Institucional 4 t18_eng

December 2018 Lojas Renner S.A. 1
Lojas Renner
February 2019
B3: LREN3; USOTC:LRENY
Institutional Presentation

December 2018 Lojas Renner S.A.
WHO WE ARE
• Company Background
• Company Overview
• Our Businesses
• Geographical Distribution
• Store Evolution
• Corporate Governance
• Share Performance

COMPANY BACKGROUND
WHOWEARE

COMPANY OVERVIEW
4
 R$ 11.4 billion of Total Gross Revenue in 2018
 556 stores in operation (351 Renner, 3 Ashua, 108 Camicado and 94 Youcom)
 4 distribution centers (SC and RJ fully automated)
 21.4 thousand employees
 30.6 MM of private label cards issued
 20 proprietary brands
 + 600 thousand customers visit our stores daily
 + 210 MM users visited our e-commerce channel in 2018
 + 4,200% of share appreciation since 2005
 Market capitalization of R$ 30.5 billion
Baseline date Dec/18
WHOWEARE

OUR BUSINESSES
5
 Listed since 1967
 Largest fashion retailer in Brazil
 Target customers: 18 to 39 age
group, in the A-, B and C+ social
classes
 351 stores *
 Acquired in 2011
 Leader in home and decor
classes
 108 stores*
 Launched in 2013
 Specialized in youth lifestyle
classes
 94 stores*
*As at Dec/18
RENNER YOUCOMCAMICADO
WHOWEARE

OUR BUSINESSES
6
 Since 2010
 Complete mix of Renner,
Camicado, Youcom and Ashua
 Possibility of pick up exchanges
and return in stores
 Launched in 2016
 Curve & plus size format
 3 omnistores*
 Since 1973
 30.6 MM cards
(Private Label + Co-branded)
 Approximately 50% of sales
E-COMMERCE REALIZEASHUA
WHOWEARE
*data as at Dec/18

URUGUAY
7 Renner
NORTHEAST
50 Renner
21 Camicado
1 Youcom
MIDWEST
28 Renner
10 Camicado
7 Youcom
NORTH
22 Renner
4 Camicado
1 Youcom
SOUTH
73 Renner
18 Camicado
31 Youcom
1 Ashua
SOUTHEAST
171 Renner
55 Camicado
54 Youcom
2 Ashua
7
31 de dezembro de 2018
351
108
94
03
DC Renner
DC Camicado
DC Youcom
7
URU
MT
MS
DF
RS
SC
PR
SP RJ
ES
MG
PE
CE
BA
SE
RN
PB
PITO
MA
PA
APRR
AM
AC
RO
AL
5
6
10
33
3
12
2
8
5
12
9
9
4
18
35
5
4
1
1
41
26
6
3
101
3
1
17
44
13
7
9
9
GO
4
38
1
3
2
2
9
2
10
2
4
2
12
2
6
2
2
4
1
2
2
2
1
2
1
2
1
1
1
WHOWEARE
GEOGRAPHICAL DISTRIBUTION
Expansion of Selling Area
CAGR (2014 – 2018) = 9.3%

...
8
1991
8
243
11,420
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2021E
13 16 21 35
49 54 54 58
444
380
278
232
197
110 120
134
556
332
9581
6662
512
CAGR (1996 – 2018)
Selling Area (m2) = 15.4%
Total Gross Revenue = 19.1%
Gross Revenue (R$ million)
Number of Stores
STORE EVOLUTION
Potential
300
stores
Target
125
stores
Target
450
stores
WHOWEARE

CORPORATE GOVERNANCE
100% free float
Listed on B3 Novo Mercado
100% common shares
100% tag along
Majority of independent members
on the Board of Directors (88%)
Different executives occupying the
Chairman and the CEO positions
Permanent Fiscal Council
Committees directly linked to the Board of Directors
Own Internal Charters
(Board of Directors, Fiscal Council & Committees)
Stock Option Plan aligns interests of
executives to shareholders
Board of Directors Portal
Secretaries to the Board and Committees
Formal Appraisal of the Board of Directors and
Executive Officers
 Corporate Governance Secretary
WHOWEARE
Board of Directors
CEO
Fiscal Council
Independent Auditors
Internal Auditors
Compliance
.
Shareholder’s
Meeting
Chairman
Osvaldo
Schirmer
Vice
Chairman
Carlos
Souto
Member
José
Galló
Member
Fabio
Pinheiro
Member
Heinz-Peter
Elstrodt
Member
Juliana
Rozenbaum
Member
Thomas
Herrmann
People
Committee
Sustainability
Committee
Strategic
Committee
Audit and Risk
management Committee
CEO
José
Galló
Loss
Prevention
Member
Christiane
Edington
CFO &
IRO
Laurence
Gomes
HR
Clarice
Costa
Executive Officer
IT & Mgmt.
Emerson
Kuze
Procureme
nt Fabio
Faccio
Operations
Fabiana
Taccola
Executive Group

LREN3
+4,200%
IBOV
+347%
TOTAL SHAREHOLDER RETURN
 LREN3 traded at B3, capital listed since 1967
 Listed on B3 Novo Mercado since July, 2005
 ADR Program level 1 since February 2017, under LRENY (OTC) ticker1
 Market Cap2 = R$ 30.5 billions
 Average Daily Trading Volume LTM = R$ 118.3 millions
 Part of the following B3 indexes: IBOVESPA, IBRX100, IBRX50, IBRA, ICO2,
ICON, IGC, IGCT, IGNM, ISE, ITAG, IVBX and MLCX
1 - Additional information regarding the ADR Program is available at the Company’s website.
2 – Data from December 28th, 2018
WHOWEARE
Jul-05
Oct-05
Jan-06
Apr-06
Jul-06
Oct-06
Jan-07
Apr-07
Jul-07
Oct-07
Jan-08
Apr-08
Jul-08
Oct-08
Jan-09
Apr-09
Jul-09
Oct-09
Jan-10
Apr-10
Jul-10
Oct-10
Jan-11
Apr-11
Jul-11
Oct-11
Jan-12
Apr-12
Jul-12
Oct-12
Jan-13
Apr-13
Jul-13
Oct-13
Jan-14
Apr-14
Jul-14
Oct-14
Jan-15
Apr-15
Jul-15
Oct-15
Jan-16
Apr-16
Jul-16
Oct-16
Jan-17
Apr-17
Jul-17
Oct-17
Jan-18
Apr-18
Jul-18
Oct-18

WHAT BROUGHT US HERE
• Corporate Culture
• Consistent Positioning
• Competitive Advantages
• Business Model
• Updating Operations

ENCHANT … to surpass customer expectations.
OUR WAY …to do things in a simple and agile manner with great energy and passion.
PEOPLE … to hire, develop and retain the best people.
OWNERS OF THE BUSINESS … to think and act like owners of our business unit.
OBSTINATE FOR RESULTS … to seek results and not good ideas only.
QUALITY … our products and services have the highest level of quality.
SUSTAINABILITY … businesses and attitudes based on the principles of sustainability.
SOLID CORPORATE CULTURE
Corporate Values
WHATBROUGHTUSTOWHEREWEARETODAY

Brazil Retail 2017 (77%)
Lojas Renner 2018 (87%)
Global Fashion 2018: 65%
94% adherence in 2018
(14.511 respondent employees)
Survey run between: February to March, 2018
Zona de Indiferença
0%
Critical
Zone
High
Performance Zone 100%
50%
71%
Neutral
Zone
13
Source: Aon Hewitt
Lojas Renner 2017 (88%)
SPEAK WELL ABOUT THE COMPANY
PROUDNESS OF BEING PART OF IT
ALWAYS GO THE EXTRA MILE
In a high performance zone since 2011
Committed People

Operating Expenses over Net Revenue
With austere atitudes....
37.6%
40.5%
37.2%
40.6%
39.4%
41.6%
49.1% 48.7%
36.3%
38.8% 38.7%
39.5%
42.1%
43.3%
46.6%
43.5%
37.7%
39.0% 38.8%
39.0% 39.0% 39.0%
39.3%
39.9%
35.9%
36.5% 36.5%
35.7% 34.7%
35.0%
37.1% 37.3%
35.6% 35.7% 35.2%
35.9% 35.7% 35.4% 35.2% 35.5%
2010 2011 2012 2013 2014 2015 2016 2017
Domestic
Player 1
Domestic
Player 2
Global
Benchmark 2
Lojas Renner
Global
Benchmark 1

PRACTICE THE LAWS OF SIMPLICITY
1. Trust more,
control less.
2. Before acting,
ask: for what?
3. Brutal
simplification
with focus on the
business and the
customer
4. Eradicate the
over-fastidious,
enemies of
simplicity.
5. Always
remove all that
the customer does
not want to pay.
15
“Simple is harder
than complex”
And simplicity
IT’S SIMPLE
TO BE RENNER

“Focus is not what
not what you é o
you have to do, it is
what you have to
stop doing.”
16
Always maintaining focus...

There is always room
for improvement!
We love challenges: not
knowing that it is
impossible, we just go
ahead and do it!
17
Dissatisfaction with the status quo

“To be the brand which
stands by the modern
woman, offering a range of
styles of high quality fashion
at competitive prices and
excellence in services.
Enchanting and innovating,
in a sustainable way.”
18
CONSISTENT MARKET POSITIONING
Clear Value Proposition...

45%
90’s 2010’s
60%
Increased presence of women in
the labor market
• Buy for the whole family
• Represent 80% of Renner’s customers
• Are responsible for 83% of the decisions on
apparel purchases
• Have achieved a growth of 82% in
purchasing power over the last decade
22%
80’s
19
Source: Valor Econômico newspaper 2014
In Brazil, women...
With a focus on the Woman

A
B
C
+
-
+
-
Renner
SocialClasses
+
-
20
Source: Ibope Inteligência 2015 and IstoÉ Dinheiro Magazine – Family Budget Survey (POF) – IBGE
R$ 20,273.00
R$ 1,910.00
R$ 5,351.00
Average
Monthly
Household
Income
By Social Class
24% of households
47% of total wage bill
38% of consumption
3% of households
16% of consumption
52% of households
39% of consumption

Fashion
Price
0% 20% 40% 60% 80% 100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Supermarkets
RENNER
CAMICADO
YOUCOM
21
By Fashion Appeal

Engaged
people
enchant
customers
Enchanted
customers are
loyal customers
Loyal
customers
generate
consistent and
sustainable
results
Cycle of Enchantment
Enchantment – Surpassing Customer Expectations
Watch Lojas Renner’s
Culture and Enchantment
Video
24 MM opinions
collected in 2018
95.0%
Very satisfied or
satisfied
Real-life stories in which
customers are surprised
by outstanding initiatives
on the of the
employees
COMPETITIVE ADVANTAGES
,STORIES OF
ENCHANTMENT
WRITTEN
EVERY DAY IS
DAY TO
ENCHANT
SINCE1996 THERE ARE ALREADY

Lifestyle: You have your style, Renner has all of them.
Each brand represents the lifestyle of a customer group based on their attitudes, interests,
values and personalities.

 Best use of shopping time
 One-stop-shop for the whole family
 Reduces need for markdowns
 Increases opportunities for cross-selling
Lifestyle: You have your style, Renner has all of them.

Source: Deloitte – Global Powers of Retailing 2007 and 2017
1. Federated Dpt Stores U$ 22.4
2. JC Penney U$ 18.8
3. TJX U$ 16.1
4. Gap U$ 16.0
5. KarstadtQuelle U$ 14.3
6. Khol’s U$ 13.4
7. Otto Group U$ 11.5
8. Limited Brands U$ 9.7
9. Millenium Retailing U$ 8.6
10. H&M U$ 8.4
1. TJX U$ 30.9
2. Macy’s U$ 27.1
3. Sears U$ 25.1
4. Inditex U$ 23.1
5. H&M U$ 21.7
6. Gap U$ 15.8
7. Fast Retailing U$ 14.2
8. Nordstrom U$ 14.1
9. El Corte Ingles U$ 13.1
10. JC Penney U$ 12.6
2005 2015
Largest retailers in the world market
(Net Revenue in billions)
BUSINESS MODEL ALIGNED WITH GLOBAL BENCHMARKS

Source: Company Annual Reports
-0.2%
276.8%
254.5%
168.5%155.3%
16.5%
-32.3%
9.2%
TRADITIONAL RETAIL FASHION RETAILERS
% growth in net revenues from 2008 to 2017

Source: Company Annual Reports
CAGR 2013 - 2017
NA

 Operation focused on proprietary brands
 Frequent collection launches
 High degree of fashion appeal
 Competitive prices
 Products organized around life styles
 Operations focused on apparel and accessories
 One-stop-shop for the whole family
 Multi-channel model
 Supply chain proximity to accelerate the time-to-market

FASHION
REACTIVITY
2012
2013
2015
2018
 Single Customer
View
 Data Driven for
Products
 Omni
Transformation
DIGITAL
FROM 2019
Improvements on the Business Model
STORE
SIMPLICITY
 Store at the center of
everything
New supply logistics
Revision of Processes
CSC releasing time for
the store manager
Capture of fashion trends
Specialization of the
businesses
Communication between
stores and purchases
Strengthening of the
chain
Quality

WHERE WE ARE GOING TO
• Market Consolidation
• Increased Market Share
• Expansion of Stores
• Other Concepts
• Operation Abroad
• Integration of the Channels
30

TOP 5 RANKING
1 Renner
2° C&A
3° Riachuelo
4° Pernambucanas
5° Marisa
16%
Market
concentration of
other sectors in Brazil
31
12%
Fragmented apparel market with opportunities for consolidation
Source: Jornal DCI, IBOPE, Euromonitor, IBGE, Bank of America Merril Lynch and Lojas Renner estimates.
Note: Data for C&A and Pernambucanas are estimated.
20% of existing
stores closed
between 2014
and 2017
 Electroelectronics
top 5 = 50%
 Supermarkets
top 5 = 50%
 Drugstores
top 3 = 24%
WHEREWEAREGOINGTO
MARKET CONSOLIDATION
Other
Retailers
Other
Retailers
+
Informality

26%
18%
17%
14%
11%
9%
6% 5% 6% 4%
Sul Sudeste Centro-Oeste Nordeste Norte
Share Cartão Share Venda
32
INCREASED MARKET SHARE
Note: Card Share: % of clients (target A-, B, C+) with Renner card in relation to the total of the public target of the region
Revenue Share: % of Renner revenue (R$) in relation to the qualified demand (R$) of the region
Source: IBOPE 2017 and Renner database
5
8
6
8
12
10 MM 39 MM 6 MM 11 MM 5 MM
Target Population
Average store
age by region
(in years)
South Southeast Midwest Northeast North
Share of cards Share of sales
WHEREWEAREGOINGTO
Potential gains of share on existing selling areas

PMC: government statistics office’s(IBGE) Monthly Retailing Survey index
INCREASED MARKET SHARE
WHEREWEAREGOINGTO

Target of 450 Renner stores by 2021
EXPANSION OF STORES
CURRENT CHAIN OF 351 STORES
 91% shopping centers / 9% stand-alone
 39% in maturation
 Presence in +/- 50% of all Brazilian shopping
centers
 Existing Shopping
Centers
 New Shopping
Centers
 Street Side Stores
 Cities with
Renner stores
 Cities without
Renner stores
 Central areas
 Smallers cities
 Micro regions
PRODUCTIVITY OF EXISTING STORE CHAIN
 Re-dimensioning of store meterage
 Optimization of sales areas by absorption
 Updating of store layout
 Adaptation of visual merchandising
 Store modernization
 Better shopping experience
WHEREWEAREGOINGTO

 Nationwide coverage
 Brand consolidation
 Potential of 300 stores
 Adjustments to product mix
(imported items)
 Omni and marketplace
 Target of 125 in 2021
Breakdown of Net Revenue 2018
Target of Camicado and Youcom potential stores in 2021
Launched in 2013
Acquired in 2011
91%
7%
2%
OTHER CONCEPTS
WHEREWEAREGOINGTO
 E-commerce + 3 stores
5 inaugurations expected for 2019

 First step abroad through the debut in the Uruguayan market
in 2017
 7 stores operating in Uruguay
 Opening of up to 3 stores in Argentina in 2019
 Studies of the Latin American market
 Model replicable for other countries
 Same positioning as Renner in Brazil
OPERATION ABROAD
WHEREWEAREGOINGTO

DIGITAL CYCLE
WHEREWEAREGOINGTO
Consumer Behaviour
Shopping Process by Generation (US)
Source: Merrill Lynch – Gen Z is changing the landscape again 04.16.2018
Sample of 39,554 respondents
41% 38% 37%
44% 48%
22%
22% 22%
19% 17%
13% 14% 15%
13% 12%
24% 26% 27% 23% 23%
18-21 22-30 31-38 39-53 54+
Buy in Store Search Online, Buy in Store Search in Store, Buy Online Buy Online

TECHNOLOGY
PRODUCTS,
SERVICES &
PROCESSES
ENCHANT-
MENT
PEOPLE
“TO ENCHANT CUSTOMERS
IS OUR MAISN GOAL”
Being digital is more about
people than technology
The use of technology is
aimed to accomplish and
reinforce our value
proposition.
Technology is na enabler to
transform the customer experience,
operating processes and business
model, generating more revenues
and operational efficiency.
DIGITAL CYCLE
What digital means for Renner

Structural Projects
Single Customer View
Data Driven Decision to the
Whole Product Lifecycle
Omni Transformation
• Big data
• Identification of unknown
customers
• Personalized communication
• Personalized shopping experience
• Artificial Intelligence
• Algorithms
• Prediction
• Assertiveness
• Agility on decisions
• Lower inventories
• Orchestrated inventory
• Equalization of sales channels
• Convenience, mobility and flexibility
• Fluid and enchanting sales
experience
PARAONDEVAMOS
DIGITAL CYCLE
CUSTOMER
Transforming data in
actions
PRODUCT
Apply tecnology in
collections
CHANNELS INTEGRATION
Create a single
shopping experience

ATTACHMENTS
• Macroeconomic Influences
• Main Figures
40

11.6%
93.8
Unemployment Rate
1105.1
Credit Evolution to Individuals as a % of GDPHousehold Indebtedness
R$ 779.8 bi
24.1%
19.8%
42.5%
MACROECONOMIC INFLUENCES – CONSUMPTION AND CREDIT
ATTACHMENTS
Source: IDV, Ministério da Fazenda, IBGE/PME , Brazilian Central Bank(new methodology since March/11).
Total Savings (Balance)
Household Indebtedness/ Income Mass (12 months)
Household Indebtedness(Ex. mortgage)/ Income Mass (12 months)
Income Commitment with Debt Service (Interest + Amortization)
Trend Line
Delinquency Rate for Individuals (average)
Credit to Individuals/GDP (year end period)
Consumer Confidence Level Consumer Confidence Leve in Retail Restrict TradeUnemployment Rate (% of Economic Active Population)
Consumer Confidence Level and Retailing Business

MAIN FIGURES - CONSOLIDATED
ATTACHMENTS
(R$ MM) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 4Q14 4Q15 4Q16 4Q17 4Q18
Net Revenue from Merchandise Sales 1,956.4 2,116.0 2,462.7 2,896.6 3,462.0 3,913.8 4,642.6 5,450.9 5,721.8 6,600.1 7,485.4 1,669.8 1,837.4 1,920.5 2,222.4 2,595.1
Same Store Sales 2.7% 1.4% 10.3% 7.2% 8.8% 5.8% 11.1% 10.8% -0.2% 9.2% 7.4% 17.3% 4.5% -0.8% 8.7% 12.0%
Gross Margin from Retailing Operation 49.1% 50.1% 52.0% 52.5% 53.3% 52.7% 53.8% 54.8% 55.7% 55.7% 56.5% 55.7% 55.7% 55.8% 57.0% 57.4%
SG&A over Net Revenue from Merchandise Sales -35.5% -34.7% -34.7% -35.4% -35.3% -34.8% -33.8% -34.1% -36.2% -37.3% -37.1% 28.6% 29.5% 29.8% 31.6% 30.4%
Adjusted EBITDA from Retailing Operation 245.4 288.3 384.1 467.5 565.6 663.3 835.6 1,038.8 1,087.8 1,144.2 1,423.9 423.6 453.2 504.9 527.7 663.9
Adjusted EBITDA Margin from Retailing Operation 12.5% 13.6% 15.6% 16.1% 16.3% 16.9% 18.0% 19.1% 19.0% 17.3% 19.0% 25.4% 24.7% 26.3% 23.7% 25.6%
Result from Financial Products 51.7 67.6 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 349.4 42.1 38.4 62.9 75.7 78.7
% Over Total Adjusted EBITDA 17.4% 19.0% 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 19.7% 9.0% 7.8% 11.1% 12.5% 10.6%
Adjusted Total EBITDA (Retail + Financial Products) 297.1 355.9 505.1 592.6 714.4 837.1 1,053.1 1,247.2 1,339.1 1,475.8 1,773.3 465.6 491.7 567.7 603.4 742.7
Adjusted Total EBITDA Margin 15.2% 16.8% 20.5% 20.5% 20.6% 21.4% 22.7% 22.9% 23.4% 22.4% 23.7% 27.9% 26.8% 29.6% 27.2% 28.6%
Net Income 162.5 189.6 308.0 336.9 355.4 407.4 471.4 578.8 625.1 732.7 1,020.1 218.6 251.5 299.8 331.8 439.8
Net Margin 8.3% 9.0% 12.5% 11.6% 10.3% 10.4% 10.2% 10.6% 10.9% 11.1% 13.6% 13.1% 13.7% 15.6% 14.9% 16.9%
Number of Stores 110 120 134 197 232 278 332 380 444 512 556 332 380 444 512 556
Selling Area in Thousand m2
229.7 249.7 274.7 334.8 382.0 436.2 486.6 533.6 584.6 655.0 694.9 486.6 533.6 584.6 655.0 694.9
Number of Employees 9,647 10,489 12,423 13,340 14,881 16,367 16,870 16,907 18,079 19,989 21,376 - - - - -
Trade Accounts Receivable Days 38 37 31 27 35 39 39 38 39 40 42 29 30 28 33 33
Trade Accounts Payable Days 53 53 62 61 81 79 66 62 62 64 67 58 61 56 61 63
Inventory Days 72 77 83 94 102 102 99 99 101 110 121 78 77 83 88 95
ROIC 24.8% 25.8% 32.9% 28.6% 23.9% 21.4% 21.2% 22.0% 21.4% 21.0% 23.0% 21.2% 22.0% 21.4% 21.0% 23.0%
CAPEX 136.8 69.1 160.2 296.6 382.3 412.1 502.0 571.4 512.6 550.4 610.4 177.0 186.5 160.2 230.2 223.8
Pay Out 25.0% 75.0% 75.0% 75.0% 75.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% - - - - -

MAIN FIGURES - CONSOLIDATED
ATTACHMENTS
Net Revenue
CAGR (2014 – 2018) = 12.7%
Gross Profit from Retailing
CAGR (2014 – 2018) = 14.0%
Total Adjusted EBITDA
CAGR (2014 – 2018) = 13.9%
Net Income
CAGR (2014 – 2018) = 21.3%

MAIN FIGURES – FINANCIAL PRODUCTS
ATTACHMENTS
(R$ MM) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 4Q14 4Q15 4Q16 4Q17 4Q18
Result from Financial Products 51.7 67.6 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 42.1 38.4 62.9 75.7 78.7
% Over Total Adjusted EBITDA 17.4% 19.0% 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 9.0% 7.8% 11.1% 12.5% 10.6%
Number of Cards at the End of Period (MM) 13.6 15.2 17.1 19.0 20.8 22.5 24.3 26.0 27.4 28.8 24.3 26.0 27.4 28.8 30.6
Number of Cards Issued (thousand) 1600.0 1660.0 1878.0 1904.0 1739.0 1735.9 1790.1 1700.8 1392.6 1468.1 600.3 426.3 437.2 474.5 577.2
Renner Card Penetration (Priv. Label + Co-B.) (%) 63.1% 60.2% 56.6% 54.7% 52.1% 51.4% 49.7% 48.8% 48.3% 45.2% 48.4% 47.9% 47.3% 44.3% 43.6%
Interest-free credit sales - 0+5 (%) 49.3% 48.1% 43.6% 42.8% 40.2% 39.5% 39.1% 39.1% 39.5% 37.6% 38.5% 38.7% 38.8% 37.1% 37.4%
Interest-bearing credit sales - 0+8 (%) 13.8% 12.1% 13.0% 11.9% 11.9% 11.9% 10.6% 9.7% 8.7% 7.6% 9.9% 9.2% 8.5% 7.2% 6.2%
Cash Payments (%) 21.1% 21.9% 23.4% 23.8% 24.9% 25.4% 26.3% 26.5% 26.3% 27.4% 27.8% 27.8% 27.7% 28.4% 27.5%
Other Credit Cards (%) 15.8% 17.9% 20.0% 21.5% 23.0% 23.2% 24.0% 24.7% 25.5% 27.4% 23.8% 24.3% 25.0% 27.3% 28.9%
Renner Card Average Ticket (R$) 112.97 122.26 132.16 145.53 154.95 163.68 176.28 184.48 191.46 195.29 190.40 197.44 204.28 206.93 217.05
Company's Average Ticket (R$) 84.59 91.06 97.65 105.01 111.90 117.31 126.56 134.04 140.40 144.06 134.79 141.57 146.78 150.27 158.48
Total Portfolio - Private Label (R$ ,000) 592.9 624.9 690.6 796.4 932.6 1,061.8 1,205.3 1,270.5 1,256.8 1,181.2 1,205.3 1,270.5 1,256.8 1,181.2 1,282.8
Total Portfolio - Co-branded (R$ ,000) na na 1.7 28.6 90.7 175.3 338.0 455.2 529.5 1,063.4 338.0 455.2 529.5 1,063.4 1,452.1
Total Portfolio - Personal Loan (R$ ,000) 86.9 94.0 104.8 108.0 120.7 142.4 168.9 179.4 144.6 71.9 168.9 179.4 144.6 71.9 50.8
Total Portfolio (R$ ,000) 679.8 719.0 797.2 933.0 1,144.0 1,379.5 1,712.2 1,905.1 1,930.9 2,316.5 1,712.2 1,905.1 1,930.9 2,316.5 2,785.7
Past Dues Over Portfolio - Private Label 15.0% 11.7% 11.2% 12.5% 11.9% 11.9% 12.0% 12.8% 11.7% 12.4% 12.0% 12.8% 11.7% 12.4% 11.2%
Past Dues Over Portfolio - Co-branded na na na 16.9% 22.1% 16.6% 16.9% 17.8% 18.1% 21.6% 16.9% 17.8% 18.1% 21.6% 18.6%
Past Dues Over Portfolio - Personal Loan 20.3% 16.5% 16.5% 17.8% 15.8% 15.3% 15.2% 17.9% 16.8% 18.0% 15.2% 17.9% 16.8% 18.0% 22.0%
Past Dues Over Portfolio - Total 15.7% 12.4% 11.9% 13.3% 13.1% 12.9% 13.4% 14.4% 13.8% 16.8% 13.4% 14.4% 13.8% 16.8% 15.3%
Credit Losses Over the Port., Net of Recov. - Private Label 14.9% 14.4% 9.8% 10.3% 9.9% 9.1% 9.7% 13.0% 10.0% 9.3% 2.8% 4.2% 2.7% 2.9% 2.2%
Credit Losses Over the Port., Net of Recov. - Co-branded na na na 9.5% 17.0% 13.6% 13.9% 16.9% 19.6% 13.1% 3.8% 4.7% 5.0% 4.3% 3.3%
Credit Losses Over the Port., Net of Recov. - Personal Loan 25.9% 23.6% 19.4% 22.6% 15.5% 15.5% 14.4% 22.1% 22.4% 10.3% 3.8% 5.8% 3.8% -0.2% -0.4%
Credit Losses Over the Port., Net of Recov. - Total 16.3% 15.6% 11.1% 11.7% 11.0% 10.3% 11.0% 14.8% 13.6% 11.0% 3.1% 4.5% 3.4% 3.4% 2.7%

MAIN FIGURES – FINANCIAL PRODUCTS
ATTACHMENTS
Financial Products Result
CAGR (2014 – 2018) = 12.6%
Delinquency Rates – Renner Card
Delinquency Rates – Quick WithdrawalDelinquency Rates – Co-Branded

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