Fiera Milano

Investor Presentation • Apr 8, 2024

STRATEGIC PLAN 2024-27

April 8th 2024

FRANCESCO CONCI CEO & General Manager

MASSIMO DE TULLIO CFO

THE MANAGEMENT TEAM WITH YOU TODAY

Francesco Conci | CEO & General Manager

OUR STRATEGY IN NUMBERS: ECONOMIC-FINANCIAL TARGETS

Massimo De Tullio | CFO

THE INTEGRATED SUSTAINABILITY PLAN:

Massimo De Tullio | CFO

CLOSING REMARKS

Francesco Conci | CEO & General Manager

Q&A SESSION

FIERA MILANO: WE ARE IN THE FUTURE

Our ambition is to position ourselves among the top five European trade fair operators with venues through a value proposition that interprets the ongoing transformation and lays a solid foundation for future growth, with a long-term perspective guaranteeing maximum profit and optimizing the resources employed.

We reach new communities and targets through the development of specialized business areas that will allow all participants to interact directly with products and services through an immersive experience active 365 days a year

We invest in our products, our supply chains and the attractiveness and potential of our venues by updating and adapting them to new trends and the needs of our customers and making them locations where R&D can be done.

We value and directly involve our people and new talent in the company's life, while also offering them an effective and responsible work-life balance

We aim for business-integrated sustainability, paying increasing attention to reducing environmental impact and adopting sustainability practices

We develop high-value-added, innovative and digital services, offering the best advanced technologies (AI, Virtual Reality, Augmented Reality) to make the customer journey unique

WE HEREBY PRESENT A BUSINESS PLAN UP TO 2027 BASED ON:

CONCRETENESS TRANSPARENCY A CLEAR PURPOSE A CREDIBLE VISION EFFECTIVENESS

PURPOSE AND VISION

Francesco Conci | CEO & General Manager

To be the best partner for growth by playing the role of incubator and developer of business innovation thanks to our century-old history and solid roots, which enable us to interpret and anticipate the new trends and needs of our target markets. An integrated and sustainable system where people, communities and companies meet the future every day.

To be among the top ve European exhibition operators with venues, recognized for their ability to innovate and the positive impact generated on territories, economy and industry, enabling the growth of communities, supply chains and people through the organization of relevant events and the offering of innovative and high-value integrated services.

THE STRATEGIC PLAN 2024-2027

Francesco Conci | CEO & General Manager

THE CONTEXT

THE GLOBAL EXHIBITION MARKET REVENUES 2022 FOR HYBRID ORGANIZERS/VENUE OPERATORS

MESSE FRANKFURT

1- France, Germany, Italy, Turkey, United Kingdom

2- Brasil, Mexico, USA

3- China, Hong Kong, Indonesia, Macau, Malaysia, Philippines, Singapore, Thailand, Vietnam

4- Gulf Cooperation Council

Venue size (gross areas covered, '000 m2)

Sources: Fiera Milano, STAX Globex report 2023, Company annual report, Orbis, BCG analysis

The use of venues for new types of events and attractions is on the rise

Major market players are expanding their presence outside national borders

The industry is making significant strides in sustainability, with organisers and venue operators increasingly looking to reduce the environmental impact of their events

EXHIBITION MARKET

Digital service offerings to enrich and expand trade shows are increasing DIGITAL

INTERNATIONALIZATION AND REGIONALIZATION

SUSTAINABILITY

ENTERTAINMENT

BACKGROUND: FIVE MAJOR TRENDS ARE IMPACTING THE EXHIBITION INDUSTRY

Market leaders are gaining share over smaller players, also through M&A deals CONSOLIDATION

Pandemic phase and restart

Fase pandemica e ripartenza 2024-2027

THE PLAN 2024-2027 IS FOCUSED ON BUILDING THE FUNDAMENTALS FOR SUSTAINED BUSINESS DEVELOPMENT OVER THE LONG TERM

2020-2023

2028+

Strengthening

of Assets

Transformation and Growth

Investing for the growth and competitiveness of the Group with a continuous focus on efficiency

Sustained development and acceleration

FIERA MILANO: OUR STRENGHTS AND OPPORTUNITIES TO BE SEIZED

Quality infrastructure

• Operational excellence in venue management in relation to large,
• Key market area and location (Milan Lombardy)
  -
  -

high requirements events

Product Excellence (Host)

• Increasing direct organizational activity, in Italy and internationally
• Developing new services with high added value
• Maximizing the saturation of the infrastructure by attracting leading events and by leveraging on the attractiveness of the catchment area by focusing on sustainability and the role of Fiera Milano during Milan-Cortina 2026
• Enhancing human capital to attract new resources and retain talent by focusing on new positioning

OUR STRENGHTS

OPPORTUNITIES TO BE SEIZED

Economic-nancial solidity

FIERA MILANO: THE FOUR STRATEGIC PRIORITIES

Strengthening the value proposition in a sustainable way together with our people, in continuous exchange with the ecosystem

Organising and hosting major events and providing integrated physical and digital services to build value and growth experiences for Fiera Milano exhibitors, visitors and partners.

Increase the awareness of the value created by the group with customers, partners, institutions and strengthen Fiera Milano's positioning.

RELATIONSHIPS, RECOGNITION, IDENTITY

01

VALUE PROPOSITION

Leveraging sustainability as a competitive advantage and key factor to drive business growth.

02

SUSTAINABLE BUSINESS MODEL

Attracting talent and enhancing human capital, with a continuous drive toward innovation, development of new skills, and personal growth.

03 04

PEOPLE AND ORGANISATION

VALUE PROPOSITION 01 1.1

1.2

Portfolio strengthening

-

-

Expansion of congresses

• Launching at least 3 new events by 2027 in attractive sectors and leveraging on available assets. Among them, one event in the area of decarbonization technologies and solutions for industrial processes

• Attraction of 2 international itinerant events by 2027

• Launch of 1 international edition of Host by 2027

• Development of new sectors in the main events in the portfolio

• Expansion of business scope also thanks to the new venue in Turin by 2027, which will be the 5th largest convention center in Italy by number

of seats (c. 5,000)

VALUE PROPOSITION 01 1.3

1.4

Become an integrated service provider

-

Develop the entertainment business

• Increasing market penetration of customized stands within the venue perimeter by 50% by 2027

• Increasing digital services revenues by 60% by 2027, accounting for about 3% of total group revenues in the same year

• At least 40 outdoor and indoor entertainment events by 2027

RANGE 38 44 M€

PLAN IMPACT

INCREMENTAL REVENUES '27 VS '23

1.1 STRENGHTEN THE EVENT PORTFOLIO

Note: Excl. potential impact of acquisitions

THE PORTFOLIO OF EVENTS IN ITALY

SEGMENTATION BY INDUSTRY AND MODEL [# EXHIBITIONS]

SECTOR	ORGANIZED AND INVESTMENT-HELD		HOSTED			TOTAL
FASHION		3		9	12	21%
HOME / CONSTRUCTION		5		5	10	18%
INDUSTRIAL SUPPLY		2		8	10	18%
FOOD SUPPLY AND HOSPITALITY		3	1)	3	6	11%
AUTOMOTIVE AND TRANSPORTATION		2		3	5	9%
B2C		3	1)	2	5	9%
VERTICALS		3		6	9	16%

• To consolidate Host's leadership in the hospitality industry by including new product categories and to expand abroad through
• To strengthen the current high-potential organized events by maximizing venue utilization and optimizing the portfolio
• To launch new events in high-potential sectors (target: at least 3 by 2027)
• Also... To expand the organized events segment by seizing opportunities for growth by external lines

To attract and host leading events in Milan each year, benefiting from the ideal conditions of the venue and the location (target: at least 2 by 2027)

HOSTED PORTFOLIO

ORGANIZED PORTFOLIO

partnerships

1.1 STRENGTHENING THE PORTFOLIO OF EVENTS

HOST is the most important international event organized by Fiera Milano, a global benchmark for the Ho.Re.Ca and Food Service sector.

HOST can become a replicable best practice abroad also through partnerships with selected operators holding specific know-how on local markets.

HOST'S DRIVE TOWARDS INTERNATIONALIZATION

STRENGTHENING EXISTING HIGH-POTENTIAL ORGANIZED EVENTS

Strengthening the positioning of B2C and vertical events, also through strategic alliances with partners: •BIT (Tourism)

• •MiArt (Modern and contemporary art)
• •Milan Games week (Gaming and comics)

Investment in the growth of B2B events:

• •Continued development of MIBA Milan International Building Alliance, Construction sector (MADE Expo, Security, Smart Building Expo, Global Elevators Exhibitions)
• •Accelerating growth of Milan Fashion & Jewels in the fashion and accessories sector
• •Completion of the repositioning project of Milano Home in the sector of interior design and furnishing accessories

We focus on innovative and unexplored areas

Exhibition in the field of technologies and solutions for the decarbonization of industrial processes

LAUNCHING NEW HIGH-POTENTIAL EVENTS

New events must relate to high-potential sectors in which Fiera Milano can have a clear right-to-win

Launching new events is key to securing a solid portfolio for Fiera Milano's future

We want to focus on continuous research and the launch of new events (which represent an incubator for innovative projects)

Sources: Fiera Milano data, BCG analysis

ATTRACTING TARGET EVENTS TO MILAN

Sustainability approach underpins the attractiveness of the venue

Leveraging the quality of the venue and the services offered to organizers with high added value

digital services

Considering target events from 15-20K m2 upwards, with a relevant share of international exhibitors and visitors

Strengthening the network of relationships with major global organizers in order to attract new prestigious international events to Milan every year through partnerships, taking advantage of the ideal characteristics of the Milan area.

Attraction of 2 international itinerant events by 2027

RANGE 5 7 M€

1.2 EXPANDING CONGRESSES

PLAN IMPACT

INCREMENTAL REVENUES '27 VS '23

Optimizing the use of space at Allianz MiCo in Milan through a targeted selection of events to maximise the revenues.

Investing in new high-value-added services to further enhance the visitor experience

Attracting new international conferences and major corporate events by strengthening the network of relationships with global associations and convention centers

Expanding the scope of activities with the new venue in Turin (from 2027), which will be the fth congress centre in Italy in terms of seats (c. 5,000)

1.2 EXPANDING CONGRESSES

26 I STRATEGIC PLAN 2024/2027 I VALUE PROPOSITION: EXPANDING CONGRESSES

1.3 DIVENTARE UN FORNITORE DI SERVIZI INTEGRATI 1.3 BECOMING AN INTEGRATED SERVICE PROVIDER

RANGE 21 34 M€

Note: Excl. potential impact of acquisitions

PLAN IMPACT

INCREMENTAL REVENUES '27 VS '23

I STRATEGIC PLAN 2024/2027 I VALUE PROPOSITION: BECOMING AN INTEGRATED SERVICE PROVIDER

1.3 BECOMING AN INTEGRATED SERVICE PROVIDER

Strengthening commercial offering of stand ttings and technological services in and outside the district, also through growth by external lines. Aiming for a distinctive position in higher value segments of the market as well.

Developing a digital offer to enhance the event experience 365 days a year, also through the collection, management and use of Big Data and articial intelligence, leveraging the potential of digital platforms.

PHASE	EVENT ORGANIZATION	SETTING UP	CATERING /	DIGITAL AND	TRANSPORTATION AND ACCOMMODATION	FREIGHT
	EXHIBIT SPACE RENTAL	EXHIBITION SPACES	BANQUETING	MEDIA SERVICES	OF PEOPLE	LOGISTICS
SERVICE DESCRIPTION	Organization of events Rental of exhibition space in which the event is held and booths are set up	Pipe structure installation and hangings Stand design and construction, common areas Provision of technology infrastructure	Catering services through fixed and temporary food outlets operated by third parties On-demand catering/ banqueting services on booths or in dedicated areas, managed by third parties Other services (e.g. Hostesses, Translators, etc.).	Digital platforms (web, app, totems) Traditional billboards Digital billboards (age) Brand promotion on digital catalogs	Purchasing tickets (air and rail tickets) and accommodation for staff attending events	Transportation, assembly, disassembly and possible reverse logistics for exhibits
COMPANY GROUP
MODEL
Direct management
Indirect management/broker

AN INTEGRATED RANGE OF SERVICES

Increasing interaction with visitors before, during and after the event, creating a sense of community throughout the year

INCREASING ENGAGEMENT

Leveraging all digital channels to promote event registration, ticket sales, and subscriptions

CREATING NEW SALES CHANNELS

Generating new revenue areas on top of the traditional ones

CREATING NEW STREAMS OF REVENUE

DATA & ANALYTICS

Collection and processing of data to generate insights on events, exhibitors, and visitors. (e.g. QR Code readers, reports & insights etc.)

DIGITAL SERVICES

Adoption of digital platforms to sell services during events and subscriptions/subscriptions throughout the year (e.g., match-making, websites, digital apps, 5G provision etc.)

MEDIA & SPONSORSHIPS

Activation of promotional and commercial campaigns, both physical and digital (e.g. age, marketing campaigns, social media etc.)

DIGITAL DEVELOPMENT

RANGE 4 6 M€

1.4 DEVELOPING THE ENTERTAINMENT BUSINESS

PLAN IMPACT

INCREMENTAL REVENUES '27 VS '23

1.4 DEVELOPING THE ENTERTAINMENT BUSINESS

Dierentiating the use of the Rho venue for indoor and outdoor entertainment events (cultural, sports, music) through strategic partnerships with industry-leading operators

The Olympics will be the first example of use open to the general public of Halls 13-15

Intercepting new B2C targets and new communities

EVANESCENCE SALMO & NOYZ NARCOS GIGI D'AGOSTINO MARC ANTHONY NICKI MINAJ GEOLIER

33 I STRATEGIC PLAN 2024/2027 I VALUE PROPOSITION: DEVELOPING THE ENTERTAINMENT BUSINESS

BLACK EYED PEAS PAUL KALKBRENNER

DEVELOPING THE ENTERTAINMENT BUSINESS

• The planned set-up for the 2026 Winter Olympics envises the elimination of the separation between Halls 13 and 15 – with the possibility of making this new arrangement permanent.
• With around 30,000 seats available, the two pavilions will be the largest indoor venue in Italy to be used for entertainment events with a particolar focus on concerts, exhibitions, fashion shows and sporting events.

Gross space (m2) Pavilions optioned for the 2026 Olympics

• • union of halls 13 and 15
• • 34.300 sqm

• ~ 30.000 seats

INDOOR

with >50.000 seats

SUSTAINABLE BUSINESS MODEL 02

FIERA MILANO CONSIDERS SUSTAINABILITY to be an enabling factor for business development and a strategic advantage for its growth, helping stakeholders to achieve their sustainability goals.

Developing and integrating a sustainable business model in the strategic plan

STRATEGIC PLAN 2024-2027

KEY INITIATIVES

1 ST DIMENSION

Strengthening the portfolio of events

NEW INTEGRATED SUSTAINABILITY PLAN WITH 30 TARGETS TO

Expanding congresses

3RD DIMENSION

Becoming an integrated service provider

4TH DIMENSION

Developing the entertainment business RATIONALE FOR INTEGRATION ESG

ESG PRIORITIES

Fiera Milano aims to position itself as a facilitator of the energy transition in the industry and as a promoter of good sustainability practices along the supply chain by launching a new event dedicated to industrial decarbonization, fostering discussion among opinion leaders, companies, and customers

²⁰²⁷ 2ND DIMENSION Fiera Milano denes a structured sustainability plan, aligned with the ESG needs of its customers, to secure a competitive advantage in the landscape of major international events and attract new business

Digital development becomes a facilitator for improving the customer experience and generating additional business opportunities by encouraging the creation of communities and fostering connections 365 days a year

By implementing a rigorous ESG due diligence on M&A opportunities, Fiera Milano will not only select partners at the forefront of sustainability, but also inuence stakeholders to adopt environmentally sustainable practices in order to establish a partnership with the Group

ENVIRONMENTAL (n. 12 targets)

SOCIAL (n. 1O targets)

GOVERNANCE (n. 8 targets)

PEOPLE AND ORGANIZATION 03

01 BALANCING DEMOGRAPHY AND SETS-OF-SKILLS

TRAINING, DEVELOPMENT AND GROWTH FOR THE FULFILLING OF EACH PERSON'S POTENTIAL

IMPROVING WORK-LIFE BALANCE AND WORKING ENVIRONMENT

PROMOTING TEAMWORK AND BELONGING

EFFECTIVE AND EFFICIENT STRUCTURE

	FOCUS ON
02
03
04
05
06

DIGITAL TRANSFORMATION OF THE PROCESSES AND TOOL ENHANCEMENT TO SIMPLIFY WORK

COMPETENCES & EXPERIENCES

School of Trades New competency model Talent Attraction &Employer Branding

Coaching Onboarding & Accommodation

Upskilling/reskilling

Job Rotation and cross-functional fertilization

Total Reward Policies

Skills assesment

• Extension of health coverage to 100% of the corporate population
  • Welfare Review
  • Internal climate survey and action plan

Employee Share Ownership Plan evaluation

Creation of cross-cutting task forces

Internal communication development

-

New organizational models

Rightsizing of structures from a cross-skill perspective Job rotation paths

Revisiting workspaces

Digital solutions for recruiting and onboarding Smart working and mobility

PEOPLE CARING & LISTENING

GROWTH & MOTIVATION

SMART & FLEXIBLE WORKING

ENGAGEMENT & SENSE OF BELONGING

ORGANIZATION, DEVELOPMENT & CLEARNESS

RELATIONSHIPS, RECOGNITION, IDENTITY

04 NEW POSITIONING FOR MORE EFFECTIVE AWARENESS

In an ever-changing market environment, Fiera Milano aims to develop a renewed identity and acquire a distinctive positioning, linked to the company's values and the strategic plan's fundamental guidelines, in order to be increasingly relevant in the scenario of trade fair operators.

• Building a distinctive positioning that can transfer Fiera Milano's renewed identity (sustainable/digital/integrated service provider/people-based/major event organizer)
• Strengthening reputation and brand awareness to be perceived as a valuable growth partner
• Activating and growing valuable relationships that support the business to be attractive to talent as well

• Building new communities and reaching new targets with targeted actions

• Ensuring an integrated, cross-media and continuous communication system through the production of valuable content throughout the year

• Activating special projects by leveraging knowledge hubs
• Investing in specific activities and initiatives to increase advocacy capacity, while also leveraging brand heritage

GOALS

ACTIONS

OUR STRATEGY IN NUMBERS: ECONOMIC-FINANCIAL TARGETS

Massimo De Tullio | CFO

Revenues (€M) Square meters/000 (Italy)

Ebitda (€M)

Net Financial Availability (€M)

By overcoming guidance, Fiera Milano has demonstrated solid execution capacity

ACTUAL EBITDA VS. GUIDANCE

Despite of: + c. € 5mln energy costs + c. € 3 mln one-off reorganization costs not foreseen for in previous guidance of € 85-95 mln

FIERA MILANO'S 2023

Italian GDP with average growth of ~1.0% per year during the plan Real GDP growth (year-on-year, %)

Ination in Italy expected to stabilize at 2.0 percent by the end of the plan Inflation (% change from previous year)

MACROECONOMIC INDICATORS UNDERLYING THE PLAN'S PROJECTIONS

REVENUE DEVELOPMENT AND BREAKDOWN BY BUSINESS SEGMENT

Sources: Fiera Milano, STAX Globex report 2023, Company annual report, Orbis, BCG Analysis

GUIDANCE REVENUE '24 - '27 CONTRIBUTION TO GROWTH BY BUSINESS LINE

According to STAX Globex 2023, the exhibition market in Italy will grow from 2019 to 2025 at a CAGR of 2%, in line with mature markets

EBITDA EVOLUTION AND BREAKDOWN BY BUSINESS SEGMENT

GUIDANCE EBITDA '24 - '27 CONTRIBUTION TO GROWTH BY BUSINESS LINE

1- Transformation of halls 13-15-22-24, elevators installation, surveillance cameras renovation.

2- Includes 50% of the total investment (amounting to 15 million euros) related to the new data, audio and video signal transmission infrastructure 3- Includes acquisition costs and CAPEX target company

Sources: Fiera Milano, BCG Analysis

€ 88 MILLION CAPEX SUPPORTING THE PLAN

Cumulative 2024-2027 (M€)

OVER € 150 M OF NET FINANCIAL AVAILABILITY TO SUPPORT INORGANIC GROWTH AND A STEADY DIVIDEND POLICY

M&A as primary goal, lever for future development

Dividends returning to remonerate shareholders with stability

1. Free cash ow includes EBITDA, rents, change in working capital, joint ventures, taxes and CapEX (maintenance + M&A in pipeline) Sources: Fiera Milano, BCG Analysis

Total financial availabilities M€

Dividend stability

At least 40 M€ 2024-2027 [10M€/year]

111-131 M€ [not considering leverage effect]

Resources allocated to the execution of M&A transactions (continuous scouting)

ONGOING SCOUTING TO IDENTIFY ACQUISITION OPPORTUNITIES OF EVENTS AND ORGANIZERS

PROFILING OF POTENTIAL TARGETS TO STRENGTHEN THE PORTFOLIO OF ORGANIZED EVENTS AND SELECTION

Event organizers with leading events, in Italy or abroad, and strong organizational skills, willing to sell their majority stake

Operations in major global markets (e.g., Italy, EU, U.S.), high-growth markets (e.g., Saudi Arabia), or where FM is currently present (e.g., Brazil)

03 High growth potential and opportunities to import events in the target's portfolio into Fiera Milano

04 Sectoral t with current events portfolio to maximize synergies, e.g., Hospitality, Textiles/Clothing/Fashion, Construction, Security

The aim is to scale up to a new dimension, doubling the share of revenue from organized events on the total revenue.

THE INTEGRATED SUSTAINABILITY PLAN: ESG TARGETS TO 2027

Massimo De Tullio | CFO

49 I STRATEGIC PLAN 2024/2027 I

ESG	DIMENSION OF THE STRATEGIC PLAN 2024-2027	ESG PRIORITIES	#	TARGET	TIMING	SDGS
	Attracting and hosting leading events in Milan every year; Attracting new international conferences and large corporate events.	CLIMATE CHANGE	1	Reduction of CO2 Scope 1 + Scope 2 emissions by • at least -60% from baseline 2023	2027
			2	• Increasing the share of electricity from renewable sources from 38% to 70%	2027
			3	• Implementation of a single refrigeration system to promote energy saving	2027
L			4	• Extension of LEED certication to halls 3 and 4 of the Allianz-MiCo Convention Center	2024
A T			5	• Measuring Scope 3 emissions at the Group level	2025
N E			6	• Defining medium- and long-term SBTs (Science Based Targets)	2027
M N O R VI N E		WASTE AND CIRCULAR ECONOMY	7	• Reducing waste generation by keeping the annual waste generation level below 6.5 kg/sqm	2027
				8	• Achieving 75% separate waste collection, minimizing the amount of unsorted waste	2027
										9	• Achieving a 50% recycling rate of the carpet used during events at Fiera Milano
		SUSTAINABLE MOBILITY AND	10	• Achieving a 35 percent share of hybrid vehicles within the car fleet	2024
			11	• Completion of the installation of 15 dual electric car charging stations at the fairgrounds	2024
			ACCESSIBILITY		12	Making 50 bike-sharing units available to employees •	2024

THE NEW INTEGRATED SUSTAINABILITY PLAN ENVIRONMENTAL

ESG	DIMENSION OF THE STRATEGIC PLAN 2024-2027	ESG PRIORITIES	#	TARGET	TIMING	SDGS
	1 Attracting and hosting leading events in Milan every year; 2 Attracting new international conferences and large corporate events.	PEOPLE DEVELOPMENT, WELFARE AND D&I	13	• Increase in the incidence of the female gender in managerial positions from 46% in 2023 to 49%	2027
			14	• Obtaining UNI/PDR 125:2022 (gender equality) certication	2024
			15	• Increasing the number of training hours by 50% from the 2023 baseline (7,024 hours)	2027
			16	• Obtaining employer branding certication from leading international certifier	2027
L A CI O S		HEALTH AND SAFETY	17	• Extension of full-coverage health insurance to 100% of employees	2027
	1 - 2 3Launch new events in	CUSTOMERS AND COMMUNITIES	18	• Launch of a new event dedicated to issues related to industrial decarbonization	2027
	high-potential sectors		19	• Launch of a multi-stakeholder forum (EGS Day)	2025
	4Promoting a substantial increase in the penetration of customized stands		20	• Launch of an ESG advisory service for organizers and exhibitors	2025
	5Developing a digital offer to enhance the experience of events 365 days a year	DIGITAL TRANSFORMATION	21	• Investment in technology and IT interventions to enhance high-resolution audio and video capabilities at Allianz-MiCo headquarters	2025
			22	• Development of the new Digital Platform to improve customer experience	2025

SOCIAL THE NEW INTEGRATED SUSTAINABILITY PLAN

ESG	DIMENSION OF THE STRATEGIC PLAN 2024-2027	ESG PRIORITIES	#	TARGET	TIMING	SDGS
			23	• Obtaining ISO 37001 certication (anti-corruption) for Fiera Milano	2024
		GOVERNANCE AND BUSINESS MANAGEMENT	24	• Obtaining ISO 14001 certication (environmental) for Fiera Milano	2024
			25	• Implementation of a Tax Control Framework	2024
	1 Attracting and hosting leading events in Milan every year; 2 Attracting new international conferences and large corporate events.		26	• Initiating an ESG Due Diligence process for all M&A processes	2024
			27	• Denition of MBOs for all executives with ESG weight between 15-20% and execution of the LTI (Long Term Incentive) plan with ESG weight of 20%	2027
E C N A N R E V O G		PRIVACY E CYBERSECURITY	28	• Obtaining ISO 27001 certication (information security)	2027
		RESPONSIBLE	29	• Ensuring that at least 80% of the value of supplies is covered by ESG evaluative screening	2027
		SUPPLY CHAIN	30	• Ensuring 100% of reputational audits for suppliers > Euro 10k	2024

GOVERNANCE THE NEW INTEGRATED SUSTAINABILITY PLAN

Pandemic phase and restart

CLOSING REMARKS

2020-2023

Fase pandemica e ripartenza 2024-2027 Strengthening of Assets Transformation and Growth

2028+

STRATEGIC STEPS

Investing for the growth and competitiveness of the Group with a continuous focus on efficiency

Sustained development and acceleration

Q&A SESSION

THANK YOU

DISCLAIMER

This presentation and any materials distributed in connection with it (together, the "Presentation") do not constitute or form part of, and shall not be interpreted as, an offer to sell or subscribe for or solicitation of any offer to buy or subscribe for any security, and neither this Presentation nor anything contained herein shall form the basis of, or be used in connection with, or serve as an inducement to enter into any contract or commitment whatsoever.

The information contained in this Presentation has not been independently verified and no representation or warranty, express or implied, is made, and no reliance should be placed on the fairness, accuracy, completeness, reasonableness or correctness of the information or opinions contained herein. No one within Fiera Milano S.p.A., its subsidiaries or their respective employees, consultants, representatives or affiliates shall have any liability whatsoever (in negligence or otherwise) for any loss arising in any way from the use of this document or its contents or otherwise arising in connection with this Presentation. The information contained in this Presentation is provided as of the date of its submission and is subject to change without notice.

This Presentation may include forward-looking statements. These statements can be identified by the fact that words such as "anticipate," "estimate," "should," "expect," "expect," "guide," "project," "intend," "plan," "believe," and/or other words and terms of similar meaning are used in connection with, among other things, any discussion of operations results, financial condition, liquidity, prospects, growth, strategies, or developments in the industry in which we operate. These statements are based on management's current intentions, expectations or beliefs and involve inherent risks, assumptions and uncertainties, including factors that could delay, divert or change any of them. Forward-looking statements in this Presentation regarding current trends or activities should not be taken as a statement that such trends or activities will continue in the future. Actual outcomes, results and other future events could differ materially from those expressed or implied by the statements contained herein. Such differences could adversely affect the outcome and financial effects of the plans and events described herein and could result from, among other things, changes in economic, business, competitive, technological, strategic or regulatory factors and other factors affecting the Company's business and operations. Neither Fiera Milano S.p.A. nor any of its affiliates has any obligation, and each of these entities expressly disclaims any such obligation to update, revise or modify any forward-looking statements, either as a result of new information, future events or otherwise. Undue reliance should not be placed on any of such forward-looking statements, which refer only to the date of this Presentation.

It should be noted that past performance is not indicative of future performance. It should also be kept in mind that interim results are not necessarily indicative of full-year results.

CONTACTS

INVESTOR RELATIONS

investor.relations@fieramilano.it investors.fieramilano.it/en

SUSTAINABILITY

sustainability@fieramilano.it

fieramilano.it/en/sustainability.html

EVENTS CALENDAR 2024

fieramilano.it/en/calendario.html