Camil institutional presentation

1. Institutional
Presentation
Aug, 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)

6. 6
Camil At-a-Glance
Notes:
(1) 2022 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: 23
Camil’s Facilities²
35 processing
facilities
23 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 (% 2022 volume)
Camil: One of the Largest Food Companies in LatAm
8k employees
Cookies
High Turnover includes: rice, beans and
sugar categories
High Growth includes: fish, pasta, coffee and
biscuits categories
International includes: Uruguay, Chile, Peru
and Ecuador operations

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% 1,0%
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%
2,9%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Retail Sales Total GDP
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-2022 12.0%
CAGR2008A-2022 13.6%
CAGR2008A-2022 11,0%

10. Adjusted selling price (1) (CIF - R$/30kg)
Notes:
(1) Adjusted by the monthly inflation of the period, since Jan/2006
(Gross
margin)
Average sale
price
(R$/30kg)2
Average cost
(R$/30kg)2 Sale / Cost
Year
Subtitle
Average purchase price (CIF - R$/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)
10
2006 39,40 22,69 1,74
2007 41,98 24,80 1,69
2008 53,90 34,18 1,58
2009 51,05 30,76 1,66
2010 50,54 28,63 1,77
2011 45,51 25,11 1,81
2012 55,82 34,41 1,62
2013 59,20 35,52 1,67
2014 63,49 36,50 1,74
2015 67,32 37,51 1,79
2016 80,46 47,16 1,71
2017 74,03 39,70 1,86
2018 75,89 41,60 1,82
2019 77,58 46,57 1,67
2020 118,01 80,23 1,47
2021 115,53 76,58 1,51
2022 123,87 80,84 1,53

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
40%
Sardines Tuna
40%
1st
2nd 1st 2nd 2nd
23%
Pasta
4th
7% Brazil;
41% MG
48% 33% 37%
1st 1st 2nd 1nd
Coffee
• União: registered
as Alto Renome
(highly renowned)
brand
2% Brazil;
5% GSP/GRJ

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
Brazil: % Sales (ton)

16. Section II
Categories Overview

17. 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
May-19
Aug-19
Nov-19
Feb-20
May-20
Aug-20
Nov-20
Feb-21
May-21
Aug-21
Nov-21
Feb-22
May-22
Aug-22
Nov-22
Feb-23
Camil
(R$/kg)
Esalq
Senar
(R$/50kg)
Brazil - Rice Price Camil - Gross Price
-
50.000
100.000
150.000
200.000
250.000
4Q07
2Q08
4Q08
2Q09
4Q09
2Q10
4Q10
2Q11
4Q11
2Q12
4Q12
2Q13
4Q13
2Q14
4Q14
2Q15
4Q15
2Q16
4Q16
2Q17
4Q17
2Q18
4Q18
2Q19
4Q19
2Q20
4Q20
2Q21
4Q21
2Q22
4Q22
400 401 414 443
494
525
583
538 556
600 596
630
743 750
807
741
-
200.000
400.000
600.000
800.000
1.000.000
2007200820092010201120122013201420152016201720182019202020212022
17
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 07-22’: +4.2%
•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%
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)

18. -
5.000
10.000
15.000
20.000
25.000
30.000
35.000
4Q08
2Q09
4Q09
2Q10
4Q10
2Q11
4Q11
2Q12
4Q12
2Q13
4Q13
2Q14
4Q14
2Q15
4Q15
2Q16
4Q16
2Q17
4Q17
2Q18
4Q18
2Q19
2Q21
4Q21
2Q22
4Q22
56 53
60 62 66 62
74
68 69
76 72
80
92 94
116 113
-
20.000
40.000
60.000
80.000
100.000
120.000
140.000
160.000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
18
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 08-22’: +5.2%
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
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)
-
1,00
2,00
3,00
4,00
5,00
6,00
7,00
8,00
9,00
0
50
100
150
200
250
300
350
400
450
500
May-19
Aug-19
Nov-19
Feb-20
May-20
Aug-20
Nov-20
Feb-21
May-21
Aug-21
Nov-21
Feb-22
May-22
Aug-22
Nov-22
Feb-23
Camil
(R$/kg)
Agrolink
(R$/60kg)
Brazil - Beans Price Camil - Gross Price

19. -
50.000
100.000
150.000
200.000
4Q12
2Q13
4Q13
2Q14
4Q14
2Q15
4Q15
2Q16
4Q16
2Q17
4Q17
2Q18
4Q18
2Q19
2Q21
4Q21
2Q22
4Q22
591
545 553 541 526 516
556 557
481
-
100.000
200.000
300.000
400.000
500.000
600.000
700.000
800.000
900.000
1.000.000
2014 2015 2016 2017 2018 2019 2020 2021 2022
19
Brazil Food Segment | Sugar
Iconic Brand Recognition in a Resilient and Consolidated Industry
CAGR-1.4%
•Consolidated industry
•Concentrated on one
supplier – long term
contract, take-or-pay
•Vertically integrated
competitors
Industry
Market Share
#1 40%
#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
Industry Highlights¹ Camil Historical Annual Volume (k ton)
Market Prices vs. Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)
(0,50)
0,50
1,50
2,50
3,50
4,50
5,50
6,50
0
20
40
60
80
100
120
140
160
180
200
220
240
260
280
300
May-19
Aug-19
Nov-19
Feb-20
May-20
Aug-20
Nov-20
Feb-21
May-21
Aug-21
Nov-21
Feb-22
May-22
Aug-22
Nov-22
Feb-23
Camil
(R$/kg)
Esalq
CEPEA
SP
(R$/50kg)
Brazil - Sugar Price Camil - Gross Price

20. 32
37
40
36 35
39
37
33
34
-
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 2022
20
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+0.5%
Notes:
(1) Euromonitor; Nielsen Retail Index for Sardine and Tuna (INA+C&C)
Industry Highlights¹ Camil Historical Annual Volume (k ton)
Camil Gross Prices (%) Camil Historical Quarterly Volume (k ton)
-
2.000
4.000
6.000
8.000
10.000
12.000
14.000
16.000
4Q12
2Q13
4Q13
2Q14
4Q14
2Q15
4Q15
2Q16
4Q16
2Q17
4Q17
2Q18
4Q18
2Q19
2Q21
4Q21
2Q22
4Q22
-
5
10
15
20
25
30
35
May-16
Aug-16
Nov-16
Feb-17
May-17
Aug-17
Nov-17
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
May-21
Aug-21
Nov-21
Feb-22
May-22
Aug-22
Nov-22
Feb-23
Camil - Gross Price

21. 21
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 Annual Volume (k ton) & Net Prices (R$/kg)
Portfolio & Pricing Historical Volume (k ton) & Net Prices (R$/kg)
• Local acquisitions
•Purchasing strategy follows the industry (3-4 month position)
•Different cost transfer dynamics
Pricing
25.931
83.063
5,23
6,36
2021 2022
5,43
5,13
5,67
6,28
6,96 6,89
3Q21 4Q21 1Q22 2Q22 3Q22 4Q22

22. Using the strength of the União brand (sugar) to enter the coffee market in 2022
22
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 Historical Volume (k ton) & 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
1.918
3.433
4.228
3.712
25,04
22,26
23,29 22,95
1Q22 2Q22 3Q22 4Q22

23. 23
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

24. 24
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
498
1,85
2,61
1,98
1,58
1,89 1,92
2,69
3,15
3,44
2014 2015 2016 2017 2018 2019 2020 2021 2022
Uruguay Net Prices (R$/kg)
67
78
72 76 79
84 83
89 86
3,43
4,14 4,24 4,27
4,83 4,69
6,89 7,01 6,55
2014 2015 2016 2017 2018 2019 2020 2021 2022
Chile Net Prices (R$/kg)

25. 25
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 (R$/kg) Uruguay – Silcom (La Abundancia)
Peru New Business - International
• Great growth potential – opportunity on
the migration from bulk to packaged rice
• Costeño is prepared to absorb this change
• Wide and fragmented domestic market
% of Intl Volume
#1 37%³
Market Share
Leader in aged rice:
20% market share
% of Intl Volume
Entry in the Healthy Goods market in
Uruguay – local market
+5.5k clients and
expansion
(1) Kantar Worldpanel Peru
92 94
86
94
84
89 90
66 64
2,70 3,84 3,64 3,52 4,12 4,37 5,98 6,23 6,21
2014 2015 2016 2017 2018 2019 2020 2021 2022
Peru Net Prices (R$/kg)
16
13
12
17
15
12
3,46 3,76 3,69 3,77 4,20 4,16
3Q21 4Q21 1Q22 2Q22 3Q22 4Q22
Ecuador Net Prices (R$/kg)

26. 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 and New Products
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
New geographies and new categories in LatAm
Chile
Ready for new
categories
Regions with focus on
expansion
New markets
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
26
Big growth opportunities in dry
goods market in Brazil
(logistics, sales and fiscal synergies
with current operations) and new
added value products to be
developed in actual categories
Wheat Business
Coffee
Santa Amália’s (pasta) leadership in MG and Mabel strong presence in GO:
opportunity to grow and integrate other categories in Brazil
Uruguay: new business
(Silcom) in Healthy Goods
(local market).
Chile: ready to integrate
new categories
Peru: opportunity to grow
on packaged rice
New Markets: Colombia,
Argentina, Mexico

27. Section III
Capital Markets & Transactions

28. 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)
28
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)

29. 29
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
& Closing
Date
Not Disclosed
(Mar/22)
R$ 220 million¹
(Sep/21)
R$ 410 million
(Oct/21)
Not Disclosed
(Oct/21)
R$ 63 million
(Dec/21)
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
(Nov/22)
2022

30. 8 Buyback Programs
Substantial Growth in Number of
Investors to 42k on Apr.23 from
2.0k Investors on Nov.17
30
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
Investors
Breakdown
# of
Investors
# ON
(mn)
%
ON
Controlling holders
& Related Parties
5 249 71%
Institutional 129 70 20%
Retail/Ind. Holders 42.045 31 9%
Total 42.179 350 100%
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)
✓ Board: 9 members, 66%
independent (2 women - certified by
women on the board)
Camil
Investimentos
Free Float
65.7% 5.7%
Management
and Related
Parties
28.3%
Aug, 2023
Treasury
Shares
0.4%
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 - 2023
-15%
410
million ON
(8th Ongoing)

31. 571
1.032 1.033 1.080
1.634
2.743
1,2 x
2,1 x 2,3 x
1,4 x
2,0 x
3,0 x
4Q17 4Q18 4Q19 4Q20 4Q21 4Q22
Net Debt Net Debt /EBITDA LTM
Covenant: 3,5x
31
Debt Issuances
Emissions 8th Debenture (CRA) 9th Debenture 10th Debenture 11th Debenture 12th Debenture (CRA)
Emission Date Apr/2019 Sep/2020 May/2021 Nov/2021 June/2023
Emission 8th Deb. Issuance/CRA 9th Deb. Issuance 10th Deb. Issuance 11th Deb. Issuance 12th Deb. Issuance/CRA
Securitization
Company
Eco Securitizadora - - - -
Total Amount R$600 million R$350 million R$600 million R$650 million R$625 million
Cost / serie
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.
Single:
CDI+0,9% p.a.
Amortization
Bullet - Series:
1st: 4 years (Apr/23) - settled
2nd: 6 years (Apr/25)
2 amortizations on
4th year and 5th year
Bullet
3 years (May/2024)
2 amortizations and 7
year maturity
Bullet
2.5 year (Dec/2025)
Interest Semester Semester Semester Semester Semester
Financial
Covenant
Net Debt/EBITDA LTM <3.5x
Net Debt/EBITDA LTM
<3.5x (up to 4.0x after the
8th Deb. Maturity)
Net Debt/EBITDA LTM
<3.5x (up to 4.0x after the
8th Deb. Maturity)
Net Debt/EBITDA LTM
<3.5x (up to 4.0x after the
8th Deb. Maturity)
Net Debt/EBITDA LTM
<3.5x (up to 4.0x after the
8th Deb. Maturity)
Liability Management: reduction on cost of debt and amortization profile schedule
National: BrAAA (negative)
Global: BB- (stable)
ESG: (E3; S2; G2)
Agribusiness Receivables Certificate (CRA)
Debt Evolution Rating
Amortization Schedule
1151
981 942
85
453
382
605
432
756
818
19
650
2023 2024 2025 2026 2027 After 2027
Feb-23 Feb-22

32. Section IV
ESG
32

33. Governance: Statutory Directors, 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
Camil is listed in Novo Mercado, B3’s highest standard of Corporate Governance
✓ 2-year term, re-election allowed
✓Current terms end in June/2024
✓9 members, 66% independent members (2
women)
✓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/2024
Audit Committee
✓Formed by 3 effective members
✓2Y Term (June/2024)
Finance, Investments and Risk Committee
✓Formed by 3 effective members
✓2Y Term (June/2024)
Strategy, Innovation, Brands and Market
Committee
✓Formed by 5 effective members
✓2Y Term (June/2024)
Personnel Management Committee
✓ Formed by 4 effective members
✓2Y Term (June/2024)
ESG and Ethics Committee
✓Formed by 3 effective members (1 independent
member)
✓2Y Term (June/2024)
33
Piero
Minardi
(Warburg Pincus)
Sandra Montes
(Former CMO at Rappi,
OLX and Electrolux)
Cláudia Soares
(Former Board
Member at Arezzo
&Co, Totvs, IBGC,
Roldão)
Councils, Committees and Board of Directors
Luciano Quartiero
CEO
Flavio Vargas, CFA
CFO and IR Director
30 30
Experience Education
5 26
Experience Education
Statutory Directors
Statutory Directors
✓ 2 C-level statutory directors
✓ 2Y Term (June/2024)
Board of Directors
Years of Experience in Camil
Years of Experience in the market

34. ✓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 (+80
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
34

35. Sustainable Culture
✓Variable compensation of all directors linked to
ESG goals
✓+80 people in the ESG Brazil, Uruguay, Chile, Peru
and Ecuador WGs, with initiatives linked to
material topics and monitored by the ESG and
Ethics Committee
✓67% independent members on the Board of
Directors
Ethics & Integrity
✓Integrity Program and new training reaching
+98% of the Company's target audience
✓LatAm Integrated Risk Management
Employee Health, Safety and
Development
✓+50% of plants in Brazil with zero lost-time
accidents
✓Training School project in the Itaqui community
in professional courses
Purpose and
People
Quality and
Sales
All ESG actions aligned
with the
Strategic Pillars
Eficiency and
Growth
Global Compact
(ONU))
signatory
Women on Board
initiative
Ecoefficiency
✓99% of Brazil units operating with renewable
energy
✓+40% of consumed energy generated by Camil,
through the consumption of 97k ton of rice husk
✓ New Termo Project: consumption of up to 100%
of the husk generated in Cambaí/Itaqui (RS) for
energy
✓Annual inventory of GHG emissions and Score C
at CDP (Climate Change; Water Security)
Supply
✓Collecting Social, Environmental and Ethical
Responsibility Statement from critical suppliers in
the new categories
Social Investment
✓Confectionery and Business School Doce Futuro
União 2.0, with more than 600 graduates
✓New partnerships, with +50k families and +79
tons of donations
To learn more about our sustainable initiatives, check our sustainability report with our performance and
progress on enviromental, ethics and community on LatAm.
ESG Highlights

36. Appendix
Selected Comparable Companies

37. Ratings (Fitch/Moody's/S&P) NA/NA/BB- BB/NA/BB BB/Ba3/BB-
BBB-/Baa3/BBB- BB+/NA/BB+ NA/NA/NA
BBB+/Baa1/BBB+ BBB+/WR/BBB NA/NA/NA N
Ticker B3: CAML3 B3:BEEF3 B3: BRFS3 B3: JBSS3 B3: MRFG3 B3: MDIA3 BMV: BIMBOABMV: GRUMAB BMV: HERDEZ
Market Capitalization 2.660 6.686 16.640 43.009 5.214 14.628 394.075 109.042 16.411 23
EV/EBITDA 7,95 5,11 9,41 4,00 4,48 15,38 6,23 8,11 6,87
LTM Period Feb-23 Dec-22 Dec-22 Dec-22 Dec-22 Dec-22 Dec-22 Dec-22 Dec-22
Financials:
Net Revenues 10.205 30.978 53.805 374.852 130.632 10.129 398.706 5.597 31.646 17
EBITDA 920 2.838 2.854 34.430 15.292 900 71.978 807 4.943 1
EBITDA Margin 9,0% 9,2% 5,3% 9,2% 11,7% 8,9% 18,1% 14,4% 15,6%
Net Interest Expenses (291) 1.036 1.606 5.543 3.202 (56) 7.561 94 819
Operating Cash Flow (139) 3.135 1.876 13.348 9.335 107 34.138 229 4.262
CAPEX (ex-M&A) (224) (835) (3.305) (7.888) (3.584) (312) (32.452) (288) (1.052)
Balance Sheet:
Cash & Equivalents 1.239 3.932 8.466 8.965 5.775 774 1.519 254 2.398
Total Debt 3.982 14.874 23.909 131.639 69.306 2.482 133.201 1.889 10.384 4
Net Debt 2.743 6.733 17.606 87.477 41.877 1.892 100.926 1.692 8.867 4
Net Debt/EBITDA 3,0 2,9 5,6 3,5 3,1 2,0 1,8 2,1 1,7
Net Debt/(EBITDA-CAPEX) 3,9 3,4 (39,1) 3,3 3,6 3,2 2,6 3,3 2,3
EBITDA/Net Interest Expenses 3,2 2,7 1,8 6,2 4,8 (16,1) 9,5 8,5 6,0
Source: camil – company fillings; other companies BBG (in local currency) 37
Selected Comparable Companies
(Figures in R$mm1)
Brazil LatAm (ex-Brazil)
We believe that our position with a broad portfolio of leading brands in several segments leads Camil to a different position in LatAm
food sector. Camil has a unique position to continue to strengthen its competitive advantages in the region

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