4 september 2017 - orange-ir.plorange-ir.pl/sites/default/files/strategy...
TRANSCRIPT
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4 September 2017
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1. Orange.one
2. Consumer market
3. Business market
4. Financial & efficiency ambitions
5. Conclusion
6. Q&A
Agenda
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Orange.one
Jean-François Fallacher Chief Executive Officer
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#1
#1
#1
#1
Very High-Speed Broadband
Customer experience
Digital
Value creation
2020 vision
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Five in one
Orange New E-home
Orange New Enterprise
Orange New Customer Experience
Orange New Network Excellence
Orange New Efficiency
E-home Enterprise
Network Excellence
Eff
icie
nc
y
Cu
sto
me
r E
xp
erie
nc
e
.one
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All for one, one for all
One team
One mind
One goal
Number one integrated telecom operator:
Consumers
Businesses
Shareholders
E-home Enterprise
Network Excellence
Eff
icie
nc
y
Cu
sto
me
r E
xp
erie
nc
e
.one
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Focus on value through business cycle
Fixed voice Fixed wholesale
Legacy services
• Optimise costs and maximise cash out
Revenue trend 2017-2020 Action
Mobile Broadband TV
Growth services
• Increasing growth rate and improving profitability
ICT Energy Finance Devices Smart Care
Adjacent and new areas
• OPL as challenger – explore new opportunities
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Transformation on track and bearing first fruits
4G 800MHz coverage
in %
Fibre households connectable
716
1,471
1,953 in k
Convergent customers
Mobile post-paid customers
8,322
9,262 9,573 in k in k
574
835 1,084
Fixed broadband customers
in k
2,144
2,206
2,323
80%
legacy
Revenue split
growth
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Focus on execution by leveraging on our value creation assets in order to accelerate
Customers
focus
Committed employees
Convergent network
Powerful brand
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Consumer market
Mariusz Gaca
VP in charge of consumer market
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Households equipped with OPL services
(contract & prepaid)
Households with services from
various operators
over 90% ~ 50% Average RGU per
household
4.7
2.4
OPL RGU
Convergence has a big potential
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There are battlefields with different competitive environment
Big cities Small cities Rural
4.6m households 4.3m households 4.2m households
OPL market share (1H2017)
34% 30% 27%
16% 29% 47%
~70% convergence share in FBB by 2020
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Network coverage and capacity are essential to the best customer experience
Household covered by fibre
(~40% of all HH in Poland in 2020)
Spectrum aggregation, network densification
87% LTE indoor coverage by 2020
5G Core network and fibre network 5G ready
2m
ambition
>5m
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Our content value proposition is now back to the game
OPL share in TV market
6% in 2016
10% in 2020
Orange is a gateway to all possible content
TV and VoD available on all screens
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B2C convergent customer base (vs 858k @1H2017)
+1M-1.5M
B2C fibre customer base (vs 140k @1H2017)
x5-6
TV customer base
(vs 792k @1H2017) +0.3M-0.6M
Commercial effort is focused on households…
Ambitions by 2020
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High-speed network #1
Portfolio
Best place to buy
Offers best fitting customer needs
#1
…but we remain highly committed to mobile only customers
Ambitions by 2020
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Digital shift in customer relations will boost efficiency
25% sales online by 2020 vs 8% in
2016
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Simplicity Consistency Focus
Process and portfolio simplification will drive NPS
The most recommended operator by 2020
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Adjacent areas are important for customer loyalty and revenue growth
Orange Finance Orange Energy Orange Smart Care
>PLN 300M revenue in 2020 (x20 growth vs 2016)
Devices
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Business market
Bożena Leśniewska
VP in charge of business market
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Digital transformation of business customers
50%
50%
of companies to be soon digitally transformed*
of companies to increase spending on cybersecurity**
75% cloud computing market growth by 2020***
6x data traffic to increase by 2020****
Companies seek for trusted business partner in this sweeping transformation
# of OPL B2B customers (1H2017) ~4k
Key Accounts
~15k Corpo
~141k Small & Medium
~0.8m SOHO
* IDC forecast of the Polish Cloud Market ** http://www.cyberdefence24.pl/292079,raport-znaczny-wzrost-cyberatakow-wykrytych-w-polsce *** http://it-filolog.pl/idc-cyfrowa-transformacja-roznych-predkosci-polska-lepiej-ale-daleko-za-liderami/ **** http://www.cisco.com/c/pl_pl/about/press/press-information-2016/20160617.htm
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Connectivity
Convergence & integration
Digital solutions
Connectivity
Convergence & integration
Connectivity
1H2017
2020
Trusted partner of choice in digital transformation for business customers
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#1 Network (coverage and speed)
>40% companies within FTTH range (vs 12% 1H2017)
Virtualized & programmable networks
Connectivity ambitions by 2020
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55% convergent customers in SOHO/SME (vs 24% 1H2017)
+0.6M mobile handset postpaid base increase (vs 2.4m 1H2017)
Value & quality
Convergence & mobile ambitions by 2020
focus
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B4B Consultative selling
ICT revenues vs 2016 by 2020
Integration & digital solutions ambitions by 2020
First projects in 2018 Leader in
Internet of Things
x2
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Automation and process simplification
Digital workplace
and internal robotisation
Top-class and agile team
Transformation leading to success
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NPS #1 unmatched customer experience simplification of Customer Journey in B2B
The most recommended operator & partner by 2020
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Financial & efficiency ambitions
Maciej Nowohoński Chief Financial Officer
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Revenues to stabilise in 2019 and grow from 2020
Growth services
Legacy services
Adjacent and new areas
Expected 2016-2020 CAGR
Low single digit growth
Low double digit decline
Very high growth
2016 share in revenue
2020 share in revenue
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Adjusted EBITDA to stabilise in 2018 and grow from 2019
Adjusted EBITDA expected evolution
2016 2020 growth and adjacent services
direct margin
indirect costs
legacy services
direct margin
Direct margin to be supported mainly by:
Better revenue trend
Handset subsidies optimisation
More balanced volume vs value approach to customer acquisition
Shift to digital distribution channel mix
Optimization of the sales support
Indirect costs to be optimised thoroughly and consequently through simplification
12-15% reduction of underlying indirect costs expected in 2020 vs 2016
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Modernised network
management &
delivery
Comprehensive transformation plan for OPL key processes
Products &
services
Sales &
distribution
Customer
Service
OP
L B
usin
ess
mo
de
l
Licenses &
regulations Network
Simplicity gains
Automation gains
Digital gains
Less offers & simpler
offers Transformation actions
Superior online
channel
Modernized shops
Superior customer
experience
Faster delivery process
Modern, simpler IT
Remote diagnostics of
network
Easier digital sales,
retention & care
Less manual work for
offer implementation
Focused advertising
Fewer customer claims
Great cross-channel
experience
Real-time web
assistance
Simpler delivery chain
Less manual back-office
Fewer shops, better
locations
More self-care
Robotics to replace
manual work
Fewer customer care
interactions
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Process transformation – examples of on-going implementations
Transformation of service delivery & trouble ticketing system for fibre
Integrated platform for sales and care across all channels
Example 1 Example 2
Features: One data repository Automated provisioning Allows to manage technical partners Remote diagnostics
Benefits: Almost full automation (95%) 4x less costs Payback around 3 years First benefits already in 2018
Features: One interface for all core products including
convergence Strong improvement of online channel Omnichannel, allowing seamless process across
all channels Automated back office process
Benefits: 2x faster sales process One front-end tool (instead many today) Payback starting from 2020 First benefits in 2018
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Vast indirect cost optimisation programme
14% Outsourcing
41% Labour
• Streamlining of communication platforms and optimisation of advertising
• Ambition to continue headcount optimization
• Process, CRM, telesales optimization
• Smart Energy consumption management
• Simplification of back office and internal support function
OPEX for latest 12 months (through June 2017)
8% Other
5% Energy
20% Taxes & properties
6% G&A
6% Network maintenance
• Progressive move towards IP
• Optimization of real estate portfolio
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Employment: right skills and right efficiency
Towards Digital Employer Proved ability to optimize employment 29% down since 2012 (Full time equivalents at end of period in k)
The right skills for tomorrow
Develop agile ways of working
Encourage employee engagement
▪ Values each employee’s voice
▪ Recognizes each individual’s contribution
▪ Collective work
▪ Motivating workplace
▪ Responsible employment policy
▪ Digital employer of choice
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Capex to be driven by fibre investment
Scale of fibre capex conditional on commercial success and financing capabilities
POPC to be realised along with fibre project
Mobile network capex reflects further expansion and maintenance
Business transformation capex included in the range provided
All other areas of capex to be optimised
Fibre (ex-POPC)
Mobile network
Fibre (POPC)
Other (incl. transformation)
~2.0 bn PLN 2.0- 2.2 2.0- 2.2*
~2.0*
* ambitions
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Return to growth backed by more focus on value creation
Revenue
Adjusted EBITDA
CAPEX
Growth areas to increasingly offset pressure on legacy
To be supported by better revenue trend, operating leverage and continued cost optimisation
Reflects connectivity programme and business transformation needs
Decreasing from 2019 Net debt
2018 2019 2020
stabilisation growth
growth growth stabilisation
PLN~2.0bn* PLN2.0-2.2bn PLN2.0-2.2bn*
* ambitions
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Conclusion
Jean-François Fallacher Chief Executive Officer
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By 2020 we will be:
Loved by customers
Preferred by employees
Valued by shareholders
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Q&A
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This presentation contains 'forward-looking statements' including, but not limited to, statements regarding anticipated future events and financial performance with respect to our operations. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts. They often include words like 'believe', 'expect', 'anticipate', 'estimated', 'project', 'plan', 'pro forma', and 'intend' or future or conditional verbs such as 'will', 'would', or 'may‘. Factors that could cause actual results to differ materially from expected results include, but are not limited to, those set forth in our Registration Statement, as filed with the Polish securities and exchange commission, the competitive environment in which we operate, changes in general economic conditions and changes in the Polish, American and/or global financial and/or capital markets. Forward-looking statements represent management’s views as of the date they are made, and we assume no obligation to update any forward-looking statements for actual events occurring after that date. You are cautioned not to place undue reliance on our forward-looking statements.
Forward looking statement