Ströer SE & Co. KGaA

Investor Presentation • Apr 27, 2018

Ströer Capital Markets Day

London, April 2018

"The most customer-centric, multi-channel media companyin/from Germany."

Current Key Questions from Analysts' and Investors' Communities

Capital Markets Day London 2018: Agenda and Focus Areas

S S S M i i F d t t t o r n n g e s s o n o c u s o n r a e g y a n e g m e n s :				S S A f i F f B i t e r n o o n e s s o n o c u s o n o u r c e o u s n e s s :
1 0 0 0 :	W l d A d e c o m e a n g e n a	C L		1 3 1 5 :	L h d Q A & u n c a n
1 0 1 5 :	S i R i d U d 2 0 1 8 t t t r a e g c e v e w a n p a e	U M		1 4 0 0 :	U d S i t t t t p a e o n a s a	F S
1 0 4 5 :	D D i e e p v e O f- H M d i t- u o o m e e a	C S		1 4 3 0 :	D D i e e p v e M i i N i l t t t o n e z a o n a o n a	R B
1 1 1 5 :	D D i e e p e v C M d i t t o n e n e a	C S		1 5 0 0 :	D D i e e p e v M i i R i l d L l t t o n e z a o n e g o n a a n o c a	C B v
1 1 4 5 :	D D i e e p v e D i M d i t r e c e a	C S		1 5 3 0 :	T d i T i r e n n g o p c s S A I, A R B l k h i P l t o c c a n, m a r a c e s ,	C B v
1 2 1 5 :	Q F i i l d & A n a n c a s a n	B M		1 5 4 5 :	S W U u m m a r y, r a p p - C d l i R k a n o s n g e m a r s	B d o a r

Strategic Update

MovingFast & Faster

Everything

Everywhere

Anytime

Digitization hasreversed the balance:There is more supply of (almost) everything than demand.

Buyer dominates, not seller:The consumer is the boss!

Consumer & CustomerCentricity wins!

The world's largest taxi company owns no vehicles.

UBER

The largest accommodation provider owns no real estate.AIRBNB

The most popular media provider creates no content.FACEBOOK

The most valuable retailerhas no own inventory.ALIBABA

Global platforms have developeda new form of CRM business:Controlling customer access and then doing 'CRM arbitrage'

Consumer Access for Advertisers has changed dramatically

Traditional value-chain business modelLinear and one way

We listen to our Customers: Their Challenges in the Age of GAFA

Consumer Access for Advertisers has changed dramatically

Advertiser

Clients have a growing Demand for alternative CRM Models

Direct Media

Trusted Partner to operate Direct Marketing in the digital Age

Customer centric Strategy leads to increasing Relevance and strengthens Partnerships with major Brands

OoH MediaContent MediaDirect Media

Potential development

Top Clients – Overall enhanced Opportunities

Complementing integrated Brand-Performance-Sales Funnel

Data aggregation

Ströer – Already a strong Player in Direct Marketing

Capture new Business Segments: Ströer's general Strategy

Milestones of Ströer's strategic Development

Ou f- Ho M d ia t- o m e e
( Lo ion Ba d A dv is ing ) t t ca se er

Content Media(Digital Content & Marketing Services)

Direct Media(D2D, Phone etc.)

Deep Dive Business Segments

Customer centric Sales Organization Set-Up allows efficient Access to the largest Media Client Base in Germany

Customer Centricity: Customized for SMBs and large Customers

Out-of-Home MediaLocation Based Advertising

Out-of-Home (& Content Media): A strong Base Platform

Net sales 2017, sources: Total market based on Schickler, OVK-Report 2017, Statista

Out-of-Home on the Rise

34

Source: Nielsen Media Research, gross advertising without advertising mail *OoH incl. billboard, transport media incl. Public Video and Infoscreen, at-retail-media incl. Mall Video, ambient media

Portfolio and Sales Structure in OoH Media

Ideally suited to support optimal Yield Monetization

Reasons for sustainable Growth in OoHMedia

Out-of-Home MediaLocation Based Advertising

Out-of-Home Media is digitally transforming

Digital OoHPortfolio Strategy

Public Video Network(Premium traffic and shopping POIs)

Roadside Screens(RSS, DCLB, DCLP)

POS/Digital Signage(Food & other channels)*

Source: In-house, DMI – Digital Out of Home Standorte Screens 2018-02-15.1.pdf; *excluding rights of promotion

Infoscreen – 70% Portfolio Growth Rate

40

At highly frequented subway and suburban train station platforms and airports

• 500 screens nationwide in operation
• 120 screens constructed in 2017
• Planned for 2018: Additionally >100 screens

Station Video – Continuous Expansion of Capacity

At highly frequented main train stations

• 1,250 screens nationwide in operation – 150 screens built up in 2017
• Enhancing the local reach with upgrading cities like Hamburg, Frankfurt and Cologne
• Highlight: 30 screens on train station 'Hamburg Jungfernstieg'

160 additional Screens in Mall Video

Mall Video is part of LOOM from day one

The ECE Projektmanagement GmbH, Germany's biggest shopping mall provider, opened the new mall "LOOM" inBielefeld on 25th of October 2017. As long-term contract partner of ECE, the Mall Video installation with 58 screens was integrated in the planning process of the mall and ready to be sold by the opening day.

LOOM Bielefeld Stachus Passage Munich myZeil Frankfurt

Expansion of Mall Video in Munich

In addition to three already equipped shopping malls in Munich, the STACHUS Einkaufspassage with more than 50k visitors per day below the Karlsplatz had twelve 60" Mall Video screens installed. In Q1/2018 the replacement of seven analog CLPs by digital screens will follow as well.

Part of refurbishment concept

In the process of the refurbishment, the Mall Video screens became part of the extravagant design of the myZeil in Frankfurt. Beside 55" screens also 110" screens on the wall.

Waterfront Bremen

Bremen received 2nd Mall Video installation

With Media Markt and Primark as anchor tenant, the Waterfront became part of Mall Video with twelve digital screens in 2017.

Roadside Screens – More than 200 Screens live

Continuous expansion within the digitization strategy

• 200 screens in 21 cities live on air, e.g. Cologne (48), Hamburg (30), Essen (13)
• 152 screens built up in 2017
• Construction of another 200 screens is planned

Roadside Screens – Continuous Expansion of Capacity

Roadside Screens – The Medium for each Client Cluster

The digital Window to local Businesses – As Campaign or long-term Advertising

Megavision and SignYou – Launch of a new Category

Dusseldorf

Essen

Oberhausen I

Oberhausen II

POS/Digital Signage – Integration of new Products

In 2017, Ströer has acquired the majority in the UAM Media and Neo Group:

• Both are large providers of local digital Out-of-Home advertising
• With this acquisition, Ströer markets a network of more than 73,000 digital screens
• The new network ideally complements the integrated offering along the entire customer journey – from home, to road and rail to POS

Touchpoints:

Out-of-Home MediaLocation Based Advertising

Operational Excellence – Key to Enhancement of Quality

It takes at least 2-5 years to realize a city contract up to 80-90%

Balanced Source of Inventory

Significant Extension in the Portfolio Area on private Property

More than 75,000 sites on private ground

• Deutsche Bahn: +42,000 sites
• Private ground: +33,000 sites (incl. other partners)
• Other partners: REWE, ATU, Strabag (Deutsche Telekom Immobilien), Shell, Tamoil, Metro, Carglass etc.

Reaching Customers on the Way to and at the Point of Sale

Retail Media GmbH founded in 2017

Access road

• Reach your target audience in the access route
• Guidance of buyer streams into the market
• Reaches both existing customers and new customers

• Frequency strong and relevant

• Targeted influencing of the market, product and brand choice through current offers

• Promotion of spontaneous market visits & product purchases
• Targeting with minimal waste of attention/contacts

Gateway Parking lot

• Last impulse provides orientation and recognition on the shelf
• Optimal addition to the promotion in the supplement

Constant Quality Improvements

Ströer is one of the Drivers of digital Transformation

More than half of CAPEX in 2017 was invested in our digital OoH portfolio

Digitization is changing our cities and urban politics. It creates new information and interaction opportunities, but also new challenges. In addition to smartphones and corresponding apps, digital media in public spaces also facilitates the flow of information between the city and its citizens.

By pushing Public Video also more towards Programmatic, we make much better use of our Inventory

Convergence: Online and Public Video complete each other

Performance

• All in one: All screens – one broadcast
• Classic and programmatic booking
• Theme channels on all screens incl. Public Video
• Near real time broadcasting

Benefit

• Interaction of digital and physical world as an important part of modern communication strategies
• Numerous content categories corresponding to online
• NEW: Target group bookings also with Public Video (fitting, location-specific)
• Easy extension of online campaigns

Out-of-Home MediaLocation Based Advertising

Moss Growth for Air Purification

Neutralizerfor emissions such as particulate matter and nitrogen oxides

Naturalholds water back, lowers the temperature

Improves Urban Climategood for organic diversity, reduces noise and reflections

Easyto install, specialized varietiesfor this purpose

Ströer moss technology

Ströer works with leading moss experts and biologists to develop specific solutions for the purification of city air.

Development patent system

Ströer has developed and patented a system that makes efficient use of the available space in inner cities: Mosstree®.

Added value for cities and communities

Ströer also offers municipal partners the opportunity to test tailor-made solutions for the air emissions problem.

Benefit

No additional irrigationgood ventilation and filter performanceusable on existing Ströer products.

Location Based Advertising equipped with SensorsInteresting Offer for Cities in Times of increasing Population

Summary Out-of-Home MediaLocation Based Advertising

Content MediaDigital Content & Marketing Services

Market Share Content in long-term Trend

Development Internet/Desktop incl. Mobile* over time

Source: Nielsen Media Research, gross advertising without advertising mail; *Mobile (MOB): as of 2011

Online Sales shifting more and more towards MobileDevelopment Internet/Desktop incl. Mobile* over time

Source: Nielsen Media Research, gross advertising excl. direct mail; *Mobile (MOB): as of 2011

Ströer outperforms Market in Growth Areas Mobile & Programmatic

*OVK (Online-Vermarkterkreis) 2017 > German industry standard; **Ströer 2017; ***emarketer 2017, IAB internet advertising revenue report

Content MediaDigital Content & Marketing Services

3

Balanced Portfolio and Inventory

Strategic Portfolio Management of Ströer Content Group Assets

T-Online: Development of FinancialsSteadily improved EBITDA Margin

Development of T-Online Traffic – Long-term Trend Successful Turnaround of Visits

Visits in millions per year

Development of T-Online Traffic – Scope latest DevelopmentSuccessful Turnaround of Visits

Visits in millions per month

Visits 2018 based on the development year-to-date 2018

From Portal to Media Brand – Three Cornerstones

User Experience: Layout

Clear, transparent, focused

Unique multi-channel Approach

T-Online as the Centerpiece of Public Video and Digital Out-of-Home

Digital Out-of-Home infrastructure of Ströer enables a multi-channel approach that is not possible to be imitated by competitors oft-online.de

t-online.de is established as THE central content provider for Public Video/Digital Out-of-Home

Brand reach of t-online.de therebyincreases massively, as well as theperception of t-online.de as a media brand

Weekly contacts with T-Online content Covered topics

T-Online Brand Reach: 80% of the digital Population in Germany

Public VideoSmartphoneLaptop Tablet DesktopVoice47 millionunique user*Online &Public VideoT-Online.de 29.59 Bild.de 23.32Spiegel Online 21.17For comparison (uu in million) acc. AGOF only**

*GfK Media and Communication Research – study unique user (2017): t-online.de desktop & mobile and Public Video;

**AGOF digital facts 2018-03, unique user in million in March 2018, at the age of 10+, users of stationary and for mobile offers (61.58 mio.)

Facts & FiguresMedia Brand Perception is growing

Reasons for visiting*

Ströer takes watson.ch to GermanyFor the mobile Generation

Newsportal for Generation Z, grown up with mobile, not with newspapers.

'You are desired' –Online Magazine for millennial Women

Market leader in the women & lifestyle segment and tailored precisely to the target group.

• Mobile with the fastest possible loading times
• Optimized content
• Customized content
• Smart personalization

Content MediaDigital Content & Marketing Services

Market Environment

1

2

3

Owned and Operated Platforms

Balanced Portfolio and Inventory

Strong Market Position: Audience Coverage versus Competition

December 2017, Source: AGOF12/2017 daily digital facts; Unique user in mio. at the age of 10+, across all devices (desktop & mobile); Weekly and daily reach: Ø

Balanced, thus robust Product and Inventory Portfolio

The Foundation of Online Marketing is a dominant Market Position as well as the continuous Development of our Supply Side

Source: AGOF digital facts April 2018; *Unique user in %in March 2018, at the age of 10+, users of stationary and for mobile offers (61.58 mio.)

Direct Clients and Programmatic gains Relevance

Agencies53%Programmatic31%Direct clients16%

Revenue decomposition 2016

Revenue decomposition 2017

Content MediaDigital Content & Marketing Services

Market Environment

1

2

3

Owned and Operated Platforms

Balanced Portfolio and Inventory

Ströer Core is the Key to Success

Continuous Development of Platforms

Enhanced by +100 Engineers

Building a competitive Data Pool

Unique logins in million

Cross-Media Targeting Solutions based on German Data Pool

Demographic/hard factsage | gender | HHNI | education |activity | children etc.

Shopping behavior

supermarket | discounter | wholefood shop | online | specialized trade etc.

Weather

temperature | clouds | storm |fog | sun | rain | snow

Prospecting

Modeling brand-affine userswith the help of statistical twins

Intent

Purchase intention (car),e.g. by class or brand | moving intent etc.

Geographic

countries | states | cities |postcode areas | double select

Customized audiences

Individual target groups according to customer agreement, e.g. pizza consumers

Individual retargeting

Retrieving tagged users,e.g. shop or website visit

Technical

FC | time | browser | device | OS |mobile device | language etc.

CRM-onboarding

list based uploads &matchmaking

Interest

automobile | movies | finance | fashion | insurance | travel | sport etc.

Contextual/semantic

real-time content analysis |brand safety | keywords

GDPR & ePrivacy: The bigger Picture

• Even if ePrivacy rules and execution are unclear: best prepared to win market share when pure intermediate business gets under growing pressure
• Strong direct client access via industry key accounts will ensure best access to potentially changing budget allocation
• Investment in own/integrated tech and proprietary 1st party data (including cooperations) ensures maximum independence from 3rd party tracking
• Focus on owned assets in combination with exclusive 3rd party premium inventory where Ströer acts as an outsourced marketing sales department

Source: Luma Partners

GDPR & ePrivacy: Modular Solutions for unclear Regulation

1 G D P R k & t t c r r e n m a r e u i i f i t t t n e r p r e a o n o c o m n g l i ( M 2 0 1 8 ) t r e g u a o n s a y	G D P R § 6 d h "l i i i " [ "b h i I "] k i f t t t t t t t t t a n e e g m a e n e r e s e r e c g e s n e r e s s e o s e c o o e s o r u , G l i k i i t o n n e m a r e n g n e r m a n y
2 P i l l h i t t o e n a y c a n g n g i i i h t t t t n e r p r e a o n w d i f f i f f 2 0 1 9 t t	T h i l l d i f f i l i i f h i ( f i ) t t t e c n c a y v e r y e r e n m p c a o n s r o m u s e r m a c n g e g r e q u e n c y c a p p n g i i ( b h i l ) i ( R T B ) t t t t v a a r g e n g e g e a v o r a o p r o g r a m m a c e g o p e n
( ) e r e n m p a c 3 G D P R- l i t c o m p a n	C k i i d d l d d i l b i d l i t t t t o o e w e e v e o e a n n a c e o o a n u s e r c o n s e n a n a r o v a n
l i f h t t s o u o n s o r o u g e r i i ( f f ) 2 0 1 8 t t t n e r p r e a o n s	g p p p p b i i i h i h i f f i t t t t t t t c o m n a o n p r o p r e a r e c n r a s r c r e o r p r o g r a m m a c w y u u
4 P i l i e r a c o g n v y, - d d d t s a n a r s a n u s e r t t c o n s e n m a n a g e m e n	I A B l i b d f i l i ( i l. & t t t t t t -c o m p a n c o n s e n m a n a g e m e n r o a r a n g e o p o e n a c o- o p e r a o n s n c E I D d V E R I M I ) i i U X d t t t r o p e a n n e a n o o p m e a n c o e r a g e u z v

Summary Content Media

Digital Content & Marketing Services

Direct MediaD2D, Phone, Chat, Mail, CPO

1 Market Environment 2 Group Synergies Next Level Direct Marketing 3Care to Sale

Direct Marketing opens up new strategic Business Segment

Sources: Total market, net sales – ZAW, PWC, Statista; Direct Marketing – Deutsche Post Dialogmonitor, Genesys, Statista

Direct Marketing Trends and Characteristics

• Top 10 players accounting for 28% of global market share

• Business is highly scalable, large companies have been increasingly consolidating

• Most companies have less than three different CRM and direct marketing providers

• Country leading players are in a very strong position

Direct Marketing Trends and Characteristics

• Ability to tender for more complex contracts – only few players have capacity to seamlessly execute mandates on a multi-channel scale
• Agent ramp up time – high agent training investmentsnecessary, making clients more loyal
• Technology integration – Direct Marketing players often highly integrated into client's CRM processes

Increased demand for digital channelsEuropean direct market sizeHigh barriers to entry

• Digital channels are gaining ground over voice channel solutions
• Voice channel remains especially important for morecomplex problems/products

The Industry is developing towards a highly integrated Supply

Direct Marketing Ranking

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Ra n	k C o m p a ny	Lo io t c a ns	Ne G In t ro s s c o m e		Ra k n	C o m p a ny	Lo io t c a ns	Ne G In t ro s s c o m e
1	C So Ar R M lu ion to t va s	2 8	1, 3 0 9, 4 3 0, 0 0		1	C So Ar R M lu ion to t va s	2 8	3 8 0, 0 0 0, 0 0 0 ~
2	Ca i Eu ta p ro p e	1 7	2 5 9, 3 0 7, 8 3 8		2	S G öe ** tr r ro up	1 7 6	2 6 6, 1 5 0, 0 0 0
3	Bo h Se ice So lu ion t sc rv s	1 3	2 4 7, 7 0 0, 0 0 0		3	Ca i Eu ta p ro p e	1 7	2 5 9, 3 0 7, 8 3 8
4	Te lep fo Ge er rm an ce rm an y	1 9	1 7 5, 0 0 0, 0 0 0		4	Bo h Se ice So lu ion t sc rv s	1 3	2 4 7, 7 0 0, 0 0 0
5	Co / bu G nv er g y s w- ru p p e	1 9	1 6 5, 5 9 0, 0 1 4		5	Te lep fo Ge er rm an ce rm an y	1 9	1 7 5, 0 0 0, 0 0 0
6	G ioc b H re g om m	1 2	1 5 2, 5 3 1, 5 3 7		6	Co G / bu nv er g y s w- ru p p e	1 9	1 6 5, 5 9 0, 0 1 4
7	Ra Ma ke ing Ve ie b * & t tr ng er r r	1 5 0	9 0, 9 7 3, 1 6 7		7	ioc G b H re g om m	1 2	1 5 2, 5 3 1, 5 3 7
8	D+ S ica ion t te co m m un ce n r	1 3	8 5, 6 0 2, 9 4 9		8	Sw iss Po So lu ion G b H t t s s m	7	7 8, 5 7 8, 0 0 0
9	Sw So G iss Po lu ion b H t t s s m	7	7 8, 5 7 8, 0 0 0		9	Sy G ke En ise b H te s rp r s m	1 0	7 2, 0 0 0, 0 0 0
1 0	Sy ke En ise G b H te s rp r s m	1 0	7 2, 0 0 0, 0 0 0		1 0	l ice G b H te wa r se rv s m	7	6 0, 5 4 2, 7 5 7
1 1	l ice G b H te wa r se rv s m	7	6 0, 5 4 2, 7 5 7		1 1	Inv i l Un hm te te rn e en sg ru p p e	1 1	4 9, 3 9 7, 3 8 2
1 2	Inv i l Un hm te te rn e en sg ru p p e	1 1	4 9, 3 9 7, 3 8 2		1 2	K i Kx l G b H m x	4	4 6, 1 3 7, 8 7 8
1 3	Av do G b H e m	6	4 7, 2 5 2, 5 1 7		1 3	Ar ia S. A. te r	9	4 2, 5 9 5, 0 0 0
1 4	G K i Kx l b H x m	4	4 6, 1 3 7, 8 7 8		1 4	G G k k D ia log b H g ro up m	4	3 7, 8 4 4, 4 2 2
1 5	Ar ia S. A. te r	9	4 2, 5 9 5, 0 0 0		1 5	B F S Ba Fu l f i l lm t ur en	3	3 0, 0 0 0, 0 0 0
1 6	D V- C O M G b H m	7	4 2, 3 2 1, 3 6 7		1 6	l ine G b H ta g e m	5	2 4, 3 7 1, 1 1 0

Source: CallCenter Ranking 2017, www.callcenterprofi.de; Statista; *Ranger included by Ströer **incl. Ranger Marketing & Vertriebs GmbH

Direct MediaD2D, Phone, Chat, Mail, CPO

Ströer Portfolio Strategy in the Direct Marketing Sector

Ströer – Already a strong Player in Direct Marketing

*Full 12 month annualized

Ströer Direct Marketing Group

High density of Locations allows Resource Balancing

Synergies across Business Segments rapidly improving

1 C l i t o m p e m e n n g k i f f i t t m a r e n g o e r n g o l i b d i t t c e n s r e c y k i l f t t m a r e n g p a o r m	S Q Q i i f d b k f k l i d i i d d i 4 2 0 1 7 I 1 2 0 1 8 t t t r o n g p o s v e e e a c r o m e y c e n s a n n c r e a s n g e m a n n
2 L i d i t e v e r a g n g r e c k i l f f t t m a r e n g p a o r m o r S M B b i o n s n e s s w u	T h A d l l l l d i i l S d R l l O f- H f f ö t t t t t t- r e e e s s : v e o s e s o c a g a r e r p r o u c s, a n g e r s e s u o o m e o e r s, A d h d l S M B l d f l l l f v e o s c e u e s e a s o r o c a s a e s o r c e
3 M i i i l i a m n g o n e e r s n x z w v h i i i t- t t t t c u r o a c o m p e o n v a l d i l t a r g e r r a n g v o u m e i h l i t t c e n s w	E d d i f l i i l t t t e n e s e r c e p o r o o p o s x v l d / l h d i h t p a n n e a n c e u w :
4 G i r o p s n e r g e s o n u y i i i t t, t r e c r m e n r a n n g, u d & t a a p r o c e s s i i i t t o p m a o n z	S f f i l i k K P I R i i f l i i f i l h d t t t t a n g q u a y a s e y : e c r u n g u n n e s g n c a n y e n a n c e

Top Clients – Overall enhanced Opportunities

Successful Implementation of integrated Campaigns

Case: Telecommunication

Direct MediaD2D, Phone, Chat, Mail, CPO

Acquiring new Consumers gets even harder

Digitalized consumption

• Content (radio, TV, print) is increasingly consumed online and on demand
• This makes linear models from traditional players less relevant and therefore decreases their reach
• At the same time, people visit stores less often as more and more retail sales shift to e-commerce

Concentrated control

• Most of content and products ordered by consumers (via order on the platform) or indirectly (via advertising on the platform) sold by one of the GAFA players
• Due to their reach and market power the prices for using/advertising on the platform increases

Average cost per newly acquired customer grows

Traditional media graduallydecreases in relevance and reach

Access to consumers in onlinemedia becomes increasingly expensive

Great Customer Experience becomes Key Driver for Growth

Catalyzing to convert great Customer Experience into Growth

Trusted Partner to operate Direct Marketing in the digital Age

Customer demands Many customers struggle to master the trend of digitization due to lack of knowledge They are hesitant to invest in people and technology to ramp-up capabilities in fear of complexity and potential damage They prefer to have a trusted partner to support them in navigating the CRM digitizationStröer's supplyBuild and operatethe best direct marketing platform for each of our customers combining technology and human excellenceDeep knowledge and understanding of excellent customer experience Human capitalHiring, training and retaining agents at high standardsTechnologyProvide best solution through integration of existing solutions, proprietary developments, acquisitionsData and analyticsCollecting, aggregating and analyzing data for best decision making

Direct MediaD2D, Phone, Chat, Mail, CPO

Examples on how Digitization changes Direct Marketing

D i i l h i t g a c o a c n g	T i i d i i i f l k i l l d f i l l b d i i l l h d d t t t r a n n g a n o p m a o n o p e r s o n a s s a n p e r o r m a n c e e g a c o a c e a n z w y i i d t o p m e z
A i t t u o m a o n	S l i f i l h, d i l i l i f f d i l l l l t t t t e e c o n o a p p r o p r a e s a e s a p p r o a c a n g s e e c o n o o c s e c o n s m e r e c. a u u w , b d b b i d d i A I i i f S D M P. ö t t e m a n a g e g a a r e n s n g s n e r g e s o r e r y v u y
W b l e a r a e s	f f f f W b l l d b d b i i i i i d l t t t t e a r a e s c o e s e s a o o p m e o n p e r o r m a n c e e g m n g m n n e s s, u u y z w u , h i t t e a s o n e c. x u
M h i t a c n g	B k A I i l l l l d i i l i f d l i d f i l l i i i t t t t t t t e s p o e w a o w o g e n e r a e g a w n s o a r g e e p o p u a o n a n n m s s n g i f i A l i d f l f i l i l l i i f i l b i d t t t t t t n o r m a o n. s a r e s u a r g e n g a n u m e n w s g n c a n y e n c r e a s e

Recap: How we have developed our digital Content

Summary: Ströer's strategic Approach in Direct Media Segment

Finance @ Ströer

Finance

Steering the Ströer Group – Key Performance Indicators

In 2017, all Key Performance Indicators of Ströer Group performed well

Guidance Achievement Year by Year

	2	0 3 1	2	0 1 4	2	0 1 5	2	0 6 1	2	0 1 7
€ m	Gu i d a nc e	Ac l tu a	Gu i d a nc e	Ac l tu a	Gu i d a nc e	Ac l tu a	Gu i d a nc e	Ac l tu a	Gu i d a nc e	Ac l tu a
O ic rg a n h t g ro w	Lo w ing le d ig i t s	3. 5 %	1 0 % >	1 1. 4 %	H ig h ing le d ig i t s	9. 8 %	M i d to h ig h ing le s d ig i t	7. 2 %	M i d to h ig h ing le s d ig i t	8. 7 %
O io l t p e ra na E B I T D A	Mo de te ra inc re as e	8 1 1 ( 1 0 % ) +	1 4 5 ~	8 1 4	2 0 0 >	2 0 8	2 8 0 >	2 8 3	3 2 0- 3 3 0	3 3 1
Ne In t c o m e A d j.	Mo de te ra inc re as e	3 6 ( ) 5 1 % +	5 0 >	6 5	1 0 0 ~	0 1 7	1 5 0 >	1 5 4	1 7 5 >	8 1 4
Fr e e C h F lo * a s w	Mo de te ra inc re as e	3 9	S l ig h t inc re as e	8 0 (+ 10 3% )	1 0 0 ~	1 1 6	1 3 5 ~	1 3 9	1 4 5 ~	1 4 6
Re tu rn o n C i l t a p a Em lo d p e y O C ( R E )	Mo de te ra inc re as e	1 0. 3 %	1 0 % >	1 3. 8 %	Co i de b le ns ra inc rea se	1 5. 4 % ( 6 % p. 1. + ) p.	b le ta s	1 6. 9 %	b le ta s	1 7. 6 %

*Free Cash Flow before M&A

Ströer Group's Key Performance Indicators – Guidance 2018

Adjusted Earnings per Share Development since 2013

Note: Financials for 2013-2017 actuals, 2018 Guidance (before IFRS changes)*After minorities119

Strong Organic Revenue Growth Development since 2013

Note: Change of organic growth calculation method in 2015, hereafter contribution of acquired companies will be split into organic and non-organic part from day one

Finance

Resource Allocation since 2013

*Dividend: incl. dividend for 2017 of approx. 70 m€, but cash-out in 2018; Capex: 2013-2017; M&A: 2013-2018 Q1**Calculation based on prior year-end share price122

Investments attract a high Return on Capital Employed

• ROCE is a central KPI for the Management Board and stands at 17.6% end of 2017
• Investments lead to an additional Capital Employed of 580 m€ since 2013
• With additional adj. EBIT of 154 m€, ROCE could be increased by 7.3 ppts from 10.3% to 17.6% since 2013

123

*as reported

All M&A Activities follow three clear Principles

• 1. Every target or new asset has a robust standalone case
• 1. Every acquired asset needs to perform better with Ströer than in a standalone case based on our group synergies
• 1. Every asset also delivers synergies or scale effects back to our group

Our Strategy is supported by successful M&A Activities

Total Acquisition Spend ~ 900 m€ since 2013

Top 4 M&A-Initiatives:

• 1. T-Online (2015)
• 1. Direct Marketing (2017/2018)
• 1. Statista (2016)
• 1. Online Sales Houses (2013)

Comment

• M&A spend of approx. 900 m€, around 70% linked to our Top 4 M&A-Initiatives
• Acquisitions enable Ströer to offer integrated solutions along the entire marketing and sales value chain
• On average, 7 times EBITDA forms the basis for the Purchase Prices

Value Accretive Acquisitions since 2013

Based on 375 m€ Op. EBITDA 2018e Ströer'sEnterprise Value stands at 3.7 bn€ Op. EBITDA contribution of acquired businesses represents 42% (approx. 157 m€) of Group Op. EBITDA 2018e M&A-Investments into profitable (Op. EBITDA margin >20% on average) and fast growing businesses (org. growth >10% on average) The acquired businesses should at least attract a valuation EBITDA-multiple of the overall portfolio and contribute min. 1.5 bn€ to the Group EV Not yet all synergies captured (esp. in Direct Media)

Our M&A Strategy Pays Off: Significant KPI Improvements

Note: Figures for 2013-2017 actuals, 2018 Guidance (before IFRS changes)

Finance

New Segment Structure as of 1st January 2018

• Existing segmentation does not sufficiently reflect management steering
• Segment OoH International will be merged into OoH Germany segment due to lack of relevance and size
• Digital segment demerges Direct Media and selected transactional businesses activities due to business heterogeneity and size

*Demerged transactional business activities: Asam, Conexus, Foodist, Nachsendeauftrag and Ströer Products

Change in Segmentation – Merging OoH Business in one Segment

Change in Segmentation – Splitting Digital Segment into two Parts

Estimated Product Split in new Segment Structure for 2018

• More detailed steering of our business activities via 9 instead of 7 product groups in future
• More transparency on our revenue streams
• Segmentation follows management approach

Finance

Ströer to apply IFRS 16 from 2018 onwards

IFRS 16 framework

• Replaces the previous standard IAS 17 – Leases
• Can come effective earliest 1st January 2018

Application at Ströer

• Advertising contracts with private and public lessors need to be classified as "leases" in the future
• Capitalisation of the "right of use" by recognizing present valueof the future lease payments as tangible or intangible assets*
• Recognition of the obligation to make future lease paymentsas liabilities

Comment

• Ströer applying IFRS 16 as early adopter(standard practice for German Media)
• Effects higher than originally anticipated(since also public contracts are affected as well as new contracts)
• Ströer using IFRS 16 application to eliminate previous IFRS 11 adjustments as well

*Classification based on how the underlying assets would be recognized if they were owned

IFRS 16: Expected Implications for Ströer Group

m€ FY 2017 Expected ImpactRevenues 1,345.1 No changesOperational EBITDA 331.2 Increase by approx. +165 m€ (elimination of operating lease expenses)D&A (base) -103.0 Increase by approx. -150 to -155 m€ EBIT (adjusted) 226.2Increase by approx. +10 to +15 m€(as operating lease expenses are replaced by depreciation and interest)Financial result -9.0 Increase by approx. -25 to -30 m€Net Income (adjusted) 183.6Decrease by approx. -15 m€(timing effect due to higher interest during first years, neutral over time)Free Cash Flow (before M&A) 146.2Increase by approx. +140 m€(reclassification of lease liability repayments in Financing Cash Flow)Liabilities 457.1Increase by approx. +1.1 bn€(capitalized future operating leasepayments)

Expected major impacts on Ströer KPIs

Comment

• Scope at Ströer Group: >16,000 leasing contracts
• Main P&L effects: increase in EBITDA and EBIT, long-term neutral to Net Income
• Strongest effects in OoH segment
• Additional 1.1 bn€ liabilities have no impact on our leverage ratio definition of our lenders` banks

IFRS 16: Expected Implications for Ströer Group

Aligned KPI: Leverage Ratio based on Banking Definition

*Op. EBITDA 2017 restated (after application of IFRS 11 and IFRS 16) amounts to approx. 491 m€

Minor Variation between reported and Bank Leverage Ratio

Leverage Ratio – Bridge

Comment

• Bank leverage ratio slightly below reported leverage ratio (before IFRS changes) due to:
• Net debt mainly reduced for earn out liabilities
• Operational EBITDA of the last 12 month of acquired companies prior to acquisition considered
• Bank leverage ratio is not affected by IFRS reporting changes

FA = facility agreement

Ströer to apply IFRS 11 from 2018 onwards

IFRS 11 framework

• Become effective as of 1st January 2014 in the EU
• Different accounting treatment for joint arrangements(joint operations vs. joint ventures)

Application at Ströer

• Ströer's internal reporting structure is based on the concept of proportionate consolidation of joint ventures
• For central management KPIs the implementation of IFRS 11 was suspended
• Ströer's consolidated financial statements have been prepared according to IFRS 11

Outlook 2018

• Ströer using IFRS 16 application to eliminate previous IFRS 11 adjustments as well
• Internal and external reporting structure aligned
• Only OoH Media is effected by elimination of IFRS 11-adjustment
• Minor FY impact on Revenues(approx. -14 m€) and Op. EBITDA (approx. -5 m€)

Finance

Ströer Group's Key Performance Indicators – Guidance 2018

Segment Expectation for 2018*

G r o u p G i d u a n c e	R d R t e p o r e e v e n u e s O i G h t r g a n c r o w O i l E B I T D A t p e r a o n a	6 b € 1 n ~ i d h i h i l d i i t t m o g s n g e g p e r 3 € 7 5 m ~	t c e n a g e
	O f- H M d i t- u o o m e e a	C M d i t t o n e n e a	D i M d i t r e c e a
	R e v e n u e s 0 0 0 € 7 7 5 t o m ~	R e e n e s v u 5 0 0 5 5 0 € t o m ~	R e e n e s v u 3 5 0 4 0 0 € t o m ~
S t e g m e n E i t t x p e c a o n	O E B I T D A M i p. a r g n - 2 4- 2 7 t p e r c e n	O E B I T D A M i p. a r g n - 3 1- 3 4 t p e r c e n	O E B I T D A M i p. a r g n - 2- 1 1 5 t p e r c e n ( 1 7 ) t t t t t p e r c e n a r g e s a e A d j. E B I T- M i a r g n 1 0- 1 3 t p e r c e n ( ) 1 5 t t t t t p e r c e n a r g e s a e

Statista

Key Facts about Statista

Statista's business funnel

Drivers for traffic1

Statista among the top 10 most linked Websites in Germany

Germany, Websites with the most referencing IPs, February, 2018

R k a n	D i o m a n	R f. I P e s
1	l i d t- o n n e. e	2 1 7, 8 0 3
2	l d g g o o e. e	2 0 0, 6 0 8
3	d a m a z o n. e	1 2 4, 3 6 0
4	b l d t. g o s p o e	1 2 3, 8 5 6
5	i l. d g s p e e e	1 0 1, 8 6 0
6	l d t. w e e	6 4, 8 0 1
7	i t t t s a s a. c o m	5 9, 9 4 4
8	F A Z. t n e	5 0, 7 7 5
9	d c c c. e	4 8, 8 6 7
0 1	i s e m e n s. c o m	4 2, 5 7 6

Google measures relevance of domains by number of links

= more traffic

2Traffic

Statista has increased Traffic and distanced Competitorsfurther

Global Statista webtraffic (m visits)*

• International expansion driving traffic growth
• Statista with more traffic than nielsen.com, emarketer.com and euromonitor.com – combined

Traffic comes from Countries across the World – several Asian Countries among the top Traffic Drivers

Unique visitors by country of origin*

• 1 US by far the largest source of traffic
• 2 Very international traffic composition
• 3 Top 2 countries only account for 50% of traffic -> diverse base

2Traffic

… which leads to Sales fromaround the World

Top 25 countries, Account Sales March 2018

Ra k n	try co un	Sa les
1	Ge rm an y	1, 0 6 6, 3 7 3 €
2	Un i d S te ta tes	9 1 0, 0 5 7 €
3	Un i d K ing do te m	2 8, 3 2 4 € 7
4	Fra nce	9 0, 2 3 7 €
5	Ca da na	7 6, 0 9 6 €
6	C h ina	5 2, 6 1 6 €
7	In d ia	4 3, 3 7 9 €
8	Sp in a	3 3, 3 1 9 €
9	I ly ta	3 3, 6 1 7 €
0 1	Au ia tr s	2 7, 5 6 3 €
1 1	Jap an	2 6, 3 1 8 €
1 2	Sw i lan d tze r	2 5, 2 9 3 €
1 3	F in lan d	2 0, 6 8 7 €
1 4	Tu key r	1 9, 3 4 1 €
1 5	Be lg ium	1 5, 9 0 5 €
1 6	No rwa y	1 5, 5 8 5 €
1 7	Bra i l z	1 4, 1 0 3 €
1 8	So h Ko t u rea	1 3, 5 7 €
1 9	Sw de e n	4 1 1, 8 7 6 €
2 0	De k nm ar	1 1, 3 € 7 7
2 1	S ing ap ore	1 0, 9 9 1 €
2 2	Au l ia tra s	1 0, 9 6 9 €
2 3	Isr l ae	1 0, 6 0 5 €
2 4	Arg ina t en	9, 9 2 3 €
2 5	C h i le	9, 6 7 6 €

Revenue distribution

• 1/3 Germany
• 1/3 USA
• 1/3 Rest of the world

Registered Users have been growing with 50% CAGR

Registered users3

Number of registered users (in m) 1

1) Users, which have visited the website during the last 6 months

4Accounts

Growing Number of paying Accounts combined with a Shiftto more profitable Corporate and Enterprise Accounts

Number of active paying accounts

^{U N I Q U E} , ^{P R O P R I E T A R Y C O N T E N T P R E R E Q U I S I T E A N D D R I V E R F O R U P S E L L I N G}

*Total bookings (i.e. invoiced accounts) for products mentioned; **Absolute growth refers to the growth of the total € amount 151

Statista froma one to a Multi-Product Company

Cross-Selling⁵

E-commerce DB is a global Database for Online Stores

• E-commerce is top key word for Statista
• No similar database exists worldwide
• Launch in 2017
• Subscription model

zalando.de	GENERAL INFORMATION	$\mathbb{R}^{(3)}$ REVENUE	aN. TRAFFIC	$=$ PAYMENT	W DISTRIBUTION	$\overline{\Omega}$ CONTACT
Revenue analytics
zalando.de: eCommerce net sales growth					El Download Excel Sheet
US\$1,241.2m	1,011.0 $\frac{1.157.0}{1.145.0}$ 1,145.0 $\frac{1.415.8}{1.241.2}$ $\frac{1.551.2}{1.241.2}$ 2013 2014 2015 2016	2017	2018		8.4%
GLOBAL NET SALES IN 2016 ±47 Rank	GLOBAL NET SALES GROWTH In million US\$			GROWTH 2016 / 2015 In percent		#3525 Rank

0%	95%	0%	0%	5%
ELECTRONICS & MEDIA \$0 Books, Movies, Music US\$0m Consumer Electronics US\$0m	FASHION US\$583m Apparel Bags & Accessories US\$174m US\$422m Footwear	FOOD & PERSONAL CARE S 0 Food & Beverages US\$0m Personal Care US\$0m	FURNITURE & APPLIANCES \$0 Furniture & Homeware US\$0m US\$0m Household Appliances	TOYS, HOBBY & DIY US\$0m DIY, Garden & Pets Hobby & Stationery US\$0m Sports & Outdoor US\$0m US\$62m Toys & Baby
Note: Due to roundings, the sum may be higher/lower than 100%. Source: Statista analysis

Cross-Selling5

Global Consumer Survey: A global Market Research Tool

Covers offline and online sectors with a DIY tool

5 0 ⁺ T O P I C S , ¹ 3 ⁴ , 0 0 0 ⁺ C O N S U M E R S , ⁷ 0 0 ⁺ B R A N D S , 2 ⁷ C O U^{N T R I E S}

The Tool's Country and Topic Coverage will be continually extended

Global Consumer Survey: Coverage and Expansion

• Great customer feedback for the new product
• More than 200 accounts testing the optional add-on to the account
• More than 100,000 € additional revenue generated after 1 month
• Focus countries will be expanded to increase depth of survey
• Additional topic areas toys & gaming and luxuries to be added

Cross-Selling5

Statista aims for 45 m€ in 2018 Bookings, staying on the 50% CAGR Trajectory since Acquisition in 2015

Non-GAAP bookings(m€)

*Non-GAAP Bookings are the actual accounts invoiced. Due to the long contract duration, revenue is recognized over several months.

Deep DiveMonetization National

Monetization National

Stable #3 in Media Sales House Rankingallows Ströer relevant Access to all Wallets

Four Mega-Trends are challenging the Advertising Environment

Monetization National

Strategy: One Sales House

Monetization National

What does our Client truly want?Engaging with our Clients on C-Level

Whitepaper CMO

Blockchain:What will it hold for Marketers?

Consumers:How to predict the "unpredictable" consumer?

CMOs:To be or not to be (the 1/10 successful CMOs)

Businesses need prepared CMOs

"LET'S FOCUS ALL OUR MARKETING ACTIVITIES ON THE CUSTOMER JOURNEY""HOW DO I REACH TODAY'S COSUMER?"

Whitepaper Customer Journey

Businesses need to interact with their customers on every channel

Becoming more solution-oriented

CONSUMER

Starting point: CUSTOMER JOURNEY – to the purchase with subsequent tracking of our touchpoints alongside the journey

EFFECT

We deliver PROOFof our solutions' positive impact on solving our client's problems

MARKETCONSUMERSCHALLENGESCLIENT GOALS

Direct Client Sales

Approximately 80% of our Clients can be targeted via Client Sales

Client Sales is organized along distinct industrial Sectors

Respecting the Difference of Customer Journeys among these Industries

C l t u s e r	B i u y n g p r o c e s s	B i d u s n e s s n e e s
C t t o n r a c	Cu de i de d du to t s me r c s o nc e a n us es p ro c l m hs /y t se ve ra on ea rs H ig h im inv fo do iso t tm t e es en r v en r c om p ar n	Te lco F ina nc e	Br d bu i l d ing an
H i h F g r e q u e n c y	Cu bu du fre ly to t t s me r s p ro c q ue n or y l ( k ) "se " as on a e.g . e ve ry we e Lo im inv h i le ha ing t tm t w w e es en p urc s a du t p ro c	F M C G	Br d bu i l d ing ( l p an a g en er a re se nc e icu lar ly ire d lev ) t to ta t p ar re q u s y re an
E t v e n	Cu d ica l ly bu du to t s me r s p or a y s p ro c ( 1- 5 im ) t e.g es a y ea r S ho bu ing ( 1- 2 w ks ), bu im t t t r y p roc es s ee e inv in do iso tm t es en ve n r c om p ar n	To ism ur C E	Pr lev f fe t r t o es en e an r in de is ion k ing c -m a p ro ce ss
H i h I L / t g n v e s u x u r y	Cu ly bu du ( 1 p ) to t s me r r ar e y s p ro c er y ea r < Lo bu ing ho ice f h ig h ly te ng y p roc es s, c o n in f lue d by br d nc e an	Ca rs	Br d bu i l d ing an st ( be ing he 1 ho ice is ) t c ne ce ss ar y
R i l D i R / t t e a r e c e s p o n s e	Co la fo i l tu t ta s me r u se s s am e p rm o r r e fre ly t q ue n Co bu l p du tu ts s me r y s s ev er a ro c	E- co m me rc e	Co f o f fe ica ion ing t m m un o r s to te c re a a re sp on se

Monetization National

Multi-channel Solutions

PRODUCTMARKETING

Development of standardized, convergent, cross-media solutions that accompany the consumer across our media

MEDIA SOLUTIONS

Creation of individual concept solutions based on the customer journey across all Ströer touchpoints

New convergent Products Lead to the Conjunction of In- and Outernet

Mega Vertical Video

Convergence:Identical vertical videos on mobile and Public Video

Pros:

• Quick extension of reach
• Mobile, young target group

Mega Poster Ad

Convergence:Identical advertisement on all screens: Mobile, desktop, Public Video

Pros:

• Quick extension of reach
• Perfect branding effect

Convergence:

Easy extension of movingimage campaigns in fitting surroundings

Pros:

• Quick extension of reach
• Strong content brands

Max-Screen Billboard & Skyscraper

Convergence:

Online classic billboard and skyscraper extension of Public Video screens

Pros:

Multiplier contacts

• Up to 47 mio. unique user
• Straightforward handling

Success-Case: Hermes Easter Campaign

GOALS & IDEAS

• Expansion of Top-of-Mind-Awareness
• New brand-positioning: "If it matters to you, it matters to us" communicated in combination to Easter (sending a parcel to loved ones for Easter)
• Orchestration of Easter time as central occasion to mail gifts
• Address a broad target group

HOW

• Infoscreen: Waiting situation, occupation of highly frequented places at busy times
• Mega interstitial: Public Video & mobile convergence product
• Display mechanics: First advertising contact with large format awareness-ad and subsequent contacts (2-4) with medium rectangle to create a sensible balance between efficiency and effectiveness

Integration of 3rd Party and owned Cross Media Tech-Stack

O W N E D T E C H N O L O G Y	T h l i k i t e c n o o g y n m a r e n g h l d d d h i t s o r e n s v a u e- a e c a n I d i i h d t t t t n e r m e a e s w o u o w n e h l b l b l t e c n o o g e c o m e r e p a c e a e y U b d i f f t t s e r- a s e a r g e n g p r o o o f f i i l l f d i e c e n c c a o r c r o s s m e a y l i f l i d O O H t s o o n s o r o n n e a n u	Op P lan ing De l ive im iza io Re ing t t t n ry n p or
d 3 P A R T Y r C O O G T E H N L Y	U f i i "b i t t- s a g e o e s n g e s n x d l h l " 3 t t r c a s s p a r e c n o o g y y d l m o e s u O i i d i i i t t t p m z e n e g r a o n n o u r l d t o w n s y s e m a n s c a p e ( C R M E R P t e g -s s e m y , B I- l ) t t s s e m o o y ,

Leveraging own Tech-Stack helps to developnew Products and enables fast Growth

S f l i i t t u c c e s s u n e g r a o n s	Y i l d e m	i i i t a x m z a o n
	Y i l d e r e v e n u e	2 5 % : +
S f l k d i i t t t c c e s s a e o e r a n n e g r a o n u u v f S d i A l l i i M h 2 0 1 7 o e e n g a n c e n a r c	D F P S i h t w c :	2. 5 m +
Ö F l l i d i S T R E R S S P t t n e r a e n u	P i t r o g r a m m a c	C P M e
g y b l l i f 2 0 % t t e n a e s p p o r e e n e u u v u
	De k top s	0, 9 9 1, 3 2
	Mo b i le	0, 6 8 0, 8
	H d B i d d i e a e r n	@ g
S f l k d i i t t t u c c e s s u a e o v e r a n n e g r a o n i b l i h f f i n o u r p u s e r o e r n g A i i i f d d i i l b l i h t t c q u s o n o a o n a p u s e r s ( i d d d d t t a r v a. e, p o n s. e, w e e r. e, i l d ) t. m m o e e w

Y i l d e r e e n e v u :	2 5 % Y Y o +
D F P S i h t c w :	2. 5 € m +

Programmatic eCPM

	2 0 1 6	2 0 1 7	Yo Y
De k top s	0, 9 9	1, 3 2	3 3 %
Mo b i le	0, 6 8	0, 8	1 8 %

Successful products

Source: *Statista April 2017, **Facebook September 2017; ***UIM December 2017

IO and programmatic Demand are treated equally, in Sales as well as in the technical Setup – The Objective is eCPMMaximization

Ultimately, this Leads to a higher traceable Efficiency

Sites with Ströer setup obtain a eCPMincrease of +42% YOY performance comparison of OMS sites with and without Ströer setup (July)1001420501001502015 2016+42%

Ströer Setup Case OMS

• Comparison Google ADX performance on the
• OMS inventory opposed to peer group news*

Human Resources as Success-Driver

EXISTING STAFF

Consistent and continuing DEVELOPMENT of our existing staff based on both performance and potential

FUTURE STAFF

Recruiting of suitable TALENTS in order to meet our growth targets and fill potential gaps

Deep DiveMonetization Regional and Local

Monetization Regional and Local

German Business Landscape: SME Count for the Majority of Clients

Facts and Figures

• 95% of Companies in Germany are SME, with <5 k€ each in marketing expenses p.y.

• Significant revenue potential

Market volume, net sales:

German businesses

Source: Statista, *Nielsen Media, statistics, company details, own extrapolations

Sales Development and Customer Sales by Clusters

Strategic Focus on E-Customer Segment

Ströer StrategyLeveraging the SME Market through a new Approach

Creating a new platform for solutions

• Marketplace instead of an own portfolio catalogue with a Do-it-for-you priority instead of self service Do-it-yourself
• Intelligent automation using bespoke AI capabilities to select optimum solution for each client within the whole portfolio
• Transition to flexible existing yield, optimization of processes

Consistent customer focus: Growth, Growth, Growth

• Growth as a necessary requirement for the success of a platform
• Growth only possible if clients are fully committed due to a full scope of solutions

Clear USP and market entry barriers for competitors

• Our USP is the core competence in the area of Proximity
• Hence Ströer owns the underlying infrastructure: Legal rights, regional sales force, locations, know-how, data

The Target: Building a unique Positioning in German SME Category

low Automation high Media supplyCustomer perspective IISelf service for automated, regional comm. solutionsnarrowbroad20172020Print

Our Backbone: Broad Coverage

Local Market Know-How

On-site presenceLocal Do-it-for-you solutions

Local execution qualityLocal presence enables short routes to the customer

Monetization Regional and Local

Midterm Projections for local and regional Sales Headcounts

For 2018: Optimizing regional consultants & call center + strong growth of local & digital sales force

S l F T E / t a e s e a m s	2 0 6 1	2 0 1 7	2 0 8 1 e	2 0 9 1 e	2 0 2 0 e
R i l l t t e g o n a c o n s u a n s	8 9	1 1 8	1 1 0	1 2 0	1 3 0
L l l o c a s a e s	2 4 3	2 8 4	5 2 0	6 8 5	8 5 0
"D i i l l l " t t t g a o n y c o n s u a n s	6 2	5 8	1 2 0	1 4 0	1 6 0
S S M E l ö t r e r o n y l l t t c a c e n e r a g e n s	4 0	3 5	5 0	5 5	6 0
O T T A L	4 3 4	6 0 5	8 0 0	1, 0 0 0	1, 2 0 0

Monetization Regional and Local

Customized Solutions for every Requirement

Regional and local top Clients – Overall enhanced Opportunities

			Ou f- Ho M d ia t- o m e e		O l n	in M d ia e e
		Lo -t ng e rm	D ig i l t a	C ig a m p a ns	Br d a n	Pe fo r rm a nc e
	Ne Co log t ne
s t n e	Sc ha ins lan d u
li c A	P ha ia lan d ta n s
	M ö be l H ö f fn er
	De i te rs
s t n e	A B D A
li c B	Va fa l l t te n
	C irc Kr us on e
	Me Be l in ss e r
s t n e li c + C	S S N
	Ea F i tn sy es s
	M ö be l B i l ler

Portfolio of UAM is the ideal Complement to our integrated OffersWith a strong Focus on Marketing to local and regional Customers

Adjusted Product Portfolio to our Strategy Customer Centricity

			S t r	ö e r	'M a r	k t e p	l a c e	'

• Pre-defined city networks
• Smaller city networks of our premium portfolio allow access to regional customers
• More performance and flexibility on attractive terms
• Modification according to budget and campaign objective

Full Service 'Do-it-for-you' Platform

Ströer Media Creation

Local Production and Marketing Services

New founded in-house creative agency for local und regional customers.

Digital, analog and cross-media portfolio:

• Outdoor and online advertising
• Consulting, development, creation
• Design and communication solutions
• Broad service portfolio
• Extensive experience with media portfolio

Monetization Regional and Local

Möbel Hardeck: Outperforming Competitors with Out-of-Home

Furniture Store reorganized its Marketing Strategy

OoH intensifies the campaigns reach and visibility. Via online, potential clients are addressed within their living rooms.

Sources: Nielsen Media Research, gross advertising, *OoH: billboards incl. transport media

194

Odlo Days: Integrated Campaign with OoHand Permodo

Extensive campaign for PR event in Munich

The customer audience "outdoor athletes" was precisely determined by Permodo and got a gallery ad with calendar feature on their mobile device, includinga coupon as well as an appointment for the next Odlostore.

The Odlo day at "Sporthaus Schuster" was also accompanied by a comprehensive Out-of-Home campaign on billboards, Mega-Light and Infoscreen.The accompanying PR event, which included a flash mob, ice cubes, a green graffiti campaign and light projections in the center of Munich was a great success.

Continuous & on-going regional and local Sales Growth

ADAC regional clubs

RegioHelden take over Google AdWords, display and SEO measures for ADAC

First ongoing RegioHelden campaign for ADAC Nordrheinstarted in February 2016. Moreover, RegioHelden supports currently 72 ADAC Regional Clubs locations. Additional revenue is generated through unique display measures andone-off campaigns.

Visit Berlin "Trip Trip Hurra" Nürnberger Insurance

Based on the slogan "Trip Trip Hurra" Visit Berlin dominated T-Online

Visit Berlin, Berlin's official marketing organization, draws the price of a luxury weekend for two in Berlin. Visit Berlin was represented on T-Online Home, the OMS and the Bauer Woman Rotation for 2 days to support the campaign. In addition, they ran a retargeting campaign with Twiago.

Brand strengthening with personnel campaign

After the new brand identity, NÜRNBERGER insurance presents own employees in a national campaign. That is, because individual stories are best to comprehend, if madethe most personal. Additionally they ran a parallel Online presence via various channels incl. targeting solutions.

Summary Monetization Regional and Local

1

Sustainable support of client access on all levelswith broad range of relevant products for individual requests

Investment in inimitable and largest media sales force in Germanyconnecting the whole range of our offers to more than 40,000 clients

"Do it for you" instead of "Do it yourself"

Significant synergies within the Ströer Group in all areas (tech, HRM, products, data, accesses, ideation etc.)

Outlook on currentInnovation Initiatives

Gartner Hype Cycle for emerging TechnologiesTop Trends

Source: Gartner199

Blockchain

Why

Ströer believes that the blockchain offers different game-changing benefits for different areas of our business model. Especially in case of building up transparency and trust, as well as reducing complexity in existing business processes.

What

Big potential has been identified in the field of private blockchain. Especially when it comes to the work with other marketers or agencies, it is a great opportunity to have a mutual interest that is transparent and forgeryproof.

How

Starting cooperation.

Blockchain Initiatives

Together with T-Systems, Ströer is currently figuring out which benefits a private blockchain can offer.

• A promising opportunity can be found in the field of the door-to-door business (build up transparency in relation to provision-fees between clients and sales representatives).
• Another possibility has been identified in a private blockchain for several marketers. This should raise the efficiency and transparency of the whole system.

In June a hackathon in cooperation with Ströer and Deon Digital takes place.

• The idea is to generate short-term benefits by implementing smart contract solutions in existing fields of the Ströer universe.
• By end of the hackathon several use cases should be ready to start at an MVP basis.

Augmented and Virtual Reality

Why

AR/VR improves customer's engagement. Content and Touchpoints are needed as a basis – both is given in the Ströer Portfolio.

What

Transform existing Content into AR-ability, hardware agnostic.

How

Partnering with big and smaller partners to create enterprise ready solutions.

Augmented and Virtual Reality Initiatives

AR customized campaigns

Interactive AR filter realization on Public Video screens at highly frequented station locations during big public events like the soccer world championship

VR Direct Sales Kit

A ready to use VR sales kit for Ströer direct sales to demonstrate products that are in need of explanation like smart home applications

AR Cooperation

To have a strong partner with AR knowledge and technology Ströer is screening the market

Ströer Innolab

VR glasses as a part of Ströer Innolab for example can be used to let the customer virtually experience the dimensions of e.g. big station campaigns by number of links

Artificial Intelligence

Why

It is obvious that a future built on artificial intelligence (AI) is rapidly approaching and that AI will have a huge impact on any business. For Ströer it is important to monitor this development and to identify those parts which are ready to use.

What

Inside the AI range, we have identified the followingfields of application as relevant:

• AI based conversations
• AI based analytics
• AI powered content

How

Following a design thinking approach, we identified use cases for each field. In cooperation with technological partners from our established network, we aim to build MVPs in 2018.

Artificial Intelligence Initiatives

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Lo ic g	S i f i i l i i b d t e r v c e s o r m u n c p a e s a s e S ö i f t t t o n r e r n r a s r u c u r e ( & d ) t s e n s o r s a a B i d d d b t g a a p r o u c e y s e n s o r s d i b l i i l i i t t m a e a c c e s s e o m u n c p a e s h h A I h l t t r o u g e c n o o g y M i i h h d d i i l t t t t o n e z a o n r o u g a o n a b i l l b d l i i l t o a r p a c e m e n p r v e g e	U i d i f f i l b l t s n g e r e n a v a a e r e s o u r c e s i t t r e p r e s e n n g u s e r e n g a g e m e n ( i l i l d i ) t e. g. o p c a s e n s o r s, s o c a m e a d i f h i l i t t a s a a n p u o r m a c n e e a r n n g U i h i l i f s n g m a c n e e a r n n g o r i i i l i d t t t t o p m z n g c o n e n p a y o u n o r e r i i t t o m a x m z e u s e r e n g a g e m e n M i i h h h i h t t t o n e z a o n r o u g g e r d i i t a v e r s n g r e v e n u e s	T h- d b d h t t t t e s s p e e c a n e x a s e c a b f l i d i l t t o s o r c e n a o g f U A I b d i i t s e a s e n o r m a o n i f l l i t t t t a s s s a n s o r c a c e n e r a g e n s n d i i f f i i t o r e r o m a x m z e e c e n c y U d d i h t t n e r s a n n g c u r r e n p s y c o h i l i l b d b i t t p y s o o g c a s a e s a s e o n o f d b k d i t e e a c a n c r e a n g a n e w h d k t u m a n- c e n e r e w o r i t e n v r o n m e n
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Artificial Intelligence for Business

Combining all accessible Customer Data with AIto generate Quality Leads for regional Sales Teams

Ad Server based real time Playoutfor D-OoHrequires real time Check of Video Content

Responsive Places

Why?

Ströer wants to strengthen its position as innovative city partner and believes that its urban knowledge and inventory can play a key role in the context of smart city transformations.

What?

Ströer has developed a dynamic dashboard that reflects the mood and trending topics in German cities.

How?

A real-time happiness layer and social monitoring provide the necessary insights and ensure the analysis of effects resulting from urban interventions.

Responsive Places Initiatives I

Happiness Index

The dynamic Happiness Index developed by Ströer reflects the happiness in German cities. Shared tweets of the citizens and those regarding the city are analyzed in real-time to built a sentiment score which serves as the variable for happiness.

Social Monitor

Ströer collaborates with Brandwatch to identify the most discussed topics in German cities.The analysis is based on city mentions in the social web and can be divided into arbitrary clusters. The clusters Ströer has built for current analysis are 'digitization', 'free time/culture/lifestyle', 'infrastructure& mobility', 'security', 'cityscape' and 'administration'.

Responsive Places Initiatives II Morgenstadt – Strategic Cooperation with renowned Fraunhofer Institute

In the Morgenstadt initiative, the Fraunhofer Society is developing solutions for the city of the future together with Ströer and other partners from the industry and municipalities:

• Identify and form new markets and development potential within urban systems
• Identify impending technological development and potential disruptive transformations for tomorrows cities, while designing new product systems and their corresponding business models
• Carry out pilot projects for the demonstration of new ideas
• Discover solutions for urban challenges on the way to a sustainable city

Financial Calendar 2018

Disclaimer

This presentation contains "forward looking statements" regarding Ströer SE & Co. KGaA ("Ströer") or the Ströer Group, including opinions, estimates and projections regarding Ströer's or the Ströer Group's financial position, business strategy, plans and objectives of management and future operations.

Such forward looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of Ströer or the Ströer Group to be materially different from future results, performance or achievements expressed or implied by such forward looking statements.

These forward looking statements speak only as of the date of this presentation release and are based on numerous assumptions which may or may not prove to be correct. No representation or warranty, expressed or implied, is made by Ströer with respect to the fairness, completeness, correctness, reasonableness or accuracy of any information and opinions contained herein.

The information in this presentation is subject to change without notice, it may be incomplete or condensed, and it may not contain all material information concerning Ströer or the Ströer Group. Ströer undertakes no obligation to publicly update or revise any forward looking statements or other information stated herein, whether as a result of newinformation, future events or otherwise.