Teleperformance Group Overview Including Q1 2018 Quarterly - - PowerPoint PPT Presentation

Teleperformance Group Overview

Including Q1 2018 Quarterly Information

▪ The consolidated financial statements have been audited and certified. ▪ All forward-looking statements reflect Teleperformance management’s present expectations of future events and are subject to a number of factors and uncertainties that could cause actual results to differ materially from those described in the forward-looking

• statements. For a detailed description of these factors and uncertainties, please refer to the “Risk Factors” section of our Registration

Document, available at www.teleperformance.com. Teleperformance undertakes no obligation to publicly update or revise any of these forward-looking statements.

DISCLAIMER

AGENDA

TELEPERFORMANCE AT A GLANCE STRATEGY AND GOVERNANCE Q1 2018 REVENUE AND OUTLOOK APPENDICES MARKET ENVIRONMENT 1 2 3 4 STRATEGY IN ACTION: ACQUISITION OF INTELENET 5 6

4

DETAILED AGENDA

1.

• 1. TELEPERFORMANCE AT A

A GL GLANCE 2.

• 2. MARKET EN

ENVIRONMENT 3.

• 3. STRATEGY AND

D GO GOVERNANCE 4.

• 4. STR

TRATEGY IN IN ACTI TION: ACQUISITION OF OF INTE INTELENET

Tel eleperformance at a a glan glance St Strategy Governance Mar arket en environment in in Core Ser Services 17-20 5-10 21-22 11-14

p.

• p. 5-10

10 p.

• p. 11

11-16 16 p.

• p. 17

17-22 22 p.

• p. 23

23-34 34

Ac Acquisi sition rationale 24-25 31-34 Fin Financial im impact for

• r Tel

eleperformance Mar arket en environment in in Sp Specialized Ser Services 15-16

6. . APPE PPENDICES p.

• p. 41

41-70 70

Key dif differentiating fact actors 59-60 Governance structure and and Tel eleperformance shar shareholding 61-69 70 20 2017 17 Ann Annual Resu esults Alt Alternative Perf erformance Meas easures 41-58 Ap Appendix 1 Ap Appendix 2 41-60 61-70

5. . Q1 1 201 2018 RE REVENUE AND D FY Y 201 2018 OU OUTLOOK p.

• p. 35

35-40 40

Q1 Q1 20 2018 18 Revenue FY FY 20 2018 18 Outl utlook 26-30 Intelenet bus business ss overview 35-39 40

TELEPERFORMANCE AT A GLANCE

1

5

TELEPERFORMANCE AT A GLANCE

KEY MILESTONES OF A GROWTH STORY…

6 TELEPERFORMANCE #1 IN FRANCE TELEPERFORMANCE #1 IN EUROPE TELEPERFORMANCE WORLDWIDE LEADER 1978

Founded in 1978 in France First listed on the Paris stock market

1986

Started

• perations in the

US

1993

Acquisitions in Argentina and Brazil

1998

Acquisition in Mexico

2002

Acquisition

• f The

Answer Group (US)

2008

Acquisition of BeCogent (UK) & Teledatos (Colombia)

2010

Full control of TLScontact

2012

Acquisition of Aegis USA (US)

2014

Acquisition of LanguageLine Solutions

2016 … STRENGTHENING ITS VERTICAL EXPERTISE AND SPECIALIZED SERVICES ▪ Starting 40 years ago, ongoing growth story, either organically and through high profile acquisitions

Acquisition of Intelenet

2018 2003

Offshore programs launched

Founded in

1978

Worldwide leader with 2017 revenue of

€4.2bn 223,000

Employees Serving 160+ Markets Operations in

76 countries 171,000/

Workstations

350

Contact centers in 265 Languages

▪ Nearly 12,000 workstations opened in 2017 ▪ New countries: Peru and Kosovo

Teleperformance in 2017

New site in Peru Countries where TP operates New site in Kosovo

TELEPERFORMANCE AT A GLANCE

…TO BECOME THE WORLDWIDE MARKET LEADER LEVERAGING A UNIQUE GLOBAL NETWORK

7

▪ Mission: Teleperformance people, “all over the world, all around the clock”, helping people address their day-to-day issues, in an even more changing and complex environment ▪ A global service provider focused on the customer experience services requiring strong processes, right people and innovation capabilities to succeed ▪ From Core Services to Specialized Services: strengthening the Group profile with higher added-value services

TELEPERFORMANCE AT A GLANCE

…TO PROVIDE A FULL RANGE OF SERVICES IN CONSTANT EVOLUTION

Specialized Services 15% Core Services 85%* EWAP 39% 15% CEMEA 20% Ibero- LATAM 26%

Revenue by activity in 2017

* Core Services split by linguistic region:

• EWAP English-speaking market and Asia-Pacific (the US, Canada, the UK, the Philippines, China, India, etc.)
• Ibero-LATAM

Latin American countries (Brazil, Mexico, Colombia, etc.), Portugal and Spain

• CEMEA

Continental Europe, Middle East & Africa

▪ Core Services:

• Customer services
• Technical support
• Client acquisition
• Inbound interaction activities represents 85% of Core Services revenue

▪ Specialized Services:

• Online interpreting services (LanguageLine Solutions)
• Visa application management services (TLScontact)
• Analytics and consulting solutions (Praxidia)
• Accounts receivable management services (AllianceOne Receivables Management)
• Collaborative CX platform (Wibilong)
• Integrated Digital Solution (Intelenet – acquisition announced on June 14th, 2018)

8

▪ Over the last 5 years, Teleperformance has been recognized:

TELEPERFORMANCE AT A GLANCE

A GLOBAL LEADERSHIP RECOGNIZED IN THE INDUSTRY

Teleperformance is also active in Corporate Social Responsability and Group’s employee voluntary contribution ”Citizen of the World” program has raised close to US$34M in cash and in kind, utilized to support the communities in which Teleperformance operates 26 times by Frost & Sullivan 5 times as a leader in Gartner Magic Quadrant 5 times as the leader by Everest Best Place To Work certified 26 times in 8 countries Best Employer certified 26 times in 16 countries ▪ Probably the most ever recognized company in the CX outsourcing industry 9

▪ Profitable growth story

TELEPERFORMANCE FINANCIAL TRACK RECORD

…WITH A PROVEN FINANCIAL TRACK RECORD (2011-2017)

€ M

2011 2012 2013 2014 2015 2016 2017* Average 2011-2017 Revenue 2,126 2,347 2,433 2,758 3,398 3,649 4,180 Group LfL growth + 3.5% + 6.9% + 7.9% + 9.9% + 7.5% + 7.4% + 9.0% + 7.4%

EWAP + 6.5% + 3.2% + 8.1% + 12.5% + 4.4% + 4.5% + 1.6% + 5.8% Ibero-LATAM + 10.5% + 16.5% + 11.2% + 6.8% + 7.8% + 11.3% + 22.4% + 12.4% CEMEA (5.2)% + 2.6% + 4.6% + 9.5% + 12.8% + 9.5% + 8.1% + 6.0% Specialized Services + 10.4%

Current EBITDA 268 306 325 376 492 558 720

% revenue 12.6% 13.0% 13.4% 13.6% 14.5% 15.3% 17.2%

Current EBITA 181 214 226 267 351 408 556

% revenue 8.5% 9.1% 9.3% 9.7% 10.3% 11.2% 13.3%

Net profit – gr. share 95 129 129 150 200 214 312 Diluted EPS (€)* 1.63 2.27 2.27 2.62 3.45 3.67 5.31

Growth + 28.3% + 39.3% + 0.0% + 15.4% + 31.7% + 6.4% + 44.7% + 23.7%

Net capex 96 108 126 157 172 190 147

% revenue 4.5% 4.6% 5.2% 5.7% 5.0% 5.2% 3.5% 4.8%

Net Free cash flow 88 95 64 93 202 236 324

% current EBITDA 33% 31% 20% 25% 41% 42% 45%

* Data by linguistic region related to core services activity since 2017 Definition of the Alternative Performance Measures in appendix

10

MARKET ENVIRONMENT

2

11

▪ Growth market outlook

• Total market up ~+ 2-3 % p.a. (in $)

More interactions driven by mobility revolution and new digitized activities

• Outsourcing market up ~+ 5% p.a. (in $)

▪ Increasing share of outsourcing

• The industry has evolved from low complexity work to a broad

range of services that drives the customer experience

• Outsourcing providers are gaining share globally, delivering

greater value than in-house centers in a more complex and demanding environment: quality, security, digitization,

• mnichannel, globalization
• Dynamic regions

MARKET ENVIRONMENT IN CORE SERVICES

A SIZEABLE CUSTOMER EXPERIENCE (CX) MARKET WITH OUTSOURCING PENETRATION REMAINING LOW

78% 75% 22% 25%

2010 2016 Outsourced In-house

280-300 310-335 100% =

* Overall contact center spend including payment collections - Source: Everest (2017)

Contact center sourcing mix* (2010-2016)

$bn

12

▪ Global outsourced customer experience (CX) market size in 2017: 72bn US dollars* ▪ North America is the largest market, with 42% of the volumes ▪ The fastest growing markets are LATAM nearshore for North America, and Asia-Pacific offshore and domestic

MARKET ENVIRONMENT IN CORE SERVICES

A SIZEABLE MARKET WITH COMPELLING MID-TERM MARKET GROWTH

Global outsourced CX market* (2017-2020) $bn 2017 Global outsourced CX market – Breakdown by region* (%)

* Excluding payment collections - Source: Frost & Sullivan (2017) 66.1 68.1 71.7 75.1 78.8 82.6 3.1% 5.3% 4.7% 4.9% 4.9%

• 7,00%
• 5,00%
• 3,00%
• 1,00%

1,00% 3,00% 5,00% 30 40 50 60 70 80 90

2015 2016 2017e 2018e 2019e 2020e

Annual growth APAC offshore 16% APAC 22% EMEA 25% LATAM 11% LATAM

• ffshore

4% North America (dom.) 22% North America 42%

13

Regions CAGR 2017 – 2020 North America (NA) dom. LATAM nearshore for NA APAC offshore for NA + 1.8% + 7.1% + 7.0% Total NA + 4.4% LATAM dom. + 4.5% Asia-Pacific dom. + 6.0% EMEA + 4.6% Total outsourced market + 4.8%

▪ Worldwide leader in its core services market with a unique global positioning, as more diversified than competitors ▪ A still fragmented market, with Teleperformance market share at 6%, being consolidated by its leaders ▪ Enlarged competitive environment resulting from the evolution of Teleperformance business mix profile

MARKET ENVIRONMENT IN CORE SERVICES

COMPETITIVE ENVIRONMENT

• 2 000

4 000 * Based on company’s press release and publications

Top direct competitors in contact centers outsourcing – ranking by revenue in 2017*

($m)

Ranking by number of countries - footprint* (2017)

# Market players Countries 1 Teleperformance 76 2 Convergys 33 3 Webhelp 28 4 Arvato CRM 27 5 Concentrix 25 6 Acticall Sitel 24 7 TTEC (Teletech) 23 8 Transcom 20 8 Sykes 20 9 Sutherland 19 10 Alorica 16

14

MARKET ENVIRONMENT IN SPECIALIZED SERVICES

EVOLUTION OF THE COMPETITIVE ENVIRONMENT

15

▪ Competitive environment enlarged to Consulting, BPM and IT services

Teleperformance

Convergys Arvato Webhelp Concentrix TTEC (Teletech) Sitel/Acticall Sykes Alorica/EGS Atento Konecta Transcom

Accenture Cap Gemini Wipro Cognizant Genpact Tata Consulting Services (TCS) Global players in Consulting and Strategy BPO companies based in India, IT service suppliers Customer Experience Management

Revenues Worldwide footprint

With Intelenet acquisition

▪ LanguageLine Solutions is the leader of over-the-phone and video interpreting solutions in North America with a market share of 60% ▪ TLSContact is a major player in the global outsourced visa application management market (40 millions visa applications)

MARKET ENVIRONMENT IN SPECIALIZED SERVICES

FAST GROWING NICHE MARKETS

*LEP (Limited English Proficiency) Source: Common Sense Advisory, Steer Partners; U.S. National Population and LanguageLine Solutions estimates

US over-the-phone interpreting market (2012-2018e) World visa application management market outsourcing rate in 2016 – in %*

16

• C. €500M
• C. €700M
• C. €900M

2012 2015 2018e 23.1 31.8 47.0 63.2

67.3

1980 1990 2000 2014 2020 31% 69% Outsourcing In-house 30% 10% 60% VFS TLScontact Others Market share of the main players in the global markets of visa application management in 2017 – in %*

* In terms of visa application number Source: D&B Visa Application Outsourcing report (2013) and Group estimates

Increase in the number of non-English speakers* in the USA c.12% c.9%

11.0% 13.8% 17.9% 21.1% 20.1%

Annual growth rate

STRATEGY AND GOVERNANCE

3

17

▪ Confirmation of the 5 year strategic plan and 2022 financial objectives

• Revenue > 6 bn euros
• Like for like growth > + 6% CAGR
• EBITA + 850 million euros
• > 20% of revenue from Specialized Services
• Ongoing M&A strategy focused on Specialized Services (bringing additional revenue of c.500 millions euros)

STRATEGY AND GOVERNANCE

CONFIRMATION OF THE 2022 FINANCIAL OBJECTIVES AND NOMINATION AT THE BOARD OF DIRECTORS

18

▪ Guarantying strong delivery and sustainability for multinational companies Worldwide leader in outsourced customer experience management for the last 10 years ▪ 350 sites in 76 countries Unique geographic footprint ▪ Awarded for Innovation in Security and Privacy by International Association of Privacy Professionals (IAPP) ▪ Certified with the Binding Certification Rules (BCR) by the CNIL Diversified vertical client base ▪ Documented, standardized and audited operational procedures around the world Consistency across geographies ▪ Providing a seamless customer experience with TP Client, a proprietary integrated omnichannel CRM solution Integrated omnichannel solutions ▪ Supported by world class, global "Subject Matter Experts" sharing worldwide best practices and bringing value-added solutions Worldwide leader in data security protection (culture, process and tools) ▪ The highest credit rating in the industry Rated BBB-/ Investment Grade by S&P

Differentiating factors Strategic assets

STRATEGY AND GOVERNANCE

THE KEY DIFFERENTIATING FACTORS

19

STRATEGY AND GOVERNANCE

2018-2022 STRATEGIC DEVELOPMENT PLAN: THE FIVE MAIN STRATEGIES

Organic growth External growth

Geography ▪ Continued expansion into:

• BRICS ( Brazil, Russia, India, China and South Africa)
• MIST (Mexico, Indonesia, South Korea and Turkey)

* Customer Experience Optimizer

Vertical Innovation High-value Consulting & Analytics solution (CXO*) Strategic acquisitions ▪ Strengthen sector expertise in high potential verticals, including:

• IT, retail, financial services and IoT

▪ Digital and omnichannel integration aiming at:

• More efficient management of client interactions, with the gradual integration of Artificial Intelligence into the

Group’s omnichannel solutions

• Strengthening Group’s positioning in the collaborative economy and marketing platforms (Wibilong acquisition)

▪ Launch of Praxidia in 2018, a new high value-added consulting offering in the area of customer experience based on:

• Group’s unique knowledge of companies’ grassroots customer experience requirements, all over the world
• Group’s expertise in over twenty key sectors, state-of-the-art R&D facilities (CX Lab) and data analytics solutions

(Teleperformance Analytics). ▪ Targeted acquisitions in high-value specialized services

20

▪ Back to a leaner organization with single leadership

• Decided by the Board of Directors following the reassessment of the Group’s governance structure during summer 2017
• Daniel Julien unanimously appointed by the board as Chairman and CEO with the mission to implement the 2018-2022 Strategic

Plan…

• …with the support of a new pack of strong top managers, members of the new Comex
• Olivier Rigaudy unanimously appointed by the Board of Directors as Deputy CEO, in charge of Finance

▪ Strengthened Board of Directors

• Patrick Thomas nominated as a Lead Independent Director, ratified by the Annual General Meting held on April 20, 2018

STRATEGY AND GOVERNANCE

RECENT CHANGE IN THE GOVERNANCE OF TELEPERFORMANCE

21

▪ “Melting pot” of origins and cultures: United States / Continental Europe / Asia / South America ▪ Average age: 53.5 ▪ Average seniority with the Group: 15 years

STARTEGY AND GOVERNANCE

LEANER AND MORE AGILE ORGANIZATION CHART: THE NEW COMEX

* President of the English-speaking market (Canada, Guyana, India, Ireland, Jamaica, Philippines, South Africa, United Kingdom, United States) ** President of the Asia-Pacific region (Australia, China, Indonesia, Malaysia, Singapore)

Daniel Julien Daniel Julien

Chairman and CEO

Jeffrey Balagna

Chief Operating Officer

Alan Truitt

Chief Business Development Officer

João Cardoso

Chief R&D and Digital Integration Officer

Leigh Ryan

Chief Legal and Compliance Officer

Olivier Rigaudy

Deputy CEO in charge of Finance

Brian Johnson* David Rizzo**

EWAP co-Presidents

Yannis Tourcomanis

CEMEA President

Agustin Grisanti

Ibero-LATAM President

Specialized Services Core Services

22

STRATEGY IN ACTION: ACQUISITION OF INTELENET

4

23

▪ Teleperformance is significantly strengthening its added-value Specialized Services business, by acquiring Intelenet, a high-end business services and digital transformation solution provider. 1. Significantly strengthening the Group’s offering and capabilities with Intelenet’s integrated solutions:

• Solution design created by a large consulting force with a wide range of expertise
• Digital integration based on robot process automation (RPA) technology
• Operational excellence, with 55,000 employees working in 40+ locations across India, the

Philippines, the UAE, Poland and Guatemala 2. Integrating experienced and successful Intelenet top management, sharing the same values and strategic vision as Teleperformance ▪ Teleperformance is reinforcing its presence in regions with strong growth potential, in India notably, and continuing to diversify it client vertical portfolio

ACQUISITION RATIONALE

24

TELEPERFORMANCE STRENGTHENS ITS BUSINESS AND FINANCIAL PROFILE BY ACQUIRING INTELENET (1)

▪ Teleperformance is enhancing value creation for its shareholders and is well on the path to achieve its 2022

• bjectives

1. Accretive operation

• Strengthening top line growth, with Intelenet benefiting from strongly positive momentum
• Enhancing Group EBITA margin and cash conversion rate
• Forecasting an accretive impact of around 10% on earnings per share excluding goodwill in 2018*

2. Teleperformance well on path to achieve 2022 objectives

• On track with the Group’s strategic plan, with an increased contribution from the Specialized Services

business, already estimated at around 20% of the Group’s revenue in 2018*

• After the transaction, Teleperformance will be well on the path to achieve revenue of €6 billion+ and

EBITA of €850+ million by 2022

ACQUISITION RATIONALE

TELEPERFORMANCE STRENGTHENS ITS BUSINESS AND FINANCIAL PROFILE BY ACQUIRING INTELENET (2)

25

* With Intelenet consolidated on a 12 month proforma basis

Founded in 2000 and based in Mumbai A leading global provider of high-end business services in a growing industry Annual revenue: US$449 million* EBITDA margin: 18.5%* Positive momentum 55,000 employees Worldwide footprint: 8 countries 4 main service types provided in 25 languages 140+ clients in 6 main client verticals

Intelenet Snapshot

INTELENET BUSINESS OVERVIEW

A GLOBAL, EXPERT AND DIVERSIFIED BUSINESS MODEL

26

Revenue breakdown by service type (2019B) Revenue breakdown by client vertical (2019B)

Industry - Specific Integrated Services 47% Customer Management Services 34% Human Resources Outsourcing 9% Finance & Accounting, Other 10% BFSI* 45% Travel, Transp. & Hospitality 18% Telecom, Media & Technology 10% Public sector 10% Healthcare 6% Other, incl. Retail and Manufacturing 12% United States 35% India** 33% Europe incl. UK 21% Middle East 9% APAC & Other 2%

Internat ational nal busi usine ness client nts* 67% 67%

Revenue breakdown by client geography (2019B)

* global clients with delivery centers in India (offshore), the Philippines (offshore), Europe, the Middle East, and the Americas **India-in-country business segment (all customers in India, all delivery in India) * As of March 31, 2018

INTELENET BUSINESS OVERVIEW

A COMPREHENSIVE SUITE OF BPM SOLUTIONS TO CREATE FURTHER VALUE FOR CLIENTS

27 ▪ Creating further value for the client 1. Helping blue chip clients

• Drive revenue growth
• Deliver operating efficiencies
• Reduce cost of operations
• Increase customer satisfaction

2. With a global delivery approach combining

• Operational excellence
• Process automation
• Consulting capabilities

Transaction Processing Vertical Human Resources Outsourcing Finance & Accounting Services Consulting/ Knowledge Services Digital Offerings Customer Management Services 2 vertical examples: Healthcare: transaction processing related to Revenue Cycle Management in the US healthcare system Financial services: transaction processing related to product underwriting Workforce administration service outsourcing Payroll services outsourcing Claims processing for travel Risk management Procure to pay (vendor payment processing) Order to cash (client order processing) E-services Social media Contact center Robotics solutions Artificial intelligence Machine learnings Analytics services Guidance on operational services Process optimization

Core Business services Next-Gen capabilities

INTELENET BUSINESS OVERVIEW

28

CORE VALUE PROPOSITION TO CLIENTS Cost Benefit Potential

5%

Value Drivers – Technology, Analytics and Process Consulting (TAPTM)

100 5- 10% 10- 15% 25- 40%

40 – 60%

Operating rigor Process

• ptimisation

Automation Labor cost arbitrage

• Solutions driven by Technology and Knowledge Services (Analytics,

Consulting) to deliver additional value to the client

• Agile and responsive to client needs in a dynamic environment
• Track record of delivering excellence and long-term relationships

Professionals with strong analytics expertise and Six Sigma background coupled with excellent business acumen Proven track record of developing best- in-class Business Intelligence and Management Information solutions plus tools & technology in Analytics

• Dedicated team of ~200

digitization experts

• Innovation capabilities
• Robust technology enablers

Operational Excellence Analytical Consulting Tech Tools

Process Consulting Technology Analytics

100 (Current Cost Indexed to 100)

INTELENET BUSINESS OVERVIEW

29

CASE STUDIES

Objective:

The client wanted to set up a mortgage processing unit from an offshore location

Intelenet solution

▪ Business process consultants and experts setting an action plan to build a new organization from scratch in terms of process and technology ▪ Continuous improvement framework was designed and deployed – workforce was trained on Lean Six Sigma ▪ Technology, Analytics & Process

• ptimization

teams were deployed to identify opportunities and drive project execution

Examples of results ▪ Reduced processing time ▪ Reduced mortgage offer cycle from 11 days to 48 hours Objective:

The client was looking for a BPM provider to move critical customer

• perations
• ffshore,

including scheduling changes, exchanges, refunds and duplicate bookings. The client was also looking for reduced costs and increased efficiency through automation

Intelenet solution

▪ Six Sigma and lean initiatives deployed to increase efficiency and ensure process standardization ▪ AI-based automation tools were deployed, notably to calculate fares, refunds and cancellation fees; workflow tool introduced to eliminate errors due to missed deadlines and automate airline and hotel promotion pricing, eliminating manual effort

Examples of results ▪ Cost savings driven by better utilization of FTE ▪ Fewer missed deadlines

IN BANKING IN TRAVEL, TRANSPORT. & HOSPITALITY

INTELENET BUSINESS OVERVIEW

30

INTELENET ACQUISITION CASE

1. A global leader in business services and digital transformation solutions, with deep domain knowledge, including automation, a best-in-class operational framework and a comprehensive range of service offerings to meet client needs 2. Highly skilled team with 200+ data scientists, process champions, and business consultants providing high-end services 3. Market leading position across diversified industry verticals 4. Strong, balanced client portfolio with high average relationship tenure and contract renewal rates 5. The fastest growing company in the industry with best-in-class margins and a strong cash flow profile 6. A stable, proven and experienced leadership team, which has successfully led the firm through its development since 2000 ➢ Intelenet’s complementary differentiating assets to enhance Teleperformance’s market and client partnership positioning, as well as its client stickiness and thus growth sustainability and profitability

▪ Strengthening Teleperformance’s profile & assets and materializing the Group’s long-term strategy

FINANCIAL IMPACT FOR TELEPERFORMANCE

INTELENET FINANCIAL PROFILE

31 ▪ Growth and margin improvement (2015-2018) FY15

(ended March 31, 2015)

FY16

(ended March 31, 2016)

FY17

(ended March 31, 2017)

FY18

(ended March 31, 2018)

Revenue (US$m) 364 422 414* 449 EBITDA 55 61 72 83 EBITDA margin 15.1% 14.5% 17.4% 18.5%

* termination of non-profitable contracts in the UK

FINANCIAL IMPACT FOR TELEPERFORMANCE

FINANCIAL PROFILE AND OUTLOOK BY BUSINESS

32 Revenue (US$m) FY 2018

(ended March 31, 2018) Normative annual growth

Core Services (India) 150 + 10% / + 12% Specialized Services 299 + 10% / + 12% Total 449 + 10% / + 12% EBITDA FY 2018

(ended March 31, 2018)

Margin objective (US$m) Margin

Core Services (India) 12 8.0% 8% / 10% Specialized Services 71 23.5% ~25% Total 83 18.5% ~20%

Strong growth and profitability momentum No synergies factored in

Specialized Services 67% Core Services (India) 33% Specialized Services 85% Core Services (India) 15% Revenue breakdown by business EBITDA breakdown by business

FINANCIAL IMPACT FOR TELEPERFORMANCE

ACCRETIVE IMPACT

33

TELEPERFORMANCE 2018 OBJECTIVES INTELENET

Acquisition impact on TELEPERFORMANCE

Annual like-for-like growth ≥+ 6% + 10% / + 12% > + 1% EBITDA margin EBITA margin Cash conversion rate* Earnings per share**

• ≥13.5%
• ≈20%

≈15% >55% + 20 bps + 20 bps ≈+ 10%

Accretive impact – No synergies factored in Positive impact on the Group’s initial financial annual objectives for 2018

* EBITDA/net free cash flow before interest paid ** 2018 proforma, before amortization of goodwill

▪ Key transaction data 1. Enterprise value: US$1.0 billion 2. Fully financed through debt 3. Transaction expected to close by September 30, 2018, subject to receipt of certain regulatory approvals and

• ther customary closing conditions

▪ Teleperformance financial structure and cash flow generative profile 1. The leverage ratio (net debt/EBITDA) should be below 2.5 on a proforma basis at end-2018 2. Expected to revert to below 1 by 2021 3. Financial profile of the acquisition will strengthen the Group’s ability to generate strong cash flow to reduce debt quickly and/or finance future growth

FINANCIAL IMPACT FOR TELEPERFORMANCE

KEY TRANSACTION DATA AND FINANCING

34

Q1 2018 REVENUE AND FY 2018 OUTLOOK

5

35

Q1 2018 REVENUE

SUSTAINED GROWTH

36

€ millions

Q1 2018 Q1 2017 % change

As reported Like-for-like*

€1 = US$1.24 €1 = US$1.06

Revenue 1,026 1,066

• 3.8%

+ 6.7% ▪ The Group continued to enjoy a strong growth dynamic, despite the high basis of comparison in first-quarter 2017 ▪ Revenue was up + 6.7% like-for-like

* The Group’s alternative performance measures are defined in the appendix

€m ▪ The negative currency effect (translation) mainly reflects the decline in the US dollar and, to a lesser extent, in the Brazilian real and the Colombian peso, against the euro

Q1 2018 REVENUE

REVENUE GROWTH ANALYSIS

1,066 961

• 105

+ 64 1,026 Q1 2017 Currency effect Q1 2017 at constant exchange rates Like-for-like growth Q1 2018

+ 6.7%

like-for-like

37

▪ 24th straight quarter of like-for-like growth of at least + 5%

Q1 2018 REVENUE

SUSTAINED LIKE-FOR-LIKE REVENUE GROWTH, CONFIRMING TELEPERFORMANCE’S STATUS AS A GROWTH COMPANY

Average quarterly like-for-like growth: + 8% + 2% + 5% + 13% + 9% + 12% + 6% + 8% + 7% + 9% + 12% + 13% + 7% + 10% + 6% + 7% + 7% + 6% + 8% + 10% + 6% + 12% + 8% + 7% + 9% + 7%

0% 2% 4% 6% 8% 10% 12% 14% Q1 12 Q2 12 Q3 12 Q4 12 Q1 13 Q2 13 Q3 13 Q4 13 Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15 Q1 16 Q2 16 Q3 16 Q4 16 Q1 17 Q2 17 Q3 17 Q4 17 Q1 18

Estimated average annual market growth: + 5%*

* Source: Frost & Sullivan

Quarterly like-for-like growth (vs same period of prior year) since January 2012 38

Q1 revenue growth by activity and linguistic region (€m) ▪ Core Services

• English-speaking market & Asia-Pacific

– Strong business momentum in the e-tailing, consumer electronics, fast-moving consumer goods, automotive and utilities segments – Weaker performance in the telecommunications segment, especially in the Philippines – Good pace of growth in Asia – Stable business volumes in the United Kingdom

• Ibero-LATAM

– Strong growth, despite a particularly high basis of comparison in Q1 2017 – A very good start to the year in Portugal (multilingual hubs) and Spain – Healthy growth in Mexico – Rapid ramp-up of operations in Peru

• Continental Europe and MEA

– Dynamic growth in revenue from global clients in Eastern Europe, Greece, Egypt and Turkey – Good pace of growth restored in Germany, thanks in particular to the contribution of the new site in Kosovo serving the German market, in Sweden and, to a lesser extent, in France

▪ Specialized Services

– Solid performance by TLScontact, reflecting a satisfactory increase in transaction volumes and sales of add-on services – Temporary slowdown in LanguageLine Solutions’ revenue growth, due to negative calendar effects and a technical incident (rapidly resolved) that adversely affected the volume of billed services

Q1 2018 REVENUE

39

EWAP 425 EWAP 371

Ibero- LATAM 271 Ibero- LATAM 274

CEMEA 206 CEMEA 229

Q1 2017 Q1 2018 165 152 Q1 2017 Q1 2018

Core Services Specialized Services

+ 7.0%

like-for-like

901 874 + 5.0%

like-for-like

% change As reported Like-for-like Core Services

• 3.1%

+ 7.0%

• English-speaking market & Asia-Pacific
• 12.7%
• 1.0%
• Ibero-LATAM

+ 1.0% + 13.8%

• Continental Europe & MEA

+ 11.4% + 13.6% Specialized Services

• 7.7%

+ 5.0% Total

• 3.8%

+ 6.7%

2018 GUIDANCE CONFIRMED

FURTHER PROFITABLE GROWTH AND POSITIVE CASH GENERATION

40 ▪ Annual revenue growth objective

• more than + 6%, like-for-like

▪ Annual recurring EBITA margin objective

• at least 13.5%

▪ Continued strong net free cash flow

Note: The Group’s alternative performance measures are defined in the appendix

APPENDIX 1 Key Differentiating Factors Governance Structure Teleperformance Shareholding

6

41

KEY DIFFERENTIATING FACTORS

STRONG DIVERSIFIED AND MORE DIGITIZED VERTICALS

AUTOMOTIVE TELECOMMUNICATION FINANCIAL SERVICES INSURANCE TRAVEL & ACCOMODATION UTILITIES RETAIL & E-RETAIL IT & IoT GOVERNMENT

New Economy* 10%/90% 3%/97%

2017 2013 16% 3% 6% 7% 7% 12% 14% 14% 7% 14%

0% 5% 10% 15% 20% 25% 30% 35%

2013 2017

* Revenue generated by pure e-players among Teleperformance’s top 50 clients

Change in the revenue* breakdown by vertical (2017 vs 2013) New Economy contribution* to total revenue (2017 vs 2013) 42 Telecommunications: 21%

* Excluding LanguageLine Solutions revenues in 2017, company acquired on September 19, 2016

KEY DIFFERENTIATING FACTORS

A STRONG AND DIVERSIFIED CLIENT BASE

43

10% 38% 70% 7% 34% 68% 6% 31% 63% 8% 30% 61% 0% 10% 20% 30% 40% 50% 60% 70% 80% Top1 Top10 Top 50

2007 2013 2015 2017

Client portfolio concentration* % of revenue (2007-2017)

In 2017 - Top20: 43% Top100: 75%

• Increasingly diverse client base, now more

than 850 clients*

• Average tenure of client relationship (Top 50)

is 10 - 12 years

• Lower concentration caused notably by

diversification in new verticals, with recent significant accounts gained in the New Economy in particular

• Global accounts represent nearly 40% of total

Group revenue ▪ Multi-year trend of lower revenue concentration ▪ Increased contribution from global accounts

* Excluding LanguageLine Solutions revenues in 2017, company acquired on September 19, 2016

KEY DIFFERENTIATING FACTORS

CORE SERVICES: STRONG GROUP GEOGRAPHICAL AND SOURCING MIX

44 ▪ A geographical mix reflecting Teleperformance worldwide footprint ▪ Continued increase in offshore revenue contribution, now representing 40 % vs 35 % in 2015

35% 38% 40% 65% 62% 60% 2015 2016 2017 Nearshore/offshore Domestic

* Split of the core services revenue in 2016 and 2017

45% 24% 31%

EWAP CEMEA Ibero-LATAM

Core Services revenue by region (2017) Core services revenue by sourcing (2015-2017)

KEY DIFFERENTIATING FACTORS

CORE SERVICES: A UNIQUE OFFERING OF WORLDWIDE DOMESTIC/NEARSHORE/OFFSHORE SOLUTIONS 45

▪ With a network of 34 offshore/nearshore locations around the world, Teleperformance is the only industry player able to offer worldwide integrated Domestic, Nearshore & Offshore solutions

≈ 60%

• f the total Group

employees

Country Employees 2017

1 Philippines 36,086 2 United States 32,924 3 Mexico 17,658 4 Brazil 16,638 5 Colombia 15,171 6 India 12,893 7 Portugal 9,022 8 United Kingdom 8,558 9 Tunisia 6,068 10 Greece 5,965

▪ IAPP (International Association of Privacy Professionnals)

• Teleperformance won the prestigious global HPE-IAPP Privacy Innovation Award for the Privacy

Operations category in November 2017

• This award recognizes organizations that use privacy to differentiate themselves and build customer and

citizen trust

• “The HPE-IAPP Privacy Innovation Awards spotlight unique programs and services in global privacy and

data protection. Teleperformance has been honored as a fine example of the best our field has to offer,” said IAPP President and CEO J. Trevor Hughes. ▪ BCR (Binding Corporate Rules)

• Teleperformance received European Union Binding Corporate Rules (BCRs) Approval, as both a Data

Controller (Group’s employee data) and as a Data Processor (the data of Group’s clients and their customers) in February 2018

• Teleperformance is the only BPO company that has gained approval for BCRs
• The BCR is a legal document and outlines the Group’s compliance, privacy and security program

It is binding agreement between each subsidiary within the group

• The BCR approval is one aspect of Teleperformance becoming GDPR (General Data Protection

Regulation) compliant by May 2018

KEY DIFFERENTIATING FACTORS

46

BECOMING A REFERENCE IN SECURITY AND DATA PRIVACY IN THE INDUSTRY

▪ Launch of a “Field to Board Room” analytics and operational consulting company in 2018: PRAXIDIA ▪ Strengthening Teleperformance’s CX solutions offering and stickiness to the client, as a Global Customer Experience Partner ▪ Becoming a Customer Experience Optimizer ▪ Targeting the in-house CX market

KEY DIFFERENTIATING FACTORS

TELEPERFORMANCE ADDED-VALUE ANALYTICS & OPERATIONAL CONSULTING SOLUTIONS

a Teleperformance company

FROM THE FRONT LINE EFFICIENCY

Multidisciplinary

• 6 Sigma
• Psychosocial
• Project leaders

Process analysts

“CX LAB” 180,000 surveys/year “trend analysis by verticals” PREDICTIVE MODELS & ENTERPRISE FEEDBACK MANAGEMENT SUBJECT MATTER EXPERTS Senior consultants “COMPLEXITY & COSTS” CUSTOMER SERVICE ORGANIZATION ASSESSMENTS CUSTOMER INSIGHTS & EXPERIENCE TRANSFORMATION

47

▪ Wibilong’s mission is to organize brand and customer collaboration at every stage of the sales and after-sales process ▪ Thanks to its solution, customers become true brand collaborators, increasing sales, customer service performance and customer satisfaction while reducing costs ▪ Wibilong manages now more than 13 million customers in 15 countries for more than 30 brands and retailers in sectors like consumer goods and retail furniture, automotive, travel and tourism, telecom and insurance

KEY DIFFERENTIATING FACTORS

ACQUISITION OF A FRENCH STARTUP, WIBILONG, THE 1ST COLLABORATIVE CUSTOMER SERVICE PLATFORM

48

KEY DIFFERENTIATING FACTORS

THE MULTILINGUAL HUBS: SERVING THE EUROPEAN AND ASIAN MARKETS ON BEHALF OF MULTINATIONAL CLIENTS

49

▪ What is a multilingual hub?

• A solution that gathers native speakers from

different locations in one hub to deliver the

best service for Pan-European and Asian mid-size programs

• A solution allowing serving 140 countries from

5 centralized locations in more than 40 languages

▪ Latest premium multilingual hub opened in Malaysia in May 2017, offering services in 25 languages Greece Malaysia Portugal Egypt Netherlands

KEY DIFFERENTIATING FACTORS

CASE STUDY: MULTILINGUAL HUB IN PORTUGAL (1) 50

SECTORS CHANNELS SERVICES Inbound Outbound Email Chat Face-to-Face Social Media Customer Service Customer Acquisition IT Service Desk Technical Support Backoffice Travel & Tourism Financial Services Insurance Telecom Gaming Retail ecommerce Consumer Electronics Media Technology 85+ CLIENTS 29 LANGUAGES FOUNDED IN 1994 8 CONTACT CENTERS 7,500 EMPLOYEES 6,915 WORKSTATIONS

ATLANTICO OCEANARIO CITY CENTER

KEY DIFFERENTIATING FACTORS

CASE STUDY: MULTILINGUAL HUB IN PORTUGAL (2) 51

• Well educated population
• High fluency in foreign languages and high number of foreign families
• Current and sustainable competitive cost
• Social peace and political stability

▪ What makes Lisbon the perfect location?

911 697 582 453 428 308 220 112 55 40 30 29 27 20

French German Brazilian Spanish Dutch Italian English Nordics Others Arabic Russian Polish Farsi Turkish

• Flexible labor market
• Exotic tourist destination
• Lisbon airport is centrally located and well served for short and long flights

Number of agents per foreign language

KEY DIFFERENTIATING FACTORS

CX LAB: A UNIQUE INNOVATIVE RESEARCH CENTER 52 Teleperformance’s award-winning Customer Experience Lab (CX Lab) is a ground-breaking center devoted to research global trends in how companies interact with customers as well as consumer tendencies and preferences by country, channel, segment, and generation, generating insights and opportunities for companies to improve their customer experience strategy ▪ Strong Research & Development resources

58% 36% 14% 4% 4% 4% 4% 2% 2% 4% 1% 58% 40% 11% 5% 4% 3% 5% 3% 2% 3% 0% 58% 38% 14% 11% 7% 6% 7% 6% 4% 2% 2% 55% 38% 17% 14% 12% 10% 9% 9% 5% 1% 3% 42% 38% 12% 12% 11% 7% 9% 6% 4% 2% 2%

56% 38% 15% 11% 9% 7% 7% 6% 4% 2% 2%

Voice Email / Web form Chat w/ live agent Mobile app Social media Click-to-Call SMS Instant Messaging Automated chat Face-to-face Video kiosk/ video teller/ video chat Traditionalists Baby Boomers Generation X Millennials Generation Z Sector Avg.

KEY DIFFERENTIATING FACTORS

CX LAB OUTPUT: UNDERSTANDING THE CUSTOMER 53

Source: Teleperformance CX Lab This survey is based on 112,434 respondents (all countries and all sectors) who contacted customer services in 2017 (multiple answers)

▪ Preferred channel to interact with customer service: “the Voice” preferred at 56%

FAVORITE CHANNEL

KEY DIFFERENTIATING FACTORS

TELEPERFORMANCE CLIENT CRM (“TP CLIENT”) 54

TP Client is an internally developed CRM tool that can help improve the efficiency and effectiveness of a client program to create, resolve, and track customer issues

• TP Client manages multi-channel interactions including voice, email, contact us

forms, chat and social media.

• The workflow engine is a distinctive capability which tracks customer interactions

across channels. and ensures consistent and seamless issue resolution.

• TP Client can be integrated with internal and external systems and is easily

customized for each client

.

TP Client is a cornerstone technology for TeleperformanceConnection, our customer engagement mobility solution

• Video Chat using WebRTC and Flash
• Mobile-friendly application templates and extensions for iOS, Android and

Windows Phone

Customer Database Integration Case Classify Business Process Workflow Multi- Channel Knowledge Base ▪ Proprietary technology solution enabling an omnichannel experience

KEY DIFFERENTIATING FACTORS

COGNITIVE OMNICHANNEL 55

TP Client new generation

The cognitive omnichannel approach is the result of adding AI capabilities to TP Client

SUPPORT OF STRUCTURED DIALOGS ALLOW SENDING/RECEIVING TEXT, IMAGES AND VIDEO OMNICHANNEL INTEGRATION HANDLE CUSTOMER TIMEOUTS AGENT BOT INTEGRATION TRANSFER TO REAL AGENTS SUPERVISOR BOT INTEGRATION WITH EXTERNAL CHATS

Plugin architecture to integrate with Chatbots (visual IVR) We can program Teleperformance Client to transfer to a real agent if the bot does not solve customer inquiries The agent can use the Chatbot to clarify questions, reducing the average handle time Facebook Messenger, WeChat and

• thers using Nexmo API

to end conversations All previous interactions done by bot are logged and available for live agents Artificial Intelligence

OPI 84% VRI 4% OSI 5% Others 7%

KEY DIFFERENTIATING FACTORS

LANGUAGELINE SOLUTIONS: PROVIDING A COMPREHENSIVE SET OF SOLUTIONS ACROSS ALL CHANNELS AND SECTORS 56

Onsite interpretation (“OSI"), is required for high interaction settings, such as those involving multiple participants, sensitive communications, complex dialogue exchange and / or young children Over-the-phone interpretation (“OPI”) provides

• n-demand, quick access to highly qualified

interpreters 24/7/365 in 240+ languages Video-remote interpretation ("VRI") allows for immediate face-to-face interaction through a device, enhancing the experience through the addition of visual cues and body language Document translation and software / systems localization utilizes experienced proven linguists, open and standards-based technologies and processes LLS also provides solutions that ensure the qualifications of in-house interpretation personnel, along with other ancillary equipment, products and fees

Medical 44% Insurance 13% Government 17% Financial Services 10% Others 16%

Breakdown of LanguageLine Solutions revenue by language service type (2017) Breakdown of LanguageLine Solutions revenue by client sector (2017)

KEY DIFFERENTIATING FACTORS

LANGUAGELINE SOLUTIONS: A GLOBAL DISTRIBUTED WORKFORCE OF INTERPRETERS 57

✓ Since 2011, LLS has had a significant shift in its interpreter workforce from

center-based to work-at-home (WAH)

✓ Today, LLS’ interpreters are located across 10 countries ✓ LLS’ increasing WAH interpreter base is a key strategic advantage in allowing

the company to consistently provide the lowest cost interpreter available

✓ LLS’ WAH interpreters are increasingly being digitally-enabled through the

company’s Olympus technology (ERP)

Key takeaways

United Kingdom Peru

3% 7% 3% 53% 24% 3% 4% 1% <1%

Corporate headquarters

xxx

% of total interpreters Legend

Canada USA Mexico Panama Costa Rica Honduras Dominican Republic

8,400 interpreters, o.w. 70% are Homeworkers

European languages 68% Asian languages 13% Arabic 3% Russian 3% Others 13%

Language capabilities (2017)

Colombia Egypt Lithuania

1% 1% <1%

Teleperformance partners

KEY DIFFERENTIATING FACTORS

TLSCONTACT: A SUCCESSFUL GROWTH STORY 58

Business started in a niche market: the visa application centers ▪ 1st visa application center opened in Beijing for French Embassy in 2007 ▪ Joined Teleperformance in 2010 ▪ From 4 million euros revenue in 2009 to close to 150 million euros today, due to:

• Leading edge technology
• High demand from governments

(budget cuts, appetite for attracting tourists…)

• Increased needs for identity

management (biometrics)

European leader in visa application

• utsourcing

▪ Strong footprint: 140 locations across Europe, Asia and Africa (+6m visa interactions annually) ▪ Solid business model:

• Long-term contracts with

governments

• User-pays
• Value added services (insurance,

travel, …) (one-stop shopping for the travellers)

▪ Visa outsourcing market has gained maturity ▪ Ensuring security (certified ISO/IEC 27001: 2013) and quality From niche market to global offering ▪ Citizen services (transfer from global public budget to “user pays” model) ▪ Leverage on Teleperformance capabilities (specifically LLS)

• Online interpretation
• Interpretation travel cards
• US market for citizen services
• Healthcare

▪ Assistance to refugees in UE

• Call centers + face-to-face centers +

interpretation

▪ Leading-edge technology:

• E-lodging
• Biometrics
• Identity management

▪ Enhanced portfolio of high-value specialized services

YESTERDAY TODAY TOMORROW

GOVERNANCE STRUCTURE

AN INTERNATIONAL AND SEASONNED MANAGEMENT AND BOARD SUPPORTING A STRONG LEADERSHIP

Teleperformance SE Board has 14 directors, 9 of whom are independent

Daniel Julien - Chairman Emily Abrera - Independent Director Alain Boulet - Independent Director Bernard Canetti - Director Philippe Dominati - Director Jean Guez - Director Wai Ping Leung - Independent Director Robert Paszczak - Independent Director Pauline de Robert Hautequere - Independent Director Leigh Ryan - Director Christobel E. Selecky - Independent Director Angela Maria Sierra-Moreno - Independent Director Patrick Thomas - Lead-Independent Director Stephen Winningham - Independent Director

Leadership:

Daniel Julien – Chairman and CEO

Executive Committee:

Olivier Rigaudy – Deputy CEO and CFO Leigh Ryan – Chief Legal and Chief Compliance Officer Alan Truitt – Chief Business Development Officer Jeffrey Balagna – Chief Operating Officer João Cardoso – Chief R&D and Digital Integration Officer Yannis Tourcomanis – CEMEA President Brian Johnson – EWAP co-President David Rizzo – EWAP co-President Agustin Grisanti – Ibero-LATAM President

CORPORATE MANAGEMENT BOARD OF DIRECTORS 59

▪ Listed on the NYSE Euronext Paris market – floating ~100% ▪ An international shareholding structure reflecting the Group’s global footprint

TELEPERFORMANCE SHAREHOLDING

SHAREHOLDING STRUCTURE*: AN INTERNATIONAL CAPITAL OWNERSHIP

Other (Asia, South Africa, etc.) 2% North America 30% United Kingdom 16% France 27% Continental Europe (excl. France) 25%

Institutional investors 86% Others** 14%

* As of March 31, 2018

**Others include % Capital

• Daniel Julien

1.7%

• Retail investors,
• incl. TP’s

employees 8.0%

• Brokers

4.0%

60

APPENDIX 2 2017 Annual Results Alternative Performance Measures

6

61

▪ Sustained growth in results and margins

2017 ANNUAL RESULTS

P&L SUMMARY

€ millions

2017 2016 Change

€1 = US$1.13 €1 = US$1.11

Revenue 4,180 3,649 + 14.6%

Like-for-like growth* + 9.0% + 7.4%

EBITDA before non-recurring items* % of revenue 720 17.2% 558 15.3% + 29.0% EBITA before non-recurring items* % of revenue 556 13.3% 408 11.2% + 35.9% Operating profit 355 339 + 4.6% Net profit - Group share 312 214 + 46.0% Diluted earnings per share (€)* 5.31 3.67 + 44.7%

* For the definition of the financial indicators mentioned in the charts and tables, please refer to the Alternative Performance Measures section in the appendix

62

2017 ANNUAL RESULTS

REVENUE AND EBITA MARGIN BY ACTIVITY

Revenue (€ M) 2017 2016 Change FY Q4 FY Q4 As reported Like-for-like FY Q4 FY Q4 Core Services

• English-speaking market & Asia-Pacific
• Ibero-LATAM
• Continental Europe & MEA

3,542 1,607 1,084 851 929 412 284 233 3,314 1,628 884 802 900 432 255 213 + 6.9% (1.3)% + 22.6% + 6.1% + 3.1% (4.8)% + 11.3% + 9.4% + 8.8% + 1.6% + 22.4% + 8.1% + 8.8% + 0.3% + 21.9% + 10.7% Specialized Services 638 156 335 150 + 90.4% + 4.2% + 10.4% + 10.2% Total 4,180 1,085 3,649 1,050 + 14.6% + 3.3% + 9.0% + 9.0% EBITA 2017 2016 € M Margin € M Margin Core Services

• English-speaking market & Asia-Pacific
• Ibero-LATAM
• Continental Europe & MEA
• Holdings*

364 141 134 43 47 10.3% 8.8% 12.3% 5.0%

• 321

150 109 31 31 9.7% 9.2% 12.3% 3.8%

• Specialized Services

191 29.9% 86 25.9% Total 556 13.3% 408 11.2% ▪ Core Services like-for-like growth in 2017: + 8.8% ▪ Specialized Services like-for-like growth in 2017: + 10.4% ▪ Increase in margins in both activities

* Group holdings relating primarily to Core Services businesses

63

▪ Sustained increase in recurring EBITA margin of 210 bps ▪ Impact of the acquisition of LanguageLine Solutions on the amortization of intangible assets

2017 ANNUAL RESULTS

OPERATING PROFITABILITY

€ M

2017 2016 Change Revenue 4,180 3,649 + 14.6% EBITA before non-recurring items % revenue 556 13.3% 408 11.2% + 35.9% Amortization and depreciation of intangible assets Non-recurring items

• Performance share plan
• Others

(154)* (47)

(24) (23)

(41) (28)

(22)

(6) Operating profit 355 339 + 4.6%

* Including goodwill impairment for €67M

64

▪ Net profit - Group share: €312M, + 46.0% ▪ Diluted earnings per share: €5.31, + 44.7% ▪ Positive impact of the US tax reform

2017 ANNUAL RESULTS

EARNINGS PERFORMANCE

€ M

2017 2016 Change

Operating profit 355 339 +4.6% Financial result (50) (39) Income tax 9 (83) ▪ Current tax ▪ US tax reform impact

• Reevaluation of deferred tax liabilities
• Taxation on US subs

(122) 131

147 (16)

(83)

• Effective tax rate

33.0% 27.6%

* Used to calculate diluted earnings per share

65

Minority interest (2) (3) Net profit - Group share 312 214 + 46.0% Diluted earnings per share (€) 5.31 3.67 + 44.7% Weighted average number of shares* (M) 58.8 58.2

▪ Strong increase in net free cash flow: + 37.3% ▪ Controlled expansion and optimized allocation of financial resources

• Capex ratio down to 3.5% vs 5.2% in 2016
• Cash conversion ratio**: 45% vs 42% in 2016

2017 ANNUAL RESULTS

CASH FLOW

€ millions

2017 2016 Cash flow* 529 409 Change in working capital Net capital expenditure % revenue (58) (147) 3.5% 17 (190) 5.2% Net free cash flow* 324 236

* After interest paid ** Net free cash flow/EBITDA before non-recurring items

66

2017 ANNUAL RESULTS

BALANCE SHEET SUMMARY

€ M

12/31/2017 12/31/2016

€1 = US$1.20 €1 = US$1.05

Non-current assets

• /w Intangible assets

Working capital* 3,116 2,622 433 3,672 3,110 412 Total net assets 3,549 4,084 Equity Provisions and deferred tax liabilities Net financial debt 1,922 301 1,326 1,921 496 1,667 Total equity and net liabilities 3,549 4,084 Working Capital* (2014-2017)

(€ M)

384 416 412 433 13,9% 12,2% 11,3% 10,4%

0,0% 5,0% 10,0% 15,0% 20,0% 100 200 300 400 500

2014 2015 2016 2017 Working Capital/Revenue

* Defined as: trade receivables + current income tax receivable + other current and financial assets – trade payables – current income tax – other current liabilities

67 ▪ Decrease in net debt ▪ Net debt/EBITDA restated ratio = 1.88x ▪ S&P long-term credit rating: BBB- investment grade

▪ Average cost: 2.44% ▪ Average maturity: 4.8 years ▪ Diversified financing sources ▪ Well protected against rising rates

2017 ANNUAL RESULTS

STRONG AND DIVERSIFIED FINANCING

29% 29% 37% 6%

Bank loans USPPs EUR Bond NEU CPs

Diversification sources Rate type

* New European Commercial Papers

60% 40%

Fixed Floating

68

▪ Dividend at €1.85, up + 42.3% ▪ Stable pay-out ratio at 35%

2017 ANNUAL RESULTS

DIVIDEND

€0.33 €0.46 €0.68 €0.80 €0.92 €1.20 €1.30 €1.85

0,00 0,30 0,60 0,90 1,20 1,50 1,80 2010 2011 2012 2013 2014 2015 2016 2017 €

69

Change in like-for-like revenue: Change in revenue at constant exchange rates and scope of consolidation, corresponding to current year revenue - last year revenue at current year rates - revenue from acquisitions at current year rates / last year revenue at current year rates. EBITDA before non-recurring items (Earnings before Interest, Taxes, Depreciation and Amortizations): Operating profit before depreciation & amortization, amortization of intangible assets acquired as part of a business combination, goodwill impairment charges and non-recurring items. EBITA before non-recurring items (Earnings before Interest, Taxes and Amortizations): Operating profit before amortization of intangible assets acquired as part of a business combination, goodwill impairment charges and non-recurring items. Non-recurring items: Principally comprises restructuring costs, incentive share award plan expense, costs of closure of subsidiary companies, transaction costs for the acquisition of companies, and all other expenses that are unusual by reason of their nature or amount. Net free cash flow: Cash flow generated by the business - acquisitions of intangible assets and property, plant and equipment net of disposals - financial income/expenses. Net debt: Current and non-current financial liabilities - cash and cash equivalents. Diluted earnings per share (net profit attributable to shareholders divided by the number of diluted shares and adjusted): Diluted earnings per share is determined by adjusting the net profit attributable to ordinary shareholders and the weighted average number of ordinary shares outstanding by the effects of all potentially diluting ordinary shares. These include convertible bonds, stock options and incentive share awards granted to employees when the required performance conditions have been met at the end of the financial year.

ALTERNATIVE PERFORMANCE MEASURES

70

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