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Corporate Presentation March 2019

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Corporate Presentation March 2019 Corporate Presentation M a r c h | 2019 LEADING RETAIL PLATFORM IN LATIN AMERICA 2 FASHION AND SUPERMARKETS HOM E ELECTRONICS IMPROVEMENT COUNTRIES FINANCI AL MARKETPLACE REAL SERVICES ESTATE US$13.3bn 13.0% US$987 m 70% 12M 18 12M 18 12M18 Online orders Revenues EBITDA margin NMV 1 annual growth 2 US$7.2bn 5.4m 504 stores US$1.1 bn 12M 18 Digital Channel 12M 18 Active CMR Accounts Three retail Gross Loan with balance formats sales for financial Book services Source: Company filings Note: Main figures as of December 2018. All dollar figures are calculated based on the observed exchange rate as of January 2nd, 2018 (694.77 CLP/US$). EBITDA calculated as Operational income + Depreciation and Amortization; 1 NMV includes revenue generated through online channels for Department Stores in Chile, Peru, Argentina & Colombia; Home Improvement in Chile, Peru, Argentina, Brazil & Uruguay; Supermarkets in Chile & Peru and Linio’s NMV; 2 As of December 2018; Digital channel sales for and Banco Falabella across the region. REGIONAL FOOTPRINT 3 CHILE PERU COLOMBIA ARGENTINA BRAZIL URUGUAY MEXICO FALABELLA RETAIL 47 Stores 29 Stores 27 Stores 11 Stores 339,000 m2 177,000 m2 182,000 m2 58,000 m2 HOME IMPROVEMENT 90 Stores 56 Stores 40 Stores 9 Stores 53 Stores 3 Stores 3 Store 772,000 m2 372,000 m2 385,000 m2 94,000 m2 163,000 m2 25,000 m2 35,000 m2 67 Stores 69 Stores SUPERMARKETS 205,000 m2 243,000 m2 FINANCIAL SERVICES 2,650,000 active 1,008,000 active 1,059,000 active 442,000 active 168,000 active credit cards credit cards credit cards credit cards credit cards REAL ESTATE 27 malls 14 malls 2 malls 1,585,000 m2 GLA 522,000 m2 GLA 66,000 m2 GLA MIX BY COUNTRY (LTM) MIX BY BUSINESS (LTM) Home Improvement 34% 17% US$ 5.7 billion revenues Revenue EBITDA Colombia Brazil 31% 13% 7% revenue 2% revenue Fashion & Revenue EBITDA 5% EBITDA <0% EBITDA Electronics US$ 4.1 billion revenues Peru Uruguay Supermarkets 17% 7% 25% revenue <1% revenue US$ 2.2 billion revenues Revenue EBITDA 20% EBITDA <1% EBITDA Financial Services 14% 30% Chile Argentina US$ 7.2 billion Loan Book Revenue EBITDA 62% revenue 5% revenue 76% EBITDA <1% EBITDA Real Estate 3% 31% 3.1 million m2 of GLA3 Revenue EBITDA 1. All figures as of Dec 2018. 2. Mix by Country and Mix by Business as of December 2018. Segment ‘Colombia‘ and ‘Home Improvement‘ does not include Sodimac Colombia ($1.1 Bn in revenue) which we do not consolidate. EBITDA Breakdown does not consider adjustment and eliminations. 3. Includes 1,030,000 m2 of additional GLA in free standing stores in the region also owned by S.A.C.I. Falabella. LEADERSHIP POSITION 4 MARKET POSITION 1 Fashion & Home Financial Real Supermarkets Electronics Improvement Services Estate Revenues MMUS$ Revenues MMUS$ Revenues MMUS$ CMR Accounts Footprint CHILE 2,239 #1 3,189 #1 1,123 #4 2,644,000 #1 27 Shopping Centers #1 GLA 1.6 million m2 PERU 926 #1 898 #1 1,077 #3 982,000 #1 14 Shopping Centers #1 GLA 0.5 million m2 COLOMBIA 571 #1 1,171 #1 1,021,000 #1 1 Shopping Center ARGENTINA 413 #1 218 #2 463,000 BRAZIL 235 #4 SALES LTM / M 2 (US$) 2 7.377 1.7x 1.1x 1.7x 5.070 4.583 4.375 4.289 4.182 4.356 2.430 Falabella Comp. 1 Comp. 2 Sodimac Comp. 1 Tottus Comp. 1 Comp. 2 1. Revenues as of September 2018 LTM. Number of CMR accounts, malls and GLA as of September 2018. FX rates as of October 1st , 2018 (660,42 CLP/US$) 2. Sales LTM per square meter as of September 2018. FX rates as of October 1st, 2018 (660,42 CLP/US$). Tottus’ sales area excludes check out area, in order to compare with peer’s reported sales per square meter. 4 CONSTANTLY EVOLVING TO MEET OUR CUSTOMERS DEMANDS 5 Sodimac opens first Organic Iniciatives Homecenter stores in Brazil and Uruguay 1993-5 2006 2015 1980 Entry to 1999 2002 2009 2013 Falabella Argentina Falabella.com First Tottus Falabella & Launch of Launch of launches CMR and launched opened CMR enter Homy Móvil Sodimac.com Colombia in Chile in Peru Colombia Falabella launched in Peru 2010- 2014 2017 1990 1998 2001 2005 Sodimac.com Banco Falabella.com11 The first Falabella launched Falabella Falabella.com launched Falabella- builds its Sodimac.com in Colombia launched launched in in Colombia Soriana credit first shopping launched Tottus.com in Chile Argentina Tottus.com card was center Mall in Chile launched in Plaza launched in issued in Chile Peru Mexico Mergers & Acquisitions 2018 2003 2007 2013 2014 Falabella Sodimac Sodimac 2016 announced Falabella acquires Sodimac acquires Falabella & the & Sodimac Imperial in acquires Maestro Soriana form acquisition of merge 1993-5 Chile Dicico in Brazil partnership to 100% of Linio 2004 2008 in Peru Falabella Falabella develop home and signed an acquires Falabella acquires improvement MOU to Mall Plaza Saga acquires Casa Estrella and financial develop and acquires Mall San in Colombia services in operate IKEA Las Americas Francisco Mexico in Chile in Chile TRANSFORMING INTO A DIGITAL ECOSYSTEM LEVERAGING OUR UNMATCHED 6 INFRASTRUCTURE… OUR STRATEGIC PRIORITIES 7 DIFERENTIATED VALUE 01. PROPOSITION 17.6% SCALING49% UP LOGISTICS Visit social media Active internet users 02. InternetAND FULFILLMENT users almost every day, over (55.8% of total growth in the 80% visit 1-2 times per population) 2012-2017 period month Strategic FINANCING AND 03. PAYMENTS Priorities DATA ANALYTICS US$38bn 3.07x 5AND% BUSINESS 04. INTELIGENCE Latin America’s e-Commerce market e-Commerce e-Commerce Market size growth between penetration² vs 14.3% Value 2012-2017 global average³ TECHNOLOGICAL 05. PLATFORM DEVELOPMENT PHYSICAL PRESENCE AND OPTIMIZATION OF OUR NETWORK OF STORES... 8 Physical capabilities 66 distribution and transfer centers +1.300.000 m2 in distribution and transfer centers 114 department stores 254 home improvement stores 136 supermarkets 2018 Portfolio Optimization 1 new distribution center 1 distribution center remodelation 2 new shopping centers 1 shopping center sold 20 stores openings 7 stores closures FOCUS ON ENHANCING OUR OWN BRANDS’ PROPOSITION... 9 DIFFERENTIATION An exclusive offer with strong A. positioning, FASHION CONVENIENT PROPOSITION B. High quality / price relationship, HOME IMPROVEMENT PROFITABILITY C. Stronger margins FOOD …FURTHER STRENGTHENED BY OUR PARTNERSHIP WITH IKEA 10 Opportunity to partner with a well-known home furnishings retailer with a strong private brand portfolio Continuously adapting to meet emerging trends Focused on providing a democratic design, IKEA business IKEA business delivering quality products at affordable dimension prices dimension Sustainability Emphasis on the design, not the designer PARTNERSHIP TO DEVELOP AND OPERATE STORES AND ECOMMERCE IN CHILE, PERU & COLOMBIA Source: This is IKEA, October 2017 INCREASE SERVICE LEVELS BY SCALING UP LOGISTICS 11 STRATEGIC FOCUS SERVING FOCUSING ON CUSTOMERS LAST MILE STRENGTHENING AND THIRD In-house INFRASTRUCTURE PARTIES tracking system FULLY INTEGRATED TO SUPPORT OMNICHANNEL Supplier Delivery Falabella Warehouse X-Dock Delivery Seller Reception Exit Stores and Customer transfer centers Storage & picking INTRODUCTION OF E-PAYMENTS SOLUTIONS 12 FRAUD ONE-CLICK MANAGEMENT PAYMENTS MERCHANT FINANCIAL FINANCING PRODUCTS TRANSACTION LOYALTY TRACKING PROGRAMS PAYMENT INSURANCE RECONCILIATION We seek to build an open platform with tools for our customers, merchants and marketplace LEVERAGE ON OUR CUSTOMER KNOWLEDGE UNDERPINNED BY THE 13 DEVELOPMENT OF BUSINESS INTELLIGENCE WHEN DOES MEANS THE CUSTOMER OF PAYMENT PURCHASE + 5 . 3 M + 3 2 4 M active CMR transactions accounts in the retail w/balance business HOW MUCH WHERE DOES DOES THE THE CUSTOMER CUSTOMER PURCHASE SPEND + 3 9 0 M 256 visits to our Bank shopping branches centers in the region WHAT DOES WHAT DOES THE CUSTOMER THE CUSTOMER LIKE BUY + 2 7 M Followers + 5 0 0 M on social visits on our networks websites Source: Company Filings Note: All main figures as of December 2017; except for million active CMR cards and bank branches, which are as of June 2018 FLEXIBLE AND SCALABLE TECHNOLOGICAL ARCHITECTURE 14 SUPPORTED BY A CYBERSECURITY FRAMEWORK THAT STRIVES TO MEET THE HIGHEST GLOBAL STANDARDS 15 Key Financial Metrics SOLID FINANCIAL PERFORMANCE, REFLECTED IN STRONG GROWTH AND 16 OUTSTANDING PROFITABILITY REVENUES (US$M) NON BANKING GROSS BANKING GROSS 1 PROFIT (US$M) PROFIT(US$M) GROSS GROSS CAGR 13’- 17’: 7.7% VAR (%) CAGR 13’- 17’: 8.3% CAGR 13’- 17’: 11.3% MARGIN (%) MARGIN (%) 13.294 64,0 % 700 12.862 30,0% 12.057 12.361 599 10.927 4.881 62,0 % 555 600 25,0% 4.748 523 9.580 4.329 4.434 508 3.883 36,9% 60,0 % 452 500 20,0% 3.375 36,7% 58,0 % 359 400 14,1% 15,0% 35,9% 56,8% 35,9% 56,0 % 56,6% 300 10,3% 10,0% 35,5% 55,3% 35,2% 54,0 % 54,3% 200 5,0% 52,7% 53,0% 4,1% 52,0 % 100 2,5% 3,4% 0,0% 50,0 % - 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 EBITDA (US$M) N E T I N C O M E 2 ( U S $ M ) NET DEBT (US$M) CAGR 13’- 17’: 7.8% EBITDA MARGIN(%) CAGR 13’- 17’: 3.5% NET INCOME MARGIN (%) NET DEBT/EBITDA3 2.5x 3.1x 3.1x 3.4x 3.27x 3.15x 1.751 1.733 877 6.00 0 1.603 1.657 5.284 5.367 4.796 1.461 745 733 5.00 0 4.627 689 1.296 639 669 4.188 13,6% 4.00 0 3.130 13,5% 7,1% 6,7% 3.00 0 6,1% 6,2% 13,4% 13,4% 5,7% 13,3% 5,2% 2.00 0 1.00 0 13,0% - 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 Source: Company filings Note: All dollar figures are calculated based on the observed exchange rate as of January 2nd, 2018 (694,77 CLP/US$) 1 Excludes financial operations; 2 Considers Net income attributable to owners of the parent company 3 Net debt / EBITDA without banking operations BALANCE SHEET 17 (Million of USD) Dec 17 Dec 18 (Million of USD) Dec 17 Dec 18 Cash & cash equivalents 334 507 Other current financial liabilities 1.201 1.425 Current trade & other receivables 2.829 2.950 Current trade & other payables 1.562 1.625 Inventories 1.782 2.030 Others 518 595 Others 318 459 Total Non-Banking Current Assets 5.263 5.946 Total Non-Banking Current Liabilities 3.282 3.645 Non-Current trade & other receivables 396 430 Other non-current financial liabilities 4.327 4.040 Goodwill 726 910 Others 949 1.012 PP&E & Investment properties 7.850 8.201 Others 1.016 1.218 Total Non-Banking Non-Current Assets 9.987 10.759 Total Non-Banking Non-Current Liab.
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