business overview and strategic direction...– market combat plan – regulatory directives on...
TRANSCRIPT
Business overview and strategic direction
Vivek Sood, CEO Grameenphone Ltd.
2
Key developments since last event
19%
● Fair share of subscriber acquisition
● Restored revenue growth momentum
● Increasing operating cash flows
● Securing 10 MHz of 3G spectrum
● Strategic partnership with Accenture
● Corporate tax rate increase
Operating cash flow defined as EBITDA before other items, less capex excl spectrum fees
LTM = Last twelve months (4Q2012 – 3Q2013)
Deconsolidation of GPIT considered in 2013 only
Subscriptions (Mn) and Market Share
Operating Cash Flow (BDT Bn) & Margin
29.97
36.49 40.02
46.04
44.0% 43.0% 41.0% 42.0%
2010 2011 2012 Sep'13
28.54
34.64 36.17
40.15
38% 39% 39%42%
2010 2011 2012 LTM
Relative Market Performance in DSE***
3
● 43% annualized accumulated return
● 8.5% average annual dividend yield
● Stated dividend policy
Healthy shareholder return
19%
Dividend Per Share (BDT) and Yield*
12.0
20.5
14.0
9.00
4.9%
12.5%
8.0%
5%
2010 2011 2012 2013 (Interim)
*Considering year end GP closing price of DSE
**Including dividends reinvested
*** Price and index rebased
Feb’13 Nov’13Aug’13May’13
Total Shareholder Return**
Nov’12 Nov’13May’13
0%
2%
4%
6%
8%
10%
12%
14%
50
70
90
110
130
% of Total Turnover (RHS) GP Price DSEX DSE30
-25%
-15%
-5%
5%
15%
25%
35%
45%
4
Competitive and dynamic
industry
● Competitive acquisition drive continuing
● Voice continue to dominate with
immense data potential
● Pressure on price from competition
● Customer experience to differentiate
● Operational efficiency will be critical
● Regulatory uncertainty
5
● Recovery of economic momentum to
stimulate per capita income
● 43% of real mobile penetration*
● 16% mobile internet penetration**
● Large subscriber base to act as enabler
of financial services
● Partner to cater BPO and enterprise
solutions
Significant opportunities in a
changing environment
* Mobile penetration , GP estimates Sep’13
** Active Internet users, GP estimates 2013
6
Strategic priorities going forward
Internet for all Loved by customers Efficient operations
7
Regulatory landscape
Mobile
Number
Portability
National
Telecom
Policy
Spectrum
Management
& Roadmap
Telecom Act
A forward leaning company with revitalized market machineries
Allan Bonke, CMO Grameenphone Ltd.
Strengthened foothold in the market
9
Hero products and rate cutters Innovative customer offers
STAR program Price Perception
On-Net
(Bondhu)
Off-Net
(Amontron)
Any Net
(Nishchinto)
Recharge
based
Commitm
ent based Bundles
Dynamic
Pricing
Value for money index
Strengthened foothold in the market
10
Promoting brand
Trade campaigns Distribution/Retail meets
Drive visibility
Entering the era of Internet for All- Leading the mobile internet
11
Most preferred data Service Provider
to our target segments
- Best seamless experience, anywhere, anytime
- Value pricing, worry free experience
- New & relevant digital services, contents, apps
- Device bundling, retailing etc
Taking position of Partner in building
digital Bangladesh
- Build awareness, making internet meaningful
- M-Health, E-Education, E-Governance
- Empowering the nation with the opportunity
- Access to digital future, reducing the divide
To put internet in the hands of all Bangladeshi,
empowering them to transform the way they live, work, learn & play.
Entering the era of Internet for All- Launch of 3G
12
3G Device portfolio & trial offer for customers360 Degree ATL Communication
Initial coverage in
Dhaka, Chittagong
and Sylhet
- Use 3G in current sim
- No change in voice tariff
- Video call provisioning
- Simple Data Plans
2 speed tiers (512 kbps & 1 Mbps)
Smart Packs
2GB Standard Packs
Unlimited Packs (FuP)
3G Coverage
Internet for All- Removing the barriers
13
Smart DevicesFeature Phones
EDGE: The basic and nationwide coverage
3G: Speed with mobility
Wi-Fi: Speed in hotspots focusing on
experience
Wi-Max: Faster & Premium internet at home
and enterprise to offload 3G
Creating AwarenessEnabling through Devices
Providing Access
Long term focus to combat market challenges
14
Customer Centricity Segmented regional approach
Aspiring product and services Partnership for Internet and Content
Technological Superiority and its Transformation
Tanveer Mohammad, CTO Grameenphone Ltd.
Superior Quality Network Loved by Customers
GP Network continues to grow both in Voice & DataJan
Feb
Ma
r
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Ma
r
Apr
May
Jun
Jul
Aug
Sep
Oct
2012 2013
Network Calling MinsData Volume Growth
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
2012 2013
GP’s Robust Network handling record traffic
Eid Ul Fitr Traffic Comparison 2013 vs. 2012
0:0
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EID-ul-Fitr'13 (9-Aug-13) EID-ul-Fitr'12 (20-Aug-12)
• Highest ever traffic 1393 K Erl
catered
• Sustained 1 Mil Erl for 8 hours
• 23% higher than 2012 Eid
• No Network Outage
• Excellent QoS
Focus to strengthen rural footprint84% Leadership
Quality of Service maintained up to Thana Level
58%
84%
Focus to strengthen rural footprint
Subscriber Feedback: Operator
has a good network
89
4539
11
Source: Brand Tracker
Global Benchmarking reflects GP’s Call Drop Strength
0.5%
GP vs. Indian Operators Call Drop Rate
0
0.5
1
1.5
2
2.5
0 2 4 6 8 10 12
Aircel Airtel BSNL
Idea Uninor Vodafone• GP Call drop rate is below
0.5%. This is one of the best
in the region
• Global Benchmarking puts
GP among top operators in
terms of Call DropsGP Call Drop %
Data Source: Telecom Regulatory Authority of India (TRAI)
Fastest Network expansion across the country was the
key …..
62 115 164 232 343 427 5891281
2518
3833
5893
6698 7005 7031 7349
8178 8473
• 8473 sites
• 8 Switching stations
• 1074 KErl network capacity
46 Mn
Innovative Capacity Features changing Capacity
Enhancement Techniques
• Enhanced Dual Band (EDB)
enabled 27% capacity
Efficiency
• MSC in Pool (MIP)
Core redundancy in handling
traffic surges
• Dynamic Power Sharing
Radio resource efficiency
Network Analytics in User Level
Technology is moving towards Individual Customer’s Network Experience
measurement
Opex & Capex EfficiencyEfficient Operations
Opex and Capex Efficiency still continues
Opex/Network Mins
0.01
0.018
0.026
0.034
0
1000
2000
3000
4000
Q1-12 Q2-12 Q3-12 Q4-12 Q1-13 Q2-13 Q3-13
Opex (MnBDT) Opex/Network Min (BDT)
Capex/Net Add Sub
Vendor contract negotiation on equipment price, Site design optimization, efficient capacity
mgt. contributed in keeping the Capex downtrend in 2013.
2007 2008 2009 2010 2011 2012 2013
Technology Capex (Mn USD) CapEx over Add. Sub (USD)
License, 15%
Leased Lines, 3%
Rent, 11%
Manning, 20%
O&M, 10% Service, 19%
Energy, 21%
Others, 2%
Opex 2013
Continuous Focus on Operational Efficiency, enabling
Better Profitability
2010 2011 2012 2013*
*2013 till September
5.58
6.8
9 9
2010 2011 2012 2013
Electricity Tariff – cost/unit
Energy Cost/BTS/Month
Network Investment 2006-13 (Mn BDT)
GP Investment continues in Network
2006 2007 2008 2009 2010 2011 2012 2013
• Network Investment
BDT 130 Bn in last 8 yrs. 61%
investment in 8473 sites.
Network Investment continues in
2G Voice and Data in 2014 as well
as aggressive 3G Rollout
• Customer interfacing
Platforms for 2014
Significant Network Investment from 2006-08 in new site rollout and fiber laying has
enabled comparatively lower Capex in the following 2 years 2009-10.
Efficiency in Going Green Initiatives
• 400+ Green BTS
2500 tons CO2/year savings
• Community Power Project
136 Households
• GPHouse Green Workplace
Energy savings 11 GW-Hr/Year
• Recyling Swap Cabinets
15,381 BTS cabinets recycled
Into a New Era of 3GInternet for All
GP 3G On air
• Dhaka City – 30 Sep 2013
• Ctg. & Sylhet – 10 Oct 2013
• All Divisional Cities – Dec 2013
• Rest District Cities – Feb 2014
• Major Thanas – June 2014
3G Rollout sees GP covering major areas in 2013
Key take way
• GP Continues to provide Best
Quality network in Bangladesh
with Innovative features for
Capacity Mgt.
• Capex and Opex Efficiency
through efficient Capacity Mgt.
techniques and continuous
improvement
• Fastest Rollout of 3G compared
to competition with superior quality
Financial priorities and ambitions
Mustafa Alim Aolad, Head of Corporate Finance and Treasury
34
Impressive turn around amidst competition
19%
● Growth momentum in top line
– Service revenue
– Contribution form adjacent business
– Device initiatives
● Mostly stable EBITDA
– Customer acquisition
– Market combat plan
– Regulatory directives on tariff
– SIM tax reduction
– Opex efficiency
EBITDA is before other items
LTM = Last twelve months (4Q2012 – 3Q2013)
Deconsolidation of GPIT considered in 2013 only
Revenues (BDT Bn) and EBITDA%
74.73
89.0591.92
94.97
50% 53% 53% 51%
2010 2011 2012 LTM
35
Moderated profitability and capex prioritization
19%
● Healthy underlying bottom line
– 5% increase in corporate tax rate
– Spectrum amortization
– Interest on borrowings
– Controlled nominal opex
– Gain from GPIT sales transaction
– Foreign exchange gain
● Investment for quality enhancement
● Structured rollout of 3G
Capex excl spectrum fees
LTM = Last twelve months (4Q2012 – 3Q2013)
Deconsolidation of GPIT considered in 2013 only
Net Profit after Tax (BDT Bn) and NPAT%
Capex (BDT Bn) and Capex/Sales%
4.5
10.70
18.8917.50
15.33
14%
21% 19%16%
2010 2011 2012 LTM
4.64
19.97Tax adjustment
8.45
12.96 12.62
8.69
11%
15% 14%
9%
2010 2011 2012 LTM
36
Strive towards a more balanced capital structure
19%
Reduce the Cost of Capital
Diversify Funding Sources
Asset and Liability
Matching
Guiding thoughts…….
● Increase gearing with regular dividend distribution
● Ensure liquidity for strategic investments
● Alignment of long term asset and liability
Way Forward…..
● Assess investment opportunities
● Explore financing alternatives
● Arrange incremental funding
37
Systemic approach towards cost efficient operator
19%
• Methodical improvement approaches on Opex, Capex, Working Capital & Business Process
Efficiency have given good results in last few years
• Smartly managed the burden of macro-economic impact, increased regulatory cost and business
driver growth through driver based focused initiatives.
• Moving ahead on 2014 and beyond, Granular level concentration on structural Opex and business
model change would be the prime areas to address
19
%
Opex
Excellence
Business
Process
EfficiencyWorking
Capital
Efficiency
Capex
Optimization
Savings as % of Opex
LTM = Last twelve months (4Q2012 – 3Q2013)
3.28%
4.44%4.97%
2011 2012 LTM
38
Ambitions on delivering value
19%
• Higher single digitRevenue Growth
• Retain leadershipRevenue Market
Share
• Maintain at current levelEBITDA Margin
• Mostly at current levelCapex/Sales
• Improve gearing inline with planDebt
39
Disclaimer
19%
This presentation includes “very high level guidance on the future ." These may include, withoutlimitation, statements relating to our future business development and economic performance,future earnings and cash flow, our business strategy, regulatory changes, future policy of theBangladeshi Government relating to the telecommunications industry in Bangladesh, ourcompetitive position and the effects of competition, and the amount and nature of our capitalexpenditures and capital commitments. These guidance represents our current views withrespect to future events and are not a guarantee of future performance. You are cautioned not torely on these very high level guiding statements. A number of important factors could causeactual results or outcomes to differ materially from those expressed in any forward-lookingstatement.
We have obtained certain market data, industry forecasts and data used in this presentationfrom market research, publicly available information, including governmental publications, andindustry publications. Industry publications generally state that the information containedtherein has been obtained from sources believed to be reliable, but that the accuracy andcompleteness of the information is not guaranteed. While we believe these industry forecastsand market data are reliable, we have not independently verified this information, and we makeno representation as to the accuracy of this information.
Because the market data included in this presentation is derived from multiple sources, youshould not assume that it has been compiled on a consistent basis. You should exercise cautionwhen comparing market data from different sources or across different time periods. We makeno representation that such market data is accurate or complete or that it has been compiled orpresented on a consistent basis.