Biesse

Investor Presentation • May 26, 2020

COMPANY PRESENTATION

STAR CONFERENCE MILAN 26 MAY 2020

INDEX

1.1 OUR IDENTITY 1.2 SUSTAINABILITY 1.3 BUSINESS MODEL

GROUP STRATEGY THE 1 GROUP 2 3

• 2.1 CONTEXT 2.2 PERFORMANCE 2.3 STRATEGY 2.4 DIGITALISATION 2.5 INNOVATION 2.6 NETWORK
• EXPANSION
• 2.7 ONE COMPANY

OUR FUTURE IN FIGURES

3.1 OUR FUTURE IN FIGURES 3.2 OTHER FIGURES 3.3 THE SHARE

THE GROUP

1.1 OUR IDENTITY 1.2 SUSTAINABILITY 1.3 BUSINESS MODEL

1

OUR IDENTITY

1.1 OUR IDENTITY 1.2 SUSTAINABILITY

1.3 BUSINESS MODEL

• OUR VALUES
• THE VISION
• ONE INDUSTRIAL GROUP
• ALL OVER THE WORLD
• SUPPORTING OUR CUSTOMERS

1.1

WITH OUR PEOPLE

OUR VALUES

Biesse Group is a global leader founded in Pesaro in 1969 by Giancarlo Selci. Listed on the Borsa Italiana since 2001 – STAR The Group has a strong Italian identity and strongly believes in:

segment. INNOVATION INTEGRITY PROACTIVITY

THE VISION

Biesse Group's vision is embodied by the word THINKFORWARD:

LOOK AHEAD A STIMULUS TO ANTICIPATE THE FUTURE AND SETTING NEW STANDARDS TO DRIVE TECHNOLOGICAL INNOVATION AND DIGITAL TRANSFORMATION.

ONE INDUSTRIAL GROUP

4 MAIN BUSINESS DIVISIONS

12 PRODUCTION SITES

We manufacture technology for processing wood, glass, stone, advanced materials and metal through specialised business units and 12 manufacturing sites in Italy and worldwide. We operate worldwide with our own key brands: Biesse, Intermac, Diamut, HSD.

ALL OVER THE WORLD

We support our colleagues all over the world, using the most advanced management, sales and support systems. Our global network enables us to be always close to our customers.

39 SUBSIDIARIES AND REPRESENTATIVE OFFICES

DISTRIBUTORS

+300 SELECTED

SUPPORTING OUR CUSTOMERS

Customers in 120 countries: manufacturers of furniture, design items and door/window frames, producers of elements for the building, nautical and aerospace industries. CUSTOMERS IN

120 COUNTRIES

WITH OUR PEOPLE >4.1k

We acknowledge that people are essential to our development, because the ability to innovate and pursue excellence in the realisation of products is the consequence of the passion and dedication of all those that are part of the Biesse family.

EMPLOYEES*

* temporary workers included

SUSTAINABILITY

1.1 OUR IDENTITY 1.2 SUSTAINABILITY 1.3 BUSINESS MODEL PLANNING FOR A MORE SUSTAINABLE FUTURE

1.2

• CSR HIGHLIGHTS
• 2020 MAIN TARGETS

PLANNING FOR A MORE SUSTAINABLE FUTURE

12

All activities are carried out in recognition of the moral and social responsibilities that we have towards our stakeholders, in the belief that the achievement of sales objectives cannot overlook our values of honesty, integrity, fair competition and correctness in dealings with all our stakeholders, including shareholders, customers, employees, suppliers and local communities.

CSR HIGHLIGHTS

ECONOMIC SUSTAINABILITY

More than

300

persons involved in R&D activities

89%

of purchases by our manufacturing plants in Italy, India and China come from local suppliers

SOCIAL SUSTAINABILITY

95%

of employees have permanent contracts

+100K

hours of training provided to personnel during the course of 2019

ENVIRONMENTAL SUSTAINABILITY

photovoltaic panels installed compared to the previous year

of waste products are non-hazardous

13

2020 MAIN TARGETS

REDUCTION OF THE EMISSION IN THE ATMOSPHERE

-40% CO2 at least

* Through strategies of carbon footprint reduction aimed at utilising energy from renewable sources combined with energetic efficiency.

*C02 scope 2 market based

14

2020 MAIN TARGETS

ISO 45001

15

CERTIFICATION OF THE HEALTH AND SAFETY SYSTEM FOR BIESSE SPA

Biesse Spa has started the process of formalization and certification of the health and safety system in accordance with ISO 45001 international standards.

BUSINESS MODEL

1.1 OUR IDENTITY 1.2 SUSTAINABILITY 1.3 BUSINESS MODEL

• PRODUCTS
• GLOBAL ORGANIZATION
• CUSTOMERS

1.3

PRODUCTS

MACHINES 01

We design, manufacture and distribute a comprehensive range of machinery and technologies for processing wood, glass, stone, metal and advanced materials

We create engineered solutions, from plant design to production, implementation, installation and maintenance SYSTEMS 02 We design,

Through dedicated personnel, we provide professional pre-sale consulting services, and continuous after sales assistance to ensure the correct installation and start-up of machinery, software and Systems SERVICES 05

manufacture and deliver high-tech mechanical and electronic components for machinery Industry 4.0 ready MECHATRONICS 03

We have developed our software solutions by closely observing the work carried out by the customer every day, with simple interfaces, designed to make practical the everyday use of machines

TOOLING

We manufacture tools for the processing of glass, stone and ceramics. Synergies with the Glass & Stone Division have enabled the development of a range of tools that have become a benchmark in the market SOFTWARE 04 06

SALES BREAKDOWN

CUSTOMERS

CUSTOMERS

CUSTOMER SALES

>67,000

A wide and fragmented customer base with no risk of concentration. From small manufacturers to medium/large industries.

CUSTOMERS

A wide and fragmented customer base with low risk of concentration

95

Large industries

Sales per Client

20 10,000> (€/000) (€/000) average

Small-medium companies

n°

of Clients

THREE YEARS PLAN

EXTRACT

GROUP STRATEGY

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY

2

CONTEXT

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY
• MAIN THREATS
• DIGITAL PARADIGM
• REBOUNDING MARKET

MAIN THREATS

A TIME OF UNCERTAINTY

27

THE DIGITAL PARADIGM

What will impact Businesses over next years?

79% 85%

HOW, WHEN, WHAT WILL IMPACT OUR BUSINESS

A REBOUNDING MARKET

Woodworking Machinery market will experience a decrease in demand also in 2020e. In the period 2019-2022e the estimated CAGR in the reference market is approximately 0.8%

1,00

1,50

2,00

2,50

3,00

3,50

4,00

4,50

5,00

5,50

6,00

As highlighted by sector studies regarding the Biesse industries of reference (Acimall, VDMA, UCIMU), 2019 has witnessed a considerable cooling of the demand, following a positive cycle that lasted 4 years (2015-2018). In particular, for this wide sample basket of markets/companies, new orders intake between 2019 compared to the same period of 2018 is on average approximately -15%.

-80%

-70%

-60%

-50%

-40%

-30%

-20%

-10%

0%

10%

BIESSE PERFORMANCE

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY
• REVENUE
• PROFIT
• CASH

31

NET FINANCIAL POSITION CASH

STRATEGY

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY
• STRATEGY
• DIGITALISATION TARGETS

2.3

• INNOVATION TARGETS
• EXPANSION TARGETS
• ONE COMPANY

STRATEGY

In the next 3 years, Biesse's strategy will be focusing on four main directives: the strengthening of our offering through Digitalisation and Product Innovation supported by the reorganization of the Company's processes and the extension of our sales network.

DIGITALISATION

INNOVATION

EXPANSION

ONE COMPANY

TARGETS

Establish a new operating model

• Consistent management model
• One Leadership
• Implement a global management model to foster the culture of a synergy-driven enterprise, enabling cross fertilization across Headquarters, Divisions & Subsidiaries

• Strengthen the global leadership model to ensure a cohesive and independent Management Team

• Guarantee IT solutions to support the Company's global processes
  -

• • Shared tools & processes

DIGITALISATION

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY
• BIESSE SMART FACTORY
• BIESSE SMART FACTORY ENABLER
  • ̶ SOPHIA
  • ̶ SERVICES
  • ̶ SOFTWARE

BIESSE SMART FACTORY

THE MARKET EXPECTS

Solutions that allow manufacturing companies of the fourth industrial revolution to evolve technologically, combining human skill and experience with total production automation and interconnectivity.

BIESSE RESPONDS

with advanced technologies and services that can digitalise and automate factories and production processes, optimising all their main assets - whether technological, strategic, organisational or human.

SOPHIA: SMART FACTORY ENABLER

Digital transformation

The use of Artificial Intelligence solutions and IoT technologies enable our clients to remotely activate and manage their manufacturing systems.

Biesse responds to the future

SOPHIA is a central hub of services connected to machines. The future objective is to evolve the platform into a centralised coordinator of services based on Artificial Intelligence.

Smart Objects

Internet of Things

Machine Learning

"Focus on your work, Sophia takes care of the rest".

SOPHIA RESULTS

>2,000

Connected Machines by SOPHIA in 2019

>50,000

Carts Created on Parts, the Online and in-app SOPHIA Marketplace

1Hour

With SOPHIA the average response time for a machine downtime ticket is 1 hour in 80% of cases

service

SOPHIA TARGETS

10000

Spare Parts order on SOPHIA Marketplace (Parts) by 2022

Route to the future

12000 Digital innovation creates the future: an inevitable process, that is yet to be developed in machinery industry. SOPHIA paves the way for the future of Industry 4.0, starting now.

Number of SOPHIA packages sold with new machines and renewal 2018-2022

SERVICES ACTIONS

Customer Experience is the driver of our Services growth on people competences, services solutions and customer care. We deliver performance as value

Guidelines of the Action Plan

• SOPHIA Marketplace development and Digital Services Ecosystem deployment
• Service Solution portfolio leveraging Customer segmentation

Introduce new digital solutions to support our Customers in factory performance improvement

Predictive Diagnostic and A.I. integrated on machines

Service Academies to improve knowledge and productivity

Expected Service Contribution* to Net sales in 2022

SERVICE PLATFORM

Biesse Group Service processes evolve through Salesforce After the successful experience of the CRM project for the Sales Area, Biesse will also implement Salesforce in support of Service processes.

The new platform will provide a better user experience and will include new features to simplify and increase the efficiency of the daily activities of Contact Centres, Hot-liners, Planners, Field Technicians and Service Administration.

This is an important step towards providing our Customers with an ever-improving level of service in the management of customer requests, the planning of activities and resources, guidance in the execution of works, and for onsite reports on mobile devices.

SOFTWARE

B_SUITE

It is a complete suite of advanced software tools, giving users access to cutting edge technology, offering endless possibilities.

B_CABINET SUITE

It is a unique solution for managing furniture production from the 3D design phase to production flow monitoring.

B_CABINET FOUR, supplementary module, makes it easy to manage all the work phases with a click. It includes an environment dedicated to the real time monitoring of the progress of the production phases.

INNOVATION

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY
• CORE SEGMENTS MARKET 2019
  • WOOD
  • GLASS & STONE
  • AUTOMATION
• NEW SEGMENTS
  • ADVANCED MATERIALS
  • CERAMIC

CORE SEGMENTS MARKET 2019

We are in leading positions in our reference markets: Wood, Glass, Stone working machines. We want to consolidate our positioning fostering product innovation Entire market

the glass processing market in which we operate.

the stone market in which we operate.

WOOD

Guidelines of the

focus on innovative solutions

Increase Group efficiency to strengthen our R&D

Continue to innovate our product offering to meet Customers needs for more flexibility and easy-use machines (Batch-One, Stream B MDS).

Action Plan

estimated

Wood products sales CAGR 2019-2022

0.8%

Market estimated CAGR 2019-2021

+5.4% Market estimated CAGR 2020 - 2022

-7.7%

Market estimated decrease 2020 vs 2019

GLASS & STONE

Guidelines of the Action Plan

• Introduce a new range of CNC Vertmax for small workshop and medium companies
• Become a single provider of the whole sheet of glass manufacturing process, introducing high performance laminated glass lines, new vertical CNC integrated with washing machines and robot cells
• Continue to renovate our product portfolio both for Glass & Stone introducing complete lines and system solutions

>1.5%

Glass & Stone products sales Estimated CAGR 2019-2022

Glass & Stone products sales Estimated CAGR 2020-2022

AUTOMATION

STRONG FOCUS ON INDUSTRY 4.0 ORIENTED SOLUTIONS

Technological innovations developed to create automated and interconnected production.

AUTOMACTION – Automation for large Industries Thanks to the alliance of robotisation and the digital factory, production becomes interconnected and completely automated. This concept guides the creation of the digitised factory in large industrialised plants and represents the key to strengthening and increasing the production performance for large industry.

SMARTACTION – Automation for small and medium companies It is aimed at companies intending to look at digitalisation for the first time: it makes it possible to create a compact, connected and accessible factory, offering this opportunity to small and medium-sized companies that want to become more competitive in the market.

21%

Systems target incidence on machines Net Sales in 2022

15.0% Systems estimated CAGR 2019-2022

NEW SEGMENTS

We will continue to innovate our product offering to expand our presence in new materials processing

ADVANCED MATERIALS CERAMICS

Ceramics materials are innovative materials, created artificially using specific innovative technology.

ADVANCED MATERIALS

PRODUCT INNOVATION Guidelines of the Action Plan:

Continue product development on current portfolio and ideation of new processing techniques

Foster the development of new models to complete the current product range and expand towards new sectors

Encourage innovation, through new technologies, processes and applications to anticipate and reinvent more performing production solutions

CERAMICS

In 2018 Biesse Group made its debut in the Ceramics sector.

The Group approached this new segment through

• Innovative range of tools dedicated to the squaring, lapping and polishing of all ceramics materials.
• Combined solutions that include smart storage and handling systems that can be seamlessly integrated with cutting table for sheets of natural, quartz and ceramics materials

55 HIGH PERFORMANCE, PERFECT INTEGRABILITY

NETWORK EXPANSION

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY

NEW SEGMENTS MARKET 2019

2.6

• STRUCTURAL WOOD
• METAL
• ADVANCED MATERIALS

NEW SEGMENTS MARKET 2019

We entered in new market segments, we want to continue to increase our market penetration.

STRUCTURAL WOOD

Our competitors are mainly located in Germany and in Italy. The most important are Hundegger (market leader), HOMAG and Weinmann.

METAL (MECHATRONICS)

Our main competitors are KESSLER, IBAG, GMN, WEISS (Siemens), FISHER and STEPTEC.

ADVANCED MATERIALS

Highly fragmented market, our main competitors are Geiss, Belotti CMS Industrie, Breton, Mecanumeric, and Multicam.

STRUCTURAL WOOD

Guidelines of the Action Plan

Introduce our new products both in the high–end and the mid segment: RC, CLT and BM series

Structural Wood products sales Estimated CAGR 2019-2022

Leverage on Group Sales Network (Subsidiary and Trade) to boost sales in Key Markets

Expand in new attractive and growing structural wood markets (i.e. Japan)

18

mln/€ 2022 target in Structural Wood sector

METAL MECHATRONICS

Action Plan

Metal products sales estimated CAGR 2019-2022

Expand abroad in the Metal Working Machines market, especially in Asia and Western Europe markets

Strong focus on rotary tables (new product), that allows a more effective metal working process

Guidelines of the

Complete product portfolio for metal working machines

mln/€ 2022 target in metal sector

ADVANCED MATERIALS

Brand Awareness

Guidelines of the

WE SHAPE

Elegance

Lifestyle

Movement

Ideas

Protection

ADV MAT

Development of a new communication plan focused on Advanced Materials application industries instead of its products

Increase brand visibility among large companies belonging to the aerospace, automotive and wind energy sectors

Reinforce the role of marketing in order to increase brand

awareness in the Advanced Materials segment

Action Plan:

ADVANCED MATERIALS

TREND

ADVANCED MATERIALS

Global Distribution Guidelines of the Action Plan:

Invest in commercial development, empowering our sales organization worldwide with special focus on Advanced Materials Key Markets

Adoption of dedicated go-to-market strategies for each market. Market attractiveness and Biesse penetration capacity will be evaluated, for each geographical area, in terms of product portfolio suitability, market needs and market value

Advanced Materials products sales Estimated CAGR 2019-2022

mln/€ 2022 target in Advanced Materials

ONE COMPANY

• 2.1 CONTEXT
• 2.2 PERFORMANCE
• 2.3 STRATEGY
• 2.4 DIGITALISATION
• 2.5 INNOVATION
• 2.6 NETWORK EXPANSION
• 2.7 ONE COMPANY
• A GLOBAL VISION
• ONE COMPANY JOURNEY

A GLOBAL VISION

We are securing the Group growth by a solid implementation of the One Company concept. The process is aimed at creating a culture in which employee self-interest and corporate self-interest intersect. The transformation is fostered by a global management model, based on structured and shared processes, supported by a matrix organizational model and guided by a cohesive and independent Management Team.

ONE COMPANY JOURNEY

Global strategy, processes and tools unified worldwide

Share corporate values, processes, organization, tools

New global organization to optimize the work of our employees and strengthen the relation with our customers (common guidelines, PDP, …)

Deployment – One Service & One HR - step already achieved Global system to manage and support the main processes to standardize procedures among Headquarters and Subsidiaries.

FY 2019

RECAP

EXTRACT OF THE P&L

€/mln	2014	2015	2016	2017	2018	2019
Net sales -1 year	427 +12.9%	519 +21.5%	618 +19.1%	690 +11.6%	741 +7.4%	705,9 -4.8%	CAGR 2009-2019 10.2%
Cost of goods sold	171 40.1%	206 39.7%	245 39.6%	270 39.1%	295 39.9%	286 40,6%
Labour & Overhead	219	253	301	335	359	350
cost	51.3%	48.7%	48.7%	48.6%	48.5%	49.6%
EBITDA	40	64	76	89	93	77
%	9.3%	12.4%	12.3%	12.9%	12.5%	10.9%
EBIT	25	44	55	64	64	30*
%	5.8%	8.4%	8.9%	9.2%	8.6%	4.2%

*after non recurring items

before € 40 (5.6%)

TAX RATE EVOLUTION

²⁰¹⁹ tax rate is affected by non deductible non recurring expenses

€/mln

OPERATING NET WORKING CAPITAL

Group DSO 51 days Group DPO 103

RECEIVABLES PAYABLES INVENTORIES 18,1% 16,6% 33,0% 28,3% 22,0% 22,0% 2012 2013 2014 2015 2016 2017 2018 2019 net sales receivables margin payables margin inventories margin €/mln - %

according to IFRS 15 Advanced Payments from Clients are reclassified from Account Payables to Account Receivables. In 2019 advanced payments are approx. euro 67.5 million

IQ 2020

SALES BREAKDOWN

EXTRACT OF THE P&L

€/mln	FY2014	FY2015	FY2016	FY2017	FY2018	FY2019	IQ 2019	IQ 2020
Net sales -1 year	427 +12.9%	519 +21.5%	618 +19.1%	690 +11.6%	741 +7.4%	705,9 -4.8%	169.2	147.7 -12.7%
Cost of goods sold	171 40.1%	206 39.7%	245 39.6%	270 39.1%	295 39.9%	286 40,6%	75.4 44.5%	58.7 39.7%
Labour & Overhead	219	253	301	335	359	350	57.2	50.4
cost	51.3%	48.7%	48.7%	48.6%	48.5%	49.6%	33.8%	34.1%
EBITDA	40	64	76	89	93	77	18.9	12.4
%	9.3%	12.4%	12.3%	12.9%	12.5%	10.9%	11.2%	8.4%
EBIT*	25	44	55	64	64	30*	10.7	5.4
%	5.8%	8.4%	8.9%	9.2%	8.6%	4.2%	6.3%	3.6%

*before non recurring items

NET DEBT

€/mln

RECEIVABLES PAYABLES INVENTORIES

ORDERS INTAKE & BACKLOG

GROUP ORDERS INTAKE & BACKLOG

313 ^{90 82 78} 225 2011 2012 2013 2014 2015 2016 2017 2018 2019 orders intake backlog 020 IQ Group backlog -15.4% (vs March 2019 and -3.8% (vs December 2019) €/mln 134,4 133,3 225 ¹⁸⁹ IQ 2019 IIQ 2019 IIIQ 2019 IVQ 2019 IQ 2020

Machines only

FY2019: Group orders intake -17% (vs. 2018)

2020 IQ Group orders Intake -24.7% (vs 2019)

FY2019: Group backlog -12.8% (vs. 2018)

EMPLOYEES DISTRIBUTION

EMPLOYEES DISTRIBUTION

	FY 2012	FY 2013	FY 2014	FY 2015	FY 2016	FY 2017	FY 2018	FY 2019	IQ 2020
ITALY % of total people	1,646 59%	1,547 57%	1,605 56%	1,780 56%	2,009 70%	2,176 57%	2,483 59%	2,417 62%	2,433 63%
OUTSIDE ITALY % of total people	1,136 41%	1,148 43%	1,276 44%	1,396 44%	1,609 44%	1,670 43%	1,744 41%	1,509 38%	1,437 37%
TOTAL	2,782	2,695	2,881	3,176	3,618	3,846	4,227	3,926	3,870

interim people at the end of March 2020: 298

	FY 2019	IQ 2020	%
Production	1,385	1,330	-3.97%
Service & After Sales	992	1,000	0.81%
R&D	482	492	2.07%
Sales & Marketing	685	664	-3.07%
G&A	382	384	0.52%
ITALY	2,417	2,433	0.66%
OUTSIDE ITALY	1,509	1,437	-4.77%
TOTAL	3,926	3,870	-1.43%
	China Korex

EMPLOYEES DISTRIBUTION (without interim people)

	FY 2012	FY 2013	FY 2014	FY 2015	FY 2016	FY 2017	FY 2018	FY 2019	IQ 2020
Production % of total people	1,264 45%	1,175 44%	1,201 42%	1,335 42%	1,482 41%	1,494 39%	1,621 38%	1,385 35%	1,330 34%
Service & After sale % of total people	574 21%	613 22%	628 22%	690 22%	803 22%	894 23%	1,001 24%	992 25%	1,000 26%
R&D % of total people	338 12%	321 12%	361 13%	383 13%	436 12%	479 12,5%	501 12%	482 12%	492 13%
Sales & Marketing % of total people	364 13%	351 13%	439 15%	495 15%	587 16%	641 17%	715 17%	685 17%	666 17%
G&A % of total people	242 9%	235 9%	252 9%	273 9%	310 8,5%	338 8,8%	389 9%	382 10%	382 10%
ITALY % of total people	1,646 59%	1,547 57%	1,605 56%	1,780 56%	2,009 56%	2,176 56%	2,483 59%	2,417 62%	2,433 63%
OUTSIDE ITALY % of total people	1,136 41%	1,148 43%	1,276 44%	1,396 44%	1,609 44%	1,670 44%	1,744 41%	1,509 38%	1,437 37%
TOTAL	2,782	2,695	2,881	3,176	3,618	3,846	4,227	3,926	81 3,870

COVID 19 CRISIS

FACE THE CRISIS

83

Our main goals:

a) keep safe our people

b) re-think and re-organize our business model

c) be ready and reactive for the future changes

FACE THE CRISIS

84

Our main goals:

a)

b)

• adopt all available health measures to keep safe our people
• smart working increase-prolong
• constant internal communication
• review the operating activities, adapting our model to the customers request
  • support and focus the margins, maintaining the liquidity
  • do not give up / slow down the innovation in technology (R&D investments)
• c) internal analysis regarding the organizational measures to be taken in respect of the laws (health) external analysis of any possible impact of the Covid-19, especially for the future development evaluate all the possible steps to be taken considering our ESG commitment

FACE THE CRISIS

85

Focus on cost containment:

Labour cost

• forced collective holidays (residual balance if any)
• CIGO (temporary lay-off scheme)

Cost cutting

• travel, exhibitions and marketing costs reduction
• renegotiation of key contracts (fixed costs)

Investments

CAPEX reduction postponement of the NON-Strategic projects

FINANCIAL SUPPORT

FINANCIAL SUPPORT

SHAREHOLDERS & B.O.D.

Bi.Fin s.r.l (Selci family) free float €/MIL SHAREHOLDERS BREAKDOWN BY OWNERSHIP & B.O.D. 51,0% 49.0% Norges Bank; 2,0% BNP Paribas; Allianz; 5,0% Groupama; 3,9%

Biesse B.o.D.:

Giancarlo Selci (founder - president)

Roberto Selci (C.E.O.)

Stefano Porcellini

Alessandra Parpajola

Silvia Vanini

5,6%

Vanguard; 1,5%

Giovanni Chiura (indipendent)

Federica Palazzi (indipendent)

Elisabetta Righini (indipendent)

major shareholders for the free float quote (updating April)

DISCLAIMER

• This presentation has been prepared independently by Biesse S.p.A. and can be used only during meetings with investors and financial analysts. It's solely for information purposes and it may contain statements regarding future financial performances and Company's expectations
• Biesse is not responsible for the content processed by third parties and content indicated in this Document. No liability is accepted by or on behalf of Biesse for any errors, omissions or inaccuracies contained in this presentation.
• Any forward looking statements are not guarantees of future performances and is related only of the date of this document. Th ey are based on the Group's current state of knowledge, future expectations and projections about the future events. By their nature they are subject to inherent risks and uncertainties.
• Further information concerning the Group results, including factors that could materially affect the Company itself (i.e. IFRS) will be included and detailed in the Financial Statement of the Group.
• For further details on the Biesse S.p.A. reference should be made to publicly available information. including the Quarterly Reports, the Half Annual Report, the Annual Reports and the Three Years Business Plan.
• Any reference to past performance of the Biesse S.p.A. shall not be taken as an indication of future performance.
• This document does not constitute an offer or invitation to purchase or subscribe for any shares and no part of it shall form the basis of or be relied upon in connection with any contract or commitment whatsoever.
• No action should be taken or omitted based on the informations contained in this Document. Biesse accepts no liability for the results of any action taken on the basis of the informations contained in this Document.
• By attending the presentation you agree to be bound by the foregoing terms.
• The User is not granted any license or right of use and therefore is not allowed to record such content in whole or in part- on any type of media, reproduce, copy, publish and use them for any purpose without prior written permission.

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