25 slides from Alsea, S.a.b. De C.v's investor presentation, August 2026
Slide 1: Investor Presentation Aug 2026
Investor Presentation Aug 2026
Slide 2: Alsea is a leading operator of #1 category brands
Alsea is a leading operator of #1 category brands efficiently managing a solid portfolio of QSR and full - service restaurants across Mexico, Europe, and South America COFFEE SHOP QSR PIZZA CUSTOMERS #1 BRAND WORLDWIDE #1 BRAND WORLDWIDE 440 M SERVED/YEAR 4, 80 1 12 Sales MXN $ 40. 1 Bn 12 Units Cou
Slide 3: A Service-Oriented Culture is Key to Fulfill our Purpose
A Service - Oriented Culture is Key to Fulfill our Purpose OUR PURPOSE Full staffing at the stores We bring Happiness to deliver superior service 60 % ~4 6k and Experiences Turnover Hires/year Full of Flavor The best store managers in the industry to increase sales 16% 84 % 91% Management Team Manag
Slide 4: Why Invest?
Why Invest? Trusted operator with a proven track record of delivering value to global brands, clients, franchisees and collaborators Effectively managing a resilient and adaptable portfolio of leading brands to achieve economies of scale, target high - potential white spaces, and leverage category g
Slide 5: Delivering Consistent Growth and Value to Customers and Brands
Delivering Consistent Growth and Value to Customers and Brands Sales Our Markets 17% $84.1 CAGR 2011 - 2025 $79.0 +409 M people Expansion in Europe with $76.2 1.1x the population of Starbucks: US + Canada France and Benelux $68.8 US$ 9 T Acquisition of VIPS Spain GDP $58.2 NPS* $53.4 2025 +46 0 M or
Slide 6: Our Business Model
Our Business Model MASTER SOLE FRANCHISE BRAND FRANCHISE FRANCHISE OWNER Pay royalties Pay royalties Pay royalties No royalties Able to franchise Exclusive Not exclusive Able to franchise Mexico Argentina Colombia Chile Trusted Operator : Spain • Master or Sole Franchisee Uruguay for most brands Bel
Slide 7: Delivering Successful New Market Development and Operational Turnaround for Starbucks since 2002
Delivering Successful New Market Development and Operational Turnaround for Starbucks since 2002 Europe Acquisitions ~400 Alsea - Operated Spain and Starbucks Portugal in South America 1,96 4 Opened France and 1st 1,000 th Benelux 1,961 12 Reserve store 1,906 LatAm 12 YTD26 (Chile) 1,777 12 1st 2025
Slide 8: Long-standing Partnership with Domino's Pizza since 1990
Long - standing Partnership with Domino’s Pizza since 1990 ~900 Alsea - Operated Domino's Domino's Pizza Stores in Uruguay Mexico 1,561 1,549 4 1,526 Europe 1,440 4 YTD26 Acquisition 4 Opened 1,370 2025 1,000 th 4 store 2024 1,234 4 Domino's Spain 2023 1,220 Pizza 3 2022 Colombia 1,139 3 2020 1,015
Slide 9: Leading Brands and Strong Presence in Main Full-Service Segments
Leading Brands and Strong Presence in Main Full - Service Segments 90 8 79 millions 16.9% Restaurants Customers Management Team Turnover Familiar & Local Food American Food Italian Food Asian Food Total Units 40 6 28 4 191 27 Owned 79% 62% 77% 100% Franchised 21% 38% 23%
Slide 10: Very Attractive Full-Service Restaurant Market
Very Attractive Full - Service Restaurant Market Average Ticket Market Value Restaurant Industry +US$ 100 B +US$ 50 Fine Dining US $ 64.6 B Full - Service Restaurants 44.7% Restaurant Chains 6% US$ 10 - US $ 50 Full - Service/Casual Dining +US$ 10 QSR US$ $44 B Full - Service Restaurants 44.0% Resta
Slide 11: A Strategically Diversified, Resilient and Adaptable Portfolio
A Strategically Diversified, Resilient and Adaptable Portfolio Designed to serve all Segments of the Population and Day Parts * AB C+ C C- D, E Morning Lunch Afternoon Evening Served by the Informal sector Mitigating the impact of economic downturns by capturing lower - price demand as consumers dow
Slide 12: Significant Potential for Growth in Our Markets
Significant Potential for Growth in Our Markets +8,100 +35% Units by the next decade White Space by Region White Space by Brand Units Units +3,400 25% 17% 11% +47% Mexico 51% 47% 20% 8% +25% South America Full Service 37% 30% 2% +31% Restaurants 17% New Brands +600 new units in Mexico Europe 32% Mex
Slide 13: A Multi-brand Portfolio Strategy Unlocks Economies of Scale
A Multi - brand Portfolio Strategy Unlocks Economies of Scale Cost Variation Below Inflation In Stock Rate - 23 pp - 30 bps 13.3% 11.5% 99.6% 99.5% Global Procurement 6.8% 5.9% 4.2% 5.2% 99.3% 99.3% • Leveraging Alsea’s global volume scale -0.9% -0.7% 2022 2023 2024 2025 2022 2023 2024 2025 Alsea's
Slide 14: Committed to Operational Excellence and Optimizing Portfolio Synergies
Committed to Operational Excellence and Optimizing Portfolio Synergies Global Operational Strategic Leverage Capitalizing Shared Excellence & of Size and Brands Services & Other Efficiency Synergies • Production lines for volume • Improved leverage to negotiate: • Shared leadership & products • Adve
Slide 15: Best-in-Class Store Development Process
Best - in - Class Store Development Process 39 Weeks average from LOI to opening Connected & Experienced Decades of highly developed relationships with retail operators, Design & Construction Time contractors and government Multidisciplinary retail, F&B and real estate team Coffee Shops 21 Committed
Slide 16: Innovation Capabilities Further Enabling Growth
Innovation Capabilities Further Enabling Growth New Audiences & New Product Marketing Strategies Categories & Strategic (Digital Marketing & Alliances to Capture Loyalty Programs) Market Trends 360 ° Ownership Mentality: Innovation New Tech, Back of the People & Service - Oriented House Optimization
Slide 17: Investing in Digitalization to Drive Sales and Improve the Customer Experience
Investing in Digitalization to Drive Sales and Improve the Customer Experience Digitalization 202 5 Improves the Drives Enables customer Sales implementation of Digitalization experience brand innovation Capex Full MXN ~ $ 900 M Starbucks Rewards Customers can A loyalty program (SFE) track orders in
Slide 18: Digitalization and Aggregators Driving Delivery Growth
Digitalization and Aggregators Driving Delivery Growth Delivery Sales* Aggregator growth enables : Sbx , 17% +27 % 2022 - 2025 14.8 • Incremental sales and share Full Service , 14.3 in preferred customer 13% 12.8 channel 12.3 Delivery • Segmented ad and By brand promotional strategies BK , 16% Own d
Slide 19: A More Personalized Omnichannel Experience to Maximize Customer Lifetime Value
A More Personalized Omnichannel Experience Combined with Data Analytics to Maximize Customer Lifetime Value Digital and Costumer Loyalty Analytics New LTV segmentation and personalized experiences Market Research In house Loyalty Program Insightful, centralized customer, brand and competitive Loyalt
Slide 20: Innovation, Digital Transformation and Operational Excellence Resulting in Profitable Growth
Innovation, Digital Transformation and Operational Excellence Resulting in Profitable Growth EBITDA & EBITDA Margin (P ost - IFRS 16) Evolution $18.1 $17.0 $16.2 $14.1 $12.6 $12.3 23.1% 21.7% 21.3% 21.5% 21.4% $6.9 20.4% $6.5 $6.4 $5.2 18.1% $5.4 $4.3 15.2% $2.8 $2.0 13.9% $1.6 13.0% 13.3% 13.7% 13.
Slide 21: Strong Balance Sheet
Strong Balance Sheet Credit Ratings • Moody’s: BA3 International; MXN $5.2billion No near - term fixed Positive Outlook Cash position debt maturities • Fitch: A A - National, BB + International Stable Outlook • Moody’s Local MX: AA - .mx Net Debt / EBITDA National , Stable Outlook MXN $30.8 B 7.6% ~
Slide 22: Consistent Improvements in Efficiency and Productivity are Part of our DNA
Consistent Improvements in Efficiency and Productivity are Part of our DNA G&A as a Percent of Total Sales 6.3% 5.3% ~ 5.0% 2019 202 5 2029 TARGET
Slide 23: Maximizing Long-Term Shareholder Returns Through Disciplined Capital Allocation
Maximizing Long - Term Shareholder Returns Through Disciplined Capital Allocation Strong Shareholder Returns Capital Deployment Priorities 01 Invest in organic growth Excess 02 Reinvest in our business Total Shareholder Return 03 Return Cash to Shareholders Over the Long - Term 04 Strong balance she
Slide 24: Strengthening Corporate Practices to Fulfill our Purpose Sustainably
Strengthening Corporate Practices to Fulfill our Purpose Sustainably Environment Sustainability Pillars 100% renewable energy in our Europe and South America regions and 40% in Mexico Balance Quality of Life Community Rated USD 4.5M social 4.19/5.0 investment focused on by 95% of our access to food,
Slide 25: Thanks
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