Earnings Presentation First Quarter 2012
May 2012 Company overview
Key metrics (LTM 2012 1)
Supermarkets 726 stores across 4 countries
Number of stores: 906 81 stores in Argentina, Colombia and Selling space: 3,3 million sq 2 Home Improvement Chile Number of customers: 800mm 74 stores in Chile Number of employees: 139,082 Department Stores Credit cards issued: 4.3mm Market capitalization 1: US$12,5 bn USD 1.5 bn consumer loans outstanding Financial Services
25 shopping centers in Argentina, Chile Shopping Centers and Peru
Revenue Breakdown (LTM 3) Adjusted EBITDA 2 Breakdown (LTM 3)
Financial Home Services Improvement Financial Home Department 3% 12% Services Improvement Stores 13% 12% 9% Department Stores Shopping 6% Centers Supermarkets 2% 74% Shopping Supermarkets Centers 56% 14%
Total: US$16,456 mm Total: US$1,310 mm
Source: Cencosud and AC Nielsen Note: Revenue and Adjusted EBITDA breakdown exclude Other Businesses 1 As of March 17, 2012 2 EBITDA, further adjusted to exclude the effect of exchange differences, increase on revaluation of investment properties, results from price level restatement and negative goodwill associated with Johnson’s acquisition 3 Last twelve months ended March 2012 2 Revenues and EBITDA continue their positive evolution
Revenues evolution (US$bn) Adjusted EBITDA (US$mm) and margin (%)
+35% +26% +5% CAGR CAGR
+23% 15,6 12,2 9,9 3,6 4,4
2009 2010 2011 1Q 2011 1Q 2012
Capex (US$ mm) excl. acquisitions
+80%
CAGR
+46%
1,187 747 377 208 298
2009 2010 2011 1Q 2011 1Q 2012
Source: Cencosud Note: Figures in IFRS; CAGRs calculated in local currency assuming CLP per USD exchange rates of 507, 468, 479 and 487, 519 for end of period 2009, 2010, 2011, 1Q2011 and 1Q2012, respectively; Figures in IFRS 3 …balance sheet flexibility and solid operational performance have allowed the company to maintain sustainable credit ratios
Net debt evolution (US$bn) Net debt / Adjusted EBITDA
Duration of debt is 6 years at March 2012
3,6 4,7 3,1 3,7 2,7 2,7 3,1 2,0
2009 2010 2011 1Q 2012 2009 2010 2011 1Q 2012
Adjusted EBITDA / Net interest expenses Financial debt / Equity
80% 72% 7.7 7.0 57% 53% 4.5 3.6
2009 2010 2011 1Q 2012 2009 2010 2011 1Q 2012
28% of Cencosud’s debt is USD denominated, however, after cross currency swaps the exchange rate risk reduce to 9% The remaining is primarily UF and CLP denominated debt, matching the strong Chilean component in the EBITDA generation
Source: Cencosud Note: Figures in IFRS; Ratios calculated in local currency assuming CLP per USD exchange rates of 507, 468, 519 and 487 for end of period 2009, 2010, 2011 and 1Q2012 4 Investment Financial Highlights performance
FirstFirst QuarterQuarter ResultsResults Supermarkets: The impact of Prezunic
Revenues evolution (US$bn) Adjusted EBITDA evolution (US$mm)
+26% +31%
CAGR CAGR
+25% +13% 11,5 777 8,8 606 7,2 452 2,6 3,3 172 193
2009 2010 2011 1Q 2011 1Q 2012 2009 2010 2011 1Q 2011 1Q 2012
Geographical presence and market position SSS evolution by country in local currency
726 stores 726 stores 25% 24% 23% 22% 74 stores 189 stores #1 North East Region (34%) #2 11% 7% 9% 7% 5% State of Minas Gerais (23%) #1 5% 7% 6% 5% 2% 3% Rio de Janeiro (13%) #3 1% 2% (1%) (3%) (2%) 191 stores 2009 2010 2011 1Q 2011 1Q 2012 #2 272 stores Chile Brazil Argentina Peru #1 Source: Cencosud, Public filings, Planet Retail, ABRAS, INDEC Note: Figures in IFRS; Growth rates calculated in local currency; figures converted to USD at exchange rates of 507, 468, 519, 479 and 487 for end of period 2009, 2010, 2011, 1Q2011 and 1Q2012, respectively; Market share in terms of net revenues, as of 2011; Chile and Peru figures as of September 2011; Peru market share estimated based solely on reported sales from the three main competitors 6 Supermarkets: Prezunic Acquisition
Geographic presence Investment highlights
US$497 million purchase price Increase exposure to Brazil Scale in Rio de Janeiro: 3rd largest supermarket chain Substantial growth opportunities: new formats, private labels, consumer finance Strong growth track record and brand recognition 72,108 m 2 selling space and 31 stores incorporated Prezunic in 1Q12 accounted revenues of USD337 MM
National ranking market share (%)
Legend GBarbosa Supermarkets CBD 17.9 CBD 17.9 (including EletroShow and pharmacies) Carrefour 14.4 Perini Carrefour 14.4
Mercantil Rodrigues Wal-Mart 11.1 Wal-Mart 11.1 Bretas Supermercados #1 Minas Gerais Cencosud 2.7
Prezunic Supermercados #2 Northeast region Cencosud 3.9 #3 Rio de Janeiro Zaffari 1.2 Prezunic 1.2 Zaffari 1.2 Present in 8 states accounting for approximately 33% of national GDP with aggregate real GDP growth (2005- DMA 1.0 DMA 1.0 2009) of 3.4% and 78.6mm inhabitants Angeloni 0.9 Angeloni 0.9 COOP 0.9 Source: Company filings, Planet Retail, ABRAS, IBGE COOP 0.9 Note: Market share by % of industry’s gross revenues
7 Supermarkets: Competitive Landscape in Brazil
Net Revenues (US$bn)
Cencosud Brazil Carrefour Brazil CBD Food Walmart Brazil
% 18 R 1 17% G CAGR 19% R 17% CA CAGR CAG 4.2 16.5 17.3 15.4 12.3 13.0 13.3 12.6 14.4 1.7 9.1 9.8 10.4 9.2 9.8 0.2 1.1 1.1 7.7 7.7
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 Selling space (‘000s m 2)
% R 10% 53 4% CAG GR CAGR GR 3% CA CA
458 1,942 2,127 1,552 1,797 333 1,258 1,356 1,460 1,476 1,338 1,361 1,412 1,469 1,496 1,431 1,547 83 116 124 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
Only active and successful consolidator in Brazil 1
Date Target Acquirer Amount (US$mm) EV/sales Apr-07 Atacadao Carrefour 1,087 0.6x Nov-07 Assaí CBD 197 0.4x Nov-07 GBarbosa Cencosud 430 0.5x Mar-10 Super Familia Cencosud 33 0.3x Apr-10 28 - Oct-10 Bretas Cencosud 705 0.5x Jan-12 Prezunic Cencosud 497 0.4x Median 0.5x
Source: Company filings, Planet Retail, equity research Note: Carrefour Brazil figures based on gross revenues; Cencosud figures are pro-forma to Prezunic acquisition; Average FX rate during the respective period used for calculations 1 Only considers transactions with deal size of US$25mm and greater 8 Home Improvement: Remarkable Argentina performance
Revenues evolution (US$mm) Adjusted EBITDA evolution (US$mm)
+28% +40% CAGR CAGR
+12% +11% 1.958 171 1.613 137 1.202 87 472 529 46 51
2009 2010 2011 1Q 2011 1Q 2012 2009 2010 2011 1Q 2011 1Q 2012
Geographical presence and market position SSS evolution by country in local currency
81 stores 32% 28% 30% 28% 4 stores 24%
12% 11% 11% 7% 2% 5% 2% 3% (4%)
2009 2010 2011 1Q 2011 1Q 2012 29 stores #2 48 stores Chile Colombia Argentina #1 Source: Cencosud 9 Note: Figures in IFRS; Growth rates calculated in local currency; figures converted to USD at exchange rates of 507, 468, 519, 479 and 487 for end of period 2009, 2010, 2011, 1Q2011 and 1Q2012, respectively; Market position based on net revenues, as of 2011 Shopping Centers: 2Q12 opening of Costanera
Revenues evolution (US$mm) Adjusted EBITDA evolution (US$mm)
+18% +21% CAGR CAGR
+9% 268 206 230 175 +0,4% 194 140 61 67 44 44
2009 2010 2011 1Q 2011 1Q 2012 2009 2010 2011 1Q 2011 1Q 2012
Geographic presence and occupancy rates
25 Shopping Centers
2 Shopping Centers Gross Leased Area: 54,750 m 2 95% occupancy rate
#2 #2 14 Shopping Centers 9 Shopping Centers Gross Leased Area: 228,999 m 2 Gross Leased Area: 282,693 m 2 99% occupancy rate 98% occupancy rate
Source: Cencosud Note: Figures in IFRS; Growth rates calculated in local currency; figures converted to USD at exchange rates of 507, 468, 519, 479 and 487 for end of period 2009, 2010, 2011, 1Q2011 and 1Q2012, respectively; Figures exclude intercompany operations; Market position based on gross leased area, as of 2011 10 Costanera Center
Largest multi-purpose commercial complex in Chile 335 stores, including Jumbo, Easy and Paris Food court, 12 movie theaters, bowling court, medical centers and gym Shopping mall opened May 2012 with 150,000 sq GLA 2 premium Office Towers and 1 Hotel schedule to open end of 2013 Costanera Center tower, designed by Cesar Pelli, is the highest building in South America, standing 300 meters tall Total capex of USD 1,098 MM Mitigation costs are USD 63 MM, of which USD 27 MM are already incurred Financial Services: Business Overview
Credit card penetration by division 1Q 2012 Gross loan portfolio evolution by country (US$mm)
Chile Chile Argentina . 47% 1.104 1.101 1.064 20% 18% 838 8% 176 243 239 68 Department Home Hypermarkets Supermarkets 888 stores improvement 770 861 862
Argentina
16% 2009 2010 2011 1Q 2012 8%
Home improvement Hyper/Supermarkets Loan loss allowance as % of all loans Brazil 41% Chile Argentina
10,9%
7,6% 7,2% 7,6% 10,0% Hyper/Supermarkets 7,6% 7,6% 6,9% Peru 8%
2009 2010 2011 1Q 2012
Hyper/Supermarkets
Source: Cencosud Note: Figures in IFRS; Assumes CLP per USD exchange rates of 507, 468, 519 and 487 for end of period 2009, 2010, 2011 and 1Q2012, respectively 12 Market opportunities and strategy
Market opportunities Strategy
Ninth largest consumer market in the world: Retail sales of 1 US$1.1 trillion during 2011 Continue to develop Demographics capable of supporting Cencosud stores: 100 and expand our multi- cities above 250 thousand in population format and multi- Underpenetrated formal retail segment brand approach
Best macroeconomic environment in the last 50 years Focus on operating Strong consumption, stable inflation rate and employment margins and cash growth flows Underpenetrated formal retail market (30% of total spending)
Growing purchasing power and household spending Organic expansion Developed credit markets with access to middle income in selective markets consumers
Underpenetrated market with substantial growth opportunities Continue to pursue opportunistic Solid macroeconomic fundamentals acquisitions while maximizing synergies Sustainable household consumption growth coupled with a expansionary credit market environment Enhance customer Underpenetrated retail market with vast potential Enhanceloyalty custome r loyalty
1 Planet Retail 13 Department Stores: Impacted by Johnson’s
Revenues evolution (US$mm) Adjusted EBITDA evolution (US$mm)
+24% +117%
CAGR CAGR
1.422 +27% 1.227 96 -62% 929 80 298 377 20 13 5 2009 2010 2011 1Q 2011 1Q 2012 2009 2010 2011 1Q 2011 1Q 2012
Market Share by selling space – Chile 1 SSS evolution in local currency
2009
La Polar 19,7% 16% 17,9% Cencosud 35 stores 36% 35 stores 9,4% Ripley 24% 5,2%
Falabella -1,7% 24%
39 stores 2009 2010 2011 1Q 2011 1Q 2012
Source: Cencosud Note: Figures in IFRS; Growth rates calculated in local currency; figures converted to USD at exchange rates of 507, 468, 519, 479 and 487 for end of period 2009, 2010, 2011, 1Q2011, 1Q2012, respectively 1 As of December 2011, including 39 Jonhson’s stores 14 Department stores: acquisition of Johnson’s
Key considerations Selling space expansion (‘000s m 2)
Transaction summary Paris Johnson's 359 In December 2011, we acquired an 85.58% 117 interest 39 stores throughout Chile under the Johnson’s 216 236 241 brand and 13 stores using the FES brand 120,000 m 2 of selling space incorporated 2009 2010 2011 Financial highlights Aggregate purchase price of Ch$32,606 million Largest department store presence in Chile Of which, Ch$17,576 million to repay (‘000s sq. meters) indebtedness at Johnson’s, while the rest to be used for working capital + 359 2011 sales of Ch$118,447 million from its retail operations 241 +49% Integration and objectives Falabella 243 Replace all Johnson’s credit cards with Cencosud credit cards Ripley 236 Improve our coverage of the low and middle La Polar 161 income market segments in Chile Source: Company filings Note: Figures as of 4Q11
15 Q&A