Camil institutional Presentation

1. Institutional
Presentation
April, 2023

2. 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

3. I. Camil Alimentos
II. Categories Overview
III. Capital Markets & Transactions
IV. ESG
V. Financial and Operational Highlights
Appendix
A. Selected Comparable Companies
Table of Contents
3

4. Section I
Camil Alimentos Overview

5. Camil: One of the Largest Food Companies in LatAm
5
One of the Leading
Companies in LatAm
Leadershipin Braziland LatAm 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
maintainprofitabilityin adverse scenarios
Broad Product Offering
Widerange of productsaddressing
differentvaluepropositionsto clients
Tangible Growth Avenues
Naturalmarketconsolidatorin Brazil,
alreadytested intopractice
(R$mn)
Net Revenues by Segment
Strong Positioning
Strongcashpositionandinvestment
gradedebt profile
Notes:
Company fiscal year begins in March and ends in February of the following year (inclusive)
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
6.726
1.075 1.294
1.265 1.332 1.403 1.481
2.112
2.290
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% 19,7%
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% 9,0%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
International Brazil
3.676 4.229
4.948 4.663 4.749 5.396
7.466
9.016
Brazil International Gross Margin EBITDA Margin

6. Rice
51%
Beans
8%
Sugar
33%
Fish
2%
Pasta
5%
Coffee
1%
Biscuits & Cookies
0,2%
Uruguay
72%
Chile
12%
Peru
9%
Ecuador
7%
6
Camil At-a-Glance
Notes:
(1) 3Q22 LTM volumes. Includes Mabel volume as of the acquisition conclusion date in Nov/2022
Founded in 1963, Camil is a strong food platform for dry goods and recognized brands throughout LatAm
◼ One of the largest food companies in LatAm
◼ Business model includes industrialization, commercialization and distribution of
grains, sugar, pasta, canned fish, coffee, biscuits/cookies and other dry goods
◼ Well-known and recognized brands in Brazil, Uruguay, Chile, Peru and Ecuador
◼ Exports to more than 60 countries
Processing and Distribution Platform
Grains Processing Facilities: 29
- 12 in Brazil
- 17 International
Fish Processing Facilities: 1
Sugar Packaging Facilities: 1
Pasta Processing Facilities: 1
Coffee Processing Facilities: 1
Cookies Processing Facilities: 2
Distribution Centers: 20
Rice Producing Regions
Beans Producing Regions
Camil’s Facilities²
35 processing
facilities
20 distribution
centers distributed
throughout LatAm
Operations in
5 countries
and multiple
categories in
Brazil
Main Brands
Uruguay
Chile
Peru
Brazil
Ecuador
Sugar Fish Pasta Coffee
Grains and Dry Goods
Iconic brand recognition in all categories and countries
Breakdown by Segment¹ (% LTM volume)
Brazil International
Camil: One of the Largest Food Companies in LatAm
8k employees
Cookies
Brazil
67%
International
33%

7. 60’s: Foundation 80’s: Professionalization and Organic Expansion 2000’s: Acquisitions / International Expansion 2017-2022: IPO + Recent Transactions
Over the past 60 years, Camil has expanded its portfolio of brands in LatAm, proven its capacity of successfully identifying, acquiring
and integrating strategic acquisitions
Unique Expertise in the LatAm Market
Foundation, in
the city of
Itaqui-RS
Pioneer in distributing
packaged rice
(migration from rice in
bulk)
Inauguration of the
distribution center
in SP
Beans
commercialization
Acquisition of
SAMAN Brazil in
Pernambuco
Logistics expansion:
new subsidiaries in
North and Northeast
regions
Acquisition of
Saman in
Uruguay
Acquisition of Rio
Grande plant
(Brazil)
Acquisition of
Tucapel (Chile)
Acquisition of SLC
Alimentos
Sale of La Loma
(Argentina)
Acquisition of Bom
Maranhense (Brazil)
Camil’s IPO (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)
2001
2002
2005
2007
2008
2009
2022
1963
1987
2014
2017 2018 2019 2021
2010
2011
2012
2013
1974
1975
Acquisition of
Camaquã plant in
Rio Grande do Sul
Acquisition of
Paisana (Peru)
•Santa Amália (Brazil - Pasta)
•Seleto brand (Brazil - Coffee)
•Café Bom Dia (Brazil - Coffee)
•Dajahu (Equador)
•Silcom S.A. (Uruguai)
Launch: Coffee
business
(União brand)
7
•Mabel e Toddy Cookies

8. Differentiated Positioning within the 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
importe
d from
Saman
(intercom
pany)
◼ Long term supply
contract with
Raízen:
guaranteed
volume
◼ 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
◼ Purchasing
strategy
follows the
industry (3-4
month
position)
◼ Different cost
transfer
dynamics
◼ Local
acquisitions
at market
prices:
suppliers
located
close to the
plant
◼ Different
cost transfer
dynamics (1-
2 months) 8
Cookies
◼ Local
acquisitions
at market
prices
◼ Purchasing
strategy
follows the
industry
◼ Different cost
transfer
dynamics

9. 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%
1,4%
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%
4,6%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Retail Sales Total GDP
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
6.726
1.075
1.294
1.265
1.332 1.403
1.481
2.112
2.290
-13,2%
7,1%
26,8%
55,6%
29,0%
2,6%
15,0% 17,0%
-5,8% 1,8%
13,6%
38,4% 53,1%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
International Brazil Growth
3,676
4,229
4,948
4,663 4,749
5,396
7,466
9,016
538 556 600 596 630 743 750 807
68 69 76 72 80
92 94
116
591 545 553 541 526
516 552
557
32 37 40 36 35
39 37
33
534 586
706 732 630
634
687 627
26
4,2% 6,6% 11,8%
50,9% 52,7%
35,5%
1,7% 10,2% 0,2% -3,9% 6,5% 4,3% 2,6%
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 2021
Pasta 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
2,115
2,165
169
123 142
209
315
375 361
423
547
490 483
442
787 810
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% 19,7%
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% 9,0%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
EBITDA Gross Margin EBITDA Margin
For over 15 years, Camil has posted solid operational and profitable results, even with a slowdown in the Brazilian economy
9
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 Sales¹ (% growth, real terms)
CAGR2008A-2021 11.8%
CAGR2008A-2021 11,8%
CAGR2008A-2020A 13.6%

10. 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$/30kg)
Historically Camil has maintained resilient margins, mainly due to its weekly pricing capacity
Business Model: Proven Cost Transfer Capability (rice case)
Solid Business Model with Stable and Resilient Margins
Brazil: Rice Case
(Price:
CIF
–
R$/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
10

11. Product Portfolio and Brand Awareness
Grains
-
Brazil
and other value
priced brands
Pasta
Sugar
International
and other value
priced brands
11
High Turnover
Canned
Fish
Pasta
value priced
brands
(launched in Mar22)
Coffee
Cookies
Growth

12. High Added
Value
Premium
Upper
Mainstream
Mainstream
Other Brands
VALUE
VOLUME
12
Wide range of products addressing different value propositions to clients and consumers
Commercial Strategy by Product Value
Portfolio: recognized brands and high added value items
• Comercial
Execution focused
on upper
mainstream to
high added value
portfolio

13. Main Competitor
Unique Footprint
◼ Points of sale reaching a big
part of the population in
Brazil – specially in SP
◼ 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
◼ Focus on branding and
premium price strategy
Rice price³
✓
Others
Iconic Brand Recognition and Premium Prices
Sugar Successful Case from Commodity to Brand
+15%
40%
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. 86 vs. 47 (3º)
Brand Awareness
Complementary product portfolio composed of strong and most recognized brands by consumers
M A I N B R A N D S - B r a z i l
I N T E R N AT I O N A L B R A N D S
BHT - Brand Health Tracking¹
Rice Beans
Bought the
Product before
Recognition 98 vs. 75 (3º)
78 vs. 52 (2º)
74 vs. 9 (2º)
Sugar
95 vs. 60 (2º)
99 vs. 90 (2º)
Sardines Tuna
95 vs. 78 (2º)
98 vs. 96 (2º)
75 vs. 88 (1º)
93 vs. 99 (1º)
December, 2021
Brazil
1st 1st 1st 1st 2nd
Market Share²
14%
1) BHT - from 0 to 100: grains: 300 people in São Paulo – SP; Sugar: 200 people in SP and RJ; 200 people Sardines: Pernambuco Tuna: Sâo Paulo – SP;
Consider a NPS from 0 to 100 of consumers who contacted us on one of our channels: 0800, Fale Conosco, Reclame Aqui, Redes Sociais,
Consumidor.gov.; 2) Nielsen Retail Index for Rice (INA+C&C); Nielsen Scantrack Index for Beans (AS+C&C); Nielsen Retail Index for Sugar (INA+C&C 1kg
– represents ~90% of refined market); Nielsen Retail Index for Sardine and Tuna (INA+C&C); Nielsen Index for Pasta (INA+C&C); Uruguay: Consecha
Comision Sectorial del Arroz; Chile: Nielsen Scantrack; Peru: Kantar Worldpanel. 10
Brand Recognition
• Folha de São Paulo Top of Mind Award
União won as the most remembered brand in
the Southeast region
• Folha de São Paulo Top of Mind Award
Camil 1st - Beans; União 1st - Sugar
20%
(aged rice)
Rice Beans
9%
Sugar
41%
Sardines Tuna
41%
1st
2nd 1st 2nd 2nd
23%
Pasta
4th
7%Brazil;
40%MG
48% 33% 37%
1st 1st 2nd 1nd
• União: registered
as Alto Renome
(highly renowned)
brand

15. 26%
74%
National
International
7%
30%
58%
5%
Small Retailers
Wholesale
Key Accounts
Distribution
62%
21%
5%
12%
Retailers
Distributors &
Wholesale
Industry
Small Retails
Own Sales Force
Wholesale Retailers
Key Accounts
Outsourced Sales Force
Distributor
#
Indicates the
representativeness
of direct points of
sale by region in
Brazil
23%
9%
44%
24%
% Sales (ton)
15
Wholesale Stores / Retailers
Brazil Key Accounts
A LatAm successful case of a strong distribution network favoring the business expansion to new segments
Wide Distribution Network
Equador Peru
Uruguay
91% of sales made by the
company’s own sales force
and 9% from distributors
(canned fish)
30%
51%
11%
8%
Distributors
Wholesale
Retailers
Industry
38%
22%
32%
9%
Brazil
Chile

16. 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
14 34
André Ziglia
Supply Director
Experience
Education
Experience
Education
✓ Variable remuneration of all
directors are linked to EBITDA,
volumes/profitability, costs, and
ESG goals
Management team with solid experience in the sector
16

17. Section II
Categories Overview

18. 400 401 414
443
494
525
583
538
556
600 596
630
743 750
807
0
100.000
200.000
300.000
400.000
500.000
600.000
700.000
800.000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
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
Feb-19 Aug-19 Feb-20 Aug-20 Feb-21 Aug-21 Feb-22
Camil
(R$/kg)
Esalq
Senar
(R$/50kg)
Brazil - Rice Price Camil - Gross Price
0
50.000
100.000
150.000
200.000
250.000
4Q08 4Q09 4Q10 4Q11 4Q12 4Q13 4Q14 4Q15 4Q16 4Q17 4Q18 4Q19 4Q20 4Q21
18
Notes:
(1) Nielsen Retail Index for Rice (INA+C&C); (2) CEPEA; rice indicator Esalq/Senar-RS 50kg
2
Brazil Food Segment | Rice
Substantial Historical Growth in a Fragmented Industry: Consolidation Opportunity
CAGR 07-21’: +4.8%
•Wide and
fragmented market
•High industry
consolidation
opportunity
•Stable consumption
Industry
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
Active price dynamics
with weekly price pass-
through to customers
Brazil – RICE
#1 14%
#2 Player 2 6%
#3 Player 3 3%
Organic grains growth by year
~4-5% in volumes since 2008
Industry Highlights¹ Camil Historical Annual Volume (k ton)
Market Prices vs. Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)

19. 0
5.000
10.000
15.000
20.000
25.000
30.000
35.000
40.000
4Q08 4Q09 4Q10 4Q11 4Q12 4Q13 4Q14 4Q15 4Q16 4Q17 4Q18 4Q19 4Q20 4Q21
53
60 62
66
62
74
68 69
76
72
80
92 94
116
0
20.000
40.000
60.000
80.000
100.000
120.000
140.000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
-
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
Feb-19 Aug-19 Feb-20 Aug-20 Feb-21 Aug-21 Feb-22
Camil
(R$/kg)
Agrolink
(R$/60kg)
Brazil - Beans Price Camil - Gross Price
19
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 08-21’: +5.7%
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
Organic grains growth by year
~4-5% in volumes since 2008
Industry Highlights¹ Camil Historical Annual Volume (k ton)
Market Prices vs. Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)

20. 591
545 553 541 526 516
556 557
0
100.000
200.000
300.000
400.000
500.000
600.000
2014 2015 2016 2017 2018 2019 2020 2021
0
50.000
100.000
150.000
200.000
250.000
4Q12 4Q13 4Q14 4Q15 4Q16 4Q17 4Q18 4Q19 4Q20 4Q21
20
Brazil Food Segment | Sugar
Iconic Brand Recognition in a Resilient and Consolidated Industry
CAGR-0.7%
•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
✓ 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.
Camil is focused on
maintaining União’s
leadership ad premium prices
-
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
Feb-19 Aug-19 Feb-20 Aug-20 Feb-21 Aug-21 Feb-22
Camil
(R$/kg)
Esalq
CEPEA
SP
(R$/50kg)
Brazil - Sugar Price Camil - Gross Price
Industry Highlights¹ Camil Historical Annual Volume (k ton)
Market Prices vs. Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)

21. 32
37
40
36 35
39
37
33
0
5.000
10.000
15.000
20.000
25.000
30.000
35.000
40.000
45.000
2014 2015 2016 2017 2018 2019 2020 2021
21
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)
0
2.000
4.000
6.000
8.000
10.000
12.000
14.000
16.000
4Q12 4Q13 4Q14 4Q15 4Q16 4Q17 4Q18 4Q19 4Q20 4Q21
-
5
10
15
20
25
30
35
Feb-19 Aug-19 Feb-20 Aug-20 Feb-21 Aug-21 Feb-22
Camil - Gross Price
Industry Highlights¹ Camil Historical Annual Volume (k ton)
Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)

22. 22
Recent Transactions 2021-2022 | Summary
Acquisitions in line with the Company's expansion strategy and an important step forward in new markets
Acquisition
Silcom
(Uruguay)
Dajahu
(Ecuador)
Santa Amália
(Brazil)
Seleto brand
(Brazil)
Café Bom Dia
(Brazil)
• Healthy
products
• Expansion in
the local market
(Uruguay)
Investment
Thesis
• Entry into the
Ecuadorian
Market;
• Leadership
position
• Entry into the
Pasta Segment
in Brazil
• Leadership in
MG region
• Brand
acquisition to
support Camil’s
launch in the
Coffee Segment
Acquisitition
Total Amount
Not Disclosed R$ 220 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
2021
Mabel
(Brazil)
• Mabel
Acquisition and
licensing of
Toddy brand
for Cookies
R$ 177 million
2022

23. 7.341
18.590
25.338
22.964
18.403
5,43
5,13
5,67
6,28
6,96
3Q21 4Q21 1Q22 2Q22 3Q22
Pasta Net Prices (R$/kg)
25.931
85.295
5,09 5,50
-
20.000
40.000
60.000
80.000
100.000
120.000
2021 LTM 3Q22
23
Brazil Food Segment | Pasta
Absolute leadership of Santa Amalia in Minas Gerais and Area 2
Market Share 1
Minas Gerais 41% #1
Area 2 36% #1
Brazil 7% #4
Pasta
Notes:
(1) Nielsen INA+CC volumes in April/2020
• Complete portfolio with
mainstream, premium and
value pricing brands;
• Great potential of national
growth.
Industry
Industry in Machado, Minas Gerais, Acquired in Nov/2021
Industry Highlights Camil Historical Annual Volume (k ton)
Portfolio & Pricing Camil Historical Quarterly Volume (k ton)
• Local acquisitions
•Purchasing strategy follows the industry (3-4 month position)
•Different cost transfer dynamics
Pricing

24. Using the strength of the União brand (sugar) to enter the coffee market in 2022
24
Brazil Food Segment | Coffee
value priced
brands
(launched in Mar22)
In less than a year after launch, 55% of people already
recognize União as a Coffee Brand2
Market Share 1
Brazil 2%
GSP + GRJ + ISP 5%
Coffee
Notes:
(1) Nielsen Scantrack AS+C&C 20-26 Fev/23
(2) IPSOS Grande São Paulo + Rio de Janeiro Capital – Nov/22
Industry in Varginha, Minas Gerais, Acquired in Dec/2021
• Complete portfolio with
mainstream, premium and
value pricing brands;
• Great potential of national
growth.
Industry
Industry Highlights¹ Brand Awareness
Portfolio & Pricing Camil Historical Quarterly Volume (k ton)
1.918
3.433
4.228
25,04
22,26
23,29
1Q22 2Q22 3Q22
Coffee Net Prices (R$/kg)
◼ União is Top of Mind
in Sugar and leader in
refined sugar in Brazil
(40% market share)
◼ Recognized as Marca
de Alto Renome
• Local acquisitions at market prices: suppliers located close to the plant
• Different cost transfer dynamics
Pricing

25. 25
Brazil Food Segment | Biscuits & Crackers
Largely renowned brand with country-wide distribution
Notes:
1) 2021 data (jan-21 to dec-21)
Aparecida de Goiânia (GO)
• 68% of the total volume1
• Strategic location
Itaporanga D´Ajuda (SE)
• 25% of total volume1
• Strategic location
Toddy Cookies Production Line
• 7% of the volume1
• Production line to be
repositioned at Camil plant
12%
27
%
9%
21%
21%
9%
% sales by
region
Investment Overview Industry Highlights¹
Portfolio & Market Objectives Of Integration:
• Reinforce the position of Cookies in the segment - Focus on
execution and price competitiveness
• Ring Cookies: Reinforce Leadership and bring the power of
execution Camil
• Focus on positioning and distribution adjustments in the short
term
• Camil's entry into the cookies and biscuits category in Brazil in
November, 2022
• Acquisition of Mabel, the leading ring cookies sales brand in the
country
• Total Amount: R$177 million
• Geographic complementarity with growth potential through
cross-selling strategies and expansion of Camil's presence in the
Midwest, Northeast and Southeast of Brazil
• Supply, commercial and G&A synergies with Camil's newly
acquired pasta and scale operation as a LatAm branded food
platform
• Local acquisitions at market prices
• Purchasing strategy follows the industry
• Different cost transfer dynamics
Pricing

26. 26
International Food Segment
Leading positions in LatAm with well-recognized brands in Uruguay, Chile, Peru and Ecuador
Industry Highlights Industry Highlights
Historical Volume (k ton) & Net Prices (R$/kg) Historical Volume (k ton) & Net Prices (R$/kg)
Uruguay Chile
• Restricted domestic market
• Export Market
• ~90% exports
• Uruguayan rice presents a price premium
when facing its main competitors
#1 48%¹
Market Share
#1 33%²
Market Share
% of Intl Volume % of Intl Volume
• Mature Market with great retail store chains
• Solid brand recognition and wide market share
• Supply depends on imports (~50%)
(1) Uruguay: market share Consecha Comision Sectorial del Arroz;
(2) Nielsen Scantrack Chile
375
289
530 548
458 461
505
443
1,85
2,61
1,98
1,58 1,89 1,92
2,69
3,15
2014 2015 2016 2017 2018 2019 2020 2021
Uruguay Net Prices (R$/kg)
67
78 72 76 79 84 83 89
3,43
4,14 4,24 4,27
4,83 4,69
6,89 7,01
2014 2015 2016 2017 2018 2019 2020 2021
Chile Net Prices (R$/kg)

27. 27
International Food Segment
Leading positions in LatAm with well-recognized brands in Uruguay, Chile, Peru and Ecuador
Industry Highlights¹ Ecuador - Dajahu
Historical Volume (k ton) & Net Prices Uruguay – Silcom (La Abundancia)
Peru New Business - International
• Great growth potential – opportunity on
the migration from bulk to packaged rice
• Costeño is prepared to absorb this change
• Wide and fragmented domestic market
% of Intl Volume
#1 37%³
Market Share
Leader in aged rice:
20% market share
% of Intl Volume
Entry in the Healthy Goods market in
Uruguay – local market
+5.5k clients and
expansion
(1) Kantar Worldpanel Peru
92 94 86 94
84 89 90
66
2,70
3,84 3,64 3,52 4,12 4,37
5,98 6,23
2014 2015 2016 2017 2018 2019 2020 2021
Peru Net Prices (R$/kg)
16
13 12
17
15
3,46 3,76 3,69 3,77 4,20
3Q21 4Q21 1Q22 2Q22 3Q22
Ecuador Net Prices (R$/kg)

28. Brazil – RICE1,2
#1 14%
#2 Player 2 6%
#3 Player 3 3%
Consolidation of the brazilian grains market coupled with new categories and geographical expansion in LatAm
Acquisitions and Tangible Growth Opportunities
Notes:
(1) Market shares referring to total Camil Company brands; (2) Nielsen Retail Index for Rice (INA+C&C); (3) Nielsen Scantrack Index for Beans (AS+C&C )
Consolidation: Grains in Brazil New Categories: Dry Goods
New Geographies: LatAm
Brazil – BEANS1,2
#1 Player 1 14%
#2 9%
#3 Player 3 3%
Rice Beans
1st 2nd
Camil's wide distribution network enables synergies in new categories
in Brazil
5.4%
2.5%
1.9%
Chile
Ready for
new
categories
Rice sales Growth
(CAGR 2016-2021)
New geographies and new categories in 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
28
Big growth opportunities in dry
goods market in Brazil
(logistics, sales and fiscal synergies
with current operations)
Wheat Business
Coffee
Santa Amália’s (pasta) leadership in MG: opportunity to integrate
Camil's current categories in Minas Gerais

29. Section III
Capital Markets & Transactions

30. 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)
30
2016 - 2019
1998 - 2010 2011 - 2016 2017 - 2022
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 (Dajahu) and Silcom (Uruguay)
2021 – Brazil: Acquisition of pasta business
in Brazil (Santa Amalia), coffee brands and
coffee operation in Brazil (Seleto and Café
Bom Dia + launch of União)
2022 – Brazil: Acquisition of Mabel and
licensing of Toddy Cookies
M&A
(sold in 2018)
(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)
(Uruguay)
2017
(Cookies - Brazil)

31. 8 Buyback Programs
Substantial Growth in Number of
Investors to 41k on Mar.23 from
2.0k Investors on Nov.17
31
2017: Camil’s IPO
Camil successfully completed its Initial Public Offering on September 2017
Shareholder Structure
Corporate Governance
Shareholder’s Profile
Camil is listed on B3’s
Novo Mercado
segment, the highest
level of corporate
governance
Feb, 2023
Investors
Breakdown
# of
Investors
# ON
(mn)
%
ON
Controlling holders
& Related Parties
5 249 71%
Institutional 120 71 20%
Retail/Ind. Holders 41.886 30 9%
Total 42.011 350 100%
54%
46%
% 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)
Camil
Investimentos
Free Float
65.7% 5.7%
Management
and Related
Parties
28.4%
Feb, 2023
Treasury
Shares
0.2%
Camil Investimentos represents Quartiero’s family ownership
(does not include individual ownership)
Share Buyback
+60 million
ON shares acquired and
+R$460 million
Invested in share buyback
+50 million
ON shares canceled
350¹
million ON
IPO - 2017 Feb - 2022
-15%
410
million ON
(8th Ongoing)

32. 625
893 899
998 1.014
571
1.032 1.033 1.080
1.634
2,0 x
2,4 x 2,5 x 2,4 x
1,9 x
1,2 x
2,1 x 2,3 x
1,4 x
2,0 x
4Q12 4Q13 4Q14 4Q15 4Q16 4Q17 4Q18 4Q19 4Q20 4Q21
Net Debt Net Debt / EBITDA LTM Covenant 32
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
National: BrAAA (negative)
Global: BB- (stable)
ESG: (E3; S2; G2)
Latest quarter(3Q22):
Net Debt/EBITDA LTM 2.8x
Agribusiness Receivables Certificate (CRA)
Debt Evolution Rating

33. Section IV
ESG
33

34. Governance: Councils and Committees
Jairo Quartiero
(Chairman)
Rodrigo
Colmonero
(NEO Investimentos)
Thiago
Quartiero
Jacques
Quartiero
José Fay
(Former 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 in Novo Mercado, B3’s highest standard of Corporate Governance
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/2024
✓Certified by the presence of at least two women
on the board by WOB
Fiscal Council
✓Formed by 6 members, 3 effective and 3
alternates
✓ Term of one year, and current terms also end in
June/2023
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
✓Formed by 3 effective members
Strategy, Innovation, Brands and Market
Committee
✓Formed by 5 effective members
✓ Term of one year, and current terms also end in
June/2024
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
✓Formed by 4 effective members
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)
34
Piero
Minardi
(Warburg Pincus)
Sandra Montes
(Former CMO at Rappi,
OLX and Electrolux)
Cláudia Soares
(Former Board
Member at Arezzo
&Co, Totvs, IBGC,
Roldão)
Board of Directors

35. ✓Strategic planning
now also carries out ESG
practices
✓Variable remuneration linked to
ESG goals
✓Impact and differentiation to the
business model, people and
environment
Recipe:
Commitment to
mitigate E&S risks the
Company’s business
and strategy
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 linked to
variable
remuneration
✓8 working groups in ESG
(material themes)
✓Multidisciplinary teams (+60
people), distributed in the 5
countries where Camil operates
✓Quarterly meetings to evaluate
and improve ESG themes
✓Created in January, 2021
✓Support to the Board of
Directors on social,
environmental, integrity and
governance matters
✓Formed by 3 members
(1 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
1Y ESG
Goals
Integration of best practices into the business management and development strategy, focused in sustainable growth
ESG Governance
35

36. Purpose
and
People
Quality and
Sales
All ESG actions
aligned with the
Strategic Pillars
Efficiency
and Growth
Camil Alimentos is a
participant of
Global Compact (UN)
and all ESG projects
related to the SDGs
✓ Sustainability Report: GRI,
SASB methodologies and
principles of the World
Economic Forum and the UN
Global Compact / alignment
of all actions with SDGs
✓ Board of Directors: 67%
independent members
✓ ESG and Ethics Committee
and ESG targets for all LatAm
level
✓ Robust Risk Management at
the LatAm level
✓ Current: +90% of Brazil's
energy from renewable
sources, +40% Rice Husk used
for own energy generation
✓ New Thermoelectric Power
Plant Project capable of utilizing
100% of the risk husk generated
from Itaqui / Cambaí rice husk
by 2024 (Green Debenture
R$150MM)
✓ Uruguay: 45% participation in
an energy generation plant
(husk)
✓ Quality KPI: 18% reduction of
complaints in Brazil's Quality
Customer Service
ESG Highlights
People and Social
✓ Workplace Safety: -33% of
accidents with leave of
absence (-51% in Brazil and -
23% in Latam YoY)
✓ Over 50% of plants in Brazil
with zero accidents with leave
of absence in the year
✓ Doce Futuro União Project:
3,000 students; focus on
income generation. +90% of
registered women with
partner NGOs
✓ Camil School Project in Itaqui:
training qualified labor
✓ 1st Diversity and Inclusion
Census and creation of the
Diversity Guide
Soruce: Sustainabilty Report February/2022 – YoY comparison
Governance and
Transparency
Eco-efficiency and
Quality
To learn more about our sustainable initiatives, check our sustainability report with our
performance and progress on enviromental, ethics and community on LatAm.

37. Appendix
Selected Comparable Companies

38. Source: Company Filings
(1) Calculated based on the debt amortization schedule for each company 38
Selected Comparable Companies
(Figures in R$ mm1)
Brazil LatAm (ex-Brazil)
1
Camil Minerva BRF JBS Marfrig M. Dias Bran. Bimbo Gruma Herdez Lala Nutresa
Ratings (Fitch/Moody´s/S&P) NA /NA /BB- AA+ /Ba3 /BB- BB /Ba2 /BB BB+ /Ba1 /BB- BB /Ba2 /BB+ AAA /NA / NA BBB /Baa2 /BBB AAA /WR /BBB AA- /NA /AA- NA /NA /NA NA /NA /NA
Ticker B3: CAML3 B3: BEEF3 B3: BRFS3 B3: JBSS3 B3: MRFG3 B3: MDIA3 BMV: BIMBOA BMV: GRUMAB BMV: HERDEZ BMV: LALAB BVC: NCH
Market Capitalization 3.330 6.437 24.377 84.178 15.700 8.641 76.425 22.417 4.013 11.683 20.416
EV/EBITDA 6,88x 5,11x 7,50x 3,36x 2,59x 12,84x 7,43x 7,22x 5,95x 8,15x 15,14x
LTMPeriod Feb-22 Dec-21 Dec-21 Dec-21 Dec-21 Dec-21 Dec-21 Dec-21 Dec-21 Dec-21 Dec-21
Consolidated Figures
Financials:
Revenues 9.016 26.965 48.343 350.696 85.389 7.814 94.832 25.618 7.109 22.273 14.912
Adjusted EBITDA 721 2.413 5.559 45.662 14.544 684 13.367 4.074 1.072 2.275 1.604
Adj. EBITDA Margin 8,0% 9,0% 11,5% 13,0% 17,0% 8,8% 14,1% 15,9% 15,1% 10,2% 10,8%
Net Interest Expense 128 1.014 2.470 7.382 3.709 300 2.180 448 194 636 344
Operating Cash Flow 463 2.595 2.798 10.300 9.034 408 4.725 1.670 565 350 648
Capex 1.092 568 3.681 9.624 2.304 208 5.627 78 181 552 432
Balance Sheet:
Cash & Equivalents 1.630 7.302 7.528 23.239 8.400 1.556 2.378 1.426 602 1.162 1.010
Total Debt 3.264 13.405 25.825 92.519 30.326 1.768 25.239 8.433 2.973 8.026 4.879
Net Debt 1.634 5.903 17.332 69.279 21.926 140 22.862 7.006 2.370 6.864 3.869
Credit Ratios
Total Debt/EBITDA 4,52x 5,55x 4,65x 2,03x 2,09x 2,58x 1,89x 2,07x 2,77x 3,53x 3,04x
Net Debt / EBITDA 2,3 2,4 3,1 1,5 1,5 0,2 1,7 1,7 2,2 3,0 2,4
Net Debt / (EBITDA-CAPEX) -4,4 3,2 9,2 1,9 1,8 0,3 3,0 1,8 2,7 4,0 3,3
EBITDA / Net Interest Expense 5,7 2,4 2,3 6,2 3,9 2,3 6,1 9,1 5,5 3,6 4,7
(EBITDA-CAPEX) / Net Interest Expense -2,9 1,8 0,8 4,9 3,3 1,6 3,6 8,9 4,6 2,7 3,4
EBITDA / Operational Cash Flow 1,6 0,9 2,0 4,4 1,6 1,7 2,8 2,4 1,9 6,5 2,5
Debt Duration (years) 3,0 5,8 9,0 8,1 5,8 - 16,4 - - - -

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