#1CoreCivic Investor Presentation First Quarter 2023#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, 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, including as a consequence of the United States Department of Justice, or DOJ, not renewing contracts as a result of President Biden's Executive Order on Reforming Our Incarceration System to Eliminate the Use of Privately Operated Criminal Detention Facilities, or the Private Prison EO, impacting utilization primarily by the United States Federal Bureau of Prisons, or BOP, and the United States Marshals Service, or USMS, and the impact of any changes to immigration reform and sentencing laws (we do 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; inflation and other increases in costs of operations, including a continuing rise in labor costs; fluctuations in interest rates and risks of operations; (vi) the impact resulting from the termination of Title 42, the federal government's policy to deny 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 the novel coronavirus and related variants, or COVID-19; (vii) our ability to successfully identify and consummate future development and acquisition opportunities and realize projected returns resulting therefrom; (viii) our ability to have met and maintained qualification for taxation as a real estate investment trust, or REIT, for the years we elected REIT status; and; (ix) 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 Revenues and Adj. EBITDA for the three months ended March 31, 2023, were $458.0 million and $73.7 million (16.1% margin), respectively Owns and manages 15.8 million square feet of real estate used by government. Approximately 56% 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 CXW 25 LISTED YEARS NYSE 20% BY 2020 2020 WOMEN V ON BOARDS FRIENDLY MILITARY M 2022 EMPLOYER AMERICA'S MOST 2021 RESPONSIBLE Newsweek COMPANIES statista 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 1) Refers to Owned/Controlled Facilities. Our contract renewal rate excludes contracts that have reached a final termination date and contracts the Company has unilaterally chosen to exit. 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 • 40+ year history of government service and relationships • Average retention rate of 93.8% since 2019(1) Strong and predictable cash flow from large unencumbered asset base • Low leverage and strong fixed charge coverage • Depressed occupancy levels primarily caused by Title 42. provides opportunities for organic growth • 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 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 2#4Largest Private Owner of Real Estate Utilized by Government Agencies Manage 15.8 million square feet of real estate used by government SAFETY 84.5% of segment NOI for the quarter ended March 31, 2023 13.5 million square feet 66,399 correctional/detention beds. 7 idle prison facilities, including 8,459 beds available for growth opportunities 00 DOG PROPERTIES 12.0% of segment NOI for the quarter ended March 31, 2023. 1.8 million square feet Consists of a combination of corrections and reentry facilities leased to government entities totaling 8 facilities, including 9,154 beds COMMUNITY 3.5% of segment NOI for the quarter ended March 31, 2023 0.5 million square feet 4,669 community corrections beds Serves approximately 20,000 individuals on a daily basis through non- residential electronic monitoring and case management services 2 idle facilities, including 450 beds available for growth opportunities CoreCivic CoreCivic Owned or Controlled CoreCivic Managed Only CoreCivic Owned & Leased to Another Operator 3#5CoreCivic's Business Segments are Complementary Safety Properties Government tenants Customers 2023 Business Mix(1) (% of NOI) 84.5% 12.0% Community 3.5% Industry Trends Strong fundamental demand from federal and state partners Value Proposition Core Competency 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 1) Based on financial results for the three months ended March 31, 2023 4#6Current Financial Performance For the quarter ended March 31, 2023 December 31, September 30, June 30, March 31, 2022 2022 2022 2022 Net Income $12.4MM $24.4MM $68.3MM $10.6MM $19.0MM Diluted EPS $0.11 $0.21 $0.58 $0.09 $0.16 Adjusted Diluted EPS (1) $0.13 $0.22 $0.08 $0.13 $0.14 Normalized FFO Per Share(1) $0.34 $0.42 $0.29 $0.34 $0.34 AFFO Per Share (1) $0.37 $0.38 $0.25 $0.33 $0.37 Adjusted EBITDA (1) $73.7MM $87.7MM $68.4MM $78.8MM $80.8MM Debt Leverage(2) 3.2x 2.8x 3.7x 3.5x 3.2x 1. 2. See the Appendix for a reconciliation of the most comparable GAAP amounts. Debt leverage is annualized for the corresponding quarterly financial results. 5#7Key Factors Impacting 2022 Financial Results COVID-19 has had a significant impact on our occupancy, including most notably due to population reductions from ICE, but our earnings and cash flows remain strong-allowing for significant debt reduction in the last twelve months. ➤ We have experienced labor shortages and wage pressures in many markets across the country and have provided wage increases to remain competitive. Recruiting has been particularly challenging during the pandemic due to the front-line nature of the services we provide, and due to labor shortages across the country. ➤ Our 2022 financial results have also been impacted by the transition at our La Palma Correctional Center in Arizona, our second largest facility, from an ICE population to an Arizona population as a result of a new contract award from the state of Arizona for up to 2,706 inmates. The ramp of the new contract, the largest awarded to the private sector by any state in over a decade, commenced in April 2022 and was substantially completed prior to year end 2022. ➤ Sales of non-correctional real estate assets throughout 2021 and 2022 have reduced revenue and net operating income. Impacted Business Segments SAFETY COMMUNITY SAFETY COMMUNITY SAFETY PROPERTIES 6#8. 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 . - 40-year track record of providing government solutions with pipeline for growth across the Safety, Properties and Community segments. - Strong fundamental demand from investment grade federal and state partners; 99% of EBITDA comes from partners rated AA - or better - 94% 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 15.8 million square feet of real estate under management $500 Adjusted EBITDA ($ in millions) (1) 40% $441 $427 $423 $415 $418 $398 $396 $400 $381 $386 $388 35% $444 $405 $402 30% 25% 25% 25% 24% 23% $300 23% 23% 22% 22% 22% 22% 21% 22% $200 $100 $- 2009 2010 2011 2012 2013 25% $316 20% 17% 15% 10% 5% 0% 2014 2015 2016 REIT Era 2017 Current C-Corp Era 2018 2019 2020 2021 2022 EBITDA Margin Prior C-Corp Era Source: Management 1) Reflects Adjusted EBITDA as publicly reported by the Company 7#9A Recovery in Occupancy Post-Pandemic Could Provide Significant Earnings Growth The COVID-19 pandemic has had a significant impact on the occupancy in our Safety and Community segments. An eventual recovery in occupancy to pre-pandemic levels would provide significant growth in earnings and cash flows. Occupancy Q1 2020, just prior to COVID-19 Occupancy for quarter ended March 31, 2023 Reduction in Occupancy 79.00% 70.10% 8.90% Number of Safety and Community beds at March 31, 2023 71,068 Bed utilization necessary to return to pre-pandemic occupancy 6,325 Average margin per bed - Q1 2023 $20.52 EBITDA potential at pre-pandemic occupancy(1) $47,373,374 1. Filling available beds to pre-pandemic occupancy at the margins we achieved for the first quarter of 2023, could generate approximately $0.30 of additional EPS and Adjusted Funds From Operations per diluted share. The above table is for illustrative purposes only and represents the potential EBITDA contribution of Safety and Community facilities returning to pre-pandemic occupancy levels. We are not predicting a return to pre-pandemic occupancy levels in 2023, and we make no representation about when occupancy could return to pre-pandemic levels, if ever. Actual margins associated with an increase in occupancy would 8 likely be higher than the average margin achieved because minimal incremental fixed costs would be required to manage the additional utilization at facilities already operational.#10Debt Reduction Due to Multi-Year Capital Allocation Strategy Debt Maturity Schedule - June 30, 2020 ($ in millions) Debt Maturity Schedule - March 31, 2023 ($ in millions) $1,400 $1,200 $1,000 $800 $600 $400 $200 $294.0 $382.7 $157.5 $631.0 $196.0 $61.7 $15.5 $0 $17.1 $40.0 2020 2021 2022 2023 2024 2025 $1,400 $1,200 $1,000 $800 $600 $266.4 $227.9 $400 2027 2028-2040 $200 $9.4 $14.7 $17.7 $0 2023 2024 2025 Revolver 2026 $620.4 $256.9 $121.2 $68.1 $10.0 2026 2027 2028-2040 Revolver Term Loan A Other Debt Maturities Term Loan A ■ Other Debt Maturities Since June 30, 2020, just prior to our announcement to convert from a REIT to a taxable C-Corporation, CoreCivic has reduced its total outstanding debt by over $1 billion, including recourse and non-recourse debt. 9#11Positioned for Long-Term Success and Value Creation ➤ Significant liquidity of approximately $274.0 million as of March 31, 2023 ➤ Used liquidity to repay remaining $154 million of our 4.625% Senior Unsecured Notes on February 1, 2023 ➤ Strong cash flow to reduce debt leverage to target of 2.25x to 2.75x net debt-to-adjusted EBITDA ➤ Credit Ratings: S&P: BB- Moody's: Ba2 25.1% Net Debt/ Undepreciated Fixed Assets 3.2x Debt-to-Adjusted EBITDA(1)(2) 49.3% Net Debt to Total Market Capitalization 3.5x Fixed Charge Coverage(1)(2) 97% Unencumbered Assets 3.7x Interest coverage ratio 1. Based on financial results for the three months ended March 31, 2023. 2. Excludes non-recourse debt and related EBITDA of CoreCivic of Kansas, LLC, which is an Unrestricted Subsidiary as defined under the Bank Credit Facility. 10#12Active Share Repurchase Plan & History of Returning Capital to Shareholders • Since 2009, CoreCivic has delivered $2.3 billion in capital returned to shareholders. • As a C-Corp: - 2009-2011: We returned $491 million through a stock buyback program STOCK BUYBACKS, DIVIDENDS AND LEVERAGE ($MM) $256 $251 $237 $234 Since 2009, CXW has delivered $2.3bn in buybacks and dividends which represents ~225% of the current market cap1 $210 $200 $204 - 2012: We returned $60 million through quarterly dividends. • As a REIT: - 2013-2020: We returned $1.6 billion through quarterly dividends • 2021: $164 $146 4.0x 3.7x 3.7x 3.6x 3.5x 3.4x $108 3.2x 3.1x 2.8x 2.8x 2.7x 2.6x - - Debt reduction strategy positioned the company to once again return capital to shareholders $60 • 2022: - $225 million total share repurchase authorized, repurchased $74.5 million in shares as of December 31, 2022 • 2023: - Repurchased $24.9 million in shares through March 31, 2023 3.2x 3.1x 2.9x $75 $106 $25 $- 2009 2010 2011 2012 2013 2014 Stock Buybacks 2015 2016 Prior C-Corp Era Dividend 2017 2018 2019 IREIT Era Dividend 2020 2021 2022 -Total Leverage Ratio 1Q23 Source: Company Management Note: 1. Total leverage ratio calculated using total net debt excluding non-recourse debt; EBITDA adjusted for unrestricted subsidiaries, using trailing four quarters. Market cap as of 5/19/2023 11#13Market Updates & Recent Developments CoreCivic#14Our 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: Federal Partners • Key Federal Partner Challenges: • . ➤ Prison over-crowding, exacerbated by COVID-19 pandemic ➤ Aging and insufficient infrastructure ➤ Budgetary constraints. State legislatures not prioritizing corrections over other public services Rising crime rates 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 Wisconsin, Vermont, Idaho, Wyoming, Kentucky, Nebraska, Hawaii: Exploring private sector solutions to address criminal justice infrastructure needs Arizona: Closed outdated and obsolete public sector facility and transfered populations to a CoreCivic facility in 2022 pursuant to a new contract award Georgia: Considering the closure of numerous outdated and obsolete public sector facilities ➤ On August 9, 2022, purchased our 1,978-bed McRae Correctional Facility • ➤ Limited owned infrastructure ➤ Constantly shifting geographic and population needs ➤ Appropriate setting for detainees ➤Border surge 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 13#15...And Has Resulted in Many New Contract Wins Date June 2022 January 2022 September 2021 July 2021 May 2021 October 2020 September 2020 August 2020 New Contract Awards Details A local government agency enters into a two-year contract renewal for our 2,672-bed Tallahatchie County Correctional Facility in Tutwiler, Mississippi, that allows the U.S. Marshals Service (USMS) to continue utilizing the facility. The state of Arizona enters into a new contract to house up to 2,706 offenders at our 3,060-bed La Palma Correctional Center in Eloy, Arizona. The contract is the largest awarded to the private sector by any state corrections system in over a decade. The state of New Mexico enters into a new three-year lease agreement at our 596-bed Northwest New Mexico Correctional Center to transition facility operations to the New Mexico Corrections Department, effective November 1, 2021. The state of Montana expands its contract at our 664-bed Crossroads Correctional Center by 96 beds to utilize 100% of the facility capacity. Mahoning County, Ohio enters into a new contract to utilize up to 990-beds at our 2,016-bed Northeast Ohio Correctional Center to assist in caring for County inmates and federal detainees in their custody. 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 USMS enters into a new contract for our 1,692-bed Cimarron Correctional Facility in Cushing, 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. December 2019 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 August 2019 Correctional Center in Mississippi. May 2019 May 2019 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. 14#161 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 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 limited, 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 control 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 segment.1 CoreCivic currently leases to states our California City Correctional Center, Southeast Correctional Complex, Northwest New Mexico Correctional Center, and North Fork Correctional Facility, each of which was previously Company operated. 15#17Our Real Estate is Flexible for Alternative Uses We have a well-established recent history of repurposing facilities for alternative government partners: Facility Cimarron Correctional Facility Facility Capacity State 1,692 beds Oklahoma 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 Details 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. 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. 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 January 2022, the state of Arizona awarded a new contract to house up to 2,706 male offenders at the facility, which resulted in the transfer of ICE detainees to other facilities, including those we own in the region. 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. 16#18America'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." State Prisons Opened Since 1960 180 160 140 120 100 80 60 40 20 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: Correction 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 17#19Potential Growth Channels & Opportunities Multiple opportunities in the market to drive future growth, some of which can be realized due to our decision to convert to a taxable C-Corp in 2021, allowing CoreCivic to fund future growth initiatives with internally generated cash flows Properties Segment Design, construct, build, finance criminal justice properties for lease to government entities - Low-cost alternative for federal, state and municipal governments to modernize outdated infrastructure - Favorable financing readily available for a wide range of development opportunities · • CoreCivic estimates $15 - $20 billion infrastructure pipeline throughout the US prison system Potential to lease existing facilities to government agencies in need of additional or newer capacity • B CoreCivic • Community Segment 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 services using electronic monitoring and other technologies that partners view as an incarceration alternative for low-risk populations and as a tool to reduce overcrowding Currently have 450 beds available in idle Community facilities to respond to emerging partner needs Opportunity to increase occupancy at operating facilities Safety Segment Transition of contract at 3,060-bed La Palma Correctional Center from ICE to Arizona has created significant earnings disruption in 2022, expected to recover in 2023 The termination of Title 42 is expected to result in an increase in the number of people apprehended and detained by ICE Currently have 8,459 beds available in idle Safety prison facilities to respond to emerging partner needs Opportunity to increase occupancy at operating facilities 18#20Southwest Border Apprehensions Remain Elevated Apprehension rates along the United States Southwest border remains elevated-hitting 22-year highs during the summer of 2022 and further increasing in the first three months of fiscal year 2023 300K 250K 200K Title 42 expulsions, an emergency power granted to the Executive branch due to the pandemic, have allowed U.S. Customs and Border Protection to quickly remove all single adults apprehended 150K at the Southwest Border-reducing the near-term demand for detention beds On May 11, 2023, the Title 42 public health order officially ended, which has the potential to further increase activity at our Southwest border Encounter Count 100K 50K OK FY Southwest Land Border Encounters by Month 2023 (FYTD) -2022 2021 -2020 2019 Source: U.S. Customs and Border Protection - Southwest Border Migration Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total 2023 (FYTD) 230,778 234,306 251,644 156,223 155,656 191,956 211,401 2022 1,431,964 164,837 174,845 179,253 154,874 166,010 222,574 235,785 241,136 207,834 200, 162 204,087 227,547 2,378,944 2021 71,929 72,113 73,994 78,414 101,099 173,277 178,795 180,597 189,034 213,593 209,840 192,001 1,734,686 2020 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 19#21Unprecedented Commitment to ESG within the Corrections Industry . CoreCivic released the Company's fifth Environmental, Social and Governance (ESG) report in April 2023, demonstrating the continued commitment to transparency and accountability and providing more robust disclosures to show how the Company betters 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 CoreCivic staff and those planning for reentry to produce successful outcomes BAN BOX GO Life is worth the journey. After careful assessment, a life plan is developed to address potential barriers to reentry such as educational needs and substance use FURTHER disorders Initial primary focus was on social-related metrics and increased transparency Market perception already experiencing positive impact: - ISS Corporate Solutions Quality Score – May 2023 CoreCivic Social 2 Higher Disclosure Governance 3 Lower Risk Environmental Higher Disclosure Source: ISS Corporate Solutions Note: To view all CoreCivic's ESG Reports, click here: https://www.corecivic.com/esg Lower Disclosure 2022 ESG REPORT Higher Risk 6 Lower Disclosure CoreCivic 20#22Company'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. 21#23Human Rights - CoreCivic's Approach and Goals Human rights are foundational in all that we do, therefore the salient rights of residents and employees are considered. throughout our ESG and corporate strategies. We recognize the inherent dignity of every person and the benefits of promoting a culture of individual respect. Respecting the rights of those in our care is fundamental to our mission and a core component of the ethical framework that governs our business and operations. We operationalize our approach through the following management practices: Residents Maintain detailed policies and procedures that promote and protect human rights. Train all security personnel on risks to our operations during live, in-person training before interacting with residents and annually thereafter ● Provide grievance mechanisms for residents and their friends and family members to report issues. Audit and monitor facility-level performance against key industry-specific obligations ● Engage with external stakeholders on human rights issues. ● Employees Maintain detailed policies on employee rights, including equal employment opportunities; sexual harassment; harassment based on race, sex, and other protected characteristics; and accommodations for persons with disabilities Train all employees on harassment and discrimination policies annually Train all security personnel on human rights risks associated with corrections and detention operations Maintain multiple grievance mechanisms for reporting concerns and prohibit retaliation or reprisals for such reports. • Apply investigative resources and disciplinary mechanisms to enforce employee rights In 2021, we updated our human rights policy following a multi-year human rights risk assessment, which was developed in collaboration with internal and external stakeholders. Our updated policy follows the United Nations Guiding Principles Framework and was developed along with an external expert on human rights. 22#24CoreCivic's Quality Assurance and Government Oversight CoreCivic facilities' operations are subject to 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. Thirty-four (34) of CoreCivic's 35 Safety division facilities eligible for accreditation by the American Correctional Association (ACA) are accredited with an average score of 99.5%. Our vice president, quality assurance (QA) oversees all QA activities and regularly reports contract compliance and service quality metrics to senior management and the board of directors. We evaluate our approach by tracking metrics and, when needed, changing operational procedures informed by data related to evolving industry best practices, audit performance, corrective action plans, and employee and resident climate surveys, all overseen by QA. KEY AUDIT AREAS A Resident Safety Physical Environment Sexual Abuse Prevention Program Resident Programs m + Health Care Community and 1 Family Participation Facility Personnel Work Programs Use of Force i!! 50 Legal and Religious 03 Rights Food Service 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 23#25CoreCivic'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. 24#26Operational 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. 25#27CoreCivic's Health Services - Scope of Care CoreCivic Health Services Scope of Typical Care Delivery We recognize the unique nature of correctional health services and its challenges. Our approach to delivering care considers the higher degree of emergent needs in detention populations and the higher-than-average degree of chronic and non-acute care needs of inmate populations. The range of treatment services we provide to residents is summarized by category of service in the table at right. While we develop and maintain individual care plans for each resident, the most common types of health services are summarized here. MEDICAL SERVICES We screen for infectious diseases and urgent medical needs upon admission. Referrals are made as needed. Initial health assessments are provided within two weeks of admission with access to care for the duration of the resident's time in our care. We verify and continue current ✓ medications based on patient history of medical issues, mental health and infectious diseases. If new diagnoses are discovered, new medications are ordered as clinically indicated. We protect patients exhibiting signs of self-harm. In 2021 CoreCivic assembled a task force of 15 mental health professionals to examine existing challenges and identify best practices to protect against self-harm. Six work streams were identified to institute a treatment model that began implementation in 2022. m We create treatment plans for those with complex and chronic medical and mental health conditions and continue management as needed until reentry. We treat acute and episodic medical problems 24/7 and work with area providers when emergent off-site care is required. DENTAL SERVICES We screen new residents within two weeks of admission. We provide emergency dental care 24/7. We provide dental sick call for pain, ☑ swelling and infection within 24-48 hours. We provide oral hygiene instructions. All residents have in-facility access to a dentist for existing or new dental issues. OPTICAL SERVICES Vision needs are provided on site by an optometrist. 6-d MENTAL HEALTH SERVICES RX Licensed staff conduct mental health evaluations for new residents within two weeks. We renew current psychiatric medications upon arrival with follow-up by licensed mental health. professionals within 30 days. Qualified mental health professionals provide counseling and medication for diagnosed psychiatric conditions. 26#28CoreCivic's Health Services - Care Delivery Whether CoreCivic directly provides health services or coordinates with partner agencies and third-party providers, we are committed to providing quality care in line with correctional health standards set by organizations like National Commission on Correctional Health Care (NCCHC). Our focus on care delivery standards starts. with quality providers. Our provider credentialing process ensures that all medical providers are board certified and dentistry providers are appropriately vetted. We seek continuous improvement through. regular medical peer review and group review of serious incidents. Our focus on delivering therapeutic care includes the range of care delivery standards summarized at right. m A 島 RX Clinical Outcomes Residents have access to medical care 24/7 inside the facility. Patients generally see a nurse face-to-face within 24 hours of requesting care. We track performance to document applicable timing and access standards. Chronic Care - Patients with chronic conditions are seen regularly. Patients who are not improving are seen as often as clinically necessary, as often as daily. Patients who are improving and have no other needs may be seen up to every six months. Patient Watch List - Each facility administers a "watch list" of patients who are fragile, high-risk or sick and not improving. Nurses monitor these patients and alert physicians when early warning signs occur. This watch list is regularly reviewed and updated through a multidisciplinary process. Initial Assessments - Newly arriving residents are screened twice on arrival - first for any emergent needs, second for current/past medical issues and medications, mental health observations, immunization needs and infectious diseases. Residents are also screened for participation in any special programs or work assignments within the facility. Medications - Licensed medical directors decide which medications are preferable for use for routine, chronic, urgent and emergency conditions. Our pharmacy partner processes prescriptions and delivers them to the facilities where they are distributed to patients as many as six times a day. Patients typically are provided medication within 24-72 hours of the order. Standardized Clinical Processes - All facilities follow a standardized best practice template for care delivery. Flexibility is integrated into the standard design to permit government partner-directed processes. 6-d Dental - Dental services follow American Dental Association standards of care. Dental sick calls for pain, swelling or infection are seen within 24-48 hours for their chief complaint. Dental emergencies are evaluated by dental or medical care providers 24/7. Mental Health - A licensed psychiatrist evaluates patients with chronic conditions who require psychotropic medication. Patients are reevaluated every 90 days and before medications are renewed or changed. All patients prescribed psychotropic medication provide an informed consent before administration occurs. Patient Care in Restrictive Housing Units (RHU) - Medication is delivered to patients in RHUS. Nurses visit the units at least daily, mental health staff visit at least weekly, and medical providers as needed. Mental health staff conduct reviews of each patient within seven days of placement and every 30 days thereafter. Patients can schedule regular appointments with medical or mental health providers as needed or requested. Patients with serious mental illness are evaluated by qualified mental health staff who coordinate with other staff to house the patients in the safest option to meet their specific needs. Optical - Optometry services are provided on site with occasional referral to offsite specialists. Patients with co-morbidities who require regular exams receive care, and others can request services as needed. Emergent Care - Emergent needs inside the facility are subject to 24 hour nurse coverage or on-call physical coverage. 27#29CoreCivic's Commitment to Promoting Diversity, Equity and Inclusion We believe that diversity, equity and inclusion drives the quality of our operations, increases employee engagement and fortifies a culture of dignity and respect. CoreCivic leans on our Diversity, Equity and Inclusion Advisory Council comprised of team members from across the organization, initially guided by a board level DEI Committee. The council, in cooperation with outside consultants specializing in DEI, is charged with setting organizational goals and promoting a diverse and inclusive culture in all aspects of the company's operations. Annual Diversity, Equity and Inclusion Reporting CoreCivic's DEI Goals: Create a common language and shared understanding of DEI at CoreCivic reflected in our policies, practices and procedures and the behavior of our people within and across differences Create a culture where the value of belonging and respect eliminate the opportunity for isolation and disrespect Create a pipeline of diverse candidates of leadership talent, so that teams at all levels are more broadly reflective of our employees and the larger communities in which we work and serve 2022 DE&I ANNUAL REPORT Diversity Equity CoreCivic Inclusion Note: To view all CoreCivic's DEI Reports and our Racial Equity Audit Report, click here: https://www.corecivic.com/dei CoreCivic's First Racial Equity Audit Report CoreCivic was one of the United States' first companies to undergo a racial equity audit and published the full report in March. 2022 ➤ Key Findings: CoreCivic's values and executive leadership regarding DEI are thoughtful and appropriate Opportunities exist to better gather and analyze data impacting DEI matters Opportunities exist to expand the current scope of DEI initiatives—including more engagement with residents and community leaders Racial Equity Audit Report CoreCivic, Inc. March 24, 2022 Moore&VanAllen www.mvalaw.com 28#30Highly 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 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 Patrick Swindle . ● EVP and Chief Operating Officer Began at CoreCivic in 2007 Prior experience in sell-side equity research and finance department at CoreCivic Lucibeth Mayberry EVP and Chief Innovation Officer • • 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 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 29#31Diverse Board of Directors (Eight Independent) with Relevant Expertise Mark A. Emkes Donna M. Alvarado Robert J. Dennis Damon T. Hininger Stacia Hylton . ● Principal, LS Advisory Former Director, US Marshals Joined: 2016 • Chairman of the Board ● · Former Executive, Founder and President, Aguila International • Former Chairman and CEO, Genesco • • President and CEO, CoreCivic Joined: 2009 • Bridgestone ● Joined: 2003 Joined: 2013 Joined: 2014 Harley G. Lappin Anne L. Mariucci Thurgood Marshall, Jr. Devin I. Murphy John R. Prann, Jr. • Previous EVP, CoreCivic • Career in real estate • Former Partner, Morgan, ● Former Director, Federal BOP • Former President, Del Webb Corp. Lewis & Bockius LLP • Joined: 2002 • President, Phillips Edison & Company Joined: 2018 . Former CEO, Katy Industries. Joined: 2000 Joined: 2011 Joined: 2018 Experience in executive leadership, real estate, rehabilitation, corrections, human rights, media, legal, government affairs, and technology 30#32Appendix CoreCivic#33Reconciliation to Adjusted Diluted EPS ($ in thousands, except per share amounts) Net income Special Items: For the Three Months Ended March 31, 2023 December 31, 2022 September 30, June 30, 2022 2022 March 31, 2022 $12,400 $24,437 $68,318 $10,562 $19,003 Expenses associated with debt repayments and refinancing transactions Income tax expense associated with change in corporate tax structure Gain on sale of real estate assets, net Shareholder litigation expense Asset impairments Income tax expense (benefit) for special items Adjusted net income Weighted average common shares outstanding - basic 489 783 6,805 2,308 (579) (83,828) (1,060) (2,261) 1,900 879 3,513 (205) 20,959 (2,041) $14,708 $25,021 $9,745 $16,166 625 $17,367 114,533 114,982 116,569 120,529 120,796 Effect of dilutive securities: Restricted stock-based awards 937 1,274 881 817 Weighted average shares and assumed conversions - diluted 115,470 116,256 117,450 121,346 624 121,420 Adjusted Earnings Per Basic Share $0.13 $0.22 $0.08 $0.13 $0.14 Adjusted Earnings Per Diluted Share $0.13 $0.22 $0.08 $0.13 $0.14 32#34Calculation of FFO, Normalized FFO and AFFO ($ in thousands, except per share amounts) Net income Depreciation and amortization of real estate assets Impairment of real estate assets Gain on sale of real estate assets, net March 31, 2023 December 31, 2022 $12,400 24,171 $24,437 For the Three Months Ended September 30, 2022 June 30, ', 2022 $68,318 24,092 24,158 March 31, 2022 $10,562 $19,003 24,501 24,166 879 3,513 (579) (83,828) (1,060) (2,261) Income tax expense (benefit) for special items (78) 21,165 Funds From Operations $36,571 $48,751 $33,326 283 $34,286 625 $41,533 Expenses associated with debt repayments and refinancing transactions. 489 783 6,805 Income tax expense associated with change in corporate tax structure 2,308 Shareholder litigation expense Income tax benefit for special items Normalized Funds From Operations Maintenance capital expenditures on real estate assets Stock-based compensation 1,900 (127) (206) (2,324) $38,879 $49,113 $33,903 $40,667 $41,533 (3,123) (14,202) (7,717) (6,351) (3,287) 4,884 5,861 1,987 4,453 5,267 Amortization of debt costs Other non-cash revenue and expenses Adjusted Funds From Operations 1,198 1,222 1,257 1,434 1,730 1,190 1,831 505 (376) (372) $43,028 $43,825 $29,935 $39,827 $44,871 Funds from operations per diluted share $0.32 $0.42 $0.28 $0.28 $0.34 Normalized funds from operations per diluted share $0.34 $0.42 $0.29 $0.34 $0.34 Adjusted funds from operations per diluted share $0.37 $0.38 $0.25 $0.33 $0.37 33#35Calculation of NOI and Segment NOI ($ in thousands) Revenue Safety Community Properties Other Total revenues Operating Expenses Safety Community Properties Other Total operating expenses Net Operating Income Safety Community Properties Other Total Net Operating Income Interest Income from Finance Leases Safety Community Properties For the Three Months Ended March 31, 2023 2022 $ 417,650 $ 26,414 414,248 24,115 13,837 14,591 101 34 SA $ 458,002 $ 328,398 22,715 3,361 SA $ 452,988 SA $ 321,021 20,227 63 $ 354,537 $ $ 89,252 3,699 10,476 38 103,465 $ 2,143 SA SA SA 3,282 99 344,629 93,227 3,888 For the Twelve Months Ended December 31, 2022 $ 1,684,035 103,263 57,873 158 $ SA 1,845,329 $ 1,313,567 $ SA SA 86,016 13,682 527 1,413,792 370,468 11,309 17,247 44,191 (65) (369) 108,359 $ 431,537 2,187 Segment Net Operating Income Safety Community 89,252 SA $ 93,227 3,699 3,888 Properties 12,619 13,496 Total Segment Net Operating Income $ 105,570 $ 110,611 $ SA SA SA 8,711 370,468 17,247 52,902 440,617 34#36Calculation of EBITDA and Adjusted EBITDA Twelve Months Ended December 31, ($ in thousands) Net income Interest expense Depreciation and amortization Income tax expense EBITDA Expenses associated with debt repayments and refinancing transactions Gain on sale of real estate assets, net Shareholder litigation expense Asset impairments Adjusted EBITDA EBITDA from unrestricted subsidiaries Restricted Adjusted EBITDA Three Months Ended March 31, 2023 2022 2022 $ 12,400 $ 19,003 $ 122,320 22,089 25,392 95,851 31,042 32,028 127,906 8,146 6,610 42,982 $ 73,677 $ 83,033 $ 389,059 (2,261) $ 73,677 $ 80,772 (2,480) 71,197 $ (2,558) 78,214 Note: Reconciliations for prior periods, which are not reconciled to this presentation, can be found on the Company's website SA $ 8,077 (87,728) 1,900 4,392 315,700 (9,993) $ 305,707 35