Conference Transcript - BWMX 2026-06-09

Luis Campos, Chairman

Hello, good morning. We are a person-to-person company sales. We began our operations 25 years ago. During these 25 years, we have been growing at a strong double-digit KGR, both in sales and EBITDA. I founded this company when I bought from the Brits the division for Latin America. Betterware is originally a British company, and I bought 100% of the business, including the brand, for Latin America. We have been growing at that pace. six years ago we listed the company in Nasdaq four years ago we bought Jaffra Cosmetics worldwide and last week we closed a deal to buy Tupperware Latin America I was president of Tupperware for the Americas from Canada to Argentina for five years, and after that, I bought to the bridge this company. And I let Andres, our CEO, my son and CEO of the group, to tell you more about the company.

Andres Campos, CEO

Thank you. So, Andres Campos, CEO of Befra. So, as my father was saying, I'm going to give you a glimpse of what Befra is. So when you think about Befra, you have to think about two things. The first thing is that we are a house of brands. So we build great brands. We built Betterwear, which was our first brand. It's focused on household products, but we do it through a lot of innovation. I will talk about that in a little bit. We bought Jafra four years ago. When we bought it, it was number 14 brand in the beauty market in Mexico. It's cosmetics and skincare and everything. Today, four years later, we're the number seven brand. So we've come from 14th to 7th, and we continue to expand. And now we acquired the Tupperware brand for Latin America. You know, Tupperware is the reference brand in food containers, but it has been staying behind in innovation. It has been staying behind in market share, and we plan to reignite the brand and recover a lot of market share. So that's the first thing we do. Now, we commercialize these brands, and that's the second part that we call great opportunities. We don't commercialize through brick and mortar. We don't commercialize through e-commerce. We commercialize through person-to-person selling. I know this sounds a little bit old, like the Tupperware parties or even calls to the door. But what we have done is we have evolved the model such that it becomes very relevant. You know, what is happening in the world is that there is a secular trend that people need an extra income. That's why you see in the gig economy companies like Uber or like DoorDash start proliferating not only in Latin American markets but all across the world. So what we do is that we offer the people an opportunity to make an extra income selling our brands. So instead of driving an Uber or instead of making cookies and selling them, we offer for them to sell our brands. And we create a whole platform based on technology, based on innovation, so that they can sell our brands and they can earn that extra income or even build a huge business out of the brands. and so as i was saying we have three brands better wear innovative home solutions just to give you an idea of what a better word product is this is a line squeezer but what happens is that you don't have to cut the line before you squeeze it you just put the line complete and it cuts and squeezes at the same time this is the type of innovation that we create in better work jaffra quality beauty for everyone so it's very quality products but we make them affordable so that anyone can buy them and we create great brands in the fragrance skincare makeup and body and just to give you one sense in the fragrance category we are the number one fragrance category brand in mexico so against anyone against chanel or against any fragrance we are number one in mexico and we aim to achieve the same for the rest of the categories and and now we just acquired tupperware we announced it last week so uh beginning last week we have just started working with tupperware to revamp the brand in latin america i'm sure you're more aware of this so that's what we do we have since my father acquired in 2001 we have built a history of 25 years with a 20% CAGR as a group. Just the Better World Brand has achieved 15.9% CAGR throughout 25 years. So it's not something that we just created. It's something where we have been building growth and showing growth throughout the years. And just to give you an idea, we had a great run of growth of 24% CAGR in the first years. Then after the 08 crisis, you know, the consumption crisis, we were able to maintain the business, and then we achieved a second wave of growth starting in 2014. That ended up, up to 2023, we grew 41% annually. And I'm just going to stay here to give you one little detail, which is in COVID, during the COVID period, the Better World brand, showed up impressively during 2020. We almost did 3x our revenue in like a year. That was completely abnormal. It was, you know, the consumer staying at home, buying home products, and the sellers, a lot of people lost their jobs, so a lot of people needed an extra income. So it was the perfect storm for us. Now, after COVID, when people started going out of their homes, the Better World brand declined. It's obvious like after that, we had a decline. But we have found stability in double the size of what we were pre-COVID. So we're pretty happy with the aftermath of that. And now we're starting to find growth again in the Better World brand. Now, something important is starting in 2022, we acquired Jafra. You know, we had grown so much in better world that we said, you know, maybe we can replicate this model that we have created in other categories or other countries. So we acquired Jafra in 2022. Jafra had not grown for almost 15 years before. Since we acquired it, we have almost doubled the size of Jafra. and we're very happy about that. You know, we revamped innovation. We refreshed in the catalog. We did a bunch of things in our model to revamp this brand. And that was the first example of what we want to do going forward is, you know, ignite brands with our own model, okay? So it was a great example. Now, after Jafra, we're a more diversified company, 40% better, we're 60% Jafra. And Jafra has a component that is their U.S. operation, which is very interesting because we start to internationalize our brands. We just acquired Tupperware. topperware to give you an idea what we acquired in latin america used to sell 7.7 thousand million pesos no uh right now in 2025 numbers they sold 5.1 thousand million pesos so they have been declining because topperware stopped innovating stopped taking care of their marketing stop evolving their model and what we plan to do is to reignite the growth in tupperware and make tupperware the best food container and drinkware company out there we believe that the brand value is great we just have to put the work behind it to make it grow no now one specific thing about Tupperware is that it has an operation in Brazil. So, you know, to go into the Latin American market, the most important market is Brazil. And this is a great way to tap into that market, which is about 1.5 times the Mexican market. So this is a great way to tap into the Brazilian market. We plan to grow Tupperware in Brazil, but also use that platform to introduce BetterWare and eventually Jafra and continue penetrating the Latin American market. After the Tupperware acquisition, if we do the pro forma results of 2025, even more diversified company, we start to become a house of brands. Now the original one, BetterWare, is only one-third of the whole company. So we start to create this expansion of brands. And we also start to create an expansion of markets. Now, after the top-order acquisition, LATAM will be 9.5% of sales. U.S. will be almost 5% of sales. And Mexico will be 85% of sales. So this is like a first glimpse of how we start going international and how we start jumping into new brands. you can think of ourselves a little bit like a unilever or a procter and gamble that you know buy brands and they they have the know-how of how to ignite these brands but we don't do it through brick and mortar we do everything through our channel now apart from that growth and that possibility of growth coming forward another very interesting thing from our company is that we have very important financial discipline since my father acquired it, and we have maintained that even throughout the growth. So first of all, we have around 19%, 20% EBITDA margins, so pretty profitable operation, very flexible operation in the way that 75% of our expenses are variable, only 20% of our assets are fixed, and we only invest 1.6% of sales in CapEx every year and most of this goes to technology and to business intelligence to continue improving our model. We have a high return, free cash flow to EBITDA is 65% of EBITDA we convert into cash. We have a high ROTA, 16%, ROIC of 33% and a dividend payout ratio of around 40% in the last three years. So we pay out 40% of generated cash every year, more or less. We have, even though we have gone through these acquisitions through debt, we have been able to deleverage the company post-acquisition. So Jafra acquisition, when we acquired it, we had three times debt to EBITDA. Right now, we're at 1.5 times debt to EBITDA, so with the cash we generate, we're able to pay dividends and to repay debt. So we have been able to deleverage. And then the last component, I would say, is the social impact because we're not selling through brick and mortar. We're not selling through e-commerce. We're selling through this sales force that they find this gig opportunity, and today we have almost 1.5 million sellers. with the three brands together who are benefiting from selling our brands. So it's a great social impact. Just last year we left 4.1 billion pesos in the pockets of the people who are selling them. So in a way, the way you have to think about this is instead of leaving the margin to Walmart and making advertising to sell our products and investing in all that, we give the margin and the incentives to the people so that they can do the word of mouth and find the customers and service the customers. So this is a great opportunity that our brands have this extra social impact. In the end, and to wrap up, I want to tell you that what we do different is first innovation. We are a very innovative company. In better world, we launched 350 new products per year. In Jafra, when we acquired it, innovation was 4% of revenue. Today it's almost 20% of revenue. So we continue to innovate a lot. And in Tupperware, obviously, we're going to innovate into new products, into everything. Second, technology. We invest a lot in technology. Our salespeople have their own app that we developed internally. So it's an app where they can do everything, and it makes it easy to manage your business. We invest a lot in business intelligence. We created our business intelligence department in 2014. Right now with AI, we are achieving great things through the business intelligence team to understand the business better, to make better decisions. You know, these businesses throw out a lot of information between the products, innovation, the people, the geographies, everything. So we make intelligence out of this to make better decisions. And obviously we focus such that the business in the end not only helps the investors to make a great profit, but also helps a lot of people who are looking for an extra income to make an extra profit as well, people-oriented company. And just to wrap it up, what's going to happen in the future? We have a five-pillar plan. The first one is strengthen our leadership in Mexico. The three brands have a lot to grow in Mexico, so we plan to continue growing there. Second, regional expansion. As I mentioned, Latin America will be very important. And with Jafra, we plan to expand in the U.S. as well. Third, new brands or categories. We've made two acquisitions up to date. We plan to keep making acquisitions when they make sense so we can expand our brands or categories. Digital transformation. we established a team to focus on digital transformation we're achieving great things with artificial intelligence with this department and we believe that we will be ready to seize on the artificial intelligence opportunities coming forward and fifth do all the four above with financial discipline and control we want to maintain good profitability good cash flow generation keep paying dividends constantly repaying our debt accordingly so I don't know if I went too fast but in a nutshell this is the company and I think we have some time so I would love if you have any questions or any comments feel free to shoot your questions or comments thank you for your time

Luis Campos, Chairman

any questions no

Andres Campos, CEO

very clear alright, thank you guys thank you