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Biesse Investor Presentation 2026
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INFO
DIGITAL
SIGN
Strategic Business Plan 2026-2028
March, 2026
Biesse
Shaping the Future
The 2026–2028 Strategic Plan marks the beginning of a new phase of transformation and growth for Biesse.
Powered by innovation, industrial excellence, and a strong customer focus, the Group aims to scale globally while creating sustainable long-term value.
> This plan prepares Biesse to face future challenges with clarity and a renewed ambition to lead the industry
Strategic Business Plan 2026–2028
Strategic Business Plan 2026-2028
Agenda
01
Company Overview
04
Biesse Vision 2028
02
Market Overview
05
Key Assets
03
Highlights & Financial Results 2025
06
Annex
3
01. Company Overview
Biesse
Strategic Business Plan 2026-2028
- Company Overview
This is Biesse
We manufacture lines, machinery and components for making products, enhancing the potential of the wide range of materials processed by our customers. We simplify the production processes of customers working in the furniture, construction, automotive and aerospace sectors, through the skill of the people who work in our production sites around the world.
Founded in Italy in 1969 and now listed on the Italian Stock Exchange, we are driven by our international calling, which is manifested through a global network of showrooms, where customers can enjoy a multi-material experience.
Strategic Business Plan 2026-2028
01. Company Overview
| Vision | Mission |
|---|---|
| To simplify clients’ manufacturing process, empowering their imagination to enhance people’s everyday life. | To provide clients with the most suitable solutions, committing our rooted competence to enable them to unleash the potential within any material. |
>
Values
| International natives | The sense of belonging without borders that enhances the peculiarities of individuals |
|---|---|
| Insightful curiosity | A constant desire for discovery, which turns into intuition |
| Genuine “maestria”/mastery | The original “know-how” which comes out from a genuine tradition |
| Widespread transparency | The honesty of the people, the integrity of the company |
| Heartfelt commitment | The adherence to a common project, lived and strengthened on a daily basis |
| Respectful sight | The care for the environment, society, people |
Strategic Business Plan 2026-2028
- Company Overview
Our product portfolio
Biesse is the master brand that conveys the company's values to the markets through the One Company approach.
Our architecture clearly presents the entire product offering through three well-defined segments:
- Lines: Biesse Technic
- Machinery: Biesse Machinery
- Components:
- Hsd (mechatronics)
- Diamut (tooling)
Strategic Business Plan 2026-2028
- Company Overview
9
Multimaterial industrial platform
Biesse operates in the processing of wood, glass, stone, plastic and composite materials, and metal, combining specialized expertise with operational flexibility to effectively meet the specific needs of different markets.
This versatility allows the Group to create:
- Industrial synergy - Integration among production plants encourages the sharing of assets and supplier base, increasing operational flexibility while reducing procurement time and costs.
- Product innovation synergy - Experience gained in processing different materials enables the transfer of technologies, solutions, and know-how across different production areas, fostering the development of innovative, high value-added products.
- Customer benefit – The ability to access technologies for different materials through a single partner, facilitating production integration and alignment with industry trends.
WOOD
GLASS
STONE
MATERIA
METAL
Strategic Business Plan 2026-2028
- Company Overview
>
Biesse presence worldwide
~3,700
total employees of which 43% out of Italy
~24%
of revenue in North & South America
Strategic Business Plan 2026-2028
- Company Overview
- Company Overview
11
Our history in milestones
| FOUNDATION, DEVELOPMENT, INTERNATIONALIZATION | MECHATRONICS, LISTING, INDIAN SITE | ONE COMPANY, MULTIMATERIALITY (M&A), RELAUNCH |
|---|---|---|
| 1969 | ||
| Biesse is founded in Pesaro, Italy, to design, manufacture and distribute wood processing machinery. | 1991 | |
| The HSD business unit is established to design, manufacture and distribute electromechanical components. | 2020 | |
| Start of the “One Company” project: new organization, new brand and product architecture, rationalization of production hubs. | ||
| 1983 | ||
| Biesse launched on the market Rover, a numerical control wood processing centre. | 2001 | |
| Biesse S.p.A. is listed on the STAR segment of the Italian Stock Exchange. | 2021 | |
| Acquisition of Forvet S.p.A. | ||
| 1987 | ||
| A business sector dedicated to design, manufacture, and distribute glass and stone processing machines is born. | 2008 | |
| Opening of the first foreign manufacturing site in Bangalore, India. | 2024 | |
| Acquisition of GMM Group, including Bavelloni and TechniWaterjet, manufacturing of machines for stone, glass, metal and tooling. | ||
| 1989 | ||
| The internationalization process starts with the opening of the first subsidiary abroad. | 2017 | |
| Biesse develops and launches its own IIOT platform, making its technology 4.0 ready. | 2025 | |
| The Biesse Material Hubs are inaugurated: multi-material exhibition spaces that represent a new way of showcasing the company and presenting its technological solutions | ||
| Launch of Biesse Technic, dedicated to production lines |
Strategic Business Plan 2026-2028
Financial Performance & Headcount Evolution
TREND HEADCOUNT *15-25
Strategic Business Plan 2026-2028
- Company Overview
02. Market overview
》
Macrotrends
Baseline Scenario
Soft Landing
- Gradual decline of inflation (still slightly above target)
- Progressive interest rate cuts supporting investments
- Moderate but stable global growth
Geopolitical Escalation Scenario
Uncertainty & Inflationary Pressure
- Investments delays and higher demand volatility driven by uncertainty and the risk of persistently high interest rates
- Risk of prolonged high interest rates, with potential USD strengthening against EUR
- Ongoing energy cost volatility
- Renewed inflationary pressures impacting both logistics costs and material costs through supplier price increases
Chinese Competitive Pressure Intensification
Raising Threat to Market Share
- Increasing penetration of Chinese players in global and European markets
- Strong price competitiveness
- Risk of progressive erosion of market share, especially in low/mid-range segments
- Pressure on margins and need for differentiation (technology, service, brand)
Strategic Business Plan 2026-2028
- Market Overview
>
Biesse's reference Market
2025-2028 SERVICEABLE ADDRESSABLE MARKET (SAM) AND BIESSE'S REVENUES
Strategic Business Plan 2026-2028
- Market Overview
03. Highlights & Financial Results 2025
Biesse
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
Highlights 2025
Market challenges
INTRODUCTION OF US TARIFFS
In April, the US administration introduced tariffs on imports, sparking further uncertainty over an already complex geopolitical scenario. The repercussions on global trade have endured throughout the year.
INDUSTRY 5.0 INCENTIVES
Italy's government incentives aimed at stimulating capital goods expenditure did not have the desired appeal due to excessive complexity, resulting in failure of the program.
WITHDRAWAL OF THE 3Y PLAN 2024-2026
In May, the Biesse Board of Directors resolved to withdraw the Three Years Plan 2024-2026, reserving the right to adopt a new business plan in the future, when the market context becomes more stable.
New leadership and organizational changes
EXECUTIVE TRANSITION
In June, Dr. Massimo Potenza, resigned from his position as Chief Executive Officer and General Manager. The role of CEO has been assumed by the Chairman Roberto Selci. Under his leadership, a new revised organizational model has been implemented.
REORGANIZATION OF SALES
In July, Federico Broccoli has been appointed as Chief Commercial Officer, strengthening global commercial coordination and focusing on priority markets to drive growth and recover market share.
REORGANIZATION OF FINANCE
In October, Pierre La Tour has been appointed as Chief Financial Officer and Investor Relator, refocusing financial priorities and strengthening processes.
ORGANIZATIONAL CHANGES
In November, appointment of Mrs Alessandra Parpajola as Senior Executive Officer, supporting the Chairman and CEO in making the most significant strategic decisions, focusing on organization, governance and expenditure.
BUDGET 2026 AND BEYOND
In December, the 2026 Budget has been approved by the Board of Directors, setting the foundations for the Group's relaunch. Decision to elaborate a new 2026-2028 Strategic Plan in Q1 26.
EBITDA Ajusted FY 2025: € 38,6 Mln
EBITDA Adjusted Margin: 5,8%
NFP (excl. IFRS16): € 1,5 Mln
>
Key facts and data
MAIN INDICATORS
- Net revenues: machines and lines down 14,6% vs. 2024 partially offset by mechatronics (-1,9%) with parts and service at -6,4%
- Ebitda Adj: 5,8% vs. 7,8% in 2024, the significant reduction in costs helped mitigate the negative impact of lower sales
- Headcount: -309 vs. 2024, of which 251 in Italy mainly due to the rationalization of the production footprint
- Capex: in line with prior year, of which 65% relating to tangible assets (mainly due to India capacity expansion)
- NFP: significant improvement in Q4 2025 mainly driven by NWC positive dynamics
Biesse faced a challenging 2025.
Organizational changes carried out in the second half started producing encouraging signals at year-end.
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
>
Key financial FY 2025 vs FY 2024
| Revenues | Ebit Adjusted | Ebit |
|---|---|---|
| In a particularly complex geopolitical and economic environment, encouraging signs emerged in the fourth quarter of the year. Besides reducing the gap vs the prior year, Q4 also marked an improvement in order entry. | Profitability marks a clear change compared with the previous three quarters and remained almost unchanged compared with the fourth quarter of 2024, despite the decline in revenues. Reflecting an improvement in gross margin and opex efficiency actions. | Non-recurring items amounting to €18.5 million had a substantial impact on the overall performance for the period. In Q4, these extraordinary items refer to a € 10,6 million non-cash impairment of goodwill relating to the Machines & Lines cash generating unit, and € 3,2 million related to restructuring costs. |
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
Profit & Loss
| In €m | 2024 | % on Revenues | 2025 | % on Revenues |
|---|---|---|---|---|
| Revenues from sales & services | 754,7 | 100,0% | 662,5 | 100,0% |
| Raw material consumption | (303,6) | -40,2% | (269,9) | -40,7% |
| Variable production&distribution costs | (52,1) | -6,9% | (48,0) | -7,2% |
| Gross Margin | 399,0 | 52,9% | 344,6 | 52,0% |
| Fixed Operating expenses | (103,2) | -13,7% | (88,6) | -13,4% |
| Other revenues | 7,9 | 1,0% | 7,9 | 1,2% |
| Personnel expenses | (244,8) | -32,4% | (225,3) | -34,0% |
| EBITDA adjusted (1) | 58,9 | 7,8% | 38,6 | 5,8% |
| D&A | (37,5) | -5,0% | (35,7) | -5,4% |
| Provisions | (2,8) | -0,4% | (0,9) | -0,1% |
| EBIT adjusted (1) | 18,7 | 2,5% | 2,1 | 0,3% |
| Non recurring-items* | (3,8) | -0,5% | (18,5) | -2,8% |
| EBIT | 14,9 | 2,0% | -16,5 | -2,5% |
| Financial income & expenses, FX | (6,9) | -0,9% | (3,4) | -0,5% |
| Income taxes | (4,2) | -0,6% | 0,3 | 0,0% |
| Profit/Loss for the period | 3,7 | 0,5% | -19,6 | -3,0% |
(*) 2025: (10,6)m impairment on goodwill, (7,9)m restructuring;
2024: (3,8)m restructuring.
| Δ 2025 vs 2024 |
|---|
| -12,2% |
| -11,1% |
| -7,8% |
| -13,6% |
| -14,1% |
| -0,2% |
| -8,0% |
| -34,4% |
| -4,8% |
| -67,5% |
| -89,0% |
| 392,4% |
| -210,5% |
| -51,4% |
| -106,7% |
| -621,9% |
Difficult market conditions impacting over all geographies and business lines
Overall erosion of the gross margin, mainly due to the impact of U.S. tariffs and market dynamics
Significant cost reduction initiatives have mitigated the impact of top line reduction
Lower D&A reflecting recent years lower R&D capitalization accounting policy
Positive effect due to lower financial expenses combined with taxation impact
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
Bridge net results 2024 vs 2025
The net result for December 2025 is (€ 19,6m), showing a decrease of (€ 23.3m) compared to FY 2024, with an incidence on revenues amounting to (3.0%), compared to 0.5% in December 2024. The main changes are detailed below:
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
Balance Sheet highlights
The NWC decreases by €9,9 million compared to FY 2024 mainly for:
- decrease in trade receivables -€19,7 million;
- increase in trade payables +€18,8 million;
- decrease in contract liabilities -€30,2 million;
- reduction in inventory -€1,6 million.
The NFP decreases by €23,5 million compared to FY 2024 mainly for:
- Free Cash Flow adj from continuing operations +€38,6 million
- NWC variation +€9,9 million
- CAPEX -€30,6 million
- Dividends -€1,1 million;
- GMM price adjustment -€3,2 million;
- Own shares acquisition -€5,8 million;
- Non-recurring financial outflows -€5,0 million
The Equity decreases by €37,0 million compared to FY 2024 mainly for:
- Loss of the period -€19,6 million;
- Dividends -€1,1 million;
- Own shares acquisition -€5,8 million;
- Other comprehensive income -€10,4 million
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
2025 Cash flow bridge*
(€/mln)
Free Cash Flow to the Firm -23,5 €Mln
* Changes in cash flow include the allocation of the conversion reserve.
** Other assets/liabilities (-7,7), Non-recurring financial outflows (-5), Currency (-4,9), Others (1)
Strategic Business Plan 2026-2028
- Highlights & Financial Results 2025
04. Biesse Vision 2028
Biesse
Key takeaways from the previous three-year period
- Corporate reorganization with a One Company approach
- Launch of Biesse Technic, dedicated to production lines
- Strengthening of the machine portfolio through the integration of the GMM Group, with a focus on Stone and Glass
- New machine design with a renewed family feeling
- Launch of 6 Biesse Material Hubs: a network integrating 14 showrooms worldwide into unique multi-material spaces, unmatched in the industry, where customers can explore the company and its product offering through an immersive and engaging experience.
Strategic Business Plan 2026-2028
- Biesse Vision 2028
25
Strategic Business Plan 2026-2028
04. Biesse Vision 2028
26
Strategic pillars
Biesse's key differentiators and strengths
- Deep cross-material expertise, enabling specialized solutions across multiple applications
- Broad and diversified product portfolio (machines, lines, and components)
- Multi-country industrial model (Italy–India–Thailand), including a service center of excellence in India
- Strong global market presence, supported by an extensive distribution network and high brand recognition
- New Business Unit–driven organizational model focused on execution
Strategic priorities and growth initiatives
PRODUCT INNOVATION & INDUSTRIAL PLATFORM
- Accelerate product innovation and reduce time-to-market through a focused and selective roadmap
- Position digital as a core pillar, enhancing customer experience and factory connectivity
- Strengthen advanced development and engineering capabilities
- Leverage a multi-country industrial platform to improve flexibility and structural cost efficiency
MARKET RECOVERY & CUSTOMER SERVICE EXCELLENCE
- Recover market share by re-engaging customers and strengthening commercial execution
- Enhance service capabilities and develop regional Centers of Excellence
- Expand recurring revenues through Services & Parts
- Improve customer proximity and digital service offering
PERFORMANCE GOVERNANCE & ORGANIZATIONAL DEVELOPMENT
- Implement a governance model focused on execution and measurable KPIs
- Strengthen alignment between strategy, operations and financial performance
- Improve cash generation and operational discipline
- Invest in people and capabilities to support long-term growth
》
Organizational Model Transformation
During 2025 the Group went through an important leadership renewal, with the appointment of a new CEO, CFO and Group Commercial Director. This represented an opportunity to review our organizational model and better align it with the current dynamics of our industry.
Biesse has recently further evolved its organizational model, strengthening Business Units accountability in execution to better support market needs and to better align strategy and industrial operations
Main pillars
- The organization is structured around Business Units focused on materials and technologies such as wood, glass, stone, lines and components
- Markets have a stronger role in driving commercial execution and customer proximity
- Corporate functions ensure governance, standards and operational support across the Group
- This model increases accountability, speed of decision-making and alignment between product development, industrial operations and market needs
ORGANIZATIONAL MODEL
WITH THIS EVOLUTION, BIESSE HAS MOVED FROM A FUNCTION-DRIVEN ORGANIZATION TO AN EXECUTION-FOCUSED STRUCTURE DESIGNED TO ACCELERATE GROWTH AND IMPROVE OPERATIONAL PERFORMANCE
- Group standards and processes
- Operational support and control
- Stronger customer proximity
- Global commercial coordination
- Multi-material specialization
- Clear accountability on product and performance
Strategic Business Plan 2026-2028
- Biesse Vision 2028
Targets
| EBITDA
Margin
6,5-8,5% | Net Revenues | 740-790 | Net Revenues
Target 2028e (€/mln) |
| --- | --- | --- | --- |
| 2028e
Target Range | Gross Margin | > 52% | Target Gross Margin
incidence on Net Sales in 2028e |
| EBITDA
55-70 | Net Financial Position | Positive 45-65 | Target Net Financial Position
at 2028e |
| 2028e
Target Range
€/mln | | Excl. IFRS16 | |
Strategic Business Plan 2026-2028
- Biesse Vision 2028
Target revenue 2026-2028
KEY PRIORITIES AND GROWTH AREAS
REVENUE IS EXPECTED TO GROW OVER THE 2026-2028 PERIOD, DRIVEN BY:
MACHINES & LINES
- New product launches and upgrades of the existing portfolio, enabling a more effective response to evolving market needs
- Technology innovation and digitalization as key competitive enablers, with the ambition to become a true operational partner for customers and further strengthen brand positioning
- Greater operational flexibility, through a more agile operating model and the development of a multi-country industrial footprint
SERVICES & PARTS
- Service & Parts are shifting from a reactive approach to a proactive strategy that anticipates customer needs and enhances overall performance
- Strengthening customer relationships through the improvement of services offered and the expansion of the distribution network
MECHATRONICS & TOOLING
- Strengthen market presence by expanding customer coverage, integrating the offer portfolio, accelerating innovation and leveraging digital channels
TARGET REVENUE 2026-2028 (€M)
Strategic Business Plan 2026-2028
- Biesse Vision 2028
>
Target revenue 2026-2028 | Machines & Lines
KEY PRIORITIES AND GROWTH AREAS
- WEIGHT
- Defend competitiveness in the entry-level segment, which is increasingly under pressure from emerging competitors
- Strengthen the technology platform to enable expansion into higher-end product offerings
-
Position digital development as a strategic priority, evolving from a machine manufacturer to a trusted operational partner for customers
-
BRIDGE
- Enhance portfolio competitiveness completing and consolidating the recent M&A as business priority
-
Strengthen the higher-end product offerings leveraging on machines and lines integration
-
STONE
- Enhance portfolio competitiveness completing and consolidating the recent M&A as business priority
-
Focus on automation for higher-end product offerings
-
MATERIALS & METAL
-
Consolidation and enhancement of the current portfolio through the strengthening of the distribution network and after-sales services
-
LINES
- Building a smart, adaptive intralogistics system to streamline and automate production flow
- Scaling automation capabilities through a renewed handling portfolio
- Developing a proprietary Line Manager to unify warehouse control and end-to-end production line oversight
TARGET REVENUE 2026-2028 (€M)
- 44-79 €M; CAGR: 3,3% - 5,7%
approximately 50% of growth driven by new products
Strategic Business Plan 2026-2028
- Biesse Vision 2028
>
Target revenue 2026-2028 | Other businesses
KEY PRIORITIES AND GROWTH AREAS
SERVICES
- Strengthening Service as a key lever for customer loyalty, delivery excellence, and recurring revenue
- Setting up regional Centers of Excellence (CoE) to support local markets and enhance team capabilities
- Digitally transforming Customer Care to improve engagement and streamline communication channels
PARTS
- Developing the Spare Parts portfolio and defining the corresponding go-to-market strategy
- Improving delivery performance of Optional Units
MECHATRONICS
- Strengthen HSD market presence by expanding customer coverage
- Scale the regenerated spindle circuit to enhance service offering
- Leverage digital platforms and web channels to improve customer access
- Expand the HSD portfolio through the development of new products
TOOLING
- Strengthen Tooling market presence by expanding customer coverage
- Expand the abrasive tooling portfolio to address new applications
- Capture growth opportunities in the automotive sector
- Introduce innovative tooling solutions
- Enhance Salesforce effectiveness
TARGET REVENUE 2026-2028 (€M)
- 32-47 €M; CAGR: 4,5% - 6,4%
approximately 35% of growth driven by new products/ projects
Strategic Business Plan 2026-2028
- Biesse Vision 2028
>
Target revenue 2026-2028 | By geography
KEY PRIORITIES AND GROWTH AREAS
Growth will be primarily focused on:
AMERICAS
> Strengthening territorial coverage, particularly in the US, through the introduction of new TSRs starting from 2026 and increased digital marketing investments
> Expansion supported by the new Mexican subsidiary, enhancing presence and growth in the region
> Shift towards a more direct distribution model, reducing reliance on dealers and improving commercial control
EMEA
> Salesforce reinforcement (replacement and new hires) to support growth across key European subsidiaries
> Strengthening partnerships with local dealers in core markets
APAC
> Implementation of more targeted and competitive pricing strategies to counter increasing pressure from Chinese competitors
A data-driven approach, best-in-class service, and marketing aimed at maximizing digital presence and customer experience will underpin the development of all markets, with a particular focus on high-potential regions
TARGET REVENUE 2026-2028 (€M)
Strategic Business Plan 2026-2028
- Biesse Vision 2028
Business Plan 2026-2028
- Biesse Vision 2028
Business Plan 2026-2028
Revenues growth mainly driven by new product launches and revised parts and service strategy
EBIT also influenced by lower D&A reflecting recent years lower R&D capitalization accounting policy
Margin improvement leveraging on multi-plant flexibility and strengthened product mix
Cash generation also driven by working capital optimization and stable CAPEX, in line with prior years
Strategic Business Plan 2026-2028
Capex
% on Revenues
3,9%
3,7%
4,0%
CAPEX in line with prior years, balanced vs revenues, focusing on strategic projects and supply chain footprint
Strategic Business Plan 2026-2028
04. Biesse Vision 2028
34
05. Key Assets
Biesse
》
Innovation and Applied Research
TECHNOLOGICAL INNOVATION AND DIGITALIZATION
> Digital as a Strategic Positioning Choice: from machine manufacturers to operational partners for the customer, strengthening brand identity
> Digital development roadmap along three main directions:
IMPROVING USER EXPERIENCE
Applications to simplify the use of design systems and machines, leveraging emerging enabling technologies (AI)
CONNECTED, INTEROPERABLE, AND INTELLIGENT ECOSYSTEM (MES)
The goal is to integrate machines, processes, and data into a single digital flow, enabling real-time control, complete traceability, and data-driven decision-making
ADVANCED DIGITAL SERVICES
Development of the IoT ecosystem (Sophia) and digital services, with a focus on advanced connectivity, predictive maintenance, and data integration
APPLIED RESEARCH & ADVANCED DEVELOPMENT
Introduction of two structured processes: one dedicated to Applied Research and the other to Advanced Development, aimed at exploring and developing new technological solutions
Development of innovative mechatronic components and new machine architectures
Testing alternative manufacturing technologies to enhance flexibility and efficiency while lowering customers' operational costs
Strategic Business Plan 2026-2028
- Key Assets
Sales and Service optimization
SALES NETWORK ENHANCEMENT
Restructure and Strengthen the Sales Network
Optimize both direct and indirect channels for greater reach and effectiveness
Ensure Branch Efficiency
Align organizational size and structure while maximizing geographic synergies
Focus Growth on High-Potential Regions
Prioritize markets with the greatest strategic and revenue opportunities
SERVICE OPTIMIZATION
Ensure Superior Service Levels
Ensure high-quality service to maximize customer retention and drive greater market penetration
Deliver the Right Solution, On Time
Match each customer's needs with precise technical offerings and reliable timing
Simplify Customer Interaction
Leverage digital solutions (IoT and SOPHIA) to speed responses and deliver a seamless, efficient service experience
The company adopts a data-driven model across Sales, After-Sales, and Marketing, leveraging integrated CRM, ERP, and analytics platforms to support growth, optimize resource allocation, maximize customer lifetime value, and ensure measurable ROI across all geographies
Strategic Business Plan 2026-2028
- Key Assets
3
Marketing & Communications strategy
The overall strategy is built on the foundation of brand reputation and brand positioning and is supported by an integrated and structured use of product marketing tools to ensure consistency, relevance, and differentiation of the offering.
| 2026: Awareness development and demand generation
Development of demand in global markets
Progressive build-up of the commercial funnel through awareness activities | 2027: Lead generation and nurturing consolidation
Digital evolution of marketing
Focus on lead generation and nurturing in the main markets: North America, Europe, Asia, India, and Oceania | 2028: Digital maturity with automated and personalized communication
Strengthening brands in key segments
Strengthening of brands in key segments. Implementation of an integrated digital ecosystem with marketing automation and personalized communication aimed at developing the positioning of the main brands and technology segments |
| --- | --- | --- |
Strategic Business Plan 2026-2028
- Key Assets
38
Multi-country industrial model
In a competitive environment characterized by high volatility and increasing cost pressures, the Group adopts a multi-country industrial model based on the specialization of production hubs.
INDUSTRIAL PRODUCTION
TECHNOLOGY AND HIGH-VALUE PRODUCTS
- Focus on high-end segments
- High technological center & customization
- Core center for complex solutions
STRATEGIC BENEFITS
- Combines technology leadership with cost efficiency
- Enhances operational flexibility and responsiveness
- Mitigates logistics risks
- Strengthens supply chain resilience
- Ensures global competitiveness
- Preserves margins
- Expands product range to boost customer choice and competitiveness
INDUSTRIAL EFFICIENCY AND COST COMPETITIVENESS
- Focus on entry-level segments
- Optimized for cost competitiveness
- Competitive in basic and high-volume segments
- Dedicated localized supply chains
Strategic Business Plan 2026-2028
05. Key Assets
People as the heart of the organization
Biesse's HR strategy aims to maximize human capital by fostering core competencies and a strong sense of belonging. HR provides governance and process quality to support both people's growth and the responsible evolution of the organization
EMPLOYER VALUE PROPOSITION
Establish, communicate, and reinforce a distinctive employer positioning to increase attractiveness, visibility, and reputation
> Rollout of core HR processes (onboarding, compensation review)
> Launch of Benefit & Wellbeing Program to enhance employee wellness
> Culture Labs to embed and train behaviors consistent with corporate values
PEOPLE ENGAGEMENT
Enhance organizational pride and commitment to Biesse
> Enhance internal communication and employee feedback programs
> Redesign the employee experience ("People Journey") at Biesse
> Ongoing tracking of engagement, turnover, performance, and learning metrics
LEADERSHIP DEVELOPMENT
Create an inclusive leadership, aligned with key company competencies and focused on the growth of people.
> Establish leadership model and map critical competencies
> Launch Leadership Academy and succession plans for key roles
> Develop the Biesse Academy; embed people management KPIs in performance objectives
BIESSE ACCADEMY
Onboarding of New Hires
Develop consistent, repeatable induction paths for new employees, with particular focus on the professional families identified in the Strategic Plan: Sales, Service, and Product
Continuous Core Skills Development
- Develop online learning catalog
- Offer courses on core job competencies and processes
- Provide career transition toolkits
- Implement certification programs
Corporate Values and Identity
- Foster a learning organization through top-quality trainers and optimized use of company assets
- Promote behaviors consistent with corporate values
- Strengthen a culture of accountability and assessment
Strategic Partnerships & Funded Initiatives
- Actively source funding through external grants
- Collaborate with universities and excellence centers
Strategic Business Plan 2026-2028
05. Key Assets
》
Sustainability: ESG plan
Biesse's sustainable growth strategy is built on people, product innovation, operational efficiency, and strong partnerships with suppliers, customers, and communities, forming the foundation for the Group's competitiveness
PRODUCT
A responsible approach to the design of lines, machines, and components
☑ Energy-efficient solutions, developed according to sustainability criteria, to enhance competitiveness and the value delivered to customers
PLANET
A structured, measurable approach to decarbonization via responsible resource use and minimized environmental impact
☑ Reducing operational costs while managing regulatory and environmental risks
PEOPLE
Putting people at the center as a strategic lever for the Group's growth, by ensuring a safe work environment and fostering strong relationships with suppliers, customers, and local communities
☑ Reinforcing company culture and values to put people first and boost Group competitiveness
☑ Adopting a risk-based approach for key strategic suppliers
| KPI | DESCRIPTION | TARGET | ESRS |
|---|---|---|---|
| tCO_{2eq} / machines sold | Percentage reduction in Scope 3 emissions^{1} compared to the 2025 baseline | -5% | E1 – Climate Change |
| tCO_{2} | Percentage reduction in GHG Scope 1 and 2 (market-based) emissions compared to the 2023 baseline | -25% | E1 – Climate Change |
| ESG Due Diligence | Strategic suppliers^{2} assessed based on ESG standards | Suppliers accounting for 50% of expenditure (Italy) | S2 – Workers in the Value Chain |
1 The reductions are confined to the 'Use of Sold Products' category
2 The most important in terms of value creation and technological features
Strategic Business Plan 2026-2028
- Key Assets
Thank you
Biesse
biesse.com
06. Annex
Biesse
- Annex
44
Stock performance & consensus
INTESA SANPAOLO
Morning Watch: Specialist/CB
16 March 2026: 9:01 CET Biesse (BUY)
Biesse - Key Data
| 16/03/2026 | Engineering |
|---|---|
| Target Price (EUR) | 8.0 |
| Rating | BUY |
| Mkt price (EUR) | 5.2 |
| Mkt cap (EUR M) | 142.5 |
Banca A kros
GRUPPO BANCO BPM
16 March 2026
Accumulate
Recommendation unchanged
Share price: EUR 5.20
closing price as of 13/03/2026
Target price: EUR 7.00
Target Price unchanged
Strategic Business Plan 2026-2028
>
Shareholder distribution
Biesse Board of Directors
- Roberto Selci (President & C.E.O.)
- Alessandra Baronciani
- Salvatore Giordano
- Rossella Schiavini
- Federica Ricceri
- Cristina Sgubin
- Pier Giorgio Bedogni
Shareholders distribution
Top 5 Shareholders
Strategic Business Plan 2026-2028
- Annex
Disclaimer
This presentation (“Document”) has been prepared independently by Biesse S.p.A. (“Biesse” or the “Company”) and is intended for use only during meetings with investors and financial analysts. It is provided solely for informational purposes and may contain statements regarding future financial performance and the Company’s expectations.
Biesse is not responsible for any content processed by third parties. Furthermore, this Document is provided ‘as is’ and the Company expressly disclaims any liability for any inaccuracies or omissions that may be contained in this presentation.
This Document does not constitute an offer or invitation to sell, or any solicitation to purchase or subscribe for any shares in the Company, and no part of it shall form the basis of, or be relied upon in connection with, any contract or commitment whatsoever.
Any forward-looking statements are not guarantees of future performance and relate only to the date of this Document.
Such statements are based on the Group’s current knowledge, expectations, and projections regarding future events; by their nature, they are subject to inherent risks and uncertainties.
Further information concerning the Group’s results, including factors that could materially affect the company (e.g., IFRS), will be included and detailed in the Group’s financial statements.
For further details on the Company, reference should be made to publicly available information, including quarterly, semi-annual, and annual reports, as well as the three-year Business Plan.
The Manager in charge of preparing the Company’s financial reports hereby certifies that the accounting disclosures contained in this Document are consistent with the Company’s accounting documents, ledgers, and entries. Any reference to the past performance of Biesse shall not be taken as an indication of future performance.
No action should be taken or omitted based on the information contained in this Document.
Biesse accepts no liability for the results of any action taken on the basis of the information contained herein.
All trademarks, service marks, logos, and brand names contained in this Document are the property of Biesse or their respective owners. The use of any such marks without the prior written consent of the owner is strictly prohibited.
By attending this presentation, you agree to be bound by the foregoing terms.
The user is not granted any license or right of use and is therefore not allowed to record, reproduce, copy, publish, or use this content—in whole or in part—on any type of media for any purpose without prior written permission.
Strategic Business Plan 2026-2028
- Annex