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1Q 2010 Results

1) The document provides an overview of Magnit's 1Q 2010 IFRS results, including a disclaimer, table of contents, and sections on Magnit's business and financial overview. 2) Magnit is a leading food retailer in Russia that operates over 3,200 convenience stores across the country, with plans to further expand its convenience store network and rollout up to 25 hypermarkets annually. 3) The financial overview section provides key operating statistics for Magnit's convenience store format such as average ticket size, sales per square meter, and store ownership breakdown.

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1Q 2010 IFRS Results
2 Disclaimer The materials contained in this presentation (“Presentation”) have been prepared solely for the use in this Presentation and have not been independently verified. No representation, warranty or undertaking, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein. None of OJSC “Magnit” (“the Company”), nor any shareholder of the Company, nor any of its or their affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this Presentation or its contents or otherwise arising in connection with the Presentation. No part of this Presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever. This Presentation is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident or located in any locality, state, country or other jurisdiction where such distribution, publication, availability or use would be contrary to law or regulation or which would require any registration or licensing within such jurisdiction. Matters discussed in this Presentation may constitute forward-looking statements. Forward-looking statements include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements, which are other than statements of historical facts. The words “believe,” “expect,” “anticipate,” “intends,” “estimate,” “forecast,” “project,” “will,” “may,” “should” and similar expressions identify forward-looking statements. Forward-looking statements include statements regarding: strategies, outlook and growth prospects; future plans and potential for future growth; liquidity, capital resources and capital expenditures; growth in demand for products; economic outlook and industry trends; developments of markets; the impact of regulatory initiatives; and the strength of competitors. The forward-looking statements in this Presentation are based upon various assumptions, many of which are based, in turn, upon further assumptions, including without limitation, management’s examination of historical operating trends, data contained in the Company’s records and other data available from third parties. These assumptions are inherently subject to significant uncertainties and contingencies which are difficult or impossible to predict and are beyond its control and it may not achieve or accomplish these expectations, beliefs or projections. In addition, important factors that, in the view of the Company, could cause actual results to differ materially from those discussed in the forward-looking statements include the achievement of the anticipated levels of profitability, growth, cost and its recent acquisitions, the timely development of new projects, the impact of competitive pricing, the ability to obtain necessary regulatory approvals, and the impact of general business and global economic conditions. Past performance should not be taken as an indication or guarantee of future results, and no representation or warranty, express or implied, is made regarding future performance. Neither the Company, nor any of its agents, employees or advisors intend or have any duty or obligation to supplement, amend, update or revise any of the forward-looking statements contained in this Presentation or to update or to keep current any other information contained in this Presentation. The information and opinions contained in this document are provided as at the date of this Presentation and are subject to change without notice. By reviewing this Presentation and/or accepting a copy of this document, you acknowledge and agree to be bound by the foregoing.
3 Table of Contents 1. Introduction 2. Business Overview - Convenience Format - Hypermarket Format - General Overview 3. Financial Overview 4. Summary Conclusions
4 Our History 1994 –– 1998 Early years: wholesale distribution Foundation of wholesale business by Mr. Galitskiy Tander becomes one of the major distributors of household products and cosmetics in Russia Decision to expand into food retail market First 1998 –– 1999 Entrance into food retail convenience store opened in Krasnodar Experiments with format Stores merged into Magnit discounter retail chain 2001 –– 2005 Extensive roll-out to capture market share Rapid regional roll-out: 1,500 stores by the end of 2005 Adoption of IFRS Strict financial control Performance-linked compensation 2006 –– 2009 crisis Continued growth with focus on margin expansion and multi-format Leading food retailer in Russia by number of stores IPO in 2006 Independent director elected to the Board Audit Committee established Corporate governance rules established to comply with best practice SPO – 2008, 2009 24 hypermarkets opened in 2007-2009 636 convenience stores opened in 2009 (the total store base is 3,228 as of December 31, 2009) 2010 Strong performer compared to peers Flexible pricing and assortment matrix adjustable to volatile disposable income Large investment programme for 2010: plan to make Capital expenditures of approximately $1 bn Plan to open up to 500 convenience stores and up to 25 hypermarkets during 2010 Ongoing efficiency improvement
02-09 CAGR: 36% 3 500 3 000 2 500 2 000 1 500 1 000 500 Source: Company ($MM) (%) 5 Magnit Today Leading market position with broad geographic coverage Focus on cities and towns with population under 500,000 Strong platform for rapid hypermarket operations expansion 4,14% 2,86% Efficient logistics system Sophisticated IT systems Experienced management team Strong financial performance 13,90% 18,80% people 25% 20% 15% 10% 5% 0% -5% -10% FY2007-FY2006 FY2008-FY2007 FY2009-FY2008 1Q2010-1Q2009 Number of Stores, eop Financial Performance 5 354 5 348 3 677 21,7% 23,5% 19,9% 9,5% 7,5% 6,0% 5,1% 3,5% 2,7% 4 000 3 000 2 000 1 000 0 2007 2008 2009 25% 20% 15% 10% 5% 0% Sales Gross Margin EBITDA Margin NI Margin Source: Company Source: Company, IFRS accounts Sales, Lfl Growth, Rub terms 3 204 3 293 2 197 3 228 3 318 2 568 2 194 2 582 1893 1500 1014 610 368 0 2002 2003 2004 2005 2006 2007 2008 2009 1Q2010 Convenience Stores Hypermarkets
6 Strategy Further expansion of convenience store operations Hypermarket roll-out Efficiency and profitability improvements
Further Expansion of Convenience Store Operations 7 Medium term plans Further expansion of convenience store operations High level growth of convenience store operations Plan to add up to 500 convenience stores annually Acquisition of land plots to secure pipeline for future stores Store opening decision factors Hypermarket roll-out Proximity to existing distribution centres Ability to find suitable retail space Level of modern format penetration and consumer disposable income Further penetration in existing regions Areas with low modern format penetration Expansion into towns with population as low as 5,000 people Expansion into new locations within regions where Magnit is already present Efficiency improvement Adjusting format to customers’ needs Flexible SKU matrix adjustable to consumer disposable income Gradual shift to larger convenience store size to improve store attractiveness Promotion of one-stop shopping concept for everyday needs
8 Hypermarkets Roll-Out Strong operational platform Strong brand name recognition and customer awareness generated by a large regional network of convenience stores Economies of scale in purchasing and efficient logistics system capable of supporting both formats in existing and new locations Existing retail expertise strengthened by a team of hypermarket specialists brought in to manage execution risks Increase of the number of owned stores Target locations Low or limited competition from other hypermarkets or modern retail formats Relatively low prices of land plots for hypermarket construction in towns with population of 50,000 to 500,000 people Benefiting from strong growth of disposable income and consumer spendings in the Russian regions Roll-out plan Locations are chosen on the basis of competition from other hypermarkets in the area, the strongest growth of disposable income of the population and minimum negative impact on existing convenience stores In small towns hypermarkets will be located in central locations which will give advantage of targeting consumers who do not own cars Hypermarkets total selling space (1) will vary from 2,000 to 12,500 sq. m. depending on availability of land plots Further expansion of convenience store operations Hypermarket roll-out Efficiency improvement Note (1) Including selling space designated for leases to third parties
Efficiency and Profitability Improvement Further expansion of convenience store operations Further growth of the share of high margin products, including fresh food products, ready-made 9 meals and private label Fresh food products and ready-made meals are expected to motivate customers to shop at our stores more frequently Achieve synergies Synergies arising from operation of neighbouring hypermarkets and convenience stores, allowing to increase the effect of economies of scale Hypermarket roll-out Efficiency improvement Increase the share of products distributed through own logistics system Efficient utilisation of in-house logistics system – Increase in the share of goods distributed through the company’s distribution centres from approximately 79% of cost of goods sold in 1Q 2010 up to 90-92% in the long term – Reduction of third party logistics costs Improve the product mix Increase purchasing power Increasing the penetration of convenience store operations in areas of presence with relatively low market share, which is expected to result in greater purchasing or negotiating power vis-à-vis local suppliers and landlords Optimise labor productivity Investing in various technologies that have significant potential for productivity increases Measures to improve retention rates for employees and management, that will reduce costs associated with losing experienced employees and recruiting and training new ones
Business Overview
11 A Shift to Multi Format Convenience Store Hypermarket Number of stores 3,293 as of 31 March 2010 25 as of 31 March 2010 Average store size Total space – 470 sq. m. Selling space – 306 sq. m. Total space: 8,091 sq. m. Magnit selling space (1): 3,343 sq. m. Product range 3,149 SKUs on average Private label – 12.39% of retail sales 13,913 SKUs depending on format Private label – 6.92% of retail sales Positioning (format) Walking distance from home Ground floor stores or freestanding Open 12 hrs/7 days All hypermarkets are built in convenient locations All easily accessed by public transport Target group People living within 500 metres from the store People living within 15 minutes by car / 30 minutes by public transport from the store. Effective radius – 7 km Ownership 34% owned / 66% leased as of 31 March 2009 96% owned / 4% leased Note: (1) Excludes selling space designated for leases third parties
Convenience Format
3 500 3 000 2 500 2 000 1 500 1 000 500 13 Format Description Format Highlights Low prices Convenient locations Carefully selected product mix Standardised exterior and car parking Functional interior design Attention to customers Increasing customer convenience Main target group: all consumers living within 500 m radius Target locations: towns with potential high growth of disposable income of population Number of Convenience stores Geographical Breakdown (% of total stores) South FD 29% Urals FD Volga FD 4% 30% Central FD 25% North-West FD 5% 610 1 014 1 500 1 893 2 194 2 568 3 204 3 293 368 0 2002 2003 2004 2005 2006 2007 2008 2009 1Q2010 Operating Statistics sales / sq. m. / year Source: Company Source: Company 200 000 150 000 100 000 50 000 Source: Company North-Caucasus FD 7% 184 516 185 837 160 607 5341 145 207 6279 7477 5816 0 2006 2007 2008 2009 8000 6000 4000 2000 0 Rub USD
14 Typical Store Opening Process Considerable experience of store openings Acquisitions and construction are preferred in existing markets with already high penetration Key store opening criterion is payback period of not more than 3 years if leased; 6 – 7 years if owned Average total cost of a new convenience store is US$700 – 2,000 per sq. m. (excl. VAT) New stores reach their average traffic and sales target within 6 months from opening Rationalisation of store portfolio Identification of a property or a land plot Feasibility report and opening budget prepared Approval by the regional director and branch director MOU signed with landlord Legal due diligence Technical due diligence Approval by Committee on Store Openings Lease agreement or SPA signed Repair and maintenance Purchasing and installation of equipment Personnel hiring and training Sublet agreements signed Store opened W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 Month 1 Month 2 Month 3
2006 783 461 536 84 29 1,893 513 120 15 Store Opening Dynamics 2009 1,153 1Q 2010 951 2008 1,005 2005 684 2007 888 Southern 2003 387 2004 550 North-Caucasian 220 803 949 160 139 3,204 702 66 636 820 978 166 158 3,293 108 19 89 638 743 115 67 2,568 452 78 374 379 368 61 8 1,500 550 64 486 393 545 628 88 45 2,194 409 108 301 Central Volga North-West Urals Total New openings 100 114 9 610 259 224 214 26 1,014 438 Closings 17 34 Net openings 242 404 19 convenience stores were closed as of March 31, 2010 – 3 due to poor performance – 12 were relocated to better locations – 4 were shut due to disagreements with landlords
As of 31 December 2009 the company owned 1,057 convenience stores and leased 2,147 Store ownership is gained on the basis of the following documents: – Sale-purchase agreements – Lease agreements with redemption rights – Construction share holding agreements – Investment contracts Lease Maturity Profile Store Ownership Structure 16 Store Ownership Structure 32,99% 67,01% Owned Leased 39% 23% 22% 16% 1 year 1-3 years 3-5 years over 5 years Source: Company as of 30 June 2009 Source: Company as of 31 December 2009
(tickets / sq. m. / day) 6,0 4,0 2,0 Source: Company (sq. m.) 600 400 200 17 Key Operating Statistics Average Ticket Sales Mix 12,1% 11,7% 12,3% 11,2% 87,9% 88,3% 87.7% 88.8% 200 150 100 50 Source: Company 100,0% 80,0% 60,0% 40,0% 20,0% 0,0% 2007 2008 2009 1Q 2010 Food Non Food Traffic 3,6 3,3 3,1 3,0 0,0 2007 2008 2009 1Q 2010 Average Floor Size 443 458 470 470 292 299 306 306 0 2007 2008 2009 1Q 2010 Selling Space Total Space Source: Company Source: Company 07-09 $ CAGR: 14% 07-09 Total Space CAGR: 11% 158 165 149 122 4,8 6,0 6,0 5,0 0 2007 2008 2009 1Q 2010 8 6 4 2 0 RUB US $
30% 25% 20% 15% 10% 5% 18 Lfl Sales Analysis Source: Company Traffic, Lfl Average Ticket, Lfl 14,8% 21,7% 5,8% 3,4% 2,0% 0,0% -2,0% 30% 20% 10% 0% 2007 2008 2009 1Q 2010 RUB terms -0,78% -2,30% -1,52% -0,60% -4,0% 2007 2008 2009 1Q 2010 Sales, Lfl 13,9% 18,8% 4,1% 2,9% 0% 2007 2007 2009 1Q 2010 RUB terms Source: Company Note: LFL analysis is based on the result of the stores that had been operating for not less than six months and have achieved a mature level of sales
1H 09 - 1H 08 (3) 19 Lfl Sales Analysis 1Q 10 – 1Q 09 (1) (0.60%) - 3.43% - 2.86% FY 09 - FY 08 (2) (1.52%) - 5.75% - 4.14% (0.83%) - 11.08% - 10.16% LFL growth LFL Traffic LFL Average ticket, USD LFL Average ticket, RUR LFL Sales, USD LFL Sales, RUR 1H 08 - 1H 07 (5) (3.33%) 33.41% 22.47% 28.97% 18.38% FY 08 - FY 07 (4) (2.32%) 21.66% 25.19% 22.29% 18.84% (1) Applicable to 2,192 stores opened by July 01, 2008 and 7 hypermarkets opened by May 01, 2008 (2) Applicable to 1,739 stores opened by July 01, 2007 (3) Applicable to 1,815 stores opened by July 01, 2007 (4) Applicable to 1,375 stores opened by July 01, 2006 (5) Applicable to 1,446 stores opened by July 01, 2006
Hypermarket Format
Existing hypermarkets Location Population Total Space, Magnit Selling Sub-Leased Space, sq.m. Space, sq.m. (1) sq.m. Krasnodar 710,686 11,262 4,200 3,000 Kingisepp 49,948 6,117 2,790 445 Solnechnogorsk 56,610 11,188 4,600 2,650 Kamyshin 117,297 11,816 4,200 2,800 Bataysk 102,226 11,057 4,200 2,800 Anapa 66,665 7,857 4,550 90 Volgodonsk 169,048 10,937 4,200 2,662 Volgograd 981,909 4,902 2,400 - Bryansk 411,798 11,531 4,200 2,800 Tambov 278,584 11,158 4,200 2,800 Saratov 830,953 11,832 4,200 2,800 Krasnodar 710,686 20,303 6,900 5,690 Novomoskovsk 132,691 11,081 3,225 2,350 Gelendzhik 89,058 4,323 2,500 - Lazarevskoe (Sochi) 337,947 4,886 2,500 - Kstovo 65,651 2,661 2,000 - Timashevsk 54,050 3,472 1,850 - Tuapse 63,817 2,500 2,000 - Tikhoretsk 64,066 3,286 1,870 - Leningradskaya 65,302 3,487 1,870 - 64,883 6,118 2,200 1,200 Trudobelikovskiy (Slavyansk-on-Kuban) Yaroslavl 613,088 7,814 3,928 1,286 Ulyanovsk 635,947 14,400 4,320 3,138 21 Format Description Format Highlights 3 principal hypermarket sub-formats – Small: total space of 2,500 - 4,700 sq. m., selling space of 1,800 - 2,500 sq. m. – Medium: total space of 10,200 - 11,700 sq. m., selling space (1) of 4,200 – 7,000 sq. m. – Large: total space up to 21,000 sq. m., selling space (1) up to 12,500 sq. m. The decision with regards to hypermarket format principally depends on the following factors: – Consumer disposable budget of the region – 5-7 year budget forecast – Percentage of the budget, attributable to hypermarket – Population of the region – Competition Notes (1) Including selling space designated for leases to third parties Source: Company as of March 31, 2010; public sources Togliatti 702,879 4,800 2,500 158 Dimitrovgrad 130,871 7,317 2,160 1,269
22 Geographical Coverage ● Hypermarket ■ Distribution Center North-Western Federal District: Central Federal District: 3 distribution centers Source: Company 5 hypermarkets 819 convenience stores Southern Federal District: 3 distribution centers 14 hypermarkets 951 convenience stores 1 hypermarket 166 convenience stores Urals Federal District: 1 distribution center 158 convenience stores ● ● ● ● ● Volga Federal District: 2 distribution centers 5 hypermarkets 979 convenience stores ● ● ● ●● ● ● ● ● ● ● ● ● ● ● 1,071 locations in 6 federal districts ● ●● ● North-Caucasian Federal District: 220 convenience stores ●
23 Typical Store Opening Process M 1 M 2 M 3 M 4 M 5 M 6 M 7 M 8 M 9 M 10 M 11 M 12 M 13 M 14 M 15 M 16 M 17 M 18 Identification Land plot audit Land plot approval SPA signed Ownership right received Construction permit Building design Construction Financing Interior design / equipment Licences approval Hypermarket launch Ownership rights received Key store opening criterion is payback period of not more than 5-8 years Average total cost of a new hypermarket (based on hypermarkets launched in 2008) varies between US$1,522 – 3,827 per sq. m. depending on format (incl. land acquisition costs and necessary equipment and excl. VAT) Expected store maturity pattern: 12 - 15 months from opening
General Overview
Youth (Up to 30 Years Old) 25 Pensioners (60+ Years Old) Priorities Price Location Assortment Comfort Key Features Shopping habits formed in Soviet time Conservative shoppers Most are low income Key Focus Areas Increased offering of Private Label products to reduce prices for essential goods Priorities Assortment Location Comfort Price Key Features More open to western lifestyles and oriented towards modern retail formats Key Focus Areas Offering product categories appealing to young audience Target Audience Families (30 – 60 Years Old) Priorities Location Assortment Price Comfort Key Features Time is of greater value than for other groups Growing car ownership High level of responsibility for quality of purchased food and family budget Key Focus Areas Increased share of fresh dairy, semi-prepared products and ready meals Ensure quick shopping, avoid bottlenecks in rush hour One stop shopping: ATMs, pharmacies, payment of mobile phone bills, etc Building more parking spaces at the stores 64% 12% 24% Shopping Motivation Convenience Stores Daily fresh shopping First need products Hypermarkets Weekly shopping
Mark-up for a given 26 product Overall necessity of a product Target audience for a product Purchasing frequency of a product Share in consumer basket Mark-Up Adjustments Target weighted average mark-up for the Group Competition in the area Geographical location (urban / rural matrix) Mark-Up Criteria Price assessment for convenience stores is based on an every day product basket (bread, milk, etc…) Hypermarket pricing model focuses on SKUs needed on a weekly basis Each product category is assigned a certain mark-up Revised every 4 months Seasonality Weighted average mark-up is established at the Group level based on the monitoring of competitors’ prices for 200 key SKUs Mark-up monitored on a daily basis using the powerful MIS Revised on a bi-weekly basis Can be changed within several hours Centralised matrix-based pricing system Pricing Model
Suppliers, Purchasing and Private Label 27 Share of Private Label Products in Revenue (%) 508 551 700 700 530 541 265 10,9% 12,08% 12,28% 8,2% 6,3% 5,1% 12,12% 800 600 400 200 0 2004 2005 2006 2007 2008 2009 1Q 2010 15 12 9 6 3 0 Number of Items Share in Retail Sales Magnit is the largest buyer for many domestic and international FMCG producers Weekly Assortment Committee approves the assortment and suppliers Direct purchasing and delivery contracts Economies of scale and wide geographical presence enable low prices and favorable contract terms – Volume discounts – Compensation of external and internal logistics costs – Average credit term in 2009 was 46 days and could be up to 60 days – Contract term is typically 1-year – Often can be unilaterally terminated by Magnit with no penalties Supplier bonuses criteria is based on – Meeting sales targets – Store promotions – Loyalty Private label products are designed to replace the cheapest SKUs to maximise returns on each metre of shelving space 541 private label SKUs Private label products accounted for 12.39% (convenience format)/6.92%(hypermarket) share of retail revenue in 3M 2010 Approximately 88% of private label products are food Share of non-food products in private label is expected to increase Source: Company
Stores Main Office 28 2006-2009 IT Systems Update Transport management system – Optimal route planning – All cars are equipped with GPS locating systems Warehouse management systems – Introduction of WiFi operated data collection terminals – Warehouses are customised to work with hypermarket product traffic Oracle IT platform introduced to convenience store format New price management system introduced to both formats Electronic document traffic system with suppliers Introduction of Corporate Information System based on 1C platform Cashiers Internet Database Server Store Director Mail Server ADSL / GPRS Database Server (cluster) Distribution Centres Tasks Processor (robot)
Federal District Southern Southern Convenience stores Hypermarkets 29 Logistics System As of March 31, 2010 approximately 79% of COGS vs. 57% in 2005 were distributed through the company’s distribution centers and the long-term target is to increase this share up to 90-92%. At the moment Company’s logistics system includes: Automated stock replenishment system 9 distribution centers with approximately 186 695 sq. m. capacity Fleet of 1,559 vehicles Warehousing Space sq.m. 15,504 30,048 Number of Serviced Stores Ownership 285 479 Owned Owned City Bataysk Kropotkin Slavyansk-on-Kuban Southern 20,496 259 Owned Engels Volga 19,495 430 Owned Togliatti Volga 18,724 408 Owned Tver Central 10,714 257 Owned Oryol Central 12,197 455 Owned Ivanovo Central 43,365 411 Owned Ural 16,152 186 695 334 3 318 Owned Chelyabinsk Total Source: Company DC Processed Goods 1Q 2010 1Q 2010 Target 19% 81% Outsourced Owned 92% 8% Outsourced Owned 80% 20% Outsourced Owned 60% 40% Target Owned Outsourced Source: Company
Well trained dedicated personnel Average number of employees vs. average 80 000 60 000 40 000 20 000 30 salary, 2007-2009* 48 194 59 135 13 714 75 745 10 679 13 100 0 2007 2008 2009 15 000 10 000 5 000 0 in RUR Average headcount Average monthly salary The average number of employees in the Group amounted to 81,711 as of March 31, 2010: • 61,997 in-store personnel, • 12,374 people engaged in distribution, • 5,159 people in regional branches, • 2,181 people employed by head office The average age of our employees is approximately 25 years The gross average monthly salary in 2009 was RUR 13,714 of which approximately 75% was basic salary Special performance-linked bonuses and incentives help to motivate the employees at all levels Key members of the Management hold Company’s shares Performance monitoring and evaluation on a regular basis Career development programs for all levels to ensure • Lower staff turnover • Increased motivation • Higher productivity Personnel training • 163 classrooms for trainings at all levels • Regular meetings and seminars between mid-level managers to exchange best practices • Coaching for top-management Strong corporate culture aimed at development of loyalty of employees • The Company publishes a corporate newspaper every two months • Team building events to ensure integrity of the team Source: Audited IFRS Financial Statements
Financial Overview
In US$ MM 2008 Net sales 5,347.8 Cost of sales (4,188.3) Gross profit 1159.5 Gross margin, % 21.68% SGA (761.5) Other income/(expense) 3.6 EBITDA 401.7 EBITDA margin,% 7.51% Depreciation (88.8) EBIT 312.9 Net finance costs (53.3) Profit before tax 259.6 Taxes (71.7) Effective tax rate 27.61% Net income 187.9 32 Summary PL 2007 3,676.6 (2,946.5) 730.0 19.86% (513.2) 2.4 219.2 5.96% (53.7) 165.6 (35.5) 130.1 (32.7) 25.15% 97.4 2.65% 2009 5 354,5 (4,097.2) 1257.3 23.48% (760.3) 12.5 509.5 9.52% (103) 406.4 (51.7) 354.7 (79.6) 22.44% 275.2 5.14% 2009 / 2008 Y-o-Y Growth 0.13% (2.18)% 8.43% (0.16)% 26.84% 15.99% 29.88% 46.46% Net margin, % 3.51% Source: IFRS accounts
Gross Margin Bridge / SGA Expense Structure 33 Gross Margin Bridge As % of Sales Source: Company, IFRS accounts SGA Expense Structure 15.90%* 16.12%* 54,7% 53,9% 21,6% 20,8% 10,4% 11,9% 9,5% 9,7% 2,0% 1,9% * As a % of sales 1,8% 1,7% 2008 2009 payroll and related taxes rent and utilities depreciation other expenses repair and maintenance packaging and raw materials 23,5 (0,25) 1,85 0,20 1,68 0,15 0,00 21,7 19,9 24% 22% 20% 18% 16% 14% 12% 10% GM 2007 Trading Margin % Transport Losses GM 2008 Trading Margin % Transport Losses GM 2009
EBITDA 2008 34 EBITDA Bridge EBITDA Bridge As % of Sales 12% 11% 10% 9% 8% 7% 6% 5% 4% 3% Source: Company, IFRS accounts 0,1 9,5 0,1 0,1 (0,1) 1,8 7,5 (0,1) 0,4 (0,03) 0,04 (0,5) 1,8 6,0 2% EBITDA 2007 GM Salaries Packing Repair Rent Other GM Rent and utilities Bank services Foreign exchanfe gain Other expenses EBITDA 2009
In US$ MM 2007 2009 ASSETS Property plant and equipment 1,074.2 1,638.5 Other non-current assets 1.3 28.5 Cash and cash equivalents 121.0 371.0 Trade accounts receivable 2.4 0.2 Merchandise 330.4 415.2 Other current assets 90.7 75.1 TOTAL ASSETS 1,620.0 2,528.5 Equity 428.3 1,424.8 Long-term debt 183.4 152.3 Other long-term liabilities 15.8 27.3 Trade accounts payable 437.6 572.3 Short-term debt 509.2 266.6 Other current liabilities 45.6 85.2 TOTAL EQUITY AND LIABILITIES 1,620.0 2,528.5 35 Balance Sheet 2008 1,331.1 19.8 115.1 0.9 323.3 53.9 1,844.1 836.8 162.7 18.4 484.9 243.2 98.1 1,844.1 EQUITY AND LIABILITIES Source: IFRS accounts
36 2009 Capex ((1)) Analysis US’ MM 100,2 23% 22,9 5% Source: IFRS accounts 20,2 5% 19,7 4% Notes (1) Capex calculated as additions + transfers of PPE in each period 275,5 63% Other assets Construction in progress Buildings Machinery and equipment Equipment under finance lease Land Total FY2009: $438,5 mn
37 Cash Flow Statement 2007 219.1 242.4 (568.7) 354.8 28.5 121.0 2008 404.8 420.1 (575.4) 200.2 44.8 115.1 2009 508.7 376.2 (448.1) 339.2 267.2 371.0 In US$ MM OPERATING ACTIVITIES: Operating cash flows before movements in working capital Net cash generated from operating activities INVESTING ACTIVITIES: Net Cash used in investing activities FINANCING ACTIVITIES: Net cash generated from financing activities Net increase in cash and cash equivalents Cash and cash equivalents, end of the year Source: IFRS accounts
34 30 26 22 18 14 1,0 0,5 38 Working Capital Analysis 39,7 46,4 - (40) (80) (120) (160) (200) 40 30 20 2008 2009 Inventory Management Days (2) 28,1 32,4 10 2008 2009 Trade Accounts Payable Days (3) Source: Company Source: Company, IFRS accounts Working Capital (1) (212,7) (173,7) (240) 2008 2009 Source: Company Net Debt (4)/ EBITDA 0,7 0,09 0,0 2008 2009 Notes: (1) Current assets (less CCE and short-term investments) – current liabilities (less short-term debt) (2) 2008-2009: 360 / (Cost of sales/year average inventory) (3) 2008-2009: 360 / (Cost of sales/year average trade accounts payable) (4) Net debt = long / short-term bonds and borrowings + finance lease liabilities – cash and cash equivalents
Summary Conclusions
Strong foothold in Russia’s cities and towns with population under 500,000 people: first mover advantage (first retailer in many locations to establish a modern format); low competition from other chains outside of Russia’s large cities 40 Summary Conclusions Leading Russian retailer: broadest geographic coverage with 3,318 stores (as of 31 March 2010) in more than 1,070 cities in six out of eighth federal districts in Russia Further organic growth of store operations: continued roll-out of established business model in existing markets and selective expansion into new geographic areas Expanding hypermarket operations: leveraging strong existing platform (operations, logistics, brand, scale) to develop a leading hypermarket chain in the European part of Russia Additional measures to improve profitability: enhancing product mix, shifting to direct import contracts, increasing private label and increasing distribution through own logistics system to achieve margin improvements and cost savings Financing of expansion program: implementation of the Company’s mid-term strategy will be executed through a mix of operating cashflow and debt (bank loans and bonds)

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1Q 2010 Results

  • 1.
    1Q 2010 IFRSResults
  • 2.
    2 Disclaimer Thematerials contained in this presentation (“Presentation”) have been prepared solely for the use in this Presentation and have not been independently verified. No representation, warranty or undertaking, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein. None of OJSC “Magnit” (“the Company”), nor any shareholder of the Company, nor any of its or their affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this Presentation or its contents or otherwise arising in connection with the Presentation. No part of this Presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever. This Presentation is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident or located in any locality, state, country or other jurisdiction where such distribution, publication, availability or use would be contrary to law or regulation or which would require any registration or licensing within such jurisdiction. Matters discussed in this Presentation may constitute forward-looking statements. Forward-looking statements include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements, which are other than statements of historical facts. The words “believe,” “expect,” “anticipate,” “intends,” “estimate,” “forecast,” “project,” “will,” “may,” “should” and similar expressions identify forward-looking statements. Forward-looking statements include statements regarding: strategies, outlook and growth prospects; future plans and potential for future growth; liquidity, capital resources and capital expenditures; growth in demand for products; economic outlook and industry trends; developments of markets; the impact of regulatory initiatives; and the strength of competitors. The forward-looking statements in this Presentation are based upon various assumptions, many of which are based, in turn, upon further assumptions, including without limitation, management’s examination of historical operating trends, data contained in the Company’s records and other data available from third parties. These assumptions are inherently subject to significant uncertainties and contingencies which are difficult or impossible to predict and are beyond its control and it may not achieve or accomplish these expectations, beliefs or projections. In addition, important factors that, in the view of the Company, could cause actual results to differ materially from those discussed in the forward-looking statements include the achievement of the anticipated levels of profitability, growth, cost and its recent acquisitions, the timely development of new projects, the impact of competitive pricing, the ability to obtain necessary regulatory approvals, and the impact of general business and global economic conditions. Past performance should not be taken as an indication or guarantee of future results, and no representation or warranty, express or implied, is made regarding future performance. Neither the Company, nor any of its agents, employees or advisors intend or have any duty or obligation to supplement, amend, update or revise any of the forward-looking statements contained in this Presentation or to update or to keep current any other information contained in this Presentation. The information and opinions contained in this document are provided as at the date of this Presentation and are subject to change without notice. By reviewing this Presentation and/or accepting a copy of this document, you acknowledge and agree to be bound by the foregoing.
  • 3.
    3 Table ofContents 1. Introduction 2. Business Overview - Convenience Format - Hypermarket Format - General Overview 3. Financial Overview 4. Summary Conclusions
  • 4.
    4 Our History 1994 –– 1998 Early years: wholesale distribution Foundation of wholesale business by Mr. Galitskiy Tander becomes one of the major distributors of household products and cosmetics in Russia Decision to expand into food retail market First 1998 –– 1999 Entrance into food retail convenience store opened in Krasnodar Experiments with format Stores merged into Magnit discounter retail chain 2001 –– 2005 Extensive roll-out to capture market share Rapid regional roll-out: 1,500 stores by the end of 2005 Adoption of IFRS Strict financial control Performance-linked compensation 2006 –– 2009 crisis Continued growth with focus on margin expansion and multi-format Leading food retailer in Russia by number of stores IPO in 2006 Independent director elected to the Board Audit Committee established Corporate governance rules established to comply with best practice SPO – 2008, 2009 24 hypermarkets opened in 2007-2009 636 convenience stores opened in 2009 (the total store base is 3,228 as of December 31, 2009) 2010 Strong performer compared to peers Flexible pricing and assortment matrix adjustable to volatile disposable income Large investment programme for 2010: plan to make Capital expenditures of approximately $1 bn Plan to open up to 500 convenience stores and up to 25 hypermarkets during 2010 Ongoing efficiency improvement
  • 5.
    02-09 CAGR: 36% 3 500 3 000 2 500 2 000 1 500 1 000 500 Source: Company ($MM) (%) 5 Magnit Today Leading market position with broad geographic coverage Focus on cities and towns with population under 500,000 Strong platform for rapid hypermarket operations expansion 4,14% 2,86% Efficient logistics system Sophisticated IT systems Experienced management team Strong financial performance 13,90% 18,80% people 25% 20% 15% 10% 5% 0% -5% -10% FY2007-FY2006 FY2008-FY2007 FY2009-FY2008 1Q2010-1Q2009 Number of Stores, eop Financial Performance 5 354 5 348 3 677 21,7% 23,5% 19,9% 9,5% 7,5% 6,0% 5,1% 3,5% 2,7% 4 000 3 000 2 000 1 000 0 2007 2008 2009 25% 20% 15% 10% 5% 0% Sales Gross Margin EBITDA Margin NI Margin Source: Company Source: Company, IFRS accounts Sales, Lfl Growth, Rub terms 3 204 3 293 2 197 3 228 3 318 2 568 2 194 2 582 1893 1500 1014 610 368 0 2002 2003 2004 2005 2006 2007 2008 2009 1Q2010 Convenience Stores Hypermarkets
  • 6.
    6 Strategy Furtherexpansion of convenience store operations Hypermarket roll-out Efficiency and profitability improvements
  • 7.
    Further Expansion ofConvenience Store Operations 7 Medium term plans Further expansion of convenience store operations High level growth of convenience store operations Plan to add up to 500 convenience stores annually Acquisition of land plots to secure pipeline for future stores Store opening decision factors Hypermarket roll-out Proximity to existing distribution centres Ability to find suitable retail space Level of modern format penetration and consumer disposable income Further penetration in existing regions Areas with low modern format penetration Expansion into towns with population as low as 5,000 people Expansion into new locations within regions where Magnit is already present Efficiency improvement Adjusting format to customers’ needs Flexible SKU matrix adjustable to consumer disposable income Gradual shift to larger convenience store size to improve store attractiveness Promotion of one-stop shopping concept for everyday needs
  • 8.
    8 Hypermarkets Roll-Out Strong operational platform Strong brand name recognition and customer awareness generated by a large regional network of convenience stores Economies of scale in purchasing and efficient logistics system capable of supporting both formats in existing and new locations Existing retail expertise strengthened by a team of hypermarket specialists brought in to manage execution risks Increase of the number of owned stores Target locations Low or limited competition from other hypermarkets or modern retail formats Relatively low prices of land plots for hypermarket construction in towns with population of 50,000 to 500,000 people Benefiting from strong growth of disposable income and consumer spendings in the Russian regions Roll-out plan Locations are chosen on the basis of competition from other hypermarkets in the area, the strongest growth of disposable income of the population and minimum negative impact on existing convenience stores In small towns hypermarkets will be located in central locations which will give advantage of targeting consumers who do not own cars Hypermarkets total selling space (1) will vary from 2,000 to 12,500 sq. m. depending on availability of land plots Further expansion of convenience store operations Hypermarket roll-out Efficiency improvement Note (1) Including selling space designated for leases to third parties
  • 9.
    Efficiency and ProfitabilityImprovement Further expansion of convenience store operations Further growth of the share of high margin products, including fresh food products, ready-made 9 meals and private label Fresh food products and ready-made meals are expected to motivate customers to shop at our stores more frequently Achieve synergies Synergies arising from operation of neighbouring hypermarkets and convenience stores, allowing to increase the effect of economies of scale Hypermarket roll-out Efficiency improvement Increase the share of products distributed through own logistics system Efficient utilisation of in-house logistics system – Increase in the share of goods distributed through the company’s distribution centres from approximately 79% of cost of goods sold in 1Q 2010 up to 90-92% in the long term – Reduction of third party logistics costs Improve the product mix Increase purchasing power Increasing the penetration of convenience store operations in areas of presence with relatively low market share, which is expected to result in greater purchasing or negotiating power vis-à-vis local suppliers and landlords Optimise labor productivity Investing in various technologies that have significant potential for productivity increases Measures to improve retention rates for employees and management, that will reduce costs associated with losing experienced employees and recruiting and training new ones
  • 10.
  • 11.
    11 A Shiftto Multi Format Convenience Store Hypermarket Number of stores 3,293 as of 31 March 2010 25 as of 31 March 2010 Average store size Total space – 470 sq. m. Selling space – 306 sq. m. Total space: 8,091 sq. m. Magnit selling space (1): 3,343 sq. m. Product range 3,149 SKUs on average Private label – 12.39% of retail sales 13,913 SKUs depending on format Private label – 6.92% of retail sales Positioning (format) Walking distance from home Ground floor stores or freestanding Open 12 hrs/7 days All hypermarkets are built in convenient locations All easily accessed by public transport Target group People living within 500 metres from the store People living within 15 minutes by car / 30 minutes by public transport from the store. Effective radius – 7 km Ownership 34% owned / 66% leased as of 31 March 2009 96% owned / 4% leased Note: (1) Excludes selling space designated for leases third parties
  • 12.
  • 13.
    3 500 3000 2 500 2 000 1 500 1 000 500 13 Format Description Format Highlights Low prices Convenient locations Carefully selected product mix Standardised exterior and car parking Functional interior design Attention to customers Increasing customer convenience Main target group: all consumers living within 500 m radius Target locations: towns with potential high growth of disposable income of population Number of Convenience stores Geographical Breakdown (% of total stores) South FD 29% Urals FD Volga FD 4% 30% Central FD 25% North-West FD 5% 610 1 014 1 500 1 893 2 194 2 568 3 204 3 293 368 0 2002 2003 2004 2005 2006 2007 2008 2009 1Q2010 Operating Statistics sales / sq. m. / year Source: Company Source: Company 200 000 150 000 100 000 50 000 Source: Company North-Caucasus FD 7% 184 516 185 837 160 607 5341 145 207 6279 7477 5816 0 2006 2007 2008 2009 8000 6000 4000 2000 0 Rub USD
  • 14.
    14 Typical StoreOpening Process Considerable experience of store openings Acquisitions and construction are preferred in existing markets with already high penetration Key store opening criterion is payback period of not more than 3 years if leased; 6 – 7 years if owned Average total cost of a new convenience store is US$700 – 2,000 per sq. m. (excl. VAT) New stores reach their average traffic and sales target within 6 months from opening Rationalisation of store portfolio Identification of a property or a land plot Feasibility report and opening budget prepared Approval by the regional director and branch director MOU signed with landlord Legal due diligence Technical due diligence Approval by Committee on Store Openings Lease agreement or SPA signed Repair and maintenance Purchasing and installation of equipment Personnel hiring and training Sublet agreements signed Store opened W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 Month 1 Month 2 Month 3
  • 15.
    2006 783 461 536 84 29 1,893 513 120 15 Store Opening Dynamics 2009 1,153 1Q 2010 951 2008 1,005 2005 684 2007 888 Southern 2003 387 2004 550 North-Caucasian 220 803 949 160 139 3,204 702 66 636 820 978 166 158 3,293 108 19 89 638 743 115 67 2,568 452 78 374 379 368 61 8 1,500 550 64 486 393 545 628 88 45 2,194 409 108 301 Central Volga North-West Urals Total New openings 100 114 9 610 259 224 214 26 1,014 438 Closings 17 34 Net openings 242 404 19 convenience stores were closed as of March 31, 2010 – 3 due to poor performance – 12 were relocated to better locations – 4 were shut due to disagreements with landlords
  • 16.
    As of 31December 2009 the company owned 1,057 convenience stores and leased 2,147 Store ownership is gained on the basis of the following documents: – Sale-purchase agreements – Lease agreements with redemption rights – Construction share holding agreements – Investment contracts Lease Maturity Profile Store Ownership Structure 16 Store Ownership Structure 32,99% 67,01% Owned Leased 39% 23% 22% 16% 1 year 1-3 years 3-5 years over 5 years Source: Company as of 30 June 2009 Source: Company as of 31 December 2009
  • 17.
    (tickets / sq.m. / day) 6,0 4,0 2,0 Source: Company (sq. m.) 600 400 200 17 Key Operating Statistics Average Ticket Sales Mix 12,1% 11,7% 12,3% 11,2% 87,9% 88,3% 87.7% 88.8% 200 150 100 50 Source: Company 100,0% 80,0% 60,0% 40,0% 20,0% 0,0% 2007 2008 2009 1Q 2010 Food Non Food Traffic 3,6 3,3 3,1 3,0 0,0 2007 2008 2009 1Q 2010 Average Floor Size 443 458 470 470 292 299 306 306 0 2007 2008 2009 1Q 2010 Selling Space Total Space Source: Company Source: Company 07-09 $ CAGR: 14% 07-09 Total Space CAGR: 11% 158 165 149 122 4,8 6,0 6,0 5,0 0 2007 2008 2009 1Q 2010 8 6 4 2 0 RUB US $
  • 18.
    30% 25% 20% 15% 10% 5% 18 Lfl Sales Analysis Source: Company Traffic, Lfl Average Ticket, Lfl 14,8% 21,7% 5,8% 3,4% 2,0% 0,0% -2,0% 30% 20% 10% 0% 2007 2008 2009 1Q 2010 RUB terms -0,78% -2,30% -1,52% -0,60% -4,0% 2007 2008 2009 1Q 2010 Sales, Lfl 13,9% 18,8% 4,1% 2,9% 0% 2007 2007 2009 1Q 2010 RUB terms Source: Company Note: LFL analysis is based on the result of the stores that had been operating for not less than six months and have achieved a mature level of sales
  • 19.
    1H 09 -1H 08 (3) 19 Lfl Sales Analysis 1Q 10 – 1Q 09 (1) (0.60%) - 3.43% - 2.86% FY 09 - FY 08 (2) (1.52%) - 5.75% - 4.14% (0.83%) - 11.08% - 10.16% LFL growth LFL Traffic LFL Average ticket, USD LFL Average ticket, RUR LFL Sales, USD LFL Sales, RUR 1H 08 - 1H 07 (5) (3.33%) 33.41% 22.47% 28.97% 18.38% FY 08 - FY 07 (4) (2.32%) 21.66% 25.19% 22.29% 18.84% (1) Applicable to 2,192 stores opened by July 01, 2008 and 7 hypermarkets opened by May 01, 2008 (2) Applicable to 1,739 stores opened by July 01, 2007 (3) Applicable to 1,815 stores opened by July 01, 2007 (4) Applicable to 1,375 stores opened by July 01, 2006 (5) Applicable to 1,446 stores opened by July 01, 2006
  • 20.
  • 21.
    Existing hypermarkets LocationPopulation Total Space, Magnit Selling Sub-Leased Space, sq.m. Space, sq.m. (1) sq.m. Krasnodar 710,686 11,262 4,200 3,000 Kingisepp 49,948 6,117 2,790 445 Solnechnogorsk 56,610 11,188 4,600 2,650 Kamyshin 117,297 11,816 4,200 2,800 Bataysk 102,226 11,057 4,200 2,800 Anapa 66,665 7,857 4,550 90 Volgodonsk 169,048 10,937 4,200 2,662 Volgograd 981,909 4,902 2,400 - Bryansk 411,798 11,531 4,200 2,800 Tambov 278,584 11,158 4,200 2,800 Saratov 830,953 11,832 4,200 2,800 Krasnodar 710,686 20,303 6,900 5,690 Novomoskovsk 132,691 11,081 3,225 2,350 Gelendzhik 89,058 4,323 2,500 - Lazarevskoe (Sochi) 337,947 4,886 2,500 - Kstovo 65,651 2,661 2,000 - Timashevsk 54,050 3,472 1,850 - Tuapse 63,817 2,500 2,000 - Tikhoretsk 64,066 3,286 1,870 - Leningradskaya 65,302 3,487 1,870 - 64,883 6,118 2,200 1,200 Trudobelikovskiy (Slavyansk-on-Kuban) Yaroslavl 613,088 7,814 3,928 1,286 Ulyanovsk 635,947 14,400 4,320 3,138 21 Format Description Format Highlights 3 principal hypermarket sub-formats – Small: total space of 2,500 - 4,700 sq. m., selling space of 1,800 - 2,500 sq. m. – Medium: total space of 10,200 - 11,700 sq. m., selling space (1) of 4,200 – 7,000 sq. m. – Large: total space up to 21,000 sq. m., selling space (1) up to 12,500 sq. m. The decision with regards to hypermarket format principally depends on the following factors: – Consumer disposable budget of the region – 5-7 year budget forecast – Percentage of the budget, attributable to hypermarket – Population of the region – Competition Notes (1) Including selling space designated for leases to third parties Source: Company as of March 31, 2010; public sources Togliatti 702,879 4,800 2,500 158 Dimitrovgrad 130,871 7,317 2,160 1,269
  • 22.
    22 Geographical Coverage ● Hypermarket ■ Distribution Center North-Western Federal District: Central Federal District: 3 distribution centers Source: Company 5 hypermarkets 819 convenience stores Southern Federal District: 3 distribution centers 14 hypermarkets 951 convenience stores 1 hypermarket 166 convenience stores Urals Federal District: 1 distribution center 158 convenience stores ● ● ● ● ● Volga Federal District: 2 distribution centers 5 hypermarkets 979 convenience stores ● ● ● ●● ● ● ● ● ● ● ● ● ● ● 1,071 locations in 6 federal districts ● ●● ● North-Caucasian Federal District: 220 convenience stores ●
  • 23.
    23 Typical StoreOpening Process M 1 M 2 M 3 M 4 M 5 M 6 M 7 M 8 M 9 M 10 M 11 M 12 M 13 M 14 M 15 M 16 M 17 M 18 Identification Land plot audit Land plot approval SPA signed Ownership right received Construction permit Building design Construction Financing Interior design / equipment Licences approval Hypermarket launch Ownership rights received Key store opening criterion is payback period of not more than 5-8 years Average total cost of a new hypermarket (based on hypermarkets launched in 2008) varies between US$1,522 – 3,827 per sq. m. depending on format (incl. land acquisition costs and necessary equipment and excl. VAT) Expected store maturity pattern: 12 - 15 months from opening
  • 24.
  • 25.
    Youth (Up to30 Years Old) 25 Pensioners (60+ Years Old) Priorities Price Location Assortment Comfort Key Features Shopping habits formed in Soviet time Conservative shoppers Most are low income Key Focus Areas Increased offering of Private Label products to reduce prices for essential goods Priorities Assortment Location Comfort Price Key Features More open to western lifestyles and oriented towards modern retail formats Key Focus Areas Offering product categories appealing to young audience Target Audience Families (30 – 60 Years Old) Priorities Location Assortment Price Comfort Key Features Time is of greater value than for other groups Growing car ownership High level of responsibility for quality of purchased food and family budget Key Focus Areas Increased share of fresh dairy, semi-prepared products and ready meals Ensure quick shopping, avoid bottlenecks in rush hour One stop shopping: ATMs, pharmacies, payment of mobile phone bills, etc Building more parking spaces at the stores 64% 12% 24% Shopping Motivation Convenience Stores Daily fresh shopping First need products Hypermarkets Weekly shopping
  • 26.
    Mark-up for agiven 26 product Overall necessity of a product Target audience for a product Purchasing frequency of a product Share in consumer basket Mark-Up Adjustments Target weighted average mark-up for the Group Competition in the area Geographical location (urban / rural matrix) Mark-Up Criteria Price assessment for convenience stores is based on an every day product basket (bread, milk, etc…) Hypermarket pricing model focuses on SKUs needed on a weekly basis Each product category is assigned a certain mark-up Revised every 4 months Seasonality Weighted average mark-up is established at the Group level based on the monitoring of competitors’ prices for 200 key SKUs Mark-up monitored on a daily basis using the powerful MIS Revised on a bi-weekly basis Can be changed within several hours Centralised matrix-based pricing system Pricing Model
  • 27.
    Suppliers, Purchasing andPrivate Label 27 Share of Private Label Products in Revenue (%) 508 551 700 700 530 541 265 10,9% 12,08% 12,28% 8,2% 6,3% 5,1% 12,12% 800 600 400 200 0 2004 2005 2006 2007 2008 2009 1Q 2010 15 12 9 6 3 0 Number of Items Share in Retail Sales Magnit is the largest buyer for many domestic and international FMCG producers Weekly Assortment Committee approves the assortment and suppliers Direct purchasing and delivery contracts Economies of scale and wide geographical presence enable low prices and favorable contract terms – Volume discounts – Compensation of external and internal logistics costs – Average credit term in 2009 was 46 days and could be up to 60 days – Contract term is typically 1-year – Often can be unilaterally terminated by Magnit with no penalties Supplier bonuses criteria is based on – Meeting sales targets – Store promotions – Loyalty Private label products are designed to replace the cheapest SKUs to maximise returns on each metre of shelving space 541 private label SKUs Private label products accounted for 12.39% (convenience format)/6.92%(hypermarket) share of retail revenue in 3M 2010 Approximately 88% of private label products are food Share of non-food products in private label is expected to increase Source: Company
  • 28.
    Stores Main Office 28 2006-2009 IT Systems Update Transport management system – Optimal route planning – All cars are equipped with GPS locating systems Warehouse management systems – Introduction of WiFi operated data collection terminals – Warehouses are customised to work with hypermarket product traffic Oracle IT platform introduced to convenience store format New price management system introduced to both formats Electronic document traffic system with suppliers Introduction of Corporate Information System based on 1C platform Cashiers Internet Database Server Store Director Mail Server ADSL / GPRS Database Server (cluster) Distribution Centres Tasks Processor (robot)
  • 29.
    Federal District Southern Southern Convenience stores Hypermarkets 29 Logistics System As of March 31, 2010 approximately 79% of COGS vs. 57% in 2005 were distributed through the company’s distribution centers and the long-term target is to increase this share up to 90-92%. At the moment Company’s logistics system includes: Automated stock replenishment system 9 distribution centers with approximately 186 695 sq. m. capacity Fleet of 1,559 vehicles Warehousing Space sq.m. 15,504 30,048 Number of Serviced Stores Ownership 285 479 Owned Owned City Bataysk Kropotkin Slavyansk-on-Kuban Southern 20,496 259 Owned Engels Volga 19,495 430 Owned Togliatti Volga 18,724 408 Owned Tver Central 10,714 257 Owned Oryol Central 12,197 455 Owned Ivanovo Central 43,365 411 Owned Ural 16,152 186 695 334 3 318 Owned Chelyabinsk Total Source: Company DC Processed Goods 1Q 2010 1Q 2010 Target 19% 81% Outsourced Owned 92% 8% Outsourced Owned 80% 20% Outsourced Owned 60% 40% Target Owned Outsourced Source: Company
  • 30.
    Well trained dedicatedpersonnel Average number of employees vs. average 80 000 60 000 40 000 20 000 30 salary, 2007-2009* 48 194 59 135 13 714 75 745 10 679 13 100 0 2007 2008 2009 15 000 10 000 5 000 0 in RUR Average headcount Average monthly salary The average number of employees in the Group amounted to 81,711 as of March 31, 2010: • 61,997 in-store personnel, • 12,374 people engaged in distribution, • 5,159 people in regional branches, • 2,181 people employed by head office The average age of our employees is approximately 25 years The gross average monthly salary in 2009 was RUR 13,714 of which approximately 75% was basic salary Special performance-linked bonuses and incentives help to motivate the employees at all levels Key members of the Management hold Company’s shares Performance monitoring and evaluation on a regular basis Career development programs for all levels to ensure • Lower staff turnover • Increased motivation • Higher productivity Personnel training • 163 classrooms for trainings at all levels • Regular meetings and seminars between mid-level managers to exchange best practices • Coaching for top-management Strong corporate culture aimed at development of loyalty of employees • The Company publishes a corporate newspaper every two months • Team building events to ensure integrity of the team Source: Audited IFRS Financial Statements
  • 31.
  • 32.
    In US$ MM2008 Net sales 5,347.8 Cost of sales (4,188.3) Gross profit 1159.5 Gross margin, % 21.68% SGA (761.5) Other income/(expense) 3.6 EBITDA 401.7 EBITDA margin,% 7.51% Depreciation (88.8) EBIT 312.9 Net finance costs (53.3) Profit before tax 259.6 Taxes (71.7) Effective tax rate 27.61% Net income 187.9 32 Summary PL 2007 3,676.6 (2,946.5) 730.0 19.86% (513.2) 2.4 219.2 5.96% (53.7) 165.6 (35.5) 130.1 (32.7) 25.15% 97.4 2.65% 2009 5 354,5 (4,097.2) 1257.3 23.48% (760.3) 12.5 509.5 9.52% (103) 406.4 (51.7) 354.7 (79.6) 22.44% 275.2 5.14% 2009 / 2008 Y-o-Y Growth 0.13% (2.18)% 8.43% (0.16)% 26.84% 15.99% 29.88% 46.46% Net margin, % 3.51% Source: IFRS accounts
  • 33.
    Gross Margin Bridge/ SGA Expense Structure 33 Gross Margin Bridge As % of Sales Source: Company, IFRS accounts SGA Expense Structure 15.90%* 16.12%* 54,7% 53,9% 21,6% 20,8% 10,4% 11,9% 9,5% 9,7% 2,0% 1,9% * As a % of sales 1,8% 1,7% 2008 2009 payroll and related taxes rent and utilities depreciation other expenses repair and maintenance packaging and raw materials 23,5 (0,25) 1,85 0,20 1,68 0,15 0,00 21,7 19,9 24% 22% 20% 18% 16% 14% 12% 10% GM 2007 Trading Margin % Transport Losses GM 2008 Trading Margin % Transport Losses GM 2009
  • 34.
    EBITDA 2008 34 EBITDA Bridge EBITDA Bridge As % of Sales 12% 11% 10% 9% 8% 7% 6% 5% 4% 3% Source: Company, IFRS accounts 0,1 9,5 0,1 0,1 (0,1) 1,8 7,5 (0,1) 0,4 (0,03) 0,04 (0,5) 1,8 6,0 2% EBITDA 2007 GM Salaries Packing Repair Rent Other GM Rent and utilities Bank services Foreign exchanfe gain Other expenses EBITDA 2009
  • 35.
    In US$ MM2007 2009 ASSETS Property plant and equipment 1,074.2 1,638.5 Other non-current assets 1.3 28.5 Cash and cash equivalents 121.0 371.0 Trade accounts receivable 2.4 0.2 Merchandise 330.4 415.2 Other current assets 90.7 75.1 TOTAL ASSETS 1,620.0 2,528.5 Equity 428.3 1,424.8 Long-term debt 183.4 152.3 Other long-term liabilities 15.8 27.3 Trade accounts payable 437.6 572.3 Short-term debt 509.2 266.6 Other current liabilities 45.6 85.2 TOTAL EQUITY AND LIABILITIES 1,620.0 2,528.5 35 Balance Sheet 2008 1,331.1 19.8 115.1 0.9 323.3 53.9 1,844.1 836.8 162.7 18.4 484.9 243.2 98.1 1,844.1 EQUITY AND LIABILITIES Source: IFRS accounts
  • 36.
    36 2009 Capex((1)) Analysis US’ MM 100,2 23% 22,9 5% Source: IFRS accounts 20,2 5% 19,7 4% Notes (1) Capex calculated as additions + transfers of PPE in each period 275,5 63% Other assets Construction in progress Buildings Machinery and equipment Equipment under finance lease Land Total FY2009: $438,5 mn
  • 37.
    37 Cash FlowStatement 2007 219.1 242.4 (568.7) 354.8 28.5 121.0 2008 404.8 420.1 (575.4) 200.2 44.8 115.1 2009 508.7 376.2 (448.1) 339.2 267.2 371.0 In US$ MM OPERATING ACTIVITIES: Operating cash flows before movements in working capital Net cash generated from operating activities INVESTING ACTIVITIES: Net Cash used in investing activities FINANCING ACTIVITIES: Net cash generated from financing activities Net increase in cash and cash equivalents Cash and cash equivalents, end of the year Source: IFRS accounts
  • 38.
    34 30 26 22 18 14 1,0 0,5 38 Working Capital Analysis 39,7 46,4 - (40) (80) (120) (160) (200) 40 30 20 2008 2009 Inventory Management Days (2) 28,1 32,4 10 2008 2009 Trade Accounts Payable Days (3) Source: Company Source: Company, IFRS accounts Working Capital (1) (212,7) (173,7) (240) 2008 2009 Source: Company Net Debt (4)/ EBITDA 0,7 0,09 0,0 2008 2009 Notes: (1) Current assets (less CCE and short-term investments) – current liabilities (less short-term debt) (2) 2008-2009: 360 / (Cost of sales/year average inventory) (3) 2008-2009: 360 / (Cost of sales/year average trade accounts payable) (4) Net debt = long / short-term bonds and borrowings + finance lease liabilities – cash and cash equivalents
  • 39.
  • 40.
    Strong foothold inRussia’s cities and towns with population under 500,000 people: first mover advantage (first retailer in many locations to establish a modern format); low competition from other chains outside of Russia’s large cities 40 Summary Conclusions Leading Russian retailer: broadest geographic coverage with 3,318 stores (as of 31 March 2010) in more than 1,070 cities in six out of eighth federal districts in Russia Further organic growth of store operations: continued roll-out of established business model in existing markets and selective expansion into new geographic areas Expanding hypermarket operations: leveraging strong existing platform (operations, logistics, brand, scale) to develop a leading hypermarket chain in the European part of Russia Additional measures to improve profitability: enhancing product mix, shifting to direct import contracts, increasing private label and increasing distribution through own logistics system to achieve margin improvements and cost savings Financing of expansion program: implementation of the Company’s mid-term strategy will be executed through a mix of operating cashflow and debt (bank loans and bonds)