Teleperformance Se · EURONEXT:TEP
Teleperformance — FY2022 Earnings Presentation
93 slides from Teleperformance's earnings presentation, Feb 17, 2023
Slide 1: 2022 Annual Results Investors Presentation
2022 Annual Results Investors Presentation February 17, 2023
Slide 2: Forward-looking statements
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 o
Slide 3: Agenda
01. FY 2022 key figures & highlights 02. Outlook 03. Strategy 04. FY 2022 results 05. Appendix
Slide 4: #1 global outsourcing leader for customer and citizen experience
• # 1 global outsourcing leader for customer and citizen experience • Becoming an undisputed global leader in outsourced digital integrated business services 410k+ ~50% Working People from home From In 91 300+ countries languages For nearly In 1,200 170 Clients* markets *For Core Services & D.I.B.S
Slide 5: Key financials: new records
Robust growth and record profitability in a highly challenging year Robust • Record revenue of €8,154 millions, with: • +14.6% growth as reported revenue • +12.5% like-for-like growth (excluding Covid contracts impact) growth • +5.7% like for like growth, despite Covid contracts attrition by c. €500
Slide 6: FY 2022 key figures & highlights
FY 2022 key figures & highlights Key highlights: acquisitive and responsible growth Acquisitions of PSG Global Strong, enduring CSR commitment Solutions in the US (October 2022) reaffirmed in 2022 • A leading provider of digital recruitment process • Hybrid delivery model, with ~50% of the group's o
Slide 7: Named one of the World's Best Workplaces by Fortune (ranked #11)
Teleperformance named one of the 25 World's Best WorkplacesTM by Fortune (ranked #11) • A very selective ranking: The Great Place to Work® Institute, the global Teleperformance was included in the reference for well-being at work, awards the world’s world’s Top 25 (ranked #11) out of only independen
Slide 8: Negative media noise in late 2022
Negative “noise” in media/social media in late 2022 with regards to content moderation and working conditions at Teleperformance in the United States and Colombia • Two articles • One tweet Teleperformance “Black Thursday” (November 10, 2022) • Massive sell-off by ESG funds • Stock down by 38% in on
Slide 9: Three months to restore Truth and Trust (1/3)
Three months to restore “Truth and Trust” (1/3) • Third-party audit at Teleperformance USA : o No inconsistencies with Teleperformance USA statements (El Paso, Texas) o CSAM work not moderated in El Paso • November 17, 2022: Teleperformance decides to stop moderating highly egregious content queues
Slide 10: Board seminar in El Paso (Texas)
Teleperformance’s Board seminar in El Paso (Texas) 10
Slide 11: Three months to restore Truth and Trust (2/3)
Three months to restore “Truth and Trust” (2/3) • December 7, 2022: Bureau Veritas audit issues Teleperformance Colombia full compliance with ISO 26000 (CSR in operations) with a score of 93/100 • December 13, 2022: positive and supportive outcome of the meeting between Daniel Julien, Teleperformanc
Slide 12: Three months to restore Truth and Trust (3/3)
Three months to restore “Truth and Trust” (3/3) • January 31, 2023: Korn Ferry third-party survey indicates that Teleperformance Trust & Safety division scores exceed the benchmark for 600 other companies by double-digit points based on key aspects of the employee experience • February 14, 2023: aft
Slide 13: The Butterfly Effect
The Butterfly Effect (metaphore of chaos theory. E. Lorenz) 1963: Erik Lorenz identified the “Sensitive dependence on initial conditions” Teleperformance share price evolution (€) % Teleperformance shareholding by geography 290 France 20% €266 13% 270 Continental 21% Europe 20% 250 RoW 2% 230 2% 210
Slide 14: Agenda
01. FY 2022 key figures & highlights 02. Outlook 03. Strategy 04. FY 2022 results 05. Appendix
Slide 15: Full-year targets
Full-year targets ▪ Recurring LFL revenue growth of around +10%* ▪ ~€200 million decline in the contribution from Covid support contracts ▪ Like-for-like revenue growth above +7% ▪ A 20-basis point increase in EBITA margin before non-recurring items, to 15.7% ▪ Further targeted acquisitions capable
Slide 16: Becoming an undisputed global leader in Digital Integrated Business Services
▪ Becoming an undisputed global leader in Digital Integrated Business Services solutions ▪ The Group confirms that it is ahead of schedule in meeting its financial targets: o Revenue above €10 billion at constant scope of consolidation o EBITA margin before non-recurring items of 16% ▪ Acquisitions
Slide 17: A seasoned, international and agile leadership team
A seasoned, international and agile team to lead the digital transformation of the Group 8 executive committee members 33 management committee members Daniel Julien Chairman and CEO Bhupender Singh Eric Dupuy Miranda Collard Agustin Grisanti Scott Klein Olivier Rigaudy Leigh Ryan Chief Chief Busines
Slide 18: Agenda
01. FY 2022 key figures & highlights 02. Outlook 03. Strategy 04. FY 2022 results 05. Appendix
Slide 19: Key Business KPIs and Group Strategy
1. Key Business KPIs 2. Group Strategy ₋ Cube ₋ TAP/Digital ₋ Specialized Services 19
Slide 20: Employee satisfaction and external sentiment
E.Sat 51 50 GPTW 35 40 GPTW 2021 2022 TP Group Trust Index Score 79 79 55% 64% 57% 64% 9-10 Countries Certified 60 64 7-8 0-6 % employees working at a GPTW Company 97.0% 97.3% 25% 25% 22% 22% National Best Workplaces Lists 13 23 20% 13% 18% 14% Best Workplaces Regional Lists – Asia, Latin, Europe 1
Slide 21: Continuous listening approach
Continuous listening approach Internal Measurement External Measurement Moment of Truth (MOT) Daily Sentiment Annual E.Sat Annual GPTW • Daily Happiness Surveys with additional • E.Sat – (Sept/Oct) Global Pulse • Conducted in June • Teleperformance milestones Moments driver insights – “How do you fe
Slide 22: K.Sat 2022
K.Sat 55 69 69 82 9 —10 67% 75% 77% 85% 7—8 0—6 22% 18% 15% 12% 12% 7% 8% 3% 2019 2020 2021 2022 2022: 679 responses covering 83% of Core business revenue 22
Slide 23: Employee satisfaction by region
#1 63% 65% 51% 39% 43% 48% 16% 12% 9% 12% 12% 5% 40% 45% 46% 40% 52% 25% 30% Cloud Campus recognized APAC INDIA CTSS LATAM EMEA CORE by the Asia-Pacific Stevie SERVICES Awards two times in a row, winning a Silver in the WAHA APPROVED (2023) "Innovative Use of WAHA BCP (Return office Q12023) Technolo
Slide 24: Committed to building a sustainable business
Committed to building a sustainable business for our employees, clients, shareholders and communities. • 97%+ employees work in a certified Great Place to Work® environment • 79% Trust Index score from our employees (based 201K+ surveys) • 63M+ training hours in 2022, a total of 166 hours per full-t
Slide 25: Key Business KPIs and Group Strategy
1. Key Business KPIs 2. Group Strategy ₋ Cube ₋ TAP/Digital ₋ Specialized Services 25
Slide 26: To be the leader in outsourced Digital Integrated Business Services
To be the leader in outsourced Digital Integrated Business Services Main Client Verticals Services offering: TP One office • Governments • BFSI Customer Services Business Services Sales Operations • Travel, Hospitality, Transportation • Healthcare • Customer Care • Digital Content Management • B2B S
Slide 27: Banking Financial Services Insurance
Banking Financial Services Insurance Retail Corporate Banking Wealth Card Remediation Insurance (P&C, Life Digital Analytics Credit Lending Banking Management Operations Services & Annuity) Growth Strategy Regulatory & Compliance Automation Customer Service ● Segmentation ● Payments Compliance ● RPA
Slide 28: BFSI clients and revenue
BFSI Revenue (€ Million) 45k+ BFSI FTEs globally 29% 20% 140 + clients 1,140 881 733 80% with over 3 years tenure 2020 2021 2022 BFSI 28
Slide 29: Travel approach and positioning
AIRLINES HOSPITALITY OTA CRUISE CAR RENTAL • Reservations • Sales • Destination • Reservation • Reservations • Rate Loading • Reservations and Enquiry • Air Fulfillment • Rate Loading fulfillment • Holiday Planning • Amendments TRAVELutionized • Property Content • Payment processing • Group seat blo
Slide 30: Travel: 25k+ FTEs globally
Revenue (€ Million) 786 25k+ FTEs globally Serving airlines, hotels, car rentals, cruise lines and OTA / TMCs 559 556 33+ countries in 27 languages Workforce distribution : 34% English World, 34% LATAM, 16% CEMEA, 16% APAC / India 60+ clients Front office : care, reservations Mid office : travel acc
Slide 31: Key Business KPIs and Group Strategy
1. Key Business KPIs 2. Group Strategy ₋ Cube ₋ TAP/Digital ₋ Specialized Services 31
Slide 32: Digital services line of business differentiator
Value DIGITAL SERVICES LINE Add OF BUSINESS “Sell the more mature TP products & solutions as stand-alone services” DIFFERENTIATOR • Lead service line “Stand out vs. • Deeper relationships Competition” • Higher margins 'TAP' AS AN INTERNAL CAPABILITY “Enable TP to deliver simpler, faster, safer opera
Slide 33: TAP staff and bots deployed
2019 2020 2021 2022 #TAP staff 250 700 1,545 1,816 #BOTS deployed1 6,200 12,903 18,793 23,584 Count of medium to high 1,792 complexity proposals 166 754 715 (67% of all large proposals) 1. Total number of cumulative bots deployed, including decommissioned bots post end of life 33
Slide 34: Top digital products coverage in top clients
Top 5 Digital Products Coverage in Top 200 clients CX Automation RPA Recommender Overall Coverage 72 % Interact Time Tree 34
Slide 35: Won consulting project with a leading US airline
Won consulting project with a Leading US Airline (in competition against top-tier consulting firms) Project Scope: enable client to seamlessly operate a blended model of W@H and B&M to be future-ready in scaling operations across: 1. Operating model 2. People practices 3. Employee engagement 4. Tech
Slide 36: Key Business KPIs and Group Strategy
1. Key Business KPIs 2. Group Strategy ₋ Cube ₋ TAP/Digital ₋ Specialized Services 36
Slide 37: Full suite of multilingual solutions serving 30K+ clients
A full suite of multilingual solutions serving 30K+ clients On-demand Interpreting 240+ languages 24/7/365, in seconds • Video interpreting • Audio interpreting • Telehealth and virtual meeting support • EHR integration Face-to-Face Interpreting 130+ languages, by appointment • On-premise interpreti
Slide 38: Key performance metrics
Key performance metrics Monday Audio Volume Chart Monday Video Volume Chart On-demand Interpreter Growth 18 323 20 000 15 991 13 685 15 000 10 876 10 000 5 000 0 2019 2020 2021 2022 EOY EOY EOY EOY 38
Slide 39: Integration within Teleperformance
Integration within Teleperformance Nearly 4,000 interpreters in 20 Teleperformance locations globally Teleperformance interpreter minutes 250 Millions Joint sales efforts, especially in the 191 200 Healthcare vertical 157 150 • HealthAdvocate services implemented at 97 100 LanguageLine Solutions 53
Slide 40: Tech enabled suite of RPO solutions
Tech enabled suite of Recruitment Process Outsourcing (RPO) solutions 1% Platform Highlights 17% 14% » Massive market opportunity » Sticky, blue-chip client base $3.4B U.S. RPO Market 90%+ client logo retention » Proprietary technology stack 3% » Global delivery » Experienced management team End mar
Slide 41: Integration within Teleperformance
Integration within Teleperformance • PSG is live supporting TP Philippines, TP USA and AllianceOne Internal Recruiting synergies • PSG is in implementation stage with LanguageLine Solutions Cross-selling synergies • PSG value proposition incorporated in Teleperformance’s across client portfolios ser
Slide 42: Agenda
01. FY 2022 key figures & highlights 02. Outlook 03. Strategy 04. FY 2022 results 05. Appendix
Slide 43: P&L summary
P&L summary €m FY 2022 FY 2021 Change €/$ exchange rate (12-month average) €1 = US$1.05 €1 = US$1.18 Revenue 8,154 7,115 +14.6% Like-for-like growth* (LFL) +5.7% Robust growth and record profitability LFL excl. impact from Covid support contracts +12.5% • Recurring** like-for-like (LFL) growth EBITD
Slide 44: Revenue growth analysis
Revenue growth analysis +12.5% LFL excl. impact • Sustained growth with revenue up (€m) of Covid support +5.7% LFL given the strong negative contracts evolution impact of lower revenue from Covid +265 8,154 support contracts (-€514 million) +937 7,466 (514) +351 • +12.5% like-for-like gain, excludin
Slide 45: Bridge between former and current reporting presentation
Bridge between the former and current business reporting presentation Former presentation Entities deleted (-) Entities added (+) New presentation by activity vs. former presentation vs. former presentation by activity CORE SERVICES & D.I.B.S. CORE SERVICES & D.I.B.S. English World & Asia‑Pacific Un
Slide 46: Revenue by activity
Revenue by activity 2022 2021* Change (%) Revenue (€m) Like-for-like** LFL excl. Covid Reported Core Services & D.I.B.S.: FY Q4 FY Q4 FY Q4 FY Q4 FY Q4 +11.7% LFL growth Core Services & D.I.B.S. 6,989 1,829 6,295 1,691 +3.8% +2.8% +11.7% +9.7% +11.0% +8.2% excluding “Covid - North America & APAC 2,6
Slide 47: EBITA by activity
EBITA by activity FY 2022 FY 2021* • Recurring EBITA margin rose to Recurring EBITA (€ m) €m Margin €m Margin 15.5%, from 15.1% in FY 2022 • Core Services & D.I.B.S margin Core Services & D.I.B.S. 890 12.7% 824 13.1% remained solid, despite steep falloff in - North America & APAC 330 12.3% 221 10.8%
Slide 48: Core Services & D.I.B.S. – North America & Asia-Pacific
Core Services & D.I.B.S. – North America & Asia-Pacific • Strong results driven by renewed momentum in offshore activities in the Philippines and strong growth in high value-added offshore activities in India • Satisfactory momentum in the US onshore market led by the strength and diversification of
Slide 49: Core Services & D.I.B.S. – LATAM
Core Services & D.I.B.S. – LATAM • Over the full year, momentum was strong in most countries in the region • Most dynamic sectors: healthcare, social media, online entertainment and automotive • Slowdown in Q4 mainly due to the hyperinflationary conditions in Argentina, which were very unfavorable •
Slide 50: Core Services & D.I.B.S. – Europe & MEA
Core Services & D.I.B.S. –Europe & MEA (EMEA) • Decline in revenue and EBITA margin as expected due to the lower contribution from Covid support contracts in the Netherlands, United Kingdom, France and Germany • Like-for-like growth excluding Covid contracts stood at +10.2%, with faster momentum in
Slide 51: Specialized Services
Specialized Services • Return of TLScontact’s volume above those achieved pre-Covid-19, with strong increase in margin as a result • LanguageLine Solutions’ margin remained high, buoyed by the satisfactory growth in business, especially in H2 • Consolidation of highly profitable Health Advocate’s ac
Slide 52: Operating profitability
Operating profitability €m 2022 2021 Change • Increase in amortization of intangible assets due to the recent acquisitions Revenue 8,154 7,115 +14.6% in the US EBITA before non-recurring items 1,262 1,071 +17.8% • Increase in non-recurring items, due to % of revenue 15.5% 15.1% increase in non-cash
Slide 53: Earnings performance
Earnings performance €m 2022 2021 Change • Stable financial result despite the increase in interest rates over the year Operating profit 994 869 +14.4% • Effective tax rate: 28.5%, vs. 28.1% in 2021 Financial result (93) (94) Income tax (256) (218) • Net profit - Group share: up +15.8% to €645 Effec
Slide 54: Cash flow
Cash flow • Net free cash flow: €703 million, up +6.3% • WCR: outflow of €172 million, vs. outflow of €m 2022 2021 €75 million in 2021 ; part of the sharp increase was non-recurrent Cash flow* 1,172 965 o €18 million in social security contribution Change in working capital (172) (75) payments that
Slide 55: Balance sheet summary
Balance sheet summary €m 12/31/2022 12/31/2021 €1 = US$1.0.7 €1 = US$1.13 Non-current assets 5,937 5,560 o/w intangible assets 4,522 4,222 Working capital* 783 701 Total net assets 6,720 6,261 Equity 3,672 3,157 Provisions and deferred tax liabilities 439 448 Net debt 2,609 2,656 o/w lease liabiliti
Slide 56: Financial position
Financial position • Decrease in net debt despite the 2,656 (703) +340 +12 2,609 financing for PSG Global Solutions +304 acquisition (€298m, included in the financial investments) and the share buy back (€146m) • Net debt to EBITDA ratio of x1.47 pro forma excluding PSG Global Solutions Net debt as
Slide 57: Strong and diversified financing
Strong and diversified financing Diversification sources as of December 31, 2022 Commercial Revolving Credit Facility papers 11% 9% Bank term loans 8% • Average cost of gross debt: 1.88% USPPs EUR bonds 9% • Average maturity of gross debt: 3.1 years 63% • Diversified sources • Well protected against
Slide 58: Dividend
Dividend 4.50 100% 4.00 3.85* 90% 3.50 3.30 80% 3.00 70% • Dividend per share of €3.85*, up 2.50 2.40 2.40 60% +16.7% vs. 2021 50% 2.00 1.85 1.90 35% 35% 35% 40% 30% 35% 1.50 26% 28% 1.20 1.30 36% 35% 43% 35% 36% 30% • Pay-out ratio of 36% 35% 0.68 0.80 0.92 1.00 20% 0.50 0.33 0.46 10% 0.00 0% 2010
Slide 59: Agenda
01. FY 2022 key figures & highlights 02. Outlook 03. Strategy 04. FY 2022 results 05. Appendix
Slide 60: Appendix
APPENDIX APPENDIX 1: TELEPERFORMANCE OVERVIEW APPENDIX 2: ADDITIONAL INFORMATION APPENDIX 3: SPECIALIZED SERVICES – ADDITIONAL INFORMATION APPENDIX 4: MARKET AND COMPETITIVE ENVIRONMENT
Slide 61: Alternative performance measures
Alternative performance measures: Change in like-for-like revenue: Change in revenue at constant exchange rates and scope of consolidation = (current-year revenue - last-year revenue at current-year rates - revenue from acquisitions at current-year rates) / last-year revenue at current-year rates. E
Slide 62: Appendix 1: Teleperformance overview
APPENDIX 1 Teleperformance overview
Slide 63: 45 years at the forefront of customer experience outsourcing
High credibility: 45 years at the forefront of customer experience and business services outsourcing 2020 Transition of over 200k active 2021-2022 employees to work-at-home in response to COVID-19 2012 Full control 2021 Acquisition of 2008 of Health Advocate Acquisition of TLSContact 1998-2002 The A
Slide 64: Creating value: a proven financial track record (2012-2022)
Creating value: a proven financial track record (2012-2022) 16% €10bn in 2025 in 2025 15.1% 15.5% +25.7% 10 000 14.3% 8,154 25% 1250 8 000 13.3% 13.6% 15% 20% 1000 10.3% 11.2% 13% 6 000 15% 750 9.3% +9.9% 9.1% 9.7% 12.8% 11% +7.5% 4 000 2,347 +5.7% 10% 500 9% 2 000 +10.6% +11.6% 5% 250 7% +7.9% +7.4
Slide 65: Digital transformation and solid client portfolio
Digital transformation and solid client portfolio A well diversified client portfolio Addressing the Digital Transformation journey % of 2022 revenue by vertical of “disrupted “ and “disruptors” clients, across all verticals: 46% of Group revenue in 2022, vs Other < 20% in 2013 Business Services Hea
Slide 66: High-touch and high-tech
High-touch: High-tech: “Enthusiastic people helping people” “Enhanced by technology” • Emotional intelligence & empathy: • Hybrid cloud-based network, including selection, training and coaching “TP Cloud Campus” • Management “with a purpose”: reach • Omnichannel integrated solutions the maximum pote
Slide 67: Strong, profitable and responsible growth
Strong, profitable and responsible growth Specific, quantified and ambitious objectives for Teleperformance CSR commitments Commitments Objectives Be a preferred employer Maintaining >90% of total employees in the market working in a TP subsidiary certified GPTW® Promote diversity, gender Maintainin
Slide 68: Appendix 2: Additional information
APPENDIX 2 Additional information
Slide 69: Fast-growing Trust & Safety market segment
A fast-growing Business Process Services market segment, expected to reach >€10 billion by 2025 15% Platform Global Trust & Safety Market & Next Years Projection 13% safety (In € Billion) *Everest Commercialization / 17% Projections €10B Ad support 15% €8.6B MARKET GROWTH AT 20% €7.2B Adoption by 10
Slide 70: Everest Group Peak Matrix in 2022
Everest Group Peak Matrix in 2022 Ranked 2nd in Leader’s Group in Ranked 4th in Leader’s Group in 2021 2022 Continuously invest in strengthening all around T&S High capabilities and endeavoring towards creating LEADERS MAJOR CONTENDERS differentiated capabilities by exploring newer avenues of value
Slide 71: Driving transformation through TP Digital
Driving External & Internal Transformation through TP Digital (ex-T.A.P™) Priority focus areas to add value to our clients by deploying simple, safe and cost-effective digital solutions Technology ● High Tech Solutions such as RPA & AI, Chatbots, Omni-channel CX Knowledge Services & ● High Touch Sol
Slide 72: Metaverse: revolutionizing employee engagement
Metaverse: at the forefront of the market needs evolution Revolutionizing Building employee tomorrow’s CX engagement New channels and new lines of business Customer experience XR Lab & consultancy 72 72
Slide 73: Cyber-smart culture and NIST standards
Adopting NIST* standards to continually reinforce cybersecurity People: extensive cyber security training across TP to build a genuine corporate culture • Extensive cybersecurity training • Dedicated security organization • C-level Security Governance Process: security by design, audits, and white h
Slide 74: Teleperformance Cloud Campus
Our flexible work organisation Teleperformance Cloud Campus c. 50% of the Group’s workforce remains remote today* Eliminate hiring Dedicated support for Effective employee A highly secure remote boundaries dispersed teams management and optimization environment * As of December 31, 2022 74
Slide 75: Smart shoring
Smart shoring: a unique offering of worldwide broad sourcing mix • Network of 37 offshore/nearshore locations around the world Increasing share of nearshore & offshore 48% 65% 52% 35% +17 ppt 2010 2022 % of nearshore & offshore revenue % of domestic revenue * in Core Services & D.I.B.S. activities “
Slide 76: Appendix 3: Specialized Services
APPENDIX 3 Specialized Services Additional information
Slide 77: TLScontact overview
Overview 14 years of supporting governments in visa, consular & citizen services 2009 founding year 90 countries 150+ 3 million applications / year application centres Over 1 million applications digitised every year 77
Slide 78: Key metrics: strong recovery after the pandemic
Key Metrics: Strong recovery after the Pandemic 4 Year Visa Volume Evolution 400 000 300 000 200 000 100 000 0 2021|2022 Visa Volume Evolution 300 000 250 000 200 000 150 000 100 000 50 000 0 78
Slide 79: Integration within Teleperformance
Integration within Teleperformance Enterprise Feedback Management – Worked with TP Digital 01 Team to create and roll-out global EFM platform to differentiate TLScontact from competition; enabled significant scaling up in 2022 with limited overheads increase Contact Center Solution – Contact center
Slide 80: Health Advocate business overview
Business Overview Employees health Navigation and and well-being Advocacy support; Mental & Behavioral Health Support in one place; Well-Being & on one platform Biometrics Single Point of Contact ─ Benefits Navigation Member Website/Mobile App NCQA Certified Customized Team of Predictive Analytics E
Slide 81: Key metrics
Key Metrics EAP: Shift to Virtual Video Visits Health Advocate Reach 112,147 Total 2019 Total Case 445 Total Lives Virtual Interactions Hours 29.5M 3.3M 1.3M 128,135 Total 2022 55,005 Virtual 81
Slide 82: Integration within Teleperformance
Integration within Teleperformance • Integrated value proposition for the US Healthcare vertical – RFPs; cross-sell/upsell efforts with LanguageLine Solutions, Alliance One, Teleperformance Core Services, Senture, and PSG • EAP support to all Teleperformance employees in the US • Implemented Interpr
Slide 83: AllianceOne collections solutions overview
Solutions Overview: Delivering Collections services for Over 23 Years Full Range of interactive Channels: AllianceOne Is Fully Licensed And Bonded To Collect in All 50 US States As Well As The Provinces of Canada Voice chat Email Letter SMS Digital First Party Collections 3rd Party Collections • Col
Slide 84: Integration within Teleperformance
Integration Within Teleperformance Nine Teleperformance Core Services locations utilizing AllianceOne’s U.S. debt collection licenses Integrated sales efforts and cross pollination of AllianceOne debt collection solutions – Hunting and Farming as a pack • PSG services – implementation at AllianceOne
Slide 85: A leader in digital recruitment process outsourcing
A leader in digital recruitment process outsourcing Recruiting Recruiting support Full cycle RPO Source, screen and vet Perform hiring process Comprehensive solution qualified candidates and activities and high-volume offering from job posting to deliver them to clients’ administrative tasks falling
Slide 86: PSG Global Solutions: tech-enabled RPO
A Specialized Services company offering a focused and tech-enabled suite of unique Recruitment Process Outsourcing solutions ▪ Delivery model Proprietary Global End-market PSG Global Solutions technology delivery specialization market leadership is underpinned by an ▪ Fully integrated, ▪ Dedicated,
Slide 87: Acquisition rationale: large, attractive market
Acquisition rationale: large, attractive market with long-term tailwinds ▪ Massive, unpenetrated whitespace ▪ US RPO market is expected to grow by +12% CAGR between 2021 and 2026E, supported by: US total market spend o Hiring demand-supply gap on recruitment o High demand seasonality c. $300bn o Inc
Slide 88: Appendix 4: Market and competitive environment
APPENDIX 4 Market and competitive environment
Slide 89: #1 worldwide in a growing customer experience market
#1 worldwide in a growing customer experience core market still poorly outsourced • Outsourced CX management global market worth $109-111bn in 2022E*, up ~ +11% CAGR since 2020 • Outsourcing rate of 31% in 2022E, benefiting from increasingly complex clients needs Size and evolution of the outsourced
Slide 90: Outsourced CX market by channel
#1 worldwide in a growing customer experience core market still poorly outsourced • Market still dominated by voice interactions, but share is declining • Faster growth of non-voice channels, usually seen as more user-friendly particularly by younger generation Breakdown of outsourced CX market by D
Slide 91: Broader competitive environment (1/2)
Teleperformance’s transformation is leading to a broader competitive environment (1/2) • Worldwide leader in the outsourced CX market with a unique global diversified positioning • Group’s transformation leads to enlarged addressable market: the worldwide business process management market Top 10 ma
Slide 92: Broader competitive environment (2/2)
Teleperformance’s transformation is leading to a broader competitive environment (2/2) • Enlarged competitive environment reflects growing complexity and increasingly integrated demand from the clients Direct competitors (CCO)* ITO/BPO companies** Consulting Firms Atento Cognizant Accenture Concentr
Slide 93: teleperformance.com
teleperformance.com teleperformanceblog.com /company/teleperformance @teleperformance_group /teleperformanceglobal /teleperformance @teleperformance