#1ACCELERATING GROWTH CAPITAL MARKETS DAY 17 December 2020 *****#2CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING STATEMENTS This presentation contains statements that are, or may be deemed to be, "forward-looking statements". Forward-looking statements give the Group's current expectations or forecasts of future events. An investor can identify these statements by the fact that they do not relate strictly to historical or current facts. They use words such as 'anticipate', 'estimate', 'expect', 'intend', 'will', 'project', 'plan', 'believe', 'target' and other words and terms of similar meaning in connection with any discussion of future operating or financial performance. Other than in accordance with its legal or regulatory obligations (including under the Market Abuse Regulations, UK Listing Rules and the Disclosure Guidance and Transparency Rules of the Financial Conduct Authority), the Group undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise. Investors should, however, consult any additional disclosures that the Group may make in any documents which it publishes and/or files with the US Securities and Exchange Commission (SEC). All investors, wherever located, should take note of these disclosures. Accordingly, no assurance can be given that any particular expectation will be met and investors are cautioned not to place undue reliance on the forward-looking statements. Forward-looking statements are subject to assumptions, inherent risks and uncertainties, many of which relate to factors that are beyond the Group's control or precise estimate. The Group cautions investors that a number of important factors, including those in this presentation, could cause actual results to differ materially from those expressed or implied in any forward-looking statement. Such factors include, but are not limited to, those discussed under Item 3.D 'Risk factors' in the Group's Annual Report on Form 20-F for FY 2019 and any impacts of the COVID-19 pandemic. Any forward-looking statements made by or on behalf of the Group speak only as of the date they are made and are based upon the knowledge and information available to the Directors on the date of this presentation. Nothing in this presentation should be construed as either an offer to sell or a solicitation of an offer to buy or sell WPP securities in any jurisdiction, or be treated or relied upon as a recommendation or advice by WPP. The views expressed in this presentation contain information that has been derived from publicly available sources that have not been independently verified. No representation or warranty is made as to the accuracy, completeness or reliability of the information. This presentation should not be relied upon as a recommendation or forecast by WPP. 2#3WPP IS A CREATIVE TRANSFORMATION COMPANY#4WE SERVE MANY OF THE WORLD'S MOST SUCCESSFUL COMPANIES CPG/PREMIUM Unilever Nestle MARS BAT A BETTER TOMORROW adidas COLGATE-PALMOLIVE P&G L'ORÉAL TECHNOLOGY/MEDIA Microsoft Google WPP'S TOP 20 CLIENTS COMCAST DELL HUAWEI PHARMA AND HEALTHCARE gsk Pfizer Johnson & Johnson AUTOMOTIVE mazda Ford WPP 4#5WE HAVE MANY OF OUR INDUSTRY'S MOST POWERFUL AND RESPECTED BRANDS GLOBAL INTEGRATED AGENCIES CREATIVE AGENCIES AKQA GREY VMLY&R mlm .…..…... HOGARTH Ogilvy WUNDERMAN THOMPSON MEDIA AGENCIES MINDSHARE Wavemaker MEDIACOM essence. PR & PUBLIC AFFAIRS bcw FINSBURY GLOVER HERING Hill+Knowlton Strategies SPECIALIST COMMUNICATIONS LANDOR & FITCH superuion gtb WPP 5#6GLOBAL REACH AND SCALE IN GROWTH MARKETS NORTH AMERICA 37%¹ 19,000 United States 1. % FY19 Revenue less pass-through costs Figures in chart are headcount at Q3 20 4,000 10,000 2,000 WESTERN EUROPE 33%¹ SKR 2,000 7,000 2,000 REST OF WORLD 30%¹1 8,000 6,500 WPP 6#7SIGNIFICANT STRENGTHS IN A TECHNOLOGY-DRIVEN WORLD c.$30B Annual GMV over WPP-installed commerce platforms c.40% of media billings are digital 1. H1 20 figure 2. YTD Sep-20 Working on ecommerce with 76 100 clients 25% Of net sales attributable to clients in TMT sector² 1.6B Audience pool updated for planning and activation daily >20k Accreditations in 2020 across technology partners¹ $10B Top 3 Global partner to Adobe and Salesforce in marketing tech Client billings across Google, Amazon and Facebook WPP 7#8OUR PURPOSE IS TO USE THE POWER OF CREATIVITY TO BUILD A BETTER FUTURE FOR OUR... PEOPLE 30% Club GROWTH THROUGH DIVERSITY The Valuable 500 2019 Bloomberg Gender Equality Index PLANET AD GREEN where low impact counts NEW PLASTICS ECONOMY TCFD RE 100 TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES CLIENTS Courage is beautiful COMMUNITIES World Health Organization www.WHO.INT PADA WPP 8#9ACCELERATING GROWTH PROGRESS SINCE DECEMBER 2018 ACCELERATING OUR GROWTH • THE MARKET ● • WPP'S STRATEGY • BUILDING OUR CULTURE ● • FINANCIAL PLAN Q&A C#10PROGRESS SINCE DECEMBER 2018#112018: THE SITUATION SLOWING GROWTH CLIENT ISSUES ORGANISATIONAL COMPLEXITY UNSUSTAINABLE FINANCIAL MODEL Negative growth for 4 quarters No growth in USA since Q4 2016 • 5 or 6 out of 6 peers in relative growth ● ● ● • No common WPP vision, culture or purpose ● 9 separate creative or digital networks • At least 500 brands Largest client under review $4 billion of client business being pitched ● Lack of capital allocation discipline Dividend close to 60% of earnings • Debt approaching £5 billion. ● WPP 11#12WHILE MEDIA AND DIGITAL PERFORMED WELL, OUR CREATIVE AGENCIES STRUGGLED RELATIVE GROWTH OF MAJOR AGENCIES (CONSTANT CURRENCY NET SALES GROWTH, INCLUDING M&A) 5 yr CAGR to 2014 25% 20% 15% 10% 5% 0% -5% -10% 12.0% 22.9% 6.8% 3.0% 3.8% 1.0% 7.5% 7.5% 5.9% 5 yr CAGR to 2019 3.0% -3.5% -1.5% -4.9% BASIS OF PREP: All agencies exclude GTB and the effect of material intra-group transfers. Ogilvy excludes Geometry. All agencies include Hogarth. -2.4% MEDIA GroupM DIGITAL VML Wunderman CREATIVE JWT Ogilvy Y&R Grey WPP 12#13GROUPM HAS DELIVERED BOTH GROWTH AND MARGIN GROUPM MARGIN VS DIGITAL SHARE OF MEDIA MARKET OPERATING MARGIN 17% 2011 20% 2012 22% 2013 26% 31% 2015 2014 Share of digital in advertising market BASIS OF PREP: Headline OP GroupM excludes GTB, includes Hogarth SOURCE: GroupM 'This Year Next Year' report total advertising spend exc. political advertising in US 35% 2016 40% 2017 -Group M operating margin 46% 2018 52% 2019 60% 50% 40% 30% 20% 10% 0% DIGITAL SHARE OF MEDIA MARKET WPP 13#14IN DECEMBER 2018, WE SET OUT FIVE STRATEGIC OBJECTIVES VISION AND OFFER SIMPLER STRUCTURE CREATIVITY PEOPLE AND CULTURE DATA AND TECHNOLOGY WPP 14#15WE EXPANDED OUR OFFER INTO FASTER-GROWTH AREAS COMMUNICATIONS COMMERCE EXPERIENCE TECHNOLOGY $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $- GLOBAL MARKETING EXPENDITURE 2019 ● $873B 168 705 $508B 454 Communications Experience 54 $250+B ~200+ Commerce Addressable Not currently addressable 25 $151B 88 Technology 63 NOTES: Source for addressable spend all IDC, apart from Communications (GroupM/WPP) Sources for non-addressable spend: Communications GroupM; Experience - IDC CX Spending Guide 2019; Commerce - - estimate based on Experience ratios; Technology - WARC/BDO "Martech 2020 and beyond" (October 2019) WPP 15#16WE RENEWED OUR COMMITMENT TO CREATIVITY Laura Jordan Bombach Keith Cartwright Noel Cottrell Marcos Kotlhar Debbie Vandeven Danilo Boer Taras Wayner Walter Geer Justine Armour CANNES LIONS effie AWARDS Holding Company of the Decade Pencils won by eight creative agencies PRovoke Most Effective Holding Company 2012-2020 WARC No.1 Media Holding Company 3 years running 89 awards in 2019; top CLIO honours to Ogilvy and AWARDS AKQA BCW no.1 in 2020 Global Creative Index WPP 16#17WE HAVE RADICALLY SIMPLIFIED OUR STRUCTURE FROM 25 networks 65+ speciality businesses 500+ brands 10,000 people in campuses 100+ local office mergers ACTIONS TO 10 networks <40 speciality businesses 220 brands 38,000 people working from 20 campuses >£3.5bn raised from 60+ disposals 80+ business unit closures WPP 17#18OUR CLIENT SATISFACTION HAS SYSTEMATICALLY IMPROVED WPP CLIENT SATISFACTION 7.3 2018 H1 7.4 2018 H2 7.7 2019 H1 SOURCE: WPP Vantage; 2.4K-59K+ client responses per period; scores out of 10 7.7 2019 H2 7.8 2020 H1 8.1 COVID (April-Aug) WPP 18#19WE HAVE WON AND RETAINED MAJOR CLIENTS 2020 NEW BUSINESS LEAGUE HOLDING GROUP RANKING Global Oct 2020 R3 WORLDWIDE RANK OCTOBER 1 2 3 4 LO 5 HOLDING GROUP WPP Publicis Groupe Omnicom Dentsu Interpublic Walgreens Boots Alliance Alibaba Group 阿里巴巴集团 ESTIMATED CREATIVE YTD REVENUE (USD $M) 286.9 109.1 114.8 107.6 93.8 M novo nordisk DISCOVER ESTIMATED MEDIA YTD REVENUE (USD $M) 269.6 148.6 141.3 77.3 69.3 (intel) DURACELL® ESTIMATED OVERALL YTD REVENUE (USD $M) 556.6 257.7 256.1 185.0 163.2 W W Uber % AS OF 2019 REVENUE Hasbro HSBC 3.3% 2.2% 1.7% 1.9% 1.6% NO. OF WINS 1,590 itv 659 778 898 442 Unilever WPP 19#20TOGETHER, IMPROVED OUR RELATIVE PERFORMANCE WPP VS. AVG ORGANIC GROWTH % BY QUARTER, 2016-2020 WPP vs. AVG ORGANIC GROWTH - GLOBAL % BY QUARTER, 2016-2020 4% 2% 0% -2% -4% -6% -8% -10% -12% 0.8% 1.9% 2.1% -1.3% 1.2% 2017 -2.2% -1.8% -5.4% -3.3% -4.3% -6.2% -7.3% 2019 - -10.0% -6.1% - USA -4.0%4.1% 2.1% -2.5% 2016 2018 2020 BASIS OF PREP: USA includes Dentsu 'Americas'. Dentsu does not disclose USA alone prior to Q3 2019. SOURCE: Company reports 1.7% 4% 2% 0% -2% -4% -6% -8% -10% -12% 0.3% -0.1% -1.0% 7% 1.0%1.3%1.3% -0.7%. -0.6% -1.4% -2.2% -3.1% -3.8% 0.3% -2.3% -3.7% -1.1% 1.0% -1.5% 1.4% WPP 20#21WE ENTER 2021 HAVING MADE SIGNIFICANT PROGRESS- MUCH OF IT DURING COVID ● Improved organic growth performance o Growth ex-China pre-COVID Above peer group in last two quarters o 3 out of 6 with the ambition to go further Stronger client performance o 15 of top 30 clients grew in Q3 o Business at risk at low levels throughout 2020 o Industry-leading new business performance Improved financial position o Net debt down to £2.3 billion at Q3 Taken action during COVID to be ready for 2021 o Continued to attract top talent o Responded rapidly on cost o Positioned WPP for the future: AKQA Group, VMLY&R Commerce, Finsbury Glover Hering WPP 21#22ACCELERATING OUR GROWTH: THE MARKET#23COVID IS ACCELERATING EXISTING TRENDS 1 Growing importance of purpose and reputation 2 Technology reshaping old consumer models mass media, bricks & mortar - with new expectations of personalisation & immediacy - X 3 Collision of communications, content and commerce, powered by data and technology 4 CMOS are becoming Chief Growth Officers requiring new skills and support m 5 Marketing value chain is evolving with disruptive entrants and operating models WPP 23#24CONSUMERS EXPECT MORE FROM COMPANIES 25X85% BELIEVE BRAND VALUE for brands perceived as having a high positive. impact on society¹ brands should be about something more than profit² P&G NOW IS THE TIME TO TAKE ACTION. #SCIENCE WILL WIN! 1. Kantar Purpose 2020 Report 2. Generation Z: Building a Better Normal, Wunderman Thompson Intelligence, Dec-20 3. The State of Consumer Spending: Gen Z Shoppers Demand Sustainable Retail, Jan-20 4. Bank of America Gen Z Primer Gen Z Pfizer 62% PREFER to buy from sustainable brands3 Gen Z 90% BELIEVE companies have an environmental and social responsibility4 Gen Z WPP 24#25DIGITAL IS NOW THE DOMINANT MEDIUM MEDIA SPEND BY MEDIUM ($M) 300,000 250,000 200,000 150,000 100,000 50,000 US 63% DIGITAL 2012 2020 2024 CHINA 90% DIGITAL 2012 2020 2024 SOURCE: GroupM, The Advertising Association/WARC, IAB, Company Reports. UK 72% DIGITAL 2012 2020 2024 Digital TV ■ Other 2012 BRAZIL 2020 53% DIGITAL 2024 INDIA 2012 2020 37% DIGITAL 2024 WPP 25#26ECOMMERCE HAS ACCELERATED DRAMATICALLY ECOMMERCE AS % OF RETAIL SALES 35 30% 25% 20% 15% 10% 5% 15% 9% 2017 16% 10% 2018 18% 11% 2019 20% 12% Q1 20 UK US 31% 16% Q2 20 27% 14% Q3 20 SOURCE: US Consensus (Nov-20) and ONS Internet retail sales (UK). Q3 20 represents preliminary estimates. Garnier SkinActive Micellar Cleansing Water, 700 ml Visit the Gamier Store Climate Pledge Friendly A Amazon's Choice for icelar cloansing water 5 GARNIER SKINACTIVE - 6,070 ratings | 24 answered questions Micellar Cleansing Water Style Name: Face and Eye Make-up Remover and Cleanser S C4.65 (1,16/100 mij 10 options from 70- 400 (1.00/100 mil 7 options from ^^^ 63 15.00 (0.71/100 14 options from £4.20 amazon • All-in-one micellar solution for perfectly cleansed and purified skin in a single step, specially designed for all skin types, even sensitive skin Impurities, dirt, and make-up remnants are trapped without rubbing thanks to micelles known for their cleansing properties • Dirt, impurities and makeup are lifted from the skin by micelles that act like tiny magnets and deep cleanse your skin Soak a cotton pad with Micellar water and gently wipe face, eyes and lips to cleanse your skin. No rinsing required • Contents: 1 x Garnier SkinActive All-In-One Micellar Solutions, 700 ml L'ORÉAL No7 Soak a Cotton pad GUTEN EVEN FOR SENSITIVE SKIN ✔ Micellar Cleansing Water REMOVES DIRT & IMPURITIES LIKE A MAGNET Remover Make-Up Cleanse: Soother mm GARNIER SIGNACTIVE All-in-one Micellar Water Harkin GARNICH WUNDERMAN THOMPSON WPP 26#27STREAMING SERVICES AND SOCIAL VIDEO ARE EXPLODING GLOBAL SVOD SUBS¹ 1.2BN By 2025 TIKTOK APP DOWNLOADS >2BN TikTok ✔ Worldwide 1. Digital TV Research SUBSCRIBERS TO DISNEY+ >230M By 2024 Disney + UNIQUE CREATORS STREAMING ON TWITCH 6M+ Monthly twitch HOURS OF VIDEO WATCHED ON YOUTUBE DAILY 1BN YouTube MONTHLY AD-SUPPORTED VIEWERS ON HULU >92M hulu WPP 27#28CLIENT SPEND IS HOLDING UP 14 12 10 8 6 4 2 O What percentage of your company's total revenue is allocated to its total marketing expense budget? 10.2% 2014 11.4% 2015 12.1% 2016 11.3% 2017 11.2% 2018 10.5% 2019 11.0% 2020 BUT IT IS SHIFTING SOURCE: 2020 Gartner CMO Spend Survey n = 328 (2020); 342 (2019) N.America/U.K. Respondents; 618 (2018); 350 (2017); 375 (2016); 424 (2015); 363 (2014) 68% of CMOs expecting martech budget increase Spend on marketing technology now exceeding traditional agency fees Digital will be 61% of global ad spend in 2021 TV will be 18% of UK ad spend in 2021 WPP 28#29OUR GROWTH OPPORTUNITY IS IN DIGITAL COMMUNICATIONS AND IN EXPERIENCE, COMMERCE AND TECHNOLOGY SPEND $BN $400 $350 $300 $250 $200 $150 $100 $50 $0 $281B 52 21 45 163 2017 ■Communications SOURCE: All IDC, apart from Communications (GroupM/WPP) $310B 63 25 54 168 ~48% digital 2019 ■ Experience Commerce $368B 84 33 75 175 ~59% digital 2024F Technology CAGR (21-24F) 5.6% 9.8% 9.8% 10.9% 1.3% WPP 29#30COFFEE BREAK EXTRAORDINARY AWARDS 5 MINS#31ACCELERATING OUR GROWTH: WPP'S STRATEGY#32WPP'S GROWTH STRATEGY COMPANIES SCALED CAPABILITIES Strong, growing brands ACCELERATING OUR GROWTH To deliver scale in production, data and technology CLIENTS Partner to the world's leading companies CULTURE To be the employer of choice for all COUNTRIES Scale in the markets of the future GROUP-WIDE TRANSFORMATION To provide an efficient and effective platform to fund investment CAPITAL ALLOCATION: To provide sustainable returns to our shareholders WPP 32#33COMPANIES: OUR GROWTH PLATFORMS 8% PR 12% 35% Media Specialist Comms 80% Global Integrated Agencies¹ 1. Includes AKQA and Geometry, previously in Specialist Comms 45% Creative CREATIVE WUNDERMAN AKQA GREY THOMPSON VMLY&R Ogilvy MEDIA essence. MINDSHARE MEDIACOM Wavemaker PUBLIC RELATIONS bcw FINSBURY GLOVER HERING ■ HXK Hill+Knowlton Strategies SPECIALIST COMMS superuion LANDOR & FITCH gtb ● Digital communications Healthcare Ecommerce and experience • Marketing technology Production ● ● ● ● GROWTH PLATFORMS New business models: Xaxis and Finecast • Data and technology ● Digital media: Search, social and programmatic ● Purpose and reputation Sustainability Digital and social media Brand experience and identity ● • Specialist services WPP 33#34VMLY&R DEMONSTRATES BENEFITS OF INTEGRATION VMLY&R QUARTERLY LFL NET SALES GROWTH 20.0% 15.0% 10.0% 5.0% 0.0% -5.0% -10.0% -15.0% Q116 XVML BASIS OF PREP: All agencies excluding GTB and Hogarth. 9170 ALLO one case Quie cu car Y&R mfum Q317 -VML Q417 Q118 Y&R Q218 318 0418 -VMLY&R Q119 Q219 Q319 Q419 XVMLY&R Q120 Q220 Q320 WPP 34#35CREATIVE AGENCIES: EXCELLENCE IN DIGITAL COMMUNICATIONS THE WHAT TO BUY THE ON-FLEEK-BEAUTY-KWEEN, WHATEVER THAT MEANS Bootique некувную AUCAZA ASEASZA florence Boots Boots.com page views +95% YOY THE WHAT TO BUY THE PERSON WHO LOVES WORKING OUT ALMOST AS MUCH AS THEY LOVE TALKING ABOUT IT Bootique +++++ WHEY Boots Social impressions +687% YOY THE WHAT TO BUY THE PERSON WHO'S 100% VEGAN WHEN YOU'RE 100% CLUELESS Bootique DIXI Walgreens Boots Alliance 223% HONEST PARANG Boots Return on ad spend over benchmark Ogilvy WPP 35#36CREATIVE AGENCIES: EXPANSION INTO ECOMMERCE New category entrants across three global brands vype DIE MUST-HAVES FÜR DEINE VYPE PRODUKTE Found 19 JETZT ENTDECKEN VIEL BESTELLEN. WENIGER ZAHLEN. UN REGALO PERFECTO UN REGALO PERSONALIZADO VYPE EPOD CON TU NOMRE GRABADO A LASER GRATIS POR LA COMPRA DE DEVICE CREA NEU vype / Germany 00000 MARIA vype / Columbia vype vype One of the world's largest roll-outs of Adobe's B2C commerce platform VELO OUR PRODUCTS DOUBLE UP ON VELO+ POINTS LYFT FREE VELO / United Kingdom LYFT-Sma, vitet och innovation anena matikis GET THE HOLIDAY MOOD lyn / United Kingdom O Zestaw startowy glo™ Hyper Ten produkt tytoniowy sakode zdrowiu i powoduje uzależnienie commerce sites 10 launched so far glo glo / Italy Udoskonalone podgrzewanie tytoniu glo / Poland BAT 59 glo Ten produkt tytoniowy szkoda zdrowiu i powoduje uzalenienie A BETTER TOMORROW WUNDERMAN THOMPSON WPP 36#37CREATIVE AGENCIES: BUILDING NEW EXPERIENCES SEL Estimated MS Available Not Including $7,500 Key Fe 18" Alumin Next Generation SY Navig Phone 10.2" Digital Cluster Ford Co-Pilot360™ 2.0 + LED Lights and Sequer Order <SELECT DEALER Tad 230 miles $43.895 Q Search 5 Ford 0101 SELECT BATTERY STANDARD Ford Privacy Policy COLOR RAPID RED Ford COLOR RAPID RED DISCLOSURES INTERIOR EXTERIOR INTERIOR LEATHER/RED Order PACKAGES www. INTERIOR Terms Conditions O ESTIMATED MS $43.895 FINANCE EXTERIOR COLOR Rapid Red Metallic Clear 5400 PACKAGES NONE Carbanized Gray Space White Star White Metallic T Coat $600 RESERVE > Shadow Black Interior Infinite ve Metallisted 5400 can Popular Electric Vehicles Ranger Explorer BAPID RED 50 LIFORNIA RT.1 EDITIO INTERIO LEATHER/RED EXTERIOR PARTIAL LEATHER TRIM WITH RED STITCHING More Details O Targeted EPA-Est sange of at least Packages FINANCE INTERIOR 1ST ONLINE RESERVATION PLATFORM PACKAGES Included > 300 miles 500K VISITORS IN FIRST 24 HOURS AFTER LAUNCH 23 MILLION CUSTOMERS HAVE VISITED BRONCO PAGES $2,400 tff 2021 eral Tax Credit Plus RESERVE > Aero Inserts Badging ss Roof Folding Mirrors era 2.0 & A Ford eCommerce Reserve Your Bronco Reserve now to secure your Bronco, Beginning in December 2020, you will be able to convert your reservation to an order with your preferred Ford Dealer. In early 2021, your Ford Dealer will be able to provide an approximate date for the delivery of your Bronco. Initial Bronco 2 and 4-door deliveries are targeted to begin in June 2021. Due to the high number of Bronco 2 and 4-door reservations, deliveries may extend into the 2022 calendar year. Preproduction computer-generated image shown. Not representative of vehicle reserved. Bronco available beginning spring 2021. Choose Your Model BASE O MacBook BIG BEND VMLY&R Compare Models > 45 MINS BRONCO SOLD OUT 8 DAYS FIRST EDITION MACH-E SOLD OUT 95% OF ALL MACH-E RESERVATIONS MADE ONLINE#38IN MEDIA, WE CAN BUILD ON SIGNIFICANT MOMENTUM 1 GroupM 2 Publicis Media 3 Media Agency GROUPS 4 5= Dentsu Mediabrands Havas Media Group Omnicom Media (OMG) SOURCE: COMvergence, Q1-Q3 2020 TOTAL New Business Values (incl. billings retained) 4 020 1 496 867 798 534 533 1166 1440 362 160 552 348 2020 KEY MEDIA NEW BUSINESS WINS Zespri Whirlpool Zespri KIWIFRUIT Uber M novo nordisk Sainsbury's 8 Pernod Ricard Hasbro Walgreens Boots Alliance WPP 38#39XAXIS CONTINUES TO GROW AND INNOVATE VOLVO XAXIS MINDSHARE GREY CHALLENGE FROM VOLVO More customers and lower cost per conversion through relevant and tailored digital communications APPROACH Combined WPP team across Xaxis, Mindshare and Grey First-party Google analytics data to define Volvo's target audience Leveraging machine learning to address relevant users at scale Dynamic Creative Optimization (DCO) testing of campaign elements to identify best creative combination Through Al, Volvo's creative messaging continually transformed based in real-time learnings to build 2,358 ads, each tailored to the end user OUTCOME MLB 090 66% 440% Decrease in Cost per Increase in Conversion Rate Conversion#40AND CONNECTED TV REPRESENTS A SIMILAR OPPORTUNITY DEEP UK CONNECTIVITY ACROSS BROADCASTERS AND PLATFORMS 50% Monthly reach (UK households) 4. itv BT Sport CNBC youview MTV +40,000,000 TV devices MY5 sky Life's Good sky LG chromecast Roku amazon fireTV XBOX SAMSUNG ALSO LIVE TODAY Australia Canada USA Netherlands NEW MARKETS BY END OF 2021 India Germany Thailand Indonesia Italy Taiwan F:NECAST WPP 40#41IN PUBLIC RELATIONS, WE HELP TO MAXIMISE THE EFFECTIVENESS OF OUR CLIENTS' CAMPAIGNS Shape your future START HERE > 2020 burson cohn & wolfe bcw United States 99.99% Of households counted World Health Organization H Hill+Knowlton Strategies WPP 41#42CLIENTS: EXPANDING OUR OFFER EXPERIENCE COMMERCE TECHNOLOGY Brand Expression & Sonic Branding NEW PRODUCTS Dedicated Amazon team Single Customer View AND GROWING WITH THE CLIENT Colgate DesignBridge. Hill's Hill's WUNDERMAN THOMPSON Ogilvy Verticurl ACQUISITIONS Innovation salesforce → COLGATE-PALMOLIVE Colgate® AKQA CRM Platform Build Homecare XVMLY&R EXPANSIONS 42#43COUNTRIES: CAPTURE THE OPPORTUNITY IN HIGHER GROWTH MARKETS BRAZIL KENNER supernion AliExpress SHOP ENDLESS WONDERS AliExpress ) AliExpress CHINA Ogilvy INDIA Social distancing saves lives. TATA Wiron WUNDERMAN THOMPSON WPP 43#44OUR GROWTH IS SUPPORTED BY A COMMON APPROACH TO PRODUCTION, TECHNOLOGY AND DATA SCALED GLOBAL PARTNERSHIPS OPEN APPROACH DATA-DRIVEN PRODUCTION DEEP SPECIALISATION WPP 44#45DATA AND TECHNOLOGY-DRIVEN PRODUCTION: HOGARTH O Instagram Download on the App Store SHARES BLACK >> STORIES GET IT ON Google Play CELEBRATE WHAT WE SHARE Unprecedented times call for unprecedented planning ex CELEBRATE WHAT WE SHARE SHARE BLACK STORIES JEDA dirtygingervegan STAY INDOORS Ⓡ Instagram Register to vote or check your status Watch INSTAGRAM Stories I REGISTERE M₁₁ TO VOTE from FACEBOOK ساس#46TECHNOLOGY: SCALED GLOBAL PARTNERSHIPS A Adobe® Microsoft Microsoft MARKETING TECHNOLOGY salesforce S shopify CLOUD & AI Sitecore A Adobe® SAP Ⓡ Google amazon IBM $400M SERVICE REVENUE T I Google facebook DIGITAL MEDIA+ NVIDIA. amazon CREATIVE & PRODUCTION 3,200+ EXPERTS Tik Tok u A Adobe® in Vision - Frame.io vidmob TikTok UNREAL ENGINE Microsoft 170+ CLIENTS ASSIGNMENTS instacart WPP 46#47TECHNOLOGY: DEEP SPECIALISATION DIGITAL AGENCIES Magic Quadrant Figure 1. Magic Quadrant for Global Marketing Agencies ABILITY TO EXECUTE CHALLENGERS RAPP PwC Digital Services NICHE PLAYERS COMPLETENESS OF VISION Havas Merkl ● MRM Cognizant Digitas Deloitte Digital MLYS Ogilvy LEADERS iCrossing Wuerman Thompson IBM IX Accenture Interactive Huge R/GA Isobar VISIONARIES As of February 2020 Gartner, Inc Gartner Magic Quadrant for Global Digital Agencies, Feb 2020 - 4/10 Leaders CX IDC MarketScape Worldwide Customer Experience Improvement Services Vendor Assessment IDC MarketScape Worldwide Customer Experience Improvement Services Capabilities. Source: IDC, 2020 Interpublic- -TCS Strategies ● Cognizant Wipro WPP/AKO Accenturo IBM Publicis Sapient PWC Deloitte EY T Dentsu Aegis Network Leaders Glabant Major Players Contenders Participants IDC Worldwide CX Improvement Services, 2020 - WPP/AKQA clear leader THE FORRESTER WAVE™ Adobe Implementation Services Q2 2020 Challengers Contenders Stronger current offering Weaker current offering HCL Technologies O Weaker strategy ADOBE ICF Next] Strong Performers Cognizant Infosys Market presence .OO Adobe Dentsu .) TCS PP - Publicis Sapient Leaders O IBM Accenture) Deloitte- Stronger strategy Forrester Adobe Implementation Services Wave Leaders, Q2 2020 WPP 47#48OPEN DATA APPROACH: DELIVERING MASS PERSONALISATION • Integrated WPP team across creative, media, data, technology and public relations • WBA-owned identity graph to activate WBA's first party data in all channels • Third party platforms, fully integrated ● with partners Microsoft Azure A Adobe Microsoft Dynamics 365 Walgreens $1.00 30 MINUTE PICKUP myWalgreens Flu Is Up In Your Neighborhood W my 2 mindykaling. Following mindykaling o Fun fact: I'm a bit of a hypochondriac (and clearly sometimes Have you had wa flu shot? a forgetful chef) wah a walgreens, 19 s in my neighborhood so I can keep me and my kids healthy. And the best part? I can pickup my order in as little as 30 minutes at @Walgreens! 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We're also available SCHEDULE NOW 2 G TUME myWalgreens W myWalgreens Walgreens Cash Rewards $10.00 Ace Emily Morris View your Wallet Donate your rewards ow rewards activity WPP 48#49ACCELERATING OUR GROWTH: BUILDING THE CULTURE#50BUILDING CULTURE THROUGH PURPOSE Using the power of creativity to build better futures PEOPLE Attract, retain and develop our people in a culture that is open, optimistic and extraordinary PLANET Accelerate the transition to a sustainable world ܪܩܢܐ CLIENTS Deliver extraordinary work through the best people and a unifying purpose QQ 888 COMMUNITIES Drive change in the world around us WPP 50#51THE SITUATION TODAY SIGNIFICANT AREAS OF STRENGTH... ● ● ● ● 100k+ employees - highly skilled and motivated Strong response to COVID from our people who demonstrated resilience and commitment deep wellbeing programme - supported by a broad and Progress on collaboration including cross- agency client wins women Excellent gender balance at junior/manager level - more than 50% ...BUT OPPORTUNITIES FOR IMPROVEMENT ● ● ● Much more work to do on racial diversity overall. Still working towards 50-50 gender split at leadership levels Approx. 60-65% of hires come from outside WPP = need to improve career opportunities for our people Lowering employee churn Multiple systems with poor integration WPP 51#52OUR PEOPLE ARE OUR COMPANY G Attraction 50804 Retention go Growth The Best Talent Delivering for our Clients WPP 52#53OUR PEOPLE STRATEGY 1 EMPLOYER OF CHOICE FOR ALL CREATIVE TRANSFORMATION 2 MODERNISATION OF EXPERIENCES TECHNOLOGY & DATA & INSIGHTS 3 GROWTH WPP 53#54DIVERSITY AND DIFFERENCE DRIVES CREATIVITY Diverse companies are more likely to financially outperform their peers by at least 25% 25% 36% Gender Diversity Ethnic Diversity Source: McKinsey Diversity Wins Report Companies with more diverse leadership teams report 19 percent points higher innovation revenue 26% average innovation revenue Companies with below-average diversity scores 45% average innovation revenue Companies with above-average diversity scores BCG Diversity and Innovation Survey 2017 A diverse workforce is better at developing innovative products and services Diversity policies won't lead to overnight improvements in innovation, but a diverse company will see about two new additional product announcements over 10 years CH North Carolina State University Study 2018 WPP 54#55CELEBRATING DIVERSITY AND DEMONSTRATING PURPOSE ● ● ● 1 EMPLOYER OF CHOICE FOR ALL ● Commitments on racial equity including investing $30 million over three years and publishing our diversity data annually New Inclusion Index to better understand our people's experience of inclusion and belonging Partnerships including Valuable 500, Unstereotype Alliance, LaGrant foundation and others. Signatory of Women's Empowerment Principles Public commitments on Sustainability New Supplier Diversity policy 30% Club GROWTH THROUGH DIVERSITY 2019 Bloomberg Gender-Equality Index - AD GREEN where low impact counts UN WOMEN E COMPACT UN GLOBAL TCFD GOLD 2019 ecovadis CSR Rating The Valuable 500 #UNSTEREOTYPE ALLIANCE TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES RE 100 WPP 55#56(2) MODERNISATION OF EXPERIENCES OUR LONG TERM PLAN OUR PEOPLE ● ● ● ● ● Improved experience as new joiner User-friendly self service tools ● Easy mobile access Al-driven view of performance, development and career opportunities Access to live job opportunities across WPP brands • Access to global mobility ● programme with standardised processes Employee data secure OUR LEADERS ● ● ● ● ● ● Real-time data and analytics for better decision-making Improved measurement and reporting DE&I KPIs Ability to quickly resource accounts with right talent Career framework for talent development and succession planning Ensured performance-based compensation decisions. Able to more easily deliver data for audit OUR CLIENTS Better able to match employee skills with client needs ● ● ● ● Client lead performance measured and development plans aligned with client needs Build diverse client teams Data availability will facilitate new business opportunities Expand core skills, capabilities, and offerings WPP 56#573 GROWTH ● ● ● GROW YOURSELF Doubling investment in leadership development programmes for 2021 Investment in capabilities learning. for the future Inclusion training and workshops M GROW YOUR TEAM Endless career path New Career Explorer no 00 GROW YOUR BUSINESS Walgreens Boots Alliance win, using cross-agency teams Walgreens Boots Alliance WPP 57#58LONG TERM FINANCIAL INVESTMENT EMPLOYER OF CHOICE FOR ALL • Embedding Diversity, Equity and Inclusion into talent processes . More inclusive employee experience informed by analytics ● Build out early career diverse talent pipeline partnerships MODERNISATION OF EXPERIENCES ● Analytics on skills, certifications, productivity, mobility & client impact • New technology and better systems integration designed with a people-first lens ● ● ● GROWTH Leadership development programmes Learning focused on the capabilities of the future Mobility & career pathing to ensure retention WPP 58#59HOW WE WILL MEASURE SUCCESS KEY PERFORMANCE INDICATORS FOR PEOPLE 1. Improvement in Employee Net Promoter Score (ENPS) 2. Improvement in diversity, equity & inclusion metrics 3. Client satisfaction & wins metrics 4. Learning and certification metrics 5. Attrition/churn metrics WPP 59#60BUILDING CULTURE THROUGH PURPOSE Using the power of creativity to build better futures PEOPLE Attract, retain and develop our people in a culture that is open, optimistic and extraordinary PLANET Accelerate the transition to a sustainable world ܪܩܢܐ CLIENTS Deliver extraordinary work through the best people and a unifying purpose QQ 888 COMMUNITIES Drive change in the world around us WPP 60#61COFFEE BREAK WPP TV 5 MINS#62WPP'S FINANCIAL PLAN#63WPP'S FINANCIAL PLAN 1 ACCELERATED GROWTH THROUGH INVESTMENT 2 GROWTH FUNDED AND MARGINS IMPROVED THROUGH GROUP-WIDE TRANSFORMATION PROGRAMME 3 CLEAR CAPITAL ALLOCATION FRAMEWORK 4 ATTRACTIVE FINANCIAL OUTCOMES WPP 63#641 ACCELERATED GROWTH THROUGH INVESTMENT M&A OF £200-400M ANNUALLY TO ADD 0.5-1.0% GROWTH "CORE" GROWTH 1-2% P&L INVESTMENT RISING TO £400M ANNUALLY BY 2025 TO DRIVE INCREMENTAL 1.5% GROWTH Core Growth I P&L Investment M&A MEDIUM-TERM GROWTH POTENTIAL WPP 64#65TARGETING 40% OF OUR BUSINESS IN HIGHER GROWTH AREAS BY 2025 SALES MIX ACROSS OFFER PILLARS Technology Commerce Experience I Communications 12% 8% 5% 75% WPP 2019 sales mix SOURCE: Market sales mix all IDC, apart from Communications (GroupM/WPP) 20% 8% 17% 55% Market sales mix WPP 65#661 SHIFTING SALES MIX TOWARDS HIGHER GROWTH AREAS SHIFTING THE OFFER MIX +3.5% 25% 75% WPP sales mix ADDRESSABLE GROWTH RATE Communications SOURCE: Market sales mix all IDC, apart from Communications (GroupM/WPP) +4.8% 40% 60% 40/60 target +5.6% 50% 50% 2024 TAM mix Experience/Commerce/Technology WPP 66#671 TARGETING SECTOR OPPORTUNITIES RENEWED GROWTH WITH CPG SECTOR 27% 2016 26% 9M 2020 CONTINUE TO GROW WITH TECH SECTOR 12% 2016 18% 9M 2020 COMPLETE RECOVERY IN PHARMA/HEALTHCARE 13% 2016 12% 9M 2020 FOCUS EFFORTS IN UNDERWEIGHT SECTORS E.G., FINANCIAL SERVICES PROPORTION OF REVENUE LESS PASS-THROUGH COSTS FROM OUR TOP 200 CLIENTS FOR EACH SECTOR 6% 2016 4% 9M 2020 WPP 67#68● ● ● ● ● ● 1 INNOVATIVE ENGINES OF GROWTH IN MEDIA XAXIS Programmatic is 80-90% of digital display in US and UK Xaxis expected to capture double-digits market growth New markets (in Europe and Latam), new clients Omnichannel video powered by Al (Copilot) Native and influencer with strong momentum Audio, DOOH moving to programmatic *eMarketer, 2019 Programmatic Digital Display Ad Spending report ● ● 63% YoY growth in US internet-connected devices. usage, Q2 2020 • Roku (AVOD) nearly 50% of total US internet-based viewing minutes in Q2 Finecast progress: ● • Deep technology integration with broadcasters Supported by GroupM purchasing scale • +27% LFL revenue less pass-through costs in H1; H2 acceleration forecast F:NECAST ● ● Rapid footprint expansion: 11 markets by end 2021 WPP 8000 68#691 INVESTING IN HIGHER-GROWTH MARKETS 18 16 u 12 0 8 6 4 2 14 10 BRAZIL: 2.4% OF WPP 2020 Total CAGR: 12.6% Digital CAGR: 9.8% ¦ 2021 2022 2023 2024 SOURCE: GroupM 'This Year Next Year' report total advertising spend 200 150 100 50 CHINA: 6.7% OF WPP Total CAGR: 9.3% Digital CAGR: 10.4% 2020 2021 2022 2023 2024 Digital Non-Digital 18 16 14 12 10 6 4 2 INDIA: 2.5% OF WPP Total CAGR: 16.7% Digital CAGR: 21.1% 2020 2021 2022 2023 2024 WPP 69#701 SUMMARY INVESTMENT PLAN Goal to grow in Communications, and to increase the share of our business in Experience, Commerce and Technology to 40% by 2025 £ MILLIONS INCENTIVE POOL TECHNOLOGY TALENT TOTAL ANNUAL REINVESTMENT BY 2025 c.100 c.150 c.150 400 COMMENTS Rebuild incentive pool to historical levels: target 3-4% of revenue less pass-through costs from c. 2.5% today Increased investment in technology and enterprise IT Increase in fee-earning heads in growth areas, investment in training to build capability WPP 70#711 SCALABLE M&A IN GROWTH AREAS COMMUNICATIONS MEDIA ● Enhance planning and strategy offer Offshore / flexible delivery models Performance media COMMERCE DIGITAL COMMERCE Scale existing solutions to meet global demand CREATIVE ● Exceptional creative agencies to underpin our creative core MOBILE & SOCIAL COMMERCE Functional specialists to build global capability ● EXPERIENCE SCALED CUSTOMER EXPERIENCE BUSINESSES End to end digital customer journey design and implementation Expand experience consulting and delivery in USA and Asia ● ● TECHNOLOGY MARTECH CONSULTING & IMPLEMENTATION EXPANSION INTO CORE IT CONSULTING TO COMPLEMENT MARTECH OFFER DATA SCIENCE AND PREDICTIVE ANALYTICS WPP 71#722 GROWTH FUNDED AND MARGINS IMPROVED THROUGH GROUP-WIDE TRANSFORMATION PROGRAMME BY 2025... 250 FUNCTIONAL EFFECTIVENESS/ SHARED SERVICES 200 EFFICIENCY (PROCUREMENT AND PROPERTY) 150 OPERATING MODEL Savings 200 MARGIN IMPROVEMENT 400 REINVESTMENT Outcomes WPP 72#732 FUNCTIONAL EFFECTIVENESS AND SHARED SERVICES: £250 MILLION OPPORTUNITY CURRENT COST OF FINANCE c. 4% OF REVENUE LESS PASS-THROUGH COSTS MODEL TODAY Dispersed, siloed and unbalanced functions in Finance, HR, IT and legal c. 8,000 Finance employees > 3,000 business units in c. 100 countries, > 300 financial systems Non-standardised ways of working • Very detailed reporting requirements ● ● ● ● FUTURE MODEL ● • End-to-end process simplification and standardisation ● ● Single, federated approach to global business functions ● Automation, shared services at scale Streamlined reporting and control framework Data-driven insights for improved decision-making - leading not lagging indicators • Agencies empowered to focus on ● winning and delivering client business Improved talent mobility WPP 73#742 EFFICIENCY: £200 MILLION OPPORTUNITY REAL ESTATE CURRENT ESTABLISHMENT COSTS c. 6% OF REVENUE LESS PASS-THROUGH COSTS PROCUREMENT INDIRECT SPEND c. £2B MODEL TODAY ● • Campus strategy in place since 2018 ● ● Already a third of people in 20 campuses MODEL TODAY Still multi-site even in cities with campuses, eg London, NYC. Scope for further consolidation ● Inconsistent centralisation and pooling of scale ● • Many goods and services still separately negotiated at agency level Prices can range by +/-25% by brand for same goods/services FUTURE MODEL ● ● ● ● Post COVID opportunity to utilise space more intensively within existing and future campuses ● Increase levels of shared/flexible space within campuses Reduce space requirements by 15-20% FUTURE MODEL Target of 85k people in 65 cities on campus by 2025 Optimised and diverse supplier network Simplification of processes -mindful contracting Full adoption of analytic tool during 2021 WPP 74#752 OPERATING MODEL: £150 MILLION OPPORTUNITY MODEL TODAY • 10+ different, opaque country operating models Long tail of small agencies in unprofitable countries ● • Too many management layers Duplication of effort in eg technology, production assets · Significant travel and personal costs FUTURE MODEL • 3 clearly-defined country models Significant consolidation of local agency operations Simplified org. structures Standard, connected global platforms, leveraging our scale • Permanent change to ways of working post COVID ● ● WPP 75#76● 2 SAVINGS UNLOCKED BY SIGNIFICANT CAPITAL INVESTMENT Capex forecast at £450-500 million in 2021 and 2022 Partially relates to delayed 2020 capex • Investments in campuses, ERP and shared service centres driving the majority of efficiency savings 600 500 400 300 200 100 2021 2022 2023 Property IT #Other/range 2024 2025 WPP 76#772 APPROXIMATE PHASING OF THE GROSS SAVINGS TARGET 700 600 500 400 300 200 100 O 200 2021 300 2022 Operating model 450 2023 525 2024 Efficiency Functional/shared services 600 2025 WPP 77#783 CLEAR CAPITAL ALLOCATION FRAMEWORK • Invest in growth, with a goal to increase net sales from Experience, Commerce and Technology to 40% by 2025 • Provide shareholders with an attractive and sustainable return, combining capital growth and income. • Maintain a strong and flexible balance sheet (leverage target of 1.5 - 1.75x average net debt/ EBITDA), with excess capital returned to shareholders GANIC INVESTMENT O Capex investment in our estate, technology and capabilities EXCESS CAPITAL Recommence remaining £620m Kantar buyback in 2021; Return any subsequent surplus capital via buyback or special dividend, as appropriate DIVIDEND A sustainable, progressive dividend, set at around 40% of headline EPS Targeted acquisitions, £200-400m annually, to enhance our offer in key growth areas M&A WPP 78#794 STRONG FINANCIAL OUTCOMES RAPID POST-COVID RECOVERY LFL revenue less pass-through costs to grow mid-single- digits % in 2021 and 2022 ACCELERATED MEDIUM-TERM GROWTH Targeting revenue less pass- through costs growth of 3-4% annually from 2023 IMPROVED PROFITABILITY Targeting headline operating margin of 15.5-16.0% in 2023 WPP 79#804 2020 OUT-TURN AND INITIAL 2021 GUIDANCE 2020 Q4 CURRENT TRADING • LFL revenue less pass-through costs -6.7% Oct/Nov 2020 • -8.4% YTD ● • Full year outcome expected to be in line with YTD performance • Headline operating margin 12.5-13.0% ● ● Year-end net debt around £1.6 billion, continued working capital focus 2021 OUTLOOK Mid-single-digit growth in LFL revenue less pass-through costs • Returning to growth in Q2 Headline operating margin 13.5-14.0% • Net finance costs similar to 2020 Pre-associates tax rate c 24%, rising c. 0.5% annually • Capex £450-500 million ● ● ● WPP 80#81● ● WPP'S FINANCIAL PLAN- SUMMARY 1 ● ACCELERATED GROWTH THROUGH INVESTMENT • Targeting sector opportunities eg CPG, Tech, Healthcare Accelerating through growth in Communications and expanding Experience, Commerce and Technology from 25% today to 40% by 2025 Innovative engines of growth in media eg Xaxis, Finecast • Capturing the opportunity in higher growth markets eg Brazil, China, India 2021-2022 - recovery 2023 onwards - accelerated growth O 1-2% core business growth potential medium-term O c 1.5% incremental growth from investing c£400m p.a. in technology, talent and incentives O 0.5-1.0% incremental growth from investing £200-400m p.a. in high growth, scalable acquisitions 2 GROWTH FUNDED AND MARGINS IMPROVED THROUGH GROUP-WIDE TRANSFORMATION PROGRAMME ● Plans in place to target £600 million of annual gross-cost savings by 2025 ● Annual net cost savings of £200 million expected by 2025 after £400 million reinvestment in growth • Savings phased over the next five years Key areas of efficiency: o Operating model savings (e.g. new ways of working, consolidating data and technology investment, simplified country structure, stream-lined organisational structures); Efficiency savings (Procurement, Real estate); and o Functional Effectiveness & Shared Service savings (Legal, Finance, HR, & IT) o Efficiencies unlocked by significant capital investment in our campus programme, ERP systems and shared service centres Efficiency measures will also enhance effectiveness: improving business insight and talent management, leaving agencies free to focus on growth CLEAR CAPITAL ALLOCATION FRAMEWORK ● 3 ● Capex £450-500m p.a. expected in 2021 and 2022, reverting to £300- 350m p.a. from 2023 to fund cost savings programme Intention to pay a progressive dividend at around 40% pay-out ratio £200-400m p.a. for high-growth, scalable M&A Average net debt/EBITDA maintained in target range 1.5- 1.75x Kantar share buyback programme to resume in 2021 4 ATTRACTIVE ● FINANCIAL OUTCOMES • Rapid post-COVID recovery: LFL revenue less pass through costs is anticipated to grow mid-single digits over each of the next two years, recovering to 2019 levels through 2022. ● Accelerated medium-term growth: revenue less pass through costs anticipated to grow 3-4% from 2023 onwards Improved profitability: targeting 15.5%-16.0% operating margin in 2023 Double-digit EPS growth over the next three years WPP 81#82HOW WE WILL DELIVER THIS PROGRAMME 1 Simplified and stronger brands and countries Intra-brand simplification (Brand CEOs¹) Country (Andrew Scott + Brand CEOs) Integrated plan (John Rogers) 1. Includes Specialist Communications 2. Starting point is offer articulation G Steering Committee (ExCo) * 2 Functional effectiveness Finance HR Enterprise IT (John Rogers + Global CFOs Jacqui Canney + Global CPOS Rachel Higham + Global CIOS) 3 Incentives and performance management Incentives (Jacqui Canney) Performance mgmt. (John Rogers) Integrated plan/ Programme management Programme management (John Rogers) D 4 Accelerated capability building Talent & development² (Jacqui Canney) Data and tech² (Stephan Pretorius) Production (Richard Glasson) Change communications (David Henderson) WPP 82#83ADDITIONAL ANALYSIS/ DISCLOSURE ● Aim to provide split of business by four pillars at full year and half year: Communications, experience, commerce, technology From H1 2021 Increased GroupM insight Revenue, revenue less pass-through costs Billings breakdown between digital/ traditional Ongoing updates to Group transformation programme Ongoing updates to our People strategy & KPIs ● WPP 83#84SUMMARY#85SUMMARY Focus on growth, profitability and returns, driven by client demand for our services Converting size into scale: data, media, technology People, culture and ESG at its heart Reducing inefficiency, investing in faster-growing areas • Greater insight into underlying business performance ● Clear and investible capital allocation ● ● WPP 85#86COMMERCIAL BREAK 10 MINS#87Q&A ONE HOUR#88THANK YOU