Full Year Results 2019 Presentation 9 March 2020 Strictly Private - - PowerPoint PPT Presentation

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Full Year Results 2019 Presentation 9 March 2020 Strictly Private - - PowerPoint PPT Presentation

Full Year Results 2019 Presentation 9 March 2020 Strictly Private and Confidential Disclaimer This announcement contains certain forward-looking statements with respect to the financial condition, results or operation and businesses of Network


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SLIDE 1

Strictly Private and Confidential

Full Year Results 2019 Presentation

9 March 2020

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SLIDE 2

Disclaimer

2

This announcement contains certain forward-looking statements with respect to the financial condition, results or operation and businesses of Network International Holdings plc. Such statements and forecasts by their nature involve risks and uncertainty because they relate to future events and circumstances. There are a number of other factors that may cause actual results, performance or achievements, or industry results, to be materially different from those projected in the forward-looking statements. These factors include general economic and business conditions; changes in technology; timing or delay in signing, commencement, implementation and performance of programmes, or the delivery of products or services under them; industry; relationships with customers; competition; and ability to attract personnel. You are cautioned not to rely on these forward-looking statements, which speak only as of the date of this

  • announcement. We undertake no obligation to update or revise any forward-looking statements to reflect

any change in our expectations or any change in events, conditions or circumstances.

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SLIDE 3

Strategic Update

3

Simon Haslam, CEO

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SLIDE 4

4

Not

  • tes: 1
  • 1. For definitions of Alternative Performance Measures and Key Performance Indicators, see pages 34-35

Performance Heritage & scale Network & reach

>25 years

Operating in payments

Technology & capabilities

USD43.8bn

Total processed volume1

752m

Total number of transactions1

14.2m

Total number of cards hosted1

>70,000

Merchants

>200

Financial Institutions

>50

Countries across the MEA

Network One Network Lite

Market leading technology platforms

>USD120m

Invested in our completed technology transformation

>15,000

Customers already using our new POS devices

USD334.9m

Revenue

48.6%

Industry leading underlying EBITDA margins1

13.3%

Underlying EBITDA1 growth

Only pan-regional provider

  • f digital payment solutions

at scale, with presence across the entire payments value chain, delivering integrated omnichannel payments services to our customers

Enabling commerce in the world’s most underpenetrated payments markets

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SLIDE 5

Strong financial performance and positive strategic progress

5

Notable customer wins and contract renewals Successful N-Genius rollout and good traction on other products Customers migrated to next generation technology platforms and transformation complete Growth accelerators and Mastercard initiatives well underway

Underlying EPS1

USD21. D21.0 c 0 cents

+7.5% YoY Underlying EBITDA1

USD172. D172.3m 3m

+13.3% YoY

Not

  • tes: 1
  • 1. For definitions of Alternative Performance Measures and Key Performance Indicators, see pages 34-35

Underlying FCF1

USD103. D103.2m 2m

(5.7)% YoY Revenues

USD334. D334.9m 9m

+12.4% YoY

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SLIDE 6

Our strategic priorities remain unchanged

6

OUR STRATEGY

Providing solutions that allow our customers to bring digital payments to more consumers, leveraging our scale and competitive advantage

  • Leveraging technology and building capabilities
  • Developing commercial arrangements with strategic partners
  • Pursuing opportunities for acceleration
  • Capitalising on digital payments adoption and supporting

financial inclusion

  • Expanding customer base and focusing on high value segments
  • Expanding product range and market penetration
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SLIDE 7

7

Source ce: : Edgar Dunn and Company (EDC) Market Attractiveness Report, 2017 data Not

  • tes: 1
  • 1. POS transactions, excludes ATM transactions

Middle East Africa

USD0bn USD100bn USD200bn USD300bn 2012 2017 2022

Marke ket g growth wth i in value o

  • f c

card t transacti tions1 10 10% C CAGR GR

USD0bn USD100bn USD200bn USD300bn 2012 2017 2022

Marke ket g growth wth i in value o

  • f c

card t transacti tions1 16 16% C CAGR GR

End-to-end capabilities anchor our competitive position

  • Long-term track record, entrenched relationships
  • Market leading technology and products
  • Barriers to entry high and new entrants present opportunities
  • Localised approach (schemes, currencies, languages, regs)
  • Continued outsourcing, exemplified by new customer wins
  • Bringing best in class service and products

Capitalising on digital payments adoption: Growth opportunity in our regions remains significant

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SLIDE 8

Pursuing opportunities for acceleration – Saudi Arabia: Potential to become our second largest market

8

Source: e: EDC Market Attractiveness Report, 2017 data; General Authority For Statistics KSA. Not

  • tes: 1
  • 1. Annual population growth in 2017. 2. Projected 2022 volume of non-cash transactions by percentage

Well positioned as an

  • utsourcing partner

Card and digital payments adoption at an early stage

70% 70% 14% 14% 9% 9% Vision 2030 target 2022 projection 2017

Market d data: card s shar are of t tran ansactions by v volume

2

33. 33.4m

Total p al population ion Growth wth o

  • f 2.

2.5% 5%1

(Versu sus t s the UAE at at 15% 15%)

c50 50%

Of t the p populati tion <30 ye year ars o

  • f a

age

  • Majority of transactions processed in-house by domestic banks
  • No significant independent payments processors of scale or with on-soil presence
  • Intention to deploy on-soil presence to meet outsourcing regulatory requirements
  • Successful track-record of delivery in neighbouring UAE
  • Working collaboratively with the regulator - SAMA

cUSD1bn addressable payments revenue pool

1. 1.4

Cards per a adult

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SLIDE 9

Pursuing opportunities for acceleration – Saudi Arabia: Considered and phased investment approach

9 To expand our services; regulator requires on-soil presence Investment in local data centre and technology capabilities Capital investment up to USD20m

Strategic plans for 2020

Set up legal entity and office Included in the SAMA sandbox Processing a small volume of payments

  • ut of Dubai for 4 customers

Milestones in 2019

Incremental revenue generation from the start of 2022 Initial focus on prepaid card solutions, followed by debit, credit and acquiring Remainder of capital investment up to USD5m

2021 and onwards

Long-term

  • bjectives

Establish leadership in market Potential to generate up to 10% of total revenues EBITDA margin slightly below Group average

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SLIDE 10

Expanding customer base and focusing on high value segments: Diversified customer base across the business

10

Merchant solutions customers Issuer solutions customers

>90% of revenues are recurring Top 10 customers contribute c37% of revenue

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SLIDE 11

Expanding customer base and focusing on high value segments: New business generation across regions

11

New customer wins and partnerships Contract extensions and expanded mandates Effective cross-sell of products and value-add services Middle E East Africa ca

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SLIDE 12

12

Expanding product range and market penetration: Reinventing the point of interaction for our customers

POS Online On-The Go

Network One Network Lite 3rd party platforms

Analytics & Reporting Fraud& Security FXSolutions Alt Payments

  • Omnichannel approach provides a single view of consumer data

and behavior

  • Proprietary software and cloud based system enable swift and

agile product updates

  • Can swiftly integrate alternative payments such as Google Pay,

Apple Pay, Alipay

  • Fresh look and feel – modern, lightweight, unobtrusive

Benefits of our N-Genius product suite

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SLIDE 13

13

Expanding product range and market penetration: Over 15,000 N-Genius POS rolled out in the UAE

Allows consumer purchases to be processed live in-flight No need to wait until landing and batch process Substantially reduces failed or fraudulent transactions N-Genius POS being rolled

  • ut across fleet

N-Genius in action: Emirates case study

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SLIDE 14

Expanding product range and market penetration: Growth in cross-selling and Value Added Services

14

Strong Internal Governance Strong Internal Governance

  • Customer demand encouraging
  • N-Genius POS now live in four countries
  • Rollout aligned with major customers and markets
  • Online gateway to follow

N-Genius in rollout across Africa Next generation POS in development Good demand for N-Genius online Issuer solutions in strong growth

Proprietary, market leading online gateway Giving our customers a truly omnichannel approach In rollout and used by over 300 UAE customers

  • Micro POS device that allows consumer to use their

smartphone as the PIN keypad

  • Our lowest cost device
  • Planned launch H2
  • Card Control in demand by a number of financial

institutions; ADCB in UAE, First Bank of Nigeria

  • Falcon has seen strong uptake since launch across all regions

First to launch Direct Currency Conversion (DCC) at ATMs for Visa in the region

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SLIDE 15

Fully integrated

  • Improved service levels for customers
  • Cross-selling more effectively
  • Omnichannel approach

Agile

  • Greater ease of innovation
  • Flexible tech assist software development
  • Enabled 15x increase in processing capacity

Pan-regional

  • Serves customers across our regions
  • Faster entry to new markets
  • Enables uniform sales approach

15

Leveraging technology and building capabilities: Successfully transitioned customers to new platforms

Network One Network Lite

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SLIDE 16

Developing commercial arrangements with strategic partners: Digitising our capabilities

16

Develop new solutions and alternative payment methods:

  • Enabling QR code or text message supported payments, through

mobile devices, for issuers and merchants

  • Enabling mobile based virtual card creation for consumers

Drive payments growth: Using existing card and POS models, with a

future vision to extend beyond

Address regional trends: Need for low cost solutions, low levels of

financial inclusion, fragmented infrastructure

Put customers first: By improving interoperability between participants in

the ecosystem and working with mobile network operators

Developing capabilities to lead and respond to digital trends in our region

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SLIDE 17

Developing commercial arrangements with strategic partners: Enabling digital payment capabilities

17

Technical and functional requirements

  • Core digital platform will be integrated with card schemes, as well as Network

International’s card management systems & acquiring systems

Payment process

  • Merchant launches app and generates QR code by entering payment amount
  • Scanned by customer with payment confirmation through SMS or app notification

Alignment with our digital strategy

  • Lowers the cost of acceptance significantly for merchants
  • Removes expensive barrier of POS hardware

Merchant set up

  • Merchant downloads app and acquirer provides authentication and credentials

We are developing additional capabilities which will enable numerous mobile use cases including, QR code payment functionality for small merchants which have no existing payment acceptance capabilities

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SLIDE 18

Financial Review

18

Rohit Malhotra, CFO

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SLIDE 19

Strong financial performance, in line with expectations

19

Underlying FCF1

USD103.2m

(5.7)% YoY

Tech transformation capex complete. Growth capex deducted from uFCF in line with best practice

Underlying EPS1

USD21.0 cents

+7.5% YoY

Strong growth, even after absorbing finance cost increase and investing to grow

Revenues

USD334.9m

+12.4% YoY

>90% of revenues are recurring

Underlying EBITDA1

USD172.3m

+13.3% YoY

Stable margin after incremental plc costs

Not

  • tes: 1
  • 1. This is an Alternative Performance Measures (APM). See pages 34-35.
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SLIDE 20

Merchant Solutions performance reflects solid TPV growth

20 136.3 152.5

2018 2019

11.9%

Revenue (USDm)

39.9 43.8

2018 2019

KPI Total processed volume (TPV) (USDbn)1

9.6%

  • Solid TPV growth, driven by
  • Direct acquiring, underpinned by Government,

Education & Retail sectors

  • Expanded acquirer processing relationships
  • Focus on growing SME relationships
  • Growth in contactless diluted average TX value
  • Product cross-sell with N-Genius, Multi-Currency Pricing

(MCP) and Value Added Services

Value Added Services

Gross merchant servicecharge Scheme fee Interchange fee

  • Net merchant service charge

=

TPV Other revenue drivers

Sale and rentalof POS terminals Transaction fees and other charges (FX markup, chargeback,etc.)

Notes: 1. This is a KPI. See pages 34-35

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SLIDE 21

Strong transaction growth in Issuer Solutions

21

Not

  • tes: 2
  • 2. Growth in number of cards hosted, adjusted for the exit of First Gulf Bank.

Not

  • tes: 1
  • 1. This is a KPI. See pages 34-35

157.1 177.6

2018 2019

13.1%

Revenue growth (USDm)

  • Strong underlying volume growth in cards hosted

(adjusting for FGB exit) and transactions

  • Supported by cross-sell of product capabilities: Card

Control, DCC for Visa at ATMs, and others

  • Project revenues also showed strong growth

Number of cards

Fee per card

Number of transactions

Fee per transaction (Blended or tiered)

Other revenue drivers

Value Added Services (Fixed fee or fee per card/transaction)

13 14.2

2018 2019

+4.4%

0.6

+9.3%2 681.4 752.0

2018 2019

+10.4% Average number of cards hosted1 (m) Number of transactions1(m)

KPIs

13.0

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SLIDE 22

Regional performance demonstrates the strong structural

  • pportunity

22

Middle East Healthy growth in both business lines

  • Strong TPV and transaction growth
  • Supported by N-Genius rollout and cross-selling
  • Contract renewals, new customers wins and key new merchants

signed

Africa High growth underpinned by nascent payments market and new customer wins

  • Strong growth in cards hosted and TPV across all regions
  • Number of outsourcing contracts won
  • Supported by contract renewals and cross-selling

USD179.6m

contribution1

73.5% (+30bps)

contribution margin

USD244.4m

revenue

9.2%

increase year-on-year

USD64.0m

contribution1

70.6% (flat y/y)

contribution margin

USD90.5m

revenue

22.2%

increase year-on-year

Not

  • tes: 1
  • 1. This is an Alternative Performance Measures (APM). See pages 34-35
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SLIDE 23

Stable underlying EBITDA margins while absorbing public company costs

23

Underlying EBITDA1 bridge (USDm)

Underlying EBITDA increased 13.3% year-on-year

  • Revenues converted to contribution efficiently; normalising for incremental plc costs, margins were 100 bps higher YoY
  • Good control of personnel cost growth, while investing to strengthen our capabilities in certain functions
  • Increase in selling, operating & other expenses largely reflects third party processing costs, which are directly linked to revenue growth

and new products

  • Share of TG Cash EBITDA increased due to acquisition of G4S Cash Services and organic growth in the business

152.0 172.3 37.0 3.2 (6.4) (13.5)

2018 Underlying EBITDA Revenue Underlying Personnel Costs Underlying SGA Expenses TG Cash EBITDA 2019 Underlying EBITDA

48.9%2 48.6%2

Not

  • tes: 1
  • 1. This is an Alternative Performance Measures (APM). See pages 34-35

Not

  • tes: 2
  • 2. Underlying EBITDA margin excludes share of an associate, TG Cash.

(4.2) (15.7)

Underlying Selling, Operating & Other Expenses

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SLIDE 24

Solid underlying net income progression

24

Net income bridge (USDm)

Underlying net income1 increased 7.5% year-on-year

  • Underlying D&A increase driven by hardware and software additions in 2019, and annualisation of 2018 maintenance and growth capex
  • Net interest reflects usage of the financing facility, working capital facility and amortisation of debt issuance cost
  • Favourable tax regime with stable underlying effective tax rate of 6%

172.3 59.0 104.8 ( 36.1 ) ( 24.8 ) ( 6.6 ) ( 30.8 ) ( 14.9 )

2018 Underlying EBITDA Underlying D&A Net Interest Expense Taxes Underlying Net Income SDI - EBITDA SDI - Net Income Profit from Continuing Operations

Not

  • tes: 1
  • 1. This is an Alternative Performance Measures (APM). See pages 34-35

2019 Underlying EBITDA

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SLIDE 25

SDIs predominantly related to IPO costs and expected to decline significantly next year

25

Twelve months ended 31 December 2019 USDm 2019 2018 Guidance

SDIs affecting EBITDA 30.8 21.3

  • Approx. USD13m in 2020

M&A and IPO related costs 16.1 3.7 IPO costs no longer recurring Share based compensation 10.7 10.9 Related to incentive programme in place prior to IPO. Will recur until 2021, after which no further costs will be incurred Reorganising, restructuring & settlements 2.1 3.4 Arising from one-off initiatives to reduce the ongoing cost base and improve efficiency of the business Other one-off items 1.9 3.4 Primarily unrealised (gain)/loss on foreign currency balances & provisions against unrecoverable balances and settlement accruals SDIs affecting net income 14.9 14.1

  • Approx. USD18m in 2020

Amortisation linked to IT transformation 10.7 5.5 Transformation capital spend completed Amortisation of acquired intangibles 4.2 4.2 Related to EMP acquisition in 2016 Tax expense for legacy matters

  • 4.4

No charge during 2019 Total SDIs 45.8 35.4

  • Approx. USD31m in 2020
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SLIDE 26

26

Transformation1(46% of total capex)

  • Development of new technology platforms
  • WAY4 card management system – includes migrations
  • Upgrade Base 24 Switch including capacity increase
  • Investment in proprietary online payment gateway
  • Enabling a number of improvements
  • Improved speed and reliability of processing
  • A 15x increase in processing capacity
  • Easier deployment into new markets

ii) Growth

  • Procurement of POS terminals for new customers
  • On boarding new customers
  • Product development; N-Genius suite

i) Maintenance

  • Enhancement of existing hardware, storage and compliance
  • Procurement of POS terminals for existing customers
  • One central facility in Cairo to drive productivity gains

2 1

Capital expenditure (USDm)

Investment approach supports our strategy and transformation spend now complete

Not

  • tes: 1
  • 1. D&A charge on transformation capex is part of SDIs affecting net income.

Core capex (54% of total capex) USD19. 19.9m 9m (24% 24%) USD25. 25.4m 4m (30% 30%) USD38. 38.6m 6m (46% 46%)

18.0 25.4 16.5 19.9 31.6 38.6

2018 2019 Maintenance Growth Transformation

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SLIDE 27

Good underlying FCF conversion while investing for growth

27

Underlying FCF1 bridge (USDm)

172.3 103.2 (13.3) (10.4) (25.4) (20.0)

Underlying EBITDA Changes in Narrow Working Capital Taxes Paid Maintenance Capex Growth Capex Underlying Free Cash Flow 2019

Underlying FCF conversion remains strong at 60%, while also reflecting our growth investment

  • Working capital reflects movement before settlement related balances at 4% of revenue
  • Tax payment reflects business growth in taxable jurisdictions and some payments related to the prior year
  • Capital investment is aligned to our strategy & growth capex now deducted from uFCF in line with best practice
  • Proposed dividend of USD3.1 cents per share, in line with policy

Not

  • tes: 1
  • 1. This is an Alternative Performance Measures (APM). See pages 34-35
  • Now deducted from uFCF in line

with best practice

  • Conversion before deducting

growth capex would have been 71%.

(13.3) (10.4) (25.4) (19.9)

2019 Underlying EBITDA

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SLIDE 28

Capital allocation priorities linked to strategic delivery and driving further growth

28

Maintenance & growth capital investment

1

Growth accelerators including selective M&A

2

Payment of the ordinary dividend

3

Strong balance sheet

  • Currently 1.6x1 Net Debt:Underlying EBITDA
  • Intention to refinance with headroom up to USD525m

− Amortised repayments from 2022, interest rate in line with current facility

  • Provides further flexibility for growth accelerators

Not

  • tes: 1
  • 1. This is an Alternative Performance Measures (APM). See pages 34-35
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SLIDE 29

2020 financial guidance: underlying business momentum remains strong

29

Underlying EBITDA margin: Slight dilution is a reflection of investing to grow our position in newer markets, accelerate our separation of shared services from Emirates NBD, and revenue mix Underlying depreciation and amortisation charge cUSD42-44m Core capex, for both maintenance and growth at 11-12% of revenues SDIs will impact 2020 EBITDA and net income by cUSD13m and further cUSD18m respectively, significantly lower than prior year Capex to unlock Saudi market up to USD20m (total project up to USD25m) and enable ENBD separation up to USD20m (total project up to USD30m) Transition from cash to digital payments and our strong competitive position underpins our revenue growth, and will be further accelerated by the Mastercard agreement Coronavirus has reduced client transaction volumes in recent weeks: The full impact remains uncertain and we continue to monitor closely

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SLIDE 30

Closing remarks

30

Simon Haslam, CEO

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SLIDE 31

Presence across the payments chain and pan MEA approach anchor our competitive advantage Focus on strategic execution to consolidate our market position and drive growth Our markets continue to demonstrate a fast moving transition from cash to digital payments. Coronavirus is impacting global travel and spending patterns, we are monitoring closely

Compelling growth opportunity, with potential to accelerate through disciplined investment

31

Mastercard partnership supports our development of digital and mobile payments capability Multiple growth accelerators through market consolidation, substantial outsourcing contracts where conversations are making good progress, or selective acquisitions

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SLIDE 32

Appendix

32

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SLIDE 33

Strong secular growth drivers compounded by attractive macro and demographic trends Significant scale and leadership in our markets Diversified and resilient businessmodel, operating across the entire payments value chain Well-invested and integrated omni-channel technologyplatform

1

Growth strategy with potential for further accelerators Experienced, world-class management team in the sector

33

Investment case

Strong financial track record

2 3 4 5 6 7

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SLIDE 34

Alternative performance measures

34 The Group uses these Alternative Performance Measures to enhance the comparability of information between reporting periods either by adjusting for uncontrollable or one-off items, to aid the user of the financial statements in understanding the activities taking place across the

  • Group. In addition these alternative measures are used by the Group as key measures of assessing the Group’s underlying performance on day-to-

day basis, developing budgets and measuring performance against those budgets and in determining management remuneration. Consta tant Curr rrency cy Rev even enue: is current period revenue recalculated by applying the average exchange rate of the prior period to enable comparability with the prior period revenue. Foreign currency revenue is primarily denominated in Egyptian Pound (EGP). The other non US backed currencies that have a significant impact on the Group as a result of foreign operations in Nigeria and South Africa are the Nigerian Naira (NGN) and the South African Rand (ZAR) respectively. Con

  • ntrib

ibution

  • n : Contribution is defined as business segment revenue less operating costs (personnel cost and selling, operating & other expenses)

that can be directly attributed to or controlled by the segments. Contribution does not include allocation of shared costs that are managed at group level and hence shown separately under central function costs. Underlying EBITDA DA : is defined as earnings from continuing operations before interest, taxes, depreciation and amortisation, impairment losses on assets, gain on sale of investment securities, share of depreciation of an associate and specially disclosed items affecting EBITDA. Underly lyin ing EBITDA DA Mar argin in Excluding Share re of

  • f Assoc
  • ciat

ate : is defined as Underlying EBITDA before Share of Associate divided by the total revenue. Underly lyin ing Effe Effective Tax ax Rate te : is defined as the underlying taxes as a percentage of the Group’s underlying net income before tax Underlying Net et Income

  • me: represents the Group’s profit from continuing operations adjusted for impairment losses on assets, gain on disposal of

investment securities and specially disclosed items. Underly lyin ing Earnings gs per share re : is defined as the underlying net income divided by the number of ordinary shares (i.e. 500,000,000). Specially ally dis isclos losed items ms: are items of income or expenses that have been recognised in a given period which management believes, due to their materiality and being one-off / exceptional in nature, should be disclosed separately, to give a more comparable view of the period-to-period underlying financial performance Underlying Fr Free Ca Cash Flow low : is calculated as underlying EBITDA adjusted for changes in working capital before settlement related balances, taxes paid, maintenance capital expenditure and growth capital expenditure

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SLIDE 35

Key performance indicators

35 To assist in comparing the Group's financial performance from period-to-period, the Group uses certain key performance indicators which are defined as follows. Tot

  • tal P

l Proc

  • cessed V

Volu

  • lume (

(TPV) ( (USD mi mill llio ion) TPV is defined as the aggregate monetary volume of purchases processed by the Group within its Merchant Solutions business line. Number o

  • f c

cards h hoste ted ( (million) Number of cards hosted is defined as the aggregate number of cards hosted and billed by the Group within its Issuer Solutions business line. Numb mber o

  • f t

tran ansac action

  • ns (

(mi million

  • n)

Number of transactions is defined as the aggregate number of transactions processed and billed by the Group within its Issuer Solutions business line.