2Q19 Institutional Presentation

Lojas Renner S.A.September 2019
Lojas
Renner
Institutional
Presentation
September 2019
B3: LREN3; USOTC:LRENY

OUR BUSINESSES
APPAREL RETAIL
STRATEGIC PRIORITIES
VALUE CREATION
FACT SHEET

R$ 11.4 billion
of Total Gross Revenue in 2018
4
distribution centers
(SC & RJ fully automated)
570 stores
357 Renner / 03 Ashua
113 Camicado / 97 Youcom
31.5 MM
private label cards
COMPANY OVERVIEW
20
proprietary brands
3
+210 MM
e-commerce visits in 2018
+600 thousand
customers visit our stores
daily
+5,000%
of share appreciation since
2005
R$ 37.4 billion
market capitalization
21.4 thousand
employees in 2018
Data as at June 2019

COMPANY OVERVIEW
4
Competitive Advantages
Consistent Positioning Clear
value proposition, with focus on women
Lifestyles
You have your style, Renner has all of them
Enchantment
To surpass customers expectations
Sales Channels Integration Omni
experience to delight our customers

Engagement
Engaged people
Enchantment Delight
customers
Results obstinacy
Generating exceptional results
5
COMPANY OVERVIEW
Corporate Culture

OUR
BUSINESSES

7
OUR BUSINESSES

 Listed since 1967
 Largest fashion retailer in
Brazil
 Target customers: 18 to
39 age group, in the A-, B
and C+ social classes
 357 stores
 E-commerce
 91% of contribution on
Consolidated Net
Revenues in 2018
8
OUR BUSINESSES
Renner

 Acquired in 2011
 Leader in home and decor
 Target customers: 18 to 39 age
group, in the A-, B and C+ social
classes
 113 stores
 E-commerce + Marketplace
Consolidated Net Revenues in
2018
9
OUR BUSINESSES
Camicado

 Launched in 2013
 Specialized in young lifestyle
 Target customers: 18 to 35
age group, in the A-, B and
C+ social classes
 97 stores
 E-commerce
Consolidated Net Revenues
in 2018
10
OUR BUSINESSES
Youcom

 Launched in 2016 on E-
commerce platform
 Curve & plus size format
 Target customers: 25 to 45 age
group, in the A-, B and C+
social classes
 Sizes: from 46 to 54
 3 pilot stores
 E-commerce
 Consolidated on Renner’s
Income Statement
11
OUR BUSINESSES
Ashua

 Financial Institution established in
2017
 Features and services to leverage
consumer experience
 Used as a loyalty tool to boost retail
sales
 Segregated digital platform with
flexible tech infrastructure
 +12 million customers that are able
to buy and recognized brand
 Private Label Card, Co-branded
Card, and Insurances & Assistances
offered
 Total credit portfolio of R$ 2.7
billion
12
OUR BUSINESSES
Realize CFI

APPAREL
RETAIL

Source: Statista and Players’ Website
4.7%
10.0%
18.0%
12.2%
Apparel market by country & market share of main players
14
(Gross Revenues in U$ billion)
APPAREL RETAIL
We still have plenty of room to grow

Other
Retailers
1° Renner
2° C&A
3° Riachuelo
4° Pernambucanas
5° Marisa
16%
Market Concentration of Other Sectors in Brazil
Other
Retailers
+
Informality
12%
Source: Jornal DCI, IBOPE, Euromonitor, IBGE, Bank of America Merril Lynch and Lojas Renner estimates.
Note: Data for C&A and Pernambucanas are estimated.
Drugstores top 3 = 24%
20% of existing
stores closed
between 2014 and
2017
Eletroelectronics top 5 = 50%
Supermarkets top 5 = 50%
Apparel Market Concentration
15
APPAREL RETAIL
In a fragmented apparel market with opportunities for consolidation

Source: JPM – Brazil Apparel – Diving into online channel 06.14.2018
UBS – Brazil eCommerce – UBS Evidence Lab Inside: Like for Likes (Vol II) – 08.20.2019
16
Apparel Online Penetration Sales over Total Retail Sales in 2018
2X
over the
next 5 yrs
APPAREL RETAIL
And great prospects in the online segment

STRATEGIC
PRIORITIES

20%
16%
12%
8%
5%
Fonte: JPM – Brazil Apparel – Diving into online channel 06.14.2018
Others 15%
Auto 2%
Sports Goods 4%
Beauty 5%
Apparel 6%
Furniture 8%
Eletroelectronics60%
ALTHOUGH E-COMMERCE PENETRATION IN BRAZIL IS STILL LOW, IT IS GROWING
CONSISTANTLY
18
Total E-commerce Penetration Apparel Participation in E-commerce Sales

AND BENCHMARKS SUGGEST A BALANCE BETWEEN ONLINE / OFFLINE CHANNELS
19
WOULD BE VERY SATISFIED | EXPECTS TO BE OFFERED | INDIFERENT
42%
45%
13%
34%
52%
14%
34%
50%
16%
31%
60%
9%
53%
33%
14%
42%
46%
12%
50%
30%
20%
45%
30%
25%
43%
35%
22%
43%
43%
14%
57%
25%
18%
54%
36%
10%
Source: UBS Evidence Lab. / Identifying Mispricings from eCommerce Disruption 06.20.2018 – 2,500 respondents.
Store pick up Store returns
Opinions on pick ups and returns in stores

WITH NO MEANING DIFFERENCES BY AGE GROUPS
20
18-21 22-30 31-38 39-53
BUY IN STORE | SEARCH ONLINE & BUY IN STORE | SEARCH IN STORE & BUY ONLINE | BUY ONLINE
54+
41%
22%
13%
24%
38%
22%
14%
26%
37%
22%
15%
27% 23%
13%
19%
44% 48%
17%
12%
23%
Source: Merrill Lynch – Gen Z is changing the landscape again 04.16.2018
Purchase Journey by Age
Survey with 39,554 participants (USA)

0% 10% 20% 30% 40% 50% 60% 70%
Acessories
Shoes
Sporting Goods
Appliances
Groceries
Bath & Bedding
Furniture
Home Improvements
Toys
Personal Care Products
Power Tools
Eletronics
Household Products
Auto Parts
Books
Office Supplies
Pet Supplies
Source: UBS Evidence Lab. / Identifying Mispricings from eCommerce Disruption 06.20.2018 – 2,500 respondents
BECAUSE THEY VALUE THE INTERACTION WITH APPAREL PRODUCTS BEFORE PURCHASING IT
Clothing
21
(USA)
Q: What are the main reasons why you don’t buy more of these products online?
R: Like to see, touch or try

Digital cycle
22
Omni Transformation
CHANNELS INTEGRATION
Create a single shopping
experience
Data Driven Decision on
Product Lifecycle
PRODUCT DEVELOPMENT
Apply technology in
collections
Customer Single-View
CUSTOMER INTERACTIONS
Transforming data in
actions
Renner Structural Projects Under Development
1

M A X I M A Z I N G
C O M M U N I C A T I O N
W I T H I D E N T I F I E D
C U S T O M E R S
I D E N T I F Y I N G
U N K N O W N
C U S T O M E R S
C R E A T I N G A
P E R S O N A L I Z E D
A N D C O N S I S T E N T
B A S E O F
C U S T O M E R
R E L A T I O N S H I P
23
• Big data
• Identification of unknown
customers
• Personalized communication
• Personalized shopping
experience
DETERMINED GOALS THROUGH...
Customer Single-View
Digital cycle

I M P R O V I N G T H E
P R O C E S S I N
C H O O S I N G T H E
F A S H I O N T R E N D S
B A S E D O N
P R E D I C T I V E
A N A L Y S I S
A P P L Y I N G M O R E
I N T E L L I G E N C E O N
T H E A S S O R T M E N T &
D I S T R I B U T I O N
P R O C E S S W I T H H I G H
A S S E R T I V E N E S S B Y
S K U P E R S T O R E
D O M I N A T I N G
T H E S U P P L Y
C H A I N T O G E T
M O R E A G I L I T Y
O N T H E
D E C I S I O N
M A K I N G
P R O C E S S
A C T I N G O N C O S T U M E R S
F E E D B A C K S
24
• Artificial Intelligence
• Algorithms
• Prediction
• Assertiveness
• Agility on decisions
• Lower inventories
Data Driven Decision on Product Lifecycle
Digital cycle

I N V E N T O R Y
O R C H E S T R A T I O N
P R O C E S S
A D E Q U A T I N G T H E
S A L E S C H A N N E L S
( P H Y S I C A L
I N F R A S T R U C T U R E
S Y S T E M S &
P R O C E S S E S )
E Q U A L I Z I N G T H E
C O M M E R C I A L P O L I C I E S
F O R T H E D I F F E R E N T
C H A N N E L S ( P R I C I N G &
P A Y M E N T C O N D I T I O N S )
D E L I V E R I N G
A N D
O M N I C H A N N E L
A F T E R - S A L E S
E X P E R I E N C E
25
• Use of stores’ inventory
• Faster deliveries
• Lower delivery cost
• Equalization of sales channels
• Convenience, mobility and
flexibility
• Fluid and enchanting sales
experience
Omni transformation
Digital cycle

C U S T O M E R
S I N G L E V I E W
D A T A D R I V E N
D E C I S I O N T O T H E
W H O L E P R O D U C T
L I F E C Y C L E
O M N I
T R A N S F O R M A T I O N
+ +
B E T T E R
S H O P P I N G
E X P E R I E N C E
G E N E R A T I N G
M O R E R E S U L T S
=
26
Renner structural projects
Market Share
Speed to Market
Operational Efficiency
Digital cycle

C U S T O M E R
S I N G L E - V I E W
D A T A D R I V E N D E C I S I O N T O
T H E W H O L E P R O D U C T
L I F E C Y C L E
O M N I
T R A N S F O R M A T I O N
+ +
- Data Lake with customers’
information already in place
- In process of cleaning and
conciliating information
- Customer data should be ready by
the end of 2019
- Already working to attend the
LGPD demands
- Testing the automated allocation of
products
- No human intervention
- Limited number of SKUs
- Predicting sales forecasts
- RFID rollout to be concluded by the end of
2019
- Testing Order Mgmt. System to use
products from stores’ inventories
- Click & Collect represents 30% of online
sales
- 10% of these generate an additional
purchase in store, with a +20% ticket
27
Renner Structural Projects – Current Status
Digital cycle

Market Consolidation
Source: IBOPE 2017 and Renner database
28
EXISTING STORES
 Increase sales density
 Store park maturation
 Consolidate the fragmented
market
 Gain share from informal
players
NEW STORES
 Existing Shopping Malls
 New Shopping Malls
 Stand-alone Stores
 Central Areas
 International expansion
(7 stores in Uruguay and
4 in Argentina)
SMALLER
STORES
 Smaller Cities
 Micro regions
 Stores with 1,200 m²
of selling area
450 stores (2021)
125 stores (2021)
300 Potential stores
Pilot Stores
STORE TARGETS
2

Lojas Renner S.A.September 2019 29
Promoting the enchantment on the digital cycle
en
= People + Products & Services + Technology
Absorb Technology to Deliver and Reinforce Our Value Proposition
Value Proposition: “To be the brand which stands by the woman, offering a range of styles of high
quality fashion at competitive prices, in practical and agreeable environments, enchanting and
innovating, in a sustainable way”
3

VALUE
CREATION

+100.9%
+10.2%
VALUE CREATION
Through consistent market share gains
Lojas Renner vs Apparel & Footwear Market Accumulated Growth
(Brazil)
31

VALUE CREATION
With gross margin improvements
32

Operating Expenses over Net Revenue
And an austere operation
VALUE CREATION
33

FACT
SHEET

FACT SHEET
Company Background

As of June 31st, 2019
357
113
97
03
DC Renner
DC Camicado
DC Youcom
Expansion of Selling Area
CAGR (2014 – 2018) = 9.3%
103
7
38
18
19 36
9
26
10
9
4
5
1
6
1
2 1
9
5
1
4
12
10 3
3
9
4
2
7
34
8
5
6 12
3
8
4
3
1
2
1
2 2
2
2
4
2 2
2
4
2
2
44
13
12
6
10
5
2
1
1
1
2
1
75
19
31
1
Uruguay
South
174
57
54
2Southeast
Northeast
28
9
9
Midwest-
22
6
2
North
URU
MT
MS
DF
RS
SC
PR
SP
RJ
ES
MG
PE
CE
BA
SE
RN
PB
PI
TO
MA
PA
APRR
AM
AC AL
GO
51
22
1
RO
1
1
FACT SHEET
Geographical Footprint

100% free float and listed on B3 Novo Mercado
100% common shares and tag along
Majority of independent members
on the Board of Directors (88%), with 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 and Secretaries to the Board and
Committees
Formal Appraisal of the Board of Directors and Executive Officers
 Corporate Governance Secretary
Board of Directors
CEO
Fiscal Council
Independent Auditors
Internal Auditors
Compliance
.
Shareholder’s
Meeting
Vice
Chairman
Osvaldo
Schirmer
Chairman
José Galló
Member
Fabio
Pinheiro
Member
Juliana
Rozenbaum
Member
Thomas
Herrmann
Member
Christiane
Edington
People
Committee
Sustainability
Committee
Strategic
Committee
Audit and Risk Management
Committee
CEO
Fabio
Faccio
Loss
Prevention
Member
Alexandre
Vartuli Gouvea
HR Clarice
Costa
CFO & IRO
Laurence
Gomes
Executive Team
IT&Mgt
Fabio
Faccio*
Product
Henry Costa
Operations
Fabiana
Taccola
Executive Group
Member
Carlos
Souto
*Interim
FACT SHEET
Corporate Governance

Lojas Renner S.A.September 2019 MODA RESPONSÁVEL
38
FACT SHEET
Sustainability
RESPONSIBLE SUPPLIERS
Goal 1
Create value by respecting the environment,
human and labor rights
SUSTAINABLE PRODUCTS AND
SERVICES
Goal 5
Deliver sustainable, quality product and
service lines, and communicate
customer value
ECO-EFFICIENT MANAGEMENT
Goal 2
Identify/measure/reduce: water, energy,
chemicals, waste, CHG emissions
Goal 3
Innovate in the development of lower impact raw
materials and processes
ENGAGE: EMPLOYEES COMMUNITIES &
CUSTOMERS
Goal 4
4.1 Engage employees (agents and leaders in
sustainability)
4.2 Communities (women’s empowerment in
the textile chain)
4.3 Customers (conscious consumption)

Lojas Renner S.A.September 2019 MODA RESPONSÁVEL
39
FACT SHEET
Sustainability
 80% less impacting products, 100% certified cotton
 100% of the national and international resale chain with social and environmental certification
 75% of corporate energy consumption will be from renewable energy sources (renewable energy source
considered: small hydroelectric plants (SHPs), solar, wind and biomass.)
• 20% reduction in absolute CO2 emissions, over 2017 inventory
2021 goals and commitments

FACT SHEET
Market Positioning
A
B
C
+
-
+
-
Renner
SocialClasses
+
-
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
24% of households
47% of total wage bill
38% of consumption
3% of households
16% of consumption
52% of households
39% of consumption

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.
FACT SHEET
Lifestyle Strategy

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

12.7%
89
Unemployment Rate
93
Credit Evolution to Individuals as a % of GDPHousehold Indebtedness
R$ 792.8 bi
25.0%
19.9%
43.6%
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)
14,9% 15,2% 15,5% 15,6% 15,2%
13,4% 12,9%
13,0%
13,8%
6,5% 5,8%
8,1% 7,2% 6,6%
8,1% 7,7% 7,2%
6,0%
2010 2011 2012 2013 2014 2015 2016 2017 2018
Macroeconomic Influences
FACT SHEET
Consumer Confidence Level and Retailing Business
43

Main Figures – Consolidated
44
(R$ MM) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2Q15 2Q16 2Q17 2Q18 2Q19
Net Revenue from Merchandise Sales 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 1,354.2 1,464.7 1,630.5 1,780.0 2,019.4
Sam e Store Sales 10.3% 7.2% 8.8% 5.8% 11.1% 10.8% -0.2% 9.2% 7.4% 14.5% 2.9% 6.4% 2.5% 9.3%
Gross Margin from Retailing Operation 52.0% 52.5% 53.3% 52.7% 53.8% 54.8% 55.7% 55.7% 56.5% 55.3% 57.2% 56.7% 57.4% 56.4%
SG&A over Net Revenue from Merchandise Sales -34.7% -35.4% -35.3% -34.8% -33.8% -34.1% -36.2% -37.1% -36.2% -35.0% -36.8% -36.9% -37.8% -33.2%
Adjusted EBITDA from Retailing Operation 384.1 467.5 565.6 663.3 835.6 1,038.8 1,087.8 1,144.2 1,423.9 272.2 301.8 303.7 352.9 350.8
Adjusted EBITDA Margin from Retailing Operation 15.6% 16.1% 16.3% 16.9% 18.0% 19.1% 19.0% 17.3% 19.0% 20.1% 20.6% 18.6% 19.8% 17.4%
Result from Financial Products 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 349.4 54.0 54.2 79.0 81.3 91.1
% Over Total Adjusted EBITDA 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 19.7% 16.5% 15.2% 20.6% 18.7% 20.6%
Adjusted Total EBITDA (Retail + Financial Products) 505.1 592.6 714.4 837.1 1,053.1 1,247.2 1,339.1 1,475.8 1,773.3 326.2 356.1 382.7 434.2 441.9
Adjusted Total EBITDA Margin 20.5% 20.5% 20.6% 21.4% 22.7% 22.9% 23.4% 22.4% 23.7% 24.1% 24.3% 23.5% 24.4% 21.9%
Net Incom e 308.0 336.9 355.4 407.4 471.4 578.8 625.1 732.7 1,020.1 158.2 174.8 193.6 274.7 235.1
Net Margin 12.5% 11.6% 10.3% 10.4% 10.2% 10.6% 10.9% 11.1% 13.6% 11.7% 11.9% 11.9% 15.4% 11.6%
Num ber of Stores 134 197 232 278 332 380 444 512 556 350 408 473 527 570
Selling Area in Thousand m
2
274.7 334.8 382.0 436.2 486.6 533.6 584.6 655.0 694.9 505.5 552.2 602.9 664.5 715.0
Num ber of Em ployees 12,423 13,340 14,881 16,367 16,870 16,907 18,079 19,989 21,376 - - - - -
Trade Accounts Receivable Days 31 27 35 39 39 38 39 40 42 31 31 34 37 38
Trade Accounts Payable Days 62 61 81 79 66 62 62 64 67 57 54 59 63 64
Inventory Days 83 94 102 102 99 99 101 110 121 104 99 114 130 123
ROIC 32.9% 28.6% 23.9% 21.4% 21.2% 22.0% 21.4% 21.0% 23.0% 22.2% 21.3% 20.6% 21.9% 21.7%
CAPEX 160.2 296.6 382.3 412.1 502.0 571.4 512.6 550.4 610.4 146.6 157.9 118.4 134.2 166.5
Pay Out 75.0% 75.0% 75.0% 40.0% 40.0% 40.0% 40.0% 40.0% 40.0% - - - - -
FACT SHEET

Main Figures – Consolidated
45
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%
FACT SHEET

Main Figures – Financial Products
46
(R$ MM) 2010 2011 2012 2013 2014 2015 2016 2017 2Q15 2Q16 2Q17 2Q18 2Q19
Result from Financial Products 121.0 125.1 148.9 173.9 217.6 208.4 251.3 331.6 54.0 54.2 79.0 81.3 91.1
% Over Total Adjusted EBITDA 24.0% 21.0% 21.0% 20.8% 20.7% 16.7% 18.8% 22.5% 16.5% 15.2% 20.6% 18.7% 20.6%
Num ber of Cards at the End of Period (MM) 17.1 19.0 20.8 22.5 24.3 26.0 27.4 28.8 25.2 26.6 28.0 29.6 31.5
Num ber of Cards Issued (thousand) 1,878.0 1,904.0 1,739.0 1,735.9 1,790.1 1,700.8 1,392.6 1,468.1 495.3 377.6 359.5 423.5 486.8
Renner Card Penetration (Priv. Label + Co-B.) (%) 56.6% 54.7% 52.1% 51.4% 49.7% 48.8% 48.3% 45.2% 50.0% 49.6% 46.2% 45.5% 44.8%
Interest-free credit sales - 0+5 (%) 43.6% 42.8% 40.2% 39.5% 39.1% 39.1% 39.5% 37.6% 39.8% 40.7% 38.8% 38.4% 38.0%
Interest-bearing credit sales - 0+8 (%) 13.0% 11.9% 11.9% 11.9% 10.6% 9.7% 8.7% 7.6% 10.2% 8.9% 7.4% 7.1% 6.8%
Cash Paym ents (%) 23.4% 23.8% 24.9% 25.4% 26.3% 26.5% 26.3% 27.4% 24.7% 24.0% 25.9% 24.8% 24.2%
Other Credit Cards (%) 20.0% 21.5% 23.0% 23.2% 24.0% 24.7% 25.5% 27.4% 25.3% 26.4% 27.9% 29.7% 31.0%
Renner Card Average Ticket (R$) 132.16 145.53 154.95 163.68 176.28 184.48 191.46 195.29 189.45 200.61 205.30 207.78 213.87
Com pany's Average Ticket (R$) 97.65 105.01 111.90 117.31 126.56 134.04 140.40 144.06 139.77 149.87 153.31 155.67 161.30
Total Portfolio - Private Label (R$ ,000) 690.6 796.4 932.6 1,061.8 1,205.3 1,270.5 1,256.8 1,181.2 1,057.4 1,062.3 993.4 1,015.9 1,059.9
Total Portfolio - Co-branded (R$ ,000) 1.7 28.6 90.7 175.3 338.0 455.2 529.5 1,063.4 389.6 478.7 827.3 1,151.9 1,592.6
Total Portfolio - Personal Loan (R$ ,000) 104.8 108.0 120.7 142.4 168.9 179.4 144.6 71.9 196.8 179.8 115.5 58.3 54.8
Total Portfolio (R$ ,000) 797.2 933.0 1,144.0 1,379.5 1,712.2 1,905.1 1,930.9 2,316.5 1,643.8 1,720.8 1,936.2 2,226.1 2,707.2
Past Dues Over Portfolio - Private Label 11.2% 12.5% 11.9% 11.9% 12.0% 12.8% 11.7% 12.4% 20.5% 19.7% 19.4% 19.6% 20.5%
Past Dues Over Portfolio - Co-branded na 16.9% 22.1% 16.6% 16.9% 17.8% 18.1% 21.6% 23.8% 24.2% 26.5% 23.1% 21.0%
Past Dues Over Portfolio - Personal Loan 16.5% 17.8% 15.8% 15.3% 15.2% 17.9% 16.8% 18.0% 16.5% 16.8% 16.9% 19.7% 21.9%
Past Dues Over Portfolio - Total 11.9% 13.3% 13.1% 12.9% 13.4% 14.4% 13.8% 16.8% 20.8% 20.8% 22.3% 21.4% 20.8%
Credit Losses Over the Port., Net of Recov. - Private Label 9.8% 10.3% 9.9% 9.1% 9.7% 13.0% 10.0% 9.3% 4.3% 3.9% 3.1% 3.4% 3.7%
Credit Losses Over the Port., Net of Recov. - Co-branded na 9.5% 17.0% 13.6% 13.9% 16.9% 19.6% 13.1% 4.8% 5.1% 2.9% 3.8% 3.7%
Credit Losses Over the Port., Net of Recov. - Personal Loan 19.4% 22.6% 15.5% 15.5% 14.4% 22.1% 22.4% 10.3% 5.2% 6.1% 4.0% 1.6% 2.4%
Credit Losses Over the Port., Net of Recov. - Total 11.1% 11.7% 11.0% 10.3% 11.0% 14.8% 13.6% 11.0% 4.5% 4.5% 3.1% 3.6% 3.6%
FACT SHEET

Main Figures – Financial Products
47
Financial Products Result
CAGR (2014 – 2018) = 12.6%
Delinquency Rates – Renner Card
Delinquency Rates – Quick WithdrawalDelinquency Rates – Co-Branded
FACT SHEET

2Q19 Institutional Presentation

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