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.