Content. Key data on Transcom. Performance in Q Q&A

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2 Content Key data on Transcom Performance in Q Q&A 2

3 Key data - Transcom Global specialist of outsourced customer and credit management services Established in 1995 and listed on NASDAQ OMX Stockholm since million revenue in ,000+ people 72 sites across 26 countries Top 5 shareholders : Kinnevik (33%), Creades (9%), Avanza (6%), Nordnet (6%), Fjärde AP-Fonden (4%) Market cap: SEK million (September 28, 2012) 622,764,910 TWW SDB B (non-voting). Closing price September 28: SEK ,767,823 TWW SDB A (voting). Closing price September 28: SEK 0.59 Average daily trading volume during Q312: 477,762 B shares and 181,681 A shares Net debt 32.1m ( 73.4m in Q3 2011)

4 Content Key data on Transcom Performance in Q Q&A 4

5 Q Group financial results % revenue increase - All our regions managed to deliver growth while CMS revenue fell Gross margin 19.1% (19.2%) Q Q Q Q Q Improvements in NAA and South offset by decreases in other regions and CMS EBITA 2.2m ( -4.8m). Q311 impacted by 8.6m in restructuring- and other non-recurring costs. EBITA margin: 1.5%, up from -3.6% in Q311 Net currency impact: Y-o-Y Revenue + 6.4m, EBITA + 0.2m EPS at -0.3 euro cents, compared to -31 euro cents in Q311 Net Debt decreased by 41.3m to 32.1m; Current Net Debt / EBITDA ratio at 1.71 (4.2 in Q311) - Net cash flow from operations -13.2m compared to 18.9m in Q311

6 EBITA, Q312 vs. Q311 Overall, savings from the restructuring program were more than offset by additional expansion and ramp-up costs, and to a lesser extent by volume and efficiency deterioration in some regions, as well as investments in sales & support functions Q312 results impacted by significant expansion costs, particularly in the Philippines. Revenue associated with these investments will increase gradually in the coming months * Underlying performance, excluding restructuring and other non-recurring costs 6

7 Cost reduction initiatives to yield 1.9m in annual savings In order to further align our cost base to current business conditions, and concentrate the focus of our central support teams, we will be making some changes to our corporate organization Reduction of overhead costs by approximately 1.9 million on an annual basis, with full effect from 2013 Restructuring costs amounting to approximately 1.7 million will impact Q results

8 Impairment assessment may result in write-down of goodwill in newly formed segments The Q earnings announcement reflects previously announced changes in Transcom s segment reporting structure - Operations in Credit Management Services (CMS) are now managed as a separate business unit - The Baltic countries now form part of the North region rather than the Central Europe region An impairment assessment, based on the new composition of our cash flow generating units, will be completed in the fourth quarter We expect to communicate the results of the asssessment prior to the release of our Q results

9 North America & Asia Pacific Region* 30.0 Net Revenue ( m) Gross Profit ( m) EBITA ( m) % Q Q Q Q Q * Underlying performance, excluiding restructuring and other nonrecurring costs in 2011 ** Historical data reflects a reclassification of costs from depreciation to amortization -0.5 Revenue increased by 13.1% Continued expansion in the Philippines New volumes and shift of volumes offshore Gross margin up by 3.3 percentage points Higher share of volumes delivered from offshore sites in the Philippines Increased operational efficiency and capacity adjustment EBITA decreased by 0.6m increased investments related to further expansion in the Philippines Revenue associated with these investments to be gradually ramped up during the coming months Key priorities Continue acquisition of new clients Recruitment and training to support massive ramp offshore Onshore capacity utilization Focus on quality and service delivery

10 Central Europe Region* 9% Revenue increased by 2.5% Ramp-up of a contract with a new consumer electronics client in the Netherlands. Positive volume trend with our installed client base in some countries, particularly in Poland and Hungary. Gross margin decreased by 2.5 percentage points Lower volume and efficiency in Germany. Start-up costs related to new business in the Netherlands EBITA decreased by 0.5m Factors described above, and higher costs related to new volumes. * Underlying performance, excluiding restructuring and other nonrecurring costs in 2011 ** Historical data reflects a reclassification of costs from depreciation to amortization Key priorities Germany: increase capacity utilization and improve efficiency Sales: funnel build-up and deal closure

11 Iberia Region* 19% Revenue increased by 8.3% Additional volumes with existing clients in Spain New business in Spain and Portugal Gross margin decreased by 0.9 percentage points Appreciation of the Chilean Peso Higher salary costs in Chile following a new labor agreement. EBITA decreased by 0.4m SG&A increased due to investments related to expansion, both in Spain and Peru * Underlying performance, excluiding restructuring and other nonrecurring costs in 2011 ** Historical data reflects a reclassification of costs from depreciation to amortization Key priorities Growth Latin America (on- and offshore), new site in Lima, Peru Continue driving operational efficiency Sales: funnel build-up and deal closure

12 North Region* 28% Revenue increased by 23.2% Increased contact center volumes with existing clients Growth in the interpretation business Gross margin decreased 1.9 percentage points Lower operational efficiency Higher training costs, mainly as a result of attrition EBITA decreased by 0.3m SG&A costs increased compared, mainly due to investments in strengthening our sales force and support functions * Underlying performance, excluiding restructuring and other nonrecurring costs in 2011 ** Historical data reflects a reclassification of costs from depreciation to amortization Key priorities Stabilize ramp-up of new volumes Implementation of new clients Continue improving operational efficiency Sales: funnel build-up and deal closure Focus on quality and service delivery

13 South Region* 16% Revenue increased by 14.0% Higher onshore volumes with existing clients in Italy New business for Italian clients delivered from offshore centers * Underlying performance, excluiding restructuring and other nonrecurring costs in 2011 ** Historical data reflects a reclassification of costs from depreciation to amortization Gross margin increased by 4.7 percentage points Volume increases and efficiency improvements in Italy Higher proportion of offshore delivery at higher margins. The closure of the Vélizy site, and additional cost savings in France EBITA improved by 0.7m Driven by factors described above. SG&A costs increased, mainly due to increased volumes in Italy and ramp-up costs. Key priorities France turnaround Continue improving operational efficiency Sales: funnel build-up and deal closure.

14 Credit Management Services (CMS)* % Revenue decreased by 6.1% Decrease in case volumes and collection rates, particularly in Germany, Austria and Poland Good growth potential based on recent strong sales performance Gross margin decreased by 3.3 percentage points Decrease in volumes handled EBITA decreased by 0.5m Cost reduction initiatives lowered SG&A expenses by 0.3 million In the UK, performance is improving steadily and we expect a full turnaround during 2013, driven by volume growth, operational efficiency improvements and SG&A savings * Underlying performance, excluiding restructuring and other nonrecurring costs in 2011 ** Historical data reflects a reclassification of costs from depreciation to amortization Key priorities Generate new volumes, installed base and new logos Improve operational efficiency Execution of the UK turnaround Appoint a new Head of CMS

15 Financial Statements Consolidated Financial Summary Net revenue 148.2m in Q312, up 11.7% compared to Q311. Gross margin flat. Margin improvements in the North America & Asia Pacific and South regions. Margins fell in CMS, Central Europe, North, and Iberia. - SG&A costs in Q312 amounted to 26.1 million, compared to 29.9 million in Q311. In Q311, SG&A cost included 8.3 million in restructuring- and non-recurring costs. Net financial result: -2.1 ( -1.8m). Interest expense -0.5 ( -1.1m). * Historical data reflects a reclassification of 0.3m in costs from depreciation to amortization ** Q includes 8.6 million of restructuring & non-recurring costs.

16 Financial Statements Balance Sheet Net debt 32.1 as at September 30, 2012, compared to 73.4m as at September 30, 2011 Net Debt / EBITDA ratio at 1.71 (0.77 in Q212) Consolidated net financial expenses/ebitda at 5.78x (5.42 in Q212)

17 Financial Statements Cash Flow Net cash flow provided by operations was -13.2m, compared to 18.9m in Q311 Net working capital was 51.5 million, an increase of 10.2 million ( 41.3 million in Q212). Significant rise in trade receivables, resulting from late payment by clients, as well as increased revenues. Capex in Q312 was 2.3m

18 Debt & Leveraging Gross debt ( m) Net debt ( m) Net debt/ebitda Gross debt decreased by 35.3m vs. Q311 Net Debt decreased by 41.3m compared to the Q311 level Net Debt/EBITDA ratio: 1.71 (4.2 in Q311) Interest charge 0.5m ( 1.1m in Q311) 0.0 Q111 Q211 Q311 Q411 Q112 Q212 Q ( millions) Q312 Q212 Q112 Q411 Q311 Q211 Q111 Q410 Q310 Q210 Gross debt Net debt Net debt/ebitda Interest charge

19 Key priorities Short-term focus areas Continuous focus on executing turnaround of underperforming areas Continued focus on revenue expansion and efficiency improvements Increased focus on quality and service delivery to support significant ramp-up of new volumes Medium- to long-term priorities Grow revenue in line with overall market growth in the markets where we choose to compete Improve profitability and decrease earnings volatility Continuously strengthen operational efficiency. An important objective in this area is to improve and maintain the Group s seat capacity utilization ratio at a satisfactory level. Optimizing our geographic delivery mix. For some of our regions, this means that we will strive to increase the proportion of revenue generated offshore, since profitability depends in part on the country of service delivery. Focus on broadening our client base with the objective of progressively decreasing the client concentration ratio, in order to mitigate risk and sustain a stable performance over time

20 Content Key data on Transcom Performance in Q Q&A 20