Introduction - Business Divisions. Key Indicators. Regional Footprint Operating Highlights. Investment Plan History

Transcription

1 The company & ITS subsidiaries

2 Introduction - Business Divisions Department Stores Home Improvement Supermarkets Financial Services Real Estate Business Regional Footprint Operating Highlights Key Indicators Customers Employees Suppliers Community Environment Corporate Governance Shareholders Investment Plan History

3 12 Annual Report 2016 S.A.C.I. FALABELLA Introduction Business Divisions S.A.C.I. Falabella and its subsidiaries (together, the Falabella Companies ) have been serving customers for 127 years. The Falabella Companies have become a leading Latin American retail player, with operations in Chile, Peru, Colombia, Argentina, Brazil, Uruguay and, soon, in México. Through a strategy that balances growth, profitability and sustainability, S.A.C.I. Falabella and its subsidiaries are organized into five business divisions: Department Stores, Home Improvement, Supermarkets, Financial Services and Real Estate. The Falabella Companies reach millions of customers across the region through their 476 stores, 39 shopping centers, 265 bank branches and online platforms. S.A.C.I. Falabella and its subsidiaries offer customers a wide range of products and services from each business division. The Falabella Companies omni-channel strategy has enabled it to become a leading e-commerce company in Latin America.

4 13 Department Stores S.A.C.I. Falabella operates department stores in Chile, Peru, Colombia and Argentina and is a market leader in all four countries. Falabella s department stores offer a wide range of products for personal use and for the home, arranged into various categories such as apparel and footwear; cosmetics and fragrances; electronics and household appliances; furniture and home decor. Products include exclusive international brands, local and second-generation brands, as well as a portfolio of private brands. The division operates specialty stores for its exclusive and second-generation apparel and footwear brands, with a wider assortment of products. Falabella Retail has various competitors in the retail industry. There are three distinct sub-sectors: department stores, multi-product stores and specialty stores (which specialize in providing a specific brand, or that focus on a lifestyle or concept). Market share estimates are based on information from Chile s National Statistics Institute (Instituto Nacional de Estadísticas) and the Chilean Casen Poll (Encuesta Casen); the Peruvian National Home Poll (Encuesta Nacional de Hogares); the Colombian National Administrative Statistics Department (Departamento Administrativo Nacional de Estadísticas) and Euromonitor, among other sources. Accordingly, Falabella Retail s market share of the retail industry (department store product categories) is approximately 23% in Chile, 17% in Peru, 6% in Colombia and 2%, in Argentina. N of Stores* Sales Area Revenues (MCLP) Chile ,000 m 2 1,471,982 Peru ,000 m 2 595,596 Colombia ,000m 2 349,599 Argentina 11 58,000 m 2 303,038 *Note: Does not include specialty stores for exclusive and second generation apparel and footwear brands. Peru and Colombia include the Crate & Barrel stores.

5 14 Annual Report 2016 S.A.C.I. FALABELLA Home Improvement S.A.C.I. Falabella and its subsidiaries operate home improvement stores in Chile, Peru, Colombia, Argentina, Brazil, Uruguay and, soon, in Mexico. Currently, the division has different store formats, including: Sodimac Homecenter, Sodimac Constructor, Imperial, Homy, Dicico and Maestro. In many locations, Sodimac stores include both the Homecenter and Constructor formats. Sodimac Homecenter (HC): offers a full range of home improvement products and services for equipping, renovating, remodeling and decorating the home. Present in Chile, Peru, Colombia, Argentina, Brazil and Uruguay. Sodimac Constructor (Co): focuses on the needs of professionals, offering the best construction materials, hardware supplies and services at the most competitive prices in Chile. Sodimac Homecenter/Constructor (HCo): combines the Homecenter and Constructor formats in one store. Present in Chile, Peru, Colombia, Argentina, Brazil, Uruguay and, soon, in Mexico. Imperial: offers specialized products in the carpentry and lumber market in Chile. Homy: an accessible and diverse offering of home furnishings, accessories and design in Chile. Dicico: is a chain of stores in Brazil that specializes in floors and tiles, bathrooms and kitchens. Maestro: tailored to the needs of the local contractor or construction professional, this chain of stores in Peru offers the best construction materials, hardware supplies and services at the most competitive prices. The Falabella Companies face a wide range of competitors in the home improvement segment. Competitors include construction and home improvement big-box stores, as well as a large number of hardware stores, which either operate independently or as chains. Additionally, there are other competitors that offer home improvement products, such as hypermarkets, department stores, specialty stores and wholesale suppliers that work directly with construction companies. Market share estimates are based on information from Chile s National Statistics Institute (Instituto Nacional de Estadísticas), the Chilean Family Budget Survey (Encuesta de Presupuestos Familiares) and the Chilean Chamber of Construction (Cámara Chilena de la Construcción); Peru s National Statistics and Information Technology Institute (Instituto Nacional de Estadística e Informática), the Colombian National Administrative Statistics Department (Departamento Administrativo Nacional de Estadísticas), the Argentinian National Statistics and Census Institute (Instituto Nacional de Estadísticas y Censos de Argentina), the Brazilian Geography and Statistics Institute (Instituto Brasileiro de Geografía e Estatística), and Uruguay s National Statistics Institute (Instituto Nacional de Estadística de Uruguay), among other sources. Accordingly, market share in this segment is, approximately, 27% in Chile, 16% in Peru, 11% in Colombia, 1% in Argentina, 3% in Uruguay and less than 1% in Brazil. N of Stores Sales Area Revenues (MCLP) Chile ,000 m 2 2,000,747 Peru ,000 m 2 591,765 Colombia ,000 m 2 766,046 Argentina 8 86,000 m 2 166,077 Brazil ,000 m 2 167,504 Uruguay 3 25,000 m 2 NA

6 15 Supermarkets This business unit operates in Chile and Peru and has three supermarket store formats. Tottus Supermarkets : primarily offer the traditional grocery store and personal care product categories. Tottus Hypermarkets: provide a wide variety of basic durable goods, large appliances, apparel, electronics and household products, in addition to the traditional supermarket categories. Precio Uno Hiperbodega: offers a range of products, including non-perishables, at low prices for the Peruvian market. The supermarket sector faces many competitors, including hypermarkets, supermarkets, convenience stores and neighborhood grocery stores. Market share estimates are based on information from Chile s National Statistics Institute (Instituto Nacional de Estadísticas), Euromonitor, Peru s National Statistics and Information Technology Institute (Instituto Nacional de Estadística e Informática), and Apoyo Consultoría, among others. Accordingly, market share in the supermarket industry is approximately 4% in Chile and 6% in Peru. N of Stores Sales Area Revenues (MCLP) Chile ,000 m 2 705,968 Peru ,000 m 2 666,023

7 16 Annual Report 2016 S.A.C.I. FALABELLA Financial Services Falabella Financiero offers integrated financial products and services that provide customers with credit in a responsible manner, by combining the stability of a traditional financial business with the proximity to customers that characterizes a retail company. S.A.C.I. Falabella and its subsidiaries operate their financial business in Chile, Peru, Colombia, Argentina and, soon, in Mexico, through various financial business units. CMR Falabella: with 37 years in Chile, CMR is the largest credit card issuer in the Chilean market, offering customers a convenient and flexible payment option. CMR also operates in Argentina, and through Banco Falabella in Peru and Colombia. In 2008 and 2009, CMR partnered with Visa in Chile and Peru, in order to allow its customers to use the CMR card at third party stores and vendors. Subsequently, CMR partnered with MasterCard in Argentina and Colombia. CF Seguros de Vida: this company, a joint venture with BNP Paribas Cardif, markets life and credit life insurance. Launched in January Viajes Falabella: offers its customers in Chile, Peru, Colombia and Argentina a first rate travel service that balances quality, price and flexible payment terms. Móvil Falabella: a virtual mobile operator in Chile that provides its prepaid mobile phone customers with benefits that are similar to those available only with monthly contracts at other companies. Falabella Financiero competes in the financial services market with retail banks and with retail credit card issuers. Additionally, the company and its subsidiaries compete with other insurance brokers, travel agencies, airlines and mobile telephone operators. Banco Falabella: provides comprehensive banking services to customers in Chile, Peru and Colombia, including consumer loans, checking accounts, mortgage loans, time deposits and mutual funds, in a simple and transparent manner, and with the most convenient terms. Seguros Falabella: aims to provide customers with peace of mind. The company provides advice on selecting insurance policies to help each client find the best solution for his or her particular needs. The company currently operates in Chile, Peru, Colombia and Argentina. N of CMR Accounts with a balance Banking Branches N of Passengers at Viajes Falabella Based on information from the SBIF and SVS, and from cajasdechile.cl., Falabella Financiero s share of the consumer loans market in Chile, including CMR and Banco Falabella, as of December 2016 was 9.5%. Based on information from the Peruvian Superintendencia de Banca, Seguros y AFP, Banco Falabella s share of the consumer loans market in Peru as of December 2016 was 7.2%. According to Colombia s regulator SuperFinanciera, Banco Falabella s share of the consumer loans market in Colombia as of December 2016 was 4.1%1. Finally, according to the Banco Central de la República de Argentina, CMR s share of the credit card and consumer loans market in Argentina was 0.7%2. Chile 2,417, ,000 Peru 1,048, ,000 Colombia 1,045, ,000 Argentina 535,757 58,000 N of Mobile Phone Lines Chile +154,000 1 Loans as of November Loans as of August 2016.

8 17 Real Estate S.A.C.I. Falabella operates and manages shopping centers in Chile, Peru and Colombia, through two formats: Mallplaza: with operations in Chile, Peru and Colombia, Mallplaza is one of the largest shopping center operators in Latin America. Its comprehensive value proposition combines engagement with neighboring communities, concern for the environment and a strong commitment to promoting cultural events. In Peru, S.A.C.I. Falabella, through its subsidiaries, began to control and consolidate the Bellavista and Trujillo shopping centers and the Cayma project, following the dissolution of Aventura Plaza on July Open Plaza: With a presence in Chile (through Rentas Falabella) and Peru, Open Plaza operates power centers with one or more stores from the Falabella Companies three main retail divisions (Falabella, Sodimac, Tottus) as an anchor store, complimented by an attractive offering of third party shops and entertainment options. According to internal market analysis based on information from Chile s National Statistics Institute (Instituto Nacional de Estadísticas), Plaza S.A. s market share of the retail trade in Chile is approximately 6.6%. The Falabella Companies have a portfolio of projects on land owned by the Falabella Companies and on land leased from third parties. The Nuevos Desarrollos S.A. subsidiary in Chile has projects that include: Mallplaza Puerto Barón (on leased property) and Mallplaza Los Domínicos openning in 2017, as well as real estate in the V Region, VI Region and XV Region. The Mallplaza Colombia subsidiary owns real estate to develop projects in Manizales, Barranquilla and Cali. Open Plaza in Chile is currently developing the Megacenter, Calera and Fontova projects. Additionally, the subsidiary has properties in the Metropolitan Region and in the V Region for future developments. According to surveys carried out in homes and shopping centers, primary competitors include other shopping centers, in various formats, such as malls, power centers and strip centers; as well as traditional neighborhood shops located in the neighborhoods where the Falabella Companies shopping centers are located. The company owns approximately 980,000 m2 in additional sales floor real estate, primarily in free-standing Falabella, Sodimac, Tottus and Maestro stores, among others. 3 Mallplaza Shopping Centers Number GLA Open Plaza Shopping Centers Number GLA Chile 15 1,214,000 m ,000 m 2 Peru 2 160,000 m ,000 m 2 Colombia 1 27,000 m 2 3 Does not include specialized apparel, footwear and cosmetic stores of exclusive and second generation brands operated by Falabella Retail.

9 18 Annual Report 2016 S.A.C.I. FALABELLA Regional Footprint & Key Figures Regional Footprint Chile Peru Argentina 61% 25% 6% 51,201 31,393 5,428 of revenues employees of revenues employees of revenues employees Colombia Brazil Uruguay 6% 2% <1% 15,733 3, of revenues employees of revenues employees of revenues employees

10 19 Operating Highlights Revenues (million of nominal Chilean pesos) 14.1% 7,591, % 8,376, % 8,588,381 Net Income (million of nominal Chilean pesos) 4.7% 464, % 517, % 609, % 493,716 Without the effect of Aventura Plaza ,838,000 m² Sales Area 1,943,0004 m² Stores & Shopping Centers 39 Shopping Centers 476 Stores Loan Portfolio (million of nominal Chilean pesos) 14.5% 3,665, % 4,153, % 4,520,781 GLA Furthermore, the company and its subsidiaries owns 980,000 m2 own additional GLA in free standing Falabella, Sodimac, Tottus, Maestro stores and other locations. Does not include apparel and footwear specialty stores of exclusive and second generation brands.

11 20 Annual Report 2016 S.A.C.I. FALABELLA Key Indicators Consequently, this year S.A.C.I. Falabella was selected to enter the Dow Jones Sustainability World Index (DJSI World) becoming the first Latin American company from the retail industry to enter this index. Additionally, the company was selected to remain in the Dow Jones Sustainability Index Emerging Markets Index (DJSI EM) and the Dow Jones Sustainability Chile Index (DJSI Chile). The DJSI World Index was created in 1999 and is the largest and most respected index of sustainable investments in the world, where non-financial indicators for the largest companies in the world are evaluated, covering economic, social and environmental factors. The company is committed to sustainable development. Therefore, defining and implementing sustainability policies and initiatives is considered to be a strategic pillar. The company s Sustainability Policy takes into account best practices in this field, using as a reference the guidelines provided by well-known international organizations and the Global Reporting Initiative (GRI5). We are convinced that the best way to project ourselves over time is through a responsible growth strategy that creates value for all stakeholder groups. In this way, we will continue to be a respected company that is valued and preferred by customers, employees, suppliers, communities and shareholders. Material indicators for the seven stakeholder groups that the company has defined as cornerstones in its sustainability strategy are as follows. These indicators include information from all of the company s subsidiaries plus the associate Sodimac Colombia, which is not consolidated into the company's financial statements. Our indicators have been verified and audited6 by Corporate Citizenhip7 for the second consecutive year. Responsibility for implementing our sustainability policy lies with our businesses in each country. Similarly, we are committed to disseminating and promoting the Sustainability Policy s guidelines among our stakeholder groups, as part of this effort to continue to improve sustainability standards, by measuring and monitoring objectives. 5 The main business units of the company report under the G4 GRI standard. To obtain more information on the policies and management of sustainbility initiatives, please review the subsidiaries respective Sustainibility Reports, which are available in the investors' section of the S.A.C.I. Falabella website. 6 Auditors letter in Appendix II, page Corporate Citizenhip is a consultancy firm specialized in sustainbility and corporate social responsibility with global presence and prestige. For more inflation see com/about-us/

12 21 Customers The company and its subsidiaries strive to be preferred and respected by customers The company and its subsidiaries seek to guarantee the quality and safety of all the products they offer to the public, the services they provide and the condition of their structures. The company and its subsidiaries promote transparent communication with customers, and provide clear and accurate information about the products and services offered and the contracts that customers may sign with S.A.C.I. Falabella or its subsidiaries. The company and its subsidiaries promote respect for the rights of the individual in general and those of the customer in particular. The company and its subsidiaries seek to ensure that its commercial policies are fair and transparent. The company and its subsidiaries maintain contact with customers and have feedback mechanisms to listen to their concerns regarding the products and services offered, with the aim of delivering excellent services. The company s retail business monitor their Net Promoter Score (NPS), which is a survey tool that measures customer loyalty based on recommendations (promoter, passive, detractor). The real estate businesses also measure customer satisfaction via a survey carried out with IPSOS8. Social media has helped connect more directly with clients, facilitating communication with our customers, in order to improve services on a daily basis. During 2016, there were 1.26 complaints and requests9 for every 1,000 transactions in the three retail businesses. The increase in this indicator is mainly due to greater penetration by social media, which supports both the generation and settlement of customer complaints, and a strong growth in distance selling, which has an additional component related to fulfillment. The proportion of complaints in the financial business10 was 0.1% of total customer contact, as in the previous period. The company has 23.3 million followers on social media (Twitter, Facebook and others), considering all the apps where the company's subsidiaries are registered. This represents growth of 34.3% compared to 2015, and although there was growth in all countries, this was particularly important in Colombia and Brazil, where specific campaigns have achieved an increase in brand presence. During the year 1,141,820 positive comments were made on social media regarding the company's brands, along with 309,117 negative comments. Relevant customers indicators: In 2016 some million transactions were carried out in the retail businesses. The total number of orders in our distance selling businesses increased by 39% with respect to This increase is greater than the increase achieved in 2015 of 29.3%, which is in line with S.A.C.I. Falabella s commitment to its omnichannel strategy. We estimate that million visits were made in the year to our shopping centers in the region. Banco Falabella has 2,033,552 current and sight accounts in the region in Meanwhile, CMR has 5,047,230 cards with a balance in the region. The financial businesses have 637 branches in the region. The number of travelers who made trips through the travel agency Viajes Falabella reached thousand during the year. Due to the highly fragmented nature of the businesss in which the company participates in, none of its businesses has a client that individually represents more than 10% of its revenue. 8 Independent company whose business is market research based on surveys. 9 Falabella jointly measures complaints and requests. 10 CMR, Bank, Insurance and Travel.

13 22 Annual Report 2016 S.A.C.I. FALABELLA Employees S.A.C.I. Falabella s employees Operating staff Professionals and technical staff Managers and executives Total In order to continue being a successful company, it is essential to be committed to our employees. S.A.C.I. Falabella recognizes the importance of the integral welfare of its employees together with their professional development. Therefore, we provide tools that strengthen our employee s skills and their personal and professional development, and provide various programs that seek to improve the quality of life for them and their families. The company ended 2016 with 107,361 employees. We promote employment inclusion and gender equality when hiring employees. At the end of 2016, 51.5% of the staff were women. 50,067 (46.6%) of employees are Chilean, 31,837 (29.7%) are Peruvian, 15,919 (14.8%) are Colombian, 5,384 (5%) are Argentine and 4,154 (3.9%) are of other nationalities. 47% of employees are under 30 years old. 46% of the staff have worked at the company for more than 3 years. The average basic salary for female employees as a proportion of the average basic salary of male employees is: 100% for operating staff, who account for 76.9% of the total workforce. 92% for professionals and technical staff, who account for 20% of the total workforce. 73% for executives and managers, who account for 3.1% of the total workforce. This gap is mainly due to the higher proportion of men in positions of greater responsibility. S.A.C.I. Falabella (Parent Company) Subsidiaries 82,377 21,294 3, ,178 Total 82,400 21,347 3, ,361 Chile 39,732 9,311 2,158 51,201 Perú 23,757 6, ,393 Argentina 3,941 1, ,428 Colombia 11,950 3, ,733 Uruguay Brasil 2, ,088 China India TOTAL 82,400 21,347 3, ,361 Classification by nationality Classification by age Classification by age Women Men Total Operating staff 43,739 38,661 82,400 Professionals and technicians 10,180 11,167 21,347 Managers and executives 1,376 2,238 3,614 Total 55,295 52, ,361 Women Men Total Chilean 27,386 22,681 50,067 Peruvian 15,436 16,401 31,837 Colombian 7,565 8,354 15,919 Argentine 3,112 2,272 5,384 Brazilian 1,269 1,826 3,095 Uruguayan Other Total 55,295 52, ,361 Women Men Total Under 30 24,984 25,487 50,471 Between 30 and 40 18,003 15,765 33,768 Between 41 and 50 8,514 6,805 15,319 Between 51 and 60 3,292 3,043 6,335 Between 61 and ,328 Over Total 55,295 52, ,361 Women Men Total Under 3 years 29,620 28,370 57,990 Between 3 and 6 years 12,036 10,707 22,743 Between 6 and 9 years 5,936 5,158 11,094 Between 9 and 12 years 3,894 3,678 7,572 Over 12 years 3,809 4,152 7,961 Total 55,295 52, ,361

14 23 It is important for the company to constantly monitor employee turnover. Consolidated turnover11 for the year reached 40.3%. One of the company's main objectives is to be a good place to work, and to achieve that it is essential to develop programs and benefits that improve the quality of life for employees and their families. The wellbeing of employees is regularly checked through working climate surveys. S.A.C.I. Falabella achieved an excellent result in the Great Place to Work survey. This year it took tenth place in the worldwide ranking of the category for the "World's Best Multinational Workplaces". Department stores in Chile moved up to 17 th place, an improvement of seven positions in relation to the previous year. Department stores in Colombia reached 6 th place, an improvement of one position with respect to the previous year. Department stores in Peru and Argentina achieved 8 th place, the same as Home improvement stores in Chile, Argentina and Uruguay were ranked 32 th, 5 th and 3 rd respectively. Whilst Sodimac Peru was in 11 th place and Maestro in 10 th place. This meant a decrease of two positions in Argentina and one in Peru, with an impropvement in one position in Uruguay. Tottus Peru was ranked 12 th place, advancing one position in the ranking. CMR Argentina took sixth place, a decrease of two positions in the ranking. The company has a solid group of leaders and professionals who know how to form teams and develop individuals. One of the main initiatives to manage internal talent is the 360 Evaluation Process carried out each year. The aim is to create individual development plans that allow each employee to improve their results and boost their potential. This methodology also allows talents to be identified and developed in order to plan for future requirements. In 2016, some 2,121 executives were evaluated in Chile, Peru, Colombia, Argentina, Brazil, Uruguay and Asia. In addition to the 360 Evaluation Process, performance evaluations are performed throughout the organization. In 2016, 85,332 employees had their performance evaluated, who represented 79.5% of staff. The aim of our talent management initiatives is to enhance our employee s skills and their professional and personal development. This training consists of induction when they join the company, via e-learning courses, internships or on-the-job training. Subsequently, specific technical courses are offered to employees to inform staff and empower them in order to meet the requirements of the business. Our commitment to increase employee training resulted in a total of 4,223,638 hours of training in 2016, up 6.4% from 2015, which is equivalent to an average of 39.3 hours per employee per year. In order to understand and satisfy our employee s requirements, constant fluid internal communication is essential, both at an individual and a collective level. The company encourages dialogue and transparency, recognizing freedom of association and employment rights. As of December 2016, 29.5% of the company's employees were unionized (covered by collective agreements). In Chile the percentage of unionization is 57.6%. It is important to establish policies that guarantee the health and safety of our employees. This is achieved through joint committees that are comprised of employees and administrative staff, which are responsible for ensuring the health and wellbeing of their colleagues in their respective facilities. In this regard, accident statistics are constantly monitored in each business. During 2016 a total of 4,308 occupational accidents were recorded, resulting in an accident rate12 of 4.1%, which is lower than the rate for 2015 of 4.2%. No fatal accidents occurred over the year. We monitor the occupational disease rate (ODR), the lost day rate (LDR) and the absenteeism hours (AH), which were 0.09, 41 and 12,676 respectively13, 14, Total staff leaving (voluntary and non-voluntary) / Total direct employees. 12 Occupational accidents / Direct staff. 13 ODR: Occupational diseases per 100 employees per year; LDR: Lost days per 100 employees per year; AR: Hours of absenteeism per 100 employees per year; Occupational Disease: caused by the working environment or the result of an accident at work; Lost Day: time not worked due to an occupational disease or accident at work; Absenteeism: Absence from work due to any kind of disability, not solely as a result of an accident at work or an occupational disease. Absenteeism does not include authorized absence, for example for vacations, study, maternity or paternity leave and authorizations for humanitarian reasons. 14 The GRI4 standards recommend that these calculations are based on an annual working year of 50 weeks, 5 working days per week and 8 working hours per day, which was used for reporting in From 2016, SACI Falabella has adjusted this calculation to the working environment in Chile (which is the country with the highest proportion of revenue for Falabella) to a 9-hour day, so that these results are not comparable with those presented in 2015, but will be comparable next year. 15 The data excludes Sodimac Brazil.

15 24 Annual Report 2016 S.A.C.I. FALABELLA Suppliers We seek constructive long-term relationships with our suppliers. Mutual cooperation and trust allows suppliers and companies to grow. We have open communication with our suppliers, providing them with appropriate dialogue channels and encouraging them to develop innovative solutions that are focused on the needs of customers. At the end of 2016, our retail businesses had a total 30,695 active suppliers16, 19.5% more than in Suppliers are audited and evaluated constantly. Similarly, they receive support to improve their service standards and we encourage responsible development that encompasses economic, social and environmental areas. In 2016, the CSR practices were audited at 1,270 retail suppliers17. Falabella Retail and Sodimac work with Sedex, the biggest world platform for Social Responsibility in the value chain, which helps companies attain responsible, ethical and environmental standards in health and safety. Suppliers must also commit to meet the ethical trading standards of Sedex members (SMETA). Some 42.2% of active supplier s contracts18 include Social Responsibility clauses19. 1,904 product suppliers to the retail business have Vendor Compliance clauses in their contracts, which specify ethical and human rights conditions under which their products must be manufactured. Significant progress has been achieved in this area, and we achieved 4.8% growth compared to The company is concerned about promptly paying suupliers, particularly SMEs, as they drive development in the countries where the company operates. In 2016 the company worked with 15,278 SMEs in all our subsidiaries, which represents approximately 36.2% of their total active suppliers, and 11,885 SMEs work with our retail business. Payment was made within 30 days to 12,070 SMEs (79%), representing growth of 45% compared to 2015, which is aligned with the company s commitment to contribute to their development. None of the company's business units has suppliers that individually account for more than 10% of total goods and services purchased in their segment during the period. 16 Includes suppliers that traded during the year. 17 Sedex or any other CSR practices audit. 18 Includes product or service suppliers to all retail businesses. 19 Vendor Compliance or other.

16 25 Community We promote links with the community and contribute to their development and quality of life. The company cooperates with the social, economic and cultural development of local communities. We incorporate the expectations of these community into our own processes. The company implements social programs whose impact is measurable and meaningful to the community. The most important of these are20: Haciendo Escuela (School Sponsorship) program: This is a characteristic hallmark of our company's Social Responsibility, where each department store sponsors a local school and provides comprehensive support in the areas of culture, values, sports, knowledge and infrastructure. The program was extended in 2016 with the incorporation of five new schools, reaching a total of 100 establishments in Chile, Peru, Colombia and Argentina, which results in 80,000 students benefiting from the program. In the same year, Falabella received the Corporate Sustainability Award from SOFOFA, Capital Magazine and the Business Sustainability Center of the UAI Business School, due to the results achieved by this program. Buen Vecino (Good Neighbor) program: This is the volunteer program for the home improvement business, which consists in supporting construction, remodeling and habitability projects that are aimed at improving the community. Local communities present construction, remodeling and habitability proposals to the company s home improvement stores, distribution centers and offices. The proposals are evaluated according to potential impact for the local community, and are awarded financing through competitive funds. Projects have been implemented in various institutions such as kindergartens, community centers, schools, foundations, fire brigades, among others. During the last 10 years, 595 projects have been carried out throughout Chile, with the participation of 14,281 employees in volunteer days and benefiting 123,251 people in the community. Educación en Alimentación Saludable (Healthy Eating Educational) program: This program promotes healthy eating habits among children, teachers and parents of vulnerable schools close to the company's supermarkets. The program Qué rico es crecer sano con Tottus (Growing up healthy is awesome with Tottus) started in 2014 with 200 children and two schools in Melipilla. It has now expanded to 16 schools and is benefiting 3 thousand children between four and nine years old, and approximately 1,200 teachers and parents at the same establishments, through consultations carried out by our nutritionists at healthy eating workshops. Regional Alliance with América Solidaria (Solidarity America): This is an initiative sponsored by our financial services business unit that improves the living standards of communities in the countries where we operate. This year it attracted 41,608 new partners, an increase of 16.7% compared to 2015, whose total contributions reached US$ 751,000, an increase of 54.8% compared to the previous year. Educación Financiera (Financial education) program: The objective of this program is to teach community members, customers and employees how to appropriately manage their personal finances and budgets. In 2016, we created an innovative program called "Eddu", which is led by a cartoon character who encourages responsible financial behavior through practical advice. Recommendations and videos have been published on the web platform, which use simple and fun language to reach thousands of people since its launch. Talks were held at branches of Banco Falabella Chile and e-learning courses were launched for the first time, in order to clarify doubts and deepen our customer s understanding of financial security issues. In addition, this program was implemented in 60 schools belonging to the Haciendo Escuela program, through talks and the interschool financial education competition Juntos Juguemos (Let's Play Together) where 5,800 students and 427 volunteers participated. Sodimac Círculo de Especialistas (Specialists Circle): This program was developed in 2005, which seeks to be more inclusive and improve the skills of Specialists. It reached 400,000 members during 2016 and 1,377 scholarships were given to Specialists at higher education institutions during the year. For the fourth consecutive year, Sodimac Constructor, together with its Specialists Circle, held the entirely free event "Great Specialists Training Fair", under the heading "Because learning is progressing." Its aim was to offer training to Specialists in Chile, so they could learn new technologies and the latest market trends, and thus be able to innovate in their field. The fair featured 240 courses where 14,000 people were trained, with a massive participation in streaming courses. Entrepreneurship support program: This program provides entrepreneurs with access to the large number of customers who visit shopping centers. We also support our entrepreneurs with training programs and mentoring, conducted by company executives. In 2016 we held 200 trade shows between Iquique and Los Angeles, involving 1,000 micro and small entrepreneurs, of whom 60% received tools to improve the management of their businesses and thus become more sustainable over time. Therefore, we had a positive impact on 1,000 families and indirectly on 4,000 people, in addition to encouraging innovation and dynamism within local trade. Corporate volunteer work is a key part of our relationship with local communities, as it has a positive impact on both the employees and the local communities In 2016 company employees carried out a total of 96,905 hours of voluntary work. 20 The details of the programs and initiatives of each business can be seen in the Sustainability reports of each of those businesses.

17 26 Annual Report 2016 S.A.C.I. FALABELLA Environment Our aim is to encourage caring for the environment, which requires us to identify, assess and manage the environmental impact of our operations in order to minimize it. The businesses have led various initiatives aimed at generating operational eco-efficiency and minimizing the environmental impact of our operations, including: Constructing stores and buildings with eco-friendly facilities21 that generate efficiencies and increase productivity. As of December 2016, Falabella had one LEED-certified shopping center, Mallplaza Egaña, with a Gold rating. Mallplaza Copiapó is in the process of securing this certification, Mallplaza Arequipa received its LEED pre-certification, while 23 of the company s shopping centers in the region also have eco-friendly features. At the end of 2016, the group had 22 LEEDcertified retail stores and 67 with eco-friendly features. This type of construction allows energy consumption to be reduced by 15-20% on average. The company is also a member of the World Green Building Council, a nonprofit organization that aims to promote sustainable construction and development; technological innovation and certification of sustainable buildings; efficient energy use; renewable energy use; efficient water use; use of building materials from renewable, recyclable and non-toxic sources; in order to improve the quality of life and health of people and communities Promoting efficient resource use, mainly in terms of energy. During 2016, our retail stores reported consolidated energy consumption of 178 KWh per m2, which represents a reduction in consumption of 4.8%. Meanwhile, our shopping centers reported energy consumption of 80 KWh per m2, representing a reduction in consumption of 8.5%. Technological improvement initiatives are being carried out on equipment and operational control that generate efficiencies in consumption. In 2016 efforts were made to reduce energy consumption, which were reflected in the company's indicators. During 2017 we will continue searching for new technologies that we can implement through pilot programs and contribute to this objective. During 2016, Sodimac Chile together with the company Solarity, developed pilot plans to supply the chain's premises with renewable energy, starting with two stores in These plans resulted in commissioning two solar plants in these stores. Measuring the carbon footprint in order to control and reduce direct and indirect emissions. While not all of the business units have measuring initiatives, we are standardizing data collection and information control (Scope 1 and 2). During this year, Falabella Retail conducted a pilot that measured the carbon footprint of two stores with Scope 1 and 2. In 2017, we expect to reach ten stores with the same scope and conduct a pilot for a store with Scope 3. Waste management, fostering recycling projects and recycling facilities. We are creating and standardizing operational waste recovery and byproduct systems. We place special emphasis on product packaging, by focusing on eco-design, reuse and recycling. In 2016, Falabella Retail Chile increased the number of stores with standardized recycling facilities to 18, achieving 37% coverage, which is 15% more than in Falabella Retail Chile increased its recycling percentage to 55%, mainly in the Metropolitan Region. Various strategies are being developed in waste logistics in order to continue improving. The National Network of recycling facilities at Sodimac Chile stores, where customers and the community can recycle their waste, recycled 2 thousand tons in 2016, surpassing the 315 thousand customer and community visits during the year. Sodimac launched the "Virtue of Recycling" project in 2016, which is the first Circular Economy initiative by a retail company in South America, and consists of manufacturing and selling products made from the plastic waste received by this network of recycling facilities. 21 Eco-friendly facilities are those that have achieved certain LEED criteria, but: (a) not enough to be certified; (b) or have not undertaken the certification process.

18 27 Corporate Governance We promote ethical behavior and good practices. Falabella Sodimac S.A. and Falabella Retail S.A. are part of the United Nations Global Compact, and are committed to promoting and fulfilling the 10 fundamental sustainability principles in the areas of: Human Rights, Employment Rights, Environment and Anti-Corruption. The company promotes honesty, a service vocation, impartiality, initiative, teamwork and respect. These values reflect its commitment to conduct itself with transparency and remain faithful to people, their freedoms and rights. The company has a Code of Ethics that provides specific guidelines applicable to the daily duties of all its employees, executives and directors. The business units have management and prevention mechanisms that promote standards of ethics, integrity and transparency. Employees have access to transparent procedures and communication channels to directly report violations, to identify corruption, discrimination and abuse in the company. In 2016, a total of 26 cases of discrimination were reported in the company s subsidiaries, which were duely investigated and led to corrective measures being applied to those involved in eight of these cases. The company is constantly training employees regarding its principles, policies and procedures. During 2016, 193,241 people registered for e-learning courses, of which around 55% were related to the following subjects: i) Ethics, ii) Human Rights, iii) Asset Laundering, iv) Money Laundering, v) Consumer Law, vi) Antitrust, vii) Crime Prevention, and viii) Fraud, Risk and Information Security. The directors are subject to a process of continuous improvement, in addition to an annual assessment commissioned from a third party specialist. There is also a formal induction process for every new director to receive information on the company, its business, risks, policies and procedures, among others. In December 2015 the Board of S.A.C.I. Falabella complied with the guidelines contained in General Standard 385 issued by the SVS by agreeing to hold an annual training day as a regular training exercise for the Board. The first of these exercises took place during September 2016 with the participation of external and internal presenters. The topics covered in this first training day were as follows: (i) attribution of responsibility to companies, their boards and executives; (ii) free competition law, the current environment, recent changes and expectations for the future; and (iii) how directors and executives should fulfill their duties of loyalty and care in business. We have a continuous management process to control the economic, social and environmental risks related to our businesses. We have a corporate audit unit, which is responsible for establishing control mechanisms and ensuring compliance with the guidelines established by the Board. The main current and potential sources of risks are identified so as to mitigate their impact on the organization. The Board meets twice a year with the corporate audit unit to ensure that the risk management process operates correctly. Our executives should implement internal policies, manage risk and ensure compliance with laws and regulations. It is their responsibility to inform the Board of any emergent risk. There is an operating protocol for emergencies aimed at providing appropriate guidelines to react to such events in the best possible manner. In May 2016 the Governance, Ethics and Compliance Department was created to organize and structure corporate governance in a manner consistent with an organization the size of the Falabella Group. Its main objective is to protect corporate value by strengthening a corporate culture of integrity and preventing and detecting behavior in conflict with ethics or the law. This new department is comprised not only of lawyers, but also of professional experts in communication and training, in order to form a multidisciplinary team.

19 28 Annual Report 2016 S.A.C.I. FALABELLA Shareholders We are committed to increasing corporate value and providing sustainable profitability to shareholders. The company endeavors to assign resources efficiently and competitively. The company protects and promotes shareholders' rights, where appropriate. Financial results are reported regularly, as well as any event considered to be significant or of interest to the company, in accordance with current regulations. The company complies with the rules and regulations established by the authorities in each country where subsidiaries operate.

20 29 Investment Plan 114 Stores 9 Malls US$4.0 bn S.A.C.I. Falabella is constantly looking for investment opportunities that will contribute to business growth, generate synergies and leverage the expertise of the company or its subsidiaries. Expected cash flow projections and the strategic value of the investment are evaluated in each investment decision. Financing is selected to match each particular case, always following guidelines approved by the Board. In January 2017 the company announced its new four year organic growth plan, which projects a total investment of US$ 4 billion by This is a flexible and dynamic investment plan, where approximately 42% will be invested in opening 114 new stores and 9 new shopping centers. Nearly 27% will be invested in extending and remodeling current stores and shopping centers, in order to maximize their performance and improve the customer experience. The remaining 31% will be invested in logistics and IT, in order to strengthen omnichannel growth, and improve efficiency and productivity across all business units in each country. 27% Remodeling and expansion of existing stores & malls 31% TI, Logistics & others New stores and malls Investment plan (US$ million) 977 1, % New stores & malls Malls Stores Note:The investment plan includes 100% of expected capex for S.A.C.I. Falabella and subsidiaries, including Sodimac Colombia, Sodimac Mexico, CMR Mexico, which the Company does not consolidate.

21 30 Annual Report 2016 S.A.C.I. FALABELLA History Excellence and Austerity 1889 Salvatore Falabella opens the first important tailoring store on Ahumada Street in Chile Household products are introduced, laying the foundation for the first department store in Chile, and Ahumada begins to be called Falabella Street. Falabella has been forged from hard work and austerity. We do things correctly, with passion and taking care of the details Alberto Solari joins the company, transforming Falabella into a well-known apparel store Falabella launches CMR, its proprietary credit card, and the first store credit card in Chile Mallplaza opens its first shopping center in Chile, Mallplaza Vespucio, in the municipality of La Florida.

22 31 Our customer at the center 1993 Falabella enters Argentina and Sodimac enters Colombia Falabella enters Peru through the acquisition of Saga. Placing our customers at the center has been our hallmark from day one. This drive to serve our customers first and foremost translates into the values of our brand: transparency, proximity and convenience S.A.C.I. Falabella goes public, and the newly incorporated company s shares begin to trade on the Santiago Stock Exchange Launch of Falabella s travel and insurance services S.A.C.I. Falabella partners with Home Depot in Chile, which it acquires four years later.

23 32 Annual Report 2016 S.A.C.I. FALABELLA Teamwork 1999 Falabella launches its e-commerce platform in Chile. José Luis del Rio 2003 S.A.C.I. Falabella and Sodimac merge, launching the first regional home improvement chain in Latin America. The retail business requires teamwork. We provide training and internal opportunities for our 107,000 employees so they can grow, both personally and professionally, and to create a positive working environment Launch of Banco Falabella, by acquiring the ING Bank Chile license S.A.C.I. Falabella opens the first Tottus supermarket in Lima, Peru. S.A.C.I. Falabella acquires the San Francisco supermarket chain in Chile.

24 33 Innovating, always innovating 2007 Launch of Banco Falabella in Peru Launch of Aventura Plaza in Peru Sodimac acquires 60% of the Chilean home improvement chain Imperial. The drive to respond to our customers changing requirements has made innovation part of Falabella s DNA. We repeatedly reinvent ourselves, and incorporate the latest technology into new products, services and sales channels Falabella Retail enters Colombia with its first department store in Bogota. CMR forms a partnerships with Visa in Peru and Chile. Subsequently, it forms a partnership with MasterCard for Argentina and Colombia in

25 34 Annual Report 2016 S.A.C.I. FALABELLA Our suppliers, good partners 2009 Launch of Homy in Chile Mallplaza opens its first shopping center in Colombia. Our suppliers are our strategic partners and we have grown together. Trust and unconditional respect are key commitments in this partnership Banco Falabella launches operations in Colombia S.A.C.I. Falabella enters Brazil by acquiring 50.1% of the home improvement chain Dicico.

26 35 Respecting the environment 2014 The first Hiperbodega Precio Uno supermarket is launched in Peru Sodimac acquires the home improvement chain Maestro in Peru. We build sustainable stores and shopping centers that respect the local communities. Our culture includes efficiently using water and energy, using renewable energy (NCRE) and recycling waste S.A.C.I. Falabella opens its first two Sodimac stores in Brazil Sodimac enters Uruguay by opening its first two stores.

27 36 Annual Report 2016 S.A.C.I. FALABELLA S.A.C.I. Falabella marks its 20 th anniversary as a public company S.A.C.I. Falabella forms a partnership with Soriana to jointly develop a chain of home improvement stores (Sodimac) and a financial services business in Mexico In 1996 S.A.C.I. Falabella lists its shares on the Santiago Exchange and becomes a publicly traded company. S.A.C.I. Falabella is included in the Dow Jones Sustainability World Index (DJSI World). Dissolution of Aventura Plaza S.A. in Peru. S.A.C.I. Falabella consolidates the Bellavista and Trujillo shopping centers (and the Cayma project) after the division.