CENCOSUD CORPORATE PRESENTATION First Quarter 2021 01. About Cencosud

Well Established Leading Retailer in +6,1 million m2 of South America landbank fuel future growth +50 years of history across the region

+115K

HOME DEPARTMENT SHOPPING FINANCIAL SUPERMARKETS employees IMPROVEMENT STORES CENTERS SERVICES

• 1,058 Retail stores CENCOSUD (IPO 2004) 2 • 3.32 million m selling space US$ 6.1 BN Market Cap at March 31 • 67 shopping centres FREE FLOAT: 46.7% Average trading volume 1Q21: US$ 9.9 million • 831 thousand m2 GLA to third parties in Shopping Centers CENCOSUD SHOPPING (IPO 2019) US$ 3.5 BN Market Cap at March 31 FREE FLOAT: 27.7% Supermarkets Cencosud’s DNA Average trading volume 1Q21: US$ 2.2 million

2 02. Cencosud’s History…

1963 1970 1982 1988 1993

st Opens Alto Las Condes Opens 1 Opens Jumbo Opens Jumbo Store Opens Mall Unicenter Shopping Center & 1st Easy Supermarket in Chile Kennedy in Chile in Argentina in Argentina store in Chile

2005 2004 2003 2002

Acquires 3 Supermarket Launches FS in Chile. Acquires DS (Paris) Acquires 2 HI chains in chains in Argentina and Chile. Opens 2 Shopping Centers in Chile and Argentina Opens Santiago Stock Chile. Acquires SM Santa Isabel Exchange In Chile

3 03. …Cencosud’s History

2007 2008 2010 2012

Acquires 4 SM chains in the Starts FS Operations in Acquires 2 Acquires SM chain in Brazil. Opens region and 2 DS chains. JV in Argentina. Acquires HI in Supermarket chains Costanera Center Shopping Center. Colombia for Easy development Argentina in Brazil Buys SM in Colombia

2021 2020 2019 2018 2014

Launches new Closes Paris in Peru. IPO of Cencosud JV of FS JV of FS Supermarket brand Paris absorbs Johnson in Chile. Shopping in Peru In Chile Spid35 Cornershop Strategic Alliance.

4 04. 2021 Highlights

E-commerce Achievements January • Launch new convenience format for Supermarkets,

Spid35, which includes delivery Service of less than 35 Capex minutes, its own APP, in Chile, and the opening of physical stores and Dark/Gray Store throughout the First Quarter region. • Advances in remodeling of • Santa Isabel launches new website, incorporating 101 stores and Shopping Centers in stores for dispatch throughout Chile and offering a the region. better customer experience. • Transformation of stores in • Jumbo Prime subscription is gaining strength with Cash & Carry format (13 in more than 30,000 subscribers. Peru and 8 in Brazil). • Opening of 8 Spid stores (Chile and Colombia) May 35 and 3 Dark Stores (Argentina and Brazil) to • Launch of the Paris APP with free delivery, in 24 hours, strengthen the online channel. on purchases over CLP 19,9901, online purchase tracking, personalized discounts and the incorporation of more than 120 pick-up points (Paris, Jumbo, Santa Isabel and Easy). 1. Promotions defined by Cencosud for certain periods of time. 5 05. 2021 ESG Highlights

Shareholders’ Meeting Sale of Vegetables with local producers April Jumbo supports local producers by promoting the sale of locally grown vegetables. The Chile Supermarkets team A dividend of CLP 28 per share was approved, together with the Instituto de Desarrollo Agropecuario equivalent to 79.19% of the distributable earnings. (Indap) continues to support small entrepreneurs by A share repurchase program, not to exceed 5%, and marketing their products at Jumbo’s stores. The association funded with internally generated cash was with Indap is in line with the strategy of supporting the approved. development of various Supermarket suppliers at the country level. Such shares shall be repurchased within a maximum period of 24 months, Mutual Seal COVID-19 otherwise the capital will be decreased. The Home Improvement, Supermarket Jumbo and Shopping Center businesses have received the COVID-19 approval seal in 100% of their facilities. The teams, along with all employees, have implemented all the hygiene and safety measures defined by the health authority so that all facilities are safe and clean. The focus will always be to protect the health of employees, customers, tenants and suppliers.

6 06. Value Distribution

GENERATED ECONOMIC VALUE DISTRIBUTED ECONOMIC VALUE 3,827,907 -8,714,338 Tenant Sales Shopping Center Suppliers Payment -1,146,322 10,066,777 Salaries and benefits to our team Sales Generated HIGHLIGHTS LTM 1Q 2021 Distribution of value -189,816 Creditors Payment in Cencosud 25,445 (CLP million) Financial Income -91,360 Dividends Payment 4,434 Income from participation in -73,685 other companies State Payments 5 07. Why Invest in Cencosud Established presence in largest Healthy balance sheet economies of the region supports growth opportunities

Organic growth opportunities in fast developing countries supported by own landbank

MAIN CORE ETHICS & Strong Corporate Governance SUSTAINABLE VALUES

Further development of the omnichannel strategy

Focus on productivity & efficiency initiatives 8 08. Financial Contribution by Country1 Revenues LTM 1Q21 Adjusted EBITDA LTM 1Q212 US$13,088 million US$1,411 million Adjusted EBITDA Margin: 10.8% 8% 5% 10% 8%

12% 62% 53% 9%

17% 16%

1 For calculation details please go to page 17 & 18. 2 Does not include One Off of the period.

244 SUPERMARKETS 282 SUPERMARKETS 200 SUPERMARKETS 92 SUPERMARKETS 93 SUPERMARKETS 37 HOME IMPROVEMENT 51 HOME IMPROVEMENT F.S: JV WITH BRADESCO 6 SHOPPING CENTERS 10 HOME IMPROVEMENT 22 SHOPPING CENTERS 4 SHOPPING CENTERS 49 DEPARTMENT STORES F.S: JV WITH SCOTIABANK 35 SHOPPING CENTERS FINANCIAL SERVICES F.S: JV WITH SCOTIABANK F.S: JV WITH SCOTIABANK 9 09. Financial Contribution by Business Units1

Revenues LTM 1Q21 Adjusted EBITDA LTM 1Q212 US$13,088 million US$1,411 million Adjusted EBITDA Margin: 10.8%

10% 1% US$ 75 million US$119 million US$ 15 million 5% US$1,261 million 1% 62.2% mgn 0.9% mgn 13% US$1,781 million 21% US$ 315 million 1% 17.6% mgn 75% US$ 117 million 3% 70% US$ 9,807 million US$ 1.024 million US$ 43 million 10.4% mgn 35.6% mgn

1 For calculation details please go to page 17 & 18 2 Does not include One Off of the period PORTFOLIO OF RECOGNIZABLE BRANDS

10 10. Healthy Financial Structure

Relevant News Debt by Currency (after CCS)

● Investment Grade since 2011: USD USD ● Fitch Ratings: BBB- (stable); 0% ● Moody’s: Baa3 (stable). 4% CLP + ● Average anual amortization for the next 4 years of US$40 million; UF ● Cash & Equivalents as of March 31st of US$1,757 million, cash 96% (US$ 900 million). CLP + UF Mar 21 100% Mar 20

Gross Leverage and financial evolution1 Debt amortization schedule (US$ million)

5.9 6.0 6.0 6.1 5.9 1,017 4.6 4.5 Gross 5.1 5.0 5.0 5.1 576 595 5.5 Financial Debt 451 3.4 3.2 GFD/Adjuste 226 204 123 d EBITDA 51 55 20 36 53 15

2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2041 2044 2045

LTM

2016 2015 2017 2018 2019 2020 1Q21 1 Does not include One Off of the period 11 11. Omnichannel Strategy

Company’s Strategy Shopping Service • Marketplace launch; • Improve unique product’s offer; • Develop hyper personalization tools; Customer Experience • Provide money-back guarantee; • Take advantage of the economics of scale; • Invest in techonological developments; Profitability • Deepen the ability to generate, handle and process data.

E-commerce Penetration1 Business Supermarket Department Store Home Improvement 1Q21 8.9% 45.6% 7.6% 1Q20 2.2% 21.9% 4.5% Var 21/20 (bps) 678 2,376 311 Online Sales1 (CLP million) 1Q21 161,393,880 102,338,111 27,333,270 1Q20 26,106,800 36,521,782 12,917,726 Var 21/20 (%) 518.2% 180.2% 111.6% Var 21/20 (%) LC 557.9% 180.2% 136.7% 1 Includes Cornershop. LC Means Local Currency. 12 12. Productivity and Efficiency Retail Services Model Goals

SHARED SERVICES CENTER Efficiency and Continuous Improvement Model created to optimize Retail processes Improve processing times and costs by centralizing duplicated/split tasks between areas. PROCESS IMPROVEMENT Closeness to the Business Provide a comprehensive service in processes with high transactional and operational load. RPA monitoring Manage runs (schedule) and integrity of automated processes. Digital Retail Services Assign resources to higher value tasks, optimize

EFFICIENCY business needs and follow up. INTEGRATION Achievements

AUTOMATIONOF PROCESSES US$ 7.6 million reduction of operating cost

13 13. Productivity and Efficiency Big Data Analytics Regional Procurement & Private Label Team

The Big Data Analytics Management is developing several The Company created a regional purchasing team with the projects: purpose of having : • Creation of the Jumbo Prime Subscription model; • Greater availability of products out of season; and • Initiatives that improve the customer experience based • Cost savings of 16% with a reduction of US$ 11 million per on personalized recommendations; month (38% of the savings is permanent); • Early prediction of breaks to improve the digital Cencosud is a pioneer in Latam for creating centralized teams experience; for the development and purchase of own brand products, Private Label penetration in the current quarter of 2021 was : • Price Optimization Projects for inventory management and promoting commercial divisions; and • 23.5% Department Stores • Operational Efficiency Projects based on advanced • 8.6% Supermarket analytics algorithms. • 18.5% Home Improvement GLA Optimization: GLA optimization with new openings utilizing current landbanks and efficiencies with existing GLA • Format change in Supermarket to Cash & Carry (13 in Peru) and to Atacarejo (8 in Brazil);

• Optimization of Metro Hypermarkets GLA by adding Home Improvement Stores (Colombia) and Spid35 stores opening (throughout the region -6 in Colombia and 2 in Chile). 14 14. Ethics and Sustainability

Key components of our code of ethics Pillars of our sustainable strategy

Corporate Governance Aspects of corporate governance, compliance, ethical management, risk management and information security Relationship with Relationship with suppliers Relationship with customers employees Product Aspects associated with product offering and supply chain

Information Care Asset Protection Planet Environmental aspects of our facilities  Code of Ethics revised annually  Board of Directors and Employees trained in issues related to ethics. More than 115,000 people trained in ethics and sustainability issues People  Code of Ethics and Conduct signed by all employees Social aspects associated with our employees,  Independent hotline for Reporting mis-behavior customers and communities in which our facilities are located 15 15. Corporate Governance

Board of Directors Corporate Structure – by Country

Horst Chief Executive Officer Paulmann Matías Videla

Heike Paulmann SM Chile Peter Paulmann Interim President Cristian Siegmund

Felipe Larrain Julio Moura Peru Manager Argentina Manager Dept. Store Chile Alfredo Mastrokalos Diego Marcantonio Ricardo Bennett Mario Valcarce Jorge Pérez Alati Colombia Manager Brazil Manager Home Imp. Chile Marta Henao Sebastian Los Felipe Longo Alejandro Pérez Stefan Krause

Cencosud Shopping Independent Board of Director’s Committee New organizational structure with the purpose of: Rodrigo Larrain • Members Felipe Larrain • Generating synergies between business units; • Mario Valcarce • Streamline decision making; • Alejandro Perez • Benefit from local knowledge 16 16. Calculation Details

For this presentation the following exchange rates, calculations and details were considered:

• Market cap calculated as of March 31, 2021 using CLP 1,540.10 share closing price and CLP 721.82 closing exchange rate per US$; • The average volume traded: figures as of March 2021 using the share closing price and the average exchange rate of CLP 724.18 per US$; • Adjusted EBITDA represents EBITDA plus exchange differences and results by adjustment units, less the revaluation of assets, also does not include One Off of the period; • Revenues and Adjusted EBITDA converted to US$ at average quarterly exchange rate of CLP 822.97, CLP 780.93, CLP 761.96 and CLP 724.18 per US$ for each quarter, respectively; • Revenues and Adjusted EBITDA include IFRS16;

17 17. Calculation Details

• Revenues and Adjusted EBITDA graph by country excludes the “others segment”, which contributed US$ 4 million in revenues and a loss of US$ 62 million in Adjusted EBITDA; • Revenues and Adjusted EBITDA exclude the adjustment for hyperinflation in Argentina (IAS29). Including the effect, revenues for LTM March 2021 reached US$ 12,783 million and Adjusted EBITDA US$ 1,355 million using quarterly average exchange rate of CLP 822.97, CLP 780.93, CLP 761.96 and CLP 724.18 per US$ for each quarter, respectively. Argentina represents 14.8% of total revenues and 12.1% of total Adjusted EBITDA; • Debt denominated in dollars, calculated at the closing exchange rate as of March 31, 2021. Debt includes lease liabilities by adoption of the IFRS16. Additionally, it includes the effect of hyperinflation in Argentina as per the IAS29. The amortization schedule is presented net of gains/losses obtained by Comex derivatives, overdrafts and debt (excludes futures) and One Off of the period; • Net debt presented after cross currency swaps; and • SM stands for Supermarket, FS Financial Services, HI Home Improvement and DS Department Stores, Arg stands for Argentina and LC refers to Local Currency.

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