Esprinet Group: Strategic Plan 2016-2018

Milan, October 5 th 2016

This presentation may contain forward-looking statements that are subject to risks and uncertainties, including those pertaining to the anticipated benefits to be realized from the proposals described herein. Forward-looking statements may include, in particular, statements about future events, future financial performance, plans, strategies, expectations, prospects, competitive environment, regulation, supply and demand.

Esprinet has based these forward-looking statements on its view and assumptions with respect to future events and financial performance. Actual financial performance could differ materially from that projected in the forwardlooking statements due to the inherent uncertainty of estimates, forecasts and projections, and financial performance may be better or worse than anticipated.

Given these uncertainties, readers should not put undue reliance on any forward-looking statements. The information contained in this presentation is subject to change without notice and Esprinet does not undertake any duty to update the forward-looking statements, and the estimates and the assumptions associated with them, except to the extent required by applicable laws and regulations.

Agenda

Investment case
Group overview
Historical financial highlights
Key market trends
Strategic guidelines and initiatives
2016/18E financials
Corporate Governance
Corporate Social Sustainability

Presentation map and direct links

Key market trends The IT&CE business system Key industry and market trends Implications for Esprinet strategy The investment case Investment case in a nutshell direct link Group overview The Group at a glance Group structure Corporate milestones Business model Operational KPIs 2016 acquisitions drivers Industry ranking 2015 product mix Sales breakdown EBIT benchmark direct link direct link direct link direct link direct link direct link direct link direct link 2016/18E financials Profit & Loss 2015A/18E Sales 2015A/18E Gross profit 2015A/18E SG&A 2015A/18E EBIT & Balance Sheet 2015A/18E Key drivers on operating working capital direct link direct link direct link direct link direct link direct link direct link direct link direct link direct link direct link Historical financial highlights 2001/15 Sales evolution 2001/15 EBIT evolution 2001/15 NFP and WC evolution direct link Strategic guidelines and initiatives Key actions and strategic initiatives Key drivers on M&A and geographies direct link direct link direct link direct link direct link direct link direct link direct link direct link direct link Corporate Governance direct link Corporate Social Sustainability direct link

The investment case

Attractive market with further space for growth

→ Wholesale B2B distribution gaining share vs direct model
→ Emerging technologies (eg. wearables, sensors) and innovative applications (eg. IoT, XaaS, Cybersecurity) will unleash new growth opportunities especially in IT Value

Clear leader in reference geographies

→ By far the #1 in Italy, gained #1 positioning in Spain through Vinzeo acquisition (4th Player in 2015), space for scale-up in Portugal (local branch opened in 2015)

Strong results delivery track record

→ Strong financial performance in time, solid balance sheet
→ Most profitable player among European multinational peers

Clear and compelling strategy to address further growth ambition

→ Clear strategic guidelines to pursue going forward
→ Concrete set of initiatives to be implemented

Experienced management team

→ Average seniority of top management higher than 12 years within the Group (Italy, Spain) (1) and nearly 15 years within the industry

Group overview

The Group at a glance

Largest ICT-CE Wholesaler in Southern Europe

1 in Italy and Spain - #6 in Portugal - #4 in Europe (1)

Among top #60 Italian corporations by revenue (source: R&S Mediobanca 2015)

3.3 euro/bln sales, 39 euro/mln EBIT (2)

40,000 customers (resellers 68% - retailers 32%)

600 brands, more than 40,000 SKUs stocked

~1,400 employees

4 main logistics sites [Cavenago (MB), Cambiago (MI),

Saragoza, Daganzo (Madrid)]

n. 17 Cash & Carry in Italy - n. 1 in Spain (Madrid)

Corporate milestones

among the top three distributors in Spain V-Valley established, the fully owned subsidiary in charge of datacenter products distribution

Sales of non-core subsidiaries Monclick and Comprel - acquisition of majority stake (60%) in accessory company Celly

2015 Acquisition of additional 20% stake in Celly to reach

2016

Acquisition of Vinzeo, #4 distributor in Spain to become #1 in the country

Business model

Tight cost and working capital control

Flexibility in responding to vendor and reseller/retailer needs by means of a proprietary ERP and web engine

Multidivisional organization to tackle different needs of IT clients/data center/consumer electronics

Providers of market intelligence by leveraging the broad reseller portfolio with Big Data Analytics tools

Stable management team to provide consistency in execution and relationship with key partners

Managing complexity to give customers the best value offer

CORE OFFERING			OPTIONAL SERVICES
125,000 warehouse sqm	• Range and availability: 'one stop-shopping'	S	• Sourcing of products ('top sellers') • Sourcing of products ('long tail') • Back to back ordering	40,000 items in stock
25 million units shioments	• Delivery • Bulk breaking • Order consolidation	C K/ TI C S O GI T S O L					• Simplified logistics • Drop shipment to end customer • Consignment stocking - repackaging • Providing multiple locations with multiple suppliers	5.5 million boxes shipped
2.1 million payment transactions	• Channel financing	T DI E R C	• Extended credit (additional credit lines; factoring)	Amex loyalty card
7.0 million lines of orders managed	• First level order support (pre-sales)	G & N TI S E E K L A R			S	A			• Second level technical support (pre/post-sales)	7,000 special 'value+ deals managed
200,000 SKUs published in website	• Product information						• Channel Intelligence • Outsourced sales & marketing force	~450 Sales & Marketing people
~40,000 customers served	• Broad customer base	M	• On-line sales platform + field accounting • Channel recruitment	7.8 million yearly web accesses

2016 acquisitions drivers

Added up ~610 euro/mln 2015 'pro -forma' sales

2016 m&a activity:

Target Overview

11 largest Italian distributor in

•

4 ^hlargest Spanish distributor in 2015, broadliner products portfolio with a particular focus on PC, Notebook & Tablet and Mobility
170+ employees
• Main vendors include: Acer, Apple, Asus, HP, Lenovo, LG, Samsung, Toshiba, HP Enterprise

2015 focusing on networking, cabling, Voip & UCC products	focalization strategy on IT Value categories:
• 94 employees	- reinforcement of the Networking & UCC business
• 2.900+ resellers served	- entrance into new 'analogic' markets such as cabling,
• Main vendors include: HP Networking, Aruba Ntwk, Huawei Ntwk, Brocade, Alcatel -Lucent, Watchguard	phone control units, video - conference systems - acquisition of new customers like installers and technicians (so far not served)
• # 4 h largest Spanish distributor in 2015, broadliner products portfolio with a particular focus	• Scale up in Spain reaching a market leadership position •
	Acquire 2 new key contracts

Edslan &

Investment rationale

• Further step in the

Acquire 2 new key contracts to fully develop product portfolio:
Apple (Iphone /SmartWatch ) - HP Enterprise (Data Center)
Improve access to corporate resellers
Exploit cross -selling opportunities

Industry ranking

(1) Relative Market Share: Market Leader= Market Share Market Leader/Market Share 2nd Player || Other Players: Market Share Other Player/ Market Share Market Leader (2) Based on Revised Reference Market Estimates || (3) Based on 2014 Revenues || Includes Vinzeo, EDSLan Pro-forma FY Source: Esprinet Group Internal Data, Sirmi, Channel Partner, Internal Interviews, DB Context, Companies balance sheets and expert interviews

Based on Revised Reference Market Estimates || Includes Vinzeo, EDSLan Pro-forma FY - RMS: Relative Market Share Source: Esprinet Group Internal Data, Sirmi, Channel Partner, Internal Interviews, DB Context, Companies balance sheets and expert interviews

2015 Product mix

In the last 2 years Esprinet has increased revenues by 40%

Between 2013 and 2015 Esprinet has grown mainly driven by Italian organic growth; in 2016 2 major acquisitions in Spain and Italy added ~610 euro/mln revenues

Source: Internal Company data 18 Note: Excluded Celly

Historical financial highlights

2001/15 Sales evolution

Strong top-line growth trend

2001/15 EBIT evolution

Always profitable business since its establishment

2001/15 NFP and WC evolution

Net financial position and Net working capital are those reported in the annual financial statements.
For this reason they represent the amount of the metrics at end-period which are not representative of average levels being affected by, among others, seasonality of business (monthly, infra-monthly) and 'without-recourse' sale of account receivables and/or securitization program (since 2015).

Key market trends

• 2

nd tier: from distributors to resellers (~45-50% of total addressable market)

Key industry and market trends

1	Macro economics	• Improved macroeconomic outlook within Esprinet markets (Italy, Spain, Portugal), in terms of: GDP growth, Disposable Income and IT spending
2	Vendors	• Continued polarization of vendor base, with dichotomy between: Consolidated base of Big, mostly HW-oriented vendors expanding established ecosystem across consumer lifecycle (eg. Wearables, home, auto) with continuous focus on incremental innovation to sustain share (eg. Apple) Fragmented base of Small, niche pure play, SW-oriented vendors, focusing on emerging technologies and innovative applications
3	Categories and Service Offer	• Traditional IT & CE (e.g. PC, smartphones, …), with limited space for further disruptive innovation going forward and pressure on sell-out prices • Emerging technologies (eg. Wearables, Sensors, …) and innovative applications (eg. IoT; Cybersecurity) will drive value added IT categories (e.g. networking) & CE demand growth • Increasing penetration of "as a Service" models (eg. cloud solutions, managed printing services)
4	Distribution	• Increased share of distribution intermediation as vendor look for efficiency but also value added services in customer management • New categories could shift from direct to indirect model (eg. White goods, Industrial sensors & SW …) • Consolidation of distribution landscape could determine a recovery of margins (given both scale and less competitive pressure)
5	Channel/End market	• End market (business) switching spending from run rate to change with implications for VARs / Vendors: - need to reinforce service offering, including advisory projects (eg. CAPEX for future efficiency, …) - Telco/ Large vendors evolving offer model and channel management to intercept new needs • E-commerce penetration will continue to grow, mainly driven by pure players: - continuous switch from traditional in-store channels (e.g. retailers/resellers) to online channels - pressure on sell-out prices on traditional IT & CE (e.g. Smartphones) due to price transparency and competitiveness

1 IT and CE sales are very correlated to the macro-economic environment

Notes: Nominal values in local currency for each year in the period 2009-2014 for Western Europe (except Turkey). 0.3 or above is a strong correlation with this number of datapoints Sources: Economist Intelligence Unit, Euromonitor, GfK, IMF, Analysts report, Bain analysis

28 1 Macroeconomic outlook for Italy, Spain and Portugal foresees a continued recovery

HW-oriented vendors consolidation, also driven by Chinese vendors growth in Smartphones…

2013's Top 3 Smartphone vendors have lost share while Chinese have rapidly grown: top 8 players in 2017 represent ~75% of the market

2 30 In PC segment the industry been consolidating; recent consolidation mostly organic

Historically, major acquisitions accelerated PC consolidation

Top 3 players gained ~9% share since 2011, mostly organically

Note: "Other top players" include other players explicitly mentioned in the Gartner report (~80 players); Does not include Dell's acquisition of Wyse as thin clients not included in PC market Source: Gartner "Market share: Devices, All Countries, 4Q14 Update"; IDC WW PC Market

2 31 Software-oriented vendors arena is still highly fragmented

Wearables and Cybersecurity market

Source: IDC 2014

3 34 Increasing penetration of "as a Service" models - Printing Services and Cloud IaaS

ICT market: share intermediated by distributors

in Italy and Spain (% / 2011-2016)

Role of distributors is expected to increase since…

… deflation in the hardware market is making direct sales less attractive
… IT offering is experiencing increasing complexity and heterogeneity
… small-medium enterprises using distributors as main route to market are growing share
… increasing channel usage by Vendors previously oriented to the direct sale
… new pure play vendors, focused on new technologies/ niche applications with value distributors as road to mass market

Increasing weight of distributor in line with worldwide trend and ICT & CE major vendors channel strategy

	Major Themes	Examples Of Recent Vendor Announcement
A	• Increase market penetration	• Candy 'go-to-market' strategy leverages distribution channel to reach higher share of addressable market in Europe
B	• Smartphone vendors switch go to market strategies	• Smartphone vendors switching towards distribution mainly due to expansion in the market of new comers Chinese players, with no access to end market (eg. Spain) and by carriers not focusing on hardware • in the short term, some carrier partner with vendors to provide attractive offer to customers and increase volumes (eg. Vodafone and Apple)
C	• Expanding partner program to include cloud partners	• Cisco & HP created new cloud partner programs with the following features: - mew access to distributor network, increased access to MDF, technical support, dedicated financing & flexible licensing/loans
D	• Increasing indirect channel's share of total sales	• ~40% of sales through the channel reached in 2015, through: - increased the customer revenue cutoff between enterprise (direct) and general business (indirect) from 500.0 euro/mln to 1.0 euro/bln - re-oriented its inside sales org to exclusively support channel partners by generating leads, helping cross-sell & up-sell etc.
E	• Increasing thresholds for top tiered partners and providing greater rewards	• Citrix increased the standards and rewards for tiered partners: - increased annual sales requirements & # of certified sales & technical people to 3.5 euro/mln and 16 people for platinum partners, 850 euro/000 and 7 people for gold partners - created more differentiated financial benefits to partners based on tiers

Source: lit search, vendor websites

Digital Transformation initiatives will drive the end market (business) IT spending switch from run to change

E-commerce in Italy and Spain at early stages compared to mature European countries (France, UK and Germany), growing at >20%cagr

Market trends and implications for Esprinet strategy (1/2)

ш

	KEY MARKET TRENDS	IMPLICATIONS FOR ESPRINET STRATEGY
Geography/ Macro-economic	• Improved macroeconomic outlook within Esprinet reference markets (Italy, Spain, Portugal), in terms of: - GDP growth - disposable income - IT spending	• Consolidate position in Italy and Spain with objective to gain up to 5% MS in both markets • Step-up in Portugal with ambition of accelerated growth • Evaluate external growth options to enter at scale in other European markets only in a second step
Vendors	• Continued polarization of vendor base, with dichotomy between: - consolidated base of big, mostly HW oriented vendors expanding established ecosystem across consumer lifecycle (eg. wearables, home, auto) with continuous focus on incremental innovation to sustain share - fragmented base of small, niche pure play, SW-oriented vendors, focusing on emerging technologies and innovative applications	• Value/Consolidated vendors: - invest in logistics assets to be the best partner as fulfiller while differentiating with value added services (e.g. category mgmt., CRM & advanced analytics) • Niche/emerging vendors in IT Value: - reinforce brand and offering and fully support their customer base enlargement, also taking advantage from specialist distributors suffering from margin pressure and small scale
Categories and Service Offer	• Traditional IT & CE (e.g. smartphones), with limited space for further disruptive innovation going forward and pressure on sell-out prices • Emerging technologies and innovative applications (eg. IoT) will drive value added IT & CE products demand growth	• Focus towards value added / high margin categories with growth potential (e.g. IT Value) • Build role as distributor in emerging technology value chain enlarging the customer base (e.g. installers for IoT sensors) • Continue developing as-a-Service value proposition (focus on 'printing' and 'cloud)'

	KEY MARKET TRENDS	IMPLICATIONS FOR ESPRINET STRATEGY
Distribution	• Increased share of distribution intermediation as vendor look for efficiency but also value added services in customer management • New categories could shift from direct to indirect model (eg. white goods, industrial sensors & SW, etc.) • Consolidation of distribution landscape could determine a recovery of margins (given both scale and less competitive pressure) • Some categories still have a fragmented distributors' base	• Continue to lead industry consolidation in Italy and Spain to enable margin recovery process • Develop efficient vertical sales process to address emerging product categories (e.g. industry IoT/sensors/wearables) and categories shifting to distribution (e.g. white goods) • Evaluate potential M&A on selected categories (i.e. consumables, IT Value, niche vendors) to acquire new contracts and capabilities and accelerate MS increase
Channel / End-market	• Digital Transformation initiatives will drive the end market (business) IT spending switch from run to change	• Develop new services and integrated solutions to grow on VARs and SMB • Develop ad-hoc coherent strategy for e-tailers with focus on pure players:
	• E-commerce penetration will continue to grow, mainly driven by pure players	- invest in marketing to drive specific brands - proactively pursue 'long tail' products sales growth

Strategic guidelines and initiatives

Key actions and strategic initiatives (1/2)

Key actions and strategic initiatives (2/2)

Key drivers on M&A and geographies

2016-18E Financials

Esprinet Group - Profit & Loss 2015-18E («as reported»)(1)

Esprinet Group

Plan 2016-18E

(euro/mln)	Esprinet Group FY15A		Esprinet Group FY16E "as reported"		Esprinet Group FY17E	Esprinet Group FY18E
Sales	2.694	100,00%	3.054	100,00%	3.575,2	100,00% 3.752	100,00%
Cost of sales	(2.537)	-94,18%	(2.886)	-94,52%	(3.378,2)	-94,49% (3.542)	-94,39%
Gross Profit	157	5,82%	167	5,48%	197,1	5,51% 211	5,61%
Other income			3	0,09%
SG&A	(110)	-4,10%	(133)	-4,37%	(143,4)	-4,01% (144)	-3,85%
EBIT	4 6	1,73%	3 7	1,21%	53,6	1,50% 6 6	1,77%
D&A	3	0,11%	3	0,10%	3,3	0,09% 3	0,09%
EBITDA	4 9	1,84%	4 0	1,30%	56,9	1,59% 6 9	1,85%
Finance costs - net	(4)	-0,16%	(2)	-0,07%	(2,6)	-0,07% (2)	-0,06%
Profit before taxes	4 2	1,57%	3 5	1,14%	51,0	1,43% 6 4	1,71%
Taxes	(12)	-0,45%	(10)	-0,34%	(14,0)	-0,39% (18)	-0,47%
Net profit	3 0	1,12%	2 4	0,80%	37,0	1,03% 4 6	1,24%
check Tax rate	0,0 29%		- 30%		- 27%	- 27%
Var. % y-o-y
Sales			13%
Gross Profit			7 %
EBIT			-21%
EBITDA			-19%

(1) Includes EDSLan and Vinzeo results only since their respective consolidation (08/04/16 and 01/07/16)

Esprinet Group Plan 2016-18E

(euro/mln)	Esprinet Group FY15A		Esprinet Group FY16E "pro-forma"		Esprinet Group FY17E	Esprinet Group FY18E		CAGR 15- 18E
Sales	2.694,1	100,00%	3.292,7	100,00%	3.575,2 100,00%	3.752,2	100,00%	12%
Cost of sales	(2.537,2)	-94,18%	(3.115,5)	-94,62%	(3.378,2) -94,49%	(3.541,6)	-94,39%	12%
Gross Profit	156,9	5,82%	177,2	5,38%	197,1	5,51% 210,6	5,61%	10%
Other income			2,7	0,08%
SG&A	(110,4)	-4,10%	(140,8)	-4,28%	(143,4) -4,01%	(144,3)	-3,85%	9 %
EBIT	46,5	1,73%	39,1	1,19%	53,6	1,50% 66,2	1,77%	13%
Var. % y-o-y

Sales	22%
Gross Profit	13%
EBIT	-16%

Gross margin¹ bridge 2014A/2018E

SG&A bridge 2016/18E

(euro/mln )

6,1 mln euro SG&A increase mainly due to growth in sales (4,2 mln), «one -off» income disappearance (2,7 mln, eg. EDSLan acquisition «badwill» accounted in 2015) and extra warehouse capacity (1,9 mln mainly for higher leases )
3,9 mln euro «one -off» costs positive effect due to lack of costs sustained in previous year for M&A activities
Expected synergies of 1,9 mln (overhead reduction in EDSLan and warehouse concentration in Vinzeo)
2016 M&A: 'one -time' costs of 3,0 mln to achieve total yearly cost synergies of 1,9 mln within two years (without considering any positive effect on productivity coming from spanish warehouse optimization due to concentration in Saragoza 53 logistic site).

EBIT 2015A/18E

Key drivers on operating working capital (1/2)

Esprinet S.p.A. and Esprinet Iberica working capital improvement from spike in 2016 mainly due to the following:

expected de-stocking of «retail» products both in Italy and Spain;
increased weight of mobility devices enjoing better rotation;
higher efficiency in credit notes cash-in in Italy:
stabilising utilization of 'non recourse' factoring schemes and 3-year securitization program (Esprinet Italy+VV).

WC Days Esprinet iberica

Key drivers on operating working capital (2/2)

Vinzeo, EDSlan and Celly to mantain same efficiency in working capital management as expressed by 2016 % of sales.

Stabilising utilization of 'non recourse' factoring schemes (Vinzeo).

Corporate Governance

Star requirements / Compliance to Corporate Governance Code

Esprinet is listed in the STAR Segment the market segment of Borsa Italiana's equity market (MTA-Mercato Telematico Azionairo) dedicated to mid-size companies with a capitalization less than 1.0 euro/bln, which voluntarily adhere to and comply with a number of strict requirements:

high transparency, disclosure requirements and liquidity (free float of minimum 35%);
Corporate Governance in line with international standards.

Major requirements to mantain the STAR 'status' are the following:

interim financial statements available to the public within 45 days from the end of first, third and fourth quarter;
favourable auditor's report on their latest individual and consolidated annual financial statements;
consolidated annual financial statements not challenged by Consob;
bi-lingual publication on the websites (Italian and English) post interim management statements, yearly financial reports, half-yearly financial reports, consolidated annual financial statements (together with any other information specified by Borsa Italiana in the Instructions);
mandatory presence of a qualified investor relator and a "specialist" [eg. an intermediary charged (a) to display continuously bids and asks subject to certain limits, (b) produce researches on the issuer and ( c) organise meetings between the management and professional investors];
adoption of the organisational, operational and control models provided for in art. 6 of Leg Decree 231/2001;
application of Corporate Governance Code in relation to (i) composition of the Board Of Directors, (ii) the role and functions of non-executive and independent directors, (iii) the creation and working of internal committees of the Board Of Directors, (iv) remuneration of directors (v) appointement of a control and risk committee.

Esprinet is fully compliant(1) with the Code of self-discipline (Corporate Governance Code).

Board of directors' profile

Francesco Monti , was born in Bovisio Masciago on 1st April 1946 . He was among the founding members of Comprel where he served as the Sole Executive .

He served as Chairman of Comprel beginning in 1983 and, following the merger with Celomax , he has served as Chairman of Esprinet .

Maurizio Rota , was born in Milan on 22 December 1957 . After his early professional experiences as sales supervisor for companies operating in the information technology industry, in 1986 he founded Micromax , serving as the company's Chairman .

Today Mr . Rota is the Vice Chairman and Chief Executive Officer of Esprinet .

Alessandro Cattani , was born in Milan on 15 August 1963 . After completing his first degree in electronic engineering, he earned a management Master ("CEGA") at the Bocconi University in Milan .

From 1990 to 2000 Mr . Cattani worked on the development of management consulting projects and he currently serves Esprinet as Chief Executive Officer .

Name	Position	Exec.	Ind.	Strategy Comm.	Control and risk Comm.	Remun and appointment Comm.	Comp. and sustainability Comm.
Francesco Monti	Chairman	X		X
Maurizio Rota	CEO Deputy Chairman	X		X
Alessandro Cattani	CEO	X		X			X
Valerio Casari	CFO	X					X
Matteo Stefanelli	Director			X			X
Tommaso Stefanelli	Director			X			X
Marco Monti	Director			X
Mario Massari	Director		X		X	X
Andrea Cavaliere	Director
Chiara Mauri	Director		X		X	X
Cristina Galbusera	Director		X			X
Emanuela Prandelli	Director		X

Approximately 32.1% of total shares are locked up into a shareholders agreement signed on February 24th 2016 with effectivity and validity in force until 19th February 2019.

More particularly the agreement involves n. 16,819.135 Esprinet ordinary shares (PRT.MI) out of 52,404,340, total shares, as better described in following table below, and provides, inter alia, for an agreement (i) to vote the members of Esprinet's Board of directors/Board of statutory auditors and (ii) to limit the transfer of shares.

Shareholder	N° ordinary shares locked-up	% on total issued shares	% on total locked-up shares
Total	16,819.135	32.095%	100.000%
Francesco Monti	8.232.070	15,709%	48.945%
Paolo Stefanelli	3,900,000	7.442%	23.188%
Tommaso Stefanelli	750,000	1.431%	4.459%
Matteo Stefanelli	750,000	1.431%	4.459%
Maurizio Rota	2.652.458	5.010%	15.610%
Alessandro Cattani	561.607	1.072%	3.339%

Corporate Social Sustainability

Ш

LEED Platinum Certification for the environmental sustainability of the administrative building			100% energy from renewable sources	-24% Natural gas consumption 2015 vs 2014
180 events on the territory 6.760 attended by customers			Initiatives in the territory with: Comitato Maria Letizia Verga, AVIS, Ospedale San Raffaele, Comune di Vimercate		Integrated management system Quality, Environment, Health and Safety
661 workforce employees		53% of new recruits in 2015 aged under 30 years	89% Employees involved in the work performance appraisal process		53% female representation

Esprinet Iberica: Nave 1, Campus 3 -84, calle Osca 2 50197 Zaragoza (Spain )

Group Headquarter : Esprinet S.p.A. Via Energy Park 20 Vimercate (Italy) www.esprinet.com

Investor Contacts : http://investor.esprinet.com [email protected]

Investor Relations Director : Michele Bertacco [email protected]