INTEGRATED OUR COMMITMENT REPORT TRANSFORMATION TRANSPARENCY TRANSCENDENCE

COMMITMENT + DRIVE WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 02

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WED ENE DR R IV + E

TRANSFORMATION TRANSPARENCY TRANSCENDENCE

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Graña y Montero is proud to present our STATEMENT OF RESPONSIBILITY 2018 INTEGRATED REPORT as part “This document contains true and sufficient information regarding the course of business of Graña y Montero S.A.A. during 2018. Without prejudice of a crucial process that now finds us in a to the issuer’s liability, we, the undersigned parties, assume responsibility for the content hereof, in accordance with the applicable laws.” new stage of transformation, transparency, and transcendence, celebrating 85 YEARS of the same commitment as always and a Luis Díaz Olivero Patricia Barrios Cánepa renewed drive to excel. Corporate General Manager Corporate Head Accountant WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 03

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THE FOUNDATION A NEW RESPONSIBLE APPENDIX 93 OF OUR GROWTH 04 BUSINESS BUSINESS STRATEGY 27 FOR A BETTER FUTURE 57 APPENDIX CONTENTS 94 LETTER TO THE SHAREHOLDERS 05 CORPORATE GOVERNANCE 95 OUR ACHIEVEMENTS 09 ENGINNERING AND CONSTRUCTION 29 REPORT ON GOOD CORPORATE STRENGTHENING TRANSPARENCY AND ETHICS 59 GOVERNANCE 102 INFRASTRUCTURE 39 OF OUR CORPORATE EXTERNAL COMMUNITY 63 REPORT ON SHAREHOLDING GOVERNANCE, RISK REAL ESTATE 51 STRUCTURE BY INVESTOR TYPE 162 MANAGEMENT CLIENT MANAGEMENT 66 AND COMPLIANCE 10 HUMAN RESOURCES INVESTOR RELATIONS 163 FINANCIAL STRENGTHENING 12 MANAGEMENT 71 CORPORATE SUSTAINABILITY ECONOMIC PERFORMANCE 2018 14 ENVIRONMENT 76 REPORT 168

STRENGTHENING SUPPLIERS 80 GENERAL INFORMATION OF COMMUNICATION 18 ON THE COMPANY 176 OCCUPATIONAL CULTURAL HEALTH AND SAFETY 83 MATERIALITY PROCESS 178 STRENGTHENING 20 FLAGSHIP PROGRAMS 87 GRI STANDARDS OUR TIMELINE 22 ABOUT THE REPORT 92 CONTENT INDEX 180 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 04

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PART 1

THE FOUNDATION OF OUR GROWTH

“We strive for change because our responsibility sets us apart and our integrity guarantees the future of our business”.

Iván López Zegarra GMP Human Resources Superintendent WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 05

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LETTER TO THE SHAREHOLDERS

On behalf of the Board of Directors, — Dear shareholders: On behalf of the Board of Directors, I am pleased to present to you the Annual Report for 2018, our I am pleased to present to you eighty-fifth year in business. A year’s success is measured by its results, its advances, the challenges surmounted, and the vision the Annual Report for 2018, that will guide a company through the coming years. Seen from this perspective, 2018 will undoubtedly be remembered at Graña y Montero as a pivotal year: the year in which we finished laying the foundation for our future, after navigating the serious financial and reputational crisis in our eighty-fifth year in business. which we have been immersed for the last two years. Indeed, 2018 will be looked back upon as the year of institutional transformation, financial stabilization, and the reinforcement of institutional values. During 2018, we consolidated our new organizational structure aimed at once again growing in a sustainable manner and bolstering our vision of becoming the most reliable and trustworthy engineering and construction company in Latin America. We have reorganized the Company around three business lines, anchored in our specialties of engineering and construction, infrastructure, and real estate. Our strategic objective is to become a flexible organization that works as a unified regional unit with the same capacities in all three countries where our offices are located: Peru, Chile, and Colombia. The financial strategies adopted over the course of 2018 have helped stabilize Graña y Montero. Our proactive asset divestment program and ambitious capital increase process augur a future marked by sound financial health. As of the close of 2018, the Company had managed to reduce its total debt by US$ 174 million (-21%) to US$ 654.67 million, allowing us to meet several of our payment commitments in the financial system. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 06

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As you know, it was resolved on 6 November 2018 to increase Note should also be made of other projects awarded over the Thanks to all of the changes the Company’s capital stock by US$ 130 million, using these course of the year, such as the auxiliary works at the Talara funds to strengthen our capital. The amount raised in the first Refinery for US$ 352 million, and the project for the construction we have done, we have made stage, consisting of the preemptive subscription rounds, totaled of a steel plant for Aceros Arequipa for US$ 35 million. US$ 42.5 million. We would also like to take a moment to highlight some of our notable progress in the As of the close of the year, the private offering process is still other important projects at this time, which truly reflect the open and we will be making our best efforts to place the impact our work has on society as a whole: remaining balance of US$ 87 million via private offering. To development of our business. With the expansion of the Lima Metro Line 1, we will be able achieve this, the management has begun a process for private –– placement with Peruvian and foreign companies. The Company to transport nearly 500,000 passengers per day and reduce expects to bring this fundraising stage to a successful close. the wait time between trains from 6 minutes to 3 minutes, while also upgrading and expanding five stations. In fact, it The capital raised in the capital increase process will mainly be is thanks to this project that the prestigious magazine Latin used to amortize the balance of the structural debt of Graña y Finance recognized us as the company with the best Montero S.A.A., inject working capital into GyM S.A., and pay transportation infrastructure financing in Latin America. off debts to many of our suppliers. ––Through GMP, we achieved an average production of 3,656 Thanks to all of the changes we have done, we have made barrels of crude per day in 2018, equivalent to approximately notable progress in the development of our business, with a 10% of national production. growth reflected in a Backlog plus recurring business of US$ 2.018 billion, which represents nearly two years of turnover. ––Our real estate arm, Viva GyM, sold over 1,900 units for the This result was possible thanks to the renewed trust placed in us year, for an increase of approximately 35% over the total by our clients, who awarded us new contracts, notably those for sales for the previous year, maintaining our position as the mining projects Quellaveco (Peru), for US$ 53.9 million; leaders in market share, in terms of both units sold and sales Minera Escondida (Chile), for US$ 35.67 million; and Mina revenues. This also situates us in first place in mortgage Justa (Peru), for US$ 85 million. disbursements under the MiVivienda program. Thanks to WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 07

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these results, we received two Mivivienda awards: first place other hand, we have provided over 8,000 hours of training on In 2018, we continued to in the category for placement of housing units with Nuevo topics of risk, ethics, and compliance, as well as our Crédito Mivivienda financing in Lima and Callao, and first anticorruption policy and our money laundering and terrorism strengthen our Corporate place in the category for placement of housing units with financing prevention policy. We now have a new Code of Mivivienda Verde certification in Lima and Callao. Business Conduct and a revamped Ethics Channel. Governance, Risk, and One of the most important milestones during the year was the The transformation undergone by Graña y Montero and the provision for 100% of potential civil reparations in the advances it has made are the result of a complex process that Compliance System in company’s financial statements as of December 2018, has forced us to take a hard look at ourselves so that we can calculating these potential reparations using the methodology correct our mistakes and plot our future progress in keeping keeping with the commitment established for such purpose in Law 30737. This goes to prove with the principles of truth, transparency, and integrity set the seriousness with which Graña y Montero takes the forth by this Board of Directors in 2017, when it took on the we assumed in May 2017. proceedings in which it has been involved, and demonstrates challenge of spearheading a new stage of profound and that, as we have publicly declared, we will take full far-reaching changes in the organization. responsibility in the event that the investigations and The current results have only been possible thanks to our team proceedings currently underway find that the Group’s former members’ identification with the principles defended by the officers took part in acts of corruption in relation to the company and the corporate values that form the foundation of projects being investigated. our culture. Indeed, their professionalism and hard work in In 2018, we continued to strengthen our Corporate making Graña y Montero a company that is more committed Governance, Risk, and Compliance System in keeping with the than ever to Peruvian society are the true driving forces behind commitment we assumed in May 2017. We now have a non- our transformation. executive Board of Directors, of which 78% of our directors are We would also like to take this opportunity to reassert our independent. We have bolstered the processes for the commitment to the principles of the United Nations Global identification and mitigation of key risks and created a due Compact. We fully comply with these guidelines, as reflects in diligence process for partners, clients, and suppliers. On the all aspects of our sustainable management practices. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 08

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Every company strives toward a successful future, and we at economy, thus ensuring our endurance over time while Every company strives Graña y Montero are convinced that we are now building that inspiring pride among all Peruvians. That is our commitment. better tomorrow. Thank you, dear shareholders, toward a successful future, There can be no doubt that we will continue working tirelessly Augusto Baertl Rafael Venegas Alfonso De Orbegoso Augusto Baertl Rafael Venegas Alfonso De Orbegosofor your renewed trust. Pedro Pablo Errázuriz to once again situate Graña y Montero amongPresidente those Del Directorio companies Director Independiente Pedro Pablo ErrázurizDirector Independiente Presidente Del Directorio Director Independiente Director Independiente Director Independiente and we at Graña y Montero that contribute the most to the region’s development and Director Independiente are convinced that we are now building that better

Augusto Baertl Rafael Venegas Alfonso De Orbegoso tomorrow. Augusto Baertl Pedro Pablo Errázuriz Presidente Del Directorio Rafael Venegas Alfonso De Orbegoso Augusto BaertlDirectorAugusto IndependienteBaertl Rafael DirectorVenegasErnesto IndependienteRafael Balarezo Venegas Valdez Alfonso De OrbegosoAlfonsoManuel De Orbegoso Del Río Alfonso García Miró Pedro Pablo ErrázurizRoberto Abusada Salah Carlos Montero Ernesto BalarezoAugusto Valdez Baertl PresidenteManuel DelDel DirectorioRíoErnesto BalarezoAlfonsoDirector García Independiente MiróDirectorAlfonso Independiente De OrbegosoDirectorRobertoPedro Independiente AbusadaPablo Errázuriz PedroSalah Pablo Errázuriz CarlosCarlos Montero —Presidente Del DirectorioPresidente Del Directorio Director— Independiente DirectorDirector Independiente Independiente Director Independiente—DirectorDirector Independiente Independiente Director Externo — Director IndependienteDirector Externo Director Externo Chairman,Director Board Independiente of Directors DirectorVice ChairmanIndependiente of the BoardDirector ExternoExternal Independent DirectorDirectorDirector Externo IndependienteExternalDirector Independiente Non-IndependentDirector ExternoDirector

Augusto Baertl Rafael Venegas Alfonso De Orbegoso Ernesto Balarezo Valdez Manuel Del Río Pedro AlfonsoPablo Errázuriz García MiróAugusto Baertl Roberto AbusadaRafael Salah Venegas Carlos MonteroAlfonso De Orbegoso Presidente Del Directorio Director Independiente DirectorManuel Independiente Del Río Ernesto BalarezoPedro Valdez Pablo Errázuriz Manuel Del Río Rafael VenegasAlfonso García Miró RobertoRoberto Abusada Abusada Salah Pedro Pablo ErrázurizCarlos Montero Director Independiente — Director Independiente —Director Director Independiente ExternoPresidente Del Directorio Director— Externo Director Independiente Director ExternoDirector— Independiente Ernesto BalarezoErnesto Valdez Balarezo Valdez DirectorManuel Independiente Del RíoManuel Del Río AlfonsoDirector García Independiente MiróAlfonso García Miró DirectorRoberto Externo AbusadaRoberto Salah Abusada Salah DirectorCarlos Externo MonteroCarlos MonteroDirector IndependienteDirector Externo External IndependentDirector IndependienteDirector Director Independiente ExternalDirector Independent IndependienteDirector IndependienteDirector Director ExternoExternalDirector IndependentExterno DirectorDirector ExternoExternalDirector ExternoNon-IndependentDirector Director ExternoDirector Externo

Ernesto Balarezo Valdez Manuel Del Río Alfonso García Miró Roberto Abusada SalahErnesto Balarezo ValdezCarlos Montero Manuel Del Río Alfonso García Miró Roberto Abusada Salah Carlos Montero Director Independiente Director Independiente Director Externo Director Externo Director Independiente Director Externo Director Independiente Director Externo Director Externo Director Externo WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 09

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OUR ACHIEVEMENTS FINANCIAL CULTURAL STRENGTHENING STRENGTHENING 1 2 3 4 Page 10 Page 12 Page 18 Page 20

STRENGTHENING OF OUR CORPORATE STRENGTHENING GOVERNANCE, RISK OF COMMUNICATION MANAGEMENT AND COMPLIANCE WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 1 20182018 The Foundation of Our Growth 10

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STRENGTHENING OF OUR CORPORATE GOVERNANCE, RISK MANAGEMENT AND COMPLIANCE

Luis Diaz Olivero Augusto Baertl Montori Chief Executive Officer Chairman, Board of Directors WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 11

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STRENGTHENING OF OUR CORPORATE GOVERNANCE, RISK — Formalization of Risk Analysis — New Risk Handbook MANAGEMENT AND 2019 — Policy on gifts and entertainment reinforced COMPLIANCE UNDERGOING — Policy on donations reinforced — Policy on conicts of interest reinforced — Policy on relationships with the Government reinforced — Enhanced monitoring of risk mitigation measures CORPORATE GOVERNANCE — New Code of Business Conduct AND COMPLIANCE 2018 — Training to top and middle management, employees and work force ENHANCED — Due diligence reinforced — Anticorruption policy improved — Renewed Ethics Committee — Relaunched Ethics Channel — Compliance Program audited — Team of +10 in Risk and Compliance o cers in Peru, Chile and Colombia

— New Board of Directors 2017 — New Riskand Compliance Committee — New Risk and Compliance Area — New External Advisory Board — Anticorruption Training for Board of Directors and Senior Management WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 1 20182018 The Foundation of Our Growth 12

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FINANCIAL STRENGTHENING WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 13

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FINANCIAL STRENGTHENING

At Graña y Montero, our goal is to always remain a company that in 2018, most notably the mining projects Quellaveco (Peru), that the Company can issue in accordance with the terms contributes to and fosters the growth of the community. And we Minera Escondida (Chile), and Mina Justa (Peru), and not approved by the Board of Directors. including the recently announced contract for Quebrada are doing just that thanks to the changes we have been making. The results of the capital stock increase achieved to date are a Blanca Stage 2. We are orienting our actions to ensure more transparency, with clear demonstration of the market’s willingness to back the better management mechanisms and systems, and a stronger, ––Finally, our results as of December 2018 showed a loss of Company. more expansive relationship with society. US$ 24.6 million. This is due to the provision included for With these goals and motivations in mind, we present our main potential civil reparations that may have to be paid to the financial results for 2018: Peruvian government by two of the Group’s companies that At Graña y Montero, have been named civilly liable third parties, in accordance ––As of the fourth quarter of 2018, we had reduced the with the terms of Law 30737 and its Regulations, approved company’s total debt by US$ 174 million (-21%), to US$ by Executive Order 096-2018-EF. our goal is to always remain 654.67 million, thanks to the successful implementation of the debt reduction plan. — Capital Stock Increase a company that contributes ––Turnover totaled US$ 1.154 billion, representing a 6% We satisfactorily concluded the first and second round for the decrease compared to the results of the previous fiscal year. preemptive subscription of the increase in capital stock due to to and fosters the growth This difference is mainly due to the drop in turnover in the new contributions, so as to allocate the funds to bolster the Engineering and Construction area (-19%), and to a lesser Company’s equity. of the community. extent, the Real Estate area (-6%). The total amount raised in the first and second rounds came to ––These figures are accompanied by a cumulative Backlog plus US$ 42.5 million, equivalent to the issuing of 69.3 million recurring business of US$ 2.018 billion, representing nearly shares. As a result, the capital stock increase included the two years of turnover. This is due to the new contracts awarded subscription of 32.75% of the maximum total number of shares WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 14

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ECONOMIC PERFORMANCE 2018

— Main figures — Distribution of Value Through our companies, we strive to create value for society, not only from an economic standpoint, MAIN FIGURES but from a social and environmental perspective, as well. With this goal in mind, we not only S/. THOUSANDS US$ THOUSANDS develop the best engineering and infrastructure solutions; we seek to go above and beyond with our Sales 3’899,462.374 1’154,028.521 business, promoting the growth of our different stakeholders. Gross Earnings 674,489.296 199,612.103 Earnings before Taxes 133,948.220 39,641.379 Net Earnings -83,188.828 -24,619.363 EBITDA 574,309.847 169,964.441 Through our companies, we strive Backlog 4’247,935.852 1’257,157.695 Recurring Business 2’572,870.715 761,429,628 to create value for society, not only Backlog + Recurring 6’820,806.567 2’018,587.324 from an economic standpoint, but from a social and environmental perspective, as well. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 15

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ECONOMIC PERFORMANCE 2018

— Sales by business line (US$ MM) — EBITDA by business line (US$ MM) — Backlog by business line (US$ MM)

Engineering & Infrastructure Construction Engineering & 60% / $122 Real Estate Engineering & 44% / $580 Construction 4% / $58 Construction Real Estate 3% / $6 58% / $783 14% / $186 Services 2% / $4

Real Estate Infrastructure Services 35% / $71 Services 42% / $557 0% / $o Infrastructure 0% / $0 38% / $521

* During the reporting period, the following changes occurred with regard to the Company’s size, structure, and ownership: Sale of the companies CAM Perú, CAM Colombia, and CAM Chile. Adexus is also now an irregular operation, for which reason its financial information is not included in this report. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 16

S A T M N E E COMMITM — Total debt (in US$ millions) FINANCIAL 1,000 PERFORMANCE 900 828 860 800 767 736 2018 700 654 600 500 400 — Debt reduction Thousands 300 200 DEBT (IN THOUSANDS OF US$) 100 2017 1Q2018 2Q2018 3Q2018 4Q2018 - 2017 1Q2018 2Q2018 3Q2018 4Q2018 Working Capital + Leasing 328,079 318,743 206,322 198,397 140,059

Project Debt 337,763 382,431 365,603 390,014 372,978 Debt associated with GSP (in US$ millions) Financing associated with GSP 146,988 143,197 145,575 97,526 98,368 — Total Bank Debt 812,830 844,371 717,501 685,936 611,405 100,000 Debt from monetization of dividends 42,525 42,889 43,085 160,000

Total Financial Debt 812,830 844,371 760,026 728,825 654,490 140,000

Debt from CHUBB Letter of Guarantee 15,640 15,640 6,805 6,805 - 120,000 100,000 Total Debt 828,470 860,011 766,830 735,629 654,490 80,000

Thousands 60,000 40,000 20,000 0 2017 1Q2018 2Q2018 3Q2018 4Q2018

CreditSuisse/Natixis Chubb WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 17

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ECONOMIC PERFORMANCE 2018

— Distributed economic value (comparative for last 4 years)

2015 2016 2017 2018

THOUSANDS OF S/. THOUSANDS OF US$ THOUSANDS OF S/. THOUSANDS OF US$ THOUSANDS OF S/. THOUSANDS OF US$ THOUSANDS OF S/. THOUSANDS OF US$ Sales 5’542,291 .00 1’623,877 4’137,309.00 1’231,342 4’014,013.00 1’236,984 3’899,462.37 1’154,029 Gross Earnings 331,666 97,177 316,089 94,074 502,452 154,839 674,489 199,612 Earnings before Taxes -14,872 -4,357 -708,133 -210,754 45,112 13,902 133,948 39,641 Net Earnings 7,097 2,079 -509,698 -151,696 148,738 45,836 -83,189 -24,619 EBITDA 538,376 157,743 -232,050 -69,063 592,280 182,521 574,310 169,964 Backlog 8’210,570.44 2’405,675 5’636,679.45 1’677,583 4’036,980.19 1’244,062 4’247,935.85 1’257,158 Recurring Business 1’529,834 448,237 2’327,822 692,804 1’898,521 585,060 2’572,871 761,430 Backlog + Recurring 9’740,404 2’853,913 7’964,501 2’370,387 5’935,501 1’829,122 6’820,807 2’018,587

2015 2016 2017 2018 SALES BY BUSINESS LINE THOUSANDS OF S/. THOUSANDS OF US$ THOUSANDS OF S/. THOUSANDS OF US$ THOUSANDS OF S/. THOUSANDS OF US$ THOUSANDS OF S/. THOUSANDS OF US$ Engineering and Construction 4’352,666.00 1’275,319.66 2’936,800.00 874,047.62 2’331,900.00 718,613.25 1’960,863.19 580,308.73 Infrastructure 1’353,062 396,443 1’174,800 349,643 1’447,900 446,194 1’883,253 557,340 Real Estate 215,764.34 63,218.38 411,500.00 122,470.24 647,500.00 199,537.75 630,130.00 186,484.17 Services (*) ------

* During the reporting period, the following changes occurred with regard to the Company’s size, structure, and ownership: Sale of the companies CAM Perú, CAM Colombia, and CAM Chile. Adexus is also now an irregular operation, for which reason its financial information is not included in this report. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 1 20182018 The Foundation of Our Growth 18

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STRENGTHENING OF COMMUNICATION WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 19

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STRENGTHENING OF COMMUNICATION

During 2018, we continued to perform a diagnosis to establish a baseline for our reputation by evaluating the company’s different stakeholders, with the goal of identifying their perceptions and defining the corporate communications strategy. We also informed our different publics of this new stage in the institutional strengthening of Graña y Montero, with communication focused on progress in corporate governance, risk, and compliance management and our new business strategy. These actions seek to: ––Provide stakeholders with clear, accurate, and useful information so that they can form an appropriate opinion about the organization. ––Work hard to create an atmosphere of compliance, honesty, transparency, accountability, and contribution to social wellbeing. ––Listen to our stakeholders and clear up any doubts they may have. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 1 20182018 The Foundation of Our Growth 20

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CULTURAL STRENGTHENING WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 21

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CULTURAL STRENGTHENING

We Are Transforming Our Company’s Culture

Based on our corporate values of formality, quality, compliance, efficiency, safety, and responsibility, we have developed a corporate culture management model that will enable each member of this great team to live each day in accordance with these values. Our Group’s commitment to our people, our clients, our shareholders, and society as a whole is rooted in a cross-cutting corporate culture that applies to all of the Group’s companies, helping to support them and facilitate the achievement of their business objectives and strategies. Our ultimate goal is for each member of our team to be a good citizen and an exemplary representative of our business. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 1 20182018 The Foundation of Our Growth 22

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Expansion Ministry Paseo Baños de of the Talara of Education de la República Miraflores Refinery (old location) Expressway ______We are proud 1937 1949 1956 1967 to create works OUR TIMELINE that serve a higher purpose. Construction that developes 1940 1954 1960 Peru ______Municipality Edgardo Jorge Chávez of Miraflores Rebagliatti International Hospital Airport WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 23

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OUR TIMELINE

Antapaccay Cerro Verde Cuajone and Chilete Project Ares Project Cerro Corona Project Las Bambas Mine Expansion Toquepala Projects Concentration Processing Project Concentration Concentration Concentration Erection of belt plant plant Mining complex plant plant plant conveyor ______1952 1998 2007 2012 2014 2015 2017

MINING

We have taken part in the construction 1976 2006 2010 2013 2015 of major mining ______projects in different Cuajone Project Cerro Verde Bayóvar Mine Toromocho Project Inmaculada Mine regions of Peru. Mining complex Mining complex Concentration Erection of mills Concentration plant plant WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 24

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OUR TIMELINE

Ministry The Westin of Economy Ministry Lima Hotel Baños de and Finance of Education Sheraton Lima Hotel & Miraflores (old location) (old location) & Convention Center Larcomar Convention Center Talbot Hotel ______1937 1954 1956 1972 1998 2010 2017

BUILDINGS

We have worked on important buildings 1940 1954 1958 1975 2000 2015 for the private sector. ______Municipality Edgardo Ministry Banco Central JW Marriott Universidad of Miraflores Rebagliatti of Labor de Reserva Hotel Lima de Ingeniería Hospital and Indigenous del Perú (BCRP) y Tecnología Populations (UTEC) WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 25

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OUR TIMELINE

Jorge Chávez Chavimochic La Chira El Pato International Irrigation IIRSA Norte Wastewater Línea Amarilla Air Base Airport Project Highway Treatment Plant Bus Line ______1942 1960 1988 2006 2010 2016

INFRASTRUCTURE

We have developed significant 1954 1967 2005 2008 2016 infrastructure projects ______in Peru, including Monterrico Paseo Highway No. 5 Lima Metro Drinking Water roads, transportation, Horse Track de la República Line 1 and Sewerage Expressway (Legs 1 and 2) (District of irrigation, water Independencia) treatment, and more. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 1 20182018 The Foundation of Our Growth 26

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OUR TIMELINE

Expansion Expansion Infrastructure Expansion Malvinas Expansion and upgrade of the Main Gas upgrade of the Talara Gas Fractioning of the Malvinas Gas of the Pariñas Network in Lima at the Refinery Plant Fractioning Plant Gas Plant and Callao Talara Refinery ______1949 2001 2006 2007 2011 2017

ENERGY

We have participated in important projects 1997 2002 2007 2009 2012 in the energy sector ______(hydroelectric plants) Aguaytía Pisco Pampa Melchorita Expansion Cerro del Águila and hydrocarbons sector Gas Plant Natural Gas Liquefied Natural of the Machu Picchu Hydroelectric and Fractioning Gas Project Hydroelectric Plant (fractioning and gas Fractioning Plant Plant Plant plants). WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 27

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PART 2

A NEW BUSINESS STRATEGY

“We focus on creating value for our shareholders, clients, suppliers, and the societies where we operate”.

Carlos Cayo Aza Graña y Montero Infrastructure Human Resources Manager WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 28

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A NEW BUSINESS STRATEGY

Our Group leads Peru’s engineering, construction and real REPORTE estate sectors. We design, finance, build and operate the most INTEGRADO complex engineering projects, creating value for our clients and 2018 contributing to the country’s development. We have reorganized the structure of Grupo Graña y Montero in order to resume our sustainable growth and strengthen our participation in Latin America. We will become a flexible organization that works in tandem in Peru, Chile, and Colombia. We are now a group of companies divided into different business lines that conduct similar operations with similar management systems. This enables us to leverage our capacities and build greater synergies. We are standardizing processes, making organizational changes, and strengthening our governing bodies to create this new approach to our activities. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 2 20182018 A NEW BUSINESS STRATEGY 29

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ENGINNERING AND CONSTRUCTION WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 30

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ENGINEERING AND CONSTRUCTION

Internally we integrated ourselves thousands of people. We firmly believe that our knowledge and GYM experience give us the power to make that future a reality. CONSTRUCTION PERU into the regional strategy, which will help us expand our capacities, increase This vision, along with our corporate values, are the master plan that guided the work done by Graña y Montero Engineering operating and business synergies, and Construction throughout 2018. Despite the strong GMI and take better advantage of the headwind we faced this year, we were able to achieve positive opportunities that present themselves results. Of particular note are the EPC Agreement for Auxiliary Services ECOTEC in the markets in which we operate. This at the Talara Refinery; the start of a 500 kV transmission line process represents a major corporate project in Colombia; and the culmination of the expansion of challenge. Meeting it will ensure our Lima Metro Line 1. MORELCO (COLOMBIA) solid, comprehensive growth. We also maintained a broad range of offerings that cover numerous fields of industry, providing everything from Building the right way is more than just implementing a design engineering consultancy services to EPC projects and by combining materials. It requires the ability to carry out all construction capabilities. VIAL Y VIVES - DSD the different tasks required in a construction project, and to do (CHILE) so safely and efficiently, with a focus on quality. It also means cultivating positive relationships with the community; acting transparently to earn the trust of our team members, clients, and other stakeholders; facilitating the operations of many other accompanies while helping to achieve their goals; and driving progress in the region. In short, building the right way allows us to look beyond cement and steel, building projects that will mean a better future for WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 31

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GYM CONSTRUCTION PERU

— Transportation and Urban Roads In 2018, we achieved 96% progress on the expansion of the Lima Metro Line 1. This project involved expanding and fitting out five passenger stations, improving the electrical system, installing eight rail switches, building a second accessway to the Villa El Salvador railyard, and expanding access routes to the Bayóvar classification yard. The greatest challenge faced in carrying out this project were the workdays, which were limited to thirteen hours, since the Metro was open to the public and in operation the rest of the time. The Line 1 expansion made it possible to increase train frequency. Previously, trains arrived at each station every six minutes, whereas now they arrive every three. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 32

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— Mining We are currently performing earthworks at the Quellaveco Mine in Moquegua, which includes over 4 million m3 of excavations and over 1 m3 of fill. We also started construction of the oxides plant at Mina Justa in Marcona for our client Marcobre. Finally, we implemented the expansion of the Toquepala Mine, installing a complete crushing, milling, flotation, and filtering system. This work will allow our client Southern Perú to double its mineral processing capacity from 60,000 to 120,000 MTPD.

Toquepala Mining Project WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 33

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— Buildings At the end of 2018, we finished building the Hyatt Centric, a five-star hotel located in the district of San Isidro. With a roofed area of 23,000 m2, 254 rooms and suites distributed over ten stories and five basements, the hotel also has a business center, restaurants, a gym, and a pool. The end of the year also saw the start of operations at Aloft in Miraflores, a four-start upscale lifestyle hotel that we built. This building has a roofed area of approximately 15,000 m2, eleven stories and four basements, 164 rooms, a gym, a pool, and a business area, among many other amenities. Also of note were the strategic communication visits we continued to make over the course of the year to partners, clients, and potential clients to share information on our current operational, legal, and financial situation. This initiative was carried out jointly with the Group’s Risk and Compliance area.

Hyatt Centric San Isidro, Lima WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 34

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GMI

In early 2018, we were awarded the EPC Contract to perform the engineering and procurement for three auxiliary units at the Talara Refinery; in July, we were awarded the EPC Contract to repair the concrete structures at the Pisco Plant; and in November, we won the contract for the detailed engineering at the port of Salaverry.

We also performed the construction management agreement for the heightening of the tailings dam for Minera Goldfields, as well as obtaining numerous mining projects for clients such as Antamina, Las Bambas, and Chinalco.

At the organizational level, we adopted a new regional structure through the creation of Engineering Service and EPC Project Divisions. This restructuring was aimed at consolidating our skills so that we can competitively manage these business units.

All of this work was aligned with our strategy of positioning ourselves as a company with proven experience and recognized success in works of engineering and supervision, as well as an Talara Refinery organization capable of leading and managing the performance of EPC projects throughout the region. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 35

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ECOTEC

Consolidated Operations

In January 2018, we were awarded the contract for the review and updating of authorizations (currently in force and new) in the retrofitting of the Talara Refinery. In April, we signed an agreement with Minera Aruntani to perform the hydrochemistry studies on the tailings deposits for the operations of the Tucari, Santa Rosa, Jessica, and Apumayo Mines. In September, we were entrusted with the preparation of the Environmental Adaptation Statement for IQ-Farma’s pharmaceutical plant in Santa Anita; and in October, we agreed to update the Detailed Environmental Impact on the La Chira Wastewater Treatment Plant and Marine Outfall. Throughout the year, we also signed contracts for Certificates of Non-Existence of Archaeological Remains (CIRAs), the performance of Archaeological Monitoring Plans (PMAs), and other archaeology-related matters. Among the companies to which we have provided these services are Survial, Canchaque, and Nexa Resources. Each one of the works we performed in 2018 helped bolster our abilities as leaders in permitting and the preparation of environmental management instruments for the mining, hydrocarbon, transportation, and other industries.

Wastewater Treatment Plant (PTAR) - La Chira WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 36

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MORELCO (COLOMBIA)

The year 2018 was marked by a number of challenges for the Internally, we began a reorganization process to facilitate our company, due mainly to the national conjuncture in Colombia. incorporation into the regional structure of the Group’s Thanks to our experience, knowhow, and the high standards of Engineering and Construction company. our operations, these challenges were successfully overcome We also worked together with the Risks and Compliance area to and we made important achievements during the year. strengthen our company’s policies on the matter, thanks to One of the most notable of these was the signing of the EPC which we are currently on our way to gradually becoming a agreement for US$ 100 million to build a 140-km transmission reference point for the sectors in which we are active. Last but line in the Colombian department of La Guajira. As part of this not least, we are working hard to maintain our trust-based project, we obtained the environmental permit for the start of relationships with banks, our most important clients, and all of works. This entails a major social commitment, given that the our stakeholders. line will pass through territory home to the Wayú people. In 2018, we succeeded in consolidating the differential value for We also succeeded in our negotiations with the Ashmore which we are known: the diligent performance of works with investment fund to transfer our stake in Elecnorte, the the highest levels of knowhow in challenging geographic areas, concessionaire for this process. even amidst delicate social contexts. The Ecopetrol Group in Colombia remained an important client for us. Among the services we provided to the group were the completion of work at the Sura and Ocoa thermoelectric plants. Western Multi-Purpose Pipeline We also continued the maintenance work for the hydrocarbon in Bocayá, Colombia transport system and were awarded the contract for the Salgar- Mancilla branches project for US$ 13 million. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 37

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VIAL Y VIVES – DSD (CHILE)

During 2018, we continued working for Minera Spence, a subsidiary of BHP Billiton, in the commune of Sierra Gorda, Antofagasta, Chile. The execution of the project’s works reached a 31% advance. Work Package 1 (VWP1) includes the construction and erection of a crushing and material transport plant, as well as a number of other facilities. The contract amount totals US$ 133.9 million. This work was carried out as part of the Consorcio TyV consortium, in which we hold a 50% stake. With Minera Escondida Limitada, we begin work in the Laguna Seca tailings dam area. This project included the construction and commissioning of a system for tailings conveyance and water recirculation for the operation of its copper concentration plant. The agreement totals US$ 35.67 million, with completion currently scheduled for July 2019. In the hydrocarbon industry, we were awarded the contract for maintenance of static equipment during plant shutdown in the catalytic cracking unit of the Aconcagua Refinery, in the Minera Spence Valparaíso region of Chile. The amount of the contract with in Antofagasta, Chile Empresa Nacional del Petróleo de Chile (ENAP) was US$ 12 million. The work was successfully completed in December. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 38

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VIAL Y VIVES – DSD (CHILE)

Also for ENAP, we finished the construction and erection of ––In Chile, Mutual de Seguridad recognized us as an the new wet gas scrubber system at the Bío-Bío Refinery. This outstanding company when it comes to safety matters, and As part of our effort to work will help abate residual gas emissions in the catalytic particularly the prevention of hand and arm injuries, thanks cracking unit. to our work on the pollutant emissions abatement system for maintain the highest quality ENAP. As part of our effort to maintain the highest quality standards, standards, in 2018 we in 2018 we obtained recertification of ISO 9001/15, ISO ––We earned first and second place in the “Ojo con los ojos” 14001/15, and OHSAS 18001/07 management from Lloyd’s (“Keep an Eye on Your Eyes”) national safety campaign, Register Assurance. thanks to our iron and concrete installation foremen, César obtained recertification of Bruna and Cristian Jerez, who were recognized with these Finally, we are proud to note that our commitment to the safety awards. These two team members perform work for Minera ISO 9001/15, ISO 14001/15, and physical wellbeing of our team members was recognized by Spence. a number of prestigious institutions in the occupational safety We won the annual contest “Best Practices: 7 Golden Rules and OHSAS 18001/07 field: –– to Achieve It,” in the category “Identify Hazards and Risk in ––We were included in the Chilean Chamber of Construction’s Your Activity.” This competition is organized by Mutual de management from Lloyd’s honor roll, in the “Six Stars” category, thanks to our excellent Seguridad. We participated with the training mockups that results in risk prevention indicators. we use at the Consorcio TyV risk education center. Register Assurance. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 2 20182018 A NEW BUSINESS STRATEGY 39

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INFRASTRUCTURE

Line 1, Lima Metro WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 40

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INFRASTRUCTURE

We Manage the Infrastructure on which During 2018, we succeeded in achieving the goals we set for NORVIAL ourselves, and we are proud of this fact. One of our main goals Our Country’s Progress Is Founded was to expand the capacity of the Lima Metro Line 1, which was The task of designing, constructing, operating, and maintaining performed without having to suspend service. As a result, the SURVIAL infrastructure projects is not only an enormous responsibility; it wait time between trains was reduced from 6 to 3 minutes, is also a chance to make a difference. transporting as many as 490,000 people per day. In the oil exploitation area, we achieved a record production of 3,665 Graña y Montero Infrastructure assumes the immense challenge CANCHAQUE barrels per day. At Norvial, we commissioned 52.2 kilometers of posed by the comprehensive management of roads, wastewater the second stage of the road, including bridges and highway treatment plants, oil and gas facilities, rail transport systems, interchanges. We also treated 15 million m3 of wastewater at the and other types of major projects, with the goal of making an La Chira Plant. FERROVÍAS incredible impact on the lives of millions of people, while also contributing significantly to the country’s progress. Aligned with our company’s strategic value of safety, we concluded 2018 with zero fatal accidents and a frequency rate of To do this, we channel private investments that fund projects of 0.39 accidents with lost time for every 200,000 hours worked. GMP public interest and assume the risks of performance and service level compliance, putting all of our technical capacities into the We succeeded in maintaining the spirit that pushes us to invest, design, operation, and maintenance of different infrastructure plan, construct, perform maintenance, repairs, and all the other LA CHIRA projects. tasks necessary so that the countries where we operate have the infrastructure they need to advance into the future with The scope of our activities and abilities has made us the biggest confidence. concessionaire in Peru. Although there are major differences CONCAR between the many activities we perform, the quality of our work is the common denominator among them all. In 2018, the hard work and effort of our 2,500 team members made it possible to achieve US$ 557 million in revenue and an EBITDA of US$ 122 million. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 41

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NORVIAL

Safely and Connection in Northern Peru

In 2018, 9.5 million vehicles traveled the Ancón-Huacho-Pativilca road, making for a traffic increase of 6.31% over 2017, with 22.5 million tollable axles. This road, which runs for a length of 182 km, has been granted in concession to Norvial. Over the course of the year, we commissioned 52.2 km out of a total of 57 km included in the second stage of the highway (including bridges and road interchanges), thus ensuring the proper interconnection of the road network, which ultimately means a better quality of life for local residents. With the works now 93% complete, we have been able to facilitate not only transportation, but the lives of more and more Peruvians. As part of our commitment to road safety, we implemented the Pasamayo Safe Driver Program. This initiative, approved by the Ministry of Transportation and Communications (MTC), involves joint actions with different institutions and authorities with the goal of raising awareness among the public regarding road safety. Our main priority is to safeguard human lives. We will continue to work tirelessly to educate drivers and pedestrians about traffic rules and regulations with the goal of reducing accidents.

El Serpentín de Pasamayo Road WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 42

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SURVIAL

Uniting Southern Peru

Approximately two million vehicles traveled the Survial concession during 2018. This 750 km road crosses through deserts, protected natural areas, inter-Andean valleys, and puna highlands in the regions of Ica, Ayacucho, Apurímac, and Cusco, making it one of the primary US connections between the coast and the mountains of southern Peru. $16 The MTC entrusted us with the performance of reconstruction works MILLION along the highway, in 21 stretches affected by chance events and IN WORKS natural disasters in previous years. Concar was in charge of performing for the Survial these works, which had a total cost of US$ 16 million. concession The Ositran gave us the green light to perform maintenance works on approximately one hundred kilometers of road during 2019, which will allow us to continue improving the road infrastructure. All that is left is to obtain the grantor’s authorization. These works come with a price tag of US$ 12 million. Finally, we carried out campaigns to raise awareness of the importance of complying with traffic rules and regulations in Chalhuanca, Abancay, Carretera Sur Highway in Ica and Cusco. This initiative, which we undertook together with the National Road Safety Council, forms part of the valuable social management work we do in areas located close to the road. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 43

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CANCHAQUE

Piura More Connected Than Ever

This concession is one of the most important transport channels for exporters of agricultural products in the mountains of Piura. Running a total of 76 km, it begins at the junction with National Route 1N-J, running through the towns of Buenos Aires and Serrán, and ending in Canchaque. In 2018, a total of approximately 200,000 vehicles US$700 traveled this road. This year, we prepared the Technical Maintenance Report, which was MILLION authorized by the grantor for an amount of US$ 7.8 million. We also in maintenance works performed emergency maintenance work valued at US$ 700 million in Canchaque to repair parts of the road affected by the El Niño phenomenon. Additionally, the MTC entrusted us with building the new Filadera Bridge, which posed a major engineering challenge. This work came with a total cost of US$ 1 million, and was completed in February 2019.

Leg: Buenos Aires - Canchaque in Piura WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 44

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FERROVÍAS

Improving People’s Lives Every Day

2018 was a year of major challenges for GyM Ferrovías, the concessionaire of Lima Metro Line 1. Thanks to our efficient management and strategic focus, we were able to exceed the goals of availability, regularity, cleanliness, and fraud prevention that we set for ourselves. All of these objectives are contained in the concession agreement with the Peruvian government, and our ability to go above and beyond what was expected of us has a significant impact on improving customer service. We performed upkeep on all of the concession assets as scheduled, under the leadership of a high-performance team. This year we also succeeded in consolidating our position as agents of social change, thanks to our focus on “mutual social protection,” an interpretation of the “shared value” concept that seeks to gain the trust of our customers and the community. Based on this approach, we developed the Sustainable Infrastructure Model, which symbolizes our actions as a company. This model consists of promoting dialogue and Line 1, Lima Metro transparent communication, with the goal of forging solid bonds with our stakeholders so that we can gain their support and recognition, while also inspiring a sense of reciprocal care. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 45

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FERROVÍAS

Our long-term growth strategy is rooted in our commitment to User Perception: providing service to the 600+ million users whom we have transported since the start of the concession. We strive to Lima Metro Line 1 provide them with a reliable, modern, and safe service. According to a study carried out by Arellano Consultoría e Investigación de Mercados, the positive perception of our company rose in 2018, with 92% of the public stating that they view us as fostering a sense of civic culture; 77% recognizing the 92% 77% part we play in improving the community; 86% agreeing that Our management Plays a part we contribute to sustainable development; and 75% pointing to fosters a sense in improving our promotion of artistic and cultural activities. Customer of civic culture the community satisfaction was 90%, while 99% said they would recommend our services. While we successfully met our contractual obligations and fulfilled our proposal for sustainable development and civic culture, we were not exempt from challenges during the project 86% 75% to expand the capacity of the Lima Metro, which we also Contributes Promotes managed to overcome. We carried out five works: electrical reinforcement, expansion of the five stations with the highest to sustainable artistic and demand, improvements to the shop yards in Villa El Salvador development cultural activities and Bayóvar, and installation of new links (rail switches). Source: Study by Arellano Consultoría e Investigación de Mercados. Finally, we made significant improvements to the rolling stock, with the commissioning of twenty new trains, the operation of Maintenance services the first six-car trains, and a shorter wait time during rush hour, for Line 1, Lima Metro which was reduced from 6 to 3 minutes, all without affecting the regular operation of the service. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 46

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GMP

Energy for the Country’s Development

Our oil and gas company continued to carry out hydrocarbons exploration and production operations in Lots I, III, IV, and V in Talara, Paita, and Los Órganos. The average production was 3,656 barrels of crude per day—accounting for nearly 10% of national production— and 13.546 billion cubic feet of natural gas per day. This result came from 687 wells in operation, including both oil and gas. Our investment projects enabled us to drill 33 development wells in Lot IV and an exploratory well in Lot III. The proven reserves of both lots total 24.7 million barrels. Additionally, in November and December, seven workovers were performed, achieving an average contribution of 13 BOPD per well, for a total of 5,900 barrels. In the natural gas business, our Pariñas Plant processed an average of 30.1 million cubic feet of associated natural gas and produced an average of 1,084 barrels of natural gas liquids per day, mainly LPG. Pariñas Natural Gas Processing Plant This year we also performed major maintenance on the plant’s equipment (which is done every five years). GMP’s technical WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 47

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GMP

staff supervised the process, which included the participation of 194 contractors, during 31,947 man-hours, without any safety- related accidents. In the transport and distribution businesses, we continued to implement our investment plan at the ten terminals we operate, including two new storage tanks at the Callao terminal and one at Mollendo, increasing storage capacity to 4.5 million barrels. Other investments included improvements to multi-buoy mooring births, firefighting systems, and marine reception and dispatch systems. We also implemented a project aimed at eliminating effluents in the sea, and began a project for the overhaul of Pier 7 at the port of Callao. We met 50% of the demand for liquid hydrocarbons in Peru, including new international clients. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 48

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LA CHIRA

Caring for Our Environment

As of the end of 2018, we have spent two and a half years performing the operation and maintenance of the La Chira wastewater treatment plant. During this term, we have treated nearly 415 million m3 of wastewater, equivalent to the volume of approximately 167,000 Olympic-size swimming pools. This work prevented over 30 million kilograms of solid waste from reaching the ocean. La Chira treats approximately 15 million m3 of water per month, accounting for over 25% of Lima’s wastewater. The plant’s operation has helped protect the environment, especially at the beaches located near the Armendáriz Ravine (Miraflores) and Conchán Ravine (Villa El Salvador). This is just part of our contribution to the safety and quality of life of more than 9 million residents of Lima.

La Chira Beach in Lima WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 49

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CONCAR

Leaders in Infrastructure Operation

Although the sector experienced a year full of uncertainty and challenges, we at Concar turned these difficult circumstances into an opportunity. This approach allowed us to remain the leading company in infrastructure operation and maintenance. Among our most important achievements for the year, the Lima Metro Line 1 was able to continue operating adequately during the expansion works performed in 2018. This project included electrical reinforcement works, the installation of sixteen rail switches, the construction of five new parking spots in the shop yard, and the expansion of five stations. Our staff’s service was declared “outstanding” by the Metro’s users, who reported a satisfaction level of 92%. This is a major achievement, indeed, considering that the period saw an increase of 53% in the user public, transporting up to 490,000 people per day, as a result of the expansion works. We also finished the repair of 6 kilometers of railway at the Cusco-Apurimac Highway Cajamarquilla Refinery. This work was done while the railway remained in operation, without interrupting the mineral hauling process. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 50

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CONCAR

What’s more, we managed 2,500 kilometers of roads and were awarded the contract for the Atico-Dv. Quilca-Matarani-Ilo and Each project that we Punta de Bombón-Dv. Cocachacra Road Corridor Conservation La Chira treats Project, which means that we will be responsible for 418 performed included rigorous kilometers of roads for a period of three years. We provided road safety information to 4,000 people through 15 safety management and over 60 workshops and educational campaigns carried out in 3 our area of influence. MILLION M OF the fostering of a culture of As for the development of new business segments, we made WASTEWATER PER MONTH progress in breaking into the airport sector, delivering the prevention. Thanks to this engineering plans and performing projects for Lima Airport Partners and Aeropuertos Andinos del Perú. focus, we concluded 2018 In addition to treating 15 million m3 of wastewater at the La 92% Chira Plant, our water plants and infrastructure operation and with a rate of 0.28 accidents maintenance service expanded its activities, providing services SATISFACTION RATE to three industrial plants owned by our new client, Cerámica with our service among users for every 200,000 hours San Lorenzo. of the Lima Metro Line 1 Each project that we performed included rigorous safety worked. management and the fostering of a culture of prevention. Thanks to this focus, we concluded 2018 with a rate of 0.28 accidents for every 200,000 hours worked. Thus, we not only reconfirmed our professionalism, but we also succeeded in caring for the most valuable capital we have: our people. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 2 20182018 A NEW BUSINESS STRATEGY 51

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REAL ESTATE WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 52

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REAL ESTATE

We Don’t Just Build Buildings, We 2018 was a special year. As part of our efforts to regain our public’s trust, we achieved encouraging results, especially in the Transform People’s Lives social housing segment. US$186 1,920 The purpose of a construction job is to change people’s lives. Between social housing and traditional housing, we sold a total Only then does it acquire true meaning. This value goes beyond of 1,920 units during the year, a 35% growth over 2017. Viva MILLION UNITS mere numbers, taking the form of wellbeing and plans for the GyM remained number one in market share, in terms of both in sales volume sold future. Of happiness. units sold and sales revenue. It was also number one in mortgage In Graña y Montero’s Real Estate area, we know that each disbursements under the MiVivienda program. project is really a gateway to a better quality of life for hundreds Together, all of the real estate business divisions of Viva GyM of people. We offer experience, commitment, and responsibility, and its subsidiary Almonte, reported sales of US$ 186 million, US$ qualities that are reflected in safe, modern, innovative housing with net earnings of US$ 47 million. Nº1 47 that is designed to surpass the highest quality standards, which IN MIVIVIENDA MILLION we rigorously apply in the region’s largest construction projects. We are firmly committed to demonstrating our values, as a team MORTGAGE net earnings and as an organization, through our decision-making capacities, disbursements our professionalism, and our transparency. We strive day after day to earn our clients’ trust and become a company that is once again recognized for the incredible legacy of its work, as exhibited in a number of buildings that many Peruvian families are now proud to call home. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 53

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VIVA GYM

Traditional Housing

This year, the El Nuevo Rancho project in Miraflores continued to be warmly received. With 21 new apartments sold in 2018, there are only five units left for sale out of the 116 originally offered. For its part, our luxury project Klimt, located in San Isidro, also finished the year with fantastic results: of the 32 apartments for sale, there is only one remaining. With the sale of all 75 apartments, our Los Parques del Mar project in San Miguel was a great success. Part of this enthusiastic reception was due to the many units in the project that qualified for the new MiVivienda Bono Verde credit. Finally, we expanded our portfolio with two new projects designed based on the boutique building format: Paul Harris Residences and Jaus, both located in the district of Barranco.

Parques del Mar WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 54

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VIVA GYM

— A Home within Reach for All Peruvians One of Viva GyM’s star projects is Los Parques de Comas, which was designed to meet the needs of a high-demand segment, resulting in a brisk sales pace. In 2018, we sold 1,403 apartments: 834 units with an area of 50 m2 at the average value of the Techo Propio program; 345 with an area of 60 m2 in the Los Molles and Jacarandá condominiums; and 224 with an area of 72 m2 at the Alborada Club Residencial. We also delivered an additional 963 apartments, which means that hundreds of families will enjoy the peace and happiness of living in a home that they 100% know is their own. OF APARTMENTS On the other hand, we sold 75 apartments in Los Parques del Callao, a project that included the additional advantage of SOLD promoting the design and construction of the Strip Plaza Callao. in Los Parques de Carabayllo II This shopping center, which will feature 3,000 m2 of leasable area, 800 of which are allocated for multiple businesses, will be ready in the first quarter of 2019, and offers just one example of our commercial contribution to our country. Other residential projects that are getting low on stock include Los Parques de Villa El Salvador II, located in Lima, where 45 apartments were sold this year, and 65 were delivered; and Los Parques de San Martín de Porres, where we sold 33 apartments and delivered 97. In the provinces, on the other hand, we sold 77 apartments in Stage II-B of the Los Parques de Piura project; as Los Parques de Carabayllo II well as selling and delivering 24 units in Stage III. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 55

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VIVA GYM

Our urban development business (lots) also had a positive year. In all, the results of our residential complexes were highly At Los Parques de Huancayo, we sold 65 units and delivered 52 encouraging: 1,810 units sold (counting apartments, houses, lots in Stage I. In Lima, meanwhile, shortly after kicking off and lots) and 1,230 units delivered. These figures do not just sales at Prado Verde (Carabayllo), we sold 82 units. This project reflect our strong business performance; they are also proof of is also notable for the fact that it will include four recreational the commitment of each one of our team members to the parks. Over the course of the year, we worked on obtaining the thousands of Peruvians who dream of having their own home. necessary permits for the project’s urban development and comprehensive planning so that we can begin construction of Stage I in the first half of 2019. One of our management priorities is to guarantee that our works meet the expected safety and comfort standards, in Offices Ready addition to the sustainability criteria to which all modern buildings should be held. As demonstrated by projects such as We completed the sale and Los Parques de Comas, Los Parques del Callao, and Los Parques de Piura, we have achieved our objective. In 2018, these projects delivery of offices in the received certification under the MiVivienda Verde program, which validates them as ecofriendly projects. Rivera Navarrete building In a similar vine, our Ayni sustainability program was created to accompany the families who live in our residential complexes, (San Isidro). In the Panorama offering them a range of advice on how to ensure the sustainability of their housing and guarantee good relations with fellow residents. Throughout 2018, we continued working building (La Molina), all that is to strengthen this program as part of the added value we offer in our real estate service. As a result, we expanded the range of left to do is to finalize the sale action to three fields: efficient management (AdministraBien), Navarrete Offices integration initiatives (ConViva), and waste management and of the commercial area. environmental care (EcoViva). WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 2 20182018 A NEW BUSINESS STRATEGY 56

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VIVA GYM

— Lease Performance As part of its administrative services, Viva GyM leases commercial and advertising spaces at the Centro Comercial Plaza Agustino and the Lima Metro Line 1 stations. This year, Banco de la Nación and other financial institutions opened their doors at Centro Comercial Plaza Agustino, along with a number of government agency platforms. Revenue from this project helped drive the annual sales level, which surpassed US$ 3.3 million, as well as a 13% increase in visits compared to 2017. — Industrial Lots Finally, one of the most notable announcements of the year is that Almonte, our company specializing in industrial lots, obtained government resolutions for urban development at Lot 6-10, which is part of the process of obtaining approval of the public lighting project corresponding to the companies Luz del Sur, Mimco, Wellco, PPS, Calafquen, Lot 4 (remnant), and part of Tupemesa. We also completed the public lighting and sidewalk works for Latam Logistics, as well as other works for the same company, including the construction of an electrical substation, the implementation of a reservoir, and excavation works. Between its various contracts, permits, and works, the company earned US$ 95 million this year. Thanks to this strong performance, which has remained steady over the last few years, an agreement was reached for the sale of Almonte, which we expect to finalize during the first half of 2019. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 57

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PART 3

RESPONSIBLE BUSINESS FOR A BETTER FUTURE

“With honesty, transparency, and integrity, we will become a vital company that helps uplift Peru and all of Latin America: improving life for everybody, every day”. Fernando Da Costa Iberostar Works Supervisor WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 58

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RESPONSIBLE BUSINESS FOR A BETTER FUTURE

— Our Sustainability Priorities Our management priorities are defined based on the issues that — TRANSPARENCY — EXTERNAL — CLIENT — HUMAN are most relevant to our companies and our stakeholders. They AND ETHICS COMMUNITY MANAGEMENT RESOURCES enable us to integrate social and environmental management MANAGEMENT and good governance practices into our projects to help create more value in our operations.

— ENVIRONMENT — SUPPLIERS — OCCUPATIONAL — FLAGSHIP HEALTH AND PROGRAMS SAFETY WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 59

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TRANSPARENCY AND ETHICS

We continue working to continuously improve our risk and compliance management, which ensures our upstanding and transparent conduct. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 60

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TRANSPARENCY AND ETHICS

— Main Indicators — Our Management System At Graña y Montero, we continue working hard to ensure the continuous improvement of our risk and compliance management, with the goal of guaranteeing trustworthy and transparent behavior. In 2018, we will continue with emphasis on compliance. OUT OF 9 As part of the compliance program, we have implemented measures focused on preventing the future commission of crimes or significantly reducing the risk of their occurrence. We have 5 DIRECTORS mechanisms for supervision and control, as well as guidelines that can be used to orient institutional are independent actions and help regain the trust of our shareholders and stakeholders. We at the Group believe that there is no better leader than one with direct knowledge of how the business works, as well as its risks. That’s why we are in charge of the design, implementation, and management of these matters. This ensures the implementation of appropriate mechanisms, in keeping with both the corporate and national context. To achieve this, we have reinforced the Tone at the Top, through which the Group’s senior executives 8,834 of training on the Group’s Code assume responsibility for the implementation and dissemination of ethical principles. of Business Conduct and Anticorruption Policy, as well as the prevention of money We are working to consolidate a new corporate culture and promote ethical behavior among team MAN-HOURS laundering and terrorism financing members, contractors, suppliers, and partners. One of most notable points this year came when the Board of Directors approved a new Code of Business Conduct, a tool that exhibits our corporate values of formality, quality, compliance, and efficiency, along with two new additions: responsibility of clients and partners and safety. We also relaunched our Due Diligence Policy and Procedure, with an emphasis on our SUBJECT TO DUE clients and partners. 80% DILIGENCE EVALUATIONS WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 61

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Management Approach

– Compliance Program – Anticorruption Program — Internal Main Achievements ––We relaunched the Ethics Channel, which our team members Due Diligence Policy and the general public can use to file anonymous complaints – The Code of Business Conduct, launched in 2018, was signed Code of Business Conduct –– – by 81% of all team members in Peru, thus highlighting their regarding behavior that is not consistent with the law or intention to put it into practice. corporate values. These reports are then evaluated, investigated, and punished (where applicable) by the Ethics We organized online and in-person training sessions at the Evaluation and Continuous Improvement –– corporate level on risks, ethics, and business conduct, for a Commission. total of 8,834 man-hours of training. In-person training The use of this tool increased by 42%, with 105 complaints consisted of 48 workshops, with an attendance of 84% of all –– – Risk and Compliance Committee in the Board reported, of which 87% were submitted by the Group’s of Directors team members. personnel, dealing mainly with conflicts of interest and External audit council – ––Online training included different courses on risks, ethics, embezzlement. Out of these cases 34.7% proved to be well- Ethics Commission and compliance, the anticorruption policy, and prevention – founded, with responses primarily including the termination Due Diligence Procedure of money laundering and terrorism financing, with 80%, – 73%, and 63% attendance, respectively. or punishment of the respective employee, changes to the Group’s policies, and the implementation of stricter control We carried out the “Values that Inspire” and “Behaviors that –– measures. Transcend” campaigns to help explain the meaning of each Channels of Communication corporate value and offer examples on how to apply the Code ––The Group publicized the different complaint and grievance of Business Conduct in real cases. channels made available to its stakeholders and explained – “We’re Listening” channel on the Committed ––The external due diligence evaluations of our partners and how to use them. Through the email address connected to to the Future website clients were a priority this year. We have identified risks and the “Committed to the Future” website, we have received 671 – Ethics Channel categorized these groups based on how critical they are to us, questions or comments; 1,878 via Facebook; and 1,201 so that we could then inform them of preventive measures to Contáctenos GyM email address through the Contáctenos GyM email address. All of this – be implemented. – Social media (Facebook) questions and comments were responded to promptly. Reporting of significant business events to the SMV ––We completed due diligence evaluations for 80% of our – clients and partners, which is equal to 90% in terms As part of the Board of Directors’ commitment to ensure the Compliance and anticorruption forums –– – expressed in backlog (amounts contracted, pending active participation of all of its members, a 92% attendance execution). rate was reported for the parties involved in these meetings. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 62

S A T M N E E COMMITM We will focus on bolstering the Compliance Program, with an emphasis on comprehensive prevention and risk monitorings.

Challenges ––Perform an assessment of previously identified risks by — building a tool for monitoring, subsequent analyses of Continue strengthening our risk and compliance management interaction with the state, assessment of appetite for risk, systems, integrating this cross-cutting management approach appointment of risk champions, and the preparation of an at all different levels of the organization. Through such actions, operational risk report. we will seek to inspire the commitment of all actors to identifying and mitigating risks in all of our business processes. ––Implement a monitoring and evaluation system that includes reports and feedback aimed at continuous improvement in We will focus on bolstering the Compliance Program, with an different areas and levels. emphasis on comprehensive prevention and risk monitoring: Train all team members on risk, ethics, and business conduct At the strategic level, work with the senior management to –– –– so that these issues form part of their everyday tasks and the define and prioritize the continuous improvement plan and operations involved in each of the Company’s activities. the actions to be taken. At the tactical level, implement instruments that allow us to explain conflicts of interest, strengthen traceability and accountability, and establish incentive strategies and disciplinary measures. ––Identify the business’s main risks, based on the definition of our most significant activities and the types of impacts on macro processes. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 63

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EXTERNAL COMMUNITY

We strive to go above and beyond as an organization and share the knowledge and values of our team with our communities. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 64

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EXTERNAL COMMUNITY

— Main Indicators — Our Management System We seek to go beyond our limits as an organization and share our team’s knowledge and values with our communities. Through our social investment programs, we foster capacity building, create jobs in our projects’ areas of influence, and encourage proactive behavior in the revitalization of the local ,000 economy. 942 SOLES We implement our relations strategy with the communities in the areas where we operate, along allocated for social investment with neighboring zones, before we begin our projects and works. As part of this strategy, we establish agreements and social commitments, and work to ensure constant communication and dialogue. As a result, we are able to establish trusting relations with the communities and adequately manage 50,000 the risks inherent to our operations. of training Through our social investment MAN-HOURS for communities programs, we foster capacity building, create jobs in our projects’ areas of 60% 97% 24 influence, and encourage proactive OF LABOR HIRED OF COMMUNITY institutional behavior in the revitalization is local COMPLAINTS ALLIANCES resolved of the local economy. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 65

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Main Achievements Neighborhood Art: 54 shows by groups of artists. Management Approach — –– ––As part of our social management, we create a continual flow –– Neighborhood Allies: 3,452 m2 of public space of personnel to and from the projects we are carrying out, in beautified. Code of Business Conduct addition to promoting social development in the neighboring Lima and Its Buddies: 72% of groups from areas of – areas by providing resources to the community (S/. 48.849 –– Anticorruption Policy influence. – billion in procurements from local suppliers1) and hiring – Community Relations Plan 60% of our workforce locally, for a total of 8,472 local –– Sexual Harassment Prevention: 24 training – Social programs residents with contracts. workshops on the sexual harassment protocol. – Alliances with public and private institutions ––GyM’s “Building Capacities for Job Market Insertion” –– Neighborhood Health: 26,905 people received care program trained and evaluated 735 participants on topics through health campaigns. tied to the hiring of local labor, such as occupational safety ––Our social investment initiatives benefited 94,000 people and social skills. Of these trainees, 75% went on to work for through approximately 50,000 hours of training on different Evaluation and Continuous Improvement GyM. The most notable results achieved by this program topics of interest, in addition to charitable donations that include a decrease in social conflicts caused by job helped improve locals’ quality of life. expectations, a lower crime rate in neighboring areas, and Monitoring of complaints and social conflicts fewer on-the-job accidents. ––During 2018, a total of 7,700 complaints were received from – the community, of which 70.9% were resolved satisfactorily. Satisfaction surveys among program participants – ––Through Concar’s “Road Safety Education Program,” we Additionally, there were 12 social conflicts, of which 10 were carried out 65 training sessions for 3,352 transporters and addressed satisfactorily. residents of communities located near main roads. In all, 3,796 man-hours of training were provided. Challenges Channels of Communication — ––The comprehensive “Metro Culture” program fosters a sense ––Draft comprehensive social management plans that include of belonging, care, and respect for the transportation system results indicators and biannual milestones that enable us to Informational talks among users and residents who live near the Line 1 stations. measure progress made in this management area and – Through this program, we carried out the following activities Spaces for dialogue evaluate its results. – with the local community : – Community service centers – Social media

1 Procurements from suppliers whose tax address is listed in the same region as the project. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 66

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CLIENT MANAGEMENT

We are committed to delivering projects to our clients before the deadline, with the highest standards of quality and safety. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 67

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CLIENT MANAGEMENT

— Main Indicators

91% 410 In Line 1 of the Lima Metro: CLIENT MILLION SATISFACTION DOLLARS 99.45% 93% 95.66% on Line 1 of INVESTED the Lima Metro in the expansion of Line 1 AVAILABILITY PUNCTUALITY CLEANLINESS of the Lima Metro 1,134 1,278 2KM SOCIAL HOUSING HOUSING TUNNEL, THE LONGEST UNITS UNITS IN LIMA delivered by Viva GyM delivered in the Yellow Line project WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 68

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Our Management System — Management Approach At Graña y Montero, At Graña y Montero, we build works to feel proud of. We are committed to delivering projects to our clients before established deadlines, with high quality and safety standards, as well as – Customer Relations Plan we build works to feel proud developing infrastructure that contributes to the community’s – Business Opportunity Mapping quality of life. – Code of Business Conduct of. We are committed to We are dedicated to client satisfaction. This means responding – Anticorruption Policy delivering projects to our to doubts, questions, and complaints in a timely manner, and – Due Diligence Policy creating spaces and channels for ongoing, transparent communication and dialogue. clients before established To guarantee that our business activities are aligned with the Evaluation and Continuous Improvement law and are performed ethically and transparently, we include deadlines, with high quality our clients and business partners in due diligence evaluations. Due diligence evaluation of clients and partners This helps us to know everything about them and make better – and safety standards, as well Customer satisfaction survey decisions regarding the projects in which we plan to participate. – – Spaces to address complaints and suggestions as developing infrastructure – Internaional standards that contributes to the Communication Channels community’s quality of life. – One-on-one meetings – User service centers – Social media – Associations and chambers of commerce – Complaint log WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 69

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Main Achievements ––We have forged closer relationships with our clients through — one-on-one meetings to help address requirements, Our effort to regain clients’ Our effort to regain clients’ trust is reflected in the contracts –– disagreements, and concerns, with the goal of ensuring their we won in 2018, most notably the management, construction, trust. and/or expansion of projects such as Quellaveco (US$ 52.5 trust is reflected in the million), the Talara Refinery (US$ 352.9 million), Mina ––We measured our clients’ satisfaction to help identify Justa (US$ 85 million), and Minera Escondida (US$ 35.7 opportunities for improvement, develop more effective contracts we won in 2018. million). rapprochement strategies, and improve the quality of our service by establishing a Client Loyalty Plan. ––In the real estate sector, we spent the year strengthening our operational excellence with the goal of optimizing client Satisfaction Surveys satisfaction levels. This was partnered with a genuine interest in providing a differential housing experience, as COMPANY SUBSIDIARY CLIENT SATISFACTION % % OF CLIENTS SURVEYED reflected in our Ayni Program and the launch of the Eco Engineering and Construction Morelco 94% 75% Depas certification. GMP 75% 100% ––We delivered the Línea Amarilla works by the deadlines Infrastructure Concar 86% - established by the client. These works included the longest Línea 1 91% 0.33% tunnel in Lima, running approximately two kilometers, which passes under the Rímac River. The tunnel has four ––We participate in sector associations and chambers of lanes, two emergency lanes, a fire-fghting system, and an commerce, whose principles include providing truthful and earthquake-resistant design. reliable information to clients, as well as adequate post-sales ––We performed due diligence evaluations on clients to service. determine whether we could take on certain risks that are ––The Group’s companies have international standards to able to be mitigated. We also assessed strategic partners to guarantee the highest quality in the projects and services submit competitive bids to our clients. In all, we have now that we provide. evaluated 80% of our clients and partners.2

2 According to Policy (in terms of number of relations). WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 70

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International Standards — Challenges Maintain high levels of client satisfaction, as well as finishing OHSAS 18001 ISO 9001 ISO 14001 –– COMPANY SUBSIDIARY (HEALTH AND OTHER projects before deadlines and efficiently managing (QUALITY) (ENVIRONMENTAL) SAFETY) communications channels (in-person and online). GyM1 X X X Ensure that all complaints are handled by the established 2 –– Engineering GMI X X X deadline, while also decreasing the number of such and Construction Morelco X3 X3 X3 X4 complaints. VyV-DSD5 X X X Disseminate good management and coexistence practices in 6 –– GMP X X X housing and condominiums, and increase the number of 7 Infrastructure Ferrovías GyM X housing units certified under Mivivienda Verde. Concar8 X X X Real Estate Viva GyM9 X

1 ISO 9001 in our project management control processes; ISO 14001 and OHSAS 18001 in engineering, procurement, and construction activities for electromechanical projects, civil works, and buildings. 2 Study, design, and development of engineering, procurement, construction, and works supervision projects in the mining, energy, hydrocarbon, water supply, water treatment, sewerage, industry, infrastructure, transport, and buildings sectors. 3 Design, procurement, construction, erection, operation, and maintenance in infrastructure and specific works projects. 4 ASME CODE STAMP US NATIONAL BOARD R STAMP. 5 Project engineering, planning, and studies, logistics, and equipment maintenance, construction of civil works and electromechanical erection in mining, petrochemical, energy, and industrial processing plants. 6 Oil and gas production operations processes in Lots III, IV, I and V; gas processing at the Pariñas Gas Plant; reception, storage, and dispatch processes for hydrocarbon byproducts at the Pisco, Mollendo, Ilo, Cusco, Juliaca, Eten, Salaverry, Chimbote, and Supe terminals. 7 Operation and conservation of railway infrastructure and rolling stock for the Electric Transport System (Sistema Eléctrico de Transporte) – Line 1. 8 Upgrading, repair, conservation, operation, and management of roadway infrastructure and asphalt emulsion production. 9 Main office and Los Parques de Comas work. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 71

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HUMAN RESOURCES MANAGEMENT

“We work to guarantee the company’s future and make it into a regional organization that honors its commitments”.

Blanca Díaz Administration and Finance Analyst at GyM Railways WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 72

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HUMAN RESOURCES MANAGEMENT

— Main Indicators — Our Management System At Graña y Montero, we are firm believers in the transformative power of our team members, and we recognize their talent and commitment to the organization. We have placed our faith in each one of our team members. As a result, we work tirelessly to aid in their development, both personal 5,851 11,891 and professional. Our team consists of 11,891 employees. Of them, 34% are under the age of 40 and 12% are women. DIRECT JOBS PEOPLE FORM PART OF OUR TEAM It is worth noting that 13% of the managerial positions in the Group are held by women. created (including employees, workers, and consortium members) Our human resources management strategy is based on the Business Partner model, whereby a human resources representative is appointed to each business unit to provide management support, making processes more efficient and helping to add more value. 77.8% In 2018, we focused on developing the talent of our managers and executives, promoting greater 15 internal mobility in an effort to bolster their skills and transform their business vision into a group- SATISFACTION active based approach. We also redesigned our corporate culture to ensure that our values and our RATE commitment to ethics serve as the foundation of our actions and decision-making. among our employees WORK COMMITTEES 282,276 25.80 MANHOURS RATIO OF TRAINING between the average annual salary for team members, employees, of the executive committee and the and operators average salary of our team members WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 73

S A T M N E E COMMITM In 2018 we redesigned our corporate culture to ensure that our values and our commitment to ethics serve as the foundation of our actions and decision-making. Management Approach

– Code of Business Conduct Business Partner model – Main Achievements ––We have 19 collective bargaining agreements and 3,112 Cultural transformation — unionized team members. – The Business Partner model was consolidated, helping to Training programs (Academy) –– – achieve optimal turnover rates (34%) and positive results in ––We promoted the internal promotion of our leaders, the work environment survey (77.8%)3, despite the difficult broadening their outlook from a narrow focus on just one situation in which the organization found itself and the business to a group-wide vision. As a result, we promoted Evaluation and Continuous Improvement challenges faced by the sector as a whole. greater cultural diversity with the goal of bolstering new managerial and supervisory positions. We strengthened the Group’s cultural transformation Work environment management –– – process by sharing, raising awareness of, and implementing ––We worked with specialized outside advisors to systematize – Objective monitoring and performance the new Code of Business Conduct, ensuring that all team processes and work with more professional methodologies evaluation systems members received information on it, as well as organizing a that allow for a shrewder human resources management, for number of campaigns, including one under the title of example, in relation to hiring personnel and performance “Values that Inspire.” evaluations. Communication Channels ––We created the Talent and Salaries department, and the ––Through our Academy, we promoted the use of online tools, Human Resources Management Committee changed its implemented corporate programs (270,959 hours of internal – Ethics Channel name to the Talent Committee. training and 11,317 hours of external training), and provided – “We’re Listening” channel on the Committed to the technical training to operating personnel. In 2018, each full- Future website time team member received an average of 51.48 man-hours 3 GPTW surveyed 3,637 Graña y Montero Holding employees. of training. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 74

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––We promoted internal knowledge through “Conecta” Data on the Group (“Connect”), a campaign that included a week-long meeting — among the Group’s professionals, along with a range of classes and talks. Eighteen speakers taught technical classes, DISTRIBUTION BY TEAM MEMBER TYPE DISTRIBUTION OF TEAM MEMBERS BY REGION participated in discussion groups, and moderated 20,000 17,591 roundtables on technical topics. A total of 406 team members 18,000 16,782 16,275 Chile took part in the event. 16,000 17% 13,629 14,000 We support the professional development and internal –– 12,000 growth of our team members. Of all vacant positions in the 10,000 8,493 Peru Group, 1,024 (16%) were filled internally. 8,000 Colombia 62% 21% We conducted performance evaluations for 51% of our 6,000 4,279 –– 4,000 employees. Of this group, 23% were women and 77% were 1,995 1,761 2,000 1,109 men. 0 ––Through the “Cantera” (“Quarry”) Program, designed to 2016 2017 2018 attract and train talented young engineers, we recruited 8 Employees Operators Consortium young people out of a total of 34 participants. Members We respect the right of the Group’s workers to freedom of Employees: engineers, other professions and technicians –– Operatives: laborers association. In 2018, we had 15 active work committees and 19 unions (3,112 team members4). ––We have a committed and diverse team at all different levels of the organization. Below, we offer segmented data on our team members.

4 GyM, GMI, VyV-DSD, Morelco, Concar, GMP, Adexus (Chile), Cam (Colombia). MANAGEMENT SENIOR OPERATIONS JUNIOR MANAGEMENT POSITIONS MANAGEMENT* MANAGEMENT**

WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 75

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DISTRIBUTION OF TEAM MEMBERS BY GENDER DISTRIBUTION OF TEAM MEMBERS BY MANAGEMENT Challenges POSITIONS — ––Consolidate the human resources management system by implementing orderly processes and MANAGEMENT SENIOR JUNIOR OPERATIONS POSITIONS MANAGEMENT* MANAGEMENT MANAGEMENT** adequate technological support, in order to thus Women optimize the management of the Group’s companies Men 87% 68% 86% based on the particularities and needs of each Women 13% 32% 14% business. Men ––Focus on long-term work with managerial staff, * Includes up to two levels below the CEO. with the goal of strengthening these leaders’ human ** Does not include support areas. resources management skills. 0% 20% 40% 60% 80% 100% ––Redesign the “Cantera” junior engineer training program, reinforcing the concept of employer brand, and the “Project Head Program,” in order to DISTRIBUTION OF TEAM MEMBERS BY AGE achieve a team of talent made up of senior engineers ready to tackle the new challenges faced by the 40% Group. 35% ––Become the main knowledge management agent at 30% the corporate level, promoting initiatives such as 25% “knowhow week” to provide additional 20% reinforcement on topics that must be taken into 15% consideration in order to achieve goals and address corporate challenges. 10% 5% 0% Under 20 31 41 51 61 or 20 to 30 to 40 to 50 to 60 older WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 76

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ENVIRONMENT

At Graña y Montero, we not only offer quality, but commitment and responsibility, as well. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 77

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ENVIRONMENT

— Main Indicators — Our Management System Our environmental management is based on three lines of action: reduce the environmental impact of our operations; promote a culture of responsibility; and design engineering solutions that improve environmental performance by our clients and society as a whole. OF CONSTRUCTION WASTE We analyze our projects’ surroundings and operations so that we can prioritize the prevention of % reused 24 those risks that may affect the actions of the Group’s companies. This approach ensures that we comply with all laws in force and encourage best environmental practices in our value chain. ,000 M3 OF WATER CONSUMPTION, 921 19% less than in 2017 We comply with all laws in force

MILLION M3 OF WASTEWATER and encourage best environmental 128 treated at the PTAR La Chira practices in our value chain.

MILLION M3 OF WATER REUSED 4.8 to wash Line 1 trains WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 78

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Main Achievements authorized projects such as nonmetal quarries and the Management Approach — leveling of construction landscapes. ––This year we reported an electric energy consumption of 75,348,9265 KWH. In 2018, we carried out a campaign to ––We delivered recyclable waste from our offices to formalized share advice on how to optimize our energy consumption by recyclers so that it could then be reused in other industrial Corporate Sustainability Policy – turning off lights and making proper use of electrical processes, indirectly reducing the consumption of natural – Code of Business Conduct appliances and electronics at our offices. resources, water, and electricity. ISO 14001 certification – ––Our water consumption was 19% lower than that reported in ––We carried out the “More Plastic, More Life” campaign in – Environmental laws 2017 (1.1 million m3). This improvement is the result of support of the law regulating single-use plastics and actions such as reusing water to wash the Line 1 trains disposable containers or packaging. We provided advice to (4,865.749 m3 of water reused) and the changeover of the our personnel on not using or seeking out alternatives to fuel reception process at Consorcio Terminales to water-free disposable plastic and Styrofoam objects. Evaluation and Continuous Improvement interfaces, which also avoids the risk of industrial effluent ––Accidental spills occurred (36,000 liters) in the exploitation spills in the ocean. lots and at fuel storage terminals, which were reported, 3 treated, and verified by the supervisory authority. We also Environmental risk identification and assessment The PTAR La Chira has treated 128,569,992 m of – –– paid fines to the OSINERGMIN and the OEFA for spills matrixes wastewater, preventing over 28 million kilograms of solid waste from being dumped into the ocean. The quantity of occurred in previous years (S/. 397,302 in total). Inspections and internal audits – fecal coliforms has been reduced from 16,000 to 1.8 per 100 Viva GyM promotes ecofriendly behaviors among its clients. Oversight by the competent authorities –– – millimeters of water at critical points, helping to improve Our social housing units include LED lights and motion the quality of water along 20 kilometers of coastline in Lima, sensor lights, resulting in a lower energy consumption. as well as the quality of life of over 2.6 million people who Wastewater from the showers is also treated and reused to live in the area of influence. Communication Channels water green areas. ––In 2018, we generated over 25,000 tons of solid waste. Of this total, we reused 24% of our waste for the construction of – Ethics Channel

5 Includes the Surquillo and Petit Thouars offices. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 79

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Below are the results of our resource consumption and waste generation: — Group-Wide Data — Challenges CONSUMPTION BY ENERGY TYPE ––Strengthen our waste management and continue to promote best environmental practices among all actors involved in our supply chain. ENERGY ENGINEERING AND INFRASTRUCTURE REAL ESTATE TOTAL 2018 We are currently working on raising our environmental standards in all of our operations. CONSUMPTION CONSTRUCTION –– Electricity (KWH) 6’186,127 66’957,343 2’205,456 75’348,926 Fuel (Gal.) 8’172,752 1’806,987 NA 9’979,739

WATER CONSUMPTION

WATER ENGINEERING AND INFRASTRUCTURE REAL ESTATE TOTAL 2018 We are currently CONSUMPTION CONSTRUCTION

Total Volume of Water 404,158 513,037 4,138 921,333 Consumed (m3) working on raising our environmental standards WASTE GENERATION in all of our operations. WASTE TOTAL (IN TONS)

HAZARDOUS WASTE Total hazardous solid waste generated 8,036.54 Total hazardous liquid waste generated 627.75 NON-HAZARDOUS WASTE Total excess earthworks removal generated 3,125.24 Total demolition concrete generated 71.03 Total common works waste 14,027.88 Total electrical and electronic device waste generated 5.31 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 80

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SUPPLIERS

Our suppliers are allies in the performance of our projects. They also help to ensure compliance with ethical and honest practices. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 81

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SUPPLIERS

— Main Indicators — Our Management System We are conscious of the fact that it is our suppliers and contractors who help Graña y Montero uphold the commitments we make to our clients. Our suppliers are allies in the performance of our projects, but they also help guarantee compliance with honest and ethical practices. ,629 S/ ’129,000 We work with them to ensure the safety of their operations and help them manage any environmental 6 89 impacts caused by their activities. To achieve this, we constantly evaluate their compliance with SUPPLIERS IN PROCUREMENTS BILLED standards and share our best practices with them. throughout the Group by good and service providers

1,270 2,024 We are conscious of the fact that SUPPLIERS SUPPLIERS it is our suppliers and contractors approved evaluated who help Graña y Montero uphold OF ENGINEERING AND the commitments we make to 100% CONSTRUCTION SUPPLIERS received the Code of Business Conduct our clients. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 82

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Main Achievements safety factors. Of our critical suppliers, 284 were evaluated Management Approach — to determine the risk involved in the event they are unable to In 2018, the total amount of procurements billed by good –– supply our operations. and service providers came to S/. 89.236 billion. The Group – Code of Business Conduct worked with a total of 6,629 suppliers over the course of this ––We strengthened our communication channels with Due Diligence Policy year. suppliers. We have created a space for ongoing dialogue with – 444 suppliers. We also have a supplier inquiries page where Goods and Services Procurement Procedure – ––This year, we performed our procurements locally, from they can ask questions about scheduled payments and follow suppliers whose tax address is located near the project, as up on their invoices. well as decentralized procurements from suppliers in the Out of all of our suppliers, 44% received the Code of Business Evaluation and Continuous Improvement provinces (outside Lima). –– Conduct (2,900 suppliers), which was shared through DECENTRALIZED AND LOCAL PROCUREMENTS contracts, purchase/service orders, and our website. This Due diligence evaluation allows us to share our values and require our suppliers to – ENGINEERING Supplier approval process AND INFRASTRUCTURE2 align themselves with these standards. We also began – CONSTRUCTION1 performing due diligence evaluations on high-risk suppliers. Evaluation of strategic suppliers – % of decentralized Performance evaluation procurements 16% 26% ––Suppliers can make free use of the Company’s Ethics Channel – billed to file complaints, even doing so anonymously. In 2018, the % of local Ethics Commission resolved 90% of all complaints received. procurements 52% 44% billed Communication Channels — Challenges Note: The logistics of Inmobiliaria are included in GyM projects Increase the percentage of approved suppliers and certify (construction company). –– Supplier inquiries website the approval process. – 1 GyM, GMI, VyV-DSD, Morelco. / 2 Concar. Ethics Channel – We select our suppliers through open bidding processes and ––Reestablish supplier training spaces. Spaces for dialogue –– – evaluate them to assign a weighted score. Our critical ––Maintain channels with suppliers for the exchange of suppliers must then undergo an approval procedure. A total information on the Group’s situation. of 1,270 suppliers were approved in 2018. ––A total of 2,024 suppliers underwent a performance evaluation, including labor, environmental, and occupational WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 83

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OCCUPATIONAL HEALTH AND SAFETY

Creating for Peru means listening to what Peru needs and responding to its demands. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 84

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OCCUPATIONAL HEALTH AND SAFETY

— Main Indicators — Our Management System As one of our most important values, safety is rooted in our business culture. At Graña y Montero, our goal is reach zero accidents. To achieve this, we assess the risks involved in each of our activities, provide safe work conditions, and promote a preventive culture among team members, contractors, and users. We foster team members’ ability to take care of themselves and act as leaders on safety issues, with 1 MILLION a view to safeguarding not only their own lives and physical wellbeing, but those of their family, as of safety training for team members MAN-HOURS and contractors well. We have a risk prevention and environmental management policy centered on the promotion of team members’ health and safety, compliance with all laws in force, and the continuous improvement of the occupational health and safety management system. OF GROUP’S COMPANIES OHSAS 18001 certified Safety is among the values included in our Code of Business Conduct, thus allowing us to strengthen 100% our culture of occupational safety at all levels of the organization, including partners, suppliers, and contractors. HIGHRISK implemented with vital sign 5 WORKS monitoring in Line 1 Safety is among the values included in our Code of Business Conduct, thus OF EMPLOYEES stated that CONCAR allowing us to strengthen our culture 2% eis a safe place to work 8 of occupational safety. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 85

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Main Achievements Management Approach — During 2018, we continued ––We met the goal we set for ourselves, with a Frequency Rate of 0.32 and a Severity Rate of 40.53 per 200,000 hours – Leadership-based at all levels worked.6 training the chains of Corporate Sustainability Policy – ––During 2018, we continued training the chains of command, command, team members, – Code of Business Conduct team members, suppliers, and subcontractors on safety – ISO 14001 and OHSAS 18001 certifications matters. Our results were as follows: suppliers, and subcontractors – Applicable occupational safety and HOURS OF TRAINING ON OCCUPATIONAL SAFETY environmental laws on safety matters. CAPACITACIÓN HORAS Líneas de mando 143,773 Evaluation and Continuous Improvement Colaboradores 529,753 Proveedores o subcontratistas 326,390 – Inspections and internal audits Total 999,916 – Business unit managers – Governmental oversight ––A total of 48,042 cases of substandard acts or conditions were reported in the field, and 33 potentially fatal incidents. As part of our prevention-based approach, we implemented Communication Channels

– Ethics Channel 6 Does not include Adexus, Cam Chile, Peru, and Colombia. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 86

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control processes to mitigate risks with the potential to lead –– MAPFRE Safety Excellence Award Premio given out to an accident. to GyM. ––Upgrades were made to the Digital SIG software in relation –– Inclusion of GMI on our client UNACEM’s list of to the digital records kept on chain of command inspections. contractors with the best occupational health and Corrective actions were also monitored, all planned safety records. inspections were performed, and follow-up was performed Recognition of best practices from “7 Golden Rules to on doctors’ recommendations made to team members. –– Achieve It,” in the category of “Identification of ––We celebrated Regional Occupational Health and Safety Hazards and Risks in Your Activities” from Mutual de Week, which included sharing experiences, strengthening of Seguridad (Chile), given out to Vial and Vives. risk assessments, and participation in talks to raise awareness. Acknowledgments were also given out to those — Challenges foremen and supervisors who have stood out for their Digitalize the occupational safety management system and leadership in safety issues. –– continue to raise awareness among all operational hierarchy ––GMI included occupational health management in its safety and office levels. management program, thus guaranteeing that priority is Strengthen alignment of contractors’ labor risk prevention given to this matter, and implemented occupational health –– services with the Group’s standards and procedures. activities among team members. ––In recognition of its achievements and management of this matter, Graña y Montero received a number of awards and acknowledgments: WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 87

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FLAGSHIP PROGRAMS

“We continue working on programs that have a positive impact on our community”.

José Antonio Taboada GyM BIM Coordinator WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 88

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FLAGSHIP PROGRAMS

ENGINEERING AND CONSTRUCTION 735 PARTICIPANTS — “Capacity Building for Insertion in the Job Market” Program (GyM) This program is implemented during the process for the selection and hiring of employees from neighboring 30,216 communities. The program heads evaluate local residents’ skills and then provide them with training based on their existing MANHOURS capacities. These training sessions focus on encouraging participants’ family integration, providing knowledge on of training occupational safety matters, and developing their social skills. The transparency of this process also bolsters community relations. In fact, it has managed to reduce social conflicts caused by job expectations, crime rates, and occupational accidents, while increasing participants’ employability. 75% OF PARTICIPANTS went on to work for GyM “Capacity Building for Insertion in the Job Market” Program WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 89

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INFRASTRUCTURE

— Road Safety Education Program (Concar) This program seeks to train transporters and residents from communities neighboring main roads on road safety issues, as 65 3,352 well as adequate care for roads. A number of workshops and informational talks were organized. TRAINING PARTICIPANTS from areas of influence In 2018, we formed an alliance with the Peruvian government’s sessions Road Safety Council (Consejo de Seguridad Vial), allowing us to place greater emphasis on risks tied to breaking the law and stretches of road with high accident rates. 621 3,796 TRANSPORTERS HOURS involved OF TRAINING

Road Safety Education Program WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 90

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INFRASTRUCTURE

PRESENTATIONS AND SHOWS — “Metro Culture” Program (Line 1) 54 by artists and entertainers This comprehensive program seeks to foster a sense of belonging, care, and respect for the transportation system among users and local residents, in order to make nearby stations and trains into spaces for civic education. M2 OF AREAS We combined our efforts with those of the community to create 3,452 BEAUTIFIED a mutual front for social good, improving the communities’ surroundings and users’ transportation experience. ––Neighborhood Art. Civic education through presentations by groups of artists and entertainers. OF GROUPS from areas of influence ––Neighborhood Allies. Recovery of public spaces thanks to 72% the restoration and creation of mural paintings and upkeep of green areas. ––Lima and Its Buddies. Education of users on good civic TRAINING WORKSHOPS behavior. 24 on sexual harassment protocol ––Sexual Harassment Prevention. System to report, handle, and protect against cases of sexual harassment, established in alliance with the Ministry of Women’s Affairs and PEOPLE Neighborhood Art Vulnerable Populations. 2 ,905 cared for through ––Neighborhood Health. Health campaigns for vaccination, 6 health campaigns diagnosis, etc. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 91

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REAL ESTATE

— Ayni Program (Viva GyM) 3 Comprehensive initiative to promote harmonious coexistence among neighbors at our residential complexes, providing them ECOFRIENDLY RESIDENTIAL with the support they need to enjoy a better quality of life in new complexes built urban spaces. The program consists of the following three lines of action: ––Eco Viva. Consists of the reuse of water, installation of LED lights, and natural gas connections, thus optimizing resources and reducing environmental impacts. 2,032 ––Administra Bien. Advisory services regarding the efficient CLIENTS BENEFITED administration and management of condominiums, instilling owners with a sense of responsibility in caring for their living spaces and acting transparently in their interactions with neighbors. Conviva. We promote a peaceful coexistence and mutual –– Conviva Program respect among condominium owners through talks and 3,428 workshops aimed at all of the families living there. TRAINING HOURS WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PARTE 3 20182018 RESPONSIBLE BUSINESS FOR A BETTER FUTURE 92

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ABOUT THE REPORT

This report covers the period between January 1 and December 31, 2018, and contains information about the sustainable management of the Graña y Montero Group and all of its companies. This edition was prepared in accordance with the core option guidelines of the Global Reporting Initiative (GRI) standard. It is also aligned with the transparency criteria established by the Dow Jones Sustainability Indices and the Lima Stock Exchange. During the reporting period, the follow changes in the size, structure, and ownership of the company occurred:

Sales of the companies CAM Perú, CAM Colombia, and CAM Chile.

For more information on this report, contact the Corporate Public Affairs Management: Avenida Paseo de la República 4675, Lima - Peru Phone: (01) 2130444 Email: [email protected] WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 93

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PART 4

APPENDIX WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT 20182018 94

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APPENDIX CONTENTS

CORPORATE REPORT ON SHAREHOLDING GOVERNANCE 95 STRUCTURE BY INVESTOR TYPE 162 BOARD OF DIRECTORS 95 ADDITIONAL ANNEX PROFILE OF THE NEW TO SECTION IV OF THE REPORT: BOARD OF DIRECTORS 96 REPORT ON SHAREHOLDING STRUCTURE BY INVESTOR TYPE 162 BOARD COMMITTEES AND BOARD OPERATIONAL COMMITTEES 100 INVESTOR RELATIONS 163 EXECUTIVE COMMISSION 101 CORPORATE SUSTAINABILITY REPORT ON GOOD CORPORATE REPORT 168 GOVERNANCE 102 SECTION A SECTION A LETTER OF INTRODUCTION 102 IMPLEMENTATION OF CORPORATE SUSTAINABILITY ACTIONS 168 SECTION B ASSESSMENT ON COMPLIANCE GENERAL INFORMATION OF THE GOOD CORPORATE GOVERNANCE CODE PRINCIPLES ON THE COMPANY 176 FOR PERUVIAN CORPORATIONS 104 MATERIALITY PROCESS 178 SECTION C CONTENT OF CORPORATE OUR RELEVANT TOPICS 178 DOCUMENTS 159

SECTION D GRI STANDARDS OTHER INFORMATION OF INTEREST 161 CONTENT INDEX 180 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 95

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CORPORATE GOVERNANCE

BOARD OF DIRECTORS

From left to right: Manuel del Río Jiménez Roberto Abusada Salah Ernesto Balarezo Valdez (starting 2 July 2018) Augusto Baertl Montori Carlos Montero Graña Alfonso de Orbegoso Baraybar Rafael Venegas Vidaurre WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 96

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PROFILE OF THE NEW BOARD OF DIRECTORS

— Augusto Baertl — Ernesto Balarezo Valdez Chairman, Board of Directors Vice Chairman of the Board Augusto Baertl has been the Chairman of the Group’s Board Ernesto has been one of the Group’s directors since July 2018. since 31 March 2017. He has a degree in mining engineering He holds a degree in industrial engineering from Texas A&M from Universidad Nacional de Ingeniería, with graduate studies University, where he also obtained his master’s degree in at Harvard Business School and Northwestern University. He industrial management. He is currently a partner and director has over thirty years of experience and leadership at mining at Comunal Coworking. In the previous three years, he held the companies such as Milpo and Antamina. At Antamina, he was position of Executive Vice President for the Americas at Gold Chairman and General Manager from 1997 to 2003. He was Fields Limited, and CEO of Gold Fields La Cima S.A. Before also Chairman of the Board at the National Society of Mining, that, he worked for the Hochschild Group for sixteen years. His Oil, and Energy (SNMPE) and the Peruvian Institute of Mining last position there was as Vice President of Operations at Engineers, among other institutions. He is also an active Hochschild Mining. He was also the General Manager of member of the boards of the SNMPE and COMEX. Hochschild Mining in Mexico and later in Peru; as well as Assistant General Manager and CFO at Cementos Pacasmayo. He has also served as director at a number of companies related to the Hochschild Group and Gold Fields Ltd., as well as a director and founder of the Peruvian – South African Chamber. Additionally, he has been a director at Perú 2021 and IPAE Acción Empresarial. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 97

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— Alfonso De Orbegoso Baraybar — Carlos Montero Graña — Manuel Del Río Jiménez External Independent Director External Non-Independent Director External Independent Director Alfonso has been one of the Group’s directors since March 2017. Carlos has been one of the Group’s directors since August 1996. Manuel has been one of the Group’s directors since March 2017. He is a practicing attorney with a degree from Pontificia He holds a degree in civil engineering from Universidad He holds an engineering degree from Pontificia Universidad Universidad Católica del Perú, obtaining his master’s at Duke Nacional de Ingeniería, and pursued his graduate studies in the Católica del Perú, and received his master’s in industrial University School of Law, with specialized courses at the London Senior Management Program at Universidad de Piura. He has management from Krannert Graduate School of Management. School of Economics and Georgetown University. He was been a director of Graña y Montero S.A.A. since August 1996, Manuel was a partner in the Tax & Legal area at KPMG Perú, previously a partner at the law firm of Ludowieg, Andrade & and is currently also a director of GMP S.A. and Chairman of where he was responsible for transactions, transfer pricing, Asociados, and Vice President of Legal and Regulatory Affairs the Board of Concar. corporate finance, and business development. He spent over at Nextel del Perú. nine years as the head of the Financial Control and CFO area at Citibank Perú. He has also taught numerous courses and spoken at conferences at the ESAN Graduate School of Business. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 98

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— Pedro Pablo Errázuriz Domínguez — Rafael Venegas Vidaurre — Roberto Abusada Salah External Independent Director External Independent Director External Non-Independent Director Pedro Pablo became one of the Group’s directors in March 2014. Rafael has been one of the Group’s directors since March 2017. Roberto has been one of the Group’s directors since March 2017. He holds a degree in civil engineering from Universidad Católica He holds a degree in industrial engineering and systems from He is an economist graduated from Pontificia Universidad de Chile, with a master’s degree in engineering sciences from the Universidad Nacional de Ingeniería. He specialized in Católica del Perú, with studies at Harvard and a PhD in the same university and a master’s degree in operations research administrative processes and finance at the A. Andersen School economics from Cornell University. He is the cofounder of the (finance) from the London School of Economics. He is currently in Chicago, and administration in the CEO Programs at the Peruvian Institute of Economics, over which he continues to a partner at Veta Tres. He was previously the Minister of Kellogg Graduate School, as well as participating in the Strategic preside. Roberto has worked as a professor of economics at Transportation and Telecommunications in Chile, and Planning, Human Resources, and Marketing Program at Pontificia Universidad Católica del Perú, Universidad del Chairman of the Board of Biodiversa, Esval, Aguas del Valle, Harvard University. Rafael was previously the General Manager Pacífico, UPC, ESAN, and Boston University. He has also been a and the SAESA Group. He was the General Manager and of Banco Internacional de Colombia, Citibank Perú, BankBoston consultant to the United Nations, the World Bank, the Inter- Chairman of the Board of ESSBIO, a sanitation service company. Perú, and Banco Sudamericano. American Development Bank, and a number of government He was also General Manager of Lan Express and Vice President administrations. He is currently an ad-honorem advisor to the of Corporate Planning at Lan Chile. Peruvian government on matters related to the Pacific Alliance, and a representative of the Prime Minister’s Office to the Board of Directors of the Fiscal Stabilization Fund. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 99

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— Alfonso García Miró Peschiera — José Antonio Rosas Dulanto External Non-Independent Director External Independent Director Alfonso became one of the Group’s directors starting in March José Antonio has been one of the Group’s directors since March 2017. He holds a degree in economics from Universidad de 2017. He holds a degree in administration and accounting from Piura. Alfonso is chairman and CEO of IPN Investments, as Universidad del Pacífico, and an MBA in Finance from the well as chairman at Swissport GBH Honduras, a handling and Wharton School at the University of Pennsylvania. He took part airport cargo company. He was previously president of the in the High Potentials Leadership Program and the Advanced National Confederation of Private Business Institutions Management Program at Harvard Business School. José (CONFIEP) and the Peruvian Foreign Trade Association Antonio was previously the CFO at Supermercados Peruanos (COMEX), as well as a member of the Museo de Arte de Lima S.A. and Intercorp Per. Ltd. He is currently a director at the (MALI) and the board of directors of Proeducación, an NGO MLW Institute for the Development of Dreamfutures and a involved in the education sector. Managing Partner at Nexus Group. He was part of the Board of Directors until 29 November 2018. He was part of the Board of Directors until 2 July 2018. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 100

S A T M N E E COMMITM — Audit and Process Committee — Engineering and Construction Committee BOARD COMMITTEES –– Manuel del Río Jiménez –– Augusto Baertl Montori AND BOARD OPERATIONAL –– Alfonso de Orbegoso Baraybar –– Rafael Venegas Vidaurre COMMITTEES –– Pedro Pablo Errázuriz Domínguez –– Roberto Abusada Salah –– Ernesto Balarezo Valdez (starting 2 July 2018) –– Alfonso de Orbegoso Baraybar –– José Antonio Rosas Dulanto (until 2 July 2018) –– Alfonso García Miró Peschiera (until 29 November 2018) — Human Resources Management Committee — Infrastructure Committee –– Rafael Venegas Vidaurre –– Augusto Baertl Montori –– Pedro Pablo Errázuriz Domínguez –– Rafael Venegas Vidaurre –– Alfonso de Orbegoso Baraybar –– Manuel del Río Jiménez –– Ernesto Balarezo Valdez (starting 2 July 2018) –– José Antonio Rosas Dulanto (until 2 July 2018) Alfonso García Miró Peschiera (until 29 November 2018) — Investment Committee –– –– Manuel del Río Jiménez — Real Estate Committee –– Augusto Baertl Montori –– Augusto Baertl Montori –– Pedro Pablo Errázuriz Domínguez –– Roberto Abusada Salah –– Ernesto Balarezo Valdez (starting 2 July 2018) –– Carlos Montero Graña –– José Antonio Rosas Dulanto (until 2 July 2018) –– José Antonio Rosas Dulanto (until 2 July 2018) –– Alfonso García Miró Peschiera (until 29 November 2018) –– Alfonso García Miró Peschiera (until 29 November 2018) — Sustainability, Compliance, and Risk — Services Committee Committee –– Augusto Baertl Montori –– Alfonso de Orbegoso Baraybar –– Alfonso de Orbegoso Baraybar –– Pedro Pablo Errázuriz Domínguez –– Manuel del Río Jiménez –– Augusto Baertl Montori –– Manuel del Río Jiménez –– Rafael Venegas Vidaurre (until 25 January 2018) WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 101

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EXECUTIVE COMMISSION

— LUIS DÍAZ OLIVERO — FERNANDO DYER ESTRELLA Chief Executive Officer Chief Risk and Compliance Officer — ANTONIO CUETO SACO — JULIA SOBREVILLA PEREA Chief Operating Officer Corporate Public Affairs Manager — JAVIER VACA TERRÓN — DANIEL URBINA PÉREZ Engineering and Construction Business Line Manager Corporate Legal Affairs Officer — ROLANDO PONCE VERGARA — MÓNICA MILOSLAVICH HART Real Estate Business Line Manager Chief Financial Officer — JORGE LUIS IZQUIERDO RAMÍREZ Chief Human Resources Officer — CARLOS GÓMEZ PINTO Chief Audit Officer WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 102

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REPORT ON GOOD CORPORATE GOVERNANCE

Over the course of 2018, the Graña y Montero Group continued Valdez, who is also an Independent Director. In November to strengthen its good corporate governance practices, placing a 2018, Alfonso García Miró Peschiera resigned from the Board. special emphasis on three foundations: i) the Board of Directors On the other hand, the Board resolved in December 2018 to and Senior Management; ii) Risk and Compliance; and iii) SECTION A create the Strategy and Investments Committee, which will Information Transparency. LETTER OF begin meeting in 2019. 7 i) Board of Directors and Senior Management INTRODUCTION (c) Changes to the management makeup (a) Inclusion of new duties of the Board of Directors The senior management was strengthened thanks to a number In the meeting held on 26 April 2018, the Board of Directors of new hires this year. Carlos Gómez Pinto became Corporate resolved to amend the Board of Directors’ regulations, Audit Manager; Daniel Urbina Pérez was hired as the Corporate incorporating new duties aimed at optimizing the good Legal Manager; Patricia Barrios Canepa is now the Corporate corporate governance of the Graña y Montero Group by Accounting Manager; and Julia Sobrevilla Perea was brought bolstering controls. onboard as the Corporate Public Affairs Manager. Each one of them leads well-rounded teams that strive to add value for the As a result, the Board of Directors is now responsible for Group and inculcate the new policies being implemented evaluating and approving partnerships with third parties that throughout the organization. pose any kind of risk, according to the evaluations performed by internal entities. The Board of Directors now also has the duty ii) Risk and Compliance to agree to the incorporation of new companies or the Group’s (a) New Code of Business Conduct participation in preexisting companies, as well as approving reorganization, merger, absorption, spinoff, or concentration In May 2018, team members received the Group’s new Code of Business Conduct. This manual establishes guidelines on the 7 Describes the actions implemented during the fiscal year in terms of good operations. corporate governance practices that the Company believes to be the most behavior expected from all team members, without exception. It (b) Changes in the makeup of the Board of Directors relevant, based on the five pillars comprising the Code of Good Corporate was drafted by the Group’s Management departments and Governance Code for Peruvian Corporations (2013): Shareholder Rights; Shareholders’ Meeting; Board of Directors and Senior Management; Risk Juan Antonio Rosas Dulanto resigned from the Board of approved by the Board of Directors, and covers twenty-eight and Compliance; and Information Transparency. Directors in July 2018, and was replaced by Ernesto Balarezo topics divided among ten essential conducts. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 103

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(b) Training for Our Leaders and Team Members and terrorism financing, as well as those reputation risks linked well as the standards set forth in ISO 19600 and ISO 37001, to these matters, that third parties may pose for the Group. among others. From September to December 2018, a total of 1,200 leaders were trained in 48 in-person sessions on different topics tied to The first stage of implementation included our prospective and The special review identified five points for improvement, two compliance, such as conflicts of interest, ethical management, and existing clients and partners. We trained our sales force and of which have already been completed. The implementation of anticorruption standards. These training sessions were headed by managers on the new Policy and implemented a modern risk- the three remaining points will be completed during the first personnel from Risks and Compliance, as well as the Corporate based approach that uses tools that have been proven to be quarter of 2019. effective around the world. The second stage of implementation General Manager. These activities were complemented by online iii) Information Transparency is currently underway. training. As of 31 December 2018, 88% of the target group has met Our company engaged in constant communication with its (e) External Auditors Reviewed Our Compliance this objective. stakeholders and the market in general, reporting all events of Program (c) Ethics Channel interest. In all, more than 120 important events were reported In June 2018, Pierrend, Gómez y Asociados SCRL, a member in 2018. The Graña y Montero Group launched in the Ethics Channel in firm of BDO in Peru, performed a limited, independent review 2013. In November 2018, it undertook an active communications of the Compliance Program used by the companies Graña y campaign aimed at reminding all team members of our values Montero S.A.A. (Holding) and GyM S.A. (Ingeniería y and encouraging them to act in the event that any of them Construcción). identifies an activity that violates these values. This campaign This auditing firm certified to the Ministry of Justice that both resulted in a considerable uptick in the use of the Ethics Channel, companies had begun the implementation of a compliance making this participative mechanism an effective tool for model, through their Compliance Program, that is aligned with bolstering internal control actions. the nature of their businesses, risks, needs, and characteristics. (d) Reinforcement of Third-Party Risk Analysis The auditing firm also noted that the Program’s monitoring and control measures were focused on preventing the future In February 2018, the new Due Diligence Policy and Procedure commission of crimes and/or significantly reducing the risk of was implemented, reinforcing existing processes and controls their commission, with the Program being carried out in with the goal of strengthening the identification, analysis, and accordance with the provisions established in Law 30424, mitigation of risks tied to corruption, fraud, money laundering, amended by Legislative Order (Decreto Legislativo) 1352, as WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 104

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SECTION B ASSESSMENT ON COMPLIANCE OF THE GOOD CORPORATE GOVERNANCE CODE PRINCIPLES FOR PERUVIAN CORPORATIONS

This section details the Company’s stakeholders and the actions implemented during the year in relation to the impact of its operations on social development (labor practices, community and customer relations, and product liability) and the environment (materials, energy, water, emissions, effluents and waste), complementing the information provided in Section A.

See Part 3: Responsible Business for a Better Future WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 105

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Completed Completed PILLAR I: Shareholders’ Rights Principle 17: Duties and Rights of the Directors YES — Principle 18: Board of Directors Regulations YES Principle 1: Equal Treatment YES Principle 19: Independent Directors YES Principle 2: Participation of Shareholders YES Principle 20: Operability of the Board of Directors YES Principle 3: No dilution in Capital Stock Participation YES Principle 21: Special Committees YES Principle 4: Information and Communication with Shareholders YES Principle 22: Code of Ethics and Conflicts of Interest YES Principle 5: Participation in the Corporation’s Dividends YES Principle 23: Transactions with Related Parties YES Principle 6: Change or Taking of Control YES Principle 24: Functions of the Senior Management YES Principle 7: Arbitration for Settlement of Disputes YES PILLAR II: Shareholders’ Meeting — PILLAR IV: Risk and Compliance — Principle 25: Risk Management System Environment YES Principle 8: Function and Competence YES Principle 26: Internal Auditing YES Principle 9: Shareholders’ Meeting Regulations YES Principle 27: External Auditors YES Principle 10: Calling Mechanisms YES Principle 11: Proposing Points in the Agenda YES — PILLAR V: Information Transparency Principle 12: Voting Procedures YES Principle 28: Information Policy YES Principle 13: Delegation of Votes YES Principle 29: Financial Statements and Annual Report Principle 14: Monitoring Shareholders’ Meeting’s Agreements YES Principle 30: Information on Shareholdings and Agreements between Shareholders YES — PILLAR III: Board of Directors and Senior Management Principle 31: Corporate Governance Report YES Principle 15: Board of Directors YES Principle 16: Functions of the Board of Directors YES WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 106

S A T M N E E COMMITM — PILLAR I: Shareholders’ Rights PRINCIPLE 1: EQUAL TREATMENT Question I.1

YES NO EXPLANATION:

Article 6 of the Shareholders’ Meeting Regulations sets forth that the relationship between the Corporation and its shareholders responds to the principle of equal Does the Corporation recognize in its actions an equitable treatment for all treatment among shareholders, transparency and provision of ample and X same-class shareholders with the same conditions (*)? permanent information, so that they may all be properly informed at all times about the situation of the Company and be able to exercise their rights fully and in a reasoned and informed manner.

(*) Same conditions refer to such particularities that distinguish the shareholders, or give them a common characteristic in their relationship with the Corporation (institutional investors, non-controlling investors, etc.) It should be considered that this, in no case, implies favoring the use of privileged information. Question I.2

YES NO EXPLANATION:

Article 8 of the Bylaws sets forth that the Corporation shall have one single class of Does the Corporation promote only the existence of shares with voting rights? X shares, all vested with the same rights and subject to the same obligations. a. With regard to the Corporation’s capital stock, please specify:

SUBSCRIBED CAPITAL AS AT THE CLOSING PAID UP CAPITAL AS AT THE CLOSING TOTAL NUMBER OF SHARES NUMBER OF SHARES WITH VOTING RIGHTS OF THE YEAR OF THE YEAR REPRESENTATIVE OF CAPITAL STOCK

S/. 729’434,192 S/. 729’434,192.00 729’434,192 729’434,192 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 107

S A T M N E E COMMITM b. If the Corporation has more than one class of shares, please specify:

CLASS NUMBER OF SHARES FACE VALUE RIGHTS(*)

(*) This box must show the particular rights corresponding to the class of shares which distinguish them from the rest. Question I.3

YES NO EXPLANATION:

If the Corporation has investment shares, does it promote a voluntary redemption Not Applicable or exchange of investment shares for common shares?

PRINCIPLE 2: PARTICIPATION OF SHAREHOLDERS Question I.4

YES NO EXPLANATION:

Both the Bylaws of the Corporation and the Shareholders’ Meeting Regulation set forth that representation is always possible, as long as it is informed to the Corporation at least 24 hours in advance of the Meeting and by simple proxy letter; no charge may be made for this. The only restriction is that if the proxy letter is for a. Does the Corporation establish in its corporate documents the representation a Director or member of the Senior Management, it must indicate specifically the X form of the shares and the person responsible for registration in the share register? intention of the vote. If no specific instructions are given regarding the points of the agenda, the Director may not exercise the vote when precluded by the law or when in conflict of interests, as established in Article 29 of the Board of Directors Regulations and Article 28 of the Shareholders’ Meeting Regulations. The party responsible for registration in the share register is CAVALI.

b. Is the share register kept permanently updated? X CAVALI is in charge of keeping and updating the share register. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 108

S A T M N E E COMMITM Indicate the frequency with which the share register is updated following the report of changes.

Within forty-eight hours FREQUENCY: Weekly Other / Detail (in number of days) 2

PRINCIPLE 3: NO DILUTION IN CAPITAL STOCK PARTICIPATION Question I.5

YES NO EXPLANATION:

Article 6 of the Shareholders’ Meeting Regulations sets forth that in the specific a. Is it a policy of the Corporation that the proposals of the Board of Directors case of corporate transactions that may affect the non-dilution right of concerning corporate operations that may affect the non-dilution right of the shareholders, the Board of Directors shall place at the disposal of the shareholders shareholders (i.e., mergers, spin-offs, capital increases and others) must be X the relevant reports addressing such issues in particular. It does not indicate that previously explained by the Board in a detailed report with the independent the independent opinion of an external consultant needs to be engaged; however, opinion of an external, well reputed consultant appointed by the Board? the General Manager engages an external consultant to be in charge of the transaction.

Article 6 of the Shareholders’ Meeting Regulations sets forth that the Board of b. Does the Corporation have a policy establishing that such reports must be made X Directors shall place at the disposal of the shareholders the relevant reports available to the shareholders? addressing such issues in particular.

If during the reporting year corporate operations were carried out within the scope of paragraph a) of question I.5 and the Corporation has Independent Directors (*) please indicate if in all cases:

YES NO

Did all Independent Directors vote in favor of the designation of the external consultant? X

Did all the Independent Directors clearly express their acceptance of the referred report and, if applicable, did they give any reasons for their disagreement? X

(*) Independent Directors are appointed based on their professional experience, honesty, sufficiency and economic independence and because they have no connections with the Corporation, its shareholders or its Directors. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 109

S A T M N E E COMMITM PRINCIPLE 4: INFORMATION AND COMMUNICATION WITH SHAREHOLDERS Question I.6

YES NO EXPLANATION:

Article 16.1 of the Board of Directors Regulation and Article 6.3 of the Does the Corporation determine who is responsible to ensure that the shareholders Shareholders’ Meeting Regulations set forth that the Investor Relations Office is receive timely, reliable and accurate information or the means through which they X responsible for shareholders requesting and receiving timely, reliable and accurate should receive it? information and for establishing the pertinent means for it. a. Indicate the means through which shareholders receive and/or request information from the Corporation.

COMMUNICATIONS MEANS RECEIVING INFORMATION REQUESTING INFORMATION

By e-mail X X By telephone X X Corporate website X By mail Informative meetings X X Other / Detail Quarterly telephone conferences b. Does the Corporation have a maximum period for answering requests for information submitted by the shareholders? In positive case, indicate period:

MAXIMUM PERIOD (DAYS) 7

Question I.7

YES NO EXPLANATION:

Item 1 of Article 7 of the Shareholders’ Meeting Regulations sets forth that Does the Corporation have mechanisms through which shareholders may express shareholders may submit through the information channels adopted by the X their opinion on its performance? Corporation, any questions, suggestions and comments of interest for the Corporation or its associates that they may deem convenient at any time. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 110

S A T M N E E COMMITM In positive case, detail the mechanisms established by the Corporation for shareholders to express their opinion on the Corporation’s performance.

Article 7 of the Shareholders’ Meeting Regulations sets forth that shareholders may express their opinion through the information channels provided by the Corporation at any time. Whenever possible, the Corporation will answer directly to the shareholder. It further establishes that any answers that due to their general interest the Corporation may determine convenient to disclose, will be published in the corporate website.

PRINCIPLE 5: PARTICIPATION IN THE CORPORATION’S DIVIDENDS Question I.8

YES NO EXPLANATION:

The Board of Directors must review and approve the Financial Statements, and a. Is compliance with the dividend policy subject to evaluation at a determined propose the distribution of earnings according to the dividend policy approved by X frequency? the Shareholders’ Meeting. The same Meeting approves the dividends and verifies that they are in line with its policy.

b. Are shareholders informed about the dividend policy through the corporate Yes, our dividend policy is published in our corporate website, specifically in the X website, among other means? Corporate Governance section. a. Describe the dividend policy of the Corporation applicable to the reporting year.

DATE OF APPROVAL 29/03/16

Between 30% and 40% of earnings generated every year will be distributed as dividends, based on the results of the Dividend policy Consolidated Financial Statements, as long as the Financial Statements of Graña y Montero S.A.A., individually, show (criteria for the distribution of profits) sufficient results to cover such amount. If the amounts shown in those Financial Statements are insufficient, distribution will proceed only up to the limit of such amounts. No advanced dividends will be distributed. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 111

S A T M N E E COMMITM b. Indicate the dividends distributed by the Corporation in cash and in stock for the reporting year and the previous one.

DIVIDENDS PER SHARE

PER SHARE REPORTING YEAR YEAR PREVIOUS TO THE REPORTING YEAR

IN CASH IN STOCK IN CASH IN STOCK

Clase 0 0 0 0 Clase 0 0 0 0 Acción de Inversión 0 0 0 0

For the year 2018, as part of the financial liability refinancing agreements, the Company is precluded from paying dividends until it has complied with cancelling the total amount of such liabilities.

PRINCIPLE 6: CHANGE OR TAKING OF CONTROL Question I.9

YES NO EXPLANATION:

Does the Corporation have policies or agreements not to adopt anti-absorption X We have no such policies. mechanisms?

Indicate if any of the following measures has been established in your Corporation:

YES NO

Requirement of a minimum number of shares to be a Director X Minimum number of years as Director to be designated as Chairman of the Board X Agreements to indemnify executives/officers as a result of changes following a takeover X Others of a similar nature/ Detail WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 112

S A T M N E E COMMITM PRINCIPLE 7: ARBITRATION FOR SETTLEMENT OF DISPUTES Question I.10

YES NO EXPLANATION:

a. Do the Bylaws of the Corporation include an arbitration agreement to submit to de jure arbitration any dispute between shareholders or between shareholders and X Article 76 of the Bylaws includes the arbitration agreement the Board of Directors; as well as any objections to agreements adopted by the Shareholders’ Meeting or the Board of Directors?

b. Does such clause provide for an independent third party to settle the disputes, X Article 76 of the Bylaws includes the arbitration agreement except in the case of legal reserve seen in ordinary courts?

In the event of having had agreements adopted by the Shareholders’ Meeting or the Board of Directors objected to by the shareholders or others involving the Corporation during the reporting year, specify how many.

NUMBER OF OBJECTIONS TO AGREEMENTS 0 ADOPTED BY THE SHAREHOLDERS’ MEETING

NUMBER OF OBJECTIONS TO AGREEMENTS 0 ADOPTED BY THE BOARD OF DIRECTORS WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 113

S A T M N E E COMMITM — PILLAR II: Shareholders’ Agreement PRINCIPLE 8: FUNCTION AND COMPETENCE Question II.1

YES NO EXPLANATION:

Item j) of Article 9 of the Shareholders’ Meeting Regulations and Article 34 of the Board of Directors Regulations set forth that the compensation policy for Directors is determined by the Shareholders’ Meeting based on Bylaws provisions. In this Is the Shareholders’ Meeting the sole responsible for approving the compensation X respect, Article 23 of the Bylaws states that in the case of members of the Board of policy of the Board of Directors? Directors, the Shareholders’ Meeting is in charge of appointments and remunerations.

Indicate if the following duties are the sole responsibility of the Shareholders’ Meeting; in case of a negative reply, specify the body in charge of them

YES NO BODY

Order special investigations and audits X

Agree changes to the Bylaws X

Agree capital stock increases X

Agree dividend distribution on account X

Designate external auditors X

PRINCIPLE 9: SHAREHOLDERS’ MEETING REGULATIONS Question II.2

YES NO EXPLANATION:

The Shareholders’ Meeting Regulations were approved by Shareholders’ Meeting Does the Corporation have Regulations applicable to the Shareholders’ Meeting X held on March 31, 2005, and the last modification was approved by Shareholders’ that are binding and include responsibility for non-compliance? Meeting held on March 29, 2016. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 114

S A T M N E E COMMITM If there are Shareholders’ Meeting Regulations in place, specify if they establish procedures for:

YES NO

Calling a Shareholders’ Meeting X Shareholders to incorporate points in the agenda X Providing additional information to the shareholders for the Meetings X The course of the Shareholders’ Meeting X Appointment of the Board of Directors members X Other relevant matters / Details Publishing the agreements adopted by the Shareholders’ Meeting.

PRINCIPLE 10: CALLING MECHANISMS Question II.3

YES NO EXPLANATION:

In addition to the calling mechanisms established by the law, does the Corporation In addition to the calling mechanisms established by the law, Article 12 of the have calling mechanisms that allow for contacting the shareholders, particularly X Shareholders’ Meeting Regulations sets forth that the same is published in our those who do not participate in the control or management of the Corporation? website. a. Complete the following information for each of the Shareholders’ Meetings held during the year:

SHAREHOLDERS’ MEETING PARTICIPATION (%) OVER TOTAL NUMBER TYPE OF MEETING WITH FULL OF SHARES WITH VOTING RIGHTS DATE OF REPRESENTATION NR. OF DATE OF CALLING SHAREHOLDERS’ MEETING VENUE QUÓRUM % ATTENDING NOTICE MEETING SHAREHOLDERS DID NOT DIRECT SPECIAL GENERAL YES NO BY PROXY EXERCISE EXERCISE (*) VOTING RIGHT

Av. Petit Thouars 4957, 18/04/18 14/05/18 X X 61.72 407’364,182 57.47 4.25 38.28 Miraflores, Lima Av. Petit Thouars 4957, 17/05/18 12/06/18 X X 54.13 357’318,576 50.03 4.10 45.87 Miraflores, Lima Av. Petit Thouars 4957, 17/07/18 13/08/18 X X 74.30 490’405,053 70.17 4.13 25.70 Miraflores, Lima Av. Petit Thouars 4957, 11/10/18 6/11/18 X X 78.54 518’423,007 74.43 4.11 21.46 Miraflores, Lima (*) Direct exercise comprises the vote by any means or form not implying representation. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 115

S A T M N E E COMMITM b. What means, other than those considered in Article 43 of the Business Corporations Law and the provisions in the Regulations on Relevant Events and Reserved Information, did the Corporation use to publish the callings to the Shareholders’ Meeting during the year?

E-MAIL X MAIL

TELEPHONE SOCIAL NETWORKS

CORPORATE WEBSITE X OTHERS / DETAIL

Question II.4

YES NO EXPLANATION:

Through the Corporate Website and the website of the SMV, the Corporation provides all the information concerning the points in the agenda of the Does the Corporation make available to the shareholders all the information Shareholders’ Meeting and the proposals for agreements to be adopted. Also, Item concerning the points in the agenda of the Shareholders’ Meeting and the proposals X 2 of Article 12 of the Shareholders’ Meeting Regulations sets forth that the calling for agreements to be adopted (motions)? notice must inform how and where the proposals for agreements and the supporting documentation that need to be distributed previously to the shareholders may be accessed.

Did the calling notices sent by the Corporation during the reporting year:

YES NO

Specify where the information regarding the points of the agenda to be discussed in the Shareholders’ Meetings X was found?

Include as points of the agenda ‘other issues’, ‘various points’ or the like? X WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 116

S A T M N E E COMMITM PRINCIPLE 11: PROPOSING POINTS IN THE AGENDA Question II.5

YES NO EXPLANATION:

Do Shareholders’ Meetings Regulations include mechanisms to enable shareholders Article 13 of the Shareholders’ Meeting Regulations sets forth that shareholders to exercise their right to propose points in the agenda to be discussed at the X may make suggestions regarding matters comprised in the agenda through the Shareholders’ Meetings and the procedures to accept or reject such proposals? Investors Relations Office.

a. Indicate the number of requests presented by the shareholders during the reporting year to include points in the agenda to be discussed at the Shareholders’ Meeting and how they were settled:

NUMBER OF REQUESTS

RECEIVED ACCEPTED REJECTED

0 0 0 b. If any requests to include points in the agenda to be discussed in a Shareholders’ Meeting were rejected, indicate if the Corporation provided justification of such rejection to the requesting shareholders.

Yes No

PRINCIPLE 12: VOTING PROCEDURES Question II.6

YES NO EXPLANATION:

Has the Corporation implemented the mechanisms to enable shareholders to The Corporation does not limit the right of representation, hence, it has not exercise their vote remotely using safe or electronic means or by mail, which may X established mechanisms to enable remote voting. guarantee that the person issuing the vote is really the shareholder?

a. If applicable, indicate the mechanisms or means that the Corporation offers for remote voting.

ELECTRONIC VOTE POSTAL VOTE WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 117

S A T M N E E COMMITM b. If remote voting was used during the reporting year, indicate the following information:

% REMOTE VOTING DATE OF SHAREHOLDERS’ % REMOTE VOTING / TOTAL MEETINGS E-MAIL CORPORATE WEBSITE MAIL OTHER

Question II.7

YES NO EXPLANATION:

Item 1 of Article 13 and Article 26 of the Shareholders’ Meeting Regulations set Does the Corporation have corporate documents that clearly specify that forth that the President shall enable shareholders to vote separately such matters shareholders may vote separately any matters that are substantially independent, so X that are substantially independent, even if they form part of one same point of the that they may exercise their voting preferences separately? agenda.

Indicate if the Corporation has corporate documents that specify clearly that shareholders may vote separately for the following:

YES NO

Appointment or ratification of Directors by individual vote for each of them. X Modification of the Bylaws for each article or group of articles that are substantially independent. X Item 1 of Article 26 of the Shareholders’ Meeting Regulations sets forth that the President shall enable shareholders to vote separately in matters that are Other/ Detail substantially independent, even if they form part of the same point in the agenda.

Question II.8

YES NO EXPLANATION:

In practice and in order to comply with instructions from each representative, the Corporation allows representatives to cast different votes per shareholder. Article 17 Does the Corporation allow proxies acting for several shareholders to cast different of the Shareholders’ Meeting Regulations contains very broad provisions that do votes for each shareholder so that they may comply with the instructions of each X not restrain the possibility to represent more than one shareholder with different principal? voting intentions; on the contrary, it promotes to instruct voting through proxy letters. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 118

S A T M N E E COMMITM PRINCIPLE 13: DELEGATION OF VOTES Question II. 9

YES NO EXPLANATION:

Article 29 of the Corporation’s Bylaws sets forth that shareholders with right to participate in Shareholders’ Meetings may be represented by another person. Article 17 of the Shareholders’ Meeting Regulations also sets forth such entitlement; however, item 5 of the same article indicates that in no case members Do the Corporation Bylaws allow its shareholders to vote by proxy? X of the Board or Senior Management may accumulate in their benefit votes representing over 51% of the total votes, excluding those votes coming from companies owned by themselves or by their relatives whether by kinship or affinity/ engagement.

In case of negative reply, indicate if the Bylaws restrain the right of representation, in favor of the following persons:

YES NO

De otro accionista A director A manager

Question II.10

YES NO EXPLANATION:

Article 29 of the Bylaws and article 17 of the Shareholders’ Meeting Regulations set forth that representation must be evidenced by written proxy and specific nature a. Does the Corporation have in place procedures that detail the conditions, means for each Meeting, unless they present registered powers of attorney. All proxies X and formalities that must be met when delegating votes? must be submitted to the Company, at least 24 hours in advance of the time fixed for the Shareholders’ Meeting, and the Corporation may not charge any representation fee.

Pursuant to item 5 of article 17 of the Shareholders’ Meeting Regulations, the b. Does the Corporation make available to the shareholders a model power of Corporation makes available to the shareholders a model power of attorney, which attorney that includes proxy’s data, matters for which votes are being delegated and, X is posted in the web page with due anticipation. However, the Corporation accepts if applicable, how the vote should be cast for each one of the proposals? any text that clearly identifies the represented member and his/her representative. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 119

S A T M N E E COMMITM Indicate the requirements and formalities shareholders need to meet to act by proxy in a Shareholders’ Meeting:

FORMALITY (INDICATE IF THE CORPORATION REQUIRES A SIMPLE Simple letter. LETTER, NOTARIZED LETTER, PUBLIC DEED OR OTHER)

ADVANCE NOTICE (NUMBER OF DAYS PRIOR TO THE SHAREHOLDERS’ 24 hours. MEETING THAT THE POWER OF ATTORNEY MUST BE PRESENTED)

COST (INDICATE IF THERE IS ANY PAYMENT REQUIRED BY THE There is none. CORPORATION FOR THIS PURPOSE AND AMOUNT)

Question II.11

YES NO EXPLANATION:

Item 5 of article 17 of the Shareholders’ Meeting Regulations states that by no means may the members of the Board and Senior Management accumulate in a. Does the Corporation have a policy establishing limits to the percentage of vote X their benefit votes representing over 51% of the total votes, excluding those votes delegation to Board or Senior Management members? coming from companies owned by themselves or by their relatives whether by kinship or affinity/engagement.

Item 5 of article 17 and article 28 of the Shareholders’ Meeting Regulations, as well as article 18 of the Board of Directors Regulations sets forth that the delegation of b. In the cases when votes are delegated on members of the Board or Senior votes in the name of a Director should expressly instruct how votes are to be cast. Management, does the Corporation have a policy establishing that shareholders X In case there are no express instructions on the agenda items, the Director may not voting by proxy may clearly instruct how their votes should be cast? exercise the voting right when prohibited by law or if there is a situation of conflict of interest.

PRINCIPLE 14: MONITORING SHAREHOLDERS’ MEETINGS’ AGREEMENTS Question II.12

SI NO EXPLANATION:

a. Does the Corporation monitor the agreements adopted at the Shareholders’ Article 16.5 of the Board’s General Regulations sets forth the responsibility to X Meetings? monitor enforcement of the Shareholders’ Meeting agreements.

b. Does the Corporation issue reports from time to time to the Board of Directors Quarterly reports are issued and published through the SMV and the Corporate X and are they made available to the shareholders?? website. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 120

S A T M N E E COMMITM If applicable, indicate the area and/or individual in charge of monitoring the agreements adopted by the Shareholders’ Meeting. If it is an individual, include his/her position and area where he/she works.

AREA RESPONSIBLE Corporate Legal Management

INDIVIDUAL RESPONSIBLE

NAMES AND SURNAME POSITION AREA

Daniel Urbina Pérez Corporate Legal Manager Corporate Legal Management WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 121

S A T M N E E COMMITM — PILLAR III: Board of Directors and Senior Management PRINCIPLE 15: BOARD OF DIRECTORS Question III.1

YES NO EXPLANATION:

Until November 29, 2018, the Board was made up by 9 persons with different Is the Board of Directors made up by persons with different skills and professions, all of them with prestige, ethics, with sufficient availability and with competencies, with prestige, ethics and economic independence, who are available X economic independence. Five out of the 9 Directors were independent. As of to attend the Board’s sessions and with other qualities relevant to the Corporation November 29, 2018, the Board is constituted by 8 Directors, 5 of whom are so that there is a plurality of approaches and opinions? independent. a. Indicate the following information corresponding to the members of the Board of Directors during the reporting year.

DATE SHAREHOLDING (****) NAME AND SURNAME PROFESSIONAL EDUCATION (*) START (**) END (***) NUMBER OF SHARES SHARE (%)

DIRECTORS (NOT INCLUDING THOSE WHO ARE INDEPENDENT)

Engineer Carlos Montero Graña Director of 3 companies (all of them 12/08/96 33’785,285.00 owned by our Economic Group)

Augusto Baertl Montori Mining Engineer 31/03/17

Alfonso García Miró Peschiera Economist 31/03/17 29/11/18

Roberto Abusada Salah Economist 31/03/17 190,787.00

INDEPENDENT DIRECTORS

Engineer Pedro Pablo Errázuriz 28/03/14 Domínguez Director of 7 companies (1 of which is owned by our Economic Group)

Rafael Venegas Vidaurre Industrial Engineer 31/03/17

Ernesto Balarezo Industrial Engineer 23/07/18 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 122

S A T M N E E COMMITM

DATE SHAREHOLDING (****) NAME AND SURNAME PROFESSIONAL EDUCATION (*) START (**) END (***) NUMBER OF SHARES SHARE (%)

Alfonso de Orbegoso Baraybar Lawyer 31/03/17

Manuel del Río Jiménez Mechanical Engineer 31/03/17

José Antonio Rosas Dulanto Administrator 31/03/17 02/07/18

(*) Also indicate if the Director participates in other Boards at the same time, specifying the number and if they form part of the economic group of the reporting Corporation. To that end, please consider the definition of economic group contained in the Regulations on Indirect Ownership, Association and Economic Groups. (**) Corresponds to the first appointment at the reporting Corporation. (***) Complete only if left the position of Director during the reporting year. (****) Mandatory only for Directors holding 5% or more of the capital stock of the reporting Corporation.

% OF TOTAL SHARES HELD BY THE DIRECTORS

Indicate the number of Directors of the Corporation who are in each of the following age ranges:

UNDER 35 35 TO 55 55 TO 65 OVER 65

0 2 2 5 b. Indicate if there are specific requirements to be appointed Chairman of the Board, other than those required to be appointed a Director.

Yes X No

In case of positive reply, indicate such requirements.

Item 35.1 of the Board’s Regulations states that the Chairman of the Board may not be the Group’s CEO. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 123

S A T M N E E COMMITM c. Does the Chairman of the Board have a casting vote?

Yes X No

Question III.2

YES NO EXPLANATION:

While the Corporation’s Bylaws allow having Alternate Directors, item 6.5 of article 6 of the Board’s General Regulations sets forth that the Board shall not promote their election, Does the Corporation avoid designating alternate Directors, and will seek that all appointed Directors are full members. While election of alternate X especially for quorum reasons? Directors is allowed in special cases, this has been preferably avoided for the past years, as it is considered that if they only attend sporadically they will not be focused and connected to the Corporation’s dynamics.

If there are alternate Directors, indicate the following:

NAMES AND SURNAMES OF ALTERNATE DIRECTOR START (*) END (**)

(*) Corresponds to first appointment as alternate Director in the reporting Corporation. (**) Complete only if left the position of alternate Director during the reporting year. Question III.3

YES NO EXPLANATION:

The name, qualifications and resumés of our Directors are available in our corporate Does the Corporation publish the names of the Directors, X website as well as in the Annual Report,and they are also communicated to our whether they are independent and their resumés? Shareholders before appointment of the Board. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 124

S A T M N E E COMMITM The name, qualifications and resumés of our Directors are available in our corporate website as well as in the Annual Report,and they are also communicated to our Shareholders before appointment of the Board.

CORPORATE E-MAIL MAIL OTHER / DETAIL WEBSITE

Name of the Directors X They are also published in the Annual Report. Whether they are independent or not X This is also published in the Annual Report. Resumé X This is also published in the Annual Report.

PRINCIPLE 16: FUNCTIONS OF THE BOARD OF DIRECTORS Question III.4

YES NO EXPLANATION:

¿Does the Board of Directors have the following functions?: X Articles 13 and 16 of the Board’s General Regulations state these functions. a. Approve and conduct the Corporation’s strategy. b. Establish objectives, goals and action plans, including annual budgets and X Articles 13 and 16 of the Board’s General Regulations state these functions. business plans.

c. Control and supervise the management and be in charge of the Corporation’s X Articles 13 and 16 of the Board’s General Regulations state these functions. governance and administration.

d. Supervise the good corporate governance practices and establish the policies and X Articles 13 and 16 of the Board’s General Regulations state these functions. measures required for their application. a. Describe other relevant functions of the Board of Directors.

Monitor commercial, industrial or financial agreements of strategic relevance; approve acquisitions and disposals of substantial assets and participation in the capital stock of companies, as well as financial operations with great impact on the equity status or resulting particularly significant; approve investments that materially affect the equity status or the Corporation’s strategy; suggest and approve, within the limits authorized by the Shareholders’ Meeting, issuance of bonds or debentures or similar titles; approve regulations for appointments and procedures, management control, identification of the main Corporation risks, evaluations, removals and compensations applicalbe to the Senior Management, particularly to the CEO and the efficacy of the corporate gobernance practices.

b. Does the Board of Directors delegate any of its functions?

Yes X No WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 125

S A T M N E E COMMITM Indicate, if applicable, what functions of the Board of Directors were delegated and to what entity or area:

FUNCTIONS ENTITY / AREA TO WHICH FUNCTIONS ARE DELEGATED

Hire and replace the General Manager Human Resource and Sustainability Management Committee Hire and replace the Management Staff Human Resources and Sustainability Management Committee in coordination with the General Manager Set the compensation for the main executives Human Resources and Sustainability Management Committee Evaluate the compensation for the main executives Human Resources and Sustainability Management Committee in coordination with the General Manager Monitor the social responsibility policy Human Resources and Sustainability Management Committee Permanent liaison with the external auditors Audit and Process Committee Follow-up and monitoring of the internal and external audit services Audit and Process Committee Examination of the internal processes of the Group Audit and Process Committee Procedures and investigation of complaints lodged through the Ethics Audit and Process Committee Channel related to the accounting and financial scope Follow-up and approval of the annual investment plan Audit and Process Committee

PRINCIPLE 17: DUTIES AND RIGHTS OF THE DIRECTORS Question III.5

YES NO EXPLANATION:

Do the Directors have a right to: Article 32 of the Board of Directors Regulations sets forth that Directors may X procure the information and consultancy they may require about any aspect of the a. Request the Board to seek the support or contribution of experts? Corporation.

Item 6.4 of the Board of Directors Regulations sets forth that the Chairman and b. Participate in induction programs concerning their duties and responsibilities General Manager shall facilitate an induction to the new Director to explain the X and to be timely informed about the organizational structure of the Corporation? structure of Grupo Graña y Montero. In the practice, Directors are also taken in a guided tour to visit the Group’s most important works.

Chapter VIII of the Board of Directors Regulations regulates the Directors’ c. Receive compensation for the work performed that combines recognition of the X remuneration. The remuneration consists of a fixed and a variable amount per professional experience and dedication to the Corporation based on rationality. session. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 126

S A T M N E E COMMITM a. If specialized advisors were engaged during the reporting year, indicate if the list of specialized advisors to the Board who provided their services for decision making during the reporting year was made available to the Shareholders.

Yes No

If applicable, specify if any of the specialized advisors had any relation with a member of the Board of Directors or the Senior Management (*).

Yes No

(*) The relation criteria contained in the Regulations on Indirect Ownership, Association and Economic Groups will be applied for relation purposes. b. If applicable, indicate if the Corporation carried out induction programs for the new members entering the Corporation.

Yes X No c. Indicate what percentage of gross income the total amount of Directors’ annual compensation and bonuses represent according to the Corporation’s financial statements.

COMPENSATION (%) GROSS INCOME BONUSES (%) GROSS INCOME

Directors (not including Independent Directors) 0.12 In shares 0 Independent Directors 2.73 In stock options 0 In cash 0 Other (detail)

PRINCIPLE 18: BOARD OF DIRECTORS REGULATIONS Question III.6

YES NO EXPLANATION:

We have Board of Directors Regulations approved by session of the Board held on Does the Corporation have Board of Directors Regulations that have a binding X March 31, 2005, and its most recent modification was approved by Board session nature and entail accountability? dated Abril 26, 2018. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 127

S A T M N E E COMMITM Indicate if the Board of Directors Regulations contain:

YES NO

Operating policies and procedures X Organizational structure of the Board of Directors X Functions and responsibilities of the Chairman of the Board X Procedures for identification, evaluation and appointment of candidates to become Directors, proposed at the X Shareholders’ Meeting Procedures for cases of vacancy and succession of Directors X Other / Detail Regulates the cases of conflicts of interest, functions of the Vice-Chairman and Secretary of the Board, as well as of the General Manager.

PRINCIPLE 19: INDEPENDENT DIRECTORS Question III.7

YES NO EXPLANATION:

Does at least one third of the Board of Directors is made up by Independent X The Board of Directors is constituted by 8 Directors, 5 of whom are independent. Directors?

Indicate which of the conditions are taken into account by the Corporation when classifying its Directors as independents.

YES NO

Not being a Director or employee of a company within its own business group, unless three (3) or five (5) years have X elapsed, respectively, since the termination of such relationship. Not being an employee of a shareholder with five percent (5%) participation or more in the Corporation. X Not having more than eight (8) continuous years as Independent Director of the Corporation. X Not having or not having had a business, commercial or contractual relation, direct or indirect and of a significant nature X (*) during the past three years, with the Corporation or with any other company pertaining to the same group. Not being the spouse or having a family relationship in the first or second degree of consanguinity or in the first degree of X affinity, with shareholders or members of the Board or of the Senior Management of the Corporation. Not being a director or member of the Senior Management of another company where a Director or member of the Senior X Management of the Corporation participates as a member of the Board of Directors. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 128

S A T M N E E COMMITM

YES NO

Not having been during the past eight (8) years a member of the Senior Management or employee of the Corporation, of X companies within the same group or of companies that are shareholders of the Corporation. Not having been during the past three (3) years, a member or employee of the external auditor or of the auditors of any X company of the same group. *Our Regulations consider a period of 5 years. Other / Detail In addition, in order to qualify as Independent Director it is required that they have a professional and personal profile that inspires shareholders reliability regarding their independence .

(*) The business relation will be deemed significant when either party has issued invoices or payments for an amount equivalent to more than 1% of annual income. Question III.8

YES NO EXPLANATION:

a. Does the Board of Directors state that the proposed candidate is independent The Board of Directors recommends to the Shareholders’ Meeting the appointment of X based on enquiries and on the candidate’s statement? the Directors, specifying if they are Independent, External Not Independent or Internal.

b. Do candidates to Independent Director state their condition as independent Candidates submit an affidavit to the Corporation, stating their independent status, X before the Corporation, its shareholders and directors? among other things.

PRINCIPLE 20: OPERABILITY OF THE BOARD OF DIRECTORS Question III.9

YES NO EXPLANATION:

Does the Board of Directors have a working plan to contribute to the efficiency of X The Board of Directors has a pre-established agenda. its functions?

Question III.10

YES NO EXPLANATION:

Does the Corporation provide its Directors with the necessary procedures and Item 11.5 of the Board of Directors Regulations, as well as article 59 of the Bylaws set X channels to participate in the Board meetings efficiently, even at distance? forth that long-distance sessions may be held (teleconference). WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 129

S A T M N E E COMMITM a. Please give the following information regarding Board meetings held during the reporting year:

NUMBER OF MEETINGS 27

NUMBER OF MEETINGS HELD WITHOUT CALLING NOTICE (*) 2

NUMBER OF MEETINGS HELD WITHOUT THE CHAIRMAN OF THE BOARD 0

NUMBER OF MEETINGS WHERE ONE OR MORE DIRECTORS WERE REPRESENTED 0 BY ALTERNATE DIRECTORS

NUMBER OF DIRECTORS REPRESENTED ON AT LEAST ONE OCCASION 0

(*) In this field please state the number of meetings held under provision set forth in the last paragraph of article 167 of the General Business Corporations Law (LGS). b. Please indicate the Directors attendance percentage to Board meetings during the reporting year.

NAME ATTENDANCE %

Augusto Baertl Montori 100 Roberto Abusada Salah 92 Carlos Montero Graña 83 Alfonso García Miró Peschiera 58 Rafael Venegas Vidaurre 100 Pedro Pablo Errázuriz Domínguez 100 Alfonso de Orbegoso Baraybar 100 Manuel del Río Jiménez 100 Ernesto Balarezo 100 José Antonio Rosas Dulanto 83 c. Please indicate how much time in advance is information on subjects to be dealt with in the meeting available to Directors.

LESS THAN 3 DAYS FROM 3 TO 5 DAYS MORE THAN 5 DAYS

Non-confidential information X Confidential information X WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 130

S A T M N E E COMMITM Question III.11

YES NO EXPLANATION:

a. Does the Board of Directors evaluate in an objective way its performance both as Self-evaluation of the Board of Directors is performed once a year, usually in the X a governing body and its members’ performance individually, at least once a year? first Board Meeting of the year.

b. Are methods of self-evaluation and evaluation alternately performed by external According to item F) article 39.3 of the Board of Directors Regulations, the X consultants? evaluation must be performed by the Audit Committee.

a. Please indicate whether performance evaluations of the Board were made during this reporting year.

YES NO

As governing body X

Individual members X

If the answer to the above question is affirmative in any of the fields, please give the following information for each evaluation:

SELF-EVALUATION EXTERNAL EVALUATION EVALUATION RESPONSIBLE DATE DISSEMINATION (*) DATE DISCLOSURE (*) ENTITY

(*) Please indicate if the evaluation of the Board was made available to the Shareholders. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 131

S A T M N E E COMMITM PRINCIPLE 21: SPECIAL COMMITTEES Question III.12

YES NO EXPLANATION:

The Board of Directors Regulations regulate the work of the 4 committees within a. Does the Board of Directors constitute special committees to focus on the the Corporation: (i) Risk Committee; (ii) Human Resources and Social X analysis of those relevant aspects of the Corporation’s performance? Responsibility Management Commiittee; (iii) Investment Committee; and (iv) Audit and Process Committee.

b. Does the Board approve the regulations governing each one of the special The Board of Directors Regulations that regulate the special committees were X committees constituted? approved by Board of Directors Meeting.

Up to December 31, 2018, the 4 special committees were constituted and chaired by c. Are the special committees chaired by Independent Directors? X Independent Directors.

The Investment, Risk and Human Resources Management Committees have an allocated budget. This is not considered for the Audit and Process Committee, which, d. Do special committees have an allocated budget? X according to article 39.1 of the Board’s Regulations may determine its own budget in order to ensure its independence in complying with its functions.

Question III.13

YES NO EXPLANATION:

Does the Corporation have an Appointment and Remuneration Committee to The Human Resources Management Committee approves the remuneration and appoint the candidates to Board members to be submitted by the Board to the X incentive system for the Senior Management, while the Board of Directors Shareholders’ Meeting and to approve the remunerations and incentive systems of nominates the candidates to Board members. the Senior Management?

Question III.14

YES NO EXPLANATION:

Does the Corporation have an Audit Committee to supervise the efficiency and suitability of the internal and external control system of the Corporation, the work X The Audit and Process Committee. of the Corporation’s audit or independent auditor as well as the legal and professional independence standards? WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 132

S A T M N E E COMMITM a. Please indicate whether the Corporation has in addition, the following Special Committees:

YES NO

Risks Committee X Corporate Governance Committee X b. If the Corporation has Special Committees, please provide the following information regarding each committee:

COMMITTEE 1

Name of Committee: Audit and Process Committee

Creation date: 28/10/04

• Monitor the integrity of the Financial Statements of the Corporation and of its affiliatated companies, the accounting processes and financial reports and audit of the Financial Statements. • Monitor legal compliance and regulatory requirements of the Corporation and its affiliated and subsidiary companies. • Monitor the qualifications and independence of the auditing firm registered (independent auditor). • Monitor the performance of the auditing firm (independent auditor). • Monitor the internal audit function performance. • Monitor the control and procedure of the disclosure, internal control of the financial report systems and compliance with ethical stardards adopted by the Corporation. a) Revision of documents/reports/accounting data Main functions: • Revise article 39 of the internal regulations, at least once a year, and recommend any modifications to the Board. • Hold meetings with the CEO and external auditor to revise and discuss the annual financial reports and quarterly financial reports (before issuing and communicating forms 10-K and 10-Q or post the earnings), including the disclosures under “Management discussion report regarding analysis of the financial status and operational results.” • Revise any relevant report regading financial data sent by the Corporation to any government entity or to the public, including certifications requested to the management or relevant reports submitted by the independent auditor. • Discuss the information disclosed to the public, including the type of information presentation, paying special attention to any proforma or non accounting adjustment. • Discuss the financial information and earnings guide to be sent to the analysts and risk rating agencies. • Revise the internal audit reports to the management prepared by the CEO - Internal Audit, and response from the management. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 133

S A T M N E E COMMITM

COMMITTEE 1

b) External Auditor: • Nominate (Make recommendations for the Board to be ratified in the Shareholders’ Meeting, when applicable), agree compensations and retentions, and monitor the job performed by the external auditor when preparing or issuing the job report. • Review the action and independence of the external auditor and remove him when justified. The external auditor shall report directly to the Audit Committee and the Audit Committee will monitor the decisions and disagreements between the management and the independent auditor, if any. • Review and pre-approve the audit and non audit services provided by the external auditor. The pre-approving authority may be assigned to one or more members nominated from the Audit Committee and their decisions must be submitted to the Audit Committee in the next session. • Consider if the non-audit services that may be provided by the external auditor are compatible with the auditor’s independence. Actively commit to discuss with the external auditor anything related to any relation or service that might affect or compromise the auditor’s independence or objectivity and take the appropriate actions to monitor the independence of the external auditor. • Discuss with the external auditor issues that should be discussed under the PCAOB standards. • Review with the external auditor any issue or difficulty arising from the management’s response. • Keep periodical discussions with the external auditor on the following subjects:

Main functions: • All critical accounting policies and practices. • All possible treatments of the financial information in accordance with the generally accepted accounting principles regarding material issues already discussed with the management, implication analysis in the use of such alternatives and treatments preferred by the external auditor. • Material communications between the external auditor and the management and schedule of non-adjusted differences. • At least once a year obtain and review a report issued by the external auditor describing: • Qualitiy procedures applied by the external auditor. • Any material issue raised by the quality ensurance supervisor or evaluation by an auditor, or any question or investigation coming from government authorities or professionals, up to 5 years back regarding independence of the external auditor and any action taken to solve such issues. • Any relationship between the external auditor and the Corporation regarding subjects established under the PCAOB’s 3526 standard. • Use the previous report to evaluate qualifications, performance and independence of the external auditor. Additionally, each year the Committee shall review the experience and qualifications of the lead auditor, as per set forth by the applicable rules and regulations and determine the requirements for rotation of the lead auditor, as set out by the applicable rules and regulations. The audit Committe shall submit its conclusions to the Board of Directors. • Evaluate whether the external auditor is consistently demonstrating objectivity and scepticism in the performance of his work. • Establish policies that are consistent with the coporate governance laws and regulations to hire external auditor’s personnel. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 134

S A T M N E E COMMITM

COMMITTEE 1

c) Financial report process, accounting policies and internal control strcucture: • Review, in consultation with the external auditor and the CEO the process integrity of the financial report for the Corporation, companies and subsidiary companies. • Understand the review approach of the external auditor over the internal control of the financial report. • Receive and review any disclosure made by the Corporation General Manager (CEO) and the Corporation Financial Manager (CFO) regarding certification of the quarterly and annual reports sent to the SEC on: a) significant defficiencies and material weakness in the design or operation of internal control regarding the financial report, which may reasonably adversely affect the capacity of the Corporation to record, process, summarize and report financial information, and b) any fraud wether material or non-material, involving the management or other employees performing a significant role in the internal control of the Corporation, companies and subsidiary companies. • Review any subject related to accounting principles and presentation of Financial Statements, including significant changes in the selection or application of the accounting principles in the Main functions: Corporation, companies and subsidiary companies; and any audit recommendation adopted in the light of the defficiencies of material control. • Review all the analyses prepared by the management and external auditor regarding important subjects related to financial reports and criteria on the preparation and presentation of the Financial Statements, including impact analysis of different accounting procedures on the Financial Statements of the Corporation, companies and subsidiary companies. • Review the effects of the Financial Statements of the Corporation, companies and subsidiary companies of accounting regulatory changes and initatives, as well as the Financial Statements’ structure. • Review and approve any transaction with the related parties, defined as transactions that have to be disclosed under the terms of the applicable regulations. Discuss with the external auditor the evaluation of identification, accounting treatment and disclosure of the relationship with the related party in accordance with the provisions set forth under the PCAOB standards. • Establish and monitor the procedures for the reception, recording and treatment of complaints related to accounting, internal controls or audit issues, including procedures to ensure confidentiality and anonymity of the Corporation’s, companies’ and subsidiary companies’ employees regarding accounting and audit issues.

DATE COMMITTEE MEMBERS (*): POSITION HELD IN THE COMMITTEE NAME AND SURNAME FROM (**) TO (***)

Manuel del Río Jiménez 5/04/17 Chair

José Antonio Rosas Dulanto 5/04/17 2/07/18 Member

Alfonso de Orbegoso Baraybar 5/04/17 Member

Pedro Pablo Errázuriz Domínguez 1/01/19 Member WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 135

S A T M N E E COMMITM

% INDEPENDENT DIRECTORS WITH RESPECT TO THE TOTAL NUMBER IN THE COMMITTEE 100

NUMBER OF SESSIONS HELD DURING THE REPORTING YEAR: 12

DELEGATED POWERS AS PROVIDED UNDER ARTICLE 174 OF THE GENERAL LAW OF BUSINESS Yes X No CORPORATIONS:

THE COMMITTEE OR ITS CHAIR PARTICIPATES IN THE SHAREHOLDERS’ MEETING Yes No X

(*) Information will be provided regarding the persons who constitute or constituted the Committee during the reporting year. (**) Corresponds to the first appointment as Committee member in the reporting Corporation. (***) omplete only in case position became vacant during the reporting year.

COMMITTEE 2

COMMITTEE 2 Human Resources Committee

Creation date: 28/10/04

Inform the Board about appointments and removals regarding the Senior Management of the Corporation and subsidiary companies. Decide the adoption of remuneration plans for the Senior Management considering the Corporation’s results and periodically review the remuneration programs for the Senior Management, weighting their adjustment and performance. Recommend transparent measures for the Directors’ and Senior Management’s remunerations and ensure their compliance. Approve the Human Resources policy for the Corporation, companies and subsidiary companies, particularly the formation, promotion and selection areas. Main functions: Approve the succession plan for the CEO and submit it to the Board of Directors for its approval. Inform the Board of Directors on the transactions with parties related to the Directors or Senior Management or persons related to them that imply or may imply conflict of interests and, in general, on the matters considered in chapter VII of these Regulations. Review and approve corporate goals and objectives related to the CEO’s compensation, achievement of goals and objectives, leadership survey and determine and approve his compensation. If required, hire and maintain an external independent consultant in matters of compensation or others that may result necessary for the performance of this function. Approve the appointment, compensation and monitoring of external independent consultants in matters of compensation, when applicable. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 136

S A T M N E E COMMITM

DATE COMMITTEE MEMBERS (*): POSITION HELD IN THE COMMITTEE NAME AND SURNAME FROM (**) TO (***)

Rafael Venegas Vidaurre 5/04/17 Chair

Pedro Pablo Errázuriz Domínguez 5/04/17 Member

Alfonso de Orbegoso Baraybar 5/04/17 31/12/18 Member

Ernesto Balarezo Valdez 1/01/19 Member

% INDEPENDENT DIRECTORS WITH RESPECT TO THE TOTAL NUMBER IN THE COMMITTEE 100

NUMBER OF SESSIONS HELD DURING THE REPORTING YEAR: 8

DELEGATED POWERS AS PROVIDED UNDER ARTICLE 174 OF THE GENERAL LAW OF BUSINESS Yes X No CORPORATIONS:

THE COMMITTEE OR ITS CHAIR PARTICIPATES IN THE SHAREHOLDERS’ MEETING Yes No X

(*) Information will be provided regarding the persons who constitute or constituted the Committee during the reporting year. (**) Corresponds to the first appointment as Committee member of the reporting Corporation. (***) Complete only in case position became vacant during the reporting year.

COMMITTEE 3

Name of the Committee: Investment Committee

Creation date: 28/10/04

Set the investment policy of the Group. Approve the Annual Investment Plan. Develop analysis for the projects requiring investment, evaluating the available funding sources and the impact on the balance structure of the Corporation’s companies and subsidiary companies, Main functions: as well as the merger, divisions and other similar operations. Ensure there is prior evaluation of the Risk, Compliance and Sustainability Committee for the effects of investment or divestment. Evaluate the effective return on investments in corporations or funds engaged in projects or businesses of any nature against the recommendations and reports the approval was based on. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 137

S A T M N E E COMMITM

DATE COMMITTEE MEMBERS (*): POSITION HELD IN THE COMMITTEE NAME AND SURNAME FROM (**) TO (***)

José Antonio Rosas Dulanto 5/04/17 2/07/18 Chair

Manuel del Río Jiménez 5/04/17 31/12/18 Member

Augusto Baertl Montori 5/04/17 31/12/18 Member

Pedro Pablo Errázuriz Domínguez 5/04/17 31/12/18 Member

Alfonso García Miró Peschiera 5/04/17 29/11/18 Member

% INDEPENDENT DIRECTORS WITH RESPECT TO THE TOTAL NUMBER IN THE COMMITTEE (TO 100 DECEMBER 31, 2018)

NUMBER OF SESSIONS HELD DURING THE REPORTING YEAR: 1

DELEGATED POWERS AS PROVIDED UNDER ARTICLE 174 OF THE GENERAL LAW OF BUSINESS Yes X No CORPORATIONS:

THE COMMITTEE OR ITS CHAIR PARTICIPATES IN THE SHAREHOLDERS’ MEETING Yes X No

(*) Information will be provided regarding the persons who constitute or constituted the Committee during the reporting year. (**) Corresponds to the first appointment as Committee member of the reporting Corporation. (***) Complete only in case position became vacant during the reporting year.

COMMITTEE 4

Name of Committee: Risk, Compliance and Sustainability Committee

Creation date: 5/04/17

Make recommendations to the Board of Directors and ensure level compliance of the risk aversion or acceptance. Approve policies for risk comprehensive management of the Group in accordance to the nature, dimension and complexity of the Group’s operations and services. Main functions: Approve the structure and evaluate the performance of the risk and compliance area of the organization. Recommend the risk limits that the Corporation, companies and subsidiary companies are in a position to assume in their business development. Define the necessary actions for the implementation of corrective measures in case of deviations regarding appetite levels and risk limits assumed. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 138

S A T M N E E COMMITM

COMMITTEE 4

Approve the risk matrix of the Corporation, companies and subsidiary companies, as well as periodical updates. Valuate and control the main risks of the projects where the Group’s companies participate, and approve the association with third parties. Ensure compliance of the Group´s policies, as well as the business applicable laws. Create supplementary policies, guidelines and/or procedures and recommend measures and controls for the ethical and sustainability management of the Corporation, companies and subsidiary companies. Recommend measures to strengthen the management of social risk, environment and governance of the Corporation, companies and subsidiary companies; monitor the progress and report to the Board of Directors. Main functions: Examine compliance of these Regulations and, in general, of the governance rules of the Corporation, companies and subsidiary companies, and make the necessary recommendations to improve them. Approve the information regarding corporate governance and sustainability submitted to the Board of Directors and include it in the annual public documents, in accordance to the applicable legislation. Promote the training of the Board of Directors of the Corporation, companies and subsidiary companies, as well as the Group’s collaborators, particularly the senior management, on ethics and anti-corruption related-subjects. Monitor the implementation of prevention policies against crime and compliance that the Corporation, companies and subsidiary companies have decided to apply.

DATE COMMITTEE MEMBERS (*): POSITION HELD IN THE COMMITTEE NAME AND SURNAME FROM (**) TO (***)

Alfonso de Orbegoso Baraybar 5/04/17 Chair

Augusto Baertl Montori 5/04/17 Member

Manuel del Río Jiménez 5/04/17 Member

Pedro Pablo Errázuriz Domínguez 5/04/17 31/12/18 Member

% INDEPENDENT DIRECTORS WITH RESPECT TO THE TOTAL NUMBER IN THE COMMITTEE 100

NUMBER OF SESSIONS HELD DURING THE REPORTING YEAR: 11

DELEGATED POWERS AS PROVIDED UNDER ARTICLE 174 OF THE GENERAL LAW OF BUSINESS Yes X No CORPORATIONS:

THE COMMITTEE OR ITS CHAIR PARTICIPATES IN THE SHAREHOLDERS’ MEETING Yes No X

(*) Information will be provided regarding the persons who constitute or constituted the Committee during the reporting year. (**) Corresponds to the first appointment as Committee member of the reporting Corporation. (***) Complete only in case position became vacant during the reporting year. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 139

S A T M N E E COMMITM PRINCIPLE 22: CODE OF ETHICS AND CONFLICTS OF INTEREST Question III.15

YES NO EXPLANATION:

Does the Corporation adopt measures to prevent, detect, manage and disclose The Corporation has an Ethics Charter and a Code of Conduct, which are available X conflicts of interest that may arise? in our website.

If applicable, please indicate the area and/or person responsible for monitoring and controlling possible conflicts of interest. If there is a person in charge, please include his/her position and working area.

RESPONSIBLE AREA The Board of Directors

RESPONSIBLE PERSON

NAME AND SURNAME POSITION AREA

Question III.16 / Compliance

YES NO EXPLANATION:

a. Does the Corporation have a Code of Ethics (*) which observance is binding for the Corporation’s Directors, managers, officers and other employees (**) containing The Code of Conduct was approved in 2012, the Ethics Charter in 1995 and the X ethical and professional responsibility criteria, including management of potential Anti-Corruption Policy in 2015. cases of conflicts of interest?

Each company of the Group includes courses related to the Code of Conduct in the b. Does the Board or General Management approve training programs regarding annual training plan. Likewise, in order to carry out such training courses, we have X compliance with the Code of Ethics? on-line courses available, which are included in the induction to new Directors and employees.

(*) The Code of Ethics may constitute part of the Internal Conduct Standards. (**) The term employees includes every person having any kind of labor relationship with the Company, regardless of the labor regime or method. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 140

S A T M N E E COMMITM If the Corporation has a Code of Ethics, please indicate the following: a. Is it available to:

YES NO

Shareholders X Other applicable persons X The public in general X b. Please indicate the area and/or person responsible for monitoring compliance with the Code of Ethics. In case it is a person, please include position, working area, and to whom he/she reports to.

RESPONSIBLE AREA Ethics Committee

RESPONSIBLE PERSON

NAME AND SURNAME POSITION AREA REPORTS TO

Board of Directors’ Committee of Risks and Compliance Graña y Montero S.A.A.; Risks, Fernando Dyer Chief Risk and Compliance Officer Corporate Management Compliance and Sustainability Committee c. Is there a case record of infringement to such Code?

Yes X No d. Please indicate number of infringements to such Code provisions, or claims reported during the reporting year.

NUMBER OF INFRINGEMENTS 36 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 141

S A T M N E E COMMITM Question III.17

YES NO EXPLANATION:

a. Does the Corporation have mechanisms that allow making the corresponding We have in place an Ethics Channel that allows filing complaints regarding reports concerning any unlawful or unethical behavior, guaranteeing confidentiality X unlawful or unethical behavior, ensuring confidentiality of the reporting person. of the reporting person??

Item c) of article 39.3 of the Board of Directors Regulations sets forth that the Audit and Process Committee must establish procedures for the reception, b. Are claims reported directly to the Audit Committee when concerning retention and processing of the complaints received by the Corporation regarding accounting aspects or when the General Management or Financial Management is X issues of the accounting, internal accounting control or auditing area. Likewise, the involved? anonymous and confidential submission of concerns by employees of the Corporation is allowed, regarding controversial issues of the accounting or auditing area.

Question III.18

YES NO EXPLANATION:

Article 29 of the Board of Directors Regulations states that Directors must a. Is the Board responsible for monitoring and controlling possible conflicts of X communicate to the Board of Directors any situation of conflict of interests, interest arising in the Board of Directors? whether direct or indirect, that they may have with the Corporation.

In case the corporation is not a financial institution, does it have a policy stating This rule has been in place since we joined the New York Stock Exchange in 2013. that members of the Board are not allowed to obtain a loan from the Corporation X We must point out that in no case loans are granted to the Board members (not or from any company of its economic group, unless they have prior authorization even with the Board’s approval). from the Board?

c. In case the Corporation is not a financial institution, does it have a policy stating This rule has been in place since we joined the New York Stock Exchange in 2013. that members of the Senior Management are not allowed to obtain a loan from the X We must point out that in no case loans are granted to the Senior Management Corporation or from any company of its economic group, unless they have prior Staff (not even with the Board’s approval). authorization from the Board? WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 142

S A T M N E E COMMITM a. Please provide the following information about members of the Senior Management who are shareholders with a percentage equal or higher than 5% of the Corporation’s capital stock.

NAME AND SURNAME POSITION NUMBER OF SHARES % OF TOTAL SHARES

Not applicable Not applicable Not applicable Not applicable

% OF THE TOTAL SHARES IN POSSESSION OF THE SENIOR 0.08% MANAGEMENT b. Please indicate if any member of the Board or Senior Management of the Corporation is spouse or relative with first or second consanguinity degree of:

NAME AND RELATIONSHIP WITH: SURNAME OF THE TYPE OF ADDITIONAL NAME AND SURNAME SHAREHOLDER / RELATIONSHIP INFORMATION(***) SENIOR DIRECTOR / (**) SHAREHOLDER(*) DIRECTOR MANAGEMENT MANAGER

(*) Shareholders holding 5% or more of the Corporation’s capital stock. (**) For relationship purposes, the relationship criteria contained in the Indirect Ownership, Association and Economic Groups Regulations will apply. (***) In case of relationship with any shareholder, please include his/her shareholding participation. In case of relationship with any member of the Management staff, please include his/her position. c. In case any member of the Board currently holds or has held a management position in this Corporation during the reporting year, please provide the following information:

PERIOD IN MANAGEMENT MANAGEMENT POSITION POSITION NAME AND SURNAME CURRENTLY OR PREVIOUSLY HELD FROM (*) TO (**)

(*) Corresponds to the first management appointment in the reporting Corporation. (**) Complete only in case such management position became vacant during the reporting year. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 143

S A T M N E E COMMITM d. If, during the reporting year, any member of the Board or Senior Management had any commercial or contractual relationship with the Corporation that may be significant due to its value or matter, please provide the following information.

NAME AND SURNAME TYPE OF RELATIONSHIP BRIEF DESCRIPTION

PRINCIPLE 23: TRANSACTIONS WITH RELATED PARTIES Question III.19

YES NO EXPLANATION:

a. Does the Board have policies and procedures for the valuation, approval and The Risks, Compliance and Sustainability Committee has in place policies and disclosure of specific transactions between the Corporation and related parties, as procedures for the valuation, approval and disclosure of certain operations between well as for being informed about commercial or personal relationships, either direct X the Corporation and related parties, disclosed in form 20F, which is sent to the or indirect that Directors maintain between them, with the Corporation, its SMV as a relevant event.. suppliers or clients, and other stakeholders? However, items 30.4 and 30.5 of Article 30 of the Board of Directors Regulations b. In case of transactions of particular relevance or complexity, is the intervention X set forth that the Transfer Price Study applicable to Grupo Graña y Montero will be of independent consultants considered for their valuation? used as valuation parameter. a. If complied with item a), question III.19, please indicate the Corporation Area responsible for dealing with transactions performed with the related parties in the following aspects:

ASPECTS RESPONSIBLE AREA

Valuation Risks, Compliance and Sustainability Committee Approval General Management or Board of Directors of each company Disclosure General Management b. Please indicate the procedures to approve transactions between related parties:

Article 30 of the Board of Directors Regulations sets forth that the Human Resources and Social Responsibility Management or the Audit and Process Committee, as the case may be, reserves formally the information and authorization of any significant transaction of the Corporation with a significant shareholder or with persons related to him/her, Directors, Senior Management and Senior Executives or persons related to them and to other companies of Grupo Graña y Montero. In turn, for ordinary transaction and provided they are conducted at market conditions, the general authorization of the operations line will suffice. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 144

S A T M N E E COMMITM c. Please detail those transactions between the Corporation and its related parties performed during the reporting year, which due to their value or matter are considered relevant:

NAME OR COMPANY NAME OF THE NATURE OF THE RELATIONSHIP(*) TYPE OF TRANSACTION AMOUNT (S/.) RELATED PARTY

(*) For relationship purposes, the relationship criteria contained in the Indirect Ownership, Relationship and Economic Groups Regulations will apply. d. Please indicate if the Corporation sets limits to perform transactions with related parties:

Yes No X

PRINCIPLE 24: FUNCTIONS OF THE SENIOR MANAGEMENT Question III.20 / Compliance

YES NO EXPLANATION:

Article 16 of the Board of Directors Regulations defines the general strategy and management guidelines of the Corporation and the drive and supervision of the Senior Management performance, laying the foundations of the corporate organization to ensure its highest efficacy, vigilance in respect of transparency and accuracy of Corporate information in its relations with the shareholders. a. Does the Corporation have a clear policy separating the functions exercised by Furthermore, Article 43 of these Regulations set forth that the General Manager is the Board of Directors, the ordinary management exercised by the senior managers, X responsible for the operations and administration of the Corporation, in line with and the leadership of the General Manager? the criteria and guidelines established by the Board of Directors; in addition, it executes such agreements and monitors the Senior Management to ensure it carries out the agreements adopted by the Board of Directors, implements the Board’s strategy, and keeps an adequate planning, control and reporting system for the Board of Directors.

b. Are the General Manager and the Chairman of the Board of Directors different Item 35.1 of the Board of Directors Regulations sets forth that the Chairman of the X persons? Board of Directors may not be the CEO of the Group. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 145

S A T M N E E COMMITM

YES NO EXPLANATION:

Article 16.5 sets forth that the Board of Directors respects the autonomy in terms of c. Does the Senior Management have sufficient autonomy to perform the functions decision-making of its administrative and management bodies, in line with the assigned to it within the policies and guidelines defined by the Board of Directors, X corporate purpose of the Corporation. The Corporation is guided by the principle of and under its control? responsible autonomy established in the Code of Ethics.

Article 43 of the Board of Directors Regulations sets forth that the General d. Is the General Management responsible for complying and enforcing the policy X Manager shall be responsible for keeping an adequate planning, control and to provide information to the Board of Directors and Directors? reporting system for the Board of Directors.

e. Does the Board of Directors carry out an annual evaluation of the General Yes, it forms part of the self-evaluation process of the Board of Directors, which X Management performance according to well-defined standards? should be carried out within the first quarter of each year.

f. Does the remuneration of the Senior Management have a fixed and a variable Currently, the remuneration of the Corporation’s Directors, regulated in Article 34 component that consider the Corporation’s results based on prudent forecasting, X of the Board of Directors Regulations, is comprised of the following concepts: fees responsible risk-taking and compliance with the goals set forth in the respective for attending the meetings of the Board Committees and profit sharing. plans? a. Please provide the following information on the remuneration paid to the General Manager and management staff (including bonuses).

REMUNERATION (*) POSITION FIXED VARIABLE

General Manager 0.0416% 0.0327% Management Staff 0.6165% 0.2412%

(*) Please indicate the total annual remuneration of the Senior Management as a percentage of the gross earnings according to the Corporation’s financial statements. b. In case the Corporation pays bonuses or indemnifications to senior managers other than those required by law, indicate how these are paid.

GENERAL MANAGER MANAGERS

In stock Yes Yes Stock options No No Cash No No Other / Detail WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 146

S A T M N E E COMMITM c. If there is a variable component in the remuneration, please specify what are the main aspects considered for its determination.

Consideration is given to company budget compliance. Percentage of achievement of officer’s objectives. Preestablished economic rate. d. Please indicate whether the Board evaluated the performance of the General Management during the reporting year.

Yes X No WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 147

S A T M N E E COMMITM — PILLAR IV: Risk and Compliance PRINCIPLE 25: RISK MANAGEMENT SYSTEM ENVIRONMENT Question IV.1

YES NO EXPLANATION:

a. Does the Board of Directors approve a comprehensive risk management policy As set forth in item j) of Article 9.3 of the Board of Directors Regulations, this is a according to its size and complexity, encouraging a risk management culture within X responsibility of the Board of Directors and it is currently working on it. the Corporation, from the Board of Directors to the employees?

b. Does the comprehensive risk management policy cover all the companies belonging X It will cover the entire group. to the group and produce a global view of critical risks?

Does the Corporation have a policy for risk management delegation that establishes risk limits to be handled by each Corporation level?

Yes No X

Question IV.2

SI NO EXPLANATION:

This is performed through presentations to the Board Committees and to the Board a. Does the General Management manage the risks to which the Corporation is X in full, as well as through the management reports, commercial reports and Relevant exposed and report them to the Board of Directors? Events presented at each session.

b. Is the General Management responsible for the risk management system if there is X Not applicable no Risks Committee or Risks Management?

Does the Corporation have a Risks Manager?

Yes X No WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 148

S A T M N E E COMMITM In positive case, please complete the following information:

PERIOD EXERCISING POSITION AREA/BODY NAME AND SURNAME TO WHICH IT REPORTS FROM (*) TO (**)

Fernando Dyer Estrella 1/07/17 Chief Risk and Compliance Officer

(*) First appointment by the reporting Corporation. (**) To be completed only if position became vacant during the reporting year. Question IV.3

YES NO EXPLANATION:

Does the Corporation have an internal and external control system, which X Through the Audit and Process Committee. effectiveness and suitability are supervised by the Corporation’s Board of Directors?

PRINCIPLE 26: INTERNAL AUDITING Question IV.4

YES NO EXPLANATION:

a. Does the internal auditor carry out audit work exclusively, does he have The internal auditor is autonomous in order to be able to objectively evaluate and autonomy and experience and is he an expert in the matters he evaluates, and does regulate the business risks, the internal control system and the operational and X he have the independence required for monitoring and evaluating the effectiveness financial performance so that the Corporation’s information is accurate and may of the risk management system? respond to the principle of transparency.

b. Is the internal auditor responsible for continually ensuring that all financial Yes, so that the Corporation’s information is accurate and may respond to the information generated or recorded by the Corporation is valid and reliable, as well X principle of transparency. as for verifying the effectiveness of regulatory compliance?

Yes. In addition, and in line with the provisions of item c) of Article 39.1 of the c. Does the internal auditor report directly to the Audit Committee regarding plans, X Board of Directors Regulations, supervising the internal auditing services is a budget, activities, progress, results obtained and actions taken? function of the Audit and Process Committee. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 149

S A T M N E E COMMITM a. Please indicate if the Corporation has an independent department responsible for internal auditing

Yes X No

If the answer to the above question is positive, indicate who the person responsible for the audit is within the organizational hierarchy of the Corporation.

REPORTS TO: Audit and Process Committee b. Please indicate if the Corporation has an Internal Corporate Auditor

Yes X No

Please indicate the main responsibilities of the person responsible for internal auditing and if he/she has functions other than internal audit.

The internal auditor has no duties other than those of internal auditing and the main functions are: • Assist the Board of Directors and the Management in the execution of their Corporate Government functions. • Evaluate and regulate the business risks, the internal control system and the operational and financial performance objectively. • Offer assurance and advice so that, potentially, this activity improves risk management, adds value to the group and improves the operational level.

Question IV.5

YES NO EXPLANATION:

The Board of Directors Regulations set forth that the Audit and Process Committee Is the Internal Auditor appointed and dismissed by the Board of Directors shall safeguard the process to appoint the internal auditor using objective criteria X at the suggestion of the Audit Committee? and, in general, so that the Corporation’s information is accurate and may respond to the principle of transparency. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 150

S A T M N E E COMMITM PRINCIPLE 27: EXTERNAL AUDITORS Question IV.6

YES NO EXPLANATION:

The auditing firm appointed by the Shareholders’ Meeting keeps clear independence; Does the Shareholders’ Meeting act on recommendation of the Board of Directors accordingly, it is the duty of the Audit and Process Committee to liaise with the to appoint the audit firm or independent auditor, and do they remain clearly X external auditors to receive information on any issues that could put at risk their independent of the company? independence.

a. Does the Corporation have a policy to appoint the External Auditor?

Yes X No

If the answer to the previous question is affirmative, please describe the procedure for contracting the audit firm responsible for giving an opinion on the annual financial statements (including identification of the Corporation’s area responsible for selecting the audit firm.)

The Corporation’s Financial Management proposes 3 candidates, then the Audit and Process Committee approves the appointment of one of them; the appointment is then raised by the President of the Committee to the Board of Directors for approval. Finally, the Shareholders’ Meeting must ultimately approve the proposal.

b. If the Auditing firm performed services other than auditing the accounts, indicate if such engagement was informed to the Shareholders’ Meeting, including the billing percentage such services represented of the total amount billed by the Auditing firm to the Corporation.

Yes No X c. Do any of the audit firm’s related companies or persons provide services to the Corporation other than auditing the accounts?

Yes No X WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 151

S A T M N E E COMMITM If the answer to the previous question is affirmative, please provide the following information regarding the additional services provided by the audit firm’s related companies or persons during the reporting year.

NAME OR COMPANY NAME ADDITIONAL SERVICES REMUNERATION % (*)

(*) Additional services billed over audit services billed. d. Please indicate if the audit firm used different teams when providing services other than auditing the accounts.

Yes No X

Question IV.7

YES NO EXPLANATION:

a. Does the Corporation have a policy to renew its independent auditor The Board of Directors Regulations set forth the renewal policy for the independent X or audit firm? auditor.

b. If the policy establishes longer periods for replacement of the audit firm, is the X The Corporation keeps the firm, but the team must rotate at least every three years. audit team rotated at least every five (5) years?

Please complete the following information on the audit companies that have provided services to the Corporation over the last five (5) years.

NAME OF THE AUDITING % OF INCOME SERVICE (*) PERIOD REMUNERATION (**) FIRM AUDITING FIRM

PwC Various audit services 2012 4’693,500.00 PwC Various audit services 2013 7’958,600.00 PwC Various audit services 2014 7’209,300.00 PwC Various audit services 2015 8’930,600.00 PwC Various audit services 2016 11’966,400.00 Moore Stephens Various audit services 2017 4’932,400.00 Moore Stephens Various audit services 2018 5’406,400.00

(*) Please include all types of services such as opinions on financial information, accounting investigations, operating audits, systems audits, tax audits or other services. (**) Of the total amount paid to the audit firm for all concepts, please indicate the percentage paid for financial auditing services. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 152

S A T M N E E COMMITM Question IV.8

YES NO EXPLANATION:

With regard to economic groups, is the external auditor the same for the whole X group, including offshore associates?

Please indicate whether the audit firm engaged to give an opinion on the Corporation’s financial statements for the reporting year also gave an opinion on the financial statements for the same reporting year of other companies in the economic group.

Yes X No

If the answer to the previous question is affirmative, please provide the following information:

NAME OR NAME OF COMPANY (COMPANIES) IN THE ECONOMIC GROUP

GMI S.A: GM Ingeniería y Construcción S.A. de C.V. ECOTEC SG Agua S.A. de C.V. GyM S.A. Construcciones y Soluciones Energéticas S.A.C. GyM Construcciones y Montajes S.A. Peru Piping Spools S.A.C. Empresa Constructora Puruchuco S.A.C. Construyendo Pais S.A. GyM Chile SpA Vial y Vives -DSD Equipos GyM Minería S.A Invesiones y Construcciones GyM Servisel S.A. Morelco S.A.S. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 153

S A T M N E E COMMITM

NAME OR NAME OF COMPANY (COMPANIES) IN THE ECONOMIC GROUP

GyM Operaciones Internacionales S.A.C. Viva GyM S.A. Inmobiliaria Almonte S.A.C. Inmobiliaria Almonte 2 S.A.C. GMVBS S.A. Inmobiliaria Las Lomas S.A. Inmobiliaria Los Juncos S.A. Proyectos Inmobiliarios Consultores S.A. Inmobiliaria Pezet 417 S.A. GMP S.A. Transportadora de Gas Natural Comprimido Andino OilTanking Andina Services Logística Químicos del Sur Inversiones en Autopistas Norvial S.A. CONCAR S.A. Survial S.A. Concesión Canchaque GyM Ferrovías S.A. Concesionaria La Chira S.A. Concesionaria Vía Expresa Sur S.A. Negocios de Gas S.A. Agenera Generación Eléctrica del Norte S.A.C. Generación Eléctrica del Centro S.A.C. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 154

S A T M N E E COMMITM — PILLAR V: Information Transparency PRINCIPLE 28: INFORMATION POLICY Question V.1

YES NO EXPLANATION:

Does the Corporation have an information policy for shareholders, investors, other stakeholders and the market in general to define in a formal, orderly and The information policy for shareholders, investors and other stakeholders is comprehensive manner the guidelines, standards and criteria to be applied in X covered by both our Investors Relations Office and our communications issued by managing, compiling, preparing, classifying, organizing and/or distributing our stock exchange representative through the Relevant Events. information generated or received by the Corporation? a. If applicable, please indicate whether the Corporation publishes the following in accordance with its Information Policy:

YES NO

Objectives of the Corporation X List of Board members and Senior Management X Shareholding X Description of the economic group to which it belongs X Financial Statements and Annual Report X Other / Detail b.Does the Corporation have a Corporate Website?

Yes X No

The Corporate Website includes:

YES NO

A special section on corporate governance or relationship with shareholders and X investors including Corporate Governance Report Relevant events X WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 155

S A T M N E E COMMITM

YES NO

Financial information X Bylaws X Shareholders’ MeetingS and information on Meetings (attendance, reports, other) X Composition of the Board of Directors and its Regulations X Code of Ethics X Risk policy X Corporate Social Responsibility (community, environment, other) X Other / Detail

Question V.2

YES NO EXPLANATION:

Does the Corporation have an investor relations office? X Our Investor Relations Office

If the Corporation has an investor relations office, please indicate who the responsible person is.

During 2018, Samantha Ratcliffe Leiva and Adriana Caballero Herbozo were PERSON RESPONSIBLE FOR THE INVESTOR RELATIONS OFFICE in charge. Currently, Paola Pastor Aragón is responsible for such duties.

If there is no investor relations office, please indicate which unit (department/area) or person is responsible for receiving and processing information requests from the shareholders and public in general. Should it be a person, please include his/her position and working area.

RESPONSIBLE AREA Investor relations

PERSON IN CHARGE

NAMES AND SURNAMES POSITION AREA

Paola Pastor Aragón Head of area Investor relations WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 156

S A T M N E E COMMITM PRINCIPLE 29: FINANCIAL STATEMENTS AND ANNUAL REPORT If there are any qualifications stated by the external auditor, have they been explained and/or justified to the shareholders?

Yes No

PRINCIPLE 30: INFORMATION ON SHAREHOLDINGS AND AGREEMENTS BETWEEN SHAREHOLDERS Question V.3

YES NO EXPLANATION:

Does the Corporation disclose its ownership structure, considering the different The Corporation discloses such information through the SMV, where direct or types of shares and, when applicable, the joint participation of a specific economic X indirect ownership is indicated group?

Please indicate the composition of the Corporation’s shareholding as at the closing of the reporting year.

NUMBER OF SHAREHOLDERS (AT VOTING SHARES PARTICIPATION % CLOSING OF REPORTING YEAR)

Less than 1% 1926 16.36669001 1% to 5% 12 26.54459910 5% to10% 2 12.46885668 More than 10% 2 44.61985421 Total 1942 100

NON-VOTING SHARES NUMBER OF SHAREHOLDERS (AT PARTICIPATION % (IF APPLICABLE) CLOSING OF REPORTING YEAR)

Less than 1% 1% to 5% 5% to10% More than 10% Total WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 157

S A T M N E E COMMITM

INVESTMENT SHAREHOLDING NUMBER OF SHAREHOLDERS (AT PARTICIPATION % (IF APPLICABLE) CLOSING OF REPORTING YEAR)

Less than 1% 1% to 5% 5% to10% More than 10% Total

Percentage of treasury stock over capital stock: Question V.4

YES NO EXPLANATION:

Does the Corporation report agreements between shareholders? X However, we do not have an agreement between shareholders.

a. Does the Corporation keep records of current agreements between shareholders?

Yes No X b. Should there be any agreement between shareholders reported to the Corporation during the reporting year, please indicate the subject matter of each agreement.

Election of Board members

Exercise of voting rights in meetings

Restriction of free transfer of shares

Changes in internal or bylaw provisions of the Corporation

Other /Detail WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 158

S A T M N E E COMMITM PRINCIPLE 31: CORPORATE GOVERNMENT REPORT Question V.5

YES NO EXPLANATION:

Does the Corporation disclose the corporate governance standards adopted in the Annual Report, which content is the responsibility of the Board of Directors, prior X We publish them in the Annual Report and we inform the SMV. report from the Audit Committee, the Corporate Governance Committee, or an external consultant, if applicable? a. The Corporation has mechanisms for internal and external disclosure of corporate governance practices.

Yes X No

If the above answer is affirmative, please specify the mechanisms used.

Legal Management is the area in charge of disclosing, internally and externally, the corporate governance practices and of suggesting improvements to the General Management and the Board of Directors. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 159

S A T M N E E COMMITM

SECTION C CONTENT OF CORPORATE DOCUMENTS

Please indicate which of these corporate documents regulate the following matters:

INTERNAL NOT NOT NAME OF PRINCIPLE BYLAWS MANUAL OTHER REGULATIONS (*) REGULATED APPLICABLE DOCUMENT (**)

1 Policy for redeeming or exchanging non-voting shares 1 x 2 Recording method for share ownership rights and person responsible for registration 2 X CAVALI Screening procedure for external advisor to provide independent opinion on the suggestions 3 of the Board of Directors regarding corporate operations that could affect the shareholders’ 3 X non-dilution right 4 Procedure to receive and process shareholders’ opinions and information requests 4 X 5 Dividend policy 5 X X 6 Policies or agreements not to adopt anti-absorption mechanisms 6 X 7 Arbitration agreement 7 X 8 Directors selection policy 8 X 9 Evaluation policy for Corporate Directors’ remuneration 8 X Mechanisms to provide shareholders with information regarding items contained in the 10 10 X Shareholders’ Meeting agenda and agreement proposals 11 Additional means to those legally established, used by the Corporation to call for meetings 10 X Additional mechanisms for shareholders to formulate proposals on items in the agenda to 12 11 X discuss in the Shareholders’ Meeting Procedures to accept or reject shareholders’ proposals to include subjects for discussion in 13 11 X the Shareholders’ Meeting agenda 14 Mechanisms to allow remote participation of shareholders 12 X 15 Procedures to exercise differentiated voting by shareholders 12 X WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 160

S A T M N E E COMMITM

INTERNAL NOT NOT NAME OF PRINCIPLE BYLAWS MANUAL OTHER REGULATIONS (*) REGULATED APPLICABLE DOCUMENT (**)

16 Procedures to be used for proxy voting 13 X 17 Requirements and formalities for a shareholder to be represented at a meeting 13 X X 18 Procedures to appoint Directors or Senior Managers as proxies 13 X 19 Follow-up procedure for Shareholders’ Meeting agreements 14 X 20 Minimum and maximum number of Directors constituting the Corporation Board 15 X X 21 Obligations, rights and functions of the Corporation’s Directors 17 X X 22 Types of bonuses Directors receive for achievement of goals in the Corporation 17 X 23 Contracting policy for consultancy service for Directors 17 X 24 Induction policy for new Directors 17 X 25 Special requirements for Independent Directors of the Corporation 19 X X 26 Performance evaluating criteria for the Board of Directors and its members 20 X 27 Policy to determine, monitor and control possible conflicts of interest 22 X Policy defining the procedure for valuation, approval and disclosure of transactions with 28 23 X related parties Responsibilities and functions of the Chairman, CEO, General Manager and other senior 29 24 X X managers 30 Evaluating criteria for Senior Managers’ performance 24 X

31 Policy to fix and evaluate Senior Management remunerations 24 X

32 Comprehensive Risk Management Policy 25 X

33 Responsibilities of the Internal Auditor. 26 X

34 Policy to appoint the External Auditor, duration of the contract and renewal criteria. 27 X

35 Policy for disclosure and communication of information to investors 28 X

(*) Includes Shareholders’ Meeting Regulations, Board of Directors Regulations or other regulations issued by the Corporation. (**) Please indicate the name of the document if other than the Corporation Bylaws. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 161

S A T M N E E COMMITM

SECTION D OTHER INFORMATION OF INTEREST8

After a third meeting, held in July 2018, as part of our “Committed to the Future” program, the external advisory council validated the advances made in the Company’s Risk and Compliance area. The members of the senior management also participated in a number of forums and panels on risk and compliance matters.

8 Includes other information of interest not covered in the previous sections, which will help give investors and our different stakeholders a broader overview of the good corporate governance practices implemented by the Corporation, as well as practices tied to corporate social responsibility, relations with institutional investors, etc. The Corporation may also note whether it has voluntarily adhered to other codes of ethical principles or good practices, international, sector, or other codes, indicating the respective code and the date of adhesion. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 162

S A T M N E E COMMITM

REPORT ON SHAREHOLDING STRUCTURE BY INVESTOR TYPE – DECEMBER 2018

REPORT ON HOLDINGS BY TYPE OF INVESTOR OF SHARES OR SECURITIES LISTED IN THE S&P PERU SELECTIVE INDEX NUMBER SHAREHOLDING SHAREHOLDING (AS OF THE CLOSE OF THE FISCAL YEAR) OF HOLDERS STAKE %1 1. Members of the Board of Directors and Senior Management of the Company, including relatives2. 13 29.80% STRUCTURE 2. Employees of the Company not included in Point 1 6 0.10% BY INVESTOR TYPE 3. Individuals not included in Points 1 and 2 1,804 7.95% 4. Pension funds managed by Private Pension Fund Management Companies under the supervision of the Superintendency of Banking, 3 - 9 13.35% Insurance, and Private Pension Fund Management Companies 5. Pension funds managed by the Pension Normalization Office (ONP) 0 0% 6. Peruvian government entities, with the exception of that included in Point 5 0 0% 7. Banks, financial institutions, municipal savings banks, EDPYMES, agricultural credit banks, and savings and loan cooperatives under 1 0% ADDITIONAL ANNEX the supervision of the Superintendency of Banking, Insurance, and Private Pension Fund Management Companies 8. Insurance companies under the supervision of the Superintendency of Banking, Insurance, and Private Pension Fund Management 1 0.20% TO SECTION IV OF THE REPORT: Companies REPORT ON SHAREHOLDING 9. Intermediation agents and brokers under the supervision of the Peruvian Securities and Exchange Commission (SMV) 4 0% 10. Investment funds, mutual funds, and trust funds under the scope of the Stock Exchange Act and the Investment Funds Act; and STRUCTURE BY INVESTOR TYPE 11 – 22 1.50% bank trust funds under the scope of the General Financial System Act 11. Foreign standalone trust funds and bank trust funds, to the extent that they can be identified 70 17.80% 12. Foreign depositaries who are listed as owners of the share under ADR or ADS programs 1 28.50% 13. Foreign depositaries who are listed as owners of shares not included in Point 12 0 0% 14. Foreign custodians who are listed as owners of shares 3 0.80% 15. Entities not included in the preceding points3. 0 0% 16. Shares belonging to the S&P/BVL Peru Select Index or securities representing these shares in the Company’s portfolio 0 0% Total 1,934 100% HOLDINGS BY HOLDERS OF SHARES OR SECURITIES LISTED IN THE S&P PERU SELECTIVE INDEX, BY RESIDENCY NUMBER SHAREHOLDING (AS OF THE CLOSE OF THE FISCAL YEAR) OF HOLDERS STAKE %1 Domiciled in Peru 1,841 31.30% Not domiciled in Peru 93 68.70% Total 1,934 100%

1 To two decimal points. 2 The term “relatives” is defined as per the Regulations on Indirect Ownership, Related Companies, and Economic Groups. 3 The term “entities” is defined as per the Regulations on Indirect Ownership, Related Companies, and Economic Groups. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 163

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INVESTOR RELATIONS

During 2018, we had the chance to take part in three Corporate name international conferences in Santiago, Chile, New York, and — Graña y Montero S.A.A. is a company incorporated by virtue of Lima. We also made contact with over one hundred investors the notarially recorded instrument dated 12 August 1996, as through visits, calls, and conferences. part of the spinoff process from Inversiones Graña y Montero S.A., and registered in Card 31617 and Electronic Filing Card For more information: [email protected] 11028652 of the Registry of Companies in and for Lima. — Capital stock Familial relations The company’s capital stock as of 31 December 2018 is S/. — 729,434,192.00, represented by 729,434,192 shares with a par José Graña Miró Quesada, Chairman of the Board until 2017, is value of S/. 1.00 each, of which 660,053,790 are registered with related by first degree of consanguinity to María Teresa Graña the Public Records Office and 69,380,402 are in the process of Canepa, one of the company’s shareholders and a former being formally registered. director of our subsidiaries GyM, Viva GyM, GMD, GyM Ferrovías, and GMI; by third degree of consanguinity to Yamile Main shareholders Brahim Graña, a shareholder of the company; and by fourth — degree of consanguinity to former director and shareholder As of 31 December 2018, we have 1,934 shareholders, of which Hernando Graña Acuña, who was the Chairman of the Board of approximately 99.22% hold less than 1% of the capital stock, our subsidiaries GyM and STRACON GyM, in addition to being while about 0.62% own between 1% and 5%. Our main a director of our subsidiaries Vial y Vives-DSD S.A. and Morelco. shareholders are The Bank of New York Mellon DR, with 28.51%, as depositary and representative of all ADS holders; GH Holding Group Corp., with 16.11%, represented by José Graña Miró Quesada, who was Chairman of the Board until February 2017; and AFP Integra - Fondo 3, with 9.91%. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 164

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— Graña y Montero S.A.A. — List of main shareholders as of 31 december 18 Variable annuity

NO. OF SHAREHOLDER’S NAME STAKE COUNTRY SHARES MARKET PRICES 2018 ISIN CODE / YEAR/ AVERAGE The Bank of New York Mellon DR, as depositary and United MNEMONIC CODE MONTH PRICE S/. 207’934,270 28.51% representative of ADS holders States OPENING CLOSING HIGH LOW S/. S/. S/. S/. GH Holding Group Corp. 117’538,203 16.11% Panama PEP736581005 GRAMONC1 2018-01 1.80 1.85 1.85 1.80 1.80 AFP Integra – Fondo 3 72’296,726 9.91% Peru PEP736581005 GRAMONC1 2018-02 1.63 1.63 1.68 1.63 1.64 Fratelli Investment Limited 58’544,287 8.03% Bermuda

Bethel Enterprises Inc. 33’785,285 4.63% Panama PEP736581005 GRAMONC1 2018-03 1.90 1.91 1.92 1.90 1.91

SUBTOTAL 490’098,771 67.19% PEP736581005 GRAMONC1 2018-04 2.15 2.25 2.25 2.15 2.25

OTHER SHAREHOLDERS 239’335,421 32.81% PEP736581005 GRAMONC1 2018-05 2.02 2.04 2.04 2.02 2.04 TOTAL 729’434,192 100% PEP736581005 GRAMONC1 2018-06 2.08 2.08 2.08 2.07 2.08

PEP736581005 GRAMONC1 2018-07 2.40 2.50 2.50 2.40 2.43 Share evolution — PEP736581005 GRAMONC1 2018-08 2.10 2.10 2.10 2.10 2.10 The share price at the close of the year was S/. 1.99 per share. The traded volume during the year totaled S/. 102,203,361.71. PEP736581005 GRAMONC1 2018-09 1.83 1.83 1.83 1.83 1.83 Finally, the S&P BVL Peru General Index experienced a drop of PEP736581005 GRAMONC1 2018-10 2.10 2.10 2.11 2.10 2.10 3.1% over 2017; while the S&P BVL Select PEN Index also fell by 6.3% compared to 2017. It is worth noting that the PEP736581005 GRAMONC1 2018-11 2.17 2.08 2.18 2.08 2.12 GRAMONC1 registered an increase 2.90% over the closing PEP736581005 GRAMONC1 2018-12 2.01 1.99 2.01 1.99 2.00 price for 2017. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 165

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Dividend policy Corporate purpose activities; participation in all types of selection processes, — — whether public or private; provision of services for mining The company’s dividend policy consists of distributing between The Corporation is mainly engaged in general investments and exploration, development, and exploitation services and related 30% and 40% of the earnings for each fiscal year as dividends, commercial operations: acquisition, transfer, and trading of and similar works; provision of services to the hydrocarbon based on the results of the Consolidated Financial Statements, shares, ownership interests, or quotas, debt securities, credit industry, related to oil and gas well drilling, exploitation, and provided the Financial Statements of Graña y Montero S.A.A., securities, and derivatives issued by corporations in Peru or taken individually, include sufficient results to cover said abroad, regardless of the economic activity in which they are services; performance of construction works for oil pipelines, amount. In case the amounts reported in the Financial engaged, whether directly or through the stock market, as well gas pipelines, gas, oil, and byproduct processing plants, Statements are insufficient, the amount to be distributed shall as the provision of managerial and administrative services to refineries, and general infrastructure for the petrochemical be limited strictly to those reported. No advance dividends shall related companies and/or third parties. industry, and maintenance thereof; investment in construction, be distributed. repair, conservation, and exploitation of public infrastructure The Corporation may also engage in construction business works and services through the concession system; purchase dealings of all kinds, forms, and methods, including the and lease of real and personal assets, whether urban or rural; construction of buildings and other urban works; the and, in general, the performance of any activity directly or development of real estate projects in general; performance of indirectly related to its purpose and conducive to the heavy construction works and electromechanical works; achievement and realization of its purpose. performance of erections of all kind, and in general, any engineering and construction activity, in all fields and all ISIC – 6619 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 166

S A T M N E E COMMITM — Duration of the company Graña y Montero S.A.A. was incorporated with a perpetual duration.

CORPORATE NAME Graña y Montero S.A.A.

ADDRESS Av. Paseo de la República 4667, Surquillo

PHONE 51-1-213 6565

INVESTOR RELATIONS 51-1-2136573

PERSON RESPONSIBLE Paola Pastor Aragón (*)

EMAIL [email protected] (*)

ARTICLES OF INCORPORATION Notarially Recorded Instrument dated 12 August 1996

PUBLIC RECORDS Card 131617 - Electronic Filing Card 11028652

CAPITAL STOCK S/. 729,434,192.00

SHARES 660,053,790 registered with the Public Records Office and 69,380,402 in the process of being formally registered

SHARES IN PORTFOLIO None

ISIC 6619

DURATION Perpetual

EVENTS Major Projects Chapter

Graña y Montero S.A.A. is an investment company whose main subsidiaries belong to the construction, engineering, oil, IT, SECTOR AND COMPETENCE concessions, and shopping and entertainment center sectors. It also provides management services exclusively to its subsidiaries.

NET SALES 2017 2018

LEASES 7,473,398

MANAGEMENT 56,578,375

ALL SERVICES RENDERED IN PERU.

INVESTMENT PLANS 2017 US$ 23.20 million

* Paola Pastor Aragón became Head of Investor Relations in December 2018. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 167

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SHARES PERCENTAGE SHARES PERCENTAGE

GyM S.A. 98.24% Qualys S.A. 99%

GMP S.A. 95% Concesionaria 99.98% Vía Expresa Sur S.A. Concar S.A. 99.81% GMI S.A Ingenieros Consultores 89.41% Concesionaria Chavimochic S.A. 26.50% Concesión Canchaque S.A.C. 99.96% Recaudo Lima S.A. 99.76% Survial S.A. 99.99% Agenera S.A.C 99% Viva GyM S.A. 63.44% Adexus S.A. 99.99% Norvial S.A. 18.20% Concesionaria La Chira S.A. 50%

Inversiones en Autopistas 48.80% Promotores Asociados 100% Promotora Larco Mar S.A. 46.58% de Inmobiliarias S.A. GyM Ferrovías S.A 75% Negocios de Gas S.A. 99.99%

ADMINISTRATIVE OR ARBITRATION PROCEEDINGS See Notes on Audited Financial Statements

PERSONS RESPONSIBLE FOR PREPARING AND REVIEWING Patricia Barrios Canepa – Chief Accounting Officer FINANCIAL INFORMATION Luis Díaz Olivero - CEO

EXTERNAL AUDITORS Moore Stephens WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 168

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CORPORATE SUSTAINABILITY REPORT

SECTION A IMPLEMENTATION OF CORPORATE SUSTAINABILITY ACTIONS

— Question A.1.

YES NO EXPLANATION:

Since 2004, the Graña y Montero Group had been an adherent to the United Nations Global Compact. However, starting in 2018, participation in the Global Has the Corporation voluntarily adhered to best practice standards on corporate Compact required an economic contribution, which we were unable to pay. X sustainability matters ? Despite this, the Group continues to contribute to the Agenda 2030 Sustainable Development Goals through the implementation of our Corporate Sustainability Policy, approved by the Board of Directors on 28 January 2016.

If yes, indicate the standard and the date of adherence:

STANDARD DATE OF ADHERENCE WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 169

S A T M N E E COMMITM In case any sustainability reports have been prepared in addition to the present report, indicate the following information:

THESE REPORTS ARE PREPARED: YES NO

Voluntarily X At the requirement of investors X At the requirement of public institutions X Others (please specify):

Said reports can be accessed via:

THE SMV’S WEBSITE X

CORPORATE WEBSITE X

SOCIAL MEDIA X

OTHER/PLEASE SPECIFY No

— Question A.2

YES NO EXPLANATION:

We have a Corporate Sustainability Policy, which includes environmental factors . It explicitly states, “We respect and protect our environment using a preventive approach. That is why we implement best management practices to reduce the environmental impact of our operations and services, promote a culture of Does the Corporation have a corporate policy on the environmental impact X responsibility toward our environment, and create engineering solutions that of its activities ? improve the environmental performance of our clients and society as a whole.” We have also made a public commitment to annually announce our environmental performance and invest in designs, projects, and technologies that create environmental benefits for society. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 170

S A T M N E E COMMITM a. If the answer to Question A.2 is yes, indicate the corporate document regulating said policy and the body that approves it .

DOCUMENT BODY

Corporate Sustainability Policy Board of Directors of the Graña y Montero Group Code of Business Conduct and managers of subsidiary companies b. Does the Corporation quantify the greenhouse gas emissions generated in its activities (carbon footprint)?

Yes No X

If so, indicate the results obtained:

c. Does the Corporation quantify and document the total energy used in its activities?

Yes X No

If so, indicate the results obtained:

During 2018, the Graña y Montero Group consumed 75 million kWh of electricity and 9 million gallons of fuel. For more details, see page 79 of the 2018 Consolidated Annual Report.

d. Does the Corporation quantify and document the total water used (water footprint) in its activities?

Yes X No WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 171

S A T M N E E COMMITM If so, indicate the results obtained:

During 2018, the Graña y Montero Group consumed 921,000 m3 of water. For more details, see page 79 of the 2018 Consolidated Annual Report. e. Does the Corporation quantify and document the waste generated by its activities?

Yes X No

If so, indicate the results obtained:

During 2018, the Graña y Montero Group generated 25,000 tons of solid waste. For more details, see page 79 of the 2018 Consolidated Annual Report.

— Question A.3

YES NO EXPLANATION:

We have a Corporate Sustainability Policy, which includes our commitment to our Does the Corporation have a policy to promote and guarantee principles and X team members, which is based on the development of their capacities, respect for fundamental rights in its team members’ work?1 human rights, and the rejection of discrimination of all kinds.

1 According to the International Labor Organization (ILO) Declaration on Fundamental Principles and Rights at Work, adopted in 1998, these principles and rights fall into the following four categories : (i) freedom of association and the effective recognition of the right to collective bargaining; (ii) the elimination of all forms of forced or compulsory labor; (iii) the effective abolition of child labor; and (iv) the elimination of discrimination in respect of employment and occupation. a. If the answer to Question A.3 is yes, indicate the corporate document that regulates this policy and the body that approves it.

DOCUMENT BODY

Corporate Sustainability Policy Corporate General Manager Code of Business Conduct General Manager of each subsidiary company WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 172

S A T M N E E COMMITM b. Does the Corporation keep records of occupational accidents ?

Yes X No

If so, indicate the area responsible for keeping the records and the hierarchical superior to which said area reports.

RESPONSIBLE AREA REPORTS HIERARCHICALLY TO

Corporate Operations Management Corporate General Manager Risk Prevention Management/Supervisor’s Office General Manager of each subsidiary company of subsidiary companies c. Does the Corporation have a training plan for its team members?

Yes X No

If so, indicate the corporate body that approves said plan and the frequency with which compliance with the plan is evaluated:

BODY EVALUATION FREQUENCY

Graña y Montero Academy Annually Corporate Human Resources Management Annually d. Does the Corporation conduct surveys or evaluations of the work climate?

Yes X No

If so, indicate the results obtained:

Great Place to Work Results: 77.8. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 173

S A T M N E E COMMITM — Question A.4

YES NO EXPLANATION:

The Corporate Sustainability Policy covers relations with the communities with Does the Corporation have a policy establishing the basic guidelines for its relations X which the company interacts. Our commitment to this communities is to foster with the communities with which it interacts? wellbeing, especially through capacity-building and the promotion of civic behavior.

a. If the answer to Question A.4 is yes, indicate the corporate document that regulates this policy and the body that approves it.

DOCUMENT BODY

Corporate Sustainability Policy Board of Directors of the Graña y Montero Group Code of Business Conduct and managers of subsidiary companies b. Has the Corporation faced social conflicts (strikes, marches, etc.) in the community where its main activities are performed as a consequence of its operations?

Yes X No

If so, explain the impact of said social conflicts on the Corporation’s activities.

We have had conflicts with the community, of which 95% have been satisfactorily resolved. c. Does the Corporation work together with the community to jointly create value, including the identification and solution of their main shared problems?

Yes X No d. Does the Corporation invest in social programs in the community where it performs its primary activities?

Yes X No

If so, indicate the percentage of its gross revenues that it invests in said programs, based on the Corporation’s financial statements:

(%) GROSS REVENUES 0,02 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 174

S A T M N E E COMMITM — Question A.5

YES NO EXPLANATION:

We have an Anticorruption Policy and a Third-Party Due Diligence Policy, which is shared with all of our team members so that they are familiar with those situations Does the Corporation have a policy establishing the basic guidelines for managing X that may give rise to a conflict of interest. We also have a Code of Business Conduct, its relations with suppliers? which is given to suppliers to ensure that they are aligned with our standards of action. a. If the answer to Question A.5 is yes, indicate the corporate document that regulates this policy and the body that approves it.

DOCUMENT BODY

Anticorruption Policy, Code of Business Conduct, Board of Directors of the Graña y Montero Group Third-Party Due Diligence Policy b. Does the Corporation keep up-to-date records of its suppliers?

Yes X No

If so, indicate the area responsible for keeping the records and the hierarchical superior to which this area reports.

RESPONSIBLE AREA REPORTS HIERARCHICALLY TO

Logistics Area of each subsidiary company General Manager of each company c. Does the Corporation have supplier selection criteria that include ethical aspects and compliance with labor law?

Yes X No d. Does the Corporation have a procurement or contracting policy that selects suppliers who comply with sustainable management or environmental standards?

Yes X No WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 175

S A T M N E E COMMITM — Question A.6

YES NO EXPLANATION:

The Code of Business Conduct and the Anticorruption Policy are the guidelines for Does the Corporation have a policy establishing the basic guidelines for the the creation of business strategies that comply with free competition principles. X management of relations with its clients? The Due Diligence Policy applied to our clients also helps us determine whether we can assume certain risks that can be mitigated. a. If the answer is yes, indicate the corporate document that regulates this policy and the body that approves it.

DOCUMENT BODY

Anticorruption Policy, Code of Business Conduct, Board of Directors of the Graña y Montero Group Third-Party Due Diligence Policy b. Does the Corporation keep up-to-date records of complaints filed by clients?

Yes X No

RESPONSIBLE AREA REPORTS HIERARCHICALLY TO

Customer Service Area (Lima Metro L1) Institutional Relations Management (Line 1) Customer Service (Viva GyM) Social Relations Management (Viva GyM) c. Does the Corporation have permanent channels to attend to the public and to receive suggestions and complaints regarding the goods and services it provides?

Yes X No d. Has the Corporation received any recognition for the quality of its customer service?

Yes No X

If so, indicate the recognitions obtained: WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 176

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GENERAL INFORMATION ON THE COMPANY

a) Incorporation and Operations b) Authorization for Issuing of Financial Statements agreement, Peruvian authorities opened investigations into the admitted crimes. Graña y Montero S.A.A. (hereinafter, the “Company”) was The Consolidated Financial Statements for the year ended 31 incorporated in Peru on 12 August 1996 as a result of the spin- December 2018 were prepared and issued with the authorization i) IIRSA Sur off from Inversiones GyM S.A. (previously Graña y Montero of the management and the Board of Directors on 7 March Among the suspects under investigation in relation S.A.). The Company’s usual place of business and corporate 2019, and shall be submitted for the submission and approval of to the IIRSA Sur project were the former Chairman headquarters are located at Av. Paseo de la República 4675, the Shareholders’ Meeting to be held by the deadline established of the Board, who was accused of collusion; and a Surquillo, and its shares are listed on the Lima Stock Exchange by law. In the opinion of the management, the Financial former director and a former executive, who were and the New York Stock Exchange. Statements as of 31 December 2018 will be approved without changes. accused of money laundering. Subsequently, Graña The Company is the parent company of the Graña y Montero y Montero S.A.A. and GyM S.A. were included in Group, which comprises the Company and its subsidiaries c) Company’s Current Situation the investigation. The companies appealed the first- (hereinafter, the “Group”). It is primarily engaged in holding 1) Projects developed in partnership with companies from instance ruling, and the Superior Court later ruled investments in the different companies of the Group. the Odebrecht Group in favor of both of them. Additionally, the Company provides general management, Finally, Graña y Montero S.A.A. and GyM S.A. were financial management, commercial management, legal counsel, The Company and one of its subsidiaries participated as included as civilly liable third parties to the and human resources management services, as well as operating minority partners in certain entities that carried out six proceeding, which means that the judge will evaluate leases for offices for the Group’s companies. infrastructure projects in Peru with companies belonging to the Odebrecht Group (hereinafter, “Odebrecht”). In 2016, whether or not these entities are obligated to The Group is a conglomerate of companies whose operations Odebrecht struck a deal with the US Justice Department indemnify the Peruvian government for the damages include different business activities, with the most significant and the US Attorney’s Office for the Eastern District of New caused by the events under investigation. being engineering and construction, infrastructure (ownership York in which it admitted to committing acts of corruption ii) Electric Train Construction Project and operation of public concessions), real estate projects, and in relation to two of these projects (Tranches 2 and 3 of the corporate services. For more details on operating segments, see Interoceánica Sur (IIRSA Sur) Highway and the project for GyM S.A. has been included as a civilly liable third Note 7. the construction of the electric train). As a result of this party in the proceeding tied to the project for the WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 177

S A T M N E E COMMITM construction of the electric train. To date, however, The external investigation concluded on 2 November 2017, –– Disclose all relevant information to authorities and none of the Company’s current or past directors or and found no evidence suggesting that the Group or any of cooperate with the investigation. officers have been included in the investigation. past or present directors or executives intentionally or The Group designed a compliance program that is currently 2) The Construction Club knowingly took part in acts of corruption related to the six being implemented. It is cooperating with the authorities in projects performed in partnership with Odebrecht. their investigations, and has signed a trust agreement with On 11 July 2017, the Free Competition Commission of the the Ministry of Justice, by virtue of which the Company shall Peruvian National Institute for the Defense of Free Through the media, we became aware that Odebrecht has offer assets in guarantee for an approximate value of US$ 24 Competition and Protection of Intellectual Property entered into a cooperation agreement with the District million. (INDECOPI) opened an investigation into different Attorney’s Office and the Ad Hoc State Prosecutor’s Office, Peruvian construction companies (including GyM S.A.) tied according to which Odebrecht will pay the Peruvian On the other hand, based on the aforementioned laws and to the existence of an alleged cartel known as the “Club de la government an indemnity calculated based on the parameters their guidelines, the management has estimated that the Construcción,” or “Construction Club.” GyM S.A. has established in Law 30737 and Odebrecht will provide the contingency value in relation to the cases described above does not exceed US$ 45.8 million. provided INDECOPI with all the requested information and District Attorney’s Office with all relevant information in its continues to cooperate with the investigation. possession on the events under investigation. As the Construction Club case is included under the framework of the law, the amount of the guarantee to be Along with officers from other construction companies, the 4) Application of the Anticorruption Act in the Group former commercial manager of GyM S.A. has been included assigned to the trust will increase by US$ 3 million, while in the investigation into these events. GyM S.A. has been Law 30737 and its regulations, approved by Executive Order the possible contingency will rise by US$ 3.1 million. named as a civilly liable third party in the investigation, 096-2018-EF, has limited the exposure of the Company and Nevertheless, the Company, through its independent legal along with eleven other construction companies. its subsidiaries in the cases described in Points 1 and 2. These counsel, continues to carry out an ongoing evaluation of the laws establish guidelines for the calculation of a possible 3) External investigation into the Group’s business dealings information tied to the criminal investigations described in this indemnity, thus reducing any uncertainty with regard to the with Odebrecht Note 1 to prepare a defense against any new allegations that possible seizure of assets that might hamper the Company’s may arise during said investigations. As part of this evaluation, On 9 January 2017, the Board of Directors approved an operating capacity. the Company has not ruled out the possibility that it may find independent investigation into the six projects that were incriminating evidence, nor that the authorities or third parties These laws require compliance with the following performed in partnership with Odebrecht. may discover incriminating evidence that has not been revealed obligations: On 30 March 2017, the Board of Directors resolved to create to date. the Risk, Compliance, and Sustainability Committee, which –– Establish a trust that guarantees payment of any was in charge of monitoring this investigation independently possible civil indemnity in favor of the Peruvian from the management. The external investigation was government; entrusted to the law firm of Simpson, Thatcher and Bartlett, No bank transfers shall be made abroad without the who reported exclusively to the Risk, Compliance, and –– prior approval of the Ministry of Justice; Sustainability Committee in order to ensure the independence of the investigation. –– Implement a compliance program; and WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 178

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MATERIALITY PROCESS

OUR RELEVANT TOPICS

We determined our relevant management topics by gathering information in a process where we In the second stage, we analyzed the results for each company, grouping them together based on applied the principles of the GRI standard for defining the report contents. This was performed in similarity in order to obtain a single list of relevant topics for the Group. three different stages. Finally, in the third stage, we identified the level of relevance of these topics for our most important During the first stage, we sought to identify the relevant topics for the Group through the analysis stakeholders based on interviews with the leaders in charge of relations with said stakeholders. of impacts on the value chain, which was done based on the review of management documents and the participation of leaders from five of the Group’s subsidiaries in different workshops on these topics.

Community Team Members State Investors Clients

As a result of this prioritization process, five primary material topics were identified that will be used to guide the Group’s sustainable management. WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 179

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3 ––Transparency and ethics: Guarantee an ethical and transparence management based on 2.8 knowing the suppliers, clients, and partners with whom we are involved (Internal Boundary). 2.6 ––Relations with stakeholders in areas where we operate and neighboring zones: Strengthen relations with local residents, local and regional government, communities, and local companies 2.4 in the areas where we operate and neighboring zones (External Boundary). 2.2 ––Local development: Support the invigoration of the local economy in the areas where we operate by creating local jobs and contracting with local suppliers (External Boundary with 2 Stakeholders, Community, and Suppliers).

1.8 ––Environmental impact management: Adequately manage environmental impacts for all of our operations, with a special emphasis on the treatment of effluents, emissions, waste, and 1.6 spills (Internal Boundary). Impact on Stakeholders Impact Occupational health and safety: Implement a rigorous risk management policy to ensure 1.4 –– continuity of service and the safety of all of our employees (Internal Boundary). 1.2

1 1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3

Relevance for the Company

Top 30% WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 180

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GRI STANDARDS CONTENT INDEX

CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE

GENERAL CONTENT

102-1 Name of the organization Graña y Montero S.A.A

102-2 Activities, brands, products, and services Pages 28-56

Graña y Montero headquarters are located at Av. Paseo de la República 4667- 4675, 102-3 Location of headquarters Surquillo, Lima. 102-4 Location of operations We have permanent offices in Peru, Colombia and Chile.

Graña y Montero S.A.A., the parent company, was incorporated by means of a public document on August 12, 1996 as part of a growth process which began in Gramonvel in 1933. The company is mainly dedicated to investments and mercantile operations in general, especially engineering services, management consulting, real estate 102-5 Ownership and legal form investments and concessions. All of the companies in the Group are private corporations, with the exception of the holding company itself, Graña y Montero S.A.A. GRI 102: General Disclosures The capital stock as of December 31, 2018 was S/ 729’434,192 , represented by 729’434,192 shares with a nominal value of S/ 1.00 each.

102-6 Markets served Page 28

102-7 Scale of the organization Page 28

Principle 1 Principle 2 Principle 3 102-8 Information on employees and other workers Pages 71-75 SDG 8 Principle 4 Principle 5 Principle 6 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 181

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CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE 102-9 Supply chain Pages 80-82 Principle 2 Significant changes to the organization and its 102-10 None supply chain 102-11 Precautionary Principle or approach Page 70 Principle 7 102-12 External initiatives We joined the United Nations Global Compact in 2004. As a group, we form part of National Confederation of Private Business Institutions (CONFIEP); Peruvian Institute of Business Action (IPAE); Lima Chamber of Commerce (CCL); Australia-Peru Chamber of Commerce Inc (APCCI); Panama-Peru Chamber of Commerce; Peru 2021, Patronage of Socially Responsible Companies. We also form part of: - Asociación para el Fomento de la Infraestructura Nacional (AFIN), an industry association that brings together the major private companies in the public service infrastructure sector - Sociedad Nacional de Industrias. -Through GyM and GMI, we form part of the Canada-Peru Chamber of Commerce GRI 102: General Disclosures (CCCP). - Through GyM we form part of Peruvian Chamber of Construction (CAPECO); and through GyM Chile of the Peruano-Chilena Chamber of Commerce. SDG 17 102-13 Membership of associations - Through Vial y Vives we form part of the Chilean Principle 3 Chamber of Construction and its Social Foundation. - Through Viva GyM we form part of Asociación de Desarrolladores Inmobiliarios (ADI); Green Building Council Peru, a socially responsible association committed to the implementation of sustainable construction in Peru. - Through GMI we form part of the Peruano-China Chamber of Commerce (CAPECHI); to the Peruvian Consulting Association Peruana de Consultoría (APC); and the Pan-Americana Federetion of Consultants, attached to the International Federation of Consulting Engineers. - Through GMP, we form part of the American Association of Petroleum Geologists (AAPG); the Society of Petroleum Engineers (SPE); and to the National Society of Mining and Petroleum (SNMP), whose code of conduct we follow. Likewise, we form part of the International Association of Drilling Contractors (IAADC); and to the Geologic Society of Peru.

Strategy 102-14 Statement from senior decision-makers Pages 05-08 WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 182

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CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE Values, principles, standards, and norms of Principle 1 102-16 Pages 21 and 60 behavior Principle 2 Principle 3 Ethics and integrity SDG 16 Principle 4 Mechanisms for advice and concerns about 102-17 Pages 60-61 ethics Principle 5 Principle 6 Principle 10

Governance 102-18 Governance structure Pages 94 and 101

We are related to the following stakeholders: team members, investors, suppliers, 102-40 List of stakeholders strategic partners, clients, State, community and the media.

We have two types of collective bargaining agreements at GyM: with the Civil Construction Workers Federation (trade group) and with the union representatives of 102-41 Collective bargaining agreements SDG 8 Principle 3 each project. In both cases, they cover 100% of the workers under the common regime.

In order to determine the stakeholders and topics to report and address, we carry out 102-42 Identifying and selecting stakeholders a materiality process in line with that suggested by the Global Reporting Initiative (GRI) in each of the companies in the Group included in this report.

Participation of stakeholders has taken place through leaders of the organization who 102-43 Approach to stakeholder engagement liaise with each of them. In the case of employees, workshops have been conducted in five of the companies within the framework of the materiality process. Stakeholder engagement Stakeholders coincide in that their concerns must be addressed by Graña y Montero keeping frequent dialogue about its business strategy. In this respect, due to the 102-44 Key topics and concerns raised context the group is currently immersed in, the issue of integrity has been underscored. In addition, the specific concerns of each group are managed by the liaison officers in each case.

The entities included in the consolidated financial statements are: GMI, GyM, Vial Entities included in the consolidated financial 102-45 and Vives – DSD, Morelco, Ferrovías GyM, La Chira, Norvial, Survial, Canchaque, statements Vesur, GMP, Concar, Viva GyM.

102-46 Defining report content and topic boundaries Page 179

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CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE

102-48 Restatements of information Page 08 For this period, the material issues reported during the previous year regarding 102-49 Changes in reporting Communication and Dialogue and Operational Excellency, have been included in the relations process with the stakeholders across all material subjects. 102-50 Reporting period 2018 102-51 Date of most recent report 2017 102-52 Reporting cycle Annual Stakeholder engagement Contact point for questions regarding the 102-53 Corporate Public Affairs Management: [email protected] report Claims of reporting in accordance to the GRI 102-54 Compliance - Essential Standards GRI 102-55 GRI content index Pages 180-186 Currently, the company does not have external assurance for sustainability 102-56 External assurance information.

TOPIC-SPECIFIC DISCLOSURES

MATERIAL TOPICS

Ethics and compliance

Explanation of the material topic and its 103-1 boundary GRI 103: MANAGEMENT Pages 59-61 APPROACH 103-2 The management approach and its components 103-3 Evaluation of the management approach Communication and training about anti- GRI 205:ANTI-CORRUPTION 205-2 Pages 61-62 SDG 16 corruption policies and procedures External community Explanation of the material topic and its Pages 63-65 103-1 boundary The coverage of social indicators report is 99.92% of income. GRI 103: MANAGEMENT The management approach and its 103-2 APPROACH components Pages 63-65 103-3 Evaluation of the management approach WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 184

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CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE

GRI 203: INDIRECT Infrastructure investments and services 203-1 Pages 87-91 ECONOMIC IMPACTS supported GRI 204: PROCUREMENT 204-1 Proportion of spending on local suppliers Page 82 PRACTICES

Proportion of team members from local SDG 8 Internal communities working in places with important Page 64 indicator operations are carried out.

Environment

Explanation of the material topic and its Pages 76-78 103-1 boundary The coverage of social indicators report is 99.92% of income. The management approach and its 103-2 Pages 76-78 Principle 7 components GRI 103: MANAGEMENT Principle 8 APPROACH Pages 76-78 Total amount of fines imposed by the State or regulatory agencies due to Principle 9 103-3 Evaluation of the management approach environmental non-compliance was S/ 78’603.621. The reasons for such fines were inadequate oil and gas transportation by pipeline and not having the recirculation line of four tanks in good conditions. GRI 302: ENERGY 302-1 Energy consumption within the organization Page 78-79 We did not measure direct GHG emissions this year; however we will resume 305-1 Direct (scope 1) GHG emissions this task. GRI 305: EMISSIONS SDG 13 We did not measure indirect GHG emissions this year; however we will resume 305-2 Energy indirect (scope 2) GHG emissions this task.

306-2 Waste by type and disposal method Page 79 SDG 12 GRI 306: EFFLUENTS 306-3 Significant spills Page 78 AND WASTE Internal Water consumption and reuse Page 78-79 SDG 6 indicator

Occupational health and safety

Explanation of the material topic and its 103-1 boundary GRI 103: MANAGEMENT The management approach and its 103-2 Pages 83-85 SDG 8 APPROACH components

103-3 Evaluation of the management approach WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 185

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CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE

Representation of workers in formal worker- In the Group’s companies, 100% of team members are represented in health and Principle 1 403-1 company committees for health and safety safety committees. matters Principle 3 GRI 403: OCCUPATIONAL SDG 8 HEALTH AND SAFETY Types of accidents and accident frequency Pages 85-86 rates, occupational diseases, days lost, 403-2 absenteeism and number of fatalities due to Total recordable incident rate per million hours worked is 1.62 (not including work accidents or occupational diseases contractors).

Human resources management

Explanation of the material topic and its 103-1 boundary GRI 103: MANAGEMENT The management approach and its 103-2 Pages 71-73 APPROACH components

103-3 Evaluation of the management approach

Average hours of training per year per 404-1 employee Pages 73-74 SDG 4 Programs to improve employees’ skills and 404-2 programs to aid transition GRI 404: TRAINING Principle 1 AND EDUCATION Percentage of employees receiving regular 404-3 Page 74 performance and career development reviews

Internal Number of training hours for employees and Pages 72-73 indicator workers

Suppliers

Explanation of the material topic and its 103-1 boundary GRI 103: MANAGEMENT The management approach and its 103-2 Pages 80-82 APPROACH components

103-3 Evaluation of the management approach WED ENE DR R IV + E REPORTEINTEGRATED INTEGRADOREPORT PART 4 20182018 APPENDIX 186

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CONTRIBUTION GLOBAL COMPACT GRI STANDARD CONTENT DETAIL TO SDGS COMPLIANCE

Principle 1 Principle 2 GRI 308: SUPPLIER New suppliers that were screened using ENVIRONMENTAL 308-1 Principle 7 environmental criteria ASSESSMENT Principle 8 Principle 9 Pages 81-82 Principle 1 Principle 2 GRI 414: SUPPLIER SOCIAL New suppliers that were screened using 414-1 SDG 8 Principle 3 ASSESSMENT social criteria Principle 4 Principle 5

Customers

Explanation of the material topic and its 103-1 boundary GRI 103: MANAGEMENT The management approach and its 103-2 Pages 66-68 SDG 11 APPROACH components

103-3 Evaluation of the management approach

Internal Percentage of customer satisfaction Pages 67 and 69 indicator INTEGRATED OUR COMMITMENT REPORT TRANSFORMATION TRANSPARENCY Av. Paseo de la República 4667, Surquillo Lima 34, Perú  511 213 6565  [email protected] COMMITMENT TRANSCENDENCE  /GranayMontero + DRIVE

COMMITMENT + DRIVE