3Q25 Institutional Presentation

January 2026

Other

JSP

Holding

Free Float

DIVERSIFICATION

Creation of business units with independent management Development of the largest portfolio of logistics services in the country,

BUSINESS RESTRUCTURING

Independent companies with dedicated management and compensation aligned to the goals and objectives of each business

15.0% 59.0% 26.0%

1956

serving CUSTOMERS and creating commercial alliances in ESSENTIAL SECTORS of the economy

1980s/90s 2010

2015

Other Free Float

14.5% 55.1% 30.0%

2020

CORPORATE RESTRUCTURING

2026

YEARS

ESTABLISHMENT

Solid Culture and Values as the pillars of business development and

long-term perpetuity

IPO

Strengthening our capital structure and governance

Sustainable development and new avenues for growth

ESTABLISHMENT OF SIMPAR

Culture, Values, and unique management model ensure agility in the execution of strategic plans for a continuous cycle of TRANSFORMATION with value creation

2

Development of one of the largest business groups in Brazil

‌3

SIMPAR: Controls, directs and supports the execution of the business plans of its independent

companies

Free Float JSP

Simões Family Holding

Other1

Consolidated - Adjusted 3Q25 LTM

31.1%

59.0%

9.9%

28.1% 71.9%2

32.3%

67.7%2

38.7%

61.3%2

28.2%

71.8%

100.0%

100.0%

100.0%

100.0%

+31 k trucks, machinery and equipment

+1 K

customers

+16 sectors

+1.5 million

m² storage area

9 countries

34 k employees

Second largest car rental and fleet management and outsourcing company in Brazil

+259 k

vehicles

262 RAC stores

100 used-vehicle stores

10 months | 17 months

(Average age RAC and GTF)

6 k employees

+52 k trucks, machinery and equipment

21 used-vehicle stores

R$ 13.0 bn

deployed backlog

2 k employees

37 brands

196 stores

12 states

6 k employees

Infrastructure and services concessions

CS Ports: +1.8 mn

tons handled in 3Q25 LTM

CS Highways:

+891 km of roads

+600 employees

Waste management, recovery and sanitation

+2.5 k tons of waste treated per day

1 city

+1 mm people served

+2.4 k employees

Bank that contributes to the development of the SIMPAR group's ecosystem

R$ 2.1 bn

portfolio 3Q25

R$ 364 mn financial intermediation revenue 3Q25 LTM

12.4%

basel index 3Q25

170 employees

+28 customers

+54 contracts

+5.1 k fleet

+1.8 mn/year

passengers transported

3.0 k employees

Notes: (1) 13.1% of the shares are detained by the Simões Family and 2.8% are detained by Board Members, Directors and Treasury; (2) The stake informed above considers SIMPAR's direct stake in the subsidiaries and the position through derivatives referenced in common shares contracted by CS Brasil Holding e Locação S.A., a wholly-owned subsidiary of SIMPAR, according to the notice to the market released on 12/22/2023.

sharing Culture and Values to execute efficiently and deliver sustainable results

Qualified and highly experienced executives Board of Directors

CEO

FERNANDO ANTONIO SIMÕES

SIMPAR Directors

SIMPAR Directors

SIMPAR Directors

SIMPAR Directors

SIMPAR Directors

Calil

(Chairman)

Adalberto Fernando A. Fernando A.

Simões Filho Simões

(Deputy (Board Chairman) Member)

(Chairman) (Board Member) (Board

Member)

Ferrez

Juliana

Baiardi

Simões

Fernando A. Denys

(Chairman) (Board Member) (Deputy

Chairman)

Denys

Ferrez

Fernando A.

Simões Filho

Fernando A.

Simões

CFO and

IRO

DENYS MARC FERREZ

People and Culture

JULIANA SIMÕES

Controllership

SAMIR FERREIRA

Risk Management, Compliance and Audit ERIKA EGGERS

Legal VP VINICIUS JOSE ZIVIERI RALIO

Communications and Sustainability PAULA PEDRÃO

VP of Planning and Management JULIANA BAIARDI

Independent Members

Independent Members

Independent Members

Independent Members

Independent Members

CEO FERNANDO QUINTAS

CFO RODRIGO ANDRADE

CEO FERNANDO QUINTAS

CFO RODRIGO ANDRADE

Álvaro Novis (Independent member)

Paulo Kakinoff (Independent member)

Gilberto Xandó (Independent member)

Marcelo Castelli

(Independente)

Maria Fernanda dos Santos Teixeira

(Independent member)

Renato Horta Franklin (Independent member)

Marcelo José Ferreira e Silva (Independent member)

Augusto Marques da Cruz (Independent member)

Ándre Fehlauer (Independent member)

Fernando A. Adalberto Denys Simões Calil Ferrez (Chairman) (Board Member) (Board

Member)

Simões

(Chairman) (Board Member) (Board

Member)

Juliana

Baiardi

Fernando A. Denys

Ferrez

Jose R. Tambasco (Independent member)

GOVERNANCE

2026

Listed Companies - Novo Mercado

CEO GUILHERME SAMPAIO

Financial Adm. Director MARISTELA NASCIMENTO

CEO GUSTAVO MOSCATELLI

CFO DANIELA SABBAG

CEO GUSTAVO COUTO

CFO JOSE CEZARIO

CEO SEBÁSTIAN DARIO LOS

Financial Adm. Director EMILIO CARVALHO

CEO PAULO PINHO

CFO

FELIPE

FRANCISCHINELLI

CEO JOÃO BOSCO

Committees

Boards

5

5

20

CFO RODRIGO ANDRADE

'

Culture and Values

Customer

People

Simplicity

Owner Attitude

Sustainability

Profit

Management Model with independent companies, Governance, and People

4

5

Unique positioning in Brazil and investments exceeding R$62 billion in 4 years

Geographic Footprint

People

Scale

~8% of national production²

~6% of national production³

Notes: (1) Considers 3 indirect jobs for each direct employee, according to the BNDES job creation model (https://web.bndes.gov.br/bib/jspui/bitstream/1408/16343/1/PRPer125237_Informe-sf_n31_compl_BD.pdf); (2) Considers the trucks purchased by Vamos and JSL and the truck registrations disclosed by ANFAVEA in 2024; (3) Considers the vehicles purchased by Movida and the vehicle and light commercial vehicle registrations disclosed by ANFAVEA in 2024

Employees

+42K since the IPO

Gross Capex

R$ billion

R$95 bn in 15 years

Net Capex

R$ billion

R$57 bn in 15 years

Operating Assets

R$ billion

~89% Cars and

trucks

Corporate Restructuring

IPO

Ref. IPO 2010

6

Robust investments that contribute to growth and lay the foundations for the coming years

7

Five years since the reorganization that led to the creation of SIMPAR:

Leadership, scale and solid foundations sustain our value extraction strategy

SIMPAR Group's progress over the five years

since the creation of SIMPAR Holding (Aug/20)

Strategic Planning:

Pillars for extracting value from the bases built

Evolução do Grupo SIMPAR

2016 2T20 LTM

3T25 LTM

Ongoing organizational progress across our companies - new organizational structure at JSL designed to maximize agility, excellence, and efficiency to create sustainable value for clients and shareholders

Corporate

Independent Companies 3 6 8

Fair Pricing - price adjustments in new contracts and disciplined repricing

of existing ones

High-liquidity

Assets

Fleet (amount) 100 K 150 K Fleet (R$) R$ 5 bn R$ 8 bn

346 K

R$ 42 bn

Stronger control over the reduction of operating costs and

administrative expenses

Higher asset utilization rate, greater agility in asset deployment and

Diversification % of EBITDA from JSL 75% 32%

Financial Indicators

16%

decommissioning, reduced inventory levels, continued cash

generation, and strengthened capital structure

A new level of efficiency to improve operational and financial indicators, including deleveraging

Higher cash generation and lower investment requirements to create value for shareholders and ensure business sustainability

8

Actions focused on reducing costs and expenses have led to improvements in operating

Costs and Expenses

• Reduction in operating costs

• Reduction in administrative expenses

• Renegotiation with suppliers

• Optimization of personnel expenses

efficiency indicators

Annualized EBITDA from Services / Net Fixed Assets EBITDA LTM per Employee - R$ thousand

+25%

• Price adjustments

  Revenue

• Contract renegotiations

Program to increase efficiency and reduce costs and expenses

9

High cash generation potential from value extraction of established bases and lower investment

requirements

Maximizing value extraction from established bases

+55,000

Employees

aligned with our Culture and Values

EBITDA / Net CAPEX

EBITDA

Net Capex

EBITDA / Net CAPEX ¹

+1.4x

+346 K

Operating Assets

Governance

5 Boards of Directors

5 Companies on Novo Mercado

+1,500

Customer Service locations

1.5 mn sqm

Warehousing Capacity

Note: (1) Excluding acquisitions

Gross Revenue - R$ bn EBITDA - R$ bn

CAGR

2009 - 3Q25 LTM

23%

CAGR

2009 - 3Q25 LTM

28%

EBIT - R$ bn Net Income - R$ bn

CAGR

2009 - 3Q25 LTM

27%

10

Constant transformation of the group scale

Debt Profile and Debt Amortization Schedule - 3Q25³ - R$ bn

Capital Market Funding

Net Debt evolution reflects each company's financial

management autonomy and capital needs.

Net Debt R$ 15.4 bn

R$ 12.0 bn

R$ 5.7 bn

Holding

R$3.2 bn

R$1.9 bn

R$ 1.3 bn

R$ 1.1 bn

R$ 0.7 bn

Consolidated

R$ 41.4 bn

Δ QoQ

- 2%

- 3%

- 1%

+ 8%

- 4%

+ 9%

+ 5%

+ 3%

- 2%

Net Debt (ex-BBC)¹ R$41.4 bn Short-term debt coverage2,3 2.0x

Cash²

R$14.5 bn

Amortization Coverage 2027

Average Term Net Debt 4.0 years

Consolidated Cash Position

AA(bra) local brAA+ local AA+br local

Indebtedness by Company - 3Q25

Cash fully covers the 2025, 2026, and 2027

maturities

Accounting cash

Available undrawn committed credit lines

Available Floor Plan

1.2 12.6

1.0

0.1

0.1

0.5

0.4

0.6 3.4

Gross Debt

BBC Funding (CDBs) New Funding October/25

Notes: (1) For net debt purposes, the Company excludes hedge mark-to-market fluctuations that are allocated in Equity under other comprehensive income since they are unrealized market variations and will not exist upon maturity; (2) Includes the book cash and available undrawn committed credit lines and floor plan; (3) Excludes the accounting of derivative financial instruments, cash, and BBC funding operations

11

SIMPAR Consolidated: Strong cash position, long-term debt profile and broad access to credit

Net Debt¹ R$3.2 bn

Short-term debt coverage²

16.4x

Average Term

Net Debt

5.7 years

Cash

R$2.9 bn

Amortization Coverage 2030

AA(bra) local brAA+ local AA+br local

Debt Amortization Schedule 3Q25² - R$ bn

Cash fully covers maturities until 2030

Notes: (1) For net debt purposes, the Company excludes hedge MTM variations that are allocated to Equity in other comprehensive income since they are unrealized market variations and will not exist at maturity

(2) Excludes the accounting of derivative financial instruments

12

SIMPAR Holding: Strong cash position and long-term debt profile

ConsolidateCdonLseovliedraategdeL-eavesrapgeer -Caosvpeenr aCnotvsenants

Bonds - Net Debt/EBITDA Local Debts - Net Debt/EBITDA-A

Average Selic

Excess Invested Capital

Over Time

Release of R$583 mn in excess

invested capital

Notes: (1) A concept used only for Bond issues where there is no early maturity. However, there are pre-established rules that must be complied with; (2) a concept used for all local issues - if the limit is exceeded, negotiation with creditors would be required to avoid a possible early maturity

13

Reduced leverage despite the challenging economic scenario

14

Optimization of allocated capital and improvement efficiency will contribute to improved

profitability

Consolidated ROIC 3Q25 LTM

What is Productive ROIC?

Excludes the capital employed in operations that have not yet contributed to our revenue generation and adds the additional NOPLAT from Vamos's utilization rate normalization.

• Additional NOPLAT driven by VAMOS's occupancy rate normalization - R$ 0.2 bn

  +1.5 p.p

  ROIC (ex-BBC) ROIC (ex-BBC)

• Average productive invested capital (3Q24 vs 3Q25); R$ 42.6 bn

- = - =

1. Considers:

   1. projects under implementation at JSL (R$1.3 bn in 3Q24 and R$0.9 bn in 3Q25)

   2. excess inventory at Automob (R$0.5 bn in 3Q24 and R$0.2 bn in 3Q25)

   3. invested capital in CS Infra (R$0.8 in 3Q24 and R$1.6 bn in 3Q25)

   4. normalization of VAMOS's occupancy rate (R$1.4 bn in 3Q24 and R$1.0 bn in 3Q25)

   5. used vehicles inventory at VAMOS (R$0.8 bn in 3Q24 and R$0.7 bn in 3Q25)

Absolute return since IPO - Sep/20

+5x

IRR - highest price JSLG3²

+84%

3,057

1,500

282

1,782

IRR¹

+39%

395

InSvIeMstPimAeRnto Mkt Cap DDiivviidendoss PTaorttaicl iSptaaçkãeo invSeIMstPmAeRnt stake SITMoPtaAlR

SIMPAR SIMPAR

Absolute return since IPO - Feb/17

+5x

IRR - highest price MOVI3²

+53% 4,529

681

3,271

2,590

IRR

+22%

713

InSvIeMstPimARento Mkt Cap DDiiviidendoss PTaorttaicl iSptaaçkãeo invSeIMstPmAeRnt stake SITMoPtaAlR

SIMPAR SIMPAR

Absolute return since IPO - Jan/21

+6x

IRR - highest price VAMO3²

+2,374%

14,512

3,705

2,461

1,245

IRR

+65%

587

InvSeIsMtiPmAeRnto Mkt Cap DDivivididennedosd PTaor tiaclipSatçaãkoe inSvIeMsPtmAeRnt stake e secundária STIMotPaAl R

SIMPAR SIMPAR

Notes: (1) Considers SIMPAR's direct stake in the companies listed on 12/09/25; (2) Considers the highest closing price, on 04/09/24 for JSLG3, 07/29/21 for MOVI3 and 07/30/21 for VAMO3.

Value creation from SIMPAR's perspective: listed companies

15

IPO

IPO IPO

R$1.1¹ bn

SIMH3

market value

IPO

IPO

R$5.5 bn

SIMH3

market value

R$ 2.00¹

SIMH3/share

(JSL S.A.)

...

R$6.31²

SIMH3/share

2010

2017 2018 2019 2020 2021 2022 2023 2024 2025

Caption: SIMH3 Market value MOVI3 Market value JSLG3 Market value VAMO3 Market value AMOB3 Market value

Notes: (1) Adjusted considering the stock split performed in August/21; (2) Update date: 12/09/2025

16

Value Creation of SIMPAR (SIMH3)

(No follow-on since IPO in 2010)

2011

Merger

17

High standards of Corporate Governance

2020

2021

2021

2024

Corporate Restructuring

Merger

Merger

Corporate Restructuring

5 companies listed on the Novo Mercado B3's highest governance standard

SIMPAR - Majority of BD members

2 independent members per company. (40%)

5 Boards of Directors

SIMPAR, JSL, Vamos, Movida and Automob

Unanimous decisions with the essential contribution of independent members in our development

19

Committees

• Audit Committee (Statutory)

• Ethics and Compliance

• Sustainability

  • Strategic Planning

  • Finance and Supplies

    Controller delegated to minority shareholders and followed their decisions in 5 related party transactions since IPO (2010)

    Internal Controls, Risks and Compliance Independent and reporting to the Audit Committees

• Sustainability Policy

• Human Rights Policy

• Climate Change Policy

• Social Investment Policy

• Stakeholder Engagement Policy

• Gifts, Entertainment and Hospitality

Policy

Whistleblowing channel Outsourced and independent

• Policy for Interaction with Public Authorities:

• Public Bidding Participation Policy:

• Transparency Portal

• Donations and Sponsorship Policy

• Risk Management Policy

• Related-Party Transactions Policy

sectors in the most important sustainability indices in the world

Sector

Average

SIMPAR ranked above the average

in the transportation and logistics sector in the world

Corporate Sustainability

Assessment (CSA)

Sector

Average

4 Brazilian companies in the sectorare in the yearbook, with three companies from the Group -SIMPAR, Movida and VAMOS

SIMPAR is included in B3's Corporate

Sustainability Index (ISE) for the fourth consecutive year (2022 / 2023 / 2024 / 2025)

SIMPAR Group stands out in ISE B3 as one of the business groups with more listed companies, since Movida, JSL and Vamos

also make up the index

18

ESG: SIMPAR is above the average of its peers in the transportation and logistics

19

Group Companies

20

Subsidiaries

(R$ mm) 1T24 UDM

Scale, governance, growth and profitability generate opportunities and the continuity of sustainable development

47%

of Consolidated

EBITDA 3Q25 LTM

of Consolidated

30% EBITDA 3Q25 LTM

R$ mn

Net Revenue

3Q25 LTM

14,261

5,440

R$ mn

3Q25 LTM

Net Revenue

EBITDA Adj.¹

EBITDA

5,466

3,524

Net Debt / EBITDA

2.7x

Net Debt / EBITDA

3.3x

+259 k

cars

100

used-vehicle

stores

+52 k

trucks, machinery

and equipment

21

used-vehicle

stores

262

RAC stores

10 months | 17 months (Average age RAC and GTF)

R$ 13.0 bn deployed backlog

Net Income 405

Net Income Adj.¹ 289

16%

of Consolidated

EBITDA 3Q25 LTM

3%

of Consolidated

EBITDA 3Q25 LTM

Best Points

R$ mn

Net Revenue

EBITDA Adj.¹

3Q25 LTM

9,678

1,891

R$ mn

Net Revenue

EBITDA Adj.

3Q25 LTM

12,605

536

Net Debt / EBITDA

3.0x

Net Debt / EBITDA

3.6x

+31 k

trucks, machinery

and equipment

+1,5 mn m²

warehousing area

196

stores

37

brands

+1 k customers

9 countries

12 states

+16 sectors

Net Income Adj. (119)

Net Income Adj.¹ 94

Notes: (1) Figures adjusted as disclosed by the companies