Immobiliare Grande Distribuzione Siiq S.p.a. · MIL:IGD
Immobiliare Grande Distribuzione Siiq — IGD SIIQ — ESG Presentation (June 2021)
87 slides from Immobiliare Grande Distribuzione Siiq's sustainability presentation, June 2021
Slide 1: Sustainability Week Presentation
Sustainability Week Presentation June 2021
Slide 2: Disclaimer
Disclaimer This presentation does not constitute an offer or an These statements include financial projections and invitation t o subscribe for or purchase any securities. estimates and their underlying assumptions, statements regarding plans, objectives and expectations with The securities referred
Slide 3: Index
Index 1 Introduction to IGD Pag. 4 5 FY2020 and 1Q2021 Financial results Pag. 65 2 Operating performances in 2020 Pag. 11 6 Dividend and Outlook Pag. 73 3 Portfolio and projects Pag. 26 7 Appendix Pag. 76 4 Sustainability Pag. 38 3
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 35,2k €30,0k– €34,5
Slide 7: Group Structure (simplified)
Group Structure (simplified) 80.4% Revenues Parent Company 95% Financial debt 86% Portfolio value 13,7% Revenues 100% 5% Financial debt Italian Facility Management 6% Portfolio value 5,4% Revenues 100% No Financial debt Romania 6% Portfolio value 100% 0,5% Revenues Development project in No Financia
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 Average 2020 market Listed on STAR Segment of capitalization: c. €424 Mn Average 2020 daily trading: Italian Stock Exchange Last mkt capitalization approx.261,262 shares (28 May ’21) c. €444 mn Majority
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 as IGD’s Chairman on 20 April 2021 • Appointed in May 2009 • She was and executive of Conad Grouo until 1993 • IGD Board member since 2006 • She was General Manager of the Graranolo Gro
Slide 11: Operating performances
Titolo titolo 2 Operating performances note 37
Slide 12: Operating performances in Italy in 2019 and 2020
Operating performances in Italy in 2019 and 2020 2019 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Positive National Positive quick answer New restrictions* start of the Lockdown when the restrictions year were eased IMPACTS ON IGD’S SC: IMPACTS ON IGD’S SC: 66
Slide 13: Quick response to Covid and limited effects on leasing activities in 2020
Quick response to Covid and limited effects on leasing activities in 2020 Precautions and measures implemented to ensure Maintained a controlled risk profile the safety of the shopping centre visitors ITALIAN MALLS FINANCIAL CONTRACTS: OCCUPANCY* Renewals 55 turnover 46 TEMPERATURE MONITORING (downs
Slide 14: Good results when the restrictions were eased in 2020
Good results when the restrictions were eased in 2020 Evidence emerged after restrictions were eased*… Fewer but more targeted visits… Approx. 87% of footfalls recovered …with an increase in average ticket … € 26.0, +17% (+€3.8) …resulting in a slight increase in Tenant sales +0.3% overall purchases
Slide 15: What's happened in 1Q 2021: Covid restrictions still impact
What’s happened in 1Q 2021: Covid restrictions still impact January February March Normal activity Normal activitiy lockdown Ø 2020 economic «non-essential» activities in IGD’s shopping malls impact were closed about 25% of the possible days of operation on 1Q 2020 vs Restrictions and variable Restr
Slide 16: The main trends in the first months of 2021
The main trends in the first 4 months of 2021 2021 2020 January February March 1Q 2021 vs 1Q 2021 vs Δ month/month 1Q 2020 1Q 2019 TENANT SALES -38.1% -16.9% +142.2% -14.4% -38.1% FOOTFALLS -38.1% -27.1% +50.0% -19.5% -36.5% The 2020 trend with fewer but more targeted visits continued in the 1Q aver
Slide 17: Scenario change thanks to the reopenings
Scenario change thanks to the reopenings Progressive change Week 17-23 Week 24-30 Week 31 May Week 7-13 Week 14-20 Week 21-27 May May - 6 June June June June 40,0% 32,0% 30,0% Change vs 2020 20,2% 20,0% +13,6 % 14,2% 10,0% 7,1% 7,8% 4,3% 0,0% -10,0% Change vs -10,5% 2019 -11,7% -12,6% -15,8% -15,4%
Slide 18: Leasing management performance in 1Q2021
Leasing management performance in 1Q2021 74% MALLS of rental KEY MESSAGES income • No changes on the ITALY structure of existing contracts CONTRACTS: FINANCIAL OCCUPANCY* • Occupancy is decreasing in Renewals 50 Turnover 22 Italy (-90 bps) because of 93.6% the «knock-on effect» of the restrictions i
Slide 19: Collection rate FY2020 and 1Q2021
Collection rate* FY2020 and 1Q2021 2020 1Q 2021 Collected>95% Collected~75% ▪ Monthly invoicing Italian ▪ Negotiations with Portfolio tenants are in progress to manage the second lockdown in the same way as in 2020 (especially temporary Collected >95% Collected >88% reductions) Romanian Portfolio *%
Slide 20: IGD's shopping centers adapting to this context (1/2)
IGD’s shopping centers adapting to this context (1/2) Introduction of new brands, which despite the restrictions, recorded good results: Furniture solutions, opened at International brand, 4 stores Ready to Centro ESP: opened* with excellent results; new introduce new it became a true attractive anc
Slide 21: IGD's shopping centers adapting to this context (2/2)
IGD’s shopping centers adapting to this context (2/2) Openings of new brands and formats continued, despite being one of the sectors hit hardest by the restrictions La Piadineria – Centro Lame (BO) Poke Kal - Centrosarca (MI) Food and Open air food and beverage services allowed from 26th April #3 2.
Slide 22: Effective leasing activities to combat the negative impacts of Covid
Effective leasing activities to combat the negative impacts of Covid 24* among new openings and fully Innovative brand: MI Store restyled shops Next opening @Tiburtino (Roma) Continuous intense leasing activities to re-let the higher number of vacant spaces caused by the impacts of Covid Some of the
Slide 23: IGD assets to serve the community
IGD assets to serve the community The shopping center, which offers large, organized, supervised, regularly sanitized and easy to reach spaces, is the ideal location to quickly and safely create areas to endure proximity healthcare in Palermo is the first IGD shopping center to host a vaccination ce
Slide 24: Our idea of shopping center in the coming years
Our idea of shopping center in the coming years «Next Steps» projects: ideas for innovation ▪ The pandemic favored the acceleration of some transformations on-going in the retail world and, therefore, in the Shopping Centers sector • Two surveys* to better understand new visitors needs «Next steps»
Slide 25: First initiatives that are already being implemented
First initiatives that are already being implemented SERVICES MERCHANDISING LAYOUT AND TENANT MIX ▪ External areas intended for ▪ Apps to book/order at the ▪ Clinics in line with the plan to restaurants and leisure restaurants endure proximity healthcare ▪ Areas intended for pick-up and ▪ pet store
Slide 26: Portfolio and projects
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Slide 27: 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 Conè Centro Piave San Donà di Clodì Centro Nova Villanova di Mondovicino Sc&Rp Imola (BO) Coneg
Slide 28: The main characteristics of our portfolio
The main characteristics of our portfolio 2,265.7 € mn 42% of this portfolio consists of 8 “Key” assets of which 6 are Shopping centres (mall + hypermarket) On average every shopping centre is 10 years old Romania (last restyling/opening) 6% North western Italy 15% Southern Italy 12% Full ownership
Slide 29: IGD's portfolio market value (1/2)
IGD’s portfolio market value (1/2) Gross Initial EPRA Net Initial EPRA Net Initial FY 2019 * FY 2020 Δ% Yield Yield Yield topped up Malls Italy 1,574.54 1,473.30 (-6.43%) 6.53% 5.3% 5.4% Hypermarkets Italy 564.58 558.97 (-0.99%) 6.02% Romania 150.29 138.64 (-7.75%) 7.35% 6.0% 6.2% Porta a Mare + dev
Slide 30: IGD's portfolio market value (2/2)
IGD’s portfolio market value (2/2) ITALY ROMANIA € 2,381.4mn 7.5 7.5 Other 3.9% (91.99 €mn) Romania 6.3% -115.3 (150.29 €mn) -115.3 € 2,265.7mn 10.3 -6.5 0.5 -12.2 10.3 Other 4.2% -6.5 0.5 -12.2 (94.78 €mn) Romania 6.1% (138.64 €mn) FV change is due to DCF 2,381.4 assumptions (rates) for Malls 66.1%
Slide 31: EPRA Metrics
EPRA Metrics € per share FY 2020 FY 2019 Δ% NRV and NAV 10.38 11.40 -8.9% NTA 10.31 11.29 -8.7% NDV 10.42 10.81 -3.6% -0.23 0.54 -1.32 0.00 11.40 10.38 EPRA NRV/NAV 31 Resolved dividend FFO Change in asset fair Change in financial EPRA NRV/NAV 31 Dec 2019 value instruments fair Dec 2020 value and ot
Slide 32: Strong repositioning of the Romanian Portfolio
Strong repositioning of the Romanian Portfolio 1 5 9 13 2 6 10 14 1 7 2 Bistrita Piatra Neamt 8 Cluj-Napoca Vaslui 7 11 3 9 3 Turda Galati 14 Key Strategical points 4 10 1 13 12 Ramnicu Valcea 1 Buzau Braila Tulcea • Further capex Ploiesti for safety, maintenance 5 4 8 12 and commercial Slatina Bucu
Slide 33: Flexible and sustainable asset management
Flexible and sustainable asset management 2020 2021/2022 ✓ In order to strenghten the Group’s financial ✓ Priorities: non defferable activities, solidity some projects and capex were extraordinary maintenance, update of postponed as early March 2020. systems as well as fit out adaptations in order t
Slide 34: Pipeline
Pipeline CENTRO CASILINO PORTO GRANDE LA FAVORITA Project Mall Restyling and Mall Restyling and Hypermarket Hypermarket Mall Restyling Remodelling Remodelling Restyling of the external Reduction in the façade and internal areas hypermarket area and Restyling of the together with seismic creation of
Slide 35: Porta a Mare: an ambitious multifunctional project
Porta a Mare: an ambitious multifunctional project Lips Molo Mediceo Arsenale Livorno, touristic Port (Hotel, residential, entertainment and Officine Storiche services for the port) (retail, food court, residential) Focus next slide Piazza Mazzini Palazzo Orlando (retail, residential) Retail owned b
Slide 36: Porta a Mare: Officine Storiche The heart of the project
Porta a Mare: Officine Storiche The heart of the project End of work:1H2022 Total expected investment retail area : € 53 mn (of which remaining € 11mn*) Total surfaces: 20k sqm, of which 15k sqm dedicated to retail Stores: 30 + 10 restaurants + 1 fitness center *Data at 31/03/2021 36
Slide 37: Residential areas
Residential areas Piazza Mazzini Officine storiche 73 flats already sold 42 seafront flats (flats with garden, flats with terrace, (11 preliminary purchase agreements signed + 3 duplex terraced houses) being finalized at 25/05/2021 ) 37
Slide 38: Sustainability
4 Sustainability
Slide 39: IGD sustainability steps
IGD sustainability steps 2011 IGD’s first Sustainability Report (on 2010 data) 2012-2014 Process for greater internal awareness 2013 Sustainability issues incorporated in the Plan 2014-2015 Materiality analysis and new approach to the report 2016 Sustainability Report approved for the first time by
Slide 40: 2012-2014: Process for greater internal awareness
2012-2014: Process for greater internal awareness Once decided the Sustainability Report and the structure, IGD defines a process aimed at increasing internal involvement of: MANAGEMENT EMPLOYEES 2012 2013/2014 Definition of the contents of the Together with Impronta Etica, first Sustainability Plan
Slide 41: 2013: Sustainability issues incorporated in the Plan
2013: Sustainability issues incorporated in the Plan GOAL One step forward: sustainability issues are incorporated in the Plan SUSTAINABILITY PATH AND ACTORS INVOLVED Under the guidance of the Sustainability Commettee, the Board of Directors and internal teamworks together with managerial directors
Slide 42: 2014-2015: Materiality analysis and new approach to the report
2014-2015: Materiality analysis and new approach to the report Complying with the principles contained in the international standards Materiality: goal (GRI-G4 ed EPRA), IGD carrries out a materiality analysis to assess which issues may affect both the Company and its stakeholder. 15 material issues
Slide 43: 2016: Board of Directors' involvement
2016: Board of Directors’ involvement The Board of Directors is the promoter of the Company’s commitment to CSR. It annually assesses social-environmental performance and it approves the Sustainability Report. Besides demonstrating full directors’ commitment, this approval enables to compare formall
Slide 44: 2017: First external assurance and new materiality matrix
2017: First external assurance and new materiality matrix For the first time, the data and the information included in the Sustainability Assurance Report are subject to Limited Assurance in accordance with the procedures set out in ISAE 3000. Subject to assurance: compliance with GRI Standards*, th
Slide 45: Social Responsibility strategy
Social Responsibility strategy 3 ELEMENTS OF THE SUSTAINABILITY STRATEGY Material issues Sustainability Sustainability risks analysis targets 45 45
Slide 46: Material issues
Material issues The 12 material issues represent the cornerstones upon which sustainability planning and strategy is based GREEN RESPONSIBLE ETHICAL ATTRACTIVE TOGETHER 1. Climate Change 3. Good 6. Governance, 7. Sustainable 11. Stakeholder 2. Accessibility employment ethics and enhancement engageme
Slide 47: Sustainability risks
Sustainability risks IGD identifies the sustainability risks associated to each material issue, the necessary policies and actions and defines the KPIs to monitor the level of presidium. An example can be found below: 47 47
Slide 48: Sustainability targets
Sustainability targets At the begininning of 2020 IGD reviewed its sustainability targets by adding some medium-long term targets to those already included in the 2019-2021 Strategic Plan. Some of the 25 targets can be found below: ZERO CO2 EMISSIONS: ITALIAN PORTFOLIO NEARLY ZERO ENERGY BUILDING BY
Slide 49: Covid impact on the strategy and performance
Covid impact on the strategy and performance IGD decided to confirm its sustainability strategy, albeit with the need for partial adjustments to be carried out in the 3 elements upon which it is founded (material issues, risks and targets). Material issues CSR risks Targets Confirmed the 12 topics «
Slide 50: Task Force on Climate-related Financial Disclosures
Task Force on Climate-related Financial Disclosures • In 2017 Task Force on Climate-Related Financial Disclosures (TCFD), created by What is it? the Financial Stability Board published its recommendations aimed at encouraging companies in communicating information about governance, strategy, risks a
Slide 51: Participation in the UN Global Compact
Participation in the UN Global Compact In 2020 IGD decided to adhere to the Global Compact, the world’s most important initiative on the sustainability of organisations, promoted by the United Nations. 51 51
Slide 52: IGD sustainability in the national and international context
IGD sustainability in the national and international context PARTICIPATION IN NATIONAL AND INTERNATIONAL ORGANISATIONS AND EVENTS ON SUSTAINBILITY Universities lectures and testimonies Member of the EPRA Member of the Chairman of the ESG Member of Impronta IGD is called to spoke Sustanability commit
Slide 53: Some of the results achieved
Some of the results achieved Level of satisfaction of IGD shopping centers’ visitors 3.9 (scale 1min. - 5max.) Co2 Emissions intensity 2020-2012 (KgCo2/Mq) -36.1% The structured engagement of all stakeholders allows IGD to understand their expectations and evaluate if integrate them in its strategy
Slide 54: 54 54
54 54
Slide 55: GREEN
GREEN 8 Photovoltaic systems installed in 7 Shopping Centers The Shopping Centres can have an impact on the environment due to: 19 Shopping Centres equipped with LED lighting systems 1. the large amount of energy they consume 2. the road traffic they can create 100% Electricity from renewable source
Slide 56: Responsible
responsible
Slide 57: RESPONSIBLE
RESPONSIBLE 96% % permanent contracts(2020) IGD undertakes to behave in a responsible manner towards people. With its employees it is committed to fostering 99,3% % employees trained during the year (2020) “good employment”, where continuous skills development and the promotion of these are two of %
Slide 58: Becoming Great
becoming g-re.a.t.
Slide 59: ETHICAL
ETHICAL % of least represented gender in the Board of 36% Directors • IGD adopted a governance system aligned with the best practices of listed companies. • The Company undertakes to operate 7 on 11 Independent Directors ethically and to ensure that all the necessary safeguard measures are in place,
Slide 60: Attractive
attractive
Slide 61: ATTRACTIVE
ATTRACTIVE IGD’s commitment to ensure its Shopping Centres 13.1% Social-environmental events - % out of total are, and remain, attractive, involves: (2019) • A continuous enhancement of the areas, both 3.8 Total € spent annually by IGD Shopping Centres from an architectonic point of view and from th
Slide 62: Together
together
Slide 63: TOGETHER
TOGETHER IGD enters into contact with a variety of stakeholders, both at institutional level and at The local events on the total of those organised in a more local one. 1 in 3 IGD Centres (2019) • It has established a continuous dialogue with these in order to understand their 1.6 Sponsorships to l
Slide 64: UNI ISO37001 Anti-Bribery certification obtained
UNI ISO37001 Anti-Bribery certification obtained 20 April 2020 UNI ISO 37001:2016 Certification «Anti Bribery Management System» The certification represents the international standard for anti-corruption management system. The result achieved is consistent with the values expressed in the MOG*, the
Slide 65: FY2020 and 1Q2021 Financial Results
5 FY2020 and 1Q2021 Financial Results
Slide 66: FY 2020 and 1Q2021 main results
FY 2020 and 1Q2021 main results 2020 vs 2019 1Q 2021 vs 1Q 2020 REVENUES Rental Income €145.6 mn -6.2% €36.7 mn -4,4% Net Rental Income €109.5mn -19.8% €26.2 -20.7% EBITDA EBITDA (Core Business ) €99.4 mn -20.6% €23,8mn -21.6% EBITDA Margin (Core Business) 65.4% -121pts 61.8% -140pts EBITDA Margin F
Slide 67: 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 -1.4€mn -20.9% -6.8€mn -
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 Totale Totale 9,0€mn non-recurring charges 8,8€mn FY2020 Totale 8,8€mn 31.0 29.6 0.7FY 2019 FY0.6 2020 Finacial Mgt.
Slide 69: Funds From Operations (FFO)
Funds From Operations (FFO) -€5.5mn -€24.0mn -6.6% -28.8% -7.3 0.2 FFO p.s. 1.4 -18.5 0.54€ 83.3 77.8 FY2020 59.3 FFO_2019 Change in core Change in financial Change in taxes and FFO_2020 adj COVID net direct FFO_2020 business Ebitda adj* 1 management adj other impacts -1.5€mn -6.9€mn -7.1% -33.3% FF
Slide 70: Financial structure as at 1Q2021
Financial structure as at 1Q2021 31/12/2020 31/03/2021 LTV 49.9% 49.5% • Net debt improved in the (adj. IFRS16 c. 47.8%) (adj. IFRS16 c. 47.6%) first quarter (-10€mn vs YE2020) ICR 3.2X 2.9X • LTV is slightly decreasing Average cost of 2.30% 2.32% debt NET DEBT Debt breakdown* €1,145.4 mn** MARKET S
Slide 71: Debt maturity as at 1Q2021 Ratings
Debt maturity as at 1Q2021 €100mn: 2.25% 7y €400mn: 2.125% 5y Ratings 2.1% 5y* Repayed on 2.65% 7y 209 500 BBB- negative outlook 1 March 154 71 9 2 9 67 7 52 53 46 25 27 6 2021 2022 2023 2024 2025 2026 >2026 BB+ negative outlook secured bank debt unsecured bank debt Bonds Already repayed Taking into
Slide 72: On-going process on disposals to rebalance the financial structure
On-going process on disposals to rebalance the financial structure ✓ Consistent with 2019-2021 Strategic Plan, the procedure for the disposal of a portfolio of stand-alone hypermarkets/supermarkets was started ✓ Mandate granted to CBRE, a premiere international advisor Asset class with a Attractive
Slide 73: Dividend and Outlook
6 Dividend and Outlook
Slide 74: Dividend
Dividend 2020 Next few years ✓ Loss of the Parent company IGD SIIQ SPA ✓ As soos as external conditions allow, IGD ✓ Safeguard of the financial stability and the intends to resume paying dividends and investment grade profile providing its shareholders with attractive remuneration NO DIVIDEND IGD sh
Slide 75: Outlook
Outlook The first few months of 2021 were undoubtely difficult for shopping center operations due to the restrictions put in place, and it is therefore plausible that the Company will again be impacted directly and indirectly by the pandemic NEW OUTLOOK Basic assumptions • Effective implementation o
Slide 76: Appendix
Titolo titolo 7 Appendix note 65
Slide 77: Consolidated Income Statement 1Q2021
Consolidated Income Statement 1Q2021 GROUP CONSOLIDATED (a) (c) Δ 1Q_CONS_2020 1Q_CONS_2021 (c)/(a) Revenues from freehold rental activities 35.3 33.6 -5.0% Revenues from leasehold rental activities 3.1 3.1 1.9% Total income from rental activities 38.4 36.7 -4.4% Rents and payable leases 0.0 0.0 -9.
Slide 78: Reclassified Balance Sheet 1Q2021
Reclassified Balance Sheet 1Q2021 Sources - Uses of funds (€/000) 31/03/2021 31/12/2020 Δ Δ% Fixed assets 2,231,246 2,234,484 3,238 0.1% Assets under construction 44,182 42,674 -1,508 -3.4% Other non-current assets 17,956 17,374 -582 -3.2% Other non-current liabilities -30,646 -30,371 275 -0.9% NWC
Slide 79: Funds From Operations (FFO) 1Q2021
Funds From Operations (FFO) 1Q2021 Funds from Operations CONS_2020 CONS_2021 Δ 2020 Δ% * Core business Ebitda 30.3 23.8 -6.6 -21.6% IFRS16 Adjustments (Payables leases) -2.6 -1.7 0.8 0.3% Financial management adj -6.8 -7.9 -1.0 15.2% Extraordinary management adj 0.0 0.0 0.0 n.a. Gross margin from tr
Slide 80: More financial highlights 1Q2021
More financial highlights 1Q2021 31/12/2020 31/03/2021 Gearing ratio 1.03X 1.01X Average lenght of long-term debt 3.2 years 3.2 years Hedging on long-term debt + bond 93.0% 92.7% Share of M/L term 98.3% 98.6% Uncommitted credit lines granted 151€ mn* 151€ mn* Uncommitted credit lines available 151€
Slide 81: Other Epra metrics FY2020
Other Epra metrics FY2020 EPRA Performance Measure 31/12/2020 31/12/2019 EPRA NRV/NAV (€'000) 1,145,827 1,258,008 EPRA NRV/NAV per share € 10.38 € 11.40 EPRA NTA 1,137,258 1,245,473 EPRA NTA per share € 10.31 € 11.29 EPRA NDV 1,149,534 1,192,894 EPRA NDV per share € 10.42 € 10.81 EPRA Net Initial Yi
Slide 82: Italian Portfolio: hypermarkets and shopping malls
Italian Portfolio: hypermarkets and shopping malls 27 shopping malls 25 hypermarkets Tenants of hypermarkets Centro D'Abruzzo - Pescara Centro D'Abruzzo - Pescara Coop Alleanza 3.0 Clodì - Chioggia Clodì - Chioggia Coop Alleanza 3.0 Porto Grande - Porto d'Ascoli (AP) Porto Grande - Porto d'Ascoli (A
Slide 83: Contracts and key tenants Italy 1Q2021
Contracts and key tenants Italy 1Q2021 Malls Product Rents TOP 10 Tenant Contracts category impacts N 171 N 187 N 204 N 840 clothing 3.1% 14 64.8% 10.6% 10.4% 14.2% clothing 2.6% 9 2021 2022 2023 >2023 electronics 2.1% 8 Average residual maturity: 3.9 years personal care 1.8% 17 Total contracts: 1,4
Slide 84: Contracts and key tenants Romania 1Q2021
Contracts and key tenants Romania 1Q2021 Product Rents TOP 10 Tenant Contracts category impacts Winmarkt supermarkets 11.3% 11 N 216 N 197 N 49 N 78 clothing 5.7% 10 36.0% clothing 4.6% 11 28.0% 25.0% clothing 3.6% 6 drugstore 2.8% 5 11.0% jewellery 2.3% 4 personal care 2.1% 5 2021 2022 2023 >2023 o
Slide 85: Merchandising & Tenants Mix 1Q2021
Merchandising & Tenants Mix 1Q2021 Italy Romania Household Culture, leisure and Household goods Restaurants Supermarkets goods gift items 5% 7% 11% Culture, leisure 9% 3% and gift items Electronics Personal care 12% Electronics 7% 4% 2% Personal care Services 5% 9% Services Merchandising Restaurants
Slide 86: The main shareholders: «Coop world»
The main shareholders: «Coop world» 7 Legal entities throughout Italy «Coop world» key data(1): 17 Regions covered by Coop Turnover ~ EUR 14.7 bil € (12.9 % of italian large scale retail) 2 No. of stores: ~1,200 Employees ~52,000 Members ~ 6.7 Mn people Coop Alleanza 3.0 (3) Unicoop Tirreno (4) Reve
Slide 87: 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