CORPORATE

PRESENTATION
September, 2022
AGENDA 01 INRETAIL
OVERVIEW

02 INVESTMENT
THESIS

03 APPENDIX
01
INRETAIL
OVERVIEW
INRETAIL IS PART OF ONE OF PERU’S LEADING AND MOST DIVERSIFIED
BUSINESS GROUPS
Simplified organizational structure

Education
Float 26%1/

BVL: INRETC1

LTM Q2’22 Intercorp metrics:

a

 More than ~USD 7.7 billion in sales

 Market capitalization of 2 public subsidiaries of ~USD 5.8 billion as of September, 2022
 More than 95k employees
4
1/ Excludes Nexus’ minority stake of 5.46% in InRetail Perú.
LEADING PERUVIAN MULTI-FORMAT RETAILER

#1 in Pharmacies
#1 in Food Retail 703 stores 2,278 stores #1 in Shopping Malls 21 malls
and Distribution

Multi-format portfolio Differentiated brand strategy Premium portfolio with strategic locations

Strong presence in Multi-format offering1/ Presence in Peru, Ecuador Complementary First mover in 6 out of High occupany
Peru and Bolivia businesses2/ 12 departments rates3/
Hard Discount
10%
Distribution
Cash-and-carry 31%
29%

High-end
Supermarket Pharmacies Occupancy
Hypermarket &
3% 69% 94%
Supermarket
58%

InRetail ranks among the largest Peruvian corporates with LTM Q2’22 revenues of ~USD 4.9 billion4/

Note: As of Q2’22.
1/ Breakdown over Q2’22 revenues. 2/ Breakdown over Q2’22 revenues does not consider intercompany eliminations and consolidation adjustments. 3/ Breakdown over Q2’22 GLA. 4/ The PEN/USD exchange rate used was
5
S/3.830 as of June 30, 2022.
LTM Q2’22 FINANCIAL AND OPERATIONAL SNAPSHOT
Million Soles (S/ mm)

Food Shopping
Pharma
Retail Malls
1/
LTM Q2’22
(S/ mm; %) + + =
Revenues S/ 10,059 S/ 8,151 S/ 614 S/ 18,761
% Revenues Contribution 53% 43% 3% (USD 4,899)

Adj. EBITDA2/ S/ 976 S/ 1,091 S/ 376 S/ 2,323

% Adj. EBITDA Contribution 40% 45% 15% (USD 607)

Adj. EBITDA Margin3/ 9.7% 13.4% 82.2% 12.4%

_
Market Position 1st 1st 1st

# of Stores 703 2,278 21 _

# of Employees 20,516 24,362 457 45,335

Note: 2021 figures consider a full year of Makro, which was acquired on December 23, 2020. 1/ Consolidated figures for InRetail include intercompany eliminations, consolidation adjustments and Digital segment. Figures 6
converted to USD using PEN/USD of S/3.830 as of June 30, 2022. 2/ Adj. EBITDA excludes Mark-to-Market gains from valuation of investment properties in the Food Retail and Shopping Malls segments and includes IFRS 16
effect. 3/ InRetail Shopping Malls’ Adjusted EBITDA margin is represented here as our Net Rental margin, calculated as Adj. EBITDA (inc. IFRS 16)/Net Rental Income.
Q2’22 ESG UPDATE

Climate Action Zero Hunger Decent Work and

Economic Growth
 Food Retail received its #3 MINAM1/  Donated 71% of our food waste,  +300 hours of mentoring provided to
star for its carbon footprint disclosure equivalent to +8 mm2/ food rations for SMEs through our “Perú Pasión”
and management +78k beneficiaries, as part of our development program
“Bueno por Dentro” program
 Our recycling program  In partnership with Zegel Ipae, we
#ReciclaConsciente” received an ANDA launched a Dual Training program,
2022 award offering 70 scholarships to certify as
pharmacy technician and receive paid
 Recycled +46 tn of PET2/ bottles
training in our stores
through our recycling stations in Malls,
which were converted into 3.4k  Our three segments ranked top 20 in
blankets for donation the Great Place to Work for
Responsible Consumption Millennials
 #1 in Merco ESG Ranking for Food and Production
Retail  #1 in Merco Talent Ranking for
Shopping Malls
 +500 suppliers participated in our
new Sustainability trainings, focused  #1 in Customer Experience Index for
on recycling, waste management Shopping Malls and overall ranking
and other environmental topics for Peru

7
1/ MINAM is the abbreviation of “Ministerio del Ambiente” (Peruvian Environment Ministry). 2/ As of June 2022.
02
INVESTMENT
THESIS
INVESTMENT THESIS
The leading multi-format retailer in a growing and underpenetrated market

 Peru’s modern retail is still in an early stage of development

Sustainable growth in
underpenetrated  Low penetration of modern retail in food retail, pharma and shopping malls
sectors
 Clear growth potential in our e-commerce platforms and omnichannel strategy

2
 Undisputed leadership in the food retail, pharma and shopping mall segments in
Peru
Undisputed leadership
& resilient business  Differentiated formats and value propositions to target a wide customer base
model
 Resilient and well-diversified business model with proven capacity to attain growth
and high profitability

3
 Sustained organic and inorganic growth, with strong profitability and free cash flow
Proven track record of generation
organic growth and
 Successful and seamless integration of acquisitions, with proven track record of
successful acquisitions
sound deleveraging

 Consistent improvement in rating agency classifications

9
SIGNIFICANT UPSIDE POTENTIAL FOR MODERN RETAIL

Food Retail Pharmacies Shopping Malls

Penetration as a % of total food retail sales - 2021 Pharmaceutical sales as % of GDP - 20211/ Malls per million people - 2021

Leasable area per thousand

Sales area per capita:
people:
Peru 0.24 sqm vs Chile 0.57
Peru 97.3 sqm vs Chile 271.8
sqm
sqm

64.2% 1.8% 13.5

59.7% 60.1%
Mean ex-Peru: Mean ex-Peru:
53.6% 1.4%
1.4% Mean ex-Peru:
6.6
1.2%
~1.7x ~1.4x 1.2%
1.0%
30.5% 31.3% ~2.0x

5.1
4.8

3.2
2.8

Colombia Peru Mexico Brazil Chile Peru Chile Mexico Brazil Colombia Brazil Peru Uruguay Colombia Chile
Source: Euromonitor, 2022 Source: Fitch, 2022 Source: Accep 2022

10
1/ 2021 estimated
ONGOING IMPLEMENTATION OF OUR OMNICHANNEL STRATEGY THROUGH SHARED
SERVICES AND DIGITAL
Shared Services

One-stop shop with our leading brands and

Market Place
increasing third-party sellers
E-COMMERCE/
MARKETPLACE
.PE
CUSTOMER An integrated service to manage customer needs
CARE Customer
post sales, providing a standardized experience
Care
across our retail brands

Order Management System: An integrated

LOGISTICS & B2B platform to process, fulfill and track customer
LAST MILE SERVICES orders
DELIVERY B2B
Services
Digital Payments: Solutions to speed payments,
with increased level of security for our retail
brands, third-party sellers and customers

DIGITAL LOYALTY Relevant e-commerce penetration1/

WALLET PROGRAM

6% 6% 6% 6%

Q1'22 Q2'22 Q1'22 Q2'22

11
1/ Considers only formats with e-commerce platforms for Food Retail and only Inkafarma in Lima for Pharma.
INVESTMENT THESIS
The leading multi-format retailer in a growing and underpenetrated Peruvian market

 Peru’s modern retail is still in an early stage of development

Sustainable growth in
underpenetrated  Low penetration of modern retail in food retail, pharma and shopping malls
sectors
 Clear growth potential in our e-commerce platforms and omnichannel strategy

2
 Undisputed leadership in the food retail, pharma and shopping mall segments in
Peru
Undisputed leadership
& resilient business  Differentiated formats and value propositions to target a wide customer base
model
 Resilient and well-diversified business model with proven capacity to attain growth
and high profitability

3
 Sustained organic and inorganic growth, with strong profitability and free cash flow
Proven track record of generation
organic growth and
 Successful and seamless integration of acquisitions, with proven track record of
successful acquisitions
sound deleveraging

 Consistent improvement in rating agency classifications

12
FOOD RETAIL SEGMENT: MULTI-FORMAT STRATEGY TO ATTRACT A DIVERSIFIED
CUSTOMER BASE AND RESPOND TO DIFFERENT PURCHASE MISSIONS

 Leading Food Retail platform, with the largest presence across Peru
 One of the most valuable brands in Peru
 Every-day-low price strategy
Revenue breakdown by format1/

Hypermarket
High-end Cash-and- Hard 6%
& 26% 29%
Supermarket carry Discount
Supermarket
8% 10%
3% 3%
93%
Brand
63% 58%

Sales area range

500 to 5k 900 to 1.2k 2.8k to 6.2k 150 to 200
(sqm) 2016 2021 Q2'22

# of stores 101 8 23 571 Hypermarket & Supermarket High-end Supermarket Hard Discount Cash-and-carry

 One-stop shop  Hard discount

 High-end format format with
destination with  Cash-and-carry
located in Lima’s conveniently
an every-day-low- format that targets
wealthier located, small
price strategy, the professional
Format neighborhoods sized stores and
reaching all socio- HoReCa clients,
strategy economic levels  Focused on an every-day-low
offering products
providing premium price strategy for
 Food Retail brand tailored for their
food products and the lower and
with highest needs
distinctive service middle-class
recognition in Peru sector

Purchase  Stock-up  Fresh  Urgency

 Volume
mission  Variety  Specialties  Reposition

Growth Makro Supermayorista Mass

potential
13
1/ FY 2021 and Q2’22 include Makro Perú, which was acquired on December 23, 2020.
FOOD RETAIL SEGMENT: FOCUSED ON STRENGTHENING OUR OMNICHANNEL
STRATEGY AND CAPTURING THE GROWTH POTENTIAL OF OUR NEW FORMATS

Exploit growth potential in value and discounter formats targeting

mid to low income segments Improved logistic capacities

 Accelerate growth of Makro and Mass  Incorporated Makro stores within our
formats state of the art DC
 Increase EDLP competitiveness  Strengthened our cross-dock and
 Super proximity with Mass, focused in regional DCs, increasing suppliers
small market flow locations offering and volume which is delivered
basic need items, with growth potential directly
in provinces (95% of stores are in Lima)  Implemented software to improve
supply of fresh products in stores

Continue strengthening our multi-format omnichannel strategy Boost private label categories

 Alternative formats of where to buy,  Increase competitive price advantage in our leading
collect or receive, to serve distinct private label brands
consumer buying occasions
 Continue to develop private label brands within our
 Enhance customer experience of our non-food categories
digital platforms
 Actively search for third-party
 Integrate products into our portfolio international suppliers
through third-party sellers
 Develop format specific private
 Increase penetration of Agora Shop label products

14
PHARMA SEGMENT: MULTI-FORMAT STRATEGY TO DEVELOP NEW CATEGORIES
AND ENHANCE CUSTOMER EXPERIENCE
 Leading pharmacy player in Peru with 2.2k + stores
 Top brands in Peruvian retail pharmaceutical industry
 Solid track record in a resilient consumer non-discretionary industry

Breakdown Expansion of our health and well-being portfolio through our multi-format strategy3/
As of LTM Q2’22 Inkafarma
By category Traditional Express
Remodeled
Others1/

Wellness 13%
8% Inkafarma

9%
55%
Baby Care +15%
Pharma Traditional Inkafarma Increased display of Basic format targeting
16% counter store, with only personal care categories small cities, with
assisted sales in sales area reduced SKUs

Personal Care
Traditional Drugstore Beauty
By format

Others2/
20%
Mifarma

Remodeled 17% Traditional +35% +15%

63%
Traditional Mifarma Sales floor with small Additional assortment
(~100 mt2)
counter store, with aisles of personal care and spaces dedicated to
only assisted sales categories beauty and wellness

15
1/ Considers Bazar and others product. 2/ Considers Mifarma Beauty, Autoservice and Inkafarma Express. 3/Considers estimated increase in revenues between formats.
PHARMA SEGMENT: FOCUSED ON STRENGTHENING ITS VALUE PROPOSITION
AND OMNICHANNEL STRATEGY
Further differentiate value propositions of our two brands
• Every-day low prices
• Mainly assisted sales
+ • High-low prices
• Drugstore model
model • Beauty & wellness
• Health & personal care
Strengthen our private label portfolio of products, offering every-
day-low prices and quality across categories
 Strengthen positioning of
leading brands in key
categories: #1 in vitamins,
baby diapers and baby formula
 Increase assortment in non-
pharma categories, aligned
with our multi-format strategy
Boost productivity at store level
 Use of data analytics to generate
incremental sales per customer across
channels
 Cluster analysis to refine assortment
per store
 Increase revenues per store through
our multi-format strategy
Continue strengthening our omnichannel strategy
 Diverse channels for our customers including:
+2k stores, app, web, Agora Shop and call
center
 Express and programmed delivery according to
customer needs
 Optimization of logistics for our digital platform
through a combination of two dedicated
distribution centers, pharmacies that serve as
mini-delivery centers and our click and collect
platform
16
SHOPPING MALLS SEGMENT: STRONG POST PANDEMIC RECOVERY

 Leading Shopping Malls platform, with a proven track record in

developing and operating successful shopping malls
 Secured access to landbank and real estate team to sustain growth

Resilient business model Fully recovered tenant SSS growth vs 20191/

 Our medium sized malls are geographically diversified in Peru and

21.5% 20.3% 20.4%
purposefully located to target the growing middle-class
17.2%
 High quality tenant base with high renewal rates and low concentration of
renewals per year
3.9%
 High predictability of cash flows with ~85% of rental income from fixed rent
contracts
Q2'21 Q3'21 Q4'21 Q1'22 Q2'22

Stable occupancy rates2/ Reactivation of openings and expansion projects since 2021

97% 96% 94% 93% 93% 94%  In 2021, we opened H&M in Real Plaza
Centro Cívico and finished the expansion of
Real Plaza Cusco, with 21k sqm of new GLA

 In 2022, we inaugurated the food court at

Real Plaza Chiclayo and acquired Molina
Plaza Power Center located in Lima (16k
2017 2018 2019 2020 2021 Q2'22 sqm of GLA).
Opening of H&M in Centro Cívico

1/ Total SSS including anchor stores. 17

2/ Real Plaza Puruchuco was inaugurated in November 2019.
SHOPPING MALLS SEGMENT: FOCUSED ON INCREASING FOOT TRAFFIC AND
RESUMING GROWTH

Capitalize on the recovery in foot traffic Optimize real estate spaces and tenant mix

 Gradual reduction in government restrictions at mall entrance  Diversify tenant mix, increasing the participation of entertainment, food and
beverages and non-retail tenants:
 Increased foot traffic from families and related to entertainment, driven by the
 New entertainment categories
activation of events and family plans within our malls
 Education
 Increased foot traffic from students and office workers  Laboratory diagnostics
 Co-working
 Continued recovery of cinemas with mid year block busters
 Services
 Inauguration of MAC government service counters within our malls
 Increase utilization of existing and new GLA:
 Continue to grow our omnichannel strategy, bringing online traffic to malls:  Gourmet Food Hall in Real Plaza Chiclayo
Click and collect in malls represents approximately 50% of transactions  4 new MAC government service counters in Real Plaza Huánuco,
Puruchuco, Trujillo and Pucallpa
 Parking spaces
Continue ramp-up of Real Plaza Puruchuco and Cusco

Occupancy
As of Q2’22
85% 94%
83% +3% vs.
+3% vs.
Q1’22
Q1’22

Puruchuco Cusco Average Real

Plaza Real Plaza Puruchuco Expansion of Real Plaza Cusco
% of Total
15% 7%
GLA
18
RESILIENT BUSINESS MODEL WITH STRONG GROWTH AND PROFITABILITY

 InRetail operates a resilient business model with a well-diversified, multi-format platform, anchored in a diligent execution of its EDLP strategy and an important
representation of essential categories
 Our Food Retail segment has been able to attain significant growth and expand margins, achieving better than expected results
 Our Pharma segment operates with the highest margins in the industry, maintaining relatively stable margins despite unprecedented times
 Our Shopping Malls segment has proven to be a predictable segment with robust and stable occupancy levels, despite severe lockdown restrictions

Same Store Sales (SSS) Adjusted EBITDA

(S/mm)

Adj. EBITDA
9.1% 9.8% 9.4% 9.7%
17.7% Margin:

7.8% 8.7% 676 889 976

4.1% 526

2019 2020 2021 Q2'22 LTM 2019 2020 2021 Q2'22 LTM

Adj. EBITDA
14.1% 13.9% 14.1% 13.4%
10.6% Margin:

4.5% 2.9% 966 1,003 1,140 1,091

2.6%

2019 2020 2021 Q2'22 LTM 2019 2020 2021 Q2'22 LTM

Net Rental
Income 76.2% 71.3% 76.8% 82.2%
21.3% Margin1/:
16.3%
337 302 376
3.3% 0.3% 196

2019 2020 2021 Q2'22 LTM 2019 2020 2021 Q2'22 LTM

19
1/ Calculated as EBITDA / net rental income
INVESTMENT THESIS
The leading multi-format retailer in a growing and underpenetrated Peruvian market

 Peru’s modern retail is still in an early stage of development

Sustainable growth in
underpenetrated  Low penetration of modern retail in food retail, pharma and shopping malls
sectors
 Clear growth potential in our e-commerce platforms and omnichannel strategy

2
 Undisputed leadership in the food retail, pharma and shopping mall segments in
Peru
Undisputed leadership
& resilient business  Differentiated formats and value propositions to target a wide customer base
model
 Resilient and well-diversified business model with proven capacity to attain growth
and high profitability

3
 Sustained organic and inorganic growth, with strong profitability and free cash flow
Proven track record of generation
organic growth and
 Successful and seamless integration of acquisitions, with proven track record of
successful acquisitions
sound deleveraging

 Consistent improvement in rating agency classifications

20
CONSISTENT AND PROFITABLE ORGANIC AND INORGANIC GROWTH

Revenues (S/ mm)

18,7611/

SPSA TURNAROUND PERIOD

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 LTM
Q2’22

Acquisition Vivanda / Plaza Vea Agreement Acquisition InRetail’s Strategic RP Mass Plaza Vea Quicorp Opening Makro Intern. Acquisition
of SPSA Plaza Vea expansion to open of IPO Alliance: Salaverry format becomes acquisition of Perú Bond of minority
from Royal Super outside Inkafarma Inkafarma (US$ Plaza Opening expansion #1 in Perú Mass acquisition Issuance stake of
Ahold in Formats Lima stores in 460M) Vea & (+40 store InRetail
2003 launching Plaza Vea Tarjeta stores) #400 Pharma
Oh!
Opening of
store #100 Fitch
First mall First mall First power International upgrades
Incorporation
opening outside center Bond InRetail
Opening Mass International Opening of of Agora &
in Lima Lima is launched Issuance Pharma &
of expansion Bond RP InDigital
(2001) (Chiclayo) (Pro) International Real Estate
store issuances Puruchuco
Bond to BBB-
#1000
Issuance

21
1/: LTM Q2’22 results consider Makro, which was acquired on December 23, 2020, and Agora & InDigital, which were acquired on October 4, 2021
 Q2’22 CONSOLIDATED FINANCIAL RESULTS
Million Soles (S/ mm)

Highlights Revenues
+9.8%
 Double-digit growth in Revenues due to a strong growth in our Food
Retail segment, a strong and continued recovery in our Shopping 9,432
Malls segment and a slight growth in our Pharma segment, despite 8,593
the high comparison basis in Q2’21 +11.5%

 Double-digit growth in EBITDA, mainly explained by the strong 4,249 4,740

performance in our Food Retail segment and in our Shopping Malls
segment, which includes an extraordinary income from a landbank
sale
Q2’21 Q2’22 YTD’21 YTD’22
 Strong Net Income growth in the quarter due to the improved
performance as well as to the lower net FX loss1/ in Q2’22 vs Q2’21 Gross
27.9% 27.4% 27.4% 27.2%
Margin
Adj. EBITDA2/ Net Income2/
+7.2%
+617.4%
1,113
1,039
324
+10.4%
32.0%
514 567
106
80
45

Q2’21 Q2’22 YTD’21 YTD’22

Q2’21 Q2’22 YTD’21 YTD’22

Adj. EBITDA Net

12.1% 12.0% 12.1% 11.8% 1.9% 2.2% 0.5% 3.4%
Margin Margin
22
Note: 2021 figures consider a full year of Makro, which was acquired on December 23, 2020. 1/ PEN/USD exchange rate was S/3.830 as of June 30, 2022 compared to S/3.701 as of March 31, 2022 and S/3.866 as of June 30,
2021. 2/ Adj. EBITDA excludes mark-to-market gains from valuation of investment properties of Food Retail and Shopping Malls segments. Adjusted EBITDA and Net Income include IFRS 16 effect.
 FINANCIAL DEBT BY SEGMENT1/
Million Soles (S/ mm)

Net Debt/Adj. EBITDA Debt/Adj. EBITDA

Total Consolidated Debt: S/8,159 mm

Debt / Adj. EBITDA: 3.5x
Net Debt / Adj. EBITDA: 3.2x

Debt / Adj. EBITDA: 3.0x

Net Debt / Adj. EBITDA: 2.7x

8.9x
8.1x
3.5x 3.5x 7.2x
3.1x 3.2x 3.2x 6.1x
2.7x 7.3x 5.4x
3.2x 3.2x 2.4x 2.5x 6.7x
2.8x 3.0x 3.0x 2.1x 2.3x 5.7x
2.4x 5.0x 4.6x
2.0x 2.1x
1.9x
1.6x

LTM Q2’21 LTM Q3’21 2021 LTM Q1’22 LTM Q2’22 LTM Q2’21 LTM Q3’21 2021 LTM Q1’22 LTM Q2’22 LTM Q2’21 LTM Q3’21 2021 LTM Q1’22 LTM Q2’22

Debt 2,692 4/ 2,835 4/ 2,738 4/ 2,907 4/ 3,057 4/ 2,448 4/ 2,633 4/ 2,752 4/ 2,651 4/ 2,934 4/ 2,323 2,385 2,322 2,122 2,160
3/ 3/ 3/ 3/ 3/
Cash 239 232 197 148 158 583 3/ 4413/ 472 3/ 380 3/ 363 3/ 386 394 469 350 311

Net Debt 2,454 2,602 2,541 2,759 2,899 1,865 2,192 2,280 2,270 2,571 1,938 1,992 1,853 1,772 1,848
LTM Adj.
746 2/ 803 2/ 889 932 976 1,120 1,139 1,140 1,101 1,091 242 275 302 335 376
EBITDA

1/ Financial Debt does not include lease liabilities associated to IFRS 16. Cash includes cash equivalents, treasury stock and treasury bonds when at Subsidiary level. Ratios are adjusted for currency hedge effect. 23
2/ Excludes Makro’s results for 2020. 3/ Cash balance impacted by dividend distributions to fund InRetail Perú’s ordinary and extraordinary dividends (USD 75 mm in 2022 and USD 140 mm in total in 2021). 4/ Considers
intercompany loans with InRetail Consumer tied to bond issuance.
03
APPENDIX
Q2’22 RESULTS – FOOD RETAIL
Million Soles (S/ mm)

S/ mm Q2'22 Q2'21 Var % % Revenues by Format2/ (Q2’22)

Revenues 2,523 2,136 18.1%
Gross Profit 576 517 11.4%
Adj. EBITDA 1/ 227 183 24.0% 10%
Gross Mg 22.8% 24.2% -138 bps 3%
1/
29%
Adj. EBITDA Mg 9.0% 8.6% 42 bps

Revenues reached S/2.5 billion, registering an 18.1% growth versus the comparable
quarter of last year, mainly driven by a strong SSS growth of 12.5% in Q2’22, positively
impacted by a strong increase in food categories, which compensated a slowdown in
non-food categories, given a strong Q2’21 comparison basis
58%

Net opening of +29k sqm of additional sales area in the last twelve months, which
includes the opening of 77 net new Mass stores and 2 Makro stores; additionally, we
reopened 2 PlazaVea stores which were closed for remodeling. In Q2’22, we opened 22
net new Mass stores

Gross margin reached 22.8%, below Q2’21 due to the higher participation of our Makro
and Mass formats and the continued reinforcement of our EDLP strategy, but slightly
above Q1’22 due to a lower participation of lower margin non-food categories in the
sales mix

Adjusted EBITDA margin increased 42 bps in Q2’22, mainly explained by continued

fixed costs dilution, operational efficiencies and the absence of one-time expenses
related to the acquisition of Makro, more than compensating the decrease in gross
margin, reaching an adjusted EBITDA margin of 9.0%
25
Note: 1/ Adjusted EBITDA excludes mark-to-market gains from valuation of investment properties and includes IFRS 16 effect. 2/ Includes Corporate sales.
Q2’22 RESULTS – PHARMA
Million Soles (S/ mm)

Pharmacies 1/ Distribution 1/ Total

S/ mm
Q2'22 Var % Q2'22 Var % Q2'22 Q2'21 Var %
Revenues 1,524 3.0% 694 -3.7% 2,062 2,015 2.4%
Gross Profit 548 4.5% 83 -2.6% 624 605 3.0%
Adj. EBITDA 2/ 243 -2.6% 29 -10.2% 272 282 -3.5%
Gross Mg 35.9% 35.4% 12.0% 11.9% 30.2% 30.0% 19 bps
2/
Adj. EBITDA Mg 16.0% 16.9% 4.2% 4.5% 13.2% 14.0% -81 bps

Pharmacies
Top line growth of 3.0%, with a SSS growth of 0.4% in Q2’22, mainly due a strong % by Unit (Q2’22)
growth in certain non-pharma categories, compensating a slowdown in demand
from COVID-19 related categories Pharmacies
80 net new pharmacies in the last twelve months. In Q2’22 we opened 15 net new Distribution
pharmacies
Gross margin of 35.9%, slightly above both Q2’21 and Q1’22, from a change in Revenues3/ EBITDA
product mix
11%
Adjusted EBITDA margin of 16.0%, slightly below Q2’21 due to increased store 31%
personnel expenses, but showing improvement vs Q1’22 due to increased fixed costs
dilution
89%
Distribution 69%

Revenues decreased 3.7% due to a slower demand in comparison to Q2’21, which

included lower purchases of COVID-19 related categories
Gross margin of 12.0% in Q2’22, in line with Q2’21
Adjusted EBITDA slightly decreased mainly due to higher selling expenses

26
1/ Pharmacies refers to the retail pharma unit which operates Inkafarma and Mifarma stores. Distribution refers to the distribution of pharmaceutical products. Segment breakdown considers management figures.
2/ Adj. EBITDA includes IFRS 16 effect. 3/ Revenues breakdown does not consider intercompany eliminations and consolidation adjustments.
Q2’22 RESULTS – SHOPPING MALLS
Million Soles (S/ mm)

S/ mm Q2'22 Q2'21 Var % GLA Breakdown as of Jun. 30, 2022

Revenues 159 120 33.4%
Pending opening
Gross Profit 104 79 31.6% Vacancy
1/ 6%
Adj. EBITDA 109 68 60.2%
1%
Gross Mg 65.4% 66.3% -87 bps
Net Rental Mg 2/ 92.1% 76.6% 1552 bps

Revenues reached S/159 mm, registering a 33.4% growth versus the comparable
quarter of last year. This growth is mainly explained by the increase in GLA opened,
~92% of GLA opened at the end of Q2’22, compared to ~82% of GLA opened at the end
of Q2’21
92%

Occupancy rate of ~94% in Q2’22, slightly above previous quarters Opened

Adjusted EBITDA reached S/109 mm, registering a 60.2% growth versus Q2’21. This
strong growth is mainly explained by the top line growth, higher fixed cost dilution and During Q2’22, our malls operated with
an extraordinary income of S/12.9 mm due to a landbank sale no restrictions on maximum visitor
capacity nor opening hours
Mark-to-market1/ gain of S/0.5 mm in Q2’22 vs a gain of S/9.5 mm in Q2’21
Vaccination and face masks (inside)
restrictions still remain in place
Solid liquidity position with S/177 mm in cash and equivalents and an investment of
S/135 mm in InRetail shares

In July, we acquired Molina Plaza Power Center (16k sqm of GLA), located in La Molina,
in the east of Lima, and, we returned the concession of Estación Central (2k sqm of
GLA) located in Cercado de Lima, in the center of Lima
27
1/ Adjusted EBITDA excludes mark-to-market gains from valuation of investment properties and includes IFRS 16 effect. 2/ Net Rental margin is calculated as Adj. EBITDA IFRS 16/Net Rental Income. Net Rental Income is defined
as Total Income minus reimbursable operating costs related to the maintenance and management of Shopping Malls. Net Rental Mg. for Q2’21 was updated post release, from 73.7% to 76.6%.
QUARTERLY OPENINGS AND SSS BY SEGMENT

Openings Same Store Sales (SSS)

Food Retail Food Retail 2021: 7.8%
Sales Area (‘000 sqm) YTD: 10.1%
476 483 502 502 505
74
1/
80 911/ 91 94 12.5%
1/
93 93 101 101 101 9.1%
7.6%
5.6% 6.0%
309 311 311 311 311

Q2’21 Q3’21 Q4’21 Q1’22 Q2’22 Q2’21 Q3’21 Q4’21 Q1’22 Q2’22
Hard Discount 494 516 557 549 571
Cash and Carry 21 21 23 23 23
Supermarkets 109 109 109 109 109

2021: 10.6%
Pharmacies YTD: -0.4%
Pharmacies
No Stores 16.7%
2,198 2,211 2,252 2,263 2,278

1,000 1,001 1,014 1,012 1,017

Mifarma 4.3% 4.9%
1,198 1,210 1,238 1,251 1,261 0.4%
Inkafarma
-1.2%
Q2’21 Q3’21 Q4’21 Q1’22 Q2’22
Q2’21 Q3’21 Q4’21 Q1’22 Q2’22

Shopping Malls 2021: 16.3%

Shopping Malls2/ YTD: 17.6%
GLA (‘000 sqm)
812 834 834 834 834 32.6%
17.4% 18.0% 17.2%
11.6%

Q2’21 Q3’21 Q4’21 Q1’22 Q2’22 Q2’21 Q3’21 Q4’21 Q1’22 Q2’22
No Malls 21 21 21 21 21 28
1/ Sales area (sqm) was adjusted in Q2’21 and Q4’21 due to on-site measurement updates. 2/ Shopping Malls SSS only consider sales from tenants allowed to operate their physical stores in both comparable periods.
LARGEST FOOTPRINT OF PREMIER RETAIL LOCATIONS

Food Retail Pharmacies Shopping Malls

109 Supermarkets
23 Cash & Carry 2,278 Stores 21 Malls
571 Hard Discount

(1) (19)
(60)
(6)
(3) (12) Piura (2)
(110)
(2) (2) Chiclayo
(1) (1) (90) Cajamarca
(66)
(5) (44)
(2) (134) Trujillo

(3) (1) (66) (34)

Chimbote
(1) Huánuco
(13) Ucayali
(74) (2) (29)
(542) (1) Lima (9) Huancayo
(1,109) (79)
(11) (1) (8)
Cusco
(3) (1) (6) (63)
(2)
(2) (2) (89) (25) (13) (32)
Juliaca
(2)
(27) (133) Arequipa
(2) (2) (14)
Only modern shopping
(1) (30) mall in the city

 First mover in 22 cities outside of Lima  Present in all of Peru’s 24 departments  First mover in 6 out of the 12 departments
 Total sales area (sqm): 505k  100% of stores are rented  Total GLA (sqm): 834k
 50% of sales area sqm are owned1/  49% in Lima / 51% in Provinces

1/ Owned by Supermercados Peruanos or through a related party.

29
 CONSOLIDATED FINANCIAL DEBT
Million Soles (S/ mm)

Consolidated Financial Debt1/ USD Exposure on Financial Debt

Net Debt/Adj.EBITDA Debt/Adj.EBITDA Hedge USD PEN

3.6x 3.5x 3.5x

3.4x 3.4x

3.0x 3.1x 3.2x 44%

2.9x 3.0x 46% 48% 47% 46%

2% 3% 1% 1%
3%

52% 49% 50% 53% 55%

LTM Q2’21 LTM Q3’21 2021 LTM Q1’22 LTM Q2’22 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22

Debt 7,589 7,858 7,817 7,689 8,159  As of Jun 30, 2022, we have the following hedge instruments for the bonds:
 InRetail Consumer:
2/ 2/ 3/
Cash 1,087 965 1,039 862 711  Call Spreads that protect us from exchange rate depreciation
between S/3.70 to S/4.20, for a notional of USD 300 mm until
Net Debt 6,502 6,893 6,777 6,827 7,448 maturity
 Range Principal-Only Swaps with an average strike price of
LTM Adj.
EBITDA
2,047 2,155 2,249 2,270 2,323 S/4.1063 within the range of S/3.70 and S/6.00, for a notional of
USD 300 mm until maturity
 InRetail Shopping Malls:
 Call Spread that protects us from exchange rate depreciation
between S/3.26 to S/3.75, for a notional amount of USD 250 mm
until maturity
 Full Cross Currency Swap, with a strike price of S/3.887 and PEN
swap rate of 8.75%, for a notional of USD 100 mm until maturity
30
1/ Financial Debt does not include lease liabilities associated to IFRS 16. Cash considers cash equivalents. Ratios are adjusted for currency hedge effect. 2/ An ordinary dividend of USD 70 mm was distributed in May’21 and an
extraordinary dividend of USD 70 mm was distributed in Nov’21. 3/ An ordinary dividend of USD 75 mm was distributed in May’22.
CAPEX AND CASH-FLOW BREAKDOWN
Million Soles (S/ mm)

Consolidated CAPEX

2021: S/679 mm

847

369

230 236
159 165 150
125

2019 2020 Q1’21 Q2’21 Q3’21 Q4’21 Q1’22 Q2’22

Cash-Flow Breakdown

-203
+377 -386 +482 -181
917
-280
-132 619
+24

Starting Cash Operating CAPEX Financial Debt Amortization Financial Dividend Purchase of Other Non- Ending Cash
Balance 2022 Cash Flow and Financial Expenses Distribution non-controlling Operating Balance Q2’22
Expenses of interest1/ Investing
Lease Liability Activities
31
1/ Buy out of Nexus Group’s 12.98% minority stake in InRetail Pharma S.A. Total consideration of USD 240 mm included ~USD 35 mm paid in cash and ~USD 205 mm paid in newly issued InRetail Perú shares.
 CONSOLIDATED NET INCOME
Million Soles (S/ mm)

Net Income1/ Net Income Breakdown1/

+617.4% -10
32 -13
324 -9
-27 106
32.0% 53
80
106
80
45

Q2’21 Q2’22 YTD’21 YTD’22

Net Net Income EBITDA Net FX Lower Higher Higher Higher Tax Net Income
1.9% 2.2% 0.5% 3.4%
Margin Q2’21 Increase Effect Mark to Financial D&A Expense Q2’22
Market Expenses,
Net
Net Income excluding FX, Mark-to-Market and
One-Time effects2/

-3.9%
• Additional EBITDA of S/53 mm in Q2’22 due a strong performance in
290 279 our Food Retail and Shopping Malls segments
+8.4% • Lower net FX loss of S/32 mm in Q2’22 vs Q2’21

140
• Lower mark to market of S/10 mm in Q2’22 vs Q2’21
129
• Higher net financial expenses of S/13 mm in Q2’22 vs Q2’21

Q2’21 Q2’22 YTD’21 YTD’22

Net
3.0% 2.9% 3.4% 3.0%
Margin
1/ Net Income includes IFRS 16 effect. 2/ Net Income includes IFRS 16 and is adjusted, net of tax effect (~30%), for (i) FX loss/gain, (ii) Mark-to-Market from investment properties and (iii) S/209 million of one-time effects in Q1’21 related to
32
InRetail Pharma’s liability management, sale of non-core assets and bridge loan facility used for the acquisition of Makro.. PEN/USD exchange rate was S/3.830 as of June 30, 2022 compared to S/3.701 as of March 31, 2022 and S/3.866 as
of June 30, 2021.
COMPOSITION OF STORES BY AGE

Food Retail1/

Pharmacies

33
1/ Makro stores are included since Q1’21.
CASH CYCLE

Food Retail

Pharma

34
3 YEAR CAPEX GUIDANCE 2022-2024

2022 CAPEX Guideline Projected CAPEX for 2022-2024: S/2.5 B

By Segment
Food Retail
Shopping
Supermarkets (Plaza Vea): Malls 31%

 2 new stores in 2022 (+5.5k sqm of sales area)

48% Food
Cash and Carry (Makro): Retail

 Between 2 and 3 new stores in 2022 (+11.3k sqm of

sales area)
21%
Hard Discount (Mass):
Pharma
 ~ 100 new stores in 2022 (avg. of 200 sqm of sales area
per store)
By Type of Investment
Refurbishing
Pharma and expansions

9%
 ~ 70 new stores in 2022

Logistics 25%
Shopping Malls New stores,
+ IT 52% malls
and landbank
 Acquisition of Molina Plaza Power Center (16k sqm of GLA)
and the return of the concession of Estación Central (2k sqm
of GLA) 14%
Maintenance

35
 CONTACT INFORMATION

Vanessa Dañino
Investor Relations Officer

IR email: ir@inretail.pe

This material was prepared solely for informational purposes and is not to be construed as a solicitation or an offer to buy or sell any securities.

This presentation may include forward-looking statements or statements about events or circumstances which have not yet occurred. We have based these forward-looking statements largely on our current beliefs and
expectations about future events and financial trends affecting our businesses and our future financial performance. These forward-looking statements are subject to risk, uncertainties and assumptions, including, among other
things, general economic, political and business conditions, both in Peru and in Latin America as a whole. The words “believes”, “may”, “will”, “estimates”, “continues”, “anticipates”, “intends”, “expects”, and similar words are
intended to identify forward-looking statements. We undertake no obligations to update or revise any forward-looking statements because of new information, future events or other factors.

In light of these risks and uncertainties, the forward-looking events and circumstances discussed in this presentation might not occur. Therefore, our actual results could differ substantially from those anticipated in our forward-
looking statements.

No representation or warranty, either express or implied, is provided in relation to the accuracy, completeness or reliability of the information contained herein. It should not be regarded by recipients as a substitute for the exercise
of their own judgment. We and our affiliates, agents, directors, employees and advisors accept no liability whatsoever for any loss or damage of any kind arising out of the use of all or any part of this material.

This material does not give and should not be treated as giving investment advice. You should consult with your own legal, regulatory, tax, business, investment, financial and accounting advisers to the extent that you deem it
necessary, and make your own investment, hedging and trading decision based upon your own judgment and advice from such advisers as you deem necessary and not upon any information in this material.