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Ströer SE & Co. KGaA

Investor Presentation • Oct 7, 2021

417_ip_2021-10-07_5781984d-58bd-4c3e-957d-d24c246a7454.pdf

Investor Presentation

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Ströer Capital Markets Day

Hamburg, October 7th, 2021

Agenda

01

Review

Building an OoHMedia companyfor the digital age

02

OoHDigitisation of our infrastructure and midterm prospects

03

PlusDigital & Dialog Media: Synergies driving OoH growth

04

Extra ValueValue crystallization of DaaS & E-Commerce: Statista & Asam

05

ESG & FinanceImproving structures, becoming sustainable & more efficient

06

ConclusionAll relevant growth and cash levers under our control

THE OOH MEDIA COMPANY FOR THE DIGITAL AGE

Simple Old World: Media Channels operating in Silos

Media separated by (physical) Distribution Channels

But Digital is not another Silo: It has changed the Rules of the GameNew Opportunities and Risks for Business Strategies

Traditional Model vs. Media Companies in a Digital World

Significantly changing Success Criteria

"Offline World": Media in Silos

"Digital World": Integrated Media

Market Share within Media Silo and Number of Players in Silo

Total Media Market Position and Performance against Digital KPIs

Traditional Model vs. OoH in a Digital World

We have given a clear Answer for our Company

"Offline World": Media in Silos

"Digital World": Integrated Media

Pure Play OoH Company

OoH Plus: 4 Key Areas of Synergies to drive OoH Growth

Incremental Value for Advertisers and Municipalities/Landlords

Milestones of Ströer's M&A Journey & Strategic Development Transformation from "OoH only" to "OoH PLUS"

Our Company Purpose: Connecting Brands with Consumers

Core OoH Business & supporting Marketing/Sales Solutions

Ströer: Top 3 German Marketing Partner for Advertisers

Best prepared to fully access local and national Clients

Ströer amongst leading OoH Companies Worldwide But with a unique Approach to OoH and a clear One-Market-Focus

Sources: JCDecaux, statista; Sales in million USD 2020 12

Our Strategy clearly pays offProofs of Concept from the last Decade

Proof of Concept (1): Extremely robust and stable Growth

Pre-Pandemic 27 Quarter in a Row

Proof of Concept (2): Sustainably outperforming the Ad IndustryRobustness despite Rise of Global Platforms and the Pandemic

Source: 1Nielsen Media Research, gross advertising without advertising mail 2Ströer Data *OoH incl. billboard, Transport media incl. Public Video and Infoscreen, At-retail-media incl. Mall Video, Ambient media

Proof of Concept (3): Constant ROCE ImprovementsInvestments attract a high Return on Capital Employed

CommentROCE Development over Time*

  • ROCE is a central KPI for the Management Board and stands at 20.0% end of 2019
  • Investments lead to an additional Capital Employed of approx. 600 m€ since 2013
  • With additional EBIT adj. of 196 m€, ROCE could be increased by 9.8 ppts from 10.3% to 20.0% in 2019

Proof of Concept (4): Best in Class in OoH, Digital & Dialog Media

Strong stand alone Performance vs. Pure Play Peers

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* Pre Pandemic 1) JC Decaux, Lamar, Outfront, OoH Media, APG 2) Criteo, Fluent, NY Times, News Corp., Axel Springer 3) Teleperformance, Capita 17

Proof of Concept (5): Taking our OoH Business to a new Level

Business Diversification was obviously a real Catalyst for OoH

Ströer OoH Media Segment (like-for-like)

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Source: Company data 1) w/o OoH Turkey / IFRS 16 18

Proof of Concept (6): DaaS & E-Commerce

Non-Core M&A Commercially extremely successful

Strong financial performance

Fast growing G-Beauty Brand with high profitability

Strong growth during Corona crisis fueled by significant growth in e-commerce

Innovation in all relevant beauty categories form international best sellers

Revenue2016 20182017 2019 2020 2021e 4x~100 m€74 m€Ströeracquisition

Strong financial performance

  • Strong financial performance with at least 25% y-o-y growth since acquisition
  • Increasing revenue per customer with powerful product extensions
  • Accelerated performance during crisis and post pandemic

Ströer amongst leading OoH Companies Worldwide Our KPIs within the competitive Landscape

Organic Revenue Growth (5 Year Average 2016A - 2020A) vs. Adj. EBITDA Margin (5 Year Average 2016A - 2020A)

Source: Public company filings, company information, IBES, broker research. Note: EBITDA margin for Outfront Media based on operating income before depreciation, amortization, net gain (loss) on dispositions, stock-based compensation, restructuring charges and loss on real estate assets held for sale. 2 Includes Lamar Advertising, Outfront Media, APG I SGA (Organic revenue growth for 2018A, 2019A and 2020A only). 3 Organic revenue growth based on 2018A, 2019A and 2020. 4 EBITDA margin based on operating income before depreciation, amortization, net gain (loss) on dispositions, stockbased compensation, restructuring charges and loss on real estate assets held for sale.

Valuation Comps

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… AND A PLATFORM FOR FURTHER GROWTH

Agenda

OOH MEDIA#CONSOLIDATED MARKET#UNIQUE ASSET QUALITY#DIGITAL ROLLOUT#SMBs + PROGRAMMATIC#FAST FORWARD GROWTH

D-OoH: Broadcasting Brand Messages broad & fast

FC Bayern announces new Kimmich Contract

#The club has communicated the contract extension of J. Kimmich exclusively via own Social Media channels and Public Video

Only about two hours after the announcement of the contract extension by a press conference on August 23rd, the corresponding spot was shown exclusively on all our Public Video Screens in Munich: Roadside Screens, Mega Visions, Station Video, Mall Video, Infoscreen, Subway and Metro.

OoH: Anchoring Digital Brands in the Real World

Global Platforms & Digital Businesses use OoH as Core Advertising Channel

Delivery Services*:

Source: Nielsen Media Research, gross advertising spend, *advertiser: Delivero Hero Germany, Flaschenpost,

Omnipresent public Ströer Touchpoints

Premium Assets and superior Monetization

Number of classic and digital poster media 2020; source: Fachverband Aussenwerbung, as of January 31, 2021. * ZAW: Net OoH Market 2020 988m€ / Sröer German OoH Revenue 621m€ (of total 656m€ OoH segment) 27

Extremely diversified Contract Portfolio

Almost no midterm Cluster Risks & high Market Entry Barriers

Source: Ströer data, total Inventory

Communal Advertising Rights robust and stable

Development of Top 22 Cities (Ströer with ~ 1,000 Municipality Concessions)

Active municipal marketing rights | City overview from 300,000 inhabitants

* Mega-Light contract: sales largely compensated by assets on private and train station ground; since 2020 via sub-license back in Ströer portfolio

Omnipresent public Ströer Touchpoints

Leading OoH Company in Germany across all Segments

Ambient [~70%]Great Visibility at Points of Interest

Retail [47%]The last Ad Contact before Purchasing at the POI

Transport [86%]Inspiring Commuters

Roadside [53%] Broad Reach in dense Traffic

Detailed Picture of current (classic) Roadside OoH Market Digitisation Potential for Premium Sites is defined by existing Contracts

Source: gross advertising spending Nielsen Media Research OoH & Ströer gross sales, full year 2020 * incl. Premium-City-Light-Poster 35

Top 1 Player within almost all D-OoH Environments

Share of Screens, in %

36

Source: Digital Street: OoH Magazin 2021 Input FAW, number of screens, 31.01.2021, Digital Station and Mall: overview D-OoH screens, Digital Media Institute (DMI), Digital Station including Infoscreen

(D)OoH Market Summary Germany

The ideal Launch Pad for the next Level Digital Rollout of Ströer

  • Consolidated market, diversified rights and longterm secured premium assets
  • Relatively low D-OoH penetration (approx 17% of total OoH market*)
  • Ströer with unique & exclusive (indoor) Public Video proposition
  • Yet under-developed digital Roadside market with roughly 9,000 relevant locations for digitization midterm (~5-7 years)
  • Ströer has contracted ~80% of those key locations

* Estimated net revenues according to ZAW/FAW 2020/2021 without POS/Retail barter volumes 37

Public Video: Taking our Product to the next Level

Midterm Rollout Plan with clear Focus on Roadside (current Projections)

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Public Video: Taking our Product to the next Level

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Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Hamburg Downtown

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Cologne

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Cologne Downtown

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Essen

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Essen Downtown

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Bonn

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

Example: Digitisation in Bonn Downtown

Incremental Inventory pushes Reach beyond Performance of Local Print Products

*Estimated Screens

OoH Media with diversified Revenue Streams

i.e. Local Salesforce & Programmatic Setup with unique Profile

Roadside Screens with Bottom-up Development in the last 5 Years

Local Sales Approach maximized Monetization of Digital Roadside Assets

Excursus: Schematic Cost/Revenue Run Rates of Local SalesExample of a New Salesperson over 4 Years and Ø 2 Year-Advertiser-Contracts

Sales & Revenue Run Rate (Ø 2-year-client-contract)

Investmentsin Local Salesforce Development

  • on average 6 months investment in recruiting & training and 3 months base salary before the first revenue is generated
  • on average roughly 18 months to get sales performance to expected annual target run rate
  • on average 2.5-3 years to close the gap between sales and revenue (based on average 2-year-contracts)
  • constant and active management of salesforce churn

Long-term Benefits of Local Salesforce

  • Constantly growing recurring revenue fueled by many small tickets
  • Less price sensitive customer structure
  • Based on low churn of advertisers and salespeople: low(er) cost for contract renewels

Revenue Stream per Sales Channel: Public Video & Roadside Screens

Currently complimentary or contrastive Monetization Model

* Revenue mix across the different regional/national sales channels.

Increasing Programmatic Public Video Share

Massively accelerating Dynamics for 3 Years

Digital Roadside Rollout delivers new Level of D-OoH Product

Relevant Reach in major Cities delivering "Stand alone Quality"

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Current Economics of Traditional Scroller vs. Roadside ScreenHigh incremental Investment vs. excellent Monetization Potential

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Agenda

PLUS#DIGITAL MEDIA#DIALOG MEDIA#OOH SYNERGIES

OoH Plus Assets: 4 Key Areas of Synergies to drive OoH Growth In Combination with best in Class Margin & Growth Profile

PLUS#DIGITAL MEDIA#PUBLISHING ASSETS#CONTENT

Ströer Content Group News Portals – Verticals – Social Publishing

Sources: *AGOF digital facts 2021-08, **IVW 2021-08, for social publishing; intern data

Premium Publishing in the Family SegmentMobile-centric 24/7 Companion familie.de

Sustainable environment for sustainable partners

Best partner in everyday life

The right purchase thanks to good advice

familie.de: Three Years from Purchase to best Performer

Success Case for Publisher Development Skills

Source: Internal data

Watson – From the Perspective of the young Generation Success Case for Publishing Start-up within Ströer Group

The Vision - Listening and giving a voice

  • Based in Berlin watson creates content for people between 20 and 35 in whole Germany
  • Topics like sustainability, diversity and equal opportunities next to "classic topics" like politics, sports and lifestyle
  • Continuous growth since launch in 2018: traffic record in March 2021 with more than 34 M. visits and 10 M. unique users
  • Mobile first: more than 84% mobile traffic and more than 3 min. dwell time
  • Brand reach over all media channels: desktop, mobile, public video and social like Instagram

News for the young generation

Daily news on Instagram

Thinking of a future for everyone

t-online established as leading digital News PlatformConstant Improvements to optimize User Experience

More than 120 profiled journalists covering news and providing background, analysis, opinion and service.

New sections finance, health and sustainability addressing the growing interests of millions of readers and provide content for focused ads.

Set up of local news coverage in 13 German cities – web and OoH.

Interviews with all leading German politicians like President Frank-Walter Steinmeier and Chancelor Angela Merkel, with celebrities, CEOs, top-sportsmen and -women.

Op-eds by high level authors like former Chancelor Gerhard Schröder.

Daily agenda setting: Editorial "Tagesanbruch" among the leading political morning briefings in Germany – text/newsletter/podcast/OoH.

t-online stories are regularly cited in other media all around the globe.

t-online established as one of the leading Digital Media Top Level Relationships with political Leaders & Administration

t-online – The leading German News Portal Continuous Growth and balanced Age Structure

Sources: *IVW Digital – annual Visits 2015-2020 (excl. Scout-Group); forecast 2021 based on actual data 2021 till August and actual data 2020 till end of the year ** AGOF digital facts, September 2021

t-online – The leading German News Portal

Accelerated Performance since 2016 after Restructuring by Ströer

Source: *AGOF digital facts, September 2021; **VDD Report, Ströer actuals and Consensus estimate (w/o IFRS 16)

Success Cases for smart Monetization

Amgen GmbHHealth

Top Brand Presence across Desktop, Mobile & Public Screens

Rewe Digital

580.000clicks415 m.gross contacts1 m.viewsdesktop, mobile & social 222.489clicks264 m.gross contacts88.754viewspublic videodesktop, mobile & socialpublic videoCross-portal desktop, mobile Sustainability

Source; own analysis Ströer Content Group Sales GmbH / t-online

t-online – Digital OoH Multiple Synergies on several Business Levels

Public VideoPublic Video Voice t-onlineon allchannelsDesktop & Social Media MobileOnline + PublicVideo47mio.UU* Local portal versions for SMBs & local content for municipalitiesOrganic traffic push and top-quality local news on screens Fully integrated premium multiscreen product for brands

* GfK Studie Unique User (2017): t-online Desktop & Mobile und Public Video

D-OoHOur Content is everywhere

More than 5.000 premium Public Screens in Germany

Smart Combination of own Publishing Assets & 3rd Party Inventory

Own Portals driving Margin, 3rd Party Inventory driving Client Access

PLUS#DIGITAL MEDIA#ADSALES#DATA#TECH

Enhancing Ströer's Online Portfolio via 3rd Party Inventory

Aggregating Publishers & Conversion to Top Channels

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Leading German Publisher Network for AdvertisersUnique Monthy, Weekly and Daily Reach amongst Local Competition

40.5740.9846.1946.4948.99BurdaForwardeBay classifieds groupMedia ImpactAd AllianceStröer DigitalMonthly Unique User Weekly Unique User Daily Unique User August 2021, in Mio.22.5826.0330.0330.534.13BurdaForwardeBay classifieds groupMedia ImpactAd AllianceStröer DigitalØ week (02.08 - 29.08.2021) 7.4411.0612.9512.7915.43BurdaForwardeBay classifieds groupMedia ImpactAd AllianceStröer DigitalØ day (August 2021)

Source: AGOF daily digital facts, Users of mobile and/or stationary offers (in the last 3 months), 16+

Professional Onboarding & hands-on Account Management

Data Privacy Standards ensure long lasting Business Relationships

Onboarding milestones

Best-in-Class Service Level "Save Harbor" Data Privacy

  • Tech Audit
  • AdServer / Ad Tag integration
  • Preparation of sales deck, rate card etc.
  • [Optional] Guided press release / PR

  • Agency Roadshows and Sales Kickoffs

  • One face to the publisher

  • Weekly Jour-fixes and QBRs
  • Knowledge transfer via quarterly webinar sessions
  • Annual Publisher Sales Days

Ströer initiated and supports market initiatives of the BVDW to provide contractual and organizational standards to meet the requirements of European data privacy authorities

We enable best-in-class Tech and Targeting Options

Current Challenges around Cookies open up new Opportunities

Enabling targeting without cookies – and thus access to additional users and inventories

STRÖERs solutions for a cookieless targeting:

Persistent IDs:

1st party data will be enriched with an ID (e.g. with logins, NetID, UID2.0)

Non-persistent IDs:

Probabilistic data collected on technical user information (e.g. ID5)

ID-less targeting services:

Contextual targeting or realtime sociodemographic targeting, cross-browser solution for interest, age and gender

Cookieless context targeting enables already 25% of our targeting campaign Revenues

Constant Double Digit Growth of Proprietary Programmatic Tech StackStröer SSP & Yieldlove integrating Digital (Online) & D-OoH

Programmatic sales revenues showing sustainable growth pattern (indexed)

  • Joint product initiatives of Ströer SSP and yieldlovehave led to a double digit CAGR of both companies since 2019.
  • We have successfully enlarged our programmatic advertising value chain and increased our independency by shifting programmatic demand towards our owned and operated technology.
  • 64,2% of our Privat Market Place revenues reflected by more than 4.500 negotiated private deals with media agencies and direct clients have been shifted to Ströer SSPs.
  • 54% of our programmatic revenues are managed on Ströer's owned and operated technologies.
  • We successfully enlarged the strong market position of Ströer SSP to the digital OoH market by successfully integrating the majority of international and local DSP's to our D-OoH inventory for Programmatic Guaranteed, Fixprice Deals and Privat/Open Auction.

PLUS#OOH SYNERGIES#PROGRAMMATICPUBLIC VIDEO

Focus on own Technology protects Margin Profile long-term

Best-in-class Monetization without Intermediaries

Use own technology to monetize media inventory

  • Desktop
  • Video
  • Mobile
  • In-App
  • Connected TV
  • Public Video l D-OoH

Continuous development of SSP to monetize Public Video inventory

Status as of 03 August 2021

We serve >96% of the Market with connected DSPs

Partnership with both Digital (Online) DSPs & D-OoHDSPs from Specialists

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We enable best-in-class Tech and Targeting OptionsOn-going Expansion of our Data Offering

First OSDS audiences convergent bookable

Enhanced Targeting Products of Otto (OSDS) & DTAG

"FLOC for PV", cohort targeting (Socio plus Behavioral in anonymized and thus future-proof segments)

State of the Art proprietary Playout Highest Flexibility and Granularity for Audience Targeting

Site Selection by Location (or by Audience) Scheduling (automatic)

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Site Playout Breakdown Creative Breakdown by Site

Dynamic Creative Optimization (DCO)

Right Person

Right Time

Right Location

Right Message

Relevant for Consumer

Dynamic playout by Target-Group, Time, Touchpoint, Weather

OTTO #Heimnachten

Awareness Gen Z

Weather

Touchpoint Time

Improving Consumer Experience by using dynamic AdsEnhancing ROI for Advertiser & Optimization of Yielding for Ströer

1-n finished motifs are dynamically played out accordingto predefined parameters

no finished motif, advertising material updates automatically

Adserver realtime Reporting

Clients' Trade Desk realtime steering of Investment

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Essential Growth of Programmatic D-OoH business D-OoH fully integrated in Ströer SSP

Programmatic D-OoH sales revenues showing sustainable growth (indexed)

  • We successfully enlarged the strong market position of Ströer SSP to the digital OoH market by successfully integrating the majority of international and local DSP's to our D-OoH inventory.
  • Programmatically enabled for Programmatic Guaranteed, Fixprice Deals and Privat/Open Auction.
  • New networks programmatically available: Public Video Roadside and Public Video City (Q4/21)

Customer (=Advertiser & Agency) Centric Sales ApproachBenefits and Drivers of Programmatic Public Video

All Programmatic Deal-Types are available:Programmatic Guaranteed Fix Price Deal, Private Auction, Open Auction

New networks programmatically enabled: Public Video Roadside & City

Increasing automatization and flexibility for booking and planning Public Video

(Inter-) national awareness & sales growth through further DSP connect

PLUS#DIALOG MEDIA#CLIENT ACCESS

Ströer Dialog Media Group offering Diversified Services

Unique Combination of Contact Centers & Field Sales Infrastructure

Current Market Environment for Dialog Media

Market Consolidation, Structural Growth, No nationwide D2D Competition

Multiple Drivers cause Trends towards Growth & Consolidation

Ströer X best positioned to benefit from Market Dynamics

Share of Revenue from Telco decreases On-Going Diversification into more/new Client Clusters

Share of revenues from Telco sector (in percent of total)

  • Target is to decrease revenue risk through industry diversification
  • Currently business overproportionally exposed to telco sector
  • Core industries for future growth identified:
  • 1.Financial institutions
  • 2.Travel
  • 3.E-commerce
  • 4.Automotive and mobility
  • Dedicated program implemented across central functions (marketing, sales, workforce management, etc.) to acquire and onboard new clients

Nearshore Expansion during the PandemicMargins Potential through lower operating Expenses

Continuous salary growth of agents

Nearshore case

  • Nearshore offers opportunity to lower wages for certain tasks/skills and therefore
  • So far, only one nearshore location operational in Spain
  • Initiated intense research in multiple markets this year
  • Opening new site in Thessaloniki, Greece in Q4 2021
  • Further organic as well as inorganic expansion planned for 2022, within and outside the EU

Agent FTE distribution* (in % of total) Home Office development

Yesterday:

  • Pure center operations
  • 95+% of agents working in office environment

Today:

  • Hybrid center operations
  • ≈ 20% work purely from home, ≈ 20% work partly from home,
  • ≈ 60% come to office every day

Tomorrow:

  • Virtual & hybrid center operations

  • 30% operate purely from home, >40% work at least partly from home,

<30% are in the office every day

* at end of Dec in respective year

Using Group Synergies in challenging Employer MarketAttracting Talent as Key Driver for midterm Growth

Avedo contact center uses unique assets to acquire talents

Impact of Ranger Recruiting campaign according to Google Analytics

  • In times of low unemployment Ströer's unique talent acquisition capability is a clear USP
  • Digital: Optimized use of in-house publishing assets for online and mobile reach
  • OoH: Use of media inventory such as posters, digital OoH, transport media and ambient media

Technology drives Enrichment of our OfferingImproving Client Satisfaction & Consumer Experience

Exemplary Cases of our Contact Centers

Chatbots developed and implemented for our Customers

Service-Chatbot "Alfred" HR-Chatbot "dialogi"

  • More efficient use of agent as handling time is reduced
  • Better experience for customer and lower cost for Ergo

Swift response to frequently asked questions 24/7

Lower barriers to enter application

Elevates candidate experience and positions dm as modern employer

process

Named one of top digital assistants in Germany

own analysis Ströer Content Group Sales GmbH / t-online

Data driven Sales improves PerformanceConstant Investment in Data and AI

1 - Effective area selection ("Where is the Rep. going") 2 - Optimization of customer approach and efficiency in the field ("What does he sell to whom in the area") Data Analysis and scoring of anonymized order data External data (Nexiga) Accessibility etc. Integration of Telekom property data Availabilities (WoWi, Wholebuy, FTTH) Penetration (inventory, TV) QuestionsInput Data Ranger Solution

Now: Scoring-based management of employees in the best areas Future: Customer designed individual offers (nba) at the door Goal Integration of field sales force in DT service processes

RangerPad© uplifts Direct Sales

Further Roadmap around Customer Integration & Analytics

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RangerPad© is the digital control center for sales & steering

DT customer data

  • optimized pitch
  • up-/cross sell
  • Ranger Dashboard withinformation, trainings, real time reports, Chat etc.
  • DT order entry with fully digital processing & export
  • Ranger analytics
  • area planning
  • performance tracking
  • quality monitoring

Introduction Ranger Marketing (Srini Gopalan) 101

PLUS#OOH SYNERGIES#CLIENT ACESS

Constant Optimization of Client Access across our Media Segments

Share of Wallet & Coordinated Sales as Competitive Advantage vs. Pure Players

Rough & unconsolidated Revenue Structures 2020/e2021 across the Segments OoH Media and Digital & Dialog Media. 103

Constant Optimization of Client Access across Media SegmentsDigital & Dialog Media with different Support Functions for OoH Media

Continuously improved Marketing- and Sales-Positioning

Best prepared to fully access local and national Clients (Extract)

OoH Plus Assets: 4 Key Areas of Synergies to drive OoH Growth In Combination with best in Class Margin & Growth Profile

Agenda

04VALUE CRYSTALLIZATIONOF NON-CORE ASSETS

Statista: High Growth Global Subscription Business

< 8% Churn

FC21 annual Value Churn, paid Multi-License Accounts

102M EurosForecast Sales1 in 2021

  1. Sales = Billings, i.e., non-GAAP invoiced sales without deferral of revenue for longer-term accounts

Addressing our Market from a Position of Strength

Statista creates Category "Data as a Service" inspired by Salesforce and SaaS

DaaS KPIs similar to SaaS KPIs

Our core Content Unit is the single StatisticThe Signature Product

Advantages of a single statistics as content unit* - better suited…

  • for Customer's Work Processes (ease of use)
  • for Google & Searchability
  • for aggregating Statistics to Topics & Dossiers (internal work process)

Our Content is a Combination of own and curated ContentStatista collects Data from more than 22,500 3rd party Sources

Advantages of combined own and 3RDParty Statistics:

  • Coverage of a broad Range of topics and from diverse Sources
  • Independence from third party sources
  • Unique content for Customer acquisition

Content model inspired by Netflix

Our content Base provides us with a unique Traffic and Lead Potential

Average monthly visits (million), August 2021

Sources: Similarweb

Without any Marketing Budget we generated more than 800,000 Leads in 2020

A large Driver is our strong and growing Brand Awareness

We offer a Flat Rate Subscription with Access to the core Products

Our Number of paid Accounts is increasing at a brisk pace

With improving Product there is Headroom for further Growth and Price increases

Source: Statista User Report

We continue to work on customer Satisfaction, improving value Churn of our Customer Base

Quarterly value churn rate of active accounts (%) | Corporate (CA, EA) & Academia accounts; not included single seataccounts (SiA, PRA)

*Total annual value churn 2020 = sum of annual value churn / average value of active accounts; **SaaS KPI Benchmarks from Goldman Sachs; August 2020

120

Statista matches SaaS KPIs

Statista DAAS versus SAAS KPIs / All figures YTD June 21

Notes: SaaS Median KPI Benchmarks from Goldman Sachs (adjusted to HJ);

1.Gross margin: Account revenue –COGS – content cost (no capitalization of costs for internally developed content); 2. Gross revenue retention rate: (active account revenue – churned revenue) / active account revenue; 3. Net revenue retention rate: (active account revenue – churned revenue + account upgrade) / active account revenue 121

Addressing our Market from a Position of Strength

Statista with four Growth Levers

We operate in a large, but fragmented growing Market

Global Large Market

Fragmented Market Strong Growth

  • Market intelligence with €50B in 2020
  • International Market

  • Statista as a Market Maker

  • Top 5 Players with only 17% market share, the majority US based

  • Many national Champions outside the US
  • CAGR of 11.4% from 16–21
  • Exponential Growth in Data consumption expected to continue
  • Digitalization as main Driver

We already have an International Business with large Growth Potential outside of Germany

2021, Sales by Country, % of Total, 2021 Jan-Jun.*

Global Presence through Local Sales Offices supports our International Expansion

With focus on Europe, North America and Asia

Large and well-known Companies and Institutions trust Statista as a source for Data and Research

Examples for customers

A huge untapped Customer Potential –Statista can address every Company with > 250 Employees worldwide

Statista market share 2021*

*Majority of accounts are low priced single accounts; Source: Eurostat, Statista

We achieved significant ARPA Growth

With improving Product there is Headroom for further Growth and Price Increases

129

* ARPA = Average Revenue per Account; refers to total contract value; only for customers in Germany, Switzerland, Austria

And we will grow our ARPA with powerful Extensions to our Statistics and Reports Database

Overview

These Extensions multiply the Data points and Usefulness we offer to our Customers

In parallel strong invest in Backend flexibility and better Usability

Addressing our Market from a Position of Strength

Founders on Board and committed

Friedrich Schwandt CEO & Founder

  • Founder & CEO of Statista (since 2007)
  • Managing Director & Founder of Löwe Schwandt & Partner ("LSP")
  • Principle at Boston Consulting Group (1995- 2000)
  • PhD in Economics from Humboldt-Universität zu Berlin and MSc. from Trinity College (Dublin)

Leadership at Statista

  • Management Board comprises two founders plus 6 division heads
  • Team has been working closely together for many years (average tenure > 7yrs)

Hubert Jakob COO & Founder

  • Joined as COO in January 2020
  • Founder & Partner at LSP (2004-2019)
  • Vice President at Bertelsmann (1993-2011)
  • Manager at McKinsey & Company (1995-1999)
  • Holds Degrees in Management from the Universities of Mannheim and Strasbourg

Diverse leadership:

40% International background

We see attractive Economies of Scale as a Function of Market Penetration and Maturity

Two main effects: Costs of Content Production and Customer Acquisition grow slower than Revenue

Contribution margin YTD Jun 21 (%)*

*Contribution margin defined as net sales less COGS, less sales, marketing and content costs. No accrual of sales or expenses. No capitalization of costs.Source: CM reporting Q2 2021

Statista will grow to EUR 250mn in Sales by 2025

Sales; EUR mn

To summarize: We have realistic but ambitious Plans for Statista

Revenue growth p.a. 2022-2025: ~20-30%

Lever 20 years of live-selling Experience to benefit as First Mover from the accelerating Streaming-commerce Trend. Ebitda Margin 2025: ~30-40%

Broaden International Reach by expanding Business activities to the U.S., France, Poland And China. Share of International Revenue 2025: ~80%

  1. Target margin in mature markets

1

3

Who we are

Leading Digital (own) Brand Beauty Platform in D/A/CH

1 I Strongly established brands across categories

  • 5 own leading beauty brands with strong brand stories
  • ca.25 million sold products across categories in 2020 and 1.8 million customers on asambeauty.com

2 I Innovation leader with proprietary technologies

  • Over 50 years of in-house R&D experience resulting in various patented technologies
  • Innovations in all relevant beauty categories such as mousse like make-up formula of Magic Finish or instant skin perfecting formula of Perfect Teint

3 I Quality – Made in Germany

asambeauty runs own manufacturing facilities in Beilngries (Bavaria, skincare) and Steinach (Bavaria, decorative cosmetics)

4 I Digitally driven omni-channel approach

  • asambeauty creates individualized sales funnels for each product line to involve the customer and increase interaction
  • Online sales via e-commerce platform or liveshopping, as well offline sales via retail stores

5 I Longstanding live-shopping expertise

  • Leverage 20 years of performance selling experience to dedicated livestreaming e-commerce strategy
  • Tech-driven/artificial intelligence-based lead generation

6 I Outstanding financial performance

  • Outstanding financial performance with double digit sales growth, 23% CAGR 2017-2020
  • Attractive margin profile, c.22% EBITDA in 2020*

Source: Company Information; * Refers to GSA EBITDA margin (GSA: Germany, Switzerland and Austria) 139

1 I Strongly established Brands across Categories

Source: Company Information; * Based on internal research; Sales as well as sold quantities are based on total Magic Finish product line

1 I Heritage and Product Authority in Beauty

Longstanding beauty heritage High quality and natural Scientifically proven Sustainable

  • R&D and manufacturing of beauty products since 1960s
  • M. Asam brand launched in the early 2000s

  • Heritage in skincare legitimized through proprietary technologies

  • Majority of the products are vegan

  • Strict controls of raw materials

  • In-house quality processes and external dermatological tests

  • Unique combination of selected natural and state-of-the-art high-tech active ingredients

  • Proprietary skin delivery technology for most powerful active ingredients

  • Performance-focused innovations across categories

  • Suppliers adhering to strict sustainability guidelines

  • Optimization of logistics and transport routes reduce CO² emissions
  • Sustainable handling of returns
  • No animal testing

2 I Innovation Leader with Proprietary Technologies

Cosmetics – Made in Germany with over 50 years of experience in development and production

27 dedicated R&D employees, 4 patents are currently in place, 5thpatent currently planned

Close collaboration with research organizations e.g., Fraunhofer Institute

3 I Quality – Made in Germany

Over 50 years of manufacturing experience with state-of-the-art facilities

  • Manufacturing capabilities since the 1960s
  • 2 in-house production facilities located in Bavaria: Beilngries and Steinach
  • Increased quality and efficiency through a combination of automated and highly flexible production
  • Distinctive manufacturing processes (e.g. Magic Finish products )
  • Unique insights on sourcing of raw materials given part of the harvestingand processing is done in-house
  • Continuous development of recipes through in-house R&D resulting in highly effective end products for consumers

4 I Digitally driven Omni-Channel Approach

Source: Company Information

5 I Longstanding Live-Shopping Expertise

Live TV

First-mover in livestreaming e-commerce leveraging on 20 years of live-shopping experience

  • On the way to disrupt traditional TV home shopping and e-commerce by first moving in the field of livestreaming e-commerce
  • Know-how transfer of 20 years' experience into digital platform asambeauty.com

  • Dedicated video and real time performance livestreaming e-commerce strategy to disrupt today's digital shopping landscape

  • 20 years of experience in home shopping television on local and international channels (e.g., HSE24, QVC, TSC Canada, HSN USA)

  • Pioneer in Europe, with fast growing operations in U.S. andChina
  • First video uploaded on YouTubein 2005
  • Infomercials on major TV channels since 2017

6 I Outstanding Financial Performance

Consistent track record of market growth outperformance coupled with best-in-class profitability

Source: Company Information; * GSA refers to Germany, Switzerland and Austria

How we will further grow the Business

Clear Plan for Future Growth

1

3

2

Asambeauty: Fast growing, scalable and high margin digital beauty platform

Extension of m.asam magic product line to foster market leading position

Lever 20 years of live-selling experience to benefit as first mover from the accelerating streaming-commerce trend

Broaden international reach by expanding business activities to the U.S., France, Poland and China

1 I Magic Product Line Extension

  • After the great success, asambeauty expands it successful product line by over 100 products such as:
  • Foundation
  • Lips
  • Mascara
  • Nails
  • and many more
  • asambeauty wants to foster its reputation as the "MAGIC FINISH COMPANY" made in Germany
  • Magic Finish has already been launched and proven in the market

Expansion of Magic products on the back of the Magic Finish success

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  • Leverages on years of experience to combine colour and care in smart hybrid products
  • "Magic" in skincare, due to the highly-effective active ingredients

2 I First Mover in streaming-based Live-Shopping (1/2)

Source: Company Information, leading industry consultant analysis; * Gross merchandise value; ** Last 12 months as of October 2020; *** Survey conducted by leading market research firm in the UK, France, Poland, Spain referencing "shoppertainment"150

2 I First Mover in streaming-based Live-Shopping (2/2)

  • First 100% committed streaming-commerce beauty platform to disrupt existing online shopping concept
  • Video integration with customized inbound channels, livestream formats and brand experience videos as important growth accelerator
  • First proof of concept delivered through first pilot show generating revenue of c. EUR 150,000
  • 23,000 unique viewers via Bambuser[1]
  • 7,300 total purchases[1]
  • Munich based studiosalready live and in use
  • Streaming-commerce platform Bambuser allows integration of livestream into own web shop
  • All shows are watchable on-demandvia the proprietary media library
  • Potential for the creation of a new sales channel as content is shared across e-commerce platforms and accessibility is increased via easy search

3 I Internationalization as Key Growth Lever

ca.8.000 asambeauty products sold

Agenda

ESG & Finance

ESG @Ströer: We set ourselves 15 goals until 2030

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Launch Pad for Climate Neutrality by 2025

CO2 emissions(in k tons)

Corporate Carbon Footprint conducted together with Climate Partner: 37.000 t CO2 Result in line with industry standards Biggest CO2 emissions from OoH billboards and employees commuting to and from work

Comment

  • Reduction compared to 2019 primarily driven by less employees commuting to and from work due to COVID-19 pandemic
  • Scope: Figures comprise direct emissions (Scope 1), internal indirect emissions (Scope 2) and external indirect emissions (Scope 3) –not yet emissions caused by the production of OoH billboards

* 2019 values used as not all service charge settlements for 2020 are already available

Launchpad for Climate Neutrality by 2025

CO2 reduction measures CO2 offsetting

  • Various CO2 reduction measures implemented in OoH, incl.
  • New, energy-efficient LED modules
  • Night switch offs
  • Dimming based on light sensors

Energy consumption (kWh/m2)

  • 100% of office space and 80% of OoH billboards already switched to green energy

  • Additional measures regarding car fleet and employee commuting being evaluated

  • Product Carbon Footprints conducted for key (D)OoH formats and online:

  • D-OoH: PV, RSS, Cityscreen, Supermotion
  • OoH: Megalight, CLP, PCLP, big formats
  • Online: All online advertising
  • Offsetting started mid of 2021 for all these products; rest to follow by beginning of 2022
  • Certified reforestation project in Columbia chosen to

From 2022 onwards all of our advertising is carbon neutral

Social: Pro-bono support by StröerStrategic Collaboration with UNICEF

GOAL: To offer advertising space at cost or heavily discounted rates (pro-bono) to customers such as nonprofit organizations or for public-benefit purposes

Support of a wide range of initiatives

focused on children, development aid and art

Strategic collaborationwith

Selection of supported initiatives:

  • Children: SOS Children's Village, the German Children's Fund, Kindernothilfe
  • Development aid: a non-profit organization that supports green start-ups in Africa
  • Art: Youth orchestra festival The Young Euro Classic in Berlin
  • Strategic, multi-year collaboration established with UNICEF
  • Aim to inform and raise brought awareness and wide attention to advocate children's rights and the UNICEF "Child Rights School"
  • Support of aid appeals for immanent crises
  • OoH & online media used to promote UNICEF projects – worth millions of media spend

Governance: Group-wide IT Security Program established

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1 ISMS = Information Security Management System

Digitization & Automation @Ströer: Introduction

Goal: Use modern technology to make our business more efficient with the help of digitisation & automation. The requirements of the cases determine which technology we use (AI and Non-AI).

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t
ho
Az
De
Le
ing
n,
ur
e,
ep
ar
n
l
i
br
ies
d
/ o
A
P
Is
ar
a
n
r		 Py
t
ho
Az
Ma
h
ine
n,
ur
e,
c
Le
ing
l
i
br
ies
ar
n
ar		 Ag
i
le
Po
in
Az
S
ha
Po
in
t,
t
ur
e,
re		 S
U
i
Pa
t
h,
Az
ha
Po
in
t
ur
e,
re

Example Deep Learning – Identify wrong Billpostings

Situation: OoH service providers put 30.000 posters per week on billboards and deliver proof via a photo Challenge: Only a fraction of proof photos can be checked manually to ensure quality and correct paymentSolution: Use AI for automated motive check and link decision to payment process

  • Significant improvement of quality of posting service because of automated checks
  • Avoidance of potential penalty payments to large customers due to quality improvement
  • About 1.500 incorrect billpostings identified per week, resulting in no payment and savings of 50k EUR p.a.

Tightening Legal Framework

1 I Early Risk Detection System

The Executive Board must take appropriate measures, in particular set up a monitoring system, to ensure that any developments that might jeopardize the continued existence of the Company as a going concern are identified at an early-stage Section 91 (2) of the German Stock Corporation Act (AktG).

3 I IDW PS 980 - 983

Reviewing the adequacy and effectiveness of compliance management systems (PS 980), risk management systems (PS 981), internal control systems (PS 982) and the internal audit system (PS 983).

5 I Amendments to the German Stock Corporation Act

For listed stock corporations - establishment of an appropriate and effective internal control system and risk management system in view of the scope of business activities and the risk situation of the company.

2I Supervisory duties of the Supervisory Board

Monitoring of the accounting process, the effectiveness of the internal control system, the risk management system and the internal audit system, as well as the audit of the financial statements Section 107 (3) AktG.

4 I German Corporate Governance Codex – Principle 4

A suitable and effective internal control and risk management system is required to deal responsibly with the risks of business activities.

Regulatory Implementation of FiSG @ Ströer

Requirements |

Section 91 (3) of the German Stock Corporation Act (AktG)

  • Obligation to establish an appropriate and effective internal control system and risk management system
  • Systems must be appropriate and effective in relation to the company's business activities and risk situation.
  • Explicit obligation results in higher degree of formalization (incl. documentation of organizational structure and process organization).

Realization @ Ströer |

  • Enhancing our internal control system to ensure its appropriateness and effectiveness
  • Adjustments to our risk management system (risk-bearing capacity, risk aggregation, risk monitoring)
  • Establishment of decentralized GRC structure and responsibilities incl. clear documentation of GRC structure and process organization.
  • Definition of central minimum requirements and guidelines on GRC
  • Improving our central reporting to Executive and Supervisory Board
  • Confirmation of completeness and implementationof GRC from clusters

Strengthening our GRC Setup @ Ströer

Risk Management

  • Improvement of risk identification process
  • Implementation of new risk-bearing-capacity concept, risk aggregation and simulation

Data Privacy

  • Implementation of centralized tool for key data privacy processes
  • Establishment of decentralized structure

Compliance Management

Improvement of current compliance system:

  • EU Whistleblower-directive
  • EU supply chain act

Internal Audit

  • Improvement of internal audit processes
  • Implementation of audit software
  • In-depth internal audit reporting

GRC Structure

  • Strengthening our decentralized organization incl. roles and responsibilities
  • Integrated governance approach

Internal Controls System

  • Implementation of groupwide ICS standards
  • Focus on key processes and control

Corporate Governance Responsibilities @ Ströer

Midterm Projection of our OoH Media Segment

Sustainable, profitable Growth including Catch-up from Pandemic

in
€
m		 2
0
2
1
e		 2
0
2
2		 2
0
2
3		 2
0
2
4		 2
0
2
5		 2
0
2
6		 2
0
2
6
e
O
H
C
l
i
o
a
s
s
c		 4
9
0
~		 C
G
%
%
A
R
6.
7
8.
2
~
–
R
e
v
e
n
u
e		 O
H
S
i
o
e
r
v
c
e
s		 5
5
~
D-
O
H
o		 1
5
5
~		 C
A
G
R
1
8.
0
%
2
3.
0
%
~
–		 3
5
5
4
3
5
~
–
O
T
T
A
L		 7
0
0
~		 C
G
%
%
A
R
9.
5
1
2.
0
~
–		 1.
1
1.
2
b
n
~
–
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B
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T
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A
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j.
a		 T
O
T
A
L		 3
3
0
~		 C
A
G
R
1
1.
0
%
1
4.
%
7
~
–		 6
0
6
5
5
5
~
–
C
h
C
i
b
i
*
t
t
a
s
o
n
r
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o
n		 T
O
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A
L		 8
0
9
0
~
–		 C
A
G
R
2
0
3
2.
0
%
7.
~
–		 ~2
0
3
0
7
5
–

* EBITDA – IFRS 16 Leases – CAPEX, Assumtion. CAPEX CAGR 2021-2026: 4% / basically constant IFRS 16 Leases; all numbers in EUR million

Midterm Projection of Ströer Group w/o Asam & Statist a

€
in
m		 2
0
2
1
e		 2
0
2
2		 2
0
2
3		 2
0
2
4		 2
0
2
5		 2
0
2
6		 2
0
2
6
e
0
0
7
~		 C G
9.
A
R
5
~		 %
1
2.
0
%
–		 1.
1
1.
2
€
b
n
~
–
R
e
v
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u
e		 &
D
i
i
t
l
D
i
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g
a
a
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g
M
d
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e
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0
7
~		 C
A
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R
4
%
6.
0
%
5.
~
–
O
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T
A
L		 €
1.
4
b
n
~		 C
G
%
%
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R
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4
8.
5
~
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0
2.
1
b
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~
–
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B
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T
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A
d
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0
4
9
0
~
–		 C
G
%
%
A
R
9.
0
1
2.
5
~
–		 7
5
0
8
5
0
~
–
C
C
*
h
t
i
b
t
i
a
s
o
n
r
u
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n		 O
T
T
A
L		 1
8
0
2
0
0
~
–		 C
G
%
A
R
1
4.
0
2
1.
0
~
–		 ~4
0
0
4
8
0
–

* EBITDA – IFRS 16 Leases – CAPEX, Assumtion. CAPEX CAGR 2021-2026: 4% / basically constant IFRS 16 Leases; all numbers in EUR million Note: Consolidation and central costs included in total figures 168

Midterm Projection of Ströer Group w/o Asam & Statista II

in
€
m		 2
0
2
1
e		 2
0
2
2		 2
0
2
6
e
E
B
I
T
D
A
d
j.
a		 O
T
T
A
L		 4
7
0
4
9
0
~
–		 C
G
%
%
A
R
9.
0
1
2.
5
~
–		 7
5
0
8
5
0
~
–
C
h
C
i
b
i
*
t
t
a
s
o
n
r
o
n
u		 T
O
T
A
L		 1
8
0
2
0
0
~
–		 C
A
G
R
1
4.
0
2
1.
0
%
~
–		 ~4
0
0
4
8
0
–
L
e
v
e
r
a
g
e		 2.
2
x		 T
2.
t
5
=<
a
r
g
e
:
x
D
i
i
d
d
P
t
t
i
l
v
e
n
o
e
n
a		 ~1
2
0
1
4
0
–		 S
h
h
l
d
V
l
i
t
t
d
P
t
a
r
e
o
e
r
a
u
e
o
r
e
n
a
e
a
y
o
u

* EBITDA – IFRS 16 Leases – CAPEX, Assumtion. CAPEX CAGR 2021-2026: 4% / constant IFRS 16 Leases; all numbers in EUR million Note: Consolidation and central costs included in total figures

Agenda

CONCLUSION#5 YEAR PLAYBOOK

There is so much more Potential for OoH

Digital Opportunities & Solutions beyond Advertising on the Horizon

Embedding Hardware into Smart City Solutions delivers additional value and business opportunities

  • Proprietary Institute developing state of the Art scientific AI solutions for Cities
  • Several proprietary IoT patents pending

TAKE AWAY #01A CLEAR STRATEGIC & COMMERCIAL PLAYBOOKFOR THE NEXT FIVE YEARS

TAKE AWAY #02

ALL RELEVANT GROWTH AND CASH LEVERS FOR OOHUNDER OUR CONTROL

TAKE AWAY #03PLUS BUSINESSES WITH STRONG SYNERGIES BASED ON STRONG STAND ALONE EXCELLENCE

TAKE AWAY #04

VALUE POTENTIAL OF DAAS AND E-COMMERCE NOT CRYSTALLIZED YET

Disclaimer

This presentation contains "forward looking statements" regarding Ströer SE & Co. KGaA ("Ströer") or the Ströer Group, including opinions, estimates and projections regarding Ströer's or the Ströer Group's financial position, business strategy, plans and objectives of management and future operations.

Such forward looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of Ströer or the Ströer Group to be materially different from future results, performance or achievements expressed or implied by such forward looking statements.

These forward looking statements speak only as of the date of this presentation release and are based on numerous assumptions which may or may not prove to be correct. No representation or warranty, express or implied, is made by Ströer with respect to the fairness, completeness, correctness, reasonableness or accuracy of any information and opinions contained herein.

The information in this presentation is subject to change without notice, it may be incomplete or condensed, and it may not contain all material information concerning Ströer or the Ströer Group. Ströer undertakes no obligation to publicly update or revise any forward looking statements or other information stated herein, whether as a result of newinformation, future events or otherwise.

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