Ccro3 apresentacao ccr_day10_en
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Transcript of Ccro3 apresentacao ccr_day10_en
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Registration and breakfast:
Reception of guests and authorities8h15
Renato Vale
Opening and welcome session9h00
Min. Cesar Borges /Raul Velloso
Challenges of infrastructure9h10
Q&A session and coffee break10h30
11h10Leonardo Vianna
New Businesses – Review of 10 years
12h00Ítalo Roppa / José Braz/ Ricardo Bisordi
New Businesses: What to expect
in the coming years
13h00Arthur Piotto Filho
Upcoming challenges
Renato Vale
Conclusions and wrap up remarks13h20
Discussion, Q&A session13h30
14h00 Lunch
AGENDA
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VÍDEO
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São Paulo, November 7, 2014
20 years of concessions,
15 years of CCR,
10th CCRDay
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Renato ValeOpening and welcome session
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OVER THOSE
10 YEARS
2005 2014|
of
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CCR BUSINESSCreate Solutions in Investments and
Infrastructure Services that contribute to the
Socio-economic and Environmental
Development of the regions where we operate
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RECOGNITION
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COMPANIES FROM CCR GROUP
CCR IN 2005…
Highway
CCR Ponte
CCR NovaDutra
CCR ViaLagos
CCR RodoNorte
CCR AutoBAn
CCR ViaOeste
Company Share
100%
100%
100%
86%
100%
100%
STP
Company Share
CCR Actua
CCR Engelog
CCR Engelogtec
Company Share
100%
100%
100%
Urban Mobility Services
companies
38%34%
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COMPANIES FROM CCR GROUP
CCR IN 2014…
Highway
CCR Ponte
CCR NovaDutra
CCR ViaLagos
CCR RodoNorte
CCR AutoBAn
CCR ViaOeste
Company Share
100%
100%
100%
86%
100%
100%
STP
Company Share
CCR Actua
CCR Engelog
CCR Engelogtec
Company Share
100%
100%
100%
Urban Mobility Services
companies
Quito
San Jose
Curaçao
BH Airport
Company Share
45%
48%
79%
38%
Airports
38%34%
CCR RodoAnel
Renovias
CCR SPVias
ViaRio
(Transolímpica)
CCR MSVia
98%
40%
100%
33%
100%
ViaQuatro
CCR Barcas
VLT Carioca
CCR Metrô Bahia
58%
80%
24%
100%
SAMM 100%
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20 YEARS OF CONCESSIONS, 15 YEARS OF CCR...
CCR has a proven track record, either in acquisitions, diversification
or new biddings
Follow-on
USA
Concessions obtained Benchmark Acquisitions Extension of concession Multiple opportunities
for growth
20142013
(Transolímpica)
20122011201020092008200720062005
Follow-on
20042003
IPO
2002
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COMPARISON
IBovespa x IGC x CCR Stocks
IGPM variation 152,9% and IPCA 118,9%.
-500%
0%
500%
1000%
1500%
2000%
Jan - Nov2002
Jan - Oct2003
Feb - Nov2004
Jan - Dec2005
Feb - Dec2006
Feb - Nov2007
Jan - Dec2008
Feb - Dec2009
Feb - Nov2010
Jan - Dec2011
Feb - Dec2012
Feb - Nov2013
Jan - Sep2014
CCR x Ibovespa Closing price
Base 100: 01/31/2002 (without dividends adjustment)
CCR DAY 1
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COMPARISON
IBovespa x IGC x CCR Stocks
R$ 1,13
R$ 17,77
20132002
+ 1.472%
From 01/31/02 to 12/31/13
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Highlights in
2014
2014
Elections
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20 YEARS OF CONCESSIONS, 15 YEARS OF CCR...
Source: Valor Econômico 10/2014
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HEADLINE ABOUT CCR METRÔ BAHIA
Source: Jornal Tribuna da Bahia 10/2014
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São Paulo, November 7, 2014
Minister César Borges
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São Paulo, November 7, 2014
Q&A session
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São Paulo, November 7, 2014
Economist Raul Velloso
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São Paulo, November 7, 2014
Q&A session
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São Paulo, November 7, 2014
Coffee break
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São Paulo, November 7, 2014
New businesses: Leonardo ViannaReview of 10 years
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HISTORY OF ACCOMPLISHMENTS
AND PERSPECTIVES
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2004
0,899%
1,640% (2)
2014
2,460% (2)
4,0 (1)
0.8
4,5
4,0
3,5
3,0
2,5
2,0
1,5
1,0
0,5
-
(BRL billion)
EBITDA
Existing assets
New businesses
(1) EBITDA 2014 – values Bloomberg – Market Consensus
(2) Ratio of Existing Assets and New Businesses
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ASSETS CONCEDED IN BRAZIL
2005 to 2010
2005 No project
2006 Line 4 of São Paulo Metro
2007 7 Federal Highways
2008 6 State Highways in São Paulo
2009 BR116/BR324 in Bahia
2010BA093 and RodoAnel Sul/Leste/SP
(Beltway)
BROWNFIELDS
Total of
17 projects
Total investment
estimated
~R$ 38.1 billion
Average investment
R$ 2.24
billion/project
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GREENFIELD type projects
or with the need of high value
investments
Total
21 projects
Total investment estimated
~R$ 95 billion
ASSETS CONCEDED IN BRAZIL
2011 to 2014
Average investment
4.6 billion/project
Natal Airport
BR101 (ES/BA)
Guarulhos /Viracopos /Brasília Airports
Galeão Airport
Confins Airport
ViaRio
VLT CARIOCA
Salvador Metro
Line 6 of São Paulo Metro
Tamoios Highway
6 Federal Lots
PR -323
North Beltway BH
Monorail L-18 /SP
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AMBIENTE COMPETITIVO
Assets conceded in Brazil – 2005 to 2010 Assets conceded in Brazil – 2011 to 2014
PREDOMINANCE OF
“PROVIDERS”
AND THE PERSENCE
OF FOREIGNERS
PROJECTS WITH VOCATION
TO CONSTRUCTION AND THE
NEED OF HIGH FINANCIAL
CAPACITY
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STRATEGY
TREND
PROJECTS WITH VOCATION
TO CONSTRUCTION AND THE
NEED OF HIGH FINANCIAL
CAPACITY
• High leveraging capacity
• Proven experience
• Partnership with construction
companies
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ALLIANCE AGREEMENT
CharacteristicsADMINISTRATION
AGREEMENT
ALLLIANCE
AGREEMENT
Remuneration: administration fee
Risk mitigation “administration fee”
Results sharing
Shared management
Aditional cost mitigation mechanism
Open book
Reimbursement of expenses
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ALLIANCE AGREEMENT
Ceiling Price / Target Price
CP e TP
Ceiling Price
and Target
Price
Administration
Cost
C
Contingency Profit
T
Taxes
CI
Indirect Cost
CD
Direct Cost
CA
L
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RESULTS SHARING
120
0
Max bonus = 100% of profit
Profit
Max loss = 100% of profit
80
20
90
15
100
10
110
5
Target Price
Results of the allied
Results of the agreement
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CCR Metrô Bahia ALLIANCE AGREEMENT
OBLIGATION OF PARTNERSHIP WITH THE CONSTRUCTION COMPANY – PUBLIC NOTICE
INITIAL PROPOSAL (CEILING PRICE) DONE TOGETHER ( CCR ENGELOG X CONSTRUCTION COMPANIES)
VALIDATION OF THIS DESTE PROPOSAL DONE BY EXTERNAL AUDIT
INDEPENDENT COMPANY TO TRACK COSTS OF PROJECT
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FUTURE PROJECTS
HIGHWAYS
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HIGHWAYS
Main projects
4,590 Km of
Highways
Estimated
investment
R$ 30 billion
• RIO - NITERÓI BRIDGE
• BR 476/153/282/480 PR/SC
• BR 364 - GO/MG
• BR-163 /230 - MT/PA
• BR 364/060 - MT/GO
FEDERAL HIGHWAYS
• BR 101 - BA
• BR 262 –MG /ES
• BR 116- MG
PMI’s
2,625 Km
1,965 Km
Official sources
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FUTURE PROJECTS
RAILWAYS
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RAILWAYS
Federal plan of investments in logistics
Railway ring SP North Section
Railway ring SP South Section
Access to Santos Harbor
Lucas do Rio Verde Uruaçu
Uruaçu – Corinto – Campos
Rio de Janeiro – Campos – Vitória
Belo Horizonte – Salvador
Salvador – Recife
Estrela do Oeste – Panorama – Maracaju
Maracaju – Mafra
São Paulo – Mafra – Rio Grande
Açailândia – Vila do Conde
Main sections to be bid
Total ways
10.000 km
Launch of public notice + preparation of proposals: 1st semester 2014
Total Capex
R$ 91 Billion
Official sources
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FUTURE PROJECTS
URBAN MOBILITY
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URBAN MOBILITY
Main projects
• INTER-CITIES TRAIN - SP
• BELO HORIZONTE METRO
• CONFINS VLT
• BRASILIA METRO
• LINE 3 - NITERÓI
• CURITIBA METRO
• PORTO ALEGRE METRO
• FLORIANÓPOLIS SEA CROSSING
• SP METRO (L-20 / L-5/ L-17)
5.4 billion
1.7 billion
5.3 billion
2.3 billion
3.0 billion
4.5 billion
2.5 billion
1.0 billion
15.0 billion
Investments over
R$ 38.7 billion
Official sources
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TERRITORIAL VECTORS OF SÃO PAULO MACRO METROPOLIS
Source: Emplasa
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NAME PERIODTOTAL/VECTOR
TERRITORIAL VECTOR 2025 2035 2040
RMSP 68.930,00 97.340,00 3.800,00 170.070,00
BANDEIRANTES 14.001,30 10.016,70 - 24.018,0
PARAÍBA VALLEY 7.419,30 9.416,70 250,00 17.086,00
EXPORT CORRIDOR 3.188,00 13.016,70 - 16.204,70
SOROCABA 8.115,30 7.556,70 - 15.672,00
MMP PERIMETER 7.228,00 3.727,00 - 10.955,00
SUBTOTAL 108.881,90 141.073,80 4.050,00 254.005,70
SYSTEMIC VECTOR
SANITATION AND WATER RESOURCES 29.699,80 17.660,00 - 47.359,80
ENVIRONMENTAL DEVELOPMENT 2.319,40 - - 2.319,40
SUBTOTAL 32.019,30 17.660,00 - 49.679,30
TOTAL OF PORTFOLIO 140.901,20 158.733,80 - 303.684,960
COST ESTIMATE
Source: Emplasa
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Source: Emplasa
COST ESTIMATE
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São Paulo, November 7, 2014
Current businesses: Ítalo RoppaWhat to expect in the coming years
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SÃO PAULO HIGHWAYS
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CCR AutoBAn
Launch of de construction works by the Governor
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SÃO PAULO HIGHWAYS CCR SPVias and CCR ViaOeste
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NEW INVESTMENTS UNDER NEGOTIATION
Summary chart
R$ 230 million
CCR AutoBAnR$ 160 million
CCR SPViasR$ 24 million
CCR ViaOeste
R$ 414 million
Total
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CONTRACTUAL REBALANCING
Criterion of
Marginal
Cash Flow
Real traffic
Return rate of
around 9%
Rebalancing in
the extention of
concession period
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SÃO PAULO HIGHWAYS CCR SPVias
R$ 13.40 – uniderectional tollcollection
R$ 6.70 – bidirectional tollcollection
R$ 9.20 – uniderectionaltoll collection
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ViaQuatro
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passengers transported
in the past 12 months
...almost one Brazil
per yearin its trains!
More than
190 MILLION
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Only Paulistaand Faria
Lima Stationsoperating
Inclusion ofButantã,
Pinheiros, República
Luz Stations
Record785
(May/14)
708.000
2014 (*)
651.000
2013
568.000
2012
181.000
20112010
12.000
(*) Market Consensus
AVERAGE DEMAND
Working day
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DELIVERY AS OF 2014
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Addendum 05 Phase II
Issuance of Service Order of Manufacture Phase II
Purchase of 15 new trains and telecommunications and signaling systems
R$ 663 million
ViaQuatro
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Part 2
R$ 124
million
ACKNOWLEDGEMENT OF CREDIT IN FAVOR OF ViaQuatro
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ViaQuatro VIDEO
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STP
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STP
Tolled Volumes (%)
58% (*)
Toll Revenue in Electronic
Collection (%):
62,7% (*)
(*) concessionaires administered by CCR Group (2014)
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REVENUE AND EBITDA GROWTH – R$ MILLION
141219
311411
506606
714
63 89 133 183 229286 330
0
200
400
600
800
2008 2009 2010 2011 2012 2013 2014 (*)
Revenue EBITDA
CAGR: 32%
CAGR: 31%
(*) Market consensus
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65,76%
34,24%
Others
NEW
OWNERSHIP
STRUCURE
Acquisition value(base Sep/2013)
R$ 2.55 billion
STP
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PROJECTS
• We overcame 4.6 Million Users
• More than 210 parking lots
Beginning of commercial operation of “Projeto Sem Parar TAXI”
(Non Stop TAXI Project) – more than 4,000 registered taxis
Beginning of commercial operation of
“Projeto Abastece” in more than 270 SHELL gas stations
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STP TRANSACTIONS AND THE COMPETITION
Total amount in the following Concessionaires: CCR Autoban, CCR RodoAnel, CCR ViaOeste, CCR SPVias and Renovias
12 63 142 175 220 266 300 341 370 395 410 402 474
8311138
1706
2670
4146
0 3 30 66 107 134 159 191 225 268 295 267325 347 354 350 393 4360
500
1000
1500
2000
2500
3000
3500
4000
4500
Sem Parar Others
Frequency 915 MHz
Mar/13 Apr/13 May/13 Jun/13 Oct/13Jul/13 Aug/13 Sep/13 Feb/14Nov/13 Dec/13 Jan/14 Apr/14Mar/14 Jun/14May/14 Jul/14 Aug/14
In thousands
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TRANSACTIONS IN ELECTRONIC COLLECTION
(frequencies 5.8 GHz and 915 MHz)
99%
1%Others
STP
In Concessions of highways administered by CCR.
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CCR Metrô Bahia
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ROUTES
15
jan
13
jun
15
set
Jan 15
Jun 14
Sep 14
Apr 17
Oct 16
Apr 16
Oct 15
Line 1 – Built (revitalization)
Line 1 - Under Construction
Line 2 - Project
Contract Provision
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BEGINNING OF ASSISTED OPERATION
Lapa – Northern Access
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BEGINNING OF ASSISTED OPERATION
Lapa - Retiro
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MORE THAN 1.5 MILLION PASSENGERS TRANSPORTED
Since Jun/14
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LINE 2
Typical Station
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LINE 2
Typical Station
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LINE 2
Typical Station
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LINE 2
Typical Station
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MAIN CHALLENGES OF THE PROJECT
Government
Inputs
Financing
Conter-provision
Integration(Physical and Fare
with city bus)
Investments/
deadlines
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VIDEO
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São Paulo, november 7, 2014
New businesses: José Braz What to expect in the coming years
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CCR Ponte
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CCR Ponte
• Investments: R$305 million
• Termination of concession contract: May 2015
• PMI
• Expected delivery of proposal: January 2015
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CCR NovaDutra
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CCR NovaDutra
• Planned aditional investments: R$ 3 billion
• Serra das Araras
• River Side roads, São Paulo and São José dos Campos
• Other Safety Works
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CCR NovaDutra
GeometricProject
Serra das Araras - km 219+000 to km 228+000/RJ
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CCR NovaDutra
Serra das Araras - km 219+000 to km 228+000/RJ
Section Type – Tunnel
Type Section Tunnel
Illustration
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CCR NovaDutra
Implementation of New Track of Serra das Araras
Bridges and Overpasses – Quantity: 16 | Total extension: 6.330 mts
Profile
Type 1
Height of pillars =
30 to 60 m
Type 2
Height of pillars =
15 to 35 m
Illustration
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CCR RodoNorte
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CCR RodoNorte
• Planned Additional Investments: R$ 1.0 billion
• Addition BR-277
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INVESTMENTS CCR RodoNorte
BR 277 Duplication of Highway
Km 114 to Km 123 Section PR 243
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INVESTMENTS CCR RodoNorte
BR 376 Duplicationof Highway
PlannedInvestments:
2014: R$ 125 million2015: R$ 100 million
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CCR MSVia
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CCR MSVia
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CCR MSVia
• Concession Data
• BR-163 – Mato Grosso do Sul
• Total extension: 847 km
• Period: 30 years
• Contract signing: March 11, 2014
• Total planned investments: R$ 3.4 billion in the first 5 years of the Concession
• Being 10% of duplication necessary to the beginning of toll collection, planned for October 11, 2015
• % of Investments already contracted: 60 %
• Operations of the Highway started on October 11, 2014
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PROJECT PROGRESS
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ViaRio
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ViaRio
• Concession Data:
• Transolímpica is an Expressway that connects Barra da Tijuca in Rio de Janeiro to Deodoro
• 2016 Olympic Games
• Total extension: 13 km
• Period: 35 years
• Contract signing: April 26 2012
• Total planned investments: R$ 1.6 billion, with completion planned to April 2016, being 67% of road with public input
• % of investments done up to date: 35%
• Contract amendment for alteration of layout: R$450 million, through public input from PCRJ
• Beginning of toll collection: April, 2016
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ViaRio
Oct/14
Carlos Pontes Ave to North Entrance
of Engenho Velho TunnelEngenho Velho Tunnel
CARD PMO: Boiuna Hwy up to Rio
Grande Hwy | Boiuna Overpass
Segmento 01 Segmento 02 Segmento 03
1
Segmento 01 Segmento 02 Segmento 03
2
Segmento 01 Segmento 02 Segmento 03
3
Marechal Mallet Ave. Up to CFAP
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VLT Carioca
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VLT Carioca
• Concession Data
• Concession contract sponsored for services of implementation,
operation and maintenance of the VLT system in Rio de Janeiro
harbor region
• Total extension: 28 km
• Period: 25 years
• Contract signing: July, 2013
• Total planned investments: R$ 1.2 billion, with completion
planned to April 2016, being 45% of public input
• % of investments done up to date: 40%
• Beginning of commercial operations: April 2016
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VLT Carioca
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VLT Carioca
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CCR Barcas
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CCR Barcas
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CCR Barcas
New Vessel Conceptual Project of Shipyard
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CCR ViaLagos
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CCR ViaLagos INVESTMENTS
Investments
Made
R$ 150 million
of concession
+ 15years
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São Paulo, November 7, 2014
New businesses: Ricardo BisordiWhat to expect in the coming years
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OUR AIRPORTS
Juan Santamaria InternationalAirport, Costa Rica 1
Curaçao InternationalAirport2
Belo Horizonte InternationalAirport4
Quito InternationalAirport3
21 million
Passengers / year
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QUIPORT
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QUIPORT
Distance: 40 km from Quito downtown
Domestic Passengers International Passengers
5,3
2012 2013 2013accumulated
Sep
2014accumulated
Sep
5,5 4,1 4,3
1,8 2,1 1,5 1,6
3,5 3,4 2,6 2,7
12% 10%
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LOCATION AND ROAD ACCESS
Ruta Collas (north access to the Airport) – in operation
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Chiche River Bridge (south access to the Airport) - concluded
Open to traffic in the next months
Ruta Viva (south access to the Airport)
LOCATION AND ROAD ACCESS
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AIRPORT SITE
6
1
45
23 7
8
9
9
11
1 Passenger Terminal 2 Intl.Cargo Terminal Dom. Cargo Terminal3 4 Commercial Center 5 GSE/Catering 6 CargoApron
7 ARFF / Maintenance 8 GA Terminal 9 Airline Hangars Main Apron GA Hangars10 11
10
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PASSENGER TERMINAL
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PASSENGER TERMINAL
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PASSENGER TERMINAL
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AIRPORT SITE
6
1
45
23 7
8
9
9
11
10
1 Passenger Terminal 2 Intl.Cargo Terminal Dom. Cargo Terminal3 4 Commercial Center 5 GSE/Catering 6 CargoApron
7 ARFF / Maintenance 8 GA Terminal 9 Airline Hangars Main Apron GA Hangars10 11
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CARGO TERMINAL
Logistic Center
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AIRPORT SITE
6
1
45
23 7
8
9
9
11
10
1 Passenger Terminal 2 Intl.Cargo Terminal Dom. Cargo Terminal3 4 Commercial Center 5 GSE/Catering 6 CargoApron
7 ARFF / Maintenance 8 GA Terminal 9 Airline Hangars Main Apron GA Hangars10 11
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COMMERCIAL CENTER
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COMMERCIAL CENTER
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CONSTRUCTION PROGRESS
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CONSTRUCTION PROGRESS
1
1 PTB Expansion 2 Hotel
2
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PTB EXPANSION
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BEFORE
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CURRENT
• Investment: US$20 million
• Area: 7,700 m²
• 30% additional capacity in
the holdrooms
• 1.200 new seats
• 2 new boarding bridges
• Opening Date: May 2015
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TERMINAL EXPANSION
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CONSTRUCTION PROGRESS
1
1 PTB Expansion 2 Hotel
2
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HOTEL WYNDHAM GRAN CONDOR
• Investment: US$ 17 million
• Area: 17,260m²
• 147 rooms
• Restaurants and business center
• Opening date: December 2015
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HOTEL WYNDHAM GRAN CONDOR
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ROUTE DEVELOPMENT
Mexico
VenezuelaColombia
Peru
MSIA
NQIA
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First routes
MSIA
NQIA
Mexico
Venezuela
Colombia
Peru
Brazil
Madrid
(Spain)
Quito
(Ecuador)
New routes
Amsterdam
(Netherlands)New York
(USA)
Buenos
Aires
(Argentina)
Fort
Lauderdale
(USA)
ROUTE DEVELOPMENT
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AWARDS
• 2014: South America´s Leading Airport and World LeadingAirport - World Travel Awards
• 2014: Beyond Success Award to Airport VIP Lounge by WorldConfederation of Businesses
• 2014: Nominated to 360º Infrastructure Award Latin Americaand Caribeen Region, first edition
• 2013: Airport VIP Lounges received the award for EquatorianCompany of the Year by Latin American Quality Institute
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VIDEO
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BH Airport
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Federal Government auction:
November 2013
CONCESSION OVERVIEW
AeroBrasil Consortiumn, composed by
CCR, Munich Airport and Zurich Airport,
presented the winning proposal, which
included a 66% goodwill
Concession Agreement 30’ year duration
Minimum Bid Offer
R$ 1,1 bi
Winning Bid
R$ 1,820 bi
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SHAREHOLDER STRUCTURE
49%51%
75% 25%
Private SPE
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OPERATIONAL TRANSITION
Phase I-A: Operations Transition
Stage 1
PAI:
Issue Date: 07/05/14
Approval: 28/05/14
1st phase achievement
22/07/14
PTO:
Issue date: 13/05/14
Approval: 02/06/14
Stage 2
• Infraero shall continue to
perform its activities
(revenues and expenses)
The Concessionaire will
assist the activities
Contract notification to
suppliers and service
providers
Operations Certificate
Inspection - ANAC:
15 - 16/07/14
Stage 3
The Concessionaire shall
take full responsibility for
the operation of the Airport
(revenues and expenses)
Infraero shall make
available, on demand under
the management of the
Concessionaire
3 months which can be
extended for more 3 months
Effective Date of the Agreement (07/05/2014) 12/08/2014
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OPERATIONAL TRANSITION IMMEDIATE ACTION PLAN (IAP)
Tasks after the Effective Date of the Agreement
• Revitalization and updating of passenger
information signs inside the TPS
• Reviewing and improvement of the lighting
system of roads access
• Expansion of the number of electric power
outlets in the departure lounges
• Reviewing of the building’s firefighting system
• Free high speed wifi
• Improvement and Maintenance the
landscaping in flowerbeds and road
access(*)
• Install vertical and horizontal signage
of the road access(*)
• Improvements to the conditions of repair
of restrooms and baby-changing facilities
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IMMEDIATE ACTION PLAN (IAP)
WayfindingBefore Before
After After
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IMMEDIATE ACTION PLAN (IAP)
Wayfinding Landscaping
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START OF OPERATIONS AND PRESENTATION
Infrastructure Improvement Plan (PMI)
August 12 – Start of operations under BH
Airport management and PMI presentation
to authorities and press
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OPERATIONAL TRANSITION
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BRAND AWARENESS
The airport has a new corporate identity, including a BH Airport branding
and logo, and the message “Board this new flight with us”
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PHASE 1B (2014 – 2016)
Parking
GSE
TPS
2
A
B
C
PTB 2
Utilities
Main Apron
D E F G H
I J K L M
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PHASE 1 / PHASE 2 (2017 – 2023)
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INVESTMENT PLAN – 2014 to 2023
• PTB Area: 40,000 m²
• 14 Boarding Bridges:
• 11 Code C Aircrafts
• 4 Code E Aircrafts
• Apron:
• 37 Code C Aircrafts
• 7 Code E Aircrafts
• 2nd Runway (2.500m)
• Addtional Peak Hour Capacity:
• 1650 departure pax
• 1700 arrival pax
• Annual Capacity: 23 mi pax
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INVESTMENT PLAN – 2014 to 2023
Source: Premissa de Contrato
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CONCEPTUAL DESIGN – NEW TERMINAL
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CONCEPTUAL DESIGN – NEW TERMINAL
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CONCEPTUAL DESIGN – NEW TERMINAL
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CONCEPTUAL DESIGN – NEW TERMINAL
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CONCEPTUAL DESIGN – NEW TERMINAL
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Change the airport to a domestichub with international flights,
OPPORTUNITIES
due to the airlines demand for domestic connecting flights (including regional
routes) and new routes
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Change the airport to a domestichub with international flights,
OPPORTUNITIES
due to the airlines demand for domestic connecting flights (including regional
routes) and new routes
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Change the airport to a domestichub with international flights,
OPPORTUNITIES
due to the airlines demand for domestic connecting flights (including regional
routes) and new routes
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OPPORTUNITIES
• Change the airport to a domestic hub with international flights,
due to the airlines demand for domestic connecting flights
(including regional routes) and new routes
• Cargo Terminal enhanced acitivities and scope
• Transform and expand the commecial program
• Development of the “Airport Industry” concept
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São Paulo, November 7, 2014
Arthur Piotto FilhoUpcoming challenges
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ACTION STRATEGY IN 2005
Focus on
profitability
Commitment with
dividends and
controlled leverage
New businesses
Action in the foreign market
Related business
Growth by means of:
2005 Portfolio2005 Portfolio
New businesses
Action in the foreign market
Related business
Growth by means of:
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2005 PORTFOLIO – TRAFFIC, HISTORICAL CORRELATION
Historical Elasticity 1.5x PIB
Portfolio: CCR AutoBAn, CCR NovaDutra, CCR RodoNorte, CCR ViaLagos, CCR Ponte and CCR ViaOeste
Elasticity 05-08 1.2x PIB Elasticity 10-13 2,3x PIB
CAGR Traffic: 5,4%
CAGR PIB: 3,5%
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2005 PORTFOLIO – EBITDA MARGIN
Annual average expansion of 260 bps
Portfólio: CCR AutoBAn, CCR NovaDutra, CCR RodoNorte, CCR ViaLagos, CCR Ponte and CCR ViaOeste
54%54%
59%
58%
56%
58%
51%
56%
62%
58%
66%
57%
59%
64% 64% 64%
62%
62%
64%
61%
64%
61% 61%60%
66%
65%
69%
67%
68%
65%
69%
67%
68%
68%
72%
77%
1T05 2T05 3T05 4T05 1T06 2T06 3T06 4T06 1T07 2T07 3T07 4T07 1T08 2T08 3T08 4T08 1T09 2T09 3T09 4T09 1T10 2T10 3T10 4T10 1T11 2T11 3T11 4T11 1T12 2T12 3T12 4T12 1T13 2T13 3T13 4T13
With New Businesses the annual average expansion was 140 bps
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Added investments as a source of value generation
YEAR CONCESSIONAIRE WAY TO REBALANCE
2011 ViaLagos Extension of 15 years
2008 ViaOeste Increased Collection Base
2006 ViaOeste Extension of 4 years
2006 AutoBAn Extension of 8 years
2005 PORTFOLIO – ADDED VALUE
Whoever invests in CCRO3 also takes this option at zero cost
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Focus on
profitability
Commitment with
dividends and
controlled leverage
New businesses
Action in the foreign market
Related business
Growth by means of:
2005 Portfolio2005 Portfolio
New businesses
Action in the foreign market
Related business
Growth by means of:
DONE
ACTION STRATEGY IN 2005
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GROWTH OF NEW BUSINESSES
What did we say in 2005?
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NEW BUSINESSES
What are the opportunities offered by the market?
Main opportunities
Federal – 2nd stage 2,600 Km 2007 7 Roads
Federal – 3rd stage 4,872 Km 2013 6 Roads 1
State of São Paulo –
2nd stage (partial) 1,800 Km 2008 5 Roads
Porto Alegre
Metropolitan Pole202 Km Did not happen
Secondary market 2008 and 2010 2 Roads 2
BR 101 475,9 Km 2012 1 Road
BR 116/BR324 in BA 680,6 Km 2009 1 Road
BA093 125,3 Km 2010 1 Road
Tamoios Highway 119,0 Km 2013 1 Road
PR – 323319,9 Km
2013 1 Road
Contorno Norte in BH 66,0 Km 2013 1 Road
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NEW BUSINESSES
What was not planned and happened?
Expansion of Concessions Market in Brazil
Urban Concessions in big cities
(7 projects)
2006, 2012, 2013
2014
ViaRio, VLT, CCR Metrô Bahia, ViaQuatro, CCR
Barcas, Monorail L-18/SP, Line 6 of SP Subway5
Rodoanel in São Paulo 2008 and 2010 2 auctions of 3 sections 1
2005: 10 assets
2014: 24 assets
Airports 2011 and 2013 6 Airports 1
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Focus on
profitability
Commitment with
dividends and
controlled leverage
New businesses
Action in the foreign market
Related business
Growth by means of:
2005 Portfolio2005 Portfolio
New businesses
Action in the foreign market
Related business
Growth by means of:
DONE
DONE
ACTION STRATEGY IN 2005
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FOREIGN MARKET 2012
• Acquisition value (Sep/12): R$ 99 million
• EBITDA LTM: R$ 32 million
Total Value of Acquisitions
~R$ 458 milhões
1) San Jose International Airport (48,75%)
• Total acquisition value (Oct/12 and Jun/13):
R$ 74 million
• EBITDA LTM: R$ 16 million
2) Curaçao International Airport (79,80%)
• Acquisition Value (May/12): R$ 285 million
• EBITDA LTM: R$ 116 million
3) Quito International Airport (45,49%)
EBITDA LTM
~R$ 164 milhões
1
2
3
Acqusition of 3 airports
outside Brazil as well as
evaluation of a number
of opportunities
Values refer to the participation of CCR, LTM (Last 12 months) Sep/14
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Focus on
profitability
Commitment with
dividends and
controlled leverage
New businesses
Action in the foreign market
Related business
Growth by means of:
2005 Portfolio2005 Portfolio
New businesses
Action in the foreign market
Related business
Growth by means of:
DONE
DONE
DONE
ACTION STRATEGY IN 2005
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RELATED BUSINESS
2005 2006 2007 2008 2009 2010 2011 2012 2013
-
50
100
150
200
250
300
350
EBITDA R$ million Nº of users (in millions)
EBITDA values and no. of users refer to 100% of the business, CCR participation in this project is 34,24%
0,5
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
5,0
STP
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BUSINESS EVOLUTION
Net Revenue
R$ million
583
24.456
Set/142012
14.573
2013
SAMM
• Expressive growth of data demand
• Main demand: big corporations/
financial groups
• Presence in all main Data Centers
between RJ and SP
Perspectives
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EBITDA PERFORMANCE
CAGR: 12,3%
CAGR: 18,1%
CAGR IPCA: 5,3%
EBITDA generated by New Businesses:
79% highway sector
12% urban mobility
9% airport sector
5 projects at implementation phase:
CCR ViaRio, VLT Carioca, CCR Metrô
Bahia, Confins and CCR MSVia
0,8 0,9 1,0
1,2 1,4 1,4
1,6
1,9 2,1
2,3 2,4
0,8
1,1 1,2
1,4
1,7 1,9
2,3
2,9
3,3
3,8 4,0
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014(*)
Current portfolio2004 Portfolio2014 (E) Bloomberg Consensus
CAGR calculated using unrounded numbers
R$
bill
ion
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Focus on
profitability
Commitment with
dividends and
controlled leverage
New businesses
Action in the foreign market
Related business
Growth by means of:
2005 Portfolio DONE
DONE
DONE
DONE
Focus on
profitability
ACTION STRATEGY IN 2005
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FOCUS ON PROFITABIILITY
But we used to say that our focus would be to
grow with a focus on profitability. How did we do?
500547 580
714 709 672
899
1177
1351
2005 2006 2007 2008 2009 2010 2011 2012 2013
36,4% 34,9%35,8%
45,2%
24,6%21,4%
28,0%
35,0%
38,8%
1,
5
1,
3
1,
1
0,
9
0,
7
0,
5
0,
3
Profit (R$ millions) ROE
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10,0%
20,0%
30,0%
40,0%
50,0%
2005 2006 2007 2008 2009 2010 2011 2012 2013
ROE CCR
ROE Player 1
ROE Player 2
FOCUS ON PROFITABIILITY
But we used to say that our focus would be to
grow with a focus on profitability. How did we do?
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Focus on
profitability
New businesses
Action in the foreign market
Related business
Growth by means of:
2005 Portfolio DONE
DONE
DONE
DONE
ACTION STRATEGY IN 2005
Commitment with
dividends and
controlled leverage
Commitment with
dividends and
controlled leverage
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DIVIDENDS AND LEVERAGE
302 354532 604 608
851 802
1.054
1.3011.400
1,0x0,9x 0,7x
1,5x
1,5x
2,4x
2,1x 2,2x1,9x 2,0x
Set
2014
201320122011201020092008200720062005
Net debt/ EBITDADividend (r$ million)
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12,0
LEVERAGE
R$ billions Net Deb / EBITDA Net Debt
R$ 3.9 billion
of additional
capacity
Source: EBITDA of the past 12 months
Sep 2014
8,1
3,0x2,6x
2,0x
0,6x
1,1x
0,9x
0,8x
1,5x
1,5x
2,5x
2,1x
2,2x
2,0x 2,0x
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2005 Portfolio
New businesses
Action in the foreign market
Related business
Growth by means of:
DONE
DONE
DONE
DONE
Focus on
profitability
commitment with
dividends and
controlled leverage
ACTION STRATEGY IN 2005
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WHAT HAS CHANGED IN THE PAST 10 YEARS?
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DIVIDENDS (CASH)
183 263500 547 580
714 709 672899
1.1771.351 1.323
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
16%
58% 61% 65%92% 85% 85%
127%
90% 90% 96% 106%
The commitment of paying a minimum of 50% of net
profits as dividends to shareholders (R$ millions)
(*) Bloomberg consensus
1- For 2014 Bloomberg market consensus was used.
2- Considers average quotation of shares in the year
Net Profit1 Payout
(*)1
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Infrastructure, a long way to go...
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São Paulo, November 7, 2014
Renato ValeWrap up session
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20 YEARS OF CONCESSIONS, 15 YEARS OF CCR...
CCR has a proven track record, either in acquisitions,
diversification or new biddings
Follow-on
USA
Concessions obtained Benchmark Acquisitions Extension of concession Multiple opportunities
for growth
20142013
(Transolímpica)
20122011201020092008200720062005
Follow-on
20042003
IPO
2002
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COMMITMENT OF DIVIDEND WITH CONTROLLED LEVERAGE
302 354 532 604 608851 802
1,054 1,301 1,400
1,0x 0,9x0,7x
1,5x 1,5x
2,4x2,1x 2,2x
1,9x 2,0x
Set 2014201320122011201020092008200720062005
Net debt/ EBITDA PayoutDividend (R$ milhões)
61% 65%92% 85% 85%
127%
90% 90% 96% 106%
Dividend (in million)
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RECOGNITION
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CCR BUSINESSCreate Solutions in Investments and
Infrastructure Services that contribute to the
Socio-economic and Environmental
Development of the regions where we operate
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Active CorporateGovernance
Management Modelin constantevolution
BUSINESS PILLARS
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BUSINESS PILLARS
CCR Engelog
344employees
CCR EngelogTec
351 employees
CCR Actua
489 employees
More than 1,100 employees
Services units
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People
Professionals Training ProgramHired Trainees: 141 (from 2006 to 2014)
Retention of 72%
LDP – Leadership Development Program• 500 employees
Analysis and Management Group• 1,185 employees
More than 12,000 employees
BUSINESS PILLARS
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PerpetuitySustainability
BUSINESS PILLARS
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In R$ x 1,000
INVESTMENTS IN SUSTENTABILITY
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
11 YEARS
INVESTMENT OF
R$ 135
millions
(*) for 2014 to 2018
CCR plan – direct investments and incentives
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In R$ x 1,000(*) for 2014 to 2018
INVESTMENTS IN SUSTENTABILITY
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 20182003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
NEXT 5 YEARS
INVESTMENT OF
R$ 275 millions
*CCR plan – direct investments and incentives
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BUSINESS PILLARS
HEALTH AND
QUALITY
OF LIFE
EDUCATION
AND
CITIZENSHIP
CULTURE
AND SPORTSTHE ENVIRONMENT
AND ROAD SAFETY
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WHY INVESTING IN CCR?
Clear, defined and public strategy
Controlling shareholders with the same goals and vision
High quality employees under ongoing development process
Solid financial structure
Access to capital market
Strong dividends policy
Significant upside potential
Qualified growth and sustainable development
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Discussion, Q&A session
São Paulo, Novermber 7, 2014
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Lunch
São Paulo, Novermber 7, 2014
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