Specialist in Flexible Equity OUR STRATEGY Investment policy Our - PowerPoint PPT Presentation

Specialist in Flexible Equity

OUR STRATEGY Investment policy Our ambition  We make investments above €10m with an  Supporting midcap companies ready to average investment per deal of €20-25m . move into new phases of growth.  We take majority shareholdings in companies with an enterprise value generally in the range Sectorial approach of €30m to €100m.  Through the investments we have been  Our portfolio companies main characteristics: making for many years, we have forged midsize companies (generating revenue in special expertise in three business • excess of €40m), sectors: proven profitability and ambitious growth • healthcare , • projects , services , • potential to consolidate in a fragmented • specialised retail . • market . 2

AN EXPERIENCED TEAM  6 Partners.  Nearly 150 man/years’ experience in private equity.  Average of 10 years working together. Pierre Rispoli Philippe Taranto Johann Le Duigou Jean-Paul Bernardini Jean-Pierre Magagnin Vincent Houlot Managing Partner Senior Partner Partner Managing Partner Senior Partner & CFO Partner  NiXEN since 2006  NiXEN since 1988  NiXEN since 2002  NiXEN since 2004  NiXEN since 2008  NiXEN since 2005  28 years in PE  30 years in PE  15 years in PE  28 years in PE  26 years in PE  13 years in PE  PE, Audit  PE, Banking  PE, Strategy consulting  PE, Banking, Consulting  PE, Banking  PE, Strategy consulting  PAI Partners, BNP  Audit firms  Bossard Gemini  PAI Partners, BNP  Siparex, Crédit National  Bain & Cie, Alstom Transport Paribas Consulting Paribas, Accenture  Backed-up by a quality team of investment professionals and back-office members. Pauline Stragier Steven Barrois Marketing & Communication Manager Associate  NiXEN since 2017  NiXEN since 2015  PE, Audit  PE, Business law  Ernst & Young 3

NiXEN SPIRIT An independent team Establishing with solid foundations partnerships  NiXEN is wholly-owned by its Partners  Through discussions with the managers: since the spin-off of Natixis Private Equity in we build long-term strategies , • 2010. we clearly define our respective roles, • Working closely with entrepreneurs . we put in place incentive plans . • • Accelerating decision-making process . •  Our fundamental undertakings :  We enjoy the trust of leading French and availability and promptness of the team, • international institutional investors . information-sharing and transparency . •  Responsible and committed investor , we are an active member of the AFIC in the ESG Commission and the Club dedicated to Africa’s prospects. 4

ACCELERATING GROWTH  Defining best practises (governance, operational Since 2010 : and financial monitoring…) • 20 investments  Accelerating organic growth . • 14 divestments 20 structuring build-ups  Supporting operational enhancements .  Being involved in the key steps of internationalisation and digitalisation .  Completing external growth operations. NiXEN has been rewarded for its efficiency in accompanying over-performing midcap companies . Le Magazine des Affaires, 2013 5

ACCELERATING GROWTH HEALTHCARE Achievements Inv. Company Development focuses Digital Exit Build-up Internationalisation transformation Strengthening the managing team, 2010   improvement of the operational performance, 2014 and support of an active build-up policy. Private hospitals Completion of over 100 external growth 2008    operations, consolidation of the market 2015 Medical diagnostics position, reinforcement of the managing team. network Focusing on strategic niche markets, external 2008   growth on new geographical zones and 2014 development of new products. Animal heath 6

ACCELERATING GROWTH SERVICES Achievements Inv. Company Development focuses Digital Exit Build-up Internationalisation transformation Development policy in France and abroad,  2014  (in progress) targeted external growth strategy. Engineering consulting Organic development in France and targeted  2014 (in progress) Operational strategy external growth strategy. consulting 2011 National coverage improvement with an   2017 active build-up strategy. Construction of single-design home 2005 International growth and development of   2014 new activities. Catering services 2008 External growth, structuration of the  2013 Executive Committee. Transportation 7

ACCELERATING GROWTH SPECIALISED RETAIL Achievements Inv. Company Development focuses Digital Exit Build-up Internationalisation transformation Deployment of a store concept tailored to edge-of-   2013 town environments, pursuit of a cross-channel Household linen retailer strategy, international development. Organic and external growth, development of    2010 retail channels better geared to the development of consumer patterns. Games and toys retailer Expansion of the restaurants network,  2008 improvement of the operational performance. Theme restaurant chain 2008 International development, multi-channel sales    Home furnishing / 2013 strategy (e-commerce). decoration Strengthening of the managing team, introducing 2008  commercial follow-up tools and a cross-channel 2014 Textiles retailer and digital strategy. 8

ACCELERATING GROWTH OTHER SECTORS Achievements Inv. Company Development focuses Digital Exit Build-up Internationalisation transformation 2005 Organic and external growth, notably   2014 international. Electronic subcontracting Ambitious commercial strategy and strong 2006  investment policy increasing production 2011 capacities by 40%. Luxury glass bottles 2006 Investment in new production lines,  2008 structuration of the Financial Direction. Aluminium aerosol cans 9

AN INTERNATIONAL PERSPECTIVE A strong international Founding member of The Alliance for Global experience Growth network (Oct. 2015)  Several international build-up  10 funds with shared objectives : operations since 2005. encouraging portfolio companies’ international •  The Senior Partners have completed growth, many build-up acquisitions and deals in access to a wide network of European and • several European countries. North American professionals, sharing best practices. • NiXEN has been rewarded for its support in the international build-up operation of Ludendo / La Grande Récré on the famous British shop Hamleys . Le Magazine des Affaires, 2012 10

DIGITAL CHALLENGES Before investing in the company Monitoring the investment  Evaluate the digital issues regarding the  Supporting the companies in their company and its business sector. digital changeover (sharing views and introducing potential partners).  Identify growth opportunities or performance improvements based on  Recent examples: the latest digital developments. Implementation of a cross- channel strategy. Recruitment of consultants, productivity improvements. 11

RESPONSIBLE INVESTOR We are convinced that environmental, social and Signatory of the PRI . governance (ESG) criteria add value to our portfolio Member of the AFIC ESG Commission Steering Committee . companies. Signatory of the Initiative Carbone 2020 .  Embodiment in 2013 of our ESG commitments in an internal dedicated Charter . NiXEN has been rewarded for the quality of its commitments with the  Execution of a specific ESG audit prior to any new Grand Prix ESG and sustainable development investment. Private Equity Magazine, 2015  Identification of the best ESG practices and how they can create value. We have been supporting since 2008 the action of  Accompaniement of the management teams in the the association which brings support to the implementation of ESG action plans jointly defined . populations the most in need in developing countries. 12

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NiXEN Partners │ www.nixen.com 153, rue du Faubourg Saint-Honoré Tel.: +33 (0)1.75.77.46.00 75008 Paris - France Fax: +33 (0)1.53.75.47.06