Vina Concha y Toro S.A. · BCS:CONCHATORO
Vina Concha y Toro — Investor Day (October 2026)
52 slides from Vina Concha y Toro's investor day presentation, Oct 16, 2026
Slide 1: Resilience and Transformation: Today, stronger tomorrow
RESILIENCE AND TRANSFORMATION TODAY, stronger tomorrow OCTOBER 16, 2026 · PIRQUE, SANTIAGO
Slide 2: Contents
C O N TE NTS 01 The consumer world changed 06 The current transformation 02 The reality of the industry 07 Opportunities for Viña Concha y Toro 03 We anticipated the change 08 Real Estate Assets 04 A history of long-term decisions 09 Final thoughts IR 05 What we have built 10 Q&A
Slide 3: The consumer world changed
01. THE CONSUMER WORLD changed 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS IR
Slide 4: The cyclical: external pressures since 2020
THE CONSUMER WORLD CHANGED T H E CYCL ICAL EXTERNAL PRESSURES SINCE 2020 C OV I D 1 9 GEO P O LI T ICA L LO GI STI C S I N F L ATI O NARY TE NS I O NS D I SR U PTI O NS P R E S SU RE S Decline in purchasing power and consumer confidence. THE CONSUMER WORLD CHANGED INVESTOR DAY 2026 VIÑA CONCHA Y TOR
Slide 5: The structural: consumer decision-making has changed
THE CONSUMER WORLD CHANGED T H E ST RUCTU RA L U S E O F TEC H N OLOGY / W E LL NE SS P U R SU I T O F C O NS U M E R A I I N E - C O MM ERCE E X P ER IE NCES H I GH LY P R I C E -SENSI TI VE Consumer decision-making has changed. THE CONSUMER WORLD CHANGED INVESTOR DAY 2026 VIÑA CONCHA Y TORO - 5
Slide 6: The reality of the industry
02. THE reality OF THE INDUSTRY 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS I
Slide 7: The wine industry changed
T H E W I N E I N D UST RY changed C H A NG E S I N P R E S SU RE ON R AT I O NA L I ZATI ON I N E VI TABLE R EST R UCTU R IN G C O NS U M PT IO N TH E I ND U STRY O F D I STR I B UTO R S A N D R E TA I LER S • Generational change: Oversupply and excess Need to increase operational Consolidation and
Slide 8: The adjustment has already begun in the sector
T H E A DJ UST ME NT H A S already begun I N T H E S ECTO R TREASURY WINE ESTATES A$687 M write-down in December 2025, eliminating the goodwill of its U.S. business. Exited its mainstream wine portfolio in June 2025 —Woodbridge, Meiomi, Mondavi Private CONSTELLATION BRANDS Selection, SIMI and Cook's
Slide 9: We anticipated the change
03. WE anticipated THE CHANGE 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS IR
Slide 10: We did not wait for the environment to improve
We did not wait F O R T H E E N V I RO NM EN T TO I M P ROV E v W E SAW I T C O M I N G W E ACT E D W E TR A N SF O RME D In August 2022, we saw that we We adjusted structures, costs We increased productivity, were facing a structural change and portfolio, and strengthened automation, technology and
Slide 11: Short term resilient, medium term stronger
We did not wait F O R T H E E N V I RO NM EN T TO I M P ROV E SHORT TERM MEDIUM TERM Resilient Stronger We defend our volumes, our brands, our We are making radical decisions to transform market share and our financial strength. Viña Concha y Toro and capture the opportunities that the industry's de
Slide 12: A history of long-term decisions
04. A HISTORY OF LONG-TERM decisions 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUG
Slide 13: Globalization
G LO BALI ZAT IO N 1994 3 D E CA D ES 1 1 O F F I C ES A D R I SS UA NC E P ROD U CTI O N E X PA NSIO N O W N D I ST R I BU TI ON The first Chilean winery listed in Cono Sur, Chile Commercial platform built since New York, opening the company Trivento, Argentina 2001 in the UK, progressively, market
Slide 14: Globalization: global footprint
G LO BALI ZAT IO N NORWAY SWEDEN VCT SWEDEN VCT NORWAY FINLAND VCT FINLAND UK U.S. VCT EUROPE BONTERRA ORGANIC ESTATES VCT USA FRANCE MAISON MIRABEAU CHINA VCT CHINA MEXICO VCT & DG MEXICO SINGAPORE VCT ASIA BRAZIL VCT BRAZIL CHILE ARGENTINA VIÑA CONCHA Y TORO VCT CHILE BODEGA TRIVENTO A HISTORY OF
Slide 15: Building brands: Don Melchor and Almaviva
Building BRANDS 1987 - 1996 DON MELCHOR AND ALMAVIVA 2024 DON MELCHOR NO. 1 The launch of our first icon wine in Chile, Don Melchor, and Almaviva, in collaboration with Baron Philippe de Rothschild. © AHISTORY OF LONG-TERM DECISIONS Don Melchor reaches No. 1 in the world’s wine ranking in 2024. NVES
Slide 16: Building brands: Casillero del Diablo
Building BRANDS 1958-92070) CASILLERO DEL DIABLO The world's 2nd most powerful wine brand for seven consecutive years and No. 1 in Latin America. © A HISTORY OF LONG-TERM DECISIONS VINA CONCHA Y¥ TORO 27
Slide 17: Building brands: Trivento
Building BRANDS 1996 TRIVENTO For the fifth consecutive year, Bodega Trivento reaffirms its leadership as the “Oteeeee4 world's most chosen Argentine wine brani according to IWSR, in both value and volume. © A HISTORY OF LONG-TERM DECISIONS NVESTOR DAY 2026 © VINACONCHAYTORO 3
Slide 18: Building brands: Bonterra
Building BRANDS ae \ ‘ 2011 te NS BONTERRA be Bonterra is one of the top 12 wineries in the .. — 4 a United States, recognized for its broad portfolio and its commitment to regenerative organic farming and environmental. stewardship. © A HISTORY OF LONG-TERM DECISIONS NVESTOR DAY 2026 * VINACONCHAY
Slide 19: Innovation: Center for Research and Innovation
INNOVATION CENTER INNOVATING TO transcend C RESEARCH AND N\ For Vifia Concha y Toro, innovation is a fundamental pillar of the business model. We cannot innovate without top-tier research, technical knowledge and excellent human talent. 2014 | 4g, 12 ‘e) 40 FOUNDED ° RESEARCHERS © A HISTORY OF LONG-
Slide 20: The premiumization of our portfolio
T H E premiumization O F O UR P O RT FO LIO 54.0% 52.6% 51.9% 49.3% 50.0% 45.9% 40.7% 37.8% 36% 2017 2018 2019 2020 2021 2022 2023 2024 2025 A HISTORY OF LONG-TERM DECISIONS INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 20
Slide 21: Sustainable leadership
SUSTAINABLE leadership BUSINESS MODEL COMMITMENT AND GOALS Certified Corporation LEADERSHIP We generate shared value through sustainable production, of high quality, so that people can enjoy it. We are an environmentally, socially, and economically responsible company, and we have ambitious goals to
Slide 22: What we have built
05. WHAT we have built 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS IR 10. Q&A
Slide 23: One company, five origins, global reach
One company. five oric’. Global reach.
Slide 24: A global production and commercial structure
A GLO BAL P RO DU CT IO N AN D CO MMERC IA L STR UCTUR E hard to replicate I N TEG R ATE D GLOBA L BRAND P ROD U CTI O N P L ATF O R M P L ATF O R M P L ATF O R M Agriculture, technical capability, the Chile, Argentina, California, Mexico From high-volume brands to Luxury & Center for Research and I
Slide 25: Basis for optionality
FINANCIAL STRENGTH BA S I S F O R optionality OPTIONALITY Preserve the financial capacity to make growth decisions and act on new opportunities, always seeking value creation. WHAT WE HAVE BUILT INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 25
Slide 26: Optionality for Viña Concha y Toro: net debt and coverage ratios
FINANCIAL STRENGTH O PTI O NALI TY F O R V I Ñ A C O NC HA Y TO RO, value creation N E T D E BT R AT I O F I N A N C I A L C O S T C O V E R A G E R AT I O ( N E T F I N A N C I A L D E BT + D E R I VAT I V E S ( * ) / E Q U I T Y ) 12.3 1.2 9.8 8.8 8.5 0.65 7.0 7.1 6.7 6.8 0.61 6.4 0.55 0.57 0.52 0
Slide 27: Net financial debt / EBITDA
FINANCIAL STRENGTH O PTI O NALI TY F O R V I Ñ A C O NC HA Y TO RO, value creation N E T F I N A N C I A L D E BT ( * ) / E B I T D A 4.1 2.9 3.1 2.6 2.4 2.3 2.3 2.5 2.5 1.4 1.5 2018 2019 2020 2021 2022 2023 2024 DEC JUN 25 JUN 26 25 (*) Net Financial Debt: Debt principal including related derivativ
Slide 28: The capex needed for the future is already executed
FINANCIAL STRENGTH T H E CA P EX N E E D ED F O R T H E F U T UR E is already executed INVESTMENTS (CLP MILLIONS) Thanks to investments already made, 90,000 85,000 the company has the capacity to 80,000 generate higher volumes: 75,669 70,000 59,839 60,000 58,002 56,750 CAPACITY INCREASE IN VOLUME 52
Slide 29: Outlook for solid results in an uncertain market
OPERATIONAL STRENGTH (*) O U T LO O K F O R S O LI D R E S ULTS, in an uncertain market IN CLP MM 5-YR AVG (2021- 2025) 2026 2027 2030 SALES 895,694 937,000 - 945,000 963,000 - 981,000 1,007,000 - 1,055,000 EBITDA 137,180 135,000 - 142,000 145,000 - 158,000 167,000 - 193,000 EBITDA MARGIN % 15.3% 14
Slide 30: The current transformation
06. THE CURRENT transformation 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS IR
Slide 31: Agricultural, technical and operational transformation
Transformation AGRICULTURAL, TECHNICAL AND OPERATIONAL a age [e} @ w AGRICULTURAL TECHNICAL & SUPPLY RESEARCH & INNOVATION ! i] I ! ' ' ' Automation of tasks, increased Automated wineries and bottling Applied research to keep us productivity, precision agriculture plants, greater OEE, efficiency at
Slide 32: A new way to manage the company
A new way TO M A NAGE T H E C O M PA NY. S A P S/4 H A NA A NA P L A N S U C C E SS FACTO R S + A I + DATA The technological backbone to The commercial platform of our offices: Modernization of human resources integrate, simplify and standardize strengthens planning, forecasting, revenue and growing
Slide 33: Opportunities for Viña Concha y Toro
07. opportunities FOR VIÑA CONCHA Y TORO 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL T
Slide 34: Opportunities for Viña Concha y Toro
OPPORTUNITIES FOR VIÑA CONCHA Y TORO INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 34
Slide 35: We are not seeking to grow in other categories
WE ARE NOT SEEKING TO O U R ST R E NGTH C O NC H A Y TO RO 'S GROW IN OTHER LI E S I N W I N E K NO W-H OW I N W I NE CATEGORIES We are not seeking to grow by entering new Close to 13,000 hectares of vineyards in Our knowledge, assets, brands, beverage categories. We want to Chile, Argentina and the
Slide 36: 2026, acquisition of Mirabeau
2026, acquisition of Mirabeau. FRANCE OPPORTUNITIES FOR VIÑA CONCHA Y TORO INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 36
Slide 37: A great opportunity for French rosé in the UK
A great opportunity F O R F R E N CH RO S É I N T H E U K VOLUME % SHARE VOLUME % CHANGE VS. YA FRENCH ROSÉ 13.1% 43.6% Volume Share of Total Rosé Rosé 3.3% 2.3 x larger than USA 2nd 48.9% 119 French Rosé ASP Index White -2.4% vs. Total Rosé £8.63 vs. £7.25 38.0% Red -5.4% 135 Provence ASP Index vs.
Slide 38: French rosé: good, better, best
A great opportunity F O R F R E N CH RO S É I N T H E U K GOOD BETTER BEST Tactical SKUs strengthen and diversify our portfolio, broadening the offer so we can expand into new categories and channels. OPPORTUNITIES FOR VIÑA CONCHA Y TORO INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 38
Slide 39: Brazil, better performance
Brazil, better performance. OPPORTUNITIES FOR VIÑA CONCHA Y TORO INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 39
Slide 40: The industry's restructuring creates a great opportunity
T H E I N D USTRY' S RE STRU CTU RI NG C R E ATE S A great opportunity C O N S OL I DATI O N S S CA L E O U R B R OA D I N N OVATI O N S A DVA N TAGE S PO R TF O L I O WITHIN WINE The transformation Players with strong Grow organically. Evaluate highly selective will leave space, brands, distributio
Slide 41: Industry growth trends
TRENDS In d u st r y G RO W T H LO W - A N D FRESHNESS, SIMPLICITY SMALLER EXPERIENCES N O - A LC O H O L WHITE AND AND SWEET WINES BUDGET F O R M AT S ROSÉ WINES ECONOMY OPPORTUNITIES FOR VIÑA CONCHA Y TORO INVESTOR DAY 2026 V I Ñ A C O N C H A Y T O R O - 41
Slide 42: Real estate assets
08. REAL ESTATE assets 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS IR 10. Q&A
Slide 43: Three forces converge in the south of the Metropolitan Region
T H R EE FO RC ES converge I N T H E S O U TH O F T H E M E T RO PO L ITAN R EG IO N B E T WE EN 2 0 2 7 A N D 2 0 33 METRO ARRIVES IN LA PINTANA AND BAJOS DE MENA Line 9 opens in sections in 2030, 2032 and 2033. It is the first metro access for La Pintana and connects Bajos de Mena with Plaza Puent
Slide 44: Route 5, Route 78 - Acceso Sur, Orbital Sur map
ROUTE 5 ROUTE 79 - ACCESO SUR O R B I TA L S U R M E T R O S TAT I O N REAL ESTATE ASSETS INVESTOR DAY 2026 VIÑA CONCHA Y TORO - 44
Slide 45: Three forces converge: metro and energy hub
T H R EE FO RC ES converge I N T H E S O U TH O F T H E M E T RO PO L ITAN R EG IO N B E T WE EN 2 0 2 7 A N D 2 0 33 METRO ARRIVES IN LA PINTANA 450 MW – AN ENERGY HUB AND BAJOS DE MENA FOR DATA CENTERS Line 9 opens in sections in 2030, 2032 and With northern Santiago reaching saturation, the Alto
Slide 46: Route 78 - Acceso Sur, metro station map
ROUTE 79 - ACCESO SUR M E T R O S TAT I O N REAL ESTATE ASSETS INVESTOR DAY 2026 VIÑA CONCHA Y TORO - 46
Slide 47: Three forces converge: metro, energy hub, Orbital Sur
T H R EE FO RC ES converge I N T H E S O U TH O F T H E M E T RO PO L ITAN R EG IO N B E T WE EN 2 0 2 7 A N D 2 0 33 METRO ARRIVES IN LA PINTANA 450 MW - AN ENERGY HUB 24 KM - ORBITAL SUR CLOSES AND BAJOS DE MENA FOR DATA CENTERS THE SECOND RING Line 9 opens in sections in 2030, 2032 and With north
Slide 48: Route 5, Route 78, Orbital Sur east-west axis map
ROUTE 5 ROUTE 79 - ACCESO SUR O R B I TA L S U R ROUTE 78 EAST - WEST AXIS REAL ESTATE ASSETS INVESTOR DAY 2026 VIÑA CONCHA Y TORO - 48
Slide 49: Real estate asset potential
R E A L E STATE A S S E T POT E NT IAL SURFACE AREA ESTIMATED MARKET TOTAL ESTIMATED VALUE (HECTARES) VALUE UF/M2 UF THOUSANDS (*) TOCORNAL 40 4.0 – 8.0 1,600 – 3,200 CYT WEST 81 5.0 – 6.0 4,050 – 4,860 QUINTA MAIPO 16 0.4 – 0.5 65-82 MINOR DIVESTMENTS 134- 163 TOTAL ESTIMATED VALUE UF 5,849 – 8,305
Slide 50: Final thoughts
09. FINAL THOUGHTS IR 01. THE CONSUMER WORLD CHANGED 02. THE REALITY OF THE INDUSTRY 03. WE ANTICIPATED THE CHANGE 04. A HISTORY OF LONG-TERM DECISIONS 05. WHAT WE HAVE BUILT 06. THE CURRENT TRANSFORMATION 07. OPPORTUNITIES FOR VIÑA CONCHA Y TORO 08. REAL ESTATE ASSETS 09. FINAL THOUGHTS IR 10. Q&A
Slide 51: Today
today GLOBAL WINE CAPACITY TO SEIZE STRENGTH OPPORTUNITIES AND GROW Strong brands, business We have built over decades model and global scale. the capacity to face crises, extended cycles and seize opportunities, with strong financials. FINAL THOUGHTS IR REAL ESTATE MONETIZATION POTENTIAL Monetizati
Slide 52: Viña Concha y Toro
- VINA CONCHA Y Ti \ x —— FAMILY OF ae