Roadshow Presentation. March 2015

Transcription

1 Roadshow Presentation March 2015

2 1. Tanner Servicios Financieros S.A. Introduction

3 Tanner Servicios Financieros S.A. Descripción del Negocio Tanner Servicios Financieros S.A. ( Tanner ) is a leading nonbanking financial institution in Chile in the small and mediumsized business sector ( PYMEs ) The company has 4 main lines of business: Factoring: #1 non banking institution Automotive Credit Loans: 35% CAG (1) in terms of net loans Leasing: the only non banking member of ACHEL (2), and boasts 81% CAG (1) in terms of net loans Business loans: medium term lines of credit for chilean busineses. This product was launched during Tanner s global strategy is focused on lending loans to businesses that, in general, have two payment sources Vast experience in Chilean capital market issuance 1 international bond and 10 domestic bonds Largest underwriter of commercial paper in Chile. To date, the company holds 40% of the market of all oustanding commercial paper. Total Profit Total Assets Net Loans Total Equity # of Clients # of Branches # of Employees 2014 Principal Indicators Ch$ 26,088 million Ch$ 822,884 million Ch$ 690,971 million Ch$ 223,160 million More than 50, (from Arica to Punta Arenas) Net Loans per Product Type (2014) Leasing 12% 1,124 Others 4% Domestic Factoring 30% 3 Risk Rating International BBB BBB Domestic A+ A+ Source: Tanner. Note: Preliminary reports according to IFRS. (1) CAG: Compound Annual Growth (2) ACHEL: Asociación Chilena de Empresas de Leasing (Chilean Association of Leasing Companies). Automotive Loans 31% International Factoring 9% Credit Loans 14% Ch$ 690,971 million

4 Leading institution in the Chilean finance sector Equity (in Ch$ millions) (1) Tanner is ranked as the 12 th most equitable institution among all the banks in Chile Small and medium banks (2) Factoring (non banking) (3) Automotive credit loans(forum) Sources: SBIF, SVS. 1. Based on the most recent information available. 2. Among banks with equity less than Ch$ 400,000 million and greater than Ch$ 70,000 million. Excludes international banks (JO Morgan, Deutsche Bank, HSBC and Rabobank). 3. Only includes institutions that are members of ACHEF with offices in Chile.

5 More than 20 years of experience Tanner was founded by the principal shareholders ofbhif (now BBVA Chile), and the Massu and Said groups Automotive credit loan division created Leasing division created International risk rating of BBB (investment grade) by Fitch and S&P CIPEF acquired a 27% stake in Tanner via an increase in capital Registered with the Securities and Insurance Supervisor (SVS). First commercial paper issued in Chile IFC acquired a 17.6% stake in Tanner First bond issued in the domestic market International bond issued for USD 250 million Acquisition of CIT Chile, now Tanner Leasing Vendor 5 Source: Tanner.

6 2. Solid Investment Fundamentals

7 Sólidos fundamentos de inversión 1 Developed industry with attractive growth 2 Diversified business model 3 Strategy with a demonstrated capacity for growth 4 Outstanding risk management 5 Solid financial performance 6 Robust capital structure and diversified financing resources 7 7 Solida base of shareholders, administrative team, and corporate government

8 1 Developed industry with attractive growth The financial service industry for small and medium sized businesses (PYMEs) Small and medium sized businesses (PYMEs) make up a substantial sector and work with a small number of banks Average number of banks according to client size (Aug. 2014) Total number of businesses in Chile 20% PYMEs (1) ~200,000 4,68 3,30 1,41 1,70 2,36 1,55 80% Micro and large businesses ~800,000 Micro Small Medium Large Mega Total Characteristics of PYME access to financial services Reduced number of banks with which to work Generally unspecialized tradingplatforms Access strongly associated with collateral requirements Higher risk ratings than large businesses Short term credit loans 8 Source: SBIF, SII. 1. According to the Internal Tax Service (SII). Includes businesses categorized as Small 1, 2 and 3 and Medium 1 and 2.

9 1 Developed industry with attractive growth Factoring, Automotive Credit Loans, and Leasing Factoring Automotive Credit Loans Leasing Present in Chile since the 90s ACHEF provides the institutional framework Subject to Law 20,323 The most developed market in Latin America Industry composed of new and used light and heavy vehicles AMICAR (the main intermediary of the market) holds ~30% of the new vehicle market Chile s motorization rate (1) went from 6.1 in2009 to 4.7 in 2013, becoming one of the highest rates in Latin America. A rate of 4.4 is estimated for The main medium term financing tool for small and medium sized businesses (PYMEs) ACHEL provides teh instutional framework The number of formalized contracts present a 12% CAG in Achel since 2009 Net loans (in Ch$ millions) Net loans (in Ch$ millions) Net loans (in Ch$ millions) 50,0% 5,0% 9 106,3 152, CAG 25.5% 258, ,6 203,5 7,0% 7,8% 8,0% 7,7% 9,9% 10,3% 45,0% 40,0% 35,0% 30,0% 25,0% 20,0% 15,0% 10,0% 5,0% 0,0% 65, Source: Tanner, ACHEF and ACHEL. 1. Sourcee: ANAC. Motorization rate measured as number of people per vehicle. Vehicles included are new, light and medium vehicles, trucks, and busses. 95, CAG: 35.0% 138,3 175,9 203,2 216,0 7,9 0,2% 15,6 0,4% CAG : 81% 38,5 0,7% 54,5 1,0% 76,0 86,0 1,2% 1,2% ,0% 3,0% 2,0% 1,0% 0,0%

10 2 Diversified business model Tanner has diversified its operations since 2004, successfully beginning new lines of business Estructura Organizacional Factoring: Domestic International Average length: Automotive Credit Loans Leasing Business Loans 2 3 months 40 months months N.A. Affiliated Companies: Corredora de Bolsa (96.26%) Corredora Bolsa de Productos (100%) Corredora de Seguros (70%) Net Loans (2004) Net Loans (2009) Net Loans(2014) Automotive Credit Loans, 8% International Factoring 16% Automotive Credit Loans, 36% Leasing; 4% Leasing 12% Other Debtors 4% Domestic Factoring 30% 10 Source: Tanner. Note: Reporting under IFRS. Ch$ 64,296 million Domestic International Factoring, 76% Factoring, 10% Ch$ 179,208 million ~10x Domestic Factoring, 50% Automotive sector 31% Ch$ 690,971 million International Factoring Credit Loans 9% 14%

11 3 Strategies with a demonstrated capacity for growth Factoring: The country slargest non banking provider Tanner Factoring Strategy Net Loans (in Ch$ millions) Market share (%) Industry leader with 20 years experience 50,0% #1 ACHEF non banking institution CAG 25.5% 45,0% Provides domestic and international factoring services Focused on maintaining diversification, a en mantener la diversificación, atomization and adequate risk management 258, ,0% 35,0% Recruitment by our own sales force 193,6 203,5 30,0% 25,0% Opportunities 152,5 20,0% Factoring has a rising trend in the market share, with 25% CAG in net loans. 106,3 15,0% The enactment of law 20,323, which grants enforcement of the bill, opend the business to companies that did not accept their suppliers transfering their bills to other entities. 7,0% 7,8% 8,0% 7,7% 9,9% 10,3% 10,0% It is estimated that there are 5 times the number of PYMEs in Chile than the amount currently served by ACHEF institutions ,0% 0,0% 11 Source: Tanner. 1. One of the 2 non banking members of the Chilean Factoring Association (Asociación Chilena de Factoring or ACHEF ).

12 3 Strategy with a demonstrated capacity for growth Automotive Credit Loans: Tailor made products Tanner Crédito Automotriz Strategy Strategy focused mainly on new and used vehicles for personal and commercial use 3 distribution channels: AMICAR: Intermediary that connects the trading of cars with financial companies Formed by the two largest vehicle importers in Chile (~30% of the new vehicle market) Dealer: Sales executives in the automotive trading business with strategic alliances Venta directa: Focused on clients in the transportation industry, mainly through the crossover of factoring clients Finance option: Fixed payments: up to 100% financing of a vehicle for months. Fixed monthly payments. Net Loans (in Ch$ millions) CAG: 35.0% 203,2 175,9 138,3 95,6 216,0 Opportunities 65,0 Increase dealer sales network Implement financing lines to distributors to achieve higher participation Sources: Tanner, Forum, GMAC.

13 3 Strategy with a demonstrated capacity for growth Leasing: Increasing presence in an attractive sector Tanner Leasing Strategy Net Loans (in Ch$ millions) Market Share (%) Strategy focused on financial leasing 56% of total stock corresponds to machinery and equipment, with 29% stock in vehicles and 15% in property leasing CAG : 81% 5,0% The only non banking member of ACHEL 1 Rapid growth since entering the market in ,0 Key business line in Tanner product diversification, mainly due to longer loan length 76,0 4,0% 37 month average loan length for vehicles, machinery and equipment, and 74 month average for properties Opportunities 54,5 3,0% Great growth potential derived from cross portfolios with factoring clients (currently at 11%) 38,5 2,0% Important growth space within the property leasing segment: 47% of the total stock at ACHEL is in property leasing, versus 15% at Tanner An attractive product for Tanner because of solid guarantees and long length of the operations 7,9 15,6 0,4% 0,7% 1,0% 1,2% 1,2% 1,0% 0,2% ,0% 13 Source: Tanner. 1. Chilean Leasing Association (Asociación Chilena de Leasing or ACHEL ).

14 3 Strategy with a demonstrated capacity for growth Automotive Credit Loans: Tailor made products Tanner Crédito Automotriz Strategy Strategy focused mainly on new and used vehicles for personal and commercial use 3 distribution channels: AMICAR: Intermediary that connects the trading of cars with financial companies Formed by the two largest vehicle importers in Chile (~30% of the new vehicle market) Dealer: Sales executives in the automotive trading business with strategic alliances Venta directa: Focused on clients in the transportation industry, mainly through the crossover of factoring clients Finance option: Fixed payments: up to 100% financing of a vehicle for months. Fixed monthly payments. Net Loans (in Ch$ thousands of millions) CAG: 35.0% 203,2 175,9 138,3 95,6 216,0 Opportunities 65,0 Increase dealer sales network Implement financing lines to distributors to achieve higher participation sources: Tanner, Forum, GMAC. (1) Over total new and light vehicles.

15 3 Strategy with a demonstrated capacity for growth Leasing: Increasing presence in an attractive sector Tanner Leasing Strategy Strategy focused on financial leasing 56% of total stock corresponds to machinery and equipment, with 29% stock in vehicles and 15% in property leasing Net Loans (in Ch$ thousands of millions) Market Share (%) CAG : 81% 5,0% The only non banking member of ACHEL 1 Rapid growth since entering the market in ,0 Key business line in Tanner product diversification, mainly due to longer loan length 76,0 4,0% 37 month average loan length for vehicles, machinery and equipment, and 74 month average for properties Opportunities 54,5 3,0% Great growth potential derived from cross portfolios with factoring clients (currently at 11%) 38,5 2,0% Important growth space within the property leasing segment: 47% of the total stock at ACHEL is in property leasing, versus 15% at Tanner An attractive product for Tanner because of solid guarantees and long length of the operations 7,9 15,6 0,4% 0,7% 1,0% 1,2% 1,2% 1,0% 0,2% ,0% 15 Sources: Tanner. 1. Asociación Chilena de Leasing ( ACHEL ).

16 4 Outstanding risk management Outstanding domestic risk rating A better risk rating that compares favorably against other financial institutions 1 A+ A+ AA AA A A AA A+ A- A- A+ A+ BBB+ A+ A+ A A A 16 Source: Fitch Ratings, Humphreys. 1. Considering the least ranking criteria available. BBB+

17 4 Risk management Rigorous risk policies Credit Risk Factoring Automotive Credit Loans Leasing Limits are established through analysis of financial information, risk rating, type of exposure, guarantees, and other factors Limits are established through analysis of financial information, risk rating, type of exposure, guarantees, and other factors Methodology: credit scoring Limits are established through analysis of financial information, risk rating, type of exposure, guarantees, and other factors Past due Portfolio Past due as of 30 days after the expiration of the document Past due as of 1 day late Past due as of 1 day late Provisions Policy Calculated starting from the 31st day past due according to the company s calculations formula Provisions are calculated from the first day past due, through the probit system, which calculates default probability for each loan based on historical payment trends of past loans with the company Provisions are calculated from the first past due day Renegotiation Policy Must be approved by the Accounts Payable Manager and requires cash payment of a portion of the debt as well as real collateral There is a policy of renegotiating cases in which clients are behind on payments, given they meet certain requirements There is a policy of renegotiating cases in which clients are behind on payments, given their information is updated and evaluating the best option for them 17 Source: Tanner.

18 4 Risk Management Factoring Past Due (1) %, > 90 days past due portfolio/ Loansgggggg Net Portfolio Cost (2) %, Net cost per risk/ Average loans Coverage Ratio (3) Provisions per risk/ > 90 days past due portfolio 3,6 4,1% 3,3 0,8% 1,1% 1,6% 2,4% 2,3% 2,2% 2,4% 2,9% 2,1% 3,6% 2,5% 1,4% 1,2% 2,2 0,9x 1,3x 0,6x 1,7x Sep Incofin Security Sep Incofin Security Sep Incofin Security Tanner without Pescanova Tanner without Pescanova Portfolio of renegotiated factoring operations until Dec. 2014: 1.3% Tanner without Pescanova Source: Tanner. NOTE: Past due considered as > 90 days (1) Past due with Pescanova: in De. 2013: 5.4%, in Sept. 2014: 6.7% and in Dec. 2014: 5.6%. Past due in Dec without Pescanova considering Ewos operation is 2.8%, not considering Ewos the ratio is 2.2%. 18 (2) Portfolio net expense with Pescanova: in Dec. 2013: 2.8%, in Sept. 2014: 1.9%, and in Dec % (3) Coverage ratio with Pescanova: in Dec. 2013: 0.7x, in Sept. 2014: 0.6x and in Dec X. Coverage ratio in Dec without Pescanova considering Ewos operation is 1.3x, not considering Ewos the ratio is 1.7x.

19 4 Risk management Automotive Credit Loans Past Due %, > 90 days past due portfolio/ Loansgggggg Net Portfolio Cost %, Net cost per risk/ Average loans Coverage Ratio Provisions per risk/ > 90 days past due portfolio 4,3% 3,7% 3,0% 1,9% 2,3% 2,5% 5,1% 5,8% 3,0% 3,0% 6,7% 2,9% 3,7% 3,8% 3,7% 3,3% 3,4% 2,9% 2,9% 3,0% 3,0% 3,3% 1,6x 1,4x 1,4x 1,4x 1,3x 1,0x 1,0x 1,0x 0,7x 0,6x 0,6x Jun 14 Sep 14 Dec 14 Tanner Forum Jun 14 Sep 14 Dec 14 Tanner Forum Jun 14 Sep 14 Dec 14 Tanner Forum Portfolio of renegotiated automotive credit loan operations until December2014: 3.3% 19 Source: Tanner. NOTE: Past due is considered as > 90 days Past due portfolio: outstanding balance

20 4 Risk Management Leasing Past Due %, > 90 days past due portfolio/ Loansgggggg Net Portfolio Cost %, Net cost per risk/ Average loans Coverage Ratio Provisions per risk/ > 90 days past due portfolio 2,4% 0,7% 1,3% 1,3% 2,2% 4,1% 3,4% 4,6% 2,8x 3,3x 3,4x 2.4X Portfolio of renegotiated leasing operations until December 2014: 4.2 % 20 Source: Tanner. NOTE: Past due is considered as > 90 days

21 4 Risk management Portfolio diversification High sectoral diversification With low concentration per client Wholesale business 9% Services 9% Metallic Mining Unclassified Utilities and Agriculture, (electricity, Retail business manufacturing quarrying activitieswater, forestry, 5% 4% 2% and 1% gas) agricultural 0% products 10% Nonmetallic industrial manufacturing 7% Financial institutions, insurance, properties 12% Roadwork and construction 12% Fishing, aquaculture, and related services 12% Transportation, storage, and communications 17% 21% 5 Largest clients 34% 15 Largest clients 42% 25 Largest clients 47% 35 Largest clients 52% 50 Largest clients 21 Source: Tanner.

22 5 Solid financial performance Attractive growth Net loans (Ch$ million) Income (Ch$ million) Profit(Ch$ million) CAG: 40.1% CAG: 32.3% CAG: 36.1% $570,6 $690,1 $90,7 $110,9 $118,0 $19,9 $24,5 $26,1 $370,5 $433,9 $67,2 $14,4 $179,2 $263,7 $38,5 $45,8 $7,6 $10, Source: SVS.

23 6 Robust capital structure and financing resources Attractive profitability Attractive local profitability ROA 1 June ,7% ddddddddddddgfffffffffggggggggggggggggggggggggggggggggdddddddddddddddddddddd 4,5% ROA Tanner Sept. 2014: 3.2% Basedongoodriskmanagementand efficiency Operational Margin 4 % above average loans June jjjjjjjjjjjjjjjjjjggggdddddddddddddddddddddd 17,3% 16,4% 13,1% 11,9% 11,1% Tanner Operational Margin Sept. 2014: 12.4% 9,3% 5,6% 3,5% 3,3% 2,1% 1,4% 1,3% Incofin Forum TannerSecurity Factoring Banco Consorcio Banco PentaBanco Bice Portfolio risk expense 5 Credit risk net expense % / average loans June jjjjjjjjjjjjjjjjjjg 3,5% 3,4% 3,3% 2,2% Tanner Portfolio Risk Expense Sept. 2014: 2.9% 1,5% 0,7% 0,6% Incofin Forum Tanner Security Factoring Operational Efficiency 6 55,8% Banco Consorcio Banco Bice 46,0% 44,3% 44,1% 42,1% 37,8% Banco Penta Support expenses/ Operational results. Gross figures, June jjjjjjjdddddddddddddddddddjjg Tanner Operational Efficiency Sept. 2014: 41.5% 27,4% 23 Source: SBIF. Information on Chilean PCGA. 1. ROA: ROA: Total annual profit/ total assets. 2. Annual ratios basedon6 months ending on June 30, ROA per segment calculated with profit before tax when not counting the opening of said segment. 4. Gross profit without annual provisions and penalties / average loans. 5. Annual provisions and penalties/ average loans. 6. Administration and sales expenses/ (gross profit without provisions and penalties ).

24 6 Robust capital structure and financing sources Capital structure Total Equity (Ch$ million) Leverage (1) Pledge free Assets / Unguaranteed payable liability (2) Financial Covenant: Ch$ 60,000 million Financial Covenant: 7.5x Financial Covenant: 0.75x CAG 62,6% $206,8 $223,2 5,2x 5,4x 5,5x 1,4x 1,4x 4,4x $66,6 $100,7 2,4x 2,6x 1,2x 1,2x 1,2x 1,2x $31,9 $45, Source: Tanner. (1) Calculated as total liability divided by total equity at the end of each financial period.

25 6 Robust capital structure and financing sources Capital structure Financing Structure (Dec. 2013) Financing Structure (Dec. 2014) Foreign Bonds 29% Others 12% Domestic Banks 13% Foreign Banks 6% Commercial Paper 11% Foreign Bonds 29% Others 5% Domestic Banks 15% Foreign Banks 7% Commercial Paper 14% USD 24% UF 17% ASSETS Ch $ million CLP 59% Domestic Bonds 29% Chock Currency (Dec. 2014) USD 24% UF 14% LIABILITIES CLP 62% Domestic Bonds 30% Ch $ 529,857 million Duration of Assets/Liabilities and Interest (Dec. 2014) Average duration of assets: 1.1 years Average duration of liabilities: 1.25 years Fixed interest rates for both assets and liabilities Sources: Tanner, SVS.

26 6 Robust capital structure and financing sources Financing structure Spread (bp) Annual Spread (pb) of N 1 Banks TSF 2,50 2,00 1,50 1,00 0,50 0, Plazo CONSORCIO INTERNACIO PARIS PENTA RIPLEY TANNER SF Comments Tanner Servicios Financieros obtains commercial paper in line with N 1 banks. Both the N 1 short term classification and the A+ longterm classification maintain our TSF trade position. The least cost in funding should result in improved company returns. Illustrative Financing of Banking Benchmarks against Equity (Equity= 100) Otros Obligaciones con Bancos Depósitos a vista Depósitos a plazo EECC Comments There is a greater dependency on the N 1 bank beyond short term deposits. TSF demonstrates greater diversity of participation in equity from different sources. Consorcio Internacional Penta Tanner SF Source: Tanner

27 6 Robust capital structure and financing sources Conservative debt profile Total Debt (Sept. 14): Ch$472,860,000 million Debt expiration profile $ 152 $ 172 $ 58 $ 13 $ 44 $24 $ 6 $ 3 $ UF 2,000,000 million post loan projection at 2 and 5 years Q or R Series (moored): UF1million $ 172 S Series: UF1million UF2mm Refinancing of Liabilities: UF2million $ 103 $ 58 $ 37 UF1mm $ 44 $ 49 UF1mm $ 6 $ 3 $ Source: Tanner.

28 Appendix: Ownership Structure and the Board of Directors Ownership Structure (Dec. 2014) Board of Directors Others Ricardo Massu Chairman Head of Grupo Massu and Tanner co founder 37 years experience in the finance sector in Chile and England Asesorías Financieras Belén (J.Sabag) 7,5% 27,0% 13,0% 52,5% Inversiones Bancarias (Grupo Massu) Jorge Sabag Vice Chairman Jorge Bunster Betteley CEO of Tanner since years experience in the finance sector in Chile and Latin America Began at Tanner in 2015 as Independent Director Former director of other leading companies in Chile The Capital Group One of the most experienced teams in private capital in emerging markets, present i nthe market for more than 80 years One of the leading companies worldwide in asset management More than US$2.9 billion invested in its five funds More than 80 investments in 26 countries and 34 different industries Fernando Tafra Eduardo Massu Martín Diaz Plata Began at Tanner in 2011 as Director Worked previously as Director of BBVA Seguros Chile. More than 25 years experience in the financial sector Began at Tanner as Director when the company started Previously worked as Director at BBVA C. de Bolsa and Banco BHIF (BBVA) Latin American member. Member of the investment committee Prior to working at CIPEF in 2003, worked for 7 years at Donaldson, Lufkin & Jenrette (now Credit Suisse) Why jointanner? Company with great growth potential in financial services Leandro Cuccioli Main responsible executive in Latin America Prior to entering CIPEF in2008, was with BP in England for 2 years Excellent platform to add other products or expand current ones through cross selling CIPEF has 2 representatives on the Board of Directors who participate in the different committees of the company Fernando Zavala Began at Tanner in 2013 as an adviser to the Board of Directors Is the director of other leading companies in Chile Source: Tanner

29 Appendix: Senior Executives Senior Executives Mario Chamorro Claudio Videla Luis Vivanco Juan C. Trufello Germán Pava General Manager Assumed the position in February 2014 Automotive Commercial Manager 10 years experience in the finance industry Leasing Manager 18 years experience in the finance industry Risk and Standards Manager 20 years experience in the finance industry Operations and Technology Manager 49 years experience in the finance industry Francisco Ojeda Jorge Oliva Natalia Madrid Antonio Turner Sebastian Rojas Planning and Management Manager 14 years experience in the finance industry Treasury Manager 9 years experience in the finance industry Human Resources Manager 9 years experience in the finance industry Accounts Receivable Manager 8 years experience in the finance industry Administrative Manager 7 years experience in administration Corporate Government Instances Board of Directors Objective Review and control business strategy, monthly results, budgets, investments, and financial performance Frequency Monthly Credit Committee Approve commercial lines over US$ 0.4 million and special situations Every two weeks Auditing Committee Finance Committee Compliance Committee Review internal audit reports, control auditing plan, regulation compliance, and observation of external auditors and regulators Review of macro and micro economic indicators and their impact on the company; review liquidity and chock positions Review norms and compliance of them related to money laundering, financing of terrorism, and other related activites Monthly Monthly Monthly Advising Committee Review of business strategy and proposal of strategic ideas Every two weeks Source: Tanner

30 Appendix: Profit and Losses Income Statement Ch$ millions Var % Income 110, ,096 6% Operational Costs 54,981 61,775 12% Gross Margin 55,990 56,321 1% Administrative Expenses 28,466 31,474 11% Operational Profit 27,524 24,847 10% Other 2,083 3,284 58% Earnings before taxes 29,607 28,130 5% Taxes 5,056 2,041 60% Profit 24,551 26,089 6% Fuente: Tanner

31 Appendix: Balance Sheet Source: Tanner Balance Ch$ millions Var % Cash and Cash Equivalents 31, , % Net Common Loans 373, , % Other Common Assets 100, , % Total Common Assets 505, , % Extraordinary Loans 162, , % Other Extraordinary Assets 51, , % Total ExtraordinaryAssets 214, , % Total Assets 719, , % Short term Financial Debt 193, , % Commercial Accounts and Accounts Payable 62, , % Other Common Liabilities 12, , % Total OrdinaryLiability 269, , % Long term Financial Debt 236, , % Other 6, , % Total ExtraordinaryLiability 243, , % Total Liability 513, , % Equity attributable to controllers 203, , % Non controlling Participation 3.323,89 592, % Total Equity , ,41 7.9%

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