April 10, 2012, Moscow, Russia

April 10, 2012, Moscow, Russia PRESS RELEASE Synergy announces its financial results for the second half of 2011 and full year 2011: consolidated revenue increased by 22% and 19% respectively, and gross profit by 24% and 21% Synergy OJSC (Synergy, Synergy Group of companies, Group or Company) (RTS/MICEX: SYNG), one of the leading spirits producers in Russia, today announces consolidated financial results for the full year 2011, prepared in accordance with IFRS. Key financial figures for the 2nd half of 2011, compared with indicators of the 2nd half of 2010, full year 2011 compared with the full year 2010, and also major corporate events: 2nd half of full 2011 2011 Volume growth, decaliters +17.5% +19% Increase in Revenue +22% +19% Growth of the alcohol segment revenue +25% +20% Increase in Gross Profit +24% +21% Increase in Gross Profit of the alcohol segment +28% +23% Gross Margin +0.4% +0.5% Alcohol segment Gross Margin +1% +1% EBITDA 1 +7% -3% Net Profit -12% +6% The company increased its market share from 10 to 15% The Company has leveraged its distribution portfolio with the brands of William Grant & Sons, a world leader in whiskey producer All production plants and distribution companies of Synergy have successfully been re-licensed. Launch of new ultra-premium Beluga Allure Vodka and super-premium Beluga Transatlantic Racing Vodka According to the Drinks International Magazine Belenkaya Vodka was included in the Top-10 list of the world's largest brands of vodka The company restyled Myagkov and Gosudarev Zakaz brands. Commenting on the financial results, Chairman of the Board of Synergy, Alexander Mechetin, said, "The year 2011 was one of the most successful years in the company s history. Synergy has implemented its strategic development plans, achieving leadership in the Russian spirits market. Significant growth of the Company was achieved by the developed infrastructure, experienced management and employees, as well as due to favorable market opportunities on the back of changing competitive environment. As a result, by the end of 2011, the Company has significantly increased its market share from 10 to 15%. The Company couldn t achieve such results without dedicated investments into marketing and distribution. 1 Unaudited. See reconciliation of EBITDA to net income on page 12 of the Appendix 1

Also, I would like to point out the fact that all production and distribution divisions of Synergy Group have successfully been relicensed. In addition the Company has completed in general the formation of one of the largest distribution platforms in the country. The achieved market positions allowed the management to focus on tasks bounded with our revised strategy, primarily aimed at improving the operational efficiency of the company. This strategy, in our opinion is most suitably adapted to the new realities of the Russian spirits market, stipulated by significant increase in government regulations, including the excise policy, and, by the final stage of consolidation of the industry and its legalization. These achievements are fully reflected in the financial reports presented today. Thus, Revenue and Gross Profit rose by 19% and 21% for 2011. With that, in the second half of the year, these figures have increased by 22% and 24% respectively. Similar numbers of alcohol segment reporting of the Company show even more impressive growth: Revenue and Gross Profit of this segment grew by 20% and 23% comparing to 2010, and in the second half of the year - by 25% and 28% respectively, with Volume growing by 19% and 17.5%. Rapid growth of these numbers is the result of premiumization of sales mix, as well as increasing prices in the second half of 2011. Also, it is necessary to note a significant increase in the sales of Belenkaya vodka in 2011. As a result, the brand was included in the Top-10 list of the world's largest brands of vodka (7th position) by the Drinks International Magazine. During the reporting period the Company also increased the presence of Beluga superpremium brand in the travel retail system and improved its representation in the HoReCa channel in the U.S.A. On the whole, exports of Beluga rose by 17% in volume and 31% in value. In addition, in the second half of the year, the Company launched new SKUs of the Beluga brand - Ultra-premium Beluga Allure Vodka and Super-premium Beluga Transatlantic Racing Vodka. Thus, Synergy is exploiting the success achieved in the most profitable vodka segments. In 2011, we restyled two other strategic brands: sub-premium vodka Myagkov and middle price Gosudarev Zakaz vodka. As a result of the restyling, these brands have increased their competitiveness, which had a positive impact on their sales. In 2011, an important event for the company became the five-year exclusive distribution agreement signed with the William Grant & Sons Company, one of the leading whiskey producers in the world. Thanks to this agreement, Synergy has strengthened its distribution portfolio of world famous brands of whiskey and got exposure to one of the largest and fastest-growing spirits categories in Russia." FINANCIAL OVERVIEW Financial performance and operations The table below illustrates the consolidated results for the second half of 2011, compared to the same period of 2010, as well as for full year 2011. 2

(In million rubles, except for those indicators which are otherwise stated) 2H2011 2H2010 increase 2011 2010 increase Revenue 14,994 12,249 +22.4% 25,213 21,127 +19.3% Cost of sales (9,793) (8,049) +21.7% (16,275) (13,748) +18.3% Gross Profit 5,200 4,199 +23.8% 8,937 7,379 +21.1% Gross Profit Margin 34.7% 34.3% - 35.4% 34.9% - General and administrative expenses (1,044) (798) +31% (1,880) (1,367) +29% Selling and distribution expenses (2,139) (1,708) +25% (3,963) (3,061) +29% EBITDA 1,899 1,768 +7% 3,243 3,340-3% EBITDA Margin 12.7% 14.4% - 12.9% 15.8% - Operating Income 1,692 1,537 +10% 2,843 2,915-2% Operating Profit Margin 11.3% 12.6% - 11.3% 13.8% - Net Financial Cost (665) (394) +69% (665) (759) -12% Net Income 685 776-12% 1,661 1,572 +6% Net Profit Margin 5% 6% - 7% 7% - Consolidated Revenue for the 2nd half of 2011 amounted to RUR 14,994 million, which is 22% more than in the same period of 2010 (RUR 12,249 million). The growth of Revenue for the full year 2011 amounted to 19% - from RUR 21,127 million to RUR 25,213 million. Consolidated Revenue growth were driven by increase in sales volume, the expansion of the distribution platform of the company, increase in the selling prices in the second half of the year, the beginning of distribution of William Grant & Sons products and the positive dynamics of the food segment. Gross Profit in the 2nd half of 2011 rose by 24%, from RUR 4,199 million to RUR 5,200 million. The growth rate for the full year amounted to 21%, from RUR 7,379 million up to RUR 8,937 million due to a premiumization of the sales mix. Also actions taken by the Company to improve operating efficiency in the 2H 2011 had a positive effect. As a result, Gross Profit Margin rose from 34.9% to 35.4% in 2011. General and administrative expenses increased in the 2H 2011, and for the full year, by 31% (from RUR 798 million up to RUR 1,044 million) and by 38% (from RUR 1,367 million to RUR 1,880 million in 2010) respectively. This increase was caused mainly by the increases in wages, social tax and rent. Taking into account the fact of the growth of these expenditures in the first half of the year was 47%, we can note that there was a significant decrease in the expansion rate of expenses in the second half of the year. This means the decline in influence of one-off factors, such as costs incurred during the relicensing process, as well as indicating the gradual stabilization level of these costs corresponding to the increased scale of the Company s operations. In the second half of 2011, the selling and distribution expenses increased by 25%, from RUR 1,708 million up to RUR 2,139 million. The growth for the full year was 29%, from RUR 3,061 million in 2010 up to RUR 3,963 million. This is due to growth in the costs of distribution and marketing, which have provided the Company with a significant increase in the market share. The company strengthened its distribution platform, which exposed increase in warehousing capacity expenses and costs related to an expansion of our sales force. Thanks to investments during the reporting period, the Synergy distribution system became one of the 3

largest in Russia. The active growth phase of the distribution platform was completed in the first half of 2011, as is evidenced by slowdown in these costs from 35% in the first half to 25% in the second half of the year. For the second half of 2011, the consolidated EBITDA increased by 7% from RUR 1,768 million up to RUR 1,899 million. The comparable figure for the full year 2011 decreased by 3% from RUR 3,340 million to RUR 3,243 million, due to large non-recurring expenses in the first half of 2011: relicensing, investments in VEDA brand, social tax increase, the active growth of sales force, including dedicated sales teams. In the second half of 2011, EBITDA growth indicates a stabilization of the company`s growth, improvement in its operational efficiency. The amount of net financial expenses decreased by 12% from RUR 759 million in 2010 to RUR 665 million in 2011, due to lower average costs of debt financing. Net profit increased by 6% from RUR 1,572 million in 2010 to RUR 1,661 million in 2011, net profit margin remained stable at 7%. Segmentation reporting The tables below illustrate the changes in the segmental breakdown of revenue and gross profit for the second half of 2011 and for the full 2011, compared to previous corresponding periods. The data presented below is net of intersegment revenues. (In million rubles except for those indicators which are otherwise stated) Alcohol segment Food segment 2011 increase 2010 2011 increase 2010 Revenue 21,228 +20% 17,641 3 984 +14% 3 486 Gross profit 8,074 +23% 6,562 848 +5% 807 Gross profit margin 38.0% - 37.2% 21.3% - 23.0% Alcohol segment Food segment 2H 2011 increase 2H 2010 2H 2011 increase 2H 2010 Revenues 13,104 +25% 10,514 1,889 +9% 1 734 Gross profit 4,973 +28% 3,873 216-42% 374 Gross profit margin 37.9% - 36.8% 11.4% - 21.6% Alcohol segment In the second half and for the FY 2011, the Alcohol segment s Revenue grew by 25% (from RUR 10,514 million to RUR 13,104 million), and by 20% (from RUR 17,641 rubles to RUR 21,228 million) respectively. During the year 2011 Synergy used the opportunity to gain additional market share that arose on the back of accelerated consolidation of the industry and relicensing held in the first half of 2011. Also, in order to improve the quality of distribution and sales increasing of strategic brands for the reporting period, the Company increased its distribution staff. In the second half of 2011, according to the new strategy which implies improvement of the operational efficiency of the Company, prices were actively increased. The start of the exclusive distribution of William Grant & Sons products had also positive impact on Alcohol segment s Revenue in the second half of the year. 4

As a result, the premiumization sales mix and the pro-active pricing policy, the gross profit in the alcohol segment has increased in the second half of 2011 by 28% (from RUR 3,873 million up to RUR 4,973 million). Growth for the full year 2011 was 23% (from RUR 6,562 million up to RUR 8,074 million). Gross Profit Margin in the alcohol segment improved from 37% to 38% for the full year 2011. Food Segment Food segment s Revenue increased by 14%, from RUR 3,486 million up to RUR 3,984 million in 2011. In 2011, the food segment s Gross Profit increased by 5% from RUR 807 million to RUR 848 million, while the Gross Profit Margin for the segment decreased from 23% to 21%. Capital structure The table below illustrates the changes in the capital structure as of December 31, 2011, compared to previous period. (In millions of rubles except for those indicators which are otherwise stated) As on 31 December 2011 As on 31 December 2010 In annual terms Total debt 5,566 6,161-10% Long term debt 4,324 4,967-13% Short term debt 1,243 1,194 +4% Share of short term debt in total debt 22% 19% - Cash flow and cash flow equivalents 718 2,000-64% Total Capital and Reserves 16,691 14,428 +16% Total Capital 28,078 25,059 +8% Commenting on the results of 2011, Nikolay Belokopytov, Chief Financial Officer, said, "In 2011, we continued the implementation of a debt management strategy, which aims to keep company s debt on the conservative level and to reduce the average costs of borrowings. As of December 31, 2011 the total debt amounted to RUR 5,566 million, which is 10% less than the RUR 6,161 million as of December 31, 2010. During the reporting period the Company has reduced the cost of borrowings up to 8.3-11% in 2011, from 11-13% in 2010. The average term of borrowings did not significantly change and amounted to 3 years. 5

Debt Management Strategy The priority of debt management strategy is to optimize the company's corporate loan portfolio. The company aims to ensure that net debt/ebitda ratio should not exceed the ratio of 1.5. Debt Management Strategy aims to restructure the debt instruments, to reduce the average cost of borrowing, increasing the share of long-term financing, as well as a decrease in the proportion of loans, secured by pledge. About Synergy, Co # # # OJSC Synergy is the leading producer of distilled spirits in Russia with a 15% share of the legal vodka market in Russia. The Company`s strategic focus lays on production of alcoholic beverages. Synergy possesses its own distributional platform, ensuring the largest possible market coverage, and diversified portfolio of federal brands, addressing market demands across the full spectrum of price points, from the low-middle to the super-premium price segments. The Company`s federal brand portfolio includes super-premium vodka Beluga, premium vodka Veda, sub-premuim vodkas Myagkov and Russky Lyod, middle vodka Belenkaya, low-middle vodka Gosudarev Zakaz and brandy Zolotoy Reserv. The Company operates seven spirits production plants and one of the largest distributional platform in Russia. Synergy is the exclusive distributor of one of the global premium spirits producer William Grant & Sons, representing in Russia such brands as Scottish whisky Glenfiddich, Grant s, Clan McGregor, The Balvenie, gin Hendrick s and Irish whisky Tullamore Dew. In addition to this, the Company distributes also the products of French house of Camus cognac. The combination of strong portfolio of brands, strong production base and developed sales system supports Synergy`s competitive advantages and profound organic growth year on year. Click on http://www.sygroup.ru/ for more information on the Company. For further information please contact: Prokhor Malytin Director, Public Relations Sergey Kuptsov Director, Corporate finance OJSC Synergy Tel. +7 495 510 26 95 Fax +7 495 510 26 97 e-mail: malyutin@sygroup.ru OJSC Synergy Tel. +7 495 510 26 95 Fax +7 495 510 26 97 e-mail: kuptsov@sygroup.ru Cautionary note concerning forward looking statements Matters discussed in this press release may constitute forward-looking statements. Forward-looking statements are other than statements of historical facts. The words believe, expect, anticipate, intend, estimate, will, may, "continue," should and similar expressions identify forward-looking statements. Forward-looking statements include statements regarding: objectives, goals, strategies, outlook and growth prospects; future plans, events or performance and potential for future growth; liquidity, capital resources and capital expenditures; economic outlook and industry trends; developments of our markets; the impact of regulatory initiatives; and the strength of our competitors. The forward-looking statements in this press release are based upon various assumptions and estimates based on management s examination of historical operating trends, data contained in our records and other data available from third parties. Although we believe that these assumptions and estimates were reasonable when made, they are inherently subject 6

to significant known and unknown risks, uncertainties, contingencies and other important factors which are difficult or impossible to predict and are beyond our control. Such risks, uncertainties, contingencies and other important factors could cause the actual results of Synergy, Co. or the industry to differ materially from those results expressed or implied in this press release by such forward-looking statements. Such risks, uncertainties, contingencies and other important factors include, among others: political and social developments; general economic, market and business conditions; trends in the markets in which we operate or plan to operate; our business and growth strategies; planned acquisitions or divestitures; our expansion into other geographic regions or market segments; the effects of legislation, regulation, bureaucracy or taxation on our business; and our anticipated future revenues, capital expenditures and financial resources. Accordingly, such forward-looking statements cannot be relied on, and neither Synergy, Co., nor any other person can assure you that projected results will be achieved in the future. The information, opinions and forward-looking statements contained in this presentation speak only as at the date of this presentation, and are subject to change without notice. Neither Synergy, Co. nor any other person undertakes, nor do they have any obligation, to provide updates or to revise any forward-looking statements except as may be required by applicable law and regulation. 7

APPENDIX SYNERGY GROUP Consolidated Statement of Comprehensive Income (all amounts in Russian Roubles thousand, unless stated otherwise) Year ended 31 December 2011 2010 Revenue 25 213 402 21 127 888 Cost of sales (16 275 796) (13 748 158) Gross profit 8 937 606 7 379 730 General and administrative expenses (1 880 589) (1 367 620) Distribution expenses (3 963 457) (3 061 293) Other income/(expense) (250 192) (35 067) Operating profit 2 843 368 2 915 750 Net finance costs (665 902) (759 578) Profit before tax 2 177 466 2 156 172 Income tax (516 242) (583 341) Net Income 1 661 224 1 572 831 Attributable to: Equity holders of the Company 1 589 300 1 513 420 Non-controlling interest 71 924 59 411 Basic earnings per share 75.64 83.89 (expressed in RUB per share) 8

APPENDIX (cont d) SYNERGY GROUP Consolidated Statement of Financial Position (all amounts in Russian Roubles thousand, unless stated otherwise) 31 December 2011 31 December 2010 ASSETS Non-current assets Property, plant and equipment 4 627 001 3 898 465 Goodwill 212 554 212 554 Intangible assets 5 457 033 5 172 936 Other long-term assets 179 065 105 965 Deferred tax assets 254 693 179 988 Total non-current assets 10 730 346 9 569 908 Current assets Inventories 5 062 831 3 275 789 Biological assets 216 891 201 986 Trade and other receivables 10 993 518 9 303 506 Prepayments 329 768 675 937 Income tax overpaid 27 788 31 719 Cash and cash equivalents 717 807 2 000 455 Total current assets 17 348 603 15 489 392 TOTAL ASSETS 28 078 949 25 059 300 SHAREHOLDERS EQUITY AND LIABILITIES Equity and reserves Owners equity: Share capital 2 567 000 2 182 000 Treasury Shares (513 130) (162 614) Retained earnings 6 933 863 5 339 643 Other reserves 7 092 602 6 498 228 Non-controlling interest 611 371 570 939 Total equity and reserves 16 691 706 14 428 196 Non-current liabilities Loans and borrowings 4 323 987 4 967 226 Deferred tax liabilities 887 262 821 949 Total non-current liabilities 5 211 249 5 789 175 Current liabilities Loans and borrowings 1 242 640 1 193 346 Trade and other payables 4 815 452 3 548 552 Income tax payable 117 902 100 031 Total current liabilities 6 175 994 4 841 929 TOTAL SHAREHOLDERS EQUITY AND LIABILITIES 28 078 949 25 059 300 9

APPENDIX (cont d) SYNERGY GROUP Consolidated Statement of Changes in Equity (all amounts in Russian Roubles thousand, unless stated otherwise) Share capital Treasury Shares Retained earnings Other reserves Total shareholders' equity Noncontrolling interest Balance at 31 December 2009 1 790 000 (56 890) 3 826 223 4 325 292 9 884 625 509 528 10 394 153 Total Shares issue 102 000 - - 515 138 617 138-617 138 Repurchase of shares - (105 724) - (1 052 589) (1 158 313) - (1 158 313) Issue of share capital 290 000-2 710 387 3 000 387-3 000 387 Contribution of non-controlling shareholders to the Group s subsidiary - - - - - 2 000 2 000 Total changes, not recorded into net profit 392 000 (105 724) - 2 172 936 2 459 212 2 000 2 461 212 Net profit for the period - - 1 513 420-1 513 420 59 411 1 572 831 Balance at 31 December 2010 2 182 000 (162 614) 5 339 643 6 498 228 13 857 257 570 939 14 428 196 Shares issue 385 000 - - 4 328 986 4 713 986-4 713 986 Other changes in non-controlling interest - - 4 920-4 920 (20 812) (15 892) Disposal of a subsidiary - - - - - (10 680) (10 680) Repurchase of shares - (350 516) - (3 734 612) (4 085 128) - (4 085 128) Total changes, not recorded into net profit 385 000 (350 516) 4 920 594 374 633 778 (31 492) 602 286 Net profit for the period - - 1 589 300-1 589 300 71 924 1 661 224 Balance at 31 December 2011 2 567 000 (513 130) 6 933 863 7 092 602 16 080 335 611 371 16 691 706 10

APPENDIX (cont d) SYNERGY GROUP Consolidated Cash Flow Statement (all amounts in Russian Roubles thousand, unless stated otherwise) Year ended 31 December 2011 2010 Cash flows from operating activities Profit before income tax and finance costs 2 843 368 2 915 750 Adjustments for: Depreciation and amortisation 434 477 424 540 (Gain)/loss on disposal of property, plant and equipment (7 896) (868) (Gain)/loss on disposal of materials 239 329 221 251 (Gain)/loss on disposal of subsidiaries 59 628 - (Gain)/loss on write-off of accounts payable (9 694) (199 576) (Gain)/loss on change in fair value of biological assets (30 843) (66 801) Reserves and accruals 70 082 137 993 (Gain)/loss on disposal of financial assets 7 753 9 872 Other non-cash transactions (260 962) (46 252) Changes in working capital: (Increase)/decrease in inventories and biological assets (1 905 911) (500 709) (Increase)/decrease in accounts receivable (2 076 412) (2 520 575) Increase/(decrease) in accounts payable 962 869 625 967 Cash flows from operating activities 325 788 1 000 592 Interest paid (610 603) (622 160) Income tax paid (509 937) (453 781) Net cash flow from operating activities (794 752) (75 349) Cash flows from investing activities Acquisition of subsidiaries 44 466 382 Disposal of subsidiaries 66 918 - Disposal of other financial assets - 27 000 Acquisition of property, plant and equipment and intangible assets (780 106) (718 931) Disposal of property, plant and equipment and intangible assets 196 111 24 213 Net cash flow from investing activities (472 611) (667 336) Cash flows from financing activities Issue of share capital 4 713 986 3 617 525 Repurchase of own shares (4 085 128) (1 158 313) Loans received 11 806 635 22 554 573 Loans repaid (12 450 778) (23 005 042) Net cash flow from financing activities (15 285) 2 008 743 Net increase/(decrease) in cash and cash equivalents (1 282 648) 1 266 058 Cash and cash equivalents at beginning of the year 2 000 455 734 397 Cash and cash equivalents at end of the year 717 807 2 000 455 11

APPENDIX (cont d) SYNERGY GROUP EBITDA Calculation (unaudited)* (all amounts in Russian Roubles thousand, unless stated otherwise) Year ended 31 December 2011 2010 Profit for the period 1 661 224 1 572 831 Income tax 516 242 583 341 Net finance costs 665 902 759 578 Depreciation and amortisation 400 187 424 540 EBITDA 3 243 555 3 340 290 *- EBITDA represents net income before interest, income taxes and depreciation and amortization, adjusted for interest income, and other financial expenses. EBITDA margin is EBITDA expressed as a percentage of sales. The Company presents EBITDA because it considers it an important supplemental measure of the operating performance. EBITDA has limitations as an analytical tool, and it should not be considered in isolation, or as substitute for analysis of our operating results as reported under IFRS. Moreover, other companies may calculate EBITDA differently or may use it for different purposes than Synergy, Co. does, limiting its usefulness as a comparative measure. EBITDA also should not be considered as an alternative to cash flow from operating activities or as a measure of our liquidity. 12