DOCSLIB.ORG

FY21 Financial Results Presentation for the Year Ended 31 March 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
FY21 Financial Results Presentation for the Year Ended 31 March 2021 FY21 Financial Results Presentation For the year ended 31 March 2021 Yuen Kuan Moon, Group CEO 27 May 2021 Forward looking statement – Important note The following presentation contains forward-looking statements by the management of Singapore Telecommunications Limited ("Singtel"), relating to financial trends for future periods, compared to the results for previous periods. Some of the statements contained in this presentation that are not historical facts are statements of future expectations with respect to the financial conditions, results of operations and businesses, and related plans and objectives. Forward-looking information is based on management's current views and assumptions including, but not limited to, prevailing economic and market conditions. These statements involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those in the statements as originally made. Such statements are not, and should not be construed as a representation as to future performance of Singtel. “S$” means Singapore dollars, "A$" means Australian dollars and “US$” means United States dollars. Any discrepancies between individual amounts and totals are due to rounding. 2 Agenda 1. FY21 financial overview 2. Strategy 3. Capital management & dividend 4. Outlook 5. Appendix Revenue EBITDA Performance impacted by . COVID-19 S$15,644m S$3,832m . Structural challenges 5% YoY 16% YoY . Intense competition FY21 financial But gaining momentum . Robust ICT growth overview Underlying NPAT Free cash flow . Optus mobile service revenue now on growth S$1,733m S$3,395m trajectory 30% YoY 10% YoY . Strong performances by Airtel in India & Africa Final dividend 2.4 ₵/share Total dividend 7.5 ₵/share 4 FY21 revenue by business segments FY21 Revenue -5% 16,542 -568 -4% (ex-NBN) S$15,644m 15,975 5% YoY 1 -295 15,644 -34 -87 Growth in : -230 15,336 308 7 o ICT revenue (H2FY21 vs H1FY21 growth of 14%) led by NCS & data centre services FY20 NBN mig FY20 Singapore Australia Group Group International FY21 NBN mig FY21 o Optus mobile service revenue ex-NBN Consumer Consumer Enterprise Digital Group ex-NBN (H2FY21 vs H1FY21 growth of Life 2 FY21 key revenue drivers 11% ), with take-up of higher- -5% ARPU Optus Choice plans 205 -260 Offset by : 16,542 207 -187 Prolonged COVID-19 impact on Primarily take-up NBN migration o Strong of higher-ARPU -863 growth by revenue roaming, prepaid, equipment plans by Optus tapering off 15,644 NCS & in customers sales & digital advertising data centre Roaming, prepaid, equipment services o NBN migration revenue tapering sales & digital advertising in Australia impacted by COVID-19 o Continued voice erosion 1 Down 8% in constant currency FY20 ICT Mobile service NBN mig Pay TV/ COVID-19 FY21 2 revenue ex related revenues Up 5% in constant currency roaming & prepaid fixed voice 5 -16% EBITDA 4,541 -568 -11% (ex-NBN) S$3,832m 3,974 16% YoY 1 -146 3,832 -278 3,524 308 • Lower roaming -114 34 -3 58 • Lower NBN migration revenue & fixed margin erosion in Australia 1 Down 18% in constant currency FY20 NBN mig FY20 Singapore Australia Group Group Others Jobs support FY21 ex-NBN NBN mig FY21 ex-NBN Consumer Consumer Enterprise Digital Life scheme (JSS) Share of Regional +4% -254 Associates’ PBT 426 -64 -31 1,712 S$1,712m 1,642 -8 4% YoY • Recovery in India offset by price competition in Indonesia • Associates’ performance impacted by COVID-19 FY20 Airtel Telkomsel Globe AIS Intouch FY21 6 NPAT -49% Mainly Airtel’s net Mainly non-cash Underlying NPAT exceptional losses Underlying NPAT -30% impairment 2,457 charges on S$1,733m Amobee & -710 Trustwave 30% YoY 56 1,733 (1,382) -218 149 1,075 Higher D&A due to stronger (1,179) NPAT A$. Higher net finance expense due to Airtel Africa pre IPO 554 S$554m investment gains last year 49% YoY FY20 NPAT FY20 FY20 EBITDA Share of D&A/ Net Taxation FY21 FY21 FY21 NPAT Exeptional Underlying associates’ finance exp & MI Underlying Exceptional losses NPAT PBT NPAT losses -10% Free Cash Flow 3,781 S$3,395m -568 10% YoY -4% (ex-NBN) 3,395 3,213 -4 . Lower earnings & NBN migration 55 308 -178 3,087 revenue in Australia . Increase in capex mainly from 5G FY20 NBN mig FY20 ex-NBN Operating Associate Cash capex FY21 ex-NBN NBN mig FY21 cash flow dividends 7 Agenda 1. FY21 financial overview 2. Strategy 3. Capital management & dividend 4. Outlook 5. Appendix Resurgence of COVID-19 Meeting our challenges Structural changes in telecoms sector head on Elevated capital investment cycles 9 To be a leading communications & digital services provider Reallocate Reinvigorate Capitalise on Champion People capital, unlock the core growth trends & Sustainability value Differentiate & win in 5G B2B digital services growth Drive monetisation & value Build a future-ready . Transform NCS into Asian crystallisation across the workforce Advance digital B2B digital services portfolio transformation champion Foster diversity, equity, Strategic review of Amobee inclusion & wellbeing Lead in customer Digital ASEAN opportunity & Trustwave experience . Grow multi-local digital Advance digital ecosystems leveraging Cultivate select group of enablement customers across our capital partners footprint Step up ESG stewardship Explore “asset-right” capital Rapid digitalisation fuelling management infrastructure demand . Leverage infrastructure assets to unlock value & drive growth 10 Reinvigorate the core Consumer Singapore Consumer Australia Group Enterprise Extend market Drive profitable Sharpen the core leadership growth & lead in 5G . Drive 5G adoption & . Invest in 5G & deliver speed . Co-create 5G services & unlock monetisation leadership business models with models enterprise customers . Deliver customer-led . Drive productivity & cost differentiation through . Protect market leadership improvement through digitalisation e.g. Optus in Singapore & Asia, grow digitalisation Living Network share in Australia . Grow digital businesses in . Focus on profitability . Digitalise operations & adjacent sectors improve cost to serve 11 Reinvigorate the core - Drive 5G adoption & unlock monetisation models Network Superiority New Use Cases Singtel first telco in Singapore to : Co-creating new use cases in partnership with - launch 5G standalone network strategic Enterprise customers - reach speeds of up to 1.2 Gbps (3.5GHz band) & to 3.2Gbps (28GHz band) Optus 5G speed leadership in Smart Smart Smart Cloud Sydney & Melbourne factory cities port gaming Service Innovation Exciting Showcases Singtel next-gen entertainment 5G Unboxed expanding our with Bookful, MelodyVR & RiotGo touchpoints & demonstrating the powered by 5G power of 5G Optus WCA winner for Best Access Optus Stadium bringing 5G to life Innovation & Acomm Award for best for our customers mobile solution 12 Capitalise on growth trends - Transform NCS into Asian B2B digital services champion Specialise Digitalise Regionalise 2 Strategic Business Groups to be created: NCS NEXT - focus on digital, cloud & Focus on 3 key markets Gov+ to invest in digital government platform services, and build IP-led capabilities specialisation Telco+ to increase sell-to, sell-with & innovation across Singtel group and Singapore Australia Greater China beyond Artificial Cloud 5G intelligence computing Expand footprint through inorganic Expedite growth in enterprise sector acquisitions & strategic partnerships Set up NEXT Innovation Triangle, comprising innovation centres in Singapore, Melbourne & Shenzhen Healthcare & Comms, Media Financial Services, Transport & Tech Industrial & Commercial Expand cyber security capabilities with injection of Trustwave’s technology services in Asia 13 Capitalise on growth trends - Grow multi-local digital ecosystems leveraging customers across our footprint Compelling opportunities in digital services A step change in approach SEA internet 744m economy worth Go Multi local mobile customers Develop localised digital ecosystems in each 1 US$100b across Singtel Group market & on track towards US$300b Partnerships in 20252 Partner with digital natives & local service providers to scale, mainly through significant minority stakes Structure Enable agile & focused execution We have the right levers Customer relationships & insights Value creation Strategic investors & partners with Trusted brand complementary capabilities 5G leadership 1. Includes Airtel Africa. 14 2. Google, Temasek and Bain, e-Conomy SEA 2020. Capitalise on growth trends - Grow multi-local digital ecosystems : The journey has begun Digital partnerships Wide range of digital enablers to tap into JV with Grab for digital bank licence in Singapore & regional opportunities Invested US$450m in GoJek; LinkAja Payments raised >US$100m of funding Structure Digital media New corporate structure to sharpen digital focus Value creation Gaming Airtel Africa money raised US$300m from strategic investors; valued at US$2.6b Mynt valued at ~US$1b in latest Others Health Education funding round 15 Capitalise on growth trends - Leverage infrastructure assets to unlock value & drive growth Our value proposition – powering the digital economy Large & unique portfolio of infrastructure assets High EV/EBITDA1 multiples for infrastructure assets 24x 18x 11x 9x Data centres Towers Fibre Satellite Strong pipeline of high quality assets with investments in next- gen infrastructure & green technologies Co-develop sustainable infrastructure with partners Open approach to partnerships & ownership to optimise for value & growth 1. Based on last 12 months
Load more

Recommended publications
  • Operating and Financial Review
    OPERATING AND FINANCIAL REVIEW > The SingTel Group is Asia’s leading communications group. We provide a wide spectrum of multimedia and ICT solutions, including voice, data and video services over fixed and wireless platforms. The Group is structured along three key businesses: Group Consumer, Group Digital L!fe and Group ICT. Our main operations are in Singapore and Australia. In Singapore, SingTel has more than 130 years of operating experience and played an integral part in the country’s development as a major communications hub. We continue to lead and shape the digital consumer market and the enterprise ICT market. Optus is an Australian leader in integrated telecommunications, driving competition and delivering innovative products and services to customers. We are a major player in Asia and Africa through our strategic investments in six regional mobile operators. The Group’s investments are in AIS (Thailand), Globe (the Philippines), PBTL (Bangladesh), Telkomsel (Indonesia) and Warid (Pakistan). We also have investments in Airtel (India), which has significant presence in Africa and South Asia. We are a long-term strategic investor and work closely with our associates to grow the business, by leveraging our scale in networks, customer reach and extensive operational experience. Together, the Group serves 445 million mobile customers as at 31 March 2012. In this section, we provide a strategic review of the SingTel Group’s operations and discuss the financial performance of the Group for the financial year ended 31 March 2012. CONTENTS
    [Show full text]
  • Investor Presentation
    Investor Presentation September 30, 2008 Disclaimer This presentation has been prepared by SK Telecom Co., Ltd. (“the Company”). This presentation is being presented solely for your information and is subject to change without notice. No representation or warranty, expressed or implied, is made and no reliance should be placed on the accuracy, fairness or completeness of the information presented. The Company, its affiliates, advisers or representatives accept no liability whatsoever for any losses arising from any information contained in the presentation. This presentation does not constitute an offer or invitation to purchase or subscribe for any shares of the Company, and no part of this presentation shall form the basis of or be relied upon in connection with any contract or commitment. The contents of this presentation may not be reproduced, redistributed or passed on, directly or indirectly, to any other person or published, in whole or in part, for any purpose. 1 TableTable ofof ContentsContents 1 Industry Overview 2 Financial Results 3 Growth Strategy 4 Investment Assets & Commitments to Shareholders 2 1 Industry Overview 2 Financial Results 3 Growth Strategy 4 Investment Assets & Commitments to Shareholders 3 OverviewOverview ofof KoreanKorean WirelessWireless MarketMarket Revenue growth driver is shifting to wireless data sector (000s, %) Subscriber Trend Wireless Market: Total & Data Revenue 93.2% (KRW Bn) 91.3% 92.7% 83.2% 89.8% 79.4% 20,107 75.9% 45,275 70.1% 44,266 44,983 18,825 43,498 40,197 17,884 38,342 16,578 36,586 33,592 16,006 14,581 14,682 5,705 9,056 12,344 166 2003 2004 2005 2006 2007 2008.1Q 2008.
    [Show full text]
  • 3.5 Indonesia Telecommunications
    3.5 Indonesia Telecommunications The Directorate General for Post and Telecommunication (Direktorat jenderal Pos dan Telekomunikasi) (http://kominfo.go.id) is part of the Ministry of Communication and Information Technology (Departemen Komunikasi dan Informatika) and is the regulatory authority for telecommunications. There are a number of telecommunication companies operating in Indonesia, however the main operators for cell phones are Telkomsel, IndoSat and XL Axiata. Landline phones are primarily managed by the majority state owned government entity Telekom Indonesia. Since 2005, all users of prepaid mobile phones are required to register their identity for security purposes at the point of purchase of the sim card via text message. Subscribers are asked to provide information such as name, address, place of birth, date of birth and the number of an identity card. Internet access is widely available throughout Indonesia through the same providers that offer telephone services. Telkomsel also has established an emergency response team called TERRA (Telkomsel Emergency Response and Recovery Activity. TERRA is tasked with responding during emergencies to accelerate the recovery of telecommunication infrastructure and services in disaster-hit areas. They also will assist in disaster mapping, mobile communications and communication information applications via mobile base transceiver stations (BTS). For information on Indonesia telecommunications contact details, please see the following link: 4.11 Indonesia Additional Services Contact List Telephone Services Is there an existing landline telephone Yes network? (Yes / No) Does it allow international calls? Yes (Yes / No) On average, number and length of downtime Rarely periods Mobile phone providers (List) PT. Telkom Tbk. (all locations) PT. Telkomsel (all locations) PT.
    [Show full text]
  • Roaming Available in These Countries
    Roaming available in these countries Country Network Frequency Voice SMS Data A Anguilla Cable & Wireless 850 / 1800 / 1900 Y Y N Antigua & Barbuda Cable & Wireless 850 / 1800 / 1900 Y Y N Australia Telstra 900 / 1800 Y Y Y Vodafone Australia 900 / 1800 Y Y Y Azerbaijan Azerfone 900 / 1800 / 2100 Y Y Y B Bahrain STC Bahrain 1800 / 2100 Y Y Y Barbados Cable & Wireless 850 / 1800 / 1900 Y Y N Benin Telecel Benin 900 Y Y Y Bosnia & Herzegovina BH Telecom 900 / 1800 / 2100 Y Y Y B. Virgin Island Cable & Wireless 850 / 1800 / 1900 Y Y N C Cambodia Latelz 900 / 1800 Y Y N Canada Rogers/Fido 850 / 1800 / 2100 Y Y Y Bell Mobility 850 / 1900 Y Y Y China China Mobile 900 / 1800 Y Y Y Cayman Island Cable & Wireless 850 / 1800 / 1900 Y Y N CNMI Docomo Pacific 1900 Y Y Y (Saipan, Tinian & Rota) PTI Pacifica 850 Y Y Y Version dated June 2019 Roaming available in these countries Country Network Frequency Voice SMS Data Cruise Ship Wireless Maritime Service / 1900 Y Y Y AT&T Czech Republic Vodafone Czech Republic 900 / 1800 3G Y Y Y D Denmark TDC 900 / 1800 / 2100 Y Y Y Dominica Cable & Wireless 850 / 1800 / 1900 Y Y N F FSM FSM Telecom 900 Y Y N Fiji Digicel | Orange 900 Y Y N Finland Elisa Corp 900 / 1800 / 2100 Y Y Y France Orange 1800 Y Y Y French Polynesia Pacific Mobile 900 / 2100 Y Y Y G Germany Telekom D 900 / 1800 / 2100 Y Y Y Vodafone 900 / 1800 / 2100 Y Y Y Ghana Vodafone 900 Y Y Y Greece Vodafone - Panafon 900 / 1800 Y Y Y Grenada Cable & Wireless 850 / 1800 / 1900 Y Y N Guatemala Comcel 850 Y Y Y H Hong Kong Hutchison 900 / 1800 Y Y Y Version
    [Show full text]
  • Komparasi Ekuitas Paket Internet Merek Telkomsel, Indosat Dan Xl Pada Mahasiswa Di Jember
    KOMPARASI EKUITAS PAKET INTERNET MEREK TELKOMSEL, INDOSAT DAN XL PADA MAHASISWA DI JEMBER Novitasari, Akhmad Suharto dan Akhmad Fahrur Rozi Program Studi Manajemen Fakultas Ekonomi dan Bisnis Universitas Muhammadiyah Jember Jl. Karimata No.63 Jember 68121 Telepon: 0896625511248 Email: [email protected] ABSTRAK Persaingan bisnis antar perusahaan tidak terhindarkan yang lahir bersamaan dengan lahirnya ketidakpastian. Dalam konteks ini perusahaan berusaha meyakinkan pelanggan bahwa produk yang dihasilkan adalah yang terbaik dan sesuai dengan kebutuhan yang mereka. Salah satu contoh persaingan produk sejenis seperti kartu telekomunikasi seluler merek Telkomsel, Indosat dan XL Prabayar. Brand equity adalah, kekuatan merek yang menjanjikan nilai yang diharapkan konsumen atas suatu produk sehingga akhirnya konsumen akan merasa mendapatkan kepuasan yang lebih bila dibanding produk-produk lainnya. Penelitian ini bertujuan untuk mengetahui apakah ada perbedaan dari elemen-elemen brand equity yang terdiri dari: brand awareness, brand association, brand perceived quality, dan brand loyalty. Pengujian hipotesis dalam penelitian ini menggunakan Uji One way Anova. Hasil penelitian ini menentukan bahwa terdapat perbedaan yang signifikan dari semua variabel penelitian yaitu kesadaran merek, asosiasi merek, persepsi kualitas merek, dan loyalitas merek pada provider merek Telkomsel Indosat Xl. Sebagai implikasi dari kesimpulan penelitian di atas adalah memberikan peringatan terhadap perusahaan provider di Indonesia untuk lebih meningkatkan kinerja produknya sehingga menjadikan produk tersebut unggul dan memuaskan konsumen. Kata kunci: Kesadaran Merek, Asosisasi Merek, Persepsi Kualitas Merek, Loyalitas Merek ABSTRACT Inter-company business competition is unavoidable which is born together with the birth of uncertainty. In this context the company seeks to convince customers that the products produced are the best and according to their needs.
    [Show full text]
  • Annu Al Report 2019
    ANNUAL REPORT 2019 ANNUAL 1 ANNUAL REPORT 2019 Building on the initiatives of previous years, Telkomsel continued to expand and to enrich its digital business to shape the future through internal collaboration, synergies, and partnerships within the digital ecosystem at large. Telkomsel continued to expand and to enrich its digital business At the same time, Telkomsel strove to improve customer experience and satisfaction as key drivers of long-term success. (in billion rupiah) (in million) DIGITAL BUSINESS DATA USERS REVENUE 58,237 110.3 23.1% 3.5% DATA 50,550 LTE USERS 88.3 22.3% (in million) 61.3% DIGITAL SERVICES 7,687 29.0% 2019 63.9% DIGITAL 2018 BUSINESS 53.0% CONTRIBUTION 2 PT TELEKOMUNIKASI SELULAR IMPROVED MOMENTUM Telkomsel has successfully delivered growth and revenue from data supported by solid digital products and services offerings, as shown by TOTAL BTS improved momentum in 2019. 212,235 (in gigabyte) 12.2% CONSUMPTION/ 2019 DATA USER 3G/4G BTS 54.7% 5.2 161,938 16.7% 2018 3.4 (in terabyte) PAYLOAD 6,715,227 53.6% 3 ANNUAL REPORT 2019 Highlights of the Year 6 Key Performance Company 8 Financial Highlights at a Glance 9 Operational Highlights 10 2019 Event Highlights 52 Telkomsel in Brief 18 Awards & Accolades 53 Share Ownership History 23 ISO Certification 54 Organization Structure 54 Key Products & Services 56 Milestones Business Review Remarks from 60 Vision and Mission the Management 61 Corporate Strategy in Brief 62 Transformation Program 65 Marketing 26 Remarks from the President Commissioner 72 Digital Services 30
    [Show full text]
  • Bridge Alliance and the Global M2M Association Collaborate to Drive Worldwide Growth in M2M and Internet of Things Markets
    EMBARGOED For release on February 17, 2016, 10am CET Bridge Alliance and the Global M2M Association collaborate to drive worldwide growth in M2M and Internet of Things markets The new partnership between both organizations will focus on the joint provision of their advanced Multi-Domestic Service across 77 markets worldwide The Multi-Domestic Service, a single global connectivity management platform and common eUICC SIM solution, embraces the GSMA Remote SIM Provisioning specification – the world’s first alliance-to-alliance remote provisioning of an eUICC SIM. The joint service will be demonstrated by the GMA and Bridge Alliance at the Mobile World Congress 2016, Innovation City, Stand A11 in Hall 3 Bridge Alliance and the Global M2M Association (GMA) today announce their new partnership and the live demonstration of their advanced Multi-Domestic Service, a single global connectivity management platform including an eUICC SIM, which can be used in 77 markets throughout their combined footprints. The Multi-Domestic Service will be demonstrated in conjunction with the Samsung KNOX Enterprise Billing capabilities by AIS and Taiwan Mobile on behalf of Bridge Alliance, and the GMA at the Mobile World Congress 2016, Innovation City, Stand A11 in Hall 3. The partnership will provide a seamless customer experience with worldwide coverage and superior quality of service, allowing device manufacturers, enterprises, and service providers to easily deploy their Internet of Things (IoT) and Machine-to-Machine (M2M) services. The Multi- Domestic Service is a global solution to address the local opportunities for higher bandwidth applications and new business models. It significantly reduces barriers for enterprises, keeping total cost of ownership low while maximizing quality of service.
    [Show full text]
  • Bab Iv Strategi Pt.Telekomunikasi Indonesia Dalam Memperkuat Diplomasi Ekonomi Indonesia
    BAB IV STRATEGI PT.TELEKOMUNIKASI INDONESIA DALAM MEMPERKUAT DIPLOMASI EKONOMI INDONESIA. Dalam bab ini membahas tentang strategi PT.Telkom Indonesia dalam memperkuat diplomasi ekonomi. Bab ini di bagi menjadi 2 sub bab yaitu strategi PT.Telkom Indonesia dan dampak hubungan kerjasama Timor Leste dan Indonesia. Dalam bab ini menjelaskan tentang anak perusahaan perseroan PT Telekomuniasi Indonesia International (Telin) sebagai kendaraan yang digunakan untuk melakukan penetrasi. Telin menjadi perpanjangan dari Telkom untuk menggeluti bisnis telekomunikasi internasional dengan selalu mengacu pada visi utama yaitu To Become The World New Digital Hub. A. Strategi PT.Telkomsel Indonesia Direktur Enterprise dan Wholesale Telkom Muhammad Awaluddin mengungkapkan, Pada 2012 lalu Telin menghasilkan keuntungan sekitar Rp 1,5 triliun. Pada tahun ini diprediksi menjadi Rp 1,7 triliun. Dijelaskannya, pola pendekatan Telkom ke pasar internasional bisa dengan beberapa cara . Pertama, menjadi pemain seluler layaknya yang dilakukan di Timor Leste dengan mendirikan Telkomcel. Hal ini juga tengah dijajaki di Myanmar dengan membidik satu lisensi seluler.Kalau bermain seluler kita ikut tender untuk mendapatkan lisensi. Investasi besar membangun jaringan. Tetapi dengan kondisi pasar yang masih baru, itu bisa cepat kembali investasi karena Average Revenue Per User (ARPU) masih tinggi. Kedua, menjalankan Mobile Virtual Network Operator (MVNO) dengan menggandeng operator di negara yang dituju untuk mengembangkan layanan. Hal ini dilakukan di HongKong dimana KartuAS
    [Show full text]
  • Telekomunikasi Indonesia Tbk (TLKM) Planned Corporate Actions to Boost Company Value
    Telekomunikasi Indonesia Tbk (TLKM) Planned Corporate Actions to Boost Company Value TLKM booked a positive performance in 2020, where net profit grew by double digits at 11.5%. It was supported by revenue that grew 0.7% yoy and lower cost margin at 68.1%. Meanwhile, corporate action done by a subsidiary will continue the positive trend for TLKM. We are optimistic that both top and bottom line will be more solid in Company Report | May 05, 2021 2021. BUY Satisfying Performance in 2020. Target Price (IDR) 4,400 • TLKM booked revenue of IDR136.5 trillion, grew by 0.7% yoy/10.4% qoq vs IDR135.6 trillion in 2019. Consensus Price (IDR) 4,144 • Data, Internet and IT service segments had the biggest contribution to TLKM’s revenue at 52.0%. TP to Consensus Price +6.2% • During the Covid-19 pandemic, Indihome segment soared. It increased 21.2% yoy/6.2% qoq to IDR22.2 vs. Last Price +37.1% trillion in 2020. • Data traffic and Base Transceiver Station (BTS) grew 43.8% yoy dan 8.9% yoy. Shares data • Operating, maintenance and telco service costs that fell 18.1% yoy helped reduce expense ratio to Last Price (IDR) 3,210 68.1% in 2020. Price date as of May 04, 2020 • In FY20, TLKM successfully booked a net profit of IDR20.8 trillion, grew by 11.5% yoy. 52 wk range (Hi/Lo) 3,640 / 2,540 Free float 47.9% Strong Business Strategy in 2021. Outstanding Shares (mn) 99,062 Market Cap (IDR bn) 316,008 • TLKM will benefit from its investment in PT Aplikasi Karya Anak bangsa (Gojek) after PT Telekomunikasi Market Cap (USD mn) 21,905 Selular (Telkomsel/ TLKM subsidiary) invested USD150 million in 4Q20.
    [Show full text]
  • ID GPS Site Id Site Name Lokasi Kelurahan Kecamatan Id Pemilik Pemilik Menara OPERATOR A001 150001 Minggiran Jl Raya Minggiran R
    ID_GPS site_id Site_name Lokasi Kelurahan Kecamatan id pemilik Pemilik_menara OPERATOR A001 150001 Minggiran Jl Raya Minggiran RT 01 Imogiri Imogiri 2 Indosat INDOSAT A002 150002 Pasiban Jl Pasiban RT 05 Imogiri Imogiri 1 Telkomsel TELKOMSEL A003 150003 Karangtalun Jl Desa RT 03/05 Karangtalun Imogiri 4 XL Axiata XL A004 150004 Ngancar Ngancar RT 02 Karangtalun Imogiri 6 Smartfren SMARTFREN A005 150005 Gaban Gaban Karangtalun Imogiri 8 Bakrie ( Esia ) ESIA A006 150006 Sriharjo Jl Jogja Panggang RT 01 Sriharjo Imogiri 7 Axis AXIS A007 150007 Mojohuro Jl Jogja Panggang RT 01 Sriharjo Imogiri 14 Protelindo PROTELINDO A008 150008 Selopamioro Jl Spn RT 01 Selopamioro Imogiri 21 Indonesian Tower INDOSAT A009 150009 Pibal Jl Pibal Selopamioro Imogiri 1 Telkomsel TELKOMSEL A010 150010 Tegalrejo Tegalrejo RT 05 Girirejo Imogiri 4 XL Axiata XL (DALAM_TAHAP_PEMBANGUNAN) A011 150011 Mangunan Jl Mangunan RT 16 Mangunan Dlingo 1 Telkomsel TELKOMSEL A012 150012 Mangunan Jl Mangunan RT 16 Mangunan Dlingo 4 XL Axiata XL,HCPT A013 150013 Tegal Senggotan Tegal Senggotan Ngestiharjo Kasihan 1 Telkomsel TELKOMSEL A014 150014 Donggalan Kauman Donggalan Kauman RT 05 Tirtonirmolo Kasihan 7 Axis AXIS A015 150015 Donggalan Kauman Donggalan Kauman RT 05 Tirtonirmolo Kasihan 14 Protelindo AXIS A016 150016 Glugo Glugo Panggungharjo Sewon 1 Telkomsel TELKOMSEL A017 150017 Kaluran Bakung Kaluran RT 01 Bakung Bangunharjo Sewon 1 Telkomsel TELKOMSEL,FLEXI A018 150018 Semail Dusun Semail RT 02 Bangunharjo Sewon 14 Protelindo HCPT,ESIA,TELKOMSEL,FREN A019 150019 Timbulharjo
    [Show full text]
  • Download Skin in the Game: How Telecom Operators Can Win With
    Skin in the game How telecom operators can win with gaming Contacts Beirut Hicham Fadel Partner +961-1-985-655 hicham.fadel @strategyand.ae.pwc.com Dubai Jad El Mir Principal +971-4-436-3000 jad.elmir @strategyand.ae.pwc.com Johnny Yaacoub Manager +971-4-436-3000 johnny.yaacoub @strategyand.ae.pwc.com About the authors Hicham Fadel is a partner with Strategy& Middle Johnny Yaacoub is a manager with Strategy& East, part of the PwC network. Based in Beirut, Middle East. Based in Dubai, he is a member of he is a member of the telecommunications, the telecommunications, media, and technology media, and technology practice in the Middle practice in the Middle East. He specializes East. He specializes in strategic transformations in commercial go-to-market, performance for mobile and integrated operators, with a focus turnaround, and customer experience strategies, on commercial turnarounds, customer analytics, with particular focus on digital product design analytical marketing, customer experience, and and agile development. operating models. Jad El Mir is a principal with Strategy& Middle East. Based in Dubai, he is a member of the telecommunications, media, and technology practice in the Middle East. He advises telecom operators and digital players on large performance and strategic turnaround projects. He specializes in the convergence of telecom and media and entertainment. Christelle Azar also contributed to this report. Strategy& | Skin in the game 4 EXECUTIVE SUMMARY Video gaming is an exciting opportunity for telecom operators. They can tap into this rapidly growing market and diversify their business using their existing capabilities. This is a particularly attractive proposition for operators in the Gulf Cooperation Council (GCC)1 region, where more than half the population is under 25 years of age.2 A successful foray into video gaming would improve the brand positioning of telecom operators and increase the loyalty of their customers.
    [Show full text]
  • Prequal: Analyzing the Forming Factors of Telkomsel's Prepaid Customer Service Quality in Bandung
    Kontigensi : Scientific Journal of Management Vol 7, No. 1, Nopember 2019, pp. 64 - 71 ISSN 2088-4877 Prequal: Analyzing The Forming Factors Of Telkomsel's Prepaid Customer Service Quality In Bandung Irena Larashati1,Ashila Dwiyanisa2,Imelda Megawati3 Sekolah Tinggi Ilmu Ekonomi Pasundan, Bandung1,2,3 E-mail: [email protected], [email protected],[email protected] ABSTRACT The development of communication technology has pushed fierce competition between each telecommunications service provider company in Indonesia. Therefore every company needs to understand services that can satisfy consumers to maintain it so that it does not move to compete for products. This research conducted to validate the scale of service quality measurement that can satisfy Telkomsel pre-consumer consumers in the city of Bandung. The study conducted using the EFA method with the Principle Axis Factoring (PAF) technique. Testing in this study conducted using Telkomsel prepaid consumers in Bandung as many as 237 respondents. The results showed that eight factors formed service quality, namely empathy, facilities, customer reliability and independence, employee attractiveness and facilities, employee competence, assurance, communication skills, and information quality. These factors are called prequal, which is the development of a validated instrument. Keywords: service quality, prequal, prepaid consumers. INTRODUCTION conditions where competition becomes very tight as a result of the efforts of operators to attract Along with the development of the attention of consumers. The three largest telecommunications technology, competition cellular operators in Indonesia at the moment, conditions in the Indonesian telecommunications namely Telkomsel, Indosat Ooredoo, and XL market have also increased with the enactment Axiata, control 80% of the market share in of Law number 36 of 1999 concerning Indonesia based on the number of customers as Telecommunications, which makes the of December 31, 2017 (Telkom Annual Report, telecommunications market wide open for 2017).
    [Show full text]