A profitable, development-oriented commercial banking group for SMEs with focus on Eastern Europe

A profitable, development-oriented commercial banking group for SMEs with focus on Eastern Europe April 018

ProCredit A unique approach to banking Summary Key figures FY-017 and FY-016 A profitable, development-oriented commercial banking group for SMEs with focus on South Eastern Europe and Eastern Europe Headquartered in Frankfurt and supervised by the German Federal Financial Supervisory Authority (BaFin) and Deutsche Bundesbank Mission of promoting sustainable development with ethical corporate culture and long-term business relationships Total assets EUR 5,499m EUR 5,668m Number of employees (1),8 Customer loan portfolio (1) EUR,910m EUR,69m Profit of the period EUR 48m Deposits/loans () 91% 96% RoAE 7.1% Track record of high quality loan portfolio 4,078 EUR 61m 9.6% Profitable every year since creation as a banking group in 00 Listed at Frankfurt Stock Exchange since Dec-16 CET1 ratio (fully loaded) 1.7% 1.4% Rating (Fitch) BBB (stable) () MSCI ESG rating: AA Geographical distribution Reputable development-oriented shareholder base South Eastern Europe and Eastern Europe (ca. 9% of gross loan portfolio) South America (4) (ca. 6% of gross loan portfolio) Germany (ca. % of gross loan portfolio) Notes: As of 1 December 016 and as of 1 December 017; (1) Continuing operations only; () Customer deposits divided by customer loan portfolio; () Full Rating Report as of 19.1.017; (4) The South America segment also includes the institution Administración y Recuperación de Cartera Michoacán S. A (ARDEC) in Mexico, 0.1% of Group assets. Note: Shareholder structure according to the voting right notifications and voluntary disclosure of voting rights as published on our website www.procredit-holding.com 1

Agenda A Key company highlights B Financial overview 0 C Strategic outlook 4 Appendix

Key company highlights 1 4 5 6 Young, modern and highly integrated banking group for SMEs with established positions in core markets Strong international and local reputation as an international development-oriented commercial banking group Highly experienced team with strong commitment to ethical corporate culture Solid risk profile due to high diversification Impressive financial track record in terms of stability and profitability Further potential through growth opportunities and cost efficiencies

Ukraine Hausbank for SMEs serving their typical banking needs Products Simple loan and deposit products Comprehensive service as Hausbank Customers Target customers with high potential: SMEs Value-added Significant benefits for clients Full range of business loans (loan size range typically EUR 50k to EUR m) Deposits SMEs with formalised structures and sustainable business models Focus on agriculture and manufacturing Access to full range of relevant banking services Valuable in countries with high level of informality and lack of transparency Trustful long-term relationships Supplementary financial services Typical SME client (Serbia) and for ProCredit e-banking Card services Liquidity management Documentary business Personal banking services Vegetable cultivation (00 ha, 1 FTEs) Long-term relationship Regular financing of working capital and fixed assets Most recent project: Solar panels to power irrigation of agricultural land Loan volume PCB Total financing since 011 Outstanding loan amount EUR 864k EUR 549k Credit limit short-term long-term total limit EUR 150k EUR 600k EUR 750k Utilisation of PCB services Current account (EUR, RSD) Domestic and International payments e-banking Revenue Account turnover EUR 70k (monthly) EUR 10k (monthly) Understanding of clients financial needs and risks Additional stable revenues Customer deposits Significant growth opportunity in multiple end markets 4 5 6 4 5 6 1 4 Young, modern and highly integrated banking group for SMEs with established positions in core markets Disruptive product portfolio opening numerous potential applications

Focused positioning in selected markets in Eastern Europe Overview of ProCredit s footprint in Eastern Europe Strong reputation in attractive Eastern European markets Country Bulgaria Serbia Kosovo Macedonia Romania Share of PCH loan portfolio (1) 19% 16% 1% 7% 6% GDP CAGR 1-16 ().% 0.%.6%.6%.6% Loan / GDP ratio 016 58% 47% 7% 49% 6% HQ A leading bank for SMEs, with particular focus on this client group Strong reputation as early Western entrant in many Eastern European markets Banking sector still underdeveloped; Western banks focusing away from Eastern European markets Solid GDP growth in 017, mainly in Eastern Europe, driven by Accommodative macroeconomic policies Falling unemployment rates Rising real wages where SMEs are inadequately served Country Segment South Eastern Europe Segment Eastern Europe Thessaloniki branch of ProCredit Bank Bulgaria () Albania Bosnia & Herzegovina Ukraine Georgia Moldova Share of PCH loan portfolio (1) 5% 4% 10% 8% % GDP CAGR 1-16 ().7%.% -5.1%.% 1.4% Loan / GDP ratio 016 5% 4% 4% 56% 6% 1 Inadequately served client group SMEs demand longer-term lending relationships and less hierarchical lending procedures SMEs not a priority for competitor banks Complexity increases barriers to success SMEs demand high level of expertise and flexibility traditional scoring models cannot always be applied Development impact SMEs as drivers of job creation and sustainable development Note: (1) As of 1-Dec-17; Residual share of gross loan portfolio comprising Germany and South America; () Based on GDP in constant prices; () Start of operations in 016; Sources: International Monetary Fund, National banks of respective countries Significant growth opportunity in multiple end Young, modern and highly markets integrated banking group for SMEs with 1 established positions in core markets 4 5 6 Disruptive product portfolio opening numerous potential applications 6 4 5 6 5

Strongly growing with target SME clients Loan volume growth split by initial loan size Commentary FY 017 FY 017 Focus on loans > EUR 50k -5% (EUR -6m) 18% (EUR +55m) +8% ProCredit offers its SME clients a variety of loan and deposit products Loan size range typically EUR 0k to EUR m Initial loan size (in EUR) Strong growth achieved in loan segment > EUR 0k 18% in 017 FY 016 Y 016-8% (EUR -55m) 1% (EUR +41m) +% 1% in 016 18% in 015 New core segment in 018 is loans >EUR 50k, growth especially strong in this category Initial loan size (in EUR) Note: Loan volume growth split by initial loan size in all segments and excluding recovery unit ARDEC in Mexico; % are calculated as sum of YTD changes of the bracketed size categories 1 Significant growth opportunity in multiple end markets 4 5 6 4 5 6 Young, modern and highly integrated banking group for SMEs with established positions in core markets Disruptive product portfolio opening numerous potential applications 6

Ukraine Modern platform, investments executed more benefits to come Efficient network Strong IT platform High investments in brain power Redesign of branch network to 47 selected, strategic locations All 71 service points and all branches equipped with 4/7 self-service areas Mobile staff, regularly visiting business clients on-site Self-developed, state-of-the-art IT systems through subsidiary Quipu High investments in automation and e-banking Yearly investments of > EUR 9m in staff training and selection (1) Establishment of own academies for intensive training of employees Significant reduction in administration and personnel costs Competitive, modern market appearance Comprehensive coverage of clients Unique in-house IT capabilities High customer value through modern groupwide e-banking software Significant reduction of personnel-intensive cash transactions High qualification as a major driver of low credit risk Highly motivated employees with strong skills to serve SME clients Less employees handle more clients Note: Continuing operations only; (1) On average for 014-017 1 Significant growth opportunity in multiple end markets 4 5 6 4 5 6 Young, modern and highly integrated banking group for SMEs with established positions in core markets Disruptive product portfolio opening numerous potential applications 7

New direct bank offer for private clients Ongoing implementation Examples Introduction of a unified range of client services for a standard fee in all ProCredit banks Launch of a single dedicated website: www.procreditbank-direct.com Release of new version of mobile banking app (live: Ukraine) Mobile banking app available in all ProCredit banks (Rollout in H1 018) Strategic objectives Providing all our private clients with access to a state-of-the-art online channel for banking transactions Continuous investments in innovation, customer service and security standards Increased group efficiency and automation Strengthening fee income Entrepreneurs and middle-income clients as reliable sources of funding 1 Significant growth opportunity in multiple end markets 4 5 6 4 5 6 Young, modern and highly integrated banking group for SMEs with established positions in core markets Disruptive product portfolio opening numerous potential applications 8

The development-oriented approach as the foundation of ProCredit s strong reputation ProCredit has an ethical corporate mission and reflected in how ProCredit does business Development also means Fostering democracy and free speech MSCI ESG rating: AA Respect for fellow human beings Social justice Ecological awareness and ethical behaviour Aiming for a sustainable contribution to economic, social and environmental development Education and empowerment of employees backed by a mix of development-oriented and government-backed core shareholders (1) ISO 14 001 Long-term mission lock supported by organisational set-up as KGaA (Kommanditgesellschaft auf Aktien) and reputable shareholder base Ideal blend of entrepreneurial spirit and catalytic public support Fostering entrepreneurs and SMEs Focus on SMEs as drivers of economic growth and employment in emerging countries Strong leverage in terms of job generation and prosperity Social responsibility No focus on consumer lending No complex products Promotion of price and banking sector transparency Rigorous approach regarding AML and informal clients Environmental responsibility State-of-the-art standards for environmental impact of ProCredit s lending operations Focus on promotion of green investments Strict exclusion lists Notes: (1) Only includes ProCredit Staff Invest 1 GmbH & Co. KG and ProCredit Staff Invest GmbH & Co. KG Significant growth opportunity Significant in multiple growth end opportunity in multiple end markets markets 4 5 6 Disruptive Strong international and local reputation as an international development-oriented banking group product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 6 4 5 6 1 10

Focus on SMEs as drivers of economic growth and employment in emerging countries Importance of SMEs for economic growth (1) Commentary Relative contribution of SMEs to nonfinancial Value Added, in 015 (),() >70% 60 70% 50 60% SMEs account for a significant share of Value Added () across all countries within the EU On average, SMEs represent 57% of Value Added () Number of SMEs relative to size of economy particularly high in Central and Eastern Europe <50% n.a. Importance of SMEs for employment (1) Employment by SMEs/ total employment (% as of 015) SMEs account for the majority of employment in each EU member state Western Europe 78% 79% Average: 69% 81% 6% 6% 65% 65% 65% 66% 68% 69% 70% 71% 7% 54% Eastern Europe 87% 8% Average: 74% 76% 76% 78% 79% 67% 67% 68% 69% 70% 71% 7% In total, SMEs in the EU8 employed c. 90 million people, i.e. 67% of total employment (74% in Eastern Europe) UK DE FR FI DK NL SE AT LU BE IE ES PT IT MT RO HR CZ PL HU SK SI BG LT EE LV CY GR Average Western Europe (4) Average Eastern Europe (5) Note: (1) Sources: Eurostat, European Commission Annual report on European SMEs 015/016 based on National statistics offices and DIW Econ ; () Across EU member states, in 015; () Value added defined as nominal GDP growth in the non-financial business sector; (4) UK= United Kingdom, DE= Germany, FI= Finland, FR= France, DK= Denmark, SE= Sweden, NL= Netherlands, LU= Luxembourg, AT= Austria, BE= Belgium, IE= Ireland, ES= Spain, PT= Portugal, IT= Italy, MT= Malta; (5) RO = Romania, HR= Croatia, PL= Poland, CZ= Czech Republic, HU= Hungary, SK= Slovakia, SI= Slovenia, BG= Bulgaria, LT= Lithuania, EE= Estonia, LV= Latvia, CY= Cyprus, GR= Greece Significant growth opportunity in multiple end markets 4 5 6 4 5 6 Significant growth opportunity in multiple end 1 markets Strong international and local reputation as an international development-oriented banking group Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 11

Green loans as key pillar of business model 1 Environmental engagement is based on three pillars Internal environmental management Management of environmental risk in lending Green finance / green loans Continuous monitoring and improvement of own energy and resource consumption Granting of loans only to applicants whose activities are in line with ethical principles Exclusion list includes, inter alia: Credit products for investments in Underground mining Charcoal production Logging activities and trade of forestry products (except sustainably managed forests) Energy efficiency Renewable energies Other environment-related activities Mid-term ambition of min. 15% of the total loan portfolio (currently at 1.6%) by end of 018 (in EUR m) Strong growth of the green loan portfolio.0% 4.0% 6.4% 9.% 1.6% 489 14 1 64 16 174 1 475 16 16 4 104 150 (1) (1) Dec-1 Dec-14 Dec-15 Dec-16 Dec-17 Business clients Private clients % of total loan portfolio Green loan portfolio by use of proceeds (1) 0% Total: EUR 489m 14% 66% Energy efficiency Renewable energy Other green investments Notes: (1) As published in the ProCredit Group Impact Report 017 Significant growth opportunity in multiple end markets 4 5 6 4 5 6 Significant growth opportunity in multiple end 1 markets Strong international and local reputation as an international development-oriented banking group Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 1

ProCredit Group Impact Report 017 First sustainability report published according to Global Reporting Initiative (GRI) Standards The ProCredit Impact Report 017 focuses on three main areas of positive impact: Our business model Our approach to clients Our approach to staff Economic development Corporate governance Compliance and banking regulation Financial crime prevention Technology and innovation Environmental management Energy consumption 8GWh 4GWh 7GWh 015 016 017 100% transactions screened for financial crime 99.% (1) of our transactions are automated Reliable and stable partnerships Transparent services Prudent credit risk management Sustainable finance Data privacy and information security 6,507 SMEs clients bank with us 1.6% of our portfolio consists of green loans.9% PAR 0.9% 016 017 Ethical values and working environment Fair recruiter and employer Staff development 551 staff graduated from or participating in the ProCredit Academy EUR 6.9 million invested in employee training Diversity of management in Dec 017 () 49% 51% Note: (1) Data for the month of December 017; () Management of the ProCredit banks and ProCredit institutions located in Germany Significant growth opportunity in multiple end Significant growth opportunity in multiple end markets 4 5 6 4 5 6 1 markets Strong international and local reputation as an international development-oriented banking group Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 1

Long-standing and well interconnected management teams at group and local level Experienced management collaborating at Holding and local level Borislav Kostadinov Credit risk management Investor relations Communications Environmental management and impact reporting AML and fraud prevention Legal Sandrine Massiani Human resources IT and business support Risk management: Risk control Financial risk Operational risk Compliance Internal audit Dr. Gabriel Schor Supervisory reporting and capital planning Reporting and controlling Accounting and taxes Treasury Funding 17 11 5 (1) Local ProCredit banks () key management members On average 1 years of experience within ProCredit 18 female/15 male Collective training as catalyst for a shared vision and teamwork supported by clear framework Central training in Fürth English as lingua franca (> 50 courses p.a.) Regular specialist events and regional meetings Common set of values Closely-knit network Rapid diffusion of best practices Strict common operating standards and policy guidelines Strong, standardised MIS reporting Holding management with supervisory board seats at local banks involved in strategic business processes Years of experience within ProCredit; Germany Seat at supervisory board of local bank; Notes: (1) Including experience with Internationale Projekt Consult GmbH; () Data as of August 017; Not including ProCredit Bank Significant growth opportunity in multiple end 1 Significant growth opportunity in multiple end markets Highly experienced team markets with strong commitment 4 to ethical corporate culture 5 6 4 5 6 Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 15

Key management Ukraine Key management of the ProCredit banks in South Eastern / Eastern Europe and South America Average age: 9 Average years with ProCredit: 1 Albania Albania BiH BiH BiH Bulgaria Bulgaria Bulgaria Bulgaria 0 ProCredit Management Academy graduates 18 female /15 male Colombia Ecuador Ecuador Georgia Georgia Georgia Georgia Kosovo Kosovo Macedonia Macedonia Macedonia Moldova Moldova Romania Romania Romania Serbia South Eastern Europe Eastern Europe Serbia Serbia Ukraine Ukraine 1 Ukraine South America Ukraine Significant growth opportunity Significant in multiple growth end opportunity in multiple end Highly experienced team with strong commitment to ethical 4 markets corporate culture markets 5 6 Disruptive product portfolio opening numerous Disruptivepotential product portfolio applications opening numerous potential applications 4 5 6 16

The corporate culture is the base of a unique approach to employee selection and development ProCredit s corporate mission is the foundation of its business ethics with a multistage and highly selective approach to hiring employees Bankers who don t conform to the banker stereotype : Values-based approach and critical political awareness Social and intellectual competence Not reducing success to monetary amounts Unique approach compared to the norm in ProCredit s key markets, where who you know often counts more than what your potential is Only about % of applicants receive an offer (1) First selection phase Assessment day -week focus session An international, six months onboarding process for all newcomers, providing courses in regional training centres and hands-on training in the banks committing employees to a unique corporate culture Very attractive employer Build up of knowledge within the organisation Strong discussion culture with flat hierarchies Transparent, standardised salary system No performance-based bonus payments Market-oriented salaries Cap on senior management pay Managers and staff as shareholders (4.5% () of shares outstanding) Note: (1) Excluding direct hires; () As per voting rights notification dated 9.1.016 and calculated by comparing the numbers of voting rights reported against the total number of voting rights (currently 58,898,49). Due to limitations on the availability and verifiability of the underlying data, ProCredti Holding AG & KGaA does not assume any responsibility that the information presented here is accurate, compete and up to date. Significant growth opportunity in multiple end 1 Significant growth opportunity in multiple end markets markets 4 5 6 5 6 Disruptive Highly experienced team with strong commitment to ethical corporate culture 4 product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 17

Continuous training in centralised academy is the cornerstone of ProCredit s corporate culture ProCredit Onboarding Process Standardised, six-month international introductory process for new employees Dual course of studies organised in three modules (two theoretical and one on-the job training) Theoretical training courses held in English Continuous training International management development Systematic, intensive on-the-job training Seminars and training units with specialist topics Salary linked to training level Up-or-out principle in the first two years, with long-term prospects thereafter ProCredit Management Academy (three year curriculum): Training of middle management as well as future senior management ProCredit Banker Academy (one year curriculum): Training of middle management and key staff Catalyst of the close-knit management network and platform for sharing the corporate value and common principles Significant growth opportunity in multiple end 1 Significant growth opportunity in multiple end markets Highly experienced team markets with strong commitment 4 to ethical corporate culture 5 6 4 5 6 Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 18

High loan quality based on trustful long-term relationships and prudent risk management Selected SME clients Bedegi, founded in 1999, chose the ProCredit Bank in Georgia in 00 to take out its first loan to enlarge its site Business client advisers (BCAs) with key focus on clients and risk Comprehensive internal BCA training fosters high staff qualification Clients receive individual attention from specialised BCAs who Construction materials producer - Georgia In the 1 years since then, the client has used a wide range of banking services tailored to its different stages of development I always feel that ProCredit Bank is there to support me. Koba Liparteliani, Founder Bedegi Ltd. Truly understand the clients, their situation and (risk) profile Diligently assess the legitimacy of their clients income and avoid over-indebting them Provide advice on the entire range of banking services BCAs thus act as key drivers of low default risk and key facilitators of mutually beneficial client relations Clear positioning as high quality advisory service allows build-up of clients trust as base for successful and long-term relationships Agriculture Romania Photovoltaic equipment producer Moldova Soap producer Ukraine BCAs as first line of defence for managing risk Kitchen and office furniture Serbia Medicinal and aromatic herbs Albania Textile manufacturing Bulgaria True client centricity instead of bonus-driven sales personnel Significant growth opportunity Significant in multiple growth end opportunity in multiple end 1 markets Solid risk profile due markets to high diversification 4 5 6 5 6 4 Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 0

Low concentration risk and high diversification by geography, loan size and sector Loan portfolio by initial loan size (1) Loan portfolio by geographical segments (1) Loan portfolio by sector (1) In % of outstanding principal () 8% 0% In % of customer loan portfolio South America: Germany: 6% 5% 1%% % % 19% In % of customer loan portfolio Private loans: 10% 6% % % Business loans: 90% 18% Eastern Europe: 1% 8% South Eastern Europe: 71% 16% 7% 10% 16% 8% < 50k 50-50k 50-500k 500k-1.5m >1.5m 4% 5% 6% 8% 1% 16% Bulgaria Serbia Kosovo Macedonia Romania Albania Bosnia Ukraine Georgia Moldova Ecuador Colombia Germany 6% 1% Wholesale and retail trade Production Other economic activities Investment loans 0% Agriculture, forestry and fishing Transportation and storage Housing Others Commentary C. 90% (1) of the customer loan portfolio comprising business clients Private lending clients mainly extremely small businesses with characteristics of a private individual (c. 10% (1) of the customer loan portfolio) 10 largest loans amounting to 1.8% (1) of customer loan portfolio Strong sector and geographical diversification through footprint in 1 countries (1) Notes: Loan portfolio by initial loan size in % of total outstanding principal (EUR,781m as per 1-Dec-17); Loan portfolio by geographical segments in % of total loan portfolio (EUR,90m as per 1-Dec-17);(1) Thessaloniki branch's loan portfolio part of ProCredit Bank Bulgaria loan portfolio, the South America segment is without recovery unit "ARDEC" in Mexico, which is not assigned to a separate segment due to its negligible share (0.1%) of the Group's assets; () Customer loan portfolio adjusted for accrued interest, deferred fees and other claims to customers Significant growth opportunity Significant in multiple growth end opportunity in multiple end 1 markets Solid risk profile due markets to high diversification 4 5 6 6 Disruptive 4 5 product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications 1

Very solid risk profile despite a challenging operating environment Group loan portfolio at risk and coverage ratios Commentary 14% 1% 116% 116% 14% 106% 11% 97% 9% 95% 4.7% 4.7% 4.9%.7%.8% 4.0%.9%.4%.9%.5% 01 014 015 016 017 PAR 0 PAR 90 Coverage ratio PAR 0 Coverage ratio PAR 90 Non-performing loans in Eastern Europe () Consistently low portfolio at risk, further improved since 01 PAR 0 and PAR 90 well covered by loan loss provisions High coverage ratios underlining ProCredit s prudent risk management Continuous monitoring of loan portfolio, with PAR 0 and PAR 90 as key reporting triggers Net write-offs at continuously low level (1) 0.4% in 017 0.7% in 016 0.9% in 015 0.9% in 014 Non performing loans in % of total loans, for illustrative purposes Publicly available benchmarking of Western banks CEE segment () 10.9% 9.6% 9.8% 9.9% 9.8% 9.1% 7.8% 6.% SEE and EE segments as per local NPL definition 6.% 4.% ProCredit well positioned compared to peers in Eastern European markets regarding loan portfolio quality Even in the aftermath of the financial crisis, both net write-offs and provisioning expenses remained at a moderate level Operating environment and asset quality in most markets improving Bank 1 Bank Bank Bank 4 ProCredit Notes: (1) Net write-offs to gross loan portfolio ratio; () In % of total loans; Western banks NPL ratio as per RBI CEE Research Report June 017 based on aggregated data of CEE subsidiaries and comprising individual banks CEE segment (Bank 1: Poland, Hungary, Czech Republic, Slovakia, Bulgaria, Romania, Croatia, Albania, Serbia, Bosnia and Herzegovina, Kosovo, Belarus, Russia, Ukraine. Bank : Hungary, Czech Republic, Slovakia, Romania, Croatia, Serbia. Bank : Poland, Hungary, Czech Republic, Slovakia, Slovenia, Bulgaria, Romania, Croatia, Serbia, Bosnia and Herzegovina, Russia. Bank 4: Poland, Czech Republic, Slovenia, Bulgaria, Romania, Croatia, Serbia, Russia); Data of ProCredit includes SEE and EE segment, NPL ratio based on local definition of ProCredit banks; () Source: RBI CEE Research Report June 017 015 016 Significant growth opportunity Significant in multiple growth end opportunity in multiple end 1 markets Solid risk profile due markets to high diversification 4 5 6 5 6 4 Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications

Transparent and focused business model reflected in solid balance sheet structure Key financing figures (1) Commentary Solid CET1 ratio (fully loaded) 1.7% Simple balance sheet structure with very limited speculative lines of business Very strong leverage ratio (fully loaded) 10.5% High and stable deposit-to-loan ratio () 91% Assets largely comprise net loans to customers (69% of assets) (1) Liabilities largely comprise customer deposits (65% of liabilities and equity) (1) Long-standing investment grade rating (Fitch) BBB (stable) High and stable customer deposits to loans ratio Majority of institutional funding in the form of Composition of balance sheet (1) Long-term loans from international development banks Other assets Cash and cash equivalents 1% 0% Total: EUR 5,499m % % 17% Other liabilities Debt securities Liabilities to financial institutions (4) German institutional investors Comprehensive risk management approach for main risks Full implementation of MaRisk Net loans to customers 69% Assets 65% 1% Liabilities and equity Liabilities to customers Shareholder's equity AML policy stricter than legally required Foreign currency risk closed locally; risk limited to foreign equity holdings (largely offset by corresponding changes in RWAs) Notes: (1) As per 1-Dec-17; () Customer deposits divided by customer loan portfolio; () Including Subordinated debt; (4) Including Liabilities to banks and Liabilities to International Financial Institutions Significant growth opportunity Significant in multiple growth end opportunity in multiple end 1 markets Solid risk profile due markets to high diversification 4 5 6 5 6 4 Disruptive product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications

Profitable in every year since creation as a banking group Net income and return on average equity Commentary In EUR m 9.4% 10.5% 9.6% 7.7% 7.1% 60 59 48 47 46 47 7 8 4 01 014 015 016 017 (1) (4) Net income Net income continued operations Group RoAE (1) RoAE of ProCredit SEE versus SEE banking sector 15% RoAE of 7.1% in 017 Solid results despite lower net interest income and implementation of efficiency measures with positive effects yet to fully materialise Positive development of profit from continuing operations Reduced underlying cost base (staff reduction, branch network restructuring, increased automation and optimisation of processes) Extraordinary costs (e.g. cost relating to staff reductions or branch closures; roughly equivalent to 5% of operating expenses) still playing a role Compared to the SEE banking sector, from 01-016 ProCredit SEE had: 5% -5% 01 014 015 016 () () SEE banking sector RoAE ProCredit SEE segment RoAE Significantly higher average profitability (1.8% RoAE vs.4% in the banking sector) Significantly higher stability in terms of profitability (ProCredit RoAE ranged from 1.% to 1.%, whilst the average for the banking sector ranged from -4.5% to 9.8%) Notes: (1) Excl. non-controlling interest; () Includes Romania, Bulgaria, Croatia, Serbia, Bosnia and Herzegovina and Albania; () Includes Albania, Bosnia and Herzegovina, Bulgaria, Kosovo, Macedonia, Romania and Serbia. Source: RBI CEE Research Report June 017; (4) Continued operations as of 1-Dec-17 Significant growth opportunity Significant in multiple growth end opportunity in multiple end 1 4 markets markets 4 5 6 5 Disruptive 5 Impressive financial track record in terms of stability and profitability 6 product portfolio opening numerous Disruptive potential product portfolio applications opening numerous potential applications

Growth opportunities in core markets Real GDP growth in South Eastern Europe (1) Commentary.8%.1%.4%.4% Economies of target markets are gradually improving South Eastern European countries among the fastest growing economies in Europe 016E 017E 018E 019E Banking markets in South Eastern Europe with improving asset quality and balance sheet growth picking up Banking sector penetration (loans/gdp) Significant potential ahead () Saturated banking markets, low growth Developed banking markets, high growth CY UK CZ ES FR BG IT HR DE ME GR () PL MK SK SI Underdeveloped banking markets, high growth RS AL BIH ProCredit local bank presence South Eastern Europe RO HU Central Eastern Europe KV Western Europe High potential in South Eastern Europe due to Expected high GDP growth Still underdeveloped banking sector Competitive situation in South Eastern Europe favourable as Competition remains weak due to ongoing consolidation Western banks focusing away ProCredit with key advantages to serve SME clients (e.g. modern branches and service points, high quality of staff) Expected GDP Growth 016-018 Notes(1) Real GDP growth in South Eastern Europe based on median of countries Albania, Bosnia and Herzegovina, Bulgaria, Cyprus, Macedonia, Greece, Kosovo, Montenegro, Romania and Serbia. Source: IMF; () IT= Italy, FR= France, DE= Germany, SI= Slovenia, ES= Spain, HR= Croatia, UK= United Kingdom, CZ= Czech Republic, BG= Bulgaria, HU= Hungary, RS= Serbia, CY= Cyprus, ME= Montenegro, GR= Greece, RO= Romania, SK= Slovakia, BIH= Bosnia and Herzegovina, PL= Poland, MK= Macedonia, KV= Kosovo, AL= Albania. Size of circles representing total amount of loans in respective country (loans comprehend non-financial business sector, public sector and household sector loans to residential/non-residential customers, Euro zone countries loans including non-financial sector corporate and household loans). Sources: IMF, Countries respective national banks; () ProCredit Thessaloniki branch part of ProCredit Bank Bulgaria Significant growth opportunity in multiple end Further potential through growth opportunities and cost 1 markets 4 6 4 5 6 efficiencies Disruptive product portfolio opening numerous potential applications 5 6 7

Efficient platform built for scale effects and growing automation Branch and service points network Commentary 645 Efficiency gains through quality positioning Focus on locations with the largest potential for ProCredit s Hausbank concept 8 17 91 4 118 67 71 47 Branches in prime locations increasing visibility in the market Better trained BCAs able to handle more complex SME clients More business (transactions, turnover, trade finance, deposits and fees) per BCA as important lever for growth and efficiency Dec-1 Dec-16 Dec-17 Number of branches Number of service points Number of cash desk transactions 8% 5% % Dec-1 Dec-16 Dec-17 YTD Cash desk transactions in % total transactions Scale effects through automation Cash desk operations almost completely eliminated Standardised transactions and services shifted to 4/7 service points and online banking services as foundation for further efficient growth Card transactions and e-banking developing, especially in Eastern Europe Direct banking strategy for target private clients (growing middle class) Note: All related figures and ratios for Dec-1 relate to the subsidiaries as shown in the consolidated financial statement as of 01 Significant growth opportunity in multiple end Further potential through growth opportunities and cost 1 markets 4 6 4 5 6 efficiencies Disruptive product portfolio opening numerous potential applications 5 6 8

Agenda A Key company highlights B Financial overview 0 C Strategic outlook 4 Appendix 9

Resilience through continuous sharpening of business model towards SMEs Sharpening of business model towards SMEs Loan portfolio > EUR 0k in % total loan portfolio 81% 74% 58% 6% 89% Commentary Strategic focus on SMEs Strong growth in the segment of loans > EUR 0k +18% in 017 (+1% in 016) 01 014 015 016 017 impacting margins Even stronger growth in the segment of loans > EUR 50k +% in 017 (+17% in 016) Focus on new core segment loans (> EUR 50k) in 018 7.6% 6.% 5.5% 4.6%.8% Decrease in net interest margins as a result of the prevailing low interest environment, but also due to the strategic specialisation in SMEs 01 014 015 016 017 Net interest margin...accompanied by lower cost of risk In EUR m 15 bps 116 bps 1 bps 5 bps 14 bps 57 49 4 19 5 At the same time net interest income is beginning to stabilise Loan portfolio growth increasingly compensates for margin decline Trustful and long-term business relations paired with highly qualified and specialised staff and a favourable business environment result in a high-quality loan portfolio and low risk provision expenses 01 014 015 016 017 Loan loss provision expenses Cost of risk Notes: (1) Cost of risk defined as net expenses for allowances on loans and advances to customers including income from recovery of written-off loans divided by average gross loan portfolio (1) 0

Highly disciplined cost management Significantly changed staff structure and responsibilities Loan portfolio per group staff (in EUR 000) 11,514 in line with reduction of branches and service points with cost benefits from this strategy only partly visible now In EUR m 75% 71% 69% 71% 74% 46 7,794 55 497 70 11 198 187 01 014 015 016 017 Operating expenses 761 890 Cost-income ratio 1,175 4,659 4,078,8 01 014 015 016 017 04 Loan portfolio per group staff (EUR '000) Total group staff 65 9 16 4 97 67 71 47 01 014 015 016 017 Number of branches Number of service points Guidance 018 CIR <70 % Commentary Significant reduction of overall staff in the past years: -71%, i.e. from 11,514 as of Dec-1 to,8 as of Dec-17, resulting in: Very lean, efficient organisation with little overhead Increasing loan portfolio per total group staff (+1% from Dec-1 to Dec-17) Consistent reduction and modernisation of branches and service points resulting in: Efficient platform with client advisers focusing on services requiring more intensive consultation Standardised transactions and services shifted to 4/7 service points and online banking platform Since 01 annual operating expenses have decreased significantly Current level of operating expenses still influenced by extraordinary expenses related to further closures of service points and branches Cost-income ratio development also influenced by overall low interest rate environment South Eastern Europe and Eastern Europe segments have cost-income ratios of 67% and 47%, respectively Cost-income ratio guidance 018: <70% (Mid-term guidance <60%) 1

Overview of key ratios 1 4 5 015 016 017 Business operations: Net interest margin 5.5% 4.6%.8% Cost-income ratio 68.9% 71.% 7.7% Change in loan portfolio > EUR 0,000 18.% 1.0% 17.8% Deposits to loans ratio (1) 9% 96% 91% Return on average equity 10.5% 9.6% 7.1% Loan portfolio quality: Loan loss provision ratio () 1.% 0.5% 0.1% Net write-off ratio () 0.9% 0.7% 0.4% Impaired loans (4) 8.% 6.% 4.7% Loans in PAR0 4.9%.9%.9% Loans in PAR90 4.0%.4%.5% Coverage ratio Impaired 56% 66% 70% Coverage ratio PAR0 95% 106% 11% Coverage ratio PAR90 116% 14% 14% Capital and dividends: CET1 ratio (fully loaded) 10.% (5) 1.4% 1.7% Total capital ratio (fully loaded) 1.1% (5) 15.4% 16.7% Leverage ratio (fully loaded) 8.6% (5) 9.8% 10.5% Book value per share (in EUR) 11.7 1.07 1.16 Dividend payout ratio (6) % % n.a. Commentary 1 Strong growth in 017 in loans > EUR 0k of 17.8% (compared to 1.0% in 016) Steady profitability from continuing operations, RoAE impacted by capital increase in November 016, decrease in profit from discontinued operations and extraordinary expenses Decreasing provisioning costs and low write-offs reflect a steady improvement of portfolio quality 4 Strong and improving PAR 0 coverage ratio due to high and improving portfolio quality 5 Strong leverage ratio results from our plain balance sheet structure and limited use of RWA reduction measures Notes: (1) Customer deposits divided by customer loan portfolio; () Net expenses for allowances on loans and advances to customers including income from recovery of written-off loans divided by average gross loan portfolio; () Net write-offs: Quotient of net write-offs for the period and customer loan portfolio for continuing operations; (4) Impaired loans in % of customer loan portfolio; defined as exposures more than 0 days past due plus other signs of impairment (e.g. breach of covenants, initiation of proceedings); (5) Not fully loaded; (6) Dividend payout ratio relating to the respective financial year, irrespective of actual payout of dividends in subsequent year.

Agenda A Key company highlights B Financial overview 0 C Strategic outlook 4 Appendix

Strategy focused on further growth with SMEs and additional efficiency gains Key strategic outline 1 Strongly focusing on core business Business clients Private clients Become a leading Hausbank for target SME clients in core markets Expand business with formal, innovative and growing SMEs to grow loan portfolio and financial services fees Increase cross-border cooperation and co-financing for larger, internationally oriented SMEs Focus on stable, low-cost deposits from private clients Target private clients: entrepreneurs and middle-income salary receivers Direct banking strategy for target private clients Services Leverage modern platform to increase fee-generating business Leveraging efficiency gains Channels Staff Focus on modern outlet network offering comprehensive 4/7 services Increase automation of simple transactions, e.g. increase in e-banking Continue development of BCAs and client advisers (CAs) at the service points to support business and group risk strategy Further develop key staff and middle managers in charge of branches through careful selection Infrastructure Centralise IT infrastructure and increase level of process standardisation for greater operational efficiency Further strengthen credit risk management systems with quantitative risk classification Promoting sustainable development Socially responsible banking Environmental responsibility Continue to promote sustainable development in all facets, including banking sector transparency Focus on innovative and sustainable SMEs Further raise awareness about environmental topics in the banks Continue to promote investments in environmentally friendly technologies and businesses 4

Further execution of strategy as enabler of profitable growth Continued growth of gross loan portfolio in core SME category Regional footprint Strong growth of loan portfolio in core segment of loans > EUR 0k Focus on new core segment of loans > EUR 50k in 018 018 and mid-term outlook 018: Growth of total loan portfolio 1-15% (1) Return on average equity (RoAE) 7.5 8.5% CET1 ratio (fully-loaded) >1% Cost-income ratio <70% Dividend payout ratio 1/ of profits In the mid-term (), we see potential for ~10% p.a. growth of the gross loan portfolio, a cost-income ratio (CIR) <60%, and a return on average equity (RoAE) of ~10% ProCredit presence Notes: (1)Taking into consideration no significant FX volatility; () Taking into consideration a stable political, economic and operating environment 5

Agenda A Key company highlights B Financial overview 0 C Strategic outlook 4 Appendix 6

Income statement 4 In EUR m 016 017 Interest and similar income 7.6 87.9 Interest and similar expenses 96.8 8. Net interest income 0.8 04.8 Allowance for losses on loans and advances to customers 18.6 5. Net interest income after allowances 1. 199.5 Commentary 1 Despite extraordinary expenditures in connection with reductions in staff and network of outlets, consolidated profit of EUR 46.6 million, similar to previous year s level 5 1 Fee and commission income 58. 61.0 Fee and commission expenses 15. 15. Net fee and commission income 4.0 45.8 Result from foreign exchange transactions 8.9 10.8 Net result from financial instruments at fair value through profit or loss -1.0-0.7 Net result from available-for-sale financial assets 4.6 0.1 Net other operating income -8. -7.6 Operating income 59. 48.0 Personnel expenses 88. 84.7 Administrative expenses 110.1 10.1 Operating expenses 198. 186.8 Profit before tax 61.1 61. Income tax expenses 14.1 14.6 Profit of the period from continuing operations 47.0 46.6 Profit of the period from discontinued operations 14.0 1.5 Profit of the period 61.0 48.1 Profit attributable to ProCredit shareholders 59.4 46. Profit attributable to non-controlling interests 1.6 1.8 Decrease in NII compared to previous year primarily the result of the low interest rate environment as well as the strategic shift away from Very Small loans to SME loans Largely stable NII throughout 017 as loan portfolio growth compensates for decreasing interest margins Increase in net fee and commission income compared to previous year, especially in the second half of 017 4 Strong decrease in risk provisioning expenses due to improvement in portfolio quality 5 Decrease of operating expenses as a result of further reduction and modernisation of branch network, in spite of the one-time expenses incurred from these measures 7

Balance sheet 1 4 In EUR m 1.1.016 1.1.017 Assets Cash and cash equivalents 97 1,077 Loans and advances to banks 87 196 Financial assets at fair value through profit or loss 0 1 Available-for-sale financial assets 50 15 Loans and advances to customers,69,910 Allowance for losses on loans and advances to customers -151-19 Property, plant and equipment 157 19 Other assets 97 90 Assets held for sale 461 0 Total assets 5,668 5,499 Liabilities Liabilities to banks 18 59 Financial liabilities at fair value through profit or loss 1 0 Liabilities to customers,475,571 Liabilities to International Financial Institutions 499 550 Debt securities 144 18 Other liabilities 8 7 Subordinated debt 171 141 Liabilities related to assets held for sale 68 0 Total liabilities 5,014 4,841 Equity Subscribed capital 68 68 Capital reserve 115 115 Legal reserve 0 0 Retained earnings 5 51 Translation reserve -6-84 Revaluation reserve 0 1 Equity attributable to ProCredit shareholders 646 651 Non-controlling interest 8 7 Total equity 654 659 Total equity and liabilities 5,668 5,499 Commentary 1 Decrease of total assets after successful sale of our banks in El Salvador and PCB Nicaragua Portfolio growth has been curbed by the continuing exit of loans < EUR 0,000 and the depreciation of the US dollar and domestic currencies in Georgia and Ukraine since the beginning of the year Lower allowances paired with an increase in the PAR0 coverage ratio underline the continuous improvement in portfolio quality Stable liabilities to customers; some of the decline in deposits from private individuals has been compensated for by growing deposits from business clients 4 Equity largely stable after capitalisation of profit, dividend payout and change of translation reserve 8

ProCredit has continuously developed its business model since foundation in 00 Key historic milestones Origin of ProCredit with IPC (now Zeitinger Invest): Consulting financial institutions and NGOs in developing countries Downscaling: Focus on advising commercial banks on how to grant loans to very small businesses Creation of ProCredit as a banking group comprising 17 banks with key shareholders IFC, KfW and FMO Consolidation of ownership in ProCredit Holding and subsequent investment grade rating since 004 Establishment of the ProCredit Academies in recognition of the need to develop and integrate middle and senior managers Move from a product-oriented microfinance provider to positioning as the Hausbank for SMEs Banking licence in Germany and change of legal form to AG & Co. KGaA Supervision by German banking authority (BaFin) and Deutsche Bundesbank Sale of units in Armenia, Bolivia, Congo, El Salvador Mexico and Nicaragua as part of the strategic refocusing on SME clients Listing of ProCredit Holding shares (PCZ) at Prime Standard of Frankfurt Stock Exchange First capital increase as a listed company (10% of share capital) Organisational and holding structure (1) Germany SE Europe Eastern Europe South America ProCredit Bank AG Quipu GmbH ProCredit Bank sh.a Pro Credit Bank d.d. ProCredit Bank S.A. ProCredit Bank JSC Banco ProCredit S.A. Banco ProCredit Columbia S.A. ProCredit Academy GmbH ProCredit Bank Sh.a ProCredit Bank A.D. ProCredit Bank JSC ProCredit Bank E.A.D. ProCredit Bank a.d. ProCredit Bank S.A. Notes: Non-bank subsidiaries; (1) Sorted by reported segments 9

Shareholder structure ensuring long-term mission lock Shareholder structure of ProCredit General Partner AG Shareholder structure of ProCredit Holding & Co. KGaA 1 16.6% 5.0% FREE-FLOAT 8.9% (Shareholdings below 5%) 16.8% 16.7% 1.% 16.7% 5.0% (1) 8.6% 10.0% 1.5% Note: Shareholder structure according to the voting right notifications and voluntary disclosure of voting rights as published on our website www.procredit-holding.com Organisational structure Shareholders Limited partners (Zeitinger Invest, ProCredit Staff Invest (1), KfW, DOEN, IFC) Shareholders of the managing general partner (Zeitinger Invest, ProCredit Staff Invest, KfW, DOEN, IFC) 1 General partner ProCredit General Partner AG Management ProCredit Holding AG & Co. KGaA Notes: (1) Includes ProCredit Staff Invest 1 GmbH & Co. KG and ProCredit Staff Invest GmbH & Co. KG only 40

Comprehensive Hausbank service benefitting ProCredit s SME clients (I/II) Al Sistem doo and ProCredit Bank Serbia Al Sistem has been a client of ProCredit Bank since 007. The company produces and installs aluminium and PVC construction elements in residential, business and industrial buildings. It operates in Serbia and exports a significant share of its products. To finance its business plans and new opportunities abroad, Al Sistem has a credit limit of EUR 650,000. As part of this limit, the company uses short-term loans, credit lines and documentary business. This limit allows greater operating and financial flexibility. In addition, the client uses numerous services offered by ProCredit, e.g. international payment facilities and e-banking, and has a Visa business card through the bank. The company currently employs 56 people. With the loan from ProCredit, Al Sistem currently plans to invest in training 10 high school graduates who will then be eligible for permanent employment. 41

Comprehensive Hausbank service benefitting ProCredit s SME clients (II/II) Aliana OOD and ProCredit Bank Bulgaria Aliana OOD is a leading textile manufacturer led by Vassil and Rositsa Zahariev. Founded in 199, the company today is a top producer of silicone polyester wadding and silicone down. The company currently has 160 employees and exports a large share of its products to the EU. In 01, ProCredit Bank Bulgaria began working with the clients. Since then, they have expanded significantly and have invested in several energy efficiency projects. Aliana uses a credit limit of around EUR,100,000. One part of their energy investment plan was to insulate their production facilities and to replace energy-intensive drying equipment for batting with more efficient models. The investments have resulted in lower production prices, as well as new customers. In addition, turnover increased by approximately 0% in 014. Aliana OOD uses several ProCredit services, such as bank cards, e- Banking and payroll services, and makes regular visits to the new 4/7 Zones. 4

Green loans help clients to make an environmental impact with their business (I/II) Kriolit-Dnipro - ProCredit Bank Ukraine The company Kriolit-Dnipro is one of the leading confectionery companies in central Ukraine, combining traditional recipes with the latest technology. Today, the company employs more than 00 people. Using only natural ingredients, the company produces more than 00 high-quality confectionery goods that are well-known and popular in the Ukrainian market and abroad. Its production processes adhere to international standards with a continuous focus on increasing efficiency. Just recently, Kriolit-Dnipro invested nearly EUR 400,000 in a fully automated oven that uses pellets instead of natural gas as a fuel source. This is expected to not only expand the range of products, but to also reduce the cost of the finished items and make the production process carbon-neutral. As the company s Hausbank, ProCredit Bank provided Kriolit- Dnipro with financial support for this latest investment and continues to offer the business a comprehensive range of services. 4

Green loans help clients to make an environmental impact with their business (II/II) Fernuci FPC and ProCredit Bank Moldova Fernuci FPC is a leading producer of organic walnuts and an exporter of shelled walnuts for the European food retail and manufacturing industry. The company has 19,000 walnut trees on approximately 90 ha of land. Additionally, it purchases walnuts from regional farmers and thus positively contributes to the local economy. ProCredit Bank Moldova has been Fernuci FPC s main financial partner since April 015. Aware of the importance of promoting and supporting water-saving technologies, the bank financed the company s investment in a drip irrigation system for the walnut orchard with a green loan of EUR 00,000. The system is expected to reduce water consumption by up to 70%, diminish weeds, reduce the risk of plant diseases and maximise crop yield. Growing a walnut orchard is a highly capital-intensive activity. It was only logical for us to invest in technologies that would support the rapid growth of the trees and secure an early commercial harvest. ProCredit Bank supported us in our investment in a state-of-the-art irrigation system, which improves both productivity and the quality of the nuts. Robert Sporschill, co-owner of Fernuci FPC 44