternatives for to power the fleet required for operations. generating its own electricity from The units advise employees to use ethanol Scope 1 Scope 2 Scope 3 clean and renewable sources are being in the vehicles whenever possible. analyzed by the company. CCR Group Toll roads

*Information only for controlled concessions. Renovias and ViaRio are not contemplated.

31 Annual & Sustainability Report 2017 • CCR Group Urban mobility 34 Quality of service 35 Safe operations 36 Operational eco-efficiency Urban mobility

CCR GROUP CONCESSIONS The work of CCR Group ViaQuatro • 2010 – 2040 in the area of urban CCR Barcas • 2012 – 2023 SDG mobility contributes to VLT Carioca • 2013 – 2038 the improvement of CCR Metrô Bahia • 2013 – 2043 public transport and Resilience and adaptability of traffic fluidity in large cities to climate change, also town or city centers. The contributing to the mitigation investments made are of greenhouse gas emissions aligned with the global INTELLECTUAL challenge of transition to CAPITAL a low-carbon economy, since they help reduce The development and the number of privately- implementation of technologies, owned vehicles in such as passenger train car cities and do not emit occupancy control, increase the Access to safe, affordable, greenhouse gases directly quality of the service for users sustainable transport systems for all, in their operation. reducing the negative environmental The implementation of NATURAL impact of cities a number of innovative CAPITAL technologies, such as digital signs that direct Mobility equipment users to the passenger ITY helps improve air IL cars with the most space, B quality in large towns a pioneer initiative in the O or cities M world, increase travel

comfort and satisfaction. N

A

The formation of solid B

partnerships with the R

grantor authority is U strategic in enabling the MANUFACTURED infrastructure of cities CAPITAL to be expanded and 28 830 thousand improved, creating value Investments in the purchase R$ 1.98 of rolling stock (trains and VLTs passengers for society as a whole by transported, on average, providing high-quality light vehicles), with cutting- billion (light rail lines) public service. edge technology for user invested in operation in every day (ViaQuatro transportation in 2017 Rio de Janeiro and CCR Metrô Bahia)

33 Annual & Sustainability Report 2017 • CCR Group Quality of Decommissioning of CCR Barcas

CCR Group took on the Rio de Janeiro state ferry boat concession in service 2012 and since then, CCR Barcas has invested R$ 933 thousand in the adaptation of embarkation points, equipment improvements and The work of CCR Group in the area of urban mobility contributes to adaptations to increase user comfort. The installation of air conditioning the improvement of traffic fluidity and transportation in large town equipment, the renovation of vessels and the purchase of other new or city centers, offering users both comfort and modernity. To provide ones, the expansion of the embarkation areas and other improvements the service with quality and innovation, investments are prioritized and have led to an 80% decrease in the number of complaints. allocated according to the needs and demands of each city. In 2017, due to imbalances in the agreement signed, a request was made to the grantor authority to return the concession, which will ViaQuatro, a CCR Group unit that operates Line 4 – Yellow of the São be transferred to another company, through a new bidding process. Paulo subway network, implemented a system that provides users The decommissioning process of CCR Barcas has been implemented with real-time information on train car occupancy. The information is with maximum transparency for employees and users. CCR Group has transmitted to colored schematic panels installed in all the stations, followed the schedule established in the project and expects the entire enabling people to enter the emptier cars and thus embark more process to be completed in 2018. quickly and comfortably.

The ViaQuatro project won the Best Practices of Promotion and Communication in Urban Mobility award granted by Union Internationale des Transports Publics (UITP), in 2017. The award was received in the city of Montreal, Canada.

In Salvador, CCR Metrô Bahia completed three years of operation of the mobility concession in 2017. The project in the capital city of Bahia includes the construction of new stations, besides the railroad operation. The system, integrated all the way to the airport, has helped reduce the travel time of the local population, with more speed and comfort on trips.

Last year the CCR Group unit received an honorable mention in the Ouvidorias Brasil 2017 award, granted by Associação Brasileira das Relações Empresa-Cliente (Brazilian Association of Customer Relations - Abrarec). One of the initiatives developed by CCR Metrô Bahia to increase users’ satisfaction with the service provided is Ouvidoria Itinerante (Touring Ombudsman Department), which provides on-site services at the stations.

In Rio de Janeiro, CCR Group is one of the shareholders of VLT Carioca, a transportation mode inaugurated in 2016 and that connects the harbor area with the financial center and Santos Dummont Airport, in the state capital. Innovative right from the start, last year VLT Carioca reached the milestone of 15 million passengers transported.

34 Annual & Sustainability Report 2017 • CCR Group Safe operations User awareness User and employee safety is a priority in urban third parties complies with the provisions of the RATE OF INJURIES AMONG ViaQuatro launched a mobility equipment, and follows the guidelines set Regulatory Standards (RSs) of the Ministry of Labor, EMPLOYEES* communication campaign by CCR Group. Due to the characteristics of each as well as the prioritization of investments in facility 11.48 11.45 in 2017 to make station item of equipment, however, there are specificities improvements. users more aware of to be addressed through projects and initiatives the importance of conducted directly by the units. At CCR Barcas, activities are focused on the safety behaving more safely. The of users and employees at embarkation points concessionaire identified For example, at the subway stations of ViaQuatro where there is a higher risk of falls, sprains and an increase in incidents and CCR Metrô Bahia, work involving the accidents involving people. The vessels have all caused by apparently movement of people at high altitudes and the necessary equipment to ensure a safe journey, inoffensive habits, such as maintenance of electrical equipment is observed such as lifejackets and employees trained for any CCR Group reading or texting while with greater attention. Training for employees and emergencies that may occur in the water. Urban mobility walking along platforms and corridors. Stickers were put up RATE OF LOST DAYS on the escalators while AMONG EMPLOYEES* explanatory text panels 98.34 2.00 were installed inside the trains and audiovisual panels placed around the stations. At the Pinheiros and Luz stations, where there is a heavy flow of passengers, there was an artistic presentation on the CCR Group topic to raise awareness in Urban mobility an entertaining manner.

*Information only on the controlled concessions: ViaQuatro, CCR Barcas and CCR Metrô Bahia.

Critical activities for the safety of employees, contractors and users are continually improved

35 Annual & Sustainability Report 2017 • CCR Group Operational eco-efficiency

The environmental benefits of the CCR Group concessions MAIN ENVIRONMENTAL INDICATORS* GREENHOUSE GAS EMISSIONS for large town and city centers are significant. The São (thousand tCO e)* Water Energy Waste 2 Paulo and Salvador subway systems and the VLT in Rio de consumption consumption disposal 56.2 31.5 16.3 10.6 796.3 8.8 Janeiro, for example, are powered by electricity and help (thousand m3) (thousand GJ) (thousand tons) reduce greenhouse gas (GHG) emissions, insofar as they promote the replacement of fossil-fuel based vehicles. 261.0 705.1

To encourage users to use the subway as their main 665.5 660.1 Moving on rails, 180.8 means of transport, CCR Metrô Bahia launched the “Bora 5.2 de Metrô!” (Let’s Take the Subway!) campaign in 2017 VLT Carioca with advertisement films shown on television and the 4.3 dissemination of information relevant to passengers. CCR 100.9 reduces its Group is also discussing adaptations to the city’s bus lines impact on natural with the municipal authorities, in order to ensure better 1.2 Scope 1 Scope 2 Scope 3 integration with the subway and to produce more benefits CCR Group Urban mobility resources and for the local communities. 2015 2016 2017 2015 2016 2017 2015 2016 2017 *Information only on the controlled concessions: ViaQuatro, CCR Barcas and CCR Metrô Bahia. the urban The new stations of CCR Metrô Bahia were also built with the environment as a distinguishing feature of their landscape projects. The architecture prioritized the use of natural Specialized displays showed visitors simple ideas such as cost- resources, such as natural lighting and ventilation, to efficient solar heaters and a home-based waste management ensure optimum temperatures for users and to reduce the system. Another highlight was the 30th anniversary need for electricity consumption to cool the air. celebration of the Montreal Protocol, an international treaty for the protection of the ozone layer. The campaign involved These new facilities received an honorable mention putting stickers up around the stations, with videos on train in the ninth edition of Prêmio Bienal de Arquitetura monitors and platforms and an invitation for users to interact (Biennial Prize for Architecture) of Associação Brasileira through social media. dos Escritórios de Arquitetura (Brazilian Association of Architecture Firms - AsBEA). The project was also the only In the context of operational improvements, actions focused Latin American representatives among the finalists of the on reducing waste generation. ViaQuatro was the first in the international WAF World Architecture Festival 2017 award industry to form a partnership to recycle uniforms discarded ceremony. by its employees. Since the beginning of the project, in June 2016, the company has collected 6.6 thousand uniforms, At ViaQuatro, the concern for the environment also thereby avoiding the use of 16 cubic meters in landfills and unfolds in user engagement and awareness initiatives. the emission of 32 tCO2e. In an initiative that combined Last year one of the initiatives was Casa Sustentável passenger comfort, operational safety and reduction of (Sustainable Home), a touring facility that is self-sufficient environmental impact, the company installed 2,200 devices in energy. This initiative impressed passengers with made of 100% recyclable material to reduce the gap solutions for more environmentally-friendly homes. between platforms and trains.

36 Annual & Sustainability Report 2017 • CCR Group Airports 39 Quality of service 40 Safe operations 41 Operational eco-efficiency Airports SDG

CCR GROUP’S CONCESSIONS AND COMPANIES Since 2012, CCR Access to safe, International Airport of San José • 2012 – 2026 Group has applied its accessible and International Airport of Curaçao • 2012 – 2033 management capacity sustainable transport BH Airport • 2014 – 2044 and technical knowledge systems for all, International Airport of Quito • 2015 – 2041 to improve airports, an strengthening cultural Total Airport Service (TAS) essential infrastructure heritage and local for the economic growth development and development of countries. Through its units, it operates in FINANCIAL Brazil, Ecuador, Costa CAPITAL Rica and Curaçao. The airport infrastructure is In the United States instrumental in increasing it controls TAS - Total productive activities and Airport Services, a generating income in the Infrastructure modernization with provider of airport municipalities improved efficiency in the use of services, and operates resources and the adoption of CCR USA, a structure SOCIAL & RELATIONSHIP CAPITAL clean and environmentally friendly aimed at promoting technologies the development and management of airports Improvements and S in that country. T investments increase user R satisfaction and bring about The investment in the O P recognition for CCR Group in airport segment is one R I international awards

of the Group’s main A levers for promoting its internationalization and portfolio diversification. Following the strategic Quito Airport HUMAN CAPITAL Flights to guidelines, qualified R$ 131 named growth in this business Expansion of the Groups’ 49 area is based on the million the best business, including domestic and invested in in South America identification of new overseas transactions, international opportunities and construction for the fourth creates new opportunities destinations consecutive year concessions of the for employees and works and secondary market. departing from improvements by by World Travel requires professional Belo Horizonte qualification BH Airport in 2017 Awards

38 Annual & Sustainability Report 2017 • CCR Group Quality of service Connectivity in Minas Gerais Belo Horizonte International Airport, run by BH Airport, has the potential to become one of the country’s largest flight distribution Quality of service is at the heart of the management The Quality of Service Plan combines the initiatives and passenger integration centers due to its privileged location. model of CCR Group’s airport concession units. Both in this sphere planned for the year and the Accordingly, the concession is expected to become a growth and in Brazil and abroad, investments are made with a controls to be applied. BH Airport monitors 34 development vector for the state. focus on increasing comfort for passengers, improving indicators defined by Anac on a monthly basis. To realize this potential, the terminal depends on the maintenance the working conditions of airlines and seeking These range from airport cleaning services to of plans to close Pampulha Airport to domestic flights. This integration with other terminals, providing more flight check-in queuing times (hand luggage check) restriction is being discussed by the grantor authority and, and destination options for users. and passengers’ perception of quality and the if withdrawn, makes it more difficult for airlines to organize cost of services. Parallel to these processes, the connecting flights and integration of passengers flying in from One of the prime examples of how this approach Secretaria da Aviação Civil (Office of the Secretary other locations. materializes is the Quito International Airport, for Civil Aviation – SAC) conducts a quarterly BH Airport has sought to involve society as a whole and managed by Quiport. The airport was chosen for passenger satisfaction survey covering 38 items to raise public awareness of the importance of the airport the second consecutive year as the best in South of infrastructure, customer service, services and to the residents of Minas Gerais, to the development of America in the World Airport award, produced by management of the country’s top 15 airports. the state, and to the achievement of goals set out in British consulting firm Skytrax and based on a global the concession agreement. satisfaction survey with customers of airports all over The airport expansion and adaptation works are the world. Quiport also received a four-star rating among the factors with the greatest impact on (there is just one other on the continent) and was passenger and visitor satisfaction. In this context, elected the company with the best employees. the delivery of the new passenger terminal in December 2016 had a positive impact on last In Brazil, BH Airport manages the Belo Horizonte year’s quality of service indicators, with the International Airport in Minas Gerais. Since it was expansion of the arrivals and departures halls awarded the concession in 2014, the unit has taken and of the shopping and baggage reclaim areas, on the mission of providing an excellent service to new boarding gates and more parking spaces. passengers and visitors, with a structure specially Accessibility aspects are also continually improved dedicated to the monitoring of satisfaction and quality by works and expansions. About R$ 150 million indicators. These indicators are in fact one of the have already been invested in this type of requirements of the agreement with Agência Nacional adaptation, guaranteeing accessible toilets, tactile de Aviação Civil (National Civil Aviation Agency – Anac). paving and elevators.

39 Annual & Sustainability Report 2017 • CCR Group Safe Integrated parameters In 2017, BH Airport, together with the other companies operating inside the airport, defined operations minimum standards of occupational safety for all the professionals working on its premises. CCR Group’s airport safety/security Any professionals who fail these The decision was made by consensus in Cipa management is structured on three fronts: assessments lose the right to access Integrada, a safety forum made up of more than occupational safety, operational safety controlled areas and undergo a 100 members, including safety technicians and and airport security. follow-up program to improve their representatives of the entire airport community. health and quality of life. Reflected in an internal standard, the new In Brazil, for instance, BH Airport already parameters contribute to the safety of the entire has accident frequency and severity airport, surpassing the regulatory requirements rates that are considered low, and established on this topic. constantly strives to achieve the target of zero accidents. The specialized team works continuously on awareness raising RATE OF INJURIES AMONG campaigns, improvement of management EMPLOYEES mechanisms and onsite inspections to 11.48 6.90 verify potential workers’ safety hazards.

Operational safety, on the other hand, is not always seen by passengers and visitors and covers the runway areas, buildings and land adjacent to the terminals. Hazards represented by the movement of aircraft and vehicles and by runway CCR Group maintenance are managed in this context. BH Airport

Airport security involves terminal surveillance, control over access to RATE OF LOST DAYS the various airport areas, inspection AMONG EMPLOYEES of passengers and hand luggage, and 98.34 2.07 security of cargo and baggage dispatched, among others. In 2017, BH Airport implemented Programa de Prevenção de Substâncias Psicoativas (Program for Prevention of Psychoactive Substances – PPSP), in which all employees with access to restricted areas of the airport undergo periodic assessments to identify CCR Group alcohol consumption or drug use. BH Airport

40 Annual & Sustainability Report 2017 • CCR Group Operational eco-efficiency

To carry out the management BH AIRPORT’S MAIN of environmental aspects on the ENVIRONMENTAL INDICATORS Environmental premises of BH Airport, CCR Group management uses the Integrated Management Water Energy Waste System (IMS). The various areas consumption consumption disposal priorities at BH Airport are responsible for ensuring the (thousand m3) (thousand GJ) (thousand tons) fulfillment of environmental licensing 295.0 include aspects such conditions and for reporting 2.3 control indicators to the corporate 244.3 82.5 as water, electricity environmental team. 74.7 1.9 199.4 and greenhouse gas 63.6 The company currently monitors emissions about 280 conditioning factors, whose timely reporting to the supervisory bodies is followed to the letter in order to guarantee the continuity of operations at the airport. All environmental aspects are continuously managed with this legal 2015 2016 2017 2015 2016 2017 2016 2017 compliance in mind.

In addition, water and electricity consumption issues also have a significant impact on operating costs. The definition of targets for GREENHOUSE GAS EMISSIONS (thousand tCO e) resource consumption or impact 2 generation reduction is being 56.2 0.8 16.3 2.1 796.3 719.3 assessed by BH Airport.

One of the medium-term objectives is to pursue Airport Carbon Accreditation, an international initiative that sets voluntary levels for accredited airports to monitor and reduce greenhouse gas emissions. This must be achieved in combination with IMS certification in ISO 9000 and 14000, OHSAS 18000 and the RBACs Scope 1 Scope 2 Scope 3 (Brazilian Civil Aviation Regulations). CCR Group BH Airport

41 Annual & Sustainability Report 2017 • CCR Group Outlook

CCR Group also The recovery of Brazil’s economic toll road concession programs, the Another challenge is the maintenance growth may occur more rapidly in 2018, function of the control bodies, the role of investments by CCR MSVia, which supported the “Em according to productivity and population of the Judiciary in the development of partially resumed the twinning of BR-163, Movimento” (In employability indicators at the end of jurisprudence involving the sector, and in the state of Mato Grosso do Sul, last Movement) project, last year, but there will still be major the work of Brazilian Congress and year. Approximately R$ 143 million will be a series of six films challenges to the development of new control bodies in relation to the topic. invested in 12.5 kilometers of twinning and showing how business and infrastructure investments 84 kilometers of pavement restoration on transport, sanitation, in the country. The political scenario The most recent edition of the various segments of the road. The restoration urban mobility and is still uncertain and federal and state global competitiveness report, released of balance in the agreement for this other infrastructure government elections, scheduled for the by the World Economic Forum, puts concession is due to a combination of delays contribute to economic th last quarter of the period, will come first Brazil in 80 place on a list with 137 in the issuance of the Environmental License growth and have a in the institutional debate, sharing the nations. In this survey, infrastructure (resulting in only partial release of segments positive impact on spotlight with the need to improve the is the second most important pillar for for twinning roadworks) with the change society. With this conditions of national assets. leveraging a country’s ability to of bases for funding by Banco Nacional de compete in the global market, only Desenvolvimento Econômico e Social (Brazilian initiative, the company Besides focusing on excellence in the ranking below the solidity of institutions. National Bank for Economic and Social seeks to mobilize management of its portfolio, CCR Group Likewise, a study by the National Development - BNDES) and Caixa Econômica society in response to will also heed the opportunities that will Transportation Confederation shows Federal (Federal Savings and Loans Bank). the discussion about arise in Brazil and abroad, either for the that, in 2016 alone, private investment the growth of private acquisition of new concessions or for in Brazilian highways was more than In the international scenario, CCR Group is sector participation in secondary market projects. Moreover, double the sum invested by the structured to identify opportunities for business national development. the company is prepared to further federal government. expansion in South American nations and in the discussion on the importance of the United States, where there is a growing infrastructure investments at the In its current business operations, CCR demand for investments in the airport sector. Click here to watch national level. Group will continue to look out for the films of the “Em existing opportunities in the concessions The organizational restructuring completed Movimento” series. Some initiatives in this area have already it already operates, maintaining capital in 2017, a result of the Repensar project, and started in 2017. Last September CCR discipline which distinguishes its its financial solidity place CCR Group on a Group was one of the participants business management. In the scope of favorable footing for a new cycle of growth. of the tenth edition of the Brazilian São Paulo state toll roads, it will follow The new business areas, which are more Congress of Toll Roads and Concessions, the evolution of the agreement riders dedicated and closer to the units, are poised held in Brasilia. The event’s panels signed in 2006 to ensure the economic to assess risks and opportunities, identifying addressed matters such as effectiveness and financial balance of agreements new avenues for company-wide qualified and of infrastructure planning, funding of managed by CCR SPVias and Renovias. sustainable growth.

42 Annual & Sustainability Report 2017 • CCR Group The CCR Group Annual Sustainability Report is in accordance with the reporting framework proposed by the International Integrated Reporting Council and the information presented in this document was collected from technical and administrative employees and validated by the Executive Board. With this publication we aim to provide our stakeholders, especially financial capital providers, with access to accurate, objective information on how CCR Group manages risk and assesses opportunities for integrated value creation and the strengthening of the positive impacts of its business model. We are grateful to all those who helped make the Annual Sustainability Report available to all interested parties. Sincerely, CCR Group Executive Board

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2 GRI Guidebook 2017 • CCR Group CCR Group made important progress towards achieving In the second half of 2017, the Brazilian economy began to Message its strategic goals and growing in an officially recognized show signs of recovery, indicating that the country may be manner in 2017, while maintaining capital discipline over one of the most serious crises in its history. The increase and the integration of sustainability in all segments. We in productive activity, which is important for generating value have dedicated efforts to a major project to revisit our in our business model, is already visible in the increase in from the CEO organizational structure and therefore created four new traffic on toll roads and the reduction of unemployment. GRI 102-14 • business areas: CCR Toll roads SP, CCR Toll roads BR, CCR Mobilidade and CCR Airports. However, the resumption of economic growth still depends on other factors such as the government’s ability to approve This configuration will be crucial in enabling us to acquire the reforms needed to adjust public spending and the new projects in the short and medium terms, and to make comeback of the investment capacity. It is for this reason that the investments that Brazil so badly needs in infrastructure, the partnership with the private sector for the development of with the professionalism and commitment that mark our infrastructure is so opportune and necessary for Brazil. trajectory of almost 20 years. The teams that are part of these new areas are formed by current employees of The growth of CCR Group therefore meets a very significant CCR Group, who are familiar with our values and demand in the country. Our cities depend on more modern committed to overcoming new challenges. mobility systems and airports need to be modernized to amplify the flow and generation of wealth. The preparation and impressive qualifications of our employees were essential in enabling us to reach this Our way of operating and managing business serves the new stage. We must remain firm in the strategy of training interests of our main stakeholders, including shareholders, and preparing our people so that they are ready to occupy grantor authorities and users. Investments made through new positions as new opportunities emerge alongside Instituto CCR (CCR Institute) bring benefits for communities business growth. and contribute to the social and economic development of the municipalities in which we are present. Our corporate The confidence of our shareholders is another key factor governance ensures the highest level of compliance and that leverages our ability to start a new cycle of growth. transparency in our management, guaranteeing ethics in all In 2017, we raised capital for CCR Group through a new our activities. share offering that brought in R$ 4.07 billion, an important resource for maintaining the company’s solidity and Our success in implementing the strategy we have defined financial health. is therefore in line with relevant global movements such as the Global Compact principles and the achievement of Financial resources are essential for the realization of targets proposed by the Sustainable Development Goals, both investments in our concession units, and we must continue United Nations (UN) initiatives. With the commitment of all to seek more competitive options for CCR Group. CCR our employees, the greatest strength of CCR Group, we will AutoBAn delivered the first phase of the Jundiaí Road continue to contribute to society for many more decades. Complex (SP) last year, three months ahead of schedule, an example of how we work to honor the commitments Renato Alves Vale assumed in the concessions. CCR Goup’s CEO

3 GRI Guidebook 2017 • CCR Group About the report

GRI 102-40 • The key stakeholders engaged by CCR Group to In addition to this specific materiality process, develop its materiality matrix were: employees stakeholders are also engaged in a decentralized and senior management, suppliers, municipal manner by the respective areas in the daily authorities, users, regulatory agencies, grantor activities of the business units. authorities, institutional partners, the media and communities. GRI 102-44 • Key topics and concerns raised by the stakeholders were consolidated in the material issues of CCR GRI 102-42 • Stakeholders were identified and prioritized in a Group. Thus, the development of the content workshop with the managers of the transportation of the Annual & Sustainability Report prioritized segments (toll roads, mobility and airports) of CCR these issues, providing transparent information Group. The criteria adopted to prioritize these about the Group’s management and performance stakeholders were: availability of methods of in activities of greatest interest to its stakeholders. communication (non-existent, limited or varied); the quality of day-to-day operations (low, medium or high); and the nature of the relationship (short, medium or long-term).

GRI 102-43 • CCR Group revisits its materiality process Material periodically in order to keep abreast of structural issue Stakeholders that made the most comments business and industry changes and to be aware of its stakeholders’ wishes. Throughout 2016, the Business strategy and economic performance Senior management, employees and suppliers various stakeholders (employees, local communities, Governance and ethical conduct Senior management, specialists, employees, suppliers and users investors, suppliers, media, public authorities, NGOs, users and others) were involved in an Relations with stakeholders and Senior management and employees online survey, which involved 170 respondents. community development Nine interviews were conducted with CCR Group executives and 12 with external experts. In 2017, Quality of service Senior management, specialists, employees, suppliers and users the process of hearing the opinion of stakeholders Development of human capital Senior management, specialists, employees and users for materiality matrix purposes focused on feedback from the International Integrated Reporting Council Safe operations Senior management, specialists, suppliers and users (IIRC) on the 2016 Annual and Sustainability Report Operational eco-efficiency Senior management, specialists, employees, suppliers and users and on inquiries from investors and rating agencies.

4 GRI Guidebook 2017 • CCR Group Global Compact

GRI 102-47 • Material issues 1 Respect 17 1 of CCR Group 16 2 2 Ensure Click on 15 each issue to 3 understand how 3 Support it is related to the SDG and the 10 14 4 Principles of the Global Compact 4 Eliminate SDG 13 5 5 Erradicate

12 6 6 Stimulate

11 7 7 Assume 10 8 9

8 Develop

Click here to learn more about 9 Promote the materiality process starting on page 89 of the Annual & Sustainability Report 2016 10 Fight

5 GRI Guidebook 2017 • CCR Group GRI 102-45 • The following entities were included in the CCR issues were regrouped into five corporate GRI 102-52 • The reporting cycle is annual. Group financial statements in 2017: CCR NovaDutra, themes and two related to modes of transport CCR ViaLagos, CCR RodoNorte, CCR AutoBAn, (toll roads, mobility and airports), reflecting CCR ViaOeste, CCR RodoAnel, CCR SPVias, CCR synergies of structure and management. MSVia, BH Airport, ViaQuatro, CCR Barcas, CCR Excellence and Innovation was incorporated GRI 102-53 • To provide any feedback, suggestions or Metrô Bahia, CCR S.A., CCR USA, CCR Actua, into Quality of Service, and Relationship critiques about the Report or to request CCR Engelog, CCR EngelogTec, Samm, Curaçao with Grantor Authority and Compliance was further information, please write to International Airport and related companies, absorbed by Governance and Ethical Conduct. [email protected]. CPC, CCR España Emprendimientos, CCR España The principles for defining the report Concesiones, SPCP, CIIS, MTH, SCCV, Alba content determined by the GRI served as a Concessions, Green Airports, CPA, Ponte, SPAC, guideline for all the work stages described. Parques and Alba Participations. The GRI indicators The process of listening directly to the opinions GRI 102-54 • This report was prepared in accordance responded to in the Annual and Sustainability of stakeholders, for specific purposes of with GRI Standards: Core option. Report do not cover overseas operations or those materiality or daily engagement, ensured not owned by CCR Group: Curaçao International the inclusion of stakeholders in the process. Airport and related companies, CPC, CCR España The alignment of the SDG and the Group’s Emprendimientos, CCR España Concesiones, SPCP, business outlook established in the 2016 cycle GRI 102-56 • The information published in this GRI CIIS, MTH, SCCV, Alba Concessions, Green Airports, of surveys, in turn, respected the sustainability Guidebook has external assurance. For CPA, Ponte, SPAC, Parques and Alba Participations. context principle. Finally, the materiality and more information, see the assurance report completeness guidelines were guaranteed in on page 50. the prioritization stage, considering risks and opportunities for the business model, and GRI 102-46 • The material issues that guide the 2017 Annual & consolidating opportunities for synergy among GRI 102-49 • Sustainability Report do not present any the material issues in the regrouping in 2017. significant changes in comparison to the matrix presented in the previous publication. In the cycle of surveys held in 2016, the company had engaged its key internal (employees and GRI 102-48 • The numbers of accidents and injuries for 2015 top management) and external (suppliers, in the road safety indicator (page 34) and the municipal authorities, users, regulators, grantors, GRI 201-1 indicator were resubmitted. institutional partners and the community) stakeholders. The prioritization of the topics considered, above all, the possibility of future opportunities; control of risks by the company; GRI 102-50 • The report spans the period from January 1 and positive or negative impacts on the to December 31, 2017. Sustainable Development Goals (SDG). This matrix matured and was incorporated into management over the past year on a basis of the opportunities for improvement of the GRI 102-51 • CCR Group has been publishing the Annual & report identified with the IIRC and capital market Sustainability Report for 12 years and the most representatives. From this point on, the material recent report was published on March 6, 2017.

6 GRI Guidebook 2017 • CCR Group The CCR Group Flight GRI 102-1 • CCR S/A. For information about the group, visit: AO G4-8 • The BH Airport site covers 15.12 square destinations in 2017* http://www.grupoccr.com.br/grupo-ccr/sobre-o-grupo-ccr. kilometers and also includes the apron (86 thousand m2), passenger terminal Brazil 48,194 2 AO G4-4 • BH Airport has been in charge of the management of the (54.0 thousand m ), vehicle parking Argentina 538 Belo Horizonte International Airport (Confins, BH) since (34.2 thousand m2) and cargo terminal May 2015. It is responsible for ensuring airport operation, (12.0 thousand m2) areas. The capacity Central America 357 carrying out the maintenance and expansion of terminals of the cargo terminal is 40 thousand North America 345 and coordinating the infrastructure necessary for the tons per year. operation of other companies at the site. The services Europe 282 provided by airlines and retailers inside the airport, however, Total 49,716 are not under its management. *Flights covered by the seven airlines that operate at the airport (Latam, Gol, Azul, Avianca, TAP Portugal, Copa Airlines and American Airlines). GRI 102-3 • CCR Group is headquartered at Av. Chedid Jafet, 222 – Bloco B – 5º andar, CEP (Brazilian Zip Code): 04551-065 – Vila Olímpia – São AO G4-9 • Airport size Paulo. indicators 2017 2016

2 GRI 102-5 • The holding company of CCR Group is CCR S.A., a public Size of the airport (km ) 15.12 15.12 corporation which is a pioneer in Novo Mercado, the B3 Number of runways 1 1 environment that brings together corporations with superior management practices. Extension of runways (m2) 3,000 3,000 Minimum connection time between domestic flights (minutes) 30 30 AO G4-7 • BH Airport operates as a public-private partnership. Minimum connection time between international flights (minutes) 90 90 GRI 102-6 • CCR Group operates in four main business areas. In toll Number of operations (arrivals + departures) 99,658 99,424 roads, it manages 10 concessions, covering a total of 3,265 kilometers in the states of São Paulo, Rio de Janeiro, Paraná Number of airlines in operation 7 7 and Mato Grosso do Sul, and provides high-capacity fiber Number of regular destinations 45 49 optic data transmission services through Samm. In the area of urban mobility, it is responsible for subway operations in São Number of seasonal destinations 4 4 Paulo and Bahia, and for ferryboat and light rail vehicle (VLT) transport in Rio de Janeiro. In the airport segment it holds a stake in the concessionaires of the international airports Number of professionals 2017 2016 of Quito (Ecuador), San José (Costa Rica) and Curaçao, and at the airport operates Total Airport Service (TAS), a US-based provider of Concessionaire employees 446 493 airport management and administration services. In Brazil, it is responsible for the BH Airport concessionaire, which manages Contractors/Subcontractors 1,254 1,956 the Belo Horizonte International Airport in Minas Gerais. Members of the airport community 4,836 5,327

7 GRI Guidebook 2017 • CCR Group Map of business presence Click on the map key to discover the location and the scope of operations of CCR Group GRI 102-2 • GRI 102-4 •

8 GRI Guidebook 2017 • CCR Group GRI 102-7 • GRI 102-9 • The group’s supplier management activities are centralized by the Shared Services Center, building up partnerships focused on transparency and on shared value creation. The supply 2017 2016 2015 CCR Group’ size indicators chain is made up of companies from different categories and Total number of employees 11,233 10,922 10,602 geographical regions. In order to preserve good business conduct in relations with Total number os operations 23 23 20 this audience, CCR Group held a corporate event in 2017 for Net revenue (R$ thousand) 7,537,708 9,996,067 8,478,865 the third time to present its policies and practices on a basis of the Code of Conduct and Ethics and the Clean Company Gross debt (R$ thousand) 16,905,247 16,186,507 14,135,107 Policy, and invited two partners to share their experiences Equity (R$ thousand) 8,492,447 4,144,489 3,904,312 in compliance and governance matters. The day-to-day management of the topic is conducted within the scope of Total assets (R$ thousand) 30,612,208 24,555,847 21,683,494 the Integrity and Compliance Program. In this context, CCR Group carries out due diligence processes in the prioritized categories of suppliers (consulting, forwarders, GROSS REVENUE NUMBER OF EMPLOYEES construction works and conservation) and medium-risk BY TRANSPORTATION BY TRANSPORTATION classes (software development, project management MODE IN 2017 MODE IN 2017 companies, law firms, marketing, communications and 5.0% 3.0% 9.10% 3.67% events; NGOs and philanthropic organizations). 24.0% All services provided encompass health and safety 31.11% procedures set out in the agreements with suppliers. Toll roads Toll roads The standard drafts include, among others, termination Urban mobility Urban mobility Services Services clauses applicable in the event of evidence of forced labor, Airports Airports corresponding to slavery or child labor. However, CCR Group does not yet have specific evaluation mechanisms in this area.

68.1%

56.12% Number of suppliers by region 2017 2016 2015 CCR GROUP’S OWNERSHIP BREAKDOWN Brazil 5,634 6,245 7,127 55.23% Andrade Gutierrez Soares Penido Includes the shares of Andrade Gutierrez Includes the shares of Soares Penido Obras, Midwest 336 435 439 14.86% Concessões S.A. and AGC Participações Construções e Investimentos LTDA. and Northeast 510 531 423 Ltda., companies belonging to the Andrade Soares Penido Concessões S.A.; companies Gutierrez Group. belonging to the Soares Penido Group. North 2 8 5

Novo Mercado Southeast 4,211 4,710 5,652 Camargo Corrêa 14.86% Includes the shares of Camargo Corrêa South 575 561 608 Investimentos em Infra-Estrutura S.A. and VBC Energia S.A.; companies belonging to the Overseas 85 77 93 Camargo Corrêa Group. Total 5,719 6,322 7,220 15.05%

9 GRI Guidebook 2017 • CCR Group GRI 102-10 • Three significant changes ensued over the course of coordinated by Instituto Ethos and created to keep track of Fundações e Empresas (Group of Institutes, Foundations 2017. On April 20, 2017, CCR Group completed the the commitments of the Open Letter to Brazil on Climate and Businesses - GIFE); Benchmarking de Investimento acquisition of the stake held by Odebrecht Transport Change, launched in 2009. Through the Open Letter, Social Corporativo (Corporate Social Investment Participações S.A. in ViaQuatro, equivalent to 15% of companies have made voluntary commitments to reduce Benchmarking - (BISC)); Fusion Comércio, Promoções the company’s share capital. The transaction amounted their carbon emissions and seek partnership and dialog e Eventos Eireli Ltda (LIDE); Associação Brasileira de to R$ 171.1 million and increased CCR Group’s with the government to develop public policies focused on Ouvidores (Brazilian Ombudsman Association - ABO); ownership interest to 75%. On April 24, the group climate change. Advances in the field of climate change Associação Brasileira de Normas Técnicas (Brazilian completed the purchase of the stake held by Odebrecht are also reported annually through the Carbon Disclosure Association of Technical Standards - ABNT), in particular Toll roads S.A. in ViaRio for the price of R$ 33.7 million, Project (CDP), an international organization that promotes the Sistema de Transporte Rodoviário (Road Transport thereby increasing its interest from 33.33% to 66.66% the publication of greenhouse gas emissions inventories, System) working group; Fundo Social de Solidariedade of the share capital of the concessionaire. and the mitigation actions of companies listed on the do Estado de São Paulo (Social Fund for Solidarity of In addition to these acquisitions, CCR Group principal global stock exchanges. the State of São Paulo (FUSSESP); and regional councils undertook a capital increase of R$ 4 billion in February In 2016, CCR Group incorporated the UN 2030 Agenda of administration, engineering, agronomy, medicine, 2017, which brought the ownership percentage of the for Sustainable Development Goals (SDG) in the review of its nursing and pharmacy, according to the technical controlling shareholders down from 51% to 44.77%. materiality. During this process the group was able to map qualifications of the employees. To view the current corporate structure, see indicator the main opportunities for its business units to contribute to 102-18 on page 17. the 17 SDG. In the same year, CCR Group began to actively Toll Roads: Associação Brasileira de Concessionárias participate in the Business Initiatives (BIs) of the Center for de Toll roads (Brazilian Association of Highway GRI 102-12 • Since 2011, CCR Group has been a signatory of the Sustainability Studies of FGV EAESP, aiming to contribute Concessionaires - ABCR), in particular the Sustainability United Nations (UN) Global Compact, which establishes to the transformation of sustainability challenges into working group at ABCR; Steering Committee of the ten principles for the promotion and defense of human value creation opportunities. Participation in the working Programa de Inclusão de Pessoas com Deficiência no rights, workers’ rights, environmental protection and groups enabled the group to exchange practices and results Mercado de Trabalho (Program for Inclusion of Disabled anti-corruption activities. Since 2007, it has also been with other companies in Brazil committed to business Individuals in the Job Market (PROPcD) of Ponta Grossa committed to the Na Mão Certa Program, a business sustainability. All these participations are voluntary. (PR)); Steering Committee of the Conselho Paranaense pact against roadside sexual exploitation of children de Cidadania Paranaense (Citizenship Council of the and adolescents in Brazil, which is an initiative GRI 102-13 • Participation in public discussions and trade associations State of Paraná - CPCE); and Observatório Social do of the ChildHood Brasil organization. Through its is essential for the coordination of efforts to overcome Brasil dos Campos Gerais (Brazilian Social Observatory involvement in this program, CCR Group promotes the challenges of each area of activity and of sustainable of Campos Gerais). actions to protect children and adolescents from development as a whole. The main associations in which roadside sexual exploitation and to face this serious CCR Group participates are listed below. Mobility: Associação Latino-Americana de Metrôs human rights violation. e Subterrâneos (Latin American Association of Within the scope of the report on its progress Institutional: Associação Brasileira da Infraestrutura e Underground Networks and Subways - Alamys); towards business sustainability, it is a member of the Indústrias de Base (Brazilian Infrastructure and Heavy Associação Nacional dos Transportadores de Passageiros group of pioneering companies of the International Industry Association - ABDIB), in particular the entity’s sobre Trilhos (Brazilian Association of Passenger Rail Integrated Reporting Council (IIRC), which establishes a Sustainability Committee; Instituto Ethos; Instituição Transport - ANPTrilhos); and Federação das Indústrias do framework for a more cohesive and efficient approach Brasileira de Executivos de Finanças do Estado do Rio de Estado do Rio de Janeiro (Federation of Industries of the to the corporate reporting process, and participates in Janeiro (Brazilian Institute of Financial Executives – IBEF - Rio State of Rio de Janeiro - FIRJAN). the Gold Community program of the Global Reporting de Janeiro); Instituto Brasileiro de Governança Corporativa Initiative (GRI), a collaborative and multi-stakeholder (Brazilian Institute for Corporate Governance - IBGC); Airports: Associação Nacional das Empresas network that seeks to update and constantly share International Bridge, Tunnel and Turnpike Association Administradoras de Airports (Brazilian Association knowledge and trends in sustainability and reporting. (IBTTA); International Integrated Reporting Council (IIRC); UN of Airport Administration Companies - ANEAA) and In addition, CCR Group endorses the Climate- Global Compact (UNGC); GRI Club Infra Brazil; International Associação dos Desenvolvedores do Vetor Norte Business Action on Climate Change Forum initiative, Union of Public Transports (UITP); Grupo de Institutos, (Association of Developers of Vetor Norte - AVNORTE).

10 GRI Guidebook 2017 • CCR Group Business strategy and economic performance 3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; 4. The elimination of all forms of forced and compulsory labour; 5. The effective abolition of child labour; and 6. The elimination of discrimination in respect of employment and occupation. 7. Businesses should support a precautionary approach to environmental challenges; 8. Undertake initiatives to promote greater environmental responsibility; and 9. Encourage the development and diffusion of FINANCIAL CAPITAL environmentally friendly technologies. Focused on business competitiveness, CCR Group strives to maximize the creation of financial value for its investors. Business solidity and constant investments in operations, supported by systematic risk management, ensure the ability to produce results in the short, medium The effectiveness of the strategy and long term. and the solid growth of CCR Group foster the development of a high-quality, reliable, sustainable and resilient infrastructure.

11 GRI Guidebook 2017 • CCR Group Business strategy and economic performance GRI 103-1 | 103-2 | 103-3

CCR Group’s growth strategy is defined by the Board of Directors on the basis of a long-term vision that seeks Highlights to combine business continuity, the creation of financial and non-financial value and diversification through new business and concessions. In order to establish Economic the general guidelines for conducting business, the value added company reviews and establishes the General Business (R$ billion) Plan on an annual basis. 7,919 7,762 This document contains the General Goals & Guidelines (GGGs) prepared on a basis of the Strategic Objectives The Board of defined by the Board of Directors and that cover all 9 objectives Directors monitors risk CCR Group units. of CCR Group’s risk management To ensure the alignment of all professionals with 2016 2017 management matters directly the CCR Group strategy, one of the key initiatives developed in 2017 was the Planning Cycle, with the direct participation of 241 employees.

The Annual Meeting, whose 13th edition was held in GRI 102-11 • None of the activities of CCR Group are initiated The Company’s Risk Management has 2017, also contributes to the dissemination of CCR if there are serious or irreversible risks to the the following objectives: Group’s strategy, values and culture of ethics. Last year environment until effective action has been taken about 350 guests attended the event, which featured to mitigate environmental and social or economic • Preventive Focus external and internal speakers addressing topics degradation. The risk management structure and Preventively and comprehensively such as conditions of the macroeconomic scenario, practices, described below in indicator identifying process risks to minimize errors competitiveness, professional development, ethics 102-15, ensure the effectiveness of this and irregularities. and the challenges of education in Brazil. The theme premise in operations. of the 13th Annual Meeting was “Qualified Growth: • Added Value Innovation, Creativity and Performance”. GRI 102-15 • CCR Group constantly monitors changes in Proposing opportunities that may contribute to the macroeconomic and sectoral scenario that reduce costs, optimize results and minimize losses. could influence its activities, by keeping track of key performance indicators. In this way, • Independent Vision it analyzes the risks to which it is exposed An impartial approach to the results and that could affect its business, financial of the Internal Audits. position or the results of its operations. Managed Learn more risks include reputational, strategic, financial, • Management Awareness about this topic in the 2017 Annual & operational, regulatory, political, technological Disseminating the importance of risk Sustainability Report and social and environmental risks. management concepts as a tool to gain competitive advantage.

12 GRI Guidebook 2017 • CCR Group • Focus classification of processes and definition govern the management of the main social Business planning that is aligned with Group of the Annual Audit Plan. and environmental risks, supporting the Audit expectations and focused on key business risks. • Focusing of Internal Audit work in key areas. Committee in the effective supervision and • Establishment of corporate standards of the mitigation of these risks. The Financial Committee • Selectivity Internal Audit function and definition of its monitors and informs the Board of Directors Definition of standards, criteria and time frames relationship with the business units. about key financial matters. The New Business for reporting risk management results. • Definition of mechanisms for the control of Committee is involved in the assessment of risks indicators to assess the quality of work and of the related to new business opportunities, analyzing • Security and Transparency recommendation implementation process. the risks of each potential transaction through Assurance of process integrity and compliance. detailed studies and identifying potential issues and approaches to be taken in the negotiation and • Methodological Standards The Board of Directors monitors risk acquisition stages. Definition of the approach to the performance of management matters directly through reports Moreover, the Integrity & Compliance Internal Audits work and basic deliverables. provided by the Executive Board or its six Committee, composed of statutory officers, Advisory committees: Audit, Financial, Strategy meets periodically with the Compliance Officer • Quality & Sustainability, New Business, Human Resources to evaluate the improvement of internal controls Establishing mechanisms to assess the quality of and Governance. Among other objectives, the with a view to mitigating the identified risks. the internal audit and its deliverables. Audit Committee has the duty of ensuring that In this way, the performance of the areas and the risk management strategy reflects the Board Committees combined with the tools and scope While CCR Group does not have a specific risk of Directors’ vision. The Strategy & Sustainability of work implies a reduction in the risks to which management policy in place, this is supported Committee contemplates the formulation of CCR Group is exposed, besides greater efficiency by our Internal Audit, Compliance, Financial recommendations to the Board and Management in operational processes. Management and Internal Controls processes regarding the policies and strategies that which, together with the Advisory Committees of the Board of Directors, work synergistically to adequately mitigate key risks of activities. The Internal Audit, as defined in the Internal GRI 201-1 • The added value of CCR Group totaled R$ 7.8 billion last year, 2% lower than in 2016 due to the reduction in the Audit Policy, aims to provide assurance to CCR added value received in transfer. Community investments, recorded among inputs purchased from third parties, Group shareholders and officers that business include donations and tax incentives and amounted to R$ 37.2 million in 2017. risks are minimized to acceptable levels, identifying opportunities that may contribute to the improvement of operational management 2017 2016 2015 practices and existing internal controls, acting Value added independently and ethically, adding value to distribution R$ thousand % R$ thousand R$ thousand the business. The Internal Audit activities are Personnel 1,009,228 13.0% 844,201 688,031 presented below as guidelines: Taxes and fees 1,706,029 22.0% 1,534,699 1,108,021 • Identification of the main expectations of Lenders and lessors 3,264,244 42.1% 3,903,146 3,534,857 senior management and of the Board of Directors regarding the Internal Audit function. Shareholders 1,782,918 23.0% 1,637,447 768,871 • Discussion of the overview of risks of Total value added 7,762,419 100.0% 7,919,493 6,117,780 CCR Group, by means of risk mapping,

13 GRI Guidebook 2017 • CCR Group Governance and ethical conduct

1. Businesses should support and respect the protection of internationally proclaimed human rights; and 2. Make sure that they are not complicit in human rights abuses. 3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; 4. The elimination of all forms of forced and compulsory labour; 5. The effective abolition of child labour; and 6. The elimination of discrimination in respect of employment and occupation. 10. Businesses should work against corruption in all its forms, including extortion and bribery.

SOCIAL & RELATIONSHIP CAPITAL The institutional reputation of CCR Group is underpinned, among other aspects, by the excellence of both corporate governance and the management of compliance aspects. Business management in full compliance with applicable legal requirements and in line with the main market benchmarks is recognized by stakeholders. The adoption of best corporate governance practices along with the highest standards of compliance is instrumental in bringing about responsive, inclusive, participatory and representative decision making.

14 GRI Guidebook 2017 • CCR Group Governance and ethical conduct GRI 103-1 | 103-2 | 103-3

CCR Group’s corporate governance model, structure and policies were built to support the Highlights strategy defined by the Board of Directors and to ensure its implementation in the Group’s units with transparency, efficiency and integrity. The best practices adopted since the company was founded draw attention to its excellent relationship with investors and shareholders. 100% CCR Group was among the first to join Novo Mercado, a B3 segment that brings together of significant companies with superior corporate governance standards in the country. Its policies and contracts practices are continuously improved to ensure subject to human rights optimum quality in the relationship with its 4,284 analysis or clauses stakeholders. employees 1,671 The Group’s governance structure is formed by the Board of Directors, responsible for trained 255 the definition of strategic guidelines and in anticorruption supplyers management supervision, by the Executive policies and subject to Board, which manages business and the growth reports strategy, and by the Advisory Committees, practices received since due dilligence which support the analysis of proposals made in 2017 processes by the Executive Board and the evaluation implementation of of externalities to make the decision-making CCR Ethics Hotline process more streamlined. in 2015 The guidelines for principled business management can be found in the CCR Group Code of Conduct and Ethics and in the Clean Company Policy, in line with Law No. 12.846/13 and that expounds on the approach to be Learn more taken by employees and third parties in the about this topic in relationship with their stakeholders, including the 2017 Annual suppliers as well as municipal, state and federal & Sustainability government employees in Brazil and abroad. Report

15 GRI Guidebook 2017 • CCR Group GRI 102-16 • The Integrity and Compliance Program was has held meetings to deliberate and discuss GRI 102-17 • The CCR Ethics Hotline was created in July 2015 developed on a basis of best compliance practices queries or reports that arrive at the Compliance as a dedicated channel for receiving reports of and on Decree No. 8.420/15, in order to further department. The ICC is composed of three any violation or suspected violation of the Group’s strengthen CCR Group’s Corporate Governance permanent members, who are CCR Officers. In Code of Conduct and Ethics or of the Clean and to align ethics management actions. In this addition to these members, the Legal Officer and Company Policy. All stakeholders can access this context, the Code of Conduct and Ethics was representatives of the Compliance department also whistleblowing channel on the Internet. redefined and approved by the Board of Directors take part in ICC meetings as guests. Relevant reports are discussed at regular in 2015, and the Clean Company Policy was The Linha Ética CCR (CCR Ethics Hotline) was meetings of the Integrity & Compliance implemented based on Law 12.846/13. The Group also created in 2015 and is a dedicated channel Committee (ICC) with the Compliance also created the Compliance department and for receiving reports of any violation or suspected department. Meetings were also held throughout formed the Integrity & Compliance Committee violation of the Group’s Code of Conduct and 2017 with the Audit Committee and the Board (ICC). Ethics or of the Clean Company Policy. All of Directors to follow up on important matters The CCR Group Code of Conduct and Ethics, stakeholders can access this whistleblowing related to the Integrity and Compliance Program. through its beliefs and values and in line with channel on the Internet. The reports received since the implementation the ethical principles intrinsic to the business, Since the implementation of the Integrity and of the CCR Ethics Hotline are treated as secret and sets out basic principles and guidelines that apply Compliance Program, all the employees of the confidential by CCR Group. to all employees, suppliers, service providers wholly-owned subsidiaries of CCR Group have and third parties. The Code of Conduct and been trained in the guidelines of the Code of Ethics addresses, among other issues, employee Conduct and Ethics and of the Clean Company performance guidelines, conflict of interest, Policy. All the employees received copies of the REPORTS RECEIVED BY THE ETHICS HOTLINE SINCE ITS rules for donations and contributions in general, Code and Policy and new hires receive the same IMPLEMENTATION BY COMPLETION STATUS relationship with public authorities, tendering, documents upon admission. In addition, a set competition, the recording of transactions in the of training courses on the subject is developed 2.7% – 7 31.8% – 81 accounting books and money laundering. continuously (see indicator 205-2 on page 19). The Group’s Clean Company Policy aims to Although supplier agreements already cover 9.4% – 24 present the rules of conduct in dealings with anti-corruption rules, the due diligence process of government agencies, directing the appropriate the priority categories was put into place in 2016, types of conduct in accordance with current and in 2017, aiming to increase the engagement 8.6% – 22 legislation. It covers aspects that make the of these suppliers with the bases of good conduct, relationship with government agents more the Group drafted the Sectorial Code for Supplier transparent, seeking to minimize risks of Relations, which was released at an event attended 6.7% – 17 inappropriate conduct, and addresses issues by 79 suppliers. Due diligence is carried out by an such as anti-corruption procedures and money external company contracted by CCR Group, which 17.6% – 45 laundering. had completed the assessments of 1,671 suppliers The Compliance department is directly by 2017. 9.4% – 24 subordinate to the CEO of CCR and is responsible Through the established standards and policies, Not admissible for developing the Integrity and Compliance continuous training, continuous communication Partly admissible Program at a strategic level, as well as for program and risk assessments, CCR Group’s Admissible 13.7% – 35 the disclosure and monitoring of execution Integrity and Compliance Program has gained Under analysis Inconclusive in the Corporate Center and Business Units. further maturity, mitigating compliance risks and Insufficient data The ICC is the department that deals with increasing business security. Out of scope (tests, queries and incidents not related to compliance) the ethics management of CCR Group and Not defined (incidents recorded in duplicate)

16 GRI Guidebook 2017 • CCR Group GRI 102-18 • The group’s governance model establishes roles, CCR GROUP’S OWNERSHIP BREAKDOWN assessment questionnaires, with questions that composition and dynamics that cover the holding reflect the practices established in the declaration company and all business units and ensures balance 55.23% of operating principles of the Board of Directors. is achieved in decision-making processes. Under Each Director and the CEO of CCR Group assess the Group’s bylaws, and irrespective of the duties the functioning of the Board of Directors and set out in the applicable legislation and corporate 14.86% the Committees. The questionnaires are sent documents, the Board of Directors, is responsible, in unidentified sealed envelopes to an external among other duties, for defining strategic objectives consulting firm, which analyzes the data. Once in and approving the general objectives and guidelines, possession of the report issued by the consulting electing the members of the Executive Board, firm, the Governance Committee consolidates deliberating on the succession plan of the Chief the analyses and prepares an opinion with the Executive Officer and Vice Presidents, and evaluating 14.86% recommendations to the Board of Directors. the management process of CCR Group. Members These recommendations for improvement and of the Board of Directors are usually elected by the the corrective measures are discussed in a specific shareholders at a general meeting for a term of meeting. one year, and may be re-elected. At the close of The performance of the CEO is also evaluated the reporting period, the Board of Directors was 15.05% by means of self-assessment and the assessment composed of 11 members and nine substitutes. Of of each Director. The Board Secretary, in turn, the 11 members, two are independent directors, Andrade Gutierrez Camargo Corrêa is assessed by the CEO and by the Board. Includes the shares of Andrade Gutierrez Includes the shares of Camargo Corrêa as set out in the regulations of Novo Mercado Concessões S.A. and AGC Participações Investimentos em Infra-Estrutura S.A. and Performance is monitored permanently, and of B3 Brasil, Bolsa e Balcão, in force for 2017. Ltda., companies belonging to the Andrade VBC Energia S.A.; companies belonging ordinary meetings of the Board of Directors are Management is exercised jointly and in unison by Gutierrez Group. to the Camargo Corrêa Group. held to analyze the progress of the action plans the Board of Directors and the Executive Board, Soares Penido Novo Mercado and the improvement of performance. The other Includes the shares of Soares Penido Obras, which are supported by six technical and advisory Construções e Investimentos LTDA. and Officers of CCR Group are assessed by the CEO, committees. Soares Penido Concessões S.A.; companies based on an analysis of the performance of their The Bylaws also provide for the Supervisory belonging to the Soares Penido Group. duties and the achievement of targets. Board, which is non-permanent, composed of three members and the same number of substitutes. The individual and joint roles and scope of each of the governance bodies are outlined in the Group’s GRI 102-35 • The remuneration of governance committee Corporate Governance Handbook. The governance members and senior executives of CCR Group model includes the Board Secretariat, which is described in a set of internal regulatory supports the Board of Directors in the leadership and GRI 102-28 • The Board of Directors, Committees, Chief documents. The People Management Policy governance of CCR Group, coordinating the activities Executive Officer of CCR Group and Board defines favorable conditions for attracting, necessary for efficient, objective and constructive Secretariat are assessed periodically in a retaining and integrating the best talent at all interaction between Board members and with process conducted by the Governance organizational levels and stipulates the need to Management. Committee with the support of a specialized focus on the development of employees with Present in Novo Mercado since 2002, CCR Group consulting firm. The process aims to analyze potential for professional growth. Among other was also the first Brazilian company to establish the performance of the Board of Directors aspects, this policy provides for the performance a Governance Committee with the primary duty from different perspectives in order to identify of exclusive salary surveys for governance levels, of evaluating the performance of the Board of improvements. the updating of salary scales and approval of Directors, Advisory Committees, CCR Group CEO and The Governance Committee organizes the profit- or gainsharing programs by the Board of Board Secretariat. process of evaluating governance through Directors.

17 GRI Guidebook 2017 • CCR Group Members of the Board of Directors and executives to acquire rights based on stock the current year. All fines are controlled by two Supervisory Board receive fixed compensation. In appreciation, cash generation and rate systems: SisJuri and FlexChain. the first group, this compensation is consistent of dividends distributed by CCR Group. with the market average and is adjusted GRI 406-1 • No incidents of discrimination were recorded annually by a pre-defined index. Compensation GRI 102-38 • The highest paid individual’s base salary was by CCR Group in the reporting period. for Supervisory Board members, in turn, is 52 times the average salary of the other set by the General Shareholders’ Meeting CCR Group employees in 2017. GRI 412-3 • Contracts between related parties or contracts and cannot be less than 10% of the average with third parties exceeding R$ 20 million amount assigned as fixed compensation to each are considered significant, requiring approval Statutory Officer. Proportion of total annual through a proposal for a board resolution (a Compensation for Executive Board members remuneration in 2017 corporate document that requires the approval is composed of four elements: fixed, variable, A. Total annual compensation of the Board of Directors). Once the criteria indirect and job-based. The base salary is of the highest paid employee (R$) 1,985,430.00 were established and the filters applied in SisJuri determined according to the position occupied and FlexChain (database), the equivalent to by the professional and market rates, taking into B. Total annual average compensation 52 contracts between related parties and third account a scoring system drawn up by of the other employees (R$) 38,123.88 parties exceeding R$ 20 million was calculated in CCR Group on the basis of practices of the 2017. These all contain a human rights clause. sector of activity and individual skills, knowledge Proportion – times (A/B) 52 and value-adding competence. Variable compensation is linked to the achievement of business goals, according to the Profit Human rights Sharing Programs. Quantitative targets, which clause in investment correspond to 90% of the score, are linked to GRI 205-1 • No significant corruption risks were identified contracts 2017 2016 EVA (Economic Value Added) aggregation and in the operations analyzed. the minimum distribution of dividends. The A. Contracts or agreements subject to remaining 10% are linked to qualitative targets, Operations human rights clauses or assessments 52 120 including stakeholder relations, operational assessed for 2017 2016 2015 improvements, qualified growth of the business corruption risks B. Total number of investment contracts or agreements executed by the organization 52 127 portfolio and sustainability goals. Although the Number of operations analized 6 4 6 variable portion depends on performance in the period, it has accounted for approximately Percentage over total of operations 32% 21% 32% Percentage over total (A/B) 100.00% 94.49% 54% of the total in the last three years. Officers receive indirect compensation in the form of benefits that include medical and dental care, group life insurance, food stamps, GRI 205-3 • No confirmed incidents of corruption were GRI 415-1 • The CCR Group companies did not make private pension and company vehicles. identified in the reporting period, nor were any political donations under the terms of the Job-based compensation, granted in the form there any court cases related to CCR Group legislation in force. of accommodation allowance and relocation or any of its employees. allowance, applies only in specific situations GRI 419-1 • Significant fines applied by the grantor and is subject to rules determined in advance by GRI 307-1 • CCR Group did not receive significant authorities to CCR Group’s business units totaled CCR Group. In addition, the Long-Term Incentive sanctions or fines related to environmental R$ 1.87 million in the past year. The most Plan consists of a value generation policy, and nonconformities in 2017. The significance was significant penalties involved CCR RodoNorte and not a form of compensation, which allows some defined based on the Group’s total turnover in CCR MSVia, in the amounts of R$ 939 thousand and R$ 610 thousand, respectively.

18 GRI Guidebook 2017 • CCR Group Employees GRI 205-2 • The Integrity and Compliance Program trained in started in 2015. In the same year, anticorruption classroom training courses were held policies and Midwest Northeast Southeast South for all the employees of the companies practices in wholly owned by CCR Group, covering 2017 per region Number of Percentage Number of Percentage Number of Percentage Number of Percentage the guidelines of the Code of Conduct trained over total trained over total trained over total trained over total and Ethics and the Clean Company Policy. Directors 0 0.00% 2 40.00% 51 100.00% 1 50.00% All employees received copies of the Code and Policy, and since then new hires Managers 1 16.67% 16 84.21% 49 64.47% 1 50.00% have received the same documents upon Coordinators 1 11.11% 20 100.00% 42 35.29% 2 25.00% admission. Online training was held in the Game Learning format in 2016, covering Supervisors 1 2.44% 38 77.55% 67 37.43% 6 40.00% scenarios and involving a quiz to reinforce Administrative 7 11.67% 45 27.44% 317 29.71% 13 29.55% the guidelines defined in 2015 for all the employees of the companies wholly Operational 240 33.29% 464 38.96% 2,088 34.27% 401 82.17% owned by CCR Group. Apprentices 13 100.00% 15 34.88% 217 100.00% 29 100.00% Training courses were held on specific topics in 2017, targeting employees Interns 0 na** 30 96.77% 44 100.00% 0 na** who interact with suppliers and with Total 263 30.87% 630 41.39% 2,875 37.41% 453 77.04% government agents. In addition to this internal audience, training courses *Does not consider members of the Board of Directors and BH Airport operations. **Not applicable. were also held on the Code of Conduct and Ethics and Clean Company Policy guidelines for 80 suppliers and business Employees partners with specific compliance trained in coaching for 71 representatives of the anticorruption policies and Midwest Northeast Southeast South executive branch of some adjacent practices in municipalities. 2016 per region Number of Percentage Number of Percentage Number of Percentage Number of Percentage CCR Group’s anti-corruption guidelines trained over total trained over total trained over total trained over total were imparted to 11 directors, who Directors 3 100.00% 5 100.00% 38 88.37% 2 100.00% represent 78.6% of the total, and there was no specific training for this group. Managers 8 100.00% 19 95.23% 58 55.76% 4 100.00% All the employees of the subsidiaries Coordinators 12 100.00% 15 84.21% 99 68.27% 5 100.00% were informed about these policies and 4,284 professionals received anti- Supervisors 71 100.00% 50 95.45% 464 60.80% 44 100.00% corruption training, disregarding the Administrative 135 98.86% 169 96.29% 1,034 83.73% 68 100.00% internal audience of BH Airport, since the Integrity and Compliance Program is not Operational 662 97.48% 750 94.05% 3,467 60.79% 434 95.31% implemented in this operation. Apprentices 0 0.00% 43 87.03% 160 73.39% 4 100.00% Interns 2 100.00% 20 100.00% 34 79.06% 1 100.00% Total 893 97.38% 1,071 94.03% 5,354 64.79% 562 95.90%

19 GRI Guidebook 2017 • CCR Group Relations with 1. Businesses should support and respect the protection of internationally proclaimed human rights; and stakeholders 2. Make sure that they are not complicit in human rights abuses. 3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; and community 4. The elimination of all forms of forced and compulsory labour; 5. The effective abolition of child labour; and 6. The elimination of discrimination in respect of employment and occupation. 7. Businesses should support a precautionary approach to environmental development challenges; 8. Undertake initiatives to promote greater environmental responsibility; and 9. Encourage the development and diffusion of environmentally friendly technologies. 10. Businesses should work against corruption in all its forms, including extortion and bribery.

Initiatives of CCR Institute such as the Estrada para a Saúde project expand access to health care services, contributing to the prevention of diseases.

SOCIAL & RELATIONSHIP CAPITAL Support for educational initiatives, with special emphasis Engagement with neighboring communities on the Caminhos para a Cidadania project, broadens access and the private social investment projects to high-quality educational development. developed by Instituto CCR contribute to the Group’s reputation with its stakeholders and to a constructive relationship with local populations. This social license is key to the Dialogue with communities and private social investment projects proper development of business. step up sustainable development efforts by raising the awareness and sensibility of the CCR Group stakeholder network.

20 GRI Guidebook 2017 • CCR Group Relations with stakeholders and community development GRI 103-1 | 103-2 | 103-3

In its business model, CCR Group seeks to The company’s participation in trade create value for all its stakeholders, promoting associations, along with its willingness to Highlights the social and economic and environmental engage in transparent dialogue, allow the development of municipalities close to the sharing of the experience and knowledge CCR Group’ social concessions that it manages. Investments acquired since the beginning of CCR Group’s investment in social projects, using its own resources operations, which coincides with the start of (R$ thousand) and incentive law resources, benefit local the Brazilian toll road concession program. 36,453 37,206 communities, strengthening culture, education,

health and traffic safety. CCR Group’s adherence to voluntary 26,096 commitments, aimed at promoting sustainability Since 2014, the management of this investment and social development, is a strategy that has been carried out by Instituto CCR, a non- also leverages its ability to create value in profit public-interest civil society organization non-financial capital. By participating in (known as OSCIPs in Brazil). This model these forums, the company contributes to leverages the scope of the initiatives and environmental protection, the defense of 2015 2016 2017 actions developed by CCR Group, improving human rights, anti-corruption procedures, the the relationship of the units that manage the promotion of decent working conditions and to concessions with the communities. building a fairer society. 99%

The performance of Instituto CCR and that of Among other initiatives, CCR Group is a of the the business units and administrative areas, signatory of the United Nations (UN) Global within the scope of the relationship with Compact, which establishes ten principles for potential the company’s stakeholders, is guided by the promotion and defense of human rights, for incentivized CCR Group’s Social Responsibility Policy. This workers’ rights, environmental protection and resources were guideline sets out the company’s objectives in its anti-corruption activities. 3 3 interaction with shareholders, users, suppliers, R$ . used to support employees, society and local communities, the grantor authority and the media. billion 90 projects Learn more in infrastructure through CCR Group also strives to contribute to the about this topic in improvement of regulations and legal provisions the 2017 Annual investments in 2017 incentive laws that guide the growth of infrastructure through & Sustainability partnerships between the private sector and the Report grantor authority.

21 GRI Guidebook 2017 • CCR Group GRI 203-1 • In 2017, investments amounted to GRI 413-1 • CCR Group has local impact mapping, GRI AO8 • In 2017, none of the projects or ventures R$ 3,256,300. The concessionaires that development or engagement programs implemented by BH Airport necessitated invested the most were CCR Metrô Bahia, in 82.61% of its operations. These activities are the resettlement of communities living near CCR RodoNorte, CCR MSVia and carried out by Instituto CCR and affected the Airport facilities. However, the company CCR AutoBAn, representing, respectively, 130 municipalities last year through 106 projects. foresees an Expropriation Program in the 47.4%, 12.8%, 8.2% and 6.2% of the The total sum of social investments in 2017 was Environmental Impact Assessment (EIA) and total recorded in the fiscal year. CCR Metrô R$ 37.2 million, of which R$ 7.9 million consist respective Environmental Impact Report (RIMA) Bahia invested mainly in civil construction of the Group’s own resources. of the project of the New Landing and Takeoff works, rolling stock and systems. CCR MSVia One of the key achievements in the last period Runway and Other Complementary Structures. invested in twinning works. The investments is the Caminhos para a Cidadania program, which These documents were finalized and are of CCR RodoNorte were concentrated in for 15 years has promoted educational actions under technical analysis by the environmental twinning and refurbishment works on focused on traffic safety, urban mobility, the agencies. The Program foreseen in the EIA/ several road segments. CCR AutoBAn’s environment and citizenship. In 2017, 318,680 RIMA is in accordance with the procedures investments were mainly earmarked for the students and 14,675 teachers in the states for expropriation and compensation for works on the Jundiaí road complex. of Paraná, Rio de Janeiro and São Paulo were owners of properties affected by public utility affected. Another important result in the year was works regulated by Brazilian law, which the use of 99% of the potential for incentivized establishes rights and procedures that allow resources, which enabled the Group to support fair compensation for the owners of the areas 90 projects through nine different incentive laws. to be affected.

CCR GROUP’ SOCIAL INVESTMENT (R$ THOUSAND)

26,096 36,453 37,206

30,220 29,284

20,555

7,922 5,541 6,233

2015* 2016 2017** Direct Incentivized

* In 2015, in addition to the Caminhos para a Cidadania program, there were also the other direct projects of the units and institutional campaigns. ** In 2017, the Group’s achievements include a specific incentivized investment made with Renovias and the impact of the Caminhos para a Cidadania program on the areas of influence of ViaRio.

22 GRI Guidebook 2017 • CCR Group Development of human capital

1. Businesses should support and respect the protection of internationally proclaimed human rights; and 2. Make sure that they are not complicit in human rights abuses. 3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; 4. The elimination of all forms of forced and compulsory labour; 5. The effective abolition of child labour; and 6. The elimination of discrimination in respect of employment and occupation.

HUMAN CAPITAL The Shared Services Center (SSC) manages and supports the professional development of the 13 thousand employees of CCR Group. People management prioritizes talent retention, staff training and the assurance of a motivating work environment, strengthening the identification of each professional with the strategic business objectives. CCR Group’s people management contributes to the promotion of full and productive employment, decent work and the eradication of degrading labor practices.

23 GRI Guidebook 2017 • CCR Group Development of human capital GRI 103-1 | 103-2 | 103-3

The growth of CCR Group’s business is underpinned by the technical knowledge Highlights and know-how of the employees who work in the operational and administrative areas. This group of professionals has specific Number of Women in technical skills to work in the infrastructure employees leadership positions sector, which are developed through 78 10,922 11,233 72 coaching and training sessions delivered 10,602 71 internally or with the support of specialized consulting firms, in accordance with the strategic guidelines.

The alignment of employees to 338 CCR Group’s strategy is guaranteed 2015 2016 2017 2015 2016 2017 employees through direct leadership engagement with special actions. These initiatives include the Planning Cycle, which facilitates the needs definition of the General Goals & Percentage of employees Guidelines (GGGs), which unfold into plans Average hours of training per that received performance of action in the units that manage the employee evaluation concessionaires. Based on this preparation, 16.41 81.76% professionals are trained to take on new 96% 13.29 roles as more business opportunities are of employees seized and enter the portfolio. covered by 33.14% In this regard, people succession is an collective bargaining important aspect of the Group’s human agreements capital management. The identification 2016 2017 2016 2017 of talents who are aligned with the company’s values and beliefs, along with the preparation of these professionals to face new challenges, is carried out continuously in line with the strategic to develop professionally and be prepared to Learn more drivers for business growth. hold leadership positions in the company. The about this topic in relationship with universities and the opening of the 2017 Annual CCR Group also works to strengthen positions for recent graduates, such as the trainee & Sustainability its ability to attract young talent willing program, drive value creation in this front. Report

24 GRI Guidebook 2017 • CCR Group GRI 102-8 • There were no significant variations in the Group’s staffing. There is also no GRI 102-41 • workforce seasonality or significant activities performed by other workers who are Employees covered not hired by the Group. The data was compiled with information from the Payroll, 2017 2016 considering the region where each company is allocated. by collective bargaining Number Percentage Number Percentage agreements over total over total Employee CCR NovaDutra 1,378 96.30% 1,410 97.38% headcount by 2017 2016 2015 gender Men Women Men Women Men Women CCR ViaLagos 181 95.76% 177 96.20% By employment type CCR RodoNorte 559 94.81% 581 99.15% Full-time 6,490 4,195 6,320 4,248 6,215 4,375 CCR AutoBAn 1,253 98.88% 1,255 96.39% Part-time 301 247 198 156 8 4 CCR ViaOeste 775 97.42% 761 97.69% Total 6,791 4,442 6,518 4,404 6,223 4,379 CCR RodoAnel 456 95.61% 460 99.35% By employment contract CCR SPVias 680 95.74% 692 95.98% Permanent 6,579 4,229 6,019 3,969 5,892 4,093 CCR MSVia 839 98.45% 902 98.36% Temporary 212 213 499 435 331 286 BH Airport 398 96.48% 413 95.38% Total 6,791 4,442 6,518 4,404 6,223 4,379 ViaQuatro 1,027 93.18% 955 95.69% CCR Barcas 857 97.78% 889 97.59% CCR Metrô Bahia 1,448 94.89% 1,065 93.50% CCR Holding 126 98.41% 106 88.33% Employee CCR Actua 299 95.32% 287 94.41% headcount by employment contract Permanent Temporary CCR Engelog 163 96.32% 184 97.35% and gender in 2017 Men Women Men Women CCR EngelogTec 345 97.68% 355 96.21% Midwest 508 331 6 7 Samm 58 98.28% 57 98.28% Northeast 1,050 366 70 36 Consolidated 10,842 96.39% 10,549 96.58% Southeast 4,699 3,308 119 145 South 322 224 17 25 Total 6,579 4,229 212 213

25 GRI Guidebook 2017 • CCR Group GRI 404-1 • The average number of training hours per employee in 2017 GRI 404-2 • CCR Group offers a number of opportunities appraisees. The results of each cycle contribute was 13.29. In total, there were more than 140 thousand for the professional development of to the identification of training demands and the hours of training delivered during the year. employees. Throughout 2017, initiatives definition of salary increases or merit promotions. Multiple online courses were made available to all focused on specific groups of professionals Throughout 2017, only the employees the employees in 2017, with special emphasis on a merit special emphasis. A new senior eligible to the profit-sharing payments compulsory campaign for the internal audience on executive assessment program, focused on underwent the performance appraisal, in order the impacts of eSocial (a new platform defined by the leadership development and involving about to measure the variables that make up the Federal Government for sending information about 110 people, was developed alongside a calculation of these payments. This process was the staff of companies in Brazil) on registration data process designed to review competencies and restricted to the SPG professionals who had not updating issues. Two compulsory courses were delivered the performance assessment model. undergone a competency assessment in the Meu to the leaders: eSocial in Practice for CCR Leaders and Another relevant initiative in the year was Mundo (My World) system. In addition, some CCR Leaders People Management Routines. the workshops on people management topics individual assessments were conducted at the This information was compiled from reports extracted for leaders (coordinators, supervisors and request of the leadership in cases of promotion, from Nosso Mundo do Saber (Our World of Knowledge), analysts), which addressed the role of these change of level and competency-based CCR Group’s training management tool. employees in team management, especially professional development. the implementation of the target plan, the feedback practice, alignment of the provision Average hours of of benefits and issues such as quality of life Percentage of training per employee and inclusion of people with disabilities. employees who by gender* 2017 2016 Compulsory, technical and functional training underwent programs and the provision of online courses performance Men 14.45 20.51 on behavioral aspects for all employees were assessments 2017 2016 also maintained throughout 2017. Women 11.55 10.33 Focused especially on preparing employees By gender Overall 13.29 16.41 for the transition to retirement, CCR Group Men 33.58% 80.24% has CCRprev, a supplementary voluntary *Does not consider members of the Board of Directors and BH Airport operations. pension scheme, in which employee Women 32.46% 84.01% contributions are augmented by contributions Overall 33.14% 81.76% Average hours of training from the Group. The program is offered per employee by functional level in 2017* in the form of a Free Benefit Generating Plan By functional level Directors 4.28 (PGBL) or Free Benefit Generating Life (VGBL) Directors 7.81% 86.79% plan (both equivalent to US IRAs), which Managers 13.32 differ in terms of the application of income Managers 10.08% 87.59% Coordinators 17.28 tax at the time of redemption or receipt of Coordinators 10.34% 85.08% retirement income. Supervisors 25.56 Supervisors 29.86% 96.63% Administrative 12.15 GRI 404-3 • The CCR Group Assessment and Appraisal Administrative 15.54% 89.15% Cycle is a biennial process and was last held Operational 13.04 in 2016. This process includes a series of Operational 38.58% 83.19% Apprentices 12.12 stages, specifically defined for the Service Apprentices 0.00% 0.00% Provision Group (SPG) and Analytics & Interns 19.42 Management Group (AMG), involving, among Interns 0.00% 0.00% Overall 13.29 other aspects, consolidation in committees Overall 33.14% 81.76% and the delivery of formal feedback to *Does not consider members of the Board of Directors and BH Airport operations.

26 GRI Guidebook 2017 • CCR Group GRI 405-1 • There was no significant variation in the composition of Composition 2017 2016 governance and of the functional levels by gender or age group, of functional nor in the number of women holding leadership positions. levels by Up to 30 Between 31 Over 51 years Up to 30 Between 31 Over 51 years age group years of age and 50 years of age years of age and 50 years of age COMPOSITION OF THE BOARD COMPOSITION OF THE BOARD Directors 0.00% 29.69% 70.31% 0.00% 28.30% 71.70% OF DIRECTORS AND THE FISCAL OF DIRECTORS AND THE FISCAL COUNCIL BY GENDER COUNCIL BY AGE GROUP Managers 0.84% 65.55% 33.61% 1.46% 64.96% 33.58% 84.21% 26.32% Coordinators 5.17% 76.44% 18.39% 4.97% 77.35% 17.68% Supervisors 13.54% 71.53% 14.93% 11.11% 74.41% 14.48% 15.79% Administrative 35.46% 57.46% 7.08% 35.12% 58.37% 6.51% Operational 38.18% 53.89% 7.84% 35.52% 56.79% 7.70% 73.68% Apprentices 99.68% 0.32% 0.00% 99.65% 0.35% 0.00% Interns 93.51% 6.49% 0.00% 93.94% 6.06% 0.00% Men Between 31 Women and 50 years Over 51 years of age Number of women holding leadership positions 2017 2016 2015

Directors 3 1 1 Managers 19 19 21 Coordinators 50 51 56 Number of Total 72 71 78 employees with GRI 405-2 • Proportion of the average special needs by compensation of women compared functional level to men by functional level in 2017* Composition of functional levels 2017 2016 in 2017 Directors 57% by gender Men Women Men Women Directors 0 Managers 83% Directors 95.31% 4.69% 98.11% 1.89% Managers 4 Coordinators 96% Managers 84.03% 15.97% 86.13% 13.87% Coordinators 8 Supervisors 97% Coordinators 71.26% 28.74% 71.82% 28.18% Supervisors 7 Administrative 72% Supervisors 80.90% 19.10% 81.14% 18.86% Administrative 58 Operational 66% Administrative 49.09% 50.91% 49.29% 50.71% Operational 260 Apprentices 104% Operational 61.28% 38.72% 60.22% 39.78% Apprentices 7 Interns 105% Apprentices 47.13% 52.87% 47.75% 52.25% Interns 0 Overall 60%

Interns 59.74% 40.26% 51.52% 48.48% Total 344 *Considers only the base salary of each functional level.

27 GRI Guidebook 2017 • CCR Group Quality of

1. Businesses should support and respect the protection of service internationally proclaimed human rights; and 2. Make sure that they are not complicit in human rights abuses. 3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; 4. The elimination of all forms of forced and compulsory labour; 5. The effective abolition of child labour; and 6. The elimination of discrimination in respect of employment and occupation. 7. Businesses should support a precautionary approach to environmental challenges; 8. Undertake initiatives to promote greater environmental responsibility; and INTELLECTUAL CAPITAL 9. Encourage the development and diffusion of Investments in the quality of assets (toll roads, urban mobility and environmentally friendly technologies. airports) are an essential basis for the provision of high-quality services to users. CCR Group adopts cutting-edge technology in its operations, and has the Shared Services Center as a differentiated structure for continuous improvement. Excellence in intermodal operations (toll roads, urban mobility and airports) and corporate innovation improve the technological capabilities of the sectors.

SOCIAL & RELATIONSHIP CAPITAL Through its operations, CCR Group User satisfaction is the primary goal of all the units. By constantly provides access to safe, accessible and monitoring satisfaction rates and implementing improvements, CCR Group sustainable transport systems. strengthens its image and reputation with this audience, which recognizes the quality of service delivery.

28 GRI Guidebook 2017 • CCR Group Quality of service GRI 103-1 | 103-2 | 103-3

CCR Group aims to ensure user road segment, 3,864 car and truck drivers, satisfaction with the services bus fleet owners and carriers, and opinion Highlights provided in all the concessions under leaders were heard in 2017. This survey management. The investments and indicated a 78% rate of satisfaction with improvements made continuously are the services provided. Toll roads’ geared towards increasing user comfort users satisfaction and safety, providing an excellent In the area of airports, the opinion of index response to incidents and modernizing users is determined by means of a 77% 78% the infrastructure, benefiting the survey conducted by the Office of the 76% municipalities served by the Secretary for Civil Aviation (SAC), in concession units. the fourth quarter of each year. In the first quarter of 2017, Belo Horizonte Investment planning also observes the International Airport in Confins (MG) improvement of structures and equipment scored 4.42 (on a scale of 0 to 5 points), designed to support users, such as in the Permanent Passenger Satisfaction 2015 2016 2017 roadside assistance vehicles, emergency Survey and once again surpassed its best telephones and others. The presence of performance. Since the concessionaire BH more modern tow trucks and ambulances Airport took over operations in the second in the fleet, for example, helps to reduce quarter of 2014, the passenger satisfaction the waiting time of drivers when a rate has risen from 3.31 to 4.42, an particular incident occurs. To this end, increase of 33.5%. CCR Group purchases modern rolling stock with cutting-edge technology for In urban mobility, CCR Barcas created an the urban mobility equipment. internal indicator to assess user satisfaction with the services provided. The items Training for employees in the concession evaluated include queuing time and units is intended to further improve conditions of the off-season passenger the quality of customer service. Besides queue, quality of ferryboats and stations, gaining technical knowledge to carry embarking and disembarking conditions, 33.5% out these activities, professionals in assistance provided by employees, these areas are trained to follow the passenger communications, public security increase Code of Conduct and Ethics and to (theft, robbery, violence etc.), safety (in in BH Airport’s user build up the relationship of trust and terms of accidents), travel speed and satisfaction index since Learn more transparency with users. reliability of services. about this topic in the beginning of the the 2017 Annual In order to assess the level of user The CCR Metrô Bahia and ViaQuatro units & Sustainability satisfaction, CCR Group conducts surveys are not authorized to disclose the result of concession Report with the concession users. In the toll the satisfaction survey.

29 GRI Guidebook 2017 • CCR Group Safe operations

1. Businesses should support and respect the protection of internationally proclaimed human rights; and 2. Make sure that they are not complicit in human rights abuses.

Road safety management MANUFACTURED CAPITAL continually seeks to reduce the Investments in the improvement and expansion of occurrence of accidents and modes of transport (toll roads, urban mobility and fatalities on roads under airports) guarantee the adoption of leading-edge CCR Group concession. technologies and the continuous operational efficiency of assets. Excellence in management also enhances the ability to create value in operations, making the best possible use of physical resources.

The safety of operations, employees and users (toll roads, urban mobility and airports) is key to access transport systems and for inclusive urbanization.

30 GRI Guidebook 2017 • CCR Group Safe operations GRI 103-1 | 103-2 | 103-3

Concern for people’s health and safety is a priority in the The risks to which employees may be exposed while carrying There are also procedures in place for working at height, in Group’s business model and is focused primarily on protecting out their activities differ according to the scope of activities to accordance with Regulatory Standard 35 (NR 35). life and promoting the well-being of employees, contractors be conducted. The risk of being struck by a vehicle is perceived and users of our concessions. The planning of activities and in the toll road, airport and urban mobility equipment units. On the highways, one of the central points of attention the management of this topic are conducted in accordance Employees and contractors, especially those working in the of CCR Group has been the exposure of employees to with the applicable legislation and the Regulatory Standards subway systems, may also be exposed to hazardous situations hazardous situations arising from toll plaza robberies. of the Ministry of Labor, besides abiding by the standards during the operation and maintenance of electrical installations, These incidents are beyond the control of risk mitigation established internally by CCR Group and applicable to all the which require specific evaluation and control measures, action taken by the units, and employees are instructed to units owned by the Group. defined in accordance with Regulatory Standard 10 (NR10). never react or face assailants. In these cases, CCR Group offers medical assistance and psychological support to the employees involved. Highlights There is also the monitoring of accidents and injuries in Rate of injuries Rate of injuries the corporate and administrative environments of the among employees among contractors CCR Group units. In these places, there are risks of sprains in 2017 in 2017 and falls mainly resulting from employee inattention to 13.40 212.58 environmental risks. CCR Group continuously assesses the 11.48 11.45 ergonomic and safety conditions of administrative facilities 19.3% so as to minimize the risk of accidents. 6.90 reduction The management model adopted follows the guidelines 27.67 of the Occupational Health and Safety Standard defined 26.85 17.88 in the number of deaths on the by CCR Group. The Corporate Occupational Health and CCR Group Toll Roads Urban Airports CCR Group Toll Roads Urban Airports Safety department defines the standardization of processes mobility mobility toll roads of and documents, monitors costing procedures and carries CCR Group out the technical planning of actions targeting the issue. Rate of lost days Absentee rate The units are responsible for the management of indicators among employees among employees compared to 2010 that monitor injuries and accidents involving CCR Group in 2017 in 2017 employees and outsourced workers, as well as the benefits 170.43 2.19 2.04 offered to the teams. 1.79 1.81 Employee training, education and awareness actions 98.34 Learn more determine the continuous improvement of the overall about this topic in performance within the framework of occupational health the 2017 Annual & Sustainability and safety. CCR Group assesses their performance annually, 2.00 2.07 Report and is committed to maintaining or improving perceived CCR Group Toll Roads Urban Airports CCR Group Toll Roads Urban Airports levels in indicators that evaluate occupational safety mobility mobility conditions in comparison to the previous year. Each unit sets its own performance targets.

31 GRI Guidebook 2017 • CCR Group Rate of GRI 403-2 • The health and safety indicators of CCR Group are continually monitored by the injuries among unit teams and consolidated corporately by an expressly dedicated team at CCR contractors in Urban Actua. Last year’s results, presented in the tables below, were consolidated from 2017* CCR Group Toll roads mobility Airports the following formulas: By region • Rates of injury: number of Workplace Accident Reports recorded in the Midwest 33.79 33.79 na** na** period / total hours worked *1,000,000. This includes all levels of injury and types of accident (commuting, typical or occupational disease), including Northeast 0.00 na** 0.00 na** reports of fatalities. Southeast 16.71 16.12 462.94 17.88

• Rate of lost days: number of days off work (leave of absence on medical South 4,120.88 4,120.88 na** na** grounds) associated with Workplace Accident Reports recorded in the period Consolidated 26.85 27.67 212.58 17.88 / total hours worked *100,000. This includes all levels of injury and types of accident (commuting, typical or occupational disease). By gender Men 25.60 43.32 0.00 10.27 • Absentee rate: number of days lost due to leave of absence on medical grounds (except for maternity leave) / total hours worked *1,000 Women 27.00 26.76 240.15 24.75 Consolidated 26.85 27.67 212.58 17.88 • Occupational disease rate: number of Workplace Accident Reports recorded *Includes the most significant groups of third parties in each mode of transport: toll road maintenance activities, property security at with the type of accident “2 – Illness “/ total hours worked *1,000,000. No CCR Barcas; and civil construction maintenance, preservation and cleaning at ViaQuatro, CCR Metrô Bahia and BH Airport. occupational diseases among the employees or third parties were recorded in **Not applicable. the period.

2017 2016 2017 2016 Rate of Rate of lost injuries among Urban days among Urban employees CCR Group Toll roads mobility Airports CCR Group employees CCR Group Toll roads mobility Airports CCR Group By region By region Midwest 8.79 8.79 na* na* 4.67 Midwest 5.90 5.90 na* na* 3.50 Northeast 9.18 na* 9.18 na* 6.14 Northeast 2.38 na* 2.38 na* 4.07 Southeast 12.27 14.69 13.15 6.90 11.43 Southeast 132.13 223.57 1.72 2.07 7.68 South 10.28 10.28 na* na* 10.12 South 2.99 2.99 na* na* 5.98 Consolidated 11.48 13.40 11.45 6.90 na** Consolidated 98.34 170.43 2.00 2.07 na** By gender By gender Men 10.49 12.30 9.64 14.85 11.41 Men 5.06 5.28 0.59 6.93 7.44 Women 12.10 14.26 12.02 3.83 8.48 Women 155.84 298.75 2.45 0.19 6.00 Consolidated 11.48 13.40 11.45 6.90 na** Consolidated 98.34 170.43 2.00 2.07 na**

*Not applicable. *Not applicable. **Not available. **Not available. 32 GRI Guidebook 2017 • CCR Group 2017 2016 Absentee GRI AO9 • BH Airport recorded 35 wildlife strikes in 2017, up 21% rate among Urban over the previous year. Most of the incidents occurred in CCR Group Toll roads Airports CCR Group employees mobility operational areas of the airport, with 14 during aircraft By region takeoff or landing and 17 reported only after a runway inspection. In order to minimize these incidents, the company Midwest 1.68 1.68 na* na* 1.69 endeavored to capture some animals and chase others away, Northeast 1.69 na 1.69 na* 1.40 while searching for and cleaning secondary sites attractive to wildlife (such as garbage or carcasses), and patrolling the area Southeast 1.85 1.89 2.30 2.19 2.29 to check for faults in the fences. All the events were reported South 1.32 1.32 na* na* 1.87 in accordance with applicable legal requirements. Consolidated 1.79 1.81 2.04 2.19 na** Accidents involving By gender animals in Men 2.53 2.63 3.03 2.95 1.39 landings/takeoffs 2017 2016 Women 2.15 1.17 1.73 1.90 3.23 A. Number of accidents with fauna 35 29 Consolidated 1.79 1.81 2.04 2.19 na** B. Total landings and takeoffs 99,658 99,424

*Not applicable. Number of injuries caused to wildlife per 3.5120 2.9168 **Not available. 10 thousand landings/takeoffs (A/B *10,000)

2017 2016 Number of fatalities among Urban all workers* CCR Group Toll roads mobility Airports CCR Group By region Midwest 0 0 0 0 3 Northeast 0 0 0 0 0 Southeast 5 5 0 0 1 South 4 4 0 0 0 Consolidated 9 9 0 0 4 By gender Men 9 9 0 0 3 Women 0 0 0 0 1 Consolidated 9 9 0 0 4

*Of the nine fatalities recorded in 2017, three involved CCR AutoBAn employees (Southeast region), two of which were due to running over accidents and one due to a traffic accident at the company’s service. The other fatalities refer to third parties.

33 GRI Guidebook 2017 • CCR Group GRI 403-3 • CCR Group employees carry out their activities In 2017, rates of accident, injuries and FATAL VICTIMS within safe and controlled environments in fatalities - calculated using a complex formula 616 478 504 497 which all health and safety risks have been that considers the length of each highway identified, classified and mitigated through and the average daily volume of traffic - safety procedures and the supervised use of remained at the levels of previous years, well 0.2751 PPE and CPE. below the figures recorded for 2010 (base year for the National Accident Reduction and Road Safety Plan). The entire process is governed by a 0.1414 0.1364 0.1309 standardization committee according to internal regulatory instructions on the topic, The positive highlight of the period was following the legal requirements and the bases the continuous reduction in the number of the concept of integrated corporate health. of fatalities, which was down 19.3% from Therefore, there is no high incidence or risk of the figure recorded in 2010. The number of work-related health conditions. accidents, in turn, was down 5.1% on the Number of fatal victims Fatal victims rate* same basis of comparison. However, the 2010 2015 2016 2017 number of injured victims has grown 10.8% in the last seven years. *Rate of fatalities = (total number of fatalities x 100,000,000)/(extent x average daily volume x days).

ACCIDENTS Road Since 2015, CCR Group has continuously INJURED VICTIMS safety monitored indicators related to road safety on 27,188 27,418 25,383 25,810 13,209 14,150 13,347 14,632 its highways. These efforts are aligned with the Sustainable Development Goals (3. Health 0.1214 and well-being) and the National Accident 5.8989 Reduction and Road Safety Plan, in order to bring about a marked decrease in deaths and 3.7451 4.0148 0.0712 0.0708 injuries resulting from road accidents. 3.8741 0.0751

A working group formed by all the concessionaires ensures the alignment and the standardization of premises, used by each unit to record incidents and responses to incidents in a specific system (KCOR). The corporate Number of accidents Number of injured victims Accident rate** Injured victims rate** area of Sustainability is responsible for 2010 2015* 2016 2017 2010 2015* 2016 2017 consolidating the data of the concessionaires *Number of accidents resubmitted. *Number of injuries resubmitted. and periodically submitting this data to the *Rate of accidents = (total number of accidents x 1,000,000)/(extent x *Rate of injuries = (total number of injured victims x 100,000,000)/(extent x Executive Board. average daily volume x days). average daily volume x days).

34 GRI Guidebook 2017 • CCR Group Operational

eco-efficiency 7. Businesses should support a precautionary approach to environmental challenges; 8. Undertake initiatives to promote greater environmental responsibility; and 9. Encourage the development and diffusion of environmentally friendly technologies.

The incessant quest to reduce environmental impacts and optimize the consumption of natural resources form the basis of sustainable business management.

Our operations contribute to the resilience and adaptability of cities to climate change.

In activities in coastal regions, we seek to prevent marine pollution NATURAL CAPITAL and to conserve local ecosystems. The rational and efficient use of natural resources is continually improved in the modes of transport (toll roads, urban mobility and airports), minimizing negative environmental impacts and promoting the preservation and We promote habitat restoration availability of natural inputs. This management is coordinated and environmental preservation corporately by CCR Actua, ensuring the alignment of efforts in our business operations, and parameterized performance management. minimizing biodiversity risks.

35 GRI Guidebook 2017 • CCR Group Operational eco-efficiency GRI 103-1 | 103-2 | 103-3

CCR Group is committed to sustainable development, which means meeting the current Highlights needs of its business without compromising the ability of future generations to meet their own Energy Water consumption Greenhouse gas needs. The rational and sustainable use of natural consumption in in 2017 emissions in 2017 2017 (thousand GJ) (thousand m3) (thousand tCO e) resources, in accordance with the requirements 2 868.8 set out by the legislation and standards applicable 1,232.4 644.9 to activities, contributes to ensuring the continuity 722.2 of ecosystem services and long-term operations. 705.1 261.0 244.3 The activities carried out by CCR Group units 438.6 require water and electricity consumption for 136.8 94.9 50.8 the operation of facilities that serve users. 82.5 The improvement works undertaken in these CCR Group Toll roads Urban Airports CCR Group Toll roads Urban Airports CCR Group Toll roads Urban Airports units are sources of waste generation from the mobility mobility mobility consumption of different types of material. There are also greenhouse gas (GHG) emissions Effluents Waste disposal resulting from the burning of fuels to power discharge in 2017 in 2017 m3) (thousand tons) user assistance vehicles and generators, besides 460.9 453.3 those related to the electricity consumption for 515.2 company use (scope 2). Learn more about this topic in These impacts are due to the operations of 260.9 the 2017 Annual CCR Group’s business units, which manage 160.2 & Sustainability the toll road, airport and urban mobility 89.5 Report equipment concessions. Activities related to 5.2 2.3 improvement and maintenance are carried out CCR Group Toll roads Urban Airports CCR Group Toll roads Urban Airports through suppliers, instructed to abide by the mobility mobility environmental performance guidelines defined by the Group. The improvement of operational eco-efficiency + 415 is driven by the Environment Policy and the Corporate Policy on Climate Change. In order 3,446 MWh/year thousand saplings to assess the dimension of environmental estimated in energy savings planted by impacts of operations, CCR Group makes use of management systems that consolidate data for eco-efficiency projects CCR Group’s highway related to environmental performance implemented in the last year concessions across all its units.

36 GRI Guidebook 2017 • CCR Group ENERGY CONSUMPTION This information is provided by the units themselves GRI 302-1 • In 2017, CCR Group consumed 1.2 billion GJ, BY MODE OF TRANSPORT IN 2017 and analyzed with the support of CCR Actua, which up 8% over the previous period. Of this total, (thousand GJ) has professionals dedicated to monitoring the 52% of the energy was generated directly 438.6 evolution of performance indicators. from fuels, a figure that remained stable in the 6.1 annual comparison. The remaining 48% were 82.5 The teams of CCR Engelog and CCR EngelogTec, acquired in the form of electricity, whose growth other companies that make up the Shared in the period is associated with the expansion of Services Center, work to identify and incorporate operations, especially in the segments of airports new technologies, systemic innovations, and and urban mobility. enhancements to operational processes that minimize or mitigate environmental impacts on Regarding fuel consumption, it is worth operational activities. emphasizing the progress achieved by BH Airport, which has eliminated the use of HFO (heavy fuel CCR Group undertakes to maintain or improve its oil) and significantly reduced diesel consumption, environmental performance indicators in comparison resulting in a 48% decrease in total energy with the previous year. These commitments derived from fuels. Among the fuels consumed 705.1 are related to lessening water and electricity by the Group to generate energy, only ethanol consumption, diminishing GHG emissions and is from renewable sources. Its use is encouraged reducing waste and effluents. Performance targets in the fleet of vehicles, especially in the toll road Toll roads are set per unit, according to strategic investment segment. In 2017, ethanol accounted for 5% of Urban mobility priorities. the total energy generated by fuels, as compared Airports to 6% in the previous year. Services and corporate offices The main initiatives implemented by the CCR Group units include the development of rainwater Regarding electricity consumption, the main harvesting systems, which reduces the need to use variation was observed in the urban mobility units drinking water for activities such as cleaning and and at BH Airport, which recorded increases of TOTAL ENERGY CONSUMPTION preservation; adaptation of equipment for reuse 25% and 19%, respectively. (thousand GJ) and recirculation of water; replacement of lamps in facilities with more efficient models; adoption of 1,224.6 1,139.7 1,232.4 ethanol, a renewable fuel, to power the light vehicle fleets; recycling of construction waste in pavement 524.6 597.6 applications and other production chains. CCR 504.6 Group also invests in awareness-raising campaigns and training so that the employees adopt habits that reduce the consumption and waste of natural 700.0 635.1 634.8 resources, both in their professional activities and outside the workplace.

2015 2016 2017 Fuels Electricity

37 GRI Guidebook 2017 • CCR Group Energy 2017 2016 2015 consumption Urban Urban Urban (GJ)* CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports Direct generation from fuels** Acetylene 68.77 1.47 67.3 0 65.71 3.32 62.39 0 94.54 1.32 93.22 0 Diesel 552,174.89 230,867.85 317,816.64 3,189.45 557,570.95 220,027.23 351,729.55 5,570.34 620,448.38 222,885.39 389,781.73 7,295.89 Gasoline 45,021.92 38,388.44 4,190.49 1,059.52 35,292.67 29,351.81 3,352.44 1,358.09 33,233.44 27,467.22 3,201.27 1,201.09 LPG 2,418.38 931.51 874.12 511.95 3,122.41 1,944.82 540.44 536.4 2,271.43 1,236.15 535.83 401.76 Kerosene 10.54 6.44 4.1 0 11.14 3.83 7.31 0 12.71 8.23 4.48 0 Propane 13.61 0 13.61 0 9.07 0 9.07 0 0 0 0 0 BPF oil 0 0 0 0 1,728.31 0 0 1,728.31 na**** na**** na**** na**** Greases 43.63 0.7 42.65 0.28 75.57 1.45 74.12 0 na**** na**** na**** na**** VNG 491.26 491.26 0 0 473.96 473.96 0 0 na**** na**** na**** na**** Ethanol 34,555.75 33,094.52 566.64 0 36,795.15 36,247.73 170.65 4.6 43,952.79 43,447.53 127 15.97 Total 634,798.75 303,782.19 323,575.55 4,761.20 635,144.94 288,054.15 355,945.97 9,197.74 700,013.29 295,045.84 393,743.53 8,914.71 Energy adquired Electricity*** 597,606.20 134,859.46 381,554.18 77,743.63 504,578.15 131,161.20 304,110.99 65,511.97 524,612.63 194,745.29 271,804.38 54,724.59

*Consolidated data from the environmental management system Cerensa, and using conversion factors aligned to the Brazilian GHG Protocol Program. Since 2016, the companies CCR Engelog and CCR EngelogTec have been in the same physical facilities as CCR AutoBAn. CCR Group only purchases electricity and does not sell energy to third parties. **Only ethanol is from renewable sources. ***The electricity consumption of the urban mobility segment does not take into account the bill for December of the Bus Terminal, since the bill had not yet been delivered to the unit by the closing date of the indicator, in February 2018. ****Not available.

GRI 302-4 • CCR EngelogTec is responsible for the studies System, producing an estimated reduction of BH Airport undertook two projects over and programs focused on energy efficiency 3,048 MWh/year. At the Campo Limpo km the course of the year with impacts on the of the entire CCR Group. Among last year’s 39-B Toll Plaza on the Bandeirantes Highway - reduction of electricity consumption. In initiatives, those with the greatest impact were CCR AutoBAn, the entire conventional chilled Terminals 1 and 2, the lighting installation the replacement of fluorescent, sodium and water air conditioning system was replaced with reduced energy consumption by 50%, metal vapor lamps with LED lamps. At CCR Actua equipment featuring “Inverter” technology, thereby saving 226 MWh/year. Moreover, headquarters, all the lighting in the parking lot which promotes greater energy efficiency, the replacement of fluorescent lamps with was replaced with LED lamps, resulting in an since it stays on when it reaches optimum LED models in the Terminal 1 lobby resulted energy consumption reduction of 72 MWh/year. temperature and prevents peak loads by in a decrease of 81 MWh/year in energy At CCR Metrô Bahia, a LED lighting system was turning the system on and off continuously. consumption, equivalent to a cost reduction of implemented in 12 stations and four intermodal Estimated energy savings with this replacement around R$ 37 thousand. terminals of Line 2 of the Salvador Subway are 19 MWh/year.

38 GRI Guidebook 2017 • CCR Group WATER CONSUMPTION BY In 2017, CCR Group’s total water consumption was GRI 303-1 • TOTAL WATER CONSUMPTION TRANSPORTATION MODE IN 2017 644.9 thousand cubic meters, an increase of 3% over the (thousand m3) (thousand m3) previous year, driven mainly by the official opening of the 435.4 624.9 644.9 136.8 new subway terminals. The consumption of water from 2.8 public or private supply accounted for 85% of the total. In the toll roads segment groundwater consumption was 9.6% lower than in the previous year, while rainwater harvesting increased by 3.5%. 261.0

Toll roads Urban mobility Airports 2015 2016 2017 Services and corporate offices 244.3

Water 2017 2016 2015 consumption by Urban Urban Urban source (m3)* CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports Groundwater 96,141.08 96,141.08 0 0 106,402.55 106,402.55 0 0 93,705.56 93,705.56 0 0 Rainwater 920.34 643.34 277.00 0 1,423.29 621.29 802 0 na** na** na** na** Public or private 547,804.20 39,981.30 260,711.90 244,277.00 517,108.80 39,495.00 179,987.80 295,026.00 341,676.02 39,306.32 100,942.70 199,395.00 supply Total 644,865.62 136,765.72 260,988.90 244,277.00 624,934.64 146,518.84 180,789.80 295,026.00 435,381.58 133,011.88 100,942.70 199,395.00

*Consolidated data from the environmental management system Cerensa. Since 2016, the companies CCR Engelog and CCR EngelogTec have been in the same physical facilities as CCR AutoBAn. The CCR Group does not capture water from surface sources nor does it acquire this input from effluents from other organizations. **Not available.

GRI 303-2 • None of the business units have a significant impact on GRI 303-3 • Only CCR AutoBAn, CCR NovaDutra, CCR RodoAnel, any water sources and the group has not been subject CCR SPVias, CCR ViaLagos, CCR ViaOeste and to any restrictions imposed by government agencies on CCR MSVia have water reuse mechanisms. The issues related to water use. It should be noted that about volume of water recirculated in these units in 2017 80% of the water consumed in operations is from public was 521.6 cubic meters, equivalent to 0.89% of or private suppliers. the total obtained by these operations, 0.38% of the volume obtained in toll roads and 0.08% in comparison to the consolidated statement of CCR Group.

39 GRI Guidebook 2017 • CCR Group GRI 304-2 • The negative impacts on biodiversity caused by CCR Group operations are largely reversible, varying Reforestation projects of the toll roads undergoing maintenance in 2017 in extent and intensity depending on the mode of transport. Only inherent impacts of the business model cannot be reversed as they are infrastructure works. All activities subject to environmental licensing undergo several environmental studies, depending MSVia ViaOeste on their polluting potential, with the establishment of Planting of 211 thousand Planting of 6 thousand saplings in Within the framework of the Programa prevention, mitigation and compensation measures. saplings in the Parque Estadual the Parque Urbano de Sorocaba (SP). Nascentes, 27,500 saplings were planted to CCR Group also has a specific instruction for the de Ivinhema and of 30 thousand In addition, the company joined the assist in the recovery of riparian forests at the monitoring of conditions contained in environmental saplings in the Parque Estadual Programa Nascentes, of the State reservoir in Avaré, on Fazenda Sanhaço Azul licenses and permits issued by environmental do Taquari, both in Mato Government of São Paulo, with two farm. The company has also partnered up with agencies, with indicators such as frequency of Grosso do Sul. plantations in permanent preservation the Unidade de Pesquisa e Desenvolvimento de nonconformities and recovery time. areas in the municipality of Itu, totaling Itararé (SP), an initiative which resulted in the 26.9 thousand saplings. planting of 11.2 thousand saplings in the year.

Road network expansion and improvement works involve the need to occupy new areas, altering ground cover and use. It is often necessary RodoNorte to clear native vegetation, waterproof the soil Planting of 14.8 thousand AutoBAn NovaDutra and implement drainage systems, modifying the saplings in the Parque Municipal Planting of 25 thousand saplings in Planting of 25 thousand saplings in the region landscape. The management of these impacts is da Raposa and of 9 thousand municipal parks registered in the Banco of São Francisco Xavier (municipality of São accomplished by means of the periodic monitoring saplings in the Parque Municipal de Áreas Verdes of the city of Campinas José dos Campos), in the state of São Paulo, for of roadworks and the creation of preventive da Colônia Mineira, both in (SP). Another 1.2 thousand saplings were the recovery of permanent preservation areas indicators and guidance for the teams involved. partnership with the city council planted in Horto Florestal de Sumaré on small rural properties. In the State of Rio de Compensatory measures for vegetation suppression of Apucarana (PR). The Group (SP), in partnership with the municipal Janeiro, the company organized the planting are developed through partnerships and projects also started planting 12 thousand authorities. The Group also started to of 7 thousand saplings in the Guandu River in areas relevant to the recovery of habitats, mainly saplings in a Private Natural plant 1.4 thousand saplings in permanent basin on small properties, and of 7.5 thousand riparian woodland. The risk of animals being run Heritage Reserve, or Reserva preservation areas identified by the saplings in the municipalities of Porto Real and over and of accidents involving hazardous cargo Particular do Patrimônio Natural municipal government of Jundiaí and Resende, in areas indicated by the respective exists throughout the operation of toll roads and (RPPN), in Serra do Cadeado (PR). registered in the Programa Nascentes. municipal authorities. is mitigated by specific control measures and programs, such as the Risk Management Program and the Emergency Response Plan (PGR/PAE), specific training with traffic teams and partnerships In the airports segment, the main impacts are related impacted by the anthropic effect of local social with wildlife rehabilitation centers for the referral of to noise emissions and wildlife collisions with the and economic development. The company has animals in need of care. aircraft and vehicles in the operational areas. Other been adopting a set of control and monitoring aspects related to the operation, such as management measures in order to reduce these impacts. of water, atmospheric emissions, effluents and waste, Prominent among these is the Wildlife Risk In the case of urban mobility operations, the are particularly relevant due to the location of Confins Management Plan (PGRF), aimed at preventing projects are located in urban and highly built-up International Airport, managed by BH Airport, inside wildlife/aircraft/vehicle collisions, which besides environments. Therefore, there is no significant the Carste de Lagoa Santa Environmental Protection mitigating this impact on biodiversity has also impact on biodiversity related to these activities. Area. It should be noted that the region is also contributed to air traffic safety.

40 GRI Guidebook 2017 • CCR Group GRI 305-1 • CCR Group has prepared and published its 2017 2016 2015 GRI 305-2 • greenhouse gas inventory in accordance Greenhouse with Brazilian GHG Protocol Program gas emissions Urban GRI 305-3 • guidelines since 2012. The continuous CCR Group Toll roads mobility Airports CCR Group CCR Group inventory (tCO2e)* advancement of this reporting is Scope 1 showcased by the fact that the Group has received the gold seal since 2013, Emissions 56,236.01 23,920.90 31,486.59 828.52 51,954.39 55,621.11 attesting to the external verification of Biogenic emissions 4,346.19 4,038.64 114.35 31.74 4,228.09 4,709.63 information, and by the release of the inventory by company since 2015. The Scope 2 information presented below is preliminary, Emissions 16,300.99 3,569.67 10,554.06 2,110.57 11,509.13 16,085.84 since the updated calculation tool had not been made available by the closing of the Scope 3 indicators for the Annual and Sustainability Emissions 796,267.80 67,390.12 8,801.62 719,266.41 792,355.21 73,300.19 Report. Click here to access the final data together with more detailed information Biogenic emissions 1,706.51 1,405.16 228.93 72.31 1,619.08 1,665.97 on the inventory. *Includes CO2, CH4, N2O, HFC, PFC, SF6, NF3, HCFC-22 and HCFC-141b gases, reported in carbon dioxide (CO2) equivalent according to the Brazilian GHG Protocol Program guidelines. This information is CCR Group maintains programs on preliminary. The final and audited version of CCR Group’s GHG emissions inventory will be available at www.registropublicodeemissoes.com.br/participantes/1956. conscientious consumption of natural resources and targets related to energy consumption, with a focus on reducing environmental impacts. However, the GREENHOUSE GAS EMISSIONS scenario of growth of activities in 2017 led SCOPES 1 AND 2 GREENHOUSE GAS BY TRANSPORTATION MODE IN

to an 8.2% increase in direct greenhouse EMISSIONS (thousand tCO2e) 2017 (thousand tCO2e) gas emissions (Scope 1) and a 41% increase in indirect emissions related 71.7 63.5 72.5 94.9 to electricity consumption (Scope 2). In 0.9 16.3 comparison to other indirect emissions 16.1 50.8 (Scope 3), the increase was only 0.5%, 11.5 55.6 56.2 722.2 since the scope of emission sources 52.0 covered did not undergo any significant changes. Toll roads Urban mobility GRI 305-5 • No reductions in greenhouse gas emissions Airports were achieved as a result of eco-efficiency Services and corporate offices projects. The emissions avoided during 2015 2016 2017 *Encompasses Scopes 1, 2 and 3. the year are related to the conscientious Does not include biogenic emissions. consumption campaigns and included in Scope 1 Scope 2 the determination of the greenhouse gas inventory, according to indicators 305-1, 305-2 and 305-3.

41 GRI Guidebook 2017 • CCR Group GRI 306-1 • CCR Group disposed of 515.2 thousand cubic meters of effluents in 2017, up 14% over the previous year. GRI 306-3 • On the toll roads under CCR Group concession, Among the treatment methods, the discharging of effluents into the urban sewage network accounts for 28 third-party hazardous product spills were 55% of the total volume. A further 31% of the total originates from BH Airport operations and is treated in a recorded throughout 2017. In these cases, the facultative pond. No effluents are reused by another organization. concessionaire is not directly responsible for the environmental damage caused, but keeps track of the remediation of accidents and supports the appropriate government agencies in mitigating the Effluets discharge by 2017 2016 damage caused. Mitigation actions are set out in quality and Urban each unit’s Emergency Response Plan, while key destination (m3)* CCR Group Toll roads mobility Airports CCR Group initiatives involve mapping locations with high Urban sewage network 285,296.95 19,853.70 260,711.90 - 203,178.00 environmental vulnerability or population density, implementing chemical containment tanks at Septic tanks / filter 68,500.95 68,500.95 0 - 67,268.25 specific locations, controlling external chemical Optional pond 160,159.13 0 0 160,159.13 178,899.60 emergency contacts and training the teams to respond to an emergency. Anaerobic reactor 0 0 0 - 6.56 No significant incidents were recorded in urban Anaerobic reactor 1,117.20 1,117.20 0 - 1,200.15 mobility. Only nine chemical spills occurred at ViaQuatro, with no impact on the soil, air, water Aerobic treatment station 162.00 0 162.00 0 na** and human life. Despite that fact that there were Total 515,236.23 89,471.85 260,873.90 160,159.13 450,552.56 no spills at CCR Barcas, it is worth mentioning the Individual Emergency Plan for the three ferryboat *Since 2016, the companies CCR Engelog and CCR EngelogTec have been in the same physical facilities as CCR AutoBAn. The consolidation of data differs among the companies of bays, which describes, among other aspects, the the Group: some of them use the collected volume of water, as informed in indicator 303-1; in other cases, the units use the methodology of NBR 7.229 to estimate the generation of effluents based on the reference of 50 liters day/person over 21 work days/month, considering their own employees and third parties allocated to the facilities under management. action to be taken in the case of oil spills. **Not available There were no significant spills of company-owned products at BH Airport and there is no control over third-party spills. EFFLUENTS DISCHARGE BY TRANSPORTATION MODE IN The BH Airport takeoff and landing runway 2017 (thousand m3) GRI AO4 • drainage system is composed of 15 stepped falls, two platform channels and one water outlet. 89.5 Terminals 2 and 3 also have rainwater harvesting 4.7 facilities, which are not currently operational. BH Airport did not measure the quality of rainwater from the apron and runway system in 2017. The 260.9 project to implement this activity was scheduled for 2017, but was postponed due to bad weather and will be resumed and completed in 2018. Toll roads Urban mobility Airports GRI AO6 • BH Airport does not use deicing fluid in its 160.2 Services and corporate offices operations. The airlines that operate at the airport are responsible for the use and control of this fluid.

42 GRI Guidebook 2017 • CCR Group GRI 306-2 • In 2017, 461 thousand tons of waste were discarded by CCR Group, of which 437 thousand were earmarked for recycling. The total weight of waste in the year was 51% lower than in 2016, largely due to the decrease in waste generation in the toll roads segment. Non-hazardous waste accounted for 99.8% of the total, in line with the previous year. Waste disposal is carried out by the unit itself or by a specialized company, always under the direct control of the contracting companies.

Non hazardous waste 2017 2016 2015 disposal by type and Urban Urban Urban destination method (tons) CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports Composting 300.52 300.12 0.00 0.00 278.75 278.75 0.00 0.00 0.00 0.00 0.00 na* Reuse 0.27 0.27 0.00 0.00 0.24 0.24 0.00 0.00 0.00 0.00 0.00 na* Recycling 436,982.31 436,328.37 341.76 310.87 915,514.63 915,081.24 201.62 230.74 90,040.59 90,030.13 10.46 na* Recovery (including energy) 21.78 0.00 0.00 21.78 5.09 5 0.09 0.00 1.13 5 1.13 na* Incineration (burning of mass) 27.76 0.00 27.76 0.00 4.43 0.00 4.43 0.00 22.45 0.00 22.45 na* Landfill 22,675.77 16,285.53 4,592.10 1,796.13 16,970.10 11,715.39 3,825.77 1,428.94 10,307.42 9,351.58 955.84 na* Others 90.66 26.67 63.99 0.00 266.48 226.08 35.13 5.27 285.16 195.79 89.37 na* Total 460,099.07 452,940.96 5,025.61 2,128.78 933,039.72 927,306.70 4,067.04 1,664.95 100,656.75 99,582.50 1,079.25 na*

*Not available

Hazardous waste by 2017 2016 2015 type and disposal Urban Urban Urban method (tons) CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports CCR Group Toll roads mobility Airports Recycling 259.16 233.86 22.81 2.29 366.49 341.67 24.82 0.00 426.08 405.61 20.47 na* Recovery (including energy) 23.91 0.00 0.00 23.91 0.00 0.00 0.00 0.00 0.00 0.00 0.00 na* Incineration (burning of mass) 4.37 2.43 0.05 1.89 4.21 3.96 0.25 0.00 3.06 2.21 0.85 na* Landfill 172.37 4.62 0.16 167.59 159.85 1.81 0.00 158.04 30.9 30.87 0.03 na* Others 321.42 153.33 168.09 0.00 313.02 78.02 169.69 65.31 149.83 17.91 131.92 na* Total 781.22 394.24 191.11 195.67 843.57 425.46 194.76 223.35 609.87 456.6 153.27 na*

*Not available

43 GRI Guidebook 2017 • CCR Group GRI content index GRI 102-55 Correlation with the Global GRI Standard Disclosure Page Omissions Compact Principles GRI 101 | Foundation 2016 General standards GRI 102 | Organizational profile General standards 2016 102-1 | Name of the organization 7 - - 102-2 | Activities, brands, products, and services 8 - - 102-3 | Location of headquarters 7 - - 102-4 | Location of operations 8 - - 102-5 | Ownership and legal form 7 - - 102-6 | Markets served 7 - - 102-7 | Scale of the organization 9 - - 102-8 | Information on employees and other workers 25 - 6 102-9 | Supply chain 9 - - 102-10 | Significant changes to the organization and its supply chain 10 - - 102-11 | Precautionary principle or approach 12 - - 102-12 | External initiatives 10 - - 102-13 | Membership of associations 10 - - Strategy 102-14 | Statement from senior decision-maker 3 - - 102-15 | Key impacts, risks, and opportunities 12 - - Ethics and integrity 102-16 | Values, principles, standards, and norms of behavior 16 - - 102-17 | Mechanisms for advice and concerns about ethics 16 - - Governance 102-18 | Governance structure 17 - - 102-28 | Evaluating the highest governance body’s performance 17 - - 102-35 | Remuneration policies 17 - - 102-38 | Annual total compensation ratio 18 - -

44 GRI Guidebook 2017 • CCR Group Correlation with the Global GRI Standard Disclosure Page Omissions Compact Principles GRI 101 | Foundation 2016 General standards GRI 102 | Stakeholder engagement General standards 2016 102-40 | List of stakeholder groups 4 - - 102-41 | Collective bargaining agreements 25 - 3 102-42 | Identifying and selecting stakeholders 4 - - 102-43 | Approach to stakeholder engagement 4 - - 102-44 | Key topics and concerns raised 4 - - Reporting practice 102-45 | Entities included in the consolidated financial statements 6 - - 102-46 | Defining report content and topic Boundaries 6 - - 102-47 | List of material topics 5 - - 102-48 | Restatements of information 6 - - 102-49 | Changes in reporting 6 - - 102-50 | Reporting period 6 - - 102-51 | Date of most recent report 6 - - 102-52 | Reporting cycle 6 - - 102-53 | Contact point for questions regarding the report 6 - - 102-54 | Claims of reporting in accordance with the GRI Standards 6 - - 102-55 | GRI content index 44 - - 102-56 | External assurance 6 - - Sector guidance AO G4-4 | Operational limits of services offered, controlled or influenced by the organization 7 - - GRI G4 for Airports AO G4-7 | Ownership and legal form 7 - - AO G4-8 | Catchment area for passengers and cargo 7 - - AO G4-9 | Size and scope of airport operations 7 - -

45 GRI Guidebook 2017 • CCR Group Correlation with the Global GRI Standard Disclosure Page Omissions Compact Principles

Material Theme | Business strategy and economic performance GRI 103 | Management 103-1 | Explanation of the material topic and its Boundary 12 - - approach 2016 103-2 | The management approach and its components 12 - - 103-3 | Evaluation of the management approach 12 - - GRI 201 | Economic 201-1 | Direct economic value generated and distributed 13 - - performance 2016

Material theme | Governance and ethical conduct GRI 103 |Management 103-1 | Explanation of the material topic and its Boundary 15 - - approach 2016 103-2 | The management approach and its components 15 - - 103-3 | Evaluation of the management approach 15 - - GRI 205 | Anticorruption 205-1 | Operations assessed for risks related to corruption 18 - 10 2016 205-2 | Communication and training about anti-corruption policies and procedures 19 - 10 205-3 | Confirmed incidents of corruption and actions taken 18 - 10 GRI 307 | Environmental 307-1 | Non-compliance with environmental laws and regulations 18 - 8 compliance 2016

GRI 406 | Non-discrimination 406-1 | Incidents of discrimination and corrective actions taken 18 - 6 2016

GRI 412 | Human rights 412-3 | Significant investment agreements and contracts that include human rights clauses 18 - 2 assessment 2016 or that underwent human rights screening

GRI 415 | Public policy 2016 415-1 | Political contributions 18 - 10 GRI 419 | Socioeconomic 419-1 | Non-compliance with laws and regulations in the social and economic area 18 - - compliance 2016

46 GRI Guidebook 2017 • CCR Group Correlation with the Global GRI Standard Disclosure Page Omissions Compact Principles

Material theme | Relations with stakeholders and community development GRI 103 | Management 103-1 | Explanation of the material topic and its Boundary 21 - - approach 2016 103-2 | The management approach and its components 21 - - 103-3 | Evaluation of the management approach 21 - - GRI 203 | Indirect 203-1 | Infrastructure investments and services supporte 22 - - economic impacts 2016

GRI 413 | Local 413-1 | Operations with local community engagement, impact assessments, and development programs 22 - 1 communities 2016

Sector guidance AO8 | Number of persons physically or economically displaced, either voluntarily or involuntarily, by the airport 22 - - GRI G4 for Airports operator or on its behalf by a governmental or other entity, and compensation provided

Material theme | Development of human capital GRI 103 | Management 103-1 | Explanation of the material topic and its Boundary 24 - - approach 2016 103-2 | The management approach and its components 24 - - 103-3 | Evaluation of the management approach 24 - - GRI 404 | Training and 404-1 | Average hours of training per year per employee 26 - 6 education 2016 404-2 | Programs for upgrading employee skills and transition assistance programs 26 - - 404-3 | Percentage of employees receiving regular performance and career development reviews 26 - 6 GRI 405 | Diversity and 405-1 | Diversity of governance bodies and employees 27 - - equal opportunity 2016 405-2 | Ratio of basic salary and remuneration of women to men 27 - - Material theme | Quality of service GRI 103 | Management 103-1 | Explanation of the material topic and its Boundary 29 - - approach 2016 103-2 | The management approach and its components 29 - - 103-3 | Evaluation of the management approach 29 - -

47 GRI Guidebook 2017 • CCR Group Correlation with the Global GRI Standard Disclosure Page Omissions Compact Principles

Material theme | Safe operations GRI 103 | Management 103-1 | Explanation of the material topic and its Boundary 31 - - approach 2016 103-2 | The management approach and its components 31 - - 103-3 | Evaluation of the management approach 31 - - GRI 403 | Occupational health 403-2 | Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, 32 - - and safety 2016 and number of work-related fatalities

403-3 | Workers with high incidence or high risk of diseases related to their occupation 34 - - Sector guidance GRI G4 for Airports AO9 | Total annual number of wildlife strikes per 10,000 aircraft movements 33 - - CCR Group management indicators Road safety 34 - - Material theme | Operational eco-efficiency GRI 103 | Management 103-1 | Explanation of the material topic and its Boundary 36 - - approach 2016 103-2 | The management approach and its components 36 - - 103-3 | Evaluation of the management approach 36 - - GRI 302 | Energy 2016 302-1 | Energy consumption within the organization 37 - 7 and 8 302-4 | Reduction of energy consumption 38 - 8 and 9 GRI 303 | Water 2016 303-1 | Water withdrawal by source 39 - 7 and 8 303-2 | Water sources significantly affected by withdrawal of water 39 - 8 303-3 | Water recycled and reused 39 - 8 GRI 304 | Biodiversity 2016 304-2 | Significant impacts of activities, products, and services on biodiversity 40 - 8 GRI 305 | Emissions 2016 305-1 | Direct (Scope 1) GHG emissions 41 - 7 and 8 305-2 | Energy indirect (Scope 2) GHG emissions 41 - 7 and 8 305-3 | Other indirect (Scope 3) GHG emissions 41 - 7 and 8 305-5 | Reduction of GHG emissions 41 - 8 and 9 GRI 306 | Effluents and waste 2016 306-1 | Water discharge by quality and destination 42 - 8 306-2 | Waste by type and disposal method 43 - 8 306-3 | Significant spills 42 - 8 Sector guidance GRI G4 for Airports AO4 | Quality of storm water by applicable regulatory standards 42 - - AO6 | Aircraft and pavement de-icing/anti-icing fluid used and treated by 3m and/or metric tons 42 - -

48 GRI Guidebook 2017 • CCR Group 49 GRI Guidebook 2017 • CCR Group 50 GRI Guidebook 2017 • CCR Group Credits General Coordination | CCR Group’s Sustainability and Communication Team Content, design and inphographic | usina82 Photos | CCR collection