Excellence in Workforce Management

ATOSS Software AG

Christof Leiber | Member of the Board | ATOSS Software AG

01 Key Investment Highlights

02 Market for Workforce Management

03 Business Model

04 Financials & KPI's

05 Growth Strategy

2

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

01

Key Investment Highlights

CITY OF MUNICH | Services

ATOSS Annual Report 2019

3

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

01 ATOSS - Leading in the field of Workforce Management Highlights at a glance

>30 years

of experience in the market

Market leader

for workforce

3.4+ million

ATOSS is first

management in

Employees managed

DACH

with ATOSS solutions

mover and

innovator

in the field of

workforce

46

management

countries worldwide, thereof 30 in Europe

Double-digit

+60%

+30%

revenue growth

(15% CAGR 2017-2020)

CF¹ to EBIT ratio

EBIT margin

¹ Operating cash flow

4

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

550+

employees

~10,000 customers worldwide from SMB to blue chips

9

Currently available software languages

Technology & development leader

Recurring revenues reinforced by increased share of SaaS

02

Market for Workforce Management

MEDGATE | Healthcare & social services

ATOSS Annual Report 2019

5

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

02 Workforce Management Market Market Overview EMEA

EMEA Workforce Management Software Size (2016-2021) in $mm

Growths FY 2020: 21%

8.5%

8.8%

8.4%

8.7%

8.3%

2,255

8.2%

2,072

1,906

1,758

1,501

1,624

2016

2017

2018

2019

2020

2021

WFM Software Categories

6.0%

9.0% 3.0%

11.0%43.0%

28.0%

Time & Attendance

Analytics

Scheduling

Task Management

Absence Management

Fatigue Management

Strong growth potential triggered by high WFM growth rates and increased penetration of unused WFM components (a.a. Scheduling)

Source: Technavio, introduced on January 1, 2015

Source: Statista and Company estimate

7

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management |

29.01.2021

03

Business Model

EBM-PAPST | Manufacturing

ATOSS Annual Report 2019

8

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

03 Managing Complexity Workforce Management

Interests of employees

Regulatory

Objectives of

environment

the company

9

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Key benefits

-15% Personnel costs with the same number of staff

-82% Overtime

+11% Revenue

03 Highly flexible, demand-optimized workforce scheduling Digital Workforce Management

Current situation

Fluctuation in demand

Little flexibility and long response times

Goal

Demand and cost-optimized synchronization of working time and order volume

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

03 Comprehensive Workforce Management 6 steps for success

11 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

04

Financials & KPI's

DB SCHENKER | Logistics

ATOSS Annual Report 2019

13 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

04 ATOSS - 15th Record Year in Sucession Running like Clockwork

Total revenue in EUR mill.

Software in EUR mill.

+14%*

86.1

62.6

71.4

+21%

+15%*

56.0

54.6

+7%*

44.9

49.5

46.5

+20%

22.0

24.4

26.9

29.1 29.3

31.6

33.0

35.5

39.7

+8%*

18.8

20.1

21.8

23.9

27.0 30.2 34.6 39.4

12.9

14.6

16.0

16.8

17.8

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

EBIT in EUR mill.

Employees end of year

+11%*

26.2

+8%*

465 503

557

+11%

13.6

14.1

16.9

19.3

+36%

266

276

289

305

340

367

417

11.3

226

234

249

8.4

9.8

169

195

5.0

5.5

6.8

7.3

7.6

2.8

3.7

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

13%**

24%**

25%**

27%**

30%**

  • Strong sales and continued positive earnings development
  • Consistent ongoing investments in portfolio and technology
  • Long-termsecurity for our customers
  • Average growth rate
  • EBIT in % of total revenues

14 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

04 Top Key Figures Q4 2020

Total Revenue in EUR mill.

2018

2019

2020

16.9 19.8

17.0 20.9

17.8 20.5

14.5

14.9

15.9

27%

24.9

17.3 19.7

Software Revenue in EUR mill.

2018

2019

2020

28%

14.3

16.7

9.2 10.8 11.8

9.9 11.4 13.2

11.0 13.1

9.3 11.2

Q1

Q2

Q3

Q4

Recurring Revenue in EUR mill.

21%

2018

2019

2020

9.1

9.6

10.1

10.4

8.2

8.6

7.5

7.8

6.2

6.4

6.6

6.9

Q1

Q2

Q3

Q4

EBIT in EUR mill.

51%

2018

2019

2020

8.8

5.1

6.4

4.8

5.8

4.9

5.8

3.8

4.6

4.1

4.6

3.6

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

  • Accelerated revenue growth in Q4 2020
  • Continuous expansion of the share of recurring revenues

15 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

04 ATOSS Order Situation

Cloud ARR*: Quarterly development in EUR mill.

Orders on hand sw licenses in EUR mill.

2019

2020

+61%

2018

+70%

+50%

+

78%

13.3

+10%

10.6

+83%

11.5

+73%

9.8

+79%

8.3

9.1

+72%

7.7

8.3

6.3

5.5

5.5

4.8

3.5

4.2

3.2

Q1

Q2

Q3

Q4

2018

2019

2020

  • The strong demand for our cloud solutions and software licenses and provides an excellent basis for further development of ATOSS
  • Average cloud contract duration: 42 months
  • Average Churnrate**: ~4 percent
    * ARR (Annual Recurring Revenue) comprises the turnover generated by the company over the next 12 months on the basis of current monthly cloud usage fees applicable as of the qualifying date incl. Crewmeister; **Churnrate: calculated as contract terminations divided by total ARR

16 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

04 Capacity Utilization

Customer Services and Support

Consulting revenue in EUR mill.

Scenario: Agile Utilization of Consulting Capacity in %

Consulting

Hotline

18.0

14.9

82%

82%

18% 18%

2017 2018

+23%

24.4

19.9

84%

83%

17% 16%

2019 2020

Higher Volume New Customers

Lower Volume New Customers

~30%

50%50%

~70%

New customers

Existing customers

  • Strong order development and shift to existing customers ensures high utilization of ATOSS Consulting Capacity
  • Hotline services as another source of recurring revenues

17 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

05

Growth Strategy

LACOSTE | Retail

ATOSS Annual Report 2019

18 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

05 ATOSS Cloud Transformation

Growth Leading the Way for Increased Recurring Revenue (Model Projectory)

Revenue in EUR mill. and growth in % (YOY)

~160

+12-16%

+21%

~139

~120

~106

+15%

+14%

86.1

+10%

+10%

71.4

62.6

54.6

49.5

44.9

38%

40%

42%

45%

46%

38%

~95

51% ~55%

~72%

~68%

~61%

2015

2016

2017

2018

2019

2020

Non Recurring

Recurring

FP 21'

Proj. 22' Proj. 23' Proj. 24' Proj. 25'

19 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

05 ATOSS Cloud Transformation (accelerated Model as of 2021)

Growth Leading the Way for Increased Recurring Revenue (Model Projectory)

Software revenue in EUR mill. and growth in % (YOY)

~115

+14-18%

~97

23%

~83

2%

+20%

~73

9%

30%

+18%

~64

56.0

16%

+12%

+15%

+14%

46.5

24%

36%

29%

39.4

77%

34.6

31%

42%

27.0

30.2

34%

68%

37%

47%

47%

36%

37%

52%

55%

56%

42%

63%

60%

58%

29%

23%

17%

11%

3%

6%

1%

2015

2016

2017

2018

2019

2020

FP 21'

Proj. 22'

Proj. 23' Proj. 24'

Proj. 25'

Licences Maintenance Maintenance/Cloud* Cloud & Subscriptions

*depending on extent of transformation of existing on-premise customers into cloud and subscription customers

20 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

05 ATOSS continuously expands international footprint

to further develop service offerings for global customers

International Revenue Share increases from 15% to 25% by 2025

ATOSS Solutions currently in 46 countries (9 standard languages + easy dictionary function for entire solution)

ATOSS Strategy

  • Expand regional Sales & Service Hubs
  • Set Up International Strategic Partners (Hyperscaler, Solution Partner)

21 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

05 ATOSS - Growth Projections 2021 - 2025

Strong Growth and Margins while building Recurring Revenue

Guidance 2021

Total Revenue

> 95 EUR Mill.

EBIT Margin

> 27%

No visible impact of COVID-19 on the business

Projections 2021 - 2025

Total Revenue Growth

Increasing Share of

Recurring Revenue

from

p.a. 12-16%

>50 to >70%

Software Revenue

EBIT Margin from

Growth

p.a. 14-18%

>25 to >30%

22 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Thank You for Your Attention!

23 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Attachments

24 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Corporate Social Responsibility @ ATOSS Fields of sustainable activities

Responsibility as integral aspect of our corporate culture and business processes

Integrity and compliance

  • Prevention of discrimination, corruption, bribery, respect for human rights
  • Compliance Management System - acting in accordance with all laws, social guidelines and values

Environment

  • Energy & CO2 reduction
  • Conservation of resources

Customer and society

  • Data protection and data security
  • Customer satisfaction
  • Social and cultural activities

Employee

  • Recruitment and retention
  • Continuous training and learning
  • Health promotion and recreation
  • Diversity

25 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Corporate Social Responsibility @

ATOSS

Measures & Targets 2021

  • Implementation of CSR Organization
  • Development ATOSS CSR Strategy
  • Introduction of Key Performance Indicators of Corporate Responsibility (in accordance with the criteria of the German Council for Sustainable Development: German Sustainability Code (DNK))
  • Definition of Corporate Responsibility Targets
  • Preparation & publication of sustainability reporting according to legal requirements
  • Audit of the Corporate Responsibility Report 2021

26 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

The ATOSS Share

Dividend Policy

EPS* per 31. December in EUR

2.23

1.70

1.41

1.17

1.18

0.89

0.96

0.72

0.73

0.61

0.44

0.50

0.38

0.32

0.24

2006

2007 2008

2009 2010

2011 2012

2013

2014

2015

2016

2017

2018

2019

2020

Dividend* in EUR

2.75

Special dividend

Dividend

2.00

1.81

1.67

1.40

2.63

1.28

1.30

1.45

0.93

0.58 0.59

0.44

0.12 0.16 0.22 0.25 0.30 0.36 0.36 0.36 0.480.70

0.12

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

ATOSS stays true to its dividend policy with continuity to the previous year

* The previous year's figures have been adjusted due to stock split in 2020; Rounding up to 2 decimal places

27 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

The ATOSS Share

Development ATOSS Share 01/2010 - 12/31/2020

2600%

2600%

2100%

2100%

1600%

1600%

1100%

1100%

600%

600%

100%

100%

01.01.2010

01.01.2012

01.01.2014

01.01.2016

01.01.2018

01.01.2020

01.01.2020

01.05.2020

01.09.2020

01.01

ATOSS Software AG

DAXsubsector Software Performance-Index

SDAX Performance-Index

  • 01/01/2010 - 12/30/2020: ATOSS share grows by 2.501%* while the DAXsubsector Software Performance Index gains 305% and the SDAX Performance Index 316%
  • Sustained increase of shareholder assets
  • The ATOSS share offers additional upside due its dividend policy

* XETRA Closing price 01/01/2010 and 12/30/2020 - without integration of special dividend

28 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

The ATOSS Share

ATOSS Performance - Oracle, SAP, Workday 01/2010 - 12/31/2020

2100%

2100%

1600%

1600%

1100%

1100%

600%

600%

100%

01.01.2020

01.05.2020

01.09.2020

100%

Workday

SAP

Oracle

ATOSS

01.01.2010

01.01.2012

01.01.2014

01.01.2016

01.01.2018

01.01.2020

Workday

SAP

Oracle

ATOSS

Source: www.comdirect.de (ATOSS Software AG, SAP AG, XETRA; Oracle, Workday: Stock exchange Frankfurt)

29 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

03 Workforce Management in a Nutshell Efficiency via Highly Flexible Staff Deployment

ATOSS helps companies to have ...

the right employees,

with the right qualifications,

at the right time,

at the right place,

… cost optimised!

30 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Effects generated from ATOSS Projects

Cross-industry

-15%

-22%

-60%

Personnel costs with

Balance-sheet

Residual leave

the same number of

provisions

staff

-70%

-82%

+5%

Planning input

Overtime

Conversion rate

+11% Revenue

31 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

ATOSS Sales by Segment

Logistics

11%

Healthcare & Social Services

12%

Services 13%

14%

other

Production

26%

Retail - Fashion

20%

80%

Retail - Food, DIY, etc.

24% Retail

  • The three largest customers account for less than 10 percent of company's sales.

32 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Gartner study: Today, there is no single provider that can offer workforce management across all regions and segments

  • There is no single, homogeneous workforce management (WFM) software market. Markets have evolved by industry, geography, organization size […]. Gartner, Inc. (2014)
  • As of today, there is no provider that can offer workforce management with unlimited productivity on a global level
    International customers have to limit themselves to decentralised, regional solutions.

Need for change

33 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Regulatory scheme in mainland Europe requires different approach than in the US to be successful

T&A in mainland Europe is dominated by sheer endless number of rules & regulations

Differences in regulatory environment between Europe and US lead to very complex and individual legal frameworks in CE due to:

  • Strong unions and workers council
  • Extremely high individuality of company agreements
  • High regional diversity of collective labour agreements
  • By design, extensive room for interpretation of rules in Europe
  • tens of thousands of variations of legal requirements

Vendors without powerful rules engine fail in mainland Europe

Compliance with magnitude of requirements can only be accomplished by a generic, broad and very powerful rules engine and NOT by customer specific programming

  • Vendors who run T&A based on narrow, standardized rule framework and solve individualism through non-upgradable programming, shipwreck in the face of the diverse European rules and regulations

34 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Challenges for companies in the era of the coronavirus Five hurdles in opening the economy

  • Health Protection
  • Staff shortages
  • Disrupted logistics and cracks in the supply chains
  • Lack of orders and slow approval procedures
  • Financial bottlenecks

Source: Handelsblatt | 20.04.2020

35 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Challenges in the era of the coronavirus

ATOSS WFM solutions for companies during shut down and ramp up

High fluctuations in demand and personnel require effective and highly efficient digital solutions for demand-oriented personnel planning

How can digital workforce management help ?

  • Simple and legally compliant documentation of home office concepts
  • Legally compliant documentation and analysis of short-time working
  • Transparent and efficient management of more flexibility in personnel deployment and working hours/accounts
    • Simulation of ramp-up phases and appropriate shift/working time models
    • Personnel deployment reflecting volatility, health safeguards and other aspects of ramp up phases
    • Introduction of long-term accounts and flexible working time models for future fluctuations and their compensation
    • Annual holiday and capacity planning
  • Management of crisis-specific absences/reasons for absence

Strengthening cost efficiency and competitiveness

36 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Continuous Expansion of Personnel Capacities

557

465

503

79

74

417

73

110

367

59

340

87

95

305

53

276

289

47

71

269

58

162

247

42

47

55

226

234

44

149

39

46

115

125

195

35

36

42

43

100

169

37

35

39

92

29

34

38

35

71

71

74

82

40

35

68

70

71

206

58

156

172

180

185

49

120

119

130

130

146

68

83

94

105

51

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Administration

Sales & Marketing

Services

Development

  • Focused on development and services personnel.
  • The proportion of those two groups in terms of total personnel has increased by 7% from 2006 to 2020.

37 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Financial Highlights

Development over 14 Record Years

As of 12/2019

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Benchmark for Customer Satisfaction and Stability*

Receivables

Collection period

in EUR mill.

in days*

8,9

53

7,7

45

6.3

39

36

4.5

4.5

5.1

32

30

30

31

3.7

4.3

3.8

25

27

27

28

28

27

28

3.5

3.1

3.2

3.0

2.8

2.6

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Low volume of receivables and short collection

Value adjustments in kEUR

periods reflect good customer relations and well

structured business processes.

201

The extremely low value adjustments are

116

additional, impressive proof of the sound and

44

reliable business model.

16

15

27

19

25

11

11

0

7

9

8

8

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

* Financials 2020 unaudited

***Gross receivables : Gross sales x 365

39

© ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Balance Sheet Structure 2006 - 2020*

Assets in Mio. EUR

Equity & Liabilities in Mio. EUR

70

Non-current assets

68

70

Equity

58

68

60

58

60

Non-current liabilities

50

Current assets

47

21

50

Current liabilities

47

32

18

25

39

7

39

40

40

34

34

33

33

5

33

33

31

29

31

29

28

30

26

28

4

4

5

30

28

4

26

22

17

4

3

23

23

17

18

19

1

47

19

23

15

19

18

20

16

4

41

20

18

21

1

40

16

15

18

1

33

12

5

1

25

25

27

29

25

29

29

10

12

4

4

5

5

10

10

9

19

3

3

19

18

2

2

15

17

3

14

16

2 6

1 6

1

12

12

8

8

10

10

8

8

0

0

5

7

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

  • Sound structure of balance sheet
  • Assets: constant solid ratio between current and non-current assets
  • Equity & liabilities: high equity ratio (2020: 48 percent)

* Financials 2020 unaudited

40 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Cloud Transformation - Technical Approach

C1

C2

C3

C4

C5

Sunset!

Zero Downtime!

Feature Branches!

Service Architecture!

ATOSS World!

Micro/Macro

Services

41 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Results of Accelerated Cloud Transformation: Software Sales* Current base model vs. Accelerated Cloud Transformation model

  • Success in Cloud Transformation since 2015 sets the case for low Cash flow impact during accelerated cloud transformation.
  • Significant positive effect on future Cash flow opens margin and/or future investment opportunities
  • Assumption:
    • Effects for Cash flow will be similar to effects in sales
    • Investments in product rolled over at cost to sales ratio of 18% for R&D from 2021 onwards (2020e: 17%)
  • Software Licences, Maintenance and Cloud incl. Aloud ** without considering TVM (Time Value Money)

Difference CF per year (Mio EUR)**

31

24

17

11

5

-1

-3

-4

-5

-1

FP

FP

FP

FP

FP

FP

FP

FP

FP

FP

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

Difference CF accumulated (Mio EUR)

72

41

17

0

-1

-4

-9

-10

-14

-15

FP

FP

FP

FP

FP

FP

FP

FP

FP

FP

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

42 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

ATOSS Full Range Strategy

Crewmeister continues successful development

Highlights

  • Customers more than quadrupled in two years
  • New product features developed
  • High customer satisfaction

Key metrics

  • Av. Customer Acquisition costs (CAC*): 300 EUR
  • Av. Customer Lifetime Value (CLTV**): 1.150 EUR

Outlook

  • Continued growth of more than 100% p.a. expected
  • Ongoing increase in sales per customer expected (new product features)

CLTV/CAC-Ratio: 3.83

 Impact Covid 19:

Av. Monthly Churnrate***: 1.6%

Increase in Churn

Cloud Gross Margin: +70%

More agility in customer acquisition

Customer Development

Sales Development (TEUR)

Sales/Customer Ratio (EUR)

Av. growth rate

Av. growth rate

Av. growth rate

10.0%

10,000

3,200

28.1

29.0

+78.6%

23.8

25.4

+109.1%

21.6

6,700

18.0

1,800

4,100

970

2,541

502

550

1,300

80

200

2017 2018 2019 2020 Proj.

Proj.

2017 2018 2019 2020 Proj.

Proj.

2017

2018 2019 2020 Proj.

Proj.

2021

2022

2021

2022

2021

2022

  • CAC (Customer acquisition cost) (09/2020): cost of resources for the business in order to acquire a new customer. Customer acquisition cost involves sales and marketing costs. ** CLTV (Customer lifetime value) (09/2020): estimate of all the future gross profits to be accumulated from a relationship with a given customers
    *** Churnrate: Ratio, in the current year/month, of customer terminations (number) and the total number of customers (number) with an existing contract at the end of the year/month

43 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Disclaimer

The provision of presentations or recordings of webinars is exclusively for internal, business use. Presentations or recordings of webinars may only be passed on to third parties or reproduced with the prior written consent of ATOSS Software AG. The independent production of recordings as well as their subsequent transfer to third parties also requires the prior written consent of ATOSS Software AG.

All information contained in this presentation or webinar is provided without guarantee of accuracy, completeness or currency. Any contractual obligation and/or liability in connection with the presentation or webinar, including vis-à-vis third parties, is excluded.

ATOSS Software AG 2021

44 © ATOSS Software AG 2021 | Christof Leiber | Excellence in Workforce Management | 29.01.2021

Attachments

  • Original document
  • Permalink

Disclaimer

ATOSS Software AG published this content on 29 January 2021 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 29 January 2021 09:13:07 UTC.