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Institutional Presentation October, 2017 DISCLAIMER

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Institutional Presentation October, 2017 DISCLAIMER Institutional Presentation October, 2017 DISCLAIMER The material that follows is a presentation of general background information about International Meal Company Alimentação S.A. (“IMC” or the “Company”) as of the date of the presentation. It is information in summary form and does not purport to be complete. No representation or warranty, express or implied, is made concerning, and no reliance should be placed on, the accuracy, fairness, or completeness of this information. This presentation may contain certain forward-looking statements and information relating to the Company that reflect the current views and/or expectations of the Company and its management with respect to its performance, business and future events. Forward looking statements include, without limitation, any statement that may predict, forecast, indicate or imply future results, performance or achievements, and may contain words like “believe”, “anticipate”, “expect”, “envisages”, “will likely result”, or any other words or phrases of similar meaning, which speak only as of the date the statement was made. Such statements are subject to a number of risks, uncertainties and assumptions. We caution you that a number of important factors could cause actual results to differ materially from the plans, objectives, expectations, estimates and intentions expressed in this presentation. Neither the Company nor any of its affiliates, directors, officers, agents or employees shall be liable before any third party (including investors) for any investment or business decision made or action taken in reliance on the information and statements contained in this presentation or for any consequential, special or similar damages. This presentation does not constitute an offer, or invitation, or solicitation of an offer, to subscribe for or purchase any securities. Neither this presentation nor anything contained herein shall form the basis of any contract or commitment whatsoever. The market and competitive position data, including market forecasts, used throughout this presentation was obtained from internal surveys, market research, publicly available information and industry publications. Although we have no reason to believe that any of this information or these reports are inaccurate in any material respect, we have not independently verified the competitive position, market share, market size, market growth or other data provided by third parties or by industry or other publications. This presentation and its contents are proprietary information and may not be reproduced or otherwise disseminated in whole or in part without the Company’s prior written consent. Please, for any investment decision, read the risk factor section in the Company’s “Formulário de Referência”, available in our IR website. 2 A RESTAURANT COMPANY WITH OVER 10,000 EMPLOYEES, OPERATING IN FOUR DIFFERENT COUNTRIES FOCUSED ON AIRPORTS, ROADS AND MALLS INTERNATIONAL MEAL COMPANY WHO WE ARE – PRESENT IN 4 COUNTRIES 248 Points of Sale 182 BRAZIL 20 USA 24 COLOMBIA 22 PANAMA as of September, 2017 4 2016 PERFORMANCE Consolidated Net Revenues (R$M) Consolidated EBITDA (R$M) R$22M | 2.3% EBITDA 4.1% -1.2% 8.2% 24.0% 6.5% Margin Brazil’s Net Revenues (R$M) Brazil’s EBITDA (R$M) EBITDA 11.8% 4.9% 8.5% -4.9% 4.1% Margin 5 IMC’S EVOLUTION 2017 & ON 2006 - 2014 2015 - 2016 EXECUTION, FAST GROWTH RESTRUCTURING EFFICIENCY & GROWTH Management restructuring and 1 Leaner Structure + ZBB Growth: M&A Driven professionalization 2 PMO based execution Restaurants: 12 413 Deleveraging: Net Cash Position 3 Live KPI Monitoring Sales: R$6M R$1.7B Airport Contracts renegotiated Demand Generation & 4 Organization by Brand Simplified Structure (Countries 5 Alignment & Training Footprint (Countries): 1 7 and Brands) 6 Processes Leverage: 0 4.5x Brands and Concepts defined 7 Expansion 6 IMC’S OPPORTUNITIES Margin Improvement Operational Leverage Expansion • Zero Based Budget • Olive Garden – Brazil • Demand Generation and 3-4 Restaurants/Year • Live KPIs Monitoring Organization by Brand • Corporate Restructuring • MargaritaVille – US (central kitchens optimization) • Training and Alignment 2-3 Restaurants/Year • Labor Reform PMO Based Execution Processes 7 FINANCIAL HIGHLIGHTS – 2Q17 Same Store Sales¹ Net Revenues¹ EBITDA¹ Total: -0.4% R$ 390 M R$ 39 M +0.6% +67% Brazil: +2.4% US: -6.1% Caribbean: +1.5% EBITDA Margin Cash Flow² Net Cash Position 10.1% +R$ 32 M +R$ 35 M +400bps 85% (Over Adj. EBITDA) ¹ Constant Currency ² Operating Cash Flow After Maintenance Capex 8 LTM PERFORMANCE Consolidated Net Revenues (R$M) Consolidated EBITDA (R$M) R$34M | 3.6% EBITDA 5.1% -1.0% 8.8% 25.6% 7.6% Margin Brazil’s Net Revenues (R$M) Brazil’s EBITDA (R$M) EBITDA 11.5% 5.8% 7.7% -3.9% 5.1% Margin as of 2Q17 9 IMC’S TEAM Global CEO COO Head of CEO CEO HR, PMO & Purchasing Catering & Malls & Air Frango CFO Caribbean USA Engineering and S&OP Kitchens Brazil Assado Head of Olive Finance & IT Finance & IT FP&A and IR Garden Marketing Marketing Head of Viena Legal Head of Batata Accounting & Operations Operations Inglesa Treasury Head of Operations’ Brunella Auditing Head of IT Airports Marketing Pricing 10 IMC’S OPPORTUNITIES BREAKDOWN PER REGION Brazil Caribbean USA Roads: restaurants revamps (internal bathrooms, increased seating area, new equipment); new menus; marketing Panama: New Terminal bid at Tocumen calendar/campaigns; digital media Airport; Carl’s Jr expansion at selected malls Malls: Olive Garden; new menus; loyalty New restaurants: Cleveland 3Q17; Daytona programs marketing calendar / campaigns; Colombia: J&C Delicias expansion in 1Q18 + 2-3/Year digital media; Brunella kiosks’ conversion; selected at selected malls; new catering footprint optimization (stores’ mergers) Same Store Sales: Group Sales; agreements Assortment; Increased Capacity; Day-parts; Air: restaurants revamps (store look&feel); LSM; Pricing & Menu Engineering product mix changes (new offering: day parts and traffic flow focus); guerrilla Efficiency Efforts: G&A Adjustments; Loss marketing making store closure (Cincinnati – April/17) Efforts to improve food and labor cost Corporate restructuring – Central Kitchens Corporate restructuring (lower tax burden) Social Media Activation Better terms with suppliers Partnership with suppliers Online satisfaction surveys – SMG Zero Based Budget + Live KPIs Monitoring + PMO + Processes 11 IMC Footprint WHO WE ARE – USA FOOTPRINT 20 Points of Sale as of September, 2017 Same Store Sales Group Sales Syracuse Minneapolis Assortment Mohegan Sun Chicago Cleveland Increased Capacity Atlantic City Day-parts La Vegas LSM Pigeon Forge Nashville Myrtle Beach Store refurbishments San Antonio Destin Panama City New Restaurants Orlando th Miami MIA – 7 floor (4Q17) Key West Daytona (2018) Margaritaville – 16 units LandShark – 2 units Cost Initiatives Other – 2 units Zero Based Budgeting (implemented for 2017) ○ LAST 12 MONTHS G&A Adjustments (executed in 1Q17) (JUL/16 – JUN/17) Loss making store closure (Cincinnati – April/17) NET SALES US$ 116.1 M USA OPERATING INCOME US$ 10.2 M / 8.8% MARGIN 13 WHO WE ARE – CARIBBEAN FOOTPRINT Colombia Panama PANAMA 24 Points of Sale + 8 Catering Units 22 Points of Sale Barranquilla Cartagena Panama City Bucaramanga Medellin Rionegro Pereira Bogotá Cali Air Retail – 14 restaurants Catering – 8 units Malls – 8 Carl’s Jr Air Retail – 9 restaurants Malls – 15 J&C Delicias Operational Excellence New Opportunities Continuous efforts to improve New Terminal bid at Tocumen food and labor cost Airport - Panama Zero based budgeting Carl’s Jr at selected malls - ○ LAST 12 MONTHS (JUL/16 – JUN/17) implemented Panama Corporate restructuring (lower J&C Delicias at selected malls – COLOMBIA NET SALES R$ 183.2 M tax burden) Colombia + Better terms with suppliers PANAMA OPERATING INCOME R$ 46.8 M / 25.6% MARGIN as of September, 2017 14 WHO WE ARE – BRAZILIAN FOOTPRINT Airports: 56 Points of Sale + 6 Catering Units Highways: 25 Restaurants + 19 Gas Stations BSB GYN MG CNF VCP GRU SP CGH Catering – 6 units Air Retail – 56 units: POA GRU: 27 Frango Assado – 25 units CNF: 15 BSB: 14 Gas Station – 19 units Frango Assado + Gas Station ○ LAST 12 MONTHS ○ LAST 12 MONTHS (JUL/16 – JUN/17) (JUL/16 – JUN/17) NET SALES R$ 241.1 M NET SALES R$ 447.4 M AIRPORTS HIGHWAYS OPERATING INCOME R$ 14.0 M / 5.8% MARGIN OPERATING INCOME R$ 51.4 M / 11.5% MARGIN as of September, 2017 15 WHO WE ARE – BRAZILIAN FOOTPRINT Shopping Malls: 101 Points of Sale 1 79 Brasília 16 Malls – 101 units Ribeirão Preto São Paulo Metro: 57 Rio de Janeiro: 37 Campinas 2 Brasília: 3 Rio de Janeiro Campinas: 3 São Paulo Metro Ribeirão Preto: 1 ○ LAST 12 MONTHS (JUL/16 – JUN/17) 1 NET SALES R$ 245.7 MM MALLS 1 – Includes: Viena Express (37), Viena Delicatessen (9), Viena Gourmet (4), Viena Delish (1), Viena Café (16), V. Café (10) and Viena Snacks (2); OPERATING INCOME R$ 19.0 MM / 7.7% MARGIN *Other Brands: Wraps (1), Frango Assado Express (1) and Grano (1). as of September, 2017 16 WHO WE ARE – BRAZIL Efficiency OPERATING INCOME LAST 12 MONTHS¹ Zero Based Budget: 550+ cost center reviewed; impact on headcount – over 300 (JUL/16 – JUN/17) G&A restructuring: higher concentration + fewer layers S&OP + Sourcing: higher productivity and lower purchasing costs Gas Station’s agreements: improved rebate and overall conditions + renewed visual 19.0 merchandising and equipment's (paid by supplier) (36.2) Corporate restructuring: tax efficiency + higher productivity at central Kitchens with specialized production 51.4 Execution PMO: 300+ initiatives
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