Gpi — Investor Presentation 2020

Apr 16, 2020

GPI: a Global Partner for a healthy future Fausto Manzana Chairman and CEO P.03

M&A guidelines Andrea Mora Vice President P.40

Q&As

P.46

Overview and main results

2020 - 2024 Strategic Business Plan Lorenzo Montermini Marketing Director P.15

GPI: a global partner for a healthy future

The context Healthcare

HEALTHCARE: A PIVOTAL MARKET

A segment that can impact a country's economic development, the keeping of public accounts and its very social cohesion

AN EVOLVING MARKET

• demographic ageing and increased life expectancy
• increased health costs (chronic)
• urbanisation
• shortage of healthcare staff (doctors) and resources

2017 ITALY HEALTHCARE EXPENDITURE 155mld €

(73% PUB - 27% PRIV)

9,1% PIL (vs 16,9% USA - 11,1% GER – 9,8% UK)

20% dei costi per sprechi

INCREASED DEMAND FOR CARE

THE CHALLENGE: to make the health systems sustainable, limiting spending and improving quality of service

OPPORTUNITIES: ORGANISATIONAL AND TECHNOLOGICAL RENEWAL (digital healthcare)

Rethinking the organisational models and processes used by the health and regional authorities

History of Growth

30 years of experience, management team with a track record of internal growth and M&As

1st player in Italy: services granting access to care

3rd player in Italy: software solutions for healthcare and social systems

Leadership International footprint

solutions used by more than 2,200 customers in more than 60 countries

Uniqueness Quality of

integrated software, technology and service solutions to optimise the clinical, care, administrative and social processes.

life

our work helps improve quality of life

GPI worldwide

ITALY > 40 branches

SOLUTIONS WORLDWIDE > 60 countries

COVID-19 action taken and possible scenarios

COVID-19 emergency, amongst the main priorities

action to protect the health of employees, collaborators, suppliers, partners and customers management of economic/financial implications relating to the business

Two possible scenarios

• emergency ends in the near future: increase in revenues and EBITDA in 2020
• emergency continues long-term: need to review business and development plans

To date, orders confirmed and an increase in requests

• 1. information services on COVID-19, 24/7
• 1. web solutions, apps and contact centre services to regulate access to pharmacies, supermarkets and sample centres
• 1. screening software solutions to manage the mass use of nasopharyngeal swabs
• 1. app to guide infected patients through the healthcare facilities
• 1. remote medicine solutions for the remote monitoring of chronic patients

GPI a Global Partner for a healthy future

• The sustainability of the healthcare systems calls for a redesign of the assistance models and the use of digital technology
• To invest in ICT for healthcare is to invest in our own health and that of future generations
• Our ambition for the next five years is to become a global partner of the healthcare organisations amidst this transformation and innovation of the assistance and treatment models to continue to guarantee people's health and welfare.
• a partner both in Italy and worldwide;
• a partner that works together with the healthcare organisations to develop integrated solutions of technology, services, experience and domain skills able to respond to the new health demands.

Overview and main results FY2019

Highlights

• Region of Lazio contract start up : 12 Local Health Authorities and Hospitals Single Booking Centres (€72 M in 2 years + 1-year extension ) Regional Contact Centre ( €24 M in 1 year + 1-year extension ) (Care: CUP) 6 million more citizens reached
• Award of tender for the Region of Veneto: €79 M in 5 + 2 years €27.5 M GPI share (Software: SIO) 8 thousand beds
• Award of 4 tenders in the Region of Marche: €4 M GPI share (Software: FSE, CUP, SISTE, DOC) 5 thousand beds
• Issue of debenture loan for €30 M various investors and CDP anchor investor

M&As

• Guyot Walser Informatique area Blood Bank,³⁶⁰ healthcare facilities in France
• Accura (Chronic patient management) and Business Process Engineering (Data Protection) In Italy

Export + 16.4%: new orders Pharmacy Warehouse Automation (> €2 M):

• Austria
• China
• Qatar
• Saudi Arabia
• Switzerland
• Hungary
• Ireland

GPI in brief

Net profit €M Staff

EBITDA €M *

A history of steady growth

• +18.3% Vs 2018 ²⁰¹³ Orizzonte fund providing equity financing - First minibond issued.
• ²⁰¹⁶ merger between GPI and the SPAC CFP1. Start of trading in the stock market AIM Italia.
• ²⁰¹⁸ graduated from AIM to MTA main market of Borsa Italiana.
• ^>75 mln M&A deals

Significant growth in 2019

Revenue €240.9 M, +18.3% thanks

to the contribution made by the ASAs:

• Care +35.0%
• Other +21.2%
• SW +1.2%

2019 characterised by

• 3 acquisitions
• 2 NewCos
• Incorporation of 1 subsidiary

EBITDA: €32.2 M, 14.4% of adj. revenue

Net profit: €9.8 M +3.1%

Revenues +18.3%, Net profit +3.1%		€M	2019	2018
Revenue €240.9 M, +18.3% thanks to the contribution made by the ASAs: • Care +35.0%		Revenue and other income	240.9	203.7
		Adj. revenue (1)	223.3	192.9
• Other +21.2% • SW +1.2%		EBITDA	32.2	28.6 (2)
2019 characterised by		EBITDA % of adj. revenue	14.4%	14.8%
• 3 acquisitions • 2 NewCos		Pre-tax profit	12.8	12.8
• Incorporation of 1 subsidiary		Net profit (loss)	9.8	9.5

(1) Net of Temporary grouping of companies (RTI) (2) Net of extraordinary costs for listing on the MTA

A3.1 CERVED Rating confirmed A- S&P |A3 Moody's | A-1 Fitch

Net working capital

€91.3 M (€75.6 M in 2018):

• increase due to growth in revenues and the acquisition of significant orders at year end; accordingly, trade payables also rise (€37.8 M vs €32.2 M)
• product warehouse: increase connected above all with ASA Automation (€4.8 M vs €3.9 M)

Shareholders' equity

€72.1 M (€68.6 M in 2018):

• 2018 dividend payment
• FY 2019 profit
• purchase of treasury shares

Net financial position

€82.8 M (€69.2 M in 2018 - including the effect of IFRS 16)

Investments: M&As €1.8 M | R&D €7.1 M

€M	2019	2018
Net working capital	91.3	75.6
Non-current assets	119.4 (1)	105.2
Other operating assets/(liabilities)	(55.8)	(50.7)
NET INVESTED CAPITAL	154.9	130.1
Shareholders' equity	72.1	68.6
Net financial position	82.8	61.5 (2)
TOTAL SOURCES	154.9	130.1

(1) Includes €11.8 M due to the impact of IFRS 16 (2) Net of €7.7 M due to the impact of IFRS 16

2020 - 2024 Strategic business plan

Methodology guidelines

• Adherence to the Borsa Italiana guidelines in the document contents;
• Bottom-up construction starting from the strategic indications given by the management > accountability of the managerial structure for the plan objectives;
• Forecasts very much tied to market dynamics, historic trends and business development drivers with a very "solid" approach.

Strategic segmentation and business models

Strategic business areas

Supply lines

Main Other ASAs

Administration System Social Care & Tissue Bank

Human Continuum Public Safety Resources Care Administration & Prevention

Health Clinical Health Blood

Data Health PRM Population Health Analytics Cooperation Management

* H-pub: public healthcare customers; H-Pri: private healthcare customers, NH-Pub: public non-healthcare customers; NH-Pri: private non-healthcare customers

Tenders win ratio**

• 35%

Revenue predictivity

• 50%

Customer retention

• 92%

Average contract term

• 1-3 years

Average value of tenders acquired

• 6-7 mln/€ year

Competitive position

• 3rd player IT

** Win ratio intended as % no. tenders won out of total no. tenders participated. The conversion win ratio: % GPI value of tenders won out of basic tender value participated is 6.8%

Tenders win ratio**

• 40%

Revenue predictivity

• 95%

Customer retention

• 97%

Average contract term

• 4-6 years

Average value of tenders acquired

• 10-15 mln/€ year Competitive position
• 1st operator IT

** Win ratio intended as % no. tenders won out of total no. tenders participated. The conversion win ratio: % GPI value of tenders won out of basic tender value participated is 6.8%

* 2018 EBITDA adjusted by extraordinary costs for listing on the MTA

Focus on other ASAs

Automation

Sales of HW for automated warehouses (approx. 87%) and maintenance and service fees (approx. 13%)

• Retail Italy approx. 64%
• Hospital Italy approx. 16%;
• International Hospital & Retail approx. 20%

ICT

Desktop management services fees (approx. 89%) other system services (approx. 11%)

• Healthcare customers approx. 77%
• Non-healthcare PA approx. 17%
• Other private customers approx. 6%

PAY

Automation ICT Pay

ePayment services (approx. 85%), income from POS rental and related software (approx. 15%)

• Organised distribution approx. 50%;
• PAL approx. 23%
• Suppliers of POS-based services approx. 17%
• System integrator approx. 10%

The customers

+2,200 Public and private customers

Reference market and competitive context

Market Analysis Software Market value

value of the global 2018 Healthcare IT software + services market

47 % North America CAGR 18 – 22: 6.1% 28 % Western Europe CAGR 18 – 22: 5.4% 10% Mature Asia/Pacific CAGR 18 – 22: 4.3% 5 % Latin America CAGR 18 – 22: 5.3% 4 % Greater China CAGR 18 – 22: 13.3%

|| Source: Gartner (2019)

\$0.8 bn*

value of the Italian 2018 Healthcare IT software + services market

1.4% of the global market CAGR 18 – 22: 3.5%

|| Source: Gartner (2019)

€1.7 bn HealthCare IT market €1.1 bn HealthCare IT software + services market || Source: Netics (2019)

Market Analysis Software Market top players

Company	Brief description	Focus on healthcar e	Ranking
	ICT solutions and related services for public and private healthcare providers.		1st
	ICT solutions for the segments: finance, industry, telco&utilities and PA.	Through dedicated healthcare division	2nd
	ICT solutions, administrative and social-healthcare services for public and private healthcare providers.		3rd
	Software for hospital processes, orders and risk management Group reply part.		4th
	Digital transformation & ICT services for industries, energy, aerospace, healthcare, PA, etc.	Through dedicated healthcare division	5th

Market Analysis Care Market value & players

global market value of administrative services not available insofar as they are very heterogeneous services that are not easily approved on an international level

Italian market value of administrative services (2017)

value underestimated insofar as, at present, part of the market is still addressable insofar as it regards insourced services.

> 28 M citizens reached

Company	Brief description	Ranking
	ICT solutions, administrative and social-healthcare services for public and private healthcare providers.	1st
	Maintenance services for medical devices, operative in 17 different countries.	N/A
	BPO services (e.g. cleaning, security, logistics and healthcare services).	N/A
	Local supplier of services for healthcare and the educational segment, operates in the Region of Veneto.	N/A
	Local supplier of services for healthcare , operates in the Region of Lazio.	N/A

Strategic intentions and action plan

Strategic-corporate intentions

01

EVER MORE GLOBAL

Strong increase over the BP period

Geographical areas of growth: DACH, Russia, China, Middle East and America

GROWTH IN PRIVATE HEALTHCA RE

doubling up of the segment % weight

ITALY HEALTHCARE SW MARKET LEADERSHIP

Major regional and national tenders

M&As

Focus of R&D on Machine Learning and on the digital transformation

02 03 04 05

FROM PRODUCTS/ SERVICES TO INTEGRATED SOLUTIONS

Greater integration of services | SW | technologiesto respond to the evolution of healthcare models and the healthcare demand.

FROM PROVIDER TO PARTNER

Multi-business nature with the contribution of all ASAs.

Strategic intentions ASA

01.

MARKET POSITIONING

consolidation of the market position (up-selling and cross-selling), continuous participation in major tenders and strategic partnerships.

02.

GLOBALISATION/TARGET SHIFTING

increase in the percentage share of turnover for the ASA referring to international customers: the target value is 20%.

03.

PRODUCTS PORTFOLIO

harmonisation of the products portfolio, review of the production process to increase productivity and product quality, innovation and technological evolution of the platforms.

Software

• Rationalisation of the products portfolio
• Technical-functional evolution of the products portfolio
• Smart programming
• Training
• Drive on supply engineering
• MKT initiatives for the new target groups (H-PRI, international)
• Distribution agreements
• Targeted M&A initiatives

Action plan ASA

01.

UP-CROSS SELLING ON CUSTOMERS FROM M&As

marketing and commercial strategy focussed on up/cross-selling towards customer base of solutions of recent acquisitions (M, HS, IL, S, etc.)

02.

INTERNATIONAL SALES

Pursuit of foreign commercial actions on Blood bank, TeleMed, Neonatology and Health Meetings

03.

NEW H-PRI TARGET BUSINESS MODELS

Marketing and commercial strategy with new business models (SaaS, Pay per Use, etc.) for H-PRI target, focussed on SIO solutions, Reception management/CUP, Social-Healthcare Information System, Blood Management, HR and Veterinary Sciences

04.

PLATFORM INNOVATION AND RATIONALISATION

review of the software life cycle management procedures in accordance with "agile" production paradigms, rationalisation and innovation of products in terms of technological update (e.g. 5G), UX (mobile/BYOD), scalability and configurability of the solutions in the following areas: CLINICAL SYSTEM | BLOOD & TISSUE BANK PATIENT RELATIONSHIP MANAGEMENT |HEALTH SOCIAL CARE HEALTH ADMINISTRATION |DATA ANALYTICS POPULATION HEALTH MANAGEMENT|HUMAN RESOURCES

Software

• Average retention ('17-'19) 91%
• Revenue predictivity 50%
• Up/cross selling 2.5%
• Tenders/year €6-7 M

Strategic intentions ASA

CONSOLIDATION OF THE COMPETITIVE POSITIONING

consolidate the market share on the H-PUB target on a national level and the current territorial presence (approx. 50% of the domestic market) through:

• continuous participation in important tenders,
• direct contract acquisition,
• extension of the supply contracts stipulated.

02.

DEVELOPMENT OF THE PRIVATE HEALTHCARE MARKET

develop, define and market the portfolio of new services towards the private H-PRI target group (private clinics, COT, nursing homes, etc.) and to manage chronic patients.

03.

INFRASTRUCTURAL EVOLUTION

technologically evolve the infrastructure in support of services to foster a multichannel approach in access (voice systems, apps, social engagement) and introduce artificial intelligence algorithms to automate certain reception services and reduce the operator's workload.

TECHNOLOGICAL AND PROCESS EVOLUTION

increase efficiency in the supply of contact centre services through the introduction of a technological platform to support HR planning and programming.

Care

• Extension of valid contracts through the extension of the range of services
• Modelling of new services with innovative remuneration systems (share revenue, pay per use, etc.)
• Technological evolution of service support platforms
• Promotion of multi-channel approaches in accessing services
• MKT initiatives for target shifting (H-PUB, H-PRI)
• Market analysis

Action Plan ASA

EXTENSIVE PARTICIPATION IN TENDERS Participation in as many public tenders as possible;

02.

07.

01.

DEVELOPMENT OF TERRITORIAL RELATIONS

Aggregating multiple local contexts in a provincial manner or a vast area so as to promote the territory;

PROMOTION OF QUALITY OF SERVICE Promote organisational competence to make the Group offer attractive, as "technically qualified" even if more costly than local contexts 03.

DEVELOPMENT OF POPULATION HEALTH MANAGEMENT Develop a value preposition for Population Health Management (PHM) 04.

FOCUS ON PRIVATE CUSTOMERS Develop marketing and commercial initiatives to support up-selling activities and the penetration of the private market €10-15M 05.

INCREASE SERVICE AUTOMATION Developments to automate certain reception services and reduce the operator workload. 06.

EFFICIENCY Acquire new IT platform for workforce management

Care

• Average retention '17-19 97%
• Revenue predictivity range 98%-45%
• Tenders/year

Strategic intentions Other ASAs

AUTOMATION

PRODUCT AND VALUE PROPOSITION INNOVATION THROUGH R&D OPERATIONS develop new technological solutions (e.g. automated basket/cabinet system for medical devices/cart kit engineering, etc.) and enter new segments (e.g. evolved self-service type solutions and vending machines for the pharmaceutical area, etc.). RETAIL MARKET DEVELOPMENT

enter the market of the major pharmacy chains (capital companies) both for automation and furnishing. Crossselling of the Warehouses and Pharmacy Design Studio range.

ICT

STRATEGIC PARTNERSHIPS FOR NATIONAL TENDERS

development of strategic partnerships with the market's big players (TIM, FastWeb, etc.)

INNOVATION OF OFFER ON PRIVACY & CYBER SECURITY

new value proposition focussed on privacy & cyber security on PAL target and healthcare

PAY

DEVELOPMENT OF THE PUBLIC ADMINISTRATION MARKET

payment services/electronic collection and replacement storage services for the PA

DEVELOPMENT OF SMART PAYMENT FOR VENDING MACHINES

R&D on this topic, partnering dispenser manufacturers and alternative-micro payment systems (e.g. Tinaba, ALIpay, etc.).

DEVELOPMENT OF THE ORGANISED CATERING SEGMENT

improvement of the competitive positioning

AUTOMATION

• R&D
• cross-selling from other ASAs (PAY, Software)
• digital marketing for the retail market
• Development of assistance services for the international market

ICT

• Strategic partnerships
• Process innovation through the introduction of technological platforms in support of DTM services

PAY

• Cross-selling from ASA Software and Automation (pharmacies)
• R&D initiatives for vending machines

Action Plan Other ASAs

AUTOMATION

training internal network, VR instruments, mktg budget increase for trade fairs and events, strengthening of the indirect sales network, focus on key accounts, analysis of new markets, development or acquisition of single dose.

Open innovation with universities and research centres with a focus on the loading of medicines and single-dose products, integration of RFID technologies;

Rationalisation of production and purchase structures;

Involvement of subsidiaries for commercial and after-sales activities

ICT

Commercial synergies and intra-ASA lobbying;

Strengthening of IT instruments and procedures for the governance of delivery compliant with international standards and methods;

Rationalisation of external suppliers;

In order to pursue the Cyber Security objective, we intend to assess completion of an initiative in terms of M&As

PAY

mktg and sales for the vending machine segment; evolution of the payment service of electronic meal vouchers; re-engineering of software PA payments and the promotion of solutions; Integration of Alternative Payment collection channels; new solution on Android POS for organised catering; new software for the storage service; Partnerships to enrich the functions of the Vending segment solution.

AUTOMATION

• Italy retail (H-PRI, NH-PRI)
• Italy hospital (H-PRI, H-PUB)
• International through Riedl
• International through GPI network

ICT

• Order backlog
• Extension of contracts
• New contracts

PAY

• Large retail and PA (recurring)
• New services PA
• New services Large retail
• Vending machines

Main economic and financial goals 2024

2024 economic-financial goals

Equal scope of consolidation as of 31/12/2019

2024 Revenue and EBITDA

ASA breakdown, equal scope of consolidation as of 31/12/2019

2020 - 2024 M&A Guidelines

Historic M&A process

M&A Guidelines

MARKET

• 1. Slow to decide and to change settings (ITA)
• 1. Software is a commodity with respect to the service
• 1. Fragmentation (ITA)

M&A Guidelines

M&As

INTEGRATION

IN-HOUSE TEAM

• 2 years for internal integration
• Immediate costs of integration
• 1 year for first savings

M&A Guidelines

ITALY

1. Products portfolio evolution software/services/territories (€1-10 M revenues)

2. Big players

TARGET

EXPORT

• 1. Structured software companies (€20-30 M revenues)
• 1. Products portfolio evolution

RESOURCES

• BONDS
• TRADITIONAL FINANCING
• WARRANTS
• SHARES/SHARES
• Big players
• Abroad

IR Contact details

Fabrizio Redavid

Mob. +39 335 1035499 fabrizio.redavid@gpi.it

Lorenzo Giollo

Mob. +39 340 8223333 lorenzo.giollo@gpi.it

Maria Antonietta Pireddu

Via Bigli, 19 - 20123 Milan Tel. +39 02 45473883/4 m.pireddu@irtop.com

Via Ragazzi del '99, 13 - 38123 Trento T +39 0461 381515 investor. relations@gpi.it

Disclaimer

The material in this presentation was prepared by GPI S.p.A. ("GPI" or the "Company") without any form of independent verification; it is general, basic information about the current business of GPI as at the date of this presentation. This information is supplied in summary form and is not complete. This presentation is provided for information only and is not an offer or solicitation of an offer of purchase or sale of securities, nor shall there be any sale or purchase of securities in any jurisdiction in which such an offer, solicitation or sale should be illegal before the registration or qualification in accordance with the laws on securities of that jurisdiction. It is intended exclusively by way of a presentation to investors and is provided for information only. This presentation does not contain all information that may be relevant to an investor.

The information contained in this presentation, including the forecast financial information, must not be considered as advice or recommendations to investors or potential investors in connection with the holding, purchase or sale of securities or other products or financial instruments and does not take into account any specific investment targets nor the financial position. Before acting, it is important to consider the adequacy of information in relation to such subjects and, in particular, independent financial advice should be taken. All securities and product transactions or financial instruments entail risks, which include, amongst others, the risk of adverse or unforeseen market, financial or political developments and, in international transactions, the foreign exchange risk. The information contained in this presentation is confidential and is supplied to the user for information only and cannot be reproduced, re-sent or further distributed to anyone else, nor published, entirely or partly, for any purpose. This presentation is only distributed to and intended for: (A) persons in the European Economic Area Member States (excluding the United Kingdom), who are classed as "qualified investors" under Article 2, paragraph 1, letter e) of Directive 2003/71/EC (as amended and complete with any implementing measures applicable in each Member State); (B) in the United Kingdom, professional investment qualified investors coming under Article 19 (5) of the 2005 Order (financial promotion), the Order of Financial Services and markets and/or companies with high shareholders' equity and other persons to whom it can be lawfully disclosed, pursuant to Article 49,

paragraph 2, letters a) to d) of the Order; and (C) other persons to whom this presentation can be legally distributed and disclosed in accordance with applicable laws (all those pursuant to points (A) to (C) above, indicated as "relevant persons").

The information contained in this presentation may include forecasts. Although the Company believes it has a reasonable basis on which to make the forecasts given in this presentation, GPI warns that forecasts are no guarantee of future performance and that the effective operating results, financial conditions and conditions of liquidity and development of the segment in which GPI operates may differ considerably from those effectively achieved or suggested by the declarations given in this presentation or made by the GPI management team. Past performance is also not a reliable indication of future performance.

GPI makes no promise to update or publicly review the forecasts, even if new information is revealed or for any other reason. The information and opinions given in this presentation or in the declarations made by the GPI management team are given as at the date of this presentation or any other date, if indicated, and are subject to change without notice. Do not rely on the information given in this presentation for any purpose. No express or implicit declaration or guarantee is given by GPI, its subsidiaries or the respective consultants, functionaries, employees and agents, as regards the accuracy of information or opinions or for any loss as may derive directly or indirectly from any use of this presentation or its contents. This presentation is not intended for distribution or use by any person or entity that is a citizen or resident of a place, country or other jurisdiction in which such distribution, publication, availability or use may be in conflict with laws or regulations or which would require any registration or licence within such jurisdiction.