#1回回, TOI >Capital Trust Merging New-Age Fintech with Traditional Lending CAPITAL TRUST LIMITED Q3 & 9M FY2022 INVESTOR PRESENTATION February 2022#2Disclaimer Capital Trust Certain statements in this document that are not historical facts are forward looking statements. Such forward- looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. Capital Trust Limited will not be in any way be responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances. 2#3TABLE OF CONTENTS COMPANY OVERVIEW 04-12 COMPETITIVE ADVANTAGES 12-18 DIGITAL JOURNEY 19-21 RURAL DOORSTEP-FINTECH 22-27 FINANCIALS 28-37 KEY PARTNERSHIPS 38-40 CAPITAL IMPACT 41-42 Capital Trust#4NIRMA NIRMA Capital Trust LUCKLE COMPANY OVERVIEW#5Capital Trust - Financing with a Tech-Touch Balance Company Snapshot • Being India's first "Rural Doorstep-Fintech Company," we are focused on providing financial inclusion services to underserved India by merging fintech and traditional financing. Our digitized rural financing model offers quick digital micro loans to MSMEs and caters to over 1,02,739 customers across 91 districts through 315 branches in 10 states in India. CALU Our Vision To become the first fully digitalised and most trusted consumer service point in rural India that redefines the rules of MSME financing. ZALJU PALJU ano8 no8 Capital Trust Our Mission To encourage self-sufficiency and entrepreneurship in the underserved part of India by using 'low-cost, high-tech' digital finance processes. 5 As we continue to address the growing capital needs of the underserved markets of India, we have reached a tipping-point in our digital transformation journey, propelling us into the next phase of growth to help us serve more customers, better.#6Capital Trust - Numbers at a Glance 6 Q Capital Trust س PORTFOLIO * 312 Cr NET WORTH 119 Cr CAPITAL ADEQUACY GROSS NPA* 41.3 % 8.3% NET NPA 0.0% BRANCHES 315 EMPLOYEES 2118 *Own Book 90+ / Own Book Portfolio (post November 2021 RBI circular) 6#7Q3 FY2022 Quarter At a Glance Increase in AUM for first time since Q2 FY19 Back-to-Back Quarters Of Profitability Increase in Capital Digital Loan* Initiative Proportion CDL Legacy 427 401 0.9 1.0 337 311 312 Q3 FY21 Q4 21 Q1 22 Q2 FY22 Q3 FY22 83% 74% 72% 63% 54% ။ Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 Capital Trust Highest Quarterly Disbursement since Q4 FY20 21 20 18 16 14 12 iiilil -14 37% 46% 2 28% 26% 17% -26 Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 June July Aug Sep Oct Nov 21 21 21 21 21 21 Dec 21 AUM in Cr PAT in Cr % Split in AUM Disbursement in Cr Capital Digital Loan Initiative's Continued Resilience 108% 113% 95% 96% 95% 96% 98% Continuous Rise In % Of Digital Collection Of Capital Digital Loan Initiative Clients** 62% 53% 54% 53% 54% 52% 57% Cumulative Provision Balance Further Increased (*58Cr Balance or 19% of AUM Already Provided For) 56 57 58 Enhancement Of Existing & On- Boarding Of New Partnerships +++ HDFC BANK 13 35 June 21 July Aug Sep Oct Nov Dec 21 21 21 21 21 21 21 21 21 June July Aug Sep Oct Nov Dec 21 21 21 21 Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 % Of Collection Provision Balance in Cr Collection Efficiency * Now categorized only as loans disbursed post FY20 (automated credit engine backed) ** Collection % when bank clearance data is received (NACH clearance + Advance collection) 7 Lenden₤#8Capitalising on the Underserved Market Opportunity Capital Trust UPPER MIDDLE LOWER MIDDLE ASPIRERS DEPRIVED 1% 5% *NCAER-CMCR Annual Income Data **IFC Report on MSMEs (Nov 2018) 7% 30% 57% Annual Household Income >17 Lakh 80 * 10-17 Lakh Banks and MSME Focused NBFCs * 3.5-10 Lakh 2-3.5 Lakh Capital Trust Limited Debt Shortfall in Micro of MSME: 87 Lakh Crore ($117Bn) ** <2 Lakh Microfinance Institutions#9Target Audience Graduated from Microfinance 8% of the Microfinance clients graduate yearly from the Microfinance sector and hit a wall MISSING MIDDLE New to Organized Credit Replacing traditional informal sources of financing (local moneylenders) which currently account for 84% of all financing to MSMEs 'Micro' of the MSME Unserved by MFIs (owing to RBI guidelines) and banks / large NBFCs (owing to no formal income documentation) ☑ Clients Needing Instant Credit With 100% digital processes, company is able to disburse loans in a matter of hours from onboarding 9 Capital Trust#10Our Clientele Capital Trust Kirana Stores Dairy and Livestock Farmers Grocery Vendors राजनाथ Small Eateries Textile Stores Handicraft Manufacturers Utility Stores Salons 10 Flower Vendors#11Increasing our Reach in Rural India Rural Semi-Urban Urban 55 237 23 315 Branches spread across 94 Districts in 10 States of India 46 11 51 35 32 49 19 40 8 20 11 7 New branches opened in Eastern UP during Q3 FY22 Capital Trust Expansion in customer base via diversification in New Geographies and deeper penetration in existing Geographies#12Our Products: Capital Digital Loan Initiative (Loans Disbursed Post FY20) Capital Trust Addressing a wide spectrum of customers, across needs and affluence Product Name Type of Loan Ticket Size (*) Tenure ROI Repayment Capital Magic Loan Unsecured Digital Loan 30,000 50,000 12-18 months 35%+ Digital followed by physical cash collection Why CTL? - Branch banking Ease of getting loan Unsecured loan Digital loan - Human connect - Quick turnaround time - Transparency with connect app - Paperless Process 12 Micro Business Loan Unsecured Digital Loan 60,000 24 months 32% Digital followed by physical cash collection - Small Ticket Size - Short Tenure Production Optimization - Optimal EMI amount - Short Turn-Around-Time - High Yield - Digital Collection Enabled - Full Cash Collection Setup - Geo-tagged and Analytics backed#13COMPETITIVE ADVANTAGES Vikram Vikram Vikram బాలిక O 00 B 425 O 0 b భావిక C C O C احا e Whavily Vikram Vikram. Vikram Vikram Vikram. Vikram. Vikram- livery Fa Very ruse 9 Vikram J Vikram AP $ Vikram بیمار Vikram... جار A B B Vikram... Vikram AP e Vikram AP B Vik All B V AP B 100° Vikram Vikram Re Very Fast Ver Fast Veg Fast Capital Trust N AP AP AP RASHREE#14Creating a Competitive Advantage to Increase Stakeholder Value 1. Unique Business Model . With a deep understanding of target customer segments, lean cost structures and differentiated business models we cater to underserved segments of the economy. Our one-of-a-kind business model finds the perfect balance between technology and traditional financing, something not many other companies can do. 2. Technology Driven Operational Efficiency • . By leveraging technology to penetrate underserved segments, we have capitalized on the inability of banks to rapidly scale operations and customize rigid policies in regard to providing business loans in rural India. This transformation is helping us create an agile and scalable business model. Q Investing in Capital Trust E Dia Capital Trust 3. Prudent Risk Management • Our conservative thought process towards financial engineering has helped us transform underwriting and decision making, thereby, helping drive competitive advantage and robust risk management. • Further, our risk management frameworks pro-actively detect, manage and mitigate internal and external risks. 4. Strong Governance • Being a publicly listed NBFC for the last 36 years, we have built a robust governance model to maintain stakeholder trust and improve resilience to survive in testing times. • This has enabled us to develop strategic partnerships with key ecosystem players and leverage technology for meeting the demands of new consumers. 14#151. Unique Business Model Financing the Overlooked Void MSME TICKET SIZE UNSECURED SECURED Capital Trust ANNUAL INCOME > * 10 Lakh New Age Fintechs Large SME Funding NBFCs / Banks > 10 Lakh *1Lac-10 Lakh Geographical Specialized MSME NBFCS Product Specialized MSME NBFCs *3.5-10 Lakh 30,000-1Lac Capital Trust Microfinance 20,000 60,000 NBFC-MFIS Only player offering unsecured individual digital loans in the ticket size of 30,000 - 1 Lac 15 2-3.5 Lakh <*2 Lakh#162. Technology Driven Operational Efficiency Enabling Improved Disbursements & Collections 88% 89% 88% 89% 83% 81% 104% 95% 96% 95% 96% 108% Capital Trust 98% 113% 62% 53% 54% 53% 57% 2% Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jun-21 Jul-21 Aug-21 Sep-21 CDL Collection Efficiency* Companywide Collection Efficiency Oct-21 Nov-21 Dec-21 Digital Collection as % Age of Collection** With our newly developed automated disbursement engine and algorithmic credit scorecard, our disbursements have increased consistently. Further, our average turnaround time has improved to less than 48 hours as on Q3 FY2022 * Loans disbursed post FY20 (automated credit engine backed) ** Collection % when bank clearance data is received (NACH clearance + Advance collection) 16#173. Prudent Risk Management Conservative ALM Practices and Diversified Funding Book BC, 9% PTC, 10% DA, 7% ICD, 3% NCD, 11% OD, 9% Instruments Term Loan, 35% DIVERSIFICATION ACROSS... Sub-Debt, 16% Capital Trust DFI, 4% NBFC, 19% Public Sector Banks, 19% Funders Private Sector Banks, 58% Asset Liability Position Update * Q1FY22 (Actual) Q2FY22 (Actual) Q3FY22 (Actual) Q4FY22 (Expected) Q1FY23 (Expected) Quarterly Collections (* Cr.) 73.3 76.6 74.9 75.7 66.9 Quarterly Repayments (* Cr.) 53.8 58.4 61.8 56.0 48.5 Quarterly Surplus (* Cr.) 19.5 18.2 13.1 19.7 18.4 Monthly Surplus (** Cr.) 6.5 6.1 4.4 6.6 6.1 * Assuming no incremental disbursements 17#184. Strong Governance Capital Trust Being a Publicly Listed Systemically Important NBFC, We Try to Create Sustainable Value for Stakeholders BOARD 1. Mr. Yogen Khosla 2. Mr. Sanjv Syal 3. Mr. Govind Saboo 4. Mr. Pawan Dubey 56 5. Mr. Vahin Khosla 6. Ms. Suman Kukrety Accountable for overall management and performance MANAGING DIRECTOR & CEO Mr. Yogen Khosla Delegate management of day-to-day affairs COMPANY SECRETARY Reporting/accountability of corporate governance, Board and management matters Manage strategy, business plans and policies approved by Board Stakeholder Relationship Audit & Risk Management Committee Committee Corporate Nomination Internal Auditor Social and Responsibility Committee Remuneration Committee External Auditor Reporting EXECUTIVE TEAM Management and oversight Reporting EMPLOYEES Governance at Capital Trust is designed to align our purpose and value creation model to seize market opportunities and to create sustainable value. In this spirit, the Board provides leadership to drive integrated thinking and formulate requisite strategies to direct the Company to its desired aspiration. 18#19DIGITAL JOURNEY भगवती Capital Trust#20Pioneers of Digital Transformation in Rural India Ready to Capture Next Phase Of Growth in Evolving Rural Ecosystem Capital Trust More Rural Internet Users (277 Mn) than Urban (227 Mn): Indian internet is more rural and local than ever Growing 3x Faster Than Urban India: Ready to capture rural digital growth as one of the first in the industry to introduce 100% digital processes Capital Trust Registering 45% Growth in Internet Usage: With digital focus; best in class technology and analytics we have 100% paperless processing 20 20 18% Growth in Rural Smartphone Penetration: Poised to make most of upcoming potential with no manual processes and clients more mobile first than ever#21Evolution of Capital Trust's Digital Business Model Capital Trust 2015 2016 2017 2018 2019 2019 2020 2020 2021 NOW Decision to go 100% Cashless Disbursements (First in rural industry) Issuance of Geo-Tagged Digital Receipts rather than physical passbook signing (First in rural industry) Decision to go 100% Cashless Collection as first mode of payment (First in rural industry) Incorporation of Al Enabled Credit Engine (automated decision making with credit scoring of borrower. Done on Income, Credit History and Debt servicing capacity) Launch of Al Enabled Geo-Tagged Client Route Mapping for increased operational efficiency Launch of Capital Sales smartphone app with real-time information at staff fingertips (First in rural industry) Launch of client-facing Capital Connect smartphone app (First in rural industry) Start of 100% paperless processes: no physical signature required from sourcing to disbursement (First in rural industry) PROACTIVE RATHER THAN REACTIVE: Introduction of Al Enabled Physical Visit Engine (automated income input analysing client industry, sales and margin) RURAL DOORSTEP-FINTECH COMPANY Capital Trust is emerging as Thought and Innovation leaders capturing the changing rural landscape 21#22E RURAL DOORSTEP- FINTECH PROCESSES Capital Trust#23Meaning: Rural Doorstep-Fintech 2. HYBRID CREDIT UNDERWRITING QR Code scan of Aadhaar Card Automated credit bureau check Physical Verification of business and residence premise Business and cash flow analysis Physical Visit Engine Credit Engine Telephonic Verification 18 4. COLLECTION Automated client allocation based on client geo-tagged residence Automated outbound dialling, installment reminder message Monthly NACH payment Payment enabled through company app Cash collection if digital payment not received 23 Capital Trust 1. LEAD GENERATION Generate lead by door to door canvasing Geotagging of business and residential premise Mobile number verification through OTP Handholding of client through digital onboarding 3.DIGITAL DISBURSEMENT E-Sign / Signing of Terms and Conditions E-NACH Penny-drop verification Disbursement into bank account DIGITAL PROCESS PHYSICAL PROCESS#243 Pillars of Capital Trust 1. TECHNOLOGY Use of Technology for faster, confidential, transparent and better enhancement of credit profile with low risk and better returns 2. HYBRID DUAL CREDIT Automated credit (credit bureau checks and preset algorithms) supplemented with Traditional Safeguards of Branch Banking (physical verification of residence, business premise and cash flow analysis) O ₹ 24 Capital Trust 3. BUSINESS INTELLIGENCE Use of Advanced Statistical Models and predictive analysis before sanctioning a loan and after for performance evaluation#251. Technology Cashless Disbursement & Collection Automation of Daily Cash Book Through Digital Receipts Staff Facing and Client Facing Applications Digitalized HR Onboarding Paperless Processes O (p) Capital Trust One of the first NBFCs to start cashless disbursement of all loans since 2015 and cashless collection as primary mode of repayment since 2019 Automated closing of company and all branch books at 6PM daily through collation of issued Digital Receipts (SMSs sent to client on collection of any repayment) Staff and client-facing smartphone applications with access to all details regarding the loan to promote transparency and authenticity All new staff onboarding through paperless, digitalized processes with joining formalities done within hours 100% paperless processes. From onboarding to disbursement all processes are digitalized and through the application with no scope of any manual input into system 25#262. Hybrid Dual Credit Instant in-principal approval by automated credit decisioning system with no manual intervention at client doorstep. Final approval subject to positive physical verification of cash flow and disposable income Capital Trust Disbursement QR Code Scanning of Aadhaar By Field Team Automatic uploading of client data into system. Location geo- tagged and case rejected if client residence is beyond 20kms from branch Automated Credit Bureau Check Link-up with Equifax to review past credit history. Hard rejection in case of negative credit bureau history Physical Verification by Field Credit Team Ground level authentication by physical verification of home, business and income. All details uploaded into app Algorithmic Credit Rule Engine & Physical Visit Engine Automatic rejection in case of any deviation from prescribed credit policies Telephonic Verification by HO Credit Team Verification of documents uploaded into system and re-assessment of cash flow of client during call No exceptions or manual intervention permitted 26 Decision communication flow and all processes are automated Technology used at all stages of loan cycle eliminating requirement of physical movement of documents • All processes time stamped and tracking of cases available on live basis#273. Business Intelligence Capital Trust CREDIT ENGINE Automated decision making with Credit Scoring of the borrower based on Income, Credit History and Debt servicing capacity. The engine calibrates regional differences in performance using pin-code level data PHYSICAL VISIT ENGINE Enablement of Independent Credit Officer's data entry with backend automated decision making. System automatically calculates Household Income based on standardized business size, industry margin and expected expenses STAFF ENGINE Integrated tool for real time monitoring of current staff availability and projected staff sufficiency at branch level by looking at past attendance this engine predicts staff shortfall in times to come 27 C DISBURSEMENT ENGINE Developed Real-Time system of automated controls on disbursement to avoid risk build up in branches. This engine helps monitor internal and external parameters and ensures automatic stoppage of branch/staff disbursement where collection parameters fall below a prescribed level#28Capital Trust Zespri Crice FINANCIALS#29Product-Wise Portfolio 430 Cr *427 Cr *401 Cr * 337 Cr 311 Cr 312Cr 355 297 408 169 243 196 22 142 105 115 94 72 Q2 FY21 Q3 FY21 Q4 FY21 Capital Digital Initiative* Q1 FY22 Q2 FY22 Q3 FY22 Legacy Portfolio** * Now categorized as Capital Magic, Micro Business Loans disbursed post FY20 (automated credit engine backed) ** Further split into Microfinance, Micro-Enterprise, Secured-Enterprise Loan (no new disbursement) 29 29 Capital Trust Legacy Portfolio is coming down on the back of improved collections and No Disbursements Share of Capital Digital Initiative continuously increasing and stands at 46% in Q3 FY22 vs 16% of Loan Book in Q3 FY21 With Increased pace of disbursements Capital Digital Initiative loan book will increase going forward#30State-Wise Portfolio 430 Cr 427 Cr *401 Cr 16 17 17 * 337 Cr 69 69 72 *311 Cr 69 69 15 15 62 62 19 51 85 88 85 55 54 Capital Trust Cautious approach in Disbursement led to decline in Loan portfolio during COVID-19 312Cr 52 52 62 Q3 FY22 AUM remained steady in spite of 21% QoQ growth in disbursements due to healthy improvement in collection efficiency 68 88 52 65 52 62 55 85 86 43 23 41 38 80 66 61 58 Q2 FY21 61 58 48 43 44 Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 DEL UKH UP MP □ PUN RAJ BIH ODS CG JHA E UP 30 Economic Revival combined with Strengthened Branch Network will be Key Drivers of Growth Going Forward#31Portfolio Quality 51 16% 31 GNPA * 11% 9% 12 4% 18% 16% 14% 12% 37 33 10% COMPANYWIDE 90+ 9% 8% 8% 8% 23 22 7% 18 6% 4% 2% 29 7% 52 15% Capital Trust ** (* in Crores) 18% 16% 14% 13% 39 39 12% 12% 10% 8% 6% 4% 2% 0% 0% Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 GNPA GNPA (%) 190+ 90+ (%) * Changed retrospectively in accordance with Nov 21 RBI circular (Own Book 90+ / Own Book Portfolio) ** Includes Off Balance Sheet portfolio - Company has outstanding *110 Cr restructured portfolio 31#32Portfolio Quality - Capital Digital Loans Initiative Robust portfolio quality of loans disbursed post April 2020 (automated credit engine backed) Capital Trust (* in Crores) 22 Total Disbursed: 235 Cr Portfolio Outstanding: 142 Cr 90+ DPD: 2.3% 72 22 Q2FY21 Q3FY21 105 95 Q4FY21 Capital Digital Loans 32 115 5% 142 4% 3% 2.3% 2% 1.7% 1% 0% Q1FY22 Q2FY22 Q3FY22 ―90+#33Outstanding Provisions Capital Trust Cumulative Provisions of 57.5 Crores which accounts for 21.6% of the On-Balance Sheet Portfolio (* in Crores) Particulars Standard Provisions (Stage 1 & 2) Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 As on 31.12.2021 5.8 4.4 4.7 1.3 1.1 1.1 COVID & Other Provisions (Including Stage 3) 6.8 31.1 50.9 55.8 56.4 56.4 Cumulative Provision Balance 12.6 35.5 55.6 57.1 57.5 57.5 Impairment Charged to P&L 4.2 23.5 20.1 1.5 0.4 22.0 33#34Key Highlights & Ratios Asset Under Management (in Crores) Net Worth (in Crores) Capital Trust 509 471 467 430 427 401 337 311 312 I l l l l l l [ i Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 162 155 157 158 157 131 117 118 119 |||| Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Capital Adequacy Ratio (%) Leverage (in X) 46.7% 47.9% 51.2% 49.8% 46.6% 45.2% 42.6% 41.6% 41.3% 2.1 2.0 1.9 2.0 2.0 1.8 1.6 1.6 1.5 |||| Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 IIII Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 34#35Key Highlights & Ratios Borrowings ( in Crores) Cost of Borrowing (%) Capital Trust 14.2% 13.2% 13.4% 13.1% 13.1% 13.0% 13.1% 13.2% 12.8% 324 285 272 255 259 234 237 240 228 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Net Interest Margin (%) (Annualised) 18.3% 15.8% Operating Cost to AUM Ratio (%) (Annualised) 14.2% 12.1% 11.6% 10.7% 11.0% 9.6% 7.8% i Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 15.9% 12.4% | 16.9% 16.8% 15.1% 14.5% 15.1% 13.0% 9.2% || Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 35#36Quarterly Consolidated P&L Update Q3 & 9M FY22 Particulars Capital Trust (* in Crores) Q3 FY22 Q3 FY21 YoY % Q2 FY22 QoQ % 9M FY22 9M FY21 YoY % Total Income 29.2 31.2 -6% 26.3 11% 78.2 86.4 -10% Total Expense (excluding tax) 27.9 31.2 -11% 25.1 11% 94.7 82.5 15% Profit/Loss before tax 1.3 0.0 1.2 8% -16.5 3.9 Profit / Loss after tax 1.0 -0.4 0.9 10% -12.0 2.6 Net Worth 118.8 157.0 -24% 117.8 1% 118.8 157.0 -24% Capital Digital Loans 142.0 72.0 97% 114.6 24% 142.0 72.0 97% Legacy Loans 169.9 354.8 -52% 196.2 -13% 169.9 354.8 -52% Total Assets Under Management (AUM) 311.9 426.8 -27% 310.8 0% 311.9 426.8 -27% On-Book Portfolio 265.8 290.0 -8% 254.9 4% 265.8 290.0 -8% Off-Book Portfolio 46.1 136.8 -66% 55.9 -17% 46.1 136.8 -66% Total Assets Under Management (AUM) 311.9 426.8 -27% 310.8 0% 311.9 426.8 -27% 36#37Quarterly Consolidated Balance Sheet Update Q3 & 9M FY22 Assets Financial Assets Cash and Cash Equivalents Dec-21 Sep-21 Jun-21 Liabilities And Equity Financial Liabilities 10.8 21.2 27.2 Trade Payables Dec-21 Sep-21 Capital Trust (* in Crores) Jun-21 0.6 0.1 0.5 Bank Balances other than cash & 49.7 51.9 41.1 Debt Securities 57.6 80.1 44.0 cash Equivalents Trade Receivables Borrowings other than Debt 2.7 2.7 1.3 134.4 114.0 137.3 Securities 0 Deposits 0.0 0 0 Loan Portfolio 207.0 195.8 196.3 Subordinate Liabilities 44.9 44.8 44.8 Investments 42.5 42.2 41.5 Lease Liabilities 0.2 0.2 0.2 Other Financial Assets 16.3 16.2 5.8 Other Financial Liabilities 8.9 10.4 6.1 Total Financial Assets 329.0 330.0 313.3 Total Financial Liabilities 246.5 249.6 233.0 Non-Financial Liabilities Current Tax Liabilities (Net) 0.0 0.2 0.1 Non-Financial Assets Provisions 1.6 1.5 1.5 Current Tax Assets (Net) 4.5 4.2 3.5 Other Non-Financial Liabilities 5.4 4.2 4.9 Deferred Tax Assets (Net) 35.3 35.5 35.6 Total Non-Financial Liabilities 6.94 6.0 6.5 Property, Plant and Equipment 1.7 1.7 1.8 Right to use Asset 0.2 0.2 0.2 Equity Intangible Assets 0.2 0.2 0.1 Equity Share Capital 16.2 16.2 16.2 Other Non-Financial Assets 1.3 1.6 1.8 Other Equity 102.5 101.6 100.7 Total Non-Financial Assets 43.2 43.4 43.1 Total Shareholders Fund 118.8 117.8 116.9 Total Assets 372.2 373.4 356.4 Total Liabilities and Equity 372.2 373.4 356.4 37#38Capital Trust KEY PARTNERSHIPS#39Long-Term Funding Partnerships IDFC FIRST Bank Capital Trust XCELLENCE THROUGH ENDEAVOUR MAS FINANCIAL SERVICES LTD. Dhanvarsha Capital Trust ML Smart Financing MSME Client through Business Correspondent Relationship Benefits of Long-Term Funding Secured Enables Raise Of On-Tap Funding Increase Of ROE I Equity At Right Time I 39 Leveraging Partner's Balance Sheet#40Equity, Debt & Direct Assignment Partnerships Capital Trust Equity: 1 LIGHTHOUSE DREAM DARE SCALE | CARE Public Sector Banks: 5 8 Bank of India State Bank of India UCO BANK Private Sector Banks: 2 + HDFC BANK IDFC FIRST Bank DFI / NBFCs: 8 OIKO CREDIT Vivriti CAPITAL POONAWALLA FINANCE Samunnati 40 40 Union Bank CELLENCE THROUGH ENDEAVOUR MAS FINANCIAL SERVICES LTD of India smc Moneywise. Be wise. SIDBI SMALL INDUSTRIES DEVELOPMENT BANK OF INDIA U GRO CAPITAL#41CAPITAL IMPACT ACCEPTED BY WOMEN ORLDWIDE humchums Fund up BHARAT CLOTH EMP 23 24 25 26 27 28 2 >Capital Trust#42Capital Plus Working with a Double-Bottom Line mission, company does a lot of good on ground level Capital Trust Increase in financial discipline Encouragement of self-sufficiency and entrepreneurship Facilitating financial inclusion of the unbanked and un-serviced Mitigation of financial volatility 22 42 Financial Literacy#43Capital Trust Vinod Raina Chief Financial Officer [email protected] Vahin Khosla Executive Director [email protected] THANK YOU DICKENSON Pushpa Mani/Chintan Mehta IR Consultants Email: [email protected] Contact no.: +91 9911684123/9892183389