THE THE COMPANY

Any statements made during this presentation referring to the Company’s business outlook, projections and financial and operating goals represents beliefs and assumptions of the

Management of Lojas Renner S.A and is based on information currently available to the Company. Future considerations are

not a guarantee of performance. These involve risks, uncertainties and assumptions since they refer to forward-

l ki t d th f d d i t th t looking events and, therefore depend on circumstances that may not occur. The audience should understand that general economic and industry conditions, as well as other operating factors may affect the Company’s future results and lead to

outcomes that may be materially different from those expressed in such future considerations.

Beginning of the Story Expanding Territory Driving Growth

Company Background

1912 – 1993... 1994 - 2004... 2005 – 2015...

2005J.C. Penney divests its stake and Renner lists on the Novo Mercado as the 1st Brazilian Corporation

1994Expansion into the States of Santa Catarina and Paraná

1912A.J. Renner begins operations

1922O i f th fi t t i P t

2006 Renner makes its debut in the Northeast and begins working with Financial Products

2007 Debut into the North

1996 “Enchantmeter” – equipment for monitoring customer satisfaction

1997 Rollout of the first stores in São Paulo

Opening of the first store in Porto Alegre

1940Becomes a full line department store

Debut into the North

2010Launch of the Co-branded Credit Card and introduction of E-commerce

2011

Rollout of the first stores in São Paulo

1998 J.C. Penney acquires a controlling stake

1999

1965 Lojas Renner S.A. is constituted

1967 Capital Listing

2011 Acquisition of Camicado

2012Inauguration of the Rio de Janeiro DC, implementation of the Shared Services Center and the Launch of the Renner

999 Expansion into the Southeast and debut in the Midwest Region

2002 Introduction of the Lifestyle Concept

1973 Launch of the Renner Private Label Card

1987Heavy consumer durables phase Center and the Launch of the Renner

Advantages Club

2013Launch of Youcom

2014

2003Phase out of Home and Décor department

Heavy consumer durables phase out

1991 Change of the concept to a specialized fashion store

Present in all Brazilian states and FD

2015Inauguration of the new Santa Catarina DC

• 100% free float

Corporate Governance

Shareholder’s Fiscal Council• 100% free float

• Listed on BM&FBOVESPA Novo Mercado

• 100% common sharesBoard of Directors

Shareholder sMeeting

Fiscal Council

• 100% tag along

• Majority of independent memberson the Board of Directors (88%)

MemberMemberMember Member. MemberJoséGalló

ChairmanOsvaldoSchirmer

Vice Chairman

ClaudioSonder

People Sustainability

Member

Strategic

FábioPinheiro

Audit and Risk Management

Fláviade Almeida

José CarlosHruby

AlessandroCarlucci

CarlosSouto

• Different executives occupying the Chairman and the CEO positions

• Permanent Fiscal CouncilCEO

Internal Auditors

Independent Auditors

pCommittee

yCommittee

S gCommittee

gCommittee

• Committees directly linked to the Board of Directors

• Own Internal Charters (Board of Directors, Fiscal Council & Committees)

St k O ti Pl li i t t f

CEOJosé

Galló

Executive Officers

Loss Prevention Compliance

Internal Auditors

• Stock Option Plan aligns interests of executives to shareholders

• Board of Directors Portal

• Secretaries to the Board and Committees

KuzeRodriguesCosta FaccioLaurence

Gomes

CFO & IRO OperationsIT & MgmentProcurementHRFabioEmerson HaroldoClarice

• Secretaries to the Board and Committees

• Formal Appraisal of the Board of Directors and Executive Officers

Executive Group

Our BusinessesLojas Renner

• Listed Company since 1967

• Largest fashion retailer in Brazil

• 275 stores in operation (December, 31st 2015)

• The brand which stands by the modern woman

• Target public between 18 and 39 years old, drawn from A-, B and C+ social classes

• 92% of stores located in shopping malls

• Stores leased with an average selling area of 1.8 thousand m²

• 16 proprietary brands of apparel, 1 for cosmetics, 1 of accessories and 1 for footwear

• Brands and products reflect the Lifestyle concept

• 26.0 MM Renner Cards issued with about 30% held by active customers

• Forecast of 408 stored in operation by 2021

Our BusinessesCamicado

• Acquired in 2011

• Leader in the home and décor segment

68 t i ti t• 68 stores in operation (December, 31st 2015)

• Strong and recognized brand, leader in wedding registry lists in São Paulo

• Target public between 18 and 39 years old, drawn from A-, B and C+ social classesg p y , ,

• 100% of the stores located in shopping malls

• Leased stores with an average selling area of 500 m²

• The only nationwide player in the segment

• No large competitors, only regional chains

• Accepts Renner Cards

• Strong potential through a new product mix

O t iti f i t ti l i l l• Opportunities for international sourcing on a larger scale

• Forecast of 125 stores in operation by 2021

8

Our BusinessesYoucom

• Launched in 2013

• A specialized store chain catering for youth fashion

• 37 stores in operation + E-commerce (December, 31st 2015)

• Target public from 18 to 28 years old, drawn from the A-, B and C+ social classes

• 100% of the stores located in shopping malls

• Leased stores with an average selling area of 150 m²

• Differentiated products with a fashion appeal

• Comparable quality and competitive prices

• No direct competitors

• Potential for smaller markets

• Potential of 300 stores by 2021 with the possibility of operating through multi-brand retailers and franchises

Our BusinessesE-commerce

• Established in 2010/2011

• An additional relationship channel for costumers

• Ranks among the mainly stores of the Company

• Delivers throughout Brazil

• Offer the same mix of products carried on the bricks and mortar

• Possibility of exchanging goods at the physical stores• Possibility of exchanging goods at the physical stores

• Brand penetration generates opportunities at the online market

• EBITDA breakeven reached by the third year of operationy y p

• Approximately 50% of sales through Renner Card

• Great business opportunity to Camicado and Youcom

Our BusinessesFinancial Products

Private Label

Cartão Renner

Quick Withdrawal

Saque Rápido

Co-branded Card

Meu Cartão

• For eligible customers only

• Average ticket of R$ 670.0

• 2.0 MM cards able to buy

• Payments in up to 12 installments

• 26.0 MM cards

• 48.8% of sales in 4Q15

• Average tenure of 8 months

• Additional revenues from financing

• Revenues from service charges

• Revenues from financing

• Option for billing or via booklet

• Revenues from revolving credit

• Average ticket of R$197.44 in 4Q15

• Credit plans in up to 08 installments

• Generates customer traffic and g

• Revenues from insurance and

assistance

g

• Revenues from service charges

• Admin fee for use extra-Renner

higher sales ticket

• Additional income from financing

• Insurance and Assistance

• 24 hour Bank drawing

• Revenue from insurance business

• Renner Advantages Club

• Credit Portfolio of R$ 179.4 million

• Meu Cartão Advantages Club

• Credit Portfolio of R$ 455.2 million• Credit Portfolio of R$ 1,270.5 million

(December, 31th 2015)

Geographic DistributionNational Footprint( , )

APRR

12

PE

CERN

PBPITO

MAPAAM 36

2

44

62

2

2

71

MTDF

MG

PE

BASE

AC RO AL

2

98

9

3

3

1

141

19

GO

7

2

1

1

1

Renner

Camicado

YoucomS th 59 12 10

MS

PRSP RJ

ES

4

3

30

2

7

24 7

9

3

16

29

19

8324

1

14

3

Renner DC

Camicado DC

South 59 12 10

Southeast 138 43 27

Midwest 23 7 -

Northeast 40 6 -

RS

SC3

16

75

29

3

Selling Area Expansion

CAGR (2011 – 2015) = 12.4%North 15 - -

Total 275 68 37

• 83% of the apparel purchasing decisionsFocus on Woman

Competitive Advantages

“To be the brand which stands by themodern woman offering a range of styles ofhigh quality fashion at competitive pricesand excellence in services. Enchanting andi ti ”

• 80% of Lojas Renner’s customers

• 82% have increased their purchasing power

over the last decadeinnovating.”

Lifestyle Concept• More efficient use of time for shopping

Each brand represents the lifestyle of agroup of customers based on theirattitudes, personal interests, values andpersonalities. The brands bear no

l ti hi t i l l b t th

• More efficient use of time for shopping

• One-stop-shop concept for the whole family

• Reduced need for markdowns

relationship to age or social class, but ratherto life styles. • Increases opportunities for cross-selling

In each Renner store there is monitoringdevices where customers are invited torate their shopping experiences thus

Enchanted65.6%

Satisfied31.2%

Enchantment

permitting the evaluation of customersatisfaction and enchantment. Unsatisfied

3.2%

LOOKING TO THE FUTURETHE FUTURE

Growth Prospects

PRODUCTIVITY INCREASE:

• Stores remodeling• New visual merchandising

408 stores

• New visual merchandising

• Better purchasing experience

(line, fitting room, security tags)

• Increase in selling area (push-pull)125 storesrget

s

• Review of Camicado’s selling areas

P t ti l

2021

Ta

r

Potential 300 stores

SALES TO MULTIBRAND RETAILERS

FRANCHISE

CAMICADO

YOUCOM YOUCOM

ORACLE ORACLE RETAIL

Need to Change

Retek v10

2005

OR v12

2009 2013

Planning Upgrade to V14

2016

Oracle Retail V14Go Live

In 2013, in order to become the biggest Fashion retailer of Americas and continueits growth, Lojas Renner started to plan the upgrade of its retail platform to OracleRetail V14

Go e

Main Objectives

Retail V14.

• Simplify IT Operation• Simplify Business Process and System Usability• Replace non-Oracle applications to Oracle applications• Less customizations• Less customizations• Ability to update with new releases and patches• Price change process less complex and more intuitive• Stock accuracy due to having all related data inside Retail

SIM Project Scope

Th 4 bi ill i SIM R t il (O l R t il) B k ffi (O lThere are 4 big pillars in SIM: Retail (Oracle Retail), Backoffice (OracleEBS), Fiscal Management Solution(Mastersaf) and Legacy systemsReview.

Oracle Retail Version Update

V12 V14 Oracle EBSV12 V14 Oracle EBSVersion Update

V10 V12• RMS – Retail Management System

• RPM – Retail Price Management

New Fiscal

• COE (New) - Clearance Optimization Engine

• RMA (Replacing RDW) - Retail Merchandising Analytics

• RESA Oracle Retail Sales Audit ManagementSystem

Legacy S

• RESA – Oracle Retail Sales Audit

• RFM (New) – Retail Financial Management;

• RSIM (New) – Retail Tore Inventory System; SystemsReview

• RPAS – (MFP/AP) – Retail Planning Assortment System

Main Benefits

Oracle Retail Version Update

V12 V14

• RMS• Integrated Stock • Mass data upload

f f ( )• Allocation will give us more felxibility, better user interface, new methods (scenaries), productPicture

• Multilevel distribution (conciliation)• Automatic Inbound Cancelations

• RPM (New)• RPM (New) • New way of managing regular pricing, promotions(simple and complex) and clearances

activities• Less customizations as it is an Oracle product

• COE (New)• COE (New)• Optimized scenarios for clearances that will give best results for the company• “What if”• Statistical calculation engine

Main Benefits

Oracle Retail Version Update

V12 V14

• RMA (Replacing RDW)• Historical Data

• RESA• Audit and consolidate sales transactionsAudit and consolidate sales transactions• Will be deployed with 0% customization. • The information will be integrated directly from our automation system to ReSA , bypassing

the legacy system.• Business area wil be able to assess errors that may generate distortion in stock and easily

fi thfix them.• RFM (New)

• Mass return transfers• Native integration with RMS and SIM, less customization

• SIM (New)• SIM (New) • New store management system.• It allows the stores to have visibility of the stock from other stores on the same area • Give us more visibility of where item is located inside the store• Issue invoices in the stores for transfers and returns

Lojas Renner and Oracle Relationship and Commitment

Due to the challenge and impact of this upgrade, the relationship andcommitment between Lojas Renner and Oracle increased.

Increase Relationship and Commitment

Fle ibilit and Agilit on sol ing iss es• Flexibility and Agility on solving issues• One of the biggest Oracle Retail reimplantation in Latin America• Anticipated Brazil Localization of the RFM module, following the Global

releases• Creation of a Oracle team in Brazil to develop localized versions (São

Paulo)• Replace non-Oracle applications to Oracle applications• Anticipate changes to the releases due to Renner’s necessity (Mobility)• Anticipate changes to the releases due to Renner s necessity (Mobility)• Participation of Lojas Renner on important Oracle Committees (CAB)• Oracle Executive Team is supporting closely the reimplantation• Knowledge and support sinergy

Where we are

Oracle Retail

GO-LIVE

Final TestsOracle Retail

V14

07/0806/15 08/01/201604/04 07/29

Business Preparation

Questions