Casino, Guichard-perrachon Sa · EURONEXT:CO
Casino, Guichard-perrachon Sa — Casino Group — Investor Day (November 2024)
35 slides from Casino, Guichard-perrachon Sa's investor day presentation, Nov 14, 2024
Slide 1: Investors Day Renouveau 2028
INVESTORS CON RENC-UVEAU | Casino 2028 | ——_—
Slide 2: Chief Executive Officer of Casino Group
Chief Executive Officer of Casino Group and Chairman of Monoprix and Naturalia
Slide 3: A long-term project in three phases
A LONG-TERM PROJECT IN THREE PHASES 8 MONTHS OF IMPLEMENTATION: A RECAP RESTRUCTURING RENGUVEAU ws 2028
Slide 4: A long-term project in three phases
A LONG-TERM PROJECT IN THREE PHASES 8 MONTHS OF IMPLEMENTATION: A RECAP RESTRUCTURING RESTRUCTURING RENGUVEAU ws 2028
Slide 5: A long-term project in three phases
A LONG-TERM PROJECT IN THREE PHASES 8 MONTHS OF IMPLEMENTATION: A RECAP RESTRUCTURING RESTRUCTURING RESTRUCTURING RENGUVEAU ws 2028
Slide 6: A long-term project in three phases
A LONG-TERM PROJECT IN THREE PHASES RENC DA tars OPERATIONAL IMPLEMENTATION
Slide 7: The new Casino: key figures
THE NEW CASINO KEY FIGURES ED STORES RENC UVEAU | Gigino x a
Slide 8: Million people in France live near a Casino brand store
million people in France live near 1 out of every 2 convenience a Casino brand store stores in France is a Casino Group store
Slide 9: A growing market that meets consumer expectations
A growing market that meets consumer expectations Source: Obsoco
Slide 10: ie Ld
ie Ld re) Zee a coi 594 OoVz <u See
Slide 11: Close to where you live, the right product
Close The right product Pleasant Committed to where you live and the right service and attentive service to common values at the right time
Slide 12: Best of brands in convenience retailing
E REN UVEAU 2028 BEST OF BRANDS IN CONVENIENCE RETAILING
Slide 13: Ambition: meeting place, major player, leader
To be the meeting Become To be place for a major player in the leader in
Slide 14: What unites us, what motivates us
WHAT MOTIVATES US WHAT UNITES US
Slide 15: Creating innovative concepts and redefining pricing
• Creating innovative and unique concepts • Redefining pricing policies and developing private- label product ranges to meet different consumer expectations • Become a must-see on fashion, beauty and decoration for Monoprix • Being the leader in mass market e-commerce for Cdiscount Strengthening tie
Slide 16: Turning every store into a welcoming hub
• Turning every store into a welcoming hub for social cohesion • Promoting a closer connection between suppliers and franchisees • Ensuring better product availability • Providing a selection of products that are suited • Creating responsible sectors to the specific needs of each consumer group and
Slide 17: Developing synergies between brands
• Developing synergies between brands • Optimising the operating costs of our head offices and stores • Opening new stores in France and internationally • Attracting franchisees from the competition • Improving brand collaboration in the area of logistics • Closing unprofitable sites • Giving SMEs a
Slide 18: Strengthening our shared culture
• Strengthening our shared culture • Continuing to engage in responsible social and values dialogue • Anticipating major Group changes • Rolling out and coordinating ambitious framework policies • Developing an entrepreneurial culture • Enhancing career development and mobility • Extending our train
Slide 19: Developing new services and responsible sourcing
• Developing new services • Ensuring fair compensation for producers • Reducing our carbon emissions through our investment choices • Supporting entrepreneurial initiatives • Reducing waste • Promoting inclusion and diversity in our teams and in society as a whole • Giving priority to the most envir
Slide 20: KPIs
T H E G O - T O C H O I C E F O R D AY - A M A J O R P L AY E R THE LEADER IN PROVIDING T O - D AY F O O D S H O P P I N G IN QMS N E W E V E R Y D AY S E R V I C E S KPIs Net sales growth by category Change in the mix of local | fresh | private-label | prepared food Number of services per store
Slide 21: KPIs (NPS B2B)
(NPS B2B) * WAREHOUSE LOYALTY RATE: FRANCHISEE BULK PURCHASING CORRESPONDING TO ITS PURCHASE VOLUMES LESS ACTUAL WAREHOUSE BULK PURCHASING.
Slide 22: CSR targets 2028-2030
of managers are women by 2030 responsible supply in 2030 (Scope 1 & 2) by 2030 Significantly Redesign and increase the share Cohesion: bringing everyday unification of the of green energy in services into each CSR indicators of the energy mix by store our products 2028
Slide 23: Chief Financial Officer
Chief Financial Officer
Slide 24: Q3 2024 operating highlights
-1.8% LFL stores sold m since September 2023, repaid to holders of including 135 in Q3 2024 Quatrim secured bonds -0.7% LFL -8.1% LFL Monoprix Slight growth LFL GMV Franprix increase in Closure of Opening of Transfer of Casino marketplace GMV unprofitable franchise integrated stores stores stores un
Slide 25: EBITDA and cash flow bridge
m (€197m over 9 months 2023) (-€846m over 9 months 2023) Both figures excluding the payment of FY 2023 tax and social debts defered to 2024. Sept. 2023 Termination of Non-renewal of Sept. 2023 Dis-synergies Cost inflation Margin impact Sept. 2024 (9 months) the Getir/Gorillas tax sponsorship (9 mont
Slide 26: Chief Financial Officer
Chief Financial Officer
Slide 27: A challenging starting point
A CHALLENGING STARTING POINT SIX MAJOR INHERITED WEAKNESSES Go 3 9 PRICE POSITIONING AND UNBAPANCED/STORE EXCESSIVE HIGH COST NETWORK DUE TO A CEINGISTOREINE DORIS UNCONTROLLED EXPANSION SoCo De B3 G 9 G NEGATIVE FREE CASH FLOW HIGH COST RE TSR STE IMPACTED BY DEBT, MATURING PRI ADJUSTED EBITDA AND
Slide 28: Strategic levers to 2028
• Involve franchisees • Open stores in high- • Strengthen private-label • Increase customer traffic in concept development potential locations product ranges and average basket size • Revise pricing policy • Close unprofitable stores • Adapt product ranges to • Improve the shopping customers and ter
Slide 29: Cost rationalisation and savings 2025-2028
Cost rationalisation matching new perimeter Reduction in head office and store network occupancy costs cumulated savings over the 2025-2028 period Pooling of skills and expertise of which already confirmed Synergies of goods and GNFR (goods not for resale) purchasing Optimisation of logistic
Slide 30: Savings over 2025-2028
over the 2025-2028 period of which of the total already confirmed to store fleet in 2028 in 2028
Slide 31: Targets by brand: Monoprix, Cdiscount, Franprix
MONOPRIX % CDISCOUNT % FRANPRIX % CASINO PROXIMITÉ over 2025-2028 AUTRES
Slide 32: 2028 financial targets
in 2028 over 2025-2028 over 2026-2028 in 2028
Slide 33: More than €1bn in liquidity by end of 2024
More than €1bn in liquidity by the end of 2024, including €711m of available Monoprix RCF (undrawn down at the end of 2024 or intra-monthly) Excluding Quatrim Excluding Quatrim (1) EXCLUDING FACTORING AND REVERSE FACTORING. (2) ON CREDIT LINES EXCLUDING FACTORING/REVERSE FACTORING, QUATRIM BONDS AND
Slide 34: The best of brands in convenience retailing
The best of brands in convenience retailing • The go-to choice for day-to-day food shopping • A major player in Quick Meal Solutions • The leader in providing new everyday services in stores • The strength of our brands • Our culture of service • Our strength as a group • The energy of our people •
Slide 35: Disclaimer
Disclaimer This presentation contains forward-looking statements, including, without limitation, statements about Casino Group (“the Company”) and its plans, strategies, and prospects. These forward-looking statements are subject to risks and uncertainties that may change at any time, and, therefore