SACI FALABELLA CORPORATE PRESENTATION AUGUST 2015
CONTENTS The Company Key Investment Highlights Consolidated Statements Corporate Structure Overview per Business Unit
FIVE BUSINESS UNITS 126 YEARS OF HISTORY DEPARTMENT STORES HOME IMPROVEMENT SUPERMARKETS FINANCIAL SERVICES REAL ESTATE US$ 4,055 m Revenues US$ 5,713m Revenues 1 US$ 1,986 m Revenues US$ 6,038 m Loan Book 2.0 million m 2 GLA 2 100 stores 244 stores 102 stores 4.7 million CMR accounts 1 million m 2 of additional GLA in free standing stores in the region. 20 / 19 Malls / Power & Shopping Centers Note: Revenues as of June 2015 LTM. Number of stores/malls as of August 25 th 2015. Number of CMR accounts as of June 2015. FX rates as of July 1 st, 2015 (639.04 CLP/US$). Data includes Sodimac Colombia and Aventura Plaza, which do not consolidate. 1. Does not include Uruguay revenue. 2. The Falabella Group owns 991.000 m 2 of additional GLA in free standing stores across the region. 3
PRESENCE IN 6 COUNTRIES IN LATIN AMERICA DEPARTMENT STORES HOME IMPROVEMENT SUPERMARKETS FINANCIAL SERVICES REAL ESTATE 45 stores 85 stores 53 stores 2,353,000 active 304,000 m 2 703,000 m 2 187,000 m 2 CMR cards 26 stores 57 stores 49 stores 1,033,000 active 162,000 m 2 372,000 m 2 182,000 m 2 CMR cards 25 malls 1,422,000 m 2 GLA 13 malls 521,000 m 2 GLA 18 stores 35 stores 817,000 active 114,000 m 2 338,000 m 2 CMR cards 1 mall 26,000 m 2 GLA 11 stores 8 stores 519,000 active 58,000 m 2 84,000 m 2 CMR cards 58 stores 132,000 m 2 1 store 12,000 m 2 Note: Number of stores and sales area as of August 25 th 2015. Number of CMR accounts with balance and employees as of June 2015. Includes Sodimac Colombia and Aventura Plaza in Peru, which the Company does not consolidate. 4
KEY FIGURES Main Figures Total Revenues Loan Book CMR Accounts 446 stores 39 malls 12,475 M US$ 6,038 M US$ +4,722,000 2,649,000 m 2 sales area 1,969,000 m 2 GLA Mix by Country (LTM) Employees in the Region Total: 102,900 6% 7% 2% <1% 5% 4% +14,600 +3,500 21% +29,200 25% Revenues 59% EBITDA 71% +49,900 +200 +5,500 Note: Revenues and EBIDA does not consider Sodimac Colombia and Aventura Plaza in Peru, which do not consolidate. Number of stores and sales area as of August 25 th 2015. 5
CONTENTS The Company Key Investment Highlights Consolidated Statements Corporate Structure Overview per Business Unit
KEY INVESTMENT HIGHLIGHTS Leadership 1. 2. 3. 4. in Latam across formats Responsible growth strategy Differentiating brands Customer centric strategy Sustainable 5. 6. 7. business development Experienced management team Corporate governance practices 7
1. LEADERSHIP IN LATAM ACROSS FORMATS Market Position 1 Department Stores Home Improvement Supermarkets Financial Services Real Estate Revenues Market position Revenues Market position Revenues Market position CMR Accounts Market position Market position 2,040 M US$ #1 2,986 M US$ #1 1,003 M US$ #4 2,353,000 #1 25 Shopping Malls GLA 1.4 M m² #1 895 M US$ 581 M US$ #1 #1 891 M US$ 1,275 M US$ #1 #1 983 M US$ #3 1,033,000 817,000 #1 13 Shopping Malls GLA 0.5 M m² 1 Shopping Mall #1 538 M US$ Only relevant player 263 M US$ #2 519,000 297 M US$ #4 Sales / m 2 (US$) 2 Department Stores in Chile Home Improvement in Chile Supermarkets in Peru 1. Revenues as of June 2015 LTM. Number of CMR accounts, malls and GLA as of June 2015. FX rates as of July 1 st, 2015 (639.04 CLP/US$). 2. Sales per square meter as of March 2015. FX rates as of April 1 st, 2015 (626,67 CLP/US$). Tottus sales area excludes check out area, in order to compare with peer s reported sales per square meter. 8
2. RESPONSIBLE GROWTH STRATEGY Organic Initiatives Sodimac opens first Homecenter stores in Brazil and Uruguay Falabella launches CMR Entry to Argentina, Peru and Colombia Falabella.com launched in Chile First Tottus opened in Peru Falabella & CMR enter Colombia Launch of Homy Launch of Móvil Falabella Sodimac.com launched in Peru Falabella develops its first shopping center Mall Plaza Banco Falabella launched in Chile Sodimac.com launched in Chile Falabella.com launched in Argentina Falabella.com launched in Colombia Tottus.com launched in Chile Sodimac.com launched in Colombia Tottus.com launched in Peru 1980 1990 1993-5 1998 1999 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010-11 2013 2014 2015 Mergers & Acquisitions Falabella & Sodimac merge Sodimac acquires Imperial in Chile Sodimac acquires Dicico in Brazil Sodimac acquires Maestro in Peru Falabella acquires San Francisco in Chile Falabella acquires Casa Estrella in Colombia Mall Plaza acquires Mall Las Americas in Chile 9
INVESTMENT PLAN 2015-2018 Investment Plan 2015-2018 US$ 4.4 bn investment for the next 4 years 140 stores 11 malls Investment (US$ m) Store and Mall Openings Stores Malls Note: Figures include 100% of the investment in fixed assets, including Sodimac Colombia and Aventura Plaza, which the Falabella Group does not consolidate in the Financial Statements. 10
3. DIFFERENTIATING BRANDS Private Labels Exclusive Brands 11
4. CUSTOMER CENTRIC STRATEGY Our Customers 1 +4.7 million CMR accounts with a balance +290 million transactions in our retail businesses 350 million visits to our shopping centers in the region +1.4 million bank accounts with Banco Falabella 300,000 Passengers travelled using Viajes Falabella Customer knowledge through consistent interaction What does she like When does she purchase Websites Commercial Platform Self Service Stations How much does she spend What does she buy Mobile Apps ATM Means of payment Where does she purchase Social Networks Points of Sale Contact Center 1. Number of CMR accounts as of June 2015. Other data as of December 2014. 12
5. EXPERIENCED MANAGEMENT TEAM Main Executives CEO - 20 years - 16 years in average in the Group CFO - 8 years - Chief Planning and Development Officer - 6 years - Peru Country Manager - 26 years - Colombia Country Manager - 20 years - Argentina Country Manager - 16 years - Brazil Country Manager - 2 years - CIO - 23 years - Department Stores GM - 15 years - Home Improvement GM - 13 years - Supermarkets GM - 13 years - Financial Services GM - 6 years - Mall Plaza GM - 25 years - Open Plaza GM - 20 years - General Counsel - 20 years - Employees +102,900 employees 46% women +75,000 employees evaluated +3.6 million hours of training 30% of employees belong to a union. 53% in Chile. Note: Number of employees as of June 2015. Other figures as of December 2014. 13
6. SUSTAINABLE BUSINESS DEVELOPMENT Community Haciendo Escuela 91schools +81,000 students benefited Círculo de Especialistas +350,000 specialist workers Financial Education Program 57 courses taught in 17 schools from Haciendo Escuela Healthy Eating Program Implemented in low- income schools Biblioteca Viva 9 libraries inside malls 155,000 materials provided Suppliers Environment +20,000 suppliers 50% SMEs 18 certified stores and 1 shopping center with LEED pre-certification Partnership with Falabella Sodimac 30 stores and 19 eco-friendly shopping centers Note: Information as of December 2014. 14
7. CORPORATE GOVERNANCE PRACTICES Board of Directors Board Committee Chairman Carlo Solari Donaggio 2014 Vice-Chairman Juan Carlos Cortés Solari 2014 Audit Committee Directors José Luis del Rio Goudie 2003 Sergio Cardone Solari 1986 Carolina del Rio Goudie 2011 María Cecilia Karlezi Solari 2003 Paola Cuneo Queirolo 2014 Carlos Alberto Heller Solari 2002 Independent Director Hernán Büchi Buc 1996 Compensation and Talent Committee Strategy Committee Free Float 19% Presence of an independent director at holding level and in relevant subsidiaries Controlling Group consisting of 7 families Controlling Group 81% Note: Information as of 31st March 2015 15
CONTENTS The Company Key Investment Highlights Consolidated Statements Corporate Structure Overview per Business Unit
CONSOLIDATED STATEMENTS Income Statement (USD Million) 2Q14 2Q15 Var % 1S14 1S15 Var % Total Rev enues 2,845 3,133 10.1% 5,543 6,183 11.6% Gross Profit 994 1,121 12.8% 1,919 2,172 13.2% Gross Margin 34.9% 35.8% 34.6% 35.1% SG&A Expenses (701) (799) 14.0% (1,366) (1,562) 14.3% SG&A / Revenues (24.6%) (25.5%) (24.7%) (25.3%) Operational Income 293 322 9.9% 553 610 10.4% Operational Margin 10.3% 10.3% 10.0% 9.9% Depreciation + Amortization 77 90 152 181 EBITDA 370 411 11.2% 704 791 12.3% EBITDA Margin 13.0% 13.1% 12.7% 12.8% Other Income / (Expenses) (2) 1 1 (6) Net Financial Income / (Cost) (72) (79) (125) (123) Profit / (Loss) in Associates 7 8 18 19 Exchange Rate Differences (5) (1) (24) (16) Non-Operating Profit (71) (70) (1.2%) (131) (126) (4.2%) Profit Before Tax Expenses 221 251 13.5% 422 485 14.9% Income Tax (43) (54) (82) (108) Minority Interest (15) (16) (29) (30) Net Profit / (Loss) 164 181 10.0% 311 346 11.5% Net Margin 5.8% 5.8% 5.6% 5.6% Note: Financial information at FX rates as of July 1st, 2015 (639.04 CLP/US$). 17
CONSOLIDATED STATEMENTS Balance Sheet (USD Million) Dec 14 Jun 15 (USD Million) Dec 14 Jun 15 Cash & cash equiv alents 331 274 Other current financial liabilities 1,153 1,123 Current trade & other receiv ables 2,286 2,361 Current trade & other payables 1,512 1,275 Inv entories 1,595 1,603 Others 448 396 Others 277 267 Total Non-Banking Current Assets 4,489 4,506 Total Non-Banking Current Liabilities 3,112 2,794 Non-Current trade & other receiv ables 323 316 Other non-current financial liabilities 3,625 3,828 Goodwill 724 716 Others 685 687 PP&E & Inv estment properties 6,638 6,724 Others 891 1,006 Total Non-Banking Non-Current Assets 8,575 8,762 Total Non-Banking Non-Current Liab. 4,310 4,515 Total Non-Banking Operations Assets 13,064 13,267 Total Non-Banking Oper. Liabilities 7,421 7,309 Loans & accounts receiv able from clients 3,412 3,588 Total Banking Oper. Liabilities 3,857 4,281 Others 1,278 1,484 TOTAL LIABILITIES 11,278 11,590 Total Banking Operations Assets 4,690 5,071 Shareholders' Equity 6,476 6,748 TOTAL ASSETS 17,754 18,339 TOTAL EQUITY & LIABILITIES 17,754 18,339 Note: Financial information at FX rate as of July 1st, 2015 (639.04 CLP/US$). 18
FINANCIAL SITUATION Net Financial Debt / EBITDA w/o Banking Operations (times) Debt Profile w/o Banking Operations Maestro effect 18% Short-term Leverage w/o Banking Operations (times) 4,735 M US$ Financial Debt 1 w/o Banks 42% Financial institutions 58% Public Bonds 5.43 years duration Note: Financial information at FX rate as of July 1st, 2015 (639.04 CLP/US$). 1. Does not include accrued interests 19
CONTENTS The Company Key Investment Highlights Consolidated Statements Corporate Structure Overview per Business Unit
CORPORATE STRUCTURE SACI Falabella 94% Chile Peru 1 Argentina Colombia Brazil Uruguay Falabella 100% Saga Falab. 95% Falabella 100% Falabella 65% Sodimac 100% Sodimac 100% Sodimac 100% Sodimac 49% 2 Dicico 50.1% Sodimac 100% Imperial 60% Maestro 100% Tottus 88% Tottus 100% CMR 100% Banco Falab.100% CMR 100% Banco Falab. 65% Banco Falab.100% Open Plaza 100% Mall Plaza 60% Open Plaza 100% Mall Plaza Avent. Plaza 40% 2 100% 20% 1 Through Falabella Perú S.A.A.. 2 Does not consolidate. 21
CONTENTS The Company Key Investment Highlights Consolidated Statements Corporate Structure Overview per Business Unit
DEPARTMENT STORES Business Overview 100 stores in Chile, Peru, Colombia and Argentina Main categories: apparel, home electronics and home decor Diverse portfolio of private brands, second generation and exclusive brands, in addition to international brands Local market customization Differentiation Leading online retailer Operates specialty stores for exclusive and second generation apparel and footwear brands Private brands Profitability Regional Footprint Revenues Sales / m 2 1 (US$ m, June 2015 LTM) (US$, June 2015 LTM) Chile Peru 45 Stores 26 Stores Total: 4,055 US$ m Colombia 18 Stores Argentina 11 Stores Note: Figures in US$ converted using the July 1st, 2015 (639.04 CLP/US$). Number of stores as of August 25 th, 2015. 1. Sales LTM divided by average m 2 23
HOME IMPROVEMENT Business Overview 244 stores in Chile, Peru, Colombia, Argentina, Brazil and Uruguay Main categories: construction materials and home improvement products, carpentry, design furniture and home terminations Construction companies Contractors & specialists Six formats: Homecenter, Sodimac Constructor, Imperial, Homy, Dicico and Maestro Expertise in selling directly to construction sector players and large companies Strong online sales strategy DIY Families Regional Footprint Revenues Sales / m 2 1 Chile Peru 85 Stores 57 Stores (US$ m, June 2015 LTM) Total 2 : 5,713 US$ m (US$, June 2015 LTM) Colombia 35 Stores Argentina 8 Stores Brazil 58 Stores Uruguay 1 Stores Note: Figures in US$ converted using the July 1st, 2015 exchange rate (639.04 CLP/US$). Number of stores as of June 2015. 1. Sales LTM divided by average m 2 2, Does not include revenue from Uruguay. 24
SUPERMARKETS Business Overview Started operations in 2002 in Peru under Tottus brand and entered Chilean market in 2004 with the acquisition of San Francisco Operates 102 stores in Chile and Peru, with three formats: hypermarkets, supermarkets and Hiperbodega Precio1 Increased penetration of private labels E-commerce platform Supermarkets Hypermarkets Bodegas Price positioning Weekly deals Private label products Regional Footprint Revenues (US$ m, June 2015 LTM) Sales / m 2 1 (US$, June 2015 LTM) Chile Peru 53 Stores 49 Stores Total: 1,986 US$ m Note: Figures in US$ converted using the July 1st, 2015 exchange rate (639.04 CLP/US$). Number of stores as of June 2015. 1. Sales LTM divided by average m 2 Sales area considered for Tottus does not include the cash area in order to be comparable with peer s sales area. 25
FINANCIAL SERVICES Business Overview Falabella Financiero offers a mix of integrated financial products and services. Provides customers access to credit, combining the traditional financial business with the proximity to customers through retail formats. Five business units: CMR Falabella (credit card), Banco Falabella (bank), Seguros Falabella (insurance broker), Viajes Falabella (travel agency) and Móvil Falabella (mobile virtual operator) Operates in Chile, Peru, Colombia and Argentina Loyalty Frequency Immediate needs Integrated offering Transparency Convenience Simplicity Regional Footprint Gross Loan Portfolio Loan Loss Provision 1 (US$ m, June 2015) (%, June 2015) Chile Peru Colombia Argentina 2.3 m CMR accounts 95 bank branches 1.0 m CMR accounts 60 bank branches 0.8 m CMR accounts 54 bank branches 0.5 m CMR accounts Total: 6,038 US$ m 1. Per local regulation (not comparable across the countries) Note: Figures in US$ converted using the July 1st, 2015 exchange rate (639.04 CLP/US$). 26
REAL ESTATE Business Overview Largest operator in Chile and Peru, and one of the leaders in Latin America: Mall Plaza: Operates large shopping malls in Chile, Peru (through Aventura Plaza) and Colombia. Sustainable construction Entertainment Shopping Culture Open Plaza: Operates small shopping centers with 2 or 3 anchor stores, as well as other third-party minor stores. Meeting places Urban centers Regional Footprint Integrated Offering 2 # Shopping Malls '000 GLA jun-14 jun-15 jun-14 jun-15 Mall Plaza 14 15 1.136 1.190 Open Plaza 10 10 235 232 CHILE 24 25 1.371 1.422 Aventura Plaza 4 4 258 274 Open Plaza 8 9 232 247 PERU 12 13 490 521 +2,200 specialty stores 14 medical centers +390 restaurants 9 public libraries 98 cinema screens 16 gyms Mall Plaza 1 1 26 26 COLOMBIA 1 1 26 26 TOTAL 37 39 1.887 1.969 39 game areas 11 educational institutions 3 exhibition rooms Free Standing Stores 1 792 991 1. Owned by the company throughout the region. 2. Information for Mall Plaza shopping centers as of December 2014 27
CONTACT INFORMATION www.falabella.com/inversionistas inversionistas@falabella.cl Phone: +56 2 2380 2012 Jordi Gaju Chief Development Officer jgaju@falabella.cl Alejandro González Chief Financial Officer alejgonzalez@falabella.cl Isabel Darrigrandi Head of IR idarrigrandi@falabella.cl María Paz Fernández IR Analyst mpafernandez@falabella.cl
DISCLAIMER This presentation contains forward-looking statements, including statements regarding the intent, belief or current expectations of the Company and its management. Investors are cautioned that any such forward-looking statements are not guarantee of future performance and involve a number of risks and uncertainties including, but not limited to, the risks detailed in the Company s financial statements, and the fact that actual results could differ materially from those indicated by such forward-looking statements.