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Integrated Report 2019 PRESENCE in OUR STRATEGIC REGION [GRI 102-4] [GRI 102-7]

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Integrated Report 2019 PRESENCE in OUR STRATEGIC REGION [GRI 102-4] [GRI 102-7] Integrated Report 2019 PRESENCE IN OUR STRATEGIC REGION [GRI 102-4] [GRI 102-7] Distribution and sales Biscuits Cold Cuts Chocolates Coffee Tresmontes Retail Food Ice Pasta Production Distribution Services Lucchetti Cream United States 2019: 9,2% 2018: 7,3% Dominican Production plants: 3 Republic and the Caribbean 2019: 1,9% 2018: 1,8% Production plants: 1 Mexico Colombia 2019: 3,4% 2019: 62,3% 2018: 3,6% 2018: 63,6% Production plants: 2 Production plants: 30 Central America 2019: 9,8% 2018: 9,6% Production plants: 5 Peru 2019: 2,3% 2018: 2,3% Production plants: 1 Venezuela Production plants: 1 Ecuador Chile 2019: 1,4% 2019: 7,5% 2018: 1,5% 2018: 8,1% Production plants: 3 Malaysia Production plants: 1 Other 2019: 2,2% 2018: 2,2% Shareholding structure December 31, 2019. 47 14 Source: Deceval. Other investors International funds Production Countries 35,3% 27,1% 8,1% plants where Grupo Nutresa has production 11.037 plants and Shareholders distribution network Local funds 9,8% 19,7% Market share Source: Nielsen. Grupo Nutresa’s sales by channel 4,3% 3,8% Grupo Nutresa’s In Chile Traditional (convenience consolidated In Colombia** 55,4% 59,4% PDMP* stores and minimarkets) share in 28,1% Pasta 8,2% Colombia Supermarket chains 17,2% Coffee Alternative 9,5% 13,6% Potato Retail Food 62,5% Cold Cuts chips Institutions – Food Service 52,4% Biscuits Industrial 69,3% Chocolate confectionery In Mexico 56,6% Hot chocolates 34,1% PDMP* 24,0% 50,2% 28,4% Milk modifiers *Powdered drink mix products 48,1% Nuts Employees 49,1% Ground coffee 45.803 39,9% Soluble coffee Points of sale 52,5% Pasta #1 27,3% 72,7% 1.425.141 Internacional Colombia Sales people: 9.235 In the hamburgers and steakhouse **New full market estimation model, which (Direct employees, third-party integrates several of Nielsen’s sources of categories in Colombia. employees and apprentices) information (RMS, HomeScan, industry In ice cream shops in Costa Rica coverage matrix and crowdsourcing). Includes and the Dominican Republic. Discounters and Direct Sales, among other, and excludes institutional and wholesalers. Novaventa network 36,2% 63,8% 192.666 Women Men Individual entrepreneurs (Direct employees and apprentices) Differentiators of our business model Our people Our brands Market entry capabilities We promote participative environments, Our brands are leaders in the markets where Our broad distribution network and market entry the development of skills focused on we participate as they are widely recognized capabilities, with a product offer that is organized both being and doing, the acknowledg- and cherished; they nourish, generate we- by channels and segments and with specialized ment of achievements, the construction ll-being and have become a part of people’s service teams, allow us to have an excellent pro- of a culture of leadership, and a balanced daily lifestyle, with the best price-value ratio. duct availability in terms of frequency, as well as a lifestyle for our people. close relationship with our customers. Business structure [GRI 102-24] DIGITAL TRANSFORMATION Grupo Nutresa is advancing in its digital transformation process as a fundamental part of an assertive, proactive and innovative corporate model, based on the development of key initiatives that enable it to evolve and offer better experiences to both shoppers and consumers. Exploration Projects of Market Talent and of new capabilities entry culture technologies under evolution capabilities development Food Service International sales and distribution network Main risks of our business model Our long-term commitment Our goal: between 12% and 14% of the EBITDA margin To achieve this goal, we offer our consumers food products and experiences from highly recognized and appreciated brands. Our pro- Volatility in commodity Changes in regulations Negative impact of ducts nourish, generate well-being and plea- prices and related to both nutrition a highly competitive sure, have the best price-value ratio, are wi- exchange rates. and health in the countries environment on the dely available in our strategic region, and are where we operate. Businesses. managed by talented, innovative, committed and responsible people who contribute to a comprehensive sustainable development. RESULTS 2019 Of our strategic goals for 2020 Employees who Employees who Products with Products manufactured participated in awa- received training on GDA labeling: in certified centers: reness-raising and the Code of Corpo- 2019: 88,7% 2019: 88,2% training activities rate Governance: 2018: 86,4% 2018: 84,6% focused on preven- +15.500 ting money launde- Volume of sales that ring and terrorism meets Nutresa’s financing: 120 risk, nutritional profile: crisis and busi- +10.700 ness continuity Acting with Promoting a 2019: 69,3% 2018: 68,2% Employees from the management integrity healthy lifestyle strategic region trai- workshops, ned in risk, crisis and talks and business continuity simulations. 3.216 management: Product items +2.000 fulfill the Nutresa nutritional profile. NABLE DEVEL TAI OPM US E S NT E INN CTIV OVA FE TIO Building EF N Fostering a better PROFITABLE profitable society GROWTH growth and effective L G M A L R N E O A N A W R innovation IO O D K T I T E E S H A R Capability- Development Innovative T N N S A Sales of A R H of capabilities success GROWING N P E I innovative Variation in D development P X with stories T Remaining E products N projects: communities per employee I VALUE in the DJSI productivity: 1.000 GENERATION 15% 2019: 945 projects 0,3 2019: 4,9% 2018: 879 D 2018: 3,2% E R O V E N F EL M O O O IO U P T T R ME US C Employees with P NT C FA Innovative success EO TIS disabilities: PLE SA stories per employee: Packaging Water materials consumption 2019: 223 2019: 0,21 -12% Portfolio with nutritional standards -30% 2018: 0,21 2018: 199 Multiplying by 2,5 the product portfolio that complies with our Use of cleaner nutritional profile standards, based on Energy energy innovation and renewal. consumption Sales of new 20 100% -25% products*: discussion sessions focused on Human Greenhouse gases Waste recovery 2019: 22,4% Rights -33% and reuse 2018: 21,5% 90% Investment in Brands with sales communities: over USD 50 million: 2019: 90.818 2019: 18 2018: 70.972 2018: 18 COP million *Measurement of the past three years. Managing the value Reducing the environmental impact chain responsibly of the operations and products Accident Customer Investment in quality Energy consumption Greenhouse gas Water consumption 1 frequency rate: satisfaction index of life, training and aids reduction* emission reduction* : reduction*: 2019: 1,66 in Colombia: for employees: 2019: -22,7% 2019: -46,2% 2019: -31,4% 2018: 1,53 2019: 87,7% 2019: 106.225 2018: -20,4% 2018: -43,7% 2018: -29,2% 2018: 89,0% 2018: 104.389 Sourcing from COP million Reduction in the Investment in *In relation to 2010. local suppliers: Organizational consumption of environmental Per ton produced in Colombia. 2019: climate: packaging materials*: management actions 81,1% in the strategic region: 1This reduction is re- 2018: 83,0% 2019: 83,0% 2019: -2,1% 2018: -0,7% lated to the supply of 2018: 83,0% 2019: 25.511 certified green energy, 2018: 30.078 which is considered to COP million be emissions free. “The Issuer Acknowledgment awarded by Bol- sa de Valores de Colombia S.A. (the Colombian Stock Exchange) is not a certification of the favorability of the registered securities nor of the issuer’s solvency.” PROFITABLE GROWTH [GRI 102-7] Tresmontes Retail Ice Biscuits Cold Cuts Chocolates Coffee Pasta Increased Lucchetti Food Cream Decreased 2.029 1.823 1.912 1.850 1.677 1.553 1.210 986 1.042 995 815 738 476 444 343 302 9.959 Total 2018: 9.016 sales Increased COP thousand 10,5% million 201 201 201 201 201 201 201 201 201 201 201 201 201 201 201 201 11,3% 3,4% 8,0% 22,8% 4,8% 10,4% 7,0% 13,6% 277 244 238 228 232 250 141 99 142 129 184 85 68 54 43 33 1.347 2018: 1.126 EBITDA Increased COP thousand 19,6% million 201 201 201 201 201 201 201 201 201 201 201 201 201 201 201 201 Margin 2019 13,5% 4,2% -7,0% 43,5% 9,7% 115,7% 25,0% 32,7% 13,5% Margin 2018 2019: 13,6% 2019: 12,4% 2019: 13,8% 2019: 11,7% 2019: 13,6% 2019: 22,6% 2019: 14,2% 2019: 12,6% 2018: 13,4% 2018: 12,3% 2018: 16,1% 2018: 10,0% 2018: 13,0% 2018: 11,6% 2018: 12,2% 2018: 10,8% 12,5% Margin 6.204 980 898 1.734 1.682 1.011 955 660 623 563 521 476 444 340 300 2018: 5.737 Sales in Increased Colombia 8,1% Not COP thousand applicable million Volume 2019 201 201 201 201 201 201 201 201 201 201 201 201 201 201 6,9% Volume 2018 9,1% 3,1% 5,8% 6,0% 8,0% 7,0% 13,5% 2,1% Percentage of total sales: Price 2019 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 Vol. 8,4% -1,2% 3,6% 0,9% 3,4% 3,5% 5,9% 2,4% No 3,0% 4,2% 10,2% 0,7% 62,3% 1,2% Price 0,6% 3,6% -0,4% 0,4% 2,4% 0,4% 0,1% 2,3% aplica 4,0% 0,7% 3,0% 1,6% Price 2018 2,0% 1.142 319 313 54 57 202 201 166 123 318 338 77 73 2018: 1.109 Sales Increased abroad 3,0% Not Not USD million applicable applicable Percentage 201 201 201 201 201 201 201 201 201 201 201 201 of total sales: 35,1% -5,8% 4,8% 37,7% 2,1% -5,0% 0,5% Variation in the prices and volumes without data from the Retail Food Business.
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