Organizacion Soriana S.A.B de C.VSoriana Investor RelationsFebruary 2020

A Growth Story

1994 2000 2001 2002 2003

2007 2010 2011 2012 2013 2014 20172016 2018

Soriana's first

store opened in

Torreon, Coahuila

Merger of

Organizacion

Soriana and

Sorimex

100 in

operation

Loyalty

Program

Kickoff

Soriana starts its

transformation

project

First wind energy

park

600 stores &

revenues over

MXN$100 billion

IPO

1920

Acquisition of

205 Gigante

stores

Corporate

image

renovation

Acquisition of 143

Comerci stores

and JV with Grupo

Falabella

First

Soriana Mercado

Opening of the

1st Sodimac store

in the country and

50th anniversary

of the Company

Soriana Movil

Store format

diversification

Star operation City

ClubFamily

Seprataion

Soriana

Sorimex

34K lines

48 Stores

1968 1986 1987 2005

2

2019

Convenience

Store format

Smallest store

format 1,500sqm

Soriana’s

beginnings

Payback

Dunnhumby

3

StoresSelf-service

Warehouse ClubCity Club

Convenience StoresSuper City

E-commerceSoriana.com

DYI Home Improvement (Sodimac) and Financial Services

Falabella - SorianaCommercial Premises Malls – Soriana Real

Estate

Business Units

SORIANA MERCADO (2003) C/D

Avg. Sales floor: 4,500m2 SKUs: 12,000

Presence: 25 States | 107 cities

% Part. /$: 14%

380STORES SORIANA HIPER

(1968) AB/C

SORIANA.COMOnline store (2015)

SORIANA EXPRESS (2010) C/D

CITY CLUB (2002) AB/C

SÚPER CITY (2005) AB/D

Avg. Sales floor: 7,000m2 SKUs: 45,000

Presence: 32 States | 125 cities

Avg. Annual Traffic: 21.3 millions

SKUs: 15,000

Avg. Sales floor: 1,500m2 SKUs: 6,500

Presence: 26 States | 92 cities

Avg. Sales floor: 8,000m2 SKUs: 4,500

Presence: 18 States | 27 citiesAvg. Sales floor: 90m2 SKUs: 1,800

Presence: 8 States | 28 cities

% Part. /$: 64%

% Part. /$: 4%

% Part. /$: 9%

165STORES

103STORES

35STORES

107STORES

Business Units – Store Formats

LOW PRICE LOW PRICE

E-COMMERCE

CONVENIENCE

HYPERMARKETS

WAREHOUSE CLUBS

SORIANA SUPER(2007) AB/C

% Part. /$: 8%

127STORES

SUPERMARKETS

Avg. Sales floor : 2,500m2 SKUs: 20,000

Presence: 20 States | 49 cities

SODIMAC(2018) AB/D+

Avg. Sales floor: 11,500m2 SKUs: 31,000

Presence: 3 States | 5 cities 5STORES

HOME IMPROVEMENT - DYI

Business Units

StoresAvg. Sales Floor Area

(sqm)

7% 14% 34% 45%

7,638,885 15,191,788 38,306,759 50,439,106

% Population

Population

380 7,000

103 1,500

127 2,500

165 4,500

35 8,000

107 90

3 11,500

A/B C+ C D/E

Segment

810

6

4.1 million sales floor area (sqm)

32 States

280 Municipalities / Cities

2 Headquarters Offices

14 Distribution Centers

+10,200 Real estate premises

TOTAL STORES

NORTH 39%318 STORES

43% SALES

Presence

CENTRAL 43%348 STORES

41% SALES

SOUTH 18%144 STORES

16% SALES

7

Historical Key Indicators

234

810

StoresCAGR: 10.0%

1,749

4,122

Sales Floor Area(thousands m2)

CAGR: 6.8%

320

671

Clientes / Transactions(millions)

CAGR: 5.9%

$60.6

$155.7

2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9

21.2%

2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9

$4.8

2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9

$4.6

2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9

Total Revenues(Billion pesos)

Gross Margin

EBITDA(Billion Pesos)

CAPEX(Billion pesos)

22.3%

$1.7

$12.4

Historical Key Indicators

CAGR: 7.5%

CAGR: 7.5%

Comerci Acquisition Integration Systems New Platform

9

Recovery Strategy

Same Store Sales Indicator Evolution

8.0%

6.9%

9.1%

5.3%

1.7%

5.2%

4.6%

1.2% 1.0%

-0.6% -0.2%

0.3%

-0.5%

2.4% 2.2%1.7%

1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19

10

Expenses Control(figures in million pesos)

$5,510 $5,714

$6,067 $6,176

$5,403 $5,498 $5,649

$5,891

2.9% 2.4%

9.8%12.6%

-1.9%

-3.8%

-6.9%

-4.6%

1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 LTM

Operating Expenses (w/out Deprs) % Expenses Incr.

Recovery Strategy

Monthly Sales per Sq. meterOnly self-service (excludes City Club)

Sales Floor Optimizations

SF: 9,120 m2

6,979 m2

New Sales Floor area 2,141 m2

New Leasing space

11

CAGR: 4.0%

$2,542 $2,370

$2,833 $2,851 $2,978

FY15 FY16 FY17 FY18 FY1917 optimized stores

+ 20 scheduled for 2020

Recovery Strategy

12

Hiper San Francisco Chihuahua. Chih

AFTER

Sales per sq. meterBEFO

RE

Optimized Stores

116%

13

Super DescubridoresMonterrey, NL.

Soriana Super Concept Renovation

AFTER

BEFO

RE

Maintaining an adequate debt balance

Net Debt / EBITDAw/out IFRS16

Spread (bps)

Long Term Debt 100% 94% 97% 86% 89% 87% 82% 83% 100% 0%

(figures in billion pesos)

3.1x 1.96x 1.6x 1.9x 2.0x 1.4x 1.0x 0.5x 0.2x -0.2x

.82 .68 .64 .13 .32 .50 .55 .54 .67 -

Deleveraging Strategy

14

2.6x 2.0x 1.5x 1.0x 0.7x 0.3xIFRS16:

$3

5.4

$2

6.0

$2

2.9

$2

2.7

$2

3.2

$1

8.4

$1

3.8

$7

.7

$4

.0

$0.0

OPA 2016 2017 2018 2019 2020 2021 2022 2023 2024

Homecenter San MateoDic 2019

San Luis Potosi February 2020

16

Financial Business Indicators

• 100% control of Soriban

• Established corporate offices and full corporate &

operational structure

• 154 in-store modules in operation

• More than 150,000 new cards issued in 2019

• More than 275,000 total clients

• Credit portfolio: MXN$1.5 billion pesos

• Sales of MXN$4.0 billion pesos

• Credit Card with the 2nd place in capturing sales with

no interest during the “Buen Fin” campaign (Mexican

Black Friday) with 20% participation and 3rd place in

capturing regular sales during the same period.

Soriana-Falabella

This initiative consists in offering our clients the benefits

of the two largest and most important Loyalty Programs

in Mexico through our Recompensas Loyalty card and

thereby contributing to the increase and recovery of sales.

Soriana Recompensas + Payback

Soriana signed a 5-year collaboration agreement with

Dunnhumby, world's leading British company in the analysis

of information on loyalty programs in the world.

Signing of a collaboration contract with Payback, a

subsidiary of AMEX, in order to add the benefits of the

Payback Program to our Recompensas Loyalty Program

The main benefits are:

✓ Update and improve the

quality of our database

✓ Attract Payback customers who

don't visit us today.

✓ Dunnhumby expertise for data

mining of customer databases.

17

Loyalty Program

Partnership with supplier in

order to commercialize

customer consumption patterns

Sale of mailing list for

directed communications

VALUE CREATIONIncrease productivity per sqm through better

customer-centered decisions

MONETIZE INSIGHTS MONETIZE MEDIA

The main objective of this project is to improve sales, by using information from our customers and their consumption patterns in order to improve business decision making, as well as to offer a personalized shopping experience and attract new customers.

In recent years, the Company has been recognized for its actions regarding

Social Responsibility in aspects that include its economic, social and

environmental commitment:

Philanthropic Companies in Mexico

Companies with Environmental Commitment

The 100 Companies with the Best Reputation in Mexico

18

#9

#10 #17

#28

The 50 Socially Responsible Companies in Mexico

Corporate Social Responsibility

Continue Expense

management under a shock

plan approach

Increase Sales per Sq.

meter

Continue with inventory

optimization

Strengthening our

Private / Own Brand04

03

02

01

Invest in customer

knowledge

0519

2020 FOCUS

Debt Payment E.2020

MXN $4.800 billion

Estimated % Inc. SSS

≈ 3 - 4 %

Exp. EBITDA margin

≈ 10 bp

2020 CAPEX

≈ MXN $2.1 billion

2020 New stores

≈ 4 stores

GUIDANCE 2020