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Launching Singtel28: a New Growth Plan to Deliver Enhanced Customer Experiences and Sustained Value Realisation for Shareholders

Launching Singtel28: a New Growth Plan to Deliver Enhanced Customer Experiences and Sustained Value Realisation for Shareholders

推出Singtel28:一項新的增長計劃,旨在爲股東提供更好的客戶體驗和持續的價值實現

Singapore, 23 May 2024 – Singtel has introduced ST28, a new growth plan designed to enhance customer experiences and deliver sustained value realisation for shareholders. This follows the successful completion of its strategic reset initiated in 2021 to transform the company by capitalising on technology proliferation and unprecedented digitalisation amplified by COVID.

新加坡,2024 年 5 月 23 日 — 新加坡電信推出了ST28,這是一項新的增長計劃,旨在增強客戶體驗併爲股東實現持續的價值。在此之前,該公司成功完成了於2021年啓動的戰略重組,旨在通過利用COVID加劇的技術擴散和前所未有的數字化來實現公司轉型。

"Three years ago, the reset was a strategy for transformation amid accelerated digitalisation brought on by COVID. Today, ST28 is a strategy for growth and sustained value realisation."

“三年前,在COVID帶來的加速數字化背景下,重置是一項轉型策略。如今,ST28是一項增長和持續價值實現的戰略。”

Yuen Kuan Moon,
CEO,
Singtel's Group

袁冠文,
首席執行官,
新加坡電信集團

Mr Yuen Kuan Moon, Singtel's Group Chief Executive Officer said, "Three years ago, the reset was a strategy for transformation amid accelerated digitalisation brought on by COVID. Today, ST28 is a strategy for growth and sustained value realisation. Having sharpened the Group's business focuses, made significant operational improvements and executed to a proven capital recycling programme, we have built a strong foundation for the Group to move into its next phase of growth. While the transformational work is behind us, there is still more to do to deliver value for our customers and shareholders and we intend to exercise the same financial discipline and governance to get there."

新加坡電信集團首席執行官袁光文先生表示:“三年前,在COVID帶來數字化加速的情況下,重置是一項轉型戰略。如今,ST28是一項增長和持續價值實現的戰略。在明確了集團的業務重點,對運營進行了重大改善並執行了行之有效的資本回收計劃之後,我們爲集團進入下一階段的增長奠定了堅實的基礎。儘管轉型工作已經過去,但要爲我們的客戶和股東創造價值,還有更多工作要做,我們打算運用相同的財務紀律和治理來實現這一目標。”

Strategic reset scorecard

戰略重置記分卡

A key outcome of the strategic reset has been a major restructuring of the Group's businesses to focus on the three areas of connectivity, digital services and digital infrastructure. Major investments in 5G underpinned this reset with 5G leadership established in Singapore where the network rollout is complete while more than 80% of Australia's population receive 5G coverage. This has allowed the Group to deliver the best possible customer experience, grow digital businesses in adjacent lifestyle sectors and leverage 5G for digital and infrastructure services.

戰略重啓的關鍵成果是對集團業務進行了重大重組,將重點放在連接、數字服務和數字基礎設施這三個領域。對5G的重大投資爲這一重啓奠定了基礎,新加坡建立了5G領導地位,那裏的網絡部署已完成,而澳大利亞80%以上的人口獲得了5G覆蓋。這使集團能夠提供最佳的客戶體驗,在鄰近的生活方式領域發展數字業務,並利用5G提供數字和基礎設施服務。

In the connectivity business, the consumer and enterprise units were merged in both Singtel Singapore and Optus to drive synergies and innovation, make cost improvements and boost the competitiveness of both companies in a sector facing structural declines.

在連接業務方面,新加坡電信和Optus合併了消費者和企業部門,以推動協同效應和創新,改善成本並提高兩家公司在面臨結構性衰退的行業中的競爭力。

New growth engines were identified and scaled in both the ICT and data centre space, with NCS and Nxera expanding into the region. The divestment of non-core digital businesses Amobee and Trustwave removed S$200 million in annual EBIT losses.

隨着NCS和Nxera向該地區擴張,在ICT和數據中心領域發現並擴大了新的增長引擎。對非核心數字業務Amobee和Trustwave的撤資減少了2億新元的年度息稅前利潤虧損。

In the regional associate markets, the Group has repositioned for new opportunities in the emerging area of fixed mobile convergence by integrating IndiHome with Telkomsel in Indonesia and 3BB with AIS in Thailand.

在區域關聯市場,集團通過將IndiHome與印度尼西亞的Telkomsel整合以及泰國的3BB與AIS整合,對新興的固定移動融合領域的新機遇進行了重新定位。

A capital recycling programme was launched in 2021 which has monetised S$8 billion from assets such as stakes in Indara (formerly known as Australia Tower Network), Airtel and Nxera to fund growth initiatives.

2021年啓動了一項資本回收計劃,該計劃已從Indara(前身爲澳大利亞塔網)、Airtel和Nxera的股份等資產中獲利了80億新元,爲增長計劃提供資金。

On the people and sustainability front, the Group has deepened its commitments to climate action, becoming Asia's first telco to bring forward its net-zero goal to 2045 and renew its science-based targets with SBTi. The Group has also further championed its people – investing some S$20 million a year to help them reskill and upskill for the digital economy.

在人員和可持續發展方面,該集團加深了對氣候行動的承諾,成爲亞洲第一家將其淨零目標提前到2045年並通過SBTI續訂其基於科學的目標的電信公司。該集團還進一步支持其員工,每年投資約2000萬新元,幫助他們爲數字經濟重新培養技能和提高技能。

What ST28 means

ST28 是什麼意思

Lifting business performance and smart capital management sit at the core of ST28. This will enable the Group to deliver sustainable value to its stakeholders, from customers to shareholders.

提高業務績效和智能資本管理是ST28的核心。這將使集團能夠爲從客戶到股東的利益相關者提供可持續的價值。

Lifting Business Performance

提升業務績效

Building on the business transformation of the reset, the Group will lift business performance by reaping more synergies from the integration of the consumer and enterprise businesses of Singtel Singapore and Optus. This will involve simplifying product offerings to remove complexity for customers and utilising AI to improve customer experiences while driving leaner cost structures to better compete and strengthen market leadership. A recent network sharing deal between Optus and TPG in regional Australia will improve services for customers as well as capital efficiency. Enhancing customer experience remains a priority and for Singtel Singapore, the advancements made in areas such as 5G network slicing, telco API and Network-as-a-Service present new opportunities for differentiation.

在重啓後的業務轉型基礎上,集團將通過新加坡新加坡電信和Optus的消費者和企業業務整合獲得更多協同效應,從而提高業務業績。這將包括簡化產品供應以消除客戶的複雜性,並利用人工智能改善客戶體驗,同時推動更精簡的成本結構,以更好地競爭和加強市場領導地位。Optus和TPG最近在澳大利亞地區達成的網絡共享協議將改善客戶服務並提高資本效率。增強客戶體驗仍然是當務之急,對於新加坡新加坡電信而言,在5G網絡切片、電信API和網絡即服務等領域取得的進步爲差異化提供了新的機會。

For the growth engines, NCS will continue executing to its strategy, capitalising on its leadership in technology services. It will improve margins by scaling up its global delivery network and investing in AI and tech resiliency for clients.

對於增長引擎,NCS將繼續利用其在技術服務領域的領導地位執行其戰略。它將通過擴大其全球交付網絡以及投資於客戶的人工智能和技術彈性來提高利潤率。

Nxera is poised to expand its operational data centre capacity from the existing 62MW to over 155MW in the region, leveraging the fast-growing adoption of AI. It is currently developing three next-generation AI-ready data centres in Singapore, Indonesia and Thailand. Bolstered by support from private capital partners, it is aiming to scale its platform to more than 200MW across the region in the next three years.

Nxera準備利用人工智能的快速普及,將其運營數據中心容量從該地區現有的62兆瓦擴大到155兆瓦以上。它目前正在新加坡、印度尼西亞和泰國開發三個下一代人工智能就緒數據中心。在私人資本合作伙伴的支持下,它的目標是在未來三年內將其平台擴展到該地區的200兆瓦以上。

The Group plans to scale up Paragon, its industry-leading one-stop orchestration platform for 5G and edge cloud computing, with greater adoption by telcos, enterprises and satellite operators globally. In addition, the Group intends to leverage Nxera's capabilities and Paragon's orchestration to explore GPU-as-a-Service as a new growth area with the private and public sectors looking to deploy AI at scale in Singapore and the region.

該集團計劃擴大其行業領先的5G和邊緣雲計算一站式協調平台Paragon的規模,讓全球電信公司、企業和衛星運營商更多地採用該平台。此外,該集團打算利用Nxera的能力和Paragon的協調能力,探索GPU即服務這一新的增長領域,私營和公共部門希望在新加坡和該地區大規模部署人工智能。

The regional associates will focus on capturing the opportunities in the under-penetrated fixed broadband space with their sizeable mobile base providing cross-selling potential and cost synergies. The enterprise sector is another significant growth area given the associates' capabilities in digital, 5G and other emerging technologies. The Group will be working closely with them to explore the divestment of non-core assets and ways to illuminate the value of their digital portfolio.

區域合作伙伴將專注於在滲透率不足的固定寬帶領域抓住機遇,其龐大的移動基礎提供了交叉銷售潛力和成本協同效應。鑑於員工在數字、5G和其他新興技術方面的能力,企業部門是另一個重要的增長領域。該集團將與他們密切合作,探索剝離非核心資產以及闡明其數字投資組合價值的方法。

Mr Yuen said, "We are moving straight into our growth programme from our transformation programme because we're seeing payoffs from the hard decisions taken over the past three years and we want to build on that and create more traction. Having restructured and delivered our transformation at pace, now's the time to strengthen our businesses so we can better deliver for customers and shareholders."

袁先生說:“我們正從轉型計劃直接進入增長計劃,因爲我們看到了過去三年做出的艱難決策所帶來的回報,我們希望在此基礎上再接再厲,創造更多的吸引力。在進行了重組並按計劃實現轉型之後,現在是加強業務的時候了,這樣我們才能更好地爲客戶和股東提供服務。”

Smart capital management

智能資本管理

Under ST28, the Group will also pursue smart capital management, building on the capital recycling programme of the previous strategic reset that saw S$8 billion raised. The Group has identified a further pipeline of around S$6 billion in monetisable assets. This will allow it to fund growth initiatives by investing in the requisite capabilities as well as pilot new revenue streams such as GPU-as-a-Service and Paragon. The Group will also continue tapping external capital partners to jointly fund capital-intensive growth engines such as KKR's investment in Nxera last year.

根據ST28,集團還將在先前戰略重組的資本回收計劃基礎上,追求智能資本管理,該計劃共籌集了80億新元。該集團已經確定了另外約60億新元的可變現資產。這將使其能夠通過投資必要能力來爲增長計劃提供資金,並試點新的收入來源,例如GPU即服務和Paragon。該集團還將繼續利用外部資本合作伙伴共同爲資本密集型增長引擎提供資金,例如KKR去年對Nxera的投資。

Mr Arthur Lang, Singtel Group CFO said, "A proven capital management programme is the key component of our transformation. We have raised a total of S$8 billion in the past three years and used the proceeds to fund growth, pay down debt and return some of that capital to our shareholders. This strategy of recycling assets and working with capital partners is designed to help us deploy capex sustainably – whether for our core or growth businesses. Asset monetisation will give us funding flexibility. As we keep scaling our capital-intensive growth businesses, attracting the right investors and the smart money will bring a critical external lens to our businesses and help illuminate their true value. Additionally, working with partners who want to grow with us will not only bring patient capital for longer term projects, but valuable strategic expertise."

新加坡電信集團首席財務官亞瑟·朗表示:“成熟的資本管理計劃是我們轉型的關鍵組成部分。在過去三年中,我們共籌集了80億新元,並將所得款項用於爲增長提供資金、償還債務並將部分資本返還給股東。這種回收資產和與資本合作伙伴合作的策略旨在幫助我們可持續地部署資本支出,無論是用於核心業務還是成長型業務。資產貨幣化將爲我們提供資金靈活性。隨着我們不斷擴大資本密集型增長業務,吸引合適的投資者和明智的資金將爲我們的業務帶來重要的外部視角,並有助於闡明其真正價值。此外,與希望與我們一起成長的合作伙伴合作不僅可以爲長期項目帶來患者資本,還可以爲寶貴的戰略專業知識帶來寶貴的戰略專業知識。”

Sustained value realisation through dividends and growth

通過分紅和增長持續實現價值

The combination of lifting business performance and smart capital management will allow the Group to deliver sustained value realisation for shareholders in the form of higher dividends and growth.

提高業務業績和智能資本管理相結合,將使集團能夠以更高的股息和增長的形式爲股東提供持續的價值實現。

At the FY24 results, Singtel's proven capital recycling programme allowed the Group to revise its dividend policy to boost shareholder returns. This came in the form of a new value realisation dividend of 3 to 6 cents per share per annum in addition to the core dividend which had its payout range increased to 70% and 90% of underlying net profit last November.

在24財年的業績中,新加坡電信久經考驗的資本回收計劃使該集團得以修改其股息政策,以提高股東回報。這是以每年每股3至6美分的新價值實現股息的形式出現的,此外核心股息的派息範圍在去年11月擴大到基礎淨利潤的70%和90%。

Mr Lang added, "Given the strategic transition of our business, we are changing our dividend policy to reflect the importance of lifting the core performance of our businesses as well as rewarding shareholders with our successful capital management initiatives. The value realisation dividend will be funded by current excess capital, as well as future excess capital from the Group's identified asset recycling pipeline of around S$6 billion, part of which will be set aside to fund growth opportunities. Furthermore, core dividend growth will track improvements in business performance. This demonstrates confidence in our performance and outlook for cashflow and will allow us to return capital to shareholders in a sustained manner even as we continue investing in growth."

郎先生補充說:“鑑於我們業務的戰略轉型,我們正在改變股息政策,以反映提高業務核心業績以及通過成功的資本管理計劃獎勵股東的重要性。價值變現股息將由當前的過剩資本以及集團已確定的約60億新元資產回收渠道的未來剩餘資本提供資金,其中一部分將用於爲增長機會提供資金。此外,核心股息增長將追蹤業務業績的改善。這表明我們對業績和現金流前景充滿信心,即使我們繼續投資增長,也將使我們能夠持續向股東返還資本。”

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譯文內容由第三人軟體翻譯。


以上內容僅用作資訊或教育之目的,不構成與富途相關的任何投資建議。富途竭力但無法保證上述全部內容的真實性、準確性和原創性。
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