MCP invests in small-medium enterprises focused on wellness and sustainability. They have over 25 years of experience investing over €3 billion across more than 80 portfolio companies. Their strategy focuses on industries like healthcare, medical devices, and engineering that are availing of change opportunities. They take a flexible approach tailored to each situation, with investments ranging from growth equity to turnarounds.

1. PASSION FOR ENTREPRENEURIAL COMPANIES
CONTENT:
ü Executive Summary
ü Values
ü Track Record
ü Strategy Focus
ü Approach
ü Network
ü Portfolio
ü Inv. Partners

2. E q u i t y 2 I n n o v a t e
….a bit about
MCP holds interests in healthcare (www.effeemme.it), medical devices (www.dianax.eu), mechanical
engineering (www.nadella.com) and Investment Advisory (www.bayesinvestments.com)
üEXECSUMRY
v We invest our own equity capital alongside “quality” entrepreneurs, entrepreneurial
management, family offices and professional investors (www.arventia.com)
v Focus on small-medium enterprises (SMEs) willing to enhance operational excellence and
growth while improving people’s wellness and environmental sustainability
v Track Record verified by EY (over 80 managed companies since 1989), source of network,
expertise and access to opportunities across a range of business stages and industries
v MCP Srl, founded in 2006 by Gian Maurizio Argenziano
(www.gianmaurizioargenziano.com), acts as General Partner in Arventia S.p.A.
(Investment company) and Arventia Industria (AH-IND, co-investment agreement)

3. MANAGEMENT
TEAMS
OPERATING
ADVISORS
OPERATING
PARTNERS
OUR TRACK RECORD
OVER 25 YEARS
OVER 80 PORTFOLIO COMPANIES
GLOBAL ESPERIENCE / EU FOCUS
MULTI-INDUSTRY/SEGMENT EXPERTISE
SUPERIOR PERFORMANCE
ASSESSED BY E&Y
… delivering value to our
companies
…. our people
Over 30 active Partners
E q u i t y 2 I n n o v a t e
… based in the EU… each focused on
specific segments
Passion for SMEs … with domain expertise
in specific segments
üEXECSUMRY

4. MANAGEMENT
TEAM
OPERATING
ADVISORS
OPERATING
PARTNERS
CHANGE (IE. TECH/DIGITALIZATION)
NEW MARKET OPPORTUNITIES
PRODUCT TRANSITION
OPERATIONAL EFFICIENCY
MANAGEMENT TEAM BUILDING
STRATEGIC REPOSITIONING
INDUSTRY CONSOLIDATION
We enhance growth in the long term by focusing on strategy and operational excellence…. We exploit our
network of resources to support management in building value for customers, employees, and shareholders.
...our approach
Active across some
industries / segments
E q u i t y 2 I n n o v a t e
… with a broad
network of resources
… and focus on
driving change
PARTNERSHIP WITH ENTREPRENEURIAL MANAGEMENT
HEALTH CARE
MEDICAL DEVICES
MECHANICAL ENGINEERING
LUXURY /BRANDING
HARDWARE / INDUSTRIAL
COMMUNICATIONS
SECURITY / SYSTEMS
üEXECSUMRY
…with FOCUS & FLEXIBILITY to drive opportunities
our experience (network) gives us access to opportunities across a range of
business stages and industries with customized investments

5. E q u i t y 2 I n n o v a t e
Integrity
Independence
Excellence (dedication to….)
Accountability
Transparency
Cordiality
..
.
VALUES: always act with
Social Responsibility
Being passive in socially risky
situations equates to
sustain these situations (M.L.King).
We choose clear actions in unclear
situations. We experienced defending
moral causes knowing there were
personal causes or risk (Case Studies).
Long standing
relationships
Common Values permit easiness; it
helps avoiding conflicts in difficult
situations.
Building long standing relationships
matter to us;
We share same Fundamental
Values with our Partner..s
Preserving Freedom
True Values prevail on hunger
for money, thus sometimes
preserving individual freedom.
Our Values preserve our
Freedom.
VISION: change creates
opportunities for companies to
improve people’s wellness and
environmental sustainability; these
changes gather significant impact
when founded on business solid
growth and consistent profitability
MISSION: being recognised as a
unique investor and an exceptional
partner in driving growth and profit
opportunities for companies that
advance significant quality
improvement in people’s wellness
and environmental sustainability
Our Strategy is guided by our VISION, MISSION and VALUES

6. E q u i t y 2 I n n o v a t e
THEMES WELLNESS & SUSTAINABILITY
TARGET SMES WITH STRONG ENTREPRENEURIAL
FLAVOR FOR GROWTH
TGT STAGE AVAILING OF CHANGE OPPORTUNITIES
INDUSTRY HC, MEDICAL DEVICES, OTHER SEGMENTS IN
WELLNESS AND SUISTAINABILITY
INVESTMENT PRIVATE (PE&VC) AND PUBLIC (PIPE) EQUITY;
SMES PORTFOLIO MANAGEMENT (PMS)
INV. STAGE MOST
INDUSTRIES/SEGMENTS OF INTEREST
HEALTH CARE
MEDICAL DEVICES
MECHANICAL ENGINEERING
LUXURY /BRANDING
HARDWARE / INDUSTRIAL
COMMUNICATION MANAGEMENT
SECURITY / SYSTEMS
…OTHERS
ANTICIPATING CHANGE
NEW MARKET OPPORTUNITIES
PRODUCT TRANSITION
OPERATIONAL EXCELLENCE
MANAGEMENT TEAM BUILDING
STRATEGIC REPOSITIONING
INDUSTRY CONSOLIDATION
HIGLY SCALABLE DIGITALIZATION
TARGET CRITERIA
EV VALUE .5 TO 200 EURO MN
TURNOVER 10 TO 300 EURO MN
VALE CHAIN: MANUFACTURING TO
RETALING
FORESEABLE BUSINESS MODEL
GLOBAL PRESENCE
INVESTMENT STAGES
GROWTH EQUITY
FAMILY BUSINESS SUCCESSION
BUYING FROM FOUNDERS
UNDERPERFORMING OPERATIONS
DIVISIONAL CARVE OUT
CORPORATE DEVELOPMENT
EARLY STAGES
TURNAROUND
JV / ACQUISITIONS
üSTRATEGY FOCUS
Our Strategy Driving Growth Opportunities in Wellness and Sustainability

7. OVER
80
PORTFOLIO
COMPANIES
WITH
HIGH
FOLLOW-ON
ACQUISITION
RATIO
GROWTH EQUITY
FAMILY BUSINESS SUCCESSION
BUYING FROM FOUNDERS
UNDERPERFORMING OPERATIONS
DIVISIONAL CARVE OUT
EARLY STAGES
CORPORATE DEVELOPMENT
JV / ACQUISITIONS
GLOBAL EXPERIENCE
… customized to each specific situation
§ a wide range of transaction types / business stages
§ transaction range value from € 1million to € 200 million
… our capital
over € 3 billion
managed to date
E q u i t y 2 I n n o v a t e
... invested strategically
over time
… with a flexible
investment approach
over Euro 3 billion of capital managed to date…
üEXECSUMRY

8. E q u i t y 2 I n n o v a t e
Steering Committee
Francesco Landolfi matured all his professional career developing innovative and high tech projects in two
main industries : Information Technology and Healthcare . Francesco hold several sales & marketing managerial positions
in Microsoft, Baxter , IBM . He developed innovative entrepreneurial projects in Telbios (disease management), Net for
Care (telemedicine services), Privatassistenza (homecare services) . Francesco holds a Master in Business Administration
from Harvard University and a Laurea in Economics from LUISS University.
Gian Maurizio Argenziano matured a track record as investor in companies from multiple industries and locations where
he served as board member or chairman since the end of the '80s (see the "Track Record" page). Gian Maurizio founded
MCP Group in 2006 and served as ceo of its first acquisition (MIC:IM, listed in 2007 and exited in 2012). Previously,
he was member (MD) of the global PE committee of ABN AMRO Capital (2.8 bn euro invested in ca 50 Cos worldwide),
ceo of ABN AMRO Capital S.p.A.(450 mln euro), chairman and ceo of Eptaventure S.p.A,, MD in GE (Heller Financial) and
advisor in Andersen (Accenture). Gian Maurizio chaired the Tax&Legal Commission of the PE Association (AIFI), where he
has been board member for over 10 years. Graduated with honors in Economics at the University of Pavia, Gian Maurizio
is professor at the Master of the LIUC University and member of the steering committee.
üexcsmry
Paolo Mevio graduated in Business Administration at Bocconi University, Milan, in 1987. In 1987 he worked as
Internahonal Auditor for Nestlé S.A. in Asia, America and Europe. In 1990 he joined Nestlé Italiana S.p.A. were he was
Director and Chief Financial Officer. In 1994 he joined Bain & Co. Italy where he became Partner and Managing Director.
Paolo worked in several industries, founded the Private Equity practice in Italy, working on most of the deal carried out in
Italy. He also worked for many consumer good and retail clients, managing complex projects and turnarounds. Paolo
served on Bain Board of Directors between 2007 and 2014 and in the same period managed the Italian office. He served
on many Boards of Directors (Cigierre, Fini, Microspay Delta and Paladin Capital, among others).He is currently a Partner
in the London office of Bain & Company, and a private investor.

9. E q u i t y 2 I n n o v a t e
NETWORK
EXPERTISE/EXPERIENCE
VALUE CREATION FOR
OUR COMPANIES
INVESTMENT
PERFORMANCE
TRACK RECORD
CONTENT:
ü ExecSumry
ü Values
ü Track Record
ü Strategy Focus
ü Approach
ü Network
ü Portfolio
ü Inv. Partners
Values

10. E q u i t y 2 I n n o v a t e
OVER 25 YEARS
NEARLY € 3 BILLION MANAGED TO DATE…
OVER 80 PORTFOLIO COMPANIES
GLOBAL EXPERIENCE /EUROPEAN FOCUS
MULTI - INDUSTRY/SEGMENT EXPERTISE
SUPERIOR PERFORMANCE (PWC BENCHMARK)
E&Y ASSESSMENT REPORT
MULTI-INDUSTRY/SEGMENTS
HEALTH CARE
MEDICAL DEVICES
MECHANICAL ENGINEERING
HARDWARE / INDUSTRIAL
COMMUNICATIONS
SECURITY / SYSTEMS
LUXURY /BRANDING
…OTHERS
ANTICIPATING CHANGE
NEW MARKET OPPORTUNITIES
PRODUCT TRANSITION
OPERATIONAL EFFICIENCY
MANAGEMENT TEAM BUILDING
STRATEGIC REPOSITIONING
INDUSTRY CONSOLIDATION
HIGLY SCALABLE DIGITALIZATION
FLEXIBLE APPROACH
GROWTH EQUITY
FAMILY BUSINESS SUCCESSION
BUYING FROM FOUNDERS
UNDERPERFORMING OPERATIONS
DIVISIONAL CARVE OUT
EARLY STAGES
CORPORATE DEVELOPMENT
JV / ACQUISITIONS
GLOBAL EXPERIENCE
OVER
80
PORTFOLIO
COMPANIES
PLUS SEVERAL
FOLLOW-ON
ACQUISITIONS
A bit about our….. track record
3 BILLION
HEALTH CARE
MEDICAL DEVICES
INDUSTRIAL ENGINEERING/PROCESSING
COSMETICS
LOGISTIC
SISTEM INTEGRATION / SOFTWARE
LEISURE
CHEMICAL, PACKAGINE MATERIALS
MEDIA 6 TELECOM, PUBLISHING
FFOD, FOOD PROCESSING
TRAVEL, CLEANING SERVICES
VENDING MACHINES
GARDEN VEHICLES/EQUIPMENT
HARDWARE / INDUSTRIAL
COMMUNICATIONS /COMM. MNGMT
SECURITY / SYSTEMS
LUXURY /BRANDING
OTHERS
üTRACK RECORD

11. E q u i t y 2 I n n o v a t e
STATEMENT
We have analyzed the Track Record – All Private Equity Deals (79 ndr.) …. - as attachment B to this report (“Track Record”), on
the basis of the Methodological Assumtions presented ….
We confirm that all transactions included in the Track Record have been managed or have fallen under the
responsibility/management of Gian Maurizio Argenziano as …….
We have analyzed the return achieved on 30 Track Record transactions included in the attachment A “Analyzed Track Record”
to this report. From the analysis performed we confirm the following:
The return on 23 divestments included in the Track Record, for which we were able to complete the agreed analysis
(attachment A) resulted in an average Money Multiple Cash-on-Cash of 3.0X, equal to a 42.5% non weighted average IRR and
with an average investment lenght of about 3.4 years (… with a maximum of 6.5 years) ….…
We have receied confirmation about the return achieved on a furter 7 transactions in Annex A…..
Source: E&Y. Analysis of the Track record of Gian Maurizio Argenziano, 12 January 2012
see entire EY report, list of companies and industries on www.arventia.com
üTRACK RECORD

12. E q u i t y 2 I n n o v a t e
OVER 25 YEARS
NEARLY EURO 3 BN MANAGED
OVER 80 PORTFOLIO COMPANIES
SUPERIOR PERFORMANCE (PWC
BCMRK)
GLOBAL, EUROPEAN
INDUSTRY/SEGMENT DIVERSIFIED
ASSESSED BY E&Y
TRACK
RECORD
Since 1989, including founder’S TR
7 portfolios for 6 global/national Funds/InvCos
EV range 30 to 100 Mn (Min/Max .5 Mn to 1 Bn)
all stages included (growth capital and buy-outs mainly)
E&Y Performance Report: 20 years ending 2011
Benchmark: PWC PE perf. report 20 years ending 2011
HEALTH CARE
MEDICAL DEVICES
INDUSTRIAL ENGINEERING/PROCESSING
COSMETICS
LOGISTIC
SISTEM INTEGRATION / SOFTWARE
LEISURE
CHEMICAL, PACKAGINE MATERIALS
MEDIA 6 TELECOM, PUBLISHING
FOOD, FOOD PROCESSING
TRAVEL, CLEANING SERVICES
VENDING MACHINES
GARDEN VEHICLES/EQUIPMENT
HARDWARE / INDUSTRIAL
COMMUNICATIONS /COMM. MNGMT
SECURITY / SYSTEMS
LUXURY /BRANDING
OTHERS
üTrack record

13. E q u i t y 2 I n n o v a t e
üSTRATEGY FOCUS
NETWORK
EXPERTISE
EXPERIENCE
VALUE CREATION FOR
OUR COMPANIES
INVESTMENT
PERFORMANCE
TRACK RECORD
CONTENT:
ü ExecSumry
ü Values
ü Track Record
ü Strategy Focus
ü Approach
ü Network
ü Portfolio
ü Inv. Partners
Values

14. E q u i t y 2 I n n o v a t e
THEMES WELLNESS & SUSTAINABILITY
TARGET SMES WITH STRONG ENTREPRENEURIAL
FLAVOR FOR GROWTH
TGT STAGE AVAILING OF CHANGE OPPORTUNITIES
INDUSTRY CERTAIN INDUSTRIES/SEGMENTS IN WELLNESS
AND SUISTAINABILITY
INVESTMENT PRIVATE (PE&VC) AND PUBLIC (PIPE) EQUITY;
SMES PORTFOLIO MANAGEMENT (PMS)
INV. STAGE MOST
INDUSTRIES/SEGMENTS OF INTEREST
HEALTH CARE
MEDICAL DEVICES
MECHANICAL ENGINEERING
LUXURY /BRANDING
HARDWARE / INDUSTRIAL
COMMUNICATION MANAGEMENT
SECURITY / SYSTEMS
…OTHERS
ANTICIPATING CHANGE
NEW MARKET OPPORTUNITIES
PRODUCT TRANSITION
OPERATIONAL EXCELLENCE
MANAGEMENT TEAM BUILDING
STRATEGIC REPOSITIONING
INDUSTRY CONSOLIDATION
HIGLY SCALABLE DIGITALIZATION
TARGET CRITERIA
EV VALUE .5 TO 200 EURO MN
TURNOVER 10 TO 300 EURO MN
VALE CHAIN: MANUFACTURING TO
RETALING
FORESEABLE BUSINESS MODEL
GLOBAL PRESENCE
INVESTMENT STAGES
GROWTH EQUITY
FAMILY BUSINESS SUCCESSION
BUYING FROM FOUNDERS
UNDERPERFORMING OPERATIONS
DIVISIONAL CARVE OUT
CORPORATE DEVELOPMENT
EARLY STAGES
TURNAROUND
JV / ACQUISITIONS
üSTRATEGY FOCUS
Our Strategy
Driving Growth Opportunities with Focus & Flexibility;
our experience (network) gives us access to opportunities across a
range of business stages and industries with customized investments.

15. E q u i t y 2 I n n o v a t e
Partnerships
with
entrepreneurs
Backing
management
Acting as
General
Partner
We have a history of success in partnering with entrepreneurial management
teams. Our partners hold the experience relevant to the companies in which we
invest (though not necessarily currently managing them)
our broad network of relevant contacts includes professionals who served as
managers and directors in our portfolio companies. It helps to improve
performance in most areas, particularly those where SMEs are weaker.
ownership stability matters as management independence does. We ensure
clear guidance in ownership and we always line up management interests with
those of investors.
our approach
üAPPROACH

16. E q u i t y 2 I n n o v a t e
Flexibility. we customize our approach by adopting the most appropriate
solution to each specific sutuation across a range of business stages:
Professional Decision making based on relevant infos and DDs. No
complex responsibility limitation formal requirements ensure rapidity.
….to ensure rapid and effective results. In certain cases, as turnarounds,
we adopt a temporary “short term - objective driven” strategy to improve
cash generation as a first stage preluding a “value” strategy.
Flexible
Strategy
Professional
Decision
making
Efficient
execution
process …
GROWTH EQUITY
FAMILY BUSINESS SUCCESSION
BUYING FROM FOUNDERS
UNDERPERFORMING OPERATIONS
DIVISIONAL CARVE OUT
EARLY STAGES
CORPORATE DEVELOPMENT
TURNAROUND
JV / ACQUISITIONS
our approach
üApproach

17. E q u i t y 2 I n n o v a t e
Our Partners are often investors in our companies; we line up their interest with ours as investors, also
by means of appropriate, performance-based remuneration and equity participation.
üNETWORK
… the result of 25 years track
record of investing alongside
management teams and then
working with them as partners.
Our Partners Network…
ENHANCING SMES’s VALUE IN THE
LONG TERM HORIZON
FOSTERING GROWTH AND
OPERATIONAL EXCELLENCE
SETTING THE MOST APPROPRIATE
COURSES OF ACTION IN OUR
COMPANIES
SEARCHING FOR THE RIGHT
BUSINESSES THAT WILL BENEFIT FROM
THESE OPPORTUNITIES
UNDERSTANDING CHANGE AND THE
RESULTING OPPORTUNITIES ANTICIPATING CHANGE
NEW MARKET OPPORTUNITIES
PRODUCT TRANSITION
OPERATIONAL EXCELLENCE
STRATEGIC REPOSITIONING
MANAGEMENT TEAM BUILDING
INDUSTRY CONSOLIDATION
HIGHLY SCALABLE DIGITALIZATION

18. E q u i t y 2 I n n o v a t e
, … the result of 25 years track record
of investing alongside management
teams and then working with them
as partners.
Our Partners are often investors in our companies; we line up their interest with
ours as investors, also by means of appropriate, performance-based
remuneration and equity participation.
MANAGEMENT
TEAM
OPERATING
ADVISORS
OPERATING
PARTNERS
Our partners hold the management experience relevant to the companies in
which we invest.
o Management Team members (Managing Partners, MPs) are the top
executives (c.e.o., c.o.o., c.m.o. and c.f.o.) responsible of a portfolio company
or experienced managers in charge of a company specific operation.
o Operating Partners (OPs) are former MPs in companies in which we held
interest, though not necessarily. OP supports MPs by contibuting network and
experience in a specific industry/segment or by assuming temporary direct
management responsibilities as providing technical expertise/support in
operations where change must happen in given timeframe.
o Operating Advisors (OA) are professionals with deep expertise in specific
areas which have proven to be effective in backing MPs in our companies
Our
Partners
Network …
üNETWORK

19. E q u i t y 2 I n n o v a t e
üPORTFOLIO
www.arventia.com/our-portfolio-companies/
Medical
Devices
Mechanical
Engineering
Health Care P. I. P. E.
CONTENT:
ü ExecSumry
ü Values
ü Track Record
ü Strategy Focus
ü Approach
ü Network
ü Portfolio
ü Inv. Partners
PORTFOLIO: COMPANIES AND SECTORS

20. E q u i t y 2 I n n o v a t e
Business Founders (and/or their families) facing new business stages and having decided partnering up with us to
fullfill the potential they have created.
Entrepreneurial Partners, former owners of businesses we have bought/shared in the past, our Operating Parners
and our Managing Partners.
LPs, private offices, high networth individuals and institutions which have participated in previous Arventia
investments and have demostrated to share our same long horizon investment philosophy.
Tier One Institutional Cluster” (TOIC), 5 institutions already investors in our companies, having demonstrated to
be reliable and to share our long term horizon.
Institutional Investors, customers of MCP Group having Portfolio Management Services agreements in place.
Investors relevant to the specific company, sharing our Values and having the potential to add value to the
acquired business. When our co-investors hold potential to support to our companies, we always ensure lining up
of interests is in place.
When we share ownership, our most frequent investment partners are:
Our EVCA-code compliant governance allows priority ordered co-investment rights to our LPs, preventing potential conflict of
interest. our co-investors hold competence/potential to contribute specific know-how and support to our companies..
Our…
Investors
Arventia invests its own capital in partnerships
with entrepreneurs
üINV. PARTNERS

21. MCPGroup
private office servicesMidCapitalPartners
A s s o c i a t i
OUR Group … Partners&Customers
SMEs portfolio management and
strategy&operational services
Overseas
Industries SpA