AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

2
AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

3
INTRODUCTION

Kenneth Andrade, Founder and Chief Investment Officer

Proven Track Record

25 years of experience in Fund Management

Long Term track record of stock picking across multiple

cycles

4
Journey so far

1991-02 2002-04 2005 2006

KENNETH Journalist - Capital Market Joined Kotak Mutual Fund Launched Kotak Midcap Fund Fund Manager PEF
Magazine Kotak MNC Fund - No1 in Top percentile in Performance Fund Manager IEF
Analyst - Apple Asset its Category/Top decile across all categories
Management Company amongst all equity funds in Joined Standard Chartered
Head Portfolio Advisory - India Asset Management
Sharekhan

2010 2009 2008 2007

Smartest Fund Manager Fund Manager of the Year- IEF top percentile fund PEF Top percentile Fund
Award-Business World Business Standard / across all funds acrosss all funds
Lipper Award for 3year Sterling Equity PEF top percentile fund ICRA-Moody's Award for
performance across all funds the best performing
ICRA-Moodys 7 Star Fund Launched Sterling Equity Diversified Fund in India
Award Fund

2012 2013 2014 2015

Lipper 5 year category First unique close ended fund First billion dollar equity Best performing fund across
award with div payout option only fund for IDFC asset 10 years
Mobilized 250Crs in a management Started Old Bridge Capital
negative equity environment Management
Established leadership in the
Mid Cap category in India

5
Investment Team at Old Bridge Capital Management

Gauri Anand
12 years of experience in equity research
Last assignment, Vice President Research at Phillipcapital
Experience Equity research Chemicals, Oil & Gas and Mid-caps
Rupanjana Sur
9 years of experience in financial services
Last assignment, Credit analyst at Dun & Bradstreet
Experience Credit research, FoF Performance evaluation and Equity research
Sanjay Dam
21 years of experience in Equities
Last Assignment, Senior Vice President - Institutional Equities Sales, Motilal Oswal Securities
Experience Equity research, Institutional Sales

6
AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

7
Investment Philosophy

Concentrate on identifying businesses early into a cycle. The underlying

companies have to belong in industries that are consolidating, demonstrate
leadership skills and have financial discipline.

8
Investment Strategy

Create a portfolio of companies which meet the criteria of

Capital efficiency
Low leverage
Profit making with low capex scheduled
Low valuation

Universe of companies between $50mn- $2bn market cap

Portfolios may not be necessarily diversified across industries

9
Stock Selection

Capital efficient nature of the business

Monopolistic/Consolidator of the industry

Low financial leverage

Low valuation

10
Stock Selection

Capital efficient nature of the business

Look to identify companies that
Monopolistic/Consolidator of the industry would migrate upwards from a low
RoE

Low financial leverage The ideation is not to predict growth,

but to necessarily look for capital
employed to be controlled
Low valuation
Cash flow positive nature of the
business with low gearing are critical
elements of this transition

11
Stock Selection

Capital efficient nature of the business Preference for consolidating

businesses
Monopolistic/Consolidator of the industry Identify companies gaining market
share with no corresponding change
in capital employed
Low financial leverage
Identify companies with the lowest
cost in their respective industry
Low valuation
Companies need to be profitable in
this transition
Leadership at the end of
consolidating cycle usually end up
with higher market share and pricing
power

12
Stock Selection

Capital efficient nature of the business

Monopolistic/Consolidator of the industry Preference for companies with

negligible debt
Low financial leverage Prefer businesses leveraging into
an economic up-cycle &
deleveraging at the top of the cycle
Low valuation

13
Stock Selection

Capital efficient nature of the business

Look for out of favor businesses
Monopolistic/Consolidator of the industry where current value of the stock
reflects its depressed earnings
Low financial leverage EV/ Sales

Market Cap/Cash Profit (Flows)

Low valuation

14
Stock Selection

Capital efficient nature of the business Stock selection in the past

Page Industries MRF

Monopolistic/Consolidator of the industry
Kaveri Seeds Balrampur Chini
Low financial leverage Vardhaman Textiles Blue Dart

Bata Bharat Financial Incl

Low valuation
VA Tech Wabag Coromandel Intl

15
AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

16
Why Old Bridge Capital Management

Investment Team cumulative experience of 65 years in Equity Research

Aligning with a manager with

An established 13 year public markets track record
Managed a billion dollar portfolio with 90% active weights
Outperformed the benchmark every single year over the last 10 years

Investment style has been

Consistent with Stock Picking
Adopt a buy and hold strategy

17
AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

18
Premier Equity-Performance & Active Share

Premier Equity vs Indices: Outperformed over the last 10 years

Calendar Returns (%)

Ca

19
Premier Equity-Across Cycles

20
Sterling Equity-Performance & Active Share

Sterling Equity vs Indices: Outperformed over the last 5 years

Calendar Returns (%)

21
Premier Equity-Across Cycles

22
Thematic Portfolios

23
AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

24
BSE 500 Index Financials: Deleveraging
No. of Net Net Total Net Total Ebitda Asset 10 Year
Year Companies Sales Profit Assets Debt/Equity Debt/Equity Margin RoE Turnover Gsec Yield Spread
1999 280 353,981 25,573 471,222 0.61 0.74 18.9% 12.4% 0.75 12.4%
2000 296 439,323 28,380 534,447 0.56 0.68 17.6% 11.7% 0.82 10.8% 0.9%
2001 309 530,614 36,355 593,386 0.54 0.65 17.0% 13.3% 0.89 10.2% 3.1%
2002 329 579,906 36,664 693,555 0.55 0.73 17.2% 12.7% 0.84 7.4% 5.3%
2003 358 674,025 53,236 784,636 0.52 0.69 18.6% 16.6% 0.86 6.2% 10.4%
2004 381 786,310 75,493 924,854 0.40 0.62 20.4% 19.0% 0.85 5.2% 13.8%
2005 394 1,014,185 106,035 1,161,849 0.26 0.54 20.1% 20.2% 0.87 6.7% 13.5%
2006 396 1,272,310 124,456 1,436,798 0.25 0.56 18.7% 19.5% 0.89 7.5% 11.9%
2007 403 1,644,529 178,136 1,915,005 0.28 0.64 20.0% 21.8% 0.86 8.0% 13.8%
2008 411 2,113,513 227,830 2,595,733 0.35 0.71 19.8% 21.2% 0.81 8.0% 13.2%
CAGR: CAGR: CAGR:
2009 408 2,569,597 19.8%
192,393 11.4%
3,237,692 22.6% 0.45 0.80 16.5% 15.0% 0.79 7.0% 8.0%
2010 415 2,693,211 251,710 3,735,482 0.37 0.73 19.5% 16.4% 0.72 7.8% 8.6%
2011 418 3,290,244 302,976 4,503,622 0.43 0.77 18.2% 16.7% 0.73 8.0% 8.7%
2012 420 4,104,698 293,133 5,296,732 0.55 0.87 16.3% 14.5% 0.77 8.5% 5.9%
2013 418 4,546,669 281,121 5,933,101 0.62 0.94 15.6% 12.8% 0.77 8.0% 4.8%
2014 416 5,073,716 340,935 6,871,455 0.66 0.98 16.4% 13.6% 0.74 8.8% 4.8%
2015 414 5,139,328 281,150 7,272,221 0.67 0.98 16.6% 10.8% 0.71 7.7% 3.0%

Too much leverage to start a fresh cap-ex cycle

No incentive owing to stagnating profits, for promoters to take incremental risk in new asset creation

RoEs, Debt Equity, Asset turnovers- At extreme values

Growth in Balance Sheet down to single digit (7% in FY15), surplus capacities across various industries

25
The Small Cap Index: Deleveraging
No. of Net Net Total Net Total Ebitda Asset 10 Year
Year Companies Sales Profit Assets Debt/Equity Debt/Equity Margin RoE Turnover Gsec Yield Spread
1999 446 123,280 5,745 178,482 0.90 1.01 17.5% 8.4% 0.69
2000 463 140,789 5,981 191,099 0.82 0.94 16.2% 7.8% 0.74 10.8% -3.0%
2001 480 162,219 7,059 209,700 0.78 0.92 15.8% 8.2% 0.77 10.2% -2.0%
2002 513 180,475 5,232 235,102 0.85 1.02 14.8% 6.1% 0.77 7.4% -1.3%
2003 547 202,316 6,337 250,970 0.83 1.00 14.3% 7.1% 0.81 6.2% 0.9%
2004 603 255,010 11,864 287,123 0.67 0.94 14.1% 11.6% 0.89 5.2% 6.4%
2005 626 320,954 20,546 347,158 0.56 0.89 14.5% 16.4% 0.92 6.7% 9.7%
2006 642 400,310 25,050 447,354 0.55 0.86 14.1% 14.7% 0.89 7.5% 7.2%
2007 655 524,845 37,886 CAGR:
628,600 0.67 1.01 15.3% 17.0% 0.83 8.0% 9.1%
CAGR: CAGR:
2008 666 655,285 18.9% 48,156 (4.8%) 868,751 23.1% 0.62 0.96 16.1% 15.3% 0.75 8.0% 7.3%
2009 665 792,789 34,432 1,038,652 0.82 1.13 13.2% 9.9% 0.76 7.0% 2.9%
2010 681 879,916 46,868 1,235,276 0.73 1.04 14.6% 10.8% 0.71 7.8% 2.9%
2011 692 1,065,840 52,431 1,485,777 0.84 1.12 14.0% 10.3% 0.72 8.0% 2.4%
2012 697 1,282,563 41,119 1,780,309 1.09 1.34 12.5% 7.5% 0.72 8.5% -1.1%
2013 694 1,329,844 26,052 1,978,738 1.26 1.50 12.6% 4.6% 0.67 8.0% -3.4%
2014 691 1,413,666 31,998 2,095,690 1.32 1.53 12.2% 5.3% 0.67 8.8% -3.5%
2015 685 1,520,886 13,141 2,258,863 1.36 1.58 12.6% 2.1% 0.67 7.7% -5.7%

Key ratios are hit even harder in case of small cap businesses

26
The Re-leveraging Trade

Non-Food Credit-Break up (As on March 2016)

Agriculture
13% Banks will move to finding the next
credit cycle
Industries Retail
44% 20%
Corporates/ Organised Sector already
account for 65% of the debt
Service
23%

RBI Data

27
Consumer Leverage

Consumer leverage low in the Indian economy Housing Loans a dominant part of Retail credit

Retail credit as % of total non-food credit -(LHS)

Housing % retail loans (Including Priority Sector Housing)
Retail credit % of GDP - RHS
27 26 11.0 55.0%
25
Housing (Including Priority Sector Housing) 53.9%
25 24 54.0% 53.6%
10.0 53.3%
23 22
22 21 53.0%
9.0
21 20
19 19 19 52.0%
18 18 18 8.0 51.4%
19
50.9% 50.7% 50.9%
51.0%
17 7.0
15 49.9%
50.0% 49.7%
15
6.0
13 49.0%
5.0
11 48.0%
9 4.0
FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 47.0%
2008 2009 2010 2011 2012 2013 2014 2015 2016

28
Trend likely to play out

Easier to grow retail credit (@30% CAGR) than to increase corporate credit

Retail credit rates will have a secular downward trend

Micro Finance yields have fallen from 24% to sub 20% in 2 years
Mudra Bank re-finance of SME credit could be significant

Availability of credit will release equity employed in SMEs

Consumption could be a secular trend

29
The Rural Rush

Farm Insurance is set to drive stability of cash flows in the system

New crop insurance, premiums tripled (Rs cr) Crop insured doubled in FY17 ($ bn)

50
25000

E E
17000 S S
T 25 T
I I
M M
A 13 A
T T
5000 E E
S S

FY15 FY17 FY20 FY15 FY17 FY20

This will drive availability of affordable finance through the system

30
Addressing the bottom of the pyramid

Governments intent is to double farm income by 2022

This is a 12.5% CAGR in per capita income

Policies to look beyond MSPs to deliver this result

Intent to focus on eliminating the cyclicality of the monsoons in the entire country

All realignment of subsidies, to bring down leakages in the system

Transfer subsidy direct in the hands of the farmer

60% of population are direct beneficiaries

They rely on cash flows of 15.4% of GDP, which is Agriculture

This should stimulate capital spend in the Rural economy

31
Sizing The Opportunity

Financials Farm Inputs Mechanization Processors/ Agro Logistics

Commodities

Rs25,000cr Rs130,000cr Rs30,000cr Rs126,000cr

Incremental

Lower credit cost. Disruption in the Growth linked to Value Addition to Higher
Large growth in way the subsidy is wage inflation drive capacity, Productivity
Insurance disbursed. Lead to higher per capita leads to higher
Premiums a far more efficient to create Volumes
working capital demand
cycle

32
AGENDA

Introduction

Investment Strategy

Why Old Bridge

Track Record

Investment Landscape

Portfolio Strategies

33
Old Bridge Capital Management All Cap Strategy

Style Diversified
Number of Stocks 12 20
Max Sector Concentration 30%
Market Cap bias $50mn - $2bn
Create a portfolio of 12-20 companies which meet the criteria of
Capital efficiency
Low leverage
Profit making with low capex scheduled
Low valuation

Reference Index BSE500

Exit Loads 18 Months, 3%

Time to Fully Invest 45-60 days

34
Old Bridge Capital Management Thematic Portfolio

Style Concentrated
Number of Stocks Average 10 stocks, maximum 20 at any time
Market Cap bias Nil
The Thematic Portfolio would align to the fastest growing part of the economy/ industry /
subsector and build a value chain around the specific sector/ theme. It takes its idea from the
ongoing disruption of cash flows in rural India and the lower dependance of the rural economy
from the monsoons. It will put a portfolio of companies together that benefit from the increased
cash flow in the system.

Reference Index NIFTY

Exit Loads Year 1, 5% Year 2, 4% Year3, 3%

Time to Fully Invest 45-60 days

35
Disclaimer
This presentation is strictly for information and illustrative purposes only and should not be considered to be an offer, or solicitation of an offer, to buy or sell any
securities or funds or to enter into any contribution agreements. Before anyone considers an investment, it is important to read through and understand the
contents of the Disclosure Document. Old Bridge Capital Management Private Limited (OBCM) is the Investment Manager of the Old Bridge Capital Management
"All Cap Strategy" and Old Bridge Capital Management "Thematic Portfolio". OBCM has obtained registration from SEBI and is duly authorised to provide Portfolio
Management Services under SEBI (Portfolio Managers) Regulations, 1993, and any amendments thereto from time to time and rules, guidelines, circulars issued
under the Securities Exchange Board of India Act, 1992.

This presentation is prepared by OBCM strictly for the specified audience and is not intended for distribution to public and is not to be disseminated or circulated to
any other party outside of the intended purpose. This document may contain confidential or proprietary information and no part of this document may be
reproduced in any form without its prior written consent to OBCM. If you receive a copy of this document and you are not the intended recipient, you should destroy
this document immediately. Any dissemination, copying or circulation of this communication in any form is strictly prohibited. In preparing this presentation, OBCM
has relied upon and assumed, without independent verification, the accuracy and completeness of information available from public sources. Accordingly, neither
OBCM nor any of its shareholders, directors, employees, agents or advisors shall be liable for any loss or damage (direct or indirect) suffered as a result of reliance
upon any statements contained in, or any omission from this presentation and any such liability is expressly disclaimed.

Securities investments are subject to market risks and there is no assurance or guarantee that the objectives will be achieved. Past performance may not be
indicative of future results. Therefore, no current or prospective client should assume that the future performance will be profitable or equal to corresponding
indicated performance levels.

No client or prospective client should assume that any information presented in this presentation as the receipt of, or a substitute for, personalized individual advice
from the adviser or any other investment professional. In making an Investment decision, Investor must rely on their own examination of the terms of the offering,
including the merits and risk involved.

36
Thank You

37