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Agenda Financial Services and Retail and Retail Financial Services Welcome session Mail Mail Banco CTT Banco CTT Parcel and e-Commerce Solutions e-Commerce Solutions Parcel and ESG ESG Financial ambition and guidance and guidance Financial ambition Operations Operations Q&A and Coffee-break Coffee-break Q&A and Wrap-up and Q&A Wrap-up and Q&A

3 Disclaimer DISCLAIMER FORWARD-LOOKINGSTATEMENTS ThisdocumenthasbeenpreparedbyCTT–CorreiosdePortugal,S.A.(the“Company”or“CTT”)exclusivelyfor useduringthepresentationofthe Capital Markets Day 2022 (CMD).Asaconsequencethereof,thisdocument maynotbedisclosedorpublished,norusedbyanyotherpersonorentity,foranyotherreasonorpurpose withouttheexpressandpriorwrittenconsentofCTT.Thisdocument(i)maycontainsummarisedinformationand besubjecttoamendmentsandsupplements,and(ii)theinformationcontainedhereinhasnotbeenverified, reviewednorauditedbyanyoftheCompany'sadvisorsorauditors. This presentation contains forward-looking statements. All the statements herein which are not historical facts, including, but not limited to, statements expressing our current opinion or, as applicable, those of our directors regarding the financial performance, the business strategy, the management plans and objectives concerning futureoperationsandinvestmentsareforward-lookingstatements.Statementsthatincludethewords“expects”, “estimates”, “foresees”, “predicts”, “intends”, “plans”, “believes”, “anticipates”, “will”, “targets”, “may”, “would”, “could”, “continues” and similar statements of a future or forward-looking nature identify forward-looking statements. Allforward-lookingstatementsincludedhereininvolveknownandunknownrisksanduncertainties.Accordingly, there are or will be important factors that could cause our actual results, performance or achievements to differ materiallyfromthoseindicatedinthesestatements.Anyforward-lookingstatementsinthisdocumentreflectour current views concerning future events and are subject to these and other risks, uncertainties and assumptions relating to the results of our operations, growth strategy and liquidity, and the wider environment (specifically, marketdevelopments,investmentopportunitiesandregulatoryconditions). Exceptasrequiredbyapplicablelaw,CTTdoesnotundertakeanyobligationtopubliclyupdateorreviseanyofthe informationcontainedinthisdocument.Consequently,theCompanydoesnotassumeliabilityforthisdocumentif itisusedforapurposeotherthantheabove.Noexpressorimpliedrepresentation,warrantyorundertakingis madeasto,andnorelianceshallbeplacedon,theaccuracy,completenessorcorrectnessoftheinformationorthe opinionsorstatementsexpressedherein.NeithertheCompanynoritssubsidiaries,affiliates,directors, employeesoradvisorsassumeliabilityofanykind,whetherfornegligenceoranyotherreason,foranydamageor lossarisingfromanyuseofthisdocumentoritscontents.Neitherthisdocumentnoranypartofitconstitutesa contract,normayitbeusedforincorporationintoorconstructionofanycontractoragreement. Although CTT believes that the assumptions beyond such forward-looking statements are reasonable when made,anythirdpartiesarecautionedthatforward-lookinginformationandstatementsaresubjecttovariousrisks anduncertainties,manyofwhicharedifficulttopredictandgenerallybeyondthecontrolofCTT,whatcouldcause themodels,objectives,plans,estimatesand/orprojectionstobemateriallyreviewedand/oractualresultsand developments to differ materially from those expressed in, or implied or projected by, the forward-looking informationandstatements. Thisdocumenthasaninformativenatureanddoesnotconstitute,normustitbeinterpretedas,anoffertosell, issue,exchangeorbuyanyfinancialinstruments(namelyanysecuritiesissuedbyCTTorbyanyofitssubsidiaries oraffiliates),norasolicitationofanykindbyCTT,itssubsidiariesoraffiliates.Distributionofthisdocumentin certainjurisdictionsmaybeprohibited,andrecipientsintowhosepossessionthisdocumentcomesshallbesolely responsibleforinformingthemselvesabout,andobservinganysuchrestrictions.Moreover,therecipientsofthis documentareinvitedandadvisedtoconsultthepublicinformationdisclosedbyCTTonitswebsite(www.ctt.pt)as wellasonthePortugueseSecuritiesMarketCommission’swebsite(www.cmvm.pt).Inparticular,thecontentsof thispresentationshallbereadandunderstoodinlightofthefinancialinformationdisclosedbyCTT,throughsuch means,whichprevailinregardtoanydatapresentedinthisdocument.Byattendingthemeetingwherethis presentationismadeandreadingthisdocument,youagreetobeboundbytheforegoingrestrictions. Forward-lookingstatements(inparticular,theobjectives,estimatesandprojectionsaswellasthecorresponding assumptions)doneitherrepresentacommitmentregardingthemodelsandplanstobeimplemented,norarethey guaranteesoffutureperformance,norhavetheybeenreviewedbytheauditorsofCTT.Youarecautionednotto placeunduerelianceontheforward-lookingstatementsherein. Allforward-lookingstatementsincludedhereinspeakonlyasatthedateofthispresentation.Exceptasrequired by applicable law, CTT does not undertake any obligation to publicly update or revise any forward-looking statements,whetherasaresultofnewinformation,futureeventsorotherwise.

Welcome Session

Committed to deliver greener better faster e-commerce in Iberia and growth in our retail services platform in Portugal 7

Under this vision, CTT has been on a truly transformational journey Revenues Recurring EBIT Recurring EBIT Recurring EBIT mix 2021 +6.2% p.a. Growth business1 848 72% 28% Legacy Mail2 708 Total recurring EBIT 64 60 51% 33% 43 67% 49% -4 2018 2021 2018 2021 1. 2. Express & Parcels, Financial Services & Retail, Banco CTT and business solutions Mail & other excluding business solutions 8

The sector is deeply changing in the backdrop of digitalization and changing consumer habits and expectations 1. Digitalization and e-commerce growth driving change in mix 5. Businesses looking for “one-stop-shops” for digitalization 2. New supply chain dynamics, reinforcing opportunity for local/regional players 6. Slowdown in brick-and-mortar chains, thus increasing the social and economic roles of postal retail networks 3. Consumers demanding increased convenience and speed 7. All stakeholders requiring sustainable and socially responsible businesses 4. Technological evolution pushing efficiency and customer service 9

1. Digitalization of communication and e-commerce driving a significant shift in volume mix for postal incumbents Global trend mail-to-parcel volume ratio, items >15:1 8:1 4:1 2:1 1:1 11 6 10 10 Overall market growth, parcel and mail, 2000-25 CAGR, % 5 2 -2 -4 -4 -5 2000-05 2005-10 2010-15 2015-20 2020-25 Parcels Mail 10

1. Likewise In Portugal Trend mail-to-parcel volume ratio, items >15:1 8:1 3:1 >30:1 11 9 8 Market growth, parcel and mail, 2005-25 CAGR, % 1 -3 -7 -8 -10 Parcels Mail 2005-10 2010-15 2015-20 2020-25 11

2. Decentralization of supply chains reinforce the opportunity for local/regional players 60% of cross-border e-commerce flows come from intercontinental orders Global players building networks of fulfillment centers to increase resiliency Top 5 trade lanes 16 2 21 5 3 North America 6 North America Europe2 Asia- Pacific3 Regional suppliers complementing for last mile to improve quality and speed of service 3 26 9 South America 1 <1 <1 1 Middle East South America <1 <1 2 12

3. Consumers demanding increased convenience and speed of delivery Clients value proximity, flexibility, and sustainability of delivery points… … while expecting their parcels no later than next day 30% abandoned a shopping cart due to shipping time reasons 34% pinpoint long delivery times as a key reason to shop in stores instead of online 30% growth of points of convenience (next 3 years) higher checkout conversion if providing 100% effectiveness options 53% >38% 20% General willingness to pay extra for same-day delivery 34% 77% 10% Willingness to pay >€1 surcharge for same-day delivery 34% e-stores in Europe with pick-up points 64% >50% 19% 13

4. Technological evolution driving efficiency and customer service Turbo-charge customer convenience and expand portfolio Potential impact Customer experience tools: live tracking, expected time of arrival and new communication channels e-grocery solutions and cold chain logistics Same-day delivery +25% of e-commerce gross merchant value related to cross border sales, up from 17% in 2017 >€10bn same Day Delivery Market by 2025 Digitally enhance sales Cross-border e-commerce facilitation Cognitive agents and big data analytics and advanced algorithms 15% p.a. growth of online grocery in coming 5 years EBIT uplift per year from data and analytics in sales and pricing 10% Transform operations End-to-end transparency through IoT and smart sensors Robotics, autonomous transport and unmanned ground and air delivery Crowd-sourced couriers 40% reduction in last-mile delivery cost per parcel due to autonomous delivery vehicles 14

5. Businesses – large and small – searching “one-stop-shop” for digitalization CTT current footprint CTT potential footprint Advertising Webshop VAS Inbound Fulfillment Advertisement Login & ID Order mgmt. Inventory mgmt. Inbound/ restocking Fulfilment Checkout / payment Web shops / marketplace Linehaul Linehaul Last mile Last mile Return Return VAS VAS Customer data, personalization Linehaul Last mile – point Last mile – door Returns Customer service Loyalty 15

6. Postal networks play an increasingly important social and economic role, given the brick-and-mortar slowdown CTT has a capillary and stable network While there is a closure of brick-and-mortar services Number of branches evolution in Europe, ‘000 190 -33% Azores 570 Post Offices 170 1,800 Postal agencies 125 Madeira 103 >4,000 Payshop agents 2005 2010 2015 2020 2025 16

Ambitious but well targeted ESG strategy and plan: becoming fundamental to underpin business objectives and engage stakeholders Regulatory requirements According to EU 2020/852 sustainability includes: • Socially contribution to environmental goals • Reaching social requirements (e.g.. gender gap) • Meet minimum selection criteria (e.g., diversity) Investors 10-20% valuation uplift possible for companies with strong sustainability focus Consumers Employees Interest about sourcing Priorities include participative engagement, recognition of merit or management of diversity Expectations convenience, responsibility and environmental care 17

The sector is deeply changing in the backdrop of digitalization and changing consumer habits and expectations 1. Digitalization and e-commerce growth driving change in mix 5. Businesses looking for “one-stop-shops” for digitalization CTT is already seizing these transformation opportunities 2. New supply chain dynamics, reinforcing opportunity for local/regional players 6. Slowdown in brick-and-mortar chains, thus increasing the social and economic roles of postal retail networks 3. Consumers demanding increased convenience and speed 7. All stakeholders requiring sustainable and socially responsible businesses 4. Technological evolution pushing efficiency and customer service 18

Having been able to achieve diversified, sustained and profitable growth Revenue evolution 2018-21 €m 65 We have converted declining mail revenues into higher diversified growth business revenues 848 8 107 708 19 51% -60 49% Express & Parcels was the main contributor to revenue growth with FS&R and BCTT also registering healthy growth EBIT evolution 2018-211 €m 64 25 60 BCTT was the main driver of increased profitability (EBIT) with E&P and FS&R also contributing positively 8 14 72% -52 1 28% FY18 Legacy Mail2 Business Solutions Express & Parcels Financial Services & Retail Banco CTT FY21 1. Recurring 2. Including Business Solution and Central Structure 19

3 key landmark achievements shaped our way in 2019/20/21 1 2 Spain turnaround Bank breakthrough 3 Concession contract 20

Key landmark achievement 1: Spain turnaround CTT Express EBITDA1 €m Strategic switch to own operating model Healthier growth Sustained Handling of legacy/ capacity constraints growth and scale 2 enabled EBITDA Significant market share gains breakeven, ahead -4 of plan -8 -9 Scale and higher efficiency 2018 2019 2020 2021 21 1 EBITDA, excluding impairments & provisions

Key landmark achievement 2: Bank breakthrough Sizable and high potential customer base, in just 5 years of activity >570k current accounts Banco CTT: a proven business model and a clear strategy achieving profitability in adverse conditions >€1.000m consumer credit book Establishment of a meaningful consumer finance business, based on high potential partnerships >€700m off-balance savings AuM Leverage on CTT Group’s tradition on savings' placement, while also exceling in bancassurance 22

Key landmark achievement 3: concession contract New postal law provides checks and balances for pricing and quality parameters 7-year contract: 2022, a transition year followed by two 3-year terms Value levers Price Criteria based on historical data to be defined by agreement between CTT, ANACOM and the Consumer Directorate-General Quality To be approved by the grantor upon ANACOM's proposal following European best practices Density Broadly in line with the status quo Price Quality Density 23

Going forward we envision a better, faster, and greener CTT Better Greener Faster 24

A well diversified company, exposed to sustained growth B2B B2C Mail Business & commerce services Parcel and e-commerce solutions Financial services & retail Banco CTT Our legacy business and main cash generator leveraging a new USO contract The integrated one-stop-shop Iberian player offering business solutions The first growth engine of the Group with exposure to international markets Crucial profitability driver and one-stop-shop for customer service needs Fast growing consumer finance bank exploring expanding core retail franchise Better, Faster and Greener 25

A well diversified company, exposed to sustained growth Mail Business & commerce services Parcel and e-commerce solutions Financial services & retail Banco CTT Our legacy business and main cash generator leveraging a new USO contract The integrated one-stop-shop Iberian player offering business solutions The first growth engine of the Group with exposure to international markets Crucial profitability driver and one-stop-shop for customer service needs Fast growing consumer finance bank exploring expanding core retail franchise 26

The strategy for Mail business follows three pillars Pricing strategy Digital services Business solutions 27

Iberia: a large and growing market, with a unique potential to accelerate e-commerce penetration Iberia is the 4thlargest European market after the UK, Germany and France, and is predicted to be the fastest growing e-commerce market in the years to come E-commerce-relevant parcel1 penetration, 2021 Number of parcels per capita per year Limited supply appears to be the main cause: Serbia Romania Portugal 4.0 4.8 4.9 5.5 5.5 5.5 6.6 8.7 9.2 2018 2021 2023 Change, total Change, % • Portugal is typically an early adopter of consumer technologies (cell phones, ATMs, electronic tolls) 72.5 55.5 33.1 15.3 13.9 7.9 10.1 10.1 1.7 11.8 131.2 86.6 55.6 27.6 25.3 12.9 21.3 24.4 3.6 28.0 159.1 109.5 66.6 33.7 29.8 15.5 27.9 30.7 4.6 35.2 +86.6 +54.0 +33.5 +18.4 +15.9 +7.6 +17.8 +20.6 +2.9 +23.5 +119% +97% +101% +121% +114% +97% +176% +204% +170% +199% Czech Republic Greece Poland Lithuania Portugal ranks 4thin Europe in the percentage of external e-commerce, confirming the limited local offer • Italy Slovenia Spain France Ireland Denmark Belgium Switzerland Netherlands Germany 14.5 15.4 17.7 20.3 21.9 22.1 26.4 27.4 UK US 40.0 40.5 European e-commerce market €bn China2 80.0 1 IMR market study 2Pordata 3Delta of Spanish growth / Delta of total group growth 29 Source: IMR market study, Passport- Euromonitor

CTT is the CEP player with the best-integrated operations in Iberia Integration across Iberia Integration of mail and parcel operations in Portugal 17 94k 100% depots serving both countries parcels/hour sorting capacity D+1 geographic coverage in Iberia 46% 36% 29% 50% Iberian flows are relevant for our clients clients in Portugal sending to Spain clients in Spain sending to Portugal CEP Portuguese international market 2019 clients in Spain choose a single operator for Iberia1 30

Iberian focus is decisive for our growth ambition 43 % Overall weight in revenues €m Contribution to growth1 % 848 29% 708 44% 61% 14% 8% 71% 86% 92% 56% 39% 2018 2021 2025E 2018-21 2021-25E 31 1.Delta of Spanish growth / Delta of total group growth

Retail emerging as a unique proximity platform for provision of convenience services Unique capillary network, associated with customer proximity Excel in public debt placement and become a leading distribution network of non-life insurance Leverage existing in-person traffic and increasingly available digital / self- service functionalities Solving for customers’ convenience and daily service requirements and eliminating pain-points 33

A well diversified company, exposed to sustained growth Mail Business & commerce services Parcel and e-commerce solutions Financial services & retail Banco CTT Our legacy business provides important cash stability leveraging a new USO contract The integrated one-stop-shop Iberian player offering business solutions The first growth engine of the Group with exposure to international markets Crucial profitability driver and one-stop-shop for customer service needs Fast growing consumer finance bank exploring expanding core retail franchise 34

Bank fast forward growth based on 3 axis Monetize customer base, Excel in life savings, Grow consumer lending, deepening banking relationships leveraging CTT legacy as long-term savings platform aiming to become a reference player in Portugal 35

ESG: consistently raising our commitments and achievements The world needs to be decarbonized, embrace diversity, and enhance business ethics … …and CTT is an active part of this mission Gender parity in the top and mid- management by 2025 ~100% Green vehicles in internal last-mile fleet by 2030, 50% by 2025 Net zero in CO2emissions by 2030 75% of procurement purchases to local players by 2025 50% Net zero Diversity Integrity Mid-management employees’ incentives linked with ESG goals by 2025 36

Committed to deliver Ready! greener better faster e-commerce in Iberia and growth in our retail services platform in Portugal 37 37

Mail

Business under transformation with mail weight in group decreasing over time The contribution of mail out of total revenues has decreased in the last years -18pp. (2018-21) While the total revenue has consistently increased +6%p.a. (2018-21) 848 745 437 740 33% 38% 708 45% 51% 338 279 236 472 67% 461 62% 55% 411 407 49% 2018 2019 2020 2021 2018 2019 2020 2021 Other business units Mail

CTT mail business with strong EBIT margin leveraging strong competitive factors EBIT recurring margin 2018-21 01 … through a more efficient and modern operational structure… 24% 23% 17% 16% 12% EBIT margin excluding central structure cost 2018 2019 2020 2021 02 … leveraging the new USO contract that gives CTT room to substantially offset the expected decline in mail volumes and transform operations 14% 12% 4% 4% EBIT margin including central structure cost 6% 2018 2019 2020 2021 Peers EBIT margin, 2021 42 Source: CTT

Mail is an asset and creates the opportunity to address a large customer base of Corporate and SMEs, with extended services offer Mail Strengthen the relationship with the clients Strong brand Large customer base / relationship with all companies in Portugal Corporate and Public entities Tailored solutions, from doc management, to BPO and contact centers Mail creates the opportunity to address a very large customer base of corporate and SMEs, of more than 600k companies, with a large services offer and supporting the digitalization process Capillary presence, with Account Managers and +570 stores Extensive track record of business support skills SMEs Standardized and mostly digital and self-service solutions Knowledge of processes and flows of digitalization of large companies 43

The strategy for Mail business will follow these three pillars Price strategy Digital services Business solutions Price increases improving the sustainability of Mail business Significant growth of digital services ensuring that CTT creates more value and be a reference in digital transactions, as its customers are undergoing the digitalization process Develop new products and solutions to provide clients with integrated solutions focused on efficiency enhancement Increased price flexibility allowing to manage the churn rate 1/4 of customers with both physical and digital CTT solutions, creating more stickiness 44

Building the digitalization roadmap to connect businesses with people, enhancing the use of Via CTT to promote security in mail deliveries Activation of Via CTT Subscription Reception >1.8Mn Clients already use the security mail +50% Users activate their PO at stores, giving a proof of ownership of the box to increase security Select the entities from which they wish to receive communications. Data can be validated by the entity Users receive communications from the subscribed entities being alerted by the portal Potential to reach portuguese households registered in the service CTT as the corporate client’s enabler for their digitalization roadmap, being the partner for physical and digital communication, combining customer experience and convenience in the reception and delivery of mail 45

CTT promotes the digitalisation providing digital and safe solutions for SMEs and corporates E-carta (e-letter) The solution of E-carta creates a secure environment to send mail without printing, or manually packaging, generating a normalization of the documentation and controlling the mail volume with a significant cost reduction 01 Documentation normalization 02 Mail volume control, possibility to track all mail in last 12 months 03 Process optimization and simplification, reducing the friction to send mail 04 Cost reduction, reduction of printing and sustaining mail volume 46

Business solutions complement mail value offering, helping B2B customers drive their business across the value chain Revenues for Business Solutions Business management offers different services Allows CTT to provide its clients with integrated solutions bringing more efficiency to such processes Index; 2019=100 >x3.5 Mail management and mail Rooms For large companies offering tailored BPO (document management) to sustain the mail value +9%p.a. (2019-21) Printing and finishing Archive and dematerialization (physical and digital) SMEs are provided with building self-service solutions x1.2 100 Moreover, CTT supports the government on achieving greatest processes efficiency Workflow and approvals 2019 2021 2025E Source: CTT 47

NewSpring reinforces Business Solutions’ offering allowing to expand services provided in Mail value chain, moving to VAS and managing client relationship Transformation of Mail Revenues in in other Business Solutions Mail & Business Solutions1 Revenues % … bringing an opportunity to increase penetration in customer base and bring a high-quality service to our clients NewSpring serving an attractive market with ambitious objectives... Expand market share in banking and insurance segment 22% 7% CTT client base Business Solutions Public sector Utilities NewSpring client base Banking Insurance Penetration in other sectors 93% 78% Mail Telcos SMEs Moving towards medium size company segment 2021 2025E Increasing share of wallet Reducing customer churn 1. Including Business Solutions in CTT and NewSpring 48

Extended service offer, targeting specific needs of large customers and public entities with tailored solutions Support the business Empower the business For corporates and public entities, we have tailored solutions, based on the client’s needs Mgmt vertical Marketing & Advertising Mail for business Document mgmt Support services • Ensuring the use of secure physical and digital mail for our business clients • Via CTT (digital mail) • Printing and finishing • Mailrooms • Archive • Administrative BPO • Specialized BPO • Contact centers • STICO (fines’ management system for Public entities) • Geographical services • Tailored Online and physical marketing campaigns • Wi-fi & mobile comms For SMEs we develop a one-stop-shop solutions factory that offers full support to their business 49

Increased product mix by developing transversal and turnkey offers that can address SMEs’ needs, from e-carta to contact centers and self-service advertising tools Support the business Empower the business For corporates and public entities, we have tailored solutions, based on the client’s needs Mgmt vertical Marketing & Advertising Mail for business Document mgmt Support services • Ensuring the use of secure physical and digital mail for our business clients • Via CTT (digital mail) • E-carta (self-service) • Mailrooms • Archive • Workflows • Administrative BPO • Specialized BPO • Contact centers • STICO (fines’ management system for Public entities) • Geographical services • Self-service online and physical campaigns • Wi-fi & mobile comms • Giftware For SMEs we develop a one-stop-shop solutions factory that offers full support to their business 50

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