Access to water and watershed management, water foo tprint.

1.2.3 Organizational Structure

CONTENT GRI 102-18

e have a centralized organizational structure at the corporate level, providing guidelines for action and administration for good governance and decision-making. Likewise, each of the Business Units has its own organizational structure to carry out its specific actions.

CMI ALIMENTOS CMI ALIMENTOS CMI ALIMENTOS CMI FOODS CORPORATIVO CORPORATIVO CORPORATIVO CORPORATE CMI CAPITALCMI CAPITALCMI CAPITAL CMI CAPITAL

Leadership team of CMI Capital

CEO CMI CAPITAL

Energy CEO Finance CEO Multiproyectos CEO Finance, IT and Legal Senior Director Corporate Affairs and Sustainability Director

We have the following forums or committees for support, which include the main strategic topics of the company, as well, as social, environmental and governance issues: • Monthly Activity Reporting Forum - RMA. • Capital Leadership Team Forum - ELCAPI. • Investment Committee. • Crisis Committee. • Central Corporate Ethics Committee. • Sustainability Forum. HR Director

1.2.4 1.2.4 About this report

CONTENT GRI 102-50, 102-51, 102-52, 102-54

This sustainability report has been prepared in accordance with the Global Reporting Initiative Standards, in its essential option, and provides information for the year 2020. It should be noted that this report complies with the principles of the United Nations Global Compact and is aligned with the Sustainable Development Goals (SDGs). This is the second consecutive CMI Capital sustainability report, which is annual and its scope includes the three business units that form the group: Energy Unit, Real Estate Development Unit and Finance Unit.

1.2.4.1 Stakeholders

CONTENT GRI 102-40, 102-42, 102-43

In previous periods, different workshops were held with CMI Capital associates through virtual meetings attended by representatives from different areas of the company to identify and classify interest groups. In these workshops basic social responsibility, philanthropy and sustainability concepts were addressed, as well as the description of some internationally recognized sustainable development tools. Additionally, work was done with audiovisual material and there was interaction with participants, who filled out a series of formats and assigned scores in order to obtain quantitative data. This information was measured under the power, legitimacy and urgency criteria; a methodology developed by authors Mitchell, Agle & Woods. Interviews with managers and other workers were also used. For suppliers and neighbors (including communities), spontaneous interviews were conducted through local visits, also looking at programs related to the environment. The following actors coincide in each of the business units: Workers of CMI Capital at a general level, including the contracting companies, who begin to gain importance either as a group company or a third party.

The neighbors of the business units of CMI Capital who are represented either by the neighbors themselves or by communities, the latter being the ones that take on a greater role especially in the Energy Unit. At the same time, they engage the environment and NGOs.

The suppliers are part of the value chain and are centralized for more transparent management.

The organizations working on the environmental issue are relevant because of the characteristics of the place we are in (Central America), prioritizing water, biodiversity, energy and waste.

Local governments, followed by regulations and ministries, in some cases represent environmental care. Compliance with every regulation, law or standard is critical for CMI.

The mass media, particularly the local media, followed by regional media, are of utmost importance to the organization.

Different types of clients, large companies in the case of the energy sector and for the real estate business: large, medium and small customers, either as co-owners, homeowners and visitors to shopping malls.