Corporate Presentation

M a r c h | 2019 LEADING 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 , 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 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. 5.276 5.051 Total Non-Banking Operations Assets 15.251 16.705 Total Non-Banking Oper. Liabilities 8.558 8.697

Loans & accounts receivable from clients 3.729 4.064 Total Banking Oper. Liabilities 4.464 5.540 Others 1.661 2.085 TOTAL LIABILITIES 13.022 14.237

Total Banking Operations Assets 5.390 6.149 Shareholders' Equity 7.619 8.618

TOTAL ASSETS 20.641 22.855 TOTAL EQUITY & LIABILITIES 20.641 22.855 CAPITAL STRUCTURE 18

Net Financial Debt/ E b i t d a ( t i m e s ) Debt By Creditor w/o Banking Operations w/o Banking Operations

Sep 2018 3.5 4.7 years Duration Dec 2018 3.1 57% 43%

Public Bonds Financial Institutions

Leverage (times) Debt By Maturity w/o Banking Operations w/o Banking Operations

Sep 2018 1.1 74% Dec 2018 1.0 US$ 5,264 MM Financial Debt w/o Banks 26%

Corto plazo Largo plazo CAPITAL EXPENDITURE 19 ORGANIC INVESTMENT PLAN 2019 - 2022

37% 34% 29% US$ 4.2 bn IT and logistics New stores & Remodeling and Investment over the next 4 years projects shopping centers expansions

Store and Shopping Centers Openings Investment (US$ million)

2 2 1 5 Shopping 1,115 Centers 1,084 1,072 929 26 95 Stores 23 23 23

2019 2020 2021 2022 2019 2020 2021 2022

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. FALABELLA RETAIL

MAIN EVENTS SALES 4Q18

Mn CLP; Annual Var (%) . 1 opening in Chile . New Crate & Barrel corner 13.2% -49.2% 4.8% -3.3% -4.2% was inaugurated in Chile. 840,757

458,896

153,295 179,860 48,706

Colombia Argentina Peru Chile Total

SSS 9.9% 27.2% 0.3% -3.3%

Var Local 7.7% 115.1% 3.5% -3.3% Currency %

20 SODIMAC

MAIN EVENTS SALES 4Q18

Mn CLP; Annual Var (%) . 2 openings in Mexico 0.7% 12.5% -50.4% 9.0% 1.0% -0.5%

800,001

559,489

218,356 165,497

51,892 23,123

Brasil Colombia Argentina Peru Chile Total

SSS 8.8% 7.7% 18.5% 3.7% -2.0%

Var Local 11.2% 11.2% 122.9% 5.4% 1.0% Currency %

21 TOTTUS

MAIN EVENTS SALES 4Q18

Mn CLP; Annual Var (%) . 1 opening Chile . 1 Hiperbodega P r e c i o U n o ’ opening Peru 12.7% 0.8% 6.7% 431,796

227,780 204,016

Peru Chile Total

SSS 3.5% -1.2%

Var Local 8.6% 0.8% Currency %

22 LINIO

MAIN EVENTS NMV 1

Mn CLP; Annual Var (%) . Consolidation of L i n i o s i n c e A u g u s t 2 nd 17.1% 8.1%

25,865 30,291 81,165 87,767

4Q17 4Q18 12M17 12M18

1 NMV corresponds to Net Merchandise Value. A measure of the total sum in Chilean pesos of all transactions made through Linio, net of VAT

23 FALABELLA FINANCIERO

MAIN EVENTS GROSS LOANS 4Q18

Local Currency; Annual Var (%) . Digital branches were opened in the region and 7.0% 41.2% -13% 7.9% new functionalities were added to mobile 6,084,299 applications . In Mexico, the financial business ended the year with 132 financial branches. 3,625,620 3,052,122 3,101,834

Th Mn COP Th Mn CLP ARS SOL Argentina Colombia Peru Chile

24 REAL ESTATE

MAIN EVENTS EBITDA PLAZA

Mn CLP; EBITDA Margin (%) 251,563 222,408

61,376 70,209

78.8% 77.6% 79.3% 80.0%

4Q17 4Q18 12M17 12M18

43 3,20 Mn Shopping Centers M2 GLA between shopping centers and free standing

25 investors.falabella.com [email protected]

Andrea González, Head IR Constanza Saver, IR Analyst Pablo Muñoz, IR Analyst