#1CCU Corporate Presentation Investor Relations Fourth Quarter 2020 ROYAL GUARD ROYAL GUARD ROYAL CUARD ps psi psi Depsi 350 Mistral CRISTAL JUNTEMONOS OH 473- 471 hneider CRISTAL BALT CRISTAL JUNTEMONOS TAKAPACA CANTILLES CRISTAL JUNTEMONOS#22 1 CCU OVERVIEW CCU Disclaimer Statements made in this presentation relate to CCU's future performance or financial results are "forward- looking statements" within the meaning of Section 27A of the U.S. Securities Act of 1933, as amended, which are not statements of fact and involve uncertainties that could cause actual performance or results to materially differ. Forward looking statements include, without limitation, any statement that may predict, forecast, indicate or imply future results, performance or achievements, and may contain words like "believe," "anticipate," "expect," "envisages," "will likely result," or any other words or phrases of similar meaning. Our forward-looking statements are not guarantees of future performance, and our actual results or other developments may differ materially from the expectations expressed in the forward-looking statements. As for forward-looking statements that relate to future financial results and other projections, actual results will be different due to the inherent uncertainty of estimates, forecasts and projections. Because of these risks and uncertainties, potential investors should not rely on these forward-looking statements. Our independent public accountants have not examined or compiled the forward-looking statements and, accordingly, do not provide any assurance with respect to such statements. No representation or warranty, express or implied, is or will be made or given by us or any of our affiliates or directors or any other person as to the accuracy or completeness of the information or opinions contained in this presentation and no responsibility or liability is or will be accepted for any such information or opinions. Although we believe that these forward-looking statements and the information in this presentation are based upon reasonable assumptions and expectations, we cannot assure you that such expectations will prove to have been correct. The forward-looking statements represent CCU's views as of the date of this presentation and should not be relied upon as representing our views as of any date subsequent to the date of this presentation as we undertake no obligation to update any of these statements. Listeners are cautioned not to place undue reliance on these forward- looking statements as such statements and information involve known and unknown risks. These statements should be considered in conjunction with the additional information about risk and uncertainties set forth in CCU'S SEC filings: Prospectus supplements dated September 16, 2013 and September 13, 2013 and the accompanying Prospectus dated August 15, 2013; CCU's annual report filed with the Chilean Comisión para el Mercado Financiero (CMF) and in CCU's 20-F for the year ended December 31, 2019, filed with the U.S. Securities and Exchange Commission (SEC). This presentation and its contents are proprietary information and may not be reproduced or otherwise disseminated in whole or in part without our prior written consent. Recipients of this presentation are not to construe the contents of this summary as legal, tax or investment advice and recipients should consult their own advisors in this regard.#3CCU 1 CCU OVERVIEW 3 2 M Market overview 13 Performance overview 16#4733 Ownership structure (1) 1 CCU OVERVIEW CCU + QUINENCO S.A. Quiñenco 50.0% IRSA (2) 60.0% 'HEINEKEN Heineken 50.0% NYSE ADR 20.6% CCU Market Capitalization (4) = B USD 2.7 BOLS A SANTIAGO. Local (3) 19.4% (1) Figures as of December 31st, 2020. Number of shares 369,502,872; (2) Inversiones y Rentas S.A. (IRSA) owns directly 53.2% of CCU's equity and 6.8% through Inversiones IRSA LTDA, a 99.9% owned vehicle; (3) In Chile CCU's shares are traded on the Santiago Stock Exchange and the Chile Electronic Stock Exchange; (4) Market capitalization of CCU as of December 31st, 2020.#51 CCU OVERVIEW CCU Regional multicategory beverages player Contribution by Operating segment (As of December 31st, 2020)(1) Total Chile International Business Colombia (5) Categories 5 Geographies 6 Wine Other(2) Volume mln HL Chile 30.7 20.5 8.8 1.5 (0.1) Beer Net Sales USD mln 2,345 1,569 508 297 (29) Non Alcoholic Spirits EBITDA (4) JVs and Associated Beer Malt USD mln 374 309 31 54 (20) Bolivia EBITDA margin(4) 16.0% 19.7% 6.0% 18.3% Wine Paraguay Employees 9,051 4,770 2,583 1,280 418 Wine & Sparkling Wine Chile Chile (3) 67% Chile (3) 67% Chile (3) 83% Volume Wine 5% Net Sales Wine 13% EBITDA (4) Wine 15% Wine export to 80 countries Uruguay International Business Beer Argentina Non Alcoholic Spirits Cider Malt 5 International Business 29% International Business 29% International Business 8% (1) Average of period exchange rate for 2020: CLP 792.2/USD (Source: Central Bank of Chile); (2) Considered as Others/Eliminations in CCU's financial releases. Includes Corporate Functions, Centers of Excellence, Shared Services across all Operating segments; (3) Includes Other; (4) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation and Amortization) used in the 20-F form; (5) Beer and Malt 50/50 Joint Venture with Postobón in Colombia.#66 1 CCU OVERVIEW CCU Chile LACER Leader with strong brands & long term alliances ☐ Beer Core Categories Synergic Categories TOTAL 2019 Market ☐☐ Non Alcoholic Wine, Spirits and Cider Share(1) 28.1% Proprietary Brands (2) 70.9% AUSTRAL Beineker EN OR A kunstmon peria nel Wine International Business LAGER CRISTAL CRISTAL kunstmon ROYAL Heineken GUARD CERO 473-> IPA Bilz pap pepsi pepsi ANANTIAL cachantur Carbonated Soft Drinks Water Functional & Juices Pisco Rum Other Spirits Pulp Néctar Miller AMSTEL Imperial SAJURIA DATIVA GENUINE Varange Cordillera Nix PORT Watts NARANJA Domestic Chile Carbonated Soft Drinks Water Domestic Argentina SIERRA MOREN ABSOLUT VODKA 43.8% (3) 64.2% Havana Mistral CHINAS REGAL Club 07 16.7% (4) 81.4% Real 1888 Functional & Juices Ciders Export ALTAIR 1865 CABO Gato Gato G (1) Weighted average volume market share. Source: Nielsen for Chile and Domestic Wine, internal estimates for beer industry data for Argentina, ID Retail for Uruguay, CCR for Paraguay, CiesMori for Bolivia, and Viñas de Chile for Export Wine. Annually updated and weighted by internal market size estimates; market size estimates annually updated. Last update December 2019; (2) Proportion of CCU volumes related to proprietary brands; (3) Excludes Home Office Delivery (HOD) and powder juices; (4) Includes Beer in Argentina; CSD, Beer, Juices, Mineral Water and Flavoured Water in Uruguay; CSD, Beer, Juices, Mineral Water in Paraguay; CSD, Beer, CSD and Malt in Bolivia; (5) Domestic and export wines from Chile. Excludes bulk wine. 17.7% (5) 100% Negro#71 CCU OVERVIEW CCU Main joint ventures in new markets Joint Venture in Colombia Postobón S.A Strategic Partner 50.0% CENTRAL CERVECERA DE COLOMBIA CCU 227 CENTRAL CERVECERA DE COLOMBIA Heineken SOF A CATE TECATE CORDILLERAS CORDILLERAS CORDILLERAS MADINA ANDINA ANDINA 2014 2015 2016 2017 2018 2019 50.0% Started the JV Selling and distributing imported premium beer brands Acquisition of "Artesana Beer Company S.A." Beginning the construction of the brewery of 3 m In HL Volume (Th HL) NATU NATU Malta ANDINA ANDINA LIGHT Miller lite Launched Andina, our local mainstream beer brand Launched Natumalta, a malt based non-alcoholic beverage Launched Andina Light Local production of premium beer brands 507 379 233 60 1,240 1,502 7 2015 2016 2017 2018 2019 2020 2020#88 00 CCU OVERVIEW L CCU Multicategory scale in manufacturing, sales and logistics Chile International Business Wine(4) Colombia Total (9) (明日) Number of Plants (1) 4 Beer (8) 7 Non Alcoholic 5 Spirits 3 Beer Distribution centers (2) 29 29 Sales by channel Points Direct of sale Sales force Retail Supermarket Indirect 112,009(3) 48% 34% 18% 995 24,200 Households ("La Barra" E-Commerce) 6 190,826(5) 12% 19% 69% 160 2 Cider 1 Non Alcoholic 1 17,940(5) 0% 14% 86% 1 1 Beer 4 30,683(5) 68% 22% 9% 165 1 Non Alcoholic 1 Beer 2 40,522(3) 49% 4% 47% 143 1 Non Alcoholic 5 Production 29(6) 33,732(4) 33% 39% 28% (4) 74(4) 2 Storage 1 Beer/Malt 70(7) 356,178(7) 76% 17% 7% 2,075(7) 32 Plants 112 748,158 (10) 40% 29% 31% 3,613 (1) Main production facilities; (2) Owned plus long-term rent; (3) Points of sale related to direct sales only. For Chile, including Comercial Patagona, excluding Manantial; (4) Related to the domestic wine business only; (5) Related to both direct and indirect sales; (6) Through the Chile Operating segment network; (7) Joint distribution through the Postobón network. Includes Central Cervecera de Colombia sales force and Postobón shared sales force; (8) Mixed plant in Temuco included in Beer and Non Alcoholic; (9) Considers the Total Consolidated CCU plus Joint Venture in Colombia; (10) Points of sale of Wines are contained in Chile and does not consider online sales through our e-commerce platform.#96 1 CCU OVERVIEW CCU ૐ Business model combines focus and synergies Chile International Business Wine Colombia Corporate functions Centers of excellence (1) Shared services Production Marketing Sales Logistics SYNERGIES SYNERGIES SYNERGIES FOCUS BY CATEGORY FOCUS BY CATEGORY MULTICATEGORY SYNERGIES BY COUNTRY MULTICATEGORY SYNERGIES BY COUNTRY (1) Includes Commercial, Industrial and Planning & Logistics. The Centers of excellence aim to implement the best practices and seek for efficiencies across the Company's main functions.#10223 CCU Focus on profitable and sustainable growth M Economic CAGR '02-'20(1) 6.3% + Volume Covid-19 Initiatives T Social Comprometidas con #UnMejorVivir + 9.8% Net Sales Environmental education Responsible consumption ALCOHOL A MENORES #AQUINO SUMATE PROGRAMA Educar Familia RESPONSABLE DE MI FAMILIA RECICLA EN AMOBILZYAP PROGRAMA (DUCATIVO ECONSCIENTES 1 CCU OVERVIEW FUNDACIÓN EMILIA SILVA FIGUEROA Plan 2020(4) 2010 2020 Target 2020 JESAFIO 2040 CHILE Sin BASURA 7.5% + EBITDA (2) Culture and Sports BECA CCU SED ESTÁ INTA ARTE CCU 2019 EN EL ARTE SALA DE ARTE CCU Virtual ABA CUCCIC ARGENTINA CHILE Plan 2030(5) 67% 8.5% Net Income Organizational climate 87% 86% 85% 76% 74% 2002 2016 2017 2018 2019 2020 CO₂ 8.81 5.66 7.05 (KG/HL) CO2 1 CO₂ (KG/HL) -50% 4 Use 75% of renewable energy Environmental Vision Water Water Consumption 5.19 2.67 3.48 Consumption -60% Use a 100% reusable, recyclable 2 5 (H20/ HL Prod) (H20/HL Prod) or compostable packaging Industrial Waste 91.7 99.4 100 (% Valorization) 10 Aim for our packaging to be made on average of 50% recycled material (1) Heineken joined CCU in 2003; (2) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation and Amortization) used in the 20-F form; (3) Starting 2018, CCU began applying a new methodology to measure Organizational climate. Excluding the effect from this new methodology, Organizational climate improved by 1%; (4) Includes operations in Chile and Argentina, including domestic wine; Baseline targets are 2010 figures; (5) Includes all our operations. Baseline targets are 2010 figures. 3 Industrial Waste 100% 6 (% Valorization)#111 CCU OVERVIEW CCU Focus on profitable and sustainable growth (Covid-19 Initiatives) During the pandemic we have focused on three priorities: The health & safety of our people and the community we interact with Operation continuity Financial health reu Comprometidos con #UnMejorVivir ALCOHOL CCU Disinfectant alcohol from the distillation process of pisco Hand sanitizer from the dealcoholization process of non-alcoholic beers "Almacén seguro" Self protection equipment VSPT PCR equipment CCU Product Donation of food baskets Face shields made using PET pre-form 11 Humanitarian flight to repatriate Chilean and Colombian citizens Support to health staff with our products Viña San Pedro Tarapacá contribution to street sanitation Yo invito. UNA CERVEZA X NUESTROS BARES ASIA Escudo TU MESA CCU Supporting Bars and Restaurants Safe reopening of Bars and Restaurants Multiple donations in different countries DOD Safety measures at workplaces Digital collaborative tools/Teleworks Corporate local bonds Local bonds for CLP 186,527 million, with an average real interest rate of 0.88%#1212 1 CCU OVERVIEW CCU Proven track record for inorganic growth and alliances Over the last 25 years successfully executing strategic M&A transactions (1) Diversification from a Beer based company into a multi-category branded beverage company 1994 SAN PEDRO Entered in the wine business 2006 WINE OF CHILE Watts JV with Watt's S.A pepsi Started producing PepsiCo brands under license Nestle 2007 Pure Life Agreement with Nestlé Waters S.A. 2013 2014 1995 Salta Entered the Argentine beer market 2008 ...das gute Bier brewery 2000 CERVEZA AUSTRAL PATAGONIA CERVEZA CCU acquired 50% of Cervecería Austral 2002 kunstmann. Acquisition of 50% of Kunstmann Imperial Expansion of the beer business in Argentina by the acquisition of ICSA vspt.wine.group Merger of Viña San Pedro & Viña Tarapacá 2016 2010 LA VICTORIA Entered the Cider category in Argentina 1888 Real 2018 2003 Heineken Heineken became part of CCU's property 2011 Pernod Ricard Pernod Ricard distribution 2019 PISQUERA 2005 DE CHILE SA CCU-CONTROL CCU created Compañía Pisquera de Chile S.A. MANANTIAL. 2012 es vida Acquisition of brands in Uruguay and 51% of Manantial S.A. (HOD) BEBIDAS DEL PARAGUAY SA CENTRAL CERVECERA OF COLOMBIA BBO SEAS BES Acquisition of brands in Paraguay and executed a capital increase of CLP 332 billions Acquisition of brands in Bolivia and started JV in Colombia Watts VIVO SPRIM Vivo Budweiser Agreement to expand the brand Watt's in the region Entered to Ready to mix category with powder juice Deal between CCU Argentina & ABI ....G GRAFFIGNA Andina and Natumalta were launched in Colombia. Acquisition of Bodega ANDINA San Juan in Argentina Investment criteria for inorganic growth Projects with high potential profitability in the medium run, with a possible limited dilutive short term effect; Projects that enable us to buy or potentially build relevant and large scale operations; Projects that enable us to keep developing multi-category; Projects with proprietary brands and/or long term license agreements with strategic partners; Projects that provide us competitive balance. (1) Some transactions occurred during more than one year, but they are presented as if they were executed in the first year.#1313 CCU 1 CCU OVERVIEW Strategic plan 2019 - 2021 focused on our six strategic objectives (SO) SO#1 PROFITABLE GROWTH Grow profitably in all our categories and businesses. SO#6 OUR PLANET Execute our 2020 Environmental Vision, and will set the goals for our 2030 Environmental Vision. CO₂e SO #5 OUR PEOPLE Integral development of our people at a Regional scale, encouraging leadership, promoting diversity, inclusion, and safety. SO#2 OUR BRANDS Build brand equity by constructing winning portfolios, permanently adapting to new trends, giving brands a social purpose, and focusing on the point of sales and quality. CCU 2019-2021 STRATEGIC PLAN SO#3 INNOVATION Innovate to expand the categories in which we participate, to improve processes and find disruptive ways to do our business. SO#4 EXCCELENCIA CCU Best practices to capture efficiencies and fostering culture of excellence, through our 3 Centers of Excellence and 9 Shared Services.#14CCU 2 M CCU overview MARKET OVERVIEW Performance overview M 13 16#152 MARKET OVERVIEW CCU Presence in highly attractive and growing categories RTD Liters per capita in 2019(1) Chile Argentina Bolivia Colombia Paraguay Uruguay USA Beer 46 45 31 49 46 31 69 Carbonated Soft Drinks 116 91 93 56 82 101 124 Juices and Nectar 22 6 13 10 11 10 37 Water(2) 40 99 20 26 51 144 166 Functional Drinks (3) 5 2 1 4 1 2 50 Spirits (4) 4 4 2 3 1 3 6 Cider Wine(5) Milk (6) TOTAL 0 2 0 0 1 1 1 13 20 1 2 8 18 11 33 54 44 53 49 60 59 279 323 205 203 250 370 523 18.7 44.9 11.4 50.4 7.2 3.5 331.9 Population (7) (Millions) CAGR 2009-19: RTD Liters per Capita Growth (1) 1.4% (1.8)% 1.7% 1.6% 2.5% 3.7% 0.4% Population Growth (7) 1.0% 1.1% 1.5% 1.1% 1.5% 0.4% 0.8% GDP Growth (8) 3.5% 1.2% 4.8% 3.7% 4.5% 3.1% 2.3% 15 (1) Source: Global Data Quarterly Beverage Forecast and internal estimates. Annually updated. Figures have been rounded; (2) Includes Packaged Water, HOD, Flavored Water and Enhanced Water; (3) Includes Iced Tea, Iced Coffee, Sport Drinks and Energy Drinks; (4) Includes all Spirits as Global Data definition; (5) Includes sparkling wine; (6) Includes only white and flavored liquid milk; (7) Source: Global Data Quarterly Beverage Forecast; (8) GDP growth at constant prices. Source: FMI as of March 2020.#1616 2 MARKET OVERVIEW CCU Strong market position in fast growing segments Categories Chile Beer Carbonated Softdrinks Juices / Nectar Water(3) Spirits (4) Industry per capita CAGR 09-19 (1) 2.3% CCU's Market Position (#1/#2/#3)(2) #1 (0.4)% #2 3.3% #1 6.3% #1 Functional Drinks 17.4% #1 (0.6)% #1 Wine(5) (0.9)% #2 Powder Juices (2.9)% #2 Beer 0.2% #2 Argentina Cider (2.2)% #1 Wine(5) (3.0)% Beer 1.4% #2 Carbonated Softdrinks 0.1% #3 Uruguay Juices / Nectar 5.9% Water(3) 9.0% #2 Beer 0.6% Carbonated Softdrinks 0.7% Paraguay Juices / Nectar 9.4% Water(3) 7.2% Bolivia Beer (2.2)% 1.8% 悲悲 #1 #2 #3 Colombia Carbonated Softdrinks Water(3) Beer 10.7% 1.3% (1) Source: Global Data Beverage Forecast and internal estimates; Annually updated. Figures have been rounded; (2) Volume market share; (3) Includes HOD, Flavored Water, Enhanced Water and Packaged water (4) Includes all Spirits; (5) Includes sparkling wine. #2#17CCU CCU overview M 2 Market overview 13 3 PERFORMANCE OVERVIEW 16#18PERFORMANCE OVERVIEW M CCU Long-term performance: proven track record Consolidated (1) 2002 CAGR (2) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 02-20 Volume (mln HL) 10.2 11.1 11.4 12.3 13.4 14.2 15.7 16.3 17.3 18.4 19.9 21.9 22.9 23.9 24.8 26.0 28.5 30.0 30.7 6.3% Net Sales 346 384 421 492 546 628 710 777 838 970 1,076 1,197 1,298 1,498 1,559 1,698 1,783 1,823 1,858 9.8% EBITDA (3) 00 80 86 99 108 122 147 164 182 207 241 236 253 249 287 284 327 353 336 296 7.5% EBITDA Margin Net Income (4) 22 54 45 48 56 79 90 128 111 123 114 123 120 121 118 130 149 130 96 8.5% EPS (6) 23.2% 22.5% 23.4% 21.9% 22.3% 23.4% 23.1% 23.4% 24.7% 24.8% 21.9% 21.1% 19.1% 19.1% 18.2% 19.3% 19.8% 18.4% 16,0% Total Market Share(5) 21.5% 22.2% 22.1% 22.2% 22.4% 22.5% 23.3% 23.6% 23.7% 24.1% 24.2% 25.8% 26.8% 27.6% 28.1% 28.1% 27.2% 28.1% 69.3 169.8 142.5 151.3 175.2 248.7 283.8 401.9 347.6 385.6 359.2 370.7 323.6 326.9 320.6 350.8 830.6 352.2 260,2 18 (1) Figures of 2002-2008 under Chilean GAAP. In CLP Billions as of December of each year. Figures of 2009-2019 under IFRS, figures in nominal CLP billions; (2) Average inflation for the period based on UF variation: 3.2% (www.bcentral.cl); (3) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation & Amortization) used in the Form 20-F; (4) Net Income attributable to Equity holders of the parent; (5) Please refer to page 6 notes. Figure of 2018 includes our operation in Bolivia (29.4% when excluded); (6) In CLP; (7) 2018 Net Sales, EBITDA, EBITDA Margin and Net Income exclude the gain from the CCU-ABI transaction.#19CCU Mid-term performance: shows growing results and margin expansion, despite negative external effects Volume (mln HL) Revenues (bln CLP) 28.5 30.0 30.7 24.8 26.0 22.9 23.9 1,783 1,823 1,858 1,698 1,559 1,498 1,298 2014-2020 mln CLP PERFORMANCE OVERVIEW EBITDA 2014 (1) 229,646 2014(1) 2015 2016 2017 2018 (4) 2019 2020 2014(1) 2015 2016 2017 2018 (4) 2019 2020 External Effects (2) (144,875) EBITDA (bln CLP)(3) EBITDA Margin (3) 19.8% 353.2 19.3% 19.1% 335.8 327.1 286.5 284.2 296.4 18.2% 17.7% M 229.6 Business Growth (volume, price and efficiencies - ExCCelencia CCU) 210,988 18.4% 16.0% EBITDA 2020 296,405 2014(1) 2015 2016 2017 2018 (4) 2019 2020 2014(1) 2015 2016 2017 2018 (4) 2019 2020 19 (1) Excludes the one-time effect compensation of CLP 18,882 million at EBITDA level received by our Argentine subsidiary CICSA during 2Q14 for the termination of the contract which allowed us to import and distribute on an exclusive basis Corona and Negra Modelo beers in Argentina and to produce and distribute Budweiser beer in Uruguay; (2) Includes estimated exchange rate and raw material cost effect; (3) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation & Amortization) used in the Form 20-F; (4) Excludes the gain from the CCU-ABI transaction.#2020 PERFORMANCE OVERVIEW ૐ CCU Short-term performance: Consolidated quarterly results Consolidated (mIn CLP) 4Q20 4Q19 A% YTD 2020 YTD 2019 A% Volume (Th HL) Net Sales EBIT(1) EBITDA (2) 10,148 9,178 10.6% 30,693 30,032 2.2% 599,629 578,072 3.7% 1,857,594 1,822,541 1.9% 99,356 92,289 7.7% 186,591 230,808 (19.2)% 126,535 119,765 5.7% 296,405 335,829 (11.7)% EBITDA margin (2) 21.1% 20.7% 38 bps 16.0% 18.4% (247) bps M Net Income 55,043 54,959 0.2% 96,152 130,142 (26.1)% (1) EBIT, also referred to as Adjusted Operating Result, is defined as Net Income before other gains (losses), net financial expense, equity and income of joint ventures, foreign currency exchange differences, result as per adjustment units and income taxes; (2) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation & Amortization) used in the Form 20-F.#21PERFORMANCE OVERVIEW Wine International Business Chile M CCU Short-term performance: Quarterly results per operating segment Operating segments 4Q20 4Q19 A% YTD 2020 YTD 2019 A% (mln CLP) Volume (Th HL) 6,712 6,009 11.7% 20,484 19,802 3.4% Net Sales EBIT(1) 418,555 349,388 19.8% 1,242,763 1,164,304 6.7% 82,257 70,201 17.2% 174,662 200,429 (12.9)% EBITDA(2) 101,387 87,322 16.1% 244,768 266,731 (8.2)% EBITDA margin (2) 24.2% 25.0% (77) bps 19.7% 22.9% (321) bps Volume (Th HL) 3,084 2,848 8.3% 8,784 8,899 (1.3)% Net Sales 128,012 178,586 (28.3)% 402,829 464,487 (13.3)% EBIT(1) 19,124 20,456 (6.5)% (1,351) 19,653 (106.9)% EBITDA (2) 23,635 28,687 (17.6)% 24,201 46,730 (48.2)% EBITDA margin(2) 18.5% 16.1% 240 bps 6.0% 10.1% (405) bps Volume (Th HL) 382 344 10.9% 1,538 1,395 10.2% Net Sales 58,429 55,896 4.5% 235,210 212,322 10.8% EBIT(1) 5,544 10,737 (48.4)% 31,529 28,477 10.7% EBITDA (2) EBITDA margin (2) 8,477 14.5% 13,364 23.9% (36.6)% 43,105 38,303 12.5% (940) bps 18.3% 18.0% 29 bps 21 (1) EBIT, also referred to as Adjusted Operating Result, is defined as Net Income before other gains (losses), net financial expense, equity and income of joint ventures, foreign currency exchange differences, result as per adjustment units and income taxes; (2) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation & Amortization) used in the Form 20-F.#22PERFORMANCE OVERVIEW CCU Balance sheet: Strong figures and healthy financial ratios Assets (mln CLP) Cash and cash equivalents Other current assets As of Dec 31st, 2020 As of Dec 31st, 2019 Liabilities and Equity (mln CLP) As of Dec 31st, 2020 As of Dec 31st, 2019 396,389 196,369 Financial debt 514,141 330,155 563,617 592,913 Other liabilities 602,377 580,608 Total current assets 960,006 789,282 Total liabilities 1,116,518 910,763 Property, plant and equipment 1,082,516 1,071,730 Net equity (shareholders) 1,296,574 1,328,054 Other non current assets 482,815 492,679 Minority interest 112,244 114,873 Total non current assets 1,565,330 1,564,409 Total equity 1,408,819 1,442,927 Total assets 2,525,337 2,353,691 Total liabilities and equity 2,525,337 2,353,691 M Financial ratios Interest coverage (>3.0)(1) Debt to equity ratio (<1.5)(²) As of Dec 31st, 2020 As of Dec 31st, 2019 Credit ratings 9.92 0.79 12.11 Shares 0.63 Bonds Solvency Net financial debt / EBITDA (3) 0.40 0.40 Financial debt / capitalization (4) 0.27 0.19 Outlook 22 22 Fitch ICR Level 1 Level 1 AA+ AA+ AA+ AA+ Stable Stable (1) Financial covenant as EBITDA / Financial Cost (trailing 12 months); (2) Financial covenant as Total liabilities/ Total Equity; (3) EBITDA is equivalent to ORBDA (Adjusted Operating Result Before Depreciation and Amortization) used in the 20-F form; (4) Capitalization refers to financial debt plus total equity including minority interest.#23CCU Corporate Presentation Investor Relations Fourth Quarter 2020 ROYAL GUARD ROYAL GUARD ROYAL CUARD ps psi psi Depsi 350 Mistral CRISTAL JUNTEMONOS OH 473- 471 hneider CRISTAL BALT CRISTAL JUNTEMONOS TAKAPACA CANTILLES CRISTAL JUNTEMONOS