Grupo TRAXION

Corporate Presentation

UBS Latin America Infrastructure & Industrials Conference

New York

July 30 & 31, 2018

Disclaimer

The material that follows presents general background information about Grupo Traxion, S.A.B. de C.V. (the “Company”) as of the date of the presentation. This information consists of

information concerning the Company. It is information in summary form and does not purport to be complete. It is not intended to be relied upon as advice to potential investors and

does not form the basis for an informed investment decision. This presentation is strictly confidential and may not be disclosed to any other person.

The information in this presentation is preliminary in nature and subject to change. No representation or warranty, express or implied, is made concerning, and no reliance should be

placed on, the accuracy, fairness or completeness of the information presented herein. All information in this presentation is subject to verification, correction, completion and change

without notice. In giving this presentation, none of the Company, any of its affiliates, directors, officers, agents or employees, nor any placement agents, managers or initial purchasers

undertake any obligation to provide the recipient with access to any additional information or to update this presentation or any information or to correct any inaccuracies in any such

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This presentation may contain statements that are forward-looking. Such forward-looking statements are only predictions and are not guarantees of future performance. Investors are

cautioned that any such forward-looking statements are and will be, as the case may be, subject to many risks, uncertainties and factors relating to the operations and business

environments of the Company and its subsidiaries that may cause the actual results of the Company to be materially different from any future results expressed or implied in such

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defined in Rule 144A under the Securities Act. Any offering of securities to be made outside of Mexico will be made by means of an offering memorandum that will be sent to you at

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By reading this presentation, you agree to be bound by terms and conditions set out above.

The Company’s management highly recommends the investment community to thoroughly review the information contained in the offering memorandum and consult with independent

advisors deemed necessary before making any investment decisions. A stock investment is complex, is subject to a variety of risks and uncertainties and may result in significant

losses, including the full amount invested.

Who is Traxion?TRAXION: The largest transportation and logistics investment platform in Mexico

Core strategy

▪ Integrate a transportation and logistics platform in an accretive manner and maximize its efficiency

▪ Render a one-stop solution for cargo and logistics

▪ Operate companies under a best-practices approach to optimize performance

▪ Create sustainable long-term value for clients, investors, and stakeholders

3

Financial and operating data as of June 30, 2018

Includes 570 units of Redpack’s last-mile fleet

Transportation and Logistics Solutions

Cargo & Logistics Personnel & student transportation

6,634Power units1

Ps. 2,236 million2Q18 revene

+12,500

Employees

+106Million kilometers driven

in 2Q18

+1,000Clients

+22xFleet growth in 7 years

Brands

Undisputed Leadership

4

Domestic freight

Intermodal

Student transportation

Services

International freight

& border transfers

Logistics services

Relocation and moving

Less-than-truckload

(LTL)

Personnel commuting

Tourism

Leader Leader Leader Leader Leader Leader

Packaging and courier Last mile

Diversified Business Model

36%

23%

19%

6%

3%

3%

11%

Retail Auto Industrial

Education Electronics Government

Other sectors

Client Sector % of Revenue Segment served

1 Retail 5.0% Cargo

2 Food 2.8% Logistics

3 Pulp & paper 2.7% Cargo

4 Retail 2.7% Cargo

5 Government 2.4% Cargo

6 Auto 2.3% Passenger

7 Auto 2.2% Passenger

8 Retail 2.0% Cargo

9 Auto 2.0% Cargo

10 Electronics 1.7% Logistics

Top-10 client breakdown

Revenue Breakdown

by Segment

Revenue Breakdown

by SectorTop-50

57%

The top-50 clients represent 57% of

total revenues

Top-10 clients1 26%

International alliances with top operators

+33 alliances with the best transportation players

Diversification contributes to a resilient business model

5

Figures as of June 30, 2018

1 Top 10 figures as of September 30, 2017

Figures as of December 31, 2017

49%

8%

43%

Cargo Logistics Passenger

Sole Player Management Service Portfolio Track Record

…with extensive expertise in the sector through several buisness cycles

TRAXION is the leading transportation company in the country…

6

▪ Only publicly-traded company

within a family-owned sector

▪ First mover advantage

▪ Only consolidator in a highly

fragmented sector

▪ Seasoned management team;

extensive expertise in the

sector

▪ Sound corporate governance

bodies

▪ Industry best practices

▪ Premium, diversified service

portfolio

▪ Long-lasting relationships with

blue-chip clients

▪ Highest satisfaction levels and

retention rates

▪ Succesful growth track record

▪ Organic and inorganic growth

potential

▪ High efficiency in operations

and processes

Key Attributes

Proven M&A Track Record

TRAXION has been able to successfully integrate several companies…

7

Best practices conveyance Procurement efficiencies Commercial intelligence

…while maintaining financial discipline on each transaction

Balanced exposure to industries Diversification of service portfolio EBITDA efficiency

The integration of all 5 companies was successful, and significant improvements were reached in all cases

2011 2018

Shared-Services Center

8

• Operations

• Fleet

• Sales

• HHRR

• Adminsitrative

• Finance

• Procurement

• Operations

• Fleet

• Sales

• HHRR

• Adminsitrative

• Finance

• Procurement

• Operations

• Fleet

• Sales

• HHRR

• Adminsitrative

• Finance

• Procurement

• Operations

• Fleet

• Sales

• HHRR

• Adminsitrative

• Finance

• Procurement

• Operations

• Fleet

• Sales

• HHRR

• Adminsitrative

• Finance

• Procurement

Shared

Services

Center

Shared Services Center

• HHRR

• Operations

• Fleet

• Sales

• Operations

• Fleet

• Sales

• Operations

• Fleet

• Sales

• Operations

• Fleet

• Sales

• Operations

• Fleet

• Sales

• Operations

• Fleet

• Sales

• HHRR

• Adminsitrative

• Finance

• Procurement

• Operations

• Fleet

• Sales

• Procurement• Adminsitrative

• Finance

TRAXION’s current structure

TRAXION’s structure at YE2018

Growth Model

9

Companies Services & Regions

INORGANIC

GROWTH

ORGANIC

GROWTH

Fleet

Infrastructure Human CapitalProcesses & Operations

Continuous enhancement

Commercial intelligence

Fleet management

Best practices

Synergies

Efficiencies

Economies of scale

Talent attraction & retention

Management strengthening

Leadership

Domestic freight

Intermodal

Student

transportation

International freight

& border transfers

Logistics services

Relocation

and moving

Less-than-truckload

(LTL)

Personnel

commuting

Tourism

Packaging & courier Last mile

Domestic Peers

Cargo & Logistics

Personnel & Student Transportation

Truckload Intermodal Logistics

CompanyPower

Units1

Domestic

Freight

Intnl

Freight &

Transfer

Relocation

& Moving

Less than

TruckloadIntermodal

Logistics

ServicesLast Mile

Package &

CourierPersonnel Student Tourism

6,634

3,0052

1,887

2,077

2,477

1,625

1,065

1,021

992

TRAXION provides the broadest and most complete offering of integrated transportation premium services…

Large-scale Nationwide footprint Competitive cost structure

1 Includes trucks, buses and vans; excludes trailers; for TRAXION average fleet as fo June 30, 2017; for peers fleet information from T21 Magazine, December 2017

2 Includes the fleets of Transportes Monterrey and Transportes LarMex; Alianza trayecto is a comercial alliance not an established company

10

International Peers

.. and even broader comapred to its international peers

Source: Company websites and anual reports11

Service

Dedicated

Truckload

Intermodal

Refrigerated

Cross border

Drayage

Expedited

Flatbed

Last mile

Logistics

LTL

Package & courier

Personnel transportation

Student transportation

Appealing Sector

12

Overview

▪ Trucking and bus transportation are essential components in an industrialized economy

▪ Virtually every manufactured or consumer product, and person is directly related to transportation

▪ Road is the main cargo method in Mexico

▪ Few companies offer premium, integrated services

▪ Large and fragmented industry (+917k power units)

▪ No player has even 1% market share

Opportunities

• Large companies outsourcing transportation services

• E-commerce expanding

• Fleet flexibility provides access to unattended markets

367 413 435 470 522

186

244284

273292

52

7790

105

120

1995 2000 2005 2010 2015

Road Maritime Rail

605

734809

848

934(excludes air freight)

Source: SCT

1 Includes all units as presented by SCT

2 CAGR includes all the units in the cargo and logistics segment

Million Tons Transported

659716 729

763806

865

Number of units (000s)1

Cargo Transportation Industry

Large companies have grown faster than the rest of the industry2011-2017

CAGR

2.5%

4.7%

5.2%

10.7%

2011-2016

CAGR2

39.1%

148 170 186 202 222 246 272

112122 123 127

133143

152207221 226

235245

260273191

203 194199

206215

221

2011 2012 2013 2014 2015 2016 2017

Large companies (+100 units) Medium companies (31-100 units) Small companies (6-30 units) Owner operators (1-5 units)

917 5.7%

Attractive Sector Fundamentals

Transportation is a very important component in the Mexican economy

Trasportation industry

in Mexico

Us. 90 bn

Road

Air

Rail

Maritime

Us. 77 bn

Us. 8 bn

Us. 3 bn

Us. 1 bn

85.9% 9.2%

3.8%

1.1%

Road Air Rail Maritime

Transportation market

in Mexico

…and it is an extremely fragmented sector with tremendous consolidation potential

+145,000 Companies

+917,000 Power units

+900 potential M&A targets

Transportation industry

in Mexico contributes

5.5%

To annual GDP

13Source: SCT; exchange rate $18.6234 MXN/USD – source: Banxico.org.mx as of July 26, 2018

Compelling Future Growth Drivers

Several variables are expected to fuel growth in the transportation industry

GDP Growth

▪ Mexico is the 15th largest economy in the world by GDP1

▪ It is expected that Mexico more than doubles its GDP by 20301

▪ The transportation sector has a strong correlation to GDP growth

1 Source: https://www.pwc.com/gx/en/world-2050/assets/pwc-the-world-in-2050-full-report-feb-2017.pdf;

https://data.worldbank.org/data-catalog/GDP-ranking-table

E-commerce

Infrastructure

Favorable demographics

▪ Virtually no logistics backbone to support e-commerce operations

▪ e-commerce is expected to consistently gain penetration

▪ Logistics and transportation must synchronize with e-commerce trends

▪ The best demographic bonus: increasing working-age population

▪ Emerging middle-class with increasing disposable income

▪ Healthy unemployment rates and underlevered population

▪ Mexican government has committed to invest in infrastructure

▪ Roads and highways to absorb the most infrastructure investments

▪ Mexico is a competitive investment destination

Positive macro

environment

▪ The largest manufacturing installed capacity in the region

▪ Structural reforms will be a paradigm shift in the mid-term

▪ Internal consumption is expected to continue to grow

14

Mexico is expected to

require more freight, logistics

and passenger services

The Future of Transportation in Mexico

How TRAXION envisions the future of transportation in Mexico?

15

Offer integrated solutions from start to end

Have a greater specialization and enter several niches

Opportunities in Mexico Global Opportunities and Trends

▪ Refrigerated cargo

▪ Fuel transportation

▪ Logistics services

▪ E-Commerce/Last mile

▪ Logistics services

▪ E-Commerce/Last mile

E-commerce in the United States

16

182212

240275

315

366

420

482

554

636

730

2012 2013 2014 2015 2016 2017 2018E 2019E 2020E 2021E 2022E

1720

23

28

33

40

48

58

71

2014 2015 2016 2017 2018E 2019E 2020E 2021E 2022E

E-commerce in the U.S. – Market Value

(billion USD)

Logistics Services for e-commerce in the U.S. - Market Value

(billion USD)

▪ E-commerce has gained great relevance in the past decade

▪ In the U.S., the logistics services industry has driven the e-commerce channel

Mexico will likely experience the same phenomenon as E-commerce figures

currently look at those of the U.S. 10 years ago

11 1625

3648

62

82

108

140

176

217

264

318

2010 2011 2012 2013 2014 2015 2016 2017 2018E 2019E 2020E 2021E 2022E

8 9

11

13

16

20

24

30

37

2014 2015 2016 2017 2018E 2019E 2020E 2021E 2022E

E-commerce in Mexico

17

E-commerce Retail in Mexico – Market Value

(billion USD)

Logistics Services for e-commerce in Mexico - Market Value

(billion MXN)

E-Commerce = Logistics Services + Packaging

Global commerce is evolving

The momentum of retail is diminishing

There is a globalization trend

The world is changing, and this

change generates great opportunities

in the specialized transportation and

logistics…

…and this is our business

Attractive Valuation Relative to Peers

18

Financial and operating data as of June 30, 2018

Source: UBS – US Transportation Weekly 26 May, 2018

1 – Closing price of July 26, 2018

Figures in million MXN

2018E

Company FV/EBITDA P/E

11.0x 29.7x

12.4x 19.0x

11.1x 22.4x

8.0x 16.4x

7.4x 18.5x

9.0x 16.3x

6.4x 19.6x

Media 9.3x 20.3x

Median 9.0x 19.0x

@ 15.601 6.3x 14.3x

Discount vs comparables (32.2)% (29.3)%

Valuation Analysis

Share price @ Jul 26 15.60

Shares outstanding 543

Market cap 8,478

Net debt 1,889

Firm value 10,367

Firm value per share 19.07

Discount vs FV (18.2)%

TRAXION EBITDA 2018E 1,640

EV/EBITDA 2018E 6.3x

Total Assets 14,155

Total Liabilities 4,438

Shareholders' Equity 9,717

Book Value per Share 17.88

Discount to Book Value (14.6)%

Comparables FV/EBITDA Firm Value Equity ValueImplied Price

per Share

Maximum 12.4x 20,336 18,447 33.94

Average 9.3x 15,299 13,410 24.67

Minimum 6.4x 10,496 8,607 15.84

Recent Acquisitions: REDPACK

19

A leading domestic last-mile service provider

Company Overview Acquisition Overview

Key Mexican last-mile player

▪ Last-mile services:

• Domestic: Express, EcoExpress, Metropolitan

• International: Economy, Express, Import/Export, Less-than-truckload

• Logistics solutions: e-commerce, retail

▪ Footprint: 192 points of sale nationwide

▪ Fleet: 570 units1

• 89 trucks

• 287 light trucks

• 38 cars

• 156 motorcycles

▪ Acquisition date: 17 May 2018

▪ Acquisition Price: Ps. 470 million

• Ps. 163 million – debt assumption

• Ps. 307 million – cash payment

Acquisition Rationale

Competitive Advantages

▪ Key player

▪ Strong brand positioning

▪ Broad national footprint

▪ Commercial agreements

▪ Services pricing

▪ Service umbrella

▪ Expertise

▪ Systems

in Platform

▪ LTL service growth through REDPACK’s

installed capacity and fleet

▪ Consolidation of LTL + courier and

messenger segments

▪ Smaller vehicles fit for last-mile service

▪ Back-office integration

▪ Fleet maintenance

▪ Procurement synergies

▪ Optimization of logistics facilities

1 Fleet size os of June 30, 2018; fleet at acquisition date was 543 units

Appendix

Nationwide Footprint

Total nationwide coverage and access with broad operations in the most dynamic economic regions of the country

Nuevo Leon

4.0%

Quintana

Roo

Baja

California

Sonora

3.9%

3.8%

Jalisco

San Luis Potosi

3.9%

Aguascalientes

5.4%

Guanajuato

5.0%

6.3%

Queretaro

5.4%

3.3%

Main Operations / Economic Regions

All Subsidiaries Presence No Presence

Average National GDP growth2.8%

Source: INEGI, Company information21

Long-Lasting Client Relationships

Blue-Chip client base

Customer Awards and Recognitions

65

2521 21 21 20 19 18

Average

26 years

22

• Truckload Provider of the

Year (‘05,’06, ‘07, ‘08)

• Logistics Provider of

Excellence (2012)

• Small International

Carrier of the Year in

Mexico (2013)

• Recognition of Effort and

Dedication for 38 years

of service (2013)

• Innovative Project (2013)

• Stellar Line (2014)

• Recognition for Contribution

to Operations (2015)

• Quality Week (2015)

• Fulfillment of Performance

and Service Indicators (2012)

• Best Supplier – Logistics and

Replenishment Category

• Recognition for Quality

Assurance and

Reliaility with Clients

• New Carrier of the Year

2016

• Distinguished

Provider 2003

Strategic Pillars

Operations Commercial M&A Finance

…through its well established strategy designed to maintain profitability

▪ Constant monitoring

▪ Continuous margin

improvement

▪ National footprint with

international capabilities

▪ Integral solutions

▪ High-quality, reliable

premium services

▪ Solid client relationships

▪ Brand differentiation

▪ Incremental share in

customers’ budgets

▪ Cross-selling

▪ Efficient capital

allocation

▪ Selective adquisitions

▪ Synergy and

implementation analisys

▪ Disciplined leverage

strategy

▪ Sound financial position

▪ Efficiencies and cost

controls

▪ Maximize returns

through capital

deployment

TRAXION has proven to grow successfully both organic and inorganically…

23

Best-In-Class Efficiency

Average Fleet

Age

Average Fleet

Utilization Rate

Logistics Facilities

Utilization Rate

5.2

years95% 96%

State-of-the-art systems

World-Class certifications

24/7 safety and monitoring

Continuous driver training

High-quality fleet maintenance

Commercial intelligence

+

Client Retention

Rate

95%

High efficiency in all metrics

24

Commercial Strategy

Highly differentiated comercial strategy fuels organic growth

25

Client relationships

▪ Highly-specialized client service team

▪ Focus on maintaining client base

▪ Capitalize our clients’ growth

Cross-selling

New clients

▪ Fully-dedicated corporate team focused on identifying opportunities

▪ Broad service offering

▪ Complementary service offering and business segments

▪ Highly-seasoned sales team

▪ Effective corporate strategy

▪ Servce offering contributes to attract potential clients

Integrated solutions for our clients’ needs Within our existing client base

Cargo LogisticsPassenger

M&A Criteria

TRAXION has a clear and thorough M&A selection criteria…

Additional

transportation-related

services

Increase our exposure

to current service

portfolio

Potential for synergies

and economies of scale

Opportunistic

transaction approach

Medium and large

companies

Well-run, succesful

and profitable

companies

Strong presence

and footprint in their

region or niche

Seasoned and

commited management

Focus on target companies with core abilities…

Key target selection criteria…

… that ensures that every transaction is accretive

Clearly identified opportunities

Dry vans, containers and flatbeds

Parcel and packaging

Logistics, warehousing and storage

LTL freight

Petrochemical and hydrocarbon

transportation

Refrigerated cargo

Personnel and student transportation

26

Intermodal

Unique Platform in the Market

Best practices in shared services

27

Procurement

Finance

IT Systems

Human

Resources

Commercial

Strategy

Corporate support

Work groups

Best practices sharing

Continuous improvement

Business knowledge sharing

Cost reduction

High-quality servicing

Efficient management

Integration of new companies

Constant growth

EBITDA

GROWTH

Increase synergies potential

Human Resources CommercialIT Procurement

▪ Designated IT Budget

▪ Plan of IT corporate

initiatives

▪ Most robust IT system in the

industry

▪ Integration culture

▪ Build management and

leadership development

programs

▪ Best processes and policies

of the industry

▪ Cost savings through scale:

fuel, tires, lubricants, and

other

▪ Cross selling

▪ Commercial strategy

Financial & Operating Results

28

Second Quarter Six Months ended June 30

Financial Indicators 2018 2017 ∆ 2018 2017 ∆

Consolidated revenue 2,236 1,777 25.9% 4,095 3,465 18.2%

Consolidated operating income 271 221 22.8% 407 390 4.4%

Consolidated EBITDA1 428 334 28.2% 710 630 12.8%

EBITDA margin 19.1% 18.8% 30 bps 17.3% 18.2% (90) bps

Consolidated net income 250 48 419.1% 101 53 91.6%

Earnings per share2 0.46 0.15 216.5% 0.19 0.16 16.8%

Operating Indicators3,4 2018 2017 ∆ 2018 2017 ∆

Kilometers driven (million) 106.2 95.5 11.2% 200.9 188.5 6.6%

Cargo 44.4 44.6 -0.4% 85.5 88.6 -3.5%

Contracted personnel and student transportation 61.8 51.0 21.3% 115.5 99.9 15.5%

Average fleet size (power units) 6,634 5,275 25.8% 6,490 5,242 23.8%

Cargo 1,625 1,558 4.3% 1,628 1,552 4.9%

Contracted personnel and student transportation 4,439 3,717 19.4% 4,292 3,690 16.3%

Last-mile5 570 - - 570 - -

Avg. revenue per kilometer6 (Ps./km.)

Cargo 24.35 20.06 21.4% 22.45 19.57 14.7%

Contracted personnel and student transportation 15.46 14.77 4.7% 15.31 14.41 6.3%

Avg. cost per kilometer7 (Ps./km.)

Cargo 16.69 14.21 17.4% 16.21 14.41 12.5%

Contracted personnel and student transportation 10.30 10.29 0.1% 10.25 10.22 0.3%

[1] EBITDA is operating income plus depreciation and amortization.[2] For 2Q17 and six months ended June 30, 2017 EPS was calculated using a weighted average of 331,355,360 shares, and 543,478,261 for 2Q18.[3] Unconsolidated figures including inter-company transactions. [4] Includes cargo; does not include neither logistics nor last-mile fleet.[5] Last-mile fleet units include Redpack’s fleet consisting of 89 trucks, 287 light trucks, 38 cars, and 156 motorcycles.[6] Does not include information for Redpack’s fleet (last-mile).[7] Means costs incurred per driven kilometer: wages, maintenance, net fuel, net tolls, and other costs, including depreciation and excluding warehousing costs.

Key Financial & Operating Data per SegmentCargo & Logistics

29

Personnel & Student Transportation

Second Quarter Six months ended June 30

Financial Indicators 2018 2017 ∆ 2018 2017 ∆

Cargo and logistics revenue 1,281 1,024 25.1% 2,303 2,025 13.7%

Total costs 918 757 21.3% 1,682 1,504 11.8%

Operating expenses1 228 187 22.1% 438 352 24.3%

Operating income 151 101 49.9% 203 196 3.4%

EBITDA 228 167 36.7% 356 344 3.4%

EBITDA margin 17.8% 16.3% 150 pbs 15.4% 17.0% (160) pbs

Operating Indicators 2018 2017 ∆ 2018 2017 ∆

Kilometers driven (million) 44.4 44.6 (0.4)% 85.5 88.6 (3.5)%

Average fleet size (power units) 1,625 1,558 4.3% 1,628 1,552 4.9%

Last-mile fleet2 (units) 570 - 570 -

Average fleet age (years) 5.2 5.4 5.2 5.4

Average revenue per km.3 (Ps.) 24.35 20.06 21.4% 22.45 19.57 14.7%

Average cost per km. (Ps.) 16.69 14.21 17.4% 16.21 14.41 12.5%

Warehouse space (m2) 351,500 289,500 21.4% 351,500 289,500 21.4%

Average revenue per m2 (Ps.) 164.35 124.64 31.9% 159.83 139.98 14.2%

Average cost per m2 (Ps.) 108.27 113.08 -4.3% 105.08 104.51 0.5%

[1] Includes general expenses net of other income, other expenses and allowance for doubtful accounts.[2] Last-mile fleet units include Redpack’s fleet consisting of 89 trucks, 287 light trucks, 38 cars, and 156 motorcycles.[3] Includes cargo; does not include neither logistics nor last-mile fleet.

Second Quarter Six months ended June 30

Financial Indicators 2018 2017 ∆ 2018 2017 ∆

Personnel and student transportation revenue 955 753 26.9% 1,792 1,440 24.5%

Total costs 636 524 21.4% 1,196 1,021 17.1%

Operating expenses1 183 124 47.8% 362 229 58.1%

Operating income 133 124 7.4% 242 211 15.0%

EBITDA 202 161 25.6% 371 283 31.3%

EBITDA margin 21.2% 21.4% (20) pbs 20.7% 19.7% 100 pbs

Operating Indicators 2018 2017 ∆ 2018 2017 ∆

Kilometers driven (million) 61.8 51.0 21.3% 115.5 99.9 15.5%

Average fleet size (power units) 4,439 3,717 19.4% 4,292 3,690 16.3%

Average fleet age (years) 5.2 6.5 5.2 6.5

Average revenue per km. (Ps.) 15.46 14.77 4.7% 15.31 14.41 6.3%

Average cost per km. (Ps.) 10.30 10.29 0.1% 10.25 10.22 0.3%

Sound Balance Sheet

Summary Balance Sheet Jun 18

Current assets 3,294

Non-current assets 10.861

Total assets 14,155

Current liabilities 1,604

Non-current liabilities 2,833

Total liabilities 4,438

Shareholders' equity 9,717

Liabilities + Equity 14,155

30

Debt Maturity

Figures in million pesos; financial ratios were calculated on a last twelve month (LTM) EBITDA basis, with no Pro forma figures; includes hedges

Debt Breakdown 2Q18 2Q17 ∆% ∆$

Short-term debt 122 378 (67.7)% (256)

Short-term capital leases 74 59 26.6% 16

Long-term debt 1,890 2,805 (32.6)% (915)

Long-term capital leases 339 185 83.2% 154

Total debt 2,426 3,427 (29.2)% (1,001)

Cash 537 366 46.9% 171

Net debt 1,889 3,061 (38.3)% (1,173)

Leverage ratios 2Q18

Total debt / EBITDA LTM 1.77x

Net debt / EBITDA LTM 1.38x

Total liabilities / Shareholders’ equity 0.46

8%

17%21%

54%

Up to 12 months 12-24 months 24-36 months > 36 months

Fixed Floating

Rate