Corporate PresentationMay 2015

Forward Looking Statements

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The material that follows presents general background information about Organización Cultiba, S.A.B. de C.V.(“CULTIBA” or the “Company”) as of the date of the presentation. This information consists of publiclyavailable information concerning the Company and the industries in which it participates. It is information insummary form and does not purport to be complete. It is not intended to be relied upon as advice topotential investors and does not form the basis for an informed investment decision.

This presentation includes forward-looking statements. All statements other than statements of historical factincluded in this presentation, including, without limitation, those regarding our prospective resources,contingent resources, financial position, business strategy, management plans and objectives, futureoperations and synergies are forward-looking statements. These forward-looking statements involve knownand unknown risks, uncertainties and other factors, which may cause our actual resources, reserves, results,performance or achievements to be materially different from those expressed or implied by these forward-looking statements. These forward-looking statements are based on numerous assumptions regarding ourpresent and future business operations and strategies and the environment in which we expect to operate inthe future. Forward-looking statements speak only as of the date of this presentation and we expresslydisclaim any obligation or undertaking to release any update of or revisions to any forward-lookingstatements in this presentation, any change in our expectations or any change in events, conditions orcircumstances on which these forward-looking statements are based.

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Our Company

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Organización Cultiba, S.A.B. de C.V. (“Cultiba”) is a holding company with a majority interest in GEPP;one of Mexico’s largest bottlers of soft drinks and jug water, and the exclusive bottler of PepsiCobeverage products in Mexico. As a holding company Cultiba also owns and operates GAM sugarmills; located in the western region of Mexico. The Company is listed on the Bolsa Mexicana deValores, where it trades under the symbol CULTIBA.

GEPP commercializes carbonated, non-carbonated soft drinks, and jug water underits own brands as well as third party brands. GEPP is the exclusive bottler ofPepsiCo’s brands in Mexico, it owns 43 bottling facilities and is the only Mexicanbottler with nationwide distribution. GEPP produces, sells, and distributes aninclusive portfolio of non-alcoholic drinks; comprising: sodas, juices, bottled water,iced tea, flavored water, and isotonic drinks. Within the water segment, GEPP alsocommercializes 10.1 and 20 liter jugs via Direct-to-Home delivery.

GAM is the third largest private sugar producer in Mexico. It operates and owns100% of three sugar mills in the country; located in Jalisco (Tala), Michoacan(Lazaro Cardenas), and Sinaloa (El Dorado). It also owns 49% of Benito Juarez Mill(located in Tabasco). GAM Mills have a combined crushing capacity of ~36,000sugar cane tons per day; its main clients are Industrial manufacturers in Mexico –with strong focus on PepsiCo affiliates (including GEPP). GAM also exports sugar toclients in the US.

2013: EquityOffering(Follow on)

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1978

2012

1990

2000

2010

1980

Company trajectory focused on corebusiness sustainability and value creation

Established in 1978as InmobiliariaTrieme

1987: InmobiliariaTrieme & GEUSAMerge

1989: GAM isestablished

1993-2000: GeographicAcquisitions: South &Garci Crespo, Metro,Southeast, and North;Chihuahua & EMVASAterritories

1992: GEUSA & PepsiCostart Méxicorelationship

2004-2006: GEUSAacquires BRET anddistribution rights inChiapas and Oaxaca

2008: 51% of BenitoJuarez Sugar Mill sold toINCAUCA

2010: GEUSAmerges intoGEUPEC

2011: PBC merges

with Gatorade

GEPP is established

GAM merges withCONASA

CONASA

2013:Local DebtCertificatesPlacement

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Corporate structure supports an integratedbusiness model

100%

20%29% 51%

L. CárdenasSugar Mill

ElDoradoSugar Mill

TalaSugar Mill

Benito JuarezSugar Mill

Beverages Sugar

100%

100% 100% 100% 49%

51%

100%

SteviaHoldings

Beverages$31.293%

Sugar$2.37%

2013 Revenue by segment(Ps$ Million)

TalaElectric

PolmexHolding S.L.

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A unique beverageoperation withnationwide presence

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From a regional bottler to a leading beveragescompany with nationwide distribution

Note: 2011 includes only 3 months of volume sales from PBC and Grupo Gatorade MexicoSource: CULTIBA & GEPP Management, financial and operating information 2011– 2014

2011* 20132012

849

1,560 1,607 1,614

CONASA

2014

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Extensive national network: competitive advantagethat enables greater market penetration

Notes: 1Production lines include soft drinks and jug water. 2from which ~80% are households. Source: CULTIBA & GEPP Management, operating information 2010 – 2014

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Proven capabilities tocapture efficienciesthrough an integratedbusiness model

Three partners with complementary strengths andproven capabilities

1010

Operational expertise in the Foodand Beverage industries

o Portfolio development

o Differentiated GTM2 models

o Proven Pepsi-Cola LatinAmerica experience

Deep market knowledge

1st PepsiCo JV outside the USmarket

Water jugs (5 gal) DTH GTM(1)

Strong nationwide distributionnetworks:Retail + Direct-to-Home

Gatorade portfolio

Strong / leading brands

Product innovation

Shared procurement

Investment commitment(1)Direct-to-Home Strategy (“DTH”), (2) Go-to-market (“GTM”)

PolmexHolding S.L.

Procurement SupplyChain

Organization

AdditionalSynergiesfound in

execution

Reduce transportation costs Optimize manufacturing and

distribution footprint Incorporate strong brands

logistics into GEPP’s nationalnetwork

Eliminate duplicities/redefine roles

Standardize human capitalratios

Integrate IT

Business strategy leverages nationwideinfrastructure for growth while capturing synergies

Leverage scale (key rawmaterials and other goodsand services)

Integration stagesuccessfully executed

after 2 years of

operation

Leverage vertical integration Process optimization

By year-end 2013 Cultiba’s beverages division had realized 100% of Ps. 900 million in identified synergiesand since 2014 it has continued to identify operating efficiencies to strengthen its cost structure

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Integration Synergies / Efficiencies

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Fullbeverageportfolio ofstrong andleadingbrands

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Brand architecture targets an inclusive andcompetitive beverage portfolio

Colas Multi-flavorsCore flavorsCarbonated

RTD Tea

Non-carbonatedSports drinks Bottled water

5-gallon Jug

From 49 to 22beverage brands;focus in core /strongest brands

Portfolio of GEPP-owned andfranchised brands

(PepsiCo, Fruco, Jumex,Lipton Intl, and Dr.Pepper Snapple GroupMexico)

Juice drinks

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Diverse leading brands with national reach

Franchised(Fruco)

Franchised(PepsiCo)

Franchised(Jumex)

Proprietary(GEPP)

Franchised(PepsiCo)

Innovationplans with

local appeal

A singlenational brand

for multi-flavor CSDs

Distributionreach towards

TraditionalChannels

Juice drinkscategory

consolidation

A singlenational brand

for bottledwater

“Multi-franchise” approach seeks to develop local brands nationally

CSDs NCBs

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AttractiveMarket

(millions of 8 oz. cases)

Source: Canadean as of December 2012. Euromonitor as of December 2012; GEPP operating data 2011 – 2014Note: 1 Includes Carbonated Soft Drinks, non-Carbonated Beverages, Water (less than 5 lt. presentations), Flavored Water

Sizeable beverage market

’09-’12 ’12-’16

2.3%

5.0%

2.3%

1.1%

3.7%

1.1%

CAGR

2.7% 1.6%

8,075 8,2098,648 8,737

9,295

38%

8%

45%

9% 4.5% 4.1%

LRBs market evolution

+US$32bn

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2009 2010 2011 2012 2016E

CSDs NCBs BW 5-gallon jug

47% 47%47% 46%

45%

9%

7% 7% 8% 9%8%

7% 7% 8% 8%

38%

39% 39%39% 38%

(million eight-ounce cases)

Cultiba Beverages Division Volume

356.7

793.1 806.9 810

491.8

766.6 800.6 804

2011 2012 2013 2014

Bottledbeverages1

Jug Water

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Verticalintegrationprovides anaturalhedge

Integration at the basis of a competitive andsustainable cost structure

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• Sources 100% of sugar needs in beverages• Provides competitive cost advantage• Brings natural hedge to commodity price exposure• Sugar business also vertically integrated into sugarcane

• Sources 100% of sugar needs in beverages• Provides competitive cost advantage• Brings natural hedge to commodity price exposure• Sugar business also vertically integrated into sugarcane

GAM Sugar

• Energy co-generation investments within sugar mills• 25MW proprietary plant within Tala Mill – Phase 1 operating at

30% capacity; evaluating capacity increase for 2016-2017• Continued co-generation projects envisioned for future

years

• Energy co-generation investments within sugar mills• 25MW proprietary plant within Tala Mill – Phase 1 operating at

30% capacity; evaluating capacity increase for 2016-2017• Continued co-generation projects envisioned for future

years

GAM Energy

• 2 proprietary plastic production plants• Sources ~70% of PET preforms and ~90% of PET caps• 2 proprietary plastic production plants• Sources ~70% of PET preforms and ~90% of PET caps

GEPP Plastic

Source: CULTIBA, GAM, and GEPP Management

Advantageous market and geographic location inthe sugar business

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Unique business fundamentalsAdvantageous geographic location

Port / point of entryMajor Cities

Road routeShip route

GAM sugar MillsRail route

Tala Guadalajara

Manzanillo

New Orleans

Coatzacoalcos

Benito JuarezDos Bocas

Houston

Nogales

Laredo

El Paso

Mexico City

US Market: 10.5mm TonLong Beach

El Dorado

Lazaro Cardenas

Sinaloa

Corpus Christi

Focused on the North American industrialmarket where the PepsiCo system consumes~60-70% of GAM's production1. Our millshave an advantageous geographic positionto serve this market

Mirrors integration into sugar productionseen with our main competitors in Mexico aswell as in beverage systems in othercountries. Provides wider, more stablemargins and eliminates price volatility

Integration represents approximately 20% ofthe beverage business cost structure. Inaddition, GAM has started to deliverelectricity to GEPP's plants

Well run and highly profitable businessintegrated into sugarcane production (+11%today and further increases expected by2017) and diversified into electricitycogeneration

Growth business plan fully funded with cashflows from operations positions GAM as aregional low cost producerNote: 1Considering both PepsiCo’s beverages and food division

Source: CULTIBA and GAM Management

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FinancialHighlights

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*On May 1, 2011, GAM and CONASA were merged into GEUPEC (today CULTIBA) and on September 30, 2011, CULTIBA completed the acquisition of PBC and Gatorade. Therefore, 2011results include only one quarter of the consolidated company. 4Q11 is first fully comparable quarter. **Consolidated figures (sugar + beverages)1Revenues for 2014 onwards are presented net of excise tax (1 peso per liter effective January 1st 2013)2EBITDA = net income + depreciation & amortization + net financing cost + provision for taxes.32013 EBITDA does not include adjustment for non-recurring expenses related to savings program (Ps. 3,018 million EBITDA and 9.0% EBITDA margin after adjustment)42014 EBITDA does not include adjustment for non-recurring expenses related to savings program; adjusting for those expenses EBITDA was Ps. 2,970 million in 2014 (8.7% margin)52014 Net Income adjusted for non-cash expense of Ps.1,600 million related to reduction of sugar assets. Adjusted for such impact 2014 net loss was Ps. -1,845 million

-573

649

204

-2452011* 2012 2013 2014

599

2,3932,917

2,573

386 630

2011* 2012 2013 2014 3M14 3M15

Sustained growth in revenue and margins…

Revenue1

(Ps$ million)

14,979

31,986 33,453 34,333

7,603 7,834

2011* 2012 2013 2014 3M14 3M15

EBITDA1 margin(%)

4.0%

7.5%8.7%

7.5%

2011* 2012 2013 2014

EBITDA2

(Ps$ million)

Net income(Ps$ million)

3

4

3

4

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*On May 1, 2011, GAM and CONASA were merged into GEUPEC (today CULTIBA) and on September 30, 2011, CULTIBA completed the acquisition of PBC and Gatorade.Therefore, 2011 results include only one quarter of the consolidated company. 4Q11 is first fully comparable quarter.

85

520 589

1,083

396273

2010 2011* 2012 2013 2014 3M15

3,530

15,195 15,84218,870

16,664 16,473

2010 2011* 2012 2013 2014 3M15

5,4436,075 6,302

4,351 4,222

2011* 2012 2013 2014 3M15

29,024 29,546

31,884

28,765 28,398

2011* 2012 2013 2014 3M15

… while keeping a solid balance sheet

Total assets(Ps$ million)

Net debt(Ps$ million)

Cash & equivalents(Ps$ million)

Equity(Ps$ million)

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Why Cultiba?

Investment highlights

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A unique beverage operation with nationwide presence1

Integrated business model with proven capabilities to capture efficiencies and margins2

Full beverage portfolio of strong and leading brands3

Significant opportunities for growth in an attractive market4

Vertical integration provides a natural hedge to commodity price exposure5

Cultiba (Mexico City):Diana Gonzalez Flores, IROdgonzalez@gamsa.com.mx+52-55- 5201-1947

INVESTORCONTACT

www.cultiba.mx

Thank you

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