#1FOX Corporate Presentation BURGER KING 2023 KING FEET ZAMP BURGER POPEYES KING#2Disclaimer This presentation contains general information about the business and strategies of ZAMP S.A. ("ZAMP"). These pieces of information are not intended to be comprehensive and are presented in summary form. Due to the fact that the information is provided in a summarized manner, its complete accuracy cannot be relied upon, and no statement or warranty, either express or implied, is made regarding the accuracy of the information contained herein. This presentation includes estimates and forward-looking statements, which involve risks and uncertainties and do not guarantee future realization and performance. Investors should be aware that such estimates and perspectives can be greatly influenced by current or future facts and expectations concerning our industry, market share, reputation, business, financial situation, and prospects. While we believe these estimates and forward-looking statements are based on reasonable assumptions, they are subject to various risks and uncertainties and have been made solely based on the information currently available to us, therefore not constituting guarantees of outcomes. The list of considerations above is not exhaustive, and other risks and uncertainties can lead to results that may be substantially different from those contained in the estimates and future perspectives. Due to the aforementioned uncertainties, no investment decisions should be made based on these estimates and forward-looking statements. This presentation should not be understood as a recommendation to potential investors. ZAMP#3TO BE THE WORLD'S BEST RESTAURANT BRAND OPERATOR, POSITIVELY TRANSFORMING PEOPLE'S LIVES. Dazzle our customers with the best experience Build the most beloved brands in their categories Achieve the most accelerated growth and be the most profitable company in the segment Be the company people dream to work at Create a positive impact through our ESG commitments Source: ZAMP.#4TIMELINE Establishment of ZAMP, a company with the rights to operate and franchise Burger King restaurants in Brazil, stemming from the joint venture between Vinci and 3G Capital. The company's IPO took place at the end of 2017 on the Brazilian stock exchange, B3. Elected by the general public as the preferred QSR brand in Brazil ZAMP Rebranding of the Company's name to "ZAMP," to reinforce the House of Brands concept Year of Records: sales, EBITDA, gross margin, digital sales, and reaching~1,000 restaurants. 2004 2011 2012 2015 2017 2018 2019 2021 2022 BURGER KING Burger King opened its first restaurant using the franchise model in Brazil. Acquisition of multiple franchises for a strong expansion strategy. 19 LOUISIANA FITCHEN The company signed a 20-year MFA with RBI to exclusively operate the Popeyes brand in Brazil. Disclosure of ESG Commitments, based on the UN SDGs, and built upon three pillars: Our Food, Our Footprint, and Our People. Source: ZAMP.#5STRONG EXECUTION TRACK-RECORD O WHERE WE BEGAN 2011 # of Restaurants BURGER KING 139 Gross Revenue R$ 3 Mn Market Share 5% Brand Preference 2.6% WHERE WE ARE 2023 ZAMP 998 R$ 5 Bn 21.8% 27.3% Source: ZAMP. Note 1: Gross Revenue Number of Restaurants present in our financial statements. Note 2: Market Share CREST 2016-2022. CREST (Consumer Reporting of Eating Share Trend) conducted by MosaicLab Note 3: 2011 - 2017 Brand Tracking Study - Done by Ipsos, Methodology: Face-to-Face at flow point, Public: Men and Women/ 18+ years old/ Belonging to social classes A1/A2, B1/B2 and C1/C2.#6RELATIONSHIP WITH RBI THE RELATIONSHIP WITH RBI IS GOVERNED BY THE MASTER FRANCHISEE AGREEMENT ("MFA") SUMMARY OF MFA ECONOMICS RBI BURGER KING 19 LOUISIANA KITCHEN 72 MFA KEY ASPECTS ZAMP IS FULLY COMMITTED TO THE MFA RIGHTS 5% Royalties and 5% Marketing Fund on net sales; Franchise fee for opening. • • 5% Royalties and 5% Marketing Fund on net sales; Franchise fee for opening. Agreement after opening for 20+20 years (per restaurant level). • 5% Royalties and 5% Marketing Fund on net sales; Royalties on net sales. Franchise fee for opening. BK FRANCHISEE LEGACY (Pre 2011)¹ • Service fee on net sales ZAMP Subfranchisees Royalties on net sales Franchise fee for opening Source: ZAMP / Note: Restaurants owned by franchisees who have an agreement with Burger King Corporation prior to 2011.. (Post 2016) • • • . · A 20-year MFA agreement with RBI: BK signed in 2011 and PLK in 2018, both extendable for another 20 years; Exclusive right to develop, open, and operate Burger King and Popeyes restaurants in Brazil; Right to manage the marketing fund of both brands in Brazil; Right to establish required and optional menu items, given that all Core Menu items are offered and all products/suppliers are approved by RBI; ZAMP holds the possibility to operate other brands in Brazil that do not offer hamburgers/fried chicken or sandwiches as a main component of their gross revenue. OBLIGATIONS Targets for minimum numbers of restaurants to be built and operated#7SENIOR MANAGEMENT Source: ZAMP. 12 YEARS 8 YEARS 2 YEARS 12 YEARS 1 YEAR AT ZAMP AT ZAMP AT ZAMP AT ZAMP AT ZAMP 9 YEARS AT ZAMP Ariel Grunkraut Gabriel Magalhães Juliana Cury Fabio Alves Igor Freitas Danillo Toledo CEO CFO Marketing and Sales VP Development and Engineering VP Technology VP Operations VP ・O・ 25 years of experience 12 years of experience 18 years of experience 23 years of experience ·O... 20 years of experience ・O・ 19 years of experience#8CORPORATE GOVERNANCE Directors Board Marcos Grodetzky Chairman Renato Rossi Board Member luri Miranda Board Member Lucas Muniz Deputy Board Member Hugo Segre Independent Board Member Ricardo W. Independent Board Member Henrique Luz Independent Board Member Lucas Cottini Independent Board Member ZAMP Governance structure Administration Council Audit Committee Fiscal Council Financial Committee People and Remuneration Committee Innovation and Strategy Committee ZAMP S.A. is a company with Strong Governance and listed on the "Novo Mercado" Internal controls and effective monitoring + extension to suppliers. Audit committee with external specialist. Environmental, Social, and Governance ("ESG") within the Investor Relations area. Semi-annual FCPA compliance and annual audit by the four major accounting firms. Operational compliance: restaurant visits to ensure quality and service levels, and monitoring KPIs from Sunday to Sunday. Anonymous whistleblower channel. Internal Audit reporting directly to the CEO.#9A HIGHLY FRAGMENTED RELEVANT MARKET BRAZILIAN FOOD SERVICE MARKET 2022 BRAZILIAN FAST FOOD MARKET 2022 INDEPENDENT X CHAINED 2022 Source: Euromonitor 38% 28% R$442 Bn 7% 5% 22% 48% 30% 4% R$99 Bn 16% 1% Coffee Shops/Bars Fast Food Restaurants Other Full-Service Kiosks Other Bakeries Pizza Burger Chicken 91% R$442 Bn 9% Chained Independent The Brazilian fast food market is largely fragmented and dominated by independent competitors MARKET #1 MARKET PROGRESS FOR BURGER FAST FOOD BOOMING MARKET CAGR 8.3% CAGR MARKET PROGRESS FOR CHICKEN FAST FOOD 15.8% R$ Bn 16.2 16.7 17.2 17.8 R$ Bn 10.3 11.7 12.4 10.9 12.9 1.4 1.5 1.6 1.7 0.7 0.8 0.9 0.9 0.7 2017 2018 2019 2020 2021 2022 2023e 2024e 2025e 2017 2018 2019 2020 2021 2022 2023e 2024e 2025e#10CHICKEN MARKET MATURITY FRIED CHICKEN FAST FOOD 100% 96% Consume Chicken Meat Even if sporadically (at least once a year) Consume Fried Chicken (breaded, wings, milanese, etc.) Even if sporadically (at least once a year) 77% Consume Fried Chicken in QSR Even if sporadically (at least once every 6 months) FRIED CHICKEN VIA FAST FOOD CONSUMPTION FREQUENCY High Consumption At least 1x week Average Consumption At least 1x month Low Consumption Less than 1x month 14% 34% 29% 48% Eat Fried Chicken FAST FOOD at least 1x per month 1/3 are eventual consumers Source: Euromonitor 2023.#11STRATEGIC PILLARS TO SUPPORT OUR GROWTH#12I COMPETITIVE ADVANTAGES 01 LARGEST FAST FOOD OPERATOR IN BRAZIL 04 STRONG CULTURE, TALENTED INDIVIDUALS, AND ENTREPRENEURIAL MINDSET 02 BEST PRODUCTS IN THE MARKET | 05 RAPID GROWTH 03 ICONIC BRANDS RECOGNIZED WORLDWIDE 06 DIGITAL LEADERSHIP I ZAMP#13Source: ZAMP. ZAMP PRESENCE RESTAURANTES EVOLUTION - BK E PLK 313 223 139 421 CAGR 2011-2023 20% 601 531 697 990 1003 945 912 905 801 793 871 861 893 927 916 87 63 8 41 44 52 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 BURGER KING POPEYES Continued growth even during the pandemic, both for company-owned restaurants and franchises Resumption of growth pace as of 2022 Acceleration of the FS format for BK and FC for PLK and stability in other traditional formats NEW +138.2% of FS between 2017 and 2022#14Source: ZAMP. STRONG DOMESTIC PRESENCE 1003 RESTAURANTS 852 231 BURGER KING Presence in EVERY State + Federal District 276 Cities 19 LOUISIANA FITCHEN 6 States + Federal District 25 Cities 150MM+ customers/year 685 COMPANY-OWNED RESTAURANT BK FRANCHISEE BK COMPANY-OWNED RESTAURANT PLK FRANCHISEE PLK#15AUTHENTICITY THAT DELIVERS RESULTS Brand Preference History - BK (%) BURGER KING Main Competitor with 4x our marketing investment Q2'12 Q4'12 Q2'13 Q4'13 Q2'14 Q4' 15 Q1'16 Q2'16 Q3'16 Q4'16 Q1'17 Q2'17 Q3'17 Q4' 17 Q1' 18 LOUISIANA 10 KITCHEN POPEYES. Brand Preference History - PLK (%) +294% BURGER KING +480.0% Main Competitor -28.0% Q2'18 Q3'18 Burger King Q4'18 Q1'19 Q219 Q3'19 Q419 Q1 20 Main Competitor Q2 20 Q3 20 Q4'20 Q1'21 Q2'21 Q3'21 21 Q4 22 Q1 22 Q2 22 Q3 22 Q4 JAN 19 Q4 22'Q4 Source: 2011 - 2017 Brand Tracking Study - Done by Ipsos, Methodology: Face-to-Face at flow point, Audience: Men and Women/ 18+ years old/ Belonging to social classes A1/A2, B1/B2 and C1/C2, Sample: 900 quarterly interviews, 300 in São Paulo and 200 in each square in RJ, BH and CTBA. Combined with: 2018-2022 Brand Tracking Study - Done by Kantar Insights, Methodology: Quantitative online interviews, Audience: Men and Women/ 18 to 55 years old/ ABC Classes/ Fast Food goers in the last 2 months, Places: São Paulo/ Rio de Janeiro/ Belo Horizonte/ Curitiba/ Porto Alegre/ Salvador and Brasilia. Sample: 840 quarterly interviews - Continuous Tracking of 12 waves with 280 interviews per wave.#16AUTHENTICITY THAT DELIVERS RESULTS Market Share Evolution – R$ (%) - 14.5 17.6 20.6 21.5 21.7 21.4 21.6 46.1 43.1 40.2 37.7 35.1 34.7 33.7 +7.1 pp - 13 pp 38.8 39.2 39.2 40.8 43.2 44.1 44.7 + 5.9 pp 2016 2017 2018 2019 2020* 2021* 2022* Burger King Others Fast Food Main Competitor *Covid Impact Source: Market Share CREST 2016 - 2022. CREST (Consumer Reporting of Eating Share Trend) by MosaicLab | NPD with 72,000 annual interviews through daily collection of consumer behavior in relation to eating habits outside the home on the previous day. Includes meals and snacks prepared in restaurants, fast food, supermarkets, street vendors. Squares: all Brazilian regions; Age range: 15 - 59 years old; Social classes: A-B-CDE; The data is obtained directly from consumers via online research. QSR's scenario setup for BK includes the following brands: Mc Donald's, Burger King, Bob's, Subway, Habib's, and Giraffas.#17CUSTOMER CHOICE DIMENSIONS 1º 59% 58% 55% 53% 52% 50% 49% 48% 1º 1° 47% 46% 39% Food Convenience Habit 00 29% 1º 1º 18% 19% 19% 15% 16% 14% 14% 15% 14% 10% 9% 8% Value for Money Service Children Advertisement Fast Food Burger King Main Competitor Recommendation Source: Market Share CREST 2016 - 2022. CREST (Consumer Reporting of Eating Share Trend) by MosaicLab | NPD with 72,000 annual interviews through daily collection of consumer behavior in relation to eating habits outside the home on the previous day. Includes meals and snacks prepared in restaurants, fast food, supermarkets, street vendors. Squares: all Brazilian regions; Age range: 15 - 59 years old; Social Classes: A-B-CDE; The data is obtained directly from consumers via online research. QSR's scenario setup for BK includes the following brands: Mc Donald's, Burger King, Bob's, Subway, Habib's, and Giraffas.#18THE ONLY FLAME GRILLED LIKE BARBECUE BURGER KING FREATURES +110.7% √ +15.3% Free Refill Sell the best hamburguers +30.3% The meat is 100% beef and has quality Burger King The products are fresh and made to order, and I feel good after eating Main Competitor +83.1% +85.7% Sell the best deserts Sell the best french fries Source: 2018-2022 Brand Tracking Study - Done by Kantar Insights, Methodology: Quantitative online interviews, Audience: Men and Women/ 18 to 55 years old/ ABC Classes/ Fast Food goers in the last 2 months, Places: São Paulo/ Rio de Janeiro/ Belo Horizonte/ Curitiba/Porto Alegre/ Salvador and Brasília. Sample: 840 quarterly interviews - Continuous Tracking of 12 waves with 280 interviews per wave.#19THE ONLY ONE MARINATED FOR 12 HOURS POPEYES IS THE BRAZILIAN CONSUMER'S FAVORITE CHICKEN +97% 66 The chicken marinated looks like it's really seasoned, not just that salt thrown on top The difference with Marinated chicken is that it seems tastier, like something homemade 4Q22 PLK Chicken Main Competitor Source: Methodology: CLT TASTE TEST - "FILLET" AND "BONE IN CHICKEN" CATEGORIES; Audience: Men and Women/18 to 44 years old/ ABC Classes/ Chicken sandwich eaters in the last 3 months/Fast Food non-rejecters; Square: São Paulo; Sample: 200 consumers; Field: May 2022 popeyes Popeyes. & 2.166 49#20Balata 771 11% -fritA= Cajun 1311 PLK/BK Sales Ratio 2.8 UK Fonte: Euromonitor 2023, RBI internal data SUPERIORITY THAT LEVERAGES LEADERSHIP Popeyes beats its main competitor throughout the world's fried chicken In consolidated chicken markets, Popeyes is comparable to BK in sales terms. Main Competitor PLK ՏՈ 2.1 1.8 1.7 1.6 1.6 1.4 1.4 1.3 1.3 1.2 1.2 1.2 1.2 1.2 1.1 1.1 11 1.0 0.9 0.9 0.8 0.8 0.8 0.7 0.7 0.7 0.7 0.6 0.6 0.6 0.3 Honduras Bahamas HongKong Panama Puerto Rico Mexico Philippines Sri Lanka Singapore Suriname Guam Saudi Arabia Canada Switzerland Jamaica Spain UAE Turkey South Africa Brazil Cyprus Lebanon#21SKILLED PROFESISONALS + STRONG GOVERNANCE MANAGEMENT MODEL: HOW WE GOT HERE DREAM CLEAR GOALS MANAGEMENT RITUALS Strategic vision and guidelines Goals unfolded at all levels Systematic monitoring RIGHT INCENTIVES Variable compensation: CEO to clerk TALENT STRATEGY Meritocracy and whopportunity Source: ZAMP. AUTHENTIC CULTURE. The base: dream, attitude of owner and integrity#22RIGHTS INCENTIVES, A PLACE FOR PLEOPLE WITH SKIN IN THE GAME. Our compensation VARIABLE FIXED Partnership Program: Employees who hold strategic positions and/or are part of our talent pipeline have a distinguished compensation. C-Level 71% 29% Mix between the programs Business Managers ⚫ 55% 45% RESTRICTED SHARE PERFORMANCE SHARE Past 100% 0% Executive leaders 52% 48% Current 40% 60% Team 25% 75% Future 30% 70% Administrative Restaurants YOU MAKE IT, YOU DESERVE IT#23SSS BK SSS PLK Source: ZAMP. NET REVENUE AND GROSS MARGIN (R$ Mn;%) 9.9% 13.8% 7.2% 4.9% -12.9% 6.0% 21.0% 15.3% 32.9% 64.4% 62.2% 61.4% 1,393 2016 CAGR: 27% 1,784 62.2% 62.0% 62.4% 59.2% 2,868 2,753 2,348 2,238 + 32% 3,645 2017 2018 2019 2020 2021 2022 • Gross Margin Net Revenue#24Source: ZAMP. ADJUSTED EBITDA (EX-IFRS16) AND MARGIN (R$ MM;%) 9.6% 11.8% 134 211 CAGR: 35% 12.3% 11.4% -6,0% 328 288 1.8% 50 9.3% +578% 337 -134 2016 2017 2018 2019 2020 2021 2022 Margin Adjusted EBITDA (EX-IFRS16)#25NET DEBT AND LEVERAGE (R$ Mn; NET DEBT/ADJ. EBITDA) 520 -0,3 831 N/A 10 6,8 1,5 1.014 790 494 339 -86 2019 2020 Leverage Ratio 2021 2022 Total Debt Net Debt DEBT STRUCTURE (R$ Mn; % TOTAL DEBT) Source: ZAMP. 519 13% 48% 3% 18% 18% 483 175 175 121 34 Cash 2023 2024 2025 2026 2027 1. Deleveraging trend; 2. OCF/EBITDA > 90%; 3. Strong capital structure with adequate leverage; 4. Debt aging without short- term maturity.#26FREE CASH FLOW FREE CASH FLOW (EX-IFRS16) Strong operating cash generation will support the Company's construction plan; Positive FCF will enable other capital allocation alternatives. 2019 2020 Source: ZAMP. 2021 2022 2023e 2024e > Non Guidance CAPEX Operating Cash Flow#27DIGITAL SALES PROFITABILITY DOL 0000 Totem Delivery BK App Source: ZAMP. 46% digitally influenced sales 5.9% +6x 33.5% 1,209 MM Totem + BK APP vs. Counter Average Ticket Gross Margin + 5 to 10% + 50 to 100 bps +15% Revenue/Employee 166 M 2019 Digital Sales 2022 Sales Share Digital Sales#28CUSTOMER EXPERIENCE DIGITALIZATION Un) Digital experience Greater service + Points of sale Sales identification 360 integrated standardization - waiting lines Click and Pick-up Sales Growth (%) CAGR +192% Greater customization of purchase journey Totem Sales Growth (%) CAGR +158% 2019 2020 2021 2022 2019 2020 2021 2022 Source: ZAMP Source: ZAMP Number of stores with Totem (%) +48 p.p.. Source: ZAMP 21% 69% 2019 2022 Counter NPS vs. Digital Channels (%) + 5 p.p. COUNTER DIGITAL CHANNELS Source: Methodology: NPS made by SoluCX; Audience: Transactional Sales; Level Brazil; Sample: 108,586 respondents; Field: Oct/2022 to Feb/2023 N 50 WebPrimies 77657#29BIGGEST FAST FOOD LOYALTY PROGRAM IN LATIN AMERICA 16:00 Clube BK + POPEYes Pontue no BK e resgate no Popeyes frANGO - Marnado Por 12 HORAS Resgate já! Os resgates são validos somente nos restaurantes Popeyes participantes, consume a Esto no site. O pagamento adicional co Cupom de desconto de Popeyes não ponto no Clube SK. Consulte a disponibilidade dos produtos nos restaurantes participantes Cupons Cardápio Restaurantes BK Delivery Clube BK VER MAIS 50 Pts 100 Pts 150 Ps 200 P 250 Pts O 00 Clique e Retire Home Clube BK Pedidos Mais BK CLUB CLIENTS (#) MULTICHANNEL - EARN POINTS IN ALL CHANNELS 4 M +170% 10 M 2021 2022 71 NPS CLUBE BK SALES THROUGH BK CLUB (%) SPEND ENGAGED CUSTOMER VS NEW CUSTOMER/NOT ENGAGED SAME CONSUMER SALES (%) 10% 2021 -3,4x- 34% Source: ZAMP. Note 1: Sales to the same consumers (Same Customer Sales) is a metric monitored by the Company. (period from Jun-Aug22) 1,7x +53% Não Engajados Engajados 2021 2022 2022#30EXPANDING THE ECOSYSTEM AND INCREASING VISITORS Higher growth in MAU shows higher engagement PEÇA AQUI 2020 Source: ZAMP. MAU (Monthly Active Users) - Mn people # of Company-Owned Restaurants with Totem 7.5 7.7 4.0 4.0 2021 (+26% 9.7 6.5 2022 +63% 21% 2019 3.3x 69% BK DRIVE Passe no BK Drive e ganhe cupons exclusivos para se deliciar Escolha os seus favoritost 2022 Main Competitor (Fast Food) E 18 ZAMP Source: App Annie Intelligence - information via RBI *Metrics for the Brazilian market Cartigo Clique e Retire 114#3120% OF CAPEX RETURN FROM INVESTMENS IN TECHNOLOGY HAS PROVEN TO BE RELEVANT DELIVERY TOTEM INVESTMENTS Distribution hub; New partners; Technical improvements. 3 to 8 totems per store; ~R$15 thousand per totem; UX/UI/INFRA. RESULTS 72% of delivery revenue; 1p/Hybrid → 5 p.p. take rate. Team reduction; Payback <12 month; Average Ticket Increase. O CRM Data Base; Tools; Cloud. LOYALTY Strategic toll/consulting; Lever that contributes to the 200- bps growth in Gross Margin. Spend per user, double digit + incremental SSS. Source: ZAMP. Other projects focused on efficiency and return All technology projects go through the investment committee and require the same hurdle return#32TECHNOLOGY 5.9% BOOSTING THE BUSINESS DIGITAL SALES 2019 Source: ZAMP Faça seu pedido. 404 OFERTAS CROCANTES E EXCLUSIVAS? Temos! ESCOLHA O SEU ACOMPANHAM ASTING • Totem • 113 restaurants 1.1% of the Company's sales 1st Ewallet pilot • • NU • • Single partner 135M Sales 150,000 Customers Plush +Email implementation Beginning of identification pilot Information on transactions and reports Infra OnPremises Monoliths 33.5% DIGITAL SALES DIGITAL CHANNELS ✓ DELIVERY כננס 棚 CRM & LOYALTY • • • • • DATA MODERN ARCHITECTURE • 2022 Totem-530 restaurants - App 690 restaurants 23 100%-digital restaurants 33.5% of the Company's sales Omnichannel ecosystem and payments (digital wallets +pix) Logistic hub 8 aggregators Proprietary delivery 495M Sales (13.7% of the Company's sales) 11+ Million Customers Latin America's largest Fast Food loyalty program Robust Stack Tools 41.2% of registered sales Data Lake (#datazamp) Algorithms Models/ML 100% Cloud (Multicloud) API Ecosystem/ Microservice Large SI investment (Data privacy, Cyber, etc) Dozen of automated processes (RPA)#33ЛР FINANCIAL HIGHLIGHTS#34FINANCIAL HIGHLIGHTS RESTAURANTS OPENINGS BY TYPE (ANNUAL) (#restaurants) RESTAURANTS OPENINGS BY TYPE (TRIMESTER) (#restaurants) ZAMP +293 +53 765 736 714 717 990 1.000 998 1.003 950 958 639 | 1.003 990 990 1.000 998 526 945 950 958 912 919 225 225 226 226 231 801 198 202 209 210 214 697 162 41 44 -52- 63 53 54 63 76 81 85 8 171 148 115 160 186 202 188 190 202 202 202 204 0-81 32 32 44 30 29 29 29 29 29 26 26 32 484 493 469 468 471 413 470 471 471 467 463 455 2017 2018 2019 2020 2021 FRANCHISEE 2022 2Q22 3Q22 POPEYES FREE STANDING IN LINE MALL DESSERT CENTERS OPENINGS BY TYPE (ANNUAL) (#dessert centers) +151 454 59 434 434 60 59 356 409 59 52 258 63 395 374 375 350 304 195 4Q22 1Q23 2Q23 3Q23 FRACHISEE PLK COMPANY-OWNED RESTAURANT DESSERT CENTERS OPENINGS BY TYPE (TRIMESTER) (#dessert centers) -52 433 59 430 59 59 409 409 409 59 59 59 59 59 381 62 374 371 350 350 350 319 2017 2018 2019 2020 2021 2022 2Q22 3Q22 4Q22 1Q23 2Q23 3Q23 Source: ZAMP S.A. FRANCHISEE COMPANY-OWNED RESTAURANT#35FINANCIAL HIGHLIGHTS NET REVENUE AND COMPARABLE SALES GROWTH (ANNUAL) (2)(R$ mm, %) NET REVENUE COMPARABLE SALES GROWTH 22,0% ZAMP NET REVENUE AND COMPARABLE SALES GROWTH (TRISMESTER)(2) (R$ mm, %) 33,3% NET REVENUE COMPARABLE SALES GROWTH 21,9% 13,1% 12,7% 6,1% 0,6% 0,2% 7,2% 6,0% 1.052 4,9% 3.644,0 935 948 883 908 885 2.867,4 2.753,5 2.349,0 1.784,0 2.238,1 2017 2018 -12,9% 2019 2020 2021 2022 ADJUSTED EBITDA(1) AND ADJUSTED EBITDA MARGIN (ANNUAL) (R$ mm, %) ADJUSTED EBITDA 16,3% ADJUSTED EBITDA MARGIN 15,7% 11,8% 12,3% 288 211 467 2Q22 3Q22 4Q22 1Q23 2Q23 3Q23 ADJUSTED EBITDA(1) AND ADJUSTED EBITDA MARGIN (TRIMESTER) (R$ mm, %) ADJUSTED EBITDA ADJUSTED EBITDA MARGIN 20,4% 8,8% 14,3% 14,4% 12,5% 13,2% 13,4% -0,8% 573 215 241 127 131 123 127 111 2017 2018 2019 -17 2020 2021 2022 2Q22 3Q22 4Q22 1Q23 2Q23 3Q23 Source: ZAMP S.A./ Note 1. Adjusted EBITDA: a non-accounting measure developed by the Company, which corresponds to EBITDA adjusted for pre-operational expenses, expenses related to acquisitions and mergers, and other expenses that, in the view of the Company's Management, are not part of the normal business operations and/or distort the analysis of the Company's operational performance, including: (i) write-downs of fixed assets (claims, obsolescence, results from asset sales, and impairment provisions); and (ii) costs related to stock option plans. / Note 2: Comparable sales growth in the same restaurants: Following the calculation methodology of RBI, it considers the sales of Burger King restaurants operated by BK Brasil that have been open for more than 13 months compared to the same period of the previous year. Restaurants with full closures for more than 7 consecutive days are excluded from the comparable base.#36FINANCIAL HIGHLIGHTS NET DEBT AND NET DEBT/ADJUSTED EBITDA RATIO (ANNUAL) (R$ mm, XEBITDA) 6,8 ZAMP NET INDEBTEDNESS AND LEVERAGE (R$ MILLION, ADJUSTED EBITDA') (R$ mm, XEBITDA) 1,5 N/A N/A N/A N/A 494 339 10 -86 -324 -706 2017 2018 2019 2020 2021 2022 NET INCOME AND NET PROFIT MARGIN (ANNUAL) (R$ mm, %) 5,5% 938 0,2% 1,7% -1,5% -9,9% 700 -19,9% 600 128 500 49 4 394 400 -56 300 200 -274 100 2017 2018 2019 -446 2020 2021 2022 Caixa N/A N/A 1.078 487 833 1,8 491 318 1.163 2,3 3Q20 3Q21 3Q22 3Q23 Alavancagem Dívida Total Endividamento Líquido DEBT STRUCTURE (R$ MM;% da Total Debt) I 6% 64 2023 44% 516 2024 ין 759 17% 18% I 15% 1.0 0,9 0,8 0,6 05 04 203 196 174 0,3 02 2025 2026 2027 00 Source: ZAMP S.A. Note: 1. Adjusted EBITDA: a non-accounting measure developed by the Company, which corresponds to EBITDA adjusted for pre-operational expenses, expenses related to acquisitions and mergers, and other expenses that, in the view of the Company's Management, are not part of the normal business operations and/or distort the analysis of the Company's operational performance, including: (i) write-downs of fixed assets (claims, obsolescence, results from asset sales, and impairment provisions); and (ii) costs related to stock option plans.#37FINANCIAL HIGHLIGHTS CAPEX (ANNUAL) (R$ mm) +83,7% 776 437 198 339 474 CAPEX (TRIMESTER) (R$ mm) ZAMP 363 75 76 280 270 153 91 88 79 2017 2018 2019 2020 2021 2022 2Q22 3Q22 4Q22 1Q23 2Q23 3q23 OPENINGS, MAINTENANCE AND OTHERS OPERATING CASH FLOW (R$ mm) 106,0 2,3 6,2 93,6 34,4 18,1 Operating Cash Flow 3Q22 Operational Result Source: ZAMP Depreciation and Amortization Interest, charges, and others Change in working capital Operating Cash Flow 3Q23#38BURGER KING HOME OF THE WHOPPER Ariel Grunkraut CEO Gabriel Guimarães CFO Time de RI Contato RI: [email protected] ZAMP#39ZAMP NA NOSSA MESA CABE UM MUNDO.