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Integrated Report 2020 PRESENCE in OUR STRATEGIC REGION [GRI 102-4] [GRI 102-7]

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Integrated Report 2020 PRESENCE in OUR STRATEGIC REGION [GRI 102-4] [GRI 102-7] Integrated report 2020 PRESENCE IN OUR STRATEGIC REGION [GRI 102-4] [GRI 102-7] Biscuits Cold Chocolates Coffee Tresmontes Retail Food Ice Cream Pasta Production Distribution Services Cuts Lucchetti Distribution and sales Production Facilities 45 Dominican Republic United States and the Caribbean 2020: 11,8% Countries 2020: 1,7% 2019: 9,2% where Grupo Production facilities: 2 14 Nutresa has a 2019: 1,9% distribution Production facilities: 1 network and Production facilities Colombia 2020: 60,1% Mexico 2019: 62,3% Production facilities: 28 2020: 2,8% 2019: 3,4% Production facilities: 2 Ecuador 2020: 1,4% 2019: 1,4% Central America 2020: 10,2% 2019: 9,8% Production facilities: 5 Peru 2020: 2,2% Chile Venezuela 2019: 2,3% 2020: 7,2% Production facilities: 1 Production facilities: 1 2019: 7,5% Production facilities: 4 Other 2020: 2,6% 2019: 2,2% Shareholding structure As of December 31, 2020. Source: Deceval. 35,4% 9,8% 7,4% Malaysia* International Production facilities: 1 11.537 funds Shareholders * This operation is not consolidated as its ownership is 20,4% 27,0% less than 50%. Colombian Other funds investors Market share Grupo Nutresa’s sales by channel Source: Nielsen. 4,8% 4,6% In Colombia ** In Chile Traditional (mom & pop shops 59,9% and minimarkets) 53,8% Grupo Nutresa’s ICB* 6,0% consolidated market Pasta 28,5% Supermarket share in Colombia 10,0% Alternative Coffee 16,4% Retail Food Biscuits 51,4% Potato chips 12,4% Institutional - Food Service Cold cuts 58,2% 26,2% 48,4% Industrial Chocolate confectionery 71,4% In Mexico ICB* 36,6% Hot chocolates 54,6% Direct employees, third-party 45.861 *Iced Cold Beverages employees and apprentices: Milk modifiers 30,8% Nuts 45,5% In the hamburgers and steakhouse categories Ground coffee 49,1% 26,8% 73,2% Customers #1 in Colombia. International Colombia Soluble coffee 38,3% In ice cream shops in 1.565.345 Costa Rica and the 52,1% (Direct employees, third-party Pasta Dominican Republic. Points of sale: employees and apprentices) 1.322.689 ** Market estimation model that integrates several of Nielsen’s sources of information (RMS, HomeScan, industry coverage matrix and crowdsourcing). Includes Discounters and Direct Sales, among other, and excludes institutional and wholesaler channels. Novaventa’s 35,8% 64,2% Entrepreneurs Differentiators of our business model (Direct employees and apprentices) 242.656 Our People Our Brands Our Capabilities Grupo Nutresa promotes par- Grupo Nutresa’s brands are lea- Grupo Nutresa’s broad distribution ticipative environments, the ders in the markets where the network and market entry capabilities, development of skills focused Company participates as they with a product offer that is organized by on both being and doing, the are widely recognized and che- channels and segments and with speciali- acknowledgment of achieve- rished; they nourish, generate zed service teams, allow the Organization ments, the construction of a well-being and have become a to have an excellent product availability culture of leadership, and a ba- part of people’s daily lifestyle, in terms of frequency, as well as a close lanced lifestyle for our people. with the best price-value ratio. relationship with all customers. Business Structure [GRI 102-24] Digital Transformation Digital transformation represents a strategy focused on enhancing the necessary capabilities for contributing to its sustainable growth and continued innovation. Exploration Development Go to Talent and of new of Market culture technologies capabilities evolution Food Service International sales and distribution network Main risks of our business model Grupo Nutresa’s strategy is focused on doubling by 2030 the sales achieved in 2020, obtaining higher returns than the cost of capital used. To achieve this goal, the Company offers food products and experiences from highly recognized and cherished brands to the consumers. Grupo Volatility in Changes in regulation Negative impact of a highly Nutresa’s products nourish, generate well-being and pleasure, have commodity prices related with nutrition competitive business the best price-value ratio, are widely available in the strategic region, and exchange rates. and health enviroment. and are managed by talented, innovative, productive, committed and responsible people within a framework of sustainable development. RESULTS ACHIEVED IN 2020 CONSOLIDATION OF OUR COMMITMENTS FOR 2020 Fulfillment of the MEGA Promoting a Acting with integrity healthy lifestyle Products with front Volume of sales that Employees who participated Employees who received labeling (GDA) meets Nutresa’s in awareness-raising and training in the Code of nutritional profile training activities focused on Corporate Governance 2020: 90,1% 2019: 88,7% 2020: preventing money laundering +4.500 71,9% 2019: 69,3% and terrorism financing Products processed +19.300 148 Risk, crisis and in certified facilities Product items that fulfill the business continuity Nutresa nutritional profile* Employees from the strategic 2020: 93,6% management workshops, region trained in risk, crisis and 2019: 88,2% 2020: 3.144 talks and simulations business continuity management: 2019: 3.216 *The reduction in the number of SKUs is a consequence of the process +3.600 of streamlining more than 200 product references carried out in 2020. NABLE DEVEL TAI OPM US EN S T Fostering Building profitable growth a better E INN CTIV OVA and effective society FE TIO EF N innovation PROFITABLE Capability-development GROWTH Variation projects M A A L N R in productivity D K A E 2020: N L 1.029 T N O E 2020: G 2,1% I A IO T D R 2019: 945 S A E O Development Innovative N 2019: 4,9% N R W Sales of A of capabilities success stories R GROWING S P E H T innovative X H per employee T Employees with with I Remaining in P E products N communities I VALUE Innovative success disabilities the DJSI 1,000 projects 0,3 GENERATION 15% stories per employee 2020: 174 D E 2020: V 0,23 2019: 210 E R L E N O O M 2019: 0,21 U P O IO R M T T P EN US C E T O C FA 20 OP F IS Sales of innovative LE SAT Discussion sessions focused Packaging Water products* on Human Rights materials consumption -12% Portfolio with nutritional standards -30% 2020: 19,6% Multiplying by 2,5 the product portfolio 2019: 22,4% Investment in communities that complies with our nutritional profile *Includes Use of standards, based on innovation and Energy cleaner energy renewal. consumption products Brands with sales 2020: 105.155 100% -25% 2019: 90.818 launched over USD 50 million over the COP million Greenhouse Waste recovery past three 2020: 19 gases and reuse years. 2019: 18 -33% 90% Managing the value Reducing the environmental impact chain responsibly of the operations and products Accident Customer Investment in Energy Greenhouse Water consumption frequency rate satisfaction quality of life, consumption gas emission reduction*1 2020: 0,79 index training and aids reduction* reduction* 2020: -33,3% 2019: 1,66 in Colombia for employees 2020: -23,5% 2020: -46,4% 2019: -31,4% 2020: 89,7% 2020: 116.259 2019: -22,7% 2019: -46,2% Organizational * In relation to 2010. Per ton 2019: 87,7% 2019: 106.225 produced in Colombia. climate COP million Reduction in the Investment in Products with labeling 2020: consumption environmental 83,0% 1 Not including the over- 2019: 83,0% of packaging management consumption from the materials* actions in the sanitization and other measures strategic region taken to prevent COVID-19 from 2020: -2,8% spreading in the Organization’s facilities. 2019: -2,1% 2020: 20.925 2019: 25.511 COP million “The Issuer Acknowledgment awarded by Bolsa de Valores de Colombia S. A. (the Colombian Stock Exchange) is not a certification of the favorability of the registered securities nor of the issuer’s solvency.” PROFITABLE GROWTH [GRI 102-7] Tresmontes Biscuits Cold Cuts Chocolates Coffee Retail Food Ice Cream Pasta Lucchetti Increased Decreased Total sales 2.224 2.029 2.145 1.912 1.737 1.677 1.591 1.210 1.117 1.042 660 815 483 476 405 343 COP thousand million 11.128 2019: 9.959 Growth 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 11,7% 9,6% 12,2% 3,6% 31,5% 7,2% -18,9% 1,5% 17,9% EBITDA 301 277 284 238 232 232 218 141 145 142 83 184 78 68 63 43 COP thousand million 1.444 Margin 2020 2019: 1.347 13,0% 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 Growth Margin 2019 7,2% 13,5% 8,9% 19,6% 0,2% 53,9% 2,4% -55,1% 14,9% 44,7% 2020: 13,5% 2020: 13,2% 2020: 13,4% 2020: 13,7% 2020: 13,0% 2020: 12,5% 2020: 16,1% 2020: 15,5% Margin 2019: 13,6% 2019: 12,4% 2019: 13,8% 2019: 11,7% 2019: 13,6% 2019: 22,6% 2019: 14,2% 2019: 12,6% Sales in Colombia 1.026 980 1.929 1.734 1.048 1.011 660 660 437 563 483 476 400 340 COP thousand million Volume 2020 6.691 4,4% 2019: 6.204 Price 2020 6,2% 2020 2019 2020 2019 2020 2019 2020 2019 Not 2020 2019 2020 2019 2020 2019 Growth applicable 7,9% Volume 2019 4,7% 11,2% 3,7% -0,1% -22,5% 1,5% 17,7% 6,9% Percentage of 2020 2019 2020 2019 2020 2019 2020 2019 Not 2020 2019 2020 2019 total sales Price 2019 Volume 1,5% 8,4% 5,9% 3,6% 2,0% 3,4% -3,6% 5,9% -6,8% 3,0% 4,7% 10,2% Price 3,2% 0,6% 5,0% -0,4% 1,7% 2,4% 3,7% 0,1% 8,9% 4,0% 12,4% 3,0% 60,1% 1,2% applicable International 324 319 59 54 187 202 251 166 301 318 61 77 sales USD million 1.200 Not Not applicable applicable 2019: 1.142 Percentage 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 of total sales Growth 39,9% 1,4% 8,7% -7,4% 51,0% -5,3% -20,2% 5,0% Variation in the prices and volumes without data from the Retail Food Business Sales by Business Unit Biscuits EBITDA by Business Unit Innovation 19,6% Cold Cuts 6,9% 4,3% 2,8% sales 3,6% Chocolates 5,4% 20,9% (% on total sales) 2019: 23,0% 4,3% 20,0% Coffee 5,7% 2018: 21,5% 5,9% TMLUC Retail Food 10,0% 10,1% Ice Cream 19,7% Growth of 19,3% Pastas 15,1% exports from 12,5% 14,3% Other Colombia in USD 15,6% 16,1% 14,0% 6,5% 4,4% 2,5% 1,2% Diversification Packaging materials Wheat Sugar Milk Poultry 40,2% Other of commodities * Production cost % *Includes direct labor, IMC (indirect manufacturing costs) 11,8% 7,4% 6,0% 3,7% 2,3% and other minor commodities.
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