1. 18 April 2013
Transcom
First Quarter 2013 Results
Presentation
Johan Eriksson, President & CEO
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. Transcom in numbers
• 30,000 people
• 70 contact centers, onshore, off-shore and near shore
• 27 countries
• Delivering services in 33 languages...
• ...to over 400 clients in various industry verticals
• €605.6 million revenue in 2012
• Market cap: SEK 1046.2 million as at March 28, 2013. Listed on NASDAQ OMX Stockholm
(TWW SDB B and TWW SDB A)
4

5. We have an extensive global footprint
Home markets
 Austria
 Netherlands
 Slovakia
 UK
 Belgium
 Germany
 Norway
 Spain
 Australia
Near Shore Locations Offshore Locations
 Chile*
 Peru*
 Philippines*
 Tunisia
5
 Czech Republic
 USA
 Canada
 Italy
 Poland
 Sweden
 Denmark
 Portugal
 Switzerland
 Croatia
* Developing into home/near shore
markets
 Canada
 Croatia
 Estonia
 Latvia
 Czech Republic
 Hungary
 Lithuania

6. Transcom’s organization
6
• Corporate management
- CEO, CFO, CIO, Head of Operations, Head of Global
Sales & Accounts
• Regional management
- North region (25% of revenue)
- Iberia (19% of revenue)
- North America & Asia Pacific (19% of revenue)
- South (16% of revenue)
- Central Europe (10% of revenue)
- Credit Management Services (CMS) in eight European
countries (10% of revenue)

7. Transcom’s service portfolio
7
• Customer service
Customer experience specialists trained to support
best-in-class product, service and brand experiences
for our clients’ customers
• Technical support
Tiered support models, from the simplest questions to
more complex support scenarios
• Customer retention
Preventing defection and maximizing the lifetime of
a customer
• Customer acquisition
Acquiring new customers cost-efficiently, and building
strong customer relationships as a basis for future interactions
• Cross- and upselling
Building relationships and identifying customer needs
during any type of interaction, and taking appropriate
action to satisfy the customer’s need
• Credit management services (CMS)
Early collections, Contingent collections and Legal collections

8. Recap of our situation and focus areas
8
Situation today and short-term focus
• Transcom’s profitability has decreased
in recent years, but is now improving
• We see positive effects as a result of
restructuring actions
• Continuous focus on underperforming
areas
• Growth in selected areas and efficiency
improvements
• Broadening client base
Market trends
• Growth driven by domestic Asia Pacific
and Latin America markets
• Diversification (geography and
business models)
Going forward - Strategic direction
• Creation of outstanding customer
experiences, while helping clients to
reduce cost and drive growth
• Flexibility is critical

9. Our performance in Q1 2013
2

10. Revenue in Q1 2013 increased 15.9% compared to Q1 2012
38.1 43.2
25.4
31.6
30.6
33.2
24.6
28.014.0
16.7
14.4
17.8
Q1 2012 Q1 2013
10
Central Europe
South
Iberia
North America
& Asia Pacific
North
Growth
+13.5%
CMS
Net revenue, Q113 vs. Q112
€m
+24.5%
+8.3%
+13.9%
+19.3%
+23.3%
170.5
147.1
• All units contributed positively to the
top-line growth
• Main driver is increasing volumes
with our installed base clients
• Several new clients added during
the year also contributed
• Revenue benefited from €3.8m in
compensation received for
transferring the right to collect on a
Swedish debt portfolio
• France deconsolidated from March 1
(effect in Q113: -€0.9m)

11. EBIT increased by €5m in Q1 2013 compared to Q1 2012
11
Restructuring
net effects
Volume &
efficiency-
driven
gains
Expansion
investments
Other
EBIT
Q113
EBIT
Q112
1.1
+2.3
+4.3 -1.7
+0.1 6.1
• €3.8 million positive impact in Q113 as a result of compensation that Transcom has
received in exchange for transferring our right to collect on a Swedish debt portfolio
• €6.0 million positive impact in Q113 due to a capital gain following the
deconsolidation of our former French subsidiary, offset by €6.0 million in
restructuring and other non-recurring costs
• EBIT in Q112 included a non-recurring cost of €1.3 million related to site closures in
North America

12. EBIT margin improvements in North America & APAC, Central
Europe, South and CMS, counterbalanced by North and Iberia
12
2013
Jan-Mar
2012
Jan-Mar
EBIT margin
North
Central Europe
South
Iberia
North America & AP
CMS
TOTAL
0.2%
3.4%
4.7%
2.0%
-2.0%
23.4%
3.6%
3.4%
-1.9%
-4.9%
5.5%
-4.8%
6.0%
0.7%
• Volume and efficiency-driven performance improvements
in North America & Asia Pacific, Central Europe and
South
• Deconsolidation of France as well as higher volumes and
efficiency in Italy benefited South
• North: Volume fluctuations against forecast, leading to
overstaffing, and salary increases
• Iberia: Impact of early Easter
• CMS: Compensation received for transferring our right to
collect on Swedish debt portfolio

13. We need to successfully address a number of short-
and medium-term operational and financial challenges
13
Stop the losses in France (€1m/month in 2012). Transcom plans to stop financing
the French subsidiary’s loss-making operations beyond March 1, 2013.
Increase onshore seat utilization in North America
Successfully resolve tax claims
Germany – renegotiate labor agreements
Return UK CMS to profitability
Successfully implement action plan to improve operational performance in the North region

14. What will it take for Transcom to return to historical margins?
14
Key performance
driver
Trend vs. Q1 2012 Q1 2013 vs. Q1 2012
Average Seat
Utilization ratio
(89% vs. 83%)
Share of revenue
generated offshore
(21% vs. 16%)
Average Efficiency
ratio (billable over
worked hours)
n/a (positive development)
Monthly attrition n/a (unchanged)
Improvements on four KPIs vs. previous year
Continue improving key performance indicators
• Seat utilization
• Efficiency
• Offshore/onshore split
• Attrition

15. 111.2
65.3 65.0
71.0
75.9
80.7
86.1
73.4
13.2 11.9
17.2
32.1
38.1
59.3
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
0.0
20.0
40.0
60.0
80.0
100.0
120.0
Q311 Q411 Q112 Q212 Q312 Q412 Q113
Gross debt (€ m) Net debt (€ m) Net debt/EBITDA
• Gross debt increased by €5.4m vs. Q412
• Net Debt increased by €21.2m compared to the Q412 level
• Net Debt/EBITDA ratio: 2.51 (1.97 in Q412)
• Interest charge €0.9m (€0.7m in Q412)
Debt & leveraging

16. 3
Going forward
– Transcom’s strategic direction

17. 17
Transcom’s brand promise
Outstanding Customer
Experience, driving
revenue and brand
loyalty
”

18. North America and Asia Pacific
• Continue expanding in local markets in Asia Pacific
Latin America
• Serving domestic markets and the US,
in addition to Spanish clients
North Europe
Central Europe
• Near shore
Short- and medium-term growth opportunities

19. 19
Short-term focus
• Continuous focus on executing turnaround in
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
- Optimizing our geographic delivery mix
- Focus on broadening our client base
Summary: key priorities going forward

20. Thank you!
Questions?