#1GAIX GCC CORPORATE PRESENTATION Q1 2022 414 MAY 2022 151#2SAFE HARBOR STATEMENT This presentation has been prepared by GCC, S.A.B. de C.V. (together with its subsidiaries, "GCC"). Nothing in this presentation is intended to be taken by any person as investment advice, a recommendation to buy, hold or sell any security, or an offer to sell or a solicitation of offers to purchase any security. Information related with the market and the competitive position of GCC was obtained from public sources that GCC believes to be reliable; however, GCC does not make any representation as to its accuracy, validity, timeliness or completeness. GCC is not responsible for errors and/or omissions with respect to the information contained herein. Due to rounding, numbers presented throughout this presentation may not add up precisely to the totals provided and percentages may not precisely reflect the absolute figures. Forward Looking Statements This presentation includes forward looking statements or information. These forward-looking statements may relate to GCC's financial condition, results of operations, plans, objectives, future performance and business. All statements that are not clearly historical in nature are forward- looking, and the words "anticipate,” “believe,” “expect,” “estimate," "intend," "project" and similar expressions are generally intended to identify forward-looking statements. The information in this presentation, including but not limited to forward-looking statements, applies only as of the date of this presentation. GCC expressly disclaims any obligation or undertaking to update or revise the information, including any financial data and forward-looking statements, as well as those related to the impact of COVID-19 on our business, supliers, consumers, customers and employees; disruptions or inefficiencies in the supply chain, including any impact of COVID-19. Any projections have been prepared based on GCC's views as of the date of this presentation and include estimates and assumptions about future events which may prove to be incorrect or may change over time. The projections have been prepared for illustrative purposes only, and do not constitute a forecast. While the projections are based on assumptions that GCC believes are reasonable, they are subject to uncertainties, changes in economic, operational, political, legal or public health crises including COVID-19, and other circumstances and other risks, including, but not limited to, broad trends in business and finance, legislation affecting our securities, exchange rates, interest rates, inflation, foreign trade restrictions, and market conditions, which may cause the actual financial and other results to be materially different from the results expressed or implied by such projections. EBITDA We define EBITDA as consolidated net income after adding back or subtracting, as the case may be: (1) depreciation and amortization; (2) net financing expense; (3) other non-operating expenses; (4) taxes; and (5) share of earnings in associates. In managing our business, we rely on EBITDA as a means of assessing our operating performance. We believe that EBITDA enhances the understanding of our financial performance and our ability to satisfy principal and interest obligations with respect to our indebtedness as well as to fund capital expenditures and working capital requirements. We also believe EBITDA is a useful basis of comparing our results with those of other companies because it presents results of operations on a basis unaffected by capital structure and taxes. EBITDA, however, is not a measure of financial performance under IFRS or U.S. GAAP and should not be considered as an alternative to net income as a measure of operating performance or to cash flows from operating activities as a measure of liquidity. Our calculation of EBITDA may not be comparable to other companies' calculation of similarly titled measures. Currency translations / physical volumes All monetary amounts in this presentation are expressed in U.S. Dollars ($ or US$). Currency translations from pesos into U.S. dollars use the average monthly exchange rates published by Banco de México. These translations do not purport to reflect the actual exchange rates at which cross-currency transactions occurred or could have occurred. The average exchange rates (Pesos per U.S. dollar) used for recent periods are: Q1-22 Q1-21 - 20.5154 2021 20.3269 2020 - 20.2832 21.4916 Physical volumes are stated in metric tons (mt), millions of metric tons (mmt), cubic meters (m3), or millions of cubic meters (mm3). GCC 2#3REFLECTION OF THE STRATEGY EXECUTION SINCE 2016 Deleveraging as soon as possible ONE OF THE STRONGEST PLAYERS IN THE INDUSTRY Maintaining a healthy cash balance Refinancing bank debt and notes, extending maturities and reducing the average cost of debt Swapping non-integrated ready-mix assets for Montana cement plant without increasing debt Succesfully completing Rapid City cement plant expansion Maintaining strict M&A criteria with a focus on value for purchase, at a cost within strict pre-determined parameters GCC 3#4PEOPLE AND BUSINESS CONTINUITY GCC ACTION PLAN TO MITIGATE COVID-19 IMPACT Developed specific health and safety protocols for each of GCC's operations Enacted "work from home" protocols for the majority of employees Established skeleton crews wherever possible Ensured that every employee receives their full salary and benefits Continuously monitoring and assessing market demand, economic fundamentals and government regulations Established contingency plans to ensure a safe operation and uninterrupted supply to customers, supported by GCC's robust manufacturing and distribution network Working closely with cement and concrete associations in both Mexico and the U.S. 4#5CASH, LIQUIDITY AND BALANCE SHEET Cost and expense reductions throughout the organization • Variable costs and distribution efficiencies • Achieved US$24 million in savings during 2020 e.g. hiring freeze, not filling vacant positions and limiting external service providers Deferred all non-essential projects Cash and equivalents totaled US$640 million in Q1-22 Net debt/EBITDA totaled -0.43x as of March 2022 No significant debt maturities in 2021 Issued a US$500 million 10-year sustainability-linked bond due 2032 Strong balance sheet, result of the strategy of maintaining an efficient and prudent capital structure GCC 5 LO#6INVESTMENT HIGHLIGHTS 1 Leading position in attractive U.S. regional markets and in Chihuahua, Mexico 2 TICKER: BMV: GCC Mexico operations also provide a strong base, and add operational flexibility with export capacity 3 Vertically integrated, with best in class production facilities and logistics 加 4 Increased free float and liquidity 5 Healthy balance sheet and strong free cash flow drive value creation GCC 6#7MORE THAN FIVE YEARS OF OPERATIONAL AND FINANCIAL TRANSFORMATION Disciplined expansion Customer focus Operational excellence Prudent balance sheet management Increased shareholder value AS OF DECEMBER 2021 VS 2014 Cement Capacity +1.4mmt +33% EBITDA Growth EBITDA Margin Net Debt/ Free Float Share Price (04/29/21) EBITDA 2.28x- ->>> 25%- +100% +1,210bp +254% -0.44x 48% GCC 7#85.8 MMT¹ cement production capacity 3.5 MMT in U.S. + 2.3 MMT in Mexico GCC GCC AT A GLANCE: A UNIQUE MARKET PRESENCE #1 or #2 share in core markets Landlocked states, insulated from seaborne competition 8 cement plants, 23 terminals, 2 distribution centers and 95 ready-mix plants 80 years of operation – 27 in the U.S. Listed on Mexican Stock Exchange: GCC* Included in: S&P/BMV IPC CEMENT AND READY-MIX CONCRETE OPERATIONS ACROSS THE "CENTER CUT" OF NORTH AMERICA ALBERTA MT ND MN WI ID SD WY MSCI Indexes FTSE Indexes FTSE BIVA KEY RESULTS LTM Q1 2021 US$1,067 million sales - 72% U.S. / 28% Mexico US$343 million EBITDA - 77% U.S. / 23% Mexico 32.1% EBITDA margin Net leverage of -0.43x 'MMT million metric tons IA L NE UT CO KS NM CHIH. W. TX OK 00 8#9D ALBERTA #1 MT #2 WY UT no Larger sales Mid sales Lower sales #3 ND MN #1 SD nee IA NE WI GCC REGIONAL LEADER IN U.S. MID-CONTINENT MARKETS WELL-POSITIONED TO CAPTURE U.S. GROWTH AND CONSTRUCTION INDUSTRY RECOVERY Leadership position in 16 contiguous states CO, MN, MT, ND, NM, SD, UT and W.TX are our core markets, with 88% of U.S. sales CO معي #2 KS #1 OK mm NM W TX #1 E TX Samalayuca and Juarez plants in Chihuahua can supplement the U.S. market with 0.5-0.7 mmt No other producer competes with GCC across all our markets Diversified regional economies with low unemployment, offering clear upside to U.S. construction recovery Pricing upswing since 2013 • Limited prospects for greenfield capacity expansion . Well-protected from seaborne imports Rapid City, SD plant expansion (+ 0.4 MMT) increased U.S. cement capacity to 3.5 MMT per year (finished 4Q18) Trident, MT cement plant acquisition (June 2018) Coal mine Cement plant # Concrete ✓ Cement terminals Market position in each state 9#10MARKETS WITH DEMONSTRATED VOLUME AND PRICE RECOVERY GCC U.S. CEMENT SALES ('000 MT) 3,277 3,359 3,415 3,103 3,180 3yr CAGR +1.4% GCC U.S. CONCRETE SALES ('000 M3 / YEAR) Continued operations 918 939 901 760 1,241 2018 2019 2020 2021 LTM Q1-22 2018 2019 2020 2021 LTM Q1-22 GCC U.S. CEMENT PRICES (CHANGE, YEAR-OVER-YEAR) 0.0% 2.7% 0.5% 2.9% Q2-20 Q3-20 Q4-20 Q1-21 3yr CAGR 11.3% 3yr CAGR +5.0% GCC U.S. CONCRETE PRICES (CHANGE, YEAR-OVER-YEAR) 3yr CAGR +4.1% 11.8% 10.3% 10.3% 8.3% 7.1% Q2-21 Q3-21 Q4-21 Q1-22 Q2-20 3.6% 1.4% 6.0% 5.6% 5.2% 3.0% 1.3% Q3-20 Q4-20 Q1-21 Q2-21 Q3-21 Q4-21 Q1-22 GCC 10#11WHERE GCC FACES FRAGMENTED COMPETITION AND HAS A DIVERSIFIED BUSINESS MIX GCC MARKET POSITION AND COMPETITORS IN CORE MARKETS GCC market position GCC cement plant in state COLORADO #2 N. MEXICO N. DAKOTA S. DAKOTA W. TEXAS WYOMING MONTANA GCC #1 #3 #1 #1 #2 #1 * Refers to West Texas only BZU, SRMG* EXP CRH Competitor in-state plant LHN, CX Other principal competitors EXP LHN HEI, LHN CRH LHN, CRH ** U.S. 2021 SALES MIX Cement and mortar 75% O Ready-mix concrete 16% Other 9% U.S. 2021 PRODUCTION VOLUME BY CEMENT TYPE Gray cement, specialty and masonry 84% Oil-well cement 16% Public 50% 11% of GCC's total volume 1Sales by segment, weighted GCC sales by state. PCA Winter forecast 2021 U.S. 2021 SECTORS¹ Aprox. 12 mmt of capacity in East and Central Texas O Residential 27% Commercial Oil Rig/Well 7% 16% 11#12AND A CLEAR NEED FOR INCREASED INFRASTRUCTURE SPENDING DEFICIENT ROADS 1 LANE MILES RATED 'POOR' AS A SHARE OF TOTAL LANE MILES CA WA CEMENT FUNDAMENTALS 2 BASED ON PCA SECTOR COMPOSITE RANKINGS* WA MT ND OR MN ID SD WII WY MI NH VT ME MT NH ME VT ND OR MN NY -MA ID SD RI WY CT IA NE PA NJ IA NE NV OH UT IN -DE IL CO WV MD KS VA MO KY NC AZ N TN OK NM AR NY -MA RI CT PA -NJ NV OH UT IN DE IL CO WV MD CA KS VA MO KY NC TN AZ OK NM AR WI MI Highest Concentration Average Concentration Lowest Concentration SC AL GA MS LA TX FL Above Average Average Below Average SC AL GA MS LA TX FL 1Source: PCA United States' Cement Outlook 2Source: PCA Market Intelligence, Regional Analysis (July 2020) *Res: Mortgage Delinquency and Unemployment Rates, Home Prices Non Res: Manufacturing, Office, Retail and Hospitality (Jobs Recovered) Public: Fiscal Health, Transportation Capital Expenditures, Employment, Long-Term Public Debt GCC 12#13LEADING TO A POSITIVE OUTLOOK, DRIVEN BY AN FORECAST CEMENT CONSUMPTION IN ALL GCC U.S. MARKETS (MMT) 1 4yr CAGR +2.9% 28.5 EXPECTED INCREASE 1.2% 2018 IN INFRASTRUCTURE SPENDING FORECAST TOTAL U.S. CEMENT CONSUMPTION (MMT)² GCC 4yr CAGR +1.6% 107.1 105.9 101.7 99.7 32.0 96.3 30.5 31.1 31.1 6.9% 2.2% 3.6% 4.1% 2.0% 1.2% 2.0% 3.0% 1.5% 2019 2020 2021 2022E 2018 2019 2020 2021 Total Consumption 2022E A% as previous year U.S CEMENT DEMAND WILL OUTPACE SUPPLY BY 2022, IMPORTS WILL BE A CRITICAL SOURCE OF SUPPLY 120 112 104 96 88 80 2017 2018 2019 2020 2021E 2022E 2023E 2024E Sources: U.S. DOT Federal Highway Administration, PCA, and DBA | PCA Fall 2021 Forecast Analysis | 2 PCA Spring 2022 Forecast U.S Annual Cement Consumption (mmt) Annual Cement Capacity (mmt) 13#14WITH A SOLID OUTLOOK IN KEY STATES PORTLAND CEMENT ASSOCIATION (PCA) SUMMER 2020 FORECAST AND MAIN CONSUMERS GCC COLORADO TEXAS* 3,000 2,500 8.1% 2,000 1,500 1,000 500 5.9% 18,000 15,000 39.2% 12,000 10.9% 22.1% 9.4% 3.4% 9,000 4.3% 3.2% 9.9% -0.1% -2.1% 6,000 -4.8% 3,000 -57.7% THE 2017 2018 1- Residential 800 700 600 20.1% 500 400 300 200 100 -3.8% 2019 2020 2021E 2- Government 3- Commercial 2017 2018 2019 2020 2021E 1- Government 2- Residential 3- Commercial Total Consumption (000MT) A% vs previous year A% Oil Rig/Well Cement vs previous year NEW MEXICO 17.1% 15.0% ။ 7.1% 700 600 500 400 7.0% 300 200 0.9% 100 SOUTH DAKOTA 24.1% 0.0% 1.5% -4.0% 2017 2018 1- Government 2019 2020 2021E 2- Residential 3- Agricultural Source: PCA Fall 2021 Forecast Analysis; oil well cement variations updated in January 2021 * Oil-well cement variations include West South Central 2017 2018 2019 2020 2021E 1- Government 2- Residential 3- Agricultural 14#15U.S. INFRASTRUCTURE PLAN WILL BOOST THE CEMENT INDUSTRY BIDEN INFRASTRUCTURE PLAN GCC The Infrastructure Investment and Jobs Act is a $1.2 trillion infrastructure package. Included in the package is roughly $550 billion in new surface transportation spending. The plan will take 5-years and combines transformational efforts in roads, bridges, railroads, and domestic building, among others. All requiring cement 83% of GCCs EBITDA is driven by cement MARKET Cement consumption is surpasing 2019 levels with expected growth in 2021 Upcoming high cement demand will be boosted by the U.S. infrastructure plan LIMITED AVAILABILITY Decrease of cement availability due to high demand and limited supply GCC is well positioned to meet U.S. demand with Mexico cement plants and a recently expanded U.S. plant PRICE INCREASES In 2021, we increased cement prices twice, which represented an average of 8% increase 2021 cement price increase is greater than the cumulative inflation as of the end of September Market dynamic could potentially drive the increase in cement prices Sources: PCA Fall 2021 Forecast. PCA Market Intelligence "Infrastructure Investment and Jobs Act Impact on Cement Consumption" October 2021 15#16140 120 100 80 60 WHILE IN A FAVORABLE PHASE OF THE U.S. CEMENT CYCLE U.S. CEMENT PRODUCTION AND CONSUMPTION Production Consumption -20% Actual 2003-2020 Estimated 2021-2024 40 2003 2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 Source: USGS, PCA 2020 U.S. apparent consumption is still 20% below 2005 peak (26 MMT) Import share is about 13% of consumption, compared to 23% share in 2006 GCC 16#17Exports to U.S. Cement plant Other operations . • Concrete plants • Distribution centers ⚫ Aggregates •Concrete block • Asphalt plant •Pre-cast plant GCC IS THE LEADING PRODUCER IN THE STATE OF CHIHUAHUA, WITH SIGNIFICANT EXPORT CAPACITY 2021 SALES MIX Juarez Samalayuca ■Chihuahua Cuauhtemoc Ocampo Parral Great Place To Work®Ⓡ CERTIFICADA Ene 2020 Dic 2020 MEX Mexico cement capacity: 2.3 mmt GCC is sole producer of cement and the leading producer of ready-mix concrete in Chihuahua. Close economic ties between Chihuahua and the U.S. Cyclical recovery benefit • Foreign direct investment target Demand growth driven by private sector Flexibility to supply Texas and New Mexico demand from Samalayuca and Juarez plants EXPORT SHARE OF MEXICO'S VOLUME SALES CEMENT DOMESTIC PRICING TRENDS (% CHANGE YEAR-ON-YEAR)¹ GCC Products Other Aggregates 10% 4% Bagged 30% Concrete block 5% Ready-mix concrete 26% Cement and mortar 55% Format 58% 75% 68% 61% 55% 18.0% 8.2% 5.7% O...... Bulk 58% 70% 2017 2018 2019 2020 2021 Q1-22 1.4% 4.2% 11.7% 2017 2018 2019 2020 2021 Q1-22 17 1 Price changes in local currency#18VERTICALLY INTEGRATED OPERATIONS GCC IS PRESENT AT ALL STAGES OF THE CEMENT AND READY-MIX SUPPLY CHAIN FUEL Coal mine in Colorado provides a significant source of fuel for GCC cement plants, lowering costs and reducing price volatility RAW MATERIALS GCC owns most of the limestone quarries needed to supply cement, ready-mix and aggregates operations over the long-term CEMENT 8 plants in the U.S. and Mexico, close to raw materials sources READY MIX 95 plants. GCC cement plants supply almost a 100% of the cement used in our ready-mix operations CEMENT TERMINALS 23 rail-served cement terminals, distribution centers, and transfer stations from Chihuahua to the U.S. -Canadian border TRANSPORT (181 More than 2,590 leased railcars and 900+ mixer and haul trucks to transport cement, concrete, aggregates and coal GCC 18#19WITH STATE OF THE ART PRODUCTION FACILITIES Rapid City, SD 1.1 MMT 2018 expansion Pueblo, CO 1.1 MMT 2008 startup Chihuahua, Chih. 1.1 MMT 1941 startup 2009 modernized United States 3.5 MMT Tijeras, NM 0.4 MMT 2015 modernized 5.8 MMT Cement production capacity 0.9 MMT Available clinkercapacity (March 2022) Samalayuca, Chih. 1.0 MMT 1995 startup 2002 modernized Mexico 2.3 MMT Odessa, TX 0.5 MMT Oil well cement 2016 acquired Trident, MT 0.3 MMT 2018 acquired Juarez, Chih. 0.1 MMT Speciality cements 1972 startup 2000 modernized GCC 19#20100% 96% 97% 93% 88% 65% OPERATING AT NEAR-OPTIMAL CAPACITY UTILIZATION LEVELS 84% 85% 82% 56% 68% 90% 82% 53% 79% 78% 75% 71% Mx Avg Chihuahua Samalayuca Juarez Tijeras Rapid City Pueblo Odessa Trident US Avg MEXICO UNITED STATES U.S. industry estimated average 86% 2020 2021 GCC 20#21ROBUST LOGISTICS PLATFORM STRETCHES FROM NORTHERN MEXICO TO THE U.S. BORDER WITH CANADA ALBERTA LINKED BY SOPHISTICATED DISTRIBUTION NETWORK THAT LEVERAGES CONTIGUOUS MARKET FOOTPRINT Operational flexibility Cost efficiency Faster delivery time Advanced logistics MT ND MN Reduced supply disruption risk SD ID Hard to replicate WY Brand loyalty and client trust Redundancy UT IA NE KS OK W TX NM E TX 23 cement terminals, 2 distribution centers, and transfer stations +2,350 leased rail cars 94 ready-mix plants, 700+ mixer and haul trucks CHIHUAHUA Cement terminal Cement plants Illustrates sale of cement from origin state to destination state GCC WI 21 21#22OPTIMIZING OPERATIONS FOR VALUE GENERATION 13.1% ROIC 12.4% 10.0% Value generated 9.6% 9.1% 9.0% 8.8% 8.2% 9.0% 8.6% 8.4% 7.0% 8.1% 7.8% 5.8% WACC 9.0% 2014 2015 2016 2017 2018 2019 2020 2021 Any projections have been prepared based on GCC's views as of the date of this presentation and include estimates and assumptions about future events which may prove to be incorrect or may change over time ROIC NOPAT / Avg. Invested Capital WACC [Cost of Equity x (Market Value of the Company's Equity Total Market Value of the Company)] + [Cost of Debt x (Market Value of the Company's Debt Total Market Value of the Company)] GCC 22 22#23GCC GENERATES A HIGHER ROIC THAN MOST OF ITS U.S. PEERS... 7.0% 8.1% 10.5% 9.6% 9.0% 2015 2016 2017 2018 17.3% EXP 13.1% GCC 12.4% 8.9% VMC 8.5% MLM 7.1% SUM GCC 2019 2020 2021 23 Source: Company and J.P. Morgan estimates (May 2022)#24AS WELL AS ITS LATAM PEERS 12.4% 10.5% 9.6% 9.0% 8.1% 7.0% GCC 16.2% CX 15.7% FORTALEZA 13.1% GCC 8.0% CEMARGOS -1.5% CLH 2015 2016 2017 2018 2019 2020 2021 Source: Company and Morgan Stanley estimates (May 2022) 24 24#25GCC RECENT DEVELOPMENTS ENHANCE GCC'S VALUE PROPOSITION Cement Capacity Growing EBITDA Growing +514k mt Odessa in 2016 acquisition +440k mt Rapid City in 2018 expansion +315k mt Trident in 2018 acquisition +79% EBITDA growth since 2016 32.5% 2021 margin Debt Falling and Refinancing -0.43x Net leverage BBB- Investment grade Fitch rating BBB- S&P rating $500 mm Sustainability-linked bond Increased free float and liquidity 48% of total shares on BMV +23% Free Float S&P/BMV IPC Index inclusion FTSE Index inclusion MSCI Index inclusion FTSE BIVA Index inclusion 25 25#26REDUCTION OF INTEREST COUPON BY 1.636 PERCENTAGE POINTS MATURITY PROFILE (US$ Million) GCC BOND AND BANK DEBT REFINANCING STRENGHTEN FINANCIAL POSITION Fitch and S&P upgraded GCC's rating to investment grade (Q1-21) • Bond interest coupon decreased to 3.614% from 5.250% (January 2022) Undrawn ~US$270mm revolving credit facility to support liquidity AGENCY RATING OUTLOOK DATE FITCH S&P BBB- BBB- 02/21 Stable 03/21 DEBT COMPOSITION (JANUARY 2022) SECURITIES DEBT Sustainability-linked bond US$500 million 3.614% coupon due 2032 Debt amounts based on loan contract amounts. IFRS balance sheet values slightly lower SLB: Sustainability Linked Bond 2022 DEBT RATIOS (March 31, 2021) Net Debt/EBITDA -0.43x EBITDA / Net Interest Expense 26.16x 500 2032 26#27US$500MM BBB- RATING BY S&P/FITCH 3.614% FIXED COUPON DUE T10 + 185BPS 2032 75BPS STEP-UP SUSTAINABILITY LINKED BOND FIRST ISSUANCE AS AN INVESTMENT GRADE COMPANY Largest USD SLB by a cement company ever • 2.8x oversubscribed orderbook • Drove a 25bps compression from IPTs to launch GCC hosted conference calls with over 75 accounts, over a 4-day marketing exercise, while simultaneously leveraging an electronic roadshow that was viewed by more than 200 unique accounts Extends GCC debt maturity profile • Fund the full call redemption of the US$260 million 5.250% notes due 2024 Refinance upcoming bank debt maturities US$ million 683 500 Cash and 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Equivalents GCC Bank Debt USD Bonds 27 22#28SUSTAINABILITY LINKED BOND REINFORCING GCC'S COMMITMENT TO DECARBONIZATION GCC First SLB from a cement company in the Americas, positioning GCC at the forefront of the industry's decarbonization strategy SUSTAINABILITY PERFORMANCE TARGET Carbon Intensity Reduction, measured as specific net kilograms of CO2 (Scope 1) emissions emitted per ton of cementitious material 775 746 750 744 734 725 700 675 The lesser of a 22% reduction from the 2018 baseline by year-end 2030 or the Science Based Targets initiative-validated target 650 If the SPT isn't achieved by year-end 2030, the interest rate will increase 75 bps 625 600 SPT: The lesser of a 22% reduction from the 2018 baseline by 2030 or the SBTi-validated target Actuals 576 FACTORS THAT SUPPORT OUR TARGET Strong commitment from our Board of Directors on Sustainability Strategy Increasing use of alternative fuels • Increasing production of blended cements to reduce our clinker ratio • Replacing use of coal for natural gas . Optimizing use of energy Public commitment with SBTI and KPI validation in process 575 550 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 GCC has engaged ISS to provide a Second Party Opinion ISS ESG (SPO) of the Framework, available in the ISS website 28#29EBITDA MARGIN 17.3% DEBT AND CAPITAL EFFICIENCY INDICATORS STEADILY IMPROVING 32.5% +15.2 ppt 2013 2014 2015 2016 2017* 2018** 2019 2020 2021 NET LEVERAGE RATIO (Net Debt / EBITDA) 3.45x 2.57x 2.28x 1.84x 1.86x 1.55x 1.11x ROIC (NOPAT / Avg. Invested Capital) 3.1% 12.4% 10.5% 9.6% 9.0% 8.1% 7.0% 5.8% 13.1% 2013 2014 2015 2016 2017 2018 2019 2020 2021 WORKING CAPITAL (Based on sales) 76 60 58 58 54 50 46 47 39 0.24x -0.44x 2013 2014 2015 2016 2017 2018 2019 2020 2013 2014 2015 2016 2017 2018 2019 2020 2021 2021 * Proforma after asset swap Year-end days in WC ↑ GCC 29#30STRENGTHENED MARGINS AND LOWER INDEBTEDNESS THAN MOST OF OUR PEERS GCC US Average 2022 estimated Net Debt/EBITDA multiples* LatAm Average 2.8x 2.4x 2.2x 3.8x 2.7x 0.9x 1.9x 2.1x 0.7x -1.0x -0.4x GCC EXP VMC SUM Cemex Fortaleza CLH Argos MLM 2022 estimated EBITDA margins* US Average 26.7% LatAm Average 22.1% 27.9% 27.4% 28.7% 33.8% 31.8% 19.7% 18.2% 20.7% 20.6% GCC EXP VMC MLM SUM Cemex Fortaleza CLH Argos 30 Source: J.P. Morgan (May 2022) and Morgan Stanley (May 2022) estimates#31CAPITAL MARKETS TRANSACTIONS INCREASED SHARE FLOAT AND LIQUIDITY; VALUATION REMAINS ATTRACTIVE TRANSACTIONS BENEFIT PUBLIC MARKET SHAREHOLDERS Transparent control group shareholdings Float increased to 48% of shares . Increased liquidity SHARES STILL TRADE BELOW PEER GROUP MULTIPLES 2022 ESTIMATED EV/EBITDA MULTIPLES' US Average 13.3x GCC LatAm Peers 6.3x 6.6x 11.3x 16.6x 16.9x 11.1x 8.5x 7.2x 5.9x 6.4x 5.8x ● Even after 97% price increase since 2017 · Trading at a 42% discount to weighted peers² GCC Weighted Peers² Vulcan Materials Martin Marietta Summit Materials Eagle Materials Argos Cemex Cemex LatAm Fortaleza • 50% discount to U.S. average No discount compared to LatAm average 1 Source: J.P. Morgan (May 2022) and Morgan Stanley (May 2022) estimates 2 Weighted peers implies: 72% US peers + 28% LatAm peers 31#32LIQUIDITY HAS INCREASED SIGNIFICANTLY AS A RESULT OF CORPORATE DEVELOPMENTS AND STOCK MARKET POSITIONING "Re-IPO," February 2017 LIQUIDITY ENHANCING EVENTS MSCI Index inclusion, June 2018 IPC Index inclusion, September 2018 FTSE Index inclusion, March 2019 Coverage Rating AVERAGE DAILY TRADING VOLUME, SHARES¹ 64,000 276,000 460,000 GCC Average before "re-IPO" Jan 2016 Feb 2017 Post "re-IPO" Feb 2017 Jun 2018 Post indexes inclusion Jun 2018 - Apr 2022 1 Actinver Buy 23 Bank of America Buy Banorte Buy 4 Credit Suisse 5 Data Based Analysis 6 GBM 7 Itaú Outperform Not Authorized Outperform Outperformer 8 JP Morgan Overweight 9 Morgan Stanley Overweight 10 Nau Securities Buy Indexes 1231 Santander Buy Scotiabank Outperform UBS Buy 14 Ve por Más Buy Average Buy 1 Source: BMV; GCC calculations 1 Averages exclude trading volumes at time of re-IPO and partial early termination of equity forward FTSE FTSE BIVA MSCI S&P/BMV IPC 32 32#33GCC JOINED THE GLOBAL CEMENT AND CONCRETE ASSOCIATION IN 2018 7 AFFORDABLE AND CLEAN ENERGY MAIN GOALS 2020 REDUCE NET CO2 EMISSIONS BY 9% INDUSTRY, INNOVATION 9 AND INFRASTRUCTURE 2030 REDUCE NET CO2 EMISSIONS BY 22% OR THE SBTI-VALIDATED TARGET SUSTAINABLE CITIES 11 AND COMMUNITIES 2050 COLLECTIVE AMBITION FOR CARBON NEUTRAL CONCRETE CO2 emissions reductions are compared to our 2005 baseline for 2020 target and to our 2018 baseline for 2030 target 12 RESPONSIBLE CONSUMPTION AND PRODUCTION QO 13 CLIMATE ACTION Sustainable Development Performance Targets SUSTAINABLE DEVELOPMENT GOALS Climate & Energy Circular Economy HOW? Energy efficiency Alternative fuels Health & Safety Environment & Nature Blended cements New carbon capture technology Social Responsibility Concrete Triple Bottom Line - Growth & Profitability Strategy & Execution 33 33 GCC#34D SUPPORTED BY SUSTAINABILITY INITIATIVES RESULTING IN DIRECT ECONOMIC AND ENVIRONMENTAL BENEFITS 8.9% ALTERNATIVE FUELS (AF) USAGE AND CO2 EMISSIONS REDUCTION¹ 10.0% 8.8% 8.5% 8.1% AF USAGE BY PLANT 33% 27% 24% 18% 16% 12% 38% 38% 27% GCC 21% 11% 11% 10.4% 10.9% 9.1% 9.1% 11.5% Samalayuca Chihuahua Juarez Pueblo 2018 -2019 ■2020 2016 2017 2018 2019 2020 % AF/thermal energy CO2 emissions reduction ALTERNATIVE FUELS USAGE (MT) AF PROVIDE SIGNIFICANT COST ADVANTAGES In 2020, AF provided 11.5% of total thermal energy and reduced CO2 emissions by 10% In 2018, GCC saved more than US$4 million using AF . On average, AF costs are 50% lower than coal costs 81k 78k 78k 88k In 2019, GCC received permit to co-process AF at Rapid City 65k . In 2018, GCC expanded the Pueblo plant's AF capability 2016 2017 2018 2019 2020 12005 is the baseline year for CO2 emissions reduction In 2017, GCC secured a flexible fuel-permit for Odessa Tijeras fuel permit is in the final stages 34 44#35LATEST ESG ACHIEVEMENTS ● GCC GCC joined the Science Based Targets initiative to verify CO2 reduction targets Three long-term agreements were signed with renewable energy suppliers covering approximately 20%, 100% and 50% of the electricity consumed at Mexico's operations, Odessa plant and Rapid City plant, respectively GCC joined GCCA's research network, Innovandi Use of biomass fuel at the Juarez plant reduced CO2 emissions by 38% energy ENERGY STAR 2020 ENERGY STAR CERTIFIED FACILITY www.energystar.gov . Rapid City has permanently shut down two wet kilns Two U.S. cement plants earned EPA Energy Star certification . Pueblo plant earned the Energy Star certification for second year in a row Great Place To WorkⓇ Certificada NOV 2020-OCT 2021 MÉXICO . Rapid City plant earned the Energy Star certification Pueblo Plant won the PCA's Chairman's Safety Performance Award PCA recognized Odessa plant for outstanding environmental efforts Zero fatalities 11% reduction in lost time incident frequency and 31% reduction in severity rate (2020) Great Place To WorkⓇ Certified DEC 2020-DEC 2021 USA ● GCC Foundation focuses on sustainable living projects throughout Chihuahua Mexico Great Place to Work® ranking increased to 7th from 14th ● U.S. Division was certified as a Great Place to Work® 16th consecutive year awarded Mexican Center for Philanthropy ESR EMPRESA SOCIALMENTE RESPONSABLE 35 55#36EXPERIENCED MANAGEMENT TEAM, WITH SOUND CORPORATE GOVERNANCE ENRIQUE ESCALANTE, CEO GCC since 1999; 22 years in the industry LUIS CARLOS ARIAS, CFO GCC since 1996; 25 years in the industry RON HENLEY, U.S. DIVISION PRESIDENT GCC since 2012; 36 years in the industry MARCOS RAMÍREZ, MEXICO DIVISION PRESIDENT GCC since 1990; 31 years in the industry 49.1% 50.9% GCC Free float BOARD OF DIRECTORS 100% Chihuahua CEMEX Investors 60% 40% Proprietary, Chihuahua investors Proprietary, Cemex Independent CAMCEM 644 | GCC's senior management team averages ~29 years cement industry experience | Note that GCC currently has an ownership threshold of 3% or more of GCC's total outstanding shares; a position greater than 3% requires prior autorization by GCC's Board AUDIT AND CORPORATE PRACTICES COMMITTEE All 3 committee members are independent Assists the Board in carrying out its oversight duties and conducting corporate practices in accordance with the Mexican Securities Market Law Monitors compliance with internal policies and applicable laws and regulations regarding related party transactions and significant transactions GCC 36#37FIXED PAY BASE SALARY COMPENSATION PLAN GOAL: CLOSELY ALIGN PAY WITH PERFORMANCE AND VALUE CREATION OVER THE SHORT AND LONG-TERM Smallest component of target TDC CEO: ~ 31% Key executives: 40% - 62% VARIABLE PAY ANNUAL INCENTIVE GCC TOTAL DIRECT COMPENSATION (TDC) Based on EBITDA: Budgeted growth EBITDA margin Pays out between 0% and 205% of target CEO: ~ 33% Key executives: 18% -28% 69% PERFORMANCE BASED LONG-TERM INCENTIVE Largest component of target TDC Restricted stock Based on ROIC 5 year vesting period CEO: ~ 36% Key executives: 15% - 34% 37 32#38FRAMEWORK WITH A DISCIPLINED APPROACH TO ACQUISITION AND GROWTH INVESTMENTS • Increase market share 1 Increase presence in existing markets • Vertical integration 2 Increase productivity 3 Enter new markets Value-added products STRATEGIC PRIORIZATION AND EVALUATION OF ALTERNATIVES Cement opportunities Aggregates • Efficient investment strategy Expand and scale capacity in a disciplined manner Improve distribution network utilization opportunities with vertical integration ⚫ Continue successful U.S. expansion ⚫ Focus on synergistic contiguous markets Ready-mix opportunities with vertical integration 4 Value accretive M&A Analyze opportunities that generate shareholder value Apply successful experience in integrating acquisitions to add synergies Seek out Odessa Case by case Rapid City Standalone aggregates and ready-mix Distracts from core OK/AR R.M. sold Trident TX Aggr. TX/NM R.M. Attractiveness (ROI, size, affordability) + GCC 38#39REINFORCING A POSITIVE 2022 OUTLOOK UNITED STATES CONSOLIDATED EBITDA growth Volumes Cement Concrete Low- to mid-single digit FCF Conversion Rate Prices Cement Concrete Mid- to high-single digit MEXICO Volumes Cement Concrete Low- to mid-single digit High-single to double digit > 60% Total CAPEX US$ 260 million Strategic and growth Maintenance US$ 180 million 2021 carry-over US$ 65 million US$ 15 million Net Debt/ EBITDA, year-end Negative GCC Prices Cement Concrete Mid- to high-single digit 39 Free cash flow conversion rate: free cash flow after maintenance CapEx and before strategic and growth CapEx/EBITDA#40ENRIQUE ESCALANTE CEO Q1 2022 QUOTE Enrique Escalante, GCC's Chief Executive Officer, commented: "GCC is off to an excellent start this year. We are pleased with the results delivered during this quarter and of the way we are overcoming a high inflation environment amid global challenges. One of our top priorities is being extremely vigilant in offsetting cost pressures as we capitalize on market opportunities and focus our efforts in maximizing production and terminal outputs. Market trends and full-year backlogs are encouraging for 2022; therefore, we expect to end the year in line with our high-single to double-digit EBITDA growth guidance." GCC 40#4105 | APPENDIX GCC#42SALES (US$ MILLION) 179 +15.7% 207 938 +10.8% Q1 2022 & FY 2021 RESULTS 1,039 27.7% EBITDA & EBITDA MARGIN (US$ MILLION) 26.4% +10.2% 49 55 32.9% 32.5% 338 308 +9.6% 188 FREE CASH FLOW (US$ MILLION)1 246 -1.0% 244 (1) Q1-21 Q1-22 2020 2021 Q1-21 Q1-22 2020 2021 Q1-21 Q1-22 2020 2021 NET SALES BY COUNTRY Mexico 35% U.S. 65% SALES MIX Aggregates 3% Other 7% Coal 4% Ready-mix concrete 17% CEMENT NET INCOME (US$ MILLION) 150 130 Cement 15 13 and mortar -14.3% 70% Q1-21 +15.4% Q1-22 2020 2021 GCC 42 42#43Net sales Q1 2022 RESULTS HIGHLIGHTS Millions of dollars Q1-22 Q1-21 Var 2022 2021 Var 206.9 178.8 15.7% 1,038.8 937.8 10.8% Operating Income before other expenses 57.5 56.7 1.4% 241.3 211.3 14.2% EBITDA 54.5 49.5 10.2% 337.9 308.3 9.6% EBITDA Margin 26.4% 27.7% 32.5% 32.9% Consolidated Net Income 13.1 15.3 -14.3% 149.7 129.7 15.4% Consolidated net sales increased 15.7% to US$206.9 million U.S. sales increased 20.6% as cement and concrete volumes increased 10.3% and 15.7%, respectively Mexico cement and concrete prices increased 11.7% and 8.1%, respectively Mexico sales increased 7.5% as concrete volumes increased 9.1% U.S. cement and concrete prices rose 10.3% and 1.3%, respectively GCC EBITDA increased 10.2% to US$54.5 million with a 26.4% EBITDA margin Cash and equivalents totaled US$640 million Net leverage (net debt/EBITDA) ratio totaled -0.43x as of March 2022 . The share buyback program will be reactivated 43#44SALES VOLUMES AND PRICES Q1-22 vs Q1-21 2021 vs 2020 Cement volumes U.S. 10.3% 5.6% Mexico -4.7% 6.9% Concrete volumes U.S. 15.7% -19.1% Mexico 9.2% 19.1% 10.3% UNITED STATES (U.S. DOLLARS) 1.3% Q1-22 vs Q1-21 Percentage changes are based on actual results, before rounding GCC The most dynamic U.S. market segments during the quarter were industrial warehouse construction and the oil gas sector U.S. performance and market conditions were better than expected Mexican customers built up inventory at year's end Mexico sales during the quarter were primarily driven by demand related to industrial warehouse construction, commercial and housing projects and strong mining activity GCC AVERAGE SELLING PRICES, % CHANGE 8.9% 5.1% 2021 vs 2020 11.7% 8.1% Q1-22 vs Q1-21 MEXICO (PESOS) 4.2% Cement (per mton) 6.2% Concrete (per m3) 2021 vs 2020 Mexico cement prices include only domestic cement prices to exclude the effect of the exchange rate on cement exports 44#45SALES Million dollars Q1-22 Q1-21 Var 2021 2020 Var Consolidated 206.9 178.8 15.7% 1,038.8 937.8 10.8% U.S. 135.4 112.3 20.6% 750.4 693.1 8.3% Mexico 71.4 66.4 7.5% 288.4 244.6 17.9% GCC U.S. SALES Performance and market conditions were better than expected Efforts focused on building up inventory Customers are significantly more concerned about ensuring uninterrupted supply The most dynamic market segments during the quarter were industrial warehouse construction and the oil gas sector MEXICO SALES Double-digit price increase in Mexico effective in January 2022 Customers built up inventory in December 2021 Mexico sales during the quarter were primarily driven by demand related to industrial warehouse construction, commercial and housing projects and strong mining activity Exluding the FX effect, Mexico's sales would have increased by 8.6% Percentage changes are based on actual results, before rounding 45 49#46INCOME STATEMENT (MILLION DOLLARS) Q1-22 Q1-21 Var 2021 2020 Var Net Sales 206.9 178.8 15.7% 1,038.8 937.8 10.8% U.S. 135.4 112.3 20.6% 750.4 693.1 8.3% Mexico 71.4 66.4 7.5% 288.4 244.6 17.9% Cost of sales 152.9 133.4 14.6% 707.4 647.9 9.2% SG&A expenses 22.6 19.9 13.7% 90.0 78.5 14.7% Other expenses, net 0.0 0.0 0.0% 9.5 23.6 -59.8% Operating Income Operating margin 31.4 25.5 23.1% 231.8 187.7 23.5% 15.2% 14.3% 22.3% 20.0% Net financing (expenses) (14.2) (5.4) 162.9% (27.8) (28.5) -2.4% Earnings in associates 0.7 0.5 37.3% 3.1 1.7 79.4% Income taxes (benefit) 4.7 5.2 -9.8% 57.3 31.2 83.8% Consolidated net income 13.1 15.3 -14.3% 149.7 129.7 15.4% EBITDA EBITDA margin *Percentage changes are based on actual results, before rounding 54.5 49.5 10.2% 337.9 308.3 9.6% 26.4% 27.7% 32.5% 32.9% GCC 46 46#47FREE CASH FLOW (MILLION DOLLARS) GCC Q1-22 Q1-21 Var 2021 2020 Var Operating income before other expenses 31.4 25.5 23.1% Depreciation and amortization 23.1 24.0 -3.5% 241.3 96.6 211.3 14.2% 96.9 -0.4% EBITDA 54.5 49.5 10.2% 337.9 308.3 9.6% Interest income (expense) (6.8) (1.1) 500.2% (16.1) (21.2) -24.4% Decrease (increase) in working capital (9.0) (7.9) 14.6% 8.4 26.6 -68.3% Taxes (0.3) (1.3) -78.8% (11.8) (15.3) -22.9% Prepaid expenses 2.2 2.7 -18.0% (0.3) (0.1) 242.8% Decreased Free Cash Flow in Q1-22 reflects: • Higher maintenance CapEx Interest expenses • Working capital requirements Higher EBITDA generation Lower cash taxes Accruals and other accounts (25.9) (14.6) 77.2% (7.8) (1.8) 344.5% Operating Leases (IFRS 16 effect) (3.9) (4.5) -12.9% (17.9) (19.0) -6.0% Operating cash flow 10.9 22.8 -52.3% 292.5 277.4 5.4% Decreased Free Cash Flow in 2021 reflects: Maintenance CapEx* (11.8) (5.1) 131.9% (48.7) (31.2) 56.3% . Free cash flow (1.0) 17.7 n.m. 243.7 246.3 -1.0% Higher EBITDA generation Strategic & Growth CapEx (6.5) (1.5) 328.5% (2.8) (1.2) 128.1% Share repurchase (net) 0.0 (0.0) -100.0% (0.1) (5.2) -97.5% Sale of assets 0.0 0.0 0.0% 0.0 2.6 -100.0% Revolving credit line (net) 0.0 0.0 0.0% 0.0 50.0 -100.0% . Lower working capital requirements ● Lower interest expenses Lower cash taxes Higher maintenance CapEx Debt amortizations net (40.0) (10.0) 300.0% (92.0) (75.4) 22.0% Dividends paid 0.0 (7.8) -100.0% (24.5) (7.0) 249.9% FX effect Initial cash balance Final Cash balance 4.8 (3.6) n.m. (3.5) 1.7 n.m. 683.0 562.2 21.5% 562.1 350.5 60.4% 640.3 556.9 15.0% 683.0 562.1 21.5% FCF conversion rate 0.0% 35.7% 72.1% 79.9% * Excludes growth and strategic capital expenditures ** Free cash flow conversion rate = free cash flow after maintenance CapEx / EBITDA 47 44#48Total Assets Current Assets Cash Other current assets BALANCE SHEET (MILLION DOLLARS) Mar-22 Mar-21 Var 2,203.3 2,116.6 4.1% 928.3 824.5 12.6% 640.3 556.9 15.0% 288.0 267.6 7.6% Non-current assets 1,275.0 1,292.1 -1.3% Plant, property, & equipment 940.3 943.5 -0.3% Goodwill and intangibles 274.1 279.4 -1.9% Other non-current assets 60.5 69.2 -12.6% Total Liabilities 873.6 940.9 -7.2% Current Liabilities 193.8 291.8 -33.6% Short-term debt 0.0 118.0 0.0% Other current liabilities 193.8 173.8 11.5% Long-term liabilities 679.8 649.1 4.7% Long-term debt 496.6 501.6 -1.0% Other long-term liabilities 78.6 80.5 -2.4% Deferred taxes 104.7 67.0 56.3% Total equity 1,329.7 1,175.7 13.1% Net leverage (net debt/EBITDA) ratio totaled -0.43x as of March 2022 Cash and equivalents totaled US$640 million Based on the last twelve months of sales, as of the first half of the year, we reduced days in net working capital from 49 to 41 - a total reduction of 8 days. The share buyback program will be reactivated GCC 48#494 GCC CONTACT: WWW.GCC.COM Luis Carlos Arias, Chief Financial Officer [email protected] Ricardo Martinez, Head of Investor Relations [email protected] +52 (614) 442 3176 +1 (303) 739 5943