When we look back at what has been accomplished at CCR in the last five years, we get a rewarding feeling that we have completed a period of great and profound transformation that will enable us to move forward safely and sustainably in the years to come.

I would dare say that we have made the most comprehensive and carefully planned reformulation in Governance and Management ever undertaken by a publicly traded Brazilian company.

What we have achieved since 2018 and what we consolidated in 2022 is proof that we have succeeded.

Our work is based on four major core pillars.
First and foremost, and with great pride, we value our Human Capital. In tandem, we reviewed our Strategies and emphasized the importance of thorough Execution, which happened organically, since the company is already recognized for its operational capacity and the excellence of its deliverables. Last, but not least, we could see how important it was to protect our Reputation, linking it directly to the company's Governance.

Proof of this was the interest that two large Brazilian groups showed in joining our project. By acquiring Andrade Gutierrez's stake, a historical partner, Itaúsa and the Votorantim group recognized the importance of our actions in correcting and modernizing our Governance.

As we take a closer look at the advances made in the 2018/2022 cycle—during which we completed a careful process for consolidating our strategy and reformulating our management structure—we find that the years 2021 and 2022 concentrated on achievements and optimization, which included reducing the number of committees from five to three and reducing the number of Board Members from 13 to 11.

We won the auction for the BR-116/101 - RJ/SP highways and signed an economic rebalancing agreement with the government of the state of São Paulo, with an impact on our Net Present Value/NPV. The Highway Business also underwent a unification and strengthening process, with the holding company starting to manage the portfolio of the three businesses.

Em Mobilidade, ganhamos nova concessão em transporte ferroviário urbano em São Paulo, onde também fizemos o reequilíbrio da Linha 4 do Metrô. Em Aeroportos, tornamo-nos o maior player desse mercado ao conquistarmos os blocos Central, Sul e da Pampulha (BH).

In 2022, we also made great progress in the social and cultural arenas, with important projects in all the territories in which we operate. We also strengthened our ESG activities in a realistic, low-key way. (Our CEO is providing details of these events in this report.)

Going back to the four pillars that supported our changes in Governance and Management, I would like to focus particularly on the Human Capital section.

If I can say today that we have “Powerful Governance,” I can do so because we have put people, our most important asset, in a central role in our entire project. We successfully combined in-house talent and market professionals and renewed our culture of quality service and customer care that has always been a core value of the company. We transitioned from the B2B concept to B2B2C, putting the customer at the center of our efforts, even as we had to face operational problems with new concessions.

In short, from the developments of 2018 to the end of 2022, we were able to create a virtuous cycle, integrating people, strategy, execution, and reputation.

The year 2022 was marked by the beginning of the economic recovery and the consequent improvement in operational indicators for human mobility. With the worst of the Covid-19 health crisis behind us, the three modes in which the CCR Group operates reached relevant numbers.

The highlights among the main operating results are the number of equivalent vehicles on our highways, which increased 8%; the number of passengers transported in urban mobility, which increased 38.6%; and the volume of passengers at our airports, which increased 54.1%. 

The unification of the Highway Business, the restructuring of the Shared Services Center/SSC, and the definition of dedicated engineering teams for each business also contributed to ensuring greater autonomy and speed in decision-making. All three businesses—Airports, Mobility, and Highways—proved to be resilient in navigating challenges by choosing projects based on discipline in capital allocation, which was key in this journey, guided by the holding company in its role as portfolio manager.

After winning important auctions in the previous year, the year 2022 was about consolidating and strengthening operations. We took over the new airport, mobility, and highway concessions and invested nearly R$2.7 billion in 2022. These achievements were instrumental to our growth and were all based on the capital allocation agenda, which is at the core of our strategy. We finalized the divestment of two assets in the portfolio (Quicko and TAS) and announced the sale of SAMM. These transactions are evidence of our continued focus on portfolio management. It is worth noting that our investment and growth strategy remains focused on Brazil, and always in the modes where we operate.

The more than R$1.4 billion investment made by CCR Rodovias is an important part of the set of challenges overcome throughout 2022. The agreement entered into with the State of São Paulo was the largest ever in the concessions program, with major construction projects started in the regions of Osasco and Barueri and others already completed in Sorocaba and Mairinque.

For the recently acquired integrated concession of highways BR-116/Dutra and BR-101/Rio de Janeiro-Ubatuba, we maintained the excellence in customer assistance and services that already existed on Dutra. For BR-101, besides recovering and reinforcing damaged slopes in our first month of operation when we faced torrential rains, we dedicated our attention to the service infrastructure, creating a service called SOS Usuário (SOS User), which provides mechanical assistance, traffic inspection, pre-hospital care, and a toll-free telephone line 0800/WhatsApp service. The unit invested more than R$364.1 million in the first year and completed the entire infrastructure for the start of Free Flow operations, Brazil's first electronic toll payment system without boom barriers.