Mobile financial services to emerging markets

Confidential

Paolo Montessori Chief Executive Officer

December 2014

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Disclaimer This document (“Document”) is being distributed by eServGlobal Limited (“Company”) to a limited number of sophisticated investors, professional investors and wholesale clients (as defined in the Corporations Act 2001 (Cth.) ("Act")), for the sole purpose of assisting them to decide whether they wish to proceed with a further investigation in connection with a proposed placing of new ordinary shares in the Company (“Placing”). The Company is not making an offer of transferable securities to retail investors, therefore, this Document is not an approved Disclosure Document for the purposes of the Act, has not been prepared in accordance with the Act, and has not been approved by Australian Securities and Investments Commission (“ASIC”), Australian Securities Exchange ("ASX") or any another other authority.

This Document does not constitute or form part of any offer or invitation to sell, allot or issue, or any solicitation of or inducement to enter into any offer to purchase or subscribe for, any securities of the Company in any jurisdiction. No reliance may be placed for any purpose whatsoever on the completeness, accuracy or fairness of the information or opinions contained in this Document.

This Document has been prepared by the Company and does not purport to contain all the information that a potential investor may require in deciding whether or not to proceed with the Placing.

Veritas Securities Limited ("Veritas") is authorised and regulated in Australia by ASIC, holds an Australian Financial Services Licence (No. 297043) and is acting as nominated adviser and broker to the Company in connection with the Placing. Veritas is not advising anyone else in connection with the proposals described in this Document, is not acting for any recipient of this Document and will not be responsible for anyone other than the Company for providing the protections afforded to clients of Veritas, nor for providing advice to any person other than then Company on the matters contained herein. Veritas has not authorised the contents of, or any part of, this Document.

This Document contains forward looking statements, including statements of current intention, statements of opinion and predictions as to possible future events. Such statements are not statements of fact and there can be no certainty of outcome in relation to the matters to which the statements relate. These forward looking statements involve known and unknown risks, uncertainties, assumptions and other important factors that could cause the actual outcomes to be materially different from the events or results expressed or implied by such statements. Those risks, uncertainties, assumptions and other important factors are not all within the control of the Company and cannot be predicted by the Company and include changes in circumstances or events that may cause objectives to change as well as risks, circumstances and events specific to the industry, countries and markets in which the Company and its related bodies corporate, joint ventures and associated undertakings operate. They also include general economic conditions, exchange rates, interest rates, the regulatory environment, competitive pressures, selling price, market demand and conditions in the financial markets which may cause objectives to change or may cause outcomes not to be realised.

None of the Company, Veritas or any of their respective subsidiaries, affiliates and associated companies (or any of their respective officers, employees, agents or any other persons) ("Relevant Persons") makes any representation, assurance or guarantee as to the accuracy or likelihood of fulfilment of any forward looking statement or any outcomes expressed or implied in any forward looking statements. The forward looking statements in this presentation reflect views held only at the date of this presentation.

Statements about past performance are not necessarily indicative of future performance.

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BY AGREEING TO RECEIVE THIS DOCUMENT YOU ACKNOWLEDGE THE FOREGOING PROVISIONS AND AGREE TO BE BOUND BY THE FORGOING RESTRICTIONS.

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Transaction Raise of AUD $6M:

}  Invest in establishment of Indirect Sales Channels }  The investment in Paymobile 3 enables us to engage with indirect channels (system

integrators and professional services organizations) to sell Paymobile 3 on our behalf and utilize their teams to integrate and develop additional services to enhance our core software offering. Indirect sales will result in increased profit margins by the elimination of the requirement of eServGlobal to invest in low margin services headcount to deliver solutions to customers.

}  Expand our geographic reach

}  Additional investment into Asia region and expansion into Latin America will expand our geographic coverage and feed our pipeline of opportunities whilst mitigating the risk of political instability in MEA region.

}  Accelerate delivery of projects }  The acceleration of delivery and commercial launch of projects will accordingly accelerate

the adoption of services by our customer’s subscribers and the need for capacity expansion orders resulting in an increase in our margin.

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Transaction

}  Pursue significant opportunity with large Telecom Operator Groups }  VimpelCom, an international telecoms company operating in 14 countries, serving a customer base in

excess of 220 million and headquartered in Amsterdam, is one of the world’s largest integrated telecommunications services operators providing voice and data services through a range of traditional and broadband mobile and fixed technologies in Russia, Italy, Ukraine, Kazakhstan, Uzbekistan, Tajikistan, Armenia, Georgia, Kyrgyzstan, Laos, Algeria, Bangladesh, Pakistan, and Zimbabwe. Engagement with Vimpelcom group has been demanding and represents a significant opportunity for stable revenues for the coming years. The pursuit and delivery of this opportunity will require a dedicated team to meet their needs.

}  Completion of industrialisation of Paymobile 3 }  Complete product definition, sales kits & product roadmap

}  Accelerate engineering delivery of core product through continued and extended use of third-party outsource resource

}  Build indirect sales channel

}  Complete restructuring }  Invest in service capacity in key roles to minimize project risk and ensure delivery of profitable projects

}  Eliminate redundant costs including excess capacity in certain geographies and legacy corporate structure .(ROI less than 12 months) F

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Use of Proceeds

AUD$$M NoteGeographic+expansion 1.2 1Eliminate+fixed+cost 0.8 2Accelerated)development 0.8 3Accelerate)delivery)of)key)projects 1.2 4Strengthen)Balance)Sheet 2.0 5Total 6.0

Notes 1. Investment in new headcount for geographic expansion and channel sales enablement to further reduce reliance on Middle East & Africa & expand sales footprint. 2. Rationalise legacy fixed cost base. Return on investment anticipated in approximately 12 months. 3. Finalise industrialisation of PayMobile 3.0 for Channel sales enablement. Effective channel operation will enable eServGlobal to accelerate new customer acquisition and improve gross margins. 4. Acceleration of project milestone deliverables resulting in improved margins, cash flow and expedition of license capacity extensions. 5. Working capital to address short term operational requirements and cash collateral to support the issuance of short term performance bonds for new customer contracts.

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2.5 BILLION WORKING AGE ADULTS ARE UNBANKED

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Source: McKinsey.com

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US$436bn in international remittance will be sent by migrants to developing countries in 2014 through official channels

Source: The Guardian, data from the World Bank 2011, US$

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Huge population of

working migrants need to

send money home

2.5 Bn unbanked

working age adults want

financial services

Two different, but related markets, with enormous potential

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HomeSend: international

money transfer hub.

JV with MasterCard

& BICS

Core Business: Domestic

mobile money, mobile

financial services &

VAS

65+ customers in 50+ countries

180+ staff

30 years experience

EBITDA positive

Strong pipeline

Presence in several of the tier 1 operator groups

Lower cost, more convenient & safer

than traditional methods

Currently over 225 live corridors

MasterCard bring connection to 24,000

financial institutions & 1.9 billion cardholders

Global agreement with MoneyGram to connect

to their users in over 200 countries

eServGlobal at a glance F

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HomeSend: international

money transfer hub.

JV with MasterCard

& BICS

Core Business: Domestic

mobile money, mobile

financial services &

VAS

Solutions offered through either traditional capex license model or through a revenue share agreement

Solid recurring revenue stream generated from support and SaaS activities

License growth aligned with expansion of customer’s subscriber base

End-to-end transaction fee of 4.5 – 6.5%,

compared to average of 9%

(World Bank)

Revenue generated through

interconnection fee.

Revenue split between the hub and

the sending & receiving service providers

Revenue generation F

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Recent milestones

2008: eServGlobal and BICS announce

strategic partnership to jointly launch HomeSend

2010: eServGlobal announces its first

customer for mobile money in the Middle East

2011: Mobile money platform

launched by financial

institution, mCoin, in Indonesia

2012: Following a string of significant announcements,

HomeSend potential subscriber coverage surpasses 1 billion

subscribers

2012: Mobile Money – Bill

Payment facility at Nepal Telecom

exceeds expectations in first months of

service

2013: eServGlobal’s recharge and mobile

money suite is managing over 3.4

billion euros in transactions a year

2012: Completed a significant

fundraising (A$16.8m), which enabled us to pursue new, larger deals.

2013: eServGlobal announces significant three-year framework

agreement with the Zain Group

2013: HomeSend exceeds strategic objective for live

services: connecting service providers in 51 countries for remittance

and 76 countries for airtime transfer

2013: eServGlobal

returns to EBITDA

positive result.

2014: MasterCard, eServGlobal & BICS

create the HomeSend JV.

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Following the successful creation of the HomeSend JV, eServGlobal will focus

efforts on the transformation of our core business to accelerate growth, increase returns and generate shareholder value.

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eServGlobal’s ambitions Already achieved …

ü Achieve profitability

ü Presence in Tier 1 Groups (Zain, Ooredoo, Vodafone & Orange)

ü Top 3 Mobile Money vendor

ü HomeSend JV creation

Looking forward

o Continue to aggressively expand the number of subscribers using eServGlobal mobile money solutions

o Continue to push geographic diversification

o Nourish product portfolio with market leading features

o Pursue significant Group contracts

o Finalise restructuring process

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Investment case

}  eServGlobal is in prime position as the evolution of mobile financial services continues

}  A major opportunity lies in the multi-billion dollar international remittance market }  HomeSend enables electronic money transfers around the globe at lower cost and

greater convenience than traditional money transfer organisations }  Large, tier 1 customers: Recent landmark deals with Zain Group, Vodafone, Xpress

Money, Airtel Africa, MoneyGram. }  Experienced and proven management }  Having started out as one of the first pre-paid recharge providers in the world, ESG

is well positioned to capitalize on the mobile financial services market }  High growth products and services

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Value added Services

Pre paid Recharge

Mobile Money

International Remittance

Source: World Bank

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Risks

This Document contains forward looking statements, including statements of current intention, statements of opinion and predictions as to possible future events. Such statements are not statements of fact and there can be no certainty of outcome in relation to the matters to which the statements relate. These forward looking statements involve known and unknown risks, uncertainties, assumptions and other important factors that could cause the actual outcomes to be materially different from the events or results expressed or implied by such statements. Those risks, uncertainties, assumptions and other important factors are not all within the control of the Company and cannot be predicted by the Company and include changes in circumstances or events that may cause objectives to change as well as risks, circumstances and events specific to the industry, countries and markets in which the Company and its related bodies corporate, joint ventures and associated undertakings operate. They also include general economic conditions, exchange rates, interest rates, the regulatory environment, competitive pressures, selling price, market demand and conditions in the financial markets which may cause objectives to change or may cause outcomes not to be realised. Specific risks worth noting are:

}  Project delivery slippage that will adversely affect the achievement of invoicing milestones and cash flow.

}  A slower than planned execution of the transformation plan including but not limited to the planned restructuring, software development and establishment of third party channel sales

}  Inability to recruit the required expertise required by the Company to meet our objectives.

16 Source: World Bank

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Appendix

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FY14 progress – Core business

}  eServGlobal is realizing the rewards of investment in its technology platform and customer acquisition as the revenue mix of our core business moves to a higher proportion of repeatable, high margin expansion and extension sales. This trend is forecasted to increase in FY15.

}  eServGlobal’s customer base remains stable, having invested in building this base over recent years, the company is now benefitting from expansion and extension business

}  Continued diversification of the customer base to include a higher mix of Financial Institutions (FIs) to complement the existing strong footprint with Mobile Network Operators (MNOs).

}  eServGlobal’s customer footprint includes presence in four of the Tier 1 operator Groups (Zain, Orange, Ooredoo and Vodafone) reducing customer concentration and providing geographic diversification.

}  In FY14, eServGlobal expects to report an EBITDA of AUD2.5-3.5M compared to AUD1.7M in FY13.

}  The Company has a healthy backlog of project work that will positively impact FY2015. The current backlog of AUD 4.9M is 43% larger than at the same time last year.

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FY14 Highlights - HomeSend

}  The HomeSend Joint Venture was successfully closed on 3 April, taking the international money transfer platform to its next level of worldwide expansion. The JV is now operating as an independent entity, with the full support of all three partners; eServGlobal, MasterCard and BICS.

}  During FY14 HomeSend’s first strategic priority was to focus on expanding the number of live corridors. Significant success has been achieved and below is a summary of the status as at the end of September: }  There are currently 225 technically live corridors.

}  HomeSend now originates transactions in 99 markets and terminates transactions in 32 markets

}  The number of active corridors is expected to increase significantly following the successful go-live of MoneyGram remittance.

}  In FY14 HomeSend processed over 500,000 transactions an increase of over 600% from FY13.

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HomeSend next steps

}  As new corridors go live and marketing activities increase, the number of transactions will increase exponentially. With an extensive footprint of countries now, the priority for 2015 will turn to increasing transactions. HomeSend targets increasing transaction numbers by in excess of 325% in 2015.

}  HomeSend provides unique technology purpose built for remittances. The combination of HomeSend’s platform with MasterCard’s network provides an unprecedented reach to consumers around the world. }  Pipeline of new connections includes a strong mix of traditional MTOs, emerging

digital players and a range of mobile money and ewallet offerings across the developing world – over 125 engagements at the moment and growing.

}  MasterCard regions engaged and first MasterCard wins recorded

}  New strategic initiatives on how HomeSend can deliver value beyond remittances. Eg. World Food Program for aid disbursement in Kenya as a pilot for Disbursements capabilities of the platform. Connection of Nigeria national ID program as remittance receivers – 180M citizens receiving over $20B

}  World biggest iMTO in discussions with HomeSend , Social network giants showing interest in HomeSend.

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The opportunity in international remittance

HOW MUCH IS BEING SENT? through

official channels

$436 BILLION

through unofficial channels

$218 BILLION

$654 BILLION

Estimated to be sent by migrants

to developing countries in 2014

Current methods for transfer include: }  MTOs }  Banks }  Hawala

Barriers which exist today for end-users: }  Price }  Security }  Convenience }  Speed

Market share 5% 3% 1%

Value of remittance transactions in 2014

$32.7 bn $19.62 bn $6.54 bn

HomeSend receives 1.5% commission

$490.5 m $294 m $98.1 m

HomeSend EBITDA $441.5 m $264 m $78.5 m

eServGlobal 35% share $154.5 m $92.4 m $27.5 m

Estimated remittance sent by migrants to developing countries in 2014:

THE OPPORTUNITY

BA

RR

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ETH

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Remittance flow growth is

expected to accelerate to an annual average

of 8.4% over the next 3 years.

GROWTH

The World Bank: “Remittances to developing countries to stay robust this year” April 2014 http://www.worldbank.org/en/news/press-release/2014/04/11/remittances-developing-countries-deportations-migrant-workers-wb

NOTE: the figures on this slide are for illustrative purposes only and are not financial estimates or guidance.

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SENDING SIDE Developed markets

RECEIVING SIDE Emerging markets

Connection to 24,000 financial institutions & 1.9bn cardholders

Money Transfer Organisations

Established base of over 1.2 billion potential receivers in emerging markets

Banks

Financial Service Providers

Hard to reach market

Telcos

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The HomeSend Joint Venture is a disruptive solution which is changing the way money is transferred around the globe. HomeSend has a significant established base of over 1.2bn potential recipients in emerging markets. As a central point for global remittance, HomeSend provides a simple, safe and cost effective way for telcos, banks, financial services providers and traditional money transfer organizations to connect directly to this previously hard to reach market. HomeSend is a white-label solution, which is capable of expanding the addressable market of all market players.

35%

10% 55%

$404bn $436bn

$473bn

$516bn

2013 2014f 2015f 2016f

International Remittance flows by migrants to developing countries Source: World Bank, US$

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Mobile Money in practice

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Global, established, growing customer base

}  More than 65 customers across more than 50 countries.

}  Our customer footprint includes presence in four Tier-1 operator groups (Zain, Orange, Ooredoo and Vodafone),

}  Strong pipeline of work with new and existing customers which is expected to convert to revenues in H2 FY2014 and FY2015.

}  45% of our revenue is recurring in nature

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Developed / Banked

Monitise Bango Earthport Mint Wireless

Mobile payments landscape (domestic)

Mobile money in unbanked / emerging markets*

}  We have a solution which solves a problem that exists today

}  More than 2.5 billion working age adults worldwide lack access to financial services. As of June 2013 there are more than 61 million active mobile money for accounts in emerging markets. Up from 37 million in June 2012.

}  70% of mobile money for the unbanked providers are planning to increase their investments in mobile money in 2014.

*The GSMA: “GSMA report shows active mobile money customers reached 61 million in 2013”, 25 February 2014 http://www.gsma.com/newsroom/gsma-report-active-mobile-money-customers-reached-61-million-in-2013/

Emerging / Unbanked

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Core business portfolio: End-to-end mobile money solutions

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The HomeSend Board of Directors

Max Chion Group Executive, Emerging Payments Products, MasterCard

Bella Stavchansky Division President, High Growth European Markets Region, MasterCard

Max Mamondez Regional Finance Officer, Europe, MasterCard

Paolo Montessori CEO and Managing Director, eServGlobal

Stephen Blundell COO and Executive Director, eServGlobal

Frédéric Salmon CFO, BICS

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Revenue breakdown Based on FY2014

Support & SaaS 40% Licenses

44%

Services 13%

Third-party 3% F

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Our sales process A typical eServGlobal customer lifecycle

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Project start phase Project live

Customer’s subscriber numbers double, exceeding

their license

Customer chooses eServGlobal for project

After X years of operation, the

platform needs to be upgraded

As the market matures, customer wants to add new features eg. Micro

Finance

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Solution live and eServGlobal provides

support as per contract

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References }  The World Bank: “Remittances to developing countries to stay robust this year, despite

increased deportations of migrant workers, says WB”, 11 April 2014 http://www.worldbank.org/en/news/press-release/2014/04/11/remittances-developing-countries-deportations-migrant-workers-wb

}  The GSMA: “GSMA report shows active mobile money customers reached 61 million in 2013”, 25 Februrary 2014 http://www.gsma.com/newsroom/gsma-report-active-mobile-money-customers-reached-61-million-in-2013/

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