CAPTRUSTNSE30 May 2022

Capital Trust Limited has informed the Exchange about Investor Presentation for Q4FY 2022

Capital Trust Limited

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Merging New-Age Fintech with Traditional Lending

CAPITAL TRUST LIMITED

Q4 & FY2022 INVESTOR PRESENTATION

May 2022

Disclaimer

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.

TABLE OF

CONTENTS

COMPANY OVERVIEW

COMPETITIVE ADVANTAGES

DIGITAL JOURNEY

RURAL DOORSTEP-FINTECH

FINANCIALS

KEY PARTNERSHIPS

CAPITAL IMPACT

04-13

14-19

20-22

23-28

29-38

39-41

42-43

COMPANY OVERVIEW

Capital 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 99,000 customers across 94 districts through 315 branches in 10 states in India.

Our Vision

To become the first fully digitalised and most trusted consumer service point in rural India that redefines the rules of MSME financing.

Our Mission

To encourage self-sufficiency and entrepreneurship in the underserved part of India by using ‘low-cost, high-tech’ digital finance processes.

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.

Capital Trust – Numbers at a Glance

PORTFOLIO ₹ 301 Cr

NET WORTH ₹ 121 Cr

CAPITAL ADEQUACY 43.8 %

GROSS NPA* 5.0 %

NET NPA 0.0 %

BRANCHES 315

EMPLOYEES 2,138

*Own Book 90+ / Own Book Portfolio

Q4 FY2022 - Quarter At a Glance

Sequential Improvement in Profitability

Continuous Reduction in GNPA

Highest Quarterly Disbursement since FY20

Steady Increase in Collection Efficiency

0.9

1.0

1.6

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

-14

PAT in ₹ Cr

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22 AUM in ₹ Cr

Increase in Capital Digital Loans Proportion

CDL*

Legacy**

72%

28%

63%

54%

37%

46%

54%

Capital Digital Loans’ Continued Resilience 162

142

115

180

160

140

120

100

10%

88%

92%

79%

103%

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

Disbursement in ₹ Cr

Collection Efficiency

Constant Rise In % Of Digital Collection Of Capital Digital Loans’ Clients***

55%

54%

56%

58%

Enhancement Of Existing & On- Boarding Of New Partnerships

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22 % Split in AUM

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

AUM in ₹ Cr, 30+% and 90+%

Q1 FY22

Q2 FY22

Q3 FY22

% Of Collection

* Loans disbursed post FY20 (automated credit engine backed) ** Stopped disbursement in 2019 (cash collection product) *** Collection % when bank clearance data is received (NACH clearance + Advance collection)

Capital Trust 2.0: Capital Digital Loans

Driven by Technology

Faster Credit Delivery

Unique Customer Profile

Low Risk - High Returns

Stringent Credit Control

Rural Doorstep Fintech

Short Turn-Around-Time

Serving the

Company

▪ Client facing Capital

Connect smart phone application in addition to

staff Capital Sales application.

▪ Paperless Processing.

▪ Geo-tagging of business

and customers.

For Disbursement

▪ Capability for same day disbursement with 82% loans

disbursed within 48 hours turnaround time.

Missing Middle ▪ Only player offering

unsecured, individual, digital, business

generating loans of less than 1Lac.

▪ Sector untapped by MFIs

and Banks / NBFCs. ▪ Ticket size of ₹ 5,000 -

50,000.

Better

Rewards ▪ Higher NIM’s.

▪ Short tenure of 3-18

months makes repayment

faster.

▪ Digital NACH Collections.

▪ Automated risk engine preventing build of

concentration.

Robust Quality

Checks ▪ Blending the best of physical & digital practices.

▪ AI and Business

Intelligence to calculate applicants' income based on business industry. ▪ High quality portfolio –

lower NPA .

Capital Digital Loans to Drive Future Growth

Better Collection Efficiency

~60% collections made Digitally

Faster Turnaround Time

Lower Operating Cost

100% Digital Disbursements

Accelerated growth in Rural Internet Users

28%

45%

230

243

2019

294

352

2021

Rural India

Urbran India

Increasing Digital Penetration in India

Better Net Interest Margin

digital financial transactions.

▪ India has surpassed every nation, incl. China and US in

Shorter Tenure – Low Risk

Robust Internal Controls

▪ India has highest real-time payments among

businesses around the world with ~40% of world wide transactions done in India in 2021.

▪ According to ACI Worldwide, data India made 48.6 bn. Real-time payments in 2021, which is 2.6 times more than China, which is at second place with 18.5 bn real- time transactions.

Target Audience

MISSING MIDDLE

Graduated from Microfinance 8% of the Microfinance clients graduate yearly from the Microfinance sector and hit a wall

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

Our Clientele

Kirana Stores

Dairy and Livestock Farmers

Grocery Vendors

Small Eateries

Textile Stores

Handicraft Manufacturers

Utility Stores

Salons

Flower Vendors

Increasing our Reach in Rural India

Rural

Semi-Urban

Urban

237

315 Branches spread across 94 Districts in 10 States of India

Expansion in customer base via diversification in New Geographies and deeper penetration in existing Geographies

Our Products: Capital Digital Loans Addressing a wide spectrum of customers, across needs and affluence

Product Name

Quick Digital Loan

Capital Magic Loan

Type of Loan

Ticket Size (₹)

Tenure

ROI

Unsecured Digital Loan

5,000

3 months

Interest-Free

30,000 – 50,000

12 – 18 months

~35%

Repayment

Digital followed by physical cash collection

Why CTL?

Production Optimization

- Branch banking - Ease of getting loan - Unsecured loan - Digital loan

- Human connect - Quick turnaround time - Transparency with connect app - Paperless Process

- Small Ticket Size - Short Tenure - Optimal EMI amount - Short Turn-Around-Time

- High Yield - Digital Collection Enabled - Full Cash Collection Setup - Geo-tagged and Analytics backed

COMPETITIVE ADVANTAGES

Creating 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.

Investing in 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 37 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.

1. Unique Business Model Financing the Overlooked Void

TICKET SIZE

UNSECURED

SECURED

ANNUAL INCOME

> ₹ 10 Lakh

New Age Fintechs

Large SME Funding NBFCs / Banks

> ₹ 10 Lakh

MSME

₹ 1Lac - 10 Lakh

Geographical Specialized MSME NBFCs

Product Specialized MSME NBFCs

₹ 4 - 10 Lakh

₹ 30,000 – 1Lac

Microfinance

₹ 20,000 – 60,000

NBFC-MFIs

₹ 3 - 4 Lakh

< ₹ 3 Lakh

Only player offering unsecured individual digital loans in the ticket size of ₹ 30,000 - 1 Lac

2. Technology Driven Operational Efficiency Enabling Improved Disbursements & Collections

112%

104%

100%

97%

95%

96%

95%

96%

113%

106%

116% 114%

108%

98%

88%

89%

88%

89%

83%

81%

53%

54%

53%

54%

52%

62%

57%

59%

55%

Jun-21

Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21

Jan-22

Feb-22 Mar-22

Jun-21

Jul-21

Aug-21

Sep-21

Oct-21 Nov-21 Dec-21

Jan-22

Feb-22 Mar-22

Companywide Collection Efficiency

Capital Digital Loans Collection Efficiency

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 Q4 FY2022

* Collection % when bank clearance data is received (NACH clearance + Advance collection)

3. Prudent Risk Management Conservative ALM Practices and Diversified Funding Book

BC, 19%

Term Loan, 30%

PTC, 12%

DA, 6%

ICD, 2%

Sub-Debt, 16%

NCD, 11%

OD, 3%

Instruments

DIVERSIFICATION ACROSS…

DFI, 6%

Public Sector Banks, 17%

NBFC, 28%

Private Sector Banks, 46%

Funders

Asset Liability Position Update *

Q1FY22 (Actual)

Q2FY22 (Actual)

Q3FY22 (Actual)

Q4FY22 (Actual)

Q1FY23 (Expected)

Quarterly Collections (₹ Cr.)

Quarterly Repayments (₹ Cr.)

Quarterly Surplus (₹ Cr.)

Monthly Surplus (₹ Cr.)

73.3

53.8

19.5

6.5

* Assuming no incremental disbursements

76.6

58.4

18.2

6.1

74.9

61.8

13.1

4.4

78.1

61.0

17.1

5.7

81.1

59.0

22.8

7.6

4. Strong Governance 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 5. Mr. Vahin Khosla 6. Ms. Suman Kukrety

Stakeholder Relationship Committee

Audit & Risk Management Committee

Corporate Social Responsibility Committee

Nomination and Remuneration Committee

Accountable for overall management and performance

MANAGING DIRECTOR & CEO

Delegate management of day-to-day affairs

COMPANY SECRETARY

Reporting/accountability of corporate governance, Board and management matters

Internal Auditor

External Auditor

Mr. Yogen Khosla

Manage strategy, business plans and policies approved by Board

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.

DIGITAL JOURNEY

Pioneers of Digital Transformation in Rural India Ready to Capture Next Phase Of Growth in Evolving Rural Ecosystem

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

Registering 45% Growth in Internet Usage: With digital focus; best in class technology and analytics we have 100% paperless processing

18% Growth in Rural Smartphone Penetration: Poised to make most of upcoming potential with no manual processes and clients more mobile first than ever

Evolution of Capital Trust’s Digital Business Model

2015

2016

2017

2018

2019

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)

2012

Decision to go 100% Cashless Collection as first mode of payment (First in rural industry)

Incorporation of AI Enabled Credit Engine (automated decision making with credit scoring of borrower. Done on Income, Credit History and Debt servicing capacity)

Launch of AI 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)

RURAL DOORSTEP-FINTECH COMPANY

Introduction of AI Enabled Physical Visit Engine (automated income input analysing client industry, sales and margin)

PROACTIVE RATHER THAN REACTIVE: Capital Trust is emerging as Thought and Innovation leaders capturing the changing rural landscape

RURAL DOORSTEP- FINTECH PROCESSES

Meaning: 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

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

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

3 Pillars of Capital Trust

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)

1. TECHNOLOGY Use of Technology for faster,

confidential, transparent and better enhancement of credit profile with

low risk and better returns

₹

3. BUSINESS INTELLIGENCE

Use of Advanced Statistical Models

and predictive analysis before sanctioning a loan and after for

performance evaluation

1. Technology

Cashless Disbursement & Collection

Automation of Daily Cash Book Through Digital Receipts

Staff Facing and Client Facing Applications

Digitalized HR Onboarding

Paperless Processes

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

2. 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

Automated Credit Bureau Check

Link-up with Equifax to review past credit history. Hard rejection in case of negative credit bureau history

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

Disbursement

No exceptions or manual intervention permitted

Telephonic Verification by HO Credit Team

Verification of documents uploaded into system and re-assessment of cash flow of client during call

Physical Verification by Field Credit Team

Algorithmic Credit Rule Engine & Physical Visit Engine

Automatic rejection in case of any deviation from prescribed credit policies

Ground level authentication by physical verification of home, business and income. All details uploaded into app

• 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

3. Business Intelligence

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

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

FINANCIALS

Product-Wise Portfolio

₹ 430 Cr

₹ 427 Cr

₹ 401 Cr

₹ 337 Cr

₹ 311 Cr

₹ 312 Cr

₹ 301 Cr

355

297

243

196

169

139

105

115

142

162

408

Q2 FY21

Q3 FY21

Q4 FY21

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

Capital Digital Loans

Legacy Portfolio*

* Further split into Microfinance, Micro-Enterprise, Secured-Enterprise Loan (no new disbursement since 2019) ** Company did write-off ₹13.7Cr in Q4 FY22 (all through existing provision balance)

Legacy Portfolio is coming down on the back of improved collections, no new disbursements and write-off** in Q4 FY22

Share of Capital Digital Loans continuously increasing and stands at 54% in Q4 FY22 vs 5% of Loan Book in Q2 FY21

With Increased pace of disbursements, Capital Digital Loans book will increase going forward

State-Wise Portfolio

₹ 430 Cr

₹ 427 Cr

₹ 401 Cr

₹ 337 Cr

₹ 311 Cr

₹ 312Cr

₹ 301Cr

15 22

Q2 FY21

Q3 FY21

Q4 FY21

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

DEL

UKH

UP MP

PUN

RAJ

BIH

ODS

JHA

E UP

Cautious approach in Disbursement led to decline in Loan portfolio during COVID-19

Q4 FY22 AUM declined marginally in spite of 6% QoQ growth in disbursements due to healthy improvement in collection efficiency

Economic Revival combined with Strengthened Branch Network will be Key Drivers of Growth Going Forward

Portfolio Quality – Capital Digital Loans Robust portfolio quality of loans disbursed post FY 20 (automated credit engine backed) Despite Covid, there has been no restructuring or write-off in this product

(₹ in Crores)

Total Disbursed: ₹ 293 Cr

Portfolio Outstanding: ₹ 162 Cr

105

2.8%

30+ DPD: 3.4%

4.3%

115

90+ DPD: 2.3%

162

142

3.8%

3.4%

2.3%

1.7%

Q2FY21

Q3FY21

Q4FY21

Q1FY22

Q2FY22

Q3FY22

Q4FY22

AUM

30+ %

90+ %

0.3%

Portfolio Quality - Companywide

GNPA *

16% 51

11%

18%

16%

14%

12%

10%

COMPANYWIDE 90+ **

15%

(₹ in Crores)

13%

12%

18%

16%

14%

12%

10%

Q2FY21

Q3FY21

Q4FY21

Q1FY22

Q2FY22

Q3FY22

Q4FY22

Q2FY21

Q3FY21

Q4FY21

Q1FY22

Q2FY22

Q3FY22

Q4FY22

GNPA

GNPA (%)

90+

90+ (%)

* Changed retrospectively in accordance with Nov 21 RBI circular (Own Book 90+ / Own Book Portfolio) ** Includes Off Balance Sheet portfolio - Company did write-off of ₹13.7Cr in Q4 FY22 (all through existing provision balance) - Company has outstanding ₹109 Cr restructured portfolio

Outstanding Provisions

Cumulative Provisions of ₹ 41.7 Crores which accounts for 18.2% of the On-Balance Sheet Portfolio

Particulars

Q4 FY21

Q1 FY22

Q2 FY22

Q3 FY22

Q4 FY22

FY 22

(₹ in Crores)

Standard Provisions (Stage 1 & 2)

4.4

4.7

1.3

1.1

11.0

COVID & Other Provisions (Including Stage 3)

31.1

50.9

55.8

56.4

30.7

Cumulative Provision Balance

35.5

55.6

57.1

57.5

41.7

Impairment Charged to P&L

23.5

20.1

1.5

0.4

-2.5

19.5

Key Highlights & Ratios

Asset Under Management (₹ in Crores)

Net Worth (₹ in Crores)

471

467

430

427

401

337

311

312

301

155

157

158

157

131

117

118

119

121

Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22

Capital Adequacy Ratio (%)

Leverage (in X)

46.7% 47.9% 49.8% 51.2%

46.6%

45.2% 42.6% 41.3% 43.8%

1.8

1.6

1.5

2.0

1.9

2.0

1.7

Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22

Key Highlights & Ratios

Borrowings (₹ in Crores)

Cost of Borrowing (%)

272

255

234

237

259

228

240

285

280

13.2% 13.4% 13.1% 13.1% 13.0% 13.1% 13.2% 12.8% 13.4%

Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22

Net Interest Margin (%) (Annualised)

Operating Cost to AUM Ratio (%) (Annualised)

12.1%

11.6%

9.6%

7.8%

14.2%

11.0%

18.3%

15.8%

12.6%

15.9%

13.0%

9.2%

16.9%

15.1%

14.5% 15.1%

16.8% 16.9%

Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22

Quarterly Consolidated P&L Update Q4 & FY22

(₹ in Crores)

Particulars

Q4 FY22

Q4 FY21

YoY %

Q3 FY22

QoQ %

FY22

FY21

YoY %

Total Income

Total Expense (excluding tax)

Profit / Loss before tax

Profit / Loss after tax

Net Worth

Capital Digital Loans

Legacy Loans

Total Assets Under Management (AUM)

On-Book Portfolio

Off-Book Portfolio

Total Assets Under Management (AUM)

27.8

25.4

2.3

1.6

120.5

162.0

138.6

300.6

229.4

70.8

300.2

28.1

61.5

-33.3

-26.2

130.7

104.6

296.5

401.1

280.6

120.5

401.1

-1%

-59%

29.2

27.9

1.3

1.0

-8%

118.8

142.0

169.9

311.9

265.8

46.1

311.9

55%

-53%

-25%

-18%

-41%

-25%

-5%

-9%

82%

70%

24%

-13%

-4%

-14%

54%

-4%

106.0

120.2

-14.2

-10.3

120.5

162.0

138.6

300.6

229.4

70.8

300.2

114.6

144.0

-29.4

-23.6

130.7

104.6

296.5

401.1

280.6

120.5

401.1

-8%

-17%

-8%

55%

-53%

-25%

-18%

-41%

-25%

Quarterly Consolidated Balance Sheet Update Q4 & FY22

Assets

Financial Assets

Cash and Cash Equivalents

Bank Balances other than cash & cash Equivalents

Trade Receivables

Loan Portfolio

Investments

Other Financial Assets

Total Financial Assets

Non-Financial Assets

Current Tax Assets (Net)

Deferred Tax Assets (Net)

Property, Plant and Equipment

Right to use Asset

Intangible Assets

Other Non-Financial Assets

Total Non-Financial Assets

Total Assets

Mar-22

Dec-21

Sep-21

4.9

52.5

3.3

187.3

42.8

20.1

310.9

5.4

34.8

1.6

0.1

0.2

1.2

43.3

354.2

10.8

49.7

2.7

207.0

42.5

16.3

329.0

4.5

35.3

1.7

0.2

1.3

43.2

372.2

21.2

51.9

2.7

195.8

42.2

16.2

330.0

4.2

35.5

1.7

0.2

1.6

43.4

373.4

Liabilities And Equity

Financial Liabilities

Trade Payables

Debt Securities

Borrowings other than Debt Securities

Deposits

Subordinate Liabilities

Lease Liabilities

Other Financial Liabilities

Total Financial Liabilities

Non-Financial Liabilities

Current Tax Liabilities (Net)

Provisions

Other Non-Financial Liabilities

(₹ in Crores)

Mar-22

Dec-21

Sep-21

0.9

64.1

98.8

0.0

44.9

0.2

17.2

0.6

57.6

134.4

0.0

44.9

0.2

8.9

0.1

80.1

114.0

44.8

0.2

10.4

226.1

246.5

249.6

0.0

1.3

6.3

0.0

1.6

5.4

Total Non-Financial Liabilities

7.61

6.94

Equity

Equity Share Capital

Other Equity

Total Shareholders Fund

Total Liabilities and Equity

16.2

104.3

120.5

354.2

16.2

102.5

118.8

372.2

0.2

1.5

4.2

6.0

16.2

101.6

117.8

373.4

KEY PARTNERSHIPS

Long-Term Funding Partnerships

MSME Client through Business Correspondent Relationship

Benefits of Long-Term Funding Secured

On-Tap Funding

Enables Raise Of Equity At Right Time

Increase Of ROE

Leveraging Partner’s Balance Sheet

Equity & Funding Partnerships

Equity: 1

Public Sector Banks: 5

Private Sector Banks: 2

DFI / NBFCs: 9

CAPITAL IMPACT

Capital Plus Working with a Double-Bottom Line mission, company does a lot of good on ground level

Increase in financial discipline

Encouragement of self-sufficiency and entrepreneurship

Facilitating financial inclusion of the unbanked and un-serviced

Mitigation of financial volatility

Financial literacy

THANK

YOU

Vinod Raina Chief Financial Officer Vinod.raina@capitaltrust.in

Vahin Khosla Executive Director Vahin.khosla@capitaltrust.in

Pushpa Mani/Chintan Mehta IR Consultants Email: capital.trust@dickensonworld.com Contact no.: +91 9911684123/9892183389

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Capital Trust Limited has informed the Exchange about Investor Presentation for Q4FY 2022

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