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Expansion of sales of the Octagram's Modular Engineering Platform A1 Project executive summary Nikolay Tatarchenko tel.: +41 21 588 00 98, +7(495) 507 0565 E-mail: [email protected] Octagram S.A. Y-PARC, Rue Galilée 7, CH 1400 Yverdon-les-Bains Switzerland Octagram’s MEP users: Industry: Security and automation $3 million investments: - Production - Sales and Marketing Income/EBITDA: 2017: $1,2M 2018: $11,6M 2019: $28M/$5M 2020: $43,5M/$13,3M 2021: $64,3M/$24,7M Project’s external team: Nicolas Rouiller Octagram MCE avocats Partner, CH Dave Butterfield Renard-Systems, UK Philippe Millet MILIMMO, FR Elena A. Florova ADDFORCE , US Jacques Pasche Strategic Set-Up , CH Nilthon Candeia Representive, BR Cristina Barbano Moneta , IT Dimitris A. Armaos ARMAOS , GR Oleg Fedorishin, Legos-Podolye LLC, UA Valery Sabankulov Sintez Engineering, KZ Nikolay Tatarchenko Octagram LLC , RU Successful experience of selling the product outside of Russia and agreements to start sales achieved with companies and private persons in Switzerland, the USA, France, Great Britain, Italy, Greece, Brazil, Ukraine and Kazakhstan made it possible to submit the Project to investors consideration. History: Based on 20-years practice (1989-2010) innovative Modular Engineering Platform (MEP) for security and automation was developed. Platform combines simplicity and universality. MEP copyright is protected by patents RU 85010 U1 and US 9,146,552 B2. Market volume of the security management equipment (MEP segment) is: in Europe — € 2–3 bln/year, in the USA — $ 8–9 bln/year, in Russia — $ 500 mln/year, in neighboring countries — $ 400 mln/year, in Brazil — $ 600 mln/year. Sales is mostly made directly to consumers via distributors, and in separate cases to local security and automation market players as OEM-products. Competition: MEP is innovative and replaces existing functional analogs. MEP consists of software, A1 controller and micromodules. Other producers and manufacturers offer security and automation systems, based on special panels or programmable logical controllers. For example, Siemens uses more than 100 models, where Octargam uses single A1 controller. Uniqueness: In contrast to other solution, in MEP it is enough to just connect to the A1 controller via Ethernet and write down another firmware. MEP is copy-protected (including 'personal' ~100Kb firmware in every controller. Competitive strengths: § Licensing model reduces the tax burden of the Project. § Production and logistics of one product is highly effective. Product has low prime cost and combines minimum warehouse stocks and short delivery times. § Sales model makes it possible to close sales channels of competitive products by providing discounts for firmwares for controllers kept in a warehouse. § The product is exceptionally flexible and easy-to-use — sellers and installers can change it to meet the client requirements. The Project provides for sale of 24% shares of the Octagram SA company (Swiss), which have full control over the Project activity trough license agreements. Milestones of the Project. The highest efficiency the Project will achieve in Russia, where are more than 5000 clients now. Due to the limited resources, active work is currently underway with less than 500 clients, without participation in exhibitions and with minimal advertisement budget. Switzerland became first foreign market. First batch of the A1 MEP was released there and installed in the city of Lausanne. Within 1 year after receiving funds for MEP promotion, sales through a network of about 10 offices in Russia and ex-USSR countries will be doubled. Certification, an advertising campaign and sales of MEP in Europe, the USA and Brazil will be held in the same period. Project risks. Conservative sector of commercial properties, banks, enterprise, transport and social infrastructure is the most profitable. It will require from 1 to 3 years of preparation and project development to enter this sector. Getting acquisition for government facilities will take additional efforts. To reduce the investment risk, the business plan of the Project provides a step funding: 1st step — after investment agreement undertaking, 2nd step — after the 1st yearly settlement. The Project break-even is planned at the end of the 2nd year after the investment. Entry strategy. By the end of the 3rd year sales will increase more than twentyfold. Project's profit is growing faster than turnover. From the 4th year the Project will be highly profitable and can be sold. LA VALAISANNE HOLDING SA is interested in buying the Project after it reaches the target values, specified on the left. Once the MEP catch sight of industry giants (Siemens, Honeywell, Bosch, ABB, etc.), they will also be interested in buying the Project for a «funeral» or future development.

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Page 1: ProjectOctagramEng

ExpansionofsalesoftheOctagram'sModularEngineeringPlatformA1

Projectexecutivesummary

NikolayTatarchenkotel.: +41215880098,+7(495)5070565

E-mail:[email protected]

OctagramS.A.Y-PARC,RueGalilée7,CH1400Yverdon-les-BainsSwitzerlandOctagram’sMEPusers:

Industry:Securityandautomation$3millioninvestments:-Production-SalesandMarketingIncome/EBITDA:2017:$1,2M2018:$11,6M2019:$28M/$5M2020:$43,5M/$13,3M2021:$64,3M/$24,7MProject’sexternalteam:NicolasRouillerOctagramMCEavocatsPartner,CHDaveButterfieldRenard-Systems,UKPhilippeMilletMILIMMO,FRElenaA.FlorovaADDFORCE,USJacquesPascheStrategicSet-Up,CHNilthonCandeiaRepresentive,BRCristinaBarbanoMoneta,ITDimitrisA.ArmaosARMAOS,GROlegFedorishin,Legos-PodolyeLLC,UAValerySabankulovSintezEngineering,KZNikolayTatarchenkoOctagramLLC,RU

Successfulexperienceofselling theproductoutsideofRussiaandagreements tostartsalesachievedwithcompaniesandprivatepersonsinSwitzerland,theUSA,France,GreatBritain,Italy,Greece,Brazil,UkraineandKazakhstanmadeitpossibletosubmittheProjecttoinvestorsconsideration.

History: Based on 20-years practice (1989-2010) innovative Modular Engineering Platform (MEP) forsecurityandautomationwasdeveloped.Platformcombinessimplicityanduniversality.MEPcopyrightisprotectedbypatentsRU85010U1andUS9,146,552B2.

Marketvolumeofthesecuritymanagementequipment(MEPsegment)is:inEurope—€2–3bln/year,intheUSA—$8–9bln/year,inRussia—$500mln/year,inneighboringcountries—$400mln/year,inBrazil— $ 600mln/year. Sales ismostlymade directly to consumers via distributors, and in separatecasestolocalsecurityandautomationmarketplayersasOEM-products.

Competition:MEP is innovativeand replacesexisting functionalanalogs.MEPconsistsof software,A1controller and micromodules. Other producers and manufacturers offer security and automationsystems,basedonspecialpanelsorprogrammablelogicalcontrollers.Forexample,Siemensusesmorethan100models,whereOctargamusessingleA1controller.

Uniqueness: In contrast toother solution, inMEP it isenough to just connect to theA1controller viaEthernet and write down another firmware. MEP is copy-protected (including 'personal' ~100Kbfirmwareineverycontroller.

Competitivestrengths:

§ LicensingmodelreducesthetaxburdenoftheProject.

§ Productionandlogisticsofoneproductishighlyeffective.Producthaslow primecostandcombinesminimumwarehousestocksandshortdeliverytimes.

§ Salesmodelmakesitpossibletoclosesaleschannelsofcompetitiveproductsbyprovidingdiscountsforfirmwaresforcontrollerskeptinawarehouse.

§ Theproductisexceptionallyflexibleandeasy-to-use—sellersandinstallerscanchangeittomeettheclientrequirements.

TheProjectprovidesforsaleof24%sharesoftheOctagramSAcompany(Swiss),whichhavefullcontrolovertheProjectactivitytroughlicenseagreements.

MilestonesoftheProject.ThehighestefficiencytheProjectwillachieveinRussia,wherearemorethan5000 clients now.Due to the limited resources, activework is currently underwaywith less than 500clients,without participationinexhibitionsandwithminimaladvertisementbudget.Switzerlandbecamefirstforeignmarket.FirstbatchoftheA1MEPwasreleasedthereandinstalledinthecityofLausanne.

Within1yearafter receiving funds forMEPpromotion,sales throughanetworkofabout10offices inRussiaandex-USSRcountrieswillbedoubled.Certification,anadvertisingcampaignandsalesofMEPinEurope,theUSAandBrazilwillbeheldinthesameperiod.

Project risks. Conservative sector of commercial properties, banks, enterprise, transport and socialinfrastructure is the most profitable. It will require from 1 to 3 years of preparation and projectdevelopmenttoenterthissector.Gettingacquisitionforgovernmentfacilitieswilltakeadditionalefforts.

Toreducetheinvestmentrisk,thebusinessplanoftheProjectprovidesastepfunding:1ststep—afterinvestmentagreementundertaking,2ndstep—afterthe1styearlysettlement.

TheProjectbreak-evenisplannedattheendofthe2ndyearaftertheinvestment.

Entry strategy.By theendof the3rd year saleswill increasemore than twentyfold. Project's profit isgrowingfasterthanturnover.Fromthe4thyeartheProjectwillbehighlyprofitableandcanbesold.LAVALAISANNEHOLDINGSAisinterestedinbuyingtheProjectafteritreachesthetargetvalues,specifiedontheleft.OncetheMEPcatchsightofindustrygiants(Siemens,Honeywell,Bosch,ABB,etc.),theywillalsobeinterestedinbuyingtheProjectfora«funeral»orfuturedevelopment.

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