Transcom is a global customer experience specialist that provides outsourced customer care, sales, technical support, and credit management services. In Q1 2014, Transcom saw a 6.1% decrease in reported revenue due to exiting unprofitable operations, but revenue increased 2.8% on a like-for-like basis. The company's EBIT in the core CRM business benefited from cost savings programs in North America and North Europe. Transcom's strategic priorities are focused on improving key performance indicators like seat utilization and efficiency, capitalizing on growth opportunities in emerging markets, and delivering an outstanding customer experience to drive revenue and brand loyalty for clients.

1. 25 April 2014
Transcom
Q1 2014 Investor Presentation
Johan Eriksson, President & CEO
Pär Christiansen, CFO
Outstanding
Customer
Experience

2. Transcom at a glance
1

3. 3
• A global customer experience
specialist...
• ...providing outsourced
customer care, sales,
technical support, and credit
management...
• ...through an extensive
network of contact centers
and work-at-home agents
Transcom’s business is to
help make sure that our
clients’ customers form
positive perceptions of their
interactions with them.
”
What is Transcom?

4. 4
Transcom in numbers
• 29,000 people…
• …representing more than 100 nationalities
• 62 contact centers, onshore, off-shore and
near shore…
• …in 26 countries
• Delivering services in 33 languages...
• ...to over 400 clients in various industry verticals
• €653.2 million revenue in 2013
• Market cap: SEK 1,525.8 million as at March 31, 2014. Listed on NASDAQ OMX Stockholm
(TWW SDB B and TWW SDB A)

5. A global player serving clients in many industries
5
North Europe
Iberia &
Latam
North
America &
Asia
Pacific
Central & South
Europe
CMS
30%
25%
20%
18%
7%
Communi-
cations
Financial
Services
Retail
Public Sector
Services
61%
14%
6%
4%
7%
4%
Healthcare
3%
Other
Business mix
By region By industry

6. We have an extensive global footprint
Domestic markets
 Austria
 Netherlands
 Slovakia
 UK
 Germany
 Norway
 Spain
 Australia
Near Shore Locations Offshore Locations
 Chile*
 Peru*
 Colombia*
 Philippines*
 Tunisia
6
 Czech Republic
 USA
 Canada
 Italy
 Poland
 Sweden
 Denmark
 Portugal
 Switzerland
 Croatia
* Developing into domestic/near shore
markets
 Canada
 Croatia
 Estonia
 Latvia
 Czech Republic
 Hungary
 Lithuania

7. What is customer experience and how does
Transcom add value?
2

8. What is customer experience?
• There is a multitude of “touch points” where
a customer can interact with an
organization, e.g. when evaluating,
purchasing, using, or getting support for a
product
• Customer Experience = The sum total of
a customer’s experience with a product, a
service, or a brand
8
“Customer experience is how your customers
perceive their interactions with your company.”

9. What is Transcom’s role?
9
Transcom’s principal role is to positively impact customer loyalty and, thus, revenue
through making service and support interactions as effortless and enjoyable as possible

10. How Transcom delivers Customer Experience
10

11. Multiple Tools
Inconsistent
Information
High Handle Time Low Productivity
• At the start of this project, we did not have a dynamic and well-designed knowledge
base system that could aid our agents in supporting and resolving our client’s
customers’ issues
• The reference information that our agents had to use was spread out across many
different documents, affecting their productivity negatively:
Client case example – innovative knowledge base for a
world-leading consumer electronics company

12. Process Maps and
Decision Trees
Frequently Asked
Questions
Simulators Product How To’s
Feat ures  B enef it s  Gains
Transcom developed a robust and dynamic knowledge base
system

13. One St op  One Source
“One-Stop-Shop” repository of support tools and materials

14. R eport s  A nalyt ics
Most Viewed Content Rating
Agent
Feedback
Site Utilisation Keywords
Powerful analytical capabilities

15. 89.00%
97.00%
80.00%
82.00%
84.00%
86.00%
88.00%
90.00%
92.00%
94.00%
96.00%
98.00%
100.00%
May June July August September
First Call Resolution
First Call Resolution Linear (First Call Resolution)
Our first call resolution is significantly better since the
implementation of the system

16. 69%
85%
50.00%
55.00%
60.00%
65.00%
70.00%
75.00%
80.00%
85.00%
90.00%
95.00%
100.00%
Q1 Q2 Q3 Q4
Customer Satisfaction Rating
Customer Satisfaction Rating Linear (Customer Satisfaction Rating)
And we have seen a significant increase in customer satisfaction

17. Our performance in Q1 2014
3

18. 599.2
631.8
560.2
589.1
554.1
605.6
653.2
2007 2008 2009 2010 2011 2012 2013
6.0%
4.4%
2.2%
0.7%
1.5%
2.7%
4.3%
Revenue (€m)
Operating margin*
3.4%
Q1 2014
18
• Efficiency improvements
and continuous focus on
underperforming areas
• Targeted sales efforts
- Growth with existing
clients in new
geographies
- Broadening client
base
Positive progress on turnaround
We are focusing on enhancing Transcom’s performance
* Excluding non-recurring items.

19. Reported 6.1% revenue decrease due to exit from unprofitable entities
and focus on CRM business in prioritized geographies
49.4 48.6
39.6 39.7
33.2 31.4
31.6 28.9
16.6
11.4
Q1 2013 Q1 2014
19
Central &
South Europe
Iberia & Latam
North America
& Asia Pacific
North Europe
Change
-1.7%
CMS
Net revenue, Q1 2014 vs. Q1 2013
€m
+0.2%
-5.3%
-8.5%
-31.2%
160.1
170.6 • Decrease is due to divestments and
closures in order to exit unprofitable
entities and focus on the core CRM
business in prioritized geographies
• Negative currency impact: €-4.1m

20. Q1 2013 Q1 2014
Excluding divested or closed operations and currency effects, revenue
increased by 2.8% on a like-for-like basis
20
160.1155.8*
* Like-for-like revenue in Q1 2013
adjusted for currency effects
(€-4.1m) and a number of
divestments and closures (€-10.6m)
Most significant closures and
divestments:
- Sale of CMS Germany
- Closure of Valdivia site in Chile
- Sale of Belgian operation
- Downsizing of Canadian
operation
- Demerger of former French
subsidiary
Net revenue, Q1 2014 vs. Q1 2013
on a like-for-like basis
€m
+2.8%

21. EBIT Q1 2013 Cost savings
programs
Volume & efficiency Expansion costs Other EBIT Q1 2014
EBIT in CRM business benefited from cost savings in North America and
North Europe, and improved performance in Central & South Europe
21
1.8
+2.1 -0.2
+0.8 3.4
-1.1
EBIT, core CRM business
Q1 2013 vs. Q1 2014
• We are improving our performance in the core CRM business, mainly driven by
North Europe, Central & South Europe, and North America & Asia Pacific
• Temporary drop in performance in Iberia & Latam: Ramp-down in Chile and
simultaneous ramp-up in Colombia

22. EBIT Q1 2013 Cost savings
programs
Volume & efficiency Expansion costs Other EBIT Q1 2014
EBIT comparison including CMS is influenced by sale of right to
collect on debt portfolios, and by restructuring cost in Q114*
22
6.1
+2.1 -1.9
+0.3
5.4
-1.1
* The comparison is influenced by the €3.8 million positive effect as a result of compensation that Transcom received in exchange for
transferring the right to collect on a Swedish debt portfolio to another party in Q1 2013 (corresponding effect in Q1 2014: €0.9 million).
EBIT in Q1 2014 was also impacted by a €0.5 million cost as a result of rationalization and reorganization in CMS. Excluding these
effects, EBIT improved by €2.7 million.
EBIT, Transcom Group
Q1 2013 vs. Q1 2014

23. EBIT margin increase in core CRM business driven by North Europe,
Central & South Europe and North America & Asia Pacific
23
• North Europe: Closure of loss-making Danish
operations, ended unprofitable client contracts,
and higher efficiency in a number of countries
• Central & South Europe: Deconsolidation of
former French subsidiary, and profitable growth
in Italy and Germany
• Iberia & Latam: Lower volumes and efficiency in
Chile and Portugal, ramp-up of volumes at new
site in Colombia, and investments in Spain to
expand with installed client base
• North America & Asia Pacific: New profitable
business won in Asia, and cost savings in North
America
• CMS: Comparison influenced by €3.8m sale in
Q1 2013 of right to collect on Swedish debt
portfolio (corresponding effect in Q1 2014:
€0.9m). Q114 impacted by €0.5m restructuring
cost.
2014
Jan-Mar
2013
Jan-Mar
EBIT margin*
North Europe
Central & South Europe
Iberia & Latam
North America & AP
CRM
CMS
Total
3.1%
5.3%
-1.1%
0.3%
2.3%
18.1%
3.4%
1.3%
2.8%
2.0%
-2.0%
1.2%
26.0%
3.6%

24. Key priorities in 2014
24
• Increase onshore seat utilization in North America
• Increase focus and accountability
• Focus on creating opportunities for profitable growth, also expanding
onshore footprint
• Improve operational performance in the North Europe region
• We have ended a number of unprofitable client contracts
• Greater financial predictability through the implementation of a new
agreement with one of our largest clients
• Improve operational performance in Latin America
• Higher costs due to ramp-down in Chile while simultaneously ramping up
in Colombia
• Presence in Colombia will support strategy to expand in fast-growing Latin
American markets

25. What will it take for Transcom to return to
historical margins?
25
Key performance driver Trend vs. Q1
2013
Q1 2014 vs. Q1 2013
Average Seat Utilization
ratio
88% vs. 89%
Share of revenue generated
offshore
19% vs. 20% (decrease in Chile impacted)
Average Efficiency ratio
(billable over worked hours)
n/a - positive development
Monthly staff attrition n/a – positive development (decrease in staff attrition)
Improvements on four KPIs vs. previous year
Continue improving key performance indicators
• Seat utilization
• Efficiency
• Offshore/onshore split
• Attrition

26. 26
71.0
75.9
80.7
86.3
91.1
94.6 94.4
90.1
17.2
32.1
38.1
59.3 56.7
49.7
36.2
55.3
0.00
0.50
1.00
1.50
2.00
2.50
3.00
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
Q212 Q312 Q412 Q113 Q213 Q313 Q413 Q114
Gross debt (€ m) Net debt (€ m) Net debt/EBITDA
• Gross debt decreased by €4.3 million compared to the Q413 level
• Net Debt increased by €19.1m compared to the Q413 level
• Net Debt/EBITDA ratio: 2.40 (1.40 in Q413)
• Financial cost €1.3m (€1.3m in Q413)
Debt & leveraging

27. 4
Going forward
– Transcom’s strategic direction

28. 28
Transcom’s brand promise
Outstanding Customer
Experience, driving
revenue and brand
loyalty
”

29. Transcom’s long-term strategic priorities are informed by
these important trends
What we are seeing… Transcom is responding by…
More channels and increasing complexity
• Rising interaction volumes with an increasingly
sophisticated customer base
• Social networks are emerging as important
customer channels
• Increasing product complexity
• Developing integrated channel competencies
• Providing more insight due to increasing
customer demands
• Developing analytic platforms and KPIs specific
to customer service via non-voice channels
Business Focus
• While price is still an issue, more and more, the
focus is on generating revenue – up-sell/cross-
sell and customer retention – and customer
loyalty
• Sourcing, training and retaining the best agents
to deliver higher levels of customer service
Market
• Stagnant growth in mature, Western
outsourcing markets
• Significantly higher growth in emerging markets,
particularly APAC and Latin America
• Seeking to capitalize on domestic opportunities
in developing markets to drive growth and
diversify revenue
• Developing traditional offshore locations as
delivery centers
• Increasing focus on community engagement

30. 30
Growth opportunities
North America and Asia Pacific
• Continue expanding in local markets in Asia Pacific
• Expand onshore volumes in North America
Latin America
• Serving domestic markets and the US, in addition to Spanish clients
North Europe
• Leverage strong position in home market
Central Europe
• Primarily near shore opportunities
• Strong capability in expanding Eastern European markets

31. Stay up-to-date on Transcom
31
www.transcom.com blog.transcom.com
LinkedIn

32. Thank you!
Questions?