1

Executing the WestconGroup strategy Investor overview

  February 2016

2

WestconGroup Team Introduction

• Management and strategic direction of the company’s top global vendor and partner relationships

• 20+ years executing channel, sales and partner initiatives around the world

• Led business development, solutions enablement and corporate marketing across the full portfolio and led WestconGroup’s global Cisco relationship

• Lead global finance, including operational support, budgeting/forecasting, accounting/controls, legal, procurement, risk management and lender relations

• Business partner orientation, corporate governance, risk management

• Extensive background in global financial management

• Lead the company’s cloud and data center businesses as well as all go-to-market, strategy and investment activity

• 20+ years experience leading strategic go-to-market initiatives for innovative IT services and business solutions providers

• Drive company’s strategic direction and overall management

• 20+ years business-to-business and channel leadership experience

• Track record of managing global organizations that couple premier technology-based solutions and services with strong operational capabilities

Dolph Westerbos Chief Executive Officer

(2014)

Cathy Jessup Chief Financial Officer

(2014)

Bill Corbin EVP, Global Sales &

Partner Management (2007)

Steve Garrou EVP, Solutions

Development & Strategy (2014)

3

End User

End Customer

MSPs & Telcos

OEMs/Vendors

Value Added Resellers

Telcos and Service Providers

System Integrators

IT supply chain and eco-system overview

Tier 1 Tier 2 Distribution

4

• Year two of plan

• Emerging markets have been challenging

• Harnessing a solid foundation

• Focusing on efficiencies and systems

• Improving customer experience and growing our base

• Building new solutions and revenue streams

Driving profitability improvement and creating new opportunities in a dynamic environment

5

Westcon-Comstor at a glance: specialization, global, balanced, growth

NA

37%

EU 33%

MEA

10%

LA 10%

APAC 10%

Region

$4.9B

180+

4,000

30

FY15 net revenue

Countries & territories shipped to on behalf of customers

Employees

Years

27 Logistics & stocking facilities

70+ Countries with physical presence

Networking 23%

Data Center/Other

17%

Unified Communication

and Collaboration (UCC) 26%

Security 34%

Reseller 67%

Systems Integrator

19%

Service Provider

14%

Customer type

Technology Practice

Global Customers = 10% revenue

Net Revenue FY16 December YTD

6 6

Executive Leadership Team

Lynn Murphy North America (1998)

Jeremy Butt EMEA (2012)

Otavio Lazarini LATAM (1998)

Wendy O’Keeffe APAC (2001)

Dolph Westerbos (2014)

Chris Leeming

Ops & Global Deployment

(2007)

Bill Corbin Global Sales & Partner Mgmt. (2007)

Cathy Jessup

CFO (2014)

Pedro Galatas Services

(1997)

Steve Garrou Solutions Dev. & Strategy (2014)

Adam Kuta CIO (2014)

7

Transforming IT distribution Our strategic priorities

GLOBAL SERVICES

SOLUTION PORTFOLIO

EFFICIENCY

PARTNER ENABLEMENT

CLOUD DISTRIBUTION

Streamline our tools and processes

to improve profitability and speed to market

Increase partners’ potential with effective programs that generate growth

Accelerate our partners’ transformation to cloud

with solutions to conduct digital business

Develop the most compelling solution offers in the channel

Extend our partners’ reach through a broad suite of

logistics, financial, technical and business operations services

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Financial performance and our drive for efficiencies

9

Historical financial performance

$3 184 $3 720 $3 822 $4 065

$4 855

$4 066 $4 191

FY11 FY12 FY13 FY14 FY15 FY15 YTD FY16 YTD

Net revenue growth

FY16 December YTD net revenue growth

(10%) 10%

11%

6%

(6%)

3%

North America

Latin America

Europe

Middle East & Africa

Asia Pacific

Consolidated

As reported Constant currency (see note 2 in legal notice slide 26)

(12%)

12%

16%

13%

11%

0%

10

Historical financial performance

Historical EBITDA

$105

$133

$117

$91

$125

$56 $52

FY11 FY12 FY13 FY14 FY15 FY15 H1 FY16 H1

35

27

Feb-14 Feb-15

NWC days

• FY16 impacted by:

– Angola FX

– BPO transition costs

– Weak emerging markets

– General slowdown in H2

• Successfully managing the balance sheet:

– NWC days continue to improve

– Improved DIO; DPO

– DSO stable

11

Our key objective is to improve margins

• Centralizing and outsourcing transactional work (BPO)

• Consolidating businesses, management, processes and locations

• Creating better tools for automation, self service, customer experience

• Prioritizing investments: IT, Cloud, Services

• FY17 cost reductions:

‒ Africa, Brazil restructurings (late FY16)

‒ Corporate overhead reductions

‒ Constricting SG&A growth

‒ T&E cutbacks

2.3%

FY14

3.5%

GP% protection, shifting mix to

Services and other higher GP offerings

SG&A leverage on base business

SG&A efficiency through BPO, shared

services and IT

EFFICIENCY

12 12

EFFICIENCY Utilizing IT to streamline business operations

• Creating a technology foundation by completing SAP

• Enabling a better user experience through automation and self service

• Providing new capabilities around services and cloud

SAP Global ERP Foundation

Digital Transformation

CRM, e-commerce & order management automation

FY18 FY13

Canada US

NZ Singapore

AU

FY17

NA

Africa

LATAM

LATAM

Europe

APAC (6 countries)

Finish APAC (7 countries) Middle East

EMEA

FY15

APAC

FY16

Technical upgrade

13 13

Standardizing processes and driving efficiencies through business process outsourcing (BPO)

Objective:

• Consolidate back office activities (such as order processing, accounting and credit services) with BPO provider GenPact in low-cost locations

Results:

• Standardized processes

• Scalability

• Increased commercial focus

• Reduced cost

EFFICIENCY

FY16 FY17 FY18

EMEA APAC

NA LATAM

Transformation virtually complete

with no major issues

14

Building strong global relationships

SOLUTION PORTFOLIO

PARTNER ENABLEMENT

15 15

Global vendors

• Focused on 15 market leaders

• Dedicated vendor management

• Global strategy and approach

• Regional alignment and execution

• Vendor service integration

SOLUTION PORTFOLIO

Global customers

• Comprehensive strategy for global system integrators and service providers

• Global contract, business plans and credit services

• Technical and market expertise

• Alignment with global vendors

• Service portfolio integration

PARTNER ENABLEMENT

Differentiated global relationship management strengthens partnerships, enhances market share and protects margins

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Strong growth momentum with our global partners SOLUTION PORTFOLIO

Total Y/Y global customer growth: 24%

Figures based on December YTD gross sales

Ra

nk

ing

Global

Customers FY16 Y/Y Growth

<0% 0-5% 5-20% 20-50% >50%

New FY16

New FY16

New FY16

Global Vendors

Global Disti Rank

FY16 Y/Y Growth

<0% 0-5% 5-20% 20-50% >50%

#2

#1

#1

#1

#1

#2

#1

#1

#2

#1

#2

#1

Total Y/Y global vendor growth: 9%

17

“All in” strategy starts our engagement at the beginning of the profit curve and provides global scale for emerging software vendors

Vendor value

• Aligns business plans, commitment and investment

• Provides global relationship management and alignment

• Drives global expansion, channel development and scale

Westcon-Comstor value

• Accelerate incremental revenue and market share

• Gain “first mover” competitive advantage

• Enhance and complement our core technologies

PARTNER ENABLEMENT

18

Accelerate profitability and differentiation

through services and cloud

GLOBAL SERVICES

CLOUD DISTRIBUTION

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Managed Services

Professional Services

Support Services

Supply Chain

Services

Global Deployment

Services

Financial Services

Education Services

Business Operations

Services

343 TECHNICAL ENGINEERS

GLOBAL SERVICES

TOTAL TECHNOLOGY CERTIFICATIONS

2,175

68

TRAINING ROOMS

Services extend our partners’ portfolio and create deeper integration

10 GLOBAL SUPPORT CENTERS

LOGISTICS & STOCKING FACILITIES 27

20 20

Services accelerate our profitability

Improve the shape of our business

33% gross margin

GLOBAL SERVICES

$60M revenue

~20% CAGR over 3 years

FY16

21

Westcon-Comstor will enable the channel to capitalize on the cloud opportunity

CLOUD DISTRIBUTION

Source: Cisco Global Cloud Index, 2013-2018

2013 2019

$3.72T $3.68T

$0

IT spend driven by cloud IT spend based on legacy

$900B+ Amount our customers will spend on technology driven by cloud over the next three years

Source: IDC Worldwide Predictions 2015: Accelerating Innovation on the 3rd Platform

23% CAGR

3% CAGR

$370B

Vendors

• Reach new markets

• Facilitate transition to cloud

• Educate and enable

• Aggregate and integrate with complementary products

• Achieve better visibility and insight

Customers

• Simplify buying process

• Facilitate transition to cloud

• Leverage education, enablement and support

• Configure and deliver hybrid solutions

• Streamline business operations

22

Logistics, analytics, enablement and a channel-centric platform drive value for cloud service providers and resellers

CLOUD DISTRIBUTION

Complete solution

License management (physical, digital or hybrid)

Logistics and service delivery expertise (enables engagement with the “long tail”)

Extend reach and boost portfolio for partners

Hybrid distribution

Business operation services

Marketing and service support

Bundles, credit and logistics

Consumption-based billing

Service management automation

Retain and improve relevancy

Partner enablement

Cloud Service Provider

23

CLOUD DISTRIBUTION

NA

LA

EU

MEA

APAC

Our portfolio blends Westcon-Comstor traditional vendors and cloud innovators

$60M Revenue

FY16

24

• Year two of plan

• Emerging markets have been challenging

• Harnessing a solid foundation

• Focusing on efficiencies and systems

• Improving customer experience and growing our base

• Building new solutions and revenue streams

Driving profitability improvement and creating new opportunities in a dynamic environment

25

26

LEGAL NOTICE

1) This presentation contains certain historical financial information relating to WestconGroup (“Westcon” and “Westcon-Comstor”) which

has been consolidated into financial statements of Datatec Group (“Datatec” or the “Group”). Such financial information up to the year

ended 28 February 2015 has been the subject of audit by the Group’s external auditors. Information relating to the current year

ending 29 February 2016 (including information consolidated in Datatec’s Interim Results to 31 August 2015 and information published

in the Group’s Interim Management Statement covering the ten months ended 31 December 2015) has not been audited or reported

on by the Group’s external auditors.

2) The pro forma constant currency information on page 9, which is the responsibility of the Datatec directors, presents the impact of

changes in foreign currency exchange rates on Westcon’s revenues as reported in US dollars. This information is for illustrative

purposes only and because of its nature, may not fairly present Westcon’s revenues. This information has not been audited or

reported on by the Group’s external auditors.

To determine the revenues in constant currency terms, the current financial reporting period’s monthly revenues in local currency have

been converted to US dollars at the average monthly exchange rates prevailing over the same period in the prior year. The calculation

has been prepared for each of Westcon’s currencies, materially being that of the British Pound, Euro, Brazilian Real, Australian

Dollar, Canadian Dollar, Singapore Dollar, Mexican Peso and South African Rand.

3) This presentation may contain statements regarding the future financial performance of Westcon and the Group which may be

considered to be forward-looking statements. By their nature, forward-looking statements involve risk and uncertainty, and although

the Group has taken reasonable care to ensure the accuracy of the information presented, no assurance can be given that such

expectations will prove to have been correct. The Group has attempted to identify important factors that could cause actual actions,

events or results to differ materially from those described in forward-looking statements, there may be other factors that cause actions,

events or results not to be as anticipated, estimated or intended. It is important to note, that:

• forward-looking statements indicate the Group’s expectations and have not been reviewed or reported on by the Group’s

external auditors;

• actual results may differ materially from the Group`s expectations if known and unknown risks or uncertainties affect its

business, or if estimates or assumptions prove inaccurate;

• the Group cannot guarantee that any forward-looking statement will materialize and, accordingly, readers are cautioned

not to place undue reliance on these forward-looking statements; and

• the Group disclaims any intention and assumes no obligation to update or revise any forward-looking statement even if

new information becomes available, as a result of future events or for any other reason, other than as required by the JSE

Limited Listings Requirements and / or AIM rules.

27

• Responsible for strategic direction and overall management

• 20+ years business-to-business and channel leadership experience

• Track record of managing global organizations that couple premier technology-based solutions and services with strong operational capabilities

Experience:

• Group President of Asia Pacific and EMEA, CHEP – Brambles

• VP of Solutions and Services for EMEA, Dell

• 12 years with ModusLink, serving as President – EMEA, SVP Inter-national Operations – Asia and Europe, VP Worldwide Sales & Marketing, CIO, among others

Education:

• B.A. in Business Administration from Maastricht Hotel Management School in the Netherlands

• M.S. in Management from Stanford University’s Graduate School of Business

WestconGroup Team Introduction

• Responsible for the management and strategic direction of the company’s most critical partner relationships worldwide

• 20+ years executing channel, sales and partner initiatives around the world

• Led business development, solutions enablement and corporate marketing across the full portfolio and led Westcon-Comstor’s global Cisco relationship

Experience:

• Founder and Managing Partner at RedCard Solutions

• CEO at Network Catalyst

• CEO and Chairman of nVision Software

Education:

• B.A. in Communications from California State University, Fullerton

• Responsible for the global finance function, including operational support, budgeting/forecasting, accounting/controls, legal, procurement, risk management and lender relations

• Business partner orientation, corporate governance, risk management

• Extensive background in global financial management

Experience:

• CFO, Pitney Bowes Services

• CFO of North America at Diageo Plc.

• Corporate CFO, The Topps Company

• Cathy also held a range of finance positions at PepsiCo, Inc.

Education:

• B.A. in Russian Studies from Duke University

• MBA in Finance from Indiana University

• Responsible for leading the company’s cloud business, new solutions development in areas such as IoT and Services, as well as strategy and investment activity

• 20+ years experience leading strategic go-to-market initiatives for innovative IT services and business solutions providers

Experience:

• VP of Global Solutions Management, CenturyLink Technology Solutions

• Director, IT Outsourcing Strategy and Portfolio Management, Unisys

• Director, Offer Management and Marketing, AT&T Solutions

Education:

• B.S. in Economics and an MBA in Finance and Marketing from the University of Tulsa

Dolph Westerbos Chief Executive Officer (2014)

Cathy Jessup Chief Financial Officer (2014)

Bill Corbin EVP, Global Sales & Partner Management (2007)

Steve Garrou, EVP, Solutions Development & Strategy (2014)