Immobiliare Grande Distribuzione Siiq S.p.a. · MIL:IGD
Immobiliare Grande Distribuzione Siiq — IGD SIIQ — Non-Deal Roadshow (January 2022)
79 slides from Immobiliare Grande Distribuzione Siiq's roadshow presentation, January 2022
Slide 1: Corporate and Business Plan 2022-2024 Presentation
CORPORATE AND BUSINESS PLAN 2022-2024 PRESENTATION 4 oe 3) JANUARY 2022 ig SiiQ
Slide 2: Disclaimer
Disclaimer IGD These statements include financial projections and This presentation does not constitute an offer or an estimates and their underlying assumptions, statements invitation t o subscribe for or purchase any securities. regarding plans, objectives and expectations with respect to future o
Slide 3: Index
Index 1 Introduction to IGD Pag. 4 2 A resilient business model and an improving environment Pag. 17 3 Business Plan 2022-2024 Pag. 22 Strategy is being adapted to the new trends 4 Business Plan 2022-2024 Pag. 26 Strategic actions on operations 5 Business Plan 2022-2024 Key outputs and financial tar
Slide 4: Introduction to IGD
1 Introduction to IGD
Slide 5: IGD at a glance
IGD at a glance IGD is one of the main players in the Italian retail real estate sector: we develop and manage shopping centres across the country. We are also present in the retail sector in Romania 25 hyper/ 14 shopping 27 shopping Development malls in Italy supermarkets c. €2.3bn malls in & other
Slide 6: IGD Business Model
IGD Business Model A distinctive competitive positioning in the fragmented Italian retail real estate market 1 Well-diversified presence across Italy 39,2k PIL pro capite 2 Strategic positioning 3 Strong food anchor 4 Strong track record of direct management €34,6k– €42,6k 1 30,9k €30,0k– €34,5k 35,
Slide 7: Group Structure (simplified)
Group Structure (simplified) Parent Company 78.3% NRI 100% Italian Facility Management 15.3% NRI +Service Revenues 100% Romania 6.2% NRI 100% Development project in Trading Revenues Livorno Data exprected as at 31/12/2021 7
Slide 8: IGD's shareholding structure
IGD’s shareholding structure No. of shares Share capital Net equity 110,341,903 € 650 Mn € 1.1 Bn Avearage 2021 mkt Average 2021 daily trading Listed on STAR Segment of capitalization c. 317,608 shares Italian Stock Exchange c. €429 mn Majority of institutional investors, of which ⁽1⁾ EUROPA PLUS (G
Slide 9: IGD Governance – Directors and Committees
IGD Governance – Directors and Committees IGD’s governance has been in line with the criteria of the Self Regulatory Code of Italian Stock Exchange since it was listed. An internal Corporate Governance Code has been in use since 2008. CEO EXECUTIVE Claudio Albertini CHAIRMAN Timothy Guy Rossella Sao
Slide 10: Our Top Management
Our Top Management Rossella Saoncella (1953) Chairman Claudio Albertini (1958) Chief Executive Officer • Appointed in May 2009 • Appointed as IGD’s Chairman on 20 April 2021 • IGD Board member since 2006 • Member of EPRA (1) Advisory Board since 2017 • Member of ECSP’s (2) Nominations Committee sinc
Slide 11: IGD: a portfolio of high quality assets
IGD: a portfolio of high quality assets Centro Sarca North Sesto S.Giovanni Esp Le Maioliche Centro Borgo Centro Lame Puntadiferro (MI) Ravenna Faenza (RA) Bologna Bologna Forlì IGD - Main Centro Leonardo Imola (BO) Conè Conegliano (TV) Centro Piave San Donà di Clodì Centro Nova Villanova di Mondovi
Slide 12: The main characteristics of our portfolio as at June 2021
The main characteristics of our portfolio as at 30 June 2021 2,267.9 € mn 42% of this portfolio consists of 8 “Key” assets of which 6 are Shopping centres (mall + hypermarket) Other 4.3% (96.29 €mn) Romania 6.1% (137.52 €mn) Romania On average every shopping centre is 10 years old 6.1% North western
Slide 13: IGD's portfolio market value as at June 2021
IGD’s portfolio market value as at 30 June 2021 Gross Initial EPRA Net Initial EPRA Net Initial Financi FY 2020 1H 2021 Δ% Yield Yield Yield topped up occupan Malls Italy 1,473.30 1,472.29 (-0.07%) 6.60% 93.67% 5.3% 5.3% Hypermarkets Italy 558.97 561.78 + 0.50% 6.01% 100.0% Romania 138.64 137.52 (-0
Slide 14: EPRA Metrics as at June 2021
EPRA Metrics as at 30 June 2021 Euro per share 1H 2021 FY 2020 Δ% NRV 10.56 10.38 1.7% NTA 10.48 10.31 1.7% NDV 10.19 10.42 -2.1% 0.28 -0.11 0.01 10.38 10.56 EPRA NRV 31/12/2020 FFO Change in fair value assets Change in financial EPRA NRV 30/06/2021 instrument fair value and other Some figures may n
Slide 15: Sale of a Portfolio of «stand alone» hyper/super
Sale of a Portfolio of «stand alone» hyper/super Sale of a portfolio Agreement for €140 million1 and (in line with the book value at 30 June) between 1 2 3 LIVORNO LIVORNO (LI) CECINA (LI) SCHIO (VI) ✓ 5 hypermarkets and 1 supermarkets «stand (LI) alone», not connected to IGD’s freehold malls ✓ NOI
Slide 16: Disposal impacts for IGD
Disposal impacts for IGD Loan-to-Value reduction Proceeds Net cash in for app. 115 € mln 48.3% c. 45% 2022 Financial maturities LTV substantially covered, considering LTV 30/09/21 expected at YE also cash on hand at year end Revenues concentration on Effects on market value Coop reduced NEW FV Marke
Slide 17: A resilient business model and an improving environment
2 A resilient business model and an improving environment
Slide 18: Covid interrupted our previous growth Plan…
Covid interrupted our previous growth Plan… 2020/2021: Where were we in 2019? Struck by a «tornado» +16.5% Funds From Operations 131 Italy: non essential activities CAGR 2015-2019 (2020+2021) +4.5% days of closure +21.4% Spread of Covid-19 +21.5% +18.9% €27M Covid direct impacts on FFO (2020+2021) i
Slide 19: …but our business model has proved resilient…
…but our business model has proved resilient… Occupancy rate Rents Collected(2) Loan to Value(3) Italy(1) >95% >90% ~45% (expected at year-end) (1) (2) Data as at 30/09/2021 % on invoiced rents net of reductions and loss on receivables. Figures updated at 3/12/2021 19 (3) The proforma value at 30/09
Slide 20: …and very positive answers have come from our visitors
…and very positive answers have come from our visitors Operating performances 2021 vs. 2019 (Italy malls) Restrictions End of restrictions +15,1% +0,3% +3,7% +1.7% Tenant sales (2021 vs 2019) June-November +0,2% (2,4)% (2,9)% +18% (10,5)% (15,2)% (15,4)% Average ticket (2021 vs 2019) November (17,8)
Slide 21: Italian economy is growing
Italian economy is growing 2021-2024 CAGR Some key elements GDP (1) +3.5% 1 NextGen EU €222bn funds inflowing to Italy 2 Manufacture/Export Italian manufacturing thanks to the National Resilience production is better than main and Recovery Plan («Piano European countries Nazionale di Ripresa e Resil
Slide 22: Strategic Plan 2022-2024: Strategy is being adapted to the new trends
3 Strategic Plan 2022-2024 Strategy is being adapted to the new trends
Slide 23: Covid is accelerating some already existing global macro trends
Covid is accelerating some already existing global macro trends Urbanization Quality of Life • More attention on wellbeing, physical activities • Big cities but also medium-sized ones and personal care • Proximity • More health clinics both public and private spread around the country • Adaptation/C
Slide 24: IGD's strategy answers to new consumers needs…
IGD’s strategy answers to new consumers needs… Green Urbanization Digitalization Revolution Quality of Life SOCIAL TRANSFORMATIONS ONLINE/OFFLINE ESG FACTORS AS A AND CONSUMERS’ NEEDS INTEGRATION AND DEVELOPMENT LEVER PERSONALIZED ANSWER TO CUSTOMERS IGD Strategy Physical spaces and Digital marketin
Slide 25: …leveraging on an effective business model
…leveraging on an effective business model Dominant (1) Our assets are the dominant retail destination in their catchment area «Urban» shopping centers Easily reachable (about 4km far from city center on average) Strong food anchor Hypermarket has a strong attractive role for everyday shopping Not o
Slide 26: Strategic Plan 2022-2024: Strategic actions on operations
4 Strategic Plan 2022-2024 Strategic actions on operations
Slide 27: Commercial and marketing strategy
Commercial and marketing strategy COMMERCIAL Development of commercial and marketing plan keeping in mind STRATEGY TARGET the features of each asset and their specific catchment area Merchandising mix Structural work Main areas of Layout the commercial 1 and marketing strategy 2 Digital Technologica
Slide 28: Merchandising mix: scalable and replicable models
Merchandising mix: 1 2 3 4 scalable and replicable models Best practices in place Target ✓ 21 dental clinics opened from 2013 and 1 2022 medical center opened inì 2021 Dyadea ✓ 2 Medical centers @ Centro Borgo Health and Dental Pro @ Le Maioliche ✓ 2 Fitness centers (6,000 m2) Wellbeing BEYOND ✓ Ser
Slide 29: Merchandising mix: scalable and replicable models
Merchandising mix: 1 2 3 4 scalable and replicable models Best practices in place Target ✓ 15 new shops opened in the last 2 years 2022 Mi Store @ Tiburtino ✓ 1 new Unieuro store Med Store @ BEYOND Tech Centro Nova ✓ New brands and focus on emerging brands ✓ Specialized shops for gamers ✓ Shops of r
Slide 30: Layout
Layout 1 2 3 4 External Areas Smartworking Areas Creation of new spaces with external food court, sport Creation of smart working/studying areas inside the and entertainment areas,… in unused outdoor areas shopping center (parking lot, rooftop) Work in progress on the rooftop of Centro Casilino 30
Slide 31: Layout project: a new life for the external areas
Layout project: 1 2 3 4 a new life for the external areas Use of currently Increase of the services Cross selling activities unproductive areas offered to customers external services/malls’ shops B A C D A B C D Padel courts Photovoltaic systems Food truck/Riders areas Food kiosks/relax areas Projec
Slide 32: Omnichannel development
Omnichannel development 1 2 3 4 App/ App and online reserved areas of shopping Online reserved center website to order from restaurants, book sport courts or spaces in the shopping areas center Customer Delivery/ Shopping center will create its own delivery Enrichment of CRM thanks to the data colle
Slide 33: Focus on the Digital Marketing Plan
Focus on the Digital 1 2 3 4 Marketing Plan Personalization of the products/services offered at the centers using digital tools to understand/profile shoppers and increase TARGETS loyalty 2020 CRM linked to the different touch-points (e.g. new websites with reserved areas ) in order to follow the cu
Slide 34: Events
Events 1 2 3 4 Desire for more experience and sociality and greater diffusion of digital Experience Omnichannel Events in collaboration with tenants to offer Realization of events that include drive to store «experiences» to visitors, involving them in activities inside activities in order to make t
Slide 35: Asset management strategy
Asset management strategy ASSET MANAGEMENT We constantly invest in our shopping centers to make them more and more attractive, STRATEGY to maintain their value over time and to lenghten their life cycle TARGET Restyling/ Remodeling/Fit out 1 Main areas Development of asset project 2 management strat
Slide 36: Investments
Investments 1 2 3 4 (€mn) Completion of Officine (retail and residential) Project definition of the other sub- areas to be subsequenly sold on the market Approx. €82Mn Restyling, remodeling and fitout ~13 Approx 1.5% of the portfolio total market value ~24 ~12 ~33 Assets maintenance ESG Assets Porta
Slide 37: Restyling
1 2 Restyling 3 4 Porto d’Ascoli – AP 21,800 m2 GLA (total center) 1H 2023 end of work Mall total restyling and hypermarket remodeling Installation of photovoltaic and led lighting systems € 4.6 mn total investment over BP timespan 37
Slide 38: Restyling
1 2 3 4 Restyling Mantova - MN 13,600 m2 GLA (mall) 2H 2022 end of work Restyling of facade, mall and parking lot; food court remodeling and use of external areas Installation of photovoltaic and led lighting systems € 4.3 mn total investment over the BP timespan 38
Slide 39: Remodeling
Remodeling 1 2 3 4 Gravina di Catania 27,100 m2 GLA (total center) 2H 2022 end of work Hypermarket remodeling New mall approx. 6,300 m2 € 1.9 mn investment over the BP timespan New hypermarket approx. 7,300 m2 39
Slide 40: Remodeling
1 2 Remodeling 3 4 Palermo 26,500 m2 GLA (total center) 2H 2022 end of work Hypermarket New hypermarket remodeling approx. 7.200 m2 € 1.2 mn investment over the BP timespan New malls approx. 4.000 m2 40
Slide 41: Porta a Mare Livorno Mixed-use project
Porta a Mare Livorno 1 2 3 4 Mixed-use project D C A B A Piazza Mazzini C Officine Storiche • Retail: operating, 100% owned by • See focus in the next slide • Residential: sales completed B Palazzo Orlando D Sub areas Lips, Molo Mediceo and Arsenale • Offices: sold in 2019 • Hotel, residential, ente
Slide 42: Officine Storiche
1 2 3 4 Officine Storiche >20,000 m2 GLA (15,000 m2 retail, 5,600 m2 residential) 1H 2022 end of work 30 shops, 1 fitness center, 10 restaurants 42 flats to be sold (20 preliminary agreement signed as of today) € 12.8 mn final costs 42
Slide 43: Energy efficiency
1 2 3 4 Energy efficiency 7 Photovoltaic systems to be added to the 8 already existing 43
Slide 44: Energy efficiency: targets
Energy efficiency: 1 2 3 4 targets Main targets -21.5% GHG emissions (at 2025 location based «baseline 2018») At least 1 asset carbon positive Centro Tiburtino (Roma) - render of the main entrance (at 2030) 100% Use of energy from renewable sources (already in place) Centro Sarca (Milano) – render o
Slide 45: Winmarkt Portfolio 2022-2024 Plan
Winmarkt Portfolio 1 2 3 4 2022-2024 Plan Main characteristics Highlights Extended network Approx. €5mn capex plan (safety, maintenance and environmental) Strategic locations Approx. €19.4mn of generated FFO Adaptable and flexible Approx. € 13.5mn assets of generated dividends Direct 100% self-finan
Slide 46: A balanced asset rotation with flexible targets
A balanced asset rotation 1 2 3 4 with flexible targets Strategic rationale Possible use of proceeds Non core asset disposal ➢ Growth in the Italian retail market with possible scale economies Potential disposals ➢ Tactical reduction of Potential target: over BP timespan financial leverage 180/200 R
Slide 47: Financial strategy
Financial strategy 1 2 3 4 FINANCIAL Obtain the best economic conditions whatever the market context is, STRATEGY and minimize exposure to financial risks TARGET (credit risk and fluctuation of interest rates) Maintaining a rigorous financial discipline consistent with IG profile 1 2 Main areas Earl
Slide 48: A solid financial structure and clear maturity profile
A solid financial structure 1 2 3 4 and clear maturity profile Debt structure Secured bank debt (2021 E) Unsecured bank debt Bonds Total Net Debt LTV approx. €990mn approx. 45% Cash on hand 500 approx. €160mn Including net proceeds from the disposal carried out at the end od November 209 16 153 Secu
Slide 49: 2023/2024 maturities: new sustainable finance strategy
2023/2024 maturities: 1 2 3 4 new sustainable finance strategy WHAT WE ARE WORKING ON AFTER 2022 • In 2022 refinancing of 2023, as well as part of the 2024, maturities • Refinance other maturities on the bond market in advance • Sustainability Linked Bond: potential new opportunity on the • Maximum
Slide 50: 2022-2024 Sustainability Plan Strategy
2022-2024 Sustainability Plan 1 2 3 4 10 YEARS TRACK RECORD Strategy GREEN RESPONSIBLE ETHICAL ATTRACTIVE TOGETHER 1. Climate 3. Good 6. Governance, 7. Sustainable 11. Stakeholder Change employment ethics and enhancement of engagement 2. Accessibility 4. Gender equality corruption the portfolio 12.
Slide 51: 41 targets at 2024: 22 ambitions toward 2030
2022-2024 Sustainability Plan: SDG’s 1 2 3 4 41 targets at 2024: 22 ambitions toward 2030 • Material for IGD • Consistent with UN SDG’s IGD RELEVANT SDG’S 51
Slide 52: Green
Green 1 2 3 4 2024 TARGETS 2030 OBJECTIVES CLIMATE CHANGE • 100% green energy purchased • Zero carbon emissions (scope 1 and 2) at 100% of the Italian shopping centers • double the use of energy produced from renewable sources • Reduce indirect emissions (scope 3) • -15% reduction in energy consumpt
Slide 53: Green Transition
Green Transition 1 2 3 4 Main targets 100% of the shopping centers with charging stations Different types of charging stations (traditional, fast, Tesla) across the whole network 50% of the shopping centers with fast charging stations (agreement with top international player) 100% of the assets ISO1
Slide 54: Responsible
Responsible 1 2 3 4 2024 TARGETS 2030 OBJECTIVES WORKPLACE QUALITY • Training: 100% of the employees in Italy and • Gender equality in roles of responsibility Romania each year • Improve employees’ wellbeing and expertise • 1 employee satisfaction survey and 2 «pulse surveys» • «Sustainability Innov
Slide 55: Ethical
Ethical 1 2 3 4 2024 TARGETS 2030 OBJECTIVES • Corporate cybersecurity strategy • Best-in-class for corporate governance and legality • Systematic assessment of the providers along the supply chain with a view to sustainability • CSR policies included in company supply chains • Maintain the highest
Slide 56: Attractive
Attractive 1 2 3 4 2024 TARGETS 2030 GOALS SUSTAINABLE ENHANCEMENT OF THE PORTFOLIO • 4 key restyling/remodeling projects • Up to 10 sustainable restylings completed to renew and enhance the portfolio • 100% with projects aiming to increase visitors’ well OFFER being • Commercial and strategic adjus
Slide 57: Together
Together 1 2 3 4 2024 TARGETS 2030 OBJECTIVES STAKEHOLDER ENGAGEMENT Relationship with investors/financial community • Partnering with tenants in sustainability • 1st Sustainability Framework defined and issue • Partnerships with NGOs of 1st Sustainability Linked Bond • Investor/CSR Day and theme-ba
Slide 58: Strategic Plan 2022-2024: Key outputs and financial targets
5 Strategic Plan 2022-2024 Key outputs and financial targets
Slide 59: Net rental income evolution
Net rental income evolution CAGR Lfl bp timespan 2021-2024 • Recovery of COVID direct impacts • Increase in financial occupancy to pre- COVID value (> 97%) Italy +5/6% • Increase thanks to inflation, upside, temporary revenues and variables Romania +8/9% Total +5/6% NRI bridge (€mn) approx. +17/20%
Slide 60: FFO and Loan to value
FFO and Loan to value FFO (€mn) Loan to Value 2021 FFO > 30% LTV Target Guidance 40/43% +7/8% C.45% E E * Considering scope being equal to the one at end of 2021. Porta a Mare Project trading revenues have been included Assuming no Covid direct impact and no restrictions from 2022 *of which -7€mn du
Slide 61: Dividend: IGD goes back being a «dividend company»
Dividend IGD goes back being a «dividend company» Target Dps € 0.50 Dps € 0.25-0.30 2022 2024 Assuming no Covid direct impact and no restrictions starting from 2022 61
Slide 62: Final Remarks
Final Remarks Main objective of the 2022-2024 Business Plan: proactive management of assets so as to project them into the future and prepare them for new market challenges 1 The assets held strong during the pandemic stress test … … confirming that local physical retail is resilient … … and it can
Slide 63: Possible future scenarios
Possible future scenarios IGD could act as an aggregator of new assets, potentially even from different sectors, in order to further expand its property portfolio and leverage on its know-how and greater economies of scale to create value, if allowed by market conditions. 63
Slide 64: Appendix
6 Appendix
Slide 65: FY 2020 and 9M2021 main results
FY 2020 and 9M2021 main results FY 2020 9M 2021 vs 2019 vs 9M 2020 REVENUES Rental Income €145.6 mn -6.2% €109.1 mn 0.1% Net Rental Income €109.5mn -19.8% €86.9 mn -3.1% EBITDA EBITDA (Core Business ) €99.4 mn -20.6% €79.6 mn -3.9% EBITDA Margin (Core Business) 65.4% -121pts 69.8% -30pts EBITDA Marg
Slide 66: Net Rental Income
Net Rental Income (€mn) Italy -€8.6mn -19.9% -€27.1mn -6.3% Romania -19.8% -19.3% -5.3 -3.3 -18.5* 136.6 FY2020 128.0 109.5 Net rental income 2019 Change in rental income Change in rental costs Net rental income 2020 adj COVID net direct impacts Net rental income 2020 Italy -4.2% -2.8€mn Romania -3.
Slide 67: Funds From Operations (FFO) as at 30/09/2021
Funds From Operations (FFO) as at 30/09/2021 Δ% Funds from Operations CONS_2020 CONS_2021 Δ 2020 vs 2020 Core business EBITDA 82.8 79.6 -3.2 -3.9% IFRS16 Adjustments (Payable leases) -6.9 -7.7 -0.8 12.3% Financial Management Adj. -21.9 -22.5 * -0.6 2.9% Extraordinary Management Adj. 0.0 0.0 ** 0.0 n
Slide 68: Financial management
Financial management (€mn) 5.4 3.8 5.4 3.8 2.8 3.8 2.8 2.8 Total Total € 36.8mn € 36.2mn -4.7% Negative carry 31.0 5.4 29.6 3.8 €400mn bond issue + SACE 31.0 29.6 2.8 29.6 IFRS16 and non-recurring charges FY2020 31.0 29.6 FY 2019 FY 2020 Finacial Mgt. Adj: FY 2019 FY 2020 -€1.4mn vs 2019 (-4.7%) FY
Slide 69: Financial structure at 30/09/2021
Financial structure at 30/09/2021 30/06/2020 30/09/2021 • NET DEBT is improving (approx. -60 €mn vs 30/09/2020 and approx. -20€mn vs 30/06/2021). LTV 49.1% 48.3% • LTV decreased by 80 pp vs 30/06/2021. ICR 3.2X* 3.4X* • LTV pro forma including disposal is further decreasing (45.6% - 270 pp). Average
Slide 70: Reclassified balance sheet as at 30/09/2021
Reclassified balance sheet as at 30/09/2021 Sources - Uses of funds (€/000) 30/09/2021 31/12/2020 Δ Δ% Fixed assets 2,227,167 2,234,484 -7,318 -0.3% Assets under construction 44,331 42,674 1,657 3.9% Other non-current assets 17,440 17,374 67 0.4% Other non-current liabilities -30,657 -30,371 -287 0.
Slide 71: EPRA Net Asset Value as at June 2021
EPRA Net Asset Value as at 30 June 2021 30/06/2021 31/12/2020 Net Asset Value EPRA NRV EPRA NTA EPRA NDV EPRA NRV EPRA NTA EPRA NDV IFRS Equity attributable to shareholders 1.136.236 1.136.236 1.136.236 1.114.442 1.114.442 1.114.442 Exclude: v) Deferred tax in relation to fair value gains of IP 17.7
Slide 72: Other Epra metrics as at June 2021
Other Epra metrics as at 30 June 2021 EPRA Performance Measure 30/06/2021 31/12/2020 EPRA NRV (€'000) 1.165.199 1.145.827 EPRA NRV per share € 10,56 € 10,38 EPRA NTA 1.156.816 1.137.258 EPRA NTA per share € 10,48 € 10,31 EPRA NDV 1.124.867 1.149.534 EPRA NDV per share € 10,19 € 10,42 EPRA Net Initia
Slide 73: More financial highlights as at 30/09/2021
More financial highlights as at 30/09/2021 31/12/2020 30/09/2021 Gearing ratio 1.03X 0.96X Average maturity of long term debt 3.2 years 2.7 years Hedging on long term debt + bond 93.0% 93.0% Share of M/L debt 98.3% 86.2% Uncommitted credit lines granted 151€ mn* 151€ mn* Uncommitted credit lines ava
Slide 74: Contracts and key tenants Italy as at 30/09/2021
Contracts and key tenants Italy as at 30/09/2021 Product Turnover Malls TOP 10 Tenant Contracts Category Impact N 95 N 185 N 203 N 273 N 639 clothing 3.1% 14 clothing 2.9% 10 electronics 2.2% 8 Average residual maturity : 4.0 years clothing 2.0% 9 Total no. contracts: 1,395 of which 124 renewals wit
Slide 75: Contracts and key tenants Romania as at 30/09/2021
Contracts and key tenants Romania as at 30/09/2021 Product Turnover TOP 10 Tenant Contracts category impact Winmarkt supermarkets 10.6% 11 N 85 N 286 N 68 N 37 N 72 clothing 6.7% 6 clothing 5.3% 10 clothing 4.4% 11 drugstore 2.7% 5 personal care 2.2% 4 jewelllery 2.0% 6 offices 1.7% 1 Average residu
Slide 76: Merchandising & Tenants Mix as at 30/09/2021
Merchandising & Tenants Mix as at 30/09/2021 Italy Romania Merchandising Mix* Tenant Mix* 76 *Internal processing on GLA sqm,
Slide 77: Italian Portfolio composition
Italian Portfolio composition* 27 shopping malls 20 hypermarkets Tenants of hypermarkets CENTRO D'ABRUZZO - Pescara CENTRO D'ABRUZZO - Pescara Coop Alleanza 3.0 CLODI' - Chioggia CLODI' - Chioggia Coop Alleanza 3.0 PORTO GRANDE - Porto d'Ascoli (AP) PORTO GRANDE - Porto d'Ascoli (AP) Coop Alleanza 3
Slide 78: The main shareholders: «Coop world»
The main shareholders: «Coop world» «Coop world» key data(1): 7 Legal entities throughout Italy 17 Regions covered by Coop Turnover ~ EUR 14.7 bil € (12.5 % of italian large scale retail) 2 No. of stores: ~1,150 Employees ~48,000 Members ~ 6.4 Mn people Coop Alleanza 3.0 (3) Unicoop Tirreno (4) Reve
Slide 79: Investor relations contacts
Raffaele Nardi Director of Planning, Control and investor relations raffaele.nardi@gruppoigd.it Claudia Contarini, Investor Relator T. +39 051 509213 claudia.contarini@gruppoigd.it Elisa Zanicheli, IR Team T. +39. 051 509242 elisa.zanicheli@gruppoigd.it Federica Pivetti, IR Team T. +39. 051 509260 f