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Grupo LALA Virtuous cycle drives success Safe Harbor This material - - PowerPoint PPT Presentation

Grupo LALA Virtuous cycle drives success Safe Harbor This material does not constitute an offering document. This material was prepared solely for informational purposes and is not to be construed as a solicitation or an offer to buy or sell any


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Grupo LALA Virtuous cycle drives success

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SLIDE 2

This material does not constitute an offering document. This material was prepared solely for informational purposes and is not to be construed as a solicitation

  • r an offer to buy or sell any securities. Any offering of securities will be made solely by means of an offering memorandum, which will contain detailed

information about the Company and its business and financial results, as well as its financial statements. Securities may not be offered or sold in the United States unless they are registered or exempt from registration under the U.S. Securities Act of 1933, as amended. This presentation includes forward-looking statements or statements about events or circumstances which have not yet occurred. We have based these forward-looking statements largely on our current beliefs and expectations about future events and financial trends affecting our businesses and our future financial performance. These forward-looking statements are subject to risk, uncertainties and assumptions, including, among other things, general economic, political and business conditions, in Mexico, United States and Latin America as a whole. The words “believes”, “may”, “will”, “estimates”, “continues”, “anticipates”, “intends”, “expects”, and similar words are intended to identify forward-looking statements. We undertake no obligations to update or revise any forward-looking statements because of new information, future events or other factors. In light of these risks and uncertainties, the forward-looking events and circumstances discussed in this presentation might not occur. Therefore, our actual results could differ substantially from those anticipated in our forward-looking statements. No representation or warranty, either express or implied, is provided in relation to the accuracy, completeness or reliability of the information contained herein. It should not be regarded by recipients as a substitute for the exercise of their own judgment. We and our affiliates, agents, directors, employees and advisors accept no liability whatsoever for any loss or damage of any kind arising out of the use of all or any part of this material. This material does not give and should not be treated as giving investment advice. You should consult with your own legal, regulatory, tax, business, investment, financial and accounting advisers to the extent that you deem it necessary, and make your own investment, hedging and trading decision based upon your own judgment and advice from such advisers as you deem necessary and not upon any information in this material.

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Safe Harbor

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Mission

“Nurturing your life is our passion”

  • Fresh, natural products of the highest quality
  • Disruptive innovation positively impacts customers’ health and well-being while

improving their day to day life

  • LALA’s capable team is committed to your health and growth every step of the way

Vision

“To become the preferred dairy company in the Americas”

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Who We Are

LALA is Mexico’s largest Dairy Company with a strong presence in the Americas

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SLIDE 4

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LALA at a Glance

Operations in: Mexico

  • Largest dairy company in Mexico
  • Fastest growing dairy brand in Brazil
  • #1 Dairy Brand in LATAM (1)
  • Highly recognized brands and value-added

product portfolio

  • Over 500,000 POS served in Mexico
  • 31 production facilities and 185 distribution

centers

  • More than 600 SKUs and 43 recognized

brands

Brazil United States Nicaragua Guatemala Costa Rica El Salvador (1)

Production facilities

  • 1. Euromonitor International, March 2018
  • 2. Through third party distributor
  • + 38,000 employees
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LALA is the market leader in high growth markets

  • Market leader in Mexico and leader in Greek Yogurt, Parmesan Cheese and Spreadables in Brazil

with a healthy and nutritious value added portfolio

  • Leading brands with a profitable segmentation product offering

supported by strong innovation capabilities that set trends

  • Production facilities with the highest levels of manufacturing standards and a cutting-edge R&D Center

drive a focus on premium products

and a clear distribution competitive advantage

  • Largest cold distribution network in Mexico enables LALA to directly serve >500k points of sale, provides

unique access to extensive retail channels versus peers and deepens access to Mexico market

that creates value for shareholders.

  • Through a virtuous cycle of productivity to increase margins and invest in growth
  • Profitable growth drives future cash flows

Why Invest in LALA?

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Serving All Market Segments

Diversified portfolio in different categories and socioeconomic segments

Milk

53% of the portfolio

Other Dairy Products

43% of total portfolio

Value Mainstream Premium

Beverages and other

4% of total portfolio

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SLIDE 7

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Widely Recognized Brands

LALA and NutriLeche top 5 most recognized brands in the food industry in Mexico (1)

Place Brand Penetration (2) Frequency (3)

Fourth consecutive year Top of Mind prize for Requeijão and Greek Yogurt (5)

  • 1. Source: Kantar Top 50 Latin American Brands 2019
  • 2. Penetration based on number of households that purchase a brand
  • 3. Frequency of purchase (# of times per year)
  • 4. Ranking Millward Brown – Magazine Isto é Dinheiro
  • 5. Instituto Data Folha

Vigor top 60 most valuable Brands in Brazil (4) 99% 96% 99% 78% 83% 66 29 31 28 18

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Market Leadership

Positioned #1 and #2 in participant categories

Yogurt Milk Cheese

CAM

  • 1. Source: Nielsen 2018
  • 2. CAM includes Guatemala and Nicaragua

US Brazil Mexico

Drinkable Adults Total Total Total Packaged Greek Spreadable Cream Total Total

Cream

Total Parmesan

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Agenda

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  • 1. Priorities
  • 2. Quarter Highlights
  • 3. Financial Results
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2019 Priorities

  • 1. Nurture talent
  • 2. Focus on key markets and drive a virtuous cycle
  • 3. Capital allocation
  • 4. Increase transparency

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▪ Aligning employees with shareholders ▪ Variable portion going from 21% to 54% of total compensation ▪ Expansion from 20 to +200 employees ▪ Short Term Incentives (STI)

  • Cash + RSU(2)
  • 1-3 year vesting period

▪ Long Term Incentives (LTI)

  • RSU(2)
  • 4 year vesting period

▪ KPI’s mix: individual and company

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Nurture Talent

Top 10(1) industry benchmark compensation plan implemented in 2019

1

Company KPI’s

Volume growth Sales growth Working Capital

2 3 5 4 1

EBITDA margin EBITDA growth

(1) General Industry and Executive Compensation – Mexico 2018, Willis Towers Watson (2) RSU: Restricted Stock Units

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Invest in growth –projects started

▪ Modernization and brand disruption – S1’19 ▪ Packaging update and design – S1’19 ▪ Creative campaigns that reach the new generations – S2’19 ▪ Revenue management – S2’19 ▪ Route to market – S1’19 ▪ Innovation process from Vigor – S2’19 ▪ Food service: Culinary Central – S1’19 ▪ 8 milestone campaigns tied to innovation to drive growth in 2019

Cost optimization

▪ ZBB(1)

  • P&L designed to control fixed and variables costs
  • PMO already in place to ensure budget targets

▪ Procurement

  • Redefining global procurement area to accelerate regional opportunities
  • Variable compensation aligned to control and compensate adversities
  • Procurement organization focused on pricing, value engineering and payment terms

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Focus on Key Markets

Virtuous cycle to win in Mexico

(1) ZBB: Zero Based Budgeting

Virtuous Cycle

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Where to play, How to win & Capital Allocation – S2’19 Improvements in Working Capital ▪ Cancellation of advance payment to milk producers (MXN $1Bn) ▪ Negotiation with large suppliers (packaging, media, insurance companies, etc.) from 45-60 to 90 days CAPEX ▪ From 5.9% of sales or MXN $3.7Bn in 2017 to 3.2% or MXN $2.4Bn in 2018 ▪ Capex for 2019 should be around 3.5% - 4.0% of sales Exploiting intellectual synergies ▪ Innovation: products ▪ Processes: IT, legal, back-office, audit, revenue management, manufacturing, compliance and internal governance ▪ Talent: strengthening an experienced team M&A ▪ Priority to deleverage the company ▪ Analysis based on portfolio complementarity ▪ Discipline and ROIC on M&A decisions

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Capital Allocation

Aligning capital allocation strategy

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1. 3.3% YOY topline(1) in constant currency, and 1.5% in consolidated rates; growth driven by +3.9% in Mexico, affected by flat sales in Brazil and 9.6% BRL depreciation 2. Brazil performance offsetting increase in input milk cost; anticipating price increase vs. competition 3. Mexico innovation driving growth: 5.5% of sales (2X compared to last year) 4. Productivity of MXN $988m YTD ($568m in Q2’19) reinvested in fueling growth 5. Solid quarterly EBITDA(1) MXN $2,220m (+14.4% YOY(1)); highest margin(1) in the last 6 quarters

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Results Related to Priorities (1/2)

(1) Q2’18 comparable figures, include IFRS 16 and the deconsolidation of Elopak JV

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6. +130 bps YOY EBITDA(1) margin expansion, all regions increasing margins 7.

  • 290 bps YOY working capital improvement: 2.7% of sales

8. Leverage ratio improvement to 3.1x: target of <2.5x by 2020 ▪ 2.9x pro forma leverage ratio includes the effect of Itambé settlement paid on July 3rd, 2019 9. Controlling net income growth of +44.6% YOY based on operating income increase and with optimized tax rate

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Results Related to Priorities (2/2)

(1) Q2’18 comparable figures, include IFRS 16 and the deconsolidation of Elopak JV

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Second Quarter 2019 Highlights

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Mexico (1/4)

Virtuous cycle to win in Mexico

Solid business fundamentals

▪ +3.9% sales growth YOY(1) ▪ +46.0% growth in premium categories ▪ 13.6% EBITDA margin, +10 bps YOY(1) and sequential expansion ▪ Continuous working capital on sales improvement achieving 0.2% (-390bps YOY) ▪ As competitors increase yogurt and cream prices, LALA’s business plan remains focused on recovering market share

(1) Q2’18 comparable figures, include IFRS 16 and the deconsolidation of Elopak JV (2) Value sales by segment. Source: Nielsen Retail June RY 2019 vs. June RY 2018 (3) Value sales by segment. Source: Nielsen Scantrack June RY 2019 vs. June RY 2018

Market position & market share bps variation

Milk(2) 52.9% +10 bps Yogurt (2) 24.0%

  • 30 bps

Cream(2) 43.8%

  • 100 bps

Packaged Cheese(2) 25.0% +60 bps Plant Based(3) 18.6% +90 bps

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Brand Recognition

▪ Kantar World Panel Brand Footprint award: LALA (#3) and Nutri (#4) most recognized FMCG brands ▪ Bronze Cannes Lion award for World Cup campaign

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Mexico (2/4)

Virtuous cycle to win in Mexico

Strong growth in value added dairy

▪ +7.1% sales growth YOY ▪ Greek yogurt launched based on successful Brazil product design and formula ▪ Strong marketing campaign to support product launch

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Plant based portfolio

▪ +118.2% sales growth YOY ▪ LALA Vita and Almond Breeze: #2 player in the market

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Mexico (3/4)

Virtuous cycle to win in Mexico

(1) Value sales by segment. Source: Nielsen Scantrack June RY 2019 vs. June RY 2018

Virtuous cycle: Investing in growth

▪ ZBB driving MXN $988m in productivity, YTD ($568m in Q2’19) reinvested in growth

16.3% 16.3% 17.1% 20.0% 20.8% 20.5% 21.7% dic-18 ene-19 feb-19 mar-19 abr-19 may-19 jun-19

Plant based market share(1)

Comp 1 LALA Comp 2 Comp 3 Comp 4

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Premiumization strategy

▪ Premium milk achieves 7.2% market share(1) of total milk sales with: LALA 100 and Suprema

Mexico (4/4)

Virtuous cycle to win in Mexico

0.0% 1.5% 2.9% 4.9% 5.0% 5.0% 5.1% 6.2% 6.7% 6.5% 7.2%

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% (1) Value sales by segment. Source: Nielsen Scantrack June RY 2019 vs. June RY 2018

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Brazil (1/2)

Sequential EBITDA margin expansion

Stable margins in challenging environment

▪ 7.8% EBITDA margin, +240bps YOY(1) and +20bps sequential expansion

  • Q2’18 impacted by truckers strike

▪ +0.3% sales growth in BRL YOY

  • Growth is being driven by Fermented Milk (+30,4%), Fine Cheese + Parmesan (+7,9%)
  • Milk cost pressure of 25% - pass cost on to consumer to sustain margins
  • Sales affected by macroeconomic environment
  • Competitors lag LALA, instituting price increase during resent weeks
  • As competitors increase prices, LALA business plan remains focused on recovering market share

(1) Q2’18 comparable figures, include IFRS 16 (2) Value sales by segment. Source: Nielsen June RY 2019 vs. June RY 2018; Refrigerated (yogurts + fermented milk + desserts)

Market position & market share bps variation

Cream Cheese(2) 22.8%

  • 30 bps

Requeijão(2) 14.2%

  • 30 bps

Refrigerated(2) 8.3% 0 bps

Parmesan Cheese(2) 32.8%

  • 20 bps
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Brazil (2/2)

Expanding footprint in yogurt category

Investing in growth

▪ Innovation continues to drive growth expanding yogurt portfolio

  • 25 gram protein yogurt
  • Vigor Todo Dia yogurt

▪ Vigor Minions branding campaign

Brand recognition

▪ Kantar World Panel Brand Footprint award:

  • #5 Dairy Brand (3 rank increase)
  • #26 Total Brand in Brazil (10 rank increase)
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United States

EBITDA margin expansion

Profitable growth

▪ +1.6% sales growth in USD YOY ▪ 2.8% EBITDA margin (USD $1.3m), +840 bps YOY(1) (increase of USD $3.8m) and +80 bps sequential expansion

  • Pricing, operational improvements and fit for

purpose benefits ▪ Adult drinkable yogurt portfolio optimization to focus on profitable regions and channels

(1) Q2’18 comparable figures, include IFRS 16 (2) Value sales by segment. Source: Nielsen RY June 2019 vs. RY June 2018 (3) Value sales by segment. Source: IRI RY June 2019 vs. RY June 2018

Market position & market share bps variation

Adult Drinkable Yogurt(2) 19.3%

  • 110 bps

Premium Milk(3) 2.4% 0 bps

NA

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Central America

Sustaining EBITDA breakeven

Recovering growth

▪ +4.4% sales growth in USD YOY

  • Nicaragua +10.1% sales in NIO after Q2’18 market contraction
  • Guatemala +14.7% sales in GTQ
  • Costa Rica expanding distribution and seeding market

▪ 0.5% EBITDA margin (USD $0.2m), +1,070 bps YOY(1) (increase of USD $3.7m)

  • Rightsizing benefits from closing Panama office
  • Q2’18 affected by socioeconomic impact in Nicaragua

▪ Mu! brand acquired in Costa Rica

  • Expanding milk portfolio to serve value segment while LALA brand focuses on mainstream

Market position & market share bps variation

Milk Guatemala(2) 33.2% +130 bps Milk Costa Rica(2) 4.1% +340 bps Yogurt Guatemala(2) 26.6% +190 bps Yogurt Nicaragua(2) 45.7% +100 bps

(1) Q2’18 comparable figures, include IFRS 16 (2) Value sales by segment. Source: Nielsen RY May 2019 vs. RY May 2018

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Event Post Q2

Grupo LALA and Groupe Lactalis Reach an Agreement Related to CCPR Sale of Itambé Alimentos, S.A.

▪ Grupo LALA had a dispute related to the sale of Itambé Alimentos, S.A. from CCPR to Groupe Lactalis on December 5, 2017 ▪ Agreement reached on July 3, 2019 enables LALA to focus on value added business

  • All judicial and arbitral procedures have terminated
  • LALA received a compensatory payment from Groupe Lactalis, to be recognized in Q3’19
  • Cash proceeds from this agreement to be used to deleverage, reach 2.9x Net Debt to

EBITDA (proforma Q2’19 ratio)

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Financial Results

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▪ Milk: growth in all regions excluding Brazil ▪ Other Dairy: growth driven by Mexico, CAM and Brazil, but adversely impacted by BRL depreciation ▪ Beverages and Others: Plant Based beverages and Cold Cuts in Mexico drove growth, but could not offset decreased beverage portfolio in Mexico

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Net Sales by Segment Q2

1.5% YOY(1) net sales growth in Q2

(1) Q2’18 comparable figures, include deconsolidation of Elopak JV (2) Constant currency uses constant BRL for Brazil and USD for the US and CAM

Sales by Segment constant currency(2) MXN$ in millions Q2’18(1) Q2’19

  • Var. %
  • Var. %

Milk 9,565 10,025 4.8% 5.1% Other Dairy 8,097 8,076 (0.3%) 3.4% Beverages and Others 934 775 (17.0%) (16.8%) Total Sales 18,596 18,876 1.5% 3.3%

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▪ Mexico: growth in all segments, adversely impacted by decreased raw milk sales ▪ Brazil: growth driven by Other Dairy, negatively impacted by UHT milk and BRL depreciation ▪ USA: Promised Land brand continues to grow, but affected USA affected by volume contraction due to yogurt price increase and USD depreciation ▪ CAM: growth in all segments, affected by local currencies and USD depreciation

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Net Sales by Region Q2

1.5% YOY(1) net sales growth in Q2

(1) Q2’18 comparable figures, include deconsolidation of Elopak JV (2) Constant currency uses constant BRL for Brazil and USD for the US and CAM

constant currency(2) MXN$ in millions Q2’18(1) Q2’19

  • Var. %
  • Var. %

Mexico 13,922 14,467 3.9% 3.9% Brazil 3,132 2,839 (9.3%) 0.3% United States 856 860 0.5% 1.6% Central America 686 710 3.5% 4.4% Total Sales 18,596 18,876 1.5% 3.3%

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Total EBITDA Q2

Sequential and YOY(1) EBITDA margin improvement in Q2’19

2,094 1,932 1,802 2,198 2,155 2,210 11.6% 10.4% 9.7% 11.4% 11.5% 11.7% 1,000 1,200 1,400 1,600 1,800 2,000 2,200 2,400 Q1'18 Q2'18 Q3'18 Q4'18 Q1'19 Q2'19 9.4% 9.9% 10.4% 10.9% 11.4% EBITDA EBITDA margin

(1) Q2’18 comparable figures, include IFRS 16 and the deconsolidation of Elopak JV

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EBITDA per Region Q2

All regions achieved sustainable positive EBITDA in Q2 2019

EBITDA by Region As reported Q2’19

EBITDA MXN$ in millions Q2’18(1) % NS Q2’19 % NS

  • Var. bps

Mexico 1,880 13.5% 1,962 13.6% 10 Brazil 170 5.4% 220 7.8% 240 United States (48) (5.6%) 24 2.8% 840 Central America (70) (10.2%) 3 0.5% 1,070 Total EBITDA 1,932 10.4% 2,210 11.7% 130

(1) Q2’18 comparable figures, include IFRS 16 and the deconsolidation of Elopak JV

89% 10% 1% 0% MX BR US CAM

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Consolidated Net Income Q2

Controlling Net income increased MXN $165 million in Q2

As Reported MXN$ (Millions) Q2’18 Q2’19

  • Var. %

Operating Income 1,311 1,452 10.8% Financing Expenses 597 677 13.5% Net Income Before Taxes 714 789 10.5% % NS 3.8% 4.2% Taxes 314 253 (19.5%) Effective Tax Rate 44.0% 32.1% Net Income 400 536 34.0% % NS 2.1% 2.8% Controlling Net Income 371 536 44.6% % NS 2.0% 2.8%

▪ Operating Income growing 10.8% ▪ Financing Expenses affected by IFRS 16 and the increase of Mexico interest rate ▪ Optimized Effective Tax Rate decreased to 32.1% ▪ +44.6% YOY Controlling Net Income growth

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Leverage Ratio

22,220 24,446 25,234 25,313 23,949 25,330 25,692 2.8x 2.9x 3.1x 3.2x 3.1x 3.2x 3.1x 2.9x 2.5x 2.6x 2.7x 2.8x 2.9x 3.0x 3.1x 3.2x 3.3x 12,000 14,000 16,000 18,000 20,000 22,000 24,000 26,000 28,000 Q4'17 Q1'18 Q2'18 Q3'18 Q4'18 Q1'19 Q2'19 Net Debt Net Debt / EBITDA Proforma: including effects from Itambé settlement paid on July 3, 2019

Deleverage in line with plan to achieve <2.5x target by 2020

(1) Proforma: including Itambé settlement paid on July 3, 2019

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40% 60%

Variable Fixed

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Total Debt as of June 30, 2019

Net Debt / EBITDA: 3.1x ratio sequential improvement Proforma of 2.9x including effects from Itambé settlement paid on July 3, 2019

Total Debt: MXN $27,470 million Mexico Brazil Average Tenor 4.2 years 0.6 years Average Cost TIIE + 0.6% CDI + 0.5%

90% 10%

MXN$ BRL$

CURRENCY MIX (%) RATE MIX (%) 18% 82%

Short-term Long-term

MATURITY MIX (%)

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Working Capital - Consolidated

4.8% 5.2% 5.5% 5.0% 5.6% 4.5% 2.4% 3.0% 2.7% 55 56 65 66 60 57 70 70 75 40 45 50 55 60 65 70 75 80 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% Q2'17 Q3'17 Q4'17 Q1'18 Q2'18 Q3'18 Q4'18 Q1'19 Q2'19 WC / Sales DPO

  • 290 bps YOY working capital improvement

Prior to Vigor acquisition

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Working Capital - Mexico

4.5% 4.0% 4.1% 3.3% 4.1% 3.4% 0.3% 0.6% 0.2%

0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% 5.0%

Q2'17 Q3'17 Q4'17 Q1'18 Q2'18 Q3'18 Q4'18 Q1'19 Q2'19

WC / Sales

  • 390 bps YOY working capital improvement: 0.2% of sales
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CAPEX

Capex optimization based on ROIC analysis

MXN in millions

3,100 2,400 2,900 3,700 2,435 807 6.9% 5.0% 5.4% 5.9% 3.2% 3.5% - 4.0% 6.9% 5.0% 5.4% 5.9% 3.2% 2.1% 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2014 2015 2016 2017 2018 YTD'19 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% Capex Guidance Capex / Sales

Prior to Vigor acquisition

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1. 3.3% YOY topline(1) in constant currency, growth driven by +3.9% from Mexico 2. Performance in Brazil mitigating adverse effect of input milk cost; anticipating price increase vs. competition 3. Mexico innovation driving growth: 5.5% of total sales 4. Productivity of MXN $988m YTD reinvested in fueling growth 5. Highest margin(1) in the last 6 quarters 6. +130bps YOY EBITDA(1) margin expansion 7.

  • 290bps YOY working capital improvement

8. Leverage ratio improvement to 3.1x (pro forma of 2.9x including effects from Itambé settlement) 9. Controlling net income growth of +44.6% YOY

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Closing Remarks

(1) Q2’18 comparable figures, include IFRS 16 and the deconsolidation of Elopak JV

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SLIDE 38

LALA Day 2019

▪ Torreón, Coahuila, Mexico ▪ September 23 & 24, 2019

  • 3pm – Dairy farm and market visits
  • 8pm – Welcome dinner with LALA team

▪ September 24, 2019: 9am – 5pm

  • Management presentation
  • UHT Plant and Innovation Center visits

Mark your calendar

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Thank you!

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For more information: David González Peláez Elisa Manzato Elías Rangel +52 (55) 9177 5900 investor.relations@grupolala.com www.lala.com.mx