Enex Sustainability Report 2021

2021
Sustainability
Report
About
01
this report We are Enex
• Enex 2021 Sustainability Report under the Global

Reporting Initiative (GRI) standards, essential
02
How we create
conformity, without external verification. shared value
• Performance between January 1 and December 31,

2021 (annual frequency).
03
Profitability &
Diversification
• The scope of this Report is Enex Corp
• Company Name: Empresa Nacional de Energía Enex

S.A. in Chile, made up of its subsidiaries: Inversiones 04
Enex S.A., Empresa de Soluciones Mineras ESM SpA People &
Communities
(ESM), Distribuidora y Comercializadora de Accesorios
y Combustibles Norte Limitada (DICOMAC), DASA SA,
SIAV LTDA and Asfaltos Conosur SA.
05
Innovation
• Legal nature of Road Ranger LLC: it is a limited & Customer
Centricity
liability company incorporated under the laws of the
State of Illinois, United States of America.
• Legal nature of Enex Paraguay Issuing Limited • Empresa Nacional de Energía Enex S.A., corresponds to a closed corporation established in 1961 as Shell Chile To clear doubts or to make any comments 06
Sociedad Anónima Cerrada (the activities of Shell Group in Chile began in 1919). In 2011, Shell Group transferred its Climate &
Company, duly constituted and validly existing in about this Sustainability Report and the Environment
accordance with the laws of the Republic of Paraguay. businesses to Quiñenco S.A. In 2013 Enex acquired Terpel’s operations in Chile, expanding our coverage and our information it contains, please contact Sofía
It is made up of the Tulsa S.A. subsidiary. network of service stations and convenience stores. In 2020 Enex's headquarters were moved to London in the Contrucci, Deputy Manager of Innovation and
course of a corporate reorganization. Sustainability at sostenibilidad@enex.cl
07
GRI
Address: Avenida del Cóndor Sur 520, 4thFloor, contents
• In relevant cases, rectifications of 2020 information for 2021 are included. Ciudad Empresarial, Huechuraba, Santiago, Chile.
Sustainability Report 2021 Enex I 2

Corporate Grid QUIÑENCO OTHER SHAREHOLDERS
99,72% 0,28% 01
We are Enex
INVEXANS S.A.
100%
INVEXANS LTD.
02
How we create
shared value
100%
Enel CCL LTD owns one share of
INVERSIONES RÍO GRANDE SpA ENEX PLC
114, 212 of Inversiones
Enex Paraguay S.A.
Inversiones Río Grande SpA owns one
100%
03
share of Enex S.A.’s 2,109,246 and 359 Profitability &
shares of Enex S.A.’s 63,352,581. ENEX CORP LTD. Diversification
~100% 100% 100% 100%
~0,0% ~0,0%
ENEX S.A. ENEX CL LTD. ROAD RANGER
ENEX INVESTMENTS
PARAGUAY S.A 04
People &
~100% 100% 100% 50% Communities
~0,0%
INVERSIONES ENEX S.A. REOPCO INC. ROAD RANGER LLC. ENEX PARAGUAY S.A.E.
99% 1% 100% 100% 98%
DICOMAC LTDA. RANGER HOLDINGS 139 LLC. RR AVIATION LLC. TULSA S.A.
05
Innovation
50% 100% 99% & Customer
Centricity
ASFALTOS CONOSUR S.A. RANGER HOLDINGS 141 LLC. GAVANA S.A.*
20% 100% 94%
DASA S.A. FIRST RANGER 225 LLC. AVANTI GROUP S.A.* 06
Climate &
33,3% 100% Environment
Companies incorporated in February 2022
SIAV LTDA. FIRST RANGER 226 LLC.

100% 100%
ESM SpA. FIRST RANGER 242 LLC. 07

GRI
100% contents
FIRST RANGER 244 LLC.

100%
FIRST RANGER 291 LLC.

Contents
01
We are Enex
02
How we create
shared value
Introduction 01. We are Enex 9 02. How we create shared 26

p.7 03. Profitability & 38
value Diversification 03
• Letter from the CEO: Nicolás Correa 5 1.1. Our company profile 10 42 Profitability &
18 2.1. Sustainability strategy 45 Diversification
• Enex milestones and acknowledgements of the year 7 1.2. Purpose and values 3.1. Economic performance
20 2.2. Stakeholders 27
1.3. Corporate governance structure 3.2. Sustainable energy solutions for our customers
23 2.3. Materiality Process 29 50
1.4. Ethics and integrity 3.3. Operational excellence
32
04
People &
Communities
05
Innovation
& Customer
Centricity

04. People & Communities 52 05. Innovation & Customer 75 06. Climate & Environment 92 07. GRI contents 107
Centricity
4.1. Committed team
4.1.1. Our team in 2021
53
53
6.1. Carbon footprint management 06
5.1. Innovation and digital transformation to 77 6.2. Progress towards a circular economy 93 Climate &
4.1.2. Job stability 55
6.3. Environmental management system Environment
4.1.3. Labor relations 57 improve customer experience 98
58 5.2. We innovate in products and services 81 6.4. Environmental monitoring 102
4.1.4. Talent Development
4.1.5. Organizational climate 63 5.3. Our loyalty programs 82 6.5. Water efficiency initiatives 103
4.1.6. Diversity and inclusion 65
86 105
4.1.7. Remuneration 66
5.4. Customer safety at center
5.5. Customer satisfaction 89
07
4.2. People’s health and safety 67 GRI
4.2.1 Committees for the safety of our team at 68 contents
Enex Chile
4.2.2. Prevention of occupational accidents 70
4.3. Contribution to the Communities 72

Letter from
01
Nicolás Correa¹ We are Enex
Dear Readers, 02
How we create
shared value
On our 103rd anniversary as a company, it is with great joy that I and strengthening of our logistics and points of sale, in order to have
present you our fifth Sustainability Report. In it we report the progress the facilities and enough personnel to face the rise in demand and
and challenges that the Company has addressed in the economic, the gradual abolition of sanitary restrictions. In the United States, we
increased sales volume by 10% compared to 2020, and added a new
social, and environmental fields, making our actions transparent to
society and reaffirming the commitment we have adopted with the Travel Center in Monahans, Texas, completing 42 locations. By 2022
03
Profitability &
Sustainable Development Goals. we plan to speed up the pace and start the construction of new Travel Diversification
Centers. In turn, at Enex Paraguay we are updating our future growth
The 2021 financial year continued to be marked by the Covid-19 strategy, placing an important focus on the central area of the country
pandemic. However, we incorporated what we learned from the and, in the store business, we focus on strengthening a product offering
previous year and took the necessary measures to continue operating based on local development. 04
People &
successfully in the three markets in which we are present (Chile, Communities
the United States and Paraguay), innovating in work dynamics, These milestones associated to business development fill us with pride,
communication, and other ways of safely supplying products and considering also that we have achieved them while maintaining safety
services to our customers. standards, taking care of the health of our employees and customersand
respecting health protocols, which earned us the Covid-19 certification 05
In addition to the pandemic, we have faced other challenges derived from Mutual de Seguridad for our operation in Chile. In addition, with the Innovation
& Customer
from the international logistics chain crisis of the last two years, which aim of also protecting the life quality of our employees, we launched Centricity
has caused container shortages and high congestion indexes in ports the BienSER program, which provides health and emotional well-being
worldwide, making the supply of our products and equipment more services online, in alliance with MetLife.
difficult. This is why we have focused our efforts on improving the
sourcing strategy for imported products and equipment in order to During the year we continued to deepen our focus on our customers. 06
Climate &
ensure stocks that allow us to respond to our customers’ requirements Part of this work was the launch of our new Loyalty Club in alliance with “In Chile we focused on the recovering the Environment
and needs. CMR Falabella, which seeks to deliver more and better benefits to our income stream and strengthening our points
upa!, ShellHelix and service stations customers. In addition, we continue
of sale, in order to have sufficient facilities
All the effort and work carried out had important results in 2021, to develop our digital strategy for Enex products and Shell lubricants,
reflected in a consolidated profit of MM US$81,745; this strong with new entries to different digital channels and the main delivery and staff to meet the rise in demand and the 07
recovery is mainly explained by a lower level of mobility restrictions, applications that we already had, such as upa.cl, and the main last-mile lifting of sanitary restrictions.” GRI
contents
cost containment and greater efficiency. We focused on flow recovery platforms; the kerosene home delivery service, in drums and in bulk, and
the “Cambia con Hélix” scheduling site for oil changes.
¹ GRI 102-14: Statement from the most senior decision maker on the relevance of sustainability to the organization
and its strategy to address sustainability.

All the effort and the different initiatives we have carried out to improve with 100% electric vehicles, free of charge for up to eight weeks. The In the field of community relations, we have continued working to 01
our customers' experience led us to be recognized with the 2021 data obtained from the operation of these vehicles, such as battery life, formalize our approaches through the development of a diagnostic tool, We are Enex
Procalidad Award, which places us as leaders in the service station the electric engine revolutions, speed and mileage will be available for which allows us to identify risks and opportunities.
sector. This recognition fills us with pride and is a consequence of the analysis and will allow companies to know the advantages of using this
outstanding work of our collaborators, attendants and distributors, who technology. Likewise, in the United States by 2022 we are committed of I end this brief review with deep thanks to the Enex team, subsidiaries
day by day deliver a quality service to customers, even overcoming the building an electric charging network in Road Ranger Travel Centers, with and related companies, and all those who make our business possible. 02
difficulties presented by the pandemic. 150KW fast chargers. I invite you to read this Report to learn more about our performance in How we create
shared value
2021, which fills me with satisfaction as the leader of a great human
Beyond the contingency, we renew our commitment on energy Regarding our contribution to environmental care, the Sustainability team. With our collaborators’ energy and the passion that characterizes
transition and electromobility with a long-term view. During 2021 we and Climate Change Agency certified our responsible management us, we trust in a future full of opportunities and achievements, which will
expanded our coverage of charging stations in Chile, closing the year
with 15 fast-charging stations installed between the Valparaíso and
of used lubricating oils during the year, through the incorporation and
implementation of used lubricant oil, environmental management and
allow us to continue being the energy that moves your world.
03
Profitability &
Ñuble regions, which strengthen our network. Likewise, we joined handling system in compliance with the goals and actions established in Nicolás Correa Ferrer Diversification
the Electrologistics Experience, a joint program with the Ministry of the Clean Production Agreement (APL). In addition, we signed a second CEO
Transport, the Ministry of Energy, CORFO and other companies, which Clean Production Agreement for the eco-labelling of containers and Empresa Nacional De Energía Enex S.A.
consists of providing distribution fleets of the Metropolitan Region packaging, led by the Agency for Sustainability and Climate Change,
SOFOFA and the Ministry of the Environment, which seeks to identify 04
People &
containers with 80% recyclable material through the #ElijoReciclar Communities
seal, becoming the only company in the lubricant distribution and
convenience store operation industry to provide our customers with
clear information for the recycling of our containers. It is also relevant
to mention that we certified our 2020 carbon footprint by Lloyd's 05
Innovation
Register Quality Assurance (LRQA), under the 2018 version of the ISO & Customer
14064/1:2018 standard, which positions Enex as the first fuel distributor Centricity
in Latin America to receive this certification. This measurement, together
with the design of a circular economy plan, allows us to evaluate and
develop action plans to mitigate our impact on climate change.
06
Climate &
From a social point of view, since 2015 we are committed to supporting Environment
Fundación Las Rosas. In 2021, as every year, we carried out the
1+1 Campaign, which includes an economic contribution from our
collaborators and the company; we also contributed for the Fraternal
Turkey Dinner, which the Foundation organizes annually. In our upa! 07
and upita stores we continue to be a means for customers to donate GRI
contents
breakfast for one person at the foundation with each purchase.

Enex Milestones and
01
Acknowledgements in 2021 We are Enex
02
Chile New Client We had verified our
Glencore 2021 carbon footprint ProCalidad How we create
shared value
Alto Norte and

Lomas Bayas sites.
or Lloyd’s Register Quality Assurance.
first fuel distribution company in Latin America to be
Award 2021
Utilidad Consolidada
certified with this version of the standard (ISO 14064:2018). Award in the Service Stations category. 03
Profitability &
Diversification
3
seal of recognition We created the a new team focused on the
New-E
“Programa development of electromobility certification 04
Huella Chile” and complementary energy Sello Giro Limpio People and
community
businesses to the company's New Service Ministry of Energy
for the voluntary registration of our department current offer. Stations
greenhouse gas emissions (GHG).
05
Innovation
& Customer
Centricity
We obtained the seal alliance with
12
fuels concession
Covid 19
Clean Production
award
Agreement Seal (APL)
Punta Arenas for the responsible 06
Airport, Chile. by Mutual de Seguridad New upa! stores Climate &
management of lubricants. more and better benefits Environment
to our customers.
07
GRI
contents
Reporte de Sostenibilidad
Sustainability Report 20212021 I 7I 7
EnexEnex
Estados
Unidos relocated our offices in the city of
We open a 01
Schaumburg, Chicago,
and implemented an organizational Travel Center We are Enex
Utilidad Consolidada
development program. in Monahans, Texas.
02
How we create
shared value
loyalty program
were approved as
franchisees Ranger Rewards
aimed at both the truck fleet 03
and direct operators and private car drivers. Profitability &
Diversification
04
People and
community
Paraguay
8
We started operations of our
Tulsa 2
Certification
Great Place to Work 05
service stations Nov. 2021-2022 subsidiary, providing Innovation
under the Enex brand Utilidad Consolidada operating personnel services. New upa! store & Customer
Centricity
06
Enex Card Inauguration Climate &
Environment
Fleet Generated important Most modern Service

management and control of Commercial agreements Station in the Country
supply to a fleet of company Banco Basa, Farmacenter and McDonald’s. infrastructure with environmental 07
high standards GRI
vehicles through cards. contents
EnexEnex
01
We are Enex
02
01
How we create
shared value
03
Profitability &
We are
Diversification
04
Enex
People &
Communities
05
Innovation
& Customer
Centricity
1.1. Our Company Profile
1.2. Purpose and values
06
1.3. Corporate Government Structure Climate &
Environment
1.4. Ethics and Integrity
07
GRI
contents

1.1. Our company profile 2
01
We are Enex
Since our beginnings in Chile more than 100 years ago,
Chile U.S.A. we have been a relevant player in the energy and retail
businesses nationwide. We are the second largest fuel dis-
MM US458,418 tributor and one of the leaders in the country’s lubricants 02
Net Sales market. We have a network of 445 service stations identi-
How we create
MM US$ 3,345,778 shared value
Net Sales fied with the Shell brand, of which we are licensees, and a
42 network of 185 convenience stores with our own upa! and
Service Stations
445 upita brands. Other products and services that we offer at
Service Stations service stations are the network of E-Pro fast-charging 03
681 Profitability &
Collaborators stations, Lavapro carwash machines and lubricant centers, Diversification
185 upa! and upita among others. On the other hand, we supply the industrial
Stores
segment with fuel, parts, Rimula, Pennzoil, Shell lubricants
among other top-tier fuels and oil-based lubricants, LPG
33
and asphalts, mainly in the industrial sectors of transporta-
04
Lubricant centers People &
tion, mining, construction, marine, forestry and aviation. Communities
14 Fuel storage and Paraguay

distribution plants To ensure supply, we participate in the ownership of 14
fuel storage plants, which are supplied by sea or through 05
70 MM US$47,843 pipelines. We also own 50% of Asfaltos Conosur S.A., an Innovation
Lavapro Net Sales & Customer
asphalt storage and dispatch terminals operator located in Centricity
Puchuncaví and Mejillones; 33.3% of Sociedad de Inver-

15 55
Enex e-pro Service Stations siones de Aviación Ltda. (SIAV), a company that provides
aviation fuel storage services at the Santiago International 06
2,696 3 upa! and upita Airport; and 20% of Depósitos Asfálticos S.A. (DASA), a Climate &
Environment
Collaborators Stores company that operates an asphalt storage and dispatch
plant located in the Refinería de Petróleos de Aconcagua,
156 in Concón
Collaborators
07
GRI
contents
²GRI 102-4: Operations Location.

GRI 102-6: Attended Markets.
GRI 102-7: Organization Size.

01
We are Enex
02
How we create
shared value
03
Profitability &
Diversification
04
People &
Communities
05
Innovation
In 2018, we began the Company's internationalization process with the purchase of Road Ranger in the United market has been carried out, in which the quality of the product and the high standards have generated a good & Customer
States, the fourth largest network of road service stations or Travel Centers in the country, distributed between the reception from our customers. As of December 2021, we operate a network of 55 service stations and 3 conve- Centricity
Midwest and Texas. Since taking control, we have successfully inaugurated four Travel Centers, going from 38 to nience stores, under the upa! brand.
42 points of sale as of December 2021, managing to connect the Midwest corridor with Texas in line with the goal
of growing and continuing to strengthen the network for our clients. Our facilities have an attractive offer of liquid Since the end of 2020, we began a process of reorganization of the company as a subsidiary of Invexans S.A., 06
fuels, convenience stores, fast food restaurants, truck weighing, showers, amazon lockers, gaming machines (in a company controlled by the Quiñenco Group, which has a 100% stake in Enex Corp Ltd., controller of Empresa Climate &
Environment
Illinois), among others. Nacional de Energía Enex S.A. (Enex Chile), Enex CL Ltd., Enex Investments US Inc. (parent company of Road
Ranger) and Enex Investments Paraguay S.A. (shareholder of Enex Paraguay). In 2021 we created the Enex plc,
The following year, in 2019, we continued with the internationalization process with the acquisition of 50% of Gasur a company incorporated in London, United Kingdom, a financial center that will facilitate our prospecting for
SRL (today Enex Paraguay S.A.E.). Since the takeover, a successful job of bringing Enex and upa! to the Paraguayan business opportunities and allow us access to global capital markets. 07
GRI
contents

Our history
01
We are Enex
1996
The first Select
2018 02
convenience store was We began the process of internationa- How we create
inaugurated, located at shared value
lizing our business with the purchase of
Avenida Cristóbal Colón/ Road Ranger, the fourth largest network
Robinson Crusoe Service of Travel Centers in the United States.
Station.
2021 03
Profitability &
Continuing with the corporate Diversification
reorganization process, the
shares of Enex Corp Ltd were
1986 transferred to Enex plc, a

company 100% owned by
04
Invexans Limited, incorporated
Shell Helix Helix lubricant in the United Kingdom.
1919
People &
and Fórmula Shell fuel are Communities
We began our operations as

launched to the market.
2019
The Anglo-Mexican Petroleum We continued our international
Company Limited, filial de Shell,
with the construction of the Las
2011 expansion process by acquiring
50% of Gasur SRL (today 05
Salinas Plant, in the Valparaíso Shell Group sold its busines- Paraguay Enex) Innovation
2020
Region. ses to the Quiñenco Group, & Customer
Centricity
which created Empresa
Nacional de Energía Enex
Our parent company became
S.A. (Enex).
Enex Corp Ltd. a company
incorporated in the United
Kingdom, which is controlled 06
by Invexans S.A. through Climate &
Invexans Limited, which Environment
2013 allows us to contribute our

Enex businesses in Chile, the
United States and Paraguay.
We acquired Terpel, expanding
our network of service stations,
convenience stores and coverage in
07
GRI
Chile. We also inaugurated upa! in the contents
town of Mostazal, a new concept in
convenience stores.

Our business segments³
01
We are Enex
Retail: Service Stations, 02

Convenience Stores, Travel Industrial Clients How we create
shared value
Centers and E - Pro
• Retail distribution of fuels in Chile, under Shell brand. • Fuel supply to clients in industrial segments such as
transportation, mining, aviation, construction, and agriculture,
03
Profitability &
• Retail distribution of fuels to fleets and carriers in the United among others. Diversification
States through the Road Ranger Travel Centers network.
• Macro distributor of Shell lubricants in Chile.
• Retail distribution of fuels under Enex brand in Paraguay.
• Operation of convenience stores in different formats: upa!

• Asphalts (bitumen for paving highways, urban and rural
roads, and airports).
04
People &
and upita in Chile and Paraguay, and Road Ranger in the United Communities
States. • Liquefied Petroleum Gas (LPG).
• Enex E-Pro charging station network
• Lavapro (car wash) and Lubricenter operations. 05

Innovation
& Customer
• Operation of food franchises and other services, such as res- Centricity
trooms and showers, games of chance, truck weighing, among
others, in the Chilean and Road Ranger networks.
• Macro distributor of Shell lubricants in Chile 06

through retail channels Climate &
Environment
• Automotive spare parts distribution.
07
GRI
contents
³ GRI 102-2: Activities, brands, products and services.

Our brands and licenses
01
We are Enex
Our Brands:
02
How we create
shared value
03
Profitability &
Diversification
04
People &
Communities
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
GRI
contents

Our brands and licenses
01
We are Enex
Exclsuive Representation:
02
How we create
shared value
03
Profitability &
Diversification
04
People &
Communities
Franchises/licenses:
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
GRI
contents

Revenue distribution by segment
01
We are Enex
Revenue (M US$) Revenue

02
How we create
Segment shared value
2019 2020 2021 2019 2020 2021
Retail
2,020.0 1,479.0 2,172.0 55% 55% 57%
Chile
03
Profitability &
Industry Diversification
1,205.4 901.0 1,173.8 33% 33% 31%
Chile
Retail
432.1 311.5 458.4 12% 12% 12%
USA 04
People &
Communities
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
GRI
contents

Enex Chile Value Chain*4
01
We are Enex
02
How we create
shared value
03
Profitability &
Diversification
04
People &
Communities
05
Innovation
& Customer
Centricity
06
Supply Storage and Distribution Industrial Customers and Service Stations Climate &
Environment
• Our main fuel supplier in Chile is ENAP. We complement this supply • We store fuel in 14 plants throughout Chile, which have a total capacity of • We carried out 90 million fuel sales transactions at our service stations in Chile and 5
with direct imports that come, mainly, from the Gulf of Mexico. 200,000m³. In addition, we stock lubricants and spare parts in 10 warehouses and million transactions in Road Ranger.
asphalt in three plants located in Mejillones, Puchuncaví and Concón.
• In Paraguay, our main fuel supplier is Terminales y Logística • We carried out 41 million commercial transactions in our upa! and upita stores in Chile,
Portuaria. We also have other local providers and in the second half
of 2021 we started to buy directly from international traders, product
• We distribute our products in trucks, which travel an average of 2.3 million kilometers
per month.
and 8 million transactions in Road Ranger Travel Centers 07
GRI
that comes mainly from the Gulf of Mexico • We have 10 thousand industrial clients. contents
• We sold 190 million liters of JET A-1 (jet fuel), both at airports and private airfields.
⁴GRI 102-9: Supply chain.

GRI 102-10: Significant Changes within the organization and its supply chain.

1.2. Purpose and Values�
01
We are Enex
Our purpose Our values

02
How we create
shared value
Service Because we want to generate an optimal service that mobilizes

people to meet their goals, we work every day to respond to
To b
At Enex we work every day to contribute to requirements in an agile and timely manner, putting ourselves in the 03
the well-being of our customers, providing customers' shoes to deliver a unique customer experience, fostering Profitability &
e the ene
Diversification
quality, innovative and sustainable products teamwork and collaboration with others.
and services, promoting a memorable
experience that gives them the energy to
move where they want to go.
Because we give our best effort to do things well, we put the greatest 04
Excellence
rg
th
People &
effort into each task and challenge, surpassing ourselves every day to
y
Communities
at d
d orl
meet our goals and commitments.
rives r w
y ou
05
Innovation
Because we are upright, we value people and our environment through
Respect & Customer
Centricity
compliance with our code of conduct, ethical standards, and applicable
Our mission laws, we ensure that we take responsibility for our safety and that
of others before making any decision, demanding that the rules
To provide our clients an outstanding service experience, delivering the energy they need throgh be respected, especially those of free competition. In addition, it is 06
constant product and service innovation, offering consistent, sustainable, trustworthy value proposition, important to comply with the established schedules in order to respect Climate &
Environment
backed by specialized and highly motivated teams. the time of others.
07
GRI
contents
�GRI 102-16: Values, principles, standards and behavioral standards.

Strategic pillars
01
We are Enex
02
How we create
shared value
Customer Centricity:
Placing our clients at the core of our business, we deliver
the energy they need while ensuring an outstanding service
experience. 03
Profitability &
Diversification
Innovation:
We continuously streamline everything we do and persue product 04
People &
and service innovation to cater to our clients´ evolving needs. Communities
05
Innovation
Sustainability: & Customer
Centricity
We pursue responsible and sustainable growth, promoting safety,
environmental stewardship and respect towards the communities
we operate in.
06
Climate &
Environment
07
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contents

1.3 Corporate
01
Governance Structure� We are Enex
Enex's corporate governance practices are governed in Chile by

02
Law 18,046 on Corporations, the Corporations Regulation and How we create
shared value
corporate bylaws. In Paraguay, corporations are governed by
Law No.1.183/1985 (“the Civil Code”), Law No.388/1994, Law
No.3.228/2007, and Law No.5.895/2017.
03
Our Board of Directors is responsible for establishing the company's Profitability &
Diversification
management models, its strategies, policies and values, always
focused on generating sustainable profitability. It is made up of five
members and an advisor, who perform their functions for a period of
three years. Francisco Pérez Mackenna Andrea Tokman Nicolás Luksic Puga 04
People &
President Director Director Communities
Meanwhile, Management is responsible for both the establishment
of standards and associated procedures as well as control and
compliance with the provisions of the Board of Directors. It is
headed by the CEO, who is responsible, among other matters,
05
Innovation
for implementing the guidelines issued by the Board of Directors & Customer
Centricity
and for collecting the concerns of committees and executives to
communicate them to the Board. Eleven business and support
departments are part of the Administration in Chile. They are joined
by the managers of Inversiones Enex S.A., ESM SpA and the Road
06
Climate &
Ranger and Enex Paraguay companies, in addition to the Dicomac Environment
representative.
Pablo Granifo Lavín Rodrigo Hinzpeter Andrónico Luksic Craig 07

Director Director Board Advisor GRI
contents
�GRI 102-18: Governance Structure.

GRI 102-22: Composition of the main governance body and its committees.
GRI 102-23: President of the main governance body.
GRI 102-24: Nomination and selection of the main governance body.

Enex S.A. main executives
01
We are Enex
02
How we create
shared value
03
Profitability &
Diversification
Nicolás Correa Juan Enrique Cahis Andrés Dinamarca Juan José Jutronich Álvaro Ruiz Francisco Arzubi Ricardo Reyes
CEO General Manager Sales Manager Sales Manager Sales Manager Strategy and Control Audit Manager
Enex S.A.
Chief Executive Officer
Inversiones Enex Retail Industrial Lubricant Management Manager
04
People &
Enex CORP Communities
Road Ranger Enex Paraguay
05
Innovation
& Customer
Centricity
06
Climate &
Environment
Cristián Diaz Javier Cavagnaro Alan Sherwin Gerardo Acuña Juan Eduardo López Marko Zaro Francisco Barriocanal
Business Planning Administration Manager Operations Manager Human Resources Corporate Affairs CEO CEO
Manager Chief Financial Officer Manager Manager Road Rangerr Enex Paraguay 07
Enex Corp GRI
contents

Enex committees
01
We are Enex
At Enex Chile we have 15 committees made up of managers, deputy managers, and collaborators, in charge of coordinating the different teams that are part of the Company, which
meet periodically.
The main committees are:
02
Chile Road Ranger How we create
shared value
Safety, Health, and Psycho-social Committee Safety Committee

Environment Committee Its role is to evaluate and manage the Is lead by the Head of Operations, the Head
Oversees compliance with these matters for psychosocial risks present in Enex, and thus of Human Resources and all of the District 03
each business and functional area, in order avoid possible factors which could potentially Managers within the Operations Department. Profitability &
Diversification
to assess gaps, collect learned lessons and cause somatic or psychic damage in our In these meetings, the workplace safety
establish improvement mechanisms. collaborators. incidents that occurred in the prior month are
discuss. The goal is to identify any trends or
Ethics Committee Audit Committee concerns and implement ways to help reduce 04
Its mission consists of safeguarding Through quarterly monitoring, it reviews the the likelihood of future occurrences of similar People &
Communities
the values of the company and what progress of different managements’ action plans, incidents in our stores.
is established in the Code of Conduct. the main risks identified by the Internal Audit
Resolves complaints received through the Management and the implementation status of Enex Paraguay
various channels we have and defines other action plans. 05
issues related to regulatory compliance. Management Committee Innovation
& Customer
IT Committee Monitors the business issues of the company Centricity
Executive Committee In this instance, service indicators for the area

Performs weekly monitoring of issues are presented and main technological events that Credit Committee
related to the business, functional occurred in the company during the period under Performs evaluation and monitoring of the 06
management and the work of the specific review are discussed. In addition, it analyzes client portfolio Climate &
committees of each area. progress of ongoing projects and proposes new Environment
initiatives to be reviewed and approved. Ethics Committee

Gender Equality Committe Safeguards the company's values and what
It defines a management model on equality is established in the code of conduct, it also
and inclusion issues, as well as establishing
07
resolves internal regulatory compliance. GRI
work plans in this regard and evaluate its contents
implementation.

1.4. Ethics and Integrity
01
Ethics Committee We are Enex
At Enex we work with the highest ethical and personal The Ethics Committee reports to Enex's Board of Directors. Its objective is to safeguard compliance with corporate values and the Code of Conduct. It is
competent to hear complaints and conflicts against or between collaborators, distributors, franchisees, suppliers and contractors.
integrity standards, complying with applicable legislation
and regulations in the management of our businesses. Its members are the CEO, Internal Audit Manager, Human Resources Manager and the Corporate Affairs Manager, who is also the Compliance Officer. If
02
How we create
someone of its members is absent, the company's Board of Directors may designate alternative persons for the Ethics Committee. shared value
Among the main functions of this Committee are:

Enex Code of Conduct • Take actions to ensure compliance with current legislation, and Enex Chile´s corporate values, internal regulations, and policies.
• Punish conducts which are contrary to ethical and corporate guidelines.
The standards that guide our actions are contained in our Enex S.A. Code • Protect the confidentiality of people involved in complaints and investigation processes. 03
of Conduct. Updated in 2020, it establishes the standards of ethical • Inform the affected person about the accusations made against him/her when such disclosure does not endanger the investigation. Profitability &
Diversification
and legal behavior for our collaborators, and incorporates the obligations • Allow the people involved to review and correct the reported information.
included in Law 20,393 on Criminal Liability of Legal Entities. Likewise, • Give the defendant the opportunity to defend him/herself and make his/her defenses.
it informs about the mechanisms for the notification of presumed • If a collaborator is required by an investigation, he/she must cooperate with honesty, transparency and proactivity.
non-compliance and helps to prevent and detect possible irregularities.
Complaint Channel� 04
Our Code is applicable to all Enex and its subsidiaries in Chile employees, People &
as well as to third parties who act as principals or on behalf of our Communities
company. To ratify their adherence to our ethical framework, all Our Complaint Channel is the main mechanism for employees, suppliers, customers, and people in general to report possible violations of our Code of Conduct,
collaborators sign a "Letter of Commitment”. current policies or violations of applicable laws.
Regarding collaborators, the complaint or query can be made personally to a direct supervisor, to any manager or to the Compliance Officer of the Company,
through an email to through an email to enexcumplimiento@enex.cl or through our https://www.enex.cl/linea-de-denuncias/
05
Innovation
& Customer
Centricity
The Complaint Channel is managed by Fundación Generación Empresarial (FGE), an expert entity in ethics and compliance issues. It is also responsible for ensuring
the anonymity of the complainants, the proper development of the investigation process and its timely response.
The Code of Conduct is available internally
Corporate Affairs Management is the entity which assumes the general responsibility of carrying out management of the reporting process and resolving
on our Intranet and in the digital document
cases. Disciplinary measures in the event of an ethical or legal offense depend on the nature and seriousness of the offense committed, which may range from 06
repository called BiblioEnex. Also, anyone can notifications, requests for the implementation of remedial measures, to termination of the employment relationship. If it is a legal offense, civil and/or criminal Climate &
Environment
see it on our website: penalties may be imposed by a government agency or court.
view code of conduct here

In 2021, we registered 71 complaints through different complaint channels, of which 100% were addressed with 07
GRI
different measures as each case required. This figure refers to the complaint and contents
�GRI 102-17: Internal and external mechanisms to request advice on ethical and legal conduct and on the integrity of the organization
Own Indicator: Ethics and integrity query and complaint channel.

Crime Prevention Model�
01
We are Enex
Associated with Law 20,393 of Chile, our Crime Prevention Model (Spanish from the perception of the employees themselves. Through its results, we
Main figures in ethics and conduct training of Enex Chile 2021
acronym MPD) was implemented in 2015 and certified by BH Compliance in identify areas to strengthen and incorporate best practices.
2018, 2019, 2020 and 2021. To guarantee compliance, external audits are Employees trained in ethics and conduct 24 02
carried out and all our contracts with collaborators and suppliers comply with We also sponsored a cycle of 12 training talks, organized by FGE, with the How we create
shared value
the terms established by the MPD. aim of raising awareness in the business community on the need to prevent Workers who received ethics and conduct induction 1,204
risk behaviors and acts of corruption or against the law. This talks were
In 2021, at Enex S.A. we evaluated compliance with Law attended by 1,372 persons from the business community, with an average Hours of induction on ethics and conduct 1,204
20,393 in 100% of our operations and we do not have any of 114 participants per session. Several authorities and experts participated, 03
who spoke about theoretical and practical issues in the field of regulatory Number of employees covered by the Company's Code of Profitability &
confirmed cases of corruption. Conduct
2,696 Diversification
compliance and the scope of Law 20,393 in Chile to Compliance, Legal,
Number of collaborators trained for the Crime Audit, Sustainability and Human Resources managements and teams, as Number of collaborators who signed the written/digital
2,696
Prevention Model at Enex Chile well as other professionals interested in these matters. consent of the Code of Conduct
Labor Category Men Women Total collaborators 04
People &
Directors 4 1 5 Among the addressed topics, we highlight�:
Communities
Managers 11 0 11 • New corporate environmental responsibilities.
Deputy Managers 23 6 29 • Regulatory compliance and corporate governance.
• Public Ministry vision on corporate corruption.
Chief
Analysts
65
74
45
67
110
141 • Tools for the investigation of regulatory compliance cases and their
05
Innovation
Administrative 46 50 96 legal aspects. & Customer
Centricity
Total 223 169 392 • Risks with third parties and global regulatory compliance.
• Regulatory compliance in multinationals.
• Challenges for free competition for Chile.
• Unfair administration and incompatible negotiation.
06
Crime prevention Climate &
• Data protection and new technologies. Environment
We promote corporate behavior based on probity and integrity, through • Challenges in Chile regarding money laundering.
training and communications carried out by the company's leadership. An • Investigation and sanction protocols by type of complaint.
example of this commitment is our participation in the 2021 Values and • Consumer defense and regulatory compliance models.
Organizational Integrity Barometer Survey, a study prepared by Fundación
07
GRI
Generación Empresarial, which measures the ethical culture of organizations contents
�GRI 205-1: Operations assessed for risks related to corruption.

GRI 205-2: anti-corruption communication and training
GRI 205-3: Confirmed cases of corruption and actions taken.
GRI 206-1: Legal actions related to unfair competition, monopolistic and against free competition practices.
�Own Indicator: Training in ethics and integrity.

01
We are Enex
02
How we create
shared value
At Road Ranger, a process approach was defined to
formalize our operation during this year, in which policies
and regulations on key issues such as: authorizations,
Code of Ethics, Quality and HSE, and legal compliance were 03
Profitability &
established. A total of 65 documents were prepared and Diversification
published, including regulations and procedures.
65
Published
04
documents People &
Communities
between regulations
and procedures
05
Innovation
A Sharepoint documentary library was enabled for better & Customer
Centricity
dissemination and use of documentation. These processes
were comprehensively developed by the respective areas
involved. In addition, periodic audits were implemented at
service stations, which considered Cash counts, inventory, 06
Climate &
use of the Full Audit tool and segregation of functions in the Environment
accounting and treasury areas.
07
GRI
contents

01
We are Enex
02
02
How we create
shared value
03
Profitability &
Diversification
How we 04
People &
create shared
Communities
05
Innovation
value
& Customer
Centricity
06
Climate &
Environment
2.1 Sustainability strategy

2.2 Interest groups
07
2.3 Materiality Process GRI
contents

2.1. Enex Sustainability
01
Strategy We are Enex
Our business sustainability strategy at Enex is built first option. We achieve this by being always present and 02
How we create
around three management sub-pillars that derive in direct contact with our clients so that their experience shared value
from the from the Sustainability pillar, which provide is fast, simple and cordial. In addition, we continually work
the corporate guidelines for developing programs and to stay up-to-date on the market and anticipate people’s
initiatives that seek to generate value and have a positive needs.
impact on our environment. Through this strategy, we 03
Profitability &
assume the commitment to contribute to the Sustainable We constantly seek to expand, diversify, and improve our Diversification
Development Goals (SDG) defined by the United Nations offer. Through Enex Innova we promote an environment
Sustainability
(UN) and adhere to the guidelines established by the that encourages new ideas and the result-oriented Contribution to SDGs
Strategy Pillars
International Labor Organization (ILO), United Nations
Global Compact and the UN Universal Declaration of
capacity of our collaborators, always seeking to improve
their initiatives and processes.
04
People &
Profitability & Communities
Human Rights. Diversification
We seek to deliver our clients innovative and
A key milestone of our management in 2021 was updating environmentally friendly products and services, promoting
our strategic pillars according to our purpose, mission, and sustainability of our operations, community's quality of life 05
values, from which medium-term strategic objectives and in general, and care for the climate and the ecosystems Innovation
& Customer
initiatives were deployed. This was reinforced through a that surround us. Centricity
governance model, which includes meetings with project People and

Communities
managers and leaders, a quarterly follow-up of the We understand that we must align the profitability of our
progress in indicators and projects, and the generation business with sustainable growth in the economic, social 06
of instances to communicate to our collaborators and environmental fields, consolidating us as a leading Climate &
Environment
the challenges posed by our strategy to promote a player in the different markets where we participate. For
sustainability culture. this, it is necessary to maximize our resources efficiently,
strengthen the value chain, be aware of impacts on our
Through the Customer Centricity strategic pillar, we want environment, and respect local communities that surround Climate & 07
GRI
to improve our customers' experience day by day so that us at a socio-environmental level. Environment contents
they are our leading promoters and thus become their

Risk management
01
We are Enex
Enex has a regular process for managing and evaluating its Strategic which are developed in greater detail throughout this Report. The main
Risks, which are classified according to their level of impact and their measures in 2021 focused on:
probability of occurrence. Based on the results obtained, various
02
initiatives and actions arise that allow these risks to be mitigated to an 1. Implement measures to ensure operational continuity, focusing How we create
shared value
acceptable level, according to the Company's guidelines. on employee and customer safety. For example, we implemented
remote work and increased health and safety protocols in plants
and service stations, and measures to obtain greater operational
As an example, some risks evaluated in the period were the
flexibility. 03
following: Profitability &
Diversification
2. Develop a communities relations policy and strategy to improve
1. Decrease in Demand due to Exogenous Events (Pandemic). our approach to communities surrounding our service stations and
storage plants.
2. Technological Changes and New Trends that Replace Fuel 04
Consumption in the Future. 3. Generate tests and pilots based on the Company innovation People &
Communities
culture, which allows challenging the current way customers see
3. Eventual Damages to the Communities and the Environment due to and interact with Enex and anticipate and change more effectively
an Incident at a Plant or Service Station. whenever necessary.
05
Innovation
4. Failures/Obsolescence of Information Systems. 4. Verify GHG emissions measurement, together with the design of & Customer
Centricity
a circular economy plan, better identifying impact and developing
5. Theft, Assault and/or Damage at points of sale. action plans to mitigate risks associated with the operation.
6. Margin erosion. 5. Modernize and update technological equipment and connectivity

06
Climate &
with dedicated and supported links, which has allowed excellent Environment
For these risks, we generate action plans and mitigation measures, security and stability in operations and technological services.
07
GRI
contents

2.2. Enex
01
Stakeholders 10 Collaborators •
•
Organizational Climate Survey.
Performance Evaluation.
We are Enex
• Diagnosis of Innovation Capacity.

• Face-to-face meetings and video conferences through Microsoft Teams system.
• Use of Intranet and emails with releases.
Our Sustainability Strategy seeks to promote trust and • Chile complaint channel: https://www.enex.cl/linea-de-denuncias/ 02
How we create
• Complaints and feedback channel in Road Ranger:
dialogue relationships with our stakeholders since we shared value
https://www.roadrangerusa.com/feedback
understand that alliances are crucial to strengthen our • Contingency surveys (safety, health report, remote work, among others).
strategic initiatives and create shared value.
Communities • Relationship with neighbors before the construction of service stations and during their
operation. 03
To achieve this, we develop relationship instances • Dissemination of information through social networks. Profitability &
Diversification
through multiple interaction channels, considering our • Participation in workshops.
stakeholders particularities.
Customers • Evaluation through the Snooper app.
• Road Ranger App
• Satisfaction survey in stores. 04
• “Hablemos” complaint channels, through the Shell and Enex website and Enex Directo. People &
Communities
• Shell, Enex, and upa! social networks
• Road Ranger social networks.
• Enex Directo Customer Service Center and Enex Directo mailbox.
•
•
MiCopiloto App.
Communication of offers and promotions. 05
Innovation
• Sitios web:
& Customer
• Enex Chile website: https://www.enex.cl/ Centricity
• Shell Chile website: https://www.shell.cl/
• upa! website: https://www.upa.cl/
• Road Ranger Websites: www.roadrangerusa.com
• Enex Paraguay website: www.enex.com.py 06
Climate &
Suppliers • Bidding and quotation processes. Environment
• Security Training linked to projects and procedures.

• Surveys.
Authorities • Reports according to regulatory compliance. 07

• Participation in joint worktables. GRI
• Relationship with new authorities. contents
GRI 102-40: List of interest groups with which it is related.

10 Media • Relations with the press and editors of leading news media.
GRI 102-42: Basis for identifying and selecting the participating interest groups.
GRI 102-43: Approach of the organization concerning the participation of interest groups.

Membership to associations
and initiatives to promote 01
We are Enex
sustainability 11
At Enex, we actively participate in various associations,

public-private initiatives, and adhere to voluntary “Giro Limpio” National Voluntary Program (category: 02
Distributors and Load Generators): Chilean Hydrogen Association (H2 Chile): How we create
agreements and certifications to maintain our shared value
active role in society, which allows us to continue

strengthening our sustainability strategy. Managed by the Energy Sustainability Agency , we adhere to We participate in this trade association, with a group of com-
this initiative intending to contribute to the integration of sus- panies and professionals that promotes the green hydrogen
Among the initiatives and alliances of which we are tainability criteria in the transport industry. Our participation industry, intending to decarbonize the Chilean energy matrix 03
focuses on being a driving force of innovation and technology and highlight the international role that our country can achieve. Profitability &
part, are: for the sector, in our role as fuel distributors.
Diversification
In Chile: 04
People &
Communities
Sustainability and Climate Change Agency Chilean Institute of Rational Business Administration 05
Eco-labeling Clean Production Agreement led by the (ICARE): Innovation
& Customer
It certified Enex S.A until 2024 due to achieving the goals Manufacturing Development Society (SOFOFA), the Centricity
and actions established in the Clean Production Agreement Ministry of the Environment, and the Sustainability
(Spanish acronym APL). This public-private partnership aims to and Climate Change Agency: It allows us to be part of the systematic reflections on business
improve the base information of the sector on the generation management in conjunction with 1,200 companies, to facili-
and management of waste linked to lubricants to increase tate the understanding and opportunity to evaluate markets
and national and international trends that influence company
06
the collection and enhance traceability of used lubricating With this effort, Enex identifies recyclable containers through Climate &
oils, which is a priority product in the Recycling and Extended the #ElijoReciclar seal and progress in our goal of promoting a operations. Environment
Producer Responsibility Promotion Law (REP Law). In addition, recycling culture in our customers and our Sustainability Strategy.
this agreement seeks to evaluate the treatment and recycling As a result, today, we are the only company in the fuel distri-
capacity of the different types of oils to promote new, more bution industry to be part of the Ecolabelling Clean Production
sustainable alternatives as well as the training of other actors Agreement, providing our customers with clear information on 07
involved in the production of these products. the recycling of our products. GRI
contents
GRI 102-12: External initiatives.

11
GRI 102-13: List of the primary affiliations to entities of the sector or other associations.

In the United States:
01
Start-up Chile We are Enex
National Association of Truck Stop Operators

(NATSO) Illinois Petroleum Marketers Association (IPMA):
A business accelerator created by the Government of Chile to
attract high levels of entrepreneurship based on innovation,
Association with other Illinois petroleum retail industry members
02
which allows us to contact startups who develop solutions Association with other members of the Truck Stop industry How we create
related to our business and committing ourselves to give them to advance mutual interests. shared value
to promote mutual interests. Road Ranger's CEO has been a
feedback on their solutions. member of its Board of Directors since 2020.
03
Profitability &
Diversification
Chilean North American Chamber of Commerce National Association of Convenience Stores (NACS): Texas Food & Fuel Association (TFFA):
(AmCham Chile) 04
People &
Association with other members of the convenience store in- Communities
Association with other Texas petroleum retail industry members
We are part of a network of more than 440 companies that dustry to address the interests of its participants. to work on common issues.
promotes the exchange of ideas and best practices through
linkage and representation spaces between the public, private
and academic sectors, intending to integrate the visions and 05
interests of our partners in contributing to society. Innovation
In Paraguay: & Customer
Centricity
Society of Independent Gasoline Marketers of 06

America (SIGMA): Climate &
Environment
National Association of Advertisers (ANDA) Chile: Cadipac

American association with other members of the oil retail in-
dustry to promote common themes.
Trade association for the dialogue of practices on commercial We are members of the Paraguayan Fuel Distributors Chamber.
07
GRI
communication, together with companies for whom this activity contents
is inherent to their business.

2.3 Materiality
01
process Materiality definition process 13 We are Enex
Enex Chile, Road Ranger

and Enex Paraguay
Managers
Materiality is a central concept for sustainability reports Additionally, we consider external 02
About this Report 12 preparation, establishing which contents are the most relevant sources of information by How we create
shared value
and essential to present in each area. In this way, a material topic preparing a materiality benchmark
reflects the economic, environmental, and social impacts of the of the reference companies for Enex Chile
organizations that substantially affect the ability of an organization our company. We carried out an Collaborators
This fifth Sustainability Report of the Company
communicates our stakeholders the economic results and to create value in the short, medium, and long term, as well as in the analysis of the economic, social, 03
the progress and strategic challenges in environmental, decisions of the priority stakeholders of the company. and governance (ESG) standards of Profitability &
Diversification
social and governance matters, considering Enex operations the Oil and Gas industry, prepared
and its subsidiaries in Chile. This report also addresses the by the Dow Jones Sustainability Enex Chile Retail
Index (DJSI) and the Sustainability customers
management of related operations in the United States
(Road Ranger) and in Paraguay (Enex Paraguay), from Accounting Standards Board 04
People &
January 1 to December 31, 2021. (SASB). Communities
This report was prepared following the sustainability To prioritize material issues, Enex Chile B2B
Clients
standards established by the Global Reporting Initiative we conducted surveys of Enex
05
(GRI), according to “essential” compliance, and as approved Identification Prioritization Validation managers and our main Enex Innovation
& Customer
by the Company's CEO. Chile stakeholders: employees, Centricity
customers, suppliers, distributors,
Enex Chile
The sustainability contents present in this document To identify the material issues of our economic, social, and and social organizations. The Suppliers
materiality matrix was validated
were not externally verified and maintain methodological
consistency with the 2020 document. Where relevant,
environmental performance, we consider the review of different
by Enex Chile's Sustainability and
06
sources. Internally, we review our Sustainability Strategy and the Climate &
subsidiaries comparative information is presented in the central corporate policies and conducted in-depth interviews Innovation Deputy Manager. Environment
respective chapters of the report. with Company executives to learn about their leadership vision Enex Chile Service
Stations Distributors
and the main challenges for the company.
07
GRI
contents
GRI 102-48: Re-expression of information.
12 13
GRI 102-21: Consultation with interest groups on economic, environmental, and social issues.
GRI 102-49: Changes in reporting. GRI 102-44: Issues and concerns that have been raised through the participation of stakeholders. Enex Chile civil society
GRI 102-50: Period object of the memory.
GRI 102-51: Date of the last memory.
GRI 102-46: Definition of the contents of the reports and the coverage of the topic.
GRI 102-47: List of identified material issues. organizations (NGOs)
GRI 102-52: Report preparation cycle.
GRI 102-54: Declaration of preparation of the report under the GRI standards.

Material topics of Enex in 2021
01
We are Enex
The material topics of Enex in 2021 are detailed below, under the provisions of the GRI requirements.
Each material issue presented has a management approach, specifying its scope, relevance, and
impact on the organization.
02
How we create
shared value
Material topic Management approach Material topic Management approach
Health and Why is it We consider people’s health and safety a central aspect of
our business's development. Therefore, we are committed to
Environmental Why is it The development of our operations impacts on the environ-
ment in several ways. Therefore, we comply with environmen-
03
safety of people relevant? care relevant? Profitability &
a Zero Harm culture concerning our employees, contractors, tal legislation and develop projects to sustainably manage Diversification
who work at customers, consumers, the environment, and the communities our operations and minimize our impact on the environment.
Enex Chile where we operate.
04
People &
Communities
How is it The Safety, Health, and Environment Assistant Management How is it We have an Integrated Environmental Management System
managed? (Spanish acronym SSMA) at Enex Chile has the mission of managed? and an Environmental Policy, which provide the foundations
managing, promoting, and enforcing our Occupational Safety for our operational performance based on minimizing our
and Health Policy guidelines. In addition, it is in charge of
implementing actions that prevent and minimize work-related
impacts on the environment.
05
Innovation
injuries and illnesses through preventive and continuous over We contribute to the sustainable development of our com- & Customer
time management. pany, the industry, the communities, and the country, through Centricity
affiliation to voluntary agreements to promote efficient pro-

Commitments to prevention issues are evaluated monthly cesses in the management of waste and energy resources.
by Enex's HSE Executive Committee and by the HSE Com- Additionally, we measure and verify our carbon footprint.
mittees led by the deputy managers of each area (Distribu- 06
tion, Engineering, Transportation, Service Stations, and Enex Climate &
Environment
Investments).
Chapter where Chapter 4 Chapter where Chapter 6

it is covered People & Communities it is covered Climate & Environment 07
GRI
contents

01
We are Enex
02
Material topic Management approach Material topic Management approach How we create
shared value
Business Why is it We consider people’s health and safety a central aspect of Ethics and Why is it Developing our business based on high ethical standards and
our business's development. Therefore, we are committed to promoting a culture of integrity and probity ensures that we
operational relevant? integrity relevant?
continuity
a Zero Harm culture concerning our employees, contractors, comply with current legislation. 03
customers, consumers, the environment, and the communities Profitability &
where we operate. Diversification
How is it Our Code of Conduct is the primary tool to promote the ethical
managed? behavior of our employees, directors, executives, and other
groups of workers.
How is it The Safety, Health, and Environment Assistant Management 04
managed? (Spanish acronym SSMA) at Enex Chile has the mission of
We also have an Ethics Committee, a Crime Prevention Model People &
managing, promoting, and enforcing our Occupational Safety Communities
(MPD), and other policies. In addition, we permanently carry
and Health Policy guidelines. In addition, it is in charge of
out training processes on business integrity issues.
implementing actions that prevent and minimize work-related
injuries and illnesses through preventive and continuous over
time management. 05
Chapter 1 Innovation
Chapter where & Customer
Commitments to prevention issues are evaluated monthly
it is covered We are Enex Centricity
by Enex's HSE Executive Committee and by the HSE Com-
mittees led by the deputy managers of each area (Distribu-
tion, Engineering, Transportation, Service Stations, and Enex
Investments).
06
Climate &
Environment
Chapter where Chapter 3

it is covered Profitability & Diversification
Chapter 5 07
Innovation & Customer Centricity GRI
contents

Material topic Management approach Material topic Management approach
Corporate Why is it Our Board of Directors is the central body in charge of defining Workers Why is it Our collaborators are the basis for the fulfillment of our strate- 01
our business model and delivering the guidelines that allow gic business objectives. For this reason, we are concerned with We are Enex
governance relevant? committed to relevant?
us to address the challenges and risks with a perspective of promoting a quality work environment, offering opportunities
innovation and growth, sustainably enhance our profitability, the company for professional and personal development, and fostering a
and focus on generating value for our stakeholders. culture of excellence for the deployment of the talent of all
those who are part of the company.
02
How we create
shared value
How is it Our Board of Directors’ operation is based on ethical behavior, How is it We have a Talent Program to enhance the skills of excellence
managed? guided by our Code of Conduct and by our Crime Prevention managed? of our collaborators. Likewise, we implemented practices to
Model (MPD). promote internal mobility in the Company.
03
Profitability &
The Board meets monthly. We develop a training plan to permanently update our workers’ Diversification
skills, evaluate their performance, implement a work-family
life balance plan, and deliver attractive benefits.
Chapter where
it is covered
Chapter 1
We are Enex
04
People &
Chapter where Chapter 4 Communities
it is covered People & Communities
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
GRI
contents

Material topic Management approach
Profitability Why is it At Enex, we participate in competitive markets. Our growth is

essential to generate value for all our stakeholders.
01
and financial relevant?
We are Enex
sustainability of
the company
How is it We constantly seek to address new business opportunities,
managed? facilitate the search for new markets and increase the com- 02
How we create
mercial growth of our operations.
shared value
We began a transition to greater openness and international

growth, hand in hand with a long-term profitability strategy
and a cost-containment policy that allows us to achieve good
economic performance, always prioritizing the protection of 03
people's health and operational continuity. Profitability &
Material topic Management approach Diversification
Customer Why is it Providing our customers with the highest quality service ex-
experience and relevant? perience allows us to differentiate ourselves in a competitive
market such as fuels, lubricants, and convenience stores and
Chapter where Chapter 3
Profitability & Diversification
04
satisfaction it is covered People &
maintain a positive long-termrelationship with them. Communities
How is it At Enex, we are constantly innovating to design and develop Material topic Management approach 05
managed? products and services that allow us to have an attractive, sus- Innovation
& Customer
tainable value proposition that responds to customer needs.
Centricity
Compliance Why is it Compliance with the relevant regulations in each country in
We implement tools that help us get to know our customers which we operate allows us to conduct business sustainably.
with laws and relevant?
better, measure standards, and monitor service operations
regulations
for industrial customers and service stations to detect gaps,
implement continuous improvement projects and raise the
06
Climate &
quality of our service. How is it We have a Compliance Program for Antitrust Regulations Environment
managed? and a certified Crime Prevention Model (MPD) under Law No.
20,393 on Criminal Liability of Legal Entities.
07
Chapter 5 GRI
Chapter where contents
Innovation & Customer Centricity Chapter where Chapter 1
it is covered
it is covered We are Enex

01
We are Enex
Material topic Management approach 02

Enex 2021 materiality matrix 1
Health and safety of the people who How we create
shared value
work at Enex
Risk Why is it It is necessary to manage our strategic risks under a preven-
tive and proactive model to address the contingencies and 2 Environmental care
management relevant?
uncertainties of the business and operations and prevent the
and incident
prevention
emergence of incidents that may affect the physical integrity 3 Business operational continuity 03
of our employees, customers, suppliers, and distributors. 2 Profitability &
Diversification
4 Company Ethics and Integrity
1
5 Corporate governance
10
How is it We have an ongoing process to identify and manage the 04
Relevance for stakeholders

6 Workers committed with the company
managed? main risks and threats to the sustainability of our business. 8 People &
Communities
7 Customer experience and satisfaction
Each Manager is responsible for identifying and evaluating 3
the risks linked to each of its competence areas (financial, Profitability and financial sustainability of the
8
environmental, reputational, social, labor, commercial, and, or
corporate governance, among others) to redesign the existing 5
company
05
controls or implement new measures to solve the problems 9 Compliance with laws and regulations Innovation
& Customer
presented or improve their prevention. 7 Centricity
10 Risk management and accident prevention
6
9 High 06
Chapter where Chapter 1 2
1 Climate &
it is covered We are Enex 4 10
8
Environment
3
Chapter 4 6
Relevance of impacts for business 9
People & Communities

4
sustainability
07
Chapter 5 GRI
Innovation & Customer Centricity contents
NOTE: The horizontal axis represents the relevance of impacts on business sustainability,
and the vertical, the significance for consulted stakeholders.
High
Low

01
We are Enex
02
03
How we create
shared value
03
Profitability &
Profitability &
Diversification
04
Diversification
People &
Communities
05
Innovation
& Customer
Centricity
3.1 Economic performance
3.2 Sustainable energy solutions for our clients
06
3.3 Operational excellency Climate &
Environment
07
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contents

Enex Chile 01
We are Enex
At Enex, our business strategy focuses on

generating sustainable profitability and
creating value for our various stakeholders. Market share 2021 02
2nd
How we create
To facilitate the search for new markets and Biggest dispatcched of shared value
increase growth where we already operate, in fuel in Chile

Leadership position in the
2020 we began a corporate reorganization lubricants market, where we
process as a subsidiary of Invexans S.A. and,
during 2021, we carried out a reorganization
of the company, through the creation of Enex
25.7% Retail fuels sales
Total
Vol.
operate as the exclusive Macro
Distributor
03
Profitability &
Diversification
plc in the United Kingdom, a company to which
21.3%
Enex´s businesses in Chile, the United
States and Paraguay were contributed.
Total
We manage a network of service
04
Vol. People &
stations operated under the Communities
Industry fuels sales
Shell brand and a chain of
convenience stores under our
own upa! and upita brands.
20.4%
Lubricant sales
Total
Vol.
05
Innovation
& Customer
Centricity
We sell spare parts and 06

distribute fuel, lubricants, Climate &
and asphalt at an industrial Environment
level. We complement our

commercial offer with other
products and services, such as
Pennzoil lubricating oils, Enex 07
Lubs bulk oils, Rhenus food GRI
contents
grade oils, ACDelco spare parts
and technical support, among
other services.

Enex United States:
Road Ranger 01
We are Enex
Since we entered the United States market in 2018 with the pur- For the development of our business in the United States,
chase of Road Ranger, our focus has been the development of we have adopted a market positioning strategy focused
an attractive network of Travel Centers (highway format service
stations) that is connected, comfortable and delivers a robust
on network growth, through the identification of attractive
sites and the construction of new Travel Centers in strate-
02
How we create
value proposition for our customers, both truck drivers and fleets gic locations. This strategy has allowed us to have a broad shared value
using the highways. In addition to fuel, oil and related services, land portfolio with the potential to develop new facilities,
it enables truck weighing, has Amazon lockers, gambling games which are in different stages of progress. We have identified
(in Illinois), showers and laundries, a cafeteria with continuous a portfolio with growth points in high-flow locations, which
attention and food franchises. A relevant milestone for the com- we intend to materialize in the next five years. Since our 03
Profitability &
pany, materialized in 2021, was the approval of Road Ranger as entry into the North American market until the end of this Diversification
direct operator of Wendy's. fiscal year, we have invested close to US$73 million. US$28
million were invested only in the year 2021
When we acquired the chain, it had 38 Travel Centers, located
mainly in two geographical areas: the Midwest region (which In parallel, we have optimized the Travel Center layout stan- 04
includes the states of Illinois, Iowa, Indiana, Wisconsin, and dard, along with the project execution process, with the aim People &
Communities
Missouri) and to the south, in Texas. Between 2019 and 2021 we of achieving an orderly and efficient flow of products, equip-
built four Travel Centers, connecting both regions and expanding ment, and people. Finally, the old network infrastructure was
coverage for transportation routes. The first of them, in operation improved, unifying the offer to the clients.
since November 2019, is located in New Boston, Texas. The se- 05
cond, opened in June 2020, is located in Brinkley, Arkansas. The Innovation
& Customer
third, opened in November 2020, is in Marion, Illinois. Meanwhile, Centricity
in August 2021, we opened a fourth point of sale in Monahans,
Texas. At the end of this period, the Road Ranger Travel Centers
network had a total of 42 points in the United States.
06
Climate &
Environment
In the United States and in 2021 Road Ranger

was approved as direct operator of the
07
Wendy's franchise. GRI
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Enex Paraguay
01
We are Enex
We entered the Paraguayan market in 2019, with the Our expansion plan 2021-2025
purchase of 50% of Gasur, a company that has a network
of 55 service stations and 3 upa! convenience stores as of doubling
December 2021, which conforms Enex Paraguay. the number of 02
service stations How we create
shared value
The industry in this country is made up of about 20 whole-
sale fuel distribution companies, a similar number of brands
and more than 2,000 service stations, which are mostly
operated by independent entrepreneurs. To address the 03
sector challenges, Enex Paraguay provides a differentiating Profitability &
Diversification
offer, based on the quality of its products and services,
using the Enex brand for the fuel business and upa! for
convenience stores.
04
2021 represented a year of accelerated growth for the
Entered in 2019 with the purchase People &
Communities
business, focused on increasing the number of points of
50% Gasur sale. At the same time, we strengthened our offer, closing an
agreement with Servicios Rápidos del Paraguay S.A., opera-
has a network of
tor of McDonald's franchise in the country, to install seven 05
restaurants within our service stations. Innovation
55
& Customer
Centricity
We are currently increasing our presence in the fuel sales
market in Paraguay, expanding the network throughout the
service stations country, initially concentrating on areas with the highest
06
3
consumption and in localities with high population density.
Climate &
Our expansion plan considers doubling the number of ser- Environment
vice stations in the 2021-2025 period, reaching a relevant
upa! convenience stores market share.
07
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3.1. Economic
01
performance�� We are Enex
02
How we create
shared value
In 2021 the pandemic continued to affect countries and their economies. Despite the complexities, the transition At Road Ranger, the focus is projected not only on expanding our interstate highways operations, but also on
we began to greater openness and growth, added to our long-term profitability strategy and cost containment providing access to communities that do not have fuel supply services. In 2021, we opened a site and since the ac-
policy, allowed us to achieve good economic performance, always prioritizing people’s health protection and opera- quisition of the Company, we have opened 4 travel centers, going from 38 to 42. This growth in terms of number of
tional continuity. sites, along with the maturation of openings, allowed us to increase the number of travel centers by 10%, compared
to 2020. 03
Profitability &
As a result of the increased level of mobility -with greater intensity in Chile, compared to the United States and Diversification
Paraguay-, the Company sales volume grew significantly during 2021, especially in the Chilean market service As a result of the expansion of our service station network and economic reactivation in the United States, fuel
station sector, which was reflected in the economic results. sales grew 18%, while store sales increased 16%.
04
People &
Communities
Company consolidated: Chile United States Paraguay 05

MMUS$ MMUS$ MMUS$ MMUS$
Innovation
& Customer
70.9 10.9 -0.6

Centricity
81.7
profitability profitability profitability profit
06
2021 Climate &
Environment
07
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��GRI 201-1: Direct economic value generated, distributed, and retained.

Own Indicator: EBITDA, Volume and Profit.

Economics Results Enex��, Volume and Profitability
Segment
Income (MMUS$) 01
We are Enex
2019 2020 2021
Retail Chile 2,020.0 1,479.0 2,172.0
Industrial Chile 1,205.4 901,0 1,173.8

02
How we create
Retail USA 432.1 311.5 458.4 shared value
Gross Profit (MMUS$) 2019 2020 2021

03
Retail Chile 230.9 189.6 287.1 Profitability &
Diversification
Industrial Chile 91.0 65.2 109.4
Retail USA 80.6 80.6 93.9
04
Economic value generated and distributed by Enex 2021 People &
Volume (Thousands M³) 2019 2020 2021 Communities
Chile 3,869.2 3,386.2 3,988.1 Indicator Chile USA Consolidated Paraguay
USA 473.7 367.9 434.2 Generated Economic Value MUS$ MUS$ MUS$ MUS$
Net sales income 3,345,778 458,418 3,804,196 43,870 05
Innovation
Road Ranger results respond to the good operating performance of the company and the decrease in interest expenses, Total Economic Value Generated (VEG) 3,345,778 458,418 3,804,196 43,870 & Customer
Centricity
which was slightly offset by higher taxes. Distributed Economic Value MUS$ MUS$ MUS$ MUS$
Salaries and social benefits for workers 63,975 28,572 92,547
In turn, the Enex Paraguay network has taken advantage of the transfer of knowledge and good practices developed in
Chile, to promote its own concept of upa! stores. In 2021 they focused on creating a product offering that incorporates local Operational costs 3,180,024 410,675 3,590,699 42,808 06
development. Governments 17,691 4,403 22,094 Climate &
Environment
In this country we are implementing our growth strategy for the future, placing an important focus on the central zone of Investments and contributions to
73 1 74
Communities
Paraguay, especially in the Department of Asunción. In terms of results, service stations sales volume behaved within expec-
tations, while upa! stores exceeded financial estimates. Payments to Capital providers 13,129 3,914 17,043 9,902
Total Economic Value Distributed (EDV) 3,274,892 447,565 3,722,457 52,710
07
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Total Economic Value Retained 70,886 10,853 81,739 -557
��Corresponds to operational EBITDA under IFRS standards. Excludes dividends and results in associates

Sales per business unit��
01
We are Enex
Revenue from ordinary activities is made up mainly of sales of fuel, lubricants, as well as products and services from conve-
Enex income distribution, by company
nience stores. In the period 2021 these added MUS$ 3.848.066.
Company Fuel type 2019 2020 2021
02
How we create
shared value
The contribution of the retail segment (service stations) to Enex's consolidated sales has increased in recent years, driven Retail fuels 61% 60% 63%
by the organic growth of the business and boosted by the incorporation of the Road Ranger chain in the United States. Industrial fuels 34% 34% 31%
Enex Chile
Added to this is the expansion of the distribution network and the convenience stores in Chile, as well as the development of Lubricants 3% 4% 4%
the Enex brand in Paraguay since 2020.
Others 2% 2% 2%
03
Profitability &
Retail fuels 78% 71% 77% Diversification
In the Industrial Fuels segment, sales to airlines fell sharply as a result of the restrictions imposed on international air traffic,
but they remained stable in other sectors, such as mining, which represented a significant operational challenge for Enex Industrial fuels 0% 0% 0%
Road Ranger
and its clients. Lubricants 0% 0% 0%
Others 22% 29% 23%
04
People &
Communities
Enex Chile�� new contracts*
Nº of new
2019 2020 2021 05
contracts 1,560 1,739 1,602 Innovation
& Customer
Centricity
US$3,804,196 06
Revenue from ordinary activities is made up 2019 2020 2021
Climate &
Total amount
mainly of sales of fuel, lubricants, as well as
products and services from convenience stores. of new MMUS$ MMUS$ MMUS$ Environment
contracts 110,761 84,378 57,236

* New contracts are considered to be those customers for one year who did not register activity with Enex in the previous year and who purchase a volume of more than 1,000 liters.
07
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��Own Indicator: Sales revenue broken down by customer type.

��Own Indicator: Number and total amount of new contracts.

3.2. Sustainable energy solutions
for our clients�� 01
We are Enex
In a scenario where dealing with climate change is a global challenge, at Enex we are aware of the need for companies in the fuel
and transportation industry to generate changes in the way of doing business to project sustainable growth in the long run. In this 02
context, we realize that our business sustainability and resilience depend on merging the energy transition into the core of our ope- Cómo
How wecreamos
create
valorshared
compartido
value
rations to develop clean energy that contributes to being neutral in direct emissions and energy consumption by 2030.
In this context, we realize that our business sustainability and resilience depend on merging the energy transition into the core of our
operations to develop clean energy that contributes to being neutral in direct emissions and energy consumption by 2030.
03
Profitability
Rentabilidad&
In this line, we began a diversification process in our business model considering three management pillars: New Mobility, Energy Diversification
Sostenible
Efficiency and New Energies, to provide our clients an offer of sustainable and profitable energy products, solutions, and advice. At
the same time, they allow us to manage the reduction and mitigation of our direct and indirect emissions, our scope 1 and 2, and the
greenhouse gases (GHG) coming from the value chain (purchase, storage and sale of products and services).
04
Personas
People &
y
Main projects to offer sustainable solutions to clients and mitigate our Scope 3 emissions Communities
Comunidad
05
Innovación
Innovation y
& Customer
Foco en
Centricity
el Cliente
New Mobility Energy Efficiency New Energies
· Offer of electromobility solutions • Comprehensive energy solutions and • Evaluation and development of
for retail customers in service consulting for clients. green hydrogen solutions.
stations and B2B customers. • Accompanying and advising strategic 06
clients in the Energy Transition. Medio Ambiente
Climate &
• Energy trading. Environment
y Clima
07
Since 2019, at Enex Chile we have a specialized area for electromobility development. This effort was strengthened in GRI
contents
2021 through the creation of the New-E team dedicated to new energy businesses development.
��Own indicator: New Energies.
Reporte
Sustainability
Reportede
deSostenibilidad
Sostenibilidad
Report 20212021
2021 I 45II 45
EnexEnex
Enex
Commitment to electromobility
01
We are Enex
We have an extensive distribution network to offer electro-mobility solu- Another milestone within the electromobility business segment during 2021 was the
tions to our customers, composed at the end of December 2021 of 15 fast development of an Enex E-Pro platform and app to manage payment of charges made
charging points at service stations, located between the Valparaíso and at Enex E-Pro electric chargers, which allows clients to make payments easily, without
02
Ñuble regions. In 2021 we continued installing Enex E-Pro electric chargers interactions, and collects data to offer better service and new benefits to our customers.
Electromobility for How we create
at our service stations and at our industrial customers’ sites. The Enex E-Pro shared value
network considers fast chargers, which allow electricity to be supplied in For the third consecutive year, in 2021 we renewed our commitment to the industrial clients
25 minutes to private vehicles, as well as those of intensive use, such as for Public-Private Electromobility Agreement, promoted by the Ministry of
Energy and the National Energy Commission of Chile. This agreement aims to
company fleets, taxi drivers and collective transport.
promote electricmobility, both on roads and in cities, expanding its coverage
The year 2021 represents the consolidation of Enex
03
and its supply of electric charging equipment. Chile in the market for charging solutions based Profitability &
Diversification
on electrical energy. We actively participated in
Our electromobility commitments for the year 2022:
different bidding processes, both public and private,
and we were able to establish two commercial
Strengthen our electric chargers'
infrastructure network. Electro logistics experience
agreements with industrial clients. 04
People &
Communities
Along these lines, we established an alliance with
Within our commitment to provide energy solutions to industry and advance towards Transcacom Ltda, a national freight transport
Add 15 new electric chargers to Enex the development of electromobility in the countries where we are present, in 2021 we company, which contemplates the delivery of
E-Pro network, from Arica to Puerto
Montt (Los Lagos).
participated in the "Electro logistics Experience", an initiative promoted by the Ministry nine Enex E-Pro cards for its electric vans that 05
Innovation
of Transport and Telecommunications, the Energy Sustainability Agency, Conecta operate in the Metropolitan Region, which will be & Customer
Logística and CORFO to encourage electromobility in urban freight transport. able to access Enex electric chargers installed
Centricity
at the service stations. On the other hand, we

Increase our participation in electric public
This experience, to which we contributed by providing free access to part of our public signed an agreement with a transport provider
transportation tenders.
charging network in the Metropolitan Region, consisted of offering freight transport company for the Uber Electric service. This alliance 06
and product distribution companies free use of electric trucks for up to eight weeks. contemplates the installation of chargers for its
Climate &
Environment
Using sensors located in the vehicles, information was collected on operating varia- Voltera transport fleet in our service stations,
Incorporate electric vehicles to our fleet at
sites and offices. bles, such as battery charge levels, speed, location and height, among other records. starting the project with a charging point in the Lo
This companies sent data on the weight of the cargoes transported. Measurements Barnechea commune, in Santiago.
indicated that the electric vehicles traveled more than 16,300 kilometers and that 07
GRI
during this period the emission of five tons of CO� was avoided. contents
Build an electric charging network for
vehicles at Road Ranger service stations.

Integral energy management 01
We are Enex
In line with our commitment to caring for the environment,

sustainability and energy development in Chile, we 02
How we create
developed a pilot project for comprehensive energy shared value
management for our service stations, which consists of
the installation of solar panels with home automation and
a battery, to obtain efficient energy consumption at each
station and at the charging stations. 03
Profitability &
Diversification
We installed photovoltaic panels to supply renewable
electricity at the San Francisco de Mostazal service station
(O'Higgins Region). This project, in operation since 2022,
allows the company to reduce the carbon footprint and
significantly reduce electricity costs.
04
People &
Communities
At the end of this period, we signed an electricity supply

contract with Cerro Dominador, a renewable energy
generator located in the Atacama Desert. This commercial
agreement will allow us to cover the demand of our La
05
Innovation
Greda Alta plant, located in the Puchuncaví area, with 100% & Customer
Centricity
renewable, reliable and safe energy, which will allow us to
reduce our CO� emissions and contribute to the country
de-carbonization process.
06
Another relevant milestone in terms of comprehensive Climate &
energy management of our operations in 2021 was Environment
the construction of an innovative new service station in

Chillán, which is being supplied with renewable energy. This
represents a clear symbol of our commitment to energy
transition in our operations. 07
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Promotion of a sustainable economy
for the transport industry
01
We are Enex
At Enex we are leaders in providing innovative solutions in lubricants to

our clients, we have a range of low-viscosity synthetic and semi-synthetic
products, which allow us to extend the life of the engine, reduce pollution 02
generated during combustion and, consequently, improve fuel efficiency, How we create
shared value
reduce emissions, and save money.
With the purpose of contributing to the generation of technical information

regarding fuel economy, in 2021 we joined forces with the Center for 03
Profitability &
Transport and Logistics of the Andrés Bello University, the Chilean Diversification
Intermodal Transport Company (CCTI) and the Giro Limpio Program, of the
Energy Sustainability Agency. We jointly developed a study on the degree of
efficiency of low-viscosity synthetic Shell lubricants in cargo transport fuel
consumption.
04
People &
Communities
This test aimed to identify the potential fuel savings in 18-ton trucks and
semi-trailers. For this, Shell Rimula Ultra 5W-30 motor oil, Shell Spirax
S6 AXME 75W-90 transmission oil and Shell Spirax S6 AXME 75W-140 05
differential oil were incorporated into the test vehicle. Innovation
& Customer
Centricity
The results of this study revealed

around 2% fuel savings in the first 06
three days of use, while after two Climate &
Environment
months of testing the same machine,
with the same driver and using the
same synthetic lubricant, up to 5%
savings were observed.
07
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New energies
01
We are Enex
Chile has significant potential in the production of green hydrogen, In another project, together with the Hydrogen Technologies Unit of
an operation that has synergies with our role as an energy company. the Pontificia Universidad Católica de Chile, a survey of opportunities
At Enex, we are leaders in the fuel distribution sector, which is why for green hydrogen began in 2021. The objective is to accompany
we want to be a relevant player in the energy transition through the Enex clients from the mining and industrial sectors, in detecting 02
How we create
development of sustainable energies. different models associated with green hydrogen. shared value
During 2021 we made significant progress in the new energy During this period, we also adhered to the "Green Hydrogen Strategic
sector. An outstanding initiative was our adhesion to the Chilean Alliance for Biobío", a project financed by the Innovation Fund for
Hydrogen Association (H2 Chile), which seeks to accelerate the Regional Competitiveness (FIC-R) of the Regional Government of
03
Profitability &
energy transition towards the use of green hydrogen in industrial, Biobío and executed by the University of Concepción, through the Diversification
commercial, residential and electromobility applications, which Faculty of Engineering and its Technological Research Institute (IIT).
positioned us as the first company in the fuel distribution sector to
join this initiative. This alliance aims to contribute to regional competitiveness, achieving
synergies with its objectives of advancing in energy efficiency and
04
People &
Along these lines, last year we signed a Memorandum of reducing carbon dioxide (CO�) emissions in the Biobío Region and the Communities
Understanding (MOU), through which we made official our interest, as central-southern macrozone, through the adoption of green hydrogen
Enex, in gradually using the hydrogen produced by the Bahía Quintero use.
Green Hydrogen Project (HVBQ), promoted by GNL Quintero together 05
with Acciona Energía and Enagás companies. Innovation
& Customer
Centricity
This project, which had its environmental assessment process in

2021, includes the installation of an electrolysis plant at the Quintero
We are the first fuel distribution

GNL regasification terminal, with an estimated investment of MM 06
US$30. It will have 10 MW nominal power and considers initial Climate &
company to join the Chilean Environment
production of around 500 tons/year, which will gradually increase
Hydrogen Association (H2 Chile).
depending on the green hydrogen demand generated in the area.
This milestone opens a path to
promote the green hydrogen
07
industry in Chile. GRI
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3.3 Operational excellence��
01
We are Enex
In 2020, we restructured our organization and our way of working, including the incorpo- Initiatives to improve
ration of health protocols, the adaptation of shifts and the incorporation of remote work,
procurement management
to maintain the continuity of our operations in the Covid-19 pandemic context in most of 02
the country. This allowed us to start 2021 with adequate infrastructure and trained staff How we create
shared value
to face new challenges and materialize attractive projects for our different stakeholders. In 2020 we had started feedback meetings in order to perceive the vision that our
suppliers have of Enex and capture improvement opportunities in our relationship with
Because of the economic reactivation, in 2021 there was a significant increase in demand them. These instances were maintained in 2021, which has allowed us to learn their
opinions about the industry, as well as having more information about their products
for our products and services. To respond to this scenario, we strongly increased service
station staffing. Against this favorable context, labor and construction materials shorta- and services.
03
Profitability &
ges slowed down our investment plans and new stations openings. Diversification
Considering the difficulties that the international logistics chain has faced in the last two Operational excellence
years, we have focused our efforts on improving the product sourcing strategy, in order indicators 04
to ensure a timely and quality supply that allows us to respond to our customers’ require-
People &
ments and needs. Communities
In order to offer an excellent service to our clients, we measure different logistics
indicators. Among them, the OTA index (On Time Arrival) and the SLA index (Service
In Chile we have renewed 30% of our primary distribution fleet, to have a modern trans-
Level Agreement), which help us determine the percentage of fuel shipments that arrive
portation system equipped with the latest technology, which pollutes less and allows us
to meet the highest logistics standards. Aligned with our strategy, we have 107 new and
punctually to service stations, customers, or other destinations, according to the sche- 05
duled date and time. Innovation
better performing trucks in line with our strategy. & Customer
Centricity
In Paraguay, in order to meet business needs in the context of the pandemic, Enex Para-
guay strengthened the fuel supply chain. During the second half of 2021 diesel imports
Enex operational management indicators
began and storage capacity was expanded. Indicator 2018 2019 2020 2021 06
Climate &
OTA Service Stations 96.0% 96.3% 96.3% 94.3% Environment
OTA Industrials 94.6% 93.8% 93.6% 93.2%

SLA Lubricants 91.9% 94.4% 91.1% 97.1%
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��Own Indicator: Results of the operational excellence indicator.

Own Indicator: Results of the operational excellence SLA (Service Level Agreement).

Digitization and operational
management 01
We are Enex
In Chile we are implementing a digital transformation process, which contemplates the first company in the fuel industry in Chile to have all its technological data infrastructure
incorporation of knowledge and tools that will allow us to make digitization part of our available in the cloud, allowing us to sustain with agility the company´s growth and the
organizational culture. We understand this initiative from a holistic perspective, which technological services we provide, along with greater computer security and resilience 02
transcends all operational aspects of the organization, seeking to establish innovative for ourselves. This platform will have a state-of-the-art Data Warehouse and several tools How we create
shared value
ways of executing our internal processes and making the most of available technologies which will better enable us in fields like advanced analytics, predictability, machine learning
and systems. In this context, in 2021 we executed more than 25 systems and technology and artificial intelligence.
projects and made more than 80 improvements to our existing systems and platforms.
This is how Enex is developing a new and modern logistics system for optimizing, exe-
In line with the digitization of our internal management processes, during 2021, in the three
subsidiaries in Chile, we rolled out a new, fully digital attendance control system, cloud-ba-
03
Profitability &
cuting, and monitoring the entire transportation and supply program, which will have an sed and accessible from mobile devices, which simplifies the management and control of Diversification
impact on optimizing the truck fleet use, reducing costs and increasing the service level to the attendance and remuneration process as it is fully integrated within the Company's
our customers. Human Resources platform.
The company's digital strategy includes a strong emphasis on making the best possible Meanwhile, in our stores and service stations we completed an extensive project to moder-
04
People &
use of the valuable information available. We implemented Microsoft Azure as a corporate nize and update local equipment and servers, as well as connectivity with dedicated and At Road Ranger we work perma- Communities
data platform in the cloud, an ambitious and disruptive project with which we will be the backed up links, which has allowed great security and stability in operations and services. nently to automate processes
such as direct invoicing, daily
management reports, electronic
payment records, store incident
05
Innovation
reports through the Zenput pla- & Customer
tform and the implementation of Centricity
the PowerBI Analytics Project.
On the other hand, in Paraguay

we strengthened our support
06
Climate &
and internal control processes, Environment
through the implementation
of emergency connectivity
services.
07
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04 01
We are Enex
People & 02
How we create
shared value
Communities 03
Profitability &
Diversification
4.1 Committed team 04

People &
4.1.1 Our Team in 2021 Communities
4.1.2 Job stability

4.1.3 Labor relations
4.1.4 Talent development
05
Innovation
& Customer
4.1.5 Organizational climate Centricity
4.1.6 Diversity and inclusion

4.1.7 Remunerations
06
4.2 People’s health and safety Climate &
Environment
4.2.1 Committees for the safety of our team at Enex Chile
4.2.2 Prevention of occupational accidents
4.3 Contribution to the communities 07

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4.1 Committed
01
team We are Enex
At Enex we are proud of our excellence teams we

02
How we create
have in the three countries where we are present. Our shared value
collaborators are committed to constantly innovate and to

develop the best products and services, always seeking 2,696 681 156
to generate value and deliver a memorable experience to Enex Chile Road Ranger Enex Paraguay 03
our customers. For our part, we want to provide the best staff staff staff Profitability &
Diversification
work environment and optimal organizational conditions
for them to develop their potential in balance with personal
and family life. We run various programs to promote
talent, continuous training and internal mobility, we offer 04
benefits that impact their quality of life and seek to People &
Communities
protect our collaborators’ health and physical integrity.
Enex collaborators staff, by gender and company
Women Men Total 05

4.1.1 Our Team in 2021 20 2020 2021 2020 2021 2020 2021 Innovation
& Customer
Chile 1,137 1,173 1,596 1,523 2,733 2,696 Centricity
USA 426 404 404 277 830 681

Our collaborators are essential for the business’ sustainability
Paraguay 12 73 73 83 85 156
and the organization’s productivity in the long term. Our team
includes 3,533 people, considering Enex S.A. and its three
Enex 1,575 1,650 2,073 1,883 3,648 3,533 06
Climate &
subsidiaries in Chile (Inversiones Enex, ESM and Dicomac), Environment
Road Ranger in the United States, and Enex Paraguay.
07
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20
GRI 102-8 Information on collaborators and other workers: total number of people by employment
contract and gender, region and by type of contract.

01
We are Enex
02
How we create
shared value
03
Enex collaborators staff 2021, by gender, age and company Enex collaborators staff 2021, by contract type, gender, and company Profitability &
Diversification
Less than 30 30 to 50 Over 50 Gender
Company Gender Total Company Contract type Workday Total
years years years Men Women
Men 332 894 297 1,523 Part time 51 124 175
Chile
Women 413 601 159 1,173
Permanent
Full time 1,347 928 2,275 04
Total 745 1,496 455 2,696 People &
Chile Part time 9 23 32 Communities
Men 88 126 63 277 Temporal
Full time 116 98 214
USA Women 126 186 92 404
Total 1,523 1,173 2,696
Total 214 312 155 681
Men - - - 83 Permanent
Part time 25 43 68 05
Full time 252 361 613 Innovation
Paraguay Women - - - 73 Part time 0 0 0
& Customer
USA Centricity
Total - - - 156 Temporal
Full time 0 0 0
Men 420 1,020 360 1,883
Total 277 404 681
Enex Women 539 787 251 1,650
Total 959 1,808 610 3,533
Paraguay* 83 73 156 06
Climate &
Part time 76 167 243 Environment
Permanent
Full time 1,599 1,289 2,888
Enex Part time 9 23 32

Temporal
Full time 116 98 214
07
Total 1,883 1,650 3,533 GRI
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*Enex Paraguay does not have information segmented by type of contract.

For correspondence of information, the total of collaborators is incorporated.

In 2020, we implemented sanitary and operational measures in all of our
Enex Chile 2021 collaborators staff, hybrid mode work.
01
We are Enex
operations to address the difficulties caused by the Covid-19 pandemic and
Gender N° %
guarantee the health and safety of our employees. One of them was the
adaptation of the working day to a new hybrid work modality (face-to-face Subject to hybrid work mode Total 471 17.5%
- remote), which allowed us to ensure the operational continuity of our
business.
Not subject to hybrid work
mode
Total 2,225 82.5% 02
How we create
shared value
To address the challenges posed by remote work in this new format, we have
improved our technological infrastructure to support online work, and we have In Road Ranger offices, since the beginning of the pandemic we have adapted
fostered an organizational culture based on objectives and responsibility for a hybrid work style to limit the total number of employees who share the same
physical space and provide flexibility to employees according to the work they
03
performance excellence. Profitability &
perform in the corporate office. In our service stations and stores operation, it Diversification
was not possible to implement this modality due to the nature of the functions,
but we ensure compliance with health protocols for the safety of all people.
Thanks to our excellent team of collaborators, we 04
learned to be more efficient and productive in this new People &
Communities
context. In 2021 we carried out internal diagnoses on
4.1.2 Employment stability 21
our way of working and, based on this information, we
determined that the hybrid work modality is the one that
At Enex we promote the professional development of our collaborators and 05
best suits office work positions in Chile. Innovation
internal mobility while we care about maintaining their job stability during & Customer
Centricity
periods of crisis.
After evaluating the experience gained during the pandemic in 2020 and In relation to the previous year, we significantly increased the number of
consultations and studies, as of November 15, 2021, we implemented a hybrid hires from 1,101 in 2020 to 2,471 in 2021. This was mainly due to the need 06
Climate &
work model in Chile for functions that do not require in-office work. We started of covering operational tasks in different mining operations, which require Environment
with a system based in three days in-office and two days of remote work, recruiting external talent, and as a counterpart, there was a significant
which was implemented in gradual form, starting with one day in-office. This is decrease in the percentage of vacancies filled by internal collaborators.
in line with our commitment to implement more flexible employment policies
and benefits in the wake of the pandemic.
07
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21
GRI 401-1 New hires of collaborators and staff turnover.

01
We are Enex
02
How we create
shared value
03
Profitability &
Diversification
New hires of collaborators In Chile, turnover indicators returned to normal prior-to-pandemic values. On the other hand, at Enex
New hires New hire rate

Investments the turnover rate rose to 56% due to the country's economic reactivation, which allowed
04
Company Gender larger mobility for staff that had remained stable during the pandemic. People &
2020 2021 2020 2021 Communities
Hombres 186 607 12% 40% Enex collaborators** turnover* according to gender and company
Chile Mujeres 141 597 12% 51% 2020 2021
Total 327 1,204 12% 45% Company Gender Total No. of Total No. of
05
Hombres 274 444 68% 160%
% Turnover % Turnover Innovation
exits exits & Customer
Centricity
USA Mujeres 492 674 115% 167% Men 351 63% 666 44%
Total 766 1,118 92% 164% Chile Women 208 37% 550 47%
Hombres 10 78 14% 94% Total 559 100% 1,216 45%
Paraguay Mujeres 9 71 75% 97% Men - - 436 157% 06
Climate &
Total 19 149 22% 96% USA Women - - 715 177% Environment
Hombres 470 1,129 23% 60% Total - - 1,151 169%
Total Enex Mujeres 642 1,342 41% 81% Men 351 63% 1,102 106%
Total 1,112 2,471 30% 70% Enex Women 208 37% 1,265 111%
Total 559 100% 2,367 135%
07
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* This indicator considers voluntary turnover and non-voluntary turnover.

**Information does not consider Enex Paraguay.

4.1.3 Labor Relations 22
01
At Enex we seek to maintain good labor relations, ensure the well-being of We are Enex
our collaborators and the continuity of the business. Thanks to this effort,
we have managed to build trust relations that have allowed us to face a
challenging reality, as was the Covid-19 pandemic.
02
How we create
At Enex Chile we have 14 trade unions representing approximately 29% of our shared value
employees. In addition, 25% of our workforce in the country is covered with
collective contracts or agreements.
To provide a solution to the requirements and make them participate in 03

Profitability &
addressing the company’s challenges, we hold regular meetings with the trade Diversification
unions, which was favored by the training plan aimed at Union leaders through
programmes carried out in 2020. In 2021 we held a permanent dialogue with
them to reach agreements and improve teamwork. Six successful collective
negotiations were carried out, two of which were anticipated, with the aim of
04
People &
improving working conditions and the terms in which our collaborators’ work is Communities
carried out. Meanwhile, three collective negotiations are expected in 2022.
Collective bargaining at Enex Chile 2021 05

Innovation
1. Enex Company Workers Union. & Customer
Centricity
2. Enex Company No. 1 Salinas Workers Union.
3. Compañía Nacional de Energía Enex S.A. Union No. 1
4. ESM SpA Establishment Candelaria Union. 06

Climate &
5. Faena Spence Negotiating Group. Environment
6. ESM SpA Los Pelambres Establishment Workers Union.
07
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contents
22
GRI 102-41 Percentage of local collaborators covered by collective bargaining agreements.
GRI 407-1 Freedom of association and collective bargaining.
Reporte
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2021 I 57II 57
EnexEnex
Enex
In 2021, ESM participated in 2 regulated collective bargaining processes; the first together with the Candelaria Union and the
second with the Minera Los Pelambres Establishment Union. Both processes ended successfully and on good terms for the
parties, particularly highlighting the collective bargaining with the Los Pelambres Mining Establishment Union, which was closed
in agreement prior to the vote of the Union on the last offer, a process that marked an improvement in our collective bargaining
01
We are Enex
because it was the first time that a process has been closed early, despite being a regulated collective bargaining.
Staff unionization in Chile 2021

Workers covered by
02
No. of No. of collective Unionized workers Union leaders How we create
Affiliate collective agreement shared value
unions bargaining
N° % N° % Women Men
Enex S.A. 3 3 402 59% 401 59% 2 7
Inversiones Enex 4 0 58 4% 0 0% 2 4 03
6 6 295 62% 251 53% 0 13 Profitability &
ESM
Diversification
Dicomac 1 1 26 58% 22 49% 3 0
Total Enex Chile 14 10 781 29% 674 25% 7 24
04
People &
4.1.4 Talent development Communities
Our collaborators’ integral development is a fundamental axis to ensure the excellence, profitability, and sustainable progress of
Enex. That is why in 2021 we continued to promote talent within the company, implementing internal mobility plans, training, and 05
Innovation
supporting tuitions. & Customer
Centricity
Internal mobility23 06
Climate &
Environment
In 2021, the process of managing people and identifying critical positions was considered a strategic project for the company. At Enex
Chile we have a Talent Program that seeks to identify, develop, promote, and retain employees who present outstanding performance.
In this sense, we have established specialized career plans that allow us to determine the gaps that collaborators must close to carry
out their position’s functions and also a training plan to carry out this process. 07
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Own Indicator: Percentage of internal mobility.

23

We promote a mobility culture in the company through internal We also carried out an analysis of the performance evaluations 01
of collaborators who presented improvement needs in order to We are Enex
selection processes. In addition, we carry out targeted internal
searches for candidates identified as talented or with potential, establish the necessary action plans to strengthen their skills and
encouraging the different leaders to propose those persons they abilities.
consider suitable for a new vacancy.
02
How we create
shared value
An example of this was the Succession Plan sessions held in 2021
at the Inversiones Enex affiliate. In them, each district manager
presented the characteristics of their work team on a panel, with
the aim of presenting those collaborators with the potential to take
11% Internal
collaborators 24
03
on new challenges. In 2021, 11% of vacancies were filled Profitability &
by internal collaborators. Diversification
Total internal mobility +

04
Internal Mobility New hires % Internal mobility People &
new hires Communities
Company Gender
2020 2021 2020 2021 2020 2021 2020 2021
Enex Chile
Men
Women
42
29
39
28
195
121
68
43
237
150
107
71
18%
19%
36%
39%
05
Innovation
& Customer
Total 71 67 316 111 387 178 18% 38%
Centricity
Men 21 22 274 444 295 466 7% 5%
Road Ranger Women 54 68 492 674 546 742 10% 9%
Total
Men
75
63
90
61
766
469
1,118
512
841
532
1,208
573
9%
12%
7%
11%
06
Climate &
Total Enex Women 83 96 613 717 696 813 12% 12% Environment
Total 146 157 1,082 1,229 1,228 1,386 12% 11%
07
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Information does not consider Enex Paraguay.

24

Performance Evaluation25 01
We are Enex
The Performance Evaluation process seeks to align Performance evaluation at Enex Chile The MIDE Performance Evaluation process had no variations
employees’ corporate and individual goals with the No. Evaluated % of total in its stages throughout the year. The feedback stage
company’s value framework and objectives, both strategic Company Gender collaborators collaborators was carried out in a hybrid format, mixing virtual and 02
How we create
and operational, in order to strengthen outstanding 2020 2021 2020 2021 face-to-face modalities. shared value
behaviors and promote skills development. Men 371 346 81% 73%
Road Ranger implements performance evaluation processes
Enex S.A.* Women 186 154 91% 73%
for all its collaborators both in store and in corporate offices.
At Enex Chile, the Performance Evaluation process is
carried out through the “MIDE” (My Performance at Enex)
Total 557 500 84% 73% 03
Men 441 377 70% 65% Profitability &
program, through which each employee, alongside with the Inversiones At Enex Paraguay, we implemented a performance Diversification
Women 634 594 72% 65%
Enex evaluation process for the first time in 2021, setting goals
organization’s leaders, establishes a series of personal goals
Total 1,075 971 71% 65%
and skills to be developed, which are integrated into the for all our collaborators. To leverage the organizational
Men 52 42 10% 9%
objectives of their respective areas and job positions.
ESM** Women 12 20 71% 91%
performance management model, we established an 04
incentive system for executives and managers that will work People &
Total 64 62 12% 13% Communities
MIDE has a five-rating evaluation scale (Exceptional, based on the evaluation process.
Men 13 13 93% 108%
Outstanding, Complies, Need for Improvement and
DICOMAC Women 30 30 86% 91%
Unsatisfactory), which enables to identify gaps and
opportunities for each collaborator in order to promote his/
Total
Men
43
877
43
778
88%
50%
96%
49%
05
Innovation
her development. The evaluation process has three relevant & Customer
Enex Chile Women 862 798 50% 51%
Centricity
milestones: setting goals for employees at the beginning of
Total 1,739 1,376 100% 100%
the year; intermediate feedback in the middle of the year
and a final evaluation of annual goals’ fulfillment. They are
validated through calibration panels that seek to ensure that
* Applies to all Enex collaborators, except in the following cases:
• Salespersons and lubricant supervisor, for a monthly measurement and reward system. 06
• Collaborators who, as of December 31 of the current reporting year, have a fixed-term contract. Climate &
evaluations are consistent among teams. • Collaborators who have an indefinite contract as of December 31 and have joined prior to Environment
September 30.
• Extended medical leaves that have not been worked for three months during the current reporting
period.
** Applies to all ESM Overhead collaborators, except for the following cases:
• Collaborators that as of December 31 of the current reporting year have a fixed-term contract.
• Collaborators who have an indefinite contract as of December 31 and have joined prior to 07
September 30. GRI
• Extended medical leaves that do not have three months worked during the current reporting contents
period.
GRI 404-3 Percentage of workers receiving periodic performance and professional development
25
evaluations.

01
We are Enex
02
Trainings and Cmás Program26 How we create
shared value
Enex Chile trainings

Cmás is the training program that we have at Chile to enhance our collaborators’ training and
Training hours Trained Workers Average Training Hours
comprehensive development. It covers transversal and specific topics for each function within the Gender
company. It is updated annually according to business requirements. 2020 2021 2020 2021 2020 2021 03
Profitability &
Women 7,329 4,448 185 230 39.6 19.3 Diversification
Enex S.A. Men 15,992 25,680 415 477 38.5 53.8

In 2021 we trained Total 23,321 30,128 600 707 38.8 73.2
2,751 Inversiones
Enex
Women
Men
10,634
7,390
10,968
7,012
848
595
908
583
12.5
12.4
12.1
12
04
People &
Communities
collaborators, reaching an Total 18,024 17,980 1,443 1,491 12.4 12.1
average of 23 hours for each Women 184 193 16 15 11.5 12.9
of them. ESM Men 13,596 12,070 555 480 24.5 25.1
Total 13,780 12,263 571 495 24.1 24.8 05
Through our Cmás Virtual e-learning platform, an online system accessible to all our collaborators, Women 1,749 1,950 34 42 51.4 46.4 Innovation
& Customer
we continue training remotely, encouraging learning in technical subjects. As part of the transversal Dicomac Men 790 920 14 16 56.4 57.5 Centricity
training curricular plan and aligned with our corporate competencies, we implemented a Customer Total 57,664 2,870 48 58 52.9 49.5
Service course and another for our ERP system license, which allowed us to validate our
Women 19,896 17,559 1,083 1,195 18.3 14.7
collaborators’ knowledge of working with the software. On the other hand, we carried out the “SER Total Enex
Chile
Men 37,768 45,682 1,579 1,556 23.9 29.4 06
Enex Híbrido” training, aimed at adapting to the new hybrid work modality in the company. Climate &
Total 57,664 63,241 2,662 2,751 21.6 23 Environment
As in previous years, we continued to implement the co-financing benefit for undergraduate and
postgraduate studies, with which 20 people were able to complete their undergraduate studies, At ESM we worked on the implementation of the People Management Model, whose objective was
while six collaborators perfected themselves through diplomas, and another six had renewals of the to strengthen a value-based culture, where each member can live the different Enex value attributes 07
studies co-financing that they kept active in their daily activity. For this, workshops were held to communicate the strategic guidelines, where GRI
contents
all collaborators were able to learn about our vision, value proposition, vision and value attributes,
being permanently reinforced by effective leadership meetings. In parallel, leadership and effective
27
GRI 404-1 Average hours of training per year per employee.
GRI 404-2 Programs to improve employee skills and transition assistance programs.
Own Indicator: Initiatives for Career Development.

communication workshops were held that are alignedwith the strategic dimensions of ESM.
Meanwhile, Road Ranger has an initiative for 2022 which create a Training Department, which
01
will have a manager dedicated to leading the implementation of platforms to carry out training We are Enex
processes and prepare study plans. At Enex Paraguay, whereas, we developed function manuals
for all positions, which will allow us to strengthen the competencies associated with different
positions and implement a training plan.
02
How we create
shared value
Enex Chile transversal training curriculum in 2021
Course Description
Knowing the Company and the business from the inside. It includes 03
Corporate Induction a field visit (plant and service stations), and an e-learning course to Profitability &
find out what moves us and the Enex seal that characterizes us. Diversification
Corporate Affairs training to explain the main concepts of Decree

Antitrust Talk Law No. 211, how to defend free competition and not incur in impro-
per actions. 04
People &
Courses focused on generating awareness about the environment, Communities
Conscious Nation safety and prevention of risk factors that can affect our work and
daily activities.
Procurement process
Contracts and Acquisitions training to know and correctly apply the
purchasing process in Enex.
05
Innovation
& Customer
Centricity
Courses for users of Microsoft 365, Apnet, JDE and Power BI tools;
Digital Transformation tips for the proper care and maintenance of equipment and for infor-
mation security control.
06
Course for those who hold positions that require specific levels of Climate &
English
English and have some gaps in their knowledge of this language. Environment
The main training courses given during 2021 in Chile were on topics such as Customer Service,
Safe return to the office, Advanced negotiation techniques, Risks of musculoskeletal disorders, 07
Risks of exposure to ultraviolet radiation from the sun, Defensive driving of light and heavy GRI
contents
vehicles, among other courses in both face-to-face and online modalities.
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Reportede
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2021 I 62II 62
EnexEnex
Enex
4.1.5 Organizational climate 27
01
At Enex we protect the well-being of each one of our collaborators, carried out biannually, both in head office and points of sale. This year We are Enex
promoting a good climate that fosters their maximum professional there was 92.2% participation at Company level, the highest of all
development. To manage this matter, in Chile every year we carry out subsidiaries.
the Organizational Climate Survey, which provides a large amount of
information to evaluate the aspects in which we stand out, those in which
Chile - Organizational Climate Survey Results
02
How we create
we have improved and the challenges that are still present. In addition, it shared value
is a guide for leaders for managing their teams, allowing them to identify Company Indicator (%) 2020 2021
alerts and gaps promptly. Organizational Climate 77.8% 78.6%
Enex S.A. Survey Result
The organizational dimensions addressed by this survey are: benefits, Participation 94.3% 88.1% 03
Organizational Climate 72.7% 70.8% Profitability &
structure and processes, quality and customer orientation, infrastructure, Diversification
ESM Survey Result
HSE, clarity and direction, commitment, culture, performance
Participation 76.9% 88.0%
management, communication, trust in leaders, leadership and teamwork. Chile
Organizational Climate 74.0% 83.9%
Once the process is finished, we share the results with all collaborators
to communicate the good practices that are carried out within Enex Chile
Dicomac Survey Result
04
Participation 87.2% 75.6% People &
and its subsidiaries and to implement action plans. Organizational Climate - 79.4% Communities
Inversiones Survey Result
Enex
Participation - 92.2%
05
Innovation
At Enex Paraguay we participated in the “Great & Customer
78.6%
Centricity
Place to Work” (GPTW) Survey, obtaining
In 2021, the Organizational Climate excellent results. With 90% participation,
Survey obtained a historical result 100% of our collaborators evaluated us as a
in favorability, with which exceeded the
77.8% in 2020. Great Place to Work. 06
Climate &
Environment
In 2021, ESM implemented its second Organizational Climate Survey for Enex Paraguay - Organizational Climate Survey Results *
all company positions, with an 88% response rate and 70.8% positive
Organizational Climate Survey Result 2021 (%) 100%
perception. At Inversiones Enex, organizational climate surveys are 07
Participation 2021 90% GRI
contents
* Road Ranger information from Road Ranger is excluded, because they do not measure Organizatio-
nal climate.
Own Indicator: Climate survey results and measures adopted.
28
Own indicator: “I am with you” initiative: labor flexibility policy.

Nación Enex Bienestar
01
We are Enex
At Enex Chile we have the Nación Enex Bienestar program, which promotes job quality and • Conflicts prevention and management conflicts in contingency.
seeks a balance between our collaborators’ personal life and work, fostering a culture of • Recommendations to avoid stress in teleworking.
flexibility. Within its benefits, this program provides days off -in addition to what is established
by national regulations- for our workers who marry or have a civil union, for the birth of children
02
“BienSer” mental health program How we create
or due to death of the spouse, children, or parents. shared value
During this period, at Enex Chile we started the “BienSer” program, focused on psychological
As part of the quality of work, we consider it important to protect both the physical integrity and psychiatric support for our collaborators. This includes alliances with universities and
of our collaborators and their psychological well-being. To this end, since 2020 an emotional
containment program has been implemented, which consists of a joint effort between the HSE
mental health institutions to offer discounts and free consultations, and other services, granted 03
through face-to-face and remote channels. Profitability &
team, Human Resources team and Mutual de Seguridad, to generate support and care actions Diversification
in this area for our collaborators, both for those in remote work and for those who remain in the Additionally, in 2021 we continued working on the implementation of the Psychosocial Risk
field. The program has the following themes: Prevention Program, whose main objective is to reduce mental health risk indicators at work.
Regarding management to enhance our collaborators’ labor well-being, at Enex Paraguay 04
we implemented a benefits program, highly valued internally, which considers within several People &
Communities
• Psychological well-being and its impact in times of pandemic. products and services, the “Migone Insurance”, which is private healthcare insurance for
• Tips to improve sleep in difficult times. collaborators who meet certain employability conditions, and the “Enex lunch” benefit,
• Considerations for leadership in times of COVID. consisting of a prepaid card for food expenses for all collaborators.
• Leading and taking care of our teams’ mental health in times of COVID. 05
Innovation
• Leadership and protective factors for teams’ well-being. & Customer
Centricity
• Emotional resources in times of crisis.
06
Climate &
Environment
07
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Enex Chile Workers in Disability Situation (SdD)
4.1.6 Diversity and Inclusion 28
Women Men Total
2020 2021 2020 2021 2020 2021
17 12 9 19 26 31
01
We are Enex
A central value for sustainable talent management is the transversal consideration in the
company of diversity and inclusion of people and respect for cultural and personal differences, Gender Equality
free of discrimination based on gender identity, ethnicity, nationality, age, sexual orientation,
culture, religion, socioeconomic status, ideology, appearance, language, disability status, health,
education, place of origin or any other reason.
At Enex we continually seek to promote fair labor practices, such as: selection and promotion 02
mechanisms based on objective criteria; reasonable and measurable performance goals and How we create
shared value
expectations; compensation and incentive systems previously and objectively defined, as well as
At Enex Chile we have a Diversity and Inclusion Policy, accessible to all our collaborators in the equal treatment and development opportunities without distinction.
Bibiloenex online documentary library. In this area, in 2021, our Inversiones Enex subsidiary, we Our Recruitment Policy guarantees non-discrimination between men and women when selecting
designed a Diversity and Gender Identity Protocol, whose objective is to accompany and deliver
all assistance and opportunities for our collaborators who begin their gender transition process in
personnel and the Pre and Postnatal Payment Policy to compensate for difference not covered by 03
the legal requirement and guarantees the same salary Remunerations for collaborators when they Profitability &
our company. are mothers.
Diversification
Likewise, we promote equality between men and women through the Gender Equality Committee,
The good practice in diversity was incorporated into Enex Internal Regulations by incorporating composed by different managers, which seeks to implement best practices that enhance equality,
a support protocol for gender identity transition, which will be incorporated into subsidiaries’ through three objectives: 04
Internal Regulations as they are updated. People &
Communities
• Increase female labor participation.
Inclusion • Become an employer brand through the different communication channels, use inclusive
language in job offers, include mixed images and neutral language.
At Enex Chile we respect and adopt Law No. 21,015 guidelines on Labor Inclusion, which aims • Increase women’s presence in the different positions of the organization 05
to successfully incorporate people with disabilities (SdD) into companies and public and private Innovation
& Customer
organizations’ workforce. In 2021, we exceeded the requirement established by this regulation of In 2021 we were recognized by Comunidad Mujer as one of the 54 “Agent of Change” Companies, Centricity
having a 1% participation of collaborators in SdD. To inform about the characteristics of this law highlighted for our work and commitment to gender equality. Likewise, at Enex Chile we
and promote inclusion, we develop internal and external communication initiatives. commemorate International Women's Day every year as an instance of reflection on the invaluable
At Enex Chile and its subsidiaries, we have worked with the conviction of being actors who
contribution of women to work and society. 06
Climate &
respect and work for inclusion, generating inclusive spaces, for which we have worked with Environment
Diversity of nationalities
Manpower Group as an advisor to incorporate good practices in our companies.
In a globalized context, where distance is no longer a limit, we are challenged to adapt to a

multicultural work environment, which is nourished by the different nationalities that comprise 07
GRI
our organization. In 2021, 9% of our workforce were foreign collaborators. contents
28
GRI 405-1 Diversity in governing bodies and collaborators.
GRI 405-2 Salary gender equity.
Own Indicator: Total employees in disability situation.
Own Indicator: Total number of foreign collaborators.

Diversity of Enex Chile collaborators, by nationality
Collaborators 2020 2021
National staff 2,483 2,457
Foreign staff 255 239 01
Total staff 2,738 2,696 We are Enex
4.1.7 Remunerations 29
02
How we create
We have a Remunerations policy that sets the minimum salary paid to collaborators at CLP shared value
500,000. This shows our permanent commitment to improving the conditions and quality of life
of all our collaborators.
03
The starting
salary in our 48% and Profitability &
Diversification
53%
company is
between
% higher than the legal 04
minimum wage in Chile. People &
Communities
Enex Chile initial salary compared to local minimum salary (in CLP)
2020 2021 05
Innovation
Company & Customer
Company Country Company Country Company vs.
vs. Coun- Centricity
Initial Minimum Initial Minimum Country Salary
try Salary
Salary Salary Salary Salary Ratio
Ratio
505,933 326,500 155% 558,606 337,000 166%
Enex
06
ESM SpA 616,178 326,500 189% 622,844 337,000 185% Climate &
Environment
Dicomac 500,000 326,500 153% 500,000 337,000 148%
Inversiones 500,000 326,500 153% 500,000 337,000 148%

Enex
* The calculation was made based on the initial or lowest salaries of each company with respect to minimum
07
Remunerations in Chile. GRI
contents
** Includes base salary plus bonuses.
29
GRI 102-35 Remuneration policies.
GRI 202-1 Ratio of standard entry-level salary to local minimum wage.

4.2 People’s health
01
and safety 30 We are Enex
We are committed to protect the health and safety of occupational safety and incorporating technology that at the different levels of our organization. In this context,
everyone involved in the operation of our business. For allows our collaborators to be alerted about incidents that the Safety, Health and Environment Deputy Managemer
02
How we create
this, we promote a Zero Harm culture in our operations, may occur in the exercise of their functions. (Spanish acronym SSMA) is in charge of promoting, shared value
both for our collaborators and suppliers as well as for the managing and enforcing our Occupational Safety and Health
environment and communities. On the other hand, any regulatory change that causes Policy guidelines, and of carrying out actions that minimize
Our health and safety culture is based on the active

new guidelines is timely communicated to the entire
organization, through the BiblioEnex document management
damage, injuries and occupational diseases.
03
Profitability &
participation of all our collaborators, through consultations system. Along with this, we carry out preventive health and In line with the actions taken during 2020 as a result of the Diversification
and training. At Enex Chile, all those who are part of the safety communication campaigns, seeking to reach all our Covid-19 pandemic, the year 2021 was also very active in
Company can disclose risk situations through their collaborators. In this way, we try to guarantee compliance this area. We implemented all the necessary measures to
managers, the Joint Committee or the anonymous with Safety, Health and Environment regulations at all levels. minimize health risks and maintain operational continuity, 04
mailboxes specially enabled for this purpose. At the obtaining favorable results in various areas. People &
Communities
same time, we continually seek to reduce accident risks, We also work on the implementation of different tools
collaborating with various organizations specialized in and processes that mobilize a culture of preventive care
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
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contents
30
GRI 403-1 Occupational health and safety management system.

Enex Chile - health and safety management system coverage31 Enex Chile health and safety committees 2021
% of workers No. of % of indirect Committees No. of sessions
No. of
Coverage with respect to indirect workers with
workers
total workers respect to total Health, Safety and Environment (HSE)
Psychosocial Application
12
18
01
Covered by occupational We are Enex
2,755 67.7% 1,312 32.3%
health and safety system Covid-19 45
Joint Hygiene and Safety Committees 81
Regarding Road Ranger, we have consolidated the development of the Occupational Health and
Safety Area and advanced in the generation of a Training Model that will allow us to strategically 02
• HSE Committee (Health, Safety and Environment) How we create
train our managers for stores operation. This will allow us to continue improving our accident shared value
Prevention commitments are evaluated monthly by Enex Chile's HSE Executive Committee and
rate indicators.
by the HSE committees, led by the Distribution, Engineering, Transportation, Service Stations and
Enex Investments deputy managers.
Road Ranger health and safety management system coverage32 03
% of workers No. of % of indirect In 2021, the main matters managed by this Committee were the prevention of serious accidents Profitability &
No. of Diversification
Coverage with respect to indirect workers with
workers and professional illnesses, in addition to environmental topics associated with both environmental
total workers respect to total
compliance and development of strategic sustainability projects.
Covered by occupational
681 100% 0 0%
health and safety system
This Committee was also implemented in 2021 at Road Ranger. It works with the participation of 04
People &
Operations, HR, Legal managers and the CEO. In the Committee sessions, indicators are reviewed, Communities
At Enex Paraguay, we obtained a certification for our regional offices and mining sites with
and future projects and improvement initiatives for good practices in health and safety are discussed.
the Covid seal, which meant complying with all preventive measures established by the health
authority.
• Psychosocial Risks Vigilance Committee 05
It meets monthly and comprises four members, two of whom represent the workers and the Innovation
& Customer
other two are nominated by Company management. This body is responsible for ensuring the
4.2.1 Committees for the safety of our team 33 development of a good work environment, identifying psychosocial factors that can generate
Centricity
professional illnesses of mental origin.

06
• Covid-19 Committee Climate &
Enex Chile EThe Covid-19 Committee was formed in May 2020 and continued to function during 2021 with
Environment
the aim of managing resources, addressing critical issues, and providing guidelines to ensure
To strengthen our efforts in terms of collaborator’s health and safety, at Enex Chile we have a series
collaborators, contractors and clients´ health, and maintaining Enex Chile operational continuity. It
of committees conformed by different managers and deputy managers.
is led by the CEO together with Service Stations, Enex Investments, Operations, Corporate Affairs, 07
GRI
and Human Resources managers. contents
GRI 403-8 Coverage of the health and safety management system.

The joint work of this Committee and each of our collaborators made it possible to significantly reduce
31
32
GRI 403-8 Coverage of the health and safety management system.
33
GRI 403-3 Occupational health services.
GRI 403-4 Participation of collaborators, consultations and communication on health and safety at work. the number of severe Covid-19 infections at Enex and its subsidiaries. This work was supported

by a series of communication campaigns for prevention and promotion of vaccination aimed at As a company we subscribe to the Mutual de Seguridad CChC Certification Model, whose main
collaborators, contractors, drivers, distributors at service stations and engineering companies. Among objective is to support continuous improvement and ensure compliance with Supreme Decrees No.
other achievements, this has enabled us to have 79% of our collaborators in Chile vaccinated with 54/69 and No. 76/06 that regulate these committees.
double dose.
In 2021, the work of these committees was certified in all distribution plants in the country with the 01
We have the Covid-19 Seal, granted by Mutual de Seguridad, which ensures that Enex complies Bronze Category. This certification verifies that the CPHS comply with the provisions established in We are Enex
with regulations and good practices for the management and prevention of Coronavirus infections. Supreme Decree 54/69 regarding the requirements for their constitution and that they are extended
All plants, offices, headquarters, mining sites and a large part of the stores and stations in Chile to the training of the Works CPHS, according to the provisions of Supreme Decree 76/06. In addition,
have this seal. it seeks to establish that the Committee has a structure with defined responsibilities, where each of
the parts that compose it fulfills the different assigned functions, keeping the records that objectively
02
How we create
evidence the execution of planned activities. shared value
Along with having obtained the Bronze Category certification, the San Fernando Plant and the
Antofagasta Warehouse received the Silver Category certification. This aims to improve the CPHC
03
work regarding their activities in meetings, its members’ competencies and defined work programs, Profitability &
Diversification
promoting actions to control causes of accidents and occupational diseases. The ESM subsidiary
certified nine mining operations CPHS.
Among other initiatives, at the end of 2021 the San Fernando Plant Joint Committee implemented 04
the Módulos Saludables work tool. This initiative seeks to promote healthy lifestyles in the workplace People &
Communities
through self-managed online guides, which allow working on a specific theme associated with health
promotion. This model will continue working in 2022.
05
Innovation
Joint Hygiene and Safety Committees & Customer
Centricity
No. of workers represented % of total staff
Committees
2020 2021 2020 2021 2020 2021
Oficina Central 444 432 424 69% 65% 64% 06
• Joint Hygiene and Safety Committees Enex S.A. Climate &
Environment
In Chile we have 34 Joint Hygiene and Safety Committees (Spanish acronym CPHS), which meet Antofagasta 24 21 29 4% 3% 4%
monthly and are key to risk management in relation to Occupational Health and Safety through Maipú 20 19 22 3% 3% 3%
problem detection and search for solutions to prevent and control incidents, injuries, and occupational Greda Alta 17 20 20 3% 3% 3%
illnesses. They also promote training and dissemination activities while participating in occupational
San Fernando 18 19 19 3% 3% 3%
07
GRI
accidents and illnesses investigations. contents
San Vicente 24 22 22 4% 3% 3%

Road Ranger
01
• Heat work (processes that generate a spark or open flame). We are Enex
In compliance with Occupational Safety and Health Administration (OSHA) regulations,
Road Ranger has historically maintained a system for collaborators and managers to report • Work with energized equipment.
workplace accidents and safety hazards. • Work with lifting equipment.
• Excavation works.
In 2021, Road Ranger formed a committee to monitor employee safety indicators, which • Work with radioactive equipment.
02
How we create
are reviewed monthly to address risks learned from accidents. This HSE (Health, Safety • Work in confined spaces. shared value
and Environment) Committee works with the participation of the Operations, HR, and Legal • Work at height.
departments and the CEO. • Work with dangerous substances.
03
In the Committee sessions, indicators are reviewed, and future projects and improvement To manage occupational accident matters, in Chile we prepared during 2021 a Critical Risk Standards Profitability &
Diversification
initiatives for good practices in health and safety are discussed. In addition, the committee uses Manual, which establishes and standardizes preventive and control measures for this type of danger.
data and information from workplace accidents to react with appropriate operational changes This document applies to both internal personnel and contractors who work at our facilities.
or retraining to prevent repeated accidents.
A relevant milestone in occupational safety management during 2021 was the 04
non-existence of fatalities and serious accidents in all our operations. People &
Communities
4.2.2. Prevention of occupational

accidents 34 Enex health and safety indicators in Chile 2021
Collaborators35 Contractors36 05
EAt Enex Chile we permanently promote training and education to minimize the occurrence of Indicator Innovation
Number Rate Total Rate & Customer
actions that can negatively impact our collaborators’ physical and psychological integrity when Centricity
Deaths resulting from occupational accidents 0 0% 0 0%
performing their duties.
Occupational accidents with great consequences 0 0% 0 0%
Even though we made significant efforts in this area, there were occupational accidents in 2021, Recordable work accidents 30 4.59% 18 7.3% 06
Climate &
the most frequent being falls caused by loss of balance in places of transit and knockings due to
Total 30 4.59% 18 7.3% Environment
involuntary displacement of small objects towards the worker. We defined the work functions that
present the most significant risk of causing accidents with great consequences, which are:
07
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contents
34
GRI 403-2 Hazard identification, risk assessment and incident investigation.
GRI 403-9 Work accident injuries
Own Indicator Security Initiatives: Transfer of practices and control associated with security.
35
A workforce of 2,754 collaborators and a total of 6,533,980 worked hours is considered
36
A workforce of 1,312 contractors and a total of 2,464,500 worked hours is considered.

In 2021, Road Ranger had an accident rate of 0.37% calculated on the basis of reportable incidents 01
We are Enex
defined by OSHA standards, which decreased 3 points in relation to the 2020 rate. There were no
cases of accidents with serious consequences. However, the most frequent types of accidents were
We reached 33 years
slips and falls, being hit by objects, and self-cuts. without lost-time
accidents
Road Ranger has also continually evolved its approach to preventing the spread of COVID-19, including
02
at the COMAP San Vicente How we create
shared value
physical barriers at point of sale, mask-wearing requirements, monetary incentives for vaccinations,
Plant
and special COVID sick pay for time lost.
03
Zero
Profitability &
Road Ranger health and safety indicators 2021 Diversification
Collaborators37 Contractors38
Indicator accidents with
Number Rate Total Rate
lost time at Enex. 04
Deaths resulting from occupational accidents 0 0.00% 0 0.00% People &
Communities
Occupational accidents with great consequences 0 0.00% 0 0.00%
5
Recordable work accidents 15 2.63% N/A N/A
years without lost-
Total 15 2.63% N/A N/A 05
time accidents Innovation
in Dicomac. & Customer
Centricity
An important milestone in occupational safety management in 2021
was the absence of fatalities and serious accidents in all our Enex
subsidiaries in Chile and the United States. 06
Climate &
Zero occupational Environment
accidents
in remote work.
07
GRI
contents
37
A workforce of 666 collaborators and a total of 1,139,000 hours worked is considered.
Corporate workers are not included because accidents almost never occur in that group, so
including hours worked for that group would unnecessarily deflate the injury rate calculation.
38
An endowment of 1,088 is considered.

4.3 Contribution to
01
the communities in We are Enex
Enex Chile Corporate Social Responsibilities

with our communities39 02
How we create
shared value
At Enex Chile we understand the importance of establishing and During 2021 we continued to support foundations and social organizations through donations
maintaining links with neighboring communities located in our of money, fuel or other species, ensuring supply to the communities of which we are a part.
operations’ influence areas. That is why we seek to generate
shared value by developing initiatives that help improve quality of
03
Profitability &
life and strengthen trust relationships between both parties. Diversification
Corporate Social Responsibility with our communities in Enex Chile*

In 2021, we made the strategic decision to work on a
Investment (CLP$) 2020 2021
comprehensive diagnosis that would allow us to collect
Communities management projects $90,937,156 $34,558,334 04
information to lay the foundations for designing our Contribution People &
to the Communities Engagement Policy, considering the Donations $128,009,345 $172,125,461 Communities
particularities of the communities and their interests. Additionally, Total amount of social investment $218,946,501 $206,683,795
we are committed to the development of a Communities
Relations Manual for Service Stations and Distribution Plants,
N° of benefited institutions 6 3
05
whose guidelines and recommendations began to be applied in Innovation
& Customer
two pilot projects: in the San Vicente, Talcahuano deposit, and in * For the calculation of social investment, Enex S.A., ESM and Inversiones Enex S.A. are considered. Centricity
the Pie Andino Service Station, in Lo Barnechea.
In 2021, our social investment 06

in Enex Chile was Climate &
Environment
CLP$
206,683,795
in benefit of three institutions.
07
GRI
contents
39
Own Indicator Social Investment and beneficiary organizations

Communities initiatives40
01
We are Enex
The main initiatives developed to materially contribute to the communities and benefit their
inhabitants are described below:
Link with Coquimbo communities, Coquimbo Region Our contribution to Desafío

02
How we create
shared value
Levantemos Chile
We have jointly operated the fuel storage plant of COMAP
Guayacán (Coquimbo Region) with Copec and Esmax , since 1957. Since 2010, Desafío Levantemos Chile initiative
This is how we have contributed in a sustained manner to the has helped communities in the national territory 03
well-being of the communities located in this area, which covers that are in emergency situation, managing Profitability &
Diversification
the neighborhoods of Guayacán, El Llano, La Herradura, Sindempart sustainable solutions to solve public problems
and Covico, and we have developed a close link with the authorities and promoting the empowerment of their
of the Coquimbo Municipality. inhabitants.
04
In 2021 we collaborated with the perimeter closure of the houses At Enex Chile we established a long-term alliance
People &
Communities
of the Guayacancito Neighborhood, through an investment of CLP with this foundation, under which in 2021 we
4,558,324. For 2022, we are committed to continue contributing contributed CLP 30,000,000. Additionally,
to the well-being of its inhabitants, for which we hope to build
a multi-court and enable green areas for the enjoyment of the
through ShellCard, we contributed with products
05
and services available at our service stations Innovation
communities. attached to this card, which materialized in the & Customer
Centricity
delivery of 35,000 liters of diesel, 7,000 liters of
gasoline, 15 oil changes every two months and
twice a month a car washfor Desafío Levantemos
Chile fleet.
06
Climate &
In 2021 at Enex Chile Environment
we invested
CLP$
4,558,324 07
GRI
in the perimeter closure project for the Guayacancito contents
Neighborhood Councils, Coquimbo Region.
40
Own Indicator Community Initiatives
Reporte
Sustainability
Reportede
deSostenibilidad
Sostenibilidad
Report 20212021
2021 I 73II 73
EnexEnex
Enex
Support for the Mobile Pediatric Unit of the Ronald
McDonald Foundation for Children
01
This year we continued our commitment to the Ronald McDonald We are Enex
Children's Foundation in Chile, which carries out a preventive program
of diagnosis and primary health care in the field, whose main objective
is to contribute with quality medical care to isolated rural areas.
02
How we create
To contribute to this project implementation, the Foundation has an 8 shared value
meter, 10,8 tons Freightliner truck, specially conditioned and equipped
as a mobile office to perform prevention, diagnosis and basic dental
treatment services; vision and hearing screening; diagnosis of nutritional
status; blood pressure and diabetes control; and medical response to
03
Profitability &
epidemiological diseases, among other services. Enex Chile contributes Diversification
CLP 6,000,000 annually to cover fuel and toll expenses.

Las Rosas Foundation alliance
Since 2015, Enex Chile has been contributing to the maintenance of

04
People &
Fundación Las Rosas, an organization dedicated to caring for elderly Communities
people in situations of social vulnerability. Like every year, in 2021 we

carried out the 1+1 Campaign, which includes an economic contribution,
both from our collaborators and from the company, which allowed us 05
to collect CLP 12,000,000. Likewise, we contribute financially with Innovation
& Customer
CLP 7,189,961 for the Pavo Fraterno Dinner organized every year by Centricity
Fundación las Rosas.
In our upa! and upita stores we continue to implement the customer

06
donation campaign, whose contribution is used to finance breakfast Climate &
Environment
for the people from the foundation. In 2021, this initiative managed
to raise a total amount of CLP 146,935,500.
Among other contributions to the communities, we also donated 243 07

backpacks to the Nueva Milla Rayén and San Juan De Aillinco schools, GRI
contents
both in Galvarino, and the José Rivas Hernández school in Curanipe.
Reporte
Sustainability
Reportede
deSostenibilidad
Sostenibilidad
Report 20212021
2021 I 74II 74
EnexEnex
Enex
01
05
We are Enex
02
How we create
shared value
Innovation 03
Profitability &
Diversification
& Customer 04
People &
Centricity
Communities
05
Innovation
& Customer
Centricity
5.1 Innovation and digital transformation to
improve customer experience
06
5.2 We innovate in products and services Climate &
Environment
5.3 Our loyalty programs
5.4 Customer safety at the center
5.5 Customer satisfaction 07
GRI
contents

Innovation41
Our customers are the center of our business
01
We are Enex
strategy. Therefore, we seek to ensure an
outstanding service, delivering the “energy that
The Enex Innova Program was born in Chile in 2012. It is an iconic program, implemented
moves your world”, through a customer value
by the Commercial Planning Office, which seeks to provide spaces and tools for the
proposition of excellence, closeness, sustainabili-
development of innovative high-impact projects, promoting the development of talents 02
ty and trust in each of the contacts they establi- How we create
and a culture of innovation in our organization. shared value
sh with us, whether physical or digital. Customer
centricity, innovation and sustainability are our
Through Enex Innova, our collaborators are trained in innovation and agile development
strategic pillars, which is why we are constantly
methodologies. Under a collaborative format, the teams formed oversee investigating and
implementing new technologies and diversifying
identifying the needs that our clients may have and designing improvements in internal
03
our customer value proposition, with the aim of Profitability &
processes to present them to the Innovation Committee. Subsequently, they develop Diversification
improving our processes and products to provide
prototypes with the support of teams belonging to the different areas. Those that are
our customers with an experience that exceeds
validated by the Innovation Committee, go to a final development stage.
their expectations.
04
People &
To address our customers’ diverse needs and Communities
requirements, we have a wide range of solutions.
For our general public we have an extensive
Innovation Program in numbers
network of service stations, equipped with fuel
dispensers, charging stations, convenience sto- Indicators 2019 2020 2021 05
Innovation
res, lubricant centers and car wash machines. For New intrapreneurs 17 30 25 & Customer
Centricity
industrial clients, we provide specialized services Mentoring sessions 35 91 68
according to the areas in which they work. These Workshops 19 4 10
include mining companies, transporters, agro-in-
dustrial companies and companies from other
Projects developed and presented to
the Innovation Committee
5 4 6 06
Climate &
fields such as construction, aviation and fishing. Innovation Committee Sessions 4 5 5 Environment
07
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41
Own Indicator: Number of projects developed and presented to Senior Management.
Own Indicator: Description of innovation awards and recognitions obtained.
Own Indicator: Number of new intrapreneurs.
Own Indicator: Number of mentoring sessions, training sessions and workshops for intrapreneurs.

5.1. Innovation and digital transformation
01
to improve customer experience 42 We are Enex
During 2021 at Enex Chile we took important steps in the management of innovation and digital processes, providing new offers and products in a faster, easier, and safer way. Along with this, we improved our shelves’
transformation, always focused on developing value propositions to improve our customer's layout and ease the access to refrigerators, so that users have a more satisfactory experience in their interaction with 02
experience. During this period, we worked on updating our digital business contact platforms and them. In addition, we developed systems so that our own products are sent semi-prepared to the service stations, enabling, How we create
shared value
implementing new sales channels. Additionally, we diversified our products and services set to among other benefits, to shorten the final elaboration procedures.
deliver customized solutions to different consumer segments.
03
Profitability &
Diversification
Advances in digitization:
upa! and upita convenience stores
The effects of the health crisis accelerated the digitization process in various industries. In Decem-
04
People &
ber 2020, at Enex Chile we entered e-commerce through our upa! Online store, offering delivery in Communities
eight areas of the Metropolitan Region and a wide range of food with more than 700 products such
as hamburgers, pizzas, meatloaf sandwiches and hot-dogs, among other products.
05
During 2021 we consolidated our presence in the upa! and upita digital channels, and we deepened Innovation
& Customer
our alliances with Uber Eats, Pedidos Ya and Rappi last mile services. Through exclusive promotions Centricity
such as free shipping and special discounts on gourmet food, we reached more than 30 districts
throughout Chile.
06
Considering the change in purchasing behavior and physical stores visits as a result of the pan- Climate &
Environment
demic, we worked to innovate services that provide our customers with speed at the moment of
purchase and remote alternatives for access to products, efficiently managing their time as it refers
to attention and delivery of their purchase.
07
We have enhanced service speed through the implementation of various technologies and tools. In GRI
contents
our stores we incorporated semi-automatic machines to deal more efficiently with food preparation
42
Own Indicator Digital transformation initiatives (digitalisation).
Own Indicator: Description of Innovation projects.

upa! and upita 01
We are Enex
With upa! and upita we have stand out in the

convenience store segment for delivering a
differentiated value offer to our visitors, maintai-
02
How we create
ning the high standards that characterize us as shared value
a company to offer memorable experiences and

a wide mix of products. Moderna Rewarding Premium Assortment Self
Arcchitecture Service Food Convenience Service 03
enjoy a break variety of fresh products For customers on the move
Innovative Format Profitability &
upa! is positioned with an innovative format. It prepared at the minute Diversification
is located in geographical spaces that provide

an architectural infrastructure, with an offer
that is characterized by providing premium food 04
People &
alternatives, a wide variety of fresh products Communities
prepared at the moment and a convenience mix
to surprise customers on the move.
05
Innovation
With a smaller format, but with the same at- & Customer
Centricity
mosphere of human warmth, upita stores are
specially designed for all those who seek speed
of service and a convenience variety, offering
a self-service format and an optimized mix of
06
Climate &
Environment
products that provide dynamism to the shopping
experience. Quick Assortment Optimum
Attention Convenience Product Mix
For customers on the move Providing dynamism 07
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Advances in digitalization:
service stations app MiCopiloto
01
We are Enex
We made new tools available to our customers to make self-service

As a result of the conditions generated by the sanitary crisis, we
fueling service more user-friendly, simple and clear, and we
felt driven to seek solutions that would protect the health of our
expanded the number of service stations that have this technology. 02
clients and collaborators. Regarding our network’s service stations How we create
In addition, we developed a new functionality in MiCopiloto app, shared value
in Chile, we have enabled tools for those who want to avoid crowds
which allows to purchase a product and make the payment without
and maintain social distancing, as well as for those who seek to
contact.
optimize their time when changing oil in their vehicle.
03
Profitability &
Diversification
Online Reservation Ranger Rewards Loyalty App
www.cambiaconhelix.cl
In 2021 we developed the Ranger Rewards Loyalty App in the United
04
States, an application that allows access to all the available benefits of People &
For this we implement the online reservation service through the our Ranger Rewards loyalty program. In this period, we also ventured Communities
www.cambiaconhelix.cl web page. Additionally, we made new tools into product distribution through the DoorDash and GrubHub delivery
available to our customers to make self-service fueling service applications.
more user-friendly, simple and clear, and we expanded the number 05
of service stations that have this technology. In addition, we Innovation
& Customer
developed a new functionality in MiCopiloto app, which allows to Centricity
purchase a product and make the payment without contact.
Enex Paraguay
In Paraguay we developed Mi Enex app for online payments in order to 06

2021 we installed move towards an Omnichannel approach. This application is the first
Climate &
Environment
35 self service app in the country that allows pre-paying for fuel using debit and credit
bank cards and digital wallets. This generates time savings in the loading
equipment process and gives the customer the possibility of self-service through a
in different Shell service stations 100% digital experience. In addition, the app integrates a Loyalty Program 07
so that each charge accumulates Enex points that can be exchanged for GRI
throughout the country. contents
service station and associated stores products.

Digital transformation for Initiatives to improve our distributors’
industrial clients experience
01
We are Enex
Since 2020 we have MarketLubs to offer our our catalog of We want our service station distributors to feel part of a successful, sustainable and profitable franchise. For
this reason, in 2021 we focused on strengthening and building transparent and trustworthy relationships,
lubricant products, spare parts, fuel drums, accessories and
merchandise to meet all our customers’ needs throughout the
through the development of three large projects that seek to improve the operational and logistics experience 02
and deliver value solutions that contribute to enhancing its financial sustainability. How we create
country. shared value
+80%
Also, in 2021, our Enex Directo,platform, a management tool for
Bank
service stations, industrial and lubricant distributors, had a signi- 7.8%
ficant increase in terms of orders entered. This allows custo-
account: 03
Profitability &
mers to be autonomous in a critical process, improving service Diversification
times and giving greater traceability to the entire operation. 1.9% A system that allows traceability and visualization of all financial transactions. This project was carried out jointly
with our distributors, who participated in the diagnosis, development and implementation of the tool. We began
Usability Usability with a pilot with 15 distributors, of which 12 evaluated us with the highest score, equivalent to 100% satisfaction
2020 2020 with the platform. We are currently implementing the system throughout our distribution network.
04
People &
Communities
Call Center
Systems:
05
Innovation
& Customer
We restructured the area and carried out training programs in order to identify the needs of each telephone Centricity
contact. 90% of the calls were reduced to a duration of less than one minute, quickly resolving doubts and
needs.
06
Climate &
Salesforce: Environment
We launched the Salesforce platform for direct communication with distributors, which makes it possible to 07
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streamline service station operation processes. Thanks to this tool, distributors can review their indicators, contents
connect with the company and check activity records, among other aspects, improving operational relations-
hips.

5.2. Innovation in products
01
and services 43 We are Enex
In this period, at Enex Chile we integrated Enex Lubs, our new New Enex products in Paraguay: Enex Fleet Card
bulk lubricant service, which consists of the iinstallation of a 02
lubrication battery and a storage tank in the client’s workshops. How we create
In 2021 we continued the accelerated pro-
In addition, this service’s trucks have a liter counter that allows the shared value
cess of diversifying convenience store pro- customer to be supplied with the exact amount of product he/she
ducts, services and formats, enabling us to needs, improving efficiency in the use of resources and reducing
maintain leadership and improve our custo- the use of containers and packaging.
mers’ experience, offering the best solutions

03
In order to generate benefits for our clients through innovative Profitability &
to their requirements. services, during this period we applied a pilot of a fleet Diversification
management tool, which includes the use of sensors that adhere

to machinery engines to measure the time they spend running
New products and services without moving. These sensors allow to remotely manage in
order to reduce vehicle fuel and lubricant use and, consequently,
At Enex Paraguay we launched Enex Fleet Card, a system that allows real time supply
management and control for fleets of company vehicles, through a card system. This
04
In 2021, at Enex Chile we expanded the range their carbon footprint, while maximizing productivity, efficiency People &
product allows online monitoring of fuel purchases, enabling better control and security Communities
of lubricants to respond to both the industrial and profitability.
by not using cash and minimizes the risk of fraud. At the end of the period, Enex Fleet
market and the public that visits our service Card had 55 active customers and is available at 25 service stations in the country
We also continued to improve our “Tactic”, service, an elec-
stations. This is how we created “Motorx”, our network.
new brand of batteries for high-quality and
tromechanical single-point lubrication device that guarantees
automatic lubrication and the proper dosage of grease, according
05
Innovation
high-performance automobiles, with greater to the design and operation requirements of each equipment. This & Customer
start capacity and battery resistance at low product contemplates a comprehensive service that is designed Road Ranger and new services Centricity
according to each client’s requirement and offers the option

temperatures, obtaining better performance, of being installed in different industrial equipment types, as well In 2021, at Road Ranger we expanded the offer of Amazon lockers in different stores of the USA
durability and engine energy. And to further as being complemented with a dedicated mobile application for
expand our portfolio, in 2021 we added Shell lubricator monitoring.
Travel Center network and, additionally, we made Bitcoin machines available to our customers so
that they can buy this digital currency in our stores.
06
Climate &
Car Care, our exclusive range of cleaning, Environment
We also expanded our fleet lubrication process audit service,
grooming and maintenance products, focused
incorporating health, safety and environmental management more Amazon
más casilleros bitcoin machines
on exterior and interior car care. variables. This evaluation process provides information to our lockers amazon in stores
clients to manage their waste more efficiently, minimize the risk of In serviceEn estaciones de In order to
exposure to accidents and optimize equipment maintenance.
servicios buy bitcoins 07
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contents
On the other hand, the volume of diesel sold through proprietary cards increased 23.5% during
2021, thanks to the new Road Ranger FleetPower Proprietary Diesel card.
Own Indicator: Description of new developed products and services.
43

01
We are Enex
5.3. Our loyalty

02
programs 44 How we create
shared value
Our clients are at the center of our operation, and we work every day to
maintain a close, value relationship, providing them with products and
03
Profitability &
services that offer experiences that positively impact the satisfaction that Diversification
our brands generate.
In 2021, the Loyalty area was created at Enex, reporting to the Commercial
Planning Office, which seeks to unify all the company's loyalty initiatives 04
People &
under a common vision. The objective of the area is to generate specific Communities
knowledge of each one of our clients, thus allowing us to deliver structural
and targeted benefits, according to their particular interests and needs,
which translates into a closer relationship with our clients.
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
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contents
Own indicator: Loyalty programs and initiatives.

44

01
Loyalty Club in alliance with CMR Falabella We are Enex
02
Our Loyalty Club accumulation How we create
shared value
An important milestone was reached in September 2021, the beginning of
the alliance with CMR points of the Falabella Group. In our commitment to
services in Alliance with CMR
customers to provide the best service, we seek to enhance our custo-
mer value proposition by awarding points for purchases in our stores and 03
service stations. Profitability &
Diversification
This agreement seeks to reward the preference of our customers, allowing

the accrual of CMR Pointsby dictating the customer's code when paying
at Shell service stations and upa! and upita convenience stores throu-
Buying in upa! and
04
ghout the country, with any means of payment. In addition, those who pay Fueling People &
with Banco Falabella debit or credit cards accrue twice as many points upita stores Communities
than in other brands’ stations and stores.
The consolidation of this alliance marks a big step in strengthening Enex

customer benefits, continuing to deliver the best quality of service to
05
Innovation
users, as well as for the expansion of the CMR Points loyalty program. & Customer
Centricity
In oil changes at At Lavapro car washes
our service stations
In 2021 at Enex Chile we continued
to improve our customer’s shopping The Loyalty Club in alliance with CMR Points stands out
06
Climate &
experience with the launch of the for having a wide catalog of flexible benefits, which can be Environment
Enex-Falabella, alliance, a program redeemed in our products and services, as well as in a series of
that provides double CMR Points ac-
crual benefits when paying at our ser- When paying with the app affiliated businesses. Also, additional discounts are offered to
vice stations and upa! and upita stores customers who pay with the CMR Card through MiCopiloto at 07
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throughout the country. our service stations. contents

01
Shell Advantage Club We are Enex
We relaunched our Shell Advantage Loyalty Club, originally implemented in 2019. It consists of a loyalty program
that delivers prizes and benefits to customers in places such as mechanical workshops, lubricant centers and
02
How we create
spare parts stores, among others. This year, this program grew significantly, increasing from 71 active clients in shared value
2020 to 171 in 2021, with whom we carried out 13 online training instances. In addition, we managed to get 20%
of these clients to obtain redemptions associated with the available catalog.
03
Profitability &
Diversification
Shell
booklets
Videos Tutorials Presentations
04
People &
Communities
Shell Advantage customer benefits:
Customer growth Training and recognition Support for your Marketing support
05
Innovation
initiatives for your team business for point of sale & Customer
Centricity
• Priority in branding for your lubrication center.

• Priority access to special promotions. • Access to training content. • Accumulate monthly points called
"Enex Stamps" for your purchases.

• Priority in the delivery of exhibitors to have our
06
• Visits to your lube centers with unexpected • Kits on special dates Climate &
• Access to discounts in our businesses within products ordered and easy to identify. Environment
news and activities. • Invitation to the year-end dinner.
Enex, having Lavapro and MiCopiloto benefits. • Shell merchandising exchange on the platform
• Support for digital development to promote
• Access to the latest news in the program and by means of Enex stamps.
your Lubricant Center on social media.
in the Lubricants area. • Priority in the delivery of Shell uniforms.
07
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contents

Club Clase A
01
We are Enex
EWe continue to implement Club Clase A, a benefit program for our Shell Transporte Card customers.
This program offers various benefits, such as fuel discounts through MiCopiloto -Enex's payment appli-
2021:
We encouraged of new members
2,119 1,984
cation- on products in our upa! convenience stores, promotions, special combos and gifts on special
Club Clase A
occasions.
to end the year with : 02
registered users benefits redeemed How we create
shared value
Road Ranger loyalty program: Ranger Rewards

03
Profitability &
In 2021, at Road Ranger we worked to strengthen our customers’ experience on the road, through re- When customers download the app and sign up for Ranger Rewards, they start earning points for Diversification
launching the Ranger Rewards loyalty program and development of a mobile application, aimed at both in-store purchases and fueling. This score can later be used for fuel discounts or redeem free items. In
truckers and private cars drivers traveling the roads in the United States. addition, they access other benefits and exclusive offers.
This program seeks to improve customer satisfaction by delivering personalized offers, gifts and ex- The operation of the program is divided into two segments, one for truck drivers and the other for mo- 04
People &
clusive discounts, for those who use the application either in our convenience stores or when buying fuel. torists. There is also the “Taco club”, “drink club” and “pizza club” where after the sixth purchase the Communities
next one is free for the customer. For more information on how Ranger Rewards works, you can access
our website: https://www.roadrangerusa.com/RangerRewards.
05
Innovation
& Customer
Centricity
Loyalty initiatives at Enex Paraguay
At Enex Paraguay, we established various innovative commercial alliances enabling us to expand the In addition to these initiatives, we strengthened the upa! stores gastronomic offer, incorporating
06
Climate &
benefits offered to our clients and improve their brand experience. Among them, one was developed recognized market brands as allies: upa! pizzas by Sbarro, upa! Capresse Sandwich and upa! hambur- Environment
with Banco Basa through which a 25% discount on fuel was granted on Wednesdays, the agreement gers by Bacon.
with Farmacenter for the installation of 18 pharmacies in the service stations network, and the agree-
ment with SRP for the implementation of McDonald's restaurants in different service stations. We also implement a series of promotions and discounts. The most successful initiative was the “1811
Promotion”, developed on May 14 and 15 to celebrate the independence of Paraguay, which provided 07
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a significant discount when refueling. This promotion had a great impact on consumers and allowed contents
#Enex to position itself as a national trending topic on Twitter in those days.

5.4. Our customer’s health and
01
safety at the center 45 We are Enex
Measures against Covid-19 in service

02
How we create
stations and convenience stores shared value
Since the pandemic began, our focus has been keeping

our network of service stations and convenience stores
03
Profitability &
operational, with high safety standards, to minimize the Diversification
possibility of Covid-19 contagion.
During 2021, the Covid Committee at Enex Chile

continued to monitor safety management to prevent
04
People &
contagion in stores and service stations. At Enex Chile, Communities
this committee led the implementation of preventive

measures, in accordance with the regulations established
by the health authority (store capacity, personal
protection measures for collaborators in the store,
05
Caring for the safety of all our collaborators, Innovation
clients, and suppliers is a priority concern for implementation of signage, sanitation, among others). & Customer
Centricity
Likewise, it continued to accompany distributors in
the company. Through the SSMA area, we
the correct execution of infection control measures,
manage initiatives to strengthen health care
both in field visits and through development of online
and prevent the spread of the Covid-19 virus, training, to deliver good practices on care in stores and 06
as well as to minimize risks associated with for the effective fulfillment of the Step-by-Step Plan, Climate &
Environment
the occurrence of crimes that may endanger the strategy established by the Government of Chile
people and our facilities. to advance in the progressive deconfinement of the
population.
07
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contents
Own Indicator: Number of criminal incidents that occurred at service stations (Property Security).
45

Property security management in service 01
stations and convenience stores We are Enex
We continually develop preventive security management in our service stations and convenience Additionally, we also work in partnership with Banco de Chile to develop special security measures for ATMs
installed in our stores and service stations network.
02
stores network throughout the country. In this matter, we implemented field visits to monitor the How we create
shared value
correct operation in terms of compliance with documentation and level of exposure, according
In 2021, we developed the Reinforcement Program for Service Stations Safe Operations, focused on
to HSE standards (ENEX’s Health, Safety and Environment area), as well as to reinforce security
delivering good market practices to distributors in aspects such as money management, operational
behaviors, through delivery of good practices.
measures, prevention of exposure to economic and human damage, among others. This program consisted
of three face-to-face training sessions for all distributors in the
03
In 2021, the ACSA Hub Work Group, a route between Avenida General Velásquez and San Biobío and Araucanía regions and will be extended in 2022 to all
Profitability &
Diversification
Francisco de Mostazal , oversaw and lead preventive management in service stations, through regions of the country.
the following initiatives:
7%
In return, reported criminal incidents affecting our facilities
• Implementation of a Private Security System for service stations located in places with higher crime rates. presented a 7% decrease in thefts and other crimes in our 04
People &
service stations compared to 2020, which also materialized in the Communities
• Incorporation of the “Car Defense” technological tool, a device that detects vehicle alarm inhibitors, decrease in the amount stolen, being the lowest in the last four Less crime than 2020
traditionally occupied by those who carry out criminal acts. years.
• Development of 24/7 preventive patrols that seek to reduce criminal events occurrence of by 15%. 05
Innovation
& Customer
• Closed TV circuit with IP Smart video analytics cameras at our service stations. This system activates Centricity
alerts through different communication systems and sends a visual record with the physical
characteristics of the person or persons who are carrying out a suspicious activity.
06
• Joint work with the prosecutor offices of the locations of the Autopista Central (ACSA) axis, to report on Climate &
Environment
the occurrence of criminal behavior and delimit investigation focuses of gangs that violate our facilities.
07
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contents
Reporte
Sustainability
Reportede
deSostenibilidad
Sostenibilidad
Report 20212021
2021 I 87II 87
EnexEnex
Enex
Food safety in our stores
01
We are Enex
At Enex we have a strong commitment to guarantee that the process of

handling, preparing and storing food sold in our convenience stores is
02
How we create
carried out according to the highest quality and safety criteria, in order to shared value
protect our clients’ health and well-being.
The food safety standards that we offer in our upa! and upita franchised
stores rise above the regulatory requirements requested by the health 03
Profitability &
authority. We have a Food Safety Program which is implemented in the Diversification
field twice a year by an external food safety certified laboratory, covering
100% of our franchised stores.
We also developed a “Excellence Team”, in charge of carrying out perma- 04

People &
nent inspections of food safety and health standards compliance of upa! Communities
and upita stores, and to carry out the annual re-certification processes for
our franchisees.
Likewise, we develop continuous training processes for our franchisees to 05

Innovation
guarantee the implementation of good food safety practices in our stores, & Customer
and to ensure that they join the company by operating according to Enex's Centricity
characteristic criteria of excellence.
06
Climate &
Environment
07
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contents

5.5. Customer
01
satisfaction 46 We are Enex
We care about listening to our customers’ voice, because

we understand that in this way, we can improve our 02
service. We have various communication channels How we create
shared value
to interact with all of themour customers, keep them
informed, get their opinions and take advantage of
opportunities for improvement, through our social
networks, the Customer Service Center, contact forms 03
on our websites and e- mail boxes specially dedicated Profitability &
Diversification
to receivereceiving queries, claims or congratulations. In
each service station we have a claims book and in some
we have rating touch screens, in addition to other tools.
Our industrial clients can also channel their concerns 04
through Enex executives assigned to their attention, People &
the monthly Index 5 customer satisfaction survey and Communities
through our Customer Service Center.
Additionally, we have various tools that allow us to 05

measure our customers’ satisfaction, in order to Innovation
& Customer
continuously improve service and experience, adding Centricity
value in each interaction. These instruments have the
ability to detect aspects that have been well evaluated,
gaps, and opportunities for improvement. Standing
out among them are evaluations through the incognito 06
Climate &
customermystery shopper, satisfaction surveys and Environment
other studies.
07
GRI
contents
Own Indicator: Evaluation of satisfaction of distributors and franchise.
46
Own Indicator: Indicator results of brand and services.

Customer satisfaction at
service stations47 01
We are Enex
To measure the quality of our service in Chile, in 2021 Mystery shopper evaluation at Enex Chile48
we carried out 7,101 mystery shopper evaluations at
421 service stations nationwide, the objective of which
2020 2021 02
Evaluated Zone How we create
was to comply with the defined service protocols. Result Result shared value
Convenience
87.9% 86.8%
Evaluations store 03
7,101
of mystery shopper
Fuel
91.7% 88.7%
Profitability &
Diversification
North Zone
421
service stations Fuel
04
People &
88.9% 89.4% Our commitment to deliver memorable experiences to Communities
Central Zone
our customers was recognized for the third consecu-
tive year by the Procalidad initiative, an independent
We also evaluated our clients’ experience using the
Net Promoter Score (NPS) indicator, which measures
Fuel
90.4% 84.9%
benchmark in Customer Satisfaction in Chile. In this 05
South Zone way, we obtained the first place in the “service sta- Innovation
services’ recommendations. This tool is part of the & Customer
tions” category in the National Customer Satisfaction
brand study that calculates habituality in consumption Centricity
Index 2021, positioning us as the leading company in
every two months. Total 89.7% 87.3%
the sector. This recognition from our clients is espe-
cially valuable in a pandemic year, where we have made
great efforts to serve them well, while maintaining 06
Climate &
security as a central principle of the operation. Environment
07
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contents
47
Own Indicator: “Net Promoter Score” results for customers at service stations.
48
Own indicator: Mystery shopper results at service stations.

Industrial clients Claims management50
satisfaction49
01
We are Enex
To find out the acceptance of our products and services by industrial clients, we implement Themanagement of our clients’ claims is through a tool Evaluación
Claims
de clientes
by typedeofestaciones
customer Enex
de servicio
Chile de Enex
the Index 5 Direct Customer Satisfaction Survey on a monthly basis. This is a monthly that helps us improve their experience in the different
measurement that consists of a telephone consultation about key points of Enex's operation. instances of attention we have. In this regard, in 2021
Complaint rate per total customer transactions
02
How we create
This tool enables us to detect the main problems and evaluate solutions implemented with we worked to unify the criteria in relation to the type, 2020 2021
Clients shared value
each particular client. timing and quality of our responses, the way we address
consumers and appropriate levels of compensation for
Shell Card 0.02% 0.02%
the cases in which it corresponds. 2020 2021
Clients 03
Enex Chile industrial client's evaluation
Thanks to this effort, we managed to decrease our
EDS 0.005% 0.004% Profitability &
Results Diversification
Question claims rate in 2021, as compared with the previous me-

2018 2019 2020 asurement.
Satisfied with CSC? (Attention received by

99% 99% 98% 04
service agents) People &
Communities
Satisfied with the sales service? 96% 97% 95%
05
Are you satisfied with the fuel deliveries? 90% 92% 89% Innovation
& Customer
Centricity
Are you satisfied with the lubricant's deli-
94% 94% 85%
veries?
Satisfied with the billing service? 92% 92% 92%

06
Climate &
Environment
Are you satisfied with our Lubs products

98% 99% 99%
(Products+Packaging)?
Overall result 95% 96% 93% 07

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contents
49
Own indicator: “Index 5” results of industrial customers’ satisfaction.
50
Own Indicator: Complaint rates for total customer transactions.

06 01
We are Enex
Climate &
02
How we create
shared value
Environment 03
Profitability &
Diversification
04
People &
6.1. Greenhouse gases emissions management Communities
6.2. Progress towards a circular economy

6.3. Environmental management system 05
Innovation
6.4. Environmental monitoring & Customer
Centricity
6.5. Water efficiency initiatives
06
Climate &
Environment
07
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contents

Our strategy at Enex is aimed at reducing and mitigating the potential environmental impacts of our operations, as well as a proactive
management that encourages its adaptation to global climate change and its effects in the areas where we operate. This great responsibility 01
is what moves us to build our business on strategic pillars, which are oriented towards sustainable profitability, with safe and reliable We are Enex
operations, based on care and respect for the environment, the people, and the communities.
6.1. Greenhouse gases 02

How we create
emissions (GHG)
shared value
management�� 03
Profitability &
Diversification
With a objective of managing our carbon footprint in an In 2021 Enex Chile received the
integrated manner in the three countries in which we operate, HuellaChile Program’s recognition
seal for voluntary registration
starting in 2020 we began generating a baseline to identify
of our performance in the 04
opportunities to reduce and mitigate the impact that our
greenhouse gas management. People &
operations generate in the atmosphere. Communities
In 2021, this made us the first fuel distribution company in Latin Likewise, we were awarded the HuellaChile Program’s recognition
America to be verified by Lloyd's Register Quality Assurance seal for the voluntary registration of our performance in 05
(LRQA) under the 2018 version of the ISO 14064/1:2018 Innovation
greenhouse gas emissions (GHG) management . This program, & Customer
standard, for our greenhouse gas emissions report corresponding launched by the Chilean Environment Ministry, seeks to promote Centricity
to year 2020. This verification, unlike the 2006 version, includes the GHG calculation, reporting and management in public and
new categories, which allows greater accuracy in the technical private organizations.
view of environmental management and considers the scope of 06
the products’ life cycle. Climate &
Environment
07
GRI
contents
�� GRI 302-1 Energy consumption within the organization.
GRI 302-4 Reduction of energy consumption.
GRI 305-1 Direct GHG emissions (Scope 1).
GRI 305-2 Indirect GHG emissions when generating energy (Scope 2).
GRI 305-3 Other indirect GHG emissions (Scope 3).
Own Indicator: Energy Efficiency Initiatives.

GHG emissions can also be classified according to the
new ISO 14064-1:2019 in the following categories:
Direct emissions: analogous to scope 1 of the GHG 01

Protocol. Somos
We are Enex
Indirect emissions from imported energy: it is

Scope 1
analogous to scope 2 of the GHG Protocol.
Fixed and Stationary Mobile 02
Direct emissions produced by Category 1 How we create
fuels burning by the issuing mobile sources fuel fuel
shared value
Indirect emissions from transport: emissions due
company.
mainly to fuel consumption in vehicles to transport
people, products, etc. by all possible means. Emissions
from refrigerant gas leaks in vehicles or from 03
construction should be included.
Scope 2 Profitability &
Diversification
Electrical
Indirect emissions generated Category 2 Power
consumption consumption Indirect emissions from products and services used
by the electricity consumed
and purchased by the issuing by the company: emissions from purchased products,
Groups of company. capital goods and services. 04
Emissions in People and
community
corporate Indirect emissions associated with the use of the
Third-party company's products: emissions from products sold
scope Category 3 Transportation transportation
Scope 3 after carrying out the production process. It may
include emissions associated with the use of the
05
Indirect emissions that are Innovation
produced by the issuer's Procurement of Treatments product or its final disposal. & Customer
activity, but which are owned Category 4 Goods and and/or disposal Centricity
goods and
and controlled by an agent services of waste
services
outside the issuing company, Indirect emissions in other sources: any other emission
that is, derived from the that is not included in the previous categories.
operation of the organization's
value chain. Use of the Use of commercial 06
Category 5 products Climate &
product For the year 2021, we repeated the measurement of Environment
our carbon footprint considering direct and indirect
emissions, taking as scope all the direct operations we
have in Chile, the service stations under the Enex brand
in Paraguay, and the Road Ranger Travel Centers in the
07
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Midwest, USA . contents
EnexEnex
In the case of Road Ranger´s Travel Centers in the United States, product sales, electrical consumption and
GHG Chile 2021 inventory (corresponds to emissions generated in 2021)
other emissions from the sites were considered for measurement. The largest amounts of emissions are
Biogenic Emis-
Category Total C02eq C02 CH4 N2O indirect, generated in the product sales process as in Chile, with 61% for a total of 432,631 tons of CO2eq;
sions (ton C02eq)
followed by the refining of these products in said country, with 38%; being in last place the third process
01
Direct emis- Fuentes de com- We are Enex
3,880 3,865 5 10 - considered, corresponding to electrical consumption.
sions bustión
Compras de ener-
3,765 3,765 0 0 -
gía eléctrica The same situation occurs for Paraguay, where product sales correspond to 80%, and product refining to 20%.
Indirect
Transporte 123,141 121,912 77 1,152 - 02
How we create
emissions Uso de bienes y
3,839,814 3,839,814 0 0 - shared value
servicio
Uso de productos GHG Paraguay 2021 inventory (corresponds to emissions generated in 2021)
9,917,941 9,884,812 11,452 21,677 -
comercializados
Biogenic Emis-
Total 13,888,541 13,854,169 11,533 22,839 - Category Total C02eq C02 CH4 N2O
sions (ton C02eq) 03
Direct emis- Combustion Profitability &
- - - - - Diversification
sions sources
The main sources of GHG emissions in Chile are indirect emissions from the use of products marketed in Chile,
Electricity pur-
with 71% of the total emissions for this country, with an amount of 9,917,940 tons of CO2eq in 2021. In second chases
0 0 0 0 -
place, into the “Use of goods and services” category with 3,839, 941 tons of CO2eq is the refining or production of
marketed fuel corresponding to 27% of the period in question. Under 1% are other sources with processes such Indirect
Transport - - - - - 04
emissions Use of goods and People &
as production of imported lubricants, import of products by sea as well as land transport of products marketed in 32,618 0 0 0 - Communities
services
Chile.
Use of marketed
134,642 134,191 156 0 -
products
TOTAL 167,261 134,191 156 0 - 05

GHG United States 2021 inventory (corresponds to emissions generated in 2021) Innovation
& Customer
Biogenic Emis- The GHG 2021 Enex Corporate Inventory is built considering the life cycle of the activities that the organization Centricity
Category Total C02eq C02 CH4 N2O
sions (ton CO2eq) develops in the different countries where it has a presence. Bearing in mind that these activities refer mainly to
Direct emis- Combustion fuel commercialization and distribution, and lubricants in the case of Chile, it is that the emissions in the produc-
- - - - -
sions sources
Electricity pur-
tion processes of fuels and lubricants have been considered when appropriate, up to those indirect emissions 06
chases
9,143 9,143 0 0 - that are emitted by Enex customers in the use of the products, which are mostly combusted. Climate &
Environment
Transportation - - - - -
Indirect As a company in the fuel and lubricant distribution sector, we are committed to taking care of the environment
emissions Use of goods and
268,224 268,224 0 0 - and to the energy transition towards low-carbon and more sustainable economies that our country and the
service
Use of marketed
world are experiencing. We seek to play a leading role in advancing towards lower GHG emissions, through the 07
432,631 429,709 1,009 1,913 413,424 establishment of management indicators, initiatives, and objectives in terms of energy efficiency. GRI
products contents
Total 709,998 707,076 1,009 1,913 413,424

GHG Corporate inventory (corresponds to emissions generated in 2021)
Biogenic emis- 01
Category Total C02eq C02 CH4 N2O
sions (ton C02eq) We are Enex
Direct Combustion
3,880 3,865 5 10 -
emissions sources
Electricity pur-
chases
12,908 12,908 0 0 -
02
How we create
Transport 123,141 121,912 77 1,152 -
Indirect shared value
emissions Use of goods and
4,140,656 4,140,656 0 0 -
services
Use of marketed
10,485,214 10,448,712 12,617 23,885 413,424
products 03
TOTAL 14,765,799 14,728,054 12,698 25,047 413,424 Profitability &
Diversification
Scope of Enex's direct emissions:

04
People &
• Enex Chile: The main sources of GHG emissions are electricity Communities
purchase and drinking water supply through the private network

at our service stations and convenience stores. In 2021, we worked on a
commitment to promote a future 05
• Road Ranger (Enex's presence in the United States): The that is neutral in emissions Innovation
& Customer
main source of GHG emissions is the electricity consumption from our operations by 2030, Centricity
of the Travel Center network’s 42 establishments under Road corresponding to scope 1 and
2 (direct and due to electricity
Ranger’s operational control.
consumption). Through renewable
energies, we will anticipate the 06
• Enex Paraguay: Emissions correspond to facilities under national and global goals defined in Climate &
Environment
Enex's operational control. the Paris Agreement.
07
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contents

01
We are Enex
02
How we create
shared value
03
Profitability &
Diversification
04
People &
The main projects we seek to implement to mitigate and reduce our Scope 1 and 2 internal emissions and Communities
project reductions at the Scope 3�� level are:
• Energy efficiency and circular economy initiatives in company processes.

• Consumption of 100% renewable energy in our plants and service stations.
05
Innovation
• Promotion of energy efficiency and circular economy actions. & Customer
Centricity
• Participation in the green hydrogen industry.
• Generation of supply and self-generation of renewable energy projects. In 2021 we obtained the Giro Limpio Seal that certifies our commitment to move towards
• Reconversion of our fleet to no emission energies.
• Incorporation of sustainable technologies in our service stations.
carbon neutrality. This seal certifies that at least 50% of our cargo is moved in trucks that
06
generate low GHG emissions. Climate &
Environment
In this line, since 2020 we have been strategic partners of Giro Limpio, a program dependent on the Energy We are the only company in the fuel and lubricant transportation sector that obtained this
Sustainability Agency of the Chilean Ministry of Energy, which encourages efficient and sustainable use of seal as a load generator, a recognition that encourages us to continue working to continuously
energy in the transport sector. The concrete actions implemented to continue advancing towards greater improve our value chain’s sustainable management. 07
excellency and technical perspective of our environmental management during the 2020-2021 period GRI
contents
made us creditors of the Giro Limpio Seal, which certifies companies that promote the reduction of polluting
fuels consumption and CO� emissions in road freight transport within its production chain.
�� For more information on the projects implemented by the company to contribute to Scope 3 indirect emissions,
see Chapter 3: Sustainability.

6.2. Progress towards a
01
circular economy�� We are Enex
The main type of waste that we generate internally in our processes is hazardous. We manage The largest volume of waste derived from our operations is generated by the commercialization
02
How we create
them in accordance with health regulations compliance. To achieve this, we carry out the of our products, such as lubricating oils and their variations, which we introduce to the market shared value
traceability processes established by the regulations and declare them in the Hazardous mostly in packaged format, but also in bulk. The containers that we send for final disposal are
Waste Declaration System (Spanish acronym SIDREP) of the Environment Ministry. As far as plastic buckets and drums, as well as metal drums and kegs. On the other hand, some of these
non-hazardous household waste is concerned, internal records are made based on estimates. products are also marketed with secondary packaging, usually cardboard.
03
Profitability &
Diversification
The main consumers of lubricating oils are in

Table of waste generation table sent for disposal or recovery (recycling)*:
the mining sector, which consumes the highest
Final Disposition
Various
hazardous waste
Empty additive
Paper(kg)
Electrical and
electronic waste
Household waste
TOTAL (kg)
percentage of the recoverable volume that 04
Type drums (kg) (kg) we sell. This item also generates the largest People &
(kg) (kg) Communities
proportion of metal packaging waste. Regarding
Removal 502,140 0 - - 92,860 595,000
plastic and cardboard containers, they are largely
Valuation - 60,315 7,880 614.3 0 68,809
generated in direct sales to final customers in
TOTAL 502,140 60,315 7,880 614.3 92,860 663,809 different channels. 05
Innovation
& Customer
Centricity
* Note: It should be noted that this waste is generated by Enex's operations and not by
Clients, as is the case with the recycling of lubricating oil in mining.
As part of our sustainability strategy, we endeavor to stay ahead of regulations and incorporate
the circular economy perspective into our operations. The prompt implementation of the REP
Law – which obliges companies to take responsibility for the waste generated by the products 06
The
10.37%
Climate &
they produce once their life cycle has ended – implies a series of challenges for the lubricant Environment
recycling distribution industry in general and for our company. This is due to the fact that the main waste
generated in our operation is classified as a priority by this normative and is subject to regulation:
rate was of the total generate
used lubricating oils (Spanish acronym ALU), containers and packaging (Spanish acronym EE),
and batteries. 07
GRI
contents
��GRI 306-1 Generation of waste and significant impacts related to waste.

GRI 306-2 Management of significant impacts related to waste.
GRI 306-3 Waste generated.
Own Indicator: Indicators of Waste Management initiatives.

Within the framework of our adherence to this APL, in 2019 we were part of the ALU collection pilot
Sustainable management of
project in Santiago, an initiative that sought to simulate the operation of a collective management
used lubricating oils (ALU) system under the format of the REP Law. The outcomes, delivered in 2021 by a technical report that 01
We are Enex
analyzed the plan’s operation, were auspicious, both for the volume of used lubricating oils that it was
In 2017 we adhered to the Clean Production Agreement (Spanish acronym APL) launched by possible to recover, and for the amount of reduced CO�, equivalent to have planted about 34,500
the Sustainability and Climate Change Agency to advance in the recovery of used lubricating trees per year.
oils (ALU). This APL included the creation of a Consortium of Associated Lubricant Companies 02
(CELA) and the definition of the first objectives for the sector, among them: the design and To continue with the sustainable management of this waste, we plan to focus our efforts on the How we create
shared value
operation of a collective management system, one that collects and optimizes the traceability mining sector, where we have a strong presence of Enex lubricants and where the recovery of used
of used oils and lubricants; improve the base information of the sector; evaluate the treatment oils reaches high levels, thanks to a suitable infrastructure and logistics for the collection. One of the
and recycling capacity of ALUs and promote dissemination and training actions for the different main challenges for ALU’s management is the implementation of proper practices in the market in
actors in the sector. general, such as in workshops and lubrication centers, where appropriate conditions to promote the 03
recycling of oils do not exist. Profitability &
Diversification
As a consequence of this collective initiative, at Enex Chile we designed and operated an
internal management system for the environmental administration of used lubricating
oils. In 2021, after three years of implementation, we were certified – until 2024 – by the
Sustainability and Climate Change Agency due to 100% compliance with the goals and actions 04
Contractor waste management People &
established in the Clean Production Agreement (APL). Communities
As Enex Chile, we are certain that comprehensive waste management looking towards a circular
05
Innovation
In 2017 we subscribed the Clean Production Agreement (APL), an economy must be implemented in coordination with all the links in the value chain. For this reason, & Customer
Centricity
initiative led by the Sustainability and Climate Change Agency. In since 2021 we have encouraged our carriers to assign management indicators to monitor the
generation of their priority waste, according to the criteria established by the REP Law:
compliance with it, we implemented an innovative management and
environmental supervision system for used lubricating oils (ALU). 06
Climate &
Environment
In 2021 we were certified with the APL seal in responsible lubricant
management, for 100% compliance with our management goals.
Out of use Used Out of use Removed Contaminated
tires lubricant batteries filters solids
07
GRI
contents

Sustainable management of
containers and packaging 01
We are Enex
In 2021 we strengthened our environmental perfor- Evaluación de clientes de estaciones de servicio deseal
Enex Chile
Products certified with the #ElijoReciclar
mance towards a circular economy by adhering to the
Clean Production Agreement (APL) for Containers 02
How we create
and Packaging Eco-labeling, led by the Sustainability shared value
and Climate Change Agency, the Manufacturing Deve- Pennzoil Euro Krynex
lopment Society (Spanish acronym SOFOFA), and the L 5w30 Wiper washer
Environment Ministry.
03
We are the only company in the lubricant Profitability &
This APL grants the #ElijoReciclar seal, which cer- Diversification
distribution and convenience store
tifies that at least 80% of the marketed product’s Pennzoil Platinum
package weight is made with recyclable materials 5w20
Coal upa! operation industry to be part of the Clean
Production Agreement (APL) for Container
which in turn can be separated for recycling, and that 04
these materials are currently demanded by the recy- and Packaging Ecolabelling, as well as People &
Communities
cling industry. Moreover, the seal includes an informa- the first in the industry certified with the
tion label that enables our customers to know what
Pennzoil Platinum #ElijoReciclar seal, which provides our
to do with the package to ensure its recycling and Ice upa!
5w30
subsequent valuation, in a simple, clear and direct way. customers with clear information on the 05
Innovation
recycling of our products. & Customer
Among the products that are marketed with this Centricity
eco-label are those of the upa! brand and those of the

In 2021, ten of our products are identified
lubricants business. Currently, we have #ElijoReciclar Krynex K2 Extra upa! water
seal certification for the following products: 50% 6x1L 1600 ml with this seal, and by 2022, we hope to
06
certify new upa! brand products that Climate &
Environment
use flexible polypropylene packages, in
addition to automotive care (Car Care),
Krynex upa! water
Demineralized water 500 ml
spare parts, oils and lubricants packages.
07
GRI
contents

Innovation in Ecodesign Promotion of recycling
and packaging 01
We are Enex
During 2021 we expanded the offer for our customers of products that have environmentally friendly design At the end of 2021, we strengthened our initiatives in the field of circular economy by signing a commitment
characteristics. Through the premium lubricant brand Pennzoil, the best-selling oil in the United States, we to implement a pilot project in conjunction with the Technological Development Unit form the University of
launched the first 100% recyclable package, called Ecobox, an innovative sustainable solution for vehicle oil Concepción. form the University of Concepción. The pilot aim is to collect discarded masks by collaborators and 02
How we create
changes. It consists of flexible plastic container with the lubricant inside, covered in cardboard. Thisallows tighte- customers who visit our main upa! stores in the Biobío region. These masks will be recycled to obtain a polypro- shared value
ning and whose use of plastic is 89% less than that of traditional drums. pylene pellet, with which food trays will be manufactured and make available to our customers in these same
convenience stores.
This container allows oil to drain easily, producing minimal waste, reducing spills and optimize the content. Other
benefits of the Pennzoil Ecobox include offering a wide range of premium lubricating oils for modern automobiles, This project will be implemented in the first quarter of 2022 in most of our service stations located in Concepción,
03
Profitability &
easy storage and installation, less space occupation, improved oil change speed and maneuverability, and less specifically on Itata route and Concepción-Talcahuano route, and at San Vicente plant, located in Talcahuano. Diversification
handling. Today we are the only company in the lubricant distribution industry in Chile that markets this format.
04
People &
Communities
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
GRI
contents

6.3. Environmental management system��
01
We are Enex
At Enex, our commitment to managing our operations Under this management framework, we subscribe to
in an environmentally responsible way is ratified in our voluntary environmental care commitments and design
PEnvironmental Policy, which establishes the guidelines integrated action programs in all the company's busi- 02
How we create
for developing operational management with high envi- ness lines, to optimize the use of resources, responsibly shared value
ronmental, safety and quality standards, and guides us in manage our carbon footprint, and implement the best
promoting a corporate culture of respect for the environ- practices of sustainable waste management, energy, and
ment among our employees, contractors, distributors, water efficiency, aiming to develop our operations accor-
and suppliers. ding to the circular economy.
03
Profitability &
Diversification
Our Environmental Management System complies with Regarding Enex operations in Paraguay, during 2021 the
the requirements of the ISO 14001 standard, a metho- company made great progress in terms of Quality,Safety
04
dological tool that provides a preventive and continuous and Environment System, by establishing internal policies People &
Communities
improvement framework enabling us to go beyond and regulations.
compliance with regulatory requirements, systematically
addressing risks and impacts derived from our operations Un hito de gran importancia para la compañía en Paraguay
and minimizing the impact on the environment. fue la inauguración de la estación de servicios en la ave- 05
Innovation
nida Mariscal López y Brasilia, la más moderna del país, & Customer
en materia de estándares de sostenibilidad ambiental y Centricity
bioseguridad.
06
Climate &
Environment
07
GRI
contents
��GRI 307-1 Significant non-monetary fines and sanctions for non-compliance with environmental laws or regulations.

6.4. Environmental
01
monitoring�� We are Enex
Environmental initiatives at our

Our commitment to the development of high-quality standard operations Additionally, we accompanied our suppliers in the acquisition of good storage facilities
is implemented by the Environmental Monitoring Program, under practices for the correct implementation of the process of reporting 02
which we carry out permanent controls of indices related to air quality; environmental indicators to competent authorities, through training on How we create
shared value
Enex La Greda Alta Fuel plant
emissions estimation; analysis of sewage and drinking water; observation use of the digital platforms involved.
of underground wells; review of liquid industrial waste ; and noise and
La Greda Alta Plant is a fuel and asphalt storage facility associated with a
vibrations, among other indicators. To carry out our operations according to the quality standards required
by law, we developed prevention initiatives to manage possible risks
marine terminal located in the Valparaíso Region where we unload, store and 03
dispatch our finished products. It is regulated by an RCA (Environmental Profitability &
Compliance with these indices is evaluated monthly at Enex Chile by the associated with spills and contamination, which can be generated Diversification
Qualification Resolution) and, because it is located in the district of
Health, Safety and Environment Committee (HSE) and the respective during our fuel loading and unloading processes and implemented early
Puchuncaví, in the industrial area of Concón, Quintero and Puchuncaví,
committees led by the deputy managers of each of our operation areas: detection actions of eventual product leaks from tanks and lines. If
it is of strategic importance for the Company and is of interest to the
Distribution, Engineering, Transportation, Service Stations, and Enex deviations from compliance with such indicators occur, contingency plans
Investments. These evaluations’ outcomes provide information to design are activated and resources are allocated to mitigate the impacts that
communities and the authorities. This plant is operated by Enex and shared 04
with Asfaltos ConoSur company. People &
and implement action plans on a weekly basis and are monitored by the may affect the health of people and the environment. Communities
respective technical work groups of RCAs, Noise, Water and Circular

To manage its correct operation, we have an Environmental Surveillance
Economy. In addition, they are reviewed on a monthly basis in the HSE In addition, to minimize the risks of spills and contamination at our
Plan, through which we carry out quarterly monitoring of the marine
Committee with the senior management of Enex and subsidiaries. service stations, we periodically carried out awareness campaigns and
environment and, on a semi-annual basis, we implement an analysis of
05
communicate good operating practices to carriers and provide training Innovation
the Campiche water stream and of the wastewater discharge. In 2021, & Customer
The main indicator of regulatory compliance is the Índice de Radicación courses for our employees so that they acquire behaviors align with the Centricity
the outcomes of these monitoring reported results within the permissible
Legal (Legal Settlement Index, which identifies legal requirements of development of an efficient and safe operation.
reference limits, not representing an ecotoxicological risk for the sampled
all kinds construction, health, environmental, tax, SEC, etc.) for each
ecosystems.
facility: service stations, convenience stores, car washes, fuel plants, 06
and industrial facilities, among others. To monitor this index and analyze Climate &
We also have an Air Quality and Meteorology Monitoring Station in the Environment
compliance with the action plans, we have the Legal Settlement Index
Campiche sector, in charge of permanently collecting data associated with
Work Group, made up of the company's Sales, Networks and Engineering
atmospheric pollutants. Since 2020, this station has delivered information
areas.
directly to the Environment Superintendency by an API interface
connection.
07
GRI
contents
��Own Indicator: Monitoring indicators of the La Greda Maritime Environment.

Closure of the Antofagasta COMAP Fuels Plant • Implementation of zero-environmental-impact procedures
while developing the activities. 01
We are Enex
On September 30, 2020, the COMAP Fuels Plant ceased
operations. This was informed by Enex to the local authorities • Assignation to an expert company for the development of soil
and the communities. Before the closure, two disused remediation engineering and a subsequent Environmental
submarine lines had already been removed and once operations Impact Statement.
02
ceased, all the fuel stored in the tanks and lines was taken How we create
shared value
out. Consequently, in November 2020 the facility was free In the year 2022, the dismantlement of storage tanks and
of hydrocarbons. After obtaining all the necessary permits to lines, along side environmental studies will be carried out
dismantle the rest of the facilities, in the second half of 2021, to evaluate the required remediation characteristics of the
the company began the process of dismantling the plant's tanks, soils. The process timetable will depend on the environmental 03
which involved the following environmental impact mitigation studies, their definitions and subsequent permits that must Profitability &
Diversification
activities: be managed.
• Drainage and internal cleaning of tanks and associated lines,

disposing of waste in authorized places. 04
People &
Communities
• Declassification of approximately 1,300 tons of hazardous
waste.
• Assignment of foundry to a specialized company for

05
Innovation
transportation and recycling of declassified iron. & Customer
Centricity
• Use of “Cut and Pull” technology during the tank demolition

process.
06
Climate &
• Removal of part of the Antofagasta Marine Terminal, specifically Environment
three buoys and associated elements.
• Installation of a perimeter fence around the work to prevent the

emission of particles to the surroundings.
07
GRI
contents

01
We are Enex
02
6.5. Water efficiency How we create
shared value
initiatives��
03
Profitability &
Diversification
At Enex Chile we have a water saving plan which considers the application of sustainable The machine types present in our LavaPro
technologies to promote water recovery in car wash processes at our service stations. service are Touchfree, Tunnel and Self-
Service Pressure Washer. 04
During 2021, we continue working to reduce water consumption and increase the reuse of water
People &
at service stations. Thanks to our water treatment and recycling technology, we can save up to Communities
94% compared to washing at your car at home, making us the best option on the market to wash
cars while minimizing water consumption per wash.
19.2%
Pressure Washer
05
M�Recycled Monthly average (M�) N° Cars Monthly average Innovation
& Customer
17,184 1,438 13,583 Centricity
21.4% Our commitment for 2022

Touchfree Implement 10 new water
recycling plants prioritizing 06
areas with the most critical Climate &
We have made efficiency improvements in the washing business impact on water scarcity, Environment
operation by increasing the water recycling capacity of the plants, 59.4% coming up with a total of 19
car wash water treatment
in addition to eliminating non-critical processes during washing that Tunnel
plants.
consumed high water volumes. 07
GRI
contents
56
Own Indicator: Indicators of water saving initiatives.

07 01
We are Enex
GRI
02
How we create
shared value
Contents
03
Profitability &
Diversification
04
People &
Communities
05
Innovation
& Customer
Centricity
06
Climate &
Environment
07
GRI
contents

Chapter 1. We are Enex Chapter 2. How we create shared value
GRI Content Page GRI Content Page 01

We are Enex
GRI 102-1 Organization’s name 5 GRI 102-40 List of interest groups 29
GRI 102-2 Activities, brands, products and services 13 GRI 102-42 Identification and selection of interest groups 29
GRI 102-3 Headquarters location 13 GRI 102-43 Approach to the participation of interest groups 29
GRI 102-4 Operations locations 10 GRI 102-21 Consultation with interest groups on economic, environmental and social issues 32 02
How we create
GRI 102-5 Ownership and legal form 10 GRI 102-44 Key issues and concerns raised 32 shared value
GRI 102-6 Markets served 10 GRI 102-46 Definition of the contents of the reports and the coverage of the topic 32
GRI 102-7 Organization size 10 GRI 102-47 Material topic list 32
GRI 102-9 Supply chain 17 GRI 102-48 Information restatement 32

03
GRI 102-10 Significant changes to the organization and its supply chain 17 GRI 102-49 Reporting Changes 32 Profitability &
Diversification
GRI 102-12 External initiatives 30 GRI 102-50 Report target period 32
GRI 102-13 Membership of associations 30 GRI 102-51 Date of last report 32
GRI 102-14 Statement from Senior Executives Responsible for Decision Making 5 GRI 102-52
GRI 102-53
Reporting Cycle
Contact point for questions about the report

32
2
04
GRI 102-16 Values, principles, standards and norms of conduct 18 People &
Communities
GRI 102-18 Governance structure 20 GRI 102-54 Declaration of preparation of the report in accordance with the GRI Standards 2
GRI 102-22 Composition of the highest governance body and its committees 20 GRI 102-56 External verification 2
Chapter 3. Profitability & Diversification

05
GRI 102-23 President of the highest governing body 20
GRI 102-24 Nomination and selection of the highest governance body 20 GRI 201-1 Direct economic value generated and distributed 42
Innovation
& Customer
GRI 102-17 Mechanisms for advice and ethical concerns 23 GRI 202-1 Ratio of the standard entry-level wage by gender compared to the local minimum wage 66
Centricity
Own indicator Indicador Propio Canal de consultas y denuncias de ética e integridad 24 Own indicator EBITDA, Volume and Profit 42
GRI 205-1 Operations assessed for risks related to corruption 24 Own indicator Income distribution by segments 16
GRI 205-2 Communication and training on anti-corruption policies and procedures 24 Own indicator Revenue from sales broken down by type of customer 44 06
Climate &
GRI 205-3 Confirmed incidents of corruption and measures adopted. 24 Own indicator Number and total amount of new contracts of Enex Chile 44
Environment
GRI 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 24 Own indicator New Energies 45
GRI 102-45 Entities included in consolidated financial statements 3 Own indicator Results of the indicator of operational excellence OTA (On time arrival) 50
Own indicator Results of the operational excellence indicator SLA (Service Level Agreement) 50
07
Own indicator Indicator of operational excellence Road Ranger 51 GRI
contents
Own indicator Indicator of operational excellence Enex Paraguay 51

Chapter 4. People & Communities Chapter 5. Innovation & Customer Centricity
GRI Content Page GRI Content Page

GRI 102-8 Information about employees and other workers 53 Own indicator Description of "Enex Innova" projects 76
GRI 401-1 New employee hires and staff turnover 55 Own indicator Number of projects developed and presented to the Innovation Committee 76 01
GRI 102-41 Collective bargaining agreements 57 Own indicator Number of new intrapreneurs 76 We are Enex
Operations and suppliers whose right to freedom of association and collective bargaining could Own indicator Number of mentoring sessions, training sessions and workshops for intrapreneurs 76
GRI 407-1 57
be at risk
Own indicator Digital transformation initiatives 77
Own indicator Own indicator % internal mobility 58
GRI 404-3 Percentage of employees receiving regular performance and career development reviews 60
Own indicator Description of Innovation projects 77
02
Own indicator Description of new products and services developed 81 How we create
GRI 404-1 Average hours of training per year per employee 61 shared value
Own indicator Loyalty programs and initiatives 82
GRI 404-2 Programs to upskill employees and transition assistance programs 61
Own indicator Own Patrimonial Security Indicator: No. of criminal incidents that occurred at service stations 86
Own indicator Career Development Initiatives 61
Own indicator Evaluation of franchise distributors and satisfaction 89
Own indicator Climate survey results and measures adopted 63
Own indicator Results indicators of brand and services 89
03
Profitability &
Own indicator "I'm With You" initiative: labor flexibility policy 63 Diversification
Own indicator Results unknown customer in service stations 89
GRI 405-1 Ícono de validado por la comunidad 65
Own indicator Results "Net Promoter Score" for customers at service stations 89
GRI 405-2 Ratio of base salary and remuneration of women compared to men 65 Own indicator Results "Index 5" of satisfaction of industrial clients. 91
Own indicator Total number of employees with disabilities 65 Own indicator Complaint rates for total customer transactions 91 04
Own indicator Total number of foreign collaborators 65 People &
Chapter 6. Climate & Environment Communities
GRI 102-35 Remuneration Policies 66 GRI 302-1 Energy consumption within the organization 93
GRI 202-1 Ratio of the standard entry-level wage by gender compared to the local minimum wage 66 GRI 302-4 Reduction of energy consumption 93
GRI 403-1 Occupational health and safety management system 67 GRI 305-1 Direct GHG emissions (scope 1) 93 05
GRI 403-3 Occupational health services 67 GRI 305-2 Indirect GHG emissions when generating energy (scope 2) 93 Innovation
& Customer
GRI 403-4 Worker participation, consultation and communication on health and safety at work 67 GRI 305-3 Others indirect GHG emissions (scope 3) 93 Centricity
GRI 403-8 Workers covered by a management system and safety at work 68 Own indicator Energy Efficiency Initiatives 93
GRI 403-2 Hazard identification, risk assessment and incident investigation 69 GRI 306-1 Generación de residuos e impactos significativos relacionados con los residuos 98 98
GRI 403-9 Work accident injuries 69 GRI 306-2 Gestión de impactos significativos relacionados con los residuos 98 98 06
Climate &
Own indicator Security Initiatives: Transfer of practices and control associated with security 69 GRI 306-3 Residuos generados 98 98 Environment
Own indicator Social Investment and beneficiary organizations 72 Own indicator Indicators of Waste Management initiatives 98
Own indicator Communities Initiatives 73 GRI 307-1 Non-compliance with environmental laws and regulations 102
Own indicator Monitoring indicators of the La Greda Maritime Environment 103

07
GRI
Own indicator Antofagasta metal recycling plant initiative 104 contents
Indicators Water saving initiatives (Pilot for saving water in washing, design of new EDS with low water
Own indicator 105
consumption)
GRI 102-55 GRI contents 106

Responsible team:
Sustainability and Innovation Deputy Management
Materiality, content writing and editing:

Gestión Social S.A.
Design and layout:

Emigra Diseño

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2021

• Enex 2021 Sustainability Report under the Global

• Performance between January 1 and December 31,

• Company Name: Empresa Nacional de Energía Enex

Sustainability Report 2021 Enex I 2

99% 1% 100% 100% 98%

SIAV LTDA. FIRST RANGER 226 LLC.

ESM SpA. FIRST RANGER 242 LLC. 07

FIRST RANGER 244 LLC.

FIRST RANGER 291 LLC.

Introduction 01. We are Enex 9 02. How we create shared 26

Sustainability Report 2021 Enex I 4

Sustainability Report 2021 Enex I 5

Sustainability Report 2021 Enex I 6

Alto Norte and

Fleet Generated important Most modern Service

Sustainability Report 2021 Enex I 9

14 Fuel storage and Paraguay

Puchuncaví and Mejillones; 33.3% of Sociedad de Inver-

²GRI 102-4: Operations Location.

Sustainability Report 2021 Enex I 10

Sustainability Report 2021 Enex I 11

1986 transferred to Enex plc, a

We began our operations as

2013 allows us to contribute our

Sustainability Report 2021 Enex I 12

Retail: Service Stations, 02

• Operation of convenience stores in different formats: upa!

• Enex E-Pro charging station network

• Lavapro (car wash) and Lubricenter operations. 05

• Macro distributor of Shell lubricants in Chile 06

³ GRI 102-2: Activities, brands, products and services.

Sustainability Report 2021 Enex I 13

Sustainability Report 2021 Enex I 14

Sustainability Report 2021 Enex I 15

Revenue (M US$) Revenue

Sustainability Report 2021 Enex I 16

⁴GRI 102-9: Supply chain.

Sustainability Report 2021 Enex I 17

Our purpose Our values

Service Because we want to generate an optimal service that mobilizes

�GRI 102-16: Values, principles, standards and behavioral standards.

Sustainability Report 2021 Enex I 18

Sustainability Report 2021 Enex I 19

Enex's corporate governance practices are governed in Chile by

Pablo Granifo Lavín Rodrigo Hinzpeter Andrónico Luksic Craig 07

�GRI 102-18: Governance Structure.

Sustainability Report 2021 Enex I 20

Sustainability Report 2021 Enex I 21

Safety, Health, and Psycho-social Committee Safety Committee

Executive Committee In this instance, service indicators for the area

initiatives to be reviewed and approved. Ethics Committee

Sustainability Report 2021 Enex I 22

Among the main functions of this Committee are:

view code of conduct here

Sustainability Report 2021 Enex I 23

�GRI 205-1: Operations assessed for risks related to corruption.

Sustainability Report 2021 Enex I 24

Sustainability Report 2021 Enex I 25

2.1 Sustainability strategy

Sustainability Report 2021 Enex I 26

governance model, which includes meetings with project People and

Sustainability Report 2021 Enex I 27