FY17Q1 Investor Briefing

Total Page:16

File Type:pdf, Size:1020Kb

FY17Q1 Investor Briefing Earnings Results for the Three-month Period Ended June 30, 2017 Investor Briefing August 8, 2017 SoftBank Group Corp. Disclaimer This material was prepared based on information available and views held at the time it was made. Statements in this material that are not historical facts, including, without limitation, plans, forecasts and strategies are “forward-looking statements”. Forward-looking statements are by their nature subject to various risks and uncertainties, including, without limitation, a decline in general economic conditions, general market conditions, technological developments, changes in customer demand for products and services, increased competition, risks associated with international operations, and other important factors, each of which may cause actual results and future developments to differ materially from those expressed or implied in any forward-looking statement. With the passage of time, information in this material (including, without limitation, forward-looking statements) could be superseded or cease to be accurate. SoftBank Group Corp. disclaims any obligation or responsibility to update, revise or supplement any forward-looking statement or other information in any material or generally to any extent. Use of or reliance on the information in this material is at your own risk. Information contained herein regarding companies other than SoftBank Group Corp. and other companies of the SoftBank Group is quoted from public sources and others. SoftBank Group Corp. has neither verified nor is responsible for the accuracy of such information. Any statements made herein regarding Sprint Corporation (“Sprint”) are made by SoftBank solely in its capacity as an investor in Sprint. None of such statements are made on behalf of or attributable to Sprint. Any information contained herein regarding Sprint is subject to any and all subsequent disclosures made by Sprint on its own behalf. Neither Sprint nor SoftBank undertakes any obligation to update the information contained herein in connection with any subsequent disclosures made by Sprint, or to reflect any other subsequent circumstances or events. Nothing contained herein may be construed as an obligation on the part of Sprint to provide disclosures or guidance on its own behalf. 2 Accounting 3 Segments and Core Companies <FY16> <FY17> Reportable Reportable Core companies Core companies segments segments Domestic SoftBank Domestic SoftBank Telecommunications Wireless City Planning Telecommunications Wireless City Planning Sprint Sprint Sprint Sprint Yahoo Japan Yahoo Japan Yahoo Japan Yahoo Japan ASKUL ASKUL Brightstar Brightstar Distribution SoftBank Commerce & Service Distribution SoftBank Commerce & Service Arm Arm Arm Arm (Newly established in FY16Q2) (earnings reflected from Sept. 6, 2016) * Other Fukuoka SoftBank HAWKS SVF SoftBank Vision Fund (Newly established) Other Fukuoka SoftBank HAWKS *SoftBank Vision Fund consists of several funds which are composed of the following entities: several general partners (“GPs”), each of which is a subsidiary of the Company; several limited partnerships managed by the GPs, mainly SoftBank Vision Fund L.P.; newly-established holding entities for several of the portfolio company investments; and SB Investment Advisers (UK) Limited (“SBIA”), a wholly- owned UK subsidiary of the Company, which will provide investment advice to each GP, and US and Japanese advisory companies supporting SBIA. 4 Consolidated P/L (including SVF segment) In FY17Q1: P/L -No investments were made by SVF. -Changes in fair value of the shares that Net sales had been agreed to be transferred Cost of sales Gross profit to SVF from the Company have been Selling, general and administrative expenses recognized as valuation gain. Operating income (excluding income from SVF) Operating income from SVF • Realized gain and loss on sales of investments Operating income • Unrealized gain and loss on valuation of Finance cost (interest expenses) investments Income (loss) on equity method investments • Interest and dividend income from investments Change in third-party interests in SVF (except for gain and loss on investments in subsidiaries) Other non-operating income (loss) • Incorporation expenses of entities that comprise Income before income tax SVF Income taxes • Investment research expenses arising from the Net income GPs and advisories companies, and administrative expenses arising from each entity Net income attributable to Owners of the parent Non-controlling interests • Change in income attributable to third- party interests in SVF within operating income from SVF. 5 Consolidated P/L Summary (IFRSs) - 1 <JPY bn> FY16 FY17 P/L item Change Main breakdown Q1 Q1 Continuing operations Decrease in net sales (for customers) of Domestic Telecommunications segment. -7.6 Decrease in telecom service revenue and product and other sales. Increase in net sales (for customers) of Sprint segment. +26.9 U.S. dollar-based net sales increased (IFRSs: FY16: USD 8.0bn, FY17: USD 8.2bn). Net sales 2,126.5 2,186.1 +59.6 Increase in net sales (for customers) of Yahoo Japan segment. +6.5 Increase in advertising related revenues as well as consolidation of eBOOK Initiative Japan Co., Ltd. in FY16. Decrease in net sales (for customers) of Distribution segment. -17.1 U.S. dollar-based net sales decrease at Brightstar (excluding C&S). Newly established Arm segment (net sales for customers). +47.0 Consolidated in September 2016. -20.5 Decrease in Domestic Telecommunications segment. Increase in Sprint segment. +86.6 Gain on spectrum license exchange (53.4) and decrease in operating expenses. Increase in U.S. dollar-based operating income (IFRSs: FY16: USD 0.4bn, FY17: USD 1.2bn). Operating income 319.2 374.0 +54.8 +1.3 Increase in Yahoo Japan segment. (excluding SVF) Decrease in Distribution segment. -4.3 Decrease in U.S. dollar-based operating income of Brightstar. Newly established Arm segment. -6.9 Increase in R&D expenses due to increasing the number of employees and enhancing the employee compensation system; and amortization of intangible assets. Operating income Newly established SVF segment. - 105.2 +105.2 +105.2 Changes in fair value of NVIDIA Corporation shares that had been agreed to be from SVF transferred to SVF from the Company have been recognized as valuation gain. Operating income 319.2 479.3 +160.1 C&S: SoftBank Commerce & Service Corp *Average exchange rate for the quarter (USD 1): FY16Q1: JPY 109.07, FY17Q1: JPY 111.61 6 Consolidated P/L Summary (IFRSs) - 2 <JPY bn> FY16 FY17 P/L item Change Main breakdown Q1 Q1 Continuing operations Net sales 2,126.5 2,186.1 +59.6 Operating income 319.2 374.0 +54.8 (excluding SVF) Operating income - 105.2 +105.2 from SVF Operating income 319.2 479.3 +160.1 -8.8 SBG: Increase in interest expense. Finance cost -112.1 -120.9 -8.8 +1.1 Sprint: Decrease in interest expense. Income on equity 35.5 1.6 -33.9 -27.0 Decrease in income on equity method investments related to Alibaba (see page 21). method investments Gain on sales of 204.2 - -204.2 -202.9 Reflected the partial sale of Alibaba shares to Alibaba and two Singaporean sovereign wealth in FY16. shares of associates Loss on valuation of derivatives on the collar transaction relating to the monetization of Alibaba shares Derivative gain (loss) 21.5 -257.1 -278.6 -253.8 (see page 24). Change in third-party Within operating income from SVF, income attributable to third-party interests in SVF was recognized as an - -43.6 -43.6 -43.6 interests in SVF increase in third-party interests in SVF. Gain (loss) from financial instruments at FVTPL. +54.9 Changes in fair value of investments primarily in Southeast Asia and India have been recognized Other non-operating as valuation gain (see page 26). -112.0 18.2 +130.2 income (loss) Impairment loss on assets classified as held for sale. +42.5 Recorded loss in relation to the difference between the value of GungHo shares based on the tender offer price and their carrying amount on a consolidated basis (42.5) in FY16. Income before income 356.4 77.6 -278.8 tax Income taxes -144.1 -47.0 +97.1 Net income from 212.3 30.5 -181.8 continuing operations Discontinued operations Net income from Income after income tax (21.1) as well as deferred tax expenses for investment temporary differences from discontinued 60.1 - -60.1 -60.1 Supercell Oy (39.0) were recorded in FY16. operations Net income (net income attributable to owners of the 254.2 5.5 -248.7 parent) SBG: SoftBank Group Corp. *Average exchange rate for the quarter (USD 1): FY16Q1: JPY 109.07, FY17Q1: JPY 111.61 7 Structure of SoftBank Vision Fund (conceptual image) All entities which comprise SoftBank Group Corp. SoftBank Vison Fund are in the scope of consolidation of SBG. Wholly-owned Wholly-owned subsidiary subsidiary Investment advice Advisory GP (General Partner) Intercompany transactions such as management fees and performance Management fee fees from each limited partnership Performance fee are eliminated in consolidation. Limited Partnership *As of June 30, 2017 *Intermediate holding companies which are Investees established according to investees are excluded. 8 SoftBank Vision Fund Accounting Treatment (1) Treatment of portfolio company investments in SBG consolidation Fund (stand-alone): SBG consolidation: SoftBank Group Corp. SoftBank Group Corp. (Not considered as an investing company under IFRSs) (Not considered as an investing company under IFRSs) SoftBank Vision Fund SoftBank Vision Fund (Investing company) (Investing company) >50% ≧20% <20% <Control> >50%≧20% <20% Subsidiary Associate Other Subsidiary Associate Other FVTPL FVTPL Accounting Consolidate FVTPL treatment (in principle) (in principle) *FVTPL (Fair Value Through Profit or Loss): assets and liabilities are valued at fair value at the end of each quarter, with changes recognized on PL. 9 SoftBank Vision Fund Accounting Treatment (2) Treatment of third-party interests Third-party interests Fund life is finite recorded as “liabilities” 10 Consolidated B/S (including SVF segment) B/S Assets Liabilities and Equity Current assets Current liabilities Cash and cash equivalents Interest-bearing debt Trade and other receivables Trade and other payables etc.
Recommended publications
  • Annual Report 2016
    SoftBank Group Corp. ANNUAL REPORT 2016 Corporate Philosophy Information Revolution – Happiness for everyone Vision The corporate group needed most by people around the world SoftBank Group Corp. ANNUAL REPORT 2016 001 A History of Challenges A History of Challenges The view is different when you challenge yourself Continuing to take on new challenges and embrace change without fear. Driving business forward through exhaustive debate. This is the SoftBank Group’s DNA. SoftBank Group Corp. ANNUAL REPORT 2016 002 A History of Challenges Established SoftBank Japan. 1981 Commenced operations as a distributor of packaged software. 1982 Entered the publishing business. Launched Oh! PC and Oh! MZ, monthly magazines introducing PCs and software by manufacturer. 1994 Acquired events division from Ziff Communications Company of the U.S. through SoftBank Holdings Inc. 1996 Acquired Ziff-Davis Publishing Company, U.S. publisher of PC WEEK magazine and provider of leading-edge information on the PC industry. SoftBank Group Corp. ANNUAL REPORT 2016 003 A History of Challenges Established Yahoo Japan through joint investment with Yahoo! Inc. in the U.S. 1996 Began to develop into an Internet company at full scale. Yahoo Japan Net income* 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 FY (Note) Accounting standard: JGAAP up to fiscal 2012; IFRSs from fiscal 2013 onward. * Net income attributable to owners of the parent. SoftBank Group Corp. ANNUAL REPORT 2016 004 A History of Challenges Made full-scale entry into the telecommunications business. 2000s Contributed to faster, more affordable telecommunications services in Japan.
    [Show full text]
  • Vol. 84 Wednesday, No. 171 September 4, 2019 Pages 46419
    Vol. 84 Wednesday, No. 171 September 4, 2019 Pages 46419–46652 OFFICE OF THE FEDERAL REGISTER VerDate Sep 11 2014 20:59 Sep 03, 2019 Jkt 247001 PO 00000 Frm 00001 Fmt 4710 Sfmt 4710 E:\FR\FM\04SEWS.LOC 04SEWS jbell on DSK3GLQ082PROD with FRONTWS II Federal Register / Vol. 84, No. 171 / Wednesday, September 4, 2019 The FEDERAL REGISTER (ISSN 0097–6326) is published daily, SUBSCRIPTIONS AND COPIES Monday through Friday, except official holidays, by the Office PUBLIC of the Federal Register, National Archives and Records Administration, under the Federal Register Act (44 U.S.C. Ch. 15) Subscriptions: and the regulations of the Administrative Committee of the Federal Paper or fiche 202–512–1800 Register (1 CFR Ch. I). The Superintendent of Documents, U.S. Assistance with public subscriptions 202–512–1806 Government Publishing Office, is the exclusive distributor of the official edition. Periodicals postage is paid at Washington, DC. General online information 202–512–1530; 1–888–293–6498 Single copies/back copies: The FEDERAL REGISTER provides a uniform system for making available to the public regulations and legal notices issued by Paper or fiche 202–512–1800 Federal agencies. These include Presidential proclamations and Assistance with public single copies 1–866–512–1800 Executive Orders, Federal agency documents having general (Toll-Free) applicability and legal effect, documents required to be published FEDERAL AGENCIES by act of Congress, and other Federal agency documents of public Subscriptions: interest. Assistance with Federal agency subscriptions: Documents are on file for public inspection in the Office of the Federal Register the day before they are published, unless the Email [email protected] issuing agency requests earlier filing.
    [Show full text]
  • IJIR Paper Template
    Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-7, 2016 ISSN: 2454-1362, http://www.onlinejournal.in Are Television and Print media, a high Impact Campaign for E-Commerce Marketing? Mrs. Harshini C S & Dr. Venugopal Research Scholar, Bangalore University, Bangalore Guide/Principal, Government First Grade College, Kanakapura, Bangalore Abstract: Today’s consumers hop from screen to Introduction screen according to their needs of the moment. They don’t give a thought to what “channel” they are Ever since the first display advertisements appeared using to interact with brands, they simply expect on computer screen, the Internet’s challenge over brands to keep up. Newspapers and Television existing advertising has been the ability to target the continues to play a big role in driving sales for E- audience more precisely and measure the impact of commerce clients. TV Attribution not only offers a the advertisements. Although traditional media still new and immediate view of mass media impact, it holds strong ground in the Indian ad space, digital allows people to create more cross-channel synergy. advertising is catching up fast and is expected to Today’s consumers want immediate gratification and overtake traditional media within the next 5-10 years. have high expectations for the brands they pursue. In addition to the increasing adoption of mobile With an increase in internet penetration, more and devices, the increasing connectivity and more marketers are using online advertising improvements in broadband infrastructure will lead business. Traditional advertisers have started to increased investments in more content rich, video allocating more of their marketing budgets to the and social media advertisements.
    [Show full text]
  • The Indian E-Commerce Euphoria- a Bubble About to Burst?
    IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 12 .Ver. I (Dec. 2015), PP 17-21 www.iosrjournals.org The Indian e-Commerce Euphoria- A bubble about to burst? 1Priya Chaudhary, 2Ritika Sharma 1,2M.com (Dept. of commerce),DU M.com (Dept. of commerce),DU Abstract: The Indian e-commerce is making news every day- from festive season sales, deep discounts to another round of VC funding. The sector is gaining momentum more than ever. Even the government is supportive of the increased pace of startups. Prime Minister NarendraModi announced a new campaign "Start- up India, Stand up India" to promote bank financing for start-ups and offer incentives to boost entrepreneurship and job creation. The big techies of the world such as Google, Microsoft, Facebook, and Qualcomm have offered support to India in its transformation into a digitally empowered society, knowledge economy & a very high penetration of internet. This paper deals with the pattern of VC funding in Indian e-commerce sphere& brings to light the problems in operational areas in e-commerce companies. The mad rush in VC funding, mounting losses & increased valuations of e commerce giants raises possibilities of an e-commerce bubble in India, similar to the dot-com bubble abroad. Keywords:e-commerce bubble, Venture capitalists, Startups, Entrepreneurship I. Introduction Indian internet user base is about 354 million people as of June, 2015, with about 6 million people being added to the user base every month. The vast potential in the online purchasing market can be gauged from the fact that it went up to $12.6 billion in 2013 from $3.8 billion in 2009.
    [Show full text]
  • ULI April 30, 2019 METAPROP
    Prepared for ULI April 30, 2019 METAPROP METAPROP IS A NEW YORK-BASED VENTURE CAPITAL FIRM FOCUSED WE INVEST IN EARLY-STAGE ON THE REAL ESTATE TECHNOLOGY (“PROPTECH”) INDUSTRY. PROPTECH STARTUPS THAT PROVIDE: Since 2010, our team has invested in 100+ early-stage PropTech startups. We manage investment funds for financial and strategic real estate investors SOFTWARE MARKETPLACES TECH ENABLED IOT & SERVICES AUTONOMY representing a pilot-ready sandbox of 15+ billion square feet across every real estate asset type and global market. ACROSS… OFFICE RETAIL MULTI- SINGLE- MULTI-USE FAMILY FAMILY INDUSTRIAL STORAGE HOSPITALITY LEISURE PARKING CONFIDENTIAL 2 What Exactly is PropTech? Understanding The PropTech Innovation Landscape Today, PropTech innovation is occurring at an unprecedented scale Throughout The Full Real Estate Value Chain Space Analysis & Site Selection & Development + Process Space Usage & Payments + Identification + Diligence Financing Negotiation Construction Automation Management Services Listing • Zoning • Marketplace • Brokerage • Prospecting • Project oversight • Sales • “Basement Tech” • Rental • Appraisal • O2O • Tour • Title • Architecture • Leasing • HVAC • Utilities • Budgeting • Marketing • Comps • Econometrics • Design • Underwriting • Facilities Mgmt • Service providers • Modeling • Review • Risk pricing • Engineering • Broker tools • Security • Trade • Compliance • Credit • Construction Across Global PropTech Hubs Touching Every Asset Type Multiuse Leisure Office Storage Retail Single Family Multi Family Industrial
    [Show full text]
  • Sovereign Wealth Funds 2019 Managing Continuity, Embracing Change
    SOVEREIGN WEALTH FUNDS 2019 MANAGING CONTINUITY, EMBRACING CHANGE SOVEREIGN WEALTH FUNDS 2019 Editor: Javier Capapé, PhD Director, Sovereign Wealth Research, IE Center for the Governance of Change Adjunct Professor, IE University 6 SOVEREIGN WEALTH FUNDS 2019. PREFACE Index 11 Executive Summary. Sovereign Wealth Funds 2019 23 Managing Continuity...Embracing Change: Sovereign Wealth Fund Direct Investments in 2018-2019 37 Technology, Venture Capital and SWFs: The Role of the Government Forging Innovation and Change 55 SWFs in a Bad Year: Challenges, Reporting, and Responses to a Low Return Environment 65 The Sustainable Development Goals and the Market for Sustainable Sovereign Investments 83 SWFs In-Depth. Mubadala: The 360-degree Sovereign Wealth Fund 97 Annex 1. Sovereign Wealth Research Ranking 2019 103 Annex 2. Sovereign Wealth Funds in Spain PREFACE 8 SOVEREIGN WEALTH FUNDS 2019. PREFACE Preface In 2019, the growth of the world economy slowed by very little margin for stimulating the economy to 2.9%, the lowest annual rate recorded since the through the fiscal and monetary policy strategies. subprime crisis. This was a year in which the ele- In any case, the developed world is undergoing its ments of uncertainty that had previously threate- tenth consecutive year of expansion, and the risks ned the stability of the cycle began to have a more of relapsing into a recessive cycle appear to have serious effect on economic expansion. Among these been allayed in view of the fact that, in spite of re- elements, there are essentially two – both of a poli- cord low interest rates, inflation and debt remain at tical nature – that stand out from the rest.
    [Show full text]
  • Exploring the Payments Landscape in Asia the Essential Guide for E-Commerce Businesses
    EXPLORING THE PAYMENTS LANDSCAPE IN ASIA THE ESSENTIAL GUIDE FOR E-COMMERCE BUSINESSES Looking to expand to Asia? Here is everything you need to know about e-commerce in India, Vietnam and Indonesia Exploring Payments Landscape in Asia 1 CONTENTS Introduction ................................................ 3 India ........................................................... 4 Vietnam ...................................................... 8 Indonesia .................................................. 11 Payment solutions .................................... 14 Exploring Payments Landscape in Asia 2 INTRODUCTION The evolution of e-commerce has revolutionised business forever. Now, just about anyone can set up a business, tapping into a potential audience of billions of people from just about anywhere in the world. But as online businesses multiply, so too do the challenges presented by providing customers with familiar payment solutions. This is perhaps most evident when businesses scale into emerging ‘unbanked’ economies with complex regulations and a dizzying number of payment options. BI Intelligence forecasts significant growth in mobile payments made at the POS. They expect mobile POS payments to increase at a 40% five-year compound annual growth rate (CAGR) to hit $128 billion in 2021 from $24 billion in 2016. P2P payments and mobile banking apps were cited as catalysts for moving in a cashless direction. Digital imaging is being deployed at scale to make new payment options such as mobile wallets secure. The need to understand the current fragmented landscape is clear for businesses eyeing opportunities in Asia. But perhaps as pertinent is the importance of understanding the political and commercial drivers that have set in train this progressive change. In understanding more about the history, e-commerce businesses can find clues about what’s around the corner, giving them the all- important upper hand – or at least putting them on a level playing field with the domestic competition.
    [Show full text]
  • Member Exclusive by Dasia Moore the World’S Largest Tech Investor
    Member exclusive by Dasia Moore The world’s largest tech investor SoftBank’s Vision Fund launched in 2017 with nearly $100 billion and a dream of funding the next tech revolution. With its historic amount of capital, the Vision Fund established SoftBank as the tech investor to watch. But in the past year, high-profile disappointments—from Uber’s lackluster debut on the public markets to WeWork’s abandoned IPO—have removed some of the Vision Fund’s initial sheen and prompted critics to ask whether biggest is best. Putting the Vision Fund’s capital in context Median size of US venture capital (VC) funds in Q1 2019 $0.10 Tiger Global Management's fundraising from 2007-2017 $11.97 (the most capital raised by any US VC firm in that period) US VC total fundraising in 2017 $34.30 Capital invested in SoftBank's Vision Fund $98.40 Total value of all US VC deals in 2018 $132.09 $0 $40 $80 $120 billion 2 SoftBank’s sprawling investments The Vision Fund is just one piece of SoftBank’s complex network of investing and holding companies. It is difficult to take full stock of SoftBank Group Corporation’s investments, partly because the Group’s 47 branches—20 of which are holding companies—frequently swap pieces of their portfolios. SoftBank’s dedicated venture capital funds include the Vision Fund and the Delta Fund, with the Vision Fund accounting for nearly all of SoftBank’s venture capital investments since 2017. SoftBank is also launching additional funds modelled after the Vision Fund: • SoftBank Venture Asia is a $1.1 billion collection of 12 funds focused on tech investing in Asia.
    [Show full text]
  • Printmgr File
    OFFERING MEMORANDUM STRICTLY CONFIDENTIAL NOT FOR DISTRIBUTION IN THE UNITED STATES OF AMERICA OR TO U.S. PERSONS SoftBank Group Corp. $2,750,000,000 6.000% Undated Subordinated NC6 Resettable Notes $1,750,000,000 6.875% Undated Subordinated NC10 Resettable Notes Issue Price: 100.00% The $2,750,000,000 6.000% Undated Subordinated NC6 Resettable Notes (the “NC6 Notes”) and the $1,750,000,000 6.875% Undated Subordinated NC10 Resettable Notes (the “NC10 Notes” and, together with the NC6 Notes, the “Notes” and each, a “Tranche,” the terms and conditions of both Tranches being together, the “Conditions”)) will be issued by SoftBank Group Corp. (the “Company”) on or about July 19, 2017 (the “Issue Date”). The Notes will bear interest on their principal amount from (and including) the Issue Date to (but excluding) July 19, 2023 (in the case of the NC6 Notes) and July 19, 2027 (in the case of the NC10 Notes) at a rate of 6.000 percent and 6.875 percent per annum respectively. Thereafter, the prevailing interest rate on the NC6 Notes and the NC10 Notes shall be 4.226 percent and 4.854 percent per annum, respectively, above the 5 Year Swap Rate for the relevant Reset Period (as defined in the relevant Conditions) and from (and including) July 19, 2038 (in the case of the NC6 Notes) and July 19, 2042 (in the case of the NC10 Notes) (each, a “Second Step-up Date”) the applicable interest rate on the NC6 Notes and the NC10 Notes shall be 4.976 percent and 5.604 percent per annum, respectively, above the 5 Year Swap Rate for the relevant Reset Period.
    [Show full text]
  • ANNUAL REPORT 2019 Softbank Group Corp
    ANNUAL REPORT 2019 SoftBank Group Corp. ANNUAL REPORT 2019 Disclaimers to be correct, and actual results, performance or achievements could User Guide materially differ from expectations. Persons viewing this annual report • This annual report provides relevant information about the Group and This PDF has various features to make it easy to use and to search for should not place undue reliance on forward-looking statements. We does not constitute or form any solicitation of investment including any information. It also contains links to external websites to allow you to undertake no obligation to update any of the forward-looking statements offer to buy or subscribe for any securities in any jurisdiction. refer to external information easily. contained in this annual report or any other forward-looking statements • This annual report contains forward-looking statements, beliefs or opinions we may make. Past performance is not an indicator of future results and regarding the Group, such as statements about the Group’s future the results of the Group in this annual report may not be indicative of, and business, future position and results of operations, including estimates, Contents are not an estimate, forecast or projection of our future results. forecasts, targets and plans for the Group. Without limitation, forward- • We do not guarantee the accuracy of information in this report regarding Click to go to the first page of each category. looking statements often include the words such as “targets”, “plans”, companies (including, but not limited to, those in which SoftBank Vision SoftBank Group Corp. “believes”, “hopes”, “continues”, “expects”, “aims”, “intends”, “will”, Towards the AI Era Essential Information Growth Strategy Management Organization Financial Section Corporate Information Fund has invested) other than the Group which has been quoted from ANNUAL REPORT 2019 006 “may”, “should”, “would”, “could” “anticipates”, “estimates”, “proj- public and other sources.
    [Show full text]
  • JOB/GC/101/Rev.1 28 July 2016 (16-4010) Page
    JOB/GC/101/Rev.1 28 July 2016 (16-4010) Page: 1/2 Original: English WORK PROGRAMME ON ELECTRONIC COMMERCE ELECTRONIC COMMERCE AND DEVELOPMENT Non-paper from Colombia; Costa Rica; Hong Kong, China; Israel; Malaysia; Mexico; Nigeria; Pakistan; Panama; Qatar; Seychelles; Singapore and Turkey Revision1 The following non-paper, dated 25 July 2016, is being circulated at the request of the delegation of Singapore. _______________ 1.1. E-Commerce can be and has been leveraged to support development. For one, it has made interactions between consumers and businesses much easier. E-commerce has opened up new opportunities for businesses in developing countries, especially micro, small and medium enterprises (MSMEs), by reducing the cost of doing business, and allowing them to reach a wider market. The consumer experience, whether in the areas of media and entertainment, air travel and tourism, and even taxi rides, has changed over the past few years, thanks to e-commerce. Between businesses, the digital interface allows for more efficient operations and supply chains. The data generated also allows for optimisation and innovation in their business models. All this presents a big well of untapped potential, which could boost economic growth and development in developing countries. 1.2. E-commerce is the new reality for businesses today, including in developing countries. Business to consumer e-commerce is rapidly expanding, particularly in Asia, Latin America, Africa and the Middle-East. For example, in Cambodia, Sabay.com, an online gaming company introduced Sabay Coins (which can be purchased at internet cafes) as a way for its customers to spend online.
    [Show full text]
  • Earnings Results for the Fiscal Year Ended March 31, 2020 (SVF)
    QUARTER ENDED MARCH 31, 2020 SoftBank Vision Fund I Update NAVNEET GOVIL Managing Partner & Chief Financial Officer SoftBank Investment Advisers 2 Important Information (1 of 2) This presentation (this “Presentation”) is furnished to you for informational purposes in connection with the interests of SoftBank Group Corp. (together with its affiliates, “SoftBank”) in SoftBank Vision Fund L.P. (together with, as the context may require, any parallel fund, feeder fund, co-investment vehicle or alternative investment vehicle, the “Vision Fund I” or “SVF I”) and is not, and may not be relied on in any manner as, legal, tax, investment, accounting or other advice or as an offer to sell or a solicitation of an offer to buy limited partnership or comparable limited liability equity interests in the Vision Fund I or SoftBank Vision Fund II-1 L.P. and SoftBank Vision Fund II-2 L.P. (together with, as the context may require, any parallel fund, feeder fund, co-investment vehicle or alternative investment vehicle, “SVF II” or the “Vision Fund II”), each managed by SB Investment Advisers (UK) Ltd. (the “Manager” or “SBIA”) and its affiliates thereof. This Presentation is not intended to be relied upon as the basis for any investment decision, and is not, and should not be assumed to be, complete. The contents of this Presentation are not to be construed as legal, business or tax advice. None of Vision Fund I, Vision Fund II, any successor fund managed by the Manager, SBIA, SoftBank or their respective affiliates makes any representation or warranty, express or implied, as to the accuracy or completeness of the information contained herein and nothing contained herein should be relied upon as a promise or representation as to past or future performance of Vision Fund I, Vision Fund II, any successor fund managed by the Manager or any other entity referenced in this Presentation.
    [Show full text]