Institutional Presentation 2Q19

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

June 2019 Lojas Renner S.A.
WHO WE ARE
• Company Background
• Company Overview
• Our Businesses
• Geographical Distribution
• Store Evolution
• Corporate Governance
• Share Performance

June 2019 Lojas Renner S.A. 3
COMPANY BACKGROUND
WHOWEARE

COMPANY OVERVIEW
4
 R$ 11.4 billion of Total Gross Revenue in 2018
 570 stores in operation (357 Renner, 3 Ashua, 113 Camicado and 97 Youcom)
 4 distribution centers (SC and RJ fully automated)
 21.4 thousand employees
 31.5 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
 + 5,000% of share appreciation since 2005
 Market capitalization of R$ 37.4 billion
Baseline date Mar/19
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
 357 stores *
 E-commerce
 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 +
Market Place
 Launched in 2013
 Specialized in youth
lifestyle
 Target customers:
18 to 35 age group,
in the A-, B and C+
social classes
 97 stores*
 E-commerce
*As at Jun/19
WHOWEARE
RENNER YOUCOMCAMICADO ASHUA
 Launched in 2016
 Curve & plus size
format
 3 stores*
 E-commerce
 Renner Card since
1973
 31.5 MM cards
(Private Label + Co-
branded)
 Approximately 50%
of sales
REALIZE CFI

6
June 31st, 2019
357
113
97
03
DC Renner
DC Camicado
DC Youcom
WHOWEARE
GEOGRAPHICAL DISTRIBUTION
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

...
7
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
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

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$ 37.4 billions
 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 Jul 2nd, 2019
WHOWEARE
LREN3
+5,140%
IBOV
+299%
Jun-19

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

Source: WTW
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
1% of the evaluated
areas are on the critical
zone
87% of the
evaluated areas are
on the high
performance zone
12% of the
evaluated
areas are
on the
neutral
zone
CRITICAL ZONE NEUTRAL ZONE
HIGH PERFORMANCE
ZONE

Operating Expenses over Net Revenue
With austere atitudes....
37.6%
40.5%
37.2%
40.6%
39.4%
41.6%
49.1% 48.7%
52.1%
36.3%
38.8% 38.7%
39.5%
42.1%
43.3%
46.6%
43.5%
42.8%
37.7%
39.0% 38.8%
39.0% 39.0% 39.0%
39.3%
39.9%
41.0%
35.9%
36.5% 36.5%
35.7% 34.7%
35.0%
37.1% 37.3% 37.1%
35.6% 35.7% 35.2%
35.9% 35.7% 35.4% 35.2% 35.5% 35.8%
2010 2011 2012 2013 2014 2015 2016 2017 2018
Domestic
Pla yer 1
Domestic
Pla yer 2
Glob al
Benchmark 2
LojasRenner
Glob al
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, in a
sustainable way.”
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 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
,
SINCE1996 THERE ARE ALREADY
STORIES OF ENCHANTMENT WRITTEN

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
TRADITIONAL RETAIL FASHION RETAILERS
% growth in net revenues from 2009 to 2018
6.3%
253.8%
210.9%
136.6%
107.5%
11.6%
-33.6%
12.4%

Source: Company Annual Reports
CAGR 2013 - 2017
NA
12.7%
14.0% 13.9%
21.3%
8.0% 7.0%
4.7%
26.7%
-4.5% -4.9%
-27.5%
-13.7%
15.7% 14.9%
13.4% 14.2%
12.5%
9.4%
-1.4%
-7.6%
RECEITA LÍQUIDA LUCRO BRUTO EBITDA TOTAL LUCRO LÍQUIDO
Lo ja sRenner Pla yer Nacional 1 Pla yer Nacional 2 Benchma rk Glob al 1 Benchma rk Glob al 2

 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
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

26%
18%
17%
14%
11%
9%
6% 5% 6% 4%
Sul Sudeste Centro-Oeste Nordeste Norte
Share Cartão Share Venda
31
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
From January, 2013 to June, 2019
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

Lojas Renner S.A.March 2019 34
 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
39

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%
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 Leve in Retail Restrict TradeUnemployment Rate (% of Economic Active Population)
Consumer Confidence Level and Retailing Business
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

MAIN FIGURES - CONSOLIDATEDATTACHMENTS
(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% - - - - -

MAIN FIGURES - CONSOLIDATEDATTACHMENTS
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 PRODUCTSATTACHMENTS
(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%

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

Institutional Presentation 2Q19

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