Capital Trust Ltd. — Investor Presentation 2021

Aug 20, 2021

Merging New-Age Fintech with Traditional Lending

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Disclaimer

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Certain statements in this document that are not historical facts are forward looking statements. Such forwardlooking 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.

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CONTENTS

COMPANY OVERVIEW

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Capital Trust - Financing with a Tech-Touch Balance

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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 income generating micro loans to MSMEs and caters to over 116403 customers across 73 districts through 244 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

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PORTFOLIO NET WORTH CAPITAL ADEQUACY GROSS NPA NET NPA BRANCHES EMPLOYEES
₹ 337 Cr ₹ 117 Cr 45.2% 3.8% 0.0% 244 1728
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*Stage 3 ECL Assets

Capitalising on the Underserved Market Opportunity

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Annual Household Income
> ₹ 17 Lakh
₹ 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
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Banks and MSME Focused NBFCs

• NCAER-CMCR Annual Income Data *IFC Report on MSMEs (Nov 2018)

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 84% of all financing to MSMEs

MISSING 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

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Our Clientele

Kirana Stores

Small Eateries

Utility Stores

Dairy and Livestock Farmers

Textile Stores

Salons

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Grocery Vendors

Handicraft Manufacturers

Flower Vendors

Increasing our Reach in Rural India

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40 12 branches opened in
11 Eastern UP in Q1 FY22
4
31 65
26
10
29
8
20
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Capital Digital Initiative: Our Products

Addressing a wide spectrum of customers, across needs and affluence

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Product Name	Capital Magic Loan	Micro Business Loan
Type of Loan	Unsecured Digital Business Loan	Unsecured Digital Business Loan
Ticket Size (₹)	30,000 – 40,000	60,000
Tenure	12-18 months	24 months
ROI	40%	32%
Repayment	Digital followed by physical cash collection	Digital followed by physical cash collection

• Why CTL? Production Optimization

• • Branch banking - Human connect - Small Ticket Size - High Yield - Ease of getting loan - Quick turnaround time - Short Tenure - Unsecured loan - Transparency with connect app - Optimal EMI amount - Multiutility business loan - Paperless Process - Short Turn-Around-Time

• Small Ticket Size - High Yield

• • Short Tenure - Digital Collection Enabled - Optimal EMI amount - Full Cash Collection Setup
• • Short Turn-Around-Time - Geo-tagged and Analytics backed

COMPETITIVE ADVANTAGES

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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.

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Investing in
Capital
Trust
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• 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.

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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 35 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

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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 ₹ 3.5 - 10 Lakh
₹ 30,000 – 1Lac ₹ 2 - 3.5 Lakh
Microfinance ₹ 20,000 – 60,000 NBFC-MFIs < ₹ 2 Lakh
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Only player offering unsecured individual business loans in the ticket size of ₹ 30,000 - 1 Lac

2. Technology Driven Operational Efficiency

Enabling Improved Disbursements & Collections

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100% 100% 100% 100% 100% 100% 100%
96% 94% 95% 96%
91% 90% 91% 91%
88% 88%
81%
79%
75%
73%
65%
54% 60%
50% 53% 57%
46% 48% 53% 54%
45%
35%
Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21
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Companywide Collection Efficiency New CDL 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 turnaround time has improved to 48 hours as on Q1 FY21.

*Capital Digital Loans disbursed post April 2020 (automated credit engine backed)

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

3. Prudent Risk Management

Conservative ALM Practices and Diversified Funding Book

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	DIVERSIFICATION ACROSS… Instruments Funders Term Loan, 28% Sub-Debt, 14% OD, 10% NCD, 10% ICD, 4% CC, 2% DA, 16% PTC, 5% BC, 11% Private Sector Banks, 58% Public Sector Banks, 23% DFI, 5% NBFC, 14%	DIVERSIFICATION ACROSS… Instruments Funders Term Loan, 28% Sub-Debt, 14% OD, 10% NCD, 10% ICD, 4% CC, 2% DA, 16% PTC, 5% BC, 11% Private Sector Banks, 58% Public Sector Banks, 23% DFI, 5% NBFC, 14%	DIVERSIFICATION ACROSS… Instruments Funders Term Loan, 28% Sub-Debt, 14% OD, 10% NCD, 10% ICD, 4% CC, 2% DA, 16% PTC, 5% BC, 11% Private Sector Banks, 58% Public Sector Banks, 23% DFI, 5% NBFC, 14%	DIVERSIFICATION ACROSS… Instruments Funders Term Loan, 28% Sub-Debt, 14% OD, 10% NCD, 10% ICD, 4% CC, 2% DA, 16% PTC, 5% BC, 11% Private Sector Banks, 58% Public Sector Banks, 23% DFI, 5% NBFC, 14%	DIVERSIFICATION ACROSS… Instruments Funders Term Loan, 28% Sub-Debt, 14% OD, 10% NCD, 10% ICD, 4% CC, 2% DA, 16% PTC, 5% BC, 11% Private Sector Banks, 58% Public Sector Banks, 23% DFI, 5% NBFC, 14%
	Q1FY22 (Actual) Q2FY22 (Expected) Q3FY22 (Expected) Q4FY22 (Expected) Quarterly Collections (₹ Cr.) 73.3 80.3 66.6 47.7 Quarterly Repayments (₹ Cr.) 53.8 55.2 50.8 37.6 Quarterly Surplus (₹ Cr.) 19.5 25.1 15.8 10.1 Monthly Surplus (₹ Cr.) 6.5 8.4 5.3 3.4 Asset Liability Position Update*
		Q1FY22 (Actual)	Q2FY22 (Expected)	Q3FY22 (Expected)	Q4FY22 (Expected)
	Quarterly Collections (₹ Cr.)	73.3	80.3	66.6	47.7
	Quarterly Repayments (₹ Cr.)	53.8	55.2	50.8	37.6
	Quarterly Surplus (₹ Cr.)	19.5	25.1	15.8	10.1
	Monthly Surplus (₹ Cr.)	6.5	8.4	5.3	3.4

• Assuming no incremental disbursements

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4. Strong Governance

Being a Publicly Listed Systemically Important NBFC, We Try to Create Sustainable Value for Stakeholders

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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
4. Mr. Pawan Dubey Manage
5. Mr. Vahin Khosla strategy,
6. Ms. Suman Kukrety business plans
Reporting
COMPANY SECRETARY and policies
approved by
Reporting/accountability of corporate governance, Board
Stakeholder Audit & Risk Board and management matters
Relationship Management EXECUTIVE TEAM
Committee Committee
Management Reporting
Corporate Nomination Internal Auditor and oversight
Social and
Responsibility Remuneration External Auditor EMPLOYEES
Committee Committee
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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

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

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19
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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

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2015 2016 2017 2018 2019 2019 2020 2020 2021 NOW 2012 Decision to go 100% Issuance of Geo-Tagged Decision to go 100% Incorporation of AI Enabled Launch of AI Enabled Cashless Disbursements Digital Receipts r ather 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 Start of 100% paperless processes : (automated income input 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

RURAL DOORSTEPFINTECH PROCESSES

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Meaning: Rural Doorstep-Fintech

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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

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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

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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

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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

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₹
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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

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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

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Automated Credit Bureau Check

QR Code Scanning of Aadhaar By Field Team

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

negative credit bureau history

Automatic uploading of client data into system. Location geotagged and case rejected if client residence is beyond

20kms from branch

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Disbursement

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Telephonic Verification by HO Credit Team

No exceptions or manual intervention permitted

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Algorithmic Credit

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

Rule Engine & Physical Visit Engine

Physical Verification by Field Credit Team

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

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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

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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

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Product-Wise Portfolio

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₹ 795 Cr
₹ 725 Cr
₹ 555 Cr
₹ 471 Cr
₹ 401 Cr
₹ 337 Cr
795
723
338
555 235
194
166
134 143
FY 17 FY 18 FY 19 FY 20 FY 21 Q1FY22
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Capital Digital Initiative Legacy Portfolio*

*Started 2019: Further split into Capital Magic, Micro Business Loan

**Stopped in 2019: Further split into Microfinance, Micro-Enterprise, Secured-Enterprise Loan

State-Wise Portfolio

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₹ 795 Cr

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₹ 725 Cr
13
62
7
37
₹ 555 Cr
272 165
48 ₹ 471 Cr
99 12 ₹ 401 Cr
106 ₹ 337 Cr
50
115 6
90 65 25 1
52 5
257 83 65 22
72 57 43
21
70 48
70
62
151
33 189 99 80
31 66
86 71 82 85 68
37
FY 17 FY 18 FY 19 FY 20 FY 21 Q1FY22
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BIH PUN ODI MP RAJ UP JH UKH CH DEL

Portfolio Quality

Stage 3 ECL

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8%
7.5%
7.1%
25 7%
22
6%
5%
17
4.8%
14 4.3% 14 3.8% 4%
3.4%
10 3%
9
2.4%
1.9% 2%
5 5
1.1% 1%
0%
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Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22

Stage 3 ECL Stage 3 ECL %

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(₹ in Crores)

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90+
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18%
52
16%
15.3%
14%
12%
37
35 35
33
32
10%
29
27 8.7%
7.7%
7.5% 8%
22 7.5% 7.2% 7.5%
6.4%
6%
4.7% 4.6%
11 4%
3.4%
7 2.8%
2.1% 2.1% 5 2%
4
3
0.8%
0.1% 0%
Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22
Companywide 90+ Capital Digital Initiative 90+
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• Own book data of Stage 3 ECL; Own + Off book data of 90+

• Company has restructured ₹33 Cr portfolio

Capital Digital Initiative 90+ %

Companywide 90+ %

Portfolio Quality – New Capital Digital Loans

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Robust portfolio quality of loans which have disbursed post April 2020 (automated credit engine enabled )

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(₹ in Crores)
Total Disbursed: Portfolio Outstanding: 30+ DPD: 90+ DPD:
₹ 152.0 Cr ₹ 94.5 Cr 2.8% 0.3%
5%
105
95
4%
72
3%
2.8%
2%
22
1%
0 0.2% 0.3%
0.0% 0%
Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22
New Capital Digital Loans 90+ 30+
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Outstanding Provisions

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Cumulative Provisions of ₹ 55.6 Crores which accounts for 21.9% of the On-Balance Sheet Portfolio

(₹ in Crores)

Particulars	Q1 FY21	Q2 FY21	Q3 FY21	Q4 FY21	As on 31.03.2021	Q1 FY22
Standard Provisions (Stage 1 & 2)	6.8	6.5	5.8	4.4	4.4	4.7
COVID & Other Provisions (Including Stage 3)	13.7	16.0	6.8	31.1	31.1	50.9
Cumulative Provision Balance	20.5	22.5	12.6	35.5	35.5	55.6
Impairment Charged to P&L	5.9	1.7	4.2	23.5	35.3	20.1

Key Highlights & Ratios

Asset Under Management (₹ in Crores)

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631
577
509
471 467
430 427 401
337
Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22
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Capital Adequacy Ratio (%)

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46.7% 47.9% 49.8% 51.2% 46.6% 45.2%
41.6%
37.1%
25.5%
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Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22

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Net Worth (₹ in Crores)

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155 162 155 157 158 157
131
122 117
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Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22

Leverage (in X)

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3.5
2.5
2.1 1.8 2.0 1.9
1.6 1.6 1.5
Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22
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Key Highlights & Ratios

Borrowings (₹ in Crores)

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428
386
324
272 255 259
234 237 228
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Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22

Net Interest Margin (%) (Annualised)

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14.2%
12.1% 10.7% 12.1% 11.6% 11.0%
9.6%
8.2% 7.8%
Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22
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Cost of Borrowing (%)

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14.1% 14.2% 14.2% 13.2% 13.4% 13.1% 13.1% 13.0% 13.1%
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Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22

Operating Cost to AUM Ratio (%) (Annualised)

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15.9% 15.1% 16.9% 14.5%
12.4% 13.0%
10.8%
9.2%
7.9%
Q1FY20 Q2FY20 Q3FY20 Q4FY20 Q1FY21 Q2FY21 Q3FY21 Q4FY21 Q1FY22
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Quarterly Consolidated P&L Update Q1FY22

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(₹ in Crores)

Particulars	Q1 FY22	Q1 FY21	YoY %	Q4 FY21	QoQ %
Total Income	22.8	28.2	-19%	28.1	-19%
Total Expense (excluding tax)	41.7	25.4	64%	61.5	-32%
Profit / Loss before tax	-19.0	2.8	-779%	-33.3	-43%
Profit / Loss after tax	-13.8	2.1	-757%	-26.2	-47%
Net Worth	116.9	156.6	-25%	130.7	-11%
Micro-Business Loan 75.9 Capital Magic Loan 67.5		97.8 -22% 38.3 76%		86.8 -13% 79.4 -15%
Micro-Business Loan
Capital Magic Loan
Capital Digital Initiative	143.4	136.1	5%	166.2	-14%
Micro-Enterprise Loan	184.9	280.5	-34%	222.0	-17%
Secured Enterprise Loan	4.4	22.6	-81%	5.4	-19%
Microfinance Loan	4.7	27.6	-83%	7.5	-37%
Legacy Portfolio	194.0	330.7	-41%	234.9	-17%
Total Assets Under Management (AUM)	337.4	466.8	-28%	401.1	-16%
On-Book Portfolio 254.4		328.4 -23%			-9%
On-Book Portfolio				280.5
Off-Book Portfolio	83.0	138.4	-40%	120.5	-31%
Total Assets Under Management (AUM)	337.4	466.8	-28%	401.1	-16%

Quarterly Consolidated Balance Sheet Update June 21

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(₹ in Crores)

Assets	June-21	Mar-21	Mar-20	Liabilities And Equity	June-21	Mar-21	Mar-20
Financial Assets				Financial Liabilities
Cash and Cash Equivalents	27.2	38.5	34.4	Trade Payables	0.5	0.5	0.8
Bank Balances other than cash & cash Equivalents	41.1	40.9	29.2	Debt Securities	44.0	55.5	0
Trade Receivables	1.3	1.7	0.6	Borrowings other than Debt Securities	137.3	156.6	226.4
				Deposits	0	0	0.3
Loan Portfolio	196.3	242.6	304.5	Subordinate Liabilities	44.8	44.8	44.7
Investments	41.5	41.0	37.9	Lease Liabilities	0.2	0.2	2.1
Other Financial Assets	5.8	5.3	13.7	Other Financial Liabilities	6.1	9.8	20.2
Total Financial Assets	313.3	370	420.2	Total Financial Liabilities	233.0	267.5	294.5
				Non-Financial Liabilities
				Current Tax Liabilities(Net)	0.1	1.2	0
Non-Financial Assets				Provisions	1.5	1.4	1.2
Current Tax Assets(Net)	3.5	2.9	2.3	Other Non-Financial Liabilities	4.9	7.5	2.2
Deferred Tax Assets(Net)	35.6	30.3	23.8	Total Non-Financial Liabilities	6.5	8.9	3.3
Property,Plant and Equipment	1.8	1.9	2.2
Right to use Asset	0.2	0.2	1.8	Equity
Intangible Assets	0.1	0.2	0.1	EquityShare Capital	16.2	16.2	16.2
Other Non-Financial Assets	1.8	1.6	1.9	Other Equity	100.7	114.5	138.2
Total Non-Financial Assets	43.1	37.1	32.1	Total Shareholders Fund	116.9	130.7	154.5
Total Assets	356.4	407.1	452.3	Total Liabilities and Equity	356.4	407.1	452.3

KEY PARTNERSHIPS

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Long-Term Funding Partnerships

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MSME Client through Business Correspondent Relationship

Benefits of Long-Term Funding Secured

Enables Raise Of On-Tap Funding IncreaseOf ROE Equity At Right Time

Leveraging Partner’s Balance Sheet

Equity, Debt & Direct Assignment Partnerships

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Equity:
1
Public Sector Banks:
5
Private Sector Banks:
2
DFI / NBFCs:
9
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CAPITAL IMPACT

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Capital Plus

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

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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
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THANK YOU

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

Vahin Khosla

Executive Director Vahin.khosla@capitaltrust.in

Pushpa Mani/Vikash Verma IR Consultants Email: capital.trust@dickensonworld.com Contact no.: +91 9911684123/9664009029