CORPORATE

PRESENTATION
May 2022
DISCLAIMER
This presentation may contain financial or business projections regarding recent
acquisitions, their financial or business impact, management expectations and
objectives regarding such acquisitions and current management expectations on the
operating and financial performance of The Company, based on assumptions that, as of
today, are considered valid. Financial and business projections are estimates and do
not constitute any declaration of historical facts. Words such as “anticipates”, “could”,
“may”, “can”, “plans”, “believes”, “estimates”, “expects”, “projects”, “pretends”,
“probable”, “will”, “should”, and any other similar expression or word with a similar
meaning pretend to identify such expressions as projections. It is uncertain if the
anticipated events will happen and in case they happen, the impact they may have in
Alicorp’s or The Consolidated Company’s operating and financial results. Alicorp does
not assume any obligation to update any financial or business projections included in
this presentation to reflect events or circumstances that may happen.
TOPICS

KEY INVESTMENT HIGHLIGHTS 1

ALICORP AT A GLANCE 2
CORPORATE STRATEGY 3
SOLID LIQUIDITY AND STRONG BALANCE SHEET 4
APPENDIX 5
KEY INVESTMENT
HIGHLIGHTS
Key Investment Highlights

1 Leading regional player with a successful business model diversified

across product categories and countries

2 Portfolio of top-of-mind and leading brands with a proven track record

of successful new product offerings

3 Unique manufacturing and distribution platform to serve Consumer

Goods, B2B and Aquafeed clients

4 Inorganic growth through successful M&A strategy driven by

best-in-class framework of integration practices

5 Solid financial performance driven by our comprehensive efficiency

program, shareholder value creation mindset and our corporate
sustainability goals

6 Highly experienced management supported by a leading and

innovative shareholder group in Peru

4
KEY INVESTMENT HIGHLIGHTS

1. Leading regional player with a successful business model diversified across product categories and
countries
UNMATCHED PORTFOLIO OF HIGHLY SUCCESSFUL LEADING BRANDS ACROSS DIFFERENT SECTORS AND COUNTRIES
Brands with leading position and market share in market and customer segmentation allows an efficient pricing process

CONSUMER GOODS B2B AQUAFEED CRUSHING

CATEGORIES RANK1 CATEGORIES RANK1 CATEGORIES RANK1 CATEGORIES RANK1

Industrial
Laundry Care #1 Baking Flour #1 Shrimp (ECU) #1 Crude Oil #1

Soybean &
Edible Oils #1 Industrial Oil #1 Fish (PER) #1 Sunflower meal #1

Pasta #1 Shortenings #1 Fish (CH) #4

Cookies & Crackers #1 Sauces #1 Shrimp (NIC) #2

Sauces #1 Industrial Margarines #1 Shrimp (PER) #1

Personal Care #3 Frozen Products #1 Shrimp (HON) #3

5
1 Based on Kantar World Panel and internal estimates.
KEY INVESTMENT HIGHLIGHTS

2. Portfolio of top-of-mind and leading brands with a proven track record of successful new product
offerings
SUCCESSFUL NEW PRODUCT LAUNCH STRATEGY WITH 508 LAUNCHES1 SINCE 2011 REACHING OVER 100 LEADING BRANDS ACROSS DIFFERENT TIERS AND CATEGORIES

CONSUMER GOODS

TIERS EDIBLE OILS PASTA FLOUR LAUNDRY CARE COOKIES PERSONAL CARE

Premium

Mainstream

Value

NUMBER OF PRODUCTS LAUNCHED PER YEAR

120
99 91
78 72
43 43 42
25 28 33
12

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 1

6
1 LTM as of March 2022
KEY INVESTMENT HIGHLIGHTS

3. Unique manufacturing and distribution platform to serve Consumer Goods, B2B and Aquafeed clients

OUR MANUFACTURING AND DISTRIBUTION NETWORK EFFICIENTLY INTEGRATES LOCAL AND REGIONAL OPERATIONS

Distribution Capabilities

Honduras
For Consumer Goods and B2B, Exclusive
strong manufacturing and logistics 28% Distributors Nicaragua
Costa Rica
network in Peru and Bolivia, Panama
reaching

Traditional Channel
Colombia

Ecuador
• More than 200,000 clients
• 37 production facilities 10% Wholesalers Peru

• 17 distribution centers Bolivia

• 100% coverage of supermarkets Chile

and grocery stores

Non-exclusive
• Network complemented by 31
35% Distributors Uruguay

exclusive distributors and 25 sales

offices throughout Peru

• Operates in 4 local ports Parent

Modern
27%
Establishment

Channel1 Direct Presence

(Production)

Main Exports 7
1 Includes supermarkets, cash & carriers and convenience stores, and digital channels.
KEY INVESTMENT HIGHLIGHTS

4. Inorganic growth through successful M&A strategy driven by best-in-class framework of integration
practices

RECENT ACQUISITIONS IN PERU AND BOLIVIA

▪ Intradevco, a leading Home & Personal Care player in Peru
▪ Fino & Sao, a leading CPG and B2B company in Bolivia and a leading oilseeds crusher
SUCCESSFUL and CPG Company in Bolivia, respectively ▪ M&A team composed of
STRATEGIC approximately 10 people
ACQUISITIONS HAVE 2004 2006 2008 2011 2014 2019
entirely dedicated to
constantly exploring
ALLOWED CONSUMER
GOODS
CONSUMER
GOODS
CONSUMER
GOODS
CONSUMER
GOODS
CONSUMER
GOODS
CONSUMER
GOODS
investment and divestment
opportunities.
CONTINUOUS lntradevco
▪ Integration Management
PENETRATION OF KEY Office (IMO) leads and
MARKETS AND fosters integration processes
involved in acquisitions,
SEGMENTS ACROSS based in 5 key elements:

SOUTH AMERICA
2005 2007 2010 2012 2018 planning, synergy
CONSUMER CONSUMER CONSUMER CONSUMER CONSUMER management, cultural
GOODS GOODS GOODS GOODS GOODS
evaluation, structure and
Fino –
Sao communication.

8
1 Santa Amália and Okebon were sold in 4Q21
KEY INVESTMENT HIGHLIGHTS

5. Solid financial performance driven by our comprehensive efficiency program and shareholder value
creation mindset

SALES EVOLUTION (US$ MM) CAGR

+7.2%

3,329
3,134
2,956
2,518 2,669
2,152 2,214 2,066 2,131
1,964
1,545 1,696

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 1,2 2021 2 2022 3

EBITDA & EBITDA MARGIN (US$ MM, %)

CAGR
+5.2%
393
339 350
320
297
274 277
227 238
200 208
172

12.7% 13.0% 11.8% 13.3% 12.0% 10.8% 10.5%

13.0% 12.3% 7.8% 11.0% 12.1%

1,2 2 3
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

9
1 2020: figures include accounting adjustments (IFRS 16 in Peru)
2 Ex. Argentina and Brazil since they were sold in 4Q21
3 LTM as of March 2022
KEY INVESTMENT HIGHLIGHTS

6. Highly experienced management supported by a leading and innovative shareholder group in Peru

OUTSTANDING MANAGEMENT TEAM COMBINES PROVEN TRACK RECORD OF ORGANIC AND INORGANIC GROWTH STRATEGIES
AND VAST SECTOR EXPERIENCE

▪ Support from a regional conglomerate champion such as Grupo Romero

▪ Governance model under the “One Alicorp” mindset to encourage transfer of knowledge and focus on talent management Highly Awarded

MANAGEMENT
REPUTATION &
LEADERSHIP
ALFREDO PÉREZ MANUEL ROMERO PATRICIO JARAMILLO LUIS ESTRADA
CEO CFO VP – Consumer Goods VP – B2B, Commodities Management
& Crushing

STRATEGY
HUGO CARRILLO STEFAN STERN MAGDALENA MORALES PAOLA RUCHMAN
General Manager – Vitapro VP – Supply Chain VP – Corporate Affairs VP – Human Resources

10
ALICORP AT A
GLANCE
ALICORP AT A GLANCE
Alicorp is the leading company of consumer goods in Peru and one of the biggest in Latin America

ALICORP IN THE REGION DIVISION BY BUSINESS1

BRANDED FOODS, HOME & PERSONAL CARE

REVENUES CONSUMER
38% of total revenues
Honduras 2022 LTM GOODS
77% 15% 4% OTROS 4 %
Nicaragua
Costa Rica
Panama
Colombia 13.1 FOOD SERVICE, BAKERIES, INDUSTRIAL PRODUCTS

Ecuador
PEN Billion1 B2B 18% of total revenues
~3.3 USD Billion 98%
Peru

Bolivia 46%1 SHRIMP FEED, FISH FEED

AQUAFEED 24% of total revenues

8,000+ Chile
Out of Peru
61% 28% 5%
Employees

37 Uruguay 10%2 SOYBEAN & SUNFLOWER BEANS PROCESSING

Industrial Plants
CAGR CRUSHING 20% of total revenues
30+ 2014-2022 LTM
32% 28% 10% OTROS 30%
Countries Parent
Establishment

Direct Presence
(Production)

Main Exports
1 LTM as of March 2022
2 In PEN
ALICORP AT A GLANCE
Continuous interaction with key stakeholders

OUR MAIN OWNERSHIP STRUCTURE1

SHAREHOLDER IS A CORPORATE

LEADING ECONOMIC
GOVERNANCE
GOOD CORPORATE

GROUP IN PERU. GOVERNANCE- 2019

7.2% 9.9%

WE ARE COMMITTED
TO CREATE VALUE FOR KEY AND
CURRENT
48.2%
OUR SHAREHOLDERS, SHAREHOLDERS

MAINTAINING OUR
34.7%
INVESTMENT GRADE
UNDER THE BEST Grupo Romero

CORPORATE CREDIT RATING

AGENCIES
BBB Baa3
Pension Funds

GOVERNANCE Inv & mutual funds

Others
PRACTICES AAA AAA

1 Figures as of March 2022

ALICORP AT A GLANCE
Corporate Purpose: We feed a better tomorrow

Anemia
Limited Resources

Diabetes

Promote circular
Virgin materials economy Healthy nutrition
Adaptation

ALIGNED WITH THE UNITED Use of eco-friendly Veracity

NATIONS SUSTAINABLE
packaging Products and Nutritional information
Global Warming nutrition
Packaging and

DEVELOPMENT GOALS - 2030 AGENDA wrapping eco-

efficiency
Reputation

Ethics
Improvement of
Ozone layes product formulation Responsible
marketing
Loyalty

Production and Environmental Wellness Law enforcement

PET Plastics distribution eco-
Reduce greenhouse efficiency
Care
effect
Education for
Wellbeing
Recyclable

Campaigns for communities

Sustainable value
Reusable Reduce wáter usage
and energy chain
Created awareness
consumption
Clients
Compostable Suppliers

Labour abuse
Avoid deforestation Communities Employees
Biodegradable Respect of human rights

Palm oil
Child exploitation
Soy Community health
Responsible production
ALICORP AT A GLANCE
Corporate Purpose: We feed a better tomorrow

Wellness Sustainable Value Chain Environmental Care

Helping families build their Supporting our stakeholders to Generating efficiencies to protect
wellbeing achive sustainability the enviroment

▪ Products and Nutrition ▪ Responsible Sourcing ▪ Packaging Eco-efficiency

Offering healthier choices and fortified
alternatives to tackle undernutrition
▪ Education for Wellbeing
Supporting education on healthy habits to build
a holistic wellbeing
▪ Responsible Marketing
Promoting healthy lifestyles through our
marketing activities
Accompanying our suppliers on the road to a
more sustainable sourcing
▪ Client’s Growth
Supporting their economic progress trough
business and technical training
▪ Our People’s Development
Supporting their development to lead the
industry and create shared value
Designing packaging for recycling and with the
amount of material fit for its purpose
▪ Production and Distribution Eco-efficiency
Continually improving our operations to
promote an efficient use of resources
▪ Waste Management
Managing our operations´ waste to promote its
valorization

Ethical Commitments

Brands with Purpose

ALICORP AT A GLANCE
Well-defined strategy that provides sustainable growth rates

LEVERAGED IN COMPETITIVE ADVANTAGES

CONSUMER GOODS – PERU

STRATEGIC PILLARS ENABLERS DELIVERING HEALTHY GROWTH
GO-TO-MARKET STRATEGY
RATES

+110k POS 3,533 POS

Traditional channel1 Modern channel2

+12%
GROWTH
PRODUCT BRAND
DEVELOPMENT MANAGEMENT
DIGITAL &
Revenue
ANALYTICS
599 165 to 90 2016-2022 LTM CAGR4
New launched Brands Categories
EFFICIENCY products since 20113

INDUSTRIAL

+9%
STRATEGIC M&A
AND INTEGRATION SCALE
INNOVATION

9 Acquisitions
since 2012
• Enhance procurement
• Dilution of fixed cost EBITDA
2016-2022 LTM CAGR4
PEOPLE

2012 5 2014 2018 2019

1 Information provided by the Consumer Goods Peru division, including Intradevco´s operations
2 Includes Supermarkets, Discounters, Cash & Carriers, Convenience Stores, Home Centers and Pharmacies
3 As of March 2022
4 In PEN million. Includes Fino, Sao and Intradevco acquisitions. PEN devaluated 8% in the past 5 years
5 Santa Amália was sold in 4Q21
ALICORP AT A GLANCE
Alicorp is the undisputed leader in its core markets

RANKED #1 FOR MAIN CATEGORIES

Business Category Brands Rank % of sales1 Competitors

Laundry Detergents #1 6.9%

Edible Oils #1 6.1%

2
Consumer Goods Peru
Pasta #1 3.4%

Cookies & Crackers #1 2.1%

Industrial Baking Flour #1 6.1%

B2B2 Industrial Oil #1 5.8%

Shortenings #1 1.7%

Edible Oils (Bolivia) #1 2.0%

Consumer Goods Laundry Soap (Bolivia) #1 0.2%
International
Sauces (Ecuador) #2 0.1%

Shrimp feed (Ecuador) #1 14.7%

Aquafeed3 Fish feed (Chile) #4 6.7%

Fish feed (Peru) #1 1.3%

Crushing Soybean & Sunflower oils #1 19.2%

Source: Kantar World Panel (Consumer Goods Peru and B2B) / Nielsen NRI (Consumer Goods International) / Internal Estimates (Aquafeed)
1 Based on consolidated Revenue LTM as of March 2022.
2 Alicorp has +50% of the market share
3 In Shrimp Feed, Alicorp has ~30% of market share in Ecuador. In Fish Feed, Alicorp has +10% of market share in Chile
ALICORP AT A GLANCE
Consumer Goods Peru

REVENUE AND GROSS MARGIN

OUR CGP BUSINESS MAIN CATEGORIES BREAKDOWN
% of CGP Sales in 2022
1 (PEN million) HIGHLIGHTS

UNIT OFFERS FOODS,

CAGR 2017-2022: 5.6%
Production facilities

HOME AND PERSONAL

3,895
3,549 3,722 3,797
2,892 3,188
CARE PRODUCTS 39.0%
Main categories and brands
23.7% 29.1% 32.8%
36.7% 30.3% 26.5% 24.4% Edible Oils

OUR MULTI-TIER AND

2022 1 Detergents
MULTI-CHANNEL
2017 2018 2019 2020 2021

7.1%
STRATEGY ALLOWS
EBITDA AND EBITDA MARGIN
18.6% Household Care
(PEN million)

FOR A VERY 11.6% CAGR 2017-2022: -11.7%

Pasta
IMPORTANT MARKET Detergents Edible Oils 556
643 679
499
PRESENCE IN PERU Pastas Cookies & Crackers 464 419 Cookies
&
Others
17.3% 17.4% 16.5% 19.1% Crackers
12.5% 11.0%

2017 2018 2019 2020 2021 2022 1

“We are accelerating profitable growth through innovation, focusing resources in

strengthening our product and brand superiority in key categories supported by superior go
to market strategy and supply chain operational excellence ”
– Patricio Jaramillo, VP Consumer Goods
18
1 LTM as of March 2022
ALICORP AT A GLANCE
Leveraging our distribution model

CONSUMER GOODS PERU: GO-TO-MARKET MODEL1 STRONG PRESENCE OF ALICORP’S PRODUCTS IN PERUVIAN HOUSEHOLDS4,5,6
(As % of household presence)

28%

TRADITIONAL CHANNEL
Exclusive Laundry Detergents 84
distributors 30

10% Pasta 78
Wholesalers 37

SHOPPER
35%
ALICORP

Edible Oils 67
Non-Exclusive 29
distributors

Laundry Soap 67
10
Supermarkets2
27%
MODERN

Stores
Mayonnaise 58
4
Other Store Formats3
Margarines 54
15

Direct distribution Alicorp Competitor

Indirect distribution

1 Data FY 2021.
2 Includes Cash & Carriers.
3 Includes Convenience Stores.
4 Data as of December 2021. 19
5 As measured by market penetration in each category against Alicorp’s closest competitor in Lima and other major cities in Peru.
6 Source: Kantar World Panel.
ALICORP AT A GLANCE
Consumer Goods International

REVENUE AND GROSS MARGIN

GEOGRAPHICAL PRESENCE
(PEN million) HIGHLIGHTS
CAGR 2017-2022: +0.1%
Production facilities
OUR CGI BUSINESS 1,706
PRODUCES AND
Main exports
1,289
1,145 1,074 1,132 1,149
DISTRIBUTES FOODS, 26.9%

HOME AND PERSONAL

30.1% 24.8% 28.2% 21.3% 20.0%
Main categories and brands

CARE PRODUCTS 2017 2018 2019 2020 1 2021 1 2022 2 Edible Oils

MAINLY IN LATIN Main geographies

EBITDA AND EBITDA MARGIN

AMERICA, WITH A (PEN million) Detergents

Main Exports CAGR 2017-2022: +52.6%
STRATEGIC FOCUS IN 117 Household Care

THE ANDEAN REGION. 89

46 Pasta
35
4 5.2%
10.8%
0.4% -0.1% 4.1% 3.1%
Hair Care
-1
1 1 2
2017 2018 2019 2020 2021 2022

“The strategic role of the CGI business is to contribute incremental profitable growth while
diversifying Alicorp’s geographical risk profile, with a strong focus in those countries where
we can replicate our successful model in Peru.”
– Patricio Jaramillo, VP Consumer Goods
20
1 Ex. Argentina and Brazil
2 LTM as of March 2022
ALICORP AT A GLANCE
B2B
HOW B2B ADDS VALUE

REVENUE AND GROSS MARGIN

OUR B2B BUSINESS
HIGHLIGHTS
(PEN million)
GO-TO-MARKET
CAGR 2017-2022: +9.4% Production facilities
HAS THREE MAIN ✓ Ample coverage
2,360
PLATFORMS: FOOD ✓ Efficient client segmentation 2,169
✓ Exclusive distributors 1,504 1,586 1,647 1,518 Main categories and brands
SERVICE, BAKERY, Industrial
INDUSTRIAL CLIENTS BRANDED B2B 20.0% 19.6% 21.6% 16.8% 16.1% 15.5% Baking Flour

AND CLEANING. ✓ Multi-tier brand positioning

2017 2018 2019 2020 2021 2022 1 Industrial Oil
✓ Innovation
✓ Ad hoc solutions EBITDA AND EBITDA MARGIN
THROUGH OUR ✓ Digital solutions (PEN million) Shortenings

DIGITAL SOLUTIONS CAGR 2017-2022: +5.8%

216 221 Sauces
CREATE VALUE FOR INDUSTRIAL &
LOGISTIC SCALE
166 178
202

OUR CLIENTS 78
Industrial
Margarines
11.1% 11.2% 13.1% 9.3% 9.3%
5.1%

2017 2018 2019 2020 2021 2022 1

Frozen Products

“Our aspiration is to become our customers’ indispensable partner by identifying current

and future needs and offering comprehensive solutions that help them prosper.”
– Luis Estrada, VP B2B, Commodities Management & Crushing

21
1 LTM as of March 2022
ALICORP AT A GLANCE
Aquafeed

REVENUE AND GROSS MARGIN

OUR AQUAFEED
GEOGRAPHICAL PRESENCE
(USD million)

BUSINESS PRODUCES
CAGR 2017-2022: +8.1%

SHRIMP FEED IN
797
719
635 650
CHILE, ECUADOR, 539 548
HIGHLIGHTS

PERU AND HONDURAS; 21.9% 21.9% 21.2% 19.2% 15.4% 14.8%

Production facilities

AND SALMON FEED IN

2022 1
CHILE
2017 2018 2019 2020 2021
Main categories and brands

Main geographies
EBITDA AND EBITDA MARGIN
(USD million)
Shrimp Feed
WE SERVE TWO OF CAGR 2017-2022: -0.1%
95
THE MOST
94
79 78 Salmon Feed
72
IMPORTANT EXPORT 58

INDUSTRIES IN 14.7% 14.7% 14.6%

10.7% 10.1% 9.8%

ECUADOR AND CHILE 2017 2018 2019 2020 2021 2022 1

“Our commitment with the future of the industry has encouraged us to become the bridge
between our clients and the digital transformation”.
– Hugo Carrillo, General Manager - Vitapro
22
1 LTM as of March 2022
ALICORP AT A GLANCE
Crushing

REVENUE 1
1
VOLUME SOLD (USD million)
(Thousands of MT)

OUR CRUSHING +17.1% 879

BUSINESS PRODUCES
804 HIGHLIGHTS
325 207
195 Production facilities
SUNFLOWER SEED 277
61
71 +17% 389
496
128
OILS AND SOYBEAN 83 672 Main exports
609
306 368
OILS AND MEAL FOR 216 254 +17%
2019 2020 2021 2022 2

INTERNAL 1Q21 1Q22

Main categories and brands

CONSUMPTION AND Internal Consumption Thrid Parties (reported)

EBITDA
(USD million)
Soybean

TO SERVE THIRD
& Sunflower
103 Oils
The Bolivian market structure requires 91
PARTY LOCAL AND vertical integration to ensure access to
grains supply. This results in a natural
Soybean meal

EXPORT CUSTOMERS hedge of raw materials for the CG

business. 24
6
2019 2020 2021 2022 2

“Our crushing business gives us value added vertical integration in the oils and fats
segment in Bolivia, as well as diversification being countercyclical to the Consumer Goods
business ”
– Luis Estrada, VP B2B, Commodities Management & Crushing 23
1 Internal consumption is mainly allocated to Consumer Goods Bolivia and Aquafeed. Sale to third parties are the only considered in the Consolidated Financial Statements
2 LTM as of March 2022
CORPORATE
STRATEGY
CORPORATE STRATEGY
In order to secure our leadership, we incorporated enablers to our strategy that lead us to i) achieve our long-term objectives
and ii) face the changing business dynamics
STRATEGIC PILLARS OBJECTIVES
Focus on opportunities within the
Andean Region leveraging our
competitive advantages
GROWTH
Invest in profitable businesses where
we can replicate our model
Reinforce the efficiency culture to
continue improving business
EFFICIENCY profitability
Assure the talent and capabilities to
PEOPLE fulfill our corporate goals
STRATEGIES
▪ Maximize the value of our core categories
▪ Boost growth in high potential platforms across
businesses
▪ Prompt the creation and strengthening of new
businesses and develop new platforms
▪ Expand through innovation and continue
exploring inorganic initiatives
▪ Maximize the value of businesses with low
return
▪ Lever up efficiencies program and replicate it in
other geographies
▪ Assure the synergy capture in our acquisitions
▪ Assure talent availability for the short, medium
and long term
▪ Develop functional capabilities and leadership
through the company
▪ Strengthen organizational help and the
“One Alicorp” mindset
ENABLERS
Digital &
Analytics
▪ Use advanced analytics to create value
throughout our business
▪ Build digital platforms to better connect with our
stakeholders
▪ Implement the latest IT platform
▪ Develop an agile mindset to gain speed and
scalability
Innovation
▪ Use design thinking to resolve business
challenges and identify new ways to do things
▪ Develop new products and business models
▪ Promote new workspaces that boost innovation
25
 CORPORATE STRATEGY
Growth Pillar: Update on Fino and Sao’s integration
• Consumer Goods: Results have outperformed our business case. Accelerated commercial and distribution initiatives, portfolio diversification and effective execution
contributed to market share increases in key categories, such as detergents and margarines.
• Crushing: Low commodity cycle during the first two years after the acquisition resulted in lower-than-expected crush margins. Increase in commodity prices in 2020 poses
a positive outlook which will help us reach our business case.
VALUE CAPTURE INITIATIVES
OPERATING PERFORMANCE

2018 2019 2020 MULTIFUNCTIONAL TOP RR’22: STATUS VS

TEAMS INICIATIVES BUSINESS PLAN
EBITDA1
(USD Million) 29 34 62 ▪ Commercial programs such as “Perfect Client”
▪ Detergent Launch: Brand Opal
Margin COMMERCIAL &
▪ Implementation of exclusive distributor Alicorp +
EBITDA 6% 7% 11% MARKETING
(DEX)
▪ New Categories: Cereals, Cookies, and Sauces

OPERATING PERFORMANCE PER BUSINESS

▪ Design-to-value of product portfolio
CONSUMER GOODS CRUSHING OPERATIONS
▪ Optimization of supply chain management
▪ Optimization of fee distribution channels
+
EBITDA Margin

16% 17% 18% 1% 2% 8% ▪ Monthly budget control

ADMINISTRATIVE &
FINANCIAL
▪ Lower financial costs and WK improvements
+
EBITDA2 (USD Million)

28 33 29
27
▪ Service development Agricultural solutions
6 ▪ Commercial Programs: La Fabril, Bunge, ADM
2018 2019 2020
2
2018 2019 2020
CRUSHING
▪ Optimization of fee distribution channels –
23 27 33 14 30 38
26
1 EV/EBITDA multiple for the crushing business is measured with the average EBITDA in the 2012-2018
period, in order to best reflect an average EBITDA generation through the commodities cycle. Business Plan
2 Excludes corporate allocated expenses
CORPORATE STRATEGY
Growth Pillar: Update on Intradevco’s1 integration
Results have outperformed our business case
• Consumer Goods Peru: Horizontal growth strategy in order to consolidate our Household Care and Personal Care platforms through commercial and distribution
initiatives to gain market share and capture higher demand for cleaning and hygiene products
• Consumer Goods International: Aggressively expand the Sapolio brand focusing on achieving increased distribution & household penetration throughout Latin
America via a strong value equation
OPERATING PERFORMANCE VALUE CAPTURE INITIATIVES

EBITDA Margin MULTIFUNCTIONAL TOP RR’24: STATUS VS

TEAMS INITIATIVES BUSINESS PLAN

+0.8 p.p. compared to ‘19

16.3% 22.1% 22.9% +6.6 p.p. compared to ‘18
▪ Optimization of key distribution channels
▪ New lean and efficient marketing strategies
COMMERCIAL &
MARKETING +

EBITDA (USD Million)2 ▪ Design-to-value of product portfolio

▪
OPERATIONS
▪
Efficient raw material purchasing processes
Optimization of supply chain management +
▪ Implementation of key plant efficiency KPIs
56 +17% compared to ‘19
48
+65% compared to ‘18
34 ▪ Integration of accounting and IT processes
▪ Lower financing costs and WK efficiencies
ADMINISTRATIVE &
FINANCIAL +
2018 2019 2020
▪ Strengthen Intradevco’s presence in Ecuador,
41 53 OTHER VALUE Bolivia, CAM and Mexico through a robust
CREATION
OPPORTUNITIES
H&PC product mix
▪ Market exploration stage for B2B product
+
Business Plan development

27
1 Considers synergies from both Intradevco and Alicorp legal vehicles.
2 12-month EBITDA
CORPORATE STRATEGY
Efficiency Pillar: We promote the highest efficiency standards

20.3
16.1 15.5 14.7 15.0
SG&A / 12.4 11.5
Revenue
ALICORP (%)
0
2016 2017 2018 2019 2020
3
2021
3
2022
4
▪Highly experienced corporate
CONTINUOUSLY SEEKS team entirely dedicated to the

IMPROVEMENT
monitoring and management of
both day-to-day and
THROUGH transformational
across the organization
efficiencies

TRANSFORMATIONAL 2.0 1.7

1.2 1.3 1.3 ▪Constantly analyzing profitability
EFFICIENCIES
1.1 1.2 1.1
SG&A / and returns of our businesses,
EBITDA platforms and categories,
(x times) - searching for efficiencies and
2020 3 2021 3 2022 4
OUR COMPANY
2016 2017 2018 2019
guiding capital allocation
decisions
POSITIONS ITSELF IN
▪CCC impacted by acquisitions in
THE TOP TIER AMONG 2018 and 2019. Successful CCC
PEERS FOR VARIOUS 37.4 34.0
management resulted in a
significant reduction in 2020
EFFICIENCY KPIs Cash Conversion
26.4
15.0 17.0 16.0
Cycle 10.2
(days) 7 1 2 3 3 5
2016 2017 2018 2019 2020 2021 2022

1 Acquisition of Fino and Sao 28

2 Acquisition of Intradevco
3 Ex. Argentina and Brazil
4 LTM as of March 2022
5 As of 1Q22
CORPORATE STRATEGY
Digital & Analytics: Our digital transformation journey

OUR DIGITAL Accelerate the efficiency of our

TRANSFORMATION business • Migration to SAP S4HANA

AGENDA SEEKS TO
to improve processes and
functionalities

CREATE VALUE • Upgrade IT infrastructure to

improve performance
THROUGH THE USE OF
Seek the transformation of our
TECHNOLOGY IN ORDER business
TO TRANSFORM OUR
BUSINESS MAKING IT
MORE EFFICIENT,
PROFITABLE AND Protect Alicorp from potential
Digital & Analytics to transform
ourselves and launch new digital
MODERN disruptions businesses to strengthen our
competitive advantages

29
CORPORATE STRATEGY
Digital & Analytics: The Fenix Program, our migration to SAP S4Hanna

IN 2018, WE
S4H GO LIVE ROADMAP (Capex+Opex) / Sales (%) HIGHLIGHTS

EMBARKED ON A ▪ Mostly-remote migration in

Peru from SAP R3 to S4H
MULTIANNUAL ERP 2017
Business
2018
Warehouse
2019
Transportation
2020
Demand
2021
Go live
with neither disruptions in
TRANSFORMATION planning
stablization
mgmt. live on
key distribution
mgmt. in all
operations
planning in all
operations and
- Alicorp SAA
- Intradevco
sales nor in production
▪ Operating units migrated to
ACROSS THE centers talent mgmt. - Vitapro
new platform represent
COMPANY,
Go Live Teal approximately half of
2015: 1.5% total sales
MIGRATING TO SAP 2016: 1.3%
2017: 1.1% 1.0% 1.8% 2.1% 1.3% - 1.5% ▪ 18 operating facilities
S/4 HANA. IN 2020 Discover Realize ▪ 2,000 users
AND THE BEGINNING
Test, Data Migration and Go Live
▪ All key processes are being
Test, Data Migration and Go Live transferred to the new
OF 2021 WE Main activities
platform: Sales, Finance &
IMPLEMENTED THE ▪ Evaluate risks and design action plans to guarantee business continuity
Accountability, Supply
Chain and HR modules
▪ Define mechanisms to guarantee business case execution and value capture
“GO LIVE” PHASE IN already live

PERU Key milestones

▪ Integral & final user tests
▪ New platform is cloud-
based, improving data
▪ Data Migration exploitation and capabilities
▪ Training
▪ Go Live with full ERP 30
CORPORATE STRATEGY
Digital & Analytics: The purpose of our digital transformation

We ask ourselves three questions about We are developing capabilities in order to

Alicorp’s core answer these questions
DIGITAL
TRANSFORMATION IS
AN ENABLER THAT How do we increase Alicorp’s sales
today?
SEEKS TO ANSWER Data Driven
Decision Making
THREE QUESTIONS
ABOUT ALICORP’S
CORE THROUGH THE How do we guarantee efficient
operations?
DEVELOPMENT OF User Centricity
THREE MAIN
CAPABILITIES FOR OUR
How do we uncover our clients and
TEAMS consumers’ needs, generating new
revenue streams?
Agile Mindset

31
CORPORATE STRATEGY
Digital & Analytics: It’s time to leverage our new digital capabilities

Some of our most emblematic digital initiatives include…

SO FAR, WE HAVE
ACCOMPLISHED GREAT
~50
initiatives
PROGRESS AND launched
MICROSEGMENTATION DIGITAL TOOLS FOR
B2B MARKETPLACE
GENERATED OF OUR CLIENTS AND SALESPEOPLE AND
“PEDIDO SUGERIDO” CLIENTS
SIGNIFICANT IMPACT
ON OUR BUSINESS,
ABOVE OUR
60
professionals
EXPECTATIONS dedicated to digital
transformation
SALMOFOOD FEEDING AUTOMATION DIRECT-TO-CONSUMER
MODEL AND NICOVITA INITIATIVES IN FINANCE INITIATIVES
ANALYTICS AND IOT AND ADMIN.
TASK FORCE

32
Q2 ’21 STRATEGIC HIGHLIGHTS
Digital Initiatives

BUILDING DIGITAL ECOSYSTEMS FOR OUR CLIENTS IN PERU TO STRENGTHEN OUR GO TO MARKET
Digital ecosystem to better serve our B2B FIRST RESULTS
clients
➢ 90%+ higher average
✓ Comprehensive product portfolio (including fresh tickets compared to DEX
RESTAURANTS AND and produce) with competitive prices

BAKERIES ✓ Delivery in less than 24 hours with different logistics ➢ Number of new clients in
✓ Services to complement our ecosystem include: June up 8x from the
embedded finance, insurance and trainings January-April average

➢ 80% clients with

repurchase

Accelerate growth of the traditional trade

➢ Over 200 active M&Ps
through digitalization, product assortment
BODEGAS (MOM & and direct to consumer delivery ➢ Doubled our relevance in
Bodega share of wallet
POPs) ✓ Connecting FMCG´s with stores, clients and
customers, reducing our cost to serve while
creating and “end to end” relationship. ➢ 8% incremental sales for
Alicorp and 50% higher
✓ B2B MarketPlace with 600+ products from different
FMCG´s
dropsize
✓ POS system to digitalize their business
33
✓ DTC product delivery
CORPORATE STRATEGY
Digital & Analytics: Digital tools to reach our clients using Big Data

SOLUTIONS FOR RETAIL CLIENTS SOLUTIONS FOR WHOLESALE CLIENTS

Sales force Self-service Self-service
STORES THAT USED Nitro 2 AliMarket Web Clientes
(deployed) (pilot) (deployed)
“PEDIDO SUGERIDO”
HAD A 10% HIGHER
PERFORMANCE

WE ARE NOW FOCUSED

ON TAKING THESE
ALGORITHMS TO OUR ▪ Mobile App for exclusive ▪ Mobile App for retail clients to ▪ Digital platform for wholesalers
B2B MARKETPLACE distributors’ sales force buy directly
▪ Friendly experience for day-to-
▪ Functionalities that maximize ▪ Cost efficiencies and closer to day activities
POS potential clients

▪ 98% utilization nationwide

34
CORPORATE STRATEGY
Digital & Analytics: Alisoluciones is an ecosystem of comprehensive solutions that transforms us into
strategic partners for our B2B clients

ADOPTION KPIS IN 2021

OUR ALISOLUCIONES
ECOSYSTEM INCLUDES
A COMPLETE SET OF
~7k ~26%
Visitors to the Penetration of digital sales
AliSoluciones platform and in our exclusive distributor

SOLUTIONS FOR OUR ~4,000 active users channel

B2B CLIENTS, SUCH AS

AN ONLINE STORE,
+5x +5k
WEBINARS, ERP AND
PAYMENT SOLUTIONS,
Wally users Online trainings

AND ACCESS TO
CREDIT, THROUGH OUR
PARTNERS.
650 +300k
mPos2 placed with Loans placed
Partnership with Mi Banco
S/ 2.5 millions in
transactions

35
Q2 ’21 STRATEGIC HIGHLIGHTS
Digital Initiatives

INTERNET OF THINGS AND ANALYTICS ECOSYSTEM TO IMPROVE PRODUCTIVITY IN VITAPRO’S CLIENTS

Our solution introduces Internet of
Things, data and analytics
infrastructure to shrimp pool
OUR PURPOSE IS TO management to improve efficiency FIRST RESULTS
TRANSFORM THE and effectiveness of shrimp feeding
➢ 250+ Has in five clients
INDUSTRY AND process
using the ecosystem
GENERATE ➢ Oxygen and temperature sensors across shrimp throughout 40 cycles
SUBSTANTIAL farms

IMPROVEMENT IN ➢ Cloud based data lake to store dynamic data with ➢ 20%+ higher growth and
PRODUCTIVITY AND Machine learning models that estimate shrimp
growth and determine feed volume
10pp+ survival rate

PROFITABILITY ➢ 15% lower cycle days

➢ Automatic feeders powered by solar panels with
releases based on AA model ➢ 20-40% higher productivity

➢ Hydrophone monitors shrimp`s sounds and

optimize feeding through automatic feeders

➢ 24/7 Technical Support

36
CORPORATE STRATEGY
Digital & Analytics: In our Aquafeed unit, we developed an innovative and distinctive analytics solution to
help salmon farmers improve productivity by 5-10%

ENVIRONMENT PRODUCTION FACTORS ANALYTICS SOLUTIONS

Growth

+ + =
Daily feeding

• Raw variables:
Temperature, oxygen,
• Feeding
• Growth projections
light hours, diseases,
• Photoperiod
• Conversation Ratio
etc. predictions Digital tools
• Feature engineering:
• Oxygen systems
• Growth projections
100+ features Change
Management

We offer our clients added value on top of animal feed, by providing them with state-of-the-art digital tools that
help them increase their productivity. By observing environmental and production factors, we developed analytics
solutions that predict the growth of salmon and suggests daily feeding portions.
37
CORPORATE STRATEGY
Digital & Analytics: Once all exogenous variables were included, the projection was very close to the real
performance

Inputs Average weight projection per cycle New Model

Weight SEVERAL VARIABLES

Average weight
7
Static AND PREDICTIONS
Equation From 2-3 variables FEED OUR MACHINE
Temperature 6
Real
To 10+ variables
LEARNING MODEL THAT
5 Model PROJECTS THE
Oxygen From using historical AVERAGE WEIGHT OF
4 data
To using predictions
SALMON PER CYCLE
Variable 4
3 of exogeneous WITH A HIGHER LEVEL
variables OF ACCURACY THAN
… 2 THE MODELS
1 From static equations PREVIOUSLY USED BY
Variable N To machine learning OUR CLIENTS
Time
0
1 2 3 4 5 6 7 8 9 10

38
CORPORATE STRATEGY
Digital & Analytics: The model also provided daily recommendation on the feeding processes that optimize
feeding costs and farmer productivity

Inputs Daily recommendation curve Benefits

IN ADDITION TO
Average weight Daily feeding PREDICTING SALMON
recommendation
tailored for each GROWTH, OUR MODEL
farming center PROVIDES DAILY
Temperature
FEEDING
Allows daily
follow-up of the RECOMMENDATIONS
Oxygen
performance to TO OPTIMIZE
achieve goals
PRODUCTIVITY AND
Individual CONTINUOUSLY
simulations of the UPDATE THE GROWTH
diet for each
supplier MODEL

39
CORPORATE STRATEGY
Innovation: Creating an innovation culture across the organization

INNOVATING HOW WE INNOVATE

We are seeking to innovate not only in our products, but also in our services and business models, in the way in which we interact with
our clients and customers
Continue to innovate in
1 businesses in which we
currently operate

Explore new categories and

Human Centered Innovation culture
Focus on covering our Promote innovation
customers’ ever- throughout the
changing needs company (design
thinking methodology)
2 platforms adjacent to our
current business
Innovating in 3
horizons
Going beyond our
current businesses
Continuously observe
3
consumers’ needs to come up
with entirely new businesses

40
 Q2 ’21 STRATEGIC HIGHLIGHTS
Innovation
INNOVATING HOW WE INNOVATE – DESIGN THINKING TO EXPLORE CONSUMER NEEDS
BETTER FOR YOU, SNACKS THAT
COMBINE 44% CACAO WITH
NUTRITIOUS INGREDIENTS
SUCH AS QUINOA, CEREALS
AND DRIED FRUITS
WOWMOM
SOCIAL MEDIA COMMUNITY
FOR PREGNANT WOMEN AND
NEW MOMS CREATED BY
ALICORP, WHICH SERVES AS
INSPIRATION FOR THE
DEVELOPMENT AND LAUNCH OF
NEW PRODUCTS SPECIFICALLY
AIMED AT THAT COSTUMER
BASE
✓ Agility in decision making ▪ #BUENOYBUENAZO
✓ Iterative strategy
▪ Help millennials snack better, encouraging
✓ 1.5-year consumer focused
them to take a step towards a more nutritious
diet
development
✓ Seed investment at first stage, ➢ Combination of 44% cacao with other nutritious
lean structure ingredients such us quinoa, berries and dried
fruits
✓ Leverage on Alicorp´s strengths
➢ First launch of our corporate Start-up
“All moms are women first”
▪ Help women experience happier motherhood
The most important
digital community in
Experts and Moms
spokespersons & processes, offering practical, accessible and
the country creative allies safe solutions for them and their babies,
answering unattended needs
✓ Since May 2020, largest pregnant women
Products with natural
community on Instagram. High engagement and
very positive sentiment towards the brand.
ingredients, safe for
Portfolio endorsed
by SPOG ✓ In July 2021, first launches of a product portfolio
mother and baby 41
inspired by the digital community, and aimed
at mothers-to-be
CORPORATE STRATEGY
Since Alicorp’s strategy relaunched in 2016, we have implemented multiple strategic initiatives to grow and create value

STRATEGIC INITIATIVES

2017 2018 2019 2020 2021

SMART GROWTH ANDEAN PLAYER ACQUISITION OF INTRADEVCO CONTROL OF THE IMPACTS OF EFFICIENCY PROGRAM
▪ Core categories consolidation and ▪ Inorganic growth in Bolivia ▪ Inorganic growth in Peru COVID-19 PANDEMIC ▪ Kickoff of the multi annual efficiency
entry into new ones ▪ Product innovation ▪ Consolidation of our Home Care ▪ Business Continuity Program in 4 program
▪ Launch of the “T4” model for value ▪ Integration Management Office (IMO) platform and new Personal Care fronts: Our people & community, ▪ SG&A run rate reduction: 100M PEN
brands in CGP and product innovation platform liquidity and strong balance sheet, ▪ Review of our go-to-market model,
▪ Takeover of our business case by our supply & logistics, and clients & with the objective of value creation
IMO consumers ▪ Efficiencies in our cost-to-serve as
well as distribution expenses
DEPLOYMENT OF THE BUILDING A CULTURE OF INTEGRATION OF OUR BOLIVIA TRANSFORMATIONAL PROGRAM ▪ Lean manufacturing initiatives
EFFICIENCY PROGRAM INNOVATION UNIT IN BOLIVIA ▪ Transformation programs and
▪ Revenue Management ▪ Center of Excellence at corporate ▪ Continue to capture synergies in our ▪ Complementing our product and initiatives to reduce complexity across
▪ Best practices in sourcing level acquired business in Bolivia, through Brand portfolio our businesses
▪ Lean manufacturing program ▪ Design thinking for new product our Efficiencies team ▪ Optimization of processes and
▪ Optimization of warehouses and development organizational structure
distribution footprint NEW AMBITIOUS PROGRAM TRANSFORMATIONAL ACCELERATION OF OUR DIGITAL DIGITAL INITIATIVES
WITH TRANSFORMATIONAL INITIATIVES TRANSFORMATION ▪ Insuma (B2B: restaurants & bakeries):
INITIATIVES ▪ SAP S4/Hana: New ERP platform ▪ Implementation of AliMarket and client 3,300 clients
▪ DiaDia (CGP): 2,206 active
▪ Turnaround Argentina ▪ Added value with our commercial web for wholesalers
Mom&Pops
▪ Brazil’s efficiency plan partners in our Consumer Goods ▪ High adoption of our AliSoluciones
▪ Vitapro Ventures (Aquafeed): Genia
▪ High-impact use cases business ecosystem for B2B clients
(digital platform), 12 clients and 81
▪ Advanced Analytics in B2B and ▪ Implementation of growth models for users
Aquafeed our shrimp and salmon feed clients

KEY INDICATORS
Revenue Revenue Revenue Revenue
Growth + 0.6% Growth + 7.3% Growth + 19.3% Growth + 2.6%
EBITDA EBITDA EBITDA EBITDA
Margin 12.4% Margin 13.0% Margin 12.3% Margin 11.2%
42

+- Revenue increase or decrease against previous year Higher or lower margin against previous year
SOLID LIQUIDITY AND
STRONG BALANCE SHEET
SOLID LIQUIDITY AND STRONG BALANCE SHEET
Leverage and credit rating MATURITY PROFILE AS OF MARCH 20222
(PEN Million)

Leases (IFRS 16) Bonds Long Term Bank Debt Short Term Bank Debt

TOTAL CASH 979 961

CONSERVATIVE DEBT S/ 1,039 million 839
764
689
494 128
MANAGEMENT WITH DEBT COVERAGE 1
448
214
526
257 637
827

INVESTMENT GRADE
425
172 258
2.32x over maturities until 2022
RATINGS 0.73x over maturities until 2023 2022 2023 2024 2025 2026 2027+

CREDIT RATING AS OF Q1 '22

Access to funding
IN 1Q22, WE PREPAID ▪ PEN 167 million of committed credit Local3,4
PEN 139 MM OF LONG-
Global
lines

TERM DEBT AND ▪ PEN 5.2 billion of available

uncommitted credit lines
REPURCHASED PEN 169
▪ PEN 1.6 billion available under our
MM OF BONDS IN local bond programs BBB / Stable = AAA / CP1+ / Stable = AAA / ML1+ = BAA =

ORDER TO REDUCE Alicorp

S.A.A.
Alicorp
S.A.A.
Industrias de
Aceite S.A.

INTEREST EXPENSES AA =
Industrias de
Baa3 / Negative Aceite S.A.

44
1 Principal only./ 2 Debt at amortized cost.
SOLID LIQUIDITY AND STRONG BALANCE SHEET
Leverage

Readily Marketable Inventory and

ALTHOUGH OUR Advance Payments (MM PEN)
711
713 800.00
CRUSHING BUSINESS’ 1000 536
625 608
638
280
600.00
READILY
129

398 166

MARKETEABLE
363 355
326 400.00
500 929
INVENTORIES (RMI) IS
877
67 96 161 133 670 200.00
91 507

A CASH PROXY, IT 0
165
289 298 220 271
0.00
PRODUCE A HIGH Q1 '20 Q2 '20
RMI
Q3 '20 Q4 '20 Q1 '21
Advance Payments
Q2 '21 Q3 '21 Q4 '21
Commodity Prices 1
Q1 '22

SEASONALITY IN OUR
LEVERAGE INDEBTEDNESS EVOLUTION
Net Debt / EBITDA2,4

NEVERTHLESS, WE 3.5

IMPROVED OUR NET 3.39x 3 3.50x

3.30x

DEBT-TO-EBITDA DUE 2.53x 3 2.64x

TO HIGHER
OPERATING CASH
FLOW Q1 '21 Q2 '21 Q3 '21 Q4 '21 Q1 '22
1 Prices
in US dollars. / 2 Net debt-to-LTM EBITDA ratio excludes the effect of impairments over the last twelve months as each other quarter. / 3 Net debt-to-EBITDA ratio includes newly acquired 45
companies over the last 12 months./ 4 Excludes discontinued operations./ 5 Including the sale of our Brazilian and Argentinian subsidiaries the ratio Net Debt/EBITDA would have been 3.28x.
SOLID LIQUIDITY AND STRONG BALANCE SHEET
Average cost of debt and Working capital

2023 – 2024 DEBT’S MATURITIES: AVERAGE COST OF DEBT 1

(PEN Million)

WE EXPECT TO Debt maturing in 2023 was incurred several years ago;

therefore, we expect to refinance these liabilities near the

REFINANCE PART OF 7.95%

same rate, despite global increase in interest rates.

OUR 2023 AND 2024

7.63%

DEBT MATURITIES BY 979

839
Average cost of debt

Long Term Bank

YEAR-END 494
526
Debt

Bonds

425
258
EVEN THOUGH WE ARE
Leases (IFRS 16)

2023 2024
AIMING TO IMPROVE WORKING CAPITAL 2,3

OUR CASH GENERATION (Days)

FOR 2022, COMMODITY Accounts Receivable Inventories Accounts Payable

PRICES AND LOGISTIC 125 123 124 124 124

DISRUPTIONS COULD 99 104 107 107 107

CAUSE VOLATILITY IN 37 34 35 34 33
OUR WORKING CAPITAL
RATIOS Q1 '21 Q2 '21 Q3 '21 Q4 '21 Q1 '22

CCC 11.0 15.0 18.0 17.0 16.0

46
1 Debt at amortized cost / 2 Days of working capital calculated for the last twelve months. It includes accounts with related entities./ 3 This calculation does not include our sold Argentinean subsidiary and Brazilian subsidiary.
APPENDIX
Debt Breakdown

TOTAL Dec 20 Dec 21 Mar 22

DEBT1 S/ 3,961mm S/ 5,245mm S/ 4,680mm

7.5% 7.8%
5.1% 10.2%
8.1%
International Bonds 30.7% 29.0%
By Source1

Local Bonds
Working Capital Debt 34.3% 34.5%
LT Bank Debt 29.9%
Leases (IFRS 16) 4.6%
46.7% 5.3%

22.2% 24.1%

15.8% 15.0% 11.8%

0.9% 0.2% 0.2%

USD
By Currency2

11.0%
PEN
BOB 23.0% 64.8% 23.2%
61.8%
Others 72.3%

47
1 Debt before hedging operations, at amortized cost / 2 Debt after hedging operations
SOLID LIQUIDITY AND STRONG BALANCE SHEET

Dividend Payment Evolution

713

213
205 205 205
0.84
162
145 0.24 0.24 0.24 0.25
120
110 0.19 103 103
95 0.17
0.13 0.14
50 0.11 0.12 0.12
42 46

0.06 0.05 0.05

1
2005 2007 2008 2009 2010 2011 2012 2013 2015 2016 2017 2018 2019 2020 2021

Dividend Paid (PEN million) Dividend per share (PEN)

Declared Date 03/20/2006 03/31/2008 03/30/2009 03/31/2010 03/30/2011 03/29/2012 03/25/2013 03/27/2014 03/30/2016 03/30/2017 03/27/2018 03/28/2019 07/23/2020 03/25/2021
Payment Date 05/03/2006 05/16/2008 05/20/2009 05/20/2010 05/23/2011 05/23/2012 05/27/2013 05/27/2014 05/27/2016 05/26/2017 05/25/2018 05/28/2019 09/10/2020 05/28/2021
Declared Date 2 08/04/2021
Payment Date 2 09/16/2021
Dividend Yield 3 4.2% 2.1% 8.6% 4.8% 3.4% 3.1% 1.3% 1.5% 0.9% 1.9% 2.1% 2.3% 3.2% 16.0%
Payout Ratio 59% 34% 115% 50% 51% 49% 29% 32% 29% 40% 46% 45% 44% 216%

For more information about our dividend policy, please visit:

https://inversionistas.alicorp.com.pe/alicorp-ir/public/userfiles/ckfinder/files/Politica_de_Div.pdf

48
1 2021: On top of the first dividend payment approved during our general meeting of 0.25 PEN per share, an extraordinary dividend of 0.585 PEN per share was paid during the 3Q21.
2 For extraordinary dividend payment
3 Dividend yield computed for common stocks: ALICORC1
APPENDIX
APPENDIX

AQUAFEED DEEP DIVE

APPENDIX
Aquaculture: Industry with strong fundamentals

Vitapro’s presence in Latin America

ECUADOR IS BEST POSITIONED TO CAPTURE

MARKET SHARE IN THE GROWING SHRIMP MARKET
SOLID MARKET
GROWTH PERSPECTIVE
Honduras

Competitive Guatemala
Favorable Efficient Nicaragua

IN LINE WITH climate

access to raw
industry
Costa Rica
Panama
materials
INCREASING DEMAND
Colombia

Ecuador

FOR HEALTHY
NUTRITION AND
Peru

EXPANDING MIDDLE
CLASS IN CHINA
Chile
Lower variable High-quality
costs worldwide products Production

EXPECTED Markets served

PRODUCTION DEFICIT
IN THE ASIAN MARKET Shrimp Exports in Ecuador
CAGR 2021-2025 10.8%

51
APPENDIX
Vitapro’s strategy: To become the bridge between our clients and the digital transformation

▪ Developing a set of digital solutions that

transforms the industry
CREATING VALUE
➢ IoT platform

➢ Predictive models based on machine learning ✓ Continuous product

SHRIMP FEED • First model based on Advanced Analytics built in innovation
Vision PLATFORM Ecuador considering local breeding techniques

To become a global ➢ Financing of automatic feeders for our clients ✓ Valuable technical
reference in nutritional advisory
solutions for the ▪ Dynamic R&D of product formulas working on the
ad hoc needs of clients
Aquaculture industry ✓ Committed to high
sustainable standards
Purpose ✓ 4 Aquaculture
To transform the industry to ▪ Patagonia: Solution that helps salmon farmers Experimental Centers
increase their productivity by 5-10% (in Peru, Ecuador and Chile)
Feed a Better Tomorrow
➢ Model based on Artificial Intelligence that
SALMON FEED predicts the growth curve of salmon and
✓ Efficiency culture
PLATFORM organizational synergies,
gives daily feeding recommendations ecoefficiencies and economies
of scale
➢ This tool allows us to commit to results and
be more competitive in tenders

52
Q1 '22 OPERATING RESULTS BY BUSINESS % % YoY % growth

Aquafeed: Update on Market Dynamics

SHRIMP SALMON
SHRIMP: GROWTH IN Shrimp Exports in Ecuador (MT K and US$ MM) Salmon Exports in Chile (MT K and US$ MM)

EXPORT VOLUME AND 2,500

+74%
+81%
2,500
2,000 +11%
+33%
+37%

VALUE DRIVEN BY
+79% -10%
1,607 1,545 1,548
+22%
2,000 1,394 2,000
1,500 1,351
HIGHER GLOBAL DEMAND 1,500 1,001
-6% 1,226
1,500 1,036
1,128
1,217 1,152 1,174

AND DIVERSIFICATION 1,000

908 925 +43% 881
778 853
+35%
1,000
+44% -10%
+18% 1,000 -10%
-14%

OF PORTFOLIO TO MORE 500

-1%
+2%
500
219 217 240 238 500 271 230 215 296 269 266
186 178 207 185
VALUE-ADDED
162 151 166
0 0 0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
PRODUCTS 2020 2021 2022 2020 2021
US$ MM MT K US$ MM MT K

SALMON: VOLUME Average Shrimp Exported Prices in Ecuador (US$ FOB/lb) Urner Barry Salmon Index (US$/lb)
DECREASES SLIGHTLY 3.13
7.85

BECAUSE OF LOWER
3.10 3.08
7.11
2.81 2.95 6.58 6.67
SOWINGS IN 2020,
2.90
2.69
6.11
5.85

WHILE PRICES STILL 2.54 5.80

HOLD A 5-YEAR HIGH DUE 2.28

4.98

TO LOWER SUPPLY IN Clients’ breakeven: 4.30

THE MARKET AND FIRM 2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022
53
DEMAND Sources: Ecuador Customs, Sernapesca, Aquabench
APPENDIX

Q1 ‘22 MILESTONES
APPENDIX
1Q ’22 Milestones
PRODUCT RESEARCH & DEVELOPMENT
13 products were launched / relaunched as part of our innovation strategy,
being the most remarkable:
“Don Vittorio” two new pastas
for salads in 250g presentation
in two formats: colored screw
and colored tie (Peru)
“Aval” two new varieties
(Refreshing Ritual and Relaxing
Ritual) in presentations of 400ml
and 800ml (Peru)
AWARDS & RECOGNITION
Alicorp was recognized in the Merco
Responsibility ESG Ranking 2021 as one of the 10
most responsible companies in Peru.
“Sapolio” relaunched the
spray disinfectants line
(Peru)
“Alacena” new exclusive
mustard in a 200gr Doypack 55
presentation (Ecuador)
 Gisele Remy Ferrero
Investor Relations Officer
(+51) 997515700
InvestorRelations@alicorp.com.pe
www.alicorp.com.pe

This presentation and further detailed information can be found in the following link in our section
“Investor Services”: https://inversionistas.alicorp.com.pe/alicorp-ir/public/investor-services/investor-kit.html