Teleperformance Group Presentation

Including Q3 2019 revenue

November 2019

All forward-looking statements reflect Teleperformance management’s present expectations offuture events and are subject to a number of factors and uncertainties that could cause actualresults to differ materially from those described in the forward-looking statements. For a detaileddescription of these factors and uncertainties, please refer to the “Risk Factors” section of ourRegistration Document, available at www.teleperformance.com. Teleperformance undertakes noobligation to publicly update or revise any of these forward-looking statements.

2

DISCLAIMER

3

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 atcurrent-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 Amortization):Operating profit before depreciation and amortization, amortization of intangible assets acquired as part of a businesscombination, goodwill impairment charges and non-recurring items.

EBITA before non-recurring items (Earnings before Interest, Taxes and Amortization):Operating profit before amortization of intangible assets acquired as part of a business combination, goodwill impairmentcharges 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 oramount.

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 weightedaverage number of ordinary shares outstanding by the effects of all potentially diluting ordinary shares. These includeconvertible bonds, stock options and incentive share awards granted to employees when the required performanceconditions have been met at the end of the financial year.

CONTENTS

1. TELEPERFORMANCE OVERVIEWActivity and Strategy

2. Q3 2019 REVENUE

3. 2019 OUTLOOK

4. APPENDICES

4

5

DETAILED CONTENTS

1. TELEPERFORMANCE OVERVIEW: ACTIVITY AND STRATEGY

2. Q3 2019 REVENUE

3. 2019 OUTLOOK

Teleperformance overview 7-18

p. 6-19

p. 20-28

p. 29-30

68Shareholding

33-41Group overview – Additional information

Q3 2019 Key Figures 21-28

Market environment 42-47

4. APPENDICES p. 31-68

66-67Governance structure

48-56Digital Integrated Business Services (D.I.B.S.)

57-61Specialized Services

2019 Outlook 30

2022 Objectives 19

63-65Corporate Social Responsibility (CSR)

1 TELEPERFORMANCE OVERVIEWActivity and Strategy

US$5.3bn

Countries where TP operates

TELEPERFORMANCE OVERVIEWWORLDWIDE LEADER IN THE OUTSOURCED CX MARKET

7

€4.4bn

A multicultural group, present in

countries80

300k+people

We are a team of

850+clients

80countries

Present in

170markets

Serving

265

We provide service in

languages and dialects in 2018

Revenue of

8

TELEPERFORMANCE OVERVIEWACTIVITY: PROVIDING A FULL RANGE OF SERVICES IN CONSTANT EVOLUTION

▪ Mission: Teleperformance people,“all over the world, all around theclock”, helping people addresstheir day-to-day issues, in an evermore changing and complexenvironment

▪ Being the agile business servicespartner that companies need intoday’s digital world: making eachinteraction “Simpler, Faster,Better, Safer and More CostEffective”.

High value-added services to corporates and

government agencies

▪ Customer services*▪ Technical support*▪ Client acquisition ▪ Back office services▪ Knowledge services

(analytics, A.I., consulting)

Specialized Services▪Online interpreting services▪Visa application

management services▪Accounts receivable

management

Teleperformance Digital Integrated Business

Services (D.I.B.S) launched in October 2018

Core Services & D.I.B.S.

* Mainly inbound interactions

9

TELEPERFORMANCE OVERVIEWACTIVITY: GEOGRAPHIC DIVERSIFICATION

Group revenue breakdown

(First nine months 2019)

CoreServices & D.I.B.S.*

87%

Specialized Services**

13%

o.w D.I.B.S.19%

EWAP23%

Ibero-LATAM37%

CEMEA29%

India & Middle East11%

Core Services & D.I.B.S.*

revenue breakdown

(First nine months 2019)

* Core Services split by linguistic region:- EWAP English-speaking market and Asia-Pacific (the US, Canada, the UK, the Philippines, China, etc.)- Ibero-LATAM Latin American countries (Brazil, Mexico, Colombia, etc.), Portugal and Spain- CEMEA Continental Europe, Middle East & Africa- India & Middle East India and ex-Intelenet activities in the Middle East

47%

9% 14%5%4% 4% 3% 2% 2%

TELEPERFORMANCE OVERVIEWACTIVITY: INDUSTRY VERTICAL DIVERSIFICATION

10

Expertise in many industries

% Revenue by vertical – details

Telecommunications (Pay-TV and Telecom - Internet)

Financial Services

Technology, Consumer Electronics

Healthcare, Insurance

Retail, e-Commerce

PublicSector

Travel Agencies, Hotels, Airlines

Transportation & Logistics

Media & Entertainment

6%11% 7% 7%

18%13%14%

5%

▪ Ongoing diversification over time

▪ Increased contribution of business with e-player clients

Other

10%

15%4%

First entry in the Top 9 sectors

in H1 2019

2013 H1 2019

11

TELEPERFORMANCE OVERVIEWHIGH-TECH, HIGH-TOUCH STRATEGY: TELEPERFORMANCE DNA AND KEY DIFFERENTIATING ASSET TO OUTPERFORM THE MARKET

• Uptime

• Omnichannel

• R.P.A.

• Data security

High-Tech High-Touch

Lean Six Sigma Discipline

• Psychographics

• Coaching

• Managing with a

purpose

• Global ecosystem

• Predictive models

12

TELEPERFORMANCE OVERVIEWDEVELOPMENT STRATEGY

Digitalization

Org

anic

gro

wth

Exte

rnal

gr

ow

th

Targeted strategic acquisitions in high-value services

Specific Activities /

Verticals

Lines of Business Subject matter experts

Accelerate Teleperformance’s

global transformation to

become a key business services provider in high-value integrated digital solutions

A three dimensional

approach

13

TELEPERFORMANCE OVERVIEWDIGITALIZATION: LEVERAGING THE TECHNICAL, PROCESS AND INDUSTRY KNOWHOW AND EXPERTISE

Digital Transformation Team (ILATAM)

Technology, Analytics and Process (T.A.P.) – Knowledge Services team1

Consulting experience in digital transformation, analytics and automation engagements400+ digital transformation experts

Digital Transformation Team (CEMEA)

Knowledge Services Team

Digital Center of Excellence Technology, Analytics and Process (T.A.P.)

regional teams1

Regional teams with expertise in technology, automation, analytics and process optimization200+ digital transformation experts

Digital Transformation Team (EW and

APAC)

Continuous improvement: all at Teleperformance

All operation and support functions are trained on lean six sigma method, to continuously improve performance

1 – Includes senior IT/RPA professionals, developers, data analysts, data scientists, process engineers

14

TELEPERFORMANCE OVERVIEWDIGITALIZATION: AGGRESSIVELY DEVELOPING BOTS

Start Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sept-19

5,000+Total Bots Deployed1

1 450

1 – Measured as 1 attended bot counts x1; 1 unattended bot count x8

15

TELEPERFORMANCE OVERVIEWSECURITY: SHIFTING THE FOCUS FROM INFORMATION SECURITY TO CYBER SECURITY

16

TELEPERFORMANCE OVERVIEWEXTRA-FINANCIAL IMPACTS OF GROUP CSR STRATEGY ON KEY STAKEHOLDERS

All actions are driven by strong ethical principles and values,aligned with the UN Global Compact’s 10 principles, signed by Teleperformance in 2011

Preferred employer on the Group’s marketEmployee engagement & well-being

Health & SafetyHuman Rights

A trusted partner to all Group’s stakeholders

ShareholdersLong-term value

Transparence

ClientsStrategic partner

InnovationBusiness ethics

Force of Good Impact on local employment

COTW - Sustain local communitiesCOTP - Promote a sustainable use of natural resources Each Interaction Matters

Human TouchDiversity & Inclusion

TP DNA

CustomersCustomer Experience

Data security

17

TELEPERFORMANCE OVERVIEWBE MARKET’S PREFERRED EMPLOYER AND DEVELOP EMPLOYEES’ WELL-BEINGAT WORK

10 « Great Place to Work » awards

China, India, Philippines, Brazil, Mexico (2 subsidiaries), El Salvador,

Colombia, Dominican Republic, Portugal

7 subsidiaries recognized « Global Best Employers™ Program » by

A.On Hewitt in Albania, Guyana, India, Lithuania, Morocco, Tunisia and

Lebanon (TLScontact)

4 subsidiaries recognized « Best Places to Work® » in Albania, Morocco,

Tunisia and Lebanon

▪ Recognitions from third-parties account for 70% of Group workforce in 2018

0

100

200

300

400

2011 2012 2013 2014 2015 2016 2017 2018

Net capex (€M) Net Free cash flow (€M)

18

TELEPERFORMANCE OVERVIEWA PROVEN FINANCIAL TRACK RECORD (2011-2018)

2011 2012 2013 2014 2015 2016 2017 2018

Net capex / revenue 4.5% 4.6% 5.2% 5.7% 5.0% 5.2% 3.5% 4.4%

Net free cash flow / EBITDA 33% 31% 20% 25% 41% 42% 45% 40%***

* LanguageLineSolutions consolidated on a 12-months basis** Intelenet consolidated on a 12-month basis*** Adjusted for €(25)m of non-recurring outflows in 2018**** See 2020-2022 Group objectives slide 18

2,1262,3472,4332,758

3,3983,6494,1804,441

c. 7,000

3.5%

6.9% 7.9%9.9%

7.5% 7.4%9.0% 9.0%

-10%

-5%

0%

5%

10%

15%

0

2000

4000

6000

8000

2011 2012 2013 2014 2015 2016 2017 2018 2022

Revenue Group LfL growth

…

8.5% 9.1% 9.3% 9.7%10.3%

11.2%

13.3% 13.6%

6%

8%

10%

12%

14%

16%

0100200300400500600700

2011 2012 2013 2014 2015 2016 2017 2018 2022

Current EBITA Net profit – gr. shareCurrent EBITA margin

0.0x-0.4x -0.3x

1.1x 0.8x

2.6x1.9x

2.6x

-1,0x

0,0x

1,0x

2,0x

3,0x

-200

300

800

1300

1800

2300

2011 2012 2013 2014 2015 2016PF*

2017 2018PF**

Net debt (€M) Net debt /EBITDA

… ****

****

+ 10 bps

CAGR

(2020-2022)

TELEPERFORMANCE OVERVIEWCONFIRMING 2020-2022 OBJECTIVES

19

▪ Organic growth = at least + 7% per year

▪ Revenue = €6.5 billion in 2022 excluding acquisitions

▪ Acquisition: revenue between €250 million and €500 million

▪ Total revenue (organic growth + acquisitions) = c.€7.0 billion

▪ Increase in EBITA margin = at least + 10bps per year (CAGR)

▪ Continued strong net free cash flow

2 Q3 2019 REVENUE

Q3 2019 REVENUEFURTHER ACCELERATION IN REVENUE GROWTH

21

▪ Further acceleration in growth: like-for-like revenue growth of + 13.5% in Q3, vs. + 9.9% in Q1 2019 and + 10.9% in Q2 2019

* At constant exchange rates and scope of consolidation

Like-for-like* Reported

€/$ exchange rate (9 months average) €1 = US$1.12 €1 = US$1.20

9M (to September 30) 3,916 3,146 + 11.5% + 24.5%

Q3 1,352 1,076 + 13.5% + 25.6%

2019 2018Change

Q3 2019 REVENUEREVENUE GROWTH ANALYSIS

▪ 9M revenue growth: + 24.5% as reported and + 11.5% like-for-like

▪ Change in scope: consolidation of Intelenet since October 2018

▪ Positive foreign exchange impact mainly from the strengthening of the US dollar against the euro

+ 11.5% lfl

3,1463,211

3,916

+ 65

+ 368

+ 337

9 months 2018 Currency effet 9M 2019 at constantexchange rates

Like-for-like growth Change in scope 9 months 2019

22

9M Q3 9M Q3

Core Services & D.I.B.S. 3,392 1,171 2,680 919 + 12.3% + 14.0% + 26.6% + 27.5%

- English-speaking market & Asia-Pacific 1,241 440 1,064 369 + 7.0% + 12.0 % + 16.6% + 19.1%

- Ibero-LATAM 983 338 848 285 + 17.0% + 18.5% + 15.9% + 18.6%

- Continental Europe & MEA 786 266 692 237 + 13.2% + 10.8% + 13.6% + 12.3%

- India & Midle-East 382 127 76 27 + 28.8% + 21.7% n/m n/m

Specialized Services 524 181 466 157 + 6.9% + 10.7% + 12.5% + 15.1%

Total 3,916 1,352 3,146 1,076 + 11.5% + 13.5% + 24.5% + 25.6%

o/w D.I.B.S. 755 248 N/A N/A N/A N/A N/A N/A

Revenue (€ M)2019 2018 Change (%)

9M Q3 9M Q3Like-for-like* Reported

Q3 2019 REVENUEREVENUE BY ACTIVITY

▪ Core Services & D.I.B.S. like-for-like growth in 9M: + 12.3%, driven by strong growth in all regions, notably Ibero-LATAM, and acceleration in EWAP in Q3

▪ Specialized Services remain well oriented, with + 6.9% like-for-like growth in 9M, in acceleration in Q3

* At constant exchange rates and scope of consolidation 23

369

440

Q3 2018 Q3 2019

1 064

1 241

9M 2018 9M 2019

Q3 2019 REVENUECORE SERVICES & D.I.B.S. – ENGLISH-SPEAKING MARKET & ASIA-PACIFIC (EWAP)

o LFL revenue growth accelerated in Q3 to + 12.0%, as expected,vs. + 2.8% in Q1 and + 6.1% in Q2

o Continued recovery in North America:o Most dynamic segments were healthcare, e-tailing,

transportation services and logisticso Offshore businesses from the Philippines serving the

North America market were well-oriented

o In Asia, growth was sustained in Malaysia with the recentopening of a second multilingual hub for content moderationsolutions dedicated to large social networks

o Continued decline in revenue in the UK, to a lesser extent thanin H1 2019, in a still uncertain economic environment

+ 7.0% lfl

9M 2019 vs. 9M 2018 (€ M)

Q3 2019 vs. Q3 2018 (€ M)

+ 12.0% lfl

24

Q3 2019 REVENUECORE SERVICES & D.I.B.S. – IBERO-LATAM

o LFL revenue growth acceleration in Q3 to + 18.5%, vs. + 16.1% in Q1and + 16.2% in Q2

o Nearshore solutions were a strong driver for the region:o strong growth in Colombia with important e-clients, notably in

the transportation segmento Rapid growth in Mexico supported by financial services and

logistics

o Domestic markets in Colombia, Mexico and Argentina were alsodynamic

o Portugal remains an important source for growth, with the rapiddevelopment of multilingual platforms dedicated to global clients

o Operations in Brazil progressed at a satisfactory pace, notably infinancial services and logistics

9M 2019 vs. 9M 2018 (€ M)

Q3 2019 vs. Q3 2018 (€ M)

10.8% 10.7%

848

983

9M 2018 9M 2019

285

338

Q3 2018 Q3 2019

+ 17.0% lfl

+ 18.5% lfl

25

Q3 2019 REVENUECORE SERVICES & D.I.B.S. – CONTINENTAL EUROPE & MEA (CEMEA)

o Strong growth driven once again by a very solid salesperformance among multinational clients and fast-growinglocal market leaders

o Strong growth also reflects the unique multilingualcapabilities of the group to serve a complex regional market

o Further significant increase in revenue in Greece (multilingualhub), in Eastern Europe and in Turkey

o More challenging comps expected in Q4 2019

9M 2019 vs. 9M 2018 (€ M)

Q3 2019 vs. Q3 2018 (€ M)

692

786

9M 2018 9M 2019

237 266

Q3 2018 Q3 2019

+ 13.2% lfl

+ 10.8% lfl

26

Q3 2019 REVENUECORE SERVICES & D.I.B.S. – INDIA & MIDDLE EAST

o Fast-paced expansion in India (TP India), particularly in thetransportation services and travel agencies segments

o Satisfying growth of ex-Intelenet operations on a pro formabasis, particularly in the Indian domestic market

9M 2019 vs. 9M 2018 (€ M)

Q3 2019 vs. Q3 2018 (€ M)

76

382

9M 2018 9M 2019

27

127

Q3 2018 Q3 2019

+ 28.8% lfl

+ 21.7% lfl

27

Q3 2019 REVENUESPECIALIZED SERVICES

o Much faster pace of LFL growth in Q3 (+10.7%) compared to+ 3.7% in Q1 and + 6.3% in Q2

o LanguageLine Solutions revenue growth accelerated in Q3,after returning to a normative growth level in the first half of2019

o TLScontact revenue growth picked up in Q3, confirming thereturn to solid growth shown in Q1 and Q2. Business notablybenefited from the satisfactory progress in sales of value-added services in UK as well as a favorable basis forcomparison

9M 2019 vs. 9M 2018 (€ M)

Q3 2019 vs. Q3 2018 (€ M)

466 524

9M 2018 9M 2019

157

181

Q3 2018 Q3 2019

+ 6.9% lfl

+ 10.7% lfl

28

32019 OUTLOOK

2019 OUTLOOKINCREASING FULL-YEAR TARGETS

30

▪ Annual like-for-like revenue growth of around + 10.0%

▪ An increase of at least + 20 basis points in the EBITA margin before non-recurring items*

▪ Continued strong net free cash flow

* Excluding IFRS 16 impacts

4 APPENDICES

AGENDA

DIGITAL INTEGRATED BUSINESS SERVICES (D.I.B.S.) –ADDITIONAL INFORMATION

CORPORATE SOCIAL RESPONSIBILITY,GOVERNANCE & SHAREHOLDING

32

SPECIALIZED SERVICES

GROUP OVERVIEW –ADDITIONAL INFORMATION

MARKET ENVIRONMENT

APPENDICES

Group overview –Additional information

GROUP OVERVIEW – ADDITIONAL INFORMATIONNEW PRESENTATION BY REGION (SINCE 1ST JANUARY 2019): BRIDGE BETWEEN THE FORMER AND CURRENT BUSINESS REPORTING PRESENTATION

34

Former presentation

by activity

Entities deleted (-)

vs. former presentation

Entities added (+)

vs. former presentation

New presentation

by activity

CORE SERVICES CORE SERVICES & D.I.B.S.

English-speaking & Asia‑Pacific TP India INTELENET Philippines English World & Asia-Pacific

INTELENET USA

INTELENET UK

Ibero-LATAM INTELENET Guatemala Ibero-LATAM

Continental Europe & MEA INTELENET Poland Continental Europe & MEA

INTELENET INTELENET Philippines TP India India & Middle East

INTELENET USA PRAXIDIA*

INTELENET UK

INTELENET Guatemala

INTELENET Poland

SPECIALIZED SERVICES PRAXIDIA* SPECIALIZED SERVICES

* Praxidia has been grouped with Intelenet’s Knowledge Services operations, based in India

GROUP OVERVIEW – ADDITIONAL INFORMATIONNEW PRESENTATION BY REGION (SINCE 1ST JANUARY 2019): RESTATED BREAKDOWN OF 2018 REVENUE BY QUARTER AND ACTIVITY

35

Q1 2018 Q2 2018 H1 2018 Q3 2018 Q4 2018 H2 2018 FY 2018

Revenue (€M)

CORE SERVICES & D.I.B.S.* 877 884 1,761 919 1,135 2,054 3,815

- English-speaking & Asia-Pacific (EWAP) 349 345 694 369 434 803 1,498

- Ibero-LATAM 275 288 563 285 309 594 1,157

- Continental Europe & MEA (CEMEA) 229 225 454 237 272 509 963

- India & Middle East** 23 26 49 27 121 148 197

SPECIALIZED SERVICES 149 160 309 157 160 317 626

TOTAL* 1,026 1,044 2,070 1,076 1,295 2,371 4,441

* o/w D.I.B.S. N/A N/A N/A N/A N/A N/A N/A

** ex-Intelenet activities in the Middle East

GROUP OVERVIEW – ADDITIONAL INFORMATIONKEY MILESTONES OF A GROWTH AND EVOLUTION STORY

36

An ongoing growth and evolution story going back 40 years, both organically and through high profile acquisitions

Founded in 1978 in France

First listed on the Paris

stock exchange

Started operations in the US

Acquisition of The

Answer Group (US)

Acquisition of BeCogent

(UK) & Teledatos

(Colombia)

Full control of

TLScontact

Acquisition of Aegis USA (US)

Acquisition of LanguageLine

Solutions

Acquisition of Intelenet and

launch of Teleperformance

D.I.B.S. activity

1978 1986 1993 1996 1998-2002

2008 2010 2012 2014 2016 2018

#1 IN EUROPE IN 1995

# 1 WORLDWIDE SINCE 2007 DEVELOPMENT OF HIGH VALUE-ADDED ACTIVITIES TO BECOME A WORLDWIDE LEADER IN INTEGRATED SERVICES

Started operations in Latin America:

acquisitions in Argentina and Brazil (1998) and

Mexico (2002)

Started operations in Asia and

the Philippines

Average quarterly like-for-like growth: c. + 9%

+ 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%

+ 10%

+ 8%

+ 11%

+ 10%

+ 11%

+ 14%

0%

2%

4%

6%

8%

10%

12%

14%

16%

Q112

Q212

Q312

Q412

Q113

Q213

Q313

Q413

Q114

Q214

Q314

Q414

Q115

Q215

Q315

Q415

Q116

Q216

Q316

Q416

Q117

Q217

Q317

Q417

Q118

Q218

Q318

Q418

Q119

Q219

Q319

+ 5%

37

GROUP OVERVIEW – ADDITIONAL INFORMATIONA GROWTH COMPANY STATUS: Q3 IS THE 30TH STRAIGHT QUARTER OF LIKE-FOR-LIKE GROWTH OF AT LEAST + 5%

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

38

GROUP OVERVIEW – ADDITIONAL INFORMATIONA STRONG AND DIVERSIFIED CLIENT BASE

In 2018 - Top20: 41% Top100: 72%

• Increasingly diverse client base, now more than 850 clients*

• Average tenure of client relationship (Top 50) is 12 years

• Lower concentration caused notably by diversification in new

verticals, with recent large accounts won, particularly in the

New Economy

• Global accounts (multi-markets contracts) represent 50% of

total Group revenue* Excluding LanguageLine Solutions (28,000 clients including individuals)

Multi-year trend of lower client concentration

% Revenue generated with

clients vs. total revenue*

2013 2018

7% 8%

34%

28%

58%

68%

Top 1 Top 10 Top 50

GROUP OVERVIEW – ADDITIONAL INFORMATIONSMART SHORING: A UNIQUE OFFERING OF WORLDWIDE BROAD SOURCING MIX

39

With a network of 36 offshore/nearshore locationsaround the world, Teleperformance is the only industry player able to offer worldwide integrated domestic, nearshore & offshore solutions

Increasing share of nearshore & offshore

% of nearshore & offshore revenue

in Core Services activities

2010 2018

35%

43%

65%57%

+ 8 ppt

% of domestic revenue in Core

Services activities

GROUP OVERVIEW – ADDITIONAL INFORMATIONSOLUTIONS ADAPTED TO EACH MARKET’S NEEDS: MULTILINGUAL HUBS IN EUROPE AND ASIA

40

Strong support to gain market shares in CEMEA and promising development in Asia

Gathering native speakers from differentlocations in one hub to deliver the best service for Pan-European and Asian mid-size programs

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

41

GROUP OVERVIEW – ADDITIONAL INFORMATIONSECURITY: A REFERENCE IN THE INDUSTRY

▪ The BCR is a legal document outlining the Group’s compliance, privacy and security program

▪ Teleperformance received notification from the CNIL* that its BCRs were approved in February 2018

▪ Teleperformance is the only BPO company that has gained approval for BCRs

▪ The BCR approval was a factor in Teleperformance becoming GDPR (General Data Protection Regulation) compliant in May 2018

▪ A new program of investments in cyber security launched in 2019

Examples of key certifications received by Teleperformance

* French data protection authority

APPENDICES

Market environment

* Overall contact center spend including payment collections - Source: Everest (2018) ** Source: Frost & Sullivan (2017)

• CX global market growing, driven by the mobility revolution and new digitized activities

• Outsourcing market growing ~ + 5% p.a.** (in $) driven by a more complex and demanding environment

• Teleperformance like-for-like growth > + 5% yoy over the last 30 consecutive quarters

• LATAM nearshore for North America, and Asia-Pacific offshore and domestic are the fastest growing markets

2010 2018

280-300

320-350

CX global market*

(2010-2018 - in $bn)

43

% of outsourced customer centers

2010 2018E

22%26%

78% 74%

+ 4 ppt

CX outsourced market rate* (2010-2018 - %)

MARKET ENVIRONMENTA HUGE AND GROWING CUSTOMER EXPERIENCE (CX) MARKET

44

MARKET ENVIRONMENTSEIZING OPPORTUNITY TO INCREASE SHARE OF DIGITAL SOLUTIONS IN THE OUTSOURCED MARKET

• Digital solutions in outsourced CX market expected to grow by + 20-25% p.aover 2017-2022E*

• The New Economy: a powerful growth engine for Teleperformance

2017 2022E

4-6%10-15%

94-96% 85-90%

+ 6-9 ppt

Source Everest (2018)

Digital solutions in

outsourced CX market (2017-2022E - %)

% revenue generated with pure e-clients

among Top 150 clients

9M 20192013

23%

5%

77%95%

+ 18 ppt

Teleperformance

revenue generation

with e-clients (2013-9M 2019 - %)

% of digital solutions

* Source: Everest (2018)

45

MARKET ENVIRONMENTSERVING DISRUPTORS AND DISRUPTED, AN EXAMPLE BY VERTICAL

Banking, financial services and insurance Banks

VERTICAL

Retail

Entertainment & Pay TV

Transportation

DISRUPTED

Bricks & Mortar

Cable & Satellite

Taxi

Accommodation Hotels

E-commerce

Streaming

Fintechs

DISRUPTORS

Sharing economy platforms

Sharing economy platforms

…

Digital disruptors = support fast growth by managing frictions of the real world

Brick and mortar disrupted = cost optimization leading toomnichannel integration and R.P.A.

0

1000

2000

3000

4000

5000

6000

MARKET ENVIRONMENTTELEPERFORMANCE’S TRANSFORMATION LEADING TO A BROADER COMPETITIVE ENVIRONMENT(1/2)

46

▪ Worldwide leader in the core services market with a unique global diversified positioning

Customer Experience Management( Revenue in $ M – FY 2018)

* Part of the Synnex Group, now including Convergys ** Estimate

Revenue total

growth

(CAGR)

Change in

Margin**

2018

Margin

Sykes + 5% - 90bp 6.8%

Teletech + 4% - 180bp 6.6%

Convergys* + 3% - 40bp 7.1%

Atento - 4% - 140bp 5.1%

Top 4 average + 2% - 110bp 6.4%

Teleperformance + 11% + 510bp 13.6%

* 2011 -2017 before acquisition by Synnex

** Change in adjusted EBIT margin

▪ Group’s transformation leads to significant outperformance vs. peers

▪ Ambitious and solid Teleperformance financial objectives

0

1000

2000

3000

4000

5000

6000

MARKET ENVIRONMENTTELEPERFORMANCE’S TRANSFORMATION LEADING TO A BROADER COMPETITIVE ENVIRONMENT (2/2)

47

▪ Enlarged competitive environment reflects more complex and integrated services demand from the clients

Accenture

Wipro

Cognizant

Genpact

Tata Consulting Services (TCS)

Global players inConsulting and Strategy

BPO companies based in India, IT service suppliers

Customer Experience Management( Revenue in $ M – FY 2018)

* Part of the Synnex Group, now including Convergys ** Estimate

APPENDICES

Digital Integrated Business Services (D.I.B.S.) – Additional information

DIGITAL INTEGRATED BUSINESS SERVICES (D.I.B.S)EVOLUTION OF THE GLOBAL BUSINESS PROCESS SERVICES INDUSTRY

49

● Dominated by in-house shared services

● Largely labor cost arbitrage based value proposition

● Simple transactional activities such as L1 customer service and transactional sales

● Access to client systems via Citrix

● Rapid growth of 3rd party IT-enabled service providers

● Increasing complexity of outsourced services – slivers of vertical and horizontal back office services

● Use of Lean Six Sigma to drive operational efficiencies

● Data Analytics and Insights based value addition

● Emergence of cloud and mobile technologies

● Era of Digital Transformation, with Digital disruption driving accelerated pace of change

● Graduation to Integrated Business Services outsourcing

● Emergence of new service lines to support the digital companies

● Flexible asset-light models like WAHA

● Modular, collaborative, secure and scalable technology architecture

Late 1990s –Early 2000s

Early 2000s –2015

Since2015

DIGITAL INTEGRATED BUSINESS SERVICESDIGITAL SOLUTIONS AVAILABLE TO CLIENTS

50

Omnichannel contact center tools

Omnichannel and workflow mgmt

tool

All industries

Analytics and AI tools

Automation tools Industry specific solutions

Real time floor management and

security monitoring

All industries

Real time dashboard with

key business metrics

All industries

SW for quick, accurate, effective

knowledge transfer

All industries

Platform for reward and

gamification on operations floor

All industries

Analytics for unstructured data, sentiment analysis

All industries

Interactive analytics with

advanced visualization

optionsAll industries

Speech analytics

All industries

Recommends Next Best

Alternative products or

servicesAll industries

Social Media Solutions

Optimization RPA / RDA projects

with TP methodology

All industries

Automated conversational AI

projects

All industries

TP Automation TP Bot

Automates calculating

refunds and change charges

Travel (airlines)

Workflow for an F&A process end

to end mgmt

Financial

Automate manual process of

medical coding CPT/ICD

Healthcare

Unify several applications on one screen with

RPA

Banking

Not exhaustive

Recommends Next Best

Alternative products or

servicesAll industries

DIGITAL INTEGRATED BUSINESS SERVICESLEVERAGING AN ECOSYSTEM OF TECHNOLOGY PLAYERS AND PARTNERS

51

Analytics and AI

Omnichannel Contact Center

Automation

Not exhaustive

Digital economy is fueling the emergence of new, highly specialized needs and services

Content moderation : a multi-billion USD, attractive market, with continued growth

Combining AI and human beings: ▪ AI as a triage tool▪ humans discernment capability to

evaluate context

Wellness programs ensure that employees psychological well-being is fully taken care of and cover the entire employee lifecycle (from training to exit)

DIGITAL INTEGRATED BUSINESS SERVICESCASE STUDY: CONTENT MODERATION FOR SOCIAL NETWORKS (1/3)

52

DIGITAL INTEGRATED BUSINESS SERVICESCASE STUDY: CONTENT MODERATION FOR SOCIAL NETWORKS (2/3)

53

Scale

Provide 100% In-Market Coverage

for Emerging Threats and Bad

Actors

Risk

Achieve 30% improvement in

Precision and Recall Accuracy

Resilience

Engage with a highly motivated

and resilient workforce

Throughput

Improve Efficiency by 20% through

process optimization

DIGITAL INTEGRATED BUSINESS SERVICESCASE STUDY: : CONTENT MODERATION FOR SOCIAL NETWORKS(3/3)

54

State of the Art Infrastructure for Content

Moderation Services

DIGITAL INTEGRATED BUSINESS SERVICESCASE STUDY: TP FARE, AN AI BASED AIRLINE FARE CALCULATOR

55

START

Agent receives call to Change /

Cancel / Upgrade Flight booking

Retrieve the PNR* on GDS

View fare history. Identify Correct

fare basis

Retrieve & Read all Fare rules

1 Min/ Trans 1 Min/ Trans 2-5 Min/ Trans 3-10 Min/ Trans

Enter refund amount/Cancella-tion fee/ Change

fee in the ADT Macro

View fare history. Identify Correct

fare basis

Identify refundable

Fare/Taxes –Reissue Timeline

1 Min/ Trans 2-5 Min/ Trans 1 Min/ Trans

END

● High processing time

● NPS of 8%● Retail losses – 3 to 4% of cost of service

PR

E

● 30% reduction in processing time

● NPS improved to 25%● Reduced retail loss to <1% of total cost of service

PO

ST

* Passenger Name Record

DIGITAL INTEGRATED BUSINESS SERVICESCASE STUDY: LENDING SUITE

56

Appointment Booking

Calendar managementand Email / SMS alerts

Data Capture

OCR extracts applicant’spersonal details from KYC documents

Decision BotAutomatically reviews the applicants credit history and provides outcomebasis the banks policy

Workflow Bot

Ability to re-assign the application to the same underwriter

Assist Bot

Provides in-depth view sourced from various screens to a single view for the underwriter

Valuation/Validation

Automatically instructs valuation when the application is agreed

Fulfillment

Automatically reworks the caseand the sends out the offer/ response letter if case meets criteria

Offer CompletionAuto extract of information from various credible sources and auto complete the system requirements

Status/Alert Report

Ability to attach the documents/information for review to the underwriter

Communication

Automated real-time status of the application for all parties OCR

Additional information received and Auto updated

Business Intelligence

Intelligent Reporting & Dashboards

Contact Centre Front Apply to pull Customer data Or Chat – API/ Portal

Origination

Underwriting

Offer ReleaseFulfillment Customer Management

Application Control & Communication

MIS & Dashboard

“The Lending Suite” is Robotics Process Automation (RPA) initiative to automate numerous business processes across multiple

industries. It is an intelligent and automated approach to provide better customer experience, improved efficiency and reduced costs.

APPENDICES

Specialized services

SPECIALIZED SERVICES - LANGUAGELINE SOLUTIONSEXCELLING IN A GROWING AND INCREASINGLY MORE COMPLEX MARKET

58

The Largest Interpretation Company

in the World

• The #1 Over-the-Phone Interpretation

Company

• The #1 Video Interpretation Company

• The #1 On Site Interpretation Company

• 3x larger than our nearest competitor

More than 28,000 clients in the Health Care, Government and Enterprise industries.

• Just over 50% of U.S. immigrants are English

proficient

• Nearly 90% of U.S. population growth will come

from immigration through 2065

• 10 million persons are deaf and/or hard of hearing

• 350 languages are spoken in the U.S.

• Organizations struggle with complexity of language

services which is not their core competency

• Enhanced regulatory scrutiny continues to fuel

demand

Source: Common Sense Advisory 2019, Slator.com, Nimdzi, UGA Report

Global Interpreting Market Opportunity

Language Services Global Market

Opportunity

2019 - $49.6bn

2019 Growth: + 7%

Market Complexity - Demand

Drivers

Shifting

Population

Laws

Regulations

North American Market represents

42.4% of the Global Market

LanguageLine is growing nearly 50% faster than the market rate of growth.

Multi-cultural consumers are 92% of U.S. population growth, increasing 2.3m per

year.

$6.4bn

$56bn Language Services Market by 2022

increasing on average + 4% annually

SPECIALIZED SERVICES - LANGUAGELINE SOLUTIONSA GLOBAL WORKFORCE OF ONLINE INTERPRETERS

59

European languages

68%

Asian languages

15%

Arabic3%

Russian2%

Other12%

By language capabilities

Over-the-phone

interpretation ("OPI")

83%

Document translation

6%

OnSite interpretation

("OSI")5%

Video-remote interpretation ("VRI")

6%Financial services10%

Insurance12%

Government17%

Medical45%

Others16%

By client sector

Breakdown of LanguageLine Solutions revenue in 2018…

By language service type

9,600 interpreters> 80% homeworkers

The leading provider of over-the-phone and videointerpreting solutions in North America

SPECIALIZED SERVICES – TLSCONTACTPROVIDING A COMPREHENSIVE SET OF SERVICES IN A GROWING CORE MARKET

60

Source World Economic Forum

A major player in visa application outsourcing in Anglo-Saxons and European countries : present in

90 countries, 140 locations

The Growth Of International Travel

SPECIALIZED SERVICES – TLSCONTACTGROWTH PRIORITIES

61

Improve footprint with light application center solutions and

partnerships

Capture new visa business fromexisting & new clients

Increase client value by delivering and integrating innovative services

– in-house and via partnerships

Develop Added Value Services (AVS) revenue from applicants

Operate outsourced Consular & Citizen services, on behalf of governments

Opportunistically operate outsourcedin-country citizen services (USA, France)

Opportunistically operate outsourcedin-country immigrant services (EU)

Visa services Non-visa services

Increase efficiency and decrease cost

APPENDICES

Corporate Social Responsibility (CSR),

governance & shareholding structure

2011 - Signature of the UN Global Compact(UNGC) committing to uphold a set of core

values in the areas of Human Rights, Labour Principles, Environment & Anti-corruption

2006 - Formal launch of Citizen of the World Initiative (COTW), an expansive social responsibility program incorporating a charitable initiative

2012 -Anti-Corruption Policy released

2013 - Formal launch of an all-encompassing GLOBAL CSR Committee with the main objective to apply all CSR principles in the way Teleperformance operates – release of:

• Code of Ethics • CSR New Hire Training Package• Environmental Policy

• Human Rights Statement

• Global Essential Security Policies (GESP)

• Equal Opportunity Policy

• Health & Safety Policy

• Supplier Policy

2008 - Formal launch of Citizen of the Planet Initiative (COTP)

63

CORPORATE SOCIAL RESPONSIBILITYA SUCCESSFUL DEVELOPMENT BASED ON A LONGSTANDING CORPORATE SOCIAL RESPONSIBILITY (CSR) APPROACH, PART OF GROUP DNA

2016 - Revised security and privacy policies into the GESP

2016 - Upgraded Group Grievance mechanism

2008 - First launch of the Annual Employee Satisfaction survey (E-Sat)

2018 - 1st global BPO in receiving Binding Corporate Rules (BCRs)

2018 - Comprehensive Risk Mapping and revised Code of Conduct against Corruption

2018 - Global Ethics Hotline

2019- Named a Global Director for Corporate Social Responsibility

2019 - Revised Diversity and Inclusion policy and Health & Safety policy

2019 - Enterprise-wide certification for “Social Responsibility Standard” from Verego for the 5th

consecutive year

20

06

20

08

20

11

20

12

20

13

20

15

20

16

20

18

20

19

2015 - New Policies released

64

CORPORATE SOCIAL RESPONSIBILITYSTRONG CSR PRINCIPLES

▪ Code of ethics

▪ Code of conduct

▪ Privacy policy

▪ Diversity & inclusion

▪ Health & safety policy

▪ Supplier policy

▪ Human rights statement

▪ Environmental policy

▪ Global ethics hotline

#1: Support and respect the protection of internationally proclaimed human rights; and#2: Make sure to not be complicit in human rights abuses.

#3: Uphold the freedom of association and the effective recognition of the right to collective bargaining;#4: Contribute to the elimination of all forms of forced and compulsory labour;#5: Contribute to the effective abolition of child labour; and#6: Contribute to the elimination of discrimination in respect of employment and occupation.

#7: Support a precautionary approach to environmental challenges;#8: Undertake initiatives to promote greater environmental responsibility; and#9: Encourage the development and diffusion of environmentally friendly technologies.

#10: Work against corruption in all its forms, including extortion and bribery.

… aligned with the 10 principles of the UN global compact, of which it is a signatory since 2011:

Teleperformance has developed codes and policies…

HUMAN RIGHTS

LABOR

ENVIRONMENT

ANTI-CORRUPTION

65

CORPORATE SOCIAL RESPONSIBILITYCSR ROADMAP

CSR

Environment

Ethics

Impact on local

communi-ties

Preferredemployer

Diversity & Inclusion

Working Conditions

Training and development

Well-being at work

Premises Standard

Diversity & Inclusion Policy and campaigns

Global Codes and Policies. e.g.: Code of ConductGlobal Ethics hotline

Environmental Policy

Health & Safety Policy

▪70% of employees work in a subsidiary that has been recognized as a best employer

▪75% of the Group’s non-agent positions are filled internally

66

GOVERNANCE STRUCTUREREINFORCING TELEPERFORMANCE ORGANIZATION CHART

* for 12 months

→ Executive committee: 8 members (see above)→ Management committee (including the executive committee): 21 members,

with an average age of 48 years and average seniority of 10.2 years in the Group

Daniel Julien Chairman and CEO

Olivier RigaudyFinance and Markets

Leigh RyanLegal

• TAPs• R&D• Marketing• Lean Six Sigma • IT & CISO

Eric Dupuy

Global Business Development

• EWAP (EW/APAC) • CEMEA • IBERO-LATAM• D.I.B.S

Bhupender Singh*

D.I.B.S. India

Scott Klein

Specialized Services

Jeff Balagna Agustin Grisanti

Global COO’s - Operations

Bhupender Singh

President at CEO office“Transformation”

• LanguageLine Solutions• TLScontact

• ARM

67

GOVERNANCE STRUCTUREAN EXPERT, BALANCED AND INDEPENDENT BOARD OF DIRECTORS

68

TELEPERFORMANCE SHAREHOLDINGINTERNATIONAL CAPITAL OWNERSHIP*

Asia4%

North America

32%

United Kingdom15%

France27%

ContinentalEurope

(excl. France)22%

Institutionalinvestors84%

Other**14%

* As of September 15, 2019

** Others include % capital

• Daniel Julien 2.0%

• Retail investors, incl. TP’s employees

8.0%

• Brokers 4.0%

• Listed on the NYSE Euronext Paris market – floating ~100%

• An international shareholding structure reflecting the Group’s global footprint

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