Investor Presentation – November 2016 Safe Harbor Statement
During this presentation management may discuss certain forward-looking statements concerning FEMSA’s future performance that should be considered as good faith estimates made by the Company. These forward-looking statements reflect management expectations and are based upon currently available data. Actual results are subject to future events and uncertainties, which could materially impact FEMSA’s actual performance.
2 Overview
Ownership
48%(1) 100% 20%
Coca-Cola’s largest Market leader and The world’s most franchise bottler in fastest growing retail international brewer the world by volume chain in Mexico
3 (1) Represents 63% of shares with voting rights. Leading Consumer Company in Latin America
FEMSA Comercio Coca-Cola Logistics/ Retail Health Fuel FEMSA Refrigeration Division Division Division Mexico
Brazil
Colombia
Argentina
Venezuela
Chile
Panama
Costa Rica
Philippines
Guatemala
Nicaragua
Internal company data, YTD. 4 Creating Economic Value in the Last Decade
FEMSA Market Cap Evolution Financial Highlights (US$ MM) 2015 2005 (2) CAGR%
Revenue(1) 311,589 78,932 15%
28,081 EBIT(1) 33,735 9,942 13% EBIT Margin 10.8% 12.6%
EBITDA(1) 46,626 13,073 14% EBITDA Margin 15.0% 16.6%
CAPEX(1) 18,885 3,477 18% 1 Amounts expressed in millions of Mexican Pesos 2 Figures for 2005 are the arithmetical sum of Coca Cola FEMSA and FEMSA Comercio, therefore figures exclude sold businesses.
8,643 • Consistently strengthening our competitive position.
• Ability to operate in a rapidly changing economic environment.
• Strong brand portfolio and exceptional operational 2005 Nov-16 capabilities.
CAGR 05 – Nov 16: 11%
Source: Bloomberg, as of November 23, 2016. 5 Increasing Cash to Shareholders Over Time…
…while retaining strategic and financial flexibility Ordinary Dividend (Millions of Mexican Pesos) 47%
CAGR 44% 8,355 26% 32% 42% 40% 7,350 6,684 6,684 6,200 34%
4,600 26%
22% 19% 24% 2,600 18% 11% 1,620 1,620 Payout 1,485 986 Ratio 660
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Net Debt / 2.0 x 1.3 x 1.1 x 1.1 x 0.7 x -0.1 x 0.0 x 0.0 x 1.2 x 1.1 x 1.2 x EBITDA
Note: Dividend figures are in Mexican pesos. Payout ratio figures are the division of the dividend between previous year net majority income. 2010 net majority income 6 does not include Heineken transaction effect. 2011 and thereafter figures are under International Financial Reporting Standards (“IFRS”). An Increasingly Balanced Core Portfolio
Revenue Contribution EBITDA Contribution
2005 2005
86% 64%
36% 14%
2015 2015
68% 50% 50% 32% Coca-Cola FEMSA FEMSA Comercio
7
FEMSA Comercio Overview
Retail Health Fuel Division Division Division
Includes drugstores Operates OXXO, the Operates the OXXO GAS and related operations largest C-store chain in chain of retail service in Mexico and the Americas by units stations in Mexico South America
9 OXXO: A Format that Fits our Consumer’s Needs
• Third largest retailer in terms of Revenues in Mexico.
• Benchmark for SSS and sales density in Mexico.
• Best-in-class margins and returns.
• We open one new store every 8 hours on average.
• Every day, more than 10 million people make a purchase at an OXXO Store.
10 Largest Store Chain in the Americas by Units
OXXO Stores as a Percentage of Mom & Pops in Mexico
(1) 14,015 1.6% # OXXO stores in Mexico 12,812 11,683 1.4% 10,567 % mom & pops in Mexico 9,538 1.2% 8,409 7,329 1.0% 6,374 5,563 4,847 0.8% 4,141 0.6% 0.4% 0.2% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 0.0%
Number of Stores Mexico (3) The Americas (2) 14,41614,640
3,332
Others Mexico Other C-Stores 1 2 in Mexico
Note: For The Americas Section: Alimentation Couche-Tard includes US, Canada and Mexico operations as of July 2016 (includes transactions subject to regulatory approvals Source: Company Information. 7-Eleven: US, Canada and Mexico Operations as of Dec 2015. Source: Company Information. Rest of the companies: Source: CS News "Top 100 US Convenience Store11 Companies”, Published July 2016. Mom & pops: Company and INEGI information. (1) OXXO stores as of December 31, 2015 in Mexico. (2) OXXO stores as of September 30, 2016 in Mexico. (3)Total OXXO stores, (includes Mexico, Colombia and Big John Chile) as of Sep 30, 2016. Horizontal Growth: Plenty of Runway Ahead
14,640 stores in Mexico and counting
FEMSA Comercio has developed proprietary models to assist in identifying optimal store locations, store formats and product categories
OXXO Penetration Level by Population
Penetration Population / OXXO Medium <10,000 per store Moderate 10,000-30,000 per store Low >30,000 per store
Nuevo Leon(1) Population: 5.1 mm OXXO Stores: 1,245 4,112 people/store
17 Distribution Centers
Valley of Mexico(1) Population: 25.1 mm OXXO Stores: 2,144 11,710 people/store
Note: INEGI 2015 Inter Population Consensus Survey . FEMSA information as of September 30, 2016. 12 (1) OXXO stores as of September 30, 2016. Differentiated Approach to Fill Consumer Needs
THIRST LUNCH Quench your thirst immediately Satisfy your hunger with an on-the-go meal
CRAVING GATHERING Satisfy your sudden craving for a Stop by for your party needs snack, a meal or drink
TIME OPTIMIZATION DAILY Acquire one-stop products and services Take home your everyday grocery needs in a simple and fast way
BREAKFAST REPLENISHMENT Start your day with a practical breakfast Replenish your depleted grocery and non- food products
13 Fine-tuning Strategies to Drive Same-Store Sales and Profitability
Category Development Category Development Segmentation -Services -Prepared Food +1,000 services offered in the store
14 FEMSA Comercio – Health Division Mexico
Aspiring to consolidate fragmented industry following OXXO game plan
• FEMSA Comercio now operates more than 1,000 drugstores in Mexico, or approximately 3% of industry units
• Current expected organic revenue growth of 15-20% in the Mexican operations
Same Store Sales1 (Thousands of Mexican Pesos) • Oxxo´s operational and logistics expertise 635 will facilitate national expansion 609 603 590
• Standardizing business model across 2Q15 2Q16 3Q15 3Q16 different regional brands SSS Growth 7.7% 1.1% 15 1 Monthly average information per store, considering same stores with more than twelve months of operations in Mexico for FEMSA Comercio - Health Division. Note: Numbers as of September 30, 2016. FEMSA Comercio – Health Division South America
Providing a solid platform for continued growth across the region
• We operate approximately 680 drugstores and 160 beauty stores in Chile, as well as 180 pharmacies in Colombia
• Strong brand recognition and industry leadership in Chile
• Operational expertise will serve as a driver of profitability
• Region presents opportunities for further international and cross-format growth
16 Note: Numbers as of September 30, 2016. A Growing Footprint
FEMSA Comercio’s Health Division is gradually becoming a key drugstore operator in Latin America
LatAm Comparable Players by Number of Stores
1 1 3 1 3 2 1 3 1
Health Source: Division (1) 3Q16 Company Reports. FEMSA Comercio – Health Division includes drugstores and beauty stores. (2) Company own operations in Mexico and Chile as of 31 August 2016. 17 (3) LatAm Retail Pharma Map, ILACAD World Retail, points of sale as of March, 2015. Gas Stations (OXXO GAS)
FEMSA is participating in the rapid transformation of Mexico’s Fuel industry
• New changes to Mexican regulatory framework now allow FEMSA to participate directly in the Energy sector, particularly through petrol stations
• We concentrate mainly in the northern part of the country, but with a growing presence in 14 Mexican States
Number of Stations Footprint (End of Quarter) + -
18 Note: Numbers as of September 30, 2016. Gas Stations (OXXO GAS)
Same Station Volume1,2 • High-growth, low asset-intensity, high-return 501 456 467 business 425
• As of September 30, 2016 there were 348 OXXO GAS stations, representing less than 138 141 3% of a highly-fragmented industry
1Q 2Q 3Q 1Q152 1Q162 2Q15 2Q16 3Q15 3Q16
Revenue 2.4% 7.1% 7.3% (Billions of Mexican Pesos) Price per Liter3
2
1 Volume in million of liters considering same stations with more than twelve months of operations. 2 1Q15 and 1Q16 comprise the one-month period of March 2015 and 2016 respectively. 19 3 Average price per liter in Mexican Pesos. FEMSA Comercio is finding growth in adjacent formats
Contribution for the First 9 Months of 2016
Revenue EBITDA
20 Note: Numbers as of September 30, 2016. FEMSA Comercio Business Evolution
FEMSA Comercio EBITDA ($Millions of Pesos) and Business Evolution
$16,000
$14,000
$12,000
$10,000 Surpass 1,000 openings per $8,000 year 4,000 10,000 OXXO store OXXO store $6,000 mark 5,000 OXXO store mark mark $4,000
$2,000
$- 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
CAGR(1) 23%
CAGR(1) 16% 21 (1): Total Annual EBITDA CAGR.
Largest Coca-Cola Franchise Bottler in the World by Volume, Operating in Attractive Regions
• Strategic partner to the Coca-Cola system representing about 13% of Global Volume
• 4 Billion Unit Cases (1) Colombia
Mexico Venezuela (1) • +US$ 10 Billion in Revenues Guatemala
Nicaragua Brazil (1) • +358 Million consumers Costa Rica
Panama • Close to 2.8 Million points of sale (1)
• ~ 83,000 employees Philippines Volume Mix Ownership: Argentina
47.9%(2) 28.1% 24.0%
23 (1) KOF Figures reflect FY 2015. Philippines in a proforma basis. (2) Represents 63% of shares with voting rights. Creating Economic Value During the Last Decade
KOF Market Cap Evolution Financial Highlights (US$ MM) 2015 2005 CAGR%
13,264 Revenue(1) 152,360 50,198 12% EBIT(1) 22,645 8,683 10% EBIT Margin 14.9% 17.3%
EBITDA(1) 31,233 11,210 11% EBITDA Margin 20.5% 22.3%
CAPEX(1) 11,484 2,062 19%
1 Amounts expressed in millions of Mexican Pesos
5,066 • Consolidate as a Multi-category Leader. • Reach Full Operating Potential. • Growth Through Innovation. 2005 Nov-16 • Growth Through Acquisitions. CAGR 05 – Nov 16: 9% • Proactive Environment Management.
Source: Bloomberg, as of November 23, 2016.
24 Strategic partner to the Coca-Cola System towards fulfilling its 2020 vision
30+ years as a Coke bottler through steady & bold investments
2010 16x Go into 4,049 Dairy 2003 2007 Triple the size Envision 2013 of the a 50-50 Cross Company model the Pacific 1994 Go Abroad
246
1993 1995 2000 2005 2010 2015
Consumers 40.1 181.4 200.7 357.6 Plants 14 30 31 63 Distribution Centers 68 228 204 327
25 KOF industry faces short term challenges that are being addressed
Strategic Imperatives
Ensure operational stability Accelerate performance with distinctive to exploit market leadership capabilities •Tackle current labor challenges •Focus on Analytics and a streamlined RTM. •Sustain margins despite the economic •Compensate incidence increase through environment pricing and CoE initiatives
Turnaround focus Capture transformational •Improve POS execution and exploit Coolers opportunities as a driver for growth •Turnaround in Panama •Vonpar Integration & Leao Transformation •Structural changes in Guatemala •Costa Rica’s volume growth into profit growth Create basis for sustainable and •Improve capacity in Nicaragua to maintain profitable growth growth •Adjust cost structure & recover margins Ensure business continuity •Continue developing affordable CSD’s •Rescale business to continue operating portfolio •Maintain labor stability •Keep improving our RTM capabilities Accelerate turnaround •Leverage volume growth to offset cost
26 Portfolio initiatives - Maximizing value in each segment through innovation and affordability
CSD’s NCB’s Dairy Water Innovation Juices Innovation Innovation - A portfolio for each segment
Low-calorie Sport Drinks - Market leadership in Mexico
Affordability Energy Drinks Neo natural - Returnable - MS & SS
27 KOF consolidates its geographic footprint and evolves to meet its consumer’s ever-changing needs
KOF is evolving and preparing for the next wave of growth
Expanding its footprint in Expanding its footprint, Diversifying its portfolio, Brazil to serve 88 million monitoring other providing its consumers with consumers and ~50% of the opportunities within TCCC a wider range of choices Coca-Cola system’s volume System
• Through its Brazilian • KOF and KO have • AdeS works as a platform to subsidiary, KOF reached an reached an enter the Neo Natural agreement to acquire Vonpar understanding to assess, Nutrition category for an EV of R$3,578 million on a preferred basis, the • Latam’s leading soy-based acquisition of specific beverage territories in Latin Vonpar America, the United Volume: States and other regions 190 MM UC Sales: KOF Brazil R$ 2,026 m EBITDA: R$335 m Vonpar
Sustainability Strategy: Structure
We are committed to developing the capabilities needed to generate the economic, social, and environmental conditions required to operate today—and to grow in the future—in harmony with our environment. That is how we understand sustainability.
We contribute to create economic and social value through our Strategic Sustainability Framework:
30 Selected Sustainability Achievements 2015
We are aware of the fact that our communities face challenges that are increasingly more complex. Consequently, we know we need to evolve and strengthen our decision-making processes based on criteria that simultaneously creates economic and social value, as defined by our mission.
• We participated in the Carbon Disclosure Project in the Climate Change and Water versions.
• Coca-Cola FEMSA has been for four consecutive years part of the Dow Jones Sustainability Index for Emerging Markets.
• FEMSA and Coca-Cola FEMSA have been part of the Mexican Stock Exchange Sustainability Index for five consecutive years.
31 Our Investment in Sustainability
• At FEMSA we invest ~ 1% of our total consolidated revenue in sustainability every year.
Total Spending on Sustainability (by Pillar)
Our Planet Our Community
Our People USD Million USD
2010 2011 2012 2013 2014 2015
Note: In MXN terms the investment made on Sustainability during 2015 grew compared to 2014 and during 2014 compared to 2013, but when translated to USD it 32 decreases due to the depreciation of the MXN against the USD. Going Forward
Focus on disciplined capital deployment to take advantage of balance sheet flexibility, targeting assets consistent with our business platform and set of capabilities.
Sustained organic growth at OXXO in Mexico, with compelling growth in new complementary drugstore and fuel operations, as well as medium-term objectives to test additional international markets.
Continue to drive organic revenue growth across markets, working in tandem with The Coca-Cola Company to enhance our portfolio by addressing evolving consumer preferences, and continue to pursue incremental territories that are structurally well suited to our skill set.
33 Financial Summary (Amounts in millions of Mexican Pesos)
34 Debt Profile – September 30, 2016
Currency Average Rate Rate Variable Other Rate 35.9% 12.7% Currencies Weighted Average Euros 18.2% 1.8% 7.40% US Fixed Dollars 19.9% 4.7% Rate
Mexican Pesos 26.0% 6.1%
Maturity 2016 2017 2018 2019 2020 2021 +
35 As of September 30, 2016. Contact Information Stock Information [email protected] Bolsa Mexicana de Valores (BMV): FEMSAUBD www.femsa.com New York Stock Exchange, Inc (NYSE): FMX Phone: (52) 818328-6167 ADR 10:1