Investors Public Meeting December 22, 2016

Agenda 2016 Main Indicators Corporate Structure Geographical Structure Commercial Strategy Operational Indicators Cash Flow Drivers Cash and Debt Entreverdes Urbanismo 2017 Outlook 2

2016 Main Indicators Renegotiation of 90% of the Company’s Debt Duration changes from 10 to 36 months Reduction in Administrative Expenses Reduction of 45% in administrative expenses (100% approach - 9H16 x 9H15) Suspension of Launches Conservative stance with no new launches until economic conditions allow us Focus on Selling Inventory Campaings “Plano QI Rossi” and “Black Friday” Focus on Selling Inventory From Finished Units Finished units represents 60% of gross sales in 2016 Active management of the portfolio and Clients Retention Help our clients obtain finance and retention results Resale of Cancelled Units Resale of 62% of cancelled units in 2016

3

Corporate Structure

Board of Directors

José Paim de Andrade Junior Chairman

João Rossi Cuppoloni

Rafael Rossi Cuppoloni

Vice-Chairman

Effective Member

Eduardo Rossi Cuppoloni Effective Member

Luis de Oliveira Perego Independent Member

Executive Officers

Rodrigo Moraes Martins Sales Officer / CEO

Renato Gamba Rocha Diniz Engineering Officer / CEO

Fernando M. de Mattos Cunha Chief Financial and Investor Relations Officer

4

Geographical Structure Reduced number of markets with launches:

Operations by city

Focus on selling inventory in nonstrategic locations; Cities with history of operations by Rossi Engineering and Rossi Vendas; Concentration in middle and upper income classes; Products with 3 to 4 bedrooms; Resilient demand;

Aracaju

Products R$ 200,000 to R$500,000

Above R$ 500,000

Campinas

São Paulo

Rio de Janeiro

Porto Alegre 5

Commercial Strategy | Rossi Vendas Rossi’s Vendas Share - by year (%) Participação da Rossi Vendas

30,0%

2009

39,1%

2010

48,6%

2011

57,0%

54,1%

2012

2013

67,0%

71,2%

2014

2015

76,9%

2016

Brokers aligned with Rossi guidelines; Lower volume of rescissions;

6

Operating Indicators Gross Sales | R$ MM 449

Gross Sales 3Q16 | Region (% Rossi)

402

102

310

95

257

94

63

347

69

307

3Q15

4Q15 Rossi

Other Regions

228

194

216

1Q16

2Q16

11%

8%

Capital Rossi - Manaus

158

3Q16

15%

Norcon Rossi - Aracaju

Partners

Gross Sales 3Q16 | Construction Stage (% Rossi)

36% 15%

Campinas 15%

11%

São Paulo

Porto Alegre

Finished 29% To be Delivered 2016 To be Delivered 2017 60%

7

Operating Indicators LTM SoS

Quarterly SoS 16.4%

51.6%

3Q15

51.4%

50.6%

4Q15

1Q16

50.2%

2Q16

15.4%

13.9% 11.9%

11.6%

43.8%

3Q16

3Q15

4Q15

1Q16

2Q16

3Q16

Gross Sales by Broker | Strategic Regions 29%

33%

24%

21%

25%

71%

67%

76%

79%

75%

3Q15

4Q15

1Q16

2Q16

3Q16

Rossi Vendas

Other brokers 8

Operating Indicators Cancellation | R$ MM 279

268 75

193

3Q15

211

225

61

59

149

166

197

4Q15

1Q16

2Q16

Rossi

82

203

62% of cancelled units in 2016 were

66

already resold

138

3Q16

Partners

Cancellation 3Q16| Construction Stage (% Rossi)

Cancellation 3Q16 | Region (% Rossi)

4%

Other Regions

8% 7%

39%

Finished

Norcon Rossi - Aracaju

16% 28%

To be delivered in 2016 57%

To be delivered in 2017

Capital Rossi - Manaus São Paulo

18%

Porto Alegre 23%

Campinas 9

Cash Flow Drivers | Engineering Historical Cost to be Incurred | R$ Million 1.382

198

1.071 903

171

720

143

562

114

1.184

900

3Q15

760

4Q15

1Q16

97

Partners

606

464

Rossi

2Q16

3Q16

Reduction in construction works and

# of Construction Sites de Obra # de Canteiros 171 132

198

89

73

59

2009

Increased participation of Rossi

172

103 92

2010

95

2011

83

2012

Engineering;

103 38

79

sites:

58

38

12 65

2013

Significant decrease in delays and 17

46

8 30

1 17

2014

2015

2016

deviations; Greater predictability and control;

Rossi's Construction Sites 10

Cash Flow Drivers | Deliveries Units to be delivered

2016E Deliveries | Region (%) 11% 5%

2017E Deliveries | Region (%) 10% 9%

Non Strategic Region

11%

Capital Rossi

São Paulo Rio de Janeiro

11%

Belo Horizonte

Norcon Rossi

12% 46% 15%

São Paulo

12%

Campinas Porto Alegre

Porto Alegre Campinas

42%

17%

Non Strategic Region

Increase in potential transfers Legacy conclusion

11

Cash Flow Drivers | Transfer Speed Transfer Speed | SoS 1500

30.6%

40,0%

33.6%

31.9% 26.8%

1000

30,0%

Resale of rescissions of finished units

20,0%

Focus on sale of finished units

10,0%

Encourage sales through incentive campaigns for existing clients.

24.7%

500 565

339

260

318

326

4Q15

1Q16

2Q16

3Q16

0 3Q15

Potencial

Potential Transfer :

0,0%

VSO

Cash Inflow | R$ MM 767

157

113 610

3Q15

The reduction of SoS in the third quarter was

578

partially compensated for retaining clients

369

302

109

88

465

4Q15

328

57

261

214

271

1Q16

2Q16

3Q16

Rossi

work force that resulted in the increased of received cash.

Partners

VSO: is measured by the ratio between the volume of transfers and payment settlements during the period and the potential value. Potential: Balance receivable from contracts on units sold, whose projects are already registered (ready for transfer)

12

12

Cash Flow Drivers - SG&A Changes in workforce 3,591

3,646 2,849

2,693

2,294

2,649

1,868

1,500

898

997

981

794

2H13

1H14

2H14

1H15

Administrative

1,727 1,166

1,418

58% drop in administrative workforce since the second half of 2014

1,334

991

915

561

427

419

2H15

1H16

9M16

Construction

SG&A ( 100%) - R$ million 98 86 49

49 3Q15

44

42 4Q15

57

60

29

36

55% decrease in administrative expenses vs. 3Q15;

•

36% drop in selling expenses vs. 3Q15;

53 31

28

23

22

1Q16

2Q16

3Q16

Administrative

•

Selling 13

Cash and Debt 3Q16 Total Debt in 3 approaches - ( IFRS, Dívida 100% and % Proportional) R$ Million 2,666.1

639.8

2,348.7

2,026.3

783.2

SFH

-317.4

1,243.1

Corporate Debt

2,026.3

Total Total Debt 3Q16 IFRS

Non consolidated

Total Debt 100%

Partners

Total Debt (% Rossi) 3Q16

Debt schedule after the negotiation - (IFRS – R$ MM) 677

343 174 42

34 2016

1H17

132 147 132

2H17

1H18

132

2H18

132

1H19

Before negotiation

132

2H19

85

85

85

85

1H20

2H20

1H21

2H21

After negotiation 14

Entreverdes Urbanismo Combines Rossi’s expertise in engineering, infrastructure and buildings; Expertise in developing planned communities; Potential synergy with Rossi Residencial to acquire urbanized multi-family lots; Existing opportunities for development in large unpopulated urbanized sites in metropolitan areas; Headquarters and independent structure with back office support from Rossi.

Landbank| 100% - R$ 4.3 billion (R$ 1.7 Rossi’s share) Canoas 12%

88%

Interior e Grande SP

15

2017 Outlook Focus on the short term More efficient transfer process

Sale of inventories and canceled units

Eficciency in customer retention

Strategic focus Focus on segments and markets with track record

Geographic diversification beyond Rio , São Paulo, Campinas, Porto Alegre, and Aracaju

Simplification of business model and corporate structure

16

IR Team Phone: (55 11) 4058-2003 E-mail: [email protected] www.rossiresidencial.com.br/ri Fernando Miziara Financial and IR Officer IR Team Vitor Alvarez Paula Oliveira