Camil institutional presentation jan22

Financial data is presented in accordance to the International Financial Reporting Standards and represents the Company’s
consolidated results in million reais (R$), unless otherwise indicated. Company fiscal year begins in March and ends in
February of the following year (inclusive). The results here presented includes recent transactions data as of its conclusion,
except when specified.
This presentation may contain forward-looking statements which are inherently difficult to predict. Actual results could
differ materially for a variety of reasons. Forward-looking statements speak only as of the date they are made and the
Company does not assume any obligation to update them in light of new information or future developments.
This material is published solely for informational purposes and is not to be construed as a solicitation or an offer to buy
or sell any securities or related financial instruments. Likewise it does not give and should not be treated as giving
investment advice. It has no regard to the specific investment objectives, financial situation or particular needs of any
recipient. 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.
This presentation contains resumed information which shall not be considered complete. Certain percentages and other
amounts included in this document have been rounded to facilitate its presentation. Thus, numbers presented as total in
some tables may not represent the arithmetic sum of the numbers that precede them and may differ from those presented
in the financial statements. Operational data are not audited, as they consist in measures which are not recognized by IFRS
or other accounting standards. Nor this presentation, neither anything here contained, should create basis for any contract
or commitment.
All information here contained are subject to adjustments and revisions without notice. By creating this presentation,
neither the Company, nor any of its affiliated companies, directors, executives or employees assume any obligation to
supply the receiver access to any additional information, update this presentation or any information, or correct any
inaccuracy in any of these information. This presentation does not contain all of the relevant information about the
Company.
Disclaimer
2

I. Camil Alimentos Overview
II. Key Investment Thesis
III. Successful Transactions
IV. ESG
V. Financial and Operational Highlights
Appendix
A. Financial Highlights: Recent Results
B. Selected Comparable Companies
Table of Contents
3

Section I
Camil Alimentos Overview

Camil: one of the largest food companies in LatAm
5
One of the Leading
Companies in LatAm
Leadershipin BrazilandLatAm across
differentbusinesssegments
Unique Expertise of the
Brazilian Market
Unmatchedexperiencein Braziland
provenabilityto growth intonew markets
Strong ESG Standards
Best-in-classcorporategovernancecoupledwith
a strongenvironmental& socialagenda
Solid Business Model with
Resilient Margins
Weeklyprice transferandabilityto
maintainprofitabilityinadverse scenarios
Broad Product Offering
Widerange of productsaddressing
differentvaluepropositionsto clients
Tangible Growth Avenues
Naturalmarketconsolidatorin Brazil,
alreadytested intopractice
(R$mn)
Net Revenues by Segment
1,513 1,313 1,407 1,784
2,776
3,582
2,601 2,935 3,683 3,331 3,346 3,915
5,354
1,075 1,294
1,265 1,332 1,403
1,481
2,112
22.9% 22.8% 24.2%
27.1%
24.1% 24.5% 23.2% 24.5% 24.7% 24.7% 25.7% 23.2% 22.2%
11.1% 9.4% 10.1% 11.7% 11.3% 10.5% 9.8% 10.0% 11.1% 10.5% 10.2% 8.2% 10.5%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
International Brazil Gross Margin EBITDA Margin
3,676 4,229 4,948 4,663 4,749
5,396
7,466
Strong Positioning
Strongcashpositionandinvestment
gradedebt profile

6
Camil At-a-Glance
Camil: one of the largest food companies in LatAm
Shareholder Structure¹ (%)
Notes:
(1) Camil Investimentos represents Quartiero’s family ownership and includes individual ownership; free float excludes treasury shares and related parties
(2) Does not include pet food business in Chile from LDA acquisition (pending conclusion)
Founded in 1963, Camil is a strong food platform for dry goods and recognized brands throughout LatAm
Camil
Investimentos
Other Free
Float
62.1% 5.4% 5.6% 24.7%
Management
and Related
Parties
Free Float 30.2%
December, 2021
 One of the largest food companies in LatAm
 Business model includes industrialization, commercialization and distribution of
grains, sugar, pasta, canned fish, coffee and other dry goods
 Well-known and recognized brands in Brazil, Uruguay, Chile, Peru and Equador
 Exports to more than 60 countries
Processing and Distribution Platform
Grains Processing Facilities: 26
- 11 in Brazil
- 15 International
Fish Processing Facilities: 1
Sugar Packaging Facilities: 1
Pasta Processing Facilities: 1
Coffee Processing Facilities: 1
Distribution Centers: 16
Rice Producing Regions
Beans Producing Regions
Camil’s Facilities²
31 processing
facilities
16 distribution
centers distributed
throughout LatAm
Operators in 5
countries and
multiple categories
in Brazil
Main Brands
Treasury
Shares
2.3%
Uruguay
Chile
Peru
Brazil
Ecuador
Grains and Dry Goods Sugar Fish Pasta Coffee
Iconic Brand Recognition: leadership in consumer brands
in Latam countries

Unique Expertise in the LatAm Market
Present for more than 50 years in the Brazilian everyday life, Camil was able to expand into new categories and geographies
7
Foundation, in
the city of
Itaqui-RS
Pioneer in distributing
packed rice (migration
from rice in bulk)
Inauguration of
the distribution
center in SP
Beans
commercialization
Acquisition of
SAMAN Brazil in
Pernambuco
Acquisition of
Camaquã plant
in RS
Logistics expansion: new
subsidiaries in North
and Northeast regions
Acquisition of Rio
Grande plant
(Brazil)
Acquisition of SLC Alimentos
Sale of La Loma (Argentina)
Acquisition of Bom
Maranhense (Brazil)
Camil’s
IPO in B3
Acquisition of canned
fish (Brazil) and Costeño
(Peru)
Acquisition of
sugar category
(Brazil)
Acquisition of
Carreteiro (Brazil) and
La Loma (Argentina)
Warburg Pincus
divestment (Buyback)
Acquistion of Pet Food
Business (Chile)¹
1963
1974
1975
1987
2001
2002
2005
2007
2008
2009
2010
2011
2013
2012
2014
2017
2018
2019
Private Equity History
1998 – 1st Private Equity: TCW (acquisition
of cooperative’s part. 50%)
2006 – TCW divestment
2011 – Gávea’s investment (31.75%)
2016 – Gávea’s divestment and Warburg
Pincus investment (same PM)
2017 – Warburg Pincus partial divestment
(23% sale on IPO, remaining a 9% stake)
2019 – Warburg Pincus total divestment
(Partially via Camil Repurchase Program)
2020
2021
¹
Acquisition of
Saman in Uruguay
Acquisition of
Tucapel (Chile)
Acquisition of
Paisana (Peru)
60’s: Foundation
80’s: Organic Expansion
90’s: Professionalization
2000’s: Acquisitions /
International Expansion
2017-2022: Recent
Transactions
Acquisitions
2001 – SAMAN Brazil in Pernambuco
2002 – Camaquã Plant (Brazil)
2007 – Saman (Uruguay)
2009 – Tucapel (Chile)
2010 - BB Mendes (Brazil)
2011 – Pescador and Coqueiro brands (Canned Fish – Brazil)
2011 – Costeño (Peru)
2012 – União and Da Barra brands (Sugar - Brazil)
2013 – Carreteiro (Brazil)
2013 – La Loma (Argentina)
2014 – Paisana (Peru)
2018 – SLC Alimentos (Brazil)
2018 – Sale of La Loma (Argentina)
2019 - Warburg Pincus divestment (Buyback)
2020 - Acquistion of Pet Food Business (Chile)¹
2021 – International: Acquisition in Ecuador (Rice – Dajahu)
2021 – Brazil: Acquisition of pasta business in Brazil (Santa Amalia),
coffee brands and processing in Brazil (Seleto and Café Bom Dia)
Note: (1) Acquisition pending conclusion - Companies continue to operate independently.
Strategic Acquisitions in Brazil (Pasta –
Santa Amália and Coffee) and
International (Rice and dry goods)
pasta
coffee

Differentiated Positioning Within Production Chain
Camil is not engaged in any step of the agriculture process
Main Brand
Agriculture
Origination
Processing
Packaging
Distribution
Marketing
Pricing and
Purchasing
Strategy
Grains and dry goods Sugar Fish Pasta
 Purchases at spot
prices
 Weekly cost
transfer
capability
 Company offers
storage to the
producers
 Advance to
producers: partial
inventories
guarantee
 Price paid to
producers
based on
Saman’s sale
price -
regulated price
system in
Uruguay.
 Stable margins
and no FX risk
(despite the
export-oriented
business)
 Local
purchases at
market price
(~50%)
 Also imports
rice from
Saman
(intercompany)
 Most part of
its rice
imported
from Saman
(intercompany)
 Long term supply
contract with
Raízen: guaranteed
volume (take-or-
pay)
 Contract pricing
based on
international sugar
prices (NY #11)
 Weekly cost
transfer capability
 Local
acquisitions at
market prices,
complemented
by import
contracts
 Concentrated
industry favors
price discipline
(2 players with
~90% market
share)
Coffee
 Local weekly
purchases at
market price
 ~130
suppliers
located close
to the plant
 Local
acquisitions
at market
prices
 Different cost
transfer
dynamics
 Local
acquisitions at
market prices:
suppliers
located close to
the plant
 Different cost
transfer
dynamics (1-2
months)
8

Product Portfolio
Complementary product portfolio composed of strong recognized brands, high value added items and value priced brands
Grains
-
Brazil
and other value
priced brands
Grains
and
dry
goods
-
International
Sugar
Pasta
Canned
Fish
Coffee
and other value
priced brands
value priced
brands
(launch in 1S22)
9

Section II
Key Investment Thesis

Leadership Positions
and Iconic Brand
Recognition
2
Wide Distribution
Network
1
Iconic Brand
Recognition:
leadership in
consumer brands in
latam countries
3
Key Investment Thesis
Solid Governance
and E&S Agenda
6
11
Acquisitions and
Tangible Growth
Opportunities
5
Solid Business
Model with Stable
and Resilient
Margins
4

Own
Sales
Force
38%
35%
21%
6%
Wholesale
Retailers
Key
Accounts
Outsourced
Sales
Force
Distributor
#
Indicates the
representativeness of
direct points of sale
by region in Brazil¹
28%
12%
14%
41%
4%
% Sales (ton)
2020
 95% of sales made by the
company’s own sales force
and 5% from distributors
(canned fish)
 More than 14,000 direct and
300,000 indirect point of
sales in Brazil¹
 Outsourced logistics (small
part + logistics intelligence
in Camil)
12
Key Accounts / Retailers
Key Accounts / Wholesale Stores
Strong distribution network with more than 400,000 points of sale, favoring the business expansion to new segments
Brazil: Reinforcing a Wide Distribution Network
Notes:
(1) Data Nielsen 2019

Main Competitor
Unique Footprint
 150,000 points of sale
reaching big part of the
population
 Wide presence across all
States of Brazil
Pricing Power
 "Brand of sugar": higher
prices compared to the
main competitors
Market Leadership

 Absolute Leadership with
82% of Top of Mind¹
 Total Company refined
sugar brands have 40%²
market share
Market Share

13

115
100
Sugar price³
1º
+5%
105
100
Camil Others
Rice Strategy
 Replicating the sugar model
from commodity to brand
 Increase premium price
Rice price³

Others
Iconic Brand Recognition and Premium Prices
Sugar Successful Case and Rice Strategy
+15%
38%
União: Brand of strong emotional bond, preferred by consumers and with greater perception of value
Notes:
(1) Top of Mind Camil Ipsos; (2) Nielsen Retail Index for Sugar (INA+C&C for 1kg – represents ~90% of refined market); (3) Price Index Nielsen
(launch in 1S22)
Coffee

14
Notes:
(1) White rice price index Nielsen Retail Index
Wide range of products addressing different value propositions to clients
Wide Product Offering
Rice Case in Brazil
Avg market selling price
115
105
100
95
Premium
Upper
mainstream
Mainstream
Value Priced
Products
Product Portfolio - Breakdown Portfolio Camil¹ Product Shelving
Avg. national prices
Avg. regional prices

169
123 142
209
315
375 361
423
547
490 483
442
787
22.9% 22.8% 24.2% 27.1% 24.1% 24.5% 23.2% 24.5% 24.7% 24.7% 25.7% 23.2% 22.2%
11.1% 9.4% 10.1% 11.7% 11.3% 10.5% 9.8% 10.0% 11.1% 10.5% 10.2% 8.2%
10.5%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
EBITDA Gross Margin EBITDA Margin
1,513 1,313 1,407
1,784
2,776
3,582
2,601 2,935
3,683 3,331 3,346
3,915
5,354
1,075
1,294
1,265
1,332 1,403
1,481
2,112
-13.2%
7.1%
26.8%
55.6%
29.0%
2.6% 15.0% 17.0%
-5.8% 1.8% 13.6%
38.4%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
International Brazil Growth
3,676
4,229
4,948
4,663 4,749
5,396
7,466
9,1%
5,9%
10,9%
6,7%
8,4%
4,3%
2,2%
-4,3%
-6,3%
2,0% 2,3%
1,3% 1,2%
5,1%
-0,1%
7,5%
3,9%
1,9%
3,0%
0,1%
-3,8% -3,6%
1,0% 1,1% 1,1%
-4,1%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Retail Sales Total GDP
For over 10 years, Camil has posted solid operational and profitable results, even with a slowdown in the Brazilian economy
15
Solid Business Model with Stable and Resilient Margins
Notes:
Company fiscal year begins in March and ends in February of the following year (inclusive); (1) BCB, Focus
Volume and Growth (mn ton, %)
EBITDA, Gross Margin and EBITDA Margin (R$mn, %)
Net Revenues by Segment (R$mn)
During 2015-16, Brazil GDP decreased
7.2% - returning to pre-2010 levels
Brazil: GDP and Retail Sales(1)
(% growth, real terms)
CAGR2008A-2Q20LTM 12.6%
CAGR2008A-3Q20LTM 13.0%
CAGR2008A-2020A 13.1%
538 556 600 596 630 743 750
68 69 76 72 80
92 94
591 545 553 541 526
516 552
32 37
40 36 35
39 37
534 586
706 732 630
634
687
4.2% 6.6% 11.8%
50.9% 52.7%
35.5%
1.7% 10.2% 0.2% -3.9%
6.5% 4.3%
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
International Fish Sugar Beans Rice Growth
852
2,024
1,901
1,978
1,974
1,792
1,762
1,300
564
505
473
454
2,111

16
The segments in which Camil operates present active price dynamics, with weekly price pass-through, ensuring stability of margins
Rice – Market¹ vs. Camil’s prices Beans – Market² vs. Camil’s prices
Sugar – Market³ vs. Camil’s prices Canned Fish – Camil Gross Price (in R$/kg)
Brazil: Rice, Beans and Sugar Case
Notes:
(1) CEPEA; rice indicator Esalq/Senar-RS 50kg; (2) Agrolink; beans indicator Sc 60kg; (3) CEPEA; Cristal Sugar indicator Esalq-SP 50kg
0,0
1,0
2,0
3,0
4,0
5,0
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
Nov-18 May-19 Nov-19 May-20 Nov-20 May-21 Nov-21
Camil
(R$/kg)
Esalq
Senar
(R$/50kg)
Brazil - Rice Price Camil - Gross Price
-
1,00
2,00
3,00
4,00
5,00
6,00
7,00
8,00
0
50
100
150
200
250
300
350
400
Camil
(R$/kg)
Agrolink
(R$/60kg)
Brazil - Beans Price Camil - Gross Price
-
0,5
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
0
20
40
60
80
100
120
140
160
180
200
Camil
(R$/kg)
Esalq
CEPEA
SP
(R$/50kg)
Brazil - Sugar Price Camil - Gross Price
-
5
10
15
20
25
30
Camil - Gross Price

Adjusted selling price (1) (CIF - R$/30kg)
Notes:
(1) Adjusted by the monthly inflation of the period, since Jan/2006; (2) Average of the year
(Gross
margin)
Average
sale price
(R$/30kg)2
Average
cost
(R$/30kg)2
Sale / Cost
Gross
margin2
Year
2006 38.7 22.6 1.7x 27.7%
Subtitle
Average purchase price (CIF - R$/30kg)
Gross margin (% net revenue)
Average selling price (CIF - R$/30kg)
Historically Camil has maintained resilient gross margins, mainly due to its weekly pricing capacity
Business Model: Proven Cost Transfer Capability (rice case)
Brazil: Rice Case
(Price:
CIF
–
R$/30kg)
2007 41.5 24.1 1.7x 26.9%
2008 52.1 33.1 1.6x 25.5%
2009 50.9 30.8 1.7x 23.3%
2010 52.0 29.9 1.7x 25.1%
2011 45.4 24.7 1.8x 27.8%
2012 53.7 32.9 1.6x 25.7%
2013 58.9 35.2 1.7x 23.7%
2014 63.0 37.4 1.7x 24.0%
2015 65.9 36.9 1.8x 24.7%
2016 79.1 45.2 1.7x 24.6%
2017 75.5 41.6 1.8x 24.3%
2018 75.5 40.8 1.9x 25.5%
2019 76.5 44.2 1.7x 19.7%
2020 118.0 78.9 1.5x 20.5%
–
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
80,0%
90,0%
100,0%
-
20
40
60
80
100
120
140
160
Jan-06
Jul-06
Jan-07
Jul-07
Jan-08
Jul-08
Jan-09
Jul-09
Jan-10
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Jul-16
Jan-17
Jul-17
Jan-18
Jul-18
Jan-19
Jul-19
Jan-20
Jul-20
Jan-21
17

Brazil – RICE1,2
#1 14%
#2 Player 2 6%
#3 Player 3 3%
Consolidation of the Brazilian grains market coupled with geographical expansion
Acquisitions and Tangible Growth Opportunities
Notes:
(1) Market shares referring to total Camil Company brands; (2) Nielsen Retail Index for Rice (INA+C&C Dez20-Jan21); (4) Nielsen Scantrack Index for Beans (AS+C&C Dez20-Jan21)
Consolidation New Categories: Dry Goods
New Geographies: LatAm
Brazil – BEANS1,2
#1 Player 1 14%
#2 9%
#3 Player 3 3%
Rice Beans
1st 2nd
R$342bi
High growth opportunities for dry goods in Brazil
Pasta - R$8.1 bi
Coffee - R$19.7 bi
Flour - R$12.5 bi
2%
6%
4%
88%
Camil's wide distribution network enables synergies in tapping new
categories
5.4%
2.5%
1.9%
Chile
Ready for
new
categories
Rice sales Growth
(CAGR 2016-2021)
New geographies and new categories on LatAm
Regions with focus on
expansion
New markets
Argentina
Peru Colombia
IV III
II
I
V
42%
20%
3%
14%
18%
11%
6%
19%
22%
16%
VII
3% 12%
VI
6% 13%
% rice market share1,2 - Camil
% rice consumption by region
IV III
II
I
V
22%
6%
1%
2%
13%
15%
11%
14%
24%
17%
VII
2% 7 %
VI
6% 10%
% beans market share1,3 - Camil
% beans consumption by region
18

Experience
Education
Experience
Education
Notes:
(1) Statutory directors.
Leadership with Wide Experience in the Sector
Years of Experience in Camil Years of Experience in the market
29 29
Luciano Quartiero1
CEO
Experience
Education
19 43
Renato Gastaud
LatAm Director
Experience
Education
5 24
Renato Costa
Operations Director
3 22
Erika Magalhães
Human Resources Director
5 26
Flavio Vargas, CFA1
CFO and IR Director
Experience
Education
1 21
Daniel Cappadona
Comercial and Marketing
Director
13 34
André Ziglia
Supply Director
Experience
Education
Experience
Education
 Variable remuneration of all directors
are necessarily linked to EBITDA,
volumes/profitability and ESG goals
Management team with solid experience in the sector
19

Section III
Successful Transactions

21
2016 - 2019
1998 - 2010 2011 - 2016 2017 - now
1998 - 2006
2011 - 2016
Private
Equity
Private Equity History
1998 – 1st Private Equity: TCW
(acquisition of cooperative’s part. 50%)
2006 – TCW divestment
2011 – Gávea’s investment (31.75%)
2016 – Gávea’s divestment and
Warburg Pincus investment (same PM)
2017 – IPO and Warburg Pincus partial
divestment (23% sale, remaining a 9%
stake)
2019 – Warburg Pincus total
divestment (Partially via Camil
Repurchase Program)
Acquisitions
2001 – SAMAN Brazil in Pernambuco
2002 – Camaquã Plant (Brazil)
2007 – Saman (Uruguay)
2009 – Tucapel (Chile)
2010 - BB Mendes (Brazil)
2011 – Pescador and Coqueiro brands
(Canned Fish – Brazil)
2011 – Costeño (Peru)
2012 – União and Da Barra brands
(Sugar - Brazil)
2013 – Carreteiro (Brazil)
2013 – La Loma (Argentina)
2014 – Paisana (Peru)
2018 – SLC Alimentos (Brazil)
2018 – Sale of La Loma (Argentina)
2019 - Warburg Pincus divestment (Buyback)
2021 – International: Acquisition in Ecuador
(Rice – Dajahu)
2021 – Brazil: Acquisition of pasta business
in Brazil (Santa Amalia), coffee brands and
operation in Brazil (Seleto and Café Bom Dia)
M&A
(sold in 2018)
Note: (1) Acquisitions pending conclusion - Companies continue to operate independently.
(Ecuador)
(Pasta- Brazil)
(Coffee- Brazil)
Solid Track Record of Successful Transactions
Camil’s M&A history reflects its ability to find and deliver new opportunities and synergies
(Grains- Brazil)

Substantial Growth in Number of
Investors to 45k on Dec.21 from
2.0k Investors on Nov.17
22
2017: Camil’s IPO
Camil successfully completed its Initial Public Offering on September 2017
IPO Highlights Ibovespa vs. Camil
Corporate Governance Shareholder’s Profile
Notes:
(1) Broadcast; (2) Camil Investimentos represents Quartiero’s family ownership and includes individual ownership; free float excludes treasury shares and related parties and includes Franklin Templeton
R$9.00 / share
Priced on September 26, 2017
41.0 million ONs
Primary Offering
86.5 million ONs
Secondary Offering
R$1.2 billion
Offering Size
R$357.0 million
Net proceeds from Primary Offering
Camil is listed on B3’s
Novo Mercado
segment, the highest
level of corporate
governance
Price Base 100 as of Camil’s IPO (September 28, 2017)¹
December, 2021
Investors
Breakdown
# of
Investors
# ON
(mn)
%
ON
Institutional 102 74 20%
Controlling holders
& Related Parties
5 249 68%
Pension Funds 29 16 4%
Retail/Ind. Holders 44.830 30 8%
Total 34,013 370 100%
55%
45%
% number
of investors
 Common voting shares only
 100% Tag along
 50% of independent Board
Members
 Minimum Free Float of 25%
 OPA by fair value
 Minimum dividend/JCP of 25% of
the net profit (in compliance with
Law No 6.404)
Base 100 Volume
Treasury Shares
2,3%
Camil
Investimentos
68%
Free
Float
30%
R$0
R$20
R$40
R$60
R$80
R$100
R$120
R$140
50
70
90
110
130
150
170
190
Sep-17
Oct-17
Nov-17
Dec-17
Jan-18
Feb-18
Mar-18
Apr-18
May-18
Jun-18
Jul-18
Aug-18
Sep-18
Oct-18
Nov-18
Dec-18
Jan-19
Feb-19
Mar-19
Apr-19
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Volume (R$mn) CAML3 Ibovespa

Date
23
Share Repurchase Programs
Program #1
5,821,571 ON
% Acquired
100%
R$7.77
Launch
Dec. 2017
Conclusion
Jun. 2018
Treasury
5.8mn ON
Total ON
410mn ON
Program #2
3,565,275 ON
% Acquired
100%
R$7.02
Launch
Apr. 2019
Conclusion
Aug. 2019
30,665,030 ON
from Warburg Pincus
% Acquired
100%
R$6.25
Launch
Nov. 2019 - ESM
Conclusion
Nov. 2019
Number of Shares
Average
Share Price Total shares
Treasury
9.3mn ON
Total ON
410mn ON
Treasury
-
Total ON
370mn ON
Program #5
Launch
Sep. 2020
Conclusion
Mar. 2021
4,000,000 ON
% Acquired
100%
R$11.89
Treasury
4.0mn ON
Total ON
370mn ON
Camil focused on maximizing the company’s capital allocation and generate value to its shareholders
Program #3
(Private
Acquisition)
Program #4
Launch
Abr. 2021
Conclusion
Nov. 2021
4,000,000 ON
% Acquired
100%
R$9.83
Treasury
8.0mn ON
Total ON
370mn ON
Notes:
(1) Treasury shares position and average share price purchased up to January 2022
Program #6
(Ongoing)
Launch
Nov. 2021
Conclusion (estimate)
Feb. 2022
2,000,000 ON
% Acquired
70%
R$9.58
Treasury
9.4mn ON
Total ON
370mn ON

24
Debt Issuances
Emissions 1st CRA (settled) 2nd CRA (settled) 3rd CRA (settled) 4th CRA 9th Debenture 10th Debenture 11th Debenture
Emission Date Dec/2016 Jul/2017 Dec/2017 Apr/2019 Sep/2020 May/2021 Nov/2021
Emission 5th Deb. Issuance 6th Deb. Issuance 7th Deb. (ICVM 476) 8th Deb. Issuance 9th Deb. Issuance 10th Deb. Issuance 11th Deb. Issuance
Securitization
Company
Eco Securitizadora Eco Securitizadora Eco Securitizadora Eco Securitizadora - - -
Total Amount R$402 million R$405 million R$168 million R$600 million R$350 million R$600 million R$650 million
Cost / serie
1st: 99% CDI p.a.
2nd: 100% CDI p.a.
1st: 97% CDI p.a.
2nd: 98% CDI p.a.
Single:
98% CDI p.a.
1st: 98% CDI p.a.
2nd: 101% CDI p.a.
Single:
CDI +2.7% p.a.
Single:
CDI +1.7% p.a.
1st
: CDI+1.55% p.a.
2nd
:CDI+1.55% p.a.
Amortization
Bullet - Series:
1st: 3 years (Dec/19)
2nd: 4 years (Dec/20)
Bullet - Series:
1st: 3 years (Jul/20)
2nd: 4 years (Jul/21)
Bullet
4 years (Dec/21)
Bullet - Series:
1st: 4 years (Apr/23)
2nd: 6 years (Apr/25)
2 amortizations on
4th year and 5th
year (maturity)
Bullet
3 year maturity
2 amortizations
and 7 year
maturity
Interest Semester Semester Semester Semester Semester Semester Semester
Financial
Covenant
Net Debt/EBITDA LTM
< 3.5x
Net Debt/EBITDA
LTM <3.5x
Net Debt/EBITDA
LTM <3.5x
Net Debt/EBITDA LTM
<3.5x
Net Debt/EBITDA
LTM <3.5x
Net Debt/EBITDA
LTM <3.5x
Net Debt/EBITDA
LTM <3.5x
Liability Management: reduction on cost of debt and amortization profile schedule
2017-2020: liability management with CRA
emissions (stretch amortization profile + cost
reduction)
2020-2022: new debenture issuance to meet
Camil’s new acquisitions; 1st series green
bond for Camil’s ESG project (new thermo);
and
IFC financing under negotiation for Ecuador
acquisition.
We continue to work on replacing loans
with less expensive ones and stretch our
amortization profile.
Agribusiness Receivables Certificate (CRA)
Rating
Amortization Schedule
National: brAAA (stable)
Global: BB- (stable)
ESG: (E3; S2; G2)
Last update on July, 2021
919
436
760
822
20
650
R$0
R$100
R$200
R$300
R$400
R$500
R$600
R$700
R$800
R$900
R$1.000
2022 2023 2024 2025 2026 Depois de
2026
Aug-21 Nov-21

25
M&A Recent Transactions – Summary
Acquisitions in line with the Company's expansion strategy and an important step forward in new markets
Acquisition
SLC Alimentos
(Brazil)
Dajahu
(Ecuador)
Santa Amália
(Brazil)
Seleto
(Brazil)
Café Bom Dia
(Brazil)
• Consolidation and
greater
competitiveness in
the Grain market
Investment
Thesis
• Entry into the
Ecuadorian Market;
• Leader in the Rice
segment
• Entry into the Pasta
Segment in Brazil
• Brand acquisition to
support Camil’s
launch in the Coffee
Segment
Acquisitition
Total Amount
R$ 308 million¹ R$ 200 million¹ R$ 410 million Not Disclosed R$ 63 million
Brands
• Investment in Café
Bom Dia brand and
its operations in
Minas Gerais
Notes:
(1) Considering FX at the time of the announcement; (2) pending conclusion

Highlights¹
12M17
(Dec. 31, 2017)
Net Revenues (R$mn) 512
Gross Profit (R$mn) 112
Gross Margin (%) 21.9%
EBITDA (R$mn) 32
EBITDA Margin (%) 6.2%
Net Income (R$mn) 12
Net Margin (%) 2.7%
Volume (k ton) 221
Rice (k ton) 205
Beans (k ton) 16
26
M&A Recent Transactions 2018 | SLC Acquisition (Brazil)
Acquisition
Investment
Overview
Acquisition of 100% of
SLC Alimentos Ltda. on Dec/2018
Total R$308mn (R$140mn in cash + R$40mn of retention
+ R$128mn of net debt as of Dec. 2017)
Acquisition aligned to the Company’s expansion strategy and an important step towards the consolidation of the grain market in Brazil
• Consolidation of the grain market in Brazil
• Portfolio composed with relevant brands in the value pricing segment and brand
• Increase in volumes on rice and beans category, strengthening Camil’s competitiveness
• Growth acceleration on South, Southeast and Northeast regions in Brazil
• Complementarity of logistics and distribution platforms
• Potential synergies of R$10mn/year in COGs and G&A and R$80mn in Tax Credits
Highlights
Brands
Combo
7%
32%
1%
8%
8%
2%
21%
2%
2%
5%
3%
2%
2%
0%
0%
0%
Total Brazil
Greater São Paulo
South
NE
Int. São Paulo
SE (ex-SP RJ)
Rio de Janeiro
Midwest
9%
37%
4%
10%
10%
2%
21%
2%
Camil SLC Alimentos
Notes:
(1) Camil Alimentos and SLC Alimentos Market Share Data Nielsen (Retail + Wholeretail)- Data of the acquisition announcement
Rice Market Share
by Region (%)¹

27
M&A Recent Transactions 2021 | DAJAHU (Ecuador)
Acquisition
Investment
Overview
Highlights
Acquisition in Ecuador of the Assets of the Rice Operation of
Agroindustrias Dajahu S.A. and 100% of Transportes Ronaljavhu S.A.
Acquisition aligned to the Company's strategic expansion objectives and entry into new geographies
• Entry into the Ecuadorian market, new geography for Camil in Latin America
• Leadership in the rice segment with aged rice and growth potential
• Top 10 Company in the Ecuadorian Food Sector and among the 500 largest companies in the
country
• Highlight on the rice’s importance, as the most consumed food in the country
• IFC hired to structure the transaction financing
Brands
Total: US$36.5 million
Highlights¹
12M20
(Dec. 31, 2020)
Net Revenues (R$mn) 268
Gross Profit (R$mn) 35
Gross Margin (%) 13.0%
EBITDA (R$mn) 21
EBITDA Margin (%) 8.0%
Net Income (R$mn) 10
Net Margin (%) 3.8%
Volume (k ton) 120
20% market share in aged rice in Ecuador and 7% in
total rice consumption
Company Sales Breakdown:
Traditional
Channel
50%
Markets/Fairs
30%
Modern
Channel
20%
Distributors:
~2.000
Rice Category:
・70% white rice
・30% aged rice
Ecuador Total Production:
1.700k ton
Sales Format:
・10% packaged
・90% in bulk

28
Acquisition
Investment
Overview
Highlights
100% of Pastifício Santa Amália S.A.
of Alicorp HoldCo España S.L. and Alicorp Invesiones S.A.
Acquisition aligned with the Company's strategic expansion objectives and an important step towards the
strategy of entering new categories in Brazil
• Acquisition marks the entry in the pasta category in Brazil
• Portfolio includes well known recognized brands in pasta category
• Absolute leadership in the state of Minas Gerais and Area 2, with premium, mainstream and
valued priced brands
• Geographical complementarity with leadership in regions with great growth potential in grains
categories for Camil
• Great growth potential
Brands
Total: R$410 million
 Top of Mind prized brands
 Net Revenue of R$476mn in 2020
 Approx. Volume of 105k ton in 2020
 991 employees in 2020
 Single Industrial Unit in Machado/MG:
Area 2
Area
36.5% #1
Minas Gerais (MG)
Total Brazil 7.0% #4
Leadership position in Minas Gerais and Area 2
Share Position
41.5% #1
M&A Recent Transactions 2021 | Santa Amália (Brazil)

29
M&A Recent Transactions 2021 | Café Bom Dia (Brazil)
Investment
Investment
Overview
Investment in Café Bom Dia and Agro Coffee
Investment in line with the Company's strategic objectives of operating in the Coffee segment
• Industrial plant located in Varginha (MG) will allow operationalizing the Company's operations in
coffee with the Seleto and União brands
• Company in Judicial Reorganization
• Complete portfolio that includes lines of coffee and other value-added products in the category
(cappucino, filter, among others)
• 2 brands, with Café Bom Dia as the main one
• National and export brands
Highlights
Brands and
Products
Varginha, MG
Brazil is the second largest coffee consumer market in the world
Per capita consumption in 2020 of 4.79 kg
82% of the sector is made up of micro and small companies
96.7% penetration with 14.5 purchase frequency
R$10.3 billion market in Brazil

Governance: Councils and Committees
Jairo Quartiero
(Chairman)
Piero
Minardi
(Warburg Pincus)
Rodrigo
Colmonero
(NEO Investimentos)
Thiago
Quartiero
Jacques
Quartiero
José Fay
(Board Member at J.Macedo
former CEO of BRF)
Carlos Júlio
(Former-CEO of
Tecnisa and HSM of
Brasil)
Founding Family
Independent Members
Board of Directors
Camil is listed on the Novo Mercado, the segment of B3 with the highest standard of Corporate Governance. Only common shares, with
100% tag along, can vote in resolutions
Councils and Financial Committees People/ESG Committees
 2-year term, re-election allowed
Minimum 20% of members must be
independent directors
Current terms end in June/2022
Fiscal Council
Formed by 6 members, 3 effective and 3
alternates.
 Term of one year, and current terms also end in
June/2022
Audit Committee
Responsible for accounting, internal controls,
financial reports, auditing and compliance matters
Formed by 3 effective members
Finance, Investments and Risk Committee
Responsible for analysis of results, investment
plan, financing plan, capital structure, liquidity
and cash flow
Strategy, Innovation, Brands and Market
Committee
 Term of one year, and current terms also end in
June/2022
Personnel Management Committee
Responsible for analyzing and implementing
different policies, practices, strategies and
structures related to the development and
management of people, as well as opportunities
and risks to which the Company is exposed
ESG and Ethics Committee
Responsible for supporting the Board of
Directors on ESG issues, they also analyze issues
brought up by the working groups
Formed by 3 effective members (1 independent
member)
ESG Internal Committee
Responsible for discussing ESG strategy and
monitor the working groups goals
Formed by 3 executive directors (including CEO)
31

5-year strategic planning
now also carries out ESG
practices
Variable remuneration is linked
to ESG goals
Impact and differentiation to the
business model, people and
environment
Recipe:
Commitment to create
a positive impact and
mitigate E&S risks the
Company’s business
sector generates
Preparation Method:
governance that
encourages the creation
of mechanisms for ESG
practices
Ingredients:
Integration of
environmental, social
and governance
aspects, nurturing
Camil's ESG
commitment
ESG commitment: 1Y
goals and 5Y agenda
for Camil
8 working groups in ESG
material themes
Multidisciplinary teams (+60
people), distributed in the 5
countries where Camil operates
Monthly meetings to evaluate
and improve ESG themes
Created in January, 2021
Support to the Board of
Directors on social,
environmental, integrity and
governance issues
Formed by 3 members, being
one independent member
Support to ESG and Ethics
Committee
Formed by 4 directors, for
monitoring the working
groups to implement goals
and adherent practices
ESG and
Ethics
Committee
Internal
ESG
Committee
Working
Groups
5Y ESG
Goals
ESG Management ESG’s Success Recipe
Integration of best practices into the business management and development strategy, focused in a sustainable growth
ESG Governance
32

33
E&S Highlights
Environmental
 New Project: construction of a new thermoelectric plant
focused on self-sufficiency Renewable Energy generation
 2021: 95% of the Renewable Energy used in our plants in
Brazil comes from renewable sources, 40% of which is
produced by us from biomass in Small Thermoelectric Plants
already owned by Camil;
 Reduction in the consumption of Megawatt per ton by 8% on
2021, increasing the energy efficiency of its plants and
factories
 Reverse Logistics, in compliance with the National Solid
Waste Policy (PNRS) and other state waste policies
 In 2021, 2.6 thousand tons of steel, 1.9 tons of plastic and
685 tons of paper and cardboard were recycled.
 Several projects focused on new packaging reduction and
waste generation
 ~400k ton food donated during Covid-19 crisis + donation
of health equipment and products in municipalities we
operate
 Donations of Products close to Maturity to Banco de
Alimentos
 Several donation campaigns, including AACD volunteer
campaign among employees for direct salary donation
 Entrepreneurs of the Favela (Makro Atacadista)
 Internationally recognized quality systems and certifications
 Highlights: FSMA, SIF Seal, Food Safety System Certification
(FSSC) – Camaquã, Global Markets Program, Kosher Supplier,
Good Practices of Manufacturing (GPM); International:
British Retail Consortium (BRC), Cotrisa Seal, Hazard
Analysis and Critical Control Points (HACCP)
Renewable Energy
Waste Management
Food Quality and Safety
Social
 Financing Program for Smaller Producers (education,
assistance with agronomists and monitoring): Aimed at
small and medium-sized suppliers, the program's objective
is to raise the standard of the food produced, as well as to
economically support and develop agricultural producers in
the regions which Camil operates.
 Series of measures to ensure employees safety and health,
including the creation of a health and work safety working
group
 Diagnosis of Diversity and Inclusion and D&I work group
creation
 Camil Vida Saudável (Camil Healthy Life Program)
 União Campaigns: Gastromotiva and União Amigo Secreto
 União: Doce Futuro
 Product Portfolio and Communication focused on Health and
Education for Healthy Eating on Social Media
Community Relations
Supplies
People
Campaigns

Section V
Financial and Operational Highlights

0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
3Q08 3Q09 3Q10 3Q11 3Q12 3Q13 3Q14 3Q15 3Q16 3Q17 3Q18 3Q19 3Q20 3Q21
401 414
443
494
525
583
538
556
600 596
630
743 750
250
350
450
550
650
750
850
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
2
Camil Historical Annual Volume (k ton)
35
Brazil Food Segment | Rice
Substantial Historical Growth in a Fragmented Industry: Consolidation Opportunity
CAGR 08-20’: +4.9%
•Wide and
fragmented market
•High industry
consolidation
opportunity
•Stable consumption
Industry
Market Prices vs. Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)
Industry Highlights¹
Through Organic and
Inorganic Growth, Camil
is an Undisputed Market
Leader in Rice Brazil
IV III
II
I
V
42%
20%
3%
14%
18%
11%
6%
19%
22%
16%
VII
3% 12%
VI
6% 13%
% rice market share² - Camil
% rice consumption by region
market share in
São Paulo City
Notes:
(1) Nielsen Retail Index for Rice (INA+C&C); (2) CEPEA; rice indicator Esalq/Senar-RS 50kg
Active price dynamics with
weekly price pass-through
to customers
Brazil – RICE
#1 14%
#2 Player 2 6%
#3 Player 3 3%
0,0
1,0
2,0
3,0
4,0
5,0
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
Camil
(R$/kg)
Esalq
Senar
(R$/50kg)
Organic grains growth by year
~5-6% in volumes since 2008

0
5.000
10.000
15.000
20.000
25.000
30.000
35.000
40.000
3Q08 3Q09 3Q10 3Q11 3Q12 3Q13 3Q14 3Q15 3Q16 3Q17 3Q18 3Q19 3Q20 3Q21
53
60
62
66
62
74
68 69
76
72
80
92 94
30
40
50
60
70
80
90
100
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
36
Brazil Food Segment | Beans
Substantial Historical Growth in a Fragmented Industry: Consolidation Opportunity
•Wide and
fragmented market
•High industry
consolidation
opportunity
•High Price Volatility
(3 crops/year)
Industry
Market Share
#1 Player 1 14%
#2 9%
#3 Player 3 3%
2
Active price dynamics with weekly
price pass-through to customers
Wide and fragmented
market with High Growth
Opportunity
CAGR 08-20’: +4.5%
Notes:
(1) Nielsen Scantrack Index for Beans (AS+C&C); (2) Agrolink; beans indicator Sc 60kg
IV III
II
I
V
22%
6%
1%
2%
13%
15%
11%
14%
24%
17%
VII
2% 7%
VI
6% 10%
% beans market share² - Camil
% beans consumption by region
-
1,00
2,00
3,00
4,00
5,00
6,00
7,00
8,00
0
50
100
150
200
250
300
350
400
Camil
(R$/kg)
Agrolink
(R$/60kg)
Organic grains growth by year
~5-6% in volumes since 2008
(2018 high growth: SLC
Alimentos acquisition)

0
50.000
100.000
150.000
200.000
250.000
3Q12 3Q13 3Q14 3Q15 3Q16 3Q17 3Q18 3Q19 3Q20 3Q21
545 553 541 526 516
556
-
100
200
300
400
500
600
700
800
900
2015 2016 2017 2018 2019 2020
37
Brazil Food Segment | Sugar
Iconic Brand Recognition in a Resilient and Consolidated Industry
CAGR+0.3%
•Consolidated industry
•Concentrated on one
supplier – long term
contract, take-or-pay
•Vertically integrated
competitors
Industry
Market Share
#1 41%
#2 Player 2 25%
#3 Player 3 10%
2
Active price dynamics with weekly
price pass-through to customers
Undisputed Market
Leader in a resilient and
consolidated industry
115
100
+15%
Main Competitor
 “Brand of sugar" higher prices
compared to the main competitors
Sugar premium price
Notes:
(1) Nielsen Retail Index for Sugar (INA+C&C 1kg – represents ~90% of refined market); (2) CEPEA; Cristal Sugar indicator Esalq-SP 50kg.
-
0,5
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
0
20
40
60
80
100
120
140
160
180
200
Camil
(R$/kg)
Esalq
CEPEA
SP
(R$/50kg)
Camil is focused on
maintaining União’s leadership

0
2.000
4.000
6.000
8.000
10.000
12.000
14.000
16.000
3Q12 3Q13 3Q14 3Q15 3Q16 3Q17 3Q18 3Q19 3Q20 3Q21
37
40
36
35
39
37
20
30
40
50
2015 2016 2017 2018 2019 2020
38
Brazil Food Segment | Canned Fish
Very Consolidated Industry with Opportunity of Consumption Growth
•Very Consolidated
industry
•Industry Consumption
Growth
Industry
Active price dynamics – increases
may impact protein consumption
Market Share
#1 Player 1 41%
#2 40%
Market Share
#1 Player 1 54%
#2 23%
Tuna
Sardine
 Trend of healthier consumption habits
switching other proteins for fish
Seasonality during
pre-lent period
CAGR+0.1%
Notes:
(1) Euromonitor; Nielsen Retail Index for Sardine and Tuna (INA+C&C)
18
19
20
21
22
23
24
25
26
Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 Aug-19 Nov-19 Feb-20 May-20 Aug-20 Nov-20 Feb-21
Camil - Gross Price (R$/kg)

•Restricted domestic market
•Export Market
•~90% of rice produced in Uruguay is exported
•Uruguayan rice presents a price premium when
facing it’s main competitors
Leadership Positions in Several of the Most Attractive Countries in Latin America
39
International Food Segment | LatAm Branded Platform
Domestic
Market
Domestic
Market
Export
Market Uruguay
Industry
Historical Annual
Volume (k ton)
Historical Quarterly
Volume (k ton)
#1 48%¹
Market Share
•Mature Market with great retail store chains
•Solid brand recognition and wide market share;
•Supply dependent of imports (~50%)
•Recently expanded operations for new categories
(Pet Food Acquisition)²
Industry
Historical Annual
Volume (k ton)
Volume (k ton)
#1 33%²
Market Share
Chile
•Great growth potential referring to the migration
from bulk to packaged commercialization
•Costeño is prepared to absorb this change rapidly
(leader brands, agile supply)
•Wide and fragmented domestic market
Industry
Historical Annual
Volume (k ton)
Volume (k ton)
#1 37%³
Market Share
Peru
Volume
23%
Net Revenue
22%
Volume
4%
Net Revenue
7%
Volume
4%
Net Revenue
7%
Notes:
(1) Uruguay: market share Consecha Comision Sectorial del Arroz; (2) Nielsen Scantrack Chile; (3) Kantar Worldpanel Peru; (4) % refer to the impact of each country in consolidated Volume and Net Revenue
375 401
530 548
458 461
505
2014 2015 2016 2017 2018 2019 2020
12,000
16,000
20,000
24,000
4Q14 4Q15 4Q16 4Q17 4Q18 4Q19
CAGR+4.3%
12,000
16,000
20,000
24,000
4Q14 4Q15 4Q16 4Q17 4Q18 4Q19
67
78
72
76
79
84
83
2014 2015 2016 2017 2018 2019 2020
CAGR+3.1%
92 94
86
94
84
89 90
2014 2015 2016 2017 2018 2019 2020
CAGR-0.1 %
10,000
15,000
20,000
25,000
30,000
4Q14 4Q15 4Q16 4Q17 4Q18 4Q19
4
4
4
4
4
4

169
123 142
209
315
375 361
423
547
490 483
442
787
22.9% 22.8% 24.2% 27.1% 24.1% 24.5% 23.2% 24.5% 24.7% 24.7% 25.7% 23.2% 22.2%
11.1% 9.4% 10.1% 11.7% 11.3% 10.5% 9.8% 10.0% 11.1% 10.5% 10.2% 8.2%
10.5%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
EBITDA Gross Margin EBITDA Margin
1,513 1,313 1,407
1,784
2,776
3,582
2,601 2,935
3,683 3,331 3,346
3,915
5,354
1,075
1,294
1,265
1,332 1,403
1,481
2,112
-13.2%
7.1%
26.8%
55.6%
29.0%
2.6% 15.0% 17.0%
-5.8% 1.8% 13.6%
38.4%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
International Brazil Growth
3,676
4,229
4,948
4,663 4,749
5,396
7,466
9,1%
5,9%
10,9%
6,7%
8,4%
4,3%
2,2%
-4,3%
-6,3%
2,0% 2,3%
1,3% 1,2%
5,1%
-0,1%
7,5%
3,9%
1,9%
3,0%
0,1%
-3,8% -3,6%
1,0% 1,1% 1,1%
-4,1%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Retail Sales Total GDP
For over 10 years, Camil has posted solid operational and profitable results, even with a slowdown in the Brazilian economy
40
Notes:
Company fiscal year begins in March and ends in February of the following year (inclusive); (1) BCB, Focus
Volume and Growth (mn ton, %)
EBITDA, Gross Margin and EBITDA Margin (R$mn, %)
Net Revenues by Segment (R$mn)
During 2015-16, the GDP decreased 7.2%
- returning to pre-2010 levels
Brasil: GDP and Retail Sales(1)
(% growth, real terms)
CAGR2008A-2Q20LTM 12.6%
CAGR2008A-3Q20LTM 13.0%
CAGR2008A-2020A 13.1%
538 556 600 596 630 743 750
68 69 76 72 80
92 94
591 545 553 541 526
516 552
32 37
40 36 35
39 37
534 586
706 732 630
634
687
4.2% 6.6% 11.8%
50.9% 52.7%
35.5%
1.7% 10.2% 0.2% -3.9%
6.5% 4.3%
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
International Fish Sugar Beans Rice Growth
852
2,024
1,901
1,978
1,974
1,792
1,762
1,300
564
505
473
454
2,111

986
1.149
1.330
998 1.003
1.260
1.170
1.014 1.074
1.215
744
571 604
829
925
1.032 1.057
1.273
1.566
1.033
1.196
1.327 1.303
1.080 1.124 1.196
1.690
2,7 x
3,1 x
3,4 x
2,4 x 2,2 x
2,4 x
2,1 x
1,9 x 2,0 x
2,5 x
1,6 x
1,2 x
1,4 x
1,8 x 1,9 x
2,1 x 2,2 x
2,9 x
3,7 x
2,3 x 2,2 x
2,0 x
1,7 x
1,4 x 1,5 x 1,6 x
2,3 x
3,5x
1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21
Net Debt Net Debt/ EBITDA LTM Covenant
Indebtedness Profile
Source: Company and Bloomberg
Amortization Schedule Camil Credit Rating
Indebtedness Evolution (R$mn, x)
Strong capital discipline coupled with continuous liability management allow a healthy indebtedness profile
2.3x
Net Debt /
EBITDA LTM
3T21
Quarterly seasonality due to working capital seasonality; greater cash release in 4Q
S&P latest update in June/2021
919
436
760
822
20
650
R$0
R$100
R$200
R$300
R$400
R$500
R$600
R$700
R$800
R$900
R$1,000
2022 2023 2024 2025 2026 After 2026
Aug-21 Nov-21
41

42
Cash Flow Generation
Source: Company
(1) Free Cash Flow stands for: net income +/- financial result + D&A +/- working capital - CAPEX; 2) Acquisition of pet food business in Chile from LDA, pending conclusion
CAPEX CAPEX as % Gross Revenues
Historical Free Cash Flow (R$mn)1
CAPEX Evolution (R$mn)
(2)
Working Capital Quarterly Evolution (R$mn)
5.6% 5.1% 4.2% 1.5% 1.8%
5.4%
1.9% 2.3%
2013 2014 2015 2016 2017 2018 2019 3Q20
2020
R$0
R$250
R$500
R$750
R$1,000
R$1,250
R$1,500
R$1,750
R$2,000
R$2,250
R$2,500
1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20
Accounts Receivable Inventories Adv. to Suppliers Suppliers Total Working Capital
Seasonal quarterly cash flow mainly explained by working
capital seasonality and CAPEX from acquisitions
-800
-300
200
700
1200
1700
1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21
Capex Working Capital Variation Operating Cash Flow

Camil
Leadership with unique brand awareness in all categories/countries which it operates
4
Wide distribution network
5
Compelling business model with volume growth and resilient margins
6
Management team with high experience in the sector + high standards of corporate governance in LatAm
7
Strong cash position with historical cash flow generation and investment grade indebtedness profile
8
Best-in-class governance and strong E&S agenda
9
Key Takeaways
Market
Resilient demand
The Company’s main markets proves resilient to economic downturns as the consumption of its categories has a strong cultural appeal, being a pillar of
the LatAm consumers typical diet
1
Low exposure to fluctuations in commodities prices
The market dynamics differ materially from the general commodity market, as the quality perception and brand awareness are key factors in customers
buying decision process
2
Weekly price pass-through
Our categories have active price dynamics, with weekly price pass-through, ensuring stability of margins, even in macro stress scenarios in LatAm
3
Growth Avenues
Consolidated platform uniquely positioned for sustainable growth
Camil has a consolidated and scalable distribution platform, positioning the company to leverage on the development on regional growth strategies
throughout LatAm
10
High potential for inorganic growth
Leadership position across all segments the Company operates, coupled with its distribution platform, enabling fast and efficient integration of new
operations and capacity to capture synergies on dry goods categories and new countries
11
43

Appendix
A. Recent Results
3Q21 Earnings Highlights

45
Highlights
Acquisitions
November/21 and Subsequent Events
 Project for Renewable Energy Generation: The
Company announced the investment in the construction of a new
thermoelectric plant, which will enable the Company to increase its
capacity to generate renewable energy used in the grain industrial units
in Brazil.
 Approval of the New Share Buyback Program:
Approval for the repurchase of up to 2 million shares in order to partially
meet the grants made under the Company's stock option plan.
 Conclusion of the 11th Debentures Issuance: in the
total amount of R$650.0 million, being i) R$150.0 million corresponding
to the first series Debentures of R$150.0 million with a green seal; and
ii) R$500.0 million corresponding to the second series to cash and
working capital recomposition.
 Inauguration of Nova Osasco Unit and Casa do
Sabor: Inauguration in SP, with efficiency gains and updates in the
industrial plant location.
 Adhesion to the UN Global Compact: With the creation
of the Sustainable Development Goals (SDGs), the Global Compact
assumed the mission of engaging the private sector in this new agenda,
from the adhesion date is part of the execution of Camil's ESG agenda.
News
 Strategic Investment in Café Bom Dia and Agro
Coffee: In Dec/21, The Company concluded the acquisition of Café
Bom Dia and Agro Coffee. The asset has an industrial plant in
Varginha (MG), adding production capacity to the Company in the
coffee category, allowing it to operate with the União and Seleto
brands, in addition to the Café Bom Dia brand.
 Incorporation of Pastifício Santa Amália: In Dec/21,
With the incorporation of Pastifício Santa Amália into our operations, we
consolidated our entry into the pasta market and reinforced the
expansion of our brands in Minas Gerais, through renowned brands with
a strong market recognition.
 Acquisition of Silcom S.A. in Uruguay: The acquisition
of Silcom S.A. in Uruguay offers Camil the advantages of expanding its
dry grocery portfolio and an asset with its own industrial plant in
Montevideo, in addition to the opportunity to expand operations in the
Uruguayan domestic market.
 Conclusion of Acquisition of Dajahu S.A. in
Ecuador: The acquisition reinforces the Company's geographic
expansion strategy, opening operations in the Ecuadorian market with
market share and a relevant brand in the market, and opportunities for
efficiency and expansion.
We highlight for the announcement of entry into the coffee category and start of operations of Santa Amália (pasta) and Ecuador (rice)
Varginha, MG

46
Main Indicators
Net Revenue reached R$ 2.3 billion in the quarter (+14.0% YoY)
Note: The volumes of Pasta (Santa Amália) and Ecuador (Dajahu) then contemplated from the conclusion of the acquisitions on Oct/2021 and Sep/2021, respectively
Highlights 3Q20 2Q21 3Q21 3Q21 vs 3Q21 vs
Closing Date Nov-20 Aug-21 Nov-21 3Q20 2Q21
Net Revenues 1,993.8 2,218.5 2,273.0 14.0% 2.5%
Food Products Brasil 1,441.4 1,669.8 1,662.5 15.3% -0.4%
Food Products International 552.5 548.7 610.5 10.5% 11.3%
Gross Profit 469.1 433.0 471.7 0.6% 9.0%
Gross Margin (%) 23.5% 19.5% 20.8% -2.8pp 1.2pp
EBITDA 237.0 191.1 200.7 -15.3% 5.0%
EBITDA Margin (%) 11.9% 8.6% 8.8% -3.1pp 0.2pp
Net Income 129.5 106.5 120.5 -6.9% 13.1%
Net Margin (%) 6.5% 4.8% 5.3% -1.2pp 0.5pp
Capex 71.5 43.9 737.7 931.7% n.a.
Net Debt/EBITDA LTM 1.7x 1.6x 2.3x 0.7x 0.7x
Highlights 3Q20 2Q21 3Q21 3Q21 vs 3Q21 vs
Total Volume 522.0 553.1 529.2 1.4% -4.3%
Volume - Brazil 344.0 391.4 377.2 9.7% -3.6%
Grains 187.2 238.8 224.4 19.9% -6.0%
Rice 162.6 207.8 194.9 19.9% -6.2%
Beans 24.6 31.0 29.5 19.9% -4.9%
Sugar 148.5 144.7 138.3 -6.8% -4.4%
Canned Fish 8.3 8.0 7.2 -14.1% -10.2%
Pasta - - 7.3 - -
Volume - International 178.0 161.6 152.0 -14.6% -5.9%
Uruguay 140.0 121.1 98.3 -29.8% -18.8%
Chile 18.2 23.4 21.8 19.8% -6.8%
Peru 19.8 17.2 16.1 -18.8% -6.5%
Ecuador - - 15.9 - -

47
Quarterly Financial Highlights
R$ million
R$ million
Net Revenue of R$2.3 billion (+14.0% YoY)
EBITDA of R$200.7 million with 8.8% margin in 3Q21
R$471 million Gross Profit (+0.6%)
20.8% of Gross Margin (-2.8pp)
Comparisons YoY
R$2.3 billion Net Revenue (+14.0%)
R$1,7 billion Brazil (+15.3%)
R$611 million International (+10.5%)
R$120 million Net Profit (-6.9%)
5.3% of Net Margin (-1.2pp)
R$0.33 of Earnings per Share (-6.9%)
R$200 million EBITDA (-15.3%)
8.8% of EBITDA margin (-3.1pp)
R$2.6 billion Gross Revenue (+14.8%)
R$1.9 billion Brazil (+16.5%)
R$655 million International (+10.0%)
Net Revenue vs. Costs
Profitability Evolution
Financial Highlights¹
1The volumes of Pasta (Santa Amália) and Ecuador (Dajahu) then contemplated from the conclusion of the
acquisitions on Oct/2021 and Sep/2021, respectively.
10% 10%
11% 11%
8%
12% 12%
7% 7% 7%
9% 9%
11% 11%
12%
8% 8% 9% 9%
5%
3%
6% 7%
3%
7% 12%
5%
4% 3%
5%
6% 6% 7% 7%
5% 5% 5% 5%
24% 24% 25% 26% 26% 28%
25%
24%
23% 23% 24%
23%
24%
23% 24%
19%
20% 20%
21%
R$0
R$50
R$100
R$150
R$200
R$250
R$300
1Q172Q173Q174Q171Q182Q183Q184Q181Q192Q193Q194Q191Q202Q203Q204Q201Q212Q213Q21
EBITDA Net Income EBITDA Margin Net Margin Gross Margin
24%
24%
25%
26%
26%
28%
25%
24%
23% 23% 24%
23%
24%
23%
24%
19%
20% 20%
21%
R$0
R$500
R$1.000
R$1.500
R$2.000
R$2.500
Net Revenues COGS Gross Margin

162.377
213.371
207.779
194.900
133.599
193.700
162.563
194.900
3,73 3,64
3,38 3,21
2,27 2,26
4,03
3,21
-5,0
-4,0
-3,0
-2,0
-1,0
0,0
1,0
2,0
3,0
4,0
5,0
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
4Q20 1Q21 2Q21 3Q21 3Q18 3Q19 3Q20 3Q21
Rice Net Prices (R$/kg)
48
Brazil Food Segment | Rice
¹Source: CEPEA; Paddy’s Rice indicator Esalq/Senar-RS 50kg
-6.2% +19.9%
Quarter marked by sales volumes increase and reduction in raw material market prices YoY
Leader
Brand
Value
Priced
Brands
Camil’s Volume and Net Prices
Highlights
Market Prices¹ vs. Camil’s Gross Prices
Product Portfolio
QoQ YoY
Sales Volumes: 194.9 k tons
+19.9% YoY
-6.2% QoQ
Average raw material price¹: R$70.80/bag
-32.3% YoY
-4.4% QoQ
Camil Gross Price: R$3.71/kg
-18.8% YoY
-2.6% QoQ
Sales increase in Camil and value priced brands
0,0
1,0
2,0
3,0
4,0
5,0
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
Camil
(R$/kg)
Esalq
Senar
(R$/50kg)

49
Brazil Food Segment | Beans
QoQ YoY
-4.9%
+19.9%
Quarter marked by sales volumes increase and market prices increase YoY
Highlights
Product Portfolio
¹Source: Agrolink; Carioca Beans Indicator Sc/60kg.
+19.9% YoY
-4.9% QoQ
+7.1% YoY
-3.9% QoQ
-0.2% YoY
-2.0% QoQ
Sales increase in Camil and value priced brands
Leader
Brand
Value
Priced
Brands
22.695
26.921
31.038
29.520
20.081
22.421
24.619
29.520
5,82 5,83 5,79 5,60
2,99
3,81
5,66 5,60
-8,0
-6,0
-4,0
-2,0
0,0
2,0
4,0
6,0
8,0
0
5.000
10.000
15.000
20.000
25.000
30.000
35.000
40.000
45.000
4Q20 1Q21 2Q21 3Q21 3Q18 3Q19 3Q20 3Q21
Beans Net Prices (R$/kg)
-
1,00
2,00
3,00
4,00
5,00
6,00
7,00
8,00
0
50
100
150
200
250
300
350
400
Camil
(R$/kg)
Agrolink
(R$/60kg)

114.563
157.763
144.664 138.333
134.716 130.587
148.462
138.333
2,48
2,65
3,06
3,54
1,80
2,04 2,16
3,54
0,0
0,5
1,0
1,5
2,0
2,5
3,0
3,5
0
50.000
100.000
150.000
200.000
250.000
300.000
4Q20 1Q21 2Q21 3Q21 3Q18 3Q19 3Q20 3Q21
Sugar Net Prices (R$/kg)
50
Brazil Food Segment | Sugar
-4.4% -6.8%
Quarter marked by sales volumes decrease and increase in market prices YoY
Highlights
Product Portfolio
¹Source: CEPEA; Cristal Sugar Indicator Esalq-SP 50kg.
QoQ YoY
-6.8% YoY
-4.4% QoQ
+54.5% YoY
+22.6% QoQ
+58.0% YoY
+15.6% QoQ
Sales reduction in União and value priced brands
Leader
Brand
Value
Priced
Brands
-
0,5
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
0
20
40
60
80
100
120
140
160
180
200
Camil
(R$/kg)
Esalq
CEPEA
SP
(R$/50kg)

51
Brazil Food Segment | Canned Fish
Quarter marked by sales volumes decrease YoY and increase in raw material acquisition costs
Highlights
Camil Gross Price
Product Portfolio
-14.1% YoY
-10.2% QoQ
+12.9% YoY
+3.3% QoQ
Reduction in Coqueiro sales and value priced brands
(Pescador). Difficulty in sardine origination and good
local capture for tuna
QoQ YoY
Leader
Brand
Value
Priced
Brands
11.166
9.242
7.966
7.157
10.130 9.976
8.335
7.157
20,09 20,40 21,43 21,35
15,36
15,95
19,45
21,35
4,0
6,0
8,0
10,0
12,0
14,0
16,0
18,0
20,0
22,0
0
2.000
4.000
6.000
8.000
10.000
12.000
14.000
16.000
18.000
4Q20 1Q21 2Q21 3Q21 3Q18 3Q19 3Q20 3Q21
Fish Net Prices (R$/kg)
-
5
10
15
20
25
30
Camil - Gross Price
-10,2% -14,1%

52
Brazil Food Segment | Pasta
Acquisition
Investment
Overview
Transaction
100% of Pastifício Santa Amália S.A.
Total: R$410 million, concluded in Nov/21
Acquisition in line with the Company's strategic expansion objectives and an important step in the strategy to
enter new categories in Brazil
• Incorporation concluded in Extraordinary Shareholders’ Meeting in Dec/21
• Acquisition marks the entry in the pasta category in Brazil
• Portfolio includes well known recognized brands in pasta category
• Absolute leadership in the state of Minas Gerais and Area 2, with premium, mainstream and
value priced brands
• Geographical complementarity with leadership in regions with great growth potential in grains
categories for Camil
• Great growth potential
3rd quarter
results¹
Brands
(from the closing date)
Average raw material price²:
R$1,601.90/ton (+25.0% YoY)
¹Volumes of Pasta category (Santa Amália) includes from the conclusion of the Acquisition in Oct/29/2021.
2Source: CEPEA; Wheat indicator Esalq/Senar-PR

53
International Food Segment
International – Main Highlights by Country
Volume: 98.3 k tons
-29.8% YoY
-18.8% QoQ
Gross Price in R$3.71
+21.4% YoY
+23.7% QoQ
Gross Price in US$ 679.0
+22.2% YoY
+16.7% QoQ
Uruguay
Volume: 16.1 k tons
-18.8% YoY
-6.5% QoQ
+3.2% YoY
+10.6% QoQ
Gross Price in PEN 5,489.9
+16.4% YoY
+5.6% QoQ
Peru
Volume: 21.8 k tons
+19.8% YoY
-6.8% QoQ
-7.0% YoY
+4.8% QoQ
Gross Price in CLP 1,198.5
-3.1% YoY
+5.4% QoQ
Chile
Volume1: 15.9 k tons
Gross Price in R$3.46 ton
Gross Price in US$ 630.3
Ecuador
International – Quarterly Volume Evolution (k ton) International – Breakdown1(%)
By Segment By Country
1Ecuador volume includes results from the transaction closing date in Sep/15/2021
0
50.000
100.000
150.000
200.000
250.000
1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21
Uruguay Chile Peru Ecuador
Brazil
71%
International
29%
Uruguay
65%
Chile
14%
Peru
11%
Ecuador
10%

54
Financial Highlights
Gross Profit of R$471.7 million (+0.6%
YoY)
Gross Margin of 20.8% (-2.8 pp YoY)
R$320 million (+16.5% YoY)
14.1% of Net Revenue (+0.3pp YoY)
Net Financial Result reached na expense of
R$25.4 million (-13.7% YoY)
Income Tax of R$12.9 million (-65.0% YoY)
(9.6% of results before taxes)
EBITDA of R$200.7 million (-15.3% YoY)
EBITDA Margin of 8.8% (-3.1pp YoY)
Net Income of R$120.5 million (-6.9% YoY)
Net Margin of 5.3% (-1.2pp)
Earnings per Share of R$0.33 (-6.9% YoY)
Brazil Food Segment R$210 million
(+19.5% YoY)
International Food Segment R$110
million (+11.3% YoY)
Other operating income of R$7.0 million (vs.
R$1.2 million in 3Q20)
R$1.8 billion (+18.1%)
79.2% of Net Revenue
Brazil Food Segment R$1.4 billion
(+20.7% YoY)
International Food Segment R$454
million (+11.1% YoY)
Cost of Sales and Services SG&A Financial Result
Income Tax and Social Contribution
Other Operating Income
Net Income
EBITDA
Gross Profit
1The volumes of Pasta (Santa Amália) and Ecuador (Dajahu) then contemplated from the conclusion of the acquisitions on Oct/2021 and Sep/2021, respectively
Statements (in R$ millions) 3Q20 3Q21 3Q21 vs 3Q20 3Q21 3Q21 vs 3Q20 3Q21 3Q21 vs
Closing Date Nov-20 Nov-21 3Q20 Nov-20 Nov-21 3Q20 Nov-20 Nov-21 3Q20
Net Revenues 1,441.4 1,662.5 15.3% 552.5 610.5 10.5% 1,993.8 2,273.0 14.0%
(-) Costs of Goods Sold (1,116.3) (1,347.4) 20.7% (408.4) (453.9) 11.1% (1,524.7) (1,801.2) 18.1%
Gross Profit 325.1 315.1 -3.1% 144.0 156.6 8.8% 469.1 471.7 0.6%
(-) SG&A (175.3) (209.6) 19.5% (99.1) (110.3) 11.3% (274.4) (319.9) 16.5%
(+/-) Other operating income 2.9 0.0 n.a. (1.7) 7.0 -510.5% 1.2 7.0 n.a.
EBIT 152.7 105.5 -30.9% 43.2 53.3 23.4% 195.9 158.8 -18.9%
(+/-) Finacial Result (27.9) (22.3) -19.9% (1.5) (3.1) 98.9% (29.4) (25.4) -13.7%
Pre-Tax Income 124.8 83.2 -33.3% 41.6 50.2 20.6% 166.4 133.4 -19.8%
Total Income Taxes (24.2) (0.2) -99.0% (12.7) (12.7) 0.0% (36.9) (12.9) -65.0%
Net Income 100.5 83.0 -17.5% 29.0 37.6 29.6% 129.5 120.5 -6.9%
(=) EBITDA 178.6 135.1 -24.4% 58.4 65.6 12.4% 237.0 200.7 -15.3%
Margins
Gross Margin 22.6% 19.0% -3.6pp 26.1% 25.7% -0.4pp 23.5% 20.8% -2.8pp
EBITDA Margin 12.4% 8.1% -4.3pp 10.6% 10.7% 0.2pp 11.9% 8.8% -3.1pp
Net Margin 7.0% 5.0% -2.0pp 5.2% 6.2% 0.9pp 6.5% 5.3% -1.2pp
Brazil International Consolidated

55
Debt, Capex and Working Capital
Net Debt/EBITDA LTM ended the period at 2.3x
Debt R$3.6 billion in 3Q21
(+43.6% YoY and +40.2% QoQ)
• New funding in 2S21 and debt extension – 11st
Debentures Issuance
• Share Buyback: Conclusion of 5th Share Buyback
Program in Nov/21; Approval of 6th Share Buyback
Progra. In the end of 3Q21, the Company ended the
period with 8 million treasury shares.
• Net Debt/EBITDA: 2.3x
Capex of R$738 million in the quarter (with acquisitions) Working capital marked by inventories seasonality
Debt
Capex Working Capital Evolution (R$mn)
1,6%
3,8%
3,1% 3,7% 3,4%
4,5% 5,0%
10,5%
3,2%
4,3%
5,6% 5,2%
1,6% 2,0%
5,0%
5,8%
2,6% 2,6%
5,8%
R$0
R$100
R$200
R$300
R$400
R$500
R$600
R$700
Capex M&A Capex (% of Sales)
R$0
R$250
R$500
R$750
R$1.000
R$1.250
R$1.500
R$1.750
R$2.000
R$2.250
R$2.500
Accounts Receivable Inventories Adv. to Suppliers
Suppliers Total Working Capital
Debt (in R$mn) 3Q20 2Q21 3Q21 3Q21 vs 3Q21 vs
Total Debt 2,500.8 2,561.6 3,590.9 43.6% 40.2%
Loans and financing 1,032.7 823.5 1,218.9 18.0% 48.0%
Debentures 1,468.1 1,738.1 2,372.0 61.6% 36.5%
Short Term 752.7 521.6 913.4 21.4% 75.1%
Long Term 1,748.1 2,040.0 2,677.5 53.2% 31.3%
Leverage
Gross Debt 2,500.8 2,561.6 3,590.9 43.6% 40.2%
Cash and Cash Equivalents +
financial applications
1,198.0 1,366.0 1,901.2 58.7% 39.2%
Net Debt 1,302.7 1,195.6 1,689.7 29.7% 41.3%
Net Debt/EBITDA LTM 1.7x 1.6x 2.3x 0.7x 0.7x

56
EBITDA reached R$200.7 million with 8.8% margin in the quarter
Profitability Evolution: Net Income, EBITDA and Margins
Quarterly Profitability Evolution (in R$mn)
Quarterly Margin Evolution (%)
10% 10%
11% 11%
8%
12% 12%
7% 7% 7%
9% 9%
11% 11% 12%
8% 8% 9% 9%
5%
3%
6% 7%
3%
7% 12%
5%
4% 3%
5% 6% 6% 7% 7%
5% 5% 5% 5%
24% 24% 25% 26% 26% 28% 25% 24% 23% 23% 24% 23%
24%
23% 24%
19% 20% 20%
21%
R$0
R$50
R$100
R$150
R$200
R$250
R$300
EBITDA Net Income EBITDA Margin Net Margin Gross Margin
24% 24% 25%
26% 26%
28%
25%
24%
23% 23% 24%
23%
24%
23%
24%
19%
20% 20%
21%
10% 10%
11% 11%
8%
12% 12%
7% 7% 7%
9% 9%
11% 11%
12%
8% 8% 9% 9%
5%
3%
6% 7%
3%
7%
12%
5%
4% 3%
5%
6% 6%
7% 7%
5% 5% 5% 5%
0%
5%
10%
15%
20%
25%
30%
Gross Margin EBITDA Margin Net Margin

Appendix
B. Selected Comparable Companies

Source: Company Filings
(1) Calculated based on the debt amortization schedule for each company 58
Selected Comparable Companies
(Figures in R$ mm1)
Brazil LatAm (ex-Brazil)
1
Camil Minerva BRF JBS Marfrig M. Dias Bran. Bimbo Herdez Lala Nutresa
Ratings (Fitch/Moody´s/S&P) NA /NA /BB- BB- /NA /BB- BB /Ba2 /BB- BB- /Ba3 /BB- BB- /B2 /BB- AAA /NA / NA BBB /Baa2 /BBB AA- /NA /AA- NA /N NA /NA /NA
Ticker B3: CAML3 B3: BEEF3 B3: BRFS3 B3: JBSS3 B3: MRFG3 B3: MDIA3 BMV: BIMBOA BMV: HERDEZ BMV: LALAB BVC: NCH
Market Capitalization 3.859 6.194 28.574 35.283 6.995 12.848 33.891 3.354 36.820 12.923
TEV/EBITDA 6,28x 5,30x 8,24x 8,49x 2,30x 13,55x 6,01x 5,60x 7,60x 9,17x
LTMPeriod Feb-21 Dec-20 Dec-20 Dec-20 Dec-20 Dec-20 Dec-20 Dec-20 Dec-20 Dec-20
Consolidated Figures
Financials:
Revenues 7.466 19.406 39.470 270.204 67.482 7.253 62.680 4.551 80.831 13.299
Adjusted EBITDA 787 2.143 5.187 29.555 9.596 974 7.171 795 8.100 1.725
Adj. EBITDA Margin 10,5% 11,0% 13,1% 10,9% 14,2% 13,4% 11,4% 17,5% 10,0% 13,0%
Net Interest Expense 85 1.028 1.865 12.239 2.726 81 1.711 127 2.562 309
Operating Cash Flow 473 3.224 5.104 17.098 7.692 693 6.021 - 6.454 -
Capex 197 355 2.462 6.000 1.402 222 - 142 1.831 357
Balance Sheet:
Cash & Equivalents 1.082 6.391 7.577 19.680 11.757 1.233 6.959 697 4.777 1.108
Total Debt 2.195 11.572 22.790 65.907 26.810 1.589 16.137 1.792 29.528 4.007
Net Debt 1.080 5.171 14.152 46.227 15.053 351 9.178 1.095 24.751 2.899
Credit Ratios
Total Debt/EBITDA 2,79x 5,40x 4,39x 2,23x 2,79x 1,63x 2,25x 2,25x 3,65x 2,32x
Net Debt / EBITDA 1,4 2,4 2,7 1,6 1,6 0,4 1,3 1,4 3,1 1,7
Net Debt / (EBITDA-CAPEX) 1,8 2,9 5,2 2,0 1,8 0,5 - 1,7 3,9 2,1
EBITDA / Net Interest Expense 9,3 2,1 2,8 2,4 3,5 12,0 4,2 6,3 3,2 5,6
(EBITDA-CAPEX) / Net Interest Expe 6,9 1,7 1,5 1,9 3,0 9,3 - 5,1 2,4 4,4
EBITDA / Operational Cash Flow 1,7 0,7 1,0 1,7 1,2 1,4 1,2 - 1,3 -
Debt Duration (years) 3,0 4,8 9,9 5,0 4,4 - 10,6 4,2 -

Investor Relations
E-mail: ri@camil.com.br
ri.camilalimentos.com.br

Camil institutional presentation jan22

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