Agenda

1. Overview

2. Global vision

3. Key strategies

We Care for Precious Life

• For over 75 years, it has been our daily mission to Care for Precious Life

• Our portfolio features a diversity of brands at various price points

• Innovative design and concepts are the heart of our business

• Our commitment is to provide products which ensure children travel safe as well as have an enjoyable time in and around the house

We Care, so parents can have an enjoyable time with their children.

# 1 position in the Juvenile industry

Strong International, Regional & Local brands

Brands are sold in almost 100

countries worldwide

Global Leadership in Child Safety

I-Size offer Elite 80 Air Protect + Advance 70 Air Protect + Scenera

Leading brands in multiple categories

3300 people in 21 countries with multiple locations

Global footprint

1st year focus

• Global vision Dorel Juvenile is a Growing & Coherent Global Juvenile Business Delivering Enhanced Performance

• Global structure with new team • Global Pillars • Markets: Europe, USA, Canada, Australia, Brazil, Chile • Successful integration Latin America

• Global “OGSM” strategy cascaded across all divisions

Leaders for global Juvenile pillars

Brands & Innovation Catherine Schorter-Le Bret

Latin America Nicolas Duran

HRM & Org.

Annemieke van Spanje

Global Projects Teresa

Borsellino

Pres. & CEO

Jean-Claude Jacomin

Finance & IT

Ian Farthing

Operations

Sylvain Duval

Leaders for Juvenile markets

USA Paul Powers

Europe Charles de Kervénoaël

Chile Juan Pablo Sitnisky

Canada Mark Robbins

Australia Dean Jennings

Brazil Rafael Camarano

Objectives Goals Strategies Measurements

OGSM

1 page Business Plan

Dorel Juvenile and OGSM Tool

• OGSM process started at Global level to realize vision

• Cascaded inside the organization for strategic alignment – Global Pillars

– Markets

• Teams across all Markets involved to create commitment

• Base for our budget process

Dorel Juvenile: Our Objective

• To be THE Growing Industry Leader

• With Powerful and Innovative Brands

• By building ONE Company on integrated pillars

• Leveraging Global Strengths and local best practices

Key Strategies

1. Grow our global leadership position

2. Reinforce product-offer relevance

3. Elevate our brands & trigger consumer preference

4. Accelerate our innovation process

6. Develop a world-class and agile organization

5. Drive synergies across the global organization

• Develop our leading position in Mature Markets • Reinforce leadership position in Europe • Regain leadership position in North America • Reinforce growing position in Australia & New Zealand

1. Grow our global leadership position

• Continue to fuel Latin American growth

• Further development of emerging markets

• Continue to build our growing e-commerce business

2. Reinforce product-offer relevance

• Engage directly with consumers

• Better understand consumer behaviors and needs

Branded consumer communities for instant consumer feedback

Consumer reviews on brand websites

3. Elevate our brands & trigger consumer preference

• Increase the level of online support

• Investment in strategic brands; globally and regionally

4. Accelerate our innovation process

• Maximize use of common platforms • Leveraging global expertise and knowledge • Explore break through innovative concepts

Quinny Zapp: Europe version

Quinny Zapp: USA version

5. Drive synergies across the global organization

• Identifying and optimizing key processes

• Global sourcing program

• Global cost saving program

6. Develop a world-class and agile organization

• Building integrated global pillars

• Investing in talented resources

Dorel Juvenile USA Overview

Paul Powers President & CEO

Key Trends shaping the future business environment

CONSUMER MARKETS ARE CHANGING

CHANNEL CHARACTERISTICS ARE CHANGING Retail

Income Polarization

Millennial Moms

Omnichannel Retail Data-Driven Sales

NEW CAPABILITIES NEEDED

New Supply Strategies

Manufacturing / Sourcing

Increasing Value of Partnerships

Partnerships Solution Development

Accelerating Technological Progress

User Experience

Digital Lifestyle: Mobile

Digital Lifestyle: Social

The Need to Transform

• Dorel Juvenile USA is an industry leader– which has faced challenges in the past couple of years

• Business environment is changing dramatically and quickly • To take on challenges and seize related opportunities,

Dorel Juvenile USA is pursuing a new set of strategies.

Our Vision

To become THE growing industry leader with relevant brands and innovative solutions, achieving improved profitability through a

disciplined strategic focus, active engagement with consumers and retailers, and consistently

delivering superior value.

Transformation

Today

• Retail focus

• Recognized brands

• Product driven

• Lots of evolutionary products

Objective

• Consumer focus

• Relevant brands for each target segment

• Marketing driven

• Innovative, “5-star” products

• Digital capabilities

• Improved profitability

1. Transform Dorel Juvenile USA business • Margin structure • Drive global synergies

2. Shift from product-centric to consumer-centric

• Target growing consumer segments • Provide solutions (products, services, content, tools,

apps)

3. Develop key capabilities to support brand • Identify and develop key elements of each brand’s

business model • Integrate capabilities across brands

Strategies for Growth

• Optimize resource allocation

• Shift focus from a product-oriented to a consumer-oriented organization

• Build real brand equity

• Deliver ‘five-star’ consumer driven product solutions

• Align operations around distinct brand strategies

Dorel Juvenile

Europe Overview

Charles de Kervenoael President & CEO

Dorel Juvenile Europe Key Data

Efficient Matrix organization:

• Dorel entities in 13 countries

• 1 300 employees

• 3 competence centers (France/ NL/ Portugal): – Marketing & New Product

– Supply Chain & Manufacturing

– Finance & ICT

– HRM

– Quality/ Procurement

• Manage Export sales

Strong Brand & Share positions:

• Leading Market share positions in key

countries (France/ UK/ NL)

• Strong Brand awareness (>90%)

• Operating on major Juvenile categories

Dorel Juvenile Europe

World is changing… We are adapting our business model

Sustainability

Economic crisis

E-commerce

2nd hand

Emerging markets

Digital Services OPP Customization Consumer intimacy Speed & Agility Focus & Prioritization Global synergies

Challenges & Opportunites Dorel Juvenile’s Projects

Best in class model to support growth

M3 ERP roll out Efficient fulfillment system Innovation task force

• Service level improvement • Complexity reduction

• ERP Roll out 2014-2015 • All countries across Europe

• Dedicated transversal team • Breakthrough Innovations

Operational

Lean

Complexity

Reduction

Global

Supply

Management

Order To

Cash

Excellence

S&OP

Breakthrough

Customer

Value

Longboard stroller concept

Our mission and objectives

Consolidate our European Juvenile leadership position by:

1. Accelerate innovation & leverage preferred brands with close consumer connection

2. Strengthen gross margin with business focused organization & Supply Chain excellence

3. Develop a world-class and agile organization

4. Drive synergies across the global organization

Accelerate innovation

Improve category management & merchandising supports

Innovation Stands

Category captain & merchandising skills

Conclusions

Europe remains the Largest Juvenile Market in the World 1

Leading brands & in-store execution to consolidate our share 3

Strong organization with best in-class operating model 2

We are poised for growth 4

Dorel Juvenile

Latin America Overview

Nicolas Duran COO Latin America

Conquering

Latin America

37

38

Hands on Approach

• Integrating - Latin America within the new Dorel Juvenile global vision

• Maximizing Dorel’s brand portfolio - increasing awareness and expanding distribution of our brands

• Retail - replicating and rolling out our retail model

• Operational capabilities - building an effective organization, implementing processes and leveraging our Global - Local approach

• Expansion - enter and focus on key markets that drive 93% of regional GDP

Partnership approach

Global infrastructure

Best in class expertise

Innovation and technology

Capital availability

+

Market expertise

Local - regional brands

Passion

Human capital

Local Infrastructure

Local P

artne

rs

39

Hit the ground running

Objectives Goals Strategies Measurements

OGSM implementation

LATAM

Integration

• Aligning functions to support the interface and collaboration with global pillars – Synergies

– Processes

– Efficiencies

– Communication

• Managing by thinking globally - acting locally

41

&

Brand penetration

Building a complementary brand portfolio strategy to maximize overall brands

Aligning and executing our global marketing communication

Implementing an effective price strategy

Communication and support from the global product engine to support local needs

42

2

3

4

1

Retail concept for roll out

43

Retail doors

Chile 62

Peru 19 Current door count of 81

44

45

Objectives of retail strategy

1

2

3

Connect with consumers and constantly engage with them through the journey of

parenthood

Maximize visibility and awareness of our brands

Drive rapid and sustainable revenue

46

Building operational capabilities

Key projects

to build operational

excellence

Implement

organizational

structure to support

our growing

business

Support and drive

execution of

business objectives + =

Conclusions

• We have a clear vision

• We have a solid strategic tool

• We have a great team

• ….. We will bring results !!