infrastructure C a m a r g o C o r r ê a i s

p a r t o f B r a z i l i a n

c o n s t r u c t i o n f o r

e i g h t d e c a d e s

500 m a j o r p r o j e c t s

more than

68,750 MW

installed power

Guri/Bolívar, Venezuela

World’s 4th largest

10,000 MW Power

Tucuruí/Pará, Brazil

World’s 5th largest

8,370 MW Power

Itaipu/Brazil-Paraguay

World's 2nd largest

14,000 MW Power

Belo Monte/Pará, Brazil

World’s 3rd largest

11,233 MW Power

We were

involved in 4 of

5 largest

hydropower

plants in the

world

36 hydropowers

plants

large large

5 port

terminals 4 refineries 3 steel mills

7 ore processing

plants

7 water treatment

plants

11 effluent

treatment

plants

7 airports

1 military base

works f igures

3,000 km of ducts

2,600 km of Highways

1,600 km of railways

112 km of subway

Fleet with more than

1,700 pieces of

equipment 8,000

employees

4 Transmission lines

7 thermal power

plants

equipment

E q u i p m e n t y a r d - G u a r u l h o s

Fleet with more than

1,100 pieces of

equipment + 400 in

consortium

E q u i p m e n t y a r d – A ç a i l â n d i a

manpower

7.800 employees

31,945

19,255 15,738

16,626 11,968

2013 2017 2016 2015 2014

7,000

804

Direct Engineers + University degree2018

7,804

awards

Super Ecology

Award 2003

Neide Castanha

Award 2016

Child Protection

Featured in the Ibero American

Prevencia Congress for OHS

practices - 2016

International

Recognition

ONU 2012 –

Carbon

Management

Época Award

Green Company

2012, 2013, 2014

and 2015

Época Award

Climate Change

2012

Chico Mendes

Award 2011,

2012, 2013 and

2014

Brasil Ambiental

Award (ANCHAM)

2010

Sustainable

Wood

Program 2011

TFT – Sustainable

Wood Program

2013

1st Place in Waste

Management (ISTOÉ)

Best Companies 2011

Instituto

Cidadania Award

2012, 2013

and 2014

Fritz Müller Award

Fundação do Meio

Ambiente FATMA / SC

2008

Ecology Expression

Award 2006

Exame Sustainability Guide

2010, 2011, 2012, 2013,

2014 and 2015

Anglo American

Recognition 2013 –

Minas Rio Ore Pipe

Work

VALE Recognition

2015 – EEFC Work

FGV Recognition

2014 – Publication

PGOI case

Ministry of Social

Development

2012 - Training of

Labor

Award of Work in Height

Training

Ministry of Labor of

Colombia

Bogota - 2015

In tegra ted

Social and Environmental.

Commitment to the social and

economic development of the

regions where we operate.

Wast exchange

Water Plan

Carbon Management Plan

Natural Resources Plan

Social Emergency Response Plan

Social Interference Minimization Plan

ensures increased

quality and

sustainability for

our projects.

management

SIGO (Integrated

Management System)

Processes implemented

across all works in Brazil

and overseas, ensuring

standardization and

dissemination of the

best practices.

Occupational

Health & Safety

Golden Rules: the

principle that guides

all of our rules is to

live!

sy s tem

certification UHE Ituango

• ISO 9001: 2008 | Quality Management System

• ISO 14001: 2004 | Environmental Management System

• OHSAS 18001: 2007 | Occupational Health and Safety Management System

Issued on : 23/05/2014 - Validity date: 22/05/2019

São Lourenço

• ISO 9001: 2008 | Quality Management System

• ISO 14001: 2004 | Environmental Management System

Issued on: 14/08/2015 - Validity date: 13/08/2018

2 2 1

2

4 4 3

4

2

6

3

1 2

4

12

9

5

8

4

ISO 9001 – Quality ISO 14001 – Environmental NBR 16001 – Social Responsability OHSAS 18001 – Health Safety and

Security

ISO 29001 – Quality Oil and Gas PBQP-H – Brazilian Program of Quality

and Productivity

Energy

Oil and Gas

Infrastructure

Total

40 ce r t i f i ca t ions in

the las t 5 year s

has changed Camargo Corrêa

...

Integrity

2015 2016 2017 Leniency Agreement with the MPF (1)

Agreement with the CADE (2)

BNDES Audits

Complete reformulation of standards and controls

Implementation of Corporate Integrity Program

More than 1200 associates trained (100% of corporate and project management areas)

Creation of Camargo Corrêa Infra

T h e f i r s t m a j o r

c o m p a n y t o

w i t h B r a z i l i a n

a u t h o r i t i e s cooperate

1-MPF (State Prosecution) – Penalty R$ 700 MM (Paid R$ 100 MM + 6 x R$ 100 MM /year – last 2023).

2-CADE (adminitrative council for econmic defense) - Penalty R$ 100 MM (Paid R$ 57 MM + 2 x R$ 23 MM / year – last 2019).

change Camargo Corrêa Infra

has emerged to

the Brazilian

construction industry.

It combines Construtora

Camargo Corrêa engineering

expertise, with eight decades

of excellence in highly complex

design, with an integrity and

innovation approach.

Search for efficiency and

competitiveness, ensuring

project quality with contracts

providing prices and

deadlines agreed with

customers

Ethics and transparency in

the relationship with all

stakeholders

Act as an agent of change in

the infrastructure industry

f o r b o t h t h e c o m p a n y

a n d t h e e n t i r e

c o n s t r u c t i o n i n d u s t r y

model new business O u r n e w p a t h i n v o l v e s

t h e b e l i e f i n a

C o r p o r a t e

r e s t r u c t u r i n g

O r g a n i z a t i o n a l

r e s t r u c t u r i n g

a n d I n t e g r i t y

e n h a n c e m e n t

S e l e c t i o n o f

s e c t o r s a n d

l o c a t i o n s f o r

o p e r a t i o n

cornerstones of the change The

Creation of new subsidiary that will take over the contracts awarded from 2017 onwards

Original company maintained, which will be in charge of the current contracts that could not be transferred

Redesign of company organizational structure

Different leadership and offices for each company

Compliance enhancement, with implementation of first-level control processes

Market analysis at different locations and fields of operation

Selection of markets and regions with higher potential for the company

C a m a r g o C o r r ê a S . A .

structure s i m p l i f i e d

p a s t s t r u c t u r e

Corporate

Camargo Corrêa Construções e Participações

100%

Camargo Corrêa Infraestrutura

100%

Camargo

Corrêa Naval

99,9%

Branch Offices

100% Subsidiaries

Miscellaneous

Construções e Comércio

Camargo Corrêa

100%

C a m a r g o C o r r ê a S . A .

structure s i m p l i f i e d

c u r r e n t s t r u c t u r e

Corporate

Camargo Corrêa Construções e Participações

100%

Construções e Comércio

Camargo Corrêa

100%

Camargo Corrêa Infraestrutura

100%

Branch Offices

100% Subsidiaries

Miscellaneous

Branch Colombia

100%

Camargo Corrêa Infra Projetos

100%

Camargo Corrêa Infra Participações

100%

G ov e r n a n ce i n s p i r e d b y c o m p a n i e s t h a t a r e re f e re n ce i n t h e B r a z i l i a n s t o c k e xc h a n g e

Camargo Corrêa Infra System

Board of Directors

Ethics and Conduct

Committee

Governance and Management

Financial Committee

Human Resources Committee

CEO Décio Amaral

Commercial Management

Marcos Dantas

Legal and Integrity

Management Fabio Selhorst

Operations Management

Januário Dolores

Finance and Business

Development Management

Robson Campos Audit and Risk Management Marco Bueno

Organizational Structure

Déc io Amara l

His career includes companies such as Itautec-Philco, Souza Cruz and Vale. He has been working with Camargo Corrêa group since 2011, when he took over the position of CEO of the Naval and Offshore Division.

Chief Executive

Officer

Marco s Dan ta s

More than 30 years of experience in Business Management in the production, business and service areas. Before joining Camargo Corrêa Infra in September 2016, he was in charge of Vale S.A. Manganese business.

Chief

Commercial

Officer

J a nu á r i o Do lo re s

More than 41 years with ABB/ALSTOM/GE, with strong experience in Production, Project and Operations Management. He worked as Principal Director for Latin America with GE Hydro from 2012 to 2017.

Chief

Operations Officer

Robson Campos

He has vast experience as executive in the areas of finance, new business development and energy, oil & gas and naval construction management. He worked as CEO of Wartsila in Brazil from 2010 to 2016.

Chief Finance and

Business Development

Officer

Fab io Se lh o r s t

He has more than 20 years of experience in different areas of Corporate Law, Compliance, Integrity, Corporate and Government Relations, Crisis Management, Risk and Governance in companies such as Metso, Siemens and General Motors.

Chief Legal and

Integrity Officer

Organizational Structure Camargo Corrêa Infra System

C a m a r g o C o r r ê a I n f r a

f i e l d o f o p e r a t i o n :

Brazil and Colombia

a s w e l l a s o t h e r

c o u n t r i e s i n a n

o p p o r t u n i s t i c m a n n e r

Financial Indicators

En 2015e, la deuda neta incluye multa.

6307

4342

2683 2109

564 411

114

369 386

-469 -591

199

1046

929 726 436

773 819

894

Penalty

1,9

7,2

2,4 0,6 0,4

2,8

-1,9

0,5

9,6

2,3

722 772

409

1123

ne t r e v e nu e ( R $ M M )

e b i t d a ( R $ M M )

ne t l o s s / p r o f i t ( R $ M M )

g r o s s d e b t ( R $ M M )

ne t d e b t / e b i t d a

c a s h ( R $ M M )

2014 2015 2016 2017 2014 2015 2016 2017 2014

2015 2016

2017

2014 2015 2016 2017 2014 2015 2016

2017

2014 2015 2016 2017

1702 1546 1330

M a n a g e m e n t C o n s o l i d a t e d I n d i c a t o r s 1

1 The indicators figures are management data, that is. They take into account: the percentage stakes in engineering and construction companies and revenue from invoices directly issued to our Clients by our main suppliers (relevant materials/assets which are part of the EPCs contracts).

Margin

EBITDA

9% 9% 4% 17%

E n g i n e e r i n g & C o n s t r u c t i o n

En 2015e, la deuda neta incluye multa.

4574

3028

1867 1073

51

141

183

139

CC Infra CCCC

340

290 127 86

773

819 894

Penalty

Bank Debt

-0,2

-10,9

12,2

Penalty

Bank Debt

ne t r e v e nu e ( R $ M M )

e b i t d a ( R $ M M )

ne t l o s s / p r o f i t ( R $ M M )

g r o s s d e b t - C C C C ( R $ M M )

ne t d e b t / e b i t d a - C C C C

c a s h ( R $ M M )

2014 2015 2016 2017 2014 2015 2016 2017

2014 2015 2016 2017

2014 2015 2016

2017

2014 2015 2016 2017

1063 946 980

S t a t u t o r y F i n a n c i a l I n d i c a t o r s 1

1 Audited by independent auditors (Ernst & Young, Deloitte)

4625

3169

2050

1211

250

-536 -542

73

8

27 23 -28

CC Infra CCCC258

-509 -520

46

40

-404 -626

316 19

27 20 -18

CC Infra CCCC

59 -376 -607

298

398 411

224

886 100 100

21

81

CC Infra CCCC

1,28

N/A N/A

498 511

245

967

6% -16% -25% 4% 2014 2015 2016 2017

Margin

EBITDA

E n g i n e e r i n g & C o n s t r u c t i o n

backlog

0,6

2,9

2,8

Backlog dec/16

Backlog Increase

Backlog Consuption

Backlog dec/17

CCInfra CCCC

+25% 3,5

b a c k l o g

83%

0,6

2,9

2,8

Backlog dec/16

Backlog Increase

Backlog Consuption

Backlog dec/17

CCInfra CCCC Contracts

amendments/

adjustments

3,5

b a c k l o g

Private sector Transmission Lines

R$ 2,0 billion

R$ 0,5 billion Public sector Urban Mobility / Sanitation

2,2 2,5

0,4

2,9

PM Salvador – BRT Salvador Metrô SP - Morumbi Station SABESP –Billings Program EMTU – Bus Corridor

0,6

2,9

2,8

Backlog dec/16

Backlog Increase

Backlog Consuption

Backlog dec/17

CCInfra CCCC Contracts

amendments/

adjustments

3,5

b a c k l o g

2,2 2,5

0,4

66%

23%

11%

Type of Customer (%)

2,9

International

Public

Domestic

Public

Domestic

Private

i n d u s t r y c h a l l e n g e s C a m a r g o C o r r ê a I n f r a , a n e w c o m p a n y f o r t h e

Agent of changes with focus on the future and fostering competitiveness and excellence along the industry value chain

A new management with proven track record in leading business in our target markets

Technical expertise fully retained

Extensive equipment inventory

Environmental and social responsibility in the surroundings of its projects

Solid financial condition, a key success factor to enable large projects

Transparency

to transform www.camargocorreainfra.com