1. X5 RETAIL GROUP Company overview and strategy
June 2007

2. Disclaimer
This presentation does not constitute or form part of and should not be construed as an advertisement of securities, an offer or invitation to sell or issue or the solicitation of an offer to buy or acquire or subscribe for securities of X5 Retail Group N.V. or any of its subsidiaries or any depositary receipts representing such securities in any jurisdiction or an invitation or inducement to engage in investment activity in relation thereto. In particular, this presentation does not constitute an advertisement or an offer of securities in the Russian Federation.
No part of this presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever.
No representation, warranty or undertaking, express or implied, is given by or on behalf of X5 Retail Group N.V. or any of its directors, officers, employees, shareholders, affiliates, advisers, representatives or any other person as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein or any other material discussed at the presentation.  Neither X5 Retail Group N.V. nor any of its directors, officers, employees, shareholders, affiliates, advisors, representatives or any other person shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this presentation or any other material discussed at the presentation or their contents or otherwise arising in connection with the presentation.
This presentation includes statements that are, or may be deemed to be, “forward-looking statements”, with respect to the financial condition, results, operations and businesses of X5 Retail Group N.V. These forward-looking statements can be identified by the fact that they do not only relate to historical or current events. Forward-looking statements often use words such as” anticipate”, “target”, “expect”, “estimate”, “intend”, “expected”, “plan”, “goal” believe”, or other words of similar meaning.
By their nature, forward-looking statements involve risk and uncertainty because they relate to future events and circumstances, a number of which are beyond X5 Retail Group N.V’s control. As a result, X5 Retail Group N.V’s actual future results may differ materially from the plans, goals and expectations set out in these forward-looking statements. X5 Retail Group N.V. assumes no responsibility to update any of the forward looking statements contained in this presentation.
This presentation is not for distribution in, nor does it constitute an offer of securities for sale, or the solicitation of an offer to subscribe for securities in Australia, Canada, Japan or in any jurisdiction where such distribution, offer or solicitation is unlawful. Neither the presentation nor any copy of it may be taken or transmitted into the United States of America, its territories or possessions, or distributed, directly or indirectly, in the United States of America, its territories or possessions or to, or viewed by any U.S. person as defined in Regulation S under the US Securities Act 1933 (the "Securities Act”). Any failure to comply with these restrictions may constitute a violation of United States, Australian, Canadian or Japanese securities laws. The distribution of this presentation in certain jurisdictions may be restricted by law and persons into whose possession this document or any other document or other information referred to herein comes should inform themselves about, and observe, any such restrictions. Any failure to comply with these restrictions may constitute a violation of the securities law of any such jurisdiction.
For Russian law purposes, the securities mentioned in this presentation (the "Securities") represent foreign securities. It is not permitted to place or publicly circulate the Securities on the territory of the Russian Federation at present. No prospectus for the issue of the Securities has been or is intended to be registered with the Federal Service for Financial Markets of the Russian Federation. The information provided in this presentation is not intended to advertise or facilitate the offer of the Securities in the territory of the Russian Federation. This presentation does not represent an offer to acquire the Securities or an invitation to make offers to acquire the Securities.
The information and opinions contained in this document are provided as at the date of this presentation and are subject to change without notice. Some of the information is still in draft form and neither X5 Retail Group N.V. nor any other party is under any duty to update or inform recipients of this presentation of any changes to such information or opinions. In particular, it should be noted that some of the financial information relating to X5 Retail Group N.V. and its subsidiaries contained in this document has not been audited and in some cases is based on management information and estimates.
Neither X5 Retail Group N.V. nor any of its agents, employees or advisors intend or have any duty or obligation to supplement, amend, update or revise any of the statements contained in this presentation.

3. Table of Contents
Russian Food Retail Market
X5 Retail Group Overview
Growth Strategy
Operational Strategy
Audited 2006 Financial Results
Un-audited Q Financial Results
Appendix
p. 4
p. 8
p.13
p.17
p.24
p.30
p.33

4. Russian Food Retail Market

5. Key Russian food retail operators
Russian Food Retail Market (overview)
Main characteristics: large, growing, unsaturated and limited competition
Official Russian Food Retail market (2006) – USD 146 bln
Total Russian Food Retail Market (2006) – USD 233 bln (incl. “grey” market)
Share of modern formats – 15% (of Total Market)
Share of Top 10 in modern retail chains – 53% (of Total Market)
Share of X5 Retail Group on the market – 1.7% (of Total Market)
Key Russian food retail operators
Place in
TOP 10
Company
Revenue 2006,
(USD mio
excl VAT)
Market share, % 1
X5 Retail Group
3,551
21.9% 2
Metro
2,544
15.7% 3
Magnit
2,504
15.4% 4
Auchan
2,016
12.4% 5
Dixi
1,080
6.7% 6
Lenta
1,060
6.5% 7
Kopeyka
980
6.0% 8
Seventh Continent
958
5.9% 9
Victoria
900
5.5% 10
Ramstore
635
3.9%
Total TOP 10
16,228
100%
Source of info: FSGS, analysts, media reports

6. Forecast of Russian Retail Market Growth
Forecasted annual average growth rate for 5 year period of Total Russian food retail market is 12% per year.
Average growth rate of top-10 in 5 year period is expected at a level of 42%.
2006
2011
$bln, incl VAT
Official Russian food retail market
$146 bln.
$281 bln.
Estimated share of «grey» market
37%
30%
Total Russian food retail market
$233 bln.
$405 bln.
+ 74%
Share of modern formats in total Russian food retail market
15%
35%
TOP 10 modern food retail chains (share)
$18.4 bln. (53%)
$106 bln. (75%)
Source of info: FSGS, analysts, media reports

7. Perspectives of Modern Formats in Russian Retail Trade
The main formats in Russia are discounters, supermarkets, hypermarkets.
It’s expected that the fastest growing market segments in 5-year period will be hypermarkets and discounters (CAGR respectively 39% and 33%).
Perspectives of retail formats, (bln.$)
233
405
CAGR 12%
CAGR of the formats:
Hypermarket – 39%
Discounter – 33%
Supermarket – 20%
Change of the format structure in modern retail trade, (%)
2006
2011
Share of modern trade
(of total Russian market)
15%
35%
* TRRM
* - Total Russian Retail Market
Source of info: analysts and media reports

8. X5 Retail Group Overview

9. X5 Retail Group – the leader of the Russian Food Retail Market
X5 Retail Group Today
X5 Retail Group – the leader of the Russian Food Retail Market
Pro-forma Net Sales for 12 months 2006 – USD bln
Number of company own managed stores (as at 31 December 2006) – 619
Net selling space (as at 31 December 2006) – 466,000 sq.m.
Geography of operations – Russia (12 regional offices), Ukraine, Kazakhstan (franchising stores)
Number of customers in 2006 – 445,871,769.

10. Pyaterochka & Perekriostok chains development in
History
Key milestones
A.Rogachev and A.Girda founded Pyaterochka chain
16 stores opened in St.Petersburg
 Pyaterochka enters to Moscow market
Pyaterochka franchise operations start
Private Label development program start
100th store opened
The largest DC opened in North-West Russia
Ukraine & Kazakhstan markets entry
IPO at LSE
18 St. Petersburg and 25 Moscow Kopeyka stores acquisition
1995
1998
2002
2003
2004
2005
2006
 Perekriostok chain founded by Alfa Group Consortium
20 supermarkets opened
1st DC acquired
1st Perekriostok hypermarket opened
Regional expansion start
Templeton Investment foundation buys 7.7% of Perekriostok stock
SPAR Middle Volga chain acquired
«365» chain acquired in Yaroslavl’
Gastronomy production started
90th supermarket opened
Ukraine market entry via 4 Kiev stores chain acquisition
Merger
of Pyaterochka and
Perekriostok
1999
2001
2002
2003
2004
2005
Pyaterochka & Perekriostok chains development in
F period
PEREKRIOSTOK
th.m2
PYATEROCHKA
th.m2
CAGR (03-06): 38%
CAGR (03-06): 32%

11. X5 Retail Group in Russia Today
2006: Total Retail Sales by the Regions (mln.$, VAT excl.)
2006: Share of Retail Sales by the Regions (%)
Tyumen
Ekaterinburg
MOSCOW
St. Petersburg
Perm
Izhevsk
Kirov
Ufa
Chelyabinsk
Orenburg
Samara
Toglyatty
Kazan
Yoshkar-Ola
Cheboksary
Arzamas
Penza
Saratov
Tambov
Ryazan
Ulyanovsk
Saransk
Ivanovo
Kostroma
Vladimir
Vologda
Cherepovez
Tver’
Veliky Novgorod
Pskov
Smolensk
Kaluga
Bryansk
Orel
Tula
Kursk
Belgorod
Lipetsk
Voronezh
Rostov-na-Donu
Volgograd
Krasnodar
Sochi
Novorossiysk
Stavropol
Elista
Astrakhan
Yaroslavl
Moscow 1,987
North-West ,128
Nizhny Novgorod
Samara
South
Tatarstan
Ural
Ukraine
Centr.- Chernozemny
TOTAL: ,551
Total Stores including Ukraine: - 619
Perekriostok stores - 47
(excl.4 stores in Ukraine)
Pyaterochka stores - 25
Combined:
Moscow:
Perekriostok - 100
Pyaterochka - 222
St. Petersburg:
Perekriostok - 17
Pyaterochka - 204

12. New Management Team Following the merger
a new international management team composed of professionals with extensive and successful experience in major Russian companies and leading international retail chains was built up
Lev Khasis, CEO, former Chairman of Perekrestok Supervisory Board, over 10 years in retail business, PhD in Retail Economics, Chairman of Russian Retail Association
Vitaliy Podolskiy, CFO, MBA from the University of Chicago, over 12 years of finance experience with leading investment banks and multinationals
Antonio Melo, COO, around 20 years of experience in retail with Makro and other chains
Dariush Bator, Perekrestok GM, over 10 years of experiense in retail with Tesco and Perekrestok
Andrei Gusev, M&A Director, MBA from the University of Pensylvania, over 5 years of M&A activity with Alfa-Group
Yuri Kobaladze, Corporate Affairs Director, probably Russia’s best professional in this area
that means

13. Growth Strategy

14. Key strategic and 2007 objectives and projections
The key strategic objectives of X5 going forward
Maintain the leadership position on the Russian market
Play role of the market consolidator in Russia
Ensure highest return on shareholders capital in the sector
2007: CapEx Projections (mln.$, VAT excl.)
Key objectives
add at least 150,000 sq.m. of net selling space organically
expand supermarkets “Perekrestok” across all regions of the European part of Russia
expand discounter chain “Pyaterochka” in Moscow area, enter Samara and Nizhny Novgorod regions
develop hypermarket format, with the aim of massive roll-out starting from 2009
TOTAL c. 700
New stores
2007: New DCs opening th.sq.m
Rented
Owned
TOTAL:

15. Focus on the most attractive regions
Zone №1 – European part and Urals
Zone №2 – Siberian regions
Zone №3 – Other regions of Russia
* Concentration of population, territory and
market volume by Russian regions in 2005
X5 Retail Group will grow both organically and by means of M&A
Geographical
zone
Population
(>100 th. people)
Area
(mln.m2)
European part
and Urals
53 000
2.8
16%
Siberia
7 300
2.7
Other regions
10 000
11.5
68%
Total (towns
With population
more than 100 th.):
70 300
(50%)
17.1
Total
(all population):
Share %
Market
volume
mln.$
84%
14 400
12%
4 800 4%
75%
10%
15%
100%
1-st priority
2-nd priority
3-rd priority
* - official data
Source: analysts and media reports

16. M&A Strategy
Main objective for M&A is to provide sustainable growth of X5 shareholder value through acquisition on financially attractive terms of strategically located and growing retail chains to enable Company’s strategy for long-term market leadership and to obtain access to new retail technologies and markets
European part and Urals
Purchasing of retail chains with trade areas,
suitable for organization of discounter,
supermarket and hypermarket formats
Regions with the own stores
of X5 as at the end of 2006 year
Regions of western Siberia
Creation of joint ventures or purchase of control
in the leading companies on the local market
(organization of self-dependent growth centers
under X5 control without significant involvement of
operating resources of X5)
There are no own stores
as at the end of 2006
Other regions of Russia
Selling of franchising contracts and possible JVs
to pass under X5 control in a longer term perspective
No own stores are planed
to be opened on this
territory during 5 years

17. Operational Strategy

18. To increase market penetration and maintain high growth rates,
Format Strategy
To increase market penetration and maintain high growth rates,
X5 Retail Group focuses on MULTI-FORMAT STRATEGY:
Soft Discounters
Supermarkets
Hypermarket

19. Soft Discounter 2006 * Format Concept Format Evolution
X5 Retail Group operated 451 own discounter stores, with total net selling space of 257,000 sq.m., and net sales of 1,973 bln. USD
Trade area (average) м²
Assortment (average) SKUs
Non-food %
Price EDLP
Format Evolution
Focus on efficiency
Increase % of centralized deliveries to %-90%
Investment into price
Higher speed of opening (multiple centers of growth)
Optimization of assortment
Advertising and Promo activities
Loyalty program
Increase share of fresh food
Increase contribution of Private Labels
Value Proposition
Next to customers apartments
Low prices
Balanced assortment
Guaranteed quality of goods
* As of 31 December 2006

20. Supermarket 2006 * Format Concept Format Evolution Value Proposition
X5 Retail Group operated 168 supermarkets stores, with total net selling space of 209,000 sq.m, and net sales of bln USD
Trade area , 1200, 1600, 4000 sq.m.
Assortment – SKUs
Price - high/low
Quality - high
Environment - friendly, welcoming
Non-food %
Format Evolution
Focus on effectiveness
Increase % of centralized deliveries
Rationalization of assortment
Increase participation in fresh up to 60%
Increase contribution of Private Labels
Focus on standardization
Increase efficiency of ratio between trade and total areas
Value Proposition
Perekriostok is the best in fresh fruits and vegetables, own bakery products, meat and fish products
Good location: close to customers apartments or «on their way home». Easy access, convenient parking.
«Saving Customers’ Time»
* As of 31 December 2006

21. Drivers for Hypermarkets format development:
Hypermarkets will allow to maintain high growth rates, increase market share and purchasing power
Higher turnover and efficient low-cost operations, a smart pricing strategy (high/low) to create a low-price image
Supported by highly disciplined commercial and operational policy based on negative working capital
Trade area
5.000, 7.000, sq. m
Assortment
40,000-60,000 SKUs
Building up platform for massive roll-out of hypermarkets starting from 2009
Focus on Development projects - building own bigger trade centers in priority regions
«Karusel» chain acquisition
Drivers for Hypermarkets format development:
land bank in process of creation (over 20 land plots secured, other 60 in progress)
X5 plans to open around 70 hypermarkets organically over next 5-7 years
option exercisable from January 1, 2008 until June 30, 2008
ca. 25 hypermarkets by the beginning of 2008
the potential acquisition fits well into X5 format and regional strengthening strategy
Price: When I shop in Frank I do a cheap shopping
Atmosphere: I’ll find a happy (friendly) atmosphere
Promotions-Campaigns: I’m always surprised. I’ll get a good deal
Staff: The people is friendly, willing to help, they know the business and what they are talking about
Assortment: They did the best selection for me. I can cover almost all my needs

22. Logistic Strategy Strategic Goals of X5 Retail Group:
Current situation: Distributional Centers in Moscow and St. Petersburg
Level of centralization as of end 2006 – 50% for discounters; 25% for supermarkets
Current DCs total area (as of April 2007) – 100’000 m2 (excl. external logistics services (3PL) operators):
- Rented area – 20’000 m2
- Owned area – 80’000 m2
Strategic Goals of X5 Retail Group:
to build own logistic infrastructure, including network of DC-s and own fleet transportation to support operations in European part of Russia to increase level of centralization to best-in-class levels
Target level of centralization:
- 90% for discounters
85% for supermarkets
75% for hypermarkets
DC types:
- Regional DC (FMCG and Fresh)
- National DC (SMCG, strategic goods: import & private label)
- Both DC types will be own managed

23. Planned total area of national and regional DC’s
X5 DCs Planned Locations in European Russia
- National Distributional Centers planned location
St. Petersburg
Pskov
Planned total area of national and regional DC’s
in 2011 about 600’ ’000 sq.m.
Veliki Novgorod
Cherepovets
Tver’
Vologda
Smolensk
Yaroslavl
Moscow
Kostroma
Vladimir
Bryansk
Kaluga
Ivanovo
Nizhni
Novgorod
Tula
Kirov
Orel
Ryazan
Kursk
Lipetsk
Yoshkar-Ola
Cheboksary
Perm
Belgorod
Tambov
Saransk
Izhevsk
Kazan
Voronezh
Penza
Ulyanovsk
Ekaterinburg
Saratov
Togliatti
Samara
Tyumen
Rostov-na-Donu
Ufa
Chelyabinsk
Volgograd
Novorossiysk
Orenburg
Krasnodar
Sochi
Stavropol
Astrakhan

24. Audited 2006 Financial Results

25. Pro-forma Consolidated 12m 2006 Highlights
For ease of comparison, the following financials show the Pyaterochka and Perekriostok chains combined for the full year of 2006 and 2005 respectively; results of Merkado operations are taken for the full year 2006 only
Net sales of US $ 3,551.5 million (+49.6%)
Gross profit of US $ million (+63.8%, margin 27.9%, vs 25.4% last year)
EBITDA(1) of US $ million (+31.0%(2), margin 8.3%, vs 9.5% last year(2))
Net profit of US $ million (+1.2%(2), margin 2.9%, vs 4.3% last year(2))
Net selling area of 466,000 square metres as of 31 December 2006
1,234 total stores as of 31 December 2006
Company owned: 451 soft discount stores, 156 supermarkets, 12 city hypermarkets
Franchised stores: 605 soft discount stores, 10 supermarkets/convenience stores
Source: Company information
EBITDA includes Options expenses of Pyaterochka chain of US$ 64.6 mio in 2006 and of US$ 5.4 mio in 2005;
2005 EBITDA does not include an extraordinary gain on Perekrestok’s Tushino Plaza real estate transaction of US $ 18.7 million
p. 25

26. EBITDA incl. options Margin
12m 2006: Strong Financial Performance
226
295
9.5%
8.3%
2005 Pro-Forma
2006 Pro-Forma
EBITDA incl. options
EBITDA incl. options Margin
604
990
27.9%
25.4%
Gross Profit
Gross Profit Margin
231
360
10.1%
9.7%
EBITDA
EBITDA Margin
Net Sales
YOY Growth = 55.9%
EBITDA exc. options
(1)
3,551
2,374
YOY Growth = 49.6%
YOY Growth = 31.0%
($ in millions)
(% margin)
YOY Growth = 63.8%
(1)
Perekrestok EBITDA for 2005 does not include an extraordinary ga
in on the disposal of
Tushino
Plaza of US $ 18.7 million
Source:
Company information, IFRS accounts, management accounts
p. 26

27. X5 Retail Group - Income Statement Highlights
$ million / PRO-FORMA
2006
2005
YOY Change (+/- %)
Net Sales
3,551.5
2,374.1
+49.6%
Gross Profit
989.5
604.1
+63.8%
Gross Margin
27.9%
25.4%
OPEX
548.8
319.3
+71.9%
% of Sales
15.5%
13.4%
EBITDAR (1) (2)
446.8
282.1
+58.4%
EBITDAR Margin
12.6%
11.9%
Net Rental Expense
86.8
51.1
+70.0%
EBITDA (2)
360.0
231.0
+55.9%
EBITDA Margin
10.1%
9.7%
OPTIONS
64.6
5.4
1.8%
0.2%
EBITDA incl. options (2)
295.4
225.6
+31.0%
EBITDA margin incl. options
8.3%
9.5%
Net Profit (2)
102.8
101.6
+1.2%
Net profit Margin
2.9%
4.3%
(1) EBITDAR calculated as EBITDA plus net rental expenses
(2) Perekrestok’s 2005 EBITDAR and below does not include an extraordinary gain on the disposal of Tushino Plaza of US $ 18.7 million
Source: Company information
p. 27

28. Pyaterochka – Income Statement Highlights
$ million / PRO-FORMA
2006
2005
YOY Change (+/- %)
Net Sales
1,973.1
1,359.3
+45.2%
Gross Profit
528.8
338.5
+56.2%
Gross Margin
26.8%
24.9%
OPEX
244.8
141.7
+72.8%
% of Sales
12.4%
10.4%
EBITDAR (1)
287.2
194.7
+47.5%
EBITDAR Margin
14.6%
14.3%
Net Rental Expense
44.6
26.0
+71.5%
EBITDA
242.6
168.7
+43.9%
EBITDA Margin
12.3%
OPTIONS
64.6
5.4
3.3%
0.4%
EBITDA incl. options
178.0
163.3
+9.1%
EBITDA margin incl. options
9.0%
12.0%
(1) EBITDAR calculated as EBITDA plus net rental expenses
Source: Company information
p. 28

29. Perekrestok – Income Statement Highlights
$ million / PRO-FORMA
2006
2005
YOY Change
(+/- %)
Net Sales
1,495.7
1,014.8
+47.4%
Gross Profit
437.8
265.6
+64.9%
Gross Margin
29.3%
26.2%
OPEX
280.1
177.6
+57.7%
% of Sales
18.7%
17.5%
EBITDAR (1) (2)
160.7
87.4
+83.8%
EBITDAR Margin
10.7%
8.6%
Net Rental Expense
41.7
25.1
+66.2%
EBITDA (2)
119.0
62.3
+90.9%
EBITDA Margin
8.0%
6.1%
OPTIONS
0.0
0.0%
EBITDA incl. options (2)
EBITDA margin incl. options
(1) EBITDAR calculated as EBITDA plus net rental expenses
(2) Perekrestok’s 2005 EBITDAR and below do not include an extraordinary gain on the disposal of Tushino Plaza of US $ 18.7 million
Source: Company information
p. 29

30. Un-audited Q1 2007 Financial Results

31. Q1 2007 Un-audited Financial Results
$ million / PRO-FORMA
Q1 2007
Q1 2006
Change
(+/- %)
Net Sales
1,106.2
762.3
45.1%
Gross Profit
301.5
200.7
50.2%
Gross Margin
27.3%
26.3%
OPEX
165.3
107.0
54.4%
% of Sales
14.9%
14.0%
EBITDAR
136.1
93.6
45.5%
EBITDAR Margin
12.3%
Net Rental Expense
29.1
18.2
60.2%
EBITDA before options
107.1
75.4
42.0%
EBITDA before options Margin
9.7%
9.9%
OPTIONS -
5.6
-100.0%
0.0%
0.7%
EBITDA
69.8
53.3%
9.2%
Source: Company information
p. 29

32. Q1 2007 Operational Highlights
Strong Like-for-like performance: LfL Sales Performance for the Group in Q vs.Q by region and chain (RUR)
Total
Like-for-Like
Traffic
Basket
Moscow: Pyaterochka
+16%
+12%
+4%
Moscow: Perekrestok
+15%
+1%
Moscow: X5 Retail Group
+13%
+3%
St. Petersburg: Pyaterochka
+8%
+2%
+6%
St. Petersburg: Perekrestok
+17%
+18%
-1%
St. Petersburg: X5 Retail Group
+9%
Regions: Pyaterochka
+35%
Regions: Perekrestok
-2%
Regions: X5 Retail Group
+7%
Total X5 Retail Group
+5%
Consolidated net sales exceeded $1 Bn in 2004
$1.1 Bn of sales in 2004 represents a 46% growth over the previous year
This sales figure makes Pyaterochka a #1 retailer in Russia
Strong growth in sales is driven by:
High growth rates of on the like-for-like basis ([ ]% in 2004 and 16% in 2003)
Expansion of store network and the corresponding increase in the total selling area (46 new stores opened in 2004 and the net selling area increased by 26%)
Store opening progress (net selling space, sq.m.) in Q1 2007
Moscow
St Petersburg
Russian regions and Ukraine
Total Q1 2007
Total as of
Perekrestok
1,200
1,648
5,600
8,448
216,265
Pyaterochka
4,341
5,763
13,811
23,915
280,707
X5 Retail Group
5,541
7,411
19,411
32,363
496,972
p. 30

33. Appendix
p. 31

34. IFRS Consolidated Balance Sheet, USD thousand (condensed)
Source: Company information, IFRS accounts
p. 32

35. IFRS Consolidated Statement of Cash Flows, USD thousand (condensed)
Source: Company information, IFRS accounts
p. 33

36. Management Board Structure
Management Board (7 members)
Lev Khasis, Group CEO
Mr. Khasis (40) is the former Chairman of the Supervisory Board of Directors of the Perekrestok Group and a founding member of Fosbourne. Fosbourne invests in various businesses, including in retail business in Russia. Mr. Khasis has held a number of senior board and management positions, including Chairman of the Board of GUM in Red Square and Chairman of the Board of TsUM, which are Moscow’s two most famous department stores
Vitaliy G. Podolskiy, Group CFO
Mr. Podolskiy (38) is the former Chief Financial Officer of Perekrestok. He worked for Ford Motor Company from 1999 to 2003 in the UK and then in Germany as Finance Controller of Material Planning and Logistics of Ford Europe. Mr. Podolskiy also worked as a Management Consultant in A.T. Kearney, Inc. (New York) and as Senior Banking Associate in Bankers Trust International Plc (London)
Oleg Vysotsky, Pyaterochka Managing Director
Prior to joining the Company in 1998, Mr. Vysotsky (38) worked in the merchant fleet and later headed the logistics divisions of several leading wholesalers in St. Petersburg. Mr. Vysotsky is a graduate of the Makarov State Naval Academy in St. Petersburg
Angelika Li, Group Integration Director
Before joining Pyaterochka as a Finance Director in March 2001, Ms Li (36) held senior finance positions in the banking, audit and publishing industries
Pawel Musial, Group CCO
Mr. Musial (38) has been Chief Operating Officer of Perekrestok since July Prior to joining Perekrestok, Mr. Musial held senior management positions in the food retail industry in Poland, including five years with Tesco in Warsaw
Wim Rieff, Corporate Secretary
Mr. Rieff (48) joined the Group in 2002 as Company Secretary. He is also employed by Fortis Intertrust (Netherlands) BV and has held a number of senior positions during his 29 years there
Andrei Gusev, Group M&A and Business Development Director
Mr. Gusev (34) has been director of Portfolio Management and Control for Alfa Group since From 2001 to 2005, he was Director for Investment Planning of Alfa Group. In his current role at Alfa Group, Mr. Gusev also serves on a number of Supervisory Boards of Alfa Group companies. Prior to 2001, Mr. Gusev worked in the consulting group at Deloitte and Touche
Source: Company information
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37. Supervisory Board Structure
Supervisory Board (8 members)
Herve Defforey, Chairman of the Supervisory Board
Mr. Defforey (56) Herve started his career as a marketing manager in Nestle Co. in From 1977 he worked in Chase Manhattan Bank N.A. which he left in the position of Vice President in From 1983 to 1990 he held top positions in BMW AG. In 1990 he took up the duties of the Managing Director in Azucarrera EBRO S.A. In served as Finance Director and General Manager in Carrefour, S.A. From 2001 Mr. Defforey is a Partner in GRP Partners where he also serves as Executive Chairman for Europe
Andrei Rogachev
Mr. Rogachev (42) is a co-founder and principal of Pyaterochka. From 1993 to 1998 Mr. Rogachev was Deputy Chairman of Stema Bank and served as a coordinator of the Banking Confederation. Mr. Rogachev joined the Group in 1998
Tatyana Franous
Prior to joining the Board, Ms Franous (49) was head of finance at United Food Company, a large wholesaler and distributor of canned food products
Alexander Kosiyanenko
From 1993 to 1994 Mr. Kosiyanenko (43) served as Chairman of the Board of Directors of Moskva-Centre Commercial Bank. In 1994, Mr. Kosiyanenko helped to found Perekrestok. He served as Chief Executive Officer through May 2006 and was responsible for the overall strategy and development of Perekrestok
Mikhail Fridman
Mr. Fridman (42) is Chairman of the Supervisory Board of Alfa Group and principal founder of Alfa Group Consortium. Mr. Fridman also serves as the Chairman of the Board of Directors of Alfa Bank and TNK-BP and is a member of the Board of Directors of VimpleCom
Alexander Savin
Mr. Savin (37) serves as Managing Director of Investment Company A1, where he is responsible for overall strategic business development. From 1992 until 2001, Mr. Savin worked at Bain & Company in Moscow, Boston and London. While at Bain he focused on consulting for private equity businesses as well as on development of strategy for leading multinational corporations. In 2000 and 2001 he served as an external consultant to the Supervisory Board of Directors of Alfa Group
David Gould
Mr. Gould (38) worked for PricewaterhouseCoopers in the United States and Moscow from 1992 through Since 2000 he has served as Deputy Director of Corporate Development, Finance & Control at CTF Holdings Ltd, the ultimate holding company of Alfa Group Consortium. In addition, Mr. Gould is a member of the Board of Directors of Alfa Finance Holdings SA
Vladimir Ashurkov
From 2005 to September 2006 Mr. Vladimir Ashurkov (34) held a position of Vice-President of Strategic planning in the Group “Industrial Investors” which incorporates of transport, bin and machine-building companies. Now Vladimir Ashurkov is a Director of Group Portfolio Management and Control in Alfa Group Consortium.
Source: Company information
Note: The Supervisory Board is responsible for the supervision of and advising to the Management Board,
which in its turn is responsible for Pyaterochka’s overall management.
The Supervisory Board meets at least four times per year
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38. Alfa Group Overview
Alfa Group is one of Russia’s largest and most sophisticated privately owned financial investors, with investments in four key sectors of strategic focus: Retail, Oil and Gas, Telecommunications, and Financial Services
Russia’s largest private bank
Group’s flagship company
Group’s asset management operations
One of the largest non-obligatory insurance companies in Russia
25% stake in TNK-BP Russia’s third largest vertically integrated oil company (in terms of production)
Large-scale proprietary and for-client investments in Emerging Markets
Long-term focus on strategic and portfolio investments
Company focusing on the development of promising technologies
The leading food retail operator in Russia
A managing company with significant investments in cellular and fixed-line communications providers
One of the largest wireless communications service companies in Russia
The third largest provider of wireless communications services in Russia
One of the leading providers of wireless communications services in Ukraine
Leading fixed-line and internet provider
Leading GSM operator in Turkey
Source: Alfa Group
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