Antonio Macias Valdes, Senior Manager KPMG US Bogota D.C., Colombia G L O B A L T R A N S F E R P R I C I N G S E R V I C E S T A X Política de Precios de Transferencia y el impacto en el cumplimiento del Principio de Valor de Mercado: Experiencias en Latinoamérica

2 CUALQUIER CONSEJO EN IMPUESTOS DERIVADO DE ESTA COMUNICACIÓN NO FUE ESCRITO POR KMPG PARA SER USADO, Y NO PUEDE USARSE POR NINGÚN CLIENTE, PERSONA O ENTIDAD CON EL PROPÓSITO DE (i) EVITAR SANCIONES QUE PUEDAN SER IMPUESTAS SOBRE CUALQUIER CONTRIBUYENTE O (ii) PROMOVER, COMERCIALIZAR O RECOMENDAR A OTRAS PARTES ALGUNO DE LOS TEMAS AQUÍ TRATADOS.

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Agenda  Estructura de Negocios de Empresas Multinacionales  Ciclo de Precios de Transferencia  Política de Precios de Transferencia  Incorporación de Política de PT en la Documentación Comprobatoria 3

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Modelo de Negocios y PT Precios de Transferencia catalizador en el modelo de negocios Casa Matriz Manufactura Comercialización R&D Distribución $ $ $ $ $ Determinar el PT en cada transacción PT – Distribución de utilidad de acuerdo a las funciones, activos y riesgos de cada entidad El resultado se encuentra soportado por sustancia económica

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Ciclo Económico de los Precios de Transferencia Estrategia de negocios global Cumplimiento Global y gestión de las controversias DRAFT

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Efectos de Estructura de Negocios en Latinoamérica  Casa Matriz – Toma de Decisión de modelo de negocios y la Política de PT  Subsidiaria – Política y modelo de negocios definido por Casa Matriz  El 85% de las empresas en los países de Latinoamérica son empresas subsidiarias  Casa Matriz enfocada en los activos intangibles no rutinarios  El incentivo de cualquier ente económico racional es dejar la utilidad mínima justa en las empresas subsidiarias, ceteris paribus, la tasa fiscal es la misma que la Casa Matriz. 6

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Relación entre Operación Intercompanía y Actividad  Determinar las operaciones intercompanía – Depende del tipo de industria y la actividad que realizan Distribuidor- importación de producto terminado Planta eléctrica- Management o technical fee  Relación entre la operación intercompanía y la actividad de la subsidiaria – Diferente actividad relacionada con operación intercompañía Importación producto terminado- actividad de distribución Exportación de producto manufacturado localmente- manufactura Sin relación a actividad de empresas- préstamo intercompanía – Análisis transaccional 7

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Historia de Política de Precios de Transferencia en Latinoamérica  Precios de Transferencia en Latinoamérica – Inicios de PT en Latinoamérica (1997) Estados Unidos y Reino Unido con obligación de Documentación Políticas de Precios de Transferencia basada principalmente en Precio de Reventa o Costo Adicionado Determinar margen bruto – Evolución de PT en Latinoamérica (2003 en adelante) TESCM-Modelo de Negocio de Acuerdo a la Cadena de Suministro de Valor Modelo de Negocio basado en Distribuidores de Riesgo Limitado, Manufactura por Contrato y Prestadores de Servicios Política de Precios de Transferencia basada en determinar utilidad operativa constante o “full cost markup” 8

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Efectos de la Política de PT en la caracterización de la entidad local  La Política de PT va determinar la caracterización y el perfil de y utilidad de la entidad local  Ejemplo Distribuidor (Importación de Producto Terminado) – Costo Adicionado de Manufacturero Para el distribuidor el precio va ser un precio determinado sin importar las circunstancias locales –Costo = 10 –Política = Costo mas 5% –Precio de transferencia = 10.5 –Las ventas del distribuidor = 15 –Gastos Operativos = 4.0 –Utilidad operativa = 0.5 –Margen Operativo = 3.3% – Durante 2009 el volumen de las ventas disminuye 10% Ventas = 13.5 Margen operativo = -7.4% 9

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Efectos de la Política de PT  La Política de PT basada en Método de Reventa – Margen de Reventa de 30% (Margen Bruto) – Margen Operativo= 3.3%  Disminución de Volumen en 10% – Precio de Transferencia = 9.45 – Margen Operativo = 0.3%  Política de PT igual al 3.3% de margen operativo  Efecto en disminución de Volumen del 10% – Precio de Transferencia = 9 – Margen Operativo = 3.3% 10

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. De que depende Política de PT?  Principalmente la Política de PT va depender del perfil de riesgos, activos intangibles no rutinarios y actividad  Activos Intangibles no Rutinarios – Normalmente la entidad con activos intangibles va ser la entidad con mayores riesgos definidos por naturaleza del modelo de negocios  Perfil de Riesgo – Determina el tipo de política intercompañía – La entidad libre de riesgo o con menores riesgos va ser la que va ser la parte implicada o analizada – Tipo de Riesgo va variar de acuerdo a las desviaciones en la política de PT Ejemplo manufacturero por contrato –Política = Costo Adicionado –Asume riesgo de eficiencia de producto –Basado en la estimación de los costos a inicio de año y no en los actuales  Actividad – Benchmark con entidades comparables Distribución 3% MO Manufacturero por contrato = 5% full cost markup Prestador de Servicios = 5% full cost markup 11

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Siempre se puede ser un Distribuidor de Riesgo Limitado  Activo Intangible no Rutinario – Dueña del activo intangible no rutinario – Como se define un activo intangible no rutinario? – Depende de la industria, value drivers de la empresa y circunstancias del país local – Normalmente la entidad con activos intangibles va ser la entidad con mayores riesgos por naturaleza del modelo de negocios  Decisiones Estratégicas – Si el distribuidor toma todas las decisiones estratégicas – Riesgo depende de toma de decisiones  Cambio de Política de PT en el Tiempo – Depende de las circunstancias especificas 12

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Implementación de la Política de PT  Razones por la que la Política de PT no sea consistente con el resultado Final – Falta de Conocimiento de la Política de PT – Falta de sistemas de IT que puedan implementar la política de PT – Falta de comunicación para incorporar variables que cambien la política de PT – Riesgos no establecidos en la política – Incapacidad de realizar ajustes por restricciones locales – Información de Management vs Fiscal Local GAP – Ajustes final de año 13

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Análisis de Documentación  Documentación – El análisis de documentación se realiza una vez que los hechos y circunstancias ocurrieron y los riesgos se materializaron  Política de Precios de Transferencia – Se determina antes que los resultados y los riesgos se materialicen. – Los precios de transferencia se determinan antes de iniciar una transacción intercompañía consistencia con Arm Length  Obviar Política de Precios de Transferencia puede llegar a causar doble tributación y ajustes posteriores con Autoridad Competente  Como se puede incorporar análisis de Política de PT en la documentación comprobatoria 14

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Análisis de Política de PT  Metodología para Analizar Política de PT – Política consistente con el modelo de negocios – Fluctuación intertemporal de Política – Relación de la política actual con cada uno de los riesgos – Métodos y sistemas para asegurar que política se cumpla al final del ejercicio – Circunstancia que determinaron cambio en el precio de acuerdo a la política de PT – Ajustes de precios debido a política – Resultados ex ante y ex post  Documentación para Soportar Política de Precios de Transferencia – ¿La política es un contrato intercompanía? – Contrato intercompanía relacionado a la operación intercompanía – Análisis preliminares sobre la que se baso el precio de transferencia bajo la política de PT – Estado de Resultados Pronosticados 15

© 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered. Reflexiones Finales  Los modelos de negocios tienen cambios dinámicos y estos deben de ser considerados en el principio de valor de mercado  Política de PT como eje de la determinación del PT  Falta de Incorporación de las Políticas de PT en documentación y auditorias de PT  Empresas Comparables y Rangos Intercuartil como una simple herramienta para el complimiento del valor de mercado  Análisis y acuerdos de modelo de negocios y resultados controlados  Discusión y análisis profundos sobre la consistencia entre modelo de negocios, caracterización de la entidad, hechos y circunstancias y la política de PT 16

17 Contacto de expositor Antonio Macias Valdes Senior Manager KPMG Los Angeles (213) All information provided is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. © 2010 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the KPMG logo are registered.