#1CoreCivic Investor Presentation Fourth Quarter 2020#2Forward-Looking Statements This presentation contains statements as to our beliefs and expectations of the outcome of future events that are "forward-looking" statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. These forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from the statements made. These include, but are not limited to, the risks and uncertainties associated with: (i) changes in government policy (including the DOJ not renewing contracts as a result of the EO), legislation and regulations that affect utilization of the private sector for corrections, detention, and residential reentry services, in general, or our business, in particular, including, but not limited to, the continued utilization of our correctional and detention facilities by the federal government, and the impact of any changes to immigration reform and sentencing laws (our company does not, under longstanding policy, lobby for or against policies or legislation that would determine the basis for, or duration of, an individual's incarceration or detention); (ii) our ability to obtain and maintain correctional, detention, and residential reentry facility management contracts because of reasons including, but not limited to, sufficient governmental appropriations, contract compliance, negative publicity and effects of inmate disturbances; (iii) changes in the privatization of the corrections and detention industry, the acceptance of our services, the timing of the opening of new facilities and the commencement of new management contracts (including the extent and pace at which new contracts are utilized), as well as our ability to utilize available beds; (iv) general economic and market conditions, including, but not limited to, the impact governmental budgets can have on our contract renewals and renegotiations, per diem rates, and occupancy; (v) fluctuations in our operating results because of, among other things, changes in occupancy levels, competition, contract renegotiations or terminations, increases in costs of operations, fluctuations in interest rates and risks of operations; (vi) the duration of the federal government's denial of entry at the United States southern border to asylum-seekers and anyone crossing the southern border without proper documentation or authority in an effort to contain the spread of COVID-19; (vii) government and staff responses to staff or residents testing positive for COVID-19 within public and private correctional, detention and reentry facilities, including the facilities we operate; (viii) the location and duration of shelter in place orders and other restrictions associated with COVID-19 that disrupt the criminal justice system, along with government policies on prosecutions and newly ordered legal restrictions that affect the number of people placed in correctional, detention, and reentry facilities; (ix) whether revoking our REIT election, effective January 1, 2021, and our revised capital allocation strategy can be implemented in a cost effective manner that provides the expected benefits, including facilitating our planned debt reduction initiative and planned return of capital to shareholders; (x) our ability to identify and consummate the sale of additional non-core assets at attractive prices; (xi) our ability to successfully identify and consummate future development and acquisition opportunities and our ability to successfully integrate the operations of our completed acquisitions and realize projected returns resulting therefrom; (xii) increases in costs to develop or expand real estate properties that exceed original estimates, or the inability to complete such projects on schedule as a result of various factors, many of which are beyond our control, such as the effects of, and delays caused by, COVID-19, weather, the availability of labor and materials, labor conditions, delays in obtaining legal approvals, unforeseen engineering, archeological or environmental problems, and cost inflation, resulting in increased construction costs; (xiii) our ability to identify and initiate service opportunities that were unavailable under our former REIT structure; (xiv) our ability to have met and maintained qualification for taxation as a REIT for the years we elected REIT status; and (xv) the availability of debt and equity financing on terms that are favorable to us, or at all. Other factors that could cause operating and financial results to differ are described in the filings we make from time to time with the Securities and Exchange Commission. The Company takes no responsibility for updating the information contained in this presentation following the date hereof to reflect events or circumstances occurring after the date hereof or the occurrence of unanticipated events or for any changes or modifications made to this presentation or the information contained herein by any third-parties, including, but not limited to, any wire or internet services. 1#3● ● . CoreCivic Operates at the Intersection of Government and Real Estate Company Overview Diversified government-solutions company with the scale and differentiated expertise to solve the tough challenges that governments face in flexible, cost-effective ways Full year 2020 Revenues and Adj. EBITDA of $1.91 billion and $405 million (21.2% margin), respectively Owns and manages nearly 18 million square feet of real estate used by government Approximately 60% of privately-owned correctional facilities in the U.S. Unprecedented commitment to Environmental, Social and Governance (ESG) reporting within the corrections industry Founded in 1983 and headquartered in Brentwood, Tennessee Converting from a REIT to a C-Corp effective as of January 1, 2021, to provide financial flexibility Provides a broad range of solutions to government partners through three segments Safety CoreCivic's historical core business, addresses the need for correctional facilities, including programming, recreational, courts, and administrative spaces EST. 1983 Properties Leases mission-critical real estate to government tenants to address serious challenges in their criminal justice infrastructure EST. 2012 Community Completes spectrum of correctional services by providing needed residential reentry facilities and non- residential services primarily to states and localities EST. 2013 Compelling Investment Opportunity... Market Leader with Critical Infrastructure in Market with High Entry Barriers Longstanding Government Relationships with High Renewal Rates Conservative Balance Sheet with Strong Predictable Cash Flows and Diversified Growth Proven Management Team with Track Record of Excellence Over Multiple Administrations • Largest private owner of real-estate utilized by government agencies • • Public overcrowding or lack of facilities drive private market need Significant cost and time to build new facility • 35+ year history of government service and relationships • • • • • • Average retention rate of 94% since 20161 Strong and predictable cash flow from large unencumbered asset base Moderate leverage and strong fixed charge coverage Diversifying toward growing Properties and Community segments Combined 120+ years experience Unwavering commitment to rehabilitation and combating recidivism ...That Benefits the Public Good Prepares Offenders for Successful Reentry Into Society Company's ESG Focus Benefits All Stakeholders • Improved conditions • • ➤ Reduced overcrowding, modern amenities, and improved medical programs ➤ 99.5% average facility ACA Audit Score in 2020 Focus on rehabilitation and reentry ➤ Supports legislation designed to eliminate discrimination against rehabilitated justice-involved persons Training and treatment programs Serves the needs of government partners, taxpayers and the broader community 1 Refers to Owned / Controlled facilities 2#4Largest Private Owner of Real Estate Utilized by Government Agencies Manage nearly 18M square feet of real estate used by government • SAFETY 83.6% of NOI for the year ended December 31, 2020 14.3M square feet 70,003 correctional/detention beds In 2020, we have been awarded 3 new Safety contracts, representing nearly 4,000 beds 5 remaining idle facilities, including 6,826 beds available for growth opportunities PROPERTIES 13.0% of NOI for the year ended December 31, 2020 2.7M square feet Consists of a combination of corrections/detention, reentry and office real estate leased to government entities Actively marketing 3-property portfolio of government-leased office real estate for sale. Expected to generate up to $120 million of net proceeds, after pay down of non-recourse mortgage debt associated with the portfolio 00 CoreCivic 20 A سات COMMUNITY 3.4% of NOI for the year ended December 31, 2020 0.7M square feet 5,233 community corrections beds Serves approximately 20,000 individuals on a daily basis through non- residential electronic monitoring and case management services Safety Community Properties 3#51 CoreCivic's Business Segments are Complementary Safety Properties Government tenants Customers 2020 Business Mix (1) 84% 13% Community 3% (% of NOI) Industry Trends Value Proposition Core Competency Strong fundamental demand from federal and state partners Critical infrastructure without available alternative capacity, flexible solutions tailored to government partners' needs Government entities require purpose- built facilities and financing flexibility Facility design, construction and maintenance expertise. More efficient process for developing needed solutions States and localities place high value on reducing recidivism Broad rehabilitative expertise to deliver customized and flexible program offerings, includes critical infrastructure Ability to develop unique solutions for government partners Based on financial results for the year ended December 31, 2020 4#6. Extensive History of Durable Earnings and Cash Flows Long term stable cash flows from government partners due to essential, mission critical infrastructure and valued services ADJUSTED EBITDA ($MM)1 $441 $444 $427 - 40 year track record of providing government solutions with significant pipeline for growth across the Safety, Properties and Community segments $415 $423 $418 $398 $381 $386 $388 $396 $405 - Strong fundamental demand from investment grade federal and state partners; 99% of EBITDA comes from partners rated AA - or better 25% 25% 25% 24% 23% 23% 23% 22% 22% 22% 22% 21% - 95% retention rate in long-dated contracts with average tenure of 25 years for top ten customers Largest private owner of real estate utilized by government agencies with nearly 18 million square feet of real estate NET INCOME ($MM)² $301 $222 $220 $195 $189 $178 $155 $157 $163 $157 $159 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 EBITDA Margin Prior C-Corp Era ■REIT Era STOCK BUYBACKS, DIVIDENDS AND LEVERAGE ($MM) $237 $164 Since 2009, CXW has delivered $2.2bn in buybacks and dividends which represents >200% of the $251 $256 current market cap³ $234 $200 $204 $210 $146 4.0x 3.7x 3.7x 3.6x 3.5x 3.4x $108 3.2x 3.1x 2.8x 2.7x 2.8x 2.6x $106 $54 $60 2009 2010 2011 2012 2013 2014 2015 Prior C-Corp Era 2016 ■REIT Era 2017 2018 2019 2020 Source: Note: 1. 2. 3. Company Management 2009 2010 2011 2012 2013 2014 2015 Prior C-Corp Era Buybacks Prior C-Corp Era Dividend 2016 REIT Era Dividend 2017 2018 2019 2020 -Total Leverage Ratio Total leverage ratio calculated using total net debt excluding non-recourse debt; EBITDA adjusted for unrestricted subsidiaries For reconciliation of the non-GAAP figures, Adjusted EBITDA to Net Income, the most directly comparable GAAP measure, see the Appendix to this presentation 2013 Net Income includes $138mm income tax benefit for reversal of deferred taxes due to REIT conversion. 2020 Net Income includes $74mm in non-cash impairment charges and losses on sale or real estate asset. Market cap as of 2/17/2021 5#71 CoreCivic Has Announced Plan to Revoke its REIT Election Company began operating as a C-Corp effective January 1, 2021 - - Cash dividend discontinued in 2020 Refocus of the Company's capital allocation strategy C-Corp structure will strengthen balance sheet, create long-term shareholder value and expand growth opportunities - - - Accelerated deleveraging and ultimately a refinancing of the Company's bank facility that matures in 2023 Lowers cost of capital by reducing reliance on expensive capital markets financing Unlocks significant free cash flow to create shareholder value via repaying debt, repurchasing stock, and internally funded capital expenditures Conversion Creates Substantial Free Cash Flow For Capital Management Free Cash Flow Generation C-Corp conversion unlocks significant free cash flow potential $875mm+ in Incremental Free Cash Flow1 Available for delivering, shareholder returns and growth opportunities Significant Capacity to Delever 3.7x 2.5x Current Leverage Ratio Target Leverage Ratio 6 Incremental free cash flow calculated as annual dividends less assumed 28.5% tax rate on annual pre-tax income; historical analysis includes cumulative impact from FY2015 – FY2019 |#8Sale of Non-Core Real Estate Assets • As part of the decision to convert to a C-Corp the Company has pursued the sale of certain non-core real estates assets • - - - All 47 assets are outside of correctional real estate and leased to government agencies NOI of $30mm for the portfolio Initial estimates were that the portfolio could generate up to $150mm in net proceeds, following related debt repayment In December 2020, the Company sold 42 properties within the portfolio, representing 573,000 SF, for $106.5mm - Net proceeds of $27mm generated, following related debt repayment - 3 assets held for sale, representing an addition 1.0mm SF of real estate, with a net book value of $279.4 million The Company remains confident in the portfolio generating up to $150mm in net proceeds Net cash proceeds from asset sales will be utilized to repay debt 7#9Current Financial Performance December 31, September 30, June 30, March 31, December 31, For the quarter ended 2020 2020 2020 2020 2019 Adjusted Diluted EPS $0.40 $0.28 $0.33 $0.30 $0.36 Normalized FFO Per Share $0.63 $0.52 $0.56 $0.54 $0.59 AFFO Per Share $0.58 $0.49 $0.57 $0.58 $0.58 Adjusted EBITDA (in $MM) $108.7MM Debt Leverage 3.5x $94.6MM 4.2x $101.1MM 4.2x $100.4MM $103.5MM 4.3x 4.0x Net Cash Provided By Operating Activities (in $MM) $74.0MM $107.2MM $98.9MM $75.4MM $50.3MM COVID-19 has caused an significant impact to utilization from Immigration and Customs Enforcement, but our earnings and cash flows remain strong 80#10Conservative Balance Sheet to Support Long Term Strategy Debt Maturity Schedule as of December 31, 2020 ➤ Significant liquidity of approximately $679 million as of December 31, 2020 $800M $758M $600M ➤ Strong cash flow to reduce debt leverage to target of 2.25x to 2.75x net debt-to- adjusted EBITDA $400M $293M $195M $200M $39M $OM 2021 S&P: BB Moody's: Ba1 35.5% Net Debt/ Undepreciated Fixed Assets 3.7x Debt-to-Adjusted EBITDA (1)(2) 3.9x Fixed Charge Coverage (1)(2) 2022 2023 85% Unencumbered Assets 2024 $15M $15M 2025 2026 2027 $266M $228M 2028-2040 1. Based on financial results for the year ended December 31, 2020. 2. Excludes non-recourse debt and related EBITDA of CoreCivic of Kansas, LLC, SSA-Baltimore, LLC, and Government Real Estate Solutions, LLC, as all are Unrestricted Subsidiaries as defined under the Revolving Credit Facility. 9 65% Net Debt to Total Market Capitalization#11Market Updates & Recent Developments CoreCivic#12Our Value Proposition to Our Government Partners Remains Strong... CoreCivic provides tailored solutions to meet the needs of state and federal partners State Partners ● Key State Partner Challenges: ➤ Prison over-crowding Federal Partners • Key Federal Partner Challenges: ● ➤ Aging and insufficient infrastructure ➤ Budgetary constraints. CoreCivic estimates $15 - $20 billon infrastructure pipeline throughout US prison system Kansas: Constructed a built-to-suit facility for Kansas DOC to replace 150+ year old Lansing Correctional Facility (completed in January 2020) Inmates in the original state-run prisons were suffering from poor conditions, with small cells and no air conditioning Alabama: ➤ Multi-year civil rights investigation by the Justice Department over the conditions in its state-run prison system (182% capacity) ➤ For the last 3 years the state legislature has failed to approve a $1 billion plan to construct new correctional facilities. Now, actively pursuing $900 million, 10,000+ bed procurement with private sector financing ➤ We recently signed two 30-year lease agreements for the development of new prison facilities for the state, subject to close of project-specific financing Wisconsin, Vermont, Idaho, Wyoming, Kentucky, Nebraska, Hawaii: Exploring private sector solutions to address criminal justice infrastructure needs . • ➤ Limited owned infrastructure ➤ Constantly shifting geographic and population needs ➤ Appropriate setting for detainees Mission Critical Infrastructure for ICE and USMS ICE: ~95% of detainee capacity is outsourced ➤ USMS: ~80% of detainee capacity is outsourced ➤ The Company estimates construction of equivalent new government capacity would require Congressional approval and budget of $25+ billion. Flexible Capacity to respond quickly to ever-changing real estate needs ➤ Location needs change based on law enforcement priorities and varying trends in different jurisdictions Appropriate Setting for civil detainees ➤ Lack of ICE and USMS infrastructure means most alternatives to private facilities are local jails • Local jails often co-mingle ICE or USMS populations with their inmate populations • Making many local facilitates unable to meet Performance-Based National Detention Standards (PBNDS) for ICE and federal detentions standards for USMS 11#13...And Has Resulted in Many New Contract Wins Date February 2021 October 2020 September 2020 August 2020 February 2020 January 2020 December 2019 August 2019 August 2019 May 2019 May 2019 New Contract Awards Details The state of Alabama awarded two new 30-year lease agreements for the development of two correctional facilities, to be operated by the Alabama Department of Corrections, pending the close of project-specific financing. Construction of both facilities will contain an aggregate of approximately 7,000 beds. The Federal Bureau of Prisons (BOP) enters into a new contract for residential reentry and home confinement services at our 289-bed Turley Residential Center and 494-bed Oklahoma Reentry Opportunity Center, both in Oklahoma. The U.S. Marshals Service (USMS) enters into a new contract for our 1,692-bed Cimarron Correctional Facility in Cushing, Oklahoma. We expect an improvement in facility net operating income at this facility as a result of the new contract, with annual revenues increasing to approximately $30 million at current utilization levels and higher operating margins than the previous facility contract with the State of Oklahoma. The state of Idaho enters into a new contract to house up to 1,200 offenders initially at our 1,896-bed Saguaro Correctional facility in Arizona and other facilities by mutual agreement. The state of Mississippi expands its contract at the Tallahatchie County Correctional Facility to up to 1,000 beds The state of Mississippi enters into a 375-bed emergency contract at our 2,672-bed Tallahatchie County Correctional Facility, which contract was subsequently increased to up to 1,000-beds The Commonwealth of Kentucky enters into a new lease agreement for our 656-bed Southeast Correctional Complex in Kentucky Immigration and Customs Enforcement (ICE) enters into a new contract to house adult detainees at our 2,232-bed Adams County Correctional Center in Mississippi The state of Kansas enters into a new contract to house up to 600 offenders initially at our 1,896-bed Saguaro Correctional Facility in Arizona and other facilities by mutual agreement The USMS enters into a new contract to house offenders at our 1,422-bed Eden Detention Center in Texas ICE enters into a new contract to house adult detainees at our 910-bed Torrance County Detention Facility in New Mexico These 11 new contracts, awarded or activated in the two years ended December 31, 2020, represent a total of approximately 10,000 beds across 9 existing CoreCivic facilities and for the development of 2 new facilities representing 7,000 beds 12#141 Core Value is in the Real Estate, But Our Business Model is Flexible We have been responsive to the needs of our government partners and those needs have evolved over our nearly 40 year history • . Early Stages Operational Cost Efficiencies → Private sector operating existing government owned facilities (Emergence of Managed- Only Model) Rapid Population Growth → New government owned facility construction with the private sector providing the operations (Expansion of Managed-Only Model) Emerging Federal Needs → Federal law enforcement agencies had emerging capacity needs (Emergence of Owned/Managed Model) • ● Rapid Growth Phase Rapid Population Growth & Lack of Appropriations for New Capacity → Our federal and state partners increasingly found it difficult to receive sufficient funding to meet their capacity needs, which led to the private sector delivering a real estate solution (Growth of Owned/Managed Model) Continuing Federal Needs → Federal law enforcement agencies continued to have expanded capacity needs, and they did not have a desire to operate detention facilities (Growth of Owned/Managed Model) Current Market • Inmate Population Growth Slows → Reduction in the need for new facility construction to expand capacity & increasingly competitive market in the Managed- Only business compresses margins (Exit Managed-Only Model) • • Aging Correctional Infrastructure → Existing stock of government owned correctional facilities have reached the end of their useful life. Appropriations for replacement capacity remains unavailable, but our partners have a desire to maintain government operations (Emergence of Lease-Only Model) Existing Capacity → Privately owned correctional infrastructure provides mission-critical capacity to our government partners (Continuation of Owned/Managed Model) Continuing Federal Needs → Federal law enforcement agencies continue to depend on the real estate provided by the private sector and are not interested in changing their law enforcement mission (Continuation of Owned/Managed Model) Real Estate continues to be the biggest challenge to our government partners due to the high cost of construction, but some partners are interested in government controls of the day-to-day facility operations. This led to the creation of the lease-only model provided in our CoreCivic Properties segment We have successfully converted multiple facilities from an owned/operated model in our Safety segment to the lease-only model provided in our Properties segment¹ CoreCivic currently leases to states our California City Corrections Center, Southeast Correctional Complex and North Fork Correctional Facility, each of which was previously Company operated. 13#15Our Real Estate is Flexible for Alternative Uses We have a well established recent history of repurposing facilities for alternative government partners: Facility Capacity In August 2019, the BOP ended their contract due to a competitive rebid process. The facility transitioned to a new contract with ICE the same month. Facility State Details Cimarron Correctional Facility 1,692 beds Oklahoma In August 2020, the State of Oklahoma ended their contract due to budget shortfalls. The facility transitioned to a new contract with the USMS in September 2020. Adams County Correctional Center 2,232 beds Mississippi Eden Detention Center 1,422 beds Texas La Palma Correctional Center 3,060 beds Arizona Cibola County Corrections Center 1,129 beds New Mexico Torrance County Detention Facility 910 beds New Mexico Tallahatchie County Correctional Facility 2,672 beds Mississippi North Fork Correctional Facility 2,400 beds Oklahoma In April 2017, the BOP ended their contract due to declining capacity needs and the facility was idled. The facility was reactivated in June 2019 under a new USMS contract. In June 2018, the State of California ended their contract due to declining capacity needs. The facility transitioned to a new contract with ICE in July 2018. In August 2018, the BOP ended their contract due to declining capacity needs. The facility transitioned to a new contract with ICE in September 2018. In October 2017, we elected to end our contract with the USMS to optimize utilization at other facilities. The facility was reactivated in May 2019 under a new ICE contract. In June 2018, the State of California ended their contract due to declining capacity needs. The facility transitioned to a series of new contracts with federal, state and local partners. Today the facility cares for individuals from USMS, Vermont, South Carolina, and Tallahatchie County. In November 2015, the State of California ended their contract due to declining capacity needs. In July 2016, the State of Oklahoma entered into a lease agreement for the facility. The facility has served nine different state partners over its operating history: California, Colorado, Hawaii, Idaho, Oklahoma, Vermont, Washington, Wisconsin and Wyoming. The flexibility of our real estate assets to quickly be repurposed to serve other government partners reflects the serious corrections infrastructure challenge facing the country's corrections systems 14#16America's Prisons: The Aging Infrastructure Crisis "There are almost 500 prisons nation wide built between 1980 and 2000 that need major upgrades, repurposing, or replacement...With the prison infrastructure challenges at an all- time high, we may be entering the next prison building boom, as states are being forced to replace their older prisons." 180 160 140 120 100 80 60 40 20 State Prisons Opened Since 1960 1960-1964 1965-1969 1970-1974 1975-1979 1980-1984 1985-1999 1990-1994 1995-1999 2000-2004 2005-2010 2010-2014 2014-2017 Source: Correctional News, March/April 2018 Publication ● ● The majority of America's inmates are housed in facilities that are 25 to 40 years old Public prison facilities will typically need to replace major components of infrastructure around the 20 year mark As a result of delayed/deferred maintenance capital spending, many states are now facing the expensive consequences of this neglect 15#17Potential Growth Channels & Opportunities Multiple opportunities in the market to drive future growth, many of which can be realized due to our recent decision to convert to a taxable C-Corp, allowing CoreCivic to fund future growth initiatives with internally generated cash flows 1 Properties Segment Design, construct, build, finance criminal justice properties for lease to government entities - Easy, low-cost alternative for federal, state and - municipal governments to modernize outdated infrastructure Favorable financing readily available for a wide range of development opportunities Current market opportunity with the state of Alabama, which . could result in $500+ million investment 3 ● CoreCivic 2 ● • Correctional Services Meet increasing partner needs for healthcare services critical to the well-being of residents and inmates, including chronic care management and mental health and substance abuse services Expand electronic monitoring services that partners view as an incarceration alternative for low risk populations and as a tool to reduce overcrowding Currently have 6,826 beds available in idle Safety facilities to respond to emerging partner needs Recycling of Capital Sale of non-core properties to provide capital for increased investment in higher-returning opportunities. Opportunity to capitalize on significant valuation arbitrage and produce cash for alternative uses - Estimate up to $150 million in net proceeds after debt reduction from current GSA-leased portfolio CoreCivic estimates $15 - $20 billon infrastructure pipeline throughout the US prison system 16#18Impact of COVID-19 The COVID-19 global pandemic has had a significant impact on our day-to-day operations. We provide on our website weekly updates to allow stakeholders to see how we are managing the crisis while supporting our employees, communities, and those in our care. Our financial performance has also been impacted due to lower occupancy levels in our facilities, particularly in utilization by ICE CoreCivic's daily ICE population as of December 31, 2019 was 10,500 compared with 3,100 as of December 31, 2020 The outsized impact to ICE has been the result of public health related actions taken by the federal government since the onset of the pandemic March 23, 2020: The Department of Homeland Security (DHS) announced it reached an agreement with Canada and Mexico to limit all non-essential travel across borders ➤ This order included that DHS will no longer detain illegal immigrants in holding facilities, like those provided by CoreCivic, and will immediately return the individuals to the country from which they entered The order has continued to be extended in 30 day increments since its announcement The emergence of multiple viable COVID-19 vaccines is expected to accelerate the reopening of our international borders, but it is still unclear how the distribution of the vaccines will be prioritized 17#19Southwest Border Apprehensions Remain Elevated • Even though the international borders are effectively shutdown to non-essential travel, apprehension rates along our Southwest border remains elevated Count of Encounters FY Southwest Land Border Encounters by Month 150K 100K 50K Any lifting of restrictions on non- essential travel is expected to drive up activity at the border OK OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP Total 2021 (FYTD) 71,922 72,091 73,923 78,323 2020 296,259 45,139 42,643 40,565 36,585 36,687 34,460 17,106 23,237 33,049 40,929 50,014 57,674 458,088 2019 60,781 62,469 60,794 58,317 76,545 103,731 109,415 144,116 104,311 81,777 62,707 52,546 977,509 2018 34,871 39,051 40,519 35,905 36,751 50,347 51.168 51,862 43,180 40,149 46,719 50,568 521,090 Source: U.S. Customs and Border Protection - Southwest Border Migration 18#20Unprecedented Commitment to ESG within the Corrections Industry CoreCivic released the Company's second Environmental, Social and Governance (ESG) report in May 2020, demonstrating our continued commitment to transparency and accountability and providing more robust disclosures to show how we better the public good every day The report details how the company is helping to tackle the national crisis of recidivism and provides quantified evidence of progress being made toward company-wide reentry goals The Company actively supports policies aimed to improve the opportunities available to its residents upon reentry ➤ Ban the Box (a.k.a. "fair-chance") legislation designed to eliminate hiring practices that discriminate against rehabilitated justice-involved persons ➤ Pell Grant restoration, Voting rights restoration, Licensure reform policies to improve reentry opportunities for formerly incarcerated individuals Go Further is an evidence-based process that unites our staff and those planning for reentry to produce successful outcomes After careful assessment, a life plan is developed to address potential barriers to reentry such as educational needs and substance use disorders Initial primary focus was on social-related metrics and increased transparency Market perception already experiencing positive impact: ISS Corporate Solutions Quality Score - December 2020(1) Social Governance Higher Disclosure 5 Lower Disclosure 2019 ESG REPORT Environmental Social Governance BAN BOX GO FURTHER Life is worth the journey. CoreCivic Lower Risk Environmental 4 Higher Disclosure Higher Risk Lower Disclosure Note: To view CoreCivic's ESG Report click here: https://www.corecivic.com/hubfs/ files/2019-ESG%20Report.pdf (1) Source: ISS Corporate Solutions CoreCivic 19#21Company's ESG Focus Benefits All Stakeholders Holistic Approach Toward Preparing Inmates for Successful Reentry... More Humane Conditions • Reduced Overcrowding Modern Real Estate Amenities ● Improved Medical Programs • Facilities and Open Spaces Better Security 99.5%: Average Facility ACA Audit Score Government Partners Facilities appropriate for inmates/ detainees Focus on Rehabilitation & Reentry Ban the Box BAN BOX Education & Vocational Training Treatment and Behavioral Programs • Victim Impact Programs Chaplaincy and Religious Services Evidence Based Programs with Measurable Goals ...While Serving the Needs of Broader Stakeholders • Adapts quickly to shifting population and geographic needs. Built-to-Suit capabilities Taxpayers Long run cost savings: 12%- 58%(1) New construction: 25% (1) cost savings ~40% (1) time reduction Community • Partner to 500+ small businesses CoreCivic Foundation provides cash contribution and service hours to numerous charitable organizations focused on building strong communities (1) The Independent Institute, "Prison Break: A New Approach to Public Cost and Safety," June 2014. 20#22CoreCivic's Quality Assurance and Government Oversight CoreCivic facilities' operations are subject to significant oversight and accountability measures, both internally and externally. Many of CoreCivic's government partners maintain full-time, on-site monitors to promote transparency and ease of communication. CoreCivic is subject to routine oversight and performance requirements based on a combination of rigorous contract, accreditation and government-established performance standards. Our management approach is overseen by the vice president, Quality Assurance (QA) who provides regular reporting to senior management and the board of directors. The staff dedicated to quality assurance at our corporate headquarters and embedded throughout our facilities maintain polices and procedures to manage compliance with a broad range of contractual and regulatory requirements. KEY AUDIT AREAS Physical Environment Sexual Abuse Prevention Program Community and Family Participation Facility Personnel Resident Safety Resident Programs M + Health Care Tit 5 Legal and Religious Rights 0 Food Service Work Programs Use of Force Discipline and Restrictive Housing Over 1,000 on-site contract monitors and government partner employees have continuous oversight of our facilities to help ensure compliance 21#23CoreCivic's Quality Assurance and Government Oversight CoreCivic facilities also are subject to a range of other audit and inspection processes, based on facility mission, location and contractual and regulatory requirements: CoreCivic Safety facilities that maintain American Correctional Association ("ACA") accreditation undergo audits by independent auditors trained and assigned by the ACA on a three-year cycle. ACA audits review all facets of correctional operations, including inmate/resident health care. • All CoreCivic Safety and Community facilities are subject to auditing on a three-year cycle for compliance with the Prison Rape Elimination Act ("PREA"). • ● Some CoreCivic Safety facilities require accreditation by the National Commission on Correctional Health Care ("NCCHC"), an independent organization that reviews health care operations in correctional environments. CoreCivic facilities with federal populations are periodically audited by the Office of Federal Contract Compliance Programs ("OFCCP") of the United States Department of Labor. CoreCivic facilities are subject to inspections related to state and local requirements in areas such as fire safety and food service. Several CoreCivic facilities are subject to inspection in connection with oversight of our government partner agencies by other, independent government agencies, such as the U.S. Department of Justice Office of Inspector General (BOP and USMS), Department of Homeland Security (DHS) Office of Inspector General (ICE), DHS Office of Detention Oversight, and DHS Office for Civil Rights and Civil Liberties. CoreCivic employees have access to government inspectors general and similar offices for purposes of reporting fraud, waste and other forms of misconduct in connection with government contracts, and such offices typically have authority, by law or by contract, to investigate our operations and the conduct of our employees and agents. 22#24Operational Transparency Through Multiple Levels of Oversight Quality Assurance Audit The quality assurance division, independent from operations, audits each Safety facility annually on an unannounced basis using specifically tailored audit instruments designed to assess compliance with partner expectations and contract requirements. Hotlines Residents, employees, and visitors have access to 24/7 hotlines to report any concerns or allegations of misconduct, including: inmate concerns hotline, CoreCivic ethics line, national sexual assault hotline and various agency Office of Inspector General hotlines. On-Site Contract Monitors Many of our facilities have government agency employees physically on-site to provide daily oversight and monitoring of facility operations. Accrediting Organizations The American Correctional Association and National Commission on Correctional Health Care conduct audits as independent accrediting organizations. Public Tours and Visits Our facilities are frequented by members of the public, including: residents' family and friends, community volunteers, journalists, attorneys, elected officials, NGOs and other interested parties. CoreCivic Non-Correctional Certifications and Related Inspections Our facilities are inspected by relevant officials, including: food safety, fire safety, occupational safety and public health. PREA Audits Independent, certified PREA auditors conduct audits to ensure compliance with sexual abuse prevention requirements. Regular Reporting Depending on government agency areas of interest, CoreCivic facilities regularly report on a range of topics from serious incident occurrences to personnel changes. Independent Government Agency Oversight Audits Government agencies partnering with CoreCivic are subject to independent review of their oversight efforts, including: the Office of Inspector General for federal departments and various state agency oversight divisions. Government Agency Audits Government agencies often require CoreCivic to apply their preferred set of operational standards. CoreCivic is audited against these standards by the agency, including ICE PBNDS, USMS FPBDS, BOP inspection tool and various state audit tools. 23#25Highly Qualified, Proven Management Team Damon T. Hininger President and Chief Executive Officer . • ● 25+ years of corrections experience Began at CoreCivic in 1992 as Correctional Officer Active in community: United Way, Nashville Chamber of Commerce, Boy Scouts • David Garfinkle EVP and Chief Financial Officer • Began at CoreCivic in 2001 Former experience in REITs, public accounting and holds CPA certification Active in community: Junior Achievement of Middle Tennessee- Finance & Executive Committees, St. Matthew Church lector Patrick Swindle EVP and Chief Corrections Officer • ● • Began at CoreCivic in 2007 Prior experience in sell-side equity research and finance department at CoreCivic Lucibeth Mayberry EVP, Real Estate • ● Began at CoreCivic in 2003 • Responsible for the full range of real-estate services, including acquisitions, design & construction, and maintenance Prior experience in legal and business development David Churchill EVP and Chief Human Resources Officer . Began at CoreCivic in 2012 Has over 30 years of experience in human recourses, talent management, and organizational development. Variety of experience and unwavering commitment to rehabilitation and combating recidivism Tony Grande EVP and Chief Development Officer · Began at CoreCivic in 2003 · . Assists in finding solutions to tough government challenges Formerly served as Tennessee's Commissioner of Economic and Community Development Cole Carter EVP and General Counsel . Began at CoreCivic in 1992 as Academic Instructor President of CoreCivic Cares Fund Juris Doctor - Nashville School of Law 24#26Diverse Board of Directors with Relevant Expertise Mark A. Emkes • Chairman of the Board • • Former Executive, Bridgestone Joined: 2014 Donna M. Alvarado Founder and President, Aguila International Joined: 2003 Anne L. Mariucci Robert J. Dennis Former Chairman and CEO, Genesco Damon T. Hininger Stacia Hylton Harley G. Lappin President and CEO, CoreCivic . Principal, LS Advisory • • Former Director, US Marshals • • Joined: 2013 • Joined: 2009 • Joined: 2016 Previous EVP, CoreCivic Former Director, Federal BOP . Joined: 2018 Thurgood Marshall, Jr. Devin I. Murphy Charles L. Overby • Career in real estate • Former President, Del Webb Partner, Morgan, Lewis & Bockius LLP • President, Phillips Edison & Company • Former CEO, Freedom Forum • Corp. • Joined: 2002 • Joined: 2018 Joined: 2001 Joined: 2011 John R. Prann, Jr. Former CEO, Katy Industries Joined: 2000 Experience in executive leadership, real estate, rehabilitation, corrections, media, legal, government affairs, and technology 25#27Appendix CoreCivic#28Reconciliation to Adjusted Diluted EPS ($ in thousands, except per share amounts) Net income (loss) attributable to common stockholders Non-controlling interest Diluted net income (loss) attributable to common stockholders December 31, 2020 September 30, 2020 ($26,803) $26,717 ($26,803) $26,717 For the Three Months Ended June 30, 2020 $22,186 $22,186 March 31, December 31, 2020 2019 $32,057 $41,974 1,181 $33,238 $41,974 Special Items: Expenses associated with debt repayments and refinancing transactions Expenses associated with mergers and acquisitions Expenses associated with COVID-19 Expenses associated with changes in corporate tax structure Deferred tax expense on Kansas lease structure 7,141 602 338 175 2,792 2,820 195 4,698 8,165 347 I I 3,085 I Start-up expenses I Contingent consideration for acquisition of businesses Loss (gain) on sale of real estate assets, net of taxes 17,943 620 (1,570) I Asset impairments 47,570 805 (2,818) 11,717 I 536 Adjusted net income $48,838 $34,090 $39,597 $37,197 $42,751 Weighted average common shares outstanding - basic 119,636 119,632 119,630 119,336 119,096 Effect of dilutive securities: Stock options Restricted stock-based awards 56 Non-controlling interest - operating partnership units 1,342 Weighted average shares and assumed conversions - diluted 121,034 6 1,342 120,980 2 1,342 120,974 47 1,342 120,725 144 119,240 Adjusted Earnings Per Basic Share Adjusted Earnings Per Diluted Share $0.41 $0.28 $0.33 $0.30 $0.36 $0.40 $0.28 $0.33 $0.30 $0.36 27#29Calculation of FFO, Normalized FFO and AFFO ($ in thousands, except per share amounts) December 31, 2020 September 30, 2020 For the Three Months Ended June 30, March 31, 2020 2020 December 31, 2019 Net income (loss) ($26,803) $26,717 $22,186 Depreciation and amortization of real estate assets 27,447 28,249 28,244 $33,238 28,106 $41,974 27,036 Impairment of real estate assets 4,225 9,750 405 Loss (gain) on sale of real estate assets, net of taxes 17,943 (1,570) (2,818) Funds From Operations $22,812 $53,396 $57,362 $61,749 $69,010 Expenses associated with debt repayments and refinancing transactions 7,141 602 Expenses associated with mergers and acquisitions 338 175 Contingent consideration for acquisition of businesses Expenses associated with COVID-19 Expenses associated with changes in corporate tax structure Deferred tax expense on Kansas lease structure 620 2,792 195 2,820 4,698 8,165 347 3,085 I I I I Start-up expenses I Goodwill and other impairments 43,345 805 1,967 131 Normalized Funds From Operations $76,285 $62,339 $67,841 $65,303 $69,787 Maintenance capital expenditures on real estate assets (12,375) (9,785) (5,691) (2,619) (7,814) Stock-based compensation 4,253 4,082 4,319 4,610 4,552 Amortization of debt costs 1,383 1,396 1,384 1,356 785 Other non-cash revenue and expenses 1,258 1,241 1,469 1,657 1,648 Adjusted Funds From Operations $70,804 $59,273 $69,322 $70,307 $68,958 Funds from operations per diluted share $0.19 $0.44 $0.47 $0.51 $0.58 Normalized funds from operations per diluted share $0.63 $0.52 $0.56 $0.54 $0.59 Adjusted funds from operations per diluted share $0.58 $0.49 $0.57 $0.58 $0.58 28#30Calculation of NOI ($ in thousands) For the Three Months Ended December 31, For the Full Year Ended December 31, 2020 2019 2020 2019 Revenue Safety Community $ 424,318 SA $ 25,320 447,413 31,145 1,706,232 $ SA 1,779,958 Properties 23,802 19,224 105,990 93,098 123,265 77,307 Other Total revenues Operating Expenses Safety Community 37 27 165 159 $ 473,477 $ 497,809 $ 1,905,485 SA $ 1,980,689 $ 315,127 $ 332,415 1,288,938 $ 1,304,121 21,158 24,409 88,903 95,159 Properties 6,857 5,426 28,128 22,803 Other 65 Total operating expenses $ 343,207 EA $ Net Operating Income Safety 109,191 SA Community Properties Other Total Net Operating Income Net income (loss) 4,162 16,945 Income tax expense Other (income) expense Loss (gain) on sale of real estate assets Expenses associated with debt repayments and refinancing transactions Interest expense, net General and administrative Depreciation and amortization Contingent consideration for acquisition of businesses (28) $ 130,270 $ $ (26,803) SA 1,203 $ 273 362,523 114,998 6,736 13,798 (246) 135,286 407 686 SA 1,406,376 417,294 SA $ 1,422,769 41,974 Asset impairments Total Net Operating Income 188 1,897 450 4,386 (525) (527) 557,920 188,886 7,839 123 17,943 13,023 (287) 7,141 602 7,141 602 19,572 21,328 83,299 84,401 27,031 32,231 124,338 36,425 36,804 150,861 127,078 144,572 620 47,570 60,628 $ 130,270 SA $ 135,286 $ 499,109 SA $ 4,706 557,920 17,087 64,970 (242) 475,837 28,106 54,504 ᏌᏊ 499,109 55,338 SA SA 29#31Calculation of EBITDA and Adjusted EBITDA Three Months Ended December 31, ($ in thousands, except per share amounts) Net income (loss) Interest expense Depreciation and amortization Income tax expense EBITDA Expenses associated with debt repayments and refinancing transactions. Expenses associated with mergers and acquisitions Expenses associated with COVID-19 Expenses associated with changes in corporate tax structure Contingent consideration for acquisitions of businesses Start-up expenses Loss on sale of real estate assets Asset impairments Adjusted EBITDA EBITDA from unrestricted subsidiaries Restricted Adjusted EBITDA Note: Reconciliations for prior periods, which are not reconciled to this presentation, can be found on the Company's website 2020 Full Year Ended December 31, 2019 2019 2020 ($26,803) $41,974 $55,338 $188,886 22,216 22,033 93,453 86,661 36,425 36,804 150,861 144,572 1,203 1,897 $33,041 $102,708 4,386 $304,038 7,839 $427,958 7,141 602 7,141 602 175 338 1,132 2,792 13,777 195 5,240 620 9,480 17,943 I 13,023 47,570 60,628 4,706 $108,682 $103,485 $404,805 $443,878 (7,775) $100,907 (3,687) $99,798 (31,647) $373,158 (14,407) $429,471 30