AJUDANDO O BRASIL A CHEGAR AO FUTURO 1 EcoRodovias is one of Brazil’s major infrastructure groups, operating eleven highway concessions in eight states RODOANEL 3.1 thousand 4.4 kilometers thousand of highways direct managed employees 347 million R$ 1,296 vehicle million equivalents invested in 2019 in 2019 66.7% 65% GDP POPULATION source: IBGE We operate the main corridors of Brazil’s South and Southwest: Geographic footprint concentrates 2/3 of Brazilian GDP, 1/2 of the country’s population, and 1/2 of all the Brazilian cargo imported and exported 2 3 1997 1998 2002 2007 2009 First Two new Conclusion of Acquisition of Ecopistas concession: concessions: construction Ecocataratas concession Ecovia Ecovias of Imigrantes awarded Ecosul Highway 2010 2013 2015 2018 2019 Group Start of Eco101 Ecoponte Group adds new Ecovias do Cerrado goes concession awarded businesses: concession public awarded EcoRodoanel, Eco050, Eco135 4 5 Ownership ON: 50% ON: 50% Structure PN: 100% PN: 0% Primav Infraestrutura 63.99% 31.02% Free float 4.99% 6 7 Engineering and maintenance Business strategy To grow via R$ 13 highway billion infrastructure invested in highways in Brazil Growth Auctions 357 Acquisitions bridges Execution of new projects Execution of construction projects in current portfolio 580 overpasses 29 tunnels Efficiency Quality and excellence Using innovative technologies while in user services respecting the environment Pioneer in use of rubber-modified asphalt VALUES Use of low temperature asphalt, which reduces CO2 emissions Collaboration Ethics Management of embankments on mountainous stretches using Results-oriented rain-detection and preventive systems Initiative Sustainability 8 9 Main construction projects Teams constantly seek completed new technological solutions that Downhill Lane improve user comfort and safety on Imigrantes Highway 21 kilometer stretch Capacity expansion of Anchieta-Imigrantes System, shortening travel time to the coast Reduction of 40 times in area deforested compared to onstruction of the uphill lane in the 1970s Regarded a model of environmental management by the Inter-American Development Bank (IDB) Cubatão-SP Beltway 6 overpasses with total length of 2.8 kilometers Carvalho Pinto Highway is Brazil’s second Elimination of bottlenecks on old Cubatão Cloverleaf Interchange with Wi-Fi coverage Extension of Ayrton Senna/ As of 2016, the Rio-Niterói Bridge was equipped Carvalho Pinto Highway with free Wi-Fi coverage kilometer stretch 10.7 Tunnels stretch on downhill lanes of Imigrantes Highway Increase in traffic capacity are 100% video monitored and shorter travel times Expansion from two-lane to four- 20 weather stations provide real-time lane of Highway BR-277 - PR information on fog and rain 19.4-kilometer stretch Total of 685 cameras: 41 with infrared and 138 between Matelândia prepared for automatic detection of accidents and Medianeira Monitoring by drones of construction works Increase in traffic capacity and right-of-way on Ecovias, Ecopistas e Eco101 10 and reduction in accident risk 11 177 R$ 6.2 137 R$ 828 kilometer billion kilometer million stretch invested stretch invested 7 The Group’s first concessionaire, 1 Ecovias manages the Anchieta- toll plaza Ecovia is the main link between toll plaza Imigrantes System, the main 61 million Curitiba and Port of Paranaguá Port, 16 million connection between the state Brazil’s most important for grain capital of São Paulo and Latin vehicle vehicle exports. America’s largest port. equivalents 7 equivalents 3 in 2019 operational bases in 2019 operational bases Ecopistas is responsible for the Since 2015, Ecoponte manages Ayrton Senna/Carvalho Pinto the longest bridge in the southern corridor, which is vital to industrial hemisphere, which is responsible R$ 1.6 144 distribution in the Vale do Paraíba for connecting Rio de Janeiro with region. R$ 264 23 Niterói and the interior of Rio de billion kilometer million kilometer Janeiro state. invested stretch invested stretch 4 1 toll plaza 87 million toll plaza 29 million vehicle vehicle 5 equivalents equivalents in 2019 operational bases in 2019 12 13 457 R$ 869 476 R$ 944 kilometer million kilometer million stretch invested stretch invested 7 5 toll plaza toll plaza Managing the Espírito Santo A Ecosul manages the Pelotas 26 million stretch of Highway BR-101, 47 million Highway Complex, responsible for Eco101 connects five major ports connecting Highway BR-116 and vehicle in the states of Rio de Janeiro, vehicle 12 Highway BR-392. equivalents 5 Espírito Santo and Bahia. equivalents operational bases in 2019 operational bases in 2019 Responsible for an important Highway BR-050, which connects agricultural shipping corridor, the states of Minas Gerais Ecocataratas is the main route and Goiás, was acquired in the to the Tri-Border region of Brazil, 437 secondary market by EcoRodovias R$ 924 387 Paraguay and Argentina. and will be managed by Eco050. million kilometer kilometer invested stretch stretch 6 5 toll plaza toll plaza 27 million vehicle 5 equivalents 27 million operational bases in 2019 vehicle equivalents in 2019 14 15 364 R$ 69 kilometer million stretch invested 437 kilometer 6 stretch toll plaza 25 million 7 vehicle toll plaza equivalents 5 A Ecovias do Cerrado In 2018, Eco135 began in 2019 operational bases is responsible for managing managing BR-135, an important this important route between corridor connecting the country’s 6 Uberlândia (MG) and Jataí (GO) operational bases Southeast, South and Northeast. A Ecorodovias constantly works to identify new investment opportunities to support Ecorodoanel will be responsible the company’s sustainable growth for managing the North Beltway, the last of four stretches of PARTICIPATION IN AUCTIONS 48 highway encircling the São Paulo kilometer metropolitan area. ASSET YEAR # ASSET YEAR # stretch Rodovia Ayrton Senna 2009 1º Contorno de BH 2014 1º Rodoanel Sul-Leste 2010 3º Ponte Rio Niterói 2015 1º 5 BR-101/ES/BA 2012 1º Centro Oeste Paulista 2017 2º toll plaza BR-050/GO/MG 2013 3º Rodovia dos Calçados 2017 2º BR-163/MT 2013 6º Rodoanel Norte 2018 1º BR-060/153/262/DF/GO/MG 2013 3º BR-135 2018 1º BR-163/262/267/MS 2013 2º RIS 2018 3º BR-040/MG 2013 2º BR-364/365 2019 1º BR-153/TO/GO 2014 2º Centrovias (Piracicaba-Panorama) 2020 2º Tamoios 2014 2º BR101/SC 2020 2º Pending the signing of the concession agreement. 16 17 Ecoporto operates on the right bank of the Port of Santos, Latin America’s largest. 175,000 sq. m. of bonded area 16,000 sq. m. of warehouses for cargo storage 3 private berths for mooring vessels 700,000 TEUs operating capacity 18 19 Sustainability is a core value of the EcoRodovias Group, which undertakes solid social, environmental, economic and ethical commitments. The group been a component of the Corporate Sustainability Index (ISE) of the B3 for nine years. For seven years, the group reports to investors how it manages the climate change at Carbon Disclosure Project (CDP) - Driving Sustainable Economies Nominated in the “Exame Sustainability Guide” for nine years standing out in the sector in 2012 and 2019 First company certified by the standard ISO 26000 People management at EcoRodovias In 2014, it became a signatory to the strives to encourage the training, Global Compact diversity and valuing of professionals 20 21 Ecorodovias implemented a strong compliance Financial Highlights 2019 and risk program to ensure that the group’s practices are aligned with the highest global standards of corporate governance FINANCIAL INDICATORS CREDIT RATINGS (R$ million) Nov/2019 Net Revenue¹ 2,945 AGENCY EBITDA² 2,033 brAAA brAAA - - S&P (Nacional) (Nacional) EBITDA Margin² 69% Net Income 290 Ba2 (Global) Ba2 (Global) Moody’s - - Capex 1,296 e Aa1.br (NSR) e Aa2.br (NSR) RISK MANAGEMENT Identification, analysis of scenarios Net Debt 6,610 Fitch AA (bra) - - AA+ (bra) and assessment of risks that can impact Ratings the achievement of the goals Net Debt/EBITDA² 3.2x of the Organization INTERNAL AUDIT Independent review RISK of the internal controls GROSS DEBT BY INSTRUMENT EBITDA HIGHWAY CONCESSIONS environment, risk (R$ million e %) R$2,044 million MANAGEMENT management and compliance program, directly reporting to the 496 Average Cost of Debt Audit Committee 899 120 6% 6% (Dez/19) 7,1% 70 3% 10% 81 4% 82 4% COMPLIANCE INTERNAL 780 238 12% AUDIT 38% 7,284 COMPLIANCE 84% Internal integrity controls 246 12% and procedures based on the Code of Conduct 210 10% 218 11% to strengthen a culture INTERNAL of integrity and corporate CONTROLS compliance practices. • ECOVIAS • ECOPISTAS • ECOVIA • DEBÊNTURES • BNDES • OTHERS • ECOCATARATAS • ECOSUL • ECO101 • ECOPONTE • ECO050 • ECO135 INTERNAL CONTROLS Determination of internal controls that mitigate or eliminate the risks detected AVAILABLE CASH R$ 2,1 billion 1 Excludes construction revenue 2 Excluding construction revenue and costs and provision for maintenance 3 Excludes effect of assets held for sale 22 23 AJUDANDO O BRASIL A CHEGAR AO FUTURO 24.