Biesse — Investor Presentation 2017

Feb 28, 2017

Forward-thinking solutions to leverage the fourth industrial revolution

2017-20193-Years Business Plan extract

Biesse Group / Our values

Excellence

2017-2019 three years Business Plan

Biesse Group / Our values / Excellence

2017-2019 three years Business Plan

Where we are: business plan update

Strategy & Results

2016e successesExecution on track

Where we are / Strategy & Results

2016e Successes

€/mln

55,2

€/mln

EBIT

Where we are / Strategy & Results

Executionon track

Anticipating plan Execution

On track with plan Execution

2017-2019 three years Business Plan

Where we are: business plan update

Products

Exceeding targetsWoodHousingGlass & StoneMechatronicsToolingAdvanced Materials

Where we are: business plan update

CustomerExperience

Exceeding targetsClose to customersFeeling the productsPredicting customer needsIIoTwith Accenture & Microsoft Where we are / Customer Experience

Exceedingtarget

Revenues in North America in 2016 +18,4 mln/€ Revenues in ASIA in 2016 +26,7 mln/€

2017-2019 three years Business Plan

Revenues in Western Europe in 2016 +72,4

+4New Local Branches

8.000Demosin 2016 Where we are / Customer Experience

Predicting Customer needs

A new step towardsthe Factory of the Future

"For us 4.0 is not simply a number representing the so-called new industrial revolution, but a real commitment toward our customers to allow them, to achieve the highest level of efficiency" - Federico Broccoli (Wood Division Director / Sales)

2017-2019 three years Business Plan

Where we want to go / Continuous GrowthMore productsNew target

Wood Division Estimated CAGR 2017-2019 4%Market Estimated CAGR 2017-2019 G&S Division Estimated 7%Market Estimated 2017-2019 three years Business Plan CAGR 2017-2019 CAGR 2017-2019 Mechatronics Division Estimated CAGR 2017-2019 5%Market Estimated CAGR 2017-2019

A.M. Division Estimated CAGR 2017-2019

To evolve to Service 2.0: from a "break and fix" approach to a proactive service

To increase our market share in the system solutions market.

To improve our software to keep offering to our Customers endless possibilities.

Where we want to go / More ProductsAdvancedMaterials*

*Advanced materialsCarbon FiberFoamPlasticsComposite

Alluminium

Titanium

Expand our plastic working machineries in 01order to meet the needs of the entire market.

Extend our product range drawing on the expertise of Uniteam to enhance its range of products and 30applications for machining advanced composite mln/€ applications for machining advanced materials for several industries

Medical Devices

02

application

Automotive

Packaging

2017-2019 three years Business Plan

EnergyBallistics

Where we want to go: 2019 new targets

MoreSolutions

2019 new targetsServiceSystemsbSuite

Where we want to go / More Solutions

Service

2017-2019 three years Business Plan

Our network supports our customers worldwide. Through Biesse service and Biesse parts. we offer technical services and machine/component spares to businessesanywhere in the world on-site. as well as on-line -24/7.

Our Service will evolve toService 2.0

• Proactivity: leave "break-and -fix" service logics in the past and move onto proactive services. On-site assistance
• Spare Parts: encourage a 24/7 assistance / no down-time approach with maintenance contracts / replacement parts warehouse with over 8.000 items
• Continuous Training : training dedicated to Biesse Field engineers, subsidiary and dealer personnel

Where we want to go / More Solutions

2017-2019 three years Business Plan

We increased our market share becoming a leading company in the engineering solutions sector.

The guiding strategy of the Biesse Systems team is based on clear key concepts:

• Definite lead times
• Automation
• Stock Management
• Modularity
• Total Quality

Where we want to go / More Solutions

bSuite

Potential Software Fees contribution to % Net Sales

Consolidation. reliability and rationalization. Superior technology for creating synergies in machine automation.

2017-2019 three years Business Plan

01

Technological superiority and sustainability. Ensuring advanced. sustainable know-how in order todevelop intelligent machines.

Simple. smart software. Meeting growing technological needs through application software and smart apps.

Business software. Business-oriented software to enhance collaboration with our customers' businesses.

Where we want to go / BCx

Close to customers:India & China

In addition to the Italian sites, we boost manufacturing sites in India and China, to bettersatisfy Customer worldwide.

The two sites, Bangalore and Dongguan manufacture a portfolio Local4Global, distributing their products worldwide.

2017-2019 three years Business Plan

0201

Product Quality Made in Biesse

Local suppliers certified by Biesse Quality

Ongoing integration and training

2019 Target production abroad quote

Our future in figures

2017-2019 three years Business Plan

Net Sales -Anticipating plan execution

growth growth path to consolidate our leadership

• In 2016e we went beyond our targets, anticipating plan execution
• We yearn to achieve higher targets in 2019 leveraging on our strategy: more products, more solutions, more customers

Our future in figures

StabilizeProfitability

2017-2019 three years Business Plan 10,1%CAGR 2017-2019 Continue our growth path

Net sales

39%

Target COGS

<30%

Target Labor Cost incidence on Net Sales

<20%

incidence on Net Sales

Target Overhead Cost on Incidence on Net Sales

• Optimize our production costcost
• Invest in human resources and capabilities as growth driver, controlling incidence on net sales

OptimizeOverhead cost

2017-2019 three years Business Plan

Continuing to pursue an

• Increasing our sales force. subsidiaries. agents and distributors worldwide
• Growing not only in the woodworking machine sector. but also in the areas of glass. stone, mechatronics and advanced materials especially considering the after-sales services
• Continuing to diversify into new sectors: advanced materials and metal working

Our future in figures / Revenue

Our future in figures / Revenue

Group orders intake & backlog

only machines

Our future in figures / Profit

Ebitda

value. 2017-2019 three years Business Plan

• Decreasing incidence of COGS on Net Sales through world production optimization
• Maintaining Labour Cost incidence on Net Sales below 30%
• Maintaining Overheadincidence on Net Sales well below 20%

Our future in figures / Cash

Net Debt

2017-2019 three years Business Plan

• Financial Position at the end of 2016
• Continuing to invest in R&D around 2% ofNet Sales
• Cash Flow finances the projected increasing CAPEX to support our growth forecast
• Paid yearly dividends (since 2014 for tree years) for a total amount of > € 24 mln

Our future in figures / Cash

OperatingNet Working Capital

control our Operating Net Working Capital.

• Maintaining Operating Net Working Capital incidence on Net Sales well below 12%
• Maintaining our Group inventories below 21% incidence on Net Sales
• Maintaining our Group DSOaround 60 -65 days
• Maintaining our Group DPOaround 100-110 days

Capex*

*Potential growth strategy through M&A not included

continue our growth path through investments.

2017e

tangible: € 24.4 mln intangible: €17.2 mln

main investments drivers:

• IndianManufacturing Site
• Chinese durable goods investments (KOREX)
• Mechatronics Italian plant (HSD S.p.A.) components production machines
• Metal Working (internal phase): improvement of the components production
• I.T.: digital factory PLM & CRM –Oracle implementation
• R&D constant investment. around 2% on net sales every year

Capex: tangibles

continue our growth path through investments

IndianManufacturing widening meet the projected productive expansion

ASSETS

Manufacturing Site widening to Mechatronics Italian plant (HSD S.p.A.) components production machines (rotary tables) + american subsidiary new site TANGIBLE(HSD U.S.A. subsidiary)

Metal working (internal phase): improvement of the components production – durable goods investments ,

Chinese Production Site upgrade and durable goods investments (KOREX) CNC lathe , vertical and horizontal working center machines

Capex:intangibles

2017-2019 three years Business Plan

Extract of theP&L

l € / m n	2 0 1 3	2 0 1 4	2 0 1 5	2 0 1 6 e		2 0 1 9 e	T t a r g e s
l N t e s a e s 1 y e a r -	3 7 8. 4 1. 2 % -	4 2 7. 1 1 2. 9 % +	5 1 9. 1 2 1. 5 % +	6 1 8. 1 1 9. 1 % +	C G 0. A R 1 1	8 2 5. 7
f d l d C t o s o g o o s o	1 5 5. 9 4 1. 2 %	1 7 7. 6 4 1. 6 %	2 0 6. 1 3 9. 8 %	2 4 1 5. 3 9. 7 %		3 2 2 3 9. 0 %
l d d d V a u e a e	1 4 7. 0	1 6 7. 8	2 1 2. 4	2 5 1. 7		3 4 7. 3
%	3 8. 8 %	3 9. 3 %	0. 9 % 4	4 0. 7 %	C G 1 1. 3 A R	4 2. 1 %
b L t a o u r c o s	7 2 1 1 2. 9. 8 %	2 3 1 2 8. 0. 0 %	2 2 1 4 8. 8. 6 %	9 2 1 7 5. 8. 5 %		9 2 2 4 1. 9. 3 %	3 0 % < inc i de nc e
h d o v e r e a	8 1. 8 2 1. 6 %	9 1. 0 2 1. 3 %	1 0 4. 7 2 0. 2 %	1 2 4. 8 2 0. 2 %		1 5 9. 4 1 9. 3 %	2 0 % < inc i de nc e
E B I T D A	3 3 4.	3 9. 6	6 4. 1	7 5. 8		1 0 5. 4
%	9. 1 %	9. 3 %	1 2. 4 %	1 2. 3 %	C A G R 1 1. 6	1 2. 8 %
E B I T	1 8. 1	2 4. 8	4 3. 7	5 5. 2 *		7 8. 7
%	4 8 %	5. 8 %	8. 4 %	8. 9 %	C G 1 2. A R 5	9. 5 %

*after non recurring items

2017-2019 three years Business Plan

OperatingNet Working Capital

l € / m n	2 0 1 3	2 0 1 4	2 0 1 5	2 0 1 6 e	2 0 1 9 e	T t a r g e s
I i t n v e n o r e s % les t s ne a	2 2. 8 %	2 3. 0 %	2 1. 5 %	2 1. 0 %	2 0. 2 %	2 % 1 <
i b l R e c e v a e s les % t s ne a	2 0. % 1	8. 9 % 1	2 0. 3 %	2 0. 9 %	2 0. % 6	D S O 6 0 6 5 - d a s y
b l P a y a e s % les t s ne a	2 9. 4 %	2 8. 8 %	2 9. 5 %	3 1. 5 %	2 9. 7 %	O 0 0 0 D P 1 1 1 - d a y s
k l O i N W i C i t t t p e r a n g e o r n g a p a l % t n e s a e s	5 1 4 3 % 1 6	5 5 6 3 0 % 1	6 3 4 2 2 % 1	6 4 7 0 % 1 5	9 2 0 % 1 1 1

2017-2019 three years Business Plan

Cashflow- Net Debt

l € / m n	2 0 1 3	2 0 1 4	2 0 1 5	2 0 1 6 e	2 0 1 9 e
h f l G C r o s s a s o w les % t s ne a	5 2. 0 1 3. 8 %	3 8. 3 9. 0 %	4 6. 3 8. 9 %	5 1, 1 8. 3 %	6 9. 3 8. % 4
I t t n e s m e n s v % les t s ne a	9. 8 -1 5. 2 %	-2 0. 8 4. 9 %	-2 2 5. 4. 9 %	-3 6. 5 5 9 %	-3 2. 0 3. 9 %
f C h l N t e a s o w les % t s ne a	3 2. 2 8 % 5	1 7. 5 4 1 %	2 1. 1 4 1 %	6 2 1 4. 4 %	3 4 3 7. 5 %
d de ds iv i n		-4 8 ha 0. 1 8 p er s re	-9 8 0. 3 ha 6 p er s re	-9 8 0. 3 ha 6 p er s re	-9 8 0. 3 ha 6 p er s re
b Δ N D t t e e		1 2. 7	1 1. 3	4. 8
b N D t t e e	2 3 9 -	1 1 2 -	0 1	4 9	4 4 7

2017-2019 three years Business Plan

Valueadded

post-non recurring items

3-Years Business Plan 2017 - ²⁰¹⁹

Labourcost

People*including Uniteam people (nr. 57) distribution (without interim people)

FY ²⁰¹⁰ FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Production% of total people96541%1.25046%1.26545%1.17544%1.20142%1.33542%1.48241%Service & After sale% of total people56824%57721%57421%61322%62822%69022%80322%R&D% of total people29312%31612%33812%32112%36113%38313%43612%Sales & Marketing% of total people34013%36113%36413%35113%43915%49515%58716%G &A% of total people2029%2339%2429%2359%2529%2739%3108.5%ITALY% of total people1.66070%1.65661%1.64659%1.54757%1.60556%1.78056%2.00956%OUTSIDE ITALY**% of total people70830%1.08139%1.13641%1.14843%1.27644%1.39644%1.60944%TOTAL 2.368 2.737 2.782 2.695 2.881 3.176 3.618 *

3-Years Business Plan 2017 - ²⁰¹⁹

Peopledistribution

	F Y 2 0 1 0	F Y 2 0 1 1	F Y 2 0 1 2	F Y 2 0 1 3	F Y 2 0 1 4	F Y 2 0 1 5	F Y 2 0 1 6
I T A L Y f l pe le % o tot a op	1. 6 6 0 0 % 7	1. 6 5 6 % 6 1	1. 6 4 6 9 % 5	1. 5 4 7 % 5 7	1. 6 0 5 % 5 6	1. 7 8 0 % 5 6	2. 0 0 9 5 6 %
O S U T I D E I T A L Y ** f % o l pe le tot a op	7 0 8 3 0 %	1. 0 8 1 3 9 %	1. 1 3 6 % 4 1	1. 1 4 8 3 % 4	1. 2 7 6 % 4 4	1. 3 9 6 % 4 4	1. 6 0 9 4 4 %
T O T A L	2 3 6 8	2 7 3 7	2 7 8 2	2 6 9 5	2 8 8 1	3 1 7 6	3 6 1 8
( ) D 2 0 1 5 4 4 2 1 3 9 % + v s e c : ( ) D 2 0 1 4 7 3 7 2 5 6 % + v s e c : ( ) 2 0 9 % J 1 6 1 5 4 6 + s n v u :
3 9 9 7 l h d f i i 2 0 8 D 1 6 1 1 t t t n e r m p e o p e a e e n o e c : ( ) he d f 1 1 2 2 0 1 5 t t a e n o

34

Peopleevolution

	F Y 2 0 1 6	F Y 2 0 1 7 e	%
d P i t r o c o n u	1. 4 8 2	1, 5 7 4	6. 2 +
i f S & A t e r c e e r v l s a e	8 0 3	9 3 4	6. 3 1 +
& R D	4 3 6	4 9 5	1 3. 5 +
l S & a e s k i M t a r e n g	5 8 7	6 7 6	1 5. 2 +
G A &	3 0 1	3 2 4	4. 5 +
I T A L Y	2. 0 0 9	2, 1 6 6	7. 8 +
O U T S I D E I T A L Y	0 9 1. 6	8 3 1, 7	2 1 4. +
T O T A L	3 6 1 8	4 0 0 3 ,	0 1 6 +

the labour cost increase is EURO 25.1 mln vs 2016 (29.7% 2017 incidence against net sale vs 28.5% in 2016)

2017-2019 three years Business Plan

People distributionby main countries - ²⁰¹⁶

2017-2019 three years Business Plan

Peopledistribution by main countries – 2017e

Receivables - Payables - Inventories

New Clients Incremental+Installed baseCapital Goods demand to increase efficiencyCapital Goods demandQ+Automotive, Aerospace, Metal Sector Construction Housing & Furniture Increase in labor cost Demand to increase efficiency Increase in demand globally Emerging Counties Industrialization Number of machines installed Machines value by Machines Market Value Drivers and impact Market Value(Wood, Glass, Stone, Advanced Material & Metal) Substitutions & UpgradeAverage Price per UnitxReplacement rateTechnological MixUnit Price EvolutionPxxLow-Cost competition GDP Automation Automation degree System integration Raw material & components costs Add-ons Service life Assets utilization Obsolescence ageing

Our future in figures / Annex

Historical correlation index(since 2004) 3.9 Our future in figures / Annex

Housing & Furniture -Beta

world furniture & housing average 2017-2019: +2.9%historical correlation index (2004-2016): 3.9THEORETICAL BIESSE GROW RATE: 11.3 %

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