2. Magnit at a Glance
Magnit at a Glance
Source: Company, Thomson Reuters, Company’s calculations based on IFRS accounts for 1H2016
2
2 436Cities & Towns
13 364Total Number
of Stores
4 825thous.sq.m.
Selling Space
33DCs
5 779Trucks
№1
Retailer in Europe
in Market
Capitalization
$20bnMarket
Capitalization
>7%Share in Russian
Grocery Sector
(As of FY 2015)
Shareholder Structure as of 1H 2016
61,4%
Free-float
35,1%
Sergey Galitskiy, CEO
0,8%
Lavreno Ltd. (Cyprus)
0,1%
As of September 30, 2016
As of September 30, 2016
2,7%
Other
3. Magnit at a Glance
Key Metrics
3
Source: Company’s estimates and calculations
*as of June 30, 2016
790bn 14,4 %
5,18%
Net
Margin
10,16%
EBITDA
Margin
1,1*
Net debt/
LTM EBITDA
1000-1100 80 1200
P=
Revenue growth
Y-o-Y
Guidance for FY2016
Figures for 9M 2016
14-16%
Sales Growth Rub
10-10,5%
EBITDA Margin
67bn
Capex Rub
New Convenience Stores
New Hypermarkets New Drogerie Stores
Revenue growth
9M 2016
4. Magnit at a Glance
Strategy
4
Growth
Value Efficiency
Multi-format Organic
Store Growth
Geographic
Scope
Density of Store
Coverage
Low
Prices
High
Quality
Assortment Cost
Management
Vertical
Integration
Centralization
5. 65
Magnit at a Glance
Russian Food Retail Market
5
Market Composition by Format
RUB 13 410bn Market
Size
FY 2015
% Modern
Retail
Penetration
Non-Modern Modern
Source: INFOLine, as of December 31, 2015
65%35%
Top-7 Retail Chains
22,5%
Modern Non-Chain
Stores
16,5%
Other chains
26%
Traditional Trade
28%
Open Markets
7%
6. Magnit at a Glance
Magnit vs Peers
6Source: Companies, INFOLine, Thomson Reuters, Magnit’s Estimates
Number
of Stores, eop 2015
Selling Space
thous. sq.m., eop
2015
Revenue
RUB bn, eop 2015
Market Cap
US$ bn, eop 2015
Market Share
%, eop 2015
7
6
2
2
1
3
2
Not public
Not public
950.6
808.8
272.3
252,8
162.5
415,6
225,0
12 089
7,020
2,708
172
146
96
87
Magnit
X5
Dixy
Lenta
Okey
Auchan
Metro
4,414
3,333
908
882
593
836
661
19.0
5.1
0.5
3.3
0,5
7. 2 819Drogerie Stores 99 543 726 802 262 268
119
10 138Convenience Stores
228Hypermarkets
179Magnit Family
33Distribution Centers
6 44 34 53 15 15 12
8 64 38 66 14 30
8
362
1 698 2 754 3 016 1 009 919
380
Operational Overview
Geographical Coverage
7
Source: Company,
as of September 30, 2016
2 436 Cities
& Towns
7 Federal
Regions
North
Caucasus
Southern Volga North
West
Urals SiberiaCentral
1 8 9 8 2 3 2
8. Operational Overview
Logistics System
8
Source: Company,
as of September 30, 2016
13 364Total Number
of Stores
1 335thous.sq.m.
Warehousing Space
33DCs
5 779Trucks
9
8
8
3
1
2
2
Central
Volga
Southern
Urals
North Caucasus
North West
Siberia
3 856
4 082
2 340
1 237
473
865
511
448.415
283,871
310,387
142,533
40.799
73.601
35.438
Centralization Ratio
%
90
10
92
8
Convenience Stores
9M2016 Future Targets
72
28
80
20
Hypermarkets
Delivered from DC
Delivered from supplier
Delivered from DC
Delivered from supplier
10. Operational Overview
Direct Import
10
Source: Company,
Direct Import – as of December 31, 2015;
Private Label – as of September 30, 2016
10%Share
of Revenue
621
PL
SKUs
M 82%Food
Items
Private Label
9% International
Direct Import
757
Open
Contracts
11. Operational Overview
Employees
11
Source: Company,
as of September 30, 2016
*as of June 30, 2016
261 148
Employees
31 650
Average
Monthly
Salary*
11%
Wage Rate
Increase*
P=
191 550In-store
Personnel
35 539
People Engaged
in Distribution
21 021People in Regional
Branches
10 598People Employed
by Head Office
1000 employees
2 440Other
12. Operational Overview
Competitive Attributes
12
43-45 %of Family
Budget
Spent on Food
Location Quality
(of Products)
Assortment Reliability AtmospherePrices
5 000
People —
Minimum
Population
(1 500–1 600 Families)
4 000-9 500
Monthly
Family Food
Budget
P=
Overlap “Good”
Cannibalization
Magnit #1
Magnit #2
500m
Competitor #1 Competitor #2
Competitor #3
500m
Sales Catchment Area
Source: Company’s Estimates
14. Operational Overview
Convenience Store
14
Source: Company,
as of September 30, 2016
464
sq.m.
Total
327
sq.m.
Selling Space
89% Food
11% Non-food
24% Owned
76% Leased
Format Description Key Operational Statistics Opening
Size of the Store Average Ticket Payback
Store Ownership Structure
Sales Mix
Traffic
tickets/sq.m./day
Sales Density
sales/sq.m./year
LFL 9M2016 –9M2015,%
241,7P=
$3,5
245 306P=
$4 024
-0,29
Average
Ticket, RUB
2,88
Traffic
2,59
Sales
2,7
3 years
If Leased
If Owned
Cost of New Store
per sq.m. of Total Space, thousand RUB
Time to Maturity
6 months
4-6 years
Owned 35-105
Leased 10-19
16. Operational Overview
Hypermarket
16
Source: Company,
as of September 30, 2016
80% Food
20% Non-food
73% Owned
27% Leased
Format Description Key Operational Statistics
Size of the Store Average Ticket
Store Ownership Structure
Sales Mix
Traffic
tickets/sq.m./day
Sales Density
sales/sq.m./year
LFL 9M2016 – 9M2015,%
592,2P=
$8,7
272 278P=
$4 467
1,1
6 491
sq.m.
Total
2 892
sq.m.
Selling Space
-1,44
Average
Ticket, RUB
-8,28
Traffic
-9,60
Sales
Opening
Payback
6-9 years
Cost of New Store
per sq.m. of Total Space, thousand RUB
Owned 56-98
Leased 31-41
8-15 months
Time to Maturity
S: up to 3 000
M: 3 000-6 000
L: over 6 000
18. Operational Overview
Magnit Family
18
Source: Company,
as of September 30, 2016
2 135
sq.m.
Total
1 097
sq.m.
Selling Space
84% Food
16% Non-food
37% Owned
63% Leased
Format Description Key Operational Statistics Opening
Size of the Store Average Ticket Payback
Store Ownership Structure
Sales Mix
Traffic
tickets/sq.m./day
Sales Density
sales/sq.m./year
LFL 9M2016 – 9M2015,%
442,3P=
$6,5
349 703P=
$5 737
1,9
6-9 years
Cost of New Store
per sq.m. of Total Space, thousand RUB
Owned 71-112
Leased 31-54
8-15 months
-1,48
Average
Ticket, RUB
-4,70
Traffic
-6,12
Sales
Time to Maturity
20. Operational Overview
Drogerie Store
20
Source:
Company, as of September 30, 2016
291
sq.m.
Total
231
sq.m.
Selling Space
100% Non-food
13% Owned
87% Leased
Format Description Key Operational Statistics Opening
Size of the Store Average Ticket Payback
Store Ownership Structure
Sales Mix
Traffic
tickets/sq.m./day
Sales Density
sales/sq.m./year
LFL 9M2016 – 9M2015,%
305,6P=
$4,5
114 924P=
$1 885
9,34
Average
Ticket, RUB
-3,91
Traffic
5,07
Sales
0,9
3 years
If Leased
If Owned
Cost of New Store
per sq.m. of Total Space, thousand RUB
Time to Maturity
6 months
Owned 20-70
Leased 9-16
4-6 years
21. 80%
20%
Size
of the Store
sq.m.
Average
Ticket
Traffic
Tickets/
sq.m./day
Density
Sales/
sq.m./year
Sales
Mix
LFL 9M2016-
9M2015
%
Store Owner-
ship Structure
Payback
Years
Cost of New
Store
per sq.m.
of Total Space
Time
to Maturity
Months
• Total
• Selling Space
• Food
• Non-food
• Av.ticket
• Traffic/ Sales
• Owned
• Leased
13%
87%
37%
63%
73%
27%
24%
76%
Operational Overview
Format Summary
21Source: Company, as of September 30, 2016; * Excludes selling space designated for leases
Hypermarket
Drogerie
Store
Magnit
Family
464
6 491
291
2,135
327
2 892*
231
1,097
Owned
RUB 35-105k
Leased
RUB 10-19k
2,7
1.1
0,9
1,9
P.241,7
$3,5
P.592,2
$8,7
P.305,6
$4,5
P.442,3
$6,5
P.245 306
$4 024
P.272 278
$4 467
P. 114 924
$1 885
P.349 703
$5 737
89%
11%
Convenience
store
6
8-15
6
8-15
3 (if leased)
6-9
3 (if leased)
6-9
4-6 (if owned)
4-6 (if owned)
Owned
RUB 56-98k
Leased
RUB 31-41k
Owned
RUB 20-70k
Leased
RUB 9-16k
Owned
RUB 71-112k
Leased
RUB 31-54k
84%
16%
100%
-0.29
-1.44
9.34
-1.48
2.88
-8.28
-3.91
-4.70
2.59
-9.60
5.07
-6.12
22. Financial Overview
Summary P&L
SG&A is presented net of Depreciation & Amortization (except for Depreciation of production fixed assets which was included in the Cost of sales)
Source: Company’s calculations based on IFRS accounts for 1H2015 – 1H2016
Please note: there may be small variations in calculation of totals, subtotals, and/or percentage change due to rounding of decimals 22
RUB MN 1H2015 1H2016
1H2015 / 1H2016
Y-o-Y Growth
Net sales 454,808.63 521,527.57 14.7%
Cost of sales (327,748.22) (379,464.58) 15.8%
Gross profit 127,060.41 142,062.99 11.8%
Gross margin, % 27.94% 27.24%
SG&A (79,406.25) (92,661.97) 16.7%
Other income, net 937.45 2,138.69 128.1%
EBITDA 48,627.66 51,599.85 6.1%
EBITDA margin,% 10.69% 9.89%
Depreciation & Amortization (10,033.63) (12,101.38) 20.6%
EBIT 38,594.03 39,498.47 2.3%
Net finance costs (5,865.82) (6,853.38) 16.8%
Profit before tax 32,728.21 32,645.09 -0.3%
Taxes (7,462.55) (6,537.85) -12.4%
Effective tax rate 22.80% 20.03%
Net income 25,265.66 26,107.24 3.3%
Net margin, % 5.56% 5.01%
23. 20
25 26
1H2014 1H2015 1H2016
349
455
522
1H2014 1H2015 1H2016
Financial Overview
Revenue & Costs
23Source: Company’s calculations based on IFRS accounts for 1H2014-1H2016
27.8 27.9
27.2
10.5 10.7
9.9
5.6 5.6
5.0
0
5
10
15
20
25
30
1H2014 1H2015 1H2016
Revenue Dynamics
RUB bn
Net Income Dynamics
RUB bn
Margin DynamicsSG&A Expense Structure
Revenue — 522 RUB bn
Gross
Margin
EBITDA
Margin
Net
Margin
%
+30,3%
11,5% -0,5%
+14,7%
+29,0%
+3,3%
LFLLFL
Sales Growth, RUB
Sales Growth, RUB
2,07 (0,42) ― Packaging & Raw Materials
1,84 (0,37) ― Repair & Maintenance
50,08 (10,05) ― Payroll & Related Taxes
1,56 (0,31) ― Taxes, Other than Income Tax
11,50 (2,31) ― Deprecation & Amortization
25,81 (5,18) ― Rent & Utilities
3,00 (0,60) ― Other
in SG&A,% in Revenue, %
2,51 (0,50) ― Advertising
1,63 (0,33) ― Bank Services
20%
104 703 RUB mn
25. 49,065
36,336
11,551
-5,777
-2,239
-5,735
-4,755
-24 434
-351 -19 299
1 972
Financial Overview
Free Cash Flow
25Source: Company’s calculations based on IFRS accounts for 1H2015-1H2016
Working Capital Analysis
The Average Days Payable to
Suppliers is 38 Days.
Inventory Management Days is 57 Days
Working Capital: RUB 34 258 mn as of
30.06.2016
RUB mn
1H 2015
1H 2016
Adjusted for loss from disposal of PPE, provision
for doubtful receivables, foreign exchange loss,
gain on disposal of subsidiary Calculated as additions
+ transfers of PP&E
during the respective
period
Does not include cash flow from
financing activities
51,182
23,519
2,374
-3,505
-16,964
-6,796
-3,903
-21 018
-127 -20 982
15 102
Adjusted
EBITDA
Change in
Working capital
Net Interest
Expense
Taxes
Paid
OCF Capex Other Cash
Flow
from Investing
Activities
FCF Payment of
Dividents
Other Cash
Flow
from Financing
Activities
CF
26. Financial Overview
Balance Sheet
Source: Company’s calculations based on IFRS accounts for FY2014 - 1H2016
Please note: there may be small variations in calculation of totals, subtotals, and/or percentage change due to rounding of decimals 26
RUB MN 2014 2015 1H2016
ASSETS
Property plant and equipment 232,968.80 265,995.94 275,088.83
Other non-current assets 6,043.82 6,380.79 6,102.59
Cash and cash equivalents 17,691.54 8,390.90 4,885.52
Inventories 81,475.66 116,471.59 123,665.09
Trade and other receivables 813.26 993.67 672.00
Advances paid 4,849.30 5,295.73 4 147.20
Taxes receivable 69.38 96.67 376.07
Short-term financial assets 475.18 246.78 268.87
Prepaid expenses 242.53 320.91 350.42
Income tax receivable 131.86 - -
TOTAL ASSETS 344,761.33 404,192.98 415,556.59
EQUITY AND LIABILITIES
Equity 143,651.62 165,140.60 186,475.82
Long-term debt 44,410.14 59,411.19 34,959.71
Other long-term liabilities 10,617.70 12,998.59 14,024.63
Trade and other payables 66,794.61 88,372.22 73,498.37
Short-term debt 51,256.67 44,817.12 85,207.60
Dividends payable 14,372.03 16,993.86 7.10
Other current liabilities 13,658.56 16,459.40 21,383.36
TOTAL EQUITY AND LIABILITIES 344,761.33 404,192.98 415,556.59
27. Financial Overview
Capex Analysis
27
1 CAPEX for 1H2016 amounts to RUB 21,018 mn
2 Source: Company’s calculations based on IFRS accounts for FY2015, Company’s Estimates for FY2016
Buildings: Complete & under
Construction
Machinery & Equipment Other Assets Land
36 231 15 750 541 1 753
FY 2015 (Actual) 1
RUB 54 bn
FY 2016 (Estimates) 2
RUB 67 bn
RUB 500 mn
Buildings: Complete & under
Construction
Machinery & Equipment Other Assets Land
41 000 23 000 1 000 2 000
RUB 500 mn
28. 95,667
104,228
120,167
77,975
95,837
115,282
51,257
44,817
85,208
44,410
59,411
34,960
2014 2015 1H2016
Net Debt
Short-term Debt
Long-term Debt
%
Financial Overview
Debt Burden
28Source: Company’s calculations based on IFRS accounts for FY2014-1H2016
12.9
8.7
7.5
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
2014 2015 1H2016
0.9 0.9
1.1
0
0.5
1
1.5
2
2014 2015 1H2016
Debt Level Dynamics
RUB mn
Credit Metrics Credit Profile
EBITDA / Finance Expenses
Net Debt / LTM EBITDA
The Company Has
an Impeccable Credit History
Collaboration with
the Largest Banks
Low Debt Burden:
Net Debt / LTM EBITDA Ratio of 1,1
No Currency Risk: 100%
of Debt is Rub Denominated
Matching Revenue Structure
Insignificant Interest Rate Risk:
Interest Payments are Made
at Fixed Rates Primarily
53,6%
43,0%
70,9%
29% of Debt is Long-term
Approximately 59%
of LT Debt is Rub Bonds
