Investor Presentation MS TMT Conference, Nov 2019

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Disclaimer

2

Financial glossary

Adjusted

Group Income Adjusted for disposed /discontinued operations & non-core operations and impairments, entities not included in the

financials but being brought into the group as part of reorganization, 100% of Income from JVs and associates.

Adjusted for disposed/discontinued operations & non-core operations and impairments, entities not included in the

financials but being brought into the group as part of reorganization, 100% of Income from JVs and associates and

exceptional & one-off costs

The constant-currency financial information is calculated by applying the 2019 period average exchange rate to the

Group’s actual performance in the prior period.

Group Adj. EBITDA – maintenance capex.

(Group Adj. EBITDA – maintenance capex)/ Group Adj. EBITDA.Cash conversion

ratio

Free cash flow

Constant

Exchange rate

(CER)

Adjusted

Group EBITDA

3

Promoth ManghatGroup Chief Executive Officer

Rahul PaiGroup Chief Financial Officer

Mehul DesaiGroup Chief Technology Officer

Ryan AyacheHead of Investor Relations

Today’s Presenters

4

Finablr since IPO01

02

03

04

05

06

07

08

Brief overview

Investment case

Industry context

Technology platform

Financial highlights

Guidance and targets

Strategy

5

Table of contents

09 Appendix

Finablr since IPO

✓ Delivered strong H1 resultsUpper end of guidance

High single digit top line growth

Double digit EBITDA growth

Margin expansion on track

✓ Expanded global partnershipsLG Pay

Samsung Pay

Airtel Africa

China Union Pay

✓ Completed IP-accretive

acquisitionsBayan Pay

PEaaS

✓ Refined airport concessions

portfolio LHR renewal

Paris VAT exit

Istanbul exit

Improved renewal terms at

various locations

✓ Reaffirmed IPO guidance

✓ Further strengthened distribution

networkNew partnerships with banks, MTO

and wallet operators

Financial Strategic Operational

✓ Issued positive Q3 trading updateHigh single digit top line growth

Double digit EBITDA growth

Margin expansion on track

✓ Digital agenda accelerationOnline MT volume ramp up

Rollout of self-service kiosks

6

Finablr – A global platform

7

150Mn+2018 transactions

processed

~$115Bn2018 transaction

volume

1,500+2018 Corporate and institutional partners

25Mn+Retail customers

$210Mn2018 Adj.

Group EBITDA

$1.5Bn2018 Adj.

Group Revenues

170+ CountriesAgency presence

45 CountriesDirect operations(2)

Global

Network

Diverse

Customer Base

Compelling

Financial Profile

Robust Operational

Track RecordAccess to 63%

global expatriates

Attractive &

Growing

EBITDA Margin

14% (1)

Highly Scalable

Notes: 1. FY18. 2: Includes 3 liaison offices.

Direct presence Presence via agents(2)

Sources: Company information.

1. 2018, refers to consolidated group of companies. UK and Europe includes Nigeria bank notes revenue.

Broad and diversified global network with

strong emerging markets presence

2. Includes active presence only (i.e. where agents have processed at least 1 transaction over the past 12 months).

Adjusted Group Income

Split by Geography(1)

8

Notes: FINANCIAL INFORMATION BASED ON FY18.

1. Company estimate. Based on consumer Cross Border Payment volumes from the geographies where Finablr is present 2018e 2. Excluding miscellaneous income.

Market

leadership

Common integrated platform

Presence in

12 of top 15departure markets

Consumer Foreign Exchange

Solutions

500+Corporate clients

B2B and Payment Technology

Solutions

~6.7%market share(1)

Cross Border Payments and

Consumer Solutions

Foreign Exchange SolutionsB2B and Payment SolutionsCross Border Payments

Segmental Adj. Group

Revenue Contribution(2)

Segmental Adj. Group

EBITDA Contribution

22%

52%

26%

39%

24%

37%

Finablr business segment overview

9

The payments market: $136tn flows

Source: McKinsey Global Payments Report 2018

Consumer Business Government

ConsumerC2C: International Remittance

~$700 Billion

C2B: payment for e-commerce

purchases, RE investments

~1,500 Billion

C2G: Payment of taxes and utility

services for property

NA

Business

B2C: Salaries and pensions to employees

working aboard, dividend, gig economy

~$1,250 Billion

B2B: Supply chain payments to foreign

suppliers

~$133,000 Billion

B2G: Tariff paid by exporters, port charges

NA

Government

G2C: Pension payments to retirees or

child support for children living aboard

NA

G2B: Purchases from international

suppliers

NA

G2G: international aid

NA

10

Finablr competes for a c.$230bn revenue opportunity

Source: McKinsey Global Payments report 2018

Payments industry revenue split (USD bn)

230

▪ There is an arms race for intermediation of B2B flows

outside of traditional banking payment rails given the

revenue opportunity.

▪ Non-banks are muscling into the space to compete with

banks, with plenty of M&A in 2019.

▪ Network schemes acquiring cross border remittance

platforms…

▪ Broad capability building across the space.

11

The Finablr investment case

Industry positioning

• Highly experienced leadership team

• Strongly positioned across entire

payments value chain

• Reach (45/170) & footprint (50/50)

• Global licensing (<100)

• World-class processing and

operating capabilities.

• Omni-channel distribution

• Bank-grade Treasury capability

(350-365/24/7)

• 50% pay-in and 80% payout non-cash

• 1 billion global touch points

• Industry-leading $5 CAC

Globally trusted provider of

payment rails - at scale

Tech differentiation

• $160m invested in Tech stack

• Fintech at scale: 150m transaction

FY18, invested for 3x (7x)

• Own all the IP-led product

engineering

• Strong product differentiation

• Trusted partner to systemic

ecosystem partners incl.

• Google (India)

• Tencent (WeChat Pay)

• Samsung (Samsung Pay)

• China Union Pay *(UPI)

A credible Tech firm

under the hood

Financial wherewithal

• Strong top line growth

• Growing EBITDA margins

• High cash conversion ratio (c.95%)

• Low leverage (1.5x)

• Progressive dividend policy

• Active M&A backdrop

Optionality from strong

financial position

12* (MOU)

Finablr has end-to-end capabilities across the

payments value chain

Own digital network

Own physical network

Partner’s network

Licences

Compliance and

Risk

Proprietary technology

Operating capabilities

Agents

Correspondent

banks

Payment Service

Providers

Proprietary network

Origination Processing Last mile

Our omni-channel distribution allows customer to choose between any means of origination and

any means of distribution including partners who connect into Finablr’secosystem

13

In-country networks

Treasury / pricing

Stored Value Platform8

Gifting as a Service7

Acquiring solutions6

Payments Technology Solutions

Outsourcing5Foreign Exchange Solutions

Wholesale4

Last mileProcessingOrigination

Cross Border Payments

1Front End

Solutions2

Processing and

Back Office3

Distribution

Network

Finablr’s B2B and Payment Technology capabilities

14

Finablr is a partner of choice

* List of selected

partnersPayments and

Technology companies

Mobile wallet

operators

Supermarkets and

FX specialists

Banks and Financial

Institutions

Central

Banks

20

15

on

ward

s2

00

1 -

20

14

19

90

-2

00

0

Distribution / Network Regulatory / Licensing Technology

15

Front End interfaces Back End infrastructure

Retail PoS

Online/

mobile apps

Kiosks/ATMs

Partner

systems/APIs

Technology Partners

Micro

servicesAPIs

Payments

Compliance

Pricing

1 Billion data points

Real time analytics

Machine-learning process

Data Lake

Correspondent banks and distribution partners

SecureISO27001, PCI DSS,

GDPR Compliant

ScalableCan manage 3x volumes

with existing infrastructure

Well Investedc.1,000 Tech employees

FlexibleCloud First Accessible globally

Finablr technology platform - overview

16

Organisation structure

Business continuity

(Current teams – system integration

shared services)

IP & Products

Innovation

• iHub

• Linkages

• Communications

• Architecture

• Experience

• Community Building &

Engagement

• Ecosystem

• RPA

• Shared Services

• System Integration

• Customer Support

i-HubsCentres of excellence

Organisation themes

Technology company exclusively supports

group-wide requirements

Leverage global presence, partnerships,

innovators, and centers of excellence

Drive culture of innovation; Balance

alignment and autonomy

Drive global thought leadership through

People, Patents and Products

~1,000 People UK, USA and India iHubs and COEs worldwide

Finablr’s FinTech and FinServ Organisation

17

Rapidly growing volumesRapidly expanding institutional client base and partner network

Strong growth in retail client numbers through increased customer engagement

Accelerating Group Adj. Income growthDriven by increasing scale of Cross border Payments and Consumer Solutions

and B2B and Payment Technology Solutions segments

Growth across all key products and geographies

Expanding Group Adj. EBITDA marginMix shift towards high-margin, high-growth businesses

Increasing operating leverage and improved cost efficiency

Predictable and growing cash flowsStrong conversion rate as a result of low capital spend requirements

Significant technology investment completed

Multiple avenues to future value creation underpinned by a disciplined capital allocation policy

1

2

3

4

5

+15.9%CAGR ‘16-’18

+7.2%CAGR ‘16-’18

+~300bps‘16-’18

96%Cash conversion(4) FY2018

Highly attractive financial track-record

+20.4%CAGR ‘16-’18

18

Free cash flow

• Cash conversation rate of over 90%

• Strong balance Sheet

Strong results at the

upper end of guidance

• The income of US$742.2 Mn up 9.1%

• EBITDA up 26.9%• Rising volumes, stable take rates

Growth across segments,

products and channels

• B2B and Payments Technology solutions registered the highest growth of 20.5% in line with expectations

Margin expansion

on track

• Continued revenue mix shift towards high-margin, high-growth business

• Efficiencies realized through cost optimization and operational excellence

(US$ Millions, unless stated) H1 2019 H1 2018 Growth

Adj. Group Income 742.2 680.5 9.1%

Adj. Group EBITDA 103.3 81.4 26.9%

Adj. EBITDA Margin (%) 13.9 12.0 1.9

Processed volumes 64,861 56,707 14.4%

H1 2019 results highlights

19

Adj. income

Adj. EBITDA

margin

CAPEX

Tax

Leverage

Dividend

• High single digit income growth• Continued double digit growth in CBP and B2B / PTS• CBP and B2B/ PTS to represent c. 50% of total income

• Approaching 20% in the medium term

• Driven by mix shift between the segments and segmental margin expansion

• Capex to trend towards 3-4% in the medium term,

• D&A likely slightly higher than capex initially

• Effective tax rate of 18-20%

• Leverage to remain at or below 2.5x in the medium term

• Intend to pay dividends from FY 2020

• Progressive dividend policy with initial payout ratio >15% of adjusted net income• Dividends split approximately one-third / two-thirds between interim and final

Guidance and medium term targets

20

Clearly defined strategy for growth

Strategic

Partnerships

Continue to build

global strategic

partnerships

Accelerating

Digital Agenda

Accelerating market

share in digital

distribution

channels

High Growth

Markets

Capturing

opportunities in

high-growth

markets

Community

Building and

Engagement

Growing and

enhancing an

engaged customer

ecosystem

Strategic

Investments

Strategic

investments,

selective bolt-on

acquisitions and

ongoing innovation

21

High barriers to entry

Decades of capability building create

barriers that are hard to displace

IP-led product engineering

Proprietary, innovative, and differentiated

Globally trusted by regulators

Supervised and licensed by over 100

regulators globally, affording significant

credibility

Global

Regulatory

Licensing

Technology

Unique combination of competitive strengths

gives us a strong headstart

Omni-Channel

Distribution Network

22

Appendix

Business Segment

Overview

Notes: 1. Total global Cross-Border Payments volume (McKinsey global payments report 2018). 2. Company estimate. Based on consumer Cross Border Payment volumes from the geographies where Finablr is present 2018e. 3. 2018 figures. 4. World Bank –CAGR between 2007 and 2018E.

5. McKinsey GCI Cross border model –CAGR between 2017 and 2021E.

Convenience

Efficiency

Value

Trust

Segmental Adj. Income Segmental Adj. EBITDA

Clientneeds

Productoffering

Marketopportunity

Keyhighlights

H1 2019Financials

Businessmodel(3)

Volume($41bn)

Take-rate(0.85%)

$127Tn(1)

Structural industry drivers firmly in place driven by

factors including

• Int'l Mobility (C2C payments opportunity of an

estimated ~$700Bn in 2018 growing at ~5%(4)),

• e-Commerce volumes of $350-$400Bn in 2017

(growing at >10%(7)),

• Int'l Trade and Commerce (B2B payments of $11 -

$15Tn in 2017 growing at ~5%(5)) etc.

Cross border payments

Payroll processing

Mobile wallets

~6.7% market share(2)

Presence in all top 10 corridors

Access to 63% of the global expat population

Growth (∆ YoY): +12%

$190Mn

Growth (∆ YoY): +14%

$57Mn

EBITDA Margin

29.9%

Overview of Cross Border Payments and

Consumer SolutionsBeginnings of a large, well –connected financial ecosystem

Dominated by key payment corridors

Increased digitalization in both sending and receiving countries

Broad omni-channel payment networks – a key differentiator

Key market themes

25

Notes: 1. Euromonitor Global outbound spending under fixed rate. 2. Based on YouGov Study in 2017. 3. 2018 figures 3. World Bank.

Convenience

Global presence

TrustClientneeds

H1 2019Financials

Businessmodel(3)

Volume($16bn)

Take-rate(5.35%)

Retail foreign exchange

Prepaid travel cards

VAT refundsKeyproducts

$1.5Tn(1)

Total international tourist arrivals expected to grow

at a CAGR of 4.1% between 17-28E (3)Addressable

market

Keyhighlights

Most recognised brand in FX(2)

Present at 112 airports globally

Presence in 12 of top 15 departure markets

Access to global travelers

Growth (∆ YoY): +3%

$383Mn

$38Mn

Growth (∆ YoY): +34%

EBITDA Margin

9.8%

Overview of Consumer Foreign Exchange Solutions

Growth in international travel, led by emerging markets

Outbound cash spending continuing to grow

Two-speed economy valuing convenience and value

Increased importance of customer experience and retention

Segmental Adj. Income Segmental Adj. EBITDA

Key market themes

26

• Relationships with over 500 corporate

clients including leading technology companies

• Strong and long-term client relationships

• Modular and scalable offering

• Innovation embedded in DNA

• Bespoke contractual arrangements for

Corporates, Financial Institutions, Payments

and Technology companies

• Flexible partnership model

• Moving money at scale

• Trust, reliability and security

• Deliver simple solutions by hiding complexity

• Robust technology platforms

• Vertically integrated value chain a key differentiator

• Increased adoption of digital platforms when addressing consumer solutions

• Robust transaction infrastructure that has full suite of product and distribution capability

• Security and compliance embedded across the product life cycle by all parties

Delivered as a modular capabilityModular

components

Origination Processing Last mile

Key market themes

H1 2019Financials

Businessmodel

Clientneeds

Keyhighlights

Growth (∆ YoY): +21%

$60Mn

EBITDA Margin

37.4%

Growth (∆ YoY): +27%

$161Mn

Overview of B2B and Payment Technology Solution

Segmental Adj. Income Segmental Adj. EBITDA

27

Consistently

leading player

Bankaccounttransfer

Debit /credit card Cash

Bankaccount 3 - 5 days

Less thanone hour Next day

Sources: The World Bank.

Note: Cost calculation based on the transfer of GBP120. Ranking based on Q3’18.

1. Represents Q3’18 figures.

FirmPayment

instrumentAccess point

Internet

Transfer

speed

Receiving

methodFee

0.00

Exchange rate

margin (%)(1)

-0.03

Total cost (%)

(0.03)

Total Cost

(GBP)

(0.04)

Internet 0.00 0.25 0.25 0.30

Internet 0.00 0.52 0.52 0.62

Internet 0.00 0.82 0.82 0.98

Bank branch,

Call Center1.00 -0.01 0.83 1,00

Internet 1.09 0.11 1.02 1.22

Internet 1.90 -0.24 1.34 1.61

Bank branch,

Call Center2.00 -0.01 1.66 1.99

Illustration: UK to India Corridor (Q4 2018)

Pricing capabilities

28

Transactions

1xEngagement 3x Communities 10x

Traditional and MTOs

Airport players

Supermarkets and retailers

Processors Networks New entrants

Sustained evolution from transactions to

engagement and now towards building communities

29

Diversified Offering

Omni-channel Platform

Proprietary, State-of-the-Art

Technology

Compliance and

Regulatory

Customer Retention

Leading Brands

Among the lowest CAC(1)

Banking players

International and local

Closing physical footprint

• Burdened by legacy technology

• Capital and cost

• Regulatory scrutiny

• Limited tech aptitude

• High costs

Money transfer operators

Lack of customer engagement

New entrants

Infrastructure, profitability, scale?

• High CAC(1)

• Regulatory and risk management

standards

• Limited exposure to emergingmarkets

• Mono-channel

• Lack of diversification

Specialists

Niche, point players

Note: 1. CAC as compared to other companies is a Company view based on publicly available information.

Finablr is strongly positioned in a fragmented market

30

Financial Highlights

2016A 2017A 2018A H1 2019

5.29%5.34%

5.53%14.6

13.4

15.5

Cross Border Payments and Consumer Solutions Consumer Foreign Exchange Solutions B2B and Payment Technology Solutions (implied)

Notes: Figures shown are blended take-rates calculated as adj. income / volume for each segment.

CAGR 2016-2018

3.0%

5.86%

0.84% 0.86% 0.86% 0.87%

2018A H1 2019

CAGR 2016-2018

9.1%

34.336.5

40.8

2016A 2017A

Transaction volume ($Bn)

2016A 2017A 2018A H1 2019

0.58% 0.53% 0.49% 0.45%

36.4

46.4

58.2

CAGR 2016-2018

3.0%

Sustained take-rates across segments

21.8

6.9

36.1

32

289 315 351170 190

770 787827

372 384

213247

285

134161

18

1,2891,366

17

1,483

19

Segmental Adj. Group Income($Mn) Key highlights

680

5

742

8

2016A 2017A

6.0%

8.6%

9.1%

CAGR '16-’18

7.2%

3.7%

15.8%

10.2%

Over 40% of the income coming

from high growth segments

Continued and resilient growth

in Consumer Foreign Exchange

Cross-selling benefit of integrated

platform delivering further upside

Cross Border Payments and Consumer Solutions

2018A H1 2018

Consumer Foreign Exchange Solutions

H1 2019

B2B and Payment Technology Solutions Other

Accelerating Adj. Group Income growth

33

76 88 10350 57

6774

94

2838

76

(74) (68)(96)

(44) (51)

92

108

4860

145187

210

Segment Adj. Group EBITDA ($Mn)

81103

2016A 2017A

29.0%

26.9%

CAGR '16-’18

20.4%

19.1%

19.2%

16.2%

% Margin

14.2%13.7%11.3% 12.0% 13.9%

Cross Border Payments and Consumer Solutions

2018A H1 2018

Consumer Foreign Exchange Solutions

H1 2019

B2B and Payment Technology Solutions Central costs and other (1)

12.3%

Mix shift towards higher

margin segments

Scalability of platform and

strong network effect driving

economies of scale

Continued focus on efficiency and

increasing operating leverage

Key highlights

Solid Adj. Group EBITDA growth

Note 1: Central costs – other costs

34

33 3427

26 4138

1,1441,179

1,272

2018A

3.1%

7.9%

CAGR '16-’18

5.4%

11.4%

18.4%

7.5%

3.1%

% Total Adj. Group income

85.8%88.7% 86.3%

SG&A

2016A

People Technology

2017A

Marketing

Key highlights

Integrated platform provides

operating leverage

Growth in people expenses

driven by shift in skill mix of

the labour force

Cost efficiency plan well

under way

Sustainable levels of operating costs

Operating expenses ($Mn)

35

Cross Border Payments and Consumer Solutions Consumer Foreign Exchange Solutions B2B and Payment Technology Solutions

26.4%28.1%

29.3% 29.9%

8.7% 9.4%11.4%

9.8%

35.9%37.3% 38.1% 37.4%

2016A 2017A 2018A H1 2019 2016A 2017A 2018A H1 2019 2016A 2017A 2018A H1 2019

Increasing EBITDA margins across all segments

36

63

97 96

6.5%7.1%4.9%

% Adj. Group Income

2016A 2017A 2018A H1 2019

Evolution of capital expenditure (capex) ($Mn) Breakdown of capex

$Mn 2016A 2017A 2018A H1 ‘19

Growth Capex 57 85 87 40

- Technology 33 59 57 22

- Other 24 26 31 18

Maintenance Capex 7 12 9 4

- Technology 3 6 4 2

- Other 4 6 5 2

Total 63 97 96 44

Historic investments in the platform enabling

reduction in capex spend

Well invested for the future

Majority of capex invested in growth of

the business

5.9%

37

95.9%93.5%95.3%

Conversion (% Adj. Group EBITDA)

95.8%

Free cash flow ($Mn)

Adj. EBITDA - capex Adj. EBITDA - maintenance capex

2016A

82 90

114

59

2017A 2018A H1 2019

138

202

26.3%

15.5%

CAGR '16-’18

20.8%

Key highlights

Highly cash generative

business profile

Strong cash conversion

reflects limited ongoing

capital requirements

Future cash generation

benefits from prior

investments

Increasing free cash flow with high conversion rate

175

99

38

$Mn 2016A 2017A 2018A

Global reorganisation costs and corporate projects 16.6 31.5 28.5

Onerous contract provisions 6.4 1.6 (0.2)

One time write-offs 12.2 4.0 2.0

Other non-underlying fees and charges 2.7 4.9 2.1

Total Exceptional Costs 37.8 42.0 32.4

Detailed breakdown of exceptional costs

and write-offs

39

$Mn 2016A 2017A 2018A

Trade and other receivables 26 (175) 76

Trade and other payables 84 (333) (81)

Provisions utilised (27) (25) (15)

Reimbursement right 36 1 26

Travellers’ cheques awaiting redemption (38) (0) (27)

Total change in net working capital (87) (134) (22)

Key highlights

Level of receivables and

payables dependent on the

day the year ends

Volatility in working

capital induced by occasional

large orders

Limited working capital

needs for day-to-day

operations

Net working capital movements

40

Net debt and leverage

Notes:

1. For the purpose of computation of gross debt, the Obligations of Visa B shares amounting to US$18.2million is excluded as this is not covered under any of the existing covenant testing obligations. Moreover, a further US$104.8million (US$96.6million of current liabilities and

US$8.3million of non-current liabilities) of borrowings by the Group’s India operations have also been excluded, as this liability is offset by a corresponding asset in the Group balance sheet for an amount of US$119.5million. Similarly, to the Obligations of Visa B shares, this

borrowing is not covered under any of the existing covenant testing obligations. Net debt defined as Gross debt net off Net usable cash.

$Mn 2018A H1-19 Change

Gross debt 876 820.3 -55.7

Usable cash -311 -486.2 175.2

Net debt 565 334.1 -230.9

Adjusted EBITDA (LTM) 210 231.8 21.8

Leverage 2.7 1.4 -1.3

41

Notes:.

1. Relates to Currency Select and Travelex Insurance Services which were disposed in 2016.

2. These companies include Jordan UAE Exchange Co LLC, Moneydart Global Services and Unimoni India.

Income EBITDA

$Mn

Reported financials 85 166 165 88 168

2016A

1,462

2017A

1,345

2018A H1 ‘18

1,435 691

H1 ‘19

734

2016A 2017A 2018A H1 ‘18 H1 ‘19

Adjusted financials at reported exchange rates 1,336 1,392 1,483 711 742 152 194 210 82 103

(-) Constant exchange rate differential (46) (26) - (30) - (7) (7) - (1) -

Adjusted financials at constant exchange rate 1,289 1,366 1,483 680 742 145 187 210 81 103

(-) Gain on disposals(1) / acquisition of businesses (109) (6) (3) - (1) (109) (6) (3) - (1)

(-) Non-core travellers cheques (4) (2) (2) (1) (1) 3 4 1 (0) (0)

(-) Net Exchange Gain (57) - - (4) (8) (57) - - (4) (8)

(-) Discontinued/disposed(1) operations

(+) (Provision)/Reversal of provision for'

impairment loss

(52)

-

-

-

-

-

-

-

-

-

(7)

197

-

(7)

-

24

-

-

-

-

(-) Interest income on related party loans (9) (11) (13) (6) (3) (9) (11) (13) (6) (3)

(+) Entities not included in HFI(2) 52 40 36 17 14 6 2 (2) 1 0

(+) Adjustments due to JV 53 27 31 14 13 7 5 5 2 3

(+) Exceptional costs and write-offs - - - - (5) 38 42 32 - 8

(+) Floatation Costs - - - - - - - - - 28

(-) IFRS 16 Impact - - - - - - - - - (91)

Exceptional / one-off costsassociated with

creation of Finablr platform + IFRS 16

Summary bridge to adjusted financials

42

Disposed / discontinued and non-core

operations + impairments

Continuing activities in the process of being brought

into the Finablr perimeter as part of the reorganisation

Future. Enabled.

43