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Bertolotti Investor Presentation 2016

Sep 15, 2016

6567_bfr_2016-09-15_2cc91c5f-ab7a-463c-b605-301554a87067.pdf

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Corporate Business Plan Targets for 2017-2019Implementing a Professional Business & ICT Platform to support the «European Financial Service Industry»

Dr. Stefano Achermann, CEO Be TSEInvestor Presentation, Piazza Affari, Milan, 15.09.2016,

  • I. «The State of the Nation». From 2008 to today: growth and affirmation of a truly European professional services platform
  • II. Business prospects and guidelines for growth in the 2017-2019 period: the new objectives of the «Corporate Business Plan»

Our mission is to contribute to the success of the industry in which we operate by facilitating transformation and creating tangible and lasting value

OUR MISSION

•Be supports major European banks and Insurance companies and some of the major players in the public and private sectors in managing the complexities arising from the evolution of their business.

•We work alongside our customers to help them achieve the most ambitious targets:redesigning business models, aligning them with regulatory and market requirements, entering the digital age, managing performance optimally and exporting successful models in highly profitable sectors .

Be makes even the most complex changes natural.

•Our teams ensure high performance standards and expertise in the world of financial services and access to institutions, which represent the present and the future of this industry.

•Today we operate in eight European countries, offering services ranging from business consulting to the development of operational and technological solutions, with the goal of delivering innovation and excellence to our customers.

•Competence is our distinctive feature. Our company is privileged to have the best professionals in the financial industry and we aim to continuously enrich our products and services with new expertise.

•We are looking for the talent, passion, discipline and energy necessary to meet the complexity of a rapidly changing world.

To be a vital part of the financial industry of the future by supporting thedevelopment of business models, the digital revolution and the regulatory Roadmap

A positive path of development with gradual growth in production volumes and the opening of new geographical market areas

The size and quality of our project portfolio reflect the fine work done by our specialized teams in several different countries

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Transforming an emerging sector into a European platform through the growth of the main performance indicators and the involvement of more than 1,600 professionals

6 ways to measure the passion of our commitment

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A commitment to the talent of young students and Italian researchers, promoting the Italian artistic and musical heritage

Shareholding structure and our commitment to Investor Relations

  • • 3 major shareholders with a significant capital share and approximately 50% of public float with over 3,000 private and institutional investors
  • • Market capitalization of less than € 70 m as of 13 September 2016, equivalent to approximately 4.5 times 2015 EBITDA and 2.5 times EBITDA of the Plan

Investor Relations: an increasingly important commitment

  • • Increased participation in international investor conferences (London, Frankfurt) with direct representation of the Group's management
  • • Institutionalization of an Investor Meeting in the fourth quarter to give visibility to the Group's outlook, update the Corporate Business Plans or launch new initiatives
  • • Our social initiatives will be open to the financial community
  • • Starting in 2017 we will be present on social media (Twitter, LinkedIn) in order to share news and hints on how the industries in which we operate are changing
  • • Intense work of the professional qualification of Investor Relators, through the involvement of specialists and representative figures in the various markets, among other things

  • • Increased collaboration with research houses, analysts and corporate brokers to ensure maximum readability of relevant phenomena and our business dimensions

  • I. «The State of the Nation». From 2008 to today: development and affirmation of a truly European professional services platform;

  • II. Business prospects and directions for growth in the 2017-2019 period: the new objectives of the «Corporate Business Plan»

The total expected spending in Financial Service Industry in Europa for 2017 ismore than 64.3 bln/€

Source Jacob Jegher Celent, IT Spending in Banking, a Global Perspective

Cost of change is for the Financial institutions is an fundamental strategic investment

  • • Celent envisages for 2017 growing values for the ICT spending in the Financial Industry worldwide (175 bln/€). More than 60 bln/€ are expected only for Europe. A progressive increase is forecasted within the next years
  • • The digital revolution generates great risks and opportunities for the financial services industry. In fact:
  • it opens to a new relationship system – knowledge of the customer, of the relevant needs and expectations – giving space to new great business opportunities,
  • it makes possible also to other industries' competitors to approach strategic segmentsrelated to the customer relationship (TransactionBanking),
  • it generates disruptive opportunities on the production chain of the IT systems creating conditions for re-disegning the legacy systems and re-configuring ICT costs and the relevantmanagement competences,
  • • Demand of specialized services in the transformation phasesis expected to grow

Choosing a growth strategy in our many market sectors: the decision to focus on professional services in the field of business consulting

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e
n		 En
er
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y,
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to
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r
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he
In
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ies
t
tr
r
s		 Ma
in
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ing
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t p
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we
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)
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t
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a
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d c
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The guidelines for internal growth in different markets: integration between geographical market areas and the growth of a professional network

Data in millions of Euro

Bu
in
Co
l
in
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ies
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Am
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im
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ar
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iz
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ies
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s r
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r «
ne
ar
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r
»		 5.
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1
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The development of external lines through specialization and by relying on the existing professional network for leverage

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h
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h
k
t
t
c
m
a
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e
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o
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i
t
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e
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n		 T
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ty
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p
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rm
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m
ar
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ts
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ve
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u
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h
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ion
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i
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l
t
ip
le
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t
im
E
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I
T
D
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x m
u
es
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lan
fo
he
in
ing
t»
t
t
rn
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r
re
ma
a
mo
un
•
«
Inv
tm
ts
te
d
fo
t
he
lan
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es
en
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p
ec
r
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p
er
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t
2
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inc
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ta
ts
d
t
he
a
n
ew
rg
e
an
u

completion of «Earn Out» plans

Using a well established «acquisition

    • Immediate access to the majority of the capital (51-60%) of target companies
  • subsequent «Earn-Out» plan with a focus on management and relying on the Group's network for leverage
  • • An estimated portfolio of an additional €15 m for 2018 with possible growth of 20% in the following year and an additional acquisition with an impact of about € 20 m in 2019

15

The business targets for 2017-2019, a significant step in the growth of an increasingly international Group

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