#1by CTP. Parkmakers ctp Investor Update Presentation 9 February 2021 CTP-A Top 5 Vertically Integrated European Logistics Property Platform#2CTPark Modřice Czech Republic CTP At a Glance Our Journey ctp Ẹ#3CTP Our DNA at a Glance - Mission: Build, Own, Operate High Quality and Most Sustainable Network of Multi-use Business Parks in Europe CTP at a Glance 1 | Scale Logistics Business with Market Leadership Positions, #4 in Europe (1) Brno 2 End-to-End Business Model: We Build to Own our Assets and Manage to Retain our Tenants Bor Ostrava ctp Top 10 CTParks Park Name Country GLA % GLA Bucharest West 661 11% Bucharest 496 8% 494 8% 415 7% 374 6% 201 3% 196 3% 117 2% 115 2% 103 2% 3,172 50% 50% of GLA located in 6,288 100% Top 10 Parks 3 Uninterrupted 22-Year Track-Record of Profitable Organic 4 | Modřice Budapest West Bratislava Pohořelice Budapest East Platform benefiting from Established 700+ Tenant Base Generating Strong, Stable Cash Flow Top 10 Total CTP Continuing to Grow Market Share Sep-20A CZ RO HU SK CTP Take-Up Share(2) 38% 32% 34% 17% Λ Λ Source: Company Information, JLL Research Notes: 1. As at 30/06/2020 2. Based on Net take-up. All leasing transactions, including those below 5,000 sqm 3. CTP's Gross Lettable Area as a percentage of total stock within each market A CTP In Place GLA Share (3) 28% 29% 12% 13% Bor CZ#4Our Journey: 2000 - 2023 | Cementing Leadership in CEE Mission: Build, Own, Operate High Quality and Most Sustainable Network of Multi-use Business Parks in Europe Where it all started... 2000-2010 • Czech Republic Setting-up platform Building-up client base • • From 0 to 15 parks From 0% to 30% market share DNA: Parks, Sustainability, Long-term owner 1.6 Growth 2023 Target: 10 Million m² Expansion = + 2021-2023 2010-2015 Czech Republic Leadership Building nationwide footprint From 15 to 26 parks Expanding to multi-use parks Exploring new markets 2015-2020 Entering Romania, Hungary, Slovakia Investing in strategic land bank Institutionalization and expansion Investment grade rating Access to bond markets From 26 to 70 parks 3.2 167 110 GLA (MM sqm) Headcount 6.3 405 Structural tailwinds Land bank and tenant relations >7 MM sqm by end 2021 10 MM sqm by end 2023 Expanding in Poland, Austria, Bulgaria, Serbia Urban concepts (CTZip) >10 2023 Target Bratislava City SK ctp#5Company Overview CHSE DHL CTPark Pohořelice Czech Republic ctp#6Key Company Highlights 1 €5.6 Bn (1) Investment Portfolio, ~85% (2) Adjacent to Capital / Major Cities and with Significant Development Potential 2 ctp Largest Player in CEE Region, with Leading Positions Outgrowing the Market in Four Countries in the Fastest Growing Region in Europe 3 End-to-End Business Model: We Build to Keep our Assets, and Manage to Retain Tenants and Maintain Building Quality 4 Network of 70 Strategically Located Multi-Use CTParks (3) Creating Synergetic Intra-Park Ecosystems and Powerful Portfolio Effect 5 Class-A Modern Asset Base with c.8-Year Average Age, Premium Specifications and Best-in-Class Sustainability Credentials 6 Diversified Tenant Base of 700+ Primarily Blue-Chip International and Domestic Corporates, Many Present on Multiple Sites Across the Portfolio Generating Strong, Stable Cash Flow 7 Well Balanced Lease Expiry Profile with >5-Year WAULT Maintained Over Time 8 High Occupancy Ratio, Tenant Retention Rate and Consistent LfL Rental Growth 9 Strong Performance through COVID, Resilient Balance Sheet, 2 IG Ratings, Prudent Leverage Approach & Solid Liquidity Profile Source: Company Information, JLL Notes: 1. As of 30 September 2020 2. As of 30 June 2020. Based on GAV 3. Defined as equal to or more than 2 buildings in total Appendix: Summary IFRS#71 €5.6 Bn Portfolio, ~85% Adjacent to Capital / Major Cities and with Significant Development Potential (1/2) Portfolio of 70 Business Parks (1) Integrated within Main European Logistics Hubs and Transportation Corridors ctp ctPark NETWORK UK North Sea NL Hamburg Baltic Sea Gdansk London Amsterdam A Rotterdam A Berlin Magdebourg Poznan A Antwerp DE ABrussels Düsseldorf Dresden A Lille Le Havre t Δ Bordeaux Paris €5.6 Bn(2) 6.3 MM sqm 6.3% GAV (Sep-20) GLA (Dec-20) EPRA Net Initial Yield (Sep-20) PL Warsaw Lodz + €286 MM(3) €24 MM Rental Income (LTM Sep-20) Service Charge Income (LTM Sep-20) €344(4) M M Annualized Rental Income (Dec-20) Occupancy (Dec-20) WAULT (5) (Dec-20) Wrocław 94% 6 years Katowice A A Kraków Pilsen Prague A +Frankfurt Ostrava Brno Nuremberg CZ Zilina SK Bratislava. Vienna Zurich Munich A+ 03 AT Budapest HU A Cluj-Napoca 85% of Portfolio Adjacent to Capital/Major Cities (6) (Jun-20) 28 Parks >50K sqm making up 75% of the portfolio (Dec-20) ( ) RO Δ Brasov Ploiesti Δ Timisoara Black Sea Bucharest + + Constanta FR AGeneva Lyon A SL Trieste Zagreb AMilan Venice A Rijeka Turin A HR Belgrade RS Drive Time From CZ Dresden 1 hour Vienna 1.5 hour Munich Berlin Frankfurt 2.5 hours 2.5 hours Marseille A↓ Mediterranean Sea 3.5 hourcelona Notes: 1. Defined as equal to or more than 2 buildings in total 2. Genoa A Bologna Adriatic Sea IT Capital Cities Δ Major Cities Main Ports 4. Includes investment portfolio (c.€5.1 Bn), under development (c.€0.5 Bn), and PPE (c. €45 MM) 3. Only rental income, excluding service charge of €24 MM Main Airports Country Border Sofia BU Varna Highways Istanbul Top 10 CTParks Dec-20A rent roll including service charge income (Base rent + other rental income + extras for above standard technical improvement + services rent frees) 5. Weighted average unexpired lease term 6. In terms of GAV#82 Largest Player in CEE Region (1), with Leading Positions in Four Markets Outgrowing the Market in Last 12 Months Operations Focused on Capital / Major Cities in Czech Republic, Romania, Hungary and Slovakia #1 Logistics Property Company in CEE June 2020 GLA, MM sqm - CEE Only 5.8 4.3 4.0 3.9 2.4 (2) (3) (4) LOGISTIC ctp P³ PARKS PROLOGIS PANATTONI GLP Source: Company data, JLL Research, Dec 2020 Notes: 1. In terms of GLA 2. P3 Logistics Parks GLA as of Dec-19 3. GLP GLA is reflective of its cross-European portfolio as Sept 2020 CTP Is Growing Share in its Markets CTP Market Shares, % 36% 34% 29% 28% 23% 13% 12% 13% Gross take up market share (Sep-20 LTM), %(5) Owned Industrial GLA market share (Sep-20), %(5) 4. Panattoni GLA is reflective of its cross-European portfolio as of Mar 2019 5. Based on JLL ctp#92 740 k sqm Additional GLA Under Construction as of Dec-20A to be Delivered in 2021(1) 44 Projects Corresponding to 740 ksqm additional GLA / 12% Target Yield on Cost / 63% Pre Let Breakdown of Pipeline Under Construction (1) Dec-20A Illustrative Projects k sqm CZ Extension (Bor) 29 740 60 100% 161 74% 178 100% 93% 311 79% CZ Capital/Major Cities RO HU Other Parks within the Country 87% SK SR Total Pipeline Breakdown Pipeline Overview Location (%) Leasing Status (%) ЄMM unless otherwise stated 100% Existing Sites projects GLA Total (ksqm) Capex(2) Avg Cost 1 sqm (€) (4) 37% To be let CZ 25 312 187 599 Notes: RO 6 178 70 393 EVERGREEN ctp Capex (2) in '21 103 50 56 45 • Medium-term Yield on Cost target of >10% on future developments, supported by: 1. Controlled land bank - Covering several years of development / no exposure to land cost inflation 2. Quality of location of our parks 3. Significant proportion of "captive" demand from tenants willing to grow on same site (more expensive to move) 4. In-house general contractor - Construction margin internalized 5. Disciplined pre-letting approach - Only limited speculative development 6. Low vacancy + robust demand + controlled supply by disciplined institutional players in our markets HU 6 161 76 472 45 SK co 6 60 21 350 14 SR 1 29 19 655 17 63% Pre-Let Total 44 740 373 505 235 1. Including 16.6k sqm to be completed in 2022 2. Construction capex (owned land) 4. Includes clients fit out 3. Based on pre-let contracts, calculated as rental value (signed in lease agreements) divided by development cost including land 15#10End-to-End Business Model: We Build to Keep our Assets, and Manage to 3 Retain Tenants and Maintain Building Quality Vertically Integrated and Tenant Led Approach from Development/Construction to Property Management Maximizing Client Satisfaction and Value Creation for CTP 1 Client Requirements 9 8 A+ Client Expansion Building Upgrades 1 Client Requirements 2 Location Search CTP assesses client needs, plans and growth ambitions Considers potential locations that match use and size 2 Location Search 3 • Focus on existing buildings and pre-zoned land plots within the CTPark Network Alternative locations can be considered based on client specific needs Design CTP agrees detailed building specifications, designs a floor plan, and confirms construction schedules 4 Permitting (Typically Concurrent with Design) • • Speed to market is key New facilities are built on existing pre-zoned and fully permitted land plots with construction commencing as soon as plans are agreed ctp 7 Property Management 5 Construction 6 7 8 9 3 Design 4 Permits 6 5 Fit-out Construction CTP acts as general contractor with a strong track record, aiming to complete assets on-time and on-budget and adhere to the highest safety standards Fit-out • CTP facilitates the installation of specialised manufacturing machinery and technology tailored to individual client needs Property Management • • In-house property management providing the full suite of property and asset management services Building Upgrades CTP continuously invests in its buildings, in line with its long-term build-to- hold investment strategy Client Expansion • Same site extension or different location depending on client needs ctp#114 Premium Asset Base Grouped in Large Multi-Use Parks (1/2) ctp "Park Makers" - Strategic Focus on the Development of Large Multi-Use Logistics Parks; Generating Synergies and Creating Strong Barriers to Entry Versus Competition Typical Features of Large Multi-Use Parks Carefully Selected Location on the edge of capital/regional cities and/or close to important transportation infrastructure/nodes (motorways, airports, freight stations) Top 10 Largest CTParks K sqm (Dec-20) Park Country Large and Diverse Tenant Base Mixing Local and International Businesses addressing both local demand, as well national/international distribution/production GLA (K sqm) Pre-Let Pipeline under Construction (K sqm) • Maximum Flexibility / Alternative Use of Buildings through standardized premium design and Class-A specs. E.g.: space used for distribution can be re-let for light production and vice versa • Onsite Shared Amenities / Services (e.g. onsite staff, canteens, temporary accommodation, health centre) to enhance attractiveness Bucharest West Bucharest 496 661 86 29 29 • Anchor within Local Communities: support from public authorities, partnerships with local universities Adjacent Land Bank to Grow with Demand Over Time Revenue by Building Use (1) (% of GRI for 9M 2020 (2)) Brno 494 n/a Bor 415 111 GLA by Total Size Buildings by Total Size (Share of Total GLA, % by sqm as of Dec-20) (Share of Buildings' GLA, % by sqm as of Dec-20) Ostrava 374 8 Modřice 201 n/a Other (3) 3PL & <10k 4% Office 13% Distribution 40% 40k+ <50k 25% 200k+ 46% 20% 20% Budapest 196 West 10 10 Production & Warehousing 43% Total Exposure to Warehousing: 83% Source: Company Information Notes: Excluding hotels Includes service charge income 1. 2. 3. Other includes retail, parking and other Bratislava 117 n/a 50k-100k- 15% Pohořelice 115 n/a 100k-200k 10k-40k 14% 60% Budapest 103 64 East#124 Premium Asset Base Grouped in Large Multi-Use Parks (2/2) 1 Parkmarkers Strategy Delivering Tangible Synergies at Asset and Portfolio Levels and Underpinning Strong Operational Performance with High Tenant Retention Key Benefits of Parks Address Largest Potential Tenant Base, including logistics/3PLs, high-tech companies, light manufacturing, e- commerce, etc. Other 5% Tenant Industry Breakdown (1) Office 5% % of Dec-20 GLA Manufacturing 18% Automotive 23% Warehousing & Logistics 49% International Corporates -DHL National Champions rohlik DSV ABB Honeywell Tehnomanija .cz PROFI 2 Maximise Long-term Tenant Retention flexible offering 1 enables tenants to grow with us: 80% of new business coming from existing tenants Tenant Retention Rate (2) % 86% Dec-17A DB SCHENKER Raben BHL= DSV 3 Drive Long-term Occupancy - no reliance upon specific sectors or uses; different types of tenants can do business within a park Occupancy Rate and WAULT (3) (4) % 5.4 98% Create Synergies - Foster development of local business / R&D hubs Source: Company Information Dec-17A 86% 83% Dec-18A Dec-19A 92% Dec-20A Honeywell Yusen Logistics ADIENT KUEHNE+NAGEL LEAR ₤ Faurecia Quehenberger GEFCO CORPORATION 5.4 95% Dec-18A Occupancy rate (3), % 5.4 95% 6.0 94% Dec-19A Dec-20A WAULT(4), years Promoting connectivity and cooperation among all stakeholders, including CTP, tenants, municipalities, and local institutions Notes: income of leases which expire in the same year 1. Total GLA including hotels 3. Based on GLA, sqm 2. % of total rental income that expires in one year and is prolonged / regeared with existing clients, as % of total rental 4. Weighted average unexpired lease term ctp#135 Class-A Modern Assets with ~8 Year Average Age, Premium Specifications and Best-in-Class Sustainability Credentials (1) (1/4) Wide Asset Offering Enables CTP to Satisfy Bespoke Client Needs and Allows Tenants to Grow On Site Overtime Average Building Age ~8 Years Source: Company data ctBox ctFlex ctPark NETWORK + ctSpace ctFit From 400-850 m² From 1,150-3,000 m² From 3,000 m² From 5,000 m² Notes: 1. According to BREEAM C Clubhaus ctLab From 195 m² ctp#145 Class-A Modern Assets with ~8 Year Average Age, Premium Specifications and Best-in-Class Sustainability Credentials (1) (2/4) ctp Intelligent Engineering Extends Beyond the Building Walls: Smart landscaping, Water Retention Technology and Solar-Energy Solutions Ensure Low Environmental Impact and a Workplace Where Employees Can Thrive 100% BREEAM and ISO Certified 7 100% BREEAM CERTIFIED BREEAM 1007 1 2 Refurbished • Landscaping Landscaped with trees, shrubs, grass, and flowers. • Water features Public Transport & Access Dedicated bus stops and other public transit links CTPark shuttle services 3 4 5 Water Retention Signage & Branding Large water containment pools and holding tanks that mitigate the impact on local hydrological conditions Spaces well-signed to ensure visitors and suppliers can easily locate our tenants • High visibility and brand recognition Hydraulic Dock Levellers Large industrial sectional doors are equipped with motorized/hydraulic control and dynamic load capacity of 6,000 kg Dock levelers 1.15 meters high 6 7 8 Outside Areas Solar-Ready Roofing Yards, parking lots, and pavements are illuminated by parapet lights Solar-ready roof offset utility charges Low-maintenance insulation that is waterproof and UV- resistant • Ventilation flaps - ample natural light and a source of sustainable energy Connections to Major Highways Strategically located with directly access to major highway networks Source: Company data Notes: 1. According to BREEAM#159 5 Class-A Modern Assets with ~8 Year Average Age, Premium Specifications and Best-in-Class Sustainability Credentials (1) (3/4) High Quality and Sustainable Construction Reflective of Our Long Term Ownership Strategy 9 10 Sprinklers & Fire Safety ESFR ceiling sprinkler system • Fire protection design, including portable fire extinguishers and other equipment ° Full Led Lighting Energy-efficient lighting Recessed LEDs in the production and warehouse areas adjust automatically Lighting intensity varies throughout the warehouse space 11 Hall Halls are constructed of precast reinforced concrete frames with a modular column grid and a standard clearance height of 12 meters • Above-dock mezzanines boasts a load-bearing capacity of 500 kilogramsper square meter Source: Company data Notes: 1. According to BREEAM 12 • 12 Floors Steel-fibre reinforced concrete floor slabs resist dust and stains A standard load-bearing capacity of 5 tons per square metre 13 10 11 13 14 100% BREEAM CERTIFIED BREEAM • • HVAC Systems All air-handling units are equipped with heat recovery with over 67% efficiency Production halls are kept at 17°C and warehouses at 12°C Roof units, destratification fans, over-and underpressure technologies . Warm-water and decentralized gas heating units Offices Maximum depth of 8 meters, with raised floors and drop ceilings and clearance height of 2.75 meters Heating and air conditioning units, suspended ceilings, and ventilation units • Each kitchenette is outfitted with a linoleum floor, sink, microwave oven, fridge, and dishwasher ctp#165 Wide Range of Sustainability Initiatives Underscores CTP's Commitment to Generate Long-Term Growth Sustainability efforts are driven by primary goal to reduce CTP's operational carbon footprint to zero from 2021 CTP Mid-term Green Targets NEUTRAL CAR Carbon neutral in operations from 2021 BREEAM 100% BREEAM certified portfolio 10% waste Source: Company data Manage one square metre of forest mid-term for each square metre of GLA Complete the Zero Waste Initiative launched in 2019 All of CTP's new buildings constructed 'Solar Ready' since 2010 Commitment to issue only Green Bonds Selected Green Initiatives Green Park Water Containment Facility Trees Plantation BREEAM Excellent Facility Landscaped Environment Full Led Lighting Certification Vegetal Environment Green Surroundings Refurbished Landscape Solar-Ready Buildings Ample Onsite Amenities ctp#176 700+ International and Highly Diversified Tenant Base Generating Stable Cash Flow ~86% of Portfolio Exposed to Warehousing Activities Broad and Diversified Tenant Base Consisting of 700+ Tenants Tenant Industry Breakdown Revenue by Building Use (2) % of 9M 2020 GRI(3) % of Dec-20A GLA Other 5% Manufacturing 19% Automotive 24% Warehousing & Logistics 51% Overview of Top 20 Tenants ctp Company 9M'20 GRI (3) (EMM) % of Total GRI (3) Total GLA (k sqm) Industry DHL E 6.0 2.7% 177 Logistics (4) Other 2% 3PL & Quehenberger 4.4 2.0% 149 Logistics Office 12% Distribution 20% logistics Honeywell 4.4 2.0% 70 Production DSV 3.9 1.8% 124 Logistics DB SCHENKER 3.7 1.7% 93 Logistics Wistron 3.1 1.4% 65 Electronics tieto 3.1 1.4% 23 IT ADIENT 3.0 1.4% 49 Automotive Manufacturing & Warehousing 66% BRIDGESTONE 2.8 1.3% 72 22 Logistics / Automotive LEAR 2.6 1.2% 44 Automotive CORPORATION Total Exposure to Warehousing: 86% *Faurecia 2.6 1.2% 880 68 Automotive IAC 2.5 1.2% 51 Logistics PRIMARK 2.3 1.0% 65 59 Retail 2.2 1.0% 42 Logistics GEFCO Honeywell 2.0% DSV 1.8% 2.2 1.0% 54 IT D Tech Data brombo 2.2 1.0% 67 Automotive Production / KOMPAN 2.1 0.9% 42 DB SCHENKER 1.7% Raben 2.0 0.9% 56 Thermo Fisher 2.0 0.9% 57 ཐ མ ཅི Logistics Logistics IT SCIENTIFIC Yanfeng 1.8 0.8% 30 30 Automotive Total 1,398 Breakdown of Automotive Tenant Base % of Dec-20A GLA Electric 9% Body 10% Top Tenants % of 9M 2020 GRI(3) Quehenberger logistics T 2.0% -DHL 2.7% Powertrain 15% Chassis 17% Source: Company Information Notes: 1. Tenant breakdown excludes offices and hotels 2. Excluding hotels Interior & Exterior 48% Top 5 Tenants = 10.2% of 9M 2020 GRI Cash-based. Includes service charge income Other includes retail, parking and other 3. 4. 5. As of Dec-20#187 Well Balanced Lease Expiry Profile with >5-Year WAULT Maintained Over Time 6.0 year WAULT (1) as of December 2020 and Institutional Leases Underpinning Quality & Stability of Rental Income Lease Rollover / Expiring GLA Breakdown (2) k sqm - as of December 2020 323 314 2021 487 Euro-Denominated Institutional Leases on International Standards Duration/ First Break • 10 years (average) / after 7 years or no break 648 621 Indexation mechanism • Guarantee Insurance • Maintenance Capex 2022 2023 2024 2025 Source: Company Information Notes: 1. 2. Weighted average unexpired lease term Calculated as Total expiring GLA per year divided by Total GLA of Logistics / Industrial portfolio in December 2020 • Standard CTP lease = 1.5-2% annual escalation CPI indexation in some leases on assets acquired from third parties Parent Company or Bank guarantee Parent Guarantee - no limit/full rent till expiry Bank Guarantee - 6/12 month rent . Owner covers the property Tenant covers its own business and equipment Tenant to cover day-to-day maintenance / repairs of the building interior, safety checks, revisions Owner is responsible for structural repairs of buildings • Major buildings repairs and capex covered by owner. Annual capex spent on existing buildings represents c.3.2% of GRI (Dec-20) ctp#198 Portfolio Key Operating Metrics: High Occupancy Ratio, Tenant Retention Rate and Consistent LfL Rental Growth Generating Strong, Stable Cash Flow Steady Growth in GLA Combined with 94% Occupancy, c.6 Year WAULT and High Tenant Retention; Performance Confirmed in 2020YTD Total GLA (1) MM sqm Occupancy Rate and WAULT (2)(3) % 6.3 5.5 5.0 Dec-18A Tenant Retention Rate (4) % Dec-19A Dec-20A 92% 86% 83% Average: 87% 2018A 2019A 2020A 5.4 5.4 6.0 95% 95% 94% Dec-18A Dec-19A Occupancy rate (2), % WAULT(3), years Leasing Activity(5) K sqm 727 2018A Dec-20A 1,143 1,175 2019A 2020A Source: Company data Notes: 4. 1. 2. Includes total owned portfolio plus the 390K sqm of the Deka portfolio under management (sold by CTP in 2018) Based on GLA, sqm % of total rental income that expires in one year time and is prolonged with existing clients, as % of the total rental income of leases which expire in the same year 5. 3. Weighted average unexpired lease term Total area leased out by CTP in a given year, including new leases and lease renewalsio Excludes Deka portfolio under management ctp#209 Continued Strength in Business throughout the Pandemic; Attractive New Leases and Renewals and Strong Rent Collection Recent Performance - Key Highlights (9M ended 30 September 2020) Financial Performance (9 months to Sept 2020) Like-for-like gross rental income¹ growth for the 9 months year-on-year was +1.5% • 2020 YTD gross rental income1 (excluding hotel operations) increased to €227.8 MM • • 2020 YTD adjusted EBITDA2 increased to €175.3 MM GAV increased to €5.64 billion as of 30 September 2020 • Net LTV was stable at 50% as of 30 September 2020 • Rental collections stable at ~98% in 2020, similar to 98% in 2019 Portfolio Performance (full year) • • . • • • Occupancy rate stable at 94% as of 31 December 2020, compared to 95% as of 31 December 2019 At the end of Q4 2020, 585k sqm of developments were delivered — 740k sqm for 2021 delivery already under construction, of which 63% pre-let WAULT increased to 6.0 years as of 31 December 2020 from 5.4 years as of 31 December 2019 New rental activity showed strong momentum with new long-term rentals of 1,175k sqm of gross leasable area in 2020, compared to 1,143 in 2019 Robust tenant retention rate at 92% for 2020, compared to 83% in 2019 Proportion of BREEAM certified properties as part of total portfolio of income producing properties reached 99% by 31 December 2020 (was >80% per 30 June 2020) EMTN Programme Update • €4 Bn EMTN Programme set-up in September 2020 - €650 MM and €400 MM unsecured green bonds raised in October / November 2020 Investment grade rating: BBB- from S&P and Baa3 from Moody's Source: Company information Notes: 1. Gross rental income refers to rental income and service charge income for the relevant period 2. Adjusted EBITDA is defined as EBITDA adjusted for other non-operating income, non-recurring income from development activities and non-recurring other income. ctp#219 Secure Financial Profile with Investment Grade Ratings from ctp S&P and Moody's €5.7 Bn Freehold Portfolio + Solid Cash Flow Generation + Tenant-Led Development Strategy Note: ~100% freehold assets <9 year average age 94% occupancy 6.0 years WAULT 6.3% yield Prudent Approach to Leverage Robust credit metrics Net LTV (%) €400 MM total exceptional dividends paid in Dec-18 to Jun-19 in connection with R. Vos acquiring the ownership interests in CTP from the estate of his late partner 50% 2019A 50% Sept-20A + Profits reinvested in the business • Low dividend payout Steady increase in shareholders' equity(1) €Bn €400 MM total exceptional dividends paid in dec-18 to jun-19 in connection with R. Vos acquiring the ownership interests in CTP from the estate of his late partner High quality landbank (5% of total GAV) Controlled development: only €190 MM committed development capex (~3% of total GAV) • • • 2.3 2.5 2.7 2.1 1.7 1.4 1.7 1.9 2.0 2.2 2016A 2017A 2018A 2019A Sept-20A Reported Before deduction of DTL 85% of new business from existing clients in H1 2020 Sustainable Debt Maturity Profile No material short-term maturities Amortizing debt Proven access to long-term funding / lending relationships + Strategic objective to gradually diversify funding sources by accessing the public credit markets as an investment grade issuer in 2020 and maintain financial policy consistent with Investment Grade rating CTP current ratings: Current Debt Repayment Schedule ЄMM CZ Facility: End of early prepayment penalty in June 2022 1,207 781 592 343 160 141 137 4 14 36 '21 22 23 24 '25 '26 '27 '28 '29 '30 S&P Global Ratings BBB- (Stable Outlook) Baa3 MOODY'S (Stable Outlook) 1. Shareholders' equity in 2018 is pro forma to include only external and cash dividends to be paid as of December 2019, which incorporated €36MM to CTP Invest CZ shareholders, €195MM to CTP CEE Properties to CTP Holding BV and annual profit of €366MM and €2.0MM other equity components#22Appendix Οι ctp#23Introduction Historical financials . • Due to the restructuring of CTP Group and in connection with Remon Vos acquiring ownership interests in the Group from the estate of his late partner, the Group declared in 2018 exceptional dividends totaling €761 MM of which €196 MM was paid out in cash Full year 2019 combined financials of CTP B.V. and Sub-group CTP Invest are currently the latest reported audited financials •FY20 audited financials will be made available by mid-March Accounting policies and definitions • Rental income represents income from lease of premises to tenants recognised in the statement of comprehensive income on a straight-line basis over the term of the lease. Lease incentives granted are recognised as an integral part of the total rental income Service charge income represents income from services other than lease of premises provided to the tenants as an integral, but separately identifiable, part of lease contracts • Gross rental income refers to rental income and service charge income for the relevant period • • · Property operating expenses represent the net costs of running and maintaining the building, including insurance premiums, utilities, property taxes, repair costs Fair value of investment properties is appraised annually by independent experts Jones Lang LaSalle, s.r.o. ("JLL"), qualified for the purposes of valuation in accordance with the Royal Institute of Chartered Surveyors Valuation - Global Standards (incorporating the International Valuation Standards) - January 2020 (Red Book) Restructuring refers to the CTP Property Sub-Group transfer to the Company on 31 October 2019 and the CTP Invest Sub-Group transfer to the Company on 27 January 2020 in order to form the Group Disposal to Deka Immobilien in 2018 Source: Company information . • On 25 October 2018, CTP entered into a 10-year strategic partnership with Deka Immobilien involving the disposal of three prime industrial parks in the Czech Republic - CTPark Plzeň, CTPark Prague North and CTPark Teplice. Deka acquired the ownership stakes in the parks with CTP continuing to manage and operate the portfolio under the CTPark network brand The contribution from this transaction has an impact of €18.2 MM on the rental income in FY 2018 IFRS statement • FY 2018 Group rental income adjusted for the Deka transaction would amount to €158 MM vs. €176 MM ctp#24. • Overview of the 10-year Strategic Partnership with German Based Fund Deka Immobilien The Deka portfolio transaction in Q4 2018 was amongst the largest real estate transactions in the Czech Republic, underpinning the attractiveness of CTP's A-Class asset portfolio Logistics yield in the Czech Republic is expected to compresses by 50bps from 2017 to Q4 2020 with potential for further yield compression compared to the Western Europe logistics market Transaction Summary • On 25 October 2018, CTP entered into a 10-year strategic partnership with Deka Immobilien involving the disposal of three prime industrial parks in the Czech Republic - CTPark Plzeň, CTPark Prague North and CTPark Teplice ― Consisting of 32 A-Class buildings representing 390k sqm of premium industrial properties at a sale price of €410 MM Deka acquired the ownership stakes in the parks with CTP continuing to manage and operate the portfolio under the CTPark network brand As the properties remained under management of CTP, the sale did not result in decrease of the Group's service charge income The sale to Deka was in relation to the ownership consolidation of the Group and part of proceeds from the sale was used to finance the purchase price of the shares Impact of Deka Disposal on Rental Income (€ MM) +15% ctp €242 - €(18) = €224 €258 €210 Evolution of Market Yield in Czech Republic The Deka portfolio was sold at a double digit premium to the prevailing market valuation in Q4 2018 Potential for further yield compression compared to WE +9% 50bps 176 173 158 5.75% 136 5.50% 5.50% 5.50% 5.25% 18 -4.00% 25bps 125bps Source: Company information, JLL 2018 Rental Imapct From Sale 2018 (Deka Adj.) 2019 9M 2020 2017 2018 2019 Q3 2020 Q4 2020 Western Europe Avg Yield Compression ctp#25Summary IFRS P&L +15% - €242.0 €(18.2) = €223.8 €258.0 Impact of the Deka disposal on rental income² 31-Dec YE - € MM 2018 A 2019A YOY A 9M 2020 - A Rental Income 242.0 258.0 +6.6% 209.7 - Service Fee Income (SFI) B Property Expenses Net Rental Income 20.0 22.4 +12.0% 18.1 (29.8) (40.6) +36.2% (24.5) B 232.2 239.8 +3.3% 203.3 Net Income from Hotel Operations 6.1 5.8 C 0.3 C Net Income from Development Activities 0.1 0.6 22.8 D Net Valuation Result on Invest. Property 239.4 406.8 +69.9 % 89.9 E Other Income 49.7 9.1 6.6 F G&A¹ (39.2) (34.3) (33.4) D&A (5.8) (9.8) (8.3) Profit/ Loss before Finance Cost 482.4 617.9 +28.1% 281.3 G Net Interest Expense (53.6) (56.4) (54.0) G Other Financial Gains / (Expenses) / (Losses) (6.6) (60.8) (14.9) F Profit/ Loss before Income Tax 422.2 500.7 +18.6% 212.4 H Income Tax Expenses (60.7) (108.5) (46.1) Profit for the Period 361.5 392.2 +8.5% 166.3 Non-Controlling Interests 3.4 0.0 (0.1) Profit/ (Loss) attributable to the Parent Company 364.9 392.2 +7.5% 166.2 Source: Company information Notes: 1. Comprises employee benefits, impairment of financial assets and other expenses 2. The Deka portfolio disposal had an impact on the 2018 IFRS P&L statement. €18.2 MM impact corresponds to the impact on rental income only. A Rental income growth reflective of: 1.4% LfL rental growth in 2018, 2.0% in 2019 and 1.5% in 9M'20 c.585k sqm GLA developed in 2018 and 320k sqm in 2019 Net acquisition of 21k sqm GLA in 2018 and 156k sqm in 2019 Increase in property expenses primarily due to repairs and improvements of acquired assets and addition of income generating assets to total property portfolio Decrease for the 9M 2020 period reflects the decrease on income from operations due to COVID-19 D YoY change in value of investment properties per the appraiser, JLL. Includes LfL yield compression and valuation gain on development E Includes gain on portfolio sale to Deka (€32.3 MM), sale of electricity grid (€7.6 MM) and sale of non-core assets (€4.8 MM) in 2018, gain on sale of non-core asset and profit out of sale of land (€5.8 MM) and profits related to a turnkey development project (€0.5 MM) in 2019 Increase in employee benefits in-line with CTP's headcount growth, countered by a reduction in energy consumption, tax and audit expenses, insurance costs, etc. G Comprises net interest expense on debt, bank and arrangement fees for new facilities and change in fair value of derivatives H Includes cash interest expense and deferred taxes related to net revaluation result ctp#26Stable Cash Flow from Operations Underpinned by Substantial Re-investment in the Business Key Cash Flow Items 31-Dec YE € MM Net result for the year Net valuation result on investment property 2018 A 2019 A ΥΟΥ Δ 364.9 392.2 +7.5% (239.4) (406.8) B D&A 5.8 9.8 Net interest expense and expenses from derivatives 42.3 53.8 Change in fair value of derivatives 10.5 32.3 Other changes 0.6 5.3 Income from non-controlling interest (3.4) (0.0) A Gain from sale of Investment property and subsidiaries Income Taxes (35.0) 23.9 96.5 B Change in Working Capital 34.8 (5.4) Interest expense (net) (52.8) (54.0) Net Cash Flow from Operating Activities (1) 152.3 123.7 (18.8)% Acquisition of investment property (46.6) (48.7) Acquisition of PP&E (21.4) (3.2) F Proceeds from disposal of investment property and PPE 37.1 12.1 Acquisition of subsidiaries, net of cash acquired (39.7) (20.4) C Proceeds from disposal of subsidiaries, net of cash disposed 398.2 G D Additions due to development of investment property (346.8) (322.1) Net Cash Flow from Investing Activities (2) (19.3) (382.2) Repayment of borrowings (273.8) (1,508.8) E Proceeds from interest-bearing loans and borrowings 357.5 2,042.1 G Loan and borrowings granted to related companies, net (1.9) (225.0) F Transaction costs related to loans and borrowings (2.4) (31.7) G Distribution of funds to shareholders (195.6) Payment of lease liabilities (0.6) (0.5) Net Cash Flow from Financing Activities (3) (116.8) 276.1 Opening Cash & Cash Equivalents 25.5 46.3 +81.6% Net Change in Cash & Cash Equivalents (1) + (2) + (3) 16.3 17.5 +7.9% Cash and cash equivalents reclassified to asset held for sale Closing Cash & Cash Equivalents 4.5 46.3 63.8 +37.9% Source: Company information A Primarily related to deferred taxes on revaluation result on investment properties Business requires minimal working capital to support trade receivables C Represents asset portfolio sale to Deka in 2018 D Addition to GAV due to ongoing development of investment properties, typically recorded at cost, and addition to land bank (€65.9 MM in 2018 and €52.4 MM in 2019) E Refinancing of the Czech industrial portfolio by the €1.9 Bn syndicate loan facility 2018 and 2019 reflect the impact from corporate restructuring process which has now been completed Distribution of funds in 2018 and 2019 to facilitate consolidation of 100% ownership in CTP by Remon Vos ctp#27Robust Balance Sheet with a Healthy Debt Equity Funding Mix Summary Balance Sheet 31-Dec YE- € MM 2018A 2019 A YOY A 9M 2020 A Assets A Investment property 3,750.4 4,429.6 +18.1% B Land bank 277.1 295.2 +6.6% Investment property under development 315.4 440.7 +39.8% C Property, plant and equipment 120.8 116.9 Receivables from related parties 15.5 54.3 4,725.0 291.0 522.4 103.0 25.1 Other non-current assets 31.9 20.8 Total non-current assets 4,511.0 5,357.5 +18.8% 26.0 5,691.6 C D Trade and other receivables 71.3 90.4 75.9 Cash and cash equivalents 46.3 63.8 64.9 Other current assets 8.8 14.3 Total current assets Total assets Liabilities 126.4 168.5 +33.3% 4,637.4 5,526.0 +19.2% 9.0 150.1 5,841.8 E E Interest-bearing loans and borrowings 1,977.3 2,494.9 +26.2% Long-term payables to related parties 967.2 41.1 2,664.5 37.8 G Deferred tax liabilities 397.6 Other non-current liabilities 29.8 491.4 32.7 +23.6% 510.5 F 41.8 Total non-current liabilities 3,371.9 3,060.1 E Interest-bearing loans and borrowings - current 152.3 182.9 3,254.5 214.0 G H Trade and other payables 145.0 168.4 170.2 Other current liabilities 7.5 71.8 Total current liabilities Total liabilities Equity Issued capital 304.7 3,676.7 423.1 3,483.1 +38.8% 22.3 406.5 3,661.1 0.2 899.6 166.2 2,180.0 0.7 2,180.7 Includes investment properties completed and acquired during the year, new developments initiated and impact of net revaluation result B Land bank as valued by a registered independent valuator PP&E reduction due to negative valuation in 2020 of the hotel portfolio in Czech Republic (€12 MM) and depreciation; maintenance capex primarily expensed through P&L D Represents accrued rent and rent-related income, prepayments and tax receivables Secured refinancing of the Czech industrial portfolio by a syndicate loan facility for a total committed amount of €1.9 Bn Movements related to corporate structure simplification-related restructuring Increase in deferred tax liabilities reflect the net valuation result on investment properties H Represents liabilities for constructions works and liabilities related to acquisition of land 2018 Equity attributable to equity holders reflecting the ongoing group's restructuring and its effect of €684 MM increase in equity would result in total equity of €1,644 MM. CTP initiated legal restructuring to create the current group structure clear division between development arm and property fund under CTP B.V. F Reserves 158.2 853.7 Retained earnings 437.0 796.4 1,114.0 Net result for the period 364.9 392.2 Total equity attributable to equity holders 960.1 2,042.2 Non-controlling interest Total equity 0.6 960.7 0.6 2,042.8 Source: Company information ctp#28Disclaimer THIS PRESENTATION AND ITS CONTENTS ARE CONFIDENTIAL AND ARE NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION IN WHOLE OR IN PART, DIRECTLY OR INDIRECTLY, IN OR INTO THE UNITED STATES, CANADA, AUSTRALIA, SOUTH AFRICA, JAPAN OR ANY OTHER JURISDICTION IN VIOLATION OF THE RELEVANT SECURITIES LAWS OF SUCH JURISDICTION. THIS PRESENTATION IS NOT AN OFFER OR AN INVITATION TO BUY OR SELL SECURITIES. PERSONS INTO WHOSE POSSESSION THIS DOCUMENT COMES SHOULD INFORM THEMSELVES ABOUT, AND OBSERVE, ANY SUCH RESTRICTIONS. IMPORTANT: Please read the following before continuing. 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