Mexican Delegate Presentations

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Mexican Delegate Presentations
2
Productivity gains and operating efficiencies
allow us to maintain leadership in margins
2Q09
3

• SECTION 1

SummaryIntroduction to Urbi
4
Introduction to Urbi

• Mexican housing industry offers unique
  opportunities for growth
• One of the largest home developers in Mexico
• over 300,000 homes sold since our founding in
  1981
• 2008 42,847 homes sold
• market share approximately 71
• listed on the Mexico Stock Exchange in May 2004
• The leading home developer in one of the fastest
  growing regions in Mexicothe Northern States
• expanding presence in the largest metropolitan
  areas and medium-size cities of Mexico
• Focused on affordable entry-level (AEL) and low
  middle-income (LMI) housing, which represented
  over 92.4 of our revenues in 2008

Note 1 Homes built in the Mexican formal
housing market (Source Conavi).
4
5
Introduction to Urbi (contd)

• One of the most profitable large-scale home
  developers
• 2008 EBITDA1 margin 27.6
• Revenues, EBITDA1 and EPS grew at 19.6, 22.5
  and 13.2 CAGR between 20042 and 2008,
  respectively
• 2008 revenue 17.4
• 2008 EBITDA1 19.0
• 2008 EPS 26.1
• Over 4,516 hectares of land reserves equivalent
  to 6 years of future housing developments, plus
  1,488 hectares of strategic land for
  macro-projects and, over 470 hectares under the
  City Licensee Manager Landowner Partnership
  schemes
• Unique business model, state of the art IT
  platform (UrbiNet) and advanced construction
  technology (UrbiNova) that support scalability,
  efficiency of operations, and profitable growth
• Talented and experienced management team of more
  than 70 executives and managers with 10 to 27
  years of experience

5

• Note
• EBITDA is Operating Income plus Depreciation,
  Amortization and Capitalized Interest.
• Urbis IPO was on May 2004.

6

• SECTION 2

Industry OverviewSignificant Opportunities for
Growth
7
President Calderons Agenda
Creating strong business opportunities through
strategies that foster the domestic market

• Housing National Pact for Housing
• 6 million mortgages in the 6 years of his
  presidency
• Strategy 09
• Budget for Low-Income housing MX180bn
• Program of subsidies MX5.25bn
• SHF funding to Sofoles for homes lt MX300k
• Promotion of DUIS Green Mortgages
• Infrastructure
• investments for the development of self-sustained
  communities
• Tourism
• investments to foster tourist residential housing
  (i.e. American baby boomers)

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8
The Mexican Housing Industry
Strong industry fundamentals
Acute housing deficit

• 4.3 million units accumulated
• Over 850,000 new homes yearly

Strong demographics

• 56.9 of the population is under 30 years of age

Favorable national housing policies

• Designed to achieve sustainable housing growth

Rapid expansion in
mortgage supply

• 20072012 national housing program plans to
  provide 6 million new mortgages

Fragmented industry

• Approximately 3,000 companies that generally
  build 100 to 200 homes annually

Strong opportunities for growth
25 million houses to
be delivered in the next 20 years
8
Source INEGI, Plan Sectorial de Vivienda, Ley
de Vivienda, Canadevi, Softec
9
Rapid Expansion in the Supply of Mortgages
20072012 Housing Program to foster rapid
expansion in mortgage supply

• National Commission for Housing Development
  focused on creating permanent policies with a
  long term vision
• Policies to foster the mortgage-backed securities
  (MBS) market, resulting in the issuance of over
  MX105 billion of MBS since 2003
• Subsidies and co-financing programs to attend the
  housing needs of all income segments
• Additional subsidies for vertical housing,
  eco-technologies, sustainable integral urban
  development (DUIS), etc.
• SHFs increasing focus on saving programs as the
  only viable schemes to attend the self-employed
  population market segment Rent-to-Own and
  AhorraShf
• Creation of subsidies programs to promote the use
  of savings schemes Match workers savings up to
  MX12.8k

2003-2008 CAGR 7.4
735
723
717
678
531
501
SOFOLES
Co-financingApoyo INFONAVIT

• Affordable Entry-Level
• Low Middle-Income

BANKS

• High Middle-Income
• Upper-Income

9
Source Conavi, Infonavit, other
10
Expanding the Traditional Housing Market
The distribution of the housing market offers
many opportunities for growth

• The housing supply has focused mainly on the
  employed market segment with an income level
  between 4 times and 11 times the minimum wage
  (MW)
• Over 50 of the Mexican working population is
  unaffiliated to either Infonavit or Fovissste
• Alternativa Urbi focuses on expanding the
  traditional housing market

Commercial Banks
Alternativa Urbi Program
5
Over 11x MW

• Monthly Payment
• Completed down payment
• Credit scoring

11x MW
4
7x to 10.9x MW
10
4x to 6.9x MW
Alternativa Urbi
4x MW
26
Subsidies
2x to 3.9x MW
55
0x to 1.9x MW
Self-Employed
Employed
10
11

• SECTION 3

Urbis Competitive Advantages
12
Unique Business Model
A flexible and replicable business model
organized around two business areas Housing
Development and Land Development
Organizational Structure
Supervision and Control

• We develop and market our projects through
  Strategic Business Units (SBUs)
• 50 housing SBUs
• 6 land development SBUs
• SBUs are managed as separate profit centers in
  each region
• standardized and easy to replicate
• permit rapid, decentralized growth
• provide value to local customers
• based on synchronized business processes
• leverage our state-of-the-art IT platform

4
5
3
Land Development SBUs (6)
HousingSBUs (50)
6
2
1
7
Business Development
Business Inputs
ConstructionManagement
Business Operations
12
13
Synchronized Operations
Key business processes focused on strict cost
controls, operating margins and working capital
management
Client Production Line
Loan Application
Mortgage
Promotion
Sales Presentation
Prospects Follow-up
Client
Down Payment
Down Payment Collection
Planning
Closing
Land Acquisition Process
Authorization
Land
Urbanization
Urbanized Land
Housing Construction
Permits
Housing Supervision
Home
Home Production Line

• First Mexican housing developer to receive ISO
  9000 Certification

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14
State-of-the-Art IT Platform

• UrbiNet provides high reliability and control
  over operations and information, promoting
  greater efficiency and scale

• UrbiNets capabilities
• provides detailed, real time operating and
  financial information
• improves operating efficiency
• ensures high quality standards
• supports replicable growth
• ability to connect any SBU within 10 weeks
• UrbiNets objectives
• margin expansion
• working capital improvement
• decentralized growth

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15
Ability to quickly adapt product mix to market
conditions
Quality homes at competitive prices under the
single Urbi VidaResidencial concept
Affordable EntryLevel and Low MiddleIncome
UrbiQuinta Montecarlo
MX384,000 (US29,135) to
MX688,000 (US52,200)
UrbiVilla Del Rey
Up to MX384,000
(US29,135)
(1) HMI UI High Middle Income and Upper
Income AEL LMI Affordable
Entry-Level and Low Middle Income

• Focus on homes with values under MX583k
• Pricing driver based on subsidies, co-financing,
  Infonavit, Fovissste, SHFs programs

UrbiClub San Pedro
More than MX1.3 million
(US98,634)
UrbiHacienda Balboa MX688,000
(US52,200) to MX1.3 million
(US98,634)
High MiddleIncome and UpperIncome
15
Note Exchange rate MX13.18/US1(June 30th, 09)
16
Maximizing the use of Construction Technology

• Outinord Urbi Adjustable steel-mold technology
• Low rise building with homes of different values
  and characteristics
• Product mix versatility for the 2 biggest
  unattended market segments
• Housing of MX195-262k Infonavit or SHF mortgage
  subsidies (Medium size cities)
• Housing of MX350-583k Hipoteca Total
  Infonavit Banamex (Metropolitan areas)
• Standardization and flexibility for different
  markets
• Over 9 mixes and 13 different products
• Volume and Speed
• Full capacity production line 12 molds 3
  cranes 24 homes/day
• Profitability
• 11 lower cost than traditional
  construction-molds technology
• Better use of land
• Maximizes the return on investment for molds and
  technology
• Quality

16
17
Maximizing the use of Construction Technology
246,000
246,000
195,000
195,000
262,000
262,000
262,000
262,000
17
18
Maximizing the use of Construction Technology
350,000
450,000
420,000
530,000
530,000
583,000
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19
Strong Geographical Diversification
Geographical Diversification and Land Reserves

• Land reserves represent approximately six years
  of future operations
• 4,516 hectares equivalent to 244,925 potential
  units
• 1,488 hectares of strategic land in
  macro-projects for housing, commercial and
  industry purposes
• Over 470 hectares of land under the Landowner
  Partnership scheme (Out-of-balance)
• mortgage commitment backlog of 42,313 homes

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20

• SECTION 4

Strategy 2007-2011 Strengthen our Leading
Position
21
Strategic Priority Sustainable and Profitable
Growth
Strategic Goals
Strategy
Business Lines
Revenues 2009e
98 2011e 92

• Growth
• Continue to grow at a higher rate than the
  industrys average

Housing Development

• Current housing development
• City licensee managers and landowner partnership
• Residential tourist housing
• Low-rise residential housing

• Profitability
• Maintain our position as one of the most
  profitable companies in the sector

Strong and vigorous growth in the housing sector

• Clients
• Achieve highest client satisfaction

Housing Related Activities

• Human Capital
• Be chosen as the best employer in the sector

Revenues 2009e
2 2011e 8

• Land for commercial purposes
• Large scale master planned projects
• Housing furniture and equipment
• Financial services

• Community
• Promote initiatives to foster social,
  environmental and economic prosperity

21
22
Geographical Expansion Model


Urbis Strengths

• Proven and successful business processes
• Brand name
• Financial support
• Corporate alliances
• UrbiNet
• UrbiNova

Enhance the profitable growth of our
business in
medium-sized cities with unattended low-income
markets
22
23
Long-term urban development planning
New expansion strategy for principal metropolitan
areas

• 4 levels of urban development planning in Mexico
• Consistent with initiatives adopted by the
  federal government, we are planning
  infrastructure investments in large scale master
  planned communities
• to serve the low-income segment at a massive
  scale
• channel public and private investment to promote
  the development of socially, environmentally and
  economically sustainable urban communities
• Minimize own working capital investments by
  maximizing public investment in infrastructure

1
Urban City Development Plan
2
Partial Area Development Plan (Quiet
Options)
3
Master Planned Community
(Land Reserve)
4
Housing Developments
23
24

• SECTION 6

Conclusion
25
Investment Highlights
Mexico

• Not immune to the external economic pressures,
  but more prepared than ever to confront the
  current macroeconomic downturn

Industry

• Long-term sustainable growth thanks to the
  resilient nature of the main mortgage providers
• Strengthened by unprecedented program of
  subsidies

Urbi

• Above the industrys average growth and
  profitability
• Efficient and expandable business model supported
  by a talented management team, UrbiNet and
  UrbiNova

Long-term shareholder value creation
25
26
For further information, please contact
Antonio Jorge Investor Relations Officer
URBI Desarrollos Urbanos, SAB de CV Río Danubio
109, Colonia Cuauhtémoc 06500 Mexico City Tel
52-55-11020390 ext. 10724
antonio.jorge_at_urbi.com www.urbi.com
26
27
Disclaimer
This document contains forward-looking statements
about the Companys future financial position and
results of operations its strategy, plans,
objectives, goals and targets future
developments in the markets where it participates
or intends to participate and other pieces of
information that are not historical facts. These
forward-looking statements are based on numerous
assumptions, plans, intentions and expectations
of the Company's management, and involve known
and unknown risks, uncertainties and other
factors, some of which are beyond the Companys
control. They shall not be interpreted based of
past trends and activities, as if they will
continue in the future. Such forward-looking
statements speak only as of the date of this
document. The use of registered trademarks,
commercial trademarks and logos or photographic
materials within this document are exclusively
for illustrative purposes and are not meant to
violate the rights of the creators and/or
applicable intellectual property laws.
27
28

• Questions

29
SERRANO ARQUITECTOS Y ASOCIADOS S.C. MEXICO.
Av. Nuevo Leon No. 66 primer piso, Col.
Hipodromo Condesa, Del Cuauhtemoc, C. P.
06100 Mexico City, Mexico Tel. [phone]
/ 52 (55) 52866141, fax [phone] e-mail
serranoarqs_at_prodigy.net.mx website
www.jfranciscoserrano.com.mx
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TERMINAL 1
TERMINAL 2
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• QUESTIONS

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2009
84
Table of contents
HISTORY, MISSION VALUES
SAFETY QUALITY
SOCIAL COMMITMENT
BUSSINES LINES
2009
85
HISTORY, MISSION VALUES
2009
86
History, Mission Values

• HISTORY
• Founded in 1944 by Antonio Gutierrez Prieto, and
  Antonio Gutierrez Sola, Gutsa has developed into
  a company committed with the profound
  transformations of Mexico, contributing with the
  growth of the country. Since its creation we have
  participated actively in the most important
  economic sectors.
• MISSION
• To be a Mexican enterprise group, Ethic,
  Dynamic, Productive and Creative. Always looking
  to increase its patrimony. Able to keep a strong
  and consolidated growth, with the complete
  satisfaction of its clients, the total
  development of its employees and the fulfillment
  of its commitments with God, Mexico and the
  society in general.
• VALUES
• Ethic, Loyalty, Creative, Integral Development
  of its People, Service, Social Commitment,
  Productivity and Quality Assurance.

2009
87
2009
88
Safety Environment
ZERO ACCIDENTS
2009
89
Quality Assurance
It is Gutsa - PDIs policy, to look after the
Quality Assurance Rules and the Continuous
Quality Improvement in the total execution of
projects and services trough Team Work in order
to attain the Complete Satisfaction of its Clients

• ISO 9001 (Quality)
• ISO 14001 (Environment)
• OHSAS 18001 (Safety)

2009
90
SOCIAL COMMITMENT
2009
91
Social Commitment
NATIONAL DISASTERS
EDUCATION
HEALTH
2009
92
BUSINESS LINES
2009
93
Business Lines
CONSTRUCTION
2009
94
Construction
GENERAL BUILDING
INDUSTRIAL
TRANSPORTATION

• Commercial Offices
• Convention Centers
• Commercial Centers
• Health Care
• Government Offices
• Residential
• Hotels
• Recreational Centers

• Highways
• Bridges
• Airports
• Tunnels
• Mass Transit Rail
• Marine Works

• Manufacturing Industrial Process
• Energy

WATER

• Waste Water Treatment Desalination
• Sanitary Storm Sewers
• Dams Reservoirs
• Water Transmission Aqueducts

2009
95
Construction
GENERAL BUILDING
2009
96
Construction
GENERAL BUILDING
2009
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Construction
GENERAL BUILDING
2009
98
Construction
GENERAL BUILDING
2009
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Construction
TRANSPORTATION
2009
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Construction
TRANSPORTATION
2009
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Construction
TRANSPORTATION
2009
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Construction
INDUSTRIAL
2009
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Construction
INDUSTRIAL
2009
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Construction
WATER
2009
105
2009
106
INMEXES REAL ESTATE DEVELOPMENT
PROMODINAMICA
107
PROMODINAMICA

• Over 30 years of Experience in development,
  operation and investment in the Real Estate
  market in Mexico.
• Experience in multiple Sectors
• Housing more than 32,000 units.
• Shopping Centers 4.8 Million of Sqft.
• Office 1.5 Million of Sqft built and
  commercialized.
• Convention Centers More than 550,000 Sqft
  built and operated.
• Hotels Raised the required capital to
  privatize, manage, remodel and expand to more
  than double the first government owned 5 star
  Hotel chain.
• Funding strategies through debt/equity swaps,
  with European banks participation, private
  placements and hotel management companies direct
  equity totaling USD 600.00 Million to develop,
  as well as, purchase and remodel fourteen 4 5
  star units of the Intercontinental HOTELS.
• Industrial, Parking Facilities
• Complementary expertise
• Development and construction capabilities.
• Sales and Marketing.
• Administrative and regulatory Know-How.
• Property Management.

108
DEMEVI LOW INCOME MID LOW INCOME HOUSING
PROMODINAMICA
109
PROMODINAMICA
110
PROMODINAMICA
Low income Housing Developments inTapachula
Chiapas
111
PROMODINAMICA
Low income Housing Developments in Aguascalientes
Morelia
112
PROMODINAMICA
Arcos de las Fuentes Development In Coacalco
State of Mexico 600 Units
113
PROMODINAMICA
Low income Housing Villas de Loreto Tultepec, Edo
Mex.
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PROMODINAMICA RETAIL DEVELOPER OPERATOR
PROMODINAMICA
115
PROMODINAMICA
Gallerias Aguascalientes
Plaza Las Animas Puebla
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PROMODINAMICA
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PROMODINAMICA
Centro Comercial El Dorado SLP
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PROMODINAMICA
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UNIQUE LAND DISCOVERIES HOTEL RESORT DEVELOPER
PROMODINAMICA
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PROMODINAMICA
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PROMODINAMICA
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PROMODINAMICA
123
PROMODINAMICA
124

• QUESTIONS

125
GIA Group Company Presentation
126
Index
Summary Groups Business Units GIA Building
Construction GIA Industrial Construction GIA
Architecture GIA Engineering GIA Interior
Construction GIA Value Story GIA Team
127
Summary

• Founded in 1996, GIA is a group of companies
  dedicated to offering turn-key solutions for the
  construction industry as well as development of
  real estate and infrastructure projects in
  Mexico.
• With a successful track record of more than 350
  projects throughout its history, today the
  company has 230 permanent employees and annual
  revenues of more than US 100 million.
• The company has three main business units
• Service companies
• Architectural structural design,
• Interior construction,
• Building, housing, and commercial construction
• Industrial construction
• Infrastructure construction
• Residential housing development
• First home
• Second home
• Infrastructure development

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Business Units
GIA Service Companies
130

• This division is focused on building
  construction, typically acting as general
  contractor. Building types include office
  buildings, housing projects, hotels, hospitals,
  etc.
• Our team has an average experience of 21 years
  working within this sector.
• The company is formed by 55 professionals that
  have successfully completed major construction
  projects throughout the country.
• In 2007, we made a co-investment in GIA - Blaco
  Maquinaria, a construction equipment leasing
  company.
• We produce and supply our own concrete through
  our affiliate company GIA Ramco.
• Following are examples of some of our projects

131
WalMart H.Q. Mexico City
132
Torre Blanca Building Mexico City
133
Los Veneros Resort Project Punta Mita Nayarit
134
Cananea Housing Complex Mexico City
135
Real 8 Housing Complex Mexico City
136
ACURA Car Dealership Mexico City
137
Phase II Torre Mayor Mexico City
138
Business Units
GIA Service Companies
139

• This division was created in 2006 and is focused
  on design-build services for the industrial
  construction sector (e.g. industrial parks,
  factories, warehouses, commercial areas, etc.).
• Our team of professionals has an average
  experience of 20 years in this sector, and has
  completed a series of major construction projects
  throughout the country.
• GIA Industrial signed a strategic joint venture
  with The Haskell Company from Jacksonville,
  Florida, a leading service company in the design
  and construction market in the United States.
• Following are examples of some of our projects

140
El Cortijo Shopping Center Ciudad Juárez
141
WalMart Supercenter
142
Other projects

• Cinépolis, Cd. Juárez.

• Bodega Aurrera, Morelia.

• Suburbia, Durango.

• Famsa, Cd. Juárez.

143
Business Units
GIA Service Companies
144

• These business units are focused on the execution
  of architectural and structural designs for
  construction projects .
• We work mainly with real estate developers,
  designing housing projects, corporate offices,
  retail, hospitals, stadiums and shopping malls.
• We have continued our work within the automobile
  dealerships market, designing and supervising the
  work execution for different manufacturing
  plants.
• These divisions are integrated by 30
  professionals.
• Following are examples of some of our projects

145
Design
Millet Res. Town Houses
Moliere Housing building
Cuernavaca, Cananea
Puebla, Angelópolis
El Dorado, Shopping Center
Chivas Stadium
Toyota Universidad
Punta Norte
Torre Blanca
Lincoln, Volvo, Land Rover
Querétaro, Balvanera
Pueblo Náutico
Unión Fenosa H.Q.
Jose M. Rico bldg.
Terralta Housing Development
Texas Building
Krispy Kreme, Mex.
Entre Muros Res. Houses
Real 8 Housing Bldg
Moliere housing building
FAW, Prototype
Acura Pedregal
Volvo Polanco
Cobre housing bdg.
146
Business Units
GIA Service Companies
147

• This division participates as investor,
  developer/project manager in housing projects
  throughout Mexico
• Our operating platform is structured in order to
  attend the mid and residential market segments
  through two business units
• First Homes Mainly for Mexican nationals (avg.
  US/unit 100K to 300K)
• Second Home. Mainly for foreigners (avg.
  US/unit 250K to 600K)
• GIA Housing development has a co-investment
  agreement with OConnor Capital Partners from NY.
• Current backlog includes the development of more
  than 1,200 housing units throughout 6 States.
• Investment strategy is focused on opportunistic
  and unique project selection, where mid to large
  scale, master planned, life-style, mixed use
  projects can be developed.
• Following are examples of some of our projects

148
Projects
Terralta, Metepec
Da Vinci, D.F.
Millet, D.F.
La Reserva, Querétaro
Punta Norte, Edo. de Mex
Poussin 10, D,F,
José Ma. Rico, D.F.
Río Tiber 90, D.F.
Texas 122, D.F.
Angelólpolis, Puebla
Calle 5, D.F.
Cananea, Cuernavaca
Quinta Gpe., Cuernavaca
Pueblo Náutico, Pto. Vallarta
149
Business Units
GIA Service Companies
150

• Recently created division focused on capturing
  infrastructure development opportunities in
  Mexico
• GIA Infrastructure acts as investor and project
  manager
• Operational platform includes the following
  services deal sourcing, under-writting,
  financial structuring, project management,
  start-up, facility/asset management and
  operation.
• Project types hospitals, educational
  facilities, toll roads, water treatment plants,
  etc
• Various JVs with strategic operational and
  financial partners are in process
• Currently, this division is evaluating a project
  pipe-line exceeding US800 million in investment.

151
Business Units
GIA Service Companies
152

• This division is focused exclusively on interior
  construction work for corporate offices, hotel
  and retail (e.g. mechanical, electrical,
  plumbing and hydraulic installations, voice and
  data frameworks, air conditioning, dry walls,
  flooring, mill work, glass and glazing, false
  ceilings, etc.).
• We have built over 11 million sq. ft of interiors
  throughout the country.
• The essence of our work are
• Quality
• Cost
• Time
• Our team has an experience of more than 15 years
  in this sector.
• Revenues from this division in 2007 were US36
  Million

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• Experience in remodeling projects that continue
  in operation. Examples are
• American Embassy
• Hotel Emporio Reforma Mexico City
• American Express
• Church of Jesus Christ of the Last Days Saints.
• Vast experience in working in projects where
  specifications, submittals and architectural
  documents are developed as construction advances
  (Design built).
• Experience in working with ecological
  certifications such as LEED (Leadership in
  Energy and Environmental Design).
• Priority given to Safety
• Management team is formed by 50 professionals.
• Following are examples of GIAs Interior
  Construction quality and craftmanship in various
  projects

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More than 60 satisfied triple A customers

• Hotel Emporio
• Mancera Ernst Young
• Direct TV
• Bank of America, México
• McCann Erickson
• Chase Manhattan Bank
• LCA Capital
• ATT Main Offices
• Xerox
• Syngenta
• IXE
• Iglesia de Jesuscristo de
• los últimos días

• Marriott
• HSBC Call Center
• Santander Serfín Call
• Center
• Daimler Chrysler
• Adidas
• Revlon
• WalMart HQ
• Becton Dickinson
• Abbott
• Mabe
• Young Rubicam
• Nextel
• Avon HQ
• Pepsico HQ
• Abbott Laboratorios
• Ely Lilly
• Avon
• Movistar

• HSBC HQ
• EADS, Air Bus HQ.
• Krispy Kreme,
• Honda
• Kinkos
• Roche Syntex
• Peugeot HQ
• Audi
• VW
• AIG
• Toyota
• Sony HQ
• Bankboston de México
• Serono de México
• Volvo HQ
• Procter Gamble
• Unión Fenosa
• CitiBank, México
• Avantel

161
GIA Driving Principles

• Proven experience
• Unyielding integrity
• Financial strength
• Environmental and safety consciousness
• Lower cost structure
• On time delivering commitment
• High quality work
• Experience in Green Building construction process
• Stable presence in the market

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