Slide 1: 2016 focused on the REBOND plan's launch and first phase
Mi Bricdlage ne 2016 focused on the REBOND plan's launch and first phase March 2017 —
Slide 2: Objective: create new dynamics for growth within the Group and its network
Objective: create new dynamics for growth within the Group and its network of members-entrepreneurs
Slide 3: Mr. Bricolage Group
a — Mr. Bricolage Group Market in France Networks business in 2016 Financial year focused on REBOND's launch Mr. Bricolage SA consolidated accounts for 2016 Outlook Stock market . Appendices ONOORwWPH MBricolage 3
Slide 4: Mr. Bricolage Group
MBiicolage
Slide 5: Mr. Bricolage Group in brief
Mr. Bricolage Group in brief Mr. Bricolage groups local independent home improvement, decoration and gardening stores At the heart of a network of 794 stores in 12 countries with a volume of business of €2.14bn in 2016 MBricolage Brand with strong proximity: 88% awareness “Bricondutes Hyper-proximit
Slide 6: Store networks and gross volume of business
Store networks 794 stores in 12 countries with a gross volume of business of €2.14 bn (1) les — 2 Affiliates M.Bricolage Briconautes under their own brand = —— _—— “Ltt [ee SLIT) fe “Ltt [ee France France France 259 member stores 112 member stores 265 affiliate stores 83 directly-owned stores 4 dire
Slide 7: Market in France
cY Market in France v \ MBricolage
Slide 8: DIY market: €25 bn
DIY market: €25 bn™ #1 home improvement market Key market drivers The various distribution channels” a a ra Collective housing building BP e-Commerce: 2% New individual housing salesp Traditional and other: 3% Food superstores: 2% Existing housing sales Trade:15% Consumer confidence “Ee . DIY supers
Slide 9: DIY superstore market
DIY superstore market Further market contraction on a like-for-like store basis DIY superstore business in 2016: -0.3% versus -0.2% in 2015 (value index) Increased competition Discount General e-commerce leaders and specialists 10 0.6 02 10 . ‘ = = A |_| = Transformation of consumer habits -0,9 | -0
Slide 10: The Group on its market
The Group on its market Mr. Bricolage Group, no. 3 for DIY superstores with 9.9% market share (in 2015) Decorating and gardening: Mr. Bricolage’s strengths Inherent features with the brand's positioning Main DIY superstore market segments” - Proximity - Mid-size towns and rural areas : strong densit
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Slide 12: Networks volume of business
Networks volume of business Networks business stable Volume of business including taxes In € million In-store sales France Mr. Bricolage Les Briconautes Affiliates International e-Commerce Total France Business driven by Mr. Bricolage brand stores - Continued outperformance by members: +1.1% on a li
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Slide 14: REBOND plan: historical business moving back to the heart of the model
REBOND plan: Mr. Bricolage SA's historical business is moving back to the heart of its business model Listing central unit Selection of products / suppliers Negotiation of purchasing conditions Logistics services Weekly retail deliveries (directly-owned platforms) Delivery of large volumes (outsourc
Slide 15: Pillars for the REBOND plan
3 pillars for the REBOND plan \ ue Challenge: further strengthening the brand's appeal in order to relaunch growth New vision looking ahead to 2020 A “vision lab” to build it together | Offering . | Digital | ; Organization | M:Bricolage 15
Slide 16: Launch of REBOND's first phase in H2 2016
Launch of REBOND's first phase in He 2016 \ ue Going back to basics, preparatory phase to deploy REBOND from June 2017 From January 2018 Building the future June 2017 to January 2018 2D Rebounding & engaging J ovember 2016 to June 2017 Going back to basics MBricolage 16
Slide 17: Management Committee further strengthened
Management Committee further strengthened: operational for the REBOND plan's deployment Renewed team of experts with complementary talents a wi Paul Cassignol Christophe Mistou Eric Bilhaut Richard Letourmy Chairman Chief Executive Officer CFO and IT Secretary General SE A! (sla! Herve Onfray Frango
Slide 18: Going back to basics initiatives launched in H2 2016
Going back to basics 4 initiatives launched simultaneously in H2 2016 Preparing to accelerate the digital transformation Rolling out the standardization of information systems fim Es Resizing the network of directly-owned stores - Proposed closure of stores in critical positions - Around 60 directly
Slide 19: Preparing to accelerate the digital transformation
Preparing to accelerate the digital transformation 252 connected stores by 31 Dec 2016 e-commerce turnover incl. tax: + 23.4% in 2016 Digital: going back to e-commerce basics Development of mr-bricolage.fr December 2016: from one national site to one local site for each store - Compulsory geolocatio
Slide 20: Rolling out the plan to standardize information systems
Rolling out the plan to standardize information systems Target: 330 stores equipped with * Commercial management the same solutions by the end of 2018 * Order proposal ¢ Payment collection Project launched 46 stores equipped by end-2016 Migration schedule: 1 store/week in Hl 2017, then acceleration
Slide 21: Resizing the directly-owned stores network (1/2)
Resizing the directly-owned stores network (1/2) Proposed closure of stores in critical situations in 2017 Review of the situation confirmed in 2016 Turnover excl. tax = €33.1M 0% of turnover for directly-owned stores, 1.8% of volume of business for networks) Current operating profit =- €6.0 M (41%
Slide 22: Resizing the directly-owned stores network (2/2)
Resizing the directly-owned stores network (2/2) Plan to divest directly-owned stores to members Around 30 stores to be divested in “as is” condition by 2019 without any prior investment FY 2016, unit value of the stores to be divested vs CGU by concept of Around 30 stores to be divested stores valu
Slide 23: Rationalizing the offering
Rationalizing the offering Inventory optimization preparing for the redefinition of the offering: renewal of 25% of the ranges / year from 2018 2015 He 2016 31 Dec 2016 = Inventory WW, 40% products with very low inventory turnover levels wm) Inventory adjusted to aaonf realizable value 222°) if real
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Slide 25: Consolidated turnover
Consolidated turnover in € million 31Dec 2016 31Dec2015 = Annual change Network services turnover Sales of goods Sales of services Retail turnover Sales in directly-owned stores E-commerce® Consolidated turnover 186.1 -3.7% 7.7 - 16% 68.4 - 7.3% 344.4 343.4 +0.3% 3317 3327 - 0.3% 12.6 107 +18.4% 529
Slide 26: Condensed consolidated financial statements (1/3)
Condensed consolidated financial statements (1/3) Current operating profit In € million 31 Dec 2016 31Dec 2015 % change Consolidated turnover 529.5 -11% EBITDA 36.3 -25.1% Current operating profit 21.0 - 35.0% of which Network services 32.9 -6.3% of which Retail (12.0) - 43.8% Network services Retai
Slide 27: Condensed consolidated financial statements (2/3)
Condensed consolidated financial statements (2/3) \ — Strong impact linked to putting in place the REBOND plan €M -34.7 7 . -23,5 =19 -21 Current operating Provisionsfor Provisionsforplan Provisions on Other TASCOM Operating profit profit proposed closure of store inventories for of storesincritical
Slide 28: Condensed consolidated financial statements (3/3)
Condensed consolidated financial statements (3/3) In € million 31 Dec 2016 31Dec 2015 % change Specific provisions - - REBOND (87.3) TASCOM (2.1) Operating profit (75.8) 21.0 - Financialresult (2.7) (4.1) +33.7% Profit before tax (78.5) 16.8 - Affiliates’ contribution 10 0.8 +17.1% Tax ae (8.1) - Ne
Slide 29: Net financial debt
Net financial debt Net financial debt reduced by €12.2 M in 2016 (€M) = -€12.2M +16,8 -3.6 78.8 fies +31 mae a 2015 Operatingcash = Working Income tax Dividends Financial CAPEX + Other 2016 flow capital and CVAE tax interest acquisitions With €10.4 M for reduction in inventory Net financial debt: €6
Slide 30: 2016 condensed balance sheet
2016 condensed balance sheet In € million Assets 2015 | change Liabilities Change Non-current assets -20.9 Group shareholders' equity -681 o/w goodwill - 269 Minority interests -03 o/w property -02 Total equity -68.4 o/w other financial instruments 28 Current assets - 36.7 o/w inventories © - 371 Fi
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Slide 32: REBOND plan outlook looking ahead to 2020
REBOND plan outlook looking ahead to 2020 2020 ——————— — 2017 - 2019 Strong cash generation Relaunching New dimension €55M of resources expected to development of for Mr. Bricolage SA be reallocated, focusing in the networks * Network services turnover growth priority on: * Increased store E a sy °
Slide 33: REBOND plan outlook for 2017
REBOND plan outlook for 2017 REBOND plan schedule confirmed Digital transformation - The overhauling of mr-bricolage.fr + online visibility for 100% of the stores - The repositioning of le-jardin-de-catherine.com+ networks as relays Standardizing the information systems Resizing the directly-owned s
Slide 34: Conclusion
Conclusion Our goal: creating value for the Group 34
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Slide 36: Share on the stock market
Share on the stock market Share data ISIN: FROO04034320 Shareholding structure Ticker: MRB (at 31 Dec 2016) Number of shares: 10,387,755 Share price at 14 March 2017: €11.95 Michel Tabur 3.3% Market capitalization: €124 M \ \ oe Eligible for SME share-based savings schemes (PEA-PME) Indices Enternex
Slide 37: ae Le
—— ae Le
Slide 38: Cash flow statement
Cash flow statement In € million Operating cash flow Change in working capital — Inventories - Trade receivables - Trade payables - Other Current tax expense paid Net investments Free cash flow Dividends Acquisition of treasury stock, net of sales Change in debt Change in other financial liabilities
Slide 39: Mr. Bricolage SA
M:.Bricolage sa Eve Jondeau Tel: +33 (O)2 38 43 50 00 eve jondeau@mrobricolage.fr CALYPTUS Marie-Anne Garigue - Grégory Bosson +33 (O)1 53 65 68 63 - +33 (0)1 53 65 37 80 mrbricolage@calyptus.net