ICT Focus Sector Roundtable: UAE Future Agenda for Digital Transformation and Smart Cities

ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities Mr. Matteo Zoppas President Confindustria Veneto Digital economy: a great opportunity The Italian Strategy

Matteo Zoppas – President Confindustria Veneto Italy is working to promote digital transformation and to play a leading role in European actions to :

▪ Build an inclusive society that promotes participation and builds trust

▪ Support enterprises' competitiveness to win technology and social challenges

▪ Build a framework for a sustainable development that leverages the potential of digital technologies

▪ Enhance digital development to drive social inclusion Create the jobs and skills of the future

5 ▪ Provide a digital environment that enhances trust, privacy and security

▪ Boost digital infrastructure to enhance connectivity

▪ Enhance innovation and the adoption of emerging technologies (AI, IoT, etc.)

▪ Accelerate the digital transformation for the manufacturing sector

▪ Promote digital leadership in public sector services

▪ Push for fair global competition and boost Italian and European competitiveness

6 Italian Digital Market Value: 2017 – 2019E

Value in Mln € and %

Digital content

TLC services

ICT services

ICT Software & solutions

Systems & devices

Italian Digital Market Value by Digital Enabler

% 2018/2017 % Growth

Web platforms

Market Value 2018 (mln €)

8 Italian Digital Market Value by Sector

Retail & Services Utilities Insurance Industry

Health Finance

Travel & Transportation

% 2018/2017 % Defense

Growth Local Public TLC & Media Administr. Public Administration

Market Value 2018 (mln €)

9 Italian Cybersecurity Market, 2016 – 2018

Value in Mln € and %

Other services

Consultant

MSS & Cloud Servives

Security Software

Security Hardware

10 Italian Cybersecurity Architecture

11 NATIONAL RESEARCH PROGRAMME 2015 - 2020

NATIONAL SMART SPECIALIZATION STRATEGY 12 The Italian Innovation Network

Digital Innovation Hub

Technological Cluster

Competence Center

13 CULTURAL BLUE AGRIFOOD HERITAGE GROWTH GREEN CHEMISTRY

AEROSPACE ENERGY 12 NATIONAL TECHNOLOGICAL CLUSTERS

DESIGN SMART, CREATIVITY SECURE AND AND INCLUSIVE INTELLIGENT MADE IN ITALY HEALTH COMMUNITIES FACTORY SUSTAINABLE SMART LIVING MOBILITY TECHNOLOGIES 14 NATIONAL TECHNOLOGICAL CLUSTERS The 12 National Technological Clusters (CTN) are structured aggregations of enterprises, universities, public or private research institutions, including financial entities active in the field of innovation, composed of several public-private aggregations, including existing Technological Districts and focusing on specific technological and applicative fields. PURPOSE: Development of National Meta- Districts aimed at boosting sustainable RESEARCH PRODUCTION EDUCATION economic growth both at local and national level to the benefit of the whole national economic system.

Italian Clusters are aligned with Europe 2020 Strategy and with Horizon 2020 challenges

15 National Competence Centres

Politecnico Torino Additive manufacturing, data science and big data Manufacturing 4.0 Focus on automotive, aerospace, energy Politecnico di Milano Enterprice 4.0 - Cyber Physical System Made

Università di Bologna Big data BI-REX Focus on mechatronics, automotive, biomedical, agrifood

Scuola Sant'Anna di Pisa Robotics and virtual environments Artes 4.0

Università di Padova Tecnologie Smac: social media, mobile, analytics and big data, cloud, IoT, automation SMACT Focus on clothing, furniture, agribusiness

CNR Liguria IoT (Internet of Things), augmented reality, big data, block chain, robotics, connectivity 4.0 Start 4.0 Focus on energy, trasports, blue growth, port

Federico II Napoli All industry-enabling technologies 4.0 Industry 4.0 Focus on automotive, aerospace, agriculture, pharmaceutical La Sapienza Cybersecurity Cyber 4.0 16 Digital Innovation Hub

17 ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities Giorgio Metta Vice Scientific Director, iCub Facility Director Italian Institute of Technology Italian Institute of Technology technology with the human touch

our family of robots

WalkMan

R1 COMAN iCub3.0 HyQ2Max iCub2.5

HyQ

Plantoid

+ + = digital tech for health

↓ IIT and Gaslini Children’s Hospital

↓ 40 families analyzed

↓ 19,396 genes, 6Tb in 48 hours

↓ 150,000 variants per sample!

↓ 50-100 variants for manual analysis

↓ 1 candidate mutation found how food waste becomes food packaging

ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities Valeria Sandei CEO Almawave an Almaviva Company

ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities Federico Cornagliotto Partner AizoOn Technology Consulting

ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities Riccardo Monti Executive Director Triboo ICT Roundtable: UAE future agenda for digital transformation and smart cities

A Digital Project between Italy and Emirates

DUBAI, 15 April 2019 Global E-commerce Snapshot 62

Global Offline Retail versus eCommerce 2020 Top Retail eCommerce Players

2017 Company Headquarters Market Shares of Revenue (2017) Global Retail Top 6 E-tailers ($. Billions) $22 trillion 7.9% Global Retail Amazon Seattle, 72% $177.9 $17.5 trillion Washington Global (USA) Global eCommerce eCommerce $3.1 trillion Alibaba Hangzhou, 9% $23 20.62% $1.73 trillion China

JD.com Beijing, China 7% $16.9 Number of eCommerce Shoppers Worldwide (2017)

Type Numbers in 2017 Walmart Bentonville, 5% $11.5 Total Population 4.1 billion (54% of population) Arkansas (USA) - on Internet eBay San Jose, 4% $9.6 - shopping 1.66 billion (40% of Internet users) California online (USA) - mCommerce 59% of eCommerce (growing to 70% by 2020) Rakuten Tokyo, Japan 3% $8.3

Source: Dubai Commercity Report, 2018 State Of Regional E-commerce 63 E-commerce as a % of GDP

3.5% 3.0% 2.8% 2.3% 2.2% 1.9% 1.8% 1.8%

0.4%

United Finland South Singapore Japan United Germany France GCC Kingdom Korea States

44 42 27 53 33 56 41 36 33

GDP per capita - nominal value ($ thousand)

E-commerce contributes just 0.4% to GDP amongst GCC nations, despite large disposable income levels and strong telecom penetration.

Source: Market Report E-commerce Growth Potential For GCC Nations 64 Market size US$19.8 billion CAGR (2015-2020) 2% 21% 2% Bahrain 6% 40% Oman +30% 10% 25% 27% Kuwait Market size 38% 26% US$5.8 billion Qatar 3% 1% United Arab 8% 36% Emirates 11% 42% Saudi Arabia 44% 33% 2015 2020 • Only 34% of major GCC retailers have eCommerce channels, versus 58% in the USA • It is estimated that the GCC eCommerce market to reach approximately US$20 billion by 2020, compared to just US$5.8 billion in 2015 • At a 30% CAGR over 2015-2020, eCommerce is expected to outperform traditional retail growth, which is forecast to grow at a 9% CAGR over the same period

Source: Market Report Digital State of Affairs in Luxury Fashion 65

• Fashion brands provide exception service but struggle to translate this online Ecommerce • They have been slow to implement on-site features for personalized attention • The industry as a whole lags behind other verticals in digital sophistication

• Search drives 61% of all site traffic and is crucial for brands Digital • On Google branded search terms are the largest investment by luxurybrands Marketing • Brands are also increasing spend on Product Listing Ads

• Facebook and Instagram see near universal adoption amongst luxury brands Social Media • Instagram has seen growth of almost 4 times that of Facebook and almost 2 times that of YouTube in terms of posts and interactions • Pintrest adoptions remains high but growth is declining

• Brands have shifted their attention from apps to mobile web Mobile • While 92% of a user’s time on a phone is spent of an app, only 5% is spent shopping • Brands are deprioritizing their investments in apps as only a few shopping apps are consistently used and these are top apps like amazon, etsy etc.

Source: Digital IQ Index 2017 Debenhams – A case study on the consequences of not going digital 66

Debenhams an iconic British store in operation since 1778 issued three profit warnings last year and has been taken over by the banks after accrued debts of well over £600 million

Many in the industry believed the department store had failed to transform quickly enough, despite a new brand identity and improvements to store design last year. Debenhams blames IT costs and leases for its exception costs write down which resulted in record losses.

“The whole problem with Debenhams is that it’s been too slow – online is not a new phenomenon and they haven’t had the right solutions and they’ve hung on to the store for too long,” Catherine Shuttleworth, CEO of Savvy, eCommerce - Best practices 67

Offer Awareness Engagement Conversion Retention

• Clear, distinctive, • Effective SEA & SEO • Brand Positioning • Incentive for the first • Quality post-purchase attractive features management purchase experience

• Suitable variety and • Efficient management • Content consistent with • Service level in line with • Post-purchase assortment of other channels the target expectations customer support performance web • Product or service marketing • Efficient online store • Registration and • Push to repeat exclusivity management purchase process purchase • Social media coverage without clutches • Competitive price • Functional mobile • Promote the • Presence of experience • Pre-purchase customer acquisition of other

• Perceived marketplaces support customers Best practicesBest convenience • Endorsement from • Stimulate to interact other reliable players / through all the partners brand's channels

• Display on offline channels 68 Why Triboo?

1. We are a digital company, that combines Italian creativity with luxury, fashion and quality

2. Triboo is a “one-stop solution factory”, staffed with over 500 professionals from 20 different countries, delivering top quality digital services since 15 years ago

3. With an integrated offer of digital services, marketing sales communication, consulting and training, Triboo presents itself as responsible for the full value chain tailored to Brands needs

4. Triboo manages over 100 online & offline stores with omni-channel strategy, as for lifestyle, fashion & luxury brands Moschino, Roberto Cavalli, Alba Ferretti, Carpisa, Yamamay.

5. Triboo has international coverage and with a team with extensive experience globally and specifically in the Middle East Triboo figures

500+ 1.000+ professionals clients 100+ 17 online stores digital properties 3.000.000 100.000.000 products shipped per year marketing emails sent per year 20.000.000+ 30 milions monthly visitors to our websites profiled users through our proprietary DMP

69 Triboo full range of services

Digital Digital Integration eCommerce China & Consulting & Development Management Far East ● DIGITAL STRATEGY ● PROJECT MANAGEMENT ● STORE MANAGEMENT ● ECOMMERCE OPERATIONS ● DIGITAL TRANSFORMATION ● SYSTEM INTEGRATION ● MARKETPLACE ● RETAIL O2O & OMNICHANNEL ● DIGITAL INNOVATION ● DEVELOPMENT ● PAYMENTS ● LOGISTICS & SHIPPING ● ECOMMERCE OPERATIONS ● Q&I ● INTERNAZIONALIZATION ● STORE MANAGEMENT ● DATA MANAGEMENT ● LOCALIZATION ● CUSTOMER CARE ● CUSTOMER CARE ● TRANSLATIONS ● LOGISTICS ● DIGITAL MARKETING ● MOBILE APP DEVELOPMENT ● INFLUENCERS & PR ● MULTI-LANGUAGE STAFF

Content Digital Audience & Real Time Development Marketing Monetization Analytics

● PHOTOSHOOTING ● BRANDING SOLUTIONS ● SEO ● VIDEO ADVERTISING ● CREATIVITY & COMMUNICATION ● SEM ● WEB ANALYTICS ● TRIBOO STUDIOS ● DMP ● SOCIAL MEDIA MARKETING ● PROGRAMMATIC ● VIDEO ANALYTICS ● BRANDED CONTENT PROJECTS ● DESIGN & UX ● APP ANALYTICS ● PERFORMANCE MARKETING ● MOBILE ANALYTICS ● MARKETING AUTOMATION ● CONVERSION ANALYSIS ● LEAD GENERATION ● ROI AND ADV CAMPAIGN MONITORING ● DIGITAL DIRECT MARKETING ● CUSTOMER DATA OWNERSHIP ● INDEPENDENT SOFTWARE PROVIDER … Triboo since its foundation has been actively extending its international value proposition in digital services and content 70 Fashion, luxury, industry and premium experiences 71

MORE THAN 1.000 CLIENTS PER YEAR 72 ILG as global leading company in the field of licensed watches, accessories and eyewear

ILG INTERNATIONAL LUXORY GROUP WORLDWIDE DISTRIBUTION

Over 22.000 international POS in 90 Countries and 40 Airlines BRAND

Built over an area of 10,000 sq mtrs, the warehouse enables ILG to LOGISTIC WORLDWIDE operate as an integrated hub, seamlessly taking care of imports, Covers the americas, europe, africa, warehousing, upkeep, maintenance, servicing, repacking, exporting middle east and asia and tracking deliveries to our customers and business associates TRIBOO ILG Digital Business Model 73

1 ILG Licensed Brand TRIBOO ILG defines brand, product Products Companies strategy and platforms ILG BRANDS

DIGITAL MARKETING Aigner MAGNA Ted Lapidus Cerruti Morgan Thierry Mugler SERVICES 2 CATH KIDSTON NINA RICCI Timberland • Performance Web Triboo defines the digital Christian Paris Hilton Timex marketing strategy for each Lacroix POLICE Toywatch Marketing Escada Roamer Versace • Social Media Marketing brand based on the chosen Gant Saint Honorè Versus • Direct Marketing market and channel Hugo Boss Superdry … Revenue JPG Swiss Military H …

Driver for Driver • Content & Media Kenzo TED BAKER More others Production Key 3 MARKETING increase • Analytics & Triboo Brands could be on ILG DIGITAL ILG Retailers Performance Monitoring sale at the Triboo warehouses SERVICES Platform Platforms OPERATIONS SERVICES Market Place Integrated Model E-Commerce Flash Sales 4 3rd Party (Offline+Online) Souq Triboo supplies all operations Triboo Brands and Wholesale, MarkaVIP • Commercial Plan Noon services according to the other Brands Retail Stores MaZone • Business Review Namshi • Data Analytic brand / service and platform • Product Catalog • Technological Multi- B2C B2C B2B, B2C B2B Channel Platform • CRM Integration 5 • Retail B2B, B2C, O2O & Logistics & Delivery will Sales & Revenue Share Model Omnichannel depend on the selected • Customer Care platform Logistics & Delivery • Payments & Security ILG Logistics & ILG Logistics & Distribution ILG Logistics & LG Logistics & 3D Party delivery Distribution FBA Distribution Distribution (Fulfilled by Amazon) ICT Focus Sector Roundtable: UAE future agenda for digital transformation and smart cities Mr. Ettore Scardecchia Head of Product Engineering

AVIO AVIO Institutional Presentation Dubai, 17th April2019

• Prime Contractor

• Partner/Supplier

• Public company, 330M€ Mkt Cap

• 900 employees, ~390 M€ revenues

• >65% free float, no controlling shareholder

• 4% Management share

AVIO SpA- All rights reserved – subject to the restrictions of last page. 7 7 Space launches grow at 5% CAGR, with few countries having launch technology 2008-2018 Total # of Space Launches Worldwide - CAGR 5% 114

90 84 83 83 86 78 75 78 69 74

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Space Launches by launch country Space Launches by customertype 2018 2017-18 6% 6% 21% 27% 9% 36% China USA Gov Civil Commercial Russia Euro 15% Military India Japan 28% 52% 1 Dedicated flights to supply the International SpaceStation Source : Gunter Space Page and SpaceFlightNow AVIO SpA- All rights reserved – subject to the restrictions of last page. 7 8 Launch is the upstream part of the Space industry Global space value chain(2017)

Launch Satellite Ground Satellite industry(1,2) manufacturing Segment(3) services(2,4) End users $ 4.6bn $ 15.5bn $ $ 119.8bn 128.7bn

(1) : Includes launcher manufacturing and launch service activities Source: Satellite Industry Association (2018) (2) : Commercial services revenues only (3): Includes GNSS chipsets and Related (4): Includes commercial humanflight AVIO SpA- All rights reserved – subject to the restrictions of last page. 4 Space launch has three main sub-segments by type of orbit

GEO - Geostationary Earth Orbit MEO - Medium Earth Orbit LEO - Low Earth Orbit

Altitude 36,000km Altitude 3,000-22,000km Altitude 500-2,000km

Annual avg volume : Annual avg volume: Annual avg volume: 30 launches, 160 tons 12 launches, 19 tons 55 launches, 60 tons

Mature market Niche market Booming demand

Sources: Spaceworks; International Journal of Science and Research; Avio estimate on Euroconsult data AVIO SpA- All rights reserved – subject to the restrictions of last page. 5 Demand requirements and product offer both evolving

Total mass at launch (Tons) - World market Launch service offering – World Market

= CAGR Global competitors Domestic only

3,069 Large 6 ARIANE +3% NEW GLENN PROTON CZ-11 H2 Orbit GSLV 2,223 FALCON 9 Other 1343 ATLAS -1%

SOYUZ GEO 1475 280 PSLV CZ-2D VEGA +6% LAND FIREFLY SPACE EPSILON MEO 154 1233 SSLV +9% ELECTRON LEO 536

2008-17 2018-27 Small

Pie size proportional to orbited mass Domestic gov Commercial Export gov Domestic «only» markets 62 Tons 62 Tons 99 Tons ESA/ EU 21 Tons

NASA/ISS 16% 55 Tons 98% 10% 35 98% 29 % 28 Tons 49 % 10% % 61 86% % AF 100%

100% 14 NASA Tons N.m. 12 Tons

13% N.m. 87%

2017 2003 – 2015 1994 – 2003 1968 – 1990 1912 – 1967

Public Private Equity Company Industrial group (listed) Industrial group (listed) Financial focus Space Chemicals focus Aerospace focus Launchers

2 entrepeneurs (and Senators) 1996 2012 Defense focus 1965 1988 Europa Ariane 4 Ariane 5 Vega 7 104 launches >100 launches 14 launches launche (16/year) (6/year) (2-3/year) s

Avio activity by main product lines Avio activity by type of business

Ariane 5 - Heavy launcher Vega - Light launcher (Avio Industrial partner) (Avio Prime Contractor) Research& Product 40% of Revenues 55% of Revenues Development

P230 Boosters P80 motor 40% of Revenues Turbopump Zefiro 23 motor Zefiro 9 motor

Upper stage Launcher Integr

GNC software Propulsion and Launcher Production

60% of Revenues

European launchers

Reliability* (%) Falcon 9 Ariane5 100% Vega (95%) (96%) (94%) CZ2 95% Soyuz (95%) PSLV 90% (88%) Minotaur (91%) (88%) 85% Rokot 80% (83%)

75%

70% Total # of launches since maidenflight 65% 100

60% 50

55% 0 Ariane5 Falcon PSLV CZ2D Soyuz Rokot Vega Minotaur 50% 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Years from Maiden Flight * First level Bayesian estimate of mean predicted probability of success for next launch attempt (k+1)/(n+2) where k is the number of successful events and n is the number of trials SOURCE: Avio elaboration on SpaceLaunchReport data

Key 10.5 tons 1.5 tons 2.3 tons >5 tons 11 tons TBD 2.8 tons Perf in GTO in LEO in LEO in MEO/LEO/GEO in GTO in LEO in LEO Data

Z9 Z9 S1 Z23 Z40 Z40 Z40 P230 S2 P80 P120 P120 P120 S3

Ariane5 Vega VegaC Ariane6.2 Ariane 6.4 Vega Light VegaE Today 2019 2020 2021 2021 2024

From 4 main stage broader and more performing product offering …to 2 main stage motor types… fewer industrial platforms motor types

P120 Full volume First flight items Vega C MF production production Ariane 6 MF 2018 2019 2020 2021 2022 2023

Vega Ariane5 Vega C Ariane Ariane 6.2 6.4 P80 P230 P120 Single main-stage, higher volumes Economies of scale

= Backlog = Flights Backlog Backlog VV07 VV05 VV02 VV06 VV03 4xSkySat GHGSat Nemo HD KazEOSat-1 Backlog Sentinel 2A Prob LISA KompSat7 Backlog a V LuxSat VV09 VV04 VV12 Sentinel 2B IXV Aeolus Backlog Backlog Backlog Synspective VD20x2 Ceres Backlog Undisclosed x 2 Backlog VV02 Spire Backlog VNredSat-1a Spaceflight Ingenio

VV11 Mohammed VI A VV13 Mohammed VI B

VV01 Backlog LARES Cosmo2G VV07 VV10 VV14 VV10 VV08 Backlog PeruSat OptSat Prisma Venus GokTurk-1a TheoSat Vega Vega C

Booster Case Facilities Interstage manufacturing Nozzle Production

P120 filament winding Upper stage integration Avio prepreg tow (patent)

EUP – Stage Integration

Mobile Gantry Regulus – Propellant casting Launcher Integration

P120 Static Firing Test (July 2018, Kourou) New SPTF facility Wind Test Tunnel for VegaC

Z40 Static Firing Test (March 2018, Sardinia) Firing test of Vega E M10 prototypeengine Vega C systems vibrationtest

by Line of Business (€ - M) by Activity (€ - M)

388.7 388.7 343.8 343.8

292 292 149.2 38% 148.9 38% 102.1 73.6 140.2 129.7

240.3 61% 53% 216.7 237.6 176.2 205.3 135.6

2016 2017 2018 2016 2017 2018 Vega Ariane Tactical Other Production Development

Vega growing launch rate and dev’t activity P120 and Vega dev’t ramping up

Satellite telephone communication

Mediterranean Sea temperaturemonitoring Crop vitalitymonitoring AVIO SpA- All rights reserved – subject to the restrictions of last page. 94 Satellite imaging is creating a new «insights economy» to support civil, military and commercial needs

Military Airfield monitoring Damage assessment : Pre-earthquakeview

Coal productionmonitoring Damage assessment : Post-earthquakeview

AVIO SpA- All rights reserved – subject to the restrictions of last page. 95 Avio is part of the EU critical space infrastructures also through partnership with Ariane Group Colleferro •Solid rocket motor design, production •System activities, mission design •Flight Software Factory •Liquid propulsion design, production, •Stage integration (Vega) •Test center

Kourou Turin •LOx&LNG turbo-pump design, manufacturing and assembly

Paris Kourou European Spaceport (CSG) •Management and design •Solid rocket motor casting (Regulus – 60% Avio*) of SRM for development and and integration (Europropulsion – 50% Avio**) production programs •Vega integration and launch operations (Mobile Gantry) Airola •Carbon Epoxy Prepreg * 40% Ariane Group, ** 50% Ariane Group manufacturing and testing AVIO SpA- All rights reserved – subject to the restrictions of last page. Source: Company information 21 Highlights from the 2018 Consolidated Non Financial Statement

People ❑ 842 employees (+7% vs 2017) People ❑ women presence (+14% vs 2017) ❑ 22.596 training hours (+7% vs 2017) ❑ Adoption of Anticorruption Code and Diversity Policy of the Governance and ControlBodies Environment Quality and ❑1.045 t of total waste (-25% vs 2017) Innovation ❑24.000 tons/CO2 eq/year GHG Emissions Scope 2 (in line with 2017)

Quality and Innovation Environment ❑ 3,1 M€ cost incurred for pre-competitive research activities (+27% vs 2017) ❑ More than 25.000 hours of R&S (+11% vs 2017)