Institutional Presentation - May 2018

May 2018 Lojas Renner S.A.
May 2018
Lojas Renner
Institutional Presentation
B3: LREN3; USOTC:LRENY
Access this presentation
through the QR code or Lojas
Renner’s IR website.

May 2018 Lojas Renner S.A. 2
WHO WE ARE
• Company Overview
• Our Businesses
• Geographical Distribution
• Store Evolution
• Corporate Governance
• Share Performance

COMPANY OVERVIEW
3
 R$ 9.6 billion of Total Gross Revenue in 2017
 509 stores in operation (326 Renner, 98 Camicado and 85 Youcom)
 4 distribution centers (SC and RJ fully automated)
 20 thousand employees
 29 MM of private label cards issued
 19 proprietary brands
 + 600 thousand customers visit our stores daily
 + 120 MM users visited our e-commerce channel in 2017
 +3,421% of share appreciation since 2005
 Market capitalization of R$ 24.3 billion
Baseline date Mar/18
WHOWEARE

OUR BUSINESSES
4
 Publicly held since 1967
 Largest fashion retailer in Brazil
 Target customers: 18 to 39 age
group, in the A-, B and C+ social
classes
 326 stores *
 Acquired in 2011
 Leader in the home decor business
 Target customers: 18 to 39 age group,
in the A-, B and C+ social classes
 98 stores*
 Launched in 2013
 Specialized in youth fashion
 Target customers: 18 to 28 age group,
in the A-, B and C+ social classes
 85 stores*
*data as at Mar/18
RENNER YOUCOMCAMICADO
WHOWEARE

OUR BUSINESSES
5
 Since 2010
 Complete mix of Renner, Camicado
and Youcom
 Possibility of exchanges in the stores
 Launched in 2016
 Curve & plus size format
 Only via e-commerce
 Potential for physical stores
 Since 1973
 29 MM cards (Private
Label + Co-branded)
 Approximately 50% of sales
 Proprietary Financial Institution in 2017
E-COMMERCE FINANCIAL PRODUCTSASHUA
WHOWEARE

URUGUAY
3 Renner
NORTHEAST
47 Renner
19 Camicado
CENTER-WEST
24 Renner
9 Camicado
3 Youcom
NORTH
20 Renner
1 Camicado
SOUTH
69 Renner
17 Camicado
29 Youcom
SOUTHEAST
163 Renner
52 Camicado
53 Youcom
GEOGRAPHICAL DISTRIBUTION
6
March 31, 2018
Expansion of Sales Area
CAGR (2013 – 2017) = 10.7%
326
98
85
Renner DC
Camicado DC
Youcom DC
WHOWEARE
3
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
4
6
10
33
3
11
2
6
4
11
9
9
3
17
34
3
4
1
1
41
23
6
3
97
3
1
15
43
14
7
8
9
GO
4
37
1
3
2
2
7
2
91
4
2
10
2
5
2
2
2
1
1
1
1

...
STORE EVOLUTION
7
444
380
332
278
232
197
CAGR (1996 – 2017)
Sales Area (m2) = 15.9%
Total Gross Revenue = 19.1%
1991
8
Potential
300
stores
Target
125
stores
Target
450
stores
13 16 21 35
49 54 54 58 62 66 81 95 110 120 134
243
9,603
Gross Revenue (R$ million)
Number of Stores
WHOWEARE
512

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
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
CFO & IRO
Laurence
Gomes
HR Clarice
Costa
Operations
Haroldo
Rodrigues
Executive Officers
IT & Mgmt.
Emerson
Kuze
Procurement
Fabio Faccio
Executive Group
Loss
Prevention
Member
Christiane
Edington

LREN3
+3,421%
IBOV
+337%
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$ 24.3 billions
 Average Daily Trading Volume LTM = R$ 96.6 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 March 29th, 2018
WHOWEARE

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

Brasil Retail 2016 (69%)
Best in Management 2016 (86%)
Lojas Renner 2017 (88%)
Global Fashion 2016: 65%
(2015: 71%)
Global Retail 2016: 65%
(2015: 60%)
95% adherence in 2017
(13,801 respondent employees)
Survey run between: February 20 to March 20, 2017
Zona de Indiferença
0%
Critical
Zone
High Performance
Zone 100%
50%
71%
Neutral
Zone
12
Source: Aon Hewitt
Lojas Renner 2015 and 2016 (87%)
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.
14
“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.”
15
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!
16
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.”
17
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
18
Source: Valor Econômico newspaper 2014
In Brazil, women...
With a focus on the Woman

A
B
C
+
-
+
-
Renner
SocialClasses
+
-
19
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
20
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 Differentials
Watch Lojas Renner’s Culture
and Enchantment Video
24 MM opinions collected
in 2017
96.4%
Very satisfied or
satisfied
Real-life stories in which
customers are surprised by
outstanding initiatives on
the of the employees
COMPETITIVE ADVANTAGES
Since 1996 there are already
Stories of Enchantment
,

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

STORE
 Store at the center of
everything
New supply logistics
SIMPLICITY
Revision of Processes
CSC releasing time for the
store manager
FASHION
Capture of fashion trends
Specialization of the
businesses
Communication between
stores and purchases
Strengthening of the
chain
Quality
REACTIVITY
Improvements on the Business Model
2012
2013
2015
Until 2019

WHERE WE ARE GOING TO
• Market Consolidation
• Increased Market Share
• Expansion of Stores
• Other Concepts
• Operation Abroad
• Integration of the Channels
29

TOP 5 RANKING
1 Renner
2° C&A
3° Riachuelo
4° Pernambucanas
5° Marisa
16%
Market concentration
of other sectors in
Brazil
30
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

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 2016, Renner and Conductor
4
7
5
7
12
26%
17% 16%
12%
10%10%
6% 5% 6% 5%
Sul Sudeste Centro-Oeste Nordeste Norte
Share Cartão Share Venda
10 MM 37 MM 6 MM 10 MM 4 MM
Target Population
Average store
age by region
(in years)
South Southeast Midwest Northeast North
Share of cards Share of sales
WHEREWEAREGOINGTO

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
Renner Sales x PMC
Renner Apparel and Footwear Index (PMC)
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 325 STORES
 92% shopping centers / 8% street-side
 50% 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
 Grandes Centros
 Cidades Menores
 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

125 lojas
Potencial 300
lojas
 Nationwide coverage
 Brand recognition
 Possibility of franchises and
multibrands
 Adjustments to product mix
(imported items)
 Revision of sales areas
Breakdown of Net Revenue 2017 Store Expansion Plan through 2021
Target of Camicado and Youcom stores in 2021
Launched in 2013
Acquired in 2011
92.5%
6.1%
1.4%
OTHER CONCEPTS
WHEREWEAREGOINGTO

 Debut in the Uruguayan market in 2017
 3 stores operating with + 2 in 2018
 Stores in shopping centers and street side
 Same positioning as Renner in Brazil
 Test of Renner business model outside Brazil
 Learning curve for new markets, exports and FX
 Adaptation of management processes
 Model replicable for other countries
OPERATION ABROAD
WHEREWEAREGOINGTO

 Leverage through brand power
 Relevance in mobile
 Availability of services, technology and speed
 Operational excellence in logistics
 Optimization in distribution (physical + online)
 Lower delivery costs with instore pickup
 Single inventory and with accuracy
 No ticket differentiation between channels (online/offline)
 Fostering traffic flows through the stores for exchanges and instore
pickup
 Leverage e-commerce with physical retailing structure (survey, design,
modeling, purchases, IT, marketing, etc.)
INTEGRATION OF ONLINE AND OFFLINE CHANNELS
WHEREWEAREGOINGTO

ATTACHMENTS
• Macroeconomic Influences
• Main Figures
37

13.1%
89
Unemployment Rate Consumer Confidence Level and Retailing Business
97
Credit Evolution to Individuals as a % of GDPHousehold Indebtedness
R$ 724.5 bi
22.9%
19.8%
41.1%
MACROECONOMIC INFLUENCES – CONSUMPTION AND CREDITATTACHMENTS
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 Level
in Retail Restrict Trade
Unemployment Rate (% of Economic Active Population)

MAIN FIGURES - CONSOLIDATEDATTACHMENTS
(R$ MM) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 1Q14 1Q15 1Q16 1Q17 1Q18
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 6,600.1 814.5 1,010.9 1,076.1 1,234.7 1,398.8
Sam e Store Sales 2.7% 1.4% 10.3% 7.2% 8.8% 5.8% 11.1% 10.8% -0.2% 9.2% 5.4% 16.5% 1.3% 9.1% 6.3%
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% 51.8% 54.4% 55.6% 54.4% 56.2%
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% -36.4% 41.5% 40.3% 44.0% 43.5% 44.0%
Ajusted 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 73.6 130.7 117.0 111.4 146.7
Ajusted 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% 9.0% 12.9% 10.9% 9.0% 10.5%
Result from Financial Products 51.7 67.6 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 61.4 68.1 68.8 79.1 102.8
% Over Total Adjusted EBITDA 17.4% 19.0% 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 45.5% 34.3% 37.0% 41.5% 41.2%
Ajusted 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 1,475.8 135.1 198.8 185.8 190.4 249.5
Ajusted Total EBITDA Margin 15.2% 16.8% 20.5% 20.5% 20.6% 21.4% 22.7% 22.9% 23.4% 22.4% 16.6% 19.7% 17.3% 15.4% 17.8%
Net Incom e 162.5 189.6 308.0 336.9 355.4 407.4 471.4 578.8 625.1 732.7 50.9 73.2 65.5 67.0 111.4
Net Margin 8.3% 9.0% 12.5% 11.6% 10.3% 10.4% 10.2% 10.6% 10.9% 11.1% 6.3% 7.2% 6.1% 5.4% 8.0%
Num ber of Stores 110 120 134 197 232 278 332 380 444 512 281 332 387 451 509
Selling Area in Thousand m
2
229.7 249.7 274.7 334.8 382.0 436.2 486.6 533.6 584.6 655.0 437.8 489.7 537.1 588.1 650.7
Num ber of Em ployees 9,647 10,489 12,423 13,340 14,881 16,367 16,870 16,907 18,079 19,989 - - - - -
Trade Accounts Receivable Days 38 37 31 27 35 39 39 38 39 39 58 51 53 51 55
Trade Accounts Payable Days 53 53 62 61 81 79 66 62 62 64 77 65 66 63 68
Inventory Days 72 77 83 94 102 102 99 99 101 110 125 129 122 136 148
ROIC 24.8% 25.8% 32.9% 28.6% 23.9% 21.4% 21.2% 22.0% 21.4% 20.6% 21.8% 21.4% 21.2% 20.8% 20.6%
CAPEX 137 69 160 297 382 412 502 571 513 550 77 71 88 66 94
Pay Out 25.0% 75.0% 75.0% 75.0% 75.0% 40.0% 40.0% 40.0% 40.0% 40.0% - - - - -

MAIN FIGURES - CONSOLIDATEDATTACHMENTS
Net Revenue
CAGR (2013 – 2017) = 14.0%
Operating Expenses
Gross Profit from Retailing
CAGR (2013 – 2017) = 15.5%
Total Adjusted EBITDA
CAGR (2013 – 2017) = 15.2%

MAIN FIGURES – FINANCIAL PRODUCTSATTACHMENTS
(R$ MM) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 1Q14 1Q15 1Q16 1Q17 1Q18
Result from Financial Products 51.7 67.6 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 61.4 68.1 68.8 79.1 102.8
% Over Total Adjusted EBITDA 0.2 19.0% 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 45.5% 34.3% 37.0% 41.5% 41.2%
Num ber 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 22.8 24.7 26.2 27.7 29.2
Num ber of Cards Issued (thousand) 1600.0 1660.0 1878.0 1904.0 1739.0 1735.9 1790.1 1700.8 1392.6 1468.1 310.8 383.1 259.9 286.3 318.6
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% 45.3% 49.0% 47.7% 46.6% 44.9% 42.9%
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% 38.4% 38.2% 38.3% 37.1% 35.9%
Interest-bearing credit sales - 0+8 (%) 13.8% 12.1% 13.0% 11.9% 11.9% 11.9% 10.6% 9.7% 8.7% 7.7% 10.6% 9.5% 8.3% 7.8% 7.0%
Cash Paym ents (%) 21.1% 21.9% 23.4% 23.8% 24.9% 25.4% 26.3% 26.5% 26.3% 27.4% 27.1% 27.8% 28.2% 28.4% 28.6%
Other Credit Cards (%) 15.8% 17.9% 20.0% 21.5% 23.0% 23.2% 24.0% 24.7% 25.5% 27.4% 23.9% 24.5% 25.2% 26.7% 28.5%
Renner Card Average Ticket (R$) 112.97 122.26 132.16 145.53 154.95 163.68 176.28 184.48 191.46 195.29 155.62 165.81 170.82 177.46 180.11
Com pany's Average Ticket (R$) 84.59 91.06 97.65 105.01 111.90 117.31 126.56 134.04 140.40 144.06 111.13 119.44 125.52 129.40 131.99
Total Portfolio - Private Label (R$ ,000) 593 625 691 796 933 1,062 1,205 1,271 1,257 1,181 901 1,020 1,017 1,033 992
Total Portfolio - Co-branded (R$ ,000) na na 2 29 91 175 338 455 529 1,063 208 348 447 572 1,066
Total Portfolio - Personal Loan (R$ ,000) 87 94 105 108 121 142 169 179 145 72 156 182 180 141 63
Total Portfolio (R$ ,000) 680 719 797 933 1,144 1,380 1,712 1,905 1,931 2,316 1,265 1,550 1,644 1,746 2,122
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% 18.9% 19.6% 19.7% 18.0% 19.7%
Past Dues Over Portfolio - Co-branded na na na 16.9% 22.1% 16.6% 16.9% 17.8% 18.1% 24.3% 22.6% 23.1% 23.5% 20.1% 23.4%
Past Dues Over Portfolio - Personal Loan 20.3% 16.5% 16.5% 17.8% 15.8% 15.3% 15.2% 17.9% 16.8% 18.3% 15.3% 15.9% 17.2% 15.6% 18.8%
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% 19.0% 20.0% 20.4% 18.5% 21.5%
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% 1.7% 2.4% 1.8% 1.8% 2.0%
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% 4.0% 4.0% 5.0% 4.1% 3.6%
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% 3.7% 3.9% 5.1% 2.9% -0.7%
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% 2.3% 3.0% 3.1% 2.7% 2.7%

MAIN FIGURES – FINANCIAL PRODUCTSATTACHMENTS
Financial Products Result
CAGR (2013 – 2017) = 17.5%
Delinquency Rates – Renner Card
Delinquency Rates – Quick WithdrawalDelinquency Rates – Co-Branded

Institutional Presentation - May 2018

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Institutional Presentation - May 2018