Institutional Presentation 2Q20

Lojas Renner S.A.June 2020
INSTITUTIONAL
PRESENTATION
JUNE 2020
B3: LREN3; USOTC:LRENY

24.2 THOUSAND
EMPLOYEES IN 2019
+350 MM
E-COMMERCE VISITS IN 2019
20
PROPRIETARY BRANDS4 DISTRIBUTION CENTERS
(SC & RJ FULLY AUTOMATED)
+600 THOUSAND
CUSTOMERS VISIT OUR STORES DAILY
R$ 13.0 BILLION
OF TOTAL GROSS REVENUE IN 2019
2
COMPANY
OVERVIEW
597 STORES
379 RENNER / 08 ASHUA
112 CAMICADO / 98 YOUCOM
32.9 MM
PRIVATE LABEL CARDS
+5,000%
OF SHARE APPRECIATION SINCE
2005
R$ 33.1 BILLION
MARKET CAPITALIZATION
(JUN 30, 2020)
Data as of June 2020

3
COMPETITIVEADVANTAGES
CONSISTENT POSITIONING
CLEAR VALUE PROPOSITION, WITH FOCUS ON
WOMEN
LIFESTYLES
YOU HAVE YOUR STYLE, RENNER HAS THEM ALL
ENCHANTMENT
TO SURPASS CUSTOMERS EXPECTATIONS
SALES CHANNELS INTEGRATION
OMNI EXPERIENCE TO DELIGHT OUR CUSTOMERS
COMPANY
OVERVIEW

4
CORPORATECULTURE
ENGAGEMENT
ENGAGED PEOPLE
ENCHANTMENT
DELIGHTED CUSTOMERS
RESULTS OBSTINACY
GENERATING EXCEPTIONAL
RESULTS
COMPANY
OVERVIEW

• OUR BUSINESSES
• APPAREL RETAIL
• STRATEGIC PRIORITIES
• VALUE CREATION
• FACT SHEET

OUR
BUSINESSES

7
OURBUSINESSES

• LISTED SINCE 1967
• LARGEST FASHION RETAILER IN
BRAZIL
• TARGET CUSTOMERS: 18 TO 39 AGE
GROUP, IN THE A-, B AND C+ SOCIAL
CLASSES
• 379 STORES
• E-COMMERCE
• 91% OF CONTRIBUTION ON
CONSOLIDATED NET REVENUES IN 2019
8
OURBUSINESSES

• ACQUIRED IN 2011
• LEADER IN HOME AND DECOR
• TARGET CUSTOMERS: 18 TO 39
AGE GROUP, IN THE A-, B AND
C+ SOCIAL CLASSES
• 112 STORES
• E-COMMERCE + MARKETPLACE
CONSOLIDATED NET REVENUES
IN 2019
9
OURBUSINESSES

• LAUNCHED IN 2013
• SPECIALIZED IN YOUNG
LIFESTYLE
• TARGET CUSTOMERS: 18
TO 35 AGE GROUP, IN THE
A-, B AND C+ SOCIAL
CLASSES
• 98 STORES
• E-COMMERCE
CONSOLIDATED NET
REVENUES IN 2019
10
OURBUSINESSES

• LAUNCHED IN 2016
• CURVE & PLUS SIZE FORMAT
• TARGET CUSTOMERS: 25 TO
45 AGE GROUP, IN THE A-, B
AND C+ SOCIAL CLASSES
• SIZES: FROM 46 TO 54
• 8 PILOT STORES
• E-COMMERCE
• CONSOLIDATED ON
RENNER’S INCOME STATEMENT
11
OURBUSINESSES

• FINANCIAL INSTITUTION ESTABLISHED IN
2017
• FEATURES AND SERVICES TO LEVERAGE
CONSUMER EXPERIENCE
• USED AS A LOYALTY TOOL TO BOOST
RETAIL SALES
• SEGREGATED DIGITAL PLATFORM WITH
FLEXIBLE TECH INFRASTRUCTURE
• +12 MILLION CUSTOMERS THAT ARE ABLE
TO BUY AND RECOGNIZED BRAND
• PRIVATE LABEL CARD, CO-BRANDED CARD,
AND INSURANCES & ASSISTANCES OFFERED
• TOTAL CREDIT PORTFOLIO OF R$ 2.6
BILLION (JUN.20)
12
OURBUSINESSES

APPAREL
RETAIL

4.7%
10.0%
18.0%
12.2%
14
Source:Statistaandplayers’website
Gross Revenues in U$ billion
WE STILL HAVE
PLENTY OF ROOM TO
GROW
APPARELRETAIL
APPAREL MARKET BY
COUNTRY & MARKET SHARE
OF MAIN PLAYERS

OTHER
RETAILERS16%
MARKET CONCENTRATION OF
OTHER SECTORS IN BRAZIL
OTHER
RETAILERS +
INFORMALITY12%
IN A FRAGMENTED APPAREL MARKET WITH OPPORTUNITIES FOR CONSOLIDATION
Source:JornalDCI,IBOPE,Euromonitor,IBGE,BankofAmericaMerrilLynchandLojasRennerestimates.
Note:DataforC&AandPernambucanasareestimated.
DRUGSTORES
TOP 3 = 24%
20% OF
EXISTING
STORES CLOSED
BETWEEN 2014
AND 2017
ELETROELECTRONICS
TOP 5 = 50%
SUPERMARKETS
TOP 5 = 50%
APPAREL MARKET
CONCENTRATION
15
1º RENNER
2º C&A
3º RIACHUELO
4º PERNAMBUCANAS
5º MARISA
APPARELRETAIL

16
AND GREAT
PROSPECTS IN THE
ONLINE SEGMENT
Source:JPM–BrazilApparel–Divingintoonlinechannel06.14.2018
UBS–BrazileCommerce–UBSEvidenceLabInside:LikeforLikes(VolII)–08.20.2019
2X OVER
THE NEXT
5 YEARS
APPAREL ONLINE
PENETRATION SALES
OVER TOTAL RETAIL
SALES IN 2018
APPARELRETAIL

STRATEGIC
PRIORITIES

20%
16%
12%
8%
5%
Fonte:JPM–BrazilApparel–Divingintoonlinechannel06.14.2018
OTHERS 15%
AUTO 2%
SPORTS GOODS 4%
BEAUTY 5%
APPAREL 6%
FURNITURES 8%
ELETROELECTRONICS 60%
ALTHOUGH E-COMMERCE PENETRATION IN BRAZIL
IS STILL LOW, IT IS GROWING CONSISTANTLY
E-COMMERCE TOTAL PENETRATION
18
APPAREL PARTICIPATION IN E-COMMERCE
SALES
STRATEGICPRIORITIES

19
WOULD BE VERY SATISFIED • EXPECTS TO BE OFFERED • INDIFFERENT
42%
45%
13%
34%
52%
14%
34%
50%
16%
31%
60%
9%
53%
33%
14%
42%
46%
12%
Source:UBSEvidenceLab./IdentifyingMispricingsfrom
eCommerceDisruption06.20.2018–2,500respondents.
50%
30%
20%
45%
30%
25%
43%
35%
22%
43%
43%
14%
57%
25%
18%
54%
36%
10%
STOREPICKUP
STORERETURNS
OPINIONS ON PICK UPS AND RETURNS IN STORES
AND BENCHMARKS SUGGEST A BALANCE
BETWEEN ONLINE / OFFLINE CHANNELS
STRATEGICPRIORITIES

20
BUY IN STORE • SEARCH ONLINE & BUY IN STORE • SEARCH IN STORE & BUY ONLINE • BUY ONLINE
18-21
41%
22%
13%
24%
22-30
38%
22%
14%
26%
31-38
37%
22%
15%
27%
39-53
23%
13%
19%
44%
Source:MerrillLynch–GenZischangingthelandscapeagain04.16.2018
WITH NO MEANING DIFFERENCES BY
AGE GROUPS
SURVEY WITH 39,554 PARTICIPANTS (USA)
PURCHASE JOURNEY BY AGE
54+
48%
17%
12%
23%
STRATEGICPRIORITIES

USA
Q: WHAT ARE THE MAIN
REASONS WHY YOU DON’T BUY
MORE OF THESE PRODUCTS
ONLINE?
R: LIKE TO SEE, TOUCH OR TRY
0% 10% 20% 30% 40% 50% 60% 70%
Fonte:UBSEvidenceLab./IdentifyingMispricingsfrom
eCommerceDisruption20.06.2018-2.500respondents.
21
BECAUSE THEY VALUE THE INTERACTION WITH
APPAREL PRODUCTS BEFORE PURCHASING IT
STRATEGICPRIORITIES
ACESSORIES
SHOES
SPORTING GOODS
APPLIANCES
GROCERIES
BATH & BEDDING
FURNITURE
TOYS
PERSONAL CARE PRODUCTS
POWER TOOLS
ELETRONICS
HOUSEHOLD PRODUCTS
AUTO PARTS
BOOKS
OFFICE SUPPLIES
PET SUPPLIES
CLOTHING
HOME IMPROVMENTS

RENNER STRUCTURAL PROJECTS UNDER DEVELOPMENT
DATA DRIVEN
DECISION ON
PRODUCT LIFECYCLE
• PRODUCT
DEVELOPMENT
• APPLY TECHNOLOGY IN
COLLECTIONS
22
CUSTOMER
SINGLE-VIEW
• TRANSFORMING
DATA IN ACTIONS
• CUSTOMER
INTERACTIONS
OMNI
TRANSFORMATION
• CHANNELS INTEGRATION
• CREATE A SINGLE
SHOPPING EXPERIENCE
1. DIGITAL CYCLE
STRATEGICPRIORITIES

MAXIMAZING
COMMUNICATION
WITH IDENTIFIED
CUSTOMERS
CUSTOMER SINGLE-VIEW
23
• BIG DATA
• IDENTIFICATION
OF UNKNOWN
CUSTOMERS
• PERSONALIZED
COMMUNICATION
• PERSONALIZED
SHOPPING
EXPERIENCE
IDENTIFYING
UNKNOWN
CUSTOMERS
1. DIGITAL CYCLE
DETERMINED
GOALS
THROUGH
CREATING A
PERSONALIZED
AND CONSISTENT
BASE OF
CUSTOMER
RELATIONSHIP
STRATEGICPRIORITIES

ACTING ON COSTUMERS FEEDBACKS
DATA DRIVEN DECISION ON PRODUCT LIFECYCLE
24
• ARTIFICIAL INTELLIGENCE
• ALGORITHMS
• PREDICTION
• ASSERTIVENESS
• AGILITY ON DECISIONS
• LOWER INVENTORIES
IMPROVING THE
PROCESS IN
CHOOSING THE
FASHION TRENDS
BASED ON PREDICTIVE
ANALYSIS
1. DIGITAL CYCLE
THROUGH
APPLYING MORE
INTELLIGENCE ON THE
ASSORTMENT & DISTRIBUTION
PROCESS WITH HIGH
ASSERTIVENESS BY SKU PER
STORE
DOMINATING THE
SUPPLY CHAIN TO
GET MORE AGILITY
ON THE DECISION
MAKING PROCESS
DETERMINED
GOALS
STRATEGICPRIORITIES

THROUGH
INVENTORY
ORCHESTRATION
PROCESS
25
• USE OF STORES’ INVENTORY
• FASTER DELIVERIES
• LOWER DELIVERY COST
• EQUALIZATION OF SALES
CHANNELS
• CONVENIENCE, MOBILITY
AND FLEXIBILITY
• FLUID AND ENCHANTING
SALES EXPERIENCE
OMNI TRANSFORMATION
1. DIGITAL CYCLE
ADEQUATING THE
SALES CHANNELS
(PHYSICAL
INFRASTRUCTURE
SYSTEMS &
PROCESSES)
EQUALIZING THE
COMMERCIAL POLICIES
FOR THE DIFFERENT
CHANNELS (PRICING &
PAYMENT CONDITIONS)
DELIVERING AND
OMNICHANNEL AFTER-
SALES EXPERIENCE
DETERMINED
GOALS
STRATEGICPRIORITIES

CUSTOMER
SINGLE VIEW
DATA DRIVEN
DECISION TO THE
WHOLE PRODUCT
LIFECYCLE
OMNI
TRANSFORMATION
=
26
• MARKET SHARE
• SPEED TO MARKET
• OPERATIONAL EFFICIENCY
RENNER STRUCTURAL PROJECTS
++
BETTER
SHOPPING
EXPERIENCE
GENERATING
MORE
RESULTS
1. DIGITAL CYCLE
STRATEGICPRIORITIES

27
• Data Lake with customers’
information already in place
• Store channels receiving and
feeding the single view
• Use of data for automatic and
personalized marketing campaigns
• Omni engine recommendation
• Continuing of automated allocation of
products
• 13% of items allocation oriented by
data, without human intervention
• Predicting sales forecasts through AI
PLM implementation for the complete
digitization of the development of
products
Digital sales with +200% growth, even with all
stores in operation / represented 36% of total
sales in 2Q20
Customers traffic: +95% in the 2Q20 and
+190% in July, 50% through the app
New customers: +251% in the 2Q20 and
+337% in July, with 75% of the base and +50%
of sales
App downloads grew 259% in the 2Q20 and
304% in July, 50% coming from digital sales
RENNER STRUCTURAL PROJECTS – CURRENT STATUS
++
1. DIGITAL CYCLE
CUSTOMER
SINGLE VIEW
DATA DRIVEN
DECISION TO THE
WHOLE PRODUCT
LIFECYCLE
OMNI
TRANSFORMATION
STRATEGICPRIORITIES

STRATEGICPRIORITIES
RENNER STRUCTURAL PROJECTS – CURRENT STATUS
1. DIGITAL CYCLE
• Self-service cashier represented 12% of sales at stores
offering this modality
• Payments by customers' cell phones available in all stores
SELF CHECK OUT
SOCIAL SALES (MINHA SACOLA)
• 12 thousand affiliates
• No. of participants doubled over the last month
• 47 thousand orders placed
DRIVE THRU
• Available in 216 stores
• More than 13 thousand orders fulfilled
• Enchantment and practicality for customers
INFINITE AISLE
• Will be available in October
REALIZE
• Renegotiation and services contracting portal
• 20 mm of monthly accesses through the App
• 80% of the active customers base adhering to digital channels
• CDB with XP Investimentos
• Connected with Whatsapp Sales
• Digital Wallet and PIX preparationCONTENT
• Musical Lives
• Fashion, beauty and wellness content
• Live shops
• Outlets at Camicado
• More than 6 thousand operations executed
DIGITAL SALES
FASHION DELIVERY
• Pilot in operation
• Use of AI to define the target audience
• Use of data for product selection
WHATSAPP SALES
• Available in more than 70 stores
• 4X higher sales since started
• 30% sales conversion
• Average ticket higher than stores
• Available in +180 stores and +100 cities
• 50% reduction in order preparation time since April
• 10% of E-commerce orders
• Significant reduction in delivery times
SHIP FROM STORE
OMNI
TRANSFORMATION

29
• Increase sales density
• Store park maturation
• Consolidation of the
fragmented market
• Market share gain from
informal players
NEW STORES
• Smaller Cities
• Micro regions
• Stores with 1,200 m²
of selling area
Aprox. 520 stores (2025)
125 stores (2021)
300 potential stores
Pilot stores
STORE TARGETSEXISTING STORES
• Existing Shopping Malls
• New Shopping Malls
• Stand-alone Stores
• Central Areas
• International expansion
(9 stores in Uruguay and
4 in Argentina)
SMALL STORES
2. MARKET CONSOLIDATION
STRATEGICPRIORITIES

30
en
= PEOPLE + PRODUCTS &
SERVICES + TECHNOLOGY
VALUE
PROPOSITION:
3. PROMOTING THE ENCHANTMENT ON THE DIGITAL CYCLE
ABSORB TECHNOLOGY TO DELIVER AND
REINFORCE OUR VALUE PROPOSITION
Delivering the best fashion and lifestyle
experience for the mid/upper segment,
Enchanting our customers with quality
products and services at competitive prices
through an innovative and sustainable
ecosystem.
STRATEGICPRIORITIES

VALUE
CREATION

THROUGH CONSISTENT MARKET SHARE GAINS
LOJAS RENNER VS APPAREL & FOOTWEAR MARKET ACCUMULATED GROWTH (BRAZIL)
32
VALUECREATION
0
50
100
150
200
250
2012 2013 2014 2015 2016 2017 2018 2019
Lojas Renner PMC Vestuário e Calçados
+128.0%
+11.3%

33
WITH GROSS MARGIN IMPROVEMENTS
VALUECREATION
52.0%
52.5% 53.3%
52.7%
53.8% 54.8%
55.7% 55.7%
56.5%
56.3%
59.2% 59.3%
59.8% 59.3%
58.3%
57.8%
57.0%
56.3%
56.7%
55.9%
63.2%
60.5%
59.8% 59.5% 59.2%
57.4%
55.7%
54.4% 53.0% 52.9%
52.3%
53.1% 53.4% 54.9%
55.0%
51.1%
50.9%
53.3% 52.9%
50.5%
41.0%
46.2%
47.4% 47.1%
52.6%
52.4%
49.9%
47.1%
47.4%
46.7%
48.9%
50.1%
46.7% 46.8%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Lojas Renner
Global
Benchmark 1
Global
Benchmark 2
Domestic
Player 2
Player
Nacional 3
Domestic
Player 1

34
OPERATING EXPENSES OVER NET REVENUES
AND AN AUSTERE OPERATION
VALUECREATION
37.6%
40.5%
37.2%
40.6%
39.4%
41.6%
49.1% 48.7%
52.1%
48.2%
36.3%
38.8% 38.7%
39.5%
42.1%
43.3%
46.6%
43.5%
42.8%
45.3%
39.6%
40.0%
40.4%
41.3%
37.7%
39.0% 38.8%
39.0% 39.0% 39.0%
39.3%
39.9%
41.0%
40.7%
35.9%
36.5% 36.5%
35.7% 34.7%
35.0%
37.1% 37.3% 37.1% 37.1%
35.6% 35.7% 35.2%
35.9% 35.7% 35.4% 35.2% 35.5% 35.8% 35.6%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Domestic
Player 1
Domestic
Player 2
Player
Nacional 3
Global
Benchmark 2
Lojas Renner
Global
Benchmark 1
Forcomparisonpurposes,expensesexcludeIFRS16.

FACT SHEET

36
BEGINNING OF THE
STORY
EXPANDING TERRITORY DRIVING GROWTH
COMPANY BACKGROUND
1912 1922 1940 1965 1967 1973 1987 1991 1994 1996 1997 1998 1999 2002 2003 2005 2006 2007 2010 2011 2012 2013 2014 2015 2016 2017
A.J. RENNER
BEGINS
OPERATIONS
FIRST STORE,
IN PORTO
ALEGRE
FULL LINE
DEPARTMENT
STORE
LOJAS RENNER
S.A. IS
CONSTITUTED
CAPITAL
LISTING
RENNER
PRIVATE
LABEL
CARD
HEAVY
CONSUMER
DURABLES
PHASE OUT
PROFESSIONALIZATIO
N OF MANAGEMENT
SPECIALIZED
FASHION STORE
EXPANSION
INTO THE
STATES OF
SANTA
CATARINA
AND PARANÁ
“ENCHANTMETER”
CUSTOMER
SATISFACTION
FIRST
STORES IN
SÃO PAULO
J.C. PENNEY
ACQUIRES A
CONTROLLIN
G STAKE
DEBUT IN
THE
MIDWEST
REGION
LIFESTYLE
CONCEPT
PHASE OUT OF
HOME AND
DÉCOR
DEPARTMENT
J.C. PENNEY
DIVESTS ITS STAKE
NOVO MERCADO
1ST BRAZILIAN
CORPORATION
DEBUT IN THE
NORTHEAST
FINANCIAL
PRODUCTS
DEBUT INTO THE
NORTH
CO-BRANDED
CREDIT CARD
E-COMMERCE
ACQUISITION
OF
CAMICADO
LAUNCH OF
YOUCOM
PRESENT IN
ALL BRAZILIAN
STATES AND
FD
NEW
SANTA
CATARINA
DC
REALIZE CFI
CONSTITUTION
DEBUT IN
URUGUAY
LAUNCH OF
ASHUA
ASHUA
LAUNCH OF
B&M STORES
(PILOTS
DEBUT IN
ARGENTINA
RIO DE JANEIRO
DC
SHARED SERVICES
CENTER
19221912 1940 19671965 1973 19911987 1994 19971996 1998 20021999 2003 20062005 2007 20112010 2012 2013 2014 2015 2016 2017 2018 2019
FACTSHEET

37
As of June 30th, 2020
EXPANSION OF SELLING AREA
CAGR (2014 – 2019) = 9.0%
GEOGRAPHICAL FOOTPRINTFACTSHEET
108
9
42
18
19
37
10
28
10
9
5
5
1
6
2 1
9
6
1
4
12
10 3
3
9
4
3
13
34
7
5
6
12
3
7
4
2
1
2
1
2 2
2
2
5
2 2
2
4
2
2
42
11
13
7
10
6
3
2
1
1
4
3 79
18
31
3
Latam
Sul
183
56
52
5Sudeste
Nordeste
29
9
11
Centro-Oeste
21
6
2
Norte
UR
MT
MS
DF
RS
SC
PR
SP
RJ
ES
MG
PE
CE
BA
SE
RN
PB
PI
TO
MA
PA
APRR
AM
AC AL
GO
54
23
2
RO
4
AR
1
1
1
11
397
112
98
08
Renner DC
Camicado DC
Youcom DC

• 100% FREE FLOAT AND LISTED ON B3 NOVO MERCADO
• 100% COMMON SHARES AND TAG ALONG
• MAJORITY OF INDEPENDENT MEMBERS
ON THE BOARD OF DIRECTORS (88%), WITH DIFFERENT
EXECUTIVES OCCUPYING THE CHAIRMAN AND THE CEO
POSITIONS
• WOMEN ON THE BOARD OF DIRECTORS (25%)
• PERMANENT FISCAL COUNCIL
• COMMITTEES DIRECTLY LINKED TO THE BOARD OF
DIRECTORS
• OWN INTERNAL CHARTERS
(BOARD OF DIRECTORS, FISCAL COUNCIL & COMMITTEES)
• STOCK OPTION PLAN ALIGNS INTERESTS OF
EXECUTIVES TO SHAREHOLDERS
• BOARD OF DIRECTORS PORTAL AND SECRETARIES TO THE
BOARD AND COMMITTEES
• FORMAL APPRAISAL OF THE BOARD OF DIRECTORS AND
EXECUTIVE OFFICERS
• CORPORATE GOVERNANCE SECRETARY
38
Board of Directors
.
SHAREHOLDER’S
MEETING
VICE
CHAIRMAN
OSVALDO
SCHIRMER
CHAIRMAN
JOSÉ GALLÓ
MEMBER
FABIO
PINHEIRO
MEMBER
JULIANA
ROZENBAUM
MEMBER
THOMAS
HERRMANN
PEOPLE
COMMITTEE
SUSTAINABILITY
COMMITTEE
STRATEGIC
COMMITTEE
AUDIT AND RISK
MANAGEMENT COMMITTEE
CEO
FABIO
FACCIO
CFO & IRO
ALVARO
AZEVEDO
HR
CLARICE
COSTA
EXECUTIVE TEAM
IT&MGMT
FABIO
FACCIO*
PRODUCT
HENRY
COSTA
EXECUTIVE GROUP
LOSS
PREVENTION
MEMBER
ALEXANDRE
GOUVEA
OPERATIONS
FABIANA
TACCOLA
MEMBER
CARLOS
SOUTO
*Interim
MEMBER
CHRISTIANE
EDINGTON
CORPORATE GOVERNANCE
INDEPENDENT AUDITORS
INTERNAL AUDITORS
COMPLIANCE
FISCAL COUNCIL
CEO
FACTSHEET

39
SUSTAINABILITY
Goal 2
Identify/measure/reduce:
water, energy,
chemichals, waste, CHG
emissions
ECO-EFFICIENT
MANAGEMENT
Goal 3
Innovate in the development of
lower impact raw materials and
processes
SUSTAINABLE
PRODUCTS AND
SERVICES
Goal 5
Deliver sustainable, quality
product and service lines,
and communicate customer
value
ENGAGE:
EMPLOYEES
COMMUNITIES &
CUSTOMERS
Goal 4
4.1 Engage employees (agents and
leaders in sustainability)
4.2 Communities (women’s
empowerment in the textile chain)
4.3 Customers (conscious
consumption)
FASHION
RESPONSIBLE
RESPONSIBLE
SUPPLIERS
Goal 1
Create value by
respecting the
environment, human
and labor rights
1
2
4
3
FACTSHEET

40
• 80% LESS IMPACTING PRODUCTS, 100% CERTIFIED COTTON
• 100% OF THE NATIONAL AND INTERNATIONAL RESALE CHAIN WITH SOCIAL AND ENVIRONMENTAL
CERTIFICATION
• 75% OF CORPORATE ENERGY CONSUMPTION WILL BE FROM RENEWABLE ENERGY SOURCES
(RENEWABLE ENERGY SOURCE CONSIDERED: SMALL HYDROELECTRIC PLANTS (SHPS), SOLAR,
WIND AND BIOMASS.)
• 20% REDUCTION IN ABSOLUTE CO2 EMISSIONS, OVER 2017 INVENTORY
2021 GOALS AND COMMITMENTS
FACTSHEET
SUSTAINABILITY

41
RENNER
SOCIALCLASSES
Source: Ibope Inteligência 2015 and IstoÉ Dinheiro Magazine – Family Budget Survey (POF) – IBGE
R$ 20,273.00
R$ 1,910.00
R$ 5,351.00
AVERAGE
MONTHLY
HOUSEHOLD
INCOME
24% OF HOUSEHOLDS
47% OF TOTAL WAGE BILL
38% OF CONSUMPTION
3% OF HOUSEHOLDS
16% OF CONSUMPTION
52% OF HOUSEHOLDS
39% OF CONSUMPTION
MARKET POSITIONING
FACTSHEET
A
B
C
+
-
+
-
+
-

42
LIFESTYLE: YOU HAVE YOUR STYLE, RENNER HAS ALL OF THEM.
LIFESTYLE STRATEGYFACTSHEET
EACH BRAND REPRESENTS THE LIFESTYLE OF A CUSTOMER GROUP BASED ON THEIR ATTITUDES,
INTERESTS, VALUES AND PERSONALITIES.

43
• BEST USE OF SHOPPING TIME
• ONE-STOP-SHOP FOR THE WHOLE FAMILY
• REDUCES NEED FOR MARKDOWNS
• INCREASES OPPORTUNITIES FOR CROSS-SELLING
LIFESTYLE: YOU HAVE YOUR STYLE, RENNER HAS THEM ALL.
FACTSHEET LIFESTYLE STRATEGY

100
100.100
200.100
300.100
400.100
500.100
600.100
700.100
800.100
900.100
1.000.100
500%
1000%
1500%
2000%
2500%
3000%
3500%
4000%
4500%
5000%
Nov-09
May-10
Nov-10
May-11
Nov-11
May-12
Nov-12
May-13
Nov-13
May-14
Nov-14
May-15
Nov-15
May-16
Nov-16
May-17
Nov-17
May-18
Nov-18
May-19
Nov-19
May-20
Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 jan/19 Apr/19 Jul/20 Oct/19 Jan/20 Apr/20 Jul/20
May-17
Aug-17
Nov-17
Feb-18
May-18
Aug-18
Nov-18
Feb-19
May/19
Aug/19
nov/19
Feb/20
May/20
79
8613.3%
Source: IDV, Ministério da Fazenda, IBGE/PME , Brazilian Central Bank(new methodology since March/11).
UNEMPLOYMENT RATE CONSUMER CONFIDENCE LEVEL AND RETAILING BUSINESS
CREDIT EVOLUTION TO INDIVIDUALS AS A % OF GDP
HOUSEHOLD INDEBTEDNESS
R$ 943.6 bi
27.3%
21.0%
46.8%
44
MACROECONOMIC INFLUENCESFACTSHEET
Consumer Confidence Level Consumer Confidence Leve in Retail Restrict TradeUnemployment Rate (% of Economic Active Population)
Total Savings (Balance)
Household Indebtedness/ Income Mass (12 months)
Household Indebtedness(Ex. mortgage)/ Income Mass (12 months)
Income Commitment with Debt Service (Interest + Amortization)
Trend Line
Delinquency Rate for Individuals (average)
Credit to Individuals/GDP (year end period)

45
MAIN FIGURES – CONSOLIDATED
FACTSHEET
As of 1Q19 SG&A figures are stated according to IFRS 16.
(R$ MM) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2Q16 2Q17 2Q18 2Q19 2Q20
Net Revenue from Merchandise Sales 2,462.7 2,896.6 3,462.0 3,913.8 4,642.6 5,450.9 5,721.8 6,600.1 7,485.4 8,474.7 1,464.7 1,630.5 1,780.0 2,019.4 539.6
Same Store Sales 10.3% 7.2% 8.8% 5.8% 11.1% 10.8% -0.2% 9.2% 7.4% 8.7% 2.9% 6.4% 2.5% 9.3% -74.1%
Gross Margin from Retailing Operation 52.0% 52.5% 53.3% 52.7% 53.8% 54.8% 55.7% 55.7% 56.5% 56.3% 57.2% 56.7% 57.4% 56.4% 44.8%
SG&A over Net Revenue from Merchandise Sales -34.7% -35.4% -35.3% -34.8% -33.8% -34.1% -36.2% -37.3% -37.1% -32.3% -36.8% -36.9% -37.8% -33.6% -78.1%
Adjusted EBITDA from Retailing Operation 384.1 467.5 565.6 663.3 835.6 1,038.8 1,087.8 1,144.2 1,423.9 1,566.8 301.8 303.7 352.9 344.5 455.3
Adjusted EBITDA Margin from Retailing Operation 15.6% 16.1% 16.3% 16.9% 18.0% 19.1% 19.0% 17.3% 19.0% 18.5% 20.6% 18.6% 19.8% 17.1% 84.4%
Result from Financial Products 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 349.4 391.5 54.2 79.0 81.3 91.1 52.8
% Over Total Adjusted EBITDA 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 19.7% 20.0% 15.2% 20.6% 18.7% 20.9% 10.4%
Adjusted Total EBITDA (Retail + Financial Products) 505.1 592.6 714.4 837.1 1,053.1 1,247.2 1,339.1 1,475.8 1,773.3 1,958.3 356.1 382.7 434.2 435.6 508.1
Adjusted Total EBITDA Margin 20.5% 20.5% 20.6% 21.4% 22.7% 22.9% 23.4% 22.4% 23.7% 23.1% 24.3% 23.5% 24.4% 21.6% 94.2%
Net Income 308.0 336.9 355.4 407.4 471.4 578.8 625.1 732.7 1,020.1 1,086.2 174.8 193.6 274.7 230.7 818.1
Net Margin 12.5% 11.6% 10.3% 10.4% 10.2% 10.6% 10.9% 11.1% 13.6% 12.8% 11.9% 11.9% 15.4% 11.4% 151.6%
Number of Stores 134 197 232 278 332 380 444 512 556 603 408 473 527 570 597
Selling Area in Thousand m2
274.7 334.8 382.0 436.2 486.6 533.6 584.6 655.0 694.9 749.1 552.2 602.9 664.5 715.0 747.3
Number of Employees 12,423 13,340 14,881 16,367 16,870 16,907 18,079 19,989 21,376 24,162 - - - - -
Trade Accounts Receivable Days 31 27 35 39 39 38 39 40 42 46 31 34 37 38 146
Trade Accounts Payable Days 62 61 81 79 66 62 62 64 66 65 54 59 63 64 106
Inventory Days 83 94 102 102 99 99 101 110 120 114 99 114 130 123 451
ROIC 32.9% 28.6% 23.9% 21.4% 21.2% 22.0% 21.4% 21.0% 23.0% 21.4% 21.3% 20.6% 21.9% 21.5% 25.5%
CAPEX 160.2 296.6 382.3 412.1 502.0 571.4 512.6 550.4 610.4 751.5 157.9 118.4 134.2 166.4 141.4
Pay Out 75.0% 75.0% 75.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% 25.0% - - - - -

NET REVENUE
CAGR (2015 – 2019) = 11.7%
GROSS PROFIT FROM RETAILING
CAGR (2015 – 2019) = 12.4%
ADJUSTED TOTAL EBITDA
CAGR (2015 – 2019) = 12.2% NET INCOME
CAGR (2015 – 2019) = 17.4%
46
MAIN FIGURES CONSOLIDATED
FACTSHEET
1,247.2
1,339.1
1,475.8
1,773.3
1,958.3
22.9% 23.4% 22.4% 23.7% 23.1%
2015 2016 2017 2018 2019
Total Adjusted EBITDA and EBITDA Margin
Total EBITDA (R$ MM) EBITDA Margin
578.8
625.1
732.7
1,020.1
1,086.2
10.6% 10.9% 11.1% 13.6% 12.8%
2015 2016 2017 2018 2019
Net Income and Net Margin
Net Income (R$ MM) Net Margin

47
MAIN FIGURES – FINANCIAL PRODUCTS
FACTSHEET
As of 1Q19 Personal Loan information have been added to Private Label’s.
(R$ MM) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2Q16 2Q17 2Q18 2Q19 2Q20
Result from Financial Products 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 349.4 391.5 54.2 79.0 81.3 91.1 52.8
% Over Total Adjusted EBITDA 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 19.7% 20.0% 15.2% 20.6% 18.7% 20.9% 10.4%
Number of Cards at the End of Period (MM) 17.1 19.0 20.8 22.5 24.3 26.0 27.4 28.8 30.6 32.5 26.6 28.0 29.6 31.5 32.9
Number of Cards Issued (thousand) 1,878.0 1,904.0 1,739.0 1,735.9 1,790.1 1,700.8 1,392.6 1,468.1 1736.0 1944.8 377.6 359.5 423.5 486.8 416.0
Renner Card Penetration (Priv. Label + Co-B.) (%) 56.6% 54.7% 52.1% 51.4% 49.7% 48.8% 48.3% 45.2% 44.2% 43.7% 49.6% 46.2% 45.5% 44.8% 43.6%
Interest-free credit sales - 0+5 (%) 43.6% 42.8% 40.2% 39.5% 39.1% 39.1% 39.5% 37.6% 37.6% 37.5% 40.7% 38.8% 38.4% 38.0% 38.9%
Interest-bearing credit sales - 0+8 (%) 13.0% 11.9% 11.9% 11.9% 10.6% 9.7% 8.7% 7.6% 6.6% 6.2% 8.9% 7.4% 7.1% 6.8% 4.7%
Cash Payments (%) 23.4% 23.8% 24.9% 25.4% 26.3% 26.5% 26.3% 27.4% 26.7% 25.9% 24.0% 25.9% 24.8% 24.2% 26.0%
Other Credit Cards (%) 20.0% 21.5% 23.0% 23.2% 24.0% 24.7% 25.5% 27.4% 29.1% 30.4% 26.4% 27.9% 29.7% 31.0% 30.4%
Renner Card Average Ticket (R$) 132.16 145.53 154.95 163.68 176.28 184.48 191.46 195.29 201.41 207.86 200.61 205.30 207.78 213.87 190.92
Company's Average Ticket (R$) 97.65 105.01 111.90 117.31 126.56 134.04 140.40 144.06 149.02 154.54 149.87 153.31 155.67 161.30 142.76
Total Portfolio - Private Label (R$ ,000) 690.6 796.4 932.6 1,061.8 1,205.3 1,270.5 1,256.8 1,181.2 1,282.8 1,317.4 1,062.3 993.4 1,015.9 1,059.9 783.6
Total Portfolio - Co-branded (R$ ,000) 1.7 28.6 90.7 175.3 338.0 455.2 529.5 1,063.4 1,452.1 2,070.6 478.7 827.3 1,151.9 1,592.6 1,863.7
Total Portfolio - Personal Loan (R$ ,000) 104.8 108.0 120.7 142.4 168.9 179.4 144.6 71.9 50.8 55.8 179.8 115.5 58.3 54.8 -
Total Portfolio (R$ ,000) 797.2 933.0 1,144.0 1,379.5 1,712.2 1,905.1 1,930.9 2,316.5 2,785.7 3,443.8 1,720.8 1,936.2 2,226.1 2,707.2 2,647.3
Past Dues Over Portfolio - Private Label 11.2% 12.5% 11.9% 11.9% 12.0% 12.8% 11.7% 12.4% 11.2% 14.4% 19.7% 19.4% 19.6% 20.5% 47.3%
Past Dues Over Portfolio - Co-branded na 16.9% 22.1% 16.6% 16.9% 17.8% 18.1% 21.6% 18.6% 17.6% 24.2% 26.5% 23.1% 21.0% 25.9%
Past Dues Over Portfolio - Personal Loan 16.5% 17.8% 15.8% 15.3% 15.2% 17.9% 16.8% 18.0% 22.0% 25.2% 16.8% 16.9% 19.7% 21.9% -
Past Dues Over Portfolio - Total 11.9% 13.3% 13.1% 12.9% 13.4% 14.4% 13.8% 16.8% 15.3% 16.5% 20.8% 22.3% 21.4% 20.8% 32.2%
Credit Losses Over the Port., Net of Recov. - Private Label 9.8% 10.3% 9.9% 9.1% 9.7% 13.0% 10.0% 9.3% 7.7% 12.6% 3.9% 3.1% 3.4% 3.7% 7.2%
Credit Losses Over the Port., Net of Recov. - Co-branded na 9.5% 17.0% 13.6% 13.9% 16.9% 19.6% 13.1% 12.5% 10.3% 5.1% 2.9% 3.8% 3.7% 4.1%
Credit Losses Over the Port., Net of Recov. - Personal Loan 19.4% 22.6% 15.5% 15.5% 14.4% 22.1% 22.4% 10.3% 1.4% 4.9% 6.1% 4.0% 1.6% 2.4% -
Credit Losses Over the Port., Net of Recov. - Total 11.1% 11.7% 11.0% 10.3% 11.0% 14.8% 13.6% 11.0% 10.1% 11.1% 4.5% 3.1% 3.6% 3.6% 5.1%

1,905.1 1,930.9
2,316.5
2,785.7
3,443.7
14.4%
13.8%
16.8% 15.3% 16.5%
14.8%
13.6%
11.0% 10.1% 11.1%
2015 2016 2017 2018 2019
Total Portfolio (R$ MM) Past Due over Total Portfolio Net Losses/Portfolio
FINANCIAL PRODUCTS RESULTS
CAGR (2015 – 2019) = 17.1%
DELINQUENCY RATES – RENNER CARD
DELINQUANCY RATES – TOTAL PORTFOLIO
DELINQUENCY RATES – CO-BRANDED
48
MAIN FIGURES – FINANCIAL PRODUCTS
FACTSHEET

Álvaro Azevedo – CFO
Paula Picinini – Investor Relations Officer
Tel. +55 51 2121 7023
paula.picinini@lojasrenner.com.br
Carla Sffair – Investor Relations
Tel. +55 51 2121 7006
carla.sffair@lojasrenner.com.br
Felipe Fernandez – Investor Relations
Tel. +55 51 2121 7183
felipe.fernandez@lojasrenner.com.br
Mauricio Toller – Investor Relations
Tel. +55 51 2121 7183
mauricio.toller@lojasrenner.com.br
Diva Freire – Corporate Governance
Tel. +55 51 2121 7045
diva.freire@lojasrenner.com.br
Juliana Reis – Corporate Governance
Tel. +55 51 2121 7312
juliana.reis@lojasrenner.com.br

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