Transcom Annual Report 2011

Annual Report & Accounts 2011
Focused on your customers
Table of contents
Contents
2011 in brief Transcom at a glance Comments from the CEO Markets and trends Services and business model Regional overview Regions Client cases Human resources Corporate responsibility Corporate governance Board of directors Executive management The Transcom share and shareholders Directors report 5-year summary Consolidated income statement Consolidated statement of comprehensive income Consolidated statement of financial position Consolidated statement of changes in equity Consolidated statement of cash flows Notes to the consolidated financial statements Independent auditors report Information for our shareholders 3 4 6 8 9 12 14 17 19 21 23 26 28 30 31 35 36 37 38 40 41 42 65 66
Transcom Annual Report and Accounts 2011
2011 in brief
Highlights of 2011
Financial highlights
As reported 2011 Net revenue ( million) Gross profit ( million) EBITA ( million) EPS (Euro cents) 554.1 96.5 25.5 62 2010 589.1 111.9 3.7 11 Underlying performance* 2011 554.1 99.6 7.6 3 2010 589.1 118.0 15.7 15
in net revenue 2011
554.1
*Excluding restructuring and other non-recurring costs
million
Gross profit and EBITA As reported
million n n Gross profit EBITA
Net revenues
million
Gross profit and EBITA Underlying performance

million n n Gross profit 140 120 100 80 60 40 20 0 -20 -40 EBITA
700 600 500 400 300 200 100 0 07 08 09 10 11
140 120 100 80 60 40 20 0 -20 -40
07
08
09
10
11
07
08
09
10
11
Key events
Site disposals in France: In order to address overcapacities and improve competitiveness, Transcom divested its sites in Roanne and Tulle during the second quarter of 2011. Restructuring & rightsizing program launched in June 2011 with the objective of adjusting delivery capacity, strengthening global competitiveness and increasing operational efficiency. Expected annual savings of 10-12 million when fully implemented Restructuring and non-recurring costs amounted to 32.8 million in 2011. Johan Eriksson was appointed President and CEO of Transcom in November 2011, replacing Pablo Snchez-Lozano who tendered his resignation in June 2011. Rights issue and refinancing of credit facility, increasing financial and operational flexibility: Fully underwritten rights issue of SEK 504 million, completed in December 2011 Refinancing of existing credit facility
While we made progress in 2011, not least through the implementation of the restructuring program, we are only starting out on a quite significant turnaround effort that lies ahead. Johan Eriksson President & CEO
Transcom at a glance
Working with our clients to strengthen their customer relationships, grow and secure their revenue streams
Transcom is a global provider of outsourced customer and credit management services with 72 contact center operations in 26 countries. In Europe. Transcom has one of the largest customer manage ment footprints in the industry and is also one of the larger CRM outsourcing operators serving North America. We deliver a comprehensive range of services that embrace the entire customer lifecycle from customer acquisition, through customer service to payment collections across our global contact center network. Our customer management and credit management services are designed to strengthen our clients customer relationships, grow and secure their revenue streams.
Facts
Transcom is global specialist of outsourced customer and credit management services Established in 1995 and listed on NASDAQ OMX Stockholm since 2001
554.1 million revenue in 2011
350+ clients 24,500+ people 72 sites across 26 countries 600,000 customer interactions in 33 languages every day Transcoms largest shareholder is Investment AB Kinnevik
Services and solutions

W in
custo m er
Transcoms focus is on the entire lifecycle of a customer relationship with three key priorities: win customers, grow business and secure revenue. The bulk of our operations, more than 80 percent, are focused on inbound customer service. Win Customers Our services support clients in their sales efforts towards new customers, as well as increasing sales to our clients existing customers. We achieve this by targeted sales campaigns and telemarketing services via multiple channels (phone, e-mail, etc.).
bu sine ss
Our broad service portfolio supports every stage of the customer lifecycle.
o Gr
en rev Secure
Grow Business We help our clients grow their business through customer service, technical support and customer retention. Our objective is to create competitive differentiation for our clients through service excellence, in a cost-efficient way. Secure Revenue Our credit management and debt recovery services aim to protect our clients revenue streams. We achieve this through early collections, contingent collections and legal collections.
ue
Transcom at a glance
Geographical footprint
n Home markets n Nearshore location n Offshore location
+600,000
customer contacts every day in
33
languages for more than
350
clients
Each of our European and North American home markets is supported by a range of near and offshore locations.
Home markets
Austria, Belgium, France, Canada, Denmark, France, Germany, Italy, Luxembourg, Netherlands, Norway, Poland, Portugal, Slovakia, Spain, Sweden, Switzerland, UK, US
Nearshore
Croatia, Czech Republic, Estonia, Hungary, Latvia, Lithuania
Offshore
Chile, Peru, the Philippines, Tunisia
Comments from the CEO
Laying the foundations for future success

2011 was a challenging year for Transcom, characterized by the execution of a number of restructuring and efficiencyenhancing actions. While we have made progress in laying the foundations for future success, we are only starting out on a quite significant turnaround effort that lies ahead. Improving financial performance, restoring the company to a position of strength and enhancing shareholder value are our primary goals. Ultimately, our success depends on continuing to consistently deliver tangible results in terms of helping our clients grow their revenues, differentiate themselves in the marketplace, and reinforce customer loyalty. Our business is, by its nature, peoplefocused, and I am convinced that one of our greatest strengths lies in our committed and experienced workforce. This gives me great confidence in the future.
A tough year: laying the foundations for future success
During the year, we continued to build on and maintain our strong and long-lasting client relationships. However, 2011 was a challenging year marked by the implementation of a number of restructuring and efficiency-enhancing measures. During the year, we finalized the disposals of two of our sites in France in order to adjust capacity and improve competitiveness. We also launched a major restructuring & rightsizing plan during the second quarter with the objective of achieving annual cost savings of 10-12 million, further strengthening our competitiveness and increasing operational efficiency. Restructuring and other non-recurring costs recorded in FY 2011 amount to 32.8 million. While we have delivered on most of the identified cost savings, the restructuring program is still underway. We expect the implementation of all measures to be completed during the first half of 2012. We closed the year with a stronger financial position, following the completion of a SEK 504 million rights issue in December. During the year, we also agreed with our lenders on a refinancing of our credit facility, which would have matured in April 2012. Our financial performance in 2011 reflects a difficult year in which revenue declined by 5.9 percent to 554.1 million, and margins weakened in the North, South and West & Central regions. The Groups underlying gross margin excluding restructuring and non-recurring costs fell by two percentage points to 18.0 percent. As a consequence of unfavorable business developments and operational issues, underlying EBITA in FY 2011 was 7.6 million, representing a decrease of 8.1 million compared to FY 2010.
Significant turnaround effort ahead

While we made progress in 2011, not least through the implementation of the restructuring & rightsizing program, we are only starting out on a quite significant turnaround effort that lies ahead. Improving financial performance, restoring the company to a position of strength and enhancing shareholder value are our primary goals.
Improving financial performance, restoring the company to a position of strength and enhancing shareholder value are our primary goals.
Comments from the CEO
We aim to grow Transcoms revenue in line with overall market growth in the markets where we choose to compete. In order to improve profitability and decrease earnings volatility, our performance along three key dimensions will be central. First, we will strive to continuously strengthen our operational efficiency. An important objective in this area is to improve and maintain the Groups seat capacity utilization ratio at a satisfactory level. Second, we will focus on optimizing our geographic delivery mix, an important factor since profitability depends in part on the country of service delivery. For some of our regions, this means that we will strive to increase the proportion of revenue generated offshore. Lastly, in order to mitigate risk and sustain a stable performance over time, we will focus on broadening our client base with the objective of progressively decreasing the client concentration ratio. Transcom has a global delivery footprint with onshore, nearshore and offshore capabilities, and is well-positioned in geographies where the CRM outsourcing market is expected to grow. Our growth strategy will primarily be focused on building scale through organic growth, with our installed base of clients as well as with new clients, in selected markets.
future success will be based on a people-driven, performanceoriented organization with a strong common culture. We have defined a set of initiatives in order to promote the development and reinforcement of an international performance-focused entrepreneurial environment. During 2012, our operational processes and governance framework will be updated in order to ensure that all our leaders have the necessary tools to be effective at developing the business. Our organization will be built to minimize bureaucracy and to promote fast decision making. Responsibility will be decentralized to the regions as far as possible. In parallel, we will further strengthen our internal audit processes to ensure compliance with Corporate Governance policies and rules. Talent management is another important focus area, which we will strengthen in order to ensure that we can attract, retain and develop the best people in the industry. A new Talent Management Strategy will be put in place, led by Corporate HR. As part of this, we will introduce a Performance Management program. We will also establish new incentive programs to support our talent management objectives. Transcoms business is, by its nature, people-focused, and I am convinced that one of our greatest strengths lies in our committed and experienced workforce. This gives me great confidence that we will be successful in returning the company to healthy profitability and growth. Let me take this opportunity to thank all our employees for your commitment and hard work. Your contribution, regardless of your area of activity, will be essential as we put our plans and strategies into action.
A quality-centered value proposition

Our clients continuously strive to deliver high-quality service that builds customer loyalty, drives sales and reinforces their brand equity. Transcoms growth will be underpinned by meeting these requirements, and by being recognized as a quality leader in our industry. Our services are designed with the fundamental objective of building profitable relationships with customers on our clients behalf. Ultimately, our success depends on continuing to consistently deliver tangible results in terms of helping our clients grow their revenues, differentiate themselves in the marketplace, and reinforce customer loyalty.
Our people will make the difference

Our focus on organic growth requires us to develop and retain strong leaders who will nurture long-term relationships with current clients and acquire new ones. It is incontestable that our Johan Eriksson President and CEO of Transcom
Our growth strategy will primarily be focused on building scale through organic growth, with our installed base of clients as well as with new ones, in selected markets.
Markets and trends
Focus on customer loyalty and increased adoption of nonvoice channels
The continued growth of the customer management outsourcing market will primarily be driven by companies desire to achieve cost savings, to focus on core operations, and to access knowledge. At the same time, there are important trends that place new demands on outsourcing players: an increasing focus on customer loyalty and revenue generation, and the adoption of nonvoice channels.
Increased use of outsourcing will drive continued market growth
2011 was impacted by weaker demand in some areas of Transcoms business. The general economic outlook in Transcoms key markets remains subdued in the short term, presenting both challenges and opportunities for outsourcing vendors. While lower consumer activity affects contact center volumes overall, the degree to which companies outsource their customer management operations, rather than performing them in-house, is a key driver of the development of the outsourced contact center market. The degree of outsourcing varies both by industry and geography. Today, the Communications & Media and Financial Services sectors together account for roughly two-thirds of the global outsourced contact center market. However, as a result of cost cutting initiatives, there is a noticeable trend towards an increased use of customer management outsourcing in the Healthcare, Government and Utilities sectors. The research company Ovum expects the global CRM outsourcing market to grow by an average of 5.7 percent per year, in terms of agent positions, during the period 2010-2013*. In Transcoms view, the continued growth of the outsourcing market is primarily supported by companies desire to achieve cost savings, to focus on core operations, and to access knowledge. At the same time, there are important trends that place new demands on outsourcing players: an increasing focus on customer loyalty and revenue generation, and the adoption of non-voice channels.
Focus on customer satisfaction and revenue generation

Increased cost efficiency is the most compelling driver of companies outsourcing decisions, which may help explain the contact center outsourcing markets continued positive growth development during the financial crisis in 2008 and 2009. However, while cost savings will remain a key reason for outsourcing, vendors are increasingly being evaluated on their capacity for supporting customer loyalty and revenue generation, as companies endeavor to keep existing customers in the face of slower economic growth. In Transcoms view, the increasing focus on quality, customer satisfaction and revenue generation is likely to endure, with important implications for the development of the industry. Successful outsourcing vendors need to be able to demonstrate that they can be relevant partners in achieving their clients strategic goals, in addition to delivering cost savings through operational excellence. Outsourced contact centers potential value in terms of cross- and up-selling to existing customers is increasingly being recognized. As a result, contract structures and vendor incentive schemes for inbound customer care outsourcing are evolving to put greater emphasis on revenue generation.
Pressure to increase capabilities in multichannel integration and analytics

2011 saw a significant increase in the uptake of social media channels for customer interaction. According to a survey by Ovum**, social media penetration as a CRM channel increased sharply in the past year, from 30 percent in 2010 to 50 percent in 2011. While the level of maturity is still relatively low at most companies, the area is developing rapidly. As non-voice channels increase in importance, achieving a tight integration across different channels for customer interaction will become an even greater imperative for contact centers. Customer service is an important differentiator in many industries, and companies can ill afford to let inconsistent information and service in different media impact negatively on customer satisfaction. Systems and processes that coordinate the customer experience in all channels and that can offer a full view of the customer, supporting advanced analytics, are likely to become key differentiating factors in the outsourced customer management industry in the years ahead.
* Ovum CRM Outsourcing Forecast, April 2011 ** CRM Business Trends 2011
Services and business model
Our broad service portfolio supports every stage of the customer lifecycle.
As a global specialist of outsourced customer management services, Transcom is focused on customers, the service they experience and the revenue they generate for our clients. Our business model is based upon the basic objective to build profitable relationships with customers on our clients behalf, to secure their revenue streams and consistently deliver tangible results.
The customer lifecycle

Transcoms business is focused on supporting our clients in maximizing the value from the entire lifecycle of their customer relationships, with three key priorities: win customers, grow business and secure revenue. The greater part of Transcoms revenue is generated by our inbound customer service operations, in the Grow business stage as described on the next page. While the phone is the dominant medium, our agents deliver services via multiple channels, including e-mail, chat and social media. In 2011, a special initiative was launched to develop our offerings in the area of social media. We believe that this is a logical extension of our complete service offering, and we expect this emerging channel for customer service to rapidly grow in importance.
in customers W
Customer acquisition Cross & upsell
o Gr
en rev Secure
ue
bu sine ss
Early collections Contingent collections Legal collections
Customer service Technical support Customer retention
10
Win customers
In supporting our clients sales efforts, we focus on helping them win new customers as well as increase sales to their existing customers.
Customer acquisition
Transcom adds value to our clients sales efforts by acquiring new customers cost-efficiently, and by building strong customer relationships as a basis for future interactions. This is achieved via targeted sales campaigns performed by telemarketing professionals through multiple channels. Transcoms agents are trained to understand their clients products, services and values in-depth, ensuring a positive experience for the end customer.
Grow business
We help our clients differentiate themselves in the marketplace, strengthen customer loyalty, and grow their business through customer service, technical support and customer retention.
Customer Service
The objective for customer service is to cost-efficiently deliver service excellence in order to create competitive differentiation. This is achieved through servicefocused agents that are thoroughly trained to support best-in-class product, service and brand experiences for our clients customers. Transcoms services are delivered through a structured and proven process with rigorous quality controls. Continuous improvement processes, focused on strengthening service quality and enhancing operational efficiency, are embedded into our daily operations. Transcom is compliant with several tools for operational excellence.
Secure revenue
Transcoms comprehensive credit management and debt recovery services aim to protect our clients revenue streams. The services offered can be split into early collections, contingent collections and legal collections.
Early collections
In the early collections area, Transcoms primary objectives are to resolve debt, rehabilitate customers and reduce incidence of future debt. Whenever possible, this is achieved through immediate repayment. If not, we attempt to agree on realistic repayment terms through a relationship-sensitive approach, using frequent reminders if necessary.
Cross & upsell

The main objective is to generate new sales for Transcoms clients from their existing customers, both by increasing sales of the same product and by selling additional products to existing customers. Transcoms sales specialists achieve this through outbound telemarketing services. Sales campaigns are targeted based on segmentation and customer understanding. By delivering a positive service experience, Transcom strengthens customer loyalty and creates future sales opportunities (sales-throughservices).
Contingent collections
Preventing debt escalation and protecting long-term business are key objectives of contingent collections. Different approaches, tailored to the specific debtor category, are used. For significant claims, a special case management approach is applied, and a dedicated individual is assigned to each case. By maintaining a detailed case history and by regularly reviewing payment terms, an efficient debt collection process can be assured.
Technical support
Transcom offers technical product support tailored to the end user. Support is offered at multiple levels, from simple questions to complex support scenarios. Technical support agents undertake extensive product training and have access to detailed knowledge databases to assure that they have the skill set needed in order to support customers.
Legal collections
Transcom has in-house legal teams that can assist its clients when a claim enters a legal process. The aim is to achieve a positive outcome for clients, both in terms of debt recovery and with regards to the costs and risks associated with legal actions.
Customer retention
Preventing defection and maximizing the lifetime of a customer are key objectives for customer retention. This is accomplished through the provision of a consistent service experience, handling customer feedback in order to support product development, focused retention initiatives, win-back strategies and dedicated win-back teams.
11
Clients and contract structure

Transcom has established a strong position in the two sectors which dominate the global outsourced customer management industry: telecommunications and financial services. Approximately 60 percent of Transcoms revenue in 2011 came from clients in the telecommunications industry, and 15 percent from clients in the financial services industry. Whenever possible, Transcom uses standardized master services agreements with its clients. These contracts may be entered into either on a local country level by the relevant Transcom subsidiary, or through a master services agreement entered into centrally by the Transcom parent company with local sub-agreements incorporating the specifics on a country-by-country basis. The pricing model and contract terms vary by type of service, region and client. In outbound sales, Transcom is usually paid a commission for sales made. Contract structures used in inbound customer care operations can differ substantially. In some regions, such as in the North region, Transcoms revenue is typically driven by the amount of time that our agents spend on the phone with our clients customers, in addition to commissions for any sales made. In other cases, Transcom is paid a fixed hourly amount per agent, based on the number of productive hours worked on behalf of a particular client. This model is particularly common in North America, but it is also used in some European countries. Another option is for Transcom to be paid per call that is answered or made, at a price that is based on projected volumes and other variables, usually with a mechanism that adjusts pricing to reflect deviations from forecasted volumes. In our collections operations, Transcom is usually paid based on a commission for collection services. However, some contracts in this area apply compensation models based on the success rate or other factors. Transcom strives to implement payment models that achieve an appropriate balance among the key performance dimensions that our clients evaluate us on: service level, cost and revenue generation. Outsourcing engagements are complex in nature, and different commercial models can create very different business dynamics and risk-return characteristics. A cost-per-minute framework where Transcoms staffing level is based on projected call volumes implies very different operational considerations than a model based on a fixed price per agent and hour worked. Finding the right model in conjunction with our clients, as well as maximizing the alignment between our clients strategic goals and the key drivers of revenue and profit for Transcom, are key factors for success.
Transcom strives to implement payment models that achieve an appropriate balance among the key performance dimensions that our clients evaluate us on: service level, cost and revenue generation.
Regional overview
12
Extensive territorial reach. Costcompetitive location choices.

Our global delivery network with 72 sites in 26 countries across five continents is one of the most extensive in our indu stry. We deliver services from onshore, nearshore as well as from offshore contact centers. Our wide geographic presence means that we can offer our clients flexibility with regards to sourcing options and devise solutions that are welladapted to clients needs. Transcoms global business is managed within five regional structures.
Regions
Iberia
Iberia consists of Spain and Portugal as well as our offshore locations in Chile and Peru, serving the Spanish-speaking markets.
North
The North Region consists of Sweden, Norway and Denmark.
Highlights 2011
Successful ramp-up of the Valdivia site in Chile. Our Chilean sites were running at close to full capacity at the end of 2011 New contact center established in Peru to support the growth of our Spanish business Implementation of restructuring program, yielding 1.2m in annual cost savings Awards: Contact Center Awards for Efficiency in Banking operations and in Collections operations in Spain and Chile CRC Gold Awards for Best Customer Retention and Loyalty Operation, Client Win-back team Leon, Spain Special prize for Quality Management in Spain and Chile Implementation of new delivery model with key client Closure of the Kungsr site in Sweden and establishment of new contact center at Eskilstuna, Sweden Solid growth of the interpretation business Implementation of restructuring program delivering annual cost savings of 0.8 million Awards: According to a customer satisfaction survey from SKI (Swedish Quality Index), Bredbandsbolaget offers the best service quality in Sweden. Transcom handles 100 percent of Bredbandsbolagets customer service
Focus 2012
Expand and diversify our client base Continue to drive growth in our offshore sites Continuous improvement of our operations Develop and broaden the client base Continue driving operational efficiency Complete execution of restructuring plan (closure of one site in Sweden and one site in Denmark)
Key figures*
Iberia North
Revenue, million Gross profit, million Gross margin, % EBITA, million EBITA margin, % Share of total revenue
2011 108.9 21.4 19.7 5.1 4.7
2010 103.4 19.9 19.3 4.1 3.9
Revenue, million Gross profit, million Gross margin, % EBITA, million EBITA margin, % Share of total revenue
2011 145.4 24.0 16.5 7.7 5.3
2010 144.8 29.2 20.2 10.8 7.5
20%
26%
* Underlying performance, excluding restructuring and other non-recurring costs
Regional overview
13
Regions
North America & Asia Pacific
The region consists of the United States, Canada and our offshore locations in the Philippines.
West & Central

This region consists of Austria, Belgium, Croatia, Czech Republic, Estonia, Germany, Hungary, Latvia, Lithuania, Luxembourg, the Netherlands, Poland, Romania, Serbia, Slovakia, Switzerland and the United Kingdom.
South
The South region consists of France and Italy as well as our sites in Tunisia, serving both the French and Italian markets.
Highlights 2011
Shift in the delivery of volumes from onshore North America to offshore Asia Implementation of restructuring program, delivering annual cost savings of 5.6m Awards: The Transcom Asia team was recognized for the International ICT Awards 2011 as Best BPO Employer Closure of the St Albans center in the UK in order to consolidate UK operations to a single site in Leeds Focus on improving operational efficiency Strong development of nearshore locations in Croatia and the Baltic countries 1.6m in annualized cost savings realized through the implementation of restructuring program Disposal of the Roanne and Tulle sites in France, reducing overcapacity Significant ramp-up of new volumes related to the contract with INPS in Italy Implementation of restructuring program, delivering annualized cost savings of 0.8m
Focus 2012
Continued ramp-up of volumes offshore, sustaining high quality levels Adjust onshore footprint Sales: funnel build-up and deal closure Continue optimizing performance of collections business Complete execution of restructuring plan Increase capacity utilization Finalize second phase of restructuring plan in France Broaden client base Continue to drive operational efficiency
Key figures*
North America & Asia Pacific West & Central South
Revenue, million Gross profit, million Gross margin, % EBITA, million EBITA margin, %
2011 90.9 18.7 20.6 3.2 3.5
2010 131.8 27.1 20.6 2.2 1.7
2011 116.2 28.5 24.5 5.4 4.6
2010 128.2 35.1 27.4 10.0 7.8
2011 92.5 7.0 7.6 7.6 8.2
2010 80.9 6.6 8.2 11.4 14.0
Share of total revenue
16%
21%
17%
Regions
14
Iberia Region
Transcoms position and operations in the region
Transcom operates onshore contact centers in Spain and Portugal. In addition, we have offshore locations in Chile and Peru, serving Spanish-speaking markets. Transcom is the leading provider of outsourced customer management services to the Spanish banking sector. We also serve clients in a variety of other sectors, including telecom, insurance and energy.
North Region
Transcom is the leading player in our industry in the North region. We operate contact centers in Sweden, Denmark and Norway. Transcom also has a well-established home agent concept in the region, creating increased scheduling flexibility and efficiency.
Performance in 2011*
Revenue in 2011 increased slightly, despite the loss of volume with one client in the media sector, and the impact from the implementation of a new delivery model with a major client in the region. The resilience of revenue was mainly due to revenue increases with other clients, predominantly in the telecom and media sectors. New interpretation business with clients in the public sector also contributed to growth. Gross margin was 16.5 percent in 2011 compared to 20.2 percent in 2010. This decrease was mainly driven by increased costs due to the implementation of the new delivery model with a key client, as mentioned above. The implementation necessitated changes to operational processes during the year, leading to temporary inefficiencies and increased costs in Q111 as well as in Q211. During the third and fourth quarters, these effects dropped off as the new client delivery organization was more firmly established and calibrated to the new conditions. EBITA was 7.7 million in 2011, compared to 10.8 million in 2010. SG&A costs decreased from 18.4 million to 16.3 million. The comparison with 2010 should take into account portfolio write-downs in the CMS business taken during 2010, amounting to 1.5 million, as well as additional operational costs incurred in our debt collection operations. Total cost savings in 2011 in the North region delivered through the restructuring & rightsizing program amounted to 0.2 million. Additional cost savings through site consolidations will be delivered in the first half of 2012.
Increased volumes from our installed client base as well as new client wins contributed to a 5.3 percent increase in revenue in 2011. Volumes delivered from our offshore centers increased during the year. The site established in Valdivia, Chile during the year was fully operational at the end of 2011. Our centers in Chile were running at close to full capacity at the end of the year. Volumes handled through Transcoms recently established contact center in Lima, Peru are gradually being increased. Gross margin was 0.4 percentage points higher than in 2010. Operational efficiency and capacity utilization improvements mitigated the effects of price pressure during the year. The continued ramp-up of volumes offshore also contributed positively to margins. EBITA for the region amounted to 5.1 million, compared to 4.1 million in 2010. SG&A costs increased from 15.8 million in 2010 to 16.3 million in 2011, mainly due to the ramp-up of volumes offshore. Total cost savings in 2011 in the Iberia region delivered through the restructuring & rightsizing program amounted to 0.3 million.
EBITA 2011*
200 175 150 125 100 75 50 25 0
5.1million
% 20%
EBITA 2011*
200 175 150 125 100 75 50 25 0
7.7million
% 26%
Revenue
million
Revenue
million
07
08
09
10
11
07
08
09
10
11
Regions
15
North America & Asia Pacific Region

Transom is one of the larger customer management outsourcing operators serving the North American market, operating contact centers in Canada, the United States and the Philippines. In addition, Transcom offers a home agent concept to its clients in the region.
West & Central Region

In the West & Central region, Transcom operates contact centers in 13 European countries. Key markets in the region are the United Kingdom, Germany, Austria, the Netherlands and Poland. Transcoms centers in Croatia and the Baltic countries also serve as nearshore locations for clients in Germany, Italy and the Nordics.
During the year, the region experienced a considerable shift in the delivery of volumes from our onshore locations to our offshore centers in the Philippines. We saw significant onshore revenue erosion, partially compensated for by higher volumes offshore. However, volumes delivered offshore generate lower revenue due to the price difference vis--vis onshore delivery. Despite the significant restructuring program implemented during the year and the volume shift onshore vs. offshore, gross margin in 2011 could be maintained at the same level as in 2010 (20.6 percent). This was achieved through a higher proportion of offshore delivery, as all new volumes in the region have been ramped up in Asia during the year. The positive growth trend in our operations in the Philippines is expected to continue into 2012, as it corresponds to the needs of our installed client base to shift volumes offshore. EBITA in 2011 amounted to -3.2 million, compared to 2.2 million in 2010. SG&A costs decreased from 24.9 million in 2010 to 21.9 million in 2011. Total cost savings in 2011 in the North America & Asia Pacific region delivered through the restructuring & rightsizing program amounted to 1.4 million.
The region delivered disappointing results in 2011. Revenue decreased by 9.4 percent, primarily due to deteriorating economic conditions leading to lower installed client base volumes and fewer collections cases in Austria and Germany. Gross margin decreased by 2.9 percentage points. This was mainly driven by worsening conditions in the debt collection operations. Case volumes decreased during the year, and the economic climate impacted debtors ability to repay loans, lowering collections performance. Cases were smaller in value and the lead time to collect was slightly longer than in 2010. Gross margin levels in the CRM business remained stable in 2011 compared to 2010. EBITA was 5.4 million, compared to 10.0 million in 2010. SG&A costs decreased from 25.1 million in 2010 to 23.1 million in 2011, mainly driven by lower rent costs and operational support costs, as well as by cost savings related to the restructuring & rightsizing program, amounting to 0.4 million in 2011.
EBITA 2011*
200 175 150 125 100 75 50 25 0
-3.2million
% 16%
EBITA 2011*
200 175 150 125 100 75 50 25 0
5.4million
% 21%
Revenue
million
Revenue
million
07
08
09
10
11
07
08
09
10
11

Regions
16
South Region
Transom operates onshore contact centers in Italy and France. Offshore sites in Tunisia and Croatia deliver services into the Italian and French markets.
Revenue increased by 11.6 million compared to 2010. Excluding the 7.4 million revenue reduction due to the disposal of the Roanne and Tulle sites in France during the year, the South region increased revenue by 19.0 million (23.5 percent increase). This was due to the significant ramp-up of new volumes related to the major new contract with INPS-INAIL in Italy, won in 2010. Gross margin in the region was 0.6 percentage points below the 2010 average. While gross margin improved in France, margins in Italy decreased, partly due to indexed salary increases which we could not compensate for. Costs related to the ramp-up of significant new volumes in Italy during the year also impacted negatively on margins. EBITA improved by 3.8 million. SG&A costs decreased by 3.5 million, mainly as a result of the disposal of two sites in France during the year. In addition to this, cost savings in 2011 in the South region delivered through the restructuring & rightsizing program amounted to 0.2 million.
EBITA 2011*
200 175 150 125 100 75 50 25 0
-7.6million
Shares of total revenues
% 17%
Revenue
million
07
08
09
10
11
Client cases
17
Bravofly
Founded in 2004, Bravofly is one of Europes largest and fastest growing online travel operators. It now completes up to 4,500 customer transactions a day in eight European languages. Since 2009, Transcom has been a key customer management partner for Bravofly, handling 4,500 transactions per day in eight languages, while matching its global capability to the travel operators ambitious expansion plans. Transcom serves Bravoflys customers from contact centers in Croatia, Budapest and Tunisia, using a near and offshore business model that keeps costs low and service standards high. In the first year of its partnership with Transcom, and despite a 63 percent growth in bookings, Bravoflys operating costs were reduced by 1 million. These savings have helped Bravofly to focus investment on the assertive expansion and customer acquisition expected of a global leader.
Results Summary
Cost savings of 1 million in first year of operation, despite 63 percent growth in bookings Exceptional customer loyalty: 25 percent repeat bookings Supporting year-on-year sales growth of up to 100 percent and rapid global expansion 60 percent sale recovery rate when credit card transactions fail 90 percent of calls answered within 30 seconds and an abandonment rate of less than 3 percent
From the outset Transcoms offshore service standards have matched or bettered any that I might expect from a domestic service, at around 30 percent less cost.
Chiara Santambrogio, Operations Director, Bravofly
4,500
customer transactions a day
63%
growth in bookings
Client cases
18
RiksTV
RiksTV provides a wide range of channel choices to around 14 percent of all Norwegian households and is the number two player in the market. RiksTV got a head start in the race for market share during the switch from analog to digital thanks to an assertive marketing program, supported by strong customer service with an emphasis on consumer education. Recognizing that consumers were entering a whole new TV purchasing environment, where their appetite for new channels would be tempered by uncertainty about their options, RiksTV worked with Norways leading customer management company, Transcom, to help its own customers navigate their way. Today, with the digital switchover complete, Transcom is helping RiksTV to strengthen its share of an increasingly mature market and to maintain its reputation for service excellence. Transcom currently has 150 agents, including dedicated sales and retention teams, supporting RiksTV from its contact center in Fredrikstad, near Oslo.
Results Summary
Transcoms work with RiksTV has contributed to: The establishment of a 500,000 strong customer base and 14 percent market share Award success for exceptional sales and customer service performance
We chose Transcom for their knowledge of the TV industry and experience in high-growth industries.
Vegard Klubbenes Drogseth, Director of Customer Service & Sales, RiksTV
500,000 14%
customer base market share
Human resources
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Truly a peoples business

Transcoms business is truly a peoples business: Every day, our agents handle over 600,000 interactions in more than 33 languages with our clients customers, primarily via phone, but also through email, chat and other nonvoice channels. At the end of the day, it is through our peoples skills, positive attitudes and daytoday work that we create value for our clients and our clients customers.
One of Transcoms most important priorities is to maximize our employees professional capacity and performance. Our HR activities are strongly focused on continuously improving the dayto-day operations and ensuring an efficient, dynamic and flexible organization focused on continuous learning. In 2011, particular focus areas for HR included performance management, training and internal communication.
Strengthened performance management process

In 2011, a Group-wide initiative was launched with the aim of further improving Transcoms performance management framework by defining additional areas that will strengthen the quality of our people management and development planning. The goal is to finalize a new framework during 2012, which will be implemented globally to enhance Group-wide coordination of performance management. Company-wide objectives will be cascaded down to all position levels, applied to specific role types and incorporated into individual objectives and development plans. We also plan to more clearly define a set of employee core competency areas. These are areas that are important to Transcom achieving its objectives, including people skills and technical skills. Achievement of goals related to each competency area will be regularly evaluated and guidance will be provided in areas where a need for improvement has been identified. Clearly-defined career paths create opportunities for our employees to take responsibility and develop their expertise, thereby strengthening Transcoms competitiveness. In order to retain talent and to increase the percentage of jobs that we fill with current employees, we seek to provide the greatest number of internal mobility opportunities possible. We are proud to report that Transcom saw 76 percent of Team Leader positions filled by internal candidates in 2011. In the coming year we plan to make internal mobility an even greater priority through a number of initiatives, including launching a careers portal accessible to all employees where they may find positions of interest within the company and apply directly online. Career growth opportunities within Transcom are evident, not least in our fastest-growing operations. In 2012, we expect to add a significant number of positions in our sites in the Philippines, which will create promotion opportunities for current employees. A unique position that Transcom is proud to fill in many markets is that of a platform for career development for young people and new graduates. In many countries, we are a top employer of people aged 18-26. Our agents learn about direct client interaction in a dynamic environment, strengthening their communication and technology skills; they become product specialists, handle conflicts and, in turn, are rewarded for a job well done. Transom is proud of the role we play in the lives of our current and former employees.
Full-time employees and temporary staff, 2011

n Full-time employees n Temporary staff Total 21,093 3,804 24,897
Gender distribution, all employees, 2011

n Women n Men 60% 40%
Number of employees by region, 2011
North West & Central South Iberia North America & Asia Pacific Total
2,855 5,267 3,497 5,814 7,464 24,897
24,897
total number of employees 2011
Human resource
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In an organization as large and geographically dispersed as Transcoms, communication is especially critical in bringing people together and creating effective teams across different locations.
Focus on training and communication

Every year, thousands of new employees join Transcom. Making sure that we deliver high-quality training, both to our new and existing staff, in an efficient manner is a critical HR task. As our agents are the voice of our clients, training is imperative to maintaining positive and high-quality customer interactions; concurrently, training is important to motivating and retaining our staff. Training our customer-facing staff on their clients organizations, products and services is an ongoing priority. This allows Transcom to offer quality service to our clients customers and is one of the ways in which we promote excellence as an organization. While most of the training delivered to our agents is directly related to client work and tailored to each client situation, our employees also complete training on Transcoms business operations, our corporate values, culture and Code of Business Conduct. These training initiatives are an important way in which our Groups values and culture are implemented throughout the organization, regardless of where an employee is located. Our Code of Business Conduct Leaflet is distributed to all employees, summarizing key information on how concerns should be raised and how they are dealt with. In addition, an online training course on ethics and Transcoms Code of Business Conduct was delivered during 2011 to all management staff (from Team Leaders to CEO). This online refresher course will be repeated each year, to promote knowledge of policies and values throughout the organization.
In an organization as large and geographically dispersed as Transcoms, communication is especially critical in bringing people together and creating effective teams across different locations. Communication is also essential in implementing and reinforcing our Group policies and corporate values. TransNews, Transcoms quarterly news video, is integral to our internal communications program. Through this medium, we are able to provide updates to our diverse workforce on company developments, team and individual achievements, business successes, corporate responsibility initiatives, celebrations and motivational events. In an effort to further facilitate communication, we launched the Transcom News Feed during 2011, accessible to all employees via our Intranet and our website. Through this tool, we aim to inform internal and external stakeholders of Transcoms achievements, developments and events via an accessible channel.
Our core values guide our daily work

All 24,900 of us are guided and motivated in our daily work by our Core Values. We strive for excellence in all that we do, acknowledging that this can at times be difficult to achieve. We focus on honesty, as our business benefits from transparency and trust among our staff and within our client relationships. We are passionate about serving our clients and aim to provide the most creative solutions possible within our global service offering, as well as through every interaction with our clients customers. At the heart of our values is fun. A lively environment, energetic workforce, international, multilingual company and a bright and challenging future are together the perfect mix for making the most of the working day and having a good time in the process.
Focus on health & safety

Transcom is committed to providing a safe and positive work environment. We believe that this is a basic right for all of our employees, regardless of their location. Our centers comply with all applicable health, safety and environmental laws and all related policies. We aim to make sure that our employees benefit from an appropriate standard in their physical environment, technology equipment and office furniture. Transcom also offers home agent positions in a number of our markets. Such positions offer a flexible work schedule, allowing our people to work the hours that suit their lives best, thereby giving them the opportunity to devote more time to families and other endeavors. We believe that home agent positions go hand-in-hand with the traditional brick-and-mortar call center, providing an alternative work environment for our employees and an alternative service model for our clients.
Corporate responsibility
21
A sustainable approach to achieving our goals

Corporate Responsibility at Transcom means:
Taking a sustainable and ethical approach to carrying out our companys mission to provide high-quality service to our clients and customers. Creating honest, safe and comfortable working environments where Transcom people can develop their careers and enjoy their working lives. Encouraging our peoples goodwill, energy and e nthusiasm to put Transcoms 5 Corporate Values into action by participating in community-based and international charitable and voluntary activities. Proactively sharing our policies and guidelines on ethical business conduct with employees and supplier partners. relating to compliance with the law, respect and equality in the workplace, and ethical questions such as bribery, fraud and conflicts of interest. It is received and validated by every member of our organization. The CBC also gives guidance to employees on the communication channels available for reporting concerns on ethical issues, which include our designated CBC email address. Reinforcing Ethical Awareness More than 2,600 Transcom managers from Supervisor-level to the Executive team completed our CBC Awareness Refresh Program during Q311. Using an e-learning model, managers reviewed ethical training material and certified their understanding and participation through an online comprehension test. This ethical awareness refresh will be an annual procedure going forward. CBC Leaflet: The Code of Business Conduct and You This leaflet, which is available in 17 Transcom languages, summarizes the key principles of the CBC with the aim of helping employees across the business to better understand and apply the CBCs recommendations in their daily work. It also includes guidance on how employees may raise concerns and how we as a company will treat any reports of unethical conduct we receive.
Transcom and the United Nations Global Compact

In 2011, we continued our commitment to the Ten Principles of the United Nations Global Compact, which covers aspects of corporate conduct related to Human Rights, Labor Conditions, Environment, and Anti-corruption. Further details on the Ten Principles can be viewed online at www.unglobalcompact.org. We are proud and happy to continue our support of the UN Global Compact and we will ensure that its basic principles of good corporate behavior are followed in our operations across the world.
Supplier Code of Conduct

The Supplier Code asks our community of supplier partners to commit to the same values on corporate responsibility, business conduct and environmental protection as expressed in our own policies and codes. Distribution of the Supplier Code to our key technology suppliers is administered through our own procurement software tool, meaning that all new supplier partners are asked to acknowledge and agree to the documents principles as part of an automated, trackable process.
Environmental Policy and Workplace Guidelines

Transcoms Environmental Policy clearly expresses our dual commitment to minimizing the environmental impact of our operations and to encouraging environmentally responsible behavior among our 24,897-strong workforce. This commitment is further supported by our New Leaf Sustainable Best Practices Guidelines, which makes recycling and energy-efficient behavior standard practice in all our operational centers. The New Leaf logo and poster campaign provide further encouragement for our employee community to incorporate environmentally friendly practices into their daily routine, whether in the workplace or at home.
Corporate Responsibility Codes, Guidelines and Policies

A clear message on Responsible Business Conduct: Transcoms Corporate Responsibility codes, guidelines and policies place ethically responsible conduct at the heart of our organizations culture.
Code of Business Conduct for Employees

The Code of Business Conduct (CBC) for Employees explains our expectations of employee behavior on a range of issues
Corporate responsibility
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Corporate Citizenship
Transcom encourages employees to participate in charitable and voluntary activities as a means of making a positive social contribution and strengthening ties between our company and the communities near our sites harnessing the positive energy and goodwill of Transcom employees to live out our 5 Corporate Values enabling team-building and an enhanced sense of belonging through voluntary participation in community/charity projects In 2011, Transcom people took part in wide variety community volunteering and fundraising activities, raising a cumulative total of more than 49,000 for charitable causes. We are proud to share just a few examples of our employees corporate citizenship activities from 2011:
Italy
In April 2009, the Italian town of LAquila, which is home to a Transcom call center, was hit by a devastating 6.3 magnitude earthquake. Two years later, Transcom LAquila employees, Antonella Foresta and Giulia Cianini, compiled their colleagues reflections and reminiscences on that fateful event in a Transcom-sponsored book, entitled il Giglio dellAquila (The Lily of LAquila). The book describes the teammates memories of the natural disaster and the difficult journey back to normality in the months that followed it. This work is dedicated to the memory of Transcom employee Simona DErcole, who died in the earthquake. Proceeds from sales of the book will go to support a childrens project in LAquila, coordinated by the Italian Red Cross.
Transcom European Communication Forum

The Transcom European Communication Forum (TECF), organized by our Corporate HR Department in accordance with the EU directive on European Works Councils (EWC), was held over two days in late May 2011 in Barcelona, Spain. This annual meeting aims to foster constructive dialogue between EWC members and Transcoms top management and gives worker representatives from across Europe the chance to share perspectives on transnational company issues. Members of our senior leadership team addressed this years TECF, each explaining their respective strategic priorities to the group and participating in lively Q&A sessions.
Transcom Cares in the Philippines

Teammates from our sites in the Philippines devoted a cumulative total of more than 3,500 hours of their free time in 2011 to join the Transcom Cares community volunteering program. Transcom Cares offers employees the opportunity to take part in monthly community-based assignments in collaboration with local schools, religious groups, childrens homes, retirement residences, homeless shelters and charitable foundations.
North America
Our operations teams the USA and Canada took part in more than 60 different community and fundraising initiatives in 2011. These included sponsored sports events, onsite charity collections, and homemade food sales, raising more than 34,000 on behalf of a variety of charitable organizations such as the Childrens Wish Foundation of Canada, the Canadian Cancer Society and the Canadian Red Cross. In addition to this, in Sault Ste Marie, Canada, Transcoms long-term commitment to support a healthcare building project culminated with the opening of the Sault Area Hospital. Through company and employee donations, Transcom contributed approximately CAD 100,000 to this community project over five years.
Corporate governance
23
1 The company
Transcom WorldWide S.A. (the Company) is a Luxembourg public limited liability company (Socit Anonyme), the shares of which are listed and admitted to the NASDAQ OMX Stockholm Exchange. Corporate governance within the Company is based on the Luxembourg law and the listing requirements of the NASDAQ OMX Stockholm Exchange. The Company follows the ten principles of corporate governance of the Luxembourg Stock Exchange which came into effect on January 1, 2007, and which were amended in October 2009 (the Ten Principles of Corporate Governance). Summary curriculum vitae for each member of the Board of Directors of the Company and the list of other paid positions held by them in other listed companies is disclosed on pages 2627. 3.2 The responsibility of the Board of Directors and work in 2011 In order to carry out its work more effectively, the Board of Directors has appointed a Remuneration Committee and an Audit Committee. These committees handle business within their respective areas and present recommendations and reports on which the Board of Directors may base its decisions and actions. The Board of Directors carried out its own evaluation and the evaluation of its committees in accordance with the Corporate Governance Charter of the Company. These evaluations have not led to any important changes in respect of the Board of Directors or the committees. The Board of Directors has also adopted procedures for instructions and mandates issued to the Chief Executive Officer and Chief Financial Officer which delegate the day-to-day management of the Company to them. The Board of Directors held ten Board meetings during 2011, of which four were physical meetings and six were held via conference calls. All Board members, plus the Chief Executive Officer and Chief Financial Officer, were present at each meeting. 3.3 Remuneration Committee Membership of the Remuneration Committee consists of Henning Boysen (Chairman), Mia Brunell Livfors and Stefan Charette. The responsibilities of the Remuneration Committee include issues regarding salaries, pension plans, bonus programs and other employment terms of the Chief Executive Officer and senior management. The Remuneration Committee held two meetings in 2011, via conference calls. All of the Remuneration Committee members attended all meetings. 3.4 Audit Committee At a statutory Board meeting following the 2011 Annual General Meeting, the Board decided that the Audit Committee be comprised of Robert Lerwill, Charles Burdick and Torun Litzn. Robert Lerwill was elected as its Chairman. The Audit Committee held nine meetings during 2011, of which six were physical meetings and three were held via conference calls. All of its members attended these meetings. The Audit Committees responsibility is to maintain the working relationship with the Companys internal and external auditors, as well as to review the Groups accounting and financial reporting procedures.
2 Annual General Meeting of shareholders

Shareholders rights to decide on the affairs of the Company are exercised at the Annual General Meeting of the shareholders of the Company (the Annual General Meeting). The Annual General Meeting is held in Luxembourg each year on the last Wednesday in May at 10am at the registered office of the Company or at such other place as may be specified in the notice convening the Meeting.
3 Board of Directors
3.1 Composition of the Board of Directors of the Company (The Board of Directors) The Board of Directors of the Company comprises seven NonExecutive Directors. The members of the Board of Directors of the Company are: Henning Boysen (Chairman, born 1946, independent) who replaced William Walker as Chairman of the Board on January 27, 2012, Charles Burdick (born 1951, independent), Robert Lerwill (born 1952, independent), Torun Litzn (born 1967), Mia Brunell Livfors (born 1965), Roel Louwhoff (born 1964, independent) and Stefan Charette (born 1972). Charles Burdick and Robert Lerwill were appointed Directors of the Board at the 2010 Annual General Meeting of Shareholders (AGM), held on May 26, 2010. The AGM re-elected William Walker, Henning Boysen, Torun Litzn, Mia Brunell Livfors, and Roel Louwhoff as Directors of the Board. Stefan Charette was appointed Director at the Extraordinary General Meeting of Shareholders (EGM) held on November 21, 2011. William Walker resigned from the position of Director and Chairman of the Board on January 27, 2012. The independence criteria used by the Company in order to determine the independence of the members of its Board of Directors are those listed in Annex ii of the European Commission recommendations of February 15, 2005 on the role of Non-Executive Directors (and members of the Supervisory Board) of listed companies and on the committees of the Board (or Supervisory Board).
24
The Audit Committee focuses on ensuring quality and accuracy in the Companys financial reporting, the internal controls within the Company, the qualification and independence of the auditors and the Companys adherence to prevailing rules and regulations. Where applicable, it reviews transactions between the Company and related parties. 3.5 Nomination Committee The Nomination Committee is composed of representatives of major shareholders in Transcom. The Nomination Committee is comprised of Cristina Stenbeck on behalf of Investment AB Kinnevik, Stefan Charette on behalf of Creades AB (publ), Tomas Ramslv on behalf of Odin Funds and Caroline af Ugglas on behalf of Skandia Liv. Cristina Stenbeck was elected Chairman of the Nomination Committee for the 2012 Annual General Meeting. The composition of the Nomination Committee may be changed to reflect any changes in the shareholdings of the major shareholders during the nomination process. The Nomination Committee will submit a proposal for the composition of the Board of Directors; remuneration for the Board of Directors and the auditor; and a proposal on the Chairman of the 2012 Annual General Meeting, which will be presented to the 2012 Annual General Meeting for approval. The Nomination Committee met five times during 2011 and all of its members attended the meetings.
function reviews the internal controls throughout the Group. The Board of Directors monitors the ongoing process by which critical risks to the business are identified, evaluated and managed. Each year the Audit Committee assesses the effectiveness of the Groups system of internal controls (including financial, operational and compliance controls, and risk management systems) on the basis of: Established procedures, including those already described, which are in place to manage perceived risks; Management reviews and responds to internal audit and external auditors reports, and advises the audit Committee on controls; The continuous Group-wide process for formally identifying, evaluating and managing the significant risks to the achievement of the Groups objectives; and Reports to the Audit Committee on the results of internal audit reviews. The Groups internal control systems are designed to manage, rather than eliminate, risks that might impact achievement of the Groups objectives, and can only provide reasonable, and not absolute, assurance against material misstatement or loss. In assessing what constitutes reasonable assurance, the Board of Directors considers the materiality of financial and non-financial risks and the relationship between the cost of, and benefit from, internal control systems. The Board of Directors regularly reviews the actual performance of the business compared with budgets and forecasts, as well as other key performance indicators. Lines of responsibility and delegated authorities are clearly defined. The Groups policies and procedures are regularly updated and distributed throughout the Group. The principal features of the Groups systems of internal control are designed to: Safeguard assets; Maintain proper accounting records; Provide reliable financial information; Identify and manage business risks; Maintain compliance with appropriate legislation and regulation; and Identify and adopt best practice. The principal features of the control framework and the methods by which the Board of Directors satisfies itself that it is operating effectively are detailed below. Control environment The Group has an established governance framework, the key features of which include: Terms of reference for the Board of Directors and each of its committees; A clear organizational structure, with documented delegation of authority from the Board of Directors to Management Team; A Group policy framework, which sets out risk management and control standards for the Groups operations worldwide; and Defined procedures for the approval of major transactions and capital allocations.
4 Management team
The Board of Directors has appointed an executive management team (the Management Team). A full list of its members is provided on pages 28-29.
5 Remuneration
The total amount of remuneration and other benefits granted directly or indirectly by the Company to the members of its Board of Directors is provided in note 24. The total amount of remuneration and other benefits granted directly or indirectly by the Company to the members of its Management Team is provided in note 24. The Company did not grant any loan to any member of its Board of Directors or to any member of the Management Team.
6 Major holdings
The Companys share ownership is disclosed on page 30 under The Transcom share and shareholders section. All other significant relationships between the Company and its major shareholders, insofar as it is aware of them, are described in note 29 Related Party Transactions.
7 Market abuse related considerations

The Company has adopted and applies an insider trading policy.
8 Internal control
The Board of Directors has overall responsibility for the Companys and its subsidiaries (the Group) internal control systems and for monitoring their effectiveness. Executive Directors and senior management are responsible for the implementation and maintenance of the internal control systems, which are subject to periodic review that is documented. An internal audit
25
Corporate plan The Management Team submits an annual corporate plan to the Board of Directors for approval. The plan for each business unit is the quantified assessment of its planned operating and financial performance for the next financial year, together with strategic reviews for the following five years. Group management reviews the plans with each operational team. The individual plans are based on key economic and financial assumptions and incorporate an assessment of the risk and sensitivities underlying the projections. Performance monitoring and review Monthly performance and financial reports are produced for each business unit, with comparisons to budget. Reports are consolidated for overall review by the Management Team together with forecasts for the income statement and cash flow. Detailed reports are presented to the Board of Directors on a regular basis. Risk identification, assessment and management An ongoing process is in place for identifying, evaluating and managing the significant risks faced by the Group which has operated throughout the year and up to the date on which this report was signed. The Groups risk management and control framework is designed to support the identification, assessment, monitoring, management and control of risks that are significant to the achievement of the Groups business objectives. The Group has a set of formal policies which govern the management and control of both financial and non-financial risks. The adoption of these policies throughout the Group enables a broadly consistent approach to the management of risk at business unit level. At Group level, policy owners are responsible for the Group-wide aggregation and oversight of their specific risks. Management is responsible for reviewing and monitoring the financial risks to the Group and considers the risks in the businesses. Similarly, management also monitors risks associated with information technology, human resource management and regulatory compliance. Management monitors the completeness of the Groups risk profile on a regular basis through a Group risk monitoring framework. Monitoring The Board of Directors reviews the effectiveness of established internal controls through the Audit Committee, which receives reports from the Management Team and the Groups internal audit function on the systems of internal control and risk management processes and procedures. Internal Audit reviews the effectiveness of internal controls and risk management through a work program which is based on the Companys objectives and risk profile and is agreed with the Audit Committee. Findings are reported to the operational and management teams, with periodic reporting to the Audit Committee.
9 Explanation from the Company of its decision relating to corporate governance and key deviations from the Swedish Corporate Governance Code
Corporate governance within the Company is based on Luxembourg law and the Company follows the Ten Principles of Corporate Governance issued by the Luxembourg Stock Exchange, except as described below. Instead of recommendation 10.6 of the Ten Principles of Corporate Governance, the Company follows the provisions of Luxembourg company law pursuant to which one or more shareholders who together hold at least 10 percent of the subscribed capital may request that one or more additional items be put on the agenda of any general meeting. Instead of recommendation 4.2 of the Ten Principles of Corporate Governance, the Nomination Committee is made up of major shareholders and is elected during the third quarter of the year. The governance framework adopted by the Company is in principle compliant with the regulations contained in the Swedish Corporate Governance Code, subject to two deviations mentioned below. Instead of rule 1.5 of the Swedish Corporate Governance Code, the shareholders meetings are conducted in English and the related material presented at such meetings is also in English. English is the official language of the Company and the only language comprehensible to all key stakeholders given that the Companys place of registration and stock market listing are in different countries. Instead of rule 6.1 of Swedish Corporate Governance Code, the chairman of the board is elected by the board of directors at the statutory board meeting following the Annual General Meeting. This is in line with the Companys articles of association and the recommendation 2.4 of the Ten Principles of Corporate Governance.
Board of directors
26
Henning Boysen
Charles Burdick
Stefan Charette
Robert Lerwill
Henning Boysen
Chairman of the Board of Transcom WorldWide S.A. since 2012. Member of the Transcom WorldWide S.A. Board since 2009. Chairman of the Remuneration Committee of Transcom Worldwide S.A. Henning is an experienced international executive with significant operational experience of the travel industry. He holds a Masters in Economics from Aarhus University, Denmark. He is Chairman of Kuoni, one of Europes leading leisure travel companies, a position he has held since 2006, board member since 2003. Other board assignments: Chairman of Global Refund Group and Chairman of Apodan Nordic. Henning was formerly President and CEO of Gate Gourmet from 1996 to 2004, during which time he transformed Gate Gourmet from a mid-sized European company into a truly global organization before selling the business to Texas Pacific Group. Between 1988 and 1992 he was COO and Deputy President of Saudia Catering in Saudi Arabia.
Stefan Charette
Member of the Board of Transcom WorldWide S.A. since 2011. Member of the Remuneration Committee of Transcom Worldwide S.A. Stefan Charette holds an MSc in Mathematical Finance from Cass Business School and a BSc in Electrical Engineering from the Royal Institute of Technology. Stefan Charette is the CEO of the public investment company Creades AB and he was previously the CEO of the public investment company Investment AB resund. Part of Creadess investment strategy is to invest in public companies that face challenging transformations and work as an engaged owner with stakeholders and management to deliver shareholder value. Mr. Charette has experience in transforming international corporations to reach best in class profitability. His recent engagements include shareholder value enhancing activities in the industrial conglomerate Haldex and the electronics manufacturer NOTE AB. Prior to his position at resund, Mr. Charette was the CEO of the industrial conglomerate Custos and construction equipment manufacturer Brokk. He began his career in the financial services industry, working in corporate advisory at Salomon Smith Barney and Lehman Brothers. Other board assignments: Chairman of the Board of Concentric AB since 2010. Chairman of the Board of GLOBAL Batterier AB since 2010. Chairman of the Board of NOTE AB since 2010. Member of the Board of Haldex AB since 2009. Member of the Board of Bilia AB since 2011. Member of the Board of Investment AB resund since 2010.
Charles Burdick
Member of the Board of Transcom WorldWide S.A. since 2010. Mr. Charles Burdick currently serves as CEO and Chairman of Comverse Technology, Inc., a world leader in multimedia telecommunications applications, and is Chairman of Verint Systems, Inc, a leader in actionable intelligence for workforce optimization and security intelligence. Mr. Burdick also joined the Board of Directors of CTC Media in 2006, where he currently serves as a non-Executive Director, Chairman of the Compensation Committee and Member of the Audit Committee. Mr. Burdick has an extensive background in telecommunications and media, with over 25 years experience in the industry. Until July 2005, he was Chief Executive Officer of HIT Entertainment PLC, a publicly listed provider of pre-school childrens entertainment. From 1996 to 2004, he worked for Telewest Communications, the second-largest cable television company in the United Kingdom, serving as Chief Financial Officer and Chief Executive Officer. Mr. Burdick has also held a series of financial positions with Time Warner, US West and Media One, specializing in corporate finance, mergers and acquisitions and international treasury.
Robert Lerwill
Member of the Board of Transcom WorldWide S.A. since 2010. Chairman of the Audit Committee of Transcom WorldWide S.A. Mr. Robert Lerwill has been a non-Executive Director and Chairman of the Audit Committee of British American Tobacco plc since 2005 and is also a Chairman of Synergy Health plc. Mr. Lerwill served as Chief Executive Officer of Aegis Group plc, the media communications and market research group, between 2005 and 2008. Until 2003, Mr. Robert Lerwill was an Executive Director of Cable & Wireless PLC, one of the worlds leading telecommunication companies, where he served as Finance Director between 1997 and 2002 and Chief Executive of Cable & Wireless Regional between 2000 and 2003. In both companies, he was instrumental in developing and managing major international businesses. From 1986 to 1996, he was Group Finance Director of WPP Group plc.
Board of directors
27
Torun Litzn
Mia Brunell Livfors
Roel Louwhoff
Torun Litzn
Member of the board since 2008. Member of the Audit Committee of Transcom WorldWide S.A. Torun Litzn is Director of Investor Relations for Investment AB Kinnevik, a leading Swedish investment company which operates and actively owns a portfolio of businesses in over 60 countries. Investment AB Kinnevik is a significant shareholder of Transcom. From 2002 to 2007, Ms. Litzn was senior Investor Relations Officer and Financial Reporting Manager at Nordea Bank AB in Sweden. Prior to that, she was an analyst and fund manager focused on the Russian equity market, having worked 3 years in Moscow as an economic advisor and consultant in the mid 1990s.
Roel Louwhoff
Member of the Board of Transcom WorldWide S.A. since 2007. MBA from Rijksuniversiteit, Groningen in the Netherlands. Currently Chief Executive Officer of BT Operate, part of British Telecom plc, leading a global team of 15,000 people running the communications services for customers over BTs core network and systems. Previously Chief Operating Officer for the international business process outsourcer ClientLogic Corporation. Before that, Chief Operating Officer at SNT Group, a European call centre provider. His early career was as a management consultant with Andersen Consulting where he worked in the CRM practice in Europe and North America
Mia Brunell Livfors

Member of the Board of Transcom WorldWide S.A. since 2006. Member of the Remuneration Committee of Transcom WorldWide S.A. Studies in Business Administration, Stockholm University. President and Chief Executive Officer of Investment AB Kinnevik. Previously, Chief Financial Officer of Modern Times Group MTG AB 2001-2006. Other Board assignments: Chairman of the Board of Metro International S.A. and Member of the Board since 2006. Member of the Board of Tele2 AB and Korsns AB since 2006, as well as Millicom International Cellular S.A. and Modern Times Group MTG AB since 2007. Member of the Board of H & M Hennes & Mauritz AB since 2008. Member of the Board of CDON AB since 2010.
Executive management
28
Johan Eriksson
Assa Azzouzi
John Robson
Ignacio de Montis
Roberto Boggio
Johan Eriksson, President & Chief Executive Officer

Johan was appointed President and Chief Executive Officer of Transcom in 2011. He joined Transcom in October 2010 to head up our operations in Scandinavia as General Manager of Northern Europe. He brought with him substantial international experience, having held a series of senior operational and executive leadership roles within business services and outsourcing companies. Immediately before joining Transcom Johan spent three years as CEO of international staffing and recruitment company, Poolia AB (publ). He joined Poolia from Loomis, one of the worlds leading players in cash handling services, where he held the post of Chief Operating Officer, responsible for operations in 14 countries. Between 1992 and 2007 he worked for the global outsourced security business, Securitas, latterly as Regional President for the Nordic Region. During his time with the company he also held posts in the UK, Germany, Austria and Sweden. Johan holds a Bachelor of Science (BSc) in Business Administration and Economics from the University of Karlstad.
Ignacio de Montis, Global Sales & Accounts Director

Ignacio joined Transcom in 2007. As Global Sales & Accounts Director he is responsible for leading a coordinated and strategic sales approach toward expanding our business partnerships with our clients, while also focusing on attracting major new clients to our global service offering. Ignacio makes sure that our solutions fit precisely with our clients needs through the creation of a clear global account strategy, and that the delivery of those services is as good as it can be wherever our clients and their customers are located. Transcoms global accounts team works to ensure consistency across our organizations vast international footprint and engages with clients to develop complementary growth strategies in each geographical market. Ignacios career has been grounded in customer management. Before coming to Transcom, he served as CEO for Tele2 Portugal, following his previous role as Customer Operations Manager for Tele2 Spain, where he was responsible for setting up the operational support department. A speaker of five languages, Ignacio has also held customer management positions at Sol Meli, the leading worldwide hotel and resort chain.
Assa Azzouzi, Chief Financial Officer

Assa was appointed as Transcoms Chief Financial Officer in January 2010. He leads a senior team of six controllers and a wider team of 60. He is responsible for ensuring the financial rigor that governs a client focused business. Prior to his appointment, he was the CFO of Linedata Services, a French-listed financial software and services company, reporting to the CEO and the main Board on management and financial controls, overall financial and operational performance, internal control and risk management. Having spent the first ten years of his career in auditing, management and strategy consulting firms, Assa brings a broad range of experience to Transcom. He has also held CFO roles with global publicly-listed organizations operating in multiple sectors, including engineering services, information technology and banking services. A fluent speaker of English, German and Arabic, Assa is also an Associate Professor in Management Accounting and Finance.
Roberto Boggio, General Manager, South Region

Roberto joined our Executive team in July 2011. As Regional General Manager, Roberto is responsible for our operations in France and Italy, as well as the offshore operations in North Africa and Croatia that most effectively serve the French and Italian markets. Prior to taking on the Executive role with Transcom, Roberto served our company for seven years as Italy Country Manager, during which time he oversaw the development of our Italian business through several key milestones. Through Robertos leadership, Transcom Italy has grown into a major market player. In 2009, Roberto led our crisis recovery response after the earthquake in LAquila. He was named Employee of the Year in recognition of his outstanding performance and commitment to Transcom at the Our Group Sales Awards in 2009 held by our parent company Kinnevik. Robertos career in the outsourcing industry includes ten years of general management experience and an additional ten years in Hewlett Packard (HP). Before joining Transcom, Roberto developed expertise in business process outsourcing serving many vertical markets such as telco, banking, insurance and valueadded services. Roberto holds a degree in Business Administration from Bocconi University in Milan and has been a member of the board of the Italian Call Center Association since the late 1990s.
John Robson, Chief Information Officer

John joined us in 2009 from Sitel, where he was Global CTO. As our Chief Information Officer, he is helping to transform the way we do business by ensuring we invest in the right technology for the future to help us exceed customer expectations and drive growth. He brings to Transcom deep experience and solid understanding of outsourcing, shared service centers, financial services and contact center environments. John worked previously at global contact center provider Sitel, joining the company when it merged with Client Logic, where he had been since 2006. Here he helped deliver a series of ICT transformation projects, including the creation of the companys global IT operations center in the Philippines. Prior to that John gained general management experience in Europe and the US in senior IT roles for both public and private companies including Verizon, MCI, and NetSec as well as Chief Technology Officer at Liberata
Executive management
29
Regimantas Liepa
Neil Rae
Isabel Snchez-Lozano
Jrgen Skoog
Regimantas Liepa, General Manager, West & Central Region

Regimantas began working for Transcom in 2002, and currently serves as General Manager, West and Central Region, including the UK, Benelux, Central and Baltic territories. Before he joined us, Regimantas pioneered and ran the first customer management businesses in Lithuania from 1997 to 2002, which we then acquired and asked him to run. Initially joining us as the Managing Director of the new Lithuanian business, Regimantas led his team through a strong first year, driving revenues and growth so successfully that he was soon promoted to his current position as General Manager, with the aim of expanding our markets within Western, Central and Eastern Europe. He holds an MBA from the Rochester Institute of Technology in the USA.
Isabel Snchez-Lozano, General Manager, Iberia Region

Isabel joined Transcom in 2011 as General Manager of Iberia and Latin America. In this role she is responsible for our operations and business activities in Spain, Portugal and Latin America. Isabels career experience includes more than 20 years in the contact center industry. She brings a wealth of experience and knowledge of the outsourcing field to Transcom, having held senior roles at several key players, including Teleperformance Spain, where she served as CEO and President for more than 11 years. During her tenure at Teleperformance, she drove significant growth in the companys customer base and oversaw the expansion of their operational footprint. Isabel has served as president of the Spanish Contact Centre Association, a non-profit organization which aims to strengthen and develop our sector, while ensuring a high quality of service among associated companies through the implementation of regulatory principles. She has worked with clients from a variety of industries such as telecommunications, energy, banking, insurance, travel and leisure, travel and public administration. She holds a Degree in Law from the Universidad Autnoma de Madrid and a Masters in Marketing, Communication and Publicity, which she completed at the Instituto de Directivos de Empresa.
Neil Rae, Acting General Manager, North America & Asia Pacific Region
Neil joined Transcom in 2004 as a Key Account Manager and has since gone on to accumulate significant experience in our organization. Neil was promoted to the position of Acting Regional General Manager for North America & Asia in the beginning of 2012 to spearhead our growth in North America, the worlds largest customer management market, and our offshore operations in Asia. Prior to this role, Neil oversaw the expansion of the regions largest client partnership and has subsequently served in the roles of Director of Client Services, Director for Sales and Account Management, and Country Manager in North America. Before joining Transcom, Neil spent two years at the helm of a training and development consulting firm in Toronto, Canada which serviced both private and public sector enterprises with competency-based learning and development initiatives. During his career he also held a leadership position at a business services company specializing in working with commercial properties, playing a key role in the expansion of the company to major markets in the USA. Neils strong background in business strategy, sales and marketing, as well as client services, has been integral to the recent developments in the North American and Asia market for Transcom. He has been at the forefront in development of new and innovative strategic offerings from social media customer care and shared services to early collections within the region. He holds a BA from the University of Guelph.
Jrgen Skoog, Acting General Manager, North Region

Jrgen joined Transcom in 2002 as Regional HR manager for the North Region. Over time, his operational responsibility was extended, and in 2010 he was promoted to Head of Operations for the North region. In 2011, he was appointed as Acting General Manager, North Region. Jrgens experience prior to Transcom includes 13 years in the Ericsson Group, where he held positions in global management of Human Resources as well as in Administration. Over his career, Jrgen has gained experience in manufacturing and R&D, both at a national level and internationally. He has worked in businesses operating in Europe, North America, and Asia, during which time he lived and worked in China. Jrgen holds a degree in Human Resource Management and Enterprise Organization from University of Karlstad.
Transcom share
30
The Transcom share and shareholders

The Annual General Meeting of Kinnevik shareholders held on May 18, 2001 voted to distribute new A and B shares in Transcom WorldWide on the Stockholmsbrsen O-List and on the NASDAQ Stock Exchange in New York. The new shares consequently began trading on September 6, 2001, under the symbols TWWA and TWWB in Stockholm, and TRCMA and TRCMB in New York. In May 2003, Transcom delisted its shares from the NASDAQ Stock Exchange. During 2011, Transcom class A and B shares were listed on the NASDAQ OMX Nordic Exchanges Mid Cap list. Starting on January 2, 2012, Transcom class A and B shares are listed on the NASDAQ OMX Nordic Exchanges Small Cap list under the symbols TWW SDB A and TWW SDB B. Following the completion of the rights issue during December 2011, Transcom had, as per 31 December 2011, an issued capital of EUR 53,557,907.519 divided into a total of
The Transcom Share
(SEK) 10 9 8 7 6 5 4 3 2 1 0 03.01.2011 30.12.2011 15 000 10 000 5 000 0
* adjusted for corporate actions
1,245,532,733 shares of which 622,767,823 are of class A with one voting right each and 622,764,910 are of class B with no voting rights. The total number of voting rights in Transcom, including Transcom treasury shares, as per 31 December 2011 is 622,767,8231. The total number of voting rights in Transcom, excluding Transcom treasury shares2, as per 31 December 2011 is 622,755,130. The market capitalization of Transcom WorldWide S.A. at the close of business on December 30, 2011 was SEK 579.2 million (64.8 million).
1) This is the number of voting rights to be taken into account for the calculation of the thresholds provided for in Article 8 of the Luxembourg law of 11 January 2008 on transparency requirements for issuers of securities 2) The voting rights attached to the treasury shares held by Transcom are suspended in accordance with Luxembourg applicable law.
Volume (thousand) 35 000 30 000 25 000 20 000

Transcom WorldWide B* NASDAQ OMX Nordic Mid Cap Index (rebased) Volume (TWW SDB B)
Transcom Shareholders (as at December 30, 2011) Investment AB Kinnevik Investment AB resund* Avanza Pension Nordnet Pensionsfrskring AB Fjrde AP-fonden Odin Fonder Nordea (Smbolagsfond, Norden) Unionen Lnsfrskringar Smbolagsfond Frskringsbolaget PRI Total, top 10 shareholders
Total 41 0971 250 101 375 590 85 415 177 84 781 109 53 616 683 52 608 540 41 484 267 40 634 400 34 203 422 19 370 506 924 460 944
A Shares 247 164 416 101 375 590 13 798 197 8 362 171 25 760 792 27 012 242 19 522 008 21 517 200 16 331 887 9 057 328 489 901 831
B Shares 163 806 834 0 71 616 980 76 418 938 27 855 891 25 596 298 21 962 259 19 117 200 17 871 535 10 313 178 434 559 113
% of Capital 33.0% 8.1% 6.9% 6.8% 4.3% 4.2% 3.3% 3.3% 2.7% 1.6% 74.2%
% of Votes 39.7% 16.3% 2.2% 1.3% 4.1% 4.3% 3.1% 3.5% 2.6% 1.5% 78.7%
* On 20 January 2012, Investment AB resund (publ) transferred its 101,375,590 class A voting shares in Transcom to Creades AB (publ), an investment company spun out of Investment AB resund.
Directors report
31
Directors report
Principal activities
Transcom (the Company) is a global specialist of outsourced customer and credit management services. The Company is focused on customers, the service they experience and the revenue they generate. Transcom aims to build profitable relationships with customers on its clients behalf, to secure their revenue streams and consistently deliver tangible results. Transcoms broad service portfolio supports every stage of the customer lifecycle, from acquisition through service, retention, cross- and upsell, then on through early and contingent collections to legal recovery. Expert at managing both customers and debt, Transcom makes a positive contribution to its clients profitability by helping them win customers, maintain their loyalty and secure their payments. While Transcoms services are designed to maximize revenue, its delivery operations are built to drive efficiency. Through its global contact center network, Transcom can provide service in any country where its clients have customers, accessing the most appropriate skills and deploying the best communication channels in the most cost effective locations. Every day, Transcom handles over 600,000 customer contacts in 33 languages from 72 sites in 26 countries for more than 350 clients. Transcoms clients include brand leaders in some of todays most challenging and competitive industry sectors, including telecommunications, financial services, travel and tourism, media, utilities and retail. During 2011, Isabel Snchez-Lozano joined the Company as Vice President & General Manager in the Iberia region, Jrgen Skoog was appointed Acting General Manager in the North region (joined Transcom in 2002), and Roberto Boggio was appointed General Manager in the South region (joined Transcom in 2004). In January 2012, Neil Rae was appointed Acting General Manager of the North America & Asia Pacific region (joined Transcom in 2004). John Robson, Chief Information Officer, joined Transcom in 2009. In 2007, Ignacio De Montis joined the Company as Global Accounts Director. Regimantas Liepa, General Manager of the West & Central Region, joined Transcom in 2002.
Board procedures
Transcoms Board held ten Board meetings during 2011, of which four were physical meetings and six were held via conference calls. The Audit Committee held nine meetings during 2011, of which six were physical meetings and three were held via conference calls. The Remuneration Committee held two meetings in 2011, both via conference calls.
2011 activities
1. Business review At the end of 2011, The Company had 72 operating centers providing services from 26 country markets. The total number of employees at the end of 2011 amounted to 24,897. Transcoms global operations are divided into five regions: North, West & Central, South, Iberia and North America & Asia Pacific. Please refer to pages 12-16 for a description of the regions and a review of performance and significant developments during the year in each region. 2. Consolidated results Net revenue in 2011 decreased by 5.9 percent to 554.1 million (589.1 million). Earnings before interest, taxes and amortization (EBITA) decreased to -25.5 million (-3.7 million). Operating income for the full year was -28.3 million (-6.6 million). Transcom reported a pretax loss of -31.2 million (-5.7 million), with a net loss of -49.6 million, compared with -8.1 million in 2010. Transcom reported earnings per share (before dilution) of -0.62 (-0.11). Transcoms 2011 results were materially impacted by the restructuring & rightsizing plan announced in June 2011, aimed at adjusting delivery capacity, strengthening global competitiveness and increasing operational efficiency. Restructuring and non-recurring costs amounted to 32.8 million, of which 24.2 million was recorded in Q2 2011, and 8.6 million in Q3 2011. The total net cash impact associated with the restructuring program amounts to 27.1 million, including the negative cash flow impact from onerous contracts. Out of this amount, 9.3 million impacted 2011 cash flow.
Capitalization
As at December 31, 2011, the issued and outstanding share capital was 53,557,907.519 consisting of 622,767,823 Transcom WorldWide Class A voting shares, each with a nominal value of 0.043, and 622,764,910 Transcom WorldWide Class B non-voting shares, each with a nominal value of 0.043, with a total market capitalization of SEK 579,2 million (64.8 million). As at 31 December 2011, the Company has repurchased own shares for a total value of 134,000.
Stock Exchange Listing

On September 6, 2001, Transcom was listed on the O-list of the Stockholm Stock Exchange, the Stockholmsbrsen. Transcom class A and B shares are currently listed on the NASDAQ OMX Nordic Small Cap list under the symbols TWW SDB A and TWW SDB B.
Executive Management
Johan Eriksson was appointed President and Chief Executive Officer of Transcom in November 2011, replacing Pablo Snchez-Lozano who left the Company. Mr Eriksson joined Transcom in 2010 as General Manager of the North Region. Assa Azzouzi joined Transcom as Chief Financial Officer in January 2010.
Directors report
32
The restructuring plan and the operational improvement measures are expected to translate into annualized gross savings of approximately 10.0 to 12.0 million when fully implemented. Cost savings delivered through the implementation of the program amounted to 1.7 million in the third quarter of 2011, and an additional 0.8 million was delivered in the fourth quarter of 2011. Excluding the effect of the restructuring & rightsizing plan, earnings before interest, taxes and amortization (EBITA) in 2011 decreased to 7.6 million (15.7 million). 3. Financial position Operating cash flow before changes in working capital in 2011 was 2.8 million (28.5 million). Capital expenditure amounted to 5.2 million (4.8 million). The working capital movement was 30.4 million (10.9 million). Transcom made no acquisitions in the financial year ended December 31, 2011. Transcom had liquid funds of 52.1 million (41.0 million) at December 31, 2011. Long-term debt was 65.3 million (118.5 million) giving a net debt of 13.2 million. The equity to assets ratio at December 31, 2011 was 44.3 percent (46.9 percent at December 31, 2010). 4. Tax reassessment In October 2011, Transcom announced that it was assessing its tax exposure in light of an adverse ruling regarding a FY2003 tax dispute in one of the EU jurisdictions where the Company operates. Management, together with its legal advisors, considers that the whole reassessment is not justified from a legal standpoint. A Supreme Court appeal will be filed. However, following the notification of the adverse ruling, Transcom took the decision to reassess its provision and increased the existing tax provision from 1.5 million to 15.6 million in the quarter ended September 30, 2011. 5. Rights issue and refinancing of credit facility completed Following the completion of Transcoms rights issue during December 2011, Transcom has an issued capital of EUR 53,557,907.519 divided into a total of 1,245,532,733 shares of which 622,767,823 are of class A with one voting right each and 622,764,910 are of class B with no voting rights. The total number of voting rights in Transcom excluding Transcom treasury shares is 622,755,130. The voting rights attached to the treasury shares held by Transcom are suspended in accordance with Luxembourg applicable law. Transcom has agreed with its lenders (DnB NOR Bank ASA, Norge, Filial Sverige, Skandinaviska Enskilda Banken AB (publ) and Svenska Handelsbanken AB (publ) on a refinancing of the current credit facility, which would have matured in April 2012. The new facility of EUR 125 million is partly amortizing and has a time to maturity of 3 years. The facility includes covenants such as restrictions on leverage and minimum interest coverage and implies further reductions in the companys leverage. 6. Investigation of a possible redomiciliation to Sweden On November 29, 2011, Transcom announced that its Board of Directors is investigating a move of the legal domicile of the publicly listed parent of the Transcom Group from Luxembourg to Sweden. The Board of Directors of Transcom believes that
a redomiciliation to Sweden would be a logical step in order to align the Companys domicile with that of its owners. Further analysis is being made before the Board of Directors will give a recommendation, including an assessment of tax consequences. The redomiciliation would, subject to inter alia shareholder approval, be executed through a statutory cross border merger between Transcom WorldWide S.A. and a Swedish subsidiary which would become the new publicly listed parent of the Transcom Group. 7. Research and Development During the year ended 31 December 2011, the Company did not conduct R&D activities.
Risk management
The Companys operations are affected by several risks which, to varying degrees, have an impact on the Companys revenue and financial position. These risks are monitored and to the extent possible, controlled by the Company. Described below are the risk factors which are deemed to be of most significance to the Company. Market risks Competition Transcoms operations are conducted in a highly competitive industry on a global level and Transcoms operations are small relative to the total size of the market. The customer and credit management services industry is characterized by competitive factors such as volume forecast, ability to acquire new clients, workforce flexibility, operational efficiency, quality and service. Increased competition in these areas may lead to restraining measures such as price pressures which could, if relevant for extended periods of time, have a material adverse effect on Transcoms operations, financial position and earnings. Further, countering competition might also call for necessary investments which could lead to significant costs for the Company. The market for Transcoms services is further affected by changes in service capacity and Transcom has recently been exposed to volatility in the demand for its services and has therefore experienced periods of significant overcapacity burdens. Transcom has reduced these burdens through the implementation of its restructuring program, but it cannot be ruled out that these circumstances will not occur in the future. Global economic climate sensitivity The level of demand for customer and credit management services, and therefore the level of revenue, is dependent upon general economic conditions in the markets in which the Company operates. Increases in revenues generally correspond with economic recoveries, while decreases generally correspond with economic downturns and regional and local economic recessions. Therefore, the local market conditions and national economic conditions in Transcoms markets are likely to affect the Companys operating results and strategic decisions. Geographical markets and market conditions Transcom has contact centers in many different countries, including countries in emerging markets, and revenue is generated across different markets. The Company is thus exposed to local, as well as global, market trends and conditions. Historically, there have been shifts in the relative geographic concentration
Directors report
33
of contact centers. Shifts in customer preferences with regard to the location of contact centers may force Transcom to adapt their operations geographically and thus incur additional costs. Furthermore, local market conditions and trends might have an adverse effect on the Companys revenue and cost base. Operational risks Structural Business Risk/Long-term overcapacity In 2011, Transcom launched a restructuring program aiming to deal with Transcoms overcapacity and adjusting its delivery capacity to the current book of business. The restructuring program is associated with costs totaling to 32.8 million, which impacted the Companys cash flow negatively in 2011. Any failure by Transcom in the execution of the restructuring and rightsizing plan, or if the plan for other reasons turns out not to be successful, may have a material adverse effect on the Companys overall profitability. Dependency on key clients A significant portion of the Companys revenues is generated from a limited number of key clients using Transcoms services in multiple countries. Key clients have a significant impact on the Companys financial performance. Key client relationships are documented under master services agreements where pricing is based on forecasted volumes. Some of the agreements do not contain any volume commitments. Staffing Transcom is a staff intensive business with employee related costs accounting for the largest portion of the Companys cost base. Considering the nature of the Companys operations and the seasonality of the business, it is of high importance for Transcom to have a flexible workforce and access to temporary staff of significance. As a result of the above, Transcom is exposed to the risk of adverse movements in labor costs, legislation or other conditions relating to the Companys staffing. Long-term lease agreements Some Group companies have entered into agreements to rent premises. Generally, the Groups lease contracts require deposits and certain provisions for inflation-indexed rental increases. In addition, lease agreements may contain provisions on rent related to non-cancellable leases. Certain Group companies are thus subject to future payment obligations, stretching as far as five (5) years from December 31, 2011, for rent on material leases for premises which cannot be cancelled. In the event that Transcom would have to downsize or close down sites, these long-stretching payment obligations can have a negative impact on the Companys overall profitability and cash flows. Costs related to IT Transcom is dependent on IT services and systems being provided to it, in order to be able to carry out services to its clients. The provision of IT services and systems to Transcom involves significant costs. Some Group companies have arranged for client tailored IT solutions. Should a client terminate the agreement with Transcom, or, even more, switch the way it uses technology, the client tailored IT solution would no longer be needed to support the client, involving that the relevant Group company could be facing costs which can no longer be recovered from the client.
Guarantee undertakings Some companies within the Group have made guarantee undertakings. The beneficiaries of the guarantees include clients to the Group and buyers of businesses that have been divested by the Group. In the event that the Company, or the relevant Subsidiary, would become liable under such guarantees, this could have a material adverse effect on the Groups financial position and revenue, beyond what has been provided for. Organizational risk Transcom relies on the executive management team and management processes to deliver its services and the Company is dependent on the performance of its officers and key employees. Transcom is and will continue to be dependent on its ability to retain and motivate high quality personnel. Failure to do so could have a material adverse effect on Transcoms business, financial position and results of operations. Technology infrastructure Most of Transcoms business operations rely to a significant degree on the efficient and uninterrupted operation of its technology infrastructure including IT and other communications systems. Any failure of its technology infrastructure could impair Transcoms ability to punctually perform and deliver its services. Transcom has taken precautions regarding its technology infrastructure in order to be prepared for interruptions such as power failures, computer viruses, loss of data or other anticipated or unanticipated problems. Reputational risk Transcom is, in its ordinary course of business, exposed to events that may damage the Companys reputation. These events may relate to end-customer interactions, employee relations, client relations and relations with its shareholders. The Company has policies and procedures in place to comply with regulations and quality standards but is nevertheless exposed to the risk that the Companys reputation could be damaged in any way. Financial risks Liquidity risk and going concern Financing risk is defined as the risk of it being difficult and/or expensive to obtain financing for the operations. Liquidity risk is the risk of the Company not being able to meet its financial obligations as they fall due. The Company is dependent upon continuing financial support from principal Share SDR holders as well as financing from external banks. In 2011, the debt refinancing of 125 million was completed and the going concern assumption is therefore appropriate at the year-end. The turbulence in the financial markets can disrupt or limit the availability of financing which the Company has obtained in the past and also adversely affect the terms and conditions of such financing. Goodwill A substantial part of Transcoms intangible fixed assets consists of goodwill. Goodwill is tested annually to identify any necessary impairment requirements.
Directors report
34
Currency risk translational and transactional risk Translational exposures are differences resulting from the translation of subsidiaries financial statements into the Groups presentation currency. Transactional exposures are differences arising from the sales, purchases, assets or liabilities denominated in currencies other than the functional currency of the operating unit that carries these transactions. As of December 2011, the Group was mostly exposed to US Dollar, Swedish Krona and Polish Zloty. Interest risk The Companys exposure to the risk of changes in market interest rates relates primarily to any outstanding loan under the Companys revolving credit facility. Changes in market interest rates could result in increased interest costs for the Company. Credit risk The Companys trade receivables accounts for the majority of the Companys credit risk. To maintain a controlled level of credit risk, credit risk is reviewed monthly by executive management based on the aged debt reports. Risks relating to deferred tax assets The Group assesses the ability to utilize tax losses and other tax attributes and to the extent that tax relief is expected to be available in the foreseeable future a deferred tax asset is recognized in the balance sheet. To-date a deferred tax asset of 3.3 million was recognized in relation to available tax losses. Although it is believed that the tax relief justifying the deferred tax assets will be available, there is a risk that if insufficient profits arise in the future in the appropriate jurisdiction, the deferred tax asset in those jurisdictions may need to be written off. Tax audits and litigations The Group is subject to tax audits in the normal course of business. The Group is currently the subject of tax audits and litigation in multiple jurisdictions. The Group makes provisions for the outcome of such tax audits and litigation to the extent that the risk of cash outflow is determined to be probable. A negative outcome in respect of such audits or litigation may have a materially adverse effect on the Groups business, financial condition and results of operations, beyond what has already been provided for. Disputes and claims Companies within the Group are occasionally involved in disputes in the ordinary course of business and are subject to the risk, like other companies active in the customer and credit management services industry, of becoming subject to claims regarding, for instance, contractual matters and alleged defects in the delivery of services. In addition, in connection with the restructuring program that Transcom has launched, there is a risk that Transcom becomes subject to claims related to the downsizing and the closure of sites, such as employee related claims. These disputes and claims may prove time-consuming and may have an adverse effect on the Companys financial position and revenue. Transcom has estimated its potential liability as a result of these to 3.3 million in total.
Transcom currently has a matter pending before the Disciplinary Committee of NASDAQ OMX Stockholm regarding alleged breaches of the requirements on disclosure of information to the market. This matter could lead to the Committee deciding on disciplinary sanctions against Transcom. Changes to applicable legislation and political risks Transcom conducts business in a large number of legal jurisdictions worldwide, is incorporated and existing under the laws of Luxembourg and due to its listing at NASDAQ OMX Stockholm, is also subject to some of the Swedish stock market rules and regulations. This implies that there could be an increased risk for Transcom being negatively affected by changes to legislation and practices applied within such jurisdictions, in particular if such changes should increase the conceptual differences between jurisdictions. Transcom is subject to changes in applicable laws and regulations relating to e.g. foreign ownership, state involvement, tax, labor legislation and contact centers in the countries where the Company conducts business, such changes could have a materially adverse effect on the Companys business operations, results and financial condition. The Companys business, financial condition and results of operations could additionally be adversely affected by acts of war or terrorism, as well as other political and financial instability.
Post Balance Sheet Events

On 27 January 2012, W. Walker resigned as Chairman of the Board of Directors. I was proposed by the Nomination Committee, and confirmed by the Board of Directors as the Companys new Chairman of the Board. There were no other significant events during the period between 31 December 2011 and the date of this report.
Outlook
Transcom enters 2012 with a stronger balance sheet after the recently completed rights issue. The restructuring program announced in the second quarter of 2011 is still underway. The successful completion of these restructuring actions is an important short-term focus area and the Company is continuing to look for areas of improvement in order to achieve a financial uplift. The target will always be to optimize the capacity and that will continue to be a focus area throughout 2012 as Transcom reviews the global delivery footprint. To continuously strive for operational excellence and business development will support growth and profitability.
Henning Boysen Chairman of the Board of Directors, Luxembourg, Grand Duchy of Luxembourg 6 February 2012
5-year summary
35
5year summary
2011 JanDec Net Revenue, (m) Profit before tax, (m) Net Income, (m) Net cash flow from operations, (m) Net cash flow from operations per share, (Euro cents) EPS, (Euro cents) Return on Equity, % Operating margin, % Debt/equity ratio*, % Net debt/EBITDA**, (multiple) 554.1 31.0 49.4 25.7 32 62 29.5 5.1 39.0 0.75 2010 JanDec 589.1 5.6 8.0 29.1 40 11 4.6 1.1 67.7 2.5 2009 JanDec 560.2 25.3 20.6 17.7 24 28 12.0 4.3 77.5 2.3 2008 JanDec 631.8 21.9 16.2 1.4 2 22 11.3 4.4 88.3 1.7 2007 JanDec 599.2 32.9 24.3 40.3 55 33 15.1 6.0 71.9 0.8
* Gross debt/shareholders equity ** At end of period
Consolidated income statement

for the year ended December 31, 2011
36
000 Revenue Cost of sales Gross profit Selling expenses Administrative expenses Other expenses Restructuring Loss from operations Finance income Finance costs Loss before tax Income tax expense Loss for the year attributable to owners of the parent
Note 5
2011 554,069 (457,609) 96,460 (6,426) (84,164)
2010 589,117 (477,248) 111,869 (7,156) (95,316) (15,989) (6,592) 3,140 (2,232) (5,684) (2,394) (8,078)
23 6
(15,978) (18,167) (28,275)
25 25
1,393 (4,361) (31,243)
26 5
(18,350) (49,593)
Earnings per share for the year (expressed in per common share) Basic per A class share, for loss for the year attributable to owners of the parent per B class share, for loss for the year attributable to owners of the parent Diluted per A class share, for loss for the year attributable to owners of the parent per B class share, for loss for the year attributable to owners of the parent
27 (0.62) (0.62) (0.62) (0.62) (0.11) (0.11) (0.11) (0.11)
The accompanying notes form an integral part of the consolidated financial statements.
Consolidated statement of comprehensive income

37
000 Loss for the year Other comprehensive income Exchange differences on translating foreign operations Actuarial profit/(loss) on post employment benefits obligation Cash flow hedges gains/(losses) recognized directly in equity Income tax relating to cash flow hedges Net investment hedge gains/(losses) recognized directly in equity Income tax relating to net investment hedge Total comprehensive income attributable to owners of the parent
2011 (49,593) (9,514) 251 (502) 166 (9,599) (59,192) (336)
2010 (8,078) 10,590 (212) 502 (166) 1,108 (317) 791 11,505 3,427 336
Consolidated statement of financial position

as at December 31, 2011
38
000 Assets Noncurrent assets Property, plant and equipment Intangible assets Deferred tax assets Other receivables Current assets Trade and other receivables Income tax receivable Prepaid expenses and accrued income Derivative financial instruments Cash and cash equivalents Total assets
Note
2011
2010
7 8 9
12,386 171,682 5,088 2,185 191,341
19,139 174,820 5,554 199,513 112,294 18,731 1,959 40,977 173,961 373,474
10 11 12
104,837 3,817 25,300 52,076 186,030 377,371
Consolidated statement of financial position (continued)

as at December 31, 2011
39
000 Equity and liabilities Equity attributable to owners of the parent Share capital Share premium Legal reserve Retained earnings Equity-based payments Foreign exchange reserve Other reserves Total equity Non-current liabilities Borrowings Leasing and other similar obligation Deferred tax liabilities Provisions for other liabilities and charges Employee benefit obligations Government grants Current liabilities Derivative financial instruments Leasing and other similar obligation Trade and other payables Government Grants Provisions for other liabilities and charges Income tax payable Total liabilities Total equity and liabilities
Note 13
2011
2010
53,558 11,458 3,908 82,775 (12,983) 14 28,298 167,014
31,548 10,156 3,908 132,437 342 (3,469) 38 174,960
17 18 9 19 20 21
65,286 163 5,342 18,081 2,414 147 91,433
118,462 6,811 5,117 2,704 917 134,011 55,095 7,885 1,523 64,503 198,514 373,474
12 18 22 21 19
272 152 95,508 79 22,913 118,924 210,357 377,371
Consolidated statement of changes in equity

40
Attributable to the owners of the parent Share capital Share (Note 13) premium 31,516 32 32 31,548 10,023 133 133 10,156 EquityForeign Other Legal Retained based exchange Reserves reserve earnings payments reserve (Note 14) 3,908 3,908 140,606 (8,078) 232 (7,846) (158) (165) (323) 132,437 342 342 342 (14,850) 11,381 11,381 (3,469) 232 (108) (108) (86) (86) 38
000 Balance as at January 1, 2010 Loss for the year Other comprehensive income, net of tax Total comprehensive income for the year Transactions with owners Dividends (note 16) Equity based payments Issue of share capital Purchase of treasury shares Total transactions with owners Balance as at December 31, 2010
Total 171,435 (8,078) 11,505 3,427 (158) 342 (86) 98 174,960
Balance as at January 1, 2011 Loss for the year Other comprehensive income, net of tax Total comprehensive income for the year Transactions with owners Dividends (note 16) Equity based payments Issue of share capital Transaction costs Decrease of share capital Purchase of treasury shares Total transactions with owners Balance as at December 31, 2011
31,548 50,403 (28,393) 22,010 53,558
10,156 4,730 (3,428) 1,302 11,458
3,908 3,908
132,437 (49,593) (49,593) (69) (69) 82,775
342 (342) (342)
(3,469) (9,514) (9,514) (12,983)
38 (85) (85) 28,393 (48) 28,345 28,298
174,960 (49,593) (9,599) (59,192) (69) (342) 55,133 (3,428) (48) 51,246 167,014
Consolidated statement of cash flows

41
000 Cash flows from operating activities Loss before tax Adjustments for non cash items Depreciation and amortization Impairment loss Share-based payments Increase/(decrease) in provisions including employee benefit obligations Other non-cash adjustments Cash flows from operating activities before changes in working capital Changes in working capital Decrease in trade and other receivables Increase/(decrease) in trade and other payables Prepaid expenses and accrued income Changes in working capital Income tax paid Net cash flows from operating activities Cash flows from investing activities Purchases of property, plant and equipment Purchases of intangible assets Purchase of subsidiaries and non-controlling interests, net of cash acquired Disposal of sites Interest received Net cash flows used in investing activities Cash flows from financing activities Proceeds from borrowings Repayment of borrowings Proceeds from issuance of shares net of share issuance costs Interest paid Dividends paid to owners Net cash flows used in financing activities Net (decrease)/increase in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year
Note
2011 (31,243)
2010 (5,684) 17,760 342 11,305 4,757 28,480
7, 8
13,637 2,168 (342) 27,992 (9,457) 2,755
5,272 31,692 (6,569) 30,395 (5,625) 27,525
6,433 4,354 125 10,912 (10,292) 29,100
7 8 6
(5,121) (120) (8,662) 269 (13,634)
(1,861) (2,903) (1,100) 295 (5,569)
31,116 (84,292) 13 16 53,882 (3,429) (69) (2,792) 11,099 40,977 52,076
(17,000) (2,176) (158) (19,334) 4,197 36,780 40,977
Notes to the consolidated financial statements

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The accompanying notes are an integral part of the consolidated financial statements. Amounts in thousands of EUR unless otherwise stated.
Note 1
Corporate information
Transcom WorldWide S.A. (the Company or the parent entity) and its subsidiaries (together, Transcom or the Group) provide multi-language customer relationship management products and services (CRM) and credit management services (CMS), including customer help lines and other telephone-based marketing and customer service programs (teleservices) to clients in customerintensive industries. The Company is a limited liability Company (Socit Anonyme) incorporated and existing under the laws of the Grand Duchy of Luxembourg. The Company was registered on June 11, 1997 with the Luxembourg Registration Office Company Register (Tribunal darrondissement de et Luxembourg) number RC B59528. The registered office of the Company is at 45, Rue des Scillas, L-2529, Luxembourg. The Company operates in 28 countries and employed 21,093 full time employees at December 31, 2011. Transcom WorldWide S.A. class A and class B shares are listed on the Nordic Exchange Small Cap list under the symbols TWW SDB A and TWW SDB B. The consolidated financial statements were authorized for issue at the Board of Directors meeting on February 6, 2012. These consolidated financial statements will be submitted for approval at the Annual General Meeting on May 30, 2012. Certain comparatives have been reclassified to conform with current year presentation.
IFRIC 14 Prepayments of a Minimum Funding Requirement (Amendment) The amendment removes an unintended consequence when an entity is subject to minimum funding requirements (MFR) and makes an early payment of contributions to cover such requirements. The amendment permits a prepayment of future service cost by the entity to be recognized as pension asset. The Group is not subject to minimum funding requirements in the countries where the Group operates. The amendment to the interpretation therefore had no effect on the financial position or performance of the Group. (b) Improvements to IFRSs In May 2010, the IASB issued its third omnibus of amendments to its standards, primarily with a view to removing inconsistencies and clarifying wording. There are separate transitional provisions for each standard. The adoption of the following amendments resulted in changes to accounting policies, but did not have any impact on the financial position or performance of the Group: IFRS 3 Business Combinations The measurement options available for non-controlling interest (NCI) have been amended. Only components of NCI that constitute a present ownership interest that entitles their holder to a proportionate share of the entitys net assets in the event of liquidation shall be measured at either fair value or at the present ownership instruments proportionate share of the acquirees identifiable net assets. All other components are to be measured at their acquisition date fair value. The amendments to IFRS 3 are effective for annual periods beginning on July 1, 2011. IFRS 7 Financial Instruments Disclosures The amendment was intended to simplify the disclosures provided by reducing the volume of disclosures around collateral held and improving disclosures by requiring qualitative information to put the quantitative information in context. The Group reflects the revised disclosure requirements in Note 4. IAS 1 Presentation of Financial Statements The amendment clarifies that an option to present an analysis of each component of other comprehensive income may be included either in the statement of changes in equity or in the notes to the financial statements. The Group provides this analysis in Note 14. Other amendments resulting from Improvements to IFRSs to the following standards did not have any impact on the accounting policies, financial position or performance of the Group: IFRS 3 Business Combinations Clarification that contingent consideration arising from business combination prior to adoption of IFRS 3 (as revised in 2008) are accounted for in accordance with IFRS 3 (2005) IFRS 3 Business Combinations Un-replaced and voluntarily replaced share-based payment awards and its accounting treatment within a business combination IAS 27 Consolidated and Separate Financial Statements Applying the IAS 27 (as revised in 2008) transition requirements to consequentially amended standards IAS 34 Interim Financial Statements The amendment requires additional disclosures for fair values and changes in classifications of financial assets, as well as changes to contingent assets and liabilities in interim condensed financial statements. The following interpretations and amendments to interpretations did not have any impact on the accounting policies, financial position of performance of the Group: IFRIC 13 Customer Loyalty Programmes In determining the fair value of award credits, an entity shall consider discounts and incentives that would otherwise be offered to customers not participating in the loyalty programme IFRIC 19, Extinguishing financial liabilities with equity instruments The interpretation clarifies the accounting by an entity when the terms of a financial liability are renegotiated and result in the entity issuing equity instruments to a creditor of the entity to extinguish all or part of the financial liability (debt for equity swap). It requires a gain or loss to be recognized in profit or loss, which is measured as the difference between the carrying amount of the financial liability and the fair value of the equity instruments issued. If the fair value of the equity instruments issued cannot be reliably measured, the equity instruments should be measured to reflect the fair value of the financial liability extinguished. The adoption of the interpretation had no effect on the financial position or performance of the Group.
Note 2
Summary of significant accounting policies
The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
2.1 Basis of preparation
The consolidated financial statements of Transcom WorldWide S.A. have been prepared in accordance with International Financial Reporting Standards (IFRS) and IFRIC Interpretations, as adopted by the European Union. The consolidated financial statements have been prepared under the historical cost basis, except for derivative financial instruments that have been measured at fair value. The consolidated financial statements are presented in Euros which is the Groups reporting currency, rounded in thousands of Euros. The preparation of financial statements in conformity with IFRS requires the use of certain critical accounting estimates. It also requires management to exercise its judgment in the process of applying the Groups accounting policies. The areas involving a higher degree of judgment or complexity, or areas where assumptions and estimates are significant to the consolidated financial statements are disclosed in note 3. 2.1.1 Changes in accounting policies and disclosures (a) New and amended standards and interpretations adopted by the Group The accounting policies adopted are consistent with those of the previous financial year, except as described below. New standards and interpretations adopted by the Group as of January 1, 2011 are: IAS 24 Related Party Transactions (Amendment) The IASB has issued an amendment to IAS 24 that clarifies the definitions of a related party. The new definitions emphasize a symmetrical view of related party relationships as well as clarifying in which circumstances persons and key management personnel affect related party relationships of an entity. Secondly, the amendment introduces an exemption from the general related party disclosure requirements for transactions with a government and entities that are controlled, jointly controlled or significantly influenced by the same government as the reporting entity. The adoption of the amendment did not have any impact on the financial position or performance of the Group. IAS 32 Financial Instruments: Presentation (Amendment) The amendment alters the definition of a financial liability in IAS 32 to enable entities to classify rights and issues and certain options or warrants as equity instruments. The amendment is applicable if the rights are given pro rata to all of the existing owners of the same class of an entitys non-derivative equity instruments, to acquire a fixed number of the entitys own equity instruments for a fixed amount in any currency. The amendment has had no effect on the financial position or performance of the Group.
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(c) New standards, amendments and interpretations issued but not effective for the nancial year beginning January 1, 2011 and not early adopted Standards issued but not yet effective up to the date of issuance of the Groups financial statements are listed below. This listing of standards and interpretations issued are those that the Group reasonably expects to have an impact on disclosures, financial position or performance when applied at a future date. The Group intends to adopt these standards when they become effective. IAS 1 Financial Statement Presentation Presentation of Items of Other Comprehensive Income The amendments to IAS 1 change the Grouping of items presented in OCI. Items that could be reclassified (or recycled) to profit or loss at a future point in time (for example, upon derecognition or settlement) would be presented separately from items that will never be reclassified. The amendment affects presentation only and has no impact on the Groups financial position or performance. The amendment becomes effective for annual periods beginning on or after July 1, 2012. IAS 19 Employee Benefits (Amendment) The IASB has issued numerous amendments to IAS 19. These range from fundamental changes such as removing the corridor mechanism and the concept of expected returns on plan assets to simple clarifications and re-wording. The Group had made a voluntary change in accounting policy to recognize actuarial gains and losses in OCI in the previous period (see note 2.18). The Group is currently assessing the full impact of the remaining amendments. The amendment becomes effective for annual periods beginning on or after January 1, 2013. IFRS 7 Financial Instruments: disclosures Enhanced Derecognition Disclosure Requirements The amendment requires additional disclosure about financial assets that have been transferred but not derecognized to enable the user of the Groups financial statements to understand the relationship with those assets that have not been derecognized and their associated liabilities. In addition, the amendment requires disclosures about continuing involvement in derecognized assets to enable the user to evaluate the nature of, and risks associated with, the entitys continuing involvement in those derecognized assets. The amendment becomes effective for annual periods beginning on or after July 1, 2011. The amendment affects disclosure only and has no impact on the Groups financial position or performance. IFRS 9 Financial Instruments: Classification and Measurement IFRS 9 as issued reflects the first phase of the IASBs work on the replacement of IAS 39 and applies to classification and measurement of financial assets and financial liabilities as defined in IAS 39. The standard is effective for annual periods beginning on or after January 1, 2013. In subsequent phases, the IASB will address hedge accounting and impairment of financial assets. The completion of this project is expected over the course of 2011 or the first half 2012. The adoption of the first phase of IFRS 9 will have an effect on the classification and measurement of the Groups financial assets, but will potentially have no impact on classification and measurements of financial liabilities. The Group will quantify the effect in conjunction with the other phases, when issued, to present a comprehensive picture. IFRS 10 Consolidated Financial Statements IFRS 10 replaces the portion of IAS 27 Consolidated and Separate Financial Statements that addresses the accounting for consolidated financial statements. It also includes the issues raised in SIC 12 Consolidation Special Purpose Entities. IFRS 10 establishes a single control model that applies to all entities including special purpose entities. The changes introduced by IFRS 10 will require management to exercise significant judgment to determine which entities are controlled, and therefore, are required to be consolidated by a parent, compared with the requirements that were in IAS 27. This standard becomes effective for annual periods beginning on or after January 1, 2013. IFRS 13 Fair Value Measurement IFRS 13 establishes a single source of guidance under IFRS for all fair value measurements. IFRS 13 does not change when an entity is required to use fair value, but rather provides guidance on how to measure fair value under IFRS when fair value is required or permitted. The Group is currently assessing the impact that this standard will have on the financial position and performance. This standard becomes effective for annual periods beginning on or after January 1, 2013.
accompanying a shareholding of more than one half of the voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessing whether the Group controls another entity. The Group also assesses existence of control where it does not have more than 50 percent of the voting power but is able to govern the financial and operating policies by virtue of de-facto control. De-facto control may arise in circumstances where the size of the Groups voting rights relative to the size and dispersion of holdings of other shareholders give the Group the power to govern the financial and operating policies, etc. Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are deconsolidated from the date that control ceases. The Group applies the acquisition method to account for business combinations. The consideration transferred for the acquisition of a subsidiary is the fair values of the assets transferred, the liabilities incurred to the former owners of the acquiree and the equity interests issued by the Group. The consideration transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. The Group recognizes any non-controlling interest in the acquiree on an acquisition-by-acquisition basis, either at fair value or at the non-controlling interests proportionate share of the recognized amounts of acquirees identifiable net assets. Acquisition-related costs are expensed as incurred. If the business combination is achieved in stages, the acquisition date fair value of the acquirers previously held equity interest in the acquiree is remeasured to fair value at the acquisition date through profit or loss. Any contingent consideration to be transferred by the Group is recognized at fair value at the acquisition date. Subsequent changes to the fair value of the contingent consideration that is deemed to be an asset or liability is recognized in accordance with IAS 39 either in profit or loss or as a change to other comprehensive income. Contingent consideration that is classified as equity is not remeasured, and its subsequent settlement is accounted for within equity. Goodwill is initially measured as the excess of the aggregate of the consideration transferred and the fair value of non-controlling interest over the net identifiable assets acquired and liabilities assumed. If this consideration is lower than the fair value of the net assets of the subsidiary acquired, the difference is recognized in profit or loss. Intercompany transactions, balances, income and expenses on transactions between Group companies are eliminated. Profits and losses resulting from intercompany transactions that are recognized in assets are also eliminated. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the Group. (b) Changes in ownership interests in subsidiaries without change of control Transactions with non-controlling interests that do not result in loss of control are accounted for as equity transactions that is, as transactions with the owners in their capacity as owners. The difference between fair value of any consideration paid and the relevant share acquired of the carrying value of net assets of the subsidiary is recorded in equity. Gains or losses on disposals to non-controlling interests are also recorded in equity. (c) Disposal of subsidiaries When the Group ceases to have control any retained interest in the entity is re-measured to its fair value at the date when control is lost, with the change in carrying amount recognized in profit or loss. The fair value is the initial carrying amount for the purposes of subsequently accounting for the retained interest as an associate, joint venture or financial asset. In addition, any amounts previously recognized in other comprehensive income in respect of that entity are accounted for as if the Group had directly disposed of the related assets or liabilities. This may mean that amounts previously recognized in other comprehensive income are reclassified to profit or loss. (d) Associates Associates are all entities over which the Group has significant influence but not control, generally accompanying a shareholding of between 20 percent and 50 percent of the voting rights. Investments in associates are accounted for using the equity method of accounting. Under the equity method, the investment is initially recognized at cost, and the carrying amount is increased or decreased to recognize the investors share of the profit or loss of the investee after the date of acquisition. The Groups investment in associates includes goodwill identified on acquisition. If the ownership interest in an associate is reduced but significant influence is retained, only a proportionate share of the amounts previously recognized in other comprehensive income is reclassified to profit or loss where appropriate. The Groups share of post-acquisition profit or loss is recognized in the income statement, and its share of post acquisition movements in other
2.2 Consolidation
(a) Subsidiaries Subsidiaries are all entities (including special purpose entities) over which the Group has the power to govern the financial and operating policies generally
44
comprehensive income is recognized in other comprehensive income with a corresponding adjustment to the carrying amount of the investment. When the Groups share of losses in an associate equals or exceeds its interest in the associate, including any other unsecured receivables, the Group does not recognize further losses, unless it has incurred legal or constructive obligations or made payments on behalf of the associate. The Group determines at each reporting date whether there is any objective evidence that the investment in the associate is impaired. If this is the case, the Group calculates the amount of impairment as the difference between the recoverable amount of the associate and its carrying value and recognizes the amount adjacent to share of profit/ (loss) of an associate in the income statement. Profits and losses resulting from upstream and downstream transactions between the Group and its associate are recognized in the Groups financial statements only to the extent of unrelated investors interests in the associates. Unrealized losses are eliminated unless the transaction provides evidence of an impairment of the asset transferred. Accounting policies of associates have been changed where necessary to ensure consistency with the policies adopted by the Group. Dilution gains and losses arising in investments in associates are recognized in the income statement. As at December 31, 2011 and December 31, 2010, the Group did not own any associates.
2.5 Property, plant and equipment
All property, plant and equipment is stated at historical cost less depreciation. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Subsequent costs are included in the assets carrying amount or recognized as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. The carrying amount of the replaced part is derecognized. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred. Depreciation on assets is calculated using the straight-line method to allocate their cost less their residual values over their estimated useful lives, as follows: Telephone switch Fixtures and fittings Computer, hardware and software Office improvements and others 5 years 35 years 35 years 35 years
2.3 Segment reporting
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker. The chief operating decisionmaker, who is responsible for allocating resources and assessing performance of the operating segments, has been identified as the regional general manager that makes strategic decisions.
The assets residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period. An assets carrying amount is written down immediately to its recoverable amount if the assets carrying amount is greater than its estimated recoverable amount (note 2.7). Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognized within other income/ other expenses in the income statement.
2.6 Intangible assets

(a) Goodwill Goodwill represents the excess of the cost of an acquisition over the fair value of the Groups share of the net identifiable assets of the acquired subsidiary at the date of acquisition. Goodwill on acquisitions of subsidiaries is included in intangible assets. Goodwill is tested annually for impairment and carried at cost less accumulated impairment losses. Impairment losses on goodwill are not reversed. Gains and losses on the disposal of an entity include the carrying amount of goodwill relating to the entity sold. Goodwill is allocated to cash-generating units for the purpose of impairment testing. The allocation is made to those cash-generating units or Groups of cash-generating units that are expected to benefit from the business combination in which the goodwill arose, identified according to operating segment. (b) Contractual customer relationships Contractual customer relationships acquired in a business combination are recognized at fair value at the acquisition date. The contractual customer relations have a finite useful life and are carried at cost less accumulated amortization and are assessed for impairment whenever there is an indication that the asset is impaired. Amortization is calculated using the straight-line method over the expected life of the customer relationship which is between 7 to 15 years. (c) Development costs Costs associated with maintaining computer software programs are recognized as an expense as incurred. Development costs that are directly attributable to the design and testing of identifiable and unique software products controlled by the Group are recognized as intangible assets when the following criteria are met: it is technically feasible to complete the software product so that it will be available for use; management intends to complete the software product and use or sell it; there is an ability to use or sell the software product; it can be demonstrated how the software product will generate probable future economic benefits; adequate technical, financial and other resources to complete the development and to use or sell the software product are available; and the expenditure attributable to the software product during its development can be reliably measured. Directly attributable costs that are capitalized as part of the software product include the software development employee costs and an appropriate portion of relevant overheads. Other development expenditures that do not meet these criteria are recognized as an expense as incurred. Development costs previously recognized as an expense are not recognized as an asset in a subsequent period. Computer software development costs recognized as assets are amortized over their estimated useful lives, which is between 3 to 5 years.
2.4 Foreign currency translation

(a) Functional and presentation currency Items included in the financial statements of each of the Groups entities are measured using the currency of the primary economic environment in which the entity operates (the functional currency). The consolidated financial statements are presented in Euro (), which is the Groups presentation currency. (b) Transactions and balances Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions or valuation where items are re-measured. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the income statement within finance income/finance costs, except when deferred in other comprehensive income as qualifying cash flow hedges and qualifying net investment hedges. (c) Group companies The results and financial position of all the Group entities (none of which has the currency of a hyper-inflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows: assets and liabilities for each statement of financial position presented are translated at the closing rate at the date of that statement of financial position; income and expenses for each income statement are translated at average exchange rates (unless this average is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the rate on the dates of the transactions); and all resulting exchange differences are recognized in other comprehensive income. On consolidation, exchange differences arising from the translation of the net investment in foreign operations, and of borrowings and other currency instruments designated as hedges of such investments, are taken to other comprehensive income. When a foreign operation is partially disposed of or sold, exchange differences that were recorded in equity are recognized in the income statement as part of the gain or loss on sale. Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and translated at the closing rate. Exchange differences arising are recognized in other comprehensive income.
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2.7 Impairment of non-financial assets
Assets that have an indefinite useful life for example, goodwill or intangible assets not ready to use are not subject to amortization and are tested annually for impairment. Assets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which the assets carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an assets fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are Grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating units). Non-financial assets other than goodwill that suffered an impairment are reviewed for possible reversal of the impairment at each reporting date.
Interest on available-for-sale securities calculated using the effective interest method is recognized in the income statement as part of other income. Dividends on available-for-sale equity instruments are recognized in the income statement as part of other income when the Groups right to receive payments is established. 2.8.3 Offsetting nancial instruments Financial assets and liabilities are offset and the net amount reported in the statement of financial position when there is a legally enforceable right to offset the recognized amounts and there is an intention to settle on a net basis or realize the asset and settle the liability simultaneously. 2.8.4 Impairment on nancial assets (a) Assets carried at amortized cost The Group assesses at the end of each reporting period whether there is objective evidence that a financial asset or Group of financial assets is impaired. A financial asset or a Group of financial assets is impaired and impairment losses are incurred only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a loss event) and that loss event (or events) has an impact on the estimated future cash flows of the financial asset or Group of financial assets that can be reliably estimated. The criteria that the Group uses to determine that there is objective evidence of an impairment loss include: significant financial difficulty of the issuer or obligor; a breach of contract, such as a default or delinquency in interest or principal payments; the Group, for economic or legal reasons relating to the borrowers financial difficulty, granting to the borrower a concession that the lender would not otherwise consider; it becomes probable that the borrower will enter bankruptcy or other financial reorganization; the disappearance of an active market for that financial asset because of financial difficulties; or observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition of those assets, although the decrease cannot yet be identified with the individual financial assets in the portfolio, including: (i) adverse changes in the payment status of borrowers in the portfolio; and (ii) national or local economic conditions that correlate with defaults on the assets in the portfolio. The Group first assesses whether objective evidence of impairment exists. For loans and receivables category, the amount of the loss is measured as the difference between the assets carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial assets original effective interest rate. The carrying amount of the asset is reduced and the amount of the loss is recognized in the consolidated income statement. If a loan or held-to-maturity investment has a variable interest rate, the discount rate for measuring any impairment loss is the current effective interest rate determined under the contract. As a practical expedient, the Group may measure impairment on the basis of an instruments fair value using an observable market price. If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognized (such as an improvement in the debtors credit rating), the reversal of the previously recognized impairment loss is recognized in the consolidated income statement. (b) Assets classied as available for sale The Group assesses at the end of each reporting period whether there is objective evidence that a financial asset or a Group of financial assets is impaired. For debt securities, the Group uses the criteria refer to (a) above. In the case of equity investments classified as available for sale, a significant or prolonged decline in the fair value of the security below its cost is also evidence that the assets are impaired. If any such evidence exists for available-for-sale financial assets, the cumulative loss measured as the difference between the acquisition cost and the current fair value, less any impairment loss on that financial asset previously recognized in profit or loss is removed from equity and recognized in the consolidated income statement. Impairment losses recognized in the consolidated income statement on equity instruments are not reversed through the consolidated income statement. If, in a subsequent period, the fair value of a debt instrument classified as available for sale increases and the increase can be objectively related to an event occurring after the impairment loss was recognized in profit or loss, the impairment loss is reversed through the consolidated income statement. Impairment testing of trade receivables is described in note 2.10.
2.8 Financial assets

2.8.1 Classication The Group classifies its financial assets in the following categories: at fair value through profit or loss, held to maturity investments, loans and receivables, and available for sale. The classification depends on the purpose for which the financial assets were acquired. Management determines the classification of its financial assets at initial recognition. (a) Financial assets at fair value through prot or loss Financial assets at fair value through profit or loss are financial assets held for trading. A financial asset is classified in this category if acquired principally for the purpose of selling in the short term. Derivatives are also categorized as held for trading unless they are designated as hedges. Assets in this category are classified as current assets if expected to be settled within 12 months; otherwise, they are classified as non-current. (b) Held to maturity investments Non-derivative financial assets with fixed or determinable payments and fixed maturities are classified as held to maturity when the Group has the positive intention and ability to hold it to maturity. They are included in current assets, except for maturities greater than 12 months after the end of the reporting period. These are classified as non-current assets. As at December 31, 2011 and December 31, 2010, the Group did not own any held to maturity investments. (c) Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for maturities greater than 12 months after the end of the reporting period. These are classified as non-current assets. The Groups loans and receivables comprise trade and other receivables, and prepayments and accrued income in the statement of financial position. (d) Available-for-sale nancial assets Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other categories. They are included in non-current assets unless the investment matures or management intends to dispose of it within 12 months of the end of the reporting period. As at December 31, 2011 and December 31, 2010, the Group did not own any available for sale financial assets. 2.8.2 Recognition and measurement Regular purchases and sales of financial assets are recognized on the trade date the date on which the Group commits to purchase or sell the asset. Investments are initially recognized at fair value plus transaction costs for all financial assets not carried at fair value through profit or loss. Financial assets carried at fair value through profit or loss are initially recognized at fair value, and transaction costs are expensed in the income statement. Financial assets are derecognized when the rights to receive cash flows from the investments have expired or have been transferred and the Group has transferred substantially all risks and rewards of ownership. Available-for-sale financial assets and financial assets at fair value through profit or loss are subsequently carried at fair value. Loans and receivables are subsequently carried at amortized cost using the effective interest method. Gains or losses arising from changes in the fair value of the financial assets at fair value through profit or loss category are presented in the income statement within finance income/costs in the period in which they arise. Dividend income from financial assets at fair value through profit or loss is recognized in the income statement as part of other income when the Groups right to receive payments is established. Changes in the fair value of monetary and non-monetary securities classified as available for sale are recognized in other comprehensive income. When securities classified as available for sale are sold or impaired, the accumulated fair value adjustments recognized in equity are included in the income statement as gains and losses from investment securities.
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2.9 Derivative financial instruments and hedging activities
Derivatives are initially recognized at fair value on the date a derivative contract is entered into and are subsequently re-measured at their fair value. The method of recognizing the resulting gain or loss depends on whether the derivative is designated as a hedging instrument, and if so, the nature of the item being hedged. The Group designates certain derivatives as either: (a) hedges of the fair value of recognized assets or liabilities or a firm commitment (fair value hedge); (b) hedges of a particular risk associated with a recognized asset or liability or a highly probable forecast transaction (cash flow hedge); or (c) hedges of a net investment in a foreign operation (net investment hedge). The Group documents at the inception of the transaction the relationship between hedging instruments and hedged items, as well as its risk management objectives and strategy for undertaking various hedging transactions. The Group also documents its assessment, both at hedge inception and on an ongoing basis, of whether the derivatives that are used in hedging transactions are highly effective in offsetting changes in fair values or cash flows of hedged items. The fair values of various derivative instruments used for hedging purposes are disclosed in note 12. Movements on the hedging reserve in other comprehensive income are shown in statement of other comprehensive income. The full fair value of a hedging derivative is classified as a non-current asset or liability when the remaining hedged item is more than 12 months, and as a current asset or liability when the remaining maturity of the hedged item is less than 12 months. Trading derivatives are classified as a current asset or liability. The Group does not hold or issue derivative instruments for speculative purposes, although derivatives not meeting the above criteria for hedge accounting are classified for accounting purposes at fair value through profit and loss as appropriate. Such derivatives predominately relate to those used to hedge the foreign exchange exposure on recognized monetary assets and liabilities. (a) Fair value hedge Changes in the fair value of derivatives that are designated and qualify as fair value hedges are recorded in the income statement, together with any changes in the fair value of the hedged asset or liability that are attributable to the hedged risk. If the hedge no longer meets the criteria for hedge accounting, the adjustment to the carrying amount of a hedged item for which the effective interest method is used is amortized to profit or loss over the period to maturity. (b) Cash ow hedge The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognized in other comprehensive income. The gain or loss relating to the ineffective portion is recognized immediately in the income statement within finance income/costs. The Group uses such contracts to fix the income from foreign currency sales in the functional currency of the entity concerned. The cumulative gain or loss initially recognized in equity is reclassified to the income statement at the same time the hedged transaction affects the income statement. When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting, any cumulative gain or loss existing in equity at that time remains in equity and is recognized when the forecast transaction is ultimately recognized in the income statement. When a forecast transaction is no longer expected to occur, the cumulative gain or loss that was reported in equity is immediately transferred to the income statement within finance income/costs. (c) Net investment hedge Hedges of net investments in foreign operations are accounted for similarly to cash flow hedges. Any gain or loss on the hedging instrument relating to the effective portion of the hedge is recognized in other comprehensive income. The gain or loss relating to the ineffective portion is recognized immediately in the income statement within finance income/costs. Gains and losses accumulated in equity are included in the income statement when the foreign operation is partially disposed of or sold. When the hedge no longer meets the criteria and becomes ineffective, the cumulative gain or loss that was reported in equity is immediately transferred to the income statement within finance income/costs.
2.11 Other receivables and prepayments
Other receivables and prepayments are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method, less provision for impairment.
2.12 Cash and cash equivalents
In the consolidated statement of cash flows, cash and cash equivalents includes cash in hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the consolidated statement of financial position, bank overdrafts are shown within borrowings in current liabilities.
2.13 Share capital and treasury shares
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new ordinary shares or options are shown in equity as a deduction, net of tax, from the proceeds. Where any Group Company purchases the Companys equity share capital (treasury shares), the consideration paid, including any directly attributable incremental costs (net of income taxes) is deducted from equity attributable to the Companys equity holders until the shares are cancelled or reissued. Where such ordinary shares are subsequently reissued, any consideration received, net of any directly attributable incremental transaction costs and the related income tax effects, is included in equity attributable to the Companys equity holders.
2.14 Share based payments
The Group issues equity-settled share-based payments to certain employees and key management. Equity-settled share based payments are measured at fair value (excluding the effect of non market-based vesting conditions) at the date of grant. The fair value determined at the grant date of the equity-settled share-based payments is recognized as an expense on a graded vesting basis over the vesting period, based on the Groups estimate of the shares that will eventually vest and adjusted for the effect of non market vesting conditions. Fair value is measured using the Black-Scholes pricing model or any relevant valuation model. The expected life used in the model is adjusted at the end of each reporting period, based on managements best estimate, for the effect of non-transferability, exercise restrictions and behavioral considerations.
2.15 Borrowings
Borrowings are recognized initially at fair value, net of transaction costs incurred. Borrowings are subsequently carried at amortized cost; any difference between the proceeds (net of transaction costs) and the redemption value is recognized in the income statement over the period of the borrowings using the effective interest method.
2.16 Leases
Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis over the period of the lease. The Group leases certain property, plant and equipment. Leases of property, plant and equipment where the Group has substantially all the risks and rewards of ownership are classified as finance leases. Finance leases are capitalized at the leases commencement at the lower of the fair value of the leased property and the present value of the minimum lease payments. Each lease payment is allocated between the liability and finance charges. The corresponding rental obligations, net of finance charges, are included in other long-term payables. The interest element of the finance cost is charged to the income statement over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. The property, plant and equipment acquired under finance leases is depreciated over the shorter of the useful life of the asset and the lease term.
2.17 Current and deferred income tax
2.10 Trade receivables
Trade receivables are amounts due from customers for services performed in the ordinary course of business. If collection is expected in one year or less (or in the normal operating cycle of the business if longer), they are classified as current assets. If not, they are presented as non-current assets. Trade receivables are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method, less provision for impairment.
The tax expense for the period comprises current and deferred tax. Tax is recognized in the income statement, except to the extent that it relates to items recognized in other comprehensive income or directly in equity. In this case, the tax is also recognized in other comprehensive income or directly in equity, respectively. The current income tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the reporting date in the countries where the Company and its subsidiaries operate and generate taxable income. Management periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation. It establishes provisions where appropriate on the basis of amounts expected to be paid to the tax authorities. Deferred income tax is recognized, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and their car-
47
rying amounts in the consolidated financial statements. However, deferred tax liabilities are not recognized if they arise from the initial recognition of goodwill; deferred income tax is not accounted for if it arises from initial recognition of an asset or liability in a transaction other than a business combination that at the time of the transaction affects neither accounting nor taxable profit or loss. Deferred income tax is determined using tax rates (and laws) that have been enacted or substantially enacted by the reporting date and are expected to apply when the related deferred income tax asset is realized or the deferred income tax liability is settled. Deferred income tax assets are recognized only to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilized. Deferred income tax is provided on temporary differences arising on investments in subsidiaries and associates, except for deferred income tax liability where the timing of the reversal of the temporary difference is controlled by the Group and it is probable that the temporary difference will not reverse in the foreseeable future. Deferred income tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets against current tax liabilities and when the deferred income taxes assets and liabilities relate to income taxes levied by the same taxation authority on either the same taxable entity or different taxable entities where there is an intention to settle the balances on a net basis.
Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognized even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The increase in the provision due to passage of time is recognized as interest expense.
2.20 Government grants
Government grants are initially recognized as deferred income at fair value when there is reasonable assurance that they will be received and the Group will comply with the conditions associated with the grant. Grants that compensate the Group for expenses incurred are recognized in the income statement as income in the expense category the grant relates to on a systematic basis based on the conditions of the grant. Grants that compensate the Group for the cost of an asset are recognized in income statement on a systematic basis over the useful life of the assets.
2.21 Trade Payables
2.18 Employee benefits
Group companies operate various pension schemes. The schemes are generally funded through payments to insurance companies or trustee-administered funds, determined by periodic actuarial calculations. The Group has both defined benefit and defined contribution plans. A defined contribution plan is a pension plan under which the Group pays fixed contributions into a separate entity. The Group has no legal or constructive obligations to pay further contributions if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods. A defined benefit plan is a pension plan that is not a defined contribution plan. Typically defined benefit plans define an amount of pension benefit that an employee will receive on retirement, usually dependent on one or more factors such as age, years of service and compensation. The liability recognized in the statement of financial position in respect of defined benefit pension plans is the present value of the defined benefit obligation at the end of the reporting period less the fair value of plan assets, together with adjustments for unrecognized past-service costs. The defined benefit obligation is calculated annually by independent actuaries using the projected unit credit method. The present value of the defined benefit obligation is determined by discounting the estimated future cash outflows using interest rates of high-quality corporate bonds that are denominated in the currency in which the benefits will be paid, and that have terms to maturity approximating to the terms of the related pension obligation. In countries where there is no deep market in such bonds, the market rates on government bonds are used. Since January 1, 2010, actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are charged or credited to other comprehensive income in the period in which they arise. The Group previously applied the corridor method for the recognition of actuarial gains and losses. This accounting policy change didnt have a material impact on 2010. Past-service costs are recognized immediately in income, unless the changes to the pension plan are conditional on the employees remaining in service for a specified period of time (the vesting period). In this case, the past-service costs are amortized on a straight-line basis over the vesting period. For defined contribution plans, the Group pays contributions to publicly or privately administered pension insurance plans on a mandatory, contractual or voluntary basis. The Group has no further payment obligations once the contributions have been paid. The contributions are recognized as employee benefit expense when they are due. Prepaid contributions are recognized as an asset to the extent that a cash refund or a reduction in the future payments is available. The Groups main defined benefit plans are pension scheme plan in Norway and termination indemnity plan in Italy.
Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less (or in the normal operating cycle of the business if longer). If not, they are presented as non-current liabilities. Trade payables are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method.
2.22 Other payables, other liabilities, accrued expenses and prepaid income
Other payables, other liabilities, accrued expenses and prepaid income are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method.
2.23 Revenue recognition
Revenue comprises the fair value of the consideration received or receivable for the sale of services in the ordinary course of the Groups activities. Revenue is shown net of value-added tax, returns, rebates and discounts and after eliminating sales within the Group. The Group recognizes revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the Group and when specific criteria have been met for each of the Groups activities as described below. The Group bases its estimates on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement. Revenue related to inbound teleservices are recognized at the time services are provided on a per-call basis. Revenue on outbound teleservices and debt collection are recognized at the time services are provided on either a per-call, per-sale or per-collection basis depending on the terms of the related contract. Revenue from other CRM services are recognized as services are provided. Generally service revenue are billed in the month following provision of related services. Contracts to provide call centre services typically do not involve fees related to customer set-up, initiation or activation. Accrued income is recognized on incomplete activities where a fair assessment of the work achieved to date and the future cash inflows associated with it can be measured with reasonable accuracy.
2.24 Advertising costs 2.25 Dividend
Advertising costs are charged to operations as incurred.
(a) Dividend income Dividend income is recognized when the right to receive payment is established. (b) Dividend distribution Dividend distribution to the Companys shareholders is recognized as a liability in the Groups financial statements in the period in which the dividends are approved by the Companys shareholders.
2.19 Provisions
Provisions for restructuring costs and legal claims are recognized when: the Group has a present legal or constructive obligation as a result of past events; it is probable that an outflow of resources will be required to settle the obligation; and the amount has been reliably estimated. Restructuring provisions comprise lease termination penalties and employee termination payments. Provisions are not recognized for future operating losses.
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Note 3
Critical accounting estimates and judgements
Note 4
Financial instrument risk management objectives and policies
Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are addressed below. (a) Deferred tax assets Deferred tax assets are recognized for all unused tax losses to the extent that it is probable that taxable profit will be available against which the losses can be utilized. Significant management judgment is required to determine the amount of deferred tax assets that can be recognized, based upon the likely timing and level of future taxable profits together with future tax planning strategies. The carrying value of recognized deferred tax assets as at December 31, 2011 was 5,088 thousand (2010: 5,554 thousand). (b) Provisions for bad and doubtful debts The Group continually monitors provisions for bad and doubtful debts; however a significant level of judgment is required by management to determine appropriate amounts to be provided. Management reviews and ascertains each debt individually based upon knowledge of the client, knowledge of the sector and other economic factors, and calculates an appropriate provision considering the time that a debt has remained overdue. At December 31, 2011, the provision for bad and doubtful debts was 2,905 thousand (2010: 1,634 thousand). (c) Impairment of goodwill and intangible assets The Company annually evaluates the carrying value of goodwill for potential impairment by comparing projected discounted cash flows (using a suitable discount rate) associated with such assets to the related carrying value. An impairment test is also carried out should events or circumstances change which may indicate that there may be need for impairment. An impairment loss would be recognized when the estimated future discounted cash flow generated by the asset is less than the carrying amount of the asset. An impairment loss would be measured as the amount by which the carrying value of the asset exceeds the recoverable amount. The Group performed its annual impairment test of goodwill as at December 31, 2011. Please refer to Note 8 for further details. No impairment has been made to goodwill (2010: - thousand) and other intangible assets (2010: - thousand) in the years ended December 31, 2011. Changes in the assumptions and estimates used may have a significant effect on the income statement and statement of financial position. (d) Pension assumptions The liabilities of the defined benefit pension schemes operated by the Group are determined using methods relying on actuarial assumptions and estimates. Details of the key assumptions are set out in Note 20. The Group takes advice from independent actuaries relating to the appropriateness of the assumptions. Changes in the assumptions and estimates used may have a significant effect on the income statement and statement of financial position. (e) Provisions The Group recognizes a provision where there is a present obligation from a past event, a transfer of economic benefits is probable and the amount of costs of the transfer can be estimated reliably. The Group reviews outstanding legal cases following developments in the legal proceedings and at each reporting date, in order to assess the need for provisions and disclosures in its financial statements. Among the factors considered in making decisions on provisions are the nature of litigation, claim or assessment, the legal process and potential level of damages in the jurisdiction in which the litigation, claim or assessment has been brought, the progress of the case (including the progress after the date of the financial statements but before those statements are issued), the opinions or views of legal advisers, experience on similar cases and any decision of the Groups management as to how it will respond to the litigation, claim or assessment.
Like other internationally operating businesses, the Group is exposed to risks related to foreign exchange and interest. This note describes the Groups objectives, policies and processes for managing these risks and the methods used to measure them. Further quantitative information in respect of these risks is presented throughout the financial statements. The Groups principal financial liabilities, other than derivatives, comprise of bank loans, trade and other payables and accruals and deferred income. The main purpose of these financial instruments is to raise finance for the Groups operations. The Group has various financial assets consisting of trade and other receivables, prepayments and accrued income and cash and short term deposits which arise directly from its operations. The main risks arising from the Groups financial instruments are interest rate risk, liquidity risk, foreign currency risk and credit risk. The Board of Directors reviews and agrees policies for managing each of these risks which are summarized below. There have been no substantive changes in the Groups exposure to financial instrument risks, its objectives, policies and processes for managing those risks or the methods used to measure them from the previous period unless stated in this note.
Management controls and procedures
The Board has overall responsibility for the determination of the Groups risk management objectives and policies. It has delegated the authority for designing and operating the required processes that ensure the effective implementation of the objectives and policies to the Groups treasury department. As such, the Groups funding, liquidity and exposure to interest rate and foreign exchange rate risks are managed by the Groups treasury department under policies approved by the Board of Directors. Risk exposures are monitored and reported to management on a quarterly basis, together with required actions when tolerance limits are exceeded. The overall objective of the Board is to set policies that seek to reduce risk as far as possible, without unduly affecting the Groups competitiveness and flexibility. Further details regarding these policies are set out below. For the presentation of market risks, IFRS 7 requires sensitivity analysis that shows the effects of hypothetical changes of relevant risk variables on the income statement and shareholders equity. Transcom is exposed to interest rate risk and liquidity risk, the periodic effects of which are determined by relating the hypothetical changes in the risk variables to the balance of financial instruments at the reporting date. It is assumed that the balance at the reporting date is representative for the year as a whole. Interest rate risk The Groups exposure to the risk of changes in market interest rates relates primarily to the Groups revolving credit facility. The interest is calculated on each loan under the facility agreement for each term as the aggregate of the Interbank offered rate, plus a margin calculated on the basis of consolidated total net debt to consolidated EBITDA. Interest rate risk table The following table demonstrates the sensitivity to a possible change in interest rates, with all other variables held constant, of the Groups profit before tax (through the impact on floating rate borrowings). There is no impact on the Groups equity.
Increase/ (decrease) in basis points 10 10 (10) (10) Increase/ (decrease) in basis points 10 10 (10) (10) Effect on profit before tax 000 50 17 (50) (17) Effect on profit before tax 000 (97) (23) 97 23
2011 Euro US Dollar Euro US Dollar
2010 Euro CAD Dollar Euro CAD Dollar
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Foreign currency risk Foreign currency risk as defined by IFRS 7 arises on account of financial liabilities being denominated in a currency that is not the functional currency and being of a monetary nature, differences resulting from the translation of financial statements into the Groups presentation currency are not taken into consideration. Relevant risk variables are generally all other non EUR currencies in which Transcom has financial instruments. Certain entities within the Group have transactions in non-functional currencies and therefore the Group has transactional currency exposures. Such exposures arise from sales by an operating unit in currencies other than the Groups presentation currency. In 2011, 47 percent (2010: 50 percent) of the Groups sales are denominated in currencies other than the functional currency of the Group. These exposures are not hedged as they constitute translation risk rather than a cash flow exposure. Foreign currency risk table The following table demonstrates the sensitivity to a reasonably possible change in the currencies the Group is most exposed to, with all other variables held constant, of the Groups profit before interest, tax, depreciation and amortization and the impact on the net profit. Exposures in other currencies have an immaterial impact.
Increase/ (decrease) in Euro rate % 10 10 10 10 (15) (15) (15) (15) Increase/ (decrease) in Euro rate % 10 10 10 10 (15) (15) (15) (15) Effect on EBITDA 000 1,144 (1,040) (37) 142 (2,221) 2,020 72 (275) Effect on net income 000 1,281 (258) 32 165 (2,487) 501 (61) (320) Effect on net income 000 96 506 (174) (85) (145) (758) 261 127
The Group monitors this risk using a consolidated cash flow model in order to identify peaks and troughs in liquidity and identify benefits which can be attained by controlled placement and utilization of available funds. A significant mitigating factor of the Groups liquidity risk is the unused proportion of the revolving credit facility agreement as disclosed in note 17. The unused proportion as at December 31, 2011 was 44 million (December 31, 2010: 81.5 million). The table below summarizes the maturity profile of the Groups financial liabilities as at December 31, 2011, based on contractual undiscounted payments.
Year ended December 31, 2011 000 Borrowings Trade and other payables Year ended December 31, 2010 000 Borrowings Trade and other payables Less than Three to three twelve months months 95,508
One to five years 67,003
Over five years
Total 67,003 95,508
Less than Three to three twelve months months 645 55,095
One to five years
Over five years
Total 55,095
1,935 119,107
121,687
2011 US Dollar Swedish Krona Norwegian Krona Great Britain Pound US Dollar Swedish Krona Norwegian Krona Great Britain Pound
2010 Canadian Dollar Swedish Krona Norwegian Krona Great Britain Pound Canadian Dollar Swedish Krona Norwegian Krona Great Britain Pound
Effect on EBITDA 000 152 698 (137) (96) (229) (1,046) 206 144
Capital management The primary objective of the Groups capital management is to ensure that it maintains a strong credit rating and healthy capital ratios in order to support its business and maximize shareholder value. The Group manages its capital structure and makes adjustments to it, in light of changes in economic conditions. To maintain or adjust the capital structure, the Group may adjust the dividend payment to shareholders, return capital to shareholders or issue new shares. No changes were made in the objectives, policies or processes during the years ended December 31, 2011 and December 31, 2010. The Group monitors capital using a return on capital employed ratio, which is profit before interest and tax divided by total assets less current liabilities. The Groups policy is to ensure that the ratio follows predicted patterns based on previous years results, and is in accordance with forecasted results. The table below summarizes the ratio as at December 31, 2011 and December 31, 2010.
000 Profit/(loss) before interest, tax and amortization Total assets Current liabilities Capital employed Return on capital employed 2011 (25,456) 377,371 (118,924) 258,447 (9.85%) 2010 (3,722) 373,474 (64,503) 308,971 (1.20%)
Interest income and interest expense from financial instruments can be recorded in either the functional or non-functional currency and therefore could be affected by exchange rate movements. Credit risk With respect to credit risk arising from the financial assets of the Group, which comprise balances from credit sales and cash and cash equivalents, the Groups exposure to credit risk arises from default of the counterparty, with a maximum exposure equal to the carrying value of these instruments. Prior to accepting new accounts and wherever practicable, credit checks are performed using a reputable external source. Credit risk is reviewed monthly by senior management based on the aged debt reports, and corrective action is taken if pre-agreed limits are exceeded. This risk of default of a customer is considered to be small based on historical default rates and credit checks. However, if needed, appropriate provisions are made in accordance with Group policy. Nothing is held as collateral against this risk as it is not deemed necessary. Further analysis on gross trade debtors, provisions and ageing of net trade debtors are provided in Note 10. The maximum exposure to credit risk is represented by the carrying amount of each financial asset on the statement of financial position. Liquidity risk Liquidity risk arises from the Groups management of its working capital as well as the finance charges and principal repayments on its debt instruments. In essence, it is the risk that the Group will encounter difficulty in meeting its financial obligations as they fall due.
Set out below is a comparison by category of carrying amounts and fair values of all of the Groups financial instruments. There are no discontinued operations.
Carrying amount 000 Financial assets Cash and cash equivalents Trade and other receivables Prepaid expenses and accrued income Derivative financial instruments Financial liabilities Borrowings Leasing and other similar obligation Derivative financial instruments Trade and other payables 67,003 315 272 95,508 118,462 55,095 65,286 315 272 95,508 118,462 55,095 52,076 104,837 25,300 40,977 112,294 18,731 1,959 52,076 104,837 25,300 40,977 112,294 18,731 1,959 2011 2010 Fair value 2011 2010
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Note 5
Segmental information
In line with IFRS 8, Operating Segments, the business segmental reporting bases used by the Company are those which are reported to the Chief Operating Decision Maker. The Group segments are organized by geographical location and are composed as follows: North: Denmark, Finland, Norway and Sweden West & Central: Austria, Belgium, Croatia, the Czech Republic, Estonia, Germany, Hungary, Latvia, Lithuania, Luxembourg, the Netherlands, Poland, Slovakia, Switzerland, and the United Kingdom South: France, Italy and Tunisia Iberia: Chile, Peru, Portugal and Spain North America & Asia Pacic: Canada, the Philippines and USA
2011 000 Revenue Total segment revenue Inter-segment revenue Revenue from external customers Gross prot EBITA* Amortization Finance income Finance costs Income taxes Profit/(loss) after tax * EBITA corresponds to Earnings Before Interests, Taxes and Amortization 93,115 (2,269) 90,846 18,427 (16,524) 130,288 (14,100) 116,188 27,303 965 108,914 19 108,933 20,568 3,162 147,086 (1,577) 145,509 23,514 3,256 99,950 (7,357) 92,593 6,648 (16,315) 579,353 (25,284) 554,069 96,460 (25,456) (2,819) 1,393 (4,361) (18,350) (49,593) North America & Asia Pacific West & Central Iberia North South Total
2010 000 Revenue Total segment revenue Inter-segment revenue Revenue from external customers Gross prot EBITA Amortization Finance income Finance costs Income taxes Profit/(loss) after tax 138,211 (6,481) 131,730 27,142 2,157 130,892 (2,615) 128,277 35,120 10,002 103,593 (236) 103,357 19,982 4,086 144,728 144,728 29,219 10,753 94,003 (12,978) 81,025 405 (30,719) 611,427 (22,310) 589,117 111,869 (3,722) (2,870) 3,140 (2,232) (2,394) (8,078) North America & Asia Pacific West & Central Iberia North South Total
Inter-segment transfers are priced along the same lines as sales to external customers, with an appropriate discount being applied to encourage use of Group resources at a rate acceptable to local tax authorities. This policy was applied consistently throughout the current and prior period.
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Note 6
Disposals
Significant disposals and restructuring
In December 2010, Transcoms Board of Directors approved the disposal of two French sites located in Roanne and Tulle. The transactions were reflected in the Groups financial statements for the year-ended December 31, 2010 as a charge of 19.4 million. This amount included a charge of 10.0 million which corresponds to the funding provided to the acquirers in order to manage the takeover (7.6 million) as well as the transition costs (2.4 million), and a charge of 9.4 million related to the provisioning of contracts which are either discontinued or considered onerous as a consequence of this operation. These impacts had been reflected as follows in the consolidated income statement and statement of financial position:
000 Consolidated income statement Provision for onerous contracts Total expenses recognized within cost of sales Sales consideration payable Provisions for other liabilities and charges Impairment of property, plant and equipment Total expenses recognized within other expenses Total 7 23 22 6,287 6,287 7,641 5,157 321 13,119 19,406 Note 2010
In April 2011, Transcom entered into a definitive agreement to sell its Roanne, France site and transfer ownership of the site and its business. This transaction follows the positive completion of the information/consultation procedure with employee representatives. Cash outflow for this operation is 4.3 million comprising the funding and the amount of accruals related to transferred employees. In June 2011, Transcom entered into a definitive agreement to sell its Tulle, France site and transfer ownership of the site and its business, following the positive completion of the information/consultation procedure with employee representatives. Cash outflow for this operation is 4.4 million, comprising the funding and the amount of accruals related to the transferred employees. As per December 31, 2011, the residual provision amounts to 7,219 thousand and is reported under the caption provision for onerous contracts in the amount of 5,879 thousand and other provision in the amount of 1,340 thousand (Note 19).
Restructuring
In June 2011, Transcom entered into a restructuring program through which 4 sites were closed in Canada and other sites were consolidated in NAAP, North, Iberia, South and West & Central regions. The program consisted of restructuring and non-recurring costs amounting to approximately 32.8 million reflected as follows in the consolidated income statement:
As per December 31, 2011 2,574 12,071 18,167 32,812
000 Consolidated income statement Total expenses recognized within Cost of sales Total expenses recognized within Other expenses Total expenses recognized within Restructuring costs Total
000 Consolidated statement of nancial position Property, plant and equipment Provision for other liabilities and charges (Non-current) Provision for other liabilities and charges (Current) Trade and other payables Total
Note 7 19 19 22
2010 321 3,617 7,077 8,391 19,406
As per December 31, 2011, the residual provision amounts to 13,222 thousand and is included in the caption provision for restructuring in the amount of 6,869 thousand and provision for onerous contracts in the amount of 6,353 thousand (Note 19).
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Note 7
Property, plant and equipment

Computer hardware and software 47,421 3,397 (3,114) 2,709 419 50,832
000 Cost As at January 1, 2011 Additions Disposals/write-off Transfers Exchange differences As at December 31, 2011 Accumulated depreciation As at January 1, 2011 Depreciation charge for the year Disposals/write-off Transfers Exchange differences As at December 31, 2011 Net book value as at December 31, 2011
Telephone switch 42,524 434 (3,686) (3,487) 419 36,204
Fixtures and fittings 25,865 698 (3,007) 1,470 (64) 24,962
Office improvements 23,195 592 (692) (758) (1,217) 21,120
Total 139,005 5,121 (10,499) (66) (443) 133,118
(38,082) (2,523) 3,552 3,504 (534) (34,083) 2,121
(21,591) (1,703) 2,918 (1,915) 90 (22,202) 2,760
(43,637) (2,879) 2,989 (2,636) (1,386) (47,549) 3,283
(16,556) (1,891) 546 1,114 (111) (16,898) 4,222
(119,866) (8,996) 10,005 66 (1,941) (120,732) 12,386
000 Cost As at January 1, 2010 Additions Disposals/write-off Impairment Loss Exchange differences As at December 31, 2010 Accumulated depreciation As at January 1, 2010 Depreciation charge for the year Disposals/write-off Exchange differences As at December 31, 2010 Net book value as at December 31, 2010
Telephone switch 41,158 394 (1,032) 2,004 42,524
Fixtures and fittings 25,127 307 (464) 895 25,865
Computer hardware and software 47,702 2,152 (4,195) 1,762 47,421
Office improvements 22,479 953 (1,265) (321) 1,349 23,195
Total 136,466 3,806 (6,956) (321) 6,010 139,005
(34,066) (3,281) 933 (1,668) (38,082) 4,442
(19,440) (1,800) 442 (793) (21,591) 4,274
(38,779) (5,328) 2,181 (1,711) (43,637) 3,784
(14,881) (2,337) 1,243 (581) (16,556) 6,639
(107,166) (12,746) 4,799 (4,753) (119,866) 19,139
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Note 8
Intangible assets
Customer relationships 24,677 1,205 451 26,333 Development cost 9,158 (3,332) 3,854 9,680
000 Cost As at January 1, 2011 Additions Disposals/write-off Transfers Exchange differences As at December 31, 2011 Accumulated amortisation As at January 1, 2011 Amortization charge for the year Disposals/write-off Transfers Exchange differences As at December 31, 2011 Net book value as at December 31, 2011
Goodwill 152,088 2,707 154,795
Others 4,403 120 (2,199) (90) 2,234
Total 190,326 120 (3,332) 2,860 3,068 193,042
154,795
(9,091) (2,819) (577) (12,487) 13,846
(5,530) (1,786) 1,658 (1,196) (6,854) 2,826
(885) (36) (1,087) (11) (2,019) 215
(15,506) (4,641) 1,658 (2,860) (11) (21,360) 171,682
000 Cost As at January 1, 2010 Additions Exchange differences As at December 31, 2010 Accumulated amortisation As at January 1, 2010 Amortization charge for the year As at December 31, 2010 Net book value as at December 31, 2010
Goodwill 144,911 7,177 152,088
Customer relationships 23,522 1,155 24,677
Development cost 9,158 9,158
Others 1,366 2,903 134 4,403
Total 178,957 2,903 8,466 190,326
152,088
(6,254) (2,837) (9,091) 15,586
(3,580) (1,950) (5,530) 3,628
(658) (227) (885) 3,518
(10,492) (5,014) (15,506) 174,820
Amortization expenses of 1,822 thousand (2010: 2,144 thousand) has been charged to cost of sales and 2,819 thousand (2010: 2,870 thousand) has been charged to other expenses (Note 23).
Goodwill
Impairment testing for cash generating units containing goodwill For the purpose of impairment testing, goodwill is allocated to the Groups operating divisions which represent the lowest level within the Group at which the goodwill is monitored for internal management purposes, which is not higher than the Groups operating segments as reported in note 5. The aggregate carrying amounts of goodwill allocated to each unit is as follows:
000 North West & Central Iberia North America & Asia Pacific 2011 52,595 47,718 10,120 44,362 154,795 2010 52,436 47,743 10,120 41,789 152,088
poses of its impairment testing and, accordingly, did not determine the fair value of the units as the carrying value of the units was lower than their value in use. Value in use was determined by discounting the future cash flows generated from the continuing use of the units. The calculation of the value in use was based on the following key assumptions: Cash flows were projected based on past experience, actual operating results and the latest 3-year financial plans approved by management. Beyond the specifically forecasted period of three years, the Company extrapolates cash flows for the remaining years based on estimated constant growth rates ranging from 1.6 percent to 2.5 percent (2010: 3 percent to 5 percent) depending on managements understanding of the market in the region in which the unit is based. The anticipated annual revenue growth included in the cash-flow projections has been based on historical experience and expectations of future changes in the market conditions. Market conditions take into account the nature of risk within geographical markets and managements estimations of change within these markets. These rates do not exceed the average longterm growth rates for the relevant markets. Pre-tax discount rates ranging from 10.8 percent to 15.2 percent (2010: 9.6 percent to 11.6 percent) were applied in determining the recoverable amounts of the units. The discount rates were estimated based on past experience, industry average weighted cost of capital and Groups industry related beta adjusted to reflect managements assessment of specific risks related to the unit.
The movement during the year is related to fluctuations in foreign exchange rates. The recoverable amount of the cash-generating units was assessed based on their value in use. The Company determined to calculate value in use for pur-
54
Average pre-tax discount rates

% North West & Central Iberia North America & Asia Pacific 2011 11.4 12.5 13.8 11.9 2010 9.6 9.8 9.6 9.6
Deferred tax assets 000 Opening balance as at January 1, 2011 Income statement movement Closing balance as at December 31, 2011 Opening balance as at January 1, 2010 Income statement movement Tax relating to components of other comprehensive income Closing balance as at December 31, 2010
Property, plant and equipment 1,172 (14) 1,158
Tax losses 3,880 (555) 3,325
Others 502 103 605
Total 5,554 (466) 5,088
In general, as was already observed in 2010, the impairment tests for 2011 were to a large extent affected by the global economic slowdown and the continued revenue erosion which significantly reduced the estimated recoverable amounts of the different cash-generating units compared to prior year. In spite of the various recovery actions taken by the Group, the future development is still uncertain, including the development in market prices and demand, cost and efficiency development. However, the results of the Companys goodwill impairment test as of December 31, 2011 for each unit did not result in an impairment of goodwill as the value in use exceeded, in each case, the carrying value of the unit. For North, West & Central and Iberia units, reasonably possible changes in key assumptions (such as discount rates, revenue growth and terminal growth rate) would not trigger any impairment loss to be recognized. For North America & Asia Pacific, the estimated recoverable amount exceeded the carrying value by less than 1 percent. As a consequence, any change in key assumptions, including change in price, volume, cost, discount rate and future capital expenditure would cause the estimated recoverable amounts to decline below carrying value and therefore would trigger an impairment charge in the income statement. Customer relationships and development costs Customer relationships mainly consist of intangible assets that were identified during the past acquisitions based on the discounted cash flows expected to be derived from the use and eventual sale of the asset, determined at the date of acquisition. As at December 31, 2011 and December 31, 2010 these assets were tested for impairment. Based on the results of the testing, no impairment is required for both 2011 and 2010. Development costs consist of amounts identified by management where it is considered that technological and economical feasibility exists, usually determined by reference to the achievement of defined milestones according to an established project management model. These costs relate to development of assets for the use in the Group. The impairment charge of 1,674 thousand relates to the write off of capitalized cost of an internally developed software that is expected to be no longer utilized. As at December 31, 2011 and December 31, 2010 these assets were tested for impairment. Based on the results of the testing, no impairment is required for 2011 (2010: - thousand).
983 189 1,172
1,552 2,328 3,880
744 75 (317) 502
3,279 2,592 (317) 5,554
Deferred tax liabilities 000 Opening balance as at January 1, 2011 Income statement movement Tax relating to components of other comprehensive income Exchange differences Closing balance as at December 31, 2011 Opening balance as at January 1, 2010 Income statement movement Tax relating to components of other comprehensive income Exchange differences Closing balance as at December 31, 2010
Property, plant and equipment 3 197 200
Intangible assets 4,108 (672) 258 3,694
Others 2,700 (1,088) (166) 2 1,448
Total 6,811 (1,563) (166) 260 5,342
3 3
4,435 (656) 329 4,108
2,360 291 49 2,700
6,795 (362) 49 329 6,811
Note 9
Deferred income tax
The analysis of deferred tax assets and deferred tax liabilities is as follows:
000 Deferred tax assets* Deferred tax liabilities Deferred tax liabilities-net 2011 5,088 (5,342) (254) 2010 5,554 (6,811) (1,257)
Deferred tax assets are recognized for tax losses carried forward to the extent that the realization of the related tax benefit through future taxable profit is probable. The Group did not recognize deferred tax assets of 27,088 thousand (2010: 15,736 thousand) in respect of losses amounting to 93,572 thousand (2010: 55,214 thousand) which do not expire. No deferred tax liability was recognized in respect of 119,742 thousand (2010: 121,804) of unremitted earnings of subsidiaries because the Group was in a position to control the timing of the reversal of the temporary differences and it was unlikely that such differences would reverse in a foreseeable future.
Note 10 Trade and other receivables

000 Trade receivables Less: provision for impairment of trade receivables Trade receivables-net 2011 89,220 (2,905) 86,315 18,522 104,837 2010 103,916 (1,634) 102,282 10,012 112,294
*The Group is currently evaluating its redomiciliation to Sweden. This project could trigger the forfeiture of 3.2 million of deferred tax assets that would no longer be recoverable.
The gross movements on the deferred income tax are as follows:

000 Opening balance as at January 1 Income statement movement Tax relating to components of other comprehensive income Exchange differences Closing balance as at December 31 2011 (1,257) 1,097 166 (260) (254) 2010 (3,516) 2,954 (366) (329) (1,257)
Other receivables Total trade and other receivables
The movement in deferred income tax assets and liabilities during the year, without taking into consideration the offsetting balances within the same tax jurisdictions, is as follows:
Of the trade receivables, 18,130 thousand (2010: 23,504 thousand) is from related parties as detailed in note 29. Terms and conditions of these amounts receivable from related parties can be found in note 29. The carrying value less impairment of trade receivables is assumed to approximate their fair values
55
Provision for impairment of trade receivables is as follows:

000 As at January 1 Provision (made)/reversed during the year As at 31 December 2011 (1,634) (1,271) (2,905) 2010 (4,028) 2,394 (1,634)
(b) Hedge of net investment in foreign entity In 2010, the Groups Canadian subsidiary borrowing was designated as a hedge of the net investment.
Note 13 Equity
Authorized capital
The following table provides an overview of the ageing of trade receivables:

<30 days 80,170 84,304 30-60 days 3,561 14,615 60-90 days 1,139 1,386 90-120 days 1,008 327 >120 days 437 1,650
Number 000 Class A voting shares of 0.043 nominal value (2010: 0.43 nominal value) Class B non-voting shares of 0.043 nominal value (2010: 0.43 nominal value)
2011 710,000 710,000
2010 800,000 750,000
000 2011 2010
Total 86,315 102,282
Ordinary shares issued and fully paid

Number 000 Class A shares As at January 1, 2010 Issued for cash in lieu of directors fees Adjustment to per share valuation As at December 31, 2010 As at January 1, 2011 Share capital decrease Share capital increase As at December 31, 2011 36,648 37 36,685 36,685 586,083 622,768 15,759 16 15,775 15,775 (14,198) 25,202 26,779 Value 000
The Group operates in several jurisdictions and payment terms vary upon this, and also vary on a client by client basis. Therefore, based upon the maximum payment terms, trade receivables of 6,145 thousand are past due more than 30 days but not provided for (2010: 17,978 thousand). These relates to a number of independent customers for whom there is no recent history of default. Details of credit risk are included in note 4.
Note 11 Prepaid expenses and accrued income

000 Prepaid expenses Accrued income 2011 8,560 16,740 25,300 2010 13,590 5,141 18,731
Number 000
Value 000 15,757 16 15,773 15,773 (14,196) 25,202 26,779 31,548 53,558
Note 12 Derivative financial instruments

000 Foreign exchange forwards and swaps-held for trading Foreign exchange forwards and swaps-cash flow hedging Total 2011 (272) (272) 2010 1,457 502 1,959
Class B shares As at January 1, 2010 Issued for cash in lieu of directors fees Adjustment to fix par value As at December 31, 2010 As at January 1, 2011 Share capital decrease Share capital increase As at December 31, 2011 Total as at December 31, 2010 Total as at December 31, 2011 36,645 36 36,681 36,681 586,083 622,764 73,366 1,245,532
a) Forward foreign exchange contracts In 2010, the Group operated forward currency option contracts in Canada in order to hedge against future cash flows of highly probable sales in US Dollars. From 2011, following the change of the functional currency of the Canadian subsidiary, the Group ceased hedge accounting and therefore changes in fair value of financial instruments are recognized in the consolidated income statement. There are 2 derivatives outstanding as at December 31, 2011: 1 swap EUR/USD with nominal value of USD 4.2 million maturing on March 30, 2012 1 forward EUR/NOK with nominal value of NOK 7 million maturing on January 31, 2012 As of December 31, 2010, the following derivatives were outstanding: 7 forward sale contracts of USD/CAD maturing between January 31, 2011 and July 29, 2011 for a total amount of 21 million USD. 6 forward sale contracts of EUR/SEK maturing between February 23, 2011 and June 30, 2011 for a total amount of 410 million SEK. 1 forward sale contract of EUR/PLN maturing on March 31, 2011 for an amount of 3,3 million PLN. These derivatives are recognized through the consolidated income statement as they are designated as trading instruments and do not qualify for hedge accounting under IAS 39. The fair value of all derivatives has been calculated using the open market value, being level 2 in the hierarchy of valuation under IAS 39.
The rights issue conducted by Transcom during December 2011 has resulted in an increase of 1,172,166 thousand shares, of which 586,083 thousand are class A voting shares and 586,083 thousand are class B non-voting shares. The number of voting rights increased in total by 586,083 thousand. In order to raise the existing share capital of the Company through a rights issue, the Board of Directors approved on 18 October 2011 the proposal to be made to the general meeting of shareholders to divide the existing authorized share capital set at 55,050 thousand into a maximum of 640,000 thousand Class A voting shares and 640,000 thousand Class B non-voting shares, each with a nominal value of 0.043. The shareholders of the Company resolved in an extraordinary general meeting held on November 21, 2011 to: Reduce the share capital of the Company by 28,393 thousand to 3,154 thousand represented by 36,684 thousand Class A voting shares and 36,682 thousand Class B non-voting shares by way of reduction of the nominal value of each share from 0.43 to 0.043; the amount of 28,393 thousand has been allocated to a non distributable reserve. Create an additional authorized share capital in addition to the issued share capital and the existing authorized share capital set at 55,040 thousand divided into a maximum of 640,000 thousand Class A voting shares and 640,000 thousand Class B non-voting shares, each with a nominal value of 0.043
56
As a consequence of the fulfillment of the conditions of subscription and payment, 579,132 thousand new Class A and 558,099 thousand Class B shares, each with a nominal value of 0.043 were issued on December 21, 2011 6,951 thousand additional new Class A and 27,983 thousand additional new class B shares, each with a nominal value of 0.043 were issued on December 29, 2011. This resulted in proceeds of 53,882 thousand (net of transaction costs of 3,427 thousand). As at December 31, 2011, the share capital amounts to 53,558 thousand. Share capital Each Class A share has one vote attached and has the right to receive dividends as shown below. Each Class B share has no voting rights attached and has the right to receive dividends as shown below. Dividends Dividends may be paid in Euros or in the Companys shares or otherwise as the Board may determine in accordance with the provisions of the Luxembourg Companies Act. The Transcom WorldWide Class B Shares are entitled to the greater of (i) a cumulative preferred dividend corresponding to 5 percent of the nominal value of the Class B non voting shares in the Company; and (ii) 2 percent of the overall dividend distributions made in a given year. Any balance of dividends must be paid equally on each Transcom WorldWide Class A and Transcom WorldWide Class B Share.
Note 14 Other reserves

The movement of other reserves during the year was as follows; 000 Balance as at January 1, 2010 Other comprehensive income, net of tax Total comprehensive income for the year Transactions with owners Purchase of treasury shares Total transactions with owners Balance as at December 31, 2010 336 (212) (86) (86) (86) (86) (86) 38 Other non distriTotal butable other reserve reserves 232 (108) (108)
Cash flow Treasury hedge Actuarial shares reserve reserve reserve 232 104 104 (212) (212)
000 Balance as at January 1, 2011 Other comprehensive income, net of tax Total comprehensive income for the year Transactions with owners Share capital decrease Purchase of treasury shares Total transactions with owners Balance as at December 31, 2011
Cash flow Treasury hedge Actuarial shares reserve reserve reserve 336 (336) (336) (212) 251 251 39 (86) (48) (48) (134)
Other non distriTotal butable other reserve reserves 28,393 28,393 28,393 38 (85) (85) 28,393 (48) 28,345 28,298
Nature and purpose of reserves

Legal reserve In accordance with statutory requirements in Luxembourg, the parent Company must maintain reserves not available for distribution. The parent Company is required under Luxembourg law to transfer 5 percent of its annual net profits to a restricted legal reserve until such reserve amounts to 10 percent of the subscribed share capital. Similar restrictions are applicable for some of the subsidiaries. Retained earnings The Luxembourg Companies Act provides that the parent Companys own earnings, after allocation to its legal reserve and after covering losses for previous years, shall be available for distribution to shareholders. The shareholders have the authority to declare dividends, upon the recommendation of the Board of Directors, out of retained earnings of the parent Company subject to the Luxembourg Companies Act. The Articles provide the Board of Directors with the general authority to make dividend payments in advance of shareholder approval and to fix the amount and the payment date of any such advance dividend payment. Dividends declared by the Board of Directors are subject to the approval of the shareholders at the next general meeting of shareholders. Equity-based payment reserve The equity-based payment reserve is used to record the value of equity-settled payments provided to certain employees, including key management personnel, as part of their remuneration package (note 15). Foreign currency translation reserve The foreign currency translation reserve is used to record exchange differences arising from the translation of the financial statements of subsidiaries reporting in a non-functional currency. Cash ow hedge reserve The cash flow hedge reserve is used to record the effective element of financial instruments, carried at fair value, designated as hedging instruments. Treasury shares reserve The treasury shares reserve is used to record purchases of the Companys own shares from the market. Actuarial reserve The pension reserve is used to record actuarial losses and gains on post employment benefit obligation plans (Note 20).
Note 15 Share-based payments

Share option agreement In 2006, the Company granted options to key management employees and executive officers of the Company to purchase shares in the Company. The options were granted for a fixed number of shares and at a fixed exercise price that was equal to the estimated fair market value on the date of grant. Each option vests in three equal parts: the first after one year, the second after two years and the third after three years. These share options vested on June 30, 2007, June 30, 2008 and June 30, 2009, and can be exercised up to June 30, 2012. The share options have been valued at the start date of the plan and in accordance with IFRS have not been re-valued as no significant changes to the contents or rules of the plan have been made. The value of the plan has been apportioned equally over the total period of the plan and provisions were made as necessary through the income statement. The expense recognized in the consolidated income statement for share options was nil at December 31, 2011 (2010: - thousand). As of December 31, 2011 the number of share options outstanding amounted to 537,000 (2010: 537,000) at a weighted average exercise price of 6.53 (2010: 6.53), and remaining exercise period of 6 months. No shares were granted, exercised, forfeited or cancelled during the year (2010: nil). Long-term incentive plan 2010 (2010 LTIP) In May 2010, at the Annual General Meeting, the 2010 LTIP was approved. This plan consists of two elements, a performance share plan (performance element) and a matching share award plan (loyalty element). This LTIP was granted to Transcoms executives and the grant date was determined to be July 1, 2010. The shares awarded under the performance element vest over a three year period, subject to market conditions based on the total shareholder return, and performance conditions related to Transcoms EBITDA and earnings per share. The achievement of a certain level of each condition, measured at each vesting date, yields a specific percentage of shares awarded to each employee at the grant date. For the 2010 LTIP, the shares granted vest 15 percent on December 31, 2010, 20 percent on December 31, 2011 and 65 percent on December 31, 2012.
57
The loyalty element requires eligible employees to invest a certain percentage of their salary in shares of the Company on the market in order to receive potential matching shares. The shares awarded under this plan vest at the end of a three year period. The value of the plan is apportioned equally over the total period of the plan and charged as necessary through the income statement. The expense recognized in the consolidated income statement as at December 31, 2010 with respect to 2010 LTIP amounted to 342 thousand. At December 31, 2011, due to the performance of Transcom, no award vested for 2011 and the likelihood of any award vesting in 20112013 has been assessed as unlikely. As a consequence, the share option reserve of 342 thousand EUR related to the 2010 LTIP has been fully reversed through the income statement as of December 31, 2011. Long-term incentive plan 2011 (2011 LTIP) In May 2011, at the Annual General Meeting, the 2011 LTIP was approved. This plan is similar to the 2010 LTIP and consists of two elements, a performance share plan (performance element) and a matching share award plan (loyalty element). This LTIP was granted to Transcoms executives and the grant date was determined to be January 1, 2011.
The shares awarded under the performance element vest over a three year period, subject to market conditions based on the total shareholder return, and performance conditions related to Transcoms EBITDA and earnings per share. The achievement of a certain level of each condition, measured at each vesting date, yields a specific percentage of shares awarded to each employee at the grant date. For the 2011 LTIP, the shares granted vest 15 percent on December 31, 2011, 20 percent on December 31, 2012 and 65 percent on December 31, 2013. The loyalty element requires eligible employees to invest a certain percentage of their salary in shares of the Company on the market in order to receive potential matching shares. The shares awarded under this plan vest at the end of a three year period. The value of the plan is apportioned equally over the total period of the plan and charged as necessary through the income statement. At December 31, 2011, as a consequence of the performance of Transcom, the likelihood of any award vesting in 20122014 has been assessed as unlikely. As a consequence, the share option reserve related to the 2011 LTIP is nil.
2010 000 Maximum share awards at grant date Revision for expectations in respect of performance conditions Share awards expected to vest 31.12.2010 Maximum share awards at grant date Revision for expectations in respect of performance conditions Share awards expected to vest at 31.12.2011 Matching share award plan 33,767 33,767 (33,767) Performance shares 873,661 (131,049) 742,612 (742,612) Total LTIP 907,428 (131,049) 776,379 (776,379) Matching share award plan 41,929 (41,929)
2011 Performance shares 1,085,403 (1,085,403) Total LTIP 907,428 (131,049) 776,379 1,127,332 (1,903,711)
Note 16 Dividends paid and proposed

Declared and paid during the year (thousands) Dividend per share 2011 69 0.0022 2010 158 0.0043
On 25 May 2011, further to the proposal of the Board of Directors, the Annual General Meeting approved the preferred cumulative dividend in relation to year 2010 in the amount of 0.0022 per share to Class B Transcom shareholders in accordance with article 21 of the Companys Article of Association.
Note 17 Borrowings
2011 Local currency (000) Euro Canadian dollar US Dollar Transaction costs 50,000 22,000 2010 Local currency (000) 96,000 30,000
000 50,000 17,003 (1,717) 65,286
000 96,000 22,462 118,462
maintaining a number of covenants requiring certain financial ratios to be maintained within agreed limits in order to provide sufficient security to the lender. There was no breach of this covenant during the year. In April 2011, the amounts drawn down on the CAD facility was repaid and a new loan was drawn in USD. On December 30, 2011, the Company repaid the old revolving variable credit rate facility and entered into a new 3 year syndicated credit facility for an amount of 125 million divided into a 50 million term loan and a 75 million revolving credit facility. The interest rates are based on IBOR for non-Euro drawings and EURIBOR for Euro drawings plus margins which may vary based on the Transcoms Consolidated Net Debt to Consolidated EBITDA ratio at the end of each quarter. The facility is due to expire on October 18, 2014. The facility is multi-currency with elements denominated in Euros. The Company is committed under this agreement to maintaining a number of covenants requiring certain financial ratios to be maintained within agreed limits in order to provide sufficient security to the lenders. There was no breach of these covenants during the year. The loan is unsecured. As of December 31, 2011, an amount of 50 million and USD 22 million was drawn (December 31, 2010: 96million and CAD 30.0 million). The table above shows the drawn amounts in each of the currencies utilized by the Group. An unused amount of 44 million on the revolving borrowing facility exists at December 31, 2011 (December 31, 2010: 81.5 million). The fair value of borrowings equals their carrying amount, as the interest rates are based on market rates. The exposure of the Groups borrowings to interest rate changes and the contractual repricing dates at the end of the reporting period is as follows:
000 6 months or less 612 months 15 years Over 5 years 2011 67,003 67,003 2010 92,462 26,000 118,462
As at December 31, 2010, the Company had a revolving variable credit rate facility agreement for an amount of 200 million divided into tranche A and tranche B. The interest rates were based on IBOR for non-Euro drawings and EURIBOR for Euro drawings plus margins ranging from 0.30 percent to 0.75 percent for tranche A and 0.70 percent to 1.15 percent for tranche B. The facility was due to expire on April12, 2012. The facility was multi-currency with elements denominated in Euros. The Company was committed under this agreement to
58
Note 18 Leases
Operating leases
Operating lease rentals amounting to 26,877 thousand (2010: 30,265 thousand) relating to the lease of office building and equipment respectively, are included in the income statement. In 2011, 19,786 thousand (2010: 21,752 thousand) was paid for rent related to non-cancellable leases. Generally, the Groups lease contracts require deposits and certain provisions for inflationindexed rental increases. Future payments for rent on non-cancellable leases for premises at December 31, 2011 are as follows:
2011 Premises 25,651 51,124 787 77,562 2010 Premises 20,619 42,631 8,261 71,511
Note 19 Provisions for other liabilities and charges

Onerous contracts 9,354
000 Opening balance as at January 1, 2011 Charged/(credited) to the income statement: Additional provisions Used during the period Closing balance as at December 31, 2011
Legal Restrucclaims* turing 2,308
Others 1,340
Total 13,002
10,255 (7,400) 12,209
16,267 18,575
9,482 (2,613) 6,869
2,001
38,005
(10,013) 3,341 40,994
000 Not later than 1 year Later than 1 year and no later than 5 years Later than 5 years Total
Finance leases
000 Opening balance as at January 1, 2010 Charged/(credited) to the income statement: Additional provisions Closing balance as at December 31, 2010 * Refer to note 28
Onerous contracts
Legal Restrucclaims* turing 1,500
Others
Total 1,500
Property, plant and equipment (note 7) includes the following amounts where the Group is a lessee under a finance lease:
000 Cost capitalized finance leases Accumulated depreciation Net book amount 2011 428 (100) 328 2010
9,354 9,354
808 2,308
1,340 1,340
11,502 13,002
Lease liabilities are effectively secured as the rights to the leased assets revert to the lessor in the event of default.
000 Gross finance lease liabilities minimum lease payments: 12 months or less 15 years Over 5 years 168 171 339 Future finance charges on finance leases Present value of nance lease liabilities (24) 315 2011 2010
Analysis of total provisions

000 Non-current Current Total 2011 18,081 22,913 40,994 2010 5,117 7,885 13,002
(a) Onerous contracts This amount represents a provision with respect to onerous contracts related to the sale of 2 sites in France (note 6) as well as provision for onerous contracts related to the restructuring program described in note 6. The amount which is not expected to be paid within the next 12 months has been classified as noncurrent liabilities. (b) Legal claims This amount represents a provision with respect to legal claims brought against the Group by tax authorities with respect to transfer pricing, withholding tax, direct tax, or VAT. In the light of the information currently available the Group believes that its positions with respect to all open tax audits are robust and supportable and that the provision is appropriate. (c) Restructuring and others Please refer to note 6 for further details.
The present value of finance lease liabilities is as follows:

000 12 months or less 15 years Over 5 years Present value of nance lease liabilities 2011 152 163 315 2010
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Note 20 Employee benefit obligations

The Group has employee benefit schemes in Italy and Norway in relation to termination indemnity and defined benefit pensions. A full actuarial valuation was carried out to December 31, 2011 by a qualified, independent actuary. Reconciliation to the statement of nancial position
31/12/11 Long term rate of return expected % Italy Norway Total market value of assets Italy Norway Present value of scheme liabilities Italy Norway Decit in the scheme Italy Norway Unrecognized actuarial movements Italy Norway Net scheme liability 4.8 31/12/10 Long term rate of return expected % 4.6 31/12/09 Long term rate of return expected % 5.6
Value 000 927 927 (1,967) (1,374) (3,341) 1,967 447 2,414 1,967 447 2,414
Value 000 837 837 (2,285) (1,256) (3,541) 2,285 419 2,704 2,285 419 2,704
Value 000 693 693 (2,390) (1,070) (3,460) 2,390 377 2,767 134 134 2,390 511 2,901
Analysis of the amount charged to operating prot

2011 000 Current service cost Actuarial movements Settlements Total operating charge Italy Norway 179 179 Total 179 179 Italy 2010 Norway 178 (74) 104 Total 178 (74) 104
Analysis of the amount credited to other nance costs

2011 000 Expected return on pension scheme assets Interest on pension scheme liabilities Net expense Italy 98 98 Norway (10) 40 30 Total (10) 138 128 Italy 96 96 2010 Norway (17) 50 33 Total (17) 146 129
The major assumptions used by the actuary for the calculation of the defined benefit pension scheme were:
Italy % Rate of increase in salaries Rate of increase in pensions in payment Discount rate At 31/12/11 2.00 2.00 5.70 At 31/12/10 2.00 2.00 4.27 At 31/12/09 2.00 2.00 6.14 At 31/12/11 4.00 0.70 3.30 Norway At 31/12/10 4.00 0.50 3.20 At 31/12/09 4.25 1.30 4.40
The expected return on plan assets is equal to the weighted average return appropriate to each class of asset within the schemes. The return attributed to each class has been reached following discussions with the Groups actuaries. Assumptions regarding future mortality experience are set based on advice in accordance with published statistics and experience in each territory.
60
Amount recognized in the statement of nancial position movement in decit during the year
2011 000 Decit in scheme at beginning of the year Movement in year: Current service cost and settlements Interest cost Contributions Other finance income Actuarial (gains)/ losses Benefits paid Foreign exchange difference Decit in scheme at end of the year 98 (244) (172) 1,967 179 40 (155) (10) (7) (19) 447 179 138 (155) (10) (251) (172) (19) 2,414 96 210 (411) 2,285 104 50 (146) (17) 2 (85) 419 104 146 (146) (17) 212 (496) 2,704 Italy 2,285 Norway 419 Total 2,704 Italy 2,390 2010 Norway 511 Total 2,901
The Italian scheme actuarial valuation at December 31, 2011 showed a decrease in the deficit from 2,285 thousand to 1,967 thousand. The Norway scheme actuarial valuation at December 31, 2011 showed an increase in the deficit from 419 thousand to 447 thousand. Contributions amounted to 155 thousand, 1.39 percent of pensionable pay (2010: 146 thousand, 1.39 percent of pensionable pay). It has been agreed that contributions will remain at that level. History of experience gains and losses Norway scheme
2011 Difference between the expected and actual return on scheme assets - amount ( 000) - percentage of scheme assets Experience gains and losses on scheme liabilities - amount ( 000) - percentage of the present value of the scheme liabilities (89) 6.5 127 10.1 274 29.4 2.2 0.1 1 0.1 (31) (5.6) 2010 2009
Note 22 Trade and other payables

000 Trade payables Other payables Accrued expenses and prepaid income 2011 21,637 19,905 53,966 95,508 2010 13,967 21,033 20,095 55,095
Of the trade payables, 171 thousand (2010: 54 thousand) is to related parties as detailed in note 29. Terms and conditions of these amounts payable to related parties can be found in note 29. In 2010, of the other payables, 7,641 thousand and of the accrued expenses and prepaid income, 750 thousand was related to the intended disposal of 2 French sites, as explained in Note 6.
Note 23 Other expenses

Of the other expenses, 12,071 thousand is related to non-recurring costs related to restructuring as explained in Note 6. In 2010 13,119 thousand was related to the impact of the intended disposals of 2 French sites, as explained in Note 6. 2,819 thousand (2010: 2,870 thousand) relates to amortization of intangible assets and the rest of the balance in the amount of 1,088 (2010: - thousand) relates to other operating charges.
Note 21 Government grants

000 Opening balance as at January 1 Income statement charge Received during the year Closing balance as at December 31 2011 917 (931) 240 226 2010 1,987 (2,722) 1,652 917
Note 24 Salaries and employee pensions

Salaries, other remuneration and social security charges Salaries, other remuneration and social security charges were as follows:
2011 2010 Board of Directors and senior manageOther ment employees 3,075 323 46 312,158 56,574 5,041
Analysis of government grants

000 Non-current government grants Current government grants Total government grants 2011 147 79 226 2010 917 917 000 Salaries and other remuneration Social security charges Pension expenses
Board of Directors and senior manageOther ment employees 4,031 733 144 362,650 58,442 7,384
Government grants Since 2001, Transcom has received grants from local governments for having engaged a certain number of employees. As per agreements with local authorities, the grants received may be subject to repayment if Transcom does not keep for a certain period of time (from one year to six years depending on the country) the employees covered by the grant. Transcom will therefore recognize in its accounts the income during the period for which the employees must be kept within the Company (credited to cost of sales). There were no other contingencies or unfulfilled conditions relating to government grants which existed during the current accounting period that have not been disclosed in the accounts.
The following amounts of salaries are included in cost of sales, selling expenses and administrative expenses respectively: 395,188 thousand, 3,848 thousand, 34,348 thousand (December 31, 2010 was 341,844 thousand, 3,700 thousand, 31,673 thousand).
61
Directors remuneration The President and Chief Executive Officer, Johan Eriksson, who was appointed on November 18, 2011, received salary and remuneration of 56 thousand since his appointment. The previous President and Chief Executive Officer Pablo Snchez-Lozano, received salary and remuneration of 1,032 thousand in the year (2010: 425 thousand). The Chairman of the Board, Mr William Walker, received 95 thousand as Board fees (2010: 90 thousand), and the other members of the Board received a total of 272 thousand as Board fees (2010: 240 thousand). The Board fees are determined by the Annual General Meeting, compensation of the President and Chief Executive Officer is determined by the Board, compensation of senior management is determined by the Board in conjunction with the President and Chief Executive Officer.
Note 27 Earnings per share

Basic earnings per share amounts were calculated by dividing loss for the year attributable to owners of the parent by the weighted average number of shares in issue during the year.
2011 Loss for the year attributable to owners of the parent ( 000) Weighted average number of shares in issue during the year (000) Basic earnings per share () (49,593) 79,790 (0.62) 2010 (8,078) 73,333 (0.11)
Note 25 Finance income and costs

000 Finance income Interest received on bank deposits Foreign exchange, net 1,393 1,393 Finance expense Interest payable on bank borrowings Other financing costs 3,495 866 4,361 2,176 56 2,232 295 2,845 3,140 2011 2010
Diluted earnings per share amounts were calculated by dividing loss for the year attributable to owners of the parent by the weighted average number of shares in issue during the year adjusted for outstanding share options of 537 thousand (2010: 537 thousand).
2011 Loss for the year attributable to owners of the parent ( 000) Weighted average number of shares in issue during the year adjusted for outstanding stock options (000) Diluted earnings per share () (49,593) 80,327 (0.62) 2010 (8,078) 73,870 (0.11)
Note 26 Income tax expense

000 Current income tax on profits for the year Adjustments in respects of prior years* Total current income tax Current year origination and reversal of temporary differences Adjustment in respects of previous periods Total deferred income tax Income tax expense 2011 (5,368) (14,079) (19,447) 2010 (7,555) 2,207 (5,348)
During 2011, there were 39,896 thousand weighted average Class A Shares and 39,894 thousand weighted average Class B shares in issue (2010: 36,670 thousand Class A shares, 36,663 Class B shares). There are no subsequent events which could have an impact on the basic earnings per share or the diluted earnings per share.
Note 28 Contingencies
The Group has contingent liabilities related to litigations and legal claims arising in the ordinary course of business. The integrated worldwide nature of Transcoms operations involves a significant level of intra-group transactions which can give rise to complexity and delays in agreeing the Groups tax position with the various tax authorities in the jurisdictions in which the Group operates. The Group occasionally faces tax audits which, in some cases, result in disputes with tax authorities. During these tax audits, local tax authorities may question or challenge the Groups tax positions (in such matters as transfer pricing, withholding tax, direct tax or VAT). Disputes with tax authorities can lead to litigations in front of several courts resulting in lengthy legal proceedings. As of December 31, 2011, there are ongoing tax audits in the Philippines, Canada, Germany, Switzerland, France, Denmark, Italy and Lithuania. Some of these tax enquiries have resulted in re-assessments, while others are still at an early stage and no re-assessment has yet been raised. Management is required to make estimates and judgments about the ultimate outcome of these investigations or litigations in determining legal provisions. Final claims or court rulings, may differ from management estimates. The Group has provided 18,575 thousand (note 19) in relation to tax risks for which management believes it is probable that there will be cash outflows in relation to these tax risks. In addition, based on its analysis, its risk assessment as well as ongoing tax audits in certain jurisdictions referred to above, management estimated additional possible tax exposure of approximately 15,000 thousand, which has not been provided for, but rather, are subject of this disclosure. Management believes it has strong arguments to defend against such claims and therefore estimates that the likelihood of cash outflows for these risks is less than probable.
000 December 31, 2011 18,575 15,000 33,575
638 459 1,097 (18,350)
911 2,043 2,954 (2,394)
* This amount mainly represents a provision with respect to legal claims brought against the Group by tax authorities in one EU jurisdiction.
Effective tax rate A reconciliation of the statutory tax rate to the Companys effective tax rate applicable to income from continuous operations was:
2011 000 Loss before tax Statutory tax (expenses)/ benefit tax rate in Luxembourg Foreign tax rate differential Losses for which no tax benefit is recognized Losses utilized for which no DTA were previously recognized Adjustments in respect of prior years Expenses not allowable for tax purposes Income not taxable for tax purposes Other Total tax charge (31,243) 9,232 5,305 (11,246) (29.5) (17.0) 36.0 % 2010 000 (5,684) 1,620 2,993 (8,473) (28.5) (52.7) 149.1 %
258 (13,619) (14,260) 6,590 (610) (18,350)
(0.8) 43.6 45.6 (21.1) 2,0 58,8
581 4,250 (6,988) 3,623 (2,394)
(10.2) (74.8) 122.9 (63.7) 42.1
Tax risks estimated with probable cash outflows and therefore provided for (note 19) Tax risks estimated with less than probable cash outflows and therefore not provided for Total tax exposure estimated by management
Tax risks estimated with less than probable cash outflows and therefore not provided for in the amount of approximately 15 million consist of 11.7 million related to a withholding tax dispute in one EU jurisdiction and approximately 3.3 million related to other ongoing tax disputes in other EU jurisdictions.
62
Note 29 Related party transactions

Investment AB Kinnevik and subsidiaries are significant shareholders of the Group as well as Tele2 group, MTG group, accordingly, these companies have been regarded as related parties to the group. Business relations between Transcom WorldWide and all closely related parties are subject to commercial terms and conditions. The Group provided customer service functions for certain Tele2 group companies in exchange for service fees determined on an arms length basis. The Groups sales revenue from the Tele2 companies amounted to 93,541 thousand in 2011 (2010: 101,994 thousand). Sales revenue mainly relate to customer help lines and other CRM services. Operating expenses, mainly for telephone services and switch, paid to Tele2 group companies amounted to 514 thousand in 2011 (2010: 1,426 thousand). The Company rents premises from Tele2 group companies under sub-lease agreements on the same commercial terms provided to Tele 2. The groups receivables from and liabilities to Tele2 group companies at December 31, 2011 and 2010 were as follows:
000 Trade and other receivables Trade and other payables Net receivable 2011 17,110 (171) 16,939 2010 21,377 (54) 21,323
Note 30 Audit fees

For the financial year ended December 31, 2011 and December 31, 2010 the approved statutory auditor, and as the case may be affiliated companies of the auditor, billed fees to the Group in relation with the following services:
000 Audit of the statutory and consolidated accounts Interim review Other audit related fees Total 2011 680 70 255 1,005 2010 730 70 24 824
The Group provided customer service functions for certain MTG group companies in exchange for service fees determined on an arms length basis. The Transcom WorldWide Groups sales revenue from the MTG group companies amounted to 7,814 thousand in 2011 (2010: 11,429 thousand). Sales revenue mainly relate to customer help lines. Operating expenses paid to MTG group companies amounted to 19 thousand in 2011 (2010: - thousand). The Groups receivables from MTG Group companies were 1,020 thousand at December 31, 2011 (2010: 2,127 thousand).
63
Note 31 Investment in subsidiaries

2011 Capital/voting interest (%) 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 2010 Capital/voting interest (%) 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
Subsidiary Transcom WorldWide (Australia) Pty Ltd IS Forderunsmanagement GmbH IS Inkasso Service GmbH Transcom WorldWide Forderungsmanagement GmbH Transcom WorldWide GmbH Transcom WorldWide Belgium SA Transcom WorldWide (North America) Inc. (formerly The NuComm Corporation)* Transcom International Solutions Inc. (formerly NuComm Global Solutions Inc) Transcom Insurance Agency Inc. (formerly NuComm Insurance Agency Inc) Transcom WorldWide Canada Inc Transcom WorldWide Chile Limitada IS Inkasso Servis d.o.o. Transcom WorldWide d.o.o. Transcom WorldWide Czech Republic s.r.o. Transcom CMS AS Transcom Denmark A/S Transcom Eesti O Transcom Finland OY TMK WorldWide SAS Transcom WorldWide France SAS CIS International GmbH IK Transcom Europe GmbH Transcom CMS Forderungsmanagement GmbH Transcom WorldWide GmbH Transcom WorldWide Hong Kong Ltd CEE Holding KFt Transcom Hungary KFT Transcom WorldWide Spa SIA Transcom WorldWide Latvia Transcom WorldWide Vilnius UAB Transcom Europe Holdings BV Transcom WorldWide BV CIS Concept AS Ergo Inkasso AS Transcom AS Transcom Financial Services AS (formerly Transcom Credit Management Services AS) Transcom Norge AS Transcom Worldwide Peru SAC NuComm International Philippines Inc. (under dissolution)
Country of incorporation Australia Austria Austria Austria Austria Belgium Canada Canada Canada Canada Chile Croatia Croatia Czech Republic Denmark Denmark Estonia Finland France France Germany Germany Germany Germany Hong Kong Hungary Hungary Italy Latvia Lithuania The Netherlands The Netherlands Norway Norway Norway Norway Norway Peru Philippines
* During the year 2010, FCC Holdings Limited, Federal Credit & Consulting Corporation, NuComm Credit Services Inc., NuComm Marketing Inc., and NuVoxx Inc., all 100% held Canadian based subsidiaries, were merged into Transcom WorldWide (North America) Inc. (formerly The NuComm Corporation).
64
Note 31 Investment in subsidiaries (continued)

2011 Capital/voting interest (%) 100 100 100 100 100 100 100 100 100 100 100 99 100 100 100 100 100 100 100 100 100 100 2010 Capital/voting interest (%) 100 100 100 100 100 100 100 100 100 100 100 99 100 100 100 100 100 100 100 100 100 100
Subsidiary Transcom WorldWide Philippines Inc Transcom WorldWide CMS Poland Sp. z o.o. Kancelaria PrawnaTranscom S. K. Transcom WorldWide Poland Sp. z o.o. TWW servicos de Helpline e de Atendimento Telefonico Lda Transcom WorldWide Slovakia s.r.o. Transcom WorldWide Spain S.L.U. Stockholms Tolkfrmedling AB Tolk och Sprktjnst i stergtland AB Transcom AB Transcom Credit Management Services AB Transvoice AB Is Inkasso Service GmbH Transcom WorldWide AG Transcom WorldWideTunisie SARL TWW Gagri Merkezi Servisleri Limited Sirketi (liquidated) Credit & Business Services Limited (dissolved during the year) Top Up Mortgages Ltd Transcom WorldWide (UK) Limited Newman & Company Limited Cloud 10 Corp Transcom WorldWide (US) Inc.
Country of incorporation Philippines Poland Poland Poland Portugal Slovakia Spain Sweden Sweden Sweden Sweden Sweden Switzerland Switzerland Tunisia Turkey United Kingdom United Kingdom United Kingdom United Kingdom United States United States
Independent auditors report
65
To the Shareholders of Transcom WorldWide S.A. 45, rue des Scillas L-2529 Howald Luxembourg Report on the consolidated nancial statements Following our appointment by the General Meeting of the Shareholders dated 25 May 2011, we have audited the accompanying consolidated financial statements of Transcom WorldWide S.A., which comprise the consolidated statement of financial position as at 31 December 2011, the consolidated income statement, the consolidated statement of comprehensive income, the consolidated statement of changes in equity, the consolidated cash flow statement for the year then ended, and a summary of significant accounting policies and other explanatory information. Board of Directors responsibility for the consolidated nancial statements The Board of Directors is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with International Financial Reporting Standards as adopted by the European Union and for such internal control as the Board of Directors determines is necessary to enable the preparation and presentation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. Responsibility of the rviseur dentreprises agr Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing as adopted for Luxembourg by the Commission de Surveillance du Secteur Financier. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the judgement of the rviseur dentreprises agr, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the rviseur dentreprises agr considers internal control relevant to the entitys preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entitys internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Board of Directors, as well as evaluating the overall presentation of the consolidated financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the consolidated financial statements give a true and fair view of the financial position of Transcom WorldWide S.A. as of 31 December 2011, and of its financial performance and its cash flows for the year then ended in accordance with International Financial Reporting Standards as adopted by the European Union. Report on other legal and regulatory requirements The management report, which is the responsibility of the Board of Directors, is consistent with the consolidated financial statements.
ERNST & YOUNG Socit Anonyme Cabinet de rvision agr
Olivier Lemaire Luxembourg, 6 February 2012
Information for our shareholders
66
Financial calendar
April 19, 2012 First quarter earnings announcement May 30, 2012 Annual General Meeting of shareholders in Luxembourg July 19, 2012 Second quarter earnings announcement October 18, 2012 Third quarter earnings announcement February 2013 Fourth quarter earnings announcement
Contact
Corporate and registered office Transcom WorldWide S.A. 45, rue des Scillas L-2529 Howald Luxembourg Company registration number: RCS B59528 www.transcom.com Investor relations Rlambsvgen 17 15th Floor SE-112 59 Stockholm Sweden Tel: +46 8 120 800 88 Sales and marketing contactus@transcom.com Tel: +34 93 600 4190
DESIGN NARVA. PHOTO MATS LUNDQVIST
Transcom WorldWide S.A. 45, rue des Scillas L-2529 Howald Luxembourg Company registration number: RCS B59528 www.transcom.com

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Annual Report & Accounts 2011

Focused on your customers

Transcom Annual Report and Accounts 2011

in net revenue 2011

*Excluding restructuring and other non-recurring costs

Gross profit and EBITA Underlying performance

700 600 500 400 300 200 100 0 07 08 09 10 11

140 120 100 80 60 40 20 0 -20 -40

Transcom Annual Report and Accounts 2011

Services and solutions

Transcom Annual Report and Accounts 2011

customer contacts every day in

languages for more than

Transcom Annual Report and Accounts 2011

Comments from the CEO

Laying the foundations for future success

Significant turnaround effort ahead

Transcom Annual Report and Accounts 2011

Comments from the CEO

A quality-centered value proposition

Our people will make the difference

Transcom Annual Report and Accounts 2011

Markets and trends

Focus on customer loyalty and increased adoption of nonvoice channels

Focus on customer satisfaction and revenue generation

Pressure to increase capabilities in multichannel integration and analytics

Transcom Annual Report and Accounts 2011

Services and business model

The customer lifecycle

Transcom Annual Report and Accounts 2011

Early collections Contingent collections Legal collections

Customer service Technical support Customer retention

Services and business model

Cross & upsell

Transcom Annual Report and Accounts 2011

Services and business model

Clients and contract structure

Transcom Annual Report and Accounts 2011

Extensive territorial reach. Costcompetitive location choices.

2011 108.9 21.4 19.7 5.1 4.7

2010 103.4 19.9 19.3 4.1 3.9

2011 145.4 24.0 16.5 7.7 5.3

2010 144.8 29.2 20.2 10.8 7.5

* Underlying performance, excluding restructuring and other non-recurring costs

Transcom Annual Report and Accounts 2011

West & Central

2011 90.9 18.7 20.6 3.2 3.5

2010 131.8 27.1 20.6 2.2 1.7

2011 116.2 28.5 24.5 5.4 4.6

2010 128.2 35.1 27.4 10.0 7.8

2011 92.5 7.0 7.6 7.6 8.2

2010 80.9 6.6 8.2 11.4 14.0

Share of total revenue

Share of total revenue

Share of total revenue

* Underlying performance, excluding restructuring and other non-recurring costs

Transcom Annual Report and Accounts 2011

200 175 150 125 100 75 50 25 0

200 175 150 125 100 75 50 25 0

* Underlying performance, excluding restructuring and other non-recurring costs

Transcom Annual Report and Accounts 2011

North America & Asia Pacific Region

West & Central Region

200 175 150 125 100 75 50 25 0