- Full company contestability and higher liquidity of the stocks.
- Improvement of fiscal and financial efficiency among the whole Group.
- Credit rating improvement.
- Definition and development of a corporate governance model consistent with the best international practices.

- Simplification of the ownership structure.
- Improvement of capital and financial conditions.
- Industrial synergies thanks to the integration between land and mobile phone activities.
- Changes in the corporate governance model consistent with the best international practices.

- Transition to a “media company” in line with leading international players and with current technological changes.
- Costs synergies and foreign developments.

- Stabilization of Pirelli’s company structure.
- Completion of Pirelli’s transition from a family owned company to a public company projected to international markets.
- Substantial valorisation for those partners left in 2014: 1.8x the invested capital.

Mr. Grimaldi acted as CEO:

- Optimization in the use of resources.
- Definition of a reporting system.
- Definition of an investment plan of about 430mln€.
- Achievement of a “grid code” and new tariff plan.
- Recognition as the second domestic player in the gas transport sector.
- EXIT: Sale through competitive auction. (Gross IRR: 93.3%; MOIC: 4.6x)

- Rationalisation of the corporate structure.
- Disposal of non-core assets: 11% of Impregilo, 1% of Rcs, Elilario and H3G, handling activities, South African airports.
- Acquisition of 44% of ADR from Macquaire.
- Management change.
- Consolidation in the control chain.
- EXIT: Disposal to Sintonia and to an industrial player Changi, in 2010. (Gross IRR: 2.0%; MOIC: 1.1x).

- Consolidation of traditional activities and diversification towards new segments.
- Support to the relationships with the Authorities and in all M&A deals.
- EXIT: Sale through competitive auction. (Gross IRR: 643.5%; MOIC: 8.8x).

- Definition and implementation of growth process that lead the Group to be one of the main companies operating in the Toy industry in the world.
- Support during the crisis management period that started in 2011.
- Hiring of a new top Manager.
- Dismissal of non-core assets.
- Definition and conclusion (November 2013) of a financial measure with financing banks. ((*)MOIC: 0.1x).

(*) Deal closed on April 2015

- Support in the Management Team implementation and in the integration and rationalization process.
- Support in the potential M&A deals analysis.
- Bond emission that launched the sale process.
- EXIT: Sale through competitive auction to a financial operator. (Gross IRR: 25.7%; MOIC: 2.7x).

- Appointment of a new Management.
- Focus on innovation and integration processes.
- Launch of ERP system’s upgrade process.
- Launch of new products with new packaging.
- [EXIT(*): Sale through competitive auction to a financial/industrial operator. (Gross IRR: 113.4%; MOIC: 2.3x)]

(*) Deal closed on July 2015

- Appointment in the BoD of academic representatives specialised in extraordinary transactions
- Launch of negotiations to modify the agreement with Government authorities.
- [Negotiation management for the sale of the participation to Moby Group, operating in the same sector and Italian leader in cargo and passenger transportations from Italy to the North Tyrrhenian islands. The sale(*) was closed for a total consideration of 28mn€. (Gross IRR: 29.1%; MOIC: 2.2x)].

(*) Deal closed on July 2015

• Fostering strong traditional competences
• Integrating different business realities
• Valorization of technology and innovation
• Enlarging business spectrum and opening to innovation
• Entrepreneurship, and adaptiveness
• Group operates through 50 companies in 40 countries
• 2017 turnover of 3.5 billion euro
• More than 1,200 individual patents owned
• 30% market share - installed capacity of polyolefin plants
• 54% market leader - licensing of urea