Suominen at Mid Small Cap Forum at Paris, France, 24 Nov 2016

Suominen Corporation
as an investment
24 Nov 2016
European Mid Small Cap Forum, Paris
Nina Kopola, President & CEO
Anu Heinonen, Vice President, Corporate Communications & IR

Our purpose is to make nonwovens continuously better for people.
Contents
• Suominen at a glance
• Nonwovens markets
• Strategy for 2015 – 2017 and its implementation
- Progress on mid-term financial targets
• Key elements of profitability
• Financial review
211/24/2016

Suominen
at a glance
311/24/2016

Indicative customers
Our operations, customers and end users
4
Suominen End use applications
11/24/2016

Recent history: Determined progress towards growth
5
2012 – 2014
Putting the house
in order
2015 – 2017:
Heading to
organic growth
2018 
Future Suominen
Cost cutting
Restructuring
Reorganizing
Refinancing
Net sales 356.9 M€
Gearing 101.0%
Growth strategy
Investment program
Focus on products with
higher value added
Stronger R&D
Net sales 444.0 M€
Gearing 25.9%
Net sales at the
end of 2017:
~500 M€
11/24/2016

Good track record
11/24/2016 6
Net sales, EUR million
55.7
98.3
356.9
373.7,0
401.8
444.0
316.5
0.0
50.0
100.0
150.0
200.0
250.0
300.0
350.0
400.0
450.0
500.0
2010 2011 2012 2013 2014 2015 2016
YTD
Sept
Continuing operations
-6.5% -4.4%
4.2%
5.2%
6.7%
7.0%
7.0%
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
-10.0
-5.0
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
2010 2011 2012 2013 2014 2015 2016
YTD
SeptEUR million %
*Excluding non-recurring items / Comparable operating profit
Operating profit*, EUR million and %

Eight nonwovens plants in three continents serving both business areas
Two business areas – Convenience and Care
7
93% of Suominen’s net sales (411.5 M€) 7% of Suominen’s net sales (32.4 M€)
• Main end use areas:
- Hygiene products (femcare,
incontinence, diapers)
- Medical products (e.g. swabs,
undercast pads, surgical drapes
and masks)
• Main end use areas:
- Wiping (baby, household,
personal care and
workplace wipes)
Convenience Care
11/24/2016

Locations in three continents close to customers
Green Bay, WI, USA
Windsor Locks, CT, US
Bethune, SC, US
Paulínia, Brazil
Alicante, Spain
Mozzate, Italy
Nakkila, Finland
Cressa, Italy
Helsinki, Finland
(Head office)
Sales
representatives
present in
several
locations in
Asia Pacific
811/24/2016

Nonwovens
markets
911/24/2016

Of our three chosen segments, we are the global
leader in nonwovens for wiping
11/24/2016 10

Historically, growth in demand for nonwovens has
exceeded the growth of the GDP
USA Europe
-4%
-2%
0%
2%
4%
6%
8%
10%
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
GDP Nonwoven demand
In Europe, GDP growth is for euro area.
For nonwovens demand, the graphs illustrate the change in the value (USD) of nonwoven demand.
-10%
-5%
0%
5%
10%
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
GDP Nonwoven demand
1111/24/2016

Annual forecasted growth rates of demand for nonwovens
used in wipes and in hygiene and medical products
11/24/2016
Aging population
Everyday convenience
Health and well-being trends
Growing
population and
middle class
Growing
population and
middle class
Aging population
Everyday convenience
Health and well-being trends
Growing
population and
middle class
12

GDP per capita
Demand for Suominen’s products is growing both in
emerging and developed markets
13
Household wipes
Incontinence products
Baby wipes
Disposable diapers
Feminine care products
USD 14 000+
USD 7 000+
USD 10 000+
USD 4 000+
USD 1 000+
11/24/2016

We hold the leading market position in Convenience,
still a challenger Care
14
TOP10 #1 Challenger
in nonwovens for
medical & hygiene
products
(Care business area)
Global market leader
in nonwovens
for wipes
(Convenience
business area)
Ninth-largest
of all nonwovens
suppliers globally
11/24/2016

Strategy for
2015-2017
11/24/2016 15

Suominen’s strategy for 2015–2017
16
1. Deliver superior value in thoughtfully selected market
applications.
2. Drive proactive key account management.
3. Execute demand driven supply chain.
4. Evolve culture and capabilities to build strong product
company.
1611/24/2016

In this strategy period, we aim at growth and clear
shift in product portfolio
40%
17%
11%
22%
7%
2015 (Total net sales 444.0 M€)
Baby wiping
Household wiping*
Workplace wiping*
Personal care wiping*
Medical and hygiene products*
2017 (approx. 500 M€)
Illustrative.
171711/24/2016
* Typically products with higher added value.

Understanding the end user needs is
at the heart of our strategy
1811/24/2016

Strategy
implementation
11/24/2016 19

Suominen’s strategy 2015–2017
20
Market Driven Product Leader
Vision
Strategy – how?
1. Deliver superior value in thoughtfully selected market
applications.
2. Drive proactive key account management.
3. Execute demand driven supply chain.
4. Evolve culture and capabilities to build strong product
company.
Our purpose is to make nonwovens continuously better for people
Purpose
2011/24/2016

Deliver superior value
in selected market
applications
Key activities in delivering superior value
21
+60 M€ growth investment program,
initiatives on three continents
Product development process
enhanced
New products launched
1
11/24/2016

The largest-ever investment program for growth
22
Bethune, SC,
USA
Paulínia,
Brazil
Alicante,
Spain
Nakkila,
Finland
11/24/2016
• Initiatives to enhance
capabilities in three
continents.
• All projects target to
increase in the share of
higher added value
products in our portfolio.
• The total value of the
program is over EUR 60
million.

Investments in growing markets with attractive
prospects
Location Value Segments Market
growth*
Competitive
situation
Bethune, SC, US >50 M€ Flushables
+9 %(NA) Tightening
Household
wiping +7 %(NA) Balanced
Workplace
wiping +5-7% Balanced
Paulínia, BR
4 M€
Medical +3-5 % Emerging
market
Alicante, SP Workplace
wiping +5-7%
Balanced
Nakkila, FI Several
segments
+2 % Mixed
11/24/2016 23
*Estimates based on third party forecasts and management analysis, reflecting averages.

Product Development function enhanced
determinedly
24
Enhancing capabilities
• Innovation process,
“Suominen Innovation
Machine”
- Front End Innovation
- Creating a prioritized
project portfolio
- Introduction of formal
gate process for running
projects.
Enhancing capacity
• Creating critical mass
- R&D expenditure to
increase to above 1% of
net sales (0.8% in 2015)
- Several new resources
hired during the last 12
months. Team has now
six PhDs.
- Centralizing of the
resources.
11/24/2016

suominen@work product line
• Nonwovens for wipes used in fast
food restaurants, hospitals and
industrial environments.
• Our investments in Alicante and
Bethune improve our capability to
serve this growing (even 7% p.a.)
market.
• Strengthening this product segment
supports our strategy that aims at
increasing the share of products
with higher added value in the net
sales.
11/24/2016 25
Nonwovens for the demanding workplace.

Drive proactive key
account management for
mutual value creation
Key activities by focus area
26
Creating value together with customer
by, for example, organizing events
Listening to the customer: Utilizing the
Customer Perception Survey results
2
11/24/2016

Execute demand
driven supply chain
27
Defining and implementing
standardized global processes
3
Comprehensive ICT systems renewal –
aim at an efficient, global supply chain
11/24/2016

Deployment of global processes supported with the
coming organizational change
• Global Operations function to be formed, with
Mimoun Saïm in charge.
- Previous divide in EMEA / Americas will cease to exist.
• New, global Operational Excellence function to
be established, with Larry L. Kinn in charge.
• The change allows production plants to focus
even stronger on Manufacturing and Supply
on global basis.
• Operational Excellence concentrates on
enhancing our Process Technology and Health,
Safety, Environment and Quality.
• The change will be effective as of 1 April 2017.
11/24/2016 28
Mimoun Saïm
Larry L. Kinn

Evolve culture and
capabilities to build strong
product company
29
4
Pivotal recruitments building new and
enhanced capabilities in several areas
Strategic sustainability initiatives in
progress, e.g., blind recruiting
11/24/2016

Supplier
Code of Conduct
implemented
Sustainable product
portfolio: Suominen
joins the
sustainability
network of a global
consumer goods
company
Non-
Discrimination
Program:
Blind hiring as a
default recruitment
process
Reaching
product leadership
Fostering responsibility
through the value chain
Operating sustainably
across the company
3011/24/2016
Focused sustainability agenda implemented4

Key environmental indicators
11/24/2016 31

47%
17%
19%
10%
6%
Baby wiping Personal care wiping Household wiping Workplace wiping Medical & hygiene products
Q1–Q3 2012: 273.0 M€
40%
22%
17%
12%
8%
Q1–Q3 2014: 297.0 M€
Portfolio transformation in progress – the share of
products with higher added value is growing
11/24/2016 32
37%
26%
18%
10%
7%
Q1–Q3 2016: 316.5 M€
Typically products with higher added value

5.0 %
12.4 %
15.7 % 15.9 %
14.7 %
0%
5%
10%
15%
20%
2012 2013 2014 2015 Q1/2016
ROI, %
6.9 %
3.5 %
0.8 %
0%
2%
4%
6%
8%
10%
12%
2013 2014 2015
Organic net sales growth, %
101 % 96.2 %
34.7 %
25.9 %
28.6 %
0%
20%
40%
60%
80%
100%
120%
2012 2013 2014 2015 Q1/2016
Gearing, %
Progress on mid-term financial targets
• Net sales growth compared to
previous year.
• Target level marked with dashed
line.
• Figures are of continuing
operations.
3311/24/2016

Key elements
of profitability
3411/24/2016

Portfolio change drives top line growth
37%
18%
10%
26%
7%
Q1-Q3 2016 (316.5 M€) 2017 (~500 M€)
Illustrative.
• Portfolio change is increasing the share of higher value added products in our
portfolio
• Envisioned healthy volume growth supports the profitability development
47%
19%
10%
18%
6%
2012 (357.9 M€)
Baby wipes Household wipes Workplace wipes Personal care wipes Hygiene and medical products Others
11/24/2016 35

9.0%
10.7%
12.4% 13.1%
14.0%
0%
3%
6%
9%
12%
15%
2012 2013 2014 2015 Q3 2016
Gross profit, % of net sales
Positive development in gross profit, SGA costs
and operating profit
6.7 %
6.0 % 5.8 %
6.3 % 6.5 %
0%
2%
4%
6%
8%
2012 2013 2014 2015 Q3 2016
SGA, % of net sales
*Excluding non-recurring items or comparable.
4.2%
5.2%
6.7% 7.0%
7.6%
0%
2%
4%
6%
8%
2012 2013 2014 2015 Q3 2016
Operating profit*, % of net sales
11/24/2016 36

Raw materials – The logic
• Roughly 60–70% of costs are raw
materials.
• As one of the largest nonwovens
producers in the world, we
maintain long relationships with
key suppliers.
• Contracts covering ca. 50% of our
net sales include a pass-through
clause.
• Between raw materials for fibers
and the final fiber, there are
intermediate steps and in that value
chain market dynamics are in play.
• Raw materials are not hedged as
correlations are not predictable.
26%
20%
23%
26%
6%
Viscose Pulp Polypropene* Polyester Other
Raw material consumption in 2015
* Including sourced PP Spunbond.
11/24/2016 37

EUR/USD – A factor to pay attention to
• We have estimated that 10% change in EUR/USD exchange
rate should have, based on the current business structure, on
a full year basis, approximately 2.5 MEUR effect on operating
profit.
11/24/2016 38

Financial
review
Q3 2016
11/24/2016 39

Net sales fell short of the comparison period
Net sales, EUR million Net sales, EUR million
103.3
104.8
111.9112.9114.9
104.2103.9
108.8
103.8
0
20
40
60
80
100
120
356.9
373.7
401.8
444,0
0
100
200
300
400
500
2012 2013 2014 2015
• Customer deliveries fell short of our expectations in Q3.
• Net sales decreased from comparison period to EUR 103.8 million.
• Net sales was primarily impacted by the decline in sales volumes from the comparison period.
Continuing operations Continuing operations
11/24/2016 40

8.7
6.2
7.3
9.9 9.8
4.3
5.5
8.7
7.9
8.4 %
5.9 %
6.5 %
8.8 %
8.5 %
4.1 %
5.3 %
8.0 %
7.6 %
0%
2%
4%
6%
8%
10%
0
2
4
6
8
10
Q3/14 Q4/14 Q1/15 Q2/15 Q3/15 Q4/15 Q1/16 Q2/16 Q3/16
EUR million %
Positive development in product portfolio,
operating profit at 7.6%
Comparable operating profit Comparable operating profit
• The decline in net sales was reflected in the operating profit, which was EUR 7.9 million.
• A bad debt provision of approx. EUR 0.3 million relating to customers having operations in
Venezuela was recognized during Q3.
14.9
19.4
26.9
31.2
4.2 %
5.2 %
6.7 %
7.0 %
0%
1%
2%
3%
4%
5%
6%
7%
8%
0
5
10
15
20
25
30
35
2012 2013 2014 2015
EUR million %
11/24/2016 41

Profit for the period declined from the comparison
period
Profit for the period, EUR million Profit for the period, EUR million
0.6
4.8
3.5
6.2
5.4
1.9
3.4
5.2
4.9
0
1
2
3
4
5
6
7
-2.8
5.7
10.2
17.0
-5
0
5
10
15
20
Continuing operations Continuing operations
11/24/2016 42
2012 2013 2014 2015
• Decrease in financial expenses and income taxes improved the profit for the period.

Consolidated statement of profit or loss
11/24/2016 43
EUR thousands 7-9/2016
7-9/
2015
1-9/
2016
1-9/
2015
1-12/
2015
Net sales 103,796 114,919 316,497 339,798 444,042
Cost of goods sold -89,316 -98,892 -275,223 -293,069 -386,042
Gross profit 14,480 16,027 41,274 46,728 58,000
Other operating income 485 782 1,584 2,634 2,637
Sales and marketing expenses -1,625 -1,692 -5,202 -5,350 -7,760
Research and development -1,136 -1,015 -2,968 -2,603 -3,527
Administration expenses -3,983 -3,887 -12,253 -12,746 -16,709
Other operating expenses -342 -452 -354 -1,146 -862
Operating profit 7,878 9,763 22,082 27,517 31,778
Net financial expenses -830 -1,247 -2,041 -3,944 -5,302
Profit before income taxes 7,048 8,517 20,041 23,573 26,476
Income taxes -2,108 -3,142 -6,441 -8,472 -9,456
Profit for the period 4,941 5,374 13,601 15,101 17,020
Earnings per share, EUR
Basic 0.09 0.10 0.26 0.29 0.32
Diluted 0.08 0.09 0.23 0.26 0.29
Q3 gross profit on a
healthy level (14%)
Fixed costs to net sales
ratio remained on
the level of 2015
Effective tax rate
has stabilized

Consolidated statement of financial position, assets
EUR thousands 30.9.2016 30.9.2015 31.12.2015
Non-current assets
Goodwill 15,496 15,496 15,496
Intangible assets 13,912 12,462 13,275
Property, plant and equipment 109,785 91,743 97,931
Loan receivables 7,093 7,752 7,793
Available-for-sale assets 777 777 777
Other non-current receivables 2,298 2,206 2,402
Deferred tax assets 4,909 4,715 4,491
Total non-current assets 154,270 135,150 142,165
Current assets
Inventories 34,316 32,078 32,557
Trade receivables 53,200 60,360 51,547
Loan receivables 1,250 800 1,000
Other current receivables 6,830 5,036 7,038
Assets for current tax 2,495 1,807 1,874
Cash and cash equivalents 47,214 36,454 55,570
Total current assets 145,306 136,535 149,585
Total assets 299,575 271,685 291,750
11/24/2016 44
Growth investment
program visible

Consolidated statement of financial position, equity
and liabilities
11/24/2016 45
Equity and liabilities 30.9.2016 30.9.2015 31.12.2015
Share capital 11,860 11,860 11,860
Share premium account 24,681 24,681 24,681
Reserve for invested unrestricted equity 69,732 69,652 69,652
Treasury shares -44 -44 -44
Fair value and other reserves 297 42 -118
Exchange differences 5,759 1,644 5,097
Other equity 5,164 -4,593 -3,076
Total equity attributable to owners of the parent 117,449 103,242 108,052
Hybrid bond 17,737 17,118 17,664
Total equity 135,186 120,360 125,716
Liabilities
Non-current liabilities
Deferred tax liabilities 10,697 9,864 10,890
Liabilities from defined benefit plans 1,061 1,151 1,105
Other non-current liabilities 387 538 651
Debentures 75,000 75,000 75,000
Other non-current interest-bearing liabilities 12,857 3,333 18,498
Total non-current liabilities 100,003 89,887 106,144
Current liabilities
Current interest-bearing liabilities 5,605 3,333 3,363
Liabilities for current tax 3,066 2,720 47
Trade payables and other current liabilities 55,716 55,385 56,479
Total current liabilities 64,386 61,438 59,889
Total liabilities 164,389 151,325 166,034
Total equity and liabilities 299,575 271,685 291,750
Equity ratio
45.1%

Cash flow from operations improved from the
comparison period
Cash flow from operations, EUR million Cash flow from operations, EUR million
16.9
9.3
4.5 3.9
7.9
11.0
9.1
7.6 8.3
0
2
4
6
8
10
12
14
16
18
24.9
21.3
37.1
27.3
0
5
10
15
20
25
30
35
40
2012 2013 2014 2015
- Cash flow from the operations has been very stable and on a healthy level for all three
quarters of 2016; already near the level of full-year 2015.
11/24/2016 46

Statement of cash flows (1/2)
11/24/2016 47
EUR thousands 1-9/2016 1-9/2015 1-12/2015
Cash flow from operations
Profit / loss for the period 13,601 15,101 17,020
Total adjustments to profit / loss for the period 22,957 25,238 32,870
Cash flow before changes in net working capital 36,558 40,339 49,890
Change in net working capital -3,857 -12,019 -7,921
Financial items -3,907 -6,672 -6,425
Income taxes -3,837 -5,371 -8,269
Cash flow from operations 24,957 16,277 27,274
Cash flow from investments
Investments in property, plant and equipment
and intangible assets
-24,293 -14,052 -22,369
Cash flow from disposed businesses 313 167 167
Adjustments of purchase consideration 161 − −
Sales proceeds from property, plant and
equipment and intangible assets
6 10 10
Cash flow from investments -23,814 -13,876 -22,192
We succeeded in
managing net
working capital

Statement of cash flows (2/2)
11/24/2016 48
Cash flow from financing 1-9/2016 1-9/2015 1-12/2015
Drawdown of other non-current interest-bearing
liabilities
− − 15,000
Repayment of other non-current interest-bearing
liabilities
-3,280 -3,333 -3,333
Changes in current interest-bearing liabilities -52 -14 -14
Changes in loan receivables 450 250 600
Share issue − 340 340
Paid interest on hybrid bond -624 − −
Dividend distribution / distribution of funds -5,030 -2,504 -2,504
Cash flow from financing -8,536 -5,261 10,089
Change in cash and cash equivalents -7,392 -2,859 15,171
Cash and cash equivalents at the beginning of the
period
55,570 38,430 38,430
Effect of changes in exchange rates -963 883 1,968
Change in cash and cash equivalents -7,392 -2,859 15,171
Cash and cash equivalents at the end of the
period
47,214 36,454 55,570
Investment
payments depressed
cash and cash
equivalents

Outlook for full year 2016 updated on 20 September
• On 20 September 2016, Suominen revised its outlook and
announced that it expects that for the full year 2016, its net
sales and comparable operating profit will not reach the
level of year 2015.
• In 2015, Suominen’s net sales amounted to EUR 444.0
million and comparable operating profit to EUR 31.2 million.
11/24/2016 49

Summary: Suominen as an investment
Promising track record,
solid financial position
Growing markets in all applications and regions
Growth investment program:
Financial position secures the strategy execution
Dividends form an important element
in the creation of shareholder value
46
~30%
Payout ratio
>60M€
28.6%
Gearing
11/24/2016

Appendix
11/24/2016 52

TOP10 shareholders 31 Oct 2016
11/24/2016
Shareholder No. of shares Holding % Change Change %
AC Invest Two B.V. 13544835 26.45 0 0
Oy Etra Invest Ab 5055120 9.87 0 0
Varma Mutual Pension Insurance Company 4500000 8.79 0 0
Ilmarinen Mutual Pension Insurance Company 3251811 6.35 0 0
Elo Pension Company 3024651 5.91 0 0
Nordea Bank Finland Plc 1579801 3.08 -102288 -6.08
Nordea Nordic Small Cap Fund 1537152 3 0 0
OP-Delta Fund 1210283 2.36 0 0
Evald and Hilda Nissi´s Foundation 1000000 1.95 0 0
Bergholm Heikki 915168 1.79 0 0
AC Invest Two is a group company of Ahlström Capital.
Change refers to change in shareholding from the previous month.
53

Reverse share split
• On March 21, Suominen carried out a reverse share split with
a 5:1 ratio.
• The target for the reverse split was to make the share more
attractive to investors, to enhance share trading conditions
and to add flexibility in defining the amount of dividend.
• The arrangement was subject to the resolution of the Annual
General Meeting.
• Before the reverse share split, Suominen Corporation had in
total 252,425,616 shares. After the reverse share split, the total
number of shares in Suominen Corporation is 51,216,232.
11/24/2016 54

Hybrid bond
• In Feb 2014, Suominen issued a convertible hybrid bond of
MEUR 17.5 to finance the acquisition of Paulínia plant in Brazil.
• The holders of the bond notes are entitled to convert the
notes and the potential accrued capitalized interest related to
the notes into Suominen shares. The conversion period
started on 11 February 2014 and will end on 10 February
2018.
• The conversion rate is EUR 2.50.
• The number of shares in Suominen may increase in total by
maximum of 7,600,320 shares on the basis of the conversion
of the remaining bond notes and the potential capitalized
interest, if the conversion is carried out by issuing new shares
in Suominen.
11/24/2016 55

Restored ability to pay dividends
56
• Suominen’s policy is to distribute
approximately 30% of its profit
for the period in annual
dividends.
• In assessing its proposal for the
payment of dividends, the
company’s Board of Directors will
also consider Suominen’s future
investment needs and the
solidity of its financial position.
-2.8
5.7
10.2
17.0
-5
0
5
10
15
20
2012 2013 2014 2015
Profit for the period, M€
-0.01
0.02
0.04
0.06
0.01
0.02
-0.02
0
0.02
0.04
0.06
0.08
2012 2013 2014 2015
EPS DPS
EPS and DPS*, €
11/24/2016
*In 2014, distribution of funds.

Suominen at Mid Small Cap Forum at Paris, France, 24 Nov 2016

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Suominen at Mid Small Cap Forum at Paris, France, 24 Nov 2016