CAPTRUST

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 fromthose contemplated by the relevant forward-lookingstatements. 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 TABLE OF CONTENTS COMPANY OVERVIEW 04-13 COMPETITIVE ADVANTAGES 14-19 DIGITAL JOURNEY 20-22 RURAL DOORSTEP-FINTECH 23-28 FINANCIALS 29-38 KEY PARTNERSHIPS 39-41 CAPITAL IMPACT 42-43 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 99,000customers 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 As we continue to address the growing capital needs of the underserved markets of To encourage self-sufficiency and entrepreneurship in the underserved part of India by using ‘low-cost, high-tech’ digital finance processes. 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. 5 Capital Trust – Numbers at a Glance PORTFOLIO NET WORTH CAPITAL ADEQUACY GROSS NPA* NET NPA BRANCHES EMPLOYEES ₹ 301 Cr ₹ 121 Cr 43.8 % 5.0 % 0.0 % 315 2,138 *Own Book 90+ / Own Book Portfolio 6 Q4 FY2022 - Quarter At a Glance Sequential Improvement in Continuous Reduction in Highest Quarterly Steady Increase in Collection Profitability GNPA Disbursement since FY20 Efficiency 9% 10% 55 58 103% 0.9 1.0 1.6 23 22 8% 9% 46 88% 92% 8% 79% 18 7% 7% Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 6% 11 5%5% 4% 11 3% 2% 1% -14 0% Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 PAT in ₹ Cr AUM in ₹ Cr Disbursement in ₹ Cr Collection Efficiency Increase in Capital Digital Capital Digital Loans’ Constant Rise In % Of Digital Enhancement Of Existing & On- Loans Proportion Continued Resilience Collection Of Capital Digital Boarding Of New Partnerships 180 162 5% Loans’ Clients*** CDL* Legacy** 160 4% 142 5% 140 4% 4% 120 95 115 3%4% 55% 54% 56% 58% 100 3% 3% 72% 63% 54% 46% 80 2% 2% 3% 2% 2% 60 2% 37% 46% 54% 40 1% 28% 20 1% 0 0% Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 Q1 FY22 Q2 FY22 Q3 FY22 Q3 FY22 % Split in AUM AUM in ₹ Cr, 30+% and 90+% % 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) 7 Capital Trust 2.0: Capital Digital Loans 01 Driven by Faster Credit Unique Customer Low Risk - High Stringent Technology Delivery Profile Returns Credit Control Rural Doorstep Fintech Short Turn-Around-Time Serving the Better Robust Quality Company For Disbursement Missing Middle Rewards Checks ▪ Client facing Capital ▪ Capability for same ▪ Only player offering ▪ Higher NIM’s. ▪ Blending the best of Connect smart phone day disbursement unsecured, individual, ▪ Short tenure of 3-18 physical & digital application in addition to with 82% loans digital, business months makes repayment practices. staff Capital Sales disbursed within 48 generating loans of less faster. ▪ AI and Business than 1Lac. Intelligence to calculate application. hours turnaround ▪ Digital NACH Collections. 08 ▪ Paperless Processing. time. ▪ Sector untapped by MFIs ▪ Automated risk engine applicants' income based and Banks / NBFCs. on business industry. ▪ Geo-tagging of business preventing build of ▪ Ticket size of ₹ 5,000 - ▪ High quality portfolio – and customers. concentration. 50,000. lower NPA. 8 Capital Digital Loans to Drive Future Growth Accelerated growth in Rural Internet Users Better Collection Efficiency 01 28% 294 02 ~60% collections made Digitally 230 03 45% 352 Faster Turnaround Time 243 04 Lower Operating Cost 2019 2021 Rural India Urbran India 100% Digital Disbursements Increasing Digital Penetration in India 05 ▪ India has surpassed every nation, incl. China and US in Better Net Interest Margin digital financial transactions. 06 ▪ India has highest real-time payments among Shorter Tenure – Low Risk businesses around the world with ~40% of world wide 07 transactions done in India in 2021. 08 Robust Internal Controls ▪ 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. 9 Target Audience 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 MISSING 84% of all financing to MSMEs MIDDLE ‘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 10 Our Clientele KiranaStores Dairy and Livestock Farmers Grocery Vendors Small Eateries Textile Stores Handicraft Manufacturers Utility Stores Salons Flower Vendors 11 Increasing our Reach in Rural India 46 11 4 35 51 32 49 19 40 8 20 Expansion in customer base via diversification in New Geographies and Rural Semi-Urban Urban deeper penetration in existing Geographies 55 237 23 315 Branches spread across 94 Districts in 10 States of India 12 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 Unsecured Digital Loan Unsecured Digital Loan Ticket Size (₹) 5,000 30,000 –50,000 Tenure 3 months 12 –18 months ROI Interest-Free ~35% Repayment Digital followed by physical cash collection Digital followed by physical cash collection Why CTL? Production Optimization - Branchbanking -Human connect - Small Ticket Size -High Yield - Easeof gettingloan -Quick turnaround time - Short Tenure -Digital Collection Enabled - Unsecuredloan -Transparency with connect app - Optimal EMI amount -Full Cash Collection Setup - Digitalloan -Paperless Process - Short Turn-Around-Time -Geo-tagged and Analytics backed 13 Creating a Competitive Advantage to Increase Stakeholder Value 1. Unique Business Model 3. Prudent Risk Management • With a deep understanding of target • Our conservative thought process towards customer segments, lean cost structures and financial engineering has helped us differentiated business models we cater to transform underwriting and decision making, underserved segments of the economy. thereby, helping drive competitive advantage and robust risk management. • Our one-of-a-kind business model finds the perfect balance between technology and • Further, our risk management frameworks traditional financing, something not many pro-actively detect, manage and mitigate other companies can do. internal and external risks. Investing in Capital Trust 2. Technology Driven Operational Efficiency 4. Strong Governance • By leveraging technology to penetrate • Being a publicly listed NBFC for the last 37 underserved segments, we have capitalized years, we have built a robust governance on the inability of banks to rapidly scale model to maintain stakeholder trust and operations and customize rigid policies in improve resilience to survive in testing times. regard to providing business loans in rural • This has enabled us to develop strategic India. partnerships with key ecosystem players and • This transformation is helping us create an leverage technology for meeting the agile and scalable business model. demands of new consumers. 15 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 ₹ 3 -4 Lakh Microfinance ₹ 20,000 –60,000 NBFC-MFIs < ₹ 3 Lakh Only player offering unsecured individual digital loans in the ticket size of ₹ 30,000 -1 Lac 16 2. Technology Driven Operational Efficiency Enabling Improved Disbursements & Collections 116% 112% 113% 114% 108% 106% 104% 100% 97% 95% 96% 95% 96% 98% 88% 89% 88% 89% 83% 81% 62% 57% 57% 59% 53% 54% 53% 54% 52% 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) 17 3. Prudent Risk Management Conservative ALM Practices and Diversified Funding Book NBFC, 28% BC, 19% Term Loan, 30% DFI, 6% DIVERSIFICATION PTC, 12% ACROSS… Public Sector DA, 6% Private Sector Banks, 17% Sub-Debt, 16% Banks, 46% ICD, 2% NCD, 11% OD, 3% Instruments Funders Asset Liability Position Update * Q1FY22 (Actual) Q2FY22 (Actual) Q3FY22 (Actual) Q4FY22 (Actual) Q1FY23 (Expected) Quarterly Collections (₹ Cr.) 73.3 76.6 74.9 78.1 81.1 Quarterly Repayments (₹ Cr.) 53.8 58.4 61.8 61.0 59.0 Quarterly Surplus (₹ Cr.) 19.5 18.2 13.1 17.1 22.8 Monthly Surplus (₹ Cr.) 6.5 6.1 4.4 5.7 7.6 * Assuming no incremental disbursements 18 4. Strong Governance Being a Publicly Listed Systemically Important NBFC, We Try to Create Sustainable Value for Stakeholders BOARD Accountable for overall management and performance MANAGING DIRECTOR & CEO 1. Mr. Yogen Khosla Mr. Yogen Khosla 2. Mr. Sanjv Syal 3. Mr. Govind Saboo Delegate management of day-to-day affairs Manage 4. Mr. Pawan Dubey strategy, 5. Mr. Vahin Khosla business plans 6. Ms. Suman Kukrety Reporting COMPANY SECRETARY and policies approved by Reporting/accountability ofcorporate governance, Board Stakeholder Audit & Risk Board and management matters Relationship Management EXECUTIVE TEAM Committee Committee Management Reporting Corporate Nomination and oversight Internal Auditor Social and Responsibility Remuneration External Auditor EMPLOYEES Committee Committee 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. 19 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 21 Evolution of Capital Trust’s Digital Business Model 2015 2016 2017 2018 2019 2019 2020 2020 2021 NOW 2012 Decision to go 100% Issuance ofGeo-Tagged Decision to go 100% Incorporation of AI Enabled Launch of AI Enabled Cashless Disbursements Digital Receipts rather Cashless Collection as Credit Engine (automated Geo-Tagged Client (First in rural industry) than physical passbook first mode of payment decision making with credit Route Mapping for signing (First in rural industry) scoring of borrower. Done increased operational (First in rural industry) on Income, Credit History efficiency and Debt servicing capacity) Launch of client-facing Capital Connect RURAL Launch of Capital Sales smartphone app Introduction of AI Enabled DOORSTEP-FINTECH smartphone app with (First in rural industry) Physical Visit Engine COMPANY real-time information at (automated income input Start of 100% paperless processes: staff fingertips analysing client industry, sales no physical signature required (First in rural industry) and margin) from sourcing to disbursement (First in rural industry) PROACTIVE RATHER THAN REACTIVE: Capital Trust is emerging as Thought and Innovation leaders capturing the changing rural landscape 22 Meaning: Rural Doorstep-Fintech 1. LEAD GENERATION Generate lead by door to door canvasing Geotaggingofbusinessandresidentialpremise Mobile number verification through OTP Handholding of client through digital onboarding 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 3.DIGITAL DISBURSEMENT Telephonic Verification E-Sign / Signing of Terms and Conditions E-NACH Penny-drop verification Disbursement into bank account 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 DIGITAL PROCESS PHYSICAL PROCESS 24 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 3. BUSINESS INTELLIGENCE Use of Technology for faster, Use of Advanced Statistical Models confidential, transparent and better ₹ and predictive analysis before enhancement of credit profile with sanctioning a loan and after for low risk and better returns performance evaluation 25 1. Technology One of the first NBFCs to start cashless disbursement of all Cashless Disbursement & loans since 2015 and cashless collection as primary mode Collection of repayment since 2019 Automated closing of company and all branch books at Automation of Daily Cash 6PM daily through collation of issued Digital Receipts Book Through Digital (SMSs sent to client on collection of any repayment) Receipts Staff and client-facing smartphone applications Staff Facing and Client with access to all details regarding the loan to Facing Applications promote transparency and authenticity All new staff onboarding through paperless, Digitalized HR digitalized processes with joining Onboarding formalities done within hours 100% paperless processes. From onboarding to disbursement all Paperless Processes processes are digitalized and through the application with no scope of any manual input into system 26 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 Disbursement Telephonic No exceptions or manual Verification by HO intervention permitted Credit Team Algorithmic Credit Verification of documents Rule Engine & uploaded into system and Physical Visit Engine re-assessment of cash flow Physical Verification of client during call Automatic rejection in case by Field Credit Team of any deviation from prescribed credit policies Automated Credit Ground level authentication Bureau Check by physical verification of home, business and income. QR Code Scanning of Link-up with Equifax to All details uploaded into app Aadhaar By Field Team review past credit history. Hard rejection in case of negative credit bureau Automatic uploading of client history data into system. Location geo- tagged and case rejected if client residence is beyond 20kms from branch • 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 27 3. Business Intelligence CREDIT ENGINE Automated decision making with Credit Scoring of the borrower based on Income, Credit History and Debt servicing capacity. The STAFF ENGINE engine calibrates regional Integrated tool for real time differences in performance using monitoring of current staff pin-code level data availability and projected staff sufficiency at branch level by PHYSICAL VISIT ENGINE looking at past attendance this Enablement of Independent engine predicts staff shortfall in Credit Officer’s data entry with times to come backend automated decision making. System automatically DISBURSEMENT ENGINE calculates Household Income based on standardized business Developed Real-Time system of size, industry margin and automated controls on expected expenses 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 28 Product-Wise Portfolio Legacy Portfolio is coming ₹430Cr ₹427Cr down on the back of ₹401 Cr improved collections, no new disbursements and ₹337 Cr write-off** in Q4 FY22 ₹311 Cr ₹312 Cr ₹301 Cr Share of Capital Digital Loans continuously 355 297 408 169 139 increasing and stands at 243 196 54% in Q4 FY22 vs 5% of Loan Book in Q2 FY21 162 142 105 94 115 With Increased pace of 72 disbursements, Capital 22 Digital Loans book will Q2 FY21 Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 increase going forward 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) 30 State-Wise Portfolio Cautious approach in ₹430Cr ₹427Cr Disbursement led to decline ₹401 Cr in Loan portfolio during 16 17 COVID-19 17 ₹337 Cr 69 72 ₹311 Cr ₹312Cr ₹301Cr 69 15 Q4 FY22 AUM declined 15 85 88 62 19 15 marginally in spite of 6% 22 85 51 QoQ growth in 52 45 disbursements due to 55 54 68 65 healthy improvement in 52 62 69 collection efficiency 43 85 86 41 38 80 34 66 61 58 59 50 Economic Revival combined 61 58 48 43 44 42 with Strengthened Branch 42 31 24 22 23 20 17 Network will be Key Drivers of Growth Going Forward Q2 FY21 Q3 FY21 Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 DEL UKH UP MP PUN RAJ BIH ODS CG JHA E UP 31 Portfolio Quality – Capital Digital Loans Robust portfolio quality of loans disbursed post FY 20 (automated credit engine backed) (₹in Crores) Despite Covid, there has been no restructuring or write-off in this product Total Disbursed: Portfolio Outstanding: 30+ DPD: 90+ DPD: ₹ 293 Cr ₹ 162 Cr 3.4% 2.3% 5% 162 4.3% 142 3.8% 4% 115 3.4% 105 95 3% 2.8% 72 2.3% 2.3% 2% 1.7% 22 1% 0.3% 0% Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 AUM 30+ % 90+ % 32 Portfolio Quality - Companywide (₹in Crores) GNPA * COMPANYWIDE 90+ ** 60 18% 18% 16% 52 15% 51 16% 16% 50 14% 14% 13% 12% 40 11% 12% 37 39 39 12% 33 31 9% 10% 10% 30 8% 9% 29 8% 8% 23 7% 22 8% 7% 23 8% 20 4% 18 5% 6% 6% 12 12 4% 4% 10 2% 2% 0 0% 0% 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) 33 -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 (₹in Crores) Particulars Q4 FY21 Q1 FY22 Q2 FY22 Q3 FY22 Q4 FY22 FY 22 Standard Provisions (Stage 1 & 2) 4.4 4.7 1.3 1.1 11.0 11.0 COVID & Other Provisions (Including Stage 3) 31.1 50.9 55.8 56.4 30.7 30.7 Cumulative Provision Balance 35.5 55.6 57.1 57.5 41.7 41.7 Impairment Charged to P&L 23.5 20.1 1.5 0.4 -2.5 19.5 34 Key Highlights & Ratios Asset Under Management (₹in Crores) Net Worth (₹in Crores) 155 157 158 157 471 467 131 430 427 401 117 118 119 121 337 311 312 301 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 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 2.0 1.9 2.0 2.0 1.7 1.6 1.6 1.5 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 35 Key Highlights & Ratios Borrowings (₹in Crores) Cost of Borrowing (%) 13.2% 13.4% 13.1% 13.1% 13.0% 13.1% 13.2% 12.8% 13.4% 272 255 234 237 259 228 240 285 280 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 Net Interest Margin (%) (Annualised) Operating Cost to AUM Ratio (%) (Annualised) 18.3% 15.8% 14.2% 16.9% 16.8% 16.9% 15.9% 12.1% 11.6% 11.0% 12.6% 13.0% 15.1% 14.5% 15.1% 9.6% 7.8% 9.2% Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22 Q2FY22 Q3FY22 Q4FY22 36 Quarterly Consolidated P&L Update Q4 & FY22 (₹in Crores) Particulars Q4 FY22 Q4 FY21 YoY % Q3 FY22 QoQ % FY22 FY21 YoY % Total Income 27.8 28.1 -1% 29.2 -5% 106.0 114.6 -8% Total Expense (excluding tax) 25.4 61.5 -59% 27.9 -9% 120.2 144.0 -17% Profit / Loss before tax 2.3 -33.3 - 1.3 82% -14.2 -29.4 - Profit / Loss after tax 1.6 -26.2 - 1.0 70% -10.3 -23.6 - Net Worth 120.5 130.7 -8% 118.8 1% 120.5 130.7 -8% Capital Digital Loans 162.0 104.6 55% 142.0 24% 162.0 104.6 55% Legacy Loans 138.6 296.5 -53% 169.9 -13% 138.6 296.5 -53% Total Assets Under Management (AUM) 300.6 401.1 -25% 311.9 -4% 300.6 401.1 -25% On-Book Portfolio 229.4 280.6 -18% 265.8 -14% 229.4 280.6 -18% Off-Book Portfolio 70.8 120.5 -41% 46.1 54% 70.8 120.5 -41% Total Assets Under Management (AUM) 300.2 401.1 -25% 311.9 -4% 300.2 401.1 -25% 37 Quarterly Consolidated Balance Sheet Update Q4 & FY22 (₹in Crores) Assets Mar-22 Dec-21 Sep-21 Liabilities And Equity Mar-22 Dec-21 Sep-21 Financial Assets Financial Liabilities Trade Payables 0.9 0.6 0.1 Cash and Cash Equivalents 4.9 10.8 21.2 Debt Securities 64.1 57.6 80.1 Bank Balances other than cash & 52.5 49.7 51.9 Borrowings other than Debt Securities 98.8 134.4 114.0 cash Equivalents Deposits 0.0 0.0 0 Trade Receivables 3.3 2.7 2.7 Subordinate Liabilities 44.9 44.9 44.8 Loan Portfolio 187.3 207.0 195.8 Lease Liabilities 0.2 0.2 0.2 Investments 42.8 42.5 42.2 Other Financial Liabilities 17.2 8.9 10.4 Other Financial Assets 20.1 16.3 16.2 Total Financial Liabilities 226.1 246.5 249.6 Total Financial Assets 310.9 329.0 330.0 Non-Financial Liabilities Non-Financial Assets Current Tax Liabilities (Net) 0.0 0.0 0.2 Provisions 1.3 1.6 1.5 Current Tax Assets (Net) 5.4 4.5 4.2 Other Non-Financial Liabilities 6.3 5.4 4.2 Deferred Tax Assets (Net) 34.8 35.3 35.5 Total Non-Financial Liabilities 7.61 6.94 6.0 Property, Plant and Equipment 1.6 1.7 1.7 Right to use Asset 0.1 0.2 0.2 Equity Intangible Assets 0.2 0.2 0.2 Equity Share Capital 16.2 16.2 16.2 Other Non-Financial Assets 1.2 1.3 1.6 Other Equity 104.3 102.5 101.6 Total Non-Financial Assets 43.3 43.2 43.4 Total Shareholders Fund 120.5 118.8 117.8 Total Assets 354.2 372.2 373.4 Total Liabilities and Equity 354.2 372.2 373.4 38 Long-Term Funding Partnerships MSME Client through Business Correspondent Relationship Benefits of Long-Term Funding Secured Leveraging EnablesRaiseOf On-TapFunding IncreaseOfROE Partner’s Equity At Right Time BalanceSheet 40 Equity & Funding Partnerships Equity: 1 Public Sector Banks: 5 Private Sector Banks: 2 DFI / NBFCs: 9 41 Capital Plus Working with a Double-Bottom Line mission, company does a lot of good on ground level Encouragement of Increase in self-sufficiency financial and discipline entrepreneurship Facilitating financial Mitigation of inclusion of the financial Financial literacy unbanked and volatility un-serviced 43 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 44