1. Institutional Presentation - CSU CardSystem S/A
1H12

2. CSU: leader in technology and BPO services in Brazil
Card base: 20 million of processed accounts
Independent electronic
transactions’ processing platform 44% market share among independent
processors
Business model: Full service
provider for issuers and 20 years of systems customization focused
merchant acquirers of electronic on the Brazilian market particularities
payments Market intelligence & data analytics to
maximize customers’ profitability
Contact center infrastructure,
management and BPO services 4,000 workstations providing inbound
(Customer Care & Help Desk) and outbound
The best and most efficient site (Telemarketing & Collection) services
(Alphaview) in Latin America
Gross Revenues (LTM)
(in % of total revenues)
CSU
Contact CSU
46% CardSystem
54%
2

3. Consistent track record of profitable growth
Innovation and consolidation Business and client Sustainable
of the business model diversification growth
4x EBITDA and 4x Net Revenue
Relaunch of CSU Contact
Center: new site
Entry of Creation of the
Best of the Century CSU Institute Launch of solution for
Private Equity the acquirer s market
marketing award
professional
investor
Start of
Launch of the Contact Center R$ 398
R$ 395
CSU: first first Private operations
CSU develops R$ 314
independent Label cards
electronic
card processor voucher IPO
in Brazil First company to
operate with 3
brands R$ 96
44%
market
15 years with 15 million
EBITDA share in
cards under management
Brazil
Net Revenue (in R$ million)
3

4. Important clients in diverse market segments
4

5. • Brazil's electronic payment industry has experienced significant growth in recent years (CAGR 16%+)
• The penetration of cards in total Brazilian household spending grew from 8% in 1999 to 27% in
2011. It is expected to reach 40% by 2017.
Number of Cards (in million of units)
& Number of Transactions (in billion of units) Participation of cards in household consumption
(% of total)
CAGR 08-
CAGR 08- 12E
12E 16%
10%
746
687
628 55%
9.55 52%
565
514 8.33
453 40%
388 7.13
31%
336 6.11 27%
277 5.32
222 4.43
183
151 3.70
3.16
2.52
1.94
1.37 1.63
2011 2013 2017 2022 2025
** Estimated * Source: ABECS 5

6. Electronic payment eco-system
Payment Payment
Brands
Brands
Request for Request for
Authorization Authorization
Authorization Authorization
Issuers
Acquirers
Acquirers
(Banks & Retailers)
Capture of
Payment Card / Billing Electronic Payment
Transactions
Purchase
Cardholders Merchants
6

7. CSU offers a full range of services to card issuers
• Financial Information
• Interchange
• Electronic Transaction Processing
• Authorization
• Information System Brands
Brands
• Contact Center
• Accounting
• Processing
• Fraud Prevention
• Operational Control
Issuers
Acquirers
Acquirers
(CSU s clients)
CSU plays a central role
in Brazil’s electronic
transaction industry
• Billing
• Invoicing
Cardholders Merchants
• Conflict Resolution
• Customer Support
7

8. CSU offers a complete solution for acquirers and merchants
• Operation management
• Information system
Brands
Brands • Authorization
• Billing
• Network
• Accounting
• Processing
• Back Office
Issuers Acquirers
(Banks & Retailers) Acquirers
(CSU s clients)
• Capture Network (POS terminals)
• Contact Center
• Conflict
CSU plays a central role Resolution
in Brazil’s electronic • Billing
transaction industry
Cardholders Merchants
8

9. CSU operates in the promising marketing services arena
CSU MarketSystem is a leading customer engagement & monetization solutions provider in Brazil:
● More than 25 loyalty programs managed in 10 years
● 6 million loyal clients
● 11 billion loyalty points ACQUISITION
processed annually
● 200 thousand rewards/gifts
delivered every year
RETENTION DATA SALES
INTELLIGENCE
RELATIONSHIP ACTIVATION
9

10. Brazilian demand per type of client
(in R$ million)
• Brazilian market estimated at R$ 10,8 billion in 2012
Financial
and an expected growth of 10% in the next year; Institutions 6,430
Convergence 3,980
• Growth in demand for customer service; Retail 424
Manufacturing 355
• Recognition of those providers best able to meet Services 239
contracted SLAs; Insurance 208
Utilities 165
• Continuous growth in collection, telemarketing and
Government 117
on-site customer services.
Healthcare 34
0 2000 4000 6000 8000
Brazilian demand per type of service Market Share
(in % of sales) (in % of sales)
Collection Customer Others 22.6%
38% Care CSU 2.1% Contax 30.1%
40% Almaviva
2.5%
Algar 4.5% Tivit 13.2%
Atento 24.8%
Other players
Telemarketing
7%
15%
10

11. Growth strategy is supported by a differentiated platform
TECHNOLOGY
INDEPENDENCE
• Flexible, secure and robust PERFORMANCE
infrastructure (mainframe)
• Independent shareholding
• World-class systems and
structure with no commercial
applications, extensively • Accelerated time to market
activity competing with
customized for the Brazilian to new clients
prospects and clients
market
• Dedicated commercial teams to • Lower operating costs
• Highly qualified team of leveraged by scale gains
each business lines
professionals
• First vendor to receive • Excellent infrastructure and
• Innovation and new superior operations facilities
MasterCard and Visa
products, among a complete
certification to provide services
range of solutions
for merchant acquirers
• Opportunity for various
partnerships and M&A
11

12. Strategy focusing sustainable profitability
Keep expanding Continue investing in
in the card issuers technology and software
segment: development:
organic + inorganic competitive advantage
Market
Improve and expand
intelligence, data
contact center/BPO and
analytics & CRM
increase profitability:
solutions:
self sustainable
value added service
Consolidate entry as a
vendor into the
merchant acquiring
segment:
greenfield growth
12

13. Continuous investments and healthy capital structure
Investments
(in R$ million)
• Ca. 6/7% of net revenues are
42.3
40.6 invested in technology.
16.7 28.6 18.7
8.7
10.8
23.9 23.6
19.9 2.6
8.2
2009 2010 2011 1H12
CSU CardSystem CSU Contact
Net Debt and Net Debt/EBITDA • Significant reduction in indebtedness
(in R$ million and ratio) over the last 3 years;
109.1
95.0 • Debt profile is appropriate for
future expected cash flow, while
59.5 3.2x
55.5
42.6 enough to take advantage of new
36.1
21.6 1.5x 1.5x 23.8 investment opportunities in its
0.7x
0.4x 0.3x
0.7x 0.6x market segment.
2005 2006 2007 2008 2009 2010 2011 2012**
** rolling 12 month EBITDA 13

14. Strong cash generation allow for dividend payments
• Total of R$ 2.1 million invested in CARD3 stock
Net operating cash
buybacks during 1H12
generation on
• Interest on equity amounting to R$ 7.5 million paid in
1H12: January 12
R$ 26.4 million • Cash balance ended the 1H12 totaling R$ 24.8 million
14

15. Consistent recovery in profitability
Net Revenues
(in R$ million)
395 383 398
364
318 319
• Recent commercial achievements will present
major contribution to revenues as of 2013
196
2006 2007 2008 2009 2010 2011 1H12 • Attractive gross profit
• Strong cash generation as measured by EBITDA
Profitability Evolution
• Second year of record net income generation:
(in R$ million)
114.6
106.0 103.3 • Dividend distribution
73.7
• Share buy back program
78.9 78.1
46.3 64.4 65.4 52.1 • Consistent investments
45.5
33.1
22.6 40.5 • Reduction in indebtedness
33.9 17.0
39.3
6.7
13.6
-11.1 -6.3
2006 2007 2008 2009 2010 2011 1H12
Gross Profit EBITDA Net Profit 15

16. CARD3 is traded at inexpensive levels as compared to the market
Net revenue
Gross Margin EBITDA Margin Net Margin
Company name (US$ million- EV/EBITDA P/E
(%) (%) (%)
12M)
10,733.4 69.9 22.2 -4.2 - -
2,203.8 64.4 18.4 8.5 7.6 17.9
1,855.8 - 27.9 13.0 8.3 18.7
Financial Services Average 4,931.0 67.2 22.8 5.8 8.0 18.3
1,690.7 13.5 9.0 0.1 7.0 N/A
Contact Center Average 1,690.7 13.5 9.0 0.1 7.0 N/A
197.3 27.0 18.1 6.5 2.9 6.9
1. Current data: Last 12 months - Last balance sheet and income statement - reference date Aug. 13, 2012
2. Methodology for calculating EBITDA standardized by Economática
16

17. -> strong and consistent operating performance
Average Cardbase
(in million of units)
• Track record of cardbase growth, despite punctual
clients leave;
24.3 23.8 22.9
20.1 20.9 20.6 20.5 • Constant investment in technology and scale lead
19.2
16.4 17.0 to healthy margins;
• Operational leverage gains of scale are shared
with clients to increase loyalty and discourage
competition.
2008 2009 2010 2011 1H12
Registered Cards Billed cards
Gross Revenue Gross Profit and Gross Margin
(R$ million) (in R$ million and % of net revenues)
253.7
240.8 103.3
213.9 221.3 94.3 94.4
156.7 159.2 71.2
116.1 54.4 50.9
44.5
46.3% 46.2%
42.0%
40.4%
37.7% 34.4% 36.0%
2006 2007 2008 2009 2010 2011 1H12 2006 2007 2008 2009 2010 2011 1H12
17

18. -> positioned for profitable growth
Number of Workstations
• Important structural changes concluded in 2011 to
(in units)
strengthen market repositioning;
4,796
4,283 4,225 4,090 4,016
• Effective creation of a business unit;
3,757
3,494
• Dedicated sales team: new offerings and expanded
prospects base;
• Specialized HR professionals: labor intensive activity.
2006 2007 2008 2009 2010 2011 1H12
Gross Profit and Gross Margin
Gross Revenue
(in R$ million and % of net revenues)
(in R$ million)
11.6 11.3
197.6 206.3 8.9
7.6
174.3 177.2 172.7 171.9
2.4 7.2%
8.5%
0.9 7.0%
96.2
4.6%
1.5%
0.5%
-3.2%
-5.4
2006 2007 2008 2009 2010 2011 1H12 2006 2007 2008 2009 2010 2011 1H12
18

19. Consolidated Financial Information
(in R$ million and % of net
revenues) 2006 2007 2008 2009 2010 2011 1H11 1H12
Net Revenue 318.8 318.6 363.7 394.8 383.3 397.6 194.6 195.8
Gross Profit 46.3 45.5 73.7 106 114.6 103.3 47.8 52.2
Gross Margin 14.5% 14.3% 20.3% 26.8% 29.9% 26.0% 24.6% 26.7%
45.4 50.9 71.2 94.3 103.3 94.4 45.6 44.6
Gross Margin 34.1% 34.4% 36.0% 40.4% 46.3% 46.2% 47.0% 42.0%
0.9 -5.4 2.4 11.6 11.3 8.9 2.2 7.6
Gross Margin 0.5% -3.2% 1.5% 7.2% 7.0% 4.6% 2.2% 8.5%
EBITDA 39.6 33.9 64.4 78.9 78.1 65.5 30.3 40.5
Net Profit -16.5 -6.3 9.5 17.9 33.1 22.6 10.3 13.6
Net Debt 59.5 109.1 95.0 55.5 23.8 42.6 52.9 36.1
Capex 28.9 46.9 25.4 40.6 28.5 42.3 24.1 10.8
19

20. High level of Corporate Governance
100% common shares and 40% free float
Novo Mercado (100% tag-along rights; no poison pills)
Majority of independent board members
Fiscal Council
3 members, with 1 appointed by minority shareholders
Solid investor relations culture
Investment by private equity funds since 1997
Well structured internal controls
Stock based compensation plan for executives
Active Sustainability Arm (CSU Institute)
20

21. CSU Executive Board Organizational Chart
Marcos Ribeiro Leite
CEO
Mônica Juarez Soares João Carlos
Molina Gilson Anacristina Wanderval
Ricardo Mary Mizuno + Danilo Engel Matias
IR and Sanches Lugli Alencar
Ribeiro New Business Malker Mendes General COO
Corporate Key Accounts New Products Commercial Commercial
Leite & Marketing Manager CardSystem
Development Director & Innovation Director Directors
CFO Director Director MarketSystem MarketSystem
Officer Card/Acquirer Card/Acquirer
CSU Contact & Acquirer
21

22. Additional Information
Mônica Hojaij Carvalho Molina
Investor Relations
Tel: +55 (11) 2106-3821
E-mail: ri@csu.com.br
Web Site: www.csu.com.br/ri
This material is the property of CSU CardSystem S.A., and any partial or total reproduction without the Company’s written
approval is prohibited. All rights reserved. Opinions expressed in this document are subject to change without prior notice.